HR shared services: Why global teams need integrated HR solutions with Kshitiz Sachan of Keka HR

We have to go transparent. We have to make our people see the reality, make our people see, understand themselves better, their job better, their work better, and the overall global picture better. You know, once you're able to get that clarity in front of them, most of the people are, on their own, are able to travel to a authentic purpose for your business.

You're listening to the Global Workforce podcast with me, George Britton.

Each week, we interview an industry expert to dive deeper into the world of managing a global workforce and discuss the big strategic challenges that you're going to encounter along the way.

This episode is brought to you by Omnipresent, the global employment platform that allows you to employ anyone, anywhere without having to set up an entity.

Designed, built, and supported by global employment experts, Omnipresent takes care of your international employees and contractors, so you don't have to worry about payroll, HR, or compliance issues, making it easier, faster, and safer to expand internationally.

My guest today is Kshitiz Sachan, performance management coach from Kecker HR, the global HRIS provider and excitingly, our newest integration partner that we're working with to simplify international expansion by allowing organizations to employ anyone, anywhere from directly within the Keka platform. Kshitiz, welcome to the Global Workforce podcast. Thank you, George.

Thanks for having me.

Fantastic. It's great to have you here. I'm really excited for this conversation today. Maybe just to get things going, you could start by telling the listeners a bit about yourself and your background.

Alright. So, how to define yourself is always the trickiest question to go after. But, alright. So I am a performance coach. What I do is if you look at businesses, most of the businesses operate, in a command based leadership body where the leaderships, kind of decide what is the direction to go after, what are the goals to go after, and then almost everybody's communicated and they follow and they chase those objectives. So I, I work as a leadership and a performance coach, and I help organizations migrate out of these traditional command based leadership models to more trust and purpose driven leadership models where more leadership can thrive within the organization at all levels, where people take more ownership towards the work and the value that they generate, from day to day basis or business.

Amazing.

That's, I think someone has written with you. I've actually, about six months ago, read, turn the ship around, which is a book I'm sure you probably, you probably read with the, the submarine captain kind of, like, trying to take this command based model and and empower the teams. It's, yeah, it was a really powerful book.

Yeah. I I think, you know, that's the day of the world now, George. You know, if you if you look at businesses today, no matter the kind of business it might be, it can be a very simple business of delivering a pizza to a pizza level to a greater than humanity business of, you know, probably colonizing the Mars or making humanity interstellar.

Almost all businesses are driven by purpose.

But most of the times, the problems that businesses face is that this purpose only sticks to a few, you know, set of people. So, typically, it's important to build that force, unidirectional force of purpose inside the organization to make sure that all people follow a singular direction, and go after, the vision.

Yeah. It makes absolute sense.

So, Kshitiz, for for those that aren't necessarily familiar with this, like, how would you describe organizational performance management, and where does it sit within, like, the organization strategy frame?

Alright. So if I take, you know, to set a small context to it. So I pick up what I was explaining a little, back, which is, the businesses start with a clear sense of purpose. You know, if you look at founder, the founder almost knows what is required to be done, you know, what what are they opening that business for?

What is that underlying need of the society or people for which they are starting a business. But then eventually when people start to join a business, right, they all come with their own sense of, you know, purposes, which is, it could be learning, it could be money, it could be sustainability, it could be, you know, finding group of people that they like working with. Right? So there are n number of aspirations because of which people really come to work.

So if you look at it, like, there is a misalignment in what organization aspires to do and what individuals really join the business as. So performance management is that, is is that side of the business which actually helps you take control of this misalignment.

So, fundamentally, if you look at it, the vision of the organization, it's a parametrical framework. The vision of the organization usually defines, the behaviors of the organization, the mission statement of the organization.

The mission breaks down into, objectives, which is you know, it could be department level objectives. It could be individual objectives. Those objectives break down into KRA and KPIs most of the times, which is the key resource areas and KPIs. And KRAs and KPIs are broken down into metrics, which is the tracking unit of, of an objective. So if you look at the entire organization, where does performance fit? Right in you know, performance management is that frame on which the organization operates in entirety.

