People notice the distance between an employment promise and the process they encounter. A hiring exercise can become unpaid production, a rating can reward proximity and a return plan can depend on a manager who has not agreed to it. I want those consequences visible before we call the process fair or complete.
Prerna Sulqavi
People-function colleagues
26
Four managers; ₹5.3 crore annual function expense
Company employees
1,180
March 2026; Bhubaneswar, Mysuru and distributed Indian locations
People experience
26 years
Personnel coordination through executive responsibility
Leadership, seen by others.
Prerna asked us to put the cost and owner beside the promise. That changed the return arrangements we were prepared to agree, not just how we described them.
Anup MaqneliChief Executive Officer, Mavqeri Language Technology
The appraisal review required evidence from us and allowed an outcome to stay unchanged when that evidence supported it. The discussion became more precise and less defensive.
Bhavna QelruniHead of Localisation Delivery, Mavqeri Language Technology
Selected leadership work
Replacing live client work in a candidate exercise
In 2022, a review of recruitment for specialist localisation roles found that several final-stage exercises used text from live client assignments.
I lead people work by examining whose contribution an employment process recognises and whose effort it quietly takes for granted.
I am CHRO of Mavqeri Language Technology in Bhubaneswar. We localise software and support multilingual product operations through teams in Bhubaneswar, Mysuru and other Indian locations. Our 1,180 employees work across language, product and delivery disciplines. I lead twenty-six people-function colleagues through four managers and manage ₹5.3 crore of annual function expenditure. The company's ₹226 crore revenue and ₹81 crore compensation and benefits expense describe the wider business. I advise on employment decisions and present people matters to directors, but I hold no board seat.
My career began in personnel coordination in 2000. I learnt how much an employee's experience could depend on a record, a deadline or an answer that nobody had clearly taken responsibility for providing. Recruitment operations later showed me the same problem before employment began. People partnering and organisational development brought me closer to performance decisions and the expectations placed on managers. I became CHRO in 2021. I still examine individual examples because an apparently consistent process can conceal an unfair assumption that becomes visible only when somebody explains what they were actually asked to do.
The cases on this site concern candidate work samples, performance reviews across different working arrangements and return-to-work plans after extended personal leave. We stopped using live client material in unpaid hiring exercises, revisited ratings supported mainly by a manager's proximity and funded cover for return arrangements that had previously existed only as an intention. These were bounded changes with costs and unresolved questions, not a claim that we had removed every source of unfairness. I want our managers to understand what evidence a decision needs, what they owe the person affected and when a promise must be changed because its conditions have not been agreed.
A hiring sample stopped becoming free delivery work
We replaced live client text in candidate exercises with controlled assessment material and paid for longer final-stage work. The revised process cost ₹12 lakh in its first year.
A rating needed evidence beyond being visible
A review of 146 appraisals found 31 relying mainly on proximity or availability language. Eighteen ratings changed after evidence review; thirteen retained their outcome with a clearer basis.
A return plan included the cover it required
For 28 employees returning from extended personal leave, a funded twelve-week arrangement assigned managers, workload and support. Twenty-four completed the planned transition; four required revised arrangements.
Current focus
I am improving the evidence and ownership behind hiring, appraisal and return decisions so a policy promise can be tested against the experience it creates.
Conversations I welcome
I welcome people-leadership conversations where distributed specialist work needs clear employment responsibilities and managers prepared to examine their own decisions.
The leadership record
Trusted with consequential decisions.
Formation
Postgraduate Diploma in Human Resource ManagementDervuli College of Social Studies · 2000
I welcome people-leadership conversations where distributed specialist work needs clear employment responsibilities and managers prepared to examine their own decisions.
