Gen Z’s Expectations from their Leaders

Welcome to the Vantage HR Influencers Podcast. This podcast is sponsored by Vantage Circle, the simple and AI-powered rewards and recognition platform for employee engagement.

Hey guys, what's popping? I know I don't usually greet you like this, so this might be a bit of a surprise, but I'm trying to get with the times, and maybe you should too, because our very own Gen Zs has stepped into the workplace. Born between 1997 to 2012, this generation is set to make up 27% of the workforce by next year, and that's according to the World Economic Forum. But what does this imply for leadership today? Well, Gen Z is bringing a whole new vibe to the workplace with fresh expectations for their leaders. They're looking for more than just a figurehead. They want leaders who are real, tech savvy, and someone who genuinely cares about their personal and professional growth. So that's today's episode. We are going to break down what exactly Gen Z wants from their leaders, and to help us in doing that, we have the amazing Meenalochani Kumar with us, a neuroscience-based HR practitioner and a visionary talent management leader known for her impact on several renowned organizations. So guys, welcome once again. I'm Sanjeevani Saikia, your host, and I can't wait to begin this conversation. So let's get started.

Sanjeevani Saikia: Hello, Mina. Thank you so much for joining us in this episode. So glad to have you here today.

Meenalochani Kumar: Thank you so much, Sanjeevani, for the invite, and yes, hoping to have a great conversation with you.

Sanjeevani Saikia: It's a pleasure to have you on our show today. We have a very interesting topic at hand, that is Gen Z's expectations from their leaders, and I'm very excited to start this with you. But before beginning our conversation, could you give us a quick rundown of your professional journey so far?

Meenalochani Kumar: Sure. So I've been in the HR space for over two decades now, spanning across different roles that I've had in business HR, organization development and effectiveness, learning and leadership, mentoring, and executive coaching. So I think I can say with joy that I've had the opportunity, much grateful for the many opportunities across the different roles that I have had in my career. Yes, which also means that I have dealt with a multi-generational workforce, and I'm very excited to be speaking about this specific topic today. Thank you so much, Sanjeevani.

Sanjeevani Saikia: Great. Thanks for sharing that. It's again great to have you on the show. Before starting our conversation, I want to convey that I'm a Gen Z myself. So throughout our conversation, I'll share why these questions matter from my perspective, and how they reflect our unique experiences and priorities. I hope you'll be okay with this. Please let me know if my perspective is in sync with yours.

Meenalochani Kumar: Perfect. Perfect. Yeah.

Sanjeevani Saikia: So it's fascinating to see how our priorities as Gen Z employees differ from those of our parents or even older siblings. We have grown up in a world of rapid change, constant connectivity, and global challenges as well. It has certainly shaped our view of what makes a great leader. So to kick things off, I would like to know your perspective on what key leadership qualities Gen Z employees prioritize, and how do these differ from the expectations of previous generations?

Meenalochani Kumar: Such a beautiful and introspective question, Sanjeevani. Thank you. So even before I answer that, let me take a step back. A few of the reports say that 25% of the global workforce by 2025 is going to be Gen Z, and probably that is the reason we are speaking in depth about this topic today. Second, Gen Z as a generation, 98% of them own a smartphone, and they consume about 10 hours of digital content, which clearly explains what you mentioned just some time ago in terms of how socially connected and active this generation is across various digital platforms.

If you look at the new wave of leaders in the workforce, these are Gen Z. They are bringing in fresh perspectives for us. They come in with a lot of technological prowess, a very different set of values. As in my generation, I would say very connected, strongly social. They have a library of information at their hand, and they focus a lot on social justice and diversity and inclusion. They've grown up in an environment that is digital, an environment where there has been a paradigm of choices, a very empowered environment. For example, even as you would have grown up, I'm sure you would have expected your parents to ask you, which car should we be buying? What food do you want today? Do you want to go out to this restaurant to eat or elsewhere? What are you thinking in your mind today? You want very active conversations with your parents, isn't it?

Sanjeevani Saikia: Yes.

Meenalochani Kumar: And that's the empowerment they're looking for at the workplace also. They want those choices and the power of using the choices at the workplace. And you've grown up in an era of the pandemic, a lot of challenges that you have experienced as a result, including mental health challenges that some of them went through during that period and afterwards. So the environment, the persona of Gen Z, the values that Gen Z brings to the table, all of this combined makes for a leader to take a step back to reflect on what kind of leadership will best suit this generation.

