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

The post “Adopt a mindset based on individual preferences, & not on binary terms,” Satyajit Mohanty appeared first on HR Katha.

Planning for directness

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

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

Vivek Tripathi, VP-HR, NewGen Software

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

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

Cultural nuances and effective communication

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

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

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

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

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

Crafting the message and managing delivery

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

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

Satyajit Mohanty, VP-HR, Dabur India

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

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

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

Building trust and respect for effective feedback

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

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

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

Managing the emotional impact and fostering growth

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

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

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

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

The art of directness: Key takeaways

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

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

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

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

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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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Employee retention has become one of the greatest challenges for organisations today. Quite understandable, because the job market has opened up and how! With so many options and opportunities, candidates are almost spoilt for choice. So much so that HR leaders feel that employees have the liberty to choose their boss!

Well, differences between employees and bosses have existed for the longest time. In fact, such differences are the main reason for employees moving on from an organisation. Why do gaps exist between employees and their immediate bosses?

Let us look at some of the primary reasons.

“Many a time, when there is a gap, senior leaders do not sit together to discuss their differences”

Rattan Chugh, senior HR leader

Gaps and differences between employees and their immediate bosses exist at all levels in an organisation. However, the reasons for the same and the challenges of dealing with the same vary as we climb up the corporate ladder.

Rattan Chugh, senior HR leader, shares with HRKatha, that in the middle-level management, the most common reason for such differences is the lack of training or emphasis on leadership development and managerial training. “When companies hire freshers at the entry level, the emphasis is more on the skills that they bring to the table and not their ability to manage people,” points out Chugh.

He goes on to say that many companies have only now started to realise how important it is to train first-time managers when they move to roles where they have to manage people and teams. Chugh believes that more than just training managers, the evaluation process of a team leader and a first-time manager should also give adequate weightage to people-management skills. “Out of five, managers need to be evaluated on three functional goals and two people-management skills,” suggests Chugh.

In fact, many companies also follow a multidimensional process of evaluating mid- level managers. On one hand, the managers are rated on their team or individual performance on a scale of one to five, and on the other, they are also evaluated on values and people skills indicating with a grade such as A, B, C, D and E. Therefore, if the rating is something like a ‘4 D’, it would indicate that the person may be good at achieving goals but a poor people manager.

“The managers will need to inculcate the attitude of ‘care’ when it comes to establishing a bond with the employees”

Anil Gaur, chief people officer, Akums Pharmaceutical

“It helps to identify managers who are ready to go into next-level roles. Some people may be very good at achieving targets but poor managers,” cautions Chugh.

According to Satyajit Mohanty, CHRO, Crompton, most differences come with how people perceive their performance. The employees have their own way of perceiving their performance and the managers have their own view. Mohanty goes on to explain that if data reveals a performance gap, the manager will see it as a gap in performance, while the employee will see it as a failure to achieve what was expected of him/her. However, for the employee, the element of ‘context’ also exists. For instance, the employee may have been unable to achieve what was expected due to bad market conditions.

“Seldom do companies train managers on ways to identify such psychological gaps or make them aware of the same,” asserts Mohanty.

Mohanty mentions that at Crompton, they are trying to bring in the element of ‘context’ in evaluating performance data and sensitising managers towards doing the same.

More often, managers fail to understand what they really expect from their employees. Anil Gaur, chief people officer, Akums Pharmaceutical, mentions that at his firm, the practice of making managers write the job description is quite effective. It allows them to understand what they should expect from their new hires.

Additionally, the organisation also encourages its managers to hold routine morning meetings, informal meets and also bonding sessions with families of team members. “The managers will need to inculcate the attitude of ‘care’ when it comes to establishing a bond with the employees,” advises Gaur.

“Seldom do companies train managers on ways to identify psychological gaps or make them aware of the same”

Satyajit Mohanty, CHRO, Crompton

As Chugh mentions, challenges at the senior-management level are very different. At the top, mostly all are competent and the issue of skills does not exist. There, the issues and challenges primarily revolve around ego clashes and differences in opinion. “At the senior level, the only solution is to communicate as much as possible. Many a time, when there is a gap, senior leaders do not sit together to discuss their differences,” Chugh rues.

The flaws may not be limited only to the managers. At times, the employees also fail to understand the perspective of their employers due to a narrow-minded view of things. As per the HR leaders, in such a case as well, the onus rests on the managers to make the employees understand the wider perspective of things and take them along.

Informal team engagements, one-on-one sessions with the managers and skip- level meetings are some ways in which organisations can help their employees and their immediate managers to eliminate the communication gap.

