Banking, financial services and insurance operate under constraints that most industries never encounter. Regulatory frameworks are non-negotiable, compensation structures are complex, risk management is constant, and talent competition is brutal. Within these rigidities, human resources must balance business imperatives with employee experience, compliance requirements with agility, and technological transformation with human empathy.
Kishore Poduri, managing director and country head – HR at DBS India, navigates these tensions whilst leading people strategy for an organisation that positions itself as the “Best AI-Enabled Bank with a Heart.” In conversation, he articulates why AI literacy requires hands-on learning rather than passive training, why purpose must be embedded in performance architecture rather than stated in values documents, and why the best HR professionals don’t just manage culture but actively shape it.
AI as collaborator, not replacement
How are you helping employees see AI as a partner that amplifies their capabilities rather than a threat to their jobs?
We view the future of work as a partnership where people lead and AI empowers. Our approach focuses on integrating AI thoughtfully into everyday workflows so employees experience it as a genuine collaborator, not a replacement. Over the years, we’ve moved from traditional AI use cases to more advanced generative AI applications that simplify routine work, improve decision-making and enhance employee experience.
We use AI to help employees with faster access to information, smarter talent development pathways and more personalised learning. It also supports managers in workforce planning and helps us identify future skill needs with greater clarity. To build trust and readiness, we invest heavily in AI literacy—through training, experimentation and hands-on learning—so employees feel confident using these tools.
The result is a more productive, future-ready workforce where AI removes friction, boosts efficiency and frees people to focus on creativity, empathy and higher-value work. Our mindset is simple: AI strengthens human potential, and people unlock the real value of AI.
“Great HR leaders don’t just manage culture — they actively shape it.”
Purpose in performance architecture
How do you ensure purpose shapes real decisions—in promotions, project prioritisation, leadership behaviours and performance evaluation?
At DBS, purpose is at the heart of everything we do. We believe in the power of collective action to create meaningful and lasting change in the communities where we live and work, and volunteering is a key way our employees drive this collective impact. They donate their time and skills to create meaningful change through our volunteering programme, People of Purpose (PoP).
We aim to be the “Best Bank for a Better World,” and this goes beyond business outcomes to focus on enabling people to thrive—employees, customers and communities alike. Our vision, “Best AI-Enabled Bank with a Heart,” acts as a compass, pushing the boundaries of what is possible with AI whilst keeping our human values central.
Purpose is also deeply embedded in DBS Bank India’s leadership model and performance architecture. People managers are evaluated not only on results but also on how they achieve them. Collaboration, empathy, inclusion and ethical leadership, all aligned with our PRIDE values (Purpose-driven, Relationship-led, Innovative, Decisive, Everything Fun), are integral to performance and promotion decisions.
Our goals and projects are aligned annually through scorecards that reflect organisational objectives and community impact. This approach also helps us build purpose-driven leaders who embody the bank’s values in every decision.
“Resilience and ethics are the real differentiators in a high-stakes, regulated industry.”
Build before buy
For emerging capabilities in AI, digital and new-age skills, how do you decide whether to build talent internally or hire from outside?
We have adopted a skills-based approach that strategically aligns employees with projects leveraging their strengths whilst promoting continuous growth. Using AI, we identify skill gaps and create targeted upskilling and reskilling programmes to keep our workforce agile and future-ready.
Our AI-powered tools help employees align career aspirations with new opportunities through the Triple E framework (Education, Exposure and Experience). We also prioritise a “build before you buy” principle, investing heavily in areas such as AI, machine learning, cybersecurity and cloud computing.
Additionally, our talent planning is closely tied to business strategy, forecasting future workforce needs and preparing leaders through targeted development. Our rigorous nomination process identifies and accelerates high-potential individuals, ensuring DBS India has the right leadership and skills to drive long-term success.
“In BFSI, HR impact is measured not just in engagement scores but in business outcomes.”
Returnship as launchpad
What structural shifts are you making to ensure returnship programmes genuinely support long-term, sustainable careers for women?
We view returnship as a launchpad for sustainable careers. Our “Reimagine” programme embodies this philosophy, designed to help women re-enter, rebuild and rise with confidence. We recognise and address the structural and psychological barriers that accompany career breaks.
