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

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

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

Pankaj Lochan, CHRO, Navin Fluorine

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

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

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

Sharad Verma, VP & CHRO, Iris Software

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

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

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

Manish Majumdar, head-HR, Centum Electronics

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

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

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

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

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

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

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

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

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

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

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

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

Rajeev Singh, a senior HR professional

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

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

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

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

Kamlesh Dangi, group head-HR, InCred

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

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

Sharad Verma, VP & CHRO, Iris Software

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

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

So, how can we achieve this balance?

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

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

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

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

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From ally to adversary: The pitfalls of overextending resilience

The pursuit of unattainable goals, coupled with a refusal to adapt, can transform resilience from an asset into a hindrance.

Sriharsha Achar, CHRO, Star Health Insurance, warns against the dangers of extreme resilience, where individuals chase unrealistic ambitions without acknowledging the necessary steps. This relentless pursuit, while seemingly admirable, can lead to wasted energy and ultimately hinder progress.

“The relentless pursuit of unrealistic ambitions, while seemingly admirable, can lead to wasted energy and ultimately hinder progress.”

Sriharsha Achar, CHRO, Star Health Insurance

Similarly, the tendency to overwork under the guise of resilience can be equally detrimental. Samir Bhiwarpurkar, head-HR, Japfa Comfeed, highlights the misconception that resilience equates to an ability to shoulder limitless burdens. This relentless drive to prove oneself can lead to burnout and mental health issues.

Furthermore, excessive resilience can morph into toxic positivity, a refusal to acknowledge failure or the need for adjustment.

Sharad Verma, CHRO, Iris Software, emphasises the dangers of this approach, which can foster an unhealthy work environment and hinder self-awareness.

Beyond personal well-being, the consequences of an overly resilient mindset extend to team dynamics. Employees who struggle with boundaries, even those driven by a desire to help others, can find themselves constantly overworked and isolated. This can lead to resentment and hinder collaboration.

Leadership under the microscope: Recognising the ripple effect

The impact of excessive resilience isn’t limited to individual employees. Leaders who overestimate their resilience may resist necessary changes, perpetuating outdated practices and hindering organisational growth, as Achar points out. This lack of self-awareness creates a ripple effect, impacting both teams and the overall culture.

“Beyond personal well-being, the consequences of an overly resilient mindset extend to team dynamics. Employees who struggle with boundaries, even those driven by a desire to help others, can find themselves constantly overworked and isolated.”

Sharad Verma, CHRO, Iris Software

Building a culture of balanced resilience: Strategies for success

So, how do we navigate this delicate balance? Achar advocates for a ‘balanced approach’ to resilience, where both individuals and organisations play a proactive role. Employees and leaders alike need to recognise their limits and cultivate self-awareness. Organisations can provide training to leaders on setting realistic expectations and understanding the limitations of high performers.

From a managerial standpoint, Bhiwarpurkar emphasises understanding individual strengths and weaknesses. By distributing workloads equitably and fostering a culture of open communication, managers can contribute to a healthier work environment. Establishing clear expectations, recognising burnout signs, and providing professional development resources are crucial steps.

On an individual level, Bhiwarpurkar advises employees to recognise their limits and seek help when needed.

 

“The tendency to overwork under the guise of resilience can be equally detrimental. This relentless drive to prove oneself can lead to burnout and mental health issues.”

Samir Bhiwarpurkar, head-HR, Japfa Comfeed

Verma emphasises setting boundaries, advocating for positive change, and taking charge of well-being. Regular check-ins, proactive support, and objective task distribution can further enhance the work culture.

The bottom line: A collaborative approach to a shared challenge

Resilience remains a valuable asset, but recognising its potential pitfalls is crucial. A collaborative effort between management and employees is essential to create a workplace where resilience empowers individuals, fosters innovation, and drives positive change. By fostering self-awareness, open communication, and a culture of support, we can ensure that resilience remains an ally, not an adversary, in the pursuit of success.

The post The double-edged sword: Exploring the risks of excessive workplace resilience appeared first on HR Katha.

The term was derived before 2000, with early research focusing on classifying sentiment in product reviews and social-media posts. In recent years, sentiment analysis has gained immense importance due to the explosive growth of online content and the need for businesses to understand customer opinions. It helps companies make data-driven decisions, monitor brand reputation, gauge public response to products, and enhance the customer experience, all leading to better strategic insights.

Why sentiment analysis is crucial

With the current rapid growth of business models and advancements in technology and generative AI, sentiment analysis is even more crucial now due to the volatile environment. In times of uncertainty and rapid change, public sentiment can fluctuate drastically, impacting businesses and societies. Organisations need to stay attuned to these sentiments to effectively respond to customer needs and concerns.

