The Indian real estate sector in 2025 witnessed a decisive shift by way of accelerated tech adoption , with greater emphasis on tech-enabled and continuously evolving workforce , required to work with digital construction management tools, ERP systems, CRM platforms, data analytics and smart building technologies. In this elaborate and insightful interaction with Torbit Realty , Tomy Thomas,President - HR, Krisumi Corporation, speaks about reshaping HR strategies to meet the future needs of fast-evolving real estate sector, workforce transformation trends, increasing role of AI, integrating ESG into workforce culture and hiring, need to make real estate aspirational industry for top talent, emerging job roles and strategic roadmap for HR in 2026 towards operational excellence of real estate companies.
What have been the key lessons learnt in 2025 in terms of reshaping HR strategies to meet the future needs of the evolving real estate sector?
2025 has been a defining year for the sector and for us as well at Krisumi Corporation, reinforcing the belief that people strategy must evolve at the same pace as business strategy - if not faster. One of the most significant learnings has been the shift from transactional HR to strategic workforce stewardship, especially in a sector like real estate that is rapidly integrating technology, sustainability, and global best practices.
A key lesson has been the importance of building agility and capability depth within the organisation. The evolving real estate ecosystem now demands professionals who can operate across design thinking, digital tools, customer experience, compliance, and sustainability. In response, Krisumi has invested strongly in structured learning frameworks, cross-functional exposure, and leadership capability building, ensuring our talent remains future-ready rather than role-restricted.
Another critical insight has been that culture is the strongest differentiator. In an industry often driven by timelines and capital intensity, we realised that sustained performance comes from creating a culture anchored in ownership, accountability, and trust. We consciously strengthened transparent communication, leadership accessibility, and performance-linked recognition, making people feel aligned with the organisation’s long-term vision rather than short-term deliverables.
2025 also reinforced the necessity of employee wellbeing and engagement as business imperatives. High-performance environments require high-care ecosystems. Our focus expanded beyond traditional HR practices to include structured wellness initiatives like Sports Day, Cricket Tournaments, Blood Donation Camps, Yoga Classes, Zumba Dance, Health Check-up initiatives, Medical Camps; safety-first workplaces, proper safety compliances, trainings, and proactive engagement programmes like Happiness initiatives that support employees across life stages.
Finally, governance and compliance emerged as a strategic enabler rather than a constraint. With evolving regulatory frameworks, data protection norms, and ESG expectations, HR has taken a leadership role in embedding compliance consciousness, ethical practices, and responsible leadership across the organisation.
In essence, the biggest learning has been that future-ready real estate organisations will be those that treat HR not as a support function, but as a core driver of resilience, innovation, and sustainable growth. At Krisumi, our HR strategy continues to be shaped by this philosophy.
What have been the biggest workforce transformation trends shaping the Indian real estate sector in 2025, particularly in tech adoption and skill realignment?
The Indian real estate sector in 2025 has witnessed a decisive shift in how talent is structured, skilled, and enabled, driven largely by digital adoption, operational excellence, and global benchmarks. One of the most prominent workforce transformation trends has been the transition from experience-led roles to capability-led roles, where technology fluency and cross-functional competence are becoming as critical as domain expertise.
At Krisumi Corporation, this transformation has been strongly influenced by Japan-inspired people practices, particularly the philosophy of Kaizen (continuous improvement), precision planning, and long-term people development. We have consciously embedded these principles into our workforce design - encouraging employees to constantly upgrade skills, improve processes, and take ownership of quality and outcomes.
Technology adoption has accelerated across the sector, with real estate professionals increasingly required to work with digital construction management tools, ERP systems, CRM platforms, data analytics, and smart building technologies. This has necessitated a significant realignment of skills - from traditional site execution and sales capabilities to tech-enabled project monitoring, customer experience management, and data-driven decision-making. At Krisumi, we have responded by launching structured digital upskilling initiatives, role-based tech training, and on-the-job learning interventions that blend classroom learning with real-time application.
Another major trend has been the emergence of multi-skilled, agile teams. Inspired by Japanese work systems, we are moving away from rigid hierarchies towards collaborative team structures where individuals understand upstream and downstream processes. This has not only improved productivity and accountability but has also strengthened problem-solving capabilities at the ground level.Additionally, there is a strong focus on quality consciousness and safety-first culture, both hallmarks of Japanese organisational excellence. Skill realignment today includes training on compliance, safety protocols, sustainability practices, and ethical governance—areas that are now integral to real estate operations.
In summary, 2025 has marked a shift towards a more disciplined, tech-enabled, and continuously evolving workforce. Organisations that successfully integrate technology with people practices rooted in global excellence—such as the Japanese approach to quality, respect for people, and long-term capability building—are better positioned to build resilient teams and deliver sustainable growth in the Indian real estate sector.
Comment on the impact of AI on internal processes—hiring, performance evolution, learning and development—and how do you view its increasing role going forward?
