The jewellery industry, long associated with artistry and tradition, is now setting gold standards in workplace culture, employee engagement, and leadership, finds out Priyanka Talreja Gagregrat
The jewellery industry is modernizing in many respects, and the emphasis on improving the work space is one of them. Jewellers across the country are not just vying for market share — they are racing to become workplaces of choice for employees. old and new.
In an industry steeped in hierarchy and tradition, some companies are now actively dismantling the old norms. A case in point is Ratnalaya Jewellers, Patna. Rather than sticking to rigid top-down structures, Ratnalaya has built an environment that prioritizes listening and trust. Saket Keshri, Ratnalaya Jewellers, Patna, says, “It is easy to start a business, but building a place where people feel respected and heard — that is the real magic.”
Then there is Kashi Jewellers, which works hard to ensure its employees feel secure and comfortable in the workplace. Shreyansh Kapoor, Kashi Jewellers, Kanpur, says, “Our team is like our family. The members experience a strong sense of belonging, as they are not only part of the decision-making process, but also feel like part owners of the company. We cultivate a happy and positive atmosphere -- reprimanding is not part of our culture. These elements combined have earned us numerous accolades and recognition for being one of the best places to work in the jewellery industry.”
AVR Swarna Mahal Group, which has nearly a hundred years of legacy behind it, believes that trust and transparency must extend all the way from goldsmiths to the boardroom. AVR Siddhanth, AVR Swarna Mahal, Salem says, “Our nearly century-long legacy is built on a culture of trust, respect, and belonging. We strive to ensure that every team member, from artisans to front-line staff, feels valued and empowered. A strong sense of purpose, clarity in vision, and continuous appreciation of effort make AVR a workplace where people are proud to belong.”
Across the sector, employee engagement is undergoing a rethink. For PNG Jewellers, Pune, meaningful engagement is driven through initiatives like promoting gender diversity, to implementing progressive policies such as extended maternity leave. “We have the Udaan programme, which is for internal employee promotions, skill development through partnerships with industry leaders, and training in soft skills like communication and leadership. Employees are encouraged to upskill through online modules, cross-functional collaborations, and participation in industry events, ensuring they are well-prepared for higher roles within the organization. When employees experience genuine care, loyalty and performance follow naturally, says Priyanka Vanjari, PNG Jewellers, Pune.
Meanwhile, Ratnalaya has created its own language of connection through “Fun-do Fridays”, movie nights and celebrating important days. “By creating a positive and inclusive workplace, we ensure that our employees feel motivated, appreciated, and connected to our vision,” says Keshri.
Kashi Jewellers keeps its employees happy by offering perks that have the human touch. “We ensure employee engagement and satisfaction by fostering a culture of respect for fellow humans. Our employees' well-being is a priority -- we offer comprehensive benefits, such as health insurance, pension plans, and support for children's education. Our commitment to long-term employee relationships is evident, with our oldest employee being 68 years old, and having been with us for decades. On average, our employees have been with us for 25-30 years, reflecting our strong retention rate of 97%,” says Kapoor.
Historically, career growth in the jewellery world has been limited, especially for frontline workers. But companies are beginning to challenge that. At AVR, an internal programme called “Goldsmith to Manager” gives artisans the opportunity to train in new departments. Siddhanth says, “Growth at AVR Swarna Mahal is not linear — it is exponential. We provide cross-functional training, leadership grooming, and even opportunities for entrepreneurial initiatives within the group. For instance, our in-house ’Goldsmith to Manager’ programme has transformed many careers, and instilled deep loyalty across our workforce”.
Ratnalaya, too, has seen housekeeping staff rise to manage entire showrooms. “Promotion from within the company is encouraged. Almost all of our current showroom managers started from modest positions, and grew within the organization. We believe that with the right skills, passion, and intent, any employee can scale up to managerial roles, and beyond,” says Keshri.
As for Kashi Jewellers, it prioritizes happiness. “Our staff evaluation programme includes one-on-one interviews to better understand each employee's needs and concerns. If an individual feels s/he is not enjoying the current department, we facilitate a smooth transition to a role where they can thrive. We recognize that jewellery is not just a product — it is a symbol of happiness. For this reason, we believe that our employees must first experience happiness themselves in order to effectively spread it,” says Kapoor.
PNG’s approach is more structured — offering formal upskilling through special programmes, and encouraging cross-functional training. “The metrics are ensured through continuous feedback mechanisms, regular training programmes, and personalized development plans. Initiatives such as Speak Out encourage open dialogue, while monthly performance reviews and rewards motivate employees. Annual events such as Walk-Together, recognizing long-serving employees, and festive celebrations create a sense of belonging, while policies supporting work-life balance, especially for women, enhance overall satisfaction and engagement,” explains Vanjari.
Across these firms, the focus is on consistent, meaningful engagement with individuals at all levels. “One initiative we are proud of is our Emotional Intelligence (EQ) training programme, which is designed to enhance empathy, resilience, and team harmony. We also launched a mentorship cell where experienced professionals nurture the next generation of leaders. We have integrated well-being check-ins, mindfulness sessions, and financial literacy workshops to support our team holistically,” says Siddhanth.
Adds Vanjari, “We have programmes like IDEA, which encourage employees to come up with innovative ways of doing business. These ideas are discussed on a single platform, and are not only implemented, but also rewarded. We strongly believe that problem-solving is not always a top to bottom approach. So, we have designed programmes like Work Out that foster cross-functional problem-solving.”
Leadership is becoming less about titles, and more about setting an example. For Keshri, leadership means walking the talk. “Leadership is not just about holding a title — it is about setting the right example. The energy, discipline, and ethics of a leader shape the entire team’s mindset and culture. A leader who is approachable, fair, and stands for what is right, creates a motivated and thriving team,” says Keshri.
At AVR, it means showing up — literally. Siddhanth insists on regular presence at both the polishing units and the retail floor. “Leadership at AVR Swarna Mahal Group is participative and people-centric. We lead by example, staying deeply connected to every layer of the organization — from polishing units to the retail floor. By championing transparency, humility, and continuous learning, we cultivate a culture where innovation thrives, and every team member feels emotionally invested in the brand’s journey,” says Siddhanth.
At PNG, leadership shows up in inclusivity. “Leadership plays a crucial role by fostering an inclusive, transparent culture, where employees at all levels are heard and empowered. Our people-centric leadership ensures that talent is nurtured, gender-neutrality is maintained, and employees feel valued. Leadership-led training programmes, continuous support, and encouragement for self-expression contribute to a motivated and thriving team in the dynamic jewellery industry,” says Vanjari.
What emerges from these stories is a picture of an industry in quiet evolution — one that is blending the artistry of jewellery with the art of people management.
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