Bengaluru (Bellandur) : As organisations navigate rising employee expectations, productivity pressures, and frequent change, the role of Human Resources is being redefined. HR is no longer viewed solely as a function that manages people processes; it is increasingly expected to influence organisational performance and long-term stability. This shift was the focus of the “HR to CEO” workshop organised by Ethika Insurance Broking Pvt. Ltd . on December 20 in Bellandur, Bengaluru.
The workshop was designed to help HR professionals transition from an operational mindset to a business-oriented one. Rather than addressing leadership in abstract terms, the session examined how HR decisions directly affect productivity, employee energy, and organisational continuity.
The session was led by Susheel Agrawal, Founder and CEO of Ethika Insurance Broking Pvt. Ltd., who introduced participants to the idea of HR as a Chief Energy Officer—a role that shapes how employees experience work on a daily basis.
“Employee energy is not a soft issue,” Agrawal said during the workshop. “It determines how consistently organisations perform.”
HR’s Influence on Organisational Productivity
Participants discussed how HR influences productivity in ways that often go unrecognised. Decisions around hiring quality, onboarding experience, performance feedback, and engagement initiatives have a direct impact on how effectively employees contribute.
The workshop encouraged HR professionals to analyse people practices through a productivity lens. For example, poor onboarding leads to delayed performance, while disengaged employees contribute to inefficiencies and errors.
By understanding these connections, HR leaders can position themselves as contributors to business outcomes rather than process managers.
The Business Cost of Low Engagement
A key discussion point was the hidden cost of low employee engagement. Participants examined how disengagement leads to absenteeism, attrition, and reduced output—costs that are rarely captured in traditional financial reporting.
The workshop introduced the concept of Return on Happiness (ROH) to address this gap. Rather than treating happiness as an intangible benefit, ROH links employee well-being with measurable outcomes such as productivity, retention, and stability.
Participants shared examples where improvements in engagement resulted in stronger team performance and reduced attrition, reinforcing the business relevance of HR initiatives.
HR as a Stabilising Force
The workshop also explored HR’s role in organisational stability. In times of uncertainty—such as restructuring, rapid growth, or market shifts—HR plays a critical role in maintaining workforce confidence.
Participants discussed how clear communication, consistent policies, and supportive practices help organisations navigate change without losing momentum. HR professionals were encouraged to proactively manage employee sentiment rather than reacting to issues after they escalate.
Shifting from Execution to Ownership
A recurring theme throughout the session was ownership. HR professionals were encouraged to take ownership of outcomes rather than focusing solely on execution.
By aligning people strategies with business priorities, HR can contribute to sustainable performance. The workshop highlighted that organisations with strong HR-business alignment are better equipped to adapt and grow.
The “HR to CEO” workshop concluded with a clear message: HR’s future lies in its ability to connect people, productivity, and performance. Through this initiative, Ethika Insurance Broking Pvt. Ltd. reinforced the importance of HR as a stabilising and performance-driving function within modern organisations.