Aparna is an XLRI Alumnus, who has the drive to inspire people, to expand their capabilities which led her to conducting workshops, coaching and interacting with people. She has over 20 years of experience in Operations, Retail, HR, Coaching and Facilitating Workshops.
Aparna started her career as an HR heading the training function for the South Based Operations of Grindwell Norton – Saint Gobain. Post that she joined the Retail team of Titan Industries Limited where she headed the training and customer experience function for Watches- retail business.While in retail, she assessed various assignments in Mahindra Retail, Hamleys and many others. During her last employment with Reliance Retail, when the formats for Reliance Retail were still on the drawing boards, she worked on the launch of the first Reliance Jewels store and finally went on to lead marketing for Reliance TimeOut and led the function for 20 stores.
In 2010 she started her own consulting firm, REDD Network which provides consulting, training, design and workshops in the field of Leadership and Performance Management for corporate. The mission of REDD Network is to be the premier provider of sales and service-focused consulting & COMPETENCY BUILDING SERVICES. Commencing her work in conducting workshops in the January of 2011 she has touched over 1,00,000 participants through large and small interventions. Some of the Organizations that she has worked with (through REDD) are Novo Nordisk, IBM, Harman, Titan, Timex, Wildcraft, Vision Express, Reliance Jewels, and Khazana Jewellers, to name a few.
Aparna is also a Trustee with Diya Ghar that brings pre-primary education to the children of some of the poorest migrant families in Bangalore. She is proficient in the delivery of workshops on Leadership, Performance Management, Women Leadership, First-Time Manager Programs, Campus-to-Corporate, Selling & Influencing Skills, and Customer Service.
In this Interview, Aparna shares her views on the impact of feedback in an organization:
What is your view on documenting/recording the feedback process as a part of an organization?
Absolutely essential. Feedback is a core leadership process and leaders in organisations need to understand the process and use it on a regular basis. Leaders must be encouraged to document positive feedback as well as developmental feedback as then they can use feedback as a powerful tool to grow people’s potential and focus them on delivering greater results.
What are the key identification points for good or effective feedback and bad or ineffective feedback?
Structure and timing is everything.
a. Feedback needs to be used as much as a positive reinforcement as a redirective tool…and must clearly call out the what and how of actions and behaviours.
b. Feedback should be given as close to the incident of observed action… this being said – Positive feedback should be broadcast, publically shared and documented so it can inspire the individual and those around them, while corrective feedback must be given one-on-one and documented only if there is a pattern in the lack of correction in actions.