Data-driven Leader Fueling Growth Through Culture
Rajesh Nair
Group Human Resources Manager
GCC Contracting (Branch of Ginco Sharjah LLC)
As companies worldwide face the complexities of managing diverse, multigenerational workforces, HR leaders are becoming critical architects of organisational success. In Asia, where rapid industrialisation and shifting demographics are transforming the workplace, Rajesh Nair, Group Human Resources Manager at GCC Contracting (Branch of GINCO Sharjah L.L.C), emerges as a leader who seamlessly blends employee engagement with organisational growth. With an impressive career spanning over 15 years, he has held pivotal HR roles at renowned companies such as Samsung Engineering, Shapoorji Pallonji Mideast, and Americana Restaurants. Throughout his career, he has shaped HR strategies that create inclusive environments, ensuring that employees of all generations—from baby boomers to Gen Z— thrive. Now, at GCC Contracting, Rajesh promotes open communication and cross-generational knowledge sharing, ensuring employees of all ages contribute to the company’s success. His datadriven approach to HR has helped streamline talent acquisition, reduce turnover, and boost employee engagement.
“HR is not just about managing people; it’s about creating value by aligning people’s strengths with the organisation’s strategic objectives,”
Under his leadership, HR at GCC Contracting functions as a true strategic partner, not just a support unit. In an exclusive interview with TradeFlock, Rajesh shared insights into how the company’s focus on innovation and workforce diversity is helping it maintain its competitive edge in Asia’s fast-evolving business landscape.
What’s your approach to keeping different generations engaged and collaborative?
Managing a multi-generational workforce is like unlocking the power of diversity. My strategy starts with promoting open communication, ensuring every voice—whether seasoned or fresh—is heard and respected. I love pairing younger and experienced employees for dynamic knowledge exchange, sparking creativity through crossgenerational project teams, and using tailored training approaches to suit varied learning styles. By celebrating wins across all age groups and playing to each generation’s strengths, I create an environment where everyone feels valued, engaged, and excited to collaborate.
Can you share an example of how data analytics has influenced your HR strategies?
I think that having the power of data in HR is like holding a roadmap that not only shows where you are but guides you to where you need to go. For me, data analytics is essential in every aspect— from workforce planning with predictive analytics to optimise recruitment and creating proactive retention strategies. One memorable experience was tackling high turnover among new hires. By diving deep into engagement and turnover data, we launched tailored initiatives like career development and early check-ins, leading to a 25% drop in firstyear turnover and increased employee engagement.
“Recognizing how inflation affects our team members' lives, we focus on ensuring competitive compensation and benefits across all our locations. Additionally, we prioritise Health First practices, emphasising the well-being and health of our team as they navigate the ever-changing global landscape.”
What’s your method for spotting and nurturing future leaders?
Developing future leaders goes beyond identifying talent—it’s about creating opportunities for growth. I focus on those with key leadership traits like emotional intelligence and collaboration, but I also take unique steps to nurture them. I use a data-driven Leadership Identification Framework and foster a culture that encourages risktaking and learning from failures. Cross-generational mentoring allows knowledge-sharing across generations, while internal “leadership hackathons” challenge emerging leaders to solve real-time issues. Additionally, through “action learning” initiatives, they tackle realworld business challenges, gaining hands-on experience and driving impact. These approaches build wellrounded, adaptable leaders ready for the future.
In a global team, how do you embrace and celebrate cultural diversity?
Cultural differences in a multinational workforce are indeed a big challenge, but I see it as an opportunity to create a truly global, inclusive environment. My go-to strategies start with cultural awareness training to educate employees on the beauty of diversity, paired with inclusive leadership that encourages respect for every perspective. I also adapt global policies to fit local cultures, celebrate international holidays and events, and build diverse teams that thrive on cross-cultural learning.
What future challenges do you see and how are you preparing to tackle them?
Navigating the unknown is where the true strength of HR shines. When the future feels
Data isn’t just numbers—it’s the key to unlocking potential, driving action, and building a thriving workplace where people want to stay and grow.
uncertain, I see it as an opportunity to build resilience and agility into the organisation. It all begins with strategic workforce planning— mapping out different scenarios, like economic shifts or technological disruptions, and creating talent pipelines that keep us ready to adapt at a moment’s notice. I’m a big believer in flexibility, so I’ve developed a contingent workforce strategy that allows us to scale up or down with contract workers or freelancers, giving us the agility to handle fluctuating demands. Leadership development is also a priority—by having a solid succession plan in place for critical roles, we ensure continuity even when the unexpected happens. Attracting and retaining talent during uncertain times requires more than just good hiring practices—it’s about employer branding that resonates, fostering a diverse and inclusive workforce, and keeping engagement high to retain top talent. And of course, employee well-being is at the heart of it all. I implement mental health support, flexible policies, and open communication to keep morale strong, even when times are tough. For me, preparing for uncertainty isn’t just about survival—it’s about creating a thriving, adaptable workforce that’s ready for anything.
