Pooja Sondhi: People First, Always
Building workplaces where talent grows, ideas thrive, and purpose finds meaning!
Every thriving company begins with people who feel seen, valued, and understood. When employees feel this way, they give their best, and everything else falls into place. This simple truth has guided Pooja Sondhi through nearly two decades in human resources, forming how she views success, leadership, and growth.
Her career began with a deep curiosity about what inspires people at work. After earning a B.Tech and an MBA in HR and Marketing from SriSIM, Delhi, Pooja stepped into the corporate world determined to understand what makes organisations truly human. From her early days at Dainik Jagran to her current role at Adomantra Digital India Pvt. Ltd. and Adotrip.com Pvt. Ltd. Group company, she has carried one belief through every challenge and milestone: people are the foundation of every achievement.
At Adomantra Digital India Pvt. Ltd., Pooja leads with empathy and purpose. She focuses on creating spaces where employees feel encouraged to share ideas, take ownership, and grow into their fullest potential. Her leadership blends strategy with care, ensuring that performance and people go hand in hand. Over the years, her vision for people-centric growth has earned her national recognition, including being listed among the ‘50 HR Innovators’ by the World HRD Congress in 2023, receiving the ‘HR Professional of the Year’ award at the HR+L&D Innovation Summit & Awards 2024, and being named among the ‘Top 10 Women Leaders in HR – 2024.’
For Pooja, HR goes beyond management; it is about transformation. It is about aligning people with purpose and helping them see how their contribution shapes the bigger picture. She believes that when organizations invest in people, success follows naturally. Her journey reflects the power of compassion in leadership and teaches us that progress begins where people feel empowered to grow together.
Forming a People-First Philosophy Through Experience
A pivotal moment in Pooja’s career came early on when she realised that human resources extend far beyond policies and processes. Through her journey, she discovered that it is about understanding people deeply and recognising their potential before they even see it themselves. Her experiences in leading teams through transitions, mentoring emerging leaders, and managing high-pressure challenges helped her understand the true value of empathy, agility, and strategic thinking.
Another defining phase arrived when she began implementing initiatives that promoted diversity, inclusion, and employee well-being. Witnessing tangible positive changes within the organisation strengthened her belief that people-first strategies are both ethical and vital for sustainable growth. These milestones shaped her philosophy as a CHRO, leading with empathy, acting with foresight, and creating workplaces where individuals feel valued and inspired to give their best.
Balancing Business Priorities with the Human Element
Balancing business priorities with the human element is always a delicate act. Pooja begins by understanding the broader organizational goals while also engaging with employees to learn their perspectives. This approach, rooted in transparency, communication, and fairness, guides her decision-making.
When faced with challenging situations such as restructuring, realignment, or resource optimisation, she ensures that individuals feel heard, supported, and provided with clarity about the way forward. Her leadership reflects a commitment to aligning business imperatives with empathy and understanding, creating a sense of balance between organizational success and human well-being.
Transforming Workplace Culture Through Inclusive Leadership
At Adomantra Digital India Pvt. Ltd., a defining moment in Pooja’s leadership journey was guiding the organization towards a more inclusive and collaborative environment. The company faced challenges with employee engagement and communication across teams, especially while leading a diverse group of millennials and Gen Z professionals.
Pooja led initiatives that encouraged cross-functional collaboration, transparent communication, and recognition of efforts at every level. Gradually, these actions cultivated a strong sense of ownership, accountability, and belongingness amongst employees. Witnessing the new-age workforce embrace these changes, participate actively in decision-making, and show renewed enthusiasm for their roles brought immense fulfilment to her.
This experience reinforced her belief that cultural transformation begins with listening, empowering, and inspiring people to grow together.
Qualities That Define a Global HR Leader
A truly global HR leader is one who carries vision, empathy, and adaptability at their core. Such a leader blends strategic foresight with cultural intelligence, ensuring a deep understanding of diverse workforce dynamics and local nuances.
According to Pooja, qualities like curiosity and openness to innovation remain essential in an ever-evolving environment. Equally important is the ability to embrace technology while preserving the human connection that forms the heart of leadership.
Building Cohesive Global Teams Through Cultural Understanding
Pooja believes that managing cross-cultural dynamics begins with curiosity, respect, and attentive listening. She focuses on understanding regional workstyles, motivations, and communication preferences while upholding shared organizational values.
Through platforms that encourage open dialogue and collaborative problem-solving, she nurtures trust and mutual understanding among diverse teams. By celebrating diversity, recognizing cultural nuances, and promoting knowledge-sharing, she strengthens unity and builds cohesion across global teams.
Harmonizing Present Demands with Future Readiness
The most significant challenge she has faced lies in anticipating the future skills required to remain competitive while ensuring that current operational needs are met. As businesses evolve rapidly, aligning talent strategy with the organization’s long-term vision calls for constant foresight and adaptability.
