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

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

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

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

Chandrasekhar Mukherjee, HR leader & former CHRO

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

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

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

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

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

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

The triple threat

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

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

Praveer Priyadarshi, HR leader & former CHRO

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

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

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

Sujiv Nair, global CHRO, Re Sustainbility

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

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

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

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Millennials, however, are now bringing a fresh breeze to the corporate world, reshaping the leadership landscape established by baby boomers. Unlike the solid rock analogy of their predecessors, Millennial leaders are more like flexible trees in the wind, adapting to a rapidly-changing environment, influenced by a digital era and a desire for collaboration.

This change is shaking up the very manner in which leaders operate. Millennials emphasise teamwork, prioritise work-life balance, showcase tech skills, work with purpose, adapt quickly, and strongly support diversity and inclusion.

“Millennials understand the fast-paced nature of the modern world and are more inclined towards instant gratification than traditional notions of proving oneself over time”

Mukul Chopra, CHRO, ConveGenius

Mukul Chopra, CHRO, ConveGenius, believes that one notable aspect of Millennial leaders is their high level of acceptability. “Unlike previous generations, the Millennials are less prone to constantly comparing current situations to past experiences. They understand the fast-paced nature of the modern world and are more inclined towards instant gratification than traditional notions of proving oneself over time.”

Other than their trait of acceptability, Millennials also possess the following qualities that will set their leadership approach apart from that of their predecessors:

Collaborative decision-making

Unlike the top-down decision-making style often associated with previous generations, Millennial leaders tend to foster a more collaborative approach. They value input from team members at all levels, seeking diverse perspectives before making critical decisions. This inclusive decision-making style not only strengthens team cohesion but also reflects a commitment to diversity of thought.

As Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, rightly points out, “Millennial leaders are likely to demonstrate a more task-oriented approach, prioritising goal achievement over relationship building.”

However, he also cautions, “While their ambition and focus on results can be advantageous, they may need support in developing their soft skills and fostering strong interpersonal connections within their teams and organisations.”

Emphasis on work-life balance

Millennial leaders are known for prioritising work-life balance in ways that their predecessors never have/did. Recognising the importance of personal well-being, they often encourage flexible work schedules, remote-work options and a culture that values time off.

“Millennial leaders are likely to demonstrate a more task-oriented approach, prioritising goal achievement over relationship building”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

According to Samir Bhiwapurkar, head-HR, Japfa Comfeed, “Flexibility in terms of work arrangements is paramount for Millennial leaders. They embrace remote-work options, prioritising results over physical presence in the office. Their focus lies on performance-driven outcomes, leading to the implementation of more dynamic and results-oriented approaches to compensation, such as variable pay structures.”

Tech-savvy leadership

The digital era has ushered in a new wave of leadership characterised by a deep understanding and integration of technology. Millennial leaders, having grown up in the digital age, are adept at leveraging technology for communication, collaboration and innovation. Their tech-savvy approach often leads to streamlined processes and a more agile response to market changes.

Mukherjee agrees that Millennials are known for their proficiency and reliance on technology. He adds, “While this can enhance efficiency and productivity, organisations need to ensure that Millennial leaders strike a balance between leveraging technology and maintaining meaningful human connections.”

Purpose-driven leadership

Millennials seek purpose in their work and personal lives. Millennial leaders, therefore, are more likely to infuse a sense of purpose into their organisational mission and values. This shift places an increased emphasis on social responsibility, sustainability and making a positive impact on the work world—elements that may not have been as prominent in the leadership styles of previous generations.

 

“Millennial leaders usher in a more adaptable and performance-driven culture within companies, emphasising delivery over traditional notions of work hours or location”

Samir Bhiwapurkar, head-HR, Japfa Comfeed

“Millennial leaders tend to prioritise delegation over micromanagement, allowing their teams more autonomy and fostering a culture of trust,” observes Bhiwapurkar. According to him, “they are inclined towards offering versatile opportunities to their team members, encouraging skill exploration across different functions within the organisation.”

Adaptability and continuous learning

The fast-paced nature of today’s business environment demands leaders who are adaptable and committed to continuous learning. Millennial leaders embrace change as an opportunity for growth and encourage their teams to do the same. This approach contrasts with a more traditional mindset that may resist change or view it as a disruption.

“Millennial leaders usher in a more adaptable and performance-driven culture within companies, emphasising delivery over traditional notions of work hours or location. They strive to create environments that encourage innovation, collaboration and personal growth among their team members,” opines Bhiwapurkar.

DEI advocacy

Millennial leaders are champions of diversity, equity and inclusion (DEI) in the workplace. They recognise the value of diverse perspectives and actively work to create inclusive environments. This commitment goes beyond empty talk, with Millennial leaders implementing policies and practices that promote equality and diversity at all levels of the organisation.

Finally, Chopra asserts, “When it comes to leadership roles, Millennials often find themselves as the first among equals. Their inherent advantage lies in their ability to relate to their peers and channel their shared experiences. This relatability enables them to connect with their team members on a deeper level and leverage their understanding of employee perspectives to drive positive change.”

Millennials bring new points of view and forward-thinking approaches to leadership, paving the way for inclusive and dynamic workplaces.

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In the current landscape of the textile industry, particularly within the engineering domain, there is a noticeable shift in talent preference. The top-tier talent is increasingly gravitating towards computer science, information technology and related fields, while disciplines such as electrical, mechanical, or textile-related activities are witnessing a decline in popularity.

Consequently, the challenge lies in both attracting and retaining top-tier talent, making it a critical concern for HR professionals. This trend is intricately linked with technological advancements, and navigating this terrain necessitates addressing key questions, such as, ‘How can organisations effectively train and retrain their workforce to keep pace with evolving technology?’

In the textile sector, government incentives, particularly those aligned with ‘Make in India,’ play a pivotal role. As industries increasingly embrace technology, finding a balance between talent acquisition, training and technological integration becomes a key strategic concern for the HR landscape in 2024.

Five generations, one workplace: Can HR unify the tapestry of talent?

Managing a multi-generational workforce poses challenges for any organisation, spanning wealth, structure and diverse countries. Generation gaps permeate every aspect of life, requiring organisations to adopt a nuanced approach to address their employees’ varied needs. While common policies are essential, there is a growing need for targeted policies catering to different work levels, generations, functions, skill sets and specific workforce issues. Illustrating this diversity, policies related to women in the workplace highlight the need for adapting to changing family structures. Effective communication is the linchpin of success in managing a multi-generational workforce.

Lead indicators, as opposed to lag indicators, play a crucial role in HR’s strategic decision-making

HR 2.0: From paper pusher to strategic brain trust?

HR, leveraging technology, must strike a delicate balance between automation and the human touch. This equilibrium is essential because HR cannot solely rely on technology. While technology serves as a powerful enabler, HR professionals must keep their ears to the ground, staying attuned to the pulse of organisational issues. The role of technology is to empower HR to transition into a more significant, strategic function, aligning with the organisation’s overarching goals, including revenue growth, cost efficiency, market share and the development and retention of a skilled workforce. However, a critical caveat is the peril of overdependence on technology at the expense of staying connected with real-world challenges. Lead indicators, as opposed to lag indicators, play a crucial role in HR’s strategic decision-making.

Talent tug-of-war: Balancing retention with inflationary realities

Talent-retention challenges extend beyond offering competitive compensation. Striking a balance, between empowering employees to experiment and providing a clear career path, is crucial. Addressing the monotony of work tasks is another critical aspect. Ideally, repetitive tasks can be automated, allowing machines to handle them, while creative and strategic work remains in the realm of human expertise.

This presents a substantial challenge for HR, requiring a comprehensive 360-degree approach. Balancing the cost factor, HR needs to align the organisational culture with employee preferences since, as the saying goes, ‘people join organisations and leave bosses’. Cultivating the right workplace culture, with effective communication and learning initiatives, is paramount.

Providing exposure to top talent in critical meetings, roles and environments is instrumental. Recognising and nurturing high-potential individuals through crossfunctional projects adds another layer to the talent-retention strategy.

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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This shift isn’t just a youthful fad. It reflects a broader recognition within the professional world that technical prowess alone isn’t enough. Companies are increasingly seeking individuals who not only possess the hard skills, but also complement the existing team dynamic and contribute to a thriving workplace culture.

“Hiring based on personality traits can provide valuable insights into a person’s profile and how they may fit into a team or company culture”

Atul Mathur, executive vice president, Aditya Birla

“Hiring based on personality traits can provide valuable insights into a person’s profile and how they may fit into a team or company culture,” says Atul Mathur, executive vice president, Aditya Birla. “It can be particularly useful in understanding cultural compatibility during interviews.”

This move away from a purely skills-based approach is driven by several factors. The evolving nature of work, with its emphasis on collaboration, innovation, and adaptability, demands more than just technical expertise. Companies are realising that fostering a positive and inclusive environment requires employees who possess not only strong skills but also emotional intelligence, communication skills, and a cultural alignment with the organisation.

However, as Ganesh Chandan V, CHRO, Tata Projects, points out, there are potential drawbacks to this approach. While hiring individuals with similar traits can enhance team cohesion, it may also limit the introduction of fresh perspectives and innovative outlooks.

The ‘personality hire’ trend seeks to address this paradox by delving beyond the confines of a resume. Employers are now looking for candidates with diverse personalities that can bring fresh ideas, enhance collaboration, and contribute to a more vibrant and resilient work environment.

“While hiring individuals with similar traits can enhance team cohesion, it may also limit the introduction of fresh perspectives and innovative outlooks”

Ganesh Chandan V, CHRO, Tata Projects

In the context of cultural fit, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, believes that assessing personality traits “helps ensure that individuals align with the organisation’s values and dynamics.” This becomes even more critical for organisations aiming to evolve their culture, where hiring individuals with specific traits can influence and shape the desired new environment.

Furthermore, personality-based hiring can promote diversity and inclusion by recognising the value of different perspectives and backgrounds. This inclusivity not only fosters a sense of belonging but also enhances creativity and problem-solving within teams. “During transformation phases, overemphasising personality traits becomes crucial,” notes Chandan. Cultural diversity becomes essential to challenge existing practices and bring in a variety of perspectives.

But with this shift comes a new set of challenges. Striking a balance between technical skills and personality fit, avoiding biases in the evaluation process, and ensuring fairness are critical considerations. Employers must also be mindful of not overlooking essential qualifications in favour of personality traits.

“Personality traits helps ensure that individuals align with the organisation’s values and dynamics.”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Mathur adds, “A balanced approach that includes traditional interviews and interactions with candidates is essential. While these personality assessments can offer valuable insights, they should complement, not replace, other evaluation methods.”

As the business landscape evolves, so too must our approach to recruitment. By embracing personality-based hiring in a thoughtfully balanced way, companies can build more resilient, innovative, and inclusive teams that thrive in a rapidly changing world. The “personality hire” trend isn’t just a TikTok buzzword; it’s a signpost pointing towards the future of successful and thriving organisations.

The post The rise of the personality hire: beyond resumes and skillsets appeared first on HR Katha.

For instance, if the workplace features employees sharing their practical experiences, fostering a sense of connection among the workforce. These stories, whether positive or highlighting areas for improvement, offer a realistic view of the organisation. The transparent sharing of journeys, career growth and challenges faced by employees provides valuable insights for both existing and prospective staff. This approach can be used as a powerful tool to influence how the organisation is perceived externally.

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, believes that these unfiltered narratives provide an insider’s view of the company’s culture, values and day-to-day workings, creating a relatable and transparent image.

“This unfiltered feedback not only aids individuals in negotiating fair compensation but also provides a comprehensive understanding of the company’s policies and their real-world impact”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

“By embracing the unfiltered voices of their workforce, companies can differentiate themselves, strengthen their employer brand and cultivate a more engaged and connected community within and beyond their organisational boundaries.”

Furthermore, he says, “When employees express their unfiltered opinions, particularly on platforms such as Glassdoor, it serves as a powerful tool for employer branding. Prospective employees often turn to these platforms to gauge the company’s reputation, assess feedback on various departments, and even explore insights into compensation structures. This unfiltered feedback not only aids individuals in negotiating fair compensation but also provides a comprehensive understanding of the company’s policies and their real-world impact.”

Authenticity fosters trust between employees and the company. When employees are encouraged to share their genuine experiences, it humanises the organisation, making it relatable to both current and potential employees. This authenticity creates a sense of connection and belonging, which is essential for a thriving workplace culture.

Vijay Singh, former VP-HR, JK Cement, comments, “Encouraging employees to openly share their unfiltered experiences and feedback is a crucial strategy for companies aiming to enhance their branding. Authentic feedback provides valuable insights that help stakeholders, both internal and external, gain a deeper understanding of the company’s ethos.”

“The transparency of unedited narratives fosters a genuine connection with the audience, creating an authentic portrayal of the company culture,” shares Singh.

Allowing unfiltered employee narratives provides an opportunity to showcase the diversity within the company. Employees from different backgrounds and roles can share their unique perspectives, contributing to a more inclusive and representative employee-branding strategy.

As per Mukul Chopra, CHRO, ConveGenius, sharing authentic experiences aids in employee retention. “When individuals witness real-life examples of career progression within the company, it serves as inspiration and encouragement for their own professional journeys. This authenticity extends beyond the CEO level, with employees at various levels contributing to the narrative.”

“Encouraging employees to openly share their unfiltered experiences and feedback is a crucial strategy for companies aiming to enhance their branding”

Vijay Singh, former VP-HR, JK Cement

Job seekers are increasingly prioritising authenticity when evaluating potential employers. A transparent portrayal of the company culture, both the positives and challenges, can attract top talent who align with the organisation’s values and are prepared for the realities of the workplace.

Danger areas

Maintaining a delicate equilibrium between transparency, protection of confidential information and individual privacy is paramount for companies. Encouraging unfiltered sharing among employees is essential, but it must be done cautiously to avoid breaches. Striking a balance is also crucial when it comes to sharing negative experiences.

Singh further adds, “While the positives of this approach are evident, it is essential to acknowledge the potential challenges. Companies must exercise caution to navigate the complexity of gathering candid feedback, ensuring that it remains beneficial without becoming a source of complication for employees. The value of obtaining honest feedback cannot be overstated, especially in the private market, where authenticity plays a pivotal role in shaping a company’s image.”

He explains, “Balancing the pursuit of candid insights with the potential intricacies involved is crucial, as it allows companies to not only identify areas for improvement but also to understand the emotional experiences of their employees.”

While authenticity is valuable, companies need to address concerns promptly to prevent the creation of an overly negative perception. Additionally, authenticity should coexist with professionalism, and employees should be mindful of how their unfiltered experiences may be perceived externally.

“When individuals witness real-life examples of career progression within the company, it serves as inspiration and encouragement for their own professional journeys. This authenticity extends beyond the CEO level, with employees at various levels contributing to the narrative”

Mukul Chopra, CHRO, ConveGenius

 

Establishing clear guidelines ensures that shared content aligns with the company’s overall image and values, fostering a workplace culture that embraces authenticity without compromising on confidentiality, professionalism, or privacy.

Mukherjee asserts, “Encouraging employees to share genuine feedback is a delicate balance, ensuring that it is constructive and aligns with the company’s values. This approach is not only beneficial for prospective hires but also aids in internal processes, such as setting key performance indicators (KPIs) for line managers and HR business partners.”

He adds that by integrating employee feedback into the system, companies can foster a culture of continuous improvement, transparency and authenticity, which collectively contributes to a stronger and more positive employer brand.

Embracing authenticity in employee branding is undeniably beneficial for companies seeking to build a positive and genuine reputation. However, striking the right balance is paramount. By addressing concerns related to confidentiality, negative perceptions and maintaining professionalism, companies can harness the power of authenticity without compromising their overall brand image.

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‘What was he thinking?’ That’s exactly how most people reacted to a recent post from a senior executive of a known brand. Can the social-media posts of a CEO cause harm to his company’s brand image? It definitely can and if the post is accompanied by a picture of the CEO getting a massage while attending an online meeting, it can indeed ruin the image altogether. This is exactly what is happening with AirAsia. Understandable too, what with Tony Fernandes, CEO, AirAsia’s bare torso being viewed by thousands on LinkedIn. Fernandes’ expression of love for his company’s culture as it allows him to enjoy a massage and be part of a management meeting at the same time has only added fuel to the spreading criticism.

While the image created quite the stir, sending social media into a frenzy, it also gave rise to discussions on how important it is for senior leaders to conduct themselves appropriately in public.

In the corporate world, ethical conduct is a fundamental principle that guides an organisation’s culture and influences its relationships with employees, customers, shareholders and the broader community. Chief executive officers (CEOs) and top executives must set the ethical standard within the organisation, just like other employees.

Coming from the top executive of an airline, Fernandes’ post has naturally raised concerns about professionalism and appropriateness.

