We’re back with the next episode of “Learning Leaders Unplugged,” an interview series that promises to offer our readers and viewers a window into what drives the work and passion of successful HR and L&D leaders. 

The guest of our second episode is Vijay Lochen. Vijay is the VP of HR at Hexagon India and has 28+ years of expertise across the spectrum of human resources management. Apart from his acute understanding of people, policies, and processes, he stands out for his avid reading habit and calm presence. 

If you’re like me and can’t wait to know more about his story, dive in with me…

Geeta: Welcome to Learning Leaders Unplugged, Vijay! When we started seriously thinking about this interview series, we knew it would open up fantastic learning opportunities for us and our readers. And with you on board today, I’m sure lots of learning will happen. So, to begin with, please tell us about your background and how you got into this career. 

Vijay: Thank you, Geeta, for such a warm welcome. 

I am a little lesser than the L&D, the way L&D professionals are, but I have developed a keen interest in learning and development through my interactions with people I’ve met along my journey. One significant encounter was with Alok Narain, a training manager at the Oberoi group of hotels, when I joined in 1995. He left a lasting impression on me with his polished demeanor, especially considering I was quite young and fresh out of college at the time. The initial months were part of the training program, where I had the opportunity to interact with the Oberoi group’s General Manager and other experienced professionals who shared their insights.

As my career progressed, I encountered more individuals from different organizations and at various levels. Some were remarkably talented despite their young age, particularly inspiring me. Additionally, my work took me to several countries, giving me a broader perspective on how people in Southeast Asia and Europe perceive learning. I learned that cultural differences greatly influence how people learn and understand concepts.

For instance, employee engagement scores in India and Asia are typically higher compared to Europe and the US. This observation has led me to understand the diverse behaviors and driving factors behind learning and development, shaping my overall background in this field.

Geeta: As you mentioned, you are not from the core L&D background. But still, your involvement in training and other areas at Hexagon suggests that you’ve been instrumental in launching several noteworthy initiatives. Could you elaborate on some of these initiatives and their impact?

Vijay: So I will not take the complete limelight, but here’s the interesting thing – I have always managed large teams. And, by large teams, I mean as many as 90 people. This includes various assignments I’ve undertaken throughout my career. As an HR professional, managing these teams has been a key aspect of my role within organizations.

During my time at Ericsson, for example, I managed teams of 75 to 80 people. Then, at Soprasteria, the team size was around 45 individuals. Additionally, my work in Mauritius involved responsibilities related to learning and development, which exposed me to a wealth of new experiences and insights.

One initiative I take pride in involves leveraging existing resources to achieve remarkable outcomes at minimal costs. I believe that expertise is abundant, and our task is to identify and utilize it effectively. This philosophy has driven initiatives like the ‘Ignite ‘ sessions, where employees can choose topics they’re passionate about and conduct training sessions for their peers. These sessions can be in a classroom, team, or online format, with nominations and participation based on a first-come, first-served basis due to space limitations.

Participants who lead these sessions receive certificates and, in some cases, a small monetary reward or recognition. We also conducted assessments to measure the impact of these sessions, tracking participants’ expertise levels before and after the training to evaluate retention and application of knowledge over time.

Geeta: So, in my understanding, this is something similar to the “train the trainer” concept, which many organizations have. There are certain rewards, and there is a pre- and post-assessment, which also happens to evaluate the participants. Would you say these “Insight” sessions at Hexagon are more inclined towards technical or non-technical or both?

Vijay: The ‘Insight’ sessions at Hexagon are inclusive and open to all employees regardless of their level or role. We identify individuals who have the potential for self-development but may not be actively pursuing it, ensuring that everyone has the opportunity to participate. These sessions cover a wide range of topics, from technical subjects to non-technical ones, such as health, financial wellness, leadership, motivation, communication, and self-marketing.

We engage with employees to understand their interests and areas for growth, encouraging them to develop and expand their skills. This approach has led to a diverse range of topics being discussed, enriching the learning experience for everyone involved.

While in Mauritius, I helped launch a women’s leadership program for a telecom organization. This program aimed to empower women from different cultural and geographical backgrounds by providing training and mentorship. We selected eight women, divided into two layers based on seniority, and trained them to become leaders and mentors themselves. The program also focused on career development and financial well-being, addressing broader topics that impact women’s professional and personal lives.

These initiatives not only enhance employee engagement but also create a supportive environment for personal and professional growth.

Geeta: And such efforts also help the team to bond. Great initiative! 

Vijay: I’d also like to add that when familiar faces lead initiatives, such as our leadership program, it creates a stronger connection and resonates more with the rest of the organization. By selecting seven or eight individuals from within the organization and training them to lead these initiatives, we ensure a more meaningful and impactful delivery.