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An organisational-level programme, Edge has been devised as part of the Company’s long-term learning and development (L&D) strategy. “Organisational development is one of the key pillars of our five-year business plan. The Edge programme at Crompton will cater to its capability-development needs,” shares Satyajit Mohanty, CHRO, Crompton.

As per Mohanty, Edge has been designed to enhance the capabilities of the people at Crompton so as to give an edge to the Company in the competitive Indian market.

The Company has been working on the Edge initiative for the last eight to nine months, and has recently rolled out the programme at an organisational level.

Preeti Dwivedi, head – L&D, diversity, employer brand & business HR, Crompton, shares that post the introduction of Edge, the L&D strategy has been made more structured and transparent for the employees. “Every employee at Crompton is aware of the basic courses they are required to go through in their respective roles,” she says.

The courses include upskilling people in functional and behavioural skills.

Mohanty mentions that the Company is following a mixed strategy of virtual, digital and face-to-face learning. Dwivedi further elaborates that some courses are first covered through digital media and are further explained through physical learning.

“Organisational development is one of the key pillars of our five-year business plan. The Edge programme at Crompton will cater to its capability-development needs”

Satyajit Mohanty, CHRO, Crompton

As per Mohanty, the new L&D strategy at Crompton emphasises on upskilling its people on analytical skills, which can further improve the Company’s capability to understand the mind and needs of their customers through analytics.

Measurement of the RoI of learning initiatives has remained a challenge for many organisations. A key highlight of Edge is that it facilitates the measurement of all learning initiatives at Crompton. Instead of tracking the number of man hours or learning hours the Company has completed, the return on investment (ROI) of learning will be linked to the business performance of the organisation.

Simply put, instead of following the traditional way of calculating the RoI, Crompton has decided to link it to performance. “It has been linked to the KPIs of employees,” shares Mohanty.

Most of the learning initiatives, which will be driven under the Edge programme, will be designed and developed internally. Not only will it save costs, but it will also help managers at Crompton develop a coaching and mentoring attitude.

Like many other companies, engaging employees to upskill themselves is another challenge Crompton is facing. To tackle this challenge, Crompton has come up with a learning-engagement plan. Dwivedi further shares how Crompton has been making efforts to use gamified solutions, certifications, recognitions and small prizes to encourage employees to take part in learning initiatives. “The goal is to link the learning of employees with their careers,” asserts Dwivedi.

“We are trying to make learning a part of the daily activities of the employees at Crompton,”adds Dwivedi.

“The goal is to link the learning of employees with their careers”

Preeti Dwivedi, head – L&D, diversity, employer brand & business HR, Crompton

The courses under Edge have been designed in a collaborative manner. Dwivedi shares that many courses have been created for the marketing function, with inputs from the R&D division as well as the field workforce.

The Company is following a 70:20:10 model to fulfil the learning needs of employees. Which mean 70 per cent of in on the job learning, 20 per cent peer learning and 10 per cent theoretical learning.

The post What’s in ‘Edge,’ the new L&D initiative at Crompton appeared first on HR Katha.

So, what exactly is psychological safety?

The term, psychological safety, was coined by Amy C. Edmondson, a professor for leadership and management at the Harvard Business Review in one of her books.

Edmondson defined psychological safety as “a shared belief held by members of a team that the team is safe for interpersonal risk taking”.

Simply put, members of the team are not afraid to speak their mind, discuss problems and challenges they are facing, ask questions or share their ideas. They do not fear others’ reactions, do not doubt the competence of the other team members even if they ask a stupid question or moot an idea that may not make sense.

“For me, psychological safety would also mean that any employee or a manager does not fear to execute an action at work, which he or she thinks is right, without worrying about what their manager would say. It basically entails that employees do not fear making mistakes at the workplaces”

Satyajit Mohanty, CHRO, Crompton

In fact, as per the HR leaders that HRKatha spoke with, psychological safety is not just restricted to speaking one’s mind, but also covers one’s actions at work.

“For me, psychological safety would also mean that any employee or a manager does not fear to execute an action at work, which he or she thinks is right, without worrying about what their manager would say. It basically entails that employees do not fear making mistakes at the workplaces,” shares Satyajit Mohanty, CHRO, Crompton.

Google has already found that psychological safety is one of the most important ingredients when it comes to form a high-performance team at the workplace. A few years back, the people operations team at Google conducted a two-year extensive study on ‘What makes a Google team effective?’

The team conducted more than 200 interviews across 180 active teams at Google. The teams at Google were confident that at the end of the research, they would be able to find the right mix for creating a high-performance team and identify the right skills and traits that make a perfect team.

However, they were wrong. Instead, it was found that the team’s members were less significant as compared to their interactions, work structure, and the manner in which they viewed their contributions.

