The future of HR: Insights from an EdTech HR leader

In today’s digital-first world, Human Resources is evolving rapidly, embracing technology while staying deeply connected to people. Amidst all these transformations, an HR professional has a pivotal role in building a successful organization.

We sat down with Mr. Mansij Majumder, SVP Human Resources, UNext Learning, to explore the future of HR, the role of AI and automation, and how an MBA in HR prepares professionals for leadership.

1. As an HR leader in an EdTech company, how do you see the role of HR evolving in today’s digital-first world?

As a function, Human Resource is evolving along with transformations in technology and people’s behavior. In the digital-first world, HR is moving beyond the traditional – often time-consuming practices to tech-driven solutions that focus on enhancing efficiency at the same time maintaining human connection. Lately, AI brings in efficiency, looking at past data and helping form inferences. HR now needs to look beyond that data, to look at the individual behind that data, and form connections there.

2. What are some of the biggest challenges HR professionals face in the modern workplace?

From talent acquisition to regulatory compliances, HR professionals navigate a complex landscape with several challenges. Many of them have multifaceted implications and HR as a function needs to implement a holistic approach. Some of the key challenges are:

i. Talent acquisition & retention

• Competition for top talent: War for talent is still on. The focus on attracting and retaining skilled employees has compounded in the last decade, and employees now prioritize flexibility, purpose-driven roles, and career growth opportunities. HR must draw a fine line between structure and flexibility.
• Skills gap: In the tech world niche skills are changing rapidly. In fact, half-life of some technology skills is as low as 2.5 years. AI is disrupting traditional roles and skill sets. The widening skills gap requires companies to invest in upskilling and reskilling programs to meet emerging demands.
• Multi-generational workforce:
  • By 2030, Gen Z (born between 1997-2012) will make up nearly 30% of the global workforce, and Gen Alpha (born 2013-2025) will start entering entry-level jobs. Baby Boomers would have largely retired, and the Millennials and the Gen X would have transitioned into executive leadership roles. By 2035, workplaces would most likely have five generations under one roof – Boomers, Gen X, Millennials, Gen Z, and Gen Alpha.
  • Organizations and their leadership must evolve to cater to Gen Z’s desire for transparency, inclusivity, and purpose-driven work, while Gen Alpha’s digital-first mindset will push companies toward AI-driven collaboration tools, automation, and virtual workplaces.
• Supporting an aging workforce:
  • This is especially true for India, the demographic dividend has paid out, and now the bills are due. People will need to work longer, largely due to financial needs though some for personal fulfilment, leading to multi-generational collaboration like never before.
  • Phased retirement programs: Companies may need to offer gradual retirement options (e.g., part-time consulting, mentoring roles).
  • Age-inclusive hiring: Organizations will have to implement bias-free hiring to prevent age discrimination and leverage older workers’ experience.
  • Wellness & mental health: Employee wellness programs will expand to include midlife career coaching, cognitive health initiatives, and eldercare benefits.

ii. Performance management and feedback

• Moving beyond traditional reviews: Traditional annual reviews are passe. With the rapidly changing business landscape, reviews need to shift from annual to more project based – including reviews for those projects that don’t see the light of the day.

iii. Sustainability & purpose-driven work will be non-negotiable

• Gen Z and Gen Alpha will demand corporate responsibility, ethical leadership, and sustainability initiatives. Gen Z and Gen Alpha may not be too keen on working with companies that put profit ahead of environmental and social responsibilities.
• Sustainability-first companies will win talent: Employees will choose workplaces committed to carbon neutrality, ESG (Environmental, Social, Governance) goals, and ethical supply chains.
• Purpose over paychecks: Younger workers will prioritize mission-driven work over high salaries, forcing companies to align with social impact causes.

iv. Technological integration and data privacy

• Adopting HR technology: Implementing and managing various HR tools while addressing technical training gaps and data privacy concerns.
• AI and automation: Integrating AI to streamline processes while ensuring ethical use and minimizing job displacement.

v. Employee well-being and mental health

• Prioritizing well-being: Focusing on holistic employee well-being, including mental health support, financial wellbeing and work-life balance. With the current trends in the economy, and longer life spans, the traditional retirement age may not work any longer, and employees may need to continue to work for longer years as well as need support for their post-retirement planning.

vi. Compliance and regulatory challenges

• Navigating changing laws: Adapting to evolving labor laws, data protection regulations, and ESG requirements. Dealing with new work force types like gig workers, freelancers, project-based workers.

