Barsha Bista is the People and Culture Manager at Logpoint Nepal, a global cybersecurity leader with a strong European heritage. She has been instrumental in shaping people strategies and cultivating organiaational excellence within the company for the past seven years. With over 12 years of experience in Tech HR, she began her professional journey at a US-based software development firm, where she discovered her passion for empowering talent, fostering meaningful engagement, and cultivating vibrant workplace cultures that inspire both individual and team success.
While her core expertise lies within the tech industry, she has had the opportunity to expand her horizons across diverse business domains, including software product and service development, e-commerce, learning and development partnerships, and the hospitality industry. These varied experiences have broadened her perspective, enabling her to develop adaptable and forward-thinking HR strategies that effectively navigate diverse industries and organiaational structures.
HRM Nepal recently interviewed Bista to delve deeper into the HR culture and practices she has championed. Excerpts:
Q: How would you like to assess your professional journey?
A: Over the years, I have had the privilege of spearheading transformative initiatives across diverse organisational pillars, including talent acquisition, leadership development, process excellence, compliance, employer branding and strategic partnerships with international and local companies. Each experience has deepened my belief that a thriving organisational culture isn’t just a catalyst for business success; it is the bedrock upon which meaningful employee engagement, innovation and sustainable growth are built.
Q: Given your extensive experience as an HR professional, could you share some of your department’s most significant accomplishments?
A: Reflecting on my journey in HR leadership, several key milestones stand out as transformative achievements for my department across all the organisations I have served, including my current role.
- l Strategic HR Transformation: Evolved HR from an operational function to a strategic partner, actively contributing to organisational decision-making.
- l Tech-Driven Automation: Implemented HR technologies and automation tools to enhance efficiency and employee experience.
- l Competitive Talent Acquisition: Built robust hiring strategies to attract and retain top talent through agile recruitment practices.
- l Culture of Continuous Learning: Fostered a learning organisation through structured training programmes and leadership development initiatives.
- l Alignment with Organisational Strategy: Ensured HR goals align with business objectives, driving employee engagement and retention.
- l Enhanced Employee Experience: Introduced feedback-driven action plans and recognition programmes to boost engagement and inclusivity.
- l Change Management Excellence: Led successful change management initiatives, minimising resistance and fostering adaptability
Q: Can you describe the type of workplace culture you are fostering at your company?
A: At our organisation, we foster a culture rooted in open communication and collaboration, where transparency and trust empower teams to share ideas and work cohesively. We value being open to ideas, continuous learning and creating an engaging environment where people thrive. Flexibility with accountability ensures our team members have the freedom to innovate while taking ownership of their responsibilities. Ultimately, we aim to build a workplace where collaboration drives success, and every individual feels valued, inspired and connected to our vision.
Q: In your opinion, what are the key elements of effective HR management and organisational development?
A: In today’s rapidly evolving corporate environment, effective HR management and organisational development require a people-centred, technology-powered and purpose-driven approach. By treating employees as valued customers and HR as an innovative product, organisations can design policies and structures with a user-centric focus, seamlessly aligning business objectives with human aspirations. This strategy not only fosters a vibrant organisational culture but also builds a resilient, adaptable and future-ready workforce.
Here are some key strategies which I believe are essential for driving impactful HR and organisational development:
1. Cultivating a ‘Purpose-Driven Culture’:
- l Align each employee’s role with the organisation’s broader vision and mission, creating a sense of shared purpose and direction.
2. HR as a Strategic Partner, Not Just an Administrative Function:
- l Position HR as a key player in business strategy and decision-making, ensuring alignment with organisational goals.
3. Intelligent Automation in HR Processes:
- l Leverage technology and AI tools to enhance recruitment, onboarding and overall employee experiences for efficiency and accuracy.
4. Human Sustainability:
- l Treat employees as corporate athletes, prioritising their mental, emotional and physical well-being for long-term performance and growth.
5. Adaptive Leadership Models:
- l Transition from traditional hierarchical leadership structures to team-centric, dynamic leadership models, empowering employees to own outcomes and drive innovation.
6. Talent Acquisition and Retention:
- l Focus on attracting top talent, fostering a competitive work environment, and offering growth opportunities to ensure long-term retention and engagement.
Q: What is the impact of HR policies on a company’s sustainability and growth?