Geeta: I agree! It makes more sense if they are professionally trained, and then they train or pass on the learned skills to the team. Now, my next question is, how do you keep yourself updated? What tools, articles, websites, or resources can you use to stay updated on the emerging technologies and trends in L&D?

Vijay: There have been massive changes from the time I started work versus today. When I began, computers were just emerging and not 100% there like today. One habit I’ve cultivated over time is reading extensively. I usually have three or four books open simultaneously, which I find very enriching. Over the past eight years, I’ve been building a library of books on a wide range of subjects, not just limited to leadership.

For example, I was reading a blog where the writer mentioned Arnold Ehret’s ‘Mucusless Diet’ and how it was instrumental in improving his health. It interested me, and I ended up reading the book. You can say I’m extremely open-minded about the books I read, from ‘Man’s search for meaning’, ‘Rich Dad, Poor Dad,’ ‘The Psychology of Money,’ ‘The 5AM Club’, to Harsh Bhogle’s ‘The Winning Ways’ to the works of Gaur Gopal Das, Chris Prentiss, Jamen Allen and Joseph Murphy, among others. Each book I read often references others, leading me to a wealth of new reading material and websites, keeping me engaged.

But I don’t just read. I put effort into applying things that I learn from them in my real life to truly understand their impact. I believe that the value of a book lies in its practical application, and I try to implement its teachings to see their effectiveness firsthand.

In addition to books, I find LinkedIn to be a valuable source of information. I am part of several forums, such as CII, PeopleMatter, and SHRM, as well as various HR-related groups. Engaging with professionals and reading their success stories helps me stay updated and gain new perspectives.

Geeta: Wow, you read a lot! So, what was the score for 2023? How many books you were able to read? 

Vijay: Okay, I am not a fast reader. I have read, I think, 10 or 11 books in the year. I spend time absorbing what I read, so sometimes I even reread many books. There’s a book on believing in yourself by Joseph Murphy, which I reread pretty often. In fact, I’ve gotten so used to reading it when I am about to sleep that it’s a part of my bedtime ritual. 

Geeta: Awesome! So, now, let’s talk about AI. How do you see AI fitting into the role of L&D practitioners?

Vijay: This gives a lot of good possibilities because one is that we can use AI to predict a lot of things. A lot of assessments can be made. Okay. And a lot of learnings can be personalized. We can get a lot of efficiency and scalability.

But I also think only relying on AI or technology may not be a good idea. This is my view. So you are the expert. You will know more. In my understanding, it is going to be a mix or a hybrid kind of thing. 

Geeta: Yes, hybrid is the way to go with AI. Now, my next question to you is a critical one – how to measure the ROI and L&D initiatives? How do most of the organizations do this? Are there some practices that are followed? 

Vijay: Okay, so before I answer how to measure the ROI and L&D initiative, let me share an insightful incident. During a discussion involving a British CFO, a CEO, and myself as the HR representative, we were planning a program for people managers focused on strategic leadership. The CFO raised a valid concern about the potential scenario of training employees who might leave the organization. On the other hand, the CEO questioned how we would measure the real impact of the initiative.

I reflected on the CFO’s concern and thought, ‘What if we don’t train them and they stay with us?’ The ROI discussion becomes irrelevant if we confidently say that our employees are already competent and don’t require additional training. Now, let’s say we recognize that specific skills and knowledge are essential for our future growth and customer support. In that case, investing in training becomes imperative to keep our workforce engaged and competitive.

So now, how do you measure the ROI? It can be approached in several ways. One straightforward approach is to look at key metrics such as revenue growth, attrition rates, and engagement scores among people managers. If these metrics show improvement compared to previous years, the initiatives yielded positive results.

However, measuring ROI is not always immediate. Results may not be evident within the first few days or weeks; it often requires a broader perspective and longer-term observation. This involves investing in skill gap analysis, designing training plans, and allowing sufficient time for these initiatives to take effect. That’s how a culture of learning is built. And, once the culture of learning is there, even if it looks like a routine to people, like, oh, another training! oh, another initiative! oh, another communication! – let that be. Regular training and initiatives, even if they seem repetitive, contribute to the overall culture of learning within the organization.

If you’re consistently training your people, ROI happens over a period of time.

Geeta: I completely agree! Measuring ROI does require patience and a long-term view. 

Vijay: Absolutely! Even succession planning initiatives fail on two parameters. Firstly, there’s the issue of leaders grooming successors for their own positions. This can be a delicate balance, as it requires leaders to invest in developing someone who may eventually replace them. 

Secondly, there’s the financial aspect. Investing in an individual to bridge a 40% skill gap is a significant commitment. However, there’s no guarantee that the individual will stay with the organization after being trained, potentially adding value elsewhere. This is, again, to be done with a long-term perspective. 

Geeta: Moving on to the next question…What do you like most about working in L&D?

