In episode 14 of CultureClub, we meet Tapas Acharya, Former - Sr. Vice President HR at Renew Power. Tapas has also worked in diverse sectors like telecommunication, retail, and the energy sector. He has more than twenty-five years of experience in human resources, and has also previously worked with companies like Spice Communications, Airtel, Aditya Birla Retail, MTS - Sistema Shyam Teleservices Ltd, and ReNew Power.
Tapas has taken up coaching people for a long time, and his experience of spending a lot of time with the leaders has helped him coach people to set up great work culture in their respective organizations. Apart from that, he is also an avid biker and a photographer, who often likes to ride his Harley on the highway on almost all weekends.
In this episode of Culture Club videocast, Tapas, Ketan (Head of People Function, Rentomojo), and Senthil (Founder & CEO, CultureMonkey) discuss briefly how individual managers have stepped up in helping HR leaders in implementing employee engagement throughout the organization.
During this conversation, Tapas points out that managers across organizations have started getting involved in creating and carrying out HR initiatives, which has made the job of HR leaders easier. The very fact that the managers know better about their teams since they are handling them has helped HRs to resonate with them in framing policies for the organization.
He further explains how listening to employees is going to be very important in the present work scenario from a manager's perspective, suggests managers should coach/mentor their employees, connect with their teams and help them find solutions to their problems.
This conversation further touches on other vital aspects of the relationship between HR leaders and managers in establishing a great company culture. It also brings into focus the need for organizations to instill confidence in their employees that they’re being taken care of.
Listen to the entire conversation to know more about Tapas’s view on employee engagement and company culture.
Ketan [00:00:14] Tapas, welcome to CultureClub and thank you so much for your time, I'm sure it'll be interesting, exciting, and we promise to make it slightly more troublesome for you by asking questions that are going to be difficult. That's what we intend to do here. My name is Ketan, I'm the head of HR for an organization called Rentomojo and got in touch with CultureMonkey to try and solve problems that we had in Rentomojo. The product turned out to be great.
Ketan [00:00:46] Today we have Tapas Acharya with us, the Senior Vice President, Human Resources for an organization called ReNew Power. I understand from him, that he is in transition and he has always been wanting to do something of his own. So this is possibly a time when he is taking a plunge for himself, but he's been with this organization for six years. Prior to that, he worked with MTS Systems. I met and interacted with Tapas during our stint at Aditya Birla Retail Limited where he was heading North and East for the supermarket business. Close to two and a half years of shared time experience with Tapas.
Ketan [00:01:34] Prior to that, he was heading Human Resources for Spice Communication Pvt. Ltd., and then he has worked with Airtel and again with Spice Communication. He has spent a lot of time with the telecom sector and service sector. The most interesting part, that I'm not going to miss is, he is an avid biker and a photographer. He has a Harley, if you follow him on social media, you would see him on the highway on almost all weekends. I sense that it will increase now with him taking a full break from his nine-to-five potential job and you could see the amazing photoshoots that he does and the kind of animal that he's been able to capture in his photographs. I do bump into his photoshoots now and then.
Ketan [00:02:40] Very interesting experience with Tapas, he is one of the gentle and kind HR guys to work with and I learned a lot from him, especially about the real business HR situation. I don't think I have ever heard Tapas losing his calm or getting angry at the workspace. The north region is one of the most troublesome populations to work with. But the way he built up and managed and the connection that we build, has been amazing.
Ketan [00:03:13] He's a fellow coach also. He's taking coaching as something that looks to be his calling. We have exchanged notes over the last few months. Thank you so much, Tapas welcome again. If you could tell us more about you and your organization of your dreams. Please do so.
Tapas [00:03:38] Thank you, Senthil and Ketan. This is one of the wonderful introductions that anybody could hear and thanks for summarizing me so well. It's always a pleasure to be getting in touch with colleagues, talking and sharing about certain things, which is of common interest. Ketan and I worked together on a very challenging assignment, which was not instantly what we used to. He was there with me whenever I needed him to be as a corporate resource to get to my purpose through with the CHRO. Those were the days we have enjoyed working together.
Tapas [00:04:21] What he said is right, after putting in a lot of years of service, I decided to get into something of my own. I have always wanted to be in close proximity with people by helping them, guiding them, and doing something for them on a one-to-one basis. That is how I picked up coaching. I've spent 28 years in the corporate world and as Ketan said, I've worked in telecom. People call me a veteran of telecom because I've spent a huge amount of years in telecom. I've seen this particular telecom industry grow from scratch to where it is now. Around 2015, I finally decided that I would have to stop looking at telecom back because I moved out of telecom, came back to telecom, off to retail again, because that was something that was a known ground for me. I've always enjoyed doing that.