Ramesh Shankar S, chief joy officer, Hrishti.com, shares that such posts send the wrong message and set a questionable example. “As a CEO or senior leader, one is expected to lead by example, and such behaviour is seen as unprofessional. Moreover, it may not sit well with clients, customers, or employees, as it gives an unfavourable impression of the company and its leadership.”

Little wonder then that the positive sentiment surrounding AirAsia has dropped while negative sentiment has surged, according to media intelligence firm, CARMA Asia. To be precise, positive sentiment dropped from from 33.4 per cent to 14.8 per cent. Negative sentiment, on the other hand, surged from 13.9 per cent to 33.2, all thanks to Fernandes’ post!

CEOs, as the highest-ranking individuals within a company, bear the profound responsibility of steering the organisation in the right direction. Their decisions and actions have far-reaching consequences that can affect employees, stakeholders and the society at large. Ethical leadership, in this context, involves more than just adhering to laws and regulations; it entails a commitment to guiding the company in a morally upright manner.

“As one climbs the corporate ladder, one is expected to be more careful and mindful of one’s actions because one represents the entire company”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

This incident raises a fundamental question. Does the same code of ethics and conduct that applies to regular employees extend to CEOs and other top executives as well? The argument here is that ethics should be uniform across all levels of an organisation. It can’t differentiate between what a new hire, middle manager, or CEO can or cannot do.

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, emphasises, “As one climbs the corporate ladder, one is expected to be more careful and mindful of one’s actions because one represents the entire company. It’s akin to how parents tell their children that they represent the family, and therefore, in school or wherever they go, they should behave appropriately.”

He strongly believes that in a corporate setting, behaving improperly, such as getting a massage in a board meeting, is not acceptable. “In fact, it could even be seen as harassment, especially if it makes someone uncomfortable. It’s just not professional. Would we allow a junior employee, a security guard, or anyone else to do such a thing in a meeting? The answer is a resounding no.”

Consequences of unethical leadership

When CEOs fail to uphold ethical standards, their actions send shockwaves throughout the organisation and the business landscape. One of the most immediate and tangible consequences is the damage to the company’s reputation. A tarnished image, often accompanied by negative media coverage, can result in a loss of trust from customers, investors and the public. It’s not just the CEO’s personal reputation at stake but the brand and image of the entire organisation.

Moreover, unethical CEO behaviour frequently leads to legal and regulatory issues. Violations of laws and regulations can expose the company to fines, lawsuits and regulatory sanctions.

Employees who witness or experience the unethical behaviour of their CEO may become demoralised and disengaged. When ethical standards are not upheld at the highest levels, it sends a signal that such behaviour is acceptable, and this can lead to reduced productivity, increased turnover and a negative work environment.

Members of the leadership group may feel disillusioned, less inclined to collaborate, and hesitant to support such a CEO’s initiatives. This disruption at the highest levels of an organisation can have a ripple effect, impacting decision-making processes and the ability to effectively steer the company.

A CEO’s unethical behaviour can set a dangerous precedent within the organisation, encouraging similar behaviour among employees. This can lead to a toxic corporate culture where unethical actions become normalised. Over time, this culture can damage the organisation’s reputation and undermine its ethical foundations.

In this case, the airline has reportedly even claimed that the women in the management team — who were attending the meeting— were asked if they’d be comfortable if their CEO went ahead with a much-needed / much-deserved massage after long hours of work. AirAisa may defend the act as much as it wants, but far from showcasing it as a fun and open place to work, it projects a ‘too casual for his own good’ image of its CEO, who does not seem to value the serious and very responsible position of authority he holds.

“As a CEO or senior leader, one is expected to lead by example, and such behaviour is seen as unprofessional. Moreover, it may not sit well with clients, customers, or employees, as it gives an unfavourable impression of the company and its leadership”

Ramesh Shankar S, chief joy officer, Hrishti.com

Shareholders are another group deeply affected by unethical CEO behaviour. They may express their discontent by voting against CEO compensation packages, launching shareholder activism campaigns, or even attempting to remove the CEO from their position. Such actions can destabilise the organisation, impact its stock value and lead to a lack of investor confidence.

The consequences of unethical CEO behaviour can extend beyond the individual organisation to the entire industry. Scandals and unethical behaviour in one company can cast a shadow over the entire sector, leading to increased regulation and scrutiny by government authorities. This can result in greater oversight and compliance costs for all industry players.

In the most extreme cases, unethical actions by a CEO can result in criminal charges, imprisonment and personal liability for financial damages. The legal and personal repercussions can be devastating not only for the CEO but also for the organisation they once led.

Mukherjee further adds, “If we think about it, it’s highly unlikely that the same individual would allow someone else to behave similarly during a meeting. The question to ask is, ‘Would he permit others to enjoy a massage during a meeting?’ Probably not.”

“It’s vital to treat these situations seriously and with consistency, regardless of one’s position in the company. Ethical standards should be upheld uniformly, no matter where one is in the corporate hierarchy,” says Mukherjee.

Shankar explains, “The same code of ethics should indeed be applicable to everyone within the organisation, regardless of their position. It’s a matter of consistency and fairness. In most multinational companies, employees at all levels are expected to sign and adhere to the same code of ethics.”

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Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, enunciates that talent management is crucial for businesses, irrespective of their size. Large corporations have advanced talent-management processes, starting with automated applicant tracking systems (ATS) for efficient recruitment. Similar technology can be adopted by SMEs too to enhance their hiring processes.

Mukherjee also shares, “Talent-management software used by large firms identify potential internal candidates, streamlining succession planning and talent mobility. SMEs can benefit by incorporating data-driven tools into their talent-evaluation processes.”

“Large companies use data to distinguish top performers from others, while SMEs often rely on manual methods. Technology-driven performance systems provide insights and enable targeted interventions for struggling employees”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

He further mentions, “Large companies use data to distinguish top performers from others, while SMEs often rely on manual methods. Technology-driven performance systems provide insights and enable targeted interventions for struggling employees.”

Shaleen Manik, CHRO, Transsion India, says, “Large corporations excel in the talent-management area, starting with efficient talent acquisition using applicant-tracking systems (ATS). SMEs can learn from this by implementing similar tools for better recruitment.”

Manik also agrees that large companies use data-driven talent-management software for succession planning and performance evaluation. SMEs, however, often rely on manual methods, missing out on the power of data.

He further adds that technology aids performance management in large firms, distinguishing top performers from others and providing insights for improvement. SMEs too can benefit from adopting technology for a more efficient process.

Assess talent needs and align them with business objectives: Large enterprises typically have well-defined talent strategies aligned with their long-term goals. SMEs can adapt this approach by identifying their specific talent needs and creating a talent strategy that complements their business objectives. How? They can begin by assessing their current workforce, understanding their growth plans and determining the skills and competencies required to achieve their goals.

“Large corporations excel in the talent-management area, starting with efficient talent acquisition using applicant-tracking systems (ATS). SMEs can learn from this by implementing similar tools for better recruitment”

Shaleen Manik, CHRO, Transsion India

Invest in recruitment and selection: Large companies often have dedicated HR teams to handle recruitment and selection. SMEs may not have the same resources but they can still adopt effective hiring practices. They can develop a structured recruitment process that includes clear job descriptions, targeted job postings and a rigorous interview process. They just need to consider using technology, such as applicant-tracking systems, to streamline hiring efforts.

Build an employer brand: Well-established employer brands attract top talent towards large enterprises. SMEs can build their employer brand by showcasing their unique culture, values and opportunities for growth. They can leverage social media, their website and employee testimonials to highlight their company’s strengths and values to potential candidates.

Onboard effectively: Successful onboarding is crucial for retaining talent. While it is understandable for large companies to have comprehensive onboarding programmes, there is no reason why SMEs can’t create effective onboarding experiences too. They can develop a structured orientation process to help new hires integrate into their company culture, understand their roles and feel engaged from day one.

Offer competitive compensation and benefits: While SMEs may not always match the compensation packages of larger firms, they can still provide competitive pay and benefits within their means. A thorough research of industry standards can help them ensure that their compensation packages are fair and aligned with their talent strategy. Flexible work arrangements, professional development opportunities and a positive work environment are some of the non-monetary benefits they can consider offering.

Focus on employee development: Large enterprises often invest heavily in employee development and training programmes. SMEs can create personalised development plans for their employees if they are able to identify skills gaps and provide relevant training, mentoring and coaching opportunities. They can encourage continuous learning and career growth within their organisation.

Promote a culture of recognition and feedback: Recognition and appreciation of employee contributions are vital for morale and retention. To foster a positive work environment and motivate employees to excel, SMEs can implement recognition programmes. Regular feedback mechanisms can also help to acknowledge and reward high performers.  

“The most advantageous course of action in talent management for SMEs is to prioritise continuous development and upskilling of employees, ensuring they are equipped to perform effectively,”

Atul Mathur, executive vice president, Aditya Birla Capital

Embrace technology:  Employing advanced HR technology for talent management is not new to large enterprises. However, SMEs too can benefit from using cost-effective HR software to streamline administrative tasks, track employee performance and gather valuable data for decision-making. These tools can help SMEs make more informed talent management decisions.

Foster employee engagement: Employee engagement is a key factor in talent retention. This can be done by creating opportunities for open communication, gathering feedback and involving employees in the decision-making processes. All that is required is to encourage a sense of ownership and belonging within the organisation.

According to Atul Mathur, executive vice president, Aditya Birla Capital, the most advantageous course of action in talent management for SMEs is to prioritise continuous development and upskilling of employees, ensuring they are equipped to perform effectively. This approach should be driven by a genuine concern for employee well-being and should incorporate features that anticipate future needs. Given the rapid changes in technology and the disruptive nature of various industries, strengthening digital and capability aspects is paramount.

“When addressing talent management,  SMEs should avoid merely attempting to replicate and just copy-paste practices from larger agile organisations because the contexts and scales are dissimilar,” emphasises Mathur.

While small and medium enterprises may not have the same resources as large enterprises, they can still adapt and implement the latter’s successful talent-management techniques to attract, retain and develop top talent.

The post How can SMEs adapt the talent-management techniques of large enterprises? appeared first on HR Katha.

For one, humans are inherently prone to biases. Some common biases, for instance, include language bias, where preference is given to candidates who speak the same regional language as the recruiter; or where proficiency in English is preferred over other regional languages.

Similarly, certain educational institutions, even at the school level, are often favoured (on a resume) and can be a significant source of bias. There are several other biases related to caste, religion, gender, age, appearance, regional origin and networking connections that can also influence hiring decisions. For instance, hiring managers may unconsciously prefer candidates who are similar to them in background or experience, even if those similarities don’t actually make a person better for the job.

Indeed, while hiring products can help reduce biases in the initial stages of the recruitment process, human intervention remains essential at a certain level, and biases can still emerge even during such interventions. Therefore, what’s equally if not more important is a fundamental shift in mindset.

Technology can assist, but it cannot fully address the deeply ingrained biases that humans may carry.

To create a more inclusive and fair hiring process, it’s crucial for organisations to actively promote diversity and inclusion, provide bias training to their employees, and foster a culture that values equality and meritocracy.

“Starting from the realm of unknown biases, there are the subconscious influences that often go unnoticed but significantly impact hiring decisions. Blind spots occur when individuals overlook the biases they possess, believing their judgements to be accurate”

Ravi Mishra, SVP-HR, advanced materials business, Aditya Birla Group

Ultimately, addressing biases is as much a human and cultural challenge as it is a technological one. However, even with better technology and efforts to be fair, biases still crop up. These biases can be subtle and unintentional, but they can have a big impact on who gets hired. Due to these biases, it becomes harder to build diverse and skilled teams, which are essential for a company’s growth.

Common biases in hiring often stem from default inclinations, where individuals tend to gravitate towards those who resemble them in various aspects. This likeness may be rooted in personality traits or other dimensions that create an implicit preference for candidates who share similar characteristics.

Inequalities and social backgrounds can also lead to biases, where assumptions are made based on a candidate’s origin or background, affecting their evaluation.

Ravi Mishra, SVP-HR, advanced materials business, Aditya Birla Group, states, “Starting from the realm of unknown biases, there are the subconscious influences that often go unnoticed but significantly impact hiring decisions. Blind spots occur when individuals overlook the biases they possess, believing their judgements to be accurate. The need to align hiring decisions with competencies is crucial, as these unknown biases can unknowingly steer choices.”

“Even as AI and technology are integrated into hiring practices, human involvement in the final decision remains significant. However, the tools and algorithms used in these processes can also carry biases, as they are often created by humans and trained on historical data that may contain inherent biases”

Amit Sharma, senior HR professional and former HR head of a large automobile company

Artificial intelligence has undeniably made significant strides in numerous fields, but it has not been able to entirely eliminate biases in the hiring process. Despite the optimistic outlook for AI tools and technology to revolutionise fair and unbiased hiring practices, the actual situation is much more intricate. While these advanced systems have certainly brought efficiency and objectivity to the recruitment process, they are not a cure-all for the deeply-ingrained biases that have long influenced hiring decisions.

Furthermore, industry experts argue that technology itself can sometimes exacerbate biases in hiring. It’s essential to recognise that technology is a tool developed and utilised by humans, and if not designed and implemented carefully, it can inadvertently perpetuate biases. Therefore, truly fair and unbiased hiring practices require not only advanced technology but also ongoing vigilance, ethical considerations and a commitment to diversity and inclusion.

Amit Sharma, senior HR professional and former HR head of a large automobile company, says, “Even as AI and technology are integrated into hiring practices, human involvement in the final decision remains significant. However, the tools and algorithms used in these processes can also carry biases, as they are often created by humans and trained on historical data that may contain inherent biases.”

“In essence, the hiring process is a complex interplay of personal biases, organisational goals and the evolving role of technology”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

One fundamental challenge lies in the data upon which AI systems are trained. Historical data often carries the imprint of past prejudices and inequalities, and if not meticulously cleansed and corrected, this data can inadvertently reinforce existing biases. Moreover, the algorithms themselves, though driven by mathematical logic, are not infallible. They may inadvertently perpetuate biases due to the patterns they extract from this imperfect data.

Another significant factor in the persistence of biases in hiring is the human element. Even as AI takes on more substantial roles in pre-screening, matching and shortlisting candidates, human recruiters and hiring managers still wield considerable influence. Unconscious biases, stemming from deeply-ingrained societal norms and personal experiences, can seep into the decision-making process at various stages, from selecting the criteria for job postings to evaluating candidates during interviews.

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, believes that while there are progressive organisations that strive for unbiased hiring, certain biases persist due to the influence of individuals making hiring decisions. Some roles may still be subject to biases, such as assuming that men are better suited for certain positions or vice versa.

Mukherjee also believes in the idea that AI may introduce its own biases, leading to potential errors in candidate evaluations.

“In essence, the hiring process is a complex interplay of personal biases, organisational goals and the evolving role of technology. My viewpoint is that there is a need for a holistic approach that utilises AI and tools as inputs but relies on comprehensive evaluation methods to make fair and unbiased hiring decisions,” opines Mukherjee.

“Biases that favour candidates resembling hiring managers persist. Furthermore, DEI biases, such as gender-based assumptions, still endure, casting a shadow over the potential for AI to mitigate such prejudices”

Sujiv Nair, global CHRO, Re Sustainability

Sujiv Nair, global CHRO, Re Sustainability, observes, “Biases that favour candidates resembling hiring managers persist. Furthermore, DEI biases, such as gender-based assumptions, still endure, casting a shadow over the potential for AI to mitigate such prejudices. Despite the promise of AI, these entrenched human biases continue to undermine efforts towards fair and inclusive hiring practices.”

Biases in hiring processes hinder diversity, stifle innovation and perpetuate inequality within organisations. Recognising and addressing these biases is pivotal for cultivating a diverse and inclusive workforce.

Biases in hiring continue to be a challenge in the ever-evolving landscape of recruitment. Despite society’s strides towards greater inclusivity and fairness, the hiring process often grapples with these hidden biases that can sway decisions. These biases, whether conscious or unconscious, have the potential to compromise diversity and hinder the selection of the best candidates.

The post Can tech weed out deeply-ingrained hiring biases? appeared first on HR Katha.

Is this level of investment and attention to detail really necessary? Are we caring too much about making the office right for everyone? How much focus —on making it right for everyone— is too much?

P Dwarakanath, former non-executive chairman, GSK, agrees that in recent years, there has been a growing emphasis on creating office environments that are inclusive and accommodating to everyone’s needs. This shift is in response to a number of factors, including changes in technology, shifting societal values and the impact of the COVID-19 pandemic on how we work.

P Dwarakanath, former non-executive chairman, GSK

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, says that organisations endeavour to cover all their employees equally and within the philosophy of their company. They always try to fulfill the basic and necessary needs of their employees.