I also understand, and I have experienced innumerable times, that it is instant gratification that Gen Z looks for. Very open to feedback, but the feedback has to be absolutely rational.

Sanjeevani Saikia: Yes.

Meenalochani Kumar: They're committed to their own growth, and the growth cannot be 10 years, 15 years. It has to be in the next three years, five years. What can I become? When is my next promotion? What can be my next job? And the asks are quite unique, and lots of professional development and career development opportunities that they look for.

With all this, what do they expect of a leader? Obviously, we are dealing with a very driven generation, such as Gen Z, and therefore they expect leaders to be very purpose driven. They want leaders to be absolutely focused about the asks, about the objective, about the purpose of their job, about their role. They need clarity in almost everything. Very bold, assertive, and they want leaders to show up when they are in trouble. They want a very flexible environment at the workplace. At the same time, they want a framework around it. It's not that they want to be completely devoid of responsibilities. Of course they want a lot of responsibilities. They want the responsibilities to be laid out very clearly, and they want to know in what framework they can operate.

So they want leaders to be open, genuine, curious, creative. They also want leaders to listen to them. This generation loves to talk, this generation loves to express, and therefore needs leaders who can very actively listen to them. Listen deeply, even for the cues that they are giving when they are not speaking. They want ongoing learning opportunities to be provided for them, and therefore leaders have to be very comfortable providing an environment which is not only classroom based learning, but allows them opportunities to learn from everyone and anywhere. Obviously, they are looking for very digitally savvy leaders. I think these are some of the characteristics Gen Z looks for in leaders, and I'd love to hear if that's what you are looking at too.

Sanjeevani Saikia: Yes, I completely agree with your perspective. Again, Meena, do you think the workforce is absolutely ready to have Gen Z? Because again, we come with our own set of dos and don'ts. We do value work highly, but at the same time, we also want to focus on other aspects of life. Do you think the workforce is ready to have that in place as well?

Meenalochani Kumar: I would say we are 70% ready. What Gen Z must also understand is that just as Gen Y and Gen X are trying to understand Gen Z and work towards helping them settle into their roles, settle their thought process, settle into their work, and so on, it's a two way journey that is going to be there in a workforce. So as much as the other generations are giving space, time, and energy to spot talent and groom them when it comes to Gen Z, I think it will be very important for Gen Z to have a similar flexible approach and try to understand the other generations that work alongside them.

I see Gen Z as a generation that needs logic and rationale for everything, but they should also respect the fact that there are senior leaders in the organization who may have come from a different generation, a different set of experiences, who bring in a different set of perspectives. And therefore, how do you receive it as much as we share your views? I think it should be a two way approach in the workplace, and if that happens, then I can say that the workforce is ready.

Sanjeevani Saikia: True. Again, one thing that really stands out to me and my peers is the importance of authenticity in leadership. Growing up in an era of curated social media personas and widespread fake news, we have a keen desire for genuine connections and transparency. We crave leaders who are real and relatable. But here I would like you to elaborate more on why authenticity is so crucial for Gen Z when it comes to leadership, and do you have any real world examples of leaders demonstrating this effectively?

Meenalochani Kumar: Absolutely. Like you rightly said, you are our digital natives, and we're learning so much of technology from you day in and day out. We also see that you've always grown up in an environment of information overload. There is so much information available to you, whether it is social media or offline content, you are exposed to plenty of information. Now, how do you assimilate this information? How do you digest it? But most of all, how do you make sense of the information that is brought to you? That is where the challenge is, right? So with so much information also comes pockets of information which are not genuine or authentic. And therefore, what has happened with this generation is that because you have lived in a world where you're bombarded with both genuine and disingenuous information, you've also become very intuitively able to detect what is not real. And that is life, right? You put yourself in an environment, you learn to take the best out of it, and that's what has happened with Gen Z. So quickly this generation can identify a leader who's probably not genuine, quickly they can identify peers who are not genuine, and quickly they can identify news and information in the media which may not be genuine as well.

Whenever we have a shortage of something, the reality in life is we need more of it. Today we are living in a very artificial environment, whether it is our life, whether it is leadership, whether it is workplace environments, whether it is relationships at home, many, many times, many things are false. And wherever we have a shortage of that, you yearn for more authentic information, you yearn for more authentic workplace relationships, you yearn for more authentic leadership. And that is the reason why Gen Z is looking for authenticity at the workplace.

