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 “It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs,” emphasises Anil Mohanty, CPO, DN Group.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“It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs.”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.

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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.

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The financial advantages of ESG are increasingly apparent. Professor George Serafeim of Harvard Business School highlights a robust correlation between strong ESG performance and higher operating margins. This, coupled with the growing significance of ESG for investors and stricter regulatory norms, is prompting businesses to take heed.

Beyond the financial benefits, leading companies are recognising the intrinsic value of ESG. Ashok Leyland, for instance, has seamlessly integrated ESG considerations into key result areas and senior leadership strategies, showcasing a commitment that extends beyond boardroom discussions to tangible actions.

There’s limited awareness among the Indian workforce regarding ESG and its importance. This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines, a Tata Group company, articulates the Tata philosophy, stating, “Corporate enterprises must be managed not merely in the interests of their owners but equally in those of their employees, consumers, local communities, and ultimately, the country as a whole.”

Jindal Stainless stands out for its strategic integration of ESG principles into corporate culture. Its initiatives, ranging from plastic waste-collection drives to renewable energy adoption, not only enhance operational resilience but also solidify their position as a leader in sustainable manufacturing.

The ESG Gap Varadarajan highlights the limited ESG adoption in India: “It’s still at a nascent stage, primarily among a few large corporations and MNCs. The lack of clear frameworks and lukewarm implementation of governance principles lead to numerous concerns, including environmental degradation and non- performing assets.”

HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability. Each programme has specific KPIs to measure success. Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental sustainability goals

Salil Chinchore, CHRO, ElasticRun

This lack of awareness extends to the workforce. Varadarajan adds, “There’s limited awareness among the Indian workforce regarding ESG and its importance.” This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture. Sushil Baveja, CHRO, Jindal Stainless, emphasises the link between individual values and ESG, stating, “The pursuit of ESG-aligned employment reflects a shift towards self-actualisation, where aligning with personal values becomes crucial.” However, he cautions that this trend, particularly in diverse markets such as India, depends heavily on individuals’ basic needs being met first.

Baveja adds, “While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced and varies across demographics.” This suggests a complex interplay between personal needs, individual values and the evolving ESG landscape in India.

While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced, and varies across demographics

Sushil Baveja, CHRO, Jindal Stainless

Despite the challenges, ESG awareness is gradually improving among job seekers. Salil Chinchore, CHRO, ElasticRun, observes, “Candidates are wary of companies lacking ethical or environmental responsibility.” This underscores the growing importance of conducting due diligence on potential employers’ ESG practices, says Chinchore.

Mussarat Hussain, head-HR, Suzuki Research & Development India, reaffirms the significance of ESG beyond boardrooms: “The discussion around ESG is no longer confined to select circles. It’s a topic of genuine interest and concern among employees, job seekers and consumers in India. Organisations need to take it seriously to attract and retain talent and maintain their competitiveness.”

HR: The ESG champion within

Traditionally considered the ‘canary in the coal mine’ in corporate culture, HR departments are the first to encounter emerging employee concerns, whether related to diversity and inclusion, fair compensation, or mental health. As sustainability gains prominence, HR finds itself well placed to champion Environmental, Social and Governance (ESG) initiatives within organisations. However, the question remains—‘Is HR uniquely qualified for this role?’ Experts suggest that the willingness and ability to understand the broad scope of ESG are more crucial than specific professional backgrounds.

The ideal leader, irrespective of their discipline, should possess the following key attributes:

Communication and influence: Effectively communicating with and influencing the board is paramount, as ESG initiatives often require significant investment, discipline and a long-term commitment.

Constant learning: ESG is a rapidly- evolving field demanding continuous learning and awareness of global and local trends, legislative changes and best practices.

Courage and integrity: The ESG leader must have the courage to hold the organisation accountable for its commitments and call out any shortcomings.

HR drives initiatives that impact employee well- being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes

Mussarat Hussain, head-HR, Suzuki Research & Development India

While these qualities define an effective ESG leader, their specific position within the organisation is a secondary consideration. Whether it’s an HR professional, a finance head, or a marketing executive, the ability to leverage these skills effectively is what matters.

HR’s multifaceted approach positions it at the heart of successful ESG implementation, bridging the gap between operational practices and societal impact. Environmental leadership can begin with HR itself, promoting sustainable practices through green policies such as adopting electric company vehicles, setting an example for the entire organisation.

Social responsibilities are already deeply ingrained in HR’s traditional domain, encompassing diversity, equity and inclusion (DEI), employee well-being and community engagement. The HR function can leverage this expertiseto foster a more inclusive workplace by ensuring that diversity data informs recruitment, promotion and development strategies.

The CEO or CHRO is ideally positioned to spearhead this transformation. Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers and can adeptly negotiate and convey the organisational perspective to the world

Santanu Ghosal, CHRO & head – CSR, Schaeffler India

Fostering inclusivity and respect enhances employee engagement and satisfaction, which are crucial for long-term success. Governance involves ensuring transparent, ethical and value- aligned management practices. By developing policies and programmes that promote ethical behaviour and accountability among all employees, the HR plays a critical role.

For decades, HR has spearheaded Corporate Social Responsibility (CSR) initiatives, bridging the gap between societal needs and corporate philanthropy. Additionally, HR has anchored employee engagement, morale, retention, health, safety, compliance and regulatory requirements. These core elements align seamlessly with

ESG’s focus on employee well- being, inclusive growth and robust governance. While CSR lacked a unified framework, ESG provides a methodology to drive and measure impact, making it an even more powerful tool. Notably, ESG presents a valuable lever for attracting and retaining talent, especially in today’s job market where individuals increasingly seek ethically and sustainably-focused companies.

The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries. Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Balachandar NV, Consultant CSR and Corp Affairs, Ashok Leyland

Aligning the organisation’s culture with ESG principles is essential for successful implementation.

By leveraging its focus on people and culture, expertise in engagement and change management, influence on talent attraction and retention, stakeholder management skills, policy and process-implementation expertise, and risk-management capabilities, HR is uniquely positioned to champion ESG initiatives within any company. This multifaceted approach ensures that

ESG goes beyond mere compliance, becoming a core value woven into the very fabric of the organisation. Santanu Ghosal, CHRO & head – CSR, Schaeffler India, and sustainability coordinator for Schaeffler AP, emphasises that ESG permeates multiple spheres within an organisation. Given its broad scope, expecting expertise in all areas from a single individual is unrealistic. Ghosal underscores the crucial role of a C-suite leader in driving ESG initiatives. Beyond hard KPIs, this endeavour represents a significant cultural transformation, demanding someone familiar with the organisation’s intricacies, pulse and trigger points.

A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement

In this context, Ghosal argues that the CEO or CHRO is ideally positioned to spearhead this transformation. “Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers in various segments, communicates effectively, inspires others and can adeptly negotiate and convey the organisational perspective to the external world.”

While ESG promotion is crucial across all industries, as Hussain emphasises, “Certain industries require extra attention from HR due to their substantial environmental and societal impacts.” By actively integrating ESG principles into organisational practices and fostering a culture of responsible leadership, HR can ensure that businesses contribute positively to the environment and society, leading to long-term success and a more
sustainable future.

Reaching the second rung: Tiered suppliers and the ESG conundrum

The imperative to infuse ESG principles across the entire business spectrum, including small and medium-sized enterprises (SMEs) and micro-businesses, is pivotal. This transformation necessitates the development of tailored strategies and the promotion of awareness within these segments.

A key challenge lies in disseminating ESG practices to ‘second rung’ companies, such as two-tier and three-tier suppliers, who often lack the resources and expertise of larger firms. These suppliers play a critical role in the manufacturing value chain, and their environmental and social practices can significantly impact the overall ESG footprint of larger corporations.

A cautionary tale is that of Nike, which faced immense backlash for its short-sighted approach. In 2014, the Rana Plaza collapse in Dhaka tragically claimed thousands of lives, many of whom were garment workers producing apparel sourced by Nike under allegedly poor working conditions. This incident exemplifies the reputational risks associated with neglecting ESG considerations throughout the supply chain.

Service organisations encounter a different set of challenges. While compliance with regulations is crucial, embedding the spirit and letter of ESG principles within their operations demands a deeper commitment. This involves fostering sensitivity and maturity towards these principles, translating them into tangible practices.

Balachandar NV, consultant CSR and corp affairs, Ashok Leyland, emphasises the challenges associated with scope 2 and scope 3 emissions. He notes, “In scope 2, at least we have visibility, but scope 3 poses significant challenges due to its complexity and lack of standardised measurement methodologies.” The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries.

Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Cascading ESG principles across the broader business spectrum, encompassing SMEs and even smaller players such as cottage industries, presents a significant challenge. Transforming this into a societal movement requires effective communication, capacity building, and potentially incentivising mechanisms to encourage adoption.

Beyond the immediate challenges, achieving long-term ESG goals necessitates robust lifecycle management and measurement systems. This includes tracking and measuring the environmental impact of products throughout their entire lifecycle – from raw- material extraction and production to usage and disposal.

Effectively addressing these challenges requires a collaborative approach. Larger corporations, industry bodies and policymakers must collaborate to develop practical frameworks, implement capacity-building programmes, and potentially establish standardised reporting formats for smaller organisations. By bridging knowledge and resource gaps, promoting transparency and fostering collaboration, we can collectively ensure that ESG principles permeate every corner of the business landscape, paving the way for a more sustainable and equitable future.

In summary, while numerous hurdles exist on the path to widespread ESG adoption, acknowledging and actively addressing these challenges through collaborative efforts can pave the way for a more inclusive and sustainable future for all. As we strive to ensure that ESG is not just a buzzword but a tangible force for positive change, collaboration and collective action will be essential on this critical journey.

HR’s metrics-driven approach to ESG: Success stories and impact measurement

Environmental, Social and Governance considerations are rapidly evolving from mere compliance mandates to strategic imperatives for businesses. Human resources departments are emerging as key players in driving successful ESG programmes, leveraging their unique position to influence employee behaviour and company culture.

However, measuring social impact remains significantly more complex compared to environmental aspects. Companies are actively innovating to overcome this hurdle, seeking effective ways to define targets and track progress in their social-impact initiatives.

As Varadarajan explains, “ESG metrics are performance indicators that assess a company’s environmental, social and governance practices. Similar to traditional business metrics, they gauge operational performance and risk, often stemming from existing KPIs linked to ESG goals.” These metrics, either quantitative (such as greenhouse gas emissions) or qualitative (such as employee surveys), provide crucial insights into a company’s ESG journey.

Conventionally, investors relied solely on financial data to assess investment viability. Today, they increasingly include ESG metrics alongside traditional ones, recognising their impact on long-term performance and potential risks.

Human resources departments play a vital role in developing and tracking ESG metrics related to social and governance aspects, such as Diversity, Equity and Inclusion (DE&I), employee well-being and ethical conduct.

Several companies demonstrate how effective HR practices can contribute to achieving ESG goals. ITC, for instance, has successfully integrated sustainability into its core strategy, achieving carbon positivity, water positivity and solid waste recycling positivity for consecutive years. This success stems from aligning ESG goals with corporate goals and, crucially, with HR initiatives and practices, ensuring employee alignment with the company’s sustainability vision.

Similarly, JK Group exemplifies how HR practices can be aligned with ESG goals. The Group’s commitment to social development extends beyond operations, focusing on improving the lives of various stakeholders. Focus on the ’triple bottom line’ —economic, environmental and social—ensures responsible business growth while addressing global trends and stakeholder needs. For instance, JK Paper plants more trees than it harvests, achieving net carbon positivity. The company’s social forestry programme has benefited over 65,000 farmers.

Infosys exemplifies successful alignment of HR practices with ESG principles. The firm balances business success with strong governance and a focus on social and environmental needs. This commitment translates into ambitious environmental preservation goals, community-development initiatives and tracking of employee performance against well-defined ESG goals. Infosys’ efforts have been recognised by the UN with the prestigious UN Global Climate Action Award.

There are several other examples where the HR function has driven the ESG agenda in organisations. For instance, JSW’s CARE model focuses on the holistic well-being of employees to drive the organisation’s growth agenda. The basic philosophy behind CARE is— “A well-communicated employee who is agile becomes responsible and elevated.” JSW, as an organisation, drives employee engagement through cross-functional teams across all levels, engaging with India’s premium institutes to develop leaders at all levels. Its special interventions help develop women leaders. It conducts sensitisation workshops to drive behaviours that encourage inclusion, reduce bias, and, in turn, foster creativity across the organisation.

Nike, though facing backlash for the Dhaka incident, has a governance focus on the Pay Equity model. Its multiple interventions across different geographies ensure 100 per cent pay equity across all employee levels on an annual basis, aligning with UN Sustainable Development Goals 5 (Gender Equality) and 8 (Decent Work and Economic Growth).

However, not all companies get it right. Ghosal cautions against ‘greenwashing’, where companies make misleading or unsubstantiated environmental claims, highlighting the case of Vedanta’s ‘Creating Happiness’ campaign, which was criticised for its negative environmental and social impacts.

HR’s dashboard of ESG impact Chinchore elaborates on HR’s key areas of involvement in ESG programmes: “HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability.

Each programme has specific KPIs to measure success.” Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental-sustainability goals. Hussain aptly summarises HR’s crucial role in ESG programmes: “They drive initiatives that impact employee well-being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes.”

By embracing ESG principles and leveraging their unique capabilities to measure and demonstrate impact, HR departments are poised to play a pivotal role in shaping a more sustainable and responsible future for businesses.

Ghosal emphasises, “One of the key components of any successful ESG initiative is to engage with stakeholders, understand their perspective and make them a part of the transformation. The ‘S’ (Social) component of ESG is becoming the most critical component. The human resources function plays a critical/key role in driving the ‘S’
dimension in ESG in many areas.”

The ESG imperative: Shaping company culture and attracting talent

The entry of millennials and Gen Z into the workforce marks a pivotal moment in employee expectations. These cohorts are in pursuit of meaningful work, purpose-driven brands and companies deeply committed to social responsibility. This dynamic landscape calls for a cultural overhaul within organisations, one that seamlessly integrates ESG principles into their core values.

Multi-generational challenges

Observations reveal a surging trend among Indian professionals, particularly the younger generations, prioritising employment with organisations showcasing a robust commitment to ESG principles. This demand extends beyond high-level executives, encompassing employees across various levels and sectors expressing concern about their employers’ ethical, social and environmental practices. While newer companies may boast a younger workforce, established organisations, especially in manufacturing, may grapple with a larger Gen X or Y population.

Varadarajan emphasises the need for awareness building among these demographics: “While not averse to ESG principles, Gen X and Y employees may require more education compared to Gen Z, who are more exposed to these concepts. Leadership and the HR must focus on building awareness through appropriate training.”

Baveja reinforces the trend of younger generations favouring ESG-conscious companies.“Deloitte’s findings reveal that over 40 per cent of Gen Z and Millennials would switch jobs due to climate concerns. This alignment in values and commitment to long-term sustainability is reshaping how companies approach their Employer Value Proposition (EVP).”

Chinchore emphasises the increasing environmental consciousness, particularly among Gen Z.“Educated on environmental issues from their school days, Gen Z expects employers to be environmentally responsible.” Ghoshal adds, “My observation is that employees, irrespective of age group, show similar interest and engagement in ESG interventions if they are passionate about it or believe in the narratives articulated by company executives. It is crucial to explain the context to win them over.”

ESG and the talent landscape:

Varadarajan sheds light on ESG’s impact on talent acquisition and retention: “ESG will significantly influence talent strategies. The HR plays a crucial role in driving organisational changes around hiring, development and retention, ensuring equitable practices across various demographics.”

Ghosal further explains, “The talent pool demographics are undergoing a clear shift, with a preference for companies that have a clearly-defined purpose and a commitment to creating a better tomorrow. Many are interested in volunteering their time to be part of this movement.”

HR’s role in shaping ESG culture

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement, emphasises the role of ESG in attracting talent. “A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many,” he says.

