Good day, Dimple Srinivasan. I'm Arjun. I've had a look through your background and your professional record. I'm interested in hearing more about your work and how you see yourself fitting in here with our faculty. Ready to start?

Am I audible? Am I visible?

Hello.

Please start by introducing your professional journey in academia.

Umm.

Take your time—no rush. Feel free to share whenever you're ready.

Yeah, I'm ready now.

Great, please go ahead and share.

Hi myself Dimple, Dimple Srinivasan.

I have done my UGPBN V8 university and MBA in university.

And I have looked in various internships during my call stays and after my graduation, I, uh, worked and umm, I was working in uh, Rameshwar Drickles, SHR executor. Now it's been five years and.

For your for years or no three months or four months almost. Yeah, I have been.

I have doing.

Go to scene. Oh.

Getting people from uh.

People.

I'm getting job various profiles from the people and the recommendations and everything and I will go through all those resumes and I will lock it. This would be suitable roles through by our recommended supervisors from supervisors and.

And we will be and also done the how to say negotiate the payrolls and salaries by.

Looking at what are their previous jobs, payrolls and everything and I will connect their all those documentations and everything.

And.

Umm, what are the?

And if there's any.

Hello.

Hello, Professor Srinivasan. Let's start with the interview. Could you briefly walk me through your educational background and key experiences relevant to the HR Executive role?

Yeah I have done my Eugene PG in V8 University BB and Master of Business, Business Administration in HR department HR and I am worked in various internships like in.

Team UG have worked in TTTTK, sorry Ramesh and recalls and then uh PG postgraduate have worked in TTK which is a prestige groups where I have worked as a HR intern where I have worked as a.

That I will have those website source to get the profiles and I have to shortlist them. I have to make a call schedule for the interview and I have to make a suitable 1 screening, processing and everything that I have to push the candidates to the for the level.

And I have learned all those in DTK and then after graduation, I worked, I'm working in our Mitchell Rickles.

When I when I'm working as HR executive now.

And yeah.

In HR Executive I have worked as a working currently in UH.

In various roles is kind of which a partnership where.

Uh.

Understood. It sounds like you've gained valuable experience in both internships and your current role as an HR Executive. Let's explore your expertise further. Can you outline your approach to managing employee performance effectively?

By communication through from the starting, not in between, we have to keep in touch with the employees from the initial stage.

Employee performance The employee performances can be umm aligned and can be known only.

From the further process, so only people can know what, uh, what are they facing? Is that they OK and everything. So whenever they feel that we have to be safe, I mean, we have to be the safe one too, so they can come up and communicate with us so that we can how to say.

We can solve the problem, we can not solve the problem. How to say we can at least?

Dispute, solve the dispute between them so we can have a smooth relationship between US and them. So it is a kind of going in a smooth way from the first.

Which will help the employees to have a good.

Good bond between the company and them.

As HR it is above.

Our role to.

Take care of the onboarded people in the company to in order to maintain the both relationship of the company and the employees.

Thank you for sharing your approach. Building continuous communication and fostering trust early on is key, as you mentioned. How do you measure the success of these performance management efforts? Are there any specific tools or strategies you use?

Each people are different, where the performance is also differs depend upon their contribution and everything.

Who wants management?

We have to be everywhere. We have to be everywhere. That is the only thing. I mean everywhere in the sense we have to keep an eye on everyone individually. We have to track down each and everything in a minute basis efficiently or effectively. Both the cases and the performances can be both how to say physically and also mentally. They're however, employees take decisions how they are managing their work tasks like strategically, are they doing quickly or someone may.

Understood.

Do randomly someone may do the last minute, so it everything depends upon.

Each have one style, but we have to choose.

We have to see who is the good at everything when compared to their planning and everything in that basis we can find the host a good one and also.

How to choose? We have to.

Got it, so you're suggesting a detailed, individualized approach where you closely monitor and evaluate each employee's unique working style, strategies, and contributions. Makes sense. Moving on—how do you ensure employee engagement in large-scale organizations?

Important and crucial one I will say because even in our present company we how to say it is a how to say this is a big organization. We have a lot of employees and they not work at one place. They have to do depend upon the projects and all that. So once in a while we all make the peoples come at one place and make them engaged and sometimes we organize windows and all to how to say.

