Inside the making of India’s future-ready workplaces

FORTUNE INDIA and CIEL HR — a leading HR solutions company — worked together to identify the ‘Future-ready Workplaces’ in India Inc. for 2025. This was done using a structured, close-ended questionnaire to capture insights on modern, progressive, and future-ready HR practices, and by reaching out to current and former employees of Fortune 1,000 companies in India. It covers a mix of respondents across senior-, mid- and junior levels for a comprehensive perspective.

We identified six aspects that separate the men from the boys. These dimensions were developed after discussions with industry leaders and in-house experts and insights of CIEL HR. They are Culture Centres and Performance Focus (with a 20% weightage each); followed by Innovation Hubs, Resilient Core, Nurturing Cocoon and Good Samaritan (with 15% weightage for each).

We asked in-depth questions in the form of surveys and one-on-one interviews.

Organisational culture in HR refers to the values, beliefs, and behaviours that characterise how individuals within a firm interact with each other, clients, and stakeholders. The core principles and ethical standards that the organisation upholds are the values. We evaluated the HR practices for recruitment, retention, employee development, and talent management to find the “organisational culture-centricity”.

In the HR domain, innovation entails proactive integration of creative solutions and cutting-edge technologies to elevate various facets of human resource management. This involves technology integration, strategic talent management, employee engagement initiatives, agile HR practices, data-driven decision-making, innovative performance management, collaborative learning initiatives, flexible work arrangements, diversity and inclusion strategies, and leadership development.

In essence, innovation in HR practices aims to optimise human capital management through forward-thinking approaches that adapt to both workforce dynamics and company goals.

Resilience, in the context of a company or organisation, refers to its ability to withstand and adapt to challenges, setbacks, or disruptions while maintaining its core functions and achieving its long-term objectives. It involves the capacity to bounce back from adversity, learn from experiences, and emerge stronger and more capable. Key aspects of organisational resilience include adaptability, risk management, crisis response, innovation culture and employee well-being. It helps evaluate how well the firm’s HR practices have remained resilient in the face of challenges.

The performance of a company refers to its overall effectiveness, achievements, and results in meeting its strategic objectives and goals. It is a comprehensive measure that assesses how well a company is performing in various key areas, both financially and operationally. The performance of a company is often evaluated through a combination of quantitative and qualitative indicators. Some aspects in HR practices that contribute to defining the performance of a company are succession planning, rewards & recognition, career planning, and learning and development (L&D).

L&D is vital for organisations as it enhances employee performance, facilitates adaptation to change, reduces turnover, fosters innovation, supports succession planning, boosts employee engagement, and attracts top talent.

“Nurturing” in the context of HR practices within a company refers to the intentional and supportive efforts undertaken by the organisation to foster the growth, development, and well-being of its employees. It encompasses a range of initiatives and policies aimed at creating a positive and conducive work environment that enables individuals to thrive both professionally and personally. The concept of nurturing within a company involves employee development, mentorship and coaching, career pathing, work-life balance, recognition and appreciation, inclusivity and diversity, health and wellness programmes, communication and feedback, social responsibility and supportive leadership. Nurturing in the context of HR practices reflects a holistic approach to employee well-being, growth, and development within the organisational setting.

Corporate social responsibility (CSR) now involves going beyond compliance with laws and regulations and engaging in actions that benefit the community, the environment, and the company’s stakeholders. HR teams either lead the CSR practice or play an important role in conceptualising the policy and executing it. Social impact includes community engagement, employee well-being, diversity and inclusion, and fostering a diverse and inclusive workplace that values individuals from different backgrounds and perspectives.

We have assessed how a company integrates these social and environmental responsibilities into its HR policies, employee engagement programmes, and organisational culture. This could include evaluating diversity and inclusion initiatives, employee volunteering programmes, and ethical sourcing practices, among other factors.