The role of HR is crucial in establishing a clear connection between the company’s sustainability goals and their societal and environmental impact. Implementing training programmes and fostering a culture of responsible citizenship are essential steps. Measuring progress against ESG goals ensures adherence and institutionalisation of these values throughout the organisation. Human resource policies need to align with ESG values. Linking executive compensation to ESG performance metrics incentivises leadership to prioritise sustainable and socially-responsible decision-making. The HR should collaborate with other departments to develop work practices that minimise environmental impact, promote social responsibility and encourage the development of sustainable solutions.

The HR can act as an ESG partner by engaging with employees, stakeholders and the community to understand their perspectives on ESG matters. This feedback can be used to refine the company’s ESG initiatives, ensuring alignment with stakeholder needs and expectations. Employee well-being programmes and fostering a healthy work environment are the responsibilities of the HR. Aligning these practices with ESG principles is crucial. Focusing on employee health and safety contributes to the social aspect of ESG and helps create a sustainable workforce. Implementing transparent reporting mechanisms ensures that the company is held accountable for its ESG commitments. This involves regularly monitoring metrics such as carbon emissions, diversity ratios and community-engagement initiatives.

Ghosal emphasises, “ESG as an agenda or priority area for the organisation needs to come from the top. Once the initial enthusiasm fades, the HR, along with C-suite executives, must ensure that ESG is embedded into the company’s business strategy and KPIs. The HR’s role is critical in enmeshing ESG into the organisational DNA.”

Challenges and the road ahead

Navigating the integration of ESG principles into HR policies and practices presents several formidable challenges. Striking a delicate balance between ESG and overall business objectives proves intricate, demanding meticulous attention to both financial and ethical goals. The process itself is intricate and time consuming, involving extensive assessments and compliance with stringent standards. Gaining support from senior leadership for the benefits of ESG initiatives can be a challenging task, requiring persuasive communication.

Initiating a cultural shift in established practices and mindsets poses a significant hurdle, necessitating comprehensive change-management strategies. Effectively measuring the impact of ESG initiatives adds complexity, demanding the establishment of new metrics and key performance indicators (KPIs). Additionally, skill development becomes crucial, necessitating tailored training programmes in sustainability and ethics. Ensuring inclusivity, whereby all employees actively engage in ESG initiatives, is paramount for success.

Despite these challenges, prioritising ESG in HR is deemed critical for long-term sustainability and the establishment of ethical practices within organisations. Ghosal notes, “ESG is beneficial in the longer run, requiring investments with a long gestation period. Human resource leaders need to coach high-potential leaders to change their leadership style.”

Expertise of the HR and leadership is crucial for ESG success. They can support businesses and employees in adopting behaviours aligned with ESG principles. This involves creating an ESG-centred business strategy, integrating sustainability measures into performance assessments, and assessing ESG risks and opportunities in investments or mergers and acquisitions.

However, having the appropriate HR leadership is a major challenge. Varadarajan highlights the need for constant communication and training in an easy-to-understand language to enhance employee understanding and commitment to ESG objectives. Establishing a robust data-governance framework is necessary for maintaining data integrity and tracking performance against ESG initiatives.

The adoption of ESG principles in the Indian workplace presents a nuanced picture. While challenges exist, a growing awareness and demand for ESG-aligned employers is evident. As companies embrace responsible business practices and individuals prioritise workplaces aligning with their values, the future of work in India is poised for a positive transformation, driven by a shared commitment to sustainability and ethical conduct.

The post The ESG imperative: A tale of transformation and opportunity 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.

The post How to navigate unexpected changes in project management appeared first on HR Katha.

An alumnus of Delhi School of Economics, Nagpal began his career as an executive-HR, with Honda Motorcycle & Scooter India, in 1999. A year into this role, he moved to Dell Perot Systems, as manager-corporate HR, head-global C&B and global HR operations. In 2007, he moved on from Dell to join Tech Mahindra as senior manager-recruitment. This stint lasted only about seven months.

September of 2007 saw him joining IBM as deputy general manager and HR head-GBS, IBM South Asia. After two and a half years with IBM, he moved to Huawei Telecommunication (India) Company as general manager-human resources, head-corporate HR. He was based out of Gurgaon for more than four and a half years.

In 2014, he began his association with Samsung Electronics, as general manager. After two promotions, he became senior director, heading corporate HR CoE of total rewards, organisation management, talent management, HR operations, talent acquisition and leadership hiring, talent and sucession mangement for Samsung, South West Asia Region.

This latest promotion to CPO comes after nine years and nine months of his entry into Samsung Electronics.

Nagpal, who holds a BE from Manipal Academy of Higher Education, is known as a meticulous person with immense passion for his job and indepth knowledge of HR.

His 25 years of experience are bound to stand him in good stead in his new role at Samsung. HRKatha wishes him all the best.

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Backed by over three decades of experience, Vijay Sinha moves to JSW from Adani Power, where he had been serving as joint president-HR since Feb 2023, based out of Ahmedabad, Gujarat.

Sinha began his professional journey with Steel Authority of India (SAIL) as manager-HR, in 1993. After a long and successful stint of almost 12 years with SAIL, he moved to RKHS as DGM-HR, in 2005. This stint lasted only over a year, and by August 2007, he moved to Reliance BIG Animation, based out of Pune. Two years into this role, he switched to JSW Energy, as senior vice president-HR. Eight years into this role, he moved to Vijayanagar, Bellary, joining JSW Steel as senior vice president-HR and admin, JSW Steel. Hardly a year and a half later, he was elevated to the position of executive vice president-HR (manufacturing). He spent a good four years and four months with JSW Steel, before joining Adani Power in February 2023, as joint president-HR.

Known to be a very organised and focussed HR person, he is an expert in developing and maintaining relationships. This trait of his will stand him in good stead in his new assignment at JSW.

Sinha has completed an MBA in human resource management/personnel administration, from the Xavier Institute of Management (XIM, Bhubaneshwar)

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This year’s Women @ Work 2024 report by Deloitte does indicate some progress in terms of a reduction in the number of women who admit to having experienced non-inclusive behaviours at work. However, 43 per cent of them have experienced microaggressions or harassment (or both) in the past one year. Thirty-one per cent have experienced microaggressions, four per cent have been sexually harassed and eight per cent have experienced some other form of harassment. One-fourth of them admit that seniors in their organisation have behaved inappropriately with them or passed unsuitable comments.

Microaggressions, for those who are unfamiliar with the term, are subtle comments or actions that unintentionally indicate prejudice. They are instances of indirect discrimination against members of a marginalised group.

About 5,000 women from organisations across 10 countries were asked about the behaviours experienced by them at work in the past 12 months, and 31 per cent said microaggressions, four per cent said sexual harassment and eight per cent stated other types of harassment.

Clearly, more women are reporting microaggressions than in previous years, and yet, more than four in 10 failed to report their experiences to their employer. Similarly, one-third of those who experienced sexual harassment at work did not report the same to their employer. Why? Most of the women surveyed felt the matter wasn’t serious enough to be reported. The respondents feared retaliation and believed that not only would they not be taken seriously, but their situation at work would worsen. One in ten of the women thought confidentiality would be compromised, and that would ultimately ruin their career.

Hardly one in 10 women believe that reporting non-inclusive behaviours at work will not have an adverse impact on their career. The number of women who feel confident that action would be taken against the perpetrators, irrespective of their rank or position, is equally small. A significant 66 per cent of the women surveyed reported sexual harassment, while 71 per cent reported other types of harassment and 58 per cent reported microaggressions.

Women, worldwide, need to thrive in the workplace and not just survive. A few stories of success should not make organisations complacent. There is still a long way to go on the path of diversity and inclusion.

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Having completed an MBA in human resource management, from University of Calcutta, in 1996, Srirang joined ICI India as human resources manager. Four years into this role, he decided to work part-time with the Confederation of Indian Industry (CII), for a little over two years as chairman and as part of the HR sub-committee, western region, from 2014 to 2016.

Srirang’s association with ICICI Bank began in 2001. That means, he spent well over two decades with the financial institution. During his tenure, the Bank won many accolades, including the Best HR Technology Implementation award in 2020, at the Asian Banker Financial Technology Innovation Awards. ICICI Bank was also adjudged the ‘best company to work for’ award (Business Today) in the BFSI space, for four years consecutively.

He was member of the Indian Institute of Management, Ahmedabad for over five years, from 2012 to 2017.

He was also board member of IITB-Monash Research Academy for five years, from 2017 to 2021.

From July 2021 to October 2021, he served as national secretary, National HRD Network, based out of Mumbai.

Srirang, who also holds a bachelor’s degree in engineering (industrial engineering) from RV College of Engineering, did his schooling from Kendriya Vidyalaya.

The post Srirang TK, former GCHRO, ICICI Bank, appointed JMD, ICICIdirect appeared first on HR Katha.

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

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Ten years ago, HRKatha emerged amidst a landscape starved of knowledge. We identified a critical need – the dissemination of industry insights – and filled that void with a pioneering daily news service delivered directly to HR professionals. This seemingly modest decision proved to be a cornerstone, fostering a unique niche for HRKatha within India’s human resources domain.

The intervening decade has been a whirlwind of transformation for the world of work. Automation’s relentless march, the white-hot competition for skilled talent, and the burgeoning focus on employee well-being have all radically reshaped the HR function. HRKatha has been a steadfast companion throughout this metamorphosis, continuously adapting alongside the industry it serves.

The role of the HR professional is no longer confined to the realm of administrative tasks. Today’s HR leaders are strategic architects, talent magnets, and champions of the employee experience. We at HRKatha recognised this seismic shift early on, and our content strategy reflects this new reality.

We have transcended the role of a mere information conduit. We delve into complex issues with thought leadership pieces that provoke and challenge the status quo. We may not possess all the answers, but we undoubtedly spark critical thinking amongst HR leaders – a vital catalyst for progress in this dynamic field.

As we celebrate this ten-year odyssey, we unveil a fresh look. Our redesigned logo and website pulsate with vibrant hues, symbolising our unwavering commitment to continuous evolution and an increasingly engaging user experience.

The momentum doesn’t end there. We are supercharging our content with exclusive interviews featuring industry titans. These CEOs will shed light on the latest trends and challenges that are reshaping the HR landscape, offering unparalleled insights for our readers.

Prepare to be invigorated! Throughout the year, we will host five power-packed business events focused on diverse facets of HR excellence. These events transcend the typical conference model, transforming into platforms for leaders to forge connections, share winning strategies, and celebrate the brightest minds in HR.

Reaching a loyal readership of 400,000 and surpassing 2 million monthly page views stands as a humbling testament to your trust. We are immensely grateful for your continued support.

As we embark on this new chapter, we extend an invitation to join us on this journey. Let us continue to push boundaries, inspire one another, and collaboratively forge a better future for the world of work. Here’s to the next decade of innovation, impactful initiatives, and making a tangible difference – together!

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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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Imagine receiving insightful, continuous feedback throughout your workday, not just in yearly reviews. AI analyses performance data, project outcomes, and even peer reviews to pinpoint your strengths and potential areas for growth. NLP, extracting valuable insights from communication channels, uncovers your commendable skills and attributes. This real-time, personalised feedback fuels ongoing professional development.

“The future of HR promises to be more enjoyable for employees. Products and services will be tailored to individual preferences.”

Adil Malia, CEO, The Firm

“AI provides numerous personalised choices,” says Emmanuel David, independent director
r. “The challenge lies in making the right decisions.” He likens it to choosing a pastry: from two options to 17, careful consideration is crucial. By understanding specific details about employees, AI facilitates crafting policies that cater to individual needs, making data-driven choices informed by rich, high-quality information.

AI is transforming HR into a hyper-personalised experience. It tailors recruitment processes to specific roles and company culture. It curates personalised learning paths based on individual needs and career goals. It designs personalised benefits packages, like childcare or flexible work arrangements, to cater to specific needs. Finally, AI revolutionizes performance management with real-time, personalised feedback for improved engagement and development.

“The future of HR promises to be more enjoyable for employees,” says Adil Malia, CEO, The Firm. “Products and services will be tailored to individual preferences.” Organizations will gather data on personal choices, strengths, and challenges to predict and provide customized benefits and services aligned with their culture. AI-driven systems will capture and deliver personalised feedback instantly, minimizing wait times and reducing bias.

“AI empowers HR professionals to apply their judgment and make nuanced decisions”

Emmanuel David, independent director

While the benefits are significant, challenges exist. Data privacy, transparency, and bias in AI algorithms require careful consideration. Striking the right balance between personalisation and respecting individual boundaries is key.

David emphasises, “AI empowers HR professionals to apply their judgment and make nuanced decisions.” While AI facilitates informed choices, humans remain pivotal in ensuring its ethical and effective implementation.

Data privacy concerns are paramount. Organisations must establish transparent data policies and ensure information is anonymized and securely handled. Addressing bias in AI models is crucial. Regular audits and refinements are essential to eliminate unfair assessments.

Finally, resistance from employees who fear job security threats or constant monitoring needs to be addressed. Clear communication emphasising the focus on individual growth, not just evaluation, can alleviate apprehensions.

The road to hyper-personalised HR through AI requires reshaping how work processes and documentation are designed, along with a shift in coding to enable AI tools to adapt to evolving needs. But the potential rewards are immense: a workforce that feels valued, engaged, and empowered to reach their full potential. It’s a future where HR transforms from one-size-fits-all to tailor-made, and AI holds the key to unlocking it.

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“AI is our ally in the quest for human connection,” says Ashish Pinto, CHRO, Nesco. “It frees us from the tyranny of the mundane, allowing us to devote our energy to understanding the nuances of human potential—the stories behind the resumes.”

“It frees us from the tyranny of the mundane, allowing us to devote our energy to understanding the nuances of human potential—the stories behind the resumes”

Ashish Pinto, CHRO, Nesco

Imagine a world where HR professionals no longer spend hours sifting through endless resumes, their eyes glazing over with exhaustion. Instead, AI handles the initial sorting, highlighting potential candidates based on their skills, experiences and most importantly, their unique human stories. This liberation allows HR professionals to dive deeper, to engage in conversations that uncover hidden dreams, silent struggles and untapped potential.

“AI gives us a glimpse into the human heart,” says Anil Gaur, a senior HR leader and a former CHRO. “It helps us move beyond checklists and bullet points, to see the person behind the paperwork, and to build teams that aren’t just efficient, but truly aligned with shared values and aspirations.”

One of the most profound impacts of AI in HR is its ability to challenge unconscious bias. By analysing data with an unbiased lens, AI helps HR professionals recognise and overcome hidden prejudices that may have otherwise hindered their ability to see the true potential in every individual.

“Artificial intelligence is like a mirror reflecting our blind spots,” says Ravi Mishra, SVP-HR, Aditya Birla Group. “It forces us to confront our own biases and build a workplace where diversity isn’t just a buzzword, but a living, breathing tapestry of human experiences and perspectives.”

“It helps us move beyond checklists and bullet points, to see the person behind the paperwork, and to build teams that aren’t just efficient, but truly aligned with shared values and aspirations”

Anil Gaur, a senior HR leader and a former CHRO

Performance reviews, often dreaded by both employees and HR, can be transformed into catalysts for growth and fulfilment with the help of AI. By analysing data beyond just numbers, AI can uncover hidden talents, suggest personalised development opportunities, and guide HR professionals in providing meaningful, actionable feedback.

“Artificial intelligence becomes our personal growth advisor,” Pinto explains. “It helps us create development plans that tap into individual strengths, address hidden challenges and unlock potential that may have otherwise remained dormant.”

The ability of AI to monitor stress levels and work patterns, and even analyse sentiments has made it an invaluable ally in promoting employee well-being. It can identify potential burnout before it takes hold, allowing HR professionals to proactively intervene with support, resources and personalised interventions.