Regarding employee issues, sentiment analysis can play a vital role in proactively identifying and addressing potential problems such as burnout or disengagement. By analysing employees’ communications, feedback and social-media posts, organisations can detect early signs of dissatisfaction or stress. Recognising these patterns enables timely interventions, such as offering support programmes, adjusting workloads, or improving workplace conditions. This not only helps retain valuable employees but also fosters a positive and productive work environment.

Human-resource leaders can leverage sentiment analysis to gain valuable insights into employee perceptions of leadership and management styles. By analysing employee communications, surveys and feedback, they can identify patterns that reveal the impact of leadership on morale and productivity.

According to Amit Sharma, CHRO, Volvo, “Unlike traditional once-a-year employee-engagement surveys, sentiment analysis offers real-time data, providing a continuous and sensitive understanding of employee sentiments.”

“This ongoing feedback enables organisations to detect potential issues such as burnout or disengagement early on, allowing them to implement timely interventions and prevent larger problems from escalating. Similar to addressing safety concerns in a business setting, sentiment analysis helps organisations take preventive measures, ensuring a healthier and more productive work environment for employees,” says Sharma.

“Unlike traditional once-a-year employee-engagement surveys, sentiment analysis offers real-time data, providing a continuous and sensitive understanding of employee sentiments”

Amit Sharma, CHRO, Volvo

Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp, observes, “Sentiment analysis empowers HR leaders to understand the impact of leadership and management styles on employee productivity. With the aid of technology and real-time feedback, sentiment analysis allows the capture of employee sentiments, aspirations and moods. This predictive insight helps to craft effective strategies for the future, and identify potential challenges”. He goes on to add, “By leveraging sentiment analysis, HR leaders can proactively address concerns, retain talent and enhance employee experience, acknowledging the crucial role talent plays in achieving a competitive advantage for the business.”

Sentiment analysis can significantly support talent-acquisition efforts by helping HR teams assess candidates’ fit with the company culture and values. By analysing applicants’ social-media presence, cover letters and communication style, organisations can gain deeper insights into candidates’ attitudes and alignment with company values. This data-driven approach ensures that the right candidates are selected, increasing the likelihood of long-term retention and reducing turnover. It also helps build a workforce that shares the organisation’s values and contributes to a positive company culture.

According to Sharad Verma, CHRO, Iris software, “Sentiment analysis is critically important for organisations to make sense of employee voice. While numerical ratings and NPS provide an overall rating, numbers without emotional understanding and intensity do not provide a realistic view”.

Verma feels that sentiment analysis of qualitative comments help to understand themes, intensity, nuances, keywords and the emotions behind the sentiments.

“Sentiment analysis also help to understand the range of emotions, the prevalence of sentiments and the context behind why people feel the way they they do, ”

Sharad Verma, CHRO, Iris software

Sometimes, certain comments bring out real issues succinctly and the gravity of emotions can only be appreciated by sentiment analysis.

“Sentiment analysis also help to understand the range of emotions, the prevalence of sentiments and the context behind why people feel the way they they do,” he adds.

Talking about his experience in his previous organisation, Pandey says, “As an essential service provider, many employees were hesitant to come to work due to the fear of contracting the virus during the pandemic. By analysing their sentiments, we were able to take proactive measures, such as implementing a term insurance plan for everyone, to address their concerns and ensure their safety.”

“Sentiment analysis is also valuable for understanding customer sentiments, especially with the growing influence of social media, as it enables organisations to adapt and cater to customer preferences in a customer-centric market,” adds Pandey.

Incorporating sentiment analysis into performance-management systems provides HR leaders with a comprehensive view of employee engagement and performance. By combining traditional performance metrics with sentiment data, organisations can better understand the drivers of employee satisfaction and motivation.

During times of crisis or significant organisational change, sentiment analysis becomes a valuable tool for HR leaders to gauge employee sentiments and concerns. Monitoring employee communications and feedback enables organisations to promptly address issues, provide necessary support and foster a sense of stability and trust during challenging periods.

Ethical considerations

While sentiment analysis offers significant benefits, organisations must navigate potential challenges and ethical considerations. Ensuring data privacy and obtaining proper consent from employees is crucial to maintaining trust and complying with data-protection regulations. Human resource leaders must also address biases that may exist in sentiment-analysis algorithms to ensure fair assessments.

“The confidentiality of data is crucial to ensure participants’ trust and authenticity of the information gathered”

Pradyumna Pandey, head-HR, manufacturing, Hero Motocorp

Pandey concurs, “The confidentiality of data is crucial to ensure participants’ trust and authenticity of the information gathered. Organisations must guarantee data confidentiality and assure individuals that their data will be used responsibly for organisational growth or medical purposes.”

He emphasises that maintaining data confidentiality and privacy are integral aspects of ethical and responsible data-collection practices.

Transparent communication with employees about sentiment-analysis initiatives is essential to alleviate concerns and gain employee buy-in. Moreover, HR leaders must convert sentiment-analysis data into actionable insights and follow through with appropriate interventions to drive meaningful change within the organisation responsibly. By striking a balance between data-driven decision-making and ethical considerations, organisations can leverage sentiment analysis to foster a positive and supportive work environment for their employees.