So, you know, it it's it's a art of alignment, you know, where the work that you do versus the work, what organization is trying to do. It should come into, some amount of consensus to really for the work to really happen.

Yeah. That makes that makes total sense. And I guess one of the things you mentioned just then was there might be misalignment between the company purpose and, like, what the company set up to do. And as you say, like, as every employee comes in, they have their own individual purpose, and there might be some misalignment there. I'm guessing that problem then gets exacerbated if you have employees across lots of different countries and you have cross cultural challenges.

What what do you like, is that am I on the right line, sir? Do you see that as a as an issue? Like, how's what what should this to become that?

I'm actually reaching the right pace, Raj. If you look at it, if I look at it from a psychological lens, it is nothing but a silos mentality problem. You know? So as soon as you are running your businesses beyond the multiple, cultures or multiple countries, multiple regions, you will see that your business, your people start getting into a silo.

A certain set of people with a certain set of behavior will always behave in a certain way. Right? If you look at sales folks, they will think from a sales perspective. You know, they talk about anything that would be the perspective because that's how silos operate, within the workplaces.

And that is happening with when when you're building multinational, organizations which are, kind of, catering to multiple markets.

This is one common problem that on the different, entities or different set of units which are supposed to do similar quality of work, end up working in silos and working with their own set of inefficiency. So, yes, performance management is that, one tool which can actually bring that unilateral sense of, you know, purpose, you need, you know, one sense of direction of where we need to do need to go as an organization.

Yeah. Yeah. Got you. And, from what you're saying, it sounds like it's just one of those problems that comes with not necessarily, only happens when when you're into different countries, but just, as you start to scale, like, as you silos are prevalent in in demand in, like, countries that only operate in one country as well.

Right? You just have one leader has one certain style or one sort of sort of flavor of their perspective on the purpose and then they're slightly different, you know, slightly different perspective. And then you create these echo chambers where people are only talking to people within their those different silos. Right?

Yes. Yes. Exactly. And, you know, the the, the the problem is very much more complicated.

Although, like, it looks like that this is just a silo problem. But a lot of times, there are so many biases involved with the entire process of, you know, how we look at people, how do we look at, different sets of unit inside the organization that, you know, there is recency effect happening where, almost work happening on day to day basis organizations, you know, it's hard for managers to remember. It's hard for people to remember. And at the end of the day, when you are doing appraisal cycles, all of that inefficiencies do reflect.

You know, it becomes harder to take a call that who needs, who should we provide, what kind of growth. So, apparently, you know, it starts, with silos, but then it evolves, into becoming a very much more, bigger problem, you know, to a degree where there is misalignment in work. Right? Your leadership is trying to do something else, and in entirety, and one corner of the organization is working absolutely against to what you're trying to do in the other corner of the company.

So Mhmm. Yeah. So those are the scenarios.

Very interesting. Actually, our our latest all hands, actually, our our CEO described himself as the chief reminder officer to remind people about vision, mission, strategy, values, all of those kind of things. So, yeah, it's, it's definitely one thing to to make sure teams are aligned around.

In your mind, how how much of this is a is a people and a leadership issue, and what role can technology play in ensuring that you have these consistencies across these different silos?

Right. So although, like, a lot of it is inscribed into human nature, the problems, are in human natures. But, again, technology has its basic definition of being an enabler, and that that is exactly what, you know, platforms like, you know, when when you're deploying performance modules and stuff like it, that's what they actually try to help you with. So, we try to sit around the the natural flaws that you have and make sure that, you know, there are we we are able to fill up those gaps.

Now if I talk about some of those, right, fundamentally, if you look at it, almost all of us, as as soon as we start living our lives, we are driven by desires and needs. Right? Which is kind of, you know, if you if you've gone across Maslow hierarchy of needs, you'll understand how an individual eventually makes a journey towards becoming, you know, self actualized or become purpose driven. Now, eventually, if you look at, the side, is the problem organizational or individual?

You know, it's an all overall growth, that we are looking at. So we have to identify who is in what stages, and then we eventually try to pick up at, pick them up from there. So one of these cases is, like, if you look at goal settings happening inside the organization, the capability of people to set goals in itself is extremely, limited. You know?