This led to the conclusion that ‘psychological safety’ matters the most when it comes to creating a high-performing team. The other four factors that the researchers found to be rather significant to team dynamics were, dependability; structure and clarity; meaning of work and impact of work.

Further, it was found that creating psychological safety at the workplace was not a very easy task. It is quite natural for people to be reluctant to engage in behaviours which negatively influence how others may perceive their competence, awareness and positivity.

“Creating psychological safety is all about creating a culture, where people are encouraged to share their ideas, challenges, problems or even ask questions”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

The teams at Google wanted to do something about this. Therefore, the Company came up with a tool called ‘Teams’, which was a 10-minute pulse check on the five dynamics of creating an essential team, a report that summarises how the team is doing, a live in-person conversation to discuss the results, and tailored developmental resources to help teams improve.

The teams that adopted a new group norm — such as kicking off every team meeting by sharing a risk taken in the previous week — improved six per cent on ‘psychological safety’ ratings and 10 per cent on ‘structure and clarity’ ratings.

How to foster psychological safety

Culture: Leading a culture of openness and transparency in the organisation is the key to creating psychological safety at the workplace. “Creating psychological safety is all about creating a culture, where people are encouraged to share their ideas, challenges, problems or even ask questions. It is about empowering them to make decisions. And this flows from the top, that is, the leaders in the organisation,” explains Chandrasekhar Mukherjee, CHRO, Bhilosa Industries.

Behaviours: The right kind of behaviour and attitude of the leaders is the key to creating psychological safety at the workplace. “Leaders will have to practise the right kind of behaviours such as transparency and openness. These are some of the values that leaders will have to demonstrate to create a culture of psychological safety at the workplace,” asserts Sharad Sharma, CHRO, Pramerica Life Insurance.

“Leaders will have to practise the right kind of behaviours such as transparency and openness to create an environment where psychological safety can foster”

Sharad Sharma, CHRO, Pramerica Life Insurance

Language: Earlier, HRKatha had published a story on the ‘Power of Language’ initiative at Crompton, wherein the Company is endeavouring to harness the right language for foster a high-performance culture and a positive environment in the organisation. “Language, pitch, tone and the choice of words while speaking to someone matters while talking about psychological safety,” shares Mohanty. If leaders use harsh language, their people will fear speaking up in front of them.

Listening: Mohanty shares an example of two leaders. The first was very aggressive, lacked the ability to listen to others and forcefully interrupted them while they were speaking. Known for his high temper, people found themselves unable to open up in front of him.

The second leaders also had an aggressive approach, but he listened to people. “He did not immediately suspend their views or interrupt their thoughts. Somehow, I could see that people were easily able to speak openly in front of him. They shared feedback, ideas and asked questions,” recalls Mohanty. Therefore, the power of listening is very effective when it comes to creating a culture of psychological safety.

Appraisals and promotions: As per Mukherjee, many companies in India promote leaders based on their performance. They miss out on evaluating the people- management skills of individuals. “It is not all about achieving targets alone, but also about ‘how’ the targets are achieved,” enunciates Mukherjee. Therefore, while promoting leaders, it is important to evaluate them on their people-management skills and rate them accordingly. After all, when people move up the corporate ladder, their leadership skills are more important than their functional expertise.

“And by and large, as people climb up the hierarchy, it becomes their responsibility, as leaders, to foster an environment that ensures psychological safety,” states Mukherjee.

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Rajesh Balaji, CHRO, Matrimony.com, recalls the case of the manager of a restaurant he used to visit regularly.

Although the said manager was past the age of retirement, he was brilliant at his job. He had his finger on the pulse of his customers and guests and could literally guess what people wanted just by reading their expressions. Clearly, the manager had only his experience to thank for his abilities. And as Balaji points out in this case, the age factor plays no role.

“Given the advancements in medicine and the medical field, there is definitely a case for increasing the retirement age in India”

Satyajit Mohanty, CHRO, Crompton

The official retirement age in the corporates stands at 60 today. Generally, the private sector aligns the retirement policy with that of the government entities. However, over the last couple of decades, life expectancy has increased globally.

As per the 2021 World Health Report, the average life expectancy in India stands at 70.1 years now. So can we say that 60 is too early an age for retirement?

Ravi Mishra, SVP-HR, Aditya Birla Advance Materials, answers in the affirmative. He is of the opinion that 60 is too early for anyone to retire, more so for people working in critical roles or in R&D teams.

Many countries across the world have increased the retirement age of their employees from 60 to 65. Some European nations have even increased it to 69! In the US, there is no definite age for retirement. As per the law, people are entitled to retirement benefits from the age of 62, and those born after 1960 reach their full retirement benefits age at 67.

“Given the advancements in medicine and the medical field, there is definitely a case for increasing the retirement age in India,” says Satyajit Mohanty, CHRO, Crompton.

