Above and Beyond HR

With a 35-year career in HR, Samir Kukade is celebrated for his significant achievements, driving organisational growth and transformation, through people centric strategies. He has collaborated with industry leaders, leaving a lasting positive impact on every organisation. Samir’s one standout accomplishment was reducing attrition from 28% to 6% at his former organisation, which is a testament to his organisational culture with holistic HR approach. He serves as the Founder of Navigate HR Consultants (CHRO on Call) and a Freelance Consultant at Leap2Excel Consulting, specialising in organisational growth and transformation. He shares his remarkable career journey, with Corporate Citizen

Corporate Citizen: Tell us a bit about yourself.

Samir Kukade: My journey has been deeply rooted in Pune, where I pursued my commerce graduation from University of Pune (now known as Savitribai Phule Pune University), and a master's in HR. With over 35 years of corporate experience, my career has spanned several key roles across prominent organisations. I began as a management trainee at Garware Wall Ropes, then spent eight years with the Kirloskar Group, where I learnt fundamentals of HR function. Later, I joined Brintons Carpets, a UK-based multinational, where I led HR function for five years. Subsequently, I moved to SKF India, where I managed HR, Industrial Relations (IR), talent management, administration and CSR, across three business units for nine years.

My next role was as CHRO and Country HR Director at Lear Corporation, a US multinational, responsible for more than seven manufacturing plants and two engineering centres. Here, I managed a workforce of 2,000 employees across several locations. Later, I transitioned to Praj Industries as CHRO and President of Human Capital, handling group HR, Administration and CSR.

Driven by the desire for greater satisfaction, I chose the entrepreneurship route over continuing in the corporate world. This desire led to the birth of my venture, Navigate HR Consultants (CHRO on the call). This venture allows me to provide CHRO level expertise to multiple companies across industries such as engineering, automotive, chemical, IT, agriculture and FMCG. My exposure to varied sectors has enabled me to understand diverse organisational challenges and offer strategic and business advice.

Industry learnings: Throughout my career, I was fortunate to witness, learn, contribute, and finally drive organisational growth and transformation. I sincerely feel that people management strategies can add greater value by aligning it with a company's growth trajectory or cultural transition journey. By advising companies of varying scales, from INR 17 crore enterprises to INR 700 crore firms, I recognise the universal constants in business such as ambition, vision, dreams, perseverance and employee productivity, leading to results.

I strongly believe in understanding individual motivations, drawing from 'Maslow's Hierarchy of Needs - a motivational theory in psychology comprising a five-tier model of human needs. While financial incentives dominate early career phases, people eventually seek purpose, self-esteem and finally selflessness. My deep insights into these dynamics continue to guide my consulting journey.

CC: What's the best part of being in HR?

HR function offers a unique opportunity to create connections with people understanding their aspirations and growth quotient. There’s something truly special about the art of meeting people, engaging with them, listening and sharing stories, and learning from their experiences. It’s a deeply enriching process that often goes unnoticed, yet it has the power to transform lives. For me, this art is endlessly fascinating, and I feel incredibly honoured to work in a field that allows me to connect with people every day.

Fuelling my passion: What makes it so exciting is the diversity of human nature. Each person brings a unique mindset, behaviour, and set of soft skills. No two interactions are the same, and that’s what keeps the journey so vibrant and fulfilling. As a student of psychology, I’m naturally drawn to understanding the “why” behind people’s actions. I love delving into their thought processes, uncovering the layers of their mindset, deep beliefs, and gaining a deeper understanding of what drives them.

This process isn’t just about finding solutions or offering support. It is a two-way street. While I aim to help others, I also find myself learning and growing through every interaction. It’s a constant exchange of ideas, perspectives and experiences, that enriches both my professional and personal life. I feel HR isn’t just a career, it’s a passion for connecting with people, understanding their stories, and making a meaningful impact.

"Everyone comes with their unique combination of experiences, beliefs, values and story. As HR professionals, our role isn’t to change who they are but to identify and leverage their strengths, to help them grow"

— Samir Kukade

CC: As an HR professional, you’ve likely interacted with thousands of people over the years. There’s so much to learn from others—every person has a story, and every story has something to teach. What’s the most valuable thing you’ve learned from the people you’ve met along the way?

