EP136: Riot Games - How to Keep Building a Diverse Pipeline

All-In Recruitment is a podcast by Manatal focusing on all things related to the recruitment industry’s missions and trends. Join us in our weekly conversations with leaders in the recruitment space and learn their best practices to transform the way you hire.

This transcript has been edited for clarity.

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Lydia: Welcome to the All In Recruitment podcast by Manatal, where we explore best practices, learnings, and trends with leaders in the recruitment space. If you like our content, please subscribe to our channels on YouTube and Spotify and look for previous episodes as well as stay tuned for weekly episodes. My name is Lydia, and joining us this week is Rajashree Chandramogan from Riot Games.

Welcome back, Shree. It's good to have you with us again.

Rajashree: Thanks for having me again. Happy to see you as well, Lydia.

Talent Wars Demand Global Thinking

Lydia: So, it's been a while since we last chatted, and the technology and the talent space is constantly evolving. So what are some areas that you're focusing on this year?

Rajashree: I think more and more about AI and its usage in the HR space, as well as in business generally. There are many questions about whether AI will put people out of jobs and how the ethical use of AI applies to various roles, including HR. AI continues to dominate many conversations we have. DEI also continues to occupy a significant amount of space. Change management and communication are also key. It feels like COVID-19 is a distant memory, but its effects linger, with businesses going through layoffs. Change communication and management remain a key focus, especially for HR business partners, which we continue to emphasize. As businesses compete not only for talent but also for sustainability and profitability in this environment, how does an HR business partner work together with the business to develop recruitment strategies with broader business objectives in mind?

I could start with a couple of examples. First and foremost, it’s no longer just about a growth mindset focused on expansion; now, it’s about sustainable growth, as you mentioned. As an HR business partner, if we are opening a new office in a market, we need to assess the talent available in that market. Does it make sense to open particular roles there, or should we consider an augmented resource model where some roles are based in that country because of abundant talent, while tech roles, for instance, might be sourced from another part of the world? These augmented support models come into play. We are also discussing hybrid working models—working from home versus working from the office. More companies are open to having resources based outside their primary location, which comes with pros and cons. The traditional mindset holds that being in the office every day makes you more productive and enables water cooler conversations, which is true. However, it doesn’t mean you’re ineffective or unproductive if you work from home.

As HR business partners, many of our conversations revolve around talent in different markets. We consider which roles make sense to open in a specific market versus adopting a more global footprint for hiring resources. There’s also a discussion about office spaces and how to structure policies around in-office versus remote work. These conversations continue to dominate the space in terms of cost-effectiveness.

Lydia: In terms of cost-effectiveness and giving the employee experience a more holistic feel, how often do these conversations arise?

Rajashree: They happen almost every week. Mental well-being wasn’t just a topic during COVID times; it still exists. We have conversations like, "Hey, my family in XYZ country is going through a crisis. I need to be there and work from there for perhaps a month." In many of these cases, we work with managers to determine what makes sense for their team. Is it feasible? If so, what guardrails do we establish? How do we continue to support the employee? It’s not just about what the company gains but also about supporting the employee. What other support do they need? In some cases, do we consider compressed working hours? That’s a real possibility because they may not be able to work a standard nine-to-five schedule while dealing with issues there. These policy-related and case-by-case employee-related conversations still come up weekly, if not daily.

Lydia: Going back to the point you made earlier about augmented work support, would you mind elaborating on that and providing a few examples of what it actually looks like?

Rajashree: I’m referring to two things here. Augmented support means moving away from having all your resources in the same location as your office. Many of us have progressed beyond that, but now that the COVID veil has lifted, there are conversations about returning to the office five days a week, nine to five. This may or may not work for people anymore because their personal lives and family situations have changed. So, how do we approach augmented resource modeling? For example, do certain roles need to be based in this location, or could they be in other locations? In some cases, do we need vendors to support a 24/7 model, with a few key people within the organization? That continues to be a thread of conversation. Then, of course, there’s the hybrid work model. Do you work from home? Is someone completely remote? Or do you have a hybrid arrangement where you come into the office two to three times a week and work from home two days a week?

