If there’s one thing that sets Tomy Thomas apart, it’s his unwavering commitment to people. With over 30 years of experience in leadership and people practices, he’s built a reputation for creating cultures where employees thrive and organisations succeed.
Currently, he is the Senior Vice President – Human Resources at Krisumi Corporation—a unique joint venture between Japan’s Sumitomo Corporation (boasting a 400-year legacy) and India’s Krishna Group, renowned in the automotive industry. This collaboration blends Japanese craftsmanship with Indian hospitality, offering world-class residential and commercial spaces that set new benchmarks in urban living.
Under his leadership, the organisation has repeatedly earned the prestigious ‘Great Place to Work’ certification—considered the gold standard in workplace assessment and recognition worldwide. The company has also been certified as one of the ‘Dream Companies to Work For’, reflecting its deep commitment to the well-being, growth, and success of its team members while fostering an exceptional workplace culture.
Thomas’ dedication to leadership excellence also hasn’t gone unnoticed — he’s been honoured as one of the ‘10 Most Admirable HR Leaders in India 2024’ and ‘HR Champion of the Year 2024’, to name a few.
The sport enthusiast is also deeply invested in community upliftment, sustainable farming, and educational initiatives and embodies a well-rounded approach to life. In a conversation with Business Frontier, Thomas talks about his leadership philosophy, the motto of Krisumi Corporation, and how he envisions the future of urban living.
Q. Given your experience across diverse industries like real estate, hospitality, and manufacturing, how do you adapt HR practices to meet the unique needs of each sector?
My strategic HR experience across diverse industries like real estate, hospitality, and manufacturing has taught me that while the core principles of HR – employee engagement, performance excellence, and leadership development – remain universal, the way these principles are applied must be tailored to the specific needs of each sector.
In my 20-year-long journey in real estate sector, I’ve had the privilege of shaping various organisations’ cultures, people practices and HR strategies from the ground-up, guiding companies through significant growth and transformation. Two prominent multi-national real estate companies that I have worked for – Emaar MGF and Krisumi Corporation – are known for high-performance working culture, people development, employee engagements, and having a happy, healthy and positive work environment.
In the real estate sector, where sales, project timelines and site-specific work are crucial, HR practices need to be adaptable to fast-paced environments. I’ve developed world-class HR system; best people practices and policies that ensure flexibility while maintaining a strong organisational culture. For example, the ‘Homecoming Experience’, our innovative onboarding programme, helps new employees quickly integrate into the company culture, an approach particularly valuable in real estate, where team cohesion is essential.
For the hospitality sector, where employee satisfaction and service excellence are paramount, I’ve focused on creating an environment where employees feel valued and motivated to deliver exceptional customer experiences. Establishing sports infrastructure, innovative employee engagement programmes, effective career development programmes, multi-skilling, training and promoting wellness have been a part of fostering a work environment that enhances physical and mental well-being – something critical in a high-pressure, customer-facing industry like hospitality.
In the manufacturing sector, operational efficiency and safety are the primary focus. HR practices in this industry must emphasise continuous skill development, adherence to safety protocols, and creating a culture of innovation. By aligning leadership development and safety programmes with the operational needs of the business, I have helped foster a culture of accountability and growth, ensuring that employees remain engaged and empowered even in a more structured, process-driven environment.
Q. Employee engagement is crucial for business success. What strategies have you found to be most effective in maintaining employee morale and driving productivity?
Employee engagement is the backbone of a thriving organisation, and I have introduced several people-centric initiatives that foster a positive work culture and high-performance environment.
A hallmark initiative is the ‘Homecoming Experience’, designed to make employees feel valued, welcomed, and connected from day one. This immersive onboarding programme ensures seamless integration, reinforcing our core values and people-first culture.
Understanding the role of sports in workplace engagement, I spearheaded the development of sports facilities, including a cricket ground, volleyball court, badminton court, and mini-golf course. The introduction of corporate cricket matches and Krisumi Sports Day, featuring track and field events, football, and team-based competitions, has significantly enhanced teamwork and motivation.