Still, you know, surveys tell that ninety to ninety five percent people do not use a goal setting methodology, be it smart goals, you know, being if you're writing goals right at specific, measurable, attainable, relevant, time bound, or, you know, modern day modern day goal setting methodologies like OKRs or balanced scorecards. So, but but while the workforce is not aware about writing, structured goals, think work structured, that is the kind of, output that they generate also. They are not structured and they're chaotic at times. So, eventually, you know, this is where, these technologies come into play, that they fit in really well with how, you know, we should be operating ideally in work and, you know, tracking the progress.

So I'm a very hardcore believer of what Peter Drucker said, is that if you cannot measure it, you cannot improve it. And I think, you know, sixty years gone, it still stands exactly where, you know, ever since he said it. Yeah. We try to measure every single important aspect related to employees' performance, people's performance, and we try to measure and then give insights so that we can develop that over a period of time.

Yeah. It makes no sense. I'm also a huge fan of that. Like, it's it's impossible to to manage something that you can't measure. Right? So but soon and interestingly, as soon as you start measuring a certain metric, then you start to see it change even if you don't actively, like, try and try and change something just by the act of measuring.

Something I wanted to get your perspective on, Kshitiz, is, so that you've worked you're obviously a very global company at at Keka, but also, have worked a lot of global companies. What best practices would you recommend to to listeners for ensuring effective collaboration across geographically dispersed teams?

Okay.

When we talk about workforces around different, corners of the globe, one common problem is that, the work that's happening at one center is not a lot of time visible to the other center.

That is one. Right? The other is we might be working for very different set of purposes. So, how do we fix those problem through technology?

There are a lot of ways to do it. First, our technology would help you, you know, you you and your people to streamline goals more effectively. Eventually, dashboarding is a big problem. Right?

Even if the goals are written down, a continuous track of your efforts versus outputs over a period of time is essential because if we do, you know, if if the year is gone and then you look back and you say that this didn't work, you cannot go back in time and improve it. So the idea is to be, to share those feedbacks on a real time basis.

You know, if there's a problem happening, should flag, maintain performance diaries, appreciate people when when they really do good work, give them an area of improvement if they're, failing somewhere. Right? So this entire essential dialogue between the people and organization year around is something which can be solved to through, you know, proper dashboarding of goals, center wise and providing visibility across, the organization. So I like this example what Google did.

In nineteen ninety five, they wrote their vision, which was that we want to organize words information and provide it to everybody on planet for free. And if you look now, twenty years later, three lakh more employees, and this is exactly what they have done. Right? They organize the word information and provide it to everybody on planet for free.

Now, essentially, at that point of time, when they were designing OKRs, one interesting use case that they came across, and as tech was not possible, what they did, they did OKRs objectives for all the different cities, countries that they had offices on and posted, you know, they created an organization wall of objectives and they pasted it in Q1. So that as soon as anybody walks into the office, they have a very clear visibility in terms of, you know, who in which corner of the company works on what. So that kind of, you know, improves, the internal communication, internal bonding. And, of

course, you know, if there is, new opportunities which can happen, even those also come out as scenarios.

Mhmm. Yeah. I think that's you see a lot of stuff written on walls, and sometimes I think it's good, and sometimes I think it's it's not it's not as useful as it as people think it is. But I think I've never worked in a company in the size of Google. It's enormous.

But I imagine that must be a real challenge when you've you've got so many different thousands of people in so many different countries to try and get them all aligned, and that's that seems like probably quite a smart way to get something that's really important, especially for alignment, like, just in front of your visual space all the time. Yeah. I read that example.

Another another thing I wanted to take your get your take on, Kshitiz, is, obviously, we just launched our partnership. Very excited to be to be doing that with you.

And what we're really trying to do is to simplify global employment from within the Keka platform.

And I've got a few opinions on this myself, but I'm I'm curious in getting your perspective on how important integrations are, for Keka to to enable organizations to drive high performance levels that you mentioned, and, what's your take on that versus, like, all in one solutions?