“Organisations attempt to make uniform policies designed to cover and benefit the maximum number of employees. While they always try to meet their basic needs, including that of insurance, holidays and necessary leaves, it’s not feasible for them to consider each and every need,” points out Mukherjee.

Additionally, he states that organisations can have policies in place that could cover the adverse emergency needs of their employees. He suggests, “Creating a workplace that is inclusive and welcoming for everyone is an important goal for many reasons, such as bringing a wide range of perspectives, welcoming respect and helping the employees feel valued. When employees feel comfortable and accepted at work, they are more likely to be engaged and productive, leading to better business outcomes.”

Investing in a workspace that accommodates the needs of all employees can have a significant positive impact on productivity and employee satisfaction. When workers feel comfortable and supported in their environment, they are more likely to perform better and feel more engaged with their work. This is particularly important in today’s competitive job market, where attracting and retaining talent is a top priority for many organisations.

“Organisations attempt to make uniform policies designed to cover and benefit the maximum number of employees. While they always try to meet their basic needs, including that of insurance, holidays and necessary leaves, it’s not feasible for them to consider each and every need”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Designing an office with diversity and inclusion in mind can help foster a sense of community and belonging among employees. By creating spaces that cater to different working styles, personalities and preferences, employees can feel valued and respected for who they are. This can help build stronger teams and improve morale.

“While it’s certainly important to be flexible and considerate of individual needs, some organisations may feel they are going too far in trying to make the office environment right for everyone. For instance, some worry that the emphasis on accommodating everyone’s individual preferences can lead to a loss of discipline and professionalism in the workplace,” points out Dwarakanath.

His suggestion is to strike a balance, that is, create a comfortable and engaging work environment while still maintaining a sense of structure and professionalism. This requires a set of guiding principles and policies that promote inclusivity and accommodate individual needs, even while emphasising the importance of productivity, discipline and professionalism.

Striking the right balance

However, there is a flip side to this argument. While designing an office to suit everyone may seem a noble goal, it can also be challenging to achieve in practice. With so many individual needs and preferences to consider, it can be difficult to strike the right balance and create a space that works for everyone.

Sujiv Nair, global CHRO, Re Sustainability, says that the way offices work should not be limited to one extreme or the other. Rather, it should be a combination of conventional and hybrid methods that suit the type, industry and organisation.

However, he believes, “It is crucial to take care of employees’ health and safety, including posture and first aid, and address mental health issues such as depression. Respecting human rights involves providing basic facilities and ensuring diversity, equity and inclusion.”

“Engaging with communities around the workplace is also important, and companies should take precautions to avoid bonded labour and adhere to minimum wage standards. It is crucial to consider social impact beyond just providing facilities such as gyms and offices, particularly in a country where 70 per cent of the population is still marginalised,” cautions Nair.

“It is crucial to take care of employees’ health and safety, including posture and first aid, and address mental health issues such as depression. Respecting human rights involves providing basic facilities and ensuring diversity, equity and inclusion”

Sujiv Nair, global CHRO, Re Sustainability

Is it even possible to create an environment that truly accommodates everyone’s needs? After all, different employees may have conflicting preferences, and it may be impossible to find a solution that satisfies everyone. In some cases, the effort to create a one-size-fits-all workspace may end up satisfying no one.

There are both benefits and drawbacks to investing in a workspace that caters to the needs of all employees. While it can have a significant positive impact on productivity and employee satisfaction, it can also be challenging and expensive to achieve.

Mukherjee explains that it is also important to acknowledge that creating a workplace that is right for everyone is not always easy and requires ongoing effort and commitment from both employers and employees. It’s important to listen to feedback from employees and be willing to make changes to improve the workplace environment. It’s also important to recognise that everyone has different needs, preferences and perspectives, and finding a way to accommodate everyone can be challenging.

According to Dwarakanath, it’s up to each individual organisation to strike this balance in a way that works best for their particular industry and culture. “By finding this balance, we can create work environments that are both accommodating and productive, while still maintaining a sense of professionalism and discipline,” asserts Dwarakanath.

The post Making the workplace ideal for everyone — How much is too much? appeared first on HR Katha.

The Year 2022 was extremely volatile due to the after effects of the first two waves of Covid, the third wave of Covid in the beginning of the year, the war in Ukraine and the effects of these on the economy. An environment of uncertainty created a huge amount of stress on the entire ecosystem, i.e. country, corporates and individuals across the board, which led to the Great Resignation and layoffs later in the year.

2023: Will it be a turmoil again or peace?

The year 2023 will be a challenging year for HR. Being a bridge between an ‘employee’ and ‘employer’, it will have to balance expectations of both the stakeholders, to facilitate a ‘Great Workplace’. The employer will expect higher productivity to offset margins hit to the bottom line due to the prevailing economic conditions whereas an employee would be looking at wellbeing and work life balance.

The key focus areas for HR would be:

• Employee health & wellbeing, which would include the mental health aspect

• Skill based hiring, experience having an edge over qualification

• Hybrid learning including metaverse and gamification in addition to the normal learning tools.

• ESG reporting to be a critical aspect of performance & potential evaluation of an employee

• HR/corporate to accept hybrid/ flexibility working (Future of Work) as the new normal

• Tackle burnouts among HR professionals, due to the complex nature of work and expectations from all stakeholders under a very stressful and uncertain environment.

• Refocus on
– Communication
– Customer service
– Leadership
– Collaboration
– Personal learning & mastery
– Achievement focus

Difference in pay due to performance & potential cannot be construed as pay disparity or dearth of transparency

Balance between rising inflation and changing employee expectations

Nudge the organisation to be driven based on principles and not be fixated with following policies and employees performance/potential being judged based on the outcomes with an emphasis on ‘how’ the outcomes have been achieved, so that an appropriate organisation culture is built.

Pay transparency or staying discreet?

This is ‘work in progress’, we have moved forward over the years and should be there sooner than later. Employees are aware of the compensation philosophy of the organisations, including benchmarked percentile to the market and competitor basket.

There is pay parity among gender for the same role/ job grade, etc. Difference in pay due to performance and potential cannot be construed as pay disparity or dearth of transparency. The actual issue lies in the transparency of the evaluation process and reducing the ‘halo effect’, (enhancing objectivity) and the lack of continuous communication with employees on performance standards/expectations including performance coaching and feedback, which results in salary increases/promotions/pay disparity

ESG bringing CHRO closer to the CEO

It is the role of HR to support the CEO to drive the culture of the organisation with the collaborative support of the leadership team. The ‘how’ part of the evaluation process, which drives the culture of the organisation will help to achieve the ESG goals. The ESG goals significantly contribute to enhancing the valuation of the company and become an ‘Employer of Choice’; hence HR will play a critical role in the achievement of the ESG goals.

33 leaders predict the upcoming trends for 2023. To find out more click here.

The post “HR will support the CEO to drive the culture of the organisation,” Chandrasekhar Mukherjee appeared first on HR Katha.

However, according to a survey by Future Forum, employees with flexible work models are 57 per cent more likely to admit that their company culture has improved compared to those who work fully in-person.

So why is there a difference of opinion between the leadership and the employees regarding flexible/hybrid working?

“There exists a gap in how leaders and employees view the advantages of flexible working at the workplace,” opines Amit Das, director HR & CHRO, Bennett Coleman and Co.(Times of India Group). While leaders and decision makers, by and large, feel that they are operating within a culture of flexibility and are armed with the required tools for success in such an environment, a much smaller percentage of employees share their opinion.

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, points out, “Both have very different perspectives when talking about flexible working. The management’s perspective revolves around employee productivity and on-the-job experience, for future readiness. However, the employees’ perspective revolves around achievement of work-life balance as per their convenience.”

Pradyumna Pandey, CHRO, Mother Dairy, points out “the need to change the mindset as per the changing work needs”. He rightly says, “The management/leadership should evaluate the benefits of a work model before deciding to embrace it. Since hybrid / flexible working is here to stay, its importance cannot be overlooked”.

“There exists a gap in how leaders and employees view the advantages of flexible working at the workplace. While leaders and decision makers, by and large, feel that they are operating within a culture of flexibility and are armed with the required tools for success in such an environment, a much smaller percentage of employees share their opinion.”

Amit Das, director HR & CHRO, Bennett Coleman and Co.(Times of India Group)

 

Trust deficit is another reason why both the parties have different opinions on the flexible working model. “Employees also feel organisations tend to mistrust them and fear they will abuse work flexibility. This makes them wary of sharing their honest opinions, with a desire to influence how, where and when they want to work,” Das points out.

Recent studies have shown that leaders have a greater sense of purpose with regard to their organisation compared to other employees. “The growing difference between leaders and employees, due to the difference in their experiences and expectations related to flexible working practices, is fuelling the disconnect between how the two sets perceive flexible and hybrid workforce practices,” points out Das.

“The need to change the mindset as per the changing work needs. The management/leadership should evaluate the benefits of a work model before deciding to embrace it. Since hybrid / flexible working is here to stay, its importance cannot be overlooked.”

Pradyumna Pandey, CHRO, Mother Dairy

Mukherjee agrees adding, “The company culture also plays a major part here. It’s significant for the management to decide whether their expectations are more result-driven or whether it is about putting in extra hours.

Pandey is of the opinion that, “giving flexibility to the employees makes them more responsible and helps them take the ownership of their work.” He goes on to warn, “If we don’t move towards accepting the importance of hybrid working and flexibility, we’ll definitely miss out on engaging employees”.

Mukherjee points out, “The leadership may have doubts about flexible working if they see that discipline has been compromised”. For instance, when everyone can’t join the team meeting at the same time or the decided time. In an office setup, it’s easier for the managers to address the loop holes as everything is in front of them.

Although he totally agrees on the thought of people working in flexible working, however, he feels that, “Flexible working is not a one-size-fits-all approach.” There are jobs where people require to be at their tables with everyone. For example, a tech guy coding all day might be able to do his job from the comfort of his home chair, but a sales executive needs to be their in the field.

Additionally, the kind of support and co-operation managers and leadership can give in-person can’t be replaced over a video call. For instance, a manager can help the employee with their problems better in-person as they both are talking face-to-face. Also, when everybody is in one place, it’s easier to tackle issues like increased workload due to an absent colleague.

Given the benefits, “it’s equally important to understand leadership concerns and the potential complications and challenges that may hinder flexible/hybrid working,” adds Pandey.

“Both have very different perspectives when talking about flexible working. The management’s perspective revolves around employee productivity and on-the-job experience, for future readiness. However, the employees’ perspective revolves around achievement of work-life balance as per their convenience.”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Mukherjee is quick to draw attention to the fact that, “there are many things that can’t be achieved through work-from-home and require the employees to come to office.” For instance, one cannot build leadership competencies sitting on the couch. Additionally, work from home may not be able to build high-performance teams. This can only be adequately achieved in an office environment with people working alongside each other.

How can harmony be established between the two?

“Designing a flexible work model requires leaders to use a human-centric lens. That means, leaders need to look at the realities of flexibility from multiple points of view. They must be especially empathetic to those whose experience is fundamentally different from their own,” adds Das. Leaders must communicate their awareness of how differently flexibility is experienced across levels to make the employees feel heard.

“The key is how both the aspirations can be solved,” opines Mukherjee. In the hybrid/flexible working model the biggest challenge from the leadership towards employees is their productivity, for which the leadership needs to master the art of KPIs and KRAs. The performance-measuring tools should be in place for flexible working so that employees can achieve their targets, what they’re being expected in the office setup as well. Hence, the flexible/hybrid work model is very much workable when combined with discipline and implementation of the right processes.

“Trust is an important aspect of employee engagement,” observes Das. Organisations can look at improving trust in the workforce by employing tools such as pulse surveys or focus groups, to understand better the dissonance that exists regarding the future work model, and work to close the gaps.

Clear communication is essential to establish harmony between both the parties. “Employees want to be a part of the decision-making process,” points out Pandey. Whether it’s about deciding on hybrid or flexible models, the employees’ opinions should be taken into account. It they have a voice or say and feel involved, the decision will be honoured by everyone.

Das agrees wholeheartedly. “The quality and frequency of communication play a key role in bridging the gap between the two sets. Consistent messaging, with clearly-stated expectations, and transparency in terms of the decision-making process, will go a long way in bringing the leaders and their team members together.”

The post Why do leaders and employees hold different views on flexible/hybrid working? appeared first on HR Katha.

“We get a new and fresh perspective on work as the new generation steps forward into the corporate culture, and GenZ is one undeniable force in shifting the same,” states Uma Rao, CHRO, Granules India.

With a different approach and perspective for every problem, they bring in some freshness.

They force companies to pursue work-life balance

They demand flexibility as they have been used to working in a hybrid model for quite some time now. For them it’s not just their jobs but is the pursuance of a life beyond where they engage in their hobbies and other ambitions. For this they look for an environment that is not controlling but facilitating.

Chandrasekhar Mukherjee, senior president- HR, Bhilosa Group says, “They need the perfect work-life balance, not just to pursue their ambition, but in a constant zeal to upgrade themselves.”

The new generation has pushed organisations to be more flexible in the work timings, and it’s no longer just 9am – 5pm.

“They need the perfect work-life balance, not just to pursue their ambition, but in a constant zeal to upgrade themselves.”

Chandrasekhar Mukherjee, senior president- HR, Bhilosa Group

Not just pay checks anymore

They are not  interested in just  pay-checks. They need something extra. They look for more benefits specifically non-traditional ones. This is why we already see a change – as companies have started becoming more and more innovative with leaves and benefits. It’s no longer just medical benefits and some sick and casual leaves.

They give more impetus to their pride and values  rather than just a monthly paycheck. “Given a choice between a healthy culture that matches with their values and ethos versus a high paycheck, they are likely to choose the former,” shares Rao.

Socially Active Organisations

Gen Z has demonstrated greater empathy to societal challenges. They expect their respective organisations to be more socially responsible and have a cultural ethos that addresses these issues upfront. “They also expect the leadership to be more responsive and accountable,” says Mukherjee.

This means that companies have to clearly state its socially responsible practices and not just a traditional job description in order to attract this new segment of talent.

“They are more confident and are aware of their capabilities. Besides they are always in a learning mode.” 

Uma Rao, CHRO, Granules India

New team structures

One thing is for sure that this generation doesn’t believe in hierarchy unlike their predecessors. On top of it they are fearless, want to be heard and they practice open conversations without minding the traditional hierarchy. They want a balanced approach in both individualism and teamwork.

This is why companies need to give them their individual space and freedom and at the same time encourage team bonding with social activities.

More experimentation

Thiru A. Former president- group HR, Cadila Pharmaceuticals, opines, “Organisations are required to give them space for experimenting as it’s not about changing them but shaping them for the future.”

GenZs are not just more creative and innovative in their approach, they are also more experimental. They also want their organisations  to follow the same. They push companies to be more experimental and get rid of rigid practices.

“GenZs can surprise you with their research and analytical skills while also being passionate about their career paths. They thrive off an organisation that encourages them to excel in their areas of interest,” says Mukherjee.

“They are a confident lot and are aware of their capabilities. Besides they are always in a learning mode,” opines Rao

However companies need to work on this front. The fact is most companies are still not prepared to manage their level of diversity.

For instance, businesses need to accommodate or make space for neurodiversity, health-based diversity or cultural or lifestyle oriented diversity. 

“Organisations are required to give them space for experimenting as it’s not about changing them but shaping them for the future”

Thiru A, former president – group HR, Cadila Pharmaceuticals

New Recruitment Practices

The new generation is also pushing companies to abandon age-old hiring or recruiting practices and adopt new ones. In order to hunt required  GenZ talent, even LinkedIn is considered to be  old school. Rather they can be found and tapped on other new age and unconventional social platforms. While their choice of platforms keep changing very fast, they aren’t great believers of pre-hire assessments. Rather they want a face to face discussion with utmost clarity. 

Remember, they don’t shy away from asking questions of any kind and don’t undermine their power of bargaining.

So the big question is, will they be able to change the culture?

Thiru comments, “A company culture is deep rooted that can’t be uprooted so easily. However, some change in fertiliser and methods of watering may enable the tree to get  sunlight.”

“Change happens only when the organisation is willing to change,” says Rao.

“Loss in motivation at the workplace, quality drop in projects and assignments, people not committed to their work are some of the early signs to notice that a change is now required,” she adds.

However one aspect that organisations may not like in this new change is lack of loyalty.  

“GenZs believe in what’s in it for me approach, and there are possibilities that this causes a dent in the loyalty,” concludes Mukherjee.

The post How GenZs are influencing  workplace culture appeared first on HR Katha.

Interestingly, it changed the very definition of a ‘remote worker’.

For instance, in a manufacturing setup, there were always ‘remote’ workers, who are so called because they work in ‘remote’ locations. Maintenance engineers in a factory located in a remote region were referred to as ‘remote’ workers as it was very difficult for the managers to contact them because of poor connectivity. It was a challenge to get in touch with these workers in ‘remote’ locations frequently.

