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.

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In the FMCG sector, characterised by intense competition, gradual deflation and a deceleration in growth, the challenges are multifaceted. The three priorities are not conflicting but interrelated, and the key challenges include:

Leveraging technology and data to comprehensively understand rapidlychanging consumer needs, including those of Gen Z, and utilising them as a key driver for innovation. Accomplishing more with increased speed and efficiency, utilising technology to streamline and enhance organisational processes. This is a faster approach to innovation and go-to-market strategies.

Expanding distribution networks rapidly to reach every household, with a specific focus on rural India. This expansion encompasses the utilisation of channels such as e-commerce and organised retail.

In addressing these challenges, technology will play an even more dominant role than before. Many organisations, ours included, have begun incorporating artificial intelligence (AI) and machine learning (ML) across various operational areas to meet the aforementioned challenges. The talent requirements, whether sourced internally or externally, must align with the demands of these challenges, emphasising a tech-savvy approach to capitalise on emerging opportunities.

Work reimagined: Office redux, remote reign, or hybrid harmony in 2024?

When one of the world’s most valuable and largest companies mandated a return to the office, it resulted in widespread resignations across various organisations, including many at senior levels. Although this trend is not as prominent in India, the significance of flexible working as an element of the employee value proposition has grown. This is particularly true for GenZ and similar employee profiles. Upon a recent deep dive into engagement within some of our functions, flexible working emerged as a surprisingly high factor. In the FMCG sector, given its manufacturing and distribution focus, complete work-from-home implementation for the entire workforce has limited scope. Hybrid working, therefore, has become imperative in certain areas. The guiding principle is to afford employees the autonomy to determine the most effective way to accomplish their tasks.

Discussions on generational preferences often lack a deep understanding of ground-level implications

Career cartography chaos: Can HR map the modern maze in 2024?

Traditionally, in the manufacturing sector, including FMCG, workforce segmentation was conceived in binary terms: white vs blue-collar, based on the nature of the job. The time has now come to adopt a mindset that allows for more nuanced segmentation based on employee profiles and preferences. This shift is more challenging than it may initially seem.

One effective approach, in my view, for HR to cultivate this mindset throughout the organisation is to consistently gather and analyse employee preferences based on their ‘generation profile’ and utilise this information as a reflective tool for the leadership team. It’s noteworthy that while discussions often revolve around differing generational preferences, true comprehension of the implications at the ground level is often lacking. Strikingly, we appear to be more adept at grasping and implementing such differentiations at the consumer level than at the employee level.

Quiet quitting tsunami: Can HR turn the tide on disengagement?

The primary challenge for HR leaders lies in comprehending and conveying to business leaders the necessity for distinct workforce ‘segmentation’ based on unconventional criteria. Presently, technology equips HR leaders with more potent ‘data’ tools than ever before to effectively communicate this paradigm shift to business leaders.

This article is sponsored by Thomas Assessments

43 leaders predict the upcoming trends for 2024. To download the e-copy click here

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Planning for directness

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

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

Vivek Tripathi, VP-HR, NewGen Software

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

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

Cultural nuances and effective communication

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

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

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

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

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

Crafting the message and managing delivery

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

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

Satyajit Mohanty, VP-HR, Dabur India

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

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

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

Building trust and respect for effective feedback

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

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

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

Managing the emotional impact and fostering growth

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

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

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

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

The art of directness: Key takeaways

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

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

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

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

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Traditionally, the mantle of leadership has been draped in an aura of stoicism, demanding unwavering presence and unwavering responsibility. Yet, the tide is turning. Employee well-being has rightfully taken centre stage, and the spotlight is now shifting towards the very individuals who champion it – HR leaders themselves.

“It’s a shift in mindset that’s required. Leaders need to acknowledge their humanity, their vulnerabilities, and the very real challenges they face with work-life balance.”

Ravi Kumar, CPO, Page Industries 

“It’s a shift in mindset that’s required,” says Ravi Kumar, CPO at Page Industries. “Leaders need to acknowledge their humanity, their vulnerabilities, and the very real challenges they face with work-life balance.” This self-awareness, Kumar argues, is the cornerstone of prioritising well-being.

