The answer lies in learning, unlearning and relearning, which is the mandate for success.

Culture of continuous learning

Central to preparing for the phenomenon called ‘permavucalution’ is the notion of perpetual learning. “It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs,” emphasises Anil Mohanty, CPO, DN Group. This culture of continuous learning lays the foundation for a workforce capable of navigating the complexities of the modern workplace, where AI integration is not just a possibility but an inevitability.

As highlighted by industry experts, including leaders from Maruti Suzuki and other prominent organisations, traditional approaches to strategic planning are becoming obsolete. Instead, businesses are embracing a mindset of learning, unlearning and relearning to navigate through the complexities of the modern world.

“Businesses must cultivate resilience, fortifying themselves against unexpected disruptions while remaining poised to capitalise on emerging opportunities.”

Anil Gaur, senior HR professional

AI: A catalyst for transformation

Artificial Intelligence (AI) is at the forefront of this transformation, promising to revolutionise industries and streamline operations. Systems enabled by AI have the potential to make decision-making more efficient, reduce manual intervention and enhance accuracy. “Leaders must emphasise the need to view AI as an enabler rather than a threat, recognising its ability to simplify tasks, accelerate processes and improve overall productivity,” advises Mohanty. Additionally, they must stress the importance of adequate training and preparation to harness the full potential of AI and ensure that all stakeholders are equipped to embrace this technology.

The fourth industrial revolution, driven by advancements in AI, machine learning, 5G technology, robotic and quantum computing, presents both unprecedented opportunities and challenges. To remain competitive, businesses must invest in up-to-date technological infrastructure and foster a culture of digital literacy and innovation.

“It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs.”

Anil Mohanty, CPO, DN Group

Embracing uncertainty

The advent of the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) era further underscores readiness in the face of constant flux. What was once considered an exceptional circumstance has now become the norm, demanding a paradigm shift in mindset and strategy. “Businesses must cultivate resilience, fortifying themselves against unexpected disruptions while remaining poised to capitalise on emerging opportunities,” emphasises Anil Gaur, senior HR professional.

Furthermore, the need for flexibility and adaptability has never been greater, as businesses must navigate unpredictable disruptions such as economic downturns and public health crises such as the COVID-19 pandemic. To thrive in this environment, organisations must embrace a more iterative and responsive approach to strategic planning, continually reassessing their strategies to capture emerging opportunities and address evolving challenges.

Therefore, rather than overestimating future growth or relying on long-term projections, businesses are encouraged to focus on short-term strategies that prioritise agility and flexibility. By staying attuned to current market conditions and avoiding overly speculative assumptions, organisations can position themselves to respond effectively to unforeseen challenges and capitalise on emerging opportunities.

Logic and pragmatism

Amidst market fluctuations and economic uncertainties, leaders emphasise the importance of logic and pragmatism in decision-making. Rather than chasing quick gains or engaging in speculative practices, businesses are advised to pursue gradual, incremental improvements. “This entails avoiding excessive risk-taking, maintaining a balanced approach to planning and prioritising long-term sustainability over short-term gains. By adopting a logical and methodical approach to business strategy, organisations can navigate through turbulent times with resilience and confidence,” suggests Mohanty.

Crisis as catalyst for innovation

Agreed, there is a perpetual state of crisis, but then it also presents an opportunity for innovation and evolution. Startups, buoyed by government support and venture capital, are driving change and challenging established norms. However, as Gaur cautions, “the journey from inception to success is fraught with challenges, requiring not only creativity and strategic direction but also the ability to navigate crises of leadership, autonomy and control.” 

Embracing change with confidence

As organisations embrace the imperatives of learning, adaptation and resilience, they are better positioned to thrive in an ever-changing business landscape. With the right mindset and strategic approach, organisations can transform challenges into opportunities, paving the way for a brighter and more prosperous future in the dynamic world of modern business.

However, “despite the urgency and significance of the ‘permavucalution’ phenomenon, awareness and adoption remain limited within the business community, particularly in regions such as India,” points out Gaur. While some forward-thinking organisations and industry leaders have begun to embrace the permavucalution mindset, many others remain unaware or indifferent to its implications.

He further suggests, “Moving forward, it is imperative for businesses to prioritise education, awareness and proactive action in response to the permavucalution paradigm. Professional bodies, industry associations and thought leaders have a vital role to play in facilitating discussions, disseminating knowledge and driving organisational change.”

While the road ahead may be fraught with uncertainty, it also presents boundless opportunities for those willing to embrace change and innovation. By harnessing the collective ingenuity of industry stakeholders and leveraging the transformative power of technology, organisations can navigate the turbulent waters of modern commerce with confidence and resilience.

The post Navigating the ‘PermaVUCA’ business landscape: Strategies for success appeared first on HR Katha.

Alakananda Bhattacharjee, AtkinsRéalis’s head of HR for engineering services, took a deep dive to understand the root cause. “Our BIM designers felt a lack of recognition and growth opportunities compared to their engineering counterparts,” she explains. It wasn’t simply about compensation; it was about feeling valued and having a clear path forward.

AtkinsRéalis knew they had to address these concerns head-on. Enter ‘Aspire to Excel (ATE), their in-house development programme designed specifically for BIM professionals. Launched nearly two years ago, ATE provides a comprehensive solution. It offers tailored career pathways, mentorship opportunities, and access to cutting-edge tools and technologies. This investment in their BIM talent pool has paid off handsomely.

“Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

Alakananda Bhattacharjee,  head-HR, engineering services, AtkinsRéalis’s

The programme has empowered over 1,000 BIM designers, equipping them with the skills and recognition they craved.

Bhattacharjee beams, “We’ve seen a significant drop in designers leaving for external opportunities. They’re finding fulfilment within AtkinsRéalis and are excited to contribute to our projects.”

But AtkinsRéalis wasn’t content to stop there. Recognising the importance of strong leadership across all levels of the organisation, they revamped their ‘Line-management Development Programme’. This three-tiered programme equips managers with the skills they need to excel, from handling timesheets and HR systems to delivering effective performance reviews and fostering open communication within their teams. Additionally, the ‘LEAD’ programme is being piloted to address the challenges of managing a younger workforce with different expectations and communication styles.

AtkinsRéalis understood that money wasn’t the only motivator. Employees craved a clear career path, a sense of belonging, and the opportunity to contribute meaningfully to the organisation’s success. To address this, they created ‘Talent Tides’ in 2024. This innovative tool uses regular surveys with tailored questions aligned with the organisation’s culture and expected behaviours. Managers receive automated prompts to check in with their team members, fostering open communication and identifying any potential issues early on. The success was undeniable. “With Talent Tides, we saw less than 5 per cent attrition among participants,” reveals Bhattacharjee. “This programme’s impact was so impressive, we’re now rolling it out across the entire organisation.”

Nurturing young talent is another pillar of AtkinsRéalis’s retention strategy. The “Emerging Professionals Network” fast-tracks high-potential individuals, providing them with mentorship, challenging assignments, and opportunities to network with senior leaders. Additionally, upskilling sessions, pep talks, and participation in technical competitions keep early-career employees engaged and motivated. They’ve also addressed early-career attrition by ensuring a clear picture of the job role during the hiring process. Diverse interview panels ensure cultural fit and realistic expectations are set from the very beginning, preventing misunderstandings and frustrations down the line.

Finally, AtkinsRéalis is committed to tapping into new talent pools and fostering a diverse and inclusive workforce. Programs such as ‘Building Bridges’ and ‘Apprenticeship Programme’ provide training and job opportunities to individuals from less-privileged backgrounds. “These initiatives not only fill talent gaps but also foster immense loyalty,” concludes Bhattacharjee. “Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

AtkinsRéalis’s story is a testament to the power of a holistic approach to talent retention. By focusing on development, communication, leadership, and fostering a culture of inclusion, they’ve weathered the storm and emerged stronger. They’ve created a thriving ecosystem where employees feel valued, empowered, and excited to contribute to the company’s continued success. Their story serves as a valuable roadmap for other organisations navigating the ever-changing talent landscape.

The post How AtkinsRéalis survived ‘The Great Resignation’ appeared first on HR Katha.

Let us take the case of Aparna, who works for a popular bakery. Known for her insatiable curiosity and boundless enthusiasm for learning new recipes, techniques and ingredients, she thrives on attending workshops, experimenting with flavour combinations and delving into the nuances of pastry making. Despite her relentless pursuit of knowledge, Aparna’s output may not always match that of her colleague, Mark, who consistently churns out flawless pastries with precision and speed. Should the bakery reward Aparna, the perpetual learner, as generously as Mark, the top performer?

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term,” points out Pankaj Lochan, CHRO, Navin Fluorine. It is crucial to assess the value employees generate for the organisation through their learning outcomes. For instance, if an individual is adept at acquiring knowledge but fails to apply it effectively in their work, resulting in stagnant output and negligible value addition, then their learning efforts may be futile.

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term.”

Pankaj Lochan, CHRO, Navin Fluorine

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce,” emphasises Manish Majumdar, head-HR, Centum Electronics. While rewarding performance serves as a clear indication of an individual’s contribution to the organisation’s objectives, learning-based rewards, on the other hand, promote a culture of continuous improvement and personal development, fostering creativity and resilience within the workforce.

While performance-based rewards motivate employees to excel in their roles, driving productivity and efficiency, encouraging employees to acquire new skills, explore innovative ideas and adapt to changing industry trends is essential to stay competitive.

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance.”

Sharad Verma, VP & CHRO, Iris Software

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance,” suggests Sharad Verma, VP & CHRO, Iris Software. High performers who are also avid learners essentially future-proof themselves and the organisation. By continuously expanding their knowledge and skills, they not only maintain their current high levels of performance but also equip themselves to adapt and excel as business needs evolve.

Conversely, those who are great learners but struggle with performance may simply need more targeted coaching and development opportunities to translate their newfound knowledge into tangible results.

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce.”

Manish Majumdar, head-HR, Centum Electronics

However, solely focusing on one metrics can have its drawbacks. For instance, employees who actively seek knowledge and acquire new skills contribute to the organisation’s long-term success. Ignoring learning efforts may lead to stagnation and hinder innovation.

Similarly, while ensuring performance is relatively straightforward, with tangible outcomes such as sales targets achieved or projects completed on time, assessing learning is more challenging. “Unlike performance, which can often be quantified through metrics and KPIs, assessing learning outcomes can be more subjective and nuanced.  Determining the extent of learning and its direct impact on organisational success requires a structured framework and objective evaluation criteria,” asserts Majumdar. Objectivity is crucial in this process, as learning experiences can be subjective and difficult to evaluate uniformly.

Furthermore, the relevance of learning to one’s job role must be considered. While some learning directly enhances job performance, individuals may also seek knowledge outside their immediate responsibilities. Balancing these divergent learning paths is essential to ensure that learning efforts contribute meaningfully to organisational objectives.

To reward employees based on their learning capabilities, Lochan suggests three key criteria. First and foremost, it is crucial to assess the extent to which employees apply their learning to enhance their work and contribute positively to the organisation; mere acquisition of knowledge without value creation diminishes the significance of learning achievements. Secondly, it is essential to examine employees’ potential for growth beyond their current roles for succession planning and talent development. Lastly, emphasis should be placed on employees’ innovative capacity, as those who leverage continuous learning to drive innovation and spearhead breakthrough practices contribute significantly to the organisation’s long-term success.

Both aspects of employee development warrant appreciation, albeit within the context of their respective contributions to the organisation. Therefore, another approach to rewarding learning is to tie it directly to job-related activities and responsibilities. For instance, employees who acquire new skills or knowledge relevant to their roles can be given opportunities to apply and share their learning within the organisation. This may involve mentoring colleagues, leading training sessions, or participating in knowledge-sharing initiatives.

Another approach, as Lochan suggests, is “to categorise employees into quadrants based on their learning orientation and execution excellence.” In this framework, Quadrant C represents individuals who excel in both learning and performance, making them prime candidates for recognition and reward. However, the focus should not solely rest on this quadrant; rather, attention should be directed towards Quadrant D, where employees demonstrate a strong inclination towards learning but struggle to translate it into tangible results.

Instead of pitting learning against performance, organisations can implement a reward system that celebrates the virtuous cycle of learning enabling better performance, which, in turn, creates new learning opportunities. “This can involve offering personalised development plans, stretch assignments, or even job rotations to high-potential employees who demonstrate both a hunger for knowledge and the ability to apply it effectively,” asserts Verma.

Furthermore, a comprehensive approach to rewarding employees involves aligning incentives with both short-term achievements and long-term strategic objectives. Organisations can overcome the challenge of measuring learning and execution performance by adopting meaningful metrics such as learning agility, knowledge transfer, impact assessment, and 360-degree feedback. These metrics allow for effective assessment of employee development and ensure that rewards are distributed equitably based on both immediate contributions and long-term potential.

Whether to reward employees based on learning or performance is a question that necessitates a nuanced approach taking into consideration the value they bring to the organisation, their potential for growth, as well as their capacity for innovation. By striking a balance between recognising learning achievements and rewarding tangible results, organisations can foster a culture of continuous improvement and drive sustainable growth in the ever-evolving business landscape.

The post Striking a balance: Rewarding learning vs rewarding performance in the workplace appeared first on HR Katha.

Sterlite’s solution was a bold three-pronged attack, shattering the mould of traditional appraisals. Transparency, fairness, and individual growth became the cornerstones of their new system. One of the first things to go was the dreaded bell curve. No more categorising employees against each other in a fight for limited rewards. Instead, Sterlite focused on rewarding absolute performance. “Someone exceeding their goals by 115 per cent gets acknowledged for that achievement, not compared to someone else,” explained Pande. This eliminated the time-consuming debates about rankings and ensured everyone who met or exceeded expectations got rewarded.

But fairness wasn’t just about the present. Sterlite understood the importance of investing in the future. Their ‘Job Worth Model’ meticulously evaluated the market value of each role, ensuring salaries reflected not just current worth but also anticipated future demands. This helped mitigate the risk of losing talent to competitors offering better compensation. It was a future-proof strategy that recognised that a satisfied and valued workforce was the backbone of any successful organisation.

“The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.”

Ruhie Pande,  group CHRO, Sterlite Power

Next came the expertise factor. Sterlite recognised that continuous learning and development were crucial not only for individual growth but also for the company’s continued innovation. Employees were assessed based on their current skill level, from beginner to expert. This not only recognised their contributions but also incentivised them to keep learning. The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.

But potential wasn’t ignored either. Sterlite used a robust ‘talent-assessment process’ to evaluate an employee’s potential, ability, and overall fit. This multi-layered approach ensured consistency and fairness in assessing potential across the organisation. Variable pay, with the possibility of earning up to 150 per cent, was directly tied to this assessment. Here, Sterlite was acknowledging that some individuals possessed the drive and talent to excel beyond their current roles. By identifying these high potentials and rewarding their potential, Sterlite was investing in future leaders who would drive the company forward.

The linchpin of this system was the OKR (objectives and key results ) methodology. OKR ensured everyone, from top to bottom, understood how their individual goals contributed to the company’s overall objectives. There was no cap on variable pay, further motivating employees to strive for excellence. Production goals cascaded down from top-level profitability objectives, ensuring everyone was aligned towards a common purpose. Imagine a well-oiled machine where every part functioned seamlessly to achieve a greater goal. That’s what Sterlite was striving for – a company where individual ambition and purpose were harnessed to drive organisational success.

This new system wasn’t without its challenges. Rewarding potential was a leap of faith, and ensuring accurate talent assessment was crucial. Budgeting also required adjustments, as there was no longer a system of ranking and elimination. Open communication with employees was paramount to ensure a smooth transition. However, Sterlite successfully navigated these hurdles, and the feedback from employees was overwhelmingly positive. They felt valued, heard, and invested in, a stark contrast to the often-negative sentiment associated with traditional performance reviews.

The company’s commitment to continuous improvement didn’t stop there. Regular benchmarking ensured they stayed ahead of market trends in compensation and performance management practices. Variable pay was awarded twice a year to reflect market fluctuations, keeping employees engaged and focused on delivering results throughout the year. Looking ahead, Sterlite planned to digitise the entire appraisal process, catering to the mobile-first preferences of the younger generation. The goal? To streamline discussions and focus on providing valuable developmental feedback, not just debating performance metrics. Performance reviews, once a dreaded formality, were being transformed into meaningful conversations about growth and development.

Sterlite Power’s innovative approach to appraisals proved that performance reviews could be a tool for growth, not just a box-ticking exercise. By focusing on transparency, fairness, and individual development, they created a system that benefited both the company and its employees, ensuring they remained a leader in the ever-evolving energy sector. In a world where the only constant is change, Sterlite had embraced a performance management system that was flexible, adaptable, and future-oriented, positioning them for success in the years to come.

The post What’s in Sterlite’s three-pronged approach to appraisals? appeared first on HR Katha.

Now imagine keeping them sharp, skilled, and hungry for success in a dynamic, ever-changing market. That’s the challenge Alkem faces, and it’s a challenge they’re winning through a training strategy as dynamic as the market itself.

“Equipping our salespeople isn’t a one-time thing,” explains Dr. Rajorshi Ganguli, Alkem’s president and global  HR head. “It’s an ongoing journey.”  That journey starts with a bootcamp. A thorough induction programme followed by the in-depth Basic Training Programme (BTP) equips new recruits with the essentials: product knowledge, core selling skills, and the medical insights crucial for navigating the complexities of the pharmaceutical world.  These immersive programmes, conducted face-to-face, ensure salespeople hit the ground running, prepared to tackle anything the market throws their way.

But the market is a fickle beast. What works today might not work tomorrow. That’s why Alkem prioritises continuous improvement, constantly seeking feedback and refining its programmes. Remember that time doctors had less time for lengthy pitches? Alkem saw the shift and equipped their salespeople to deliver their message effectively in those shortened windows.  Evaluation methods such as video recordings of simulated interactions allow trainers to provide targeted feedback, ensuring every interaction is a masterclass in salesmanship.

“Long-term behaviour change is our ultimate goal. We track engagement and key metrics annually, and every programme undergoes rigorous assessment to ensure it delivers the results we need.”

Dr. Rajorshi Ganguli, president and global HR head, Alkem Laboratories

Alkem understands that classroom sessions can only go so far. Enter ‘Alkepedia,’ a mobile app offering a universe of learning resources at your fingertips. From bite-sized updates to quizzes and even gamified modules, Alkepedia keeps the salesforce engaged and sharpens the skills honed during initial training.

The focus on continuous improvement isn’t just for the new guys. Alkem recognises the importance of strong sales leadership.  That’s why they’ve partnered with SP Jain Institute of Management to offer the Sales Leadership Programme, a rigorous programme designed to transform high-potential sales managers into sales superstars.  This programme caters to specific needs, with first-line and second-line managers getting tailored programmes developed in collaboration with business managers to address real-world challenges faced by their teams.

But Alkem isn’t just about sales. The 20-25 per cent of their workforce dedicated to manufacturing and R&D benefit from a robust training infrastructure as well. New hires undergo Standard Operating Procedure (SOP) training, ensuring they’re compliant with pharmaceutical regulations before they even touch a machine. Refresher programmes further solidify these protocols, guaranteeing consistent and high-quality production.

Alkem’s Technical Training Academy in Daman acts as a central hub for all technical training programmes across their manufacturing sites. This academy offers both on-site and remote training options, catering to diverse skill levels with programmes such as ‘Shop Floor Ki Pathshala’ which provides engineering and production-related training, keeping everyone up-to-speed on the latest digital machinery.

And because the world of work is constantly evolving, Alkem acknowledges the need for continuous skilling and reskilling across all levels.  For senior management, they offer premium executive development initiatives in collaboration with prestigious institutions such as IIMs. These programmes leverage a hybrid model, allowing busy professionals to learn and grow at their own pace. Additionally, Alkem curates personalised online learning opportunities through partnerships with various online platforms.

But Alkem isn’t content with just throwing information at their employees. They’re embracing cutting-edge technology to make learning more engaging and effective.  Imagine interacting with holograms of machinery and simulated shop-floor environments!  That’s the power of augmented reality (AR), and Alkem is incorporating it into its training programmes, fostering self-guided learning and a deeper understanding of complex concepts.

Alkem’s commitment to training doesn’t stop at the end of a programme. They employ a multi-pronged approach to evaluate effectiveness.  Immediate feedback is collected after each session, while some programmes utilise pre-tests and post-tests to assess knowledge acquisition.  Department heads also provide feedback after a set period, allowing the company to gauge the impact of training on identified performance gaps.

“Long-term behaviour change is our ultimate goal,” concludes Ganguli. “We track engagement and key metrics annually, and every programme undergoes rigorous assessment to ensure it delivers the results we need.”  Alkem Laboratories isn’t just building a sales powerhouse; they’re building a future-proof workforce, one skilled, motivated, and ready to take on any challenge the market throws their way.

The post How Alkem Laboratories is building a sales powerhouse appeared first on HR Katha.

Last year, a video from HDFC Bank went viral, showcasing a senior manager publicly berating his team for not meeting targets. This abusive behaviour is not an isolated case. Recently, similar incidents involving private banks such Bandhan Bank and even a public sector bank, Canara Bank, have come to light again, painting a grim picture of a workplace driven by numbers, devoid of empathy, and where personal time is seen as a luxury. The absence of accountability for such behaviour allows it to cascade down, perpetuating a cycle of stress and hostility.

“The relentless pursuit of numbers can lead to a culture of fear and anxiety, ultimately diminishing productivity.”

Ramesh Shankar, seasoned HR leader

Why are private banks, in particular, breeding grounds for such intense pressure? The answer is a complex web of factors, with unrealistic targets, communication breakdowns, and leadership shortcomings at its core.

Crushing targets, stifling communication

Every interaction becomes a transaction, the pressure to perform overshadowing the human element. This, unfortunately, is a reality for many in private banking. Ramesh Shankar, a seasoned HR leader, aptly points out, “The relentless pursuit of numbers can lead to a culture of fear and anxiety, ultimately diminishing productivity.”

Stringent sales targets are a cornerstone of performance in any organisation. However, in private banks, these targets often morph into unattainable benchmarks, leading to a culture of fear and anxiety.

Further intensifying the pressure is the fierce competition within the banking sector. New players and fintech startups are challenging the established order, forcing traditional banks to constantly prove their mettle. This relentless pursuit of performance translates to a culture of urgency, where results are expected not just annually, but quarterly or even monthly.

“The influx of new players in the market has intensified competition, forcing banks to adopt a more aggressive approach, which often translates into pressure on the workforce,” says Satyajit Mohanty, VP-HR, Dabur India.

“When there’s a lack of accountability or repercussions for toxic behaviour, it can cascade down the organisational hierarchy, perpetuating a cycle of stress and hostility.”

Nihar Ghosh, senior HR leader

Leadership by intimidation: A recipe for toxicity

Leadership styles play a pivotal role in shaping organisational culture. “Respectful environments foster dignity, while others inadvertently cultivate toxicity,” highlights Nihar Ghosh, a senior HR leader. Recent incidents serve as stark reminders.

Recent incidences serve as stark reminders. The issue escalates when such behaviour emanates from the upper echelons of management. Senior leaders, tasked with setting targets and driving performance, inadvertently set the precedent for acceptable conduct within the organisation. “When there’s a lack of accountability or repercussions for toxic behaviour, it can cascade down the organisational hierarchy, perpetuating a cycle of stress and hostility,” cautions Ghosh.

Furthermore, the relentless focus on short-term gains, driven by investor demands, creates a myopic approach.

“The focus on short-term gains has become ingrained in the banking sector, driven by the need to satisfy shareholders and investors. Listed entities are particularly vulnerable to this pressure, as they are beholden to quarterly performance reports and shareholder demands,” Mohanty emphasises.

Long-term employee well-being and sustainability take a backseat as employees prioritise immediate profitability.  Compounding this issue is the communication gap between management and employees.  Many managers lack the skills to provide constructive feedback, resorting instead to intimidation tactics. This not only erodes employee morale but also stifles innovation and critical thinking, crucial ingredients for long-term success in a dynamic financial landscape.

“The influx of new players in the market has intensified competition, forcing banks to adopt a more aggressive approach, which often translates into pressure on the workforce.”

Satyajit Mohanty, VP-HR, Dabur India

The perfect storm: Young leaders, shifting values

The changing demographics of leadership also contribute to the problem. Younger managers, lacking experience in handling complex situations and managing pressure, often clash with older generations who value stability and respect. Additionally, the evolving values of some company promoters prioritise aggression and results over traditional values of loyalty and respect for employees. This shift can lead to a culture that prioritises immediate results over employee development, hindering long-term talent retention.

“This generational shift in leadership has resulted in a clash of values and management styles, with older generations valuing stability and respect, while younger leaders prioritise innovation and results,” asserts Mohanty.

The path forward: Beyond the pressure cooker

The onus falls on private banks, and the banking sector as a whole, to implement effective strategies to create a healthier work environment. This involves holding individuals accountable for their actions while incentivising respectful behaviour. Regular performance reviews can be used for course correction and support, focusing on development alongside goal achievement. Training managers in emotional intelligence, conflict resolution, and effective communication can equip them to navigate human behaviour and build a supportive environment.