Absolutely. I’ve been incredibly fortunate to not only meet thousands of people, but to learn invaluable lessons from each of them as well. Every individual I’ve crossed paths in my journey has left me with something meaningful - a new perspective, a life lesson or a spark of inspiration. To begin with, the virtues of selflessness and leadership left a lasting impression on me after an unforgettable encounter with an individual. It was during my visit to Ralegan Siddhi, a village transformed by a courageous and visionary social worker Anna Hazare. His journey taught me the power of selflessness, courage, and thought-provoking leadership. It was a defining moment that deepened my passion for understanding people and their motivations. Adding to that, Rakesh Makhija, the Managing Director of SKF, demonstrated what true leadership looks like. His ability to lead with empathy, achieved through taking calculated risks, and more importantly inspire and challenge the team for the bigger achievements, left a profound impact on me. He became the yardstick of leadership for me. Though it’s impossible to absorb completely, it made me aspire to embody those qualities in my journey.

Connecting people, connecting minds: When it comes to HR, empathy and connection are indispensable. These two virtues of mine were strengthened by understanding people’s emotions, perspectives and challenges, which has been crucial in building meaningful connections, both professionally and personally. Every person I’ve interacted with has taught me something unique. Whether it’s a colleague’s storytelling ability, a mentor’s innovative ideas or a team member’s attention to detail, I’ve come to appreciate the diverse skills and perspectives that people bring to the table.

Observing leaders and peers who took bold steps and embraced challenges has inspired me to step out of my comfort zone. Courage, coupled with willingness to take risks, is a trait I deeply admire and strive to cultivate.

Additionally, listening to these individuals narrate their stories has significantly influenced my storytelling and communication skills, helping me grow boundlessly and holistically. It’s a reminder that every person we meet has something unique to teach us, and staying open to those lessons has been one of the most rewarding aspects of my journey.

CC: You mentioned that psychology was part of your curriculum. How has that knowledge of psychology shaped your understanding of people, particularly in the context of HR?

Three key elements shape a person – their past experiences, belief system and upbringing. These are the foundations that make someone who they are, and they’re not something you can easily change. Everyone comes with their unique combination of experiences, beliefs, values and story. As HR professionals, our role isn’t to change who they are, but to identify and leverage their strengths to help them grow. This, in turn, allows them to contribute more effectively to the organisation.

A positive bias: However, as humans, we often tend to focus on areas for improvement or weaknesses. We quickly notice what someone isn’t good at. Maybe they’re not great listeners or they struggle with certain tasks. It’s easy to focus on the 'dark side' of a person. But, what psychology has taught me is the importance of shifting that focus. Instead of dwelling on weaknesses, we should look for their strengths. When we identify and nurture those strengths, we not only help the individual grow but also create a path for them to thrive. This approach not only improves their life, but also adds value to the organisation. It’s about seeing the potential in people and using that as the way forward.

"While I aim to help others, I also find myself learning and growing through every interaction. It’s a constant exchange of ideas, perspectives, and experiences that enriches both my professional and personal life"

CC: Do you think it’s possible to assess someone during the first meeting? For example, when someone is sharing about themselves, can you get a sense of who they are and how they might align with a role or an organisation?

In my career, I’ve interviewed no fewer than 30,000 people, and the journey is continuing. An interview, at its core, is a process of understanding who the person is, whether the person is a cultural fit, and how they might contribute to the organisation. This skill has stayed with me in my current role as well. Over time, I’ve developed the ability to gauge how a person might turn out and their potential. This has helped me make some of the best hiring decisions by identifying how a person’s strengths align with the role and the organisation’s needs. Of course, there have been failures along the way, and that’s inevitable. But, those failures are learning opportunities. So, to answer your question, you can’t always predict how someone’s journey will unfold.

What I’ve realised is that qualities like self-belief, the right belief system, and most importantly passion, transform an employee into an exceptional professional. These traits, combined with the necessary skills, are what make someone truly exceptional in their role. It’s not just about technical expertise, it’s about the person underneath—their drive, mindset and ability to grow, sets them apart.

CC: What was the best piece of corporate advice that you received, which helped you reach this far?

Initially, I sought advice from many people, trying to understand how I could improve and grow in my life. My father, who worked in HR, was my greatest teacher. HR runs in our family, as we now have three generations in the field, including my daughter. My father instilled two key qualities in me – ambition and confidence. That was the best advice I ever received. One of his friends Late Vikram Khanolkar, also shared a valuable insight with me. He said, “If you want to be successful, you need to aim for the big roles. Shoot for the stars, and even if you land on the moon, you’ll have gone far.” He didn’t say it exactly like that, but that was the essence of his message. He encouraged me to set high goals, and once I did, I started progressing toward them. During this journey, my mentors, Late Dr. Satish Kaushik, Kishor Bhave and Ram Shinde, helped me hone my people skills and peoplerelated understanding, through able guidance and mentoring at the appropriate time.