3. How has technology, especially AI and automation, transformed HR functions like recruitment, training, and performance management?

As mentioned above, HR is moving beyond traditional hiring and embracing AI-driven, data-backed decision-making. Some trends I observed are:

i. Skills-based hiring

Companies are shifting from traditional resume-based hiring to skills-based recruitment to address widening skills gaps and rapidly evolving job markets. This approach prioritizes practical skills and adaptability over formal degrees.

To support this trend, organizations are redefining job descriptions, investing in reskilling programs, and leveraging tools like skills assessments.

ii. Learning in the flow of work 

Traditional learning & development as we know it is getting disrupted. No one has the time or patience to wait for calendarized training events to learn something that is needed for their job.

The trend towards curated learning pathways, capsules of learning, and learning that is integrated in the flow of work is the next evolution of learning.

iii. Upskilling and Reskilling

With nearly half of workers’ skills expected to be disrupted within the next five years, companies are focusing on upskilling and internal mobility to future-proof their workforce. Online learning platforms, certifications, and peer-to-peer learning are being widely adopted.

Leadership development programs are also gaining importance to equip managers with the tools needed to support their teams effectively.

iv. Integration of Artificial Intelligence (AI)

• AI is transforming HR processes such as recruitment, workforce management, and performance analysis. It enables smarter candidate sourcing, automated scheduling, diversity initiatives, and predictive analytics for better decision-making.
• AI also helps automate repetitive tasks like payroll and benefits administration, allowing HR teams to focus on strategic priorities like employee engagement.
• Agentic AI integration with legacy infrastructure is freeing up employees from mundane repetitive transactions and bringing in greater efficiency in HR processes.
• Employee experience and well-being
  • HR is increasingly prioritizing personalized employee experience, focusing on well-being, mental health support, and hybrid work models. Flexible work arrangements remain a key driver of employee satisfaction.
  • Organizations are also investing in hyper-personalization through technology to meet individual employee needs more effectively.
• Diversity, Equity, Inclusion, and Belonging (DEIB)
  • Data-driven approaches to DEIB are becoming essential for fostering inclusive workplaces. Technology is being used to track progress on diversity initiatives and reduce bias in hiring processes.
• Data-driven decision-making
  • HR teams are leveraging people analytics to gain insights into workforce trends and make informed decisions about talent management. This includes using data for predictive modelling in areas like retention and performance.
• Emphasis on remote and hybrid work
  • The demand for remote and hybrid work continues to grow. Organizations are adopting technologies that support virtual collaboration while maintaining productivity and employee satisfaction.

v. Blockchain for HR

Blockchain technology is being explored for secure record-keeping in areas like payroll processing, credential verification, and employee data management.

4. How did your own educational background shape your leadership journey?

My engineering and MBA degrees laid the foundation for my learning journey. You can always connect the dots backwards and say that this subject or that professor laid the groundwork for my journey. However, what stood me in good stead is to be curious. I learnt somethings formally, I learnt somethings informally, I picked up some learnings from my mentors, colleagues, peers and bosses. I also learnt what I should not do from them.

My education background emphasized on continuous learning, unlearning and relearning. In today’s world, there is no other way to be ahead of the curve than to keep sharpening the sword. You must keep learning, building your arsenal of skills. Your ability to learn, unlearn and relearn will shape your growth journey.

