At Godrej Capital, human resources (HR) is no longer a backstage function—it’s the engine driving business outcomes. In a fiercely competitive financial services landscape, the company has redefined HR as a strategic driver of growth, focusing on leadership development, talent retention, and inclusivity to achieve measurable results.
“HR is no longer about support—it’s about driving outcomes that directly impact business growth,” says Bhavya Misra, chief human resources officer, Godrej Capital. This mindset has shaped a transformative HR strategy that positions employees as the backbone of the company’s ambitious goals.
Recognising that a company’s growth is limited by the development of its people, Godrej Capital has made leadership development the cornerstone of its HR strategy. Programmes such as Accel and Elevate, part of the Godrej Leadership Forum, provide tiered support for employees at different career stages, ensuring a clear pathway for growth.
“HR is no longer about support—it’s about driving outcomes that directly impact business growth. This mindset has shaped a transformative HR strategy that positions employees as the backbone of the company’s ambitious goals.
Bhavya Misra, chief human resources officer, Godrej Capital
Misra recounts the success of Accel, which focuses on mid-level managers: “An employee transitioned from an operational role to a strategic leadership position within a year. This wasn’t just a promotion—it was a transformation that enabled them to drive measurable change in their vertical.”
While Accel builds managerial competencies, Elevate prepares senior leaders for long-term strategic challenges, sharpening their ability to steer the company into the future. Entry-level employees, meanwhile, focus on technical skills like financial modelling and customer engagement, creating a foundation for excellence.
“It’s about ensuring that every individual, regardless of their role, contributes to the bigger picture,” Misra explains.
Godrej Capital embeds learning and development into its daily operations, with cross-functional training at the heart of its strategy. By encouraging collaboration between sales, underwriting, and operations, the company has seen significant improvements in efficiency and teamwork.
In one instance, training employees across functions improved customer turnaround times by 20%. Misra notes, “When employees understand the broader context of their roles, they’re more invested in delivering results that matter.”
The company also employs rotational programmes to develop versatile leaders. For example, an HR professional might rotate into a sales role to gain market exposure, supported by structured learning frameworks. This approach not only builds adaptability but ensures employees make meaningful contributions in new roles.
“We’ve developed programmes that encourage collaboration within branches,” Misra adds. “When sales teams understand underwriting priorities and operations teams grasp market dynamics, the result is a cohesive, high-performing unit.”
Talent acquisition and retention at Godrej Capital are deeply aligned with its business goals. Misra explains that hiring begins with a nuanced understanding of both technical requirements and organisational needs, ensuring candidates are a cultural fit.
Retention strategies focus on personalised career mapping, aligning employee aspirations with the company’s growth plans. Misra shares an example: “We retained a mid-career professional on the verge of leaving by offering a tailored growth plan involving lateral role exploration and leadership training. It turned a potential loss into a leadership win.”
Godrej Capital’s HR strategy is deeply rooted in the values of the Godrej Group, reinforcing a sense of pride and belonging among employees. From onboarding to leadership development, every initiative aligns with the company’s cultural ethos. “Our values are the foundation of every decision—hiring, training, or innovation,” says Misra.
The company also champions diversity, focusing on three cohorts: women, the LGBTQI community, and persons with disabilities (PwDs). Women hold 50% of the management committee positions, and the representation of PwDs stands at 1%. “We actively run hiring drives to build diverse teams, particularly for the LGBTQI community,” Misra shares.
The results of Godrej Capital’s strategic HR initiatives are evident across the board. From improved branch performance to higher employee engagement, the company has shown how aligning HR with business goals delivers tangible outcomes.
“Our goal is to create an environment where employees feel a sense of belonging and pride—not just because of growth or incentives, but because they genuinely want to be part of this journey,” Misra concludes.
By aligning its HR vision with its business objectives, Godrej Capital is setting a benchmark for how HR can lead from the front, ensuring that its people and business grow hand in hand.