Pooja approaches this by using analytics and data from credible sources to identify potential gaps and areas of improvement. She believes in investing continuously in upskilling and reskilling programs that prepare employees for what lies ahead. For her, it is an ongoing effort to maintain equilibrium between addressing immediate demands and fostering future readiness. She considers it her responsibility to ensure that people grow together with the organization, creating a shared path of progress.
Advocating Employee Well-being Amid Corporate Demands
At Adomantra Digital India Pvt. Ltd., the environment often involves tight deadlines and a constant demand for creativity. There was a period when multiple campaign launches took place simultaneously. Extended work hours, overlapping briefs, and continuous client requirements had become a regular part of the workflow. While the output remained remarkable, there was a noticeable decline in enthusiasm among the teams.
As the CHRO, Pooja felt the need to pause and realign priorities. She initiated a discussion with the leadership team, stressing that in a digital-first organization, burnout affects more than just individuals; it impacts creativity and, over time, business outcomes. Her conviction led to the introduction of several meaningful measures aimed at restoring balance and inspiration.
The first step was the creation of “creative reset hours,” a period during which no calls or meetings were allowed. This time was dedicated to recharging; employees could read, brainstorm, take a walk, or simply unwind. The second initiative involved flexible log-ins during periods of intense campaign activity, allowing employees to manage their schedules better. The third was the introduction of short “Adobreak” sessions focused on mindfulness. These sessions encouraged small moments of relaxation through interactive games and team engagement to uplift energy levels and strengthen connections.
The outcome of these efforts was remarkable. The campaign not only surpassed client expectations but also became one of the company’s most celebrated works that year. The experience reinforced Adomantra Digital India Pvt. Ltd.’s core belief that exceptional campaigns emerge from inspired individuals rather than weary ones. For Pooja and her team, employee well-being remains a strategic pillar that nurtures creativity and ensures sustainable success.
Measuring Leadership Through People and Culture
Pooja believes that the true impact of leadership is reflected through people and culture rather than numbers. She focuses on how engaged and motivated the teams feel. When employees take ownership, adapt to change, and bring new ideas, she sees it as a sign of progress.
She also pays attention to the effectiveness of mentorship initiatives and how deeply the organisational culture aligns with its values. For her, genuine success lies in creating an environment where individuals feel heard, grow in their roles, and experience a sense of purpose while contributing to the organization’s collective growth.
Role of Empathy in Human Capital Leadership
Empathy stands at the heart of Pooja’s leadership philosophy. During times of crisis, whether operational disruptions, economic challenges, or personal hardships faced by employees, she believes that understanding individual experiences, listening attentively, and offering genuine support are essential.
Through her experience, she has observed that empathy cultivates trust, strengthens resilience, and encourages collective problem-solving. By connecting with employees on a human level, Pooja guides her teams through uncertainty while preserving morale, unity, and performance.
Evolving Role of the CHRO in the Age of Technology
Emerging technologies, from AI-driven talent analytics to automated HR platforms, have transformed the CHRO role into one that is both strategic and data-informed. With the rise of digital tools, the focus has shifted toward high-value initiatives such as culture building, leadership development, and enhancing employee experience.
Pooja has embraced these advancements to strengthen decision-making, improve operational efficiency, and anticipate workforce trends with greater precision. Her approach reflects a deep belief that technology, when used thoughtfully, can empower leaders to create workplaces that are both agile and human-centered.
Ensuring Every Voice is Heard in HR Transformations
During major HR transformations, Pooja ensures that every individual’s voice is heard through open and inclusive communication. She establishes feedback channels, conducts regular town halls and surveys, and encourages honest conversations across all levels.
By recognising ideas and acting on feedback, she fosters trust and a sense of ownership among employees. Pooja believes that meaningful change happens when people feel seen, heard, and valued, regardless of the scale of transformation.
The True Definition of Legacy
Before addressing the essence of her legacy, Pooja shared a belief that has guided her journey: humans are far more than a company’s resource. To her, they are the soul and driving force behind every organisation’s success. Each individual carries a unique blend of energy, ideas, and purpose that fuels innovation and growth.
She envisions her legacy as one defined by transformative leadership, where business excellence and human potential move together in complete harmony. As a CHRO, her purpose has always been to create ecosystems where people grow, lead, and find meaning in their work.
Pooja aspires to be remembered as a leader who reshaped the role of HR from a support function into a strategic force that drives innovation, inclusion, and organisational strength. For her, recognition and awards hold value, but the true measure of her work lies in the leaders she has nurtured, the transformations she has enabled, and the cultures she has built, workplaces where individuals feel seen, valued, and inspired to bring their best selves forward.
Her vision extends to leaving behind not only stronger organisations but also a future-ready workforce and a leadership philosophy where empathy, purpose, and performance coexist in balance.
In her words, the thought shared by Adam Grant deeply resonates with her: “Good leaders build products. Great leaders build cultures. Good leaders deliver results. Great leaders develop people.”
For Pooja, that sentiment captures the essence of a lasting legacy.