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One department that can make or break an organisation is Human Resources. Procuring talent based on the requirement of an organisation is as challenging as it is critical to ensuring long-term success. Sitting on the top of the HR mantle at IPC-Tennant India is Charu Gupta, who has been entrusted with the task of giving the best to this company. Keerthana Sundar, Special Correspondent, brings you excerpts of a chat with her.
How do you view the current state of the cleaning sector from an HR perspective?
A. This is an interesting industry and I am trying to gather insights on the organisation and the cleaning industry at large which is one of its kind. While it has existed for many years, the evolution in the last couple of years is remarkable. There is a rising need for automation and a growing acceptance of machines at both household and corporate levels. With robotics entering the frame, the next five years will be a completely different ball game.
What are the primary manpower challenges you face as a vendor?
A. It is a niche market, with a limited talent pool and hence finding the right fit is a challenge. We often experiment by looking outside the cleaning industry. The industry we belong to is in a growth phase and people do not see a fast paced dynamic potential growth instantly. They compare it to other sectors and feel the pace is slow. However, since the pandemic, the philosophy of cleaning and maintaining standards has changed and hence the gravity of the industry is finally being understood.
When you look for talent outside the industry, what are your main criteria?
A. For IPC-Tennant India, especially in sales, I look for people with a strong orientation toward numbers and a genuine zeal to be in constant learning habit with new machines, new technologies. We expect our employees to have in depth understanding and provide in-depth solutions to our clients. I look for people from industries like high-pressure machinery or generator manufacturing where the technical philosophy is similar. Even if someone has 10 or 15 years of experience, they must be open to learning about new things, like AI or advanced battery technology for robotics.
“We need to start implementing best practices that have matured in the service industry — be it in benefits, recognition or growth paths. Our people should see this industry as a career; they should feel a sense of belonging that makes them want to build a lifelong career here.” — Charu Gupta
How do you convince professionals from established industries to join this space?
A. It is easier said than done. People are often hesitant to experiment. The key is to show them the exposure they will get. We tell them they will be dealing with prestigious clients—major airports, large IT campuses, and global Business Process Centres. They become the custodians of unique, high-end equipment. We pitch it as an industry that is growing and not yet stagnant. That excitement of being part of something that is still booming up is a big draw.
Once they are on board, what kind of training do you provide?
A. The spectrum of products at IPC-Tennant India is huge—from basic cleaners to extreme robotics. Product training is the first and most vital step. We provide classroom training, manuals and real-time updates. A major differentiator for our induction program is our product training, where all employees are given hand-on experience of machine at our main “experience centre” in Pune. This one of its kind training is given to all employees across Sales and Service teams.
There is often a dearth of workforce in cleaning product sales. How can the industry overcome this?
A. We need a two-pronged approach. First, we must make people aware of the future growth of this sector. Second, we must implement best practices for employees, regardless of the industry. This includes better benefits, recognition and clear growth paths. We need to make people feel proud to be here, so they see a career, not just a stopgap for two to three years.
Does IPC Tennant have specific initiatives to build this sense of belonging?
A. Yes, we offer global exposure. Our staff can visit our factories in the US or China. We also focus on high-level technology training, such as AI, Power BI, and SAP, using external vendors. Beyond work, we involve families -we hold events where children participate and we reward their academic achievements. It is about creating a connection that makes them look forward to coming to work.
What is the biggest challenge you see regarding the current talent pool?
A. Something I want to talk about is work ethics. Because the talent pool is small, some newer or smaller players poach staff with unsustainable offers. Offering a 40% or 50% hike might seem good in the short term, but it is not sustainable. It eventually leads to stagnation and disappoints the employee. We need to work as a fraternity. We should be fair, transparent and give candidates a real picture of the goals rather than dreams that are tough to achieve.
What is your focus for the near future?
A. For 2026, we are going to have a structured focus on our people. The industry is changing from human-power to machine-led service. To have successful conversations with clients, our employees must be happy and satisfied. We want people to come and explore what is in store for IPC Tennant in 2026 and the years to come.
