"Modern HR is a strategic partner, driving culture and aligning talent with business goals": Vikas Dua

In an insightful interview with Vikas Dua, HR Head at Weber Shandwick, Education Post's Prabhav Anand talks about the evolving world of talent acquisition and human resources. With over 18 years of experience spanning both startups and large multinational corporations, Vikas shares his insights on the significant shifts in HR, driven by technology, the growing emphasis on employee-centric practices, and the integration of automation and AI. His unique perspective, honed by working in diverse environments, reveals the challenges of balancing agility with structure in recruitment, and the need for organizations to build authentic employer brands to attract and retain top talent.

Beyond the corporate lens, Vikas discusses his personal journey in building his own HR brand, "HR in my HeaRt," where he engages with the professional community through vlogs, writing, and podcasts. This interview highlights the importance of personal branding in the HR space and how it empowers professionals to make meaningful impacts in their fields. His passion for HR and his belief in its evolving role as a strategic partner in business success resonate throughout the conversation.

Q. With over 18 years of experience in talent acquisition, how have you seen the field evolve, particularly from your early days working with startups to now leading HR at large organizations?

Over the past 15-20 years, I have seen HR evolve from a primarily administrative function to a strategic partner in business success. Historically focused on tasks like payroll, compliance, and hiring, modern HR now plays a central role in shaping company culture, driving organizational change, and aligning talent strategies with business goals.

Key changes include the rise of technology, with HR adopting tools like AI, data analytics, and automation to streamline recruitment, employee engagement, and performance management. These advancements allow professionals like me in HR to focus on more strategic initiatives, such as workforce planning, diversity, equity, and inclusion (DEI), and enhancing the employee experience.

The shift toward employee-centric practices has also been significant. HR has moved from transactional to relational, focusing on employee well-being, learning and development, and fostering a positive organizational culture.

Q. You’ve had the unique experience of working in both startup environments and large multinational corporations. What are the most significant challenges in talent acquisition across these two worlds, and how have your strategies differed when addressing these challenges?

In start-ups, the main talent acquisition challenge is attracting top talent with limited resources. These companies often lack the brand recognition and compensation packages of larger firms, making it harder to compete for highly skilled candidates. Additionally, start-ups require individuals who thrive in fast-paced, ambiguous environments, which can be difficult to assess during the hiring process.

In large organizations, the challenge is often the slow and bureaucratic hiring processes, which can cause delays and lead to losing candidates to more agile competitors. Additionally, large firms may struggle with innovating their recruitment strategies to appeal to younger generations, as well as balancing diversity, equity, and inclusion (DEI) initiatives with business needs.

Both types of organizations need to develop unique value propositions and leverage technology to streamline hiring.

Start-ups often adopt more agile and personalized recruitment strategies. They focus on leveraging their culture, mission, and opportunities for rapid growth to attract candidates who value innovation and impact over stability. Start-ups frequently rely on social media, networking, and employee referrals to reach niche talent pools. They also tend to offer flexible compensation models, including equity or performance-based incentives.

In contrast, large organizations emphasize structured recruitment processes, using established employer branding and extensive resources. They often rely on formal channels like job boards, talent pipelines, and partnerships with universities. To address slow processes, they increasingly adopt AI-driven tools to screen candidates, shorten time-to-hire, and ensure consistency. Large firms may also have specialized teams to focus on diversity recruiting, offering benefits that emphasize stability, career progression, and work-life balance to attract a broader pool of talent.

Both approaches are shaped by their respective organizational needs and resources.

Q. With the increasing integration of automation, AI, and data analytics in HR, what skills do you believe HR professionals will need to stay relevant in the next decade? How should HR departments prepare for these changes, and what role does upskilling play in this preparation?

HR professionals will need a blend of technical and soft skills to stay relevant in the next decade. Key technical skills include data literacy, understanding of AI tools, and proficiency in HR analytics for making data-driven decisions. Familiarity with automation processes, as well as cybersecurity and digital ethics, will also be crucial.

Soft skills such as emotional intelligence, change management, and strategic thinking will be essential as HR professionals increasingly focus on enhancing the employee experience. HR teams should embrace continuous learning, fostering a culture of agility and adaptability.

To prepare, departments should invest in upskilling and reskilling initiatives, partnering with learning providers and offering tailored training programs. Upskilling will ensure HR remains capable of leveraging new technologies while retaining a people-centric approach. Collaboration with IT teams and data scientists will further strengthen HR's role in shaping workforce strategies.

