Puja Kapoor, Ex-Global Senior Director- HR, OLX Group
Puja is an innovative HR Leader. She is strategic yet hands-on. Puja developed a career development program that led to strong engagement and retention results.
TELL US ABOUT YOUR JOURNEY (PERSONAL & PROFESSIONAL), WHEN YOU STARTED YOUR JOURNEY IN THIS INDUSTRY AND HOW IT IS GOING AND WHAT IS YOUR FUTURE PLAN.
I come from a very humble and simple family. I lived across India all throughout my childhood. Perhaps that’s the reason why my life journey has been truly blessed with rich and enlightening personal and professional experiences. Although, I initially aspired to become a doctor and contribute to the noble cause of improving lives, but life had better plan for me. I embarked on an unexpected but fulfilling path in Human Resources, driven by curiosity to help people, shape organizations, and unlock human potential.
Over the past 22 years, I have immersed myself in diverse global leadership roles spanning various industries. This incredible journey has led me through iconic organizations while witnessing cultural evolution and changing landscape of business models. It has been a two-way streak in terms on impact between company and my progress. I began my career in the hospitality sector with the Oberoi Group, and it laid a solid foundation for my HR career. I learnt very early on that culture is the only sticking factor to preserve talent and its engagement, everything else is secondary. Transitioning into the IT industry with Xansa (now Sopra Steria) and Sapient, I aimed to scale my role, eventually discovering my passion for understanding business dynamics and leadership interventions.
A highlight of my journey was a transformative stint in Ireland with Google, where I gained insights into diversity and cultural differences. Subsequently, after spending few years in Google, I took on the role of Head of HR at dunnhumby, a data science and consulting firm, guiding them through challenges related to new skill development, hiring, and leadership development.
Over the years I have actively invested my time in shaping organizational growth, cultural transformations, and technological changes to enhance business capabilities. I have also been deeply involved in M&A, integrations to help businesses align and thrive in recent years.
Reflecting on my two-decade-long leadership journeys, my aspiration remains to coach leadership and help organizations scale while building sustainable businesses.
WHAT ARE THE VARIOUS ROLES & RESPONSIBILITIES AS EX-GLOBAL SENIOR DIRECTOR- HR AT OLX GROUP. BRIEF ABOUT OLX GROUP.
OLX Group is a Dutch-domiciled online marketplace headquartered in Amsterdam. The OLX consumer brand originated as OnLine eXchange in 2006. OLX Group is owned by Prosus, the international assets division of Naspers. OLX Autos business unit focused on used car market category.
As the Global Head of HR for OLX Autos business unit, I manage a diverse employee base across multiple geographies. I oversee a diverse team of HR professionals across various countries. My responsibilities encompass steering comprehensive HR functions, conducting M&A due diligence, and facilitating global market expansions. A pivotal contribution includes orchestrating the seamless integration of the largest acquisition for OLX Group, namely FCG (Frontier Car Group).
At OLX Autos, I have spearheaded design and change programs, formulated strategies for capability building, and successfully addressed growth challenges amid cultural transformation. Notably, I played a key role in centralizing leadership teams for the business while extending these efforts across diverse markets. Additionally, as a member of the OLX Group Council for Diversity, Equality, and Inclusion (DEI), I collaborated with a team of HR professionals to instill cultural change throughout OLX.
WHAT ACCORDING TO YOU IS THE ADVANCEMENT IN THIS INDUSTRY IN TERMS OF TECHNOLOGY? DO YOU THINK YOUR ADOPTION OF SUCH ADVANCED TECHNOLOGIES HAS BROUGHT YOU TO THIS ELITE POSITION?
I firmly believe that the future of Human Resources lies in the synergistic blend of Human Intelligence and Artificial Intelligence, denoted as Human + AI. While traditional roles may undergo a transformation, they will not become obsolete. Instead, the evolution will hinge on leveraging AI to facilitate data-driven decision-making, invest in upskilling, and enhance engagement. The upcoming era in HR will witness the emergence of roles encompassing TechnoHR responsibilities, profound analytics, and deep coaching marking the next wave of innovation.
