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...

  The day started with a familiar buzz — participants arriving early, adjusting their ties, practicing their introductions under their breath. Today was an Assessment Development Center (ADC) we had designed carefully: role plays, interviews, case discussions, group tasks. On paper, everything looked perfect. As a Talent Management and OD Consultant at TV Rao Learning Systems, I’ve spent hours refining these exercises to measure competencies accurately. But today, as I sat observing a group task, I realized something — what mattered most wasn’t just what they did ; it was what they felt. One participant, quiet but steady, subtly led the discussion — offering space for others, keeping the group grounded. It wasn't dramatic. It wouldn’t scream from a scoresheet. But it was leadership, just quieter. Another struggled — not because he lacked ideas, but because he was too nervous to trust his own voice. The human side of ADCs often hides in these small, almost invisible moments: ...

  We talk a lot about feedback in HR—timely, specific, constructive. The frameworks are there, the models are robust, but sometimes we forget one essential truth: feedback is not a checklist. It’s a conversation. A moment of connection. The best feedback I’ve seen isn’t wrapped in corporate jargon. It’s simple, intentional, and deeply human. It comes from someone who genuinely wants the other person to grow—not just improve performance metrics. In consulting, I’ve sat across tables where feedback landed like a gift. And others where it felt like a blow. The difference? Empathy. Not the fluffy kind, but the kind that listens more than it speaks, and holds space for discomfort without rushing to fix it. As HR professionals, managers, or even peers—we have the chance to shift the tone. What if we approached feedback not as an obligation, but as an opportunity to understand the person a little better? Not every conversation will be perfect. But every one can be intentional. Let’s ...

Not Just Roles—People: The Heart of HR In the world of HR, it's easy to get caught up in structures—roles, frameworks, competencies, dashboards. But every now and then, it helps to zoom out and ask: Who are we doing this for? That question brought me back to the human side of HR—the side we sometimes overlook while ticking boxes and drafting strategy decks. At the center of every competency model is a person. Someone with stories, aspirations, and quirks. A sales rep who lights up when talking to customers. A manager struggling to balance empathy with performance pressure. A new hire with dreams bigger than their job description. HR isn’t just about aligning talent with business; it’s about seeing people in their full complexity and potential. Competency mapping, assessments, 360-degree feedback—these are powerful tools. But they should never be used to label or limit. They’re meant to open doors, spark conversations, and guide people toward growth. On this map I’m drawing— Me...