‘Woman in HR’: An Interview with Savitha Shivsankar,CHRO,Asian Paints on Her Career Transitions

In elaborating her career journey, the interview focused on Savitha’s transition into a successful Human Resources (HR) head of a large organisation. During the course of the interview, we questioned Savitha about being a woman in HR and what it takes to reach where she has reached.

Vrinda Khattar (VK) and Payal Mukherjee (PM): Thank you for accepting our invite to share your experience on your career journey as a ‘woman in HR’ with the readers of NHRD Network Journal. We are sure, these insights and advice are going to add a unique perspective to the way young aspirants may chart their careers in HR.

First, what are some of the key milestones that you have had in your HR career, and how did they shape your career journey?

Savitha Shivsankar (SS): Looking back at my milestones, I can categorise my career journey in three distinct ways.

The first aspect is the variety of functions I have navigated. My career has not been confined strictly to HR; I have spent significant time both within and outside the HR field. The business experiences I gained during these transitions have played a crucial role in shaping my career path.

The second aspect involves the industries I have chosen to work in. I have been selective about the brands and sectors I engage with. Although I faced moments of doubt along the way, I remained committed to my choices.

The third aspect pertains to geography. My experiences in both Indian organisations and multinational companies have led to a rich cultural amalgamation. Working in diverse environments has significantly influenced my thinking and has been instrumental in my personal and professional growth.

VK and PM: Sounds like an interesting journey. To illustrate what you have just said and how did the moves from HR and back again have shaped you as an individual, you as an HR person, and you as a business participant in the Indian business scenario.

SS: I stepped out of HR early in my career, moving into sales within the first few years. As a sales manager selling cigarettes, I faced significant challenges, particularly as one of the few women in this field—likely among the first in the country. The stigma around cigarette smoking meant even being seen at a paan shop drew harsh judgement.

Confronting this mindset and breaking gender stereotypes fuelled my personal growth, instilling confidence and resilience in me. I gained valuable insights into business dynamics that would ultimately enhance my effectiveness in HR.

Managing a team of over 20 sales personnel was a daunting task. Many had years of experience, while I was new to the category. I understood that to earn their respect, I had to work hard and immerse myself in the field. Spending nearly 20 days on the ground allowed me to connect genuinely with my team, showing them that I cared—not just as a leader, but as a fellow human being. My background in HR helped me bring a unique, empathetic approach to sales.

These early experiences profoundly shaped my journey toward becoming a better HR leader. Later, I took on a pivotal role as the head of a business unit, responsible for P&L and organisational transformation. This position provided me with a broader strategic understanding of how impactful decisions can shape the organisation’s future. Embracing these challenges has been transformative, and each step out of HR has deepened my appreciation for the interplay between people and business.

VK and PM: Let us move the conversation to managing teams and becoming a leader. How did you rally the team around when you didn’t have large team experience? Who or what helped you along?

SS: In the early stages of my career, a senior sales manager imparted a lesson that deeply resonated with me: every market visit is an opportunity to connect with individuals on a personal level. Showing genuine care for your team is essential. I embraced simple yet meaningful gestures, like celebrating personal milestones and being ‘there’ for them during their family challenges. This authenticity fosters trust; when people recognise that you truly care about them, they become genuinely invested in your shared success.

For example, during assessment centres, I dedicated time to helping my sales executives prepare for the promotions they aspired to achieve. This not only empowered them but also sent a clear message to the entire team about the value of mutual support.

Two guiding principles have emerged for me: First, commit to learning the business thoroughly. Second, cultivate authentic relationships by caring for your team as individuals. These tenets have profoundly influenced my leadership style

VK and PM: What about when you had to build your own team? Do you find it challenging to get along with them?

SS: In building teams, I have discovered that the most effective approach is to seek out individuals who are different from me. I prioritise finding people with complementary strengths. As I have adopted a more holistic view of business, I have realised the importance of having team members with exceptional attention to detail—those who can spot what I might overlook. I also value individuals who are not afraid to challenge me.

My team members possess skills and attitudes that enhance my own abilities, filling the gaps in my expertise. This advice has guided me throughout my career: whenever I assemble teams with complementary strengths, the results are consistently positive.

VK and PM: Your take on teams is very insightful. Makes us wonder if there any instance where the team did not work as you expected?

