Skip to website
Yusuf MelqazriChief Human Resources Officer
Portrait of Yusuf Melqazri

Chief Human Resources Officer · India

YusufMelqazri

Make the employment commitment as clear as the work

I grew up in Bhopal and now work in Bhubaneswar.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Read the profileBegin a conversation

The employment promise belongs inside the production brief

I once approved an absence-cover process that recorded who would stand in and for how long, but left the person's authority, recognition and support unclear. A 2018 review of twelve acting assignments found nine carrying full supervisory scope and three limited to coordination. We had treated them as one convenient category. The correction included ₹19 lakh of individually reviewed recognition payments and a ₹14 lakh annual cover budget. It did not turn twelve temporary assignments into twelve permanent promotions. It made me confront the employment commitment hidden inside a production team's request to keep work moving.

I am Yusuf Melqazri, the fictional CHRO of Veqramti Sound Production in Bhubaneswar. Our 248 employees work in commissioned audio and archive-sound restoration, with external artists accounted for separately. FY2026 revenue is ₹92 crore. I lead twenty-one colleagues across HR, learning and people services through four leads, reporting to Ananya, our CEO. Peter leads production. My role is to connect the demands of that work with a clear account of the resources, responsibilities and choices the company offers its employees.

The later cases concern permission to reuse an employee's recorded voice, the personal cash required by a travel process, appraisal tied to a client's approval timetable and a conduct-reporting route that cannot depend on the commercial importance of the client. These are different employment questions. I do not claim that one policy solved them all or that a funded process automatically improved trust. The record shows what we changed, what the company had to pay or give up and which judgements remained with qualified owners.

A recording did not settle every future use of a voice

Seventeen of twenty-four employee contributors chose to join a narrowly defined pilot after separate review; seven declined. Refusal did not change their employment or performance treatment, and alternative recording work carried its own expense.

Reimbursement could still ask an employee to finance the assignment

Twenty-five of sixty-eight reviewed field-capture assignments had initially relied on employees paying expenses themselves. We funded a different booking and advance process while retaining appropriate financial controls.

Client approval was not a complete measure of contribution

A review of seventy-two assignments separated the stage of production work from the customer's final decision. The appraisal discussion retained quality and responsibility rather than treating every waiting job as poor employee performance.

Current focus

I am working on the employment choices around new production methods and client-facing work. That includes specific permission, the resources needed to do an assignment and a credible route for raising a concern without asking commercial colleagues to decide the finding.

Conversations I welcome

I would explore a board conversation about people commitments in specialist service enterprises, subject to preparation and company-specific assessment. Twenty days is a provisional annual estimate; my experience is executive presentation rather than statutory director service.

29 years

Career experience

People coordination to executive people leadership

₹92 crore

FY2026 revenue

₹54 crore commissioned production; ₹38 crore archive restoration

248 people

Direct employees

External artists and suppliers accounted for separately

21 colleagues

Function scope

HR, learning and people services through four leads

A production brief can be precise about the sound required and vague about what the company is asking of the people who make it. I want the employment account to be equally clear. Temporary authority, use of a recorded voice, travel funding and a complaint about client conduct each need a decision the employee can understand. HR should help make that decision possible, including when the convenient practice was one we introduced.

Yusuf Melqazri

Chief Human Resources Officer

Areas of stewardship

Where accountability has been mine.

  1. ITemporary responsibility and employee mandates
  2. IIEmployment choices around recorded voice use
  3. IIIResources behind field assignments
  4. IVPeople processes in client-facing work

Selected work

Decisions, and what they changed.

I

The acting appointment named a person but left the authority unclear

In 2018 I approved a process for covering colleagues' absences that recorded the person standing in and the expected dates.

The full account

II

An employee could decline the new voice use without declining the job

A 2022 pilot proposed using employees' recorded voices beyond their original production sessions.

The full account

III

Reimbursement left some colleagues financing the field assignment

A 2023 review covered sixty-eight field-capture assignments.

The full account

In the words of others

Trusted by those who appoint.

In this fictional voice-pilot decision, Yusuf made management examine what its invitation meant for someone who declined. The narrower scope and alternative recordings were funded decisions, not a claim that employee participation would be obtained without a practical choice.
Ananya ZevqolmiFictional CEO, Veqramti Sound Production
The invented appraisal review retained production quality and responsibility while questioning whether a customer's approval date could describe the employee's whole contribution. Yusuf did not ask us to excuse every waiting assignment; he asked for the evidence behind the employment judgement.
Peter QevromliFictional production lead, Veqramti Sound Production

The journal

Perspective, set down with care.

An invitation

Contact

I would explore a board conversation about people commitments in specialist service enterprises, subject to preparation and company-specific assessment. Twenty days is a provisional annual estimate; my experience is executive presentation rather than statutory director service.

Open to
  • Board appointments
  • Advisory roles
  • Speaking invitations
Write to Yusuf

office@yusufmelqazri.example