Empowering HR Managers
Extensive experience in the areas of Human Resource Management and Management Consulting, and people development have always been Aman Rajabali’s forte. President of the National HRD Network (NHRDN), Pune, Rajabali is CEO and founder of Kabir Profile Solutions, which specialises in advising corporates on HR management and development functions. He has a natural inclination towards community development through networking and enjoys meeting like-minded professionals. This perhaps explains his consistently deep involvement with the NHRDN-Pune Chapter, for the past 22 years.
In addition, Rajabali is actively connected with associations like the National Institute of Personnel Management (NIPM), Indian Society for Training and Development (ISTD), Maratha Chamber of Commerce Industries and Agriculture (MCCIA), and such organisations.
In this exclusive interview with Corporate Citizen, Aman Rajabali takes us through his personal journey as an HR professional, his voluntary contributions to the HR issues and his experience as a leader. Through the interview, we discover how he has significantly enhanced the prominence and reach of the HR fraternity across India and get many more glimpses of how his mind works, how he strategies his actions, which give us rich insights about the HR field itself.
Corporate Citizen: Do tell us about your education and your career journey. How did you happen to enter the HR field?
Aman Rajabali: I am originally from Gujarat, from a small town called Talaja in Bhavnagar district. Hence, my entire schooling happened there.
However, since my brother lived in Mumbai, I often visited that city during the breaks from school. There I would take on internships. When I count the amount of time that I invested in those, it totals about two years.
In one of them, the company was recruiting for the position of a Secretary, and they asked me to coordinate the search. I was all of 15 or 16 years old, a student of 10th standard, and was unsure about how to go about it. On asking them, I was told that applicants would come and hand their biodatas to me. I had to politely receive them, and then take the bios to the selectors. This was my first experience of the recruiting process, at that time just as an observer.
I saw how they conducted the interviews – from asking probing questions to eliciting the answers they needed. And then, the hospitality protocols. By nature, or perhaps owing to my upbringing, I have always considered myself a service-oriented person. Hence, I enjoyed both the tasks. The hospitality as well as the exposure to the hiring process.
The highlight of the experience was when the candidate who was ultimately chosen for the position shared that he was able to confidently perform in the interview due to the comfortable and relaxed atmosphere I helped create. I’d say that this is what kicked off my inclination towards the field of HR.
After finishing school from Bhavnagar, I moved to Pune in 1988, joining Fergusson College for my undergraduate studies. There was a keen interest in human beings and their behaviour. So, Psychology became the natural choice of subject. Here, during my third year, I got to know about a PG diploma course in HR, at the Institute of Management Development and Research (IMDR), which was adjacent to my college. And, given that both institutions belonged to the same parent body, the Deccan Education Society, I was allowed access to IMDR easily. It is here that my inclination towards HR began sharpening into a more focused interest.
Since I come from an agriculturist family-we have a farm in Talaja-since early childhood itself I had been at least fleetingly familiar with practices of labour management, workers’ welfare, as well as public relations. So, all these experiences - farm practices, internships during school breaks, the subject of psychology, and the IMDR exposure - added up to a clear decision. I wanted to pursue Human Resource Management as a subject for study and later as a profession.
Moreover, I greatly enjoy being with people and, as I said earlier, I genuinely like to serve people, to ensure that they are comfortable in whatever they do and productively engage with them. In any organisation, a major chunk of such duties is performed by the HR department, so that quite simply had to be the choice of a full-time vocation for me.
After completing my bachelors’ course in psychology, and then the Diploma in Human Resource Management, I plunged into the two-years’ masters’ programme in Personnel Management at IndSearch, which is affiliated to the University of Pune.
And so, in the year 1995, I officially began my career as an HR professional.
"If one doesn’t like working with numbers, she/he cannot go into finance. I may be good in theory and write a very good paper and get good marks out of it, but if I am not good at the application part of it, what is the point?"
CC: In 1998, you set up Kabir Profile Solutions, a consulting firm which specialises in advising corporates on HR management and development functions. Tell us what inspired you to take the entrepreneurial path.
After finishing my post-graduation, I went to Baroda, for my first job, at Ocean Agro India. It was a 23-year-old organisation, and I worked very hard over there. And believe it or not, after just eight months into that job, they made me the HoD of the HR department. What I learnt from there, strengthened my fundamentals in HR.
After another twelve months there, I returned to Pune. Unfortunately, the recession phase had set in, so jobs seemed to have dried up. I was newly married but without a job. Along came an offer from Maxworth Orchards India. The company clearly seemed to be going down, but I was a bit desperate, so took it up. But, after a short seven-month stint, it did shutdown, leaving me high-and-dry.
