Nita Karanjit is a senior HR professional who currently serves as Business Partner Manager at CG-PBN (in partnership with JTI). She launched her HR career with a strong focus on people-centric roles, bringing a wealth of experience and expertise in performance management, talent acquisition, learning and development, and employee experience. Karanjit previously worked with well-known companies such as Yeti Airlines and Laxmi Group. She holds an Executive MBA in Human Resource Management from Kathmandu University. The HRM Nepal recently sat down with her to discuss various aspects of human resource management, and the following are excerpts from that interview.
Q: Could you briefly share your journey in the HR profession? What initially motivated you to pursue this path?
A: My journey into HR began with a deep interest in people-centric roles. I have always believed that the workforce is the heart of any organisation. Over the past nine years, I’ve had the privilege of working across various sectors – from aviation to manufacturing and FMCG – gradually growing from an entry level to leadership role. What drew me to HR was the opportunity to make a meaningful impact on both organisational strategy and employee development.
Q: As an HR professional, how do you view the evolving HR landscape in Nepal? What key shifts have you observed?
A: In the early stages, HR in Nepal was largely viewed as an administrative function, mainly focused on hiring and basic personnel management. However, the HR landscape is gradually maturing. There’s a clear shift from traditional practices to more strategic and holistic approaches.
Organisations are increasingly embracing performance-based cultures, implementing digitised HR systems, and adopting employee-centric policies. There’s also growing awareness and commitment to Diversity, Equity, and Inclusion (DEI), leadership development, and mental well-being at the workplace. These changes reflect a broader understanding that HR plays a critical role in driving organisational success and fostering a healthy, engaged workforce.
Q: What are some of the key HR strategies or practices you’ve observed in corporates, which have proven instrumental in enhancing organisational effectiveness?
A: We adopted several impactful strategies such as structured onboarding, integrated performance management, and data-driven talent acquisition. Additionally, we implemented global best practices such as employee journey mapping and inclusive HR policy development, which have strengthened employee engagement and retention. Succession planning has also become a key focus area, helping us proactively identify and develop future leaders.
A particularly impactful strategy has been in compensation planning. We’ve introduced a structured approach that defines salary ranges for each position, mapped clearly to career progression. This transparency helps employees understand how their compensation aligns with their experience and growth trajectory, reducing ambiguity and enhancing trust.
Q: With your extensive experience in HR, could you highlight some major milestones or achievements your department has accomplished over the years?
A: A few key milestones include reducing employee turnover by 48% at Chaudhary Group, building a diverse and efficient culture team from the ground up, and optimising recruitment cycles by cutting down time-to-hire by over 30 days. These achievements were possible through streamlined processes and collaborative HR initiatives.
Q: Have you introduced any unique or innovative performance management practices that have delivered meaningful results in your current or previous roles? Could you share an example?
A: In my early career in aviation, performance management had a very clear and structured framework. A pilot’s progress was measured by flight hours, simulator performance, and certification milestones, all aligned with the standards of the Civil Aviation Authority of Nepal (CAAN). It was a system grounded in real-world results – rigorous, qualitative, and precise. While this model doesn’t directly translate to every industry, it taught me an important lesson: effective performance management must be aligned with what truly matters in the role.
Carrying that lesson into my current corporate role, I recognised the limitations of traditional annual appraisals. They often felt disconnected from day-to-day performance and lacked the agility needed in today’s fast-paced work environments. So, we decided to make a change.
We introduced a biannual, feedback-based performance system, grounded in the OKR (Objectives and Key Results) methodology. Individual KPIs were mapped to broader team and company goals, creating a clear line of sight between personal contributions and organisational success. The result? Greater transparency, stronger alignment, and a culture of accountability. More importantly, this shift didn’t just boost productivity – it made people feel more connected and valued. Employees began to see how their work mattered, and that drove satisfaction to a whole new level.