AI has emerged as a powerful enabler in reshaping internal people processes, allowing HR to move from intuition-based decisions to insight-driven workforce management. In the real estate sector—where scale, timelines, and precision are critical—AI is helping organisations build speed, accuracy, and consistency without compromising the human element.
In talent acquisition, AI-driven screening and assessment tools have significantly improved hiring efficiency by enabling skill-based shortlisting, reducing bias, and improving quality-of-hire. At Krisumi, technology is being leveraged to identify candidates with not just technical capability but also cultural alignment—an approach influenced by Japanese principles of long-term fit and organisational harmony.
In performance evolution, AI-powered analytics are helping us shift from annual evaluations to continuous performance insights. Real-time dashboards, goal-tracking mechanisms, and data-led feedback loops allow managers to coach proactively, identify capability gaps early, and align individual contributions with business outcomes. This aligns well with the Japanese philosophy of continuous improvement (Kaizen)rather than episodic assessment.
Learning and development has seen one of the most meaningful transformations. AI-enabled learning platforms allow personalised learning journeys, role-based skill mapping, and predictive capability planning. Employees receive targeted interventions based on current performance and future role requirements, making learning more relevant, timely, and impactful.
Going forward, we view AI not as a replacement for human judgment but as a strategic partner in decision-making. Its role will expand in workforce planning, succession management, and capability forecasting, enabling HR leaders to anticipate future talent needs with greater accuracy. However, the core of people management will continue to remain deeply human—anchored in empathy, ethics, and trust.At Krisumi, our approach is to balance advanced technology with people-centric values, ensuring that AI enhances productivity and fairness while preserving the dignity, accountability, and long-term development of our workforce.
With ESG becoming central to real estate, how big is the challenge to integrate sustainability goals into workforce culture and hiring?
Integrating ESG principles into workforce culture and hiring is both a significant challenge and a powerful opportunity for the real estate sector. The real shift lies not in adopting sustainability as a compliance requirement, but in embedding it as a core organisational value that influences everyday decision-making, behaviour, and talent choices.
One of the primary challenges is translating ESG goals from policy documents into on-ground practices. This requires a conscious cultural shift where employees at all levels understand how sustainability impacts their roles—whether in design, construction, procurement, sales, or facilities management. At Krisumi Corporation, we view ESG as a people-driven agenda, where awareness, accountability, and ownership are critical to success.
Hiring has also evolved to reflect this change. Beyond technical competence, there is an increasing emphasis on candidates who demonstrate environmental sensitivity, ethical judgment, safety consciousness, and long-term thinking. Inspired by Japanese people practices, we prioritise discipline, respect for resources, and responsibility towards future generations, ensuring sustainability is seen as a shared duty rather than a specialised function.
From a cultural standpoint, integrating ESG requires consistent communication, leadership role-modelling, and continuous learning. We have focused on sensitisation programmes around safety, resource optimisation, compliance, and community responsibility—reinforcing that sustainable practices directly contribute to quality, efficiency, and reputation.
While the challenge is real—particularly in an industry driven by timelines and scale—the long-term payoff is substantial. Organisations that successfully embed ESG into their workforce culture build stronger trust with stakeholders, attract value-driven talent, and create resilient systems capable of sustainable growth.At Krisumi, we believe that sustainability is not just about building responsible projects, but about building responsible people who will shape the future of real estate with integrity and purpose.
With the growing pressure of regulatory compliance and customer transparency needs, what challenges does HR face today in building capabilities?
The increasing emphasis on regulatory compliance and customer transparency has significantly expanded HR’s role—from a people function to a governance and capability-building partner. One of the foremost challenges HR faces today is building organisational capability that balances speed, scale, and accountability in an industry that is becoming more closely scrutinised by regulators and customers alike.
A key challenge lies in developing compliance-conscious mindsets across diverse roles. Regulations related to data protection, labour laws, safety, ESG, and customer communication require employees not only to be aware of policies, but to consistently practice them in daily operations. At Krisumi Corporation, we have learnt that compliance cannot be driven through mandates alone; it must be enabled through structured learning, clarity of roles, and leadership accountability.
Another challenge is aligning capability building with transparency expectations. Customers today demand timely, accurate, and ethical communication. This calls for upskilling employees in areas such as documentation discipline, data accuracy, ethical decision-making, and customer-centric behaviour—skills that were earlier considered peripheral but are now core to business success.
From a people practices perspective, inspired by Japanese organisational philosophy, we emphasise process discipline, attention to detail, and ownership. Building such capabilities requires sustained investment in training, standard operating procedures, audits, and feedback loops, rather than one-time interventions.HR is also navigating the challenge of integrating technology into compliance frameworks—ensuring that digital tools are effectively adopted, data is protected, and employees are trained to use systems responsibly and securely.
While the landscape is demanding, it presents an opportunity for HR to strengthen organisational credibility. By building capabilities rooted in ethics, transparency, and disciplined execution, HR can help real estate organisations not only meet regulatory expectations but also earn long-term trust from customers and stakeholders.At Krisumi, we see this as a journey of continuous strengthening—where strong people practices become the foundation of sustainable governance and brand confidence.
