Imagine a software engineer with a flair for graphic design, who, when given the chance to lead a project blending both disciplines, revitalises their team with a fresh perspective. In today’s fast-evolving landscape, organisations increasingly recognise the value of tapping into employees’ passions to foster skill development. Harnessing such hidden talents doesn’t just benefit individual employees but also spurs broader innovation and growth.
“We’re in a time of galloping technology,” observes Sriharsha Achar, a senior HR leader, noting the profound impact of advancements like artificial intelligence (AI). “It feels like only yesterday we were in a pre-AI world. Now, we’re fully embedded in an AI-centric environment, with super-intelligent systems on the horizon.” In such times, Achar advocates blending traditional training with approaches that tap into employees’ intrinsic motivations, turning skill development into a pursuit that energises rather than merely fulfils.
Expanding employee profiles beyond résumés
Traditional employee profiles typically highlight work history, education, and project experience, but Ravi Mishra, head of HR at BITS Pilani, suggests broadening this scope. “Companies should also consider personal interests and hidden talents,” he says. Mishra points to an HR professional with social media skills who could add unexpected value beyond their primary role. Such approaches, he believes, could revitalise internal development and offer valuable resources to the company.
“When employees see that their interests are recognised and actively used, they feel more engaged and valued.”
Ravi Mishra, head of HR, BITS Pilani
Reflecting on his tenure at Aditya Birla Group, Mishra recounts how the company tapped into employees’ passions, saving on external hiring while empowering its staff. Aditya Birla discovered that several employees, primarily in finance and administration, were adept in graphic design and photography. This led to the use of their talents in creating internal newsletters and marketing materials. “These employees’ passion for visual storytelling became instrumental,” Mishra shares, “and by integrating these skills, Aditya Birla fostered a collaborative space where personal interests aligned with professional needs.”
“Recognising these generational differences and promoting ways to work together creates an environment where knowledge flows freely, ensuring the foundational pillars—people, process, technology, and governance—keep pace with change while upholding core values.”
Sriharsha Achar, senior HR leader
To actively engage employees’ skills and interests, Mishra suggests companies organise workshops where those with shared talents—whether in photography, coding, or design—can teach and learn from each other. At Aditya Birla, for example, the ‘Creative Sparks’ programme encourages employees to submit their creative work, which is later used in communication campaigns. “When employees see that their interests are recognised and actively used, they feel more engaged and valued,” Mishra notes. Such initiatives not only build a sense of community but also boost retention, as employees feel they can grow within the company both professionally and personally.
Incentivising engagement with tangible rewards
Acknowledging employees’ contributions through awards or tangible rewards further reinforces this model, motivating employees to bring their whole selves to work. 3M, for instance, offers an annual Innovation Award, where employees present passion projects that tackle real-world challenges. Employees across departments contribute ideas, fostering cross-functional skills and creativity beyond their formal roles.
Flexible learning also plays a significant role in engagement, as employees can choose when and how they develop new skills. By offering resources on third party platforms or in-house learning management systems (LMS), organisations give employees the freedom to upskill at their own pace, which Achar believes reduces attrition. “Certifications need to be accessible so that employees can pursue learning when they are most comfortable,” he explains, enhancing engagement while empowering employees to stay on top of industry trends.
Bridging generational gaps through cross-generational learning
One of the major challenges today, Achar notes, is managing a multi-generational workforce. However, fostering cross-generational knowledge exchange supports a seamless transfer of skills and improves collaboration. “Recognising these generational differences,” Achar says, “and promoting ways to work together creates an environment where knowledge flows freely, ensuring the foundational pillars—people, process, technology, and governance—keep pace with change while upholding core values.”
As companies such as Aditya Birla and 3M illustrate, encouraging employees to harness their passions for professional growth offers more than just a creative outlet; it enhances collaboration, boosts retention, and fuels innovation. By blending personal interests with career development, organisations are creating a workplace where employees feel truly valued, engaged, and inspired.