Tapas [00:05:24] In the last six years, I have looked at a different industry, which is the energy sector, primarily renewable energy. 2015 was the time when I moved into this industry. It was being set up with a lot of challenges because this sector was known as a very traditional industry where the new thought process was something which was a challenging thing to do. To be honest, I got all support from my CMD, setting up all the practices that I had learned over so many years. Whether it was a service industry concept, a retail part, looking at the regional concept, launching new offices across locations, or getting into different states. All that helped me.
Tapas [00:06:11] Today I'm happy that when I have decided to move on to look at coaching as my next career or next journey plan, I'm happy where this organization is and I'm happy to leave it at a time when things are going perfectly fine in this organization and things are set. So I'm very happy taking that plunge.
Tapas [00:06:31] Coaching? Yes, definitely. During this period of my journey, I have spent a lot of time with leaders because I worked very closely with promoters, CXOs at the business end. So that always was something which was inspiring me. I was working closely with them to set up the business, culture, performance, and managing people as we expanded. How do we get the new geography and new set of people on board? And that was something which I've always been excited about. That is how I decided this is the journey that I would prefer to take. If I can make an impact, for a few of the people in their lives by doing something amazing for them. That is something which will be a really important thing to carry for me.
Tapas [00:07:18] I've always believed as a leader we should be very passionate. Riding bikes is something which I've been passionate about because that gives you freedom. I've always enjoyed wildlife because it gives you a lot of peace and calm and it teaches you a lot of patience. I've gone into wildlife photography, these are the two things that I've been working on. I would say I'm not completely proficient. It's a learning journey and I'm continuously learning every time when I'm in the jungle. That experience brings a lot of value. I'm sure these learnings that I've gathered in my passion areas would be helpful for me in coaching as well. Thank you so much, Senthil for inviting me. It's a great honor. It's a great privilege. And it's obviously a nice forum because I'm joining with my old friend Ketan along.
Ketan [00:09:15] We have a few questions about culture and engagement. Tapas has worked with organizations that have historically been very particular about the concept of engagement, one of the branches is Bharti, which is known for its practice around engagement. They were following the Gallup model for a long time. I'm not aware of what they do now, but a company that had the spirit of following engagement by all means. The engagement has turned into action planning, practices, and a lot of small group conversations. Tapas has seen that and we carried a lot of those learnings to Aditya Birla Retail, added our own versions. I am sure that we are going to get a lot of interesting insights and nuggets about engagement and culture.
Ketan [00:10:13] Let me come to the first question, Tapas. It's been about nine months since we are in lockdown. What are the challenges that you see? And this would be your views in relation to the organizational agenda. What challenges did the CXOs have to deal with when it comes to matters around culture, especially with the world going remote? What kind of shift did you see? What kind of challenges did you think were being talked about in those conference room conversations? The boardroom conversations?
Tapas [00:10:53] The most important thing, which every CHRO right now has been talking about is how do we ensure the employee connect? Physical connection was something that was amazing. Physical meetings gave you that feeling of togetherness. It actually was evident because you were physically interacting with people. The second part is how do we ensure that I connect with the people at a different location because we are not traveling. I remember I was spending almost 10 to 12 days traveling to a different location, interacting with people at the site whenever my site was being commissioned. I will go there to encourage them and reward them, do a celebration with them because of the kind of effort they would have done. This is all gone. We are not able to travel to locations
Tapas [00:11:56] So that one-on-one personal connection is something which everybody is grappling with. And the second element is the communication that used to be both formal and informal when we were getting together. The element of informality is all gone, it is becoming more formal, more structured because whenever I call up anybody, I'm just looking at my watch as to whether my discussion is over or not. Everybody is landing in the meeting on time, but the meetings are also finishing before time. I remember personal meetings used to extend. People used to gather before the meeting started and some people wanted to hang around after the meeting was over. Now, that's all gone. The element of one-on-one connect is something which everybody today is grappling with
Tapas [00:12:45] We have become very structured, very methodical, very precise, and time-based. Everything's perfect. But I think we have become too perfect. That connect part is something that is missing. The emotional connection that I had with my people with whom I work together is gone. People who wanted to come and talk to me, that desire of coming and talk to me in person used to give me so much warmth and comfort. Today it is limited to just a quick three minutes call in Zoom or Teams. I believe that every manager, not only HR but every manager is struggling with.
