Samikshya Rana is the Human Resource Head at IME Pay. She has been in the HR profession for over a decade. She began her career in recruitment and gradually transitioned into broader HR functions, gaining invaluable experience and a deep understanding of workplace culture, employee engagement and talent development. In a conversation with the HRM Nepal, Rana shared her insights on human resource management, evolving industry trends, and challenges in the field. Below are excerpts from the interview:
Q: What are some of the most significant lessons you have learned throughout your HR career?
A: My journey in the HR profession spans over a decade, and it has been nothing short of fulfilling and insightful. I began my career in one of the most crucial aspects of human resources, i.e. recruitment. This role not only allowed me to explore into the process of identifying and onboarding talents but also sparked my passion for understanding people at a deeper level. Over time, I transitioned into broader HR functions, gaining invaluable experience and understandings into the dynamics of workplace culture, employee engagement and talent development. Each step in my journey has been a learning experience, shaping me into the HR professional I am today.
Q: Could you describe some of the key HR strategies you have implemented at IME Pay?
A: IME Pay is a dynamic fintech company where a blend of generations collaborates to achieve a shared vision. In such a vibrant environment, we have focused on crafting and executing HR strategies that enhance the overall employee experience. Our approach has been all-inclusive, strengthening existing processes while introducing new strategies that span the entire employee lifecycle from recruitment to offboarding.
Key strategies include:
i. Performance Development: Implementing quarterly appraisals and a comprehensive 360-degree feedback system to ensure continuous performance improvement. This is complemented by recognition initiatives, rewards and appreciation programmes to boost motivation and morale.
ii. Learning and Development: Offering tailored learning sessions based on individual and team needs, empowering employees to upskill and stay ahead in a rapidly evolving industry.
iii. Career Development: Providing growth opportunities through job rotations and job enlargement initiatives, enabling employees to expand their skillsets and take on new challenges.
iv. Onboarding and Employee Guidance: Designing an effective onboarding experience, followed by ongoing guidance programmes to help new employees integrate seamlessly and thrive within the organisation.
Q: Reflecting on your extensive experience in HR, could you highlight some of the major milestones you have achieved throughout your career?
A: Reflecting on my journey as an HR professional, I see it as one filled with challenges, growth and countless opportunities to make a meaningful impact. Each step has contributed to shaping my perspective and skills, but if I were to highlight major milestones, a few stand out distinctly.
One of the key milestones has been earning the trust and confidence of my organisation. Building that trust required years of hard work, consistency and a genuine commitment to supporting employees and aligning their growth with organisational goals. This trust is not just personal validation but a cornerstone of my career, as it reflects the respect and rapport I have cultivated with the team.
Another milestone has been successfully introducing and implementing HR strategies that have positively transformed the employee experience. Whether it’s launching effective performance management systems, enhancing learning and development programmes, or fostering a culture of collaboration and engagement, these achievements represent tangible progress in my journey.
Q: How would you describe the workplace culture you are fostering in your company?
A: At IME Pay, our vision is to foster a workplace culture where every individual feels valued, empowered and contributes their best. We aim to create an environment that encourages commitment, enthusiasm and a sense of accomplishment where employees come to work with purpose and leave with pride in what they’ve achieved.
At the same time, we believe that clear and open communication is the key to a healthy work environment. We encourage everyone to share their ideas, feedback, and concerns freely, knowing they will be met with respect and collaboration. This not only helps build trust and teamwork but also creates a strong sense of belonging among our employees. This is the culture we’re passionate about building and nurturing every day
Q: In your opinion, what constitutes effective HR management and organisational development?
A: In my view, effective HR management and organisational development centre on several key factors: collaboration, communication, strategy and adaptability.
Collaboration among top management, CEO, HR teams, and team leads is indeed vital. When leadership operates cohesively, with a shared vision, it establishes a strong foundation for achieving organisational goals. Open communication channels further amplify this collaboration by ensuring transparency, trust and the free flow of ideas, which are critical for aligning teams and fostering innovation.
