HRO Today Global Autumn 2018 - 29

HRO Today Forum
PRADEEP
BHASKARAN
Head of HR,
Cognizant
Technology
Solutions
Since taking over as Cognizant Technology Solutions' head of HR for continental Europe in
2007, Pradeep Bhaskaran's daily tasks have grown from managing 10 European countries
to overseeing HR operations in 46 different countries across Europe, the Middle East, Asia
Pacifi c, and Latin America. Alongside his managerial growth and the expansion of his team
from only three professionals to 130 today, Bhaskaran has also established an innovative HR
structure for his organisation that operates sustainably across several countries.
INNOVATION AND IMPACT:
Under Bhaskaran's
leadership, Cognizant has
established a number of innovative
programmes, including health and well-being, employee assistance, and diversity and
inclusion. With a passion for empowering local HR business partners to consult on employee
matters, Bhaskaran has driven a strong shared services initiative that produces tangible
results for his organisation and its members.
NATASHA
DILLION
Chief People
Offi cer,
Inmarsat
As chief people offi cer for satellite communications company Inmarsat, Natasha Dillon has
brought necessary skills to the organisation seeing as her 20-year career in the industry and
in consulting has helped her develop a specialisation in HR transformation and organisational
change. During her tenure at Inmarsat, Dillon has overcome a number of obstacles, including
the risk of resistance to change in her operations and the risk of stagnant business innovation.
INNOVATION AND IMPACT:
Not only has she owned and driven the HR transformation programme introduced at Inmarsat,
Dillon has helped the organisation discover an entirely new philosophy and approach to their
everyday business that wouldn't otherwise have been realized.
HEIN
KNAAPEN
CHRO,
ING
Hein Knaapen has introduced a very focused perspective on the contribution of the HR
profession to value creation at ING. In his view, HR enhances management capability and
creates better leaders and managers. They lead the business, they drive its value creation,
the HR function builds their capability to do so. In doing so, the HR-team at ING has built
a number of powerful people solutions for use by its management, like a new performance
management practice, a very powerful leadership programme, and the establishment of a
behavioural code that captures both the legacy of the bank and its culture change.
INNOVATION AND IMPACT:
When analysing the scope of the impact these initiatives have had on ING's operations,
the sheer number of employees committed to the company provides insight into Knaapen's
positive results. In fact, ING has 50,000 total employees and over 1,000 employees in HR
alone. From the perspective of cultural transformation, the organisation is widely recognised
as an industry leader in fi ve out of nine of its organisational health measures. It also ranks in
the top quartile of its fi eld for three out of eight performance management metrics and four
out of fi ve leadership metrics.
AUTUMN 2018
AUTUMN 2018
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HRO Today Global Autumn 2018

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