In keeping with the dynamic nature of the times, my team and I have consistently adhered to the guiding principles of Realign, Reimagine, and Restart—strategies aimed at adapting to evolving trends. Being an early adopter of AI for sentiment analysis and championing the digitization of HR reflects the progressive integration of technology in HR. Technological advancement has undeniably played a pivotal role in elevating the scope of my roles.
Embracing the evolving technological landscape, I have proactively navigated changes in tech utilization, resulting in the establishment of more efficient and resilient HR teams capable of delivering with heightened speed and agility.
ACCORDING TO YOU, WHAT CHALLENGES WILL THERE BE FOR INDIAN WOMEN LEADERS / CXOS? ANY CHALLENGES YOU HAVE FACED? IF YES, PLEASE ELABORATE.
Undeniably, there has been an upswing in awareness among women today compared to a decade ago; however, the journey toward gender equality remains an extensive one. In the Indian context, women often display a natural hesitancy and require gentle encouragement to embrace assertiveness, particularly in Science, Technology, Engineering, and Mathematics (STEM) roles. To illustrate, within OLX, substantial effort was invested over several years to effect a modest 5% increase in the hiring of women within Product and Tech teams. This challenge does not arise from any inherent inadequacy in women but stems from deeply ingrained societal expectations that have confined women to specific roles for many years. Consequently, women may find themselves less prone to positioning their ambitions as boldly as their male counterparts, resulting in limited visibility and influence.
The most prevalent obstacles to the success of women in leadership roles that CXOs must confront include:
Work-Life Balance Struggles:
Juggling substantial operational responsibilities with personal and family commitments remains a formidable challenge for many women. Indra Nooyi’s insightful observation that the career and personal life stages of women are perennially in conflict, underscores the difficulty of excelling simultaneously in all roles. It is imperative for women not to let perfection become the enemy of good.
Underrepresentation of Women at CXO Levels:
Globally, as of 2022, women occupy only 33% of leadership positions, a statistic marginally better than India’s leadership landscape. This underrepresentation leads to a dearth of diverse perspectives and role models.
Additionally, resulting early retirements further compound the scarcity of mentorship, contributing to a concerning 10% decline in the industry last year.
Stereotypes and Biases:
Within corporate settings, women frequently encounter stereotypes and biases rooted in traditional gender roles. These biases can undermine perceptions of their competence, confidence, and suitability for leadership positions. This may further lead to women suffering from self-doubt or in other words ‘imposter syndrome’. Research revealed that 75% of women across industries experience imposter syndrome. It impedes the ability to position themselves powerfully.
Breaking the Glass Ceiling:
The challenge for many women is also breaking through the perceived exclusivity of male-dominated teams or in other words a ‘boys club”. This invisible barrier impedes progress due to factors such as limited access to mentorship, networking opportunities, and preconceived notions about certain roles within organizations.
Unequal Pay:
Despite concerted efforts and vocal advocacy, gender pay gaps persist. In India, men earn 82% of the labor income, leaving women with a mere 18%. A lack of awareness perpetuates disparities in the right pay mix, promotions, and the pace of hiring women.
Reflecting on my personal journey, especially as an HR Business Partner where financials and data play a pivotal role in strategic impact, I have encountered and navigated preconceived notions. Unapologetically, I assert that I’ve successfully traversed the challenges of the “boys’ club” to remain relevant and heard.
This achievement was made possible by dedicating time to networking, delving into business metrics, and acquiring an intimate understanding of business intricacies comparable to any business leader. Rather than merely offering opinions, I have influenced decisions by substantiating suggestions with compelling data. My counsel to women is not to approach decisions with undue caution but to cultivate confidence and competence to overcome the biases that surround them.
WHAT’S YOUR MOTIVATIONAL MANTRA? ANY PIECE OF ADVICE FOR ASPIRING WOMEN LEADERS.
My personal mantra is to be self-aware, continue to make smart choices, be a student of life, and keep learning.
I am very optimistic about the changing landscape of women impacting the corporate world. I believe the best way to motivate oneself is to indulge in self-talk. Vulnerability is said to be the most accurate measurement of courage and so keep gathering courage, it will pay you dividends. And quick tip is, don’t wait for anyone to give you something you want, just go for it.