Alright. So, first first of all, all in one solution is there is one problem with all in one solution.

It's too big to manage. You know, even for the businesses who build it, over a period of time and they start scaling it, they find that, you know, one part of the, of the tech stack or one part of the business is working out really well. The other part starts getting numb and then eventually dies.

So, what's the utility of integration? I think, you know, the words understand it. Looking at, you know, multibillion dollar industry of integration today, these integrations are definitely helping us build that data lake where we can look at the entire set of data, and our data can actually work for us at the time when it is required. So, essentially, you know, like, if, you know, let let let's look at our own association. Right?

Your where your work, happens, you know, so let's say if you are, hiring somebody at your, organization, and then, that same organization use a the organization would be using an HR tech platform to manage the people database, to manage the people practices.

So this integration immediately, eases a big problem that the the entire dynamics of people coming in, you know, moving out, all of that can seamlessly happen. Right? And, the communication between the vendor, you know, in a different set of work that's happening, even that becomes really, really fast. So that's one big benefit.

And then, the other benefit is that you a lot of times, you want to look at, you know, outputs generated from one system, and the other system, and you wanna look them together, you know, to to get more logics, to get more, ideas of how, you know, it is working for, you know, for your organization. So all of that becomes a possibility. So, you know, seamless integrations are now happening. Right?

So it's just one API call and then, you know, the entire data reflects wherever you want. Right? So that's the kind of, you know, feasibility that almost everybody looks, looks at. Now the problem is that, if you look at, you know, from a buyer standpoint, it was still okay.

But when we go to the user level, right, the buyers are somebody else. Let's say the buyer is an organization. The users are the people. People have their own limitations.

You know? They cannot keep infinite number of apps, infinite number of, logins at their level and manage, you know, give their time on all those platforms. So, these integrations kind of simplify that as well. You know?

You do your job once in one place, and it it gets done everywhere else where it is required. Right? So that is the kind of effort you save for the end user, and, you know, that is why the organizations are picking this up.

Mhmm. Yeah. It makes total sense. I've got a few thoughts and philosophies on this myself.

So I think my experience oh, you say, like, these are all in people who try and do too much often end up doing nothing particularly well. Like, for example, like, we could have had a strategy in the past, an omnipresent of, well, we could build our own HRIS. We already have a platform. Some people use that platform.

Why don't we expand that to, you know, other use cases outside of international employment? The challenge is that, like, we then start to spread our resources too thin. We'd start to compete with someone like Keke who are doing a much who would do it much better than us. Also, we'd probably create an inferior experience for our existing users or or existing services.

So we took an approach a while back now to, like, stay in our lane, double down on what we do best, which is create fantastic experiences for international employees to make them feel like domestic employees. And the next step of that is to is to speak to all the customers that are using tools like Kekka and make that as seamless as possible until it's truly, like, a seamless experience between managing a domestic employee versus managing an international employee. So both HR managers for who use Kecker and the employees just log in to Kecker. The salary changes are all held within Keka, and they just sync through to Omnipresent.

The employee feels exactly like a, like a a Keka a Keka employee. They have all the same benefits and all the all the rest of the things that they would expect as a Keka employee.

They get all of the manager, all of the bonuses and the salary changes and time off and all of that kind of stuff just just syncs straight through and that this is kinda like the next step in that in that evolution of of of the world that I think we're moving towards, which is that everybody should be able to be employed anywhere, and it should feel like the same thing.

Absolutely. And, you know, that's exactly the point. You know, if you look at, the dynamicity of things, right, inside the business, this is the way forward. You know, we gotta get our businesses together, eventually, you know, and, that's that's where the marketplace concepts are evolving really, really fast. Because, you know, if you can understand, a certain persona and the needs of that persona, you can actually bring a bunch of services together to become a more powerful, you know, center of services. So, yeah, we we definitely do look forward to, you know, more and more people onboarding our association, because the ones that we already done have given us really good feedback to really move forward with.

Yeah. Amazing. I'm really excited.

