Workplaces have evolved significantly with advancements in technology, shifting employee expectations, and a growing emphasis on diversity and well-being. But who leads this transformation? It’s HR. Yet, the journey is not without its challenges, many of which HR navigates alone. In today’s dynamic environment, HR's role extends far beyond recruitment and policy enforcement—it’s about shaping culture, promoting inclusion, and ensuring employees thrive both professionally and personally.

At GE Vernova, AI-led tech transformation, flexibility, remote work, and hybrid models have long been the norm. However, the focus has increasingly shifted towards mental health and work-life balance, making them integral to the company’s evolving workplace strategy. People Matters recently spoke with Somya Sugandha, Vice President and HR Head for Gas Power – Asia Pacific, GE Vernova to gain deeper insights into GE Vernova’s culture of high performance and its emphasis on well-being and inclusivity.

Here are the edited excerpts: 

Tell us about your global HR leadership journey. What key moments significantly changed your approach to HR, and how have those experiences helped you foster a growth mindset and lead cultural transformations?

I began my HR journey with Airtel in 2002, and it was a truly pivotal experience. I joined during a time of rapid privatisation and expansion, And what made it even more incredible was the chance to collaborate with outstanding companies like SHL and Gallup, who Airtel partnered with for assessments and employee engagement initiatives. This exposure to best practices in HR opened my eyes to what’s possible in the field and provided me with invaluable learning experiences.

Second standout experience for me was at EY, as it offered me a different perspective in HR consulting, and really encouraged me to embrace my curiosity while honing a business mindset. As HR professionals, it's easy to get caught up in HR processes, but in consulting, understanding the business is crucial for making a meaningful impact. This role helped me appreciate the importance of speaking the language of business and recognising its influence on HR. That curiosity and business focus have become key strengths in my HR journey.

Third defining moment for me was an opportunity that led to my global HR leadership journey. I often tell people that you never know when a project can lead to something bigger. I was working on a few projects when someone asked if I’d like to be involved in a global initiative. I said yes, without knowing where it might lead. That project eventually resulted in my next role—not immediately, but when I moved to Singapore and worked on the Alstom-GE acquisition. In fact, my role in France came from an exposure I gained on that project three years earlier. It’s a reminder that you never know how things will play out, so it's always worth taking those opportunities.

Looking back, these transitions have been invaluable learning experiences. 

My lifelong curiosity was ignited by my childhood experiences moving across various countries with my family. This instilled in me a deep-rooted desire to learn, explore new horizons, and embrace change. This passion has been a constant driving force throughout my career.

With the rapid pace of technological change, how are you developing your workforce’s AI and digital skills to keep up? What do you see as the most essential skills for the future of work in APAC, especially in such a technical and dynamic sector?

A fascinating fact about GE Vernova is the sheer scope and scale of the company. Even after the spin-off, we’re still 75,000 people strong, operating in over 100 countries. The complexity of having leaders and teams in different countries has always been part of our DNA.

Remote and hybrid working might be buzzwords now, especially post-COVID, but GE and now GE Vernova had embraced that flexibility long before it became mainstream. We’ve been using digital networking and flexible work arrangements for years now, and technology has always enabled us to stay connected. So in that sense, remote or hybrid working methods aren't new for us—it’s just evolved. Of course, with the shift in scale post-COVID, there have been new challenges, especially around managing teams and the psychological and mental health impacts that come with this kind of setup. We’re aware of that and are actively working to raise awareness and provide support. But the technology that enabled remote work has always been there. While it’s true that nothing replaces face-to-face interactions, we still try to make those happen when we can. 

From a pure AI perspective,for us, we are still a technology and engineering company at our core. The digital aspect is deeply integrated into everything we do. When it comes to AI, specifically generative AI, we’re mindful of the sensitivity around it. That’s why we ensure our employees are informed and have the tools to build their own knowledge through self-paced learning modules through GE Vernova University, our learning platform. These resources help employees understand how AI can work for them and the potential impacts or risks involved.

On the product side, we’re already utilising a lot of digital tools. We have a digital platform that’s a core part of our business, especially when it comes to managing data. Our asset performance management solutions, for instance, generate significant amounts of data that help us and our customers optimise the performance of the machines and products we use. This digital backbone is an integral part of how we operate and how we deliver better results for our customers.

DEI is a key pillar in today’s evolving workplaces. How are you shaping GE Vernova’s culture to be more inclusive, and which DEI initiatives have had the most impact in APAC? How can leaders foster a sustainable, people-first culture that supports diversity and inclusion?

Our organisation and the industry it sits in, the workforce remains predominantly traditional and male-dominated However, if we look at our board globally for both GE Vernova, 22.4 per cent  of professional employees  are women, and 33 per cent Board of Directors are women and 55 per cent of our board are women and racially/ethnically diverse. In fact, 24 per cent of global leadership teams across different businesses are held by women, which is an encouraging step forward.

We've also made strides with our Employee Resource Groups (ERGs), though there’s always room to improve. Let me share a few tangible actions we're taking and what some of our leaders are doing to further diversity and inclusion.

From an APAC perspective, we’ve implemented some simple yet impactful initiatives, like using a gender decoder for job descriptions. Research shows that certain words can either attract or deter people from applying, so we ensure that all external job postings go through this decoder to make the language more neutral and inclusive. It’s a basic but important step in encouraging diverse candidates to apply.”

We also ensure that our interview panels always include someone trained to consider diversity—what we call a "bar raiser." This person ensures there’s no positive discrimination, meaning we don't hire someone solely because they're a diverse candidate. However, we do make sure that our candidate slates are diverse. Sometimes, this may mean pushing back on our hiring timelines to ensure we're getting more diverse candidates into the pool. We will always hire the best candidate, but by broadening the pool, we increase the chances of hiring a more diverse workforce.