However, other equally important elements include:
1. Employee-Centric Approaches: Prioritising employee engagement, well-being, and professional growth fosters loyalty and enhances productivity. Development initiatives like tailored learning programmes, mentoring and career progression pathways empower employees to grow alongside the organisation.
2. Data-Driven Decision Making: Leveraging HR analytics to track performance, engagement and retention trends can provide insights into areas requiring improvement. These metrics help organisations make informed decisions to optimise their HR strategies.
3. Embedding a Strong Organisational Culture: A well-defined and inclusive culture that aligns with the company’s values serves as a guiding force for employees, promoting unity and purpose.
Q: How do HR policies contribute to a company’s sustainability and growth?
A: A well-crafted HR policy plays a pivotal role in shaping a company’s sustainability and growth by providing a clear framework for what is expected, permissible and beneficial within the organisation. By clearly defining the rights and responsibilities of employees, HR policies help safeguard their interests while also aligning their efforts with organisational goals. This balance is essential for fostering trust, accountability and a sense of belonging among the workforce.
Moreover, robust HR policies support sustainable growth by:
i. Driving Compliance: Ensuring adherence to labour laws, ethical standards, and industry regulations, reducing risks associated with non-compliance.
ii. Enhancing Employee Satisfaction: Offering clear guidelines on benefits, career growth and workplace behaviour, which boosts morale and retention.
iii. Promoting Inclusivity: Establishing equal opportunity practices and anti-discrimination measures, which create a diverse and innovative work environment.
iv. Supporting Organisational Agility: Providing a flexible framework that can adapt to evolving business needs while maintaining stability.
Q: How frequently does IME Pay conduct skill development training or other capacity-building activities for its employees?
A: At IME Pay, we follow a structured approach to skill development and capacity building, ensuring that every employee has the opportunity to grow and enhance their abilities. Our process begins with a thorough needs analysis, which helps us identify skill gaps and tailor our training sessions to meet the specific needs of both individuals and teams. This ensures that everyone is included and the training is relevant to their roles.
To further enrich our learning culture, we have developed a team of internal trainers who play a pivotal role in delivering tailored training sessions along with knowledge sharing sessions that align with our organisational goals. This internal expertise enables us to create more personalised and effective learning experiences.
Additionally, we follow an annual learning and development calendar, which includes a range of activities designed to promote continuous growth.
Q: What are some of the key gaps you have observed between employers and employees that hinder the creation of an enabling work environment and effective results?
A: In my experience, one of the fundamental gaps that can hinder the creation of an enabling environment for both the workplace and employees is the mismatch between employee skill sets and job requirements. To achieve effective result delivery, it is crucial that employees are well-aligned with roles that fit their competencies and strengths.
This can be addressed through competency mapping – a structured approach to identify the skills, knowledge and abilities required for each position. The process begins by developing a competency framework for the organisation, which includes defining core, behavioural, functional and technical competencies. From there, competency frameworks can be tailored to each department and further refined into competency matrixes for individual employees. This approach ensures that organisations have a clear understanding of the capabilities required for success and can place the right people in the right roles, leading to enhanced productivity and employee satisfaction.
In addition to competency mapping, it’s important to foster a culture of continuous learning and provide opportunities for skill development. This empowers employees to adapt and grow, closing any existing gaps and ensuring they are equipped to meet evolving business demands.
Q: In Nepal, why is human resource management often not prioritised as a key factor in an organisation’s future? Have you encountered this perspective, and if so, how did you address it?
A: For a long time, HR was often at the centre of corporate jokes, perceived as a non-critical function in the corporate world. Interestingly, sales functions have also been the subject of jokes, despite being widely acknowledged for their significant impact on organisational growth. This pattern highlights an important insight: the functions that people joke about often hold the most substantial influence within an organisation.
The same is true for HR. Its impact is far from ordinary and is deeply intertwined with revenue-generating functions. While sales focus on bringing in revenue, HR ensures that the right people, with the necessary skills and motivation, are in place to enable that success. Without a strong HR foundation, even the most capable sales team can struggle to deliver consistent results.
