PERSONALITY MOST IMPACTFUL
TO LOOK FOR IN 2025 AND VISIONARY
Not e E dit or’ s
SHYAM GOR FORGING MEANINGFUL HR CONNECTIONS
Aswestepinto2025,theworldofhuman
resourcesandtalentmanagementcontinues toevolve,drivenbyleaderswhonotonly adapttochangebutalsoinspireit.Attheforefrontof thistransformationisShyamGor,GlobalManager ofResourceandTalentManagementatCIGNEX &RelevanceLab,whoseinnovativeoutlookand devotiontowardspeople-centricleadershiphave earnedhimaspotamongthemostimpactfulleaders ofourtime.
Shyam’sleadershipisatestamenttothepowerof purpose.Hisbeliefinunderstandingthe‘WHY’ behindHRpracticeshasenabledhimtoforge meaningfulconnectionsbetweenorganizationsand individuals,helpingtocreateenvironmentswhere innovation,collaboration,andmutualrespectthrive.
AtCIGNEX,Shyamhasbeeninstrumentalincreating aculturethatvaluesgrowth,notjustforthecompany butforeveryindividualwhocontributestoits success.
WhatsetsShyamapartishisuniqueleadership philosophy,rootedinVEDICprinciples—Vision, Empathy,Delegation,Innovation,andCollaboration. Theseprinciplesguidehisapproachtotalent acquisitionandresourcemanagement,ensuringthat everydecisionisalignedwiththebroadergoalof empoweringpeople.Byinvolvinghisteamin decision-makingprocesses,Shyamhasredefined whatitmeanstoleadwithempathyandinclusivity
Inaworldwherethefutureofworkisconstantly beingreimagined,ShyamGorstandsasabeaconof inspiration.ThelatesteditionofInsightsSuccess India,‘Most Impactful and Visionary Personality to Look for in 2025,’showcasesShyam’sabilityto balancestrategicvisionwithagenuinepassionfor helpingothersmakinghimaleadertowatchin2025 andbeyond.Aswecelebratehisachievements,we areremindedthatthetruemeasureofleadershiplies intheimpactitcreates—andShyam’simpactis nothingshortoftransformative.
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C OV E R S TO RY
Itissaidthatifanorganizationhopesforagreatfuture
andcontinuedsuccess,itsfoundationmustbebuilt withthebricksofpassionateandadeptHRleaders. Suchcaptainsoftheorganizationalshiparethereasons behindthehighlyproductiveandinspiringworkforce.Right fromenthusiasticapproachesandempatheticbehaviour towardsemployeestoconvictionanddisruption-proof leadershiparethecharacteristicsofthesehumanresources managers.
ShyamGor,theGlobalManager,ResourceandTalent Managementat & ,topsthelistof CIGNEX RelevanceLab suchardentHRleadersduetohispassionatebehaviour towardsworkandimmenseinterestinhelpingpeople around.AconsiderableleaderlikeShyambelievesinthe powerof‘WHY’behindtheHRworkandstrivestomake meaningfulconnectionswithcandidatesandhis organization.Workingasaresponsiblegrowthengineof CIGNX,Shyamcreatesandpromotesanenvironment whereinnovation,collaborationandmutualrespectare honoured.
TheVEDICMagic
Shyam’sjourneyinTalentAcquisitionandResource Managementhasbeenanexcitingride.Heenthusiastically addsthathiscareerpathwasdrivenbycuriosityandadeep desiretomakeanimpactintheindustry.Fromtheearly days,whenShyamwasfirstintroducedtotheworldofHR, hewasintriguedbytheimmensepotentialofpeopleand howtherighttalentcouldelevateorganizationstonew heights.Thisfascinationledhimtostepintothisdynamic ecosystem,wherehispassionforsourcing,training,and resourcemanagementgrewexponentially.