Mohanty further shares that at Crompton, there was an internal debate recently, on increasing the retirement age of employees. While most of the Company’s senior leaders are above 57, many of the high performers are nearing retirement. However, their passion, dedication or performance remains unchanged. “When I joined Crompton as the CHRO, I did not find any correlation between productivity and age. In fact, all our best performers are quite experienced,” points out Mohanty.

“The private companies do not care about the retirement age as long as people are adding value to the company,” adds Balaji.

There are, however, some problems that companies encounter in increasing the retirement age. One is obviously the increasing population in India and of course a fear that many professionals would get stuck in their career if the retirement age is increased.

“Many a time I have found, especially at the shop floor, that as people age, they become physically unfit to handle the work in factories, and therefore, the company has no choice but to let them go”

Ravi Mishra, SVP-HR, Aditya Birla Advance Materials

“Most European countries have a declining population, whereas in India, this is not the case,” points out Mohanty.

Apart from the increasing life expectancy, which stands at 70.1 years in India, we should also look at the healthy life expectancy age, that is, the number of years a human being stays healthy and active for. As per the same World Health Report 2021, the healthy life expectancy age in India is 60.3 years.

“Many a time I have found, especially at the shop floor, that as people age, they become physically unfit to handle the work in factories, and therefore, the company has no choice but to let them go,” says Mishra. He further explains that people suffering from high blood pressure or sugar can even end up losing their lives at the shopfloor, as there is a huge risk involved in working at the furnaces or with heavy machinery.

Other HR leaders explained to HRKatha that all those who are able to continue to add value to the company with their skills and knowledge, are usually welcome to stay with the company even after retirement, as advisors or consultants.

“The private companies do not care about the retirement age as long as people are adding value to the company”

Rajesh Balaji, CHRO, Matrimony.com

Just like many other countries of the world, the Indian government too can increase the retirement age. Recently, in January 2022, Andhra Pradesh Chief Minister YS Reddy announced an increase in the retirement age of state government employees from 60 to 62 years. There is no reason why other states in the country should not follow suit.

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What is burnout?

The term, ‘burnout’ was coined in the 1970s by a psychologist named Herbert Freudenberg. He defined this as a condition where a person is very exhausted, physically, emotionally and mentally.

Measuring burnout

Christina Maslach, a professor at the University of California did major research in the area of employee burnout during the 1970s and 80s. That is how, the Maslach Burnout Inventory was born — a tool that helps measure employee burnout. Maslach also redefined ‘burnout’. Unlike Freudenberg, she defined it as a stage where an employee is exhausted from working, cynical about the workplace and feels no professional growth.

With certain sets of questions, people are rated on a scale of more positive to more negative to measure these three parametres. Many researchers trying to understand or measure burnout in people use this tool especially to measure people working in the healthcare and medical professions such as doctors and nurses. Therefore, according to Maslach, people experience burnout, when they are more negative on all three parameteres.

“One-on-one conversations with employees is the only way to get insights on stress, anxiety and burnout. It cannot be measured with any tool”

Sriram V, CHRO, Bankbazaar.com

But companies have their own ways to measure burnout in their employees.

Traditional methods: Monitoring of employee attendance and the number of hours they are clocking each day are some traditional ways in which companies measure or gauge employee burnout. Employee-engagement surveys are also a way for companies to measure burnout.

Checkups: Satyajit Mohanty, CHRO, Crompton Greaves Consumer Electricals, shares with HRKatha, how the company has recently started the campaign of getting a full body checkup done of all employees and tracking their mental and physical health. “This way, we plan to measure the burnout in employees,” says Mohanty.

EAPs: HRKatha also spoke to Sriram V, CHRO, Bankbazaar.com, who reveals that their employee assistance programme allows employees to consult psychologists and experts, in case they need any help. All the data is anonymous and is kept confidential between the consultant and the employee. However, the HR team can track the number of people enrolling with such services and for which problem they have consulted them, while the names and identities of the employees remain undisclosed or anonymous.

Tools & tech: There are tools to measure burnout, such as wearables, which can track the blood pressure, cholesterol levels and the heartbeat rate. Even AI-enabled technologies can predict the level of stress or anxiety from the mails and other written communications, by examining the usage of certain words and phrases.

Tracking of the time at which mails are sent or received or replied to also gives a clue. If there is too much mailing activity even at night, then it can be assumed that the employee is putting in extra hours.

“I think, rather than wasting time keeping track of burnout in employees, we should focus on doing something about it, as we all know that the employees are anyway stressed at work”

Satyajit Mohanty, CHRO, Crompton Greaves Consumer Electricals

Personal interactions: Despite the availability of such high-end technologies, many companies still follow the traditional ways of measurement, which are dependant on HRBP teams keeping a check on all the employees.

