Data-driven Leader Fueling Growth Through Culture
Group Human Resources Manager, GCC Contracting
(Branch of Ginco Sharjah LLC)
As companies worldwide face the complexities of managing diverse, multigenerational workforces, HR leaders are becoming critical architects of organisational success. In Asia, where rapid industrialisation and shifting demographics are transforming the workplace, Rajesh Nair, Group Human Resources Manager at GCC Contracting (a branch of GINCO Sharjah L.L.C), emerges as a leader who seamlessly blends employee engagement with organisational growth.
With an impressive career spanning over 15 years, he has held pivotal HR roles at renowned companies such as Samsung Engineering, Shapoorji Pallonji Mideast, and Americana Restaurants. Throughout his career, he has shaped HR strategies that foster inclusive environments, ensuring that employees across generations—from baby boomers to Gen Z—thrive.
Now, at GCC Contracting, Rajesh promotes open communication and cross-generational knowledge sharing, ensuring employees of all ages contribute to the company’s success. His data-driven approach to HR has helped streamline talent acquisition, reduce turnover, and boost employee engagement.
Under his leadership, HR at GCC Contracting functions as a true strategic partner, not just a support unit. In an exclusive interview with CEO Outlook Global, Rajesh shared insights into how the company’s focus on innovation and workforce diversity is helping it maintain its competitive edge in Asia’s fast-evolving business landscape.
Managing a multi-generational workforce is like unlocking the power of diversity. My strategy starts with promoting open communication, ensuring every voice—whether seasoned or fresh—is heard and respected. I encourage pairing younger and experienced employees for dynamic knowledge exchange, sparking creativity through cross-generational project teams, and using tailored training approaches to suit varied learning styles.
By celebrating wins across all age groups and leveraging each generation’s strengths, I create an environment where everyone feels valued, engaged, and excited to collaborate.
I believe that having the power of data in HR is like holding a roadmap that not only shows where you are but also guides you to where you need to go. For me, data analytics is essential in every aspect—from workforce planning with predictive analytics to optimizing recruitment and creating proactive retention strategies.
One memorable experience was tackling high turnover among new hires. By diving deep into engagement and turnover data, we launched tailored initiatives like career development programs and early check-ins, leading to a 25% drop in first-year turnover and increased employee engagement.
For aspiring HR leaders in Asia, my advice is to lead with heart. Focus on creating workplaces where people don’t just work but truly feel they belong. In this dynamic region, fostering connection and purpose is the key to becoming a standout leader.
And of course, employee well-being is at the heart of it all. I implement mental health support, flexible policies, and open communication to keep morale strong, even during challenging times.
For me, preparing for uncertainty isn’t just about survival—it’s about creating a thriving, adaptable workforce that’s ready for anything.
Cultural differences in a multinational workforce are indeed a challenge, but I see them as an opportunity to create a truly global, inclusive environment. My go-to strategies start with cultural awareness training to educate employees on the value of diversity, paired with inclusive leadership that encourages respect for every perspective.
I also adapt global policies to fit local cultures, celebrate international holidays and events, and build diverse teams that thrive on cross-cultural learning.
Navigating the unknown is where the true strength of HR shines. When the future feels uncertain, I see it as an opportunity to build resilience and agility into the organization. It all begins with strategic workforce planning—mapping out different scenarios, such as economic shifts or technological disruptions, and creating talent pipelines that keep us ready to adapt at a moment’s notice.
I’m a big believer in flexibility, so I’ve developed a contingent workforce strategy that allows us to scale up or down with contract workers or freelancers, giving us the agility to handle fluctuating demands. Leadership development is also a priority—by having a solid succession plan in place for critical roles, we ensure continuity even when the unexpected happens.
Attracting and retaining talent during uncertain times requires more than just good hiring practices—it’s about employer branding that resonates, fostering a diverse and inclusive workforce, and keeping engagement high to retain top talent.
Developing future leaders goes beyond identifying talent—it’s about creating opportunities for growth. I focus on individuals with key leadership traits like emotional intelligence and collaboration, but I also take unique steps to nurture them.
I use a data-driven Leadership Identification Framework and foster a culture that encourages risk-taking and learning from failures. Cross-generational mentoring enables knowledge-sharing across different age groups, while internal “leadership hackathons” challenge emerging leaders to solve real-time issues. Additionally, through “action learning” initiatives, they tackle real-world business challenges, gaining hands-on experience and driving impact.
These approaches help build well-rounded, adaptable leaders who are ready for the future.
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