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7 Questions with Supriya Sharma
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7 Questions with Supriya Sharma
Name: Supriya Sharma
Current title: Head - Human Resources
Current organisation: Technip Global Business Services
• I am a certified SPHRi (Senior Professional in Human Resources International);
• With 16+ years in Human Resources on a Global Role with exposure across high growth entrepreneur, development, media and multinationals having core competencies in Organization Development / Change Management, Talent Acquisition, Talent Management, Compensation and Benefits, Governance & Policies, HR Branding, Learning and Development, Employee Engagement & Employee Relations, Establishing HR in new geographies, Automation of HR / HRIS;
• Experienced of working in diverse organizational settings including national and international set-ups which involves HR management in various geographies – India, USA, and Ethiopia;
• Led several challenging assignments as an HR Advisor including organization scale ups, re-structuring, setting up HR department, development of talent management strategies, performance improvement processes and other institutional building processes;
• Run HRTalksForYou, on pro-bono basis, which is an open platform for sharing HR related content;
1. What have you found most challenging as a CEO or executive of a large enterprise?
As an executive of a large enterprise, one needs to have a thorough understanding of the business. Being into Human Resources, one should be able to grasp the knowledge, understanding of organization and its formation. When someone enters into a new organization, how fast one learns the business matters a lot.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I have spent my initial years as an HR Business Partner in KPO, a consulting firm, one of the renowned media houses, CyberMedia. Being an HRBP, I was leading their largest ICT vertical and responsible for entire gamuts of Human Resources.
From there, I got an opportunity to work in Microsoft incubated project, Digital Green, which was funded by Bill and Melinda Gates Foundation. I was heading Human Resources at Digital Green for India and US payroll. I was responsible for setting up the Human Resources for Ethiopia office. I had a short stint with a digital marketing firm too.
I am currently managing Human Resources at Technip Global Business Services where I am responsible for the entire HR scope and Communications. Technip
3. How do you structure your work days from waking up to going to sleep?
I prefer to remain organized and plan my day. I am a morning person and I feel that's an advantage for me. I have two grown up kids. I like to be on time and sync my daily morning schedule with them.
My meetings are pre-scheduled and the initial half an hour at work goes for clearing the emails. Once I am in office, I purely concentrate on my work.
I am thankful that I have supporting family members and my team members. I am able to follow the daily routine.
4. What's the most recent significant leadership lesson you've learned?
I have recently completed the Leadership Accelerator Program.
The recent leadership lesson that I have learnt and needs regular practice is on FACTS and FEELING.
Being a leader, we come across so many different events, cases, instances where we need to exercise 'FACTS and FEELINGS'. This needs regular practice.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
My manager had recommended a wonderful book - "What Got You Here, Won't Get You There" by Marshall Goldsmith.
This book gives many tips and tricks on how to manage and react to corporate issues and people that you meet. A simple 'Thank You' makes a big difference.
This book is like a bible for me.
6. How do you build leadership capacity in a large enterprise?
Leadership is about encouraging your team members, developing their skills and competencies, giving them direction and leading from the front. I regularly work on building my leadership capacity by inviting and remaining open to various ideas from my team and strengthening their capacity.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
A story would be a lengthier one but can share the learnings.
I have learned many things from all my managers that involve what are to be done and what not to be done.
If you have anything in your mind, just say and share it with your manager. This will at least keep your mind free from unwanted thoughts and you will be able to concentrate better.
Stay true to yourself and good to all.