Spotting, Retaining, Managing & Training Talent Ft Yuvaraj Srivastava

Voice of Achievers

How do you work with people and teams that you do not know well?

Can training & policy making be outsourced to team members instead of enforcing rules?

As technology and AI take over various job functions, how will the role of the modern people manager evolve?

On Episode 101, of our special People & HR Series at Voice of Achievers, we discuss all this and more with our guest. Mr. Yuvaraj Srivastava is the Group CHRO at MakeMyTrip which encompasses MakeMyTrip, GoIbibo and RedBus. He has served with Asian Paints, The Oberoi Group of Hotels, PepsiCo India in the past. Yuvaraj is the recipient of multiple awards and recognitions including the 100 Most Influential HR Leaders In India, 100 Most Talented Global HR Leaders, and many more. He is the Member of Advisory Panel of CBFC Govt of India, the HR Committee of FICCI, and the HR & Leadership committee of CII.

Before transitioning to Corporate world in 1997 he served with Indian Armed forces for 6 years and participated in various counter insurgency operations in J&K Sector.

Hear him talk about:

(02.30) - the army officer turned people manager- a personal story; of discipline & flexibility as a people manager

(06.00) – Why people managers must not choose people but get the best out of people?

(08.00) - How to deal with people who are not doing well in their roles?

(10.00) - Finding the right talent- questions to ask- behavioural interviews

(11.15) – Participation, positivity & enthusiastic team members

(12.30) - Lacing questions with emotions to bring the real personality

(13.50) - Dealing with people dynamics and what cannot be taught about people management; on prioritization as an HR professional

(15.30) - Why unbuild HR instead of building HR- creativity and innovation

(16.00) – What if there was no leave policy at all? – The MakeMyTrip, GoIbibo, Redbus story

(18.00) - Goal setting process; OKRs and making team members responsible

(18.45) - The history of HR and carrying the baggage of servant master relationship even today- the evolution of HR

(22.00) - Trainings and their evolution- can we leave trainings and growth to team members- the Pepsico example

(24.00) - Of machines and man behind machines- AI and HR

(25.30) - Speed and agility and differentiating between value adding activities and non-value adding activities

(26.30) - Getting rid of redundant processes through constant review; Handling transitions

(28.00) - Striking the balance between self aspirations an

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