Aiming for the moon: Now, after so many years, I often share this wisdom with others, including my kids. When you decide what you want and set your mind to it, things start falling into place. It’s as if the universe listens to your thoughts. When I started my career, I looked up to my factory HR head as my idol. As I grew, my aspirations evolved. I thought “Why stop at one factory, what about someone who manages HR for three factories”. Then I aimed higher, making me think “What about managing HR for factories, corporate offices and research centres?” Eventually, I set my sights on bigger roles. Each time I raised my ambitions, the ecosystem around me shifted. My thought process aligned with my goals, and people began to help me because I was vocal about what I wanted. I expressed my aspirations openly saying “I want to do this". Some offered advice, others provided opportunities, and I welcomed everything with open arms.

The lesson here is simple – dream big, declare your goals, and stay open to the opportunities and guidance that come your way. There is no option for hard work. The universe has a way of responding to those who are clear about what they want and are willing to work toward it.

"Psychology has taught me the importance of shifting that focus. Instead of dwelling on weaknesses, we should look for their strengths. This approach not only improves their life, but also adds value to the organisation"

CC: One of the fascinating things that I noticed in your profile is, with your previous organisation you managed to reduce the attrition from near to 28 per cent to 7 per cent with cultural change. Walk us through that.

Reducing employee attrition through cultural transformation was a commendable feat. Implementing such a change requires a multifaceted approach, focusing on various aspects of organisational culture and employee engagement. Here are the aspects that I took into consideration:

Establishing Performance Improvement Plans (PIPs): The organisation can’t fire an employee without giving them a chance to prove themselves. Introducing PIPs provided employees with clear expectations and the necessary support to enhance their performance. This approach not only nurtures a culture of continuous improvement, but also demonstrates the organisation's commitment to employee development, thereby reducing turnover.

Revising company policies to reflect the desired culture: Company and employee policies are a reflection of an organisation’s culture. Our priority was fostering a culture of openness, where employee feedback was not just welcomed, but actively integrated into decision making. With that, we implemented policies prioritising holistic care, ensuring employees and their families felt supported during emergencies. For instance, we streamlined self-claim processes for critical benefits, eliminating bureaucratic hurdles like multilevel approvals. This embodied our core ethos - you are our family and we care for you.

Simply launching a High-Potential Programme wasn’t sufficient. We needed to take it further. That’s why we introduced the Fast Track Programme to accelerate growth, and rolled out two additional initiatives – the Leadership Development Programme (LDP) to cultivate future-ready leaders and the Management Development Programme (MDP) to strengthen core managerial competencies.

Enhancing employee engagement and communication: Employees like to be heard and assured that they are valued and respected. Regular two-way communication ensures that employees feel heard and valued. Engagement activities, such as team-building events or feedback sessions, can strengthen relationships and align individual goals with organisational objectives. A positive work environment where employees feel respected and heard is crucial for retention.

We held regular communication forums and actively encouraged employee questions. What stood out was that 70-80% of their inquiries focused on understanding the organisation’s strategic direction, policies, and areas, for improvement. I viewed these moments as opportunities. Acknowledging their enthusiasm, I clarified our approach while demystifying decisions and reinforcing alignment. This commitment to candour, fostered a culture of transparency, where employees felt heard and leadership priorities became collective goals.

Fostering a positive organisational culture: A strong positive culture that aligns with employees' values, significantly impacts retention. In all fairness and honesty, we wanted our employees to shine. We started encouraging people to seek internal job opportunities and take on new challenges. This approach helped us understand what each employee needs—they were looking for stability, growth and a good salary. We provided programmes to support these needs and implemented salary benchmarking. Employees also wanted to showcase their talents, so we launched an engagement activities programme that allowed them to display their extracurricular skills. Some excelled at cricket, while others demonstrated their passion for various hobbies.

Apart from that, we offered work-life balance and flexibility, ensuring transparency while promoting internal mobility. Implementing these strategies requires consistent effort and genuine commitment from leadership. Over a few years, we began to see the impact.

Everything we implemented was gradually integrated into the system, making it our golden period. This experience gave me immense confidence that when the right moves are made in the right environment, success follows. It took us more than four years, but we did it. In the first year, attrition stood at 28 per cent. Over time, it steadily declined, falling to 20 per cent, then 18, then 12 per cent, and finally reaching just 6 per cent.

CC: Your study of psychology highlighted the profound impact of upbringing, core beliefs, and personal values on individuals. How did your upbringing shape you? What values did your parents instil in you that later became the foundation of your HR philosophy?

