CEO Insights India

More than 77 percent of executives cite talent acquisition and retention as their biggest challenge (Gartner), and, 94 percent of leaders emphasize that a strong company culture is key to success (PwC). These figures speak volumes on how today’s Chief People Officers (CPO) are now at the forefront of shaping organizational success. As businesses navigate the complexities of hybrid work, digital transformation, and DEI initiatives, a CPO’s role has evolved from traditional HR management to a strategic leadership function that directly influences company performance. A notable people leader, Shishir Deshmukh, CPO, DEEP Industries exhibits transformational leadership shaping the future of people management.

With 27 years of experience spanning Government, IT, Finance, Waste Management and Oil & Gas, Shishir has built a career defined by growth and continuous learning. He began his profession in the Central Government sector before earning his MBA in Marketing & Human Resources in 1995. Taking a bold step, he quit the Government job and transitioned to the private sector, starting as an Executive Assistant to the CEO at SUVI Information Systems, which paved his path into HR leadership. Shishir interacts with CEO Insights to share how he is striving to redefine the workplace of tomorrow, one strategic decision at a time.

What challenges do you face as an HR leader and what is your approach to over coming these obstacles?
One of the most significant challenges in HR today is not just attracting the right talent but also retaining them. Recruitment is only the first step, and ensuring long-term employee engagement and satisfaction is equally critical. Retention requires continuous efforts to foster a positive work culture, implement effective engagement strategies, and align employee aspirations with organizational goals. Another key challenge is managing a diverse workforce with varying expectations.

People from different generations, including fresh graduates, millennials,and experienced professionals, have distinct perspectives on work, career growth, and job satisfaction. This is why I often view HR as a form of marketing that involves understanding employee needs, positioning the company effectively, and ensuring that the organization remains attractive to top talent. It requires strategic thinking, adaptability, and a deep understanding of people management to ensure long-term success for both employees and the organization.

How do you ensure the right balance between achieving organizational objectives and fostering employee growth?
To create effective policies, it is essential to first understand industry standards and best practices. The first step is assessing what leading organizations in the industry are implementing. The second step is evaluating how our organization is positioned within that industry. While we can learn from others, policies cannot be blindly replicated. Each company has its unique structure, culture, and goals, so policies must be customized accordingly. A policy that works well in one organization may not be suitable for another. It is important to consider factors such as company culture, industry demands, and operational requirements.

Different industries also have varying expectations. For instance, service industries like IT, investment management, and oil & gas often require 24/7 operations, whereas public sector organizations may have fixed working hours and predefined holidays. HR policies must accommodate these differences while ensuring that both employer and employee needs are met. The ultimate goal is to strike a balance where policies drive business success while fostering a positive and growth-oriented work environment for employees.

What digital tools do you find most effective for reskilling and upskilling employees?
The adoption of digital tools varies by industry. In sectors like IT, AI-driven hiring platforms and automation tools have been

widely embraced. However, in our industry, we are still in the early stages of incorporating AI-based solutions such as automated interview tools.

One challenge with AI-driven recruitment is its reliance on keywords. If a candidate's resume does not contain the right keywords, their application may be overlooked, even if they are relevant. While AI can streamline hiring, it should not be the sole determining factor. Many talented individuals may not be familiar with optimizing their resumes for AI screening, which is why I believe in maintaining a parallel system that leverages digital tools while also ensuring human oversight in hiring decisions.

Digital tools remain crucial for training, engagement, and upskilling. Organizations must invest in e-learning platforms, AI-driven analytics, and real-time performance tracking to keep employees updated with industry advancements. The key is to strike a balance between automation and a human-centric approach.

How do you build an agile, digitally
savvy, and future-ready workforce?
It is crucial to stay connected with the younger generation and understand their evolving expectations. The more we interact with emerging talent and stay informed about industry trends, the better we can align our strategies with the workforce of tomorrow.

I encourage my team to engage in regular discussions, not only to track progress but also to adapt to changing demands. For example, I insist on meeting my team twice a day at least in any form viz. Daily Standups, Sprint Planning & Retrospectives (Meetings) to reflect on past work and identify improvements. This approach ensures agility, accountability, and continuous improvement, which are essential for staying ahead in today’s dynamics.

Shishir Deshmukh, CPO, DEEP Industries
Over the years, Shishir has held key HR roles at organizations such as SUVI Information Systems, Webdunia, Fullerton, Dispark Infotech, Vistaar Financial Services and NEPRA Resource Management. Today, at DEEP Industries, he continues to exemplify adaptability, strategic decision-making, and a commitment to fostering talent and driving organizational growth.