SS: I feel incredibly fortunate to have consistently worked with outstanding teams, where respect was a given. One experience stands out vividly: I took on a role where the team had established practices that were not ideal and were quite different from my own style. To bridge that gap, I realised I needed to invest extra effort in building credibility.

Since we are talking of teams, let me address how I work with a brand-new team, I share three guiding principles that have developed over the years. First, I assure them that I will always have their back; they can rely on my unwavering support. Second, while I enjoy surprises, I want to be clear: I only welcome the good ones. If there is bad news, I prefer to hear it directly from them. Third, I ask for their trust—trust me enough to have my back in return.

Reflecting on my 25-year journey, I can genuinely say I have been blessed with exceptional teams. I cannot recall a time when I did not have a strong support system. My teams have continuously provided not just capability, but also emotional support and an uplifting attitude. Alongside them, I have been fortunate to have remarkable coaches who have guided me through this incredible journey, helping me grow both personally and professionally.

VK: You mentioned having wonderful coaches. How important do you think mentoring is to young people who aspire to be leaders?

SS: I feel incredibly blessed to have had exceptional coaches throughout my life, guiding me through both good times and challenges. Their support has been invaluable as I navigated new roles. I have learned from industry stalwarts and senior women leaders who have profoundly influenced my journey. It is vital for everyone, regardless of gender, to seek out these crucial relationships. Over time, these mentors have become much more than just coaches; they have been true allies.

As the years pass, the roles of mentor and mentee evolve. In the beginning, you learn from those who guide you. But as you gain experience, you get the chance to coach others in return, creating a powerful cycle of growth and support.

VK: Your job is extremely demanding. How do you take care of your physical and mental health?

SS: For the first 15 years of my career, I neglected my physical well-being because, at that stage of life, it often feels unimportant and unnecessary. Now, however, I prioritise it. I find joy in healing on the weekends and coaching young people, which energises me both personally and professionally.

Mental well-being has always depended on having a psychologically safe space to return to. My family and circle of friends have provided that crucial support, giving me a sense of security that extends beyond work. Additionally, I make time for my personal interests outside of work, with travel being one of my greatest passions.

PM: Where have you travelled recently?

SS: The Antarctic holds a special place in my heart. I have been fortunate enough to visit both poles, and witnessing the northern lights for the first time was an incredibly fulfilling experience. I have an ambitious travel bucket list, and one day, I hope to go storm chasing. Nature’s grandeur constantly reminds me of our smallness in the vast scheme of things. It is a humbling realisation that fills me with gratitude and deep satisfaction.

VK: You seem to be pushing your own boundaries personally as well as professionally. What makes you give 100% to your work?

SS: Growing up in a middle-class family, achieving success was not just a goal; it was a necessity. The values instilled in me emphasised the importance of hard work to meet my needs and aspirations. While today’s children have greater access to resources, my dreams were shaped by a clear vision of what I wanted to achieve.

As a child, I created a list of experiences I wanted to pursue—none centred around a big job or a luxurious lifestyle. After reading The Call of the Wild, I knew I wanted to go on a husky ride. Watching Congo sparked my desire to walk with gorillas. The Galapagos Islands also captivated me. I set ambitious goals and sought opportunities to bring them to life. Though I have accomplished many of these dreams, several items remain on my list, serving as a reminder of the adventures still ahead.

VK and PM: Is there a perceptible difference in the job in India versus other cultures that you worked in?

SS: There is a significant difference between how we operate in India compared to the West, rooted in distinct perceptions of work. In India, especially as a developing nation, the line between work and life is often blurred. For many, work is not just a means to an end; it is integral to our identity. In contrast, in Western cultures, work is typically seen as a means to achieve personal goals.

This difference affects behaviours, such as those surrounding time and personal space. In India, social and professional boundaries are intertwined, whereas, in the West, they are generally more defined.

I encountered this firsthand while working with a global team. I once casually asked my colleagues, ‘Can I come over to your place this weekend?’ They graciously accepted, but later I learned that my approach might have been seen as intrusive. Interestingly, when the same colleague visited India and stayed at my home, she laughed and remarked that I was the first professional connection to visit her house. In my experience, this stepping out and bringing Indianness to my relationships while being respectful of cultural differences has stood me good stead in building them irrespective of nationality.