“Addressing these issues requires a collective effort,” emphasises Ghosh. “From senior management to frontline employees, everyone must be committed to cultural transformation and behavioural change.” By prioritising people alongside profits, private banks can move beyond the pressure cooker and create a sustainable work environment that fosters employee well-being and long-term success. After all, a thriving bank isn’t just about numbers; it’s about empowered and motivated people working towards a shared vision. This can be achieved by fostering a culture of open communication, where employees feel comfortable raising concerns and offering suggestions. Additionally, investing in employee well-being programs, such as stress management workshops and flexible work arrangements, can significantly improve employee morale and productivity.

In conclusion, the pressure cooker culture in private banking is a complex issue with deep roots. However, by acknowledging the problem and implementing targeted solutions, banks can create a work environment that is not only profitable but also fosters a sense of purpose and well-being for its employees. This shift towards a more sustainable and human-centric approach is not just ethical but also essential for long-term success in today’s competitive financial landscape.

The post Boiling point: Inside the ‘pressure cooker culture’ of banks appeared first on HR Katha.

Imagine a data scientist, once enthralled by the intellectual challenge of her role, now bogged down in an environment devoid of growth opportunities. Or a salesperson, initially energised by a supportive team, now feeling ostracised due to a manager’s favouritism. These scenarios highlight the push factors – internal shortcomings that can push even high-performing employees towards the exit.

One of the most significant push factors is poor leadership. As Praveer Priyadarshi, an HR leader & former CHRO, reminds of an old saying, “employees don’t leave companies, they leave managers.”

Micromanagement, favouritism, and a lack of inclusivity create toxic environments that erode morale and productivity. Ineffective communication from supervisors further compounds the issue, leaving employees feeling disengaged and undervalued.

“Employees may hesitate to voice concerns directly. It’s imperative for organisations to create safe spaces for open dialogue and actively address shortcomings.”

Chandrasekhar Mukherjee, HR leader & former CHRO

Compensation, while a key factor, isn’t a solitary motivator. Employees who perceive a widening gap between their contributions and their pay are more likely to explore new opportunities. This perception of inequity breeds resentment and ultimately, leads to a diminished sense of satisfaction. An HR leader & former CHRO, Chandrasekhar Mukherjee emphasises, “when the reality of a job doesn’t match what was promised during recruitment, motivation and satisfaction plummet.”

Recognition and career growth opportunities are equally important for employee retention. Employees yearn for appreciation of their efforts and a clear path for professional development.

“Negative talk or gossip among peers can create a toxic work environment. It undermines trust, teamwork, and morale, and can contribute to increased stress and dissatisfaction among employees,” Sujiv Nair, global CHRO, Re Sustainbility.

“Employees want to see a path for advancement based on their skills and performance. When organisations fail to provide opportunities for development and progression, employees may feel stagnant and opt to leave in search of better prospects elsewhere,” says Priyadarshi.

Investing in higher education can benefit both employees and organizations. It enhances employees’ skills and knowledge, making them more valuable assets to the company. However, as Nair puts it, “the lack of support or opportunities for higher education can lead to frustration and may cause talented employees to seek opportunities elsewhere.”

Opaque performance evaluations and a lack of well-defined career trajectories create a sense of stagnation, pushing employees elsewhere in search of opportunities to hone their skills and advance their careers.

The triple threat

Unrealistic deadlines, heavy workloads, and inadequate staffing contribute significantly to stress and burnout. Organisations that prioritise employee well-being through stress management programmes and workload adjustments can significantly reduce turnover. Furthermore, seemingly trivial factors like long commutes, especially when coupled with a late-working culture or a lack of flexible work arrangements, can become major push factors. Offering flexible work options can significantly enhance employee satisfaction and well-being.

“Employees want to see a path for advancement based on their skills and performance. When organisations fail to provide opportunities for development and progression, employees may feel stagnant and opt to leave in search of better prospects elsewhere.”

Praveer Priyadarshi, HR leader & former CHRO

As employees progress in their careers and navigate changes in their personal lives, organisational policies regarding work-life balance, benefits, and advancement opportunities take centre stage. Discrepancies between what is expected and what is offered can trigger reevaluation and potentially, lead to departures. Companies that prioritise work-life balance with generous parental leave policies, flexible work hours, and subsidised childcare can significantly impact employee retention.

Hence, “It is important to differentiate between the two (push and pull factors) because push can be controlled by the concerned reporting officer and the organisation more than the pull factor,” emphasises Nair.

“Negative talk or gossip among peers can create a toxic work environment. It undermines trust, teamwork, and morale, and can contribute to increased stress and dissatisfaction among employees.”

Sujiv Nair, global CHRO, Re Sustainbility

Open communication is crucial for managing expectations and fostering trust. Organisations must clearly communicate performance benchmarks, compensation structures, and internal processes to ensure alignment with employee expectations. Regular pulse surveys and proactive “stay interviews” can illuminate areas of dissatisfaction before they become dealbreakers.

“Employees may hesitate to voice concerns directly,” acknowledges Mukherjee. “It’s imperative for organisations to create safe spaces for open dialogue and actively address shortcomings.” Benchmarking studies ensure competitive compensation packages, while skip-level meetings offer valuable insights into employee concerns beyond the direct reports of their immediate supervisors. Analysing exit interview data alongside qualitative feedback from stay interviews provides a holistic perspective. “This data-driven approach allows companies to identify recurring themes and prioritise improvements that directly address employee push factors,” says Priyadarshi.

By deciphering push factors and implementing targeted strategies, organisations can create a work environment that fosters loyalty and reduces turnover. A culture of transparency, recognition, flexibility, and well-being empowers employees, fosters trust, and contributes to the organisation’s long-term success. In today’s competitive talent landscape, retaining top talent is no longer a nicety, it’s a strategic imperative. By addressing push factors, organisations can transform themselves into employers of choice, attracting and retaining a skilled and motivated workforce. This, in turn, strengthens the organisational ecosystem, allowing businesses to thrive in the face of an ever-changing market.

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This flamboyant term describes the strategic makeover of workplaces with stylish furniture, vibrant decor, and an array of amenities. It’s all part of a calculated move by companies to incentivize in-person work in the hybrid era. Think Google-esque workspaces, brimming with open floor plans, lounge areas, and game rooms, all aimed at making employees choose the office over the comfort of their home setups.

This isn’t merely about aesthetics. Office peacocking represents a strategic shift in the perception of the workplace. It’s a calculated move by companies to incentivise in-person work in a hybrid world. Remember, in today’s competitive landscape, attracting and retaining top talent is akin to a high-stakes game. Every detail counts, argues Deepti Mehta, CHRO, Interface Microsystems.

“A visually appealing and functionally dynamic workspace acts as a magnet for stellar performers, reflecting not just a company’s brand but also its commitment to employee well-being.”

Beyond the lustre: Collaboration, the name of the game

Pradyumna Pandey, Head-HR Manufacturing, Hero Motocorp, emphasises the crucial role of fostering a sense of community within the physical workspace. “Collaboration is the name of the game in today’s dynamic business environment. Open floor plans, lounge areas, and game rooms serve a purpose beyond mere amusement. They are designed to break down silos, spark serendipitous interactions, and ultimately drive innovation through knowledge sharing.”

“Collaboration is the name of the game in today’s dynamic business environment. Open floor plans, lounge areas, and game rooms serve a purpose beyond mere amusement. They are designed to break down silos, spark serendipitous interactions, and ultimately drive innovation through knowledge sharing.”

Pradyumna Pandey, head-HR Manufacturing, Hero Motocorp

The ROI of a preened perch

The peacocking phenomenon isn’t without its economic rationale. Companies are increasingly recognising the financial viability of investing in employee-centric environments. Mehta recounts her experience of transforming an office in an industrial area to attract talent. The revamped workspace, with its focus on aesthetics and functionality, yielded positive results, highlighting the tangible return on investment associated with office peacocking.

“Every detail counts. A visually appealing and functionally dynamic workspace acts as a magnet for stellar performers, reflecting not just a company’s brand but also its commitment to employee well-being.”

Deepti Mehta, CHRO, Interface Microsystems

But is it all about appearances?

Some critics might scoff at office peacocking, dismissing it as a superficial ploy or a distraction from core business objectives. However, as Rajeev Singh, HR leader, argues, what was once considered a perk is fast becoming a strategic necessity. “The rise of remote work has fundamentally altered the work landscape, demanding innovative solutions to balance the benefits of flexibility with the value of in-person interaction. Peacocking represents one such solution, albeit a solution with limitations.”

“The rise of remote work has fundamentally altered the work landscape, demanding innovative solutions to balance the benefits of flexibility with the value of in-person interaction. Peacocking represents one such solution, albeit a solution with limitations.”

Rajeev Singh, HR leader

Beyond the glitz: A sustainable ecosystem for talent

Creating a stylish and amenity-rich workspace can be a significant financial outlay. Organisations must carefully weigh the costs against the potential benefits. A sustainable strategy goes beyond the peacock’s dazzling plumage. It necessitates a holistic approach that prioritises creating an environment that empowers employees, values their contributions, and supports them in their professional journeys. Flexible work arrangements, mentorship programs, and diversity initiatives can all work in tandem with a peacocked office to cultivate a thriving ecosystem for both businesses and their talent pool.

In conclusion, office peacocking might be the flashy new trend, but its success hinges on a deeper understanding of employee needs and a commitment to fostering a work environment that is not just visually appealing but also strategically designed to empower and retain a company’s most valuable asset – its people.

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Projects undergo various types of changes throughout their lifecycle. These changes can stem from evolving stakeholder needs, technological advancements, regulatory requirements, or unforeseen circumstances. Regardless of their origin, changes have the potential to disrupt project timelines, alter deliverables and necessitate adjustments in resources and strategies.

At times, despite thorough planning and alignment, situations emerge that render the current course of action ineffective in a project. It could stem from various factors such as market shifts, technological disruptions, or internal constraints. One of the primary consequences of project changes is their effect on timelines and deliverables. A significant alteration in project scope or requirements can extend deadlines, leading to delays in completion. Moreover, changes may necessitate the addition or modification of deliverables, further influencing project schedules and resource allocation.

However, there are numerous strategies that prove effective in navigating such changes:

Acknowledging the need for change

When confronted with such a scenario, it’s imperative to acknowledge the necessity for change promptly. “Whether it involves altering project timelines, reallocating resources, or revising strategies, the first step is to accept the reality of the situation,” advises Amit Sharma, senior HR leader. For instance, if unexpected market shifts occur during a marketing campaign project, leading to a decline in consumer interest, the way out is to recognise the need for change. The project manager must decide to alter the project timeline, reallocating resources towards market research to identify emerging trends and revise strategies for targeting a new audience segment.

“Whether it involves altering project timelines, reallocating resources, or revising strategies, the first step is to accept the reality of the situation.”

Amit Sharma, senior HR leader

Communicating transparently 

“Effective communication is paramount when addressing project changes,” believes Ravi Kumar, CPO, Page Industries. Timely communication ensures that all stakeholders, including project team members, sponsors and end-users, are informed about the nature and implications of the changes, mitigating uncertainty and resistance to change.

Similarly, transparency serves as the cornerstone of effective project management, especially in times of uncertainty. Transparent communication fosters trust, aligns expectations and enables collective problem-solving. By sharing insights into the challenges faced and the rationale behind proposed changes, teams can garner support and cooperation, both internally and externally. It not only nurtures trust but also ensures alignment of expectations and facilitates collective problem-solving endeavours.

“Effective communication is paramount when addressing project changes. Timely communication ensures that all stakeholders, including project team members, sponsors and end-users, are informed about the nature and implications of the changes, mitigating uncertainty and resistance to change.” 

Ravi Kumar, CPO, Page Industries

Adapting team composition to meet evolving needs

“With such unexpected changes comes another significant necessity to make adjustments in team composition, ensuring the availability of requisite skills and expertise,” asserts Kumar. When confronted with significant changes, project managers must reassess project deliverables and timelines. This involves revisiting project plans, realigning objectives and identifying the resources needed to support the revised scope.

Regularly updating stakeholders

Managing expectations and providing regular updates can also help stakeholders navigate uncertainty with confidence. It’s essential to communicate this uncertainty while emphasising the proactive steps being taken to evaluate and adapt to the evolving circumstances.

Leveraging collective strengths

In the face of adversity, the collective expertise and diverse perspectives within a team prove invaluable. So, rather than shouldering the burden alone, project managers should encourage collaboration and tap into the strengths of each team member. “By fostering an environment where ideas are freely exchanged and contributions are valued, the teams can uncover innovative solutions and navigate obstacles more effectively,” asserts Sharma.

Embracing technology 

In today’s digital era, project management tools also play a pivotal role in facilitating efficient communication and adaptation to changes. “From traditional software such as MS Project to modern collaborative platforms, such as Asana or Trello, technology enables real-time updates, seamless collaboration and swift recalibration of project plans,” emphasises Kumar. Leveraging these tools ensures that stakeholders remain informed and project adjustments are implemented expediently.

Avoiding the blame game

In such moments of crisis, the temptation to assign blame may arise, but succumbing to this impulse only hampers progress. Instead of dwelling on past mistakes or pointing fingers, teams should focus on problem solving and moving forward cohesively. Emphasising a culture of accountability, where failures are viewed as opportunities for learning and growth, helps foster resilience and maintains team morale during challenging times.

Prioritising project deliverables

Amidst upheaval, the ultimate goal remains unchanged: delivering project outcomes on time and within scope. Therefore, it’s crucial to stay focused on meeting deliverables and honoring commitments to stakeholders. While post-mortem analysis and performance evaluations are important for continuous improvement, they should be conducted after the immediate challenges have been addressed. This helps in prioritising the task at hand and maintaining a results-oriented mindset. This also minimises disruptions and upholds project integrity.

Crucial role of project managers

Lastly, project managers serve as the linchpin in navigating project changes effectively. Their responsibilities encompass not only communicating changes but also evaluating their impact, reallocating resources and ensuring alignment with project objectives. By managing stakeholders, guiding project teams and advocating for necessary resources, project managers play a pivotal role in steering projects towards successful outcomes.

In the unpredictable realm of project management, the ability to navigate unforeseen challenges with grace and resilience is paramount. By fostering transparent communication, embracing collaboration and prioritising collective goals, teams can overcome obstacles and emerge stronger than before. Ultimately, it’s not the absence of challenges that defines success, but rather, how effectively teams adapt, collaborate and persevere in the face of adversity.

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History offers contrasting examples. Apple’s appointment of Tim Cook, a trusted insider, ensured continuity after Steve Jobs’ visionary reign. Conversely, Ford’s selection of Alan Mulally, an outsider, provided a much-needed jolt during a period of crisis. These contrasting approaches highlight the complexities of choosing the next leader.

Gone are the days of gut instincts. Sophisticated succession planning, as R Venkattesh, former president, DCB Bank, highlights, involves a board-approved plan with potential candidates and long-term strategies. But the core question remains: insider or outsider?

The right warrior for the battlefield

The answer hinges on the company’s market position. Is it aggressively expanding, demanding a market-savvy CEO who can navigate cutthroat competition? In such war zones, outsiders with industry acumen and a track record of disruption can inject the necessary vigour. They bring fresh perspectives, a bold willingness to challenge the status quo, and the ability to forge new alliances.

Conversely, stable companies with a well-defined market niche often favour internally groomed successors. Their deep understanding of the company’s DNA, as Rajesh Balaji, CHRO, Matrimony.com, emphasises, “allows them to leverage internal talent, navigate the familiar market landscape, and hit the ground running.” They understand the company’s strengths, weaknesses, and cultural nuances, ensuring a smooth transition with minimal disruption.

Outsiders: Agents of change

“Outsiders can be the beacons of change,” says Jacob Jacob, group head-HR, Malabar Group, particularly for companies embarking on cultural overhauls or performance turnarounds. Their diverse expertise and fresh perspectives can be invaluable in uncharted territories. They can identify inefficiencies, challenge long-held assumptions, and implement transformative strategies that insiders, blinded by tradition, might miss.

“Outsiders can be the beacons of change, particularly for companies embarking on cultural overhauls or performance turnarounds. Their diverse expertise and fresh perspectives can be invaluable in uncharted territories.”

Jacob Jacob, group head-HR, Malabar Group

Furthermore, outsiders offer objectivity during crises. Their lack of emotional attachment to the past allows them to make tough decisions and steer a company towards recovery, as Jacob highlights. Their outsider status can also lend credibility to necessary but unpopular changes, shielding them from internal resistance.

Insiders: Guardians of continuity

Internal successors seamlessly integrate into the CEO role, minimising disruption. Their intimate knowledge of the company’s ethos, operations, and key personnel ensures continuity, a crucial factor for thriving companies. They can leverage existing relationships, maintain employee morale, and hit the ground running with a clear understanding of the company’s strategic direction.

“Stable companies with a well-defined market niche often favour internally groomed successors. Their deep understanding of the company’s DNA  allows them to leverage internal talent, navigate the familiar market landscape, and hit the ground running.” 

Rajesh Balaji, CHRO, Matrimony.com

Promoting diversity and inclusion is another advantage. As Jacob points out, a female CEO succeeding a male predecessor can bolster the organisation’s commitment to gender parity, sending a powerful message about inclusivity and shattering glass ceilings.

Beyond the binary: The hybrid approach

Some companies explore a middle ground: an internal CEO working with an external advisor, or vice versa. This approach can be beneficial, but it requires careful planning and execution. Jacob cautions that for this approach to work, internal candidates need at least two years of development, including international exposure and challenging assignments, to broaden their perspectives and leadership capabilities.

“With hybrid approach the key challenge lies in ensuring compatibility amongst stakeholders, a factor beyond skills and competencies. An outsider with an abrasive leadership style or a cultural mismatch might struggle to gain buy-in from the board or employees, ultimately hindering the company’s progress.” 

R Venkattesh, former president, DCB Bank

While successful in some cases, Venkattesh warns that a ‘one size fits all’ approach doesn’t exist. The key challenge lies in ensuring compatibility amongst stakeholders, a factor beyond skills and competencies. An outsider with an abrasive leadership style or a cultural mismatch might struggle to gain buy-in from the board or employees, ultimately hindering the company’s progress.

The Importance of Cultural Nuance

Venkattesh suggests a long-term solution: exposing the talent pipeline to diverse cultures through international assignments and cross-functional projects. This fosters better grooming and alignment with the company’s cultural nuances and leadership needs. It creates a pool of well-rounded leaders, prepared to take on the CEO mantle, regardless of whether they come from inside or outside the organisation.

Reinforcing this point, Venkattesh shares his personal experience: “I remember my previous organisation where we had people from nearly 70 nationalities in the company. It makes one naturally more sensitive to the cultural nuances. One becomes aware that proper understanding of these nuances will help enhance effectiveness.” Being equally talented and competitive, yet culturally insensitive, can lead to rejection by the stakeholders and ultimately to one of the major reasons for CEO failure.

The Final Verdict

The insider-outsider debate boils down to the company’s specific context. Is it battling fierce competition or cruising on a wave of stability? Does it need a bold disruptor or a steady hand to navigate familiar territory? Ultimately, the ideal CEO is the one who aligns best with the organisation’s current battlefield, possessing the leadership qualities, industry expertise, and cultural fit to lead the company to victory.

The post Choosing the corner office tenant: Insiders vs outsiders in CEO succession appeared first on HR Katha.

The power of AI matchmaking

The journey towards AI-driven mobility is driven by a powerful combination of vision and pragmatism. “A key area where AI is making significant strides is its ability to leverage skills data to match employees with the right internal opportunities,” says Vivek Tripathi, VP-HR NewGen Software. Imagine a world where, similar to LinkedIn recommendations, internal talent platforms use AI to suggest ideal roles that perfectly align with an employee’s expertise and career aspirations.

“AI not only enhances the efficiency of talent acquisition but also allows us to optimise our workforce distribution across locations based on skill concentrations.”

Sriharsha Achar, CHRO, Star Health and Allied Insurance

Gone are the days of relying solely on resumes. By analysing digital footprints encompassing experiences, skills, and potential, organisations can make informed decisions about internal talent deployment and development. AI’s ability to sift through vast datasets can even unearth hidden gems within the organisation, pinpointing individuals with exactly the right competencies for specific roles – a game-changer for talent management.

“This not only enhances the efficiency of talent acquisition but also allows us to optimise our workforce distribution across locations based on skill concentrations,” emphasises Sriharsha Achar, CHRO, Star Health and Allied Insurance. The benefits are clear: a more efficient talent allocation system and a workforce strategically positioned to leverage its collective expertise.

Fairness, personalisation, and engagement

One of the most critical advantages of AI is its ability to combat bias, a persistent challenge in traditional talent management. “AI algorithms evaluate employees based on objective criteria, reducing the influence of subjectivity in decision-making,” explains Atul Mathur, EVP & Head-Learning and Development, Aditya Birla Capital. “This ensures opportunities are distributed fairly, fostering a more inclusive work environment where everyone has a shot at advancement.”

“A key area where AI is making significant strides is its ability to leverage skills data to match employees with the right internal opportunities.”

Vivek Tripathi, VP-HR NewGen Software

But AI’s impact goes beyond fairness. It personalises the employee experience, boosting engagement and satisfaction. Imagine using augmented reality (AR) platforms to take virtual tours of potential assignment locations, getting a first-hand feel for the work environment before making a decision. AI can even create tailored assessment scenarios, allowing candidates to showcase their problem-solving skills in simulated environments relevant to the target role.

A holistic approach

The impact of AI extends far beyond just recruitment and placement. “It facilitates smarter hiring decisions by leveraging data analytics to assess performance, skills, career aspirations, and preferences,” asserts Achar. This empowers internal recruiters to build targeted talent pools and match the right candidates with the right roles, optimising workforce utilisation from day one.

 

“AI algorithms evaluate employees based on objective criteria, reducing the influence of subjectivity in decision-making.”

Atul Mathur, EVP & Head-Learning and Development, Aditya Birla Capital

Furthermore, AI is intricately linked with learning and development. “Recognising that employees may not possess all the necessary skills for a role, AI algorithms recommend personalised learning pathways to bridge those skill gaps,” explains Mathur. This could include e-learning courses, instructor-led programmes, or other developmental opportunities tailored to the specific needs of the individual and the position they’re aiming for.

By promoting continuous learning and upskilling, AI-driven talent mobility enhances the overall capability and resilience of the organisation. It can also significantly reduce employee attrition by empowering employees to explore internal opportunities for growth. Mathur adds, “Employees often leave due to a lack of perceived growth prospects. AI-driven mobility helps retain top talent by providing visibility into internal opportunities and encouraging career development within the company.”

Breaking down silos

AI fosters collaboration between talent and hiring managers, breaking down the silos that can often impede internal mobility. By facilitating transparent communication and alignment on talent strategies, AI creates a win-win scenario for all stakeholders. Talent managers gain access to a wider pool of qualified candidates, while employees have a clearer path for career advancement, ensuring the organisation remains agile in a dynamic business landscape.

To harness the power of AI-driven mobility, companies are integrating AI capabilities into their HR information systems (HRIS). These comprehensive employee profiles empower talent managers to identify high-potential employees for targeted training and deployment in both current and future roles.

However, widespread adoption remains a challenge. As Tripathi points out, “Such implementations are still rare, primarily confined to forward-thinking organisations, particularly MNCs.” This underscores the nascent stage of AI adoption in internal talent mobility.

Cultural acceptance and behavioural change also pose hurdles. The human element remains crucial, with both candidates and organisations valuing the importance of personal connections. Overcoming this resistance will be pivotal to realising the full potential of AI-driven solutions.

The reality is that AI holds immense promise for the future of internal mobility, but its full integration will take time. As Tripathi aptly concludes, “There’s a lot of promise, but it’s still going to take some time before AI does all these things seamlessly. The future of internal mobility lies in leveraging the strengths of AI – objectivity, personalisation, and data-driven insights – while preserving the human touch that is fundamental to successful talent management. Striking this balance will allow organisations to unlock the true potential of their workforce and navigate the ever-changing talent landscape with agility and foresight.”

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From process to partnership

“HRBPs must adopt a systems thinking approach, understanding how changes in one area of HR can impact other parts of the organisation.”

Anil Mohanty, a senior HR leader

The HRBP as systems thinker

Technology as a catalyst

“By empathetically mediating and explaining the advantages of such changes, HRBPs can facilitate smoother transitions and integration across departments.”

Rishav Dev, head-TA, Century Plywoods

From functionary to architect: The HRBP transformation

The post The rise of the strategic HRBP: Architects of systemic change appeared first on HR Katha.

Vulnerability, in the context of leadership, is about authenticity and transparency. It’s about shedding the mask of invincibility and fostering an environment where open communication and shared experiences pave the way for trust and collaboration.