“AI gives us the power to create a workplace where people don’t just survive, but thrive,” Mishra emphasises. “It’s about nurturing a culture of empathy and care, where every individual feels valued, heard and supported in their journey toward personal and professional fulfilment.”

“AI gives us the power to create a workplace where people don’t just survive, but thrive. It’s about nurturing a culture of empathy and care, where every individual feels valued, heard and supported in their journey toward personal and professional fulfilment”

Ravi Mishra, SVP-HR, Aditya Birla Group

The future of HR, powered by AI, is a harmonious blend of predictive insights and human intuition. Artificial intelligence can anticipate talent needs, identify potential successors and even predict employee sentiment, giving HR professionals a powerful tool to proactively plan for the future and build resilient, adaptable teams.

“ArtificiaI intelligence is our partner in building the future of work,” says Mishra. “It helps us create workplaces where people feel like they’re dancing to their own rhythm, not just following a set beat. It’s about empowering individuals, fostering collaboration and ensuring everyone feels valued and heard.”

In this unexpected symphony of technology and humanity, AI isn’t the soloist overshadowing the human touch. It’s the supporting orchestra, amplifying the melody of connection, empathy and growth. Together, they create a workplace where HR professionals are no longer just cogs in the machine, but conductors of human potential, unlocking the magic that lies within each employee. And that, truly, is the most unexpected and human outcome of all.

The post How AI is redefining the human in HR appeared first on HR Katha.

Understanding the organisation’s needs is the cornerstone of HR’s decision-making. Key stakeholders’ input is crucial to identify pain points and opportunities the new technology should address. Vendor evaluation follows, where solutions are assessed based on functionality, scalability, reputation, and support.

“Prioritise needs first. Is it cost reduction, better employee services, or data analytics?”

Sunil Ranjhan, senior advisor, LG Electronics

“Prioritise needs first,” advises Sunil Ranjhan, senior advisor, LG Electronics. “Is it cost reduction, better employee services, or data analytics?” Integrating seamlessly with existing systems like HRMS and finance is also paramount. Transitioning from legacy systems and securing implementation resources (internal or external) are initial challenges. Sustaining the technology long-term prevents obsolescence.

Budget considerations play a significant role, requiring HR to align purchases with available resources and potentially negotiate for cost-effectiveness. Complexity of the technology being purchased further influences the decision timeline. Solutions significantly impacting HR operations or introducing new functionalities demand a more in-depth analysis. Integration level, customisation potential, and user adoption learning curves also contribute to complexity. Regulatory compliance and data security add further layers of intricacy.

The technology itself plays a crucial role in shaping the decision timeline. More intricate solutions, such as integrated enterprise resource planning (ERP) systems, demand a more thorough evaluation. “User-friendliness for employees should be a top priority,” adds Mukul Chopra, CHRO, ConveGenius. “Technology shouldn’t add to their workload, but rather make tasks convenient.”

“User-friendliness for employees should be a top priority. Technology shouldn’t add to their workload, but rather make tasks convenient.”

Mukul Chopra, CHRO, ConveGenius

Beyond choosing the right technology, HR must ensure smooth integration into existing workflows. Implementation timelines, potential disruptions, and employee training are crucial aspects. Collaborating closely with IT and vendors to develop detailed plans and pilot programs in controlled environments minimises challenges. “It’s about maximising benefits, not just selecting technology,” emphasises Amit Sharma, a senior HR professional and former CHRO, Volvo Eicher.

Organisation size also plays a role. Large companies may benefit more from extensive tech, while smaller ones might find it excessive. Aligning technology capabilities with organisational needs is crucial.

Several factors influence HR’s decision-making timeframe:

Complexity: Intricate solutions such as enterprise resource planning systems require thorough evaluation and stakeholder consultation.

Impact on HR operations: Fundamental shifts in HR functions necessitate a more deliberate process to ensure smooth integration and minimal disruption.

Vendor evaluation and selection: A rigorous vendor-selection process considering reputation, customer reviews, support services, and contractual terms can extend the timeline.

Organisational decision-making structure: Hierarchical organisations may have a longer process due to multi-layered approvals, while agile organisations may be quicker.

“It’s about maximising benefits, not just selecting technology”

Amit Sharma, a senior HR professional and former CHRO, Volvo Eicher

Sharma emphasises the importance of a strong HR-CIO partnership, often involving the CFO, for alignment and approval. Pilot programmes provide valuable user feedback and accelerate decision-making. Proactive negotiations on contractual and financial aspects early on prevent delays and ensure seamless technology adoption.

By employing a strategic and nuanced approach, HR can navigate the complex landscape of technology purchases, unlocking the potential of these solutions to streamline processes, enhance employee experience, and ultimately drive organisational success.

The post Navigating the maze: How HR makes tech purchase decisions appeared first on HR Katha.

The overwhelming response urged Kartik Mandaville, founder and CEO, Springworks, to tweet, “Received over 3K resumes in the last 48 hours just on our website — how bad is the job market?”

Established in 2014, Springworks, is a startup that provides software solutions for the human resources sector. Interestingly, the job openings were posted only on the Springworks official website and not on any other platform.

The overwhelming response could be attributed to the fact that the roles are all remote. The number of application may not have been so high if the roles had been on site.

Springworks’ software solutions help organisations find the right talent quickly using blockchain for seamless and reliable background verification.

Mandaville’s tweet has sparked a discussion on the state of unemployment in the country.

The unemployment rate for urban individuals above 15 years fell to 6.8 per cent in the January-March 2023 period. It was 8.2 per cent during the same period last year, as per a government survey.

Unemployment rate the percentage of unemployed people in the labour force. The joblessness or unemployment rate was 7.7 per cent in May 2023.

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In such a scenario, critical thinking becomes crucial for HR professionals. Instead of jumping to conclusions or relying solely on personal biases, they will have to approach the situation with a thoughtful and analytical mindset. Thinking critically, they will gather relevant information by speaking to both parties involved, as well as other team members who may have witnessed the conflict. They will analyse the situation without any prejudices and consider different perspectives.

Generally, critical thinking is important for everyone, but its significance in HR is crucial. After all, critical thinking is the skill of carefully examining and assessing arguments and beliefs using logic and a systematic approach. It requires questioning assumptions, exploring different viewpoints, scrutinising evidence and making thoughtful and reasoned conclusions.

This rational way of thinking helps HR personnel navigate complexities and ensures that they make informed choices that benefit both employees and the company.

“Humans are thinking animals. Therefore, while dealing with them at the workplace, HR managers should take an empathetic yet rational decision-making approach to ensure unbiasedness.”

Rishav Dev, former CHRO, Noveltech Feeds

 

Tackling diverse workplace situations

Underscoring the vital importance of critical thinking in HR, Sharad Verma, VP & CHRO, Iris Software, highlights various aspects of this primarily problem-solving exercise, including the ability to distinguish between facts and opinions, making logical conclusions based on data, finding the root cause of the problem and establishing cause-effect relationship. “These competencies equip HR professionals to tackle diverse workplace situations with clarity and insight,” asserts Verma.

Rishav Dev, former CHRO, Noveltech Feeds, opines, “Humans are thinking animals. Therefore, while dealing with them at the workplace, HR managers should take an empathetic yet rational decision-making approach to ensure unbiasedness.”

How to evaluate situations with critical thinking

“Steps in evaluating a situation include cultivating a calm and analytical mindset, collecting relevant data and evidence, seeking input from stakeholders, assessing solution effectiveness, conducting cause-effect analysis and formulating actionable plans for the future to help make sound decisions,” enunciates Verma.

Kamlesh Dangi, group head-HR, InCred, emphasises the compatibility of critical thinking and empathy. Dangi reveals how critical thinking enables HR professionals to overcome bias and make informed decisions.

He says, “By approaching employee cases objectively, relying on factual evidence rather than personal biases, HR practitioners can deliver fair and well-founded solutions.”

“By approaching employee cases objectively, relying on factual evidence rather than personal biases, HR practitioners can deliver fair and well-founded solutions.”

Kamlesh Dangi, group head-HR, InCred

Synergy of critical thinking and empathy

By empathising with employee’s challenges and understanding their perspective, an HR professional can critically assess the situation to make a fair and informed decision. A decision that takes into account an individual’s well-being and growth opportunities within the organisation.

So, does critical thinking or analysis affect the empathic aspect of HR? In Dangi’s opinion, “Critical thinking and empathy can coexist, one can analyse a situation based on facts and figures and still be empathetic towards the people involved. Thus, this can foster a deep understanding of others’ perspectives.”

How organisations can promote critical thinking

By creating an environment of open communication, organisations can empower HR teams to approach challenges with a thoughtful and analytical mindset. This cultivates an HR department that is adept at making well-founded decisions and helps drive organisational growth.

Dangi suggests, “To foster critical thinking, organisations must raise awareness, provide role models and actively promote the use of assessment tools that empowers the HR to make fact-based decisions.”

 

“Steps in evaluating a situation include cultivating a calm and analytical mindset, collecting relevant data and evidence, seeking input from stakeholders, assessing solution effectiveness, conducting cause-effect analysis and formulating actionable plans for the future to help make sound decisions.”

Sharad Verma, VP & CHRO, Iris Software

Setting clear criteria for decision making

Establishing clear criteria for hiring and firing decisions in the organisation helps professionals make decisions based on precise data and information.

“Defining qualifications, experience and role suitability allows HR professionals to assess candidates objectively,” points out Dangi.

This approach ensures that decisions are based on pure evidence rather than subjective feelings, resulting in fair and informed choices that align with organisational requirements.

If HR practitioners or managers do not apply critical thinking and make decisions based on their biases or gut feelings, then it can affect the organisation’s credibility and level of integrity.

In this ever-evolving HR landscape, embracing critical thinking can help HR professionals navigate challenges with clarity, objectivity and empathy in a profound and inclusive manner, benefiting the organisation and the people who rely on their decisions.

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The term ’agony aunt’ is borrowed from the advice columns found in newspapers and magazines. Traditionally, an ‘agony aunt’ is a trusted confidant who offers empathetic guidance and support to readers facing personal dilemmas or challenges. The analogy between HR professionals and agony aunts implies that the former plays a similar role within the workplace, providing an attentive ear and offering assistance to employees who approach them with their work-related issues.

Amit Sharma, CHRO, Volvo, says that traditionally, organisations had a personnel department where employees had their people-related issues addressed or sorted. Managers would often direct employees to the HR, considering it a dedicated function where individuals could share their problems.

“In this evolving role of HR, the emphasis is on building the right culture and ecosystem and fostering employee engagement. Progressive organisations have already made this shift, understanding that managers play a crucial role in supporting their team members.”

Amit Sharma, CHRO, Volvo

“This perception still persists in some organisations, even though the personnel department has now evolved into HR. Some managers believe that their responsibility is limited to issues related to business, and that people-related matters are the sole responsibility of the HR,” opines Sharma.

According to him, “In this evolving role of HR, the emphasis is on building the right culture and ecosystem and fostering employee engagement. Progressive organisations have already made this shift, understanding that managers play a crucial role in supporting their team members.”

Human resource professionals are entrusted with a range of responsibilities, which contribute to their reputation as workplace agony aunts. Let’s explore some key areas where HR professionals play a crucial role:

Employee relations

HR professionals act as mediators, helping to resolve conflicts that may arise amongst employees or between employees and management. They provide a listening ear, offer unbiased advice and facilitate constructive dialogue to find solutions.

Employee well-being

HR professionals advocate for employee well-being and foster a positive work environment. They may handle sensitive matters such as workplace harassment, discrimination, or mental-health concerns, ensuring employees feel supported and safe.

“There has been a notable shift in the role of HR in recent years. Rather than being solely reactive, HR teams are becoming more proactive in their approach”

Sumal Abraham Varghese, director and CHRO, Transys Global

Policy and compliance

Human resource professionals ensure that the organisation adheres to labour laws and regulations, safeguarding employee rights. They keep abreast of changes in legislation and implement policies that promote fairness and equality.

Recruitment and onboarding

Not only are HR professionals involved in the hiring process, but they also help source suitable candidates, conduct interviews, and assess applicants’ qualifications. They play a pivotal role in ensuring that the organisation attracts and selects individuals who align with its values and objectives. Additionally, HR professionals oversee the onboarding process, ensuring that new employees feel welcomed, informed and equipped to thrive in their roles.

Training and development

It is the responsibility of HR professionals to facilitate employee training and development initiatives. They identify skill gaps, design training programmes and provide opportunities for employees to enhance their knowledge and abilities. By investing in employees’ growth, HR professionals contribute to their overall job satisfaction and help them achieve their full potential.

Performance management

The HR departments are involved in establishing performance-evaluation systems and providing feedback to employees. They work closely with managers to set goals, monitor progress and recognise and reward achievements.

“There has been a notable shift in the role of HR in recent years. Rather than being solely reactive, HR teams are becoming more proactive in their approach. They are focusing on initiatives that promote employee engagement, health and wellness and other activities aimed at addressing broader organisational challenges,” says Sumal Abraham Varghese, director and CHRO, Transys Global.

Varghese observes, “While this transition is underway, it may not have reached its final destination where the HR teams become fully proactive business drivers in every organisation. However, the process is gaining momentum, and the COVID-19 pandemic has accelerated the pace of change.”

“However, it is important to note that the term ‘agony aunt’ does not solely define the role of HR professionals. They are not mere receptacles for employee complaints and grievances”

Ramesh Shankar S, chief joy officer, Hrishti.com

While the term ’agony aunt’ may appear to be an over-exaggeration, it holds some truth. Human- resource professionals often find themselves dealing with a wide range of workplace challenges, including conflicts, grievances and personal struggles that can impact employees’ well-being and job satisfaction. They are expected to be approachable, empathetic and capable of handling sensitive situations.

Ramesh Shankar S, chief joy officer, Hrishti.com, points out that in an ideal scenario, organisations expect the HR to be the face of empathy and support, while immediate managers handle employee issues. However, reality often falls short of this ideal.

He says, “In many cases, employees harbour a dislike for their immediate managers, who may be unwilling to address or acknowledge their concerns. As a result, employees turn to the HR as a channel to express their grievances, seek useful feedback and find a solution. This perspective suggests that there is indeed some truth to the notion of HR professionals playing the role of ’agony aunts’.

“However, it is important to note that the term ‘agony aunt’ does not solely define the role of HR professionals. They are not mere receptacles for employee complaints and grievances,” asserts Shankar.

It is true that HR professionals collaborate with managers, executives and employees themselves to create a harmonious work environment. They also focus on strategic initiatives, such as talent acquisition, workforce planning and organisational development, which contribute to the overall success of the company. However, that doesn’t mean they are the ones solely responsible for resolving all workplace issues.

According to Sharma, the role of the HR has evolved from that of the traditional personnel department. While some organisations still rely on the HR to handle people-related issues, progressive organisations encourage their managers to take ownership of their team members’ engagement.

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Expressing her concerns, Uma Rao, CHRO, Granules India, says that unannounced trips may indicate a lack of trust within the team or organisation, which is a major issue. Instead of resorting to hush trips, if employees communicate their needs upfront — such as requesting to work from a different location for a specific period — they would come across as transparent and more trustworthy.

How do hush trips damage the work environment?

Hush trips affect the workplace adversely, as they do the following:

Undermine workplace culture & team dynamics 

Hush trips can disrupt the established workplace culture and team dynamics within an organisation. When a group of employees embarks on a secret vacation without involving their colleagues, it creates a divide between those included and those left out. This exclusionary behaviour can lead to decreased morale, a breakdown in trust, and the formation of cliques within the workplace. Such divisions hinder effective teamwork, collaboration and the overall productivity of the organisation.

“Such behaviour directly impacts the organisation and contributes to a toxic culture of mistrust. It can even lead to excessive monitoring and mistrust on the part of the managers, which upsets team morale and dynamics”

Uma Rao, CHRO, Granules India

As Rao rightly puts it, “Such behaviour directly impacts the organisation and contributes to a toxic culture of mistrust. It can even lead to excessive monitoring and mistrust on the part of the managers, which upsets team morale and dynamics.”

