Prabhakar Azad: Driving Real Estate Transformation through People and Technology

In today’s fast-changing business world, human resources has grown beyond its traditional role to become a vital part of a company’s success. Businesses now look to HR not just to hire top talent, but to create a culture that supports well-being, innovation, and inclusivity. This shift is especially clear in industries like real estate, where high-pressure environments and constant change demand a more thoughtful approach to managing people.

Prabhakar Azad, with over 27 years of HR experience, has been leading this change. As the Chief People & Process Officer at Ashwin Sheth Group, he’s introduced progressive policies that focus on employee well-being while aligning HR with the company’s larger goals. His efforts have reshaped the company’s culture, helping it stand out as a top employer in the real estate industry. With leadership experience at firms like Turner Construction and Hindustan Construction, Prabhakar blends innovation, empathy, and strategic insight to drive success.

27-Year HR Legacy in Real Estate

Prabhakar Azad’s career has been built on a varied and successful track record, with over 27 years in human resources, largely in real estate. Under his leadership, Ashwin Sheth Group has attracted and retained top talent while embedding best-in-class HR practices. This effort has resulted in a cultural transformation within the organization and earned Ashwin Sheth Group recognition as a preferred employer in the industry.

Prior to this, Prabhakar held leadership positions at forward-thinking companies such as Sahiti Group, Turner Construction, Lavasa Corporation, Hindustan Construction, and Atos Syntel, where he developed expertise in aligning HR strategy with business objectives, driving growth, and nurturing talent.

Building Culture and Innovation

The human side of HR—enabling someone to influence the heartbeat of an organisation and its people—drew Prabhakar to the field. For him, the ability to continuously craft and develop a culture along with its people, especially in the dynamically vibrant real estate industry, keeps him inspired.

His zeal to drive impactful change is fueled by the continuous evolution of HR practices, particularly with the increasing integration of new technologies and fostering cultural development aligned with broader business objectives.

From Support Role to Strategic Powerhouse

Prabhakar reflects on how HR has evolved over his career, transforming from a support function into a vital business partner. This change is particularly notable in the real estate industry, where rapid technological advancements and shifting market dynamics have underscored the need for a more strategic approach to talent management.

AI and data analytics have revolutionised the way the organization recruits, engages, and retains talent, enabling smarter, faster decision-making aligned with business objectives. Recent trends like digital transformation, the rise of remote work, and a stronger focus on diversity, equity, and inclusion (DEI) have further reshaped the HR landscape, making adaptability and innovation essential to success.

Addressing Workplace Hurdles with Clarity, Empathy, and AI

Prabhakar shares a few challenges that he has experienced as an HR professional:

Incomplete Job Requirements: Often, managers approach the HR/Talent Acquisition team with incomplete or unclear job requirements. To address this, he standardised the requisition form, making the information more transparent and easier to understand.

Training Needs Identification: Identifying training needs has been a significant challenge, as many people pursue it just for the sake of doing so without yielding a focused outcome. To resolve this, a detailed Training Needs Identification (TNI) format was developed, and leaders were sensitised to the actual needs, resulting in more focused and effective training sessions.

Employee Onboarding: Onboarding has consistently been a challenge, with candidates not being properly inducted, leading to dissatisfaction and eventual separation. To improve this, Standard Operating Procedures (SOPs) and onboarding decks were created to ensure a smoother and better induction process.

Candidates Accepting Offers But Not Joining: A common issue across companies today is candidates accepting job offers but not joining. At Ashwin Sheth Group, the focus has shifted to identifying candidates who truly need a job through psychometric assessments and detailed reference checks. The company is also exploring AI-driven background verification (BGV) solutions that predict candidates’ past behaviours and patterns.

Lack of Empathetic Communication and Teamwork: This challenge, present in most organisations, has been faced at Ashwin Sheth Group as well. The main reasons identified were job insecurity and an inability to understand others’ perspectives. To counter this, a culture was created that promises stability and provides a platform where employees are heard. Leadership was encouraged to communicate openly, and management made efforts to listen and respond.

Turning Adversity into Triumph

Prabhakar describes leading the HR team as akin to working at the heart of an organisation. He emphasises that their work is always ongoing, and their actions are constantly evaluated through the lens of “what’s in it for me.” Therefore, every transformation project they undertake requires a thorough cause-and-effect study.

Reflecting on his experience from 2006, Prabhakar recalls a challenging project with the Border Roads Organisation in northern India, a region where only military personnel or militants were present. Establishing a camp and relocating employees to this location was a formidable task. Most candidates and even existing employees declined the assignment, citing various reasons, which put increasing pressure on mobilisation as time passed.

Through a fishbone analysis, the team identified key challenges:

Job location
Extreme weather conditions
Poor connectivity with family members via road, rail, or flight
Communication issues
Lack of basic entertainment facilities

The team brainstormed solutions and implemented strategies, including:

Deputation for shorter periods
Use of sturdy vehicles for transport to the nearest exit point
Medical facilities at the camp with the support of military or state-run hospitals
Setting up a communication center for employees to stay in touch with their families
Offering faster career growth upon task completion
Providing hardship allowances almost equivalent to the employees’ basic salaries

The entire package was carefully developed and delivered, and today, the project stands as one of India’s marquee achievements.

