During interviews, Oushnik Chandra, CEO of 85-year-old retail giant <a id=” captionrendered=”1″ data-src=”https://etimg.etb2bimg.com/photo/124520813.cms” height=”442″ href=”http://hr.economictimes.indiatimes.com/tag/pc+chandra+jewellers” keywordseo=”PC-Chandra-Jewellers” loading=”eager” source=”Orion” src=”https://hr.economictimes.indiatimes.com/images/default.jpg” type=”General” weightage=”20″ width=”590″>PC Chandra Jewellers, does not follow a fixed questionnaire. He does always ask about education and experience, but he also explores hobbies, travel, family, and personal stories.
For instance, one candidate applied for a sales role. She was highly educated but lacked the extroverted traits needed for sales. “However, her analytical mindset and comfort with numbers made her a great fit for inventory management. We suggested she start there instead. Nine months later, she told us she was loving her work, which proved we were right in matching her skills to the right role,” Chandra told for ‘CEO Chronicles’.
This approach helps the jewellery bellwether align talent with the right responsibilities, even if it’s different from the role they originally applied for. But Chandra’s philosophy goes far beyond recruitment; it reflects a holistic vision for leadership, legacy, and the careful balance between tradition and innovation.
Stepping into the role of CEO in a fourth-generation family business is rarely straightforward. For him, the journey began not in boardrooms, but on the factory floor. “I started by learning how to make ornaments, polishing, soldering, and setting diamonds,” he recalled. He rotated across sales counters, accounting offices, production floors, and manufacturing units, not as a symbolic family heir, but as a management trainee tasked with mastering every aspect of the business.
“This was both humbling and enlightening,” he explained, adding. “You cannot lead a legacy brand unless you understand what it stands for, not only in internal operations but in the minds of consumers, vendors, artisans, and employees alike.”
There was always a call to change. Coming from global exposure and international education, he saw opportunities to modernise processes. But he quickly realised that a brand like PC Chandra, with more than eight decades of heritage, cannot be transformed overnight.
“Change must be collaborative rather than disruptive. You need credibility, patience, and inclusivity to bring people along,” he said.
Trust, Chandra emphasized, is at the heart of this continuity. For a jeweller, it is not just a virtue; it is the fulcrum that determines survival. “Our brand stands for legacy, but above all, trust. Every decision we make, from the design of a necklace to the introduction of a new service, is guided by whether it preserves that trust,” he said.
This stewardship is reflected in how Kolkata headquartered PC Chandra approaches innovation. While the </div></footer></div></div></body> <!– Category Most Read Placement –>
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