So your desire for bringing in a lot of social equity, or the focus that you have on all classes of society, or your need for thinking about the environment, the climate, and so on, all of that is a summation of your experiences. And therefore you want authentic experiences to be there at the workplace, because that is a shortage that you're seeing in the world around you. That's the way I look at this question.

Sanjeevani Saikia: Again, true. Building on the theme of what Gen Z values in leadership, career development is another area where our expectations have evolved. Unlike previous generations that might have prioritized a linear career path, we are more interested in gaining diverse experiences and continuous learning opportunities. So given this shift, how are leaders rethinking their approach to support Gen Z's career development and personal growth? And are there any innovative strategies or practices that leaders are adopting to meet these evolving expectations?

Meenalochani Kumar: Absolutely, that's a brilliant question. And to answer some bit of your earlier question, in terms of whether I've had experiences of Gen Z who have been great leaders, or have I seen great leaders who have handled Gen Z very well, I would like to call out a mentor of mine who has since passed away, who was brilliant at dealing with Gen Z. His ability to listen to them with curiosity and inquisitiveness, his ability to mentor them to get to the point where they wanted to be, is something that I learnt over the years. And when I look at two people who are Gen Z themselves, I think of two people from my past organizations, one from my ex-organization Mindtree, and one from Sutherland, both of them exceptional leaders who have a way with dealing with Gen Z. Both of them have adapted, both of them have unlearned, both of them have learnt, and both of them are managing great teams. So these are two people that come to my mind in the recent past.

Now coming to the question of what kind of learning can be provided, and are there innovative ways for that learning to be provided. Of course, there are many reasons as to why Gen Z is looking for it. The generation we are living in, the world that we are living in, I think our attention span is shrinking again, because of the multiple things that we are getting caught up in, and the wide variety of activities that we are engaging in, in and out. Now with this kind of attention deficit or short attention span, we need to also, as learning leaders, understand what and how learning is consumed by Gen Z. And that is where many other approaches to learning, which blend with your personality, can be of great value to organizations. I've used quite a few of them, and I can share my experiences.

Sure, I think a flipped classroom approach, it's been in existence for several years, but the flipped classroom approach, where you don't give Gen Z surprises by getting them into a classroom and telling them what you want to speak about, but you give them enough content for them to study up in advance and come and use the classroom to share their perspectives, I think that is a big hit with this generation, because one, it allows them the ability to voice their thoughts, and two, they love peer learning, and both of them can be a great combination in flipped classrooms.

Second, what I've seen is Gen Z doesn't really believe in hierarchy. It's more of a flatter structure. I'm your equal, I also know as much as you, you may know better, but I can easily come up to your level. These are thoughts that exist in their mind, which could be true, in that on some of the skills they are far ahead of the other generations too. And sometimes, in one organization, I've used reverse mentoring very effectively to learn from Gen Z also. So coming back to your style, they love collaborative and peer learning. So whenever you have small groups that you can put together of experts or peers, the learning that they enjoy at that level is immense, as I can see.

The third is they want to learn from everything and from anywhere. So they're not constrained by this very regimented approach to learning. So if you bring them a non technical expert and say, what are the leadership lessons you can learn from him or her, they are very curious and very enthusiastic to learn. So learning from outside and from anywhere is also an approach to learning that they enjoy.

Bite sized learning, so it's like, when they are working, what do I need now to solve my project? What is the problem I have at hand right now, and what can be a solution for that? So they'll just Google it up, they'll find a quick read, a quick video, a one minute video, they will absorb it and they will be able to implement it. So bite sized learning is something they enjoy, and just in time, give it to them just in time. They're not going to have the patience to sit through two days of continuous learning perhaps, but when they get what they need, then they enjoy that kind of learning.

And they love to get their hands dirty by doing action learning projects. They're more of an experience driven generation. So what can you really give them that they can experience real time, and that takeaway for them is very, very high.

All this learning, when they put it together in their career, they're also very clear that they don't want to be part of a single job or a single organization, but would love to move from one job to a completely different job, perhaps in the next 10 years, they don't know, that's the mindset with which they are operating. If I think of my own son, he was in processes, and then he suddenly moved to branding, you can see the variety of choices he is making. Now he's considering moving into brand ambassadorships. So if you look at it, he is a Gen Z, and he's the best example for me. I learn from him every day. So their perspectives, their views, their choices are extremely across the spectrum.

