Learning to Learn

"When organisations involve the HR department in the company’s business growth strategy, it gives them the power to create an environment that attracts the best talent leading to the company’s growth trajectory. Thus, hiring the right talent for the right job profile helps organisations to grow multifold

-Parag Bengal

Parag Bengali has been associated with Bisleri International Pvt Ltd for over a decade now. Understanding HR is tricky. Decoding the code for the same, he feels, “People of organisations are assets of the company. Therefore, we need to continuously nurture them to sharpen their work skills and mental togetherness.” Currently working as the Director, HR and Finance, Bisleri International Pvt. Ltd, Parag spills the beans on his journey with Bisleri, how HR has evolved over years, his philosophy in life, and more

Corporate Citizen: Please walk us through your stint with Bisleri. And how did you manage to grow up the ranks here.

Parag Bengali: I began my journey with Bisleri International in the early 2000s, a very different era for the industry and the organisation underwent a landmark transformation. From venturing into unique product offerings to transforming the packaging colour from blue to green, it was interesting to witness the growth and contribute to the same in all possible capacities.

Through the years, I have been driving business goals by focusing on culture and talent. This has seen us having employees spending long tenure, making it one of the most employee-friendly organisations. We work on a business model of branches as business units that have empowered employees at all levels to contribute meaningfully. In an operationally intensive business like ours, it is the process of continuous improvement that adds value, and at the same time, we foster a culture of creativity. We are continuously empowering and grooming the next generation of leaders through multiple training programmes in learning and development, reskilling, and upskilling, as that helps us accelerate our business strategy.

During the outbreak of the pandemic, the challenges came as a moment of growth for Bisleri to show its true metal and rise above the occasion. We were one of the first organisations to get the Covid insurance policy for all employees, including contractual workers, within a couple of days of the lockdown to ensure the safety and well- being of our employees, and provide them with mental comfort. As an organisation, we worked relentlessly to ensure that our employees and their families’ health were given priority and made necessary arrangements, while we navigated the volatile time in better business health.

CC: Continuing with your Bisleri International journey, you were responsible for a wide range of programmes involving the business and fiscal affairs of the organisation. Walk us through that.

My journey at Bisleri has seen a strategic evolution of my role, which has enabled me to work with more than one business function. I have been responsible for the execution of a wide range of cross-functional strategies across the organisation’s marketing, HR, IT, legal, and fiscal affairs. Even now, I look into the culture and talent of the organisation besides heading IT, legal, and finance, which has ensured a multi-faceted growth momentum alongside building a robust growth curve for Bisleri International.

Through the journey, I have had an enriching experience contributing to innovative business strategies integrated with the company ethos and values. Understanding the consumer pulse has helped us in meeting consumer demand. Even during this unprecedented time, we were able to meet the consumer’s needs by launching the D2C platform - Bisleri@Doorstep, which helped provide people with water at their doorstep without stepping out. These opportunities at Bisleri International, have led me to contribute to the company’s financial growth and business development, steering robust operations and accelerating growth.

CC: You have handled diverse roles so far. Which was the most challenging one, and why?

Throughout my journey, the most challenging role I have handled is Human Resource Management. People of organisations are assets of the company. Therefore, we need to continuously nurture them to sharpen their work skills and mental togetherness.

CC: Where did you think you learnt the most in your career path? And why?

I have worked in several industries, and there has been continuous learning throughout my professional journey spanning over three decades. There is not a single day that goes without learning something new from peers, colleagues or people you meet throughout the day. However, what is essential to know is the fundamentals of operation for the right decision-making.

"We all avoid activities or situations of discomfort because we’re afraid or feel uncomfortable. Yet, those are the ones we need to tackle first and with enthusiasm. Embrace discomfort, and you will triumph with confidence

CC: How has the role of the HR Head evolved? How important is it for HR leaders today to align themselves to the overall business objective of their organisation?

In the past few decades, HR has evolved as a more strategic function that aims to move beyond the archaic idea of limiting HR programmes to talent acquisition. The pandemic has taught us that the EQ of employees is the most critical. Therefore, it is essential to emphasise on employee well-being and focus on performance enhancement. The realignment of the HR department’s focus during the pandemic has ensured that human resource becomes an integral part of the key decision-making and are being taken into consideration from a long-growth strategy perspective. They are involved in decision- making and are required to be involved in multiple roles. When organisations involve the HR department in the company’s business growth strategy, it gives them the power to create an environment that attracts the best talent leading to the company’s growth trajectory. Thus, hiring the right talent for the right job profile helps organisations to grow multifold.

CC: Tell us about that one corporate piece of advice that changed your life.

‘Learning to Learn’ has been the advice given by our Chairman, Ramesh Chauhan. Every day is learning either professionally or personally. However, a lot of times, we need to understand its true potential.

CC: The ongoing trend of flexible work models has seen mixed reactions, especially when we need to cater to a multi- generational workforce. So how can HR leaders look into finding the right balance?

HR leaders must take into cognizance the field of business the organisation operates in and the work model that best suits their company. While organisations functioning in the tech space often have the liberty to shift to a remote work model, businesses in the manufacturing and essential commodity industry, like Bisleri International, must maintain a balance that suits the organisation’s growth. In cases like these, what becomes essential is the alternative efforts that we can undertake to ensure the satisfaction of employees and factory workers. Adopting alternative modes of compensation helps immensely in these cases. There is also a growing focus on meeting the global standards of creating a conducive environment for women to grow and develop within the organisation.