But can HR leaders truly delegate their responsibilities without compromising effectiveness? Pallavi Poddar, CHRO at Fenesta Windows, offers a nuanced perspective. “Delegation isn’t just about personal well-being,” she emphasises, “it’s about unlocking the potential of your team and adding value to the organisation.” Building a strong, capable team, Poddar believes, is the key to unlocking shared responsibility and driving collective success.

Satyajit Mohanty, VP-HR at Dabur India, echoes this sentiment. “Delegation allows HR leaders to focus on critical aspects, both professional and personal, particularly those tied to strategic vision and long-term goals.” However, Mohanty cautions that effective delegation requires careful consideration of the task at hand, the capabilities of the team, and the delicate balance between trust and oversight.

“Delegation isn’t just about personal well-being, it’s about unlocking the potential of your team and adding value to the organisation.”

Pallavi Poddar, CHRO, Fenesta Windows

“The biggest hurdle is often micromanagement,” observes Kumar. “Letting go and trusting others to execute tasks independently can be a daunting leap.” Building trust and overcoming the fear of relinquishing control are crucial steps in this process.

Further complicating the equation is the unique nature of HR work. “Transactional tasks such as recruitment can be easily delegated,” says Mohanty, “but strategic responsibilities like culture building require a more nuanced approach.” Identifying the tasks that can be entrusted while safeguarding the impact of HR initiatives is a delicate balancing act.

“Delegation allows HR leaders to focus on critical aspects, both professional and personal, particularly those tied to strategic vision and long-term goals.”

Satyajit Mohanty, VP-HR, Dabur India

So, how do HR leaders navigate this intricate dance of delegation and well-being? Kumar emphasises the importance of prioritisation and planning. “Delegation isn’t about detachment or micromanagement,” he stresses, “it’s about a well-thought-out strategy.” Structuring delegation, particularly for sensitive tasks, is crucial for maintaining balance and focus.

Creating a culture of trust within the team is another key element. “Overcoming the fear of letting go requires a paradigm shift,” says Kumar. “Effective delegation isn’t a sign of weakness, but a distribution of responsibility with trust.”

Open communication is also vital. “Speaking up and discussing concerns with relevant stakeholders fosters consensus and ensures alignment with organisational goals,” advises Poddar. Aligning the HR department’s structure with the organisation’s objectives is another crucial step towards success.

In the end, prioritising well-being is not a luxury, but a necessity for HR leaders. By embracing a thoughtful approach to delegation, building trust within their teams, and aligning their efforts with organisational goals, HR leaders can not only ensure their own well-being but also create a more efficient, productive, and ultimately, happier workplace for everyone.

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Possessing an MBA from the Faculty of Management Studies, University of Delhi, Krishnan served the longest stint of his three decade-long career, at Dabur India, where he was executive director – HR (India & SAARC) for more than 16 years. He was an integral part of the management committee at Dabur, reporting to the global CEO. He was responsible for driving transformational excellence through strategic interventions in collaboration with key stakeholders, for India and SAARC.

Having begun his career as an assistant engineer with Sona Koyo Steering Systems in 1986, Krishnan moved to Eicher Tractors in 1987, as manager – quality and TQM. Here, he was closely associated with the TQM movement and got promoted and transferred to the corporate TQM cell. He worked on key initiatives with all businesses. After spending almost nine years at Eicher, Krishnan joined Xerox as general manager – HR, quality & knowledge sharing in 1996.

Among the important initiatives he led at Xerox, were the employee engagement surveys, goal setting and business planning for performance management and leadership through quality initiatives. He also essayed the role of programme manager for rolling out the global knowledge management initiative. Less than five years later, he joined Whirlpool as director – corporate HR. In the three years that he spent at Whirlpool, he was responsible for rolling out some of the global HR processes in Asia, including talent pool assessment, 360 degree feedback and employee survey. He also anchored the global innovation and operational excellence initiatives in India.

It was in 2004 that Krishnan entered Dabur India, where he spent over 16 successful years.

An engineering graduate from Aligarh Muslim University, Krishnan is known for his organisational awareness and deep business insights, which will no doubt prove to be an asset in his new assignment as Havells. Krishnan admits to being “excited to be part of the Havells family”. In his own words, “Havells is a high-performing organisation, with the spirit of a startup and the resources of a large organisation.”

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