Now, Kshitiz, something else I wanted to get you to. We talked earlier a bit about these silos, and you might find silos within, like, a single country. But I think when it comes to cross borders, you definitely start to it's it definitely becomes easier for those silos to form. I'm guessing you have a lot of experience about, like, breaking down those silos and creating more transparency across these different global teams. Like, how can leaders start to think about that and make sure they are stopping these silos before they form?

So, yeah. So just not the borders, on this structure. I would like to bring this upon. So if you look at any business, the business is always made of a business would always have a certain structure.

Right? That structure might have entities, you know, business units, cost centers, branches, regions, hubs. Right? So there are hundreds of nomenclatures of how organization structures are designed.

Now once organization structure is existing. Right? The problems with structure is that structure will limit, the freedom of communication because there's a structure in place. So let's say one of my branches, in Dubai, there is like, I have sixteen people working over there. Lot of times, it becomes hard for me, for a certain project that has come to my kitty, let's say in India or US.

I need help of those resources.

So, you know, there is a number of things that I need to take a look at before I even reach out to them or, you know, extend or, you know, assign maybe a KPI or an objective in my project against those people who are out of borders. So, having a technology or a platform like this can, increase visibility, beyond the borders. Right? So, you know, it's about creating a digital world for yourself, a digital workforce.

Right? Almost no matter where people really are, you know, you can stay connected. You know? You are in office.

If you are in, you are in office if you're locked in. Right? So, that, in essentiality is actually quite inclusive, you know, if you look at it, right, the way it works. The other say, the other side is, like, if you look at silos problem, silos, lot of time, you know, they're although, you know, the reason is communications.

Right?

Within the echo chamber, there is a set of things which are echoing and then everybody's just thinking around that. Right? The the the way that you kept it. Now if we, how do we break this?

So there are lot of, you know, a lot of methods that we actually brought into our system. So if you look at, you know, we brought in a culture wall, which, the platform has where, you know, organization department level walls can be created. You know, you can share appreciations. You can share certificates.

You can recognize people. You can share batches and awards with people. You can put rewards and recognition and learning programs from the same wall. So, you know, you can actually build culture walls where, whatever migration or change management your organization is going through at a certain period of time, all of that can reflect to almost everybody in the organization.

Streamlining that communication, making it more transparent is something where it where it comes into play. The other aspect is, you know, we also have surveys and, you know, great great place to work surveys and all other, modules, employee pulse modules also designed in the system, to capture on the pulse for different regions, centers, or branches that you have. So, you know, if there is maybe probably one, workforce working in a certain country and another workforce working in a certain country and there is a discrepancy and experience that your organization has, all of that, the system will be able to flag seamlessly without, you know, putting any effort. So those are the kind of benefits that we talk about when we when we try to go after the silos problem within the organization.

Yeah. Yeah. It it makes total sense. I really do have the culture wall. That's something that I think is ripped off as you said, especially as you if you're going through some kind of some kind of shift in the business, which I'm sure most businesses are doing all the time.

One of the thing I wanted your your take on was, time zones and remote work. One of the things so we're a remote company. One of the things that I obsess about is making sure that things are written down. Like, you know, you can't expect someone you can't expect to just say something on a call and then somebody like, even if that call is recorded and posted into Slack, like, if you see someone on the other side of the world, like, they're not gonna pick that up unless you properly write down a thing. So you have to make sure everything's written down. We have to obsess about documentation.

I'm curious to get your perspective, and how have you seen businesses dealing with different time zones, different, and how to manage remote work if that's been doing the last few years?

So as we, KKAI is a time tracking software, right, where we, kind of track time and attendance for people.

You know, big this was initially a big challenge for us as well, you know, when we started scaling, globally into different markets. We found that different time zones, they shift automatically the shifts that people follow, the work hours that they're following, all of that is changing by a certain set of, you know, hours.

In certain, countries, you would see, multiple shifts happening under, one one facility for the for maximizing production, like, if we talk about production based, manufacturing plants.

So, in certain like, in these situations, you know, like, the way we have designed our technology is that based upon where the user is logging in from and, what alignments you have done as per the policy to them. Automatically, the tracking and hours localized based upon the time zone that it is it is there.

