When the office starts policing belief

It is said that human resources are unofficial psychologists, lawyers, event planners, teachers, peacemakers, detectives and now also religious preachers. The recent alleged scandal at TCS Pune cannot be seen as an exception or in isolation. It raises a fundamental policy question: Should corporate houses have the power to shape the ideological boundaries of their employees’ lives? Or is this an era of powerful corporations each with its own moral-ethical compass, like a Hollywood movie set in a post-dystopian world? We must find a reasonable solution.

In the corporate world, the human resources department has always been a powerful institution. As an administrative arm, traditionally they handle recruitment, payroll and compliance. They analyze the performance of employees and ensure the smooth functioning of the organization. But today their role is no longer confined to administrative functions only. A subtle shift is underway. And this is happening across the globe. From Shanghai to Silicon Valley and from Berlin to Bengaluru, the job of HR is under transformation. Apart from managing employees’ behavior in the workplace, they are trying to shape their thoughts, culture and even faith. This transformation is taking place under the names of two modern HR dogmas- Diversity, Equity and Inclusion (DEI) and Environmental, Social, and governance (ESG).

In the last ten to fifteen years corporations across the world have begun to standardize values through DEI and ESG. In theory nothing is wrong with this. In the deeply interconnected world economy, this can be seen as a natural evolution of HR jobs. Employees expect fairness, dignity, and inclusivity. Consumers demand ethical conduct. So, companies have sought to align their internal cultures with broader social values and HR, as the nerve centre of organizational life, has naturally taken the lead. The process is neither explicit nor coercive. It operates through general HR tools like hiring filters, training modules, and performance reviews. But realities are more complex than ideas.

In the United States in the early and mid-20th century, employees were often screened for their political beliefs. Suspected ideological non-conformity, particularly alleged links to communism, often led to job loss or blacklisting. Professional competence alone was not enough; ideological conformity was increasingly demanded. Similarly, in parts of Europe during the interwar period, corporate and institutional spaces were influenced by dominant political ideologies. In Nazi Germany businesses and professions were gradually aligned with state ideology, and dissenting individuals were excluded from economic life. While today’s corporate environment is vastly different in scale and intent, the historical lesson remains relevant.

Today the European Union’s strong emphasis on ESG compliance has pushed companies to integrate sustainability and social responsibility into their core operations. In countries like Germany and France, corporate governance structures increasingly incorporate stakeholder representation, and HR departments play a key role in embedding these priorities into everyday work life. Employees are encouraged and sometimes required to participate in sustainability programs, diversity initiatives, and social impact projects. IKEA in Sweden uses flexible hours and flat structures via HR strategies to spark creativity and satisfaction.

In China, companies’ HR practices are often aligned with broader national priorities. In the United States, following the racial justice protests of 2020, major companies like Google, Apple, and Walmart dramatically expanded their DEI initiatives. Patagonia recruits employees aligned with environmental activism. US firms excel in religious coexistence. Cigna offers prayer rooms. Cisco provides reflection rooms, halal food, and floating holidays via its Interfaith Network. 

Corporate India, especially multinational firms, is rapidly adopting global DEI frameworks because DEI performance has also become a criterion for international investment. A high ESG score can make it easier for companies to attract investment, while a low score may limit their access to capital. But the Indian workplace also reveals the limits of imported frameworks. What Indian companies overlook is that these ideas and norms are created for the Western world, which is dominated by their social values and beliefs. Cultural diversity, practices and social hierarchies often result in uneven implementation. So, we see a controversy at Lenskart. 

The goal of more inclusive, ethical workplaces is both necessary and desirable. But beneath this well-intentioned thought lies a more complex reality. A gradual shaping of employee identity around corporate-defined values. And these values are defined by Western ideas and norms. The implications are profound. Here the workplace becomes not just a site of economic activity, but a platform for social, moral and religious engagement. When corporate houses begin to define not just professional conduct but acceptable belief systems, they accumulate a form of soft power that extends beyond their traditional domain.  

Modern HR does not issue directives; it designs ecosystems. It creates an environment in which certain beliefs are normalized and others are quietly excluded. The individual is not coerced but conditioned. If HR begins to define not only what we do, but what we are allowed to think, then the implications extend far beyond office walls. The question is no longer whether HR is shaping workplace culture but whether it is quietly redrawing the boundaries of permissible thought. And whether we are prepared to confront that reality before it becomes the new normal. The answer cannot be left to corporate discretion alone. Here, safeguards are necessary. Just as labour laws protect employees from physical and economic exploitation, new frameworks may be needed to protect them from ideological overreach.

This does not mean abandoning DEI or ESG, but must redefine their limits. If organizations are embedding value systems into their operations, they must be explicit about it, allowing employees to make informed choices. Given the complexities of Indian contexts HR departments must balance global expectations with domestic sensitivities. Can we create unbiased HR models that accurately reflect humanity’s cultural and ideological diversity?

Humans are very complicated creatures. They have their own unique life experiences, responsibilities, anxiety and emotions. The workplace, for many, is not easily separable from daily lifestyle. For many employees, imported ideas are seen as externally imposed or disconnected from local realities. As the oldest surviving civilization Sanatan philosophy fosters a culture of coexistence and spiritual freedom. Sanatan Dharma naturally encourages social harmony, inclusivity, and peaceful coexistence. This pluralistic outlook is in the Rigvedic verse itself: “Ekam Sat Vipra Bahudha Vadanti” (Truth is One, but the wise describe it in various ways). Do we need any better version in the corporate world?

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