Emmanuel David, MD, Grid International, recalls his experience working in an oil and gas firm. The engineers there worked in remote locations and were called remote workers in the pre-pandemic era.

Now, in the post-pandemic era, remote workers are not necessarily working in ‘remote’ or inaccessible areas. They are simple working from their homes or locations other than their regular office/workplace.

“Earlier, remote working was a very unique situation”

Emmanuel David, MD, Grid International

Before the pandemic, remote working was not an option available to any employee. The requirements of the role or job compelled people to work from remote locations.

However, the pandemic forced most employees to work from home, making it clear to business leaders that work could also be done from home with very little impact on productivity.

“Earlier, remote working was a very unique situation,” shares David. Now, however, every other employee has the option to work remotely, that is, away from the office.

In the pre-pandemic era, remote working was not preferred as no-one wanted to work in a ‘remote’ location. Now, with the whole concept taking on a new meaning, remote working has come to be a symbol of flexibility at work. It is a benefit that employees are seeking from their employers.

On closer examination of the two concepts, what comes to light is that the challenges for an employer, with both types of remote workers were/are and will remain similar.

David agrees that with both kinds of ‘remote’ workers, the employers were unsure of the productivity of the employees, and their main concern was/ is the wellbeing of their employees.

Safety and wellbeing has always been one of the major concerns when it comes to employees working in ‘remote’ locations, that is, regions that are difficult to reach and lack connectivity and regular facilities.

In case of the ‘remote’ workers of today, who are either working from their homes or cities and towns of their choice, their mental well-being is a concern for their employers or organisations.

David shares that at Tata Steel, employees who worked in remote locations, such as the furnaces, were given smart watches, so that they could be checked on regularly and their safety at these remote locations ensured. “These remote location workers were as important as other employees and we had to care for them,” David asserts.

David goes on to point out that remote workers of the pre-pandemic era were not restricted to the manufacturing setup alone. Even in the IT services sector, there have always been IT-support teams working from clients’ locations. These employees have always been referred to as remote workers. The tower-maintenance engineers in the telecom sector are also known as remote workers.

According to Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, in a pre-pandemic era, remote working or remote workers, were not people working for X company out of Y location. In fact, he states, “There was nothing such as ‘remote working’ in the pre-pandemic era, it was just ‘work from home’”.

Mukherjee goes on to cite examples of tech firms that allowed people to work from home on some days, but did not permit them to leave the city. The reason, Mukherjee explains was that, “The managers had doubts about productivity”.

The very companies that boasted that remote working did not impact their productivity are the ones that are now calling back their employees to office.

“There was nothing such as ‘remote working’ in the pre-pandemic era, it was just ‘work from home’”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

“Remote working actually became a fad during the pandemic. So, every company wanted a talking point. Now, when it is not working for them, they are calling their employees back,” observes Mukherjee.

What changed the meaning of ‘remote workers’ in the post-pandemic era?

“Connectivity has increased. We can stay connected anywhere and at greater speed. Earlier, this was not the case,” points out David. Additionally, David mentions that now people have developed infrastructures to work remotely.

“The preferences of people have also made a shift. They desire flexibility,” asserts Mukherjee.

Now that remote working is seen as a major USP when it comes to drawing talent, employers are compelled to offer flexible options to attract and retain them.

The post How the definition of remote workers has changed appeared first on HR Katha.

Once, Sheetal’s team was asked by the head of marketing to conceive a marketing strategy for a new product launch. Shaila came up with an idea, which the team liked and unanimously agreed to, and together they decided to flesh it out further.

When the idea was presented to the head of marketing, it was met with much appreciation and excitement. Sheetal immediately took all the credit, making up a story about how she had conceived the idea while travelling to a small town in UP. Not once did she acknowledge that it was Shaila’s brainchild.

A dumbstruck Shaila was left unable to speak her mind for fear of disrupting the harmony of the team before an important launch. She also feared that she would be blamed for unnecessarily blowing up the issue and creating a hue and cry.

Although it wasn’t the first time that Sheetal had unfairly claimed credit for something she hadn’t done, this time, Shaila felt truly wronged.

Being an important project, acknowledgement and recognition of her contribution would have given Shaila a much-needed career push.

Trying to maintain silence in the matter took a toll on her. She was heartbroken, demotivated and felt cheated.

Witnessing someone else being appreciated and lauded for work that is done by oneself can be very frustrating. Most professionals, at some point in their careers, have had to face situations where the credit for the success of a project — which resulted solely from their utmost passion and hard work — goes to someone else. More often than not, the applause is bagged by a senior. How should professionals who have been deprived of the credit that is due to them, deal with this?

What should be Shaila’s next step? Should she speak to the head of marketing separately? Would he judge her if she did? Or should she just keep mum and accept it as her destiny and consider it her sacrifice for the larger good of the company?

Should she resort to the last option and leave the company altogether? What should she do? Here is what some prominent HR leaders have to say:

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

I would never advise anybody to leave the organisation. Shaila was not unaware that her immediate boss had the habit of taking undue credit, or passing off others’ work as her own. Being a junior employee, she needs to learn how to navigate things without crossing paths with the immediate boss.

In my experience, with a little smartness, any professional can keep the super boss informed of each and everything. There are informal channels that can be used to keep the super boss in the loop. For instance, in this case, it would have been a good idea for Shaila to stay in touch with the key people in the organisation who are close to the head of marketing. It could have been either the secretary of the head of marketing or another colleague of his, whom he interacts with closely. Through such contacts, Shaila could have informally passed on details of what actually happened and how she herself had mooted the idea.

Had she been smart, Shaila would have marked the head of marketing in all the mail trails, while communicating the idea, and openly sought an opinion or feedback. It would also have been sensible for Shaila to chat with the head of marketing and convey the message casually, during informal gatherings in the organisation, about how the idea was conceived.

Going to the head of marketing and cribbing would be wrong. The message should be conveyed smartly to the super boss in a casual way without it appearing to be a complaint. All super bosses are very smart and are either aware of or manage to find out the truth.

An informal chat can also be routed through the HR. The latter can facilitate a meeting with the super boss. A last resort can be to informally communicate to the HR how one’s credit was stolen. After all, the HR does update the functional heads about such issues in their own way. One has to be cautious about how close the HR is to the concerned super boss, in this case, the head of marketing.

Anil Mohanty, head of people, Medikabazaar

As a leader, the correct way is to give credit to the team for any success. In this case, it is very important for Shaila to convey to the immediate manager that whatever has happened was not right.

It is very important to let Sheetal know, in an indicative way, how a manager should behave when it comes to celebrating the success of a team.

Shaila should wait for the right opportunity, say a team meeting, and praise her boss in front of the marketing head. At the same time, she should smartly convey that it was a team effort which resulted in success. Shaila should make her boss realise the beauty of collaboration and team work, and the importance of ‘we’ rather than ‘I’. Also, if Sheetal’s attitude of stealing credit from others continues, then it should be smartly brought to the notice of the head of marketing.

Rajeev Singh, CHRO, Solara Active Pharma

Stealing credit for a junior’s work reflects the insecurity of a manager. The managers should always look at the success of a team member as the success of that particular person only, but in case of a team’s failure, the manager should own that failure. That is how cohesive teams are created.

This also fosters trust. In this case, the past relationship between Shaila and Sheetal really matters. If this incident has happened after Shaila has worked with Sheetal for two to four years, then there is a major issue. There is a definite breach of trust between the two. I think Shaila should first seek clarifications from Sheetal on why she took all the credit for the idea. Besides, Shaila could also take the emotional route. Taking Sheetal out for lunch or coffee would be ideal. She can then tell her how hurt she was at the meeting for not being appreciated for her effort. It would have to be a career talk, which would have to be dealt with in a very positive manner.

If there is no satisfactory explanation from Sheetal, then Shaila should speak with the head of marketing. Every company has a provision for a fire side chat with senior leaders. However, Shaila should not reach out to the head of marketing before clarifying matters with Sheetal first. Also, while speaking with the head of marketing, Shaila needs to be confident and believe in herself.

Such small matters can be detrimental to a person’s career. These instances can also lead to cultural changes in the organisation. In such cases, it is better to first clear the air by discussing with the immediate manager and then move on. If this does not work, and if Sheetal has a habit of perpetually stealing other people’s credit and Shaila has also been a victim of this in the past, then this is definitely not the place for Shaila to waste her talent in.

This is also an opportunity for the head of marketing to exhibit his ability to manage such situations. A lot also depends on the kind of relationship the head of marketing and Sheetal share. If they are high on trust, then there will be a higher likelihood of the junior employees not getting their share of credit or being often ignored.

The culture of the company also plays a role. If the organisation believes in sharing credit with juniors, there is hope. If the company has a culture where the bosses end up taking their team’s credit, then in all likelihood, the head of marketing will take all the credit from Sheetal as well.

An employee should resort to quitting only if the support of the super boss is also missing. This is then an indication of the organisation being a lousy one. In such an organisation, the employee should only stay to learn or till he/ she gets to work on new projects.

This article first appeared in the HRKatha magazine.

The post How to deal with credit stealers appeared first on HR Katha.

A pertinent question needs to be answered here. ‘Is the pursuit of the purple squirrel – the Purple Squirrel Syndrome – worth the time and money? Does a high level of selectivity based on inflated expectations constitute a prudent recruitment practice?

Multiple losses

Speaking at length on the unceasing search the Purple Squirrel Syndrome may set off, Manish Sinha, SVP and CHRO, Mahindra and Mahindra Automotive Business says that looking for the right candidate without a precise timeline is not desirable.

“The deadline for filling a vacancy would not be met if the Purple Squirrel Syndrome were to persist,” he stresses. “Even capable candidates who are suitable for the role may leave, or cease to be available when the actual offer is rolled out. Moreover, ‘best’ is a relative term,” he adds.

“Organisations should focus on identifying the right person with the requisite competencies for a particular role, at a given point of time”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

According to Sinha, such a practice should be shunned unless there is an extremely specialised role demanding particular skills. “If there is a general managerial role, the suitability should be gauged from the specific viewpoint of leadership skills,” he states.

Additionally, Sinha points out the ripple effects of the Purple Squirrel Syndrome. “Individually who have been internally promoted or given charge of another role or project, cannot move on or assume their new responsibilities unless the vacancies created by their exit are filled,” he explains citing an example of how the tendency could stall such a process, causing an interminable delay.

Seema Singh, former CHRO & CFO, India Post Payments Bank, also calls attention to how companies suffer as a result of the Purple Squirrel Syndrome. “Organisations that remain fixated on the ‘perfect’ hire end up losing reasonably competent candidates because of the perception built around the right candidate,” she notes.

“If I am on the interview panel, I will never begin with an unrealistic perception in my head”

Seema Singh, former CHRO & CFO, India Post Payments Bank

Seek within

Sinha offers a cogent solution to help overcome the Purple Squirrel Syndrome. “Organisations should raise their appetite for punting on internal talent,” he counsels, adding that an internal, high-potential talent can be groomed and trained to meet specific role requirements.

“Companies could identify internal candidates who display abilities such as strategic thinking, market knowledge and leadership skills,” he advises, elaborating how an employee who has already demonstrated competency and can do the job with a bit of training should be considered instead of the elusive purple squirrel.

Moreover, Sinha points out, there may be situations in which candidates create an aura about themselves at the interview, allowing them to be mistaken for the purple squirrel. “There are several occasions when multiple rounds of interviews and even psychometric tests result in a bad hire, triggering unfavourable consequences for the organisation,” he opines, alluding to the futility of an overly fastidious approach to talent acquisition.

Singh echoes this belief. “Occasionally, mistakes happen despite doing everything right. I’d say an interview is sometimes not an adequate test of a candidate’s true abilities and competencies”.

No pre-conceived ideas

Singh primarily attributes the Purple Squirrel Syndrome to building a perception before a candidate is interviewed. “If I am on the interview panel, I will never begin with an unrealistic perception in my head,” she says, emphasising that an interview should never begin with a pre-decided idea or mental picture in the head. Moreover, she recommends the formation of a diverse interview panel to overcome some interviewers’ tendency to be needlessly selective. “Also, the horizons of the interview panellists must be widened,” she adds.

“People should show flexibility in deciding the ‘right’ person. They should not be rigid or have a singular focus on finding the purple squirrel,” she further suggests.

“The deadline for filling a vacancy would not be met if the Purple Squirrel Syndrome were to persist”

Manish Sinha, SVP and CHRO, Mahindra and Mahindra Automotive Business

It starts with the job description

The importance of an apt job description (JD) cannot be overstated. A job description that asks for leadership and managerial traits for the salary of a fresh-graduate is a classic example of an ad seeking a purple squirrel.

Dwelling on the critical importance of framing a correct, outcome-based JD, Chandrashekhar Mukherjee, CHRO, Bhilosa Industries, opines that a mismatch occurs when the role requirements are not outlined properly. “Different people with different skills are required at different levels of an organisation; ‘horses for courses’ as they say. Individuals who are institution-builders are different from those who are deal makers, or are only good at meeting targets,” he says. “So, organisations should focus on identifying the right person with the requisite competencies for a particular role, at a given point of time”.

Today, an overwhelming majority of JDs are far too specific, detailing a list of criteria that few job seekers can fulfil. Expressing disapproval of such descriptions, Mukherjee stresses the need for organisations to be ‘broadly specific’ and to take into account functional and behavioural competencies. “For instance, a candidate’s basic skills, personality traits and mind-set — not just industry or sector-specific skills — are important,” he emphasises.

Mukherjee endorses scientific methods of hiring to minimise the Purple Squirrel Syndrome. He cites the example of competency-based interviewing, or the STAR (situation, task, action, result) interview technique. “Moreover, candidates must be asked open-ended questions. The most effective technique is to try and elicit answers that the candidate knows, not what they may not know. Likewise, psychometric tests should be used – but not as a rejection tool,” he explains, emphasising the correct application of scientific methods of hiring.

“Of course, there is nothing like a purple squirrel; there is nothing like a 100 per cent fit. Organisations should choose the best — one with the maximum competencies — among the candidates. The person who fits the role at that point of time then becomes the purple squirrel,” concludes Mukherjee, stating an oxymoronic truth.

The post Why companies should abandon the Purple Squirrel Syndrome appeared first on HR Katha.

Promoter-led firms or promoter-driven companies are organisations, where all the power rests with the promoters or founders of the company. In many such companies all decisions are mostly taken by the founders, while other professionals employed there are just expected to execute tasks and follow orders.

While such a promoter-led environment is very common amongst SMEs or MSMEs, in today’s time, new age companies are no different. That is because, the founders of startups tend to keep control of many things, making the environment similar to the one in promoter- led organisations.

“Toxic promoters do not really treat employees as humans. They regard them as commodities that can be replaced any time. They think they own their employees”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Not just small startups and SMEs, but even some hugely-funded startups and full-grown conglomerates still have a promoter-led environment. This happens because even after growing in size and scale, the promoters are so obsessed with power that they want to keep control of many things in the company.

Talking on condition of anonymity, the HR head of a healthcare startup in India shares that he experiences this promoter-led environment every day. “It actually becomes a mental torture,” he says. He further alleges that such founders who become CEOs of their companies at a young age lack professionalism. All they ever know is how to raise more funds, which actually gets to their head and builds their ego.

Many HR experts say that the primary problem with these founders and promoters is that they see success at a very early stage of their life. Since they lack social skills, they fail to connect with their people and teams. Moreover, their ‘I know it all attitude’ is like the cherry on top.

“Since many founders in the start-up ecosystem come from a tech background, they lack social skills,” says Sunil Singh, CHRO, Stellar Value Chain Solutions.

Also, many founders are not exposed to professionalism and haven’t really experienced careers as professionals with a company. Often, they become CEOs and founders of their startups at a very early stage in life.

“Founders of many of these new age companies, who become CEOs at a young age lack professionalism. All they ever know is how to raise more funds, which actually gets to their head and builds their ego. For employees, it becomes a mental torture”

HR-head of a healthcare start-up

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, also shares with HRKatha that when it comes to a promoter-led environment, startups and Indian family-led businesses have no difference. “Such promoters do not really treat employees as humans. They regard them as commodities that can be replaced any time. They think they own their employees,” observes Mukherjee.

Singh believes such founders need to first learn to stay grounded and not let the success get to their heads. “Stay grounded, listen to others, respect their views and value their contribution,” advises Singh.

He aptly gives an example of Natarajan Chandrasekaran, former CEO and MD of TCS, and now the chairperson of Tata Sons, who never owned a luxury car till he was the CEO of TCS.

Being open to learning and coaching is another attitude that can bring a positive change in their behaviour. Though many who have worked with such people may feel that such promoters are not often open to coaching or being advised, not all of them are the same.