Take Satya Nadella’s transformation of Microsoft. Through his memoir ‘Hit Refresh,’ Nadella openly acknowledged the company’s shortcomings, fostering a culture of empathy and inclusivity. This shift mirrored Nadella’s emphasis on vulnerability, leading to a more collaborative and diverse workplace.

“When leaders create an environment where mistakes are viewed as opportunities for growth rather than shortcomings to be punished, employees feel more empowered to take initiative and develop their skills.”

P Dwarakanath, senior HR leader

“Failure and setbacks are not merely stumbling blocks but invaluable sources of learning and growth,” says Rajorshi Ganguli, president and global head-HR at Alkem Laboratories. “This candid acknowledgment of imperfection challenges the traditional notion of leadership as an unyielding facade of competence and infallibility.”

Leaders who embrace vulnerability create a safe space for diverse perspectives and constructive criticism. This openness fosters a culture of learning and innovation. As Ramesh Shankar, senior HR leader, explains, “far from being a liability, vulnerability can actually be a catalyst for growth within the organisation.”

“Failure and setbacks are not merely stumbling blocks but invaluable sources of learning and growth. This candid acknowledgment of imperfection challenges the traditional notion of leadership as an unyielding facade of competence and infallibility.”

Rajorshi Ganguli, president and global head-HR, Alkem Laboratories

When leaders admit their own fallibility and encourage others to do the same, it empowers employees to take risks and explore new ideas. This is evident in Netflix’s renowned corporate culture, outlined in the ‘Netflix Culture Deck.’ By emphasising vulnerability and transparency, Netflix co-founder Reed Hastings and former chief talent officer Patty McCord fostered a culture of ownership and innovation, where employees are empowered to make independent decisions and drive growth.

Vulnerability fosters empathy and authenticity. When leaders share their struggles and uncertainties, it humanizes them and builds trust within their teams. “When leaders demonstrate vulnerability, they invite authenticity and encourage open dialogue,” says Ganguli. “This strengthens the bonds of trust within their teams.”

“Far from being a liability, vulnerability can actually be a catalyst for growth within the organisation.”

 Ramesh Shankar, senior HR leader

A common misconception is that vulnerability undermines authority. However, in environments characterised by trust, vulnerability strengthens connections. Leaders who embrace their imperfections create a space where team members feel empowered to share theirs, fostering collaboration and collective problem-solving.

Another significant benefit of embracing vulnerability in leadership is the promotion of innovation. “When leaders demonstrate vulnerability by admitting their own fallibility and encouraging others to do the same, it creates a safe space for creativity and experimentation. In such an environment, employees are more likely to take risks, explore new ideas and challenge the status quo,” hails P Dwarakanath, senior HR leader.

Despite its benefits, embracing vulnerability isn’t without challenges. Leaders may fear being taken for granted or losing respect. Additionally, power dynamics can create an environment where vulnerability feels like a risk.

So how can leaders overcome these barriers?

The first step is recognising that vulnerability is a sign of strength, not weakness. “By acknowledging their limitations and embracing vulnerability, leaders set a powerful example for their teams and inspire others to do the same,” advises Ganguli.

Leaders must create a psychologically safe environment where open communication and risk-taking are encouraged. Clear communication and established boundaries are crucial. “These fears can be mitigated through clear communication and boundary setting,” explains Shankar. When boundaries are clear and respected, vulnerability becomes a tool for trust and collaboration.

Confident leaders who are secure in their abilities are more likely to embrace vulnerability. They understand that leadership is about creating an environment where everyone feels valued and empowered to contribute, not about having all the answers.

“When leaders create an environment where mistakes are viewed as opportunities for growth rather than shortcomings to be punished, employees feel more empowered to take initiative and develop their skills,” concludes Dwarakanath.

In conclusion, embracing vulnerability is not a sign of weakness; it’s the hallmark of a strong and authentic leader. By leading by example, fostering a safe space, and prioritising growth over perfection, leaders can unlock the full potential of their teams and organisations.

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“At Metropolis, we firmly believe that knowledge is the cornerstone of progress,” declares Ishita Medhekar, chief people officer, Metropolis Healthcare. “Shikshantar embodies this belief, steering our entire Learning and Development (L&D) strategy towards building a formidable knowledge pool.”

The journey begins with a structured cycle – identifying needs, executing plans, reviewing outcomes, and refining processes – a seamless flow that ensures continuous improvement. But what truly sets Shikshantar apart is its innovative blend of personalisation, sustainability, and a relentless pursuit of excellence.

“At Metropolis, we firmly believe that knowledge is the cornerstone of progress. Shikshantar embodies this belief, steering our entire Learning and Development (L&D) strategy towards building a formidable knowledge pool.”

Ishita Medhekar, chief people officer, Metropolis Healthcare

“Shikshantar is more than just a series of workshops; it’s a continuous journey of growth and evolution,” emphasises Medhekar. “By integrating learning into our everyday experiences, we’ve created a culture where knowledge isn’t just acquired — it’s lived.”

At the heart of this initiative lies the revolutionary concept of “70-20-10”: 70 percent on-the-job learning, 20 percent peer learning, and 10 percent formal training. This holistic approach ensures that learning isn’t confined to classrooms but permeates every aspect of work life. Moreover, the programme leverages internal Subject Matter Experts (SMEs) through Train the Trainer (TTT) initiatives, fostering a culture of knowledge sharing and sustainability.

“Our goal is to create a culture where every interaction is an opportunity to learn,” explains Medhekar. “Whether it’s a conversation with a colleague or a project presentation, every moment holds the potential for growth.”

A hallmark of Shikshantar is its relentless pursuit of excellence. Unlike traditional training programmes, Shikshantar doesn’t end with a single workshop; it evolves over time, with each intervention progressing through different versions. Starting from the basics, each programme matures gradually, ensuring that learning initiatives are not just one-time events but ongoing processes.

“Our aim is to create a culture where every individual is committed to continuous improvement,” asserts Medhekar. “By fostering a growth mindset and providing the necessary tools and support, we empower our employees to thrive in an ever-changing world.”

But the success of Shikshantar isn’t just measured in terms of individual growth; it’s about creating an inclusive and accessible learning environment for all. Through initiatives such as career helplines and structured career paths, Metropolis ensures that every employee has the opportunity to grow and thrive, regardless of their background or role.

Take Udaan, for instance — a programme designed to groom high-potential talent for critical roles within the organisation. Once identified, these employees are enrolled in academies tailored to their development needs. These academies serve as learning grounds where participants acquire the necessary skills for their future roles through assessments, feedback sessions, and hands-on experiences.

“Our primary objective is to fill 60 percent of internal positions with internal talent,” reveals Medhekar. “Achieving this target requires significant grooming, coaching, and guidance to prepare individuals for future roles.”

Beyond formal training programmes, Metropolis fosters a culture of continuous learning through initiatives such as cross-functional teams (CFTs). These teams bring together individuals from various functions to collaboratively solve specific business challenges, providing top talent with invaluable opportunities to broaden their skill sets and network with colleagues across the organisation.

Looking ahead, Metropolis aims to establish itself as an academic institution, nurturing future talent through partnerships with academic partners such as Delhi Skill and Entrepreneurship University. By establishing its own academy, Metropolis hopes to train and develop fresh talent for upcoming roles, ensuring a steady pipeline of skilled professionals for the future.

“As an organisation, our goal is not just to adapt to change but to drive it,” concludes Medhekar. “Through initiatives such as ShikshaAntar, we’re empowering our employees to embrace the future with confidence, knowing that they have the knowledge and skills to succeed.”

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2022 marked a pivotal year for Poonawalla Fincorp. The company embarked on a transformative journey, aiming to bridge the gap between ambitious organisational goals and employee aspirations. With a geographically dispersed workforce of 3,000, fostering a shared understanding of the company’s vision was paramount.

The Cornerstone of Trust

Transparency became the cornerstone of this transformation. Initiatives such as ‘My Branch My Pride’ and ‘Collaboration Meets’ fostered a culture of open communication and trust. Senior leaders were no longer distant figures; they were assigned accountability for specific branches, facilitating real-time problem-solving and strengthening relationships with employees on the ground. Regular collaboration meetings brought together key stakeholders from diverse functions, ensuring everyone was aligned on goals and collectively addressing challenges.

“We take pride in being an ESOP frontrunner, extending the opportunity even to junior team members. Our aim is to instil a sense of ownership and an entrepreneurial mindset at all levels.”

Smita Mitra, head-HR, Poonawalla Fincorp

To cultivate a culture of innovation and productivity, Poonawalla Fincorp implemented a two-pronged strategy. The LEAP program focused on targeted learning and development interventions to enhance employee skillsets. Underperforming employees were empowered, not ostracised. A pilot group participated in intensive workshops and mentoring, resulting in a significant uptick in performance. Additionally, data-driven capacity-planning exercises ensured the organisation had the right talent and resources aligned with evolving business needs.

Technology played a vital role as well. AMBER, an AI-powered employee engagement tool, facilitated a continuous feedback loop. Employees actively used the platform to voice concerns and provide suggestions. Business HR analysed this data to identify areas requiring targeted support, ensuring no issue went unnoticed.

Recognising and rewarding employee contributions was another crucial step. The company revamped its R&R framework to encompass all functions, not just sales teams. Branch-level awards, for instance, encouraged collective performance, leading to a surge in employee recognition. Engagement scores soared, consistently exceeding 85 per cent satisfaction – a testament to the impact of these initiatives.

Poonawalla Fincorp celebrates achievements beyond just numbers. Velocity, an annual event, whisks away top performers for a rejuvenating three-day trip. Quarterly and monthly celebrations mark milestones, recognising not just achievements but also tenure and retirements. Winners are lauded at both branch and corporate levels, with announcements across digital platforms to ensure widespread recognition. The company further invests in employee development by offering high performers the opportunity to pursue relevant courses, empowering them to constantly hone their skills. Regular town halls showcase employee achievements, with CXOs personally handing out awards, fostering a culture that thrives on appreciation and excellence.

Investing in growth: From within

Poonawalla Fincorp champions employee growth not just through external hiring but also by nurturing existing talent. Internal job postings (IJPs) on the company’s HRMS platform encourage employees to pursue career aspirations, be it a change in profile, location, or vertical/horizontal growth. A thorough evaluation process ensures a smooth transition and the right talent fit. This commitment to internal mobility has gained significant traction, with employees increasingly applying for IJPs. Poonawalla Fincorp is actively breaking away from a reliance on external talent acquisition, prioritising the growth and development of its existing workforce.

Poonawalla Fincorp’s commitment to employee centricity extends beyond career development. Pioneering initiatives such as Employee Stock Ownership Plans (ESOPs) empower employees at all levels to become stakeholders in the company’s success. While financial rewards are a tangible benefit, the broader objective is to cultivate an entrepreneurial spirit and a sense of ownership that permeates all levels of the organisation.

“We take pride in being an ESOP frontrunner, extending the opportunity even to junior team members,” says Smita Mitra, Head-HR, Poonawalla Fincorp. “Our aim is to instil a sense of ownership and an entrepreneurial mindset at all levels.”

 A culture of well-being and passion

Poonawalla Fincorp’s commitment to employee centricity extends far beyond just career advancement and financial rewards. Recognising the importance of work-life balance, the company offers structured leave policies and flexible work arrangements. Rostering systems for credit operations and branch staff accommodate fluctuations in workload, ensuring employees can manage personal commitments without compromising on their professional obligations.

But well-being goes beyond structured policies. Poonawalla Fincorp actively encourages employees to pursue their passions outside of work. The company established a unique initiative called “Passion Meets Purpose Intervention.” This programme empowers employee-led interest groups or clubs to organise various activities catering to diverse interests. From social responsibility initiatives and art to dance, music, and sports, these clubs provide a platform for employees to unwind and connect with colleagues who share their passions.

With allocated budgets from a dedicated committee, employees can disconnect from work during designated slots and engage in activities they’re truly passionate about. “This initiative aims to provide a balanced work environment by giving employees opportunities to disconnect from work and engage in activities they are passionate about during designated slots,” emphasises Mitra.

By fostering a culture that prioritises not just professional success but also personal well-being and the pursuit of passions, Poonawalla Fincorp has created a truly employee-centric workplace. This holistic approach has demonstrably yielded positive results, fostering a loyal, motivated, and high-performing workforce. In a competitive industry, Poonawalla Fincorp’s commitment to its people stands out as a differentiator, attracting and retaining top talent while propelling the organisation towards continued success.

The post How Poonawalla Fincorp fosters a culture of employee centricity appeared first on HR Katha.

While processes and infrastructure may have their limitations, the potential for optimisation in the people aspect is virtually boundless. Yet, it remains one of the most underutilised levers in maximising organisational performance.

Traditional productivity metrics, while valuable in assessing tangible outcomes, often falls short in capturing the essence of human performance. As noted by Emmanuel David, senior HR leader, “they are able to take care of the financial or quantitative part, but they often overlook factors related to human creativity, collaboration or innovation.” The relentless focus on individual key result areas (KRAs) fails to account for the collaborative and dynamic nature of modern work environments.

“Traditional productivity metrics, while valuable in assessing tangible outcomes, often falls short in capturing the essence of human performance. They are able to take care of the financial or quantitative part, but they often overlook factors related to human creativity, collaboration or innovation.”

Emmanuel David, senior HR leader

David shares an illuminating anecdote from a visit to the Indian Space Research Organisation (ISRO), underscoring the limitations of individual KRAs in fostering a mission-driven culture. When questioned about individual KRAs, the director emphasised, “To design and develop a rocket takes about 7-10 years, and success or failure is determined in 20 seconds.” Here, the focus shifted from individual metrics to a collective mission-driven approach, highlighting the need for a broader understanding of performance and transcending individual goals in pursuit of shared objectives.

So, what alternative metrics could complement or even surpass traditional measures? The answer lies in embracing a more comprehensive view of performance, one that encompasses not just outcomes but also processes and purpose.

“The evolving nature of work demands a more nuanced approach that acknowledges the qualitative contributions to productivity and performance,” emphasises Pankaj Lochan, CHRO, Navin Fluorine. In today’s dynamic and evolving landscape, where human capital takes centre stage, traditional metrics alone may not suffice as they fall short when it comes to capturing the qualitative aspects of human performance.

“The evolving nature of work demands a more nuanced approach that acknowledges the qualitative contributions to productivity and performance.”

Pankaj Lochan, CHRO, Navin Fluorine

Consider competency scores, for instance. By assessing factors such as managerial competency or employee skill levels, organisations gain insights beyond mere numerical outcomes. Investing in improving these competencies can yield substantial returns in terms of productivity and innovation.

Moreover, while conventional metrics primarily focus on lagging indicators—outcomes that have already occurred—there’s a growing need to emphasise leading indicators that address the underlying causes of performance. For instance, metrics related to skill levels, competency scores, employee satisfaction, innovation projects and conflict resolution can offer insights into the factors driving organisational success.

Additionally, process measures such as learning time, collaborative projects and corporate social responsibility (CSR) involvement offer insights into the human aspect of performance beyond mere productivity. “As the focus on sustainability and corporate social responsibility continues to grow, metrics related to ESG (Environmental, Social, and Governance) practices are becoming increasingly important. Organisations are being called upon to demonstrate their commitment to ethical business practices and social impact, and incorporating these metrics into performance evaluation processes is essential,” enunciates Praveen Purohit, deputy CHRO, Vedanta Resources.

“Organisations must strike a balance between the two, ensuring that both are given equal importance in driving organisational performance and fostering leadership development.”

Praveen Purohit, deputy CHRO, Vedanta Resources

Moreover, integrating meaning and purpose into performance evaluation aligns with the values of the modern workforce. “Millennials and Gen Z are increasingly seeking companies that resonate with their aspirations for creativity, innovation and societal impact. Organisations must adapt by fostering a culture that nurtures these values and aligns them with business objectives,” emphasises David.

However, challenges loom on the horizon, primarily stemming from entrenched mindsets among decision-makers. Bridging the gap between generations and garnering buy-in for alternative metrics requires concerted effort. Leaders must articulate the compelling case for change while highlighting the consequences of inaction.

Balancing quantitative metrics with qualitative contributions presents another hurdle. While conventional metrics offer tangible data, they often overlook intangible factors critical to performance. Hence, to strike a balance, organisations need to adopt a multifaceted approach.

This entails integrating conventional metrics with alternative indicators that reflect the complexities of human performance. Highlighting four key areas to consider, Lochan points out:

First, a manager’s performance can be evaluated not just based on conventional metrics such as numbers per hour but also on qualitative aspects such as team compatibility, cohesion and conflict resolution within the team.

Effective communication channels and grievance redressal mechanisms contribute significantly to organisational performance and should be given due consideration.

The reward and recognition system should be based on a scientific evaluation of individual contributions rather than a quota-based approach, ensuring fairness and motivation.

Lastly, investing in employee training and development not only enhances skills but also demonstrates the organisation’s commitment to its employees, fostering higher engagement and loyalty. “These four aspects, when integrated alongside traditional performance metrics, offer a more holistic view of organisational effectiveness and employee well-being,” emphasises Lochan.

While quantitative metrics provide tangible measures of success, qualitative metrics offer insights into the human aspects of performance that drive long-term success and sustainability. Hence, as Purohit puts it, “Organisations must strike a balance between the two, ensuring that both are given equal importance in driving organisational performance and fostering leadership development. By embracing this holistic approach, organisations can cultivate high-quality talent, strengthen succession planning and drive sustainable growth in today’s dynamic business environment.”

“When there’s a clear alignment with higher purposes and broader societal impacts, individuals tend to exhibit behaviours conducive to achieving those goals,” asserts David. During appraisal periods, the focus typically lies on outcome measures alone. However, incorporating process measures can offer valuable insights. For instance, tracking time spent on learning, involvement in collaborative projects, or engagement in corporate social responsibility (CSR) activities can highlight areas where human discretion and initiative play a significant role.

As human performance takes centre stage, traditional metrics alone may no longer suffice. By integrating meaning and purpose alongside productivity and business outcomes, organisations can create a more meaningful work environment.

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Now, the dilemma is that the HR department at the enterprise is confused between maintaining the monitoring system and modifying it.

Option 1: One option is to maintain the system as it is. The company believes that the system is necessary to ensure productivity and protect confidential data. The cons are that it raises concerns about employees’ privacy and trust, and this could lead to increased stress and anxiety among employees.

Option 2: To re-evaluate and modify the monitoring system, and make alterations to address employee concerns. This may involve reducing the extent of monitoring or implementing strict privacy protections. This could demonstrate the company’s commitment to employee wellbeing and privacy, and it may also improve employee morale and reduce their turnover. But the cons are that it could potentially compromise data security and may require additional resources for system modifications.

A Thiru, C-Suite HR professional

Trust begets trust. The term ‘employee monitoring’ itself needs to be removed from the HR dictionary as we have come along way and are now taking the next step towards humanising the workplace. No doubt, confidential information of the company needs to be protected, but in doing so, there is no point in monitoring employees with a suspicious motive.

Trust first, unless proved wrong twice, giving benefit of doubt for the first mistake (except in cases involving integrity and sexual harassment) made, so that employees take risks and assume more and more responsibilities. Employee productivity can’t be improved by imposing more and more systems and monitoring them at work. It can be improved by simplifying the processes to reduce stress and strain and giving employees more freedom to experiment.

Therefore, a fine balance of integration of technology and upholding trustworthiness of management and employees as a core value alone can pave the way for a better tomorrow for survival and growth.

Vivek Tripathi, VP-HR, NewGen Software

The key idea here is that, overall, there must be a high level of trust between employees and their managers or between employees and the company. Any solution that undermines this trust in the medium or long term may not be the optimal choice. It is crucial to address employee concerns because a perception of mistrust from the company can lead to various detrimental consequences. If employees believe that the company lacks trust in them, it can result in significant downsides.

While there is a minimal one per cent risk that an employee may engage in activities such as sharing information externally, disclosing confidential data, or breaching security protocols, the majority of employees do not partake in such actions. Implementing a system that treats everyone as a potential wrongdoer is not an advisable approach. The primary objective is to draw out the best from employees, and employ a system that conveys a lack of trust can be counterproductive.

Hence, it’s important to establish clear expectations regarding ethical behaviour, emphasising the prohibition of disclosing company information. It is reasonable to inform employees about the company’s right to conduct periodic audits or checks, and while trust is extended, severe consequences will follow any breach. Striking a balance between ensuring security and respecting employees’ integrity is crucial to maintain a positive work environment.

Ravi Kumar, CPO, Page Industries

I believe the second option is the preferable choice. This process may entail scaling back monitoring measures or implementing robust privacy safeguards. However, opting for this approach reflects a commitment to listening to and understanding the concerns of employees. By taking responsive action, the company demonstrates a willingness to strike a balance between enhancing productivity and respecting employee perspectives. While the issue of data security is acknowledged, it can be effectively managed through the allocation of additional resources or the acquisition of supplementary software solutions.

Ultimately, this decision is not just about addressing immediate concerns but also about laying the groundwork for a sustainable and harmonious work environment in the long run. It reflects a comprehensive approach that prioritises both employee satisfaction and the company’s operational efficiency.

This article first appeared in the HRKatha magazine.

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Beyond the black box

Unlike traditional reactive approaches to hiring, Harness.io champions a forward-looking strategy. Luan Lam, Harness.io’s Chief People Officer, emphasises a systematic approach: “We meticulously forecast future needs, factoring in interview times and market fluctuations, particularly in the dynamic Indian market.” This granular planning ensures a seamless recruitment experience, attracting top talent from India’s burgeoning tech hub.

The internship forge

Harness.io boasts a unique internship programme specifically tailored for the Indian market. This initiative isn’t just about filling temporary roles; it’s about nurturing future leaders. With an impressive 80 per cent conversion rate, the programme successfully integrates fresh graduates into the company, fostering a loyal pipeline of talent invested in the company’s trajectory.

“We meticulously forecast future needs, factoring in interview times and market fluctuations, particularly in the dynamic Indian market.”

Luan Lam, chief people officer, Harness.io

The antidote to job-hopping jitters

Despite India’s abundant talent pool, securing skilled individuals remains a challenge. Lam acknowledges, “Competition is fierce, and job-hopping anxieties can hinder movement.” To address this, Harness prioritises transparency. By clearly articulating the company’s mission, values, and growth prospects during the initial interview, they not only address candidate concerns but also ensure a strong cultural fit—a cornerstone for long-term success. This ‘sell versus buy first’ model prioritises mutual understanding, fostering a strong foundation for long-term success.

Streamlining the journey

Transparency extends beyond the initial interview. The entire process emphasises clear communication and setting realistic expectations. Harness actively listens to understand candidate aspirations and concerns, creating a two-way dialogue that ensures a smooth transition from initial contact to onboarding.

Onboarding goes beyond generic presentations. Tailored training programmes equip new hires with the skills necessary to excel in their roles. For instance, the recruiting team undergoes a boot camp, honing their skills through practical exercises and shadowing senior recruiters. This investment in continuous learning ensures a seamless integration and sets the stage for long-term success.

Metrics for talent optimisation

Harness.io leverages data analytics to optimise its talent acquisition strategy. Metrics play a crucial role, from headcount planning to measuring recruiter performance. Detailed analysis of attrition rates, team productivity, and projected growth allows for informed resource allocation and ensures the company is constantly adapting to market trends. This data-driven approach has yielded impressive results, with Harness.io boasting an offer acceptance rate of 79 per cent, significantly exceeding industry averages.

Building a culture of excellence

Recruitment isn’t just about filling positions; it’s about fostering a thriving culture. Harness.io seeks individuals who not only possess the necessary skills but also embody the company’s core values, such as a commitment to continuous improvement and a fearless approach to challenges. By prioritising cultural fit, the company ensures new hires seamlessly integrate and contribute fresh perspectives to the dynamic work environment.

Retention through investment

Retaining top talent is a strategic imperative. Harness.io fosters a culture of transparency and recognition, with programmes dedicated to employee development and career growth. Diversity and inclusion are paramount, with initiatives like the ‘Women in Tech’ committee and unconscious bias training actively promoting an inclusive environment. Additionally, the company prioritises internal career mobility, with a significant number of first-time managers being promoted from within.

Harness.io isn’t merely building a workforce; it’s building a community. By prioritising transparency, communication, and investment in its people, the company has cultivated a thriving ecosystem where exceptional talent can flourish. This unwavering commitment to fostering a culture of innovation and growth positions Harness.io not only to attract top talent but also retain them, ensuring continued success in the years to come.

The post Harness.io: Cultivating a talent powerhouse in the tech crucible appeared first on HR Katha.

Roche, a leading healthcare company, has embraced this new vision with its transformative ‘Digital Center of Excellence’ in Pune, India.  This isn’t just an office; it’s a testament to Roche’s commitment to employee well-being, meticulously crafted to support mental and physical health in a dynamic and engaging environment.

Pre-pandemic offices were primarily designed for productivity, often overlooking the importance of mental well-being.  Roche’s Pune office breaks the mould.  “The pandemic underscored the need for a workspace that caters to the diverse needs of our employees,” says Raja Jamalamadaka, managing director, Roche Information Solutions India.  “We designed a space that fosters not just collaboration, but also well-being.”

