🎧 Listen now:
• The Three Clarities of HR [00:03:14]
Jayaram outlines the “three clarities” HR must champion: organizational goals, individual roles, and fairness in rewards and culture.
• Defining Talent to Value [00:07:00]
Jayaram introduces the concept of focusing talent management on high-value positions and aligning efforts with organizational goals to drive maximum impact.
• Learning Agility and Talent Development [00:10:00]
Jayaram explains how learning agility and intrinsic motivation are critical traits for identifying and nurturing high-impact performers (HIPOs).
• Balcony vs. Dance Floor Leadership [00:24:00]
Jayaram shares the importance of leaders balancing strategic oversight (“balcony”) with operational execution (“dance floor”).
• Future of Work and Hybrid Models [00:28:48]
Insights on distributed leadership, hybrid workplaces, and the evolving role of humans in an AI-driven world.
In this episode, Jayaram Philkana, CHRO at Indorama Corporation, shares his approach to transforming talent management to focus on high-value positions. His concept, “Talent to Value,” shifts traditional HR practices to identify and nurture performers who deliver the greatest organizational impact.
“ Talent to Value, which is focusing talent management efforts on the highest value creating positions and asking tough questions. Do you have the right people in those jobs? Are they fully engaged? What are their development needs? Do they have mentors who can break walls if required for them to be able to do what they need to do to deliver that value agenda for the company? — Jayaram Philkana
Example from Jayaram’s Career:
At Syngenta, Jayaram led a Talent to Value initiative during a challenging economic period. The program narrowed talent management to 30 critical roles, ensuring high focus and efficient resource allocation.
Practical Advice:
• Prioritize roles that directly impact value creation.
• Ensure key performers have mentors and support systems to succeed.
• Regularly recalibrate talent strategies based on business needs.
• Think long-term: Invest in skills that will remain valuable in dynamic environments.
Jayaram identifies three essential “clarities” that HR should instill in an organization:
Example:
Jayaram emphasized clarity at Syngenta by aligning digital transformation initiatives with frontline employees’ needs. This focus improved both operational efficiency and employee engagement.
Practical Advice:
• Regularly communicate organizational goals and their relevance to individual roles.
• Foster a culture where transparent rewards and consequences define fairness.
Jayaram uses the metaphor of “balcony vs. dance floor” to describe effective leadership. Leaders must balance stepping back to strategize (“balcony”) with staying grounded in daily operations (“dance floor”).
Practical Advice:
• Create opportunities for leaders to reflect on strategic priorities.
• Train teams to take ownership of day-to-day tasks, allowing leaders to focus on the bigger picture.
Jayaram provides a roadmap for HR leaders to stay ahead:
• Distributed Leadership: Leverage remote capabilities to enable talent to thrive globally.
• Hybrid Models: Strategically combine in-office and remote work for optimal collaboration and learning.
• AI and Automation: Embrace technology to redefine human roles and focus on high-value contributions.
Practical Advice:
• Introduce flexible policies catering to diverse roles (e.g., lab vs. remote work).
• Train employees to leverage AI and automation for increased efficiency.
• Connect with Jayaram Philkana
• Connect with Dorothy Yiu
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Jayaram Philkana
Jayaram Philkana is the Group Chief Human Resources Officer at Indorama Corporation, bringing over 33 years of global HR experience across pharmaceuticals, biotech, agriculture, FMCG, and food sectors. Known for driving transformative people strategies, Jayaram has held senior roles that align talent with business goals to achieve lasting impact. Previously, he led HR for Syngenta’s Asia-Pacific region, overseeing human resources for 12 countries and guiding a major transformation program across Asia, Africa, the Middle East, and Russia.
Jayaram’s career includes roles as Global CHRO at Glenmark Pharmaceuticals and UPL Limited, where he advanced initiatives in organizational design, executive rewards, and talent development. As a board member at Ichnos Sciences, he established governance and reward systems to support company growth. With a foundation in HR leadership at Cargill and GSK Consumer Healthcare, Jayaram combines deep expertise with a commitment to mentoring young adults, particularly those from underserved backgrounds, helping them build essential life skills and realize their potential. He holds a Postgraduate Diploma from XLRI, Jamshedpur, and a Commerce degree from Andhra University.
Dorothy Yiu is the CEO & Co-Founder of EngageRocket, one of the top Asia’s EX & people analytics platforms. Dorothy brings over a decade of experience in human resources, technology, and business strategy. Before co-founding EngageRocket, Dorothy was the Regional Head of Operations for Gallup, a global analytics and advisory company where she oversaw the execution of over 100 large-scale consulting projects globally.
Dorothy holds two degrees from Singapore Management University under the Lee Kong Chian Scholarship. She was also NTT’s Women of Future nominee in 2022 and was named SG Digital Leader by IMDA in 2024.