“One-on-one conversations with employees is the only way to get insights on stress, anxiety and burnout. It cannot be measured with any tool,” says Sriram.

“Technology can only help in testifying whether one was right or wrong,” adds Sriram.

Mohanty points out that such tools to measure mental health are quite expensive as well.

He also points out that one cannot be certain that the employees will believe in the data revealed by the technology.

“I think, rather than wasting time keeping track of burnout in employees, we should focus on doing something about it, as we all know that the employees are anyway stressed at work,” asserts Mohanty.

A study reveals that almost a third of the working Indian population is burnt out, due to the pandemic-induced situations. Keeping track of how employees are behaving should be an ongoing process, only then can it help organisations take appropriate corrective steps on time.

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“We use this data to identify the counselling needs of our high performers if we find their performance dipping over time.”

Kamlesh Dangi, group CHRO, Incred Financial Services

The data collected for reviews is vital, and different organisations will have different ways to collect the same.

A variety of methodologies and tools can be used to collect the data, including feedback from managers or even a 360-degree feedback. Ultimately, everything boils down to how companies use this valuable data. How is this data helpful in other areas and in ensuring efficiency?

Apart from the quantitative data which is collected, in today’s time, organisations also practise taking feedback from employees and managers which becomes a source of qualitative data. Insights derived from these qualitative data points can be used to make actionable decisions on improving other HR processes at the firm.

“Performance review gathers a huge amount of qualitative data which can be used to measure employee engagement with the help of Natural Language Processing (NLP). Through algorithms, it is possible to measure employee sentiments by analysing the language used in the performance reviews.”

Satyajit Mohanty, CHRO, Crompton Greaves

As psychologist and Nobel laureate Daniel Kahneman once said, “Often the performance review reveals more about the appraiser than the appraisee.”

Not only can the data be used to reduce noise and bias in the evaluation process, it can also be used as a very good feedback and development tool for managers.

Aligning roles vertically

The performance review data is used to align certain roles vertically. Let us take the instance of the roles of accounts manager and payroll manager. In the review meeting, the conflict between the two roles sometimes comes to the fore. Many a time, the payroll managers may claim they did not get some approval from the accounts managers, which led to delays. Aligning these two roles with each other, will ensure clarity. It will also improve the relationship between co-workers. “The data can be used to clarify the job roles and align them with each other, so that one role does not blame the other for non-delivery, as in the above-mentioned example of the account manager and payroll manager,” explains Sudhansu Misra, CHRO, Tata Coffee.

“The data can be used to clarify the job roles and align them with each other, so that one role does not blame the other for non-delivery, as in the above-mentioned example of the account manager and payroll manager.”

Sudhansu Misra, CHRO, Tata Coffee

Improving recruitment

The data, which is collected in the performance-review system, also helps improve the recruitment process of the organisation.

As per Avadhesh Dixit, CHRO, Acuity Knowledge Partners, “There are some mature organisations that use this data to improve efficiency in their recruitment process. They combine the recruitment data with the performance-review data, to analyse how many of the candidates who scored well in the hiring process turned out to be high performers.”

Rajeev Singh, CHRO, Yokohama Off-Highway Tires shares that at Yokohama, the performance review data is used to set internal benchmarks for hiring candidates in different roles.

“From the performance review data points, we get to know the attributes and skills required to be successful in a certain role. These benchmarks help us to make decisions while hiring people,” tells Singh.

“From the performance review data points, we get to know the attributes and skills required to be successful in a certain role. These benchmarks help us to make decisions while hiring people. At Yokohama, we have a programme called performance review and enhancement programme, where the company uses the data collected in the form of feedback from employees and managers to carve out team and individual training and development needs in the organisation”

Rajeev Singh, CHRO, Yokohama Off-Highway Tires

“Through use of qualitative and qualitative data, it is possible to derive correlation between competencies, behaviours, and performance. The same can be used for assessing ‘right fit’ at the time of interviews. Also by gauging the manager bias, the recruitment process can further be augmented,” opines Satyajit Mohanty, CHRO, Crompton Greaves.

At Crompton, a continuous performance feedback process has been initiated. “We not only draw significant inferences about talent assessment, career development and training, but also increasingly have started to understand and apply the data in some of the other uses,” says Mohanty.

Checking role fitment and performance

Some employees may be struggling in their current roles, and the organisation may find that some are better suited for other roles within the organisation, and make the necessary changes. That means, data tells one about role fitments in the organisation.