A: HR policies play a crucial role in driving a company’s sustainability and growth by aligning workforce strategies with organisational objectives while nurturing a people-centric and sustainable culture. These policies provide structured frameworks for talent acquisition, retention and employee well-being, fostering a resilient and adaptable workforce. By upholding principles of fairness and integrity, promoting diversity, equity and inclusion, encouraging continuous learning, and integrating sustainability practices into daily operations, HR policies enhance both operational efficiency and long-term organisational resilience. Furthermore, they empower employees through effective performance management systems, targeted skill development programmes, and comprehensive well-being initiatives. This approach cultivates an engaged, motivated workforce that drives innovation, boosts productivity and contributes significantly to the organisation’s sustainable success.
Q: How often does Logpoint Nepal Pvt. Ltd. invest in employee training and development?
A: Over the past few years, we have been actively fostering a culture of learning and development within our organisation. We prioritise and accommodate the diverse learning needs of our employees through multiple channels. At the beginning of each year, we conduct an individual Learning & Development (L&D) need assessment, tailored specifically to address personal and professional growth requirements. Alongside this, we regularly organise skill development training sessions and workshops to enhance technical and soft skills across teams. Furthermore, continuous learning initiatives, including e-learning modules, mentorship programmes, and daily workflow-integrated workshops, are embedded into our processes to ensure ongoing capacity development at all levels. Individual training and capacity-building activities are conducted year-round, complemented by larger People Development Programmes held at least twice a year, emphasising our commitment to long-term growth and employee empowerment.
Q: What are the key shortcomings you’ve observed in employers that hinder the creation of an enabling work environment for effective employee performance?
A: In Nepal’s workplace context, key challenges often arise from misaligned objectives, ineffective communication and limited professional development opportunities. Employers frequently miss aligning individual goals with organisational priorities, establishing clear accountability, fostering trust and promoting inclusivity. Gaps in leadership development, conflict management, and access to modern tools and technologies further hinder efficiency and productivity. Moreover, rigid policies, outdated performance evaluation systems, and insufficient employee recognition contribute to disengagement impacting effective result delivery.
Q: Why is human resource management often overlooked in Nepal despite its critical role in organizational success?
A: In our context, Human Resource Management (HRM) often struggles to gain the priority it deserves. I believe it is because of the short-term focus by organisational leaders, where immediate financial performance and operational efficiency overshadow long-term investments in human capital. Many companies continue to perceive HRM as a purely administrative function, rather than a strategic driver of innovation, productivity and sustainable growth. This perception is further reinforced by a lack of clarity on the ROI of HR initiatives, limited use of measurable HR metrics, and insufficient representation of HR professionals in executive decision-making roles. Additionally, outdated organisational structures and a resistance to change create further barriers to integrating HRM into core business strategies.
In my career, I have also faced similar challenges. However, consistent effort on communication, proactive involvement and data-driven approaches proved to be the most effective tools in overcoming these obstacles. By actively engaging in people partnership initiatives and maintaining the momentum of such programmes, I was able to create a positive organisational impact. Additionally, branding the success stories of impactful initiatives and fostering cross-functional collaboration between HR and other departments played a crucial role in driving alignment, building trust and gaining leadership buy-in. These strategies not only addressed immediate challenges but also laid the foundation for sustainable growth and long-term success.
Q: What are the key challenges in retaining mid-career IT professionals?
A: Retaining mid-career professionals in IT, including at companies like ours, remains a significant challenge driven by multiple interconnected factors. According to industry reports, a large portion of skilled Nepali IT professionals explore global opportunities after gaining 4–7 years of experience. These opportunities often come with highly attractive salary packages, fully remote work options, and pathways for migration, making international roles highly appealing. A 2023 survey by the Nepali IT Association highlighted that over 60% of mid-level professionals are actively considering remote jobs with global firms.
Locally, limited job opportunities, slower career advancement prospects, and significant salary gaps create additional barriers for retention. The rapid rise in global demand for tech talent has outpaced local salary standards and growth prospects. Furthermore, organisational culture significantly influences retention rates.
Q: What talent retention strategies is your department currently pursuing?
A: Our department is committed to retaining talents through a holistic approach focused on growth, engagement and well-being. We are actively building a robust Learning & Development (L&D) ecosystem to equip employees with continuous opportunities for skill enhancement and capacity building. Employee engagement and well-being remain at the core of our strategy, supported by wellness programmes and team-building activities. Recognising employee contributions is a priority and our recognition programmes ensure every effort is valued. We are also enhancing our Performance Management System (PMS) and establishing clear career frameworks to provide transparent growth pathways. With a competitive and collaborative work environment, hybrid work models, and a strong emphasis on work-life balance, we empower our employees to excel both professionally and personally. These initiatives collectively create an inspiring environment where talent feels valued, motivated and dedicated to long-term success with our organisation.
