herSTORY: Arunima Mohanty, CHRO, Metalman Auto

Reality versus academic framework

In her very first HR role, Arunima Mohanty realised early on that the real world of manufacturing was different from the academic frameworks she had read in textbooks. Theories and MBA jargon were lost in operational realities. She needed much more than policy knowledge—she needed to be equally accessible to frontline operators and senior leaders in the auto industry. As the smallest action on the shop floor contributes to the vehicle that rolls out of the plant, she realised how critical it is for HR to nurture a powerful sense of shared ownership and pride.  HR was expected to not just be an administrative function but a true process owner, and therefore, Mohanty immersed herself in the plant environment, learnt from operators, supervisors, and engineers, and understood people practices as lived experiences.
Today, as CHRO at Metalman Auto Ltd., Mohanty leads with a philosophy forged on factory floors: when the environment doesn’t create space for you, you create it through competence, consistency, and courage—and eventually, the system evolves with you.

The learner’s mindset

The learner’s mindset has been a huge asset. Having relied too heavily on textbook knowledge in her initial years, experience taught Mohanty that context defines everything.
Guided by the ACE formula of Analytical understanding, Conceptual knowledge, and Emotional intelligence, Mohanty has been able to understand business levers, apply structured thinking, and build alignment and trust.

“When the environment doesn’t create space for you, you create it through competence, consistency, and courage—and eventually, the system evolves with you”

Overcoming the unmistakable bias

Mohanty recalls how back in 2004, gender diversity was almost non-existent in Indian automotive manufacturing, particularly in mid-level and decision-making roles. The bias wasn’t always overt, but it was unmistakable. Human resources was often viewed as a support function limited to recruitment, engagement activities, or training logistics. Strategic or operational credibility was rarely extended to HR professionals, especially women.
Not one to be discouraged, Mohanty volunteered for assignments that directly influenced business outcomes, not just HR processes. She led the implementation of a full-scale HRMS integrated with business review mechanisms, designed talent frameworks to strengthen career progression and business readiness, and developed People Maturity Models to prepare the organisation for future capability needs.
By asking the right questions, influencing stakeholders, and showcasing HR’s strategic value, over time, her credibility grew, acceptance strengthened, and conversations shifted from her gender to her contribution.
Two decades later, women’s representation in mid-to-senior roles has grown from a mere two per cent to nearly 25.

Quick Fire Round

What’s the best career advice you’ve ever received?
Context defines everything—don’t rely too heavily on textbook knowledge alone.

One thing you wish people understood about being a woman in HR leadership?
That strategic credibility isn’t given, it’s built—through competence, consistency, and courage.

Your mantra for difficult days?
When the environment doesn’t create space, create it yourself through action.

Morning ritual that sets you up for success?
Listening to affirmations infuse positivity and recharge my mental batteries to 100%.

What energises you most about your work?
Seeing how small actions on the shop floor contribute to the vehicle that rolls out—and knowing HR plays a critical role in that shared ownership.

“Strategic credibility isn’t given, it’s built and grown by asking the right questions, influencing stakeholders, and showcasing HR’s strategic value”

Creating space through action

Mohanty believes in doing her bit and creating her own space, without waiting for others. She has learnt by experience that the rest falls into place, with the system evolving along the way.
It’s a leadership philosophy born from experience, refined through action, and proven on factory floors where theories meet reality. Where shared ownership isn’t just an HR initiative but the very foundation of how vehicles—and careers—are built.
Her advice to young women in HR? Don’t wait for the perfect framework or the ideal environment. Immerse yourself in the real work, learn from the people doing it, and build credibility through contribution. The space you create for yourself today becomes the pathway for others tomorrow.