“In my career, I have been fortunate to witness the transformation of HR as a key driver of business success. The journey was, and still is, about embracing change, evolving with technology, and understanding how we can create meaningful connections within the talent pool,”adds Shyam.Further,heunderlinestheimportanceoffive primaryprinciplesinbusiness.Overaperiodoftime,he alsodevelopedtheseprinciples,andaleadership philosophycentredaroundVEDICprinciples—Vision, Empathy,Delegation,Innovation,and Collaboration—whichserveasafoundationforhowhe leadsandhowthecompanymanagesitstalentacquisition andresourcemanagementstrategies.
LeadingthePeople’sRevolution
AsthefamousmotivationalspeakerSimonSinekoncesaid, “People don’t buy what you do; they buy why you do it.” ThisquoteencapsulatestheessenceofShyam’stransition frommerelyperformingafunctiontodeeplyengagingwith the‘why’behindhiswork.Whathelpedhimgrowishis deepdevotiontowardsencouragingmeaningful connections,bothwithcandidatesandhisorganization.
Shyam’spromisingjourneyalsoshowcaseshisimpassioned behaviourtowardswork.Hisvoyageintotheworldof TalentAcquisitionandTalentManagementwasnotalinear pathbutonefilledwithcuriosity,passion,andadeepsense ofpurpose.Talkingabouthowhisinterestinpeople sparkedhiswaytohisilluminatingcareer,Shyam mentions,“Early in my career, I was fascinated by the intricacies of human behaviour and the power of a strong team. I always believed that a company’s success begins with the people behind it. It was this belief that pushed me to explore the dynamic field of HR.”
Veryeagertolearninthebeginning,Shyamstartedpicking upeverybitofknowledgethatcouldhelphimunderstand thehumanelementoforganizations.Hemasteredskillsand thedrivetocreateeffectiveteams,optimizerecruitment processes,andensurethattalentwasbeingharnessedtoits fullpotentialandbecamehisNorthStar.Further,hiscareer evolvedandhismotivationsevolvedbeyondjustplacing candidatesinroles.Atthispointinhiscareer,Shyamfound purposeinshapingorganizationalculturesandbuilding environmentswherepeoplecouldthrive.
TheHR’sGuidingHand:ANovelApproachto LeadershipandTeamBuilding
Bybuildingagreatcareerwithapassionatemindsetanda people-centricapproach,Shyamalsobuilthisunique leadershipstylethathelpedhisorganizationgrow.“My leadership style is often seen as the driving force behind the achievements at CIGNEX. My approach has always focused on creating an environment that encourages innovation, collaboration, and mutual respect,”explainsShyam. Behindsuchanobleapproachliestheinspirationfrom Shyam’sleader,Dr AnkitaSingh.Shealwaysbelievedthat leadership is about inspiring those around you to reach their highest potential and to build trust through empathy and clear communication.
Shyam’sleadershipprocessincludesapivotalpartofthis philosophy—empoweringtheteam,particularlyinTalent Acquisition,byinvolvingthemindecision-making processes.Thecompanyhascustom-builtitsATStoolafter in-depthdiscussionswithitsrecruiters.Thesebrainstorming sessionswereinstrumentalinensuringthatthetoolsthe teamcreatedtrulyreflectedtheneedsandchallengesfaced byitstalentacquisitionteam.Asaresult,ATShashelped CIGNEXstreamlinethehiringprocess,makingitmore efficientandtailoredtoitsneeds.Moreover,thishas allowedthecompanyanditsteammemberstosuccessfully navigatetherecruitmentprocess,resultinginbetter candidatematchesandquickerplacements.
BoostingEmployeeMorale
Greateremployeemoraleisalwaysbuiltbyappreciating themandcreatinganappropriateappraisalsystem.Forthat, CIGNEXhasembracedautomationtoolsfortheentire appraisalcycle—fromcalculationstogeneratingappraisal letters.Thishasnotonlyreducedtheadministrativeburden butalsohelpedmaintainconsistencyandaccuracyinits performancereviewprocess.