“Since many founders in the start-up ecosystem come from a tech background, they lack social skills”

Sunil Singh, CHRO, Stellar Value Chain Solutions

On the other hand, Mukherjee shares that promoters need to start investing in their people and at the same time, value their human resource.

Adding to this, Singh also says, “It is for them to decide that and realise that business is not a solo game. They need a team to scale up and if they want to grow, they will have to change their mindset.”

Mukherjee is also of the opinion that in such an environment, the HR is also equally responsible in creating a hostile culture. He adds that the HR in such companies do not really take interest in developing the people. “As the HR, you will have to treat your employees as family,” suggests Mukherjee.

While it is not right to generalise and assume that all start-up founders are the same, of late some cases have cropped up and brought the issue to the limelight.

The post Lessons for promoters on how to manage their teams appeared first on HR Katha.

Right training, right tools

A bias is a natural and universal human tendency. There are different types of interview bias. It could be stereotype bias based on the age, religion, caste and community of the candidate. It could be gender bias, or even halo bias in which one characteristic of the interviewee overshadows all others — the institute they attended, the way they speak, the way they look, and so on.

“The best time to help a hiring manager overcome bias is to point out when it is actually being displayed”

Suresh  Dutt Tripathi, CHRO, Air India

Not surprisingly, the wide prevalence of interview bias is acknowledged even by recruiters. According to a LinkedIn survey, 42 per cent of recruiters believe that interview bias is a huge problem in traditional interviews. Chandrasekhar Mukherjee, CHRO, Bhilosa Group, opines that in most cases, the bias is personal. “Hiring managers must have the same philosophy as their organization,” he explains. “If the value system of an organisation prioritises talent and merit over all else while hiring, there is no scope for displaying bias at the interview. Therefore, ensuring the right culture fit is critical when an organisation hires talent acquisition and hiring managers,” he adds.

As far as interview bias is concerned, Mukherjee emphasises the importance of tools and methods such as psychometric tests and Behavioural Event Interviewing (BEI) to effectively banish bias and beat the halo effect. While psychometric tests gauge cognitive skills and behavioural style to objectively assess a candidate’s potential ability to excel in a job role, the BEI technique entails asking the candidate to recount a situation or experience they had previously faced at their workplace, so as to evaluate their future performance. “Implementing processes and systems that are difficult to bypass is key to eliminating personal bias and perception,” he adds.

A similar opinion is voiced by Suresh Dutt Tripathi, CHRO, Air India. Differentiating between intentional and unintentional bias, Tripathi describes both as being equally unacceptable, and the latter as being the more common of the two. “The best way to get rid of interview bias is to train the hiring managers and emphasise how unacceptable bias is,” he explains. Unintentional bias, according to Tripathi, usually gets minimised as a result of training. But what of intentional bias that persists? “Those who deliberately practise bias, even after training, should just be taken off the hiring panel,” replies Tripathi.

“According to me, any bias, including one that favours a candidate because they may be from so-and-so prestigious university or institute is just as undesirable as a bias related to sex, religion, class or language”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Pertinently, Tripathi points to the importance of timing in identifying, and thus helping eliminate bias. “The best time to help a hiring manager overcome bias is to point out when it is actually being displayed. Not in front of the candidate, but soon afterwards, if possible. Informing the individual right then and making them conscious of their folly usually works well,” he says.

Importance of diversity (Here too!)

A diverse interview panel or committee is one in which the interviewers differ in various respects —from gender and community to skills and experience. Studies have shown that a diverse interview panel is immensely helpful in evaluating a candidate more objectively, as a decision is not likely to be made on the basis of shared biases.

This idea is echoed by Rajeev Singh, CHRO, Solara Active Pharma Sciences. Speaking in the context of hiring for mid to senior-level positions, he says the best way to eliminate interview bias is to conduct multiple rounds of interviews with various stakeholders in the organisation. “It is important to ensure that the interview panel is diverse and heterogeneous. This will greatly increase the likelihood of arriving at a bias-free, collective decision,” he adds.

The benefits of heterogeneity are also enunciated by Mukherjee. “The more conflicting and disparate the opinions and ideas, the better and more balanced the decisions that are taken” he avers.

“It is important to ensure that the interview panel is diverse and heterogeneous. This will greatly increase the likelihood of arriving at a bias-free, collective decision”

Rajeev Singh, CHRO, Solara Active Pharma Sciences

All bias is undesirable

While some biases – such as those related to gender, socio-economic background and religion – are universally unacceptable, there also exist biases of a less strong nature that may not be deemed just as objectionable. Such biases may, for instance, relate to a person’s dialect indicating the region they may be from, or an institute they may have studied from – an IIT, IIM, XLRI, or TISS. “According to me, any bias, including one that favours a candidate because they may be from so-and-so prestigious university or institute is just as undesirable as a bias related to sex, religion, class or language,” Mukherjee emphasises, explaining that any kind of bias can seriously get in the way of hiring the right person for a job.

“It is, therefore, imperative that there is no bias,” he opines.

To conclude, while it is difficult to completely avoid unconscious bias, it is perhaps time that companies began seriously investing in tools and training to make the hiring staff aware of their biases and educate them on eliminating those.

The post How can hiring managers steer clear of interview bias? appeared first on HR Katha.

These leaders may be without titles, but know more about the working of the organisation than anyone else. While speaking with HRKatha, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, recalls his stint at Bennett Coleman & CO (BCCL), wherein he got to interact with many people without titles.

When he joined BCCL, Mukherjee was quick to recognise such people in his team. They were quite old in the system and had established a great network in the company, which often spread right up to the founders and owners.

“While such untitled leaders are very good at what they do, their education level often becomes a roadblock in their path to reaching a higher position”

Anil Mohanty, head of people, Medikabazaar

Though they were reporting to him, he treated them as equals. “I got to learn a lot about the organisation and how things worked in the company from them. Since these people commanded respect and had a reputation in the company, they were quite handy in certain situations and helped make some breakthroughs,” admits Mukherjee.

Despite not occupying a high position in the organisational hierarchy, such people serve as the change agents in a company. “I call such people ‘influencers’, as they are quite respected and popular amongst the people of the organisation,” says VDV Singh, CHRO, Rockman Industries.

Singh finds such people very useful in bringing about a transformation or a change in the company. This is because people follow them, and they have the personality that influences people to follow them. Therefore, they can be great change champions for the organisation.

It is generally observed that guiding and mentoring comes naturally to such people. Therefore, they make great mentors or buddies for the new hires and can actually be considered to spearhead the induction programme.

Moreover, Singh observes that people are so connected with such people in the company, that they end up being the binding force of the team they are part of. “The managers actually need them to keep the teams together,” observes Singh.

If these people are such great influences and leaders, why do they fail to reach the top level in the organisation?

Anil Mohanty, head of people, Medikabazaar, cites an example of one of his colleagues who had great leadership skills, was highly knowledgeable and was an exceptional individual contributor as well. “He had all the qualities and potential to become a CFO,” Mohanty recalls. However, since he was not qualified to be a CFO, he could not make it. Such examples abound across sectors. In management roles as well, many miss the opportunity for a higher designation simply because do not possess an MBA degree.

“Generally, organisations tend to focus on the high potentials and the best performers, and such solid citizens in the company are often ignored”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

“While these employees are very good at what they do, their education level often becomes a roadblock in their path to reaching a higher position,” explains Mohanty.

Chandrasekhar feels that even personal reasons prevent such people from climbing up the corporate ladder. “There are people who refuse certain opportunities that come their way, as they do not wish to relocate and leave their families. Sometimes, they are happy remaining as individual contributors,” mentions Chandrasekhar.

Though HR leaders do recognise that these people are important for the organisation, companies fail to pay attention to them. “Generally, organisations tend to focus on the high potentials and the best performers, and such people are often ignored. I call such people ‘solid citizens’ who are the backbone of a company. I believe such people are the most important lot in the organisation,” asserts Chandrasekhar.

Managers cannot afford to disengage such people Singh says. “Though such people are a critical talent for the company, if they are not managed well, they can end up as the biggest roadblocks for the managers,” says Singh.

Sharing his experience, Chandrasekhar says that these employees do not demand much except for respect and fair rewards for their work. Apart from that, they need to be treated as managers.

“The managers actually need such influencers to keep the teams together”

VDV Singh, CHRO, Rockman Industries

When Chandrasekhar was with BCCL, he made sure to take out time to have lunch with these people in an executive cafeteria. If required, rather than calling them to his own cabin, as a manager, Chandrasekhar himself went to their desks for work. “After all, such people are seniors in the company, but got left behind due to various reasons. When they see youngsters as their managers, they do feel bad about it. Therefore, it becomes important for young managers to treat them as equals and not as if you are their boss,” shares Chandrasekhar.

Often, HR leaders find that such people are very well connected within the organistion. In older companies such as Tata, Mahindra or Aditya Birla, there are many people who may not have a high position in the organisation, but may have direct relations with the founders since they are very old in the system. For managers, messing with such people may backfire bigtime.

We can call them ‘leaders without titles’, or ‘influencers’ or ‘solid citizens’ of the organisation. What is most important is to recognise that they are central to the company — in certain crisis situations, these are the people who can bring about breakthroughs.

The post How leaders without title play a role in transformation appeared first on HR Katha.

In India, the pay gap mainly exists between men and women professionals doing similar work, and that too in similar roles and positions.

The Gender Gap Report 2021, released by the World Economic Forum states that in India, women earn merely 21 per cent of the total income earned by men. Why?

From less representation of women in the workforce to organisational biases against women in certain roles and women returning after career break, are only some of the many reasons for the widening pay gap.

“Transparency in explaining the pay in hand, job grades and levels can be effectively practised”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Some global firms and institutions have tried to follow the pay transparency philosophy and have also seen encouraging results. Buffer, an American social- media management platform, has been following the pay transparency formula since 2013.

As per the reports shared by the company on public domain, in 2020, the unadjusted gender pay gap at Buffer stood at 12.5 per cent, and in 2021, it came down to 5.5 per cent. This did not happen overnight. The Company has been practising the pay transparency policy for a long time now.

In 2019, the gender pay gap at Buffer stood at 15.1 per cent. In 2020, it came down to 12.5 per cent and in 2021, it stood at 5.5 per cent. In fact, at the time of launch, the representation of women in the Company stood at 30 per cent, and now it is almost touching 50 per cent!

Buffer has shared its salary formula on the public domain and internally as well. Every employee knows how their own salary and that of their co-workers in the same role is designed.

A small research involving professors of public universities in Canada shows that a bit of transparency in salaries does impact the pay gap in companies. In 1996, the government passed a law making salaries of people earning above a certain threshold, ranging between $50,000 to $125,000 annually, a bit transparent.

The research based on the salaries of professors of public-sector universities revealed that within a few years of the transparency law being implemented, which was 1996, the gender pay gap had reduced by 30 per cent.

“While the intent around complete pay transparency may be genuine, it may not really be a good idea”

Anil Misra, CHRO, Jio Mart, B2B Grocery

Will complete pay transparency reduce pay gap?

When it comes to bringing about pay transparency, the response from the HR leaders is mixed.

Sailesh Menezes, CHRO, HPE India, feels that bringing in pay transparency will further create challenges for the HR team, as compensation is very confidential to a company and an individual as well. Rather, he suggests, “Companies need to bring in transparency in their pay philosophy. Unless that happens, transparency in pay will not help reduce the pay gap”.

Anil Misra, CHRO, Jio Mart, B2B Grocery, points out that when companies start making salaries transparent, people will start comparing each other’s salaries, and this will lead to utter chaos. “While the intent around complete pay transparency may be genuine, it may not really be a good idea,” mentions Misra.

Although research shows that pay transparency has helped reduce pay gap, the fact remains that making salaries open to all or transparent can bring in a lot of other challenges. Pay transparency is a double-edged sword.

What level of transparency is appropriate?

It is essential to establish what level of transparency a company can bring in the salaries.

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, believes that there is scope for a certain level of transparency in pay, which can actually help reduce the pay gap.

“Companies need to bring in transparency in their pay philosophy. Unless that happens, transparency in pay will not help reduce the pay gap”

Sailesh Menezes, CHRO, HPE India

According to Mukherjee, companies can choose not to share the entire salaries of all, but instead, share information about all job grades and the salary ranges in the company across all bands. Companies can even share how the salaries of the employees are determined. “Transparency in explaining the pay in hand, job grades and levels can be effectively practised,” Mukherjee states. In fact, he has seen multinational firms practising this. They share information around grades, salary formulae and how salaries are determined.

The above examples of Buffer and public universities in Canada also show that there the pay transparency is not really complete. In both cases, the transparency in pay was established only at some levels.

Though researchers believe that bringing in more pay transparency will further reduce the pay gap, how much transparency about pay is legitimate for an organisation is something that experts may have to seriously think about.

The post Can pay transparency help reduce pay gap? appeared first on HR Katha.

Human resource leaders will have to see how the new trends have and will alter the organisation’s strategic goals and plans, and what immediate and long-term workforce adjustments will be needed as a result.

Also, HR will need to analyse the impact of multiple scenarios to identify and prepare for technological, social and labour changes that can significantly shift talent needs. The new imperative for HR will be to influence day-to-day changes, create trust and team cohesion, and play a critical role in organisation design and change management.

Great resignation a disguise of great movement

The ‘great resignation’ is due to many factors. The normal annual attrition had hit the pause button due to the pandemic, and organisations are rehiring after laying off employees. Certain sectors, such as technology and manufacturing, are hiring additional workforces due to growth in business.

Organisations that lacked a positive and inclusive company culture in a remote work environment are seeing higher than normal attrition. How employees are treated during a bad/abnormal phase is also very critical to the flight of talent from an organisation.

“It is important for HR to be credible activists in the eyes of all stakeholders, including the organisation, line managers, employees and society at large”

HR to look beyond models and best practices; be more innovative and hands on

Human recource needs to embrace complexity and not be over reliant on models or best practices. Models may help deal with complexities, but successful HR teams embrace complexities, as they realise that human behaviour is complex and difficult to predict. The need of the hour is for HR to take up the role of an activist in a positive sense. A credible activist is seen as a successful and effective HR professional— one who drives business results, is trusted by business leaders and also has a strong point of view. It is important for HR to be credible activists in the eyes of all stakeholders, including the organisation, line managers, employees and society at large.

HR managing compliance issues

Statutory and regulatory compliance is increasing by the day and with the implementation of the new labour codes, I foresee compliance taking up a substantial amount of time of senior HR professionals, including working towards a mindset change within the organisation vis-à-vis compliance. As a society, we need to move from a ‘Chalta Hai’ attitude towards compliance — to being more compliant in all spheres of life.

Change in leadership development programmes in 2022

Post the pandemic, change management will be a critical competency for any successful manager. Hence, I do see a great need for high-quality and carefullytargeted leadership programmes, which should include development of lifecoaching skills. Flexible workforces are becoming a reality and a long term trend. Independence and autonomy were a positive experience. Going back to the old situation, working in the office with a manager close by does not seem to be a very nice prospect for many. Hence, managers and leaders need to relearn the art of managing and leading.

The post “New imperative for HR will be to influence day-to-day changes, and play a critical role in organisation design,” Chandrasekhar Mukherjee appeared first on HR Katha.

An employee handbook is a compilation of all the rules pertaining to everything from attendance to benefits, compensation and the HR policies in a company. All HR leaders that HRKatha interacted with, agreed that there is a need for companies to revamp their employee manuals, since the post pandemic era looks way different than it did a couple of years ago.

Jayant Kumar, president – HR, Adani Ports & SEZ, states that the employee handbook is the manifestation of the employee – employer workplace engagement. Since the operating systems and working models have changed, there is definitely a need to rewrite this manual, and many firms will rewrite the same for sure.

“When leaders revisit their HR policies they should first see the impact of the new operating system on the workplace engagement of the organisation”

Jayant Kumar, president – HR, Adani Ports & SEZ

“When leaders revisit their HR policies they should first see the impact of the new operating system on the workplace engagement of the organisation,” advises Kumar.

Companies are advised to revisit their HR policies from time to time, ideally, at the end of every year.

All progressive companies do re-examine their employee handbook annually, since the laws of the land and even employee behaviour keep changing with time. The HR policies need to align with all such evolving aspects. Given the global impact the pandemic has had, all companies, big and small, have been forced to pore over their employee handbooks in earnest.

Before digging into the changes or the focus areas of these changes, it is essential for organisations to understand the pulse of the organisation.

Talking to HRKatha, Alex Augustine, chief people officer, WayCool Foods, shares that they have started the process of revisiting their HR policies and their handbook after the pandemic. However, they are ensuring that they get a feedback from the employees regarding the changes they are desirous of witnessing.

“We are evaluating our employee handbook and have begun with an employee survey to take feedback from the workforce on the basis of which changes will take place,” shares Augustine.