So with this kind of a spectrum of jobs that they may have, it becomes very critical for them to have on the job learning, and just in time learning, all of these become very critical. But I think most importantly, Gen Z needs to focus on a lot of skilling to be prepared for multiple roles, which is what they enjoy. And they should set apart time for personal growth. I don't know if this generation hits the pause button as often as it has to. And therefore, when it comes to learning, it should begin with learning to become more self aware, learning to have those moments of reflection, learning to go back to your mistakes, learn and unlearn, and get to a future point. So I would say give them a lot of me time if you are a learning practitioner, that also helps this generation immensely. I think those are some ways in which Gen Z learns beautifully.

Sanjeevani Saikia: Again, Meena, you have shared a very interesting takeaway from all the factors you have mentioned. One thing I'd like to ask you is, I actually agree with your view on how Gen Z views hierarchy. Now again, why do you think we don't prefer this rigid hierarchy structure? And does it become difficult for us to find leaders? Because in our parents' days, their bosses may have been their leaders, but for us, it could be the very next person sitting next to us who is not a boss, maybe just a co-worker, and we may view them as a leader. So if you could help us understand the hierarchy question and how we find leaders that way?

Meenalochani Kumar: I think that's a very introspective question as well. So to answer this question, I would say you need to understand the way organizations are evolving. It's not just about the structure. So when you look at the way organizations are evolving, especially in technology organizations, you see that we are moving from a very hierarchical organization to more flatter organizations, especially in product companies. Second, you see that there are fluid project roles. So one day it might be that Sanjeevani is the manager, because she is bringing a specific skill that is absolutely relevant to a project, but maybe once the project is done, Sanjeevani goes to some other project where another person becomes the leader, because he or she brings that specific skill that is required for that project.

Sanjeevani Saikia: Yes.

Meenalochani Kumar: So they are seeing a wide variety of shifts in the workplace. So the belief that somebody more experienced can only lead me, can only lead my team, is no longer there in the minds of Gen Z. They feel if I am able to learn, and if I am able to really bring my thought and expertise, I know I can lead in some way or the other. And that is the reason they have broken away from the patriarchal way of thinking, or a very hierarchical society, and are bringing those thoughts to the workplace also. That is why you don't see that they expect a very formal hierarchy, a top down approach to be there, but they love the collaborative environment that all generations can create for them.

Sanjeevani Saikia: Yes, again, I think that makes sense to me. One of the most favorite topics of our listeners, moving on, is diversity and inclusion. And obviously it is no surprise, in fact, I think Gen Z is often credited with pushing these conversations forward. Having grown up in a more diverse and globally connected world, this generation seems to have higher expectations for inclusive work environments. So how can our leaders effectively champion diversity and inclusion to meet the high expectations of Gen Z employees?

Meenalochani Kumar: So the reason, again, if I were to take a step back as to why Gen Z is looking for diversity and inclusion, or inclusion and diversity as the world calls it now, or diversity, equity, and inclusion as we see it in the world today, this is because they themselves are a very diverse generation. You do see Generation Z, and when I say diversity, I'm talking of diversity of gender, I'm talking of diversity of intellect, I'm talking of diversity of thoughts, I'm talking of diversity of work styles, diversity of workplaces, diversity of the workforce. They're experiencing all of this. And therefore, the focus that many minds can bring the best thought is probably already embedded in their psyche, and therefore the constant need to focus on diversity.

And when you look at the reason why they want inclusivity to be a factor, and equity to be a factor, I think it's because you are a very expressive generation. Gen Z is a very expressive generation, and when you express, you want opportunities to express. And how do you get these opportunities? You want opportunities to participate, whether it is a town hall where you want to ask your question, whether it is an idea generating summit that you are sponsored to attend, whether it is a meeting in which you want to voice your opinion, whether the opinion is taken on or set aside, but you want those platforms to engage, you want those platforms to express, you want those platforms to be able to participate very actively. And that is where your need for inclusion starts coming into the picture.

And because these are the realities, I think individuals, teams, leaders, and organizations must consciously make space for ensuring there is diversity and inclusion at the workplace. And I think very consciously, at least my generation has been doing it, because we've been trying to adapt to your generation as much as we hope you adapt to ours.