Moreover,thedevelopmentofinteractivedashboardsfor HR,ResourceManagement,andTalentAcquisition.These dashboardsprovidevaluableinsightsforthecompany’s executiveteam,enablingthemtomakeinformeddecisions. Real-timeanalyticshelptheteamtotrackprogress, measurekeymetrics,andidentifyareasthatneed improvement.Thisensuresthatthestrategiesimplemented bythecompanyarealwaysalignedwiththebusiness objectives.
CommitmenttoExcellenceandInnovation
AstandoutprojectthatshowcasesCIGNEX’sandShyam’s leadershipcommitmenttoexcellenceandinnovationwas therevampingofTalentAcquisitionstrategies.Attheheart ofthisinitiativewasafocusonblendingtraditional recruitmentmethodswithcutting-edgetechnology.The teamcustomizeditsATStool,whichallowedthemto screenresumesmoreefficientlyandidentifycandidates whonotonlymatchedtheskillsrequiredbutalsoaligned withcompanyculture.
Whatmadethisprojectparticularlytransformativewasthe integrationofautomationandhumanjudgment.WhileATS assistedinfilteringthroughlargevolumesofresumes,it wasthehumantouchthatdecidedthebestcandidatesfor eachrole.Thisbalanceensuredthattheteammaintained
theefficiencyofautomationwhilepreservingtheemotional intelligencethatrecruitmentrequires.Thesuccessofthis initiativereinforcedthecompany’sbeliefthattechnology shouldalwayscomplement,notreplace,human decision-making.
“As we continue to adapt to changing times, our focus on SUSTAIN (Stability, Uniqueness, Sustainability, Agility, and Nurturing) is guiding us towards a future where we can balance growth with the well-being of our people,”adds Shyam.
BridgingtheHuman&TechDivide
TheadventofAIandMLhasundoubtedlytransformedthe HRlandscape.Thesetechnologieshaveprovidedthetools tomakemoredata-drivendecisions,streamlineoperations, andreducebiasesinhiring.CIGNEXhasalsoembraced thesetechnologiestoenhanceitsHRpractices.However, thecompanyalsounderstandsthatvariouschallengesstill exist.WhileAIisapowerfultool,itcannotreplicatethe intuitionandempathythathumanleadersbringtothetable.
AlongwiththeintegrationofAIandMLandtheHR processes,thecompanystrivestoensurethatthese technologiesenhancethehumantouchthatiscriticalin TalentAcquisition,Humanresources,resource management,L&Dandtalentmanagement.“I firmly believe that the key to success is finding harmony between technology and the people who use it,”addsShyam.
ThoughtheincorporationofAIandMLhasbeenbeneficial forthesmoothenedHRprocesses,Shyamalsobelievesin BillGates’sfamousquote.“We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.” Withthisteachinginmind,Shyamalsofocusesonthefact thatwhileAIischangingtheindustryatarapidpace, companiesmustremainadaptableandopentocontinuous learning.
ConqueringtheOdds
AccordingtoShyam,oneofthemostpressingchallenges todayistalentretention.Inaworldwhereemployeeshave manyoptions,holdingontotoptalentrequiresmorethanjust attractivesalaries.Improvingthissituationrequirescreating anenvironmentwherepeoplefeelvalued,heard,and supportedintheircareerdevelopment.Thisisparticularly challenginginindustrieslikeIT,whereskillshortagesare prevalent,andcompetitiveoffersoftenlureemployees.
AnotherchallengethatShyamfindsdifficulttohandleis theincreasingdemandforflexibleworkingarrangements. Thepandemicforcedmanycompaniestoadoptremote work,andnow,employeesarereluctanttoreturnto traditionalofficeenvironments.Findingtherightbalance betweenremoteandin-officeworkiscrucialtomaintaining productivity,collaboration,andemployeewell-being.