Gone are the rows of identical conference rooms.  The Pune office boasts 17 unique meeting spaces, catering to various working styles and mental states.  “These are 17 distinct spaces,” says Jamalamadaka, “ranging from areas for active collaboration to quiet focus rooms with adjustable features to minimise distractions.”

“The pandemic underscored the need for a workspace that caters to the diverse needs of our employees. We designed a space that fosters not just collaboration, but also well-being.”

Raja Jamalamadaka, managing director, Roche Information Solutions India

“We have areas for active collaboration, quiet contemplation, and everything in between,” explains Jamalamadaka.  “Individuals seeking focused work can retreat to secluded areas with adjustable features to minimise distractions and enhance concentration.”

A centre for community and connection

The heart of the Pune office is a central atrium, a vibrant space brimming with life.  Drawing inspiration from Indian culture, it serves as a central gathering point, fostering a sense of community and belonging.

“Here, you’ll find coffee stations, community clubs for music and art enthusiasts, and even a Toastmasters club to hone communication skills,” reveals Jamalamadaka.  Smaller team collaboration areas branch out from the atrium, allowing for focused work while maintaining a connection to the larger community.

The Pune office prioritises flexibility and customisation.  Lighting, temperature, seating arrangements, and even the view can be adjusted to suit individual preferences.  “We have ‘Focus Rooms’ designed for different personality types,” says Jamalamadaka.  “Extroverts might prefer a space with a view, while introverts can find solace in a more secluded environment.”

Employee well-being extends beyond ergonomics and adjustable workstations.  The Pune office offers massage chairs, prayer rooms, and a soon-to-be-launched CRESH facility – a childcare space allowing employees to keep their children nearby without disruption.  Recognising the link between physical and mental health, the campus features a multi-purpose zone for yoga, Zumba, and meditation sessions.  A dedicated doctor-on-call provides support for mental health concerns, while plans are underway to offer access to a wider range of healthcare professionals throughout the year.

Technology for a seamless experience

Technology plays a vital role at the Pune office.  Smart meeting scheduling tools incorporate brief meditation sessions before and after meetings, allowing employees to manage their well-being amidst demanding schedules.  Data-driven analytics tools help employees monitor their physical health, contributing to a holistic approach to well-being.

The Pune office is designed with the future in mind.  Approximately 25 per cent of the space can be modified without extensive construction, thanks to retractable walls and agile furniture on wheels.  A dedicated ‘100 per cent agile’ space allows for complete reconfiguration, ensuring the office can adapt to evolving work styles and needs.

“Our goal is to create an environment where everyone feels valued, supported, and empowered to thrive,” concludes Jamalamadaka.  The Pune office embodies this vision, offering a blueprint for workplaces that prioritise not just productivity, but also the holistic well-being of their employees.  By fostering a sense of community, flexibility, and personalised well-being support, Roche is creating a space where employees can excel, both personally and professionally.

The post Roche reimagines the office: A wellness oasis for the digital age appeared first on HR Katha.

Rewriting the script: The T2V philosophy

Unlike traditional programmes that chase elusive “high-potential” individuals, Allcargo’s T2V (Talent to Value) flips the script entirely. “We start by identifying the 200 mission-critical roles within the organisation,” explains Indrani Chatterjee, the strategic architect behind this innovative approach. The focus here isn’t on finding the “perfect” people, but on maximising the value each role delivers to the company. It’s about ensuring the right talent is in the right place, at the right time, to drive maximum impact.

“It’s a transformative journey, where participants undergo a meticulously designed induction and are exposed to the diverse facets of our organisation through rotations and real-time projects.”

Indrani Chatterjee, G-CHRO, Allcargo Group

The framework then assesses whether these key roles are filled by individuals with the necessary skills and potential. If there’s a gap, the T2V framework triggers the development of targeted programmes to bridge it. External hiring is used strategically as a complement, ensuring a well-rounded talent pool brimming with diverse strengths.

Velocity: Injecting fresh blood into the system

Recognising the need for agility and fresh perspectives, Allcargo launched Velocity – a programme designed to attract and groom the brightest young minds. These ‘Velocity graduates’ aren’t just new hires; they’re future leaders in the making.

Following the 70-20-10 learning philosophy, Velocity prioritises on-the-job experience as the launchpad for growth. This is supplemented by insightful mentorship and minimal classroom training. “It’s a transformative journey,” emphasises Chatterjee. “Participants undergo a meticulously designed induction and are exposed to the diverse facets of our organisation through rotations and real-time projects.”

Gone are the days of siloed departments and information hoarding. Velocity participants rotate across various functions, working on live projects and collaborating with a diverse range of stakeholders, including senior leaders. This immersive experience ensures they gain a holistic understanding of the organisation and how its intricate parts work together.

Building the pipeline: Campus connect

Allcargo’s talent development strategy extends far beyond Velocity. Programmes such as ‘Aarambh’ target students from tier-2 and 3 colleges, fostering a rich and diverse talent pipeline. Similar to Velocity, Aarambh utilises project-based learning and provides ongoing feedback through regular assessments and leaderboards. This approach keeps the learning process dynamic and engaging.

Mentorship also plays a vital role in nurturing young talent. A dedicated group of senior leaders, project managers, and managing directors act as guides and supporters throughout the trainees’ journeys. ‘Shadow stints’ are an integral part of the programme, allowing students to observe leaders in action and gain invaluable insights into organisational processes. It’s a masterclass in leadership by osmosis.

Accelerate: Propelling high-potential talent

Another successful campus initiative is ‘Accelerate’, a structured programme designed to fast-track the development of management trainees (MTs). Over a year, MTs rotate across various functions, gaining exposure to the nitty-gritty of distribution operations, the intricacies of business development, and the essential support functions that keep the organisation running smoothly. Subject-matter experts act as mentors, fostering a culture of ‘entrepreneurship with a purpose’ – a core Allcargo value.

The latter half of the programme propels MTs into independent roles with real-world projects. This allows them to apply their learnings in a practical setting, grapple with complexities, and develop the problem-solving skills necessary for future leadership. Regular reviews ensure ongoing feedback and development. But Accelerate goes beyond technical skills. The programme also emphasises leadership qualities and strategic thinking, equipping MTs to become well-rounded future leaders who can navigate the ever-evolving logistics landscape with confidence.

A glimpse into the future: Building a talent powerhouse

As Allcargo navigates the future, talent management remains at the forefront. “We’re establishing an internal talent marketplace, introducing talent review boards, and facilitating increased interaction between top talent and the leadership team,” reveals Chatterjee.

By nurturing talent through innovative programmes such as T2V, Velocity, Aarambh, and Accelerate, Allcargo isn’t just building a skilled workforce; they’re building a future-proof organisation poised for continued success. In a competitive landscape that demands constant innovation, Allcargo’s commitment to developing its people is a strategic differentiator. This focus on talent management ensures they have a pipeline of future leaders equipped with the skills and agility to thrive in the ever-evolving logistics industry, ready to steer Allcargo towards a future filled with growth and innovation.

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However, fear not! By wielding a combination of strategy, collaboration, and self-awareness, one can vanquish these time-sucks and reclaim one’s productivity.

One tactic involves injecting a dash of friendly competition into the mix. “Team up with a colleague facing similar tasks,” suggests Tanaya Misra, VP-HR, Endo International. “Transform the monotony into a race to see who can create the most impactful presentation or finish a report first.” This approach not only boosts efficiency but also fosters camaraderie.

Technology can be a powerful ally in the fight against vampire tasks. Leverage pre-made templates and keyboard shortcuts to streamline repetitive processes. Mastering a few shortcuts in spreadsheet programs like Excel can shave off significant time from data entry or report generation.

“Team up with a colleague facing similar tasks. Transform the monotony into a race to see who can create the most impactful presentation or finish a report first.”

Tanaya Misra, VP-HR, Endo International

But efficiency isn’t just about speed. “Scrutinise your daily tasks,” advises Pallavi Poddar, CHRO, Fenesta Windows. “Identify areas for process optimisation or elimination altogether. Shed the burden of mundane tasks and focus on activities that truly contribute to organisational goals.”

Effective task management hinges on clear communication. Don’t be afraid to voice concerns about repetitive tasks and advocate for streamlining processes. Articulate the value you bring beyond these chores, and collaborate with managers to shift focus towards impactful contributions.

Here’s a powerful mantra for managing vampire tasks: Delegate, Delete, Digitise. Poddar emphasises, “Assess tasks to see if they can be delegated or streamlined to minimise duplication of effort.” Eliminate redundant tasks that no longer serve a purpose. Embrace technology – explore automation tools and digital solutions that can drastically reduce manual labour.

Positive reinforcement can also be a weapon in your arsenal. Reward yourself for completing these tasks, whether it’s a small snack break or a well-deserved walk around the block. By associating vampire tasks with a positive outcome, you can create a mental loop that makes them more manageable.

“Scrutinise your daily tasks. Identify areas for process optimisation or elimination altogether. Shed the burden of mundane tasks and focus on activities that truly contribute to organisational goals.”

Pallavi Poddar, CHRO, Fenesta Windows

Finally, conquer large tasks by dividing them into smaller, more manageable chunks. Delegate aspects to colleagues with the necessary expertise, allowing everyone to work to their strengths. This “divide and conquer” approach ensures each component receives the attention it deserves while expediting completion.

Remember, vampire tasks are most effectively vanquished when you understand the bigger picture. “Align your efforts with broader organisational objectives,” suggests Poddar. “Recognise how your contributions fit into the overall strategy. This empowers you to prioritise tasks that drive meaningful outcomes and relegate mundane chores to a secondary role.”

Effective leadership also plays a crucial role. Managers who clearly articulate organisational goals and empower employees to understand their contribution foster a sense of purpose and accountability. Guidance on task prioritisation is key. When leaders see teams bogged down in non-essential tasks, they should intervene by highlighting the importance of strategic projects and realigning focus. Collaboration is essential – work with your team to identify key priorities and develop a roadmap for allocating resources effectively.

Encouraging a culture of continuous improvement empowers employees to identify and eliminate inefficiencies. Leaders should also create a safe space for open communication, where employees feel comfortable expressing concerns and declining tasks that don’t align with their priorities.

So, the next time one faces a mountain of vampire tasks, they needn’t despair. They can equip themselves with these strategies, harness the power of collaboration, and watch their productivity soar. Remember, with a little planning and self-awareness, one can slay the time-sucks and reclaim one’s focus in the battle against the workplace grind.

The post Strategies for conquering workplace ‘Vampire Tasks’ appeared first on HR Katha.

In a world tilted towards men, their allyship is the missing piece. True allies go beyond quotas and empty gestures. They’re champions for collective progress, willing to challenge the status quo.

As Shailesh Singh, CPO, Max Life Insurance, puts it, “It’s about active sponsorship – believing in a woman’s potential and advocating for her like you would for your own.” This sponsorship, often seen at senior levels, needs a groundswell of support from men at all rungs of the corporate ladder.

The current system inherently favours men. Unless men acknowledge this imbalance and become active agents of change, progress will be glacial. Male allies can amplify women’s voices, advocate for their rightful promotions, and dismantle ingrained biases.

“They bring a fresh perspective and influence,” says Suchismita Burman, a senior HR leader, “often holding positions of power where change is most impactful.” Their genuine advocacy is the wind propelling the sails of gender equality.

“It’s about active sponsorship – believing in a woman’s potential and advocating for her like you would for your own.”

Shailesh Singh, CPO, Max Life Insurance

But advocacy is just the tip of the iceberg.  Male allies can champion the undeniable business case for diversity.  “It’s not about ticking boxes,” explains Kinjal Choudhary, CHRO, Cadila. “A diverse workforce strengthens the bottom line. Our customers are a kaleidoscope, and our workforce should reflect that to truly understand and serve them.”

Overcoming unconscious bias is another battleground. Stereotypes such as women prioritising work-life balance more than men are deeply embedded. Male allies can dismantle these biases, especially those they might unknowingly perpetuate. Additionally, men and women often have different career trajectories.  “Women often feel the pressure to prove themselves exceptional for leadership roles,” observes Burman. Male allies can offer a different viewpoint, advocate for their qualifications, and help women overcome self-doubt.

“Male allies bring a fresh perspective and influence often holding positions of power where change is most impactful. Their genuine advocacy is the wind propelling the sails of gender equality.”

Suchismita Burman, a senior HR leader

Language too is a weapon in this fight. Replacing gendered terms such as ‘manpower’ with neutral alternatives such as ‘workforce’ chips away at unconscious bias. Acknowledging the unique challenges women face, such as balancing childcare, fosters a more supportive environment.

Empowering women is equally crucial.  “Women need to believe in themselves, continuously learn, and strive relentlessly,” says Singh. By shattering societal expectations and showcasing their capabilities, women redefine perceptions and pave the way for future generations.

“A diverse workforce strengthens the bottom line. Our customers are a kaleidoscope, and our workforce should reflect that to truly understand and serve them.”

Kinjal Choudhary, CHRO, Cadila

Becoming an effective ally requires introspection. “Male allies must be sensitive to non-verbal cues to understand power dynamics,” suggests Burman. Recognising their own position and how it influences interactions with women is vital.

Organisations must be the wave that lifts all boats.  Diversity targets need a clear rationale that goes beyond just financial performance. They should showcase how inclusion fosters innovation and creativity. Employee support groups and Gender Equality and Inclusion (GEI) campaigns can equip men to become allies.  These initiatives should go beyond awareness training and provide practical tools and strategies for everyday interactions.

Finally, framing male allyship as a core leadership competency elevates its importance. When viewed as architects of change, bridge-builders, and catalysts for progress, organisations unlock the full potential of their workforce and create a more equitable future for all.

The impact of male allyship creates ripples far beyond individual career advancement.  Studies show companies with diverse leadership teams outperform industry norms.  Gender diversity isn’t just a social good; it’s a smart business strategy.

Furthermore, male allyship fosters a more positive and inclusive work environment for everyone.  When employees feel valued and respected, regardless of gender or background, they’re more engaged, productive, and innovative.  This domino effect attracts and retains top talent, creating a virtuous cycle of success.

In conclusion, male allyship is more than just mentorship. It’s a tidal wave of change, creating a more equitable and successful workplace for all. By harnessing the combined power of male and female voices, organisations can ride this wave and reach their full potential in the ever-changing global landscape.

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While social media has long been a platform for sharing experiences, from fashion trends to political movements, QuitTok marks a new chapter in workplace discourse. Employees are using platforms like TikTok to candidly express frustrations and shed light on their work experiences, often through covert recordings or post-resignation reflections.

“These videos provide a window into employee experiences. HR professionals should view QuitTok content as valuable feedback that can inform improvement strategies.”

Anil Mohanty, a senior HR practitioner

This trend stems from a fundamental human trait: the inclination to share negative experiences more readily than positive ones. Negativity garners attention and sparks reactions, unlike positive experiences that often go unnoticed.

The ripple effect of QuitTok

QuitTok’s impact extends far beyond internal squabbles. Public displays of discontent can significantly tarnish an organisation’s reputation, erode investor confidence, and damage brand value. Recruitment efforts can also suffer, as potential hires may be discouraged by the negativity. Business development can even be hampered, with customers questioning the organisation’s treatment of employees.

However, amidst the potential reputational risks lies an unexpected opportunity. QuitTok videos, when approached constructively, can offer valuable insights into employee perspectives. “These videos provide a window into employee experiences,” says Anil Mohanty, a senior HR practitioner. “HR professionals should view QuitTok content as valuable feedback that can inform improvement strategies.”

“Leadership plays a crucial role in setting the tone. Coaching leaders to motivate employees and proactively address concerns is essential.”

Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp

Turning the tide

QuitTok reflects a growing demand for transparency and accountability in the workplace. By addressing underlying issues and fostering open communication, organisations can transform QuitTok from a challenge into a catalyst for positive change.

“HR must cultivate an environment where employees feel comfortable sharing their honest experiences,” emphasises Manish Majumdar, head-HR, Centum Electronics. While actionable solutions aren’t always feasible, voicing concerns allows HR to signal the need for intervention to management.

Creating a safe and inclusive work environment is paramount. Institutions offering employee support and clear grievance redressal mechanisms can curb the urge for public venting. Employees should feel empowered to address concerns with managers, not social media.

Moving beyond damage control

Effective HR goes beyond merely addressing grievances – it’s about fostering a positive and motivating work environment. Leadership plays a crucial role in setting the tone. “Coaching leaders to motivate employees and proactively address concerns is essential,” says Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp.

“Employee branding goes beyond social media portrayal. An organisation projecting itself as caring should reflect that value in every interaction, not just online.

Manish Majumdar, head-HR, Centum Electronics

Proactive intervention and a supportive work environment can prevent situations where employees feel compelled to take their frustrations public. Implementing robust employee retention and grievance handling mechanisms is key.

Equipping managers with effective people-management skills is crucial for building a supportive environment. Simultaneously, organisations should invest in crafting a strong employer brand. “Employee branding goes beyond social media portrayal,” emphasises Majumdar. An organisation projecting itself as caring should reflect that value in every interaction, not just online.

Listening, learning, and evolving

While negative online content can undoubtedly impact reputation, Majumdar believes the impact may be temporary. Platforms such as Glassdoor already offer avenues for employee sentiment expression. The challenge lies in capturing the authenticity of concerns expressed across various channels. QuitTok may be a venting space for some, while others might consider it frivolous. This underscores the importance of devising internal measures to address concerns before they escalate.

Technology-driven platforms can play a significant role in fostering internal communication and recognition. Platforms allowing employees to appreciate each other’s contributions and communicate openly can cultivate a culture of transparency and belonging.

In conclusion, QuitTok reflects a growing demand for transparency. By embracing QuitTok as an opportunity to listen, learn, and evolve, organisations can turn public resignation into a catalyst for positive change.

The post The QuitTok conundrum: Can public resignation be a force for good? appeared first on HR Katha.

In the heart of Orion’s bustling workspace, amidst the hum of keyboards and the glow of monitors, lies a culture of learning unlike any other. Here, knowledge isn’t just shared; it’s celebrated. And at the forefront of this cultural shift is Orion’s groundbreaking IT training programme.

From the moment a new recruit steps through Orion’s doors, they are immersed in a learning-centric environment. Within their first month, newcomers undergo an orientation that elucidates the significance of prioritising learning and illustrates how it operates within Orion’s ecosystem.

“Approximately 80-90 per cent of our learning content is developed in-house, tailored to our organisation’s specific needs and objectives. External subject-matter experts are brought in for specialised topics where in-house knowledge might be limited.”

Arun Paul, head-HR, Orion Innovation, India

“This coaching dynamic isn’t restricted by organisational hierarchy; individuals across different levels exchange knowledge and skills in a reciprocal manner,” reveals Arun Paul, head-HR, Orion Innovation, India. “This egalitarian approach fosters a collaborative learning culture, anchoring our commitment to continuous improvement.”

To adapt to the changing dynamics of work, Orion has transitioned much of its training content to virtual platforms, with approximately 60 to 70 percent of learning delivered online. Popular platforms like LinkedIn and Udemy provide a diverse array of courses, while Orion-specific content is accessible through their Learning Management System (LMS), enabling employees to engage with material at their own pace.

“We also offer Orion-specific content covering technology, domain knowledge and specialised processes, which include pre-recorded lectures and instructional videos. These are accessible through our Learning Management System (LMS), enabling learners to engage with the material at their own pace,” points out Paul.

Recognising the importance of industry certifications, Orion supports employees in pursuing relevant certifications from OEMs such as Adobe, Java, and Microsoft Azure. Additionally, the company harnesses internal expertise by enlisting employees to serve as volunteer trainers, conducting sessions on specialised topics.

“Approximately 80-90 per cent of our learning content is developed in-house, tailored to our organisation’s specific needs and objectives,” asserts Paul. “External subject-matter experts are brought in for specialised topics where in-house knowledge might be limited.”

A data-driven approach is employed to customise the learning journey for each employee. Job descriptions outline key skill sets required for proficiency, forming the basis for individual skill assessments. Quarterly training needs assessments further identify knowledge gaps within teams and individuals, ensuring that training efforts are targeted and effective.

“Evaluating the success of our learning initiatives involves more than just tracking hours spent in training,” emphasises Paul. “Each Orion employee is expected to dedicate 100 hours annually to learning—a benchmark that exceeds industry standards.”

Certain training programmes, such as AI and Gen AI training, are deemed mandatory for all employees to equip them with essential knowledge and skills for their roles. Feedback mechanisms, including online feedback tools and pre- and post-training assessments, allow Orion to continuously evaluate the effectiveness of its training initiatives and make necessary adjustments.

“After each programme, participants are required to provide feedback through our online tool, integrated into our Learning Management System (LMS). This feedback is mandatory for the completion of training hours,” points out Paul.

But the support doesn’t end with training. Orion assists participants in integrating newly acquired knowledge into their daily tasks, employing strategies such as innovation centres that facilitate Proof-of-Concepts (POCs) and company-wide hackathons. These platforms provide opportunities for employees to apply their learning in practical scenarios, ensuring that their proficiency remains sharp.

By prioritising continuous learning, offering diverse opportunities for skill development, and integrating feedback mechanisms, Orion empowers its employees to stay at the forefront of technological advancements while fostering a culture of growth and innovation.

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The Steve Jobs factor

Companies such as Apple, under the leadership of Steve Jobs, embraced a culture of autonomy. He famously believed in hiring ‘A-players’ and then trusting them to get the job done. This approach fostered a sense of ownership and unleashed a torrent of creativity, leading to groundbreaking products such as the iPod and iPhone. However, it’s important to remember that autonomy thrives within a clear vision and strategic framework. Even Jobs, known for his freewheeling approach, understood the importance of setting boundaries and holding his team accountable for delivering exceptional results.

“When employees feel like they truly own their work, engagement and motivation surge.  This translates into a goldmine of innovation. Empowered employees actively seek creative solutions, turning challenges into opportunities.”

Udbhav Ganjoo, HR head, Viatris

The ownership advantage

The power of autonomy is undeniable. When employees feel like they truly own their work, engagement and motivation surge. Udbhav Ganjoo, HR head, Viatris, puts it bluntly: “This translates into a goldmine of innovation. Empowered employees actively seek creative solutions, turning challenges into opportunities.” The recent pandemic further cemented the value of autonomy. Flexible work arrangements, a key facet of it, became a top priority for employees.

Beyond flexibility, autonomy fosters trust and job satisfaction. It sends a clear message: you’re valued and appreciated. This, in turn, fosters a collaborative environment where ideas flow freely and collective goals become a shared mission.

The tightrope wobbles

However, Peter Drucker’s wisdom rings true: “Without commitment, there are only promises and hopes; but no plans.” While autonomy empowers, it’s not without its challenges. Unclear expectations or inconsistent application can breed frustration. Imagine a situation where some employees enjoy more freedom than others – a recipe for resentment and a sense of unfairness.

“Leaders who establish clear boundaries and foster a culture of respect for those boundaries see a natural adherence. Everyone understands what’s expected and what’s off-limits.”

Ramesh Shankar, a senior HR leader

The absence of clear guidelines can exacerbate these issues. “Uncertain goals and expectations hinder productivity,” emphasises Ganjoo. This ambiguity can be particularly detrimental in situations with complete autonomy. Accountability becomes murky, conflicts might arise during teamwork, and ownership for project success can become diluted.

Finding the sweet spot

So, how do organisations achieve the perfect balance between autonomy and control? Visionary leadership is the key, according to Satyajit Mohanty, HR head, Dabur India. “Leaders who can navigate the complexities of the market, whether through centralised or decentralised frameworks, set the operational philosophy for the organisation.”
The competitive landscape also plays a part. “Adaptability to market forces and identifying local threats often dictate the effectiveness of centralised versus decentralised models,” believes Mohanty.

The art of delegation

Effective leadership is paramount in navigating the complexities of autonomy. “Leaders who establish clear boundaries and foster a culture of respect for those boundaries see a natural adherence,” explains Ramesh Shankar, a senior HR leader. “Everyone understands what’s expected and what’s off-limits.”

“Adaptability to market forces and identifying local threats often dictate the effectiveness of centralised versus decentralised models,”

Satyajit Mohanty, HR head, Dabur India

Shankar offers a relatable analogy: “It’s like driving on a road. We know to stay on the left, overtake on the right, stop at signals, and maintain speed limits. Crossing these boundaries leads to penalties.”

Leaders must also provide ongoing support and feedback while holding employees accountable. This balance of freedom and responsibility creates a culture where employees understand the consequences of their choices and are motivated to uphold organisational standards.

As Shankar concludes, “Empowering employees requires clear guidelines, like setting the rules before a game. Once established, effective leaders empower their teams to perform at their best within the agreed-upon framework. But just like in a game, violating the rules leads to consequences.”

Employee autonomy presents a golden opportunity to unlock innovation and engagement. However, achieving the optimal balance requires a thoughtful approach, with strong leadership acting as the bridge between empowerment and control. By striking the goldilocks zone of autonomy, organisations can cultivate a thriving workforce that is both empowered and accountable.