My parents Makarand and Manjusha, gifted me two invaluable things – the freedom to think independently and the courage to pursue my passions. I grew up in a middle-class family, where education was non-negotiable, a values my parents fiercely upheld. We were three siblings – my brother Sachin, a chemical engineer, and my sister Asmita, a journalist. I didn’t stand out academically early on, but was encouraged to explore beyond textbooks. Until Class 10, I was an average and introverted student, but a shift occurred afterwards. I began embracing leadership roles like organising college events and directing plays. And, in this process, I was able to discover my voice.

Our family ethos was rooted in pragmatism. We prioritised logic over rituals, asking - Does this make sense? Is it right? I am still guided by this principle to this day. My father, a consultant, became my first mentor. Supporting his business taught me problem-solving and the art of understanding people.

When I graduated with a commerce degree, I was at a crossroads between following my passion for culinary arts (a lifelong love) or venturing into HR. A seasoned HR professional advised ‘If connecting with people energises you more, HR is your calling.’ I chose HR, but kept cooking as a cherished hobby. And, now I share it with my younger daughter, Mitali, who is an Italian Chef in a seven-star hotel. My elder daughter Apoorva, inspired by my journey, works in HR, in the UK. Most importantly, my wife Priya has supported me immensely in pursuing my dreams and continued to be the backbone in my journey.

CC: It is said that HR manages employees’ emotions. How do you manage yours and handle those heated situations?

In HR, there’s an art to balancing authenticity with professionalism. Yes, you might call it ‘acting’, not in a devious sense, but as a strategic exercise in emotional intelligence. You tailor your reactions to the situation, sometimes amplifying calmness during crises or modulating frustration to drive accountability. But, at the end of the day, you’re a human. There are moments when anger or disappointment bubbles up genuinely. The key isn’t suppression, it’s mindful regulation which will act as a ceasefire.

For instance, if a colleague’s actions trigger frustration, reacting impulsively risks escalation. Instead pause, breathe and ask yourself - will this response serve the goal or my ego? Once, when a superior crossed a line, I said, "Let’s revisit this conversation in 10 minutes." That space allowed me to reframe my words constructively.

"For me, HR isn’t about policies or paperwork, first it’s about loving people. Skills and knowledge matter, but if you don’t care deeply about people, HR isn’t the right fit. Success here starts with valuing human connections above all else"

CC: How have you incorporated technology into your work as an HR professional?

My journey with technology evolved over time. Early on, even before I graduated, learning the typewriter gave me a foundation that became invaluable when computers entered the workplace. For example, in my first role, I inherited a tedious monthly task that others avoided. Instead of doing it manually, I collaborated with the IT team to create an automated system, cutting the workload by 60 per cent

When new tools emerged, I embraced them proactively. For instance, when WordStar (an early word processor) and later PowerPoint became available, I taught myself quickly. Once, my boss needed a 30-slide presentation urgently. With no prior experience, I spent hours learning PowerPoint basics from a colleague and delivered the slides on time.

Over the years, I mastered Excel for payroll calculations and adapted to HR management systems (HRMS). This hands-on approach allowed me to stay ahead of technological shifts, and today, I confidently navigate any software or app required for HR tasks. I kept my eyes open for new upcoming technologies and opted to learn, which continued me technologically literate and updated too.

CC: Work aside, you are a master chef as well. Tell us about your cooking skills.

I enjoy experimenting with cooking, especially baking bread. Artisan breads like ciabatta, baguette and multigrain loaves, are my favourites—they’re challenging but rewarding. Beyond bread, I make dishes like Sol Kadhi (a coconut-Kokum drink) and Misal (a spicy curry with sprouts).

Interestingly, I’ve noticed parallels between cooking and working with people. Both require patience and attention to detail. Just like baking needs the right mix of ingredients, connecting with people demands understanding their unique ‘recipe’ of needs and perspectives.

CC: So now, after 35 years, what has HR taught you about life? And, what's your philosophy now?

Working in HR has shown me that people are the heart of everything. Just like devices need a strong bluetooth connection to communicate, relationships thrive on mutual understanding and trust. If that ‘pairing’ isn’t there or if we don’t genuinely connect, conversations fall flat, no matter how hard we try.

What’s beautiful is that when the connection does click, it lasts. Even after years apart, some relationships feel as close as ever. That’s why I believe true wealth lies in people, not things.

For me, HR isn’t about policies or paperwork, first it’s about loving people. Skills and knowledge matter, but if you don’t care deeply about people, HR isn’t the right fit. Success here starts with valuing human connections above all else.