Important areas for change

Time and attendance: Since people have experienced that work can be done from home and in many roles organisations are still willing to allow remote-working options, rigidity in terms of time and attendance or even showing up at the workplace daily would change. There will be more flexibility. “I foresee many companies following the hybrid model, especially for tech roles,” says Augustine. If hybrid is really the future of work, then the whole purpose of a workplace will be reduced to serving as a hub for more collaborative activities, particularly in the tech and IR sector. In fact, Augustine reveals, “Flexibility has become a major differentiator for candidates when they look for jobs”.

“There will be more video calls and less travel for meetings”

Chandrasekhar Mukherjee, CHRO,Bhilosa Group

Performance review: There will be a sea change in the performance-review system of an organisation. With remote work kicking in, employees working from locations away from the workplace will be judged on the outcome. Whether they work for five hours or nine, what will matter is the fact that the work gets done.

In fact, managers will be trained to review their peers who are not physically present in the office, so bias of any kind will be eliminated. “Employers may get leaner in terms of the number of hours the employees put in. It will be more about the end result. Even managers would be trained and sensitised on how to review their remote-working staff,” says Chandrasekhar Mukherjee, CHRO,Bhilosa Group.

Employee wellness: As per HR leaders, there will be more emphasis on keeping employees healthy. Companies that can provide better health services and benefits to employees will definitely do it. In fact, many companies have updated their employee-wellness programmes, health benefits and other major offerings such as tie-ups with hospitals and doctors for free consultations. Mukherjee feels that there will be a huge shift in the wellness initiatives for not just the white-collared employees but also the blue-collared ones who do not have the privilege to work from home. “There will be reforms in the canteens of the workplaces, with companies investing in more healthy diets and products. In fact, this will also increase the cost of the canteen,” says Mukherjee.

Travel policies: Though face-to-face interactions will remain, the number of face-to- face meetings will reduce feels Mukherjee. For the initial conversation with the client or any other stakeholder, the virtual mode of conversations would be used. At the final and closing stage, face-to-face interactions will be required. “So, there will be more video calls and less travel for meetings,” points out Mukherjee.

“I would say that every sector has been impacted in some way or other, and changes will continue, even though they may vary from sector to sector”

Alex Augustine, chief people officer, WayCool Foods

IT governance: Since many employees would be expected to work remotely or follow a hybrid work model, data would be at risk. Companies were quick to realise this when during the complete lockdown. There will be employee guidelines and behaviours pertaining to the kind of data that can be shared, the platforms they can be shared on and with whom.

Surely, the pandemic did not impact all sectors the same way. There may be sectors that have been less impacted. For them, work continued as usualt, while for others, such as the IT sector, changes have been quite significant, including in he handbook.

“I would say that every sector has been impacted in some way or other, and changes will continue, even though they may vary from sector to sector,” says Augustine.

“I don’t see this from the lens of any particular sector or industry. My lens would be the progressiveness of the organisation. The one that are progressive and consider employees as major assets, will change,” asserts Kumar. Yes. There will be change, and hopefully, only for the better.

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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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For instance, Facebook, one of the biggest employers in tech, globally, offers tech talent, compensation which is 25 per cent more than the market average to attract and retain them.

“For critical roles or for talent possessing hot skills, many employers are willing to stretch their pay”

Chandrasekhar Mukherjee, CHRO, Bhilosa Group

Chandrasekhar Mukherjee, CHRO, Bhilosa Group, explains that offering compensation higher than the market average should be viewed strictly as a business decision. He believes that companies undertake such a decision to secure a dominant position in the talent market. Further, such commitments are generally made by the employer only for talent critical to business operation. “For critical roles or for talent possessing hot skills, many employers are willing to stretch their pay brackets and offer compensations higher than the market. This lures top talent,” he said.

Mukherjee clarifies that such business strategies are employed when an employer’s brand is either not popular or has no stand in the market. This generally happens when the business is still in the building phase.

Higher pay is often doled out to talent, which, in turn is expected to bring in value to the Company’s business at par with what they’re making. Further, employers can also offer higher pay when they are not in a position to match what their competitors may be offering in terms of other employment benefits.

The ‘hot’ or ‘in-demand’ skills, as Mukherjee mentions, continue to change for businesses as they grow and evolve. In today’s world, the ‘hot’ skills are primarily possessed by people with a background in tech. Anil Mohanty, head of people, Medikabazaar, admits that he hasn’t ever seen the talent market as hot as it is for tech today.

“The primary issue here is supply and demand. As more and more companies emerge, there are more players in the market vying for the same set of talent. Hence, an advantage in any form — compensation being a big one — is a plus for a recruiter and is an important business strategy employed by the employer,” he says.

However, higher packages also have certain risks. The strategy may even backfire for the employer.

“There needs to be a shift in this ideology of offering more and more in terms of compensation. A mix of outsourced talent — people hired on requirement basis —and talent grown internally can be a welcome revision to the workforce, which can somewhat disrupt this trend”

Anil Mohanty, head of people, Medikabazaar

Mukherjee calls it a gamble, where the employer bets on an external talent, whose potential output is still a question. After all, he points out, that a talent’s high performance in the previous organisation may not necessarily translate into a high output in the new role.

Further, paying a new hire at a greater scale can also cause rifts within the organisation as the existing employees in different functions may feel discriminated against or disadvantaged.

Anil Mohanty explains that the phenomenon has peaked at the moment in tech hiring in India, as the scenario resembles the bidding process in an auction. One company offers x, while the other offers x+1, and so the figure keeps on growing. He, however, questions this trend and believes such recruitment and business strategy will be short lived.

In fact, industry experts tell HRKatha that the trend — which is primarily seen in the tech space and that too because of startups mushrooming everywhere— may last only for two to three years. Some of these new companies are able to obtain heavy funding, which they invest in developing an internal talent pool. The bubble will burst when the funds stop flowing in and when the direct competition with the already established bigger companies in the space — in terms of output — becomes more apparent. Then, maintaining the high pay scales may be difficult for these startups.

“There needs to be a shift in this ideology of offering more and more in terms of compensation. A mix of outsourced talent — people hired on requirement basis —and talent grown internally can be a welcome revision to the workforce, which can somewhat disrupt this trend,” suggests Mohanty.

The post Luring talent with higher salaries — a short-lived trend? appeared first on HR Katha.

While catering to customers around the world from different communities, cultures, ranks, regions, races and backgrounds, businesses have come to realise that to serve diverse sets of customers and consumers, they need diverse talent.

Many global MNCs have beefed up their diversity agendas and goals. American giants have been forced to acknowledge black representation in their workforce, especially after movements such as ‘Black Lives Matter’ in the US gathered steam. Not ones to be left behind, Indian companies too have started introducing HR policies and programmes which are increasingly supporting the representation of women at every level of the organisation. Ultimately, it all boils down to the numbers game.

“Even while hiring for diversity, it is a talent call. The difference is, it makes the job of an HR more difficult to get CVs from diverse backgrounds and hire people from diverse communities even while ensuring that it does not compromise on the ability of the talent”

Nisha Verma, CHRO, Apparel Group

Companies have reservations in place for a particular set of people in their workforce, to ensure diversity. In countries such as the US, such reservations are introduced for Blacks, Asians, Latinos and other under-represented communities. In India, companies take such measures to ensure more women in the workforce. Does this harm the meritocracy culture of the company?

In a way it does. When organisations have a diversity agenda in place to ensure inclusion of certain under-represented classes or groups, say women, people with disabilities or members from the LGBTQ+ communities, the members of these communities manage to bag positions which, sometimes, the more deserving ones from the general population may feel they lost out on because of such internal reservations/policies in organisations.

Merit-based hiring and diversity

Given a choice, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, would definitely go for meritocracy while hiring. He believes that if one hires on merit, diversity will naturally come about in the organisation. “Hiring on merit will automatically lead to diversity,” he states.

Reserve a certain number of posts, while hiring from colleges and campuses, for entry-level positions and then nurture a culture of equal opportunities for everyone in the company

Sunil Ranjhan, SVP-HR, LG Electronics

To explain further, Mukherjee shares that when he was at the National Stock Exchange (NSE), people were hired on merit alone, and yet, they were able to achieve 30 per cent representation of women in the Exchange. “This number was achieved without really doing anything. We simply hired people on merit and women automatically got included in the workforce because they were truly deserving,” explains Chandrasekhar.

In fact, Chandrasekhar believes that setting a number as part of the diversity agenda or goal, actually hampers meritocracy in the firm. “Having reservations in the organisation totally defeats meritocracy,” asserts Chandrasekhar.

Specific measures

How can one ensure a diverse set of people in the workforce without real conscious efforts?

Surely specific diversity agendas do help. That is why, Nisha Verma, CHRO, Apparel Group, totally supports assigning numbers to the organisation’s diversity goals. She strongly believes that despite having reservations in place, meritocracy can still be achieved. According to her, even if a company chooses to have a certain number of people from a particular background, it will not hire just anybody from that community. “Even while hiring for diversity, it is a talent call. The difference is, it makes the job of an HR more difficult to get CVs from diverse backgrounds and hire people from diverse communities even while ensuring that it does not compromise on the ability of the talent,” points out Verma.

Going on to cite an example, Verma says that if there are two candidates with equal capabilities, the one who comes from a diverse set of the talent pool, which the company seeks to acquire, will make the cut. Of course, this may upset the other equally capable candidate and urge him or her to question the hiring process. “That is why, while hiring for diversity, the message needs to be very clear. People should be aware of the larger picture as to why the company is hiring diverse talent for the overall success of the organisation,” explains Verma.

“Hiring on merit will automatically lead to diversity”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Supply vs demand

The problem arises when it comes to the demand and supply game. A company may have 50 vacancies for which there may be 500 eligible candidates. However, only 50 out of those 500 can be picked. Some companies may simply go for a lottery system without really bothering about who those 50 out of 500 would be. Others may hire as per their requirements, where the diversity goals come into play. Irrespective of the selection process, the fact remains that only 50 people will get hired. Does not mean that the remaining 450 were incapable? Certainly not. It only means that there is no requirement for them in the company at that point of time.

While Verma and Chandrasekhar take totally opposite stands on how diversity can be achieved in an organisation, Sunil Ranjhan, SVP-HR, LG Electronics, suggests a middle path.

Equal opportunities

Ranjhan prefers to reserve a certain number of posts, while hiring from colleges and campuses, for entry-level positions — depending on the geographical demographics of the region — and then nurture a culture of equal opportunities for everyone in the company. “After hiring as per the numbers or diversity goals in the beginning, the company’s culture and policies will automatically give opportunity to everyone internally, ensuring an equal chance to grow,” enunciates Ranjhan.

The debate about choosing diversity over meritocracy will surely continue for some. However, looking at things from a different perspective may help achieve equilibrium.

The post How to ensure meritocracy while having diversity appeared first on HR Katha.

‘Has Immersive technology established its effectiveness as a tool in L&D, or is it still gimmicky?’ was the topic of the second session of The Great HR Debate-LearnTech Special, the virtual event held on December 10, 2021.

“In HR, Immersive technology can take one about 85 to 90 per cent of the way, but not all the way through”

Chandrasekhar Mukherjee, Sr. president – HR & CHRO, Bhilosa Industries

The panel of speakers comprised Indrani Chatterjee, group chief people officer, Allcargo Logistics; Chandrasekhar Mukherjee, Sr. president – HR & CHRO, Bhilosa Industries; Atul Mathur, executive vice president at Aditya Birla Capital; Rajesh Balaji, chief human resources officer, Matrimony.com; Srikrishnan, vice president & head – Vired for Business; Adetya VN Chopra, chief learning officer, Motilal Oswal Financial Services, were speakers at the panel.

The session was moderated by Gaurika Tandon, head-learning, engagement and employer brand, Bennett Coleman & Co.

Opening the debate, Tandon reminded everyone of how things had changed for organisations in the past two years.

“In today’s world, the talent market is so buoyant that in order to keep the employer brand up and active, it becomes very important for HR folk to provide the right learning ecosystem to employees. Without this ‘pull’ for learning, employees will not understand what learning means,” said Tandon.

She also pointed out the obvious changes brought about by the pandemic.

“The impact of immersive technology in our lives is far reaching, beyond just the learning modules”

Indrani Chatterjee, group chief people officer, Allcargo

Segueing into the main topic, she asked Srikrishnan about the definition of ‘immersive learning’ who responded by stating how “immersive learning had served as a tailwind to the learning function” and how “everybody was talking about upskilling and staying relevant in the market”.

Describing the transformation, he said, “Novel learning formats and new learning deliveries came along. Immersive technology created distinct experiences by merging the physical world with the digital or simulated reality.”

Indrani Chatterjee informed at this point that the logistics sector was the first one to adapt immersive technology through commerce.

She pointed out that “the impact of immersive technology in our lives is far reaching, beyond just the learning modules”. Coming from the logistics segment, she could vouch for the same because she had witnessed its application to the e-commerce and logistic segments.” she said.

“Immersive tech has taken convenience to a different level altogether. We do have some challenges — mass adaption or extent of adaption and miniaturisation”

Rajesh Balaji, CHRO, Matrimony.com

Chatterjee acknowledged that “to upskill the team and introduce the right level of enhancements, an enormous amount of work has been done at the backend, by the learning team as well as the external learning providers. The latter helped create different apps, while the education team helped us use those apps as an internal customer, before we gave them to the external costumer”.

She goes on to say that “It has become a way of life, and it is business as usual. The number of hits on online shopping platforms is more than the footfall at brick and mortar shops. This speaks volumes about the success of the immersive technology.”

However, immersive learning isn’t suited to all industry practices. “Even though it is extremely useful in something like sales training, it loses its effectiveness while building leaders and managers because there needs to be personal interaction between people for this to be possible,” explains Chandrasekhar Mukherjee.

“This technology is going to come in a big, big way — not only in learning but other aspects of our functioning. If the organisations gear up well, to create a better ecosystem, the roadblock can be moved pretty seamlessly”

Atul Mathur, EVP & head of learning, Aditya Birla Capital

He points out that for HR heads, a training programme is used to get feedback from the employees. Immersive technology cannot replace one-to-one interactions for feedback.

“When I hear my daughter’s voice, I feel happy but when I actually see her I feel happier. And finally, I’m the happiest when I hug her at the airport. In HR, Immersive technology can take one about 85 to 90 per cent of the way, but not all the way through,” explains Mukherjee.

It is also not easy to implement immersive technology. The challenges in its application are manifold, from slow rollout to monetary issues.

As Adetya VN Chopra enunciated, “Immersive technology in its simplest sense is AR, VR and video learning. Implementation of IT is a very cost heavy proposition. Organisations across the world are already there. In India, IT is amplifying live experiences. Data from India reveals that e-learning consumption is still not up to the mark in terms of how we invest in e-learning today. Along with serious thought and deeper engineering, it requires immersive technology developers to play a bigger role because we are specific about what these technologies have to offer to us.

Clearly, cost has to justify the result. Therefore, is India even ready for widespread use of immersive learning / technology, or is it too early? Rajesh Balaji was very confident that India is indeed ready for this big mode of learning, and feels it is not too early for India.

“Immersive learning had served as a tailwind to the learning function”

Srikrishnan V, head of enterprise sales, Hero Vired

He said, “We are a country where the per capita use of mobiles is the highest after China. Immersive tech has taken convenience to a different level altogether. We do have some challenges — mass adaption or extent of adaption and miniaturisation. The usage will become widespread and grant us varied points of view from the population. In India, when it reaches the masses, it’ll change the thought process of the people.”

The biggest barrier to accessing immersive learning is money. Therefore, when it becomes cost friendly for the general population, it’ll be quickly accepted by the masses.

Atul Mathur agrees “This technology is going to come in a big, big way — not only in learning but other aspects of our functioning. If the organisations gear up well, to create a better ecosystem, the roadblock can be moved pretty seamlessly,” he asserted.

“E-learning consumption is still not up to the mark in terms of how we invest in it today. Along with serious thought and deeper engineering, it requires immersive technology developers to play a bigger role”

Adetya Chopra, CLO, Motilal Oswal Financial Services

The audience wanted to know if it was still early days for immersive technology and shouldn’t the onus be on the firms to first streamline their use before rushing to adopt it as an L&D tool?

Chatterjee’s response was that, “Learning is a personal responsibility. If people want to learn, they will. If they don’t want to learn they will not. In our organisation, we have linked the career growth with the learning levels. If one pushes the responsibility back to the employee, the RoI would be ensured.”

As for it being too early for the technology, she felt, “After what we have gone through in these two years, there’s nothing called too early or too late. It’s simply about reacting to the stimuli. At this moment, there’s a need. I have seen the economics blooming.”

Mathur reminded everyone that even the world of digital is the world of ‘and’, and not ‘or’.