Merging Innovation with Human Touch

Balancing between traditional HR practices and innovation is a delicate art. Prabhakar highlights the hybrid approach the company adopts, combining technology for streamlining processes like recruitment with a strong focus on personal interaction and employee engagement.

Programs like Knowledge Exchange Workshops foster a culture of continuous learning and help employees adjust to evolving real estate demands. Encouraging innovative solutions tailored to industry needs ensures that the workforce is skilled and future-ready.

Remote and hybrid work models, particularly in real estate, present unique challenges, but Ashwin Sheth Group has proactively addressed these to maintain productivity and employee satisfaction.

Key issues like team cohesion, technology access, and work-life balance have been tackled by tailoring approaches based on departmental needs. Flexible work policies allow employees to adapt without compromising performance, and advanced HRMS tools like HONO and SAP streamline processes such as attendance tracking and process management.

The company has shifted performance management to focus on outcomes rather than hours worked, boosting both productivity and accountability. Additionally, initiatives like virtual engagement sessions and mental health workshops emphasise employee well-being, fostering a sense of community even in remote settings and ensuring that the team stays connected, motivated, and aligned with company goals.

Creating a Workplace Where Diversity Fuels Innovation

Prabhakar emphasises the organisation’s commitment to advancing diversity, equity, and inclusion (DEI) as a central focus. He believes that a diverse and inclusive workplace is crucial for fostering innovation and ensuring long-term success. Several initiatives have been implemented to embed these principles deeply into the company’s culture and operations.

Firstly, the company has established a comprehensive DEI policy that underscores its commitment to creating an environment where all employees, regardless of background, feel valued and respected. This policy is further supported by mandatory training programs that educate employees on unconscious bias, cultural sensitivity, and inclusive practices.

In the recruitment process, Ashwin Sheth Group has adopted strategies aimed at ensuring diversity at all levels. This includes actively seeking candidates from underrepresented groups and collaborating with organisations specialising in diversity hiring.

Additionally, blind recruitment techniques have been introduced to eliminate bias in the early stages of candidate evaluation. To promote equity, the company conducts rigorous pay equity audits to identify and rectify disparities, ensuring fair and equitable compensation for all employees. Leadership development programs are also structured to provide equal growth opportunities, with a focus on mentoring and supporting individuals from marginalised communities.

Inclusion is fostered through various employee resource groups (ERGs), which provide a platform for employees to share their experiences and advocate for changes that enhance inclusivity. Open forums and workshops are regularly held to encourage dialogue and gather feedback, enabling continuous improvement of DEI efforts.

According to Prabhakar, these initiatives have not only strengthened the organisational culture but also positively impacted business performance, driving innovation and enhancing employee engagement across the board.

Leveraging Advanced Systems for Strategic Growth

Prabhakar emphasises the critical role of data and analytics in HR, especially with the integration of advanced HR Management Systems (HRMS) such as those offered by HONO and SAP S/4HANA. By leveraging these systems, the company collects and analyses vast amounts of employee data, including metrics related to employee turnover, engagement, performance, and productivity.

For instance, with HONO’s AI-driven tools, Ashwin Sheth Group tracks real-time data on employee engagement and performance, helping to identify trends and potential areas of concern. This proactive approach enables the company to address issues like employee burnout or dissatisfaction before they escalate, thereby enhancing overall organisational performance.

Moreover, the integration of SAP S/4HANA strengthens the company’s ability to manage projects and resources more efficiently. The comprehensive data provided by SAP on project planning, budgeting, and management facilitates data-driven decision-making that aligns with strategic goals. This not only optimises operations but also ensures that Ashwin Sheth Group is better equipped to manage human capital in a way that supports sustainable growth.

By analysing data from these systems, the company can implement targeted HR strategies tailored to the needs of its workforce, resulting in higher employee satisfaction, improved retention rates, and, ultimately, better organisational performance. The combination of cutting-edge technology and data analytics empowers Ashwin Sheth Group to stay ahead in the competitive real estate industry, reinforcing its position as a technology-led leader.

A Holistic Approach to Employee Care

Prabhakar acknowledges the high-stress environment of the real estate sector. To address this, the company has implemented a wide range of well-being initiatives. Their Employee Referral Policy, which values and rewards successful referrals, promotes a collaborative community. The Gym Policy reimburses 50% of gym membership fees, promoting physical wellness.

Mental well-being is also a priority, with regular workshops that teach employees ways to manage stress and mental health. Policies such as the Employee Gadget Policy, Fuel Reimbursement Policy, Corporate Travel Policy, and comprehensive Insurance Coverage ensure employees feel well-supported across all aspects of their professional lives. These initiatives have resulted in increased employee satisfaction and retention, demonstrating the importance of a holistic approach to well-being.

In the HR landscape, AI is driving a significant transformation, particularly in talent acquisition. AI quickly analyses vast data sets to match candidates with job requirements, speeding up recruitment in the real estate sector. Beyond this, generative AI is revolutionising HR by creating more personalised and dynamic experiences.

According to Prabhakar, AI-driven lead generation helps target the right clients, while intelligent property valuations offer accurate appraisals based on market trends. Virtual assistants efficiently handle customer inquiries, scheduling, and support, while AI also enhances employee referrals by identifying top candidates and reducing recruitment costs. In performance management, AI automates routine tasks, allowing HR to focus on strategic priorities.

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