Yeah, anger employees engagement it is.

It is it will make them the sense of belongingness to a company, which is very essential for the all the employees. So once in a while we organize tools and all, once in a while we celebrate, once in a while we organize some dinner, gala and all for families also. So those things will help them like yeah, we belong here.

Families happy here too and between the employees relationship also.

Outside the company, like how to say the employee relationship, the main thing if you have friends or everything, the relationship, the communication, everything will be for it is depend upon the individual's formal, informal, but the work have to complete it. At the end of the day. That can happen if there is a good communication between all the employees and between employees and all that. So yeah, even in the large scale we can do how to say we can do festivals and all that.

Improves.

Annual meet, Annual fest? Color like in the schools they do today.

We can give the how to say the gift things left like from the corporates, Pongal, Diwali and all that. Yeah, it will make them feel special.

Understood. Your focus on creating a sense of belonging and fostering both formal and informal connections through events, celebrations, and family inclusion is a strong strategy. Could you share how you measure the success of these engagement initiatives? Are there specific metrics or feedback mechanisms you rely on?

Yeah, even in college we have an exams called open book and closed book.

In open book it is an open-ended answers. You can we can finish it or understand it anything like that so.

If we have a in and do you ask for feedback? Yeah, I would suggest say a feedback unnamed thing. How to say they can give us a feedback anonymously, which will help us to build, not build. It will help us to understand what is happening. It will help us to improve also. We can it'll prove to resolve also so.

It is a kind of they will be happy like we shared. So it will be good for them it to say and they will it will be on our end to solve and all the.

So it will help them at ease which is the employees at ease is a good success for us. I would say in from employees perspective as well As for us.

This galas will help the family who all attends. They will be also be happy, which is also a success for us because the children will be getting some goodies and parents will learn the their family will be like they're happy to come out, say for one day. Yeah, it's all. It's a kind of success.

If they come and they share the things and everything.

It sounds like you emphasize both tangible metrics, like participation and feedback, as well as emotional aspects like employee and family satisfaction. Let's pivot slightly—how do you approach compensation and benefits planning in your role?

Compensation and benefit planning.

Are you, are you asking about my payroll or something like that?

What are you asking about my suggestion? I want that.

OK.

Take your time—feel free to explain your approach.

Employee compensation.

OK.

Yes, how

The basic pay is usually common and known for them. Even in IT sector they have 1/4 quarter pay from the profits which is encouraging for them. Depend upon their performance for between their teammates and the overall thing it will be good.

But I don't know whether it is possible, but it will be good if there is an uh.

Could

What is saying even in educational institutions between the.

What is it between the Staffs and the professors? Also they can be done like what are the?

In kind of like maybe industrial visit something like that which will also give a good name to institute and also it will be good experience to learn for the students also.

Do for the classes to the students.

Which which can be.

Calculated a score or something maybe?

For.

For overall it will also can be changed as a compensation, maybe not change it can be.

Ranked as compensation to like perks or something like that. It will be motivational for them like we are good. They suppose they're good at teaching and everything, but it also competitive to who gives more to the students.

Some in some kind. Also because not not every perks can be, not everything can be said in numbers, not especially in educational institutions.

So it will be good for in that kind.

I understand. You're suggesting a blend of fixed pay with performance-based perks or incentives that encourage contributions beyond the basics, like fostering educational experiences or initiatives for students. This approach values both measurable outputs and intangible efforts, especially in an educational setting. Switching topics—what strategies do you follow to ensure compliance with employment regulations and HR best practices in your organization?

Teacher complaints and.

Tractor success.

As I already said, umm.

Not every person's data, not every person can be monitored, but every metrics can be.

We can be seen, we can be known. And if you have a good communication and we have all the datas they see, you know, even in education institutions we have, they have their websites and how long the students or professors or whoever, how much they're using the login and what are they using. Everything we have, we will have the most metrics. But those are in what to say.

If they have any grievances or they have problems or.