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Genpact’s commitment extends beyond simply filling open positions. The programme, meticulously designed for a 12-month duration, focuses on building a well-rounded skillset. While technical training is crucial, the programme emphasises core pillars such as communication, leadership, and time management, as shared with HRKatha by Ritu Bhatia, global hiring leader & SVP-HR, Genpact. “Our programme isn’t just about temporary skills for specific jobs; it’s about instilling life lessons valuable for long-term professional growth,” she explains. This focus on soft skills ensures graduates are not just job-ready, but career-ready.

To effectively train such a large number of apprentices, Genpact has designed a programme that balances flexibility with personalised support. Apprentices can progress through self-paced modules, allowing them to focus on areas needing extra attention. This ensures each individual receives the foundation they need to excel. The programme is further bolstered by interactive virtual sessions where apprentices learn from peers and mentors. These sessions provide real-time feedback, foster collaboration, and allow for in-depth discussions on key concepts.

“Our programme isn’t just about temporary skills for specific jobs; it’s about instilling life lessons valuable for long-term professional growth. This focus on soft skills ensures graduates are not just job-ready, but career-ready.

Ritu Bhatia, global hiring leader & SVP-HR, Genpact

Scaling a programme often presents challenges in tracking individual progress. However, Genpact utilises a sophisticated Power BI dashboard. This automated system provides real-time insights into apprentice progress for trainers, HR, and supervisors. This transparency allows for targeted interventions and ensures all apprentices are on track to meet the program’s rigorous standards.

Additionally, a well-documented policy ensures adherence to the program’s core requirements, including the mandatory 110 hours of learning content and 500 hours of on-the-job training. “We are meticulous in ensuring these specified hours are meticulously followed,” confirms Bhatia.

Technology plays a crucial role not just in monitoring progress, but also in empowering continuous learning. Genpact’s internal knowledge-management portal, “Genome,” offers a vast library of resources, encompassing emerging technologies like AI and industry-specific skills. Presented in bite-sized formats, this content allows apprentices to learn on the go, even during work hours.

The programme recognises that a one-size-fits-all approach doesn’t work. Apprentices have the opportunity to specialize in areas aligning with their interests and career goals. Genome serves as a valuable tool for continuous upskilling, offering content across over 80 domains and 600 granular skills. For instance, an apprentice interested in generative AI can access dedicated resources, while another noticing the company’s growth in finance can use Genome to build accounting expertise. This focus on specialisation ensures Genpact nurtures a future-ready workforce equipped with the skills needed to excel in specific fields.

“We take pride in the Genome platform, which has already facilitated 40 million learning hours for our apprentice population, enabling them to continually upskill themselves to stay relevant in the dynamic corporate landscape,” emphasises Bhatia.

Genpact’s ambitious apprenticeship programme is a testament to their commitment to bridging the skills gap and investing in the future workforce. By focusing on building well-rounded professionals, providing a scalable and supportive learning environment, and fostering a culture of continuous learning, Genpact is well-positioned to onboard a record number of apprentices and equip them with the tools needed to succeed in the ever-evolving world of work.

Sharing an example, Bhatia points out, “In my own team, I’ve witnessed, first hand, the transformative impact of Genome. Apprentices have proactively contributed ideas for process automation, drawing upon their newfound knowledge to propose innovative solutions.”

Upon successful completion of the apprenticeship and conversion to full-time employment, apprentices can explore internal job postings within. These postings encourage internal candidates to apply before external hires.

“Currently, we have over 90,000 employees actively learning Gen AI skills at the beginner level, with more than 60,000 having already built foundational capabilities,” reveals Bhatia. She further adds, “This iterative approach has resulted in the recruitment of nearly 18,000 apprentices since the programme’s inception, with an impressive conversion rate of approximately 90-95 per cent transitioning into full-time roles annually.”

The post How Genpact plans to onboard and train 5,000 apprentices appeared first on HR Katha.

Fidelity’s journey with healthy eating began nearly a decade ago. “It wasn’t a sudden trend-driven decision,” explains Narayanan Vijayaraghavan, head – compensation & benefits, Fidelity Investments India. “We gradually phased out unhealthy options, introducing nutritious alternatives.”

The pandemic acted as a catalyst. As employees re-acclimated to the office, healthy choices became a priority. Fidelity recognised the importance of those in-between moments – grabbing a bite while catching up with colleagues. Now, a bowl of protein-rich sundal (a lentil dish) is a far more attractive option than mindlessly consuming samosas during a meeting.

“It wasn’t a sudden trend-driven decision. We gradually phased out unhealthy options, introducing nutritious alternatives.”

Narayanan Vijayaraghavan, head – compensation & benefits, Fidelity Investments India

Fidelity’s multicultural workforce demanded a variety of appealing options. Through collaboration with service providers and employee committees, the company ensured its menus featured a wide array of nutritious snacks, from fruits and wholesome baked goods to regional specialties.

“We have a food committee comprising employees who work with the facilities team,” says Vijayaraghavan. “This ensures our offerings reflect the diverse needs of our workforce.”

The initiative reflects a crucial understanding: during busy workdays, employees often rely on convenient cafeteria options.  Fidelity recognized the benefit of replacing calorie-laden snacks with wholesome choices like lentil dishes, a far healthier option than mindlessly grabbing samosas during meetings.

Beyond Metrics: Gratitude and a Shift in Habits

Quantifying the health impact of the initiative proved challenging. However, Fidelity adopted several metrics to gauge its success. Empty bins of healthy snacks served as a tangible indicator of the programme’s popularity.

“Anecdotal feedback paints another picture,” says Vijayaraghavan. “Initially, town halls were filled with questions about the programme. Now, we hear expressions of gratitude and appreciation.” This shift from curiosity to appreciation signifies that employees value convenience and focus on healthy snacking.

Fidelity recognises that breaks are essential for employee well-being.  Whether it’s grabbing a quick, healthy bite at the cafeteria, utilising vending machines, or socialising in common areas, the company empowers employees with distributed access to food options. This flexibility allows associates to experiment and find what works best for them.

Beyond Snacking: A Multi-Dimensional Approach to Wellness

Fidelity’s commitment to well-being extends beyond healthy snacks. The company recognises that employee well-being encompasses physical, mental, emotional, and financial aspects. For instance, their mental wellness initiatives have evolved from basic employee assistance programmes to more comprehensive and tailored approaches.

“We believe in co-creating initiatives with our associates, seeking continuous feedback on what matters most,” states Vijayaraghavan. “We integrate research and market trends to deliver solutions tailored to their needs.”

Employee feedback underscores the programme’s impact. “Many have expressed gratitude for the positive influence these initiatives have had on their lives,” says Vijayaraghavan. “They emphasise how these options play a crucial role in managing their lifestyles, ensuring nutritious meals during commutes and fostering a sense of well-being throughout the day.”

By nurturing a culture that values health and well-being, Fidelity not only enhances employee satisfaction and productivity but also cultivates a supportive and thriving work environment. As the company continues to evolve its wellness strategies, it remains steadfast in its commitment to empowering employees to lead healthier, more fulfilling lives.

The post Beyond samosas: Fidelity fosters well-being with healthy snack initiative appeared first on HR Katha.

This cautionary tale highlights the shortcomings of traditional performance measurement. Often rooted in intuition and gut feeling, these metrics can lead to myopic evaluations, blind to the interconnected web of a company’s operations. Enter Artificial Intelligence (AI), poised to be the captain who steers us away from these performance measurement pitfalls.

From drowning in data to diving for insights

Today, organisations are inundated with data, a vast ocean threatening to drown them in its immensity. AI, however, acts as a lifeline, transforming this deluge into a treasure trove of insights. AI-powered performance measurement tools are like sophisticated submarines, capable of navigating the depths of data, identifying hidden patterns, and surfacing actionable intelligence. Armed with these insights, companies can make informed decisions, optimise operations, and embark on a continuous journey of improvement.

The future of measurement: A crystal ball fuelled by data

The performance measurement landscape is on the cusp of a seismic shift. AI and machine learning will become the cartographers, meticulously charting the organisational terrain with real-time data visualisations. This empowers leaders to make faster, more informed decisions, navigating the ever-changing business climate with agility. Performance measurement systems will evolve into integrated command centres, offering a holistic view of performance across all dimensions of the organisation.

The Internet of Things (IoT) and other emerging technologies will act as additional data buoys, constantly feeding information into the system. The challenge lies not in data collection, but in harnessing it responsibly and effectively. The ultimate goal? To ensure that performance measurement drives meaningful improvements that create lasting value for all stakeholders.

From the Industrial Revolution’s rudimentary gauges to the age of AI-powered analytics, performance measurement has come a long way. It’s a testament to humanity’s relentless pursuit of a better compass to navigate the complexities of business. As we harness the power of data and technology, the future of performance measurement promises to be not just dynamic, but transformative.

Building the AI-powered lighthouse: Three guiding principles

Implementing AI-powered KPIs requires a strategic approach, akin to constructing a lighthouse that illuminates the path to success:

Laying the foundation: Clean, reliable data

Clean, reliable data is the bedrock of any AI system. Organisations must establish robust data collection methods and a centralised data architecture to ensure the smooth flow of information that fuels the creation of insightful KPIs.

The data revolution offers a diverse array of potential performance indicators, empowering organisations to move beyond traditional metrics.

Here’s a glimpse into this new toolkit:

• Workplace technologies: Collaboration platforms, emails, and shared calendars passively generate data on communication patterns and workflow efficiency. Imagine an oil and gas company using this data to understand team dynamics within its legal department, ultimately leading to a workplace redesign that fosters improved collaboration.

• Network analysis: This approach unveils the hidden connections and collaboration patterns within an organisation. A global financial services firm leveraged network analysis to expose how internal and external networks impacted promotion prospects for women. Armed with this knowledge, they implemented targeted strategies to promote diversity.

• Sensors and wearables: Data from sensors, wearables, and biometric tools can offer insights into employee behaviour and interactions. A Finnish railway company, for instance, used occupancy sensors to optimise its workspace during a shift to hybrid work, reducing real estate costs without hindering employee mobility.

• AI-powered voice analytics: Analysing voice interactions with AI systems, such as customer service calls, can reveal valuable insights into communication effectiveness and customer satisfaction. Take MetLife, for example, which used AI coaching to improve customer service agent communication, leading to a significant boost in customer satisfaction.

Building the orchestration engine

Successful AI-powered KPIs require a clear structure, akin to an orchestration engine, that guides their development in collaboration with human expertise. This ensures a healthy balance between the power of AI and the wisdom of human judgment in crafting KPIs that are truly meaningful.

Fostering a data-Driven culture

For AI-powered KPIs to flourish, a cultural shift towards data-driven decision-making is essential. Leaders must champion trust in data-driven insights and empower employees to leverage these new metrics for continuous improvement.

In conclusion, AI offers a powerful tool to transcend the limitations of traditional KPIs. By embracing data and fostering a data-driven culture, organisations can move beyond simplistic measures and unlock a deeper understanding of what truly drives performance. This shift promises to revolutionise how companies define success, ultimately propelling them towards a future of sustainable competitive advantage built on a foundation of data-driven decision-making, empowered employees, and a culture of continuous improvement.

The post How AI is revolutionising performance measurement appeared first on HR Katha.

Forget the stereotypical view of factory workers as replaceable cogs in a machine. At Mukand, they’re recognised as the beating heart of the business. “We don’t just mean senior leadership by total employee involvement,” emphasises Viplav Bhatt, head HR, Mukand. “Every employee plays a crucial role, and we make sure their voices are heard.”

This isn’t just lip service. Mukand understands that every voice, from the CEO to the welder, contributes to the company’s success story. It breaks down the walls between the executive suite and the shop floor. Traditionally siloed employees are now active participants in strategic planning workshops. They don’t just learn about the company’s goals, they help shape them. “We show them how their ideas directly impact the bottom line,” explains Bhatt. “It’s about fostering a sense of belonging and purpose, where everyone feels invested in the company’s success.”

“We don’t just mean senior leadership by total employee involvement. Every employee plays a crucial role, and we make sure their voices are heard.”

Viplav Bhatt, head-HR, Mukand 

 

But participation is just the first step. Mukand goes a step further by ensuring everyone is aligned. Managers work with employees to define clear, measurable goals (KPIs) that cascade down from the company’s overall strategy. Through user-friendly interfaces, even shop floor workers can tailor their goals to directly contribute to departmental and company objectives.

The results? “Enhanced employee involvement and a stronger sense of belongingness,” says Bhatt. “This, in turn, has fuelled a high-performance culture where everyone is working together towards a shared vision.”

Finding and nurturing talent is another pillar of Mukand’s success. They use a data-driven approach to identify critical positions that significantly impact the business. It’s not just about filling a role, it’s about finding the right person with the potential to grow.

Performance evaluations go beyond simple metrics. A unique nine-block system assesses strengths, weaknesses, and future potential, while a separate system gauges leadership capabilities. This data becomes a roadmap for development, pinpointing high-potential individuals ripe for advancement.

And advancement isn’t limited to those with fancy degrees. Mukand places a special emphasis on developing the shop floor workforce. Training programs based on Total Quality Management (TQM) principles equip employees with the skills they need to become future leaders.

But it’s not all about classroom learning. The company actively promotes “quality circles” where shop-floor employees collaborate to solve problems and implement innovative practices. And to keep everyone motivated, a robust rewards and recognition program acknowledges and celebrates valuable contributions.

In today’s competitive landscape, a versatile workforce is key. Mukand understands this, and they focus on multi-skilling their operators. By providing training across various areas, they ensure their employees can adapt to ever-changing industry demands.

This commitment to empowerment extends beyond traditional factory roles. Mukand  is proud of its diverse workforce, including its female shop-floor employees. “We actively hire women for roles where they excel,” says Bhatt, “and we’re proud of our high retention rate. Many of our female employees have been with us for over 30 years.”

The company champions career development for all. Clear career paths provide transparency and empower employees to take charge of their professional journeys. Additionally, programs like the Graduate Engineer Development Programme equip participants with the leadership skills and knowledge needed to climb the corporate ladder.

Promotion from within is a core value at Mukand. Bhatt shares an inspiring example: “We have a senior executive who started as a participant in our Graduate Engineer Development programme 17 years ago. Today, he leads our business strategy.”

Data is king at Mukand, and they use it to track diversity metrics and identify areas for improvement. Diversity-related KPIs are even incorporated into manager performance reviews, ensuring accountability in fostering an inclusive environment.

Employee resource groups provide support and a sense of community for all. A mobile app connects everyone, offering access to workflows, critical information, and fostering a collaborative spirit. Even face-recognition systems eliminate the need for cumbersome ID cards, ensuring seamless access for shop-floor employees.

“This digitisation enriches the employee experience throughout their journey at Mukand,” concludes Bhatt. By empowering its shop floor employees, Mukand has not only built a culture of innovation, but also a foundation for long-term success. In a competitive manufacturing landscape, this commitment to inclusivity, skill development, and a culture of ownership positions Mukand as a true industry leader.

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The answer lies in achieving a delicate balance.  While humility fosters respect, an excess can lead to underestimation and missed opportunities.  Rajeev Singh, a senior HR professional, cautions that overly humble individuals “risk being overlooked or undervalued at the workplace, as their contributions may go unnoticed.”

“Overly humble individuals risk being overlooked or undervalued at the workplace, as their contributions may go unnoticed.”

Rajeev Singh, a senior HR professional

Consider a talented employee who consistently downplays achievements during performance reviews or shies away from taking on high-profile projects.  Their colleagues may assume a lack of accomplishment, hindering recognition and potential promotion.

Furthermore, excessive humility can stifle valuable contributions.  In collaborative environments that encourage idea sharing,  Kamlesh Dangi, group head-HR, InCred, emphasises that overly humble individuals “may hesitate to voice their opinions or suggestions.” This reluctance can stem from a fear of appearing boastful or outstepping their bounds, leading to a loss of valuable insights for the team. For instance, an employee with a brilliant solution to a complex problem might hold back from sharing it for fear of appearing arrogant.

This lack of assertiveness can be particularly detrimental in leadership roles.  While humility fosters approachability,  Sharad Verma, VP & CHRO, Iris Software, explains that “being too humble may lead to indecisiveness or an inability to assert authority when necessary.”  Leaders who struggle to make tough decisions or inspire confidence can struggle to navigate challenging situations, such as crisis management. Imagine a leader who hesitates to take charge during a critical moment due to an excessive sense of humility. The team might lose direction and flounder in the face of adversity.

“Overly humble individuals may hesitate to voice their opinions or suggestions. This reluctance can stem from a fear of appearing boastful or outstepping their bounds, leading to a loss of valuable insights for the team.”

Kamlesh Dangi, group head-HR, InCred

The impact on self-perception can be equally damaging.  Undervaluing one’s abilities can erode confidence, making it difficult to advocate for oneself or negotiate effectively.  Singh highlights that “humility, when overly expressed, may be misinterpreted as a lack of confidence or decisiveness, hindering career advancement.”

“Overly humble individuals may defer to others too readily, even when their expertise would be invaluable.”

Sharad Verma, VP & CHRO, Iris Software

Imagine a highly skilled employee who consistently declines leadership opportunities or avoids speaking up in team meetings due to an excessive sense of humility.  While their humility may initially be perceived as modesty, over time, it may lead to missed opportunities to showcase their abilities and limit their impact within the organisation.

Within teams, excessive humility can hinder collaboration if one fails to confidently share insights or push back constructively on flawed strategies.  Verma emphasises that overly humble individuals “may defer to others too readily, even when their expertise would be invaluable.”  This reluctance to challenge the status quo or share dissenting viewpoints can impede progress. For instance, a team member with a critical observation about a proposed strategy might hold back for fear of being seen as argumentative.

So, how can we achieve this balance?

The key lies in cultivating a workplace culture that values both humility and assertiveness.  Leadership training programmes can equip employees with assertive communication and decision-making skills. For instance, role-playing exercises can help employees practice effectively advocating for their ideas and providing constructive criticism. Leaders should also model how to gracefully accept praise while remaining grounded, creating a space where healthy self-assurance is encouraged.

Authenticity is paramount. Feigned humility breeds distrust. Leaders should encourage genuine humility and create an environment where employees feel comfortable expressing their ideas and concerns. Openly celebrating individual and team achievements can further reinforce this message.

Mentorship programmes can also be invaluable, pairing employees with experienced professionals who can guide them in navigating this balance.  These mentors can provide guidance on how to effectively communicate strengths and accomplishments while remaining humble and approachable.

Ultimately, the goal is to strike a balance between humility and self-assurance.  An accurate self-assessment of strengths allows individuals to showcase their capabilities and contribute effectively. As Verma concludes, “Striking this balance is key to establishing credibility and growing one’s impact.” There’s no shame in acknowledging one’s strengths; it’s what sets high performers apart.  By embracing both humility and assertiveness, individuals can navigate the workplace with confidence and achieve their full potential.

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Carelon’s secret weapon? A data-driven approach that ensures fairness and minimises bias throughout the talent pipeline.  “We leverage data analytics and reporting to identify trends and tailor interventions accordingly,” explains Subhashini Sriram, managing director, HR, Carelon Global Solutions.  “This allows us to offer data-driven insights to leaders and ensure everyone has the resources they need to thrive.”

Carelon Global Solutions understands that continuous learning is paramount for career advancement, especially for women.  While training programmes are open to all, the company actively encourages female participation through targeted nudges and interventions. They analyse data on training nominations, promotions, and pay increases to identify any discrepancies or participation gaps. This data-driven approach ensures equal access to opportunities and helps address any underlying reasons for lower participation rates.

“We leverage data analytics and reporting to identify trends and tailor interventions. This allows us to offer data-driven insights to leaders and ensure everyone has the resources they need to thrive.”

Subhashini Sriram, managing director-HR, Carelon Global Solutions

 

Mentorship programmes are a cornerstone of Carelon’s strategy.  These programmes go beyond traditional structures, fostering personalised connections that empower women to navigate both personal and professional challenges.  “We don’t just track metrics,” emphasises Sriram. “We prioritise creating an environment where women can thrive and build meaningful connections with mentors.”

Carelon Global Solutions recognises the importance of work-life balance, especially for women.  They offer flexible work arrangements, including remote work options, and have robust childcare and eldercare support systems in place. Additionally, location-wise chapters within the company’s women’s network ensure accessibility for face-to-face support and mentorship opportunities.

The company actively fosters a culture of collaboration and networking.  They host events featuring external female leaders, facilitate connections with external networks, and organise STEM hackathons specifically tailored for women.  These initiatives provide valuable exposure and mentorship opportunities, allowing women to connect with experts and build their professional networks.

The company’s robust referral programme is a testament to the positive sentiment among employees.  With a consistent 40 per cent gender-diversity ratio, the programme highlights not only the company’s commitment to diversity but also the willingness of existing employees to actively endorse a culture of inclusion.

To ensure fairness throughout the hiring process, the company tracks referral data and provides sensitivity training to interviewers.  This ensures inclusive and respectful interactions with all candidates, regardless of background.

Carelon Global Solutions empowers employees to take ownership of their careers through Individual Development Plans (IDPs).  These plans provide tools and resources for self-evaluation and skill enhancement.  Additionally, the company conducts specific sessions focused on women’s talent succession planning, ensuring equitable representation and advancement opportunities.

Carelon Global Solutions leverages advanced AI technology to facilitate open communication and gather valuable feedback from employees.  An AI bot engages with associates in ongoing dialogues, providing insights into their career development needs and experiences.  This feedback loop is instrumental in refining company’s support systems and ensuring they continue to meet the evolving needs of their diverse workforce.

Carelon’s journey towards diversity and inclusion is not a recent fad; it’s been a core value since the company’s inception.  “We provide comprehensive support to our associates, addressing their needs at a grassroots level,” concludes Sriram.  By prioritising data, fostering a supportive ecosystem, and empowering employee growth, Carelon has established itself as a model for building a truly inclusive workplace.

The post Cracking the Code: How Carelon Global Solutions achieves a 40% female diversity ratio appeared first on HR Katha.

Does that mean organisations that prioritise a supportive and empowering work environment tend to foster higher levels of engagement and productivity, especially amongst the sales personnel? Does effective sales management require recognition and appreciation of achievements, provision of regular feedback and coaching, opportunities for growth and development and cultivation of a positive team culture?

Anil Mohanty, senior HR leader

Pressure is not the only tactic in sales to maintain productivity or achieve results. Sales organisations should strive for a balanced approach that combines both pressure and positive reinforcement. Effective leaders understand the importance of motivating their team members and creating an environment that encourages productivity. This can be achieved through a combination of setting clear goals, providing support and guidance, recognising and appreciating achievements and offering constructive feedback to drive improvement.

It’s crucial for sales leaders to develop effective coaching and management techniques that cater to the unique needs of their team members. This may involve conducting thorough research to understand the strengths and weaknesses of each individual, implementing tailored strategies and providing the necessary resources and training for success.

Pressure can be a part of the sales environment to some extent, but finding the right balance between pressure and positive reinforcement allows for individual growth, fosters a motivated and engaged team and ultimately leads to sustainable and long-term success.

Praveen Purohit, deputy CHRO, Vedanta Resources

In today’s sales environment, the perception that salesrooms are filled with constant drama and high- pressure situations is not accurate or common. Though occasional instances of heightened emotions or tense moments may occur, it is important to note that such occurrences do not define the entire sales profession.

Sales roles often involve targets, deadlines and performance expectations. The belief that pressuring individuals is the sole tactic to maintain productivity and achieve results is outdated and ineffective.

Successful sales teams now focus on embracing technology and innovation. By incorporating digital tools and data-driven insights, sales professionals can optimise their strategies, identify new market opportunities and tailor their approach to meet customer needs more effectively.

The sales team should look beyond organisational boundaries to understand industry best practices and learn from successful counterparts worldwide. This broader perspective allows sales teams to adopt proven strategies, refine their processes and stay ahead of evolving market dynamics.

With greater emphasis on intellectual and creative problem solving, sales professionals are encouraged to think critically, adapt to changing customer needs and find innovative solutions to build stronger relationships with customers and deliver sustainable business growth.

Anil Gaur, senior HR professional

Leaders should lead by example, demonstrating the desired behaviour themselves. Creating an environment of trust and collaboration is essential, and the incident involving the HDFC manager shouting at his team members, which subsequently went viral clearly did not promote such an environment.

Any review meeting or discussion should begin by appreciating the good work done by the team members. Each individual possesses unique capabilities and competencies, and it is important to acknowledge each one’s contributions, big or small. The discussion should then move on to what was done well, followed by areas that could have been improved upon. The focus should be on identifying gaps and setting goals for improvement.

Throughout these conversations, leaders should maintain a polite and humble demeanour, aiming to connect with their team members on a personal level. Inclusivity is crucial, allowing for open sessions or town-hall meetings where the voice of employees can be heard. It is the leader’s responsibility to handle, guide, support and provide advice to enable the team members to perform better.