PM: Does work style depend on national value systems as well?

SS: Yes, our value systems significantly influence our interactions across cultures. For instance, in India, the phrase ‘Atithi Devo Bhava’, meaning ‘Guest is God’, reflects our emphasis on hospitality. In contrast, during my travels to another country, I noticed that even their immigration forms focused heavily on regulations and compliance, highlighting their commitment to law and order.

In China, I rarely heard a ‘No’. Even when my ideas didn’t align with their plans, the typical response was ‘Great idea’, showcasing their cultural focus on politeness and harmony. Similarly, some Southeast Asian countries have high engagement scores, while others score much lower due to differing cultural norms. These nuances underscore the importance of understanding and adapting to cultural differences for success in various geographies.

VK and PM: So, what would be your advice to youngsters, the Gen Z and Gen Alpha, entering the workplace?

SS: Regardless of which generation you belong to, some truths remain constant: there is no substitute for hard work and genuine investment in learning. Business schools provide a solid academic foundation and essential frameworks, but true holistic learning often begins when you enter the workforce, face real challenges and navigate complexities.

At TISS (Tata Institute of Social Sciences), we had the opportunity for hands-on fieldwork in actual companies, which helped us understand real-world operations. Unfortunately, not all students have access to such experiences, and summer training does not always offer the same depth of exposure.

Another crucial quality for young professionals is patience. You cannot expect to advance to the next role after just a year or 18 months. Spending the first three to five years honing your skills and getting your hands dirty is vital. This groundwork is essential for truly understanding the business.

Youngsters should embrace the grind, master the basics and be deliberate in their choices. It is important to select a company that aligns with their values. I encourage young people to take the time to reflect on their priorities and aspirations before choosing an organisation that fits their career plans.

VK and PM: Any HR specific advice?

SS: In HR, having a deep understanding of the business is essential. Various HR models exist, such as Centers of Excellence (COEs), combined generalist structures and outsourced models. Regardless of the structure adopted, it is vital for HR executives to embrace a business partnering role within any function. Also, they should focus on an additional area like recruitment, compensation and benefits or training and development.

I strongly believe that all HR professionals should gain experience in business roles early in their careers. This exposure can greatly enhance their effectiveness in HR, enabling them to make meaningful contributions to the discipline and the organisation.

VK and PM: Finally, what has been your most rewarding experience as CHRO at Asian Paints?

SS: The most rewarding experience for me has been our work on the IED (Inclusion, Equity, and Diversity) agenda. We use ‘IED’ intentionally instead of the more commonly referenced ‘DEI’ because we believe that while diversity is important, it can be relatively easier to achieve. With the right resources, organisations can often recruit the diverse talent they need. The real challenge lies in fostering an equitable and inclusive environment where everyone can thrive.

When we embarked on this journey, we made a deliberate choice to prioritise inclusion first. We began by addressing micro-inequities within our workplace, laying a strong foundation before pursuing broader diversity goals. The entire leadership team at Asian Paints has united to drive this agenda, resulting in significant strides and some of the most progressive policies in the industry.

This work has been incredibly fulfilling. While we have made notable progress, we recognise that there is still much to accomplish. It remains an ongoing journey, but it has undoubtedly been the most rewarding experience of my career.

PM: Please outline IED for us.

SS: At Asian Paints, our IED Initiative focuses on creating a psychologically safe and inclusive environment that values diversity in capability and thought leadership. Our IED Initiative shapes our work environment and encourages our employees to openly share their thoughts and perspectives. This fosters creativity and innovation which ultimately benefits our diverse customer base.

Aligned with our IED Commitment, we aim to improve inclusion, engagement and employee well-being, setting representation targets for women, individuals with disabilities and other gender identities. Our efforts include building a diverse talent pool, promoting fair compensation linked to performance and offering initiatives like Sensitisation Workshops, Pride Month celebrations and Disability Inclusion Month.

We also launched the Transgender Internship Programme and became the first Indian company to join the Equal Pay International Council (EPIC). With our focus on empathy, education and leadership involvement, we aim to continue driving meaningful change and building a diverse, future-ready workforce.

VK and PM: Our sincere gratitude for sparing time and for sharing your experience, being candid and simple. I am sure this would be of immense use to our readers of the NHRD Network Journal. Thank you once again.