Diverse Talent Pipeline Stays Strong

Lydia: Obviously, in many parts of the business, we use data to make informed decisions that impact every employee in an organization. As an HRBP operating within the APAC region, what are your thoughts on data usage, and what might be some areas for improvement in this aspect?

Rajashree: You’re right—data is often called the new oil. We need it at every step. The data typically available comes from engagement surveys. However, how often do we conduct those surveys, and what do they focus on? Often, we get data on net promoter scores, morale, and motivation, but qualitative information isn’t always captured through surveys. In the APAC region where I operate, some cultures hesitate to openly share their true feelings on surveys.

While data is crucial and we use it to gauge how most people feel, the HR business partner’s touch through qualitative conversations remains essential. Due to cultural aspects, some insights aren’t captured. So, we combine approaches. We use qualitative methods, like one-to-one discussions or monthly meetups, alongside engagement data.

Then, we focus on integrating them to present a case study to the business. Quantitative data highlights major themes, but qualitative data digs into the specifics of what people want. For example, an office might indicate on a scale of one to ten that they’re dissatisfied with benefits, rating it a five. Without an open-ended question about what exactly they’re seeking, you’re left with incomplete information.

Lydia: Sorry, just to clarify—are there structured ways to gather that qualitative data once the survey is distributed?

Rajashree: It should happen alongside the survey. There should be space, not necessarily an equal amount, but some opportunity for people in the organization to share their comments freely. Not everything should be a Likert scale of one to five or one to ten. Open-ended questions should allow people to express what they want. Of course, this means it takes more time to analyze the data, but there are platforms that pull out keywords and key themes for you. You can then use those to dive deeper into the comments.

Lydia: Diversity, equity, and inclusion have been a major talking point lately, with lots of discussions, policy changes, and shifts. What might be the impact, and what are your thoughts on what’s happening, especially in the US? How do you continue to view DE&I in terms of collaborating with recruiting teams to keep building a diverse talent pipeline?

Rajashree: Great question. What’s happening in the US does impact all of us, but the themes of diversity, equity, inclusion, and belonging (DEIB) differ from those in the US. In the US, certain key themes tend to persist over the years.

In APAC, the themes may overlap but can also be quite distinct. From that perspective, you can still maintain what I call “keep the lights on” activities. You don’t have to go silent or suddenly stop what you’re doing. As long as local legislation and support allow, you can continue what needs to be done and keep the conversations going.

For example, neurodivergence is a significant topic. While it falls under DEIB, nothing restricts us from coaching or working with managers on how to support neurodivergent employees. You don’t have to pause or take a backseat on coaching, as this happens daily with managers and peers. You might hire someone who is neurodivergent and works differently. How do you determine what working rhythm suits them? That doesn’t necessarily tie to a formal DE&I program, but it’s something we can collaborate with the manager on to handle those situations. Alternatively, you might have people dealing with mental health or family issues. In my capacity as an HR business partner, I continue to provide support from a policy and benefits perspective. Managers then work on creating an environment where employees can lean in, and we see how to support them. While major DEIB events and initiatives might take a backseat, it doesn’t stop people in the people space from continuing efforts to help employees navigate challenges or issues in their daily lives.

Skill Focus Trumps Past Salaries

Lydia: Moving on to hiring managers, what role does the HRBP play in hiring manager enablement? How do you help leaders develop an inclusive mindset or even interviewing capabilities when recruiting the right people?

Rajashree: I often describe the HR business partnering role as a facilitation role, like holding a mirror up to the hiring manager. When we get involved in a hiring discussion, we approach it with the lens of “What variety of candidates have we seen?” Some HRBPs participate in the interview process, while others don’t. For me, I focus on how we selected a candidate and on what merit. I push on people’s biases if I sense any, using open-ended questions. For instance, talent acquisition teams do an excellent job of improving the diverse slate of candidates they bring for interviews. However, the hiring manager ultimately decides whom to hire. That’s when asking questions helps them reconsider what they might not see themselves, such as biases that emerge during the final selection process. That’s where the HR business partner steps in from a neutral standpoint. We also address internal equity—how is the team composed currently? For example, if it’s an all-female team, we might say, “Is there a need to hire someone different?” Many think this question only applies to all-male teams, but it works both ways. It’s about asking the right questions and holding the mirror up to hiring managers to keep their biases in check.