Tapas [00:13:37] Today, the calls have got into such a mode that every morning there is a call where everybody logs in and tells about what's happening. There is no one-on-one. It's a good team call where everybody is updated. I would rather say that the connecting element is something that is a challenging situation right now and the informal part of connecting is something that is missing today. And that is a challenging situation.
Senthil [00:14:22] Our company started to come to the office last week, I am able to completely relate to each and every word that you said. Our company is a very small team. We are like 12-13 folks. All of us are constantly happy. The speed at which the relationship reestablished and the fulfillment that you get is amazing. After this call, I'm going to the office where everyone is sitting and working right now. They are having fun. That enthusiasm is irreplaceable. And when you are in different buildings and different rooms, you're getting work done. But then what happens to all of this human element? I was actually able to relate.
Tapas [00:15:25] Maybe the element of relationship will have a different meaning as we go back to our offices. I think we never appreciated the relationship before the lockdown happened.
Senthil [00:15:42] There are two people here in the office who always have an argument, three days ago, they were like, I can't believe I missed you.
Ketan [00:16:07] That brings me to the second dimension of this question. What are the silver linings that something like this has gotten to the leaders of the organizations? In twenty-eight years of experience, what are the things that you have always wanted people to appreciate, understand and possibly do and somehow COVID helped? One, I'm with you that this is perhaps the first time in the history of workspaces that people have started appreciating the office for what it is.
Ketan [00:16:42] This Monday blues, I don't think, is going to be a word that will ever exist because there are times when absence or lack of something creates a value for it. At the end of the day, we are social animals. We know how important it is to mingle around with people and talk to them, especially for the younger employee who doesn't have a family when they go back to their PGs or their homes. This is a very important social gathering place. What are those other elements of silver lining do you believe that something like this has got on for organizations or for leaders or people, mostly in the context of culture and engagement that will be helpful to the audience?
Tapas [00:17:29] What you said is right. This lockdown has also made us reflect upon what we had before the lockdown and what we have missed in the last eight months. That revolution was important for all of us because we always looked at the office that we were there only to deliver some X, Y, Z and we were back home and home was something which was important for us. Now, today, with this kind of event, everybody understands that home and office play an important role and both have to coexist. One cannot supersede the other one. There are a couple of changes which have definitely happened and this is something which everybody has to accept.
Tapas [00:18:13] Number one, the industry where I'm currently working, we never had the work-from-home concept at all. So anybody coming and talking (about) work-from-home was always looked at very strangely. Even in manufacturing, how can you ask for work from home. Today, this is a completely radical hit that everybody has got. Now, everything can happen while working from home.
Tapas [00:18:42] There are people who needed to be in the office. They are still in office. But they are in an insecure state, in the event, anything happens to them, who is going to take care of (them)? The company came forward and said, I will take care of you. That confidence came to the employee from the employer saying, look, I will take care of you. Do not worry. If you are coming to the office, I will make sure that your security and safety are taken care of. I will ensure that in the event that you or any of your family members go through a tough time, I will back you up.
Tapas [00:19:19] I think that confidence was something which was very important because we were taking those kind of things very lightly. Changing jobs and moving from one job to another, we took everything for granted. But this situation has created important thought that the employer is responsible and will take care of you. That is something that has come out very clearly that we are backing you up. So that they don't worry. The first line is that the element of care, the element of being there with you is something that has come off well.
Tapas [00:19:59] The second element, which is important, is that we all now understand and appreciate each other's time. As I said to you, meetings used to start early and get over late. We had enough time to spend in the offices. Now, that element of spending quality time on the projects is also there, which has gotten the people to understand there is a limitation. There is (limited) time which is available which we have to utilize in the most effective way.
Tapas [00:20:35] Third, I think every meeting or every area where we were focusing on people is no more focused. This is my view, whenever I see people coming for meetings they are well prepared, they have their point of view ready, they send the notes in advance for people to go through so that everybody can note down their point of view and then they can raise their point, counter the point and participate in the discussion process.