It will also be able to reveal who among the regular high performers are losing their touch. A trend may come to light where the performance of the regular performers may show a decline. Such revelations allow for the timely identification of such people who can then be counselled before it is too late. “We use this data to identify the counselling needs of our high performers if we find their performance dipping over time,” Kamlesh Dangi, group CHRO, Incred Financial Services.

“There are some mature organisations that use this data to improve efficiency in their recruitment process. They combine the recruitment data with the performance-review data, to analyse how many of the candidates who scored well in the hiring process turned out to be high performers.”

Avadhesh Dixit, CHRO, Acuity Knowledge Partners

Improving performance and training

Performance-review data points out the training needs of the organisation. It reveals where the employees lack in performance and how such gaps can be filled by training.

As Singh shares, at Yokohama, they have a programme called performance review and enhancement programme, where the company uses the data collected in the form of feedback from employees and managers to carve out team and individual training and development needs in the organisation.

Google for instance uses its performance-review data to identify certain must-have traits in its managers under Project Oxygen, a strategy derived in 2008 and revisited in 2018, to train future business leaders and inculcate best performance practices. This had some great impact because using the people analytics data made it more credible. As it was derived from a popular mandate which was employee feedback, it inspired other employees to follow suit. It just had wider acceptance. Also because it was based on data, managers themselves accepted and acknowledged the need for scope of improvement in their management style and function.

Combining engagement data with performance review data

As all companies conduct annual engagement surveys, how about combining that data with the performance review data? This will help the companies avoid regrettable turnovers amongst employees. By combining engagement scores with that of the performance-review scores, one will get to know the sentiments of the high performers. Whenever one finds some of the high performers going through a bad experience at the firm, one can take timely action and avoid losing a quality talent.

“Performance review gathers a huge amount of qualitative data which can be used to measure employee engagement with the help of Natural Language Processing (NLP). Through algorithms, it is possible to measure employee sentiments by analysing the language used in the performance reviews,” explains Mohanty.

Therefore, other than in the areas of succession planning, promotions and compensation, the performance-review data can be effectively used in many ways that can be beneficial to the organisation. It would be easier for HR teams to carve out plans, strategise and deliver HR solutions more efficiently.

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For any person or a professional, the transition from campus to the first job brings in a lot of excitement. There is a thrill of starting a new life, bonding with colleagues, commuting to office, experiencing the facilities. They have not had a chance to create any exciting memories of their workplace. Deprived of conversations, challenges, celebrations and team gatherings, this crop has missed out on a lot.

Since they have not had a chance to experience and taste the work culture at all, nor meet their team members and team leads in person, it is difficult for them to feel comfortable, sustain themselves and be productive. In fact their challenges at work are quite different from other employees. Because the personal rapport is missing, the new joinees are reluctant to seek help from their seniors, bosses or colleagues, when they face some hiccups at work.

A senior HR leader from a large online gaming company, on condition of anonymity, revealed to HRKatha that most of the freshers hired in the pre-lockdown period have left the firm disgruntled.

After all, there is a world of difference between interacting with someone virtually and meeting someone in person. However, given the limitations of the current scenario, organisations have tried to do their best, in their own unique ways.

“In today’s circumstances, we believe in promoting inclusivity amongst team members who are working remotely, as this way they will feel the connect, and experience a feeling of being together and working together.”

Sailesh Menezes, senior director and head of human resource, HPE India

HPE (Hewlett Packard Enterprise) believes that even if the newly joined employees have not seen the office or met their team members, it is important for them to feel connected with the Company, when they are introduced to the culture of the firm. Such practices, even though followed virtually, keep the link alive and ensure that team members stay connected.

This is why HPE has created a team of volunteers who are known as ‘culture catalysts,’ and this tea, organises virtual events in line with the culture of the organisation. These events embody the values and culture of the Company.

In one such event called ‘Team member appreciation day,’ all employees appreciate each other, as appreciation of colleagues is an integral part of the HPE culture. This event was conducted globally, via virtual tools, and was a massive success.

“In today’s circumstances, we believe in promoting inclusivity amongst team members who are working remotely, as this way they will feel the connect, and experience a feeling of being together and working together,” says Sailesh Menezes, senior director and head of human resource, HPE India.

“The battle to fully integrate employees into the social fabric of the company is on. We are experimenting with different initiatives to help employees develop social connect, which is so vital for workplace effectiveness.”

Satyajit Mohanty, CHRO, Crompton Electricals

Companies, in fact, are doing all they can to keep the engagement quotient up for the new joinees.

An HR head of a mid-sized global IT Infrastructure company based out of Pune in India, acknowledges the problem and shares how his company had launched an initiative, ‘Missing the office’ which saw teams preparing a video, including pictures that showed how the company used to celebrate some key festivals, such as Holi and New Year. These videos gave the new joinees a peek into the organisation’s activities and practices, and refreshed the memories of old employees.

