Q&A: Building Purpose in the Workplace by Deepti K. S.

Q: How did you transition from engineering to working in the HR profession?

I began in engineering, following what the crowd thought was cool. But after two years, I realized it wasn't right for me. My manager was also kind enough to suggest I may be in the wrong role.

So, I decided to change direction. But there was a problem: the new role required an HR degree. Surprisingly, even in such a big organization as ours, switching to an entry-level HR role required an HR degree.

That's when I chose to pursue an MBA in HR. It was hard, yet fulfilling. Since 2015, I've been enjoying my job as an HR Professional.

Every day, I meet new people with different issues. It's not just technical; it's a real-life challenge. Whether it's personal or work-related problems, I'm here to listen and support.

Sure, technology evolves, but people's needs remain constant. That's why I'm passionate about the HR profession; it's about connecting with people and helping them navigate through life's challenges.

Q: How does technology influence smartphone addiction views, and how can we use them responsibly?

Last weekend, I was with my family—my husband, our kid, my sister, and her husband. We were all in the same room, but something caught my attention: while my daughter was happily playing, none of us were paying attention to her. Instead, we were all focused on our phones.

It made me realize something important. Even though we were physically together, we were mentally absent, absorbed in our digital worlds, while my daughter wanted our attention. It was a wake-up call, reminding us that we should prioritize real-life connections over our screens.

I understood that if we didn't make an effort now, we might miss out on precious moments with our daughter as she grows up. Sadly, our obsession with technology often stems from neglecting meaningful interactions with others.

Technology has its benefits, making some aspects of life easier. But it has also made things unnecessarily complicated and too reliant on screens. We need to find a balance and appreciate the simple joys of human connection without getting lost in the complexities of our devices.

Q: Do you usually follow the idea of "If it doesn't excite you, say no"? Do you mostly agree to things that really make you happy, or do you hesitate?

I've reached a point in my life where I don't put much weight on quotes anymore. It's not that they're meaningless, but rather, I've evolved past that stage.

I used to be like you, soaking up every quote and trying to live by it. But as I've grown, I've realized the importance of making my own decisions and forming my own identity.

Understanding who I am and being comfortable with it has become a priority. Sure, there are countless messages telling us to strive for more and to be better, but I've come to see rejection differently.

Instead of seeing it as a sign to change course, I sometimes view it simply as a sign that I wasn't the right fit, and that's okay. It's not always about finding a new path; sometimes, it's about accepting who you are right now.

So, while quotes can offer temporary encouragement, I've found true fulfillment in embracing myself, flaws and all, and forging my own path.

However, in my journey of self-discovery, I've learned two valuable lessons:

1. Forming my own identity: Embracing who I am, rather than trying to conform to societal expectations, has brought me a sense of peace and fulfillment.

2. Rejection as Growth: Instead of viewing rejection as a setback, I now see it as an opportunity for personal growth and self-improvement.

Q: How can we support others without imposing our own ideas and goals?

I think the real challenge as an HR professional is respecting everyone's unique way of thinking. You can't expect people to change overnight or ask them to be someone they're not. It's like telling your parents to suddenly be different after all those years—it just doesn't work like that.

Your role is to help them understand your perspective, not force them to change. It's similar with younger folks; you're not there to mold them into something they're not. They'll grow up to be whoever they want to be, and your job is to offer guidance.

In HR, I've learned two key lessons:

1. Respect people's individuality: Everyone is unique, and trying to change them goes against who they are. It's about understanding and respecting their perspectives.

2. Guide, don't dictate: Whether dealing with older or younger generations, the role is not to dictate how they should live. It's about offering guidance and helping them see the potential impact of their choices.

Q: Is shared goal commitment crucial for aligning with the organization's vision? And does supporting its mission indicate alignment?

In my experience with motivating people, it goes beyond just money. Even if someone claims they only work for a paycheck, there are various ways to earn it. Understanding what truly drives them is crucial.

This involves engaging in meaningful conversations to uncover their core desires and needs. It's not a quick process; it takes time, observation, and genuine understanding.

Ultimately, it's about improving the person's life, which, in turn, benefits the organization. However, if they're unsure about their desires, it becomes even more challenging.

In such cases, it's about guiding them through conversations to help them figure it out. We've all faced confusion, especially in our 20s, trying different things.

For me, constant conversations with a friend played a significant role in helping me understand myself better. It's about finding discussions that genuinely contribute to the person's growth, not imposing our ideas on them.

Maintaining a delicate balance and aiding the person's growth without imposing our own agenda is the real challenge in this process.

Q: How do you deal with a 23- or 24-year-old candidate who is qualified for a job but unmotivated, solely interested in money, and not engaged with company goals?

In my interactions with people facing job disinterest, I start by talking and observing to understand their motivations beyond just a paycheck.

Here's my approach:

1. Exploring Goals: I ask about their aspirations and what's holding them back from pursuing them.

2. Encouraging Conversation: I provide time for reflection and suggest talking to trusted friends for decision-making.

3. Being honest: I discuss potential outcomes if they don't grow with the company, emphasizing the importance of taking action.