The post Sentiment analysis: Why is it so important now? appeared first on HR Katha.

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.

The post Why critical thinking is crucial in HR appeared first on HR Katha.

This raises an important question — ‘Why do middle managers feel this way?’

The problem

There are several reasons why middle managers may be unhappy with their jobs.

Sandwiched

Caught in the middle of upper and lower management, they are responsible for implementing the decisions of the upper management, while managing the work of their subordinates. This balancing act can be far from easy, particularly when the goals and expectations of the upper management do not align with the realities of the work on the ground.

“Many middle managers are in their late twenties or early thirties, a time when they may be starting families, buying homes, and trying to establish themselves financially.”

Tanaya Mishra, VP and head of HR, Endo International

Tanaya Mishra, VP and head of HR, Endo International, points out that middle managers find themselves in a difficult position between upper management and lower-level employees.

Underpaid and undervalued

“While they face pressure to meet performance targets and contribute to the organisation’s bottom line, they may feel undervalued and underpaid for the work they do. Many middle managers are in their late twenties or early thirties, a time when they may be starting families, buying homes, and trying to establish themselves financially. However, their salaries may not be sufficient to meet their needs, which can lead to stress and dissatisfaction,” says Mishra.

Lack of clarity

Sharad Verma, VP and CHRO, IRIS, agrees that middle managers often feel dissatisfied with their jobs because of a lack of clarity regarding the organisation’s vision, mission and goals.

“They are responsible for achieving on-the-ground results but may not feel aligned with the strategic intent, making it difficult to guide their teams effectively. In addition to that, they may feel disconnected from senior leadership, and their voices and contributions may not be recognised,” explains Verma.

Lack of opportunities

Limited opportunities for advancement are another factor that contributes to middle managers’ dissatisfaction. Many organisations have a rigid hierarchy that makes it difficult for middle managers to move up the ladder. Promotions may be limited or based on factors other than merit, such as seniority or personal connections.

All of these factors can combine to create a sense of frustration among middle managers.

The solution

So, what can organisations do to address these issues and improve the job satisfaction and retention of their middle managers?

“They are responsible for achieving on-the-ground results but may not feel aligned with the strategic intent, making it difficult to guide their teams effectively. In addition to that, they may feel disconnected from senior leadership, and their voices and contributions may not be recognised,”

Sharad Verma, VP and CHRO, IRIS

Ease their workload

With all the experience Mishra has had, she understands how important it is for organisations to recognise the unique challenges and pressures that middle managers face and take steps to address them.

She says, “By providing more support and resources to help middle managers manage their workload and meet performance targets, organisations can improve the job satisfaction and retention of these managers. This can ultimately benefit the organisation as a whole.”

This may involve investing in training and development programmes, providing access to mentorship and coaching, and giving middle managers more autonomy and decision-making power.

Offer good compensation

Ranjan Banerjee, group head-HR, Berger Paints believes that organisations should offer competitive compensation packages and benefits, and recognise the value and importance of middle management in achieving organisational goals.

Facilitate growth

“To improve the job satisfaction and well-being of middle managers, organisations can implement a range of strategies, such as providing opportunities for middle managers to expand their roles and responsibilities, and facilitating their growth and development. Additionally, organisations should also foster a culture of openness and collaboration, encouraging middle managers to share their concerns and ideas,” suggests Banerjee.

“To improve the job satisfaction and well-being of middle managers, organisations can implement a range of strategies, such as providing opportunities for middle managers to expand their roles and responsibilities, and facilitating their growth and development.”

Ranjan Banerjee, group head-HR, Berger Paints

In addition, organisations can create more opportunities for advancement. This may involve developing more flexible career paths that allow middle managers to move laterally within the organisation and gain new skills and experiences. It may also involve implementing fair and transparent performance-based rewards and recognition programmes.

Ensure alignment

In Verma’s opinion, organisations that involve middle management in strategic workshops as well as in the rollout of the vision and mission, can improve their alignment with the vision of the top management.

Empower & involve

Verma advises, “Providing middle managers with a North Star to guide their day-to-day actions and empowering them with decision-making authority can help. Making middle managers culture champions and involving them in policy-making can reduce feelings of isolation and disconnection.”

“Furthermore, co-creating strategy and allowing for exceptions based on the situation can energise middle managers and make their jobs more meaningful. By implementing these strategies, organisations can improve the job satisfaction and well-being of their middle managers, which can ultimately benefit the organisation as a whole,” opines Verma.

The post ‘Caught in the middle’— is that how middle managers feel? appeared first on HR Katha.

How can Gen Z add value?