The company also took small steps to integrate new joinees with the workforce. It encourages its employees to keep their videos on during virtual meetings with their colleagues and team members so that everyone can put a face to the voice they are hearing, which is crucial to establishing a connect.

IBS Software, the tech firm, organised a surprise virtual music festival called ‘LiveWire’. It had 16 musicians from IBS Software performing, with their CEO himself strumming the guitar with the band. They played all sorts of songs and in different languages, such as English, Hindi, Malayalam and Tamil. The event took all the employees by surprise as nobody had any clue that such an event was brewing.

“Freshers may have read about business operations and the challenges it brings theoretically but working virtually, they may have not experienced it on ground or practically.”

Rajeev Singh, CHRO, Yokohama Off-Highway Tires

Not just the one-off events, companies are also doing regular activities to keep the workforce engaged.

At Sony Pictures, ever since the lockdown last year, the department heads follow a practice of calling their team members daily, even if it is just to say ‘hi’. This is to ensure that employees feel the connection with their office and are aware that their employers are concerned about them. Also, the HR team members try to replicate their impromptu office ‘floor walks’ by virtually connecting with employees to check whether everything is ok with them and their families.

Crompton Electricals also conducts a virtual meet called ‘Chai-Pe-Charcha’ where all managers meet their team members and have a chat with them.

At the Pune based mid-sized global IT Infrastructure company whenever a new employee joins, the HR head himself, along with the company’s MD meets all of them virtually. A few months later, they meet again to check and take feedback on their experience so far. The new joinees are allowed to field all kinds of questions. These queries can be related to anything and everything, and therefore, a level of transparency is successfully created.

“For us, creating transparency has always been the key to enhancing employee connect with the organisation,” says the HR Head.

Rajiv Singh, CHRO, Yokohama Off-Highway Tires, opines, “The onboarding process is the first stage where the organisation and the employee start to know each other. Now, with the virtual onboarding process, it takes a lot for the HR team and the employee to go through the process and understand each other.”

Apart from engagement, new joinees also face problems in day to day work. Freshers feel challenged, while understanding the challenges and nuances of your role. “These people may have read about business operations and the challenges it brings theoretically but working virtually, they may have not experienced it on ground or practically.” Singh says

This is why it is important to gauge the employee mood regularly. Crompton Electricals, for instance, tracks employee sentiments in real time with an AI-powered employee-engagement tool.

Satyajit Mohanty, CHRO, Crompton Electricals, says, “The battle to fully integrate employees into the social fabric of the company is on. We are experimenting with different initiatives to help employees develop social connect, which is so vital for workplace effectiveness.”

Mohanty also shares a feedback of one of the employees at Crompton Electricals who joined the company a few months back. He says, “I was very apprehensive about joining. It was wonderful to experience such a smooth onboarding and assimilation process.”

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Satyajit Mohanty, CHRO, Crompton Greaves

“Has the pandemic pushed the need for cross-functional learning, or was this need always there?” asked Mahipal Nair, CHRO, NIELSEN (IQ), while addressing a session at the recent Great HR Debate sponsored by Harappa Education and organised by HRKatha. The speakers at the session were Nihar Ghosh, Rajorshi Ganguly, Kamalesh Dangi and Satyajit Mohanty.

According to Nihar Ghosh, president – HR, Emami Group, “Cross-functional learning needs have always been there. For people to move from specialist roles to generalist roles, cross-functional training has to be there. The need may, however, have been highlighted during the pandemic because people were concerned about several things at the same time. Organisations had to mobilise every function, leaders were not ready with the technologies required for remote work and such other things.”

Kamalesh Dangi, group CHRO, INCRED Financial Services

Rajorshi Ganguly, president and global head – HR, Alkem Laboratories, drew attention to the fact that there are various aspects to cross-functional training. “As we go up the ladder in any role, be it HR or technical, it is very important to understand the organisation and its motive in its entirety. Any decision that we take has an effect on the organisation, as a whole. So, one should have knowledge about the organisation in its totality,” he explained.

Taking the discussion further on how to train people cross-functionally, Ganguly said, “There are various methods out of which some are determined by the kind of work an organisation does and the legacy that it has set over a period of time. It is highly important for all the employees to have cross- functional knowledge, which in turn is effective in the long run. However, this is for the leading positions whose decisions matter to every sphere of the work. If we go a level below to the individual contributors, I think people need to be specialists because not everyone can be a generalist.”

President and global head – HR, Alkem Laboratories

Ganguly further stated that job rotation is not so common. It depends on the culture of an organisation. In certain organisations, specialists with cross-functional orientation are required. Answering Mahipal Nair’s question, he said, “The need for the process suddenly became urgent during the pandemic because the definition of certain functions completely changed. People who were performing tasks manually had no idea what to do while working remotely.”