It’s a reminder that while industries differ, the core of great performance management is always the same: clarity, relevance, and commitment to continuous growth.
Q: In many companies, sycophants achieve promotions and positions due to lack of impartial/fair appraisal. In your opinion, how has it been distorting work culture in organisations?
A: Alignment is ensured through quarterly strategic reviews, where departmental goals are assessed in the context of the company’s broader KPIs. Cross-functional collaboration and data transparency also play crucial roles in keeping all units on the same page.
Q: How can companies ensure fair appraisals and what sort of organisation policies and key performance indicators would you like to recommend to ensure fair appraisals?
A: Fair appraisals are best ensured when companies create a transparent and consistent performance management system. The first step is to set clear, measurable goals at the beginning of the cycle, so employees know exactly what is expected of them. Regular check-ins and feedback sessions also help avoid surprises at the year-end appraisal.
In terms of policies, I would recommend a formal Performance Management Policy that defines the appraisal cycle, weightage between individual and organisational goals, and provides a review mechanism if employees feel their appraisal was unfair. Training managers on bias awareness and objective evaluation is equally important.
For KPIs, I believe in a balanced approach – combining results with behaviours. On the results side, KPIs can include productivity, quality of work, and achievement of specific SMART goals. On the behavioural side, teamwork, leadership, communication, and alignment with company values should be considered. For managerial roles, KPIs such as team retention, employee engagement, and development of team skills are also critical.
Q: In your view, what are the most effective approaches to managing human resources and fostering organisational development in Nepal’s context?
A: The most effective approach is a mix of strategic planning, cultural sensitivity, and inclusive policies. Emphasising learning and development, transparent communication, and recognising employee contributions help foster long-term organisational growth in the Nepali context.
Q: Talent retention is increasingly difficult in Nepal due to high levels of youth migration. How significant is this challenge for your organisation and how are you addressing it?
A: Youth migration is a real challenge at both entry and senior levels. We address it by offering structured career growth opportunities, competitive compensation, and a strong focus on employee engagement. Our aim is to create a workplace where people feel valued and can clearly see their future with us.
Q: Given the rise in youth migration and the ongoing debate about companies’ efforts, are organisations truly making serious efforts to attract and retain talent?
A: Some organisations are making genuine efforts, but there’s still much to be done. Companies must go beyond compensation and offer career development, flexible work environments, and a clear value-driven purpose to attract and retain talent.
Q: What innovative initiatives would you like to recommend to enhance the employee experience within the organisation?
A: One of our key initiatives was mapping the employee journey – from onboarding to exit – to identify and improve engagement touchpoints. We’ve enhanced induction programmes, feedback systems, and recognition platforms to make the experience more inclusive and rewarding.
Q: What are some key gaps you’ve identified, both from the employer’s side in creating an enabling work environment and from the employee’s side in delivering expected performance?
A: From the employer’s side, there can be a lack of clarity in communication and limited investment in employee development. On the employee side, a gap often exists in accountability and performance standards. Both sides need to foster a culture of trust and responsibility.
Q: While a significant number of women are present in entry- to mid-level roles, only a few achieve C-suite dreams. What barriers do you see and how can these be addressed to promote gender equity in leadership?
A: Barriers include unconscious bias, lack of mentorship, and societal expectations. Organisations need to promote gender-friendly policies, provide leadership development programmes for women, and create mentorship pipelines to support female advancement to the C-suite.
Q: What are the key challenges you have encountered in managing human resources while working with different employers in your career?
A: Some of the major challenges include regulatory compliance, workforce diversity, labour union coordination, and balancing productivity with employee welfare. These require consistent dialogue, transparent practices, and a strong HR framework.
Q: Succession planning is critical, especially during leadership transitions. How critical is it in your view and how can companies enable such practices?
A: Succession planning is part of our long-term strategy. We identify high-potential employees through performance and potential matrices, then invest in their development through structured training, mentorship, and exposure to cross-functional roles.
