Pioneering Hr Strategies
Debashish Ghosh is often hailed as the ‘most approachable HR professional,’ and for good reason. Known for his soft-spoken nature, understanding demeanour, and transparent approach, he embodies the qualities of a friend and a great leader—traits that define a corporate stalwart. Debashish acknowledges that HR is often misunderstood, but he believes that transparency, effective communication and openness to change, are key to reshaping its image in the corporate world. Currently serving as Senior VPHR at Berkadia Services India Pvt. Ltd., he shares his candid insights with the Corporate Citizen
Corporate Citizen: We’d love to start this interview by knowing you better. Enlighten us about your background.
Debashish Ghosh: I come from a small town in Assam. I grew up in a close-knit joint family. From an early age, I was instilled with the values of small-town life—strong community ties, mutual care and sharing. Despite being financially comfortable, my parents emphasised the importance of living within our means and practising financial discipline. These foundational values, passed down from my elders, continue to guide me to this day.
Human Resources is all about working with people, which requires being humane. Reflecting on my journey, I realise how my upbringing laid the foundation for understanding this industry and its people better. The values of empathy, community, and financial discipline that were instilled in me early on have been instrumental in shaping my approach to people management and fostering a positive organisational culture.
CC: It's often said our hometown often plays a significant role in shaping who we become. How has Assam influenced and shaped you personally and professionally?
I come from the lower part of Assam, near the West Bengal border, where the cultural influences are rich and diverse. The person I am today is a blend of many things—my upbringing, environment and personal experiences. Growing up, I was surrounded by a community that cared deeply for people and the environment. Concepts like Environmental, Social and Governance (ESG) and sustainability, which are widely discussed today, came naturally to us. For example, small habits like turning off the tap or switching off the lights when not in use were ingrained from an early age.
Additionally, Assam, being a region where many live with limited means, taught me the value of resourcefulness and contentment. I didn’t grow up in luxury, but that upbringing helped me realise that you can live a fulfilling life even with limited resources.
In small towns like mine, there's a strong sense of community—everyone knows everyone, and that teaches you how to genuinely care for others and handle relationships thoughtfully. This allows me, as an HR professional, to be more human, transparent, and understanding, and to build a friendly, supportive relationship with my peers. So yes, my childhood and hometown have shaped who I am today, personally and professionally.
"Leveraging technology to enhance efficiency, accuracy, and engagement is crucial. As technology continues to advance, it will play a central role in streamlining processes and improving communication within teams"
-Debashish Ghosh
CC: How would you describe yourself as a child? Were you mischievous or studious?
I was probably the most obedient child a parent could ask for, though I'm not sure if that's entirely a good thing. My mom still fondly recalls how I stood out as a studious child. While most kids had to be called back from playing around 6 p.m., I'd already be home by 5:45 p.m., ready to study. If visitors arrived during my study time, I wouldn’t even come out to greet them. I’d tell my mom, ‘It’s my study time; you let them know I can't join’. And I guess, being studious and obedient is paying off now.
CC: Riveting. So, are those actions and your upbringing reflecting in your work right now?
Yes, I believe that what you're deeply rooted in, intends to stay with you. Discipline and work ethics are crucial—simple practices like being punctual and promptly responding to emails may seem small, but they have a significant impact. Upholding commitments and maintaining these habits have shaped who I am and contributed to my success.
CC: Tell us about your educational journey and explain how it has influenced your decisionmaking and approach in your current role.
Education is indeed a continuous journey. Talking about my formal education, I started with a diploma in hotel management, which is unique. Hotel management taught me several valuable lessons, particularly about customer centricity. From the beginning, we were instilled with the principle that 'the guest is God.' This focus on understanding and meeting customer needs has stayed with me throughout my career.
In every role I've held, whether in hospitality or now as an HR head, the core idea remains the same—the customer, be it a guest or an employee, is central to what we do. In my current role, my 'customers' are the employees. I often find myself in situations where employees need to confide in me during challenging times. They show immense courage by reaching out, and it's my responsibility to listen and address their concerns with empathy and care. This focus on being customer-centric, which started in my hotel management studies, continues to shape, how I make decisions and approach my work.
