Piyush Mehta on XLRI Metamorphose 2024 CHRO Conclave | HR Leadership & The Future of Work
Piyush Mehta on XLRI Metamorphose 2024 CHRO Conclave | HR Leadership & The Future of Work Mr Piyush Mehta, CHROΒ ...
Senior Vice President, Chief HR Officer & Country Manager of India, Genpact
Search every verified Piyush Mehta interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. Piyush Mehta, Senior Vice President, Chief HR Officer and Country Manager of India at Genpact, has spoken about the company's approach to talent, technology, and the future of work. He described Genpact's talent acquisition strategy as focused on "building talent rather than buying it," and noted that the company's virtual learning platform, Genome, has delivered over 10 million learning hours. Mehta stated that Genpact uses an AI-driven tool called Amber to gauge employee sentiment in real time, and that employee engagement measured by Amber is the only non-financial metric included in the bonus pool for the company's top 120 leaders. He also said that the company has a hybrid work model requiring employees to be in the office three days a week, arguing that informal, in-person interactions are "priceless" and cannot be replicated virtually. Mehta has also commented on broader industry trends. He said the "half-life of skills is three to five years" and that reskilling strategies must account for this. He described AI as "a powerful enabler" that should be applied with a focus on scale and sustainability. In a 2020 interview, Mehta advocated for a "cautious restart" from the pandemic, suggesting that about 20% of corporate work done in person should return to the office and that companies should question the concept of a headquarters. He has also discussed the importance of purpose in the current talent market, stating that Genpact's purposeβ"the relentless pursuit of a world that works better for people"βallows the company to offer candidates the opportunity to make a visible impact.
“Hi, my name is Piyush Mehta and I'm with Human Resources at Genpact. I'm delighted to be here at Metamorphose.”
“It's a fantastic opportunity to meet with my peers, hosted by my institute XLRI β a great exchange of ideas and great conversation. Thank you very much for pulling this all together; loved being here.”
“You make the best decision at that point in time with the knowledge you have β right or wrong is something that comes in the rearview mirror after the fact.”
“I'm driven by the customer use case as a key parameter to determine what we build next β I'm not building and saying they will come; I am going and talking to our customers.”
“Data sovereignty is a common problem β public or private sector β and when you talk to enough of our large enterprise customers you see a common trend across verticals.”
“We have a customer technology advisory board and we bring product managers, chief strategy officers, architects and developers into calls β sometimes as silent listeners β so they hear the problem statements directly and that 'oh my God' moment lets us build solutions that actually address the problem.”
“The swivel chair question, the conversation around a pot of coffee or the water cooler is priceless β you can't do that over virtual media, so we've deployed a hybrid model where we're saying three days a week you should be back in the office.”
“I think there's never been a more important time for you to be in the office as a young person β new tools are coming: I just saw a number that said something like $3.7 billion was invested in AI startups in the last year; when those salespeople arrive the world is going to change and it will have direct impact on depa...”
“It's still very hard to enforce office attendance β people have gotten used to not commuting and many have moved further away; if the economy slows down they'll commute, but for now hybrid is probably the future.”
“I get out to teams once a quarter β I take them out for dinner and drinks and have lunches β there's never a more valuable and productive time than to spend time with people to learn about them as human beings so you can relate and go above and beyond for them.”
“We should do a very cautious restart β springing back to the old normal would be nothing short of disastrous. About 20% of the corporate work done in person last year should come back on site and a lot of it should move permanently back home.”
“The definition of office will evolve β we should question the whole definition of headquarters. As an organization that has believed in distributed or virtual headquarters, the time has come to actually question 'no headquarters'.”
“Genpact is a global professional services and solutions firm focused on delivering outcomes to our Fortune 500 clients, with over 125,000 employees across 30 countries. We started as a back office for General Electric and have evolved from a business process company to focusing on outcomes, solutions, and professional...”
“We don't have a home office; we've been a virtual headquarters company for the last 12 years, with leaders distributed globally where our clients and stakeholders are, including a large employee base in India and commercial leaders in the US and UK.”
“Our talent acquisition strategy is fundamentally about building talent rather than buying it. We created a training and upskilling engine to transform high potential talent into high performance talent, which has been critical to our growth and success.”
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