I have personally faced the situation where HR was not initially seen as a critical function within the company. There was a time when I struggled to establish the significance of HR, both within the company and with the leadership team. However, over time, I realised that the key to overcoming this challenge lay in changing my own approach and mindset.
The turning point came when I shifted our team’s focus to a more solution-oriented and proactive mindset. Instead of simply addressing issues, we began asking questions like: If things aren’t going as planned, what can we do to change that? How can we position ourselves as enablers, rather than just reacting to problems? What role does HR play in the broader organisational success?
With these questions in mind, we began to introduce more strategic HR initiatives, such as aligning HR practices with the company’s goals and values, focusing on employee development, and improving communication across departments. We also worked closely with leadership to demonstrate how HR could contribute directly to business outcomes by driving employee engagement, improving retention and fostering innovation.
As a result of these efforts, the perception of HR began to shift. The leadership and teams started viewing HR as an enabler of business success, not just an administrative function. This change in mindset allowed us to implement more impactful HR strategies and strengthened our role as a key partner in the company’s growth and sustainability.
Today, HR is seen as an essential part of the organisation’s future, and this shift has brought about positive changes in how employees perceive the function and how it aligns with the company’s overall objectives.
Q: Given the numerous digital payment solutions in the market, how competitive is the talent landscape, particularly regarding staff turnover?
A: The digital payment solutions market is undeniably competitive, and while this typically leads to higher turnover in many organisations, IME Pay has managed to keep our turnover rates relatively reasonable. However, it’s important to recognise that today’s employees, especially younger generations, are driven by different factors than in the past.
Work culture has become one of the top priorities for today’s workforce. Employees are looking for organisations that foster a positive, supportive and growth-oriented environment, which allows them to take on challenging tasks and accelerate their professional development. At IME Pay, we focus on creating a dynamic culture that encourages learning, innovation and collaboration, which helps us retain top talent.
Additionally, there is a growing entrepreneurial mindset among employees, with many seeking to gain experience to eventually start their own businesses. While this ambition can lead to higher turnover, it also reflects the increasing value employees place on independence and innovation.
However, in my observation, the desire to work abroad has become an even stronger factor contributing to turnover than the competitive market itself. Many employees, particularly in the tech and fintech sectors, are exploring opportunities outside the country for better career prospects and work experiences.
Q: What are the key challenges in retaining talent, especially mid-career professionals, within emerging sectors like digital payment solutions?
A: As I’ve mentioned earlier, one of the biggest challenges we face in retaining talent, especially mid-career professionals, is the increasing desire among employees to explore opportunities outside Nepal. This is particularly true for professionals with a tech background, who are often drawn to international markets where they can find more advanced career prospects, higher compensation and diverse experiences.
In emerging sectors like digital payment solutions, where technology is constantly evolving, it can be even more challenging to retain such talent. Mid-career professionals are often looking for roles that offer significant growth potential, learning opportunities, and the ability to take on more strategic responsibilities. They may feel that the opportunities in Nepal, especially in niche sectors like fintech, are limited compared to global options.
At the same time, we understand these desires and focus on creating a work environment where professionals can continue to grow, innovate and feel valued. While external opportunities may be enticing, we strive to offer meaningful career development, a supportive culture, and engaging projects that keep employees motivated to stay and thrive within the organisation.
Q: What talent retention strategies does your department employ?
A: In our department, we place a strong focus on skills development as one of the key strategies for retaining talent. We recognise that for employees to feel motivated and engaged, they need to continually grow and refine their abilities. This includes offering tailored learning and development opportunities, as well as creating an environment where employees can take on new challenges and expand their skill sets.
Additionally, we emphasise employee engagement by ensuring that our team members feel valued, supported and connected to the company’s mission. We actively work on fostering a positive work culture, where open communication, recognition and career progression are prioritised. By creating an atmosphere that promotes both personal and professional growth, we aim to keep our employees motivated and committed to the organisation.
These strategies, combined with continuous feedback and opportunities for career advancement, help us maintain a high level of talent retention despite the competitive nature of the market
Q: How does your company approach succession planning across its departments, particularly given the potential for high turnover among senior management?