Gen Z, also known as digital natives, has grown up with technology at its fingertips. Members of this cohort are comfortable with social media, mobile devices and the latest digital tools. After all, this is the first generation to have access to the internet at a very young age. Therefore, they have much to offer:

Digital capability

Digital capability is a significant strength that can be leveraged by a multigenerational team. With the rapid digitisation of many industries, organisations need employees who can adapt to new technologies quickly. Gen Z’s digital expertise can be an asset in ensuring that organisations remain competitive and relevant.

“It is important to focus on the strengths of each generation and utilise those strengths to create a productive and cohesive team.”

Atul Mathur, executive VP, Aditya Birla Capital

According to Atul Mathur, executive VP, Aditya Birla Capital, the biggest contribution Gen Z makes is in the form of advanced technological intelligence and expertise. He says, “As many aspects of business become digital, it is essential to have employees who are comfortable and confident in using technology. Gen Zers possess this digital knowledge and can use it to develop collaborative solutions with other employees who have domain expertise in particular functional areas. Together, they can create innovative and efficient solutions that benefit the organisation as a whole.”

“It is important to focus on the strengths of each generation and utilise those strengths to create a productive and cohesive team. In this context, one of the biggest strengths of Gen Z employees is their digital capability,” shares Mathur.

Fresh perspective

While Gen Z may lack experience in certain areas, it has a fresh perspective that can bring new insights to the table. Gen Zers can contribute to a multigenerational team by collaborating with other generations in the organisation. They can work with other generations to ensure that their digital expertise is applied in a way that aligns with the organisation’s goals and objectives.

Tech education

Gen Z can also help bridge the gap between the senior generation and technology. The senior generation may struggle with adopting new technologies, but Gen Z can help them understand the benefits of these tools and how to use them effectively. This can lead to increased efficiency and productivity in the organisation.

Flexibility

Gen Z’s focus on flexibility in the work arrangements can help companies tap into a diverse talent pool. Many Gen Zers are not interested in the traditional 9 to 5 office routine and are open to working part-time, as freelancers, or in contract roles. This allows companies to access a wide range of skills and perspectives, which can help drive innovation and growth.

Arjun Singh, CHRO, Dixon Technologies, rightly points out, “One of the key traits that sets Gen Z apart is its preference for work-life balance. Unlike previous generations that valued work above everything else, Gen Z prioritises a balanced lifestyle, with work being just one aspect of it. This mindset can be leveraged by companies to provide flexible work arrangements, such as remote work, which can help attract and retain top talent.”

Empathy

Gen Z is known to be empathetic towards others, and this trait can have a significant impact in the workforce. Empathy can be defined as the ability to understand and share the feelings of others. In a work setting, this can help build better relationships, increase teamwork, and create a more positive work culture.

“Unlike previous generations that valued work above everything else, Gen Z prioritises a balanced lifestyle, with work being just one aspect of it.”

Arjun Singh, CHRO, Dixon Technologies

Gen Z’s ability to understand and relate to people of different backgrounds, experiences, and perspectives can help bridge communication gaps and build trust among colleagues. This can be particularly helpful in a multi-generational workforce where differences in values and work styles can sometimes create conflicts.

How can Gen Z’s skills be leveraged?

Sharad Verma, VP and CHRO, IRIS software, says that each generation comes with unique values and attitudes. However, managing Gen Z can be challenging, especially for older generations — such as millennials and boomers — that may have different work styles and communication preferences.

Understand expectations

“For Gen Z to reach its full potential and be able to contribute more to the workforce, it is essential for managers to take the time to understand the workplace needs and expectations of the members of this generation. This involves recognising and valuing their digital dexterity and being able to empathise with their values and beliefs, such as their focus on work-life balance and diversity and inclusion,” suggests Verma.

“For Gen Z to reach its full potential and be able to contribute more to the workforce, it is essential for managers to take the time to understand the workplace needs and expectations of the members of this generation.”

Sharad Verma, VP and CHRO, IRIS

Offer growth opportunities: Singh believes that exposing Gen Zers to real-life business problems and cross-functional teams can help develop future leaders and foster innovation.

“By providing opportunities for Gen Z workers to work on challenging projects with seasoned professionals, companies can help build their skills and confidence, while also gaining fresh perspectives and ideas,” adds Singh.

Show the bigger picture

Mathur rightly points out, “Everyone in a multigenerational team is aligned and working towards the same goal; it is crucial to have effective communication and leadership. Leaders should educate and guide employees towards understanding the bigger picture of the company’s vision and goals. This can help employees understand their role in contributing to the organisation’s success and motivating them to work collaboratively towards achieving common goals.”

To ensure that a multigenerational team functions effectively, it is essential to align everyone with the bigger picture of the organisation’s goals and objectives. Leaders need to help employees understand how their role fits into the overall mission of the company and how they can contribute to achieving it. Gen Z can play a significant role in achieving these goals by collaborating with other generations and providing insights on the latest technologies.

