Ashok Leyland has pioneered a holistic talent development approach that recognises human potential as the most critical driver of organisational growth and innovation.
Raja Radhakrishnan, president and head – HR, Ashok Leyland encapsulates the company’s vision: “In a world where change is the only constant, our commitment to building a future-ready workforce ensures that we remain at the forefront of the commercial vehicle industry.”
The company’s talent management strategy is distinguished by its sophisticated, three-dimensional methodology that systematically addresses skill gaps across individual, departmental, and organisational levels. This approach goes far beyond traditional human resources practices, creating a dynamic ecosystem of continuous learning and professional growth.
“In a world where change is the only constant, our commitment to building a future-ready workforce ensures that we remain at the forefront of the commercial vehicle industry.”
Raja Radhakrishnan, president & head – HR, Ashok Leyland
At the individual level, annual performance appraisals have transformed from routine administrative exercises to strategic developmental conversations. These nuanced interactions serve multiple purposes: providing constructive feedback, identifying skill enhancement opportunities, and creating precise alignment between personal career aspirations and organisational objectives.
Departmental skill development at Ashok Leyland is equally comprehensive. The Nalanda skill development centre represents a cornerstone of this approach, providing factory workers with mandatory technical training that goes beyond conventional skill-building. Specialised driver training institutes and service engineer upskilling programmes complement these efforts, ensuring operational excellence across every organisational unit.
The organisational level focuses on strategic leadership development. Advanced assessment tools such as Hogan assessments are employed to identify and nurture high-potential talent, creating a robust leadership succession strategy that prepares future leaders for the complex, ever-changing demands of the commercial vehicle industry.
Technological adaptation and innovative learning
Recognising the automotive industry’s unprecedented technological transformation, Ashok Leyland has developed learning initiatives that seamlessly integrate cutting-edge technological training with strategic business insights.
The Technology Leadership Programme, conducted in collaboration with the Indian Institute of Science and Indian Institute of Management Bangalore, exemplifies this approach. Engineers undergo an intensive six-week technical training focused on emerging technologies such as hydrogen fuel cells and battery-electric vehicles, followed by a comprehensive 15-day business module that broadens their strategic understanding.
Complementary programmes such as the Emerging Leaders Programme and Young Talent Programme target middle-level managers and entry-level employees. Developed in partnership with premier institutions such as XLRI and IIM Ahmedabad, these initiatives integrate technical training, cross-functional projects, and strategic management modules.
“These programmes ensure we nurture a cadre of leaders capable of driving both innovation and business growth,” Radhakrishnan explains.
Partnerships and academic rigour
The company’s collaborations with leading academic institutions ensure world-class training that is both theoretically robust and practically applicable. Participants gain insights into strategic management and cross-functional collaboration through intensive academic modules and hands-on projects.
Senior executives play a pivotal role in this ecosystem, actively mentoring programme participants and offering personalised guidance. The Business Leadership Programme goes beyond traditional training, incorporating unique personal development modules including endurance challenges and survival academies that prepare future leaders for multifaceted organisational roles.
Measuring impact and driving transformation
Ashok Leyland’s commitment to excellence is reflected in its rigorous approach to measuring training outcomes. The results are compelling: these initiatives have driven a 20–30 per cent increase in productivity and contributed to record-high profitability. Perhaps most impressively, 90 per cent of senior management positions are now filled through the company’s internal talent pipeline.
Inclusivity and diverse talent development
Recognising the importance of diversity, the company’s leadership programmes actively encourage women’s participation. Targeted coaching and flexible policies support career continuity, particularly for those returning from maternity leave. The initiatives enable career transitions across functions, from technical roles to HR, finance, and communications, underscoring the versatility of Ashok Leyland’s training ecosystem.
A vision for sustainable growth
As the commercial vehicle industry shifts towards sustainability, Ashok Leyland is strategically aligning employee development with its vision for a greener, more innovative future. “We aim to create a workforce that is not only skilled but also adaptable and resilient,” Radhakrishnan affirms.
The company’s workforce development initiatives stand as a testament to a fundamental belief: that the ultimate driver of organisational success is the continuous empowerment and development of its people.
In an industry characterized by rapid technological change and increasing complexity, Ashok Leyland has created a blueprint for sustainable growth—one that places human potential at the heart of corporate innovation.
3 Comments
Great vision by Mr. Raja Radhakrishnan. Creating an ecosystem of continuous learning and technological adaptation not only to upskill the workforce for future ready challenges but also putting Ashok Leyland’ prospects at the forefront. And carrying the world sustainability goals along with company’s vision. Very insightful article. Thanks
Cross functional team was created earlier, now the new tool of upskilling and reskilling at bottom level with premier institution backing is a good step in right direction. As a sr citizen, retd HR, my compliments to all. K. Sou darraj
Prominent demand and upgradation needed in commercial heavy vehicle industry with at most priority.
This concern are overlooked from long way and working in same monotonous pattern