Violate policies

Hush trips often involve employees taking unauthorised leaves of absence, thereby violating company policies and procedures. These policies exist to ensure fair treatment and proper management of employee schedules. When employees go on undisclosed vacations, workflow is disrupted, gaps emerge in work coverage and other team members end up bearing the burden of additional work. Human resource departments are tasked with maintaining attendance records, enforcing policies and handling disciplinary actions. Hush trips only complicate these responsibilities and require HR professionals to address the issues proactively.

Affect employee engagement & trust

Employee engagement is crucial for a thriving and productive workplace. Trust is the foundation of engagement, and hush trips can erode this trust among employees. When some individuals are aware of and participate in secret vacations while others remain uninformed, it creates a sense of inequality and unfairness. This can lead to feelings of resentment, demotivation and disengagement among employees.

Raise legal concerns

From a legal standpoint, hush trips can raise various concerns for the HR departments. These trips may lead to a violation of labour laws and work-hour regulations —  such as excessive leaves, unauthorised absences and so on. Additionally, if an accident or injury occurs during a hush trip, employers may face legal liabilities if the trip was not officially sanctioned or insured. Therefore, it becomes a challenge for HR professionals whose responsibility is to ensure compliance with labour laws, mitigate risks and protect the organisation’s interests.

“As long as the employees are fulfilling their responsibilities and communicating any issues that may affect their work, their opting to work remotely should be acceptable. However, it is essential to take security measures to ensure that company assets are protected.”

Atul Mathur, executive VP, Aditya Birla Capital

Tarnish reputation & image of the organisation

Hush trips can damage the reputation and image of an organisation, both internally and externally. Internally, it creates a perception of favouritism, exclusivity and lack of transparency, which can lead to disgruntled employees and increased turnover. Externally, if news or rumours of these hush trips spread, it can negatively impact the organisation’s reputation among potential recruits, clients and stakeholders.

According to Atul Mathur, executive VP, Aditya Birla Capital, even employees working remotely should be expected to attend meetings and fulfil their responsibilities, unless there is a genuine emergency.

Anil Mohanty, senior HR leader, believes that in all organisations there exists a mix of highly engaged, productive individuals as well disengaged / unproductive individuals. This situation can occur anywhere, be it a work-from-home setting or elsewhere. However, what truly matters is the overall productivity and successful completion of tasks and deadlines.

According to him, it doesn’t make a difference whether employees are working from home, enjoying a movie at a cinema, or collaborating with others. The key lies in delivering the work on time and maintaining integrity.

Mohanty goes on to  emphasise the importance of meeting deadlines and completing tasks while acknowledging that individuals have the freedom to enjoy their own lives. “It is important to value productivity, adhere to schedules and engagements, and take responsibility for one’s own output,” he asserts. 

“As long as the work is being done and deadlines are met, individuals should have the flexibility to enjoy their personal time, whether they are at a pub or at home. The main point is to maintain a balance between work and personal life while ensuring tasks are completed satisfactorily”

Anil Mohanty, senior HR leader

“As long as the work is being done and deadlines are met, individuals should have the flexibility to enjoy their personal time, whether they are at a pub or at home. The main point is to maintain a balance between work and personal life while ensuring tasks are completed satisfactorily,”opines mohanty.

On the same lines, Mathur adds, “As long as the employees are fulfilling their responsibilities and communicating any issues that may affect their work, their opting to work remotely should be acceptable. However, it is essential to take security measures to ensure that company assets are protected.”

“It is crucial to maintain professionalism during work hours and ensure that dedicated work time is not used for personal activities,” advises Rao.

Not all employees have the same level of sincerity and transparency. The notorious ones can easily influence the sincere performers. It is not difficult for the honest and diligent workers to get dragged into being part of activities such as hush trips either. And of course, in the long run, these do spoil the workplace culture, unsettle the dynamics of the team, eventually leading to disengagement of employees. Add to this the issues of trust, legal compliance and the overall reputation of the organisation! It can be quite a nightmare for the HR to maintain unity and bonding amongst the employees while keeping productivity high. 

Therefore, it is imperative for HR professionals to nip hush trips in the bud. They can start by establishing clear policies, promoting transparency and fostering a culture of open communication and fairness.

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The causes behind layoffs are definitely complex and involve multiple factors, including overhiring during the pandemic, uncertain global macroeconomic conditions, cost cutting, restructuring and much more.

In some cases, the HR may have misjudged the size of the workforce needed to meet the company’s goals. This may have led to overhiring and subsequent layoffs.

“The HR can’t really be blamed because they are only doing what the business is asking them to do.”

Amit Sharma, CHRO, Volvo

In other cases, business and function heads may have failed to adjust to changes in the market, such as declining sales or increased competition, leading to downsizing.

Ultimately, both the HR and business / function heads have a role to play in managing the size of the workforce and ensuring that it aligns with the company’s goals.

Who is to blame?

Amit Sharma, CHRO, Volvo, says that nobody can be particularly blamed for this.

“There are two ways in which HR plays a role — strategic and operational. People tend to focus on the operational role of HR in the organisation. However, the HR can’t really be blamed because they are only doing what the business is asking them to do.”

It is the HR’s responsibility to attract, hire and retain talent, whereas business and function heads are responsible for making strategic decisions that impact the company’s bottom line.

Rohit Iyer, director – L&D, PwC, also agrees that the mass layoffs cannot be attributed to the HR. He draws attention to the fact that the HR simply plays a supportive role in implementing the workforce-reduction goals set by the business and functional leaders.

“All organised HR professionals in the organisation should invest enough time to educate the business on talent risks.”

Rohit Iyer, director – L&D, PwC

Organisations that prioritise productivity and utilisation over excessive bench strength are less likely to experience mass layoffs. This is because, these organisations carefully manage their headcount forecast, which is the primary driver for workforce reduction. However, the root cause of layoffs is often incorrect forecasting rather than the HR.

The HR plays a crucial role in providing market statistics and insights into talent trends, such as compensation, as well as supply and demand. However, the HR does not have the authority to make decisions with regard to the specific number of employees to be hired. This decision rests with the business leaders, as it directly affects the profitability of the organisation.

Once the business leaders have signed off on the headcount forecast, HR’s role is to ensure the recruitment of the necessary workforce and manage all HR processes efficiently. The success of this process depends on the factors that drive the business forecast. It is crucial for business leaders to understand these factors and make informed decisions, which then enable the HR to execute the recruitment process smoothly.

Iyer suggests that these layoffs should be a lesson. All organised HR professionals in the organisation should invest enough time to educate the business on talent risks.

It is something that should be done uniformly across all organisations. According to Iyer, “Really good organisations and forward-looking HR practitioners actually spend a lot of time sharing market data, real-time analysis of talent, the war for talent, and supply and demand for certain skill sets.”

Iyer feels that currently there is a slight uncertainty as to whether all department heads or HR departments of all organisations are uniformly doing a good job of providing the right insights to business leaders.

“We should not single out one function; we should say it is management’s calculated risk.”

Rajesh Jain, CHRO, Welspun Enterprises

 

While it is impossible to predict the future with certainty, human resource departments can take steps to anticipate and prepare for layoffs, minimising their impact on both the employees and the organisation.

Rajesh Jain, CHRO, Welspun Enterprises, explains that the organisation’s assumptions have gone wrong.

“It is important to find out who made those assumptions — HR or the company? In most cases, it is ultimately a management decision, and it is that very decision that went downhill,” asserts Jain.

However, he goes on to add, “We should not single out one function; we should say it is management’s calculated risk. Very few companies authorise the HR to hire whenever or how much ever they want. These decisions are generally based on the company’s budgets.”

The HR is responsible for closely monitoring the financial performance of the company. This includes, keeping an eye on sales figures, market trends and any other indicators that can point to a potential slowdown in business.

If the HR departments are aware of any potential challenges facing their company, they can begin to prepare for a possible reduction in the workforce.

Another important aspect that the HR can focus on is talent management. This includes developing a talent pipeline and maintaining a robust succession plan that ensures that critical skills are not lost in the event of a layoff.

While layoffs are never easy, all leaders, including the HR department, play a critical role in anticipating and preparing for them.

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When managers either intentionally or unconsciously retain their best employees to fulfil their short-term goals, they are said to be hoarding talent. In doing so, they eventually end up damaging the personal development of their employees.

Jaikrishna B, president – group HR, Amara Raja Group, admits, “It is human to hoard one’s best talent and be possessive about them.”

However, when employees are not encouraged to expand their skill set, or allowed exposure aligned with their interests or given the kind of experience they yearn for, they are led to believe that their immediate managers’ need for their contribution outweighs the desire for their growth. Ultimately, this pushes them to consider leaving the organisation and joining elsewhere in search of what they truly desire.

One of the most cited studies, Gallup’s 2017 report on the State of the American Workplace, revealed that more than half of all employees surveyed were either actively searching or on the lookout for new opportunities elsewhere.

New-age employees seem to be actively searching for other job opportunities in a bid to pursue what their heart desires and develop their own selves.

According to a new report from Deloitte, 47 per cent of Gen Z and 54 per cent of Millennial employees leave their organisations within a year if they feel they aren’t being heard at work.

Millennials at the workplace ranked ‘opportunity’ as the biggest reason for leaving. A significant 52 per cent of those would’ve stayed on with their employers had they been offered the right incentives, says a report from Gallup.

Clearly, it is up to the organisations to work with their leaders to find a way to mitigate this issue and ensure that the top talent is retained.

Here are some ways for them to go about this.

“Every leader’s responsibility is to continually form, storm, norm and perform their assigned tasks from time to time.”

Jaikrishna B, president – group HR, Amara Raja Group

Change the culture

Jaikrishna B emphasises on the importance of organisations moulding their culture and policies such that the tendency of employees to leave is eliminated.

“Having a culture where managers and leaders are only allowed to consider their teams as temporary is critical. Every leader’s responsibility is to continually form, storm, norm and perform their assigned tasks from time to time.”

A manager’s basic instinct is to retain the highest-performing employees for the most critical tasks. To combat this, organisations should create a detailed internal talent marketplace; one that details the traits, abilities and interests of workers from around the organisation.

Doing so will enable managers to spot the sea of talent within the organisation and motivate them to utilise the human capital within the company. This will also help rotate employees who wish to be moved, freeing up space for those who want to move up.

Changing the culture and opening new opportunities through the talent marketplace is a win-win situation for both the organisations and the employees. While the organisations have a higher probability of retaining talent, managers gain access to seasoned internal employees who are eager to build new skills, and the employees themselves have increased visibility and access to new opportunities for growth.

Showcase clear avenues of change

Organisations have to play an active role in helping managers truly understand the benefits of talent management and rotation programmes.

According to Jaikrishna B, “Organisations need to help leaders truly shift their behaviour towards embracing talent mobility and dislodge the possessiveness. The crux here is to curb the tendency to hoard.”

Google’s Bungee Assignment Programme, for instance, is an initiative where employees who take leave of absence are covered by employees within the organisation, full-time.

This allows workers who wish to explore a different area of the business an opportunity to do so while also taking over the responsibility of the person on leave to ensure continuity in work. For managers, it provides a clear idea of what talent rotation may look like, allowing them to set meaningful expectations that help build talent-sharing muscle.

Looking at ways to encourage company-wide collaboration is a great way for managers to see past the teams they have at their disposal.

Organisations should look at ways to encourage employees to contribute towards projects all across the organisation and not limit themselves to supporting only the teams they are in. To make this happen, HR leaders have to devise strategies to inspire the workforce to work together in new and dynamic ways.

They can do so by declaring certain projects as company-wide collaborations or hosting off- site activities that shuffle the employees into different teams.

Managers should be able to clearly see that talent sharing is an important part of the company culture.

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A report from a professional services network suggests, nearly 42 percent of business leaders believe HR teams are just getting by even though they understand their value in helping an organisation drive performance and conveniently manage human resources.

HR teams are responsible for many critical operations within an organisation, ranging from recruitment to payroll and well-being management of employees. That is why it is important for them to continuously develop their skills to help maintain and progress their organisation’s performance.

The pandemic has enabled HR professionals to think out of the box in regards to adjusting to new work models and employee requirements.

Digital tools are swiftly making their way into basic HR functions, that is why it is imperative for HR officials to be proficient in using these systems. A survey revealed 56 percent of companies are actively redesigning their HR processes and programs to integrate digital HR tools. Digital literacy has become an incredibly important skill for HR heads as organisations see digital platforms as long term sustainable initiatives.

Having a tech savvy HR department can help leverage the tech enabled opportunities and understand how it impacts the growth of organisations.

The pandemic highlighted the adverse state of employee mental health. As a result HR departments in collaboration with their organisations had to find ways to address the stigma associated with mental health and how it’s linked to inclusion, equity and diversity. HR leaders have to educate themselves well on the matter and in turn formulate a plan to do the same to their employees. If an HR head is not well-versed in the subject it can lead to prejudiced or negative reactions. Teaching employees about the basics of mental health and dispel the myths associated with the same begin with HR.

COVID-19 also changed the demands and expectations of the Gen Z workforce. The new generation wants instant gratification in the workplace. They want to create opportunities to make an impact with the work they’re doing rather than solely strive for a hefty paycheck. This means HR departments will have to be quick to cater to the needs of the new age workforce if they have hopes on retaining them over a long period of time.

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The complexity however lies in selecting the right partner for these technologies, especially when there are several players in the same domain claiming to be different and having an edge over the competitors.

“How flexible is the technology’s ability to adopt new trends in HR and also incorporate the experience gained from clients over a period of time?”

Reena Wahi, SVP HR, tecnology & sustainability, Tata Realty and Infrastructure

Reena Wahi, SVP HR, technology & sustainability, Tata Realty and Infrastructure, shares that the first thing she considers while selecting an HR technology partner is whether the new technology product can integrate into already-established systems within the company and at the same time has the potential to expand as per the organisation’s needs.

She also stresses on the importance of finding a partner with an efficient customer service as that could help mitigate many of the operational problems initially faced during such a transition.

is the question that needs to be answered, says Wahi.

Core HR tech & HCM

In the last few years, most organisations have migrated from human resource management systems (HRMS) or human resource information systems (HRIS) to human capital management (HCM).

Core HR functions such as payroll, employee recruitment scheduling, internal relations, benefits management, employee training and compliance and safety measures are dealt with by HRMS and HRIS. Between these two lies the HRMS, which offers an additional talent-management system.

The upgraded HCM system is a much wider platform vis-à-vis HRMS and HRIS. For one, HCM is used as a bucket term for a variety of business functions that treat employees as assets, managing them the way an organisation would manage money and capital equipment.

“Organisations should look at a progressive system rather than a contemporary one,”

Sharad Sharma, CHRO, Pramerica Life

However, the biggest advantage of HCM is that it provides a more malleable structure, which can integrate with the existing system and also adapt as per the organisation’s specific needs. Human capital management is an automated process and comes with an integrated software. Apart from collating employee records in core HR and talent-management systems, it also includes subsystems for recruitment, performance and compensation management.

Sharad Sharma, CHRO, Pramerica Life, believes that it is important to assess one’s needs and then select the HR tech product accordingly, instead of just following the herd.

What he means is that organisations need to be vigilant of the gaps in their current system and make sure the module they’ve chosen is progressive, and can adapt with the changes in the organisation.

Specialised modules

Among the new automated modules offered by an HCM system, talent management seems to be the most complex one. It is responsible for bringing people with the right experience and potential into an organisation, developing their skills, motivating them, assessing their performance, compensating them, retaining them or ensuring a smooth departure.

“The ‘plug and play’ approach most companies embrace doesn’t allow for a flourishing culture to form. A talent-management programme should maintain a constant rotation allowing people movement up the ladder and exposure to different roles. This will ensure well-rounded leadership, which, in turn will mitigate the risk of collapse,”

Devarshi Deb, CHRO, Asahi India Glass

Devarshi Deb, CHRO, Asahi India Glass is of the opinion that for a talent-management software to be effective, an organisation must have an already well established and efficient talent- management strategy.