‘Women Day’ and ‘Father’s Day’ are other impactful initiatives aimed at promoting gender diversity, leadership development, and mentorship. Through networking events like monthly birthday celebrations, new joiners’ introductions, appreciation day, environment day, festival celebrations like Lohri, Holi, Independence Day and empowerment programmes, this initiative has created a more inclusive and supportive environment for all.
A deeply personal initiative, the ‘Newborn Baby Programme’, involves visiting the homes of employees to welcome a baby, offering personalised gifts and celebrating their milestone. Another programme, the ‘Meritorious Student Award’, recognises children of employees for academic excellence, instilling a culture of aspiration, pride and family.
Q. How do you approach performance management to ensure employees stay aligned with the company’s goals and objectives?
The Performance Management System (PMS) in our company is a programme developed to enable all employees to deliver their best – for themselves and for the organisation. The idea is to ensure that each employee is connected directly to the objectives of the organisation and has an opportunity to contribute directly to its welfare and the growth.
It is also about enabling each one to create a unique space for themselves so that their contribution could clearly be noticed, commended and rewarded. Because at the core of our business philosophy lies a deep desire to see our people reach the peak of success, which is not just professionally rewarding but also personally enriching. We manage performance through well-defined SMART KRAs, well-described competencies, performance counselling and awesome recognition of their performances.
We also truly believe that each one of our employees has a tremendous innate capability to think extraordinarily and deliver superlative performance each and every time.
Q. With the growing reliance on technology in HR, how do you strike a balance between leveraging HR tech tools and ensuring that HR remains a human-centered function?
As HR technology continues to evolve, I believe in striking the right balance. While HR tech tools streamline processes such as recruitment, performance management, and employee engagement, they should complement, not replace, the human touch that is essential to building meaningful relationships and understanding individual needs.
We use HR tech to enhance efficiency, such as automating tasks and using data analytics to drive decision-making. However, the true strength of HR lies in its ability to connect with employees on a personal level, nurture their development, and provide support during both professional and personal challenges.
By combining data-driven insights with empathy and personalised communication, I ensure that technology serves as an enabler rather than a substitute for human interaction. Technology frees up time for HR professionals to focus on strategic, people-oriented initiatives, creating an environment where employees feel valued, supported, and engaged. This balance allows HR to remain a trusted partner in driving both organisational success and employee well-being.
Q. As a senior HR leader, how do you inspire and lead your team to create a collaborative and high-performance environment within the organisation?
My approach to fostering a collaborative and high-performance environment revolves around trust, clear communication, and empowerment. I believe in leading by example, demonstrating the values of transparency, integrity, and accountability in every action. I encourage my team to embrace these values and lead with empathy, creating an atmosphere where collaboration thrives.
The company focusses on developing a culture of open communication where feedback is constructive and welcomed. Regular one-on-one meetings, and feedback loops ensure that every team member feels heard, valued, and aligned with organisational goals. We prioritise on clear targets, regular performance counselling, leadership development, offering training and opportunities for growth to inspire functional teams to excel and innovate.
Additionally, we emphasise the importance of recognizing and celebrating achievements, both individual and collective. By creating a supportive environment, we empower teams to take initiative, share ideas, and work together towards common goals.
Q. What are some of the key HR trends you see shaping the future of the industry, and how is your organisation adapting to these changes?
Several key HR trends shaping the future of the industry include the rise of AI and data analytics, a focus on employee well-being, and the shift towards remote and hybrid work models. As companies increasingly rely on technology for recruitment, performance management, and employee engagement, HR is becoming more data-driven. This allows for better decision-making, personalised development plans, and improved talent management.
We are embracing these trends by integrating advanced HR technologies that streamline processes and enhance employee experience. We are leveraging data analytics to gain deeper insights into employee performance, engagement, and retention, allowing us to proactively address any concerns and optimise talent strategies.
Additionally, we recognise the growing importance of employee well-being, so we’ve introduced wellness programmes and initiatives like our sports infrastructure, promoting physical and mental health. We’re also adapting to the evolving work landscape by supporting flexible work arrangements, ensuring that our employees can thrive in both remote and on-site environments. These efforts help us maintain a high-performance culture while prioritizing employee satisfaction.