Tapas [00:21:07] The fourth element, which I see is the participation of people. People never acknowledged the employee engagement initiative that we used to do as an HR, we used to do some activity, nobody will turn up. We were making the announcement and gathering people but nobody turned up. Now, suddenly, people are feeling that void. They feel that activity was important for them to move out of the workstation and get along together, know about new employees, understand about what the other departments are doing, and be participating in a common approach. That is what brought everybody together. ‘The element of employee engagement is an initiative of HR and let it happen’ - I don't see that kind of attitude. I see a lot of people participate in the event, which we do virtually nowadays.
Tapas [00:22:09] For leaders, there is a huge amount of change because now employees and the team members are more connected to the respective functional managers and leaders than with HR. So that value creation of the managers becoming an HR manager has improved.
Tapas [00:22:30] Previously, if you approach any manager regarding a concern, he will straight away pass it on to the HR team. Now, the surprising and good element is that whenever you approach the managers saying I have this concern, your manager takes the lead and says that don't worry, I will take care of it. I will talk to the HR and get some support for you. Initially, HR was fighting for the people that, I want to have a policy that supports employees, but today managers come forward and say to the HR, I need these policies for my team members. What I did was in the month of March, when I was reviewing my medi-claim and personal accident policy for employment, I recommended an enhancement of the coverage for employees.
Tapas [00:23:18] And I did not get any kind of pushback from any of the managers that this is going to be the HR outflow. Everybody started appreciating the fact what HR was doing for the employees was something that was actually helping them build up good relations with their team members. So I think from a manager perspective, from the individual functional managers perspective, there is a huge amount of change. They leading the teams now by engaging with the teams more rigorously than what we used to do. People from HR were driving the agenda across a thousand five hundred employees. We needed a (helping) hand and today we have managers who are supporting you to drive that initiative which is a positive move, which has happened after lockdown. These are 4-5 things that are immediately coming into my mind. I thought I would share.
Ketan [00:24:13] The biggest survey or the study says that the managers are the biggest connector between the organization and the people. And the engagement has moved to where it is supposed to happen. Thank you for sharing all of those.
Ketan [00:24:38] What is that you will want this fraternity to be more focused on as we embrace the future?
Tapas [00:24:54] The biggest opportunity before the HR fraternity is that now you have extra hands and heads along with you while you're driving the initiatives. So from the HR perspective, initially we used to struggle with the concept note, and Ketan you will resonate with me because we used to prepare a concept note and used to struggle to present it to the top management or to our peer members, to managers. Today, I think the biggest part is that whenever you're preparing a concept note, I'm happy that the managers are willing to look at what the HR is saying because now they've gone through the situation themselves while handling these people on their own so they can resonate with HR in terms of what we were wanting to bring out for the organization as such.
Tapas [00:25:44] Secondly, HR has always been responsible for the cultural element. What do we create as an organization? And whenever we do some activities, it's actually focusing on how are we creating that (culture) or how are we building that organization. Today the discussion is how do we retain, how do we build the organization and (also) if your managers understand that these elements actually help to create that organization together. I believe that we are not alone now because we can connect with managers much faster.
Tapas [00:26:22] Managers are no longer individual managers. They are now people managers. So if people managers understand and resonate with what each other is doing, we have more say in an organization. That is a positive element that I'm seeing now. We have a lot of head and foot for us to work with. And that gives us a lot of opportunities to do a lot of new things now, which we may have hesitated and we did not want to do because nobody listened to us when we wanted it to happen that way. But yes, now, I think we will be able to break through those kinds of barriers that were created and it will be easier for us to take things forward.
Ketan [00:27:11] What's the one thing you would want people to do or not do based on what you've learned or experienced in the last few months? What is it that you want people to hold on to? Things are uncertain. A lot of things have gone up and down, great plans have suddenly fallen on its face and a lot of things that were probably struggling have come back. But to an individual, what is the one thing that you would want to tell them, your mantra or philosophy saying that this is what you should do.
Ketan [00:27:51] Our large audience is HR folks who are trying to get a perspective on matters around culture and engagement. There are also individuals, to begin with. What are those one or two things that you would want them to focus on individually?
Tapas [00:28:10] With all the changing times, listening becomes more and more important now than ever. Can you gather more information and spend time with people because people want somebody to listen to them? As I said, listening becomes more and more important. Times have changed and we cannot say that ‘sorry, I was occupied’. You will have to take out time to listen to your people. You have to reach out to people and find ways of reaching out to them. The organization will find its own way in and out. Listening is going to be a more important element.