Deb also urges companies to look within and build a talent-management programme, internally.

Service-delivery systems

HR service-delivery systems are essential for digitising the human-resource department. Most HR service delivery systems come with either of two options – employee self-service (ESS) and manager self-service (MSS) systems.

In an ESS system, organisations allow employees to update their own information, but only those which are important for the former. For instance, employees can update personal information, submit leave requests, retrieve salary slips and benefits information, and submit expense claims.

On the contrary, an MSS is specifically designed for mid-level managers. It provides them with access to employee information, and also allows them to prioritise and complete tasks and functions applicable to their employees.

Manager self-service system is a more complex system that allows for a full range of applications. It makes it possible for tasks, which would usually take days to complete, to be completed in minutes. For instance, sanctioning a vacation could be done in no time because of its ability to show department-wide work schedules, all while maintaining the same level of privacy and security as in-house systems.

Many HR practitioners are of the opinion that ESS doesn’t work smoothly on mobile phones, and that it requires an investment on specific on-site hardware to realise its full potential.

While an ESS does allow users to perform basic tasks on mobile phones, at the same time, it also requires larger screen real estate such as shop-floor tablets, break room computers and point-of-sale systems to the best of its capabilities.

Sharma also warns companies to evaluate the tech savviness of the workforce before making the transition to vast technology overhauls.

Making sure that the technology is mobile friendly and can be accessed on the go, is vital.

Advanced HR tech

Human resource technology is a constantly evolving industry as is the role of the human resource department. To keep up with the ever changing nature of both, HR tech companies have been making strides to offer the best user experience to their customers.

Implementing artificial intelligence programmes capable of spotting patterns in the system and making apt predictions on the same can help companies make better decisions pertaining to recruitment, hiring and development of new talent. Security measures such as blockchain technology help make the data stored in the database essentially permanent and hack proof. Remote process automation “bots” (RPA) can execute common HR responsibilities, such as benefit selection and expense reimbursement, as well as fast and efficient sorting of resumes.

Even while adopting an artificial intelligence (AI)-based HR system, companies need to move ahead with utmost caution.
The first mistake that most companies make is to believe that AI can run completely without any human intervention. However, that’s far from reality as of yet. Also, there are still several trials and errors before an effective AI-based HR system can be fully operational.
Human resource leaders also stress on why organisations should carry out thorough background checks of their prospective HR tech partners, to make sure of their intentions as partners.

As the HR tech industry is still young, there is a lot of money still to be made. For that very reason, many tech companies are either selling out midway through their contracts or merging with bigger players, who may not have the same commitment to the organisation as the previous company did.

It is advised that companies seek out established HR tech firms and work closely with them to create the best platform customised as per their HR needs.

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Reportedly, these companies are allegedly promising Emirati job seekers that they would be paid less since the UAE government’s ‘Nafis programme’ will provide them salary top-ups after they are employed. Hence, cutting salaries is clearly a violation of the Federal-Decree Law No. 33 of 2021 regarding regulation of labour relations — as it is a form of discrimination between persons that will impact career opportunities in the labour market.
The minister addressed the Emirati job seekers and the work force in the private sector, and asked them to report any such negative and unfair practice. An emergency number has been shared on which they can dial and inform of any such incident.

The new support scheme has announced allowances to all the citizens in different categories. Citizens who make less than Dh30,000 a month would be given an allowance. The programme will pay graduates up to Dh7,000 per month, certificate holders up to Dh6,000, and high school graduates up to Dh5,000. Additionally, it provides employees with temporary financial assistance in case of job loss and also child support.

The post UAE warns companies against cutting salaries of Emirati job candidates appeared first on HR Katha.

Emmanuel David, MD, Grid International India

During exit interviews, the most common factor employees talked about was how the quality of their relationship with their managers influenced their decision to move on. The second common reason was their inability to learn anything new or contribute to their current job. At a distant third was another reason — family circumstances.
People never cited low salary as the reason for exit. In my view, there are three types of contracts at the workplace and the employment value proposition is an amalgamation of all three — professional contract, cultural contract and economic contract.

Therefore, I can say that people leave organisations primarily because of incompetent managers who fail to engage with their team members.

Jayant Kumar, CHRO, ACC & Ambuja Cement

I believe employees leave organisations because of managers who fail to engage with them. This ultimately leads to attrition. For instance, if the managers know their team members well, acknowledge their uniqueness and leverage their individual strengths, then chances are that outcomes, satisfaction and retention will be maximised.

It is true that there are a variety of other reasons for people to exit, including people management policies. However, even with the same policies, a few managers may contribute towards high retention of their teams while others may not. All well-meaning managers attempt for high engagement and high retention of the team. It is the organisation’s focus on building people- and team-management skills among managers that makes the difference. If long-term retention of people is a critical part of the business model, then the companies will have to design or re-design and implement their HR policies well. This will help reduce the gaps between managers and employees.
Suboptimal design or execution will adversely impact retention.

Sarma Chillara CHRO, Skoda Auto Volkswagen India

Employee retention is a collective responsibility of the manager, HR and management. However, we often start judging people who have left or are leaving the organisation. People who decide to move on for career progression-related reasons and leave behind a strong relationship with the incumbent organisation, can act as brand ambassadors for the kind of training and values the organisation has imparted to them. There could be specific reasons for people to choose to move.

Personal growth is one of the most prominent reasons, for people may be drawn by an interesting new role or an exciting organisation that they wish to be part of. At times, the feeling of career stagnation and unmet aspirations are difficult to deal with, which leaves ‘moving on’ as the only possible solution. The decision to leave can also be related to compensation though it’s not always the case in mid- and senior-level roles, where it is more about overall satisfaction. A few people may also opt to move if there is a mismatch of personal cultural values with organisational values — this may include aspects related to expectations, such as appropriate recognition, coaching, feedback and work-life balance.

This article first appeared in the monthly print magazine of HRKatha. 

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More people will be hired for its Mumbai and Bengaluru global capacity centres, according to ET. Its India workforce has grown by 20 per cent since since 2021. Most of these employees have been hired from the NITs, IITs and IIMs of India. Most of the new hires belong to STEM fields.

The global head of HR at Morgan Stanley has revealed that the Company’s global centres employ about 22,000 to 23,000 employees. About half of this number is based out of India.

The Company’s finance, HR, finance, legal and compliance operations have their business units based in the country. The internal audit and risk management work is also carried out here. Additionally, the investment management and investment banking teams are also based out of India.

India is apparently Morgan Stanley’s second-largest location after New York.

About 30 per cent of the firm’s talent comprises technies based out of India. About 80 per cent of the India team comprises Millennials.

Early last month, Morgan Stanley had predicted a capex boom in India. It expects the investment rate of India — or the percentage of GDP invested — to go up to 36 per cent of GDP. In 2021, the investment was at 31 per cent, and at 36 per cent it would be the highest since probably 2012.

The post Morgan Stanley to up hiring in India appeared first on HR Katha.

This was the subject of the third session of Automation.Nxt Conference, a one-of-a-kind event that witnessed industry leaders including CTOs and CHROs share their experiences of steering the automation processes and policies at their organisations. Organised by HR Katha, the conference included four sessions – each highlighting a unique aspect of organisational automation and digitalisation.

The event was powered by Tata Steel Industrial Consulting. Other partners were UKG (workforce management partner), Onsurity (SME healthcare partner), NHRD (community partner) and Open Offers (Lanyard partner).

“I don’t think the HR touch will matter in times to come. It is AI that is going to engage with employees; so AI should be made more potent and prudent”

Sandeep Girotra, executive director & CHRO, DCM Shriram

The panel for the third session comprised Tuhin Biswas, CHRO, Emami; Sandeep Girotra, executive director & CHRO, DCM Shriram; Seema Bangia, vice president & CPO, Mahindra Agri, Defence & Aero Sectors (Mahindra & Mahindra); Dipankar Ghosh, group head – HR, Apollo Tyres; and Shailesh Singh, Sr director & CPO, Max Life Insurance. The session was moderated by senior HR leader, GP Rao.

The Best Practice

The penultimate session of the Conference was marked by brevity and humour. With his sparkling wit and keen observations, GP Rao regaled the audience even as he engaged with the speakers, eliciting several fascinating insights from them. His first question, based on the central theme of the session, urged the participating HR leaders to share one best practice in automation at their respective organisations.

Dipankar Ghosh mentioned coming across a locally-made, indigenous HR solution at his plant that helps digitally track the HR matrices and dashboard of the blue-collar and grey-collar workers through a Power BI system. “It made managing simpler, with workers’ absenteeism, turnover, salaries and leaves available at touch-point. Additionally, the LTS implementation tracker through a Power BI system is a laudable practice at Apollo Tyres” he replied.

“Automation is the concerted result of collective, continuous human effort”

GP Rao, founder & managing partner, GPHR Consulting

Tuhin Biswas underscored how most organisations had moved towards employee-engagement automation from process automation in post-pandemic times. “We have implemented an instant survey system with the help of a tool on which an employee can submit their opinions and suggestions in real time. Their questions are answered and queries addressed within 48 hours,” he explained, adding that it had worked well, particularly in deepening the employees’ engagement with and trust in the organisation.

“I foresee companies falling into three categories – those that would not have undergone automation, those that would have significantly invested in automation for activities and governance solutions; and those that would embrace digitalisation as a way of life, treating the employee as an end customer”

Shailesh Singh, Sr director & CPO, Max Life Insurance

Max Life Insurance, shared Shailesh Singh, deployed an employee app that catered to everyday employee requirements such as leave, attendance, payslips and so on. He also mentioned the use of Intranet – a repository of information about functions, policies and practices – for the reference of new employees. “But organisations must integrate various practices for the employee. There must be a superstructure to subsume the various digital assets and subelements – be it an app or Intranet – so the employee is only engaging with this unified, simplified tool, enjoying a seamless, integrated user experience,” he opined, stressing the ability to integrate as a best practice.

Describing Mahindra & Mahindra as a demographically diverse organisation, Seema Bangia said that technology touched the life cycle of every employee in some way or the other from ‘hire to retire’. “We have recently introduced a practice named ‘State of Mind’ under which an employee conveys their mood or how they are feeling – motivated, elated, discouraged, or energetic? Based on the inputs received, the HR team approaches the respective managers and even the employees themselves, effectively caring for them,” she elucidated, adding that this practice would help arrest the trend of attrition and resignations.

Challenges in implementing and sustaining automation

Discussing the challenges in introducing and sustaining digitalisation and automation, Sandeep Girotra spoke of adaption to technology. He added that it was important to have a clear sense of purpose about the HR initiative and its benefits to employees. “Benefits cannot always be quantified. Therefore, acceptance from the senior leadership with regard to automation and adaption are key challenges,” he opined.

“There are several organisations that have implemented technology in phases and bundles,” pointed out Ghosh. “But the challenge is – in an ever-evolving world, how does an organisation keep pace with the changing expectations of employees? There is also an RoI to be considered when it comes to investment in IT,” he noted.

“We have implemented an instant survey system with the help of a tool on which an employee can submit their opinions and suggestions in real time. Their questions are answered and queries addressed within 48 hours”

Tuhin Biswas, CHRO, Emami

“The biggest challenge for me is to develop an enterprise perspective,” said Singh. “Rather than a functional view and converting activities into digital solutions, there is a need for an enterprise view to solve business issues and create value for the end customer,” he suggested.

Biswas, on the other hand, named customisation of digital solutions as the biggest challenge. “Sometimes, what we have on offer does not help us to effectively customise,” he explained. “While there are plenty of SAS products, it is a challenge for an organisation to customise those for its specific use,” he said. Biswas described the cost of HR automation as the second biggest challenge.

Significantly, Bangia mentioned the difference in mind-set, due to heterogeneity of workforce and subsequent generational gap, as the biggest challenge in introducing and sustaining digitalisation.

Future of HR automation

Speaking of the immediate future of HR automation, Girotra said he visualised the use of AI for better decision-making and the larger benefit of employees. “I foresee data analytics being utilised for decision-making,” he reiterated.

Biswas underlined how organisations are increasingly becoming aware of what employees want, thanks to analytics and automation. “I think the employee satisfaction quotient will improve as a result of these practices,” he opined.

“The challenge is – in an ever-evolving world, how does an organisation keep pace with the changing expectations of employees? There is also an RoI to be considered when it comes to investment in IT”

Dipankar Ghosh, group head – HR, Apollo Tyres

“I think the next five years will witness a paradigm shift. That shift is already being witnessed in the HR world,” responded Ghosh, adding that corporate HR professionals would focus on business partnering instead of HR-related activities which would undergo automation.

Singh offered a more detailed answer. “I foresee companies falling into three categories – those that would not have undergone automation, those that would have significantly invested in automation for activities and governance solutions; and those that would embrace digitalisation as a way of life, treating the employee as an end customer,” he stated.

Bangia said she believed there were two shifts in the offing. “One, HR skill sets would change. Two, there will be greater job creation because routine activities would have undergone automation, triggering a need for more strategic skills related to thinking and designing”.

Audience-Speak

Responding to a pertinent question from the audience about balancing the personal touch with automation, Ghosh pointed out that most customer touch points were in areas considered transactional or where routine information was sought. “The point is to be able to figure out at what point of the digital interface human intervention is needed,” he said, adding that HR primarily existed for that human touch.

Girotra, however, differed from Ghosh’s observation, remarking that the definition of ‘touch’ itself was evolving. “The client base – in this case, the employees – is changing. I don’t think the HR touch will matter in times to come. It is AI that is going to engage with employees; so AI should be made more potent and prudent,” he proposed.

“Automation and human touch will go hand in hand, the former will not replace the latter”

Seema Bangia, vice president & CPO, Mahindra Agri, Defence & Aero Sectors, Mahindra & Mahindra

Answering a query on the use of automation for augmenting employee well-being, Bangia explained that the ‘State of Mind’ initiative being put to use in her organisation was a precise example of deploying automation to check and boost employee well-being. “But automation and human touch will go hand in hand, the former will not replace the latter,” she noted.

Narrating a story to sum up the session, GP Rao cogently drove home the point of automation being the concerted result of collective, continuous human effort.

The human touch in HR, in other words, is not going away anytime soon.

The post Best practices in automation & digitisation from an HR perspective appeared first on HR Katha.

The Company is on the lookout for talent in various areas including customer support, operations, outbound and inbound support, market research, HR, finance, marketing, customer satisfaction surveys and so on.

Founded in 2005, ICCS has grown by 25 per cent year over year since 2013. I generated Rs 115 crore in revenue in 2021–2022, and aims to attain 175 crore by the end of this financial year.

Technological advancements, geographic expansion, and forays into new industry verticals are also on the cards.

Divij Singhal, founder and CEO, ICCS, shared that the Company, also onboards “500 plus callers every month across multiple geographies so that we are able to serve our diverse customer base better.

The Company, had, in April 2022, announced plans to hire a 1,000 people by the end of this fiscal, for its Hyderabad centre —its second base ? which already had a 500-strong workforce at the time.

The diversified portfolio of the Company covers government, fintech, DTH, e-commerce, banking, FMCG and more. Its solutions include back-office services, chat and e-mail, finance and edtech, BFSI, insurance, accounting, tech support, and recruitment process outsourcing.

Other areas of expertise include customer onboarding, retention, collections, customer service through omnichannel support, and automation of chat and email field support.

The post ICCS to hire over 7,000 in the next 1 year appeared first on HR Katha.

There are over 138 vacancies in personnel and HR, followed by 68 in the environment department and 115+ in materials management. There are 17 posts vacant in marketing and sales and about 79 in community development too.

Additionally, CIL is hiring about 54 people for its legal unit, six for public relations, and four for company secretary positions.

Candidates who are graduates, or postgraduates or hold a postgraduate diploma in relevant disciplines may apply.