CIGNEXaddressesthesechallengesbyfocusingon employeeexperience.Thecompanycontinuouslyinvestsin learninganddevelopment,ensuringitsemployeeshavethe toolsandresourcestheyneedtosucceed.Additionally,it alsonurturesacultureofopencommunication,where employeesfeelcomfortablesharingtheirconcernsand suggestions.
IntegratingCSRintotheHeartofCIGNEX
Sustainability,especiallyinthecontextofHR,isnotjust aboutenvironmentalresponsibilitybutalsoaboutcreating long-termvalueforbothemployeesandtheorganization. Aswemoveforward,wemustthinkaboutsustainabilityin allaspectsofHR—employeedevelopment,retention,wellbeing,andcorporateculture.
WhenaskedabouttheCSRandsustainabilityinitiatives, Shyamsays,“I am confident that the future of HR will be a fusion of technology and human-centred practices. The rise of AI, the shift to remote work, and the growing importance of employee well-being are all part of a new era in HR. But through it all, the need for empathy, connection, and understanding remains paramount.”
ShapingtheFutureanditsWays
AsPeterDruckeroncesaid,“Thebestwaytopredictthe futureistocreateit.”ThisquotedrivesShyamtobe proactiveinhisapproach,continuallyadaptingnew strategiestomeettheevolvingneedsoftheindustry.
TalkingaboutthevisionforagreatHRfuture,Shyam believesthatleadershipinHRisaboutbeingadaptable, fosteringacultureofcontinuouslearning,andalways strivingforexcellence.AstheHRworldcontinuesto evolve,beingapassionateandadeptHRleader,
Shyambelievesthatbyembracingchangeandfocusingon thecompany’scorevalues,theycanbuildafuturewhere bothindividualsandorganizationsthrive.
Common Mistakes to Avoid in
Talent Management Talent Management
Talentmanagementisthebackboneofany
successfulorganization.Itdealswithstrategiesand processesinvolvedinattracting,developing, retaining,andoptimizingtheworkforcetowardachieving businessgoals.Inthiscompetitivelandscapetoday, effectivetalentmanagementisnotsomethingthatisa luxurybutanecessity.Eventhebestintentionofan organizationcaneasilyfalldownwhenitthrowsinitslot withoneofthecommonmistakesthatinterferewithtalent management.Herearefivecommonmistakesintalent managementtoavoidandhowtoovercomethem:
1.LackofEmployeeDevelopment
Wrongalsoisthefailureonthepartoforganizationsto investinpeopledevelopment.Peoplearenotastatic resource;itisonlywhentheycanlearn,upscale,and advancetheircareersthattheyareattheirbest.Failureto investintrainingprograms,mentorship,oranyothercareer developmentplanbecomesstagnationanddisengagement.
Beingalearningculturethroughandthrough.Havetraining sessions,workshops,andalsoaccessonline.Encourage stafftosetpersonaldevelopmentgoalsandgivethem resourcestoachievethem.Investmentintheworkforce helpstheemployees'skillsandmoralegrowaswellas increasesloyalty
2.NeglectingEmployerBrandingImportance
Toptalentisattractedtoanorganizationhavingagood employerbrandinthistoughjobmarket.Most organizationssufferfromthefailuretoattractappropriate candidatesifthevalues,culture,andmissionarenot effectivelycommunicated.Inturn,theyhaveaweak EmployerBrandasthetalentpoolisnotalignedwiththe goalsoftheorganization.
Developastrongemployerbrandthatcommunicatesthe companyculture,values,andanecdotesoftheemployee. Useyoursocialmediaaccount,thecompany'swebsite,and atestimonialabouttheemployeewhichwouldbringalive real-lifestoriesclosetoyourdesiredcandidates.Talent attractionandretainingtalentareproductsofagood employerbrand.
