Interview
Shraddha Reghe
Vice President People Practices
As VP of People Practices, Shraddha is responsible for shaping the company’s HR approach and leading efforts to make Seclore a great place to work. Her diverse background across various HR disciplines brings a wealth of experience to her role, where she has spearheaded the creation of Seclore’s distinctive employer brand, ‘Entrepreneurs, not Employees,’ which encapsulates Seclore’s commitment to empowering individuals to take ownership of their careers and make a meaningful impact.
Q:1. In your experience, as the global landscape is emerging, which three skills will be gamechangers for tomorrow’s workforce?
A:The three skills that will define the workforce of tomorrow are learnability, cultural intelligence, and collaboration. Learnability matters because careers are no longer built on one expertise but on the ability to continuously pick up new ones. To truly learn, we also need cultural intelligence - an openness to perspectives shaped by different backgrounds and ways of working. Collaboration ties it all together: today’s problems are too complex to be solved in silos, and the ability to work across functions, geographies, and industries will set people apart while keeping them connected to a larger purpose.
Q:2. Which talent transformation story from your career makes you the proudest?
A:A few years ago, we placed high-potential employees in roles across new regions to build cultural agility and prepare them for global growth. It wasn’t always easy - many questioned if they were ready. But as they navigated unfamiliar markets, worked with colleagues from different cultures, and saw their ideas create impact, their confidence grew. Today, some lead global teams. This is not a one-off - we continue to identify talent and give them opportunities beyond their geography. Watching people discover strengths they didn’t know they had and grow into leaders has been the most rewarding part of this practice.
Q:3. Which are the critical parameters and skills you would assess to enable an effective succession planning process?
A:A few years ago, we placed high-potential employees in roles across new regions to build cultural agility and prepare them for global growth. It wasn’t always easy - many questioned if they were ready. But as they navigated unfamiliar markets, worked with colleagues from different cultures, and saw their ideas create impact, their confidence grew. Today, some lead global teams. This is not a one-off - we continue to identify talent and give them opportunities beyond their geography. Watching people discover strengths they didn’t know they had and grow into leaders has been the most rewarding part of this practice.
3. Which are the critical parameters and skills you would assess to enable an effective succession planning process
Ans: For me, succession planning is about preparing leaders who can carry the organization forward with confidence. Some of the qualities I look for are:
● Consistency – how someone performs not just when things are smooth, but also under pressure
● Learning agility – the ability to adapt quickly and stay effective in changing, uncertain situations
● Leadership potential – how they inspire trust, bring people together, and encourage new thinking
● Cultural alignment – whether they live the values that keep the organization connected and strong
These are the qualities that give leaders the resilience to grow into bigger roles and guide the organization through change.
3. Which are the critical parameters and skills you would assess to enable an effective succession planning process
Ans: For me, succession planning is about preparing leaders who can carry the organization forward with confidence. Some of the qualities I look for are:
● Consistency – how someone performs not just when things are smooth, but also under pressure
● Learning agility – the ability to adapt quickly and stay effective in changing, uncertain situations
● Leadership potential – how they inspire trust, bring people together, and encourage new thinking
● Cultural alignment – whether they live the values that keep the organization connected and strong
These are the qualities that give leaders the resilience to grow into bigger roles and guide the organization through change.
Q:4. What’s been your toughest cultural challenge in global HR—and how did you solve it?
A:One of the biggest challenges in a global setting is bringing people together under one shared purpose, despite different cultural contexts and work styles. We made communication and transparency the anchors - through All-Hands meetings, CEO-led town halls, and open platforms where employees could raise questions directly. The idea was simple: when people have clarity on the bigger picture and know that their voice matters, they feel part of the shared journey. Over time, this consistency in communication helped strengthen a sense of belonging across regions.
Q:5. The PeopleFirst HR Awards aim to spotlight forward-thinking HR practices—what’s one underappreciated area in HR you believe deserves more recognition?
A:Career mobility and levelling often don’t get the attention they deserve, yet they play such a big role in how engaged people feel. Employees want to see clear growth pathways, and when organizations create opportunities through internal marketplaces, rotational assignments, or skill-based projects, it sparks energy. It reassures people that they can build their careers here, without having to look elsewhere. For the organization, it also creates a workforce that is more agile and ready to take on new challenges.
Q:6. What’s your one golden mantra for the next generation of HR leaders?
A:My mantra is simple: stay curious, stay human. Curiosity keeps you open to learning, experimenting, and discovering possibilities you might not have imagined. Staying human ensures that in every decision, you remember the impact on people - their growth, their challenges, and their aspirations. In a world where technology is evolving faster than it ever has, AI and its adoption being a prime example, it’s this balance of curiosity and empathy that will help leaders create workplaces where people truly thrive.