Q. While technology has certainly enhanced HR efficiency, there is often concern about losing the human touch in the hiring process. How do you balance leveraging technology with maintaining the personal and empathetic aspects of HR, particularly in talent acquisition?

Balancing technology and the human touch in HR requires a thoughtful, hybrid approach. While technology can streamline processes, it's important to ensure that candidates still feel valued throughout their journey. To maintain empathy in talent acquisition, we can use automation for administrative tasks like screening and scheduling, freeing up HR professionals to focus on high-value, personal interactions.

Personalized communication should be a priority—automated messages can be tailored, but key touchpoints, such as interviews, feedback, and negotiations, should always involve direct human interaction. Video interviews, for example, can still be engaging and personable if conducted thoughtfully.

Moreover, HR professionals should use data and AI tools to better understand candidate needs, allowing them to offer more personalized support. By balancing efficiency with empathy, we can use technology to enhance, not replace, the candidate experience.

Q. You’ve delivered multiple TEDx and keynote speeches across universities and industry forums. Based on your interactions with students and professionals, what are the most common misconceptions about HR and talent acquisition?

One common misconception is that HR is solely responsible for administrative tasks, like payroll or compliance. In reality, modern HR is a strategic partner, playing a critical role in shaping organizational culture, driving employee engagement, and aligning talent with business goals.

In talent acquisition, many assume it's just about filling positions quickly. However, it’s more about finding the right fit—considering both skills and cultural alignment—and building long-term relationships. People often underestimate the importance of a well-thought-out recruitment strategy that emphasizes diversity, equity, and inclusion (DEI).

Another misconception is that technology will replace HR roles. While tech enhances efficiency, it can't replicate the human judgment needed for nuanced decisions, like assessing cultural fit or managing sensitive employee matters.

HR’s role today is dynamic and strategic, focused on building a strong, thriving workforce.

Q. Employer branding has become critical in attracting top talent in today’s competitive market. In your experience, how can organizations build a strong employer brand that not only attracts talent but also retains it?

Building a strong employer brand starts with authenticity. Organizations need to clearly define and communicate their values, mission, and culture, ensuring that these are consistently reflected in their practices, both internally and externally.

To attract top talent, organizations should highlight their unique value proposition—whether it’s opportunities for career growth, a strong commitment to diversity and inclusion, or a focus on work-life balance. Utilizing employee testimonials and showcasing success stories helps create an authentic brand image that resonates with potential hires.

For retention, employer branding must be backed by a positive employee experience. This involves offering continuous learning and development, recognizing and rewarding achievements, and fostering an inclusive and supportive work environment. Regularly engaging with employees through feedback mechanisms ensures alignment between the brand promise and employee satisfaction.

Consistency across touchpoints—social media, career sites, and employee interactions—reinforces credibility and trust, essential for both attraction and retention.

Q. With the rise of the gig economy and freelance work, how do you see the role of traditional talent acquisition shifting? Are companies adjusting their hiring strategies to accommodate more flexible work arrangements, and how should HR professionals adapt to this trend?

The rise of the gig economy is reshaping traditional talent acquisition. Companies are increasingly adopting hybrid hiring strategies that blend permanent roles with project-based or freelance positions. This shift allows organizations to access specialized skills on-demand and respond more flexibly to changing business needs.

HR professionals need to adapt by developing new models for sourcing, engaging, and managing freelance talent. This includes leveraging freelance platforms, building networks of contract workers, and creating policies that integrate gig workers into teams effectively. HR will also need to adjust compensation structures and benefits to accommodate flexible work arrangements, while ensuring compliance with evolving labor laws.

To succeed in this trend, HR must emphasize agility in workforce planning, focus on creating inclusive cultures that embrace non-traditional workers, and reframe their recruitment strategies to attract diverse talent pools, including gig workers. This shift allows companies to maintain a competitive edge in an increasingly dynamic labor market.

Q. Your ‘HR in my HeaRt’ brand and your work as a vlogger, writer & now, podcaster, have gained significant traction in the HR community. What motivated you to start sharing your insights in this way, and how do you see personal branding influencing the careers of HR professionals moving forward?

The creation of the ‘HR in my HeaRt’ brand is a natural evolution of my professional persona, keeping in tune with the digital and social world of these times. I have been fortunate to have my sharing resonate with so many people in the professional community. The ability to share learnings from my experiences that can have a positive impact on others, has been the biggest motivation for me.