Gen Z has a lot to offer as part of a multigenerational team. The digital expertise and fresh perspective Gen Zers bring, help generate new ideas and insights. By working together, all generations can leverage their strengths and contribute to the success of the company. It is essential for leaders to help align everyone with the organisation’s goals and objectives to ensure a productive and collaborative work environment.

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Knowledge vs empathy

In the modern workplace, employees are facing increased pressure and stress. As a result, having a boss who is both knowledgeable and empathetic is ideal. However, if forced to choose between the two, empathy is the more important quality.

Empathetic bosses have the ability to create a positive and supportive work environment. They will listen to the concerns of their employees, provide emotional support and encourage their professional growth. They will also be more understanding of the challenges faced by their employees, and will be more likely to find solutions that are fair to everyone.

“An empathetic boss is needed because employees would want to be understood, and that is where empathy comes into play.”

Vivek Tripathi, vice president – human resources, Newgen Software

“Ideally, an empathetic boss is needed because employees would want to be understood, and that is where empathy comes into play. They want to be supported and understood, which is very important,” says Vivek Tripathi, vice president – human resources, Newgen Software.

Empathetic bosses are capable of understanding the needs and emotions of their employees. They listen and create an atmosphere of trust and safety. This allows employees to feel heard and valued, which helps boost morale and improve job satisfaction.

Additionally, empathetic bosses can also be great mentors and coaches, helping to guide employees in their personal and professional development.

While both empathy and knowledge are important qualities in a supervisor, in the current work environment, empathy takes the forefront. Empathetic bosses can provide the kind of environment that allows employees to thrive and grow in their careers.

Tripathi adds, “Empathy is more important in today’s high-pressure work environ, because it’s important for employees to enjoy some psychological safety at the workplace. Empathetic supervisors, leaders, or managers can not only provide employees much-needed peace of mind, but also opportunities to express themselves and be more at ease.”

“A supportive and understanding work environment is absolutely critical.”

Sharad Verma, VP and CHRO, IRIS software

 

Sharad Verma, VP and CHRO, IRIS software, also agrees that empathetic bosses are preferable. True empathy and understanding of the employee’s situation encourages the employee to learn more, become more confident and acquire competency. A knowledgeable boss who lacks empathy may be more focused on his own self than the team members.

Verma explains, “A supportive and understanding work environment is absolutely critical. When employees are considered true members of the organisation, they feel at home and enjoy a sense of belongingness. This feeling of being included encourages them to contribute their best.”

He further adds that Millennials and Gen Z are increasingly looking for emotionally supportive bosses who are encouraging. They take to bosses who are more like friends and guides rather than an authoritative figure. This motivates employees, increases bonding and helps the team to function at its best.

“Working under knowledgeable individuals can provide the best opportunity for growth and skill development.”

Sunil Ranjan, senior VP & director – HR&MS, LG Electronics

Knowledgeable bosses bring a wealth of experience and expertise to the table. They possess deep understanding of the industry and the organisation, and can provide guidance and direction to their employees.

They can also help employees develop new skills and grow professionally. Such bosses are capable of identifying and solving problems, leading to improved performance and success for the organisation.

Given their expertise, knowledgeable bosses are often seen as leaders, and their knowledge can help set the tone for the rest of the organisation. They can inspire and motivate employees, and create a positive and productive work culture.

Sunil Ranjan, senior VP & director – HR&MS, LG Electronics, strongly feels that, at the start of one’s career, it is crucial to work under a knowledgeable leader due to the practical skills and knowledge they can offer. During the early stages, it is important to develop expertise in the field and have a strong foundation of critical skills.

“Working under knowledgeable individuals can provide the best opportunity for growth and skill development. It is advantageous to work under knowledgeable individuals, especially in the first year, instead of those who possess high levels of empathy,” opines Ranjan.

Such leaders are usually forward-thinking and open to new ideas. They can bring fresh perspectives to the table and drive innovation within the organisation, leading to new and exciting growth opportunities.

Ultimately, both empathy and knowledge are important qualities in a boss.

Bosses who are both knowledgeable and empathetic will create a positive work environment where employees feel valued and supported, even while providing the guidance and direction needed to achieve success.

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No wonder employees with skills in data analytics, machine learning and programming are highly sought after today. Additionally, digital knowledge and the ability to work with new technologies will also be important for employees looking to stay competitive in the job market.

Here’s a list of skills that will hold employees and employers in good stead this year.

Data analytics

For organisations, one of the most important skills will be the ability to leverage data and analytics. With the increasing amount of data being generated by companies, the ability to extract meaningful insights and make data-driven decisions will be critical to remain competitive. This necessitates the presence of a strong data infrastructure, the ability to analyse and interpret data, and the ability to communicate insights effectively.

Creativity & innovativeness

Another important skill for organisations in 2023 will be the ability to foster a culture of innovation. With the pace of change continuing to accelerate, organisations that are able to create an environment where new ideas can flourish will be better positioned to stay ahead of the curve. This includes fostering a culture of experimentation, encouraging employee creativity, and investing in research and development.

