Employment terms must survive the working day

I lead people work at Talquri Hearing Services in Cuttack. Our eleven centres and outreach teams support hearing-care services in Odisha. I lead nineteen HR colleagues through three managers and manage ₹3.8 crore annual function expense. The company employed 420 people in March 2026 and recorded ₹78 crore FY 2025–26 revenue. Its ₹28 crore compensation and benefits expense is distinct from my delegated function budget. I report to CEO Ranjan Mervqali and work alongside clinical director Anjali Zerquni. Professional assessment and care decisions remain with qualified colleagues under her leadership; my role concerns employment arrangements and the clarity of responsibilities.

I began in field-service personnel administration in 2002. I learned that a person's ability to complete an assigned task could depend on details absent from the formal job description: a travel advance, a manager's explanation or the way an earlier promise had been entered into a system. People partnering and learning administration broadened that view. I moved into hearing-care services in 2012 and became CHRO in 2022. I now have to make sure that a change in ownership, process or title does not quietly change what a colleague was told to expect.

Three decisions illustrate that responsibility. We restored agreed past-service credit for 29 of 84 employees entering through an acquisition. We introduced a controlled travel float after 32 of 75 reviewed field colleagues had personally advanced an aggregate ₹3.6 lakh for company travel. We replaced an ambiguous title used by 16 administrative colleagues with a description of their actual navigation and support work. Each change had a cost and required cooperation beyond HR. None establishes that the whole employment system is fair or that a title change proves professional competence.

Current focus

I am making employment changes traceable from the agreed term to the employee record, the resources supplied and the responsibilities communicated to colleagues and service users.

Conversations I welcome

I welcome people-leadership mandates in specialist service businesses and an initial board conversation where employment promises and professional boundaries deserve careful oversight.