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.

The post The untold reasons why employees silently exit appeared first on HR Katha.

In this era, where generative artificial intelligence (AI) is rapidly transforming industries, how can organisations discard their fears regarding misuse of AI and adopt a proactive approach towards genrative AI technology? Well, instead of imposing bans and restrictions, they can focus on spreading more awareness and educating their workforce on effective utilisation of AI. They have to realise that even employees feel that AI is a threat to their livelihoods.

However it is important to keep in mind that the companies have not banned generative AI entirely but rather certain applications such as ChatGPT, which is why it is essential to recognise the broad spectrum of AI technologies and their diverse capabilities. While generative AI has undoubtedly contributed to various advancements and innovations, the decision to ban ChatGPT or similar tools primarily stems from concerns related to information privacy and security. These concerns revolve around the potential misuse or unintended consequences of AI-generated content.

The unrestricted use of generative AI in chat platforms can pose significant risks, such as the generation of misleading or false information, manipulation of public opinion, or the creation of convincing yet entirely fabricated content. These bans seek to prevent those with malicious intent from exploiting generative AI systems to disseminate misinformation, invade personal privacy, or engage in harmful activities.

That is why, Sumal Abraham Varghese, director and CHRO, Transys Global, rightly believes that it is crucial to raise awareness among employees about the benefits and limitations of generative AI. Organisations can conduct formal training sessions and programmes focused on generative AI to foster understanding and acceptance. Some companies and startups have already taken proactive steps to train their employees in generative AI implementation.

By equipping their workforce with the necessary knowledge and skills, organisations can help their employees overcome this fear and unleash the full potential of generative AI while fostering a culture of innovation.

“While AI has its limitations, such as lacking intuitive decision-making and the ability to influence people emotionally, it is important to recognise that AI is created by humans and should be seen as a complement to human skills.”

Sumal Abraham Varghese, director and CHRO, Transys Global

To empower employees and urge them to embrace generative AI technologies effectively, organisations should focus on educating and training them objectively, suggests Amit Sharma, CHRO, Volvo.

“Providing access to external resources such as online courses and publications helps employees deepen their understanding of generative AI. Making generative AI toolkits and libraries available allows them to experiment and develop generative AI applications. Ensuring access to clean datasets and offering tools for data preparation enhances their ability to work with generative AI,” enunciates Sharma.

Ethics and responsibility: Sharma emphasises that educating employees about ethical considerations and responsible generative AI practices is crucial. Organisations should also consider unique generative AI tools and resources based on their specific needs and goals. By implementing these strategies and providing relevant resources, organisations empower employees to leverage generative AI effectively, contributing to organisational success and innovation in the digital era.

AI literacy: To effectively utilise generative AI, organisations need to establish a foundation of generative AI literacy amongst the employees. This involves providing introductory training programmes that cover fundamental concepts, terminology and potential applications of generative AI. By ensuring that employees understand the basics, organisations can create a common language around AI and foster a collaborative environment for innovation.

“Providing access to external resources such as online courses and publications helps employees deepen their understanding of AI. Making AI toolkits and libraries available allows them to experiment and develop AI applications.”

Amit Sharma, CHRO, Volvo

Tailored training programmes: Every employee’s journey with generative AI will be unique, depending on their specific roles and responsibilities. Organisations should design training programmes that are tailored to address the diverse needs of different departments and job functions.

Hands-on learning and experimentation: Theoretical knowledge alone is insufficient for effective generative AI utilisation. Organisations should emphasise hands-on learning and experimentation by providing access to generative AI tools, platforms and sandbox environments. Hackathons, innovation challenges and cross-functional projects can further promote collaboration and knowledge sharing among employees.

Foundational understanding: Ravi Mishra, SVP-HR, advanced materials business, Aditya Birla Group, says that awareness and training programmes play a crucial role in introducing employees to the concepts and applications of AI. Workshops, seminars and training sessions can be conducted to provide a foundational understanding of generative AI, its benefits, and potential use cases in the workplace.

Internal AI champions: According to Mishra, “To facilitate the adoption of generative AI, organisations should encourage the emergence of internal generative AI champions. These individuals can be identified from amongst the employees who have a keen interest in generative AI and possess relevant expertise. They can serve as advocates, leading initiatives, sharing their knowledge with colleagues and providing guidance on generative AI adoption and implementation. Internal generative AI champions can also collaborate with teams and individuals to identify potential generative AI use cases and develop strategies for their successful implementation.”

Continuous learning and upskilling: The field of generative AI is dynamic and constantly evolving. Therefore, organisations should foster a culture of continuous learning and upskilling to keep pace with advancements. Establishing internal communities of practice, organising knowledge-sharing sessions, and encouraging employees to pursue certifications or advanced courses can ensure that their generative AI skills stay relevant and up-to-date.