Sanjeevani Saikia: So now shifting gears, how are Gen Z's expectations around work life balance, and like you mentioned earlier, mental health support, reshaping traditional notions of leadership responsibility? I'm asking this because the conversation around work life balance and mental health has gained significant traction in recent years, with Gen Z often at the forefront of these discussions. So what's your take on this?

Meenalochani Kumar: I think this generation of Gen Z, as you would like to call it, is so passionate about multiple aspects. They are interested in travel, they are interested in pursuing higher education, some of them will want to pursue a full-blown language course, some of them want to take on larger responsibility at work, some of them want to commit a lot of time to social causes, some of them want to give their time to the environment. So if you look at their options, if you look at their needs, if you look at their choices, they are plenty. And therefore what really happens is they need time for themselves to pursue some of these passions that they bring to the table, which continue at the workplace also. So I think they are overall looking to have a very purposeful, holistic life. Unlike even in my generation, I would say wherein our focus was work, work, work, and very little time left for life. But in your generation, you're very clear, I will work, but I also understand that there is life beyond my work, and that is the reason there's heavy focus on work life balance.

I think organizations and leaders could do very well if they are able to give them time for that passion to be pursued. Some organizations have integrated work life balance beautifully for the employee, and I think those organizations are the ones employees love to stay and work for. Second, I think when it comes to work life balance, it's also about educating and coaching them on how to manage time. Because they are multi-skilling, because they are multitasking, it's also important for them to know how to manage time. And I think, making a very broad statement, Gen Z can be better at managing time, understanding time, and effectively using it as well.

So when you look at work life balance, it's all about looking at the wheel of life and saying which segment of the wheel of life am I most passionate about, and how do I make time and meaning for it, and that is what organizations should be doing. If you look at some of the programs that I have led, I have very consciously created time for people to develop as leaders in the spaces that they would love to. So they are on a leadership journey, and what part of the leadership journey encompasses their passion, their fulfillment. I do something called the river of life activity, it's a beautiful activity that helps us reflect on where we were and where we are, what the gap is, and where we would really like to focus our attention. And most often I see at the end of this activity, it is about work life balance that Gen Z raises their hands up to.

So I think it's about, one, what are the places where you can integrate thoughts about work life integration, and how open are you to provide them the spaces for them to be really looking at work life integration. When you look at mental health, I think it's about a generation that has grown up in a lot of chaos and apprehension. Many Gen Zs have seen their parents lose their jobs, they've struggled for financial stability because of past recessions. And therefore the growing up, or formative years, have been full of apprehension about a lot of things, and that's where they are. They're very apprehensive about life, they don't trust too many things, it takes time for them to build trust with people, with their role, job, life, and so on. And given that they've grown up in this kind of an environment, they've seen the worst of even natural disasters, it could be earthquakes of severe magnitude, it could be tsunamis. Given all of this, they might have lost their loved ones. Given all of this, I truly believe that mental health has taken a toll.

But I would say it's also the amount of time that they spend on their mobile, the amount of time that is being spent online. I think it takes a big toll, because as human beings, we relate to other human beings much better. But we are reversing that and spending most of our time online, and the point where you've gone so deep into technology but don't have time for people at home or at the workplace for an in-person conversation, can also lead to challenges when it comes to the way your mind and brain function. So I think it's very important for us to focus on the stress levels that Gen Z go through, and more importantly, as leaders, how can we support them to understand what they're going through, and also give them an opportunity to interact with people as against the online interactions that they have. So I think if we are able to provide enough employee assistance programs, if we're able to provide programs that encompass mindfulness, if we are able to give them their me time, their reflective time, a lot of these challenges that we see at the workplace can get better.

Sanjeevani Saikia: When it comes to mental health, I think our generation is more lonely and depressed compared to previous generations, and there are some really credible sources agreeing with that as well. So does the corporate world have any real interest in considering this, and how much are they doing? What efforts are they putting in to actually improve the mental health of employees, and are you satisfied with the amount of effort being put in?