To further support diversity, we partner with various organisations to expand our networks and source resumes, especially from underrepresented groups. In STEM, for instance, we work closely with universities to encourage women to pursue careers in engineering, which is crucial for building a strong future pipeline. Additionally, we offer coaching programmes to support the development of diverse employees at a personalised level. For example, we partner with companies like Ezra to provide coaching tailored to the needs of individuals from diverse backgrounds.

Leadership is another key focus. Every leader goes through yearly training on inclusion and unconscious bias. These aren't just diversity programs—they’re about creating an inclusive environment. We also encourage open channels for addressing any concerns, whether through HR, legal, compliance or leadership. If someone feels there’s bias or unfair treatment, they can raise the issue, and it will be investigated thoroughly.”

We also use tools like Glint, now known as Microsoft Viva Glint, to gather employee engagement data. Leaders don’t just look at broad data trends; they specifically analyse feedback from diverse groups, including women, to understand what’s working and where we can improve. This targeted approach helps ensure that diverse voices are heard and acted upon.

Lastly, our ERGs are active across the globe, particularly in Asia, where employees and leaders are heavily involved. These initiatives are often sponsored by senior leadership, showing that diversity and inclusion are priorities from the top.

Employee well-being today is an emerging concern in thriving organisations. What strategies have you implemented at GE Vernova to address mental health and work-life balance? How should HR leaders respond to the growing focus on employee experience and engagement?

One significant shift we've made in terms of safety is moving from ‘life-saving principles’ to ‘life-saving rules.’ Given the nature of our work, particularly on challenging sites, this was essential.

A key part of these life-saving rules is the fundamental idea – ‘Start work when it's safe.’ But this goes beyond physical safety; it also includes mental and emotional well-being.

For non-manufacturing roles, flexibility has always been a priority. While shift work is expected in manufacturing, in other areas, no one is penalised for being a few minutes late or for leaving at a specific time. We operate in a dynamic world where people collaborate across time zones, and sometimes calls happen in the evening. This flexibility is great, but it can also lead to mental fatigue with long working hours. To support our employees, we offer global Employee Assistance Programs (EAPs), accessible to both employees and their families. These external programs provide counselling and other forms of support. However, in some regions, especially in APAC, mental health still carries stigma. People may feel uncomfortable seeking help, but we’re seeing progress. Leaders and employees are becoming more open about their experiences, which helps normalise these conversations. The more we normalise it, the more likely people are to use the support available to them.

Another area we emphasise is psychological safety. We want to create an environment where employees feel comfortable sharing their challenges. Leaders don’t need to be mental health experts, but we encourage them to connect with their teams beyond just work matters. Regular check-ins, especially with remote employees, can help spot early signs of burnout and provide support where needed.

We also have medical professionals and experts across APAC who run well-being sessions for employees, focusing on the various factors that affect mental health, such as financial, physical, or personal stressors. Additionally, many of our engagement activities are led by employees themselves, not HR. This ‘by employees, for employees’ approach has a more significant impact and fosters a sense of community.

Globally, we’ve partnered with apps like meQuilibrium, Calm, and Grokker, which offer resources for employees and their families on topics related to health, stress, nutrition, fitness etc. These platforms allow people to engage in team and family activities, fostering collaboration and healthy competition. 

Lastly, we emphasise physical well-being where possible. Offices are equipped with gyms and offer healthy snacks, like fruit, to promote better nutrition over junk food. These small initiatives contribute to overall well-being, ensuring that safety—whether physical, mental, or emotional—is a priority.

What unique HR challenges do companies in APAC face compared to other regions? What trends do you see emerging to help HR effectively address these challenges and implement their policies and initiatives?

One of the key things about APAC is the common challenges we face across regions. We operate in 22 countries with around 18,000 employees, a highly diverse workforce with eight R&D centres and over 25 manufacturing units. Despite this diversity, one recurring theme is the talent scarcity, especially in specialised fields. While India may not face this as acutely, across Asia, we continue to struggle with finding the right talent. 

Second challenge I often come across, especially from my multinational peers, relates to work-life balance and time zone differences. Asia, due to its location, often bears the brunt of scheduling global calls, and although we try to accommodate, it's rarely perfect. 

Culturally, there’s also a noticeable difference in how Asians approach work compared to Europeans and Americans. For example, the way Asian talent expresses ambition or confidence can be misinterpreted due to cultural differences, especially when language is a barrier. This has led us to focus on leadership programs that expose Asian employees to broader opportunities and help them grow.

Third challenge, which I believe is global, is how to engage Generation Z. Their priorities and values are very different from previous generations, and getting them to connect with the purpose behind their work is a constant conversation. 

In terms of HR trends, there are three key areas where we need to focus:

• First, addressing the talent shortage requires long-term investment. While buying talent has its limits, building talent, especially in traditionally male-dominated sectors like ours, is critical. We need to make fields like engineering more attractive to a diverse pool, particularly women.
• Second, there’s a significant shift towards skill-based hiring, both internally and externally. This changes how we view roles and opens up new ways to engage with talent, which is where technology plays a vital role. AI, for instance, is becoming a valuable tool in helping us understand the market and differentiate skills.
• Finally, HR needs to embrace data more effectively. While traditionally uncomfortable with data, the power it has in enabling better decision-making and conversations cannot be overstated. It’s an area where HR can truly transform its impact.

By focusing on these areas—investing in talent, leveraging technology, and using data—HR can effectively address the ongoing challenges and be at the forefront of transformation.