Interview: Mrs. Sanjeeta Mohta, Talent and Finance Manager at Learning Spiral

An interview with Mrs. Sanjeeta Mohta, Talent and Finance Manager at Learning Spiral

Today, we’re excited to welcome Mrs. Sanjeeta Mohta, the Talent and Finance Manager at Learning Spiral. With her extensive expertise in talent management and financial strategy, Mrs. Mohta plays a crucial role in shaping the company’s culture and ensuring sustainable growth.

Her insights into the importance of aligning talent development with financial goals are essential as we explore the dynamic landscape of the education sector.

Can you share a bit about your career journey and what led you to your current role as General Manager at Learning Spiral?

Sanjeeta Mohta: My career journey began in 2003 when I completed my MBA in Human Resources and Finance from the Symbiosis Centre for Management and Human Resource Development.

I launched my professional path at HDFC Bank, focusing on portfolio management, where I gained invaluable insights into financial strategies and client relationships.

After HDFC Bank, I relocated to Mumbai to join the UK consultancy Mott MacDonald. In this role, I deepened my expertise in technical financial analysis, conducting comprehensive evaluations of major corporations.

This experience sharpened my analytical skills and broadened my understanding of complex financial frameworks.

Next, I transitioned to Raipur to work with UNICEF, a pivotal move that enriched my experience in the nonprofit sector.

There, I learned vital techniques in budgeting and funding for nonprofit organizations, while also managing relationships with various NGOs.

Although challenging, this role allowed me to apply my corporate experience to the unique dynamics of the nonprofit world, providing me with invaluable insights.

After UNICEF, I took on the role of State Finance Officer for PACS, a UK DFID project. In this position, I was responsible for overseeing budgeting and finance for NGOs in Chhattisgarh, further deepening my expertise in financial management within the nonprofit sector.

In 2017, I joined Learning Spiral as an HR professional at a time when the HR department was just beginning to take shape.

I embraced this opportunity to leverage my finance background to enhance HR processes. Learning Spiral has been a remarkable platform for growth, allowing me to foster a culture of development within the team.

Since my arrival, we have expanded from a team of just 10 to nearly 170+  employees, continually adapting and learning together.

This journey has been incredibly fulfilling, and I am excited to see what the future holds as we continue to evolve and make an impact.

What strategies do you employ to attract and retain top talent within the Learning Spiral?

Sanjeeta Mohta: We prioritize empathy and support for our employees, understanding that a nurturing environment is essential for engagement and productivity.

By addressing the unique challenges each individual faces, we ensure that even the smallest concerns are heard and valued.

Regularly recognizing and celebrating our top talent fosters a culture of appreciation that inspires everyone to strive for excellence.

We empower our employees by entrusting them with greater responsibilities, allowing them to tackle larger projects and make meaningful decisions.

This not only accelerates their professional growth but also instills a deep sense of ownership and belonging within our organization.

Additionally, we promote mentorship, pairing experienced team members with juniors to facilitate collaboration and knowledge sharing.

By actively involving employees in decision-making processes, we cultivate an inclusive workplace where everyone feels valued and integral to our collective success.

Through these initiatives, we aim to create a dynamic culture that not only supports individual growth but also drives our organization forward.

How do you approach financial planning and budgeting in a way that supports the company’s growth and strategic objectives?

Sanjeeta Mohta: Engaging in both talent acquisition and strategic planning creates a dynamic interplay that can seem conflicting at times.

On one hand, our focus is on attracting exceptional talent; on the other, we must recognize the vital need for substantial investment to retain and develop that talent. This investment transcends mere expense; it stands as a strategic imperative.

For instance, if our primary objective is financial growth, we must understand that sustained success relies on nurturing our workforce.

By committing to employee development, offering competitive compensation, and fostering a positive workplace culture, we create an environment where talent feels valued and motivated to remain.

Achieving harmony between hiring and retention is essential. A comprehensive strategy that emphasizes both aspects ensures we cultivate a dedicated and skilled workforce capable of propelling the organization toward long-term success.

Ultimately, investing in our people is synonymous with investing in the company’s future, seamlessly aligning our talent strategy with our financial objectives.

This alignment not only drives performance but also reinforces a culture of engagement and loyalty, paving the way for a prosperous and sustainable future.

How do you align financial strategies with talent management to drive organizational success?

Sanjeeta Mohta: Balancing strong financial performance with effective talent management is indeed a complex yet essential challenge. We must ensure our finances are robust while also cultivating an environment that attracts and retains top talent.

To achieve this, it’s crucial to refine our compensation strategies. Competitive and thoughtfully structured compensation packages are vital for retaining key employees and minimizing turnover.

By tying compensation to performance, we not only incentivize our workforce but also ensure that our investment in talent generates measurable returns.

Our performance monitoring system is equally important. By assessing employee performance on a weekly basis, we provide timely feedback and the opportunity for continuous improvement.

This proactive approach helps us optimize productivity while minimizing costs, ensuring our financial strategies align seamlessly with our talent management goals.

Ultimately, maximizing the potential of every employee fosters a culture of growth and engagement.

By maintaining this balance between financial objectives and talent management, we create a sustainable environment where both the organization and its people can thrive, driving long-term success for all.

What are some of the biggest challenges you’ve faced in your dual role, and how have you addressed them?

Sanjeeta Mohta: Attracting new talent is a continual challenge for us.  It’s an intricate process that we are actively working to enhance.

A key priority is ensuring that new hires can clearly convey our organization’s vision and purpose to their teams. It’s essential for employees to understand their roles within the broader mission of the company.

To foster fairness and transparency, we also implement a monitoring mechanism. Balancing the recruitment of top talent with the need to cultivate a strong organizational culture can be demanding.

However, we’ve made significant strides and are committed to continuous improvement. While securing the best talent from the industry remains a challenge, We are confident that we’re heading in the right direction to address these issues effectively.

In conclusion, Mrs. Sanjeeta Mohta’s dedication to fostering talent and financial stability at Learning Spiral is truly commendable.

Her insights not only highlight the critical role of effective management in education but also inspire us to think about the future of learning.

We thank her for sharing her valuable perspective and look forward to seeing how Learning Spiral continues to thrive under her guidance.

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