3.FailureinAligningTalentManagementwithBusiness Goals
Talentmanagementshouldnotexistinavacuum.IfHR strategiesaredisconnectedfromtheorganization'smore strategicbusinessobjectives,itresultsinmisaligned prioritiesandwastedresources.Forexample,hiringtofill positionsthatdonotcontributetolong-termbusiness objectivesorpromotingpeoplewithoutregardtotheirfit forfuturechallengesmakesprogressfutile.
Inextricablylinkyourtalentmanagementstrategywith businessobjectives.Closelywatchandidentifygaps/needs ofyourworkforceplanningforfuturetimes.Workclosely withtheleaderstoensureallhiring/training/retention decisionssupporttheorganization'svision.
4.DisregardforEmployees'FeedbackandEngagement End
Anothercharacteristicofgoodtalentmanagementishigh employeeengagement,butformanyorganizations,they simplifytheproblembynotlisteningtotheiremployees andnotrespondingtoanythatdohaveinput.Work becomesdissatisfactory,theturnaroundishighlyvolatile, andthenthere'salsotheissueofaworkforcebecoming disengaged.
Opencommunicationlinesandencourageemployeesto discusstheirissues.Askthemthroughsurveys,one-to-one meetings,orsuggestionboxes.Mostimportantly,take actionontheissuesbroughtforward.Acknowledgeissues andrejoiceinsuccesses;keepemployeesinvolvedin decision-making.Engagedemployeesaremoreproductive, innovative,andcommittedtoorganizationalsuccess.
5.DependenceonOnlyTraditionalRecruitment Methods
Inthisrapidlychangingjobmarketplace,thetraditional formsofrecruitmentmayactasabottleneckinaccessing thebesttalentthatcanpossiblybetapped.Genericjob postingboardsoroutdatedscreeningmethodswillhaveyou missingsomeonereallycompetitivewho'slookingatmore modernandstreamlinedexperiences.
Leveragetechnologyandinnovationinrecruitment.Utilize AI-basedresumescanning;sourceprospectsfrom professionalnetworks,orsocialmediachannels;utilize videointerviewsatthisstage;selectfromnon-traditional talentpoolssuchasfreelancers,andremoteworkers.
Ithastobedynamicandwillneverstopbeingso.Thus, strategicthinking,adaptability,andputtingpeopleatthe centreandthefrontwillbenecessarytoavoidallthese mistakes.Now,theeffectiveinvestmentoftalent managementinthisrespectofactingasthemostsignificant differentiatorwillbetheanswertosustainablesuccess.You willrecall,forsure,thatemployeesareyourgreatestasset. Treatthemasanasset,andyourorganizationwillprosper.
You don't learn to walk by following rules. You learn by doing, and by falling over.
Richard Branson
Financial paperwork strategy
Benets of Using the 9-Box Model for Employee Verication
Talentmanagementneverstops,afterall, organisationsalwayscomeoutlookingfor newmeansthroughwhichtheywillbeina positiontomeasure,developandsustaintheexisting workforceinregardtotalent.Perhapsoneofthemost populartoolscurrentlyinuseisthe9-BoxModel, alsoknownbytherathermoreprosaicallytitled‘The AxesGame.’
Simpleasitmayseem,itisnonethelesspowerful;it hasbecomeaframeworkforemployeevalidation, performanceanalysis,andsuccessionplanning.The 9-BoxModelplotsallemployeesonagridaccording totheirperformanceandpotentialhencegivinga clearvisualexpressionoftalentandbetterdecisions inregardtotheemployeeswithinanorganization. Let'sgetintotheadvantagesofusingthemodelfor employeeverificationandwhatmakesitamust-have foreveryHRprofessional.
Beforethat,let’sunderstandwhatarethemetricsof the9-Boxmodel.