“The talent market is so buoyant that in order to keep the employer brand up and active, it becomes very important for HR folk to provide the right learning ecosystem to employees”

Gaurika Tandon, head-learning, engagement and employer brand, Bennett Coleman & Co.

People need to keep in mind the changing work landscape. In a hybrid workplace, where some people are working from home and some from office, there should be a clarity about what works best for the employees. Immersive learning may work in some cases, but it may be futile in others.

It is better to be patient and choose the best solution that is suitable for the scenario. Digital is the future, but organisations should be careful about how they put the technology to use for the betterment of the world.

The Great HR Debate – LearnTech special was powered by Hero Vired and co-powered by Skillsoft.

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The upcoming edition is a LearnTech special, where HR and learning heads from across industries will debate and discuss some hard-hitting topics pertaining to the learning technology space. The objective of this edition of TGHR is to gain insights into learning technologies and what learning would look like in the year 2022.

As usual, more than 15 HR and learning leaders will come together on one platform to discuss, probe and deliberate on existing and emerging learning technologies and their impact. Like last time, we will have three panel discussions, where senior HR and learning leaders will be speaking.

TGHR – LearnTech special is scheduled for Friday, December 10, 2021 and will commence at 2:15 PM. The event will start with an inaugural speech by Prajjal Saha, founder & editor, HRKatha, after which there will be a short break, before the first panel discussion starts at 2:30 PM.

The topic for the first panel is, ‘Has technology changed the consumption of learning? Are we going the Netflix way?’

The panel will be moderated by Divyesh Sindwaad, regional vice president, Skillsoft, and an entrepreneur who has helped drive digital-led HR solutions for organisations for two decades.

The eminent debaters part of the panel are Ganesh Subramaniam, CHRO, More Retail; Reena Tyagi, CHRO, ManipalCigna Health Insurance; Anant Garg, director- HR, India & South Asia, Becton Dickinson; Biswarup Goswami, CHRO, GHCL and Ranjith Menon, SVP-HR, Hinduja Global Solutions.

The first panel will be concluded by 3:25 PM. A short break later, the second panel will begin at 3:30 PM, moderated by Gaurika Tandon, head-learning, employer brand & engagement, Bennett Coleman & Co.

The topic for this panel is, ‘Have immersive technologies established their effectiveness as L&D tools, or are they still gimmicky?’

The debaters who are part of this panel are as follows, Atul Mathur, EVP & head of learning, Aditya Birla Group; Adetya Chopra, chief learning officer, Motilal Oswal Financial Services; Indrani Chatterjee, group CHRO, Allcargo; Rajesh Balaji, CHRO, Matrimony.com; Chandrasekhar Mukherjee, CHRO, Bhilosa Industries and Srikrishnan V, head of enterprise sales, Hero Vired.

By 4:25 PM, the second panel will be concluded and the third panel will begin five minutes later, at 4:30 PM.

The topic for the third and last panel of the event is, ‘Should technology only support learning, and not dictate it?’ This will be moderated by Emmanuel David, former director, TMTC and senior HR leader, who has more than three decades of experience in HR.

The debaters who are part of the third panel are Ramesh Mitragotri, CHRO, Ultratech; C. Jayakumar, CHRO, Larsen & Toubro; P.Dwarakanath, former chairman, GSK Healthcare and Pramath Nath, CHRO, India & APAC, GE Steam Power.

All HR heads, CHROs, functional HR leaders and other CXOs and functional heads are invited to attend this virtual event. It is an open event with no registration fee. Please click here register for The Great HR Debate – LearnTech special.

The Great HR Debate – LearnTech special is powered by Hero Vired and co-powered by Skillsoft.

The post What learning technology would look like in 2022 appeared first on HR Katha.

An American study conducted in 2019, states that married employees enjoy more flexibility at the workplace as compared to bachelors or those without a spouse or children. In fact, the study revealed that 70 per cent of companies only offered family paid leaves to employees with children. About 41 per cent of companies only offered flexible work schedules to married people. While 56 per cent of the companies surveyed offered a four-day work week to employees with children, only 36 per cent offered the facility to employees with no children.

“Equal flexibility can be given to all people, irrespective of whether they are married or single, without compromising on the output”

Sudhansu Misra, CHRO, Tata Coffee

This means, workplaces do subscribe to the belief that single employees with no responsibilities — children or partners to take care of — have no life beyond office. Therefore, they can be expected to cover for the married employees with kids. In fact, in a blog post, one American channel producer shared that when she was single and had no children, she was asked to come to the office every weekend or on public holidays to cover up for the married colleagues who got time off to spend with their spouses or tend to their children at home. Bella De Paulo, a social activist and author, coined the term ‘singlism’ for this discrimination.

Talking with HRKatha, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, does agree that married employees need more support in terms of flexibility, because after marriage their responsibilities towards their partners, children and even in-laws become more important.

Mukherjee also states that the cultural nuances in our country include several ceremonies and customs that married people are expected to attend or participate in. “For instance, in West Bengal, the Jamai Shashthi is a festival that celebrates the bond between sons-in law and mothers-in law,” says Mukherjee.

In addition to celebrating their wedding anniversaries, married employees with kids are required to attend parent-teacher meetings, annual days and other events at their children’s schools. However, Mukherjee clarifies that just because married employees have more commitments and responsibilities, it does not in any way mean that bachelors do not deserve flexibility in their lives.

“Bachelors and married people both need flexibility and should be given the same. However, married employees need more support in terms of flexibility than bachelors”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

There are cases where bachelors, often being single children, are the only ones who can take care of their aged or elderly parents. “Bachelors and married people both need flexibility and should be given the same. However, married employees need more support in terms of flexibility than bachelors,” clarifies Mukherjee.

Sudhansu Misra, CHRO, Tata Coffee, disagrees. According to him, circumstances vary from individual to individual. “A newly-employed bachelor, who has just passed out from college and moved to a different city for his job, may need more support in terms of flexibility to settle down in the new job,” points out Misra.

A disparity in offering flexibility will only create differences and may not be good for the workplace believes Misra. “Equal flexibility can be given to all people, irrespective of whether they are married or single, without compromising on the output,” says Misra.

“I have never seen such discrimination happening at workplaces. If it does exist, it would be unfair, as it creates inequality amongst people”

Nishant Madhukar, former HR head, FnP

Nishant Madhukar, former HR head, FnP, states, “I have never seen such discrimination happening at workplaces. If it does exist, it would be unfair, as it creates inequality amongst people.”

While many may disagree, at some level, most managers believe that single employees do not have any responsibility towards anyone outside of work. In reality, however, that may not be the case. Singles may have aspirations and dreams to fulfil, hobbies to pursue or may just want to spend more time with their parents and friends. After all, ‘me time’ is something everybody deserves.

The post Are workplaces suffering from ‘singlism’? appeared first on HR Katha.

“With other functions in the business environment already digitised, the HR is supposed to build a mindset and competencies where people can use and adopt such digital tools to build a culture around it”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

A 2021 global study has revealed that the intention of HR leaders to digitise their HR processes is quite high at 83 per cent. However, digital transformation at the workplace is a journey, which requires everyone to be in sync in order to be successful. That means, every function in the organisation needs to transform digitally. In a global conference at Paris, a representative of Orange, the global telecommunications company, revealed that the CEO hired an HR head to enable digital transformation in the company, instead of appointing a chief digital officer.

“If employees find that one function of the organisation is not as competent and digitised as the others, they will seek better employee experience elsewhere”

Ramesh Shankar S, senior HR leader

That means, driving digital transformation is not about technology but about the people in the company. As the HR department is connected to all other functions in the company, it needs to ensure that everyone is in sync with the process of digitisation. Let us see how the HR can facilitate this transformation journey.

Ensuring a seamless experience

Ramesh Shankar S, senior HR leader, explains that it is very similar to how people operate in a bank. Nowadays, all financial assistance to the customer is provided digitally. All queries are addressed digitally, and all monetary transactions, even loans, are facilitated digitally. If customers find that some areas of service are digitised and others are not, they will simply move to another bank for a better experience. This can happen with the workforce as well. If employees find that one function of the organisation is not as competent and digitised as the others, they will seek better employee experience elsewhere. “Now, people are used to enjoying a seamless experience at work. They want things to be accomplished with a single click of a button,” points out Shankar.

“True integration will happen when the heads of departments and managers drive the adoption of digitisation through a top-down approach to make it a success”

Anil Mohanty, head of people, Medikabazaar,

Ensuring the right mindset & competencies

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, likens digital transformation to any other change-management process. He believes that HR has probably been the last function to be digitised in a business environment, compared to other functions. The reason is clear — larger cost saving processes were digitised first.

“With other functions in the business environment already digitised, the HR is supposed to build a mindset and competencies where people can use and adopt such digital tools to build a culture around it,” explains Mukherjee.

Ensuring a top-down approach

For the HR, however, undergoing digital transformation in the HR processes has been a big challenge, especially in the smaller companies. As per Anil Mohanty, head of people, Medikabazaar, tech savviness and the eagerness to adopt digital tools flows from the top. Mohanty admits that he has seen people refraining from using digital tools for leave approvals and performance management, claiming them to be too complex. “True integration will happen when the heads of departments and managers drive the adoption of digitisation through a top-down approach to make it a success,” insists Mohanty.

The post Why other functions need to pace-up with HR for successful digitalisation appeared first on HR Katha.

Happiness@work is powered by Happyness.me, a part of the consulting division of House of Cheer Networks, a full-service people, technology, media and entertainment hub specialising in Creation, Curation and Consultancy, to help companies reimagine their business and growth strategy.

In this latest episode, Prajjal Saha, founder & editor, HRKatha interviews Chandrasekhar Mukherjee, CHRO, Bhilosa Industries who talks about his experiences in many of the MNCs and conglomerates that he worked in his more than two decade career. He describes how as an HR leader he has led employee happiness initiatives in companies he has worked for and what challenges came as part of it.

The post Who are the biggest cribmasters in an organisation? appeared first on HR Katha.

In India, the lion’s share of domestic workload is shouldered by the women of the house. They are expected to juggle the house work, including handling the kitchen and children, along with their professional commitments. A LinkedIn opportunity index report published this year stated that almost 85 per cent of women miss out on promotions and pay raise because of their gender. As per the same report, almost 71 per cent of working women and mothers feel that the major reason for this is familial responsibilities. In fact, a global report also shows that more working mothers make use of flexible working benefits at work than the men. That means, men get more face time at work and are more likely to get promotions or be part of important projects. The women, on the other hand, lose out on precious opportunities to excel at work. How is this connected to the hybrid work model, the topic we set out to discuss?

“As an organisation, we will have to invest in the right technology to enable and foster the hybrid work model, which promotes and boosts employee productivity and connect. The appraisal system also needs to be output-based — measured on potential and performance”

Chandrasekhar Mukherjee, CHRO, Bhilosa Industries

Gender inequality

When we say that the hybrid work model is the future of the workplace, we are accepting that there will be a lot of flexibility in the future. Will not this flexi model put women employees in the back seat?

Women are the primary caregivers at home, and they are also the ones who take on the larger share of the household work. Naturally, it is more likely that more women will be expected to avail flexible working benefits as compared to men, who can enjoy these benefits even while working from office. Therefore, it is more likely to lead to more gender inequality, which already exists at the workplace. If anything, the inequality or gap will only widen with the hybrid work model in place.

“This is the real problem that workplaces will face in the future, since many employers are opting for the hybrid working model,” says Ranjith Menon, SVP-HR, Hinduja Global Solutions. In fact, Menon also believes that if employers fail to pay attention to this situation where women are more likely to be at a disadvantage, gender inequality and gap is likely to keep widening.

Begin with the organisational culture

According to Menon, gender equality should be demonstrated first at home itself. He agrees that women end up shouldering more of the domestic responsibilities, while their career takes a backseat. “We will have to reset the division of labour or work at home, so that men and women share the responsibility of stepping up to take family responsibilities, equally,” suggests Menon, but this is only action at a personal level. How can companies bring about a change at the workplace?

From an organisation’s point of view, culture should promote equal opportunities for both genders. “First and foremost, it is the culture of the organisation that should demonstrate equal opportunities for all. Only then will the policies made around them prove to be useful,” asserts Menon.

“Gender equality gaps is the real problem that workplaces will face in the future, since many employers are opting for the hybrid working model”

Ranjith Menon, SVP-HR, Hinduja Global Solutions

When companies come up with policies of parental leaves or other benefits, typically meant for women, they should ensure they are gender agnostic. For instance, Diageo recently announced equal parental leaves for all genders and equal medical leave benefits too, making the policy truly gender inclusive.

Women leaders should show the way

Another key aspect is that women leadership at the organisation should become the role models for this movement. “If women leaders set an example and demonstrate that they can be professionally successful, irrespective of whether they work from home or office, they will be able to motivate other women employees,” shares Menon.

Talking to HRKatha, Chandrasekhar Mukherjee, CHRO, Bhilosa Industries, shares that the Company’s women mentorship programme involves senior women leaders counselling all women employees on the challenges that come with balancing home and work.

On the other hand, Pia Shome, chief people officer, U Gro Capital, believes that employers and managers have to become mature enough to understand that whether a woman professional works remotely or from office, she needs to be measured in terms of the output and rewarded accordingly. This will ensure a woman’s success at work. In fact, Shome cites an example of one of her friends who is also an HR head for the APAC region in a company and manages her entire work remotely. “There are numerous instances of employers who have achieved gender equality at work in any situation. So, it is all about having more conversations around this at the workplace and managers showing the maturity to recognise good talent, irrespective of where they are working from,” points out Shome.

Investment in technology

In fact, Shome herself enjoys working from home and feels no disconnect from the workplace because of technology, which she feels only ensures seamless connection. That is not all, Shome appreciates her forever supportive colleagues who make themselves available and accessible at all times.

“Solution is to have more conversations around how we can promote gender inclusivity at the workplace and managers showing the maturity to recognise good talent, irrespective of where they are working from”

Pia Shome, chief people officer, U Gro Capital

“As an organisation, we will have to invest in the right technology to enable and foster the hybrid work model, which promotes and boosts employee productivity and connect. The appraisal system also needs to be output-based — measured on potential and performance,” explains Mukherjee.

While employers are seriously considering the hybrid work model for their organisations, for the long term, they should also take care not to ignore the women in the workforce. They should take the responsibility to ensure that their women employees do not lag behind, and for that, they need to act now. Drawing out suitable plans right away can assure great results, because the issue of gender inequality increasing in a hybrid work setting is a real thing. The impact may not be immediately visible, but three to four years down the line it will be.

The post Gender inequality and the hybrid workplace appeared first on HR Katha.

In such a scenario, if companies wish to have their staff back in the physical workplace, the HR will have to deal with a part of the workforce that is fully vaccinated and a handful of those who are neither vaccinated nor have any intention of getting so in the future. It will be a challenge for organisations and the HR, to run the establishment smoothly in such situations. After all, the fully vaccinated employees may not get along with the ones who have a negative outlook towards the vaccine. What should the HR do here? Will it be wise to make a policy around it? Will making vaccination compulsory at the workplace be a good idea?

“To the ones who are not really interested in getting vaccinated, we can send scientific reports and researches, including articles, to prove that COVID vaccines are safe and rather effective”

Chandrasekhar Mukherjee, CHRO, Bhilosa Group

Some companies have tried to take a strong stand. Cashkaro, a cashback and coupon site, revealed to the media that to ensure the safety of its workforce, it will not allow employees to enter the office unless they are fully vaccinated. When IPE Global, a development-consulting company, found that 10 per cent of its workforce is yet to be vaccinated, it has now pushed back its plan, to open office full time, to the month of October. To ensure that employees take this seriously, the Company has withheld the incentives of those who are not vaccinated, unless there is a medical condition to justify avoiding the vaccine. Additionally, going forward, IPE Global plans to hire only those who are fully vaccinated. In the US, Google, Facebook and Lyft have decided to make it mandatory for employees returning to offices to be vaccinated.

Talking to HRKatha, Sharad Sharma, CHRO, Pramerica Life Insurance, reveals that Pramerica has not introduced any mandate or policy for employees to get vaccinated, but the management has sent a clear message that getting vaccinated is a must, and that employees should get vaccinated if they wish to continue working. The Company has made an exception for those employees who suffer from certain medical conditions or who may be allergic, on the condition that they produce a medical certificate from a recognised hospital clearly mentioning them being unfit to receive the vaccine. “Any change is bound to invite some resistance from the employees. However, as a company, one has to put one’s foot down. At Pramerica, we refuse to accept any lame excuse from people for not getting inoculated,” asserts Sharma. “Some people say that their religion is against vaccination, but an organisation is an equal opportunity employer. We cannot put people’s health at risk by allowing few exceptions,” he adds.

