Jaljit Narayanan, General Manager & Head – HR, Nissan Digital, speaks with India Employer Forum on how Global Capability Centres (GCCs) in India are evolving from cost-focused support units into strategic capability hubs, and why HR leadership has become central to this transformation.
Moderated by: Pravin Koshti, AVP – Marketing (General Staffing & Degree Apprenticeship Programs), TeamLease Services Ltd.
On the rise of GCCs and India’s strategic advantage
Speaking about the rapid growth of GCCs in India, Jaljit Narayanan noted,
“India has become the cradle of global GCCs. What organizations see today is not just cost efficiency, but access to strong talent at the right price. As global competition intensifies, this combination becomes even more compelling.”
He explained that GCCs were originally set up to manage outsourced, transactional work, but the model has fundamentally shifted.
“Earlier, companies outsourced non-core activities. Today, GCCs exist because organizations want to retain critical knowledge, build long-term capabilities, and centralise strategic work where talent is available.”
On HR’s evolving role in GCCs
Jaljit emphasized that HR has been a partner throughout the GCC journey, but its mandate has expanded significantly.
“You cannot take HR out of the GCC equation. When you are building captives, you are also building institutional knowledge. HR plays a critical role in acquiring niche talent, developing domain expertise, and retaining people so knowledge doesn’t walk out of the door.”
He highlighted the importance of long-term capability building through structured talent management, learning frameworks, and career pathways—especially in industry-specific domains such as automotive engineering, digital, and supply chain.
On why reactive HR persists in many organizations
Addressing the barriers to transitioning from reactive to data-driven, strategic HR, Jaljit highlighted the pace of external change.
“Geopolitics, technology evolution, and competitive disruption are all happening at the same time. Organizations are constantly catching up rather than staying ahead.”
He added that large organizations, in particular, face cultural and structural inertia.
“Smaller companies adapt faster. For large enterprises, transformation—whether cultural, structural, or technological—takes time. You cannot change direction every year without causing fatigue.”
On culture as the foundation for performance and innovation
Jaljit emphasized that sustainable transformation must be grounded in a stable cultural foundation.
“Culture and values act as guardrails. You cannot keep changing them every year. Once defined, all talent practices, leadership behaviours, and business execution must be built on that base.”
Using Nissan as an example, he referenced the New Nissan Way, which emphasizes transparency, innovation, inclusivity, and future readiness.
“When people understand and believe in the value system, behaviours align naturally. That’s when performance and collaboration scale.”
On AI, HR analytics, and the limits of automation
While acknowledging AI’s growing influence, Jaljit urged caution and clarity.
“You cannot run behind AI without a clear objective. The real question is: what problem are you solving?”
He highlighted the continued importance of human judgment in people’s decisions.
“AI can support HR processes, but it cannot replace experience and judgement. In people’s decisions, human insight is still paramount.”
According to him, responsible adoption—not blind investment—will determine whether AI truly delivers value in HR.
On the one non-negotiable mindset for HR leaders
Sharing advice for the next generation of HR professionals, Jaljit offered a clear message:
“Every HR professional needs to develop a CEO mindset.”
He explained that HR leaders must think beyond functional boundaries.
“Strategic HR is not just HR strategy—it is business strategy. When you think as a CEO, courage, resilience, and boldness follow naturally.”
He concluded by emphasizing that HR leaders who aspire to build a legacy must think like business builders, not just functional experts.
Watch the full Samvaad: In Conversation with Jaljith Narayanan, GM & Head HR, Nissan Digital India
About Jaljith Narayanan
Jaljith Narayanan is a seasoned Strategic HR Leader with over two decades of experience across manufacturing, FMCG, apparel, automotive, telecom, and IT services. He currently serves as General Manager & Head – Human Resources at Nissan Digital India LLP, where he plays a pivotal role in building scalable people systems and positioning HR as a strategic enabler of the organization’s global digital mandate.
At Nissan Digital India, Jaljith has led HR through periods of significant transformation, including serving as an interim business leader during a critical leadership transition, ensuring continuity, stability, and employee morale. He has been instrumental in setting up robust recruitment infrastructure, implementing market-competitive compensation frameworks in partnership with Mercer, institutionalising talent and succession programs, and driving flexible work models. Under his leadership, staff attrition reduced dramatically from 51% in FY21 to a projected 11%, while employee engagement scores improved from 60 to 80, marking the greatest global improvement.
Before Nissan Digital, Jaljith held senior HR leadership roles with the Renault Nissan Mitsubishi Alliance, UST Global, Tata Teleservices, and MAS Holdings, where he led large-scale change initiatives, HR transformation programs, digital HR adoption, and business unification efforts. His work spans talent management, organization development, compensation & benefits, industrial relations, and leadership capability building in complex, high-growth environments.
Known for his collaborative, developmental leadership style, Jaljith combines strong business acumen with deep people insight. He is a certified Gold Standard Assessor under the Tata Business Excellence Model (TBEM) and a Coach for Life, with a strong interest in mentoring leaders and developing future-ready HR capabilities.
An alumnus of Rajagiri College of Social Sciences, Jaljith is passionate about GCC leadership, culture-led performance, and the evolution of HR from an operational function to a strategic business partner. He strongly advocates that HR leaders adopt a CEO mindset—thinking beyond functional boundaries to build resilient organizations and long-term legacy. You can connect with Jaljith here.
Disclaimer: The opinions and views expressed in this article, including any accompanying data, are the sole responsibility of the author and should not be construed as reflecting the official policy or position of India Employer Forum.
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