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 Leadership Insights: Priyanka Anand, Vice President and Head of Human Resources, Ericsson India Global Services

Leadership Insights: Priyanka Anand, Vice Presiden...

calender Jan 10, 2018

  Leaders play a key role in shaping the future of any organization especially w.r.t. their hu...

Leadership Insights: Priyanka Anand, Vice President and Head of Human Resources, Ericsson India Global Services

 Leadership Insights: Priyanka Anand, Vice President and Head of Human Resources, Ericsson India Global Services


Leaders play a key role in shaping the future of any organization especially w.r.t. their human capital, what is your view on the same?


Leadership is always about adapting with the change. Every organization requires a leader who can take challenges, inspire followers and is able to share the certain vision of future with his team.


These days CEO’s know that Human Resource team plays a vital role in company’s growth as businesses doesn’t create value; people does. Every employee plays a significant role towards changing organizational culture, but towards the end of the day, its leaders are who can improve or destroy the company culture; the decisions they take directly effects on employee recruitment, engagement, and productivity that significantly impacts a company’s performance.


I also believe that “It’s fundamental for everybody inside an association, not simply managers and leaders, to assume liability for organization culture, but on a whole every employee should be liable."


Also, it’s not leaders profile to manage everything and receive appreciation— their job should be focused towards changing organizational culture and the behaviors. One can easily forecast the success of a company when they attain a strong leadership team who have an aim to make an organization a success as organizational culture and leadership is hand in hand together in building, managing and improving overall company performance.


What according to you are the key traits of a leader in an organization?


“Problem Solving, responsiveness, transparency, and communication at all level are all important leadership characteristics. Constructive leader should exceed the title of “manager” or “boss.” They should strive to find a way to achieve the right combination of Knowledge, positivity, enthusiasm and self-assurance, if one focuses on four major factors, I am sure they can be a good leader:

  1. Acting Strategically – having forward-thinking, open-minded approach
  2. Self-Managing - being able to prioritize their goals 
  3. Being an Effective Communicator- knowing when to talk and when to listen (able to communicate on all levels: one on one, to the department and to the entire staff, as well as via phone, email and social media.)
  4. Being Accountable and Taking Responsibilities
  5. Setting Clear Goals and Persisting in Achieving Them

What measures can organizations take to find and develop leaders within their set-up?


Recognizing future leaders within the organization is important for every organization long-term success. 


Leaders can easily be developed from within organizations without looking for one from outside the organization and if leaders can learn to use their leadership powers for growth, it could help in attaining good organization environment. Politics or Stress within organizations can lead to low productivity and lack of work motivation to maintain a healthy and cheerful organization, companies should select leaders who can motivate the teams or departments, create positive change, and build organizational trust and commitment and at first companies should look for such leaders from within.


Frontrunners in any company play a transformational role to overcome market challenges. If your organization faces a leadership vacuum at any given point in time, will it be able to achieve its targets. To demonstrate your organization's commitment toward and high-quality products and services, you need leaders who have the authority and credibility to meet the expectations.


Companies can find leaders from within their organization because they are already well versed with the processes, systems, business, and organization culture. They are also aware of the organization's strengths-and, more importantly, weaknesses. This enables them to take better and more informed growth-oriented decisions.


What is your take on leaders and leadership w.r.t. Indian corporate world (challenges, opportunity, measures to improve etc.)


For some time now, the Indian corporate world has changed a lot —not only this but also Indian companies have grown by leaps and bounds to become world-class competitors in many industries. But people usually ask do Indian CEOs and business leaders operate in a way that is markedly different from those in other parts of the world? What is the source of their competitive advantage? Can other managers learn from their experiences?


In contrast to other countries business leaders, Indian CEOs and other leaders tend to be more preoccupied with internal management, long-term strategic vision and organizational culture. In addition, I have read in a recent research it showed that Indian leaders seem to care a good deal more about motivating employees and setting an example than about currying favor with shareholders or the markets.


Few challenges according to me faced by Indian leaders are:

1. Developing Relevant Managerial Skills: such as time-management, work prioritization, strategic planning, decision-making.

2. Motivating & Developing Employees– Motivating & Training employees to work smarter.

3. Leading management -

4. Managing Internal Stakeholders and Politics- a balanced relationship to be maintained between business and company employees


Here are 4 concrete things leaders can do to address these common challenges:


  • Priority setting: Indian leaders should be proactive in setting timelines to execute the work.
  • Learn to Delegate: Delegation increase productivity and empowers colleagues to take more ownership.
  • Maximize your unique value. Apart from all other organizational work, there will always be important tasks that only you can do, and can maximize the value in the company and more of operational work can be delegated.
  • Gain some role clarity. Understand what your work does and doesn’t entail. Be comfortable saying “no.”



Profile: Currently Priyanka Anand is working as the Vice President and Head of Human Resources, for Ericsson Global Services, India. In a career spanning 15 + years, gained wide experience of building organizations in India and coining best in class people practices fostering growth and development of employees with a clear focus on motivation and engagement.


At Ericsson Global Services, India, Priyanka is responsible for leading the people strategy of the organization, which includes acquiring, developing & retaining talent. With her active contribution Ericsson Global Services, India has managed to achieve an employee base of 15000+ (comprising of Telecom, IT and R&D talent pool) in less than 4 years with retention pegged at 90%+, including some of the best people practices.


Before joining Ericsson, she worked as Associate Director: People & Change with Colt India, (an affiliate of Fidelity), for 6 years and played a pivotal role in the company’s growth, talent acquisition, strategizing and implementation and the, business engagement model. She has been in various leadership roles in Human Resources across organizations such as Software Technology Group (STG), Manpower and Colt (Fidelity Affiliate Company).