What is your take on HR’s orientation towards the evolution of innovation-driven leadership and the need to make real estate a more aspirational industry for top talent?
HR today has a critical role in reshaping how the real estate industry is perceived—both as a business and as a career destination. The evolution towards innovation-driven leadership requires HR to move beyond traditional talent management and actively cultivate leaders who can think digitally, act sustainably, and lead with purpose.
One of the key priorities is redefining leadership capability. Innovation in real estate is no longer limited to construction methods or technology adoption; it encompasses customer experience, sustainability, governance, and people practices. At Krisumi Corporation, HR has focused on building leadership frameworks that encourage experimentation, cross-functional collaboration, and long-term thinking—principles strongly influenced by Japanese leadership philosophies that value precision, patience, and continuous improvement.
To make real estate more aspirational for top talent, the industry must tell a more compelling story—one that goes beyond bricks and mortar. HR plays a pivotal role in showcasing real estate as a platform for impact, where professionals can shape urban ecosystems, drive sustainability, and create enduring value for communities. This requires structured career paths, exposure to cutting-edge technology, global best practices, and a culture that rewards innovation and ethical leadership.
Another important dimension is creating environments where young talent feels empowered and heard. Innovation thrives when organisations foster psychological safety, mentorship, and openness to new ideas. HR must therefore design systems that encourage diverse thinking while maintaining execution discipline.
Ultimately, HR’s orientation must be towards building future-ready leaders who combine innovation with responsibility. By aligning purpose, capability, and culture, HR can help reposition real estate as an industry of choice—one that attracts ambitious, values-driven professionals seeking long-term growth and meaningful impact.At Krisumi, we firmly believe that when people see real estate as a sector of innovation, integrity, and opportunity, it naturally becomes aspirational for the best talent.
What new job roles are emerging in real estate in the age of proptech, digitisation, automation, and AI, and which roles are likely to be in high demand in 2026?
The convergence of proptech, digitisation, automation, and AI is fundamentally reshaping job architecture within the real estate sector. Traditional roles are rapidly evolving into technology-enabled, analytics-driven, and customer-centric functions, creating demand for entirely new skill sets.
Some of the most prominent emerging roles include PropTech Solution Managers, Digital Project Monitoring Specialists, BIM and Digital Twin Experts, Smart Building and IoT Managers, and Data Analytics Professionals who translate real-time project and customer data into actionable insights. AI is also giving rise to roles focused on customer journey analytics, predictive maintenance, and automation governance, ensuring technology is applied responsibly and effectively.In parallel, functions such as sales, CRM, and facilities management are being redefined, with increased demand for professionals skilled in digital customer experience, AI-enabled CRM platforms, and tech-led service delivery.
Looking ahead to 2026, the most in-demand roles will be those that combine domain expertise with digital fluency. Professionals who understand real estate fundamentals but can work confidently with AI tools, data dashboards, sustainability metrics, and automated workflows will be highly sought after. Leadership roles will also increasingly require innovation stewardship—the ability to guide teams through change while maintaining compliance, quality, and ethical standards.At Krisumi Corporation, our focus is on future-proofing talent by continuously reskilling our workforce and redefining roles in line with global best practices. We believe the real estate professional of the future will be a hybrid—technically sound, digitally empowered, and deeply customer-focused—driving the industry towards greater efficiency, transparency, and sustainability.
Going forward in 2026, what will be the strategic roadmap for HR in key areas of hiring, skill development, talent retention, and HR’s role in contributing to the operational excellence of real estate companies?
As we move into 2026, HR’s strategic roadmap in real estate will be defined by its ability to align people capabilities directly with business outcomes. Hiring will increasingly shift from volume-based recruitment to precision talent acquisition, focusing on professionals who combine domain expertise with digital fluency, sustainability awareness, and cultural alignment. At Krisumi Corporation, we see hiring as a long-term investment—guided by Japanese principles of organisational fit, discipline, and continuity rather than short-term staffing needs.
Skill development will remain a central pillar of HR strategy. The focus will be on continuous reskilling in areas such as AI-enabled decision-making, ESG compliance, customer experience, and project governance. Learning ecosystems will become more personalised, data-driven, and application-oriented, ensuring employees are equipped not just for current roles but for future leadership responsibilities.
Talent retention will be driven by purpose, growth, and trust. Employees today seek clarity of career paths, meaningful work, leadership accessibility, and a culture of recognition. HR will play a key role in creating stable, transparent, and high-engagement environments that encourage long-term association—an approach inspired by Japanese people practices that emphasise loyalty, capability building, and mutual respect.
Beyond traditional HR functions, HR’s contribution to operational excellence will become more pronounced. By embedding process discipline, performance analytics, compliance consciousness, and continuous improvement into everyday operations, HR will help real estate organisations deliver projects with greater efficiency, quality, and reliability.In essence, the HR roadmap for 2026 positions the function as a strategic enabler of excellence—ensuring that people, processes, and purpose move in harmony to support sustainable growth in the real estate sector.
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