‘This school laid the foundation of my discipline & grounded values’

Apeejay School, Panchsheel Park, laid the foundation for her discipline, curiosity and grounded values. The school’s emphasis on holistic development taught her resilience and encouraged her to step beyond her comfort zone. It instilled in her a deep sense of integrity, respect for diversity and a strong work ethic. These values have guided her while leading large, cross-functional teams with empathy and authenticity. Meet Ankita Bansal, an alumna of the school.

In a candid interview, she shares her experience at the school, among other things.

What inspired you to pursue a career in Human Resources?

Coming from an engineering background, I was always fascinated by how systems work. However, I soon realised that the most dynamic and critical system in any business is its people. My early career in global business research taught me that technology and strategy succeed only when people are empowered to execute them. I wanted to work at the intersection of business strategy and human potential, helping organisations build cultures where people do not merely work but genuinely grow and thrive.

How has your approach to people management evolved over 14 years?

Over the past 14 years, particularly after moving from structured multinational corporations to agile, high-growth start-ups, my approach has evolved from transactional management to strategic and empathetic partnership. I have learnt that rigid rules do not build great teams. Adaptability, active listening and continuous unlearning do. Today, my approach combines data-driven insights with personalised executive coaching and genuine empathy.

What does your current role involve?

I lead the Human Resources Business Partner function at HomeLane. My role involves aligning our people strategy directly with business growth. This includes overseeing strategic workforce planning, leadership calibration, talent management and organisational transformation. I work closely with business leaders to build future-ready capabilities, manage cross-brand integrations and ensure that our people practices foster an inclusive, high-performing culture.

How do you align people strategy with business growth?

It begins with understanding the business, its profit and loss framework, and its growth drivers as deeply as any other functional leader. Rather than viewing HR merely as a support function, I embed people solutions directly into the business strategy. I use workforce analytics, predictive attrition modelling and capacity planning to identify talent risks, build clear succession pipelines and ensure that the organisation has the right capabilities in place before the business needs them.

What have you learnt from managing teams across EMEA and APAC?

Managing cross-border teams across regions such as Southeast Asia, India and the wider Asia-Pacific region has taught me that leadership cannot follow a one-size-fits-all approach. Cultural intelligence, active listening and adaptability are crucial. While core business goals may remain universal, how leaders communicate, build trust and motivate teams vary considerably across cultures. Inclusion is not merely a policy. It involves creating psychological safety so that every voice, regardless of geography, feels heard and valued.

What is a fond memory from your school days?

I have so many incredible memories, from daily assemblies and overnight camps to school trips and inter-school competitions. However, my fondest memories are undoubtedly of the Annual Day celebrations. We were always excited to rehearse and perform on stage. The school had one of the finest auditoriums, and performing there was a tremendous source of pride for all of us.