In an exclusive interaction with CXO Media and APAC Media, Balaji Ethirajan, Global CHRO – TVS Supply Chain Solutions, explains how TVS Supply Chain Solutions is scaling its global footprint and how its HR function is undergoing a parallel transformation—adapting to the dynamic expectations of Gen Z, the rise of gig and project-based talent, and the complexities of cross-border workforce integration. The discussion leads to exploring how TVS SCS is reimagining talent models, embedding agility into its people strategy, and building a future-ready workforce that’s as global as its operations.
How is TVS SCS redefining its employer value proposition (EVP) to attract and retain Gen Z talent, especially in high-intensity roles across supply chain and logistics?
At TVS SCS, our employer brand is anchored in our core values—Trust, Value Service, and Innovation—which resonate across generations and are deeply embedded in how we operate. We believe in the “Power of Us,” a belief so central that it features in our brand tagline. It reflects our collective spirit and commitment to shared success.
In logistics and supply chain roles, we recognise that Gen Z talent looks for clarity, purpose, and room to grow. That’s why we’re giving early exposure to business-critical projects, reinforcing performance through feedback, and encouraging open idea-sharing across levels. We also create space for achievers to be recognised and support cross-functional movement.
It is about making sure the experience at TVS SCS reflects what this generation truly values— impact, ownership, learning, and voice. That’s the proposition we live by every day.
In what ways is the HR function adapting learning C development frameworks to cater to the bite-sized, on demand learning preferences of Gen Z employees?
We’re rethinking our learning frameworks to align with Gen Z’s expectations currently make up around 16% of active users on our learning platform.
To make learning more interactive and engaging, we’ve introduced gamification features like leaderboards and badges, which have been especially effective in driving participation among younger employees. We’re also promoting peer-to-peer learning, encouraging employees to share knowledge through internal forums and user-generated content, making the learning experience more relatable and community-driven.
This mix of personalised learning, recognition-driven engagement, and peer involvement is helping us connect better with Gen Z learners.
What new engagement metrics or feedback tools is TVS SCS using to decode what resonates with Gen Z talent across different global markets?
Our flagship tool, the annual VIBE Survey, captured feedback from 4,505 Gen Z employees out of 14,440 in FY25. The results are impressive: 93% overall satisfaction, a Net Promoter Score (NPS) rising to 60 from 47 in FY24, and an 89% satisfaction-to-action rate—reflecting strong confidence that their feedback leads to real change. Critical areas such as career development, performance enablement, work-life balance, and learning C development consistently score above 90%, aligning perfectly with Gen Z priorities.
We leverage cohort-based analytics to compare engagement trends across generations and regions, enabling us to implement more targeted, localised initiatives.
With gig-based and contract work rising across sectors, how is TVS SCS integrating gig talent into its core operational and strategic workforce planning?
At TVS SCS, we do not engage gig workers; instead, our workforce includes a significant proportion of contract workers, particularly across our India operations, These contract employees play a crucial role in ensuring the smooth functioning of our logistics and warehousing operations and are considered an essential part of our execution engine.
All contract workers undergo an induction process and comprehensive safety training to ensure they are well oriented to our expectations and ways of working. From a workforce planning perspective, we proactively forecast demand and scale this talent pool accordingly, while maintaining strict adherence to compliance, consistency, and workplace safety standards.
Is TVS SCS HR investing in AI or automation to streamline repetitive HR functions while focusing human energy on strategic engagement?
Yes, We’re investing in AI and automation to shift HR from being transactional to more strategic and people focused. Platforms like Darwinbox have helped digitise core processes—leave, attendance, performance, and workflows—enhancing both efficiency and data visibility across the organisation.
We’ve also partnered with Disprz, a digital learning platform that enables bite-sized, personalised learning. It supports a self-driven, skill-based learning culture, especially effective for our younger and distributed workforce.
To build behavioural capability, we’ve introduced CAISY™, Skillsoft’s AI powered simulator that lets employees practise difficult workplace conversations in a safe, scenario-based environment. With real-time responses and feedback, it helps learners grow in confidence and competence.
On the leadership front, our LEAD program, developed in partnership with Skillsoft and MIT Sloan, is focused on building strategic capability among our N-1/N-2 leaders—over 200 of whom are already participating.
Together, these tools reflect our intent to elevate employee experience through smart, scalable HR tech.
What steps are being taken to ensure gig workers, younger employees, and international hires feel equally included in the TVS SCS culture?
We have a structured induction, onboarding, and orientation processes in place for all employees. These programs provide a comprehensive introduction to the organisation’s values, leadership, and business landscape, helping individuals understand where they fit within the larger ecosystem.
While the depth of onboarding may vary based on employment type or role, the objective remains consistent: to give every new joiner- a clear, contextual view of the organisation they’re stepping into.
For contract workers in operational roles, we ensure safety and functional training is conducted as part of onboarding. Younger employees benefit from exposure to leadership narratives early on, which helps them grasp the scale and direction of the business.
While formal processes lay the foundation, we continue to explore ways to build stronger connections and belong across diverse workforce segments. The goal is simple: help every individual—permanent or temporary—understand the organisation and feel a part of it from the start.
How is the HR leadership team itself evolving at TVS SCS to meet the demands of global scale, tech disruption, and workforce diversity?
With our HR leaders based across North America, Europe, Singapore, and India, we’re building a truly global perspective—balancing consistency in practice with sensitivity to local context.
HR leaders are stepping beyond traditional roles to engage in business-linked projects, cost and productivity discussions, and transformation initiatives. Technology is a core enabler in this journey. From Darwinbox to Disprz, we’re driving adoption of platforms that make HR processes more agile, data-driven, and scalable. To stay ahead of the curve, we recently rolled out a Generative AI awareness program for our top 100 leaders, aimed at building understanding of AI’s impact on talent, leadership, and business decision-making.
What competencies are now non-negotiable for HR leaders in a rapidly scaling global organization like TVS SCS?
At TVS SCS, the role of HR is undergoing a deliberate shift—from process custodians to strategic business enablers. As we scale across geographies and integrate a diverse workforce, certain competencies have become absolutely non-negotiable for our HR leadership.
Business acumen is paramount. HR leaders must understand operational realities and be able to contribute meaningfully to conversations around cost, productivity, and growth. This includes engaging closely with business units and translating workforce plans into tangible outcomes.
Digital fluency is another core skill. With platforms like Darwinbox, Disprz, and CAISY now embedded in our ecosystem, leaders are expected to interpret data, drive adoption, and use technology to streamline HR delivery. We’ve even introduced a Generative AI awareness program for our top 100 leaders to build future-readiness.
Given our global footprint—across India, Europe , Asia-Pacific, and North America—cultural intelligence is essential. HR must balance global alignment with local nuance, while ensuring inclusion.
Finally, change leadership, agility, and resilience have become foundational. Whether it’s evolving workforce models or tech-driven transformation, HR leaders must steer teams through change with confidence and clarity.
