Shilpa Reddy


Transforming Global HR Strategies at Newfold Digital

Shilpa Reddy

Senior Director Human Resources,

Newfold Digital

Having played a pivotal role in establishing and developing global HR processes across diverse industries, including IT, product development, telecom, BFSI, and more, Shilpa Reddy emerges as a distinguished HR leader and the Senior Director of HR at Newfold Digital. With a wealth of experience exceeding 16 years, Shilpa has left an indelible mark in HR automation, talent management, strategic HR, and HR shared services.
Based in Hyderabad, Shilpa Reddy is contributing towards HR automation, talent management, and strategic HR at Newfold Digital. Shilpa excels at integrating cutting-edge technology and implementing automation projects using platforms like Workday and ServiceNow.
Shilpa’s journey includes impactful roles, from Assistant Vice President at Softenger India Pvt Ltd. to steering HR and talent acquisition at Cuelogic Technologies. Her commitment is evident from her tenure at Capgemini, where she managed end-to-end recruitment for multiple business units.
Embracing the philosophy that “People Matter,” Shilpa empowers individuals for organic growth. Resilient in managing HR functions amid mergers and acquisitions, she showcases adaptability to change. Success is attributed to a transformational leadership approach supported by leaders at Newfold Digital, notably CPO Deb Myers. As Shilpa continues to drive HR automation, talent management and strategic HR functions, she stands as a dynamic force in human resources, embodying innovation, resilience, and impactful leadership. TradeFlock interviewed her for insights into her journey and winning strategies. 

How do recent business shifts impact HR practices, and how do you adjust your strategies accordingly?

In response to evolving business dynamics, HR practices need to prioritise adaptability and empathy. We’ve realigned roles to meet business needs, introducing automation for efficiency while maintaining a personal touch. A ‘wellbeing ecosystem’ addresses the holistic needs of our workforce, attracts top talent and fosters continuous learning. This approach ensures a resilient, dynamic workplace dedicated to employee growth and satisfaction

How do you align global HR strategies with local differences in regions like APAC, AMER, and the EU?

Aligning global HR strategies with local cultural and regulatory differences requires a comprehensive approach. The strategy should align with the company’s values and business goals. For diverse regions like APAC, AMER, and the EU, HR policies must consider cultural and legal nuances. This can involve a centralised HR function or a matrix structure for collaboration between HR teams. A global mindset, cultural sensitivity, and linguistic awareness are crucial. In my view, training and actively engaging HR teams are key to managing a diverse and inclusive workforce, including remote employees.

Describe a challenging initiative you led and its impact on efficiency or outcomes.

In a recent challenging initiative, I spearheaded the launch of a unified performance management platform for our global organisation. Addressing diverse processes and tools across regions (APAC, EMEA, US and EU), we navigated countryspecific practices, market trends, regulations, and individual emotions. The initiative required collaboration from global HR teams, involving in-depth analysis, data analytics, and tailored training programme. The goal was to align countries with a common global process without losing talent. Through meticulous planning and robust communication, we successfully implemented the initiative, fostering collaboration and ensuring talent retention amidst global alignment.

Do generic strategies work for all generations in your workforce, or do you use unique approaches for everyone to feel valued and connected?

In today’s diverse work environment, ‘onesize-fits-all’ strategies are losing relevance. I prefer adopting personalised approaches, using an “influence modelling” strategy to drive change. Personalising strategies, such as role modelling, tailored communication, team leaderboards, and skill-building, empower individuals to engage meaningfully. Additional initiatives include employee involvement in decision-making, cross-functional committees, leveraging technology, 1:1 meeting, recognition programmes, and shared activities to foster inclusivity and connections.

What's the most exciting opportunity for HR to change the world in your industry?

The most exciting opportunity for HR to change the world in our industry is the transformative power of AI. Generative AI is reshaping talent acquisition, employee engagement, and workforce management, revolutionising HR functions. Harnessing generative AI through interactive chatbots and virtual assistants for routine inquiries allows HR professionals to focus on strategic tasks. Post-implementation, HR teams can realign the workforce according to the company’s vision, develop responsible AI policies, prioritise impactful AI use cases, and implement upskilling programmes for leaders. Additionally, shared service models are driving change, delivering end-to-end integrated HR solutions in today’s dynamic business environment.

How do you combat emerging trends like quiet quitting and moonlighting to foster a strong work culture?

In response to emerging work trends like quiet quitting and moonlighting, particularly in the hybrid and remote work context, we prioritise creating an engaging work culture. Open conversations, frequent surveys, and transparent communication about business realities and future plans minimise quiet quitting. Our company values permeate all communications, and employee participation in change through various forums is actively encouraged. Initiatives such as reward and recognition programmes, redesigned learning and development, succession planning, and brand building contribute to a culture that prevents moonlighting and quiet quitting and ensures the organisation’s growth.

How do you incorporate DEI into your strategies? Can you share examples of programmes and initiatives in this area?

DEI forms the core of our HR and business strategies. We’ve gained nuanced insights into company-specific DEI opportunities through surveys and employee feedback. Leadership commitment, led by our executive management, emphasizes the importance of DEI initiatives with allocated resources. Tailored solutions address root causes and seamlessly integrate changes into crucial HR and business processes. Robust tracking, specific goals, and transparent communication ensure continuous improvement. DEI Initiatives include diverse hiring, customised DEI training, employee resource groups, a culture of inclusion through regular feedback, and wellness programmes supporting financial and mental well-being.