Crafting Organisations Where People Drive Progress
Mohan Singh
Executive Director- Corporate Strategy & People Management - HRD
Core Energy Systems Limited
Crafting Organisations Where People Drive Progress
Mohan Singh
Executive Director- Corporate Strategy & People Management - HRD
Core Energy Systems Limited
Amid dashboards, algorithms, and automation, Mohan Singh stands as a reminder that technology can never replace the power of human connection. As Executive Director and Global CHRO of Core Energy Systems Limited, he has spent over 35 years shaping workplaces where collaboration, trust, and shared purpose turn strategy into results. For Mohan, processes are tools, but people are the true drivers of growth.
Passionate about both professional work and personal pursuits, Mohan believes in a balanced life across personal, social, and professional spheres. He dedicates himself fully to whatever he undertakes, whether leading a strategic initiative or pursuing a personal interest. His career began in the 1990s with the Tata Group, where he spent 16 years building a strong foundation in personal management. This was followed by 17 transformative years at the Shapoorji Pallonji Group, primarily with Sterling and Wilson, where he served as Head of Human Resources. During this time, he led change management initiatives, bridged cultural and generational divides, and built high-performing teams across geographies, reinforcing his belief that organisations thrive when people feel aligned, empowered, and valued.
Now at Core Energy Systems, Mohan blends strategic insight with empathy, creating ecosystems where talent strategies, organisational goals, and individual aspirations advance together. A lifelong martial arts practitioner, his discipline, resilience, and focus mirror his leadership style. Speaking with TradeFlock, he shares the intricacies of his decades-long journey, his philosophy of human connection, and the future of HR in an age dominated by technology.
How have you applied collaboration and harmony in your HR work?
Differences in mindset and thought processes can create hurdles in any organisation. I’ve consistently used organisational development interventions, training, and interactive discussions to address these challenges. Bringing diverse teams together and helping them understand the power of unity and collaboration has often been transformational. HR is not just about processes on paper; every person, from junior staff to CHROs, must actively “walk the talk”.
At Sterling and Wilson, I led change management initiatives that addressed complex team dynamics. By fostering open forums, trust, and dialogue, we turned challenges into opportunities, aligned people with organisational goals, and built a more cohesive, productive workplace.
What guidance would you give millennials and experienced professionals facing career challenges?
Millennials often focus on immediate financial gains, hopping jobs for better pay, but long-term growth comes from learning, building expertise, and adding value; financial rewards follow naturally. Experienced professionals should align skills with market needs, stay adaptable, and continuously upskill. For both, staying connected with leadership, seeking feedback, and leveraging development opportunities is key. HR’s role is to create ecosystems that recognise financial and professional aspirations, fostering engagement and minimising attrition.
How have you leveraged automation and AI in HR at Core?
We use ERP, Microsoft tools, and cybersecurity systems extensively. HR focuses on monthly performance reviews, enabling managers to engage meaningfully with employees by tracking growth, providing guidance, and recognising achievements. Technology ensures efficiency, but human connection drives real impact.
How do you integrate personal passions into employee engagement?
Encouraging employees to share personal interests like sports, arts, or hobbies enhances creativity, stress management, and productivity. Recognition goes beyond work performance, fostering connection and camaraderie. Personally, I continue practising martial arts, showing that professional responsibilities and personal passions can coexist, inspiring employees to bring their full selves to the workplace.
What’s your approach to managing global diversity and multi-generational teams?
Managing diversity is a key challenge, especially when long-tenured employees are comfortable in established ways, while new hires bring different expectations and experiences. Initially, integration can be slow as people compare processes and culture. To address this, we build a robust, welcoming ecosystem emphasising togetherness, knowledge sharing, and cultural assimilation.
Through OD interventions, training, mentorship, and interactive sessions, newcomers integrate faster, and existing employees remain adaptable. In contract-based industries like engineering and construction, HR focuses on fostering long-term commitment and collaboration to retain talent and align teams with organisational goals.
What is the most common mistake CHROs make, and what is its impact?
Many CHROs focus on transactional HR, including hiring, appraisals, and exits, often handled by technology. The “how”, involving human connection, coaching, and aligning employees with organisational goals, is often overlooked. Neglecting this can lead to disengagement, attrition, and lower performance, as talent feels disconnected despite strong processes.
What skills will define successful CHROs in the next five years, and how can they prepare?
Future CHROs must navigate automation, AI, and evolving workforce expectations while understanding millennials and Gen Z. Success requires balancing traditional HR skills with adaptability, inclusion, and multi-generational management. Continuous learning, unlearning, and mentoring are vital.
Even young students show curiosity and tech-savviness, reminding CHROs to connect, learn from, and prepare for the aspirations of the workforce of tomorrow.
What message would you give to HR professionals across industries?
HR is about people; technology can’t replace human connection. Success comes from collaboration, mentorship, and engagement. Connect across generations, recognise talent, understand aspirations, and foster learning.
Every employee has something to teach and learn. CHROs must create environments that nurture this exchange, driving growth and fulfilment.