Lydia: You addressed this earlier, looking at the different situations a company or team faces with work arrangements. But in terms of recruitment and ensuring a ready pipeline, what are some ways to think about future-proofing recruitment?

Rajashree: Great question. From a systems perspective, I attended an event earlier this week where someone asked, “You’re using AI and systems to filter CVs, right?” That’s true—keyword filtering happens—but that’s where talent acquisition professionals step in. They assess whether there’s something in a CV that the system missed. While an applicant tracking system does much of the pre-selection, the talent acquisition team applies an additional lens to ensure a more neutral tone in the selection process before the hiring manager gets involved. Future-proofing also ties back to maintaining a diverse slate of candidates. If you rely solely on a system, you can input parameters to get what you want, but certain nuances might be overlooked. For example, a mom who took a year or two off to care for a child and is returning to work might not be flagged due to gaps in her profile. That’s where we intervene and ask, “Is this person suitable for the role? What can we do to bring her back? What questions should we ask to see how she’s kept herself updated during her time away?” Another aspect of future-proofing, though debatable, is remuneration. In many parts of the world, we still ask about a candidate’s last salary. I think we need to move away from that and focus on the role at hand, the candidate’s skill proficiency, and whether the budget aligns to hire them. This approach brings the right talent into the organization, rather than basing it on past earnings, which can dictate salary ranges. In my opinion, this turns away candidates and sets an expectation of bargaining power—like aiming for a 5% increase to jump ship. Sometimes, companies lose out on the right candidates because of this.

Lydia: That’s a question of motivation. You may have two very similar profiles but with very different intent behind them, right?

Rajashree: Correct.

HRBP Role Blends Depth with Breadth

Lydia: Final question, Shree—why be an HRBP from your perspective, and why choose a career in HR for those listening?

Rajashree: I’ll start with myself and then broaden it out. I began my career in talent acquisition, handling regional roles across tech and corporate positions. When the HR business partner opportunity arose, I was drawn to it because talent acquisition reflects what I call a T-shaped competency. Talent acquisition is your depth, while the HR business partner role, also known as a generalist, provides breadth of experience. You engage with DEI, compensation and benefits, organizational development, and talent management. The great thing about being an HR business partner is that you see different facets of HR and work closely with the business. It’s not just about enforcing policies but understanding what the business needs and how to enable its growth while staying compliant with local legislation. I like that HR business partnering offers a business lens alongside the depth and breadth of the HR world.

Now, more generally, if you want a non-confrontational role or one where you won’t question whether you did the right thing, HR isn’t for you. HR often places you in situations that sharpen your soul. It’s a profession where you must continually upgrade yourself and bring fresh ideas because you’re dealing with people, and every situation varies. If you’re not just interested in people but also in making a difference and learning about business as you grow, HR is the field for you. You learn about business while handling people—the biggest asset any company has. From that perspective, HR is a way to understand people and how to work with them. That experience can lead your career anywhere because, ultimately, you’ll always be dealing with different types of individuals in any role.

Lydia: Thank you again, Shree. It’s great having you back, and you’ve shared incredible insights into the role of an HRBP and how it ties into the recruitment process. For those listening who want to connect, I know you’ve shared this before on the show—where can they find you?

Rajashree: I’m on LinkedIn. They can search for me there. I can share my LinkedIn link later if we’re able to include it, and that’s the easiest way to find me. From there, we can connect further if anyone has additional questions.

Lydia: Great. Thank you, Shree. We’ve been in conversation with Rajashree Chandramogan from Riot Games. Thank you for joining us, and stay tuned for more weekly episodes from All in Recruitment.