CC: Talking about global workforce management and talent development, tell us about your best practices to retain and engage them at Bisleri.

To ensure that we attract the best industry talent, we prioritise implementing best-in-class practices that contribute significantly to each individual’s growth. As an organisation, we believe that companies that invest significantly in the growth journey of employees and create space for development and leadership can build satisfied employees. A happy employee is a productive employee. At Bisleri International, we have developed a programme called ‘BOLD Academy’ (Bisleri Organisation for Learning & Development) which was launched in partnership with Harappa Education to embrace the change in functioning and operation.

Meanwhile, our current initiative - Project Rise (mentorship programme), focuses on championing the goal of enabling and building a future talent pool within the organisation to become the future of Bisleri International. These initiatives have ensured that Bisleri International becomes a partner in their employee journey, by instilling a spirit of entrepreneurship among them.

CC: Bisleri believes in upskilling, which resonates with the kinds of programmes they come up with. Please walk us through these initiatives.

As an organisation that believes in the growth journey of its employees, we have launched multiple initiatives that will benefit them. These have mainly focused on learning and development, as it helps enhance employee performance. Continuous motivation and empowerment in the form of upskilling bring a positive outcome and yield growth for the organisation. At Bisleri International, we have partnered with management institutions like IIM-A for the Management Development Programme to enhance the sales force performance and help understand customer behaviour, markets, and organisational processes. It helps develop plans for managing the sales force effectively, which allows for inculcating a greater understanding among employees in terms of enhancing sales productivity and performance. Besides, our current Project Rise initiative helps encourage cross-functional talent within the organisation by grooming the next generation of leaders to be the future of Bisleri.

CC: What according to you are the top three HR and Finance trends to look out for in 2023

The year 2022 was a year of change and dynamic transformations where both HR and Finance worked towards adapting to the changes in the external environment induced by the pandemic. While HR policies were moulded to hybrid working models, employee wellbeing took center stage, and aligning business objectives to employee initiatives became the most crucial. On the other hand, the fiscal space was grappling with the optimisation of resources and assets to a great degree.

As an offshoot of the given patterns from the year gone by, the year 2023 is moving towards adapting to digitisation. The HR industry is heavily dependent on AI to drive human resource management. Meanwhile, data analytics will play a major role in building sound financial frameworks and help identify opportunities and loopholes in the existing machinery.

Lastly, ESG is becoming increasingly important and a part of day-to-day business operations. The significance of environmental, social, and governance is frequently associated with investor relations and human resources, which leaders are embracing in all aspects of the business. Thus, sustainability is becoming an integral part of business operations, where companies are adopting it to meet social demands and develop new business models that will help them sustain themselves.

CC: Technology innovation plays a significant role in the FMCG sector. So how is your organisation encashed on it?

Technology helps in improving efficiency in a competitive industry like FMCG. Over the years, technology has played a significant role in Bisleri International’s business operations. We have integrated technology and made it a part of our daily life. Technology comes into play right from sourcing the raw material to the last-mile delivery. It has helped in carrying out innovation through the value chain; whether it is through advanced technology in the supply chain or attractive packaging, it has been an integral part of our business operation. Besides, it helps reduce the overall cost and increase efficiency, resulting in higher profitability

Technology innovation played a crucial role in accelerating our efforts toward digital transformation during the pandemic. For example, we launched our D2C platform - Bisleri@Doorstep, to ensure that an essential commodity, such as safe drinking water, reaches consumers across the country. The innovation was a pioneering effort backed by a key technological development that helped us make a strong foothold in the e-commerce industry. Thus, the rigorous engineering processes help minimise operational costs while ensuring comfort to the end consumers.

CC: How can one move into the FMCG industry and build their career?

The competitive nature of the business encourages individuals to think on their feet and have an analytical mind to make sound decisions. Throughout the journey, the challenges faced are majorly on the field. It gives a perspective of what the consumer is looking for, and meeting those demands is the most crucial aspect of being in the business.

There is continuous innovation in the FMCG sector to meet consumer needs. Hence, to survive the fast pace life in the FMCG sector, it is essential to be nimble, passionate, and have the drive to meet those demands to thrive in the industry.

CC: How do you keep the stress at bay?

I like spending quality time with my family as it brings a great sense of peace and contentment. The time I spent interacting and playing with my son helps me build a bond and gives me a perspective of what today’s youth is looking for. Besides, I enjoy practicing meditation or listening to engaging podcasts that put me at ease amidst the everyday noise. Maintaining a work-life balance and prioritising things beyond work is critical,as that helps me perform better.

CC: Who are the prime contributors to your career journey?

The key contributors are persistent belief in your life and a positive mindset.

CC: Any word of advice for aspiring corporates?

A life lesson I abide by is to embrace discomfort. The following words have left an indelible mark on my personal and professional journey. We all avoid activities or situations of discomfort because we’re afraid or feel uncomfortable. Yet, those are the ones we need to tackle first and with enthusiasm. Embrace discomfort, and you will triumph with confidence.

CC: What’s your philosophy in life?

A philosophy that has helped me embrace the trials of life with ease is to move beyond the stark black-and-white characterisation of people, incidents, and things. Leaving enough room for grey areas and realising that life is more than rights and wrongs. We must understand that there are always shades to life that we must factor in. The same has ensured I have enough mental bandwidth to accommodate the wins and the disappointments of life with grace.