(This article appeared in the HRKatha monthly magazine)

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This commitment to inclusivity wasn’t born out of abstract ideals; it stemmed from a practical need. Perfios’ employee resource group (ERG) consistently highlighted the lack of female representation in senior leadership roles. “We realised that true progress required a solution that addressed the specific challenges faced by women in our organisation,” says Anu Mathew, chief people officer, Perfios.

Perfios’ response was the ‘Women Accelerator Programme,’ a targeted initiative designed to empower promising mid-to-junior level women and propel them towards leadership positions. Recognising the importance of honing crucial skills, the programme equips participants with expertise in negotiation, self-advocacy, and strategic thinking. But Perfios goes beyond skill-building. The programme fosters a supportive network among participants, with ongoing mentorship and collaboration continuing even after the formal training concludes.

“A key feature of our programme is the inclusion of male mentors alongside experienced female leaders. We believe everyone has a role to play in fostering diversity and inclusion.”

Anu Mathew, chief people officer, Perfios

The inaugural cohort comprised 20 women, each paired with a mentor in a one-on-one or one-to-four ratio to facilitate personalised guidance. “A key feature of our programme is the inclusion of male mentors alongside experienced female leaders,” Mathew explains. “We believe everyone has a role to play in fostering diversity and inclusion.”

Perfios’ commitment to development extends beyond gender. The company partnered with IIM Calcutta to launch the ‘Next-Gen Leadership Programme,’ a six-month curriculum designed to hone the leadership skills of 29 high-potential employees. The programme culminated in each participant presenting a project aimed at shaping Perfios’ future product roadmap.

“Some of the ideas generated during the programme are already in the incubation phase,” says Mathew, a hint of pride in her voice. “We see this not just as a leadership development programme, but also as a breeding ground for future stars within our organisation.”

Recognising the value of fresh perspectives, Perfios actively recruits talent from premier institutes such as IITs as well as tier-II campuses. These new hires undergo a rigorous three-month training programme that blends classroom learning with real-world projects. “We consistently recruit around 100 graduates annually,” Mathew confirms. “Looking ahead, we’re committed to continuously refine our learning initiatives by incorporating more experiential and creative methods.”

Perfios’ development efforts are guided by a data-driven approach. The company meticulously tracks success metrics to assess the impact of its programs, not just immediately after completion, but also over time.

“We actively solicit feedback through initiatives such as the ‘One Perfios’ survey,” says Mathew. “Despite its brevity, the survey boasts a participation rate exceeding 90 per cent, reflecting our employees’ high level of engagement and desire to contribute to the organisation’s growth.”

The data collected helps Perfios identify areas for improvement. For instance, if a skills gap is identified, relevant training programmes are implemented. Recently, the company introduced an Objectives and Key Results (OKR) programme to address a lack of clarity around performance expectations. This initiative ensures leaders set clear goals, fostering collaboration and alignment across teams.

Building an inclusive workplace goes beyond targeted programmes. Perfios understands the need to address entrenched biases and cultivate open conversations about diversity and belonging. By championing values such as transparency and empathy, the company is laying the groundwork for a culture of mutual respect.

These efforts are yielding results. Over the past year, Perfios has increased its female new hires to 25 per cent. More importantly, the company’s focus is shifting towards creating a meritocratic environment where contributions are valued above all else.

Last year, Perfios conducted a storytelling session to promote inclusivity, fostering a deeper understanding of diverse experiences. Additionally, the company’s ERG, ‘Diversity and Belongingness,’ underscores its commitment to building a welcoming workplace. The ERG even offers ‘recharge tracks’ – employee-led initiatives focused on personal and societal well-being, encompassing activities such as community service, sports, and even movie nights.

By embracing diversity as a strategic imperative, Perfios is well on its way to building a future-proof organisation. One where every employee feels valued, empowered, and able to contribute their unique talents to the company’s collective success.

The post Perfios: Building the runway for future leaders appeared first on HR Katha.

The modern office thrives on collaboration, and building rapport with colleagues is essential. But where does friendly conversation turn into career suicide? Striking the right balance between personal disclosure and professional discretion is a tightrope walk. A misstep can damage your reputation, fuel office politics, and leave your career prospects dead in the water.

“Trustworthiness is paramount. While some colleagues offer genuine support, others might exploit vulnerabilities or spread gossip like wildfire.”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Consider a seemingly harmless conversation with a co-worker about salaries. This information, like a dropped penny rolling into a sewer grate, can vanish from sight, only to resurface later, breeding resentment or jeopardising your bargaining power during negotiations.

“Trustworthiness is paramount,” warns Chandrasekhar Mukherjee, CHRO, Bhilosa Industries. “While some colleagues offer genuine support, others might exploit vulnerabilities or spread gossip like wildfire.”

Oversharing goes beyond salary details. Sensitive information like medical history or relationship issues can be misused for personal gain or become fodder for office gossip. Sharing negative opinions about colleagues or work can damage your credibility and limit career opportunities.

“It’s not about building a wall,” clarifies Mukherjee. “But judicious discretion is key. What you share with one person in a moment of confidence could be weaponised by another down the line.”

“Oversharing can paint you in a negative light, both socially and professionally,” he asserts. Sharing sensitive details can cast doubt on your judgment and credibility.

Sriharsha Achar, CHRO, Star Health and Allied Insuranc

Sriharsha Achar, CHRO, Star Health and Allied Insurance, emphasises the impact on professional perception. “Oversharing can paint you in a negative light, both socially and professionally,” he asserts. Sharing sensitive details can cast doubt on your judgment and credibility.

The perils of oversharing extend beyond immediate consequences. Personal information, shared in confidence, can be a ticking time bomb. Ravi Mishra, Head-HR at BITS Pilani, sheds light on this danger: “Information can be misused, intentionally or unintentionally, for personal gain or office politics.” A shared struggle with a colleague could be used against you later, manipulated to garner sympathy or favours. Mishra emphasises exercising caution, even with trusted colleagues.

Cultural norms further complicate the equation. Openness about personal experiences is encouraged in Western work cultures, while discretion and privacy may be more valued in others. For instance, a manager in India might hesitate to share his struggles growing up with limited income, fearing it could undermine his authority. Recognising these differences is crucial to fostering an inclusive environment.

“Information can be misused, intentionally or unintentionally, for personal gain or office politics.”

Ravi Mishra, head-HR, BITS Pilani

 

While building rapport is important, professionalism is paramount. Excessive self-disclosure can be perceived negatively. “Constant chatter about yourself or others can make you seem immature or unfit for leadership roles,” warns Achar.

The risks are significant. Breaches of trust can damage your reputation and credibility. Achar identifies signs of oversharing, such as seeking validation or coping with anxiety through excessive disclosure. This can lead to being perceived as unprofessional and immature.

So, how can you navigate this delicate dance? Implementing clear guidelines within organisations is a good first step. “Reminders about maintaining privacy can be integrated into onboarding processes or displayed prominently,” suggests Mishra.

Effective communication is also key. Adapting your communication style to match your colleagues’ preferences and understanding cultural differences are crucial. After all, you wouldn’t use jargon with your grandmother, would you? The same principle applies to your work colleagues.

By following these tips, you can cultivate strong working relationships while safeguarding your professional reputation. Remember, your career success depends on it. So, keep your watercooler conversations light, and your confidential information confidential.

Ultimately, the responsibility lies with each individual. As Achar concludes, “It’s up to us to navigate the complexities of modern life. Choose what to share, when, and with whom, ensuring a balance between openness and discretion in both personal and professional interactions.”

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The journey wasn’t easy. Stringent regulations often restricted women’s work hours and relegated them to specific roles. But Hindustan Zinc refused to be deterred. They embarked on a bold quest, securing permissions from regulatory bodies such as the Digital Mining Services (DGMS) to allow women into previously restricted areas such as mine management and even underground operations. This wasn’t just about compliance; it was about creating a level playing field and unlocking a world of opportunities for women. The company invested heavily in safety measures and gender-specific facilities, paving the way for women to take on leadership roles and thrive in this challenging environment.

“We’ve become a trailblazer in promoting gender diversity in mining,” says Munish Vasudeva, senior vice president & CHRO, Hindustan Zinc. “We don’t just talk the talk, we walk the walk.” This commitment extends far beyond quotas. Hindustan Zinc fosters an inclusive culture from the very beginning. They meticulously evaluate the entire employee experience, from the initial recruitment process to ongoing development, ensuring every woman feels valued, respected, and empowered throughout her career journey.

“We’ve become a trailblazer in promoting gender diversity in mining. We don’t just talk the talk, we walk the walk.”

Munish Vasudeva, senior vice president & CHRO, Hindustan Zinc

 

Recognising that diversity goes beyond gender, Hindustan Zinc takes a unique approach. They leverage advancements in automation and technology to create a meritocratic environment where skills, not stereotypes, dictate success. Additionally, the company broadens its talent pool by strategically integrating veterans, many of them women, into key operational roles.  Their leadership abilities, honed through years of service, and expertise in managing large-scale operations prove invaluable assets for Hindustan Zinc.

But empowering women requires a dedicated focus on their development. Enter ‘VDesire’, a programme that allows employees to chart their career paths.  Women can express their aspirations for specific roles beyond their current positions, and Hindustan Zinc equips them with the tools and resources to achieve their goals.  Another innovative program is the ‘V-League’, specifically designed to cultivate female talent. Through a comprehensive mentorship, training, and networking programme, V-League helps women hone their leadership skills and confidently step into more prominent roles.

“We’ve identified opportunities to fast-track promising women into leadership positions,” explains Vasudeva. V-League is about dismantling barriers and creating a more equitable environment where women have the chance to excel alongside their male counterparts.

This unwavering commitment manifests in several ways. Not just 25 per cent female representation in decision-making bodies, in situations where women leaders haven’t yet emerged, the company proactively includes them as special invitees, ensuring their voices are heard.  With a clear target of achieving a 30 per cent female workforce by 2030, Hindustan Zinc is not just setting an ambitious goal; they are actively paving the path to achieve it.

The impact extends beyond the company’s walls. Hindustan Zinc boasts an industry-leading parenthood policy, offering extended leave options that recognise diverse family structures, and actively promotes equal opportunities for women in traditionally male-dominated roles like mining engineers.  Perhaps the most emblematic example of their success is their pioneering all-women mining rescue team, national competition victors against their male counterparts.

Hindustan Zinc’s story is one of courage, innovation, and a relentless pursuit of equality. By overcoming regulatory hurdles, dismantling stereotypes, and investing in the potential of its women, Hindustan Zinc is not only transforming its own company culture, but also serving as a beacon of hope, inspiring a new generation of women to see mining as a fulfilling and rewarding career path. In the heart of the earth, Hindustan Zinc is truly mining a path for a more inclusive and successful future.

The post How Hindustan Zinc mines a path for women in leadership appeared first on HR Katha.

The COVID-19 pandemic has propelled flexible work arrangements to the forefront, and chronoworking takes it a step further. Coined by journalist Ellen Scott, it emphasises aligning work with an employee’s natural energy cycles to optimise performance. But is chronoworking a fad, or a genuine path to increased productivity and employee well-being?

Benefits Beyond Flexibility

Advocates such as Praveen Purohit, deputy CHRO, Vedanta Resources, see chronoworking as a natural evolution in workplace wellness discussions. It empowers individuals to achieve work-life balance, whether it’s juggling childcare or simply aligning work with personal preferences. Studies support this notion, demonstrating reduced stress and burnout when employees control their schedules. This, in turn, translates to higher job satisfaction and, perhaps more importantly for businesses, increased productivity.

“By prioritising weekly goals over rigid hours, employees gain autonomy and manage their time more efficiently. This not only boosts productivity but also fosters a healthier work-life balance.”

Pankaj Lochan, CHRO at Navin Fluorine

Nihar Ghosh, a senior HR leader, emphasises the positive impact on employee well-being. Aligning work with natural rhythms can reduce fatigue and burnout, fostering a more engaged workforce. Purohit acknowledges that certain sectors, such as manufacturing, may require fixed schedules. However, he sees flexibility becoming the norm in knowledge-based industries such as startups and e-commerce.

The synergy of flexibility and accountability

Ghosh highlights the crucial role of mutual respect and collaboration in a chronoworking environment. When employees feel empowered to choose their working hours, they tend to be more invested in their work, leading to improved retention rates. This shift towards flexibility reflects a growing understanding of the importance of employee happiness and well-being. By creating a seamless integration between work and personal life, companies can retain top talent and create a win-win situation for all.

“Aligning work with natural rhythms can reduce fatigue and burnout, fostering a more engaged workforce.”

Nihar Ghosh, senior HR leader

Challenges and solutions

However, chronoworking isn’t without its hurdles. Pankaj Lochan, CHRO at Navin Fluorine, identifies measuring productivity as a potential challenge. Without direct supervision, traditional metrics may not capture an employee’s true output. Additionally, differing work preferences can create collaboration issues. Early risers might need to adjust to accommodate colleagues who peak later in the day.

Fortunately, solutions exist. Lochan suggests establishing clear Key Performance Indicators (KPIs) at the task level. By focusing on concrete deliverables, companies can effectively measure productivity regardless of working hours. He cites his own experience, where the company adopted this approach, using “The One Thing” framework to prioritise tasks and track progress. Similarly, Ghosh emphasises the importance of trust and communication within teams. Daily virtual meetings can maintain alignment and progress updates, mirroring the structure of traditional office interactions.

“It empowers individuals to achieve work-life balance, whether it’s juggling childcare or simply aligning work with personal preferences. Studies support this notion, demonstrating reduced stress and burnout when employees control their schedules.”

Praveen Purohit, deputy CHRO, Vedanta Resources

The future of work: Outcome-driven workflows

Chronoworking goes beyond mere time management; it’s a shift towards outcome-driven workflows. By prioritising weekly goals over rigid hours, employees gain autonomy and manage their time more efficiently. This not only boosts productivity but also fosters a healthier work-life balance, as Lochan emphasises. Leaders play a critical role in fostering trust and accountability within flexible teams.

Ultimately, the success of chronoworking hinges on clear communication, collaboration, and well-defined KPIs. As Purohit concludes, chronoworking is likely to become a cornerstone of future work cultures. Adapting to this shift will be crucial for businesses seeking to unlock the full potential of their workforce.

The post Night owl productivity: Can ‘chronoworking’ unlock employee potential? appeared first on HR Katha.

Learning that sparks innovation

The tech industry is a whirlwind of change. Skills become obsolete faster than yesterday’s news. Hexaware understands this harsh reality. That’s why HexaVarsity, their comprehensive learning and development programme, isn’t about rote memorisation. It’s about sparking curiosity and igniting a passion for continuous learning.

“We recognise the rapid evolution of skills in our industry, with skills becoming outdated every four to five years. Therefore, we’re proactive in identifying digital and adjacent skills, ensuring that our people are equipped with the necessary skills to thrive in this dynamic environment,” Nita Nambiar, chief people officer, Hexaware shares with HRKatha.

For the Mavericks, Spark is the launchpad. This programme equips them with a strong foundation in core technical and business skills. But it doesn’t stop there. As their expertise grows, they can choose specialised training aligned with their desired paths, whether it’s venturing deeper into technology, business acumen, or domain-specific mastery. This tailored approach ensures graduates aren’t pigeonholed, but empowered to carve their own unique paths within Hexaware.

“We recognise the rapid evolution of skills in our industry, with skills becoming outdated every four to five years. Therefore, we’re proactive in identifying digital and adjacent skills, ensuring that our people are equipped with the necessary skills to thrive in this dynamic environment.”

Nita Nambiar, chief people officer, Hexaware

Mentorship gets a modern makeover

Hexaware recognises the power of mentorship, both formal and informal. But they don’t rely on dusty old methods. Enter the MENTOR App, a brainchild of the Mavericks themselves. This innovative platform streamlines the process, allowing anyone to register as a mentor. Gone are the days of hierarchical one-way learning. Here, ‘reverse mentoring’ is encouraged, where junior employees can guide senior colleagues in emerging areas. This fosters a dynamic knowledge exchange and ensures a culture of continuous learning that transcends generations.

Leaders forged in the fire

For those with leadership potential, Hexaware offers the STRIDE programme. This initiative identifies promising candidates through project presentations and leadership panels. These high-flyers are then enrolled in flagship courses such as Management Development Programs (MDPs). These programmes cover everything from leadership and strategy to financial management, catering to diverse specialisations. But STRIDE goes beyond the classroom, offering online courses tailored to individual interests, be it operations or customer management. This focus on individual development ensures future leaders aren’t cookie-cutter products, but well-rounded strategists with the skills to excel.

“As management trainees gain experience within Hexaware and explore different functions and roles, they often develop specific interests. These interests can range from bid management to account management or even HR specialisation. The programmes within STRIDE allow participants to further develop these competencies, taking their skills to the next level,” reveals Nambiar.

Building on this foundation, Ignite 3.0 whips future leaders into shape. This programme hones crucial internal leadership capabilities, emphasising role-based competencies and key performance indicators such as accountability, ownership, and strategic thinking. Through digital transformation programmes and action-oriented activities, participants learn to integrate these learnings into their daily work, enhancing their effectiveness as leaders. Selection for Ignite is a rigorous process, considering both business needs and individual aspirations. This ensures participants are well-positioned to not only learn but to thrive in the program.

Rising above the glass ceiling

Diversity and inclusion are more than just buzzwords at Hexaware. The Rising Women@Hexaware programme specifically targets female employees at various stages of their careers. Launched in 2023, this initiative has gone global, offering tailored learning solutions for women in early management, senior management, and leadership roles. These solutions range from customised classroom sessions to prestigious programmes at institutions such as Yale and INSEAD. But it’s not just about academics. Rising Women@Hexaware extends beyond skills development, providing valuable networking opportunities, mentorship, coaching, and sponsorship by senior leaders. This holistic approach fosters career advancement and shatters the glass ceiling, with the company’s female leadership representation already rising from 13 per cent to 16 per cent, with a clear goal of reaching 40 per cent by 2030.

The future is bright

Hexaware’s commitment to continuous learning and development is evident in its comprehensive training programmes. By equipping its workforce with the necessary skills and fostering a culture of innovation and mentorship, Hexaware isn’t just keeping pace with the ever-evolving tech landscape, it’s actively shaping it. The company’s focus on skilling up at every level, from recent graduates to seasoned leaders, ensures a well-rounded and future-proof workforce. This investment in human capital is a key driver of Hexaware’s success and a strong indicator of its commitment to long-term growth. Here, it’s not just about learning the ropes, it’s about rewriting the entire knot-tying manual. And that’s a future worth getting excited about.

The post Hexaware: where mavericks rewrite the rulebook appeared first on HR Katha.

Proponents hail job sharing’s potential to bring fresh perspectives and innovative approaches to tasks. By leveraging the combined knowledge and experience of two individuals, job sharing can lead to a more comprehensive understanding of a project and potentially faster completion times.

This is particularly true for tasks that are well-defined, repetitive, or data-driven, such as data entry or quality control. In these scenarios, job sharing can introduce healthy competition and a sense of accountability, potentially boosting individual output.

“Maintaining consistency across shared tasks can be difficult. Differing work styles, communication preferences, and interpretations of objectives can lead to disjointed outcomes and inefficiencies.”

Amit Sharma, former CHRO, Volvo Group

However, challenges arise when job sharing necessitates coordinating the efforts of multiple individuals. Maintaining consistency across shared tasks can be difficult. Differing work styles, communication preferences, and interpretations of objectives can lead to disjointed outcomes and inefficiencies. As Amit Sharma, former CHRO, Volvo Group, points out, ‘coherence and consistency’ become paramount concerns.

Imagine two people writing a report together. Their contrasting approaches and understanding of the task can lead to a final product riddled with inconsistencies. Similarly, for tasks requiring a single point of contact or strategic thinking, job sharing may not be ideal.

Ravi Kumar, CPO, Page Industries, emphasises the importance of individual capabilities and compatibility. “Assuming both individuals will perform at the same level is an oversimplification,” he says.

“Assuming both individuals will perform at the same level is an oversimplification. Unlike AI-powered machines where productivity might multiply with each additional unit, human job sharing hinges on the experience, skillset, and working styles of each person.”

Ravi Kumar, CPO, Page Industries

Unlike AI-powered machines where productivity might multiply with each additional unit, human job sharing hinges on the experience, skillset, and working styles of each person. Ideally, job-sharing partners should possess complementary skillsets and be adept at collaborating and ironing out differences to achieve a unified goal. Clear role definition and open communication are crucial to ensure everyone is on the same page.

Job sharing’s success ultimately rests on the specific role and the people involved. For highly structured, process-driven tasks with clear guidelines, job sharing can streamline operations. Imagine an assembly line where two individuals work on separate car components. The standardised nature of the task makes job sharing efficient. Conversely, office-based roles requiring subjective decision-making, such as finance, might see diminishing returns from job sharing. The potential for differing interpretations and approaches can hinder productivity.

In conclusion, job sharing presents a double-edged sword for workplace productivity. While it offers potential benefits for specific tasks and work styles, careful consideration of communication, role definition, individual capabilities, and compatibility is crucial to ensure its success. Organisations should approach job sharing with a measured approach, evaluating the specific role, the personalities involved, and the potential impact on communication and workflow before implementation. When implemented thoughtfully, job sharing can be a valuable tool for promoting work-life balance, attracting talent, and potentially boosting productivity in certain contexts.

The post How effective is job sharing? appeared first on HR Katha.

In late 2022, the company, embarked on a comprehensive transformation journey. This initiative aimed not just to rebrand Unisys but also to redefine its internal culture. The focus extended beyond mere rebranding; it aimed to achieve alignment between internal values and external identity.

This initiative culminated in the creation of a “Winning Culture”—a set of core values and behaviours designed to foster employee engagement, drive innovation, and propel Unisys toward sustainable growth.

The heart of this winning culture lies in four key behaviours: exploration, experimentation, agility, and ownership. “These behaviours go beyond mere technical skills,” explains Avneet Hora, senior director, human resources, Unisys India. “They represent a proactive and adaptable mindset, allowing us to respond effectively to market changes and meet client needs.”

“We provide a safe environment for experimentation, enabling associates to learn from both successes and setbacks.”

Avneet Hora, senior director, human resources, Unisys India

To translate these behaviours into action, Unisys has implemented a comprehensive training strategy. The company offers AI education for all employees, including Gen AI concepts. This training is further tailored according to roles: leadership teams receive briefings on the strategic implications of AI, while client-facing teams learn how to communicate AI solutions effectively.

Unisys’ skill-development strategy is a two-pronged approach. Internal training initiatives are complemented by external avenues like certification courses and targeted recruitment. This ensures a balance of theoretical knowledge and practical experience. The ‘UGrow’ programme, born in India and now a global initiative, exemplifies this. It focuses on specialised technologies, addressing recruitment, retention, and training challenges. Unisys also fosters a culture of continuous learning through ‘UGrow’, and provides employees with access to training and development opportunities aligned with their individual career aspirations.

Unisys understands cultural transformation starts at the top. Leaders champion the Winning Culture, embodying its core behaviours through their decisions. Leadership training programmes further equip them to drive cultural change. “In 2023, we invested heavily in aligning leaders with the principles of the Winning Culture,” Hora explains. “These programmes emphasise leading with curiosity, embracing experimentation, and fostering a culture of accountability and agility.”

Beyond skills, Unisys fosters a culture of curiosity and innovation. Associates are encouraged to explore new ideas without fear of failure. They are empowered to pursue their ideas, supported by an ecosystem of technology and project-management teams who help refine and implement promising concepts. “We provide a safe environment for experimentation, enabling associates to learn from both successes and setbacks,” says Hora. This fosters a culture of continuous learning and growth.

This focus on a vibrant and inclusive work environment extends beyond skills development. Unisys fosters employee engagement through various associate-interest groups, talent showcases, and initiatives promoting diversity, equity, and corporate social responsibility. These groups bring together colleagues with shared interests, fostering collaboration and a sense of community.

Retaining talent is equally crucial. The ‘UBelong’ programme enhances the candidate experience from the very first interaction with Unisys. Recognising the need to address offer dropouts, Unisys revamped its engagement strategy. UBelong starts early, providing robust support throughout the first year, ensuring a smooth transition and maximising retention.

The onboarding journey begins with offer acceptance. The company communicates regularly, with CEO videos and interactions between the hiring manager, recruiter, and new employee. The first day is carefully curated, including a branded welcome kit. Training is carefully curated, with critical information delivered in the initial week and other sessions spread out over three months to avoid overwhelming new employees. “We prioritise offering training when they are needed, rather than bombarding them with numerous sessions on their first day,” emphasises Hora.

Ubelong tailors the onboarding process to individual needs. Additionally, the programme adopts a “persona-based” approach, tailoring information based on the employee’s experience level and role. New people managers receive training on tools such as HCM and performance management processes, while others may not.  Following onboarding, regular check-ins between leaders and associates ensure ongoing engagement and address any issues. HR supports this through skip-level meetings and one-on-one sessions, creating a balanced ecosystem. A half-yearly performance management cycle maintains accountability and alignment with organisational goals.

