In the high-stakes, highly regulated world of Indian banking, the “human” in Human Resources has never been more critical. This week, our Quick 5 Interview Series features Sneha Marodia, Assistant Vice President of HR at Axis Bank, one of India’s premier private sector financial institutions.
With a deep focus on talent management and strategic operations for a geographically diverse workforce, Sneha is a proponent of data-backed HR initiatives that prioritize the Employee Value Proposition (EVP). In this conversation, she discusses why emotional intelligence is the ultimate differentiator in the age of AI and why engagement is a daily culture rather than a one-time event.
Sneha has also been named as a winner of Most Admired Women (MAW) Award 2026 by AdvantageClub.ai, under the ‘Pioneer’ Category.
Q1. What role does emotional intelligence play in your leadership? Can you share an example of how this has impacted a decision around employee engagement or wellness?
A1. Emotional intelligence plays a central role in my leadership, especially in an age where AI can outperform humans on logic and speed. What continues to differentiate us is our ability to build relationships, show empathy, and understand emotions- both our own and those of others. I consciously use emotional intelligence to create a sense of trust, joy, and oneness at the workplace, ensuring people feel heard, valued, and supported.
During a phase of intense deliverables, I noticed early signs of fatigue and disengagement within the team, even though productivity metrics looked healthy. Instead of pushing harder, I paused timelines where possible, initiated open check-ins, and encouraged flexibility and candid conversations around workload and well-being. This helped the team feel psychologically safe, re-energized morale, and ultimately led to sustained engagement and stronger ownership rather than burnout.
Q2. What’s the one thing you do every morning to ensure you’re mentally prepared for the fast-paced world of HR leadership?
A2. Every morning, I consciously spend some quiet time with myself before the day begins. Instead of rushing into tasks, I pause to reflect, realign my thoughts, and practice self-care so I can start the day with positive energy and clarity. This helps me approach the fast-paced demands of HR leadership with a calm mind, handle situations peacefully, and respond thoughtfully rather than reactively.
Q3. What values guide you as both a leader and a person? How do these align with the company culture you strive to cultivate?
A3. Ownership, ethics, and perseverance guide me as a leader and as a person. These values help me create a safe, trusted environment where people feel empowered to take accountability and think entrepreneurially. When work is treated like one’s own venture, motivation stays high, even through challenges and that’s when exceptional outcomes truly emerge.
Q4. In your opinion, what’s the biggest misconception companies have about employee engagement, and how do you challenge that mindset?
A4. The biggest misconception about employee engagement is that it’s a one‑time activity- an event, a gift, or an outing rather than a culture. True engagement is built every day through how employees are treated, how promptly their concerns are addressed, how proactively issues are resolved, and how clearly their career paths are defined. When organizations focus on strengthening the Employee Value Proposition (EVP) over ROI, employees naturally become more engaged and in turn, create greater value for customers, higher ROI for the organization.
Q5. As you look forward, what new initiatives or projects in employee wellbeing are you most excited to explore? How do you envision making a lasting impact?
A5. I’m most excited about moving employee wellbeing from isolated initiatives to an integrated, everyday experience. This includes preventive mental‑wellbeing frameworks, manager enablement to spot early burnout signals, and using data and AI responsibly to personalize support rather than react to crises. My goal is to make wellbeing sustainable, embedded in ways of working, career conversations, and leadership behaviour- so the impact lasts beyond programs and truly reflects how people feel at work, every day.
