Transforming Workplaces with People-Centric Leadership: Preeti Ahuja

A dynamic People & Culture Leader, Business Transformation Strategist, and DEI Advocate, PREETI AHUJA brings over 18 years of HR leadership experience across leading organizations like Atlas Copco, Peak, Alfa Laval, Lear Corporation, Emerson, VMWare, and Larsen & Toubro. Renowned for her ability to engage C-suite executives and leadership teams, she has successfully driven organizational change, leadership development, and high-performance cultures.

Recently been appointed as Honorary Director of TDI Programs of Economic Transformation Council (ETC), Preeti is a recipient of Pune Woman Leader 2021 and a Global Women Achiever, Preeti is also a Leadership Coach, Keynote Speaker, and Mentor for Change with NITI Aayog. She specializes in HR business partnering, compensation & benefits, talent management, succession planning, and learning & development. Her expertise in organizational design, coaching, and strategic workforce planning has led to innovative HR interventions that enhance employee engagement and retention.

Academically, Preeti holds an MBA in HR from Balaji Institute of Modern Management, a Master’s in Labour Laws from Pune University, and an Executive Development Certification from XLRI Jamshedpur. A Six Sigma Green Belt holder, she continuously integrates data-driven insights into HR strategies.

Passionate about building resilient workplaces and empowering future leaders, Preeti’s insights are invaluable for professionals navigating today’s evolving HR landscape.

Dr Anand Wadadekar dives into Preeti’s experiences, insights, and the evolving world of recruitment, talent management and learning development!

1. Can you talk about your school and college life in terms of your studies, exams, scoring marks and extra-curricular activities?

My approach to studies was never just about scoring marks—it was about understanding concepts, applying them in real-world scenarios, and continuously evolving. This mindset has been instrumental in my career, allowing me to adapt to challenges, embrace new opportunities, and contribute meaningfully to every role I have taken on.

However, my journey was not limited to academics alone. I actively participated in extracurricular activities, which played a crucial role in shaping my leadership, teamwork, and communication skills. Whether it was engaging in debates, participating in student-led initiatives, or organizing events, I always sought opportunities to expand my horizons beyond textbooks. These experiences not only enhanced my problem-solving abilities but also helped me develop a well-rounded personality, preparing me for the professional world ahead.

2. From Larsen & Toubro to Atlas Copco, you've held leadership roles across top organizations. What key experiences shaped your approach to HR leadership?

My path to becoming a HR Leader has been an incredible adventure filled with challenges, growth, and moments of self-discovery. Looking back, I can confidently say that one key habit has consistently propelled my career forward and played a pivotal role in shaping my accomplishments: being true to myself.

In a world where conformity often seems like the easiest route to success, embracing authenticity can sometimes feel like a risky choice. It's about knowing who you are, understanding your values, and having the courage to stay true to them. It's about being adaptable and open to change while maintaining a strong sense of self.

By being open, honest, and genuine in my interactions with others, I fostered connections built on trust and mutual respect. These relationships have been instrumental in my career growth, opening doors and providing invaluable support during challenging times.

My collaboration skills, a cornerstone of effective leadership, has also been greatly enhanced by authenticity. Instead of imposing my ideas or solutions on others, I've learned to ask a simple yet powerful question: "What are you trying to accomplish, and how best can we get there together?" This approach has not only improved team dynamics but has also led to more creative and effective solutions.

3. Having led HR teams in diverse industries, what are the biggest challenges organizations face in people and culture management today?

Organizations today face several challenges in people and culture management, driven by rapid changes in workforce expectations, technology, and business dynamics. One of the biggest challenges is building an agile and inclusive culture that supports diverse talent, hybrid work models, and continuous learning.

The key to success lies in agility, inclusivity, continuous learning, and a purpose-driven approach—ensuring that employees don’t just work for the company but with the company toward a shared vision.