And here came the turning point. The adversity caused by joblessness got turned into an opportunity. Why not start my own business, I thought. Not that this was an entirely new thought. I had always been attracted to entrepreneurship but had never had the gumption to take the leap, I suppose. Here, the pressure of needing to earn pushed me in this direction.
And so, in 1998, I started my consulting firm from home, Kabir Profile Solutions, borrowing money from friends and family members. I had collected around fifty thousand rupees, which I invested in buying a computer, printer, a desk and a chair. It was a simple start but it was my own.
In those days, people would start their independent venture after retiring from their jobs. Even now actually, there are several HR professionals who will be retiring soon and have plans to start their own HR consulting firms. Therefore, when I began my own venture, people were surprised about why I did it so early in my professional life.
I wanted to create a unique niche for myself, do something different from how it is generally done. The last thing I wanted was a run-of-the-mill consulting firm. Owing to this, the initial days were quite challenging, I must say. However, after some time, people did begin acknowledging the value that my approach was likely to bring them.
Obviously, recruitment had to be one of the first goals of the company, and that’s what we began with at Kabir Profile Solutions. Then gradually, I ventured into various other activities of HR. As things consolidated, I bought a new office setup and started employing my own staff, majority of whom have been women. I am fortunate to have never had to actively seek out assignments, as I have consistently received client referrals through word-of-mouth over the years.
It’s been now 26 years and we are still serving the industry, delightfully.
CC: Your designation is “Chief Everything Officer” at Kabir Profile Solutions. What’s the idea behind that role?
Frankly, I never liked designations and I still don’t give importance to them, but everybody wants designations. So, instead of according myself some pompous-sounding title, I decided to go functional. Generally, at Kabir Profile Solutions, I end up doing everything-from interacting with top management level executives or suggesting revamping of their HR processes to sweeping and cleaning the office when the housekeeping staff is away. Hence, since I had to have some designation, I just labelled it Chief Everything Officer. People can interpret it whichever way they please.
"Our inclination has been student development and, personally, I have a major soft corner for the student community. They are so earnest, optimistic, brimming with bright ideas. If they have the right kind of mentorship, they can do wonders"
CC: How did you get involved with National HRD Network (NHRDN) and now leading as president of NHRDN-Pune chapter?
In the year 1993, I got introduced to NHRDN, during my student days. However, my attraction towards it really solidified after I got to know late Mr. Yeshwant Moodliar and Mr Arun Wakhlu. Mr Moodliar was the President of NHRDN then, and as a student I attended their sessions, and I liked it. Watching them, the way they interacted, I decided I want to be like them. And so, even as a student, I began participating in NHRDN sessions that I could.
In the year 2000, when the NHRDN chapter was getting revamped, I was an active member. With a keen desire to do something to further the goals of NHRDN, I began volunteering in earnestly. First, I was an executive committee member. Then gradually, I took on the role of General Secretary. Then, Vice President and so on. The point I’m making is that the designation by itself didn’t matter to me. The position gave me an opportunity to work and do what I wanted to-which is to serve by playing an active role in community development.
A few months ago, seeing my near-continuous involvement in NHRDN work, colleagues who I respect prevailed upon me to take on the president’s role. On thinking about it, I dispassionately felt that it would be the right thing to do. So, we had to go in for an election, the first time in the history of the Pune Chapter. Well, I was fortunate to get the support of many fraternity members, since I got elected with a fairly substantial majority.
By the way, I happen to be the longest serving member in a voluntary capacity of NHRDN across India-22 years and counting. It’s become like a passion now.
CC: The recent MoU that NHRDN Pune Chapter has signed with a management institute in Pune, can you tell us how it helps the NHRD network and the management institute?
We always wanted to do something for educational institutions and universities. For a long time, our chapter has been working and collaborating with various institutions in small ways. So, we thought, why not streamline things? For that, it was desirable to formalise our association. We have maximum number of student members from this institute, which is one factor. The other is that by signing an MoU, the association would acquire a more defined structure and will be on an official paper, which will be like a recognition.
Through this association with a management institute, we would like to do lot of activities - for this institute, for the student. Our inclination has been student development and, personally, I have a major soft corner for the student community. They are so earnest, optimistic, brimming with bright ideas. If they have the right kind of mentorship, they can do wonders. We want to start a semi-student chapter in the institute, through which lots of student-centric work will be done. If the institute requires our expertise in designing or altering the syllabus, which can be made more industry-centric, we can give our expert help in it.