“Cognitive skills such as marrying conceptual ability with on-ground execution, strategic thinking and problem solving for customers can keep the organisation ahead,”

Sharad Verma, VP and CHRO, IRIS Software

Sharad Verma, VP and CHRO, IRIS Software, says, “Skill alignment in a fast-changing world is the keyword driving change. A combination of AI/machine learning (ML), automation, and data science skills along with a high degree of human skills—emotional intelligence and interpersonal savviness— are the need of the hour. To make all of this work together, we need good collaboration skills. ”  

Collaboration

According to Verma, there is a need for a higher level of collaboration skills in a hybrid environment requiring the engagement of remote workers. “Cognitive skills such as marrying conceptual ability with on-ground execution, strategic thinking and problem solving for customers can keep the organisation ahead,” he adds.

Digital knowledge

One of the most important skills for employees will be digital knowledge. With more and more companies moving their operations online, the ability to efficiently utilise digital tools and platforms is becoming essential. This includes proficiency in areas such as web development, data analysis and cybersecurity.

Adaptability

As technology and the business landscape continue to evolve at a rapid pace, being able to adapt to new situations and technologies will be crucial for success in 2023. This includes being able to learn new skills quickly, being open to change, and having strong curiosity.

Mukul Chopra, CHRO, Convegenius, says, “The four A’s—ambiguity, adaptability, agility, and ability—are what will define an organisation and its employees in 2023.”

Resilience

In today’s fast-paced and constantly-developing world, it is essential to be resilient. With resilience, it is easy to cope with and adapt to changing situations and handle unexpected challenges effectively.

“Therefore, to handle these challenging situations, it is important to have all hands on deck, and for that, resilience is important.”

Mukul Chopra, CHRO, Convegenius

Resilient employees are better able to handle stress, maintain a positive attitude and continue to perform effectively in the face of adversity. Additionally, they are more likely to be able to bounce back quickly from setbacks and find new opportunities for growth and success.

Chopra says, “Ambiguity is here and it is here to stay, so is uncertainty. An organisation’s journey is no longer a straight line; it has bends. We don’t know what is going to happen at what point, because more than the internal circumstances, the external factors hit harder. Therefore, to handle these challenging situations, it is important to have all hands on deck, and for that, resilience is important.”

Chopra says, “Nobody is clear about what is going to happen; nobody is safe, and no place is safe”. According to him, it is all about faith and mental strength. After COVID-19, there has been a lot of trauma, stress and anxiety, but employees have to be resilient and face what they have to face.

“It is something that cannot be taught; it has to be self-implemented,”

Sunil Kumar, CHRO, PVR

People connect

Professionals working in an organisation should possess the skill to connect with people. They should be able to understand the stakeholders’ needs and requirements, and respect them. Employees can then, accordingly, put forth their points of view.

Sunil Kumar, CHRO, PVR, says that somehow this ‘people connect’— a practice that is person dependent and not organisation dependent — is not prevalent in many organisations.  

“Organisations can be people centric, and may believe in mutual respect, but unless the philosophy of ‘people connect’ is deeply ingrained in the minds and hearts of the employees, it cannot become a practice,” Kumar explains.

Kumar seriously advocates ‘people connect’ for every organisation and for every individual in an organisation. “It is something that cannot be taught; it has to be self-implemented,” he adds.

A reason why different skills will be essential in 2023 is also because of the changing nature of work itself. As organisations become more global and cross-functional, employees will need to be able to work effectively in teams and across different cultures. This means having strong communication, collaboration and intercultural skills.

In addition to that, as businesses look to become more agile and responsive, employees will need to be able to think creatively, be innovative and adapt to new circumstances quickly.

Overall, as we move into 2023, the ability to adapt to change and hold on to technology will be critical for both employees and organisations. 

The post Skills necessary to sail through 2023 appeared first on HR Katha.

The Internet is full of news stories about a high-attrition environment in the IT services sector. Amongst the IT giants in India, Cognizant tops with almost 33 per cent attrition, followed by Wipro with 20.5 per cent and Infosys with 20.1 per cent. The lowest attrition, of 11.7 per cent, is posted by TCS.

In India’s IT services sector, the average attrition would be anywhere between 15 to 18 per cent. With the pandemic almost coming to an end, this sector is witnessing increasing attrition rates. Spoilt for choice, given the multiple lucrative offers being presented to them, techies are leaving their jobs frequently.

“The sourcing and fulfilment team is under maximum pressure amongst all during high attrition”

Sriram V, CHRO, BankBazaar.com

The already tough life of a recruiter is only becoming more challenging. With the pressure of closing positions mounting with each passing day, they are certainly feeling the heat, just as sales professionals face the pressure to close deals!

As per Anish Philip, CHRO, Marlabs, talent acquisition has always been a high-pressure job in the IT services sector. However, now, attrition has gone through the roof and finding good talent has become more and more tough.