Unisys prioritises feedback throughout the onboarding journey. Surveys conducted after onboarding allow the company to gauge individual experiences and preferences, leading to continuous improvement. This data-driven approach has yielded tangible benefits, including a significant reduction in early-talent attrition rates over the past 18 months.

Looking ahead, Unisys’ Winning Culture positions the company to navigate the challenges and opportunities of the AI age. By empowering its employees, fostering innovation, and cultivating a vibrant work environment, Unisys is well-positioned for continued success.

The post How Unisys cultivates a winning culture for the AI age appeared first on HR Katha.

“We believe in nurturing talent from within,” asserts Tarun Katyal, CHRO, Niva Bupa. “This two-pronged approach – building internal talent and strategically hiring externally – ensures a skilled and adaptable workforce that drives organisational success.”

The learning gym: A personalised learning hub

At the heart of Niva Bupa’s learning ecosystem lies the Learning Gym, a dynamic platform offering a diverse range of learning opportunities. Accessible 24/7, it embodies the concept of ‘learning on the go’, mirroring the flexibility of a physical gym.  The platform caters to various employee needs across functions and levels, with a mix of self-paced online courses, virtual workshops, and curated learning modules.

“We believe in nurturing talent from within. This two-pronged approach – building internal talent and strategically hiring externally – ensures a skilled and adaptable workforce that drives organisational success.”

Tarun Katyal, CHRO, Niva Bupa

 

“The Learning Gym caters to individual learning styles and career aspirations,” explains Katyal.  “Employees can choose from a variety of programmes to deepen their expertise in a specific domain or broaden their skillset to prepare for future roles.”

In technical areas such as network management or coding, where upskilling is critical, the company facilitates in-house programmes or adopts market-based solutions for broader access.  This ensures employees have the necessary skills to meet evolving technological demands.

Building a talent pipeline

Niva Bupa focuses on developing both functional skills and leadership capabilities. Freshers are inducted through a structured programme, emphasising classroom learning (70 per cent) to equip them with subject matter knowledge before transitioning to real-world responsibilities (20 per cent), and on-the-job experience (10 per cent). This approach ensures they are adequately prepared for their roles.

The company also offers upskilling programmes to build talent depth and diversity.  This ‘build and buy’ approach cultivates internal talent while strategically recruiting externally, addressing talent scarcity and fostering a future-ready workforce.

Equipping fresh talent: The talent academy

The Talent Academy caters specifically to the needs of educational institutions by equipping graduates with the necessary skills to thrive within the organization.  Unlike traditional on-the-job training for a limited number of freshers, the Talent Academy offers a structured approach for managing a larger influx.

“The academy sources talent from diverse backgrounds and genders, including lateral hires and fresh graduates,” says Katyal. Specialised training and development programmes are tailored to different functions and levels, ensuring individuals are well-prepared for their roles. Frontline managers are also trained to effectively onboard and support new hires.

A meticulous selection process ensures quality recruitment. Critical job requirements are identified, and campuses are targeted for recruitment. Selection criteria and training programs are standardised to maintain consistency.

The evaluation process goes beyond resumes. It assesses not just functional capabilities but also personal attributes and aligns them with the desired role and organisational culture.  Companies consider factors such as past internships, extracurricular activities, leadership experiences, and transferable skills such as communication and organisation.

Measuring the impact

To assess the effectiveness of its learning initiatives, Niva Bupa utilises a multi-pronged approach.  Feedback scores from programme participants provide valuable insights. Additionally, the company tracks improvements in productivity, attrition, retention, and skill application based on job-related KPIs.

An annual employee survey gathers feedback on the evolution of training and development programs, enabling the company to understand employee perceptions and experiences.  “For instance,” shares Katyal, “we assess whether participants in HR analytics programs can effectively apply their new skills in the field.”

Building a diverse and inclusive workforce

Niva Bupa’s learning initiatives extend beyond skills development. They play a crucial role in promoting diversity and inclusion. By providing equal access to learning opportunities and fostering a culture of inclusivity, the company creates a supportive and equitable work environment where a diverse workforce can thrive.

“We actively seek to build a workforce that reflects the rich diversity of our customer base,” concludes Katyal.  Through targeted recruitment efforts, mentorship programs, and diversity training, Niva Bupa is not just building a skilled workforce but also fostering a more inclusive and successful organisation.

The post How Niva Bupa invests in a learning workforce appeared first on HR Katha.

“These micro-cultures,” explains Venkattesh R, former president, DCB Bank, “develop their own norms, practices, and social dynamics that contribute to the overall culture.” A marketing department, for example, might cultivate a culture of creativity and risk-taking, distinct from the more process-driven environment of finance.

“Like tributaries merging into a mighty river, diverse micro-cultures contribute to the richness and resilience of the overall culture, enabling it to adapt and evolve over time.”

Venkattesh R, former president, DCB Bank

As Ramesh Shankar, a senior HR leader, points out, “Each team is like a microorganism with its own distinct culture shaped by its members and leader.” High-performing teams naturally gravitate towards a culture of excellence and collaboration, whereas toxic team cultures can lead to disengagement and high turnover.

The power of micro-cultures lies in their ability to foster collaboration. “Shared interests and goals bring people together, forming cohesive units within the larger organisation,” says Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp. This collaboration goes beyond simple teamwork; it creates an environment where ideas flow freely, and collective efforts drive innovation and productivity.

“Shared interests and goals bring people together, forming cohesive units within the larger organisation.”

Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp

However, organisations must recognise that the whole is greater than the sum of its parts. The overall culture is not just a collection of micro-cultures, but rather a complex organism where these subcultures are interconnected. For instance, interest groups like sports clubs or cultural clubs cultivate their own unique identities, further enriching the organisational landscape.

Individuals who actively participate in such groups, like a company cricket team with members from diverse departments, hone their teamwork skills that benefit the entire organisation. They transcend hierarchical levels and departmental silos, focusing solely on collective success.

Diversity of perspectives and practices is crucial for organisational excellence. Micro-cultures provide a platform for individuals to express their unique identities and foster a sense of belonging. “Like tributaries merging into a mighty river,” says Venkattesh, “diverse micro-cultures contribute to the richness and resilience of the overall culture, enabling it to adapt and evolve over time.” Startups and innovation-led companies, he adds, often thrive on the vibrant exchange of ideas fostered by micro-cultures.

“Each team is like a microorganism with its own distinct culture shaped by its members and leader. High-performing teams naturally gravitate towards a culture of excellence and collaboration, whereas toxic team cultures can lead to disengagement and high turnover.”

Ramesh Shankar, senior HR leader

Inclusivity is another benefit of micro-cultures. As individuals with similar backgrounds and interests come together, barriers dissolve, fostering a sense of belonging. “This inclusivity strengthens relationships and enhances the group’s agility in adapting to change,” emphasises Pandey. When faced with challenges, members of micro-cultures can leverage their shared understanding and camaraderie to respond swiftly.

However, these subcultures must align with the organisation’s overarching vision and values. To achieve this balance, organisations must establish core values and beliefs that permeate all micro-cultures. “Integrity and respect are non-negotiable aspects that form the core of the organisational culture,” says Shankar. Organisations can offer flexibility in other areas, allowing for coexistence of central and subculture-specific practices.

For instance, core policies and values might be uniform, while work flexibility or departmental initiatives can be tailored to the unique dynamics of each micro-culture. Furthermore, a strong, shared purpose serves as the foundation upon which micro-cultures flourish. Personal values within these smaller groups should resonate with the organisation’s core principles.

Leaders can also mitigate the risk of divergent cultures undermining organisational cohesion by setting clear boundaries and expectations. Regulating the spread of specific practices and norms further ensures micro-cultures operate within the established framework.

“As remote work and the gig economy redefine the work landscape,” says Venkattesh, “micro-cultures will play an increasingly important role.” Hybrid work environments, with their emphasis on flexibility and autonomy, provide fertile ground for diverse micro-cultures to emerge. Similarly, employee social groups driven by shared passions can become catalysts for creativity and collaboration.

“In a country like India, known for its unity in diversity,” concludes Venkattesh, “micro-cultures present a unique opportunity to foster inclusivity and unity. By embracing the myriad expressions of culture within the organisation, companies can strengthen their cultural fabric and unlock the full potential of their workforce.”

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Flexibility as the cornerstone

Sterling & Wilson recognises the importance of work-life balance. Its cornerstone policy, ‘Flexi’, empowers employees to manage their schedules effectively. Gone are the rigid nine-to-five routines. Instead, employees can choose their work hours within a designated window. This autonomy reduces stress and fosters satisfaction, as Basavarajappa C, head-human resources, Sterling & Wilson, emphasises, “Some employees start at 9 a.m. and work eight hours, while others start at 10 a.m. We’ve eliminated the stress of rigid schedules, enhancing employee satisfaction.”

“Some employees start at 9 a.m. and work eight hours, while others start at 10 a.m. We’ve eliminated the stress of rigid schedules, enhancing employee satisfaction.”

Basavarajappa C, head-human resources, Sterling & Wilson

This commitment to flexibility extends to generous leave policies, including the ability to carry forward unused leave and a recent four-day work-from-home policy implemented in response to employee requests and shifting business needs. Additionally, the company offers a loan scheme, a medical claim policy, and a corpus fund to support employees facing financial difficulties.

Investing in employee growth

Sterling & Wilson recognises that a stagnant workforce hinders progress. ‘Continuous Education’ isn’t just a slogan; it’s a pillar of their strategy. The company encourages and financially supports employees in pursuing higher education relevant to their roles. This not only benefits individual skill development but also equips the company with a future-ready workforce.

Fostering talent from within

Sterling & Wilson champions internal talent development. The company meticulously selects Graduate Engineer Trainees (GETs) through rigorous assessments. Once on board, these GETs undergo a comprehensive three-month programme. It starts with company familiarisation and exposure to various departments, followed by departmental placements based on preferences. Regular reviews ensure continuous support and learning. “This holistic approach empowers trainees to gain a deep understanding of our operations, laying the foundation for their future growth within the company,” explains Basavarajappa.

For high-potential employees, the company offers leadership development programs such as ‘Shikhar’, meaning ‘peak’. This programme identifies and grooms promising individuals through targeted training, mentorship, and challenging assignments. Selection is based on performance, leadership aspirations, and tenure. The programme covers various business aspects, including unit interactions, optimisation strategies, and cross-functional collaboration.

Similarly, the ‘Udaan’ programme focuses on mid-level managers. Both Shikhar and Udaan utilise 360-degree feedback mechanisms to assess progress and personalize training. These programmes not only equip participants with skills but also provide networking and mentorship opportunities, accelerating their upward trajectory.

Cultivating a diverse and inclusive culture

Cultural diversity poses unique challenges for global operations, a reality Sterling & Wilson confronts head-on. Basavarajappa recounts, “When undertaking projects in the US and Australia, we faced significant cultural and linguistic barriers.” In response, the company engaged external consultants to develop a programme aimed at bridging these gaps, focusing on effective communication strategies and cultural synergy. This initiative significantly enhanced cross-cultural communication proficiency among participating employees.

Tailored retention strategies

Sterling & Wilson combats attrition through a multi-pronged approach. Competitive compensation packages ensure employees feel valued. However, the company recognises that a positive work culture is equally important. Open communication, transparency, and employee feedback sessions are actively encouraged. “We have instances where employees left but returned due to the culture mismatch or a desire to return to our work environment,” shares Basavarajappa. The company fosters a welcoming environment, leading to a remarkable annual rehire rate of 5-10 per cent.

In conclusion, Sterling & Wilson’s commitment to employee engagement extends beyond traditional methods. By prioritising flexibility, continuous learning, internal talent development, and a culture that embraces diversity and inclusion, the company creates a win-win situation. Employees feel valued, empowered, and equipped to contribute their best, ultimately driving the company’s success in the renewable energy sector.

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At the heart of the underperformance dilemma lies a fundamental mismatch: the misalignment between an employee’s strengths and the demands of the job. Consider Sakshi, a software engineer lauded for her exceptional coding skills. Promoted to a team lead position, she now manages a group of developers. But Sakshi lacks the people-management skills needed to effectively delegate tasks, provide constructive feedback, or foster team communication. While she excelled in her individual contributor role, the leadership position leaves her overwhelmed and unable to meet expectations.

“Having the right talent isn’t just about having the right skills on paper. It’s also about having the right attitude, mindset, and personality that match the job and the company’s culture.”

Prabir Jha, founder, Prabir Jha People Advisory

The crux of the issue lies in the organisation’s failure to recognise the changing nature of Sakshi’s job and equip her with the necessary leadership skills. No attempt was made to assess her suitability for the role or provide her with the support she needed to transition effectively. Praveer Priyadarshi, a senior HR leader, emphasises the importance of proactive talent management. This begins with clearly defined job roles, outlining the specific skills, traits, and expertise required for each position.

“Essentially, it’s about making sure that each person’s unique skills and attributes are matched with the specific demands of their role,” asserts Priyadarshi. “This responsibility falls squarely on the shoulders of the organisation.”

But talent management goes beyond just paper qualifications. Prabir Jha, founder of Prabir Jha People Advisory, highlights the importance of cultural fit. “Having the right talent isn’t just about having the right skills on paper,” he says. “It’s also about having the right attitude, mindset, and personality that match the job and the company’s culture.”

Effective talent management requires a thorough skill-mapping exercise. By assessing the skills and competencies of their workforce, organisations can strategically align individuals with roles that leverage their strengths. Unfortunately, many companies fall short in this critical area.

“They end up with employees who have the right skills but don’t really fit well with the company’s goals,” says Jha. This mismatch can stem from several factors: an overemphasis on qualifications during hiring, overlooking cultural fit, a mistaken belief that intelligence alone guarantees success, or a lack of clear communication about job expectations.

The consequences of such misalignment are far-reaching. Without proper skill-role synergy, employees are set up for failure. This not only impacts individual morale and engagement but also hinders organisational performance. Anil Mohanty, an HR leader, underscores this point: “Organisations are responsible for ensuring that their employees are placed in roles where their skills are best utilised.”

“Essentially, it’s about making sure that each person’s unique skills and attributes are matched with the specific demands of their role.”

Praveer Priyadarshi, HR leader

Mohanty acknowledges the challenges, particularly in the early stages of growth when resource constraints may require employees to wear multiple hats. However, as the organisation scales, reassessing roles and aligning them with skillsets becomes essential.

The negative impact of misplacement extends beyond individual underperformance. It leads to frustration, disengagement, and a demotivated workforce, ultimately creating a negative work environment that further exacerbates performance issues.

Jha emphasises the critical role of support: “It’s crucial to support individuals in finding roles that suit them well. Without proper support, they may struggle to reach their potential and contribute effectively.”

The solution lies not in assigning blame but in implementing effective talent-mapping strategies. As Mohanty points out, this involves accurately assessing employee skills and competencies, then aligning them with suitable roles. By investing in skill development and ensuring proper role alignment, organisations can unlock employee potential and foster a culture of success.

“Organisations are responsible for ensuring that their employees are placed in roles where their skills are best utilised.”

Anil Mohanty, HR leader

Moving forward, organisations must prioritise a clear understanding of their workforce needs. This clarity allows for the implementation of targeted hiring practices that identify candidates who are well-suited for the specific roles they need to fill. Additionally, establishing regular feedback mechanisms fosters employee growth and identifies opportunities for advancement within the company. Finally, cultivating an environment that encourages exploration of diverse roles and provides support throughout this process can significantly contribute to employee development and maximise their long-term value to the organisation.

By taking these steps, organisations can move beyond the “square peg in a round hole” problem and create a talent ecosystem where individuals are empowered to leverage their strengths and contribute meaningfully to the company’s success.

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Awareness is the first line of defense

“Crisis preparedness starts with acknowledging that crises can happen anytime,” says Shailesh Singh, senior director and CPO, Max Life Insurance. From economic downturns to unforeseen events such as pandemics, understanding the cyclical nature of business and potential disruptions is paramount. This awareness should permeate all levels of the organisation, from frontline employees to senior management.

“Crisis preparedness starts with acknowledging that crises can happen anytime.”

Shailesh Singh, senior director and CPO, Max Life Insurance

A stark example is the 2017 Equifax data breach. Hackers exploited vulnerabilities, exposing millions of individuals’ data. The fallout was immense, highlighting the importance of robust cybersecurity measures. Equifax, however, serves as a case study in swift crisis response. They acknowledged the breach, alerted stakeholders, and bolstered their infrastructure through stricter protocols and employee training.

In sectors such as financial services, where technology underpins operations, ensuring IT system resilience is critical, says Atul Mathur, EVP & head-L&D, Aditya Birla Capital. Regular checks, maintenance, and remote-work capabilities are essential to maintain smooth functioning in any scenario.

Safety protocols are a cornerstone of any crisis management plan. “Regular training sessions and simulations are crucial to prepare staff for various scenarios,” asserts Ankit Dangi, head-HR, SMAAASH, the Indian gaming and entertainment chain. He emphasises the importance of a robust recovery strategy, outlining procedures for restoring operations and rebuilding trust. These elements combine to form a resilient framework for effective crisis management.

Dangi recounts how SMAAASH swiftly implemented emergency protocols during a power outage, ensuring safe evacuation and clear communication with authorities and patrons, minimising panic and facilitating a swift resolution.

Communication: The lifeline in a crisis

Effective communication is paramount in times of crisis. A clear chain of command ensures prompt and accurate information dissemination. Communication plans should include guidelines for different functions, outlining how each role should respond. Multiple communication modes – digital platforms, messaging systems, and emails – with regular testing, bolster reliability.

“Preparation is only meaningful if it withstands real-world scenarios,” says Singh. Regular drills and tests, simulating cyberattacks or database access loss, help identify weaknesses and refine procedures. This proactive approach ensures the organisation can swiftly adapt to unforeseen challenges.

Crisis management also necessitates a mindset shift. The ability to adapt to new technologies and business models is crucial. Mathur cites the BFSI sector’s shift during the COVID-19 pandemic, where insurance sales transitioned effectively to video calls, challenging the traditional in-person model.

Leadership: The guiding light

Senior leadership plays a pivotal role in crisis preparedness. Organisations should establish processes and manuals that make crisis management a collective responsibility, not reliant on individual expertise, asserts Singh. A crisis-readiness process ensures responses are not person-dependent but rather process-dependent.

“A dedicated department or team responsible for risk assessments is vital. They regularly check and monitor all processes to ensure compliance and identify potential vulnerabilities.

Atul Mathur, EVP & head-L&D, Aditya Birla Capital

The 2018 arrest of Carlos Ghosn, the then-CEO of Nissan, on financial misconduct charges, serves as a cautionary tale. His absence created a leadership vacuum and uncertainty. This underscores the importance of robust succession plans, especially for key leadership positions. Identifying and grooming potential successors ensures a smooth transition in the event of leadership changes, maintaining stability during unforeseen circumstances.

Mathur emphasises the importance of a flexible strategy that can be tweaked as needed to align with the evolving landscape.

Crisis preparedness requires continuous monitoring of internal and external factors affecting the business cycle. Organisations committed to long-term survival institutionalise crisis management, often by establishing a dedicated risk team. This team is responsible for testing the organisation’s resilience and developing strategies for potential crises.

“A dedicated department or team responsible for risk assessments is vital,” advises Mathur. They regularly check and monitor all processes to ensure compliance and identify potential vulnerabilities. In the absence of such teams, leaders across functions have a collective responsibility to stay vigilant and report potential crisis triggers.

“Regular training sessions and simulations are crucial to prepare staff for various scenarios.”

Ankit Dangi, head-HR, SMAAASH

“Staying informed about changes in the macro environment is essential,” asserts Mathur. This necessitates continuous training, seminars, and webinars to keep employees updated on emerging technologies, industry trends, and regulatory changes.

Equipping employees with emergency procedures and protocols, including evacuation and CPR training, empowers them to respond effectively during crises. These activities boost confidence, enhance teamwork and collaboration by fostering communication and a shared sense of purpose in stressful situations.

“Simulated exercises allow organisations to identify areas for improvement and refine their crisis-management strategies,” says Dangi. These simulations help ensure a proactive and well-prepared response to potential crises.

Engaging with experts for best practices

Collaboration with industry experts and regulatory bodies is crucial to ensure alignment with safety standards and best practices. “Organisations should maintain agility in their risk-assessment approach,” says Dangi. This means regularly updating evaluations to accommodate changes, fostering a proactive and comprehensive strategy for crisis prevention and management.

For instance, SMAAASH utilises technology like sensors and surveillance systems to detect early warning signs of equipment malfunctions or safety concerns. Additionally, they have established feedback mechanisms that encourage employees and customers to report any safety or security issues promptly.

Crisis preparedness isn’t a one-time event; it’s an ongoing process. By fostering a culture of awareness, effective communication, and continuous learning, organisations can build teams that can weather any storm. Investing in crisis preparedness not only safeguards the organisation from potential disruptions but also fosters trust and resilience – valuable assets in today’s dynamic and unpredictable business world

The post Building teams that weather any storm: A guide to crisis preparedness appeared first on HR Katha.

“We see diversity and gender inclusion as the cornerstones of our business, not just HR buzzwords,” emphasises P. Padmakumar, executive director, human resources, Saint-Gobain India. “Our goal isn’t just to have more women, it’s to smash the stereotype that these roles are for men.”

The factory floor, a realm of scorching heat and intricate tasks such as glass cutting and coating, might seem intimidating. But for these women, it’s an opportunity. The idea sparked from a simple suggestion by a business head: why not create a team specifically for women?

Finding the right people wasn’t just about ticking a box. Saint-Gobain recruits individuals who thrive in a continuous improvement environment. Through the World Class Manufacturing (WCM) framework, women are equipped with the skills they need, from the basics to becoming experts in their specific roles.

“We see diversity and gender inclusion as the cornerstones of our business, not just HR buzzwords. Our goal isn’t just to have more women, it’s to smash the stereotype that these roles are for men.”

P. Padmakumar, executive director, human resources, Saint-Gobain India

Concerns about maintenance, a crucial aspect of any factory, were addressed with a robust preventive maintenance plan. Additionally, a dedicated maintenance crew is readily available, empowering the women to operate independently.

But Saint-Gobain goes beyond technical expertise. They understand that success is built on a strong foundation. A comprehensive training programme ensures each team member is confident and capable.  The WCM framework isn’t just about acquiring skills; it fosters a culture of excellence. Regular assessments keep everyone focused on improvement, breeding a sense of pride and ownership among the women.

Leadership roles are distributed seamlessly within the team. Clear communication is key, with regular meetings at the beginning of each shift to discuss priorities, safety, and immediate tasks. This transparency fosters a positive team dynamic and high efficiency – there have been no reported conflicts or issues.

“Leadership sets the tone,” says Padmakumar. “This plant proves that strong leadership, regardless of gender, is the driving force behind an inclusive and empowering workplace.”

Saint-Gobain’s commitment to gender equality extends far beyond Sriperumbudur. They’ve implemented various initiatives throughout the company, from workforce inclusion programs to targeted outreach at engineering colleges. Partnering with these colleges, they offer female students valuable internships, giving them a taste of the industry and career guidance.  “Many of these interns return to join us after graduation,” reveals Padmakumar, a testament to the programme’s success.

But Saint-Gobain doesn’t stop at policies. They foster a culture of ownership and proactive problem-solving. One such initiative challenged tradition by training women to operate forklifts. Today, 10-15 per cent of forklift drivers in some factories are women. Building on this success, Saint-Gobain established dedicated manufacturing spaces for women, such as the Sriperumbudur mirror facility and a paper-making unit in Bangalore. “These spaces achieve productivity levels that meet or even exceed industry averages,” says Padmakumar, “proving our commitment to gender inclusivity is not just words, but results.”

Recognising that well-being goes beyond just a paycheck, Saint-Gobain established a wellness centre on the shop floor. This dedicated space allows women to rest and recharge during working hours.

Looking ahead, Saint-Gobain is dedicated to the success of the all-women team and continues to break barriers. They’re actively working towards achieving gender balance in leadership roles, with a goal of 40 per cent women at the top. “We’re overcoming challenges associated with location by improving transportation and offering enhanced benefits for women who travel,” concludes Padmakumar.

Saint-Gobain’s journey in Sriperumbudur is more than an experiment; it’s a powerful testament to the transformative power of inclusion. By fostering a supportive ecosystem that empowers women and shatters stereotypes, Saint-Gobain is not only creating a more equitable workplace, but also setting a shining example for the entire construction industry.

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Highlighting the significance of diversity and inclusion, Ashish Kapoor, director-human resources, Eaton India, emphasises, “The gender diversity within our talent pool is crucial, mirroring the diversity of the Indian marketplace. This diversity fosters innovation and allows us to address the needs of our global customers from various perspectives. However, our commitment to inclusion extends beyond gender, encompassing various dimensions.”

Eaton’s multifaceted approach to diversity and inclusion features a strong focus on advancing gender diversity. Kapoor details the company’s multi-pronged recruitment strategy aimed at attracting, selecting, and nurturing diverse talent.

