Ruchita Sharma
Former VP of HR
Guardian Life
Episode 314
Unlock HR's Power: Strategic Transformation for Unmatched Business Outcomes
Current chapter: Covering monthly expenses is the number one concern for employees in 2024
Built By PeopleFebruary 5, 2025 · 13:44
Thesis
“Ruchita Sharma argues that HR's true value lies in proactively driving business outcomes through strategic transformation, embracing technology and flexible models, and fostering a culture of continuous learning, rather than merely reacting to situations.”
Show notes
Ruchita Sharma describes herself as an "HR architect" — someone who builds cultures, scales teams, and sometimes tears down old structures to make room for what the organization actually needs. That last part is the one most HR leaders skip, and it's the part she thinks matters most.
With a financial services background and a career that includes major HR transformation work at Guardian Life, Ruchita approaches the function with a builder's mindset: start by understanding the current state completely, align global objectives with local realities, and resist the temptation to import solutions that worked somewhere else. Her framework for earning C-suite influence is equally grounded: connect HR initiatives directly to ROI before the business asks for it. Don't wait to be challenged on the value of a program. Show up to the conversation already holding the numbers. That's what transforms HR from a function that needs to defend itself to one that shapes strategy.
Her concept of "learn, unlearn, relearn" is more than a growth mindset aphorism — it's an operating discipline she's applied to HR transformation across multiple organizations and geographies. It means celebrating experimentation, making it safe to surface what isn't working, and building HR teams who can change their minds publicly without losing credibility. She's also forward-thinking on automation and flexible employment models: the organizations that will win the talent competition aren't waiting for a clear playbook on remote work or gig structures. They're experimenting now, building the institutional knowledge to act decisively later.
- HR transformation methodology — understanding current state, aligning global objectives with local realities, and building toward what the organization needs
- Proactive ROI storytelling — connecting HR initiatives to business outcomes before the CFO asks the question
- Learn, unlearn, relearn as HR operating discipline — building cultures where experimentation is celebrated and course-correction is fast
- Automation and flexible work models — starting with a clear "why" and building the HR IT infrastructure to support evolving employment structures
- Managing HR operations across diverse geographies — adapting global strategy to local context without losing coherence
- Brave decision-making in HR — the courage to make structural changes, not just programmatic ones
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What you'll take away
- 1Approach HR transformation by deeply understanding the current state, aligning global objectives with local realities, and clearly defining a 'north star' to guide all efforts.
- 2Earn influence at the C-suite by connecting HR initiatives directly to business outcomes and ROI, consistently delivering on commitments, and offering independent, courageous perspectives.
- 3Cultivate a 'learn, unlearn, relearn' mindset by celebrating experimentation, fostering transparent dialogue, empowering disagreement, and ensuring leaders exemplify the desired behavior.
- 4Leverage automation and flexible work models strategically, starting with a clear 'why' to build a comprehensive HR IT playbook that prioritizes improving employee experience over mere efficiency.
- 5Master global HR operations by consistently building trust across diverse cultures, maintaining open and regular communication, reading the room, and adapting leadership styles to various cultural nuances.
What most organizations get wrong
- •Waiting indefinitely for the 'coolest' new HR tech solution will only delay essential process re-engineering and the ability to redesign existing playbooks, hindering actual progress.
- •The primary goal of automation in HR should not be to replace people, but rather to enable employees to perform their best work by streamlining processes and enhancing the overall employee experience, with efficiency as a secondary benefit.
In Ruchita's words
“Professionally, I like to think of myself as an HR architect. I build cultures, scale teams, and sometimes torn down old ways of thinking to make room for something better.”
This quote defines her proactive and transformative approach to HR, emphasizing cultural and organizational restructuring.
“The success comes down to 3 things. Listen, listen, listen. Listening helps you understand local challenges, build trust, and create buy-in.”
She highlights the foundational importance of active listening as the core secret to successful change initiatives and building stakeholder trust.
“There is really one key strategy, proving HR drives business outcomes. I always speak the language of business. I make sure HR initiatives are tied to ROI and the organization's priorities.”
This emphasizes the critical link between HR efforts and measurable business results for earning and retaining a strategic seat at the decision-making table.
“Waiting for the coolest solution would have only delayed engineering, re-engineering of our processes or the ability to redesign our playbook.”
She argues against technological paralysis, stressing that timely action on process improvement is more crucial than waiting for perfect tech.
“Automation isn't about replacing people. It is about enabling them to do their best work.”
This quote articulates a human-centric philosophy for HR automation, shifting the focus from job displacement to empowerment.
“Everyone everywhere has a what is in it for me, the WIFM lens. Success might look different depending on where you are, who you are. But the desire for it is very universal.”
This insight reveals a fundamental, universal truth about human motivation, crucial for effective global leadership and change management.
The problems this episode addresses
- •Difficulty integrating diverse cultures during M&As and reimagining talent strategies to future-proof organizations.
- •The challenge for HR teams to earn and consistently retain a strategic seat at the C-level decision-making table.
- •Encouraging an organizational mindset of 'learn, unlearn, and relearn' when it can be emotionally exhausting and lacks instant gratification.
- •Navigating the rapid explosion of HR technology and selecting the 'right solution' without waiting indefinitely for perceived 'cooler' advancements.
- •Preventing automation from being solely focused on efficiency at the expense of employee experience, which can lead to negative organizational outcomes.
- •Adapting leadership styles and communication strategies to successfully manage HR operations across diverse global regions with varying cultural nuances.
In this episode
Covering monthly expenses is the number one concern for employees in 2024
Built by People
Dave: Rachida is an HR architect who has worked globally
In the Elevator With Rachida
How do you approach leading HR transformation projects across diverse cultural environments
MRK: Leading HR Transformation Projects
Rachida says proving HR drives business outcomes is key to success
Rachida, what strategies have you found most effective in ensuring
Rashida believes organizations should embrace a learn, unlearn, and relearn mindset
How to Encourage a Learning-Leaguer Mindset
By 2030, 30% of corporate roles will be replaced by technology and AI
How Can HR Leaders Leverage Automation and Flexible Work Models
Some areas where HR can make a big impact with automation is streamlining operations
What is the right solution for AI in HR?
How do you adapt your leadership style to different cultural contexts
Rachida, what lessons have you learned from managing HR operations
Geeta recommends experimenting, understanding technology, and focusing on constantly evolving business
Geeta On Built by People Podcast
Topics covered
Organizations and entities mentioned
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