CC: What is the best piece of corporate advice you've ever received?
This was during my early days in the career, this advice came from an ex-boss who had recently joined the team. At the time, I was overwhelmed with a high volume of work, including hiring and training activities, and it was becoming difficult to go home and rest. My manager observed this for about a week and then asked me a profound question - Debashish, I see you’re extremely busy. Do you even find time to think? This question was a powerful reminder of the importance of introspection. We often get caught up in the whirlwind of daily tasks without taking a moment to reflect on whether our efforts are truly effective or aligned with our goals.
This advice has stayed with me and has become a crucial part of how I manage my workload. Whenever I find myself swamped with responsibilities, I make it a point to step back, take a pause, and evaluate whether my actions are making a meaningful impact. This practice of reflection helps me stay aligned with my objectives and ensures that my work remains purposeful.
CC: I noticed an intriguing comparison on your LinkedIn post where you compared the student's postgraduate journey to the Ranji Trophy experience. Could you elaborate on this metaphor?
I used the Ranji Trophy metaphor to emphasise the importance of preparation for the corporate world. Just as the Ranji Trophy is a crucial stage for cricketers to prepare for higher levels of competition, like the IPL or the Indian team, your time in postgraduate studies is your preparation phase for your career. In the corporate world, you're going to face real-world challenges similar to playing against top teams on difficult pitches. Success in this environment requires thorough preparation, which goes beyond just achieving good grades. It’s about building skills and competencies that aren't necessarily taught in the classroom.
For example, handling conflicts and building trust are essential skills. In the workplace, you can't simply avoid disagreements or block colleagues as one might do in a personal setting. Instead, you should address conflicts directly and constructively, which requires practice and courage.
So, while grades are important, how you engage with peers, manage conflicts, and build relationships—just like preparing for and excelling in the Ranji Trophy—will ultimately prepare you for success in your professional career. This preparation phase is crucial for facing the real challenges that come with working in large organisations. Hence, the comparison.
"In today’s dynamic job market, it’s likely that you’ll have multiple careers, each requiring different skills. For instance, even if you start in marketing or HR, the roles and skills needed will change every few years"
CC: You speak highly about upskilling. Can you tell us what kind of courses you have taken so far? How have these upskilling efforts helped in your HR responsibilities.
Upskilling is essential for one’s career survival and growth. Just like learning to swim or drive, upskilling has transitioned from being a nice-to have, to a necessity. As job roles evolve and the future of work shifts, it's crucial to adapt.
In today’s dynamic job market, it’s likely that you'll have multiple careers, each requiring different skills. For instance, even if you start in marketing or HR, the roles and skills needed will change every few years.
To stay relevant, it's important to identify and address gaps in your skills through self-reflection and feedback. For example, I recognised the need to improve my knowledge in analytics, despite my senior position. I dedicated time to learning it because it’s vital for asking the right questions as a leader. Similarly, I saw the need to develop coaching skills, to better guide and mentor my team. By continuously upskilling, you ensure you remain capable and competitive in a rapidly changing job landscape.
CC: Walk us through the current trends in HR.
The top three trends as per me are:
Global Hybrid Workforce: Currently we are seeing a hybrid workforce spread across various geographies. For instance, teams include members from Pune, Hyderabad, Africa, Japan, and beyond. Managing such a multicultural and geographically dispersed team will require new strategies and skills, to handle diverse cultural dynamics and ensure effective collaboration
Technology Integration: Leveraging technology to enhance efficiency, accuracy and engagement, is crucial. As technology continues to advance, it will play a central role in streamlining processes and improving communication within teams. Embracing and adapting to these technological changes will be vital for staying competitive.
