As technology, innovation, and data analytics rapidly evolve, HR leaders are among the first to face the challenges of adapting—not just for themselves, but more importantly, for their people and leaders. Do they fail fast? Not really. But the success rate is still quite limited.

In our recent conversations with HR leaders from two leading tech companies—MongoDB and Ahead—we uncovered the mindful, optimistic, yet cautious approach that HR leaders across industries need to adopt regarding technology, talent, and transformation.

Here are the excerpts from the conversations with Harsha Jalihal, Chief People Officer at MongoDB, and Kristin Supancich, Chief People Officer at AHEAD. 

Tech and talent development

Harsha shared the key essentials they follow at MongoDB for talent development in India. She shared, “There are a few things we’re already doing when it comes to grassroots skill development:

"Skill development: A program to upskill 500,000 students on MongoDB as a long-term investment because we see such a huge pool of tech talent.. making sure they’re learning MongoDB early in their careers—so that when they enter the workforce, they’re already equipped with that skill set. 

Focusing on the operational layer – like finance, HR, and IT teams, who support not just local, but global needs. We plan to keep building that operational foundation, especially because the talent pool is strong, people are experienced with shift-based work, and they’re able to help us to provide round-the-clock global coverage.

Continuing to build tech teams, not only to support customers but also to contribute to product development. We already have engineering teams in place, and we see opportunities for them to take on more global initiatives over time.

She also shared that to build a strong talent pipeline, they’ve partnered with the Ministry of Education in India, to reach not only students currently in college, but also learners who are looking to skill up and get hands-on with MongoDB.”

Kristin shared how they’re designing talent development journeys that are both scalable and deeply personalised, and to identify and nurture high-potential talent for future leadership roles. She shared, “For us, scalability doesn’t mean standardisation.

Effective talent development respects individual ambition while aligning with enterprise goals. Our programs have a shared foundation—learning platforms, leadership frameworks, and certifications—but true personalisation comes through role-based paths, local interventions, and manager-led coaching. We’ve built systems that provide clear visibility into advancement.

Identifying high-potential talent is ongoing—we look at how individuals handle stretch roles, lead peers, and adapt to change. 

Leadership potential is measured through influence, initiative, and emotional intelligence—all in context. Our development journeys give emerging leaders early exposure to cross-functional work, client projects, and global experiences.”

Tech and EX

Kristin shared how they’re using AI or predictive analytics to support employee well-being and experience, “Employee well-being is nuanced, as family responsibilities and financial security are deeply intertwined with individual health. For instance, during the pandemic, we noticed a spike in stress signals through our pulse surveys.

Rather than launching generic wellness programs, we responded by creating localised solutions: financial wellness workshops, flexible caregiving leaves, and mental health sessions woven into leadership meetings.

One particularly successful initiative was transforming an employee-led yoga club into a structured, tech-enabled, certified program spanning multiple time zones, combining digital accessibility with human connection.”

She also shared how they are using technology to enhance people-centric decision-making, “Data is a core enabler of our people strategy. We use analytics to track engagement levels, stress indicators, attrition risks, and growth trajectories. Rather than reactively addressing issues, we aim to anticipate and act early.

For example, we measure the ROI of programs like leadership development not just through participation rates, but also through promotion velocity, retention rates, and employee sentiment analysis six to twelve months later.

Building a data-driven culture is an intentional journey. We are equipping our people leaders with self-serve dashboards, training them to ask the right questions of the data, and ensuring that decisions — from team composition to career planning — are made with insights, not instinct alone.”

Skill gaps and rising demands in the age of AI

Harsha underlined that “skill gaps have always existed. Today it’s Artificial Intelligence, a few years ago it was something else. There’s always a new wave of talent bringing in a new set of skills.”

She underlined that “the real challenge—and opportunity—for HR leaders and industry leaders, is to be thoughtful about how they approach talent.”

Outlining a few mindful steps for HR leaders, she shared:

• First and foremost, build a compelling value proposition for employees, which starts with the culture you create, the product you offer, the market you serve, and the people—leaders as well as teams—who shape that culture every day. People join companies for a great environment and growth opportunities. That’s why having a compelling value proposition is essential—especially as new technologies emerge. We believe our database is built for change, and this mindset is core to our culture and values, which we actively share with potential hires. Every company’s proposition is unique; for us, it’s the strength of our technology, our platform’s AI relevance, and the chance to be part of something transformative. Clear communication is key.
• The second focus is work culture—invest in it like you do your products. Every company prioritizes product development, but culture needs the same care. At MongoDB, we’re intentional about creating a place where people want to stay. 