The selection of candidates will be done basis the marks obtained in the online test only.

The fee for application for General (UR), OBC (creamy layer and non-creamy layer) and Economically Weaker Section (EWS) categories is Rs 1000 plus applicable GST of Rs 180, totalling Rs 1180, which is non-refundable.

Meanwhile, candidates belonging to SC/ST/PwD/ESM candidates/employees of Coal India and its subsidiaries are not required to pay this application fee.

The upper age limit, which is relaxed as per rules, is 30 years as on 31 May, 2022 for General (UR) and EWS category candidates.

The candidates may apply through the CIL website www.coalindia.in starting 8 July, 2022. The last date to submit applications is 7 August, 2022.

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An the alumnus of the Indian Institute of Management, Calcutta, Gupta started off his professional journey with PCCW Global as senior consultant in 2000, handling talent acquisition for technology and c-commerce (B2B and B2C) businesses across Asia-Pacific, including Hong Kong, Singapore, Philippines, China and Malaysia. Two years later, he joined ABC Consultants as head – telecom practice.

In 2005, he joined Aircel as head – people & practice, leading the Human Resource function for the North & East India operations. After a successful tenure of three years, he moved to Telenor India in 2008 as head – talent acquisition and HR business partnering. Based out of Gurgaon, he shouldered the responsibility of ramping up the workforce from zero to over 3,000 to ensure timely commercial launch across India.

Gupta’s next stop was Spectranet, where he headed human resources for two years. In addition to leading talent acquisition, HR operations, learning & development, compensation & benefits and administration functions, he was part of the management team for all strategic and critical decisions. This stint lasted two years, and by 2014, Gupta was heading talent acquisition and employer branding (India and global markets) at Jubilant Life Sciences. He successfully managed talent acquisition for pharmaceuticals and Life Sciences ingredients businesses across India, the US, the UK and emerging markets for well over three years.

In 2017, Gupta was appointed head – HR at Haldiram Snacks. During this short stint of less than two years, he developed and executed the HR strategy in line with the group business strategy, promoted human capital development and implemented HR policies and programmes to constantly improve performance, productivity and cost efficiencies of the workforce.

It was in 2010 that he joined Strides at Bengaluru, where he led talent acquisition and HR operations for Arcolab / Strides and its Group companies for India and global markets covering Europe, Asia and the US. He also managed shared service HR operations for the group globally for more than two years.

Known to be a versatile HR professional with an inherent ability to enable, energise and develop HR, Gupta will now be seen leading HR for IOL Chemicals and Pharmaceuticals’ chemical and pharma business, globally.

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What must have happened there? Probably, after being moved around the company from one team to another until no one was left to take them on, the “problem people” got shuffled off to the HR.

When this happens, the HR is drawn into a classic interpersonal dynamic: triangulation.

Triangulation occurs when, rather than address a problematic situation directly (which is more likely to get the desired outcome), we turn to a third person who becomes a go-between or a sympathetic ear. Inevitably, this third party is not as well-positioned to get results, but they are much easier to talk to. We feel better. The problem is off our chest and transferred to someone else, but nothing has changed.

HR professionals can find themselves in this awkward, triangulated position. They are outside the line management of the “problem person” and don’t have the manager’s leverage. Yet, the manager feels good. From the manager’s perspective, the situation has been addressed.

The HR is a ready target for triangulation. Consider this situation. People are not following safety regulations, so we need an extensive training programme on safety. A new manager got the job because of his technical skills but cannot hear any ideas that differ from his own. Solution? Let’s get the HR to talk with him or carry out a 360-degree feedback survey.

Here is another situation. People are not being honest about progress on a project. Bring in the team builders!

I once had the experience of being asked by a manager to speak to a ‘problem’ employee when I was running a team-development programme as an external consultant. I neither knew the person nor the reason why she was a problem to her manager.

Triangulation displaces responsibility for handling a problem. Even more concerning is that triangulation displaces and disguises the location of the problem, and so we end up paying attention to the wrong place. The problem is not that people do not follow safety regulations, neither does the problem belong to the difficult person or a dishonest team member.

The real problem lies with those who head for the door. Issues not being handled effectively is the real problem.

What gets sacrificed is clarity —about the manager’s role, about expectations and about accountability. When we have clarity, we know that the managers’ job is to handle the problems that arise with individuals and teams in their purview. They are supposed to set expectations and hold people accountable. On the other hand, the HR’s job is to equip and support the managers in doing that job, and not to do the job for them.

But life is messy, and so are people. We are emotional and afraid to confront. Amid the mess, we can lose sight of the clarity we once had.

Triangulation happens when both the managers and the HR collaborate to perpetuate it. The managers need to confront the ‘problem’ to break the triangulation. If this doesn’t happen, the HR professionals need to confront the managers. So, what do you do when managers come to you wanting you to fix a problematic person, run a training programme, or bring in team builders? What kind of diagnosis do you make? How do you decide what is needed here? Do you take it on as the managers ask? Or do you determine that the managers are the ones who need help, and that tough love is required? What is appropriate?

Two main factors contribute to triangulation – lack of skill and fear. While lack of skill should not be dismissed, it is more easily addressed than fear. There are numerous training programmes on communication skills, critical conversations, and the like that do an excellent job of preparing people to deal with these issues. We learn what to do and how to do it. We learn how to be clear and specific and frame our message to be heard.

This framework of knowledge can reduce fear, but just as easily, fear can turn that same framework into an empty shell. We all know that people can go through the motions and still avoid the tough stuff. Even when we don’t avoid the challenges, fear has a pernicious way of undermining our intentions. It creeps in and weakens our words. It shows up as timidity or belligerence and muddies our message.

Fear challenges our ability to come across as confident, clear and in control. Managers’ skills and knowledge can be enhanced with training, but a different support is required to help people face the fear and not rush for the door. More profound personal change is necessary for them to hold their ground. Introspection is essential. It requires a real-time, recurring cycle of preparation, action and reflection to confront the real problems. This profound work is beyond the scope of training; it is the work of coaching.

The first step is to determine how much of the fear is real and how much is self-generated. Fear plays a vital role in keeping us safe and needs to be respected. So, our first task is to question if it is warranted, and if so, why? Who are the people with whom we have to work? What is the culture in which we work? What is the trust level? Is straight talk tolerated, or is clarity sacrificed? Without straightforward conversations, no one can know where they stand. Safety is illusory. Self-protection prevails. What we do must be tailored to these circumstances. Courage without wisdom can be recklessness.

However, many of our fears are self-generated, and when they are in charge, life can seem more manageable. Who relishes a difficult conversation? Falling into line with the way things are done doesn’t hurt any feelings.

Triangulation handles these troublesome situations, giving the appearance of doing the job. But how satisfying is all this? Do we want it to change? Do we want to override our fears? If so, we must get to know ourselves. We need to answer some questions such as:

· What triggers us?

· How do we handle conflict?

· What holds us back from doing what we know needs to be done?

· How do we relate to authority?

· How much do self-generated fears colour our judgement?

· How do these affect the way we respond to triangulation?

· How can we do better?

· How well will that ‘better’ go over in our working environment?’

All this prepares us to clarify what is real and what is self-generated and how both gain expression in our environment. This clarity does not come by easily. It is challenging to be a fly on the wall when we are immersed within our company culture and limited by our blind spots. It is here that coaching becomes so valuable. Coaching provides skilled, outside perspectives that enable us to see broader points of view and expand our capacity to take on the more difficult tasks of management.

Coaching does not set out to solve our problems but to enable us to become clear about what is and what we want. From there, coaching helps us to move into action. It provides supportive accountability. Coaching equips us to be both wise and courageous, make decisions with greater confidence and choose our battles. We can act.

Experience coaching yourself to learn how to stand ground and not run for the doors

The International Coaching Federation (ICF) is the world’s largest organisation leading the global advancement of the coaching profession and fostering coaching’s role as an integral part of a thriving society. Founded in 1995, its 40,000-plus members located in more than 145 countries and territories work toward common goals of enhancing awareness of coaching and upholding the integrity of the profession through lifelong learning and maintaining the highest ethical standards. Through the work of its six unique family organisations, ICF empowers professional coaches, coaching clients, organisations, communities and the world through coaching.

In India, ICF is represented by six vibrant chapters, all led by volunteers — ICF Bengaluru, ICF Chennai, ICF Delhi NCR, ICF Hyderabad, ICF Mumbai, and ICF Pune.

After a long and satisfying career in training, OD, and coaching, Lou Raye Nichol retired in 2013 and returned to her first love – pottery. She continues to coach returning clients and non-profit leaders and mentors coaches seeking ICF Associate and Professional Certifications. She is an ICF Professional Certified Coach. She has established a training/profit centre in the North of England for an international non-profit. She co-founded/directed the NC State University Business Coaching Certificate Programme. Co-author of The Essentials of Business Coaching: the NCSU Programme textbook, she has taught and mentored over 400 aspiring coaches and is known for her award-winning porcelain pots fired with a carbon-trapping process.

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During days of the plant and industrial days (would it be better to say ‘factory era’ or industrial relations (IR) era?), the responsibility of people management in a company usually rested with the industrial relations (IR) department. The top human resources executive of a plant was usually known as the plant’s personnel manager. Over the years, several factors have contributed to the evolution of the role.

Ravi Mishra, EVP-HR, Aditya Birla Chemicals who has been active in the industry since 1995, shares how, over time, significant changes have come about in the very way the job is performed.

“Back then, the IR guys were feared, as they controlled salaries and appraisals with greater autonomy. Now, since most evaluations are based on the performance of employees, the value and importance of the role has shifted. The workforce tends to attach more respect and value to the L&D opportunities the HR offers.”

Praveen Purohit, deputy CHRO, Vedanta Resources

Earlier, the plant HR managers operated under tremendous union pressure. This was primarily because of the absence of adequate compensation or due to non-compliance with government rules and regulations. “People who toiled under harsh conditions to get the desired output, were often even ill-treated by their employers, that is, the factory owners,” says Mishra.

At that point in time, the union performed the critical job of vocalising the issues of the employees and taking a stand,” Mishra explains.

Dealing with the unions and ensuring sufficient supply of manpower was the primary responsibility of the HR. Mishra further recalls, that dealing with the Government’s regulatory bodies and ensuring no hindrance in operation from the Government was also a major responsibility of the personnel-management executives.

All that changed in the early 1990s.

Globalisation: “Post 1991, many global companies entered the Indian market thanks to the then government supporting the idea of a global economy and pushing some progressive norms,” Mishra explains.

“People who toiled under harsh conditions to get the desired output, were often even ill-treated by their employers, that is, the factory owners.”

Ravi Mishra, EVP-HR, Aditya Birla Chemicals

This obviously broke the stronghold of Indian companies across sectors. “With new international companies entering the market and also ensuring decent compensation and benefits to the workers, Indian companies were forced to follow suit in order to stay relevant in the talent market,” Mishra enunciates.

Technological advancement: As new technologies started emerging, various functions began to get automated. With the advent of new tech, output also increased significantly and the incubation and maintenance of tech became important to businesses. Companies felt the need for more people who could efficiently deal with technology. Hence, more white-collar and educated professionals started entering the workforce. The learning and development (L&D) function also developed during this time and became a key function of the HR wing.

“The biggest change was that companies started respecting their people. Earlier, people weren’t as important because of the way the industries worked. Tech wasn’t cheap and most companies relied on unskilled manual labour. That changed,” Mishra explains.

He goes on to state that one of the main roles of the P & A manager then was to let in a designated number of people, that is, daily-wage labourers, who would congregate outside the factory gates to earn their wage for the day.

The 1990s ushered in a period of newer technology, where less manpower was required to generate a greater output. Therefore, the need for a more educated or more sophisticated workforce arose to carry out operations, and their constant upskilling became a priority for the P&A function in order to ensure maximum productivity. This led to people becoming more significant and the role of HR managers becoming more important.

Praveen Purohit, deputy CHRO, Vedanta Resources, believes that the function transitioned massively, due to the improvement in technology.

“Earlier, everything was manual. Core HR functions were performed manually, that is, on paper. I remember the HR used to take attendance manually, just as is done in schools. Now, everything and everyone has transitioned to the digital way of working,” he says.

The concept of personnel management is diluted now. There is more focus on productivity, feels Purohit. Earlier, HR was an isolated and independent vertical with the key function being the management of paper work, documentation, and maintenance of files related to the personnel employed in the factory.

Respect and fear: Another key change Purohit points out is that, “Back then, the IR guys were feared, as they controlled salaries and appraisals with greater autonomy. Now, since most evaluations are based on the performance of employees, the value and importance of the role has shifted. The workforce tends to attach more respect and value to the L&D opportunities the HR offers,” Purohit states.

Risk factor: Purohit draws attention to the fact that the job of the HR was comparatively more dangerous earlier. Union protests were quite frequent, as companies didn’t necessarily comply with government mandates and often failed to give the workers their dues.

“In the past, many IR managers used to die on the job, but now IR has changed. Unions are much more collaborative. Now, people prioritise personal professional growth, in tune with the growth of the company they work for, and hence, there is less friction,” Purohit concludes.

The post How HR has gone beyond mere personnel management & administration appeared first on HR Katha.

When youngsters ponder over the line of work they should opt for in the future, a career in HR is rarely the first thing that comes to mind. To a great extent, this can be attributed to the fact that there is a clear outline regarding the specific academic achievements required to venture into various careers or fields other than HR.

Take a career in engineering, for instance. Aspirants are aware that they need to study science subjects at the senior secondary level, then obtain a bachelor’s degree in technology or engineering before pursuing a post-graduate degree, if required.

“When I started my career in HR, industrial engineering was preferred. Later on, however, social work became the most preferred line of education, followed by psychology, sociology and economics”

P Dwarakanath,, former chairman, GSK Consumer Healthcare

However, to enter the people’s business, there is no clear-cut path as to what a person needs to accomplish. For HR, it is more open-ended. People hailing from diverse backgrounds, academically speaking, can make a mark in this profession. However, what sort of degree or subject at the graduate level one can pursue at the graduate level is a question that is still open for debate.

Veteran HR and IR leader and former chairman of GSK, P Dwarakanath, spells out the four subject areas that can serve as a stepping stone for a person’s career in HR. The areas in his order of preference are: social work, psychology, sociology and economics.

He goes on to elaborate that there was a time when people coming from a social work background formed the majority. Nowadays, however, 50-60 per cent MBA grads are engineers. Entrance exams too are more skewed towards quantity and not quality of talent. He recalls, “When I started my career in HR, industrial engineering was preferred. Later on, however, social work became the most preferred line of education, followed by psychology, sociology and economics”.

He has personally observed that core HR professionals, even today, come from a social work background.

“Students can be better oriented towards a career in HR if they inculcate the basics of management at the graduation level”

Sriharsha Achar, CHRO, Star Health and Allied Insurance

“Social work deals with every aspect of HR — productivity, welfare, personal relations and so on — all of which come under the ambit of this vast subject, the application of which directly translates into HR,” he enunciates.

Dwarakanath also draws attention to the growing presence of engineers in the field of HR at the moment.

Sriharsha Achar, CHRO, Star Health and Allied Insurance, says that students can be better oriented towards a career in HR if they inculcate the basics of management at the graduation level. “Back when we were studying, there used to be a subject across graduation level that dealt with basic management. I believe, such a subject — which explains what is management and cuts across human resource management, product management, business management and so on — taught in the last semester is crucial to obtaining a basic understanding of what management is all about,” he says. Achar adds that the subject needs to hold more weightage because the basic understanding of management before pursuing a postgraduation is beneficial for a person, irrespective of his line of work, and not only HR.

Ravi Mishra, SVP-HR, Aditya Birla Chemicals, asserts that to be a successful human resources executive, a deeper understanding of human psychology is essential. He believes that while a person can build this understanding during his career, a pre-exposure to it can definitely provide a much-needed boost. “At the end of the day, HR is a people’s business. What one needs is a deep understanding of how people think and feel in particular situations or when presented with certain challenges.