Dynamic Career Paths: Traditional vertical career progression is giving way to more flexible career trajectories. Today, careers can be lateral, diagonal, or parallel. Individuals may shift roles or industries based on evolving interests and skills. Organisations that support such transitions will foster growth and adaptability. For example, my career has evolved through different roles in portal management, customer service, and now in HR, reflecting this shift towards more varied career paths.
CC: HR should also think about the finances. How do you as a CHRO perceive money?
Money, like any finite resource, must be managed strategically to align with company goals. It’s crucial to understand how to allocate funds effectively to support the company’s strategy. As an HR professional, strategic thinking and financial acumen are essential for making informed decisions about where to invest and where to cut back.
Balancing investments involves evaluating what areas are critical to support and which can be deprioritised. This often means making tough choices about resource allocation, knowing that under-investing in certain areas might affect employee satisfaction or other aspects of the business. Ultimately, the ability to strategically manage finances and make informed decisions about resource allocation is integral to supporting and advancing the company’s overall strategy.
"Traditional vertical career progression is giving way to more flexible career trajectories. Today, careers can be lateral, diagonal, or parallel"
CC: And what has money taught you?
Money has taught me humility. It can be both a reliable ally with an elusive presence. When there's plenty, it's easy to get carried away and spend on things we don’t truly need. Yet, maintaining a balanced perspective is key. Thanks to my upbringing and values, I've managed to stay grounded and resist these temptations. For me, whether I have more or less money doesn’t significantly alter my lifestyle or who I am.
CC: You frequently engage in talks with students, focusing on shaping young minds. What motivates you to invest your time in this endeavour?
Conducting talks with students is my way of giving back. When I was growing up, I didn’t have access to the guidance and resources that many students have today. My parents weren’t highly educated, and coming from a small town, I lacked someone to provide career advice and mentorship. For example, I chose hotel management without much guidance because there was no one to discuss my options with. I believe that discussing career paths and options with someone experienced can provide clarity and direction. While I don’t claim to have all the answers, I value the opportunity to listen and provide insights. Being accessible to students and offering them a platform to discuss their aspirations is important to me. I think I'm India's most accessible HR leader because everybody can talk to me. It’s a personal commitment, and I often invest my own resources to support these initiatives.
CC: What are your takeaways from this gesture of yours?
Mentoring students has profoundly enhanced my sense of empathy. For instance, back in the time, while reviewing resumes, I questioned gaps in candidates' CVs, assuming there might be an issue. I’d think, “Why is there a gap between MBA and graduation?” But now, having heard many personal stories, I understand the complexities behind such gaps.
People might face various challenges, like family expectations or societal pressures, which influence their career paths. I've learned that decisions are not always straightforward and that everyone has their struggles. This experience has made me more empathetic and better equipped to understand the diverse situations students face. Additionally, reverse mentoring has been incredibly valuable. Hearing their stories has taught me a lot and helped me improve personally and professionally.
CC: In today’s world, mental health has become a top priority. As an HR head, how are you addressing this issue?
One common misconception is that work is the primary source of stress – not that everything at home is perfect, work is a part of our lives. However, studies suggest that over 50 per cent of people, particularly women, experience stress related to home life, regardless of their marital status. I believe that work, in itself, isn’t inherently stressful. The right workplace culture can make all the difference.
When I manage organisations, my priority is creating an environment where people feel comfortable speaking up and contributing. Stress often arises when employees feel unable to express themselves, so fostering a supportive atmosphere is key. Moreover, managing stress involves physical well-being as well, so we encourage employees to engage in activities they love, whether its singing, dancing, or other hobbies.
Rather than sending employees home early to pursue their passions, we integrate these activities into the workplace. We dedicate time during working hours for employees to engage in things like playing musical instruments or painting. This not only promotes work-life balance but also builds a sense of community, as employees connect through shared interests like music, sports, and more. I feel that, coming to the office should be a refreshing experience, not a stressful one.
CC: Do you think HR is a misunderstood department?