Beyond that, if you look at a lot of other aspects which are required in terms of, for me as an individual, I want to look at, my information in a transparent way. All of that becomes, you know, one having one single platform which provides, the same experience to probably a contractual or short term employee also, versus the long term or a permanent employee of the organization. You know, those are the kind of things which actually make, you know, these platforms really worthy for for utilization inside organizations.

Mhmm. Yeah. It makes a lot of sense, I think, from from what you just said.

How important is leadership in these in these in these, engagements here? Like, what qualities have you seen leaders demonstrate that that really help when people are going through these kind of shifts?

Yeah. So, well, there are so many leadership, you know, models to follow.

But I think, you know, being vision centered, inspirational is something which I think, you know, is loved around globally. You know, that's how the world is now. Most of the workforce today are not, they don't really come to work to just make money or just, you know, feel safe or sustainable.

You know, a lot of work today, that people do on around this planet is based upon the passion that they feel towards what they do.

So, essentially, leadership today is, it's all about developing that passion inside people.

How you know? The the way I look at it, passion has a formula. A person is always passionate if they have clear set of objectives, clear set of things that they need to do, if they have clear set of competencies which are required to do those things properly. And then the third aspect, which I believe is extremely important, is the core values, which is the set of principles which actually make, a person decide that how are they going to behave, with the people inside or outside the organization.

So, essentially, you know, leadership is all about probably, you know, encouraging people to to rise to higher models of competencies, values, and goals in life.

I think I completely do the I'm a big fan of core value. I think they're incredibly important. I think that one of the things that some companies for some companies, it can just be like a sticker on a wall. For other companies, it can be like, you live and die by these core values. Like, this is what is this is what we do or what we don't do. And I think one thing that I've seen work really well is when that that kind of thing has to come from leadership.

There's not something that's gonna if you let it bubble up from the grassroots, like, you you get all these different things that sort of start different different purposes, different different feelings, and different ways of working, different opinions on things.

But I think if you really wanna instill core values, it needs to be part of all of the things you do. Like, you mentioned, like, the reward and recognition pieces, the performance reviews, like, the hiring process. But, also, the other thing I feel about the this is, like, as you get higher up the like, everyone should should adhere to, like, a court like, a standard, like, standard set of values to a certain extent or, you know, as much as as much as possible. But as you can hire up the organization, like, the the intensity should increase.

They should really, really be passionate about these things, and they should have objective, clear examples of them, like, living by the values, and I think that that that is I'll give more perspective.

Actually, you know, George, if you look at our own lives, right, I I like, I've been in around industry in fifteen years. In the last fifteen years, although my work has been driven by, you know, how I performed on my objectives, what job did I land in, right, what project I got, what competencies or skills I have. But now if I look back in last fifteen year, one and half decade of experience, whatever I have, the the the most important thing which actually brought me results were the values. You know, my values, fundamental values, you know, which is, which can be broken down into behaviors.

Behaviors like staying punctual, you know, valuing people time, being, ethical. You know? So these are, these are things which actually, generate that trust, that you should carry around you as an aura and which kind of attracts work, attracts value. So those are the kind of, you know, things which which which which I have seen and I have failed.

And I'm pretty sure, you know, like, that's why it's becoming the you know, it's becoming so critical. Today, if you look at we we currently power close to twelve thousand organizations around the globe with our platform, which are using our platform to, to manage their HR processes. Any of them using the performance management module, eighty to ninety percent of them use a core values framework to align and provide certain amount of weightage onto the core values performance as well. You know, what were the indicators?

How well did you do on your values? You know, that is becoming essential day by day, because it's just not, about us as individuals, but about the world as well. You know, we wanna be better. We wanna do things, keeping better values in center.

Mhmm. Understand.

Actually, Shruti, you want this is something I wanted to ask you about. So, obviously, we're in a we're in a world now that's been shaped in the last twenty years by advances in technology and the rise of the Internet, but feels like we're in a cusp now where this is only gonna accelerate and, like, the curve is is gonna is gonna dip again.