“To be a successful HR professional a deeper understanding of human psychology is essential”

Ravi Mishra, SVP-HR, Aditya Birla Chemicals

The veteran HR leader states that in order to get the maximum productivity from the people, “it is essential for an HR person to understand the basic concept, ‘performance is the multiple of a person’s ability and motivation. To nurture both of these, a deeper understanding of people mentality is helpful’.”

He also believes that it would be useful for HR people to have an understanding of the geographical and sociological specificities of the area and people they may be working with.

In a culturally diverse country such as India, one will have to work with people from different cultures and communities, possessing a different mental and cultural bend, all the time. Hence, a general geopolitical and sociological understanding is also a sought-after quality for an HR person.

The post What subjects should one graduate in for a bright future in HR? appeared first on HR Katha.

Many a time, we find that those from a commercial background move into HR leadership roles. In fact, global studies suggest that business acumen can be one of the major skills that top HR leaders lack, as 41 per cent of them expressed the desire to get skilled in that area.

What happens when some hard core business-development leader decides to shift to HR?

“The correct balance of the people aspect and the commercial aspect is the key to success for any HR leader today”

Rajesh Balaji, CHRO, Matrimony.com

No doubt the person understands business, but what about the people? After all, the main objective of any human-resource management function is to understand the needs of its people and align them with the needs of the organisation.

A Mckinsey report of 2021, which interviewed over 70 CHROs, suggests that post pandemic, the focus is to move to a people-centric approach in HR. But can someone with a core commercial or business acumen successfully lead the HR function to achieve a people-centric approach?

It would not be wrong to think that someone from the commercial side of the business would tend to focus on achieving business targets. In other words, such people would be very business minded, and not as sensitive to the ‘people’ aspect of the HR strategy.

Having the correct balance is the key to achieving success as an HR leader. Just having the understanding to create a welfare programme for employees or a robust compensation structure will not suffice.

Human-resource leaders in the industry believe that an ideal balance of ‘business acumen’ and ‘understanding of the people aspect’ in an HR strategy approach will be the key.

“The problem starts to begin when we retract into a shell. The need is to bring more unconventional ideas to the table”

Sharad Sharma, CHRO, Pramerica Life Insurance

“The correct balance of the people aspect and the commercial aspect is the key to success for any HR leader today,” says Rajesh Balaji, CHRO, Matrimony.com.

When an organisation decides to hire or appoint someone from a commercial or business development background as an HR leader, it has to be very sure that the person is capable of understanding its employees, in addition to managing teams. First and foremost, the person has to be a good people manager. “In the absence of such a balance of approach, we can expect dysfunctionalities in the organisation’s employer-employee relationship,” warns Mahipal Nair, CHRO, South Asia, Africa & Middle East, Nielsen IQ.

However, the fact remains that the HR function has transformed from what it used to be in the past. Today, it is no more just an administrative role, but more of a strategic one. The need to understand business and become a business partner is stronger than ever before. “As a function, the HR, has transformed from what it used to be 30 years back, with technology automating all transactional activities,” points out Balaji.

Moreover, since HR personnel have been very rigid and process driven for many years, the function itself needs to evolve. Innovative ideas need to come forth, which can only happen when someone sees the HR function through a different lens.

“We can expect dysfunctionalities in the organisation’s employer-employee relationship if the HR leader fails to create a balance between business needs and employees needs”

Mahipal Nair, CHRO, South Asia, Africa & Middle East, Nielsen IQ

“The problem starts to begin when we retract into a shell. The need is to bring more unconventional ideas to the table,” asserts Sharad Sharma, CHRO, Pramerica Life Insurance. This way when someone with experience in business development or finance joins HR, the person is able to see HR in a different light and is very well equipped to draw and align the HR function with the business strategies. This is because, such people are able to use a good mix of the business and people aspects in their approach.

There are many situations where having an understanding of the business as well as the people becomes important. In case of downsizing, for instance, it becomes a business need to reduce the workforce strength. However, the manner in which the people are shown the exit door gracefully, is where the ‘people’ aspect comes in.

Another instance when both the business and people aspect need to be considered together is when the organisation is being redesigned and employees are required to adapt to new roles. Yet another situation where such a balance is required is during the digitalisation process, when employees have to upskill themselves to stay relevant or face the risk of losing their jobs.

The most recent and perfect example of a people cum business leader can be that of Leena Nair who has been appointed as the global CEO of Chanel, a French fashion and apparel brand.

The post Are those with a commercial background suitable for an HR role? appeared first on HR Katha.

These are all statements that reflect the mistrust that employees have for their HR department. While the HR seems to be available to answer queries and clarify doubts, when it comes to concrete action in response to complaints, they often fail to fulfil the expectations of the employees.

“Truthfulness and commitment are the fundamental keys to increasing employees’ faith in the HR department”

Jayant Kumar, head – HR, Adani Ports & SEZ

A stable relationship between the HR staff and the employees ensures that the work continues smoothly, but if there is any friction between them, there will arise problems in abundance.

If the employees of a company do not trust their HR department, it is likely that the manner in which they are interacting could do with some improvement. Of course, there can be a host of other issues causing the employees to lose trust in the HR.

Employee interest vs organisational interest

Amit Das, director-HR & CHRO, Bennett Coleman & Company (Times of India Group), calls HR the “conscience keeper of an organisation”. That is because, HR professionals are the ones who ”straddle company priorities and employee needs”, which can be quite a challenge.

While HR is expected to represent the employees and act in their interests, they are also required to take into account the interests of the company. The most difficult part is to show a mirror to the employee. “Employees may expect HR professionals to provide the outcome they desire. However, while providing an objective view of the situation, they may end up challenging the employees’ stand, pushing them to investigate the root causes of their issues as well as the macro situation of the organisation.”

This can lead to friction between the employees and the HR. Clearly, the issues handled by the HR department are very delicate in nature. Only those with experience and deep knowledge should even attempt to resolve them.

“Employees see HR as the voice of the management”

Jai Balan, Head – HR at Bharti AXA Life Insurance

Delicate situations

“The other increasingly emerging challenge is that quite a few of the traditional HR jobs are now being handled by line managers.” Das continues, “Managers may resent these activities when they realise they are spending more time resolving people issues than before. Not all managers are adequately equipped to handle some delicate matters or situations.”

Their inability to handle complex situations may be a big reason why the employees don’t feel comfortable interacting with them. This results in a trust crisis, as the employees just don’t know whom to approach with their problems.

Jai Balan, Head – HR at Bharti AXA Life Insurance, says that “employees see HR as the voice of the management”.

Unfulfilled expectations & promises

Employees are likely to lose trust in the HR if they feel that they’ve been given a raw deal after their recruitment. They usually become wary of the HR department if they feel their needs aren’t being looked after.

If HR executives make a promise for future compensation and benefits to the employees at the time of hiring, and do not follow up on the same, it is natural for the employees to feel betrayed.

Jayant Kumar, head – HR, Adani Ports & SEZ, points out “Truthfulness and commitment are the fundamental keys to increasing employees’ faith in the HR department.”

“To address this need, the HR in organisations can use technology and activate third-party platforms where employees and managers can go for guidance on the go”

Amit Das, director-HR & CHRO, Bennett Coleman & Company (Times of India Group)

Loss of involvement

After a short period of active involvement, HR staff may pull back or start withdrawing. They may show that they care about the employees initially, but back off after a while thinking that their work is done. This leads the employees to think that they’re being taken for granted. They feel they have been left stranded. The same HR staff that appeared so close and nderstanding may begin to appear unapproachable. They employees will not expect the HR to give them a patient hearing, and hence, will avoid approaching them altogether.

Clearly, several factors are involved when it comes to employees’ decline in trust for the HR staff, but can something be done to remedy the situation?

HOW CAN THE SITUATION BE RECTIFIED?

Extending support: Balan says that by showing their support in the employees’ time of need, HR staff can regain a considerable amount of trust. By extending the maternity leave if the employees aren’t ready to return to work, or not cutting the salary when they are aware of the employees’ personal or family crisis, the HR can establish a better connect with their employees.

Empowering HR: There are companies that empower their HR staff to look after the needs of the employees. For instance, organisations that decided to have their employees work from home during the pandemic, and even after that, gained a lot of goodwill in return because they seemed to take the wellbeing of the employees seriously.

Keeping promises: Kumar asserts that the employees’ trust in the HR staff grows through experience and mutual understanding over a period of time. The employees want to feel that they can depend on the department. For that to happen, the HR has to be transparent in terms of what they say to the employees, and how they fulfil the promises made.

Ensuring confidentiality: Das offers another possible solution to mend the disconnect — forums. “Employees are increasingly looking for forums where they can speak freely about their issues,” he points out. For instance, platforms such as Blind, and Secret (now defunct) PostSecret, and Whisper had become popular some time ago, because people needed to speak to someone anonymously. To address this need, the HR in organisations can use technology and activate third-party platforms where employees and managers can go for guidance on the go.”

For instance, “An app such as Bravely, that offers a neutral, third-party coaching and conversation solutions can be customised and deployed for employees and managers to seek possible solutions to some of their workplace issues, in confidence,” suggests Das.

However, we must accept that HR-employee and HR-manager transactions will always have positive and negative externalities.

The post How can HR regain the lost trust of employees? appeared first on HR Katha.

Stress has always been an inescapable part of human competitive endeavours. Without an exception in corporates, mental and emotional strength is the yin to the yang of physical prowess.

These days, the HR not only have to operate on their usual clocking and explicit KRAs, but also have to act as demi-god aka coaches to their people. This is needed to ensure that the organisation —in other words, its workforce — has a healthy body, peaceful mind and centred soul.

Motivational talks, stand-up meets or wearing a counsellor’s hat cannot make people accept responsibility or deal with stress. However, if the HR wears the coach’s hat, they will be able to help people make peace with their inner demons, tap into their inner potential and sense their stress triggers to come up with clear solutions.

While work has become helter-skelter and work–life balance has gone for a toss, it is the HR that handles maximum distress calls from its people – some asked and some unasked.

Any victim frame at work can jeopardise the temperature of this ‘new normal’ era organisation, and HR cannot simply ignore the lack of ‘toughness’, ‘weakness’ and ‘choking’.

Much has discussed about what HR has to do to keep the organisation in high spirits. Now the million dollar question is, ‘How can one do it’?

The answer is, by practising emotional intelligence (EI) at work, with oneself and with others.

Emotional Intelligence is the ability of a person to know one’s own emotions in the moment, be able to regulate it and also be aware of the other person’s emotions in the moment and be able to manage that too. While one practices EI, it must be known that it is an individual perspective first, that behaves as per the air-borne rule, ‘Wear your own masks first before helping others’. Once one’s mask is fixed, that is, self-awareness has been raised, then one can definitely help others with one’s social awareness.

Each emotion carries a message in itself. For instance, ‘anger’ tells the bearers that some of their values are violated in the context. Disgust draw the bearers’ attention to the fact that there has been a big compromise with what they believe to be of significance, such as hygiene at the workplace.

If HR personnel can work on their personal competencies to recognise emotions in themselves and accept the same to regulate them, then they certainly qualify as being centred, open, authentic and honest catalysts (coach as catalyst) to help others in the organisation to see their real issues.

Such an HR can partner with the employees to know what exactly they are looking forward to and then help them steer their thoughts, feelings and beliefs in the direction of change so that the employees achieve satisfaction.

Satisfied employees tend to be happy, since happiness is a state of mind in which they are more open to being self-aware, and receptive to being socially aware.

Therefore, listening to emotions in and out is a great competence that the HR must have to not only be able to lead themselves but also groom others as leaders.

This path pushes HR to guide others beyond perceived obstacles and let them discover what they really need and want, which often is not the initial desire they voiced.

To conclude, emotions speak a lot. Therefore, it is important to be aware of an emotion when it is emerging; be in the know of what it is and also deal with it, for oneself and others. Only then can meaningful, consistent and long-lasting results be achieved that impact other aspects of people’s lives in a positive manner.

Ready to develop coaching skills to empower your employees at work? Have a look at ICF’s roadmap to help you on chose the right path for you

If you need support on your organisation’s and/or leader’s coaching journey, do contact us at ICF and our team of volunteers in India will be happy to help.

The International Coaching Federation (ICF) is the world’s largest organisation leading the global advancement of the coaching profession and fostering coaching’s role as an integral part of a thriving society. Founded in 1995, its 40,000-plus members located in more than 145 countries and territories work toward common goals of enhancing awareness of coaching and upholding the integrity of the profession through lifelong learning and maintaining the highest ethical standards.

Through the work of its six unique family organisations, ICF empowers professional coaches, coaching clients, organizations, communities and the world through coaching.

In India, ICF is represented by six vibrant chapters, all led by volunteers — ICF Bengaluru, ICF Chennai, ICF Delhi NCR, ICF Mumbai, ICF Pune and ICF Hyderabad.

The author, Anju Chawla is an internationally certified Emotional Intelligence Coach and an ICF PCC certified coach, with almost two decades of experience. She is the author of the book The Emotionally Intelligent Coach and works closely with high-potential leaders. She helps people identify their blind spots, which hold them back from creating meaningful relations with work teams. Recognised as one amongst the top 10 women in life coaching by Women Entrepreneur India in 2020, she conducts global workshops to impart training in EI and well-being.

The post Hear out emotions in & out to be an effective leader appeared first on HR Katha.

Freshers which are onboarded through the company’s flagship campus hiring programme which has recently concluded, will now go through a year-long structured learning and development programme, which will include six months of technical training and another six months of on-the-job training, for which they will join the sites. The Company hopes to build a talent pipeline for the coming future through this fresher hiring.

Some of them will also go through the leadership-development programme, which will take on future leadership roles.

Apart from the in-house trainers, these new recruits will have mentors or buddies, who help them understand the culture of the Company and also lend support throughout the on-the-job training of the new hires.

‘As of now, for technical development, everything will be done virtually, where our in-house trainers will prepare the new hires for the jobs they are going to take up,” shares Sharma with HRKatha.

Through the recent campus hiring activity, Aarti Industries has hired 180 freshers adding to the talent pipeline out of which 90 per cent will go into plants all across geographical areas in the country.

For its campus hiring, the Company virtually connected with over 36 campuses amongst the top IITs and ISB in India.

Since the company requires a very niche talent, campus hiring is rather rigorous at Aarti, with multiple rounds and tests. First, the candidates go through an aptitude test coupled with a case study round. Then comes the HR round, following which the candidates are put through some psychometric tests and also a medical test to see their fitness level. This is important as many of them would have to work at the sites, which requires physical fitness. In fact, of 200 candidates initially finalised, some had to back out as they were not able to clear the medical test. A huge team of 30 HR and line managers was involved in the whole process. Line managers also evaluate the candidates during the hiring process.

“We do not mind even If we lose this talent because our focus is on the greater purpose of developing the chemical sector in India ”

Manoj Kumar Sharma, CHRO, Aarti Industries

When the freshers are in the development stage, as per the needs of the company, technical engineering skills are developed in the new hires which are unique to the company needs and certain behavioral skills are also embedded. Sharma mentions that all the learning and development which happens is not just with the aim of developing talent just for the company, this talent if and when moves out will serve greater purpose for the whole industry which runs on chemical engineering supremacy.

“We do not mind even If we lose this talent because our focus is on the greater purpose of developing the chemical sector in India, ”says Sharma proudly.

According to Sharma, it requires a lot of advance planning to hire from the campus virtually. The preparations started in the month of October 2020, and now, after evaluating 2500 students across campuses — which was all done virtually — the campus-acquisition team at Aarti Industries has ramped up the whole process this month itself. Last year as well, the Company hired 148 freshers, despite the pandemic. As per Sharma, unlike other sectors, Aarti caters to businesses in the pharma sector, which actually saw a boom during the last one and a half years. That explains the phenomenal growth the Company experienced. Aarti Industries also caters to other sectors, such as agriculture and food production.