Recently we organised an HR Meet, within a university campus, so similarly we want to do other industry interventions, because our access to industry is large and it becomes easier. Then we can bring in lot of corporate leaders, who can visit the institute and share their knowledge and expertise and interact with the students. We would like to also contribute to and guide for student internships. Research is one area where we can involve the faculty members. So, through an MoU, when you put it on paper, there is a clarity of expectations from NHRDN, from the university, to take the collaboration forward.
CC: Having two decades of experience in the HR field and your work with the NHRD network, what can you say about the industry-academia relationship and how it can help groom students to become industry ready when they come out?
Earlier it was different. Now things are changing. Most people who get into HR, may or may not necessarily be actually interested in it. They have got into HR due to some compulsion because they don’t want to do marketing, or finance, or operations and so on. So, after eliminating what one doesn’t want, what remains is HR. And once you get into HR, you have to make it good for yourself. Unfortunately, I fear that majority of those who have chosen the HR field are not capable of managing people, because they don’t have that trait. There are various traits that are required for one to be a good people’s person and a good HR person. If you don’t have the traits, you don’t have it. If one doesn’t like working with numbers, s/he cannot go into finance. I may be good in theory and write a very good paper and get good marks out of it, but if I am not good at the application part of it, what is the point? However, having said that, there are various institutes which give lot of importance to the subject knowledge and the application part of it. Because the kind of rigorous training the students get, not only make their subject knowledge and concepts clear, but they also get adequate industry exposure.
CC: But, with HR tech coming in, are the students getting equipped with these tech skills to be job ready?
Yes, I think so. This generation is tech-savvy. And that is why as an NHRD person, or even just as an HR professional, I would want to give them as much industry-exposure as possible in various aspects, because we know what is required from the industry. So, then we will bring that knowledge to the institute and say this is what is required and might as well prepare yourself for that. So, whether it is HR tech or it is at the global level, things are changing rapidly. Especially post pandemic, things have changed so rapidly.
CC: Talking about post-pandemic when the whole scenario has changed for the organisation and for the HR, what are the new skills that HR are looking out for in the new recruits?
Ideally, we HR would prefer to have a Bahubali Thali —everything. But it may obviously not always be possible. The point is that there are certain skills, certain traits, which are mandatory and absolutely necessary. You don’t have them, then you are not capable of being in this field. People skills, compassion—the ability to make sacrifices yourself for the betterment of others, your employees; have a futuristic thinking, have a vision-with all these, the base happens to be that you need to be thorough in your subject matter, you need to be an SME (Subject Matter Expert). Then only you will be successful.
Otherwise, even if you have a good attitude, but you don’t know how to draft a simple show-cause notice, you are not qualified. So, in HR you need to have a handle over all aspects, have exposure. Here, softer skills are more important. You may be aware that we always say that people get recruited because of their competencies, but they get fired because of their attitude and behavior. There has to be an alignment, a rhythmic synergy of hard skills as well as soft skills.
Yes, technology is of utmost importance. If people don’t know how to use technology, if they are not able to align technology with their functions, then again you are not required. As basic as having Excel skills and as high as say using the Artificial Intelligence technology, you need to at least understand the concept. Then you will profit from it. Then you are able to get your functions thoroughly implemented.
"It is important for HR leaders to consistently demonstrate high levels of integrity in their work in order to build trust and credibility with their colleagues and the organisations they serve"
CC: What is the one behaviour or trait that you have seen derail more HR leaders’ careers?
There are many behaviors and traits that can potentially derail an HR leader’s career. However, one behavior that I have seen be particularly damaging is a lack of integrity.
Integrity is an important trait for all leaders to possess, but it is especially important for HR leaders because of their role in handling sensitive and confidential information. If an HR leader is not seen as trustworthy and reliable, it can erode their credibility and impact their ability to effectively carry out their duties.
Lack of integrity can manifest itself in a variety of ways, such as being dishonest or untruthful, failing to follow through on commitments, or acting in a way that is not consistent with the values of the organisation. HR leaders who display these behaviors risk damaging their reputation and potentially jeopardising their career.
It is important for HR leaders to consistently demonstrate high levels of integrity in their work in order to build trust and credibility with their colleagues and the organisations they serve.
CC: What advice would you give someone going into a leadership position for the first time?
If you are going into a leadership position for the first time, here are some suggestions that may be beneficial:
Communicate effectively: One of the key responsibilities of a leader is to communicate clearly and effectively with your team. Make sure you are clear in your expectations and that you listen to and address any concerns your team may have.
