Mehta on the Map - Tracing the Human Side of HR

Assessment and Development Centers (ADCs) are often perceived as neatly organized evaluation events, a blend of case studies, simulations, group discussions, role plays, and interviews designed to identify leadership potential or assess readiness for the next role. But behind the polished facilitation and structured tools lies a layer of work rarely discussed, the invisible labor that makes ADCs meaningful, not mechanical. It starts long before the participant walks into the room. Deep conversations with business leaders to understand role demands. Mapping competencies that aren’t generic, but specific to the context. Designing exercises that don’t just “test” skills but simulate real dilemmas leaders face. The assessor’s job doesn’t begin and end with observation. We don’t just look for “right” answers; we look for patterns in thinking, emotional cues, interpersonal behavior, and shifts under pressure. We look for how people show up , not just how they perform. And p...

 360-degree feedback is often hailed as one of the most effective tools for personal and professional growth. It’s a comprehensive system, where feedback is gathered from peers, subordinates, supervisors, and even external stakeholders. The intention is clear: to create a holistic view of an individual’s performance, strengths, and areas for improvement. Sounds straightforward, right? In theory, yes. In practice, it’s a little more complicated. When individuals first receive their feedback, the process becomes deeply personal. They may have been bracing for it, hoping for praise, or maybe dreading criticism. But the truth is, 360-degree feedback often opens a mirror to their blind spots — areas they were either unaware of or hesitant to face. It’s a reflection of how they show up in the world, through the eyes of others, and not everyone is ready for that kind of honesty. The initial reaction is often a mix of curiosity and discomfort. Some will feel validated: “I knew I wa...

  HR consulting often sounds polished — frameworks, models, interventions. But much of the real work happens in spaces no one talks about. It happens in moments before a workshop, when a client whispers that their team is resisting the change. It happens in the silence after a 360-degree feedback report is shared, when someone sees themselves honestly for the first time. It happens when your job isn’t to impress, but to hold space. As consultants, we’re asked to bring structure — but what we really offer is clarity. We’re asked to evaluate — but more often, we’re invited to understand. This field isn’t just about competencies or performance systems. It’s about navigating organizational discomfort, surfacing unspoken issues, and staying steady when emotions get real. The truth is: You won’t always have the answers. You won’t always get credit. And you’ll often leave a room knowing your work began after the meeting ended. But over time, you’ll start to notice the val...

 Assessment and Development Centers (ADCs) are widely used to evaluate talent — structured simulations, roleplays, group discussions, and interviews that aim to mirror real-world challenges. They’re powerful. But they’re also limited by how we choose to look. In many ADCs, we focus on who speaks up, who takes charge, who finishes strong. But potential isn’t always loud. It doesn’t always lead the group or solve the case first. Sometimes, potential shows up in quieter forms — In someone who reflects before responding. In someone who builds on others’ ideas instead of pushing their own. In someone who listens more than they speak, but always adds depth when they do. The challenge isn’t just to assess behavior, but to interpret it meaningfully. To go beyond checklists and ask: Did this person show curiosity, even if they weren’t the loudest? Did they enable others, even if they didn’t dominate? Did they demonstrate self-awareness or adaptability in small moments? A...