Anitha Manikantan, CHRO, Avitech Limited

Anitha Manikantan, CHRO, AVTEC Limited

The Leader Who Lead with Fairness, Flippancy and Surreptitious Focus

In manufacturing, machines decide the tempo, but people decide whether an organisation is simply surviving or truly staying a step ahead. And that’s a point Anitha Manikantan, CHRO, AVTEC Limited (CKA Birla Group), has been making for more than 20 years. She kicked off her career in 1998, in the nascent BPO sector, battling attrition rates that were astronomical and a discipline averse of most to become a part of. She then transitioned to ITES at Capgemini, Employee Experience Lead – South India for Cargill India and Pan India role as Head of HR for Cargill GCC, health-tech leadership at Medi Assist, where she won HR Officer of the Year in 2022, and a brief assignment at Aliaxis, before landing at AVTEC in 2023. And during each, she permanently sidestepped the economic slowdowns, pandemic-induced remoteness, speed of skill obsolescence and gender disparity within manufacturing and turned the placenta of potential HR headaches into a good thing: retention, workforces that are inclusive and adaptable to whatever technology comes next. She has some things to share, in a recent interview.

How do you link the people strategy at AVTEC to the long-term objectives? What determines your choices in an industry that is racing forward at high speed?

At AVTEC, people strategy is business strategy. It begins by really understanding where the company is moving towards by listening to seniors and managers and people on the shop floor. Then I ask a very basic question: are we going to have the talent, the skills and the mindset to get there? In manufacturing, change is constant, so I rely on common sense, fairness and long-term thinking. Agility is important, but people’s trust and consistency are more important. HR must sit with the business but be the soothing and fair voice when things get heated.

How do you promote the culture of collaboration, accountability and continuous improvement across different teams?

Culture is not something that you can write on a poster. It is something you practice through daily behaviours and actions. We promote cross-functional working, encouraging people to share ideas and work together to problem-solve. Collaboration comes from people feeling safe when they speak up and their contribution is valued. Accountability comes from clear expectations and when people can see how their role is contributing to the wider picture, ownership follows. Continuous improvement comes from challenging the status quo, learning from failures and continuously improving processes without fear of being blamed. Culture reflects leadership so we invest a lot in developing leaders who practice what they preach. 

What approaches have you adopted to improve diversity and inclusion within this male-dominated industry?

We are quick to admit that manufacturing has always been male-dominated. We have taken a direct approach to increase gender diversity at technical levels through targeted recruitment, mentoring and policies that support such diversity. We also believe that inclusion is about people’s daily experience of feeling respected and respected, being heard, and being treated fairly. We want to reward merit and opportunity, based on talent, effort and achievements.

What role does HR play in change management and maintaining engagement during large scale transformation?

Change is never easy. In large organisations it is near impossible. HR is the link between leaders and employees. We help leaders communicate honestly, openly and transparently about change and why. We also help leaders support their employees. When people feel they are involved, being heard and supported, change does stick. There is no substitute for being honest, transparent and genuinely engaged.

What do you see as the future of HR and which trends will shape the workforce at AVTEC and beyond?

HR will become even more business-focused, but also more people-focused. We will need talent that is flexible, adaptable, and leaders who blend high performance with genuine empathy. Automation, shifting skill needs, and greater emphasis on well-being will drive change. HR’s job will be to help build organisations that are efficient, competitive, resilient, and crucially, humane.

  

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