The Beginning…
My HR journey began in 2009, in the aftermath of the global financial crisis, when opportunities were limited and survival often took precedence over ambition. I started my career with family-run businesses where decision-making was primarily driven by owners and key stakeholders. As a young professional, I focused on learning, adapting, and executing directions rather than influencing decisions.
Looking back, concepts such as employee experience, performance management, and people-centric practices were rarely part of the conversation. While those early years strengthened my resilience and adaptability, they also highlighted what was missing from a modern people strategy.
From HR Operations to Strategic Leadership
Over the years, my career evolved through HR Generalist to HR Strategist. The defining shift came when I moved into the corporate world and later into consulting. During seven years in consulting, I gained deep exposure to employee experience, performance management, and high-performance cultures. More importantly, I found an environment where ideas were valued and professional judgment was trusted.
The support of strong leaders helped me develop confidence, independent thinking, and a strategic mindset. I realized that HR's role extends far beyond managing processes—it has the power to influence business outcomes, shape culture, and create environments where employees can perform at their best.
This transformation has been driven by four key shifts:
- A growth and continuous-improvement mindset
- Greater focus on performance and accountability
- Increased emphasis on inclusion, belonging, and well-being
- More diverse perspectives in decision-making
The COVID-19 Turning Point
The pandemic accelerated HR's strategic evolution. Employee engagement expanded into a broader focus on employee experience, workforce resilience, and adaptability.
During this period, I was part of a diamond jewelry manufacturing organization navigating unprecedented disruption. We quickly established communication networks connecting over 2,500 employees and enabled remote ways of working to ensure business continuity.
With traditional workplace interactions disrupted, retention, communication, and employee connectedness became critical priorities. We redesigned employee engagement initiatives virtually, creating meaningful touchpoints that kept employees informed, connected, and motivated. We also invested in learning, development, capability building, and innovative engagement initiatives to strengthen our workforce during uncertain times.
A few months later, I found myself facing a different challenge when I took a sabbatical during COVID to prioritize family commitments. During that period, a quote resonated deeply with me:
"When fishermen cannot go to sea, they repair their nets."
Rather than viewing the break as a setback, I saw it as an opportunity to reflect, learn, and strengthen my capabilities. When I rejoined the same consulting firm and returned to work with the same client, the warm reception I received was deeply meaningful. It reaffirmed that the relationships, trust, and impact I had built had endured beyond my absence.
This experience reinforced my belief that HR is far more than policies and processes. At its best, HR creates lasting impact by building trust, enabling growth, shaping culture, and bringing people together around a shared purpose. When done right, the influence of HR extends beyond organizations and leaves a meaningful mark on people's lives and careers.
The Journey Continues….
My transition from HR Business Partner to strategic advisor gave me firsthand experience of how people strategy drives business success. Today, HR is no longer a support function—it is a critical business partner influencing organizational performance, culture, and long-term growth.
Modern HR creates impact by aligning three essential elements:
- Business Strategy
- People Goals
- Ownership & Accountability
By challenging complacency, fostering accountability, and enabling high performance, HR has earned a permanent seat at the strategy table. The modern CHRO is not only responsible for managing people but also for shaping the future of the organization. Combining business acumen, people expertise, and data-driven decision-making, HR continues to play a pivotal role in driving sustainable organizational success.
I would like to leave you with this thought: "Great organizations are built when business strategy and people strategy move in the same direction. Today's CHRO is not just supporting the business—they are helping define its future.
About Author
Pratiti Vasani is Senior Manager – Human Resources at PGIM Asset Management Private Limited. With over 15 years of experience, she has built her career across manufacturing, printing & publishing, asset management, IT, and consulting, partnering with business leaders to shape high-performance cultures and people-first organizations.
Her expertise spans Talent Management, Organizational Development, and Employee Engagement with a strong focus on aligning people strategy with business goals. Having worked across diverse and multi-location environments, she is passionate about creating workplaces where culture, performance, and growth go hand in hand, while enabling leaders and teams to thrive through meaningful people practices.
Find her on LinkedIn: Pratiti Vasani
Disclaimer from Renous
The opinions expressed in this article are those of the guest author and do not necessarily reflect the views of our publication. The information provided in this article is for general informational purposes only and should not be considered as professional advice. The reader should always conduct their own research and due diligence before taking any action based on the information provided in this article.
People, Performance, Purpose: The CHRO at the Strategy Table