Yes, I do. Being an HR, people do share a lot of HR memes with me. The memes sure are humorous but it highlights the perception that HR is always delayed in its responses. We ought to think about the bigger picture and take the memes in a light way and work on overcoming this misconception. If HR is perceived in a certain way, it’s because of how we've conducted ourselves. It's our responsibility to change that image. For instance, my team and I strive to be as transparent as possible. If we can’t provide an answer right away, we acknowledge it and communicate what we can and cannot do.
While HR was once seen as primarily focused on people and emotional aspects, our role has evolved significantly. Today, as a CHRO, I need to function as a chief marketing officer, chief financial officer and more, as our decisions impact various facets of the organisation. This shift reflects the broader and more strategic role that HR plays in modern businesses.
CC: During acquisitions and mergers, what role does HR play, and how do you overcome the challenges?
This is a huge topic, and there are two key points I’d like to highlight from my own experience:
Merge seamlessly: First, when you’re starting an acquisition or merger, it’s crucial not to immediately impose the current company's way of doing things. The company you’re acquiring has its values, culture and ethos, which are not inherently bad. In fact, the company is valuable—that’s why you’re acquiring it. Just because it’s being acquired doesn’t mean it needs an immediate overhaul. Imagine you’re an employee of the acquired company, and the next day, you're told, “Everything changes from tomorrow. This is our culture, our values.” That approach doesn’t work. Change needs to happen gradually.
Think about the bigger picture: Rushing this process is one of the main reasons some mergers fail. Policies, practices, and cultural integration should evolve overtime. It’s less about implementing new technologies or ways of doing the job and more about achieving cultural assimilation. What matters is fostering a shared language, mutual respect, and common values like innovation.
Ultimately, it’s about creating joint values as a merged entity. It shouldn’t be about “our values versus theirs,” but rather what values we now share together as one organisation.
CC: On a lighter note, when not working, what do you like doing?
When I'm not working, my routine is pretty set. I typically start my day with a walk or gym session for about an hour to an hour-and-a half. Before heading to work, I spend around an hour on social media, often LinkedIn, to stay in touch and catch up on updates. That’s one part of my day. I also make it a point to read for at least 45 minutes at night.
Right now, I’m reading a fascinating book by Simon Taufel, the renowned cricket umpire. It’s not about cricket per se, but more about the challenges people face and the lessons we can draw from them. The book emphasises discipline and focus, which I find very inspiring.
I also do a daily mentoring session for about 30 minutes, something that keeps me grounded. As for relaxation, I watch OTT content for about half an hour before bed during the week. On weekends, that stretches to about four to five hours. I recently watched a series that featured KK Menon called Shekhar Home, which was quite decent. Weekends for me are all about travel, good food, long drives, and exploring new places. That’s how I like to unwind.
CC: What's next on your plate?
I don’t believe in focusing too much on long-term goals, things continuously change around you. To be honest, I can’t even predict what the world will look like in five years. So, I prefer to go with the flow. For me, it's more about short-term, learning oriented goals—what I want to learn over the next six months to a year.
My goals are simple - where I want to travel next, and how much quality time I can spend with my family. Professionally, I don’t set any rigid goals anymore. After reaching a certain level, growth can be stunted. So, for me, it’s more about continuous learning and making meaningful contributions rather than having specific professional targets.
CC: Your philosophy in life?
I believe in what I call the ‘3G’ principles—first is gratitude. I’m deeply grateful for everything I’ve received in life. I believe I’m the product of many people’s support, as well as a bit of luck. I often feel that my capabilities are limited—not out of false humility, but genuinely. So, I make it a point to stay thankful for every opportunity and experience.
The second principle is a growth mindset. I’m always open to learning and challenging myself. I never assume I know everything, regardless of my position or experience. I embrace failures, take risks, and view them as opportunities for growth. Learning is a continuous process, and I strive to push myself to explore new paths.
Lastly, it’s all about giving back. I try to contribute to the student community whenever I can, as giving back is important to me. These three principles - gratitude, growth and giving. guide me in both my personal and professional life.