If one word could define 2024 for businesses, it would be ‘adaptation’. Across industries, organisations faced economic uncertainty, relentless talent shortages, and an accelerated pace of technological disruption. Add to this the evolving expectations of a younger, diverse workforce, and the result was a year that tested resilience, agility, and innovation. Yet, many companies rose to the occasion, crafting new paradigms for the future of work.
The lessons learned in 2024 underline a powerful truth: adaptability is not merely a survival strategy but the key to building thriving, equitable, and forward-thinking organisations. As companies gear up for 2025, their strategies reflect the wisdom gained from a transformative year.
The hybrid era: Flexibility becomes the norm
In the early months of 2024, many organisations braced themselves for a return to pre-pandemic office routines. But reality soon dictated otherwise. Hybrid work—a mix of in-office and remote arrangements—was no longer a temporary fix; it had evolved into a lasting fixture of modern work culture.
Max Life Insurance exemplifies this shift. Shailesh Singh, chief people officer, Max Life Insurance, observed, “The hangover of COVID and this new work rhythm didn’t fade. Organisations, including ours, reconciled to this new ask, allowing people and enterprises alike to embrace flexibility.”
“The hangover of COVID and this new work rhythm didn’t fade. Organisations, including ours, reconciled to this new ask, allowing people and enterprises alike to embrace flexibility.”
Shailesh Singh, chief people officer, Max Life Insurance
This change wasn’t just logistical—it was cultural. Hybrid models demanded a rethink of how teams collaborate, how leaders manage, and how organisations create a sense of belonging.
For Millennials and Gen Z employees, flexibility wasn’t a perk; it was an expectation. Their preference for roles offering rapid growth and work-life balance compelled companies to redesign ecosystems to retain talent while meeting these shifting demands.
The rise of AI: Technology meets human intuition
Once the domain of visionaries, artificial intelligence (AI) became a mainstream tool in 2024, revolutionising HR processes and employee experiences. Recruitment, once a labour-intensive task, was transformed by AI-driven applicant tracking systems (ATS), which enabled faster, more accurate candidate screening. Predictive analytics empowered organisations to anticipate workforce trends and act proactively.
Max Life was among the early adopters, using AI to streamline hiring. Singh reflected, “AI tools have significantly reduced the time to screen candidates while enhancing decision accuracy. This trend will only deepen as smarter, user-friendly tools emerge.”
“Digital transformation has become the backbone of HR functions. From onboarding to performance reviews, AI ensures processes are faster and more equitable.”
Deepti Mehta, chief human resources officer, Interface Microsystems
Interface Microsystems took AI integration a step further. Deepti Mehta, chief human resources officer, Interface Microsystems shared how automation reshaped employee feedback systems and recruitment workflows. “Digital transformation has become the backbone of HR functions,” she remarked. “From onboarding to performance reviews, AI ensures processes are faster and more equitable.”
Ravi Mishra, head HR, BITS Pilani, highlighted AI’s democratising power. “Artificial intelligence is now accessible to everyone, from professionals in urban centres to students in rural areas. Its ability to address talent shortages, optimise operations, and personalise employee experiences is unparalleled.”
“Artificial intelligence is now accessible to everyone, from professionals in urban centres to students in rural areas. Its ability to address talent shortages, optimise operations, and personalise employee experiences is unparalleled.”
Ravi Mishra, head HR, BITS Pilani
However, the rise of AI brought ethical challenges. Concerns about algorithmic bias and the potential replacement of human roles required thoughtful integration. “AI is a tool, not a replacement,” Mishra noted. “It’s true potential lies in enhancing human oversight and empathy.”
Continuous learning: The engine of growth
As technology advanced, so did the need for a skilled workforce. Continuous learning emerged as a critical strategy, with organisations investing heavily in upskilling and reskilling programmes.
At Ericsson, initiatives such as EricssonEdge and the 5G Academy addressed the pressing skills gap. Priyanka Anand, vice president and HeadHR, Southeast Asia, Oceania, and India, Ericsson explained, “These programmes equip both students and professionals with the expertise needed to thrive in a digital-first world. They are essential for driving innovation and preparing the workforce for next-generation technologies.”
“Our talent management ensures every team member can leverage their strengths while accommodating personal contexts. This creates a resilient workforce capable of navigating modern business complexities.”
Amit Prakash, chief human resources officer, Marico
Marico embraced a similar philosophy, embedding capability building into its talent management framework. Amit Prakash, chief human resources officer, Marico described the company’s approach: “Our talent management ensures every team member can leverage their strengths while accommodating personal contexts. This creates a resilient workforce capable of navigating modern business complexities.”
Tackling attrition: Retaining talent through engagement
High attrition, particularly in sectors such as BFSI, forced organisations to rethink their approach to employee retention. Max Life introduced a 60-hour annual learning mandate to encourage professional growth. Singh explained, “We realised that without nudging employees toward continuous learning, organisational capability would suffer.”
“Our skill building programmes equip both students and professionals with the expertise needed to thrive in a digital-first world. They are essential for driving innovation and preparing the workforce for next-generation technologies.”
Priyanka Anand, vice president and Head-HR, Southeast Asia, Oceania, and India, Ericsson
BITS Pilani adopted a similar focus on innovation and skill enhancement to counter talent shortages. Mishra observed, “Upskilling and fostering a culture of innovation allowed us to weather economic fluctuations and emerge stronger.”
For Marico, adaptability was key. Through initiatives such as The Marico Way, the company stayed ahead of market trends, balancing employee well-being with capability building and sustainability.
Inclusion: A journey, not a destination
Diversity, equity, and inclusion (DEI) remained central to organisational strategies in 2024. Companies recognised that inclusivity drives creativity, resilience, and a sense of belonging.
Max Life expanded initiatives to support women returning to the workforce, leveraging hybrid models to enable work-life balance. At Interface Microsystems, flexible schedules and compensatory time off accommodated manufacturing employees, while women were given equal opportunities in high-impact projects.
Mehta recounted the transformation at Interface Microsystems: “When I joined, the diversity ratio was just 2.5 per cent. By the end of 2024, it had risen to 12-13 per cent, and we aim to reach 20 per cent soon. Flexibility doesn’t mean less discipline; it means understanding employees’ needs better.”
Wellness: The foundation of productivity
The growing awareness of mental health saw organisations integrate wellness into their HR strategies. Marico’s ‘Leaders as Wellness Coaches’ philosophy encouraged managers to prioritise team well-being. Partnerships with Employee Assistance Programmes (EAPs) provided resources ranging from counselling to fitness challenges.
Max Life complemented these efforts with digital tools offering access to counsellors and regular webinars on mental health. Singh emphasised, “The workplace is no longer just a site of productivity but a space for personal growth and care.”
Building for the Future
The stories of 2024 reflect a singular theme: adaptability is not a one-time adjustment but an ongoing commitment. Whether navigating hybrid work, integrating AI, fostering inclusivity, or prioritising wellness, organisations showcased resilience and ingenuity in equal measure.
As businesses prepare for 2025, the lessons from this transformative year offer a blueprint for navigating the complexities ahead. The future of work isn’t just about surviving challenges; it’s about thriving through them.
