HR Strategies for a Multi-Generational Workforce: The Probus Way

Learn how Akhilesh Panday, Head – HR, Training & Development at Probus, uses people-first HR strategies to bridge generational gaps, create belonging, and build a learning-focused culture in a multi-generational workforce.

In today’s fast-evolving workplace, creating a culture that balances structure with flexibility, tradition with innovation, and performance with empathy is no small feat – especially in industries as demanding as insurance broking. At the heart of this transformation at Probus is Akhilesh Panday, a seasoned HR leader with over 25 years of experience spanning sales, teaching, and behavioral training.

As the Head of HR, Training & Development, Akhilesh brings a rare blend of strategic insight and on-ground execution, driving initiatives that not only meet business goals but also resonate with the diverse and multi-generational workforce at Probus. From bridging generational divides and championing true inclusion, to reimagining learning ecosystems and prioritizing emotional safety – his people-first approach reflects the future of leadership we all aspire to build.

In this exclusive interview, Akhilesh shares real stories, actionable strategies, and bold perspectives on how HR can move beyond buzzwords and bring meaningful change – without compromising on business results. Whether you’re an HR professional, a business leader, or simply someone passionate about shaping amazing workplaces, this conversation offers a front-row view into what it truly takes to create a workplace where everyone feels seen, heard, and empowered.

1. Gen Z often talks about purpose and flexibility, but most organizations still operate within rigid structures, hierarchies, and legacy mindsets. In your experience, how can companies realistically bridge this gap without losing operational control?

We understand that it’s important to bridge the gap between Gen Z values and, at the same time, maintain the traditional corporate structures. We are clearly aware that Gen Z are seeking purpose, growth opportunities and flexibility. Rooted in compliance and operational discipline, we cannot forgo structure, but we’ve made room for flexibility within our frameworks. We’ve added hybrid work options, purpose-driven projects, and reverse mentoring initiatives where younger employees can share their ideas with the leaders. We’ve also introduced project-based ownership regardless of hierarchy, which offers autonomy while maintaining organizational control. It’s about modernizing mindsets without dismantling functional systems.

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2. We keep hearing that “belonging” is key to employee experience – but belonging means different things to different people. How do you navigate the conflict between personal identities and organizational expectations, especially in a culturally complex country like India?

Belonging in India is shaped by their region of stay, language they speak, their gender and age. We know that inclusion starts with acknowledging the fact that one rule can’t work for everyone. Which is why we regularly engage in open discussions and collect anonymous feedback sessions to identify gaps between personal identity and company culture. We’ve also made amendments in dress codes, leave policies and festival calendars to be more inclusive of personal beliefs and customs. What helps is making empathy a part of leadership KPIs so there’s accountability in translating belonging from intent to action.

3. Mental well-being has finally made it to corporate conversations, but in reality, many workplaces are still toxic, target-driven, and leadership-led. What’s stopping organizations from truly prioritizing emotional safety – and how do you confront this truth within your own setup?

The insurance industry is inherently fast-paced and target-heavy, however, ignoring mental health can only result in burnout and people leaving. While we’ve introduced mental health training sessions, flexible work hours, and access to professional counseling, the real shift has come from sensitizing leadership. Training managers to spot early signs of distress and encourage them to prioritize people before performance when needed. Taking care of team members’ emotional safety isn’t just HR’s job; it is also a leader’s responsibility. Transparency in workload distribution and regularly checking in with team members have been pivotal.

4. Diversity hiring is picking up, but inclusion often stops at optics – women hired, but not heard; diverse employees, but no seat at decision-making tables. How can leaders go beyond checkboxes and ensure inclusion is not just a ‘campaign’?

Hiring women/people from different backgrounds is just the initial step. We have learned early that everyone’s voice is being heard and it matters. That’s why we restructured our team meetings to rotate leadership roles, introduced anonymous idea sharing and ran leadership shadowing programs for high-potential employees from all backgrounds. Inclusion is no longer a yearly campaign, it’s a regular business metric that we review quarterly. It’s also embedded in our different mentorship programs, ensuring access to growth and helping people from all backgrounds move forward.

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5. Workplaces today have three to four generations working side by side – but harmony isn’t automatic. How do you address the silent generational bias that creeps into work styles, promotions, and even learning opportunities?

In an industry like ours, we benefit from the wisdom of older employees’ experience and the fresh ideas of youth. But there are times when biases, spoken and unspoken, do show up. To handle such situations, we’ve launched cross-generational task forces where each project includes representation from a mix of age groups. We also redesigned our learning methods to be multi-format; some prefer short mobile lessons, while others want full classroom-led lessons. Appraisals or promotions are based on the values one bring to the table, not age or work style.

6. Upskilling has become a common phrase, but there’s often a mismatch between what companies offer and what employees actually need to stay future-ready. How do you design learning ecosystems that are agile, personalized, and aligned to business realities – not just trends?

To stay ahead in the insurance industry, learning new digital tools, keeping up with the regulatory shifts and ensuring customer-centric thinking is vital. Courses on trending skills and moving towards demand driven learning ecosystem are some of our approaches. Employees now have the ability to choose what they need through curated learning pathways, take assessments, and even get peer recommendations. We also co-create modules with business leaders, ensuring alignment with real-world job needs. Upskilling isn’t just about offering courses; it’s about helping people grow and helping the company move forward.

7. In your own journey at Probus, have you had to take a difficult stand or challenge leadership to push for people-first decisions especially when they came in conflict with short-term business goals? Can you share a moment that reflects this leadership balance?

Yes, the company’s decision to refocus its strategic efforts on a new business sector that better suited changing market demands was one of the most pivotal occasions in my career at Probus. The opportunity was obvious, and the decision was forward-looking, but it also presented a unique set of difficulties. The new product required a different degree of knowledge and experience from our current teams because it was more technical.

There was a strong business imperative to take advantage of the market’s momentum. However, I was aware that we needed to adequately prepare our workers from a people standpoint. There was a genuine risk of forcing workers into an uncharted area without sufficient assistance, which might have affected morale and performance.

We took the initiative to propose a phased skilling and belief-building roadmap – one that combined formal training, showing the market opportunity, peer learning, and hands-on mentoring. There were initial concerns around time investment and go-to-market speed, but we worked closely with business heads to demonstrate how investing upfront in our people would yield more confident execution and fewer setbacks down the road.

To the credit of the leadership team, they backed this approach wholeheartedly. We created cross-functional task forces, launched intensive upskilling and belief-building programs, and even built in recognition for those who adapted fastest.

This experience was a great reminder that people-first decisions don’t slow business – they build the resilience and readiness needed for long-term success. And at Probus, I’ve seen time and again how the leadership embraces that philosophy with openness and trust.