“Any change is bound to invite some resistance from the employees. However, as a company, one has to put one’s foot down. At Pramerica, we refuse to accept any lame excuse from people for not getting inoculated”

Sharad Sharma, CHRO, Pramerica Life Insurance

According to Sharma, vaccination should be made mandatory for employees at the workplace. Even a single case of non-compliance of guidelines can impact the overall morale of the workforce. It may be uncomfortable for the fully-vaccinated employees to share space with those not vaccinated.

However, it may not be possible for all companies to make vaccination mandatory at the workplace just yet. Recently, when the Arunachal Pradesh government barred people from entering the state without a vaccination certificate, the Guwahati High Court slammed the order, calling it discriminatory in nature.

Instead of making it mandatory, many organisations may simply put guidelines in place to force employees to get fully vaccinated at any cost. “Companies will follow the diplomatic route, so that eventually the reluctant ones get cornered,” tells Sharma.

Chandrasekhar Mukherjee, CHRO, Bhilosa Group, feels vaccination at the workplace should not be made compulsory or even forced on the employees. He believes that imposing it will only create negativity. Instead, he stresses on educating and sensitising both sects — those who believe in vaccination and those who don’t. “To the ones who are not really interested in getting vaccinated, we can send scientific reports and researches, including articles, to prove that COVID vaccines are safe and rather effective,” mentions Mukherjee.

Enigmasoft Technologies revealed to the media that 30 per cent of its employees refused to get vaccinated, but instead of forcing them, its HR is sending such employees articles backed by scientific findings that prove the safety of vaccines. Mukherjee also advises sensitising those who are fully vaccinated so that they feel comfortable with others who are not vaccinated. “One cannot force employees to get vaccinated. Instead, it is best to ask the ones who are wary to get tested periodically and monitor their reports,” opines Mukherjee. This is what is being planned at Bhilosa as revealed by Mukherjee.

Even Rajeev Singh, CHRO, Yokohama Off-Highway Tires, believes that vaccination should be promoted but not enforced on people. “Getting vaccinated is just one way of ensuring safety. it is not a full proof jacket, but a gear to keep ourselves safe,” tells Singh. In fact, Singh believes that the goal should be to achieve heard immunity where maximum number of people are vaccinated, but punishing people for the same will only create mess. “Don’t punish people for this, they have anyway seen a lot of stress in the second wave. Another mandate like this will only make situations worse for them. One day, people will anyway understand and get vaccinated because a minority government does not last too long,” mentions Singh.

“Dont punish people for this, they have anyway seen a lot of stress in the second wave, putting another mandate like this will make situations more worse for them”

Rajeev Singh, CHRO, Yokohama Off-Highway Tires

Yokohama has put stickers on each and everyone’s desk, which shows their vaccination status. Slowly, the ones who are reluctant, will feel left out and be encouraged to get jabbed.

It has also been observed that companies are evaluating and hiring only those candidates who are fully vaccinated. Therefore, going forward, those who are not vaccinated, may find it tough to find employment. Mukherjee and Sharma both admit to being aware of companies following this policy, though they avoid naming them. Sharma predicts that evaluation of the medical fitness reports of candidates may become a trend, to gauge how much an employee is at risk in terms of health. Though Sharma is not sure of the level of impact it will have on a person’s employability, companies will definitely think of ways to keep track of it. “Given the manner in which the second wave panned out for all businesses, there will be a clear mandate from the board to hire people who are fit to work,” says Sharma.

While it is not clear whether full vaccination will or should be made mandatory at workplaces, it is certain that businesses will be accountable for ensuring the safety and health of their employees. They will, therefore, take adequate measures, with care and caution.

The post Will full vaccination be compulsory for employees to return to office? appeared first on HR Katha.

So how does HR decide whether talent acquisition is more important or retention? For some businesses, acquiring big teams is not a priority. For instance, according to a white paper, companies such as Raytheon, a defence contractor firm in the US, are able to create value with a relatively small team of engineers. On the other hand, companies working in the retail or pharmaceutical sectors, need a huge sales force, and therefore, it is common for them to maintain large sales teams, depending upon the scale of work.

“Aligning the company culture with the purpose of the individual can take care of the retention factor”

Jayant Kumar, president – HR, Adani Ports & SEZ

We are aware that the attrition rate is relatively high in the IT sector in India, where people are the most valuable assets. In such sectors, employee retention becomes critical. Recently, it was reported that Infosys faced an increase in attrition rate from 10 per cent to 15.2 per cent in the January -March quarter. In the last quarter of FY 21, TCS and HCL were the only companies that managed to keep their attrition rate below 10 per cent. So, what should be the focus — talent acquisition or talent retention? Does it vary from company to company or industry to industry?

Either way – part of the same coin

According to Rajorshi Ganguli, president & global HR head, Alkem Laboratories, both talent acquisition and talent retention are part of the talent-management strategy in a company. Therefore, it is difficult to conclude which is more important or more relevant.

In fact, Ganguli believes that both are quite related at times. If the talent-acquisition strategy is good — which also includes getting people on board properly, giving them a good onboarding experience — it has a positive impact on the tenure of the talent in the company. Although there are other tools and techniques for better retention, this also makes a difference.

“One cannot really separate talent acquisition from talent retention, because both these functions form an integral part of the whole talent-management strategy”

Rajorshi Ganguli, president & global HR head, Alkem Laboratories

“One cannot really separate talent acquisition from talent retention, because both these functions form an integral part of the whole talent-management strategy,” says Ganguli.

Retention is always a challenge

On the other hand, Chandrasekhar Mukherjee, CHRO, Bhilosa Group, believes that talent retention is relatively more important than talent acquisition. He feels it is comparatively easier to acquire or recruit talent by giving attractive benefits and compensation, than retaining them, which is a much more difficult job.

Another factor is that the cost of replacing talent is very high as compared to acquiring new talent across levels. Also, if the attrition rate of the company is high, it tends to raise questions on the employer brand of the company. “For me, retention is more important because it directly impacts the employer brand of the company, and building a brand takes a fairly long time,” explains Mukherjee.

For acquiring talent, the HR team does not require too many skills, but the retention of talent depends on several factors. “Developing a good culture, transparency, equity, creating opportunities to grow within the organisation and ensuring engagement, requires a lot of skill and is a part of a number sub-functions within HR,” adds Mukherjee.

“For me, retention is more important because it directly impacts the employer brand of the company, and building a brand takes a fairly long time”

Chandrasekhar Mukherjee, CHRO, Bhilosa Group

Reetu Raina, CHRO, Quick Heal also feels talent retention is more important for multiple reasons. First, people who stay on for long do not only add value to the company, but also the employer brand, which further helps attract good talent. Second, if a company focuses on retaining talent it reduces the pressure on the talent-acquisition team. Third, the internally- groomed talent, which stays for longer periods of time, also emerge as future leaders for the company. That means, the company will not have buy talent for leadership roles in the future.

Quick Heal works in a segment where it is difficult to find ready-made talent. Still, the company acquires people who are quite ready for the role they are taking on. “I get 80 per cent ready talent from the talent market. We focus on retaining our talent and investing in upskilling them,” shares Raina.

Does the focus on talent acquisition or retention depend on the nature of the companies, or the industry they operate in? Mukherjee is sure that retention will anyway be more important for any company, even if it requires to hire in huge numbers in certain functions. “Even in the pharma sector, where the sales force is quite big, no company would want people to leave as it can result in loosing intellectual business knowledge to other companies,” points out Mukherjee.

Ganguli thinks that acquisition and retention are both equally important, but at the same time, he does agree that retention becomes more important in companies or industries where the attrition level is very high. “I believe a low attrition rate is healthy as it can help weed out non-performers, but yes, if the attrition rate is high, such as in the IT sector, retention will gain importance in the affected companies,” says Ganguli.

“I get 80 per cent ready talent from the talent market. We focus on retaining our talent and investing in upskilling them”

Reetu Raina, CHRO, Quick Heal

Talent acquisition is complex; needs focussed approach

For some HR leaders, talent retention is more important and for some both are vital to the talent- management strategy. However, Jayant Kumar, president – HR, Adani Ports & SEZ, is of the opinion that talent acquisition is more important than talent retention. Kumar believes that talent acquisition involves a lot of complex processes. First, one needs to see the fitment factor of the candidate.

Simply sourcing talent is not enough, but sourcing it from the right platform and making it available to the hiring managers is important. Also, at times, it is essential to train the hiring managers too.

Additionally, as recruiters, it is very important to understand the organisational culture and what type of people can thrive in that culture. Giving an example, Kumar shares that there are two kinds of people — ones who oppose innovation and ones who are all for it. The former like to work in a more structured and organised environment, where rules are strictly followed with less scope for changes and innovation, while the latter want to be empowered and bring innovation to the table. Understanding the internal culture is necessary to attract the right people who can survive and thrive in the company’s culture. This, in turn, ensures retention.

“Aligning the company culture with the purpose of the individual can take care of the retention factor,” opines Kumar.

The post Talent acquisition vs talent retention – What’s more important? appeared first on HR Katha.

Magic Bus works with children and young people, taking them on a journey from childhood to livelihood, and out of poverty. Currently, there are 3,75,000 children already undergoing this journey of moving out of poverty in 22 states and 80 districts of the country. Magic Bus also works in Nepal, Bangladesh and Myanmar.

“Broadly, I will be leading the HR function of the organisation, in Nepal, Bangladesh, Myanmar, including the offices in Singapore, the UK and the US, and report to the global CEO”, says Mukherjee.

Speaking about his official mandate in his new role, Mukherjee adds, “The current mandate is to create a value-based organisation by inculcating a culture of learning, innovation and teamwork and achieve the organisation’s vision; deliver results through driving a performance culture. Finally, retaining the high-performing talent and creating a leadership pipeline depth is a priority.”

Pior to South Indian Bank, Mukherjee was heading Srei Infrastructure Finance as the group chief people officer, where he reported to the chairman of Kanoria Foundation Group of Companies.

Mukherjee was the chief people officer at the National Stock Exchange (NSE) before moving to Srei Infrastructure. With an experience of over two decades, he has worked with companies, such as Colgate and Bennett Coleman & Co. (Times Group).

After obtaining a master’s degree in HR, Mukherjee joined Usha India, where he climbed up the corporate ladder to reach the level of manager-HR within two years. Then, he moved to Colgate Palmolive, followed by a short one-year stint at Cabot India. He served as the AVP-HR at Bennett Coleman for more than six years.

Speaking about his decision to move to the development sector from the corporate sector, Mukherjee says, “I have been a former nation ranked table tennis player and here sports is an important tool in the children’s journey from childhood to livelihood. This drew me to the organisation. After working for 35 years plus in the corporate sector, I feel this is my way to give back to society.”

The post Chandrasekhar Mukherjee joins Magic Bus India Foundation as CHRO appeared first on HR Katha.

Many organisations have a ‘training’ culture. In such companies, learning and development is just a tick in the box activity. And employees do not like to train themselves. However, organisations with a ‘learning’ culture are the ones where employees get to learn things willingly and happily. These are the organisations that can rightly claim that their employees grow with the company because of their learning programmes.

There are many researches that reveal that employees are not really keen to learn new skills and grow in life with the help of what the organisation has to offer. There are also various researches that say that one of the most popular reasons for an employee to quit is that they feel that organisations do not provide them with relevant training and skills to grow!

Who exactly is at fault here? Is it the employees who lack the desire to learn and grow, or is it the organisations, which actually fail to understand the needs of their employees and end up losing them?

Remember how we struggled with algebra, and then asked our teachers, where it will be of use in our practical lives? Similarly, employees do not always know how a certain kind of training will add value to their performance and growth.

“Organisations need to communicate to their employees, why they are sending them for training. And that is what they fail to do,” says Chandrasekhar Mukherjee, chief people officer, South Indian Bank.

Another factor is that organisations also fail to measure the outcomes of the training that they have conducted.

“As of now, there is no co-relation established between the performance of an employee and the training process. It is very hard to say whether training will enhance the performance of an employee,” shares Sudheesh Venkatesh, chief people officer, Azim Premji Foundation.

There are some tools which can be used to measure the outcomes of the training. “When an employee goes for training, the line manager mentions why the person is sent for the training. Once the employee returns after getting trained, through discussions with the employee the manager finds out and reports whether the purpose of training was fulfilled or not,” explains Mukherjee.

“Organisations need to communicate to their employees, why they are sending them for training. And that is what they fail to do”

Its very hard to tell whether these activities are taken seriously or not. But you do have a mechanism to analyse the outcome of trainings. And with the presence of AI and and big data, it has become easier.

Sometimes, we also see rigidness in an organisation’s approach. There are some mandatory training programmes for managers and employees. It is very hard to understand whether imposing something on others will give positive results.

“There will be some mandatory programmes which the employees will have to attend. The organisations have a career path panned for you, and therefore, they will want you to be prepared for upcoming roles within them,” mentions Mukherjee.

Venkatesh also adds, “There are some basic skills that employees need to survive in the organisation. When I used to work for Tesco, the Company had a programme to embed the skills of planning, doing and reviewing, which were essential to survive in the business and the organisation.”

“There are some basic skills that employees need to survive in the organisation. That is why mandatory learning programmes are important”

With the entry of Gen Z, the true digital natives— with their technological knowledge, the workforce will be more tech-savvy. They are used to free knowledge at their fingertips. They will learn what they want to learn. But as we all know, organisations will make you learn what is business driven. So there is always a clash between the interest of the organisation and the employees.

With the disruption of e-learning platforms, which enable employees to learn whatever they want to on their smartphones and other digital devices, it becomes difficult for the trainers to create a balance between the interest of the company and the employees.

To tackle that, Mukherjee suggests,”We can let employees opt for one subject of their own choice along with others, which are mandated by the organisation. In Colgate, amongst the five core subjects selected by the company, employees are allowed to choose one of the subjects or skills that they want to learn, and it can be anything.”

However, such a scenario is rare. Organisations fail to understand that it is better to let the employees choose what they want to learn and in which area they want to grow. It’s better to make people do what they want to do rather than impose restrictions.

There can be instances where a person working in HR for two years wants to move into sales and marketing, and learn some skills which are related to that field.

“It depends on the requirements of the organisations. Also, a person with a certificate may not necessarily be good for the role. There are other things to analyse,” says Venkatesh.

Apart from the above-mentioned reasons, there are other causes for the lack of motivation in employees to not develop their skills, such as the positioning of the L&D programme.

“People may think they are branded as low performers, and that is why the company is sending them for trainings,” shares Venkatesh.

Yet another reason can be the outdated models of learning in the organisation.

Whatever the reason, it should be the organisation’s responsibility to promote a culture of learning and ensure that employees understand that learning is a lifelong process. Learning can only add value to their personal and professional lives, and hence, should always be welcomed.

The post Why employees are wary of learning and development programmes appeared first on HR Katha.

Talking to HRKatha Mukherjee says, “I saw a better opportunity at South Indian Bank, with a better role. I would love to work with one of the oldest banks in India. It has 870 branches with 8477 employees. Right now, my mandate is to build a talent pipeline and work on succession plans. We are aiming to become the country’s largest retail bank.”

Mukherjee will be heading the HR function of South Indian Bank. As Mumbai is the financial capital, Mukherjee will have to operate from both Thrissur, in Kerala and Mumbai.

Prior to Srei Infrastructure, Mukherjee was the chief people officer at the National Stock Exchange (NSE). He has a rich experience of 24 years in HR and has worked with companies, such as Colgate and Bennett Coleman & Co. (Times Group).

After obtaining a master’s degree in HR, Mukherjee joined Usha India, where he climbed up the corporate ladder to reach the level of manager-HR within two years. Then, he moved to Colgate Palmolive, followed by a short stint of one year at Cabot India. He also served as the AVP-HR at Bennett Coleman for more than six years.

The post Chandrasekhar Mukherjee joins South Indian Bank as chief people officer appeared first on HR Katha.

Mukherjee had joined Srei infrastructure in 2017, after exiting the National Stock Exchange (NSE) and its group of companies, where he worked for seven years as the chief people officer.

At NSE, he was responsible for the HR initiatives, integrating technology with business, strategic talent acquisition for technology companies in the Group and establishing strategic talent management and capability-enhancement initiatives.

Mukherjee comes with a total experience of 24 years in HR. After completing his master’s from the Institute of Engineering and Rural Technology, Mukherjee started his career in 1995 with Usha India, and in two years managed to reach the level of manager-HR.

Post this, Mukherjee worked with Colgate-Palmolive India for six years honing his skills in HR. He then did a small one-year stint with Cabot India as the head-HR management, where he reported to the MD and the regional HR head at Malaysia.

In 2005, he moved to Bennett Coleman & Company as the AVP-HR and branch head, Mumbai. There, he worked for five years leading HR operations, employee relations and HR initiatives.

The post Chandrasekhar Mukherjee quits Srei Infrastructure appeared first on HR Katha.