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Neha Sinha - Corporate Leaders Of the Year 2025
Leader at a Glance
Neha Sinha, Corporate Leader of the Year 2025, is a Lead Talent Acquisition Partner at Acquia, expert in strategic hiring and recruitment.
Name: Neha Sinha
Designation: Senior HR Head
Company: Techrooted Inc
Industry: Information Technology (IT) Staffing and Services.
Country: India
Designation: Senior HR Head
Company: Techrooted Inc
Industry: Information Technology (IT) Staffing and Services.
Country: India
Neha Sinha - Corporate Leaders Of the Year 2025
Leadership today is being tested less by certainty and more by complexity. As organisations navigate constant disruption, the alignment of people, purpose, and performance has become a decisive factor in long-term success. Culture, capability, and trust now sit alongside strategy as critical leadership responsibilities, elevating human resources from a support function to a strategic anchor. In this evolving corporate landscape, Neha Sinha, Senior HR Head at TechRooted Inc., has built a leadership journey defined by depth and adaptability. With over a decade of experience across technology-driven organisations such as Spruce InfoTech, IMCS Group, IDC Technologies, and SoftNice, her work has consistently focused on talent strategy, performance architecture, employee relations, and organisational design. In her current role, she leads the development of scalable people systems that balance business growth with human impact. During her exclusive conversation with The Portfolio Magazine, Neha reflects on her journey, the challenges she has navigated, and the leadership lessons that continue to guide her approach.
How has the role of HR leaders evolved in the last decade, and what’s been your personal experience in the same?
When I look back over the last fifteen years, the biggest shift has been recognising how central people decisions became to business performance and risk. HR could no longer remain administrative once technology introduced scale, visibility, and real data across the employee lifecycle. That change quietly raised expectations around judgment and accountability. The pandemic from 2020 to 2022 made this unavoidable, as HR became the stabilising force amid sustained uncertainty. That period reshaped how responsibility was viewed, placing ethics, wellbeing, and social responsibility at the core of productivity and trust. Between 2009 and 2024, cloud platforms, employee experience design, equity leadership, and AIenabled recruiting, learning, and workforce planning collectively moved HR into a role that now carries strategic influence alongside reputational consequence.
What challenges emerge with a multi-generational workforce today, and how are you addressing them?
As the workforce becomes increasingly multi-generational, the biggest roadblock I see is designing systems that can support very different expectations without fragmenting the organisation. Gen X, Millennials, and Gen Z approach feedback, flexibility, and career growth from distinct reference points. Early on, assuming alignment created friction. Listening changed that. Data-driven engagement tools helped surface where expectations truly diverged. This also revealed how legacy job structures struggled in a skills-first world where careers are fluid. Skills-based hiring, internal mobility, and just-in-time learning addressed that gap. Autonomy expectations introduced another challenge. Freedom only works when outcomes are clear. Shifting focus from hours to outputs, while coaching managers through that transition, restored balance without weakening accountability. “The challenge is no longer managing generations, but designing systems flexible enough to earn commitment across all of them.”
How are you leveraging today’s technologies in your role, and what specific strategies do you deploy to strengthen leadership development?
In a work environment shaped by speed and complexity, the question for me became how to make people decisions earlier and with greater confidence. Technology answered that need—AI-enabled analytics
“The future of performance will belong to organisations that build capability faster than change can disrupt it.”
surface attrition risks, engagement drivers, and skill gaps before they escalate. Predictive dashboards revealed burnout patterns that intuition alone would have missed. This shifted hiring and internal mobility from instinct to evidence. Automation across onboarding and employee support reduced operational drag, freeing HR teams to focus on experience and culture. Learning platforms changed another assumption. Personalised learning paths replaced uniform programs, allowing growth at an individual’s pace. When pulse surveys, sentiment analysis, and performance systems connect, leaders gain a real-time view of team health. Leadership development then becomes adaptive rather than reactive.
As a senior HR leader, how do you ensure your leadership approach and HR strategies remain aligned with broader business objectives?
In a senior HR role, alignment becomes a daily discipline rather than a one-time exercise. The starting point is always the business strategy. Vision, revenue logic, market pressures, and growth ambitions shape every person’s decision that follows. Beginning with HR priorities, there have been consistent misalignments in the past. Mapping talent implications directly from strategy changed the quality of conversations with leaders. Alignment strengthened further once accountability became shared rather than functional. Regular leadership sessions surface skill gaps and organisational bottlenecks early. Over time, HR evolved into a role that coaches leaders and challenges assumptions. Consistency across performance management, rewards, hiring, succession, and capability building reinforces direction. Clear metrics tied to productivity, internal mobility, leadership effectiveness, and retention keep HR impact grounded in business reality.
As the industry continues to evolve, what excites you most about the future of organisational performance and people development, and how are you preparing yourself to embrace these changes?
As the industry evolves, what excites me most is how fundamentally our understanding of performance is changing. Managing tasks is giving way to enabling potential. Careers are no longer linear, and skills no longer remain relevant for long. This shifts the focus toward learning ecosystems rather than static training calendars. AI-driven insights make development deeply personalised, revealing patterns around performance, engagement, and leadership readiness that were previously invisible. Employee expectations have also matured. Meaning, flexibility, transparency, and psychological safety now shape commitment. Organisations responding authentically are already outperforming others. Preparing for this future requires deliberate choices. I continue to deepen digital and analytical fluency, evolve HR operating models, strengthen coaching capability, and stay close to workforce sentiment through continuous listening. Performance today depends on how quickly people can grow.
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