5. What key skills does an MBA in HR provide for aspiring HR leaders?

In my experience, an MBA in HR equips professionals with critical business and people management skills, including:

• HR professionals need to understand the business: You are dealing with the most important part of the three pillars of production – capital, people and land. Today capital is available, land is also available, people are the differentiators. If you don’t understand your business, and are ready with a future ready workforce, what value are you adding?
• Dealing with ambiguity: Unlike finance, where capital is typically fungible, people are not. Every person brings with her/himself not only her/his world view, but also biases, beliefs and values. Each issue which may seem trivial for the company is the most important one for the person.
• Data centricity: An HR department deals with immense data. It is a shame that most folks in HR shy away from data-based decision making. The ability to cut through the noise and dive deep into what the data is throwing up is critical.
• Technology proficiency: HR leaders must be technically proficient. It is no longer the job of the IT department to build and maintain HR tech solutions. HR has to take charge of the solutions they need, evaluate options in the market, and talk to their peer groups in the language of technology.
• Old favorite, leadership acumen: HR is still looked up to as the panacea for all wounds old and new. You need to be able to guide HR & business teams, influence organizational culture, and drive change. HR leaders must inspire confidence, lead during crises, and foster collaboration across all levels of the organization.

6. In your experience, how does an HR-focused MBA prepare graduates to lead during organizational crises or transformation?

An HR-focused MBA gives you some frameworks on how an organization behaves. There is no substitute for on-the-job learning. Do you need HR specialization to become a great HR leader? Maybe not. Some of the best HR brains in the world did not start out as HR folks. Your ability to keep your head, when all around you are losing theirs, is what will help you lead during crisis or transformation.

7. What are the emerging HR specializations that students should consider when choosing an MBA program?

In my opinion, these are some of the emerging HR specializations:

• HR analytics and workforce planning

Data-driven decision-making is transforming HR. Organizations increasingly rely on analytics to predict workforce trends, improve retention, and optimize talent strategies. Data analysis, predictive modelling, use of R, Python and proficiency in various HRIS, ATS, LMS tools and AI platforms.

• Personalized employees experience design

Hyper-personalized employee experiences, wellness programs, and flexible work policies. Personalized benefits plans, pay equity analysis, and wellness-based incentives differentiate organizations and help attract talent.

• HR technology and digital transformation

The adoption of technologies like AI, blockchain, and cloud-based HR platforms is reshaping HR processes. Understanding HR tech ecosystems, implementing automation tools, and managing digital transformation projects become important.

• Organizational development and change management

Rapid technological advancements require organizations to adapt quickly. Change management specialists help navigate these transitions effectively. Leadership development, cultural transformation, and employee transition support are areas to be looked at.

8. For someone aspiring to become an HR leader, what career path do you recommend after completing an MBA in HR?

Personally, I think one has to make a conscious effort to become a leader in the human resource domain. It is imperative to have a holistic organizational understanding to emerge to the HR leadership:

• Learn the business as much as possible. Understand what each vertical in HR does. How do they interact and interrelate. What happens if a process fails? Why is HR the first line of defense for the organization.
• Read the future. What skills will your organization need next year, 3 years later, 5 years later? How will you get them? What can change in the meanwhile? How will you help create the moat.
• Strengthen the present. What did you do today that made a difference? Have you added economic value? Don’t be a Santa Claus HR – busy with event management, gifts and celebrations while the world goes on.

9. From a hiring perspective, do you see any difference in the skills or preparedness of candidates from online vs. on-campus MBA programs?

From my point of view, both modes of MBAs have pros and cons. If comparing both, some advantages are:

• Exposure: On-campus MBA students are exposed to a variety of ideas, companies and way of working. While they lose 2 years of work experience, they gain from a variety of ideas that they are exposed to
• On the job learning: Online MBA students, who are working professionals, can immediately apply some of the concepts that they learn

10. Any advice for students who are considering an MBA in HR but are unsure about the career opportunities ahead?

Opportunities are plentiful. Human Resources as a function deals with the most important asset that an organization has. If you are passionate about working across business, data, legal, branding and sales, are a conscientious person who can navigate through the vagaries of the organization, and possess an iron hand in a velvet glove, then this is the function for you.

HR is the function that manages an organization’s greatest asset—its people. If you’re ready to lead, innovate, and transform workplaces, an MBA in HR can be your gateway to an impactful and fulfilling career.