“It is so tough that it becomes a seven-day working week for a recruiter,” states Philip.

Nowadays, the talent market is totally a buyer’s market, because people have never-ending options. Since the lockdown has shown that recruiting can be done virtually as well, most of the interviews are happening on zoom calls or other virtual video-conference platforms. “Life has become an endless series of interviews for multiple positions, and that too, across multiple locations,” shares Sharad Verma, CHRO, Iris Software.

The low joining is yet another phenomenon being witnessed in companies today. This only adds to the frustration of a recruiter.

One of the CHROs HRKatha spoke to says that the pressure is so high that recruiters working in tech firms are required to close 30 to 40 positions each month.

It is not just attrition that is making things tough. The demand for good talent is also high because many companies in the IT sector are seeing growth, and are in need of quality talent. Verma shares that Iris is seeing tremendous growth this year, and has been hiring 200-300 people every month.

“It is so tough that it becomes a seven-day working week for a recruiter”

Anish Philip, CHRO, Marlabs

Who faces the maximum heat?

Big enterprises usually have a huge team of talent-acquisition (TA) professionals who are given specialised roles. There is a team that hires freshers from the campuses and a separate team that hires laterally. So which team faces the most heat? “The sourcing and fulfilment team is under maximum pressure,” says Sriram V, CHRO, BankBazaar.com, who has also worked as an HR head at HCL Technologies. “If someone refuses to accept the offer, it is the sourcing team that needs to find the right talent, once again, either working individually or with a recruitment partner. Having to go through everything again from the start can be frustrating,” adds Sriram.

What makes it difficult for recruiters?

Sriram shares that structural issues make things tough for talent-acquisition professionals in the IT services industry. The three main reasons why things become difficult are:

· Entry of startups that are constantly luring tech talent with double compensation, making it difficult for others to compete with them.

· Recruiters often fail to sell roles such as that of testing engineers, which rarely excite candidates

· Overprofiling

“There was a time when IT companies used to hire even if candidates were 50 per cent fit for a job, but now they need 100 per cent fitment,” explains Sriram.

“Life has become an endless series of interviews for multiple positions, and that too, across multiple locations”

Sharad Verma, CHRO, Iris Software

“Many IT firms lack manpower planning. We need a three-year talent strategy in place to sustain ourselves,” points out Sriram.

What is the repercussion of high pressure?

When the pressure is too high, people are bound to experience burnout. All recruiters undergo burnout at some point, and if it is never ending, they just decide to switch to a different sector. “They generally choose to move to a tech product startup, where hiring volumes are low, and where they attract people with 2x more compensation,” points out Sriram.

It is common knowledge that a recruiter’s job is a high-pressure one and comes with its unique challenges. Many recruits are passionate about the job and enjoy it because it keeps them on their toes.

Now with changes happening so fast, recruiters are required to constantly explore new ways of attracting and sourcing talent. They have to break away from tradition and adopt more unconventional ways to draw quality talent from the highly competitive market.

“Despite the challenges, recruiters have done very well,” concludes Sriram

Human resource experts believe that all TA professionals have done quite well even in these times when companies are facing the brunt of high attrition and extreme talent crunch. Even Brian Humphries, CEO, Cognizant praised the effectiveness of his TA team, that managed to hire more than 17,000 people despite such a high attrition rate in quarter three of this year.

The post Life of a recruiter in a high-attrition environment appeared first on HR Katha.

According to Verma, the Company observed that excess of remote working was leading to extended working hours for the employees, resulting in excessive work stress and mental health problems. As per Verma, the HRBPs had been on their toes for the last one and a half years, and people had been observed to be experiencing burnout. Requests had been coming in from employees who were yearning for a break to refresh themselves and then get back to work rejuvenated.

The ‘No Work Hour’ meant that employees were asked to do nothing related to their office work. In addition, the Company strictly encouraged all employees to just stay away from their screens. “We have found that increased screen time has led to increased stress levels for our employees. In fact, there are studies that suggest that too much screen time can lead to health issues and increased chances of burnout amongst employees,” shares Verma exclusively with HRKatha.

“As human beings, we often feel guilty of not working or not meeting our deadlines, but the HRBP team at IRIS conveyed a message that please ‘do not feel guilty of not working’ during this ‘No Work Hour’”

Sharad Verma, VP & CHRO, IRIS Software

As part of the ‘No Work Hour’ initiative, the employees were encouraged to not set up meetings, or take work calls or even reply to e-mails. Employees were encouraged to resist the temptation to scroll through social media content or any audio or video content on their mobiles and laptops. This meant, no WhatsApp, no Messenger, Microsoft teams or any other social-media platform. IRIS strictly wanted to ensure abstinence from all devices, including mobiles and laptops, for that one hour.

Employees are so used to talking or staring at the screens all the time that it is definitely taking a toll, and Verma says that it is not doing any good to the employees.