In HR, we often deal with hidden battles impacting mental health. Despite challenges, finding joy in making a positive impact keeps me motivated. My ultimate purpose is to help people, whether by listening, offering guidance, or simply being there for them.

Q: What's the common trait you've noticed in people feeling lost or confused about their career paths?

According to me, confusion often happens because we get a lot of advice from different people. Think about it—parents, friends, and others may suggest jobs or careers that seem perfect. But trying them out might show it's not what we really want.

In my engineering days, I followed my dad's advice without thinking about what I loved. During my MBA, while others were unsure, I confidently chose the HR profession because I trusted my feelings.

The problem is when we care more about what others think than what we want. It's important to step back and figure out what we truly want before getting too much advice.

My interest in the HR profession came from my dad's stories and what I saw around me. Even now, when people suggest starting a business, I'm unsure because, deep down, I'm not convinced it's right for me.

Don't make decisions just based on what others say. In the end, it can make you confused and unhappy. When you have a choice, listen to your own feelings first.

Q: How can you tell if someone is making decisions based solely on their own thoughts and feelings or if others are influencing them?

If someone suggests I dive into beauty content for big earnings, it might seem appealing, especially if they're successful. However, if it steers away from my true passion, like pursuing the HR profession , I shouldn't follow along.

Here's the breakdown:

1. Alignment with Personal Goals: It's crucial to assess if the opportunity aligns with your long-term goals and values. While money can be tempting, it shouldn't overshadow your true passions, like the HR profession.

2. Empowerment through Decision-Making: Prioritize making decisions based on your genuine interests rather than external pressures. Stay true to your aspirations to build a fulfilling career aligned with your values.

Q: Why do you think organizations require people who act without much thought? Do you believe there's a need for both high- and low-agency individuals in the workplace?

I think in every organization, there's a mix of people with different mindsets. Sometimes, those at the top might feel they're always right and don't listen to others. However, it's our duty to challenge and reiterate our points until they acknowledge them.

For instance, in industries like manufacturing, senior individuals may resist changes because they're accustomed to the traditional ways. When a younger employee suggests technological advancements, they might not readily accept them.

But it's our responsibility to communicate effectively and make them see the benefits of change. It's about constant communication and coaching to ensure our viewpoints are considered, even by those in higher positions.

Q: How can we stop competing for happiness? And in supportive workplaces, how can individuals truly feel valued to avoid dissatisfaction?

In my experience with one organization, we changed the way we distributed Diwali gifts. Everyone, regardless of their job position, received the same gifts. This was a departure from the past practice of giving gifts based on job levels, which, in my view, was unfair and created divisions among employees.

The shift to equal gifts for everyone during Diwali aimed to promote a sense of equality and unity. This, in turn, made it easier for everyone to accept larger decisions and policies.

This approach not only made logical sense but also significantly improved the overall work environment.

Furthermore, it prompted me to reflect on my role within the company. I assessed my performance and whether I truly fit in. If not, I considered seeking opportunities where I could thrive, benefiting both my personal growth and the company's success.

Lastly, I emphasized the importance of contributing positively to the workplace. Instead of merely making demands, I recognized the value of showing appreciation for what we received and giving back when possible. This, I believe, enhances the workplace for everyone, based on my own experiences in the organization.

Q: How do you build rapport when you lack common ground, such as differing professions or regions?

The approach to building rapport extends beyond surface-level connections and prioritizes understanding the person at a deeper level. I dive deeper into conversations about true selves, aspirations, job attachment, and my journey with the organization.

By gaining insights into their values, joys, and motivations outside of work, I aim to create a space where they can bring their best selves to the workplace.

Initiating conversations is a crucial first step for leaving lasting impressions. While my role involves facilitating initial discussions, I believe that authentic connections develop from a genuine curiosity about their life experiences, emotions, and career choices. Through these meaningful talks, commonalities naturally emerge, reminding us of our shared human desires and experiences.

Here's a breakdown:

1. Deep Understanding:

   • Prioritize understanding the person's aspirations, values, and motivations beyond their professional role.

   • Encourage a holistic approach to rapport-building by exploring personal interests and sources of fulfillment.

2. Genuine Connection:

   • Emphasize the importance of genuine curiosity and empathy for meaningful connections.

   • Create an environment where individuals feel valued for their uniqueness while recognizing shared human experiences.

Q: Can a company build a strong culture by hiring like-minded individuals rather than focusing on diversity, equity, and inclusion?

I think culture serves as the DNA of an organization, fundamentally shaping its operations and defining the values it holds. It acts as the identity of a brand, significantly influencing how people perceive it.

Two factors constantly impact culture:

• New members

• Changes in the environment.

A positive culture makes you feel respected and valued and gives you a sense of belonging. If you don't feel this way, it could be that you don't align with the culture, or the culture itself may need adjustments to embrace diverse perspectives.

Q: How do we encourage deeper conversations in a text-focused generation?

As an HR professional, I find it crucial to thoughtfully consider my ability to guide individuals who may feel confused or lost. Self-reflection, although challenging, is a necessary practice.

I prioritize being known as someone who is genuinely supportive and helpful, valuing this reputation over seeking fame or popularity. I believe outstanding HR professionals are remembered and respected for the quality of their conversations and interactions, whether technical or not.