Chief Human Resources Officer / India
When an apparently complete process needed repair
- HR colleagues
- 19
- Three managers; ₹3.8 crore annual function expense
- Company employees
- 420
- March 2026; eleven centres and outreach support
- People-function experience
- 24 years
- Field-service personnel work to hearing-care CHRO
Decisions & consequences
01Restoring service credit that the transfer record had reset
In 2023 Talquri brought 84 employees into its organisation through a small regional acquisition. The written transfer arrangements preserved prior service for specified contractual company benefits. Our receiving system nevertheless used the transfer date for 29 employees, reducing the service recognised for those benefits. The record looked complete because every employee had an entry. I had accepted the integration checklist without requiring a comparison between the agreed terms and the resulting individual records.
Employees raised the discrepancy through their managers. The integration team initially favoured retaining the common date because it simplified administration and matched the budget already presented. I asked HR, finance and legal colleagues to review the actual transfer terms and the affected benefit calculations. We restored the agreed basis for the 29 records and explained the correction to employees. The exercise concerned specified contractual company benefits; statutory service rights and obligations required separate qualified assessment and were not treated as optional items in our internal policy.
The correction added ₹18 lakh to recurring annual benefit cost and ₹7 lakh of one-off adjustments. The review took six weeks. We revised the integration account rather than call those amounts new discretionary generosity. They reflected a commitment that should have been represented accurately from the beginning. We also checked the remaining 55 records against the relevant terms instead of assuming that an employee who had not complained had no issue. The review did not justify a claim that every future transfer would be error-free.
I changed the completion test for people integration. It now requires a comparison of agreed terms with the receiving record, an explanation of exceptions and a named owner for correction. Employees receive an understandable account of what was carried across and where to query a difference. The lesson was that administrative consistency is not always the same as honouring the agreement. A common date was easier for the system, but it was not the date we had promised those colleagues for the benefits under review.
Removing personal cash as a condition of required travel
A 2024 review of 75 field colleagues found that 32 had personally advanced an aggregate ₹3.6 lakh for approved company travel. Their claims were awaiting the ordinary reimbursement process. The policy described the expenditure as reimbursable, but the assignment still depended on employees having enough money available before the journey. Some could manage that interval more easily than others. I had treated the existence of a claim route as sufficient without examining how the work was funded in the meantime.
Finance colleagues were concerned that advances would weaken control and leave unresolved balances. I agreed that the company needed approval and reconciliation, but disagreed that employee funding was the only workable alternative. HR, finance and field managers designed a controlled arrangement with named approvers, permitted purposes and follow-up for outstanding records. We settled the verified existing claims through the approved process and introduced an ₹8 lakh revolving travel float. The float represented funding available under controls, not ₹8 lakh of immediate expense or an unrestricted allowance for each employee.
Process design and first-year administration cost ₹6 lakh. Managers were responsible for arranging funding in time and for escalating exceptional travel needs rather than asking the employee to improvise. We retained evidence requirements and the ability to investigate an unsupported claim. The new arrangement did not remove every delay or establish that all travel would always be convenient. It changed who was expected to bridge the ordinary funding interval for required company work.
I now ask the people team to follow the sequence from instruction to resource, not only from receipt to reimbursement. A policy can describe an entitlement correctly while making it difficult to use at the moment it matters. The review also improved our conversation with finance: the issue was a design problem involving control and timing, not a choice between trusting employees completely and asking them to fund the business. We report the float and its reconciliation separately from the expense of administering the process.
Separating an administrative title from a clinical role
In 2025 we reviewed 36 positions carrying the title hearing consultant. Twenty were qualified clinical posts, while sixteen involved appointment navigation, records and administrative support. The shared label made it harder for colleagues and service users to understand who was responsible for assessment and professional advice. It also left administrative staff unsure whether a request beyond their defined role should be answered or referred. I had supported the common title as a way to recognise contribution without examining all the expectations it could create.
Clinical director Anjali Zerquni asked us to separate the responsibilities. Some centre managers worried that a less expansive title would feel like a demotion and undermine recruitment. We worked with the sixteen colleagues on an accurate service-navigator description, retaining their pay and grade while explaining the purpose of the change. The clinical team defined the professional boundary and referral arrangements; HR did not create clinical authority through a job description or training record. Qualified clinical posts retained descriptions appropriate to their actual responsibilities.
The change cost ₹13 lakh over six weeks for role review, manager briefing, revised materials and induction work. We updated internal records and the explanations used in centres. Staff could discuss status and progression concerns with their managers instead of being told the change was merely administrative. We did not claim that a renamed role proved professional competence, eliminated confusion everywhere or improved clinical outcomes. The purpose was to remove one source of avoidable ambiguity in the organisation's own description of work.
The case changed how I review a proposed title. I ask what a person outside the company could reasonably infer from it and whether that inference matches the role's authority and qualifications. Recognition should not depend on a label that invites someone to carry responsibility they do not hold. An administrative colleague can make an important contribution to a hearing-care service while being explicit about when the next question belongs with a qualified professional.