The modern workforce—especially Gen Z and Millennials—seeks more than just a paycheck. Employees today value:

• Purpose-driven work over routine jobs
• Flexibility (hybrid/remote work) over rigid structures
• Continuous learning & career growth over static roles

Organizations that fail to align culture with evolving employee aspirations struggle with engagement and retention. Many organizations invest in technical upskilling but overlook leadership development. A great culture starts at the top, but not all managers are equipped to:

• Lead with empathy and inclusivity
• Navigate the complexities of hybrid workforces
• Inspire and retain talent amid uncertainty

Investing in coaching, mentorship, and leadership development is now more crucial than ever. Companies must integrate technology for efficiency without losing personalized employee experiences.

4. Having worked across various corporates, what major trends have you observed in talent management and HR practices?

Organizations are increasingly prioritizing skills and competencies over traditional degree-based hiring. Companies are investing in upskilling and reskilling to bridge skill gaps rather than relying solely on external hiring. HR is playing a strategic role in designing seamless employee journeys, from onboarding to career progression.

Some key trends include:

• Data-Driven HR & AI Integration – Organizations are leveraging AI, predictive analytics, and HR tech to enhance decision-making in hiring, performance management, and employee engagement while balancing automation with a human-centric approach.
• Employee Experience & Well-Being – HR is now deeply focused on holistic employee well-being, including mental health support, flexibility, and purpose-driven work to enhance engagement and retention.
• Diversity, Equity & Inclusion (DEI) as a Business Imperative – Companies are moving beyond policies to embed DEI into leadership development, talent acquisition, and career progression, fostering true workplace inclusivity.
• Skills Over Degrees & Continuous Upskilling – The focus has shifted to skill-based hiring, internal mobility, and reskilling programs, ensuring talent stays relevant in the face of digital disruption.
• Agile & Hybrid Work Models – With changing work dynamics, companies are adopting hybrid and remote work strategies, emphasizing outcomes over hours and building more flexible, trust-driven workplaces.

5. You’ve received accolades like Pune Woman Leader 2021 and Global Women Achiever. How have these recognitions influenced your career and leadership philosophy?

While these accolades highlight individual achievements, they have reinforced my belief in collective success. Leadership is not just about personal milestones but about uplifting others, enabling high-performance teams, and creating a culture of trust, collaboration, and empowerment.

These awards have reaffirmed my dedication to building inclusive workplaces where diverse voices are valued. Having worked extensively in DEI (Diversity, Equity & Inclusion), I have always championed equal opportunities, mentorship for women leaders, and workplace equity. These recognitions validated the impact of my work and inspired me to expand my influence beyond corporate roles—mentoring startups, coaching leaders, and contributing to policy discussions on inclusion.

Being recognized on a global platform has provided me with a larger voice to advocate for women’s leadership in industries where gender diversity is still evolving. I have actively:

• Mentored young professionals and women leaders on career growth
• Spoken at forums and institutions on breaking barriers and self-leadership
• Encouraged organizations to foster diverse leadership pipelines

6. As a leadership coach and mentor, what qualities do you believe are essential for today’s HR professionals?

Today’s HR professionals need to go beyond traditional HR roles and become strategic enablers of business success. The key qualities essential for HR leaders today include:

• Business Acumen – Understanding how HR aligns with business strategy, driving growth, profitability, and organizational success.
• Empathy & Emotional Intelligence – Building trust, psychological safety, and strong relationships across diverse teams.
• Adaptability & Agility – Navigating rapid business changes, evolving workforce expectations, and technological advancements with a proactive mindset.
• Digital & Data Fluency – Leveraging AI, analytics, and HR tech for decision-making, employee engagement, and predictive talent management.
• Influencing & Stakeholder Management – Partnering with leadership, influencing decision-making, and advocating for people-centric policies.
• DEI Advocacy – Embedding diversity, equity, and inclusion into every aspect of the employee lifecycle, ensuring fairness and belonging.
• Lifelong Learning & Growth Mindset – Continuously upskilling to stay ahead of industry trends, develop leadership capabilities, and mentor future HR professionals.HR today is not just about managing people—it’s about shaping cultures, enabling leaders, and driving organizational transformation.