Tapas [00:28:52] Second, from a manager's perspective, I think everybody will have to learn how to coach people, how to mentor people. That becomes very important because it's not just to find a result, but to look at the overall solution because we have to look at the entire issue in terms of solutions. Mentoring and coaching give you that time to look at everything from a different perspective. I believe, for every manager, coaching and mentoring is going to be one element that they need to develop as they move along.
Tapas [00:29:36] The third element that happens to be which I've been studying in this particular time is that this time has actually given every person that moment of reflection. Honestly, I've gone through my moment of reflection since March. That was going in my mind as to how do I now shift the way I have been working so far. So, everybody who has gone through that moment of reflection needs to talk. Like in my case, I spoke to Ketan in detail as to what we should do. There are a lot of positive elements. There are also elements that are not very clear in your mind. It's always advisable to talk to people around, try and take different perspectives, try to understand different perspectives.
Tapas [00:30:36] And what perspective you arrive at is actually what you value yourself for, what is your own value? What is it that you want to give the most important value to? Any factor which is very important for you? I think those are the kind of things which are going to be very important. First, knowing what the decision is, finding people, talking to them, mentoring, coaching. All surround one area, which is how do I explore more, in terms of my own inner capabilities and desires. This question made me think a (lot) and I'm not sure whether I've been able to address it completely. I've been spending a lot of time listening to people because coaching is nothing but spending a lot of time knowing where the person is coming from. And that can only happen if I can listen properly. And I've been spending a lot of time listening.
Senthil [00:31:49] I'd like to add one point here, it was like music to my ears that you said those many points which were fragmented, but it was all under the same topic. What we have found especially in CultureMonkey is that listening makes the employee feel heard and that actually solves half the problem, you just giving the feeling that my managers are actually listening to me, just that feeling does half the job. It was great to listen
Tapas [00:32:32] When you interact with different sets of people, you come to know what they're going through because every person, whether in a job or not, everybody is going through something which is unique, which they have not experienced before and that itself is learning. If you're able to listen to them about their learning, you are actually drawing new kinds of thoughts around you, which is important.
Ketan [00:33:11] Some people may think it's on a lighter note, but this is a serious note. Listening has to improve. Thank you for that.
Ketan [00:33:35] Now, I am trying to bring it together and wrap it from a question perspective. There's something called an E-culture. We had a conversation about E-culture at CultureMonkey, that is the culture as it existed, moving toward something which is going to be E-culture. What's your point of view? Do you believe it's already there or there is more that has to come? If we throw this word E-culture to you, what would be your first thought?
Tapas [00:34:08] If I look at this, E-culture element is the future because we are going to be in the networked world and be scattered. Now, when you were talking about this particular E-culture element, I was just looking at a couple of elements and the fact remains, the cultural evaluation has always happened, through say a Gallup. We have done the evaluation on elements of culture, on managers’ roles. We have done the (evaluation) exercises.
Tapas [00:34:54] Now, people will have to take it very seriously because it is going to be a scattered world. It is not going to be in one place where everybody is going to be available because times are changing. Hybrid workplaces coming in and people are going to be all across. E-culture will be a tough concept to look at because culture has never been determined over electronic (mediums), it is too difficult because culture is presented when people come together. How do I make sure that the cultural element of people coming together is actually put up in that format is something which I have not thought about and definitely, it's something radical right now for me, because how do I build up that culture, which is going to be monitored on the web or controlled on the web is too difficult because I've been a proponent of the cultural element where it is one-on-one, a team and everything in person. It is too difficult to comprehend, but definitely, I would have to think through because I know that the future is E-culture.
Senthil [00:36:35] When it comes to company culture, I'm not even touching E-culture. We're talking to a lot of people and very senior and seasoned people like you always start by saying it's too difficult. Culture is too difficult to even talk about. How would you describe the company culture?
Tapas [00:37:35] To begin with, whenever I recruit talent into my organization, I would meet that person one-on-one. There is a personal rapport that is built-up, then the context setting is done, this is what my organization is, whether you fit my cultural element, what kind of work you've done, what are your hobbies? Passions? How do you work as a team? All those elements in one-on-one. That's just a different feeling.
Tapas [00:38:05] And second, you also look at the perspective from which organization a person is coming in, the kind of responsibilities the person has handled, the kind of teams they have handled and all those elements actually make you believe that he is going to be a cultural fit for you.
