The Face Of Change

As executive director- Group HR at RSB Group of Companies, a leading industrial conglomerate with operations in India, Europe, and Asia, Nirmala Behera is a lady who has broken new ground in every way. From handling different responsibilities with aplomb within the same company, she is the very embodiment of a woman’s multi-tasking and problem solving skills. At the same time, she would exhort women to not shy away from taking on more roles whilst emphasising the importance of being tech-savvy. Dynamic, positive, and proactive, she’s an inspiration to so many—especially in a sector like manufacturing that continues to be male-dominated. Unfazed, she goes from strength to strength. This is her journey, and this is how she tells it

"The first thing we need to understand that it’s not just about the soft touch—but aligning human resources with business needs and goals. If they don’t align, we won’t be able to develop ourselves the way we need to."

-Nirmala Behera

Corporate Citizen: Do tell us a bit about your childhood and how you came to be a corporate professional. Was this something you always wanted to do?

Nirmala Behera: I grew up in Jamshedpur. Like other kids of my generation, I dreamt of pursuing a career in medical science but couldn’t get through.

Ever the optimist

My uncles, who are also my mentors, pointed out to me that life wasn’t ending here for me. There were other vistas waiting to be explored and excelled in. I took the suggestion positively and decided to move to Pune for my MBA in marketing with HR as a minor. After I finished my MBA, I got into RSB in 1999. Coming from a business family myself, I was no stranger to the ups and downs of a start-up, the struggles, the obstacles or the milestones—none of this was new to me and at the back of my mind, I knew that this is what one goes through.

Learning the manufacturing process

My uncles suggested I get into shopfloor and learn manufacturing processes right at the start of my career. Thus, I started off as a management trainee on the shopfloor, where I interacted with everyone from workers to supervisors and other associates. They were co-operative, open-minded, and supportive. At that point in time, there were only two-three other women there - one in finance, one in quality, one in heat treatment. I was the only one in software. We would help and support each other—the four of us. This exposure was very valuable.

On to data collection job

In a short time, the director I was reporting to came up with a new assignment for me. He asked me to make a management information system. So, I started collecting data, sitting with different departments, from store to excise to purchase. I would participate in their work as well. That’s how I began making data and collecting it. It worked. Sir then informed me that I would be making data for the company, and to that end, I was asked to make a presentation to the board—of course, he guided me on to how to go about ensuring it was accurate. That’s how my corporate career started; I got into finance.

Leading Quality System

One fine day one of my directors asked me to lead quality system. I was taken aback: I had zero knowledge of this. At that point in time (the year 2000), RSB was certified, but there were various compliance issues. So, I was asked to take care of this aspect. I took up the challenge. I was then asked to do a course in lead assessor for ISO 9000. This was followed by an exam in the UK, which I cleared and qualified as a lead assessor.

In a good position to implement ERP

In some time, I started heading IT. Now there was the need to implement an ERP system for our company. There was no ERP system at that point in time. As I told you, I would collect data manually and analyse it. My seniors pointed out that since I knew the processes and the system, I was in a good position to implement ERP. That’s how I ended up setting up ERP in 10 to 12 locations for our company. I was in the role for five to six years till the system was in place: it took time for things to mature and accept this new development.

Time to move to HR

Now, it was time to move to HR, as a few changes needed to be in place. At that point in time HR was more about administration and not about human resource development. So, there also I started my work implementing systems, especially when it came to the all- important task of centralising the system. There were 10 locations with 10 systems running— it was chaotic and confusing. There was an imperative need to consolidate and standardise, in the interest of efficiency and clarity. Soon we came up with a portal where we put up policies and processes. Then we created SPOCK for all the activities. Next, we came up with the performance management system, contract level management system—all aspects of digitisation.

Some of these changes such as the performance management system weren’t well taken; after all, the legacy system was in place. Old employees would point out how long they had been working, and how they didn’t like being questioned. We tactfully explained the need to document everything—that was the strategy we adopted—explaining the need to write down what roles and responsibilities they had taken up, as it would prove beneficial to their careers. Gradually, the acceptance came about.

CC: What, according to you are the qualities to look out for in an HR professional in the days to come? Also please comment on the changing face of HR in the days to come.

Yes, HR is changing at a very fast pace. The first thing we need to understand that it’s not just about the soft touch—but aligning human resources with business needs and goals. If they don’t align, we won’t be able to develop ourselves the way we need to. For example, electric vehicles or EV are slated to come in a big way in the vehicle market. There is a lot of potential for EVs globally. If we don’t upgrade ourselves, how will we compete?

We need to align the world’s business and our own objectives and then develop accordingly. Next, we need to bring in lots of new technologies. Third, we need to look at the analysis part: how to retain people, how to develop them, how to empower them, so that they feel comfortable and happy working with us.

Speaking of the qualities of an effective HR person, communication skills have to be great. How we talk to people is as important as the contents of the message The next quality is patience. Without this, you should not be in an HR role. Take the trouble to understand people, where they are coming from, their need, their psychology. You must be polite and yet assertive when it comes to insisting on compliance with policies, you can’t deviate from them. Yes, there will be challenges because people may not be comfortable with these policies, but that has to be taken in your stride. Along with that, your integrity must be top-notch and uncompromised as you are dealing with confidential information.