How do you see things like advancements in AI and machine learning technologies shaping this concept of global team alignment and performance tracking?

Yep. No, sir. So for now, it is definitely having an enabling effect on the quality of work that was happening. Right?

Let's talk about let's talk about the entire, you know, AI universe at the moment. Let's just focus upon one most commonly accepted, piece of technology, which is GPDs. Right? So retrain transformers.

So now if you look at chat GPD itself, like, we have the absolute adoption of the platform. Right? I go to any conference. I go to AI.

I'm conducting any show around the globe.

Any master class on AI, how many of you use AI? Almost hundred percent people raise their hands. Right? So is it, here to stay? It is for sure.

Is it gonna lead to end of jobs?

Maybe the current jobs.

Maybe the current set of jobs which exist. Right? But then that's how the world has been forever. You know, this is not something you know, I find this entire fear of AI taking away jobs pretty redundant.

Because if if you study any books from era of nineteen thirties, nineteen thirty five, they will tell you that industrial revolution had its had the same effect over humanity. Almost every Mhmm. That they have few set of factories will be able to meet, the demand of the civilization, in no time. Right? But if you look at it now, that entire revolution is the baseline of all the jobs that we that exist around the globe. So if a revolution is coming, it's gonna come with its own set of jobs for people. So I think, you know, there is absolutely nothing to worry there.

You know, it's making us, do our work better is something which I feel as of now. Definitely, there are, effects on personalities which are really hard to tell at the moment because, you know, when when social media revolution was happening, we, you know, the the side effects, it's it's pretty evident now. The attention span of people have gone down and so many other things that you feel. It's gonna happen with GPT as well, but, yep, I think nothing that human mind cannot cope up with. So yeah. Mhmm.

Yeah. I can agree with you.

I agree with what Sam Edmond says, which is, it's gonna be net beneficial to humanity. It might have some better parts to it.

Hundred hundred percent. I'm definitely more of an optimist than a pessimist. There's one quote that keeps rocking around in my head, and I can't remember who said it. But it's not that your is, AI won't take your job.

Someone using an AI will take your job too. So it's that thing I've been you mentioned, like, people using it. Like, that's how you can supercharge your day to day, but it won't completely, like, take over your your role. It still needs people to to do that.

So, yeah, I can do with what you said there.

Last question, Shruti. I know I've taken up a lot of your time today, and I really appreciate it. What are your three key takeaways for someone trying to optimize their performance of their international teams right now?

First, buy a technology.

Cannot do it with half big tech.

You cannot make organizations today without building those interferences which are essential for organizations.

There are there are compliance and regulations which are forcing us to, you know, to be more, what should I call it, be more considerate about how we run our practice inside businesses.

So, essentially, use a text tab. It will give you all the essential capabilities. It will immediately take you to a benchmark level of whatever happens around, around globe, around businesses. Right? So, yeah, that's the trend. And I think, you know, the largely, there are benefits always, following a trend. So, yeah, go on with it.

Yeah. Got it. I think, let's the other things I'd probably add to that are, like, ensure you've got strong leadership to to roll these things out and to Internet because the technology isn't gonna solve all the problems for you.

You need to Yeah.

Very rightly said, executive sponsor. I call it an executive sponsor that is always required to do something like this. So yeah.

Yeah. Yeah. Perfect. And then I think the last thing is what you said at the start, which is, like, ensure consistency across those different teams. Like, ensure we're all aligned on exactly what we're measuring, how we're measuring it, all of those different things.

I think that's Yeah.

The the the the the movement starts with you thinking in the first place that, yeah, we have to go transparent. We have to, see make our people see the reality, make our people see, understand themselves better, their job better, their work better, and the overall global picture better. You know, once you're able to get that clarity in front of them, most of the people are, on their own are able to travel to a authentic purpose for your business. So, you know, nothing like it.

Hundred percent.

Kshitiz, I've really enjoyed the conversation today. I've learned a lot from you. I really appreciate it. Thank you so much for being my guest on the Global Workforce podcast.

Thank you, George. Thanks. It was nice.

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