Q: How are Key Results (KRs) linked to Key Performance Indicators (KPIs) at Logpoint Nepal?
A: At Logpoint, tracking performance metrics through the Objectives and Key Results (OKR) framework is a structured and transparent process designed to drive alignment, accountability and measurable success. Each objective is defined with clear, ambitious goals, while key results provide specific, quantifiable outcomes to measure progress effectively. These key results are closely linked to relevant Key Performance Indicators (KPIs), ensuring alignment with broader organisational goals. We monitor real-time progress, enabling teams to stay informed and focused. Regular check-ins and monthly/quarterly reviews are conducted to assess performance, address challenges and refine strategies as needed. Ownership and accountability are embedded in the process, with clear responsibility assigned to individuals for tracking and reporting on key results. Transparency is maintained across teams, fostering collaboration and a shared understanding of priorities. This continuous cycle of goal-setting, monitoring, reflection and iteration ensures that every team member contributes meaningfully to organisational growth while staying aligned with Logpoint’s strategic vision.
Q: What are the critical factors that facilitate the successful adoption of technology in interactive/learning practices?
A: In my view, enabling technology adaptation and fostering future-focused interactive learning practices require a combination of strategic planning, strong leadership and a culture of continuous improvement in any organisation. The support of leadership and clear vision are essential to set direction, prioritise technology-driven initiatives, and encourage a mindset open to change. Continuous Learning and Development (L&D) programmes play a critical role in equipping employees with the necessary skills and knowledge to adapt to emerging technologies effectively. On the other hand, organisations must invest in modern tools and infrastructure that are agile, scalable and aligned with their strategic goals. Employee engagement and collaboration are equally important, as active participation and feedback ensures smoother transitions during the technology implementation. Furthermore, data-driven insights can guide decision-making, allowing organisations to measure the effectiveness of their technology adoption and learning initiatives. Flexible Work Environment with hybrid models and digital collaboration tools also ensures adaptability and enhances productivity. Altogether, these factors create an ecosystem where technology becomes a seamless part of everyday operations, driving innovation and long-term success.
Q: How crucial are team building exercises and open communication channels for team effectiveness?
A: Team building, along with horizontal and vertical discussions, plays a crucial role in fostering employee engagement, building trust, and creating a transparent and collaborative work environment. These practices are not just activities but essential pillars for driving clarity, alignment and a shared sense of purpose within teams. In the tech industry, where knowledge-sharing, innovation and collaboration are at the core of success, these connections become even more vital. Effective teamwork ensures smoother workflows, better problem-solving, and enhanced accountability at every level.
In my experience with tech organisations, I have consistently practiced and promoted this aspect of work culture, recognising its direct impact on productivity and employee well-being. Some of the initiatives I have implemented such as regular one-on-one meetings provide space for personalised communication, feedback and mentorship, building stronger professional relationships. Officially sponsored team-bonding events offer opportunities for teams to connect beyond work tasks, fostering camaraderie and breaking down silos. Employee feedback surveys, combined with open discussions of the survey results, ensure that every voice is heard and actionable changes are implemented. Performance development talks help align individual growth goals with organisational objectives, while an ‘ask-question culture’ creates an environment where curiosity, transparency and proactive problem-solving are encouraged.
These initiatives are not standalone efforts but interconnected strategies aimed at creating a workplace where trust thrives, engagement remains high, and teams collaborate effectively to achieve shared goals. When team members feel connected and communication flows seamlessly both horizontally across teams and vertically with leadership, organisations not only meet their targets but also nurture a culture of mutual respect and innovation.
Q: Can you share any innovative or unique approaches you’ve employed in managing people and achieving results?
A: In my experience, I have gone through several impactful practices, including OKR frameworks, continuous learning and upskilling programmes, distributed decision-making, peer accountability partnerships, iterative feedback loops, and hybrid work models. These approaches are not only forward-thinking but also highly effective in managing people and driving results and they are some of my personal favourites. While many organisations might adopt one or two of these practices, I believe it’s the thoughtful combination and seamless integration of these methods that truly foster a unique and dynamic work culture. Achieving meaningful results isn’t just about implementing these strategies; it’s about tailoring and executing them in alignment with the organisation’s specific goals and cultural context.