"The attitude of bringing something new to your own work life as well as to the company, every year, is very important. At the same time, taking people along is key, because otherwise, you will feel the resistance"

CC: You have walked the talk and talked the way in different ways over two decades. What is some of the best advice you have received from your mentors?

My mentors taught me how to plan, strategise, and align with the business. In my initial days it was all about implementation, but it was also about aligning with the business goals and strategies—if we manage to do that, we are far more effective at work. One of my seniors memorably told me: “Stop learning and start earning.” What he was trying to tell me essentially was all about the importance of earning one’s place and credibility at work.

CC: You’ve really made a mark in your career. Even though things are changing today in terms of policies for retaining women employees and attitudes towards them in a work place, what as per you does it take for a woman to excel in the workplace? This question assumes even more importance considering that in percentage terms very few women actually reach the top.

I will answer this question specifically from my experience. In the corporate sector, 9 am to 6 pm shifts work only up to a point. But, as you go higher, especially in leadership positions in a sector like say manufacturing, honestly there are no fixed hours. You have to be available whenever needed and your planning has to be such that you can deal with that emergency or last minute change effectively and take that change in your stride. Women should not shy away from this and take charge with confidence. It is very important to demonstrate a sure and forthright demeanour in everything we do. Apart from this, upgrading your skills and thinking out-of-the-box is very important to make a mark in a competitive space. Also, grab every opportunity that comes your way. Women themselves tend to shy away after a certain position—a prime reason would be a lack of support from family. Convince your family and get their backing and forge ahead. Your sense of conviction in matters big or small will motivate those around you, and people will feel free to give you more responsibilities. If you don’t do that, you are stuck.

At the end of the day, all change is reciprocatively engineered. It’s a question of give and take. While the hesitancy in hiring women needs to change and is definitely changing, women themselves need to acknowledge the positive changes around them, from flexi-hours to six months of maternity leave, organisations are evolving. So, the individual must also take that extra step for their own career. Dedication and responsibility must be owned in a leadership role.

CC: So, among other things, what stands out is your ability to take on multiple roles as well as be tech-savvy? Would you say that has gone a long way in helping you establish yourself as a professional?

Yes, absolutely. Apart from taking on different roles and proving one’s capabilities, being tech savvy is very important in taking on a fast- changing workspace, especially after Covid. Brainstorming on how to make things easier and facilitate tasks is important. For instance, on the back of the pandemic, so many changes were embraced in the interest of ensuring work continued without a hitch. Things were tough; like everywhere else, offices had to shut down in RSB as well. Now the question arose: how were we to continue work as well as training and development from a distance?

At that point in time, most of us only knew of Skype calls and possibly WebX—Zoom and Teams were practically unheard of. So, even as my colleagues and I pondered over how we were going to work in lockdown, a youngster from our team suggested Zoom. I quickly learnt the concept and practiced along with a few of my colleagues to make sure things went smoothly. Next, I asked the young colleague to prepare a set of guidelines on how we could work Zoom to successfully have our meetings, share information, interact, connect, and take the work ahead. Initially, folks were hesitant and resistant, but eventually we were able to convince everyone to come on board with the technology, and that’s how Covid times were spent fruitfully. So, yes, owning and adapting to relevant technology is critical—all the better to ensure we are on the same page as the competition and are able to respond to the needs of the market. Simply put, the attitude of bringing something new to your own work life as well as to the company, every year, is very important. At the same time, taking people along is key, because otherwise, you will feel the resistance. Take them into confidence and make them feel like they are part of your decision.

CC: Do share a little about your personal life. Who does your family consist of?

I am a single mother with two sons. The elder one, Tosit, is pursuing his undergraduate studies in the US, while the younger one, Sambit, is in standard X. Life is hectic but rewarding.

If we don’t balance our personal and professional lives, productivity will definitely be compromised. What I personally believe is that if I have a system set up at home, workplace automatically becomes easier to manage. If I don’t set it up, then it definitely becomes very difficult to manage both zones. Yes, it is hard to build such a system, but achievable

CC: Considering the responsibilities you have taken on, how much importance do you give to the notion of a work-life balance? Do you think it’s achievable?

Yes, work-life balance is something we deeply value at RSB. It is much needed for our health, mental well-being, and of course, productivity. Recharging post work is so important because it gives you the renewed energy and creativity to get back to the task with gusto. If we don’t balance our personal and professional lives, productivity will definitely be compromised. What I personally believe is that if I have a system set up at home, the workplace automatically becomes easier to manage. But, if I haven’t built that system, then it definitely becomes very difficult to manage both zones. Yes, it is hard to build such a system, but achievable. With some discipline and a system in place, we can easily manage the board meetings along with the parent teacher meetings. A well-trained team, for instance, can handle emergencies. Of course, time has to be invested in the first place in training people—it’s hard work, but it’s worth it. On the other hand, if they are not trained, you continue to struggle. This training is across the board — training your children, your colleagues, and subordinates. In short, it’s all about putting a basic system in place, planning, and prioritising that makes you unstoppable.

CC: Apart from work, what are your hobbies?

I am a trained Kathak dancer and a student of the late legendary Birju Maharaj. Dancing gives me a lot of joy. Apart from this, I thoroughly enjoy fashion and walking the ramp—especially for a cause, whenever the opportunity arises.

CC: Any philosophy you live and work by?

I am a firm believer in the power of honesty. That, and the importance of working with a set value system, which is what will make a mark and allow people to recognise your uniqueness, your individuality.