HRIC 2026 – Day 2
Day Two of the sixth Human Resources International Conference (HRIC), on 10th April 2026, included more paper presentations, two panel discussions, poster presentations and a cultural program.
Panel Discussion 1: ‘Building a Resilient Talent Strategy for GCCs’
The first panel discussion of the day, moderated by Prof. Srivardhini K Jha, Chairperson, NSRCEL and faculty of the Entrepreneurship area, IIM Bangalore, featured Dr. Anilesh Seth, GCC Advisor and Co-founder, GigVistas; Prema Patri, Founder, Leadership Consultant, Syntegral Partners, and Darshan Chinnappa, Managing Partner, Byond HR Services. The session contextualized the growing strategic importance of Global Capability Centres (GCCs) in India, now numbering close to 2,000 and employing over two million professionals.
Framing the discussion, Prof. Jha posed the central question: “What does a truly resilient talent strategy look like in a GCC that is no longer just supporting, but shaping global business outcomes?”
The discussion focused on the evolution of GCCs from cost and process-driven hubs to innovation-led, capability-driven centres, with panelists emphasizing that resilience today is dependent on developing a strong employee value proposition based on ownership, belonging and holistic wellbeing. Dr. Anilesh Seth emphasized the importance of a 360-degree approach to talent that includes upskilling, global exposure and individual wellbeing, adding, "Resilient talent strategies in GCCs must move beyond roles to relationships; employees must feel like integral members of a global organization, not extensions of it."
Darshan Chinnappa pointed to a clear shift from scale to capability, observing that organizations are increasingly prioritizing “right people over more people” amid sustained talent demand. “There is no shortage of talent demand. AI will not replace people, but people who don’t know how to use AI will be replaced” he said, emphasizing that technological proficiency is the new currency of talent.
The panel critically examined the debate between Artificial Intelligence and human intelligence, challenging dominant narratives about job displacement. Prema Patri pointed out that AI is not only a disruptor but also an enabler, creating a more level playing field for innovation. She said, "AI is not narrowing opportunities, it is democratizing innovation." The panelists also inferred that the real shift is from static talent strategies to those that are constantly adapting to change. The discussion also positioned India as a key global talent pipeline despite shifting geopolitical dynamics, with panelists highlighting the growing need for systems leadership, strategic adaptability and global stakeholder management as GCCs transition into innovation and leadership hubs.
Panel Discussion 2: ‘Formalizing the Informal: HRM/OD in Non-traditional Contexts’
The second panel discussion on Day 2 of HRIC 2026, moderated by Prof. Vasanthi Srinivasan, Dean, Alumni Relations & Development and faculty of the Organizational Behavior & Human Resources Management area of IIMB, featured Narayan Thammaiah, Founder, The Coach Founder; Dr. Vandana Nadig Nair, Co-founder & Partner, CoCoon Consulting and Founder & Chief Architect, Phicus Social Solutions, and Samir Kumar (PGP 1986 alumnus), Managing Director & General Partner, Athera Venture Partners.
A key theme that emerged was the founders' long-lasting influence on organizational culture. Narayan Thammaiah emphasized that “founder’s footprint outlives the founder,” highlighting how early-stage decisions around values and people continue to define organizations as they scale. He went on to say that, while many start-ups prioritize product and profit over people, sustainable organizations emerge when this equation is reversed and people come first.
Dr. Vandana Nadig Nair challenged traditional HRM frameworks, claiming that much of what is taught and theorized frequently fails to hold up in real-world scenarios. She drew attention to a significant gap in research on social impact organizations, where existing theories, which are primarily designed for large, formal enterprises, fall short. Drawing on her experience in the social impact sector, she demonstrated how capability and contribution are not always measured by formal qualifications, recounting instances where individuals without formal education outperformed academically trained professionals. She advocated for a paradigm shift, emphasizing the importance of grounded, case-based inquiry, and urged scholars and practitioners to reconsider how they study, understand and build people practices in informal and evolving ecosystems.
From a venture capital investor’s lens, Samir Kumar underscored the importance of leadership integrity in building enduring ventures, noting that "toxic founders cannot build sustainable businesses.” He also highlighted the volatile nature of start-up environments and the evolving role of investors in shaping people and culture decisions.
Building on these insights, Prof. Surendra Babu Talluri, OBHRM area, IIM Bangalore; Prof. Promila Agarwal, HRM area, IIM Ahmedabad; Prof. Jyotsna Bhatnagar, MDI Gurgaon, and Prof. Pawan Budhwar, Aston Business School, further enriched the session by sharing their perspectives and posing a few forward-looking research questions for the field. The discussion collectively underscored the need to reimagine HRM and Organizational Development practices to better align with the dynamic, informal and rapidly evolving nature of non-traditional organizational contexts.
The day’s conversations on disruption in the industry explored how HRM can be reimagined to equip employees with the right skills and mindset to navigate the major changes dictated by disruptions.
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