As per Sharma, the flow of the programme was smooth, with no challenges being encountered in connecting with the new hires, except for the process being quite lengthy, and for which the Company had to start planning much in advance. Of course, the trust factor played a crucial role. “In physical hiring, the look and feel plays a bigger role, both from the employer’s side and the candidates’ side. If the trust factor of the candidates is also quite high, the recruiters can make a good judgement while hiring,” says Sharma.

If all goes well, the new recruits are expected to hit the plants in the second week of September, provided the situation remains calm and normal. The last batch had to continue working from home till November, as the Company did not want to compromise on the health and safety of the recruits. Till the time the new joinees hit the shop floor, they are trained virtually on systematic modules covering all theory.

In fact, Sharma reveals that to engage these newly-recruited freshers, the HR team also organised a virtual meet named as ‘Coffee with the CHRO’, where Sharma interacted with all of them and cleared whatever doubts or questions they had about the Company and all its processes.

Sharma reveals that Aarti Industries is already prepping for the next campus-hiring programme, wherein it plans to hire another 200 to 250 professionals.

The post How Aarti Industries hires niche talent from campus appeared first on HR Katha.

Om Prakash Mishra who was recently promoted to the role of deputy managing director (DMD) will now be DMD (HR) and corporate development officer (CDO). He has spent a good 34 and a half years at the Bank and was earlier the chief general manager, Hyderabad Circle. He has served SBI in various positions in different geographical locations, including regional manager at its regional business office, Muzaffarpur, DGM- B&O, at Bilaspur and Lucknow as well as network general manager in Guwahati and Delhi Circles.

Mishra will step into the shoes of Rana Ashutosh Kumar Singh, who will now move on to the role of DMD (strategy) and chief digital officer. Singh has been associated with SBI for almost two decades. Having joined as chief manager, specialised commercial branch, in 2004, he has held important roles in retail banking, credit, HR and international banking. For over two years, he served as the chief general manager, at the Bank’s local head office in Chandigarh. For about six years, this alumnus of S P Jain Institute of Management and Research (SPJIMR), was the CEO for SBI in Frankfurt, Germany. Singh has completed a year’s authentic leadership development programme from the Harvard Business School Executive Education and also holds a certificate from in leadership from the Indian School of Business.

Another change will be seen in the position of Ravindra Pandey, who earlier held the post of DMD (strategy) & chief digital officer. He will henceforth be DMD and chief information officer (CIO) at SBI. In the new role, Pandey will head the entire information technology ecosystem for the Bank and also lead the operations of the Bank’s core banking system, digital channels as well as 400+ applications. He will be responsible for future proofing SBI through the implementation of emerging technologies, including artificial intelligence (AI), machine learning (ML), analytics, robotics, blockchain and so on.

Pandey, an alumnus of IIM, Lucknow, has also served as director at YES Bank for less than a year. He has been associated with SBI since 2014. He has expertise in digital transformation, digital banking, payment solutions, retail, corporate and international banking. He has also headed SBI’s Paris (France) operations as CEO.

The post SBI to reshuffle HR and tech departments appeared first on HR Katha.

His role combines direct as well as beyond-India responsibilities, while strongly connected to the broader organisation in the countries under the OneRoche umbrella. He will focus on aligning the people & culture strategy, goals, and objectives to overall business strategies and objectives to drive key business results, and provide guidance on talent management, workforce strategies, organisation design as well as reward and recognition in partnership with subject-matter experts to develop high-quality solutions for the IMEA cluster.

With the additional responsibilities, Kumar will now work closely with Omar Sherief Mohammad, head – India, Middle East and Africa (IMEA).

“I will be the strategic sparring partner and coach to the head of IMEA and the leadership team for fostering a leadership culture in line with the Roche leadership framework,” shares Kumar with HRKatha.

With more than two decades of experience in HR, Kumar started his career with L&T Turbo, where he spent more than three years. In 2000, he joined Saint Gobain as senior manager-HR. Six years later, in 2006, Kumar joined Roche Diagnostics, where he served as head-HR for India, for over eight years. Since then, he has been associated with the Roche brand for almost 15 years now, serving in various roles in different businesses.

An alumnus of the Xavier Institute of Social Sciences, Kumar has completed his post graduate diploma in personnel management and HR from the institute.

The post Ravi Kumar elevated, will lead HR for IMEA at Roche Diabetes Care appeared first on HR Katha.

In the HR domain as well, the focus shifted from industrial relations (IR) and administrative work to capability building, employee experience and enhancing the productivity of employees. Human resources was considered as a true business partner in the organisation.

Now, however, in this pandemic drama, the HR is playing the lead role. It has grown to be the most important function during these trying times. “While HR has played the true business partner in progressive companies in the last two decades, it has taken centre stage in the last 13 or 14 months, thanks to the pandemic pushing its relevance,” says Udbhav Ganjoo, head-HR, global operations, India, emerging Asia & access markets, Viatris.

“In India, businesses are very asset and process driven. For organisations, business assets were more important. COVID – 19 made the organisations realise that people are also equally important to run the business.”

Pankaj Lochan, executive director & group CHRO, Jindal Steel & Power

With the lockdown coming into the picture, HR leaders feel that there has been a major shift of focus to the health of the employees. For businesses, people became their priority. “With the spotlight on the in the last 14 months, HR gained more relevance in the business environment. It was the HR that was banked upon to manage business continuity,” points out Ganjoo.

“In India, businesses are very asset and process driven. For organisations, business assets were more important. COVID – 19 made the organisations realise that people are also equally important to run the business,” shares Pankaj Lochan, executive director & group CHRO, Jindal Steel & Power (JSPL).

Giving an example, Lochan explains, “During the lockdown, many manufacturing units around the country were shut. However, operations continued at JSPL and the HR team played a major part in making that possible. I took everybody into confidence and assured that manufacturing would continue to operate.”

At JSPL, arrangements were made for the workers by creating cubicles inside the factory premises where the workers could stay. This saved them the need to travel to work every day and also ensured business continuity. When the lockdown impacted the supply chain and logistics, at JSPL, they were able to overcome the challenges by providing hostels for truck drivers to stay after work.

“While HR has played the true business partner in progressive companies in the last two decades, it has taken centre stage in the last 13 or 14 months, thanks to the pandemic pushing its relevance.”

Udbhav Ganjoo, head-HR, global operations, India, emerging Asia & access markets, Viatris

With HR coming into the limelight, the lives of HR professional changed too. While earlier it was the CEOs or other business leaders who always appeared to be talking about business to the media, this role was taken over by CHROs who came forward to talk about business continuity. “I would not shy away from saying, that now, CHROs are being considered for the role of CEO,” shares Lochan.

Anurag Verma, VP-HR, Uniphore, adds, “The spotlight was on the HR leaders to talk about the well- being of the people and how companies were maintaining business continuity. Also, other companies were keen to know about the industry trends and what others were doing in the people management area.”

Not just the HR leaders, but the lives of all HR professionals, in general, changed. As per Ganjoo, the tasks and work related to HR have become more challenging, because it is now all about the survival of the people, and hence, the business.

“The spotlight was on the HR leaders to talk about the well- being of the people and how companies were maintaining business continuity. Also, other companies were keen to know about the industry trends and what others were doing in the people management area.”

Anurag Verma, VP-HR, Uniphore

“The HR team is working round the clock to ensure the human resources of the company are safe. Whatever needs and requirements they have, are fulfilled by the HR team. In these difficult times, people are looking up to the HR for help and support, in terms of medicines, beds or oxygen. Everything is facilitated by the HR. Also, the very out look of people and departments towards the HR function has changed as a whole. Realisation has dawned that the HR is adding directly to the sustainability of the business and organisation,” explains Verma.

Ganjoo also describes that it was the responsibility of the HR to facilitate the coaching and training of leaders and manage teams during these days, because team management and the need for a shift in leadership skills was felt during these difficult times.

There has been yet another important change, as Lochan cautions — the Key Performance Indicators (KPIs) of HR leaders or professionals have changed. “For instance, I have realised that with rewards I can drive the performance of people and improve productivity. At JSPL, we changed from annual payouts to quarterly payouts, which has resulted in better productivity. As mentioned earlier, HR has been at the forefront in helping continue production at factories, which has really made a difference. Now, HR professional will have to maintain these KPIs to see success, because now businesses will need KPI-focused people in the HR department,” explains Lochan.

Organisations have come to realise, now more than ever before, that people are their most important assets. This realisation has pushed the work of HR into more prominence. With conversations increasingly revolving around what organisations are doing for the overall and holistic wellbeing of their people, much attention is being given to the mental health of the employees too. This is one area that is set to grow in importance with each passing day. This momentum is expected to continue, because the pandemic can bounce back any time. Therefore, the safety of the people, and hence, business continuity, rests on the HR. Therefore, the spotlight is likely to freeze on the HR and remain so in the foreseeable future!

The post As the pandemic drama unfolds, the spotlight is on HR appeared first on HR Katha.

2020: What to learn – what to erase

The global shift to remote work over the last year has created both opportunities and challenges for our world of work. On the positive side, companies have seen the need to accelerate their investments in workplace technologies. We have a unique opportunity to help make our workplaces more human by using

technology paired with human thought. The big learning for all of us was that when forced by situations, enterprises have the collective agility to deliver in new and unexplored ways. 2020 was the year of experimentation and of repurposing both office and talent. The pandemic highlighted the power of human and business resilience and showed that productivity can be maintained or even improved in spite of constraints.

On the other side, I think the suffering and impact a pandemic can have on our physical and mental health, due to long periods of isolation, has been a sad learning. The personal tragedies that people have experienced and the impact the pandemic has had on everyday business are going to be felt for a long time.

HR has shown great agility and business acumen

I don’t think any successful organisation doubts the importance of the people function in its continued success. With a unique and powerful perspective of their own, HR professionals will see aspects of the business environment that go beyond what other business disciplines do, and contribute substantially to business success. More than ever before, the linkages between employees, clients and investors have become important in creating competitive advantages for companies. I would seriously urge everyone to stop discussing the role and position of HR, as its importance has been well demonstrated in multiple settings.

Mental health of employees

A well-designed wellness programme focusses on both physical and mental health. It involves creating a framework that has both short-term and long-term plans for both, and is co-created with employees so that it becomes part of a company’s culture. Corporate wellness is not just one solution, but the culmination of many solutions that work together under one strategy. It involves layers of physical activity, education, communication, incentives and long-term commitment. The increased periods of isolation and the stress that office workers went through in the last year have brought mental health to the forefront. There have been several new offerings by companies and service providers in this area. I expect more innovation to happen in this space, which will have a long-term positive impact on a holistic approach to wellness.

Managing hybrid workforce is more challenging

The future of work will involve workplaces that are physical as well as virtual. We need to plan the future with a hybrid model in mind. It will involve the creative use of office facilities to enable physical interaction, collaboration and building of social capital. Innovative virtual setups will have to be used to give people increased flexibility as well as more time for learning and development. An ideal workplace of the future will make use of the best of both worlds in a seamless manner. For this model to succeed, we need to make work more engaging, re-imagine our communication, overdo on health and wellness and repurpose office spaces to accommodate hybrid work.

HR also needs to be more resilient

Most functions, including HR, have been adaptive and resilient during the last year. Over a period of time, we will also realise that we have become antifragile — we have become better because of the crisis. What we have faced together has made us stronger. Organisations are complex systems, and when such complex systems are exposed to stressors they become better. For instance, when the human body is subjected to continuous load over time, our muscles develop. So while we have gone through a whole range of difficult situations over the past year and adapted to the change, in the long run they will make us stronger and more ready for the challenges of the future.

Corporate wellness is not just one solution, but the culmination of many solutions that work together under one strategy

While the pandemic will eventually ease, we will continue to face multiple challenges — climate, geo-politics and blurring of boundaries between work and personal life. By the very nature of human evolution, we will develop mechanisms to deal with change.

2021 – changing organisational design

For me, the next year will be about paying attention to the ‘human’ at work and making work more human. This will involve intelligent use of data and technology to tailor employee experiences and make them more meaningful. This will mean better communication, more learning opportunities and rebuilding of social capital, which was depleted due to the long period of remote work. If we get it right, we will create a new world of work and HR will have a big role to play in facilitating the shift. It’s going to be an exciting time.

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2020: What to learn – what to erase

What turned out to be a boon was the amazing speed and adaptability demonstrated in embracing change, and accomplishing what had looked almost impossible at the beginning. In a short period, organisations came out with their business continuity plans (BCP) and tried their best to run businesses even working from home, which actually came to be the accepted norm. This has given businesses more confidence that innovations can happen in a short period of time, and even amidst adverse conditions. They will now be willing to take more calculated risks in seeking market opportunities or challenging themselves to create a more superior customer experience. They will make new workforce models, apart from the physical and virtual workforce! Hence, they will be more amenable to adopt these over the long term.

One thing to erase will be the health risk and nervousness that the pandemic brought about.

HR has shown great agility and business acumen

Most companies today acknowledge the importance of the HR function. Clearly, HR has evolved over time from being just a compliance or administration function to being at the centre, driving business transformation. This change has not happened overnight and HR has been working hard, whether through enhancing its own business knowledge, driving business changes, building talent and capabilities, driving culture or planning the future of work. The ingredients are all there in place. Of course, continuous learning and evolution are the need of the day, but I would say HR has come a long way in building its own credibility.

Human resources is at the centre to create an enabling and empowering employee experience through technology enablement and culture designs

2021 – changing organisational design

2021 will be about how HR can help businesses leverage market opportunities by creating a more agile organisation (focus on organisation design and change management) and a workforce that is adaptable, customer oriented and resilient (focus on skill and capability building). People and culture were, are and will be the strategic differentiators for an organisation, and HR will need to continue to build this social capital.

2021 – HR turning into a service centre for internal clients with more tech

Apart from using HR tech to empower employees to manage self-service themselves, the importance of ‘employee experience’ in an organisation cannot be overemphasised. It is becoming an essential element in the virtual or hybrid world as most employee touch points are virtual — right from onboarding and employee engagement to learning, talent development, communication and so on. These interactions or touch points in the employee life cycle go on to define culture. Human resources is at the centre to create an enabling and empowering employee experience through technology enablement and culture designs. This will ensure a meaningful employee experience for the employee as well as the organisation.

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These courses will be beneficial to corporate managers who are looking to get specialization. The four new 11-month postgraduate programmes will offer subject knowledge across the areas of artificial intelligence and machine learning, business analytics, healthcare management, and human resource management. The first batch will commence on March 31.

Phalgun Kompalli, co-founder, upGrad is confident that this collaboration will “further strengthen our programme catalogue and enable our learners with added capabilities in terms of faculties and facilities that will not only empower them with deep subject knowledge across new-age disciplines but also help them attain desired career outcomes.”

Arjun Mohan, CEO-India, upGrad points out that today employers “ are scouting for talent that can operate amidst the evolving tech-driven ecosystem. Therefore, it is imperative for us to keep a constant check on market trends and deliver an unmatched set of online learning solutions to our target audience. Through our strategic partnership with India’s leading B-School LIBA, we aim to acquaint Bharat with the forthcoming industry challenges and prepare them for new-age work dynamics.”

As Fr. Joe Arun SJ, director, Loyola Institute of Business Administration, rightly puts it, “This world-class online executive program will foster teaching and research to provide a thorough knowledge of AI, ML, and analytics to meet the challenges of the global economy, and to familiarise learners with the practice and procedures of the AI world.”

Prof. (Dr) MJ Xavier, chair professor, Centre for Technology and Innovation, LIBA, states that the “Uniqueness of the first-ever online Executive programme in AIMLA in India is that it offers prospective students not only an opportunity to learn through online lectures but also to interact with highly qualified academics through regular live online interactions. The course not only emphasizes on the complexities and nuances of the ever-increasing AI-based analytics but also imparts essential skills to modern-day corporate professionals to adapt to the digital environment to ensure seamless completion of courses.”

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