The Future of Work and Human-Centered Leadership

Achal Khanna, CEO SHRM India, Asia Pacific & MENA Region with Dr. Sunil Singh, Editor-in-Chief, HR TODAY

In an era where technology, empathy, and inclusion must coexist to shape the future of work, Achal Khanna, CEO – SHRM India, Asia Pacific & MENA Region, engages in a thought-provoking conversation with Dr. Sunil Singh, Editor-in-Chief, HR TODAY. Drawing upon over three decades of leadership experience across global organizations like GE, Kelly Services, Polaroid, and SHRM, Achal shares her insights on AI-led transformation, women’s leadership, workplace wellbeing, and the evolving role of HR as a strategic business partner. This dialogue brings together two of the most influential HR thinkers of our time — exploring how human-centered leadership and technological evolution can together build workplaces that truly work for all.

  1. Achal, you’ve led global organizations across industries — from GE and Kelly Services to Polaroid and SHRM. How has this cross-sector experience shaped your leadership philosophy and your vision for HR in the modern workplace?

Having led organisations across various sectors, including GE, Kelly Services, Polaroid, and SHRM, I’ve learned that leadership isn’t about one approach—it’s about adapting to the context. Each industry brought unique challenges, whether it was innovation, growth, or culture-building. This diversity shaped my belief that HR must be strategic, human-centric, and future-focused. My vision for HR in the modern workplace is to balance business priorities with people priorities, creating environments where employees feel valued and empowered. I see HR as a catalyst for organisational success, using insights, empathy, and technology to drive engagement, performance, and inclusion. Ultimately, HR should not only manage talent but also inspire purpose and growth, enabling organisations to thrive in a rapidly changing global environment.

The Future of Work & HR in the Age of AI

  1. AI and automation are redefining work globally. In your view, how can HR leaders balance the efficiency of technology with the empathy that defines the human side of organizations?

AI and automation can greatly enhance productivity, but the human side of organisations cannot be replaced. HR leaders must integrate technology to streamline processes while maintaining empathy in employee interactions. This means using AI to handle routine tasks, freeing HR to focus on meaningful engagement, coaching, and culture-building. Leaders should foster a balance where data-driven insights support people’s decisions rather than replace them. Empathy in HR comes from listening, understanding, and creating environments where employees feel supported. By combining technology with human connection, organisations can achieve efficiency without losing trust, engagement, or the sense of belonging that makes employees committed and motivated.

  1.  What kind of new skills and mindsets do you believe HR professionals will need to thrive in this AI-driven future?

HR professionals must embrace a growth mindset and become agile learners. Digital literacy, data analytics, and AI understanding are critical to harness technology effectively. HR leaders will need to act as business partners, interpreting data to make informed decisions while keeping the human perspective at the center. The ability to foster collaboration across virtual teams, design adaptive learning programs, and anticipate future skills requirements will be crucial. In short, HR professionals must blend tech-savviness with human-centered leadership to thrive in the AI-driven workplace.

“AI can enhance efficiency, but empathy will always define great leadership. The true power of HR lies in balancing data with human connection.” – Achal Khanna

Diversity, Equity & Inclusion

  1. DE&I is now a global agenda, but many organizations still struggle to move beyond tokenism. What, in your experience, truly differentiates organizations that build inclusive workplaces from those that only speak about it?

Organizations that truly embrace DE&I focus on systemic change, not just representation. They embed inclusion into policies, practices, and culture, rather than treating it as a one-off initiative. Leadership commitment, accountability, and continuous measurement are key differentiators. Equally important is fostering psychological safety, where every employee feels valued and heard. Organizations that only speak about DE&I may create diversity targets but fail to change behaviors or mindsets. Real inclusivity requires ongoing dialogue, education, and tangible actions that remove barriers and create equitable opportunities for all.

  1. How can leaders in Asia Pacific and MENA adapt global DE&I frameworks to reflect regional cultures and contexts more authentically?

In Asia Pacific and MENA, cultural nuances play a critical role in shaping inclusion. Leaders must adapt global DE&I strategies to respect local values, beliefs, and social norms. This may involve customizing programs, communication styles, and engagement approaches while keeping global principles intact. Partnering with local communities and leveraging employee networks helps create authenticity. Successful organizations view DE&I as a flexible, living framework that aligns global standards with regional realities, ensuring inclusivity resonates across diverse workplaces.

Women in Leadership

  1. You’ve been a strong advocate for women’s empowerment and were recognized as one of India’s most impactful women leaders. What are some key strategies that have worked for you to break barriers about women at senior levels?