Campus engagement and beyond

Eaton actively engages with universities through various sponsored programmes, including scholarships and finishing programmes, specifically designed to encourage women to pursue careers in engineering and technology. These programmes equip women with the necessary soft skills and provide them with an opportunity to showcase their technical prowess, attracting the attention of companies like Eaton.

“These programmes not only act as pipelines for future talent but also equip women with the necessary skills and exposure early in their academic journeys,” asserts Kapoor. He further adds, “On university campuses, we strive to ensure that at least 50 per cent of our new hires are women.”

Eaton’s commitment to diversity extends beyond fresh graduates, with a focus on widening the talent pool through lateral hiring. The company’s ‘Relaunch Programme’ specifically targets women seeking to re-enter the workforce after a career break. This programme not only provides access to skilled talent but also addresses the unique needs of individuals who may have been out of the mainstream workforce for some time.

“The gender diversity within our talent pool is crucial, mirroring the diversity of the Indian marketplace. This diversity fosters innovation and allows us to address the needs of our global customers from various perspectives. However, our commitment to inclusion extends beyond gender, encompassing various dimensions.”

Ashish Kapoor, director-human resources, Eaton India

“We’ve continuously refined this program,” shares Kapoor. “Last year, we introduced a dedicated workshop designed for women returning from career breaks. This workshop covered essential aspects such as interview tips, preparation strategies, and insights into what interviewers typically seek, particularly in behavioural-based interviews.” This initiative aims to enhance their confidence and equip them for a successful re-entry into the job market.

Additionally, acknowledging the need for reskilling after a career hiatus, Eaton offers programmes to rebuild skills and enhance competencies in specific areas. These comprehensive efforts have proven successful in attracting, integrating, and retaining women talent over the years. “While not every year yields the desired numbers,” asserts Kapoor, “there has been a consistent growth in our ability to attract and retain women talent at Eaton.”

Eaton further expands its talent pool by offering initial contractual work opportunities with the possibility of transitioning to permanent roles. Additionally, the company collaborates with NGOs to run community service programs for students, facilitating industry-exposure initiatives specifically designed for women. These initiatives provide valuable insights and practical experience, preparing them for their future careers.

Tailored benefits and development programmes

Eaton’s commitment to attracting and retaining women talent extends beyond the recruitment process. The company offers a comprehensive benefits programme with flexibility for employees to customise their coverage, addressing specific needs.

For instance, recognising the unique challenges faced by women regarding parental healthcare coverage, Eaton offers a unique benefit allowing employees to include both biological and in-law parents in their medical insurance plans. While the company contributes towards a portion of this coverage, employees have the option to contribute additionally.

Furthermore, acknowledging the challenges of balancing work and family responsibilities, Eaton extends maternity leave support. Additionally, a unique leave-donation policy fosters a supportive work environment. In instances of extended medical leave, prolonged maternity leave, or similar situations, employees can donate their leave balances to colleagues facing similar challenges. The company facilitates this exchange through a dedicated platform, enabling a reciprocal system of support.

Professional development and mentorship

In addition to these comprehensive benefits, Eaton offers targeted professional development programmes specifically designed for women in the workforce. These programmes, such as ABHA and Shine, cater to both early-career and mid-level professionals, drawing insights from industry trends and fundamental principles. These programmes emphasise building confidence, enhancing capabilities, and providing crucial leadership support and visibility.

“A key aspect of our approach involves running these programmes in cohort formats,” reveals Kapoor. “Following the formation of a cohort, participants undergo a self-assessment to identify their strengths and areas for development. This assessment guides our approach, paving the way for personalised mentorship and support.”

Beyond self-assessment, the programmes focus on building confidence by exposing participants to influential leaders and providing valuable experiences. These experiences are tailored to meet the specific needs of each cohort, with content continuously refined based on feedback and evolving requirements. Additionally, Eaton prioritises open communication, encouraging women to voice their ideas and concerns. The company actively gathers feedback through various channels, including inclusion and diversity surveys and Employee Resource Groups (ERGs), and facilitates roundtable discussions between women and senior leaders, fostering an environment of open dialogue.

Eaton further acknowledges the importance of financial support for educational pursuits, offering partial funding for educational programmes specifically targeted towards women. Beyond leadership development programs, the company provides platforms for women to self-nominate and participate in extended leadership journeys. These journeys involve assessments to identify developmental needs, followed by ongoing guidance from mentors and coaches to address and enhance those needs.

Sensitivity training plays a crucial role in fostering an inclusive culture. “It’s a priority across Eaton,” emphasises Kapoor, “and all our leaders undergo formal training to understand the pivotal role they play in fostering an inclusive environment.” This training raises awareness about potential biases and equips leaders with the tools and strategies to operate inclusively.

Eaton actively showcases the talents of its women employees to the leadership team through dedicated “talent days.” “During these events, we highlight the strengths and growth potential of our female talent, enabling leaders to identify opportunities and leverage their capabilities when suitable openings arise,” reveals Kapoor.

Another noteworthy initiative is the ‘Flexible Workplace Solution Policy,’ offering diverse options for managing work-life balance. This formal policy empowers employees to seek flexibility without solely relying on their manager’s discretion. “While not every situation may be approved, the formal structure ensures a systematic approach to addressing work-life challenges,” notes Kapoor.

Eaton’s talent development initiatives also include the unique ‘Stretch Assignment Marketplace’. This platform allows employees to volunteer for assignments beyond their regular roles, potentially located anywhere globally. Leaders are encouraged to offer assignments across the organisation, providing opportunities for exposure to new areas and fostering connections with leaders throughout the company.

“This initiative has gained significant popularity in India,” shares Kapoor, “with employees applying for both local and global projects. Many women have embraced this platform, gaining exposure to new functional areas, establishing connections with leaders, and even experiencing career advancements as a result of these stretch assignments.”

Employee resource groups and external collaboration

Beyond formal policies and programmes, Eaton cultivates a supportive community for women through Employee Resource Groups (ERGs) focused on women’s empowerment. These ERGs, like “Women Adding Value at Eaton” (WAVE), have been established for over eight years and provide a platform for mentorship, skill development, knowledge sharing, and celebrating common milestones, such as International Women’s Week.

ERGs collaborate with leadership teams to raise awareness about gender biases and advocate for increased visibility of women within the organisation. Additionally, Eaton actively participates in external platforms to learn from industry peers and continuously enhance its diversity and inclusion practices.

“Through these collective efforts,” concludes Kapoor, “we have observed a positive trend in the growth of our women’s workforce, particularly in India, across various functions like engineering, finance, and supply chain. Additionally, specific areas within our software operations, especially those related to the electrical business, have shown a consistent and substantial increase in the representation of women employees.”

Eaton’s multifaceted approach to fostering gender diversity goes beyond simply hiring women. Through comprehensive recruitment strategies, tailored benefits, targeted development programs, and a focus on building a supportive community, Eaton empowers women to thrive throughout their careers, fostering a more inclusive and successful workforce.

The post Eaton’s multifaceted approach to fostering women’s success appeared first on HR Katha.

Planning for directness

Effective communication in the workplace begins with meticulous planning. “Careful planning before engaging in important conversations” is crucial, emphasises Vivek Tripathi, VP-HR, NewGen Software. This is particularly relevant when delivering feedback, seeking resources, or discussing critical matters with colleagues or superiors.

“Careful planning before engaging in important conversations is crucial. This is particularly relevant when delivering feedback, seeking resources, or discussing critical matters with colleagues or superiors.”

Vivek Tripathi, VP-HR, NewGen Software

For instance, imagine Alex, a talented but consistently rude employee. To address this, Alex’s supervisor doesn’t rush into confrontation. Instead, they meticulously gather feedback from colleagues and identify specific instances of Alex’s problematic behaviour. The supervisor then chooses a private setting and uses “I” statements to express concerns, providing concrete examples of dismissive communication in team meetings. By emphasising the impact on team morale and collaboration, the supervisor actively listens to Alex’s perspective and collaboratively explores solutions, such as communication workshops. Additionally, they reinforce expectations for respectful behaviour and outline potential consequences.

One effective planning strategy involves writing down key points before initiating crucial conversations. This ensures the supervisor remains focused, avoids unnecessary tangents, and chooses words carefully, recognising the crucial role language plays in shaping perception.

Cultural nuances and effective communication

Workplace communication extends beyond individual personalities and often involves navigating cultural nuances. Satyajit Mohanty, VP-HR, Dabur India, emphasises the importance of recognising that people often desire validation more than critical feedback. This shift in perspective encourages organisations to reconsider their feedback processes, placing an emphasis on acknowledging efforts and achievements.

“Directness in communication is fine as long as it is backed by facts and data/evidence and is spoken in a manner that is respectful to the individual. Likewise, directness in communication is also fine if it focuses on the strengths of the individual and how those strengths can be applied, with support from data and facts.”

Rajesh Rai, vice president & head-people, APAC, Global Logic

Furthermore, Rajesh Rai, vice president & head-people, APAC, Global Logic, highlights the importance of understanding cultural communication styles. “In the West, direct communication is highly visible, whereas in Asia, the communication style tends to be more indirect,” he explains. Recognising these cultural nuances within a diverse workforce is crucial for effective communication.

Rai suggests training employees on various communication styles linked to different cultures. Additionally, storytelling techniques can be valuable tools for communicating effectively across cultures. These practices ensure communication styles are adapted to the audience, fostering clarity and understanding.

Crafting the message and managing delivery

Writing down a message allows individuals to select words that are clear, respectful, and aligned with their intentions. As Tripathi rightly observes, “Rehearsing the conversation to ensure that one’s message is communicated in the right manner also helps avoid unintended confrontations or miscommunication caused by the delivery style.”

“Before delving into the mechanics of feedback, an assessment of trust and respect should be conducted. The manager’s responsibility is not merely to give feedback but also to establish a genuine connection with the employee. Without this trust, feedback may fall on deaf ears, rendering the entire process ineffective.”

Satyajit Mohanty, VP-HR, Dabur India

In potentially challenging discussions such as performance reviews, anticipating objections can be a valuable strategy. This involves considering possible responses, concerns, resistance, or even hostility that the other party may harbour. By addressing these proactively, one can be prepared for and open to different perspectives.

Furthermore, demonstrating a willingness to compromise in critical conversations can foster a collaborative atmosphere. Highlighting specific concessions or areas where one is open to adjustments shows commitment to finding mutually beneficial solutions.

For any communication to be clear, whether direct or indirect, data is essential. “Ensuring clear data points in communication not only enhances the weight of the message and its credibility but also the clarity of the requirements at hand,” Rai emphasises. This applies not only to internal communication but also to client interactions, where clear and concise communication can ensure alignment on goals, key performance indicators (KPIs), and actions.

Building trust and respect for effective feedback

A foundation of trust and respect is critical for facilitating direct feedback. Mohanty emphasises, “Before delving into the mechanics of feedback, an assessment of trust and respect should be conducted.” He points out, “The manager’s responsibility is not merely to give feedback but also to establish a genuine connection with the employee. Without this trust, feedback may fall on deaf ears, rendering the entire process ineffective.”

For example, consider Vidya, a manager who attempts to provide feedback to Soumya without building trust. Vidya simply points out areas for improvement in Soumya’s performance during a team meeting, highlighting mistakes and concerns without prior discussion. This approach leaves Soumya feeling blindsided and defensive, hindering the effectiveness of the feedback.

However, when Vidya takes the time to establish a personal connection and build trust before providing feedback, Soumya is more receptive. This initial investment in building trust sets the stage for a more effective feedback process, ensuring the feedback is received with an open mind and fosters a positive and constructive environment for professional development.

Managing the emotional impact and fostering growth

The willingness of employees to accept feedback is a complex interplay of individual development goals and organisational support. Organisations can encourage a growth mindset by shifting from position-focused career discussions to conversations entered around personal growth and skill development.

When dealing with individuals in positions of authority, the tone of voice and overall approach are crucial. To strike the right balance, Tripathi advises, “Ensure that the message does not come across as inflexible. Acknowledge that your perspective is just one among many, and express a willingness to consider alternative viewpoints.”

Managing the emotional impact of direct messages is also essential for effective communication. Individuals must be mindful of the language they use to prevent triggering negative emotional responses. Inflammatory or accusatory language must be avoided as it can escalate tensions. For instance, instead of saying, “Your work is consistently sloppy, and it’s affecting the team,” one can choose a more considerate approach such as, “Let’s discuss ways to enhance the quality of your work to better align with team expectations.” This avoids triggering negative emotions and fosters a more constructive dialogue.

“Understand potential emotional responses to your message and be prepared to address them constructively. This preparation allows for a more thoughtful and empathetic exchange,” asserts Tripathi. Speaking from his personal experience, he further adds, “If a conversation becomes emotionally charged, consider suggesting a break or postponing the discussion to a more suitable time. This approach allows for cooler heads to prevail and increases the likelihood of a positive outcome.”

The art of directness: Key takeaways

Managing directness in workplace dialogue is a skill that requires thoughtful planning and the ability of managers to deliver feedback effectively. Mohanty highlights the ‘5 is to 1’ rule, emphasising the importance of providing praise before criticism. “Building emotional accuracy through positive reinforcement prepares individuals to handle constructive criticism more effectively,” he adds.

Similarly, Rai advocates that “actions to be taken based on the feedback also need to follow the SMART rule – being specific, measurable, achievable, relevant, and time-bound.” Likewise, maintaining a positive posture, body language, and tone during feedback delivery is crucial. It is also important to focus on strengths to reinforce feedback.

“Directness in communication is fine as long as it is backed by facts and data/evidence and is spoken in a manner that is respectful to the individual,” Rai concludes. “Likewise, directness in communication is also fine if it focuses on the strengths of the individual and how those strengths can be applied, with support from data and facts.”

By mastering the art of directness, fostering open and respectful communication, and prioritising trust and understanding, individuals and organisations can cultivate a collaborative and positive work environment that empowers growth and success.

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Similar to the walls of a building, boundaries provide a framework for collaboration, communication, and individual well-being. They become especially critical in a world where technology blurs the lines between personal and professional spheres.

The erosion of boundaries

The culprit behind blurred boundaries is multifaceted. Technology and global connectivity have fostered a 24/7 work culture, rendering individuals perpetually accessible. “This often stems from a lack of personal choice,” acknowledges Rajeev Singh, a senior HR leader.
“Individuals may feel pressured to remain constantly available, fearing repercussions or seeking to prove their dedication.”

“Professionals must recognise their power to say ‘no’ and prioritise their well-being. The first step is acknowledging the importance of a work-life balance and committing to it.”

Rajeev Singh, a senior HR leader

Cultural norms further exacerbate the issue. As Anil Mohanty, another senior HR leader, explains, “Hesitancy to say ‘no’ and an emphasis on relentless hard work contribute to the blurring of boundaries. Peer pressure and hierarchical expectations often push individuals beyond conventional limits.”

Leadership also plays a crucial role in shaping the work environment. A company’s culture sets the tone for employee well-being and overall success. Without clear cultural values, the workplace becomes susceptible to disruptions, inequality, and a lack of balance, leading to dissatisfaction and potential productivity issues.

Manish Majumdar, head-HR at Centum Electronics, highlights the cultural aspect: “Saying ‘no’ is often difficult in cultures with indirect communication styles.” The fear of disappointing others or being perceived negatively hinders individuals from setting limits. Additionally, unrealistic expectations from managers, coupled with the pressure to impress, can further erode boundaries as employees succumb to extended work hours.

The generational shift in the workforce adds another layer of complexity. Singh observes that the younger generation prioritises work-life balance. “The mismatch between individual expectations and company practices can lead to high attrition rates and declining performance,” he adds. Striking a middle ground that promotes both productivity and well-being is crucial for both employees and organisations.

“Individuals need to be aware of these cultural influences and work towards assertiveness. By understanding and challenging these norms, they can set clear boundaries without fear of judgment.”

Manish Majumdar, head-HR, Centum Electronics

Building the bridge: Establishing healthy boundaries

Achieving a healthy work-life balance hinges on maintaining boundaries. Singh emphasises individual responsibility: “Professionals must recognise their power to say ‘no’ and prioritise their well-being. The first step is acknowledging the importance of a work-life balance and committing to it.”

Overcoming the cultural barriers to assertiveness requires conscious effort, as Majumdar advises: “Individuals need to be aware of these cultural influences and work towards assertiveness. By understanding and challenging these norms, they can set clear boundaries without fear of judgment.”

Open and transparent communication acts as another key pillar. Individuals must articulate their limitations clearly to colleagues and superiors. This includes conveying the need for realistic workloads, setting expectations, and discussing adjustments to deadlines or priorities. Such communication aligns individual and organisational expectations, ultimately mitigating the risk of burnout.

“Leaders set the tone. So, by openly prioritising well-being and acknowledging the importance of personal time, they can create an environment where employees feel empowered to establish and maintain their boundaries.”

Anil Mohanty, senior HR leader

Leadership plays a critical role in fostering a culture that respects boundaries. “Leaders set the tone,” declares Mohanty. “By openly prioritising well-being and acknowledging the importance of personal time, they create an environment where employees feel empowered to establish and maintain their boundaries.”

Leading by example is paramount. When leaders actively demonstrate a commitment to their own work-life balance, it reinforces the organisation’s values. This not only builds trust and loyalty among employees but also dispels the notion that success necessitates sacrificing personal well-being.

A collaborative effort: The role of organisations

Maintaining healthy boundaries is not solely an individual responsibility; it requires a collaborative effort from both employees and leadership. Organisations need to define clear working patterns and create a culture where setting boundaries is encouraged, not discouraged.

“Structured processes and flexibility can coexist,” concludes Singh. “By fostering an environment focused on delivering exceptional work during designated hours, organisations can empower individuals and cultivate a truly harmonious work-life symphony.”

By acknowledging the challenges, fostering open communication, and prioritising well-being, both individuals and organisations can work together to create a workplace that fosters productivity, engagement, and ultimately, success for all.

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Jyothi Menon, country head-HR and head, APAC HR Service Delivery, UBS, articulates the organisation’s deep-rooted values in diversity, equity, and inclusion (DE&I) coupled with talent development. According to Menon, “Our values are deeply embedded in the belief that each individual brings unique capabilities, perspectives and experiences to the table.” This philosophy, treating diversity as a valuable asset enriching the organisational culture, is integral to UBS’ success.

“Our focus remains on constant enhancement and self-upgradation, directed towards cultivating a culture of sensitisation and acceptance, recognising that we are all in this together.”

Jyothi Menon, country head-HR and head, APAC HR Service Delivery, UBS

In India, UBS initiated its journey towards gender balance and expanded its inclusivity umbrella to encompass LGBTQ+ and disabled communities. The company has cultivated an inclusive environment through sensitisation initiatives designed to address unconscious biases and foster a workplace where different communities thrive together. In recruitment, UBS distinguishes itself as an equal-opportunity employer, emphasising transparency globally and in India.

The company actively combats inherent biases through sensitisation sessions extended to recruiters, hiring managers, and line managers. Demonstrating a proactive stance, UBS incorporates gender-neutral job descriptions and collaborates with external agencies for diverse hiring panels.

Internally, UBS has established networks such as women in India, pride and allies, ability, young professionals, and cultural awareness, each contributing to different facets of diversity. Specialised programmes such as the career comeback programme for women on sabbatical and the veteran associate programme for armed forces personnel transitioning to corporate roles reflect the company’s commitment to diverse talent pools. UBS also features a male allies programme to support gender equality. All DE&I initiatives are overseen by the India DNI core group, ensuring a comprehensive approach with representation from various functions.

Measuring the impact of these initiatives is an ongoing process for UBS, involving continuous tracking and statistical analysis. Menon notes a positive trend, including more women returning to the workforce and assuming roles in technology and finance, indicative of the success of UBS’ initiatives. On the talent development front, UBS aligns its focus with the rapidly evolving financial services landscape, emphasising continuous upskilling and reskilling to remain competitive. Key areas of focus include digital, data, and design thinking, with a tailored approach to meet specific function requirements.

UBS’ skill assessment is a crucial component of its talent development strategy, evaluating the existing skill sets of its employees in the face of technological advancements, regulatory changes, and increased competition in the financial services sector. After identifying required skills, the company aligns individual employee development plans with overarching organisational goals. Function-specific developmental programs are prepared to cater to unique requirements, emphasising customisation to meet the diverse needs of each function.

In addition to technical and functional aspects, UBS implements interventions and programs focused on building a diverse and inclusive workforce. Leadership development courses, Brown Bag sessions, and initiatives supporting the career growth of women at different ranks and platforms underscore the company’s commitment.

The emerging women leader programme, a proactive initiative born out of feedback from departing women employees, offers a comprehensive learning journey for high-potential women. The certified engineers programme in India, emphasising engineering excellence, has seen over 600 successful participants, showcasing the initiative’s success.

UBS integrates personal development plans within the performance management system, ensuring that high-potential talent is identified based on both performance metrics and behavioural aspects aligned with the company’s core values. The Talent and Development Council, comprising heads of functions, collaborates to identify learning requirements, adopting a localised and tailored approach.

Reverse-mentoring programmes at UBS provide leaders with insights into diverse communication styles, and the ‘human library’ concept connects leaders with individuals from LGBTQ+ backgrounds to foster understanding and gather different perspectives.

Amidst technological advancements, UBS prioritises human aspects, cultivating a culture of sensitisation and acceptance. Jyothi Menon emphasises, “Our focus remains on constant enhancement and self-upgradation, directed towards cultivating a culture of sensitisation and acceptance, recognising that we are all in this together.” UBS’ multifaceted strategy, encompassing diversity, talent development, and inclusivity, exemplifies a holistic approach to navigating the shifting tides of workforce dynamics.

The post UBS’ bold play: A symphony of skills and diversity in the financial frontier appeared first on HR Katha.

The key to navigating such situations lies in aligning with the organisational vision and fostering a shared understanding of priorities. “The first step is to discern what holds paramount importance for the organisation,” emphasises Kamlesh Dangi, group head-HR at InCred. He highlights the importance of contextual awareness. In a construction project, for instance, safety might outweigh the urgency of timely delivery.

“The first step is to discern what holds paramount importance for the organisation.”

Kamlesh Dangi, group head-HR, InCred

 

Prioritising tasks based on their impact further promotes a harmonious work environment. “Not all tasks are created equal,” asserts Tanaya Misra, VP-HR at Endo International. “We need to prioritise tasks that deliver meaningful impact,” she adds.

Clarity is paramount, stresses Pallavi Poddar, CHRO at Fenesta Windows, DCM Shriram. “Conflicts arise from a lack of understanding of the big picture,” he notes. By communicating the overarching goal and timeline, team members gain a shared vision, fostering collaboration over conflict.

Communication styles, work habits, and individual goals can also contribute to task conflicts. While differences exist, “What is essential for one function may not hold the same importance for another,” explains Misra. For instance, timely appraisals are crucial for HR, but colleagues in other departments may prioritise meeting targets or audits.

Strategic task delegation is another approach, recognising the unique strengths of each team member. By breaking down projects into deliverables that align with individual capabilities, conflicting work styles can become complementary. “This way, potential clashes can become opportunities to blend diverse strengths,” points out Poddar.

“Speak your mind, engage in constructive dialogue, but be ready to agree to disagree. Once a decision is made, move forward united.”

Tanaya Misra, VP-HR, Endo International

Furthermore, the urgency-importance matrix plays a vital role. Urgent and important tasks require immediate action, while important but non-urgent tasks necessitate careful planning. Delegation can address tasks that are neither urgent nor important. However, when faced with multiple urgent and important tasks, “Resource optimisation becomes crucial – whether through overtime or seeking additional support,” emphasises Dangi.

However, disagreements can transform into destructive conflicts. Open conversations and healthy discussions are key to prevention. “It’s always about compromise,” says Misra. “Speak your mind, engage in constructive dialogue, but be ready to agree to disagree. Once a decision is made, move forward united,” she suggests.

Observing team dynamics is crucial, notes Poddar, ensuring conflicts are channelled towards productive outcomes. Managers play a critical role in leading conflict situations towards productivity. Dangi advises managers to address the deeper cultural context and help individuals separate the issue from personal differences. He emphasises that the focus should be on resolving the specific disagreement, not resorting to personal attacks.

“By breaking down projects into deliverables that align with individual capabilities, conflicting work styles can become complementary. This way, potential clashes can become opportunities to blend diverse strengths.”

Pallavi Poddar, CHRO, Fenesta Windows, DCM Shriram

Furthermore, managers should create an atmosphere where diverse opinions are valued. “It’s about fostering a culture where compromise is seen as a strength, not a weakness,” emphasises Misra.

Organisations can leverage robust review mechanisms with tailored frequencies based on task urgency. “These short, focused reviews become a platform to assess deliverables, identify support needs, and address any roadblocks promptly,” explains Poddar.

The goal is not to eliminate differences, but to leverage them for common objectives. By creating an environment where team members can share insights and ideas, conflicting approaches can become complementary tools for success. In essence, navigating task conflicts constructively can transform them into opportunities for growth, collaboration, and ultimately, organisational success.

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