Vijay: While I may not be a 100% L&D professional, I find myself continually drawn to individuals who are eager to learn and grow. Some people believe they’ve reached their peak, but I always encounter those sparks of ambition and curiosity. These individuals inspire me, and I eagerly interact with them to learn from their experiences.

When I come across a skilled L&D professional, I immerse myself in their approach to learning and development. I take my time to understand their journey and the direction they wish to take. Whether it’s in change management or other areas, I explore how they approach challenges and integrate these learnings into my own practices. I apply these insights to foster growth and development when leading my team.

Geeta: Great! So, in your experience of working with L&D, how would you say need analysis is done, or the learning gaps are identified within an organization?

Vijay: The process has remained quite traditional over the years – it was the same even 20 years back. It starts with assessing existing skills, identifying gaps, and understanding the organization’s needs. We then determine the desired skills and the timeline for acquiring them. For example, if an individual has five skill gaps, we prioritize which ones they should focus on within a year, as our planning often spans a year.

From there, we create a training calendar based on the identified requirements. While securing approval is a separate step, technology has greatly simplified this process. Managers can now easily evaluate employees against required skills and specify focus areas. Additionally, organizations often prioritize certain universal skills. For instance, teamwork and customer success are skills we want to have in all employees regardless of their role. Someone may say – “I don’t work with the sales. I’m not in technical. I don’t work with customers.” But that’s not how it works – we all work with and for customers.

By aligning individual and organizational needs, we can effectively analyze gaps and develop a comprehensive training plan.

Geeta: Can you share an example of a successful long-term L&D strategy you developed and implemented? So we discussed the “train the trainer”. Is there anything else that you would like to add?

Vijay: We implemented a program called ‘Rise and Shine’ that leveraged technology to engage managers, teams, and all employees. The program utilized a platform where employees could showcase their skills and receive ratings from their peers and managers. The ratings were transparent, with direct line managers carrying the highest weightage, followed by the team and the rest of the organization.

The platform also included rewards based on ratings displayed on a monthly dashboard. This created a social aspect to the program, where popular individuals tended to receive higher ratings. However, the manager’s assessment held the most significance, ensuring a fair evaluation process. Despite the influence of popularity, many unique names emerged as top performers, making the program engaging and competitive for all participants.

Geeta: How do you inspire and motivate your team? Are there any sessions you also take up, or is there any different way you motivate and inspire them?

Vijay: I believe in leading by example and embodying the principles we uphold, whether displayed on our walls or part of our values and mission. People are always watching, whether we realize it or not, and they observe our actions closely, including how we respond to various situations.

Another key approach is involving the team in decision-making and seeking their perspectives. As a leader, it’s not always necessary to present options; instead, it’s often better to let the team suggest ideas. You can provide a framework if needed, but allowing them to come up with unique solutions can be very empowering.

Yes, I conduct sessions for my team, and I vary the topics based on our needs and the feedback I receive. For example, I recently held a session for the Asia Pacific HR team, considering the diverse backgrounds of our team members from different geographies. I also address any internal initiatives or cultural-building activities to ensure clarity and address any questions or challenges that may arise.

Overall, my aim is to make knowledge-sharing a collaborative process, even in technical aspects of HR, by engaging my team and encouraging their participation in decision-making.

Geeta: Lastly, I have a slightly deep question for you. How do you ensure collaboration and effective communication within the team and other departments?

Vijay: Thank you for asking this complex question. I believe a significant part of a leader’s role, around 80%, involves fostering collaboration and teamwork. To address the issues that may hinder collaboration, such as ego, job clarity, personal biases, and communication methods, a leader must simplify and clarify processes to minimize ambiguity.

One approach is to facilitate open communication by providing opportunities for team members to interact regularly, such as through weekly or monthly meetings. At a company level, we use a calendarized engagement approach, continuously reviewing and refining initiatives based on feedback. This includes a mix of activities like sports, knowledge sharing, competitions, and customer presentations, often leading to team rewards.

When faced with communication challenges, like email chains or in-person discussions, my initial response is to remain calm and composed. I remind myself that if an issue were truly urgent, it would have been escalated to me directly. This helps me approach situations with a clear and neutral mindset, focusing on understanding the concerns and avoiding bias in my responses.

If anything requires more inquiry and understanding, it is okay to buy time and understand before I do anything in a hurry. Again, this comes more with experience and learning how others have dealt.

I have learned all of this. I wasn’t born with these skills. So I believe we can get trained to perform. We are all trainable, actually.

Geeta: What an insightful take! “We’re all trainable” – I’ll remember this line for a long time. Thank you, Vijay, for taking the time for this interview. I’m grateful to you for sharing your pearls of wisdom with me and our readers. This was a very inspiring conversation. Thank you!