Breaking barriers for women requires both structural support and cultural change. Mentorship, sponsorship, and visibility of women leaders are key strategies. Creating opportunities for skill development and decision-making experience also matters. Personally, I have focused on championing talent, encouraging confidence, and advocating for merit-based recognition. Organizations must foster environments where women can balance responsibilities, access leadership pathways, and thrive without bias. Celebrating successes and addressing systemic obstacles helps create a sustainable pipeline of women leaders.

  1. From your perspective, what can organizations and male allies do differently to create equitable pathways for women leaders?

Male allies and organizations can actively support women by challenging biases, advocating for equal opportunities, and creating transparent promotion pathways. Policies alone aren’t enough—behavioral change is critical. Male leaders should mentor and sponsor women, amplify their voices, and ensure inclusion in decision-making. Organizations can implement unbiased recruitment, flexible work models, and leadership programs that prepare women for senior roles. When allies partner with women and commit to systemic change, equitable pathways are built, benefiting both individuals and the broader business.

“Breaking barriers for women requires more than opportunity — it needs mentorship, visibility, and the courage to challenge bias.” – Achal Khanna

Employee Wellbeing & Work Culture

  1. You often emphasize holistic wellbeing as essential for sustainable success. What does ‘holistic wellness’ mean in today’s context, and how can organizations embed it into their culture beyond policies and perks?

Holistic wellness goes beyond health benefits—it encompasses physical, mental, emotional, and financial well-being. It also includes work-life integration, meaningful work, and a supportive culture. Organizations can embed this by fostering trust, offering flexible work, promoting mental health initiatives, and creating a culture of recognition and learning. Wellbeing is not a perk but a mindset, integrated into daily practices and leadership behaviors. When employees feel cared for and supported in all aspects of life, engagement, productivity, and retention improve naturally.

  1. Have you seen examples across APAC or MENA where a strong focus on wellbeing has tangibly improved business outcomes?

Across APAC and MENA, organizations focusing on wellbeing report stronger engagement, lower attrition, and better performance. For instance, companies investing in mental health programs, flexible work, and leadership support see tangible gains in productivity and collaboration. Employee surveys often show higher satisfaction and loyalty when wellness is prioritized. Holistic wellbeing fosters resilience, creativity, and a positive culture, all of which directly impact business outcomes. It proves that caring for people is not just ethical—it’s smart business.

Leadership in Disruption

  1. Having led through multiple phases of disruption, from digital transformation to global crises, what personal leadership lessons stand out to you about leading in uncertain times?

Leading through digital transformation, crises, or market disruptions taught me the importance of clarity, agility, and empathy. Transparent communication builds trust during uncertainty, while adaptability ensures organizations respond effectively. Resilience, continuous learning, and collaboration are crucial. I’ve learned that empowering teams, maintaining a people-first mindset, and making decisions with both short-term and long-term perspectives help navigate turbulent times successfully.

  1. How can leaders today cultivate resilience — not just in themselves but across their teams and organizations?

Resilience starts with self-awareness, emotional regulation, and a growth mindset. Leaders can model resilience by staying calm under pressure, communicating transparently, and seeking solutions proactively. Building team resilience involves fostering psychological safety, encouraging collaboration, and recognizing effort. Regular learning, mentorship, and well-being initiatives also strengthen organizational resilience. Resilient organizations are adaptable, confident, and equipped to face challenges while maintaining morale and performance.

Global HR Trends & SHRM’s Impact

  1. Given SHRM’s presence across 183 countries and your leadership across India, APAC, and MENA, what emerging global HR trends excite you most right now — and what lessons should Indian organizations be paying attention to?

HR trends like AI-driven talent management, upskilling for the future, agile workplaces, and DE&I innovation are shaping global HR. In India, organizations should focus on digital transformation, workforce readiness, and leadership development while integrating local culture and context. Data-driven decision-making, employee experience design, and continuous learning programs are becoming critical. HR can act as a strategic partner, driving performance, engagement, and innovation in alignment with global standards.

  1. Finally, could you share how SHRM is partnering with governments, academia, and businesses to advance workforce readiness and shape the future of work in India and beyond?

SHRM works closely with governments, academia, and businesses to build workforce readiness globally. In India, we collaborate to enhance HR practices, develop professional certifications, and provide research-backed insights. Through training, consulting, and flagship events, SHRM helps organizations adopt global best practices while addressing local challenges. For the last 14 years- SHRM has also been organizing the SHRM HR Excellence Awards which helps identify and recognize organizations which practice excellence across HR practices. Over the years- thousands of organizations have applied and benefitted from these awards and their case studies to raise the bar related to HR practices in their respective organizations.

Partnerships and initiatives such as these ensure that employees are future-ready, workplaces are inclusive and productive, and HR drives meaningful business impact, shaping the future of work sustainably.

“The future of HR is borderless — it’s about preparing a workforce that’s not just skilled, but also inclusive, empathetic, and future-ready.” – Achal Khanna

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