The Reimagine returnship is a six-month, project-based internship offering meaningful business exposure and mentorship from senior leaders. Participants work on live assignments aligned with their skills and aspirations, easing the transition to full-time roles.
Our support extends beyond reintegration. We champion women through flexible work policies, internal mobility and career sponsorship. Complementing this are initiatives such as MyPERSONA, which supports mid-management development, and LEAD, which equips senior women leaders with growth skills. Together, these programmes enable women not only to return but to thrive and grow sustainably at DBS Bank India.
“Skills, not roles, define the careers of the future.”
Inclusion as lived experience
How do you ensure that employees from different backgrounds actually feel included and thrive? How do you measure whether these efforts are working?
At DBS Bank India, Diversity and Inclusion reflect our commitment to creating an environment where every employee feels valued and empowered. We focus on fostering belonging and psychological safety across all levels.
Empathy-based programmes such as “Manager as Coaches” and “Leading People through Change” enable managers to unlock potential in their teams. Our “Transformational Leadership Attributes” and “T-Circles” social learning forums encourage open dialogue and continuous feedback.
Lean-In Circles further connect employees across teams, promoting collaboration and shared learning. We measure our D&I impact using robust indicators, including survey scores, psychological safety scores, PRIDE values alignment and manager effectiveness metrics.
We believe that diversity is the starting point, but inclusion is the goal. We embed inclusive leadership behaviours into performance assessments and use employee feedback to strengthen belonging and fairness, ensuring inclusion is a lived experience for everyone.
“The best AI-enabled organisations are those where humans stay at the centre.”
HR in BFSI: beyond engagement
For young HR professionals who aspire to work in BFSI, what’s misunderstood about HR in this industry? What skills differentiate a great HR leader from someone who’s just competent?
Many young professionals assume HR in BFSI is primarily a people or engagement function. In reality, it operates at the intersection of business, risk and regulation. HR leaders must navigate stringent frameworks, manage complex compensation structures and sustain talent in a highly competitive market.
A great HR leader in BFSI understands business P&Ls, connects HR strategy with financial performance and partners closely with compliance to ensure governance. They use people analytics to drive business decisions and articulate HR’s impact in measurable, financial terms.
What differentiates them most is resilience, adaptability and strong ethics. They act as an ethical compass, balancing business priorities with human empathy. For aspiring professionals, the advice is to stay curious, stay empathetic and embrace change. Master all three, but never lose sight of the people who make it all possible.
“Young HR professionals in BFSI must speak the language of business, risk and data.”
Navigating uncertainty
What was the most important decision or experience that shaped you as a people leader?
The defining moments in my career came not from ease but from navigating uncertainty, which reinforced clarity, compassion and courage as core leadership anchors. Early mentors instilled a people-first approach, teaching that successful transformation depends on addressing human uncertainty rather than resistance to change.
I would tell my younger self to stay curious and courageously human. HR today is about purpose, psychology and possibility. Build business literacy and AI fluency early but also strengthen empathy and storytelling. Don’t chase roles; chase learning. The world will keep changing, so stay grounded in integrity and belief in people’s potential.
The best HR professionals don’t just manage culture but actively shape it.
“Diversity is the starting point; inclusion is the real goal.”
The future CHRO in BFSI
If someone is entering HR today and wants to be a CHRO in 15 years, what should they be learning that isn’t in traditional HR curriculums?
For those aspiring to become CHROs in BFSI, the journey requires more than traditional HR skills. Understanding how the institution makes money, how risk is managed and how people decisions influence financial outcomes is essential.
Go beyond compensation design and explore behavioural economics and financial modelling to align incentives with strategic and regulatory goals. Develop data fluency, design thinking and a working understanding of technology, from AI to automation, to anticipate workforce shifts.
Equally important are skills in neuroscience, psychology and storytelling, which deepen understanding of human motivation and change. HR leaders of the future must bridge business, technology and empathy, translating strategy into trust and purpose for the people who deliver it.
Learning never stops. Prioritise learning over roles, curiosity over titles and adaptability over certainty. That’s what defines a future CHRO.