BenefitsofUsingthe9-BoxModel
1.ClearVisualizationofTalent
The9-BoxModelispresentedina3x3grid.The performanceofanemployeeisindicatedalongoneaxis, andhisorherpotentialontheother
Thisisalsoagraphicapproachthroughwhichthemanager andtheentireHRteamwillbemadeawareofwhere individualemployeesstandintermsoftheircontribution andfuturecapabilities.Byplacingemployeeswithina categorysuchas"HighPotential,""SolidPerformer,"or "LowPerformer"anorganizationwillhaveitstalentpoolto turnto.Thiswouldactuallyhelpinstrategicpromotion, training,andsuccession.
2.ObjectiveEmployeeVerification
Thegreatestchallengethatanypersonworkingon personneldevelopmentencountersisthatofobjectivityon theassessmentofemployees.This9-BoxModelmakesit easierandlessjudgmentalasitfollowsasystematicorder. Withpredefinedcriteriaaboutperformanceandpotential, onecouldensureverificationofemployeeswithinan organizationthroughstandardsthatarejustandconsistent inevidence-baseddata,thusthewholeprocesshavingmore credibilitywithevenconfidencewithintheemployees themselves.
3. IdentifyHigh-PotentialEmployees
The9-BoxModelcapturestheemployeeswhohavetalents thathavenotbeentranslatedintohigherperformance. Thosearethebestexamplesofthosewhocandevelopand, ifpossible,bringmoreresponsibilitywithhigherranks. Theseare,withoutadoubt,futureleaderswithinan organization,andthemodelprovidesthemwiththeright amountofrecognitionandnurturing.Thisstretchesmuch moreofapipelineinsidetheorganizationintermsofready talentforcriticalroles,performance,andpotential.
4.CustomizedDevelopmentPlans
Onlythenwilltheemployeesbeplottedontothe9-boxgrid foranorganizationtodesigntargeteddevelopmentalplans thatdirectlyaddresstheneedsofthatperson.Forexample, highachieverswithlesspotentialcanbefitforarolethat utilizestheirstrengthsashigh-potentialemployeesmay requireleadershipdevelopmentorstretchassignments.This isthentailoredinthedevelopmentprocesssothatthe
employeecanhavetheexperienceofgrowthandcontribute tothesuccessofanorganization.
5.SuccessionPlanningisEffective
Amongthemostimportantpracticesthatcanhelpinthe sustainabilityofanorganization,successionplanningisone inwhichthe9-BoxModelactuallyplaysanimportantrole. Inthatmodel,identificationofready-to-goleadersbutalso thoseneededtobebetterdevelopedtakesplace.Thisgoes ontoproactivelyplanreadyforfuturechanges.It'llallow theorganisationtominimizethepossibilityofapotential leadershipgapwhichwillhelpforbusinesscontinuityalso.
6.MotivatingEmployees
Theemployee'sperformanceandpotentialappeartobe calculatedobjectively,andheorshegetsrewards,which increasesmoraleandengagement.9-BoxModelencourages opendiscussionaboutcareerdevelopmentasitinformsthe employeewhereheorshestandsandwhatistobedone nextinordertodevelop.Hence,itwilldevelopa motivatingandtrust-basedculture.
7.StrategicWorkforcePlanning
The9-BoxModelallowsorganizationstohaveaclearview ofhowtoadjusttheirworkforcestrategytothecompany's businessobjectives.Itprovidesidentificationofskillgaps, properplanningforfuturetalentneeds,andproper reallocationofresourcestosupportstrategicdecisionmakingbasedondata.
The9-BoxModel,or‘TheAxesGame,’isfarmorethanan employeeverificationtool'sastrategicassetthatwill empowerorganizationstounleashthebestoftheirpeople.
Ithelpsorganizationsmakeinformeddecisionsabout performance,development,andsuccessionbyofferinga clear,objective,andactionableframeworkfortalent assessment.Thisworldoftalentswherecompetitive advantagecanbesolelybasedonthiselementdecidesthe end-9-BoxModel,beingthegame-changer:organizations readynotjustfortodaybutforthefuture.
The only thing standing between you and outrageous success is continuous progress. “ “