7. Diversity, Equity & Inclusion (DEI) is a major focus area for organizations. How can companies build truly inclusive workplaces beyond just policies?

The pursuit of equity, diversity, and inclusion is not just an abstract ideal but an essential journey towards building a fairer and more prosperous future. It requires collective effort, bold strategies, and unwavering commitment from businesses, policymakers, and society as a whole.

By dismantling systemic barriers, promoting equal opportunities, and cultivating inclusive cultures, we can forge a path towards a more equitable future where every individual's potential can thrive, irrespective of their gender, background, or identity.

Research has consistently shown that diverse teams are more innovative and productive than homogenous ones. For example, a study by McKinsey & Company found that companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians. Similarly, companies with more women in leadership positions tend to have higher profitability and better decision-making.

Creating a more equitable workplace is an ongoing process that requires constant vigilance and a commitment to learning and growth. To achieve this, companies can listen to employee feedback, track progress towards DEI goals, and continually refine workplace practices. Additionally, technology can be leveraged to promote equity and diversity.

I firmly believe that nurturing a diverse workforce and fostering an inclusive workplace isn’t just the right thing to do, but a strategic business priority that fuels creativity, innovation, and strengthens our ties to our communities. 

8. With AI penetrating in every sector, HR field is no exception. What qualities and skills do you believe are essential for success in the field of human resources today in that context?

The future of HR will require professionals to combine human intelligence with artificial intelligence to create high-performing, people-centric workplaces. HR professionals must be comfortable with HR analytics, AI tools, and automation to make data-driven decisions. The future of HR is a blend of AI-driven efficiency and human-centric leadership.

HR professionals who embrace AI, develop digital fluency, and strengthen emotional intelligence will lead the future of work—ensuring that while AI enhances productivity, the human experience remains at the core of HR.

9. ‘Upskilling’ has now become the evident requirement in the job market. How do you look at this and what would you suggest to students, freshers and even experienced candidates about upskilling?

Companies are no longer just looking at degrees—they want skills. Whether you're a student, fresher, or an experienced professional, upskilling is the key to career growth, job security, and future-proofing your career.

• Develop job-ready skills: Go beyond theoretical knowledge; focus on practical, industry-specific skills.
• Embrace digital & AI skills: Learn data analytics, automation, AI-driven tools, and coding basics, irrespective of your field.
• Gain hands-on experience: Engage in internships, projects, case competitions, and freelancing to build real-world expertise.
• Master communication & soft skills: Strong problem-solving, teamwork, adaptability, and emotional intelligence are essential.

10. You’ve mentored many professionals through NITI Aayog’s ‘Mentor for Change’ initiative. What advice do you give aspiring HR leaders?

Today’s HR leaders must understand business dynamics, leverage data and AI-driven insights, and foster a culture of inclusivity and innovation.

Be willing to take risks and be uncomfortable. Don’t wait to finish the work you are doing to move into a new role. Define the fingerprints that you want to leave on an organization and hold yourself accountable for making them happen. Proactively seek feedback from a variety of stakeholders as committing to your continuous development is essential for growth. And most importantly, always remember that people are the one thing that truly distinguish great companies. Invest heavily in people and culture because, in the end, strategic execution cannot happen without aligned and engaged colleagues working together in an inspiring and compelling cultural environment.

11. How has your family supported your career, and how do you balance your professional commitments with family time? Outside of work, what hobbies and interests do you pursue? How do they contribute to your overall well-being?

Balancing my professional commitments with family life has been a journey of intentionality and discipline. My family has been my strongest pillar of support, always encouraging me to pursue my aspirations. I prioritize setting clear boundaries between work and personal time, which allows me to be fully present in both aspects of my life. Delegating tasks and effective time management help me maintain this balance, ensuring that neither my career nor my family time is compromised.

I make a conscious effort to spend quality time with my child, whether it's engaging in casual conversations, playing games, or assisting with homework. My spouse and I also ensure to plan outings with our child during the weekends, reinforcing family bonds.

(C) Dr Anand Wadadekar