Talking about the pandemic, Nair raised a question on career transition and restructuring of the functions. In response, Kamalesh Dangi, group CHRO, INCRED Financial Services, shared his experience of the cross-functional training at his organisation. “The desired outcome of the cross-functional training comes with a lot of effort because one has to enter an area other than one’s own, especially when one was hired for a specific role. A set of high-potential people end up being exposed to different functions. To a great extent, however, it also depends on how one perceives oneself. What matters most is whether one perceives oneself as a generalist or a specialist. Even our bosses who are a part of the board expect us to deal with the organisation’s problems and we cannot refuse saying that we can only solve people’s issues. They want to see us as generalists,” explained Dangi.

Mahipal Nair, CHRO, NIELSEN (IQ)

Agreeing to the benefits of cross-functional training, Satyajit Mohanty, CHRO, Crompton Greaves, said, “The benefits of cross-functional activities are beyond doubt, but, it is important for us to use our understanding of people’s psychology to drive certain business agenda. While an analyst will understand the profit and the market, we as HR understand the nerves. Therefore, we also need to use our knowledge of neuroscience in the business making decisions. We need to attend many business meetings, after which we are expected to figure out the implications of the business ideas discussed on the people.”

Nihar Ghosh, president – HR, Emami Group

Sharing his view on the matter, Rajorshi Ganguly said, “The benefit of cross-functional learning is high within HR. One needs to understand the different aspects of HR minutely — if not all, then at least to the extent to which business and HR policies are interconnected. This is because, the HR is expected to review and drive the people agenda of the organisation. I think it will also be good for rotation of functions within the organisation, which in turn will broaden the perspective of the functions.”

Mahipal Nair concluded the session stating, “It is clear that the importance of cross-functioning was realised even before the pandemic. It was important pre-crisis, during the crisis and also post crisis. What also came as an outcome is that it is a long-term investment.”

The Great HR Debate was sponsored by Harappa Education and organised by HRKatha.

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Satyajit Mohanty, CHRO, Crompton Greaves Consumer Electricals, believes “Re-skilling is not only a matter of training employees on specific skills. We often under-estimate the thirst for development and learning many employees have.”

At Crompton Greaves, the reskilling drive has been on in full swing. The thought struck during the pandemic, when there was a freeze on hiring and the management decided to carry out their in-house reskilling drive.

Mohanty explained that when they resumed operations post lifting of lockdown, the management discovered that there had arisen an overnight need for radically new skills, which the team was ill prepared for.

“For instance, in sales, we realised that managing customers through telecalling is a skill that will matter a lot in the times to come and one where we were not prepared for. Hence, we had to work on a war footing to build capability using a telecalling-led customer management model. This led to a re-appraisal of not only the basic work content, but also re-assessment of the supporting environment in terms of infrastructure development, performance management and reward system.”

“The dire need to conduct a reskilling drive came from the business outcomes. For instance, when we analysed the performance of each sales associate, which we do as a part of our employee performance dash board initiative, it became apparent that there is something missing,” asserts Mohanty.

The reskilling drive began as a redefined process by implementing check lists, on-the-job coaching post training and realigning the company’s existing recognition systems.

“Under our Outliers Management Programme, we draw our chief learnings by observing people who give outstanding results, and the people who are on the opposite extreme of the panorama. That gave us insights into how the new normal has impacted the flow of work and that now is the time to act upon it.”

The reskilling procedure doesn’t just arm individuals with the skills that companies actually need. It also helps managers keep up with constantly shifting hiring needs.

The drive began with the most customer-facing functions – such as sales, with the objective of improving the tele-calling productivity.

The Crompton team believes that with this reskilling drive they will have the largest impact on consumers and customers in the short- and medium term, and will help them reap successful business outcomes.

Seeing this integrated approach, the responses from the workforce have proven to be very encouraging.

“Alongside we are also using the opportunity of the new normal to make significant process improvements by driving creativity and innovation. Enduring business problems have been assigned across a cross-section of employees to solve, by working together on them as projects. We recently started applying the crowd-sourcing strategy to drive innovation in a much better way,” explains Mohanty.

When the established path is uncertain, one has to fall back on human ingenuity to solve problems which one has not encountered before. Hence, the management claims that they have begun to realise the power of it more than ever.

“In order to gauge the productivity, we had to define new key performance indicators (KPIs) to define productivity. We also have daily performance dashboards where all sales employees are assessed and corrective actions taken,” asserts Mohanty.

“Further, we are looking for possibilities to realign our people practices and business processes, so that they thrive in the new physical world that the Covid-19 crisis has thrown up.”

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