In fact, IRIS suggests that its employees first switch off all devices, such as mobiles and laptops, and connect with the family members. The Company encouraged staff to have more face to face interactions instead of video calls, go for nature walks, write, meditate, exercise and undertake similar activities.

Ultimately, the idea is to let employees do whatever they like apart from office work and usage of devices or internet. Whatever activity they indulge in, such as an indoor game, should be offline, without involving usage of any electronic device. The entire exercise was more about letting employees enjoy some ‘Me Time’ and focus on their health, family and whatever makes them happy.

IRIS realises that simply encouraging employees to not do certain things and engage in whatever they like is not going to suffice. The HRBP team requests all stakeholders and heads of departments to refrain from pressurising their teams to work during this one hour. Verma shares that everyone, including all the stakeholders, were really supportive of this initiative. Apart from that, employees were also sensitised by the HRBPs that they should not worry about work and enjoy some lighter moments.

“As human beings, we often feel guilty of not working or not meeting our deadlines, but the HRBP team at IRIS conveyed a message that please ‘do not feel guilty of not working’,” says Verma.

Verma also mentions that the ‘No Work Hour’ activity was intentionally scheduled during the second half of the day, when employees feel more fatigued and need a break to recharge.

A similar activity, but on a larger scale, is on the cards, as revealed by Verma, depending upon the kind of feedback they get through this activity from employees.

In the past, companies such as Godrej Housing, Goldman Sachs, HUL and Raheja QBE have also organised similar activities, where they have given a day off to all their employees so that they can break the monotony of work.

Apart from this, during the lockdown and the challenging second wave, the Company really has been cultivating a culture of empathy and care. As mental health has been a major issue this year, the Company has decided to train all its HRBPs in counselling, by engaging professional psychology practitioners to take a very intensive and advanced three-month course. “HR professional do have a basic knowledge of probing and listening skills from their MBA classes, but this is a more advanced training that equips the HRBPs with the skills to counsel employees during tough times,” reveals Verma.

The Company has been proactive in supporting employees during the second wave, providing beds and oxygen concentrators as well as a 24×7 helpline.

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Talking to HRKatha, Verma says, “Iris Software is in a growth phase. The organisation’s vision is very compelling and inspiring. This is an exciting role and I am looking forward to scaling up the systems and processes that will help the company to head to the next level. Iris Software has seen an aggressive growth phase in the last two to three years.”

An experienced HR professional, Verma began as an HR officer at HMT in 1992. Over the years, he has worked with companies, such as SunGard, The Bank of New York Mellon India, Monster.com India, Berkadia Services India, and Polaris Consulting & Services among others.

“Iris Software is in a growth phase. The organisation’s vision is very compelling and inspiring. This is an exciting role and I am looking forward to scaling up the systems and processes that will help the company to head to the next level. Iris Software has seen an aggressive growth phase in the last two to three years.”

Backed with varied and vast experience, he firmly believes that it is very important for HR professionals to reinvent themselves while working.

“Everything today is changing. The workforce is new and different with the millennials, and also the generation after them. Their expectations and the way they live their lives are completely different from what it used to be earlier. You have to reinvent yourself in terms of context, relevance to the company, acceptance by the management and employees. It is an ongoing process. Technology and the ways of communication have changed a lot. People want instant action and results today. This keeps me on my toes,” says Verma.

“Have a beginner’s mind, keep yourself updated and relevant, adapt and change. As an HR professional, be empathetic to the needs of the business, management, employees and your team members,” he adds.

A true believer in practical learning over just theoretical knowledge, Verma says it is critical —while keeping pace with the developments in technology— that you know what you are talking about. While admitting being technology-savvy, he is of the view that mere knowledge isn’t sufficient and one needs to have a more hands-on approach.

“I am not satisfied with understanding technology concepts, reading articles or intellectually understanding tech concepts. We should know it first-hand. If you don’t do that then while being within the system, you will still remain an outsider. You may know or understand what is going on but can you comment intelligently on it, can you implement it? If you can, you earn a lot of respect and can reap the true benefits of technology,” he says.

However, he adds that with the advent of technology, one cannot shy away from the fact that HR is a very people-centric discipline. Verma says that HR and leadership today are a coming together of psychology and what he calls, mathematics.

“Psychology is understanding people, their motivations, being able to connect with them, to empathise. This is the people-centric approach. This is core HR and is something that will never go away. We need to marry this with what I call mathematics. Think artificial intelligence, machine learning, and so on. When you combine the two, it becomes a very powerful force. This is the potential of HR today,” he says.

On his vision ahead at Iris Software, Verma says it is important for the company to be value-based and culturally rich.

“We want to build a company in which the core values of the business are preserved and well-defined. It has to be a value-based company. It is not just my personal vision but this is from the very in-depth conversations I have had with the company’s founder. I see an alignment in those values and that is why I am very excited about this role.

To achieve business success as a result of rich culture is what I think is the true success of an HR professional,” says Verma.

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