My advice to HR leaders: after hiring talent, keep re-engaging them. Continually “market” the company internally to keep employees motivated and aligned. Since culture evolves as a company grows, it’s vital to reinforce it regularly—reminding people what they signed up for and why it matters.

• The third focus is maintaining high standards for both performance and talent. In a fast-moving industry like tech, this isn’t easy. It’s crucial to set clear expectations, foster an environment where people can excel, and uphold those high standards—because that’s what drives long-term excellence.
• Finally, learning and development go beyond formal training—which we do invest in—but most growth happens on the job. In tech, rapid change means roles constantly evolve, creating ongoing learning opportunities through new challenges, team shifts, and strategic pivots. At MongoDB, learning is embedded in the work itself, supplemented by programs and tools. This hands-on growth is a major advantage for employees.

I think if HR leaders focus on those, they’ll be in a strong position to attract and retain top talent.

Ensuring IT, Legal, and HR teams synergy for tech transformation

Harsha shared the strong synergy she shares with their IT and Legal teams as she works closely with senior leaders of these departments. She said, “We’re experimenting with an HR chatbot to handle basic employee questions, freeing our team for higher-value work.

But this raises important decisions. Like many in the industry, we face challenges around data access and privacy. For example, answering simple policy questions requires access to employee data. More sensitive queries—like accrued vacation or recent earnings—involve personal data, so security and compliance are paramount.

We collaborate closely with Legal and IT to assess risks. Responsible AI use means balancing innovation with protecting employee privacy and rights. Fortunately, most tech providers understand these sensitivities and work collaboratively with our Legal and IT teams to ensure proper safeguards and integrations. Broader issues like algorithmic bias also require due diligence.

That’s why we HR leaders remain cautiously optimistic—some AI applications are straightforward, but others demand careful scrutiny, especially when handling people and their data.”

AI and automation transforming hiring practices and HR policies

Harsha shared her experience on how AI is impacting the world of HR: “We’re cautiously optimistic about AI. When applied to something as complex as human behavior and employee experience, it demands thoughtful implementation. Due diligence, strong guardrails, and risk awareness are essential—especially with sensitive data involved. Like most HR leaders, we see both the potential and the pitfalls.

HR teams are exploring AI at varying speeds, but the shared mindset is clear: move forward, but with care. 

One of the clearest applications of AI in HR is automating administrative tasks—freeing people to focus on what only humans can do. At MongoDB, that’s a key design principle.

AI helps us streamline work that used to take hours—like generating job descriptions, processing leave requests, or turning feedback into development plans. Tools like chatbots handle routine queries, boosting efficiency for both HR and employees.

It’s all about using AI to enhance support while allowing our people to focus on high-value work.

Another area is enterprise search. We’re exploring AI-powered tools within our workplace apps—where AI makes it easier to find what you need. Say you're looking for a memo from four months ago—AI can quickly surface it. It’s a common use case and one we’re actively experimenting with at MongoDB.

Another big opportunity is synthesizing information—designing training programs, turning feedback into development plans, or writing strong job descriptions. These are areas where AI is being widely applied, and we’re actively experimenting with them at MongoDB too.

Kristin shared, "In hyper-competitive markets, the traditional model of hiring simply does not hold. Candidates often juggle multiple offers at once, and the window for action is incredibly tight. We have reengineered our hiring process around agility.

One shift that made a big impact was empowering our hiring managers with clearer decision frameworks — upfront role calibration, fast interview panels, and real-time feedback loops.

We also leverage AI-based screening tools to ensure the first shortlist already meets 80% of the must-have criteria, cutting down multiple rounds. Speed is important, but not at the cost of alignment."

These interviews were first published on the People Matters India website. You can read the in-depth versions frpm links below:

• AHEAD CPO Kristin Supancich on how technology and empathy play key roles in supporting employees
• “India continues to produce incredible talent, and we see this as a real opportunity” – Harsha Jalihal, MongoDB