Tapas [00:38:25] Let's compare it with today's time. I'm interviewing people on the Web. I am looking at the person on the Web and interview for 15-20 minutes. There would be two or three panelists who would have interviewed and selected that guy. The guy comes into the system. He is again online. I would have conducted induction. He's onboard. He would have not even met anybody in person or anybody physically. The relationship is not built up.
Tapas [00:39:07] Whenever I am doing any engagement initiatives, whether it's an employee activity or an awards ceremony, everything is now happening virtually. I'm just showing a screenshot of the person's name and the certificate that he has won.
Tapas [00:39:21] The appraisal is also happening online, where you are filling up a form, it is reviewed by the manager, and then a ten minutes discussion over a phone call. Third, whenever we are deciding about any compensation raise or industry benchmarking, we used to do forums. We will call up people together for open houses and address questions. We have done open houses through the web also, but the kind of questions we are looking for don't even arise.
Tapas [00:40:27] When Ketan asked me about E-culture, I was looking at both pieces. In the future, I will have a diversified workforce based on locations. It's more system-driven. I may ask them to give me feedback. But there is a subjectivity in which I will translate the data into an outcome that may finally hit that employee. That is the deliberation, which is going through my mind.
Tapas [00:41:15] I do understand, it's an important area to look at for every HR. But since I come with so many years of one-on-one connection, I have always believed in relationship building. How do I build the same relationship while I move to electronic format is the question which I'm currently not sure about? But definitely, I would have to think, as to how it will happen in the future?
Ketan [00:42:42] I have five rapid-fire questions for you. The first one is, if not HR as a profession, what would you have chosen?
Tapas [00:43:09] I would have joined the Armed Forces. That was my first passion. It didn't happen and I thought HR was much closer to what I was wanting to do. That is the reason I chose HR.
Ketan [00:43:41] Between cooking, cleaning, and mopping during COVID, which was easier?
Tapas [00:43:47] I think cooking and cleaning were much easier than mopping because I learned for the first time that while you are mopping you will have to move. That movement has to be clear. But I found the trick later.
Ketan [00:44:16] What is your next personal goal?
Tapas [00:44:27] It is related to coaching. I want to impact the lives of people that I connect with, that will be my goal, not specific numbers, maybe one person in a year. If I'm able to do a lot of things for him to make him clear about what he\she is wanting to do, I will be more than happy about it.
Ketan [00:44:49] Any book that you would talk about which had a huge impact on you which reader can lay hand on?
Tapas [00:45:00] I think one book by Robin Sharma, The Monk Who Sold His Ferrari, which happens to be with me and I still go through that. And when I was in Lucknow Debashis Chatterjee gifted me a book. I'm forgetting the name of the book right now, but that has remained with me because that talked about leadership traits, though it was written long time ago. But I frequently read it because I find it so relevant.
Tapas [00:45:35] I think these are the two books that have been my prized possessions, but lately, I have been reading a lot of books. I am yet to find something which I will always keep near me.
Ketan [00:45:56] What is that one thing that you personally thank COVID or lockdown for?
Tapas [00:46:10] I thank COVID for allowing me to find myself. With so many years of work, I was just running helter-skelter but this gave me time to look at what is there in me, which I can further enhance and value, which is beyond work. This is where I found that this is something which I could maybe pick up as my next part of the journey because that was never possible in the usual box(ed) office.
Ketan [00:46:49] Thank you so much Tapas for giving your time and it was an interesting conversation. Over to you Senthil.
Senthil [00:47:00] Thanks a lot, audience. Thanks for listening. Tapas, the calmness, and harmony you had in the whole session go with the fact that Ketan said that he's never seen you angry or, you lose it at all. This is the first time I'm seeing someone think clearly and answer even in a rapid-fire round. It was a joy to watch. The way the session started by opening that you were a biker, photographer and we can see one of the photographs right there. And then the points that you talked about, the informal elements that connect being the main thing and connect being lost.
Senthil [00:48:09] Your acknowledgment of subjectivity and emotional things about people at the office. You said that, if not for HR, you would be in the Armed Forces. I think all of the points had great joy and felt amazing. You have created a huge impact. If I have to say one thing about this session it would be, you said you want to impact one person a year and I think you have done that for 2020. I really aspire to be you. I have a lot of years to come. One thing I clearly learned from you is this calmness, indescribable. I aspire to be you for the aura that you had in the entire session. And I wish I get that soon. It was so joyful to listen to all the points that you said. So thanks a lot.
Tapas [00:49:12] Thank you, Senthil. Thank you, Ketan. It was wonderful talking to both of you.