A: We have a structured practice of identifying and nurturing future leaders within the company. The key to our approach is providing career growth opportunities to potential successors, allowing them to take on more responsibilities and leadership roles over time.
In addition to offering these opportunities, we focus heavily on skills development. Successors are given the tools and resources they need to grow, whether it’s through training programmes, mentoring, or hands-on experiences that prepare them for senior management positions.
Q: How are key results measured against key performance indicators at IME Pay?
A: We start by setting clear and measurable goals that directly reflect the company’s strategic priorities. These goals are broken down into specific KPIs for each department and team, ensuring that every individual’s performance is aligned with the broader organisational goals.
For example, in HR, KPIs could include employee retention rates, time-to-hire, and employee engagement scores, all of which contribute to the company’s overall success by ensuring we have the right talent and a positive work environment. Similarly, in other departments like sales and distribution, business development, finance and account, customer support, or tech, the KPIs are closely tied to business growth, customer satisfaction and operational efficiency.
To ensure alignment, we regularly track and review these KPIs, providing feedback to teams and individuals to help them stay on course. By consistently measuring progress and adjusting when needed, we are able to keep everyone aligned and focused on achieving key results, which drives the company forward.
Q: What key factors motivate HR professionals to develop user-friendly solutions that enhance end-user adoption of digital payment platforms?
A: Motivating our team to develop user-friendly solutions for enhancing the adaptability of our digital payment platforms requires a blend of purpose, recognition and continuous growth opportunities.
First, we focus on creating a sense of purpose by emphasising the impact our solutions can have on the daily lives of users. When our teams understand how their work contributes to improving financial accessibility and making life easier for end-users, it fuels a sense of pride and motivation.
Additionally, we encourage collaboration and innovation within the team. Digital payment solutions are constantly evolving, so it’s crucial to provide an environment that promotes creativity and new ideas.
Another key factor is recognition and rewards. Celebrating milestones, offering feedback, and acknowledging the efforts of our team members play an important role in keeping them motivated.
Finally, providing continuous learning and growth opportunities is essential. The tech landscape is fast-paced, and giving employees access to training, upskilling programmes, and exposure to new technologies ensures they are equipped to design solutions that meet user needs.
Q: How vital are team building, cross-functional communication, and brainstorming for generating new ideas within a team, and have you integrated these practices into your work culture?
A: Team building, horizontal and vertical discussions, and brainstorming sessions are extremely important for fostering collaboration, innovation and a positive work culture. At IME Pay, we understand that open communication and the exchange of ideas are essential for driving creativity and achieving our goals.
We regularly organise cross-departmental sessions that bring together team members from different areas of the business. These sessions help break down silos and encourage diverse perspectives, leading to more holistic solutions. We also hold regular meetings with teams and senior management, where we foster an environment of open dialogue. These discussions allow everyone to share their ideas, voice concerns and contribute to the decision-making process.
Q: Have you implemented any unique practices for managing people and driving results? Could you briefly describe them?
A: Yes, we’ve implemented several unique practices at IME Pay to manage people and ensure effective results delivery. One such practice is our Employee Guidance Programme for new hires. This programme is designed to support employees during their onboarding phase and help them transition smoothly into their roles. We’ve established a 30-60-90-day plan for new hires, which provides a clear roadmap of expectations, learning goals and key milestone
Another unique practice we’ve adopted is the Wall of Appreciation, which plays a central role in reinforcing our appreciation culture. This board is a visible and accessible platform where employees can publicly recognise and celebrate the achievements and efforts of their colleagues. Whether it’s for going above and beyond in a project or embodying company values, this board helps create a positive atmosphere of recognition.
Additionally, we focus heavily on open communication, particularly in relation to performance. Regular feedback sessions, including quarterly appraisals and 360-degree feedback, ensure that every team member knows how they’re progressing and what they can improve. This transparency helps keep everyone on track toward the same organisational goals.
These practices have helped us create a work environment where both individuals and teams are motivated, aligned and capable of delivering strong results.