They will have done so many doubts, but once in a while we have to organize something and we have to explain everything from the onboarding till they settle. We have, we have, of course we'll be in communication regularly, but even though even after the onboarding, we have to keep in touch to.

To know what are, uh, is there anything we have to explain or something like that? Or, or maybe we can organize, uh, some formal meeting just to explain all the what are the rules and regulations other than seeing the documents and the signing we have, we can explain. That will help them to solve their doubts of future doubts also. Yeah, it may be a one hour thing, but it will solve so many things.

There will be.

To work what are they going to work on? Everything and even if they have for what else and they payroll they can be done.

They will be getting so much knowledge on what are they have to how.

It'll be so good if you have any formal meetings I need.

Understood. Organizing formal meetings to clarify regulations, address grievances, and ensure an ongoing stream of communication is a strong strategy. It fosters transparency and keeps everyone aligned with policies. Now, could you explain how you use data to identify trends or measure the impact of HR initiatives within the organization?

Even in every institution there will be a rules and regulations and even the government rules and regulations and everything have to be aligned and everything had to be followed, which is why we are all getting the pay. So how to say the data's everything? The using of the digital era and the data everything will give everything at a point like in.

In which will help us to find out.

What we want because we don't know what is average time people are being downloading their topics and studying and all that. But no, we will, we can. I'm just saying it from the students perspective.

No like for the.

Umm, for officers or from the Staffs, how much they are logging in, what are they doing? Everything will be in there.

The datas can be used like so if some person has worked logged in, I know was but there their profile shows they have worked only five hours in that and we can see the average of all others also which will help us to find out who worked not worked who log in the list so we can talk with them like is there an issue very low other than the other people we can help it will help us to talk and it will help us to.

So.

Communicate and solve the future problems also. It will also help us help us to make them competitive with others also. So yeah, it will help us to give the both of.

The push and the pull to make them work.

Yeah, analytics is kind of yeah, it will help us. It breaks the metrics, but it also helpful for us.

Understood, using analytics to monitor activity, compare performance, and address potential issues proactively is indeed a practical approach. Let's move on. Could you elaborate on how you ensure clear and effective communication in your HR responsibilities, especially in challenging situations?

Sorry to interrupt, we're down to the last 5 minutes.

It's our responsibilities, human resource responsibilities.

Yeah, yeah, proper Preheat come.

Communication.

Patience.

Communication is a key.

To ensure it's not like we can always.

Communication Communication is key to.

Movations key for HR role. So it is important to have a proper formal communication and start to learn from the all that it is proper comment.

Hello.

Next question, please.

Yes, I'm here. Please continue.

Hello.

Yes, I’m here. Let’s move to the next question. From your perspective, what are the key considerations for staying updated with employment regulations and best practices in HR?

You have to look at the both the top management decisions and age and everything and how it will reflect on the.

Uh, everyday.

Departments every.

Every and to include an organ coordinate all and over one time like if they have a if new department is coming, so it it will reflect and compare with other departments also. And there are so many things in that. So we have to align operating at once.

Staff Every.

I see. Staying aligned with top management decisions while coordinating impacts across departments is vital. It ensures that updates are implemented cohesively. Thank you for sharing that. With that, we’ve covered all critical areas. Is there anything else you’d like to discuss or clarify before we conclude?

Initially I just talked randomly because I don't know whether it is recording or not, something like that. So I just wanna say conveying. Sorry for that. And yeah, I'm happy with the interview. Looking forward for next one. Thank next interview with you.

Yeah, I'm sorry that uh, I don't this is a new to end of, uh, interview him or doing with AI.

Thank you.

Before we wrap up, what's one question you have about the role or our organization?

No, I don't have any questions right now.

Maybe working time?

Let me provide some clarity regarding typical working times. However, to ensure I give you the most relevant information, let me confirm that for you. One moment.

Working hours for the HR Executive position are not explicitly mentioned in the job details. However, roles like this typically follow standard business hours, with some flexibility to accommodate organizational needs, especially during peak periods or special events. If you have more specific questions or concerns about this, feel free to ask.

No, no, nothing. Thank you.

Thank you—that concludes our interview. I appreciate your time and thoughtful answers. Would you like to end the call here?

Yeah. Yes. Thank you.