Meenalochani Kumar: See, whenever there is a challenge at the workplace, there is a very strong underlying reason as to why it has become a challenge at any given point in time. So if you go back to the grassroots of how this generation has grown, it is roughly about 20 plus years of their growing years that they have seen this uncertainty. And suddenly the workplace cannot bring a one stop solution to everything. So organizations are definitely attempting to break down different problems and see what the best solution for each one is. For example, if it is depression, then do you have a psychologist at the workplace, or can the employee assistance programs help them? Or if there are a lot of panic attacks that I'm seeing at the workplace, many younger employees seem to experience this. So what is the solution to that? What I'm saying is these are quick fix solutions that organizations can provide, but the deep rooted question that we as leaders should be asking is, how are we slowing this generation down so that they are able to, one, reflect about themselves. So the self awareness bit that I spoke about, the me time that they need to recoup from anything, and two, how are we as leaders guiding them to be surrounded by people much more than in solitude with machines. I think if we're able to look at these two things together, there is a lot that we could do for this generation.

Sanjeevani Saikia: Yeah, finally one more important aspect is communication. This generation has grown up with instant messaging, social media, and rapidly changing digital platforms. We value clear and interactive exchanges that feel authentic at the same time, given these digital influences. What communication styles and methods are most effective for engaging with Gen Z, and how can leaders adjust their communication strategies to connect with us?

Meenalochani Kumar: You are a very informed generation, like I said, and I'm very proud to work amongst many Gen Z at the workplace. I think one thing that Gen Z truly appreciates from a leader is when the conversation can be very respectful, respectful of Gen Z's thoughts, respectful of Gen Z's ideas and suggestions, respectful of Gen Z's values, and reverent to what they bring to the table. Second, I think they want leaders to understand them better. So I always wear my curiosity hat when I speak to a Gen Z employee at the workplace, because I want to know more about the person in front of me, so that I can really understand where the person is coming from, and therefore provide an appropriate solution, guidance, or collaborate on some kind of a solution at the workplace. Third, I think they see communication as role modeling also. So the minute you say something and do something else, they're easily able to spot it. What kind of authentic communication are you bringing into a conversation with Gen Z is on top of my mind all the time.

The most important thing is every Gen Z I have met is always thinking about what's in it for me, and therefore, as a leader, are you able to give them your spotlight to share their story, because the story is very important to them. So as a leader, what are you doing to encourage them to speak freely, to provide them platforms for expression, to respect the knowledge and information they bring to a conversation, to be curious about understanding them as people who are unique and can bring a lot of differentiation to the workplace, and can you give them the spotlight to share their story? I think these become very important. On the other side, Gen Z as people, you know, they love short messaging, they love visual communication, and they also like very candid conversations. So how many of those one on one conversations do you make time for with them? Do you really listen to them during those conversations? Are you wearing your coaching hat all the time, or do you have the grace to remove your coaching hat as a leader and let them coach you sometimes? So I think that is what Gen Z is looking for in terms of communication styles and communication strategies at the workplace.

Sanjeevani Saikia: Wonderful. You have very beautifully and patiently answered some of the most crucial questions concerning Gen Z, or I must say some of the most important questions I had in mind, and I'm sure our listeners will gain a lot from your perspective. So thank you, Meena. Thanks a lot. We have covered a very crucial topic today, and as we wrap up, do you have any final thoughts or messages you'd like to share with our listeners? I know they'd love to hear from you, and for those who want to stay connected with you after this episode, can you let them know the best way to reach out to you?

Meenalochani Kumar: So Sanjeevani, thank you so much for these very interesting questions that led me on an introspective journey as I was responding as well. So thank you for that. I think the two things I would love to leave this conversation with are, one, keep life very simple, whether you're Gen Z, Gen Y, or Gen X, and two, make sure that you don't have too many wants. If you can stop at needs, life becomes very beautiful. So enjoy every day, keep it simple, focus on your needs and not necessarily your wants. I think that way we can lead very holistic lives. Of course, I am a mindfulness advocate, so if at all you want to connect with me on anything, feel free to reach out to me on LinkedIn under Meenalochani Kumar, or you can reach out through Sanjeevani and I can share my email address that way.

Sanjeevani Saikia: Great. Keep life simple and not too many wants, yes, I'll be more focused on needs. Noted all these pointers, I'll keep them in mind. Meena, thank you so much for joining in today's episode. I'm really grateful, thank you for sharing your time with us. Thanks a lot.

Meenalochani Kumar: Thank you, Sanjeevani. It was a pleasure. I learned so much from you, as much as I shared my perspectives. Thank you once again. Have a beautiful day ahead.

Thanks for listening to the Vantage HR Influencers Podcast. Please do subscribe to the Vantage HR Influencers Podcast on Apple Podcasts, Spotify, and our YouTube channel for new episodes.