Build trust: Trust is an essential component of any successful team. Work on building trust with your team by being transparent, reliable, and consistent.
Give space for mistakes and stand by your team: Give your team the assurance that mistakes occur and whatever happens you are always there for them.
Set clear goals: Clearly defined goals help to keep your team focused and motivated. Make sure you set clear, measurable, and achievable goals for your team.
Empower your team: As a leader, it’s important to remember that your team members are experts in their own right. Empower them to make decisions and take ownership of their work.
Lead by example: As a leader, you are a role model for your team. Make sure you demonstrate the behaviors and values that you want your team to embody.
Seek feedback: Don’t be afraid to ask for feedback from your team and colleagues. This can help you identify areas for improvement and grow as a leader.
Be humble: Remember that you don’t have all the answers and be open to learning from others. A little humility goes a long way in building trust and respect with your team.
CC: What are you doing to ensure you continue to grow and develop as a leader?
As a leader, I am always looking for opportunities to grow and develop my skills. Some ways that I ensure my continued growth and development include:
Explore possibilities and seek out new challenges: I take on roles and projects/ initiatives that push me outside my comfort zone and help me develop new skills. Different and so-called unthinkable tasks attract me and I want to explore it.
Seeking feedback: I regularly ask for feedback from my team and colleagues, and I take their feedback to heart in order to identify areas where I can improve.
Networking: I connect with other leaders and professionals in my industry to learn from their experiences and insights.
Learning: I am always seeking out new learning opportunities, whether through courses, books, or other resources.
Reflecting: I make time to reflect on my leadership style and actions, and I try to identify areas where I can make changes or improvements.
By taking these steps, I am able to continually grow and develop as a leader, and I believe this is essential for success in any leadership role.
CC: A few factors that makes you passionate about HR
There are many things that make me passionate about HR. One of the things that I find most rewarding is the opportunity to work with people and help them develop their careers. I believe that everyone has the potential to grow and contribute to their organisation and the society at large, and I enjoy being able to support and empower people to reach their full potential.
I also find it fulfilling to work with organisations to create a positive and inclusive culture. A strong culture is essential for attracting and retaining top talent, and I believe that HR has a critical role to play in shaping and maintaining this culture.
Finally, I am passionate about HR because it is a constantly evolving field. There are always new trends and best practices to learn about, and I find it exciting to stay up-to-date and find ways to apply these new ideas in my work. Overall HR offers a unique blend of people-focused work and strategic problem-solving that keeps me engaged and motivated.
My NHRDN Journey
I was first introduced to Dr. T. V. Rao in 1992, at the Institute of Management Development and Research (IMDR), while pursuing my PGDHRM. As I became aware of his achievements and his teachings, I understood why he was regarded as the “Father of HRD”. This became a pivotal factor in kick-starting my life-long passion for HRD. Fast-forward to Aug 2018. I go on stage, on behalf of our team, to accept the ‘Best Chapter Award’ (NHRD Pune) from none other than Dr. Rao. I do believe that one circle of that journey perhaps got completed then. However, the memory of that fulfilling encounter remains a source of much energy, spurring me on to work harder for this institution and help in bringing it the success that it so deserves.
In 1994, I got an opportunity to attend a training session held at Cadilla, Ahmedabad, conducted by late Dr. Uday Parikh. He asked me if I had heard of the National HRD Network in Pune during one of our lively side-chats. In response to my ignorance, he simply said, “Hmm, but you will”. What a prophetic statement that turned out to be! NHRD was founded by late Dr. Parikh and Dr. T. V. Rao, and I am fortunate enough to have met both so early on in my career. Friends and colleagues suggested that I attend a few sessions and meetings conducted by NHRD (in Pune) for professional guidance, learning, and growth. And here, on the very first day, I ended up meeting a galaxy of top-notch HR professionals all under one roof - Mr. Yeshwant Moodliar (whom I consider as my 1st true NHRD Guru), Mr. Arun Wakhlu, Mr. Harish Maru, and Col. Ramesh Pathak. From then on, I became an NHRDN regular. In January 2000, during a meeting at Thermax, when Mr. Dilep Misra (my 2nd NHRD Guru) as the new President of the Pune Chapter called out for volunteers who could help revive the chapter. I unhesitatingly stepped forward and so began my journey as an actively contributing member of the Pune Chapter’s Executive Committee.
This journey of 22 years has been of making a difference in the lives of our community’s people, students, and all the stakeholders at large