Benefits to the organisation

Mishra points out, “Automation of repetitive tasks through generative AI technologies can free up employees’ time and energy, allowing them to focus on more complex and creative work. generative AI-powered data analysis enables organisations to extract valuable insights from vast amounts of data, leading to informed decision-making. Customer service can be improved with the assistance of generative AI chatbots and virtual assistants that can handle inquiries and support, providing quick and efficient responses to customers.”

That is not all. Mishra goes on to add, “Algorithms created by generative AI can also deliver personalised experiences to customers by analysing their preferences and behaviour. Additionally, predictive maintenance powered by generative AI can help organisations detect and address potential equipment failures, minimising downtime and optimising resource allocation”. He appreciates how “Generative AI algorithms can assist in fraud detection by identifying patterns and anomalies in large datasets, helping organisations mitigate risks.”

As organisations navigate this digital era, it is crucial for them to move beyond mere restrictions and prohibitions on generative AI usage. Instead, they should focus on equipping their workforce with the necessary knowledge and skills to effectively harness and embrace generative AI technology.

“Automation of repetitive tasks through AI technologies can free up employees’ time and energy, allowing them to focus on more complex and creative work. AI-powered data analysis enables organisations to extract valuable insights from vast amounts of data, leading to informed decision-making”

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

An area of interest for Varghese is the integration of generative AI into learning management systems or LMS. He points out that “some people are hesitant about generative AI due to the perceived gap between human intelligence and artificial intelligence”. He explains, “While generative AI has its limitations, such as lacking intuitive decision-making and the ability to influence people emotionally, it is important to recognise that generative AI is created by humans and should be seen as a complement to human skills.”

According to Varghese, in the context of LMS, organisations can emphasise that generative AI-enabled platforms, such as the learning experience platform or LEP, enhance existing LMS capabilities. These platforms can help learners select suitable courses, provide coding assistance, explain the practical applications of learned concepts and assess their progress. The key message for organisations is to train and educate employees on how to effectively use generative AI to complement their skills and work.

How some organisations have embraced AI to their advantage

The examples set by industry leaders such as Google, Microsoft, IBM, Amazon and Accenture highlight the significance of investing in comprehensive generative AI training programmes.

Google: Renowned technology giant, Google is widely recognised for its comprehensive generative AI training initiatives. The company established the Google generative AI Residency programme, offering intensive training and mentorship to exceptional graduates in the field of generative AI research. By providing hands-on experience and exposure to cutting-edge generative AI projects, Google fosters a culture of innovation and continuous learning among its employees.

Microsoft: Microsoft has demonstrated a commitment to generative AI education and training through its generative AI Business School. This initiative offers online courses, workshops, and resources to empower employees, customers, and partners with generative AI knowledge. The generative AI Business School provides insights into AI strategy, ethics, and implementation, helping participants understand the potential impact and benefits of generative AI adoption.

IBM: IBM has prioritised employee education in AI through its IBM SkillsBuild platform. This comprehensive learning platform offers AI-focused courses and certifications, allowing employees to upskill and re-skill in AI-related domains. IBM’s approach emphasises hands-on learning, ensuring practical application and real-world relevance of generative AI knowledge.

Amazon: Amazon has made significant investments in generative AI education and training through its Amazon Machine Learning University (MLU). This internal initiative provides employees with a diverse range of generative AI learning resources, including online courses, tutorials and workshops. By empowering employees to acquire generative AI expertise, Amazon promotes a culture of innovation and helps drive generative AI adoption across various business functions.

Accenture: Consulting firm, Accenture has embraced generative AI education and training through its Applied Intelligence Academy. This academy delivers generative AI-focused training programmes and workshops, catering to employees at all skill levels. Additionally, Accenture has integrated genrative artificial intelligence (AI) throughout its service-delivery approach, resulting in enhanced efficiency, valuable insights and accelerated value for numerous clients. This has been achieved through the utilisation of cutting-edge platforms such as myWizard, SynOps and MyNav, which have established Accenture as a leader in the market.

These companies and many others like them have shown their commitment to employee education. In doing so they have managed to foster a culture of innovation, drive business growth and stay ahead in the generative AI-driven digital landscape.

The post Educate employees on effective use of AI instead of banning it appeared first on HR Katha.

A new group of people, whose efforts to bring a sense of stability and safety to their organisations during and after the Covid-19 outbreak, has been observed throughout the world, is now being referred to by a new name that defines them succinctly — consequential leaders.

These leaders, from Google CEO Sundar Pichai — who donated $800 million to NGOs, small businesses and healthcare workers — to Microsoft CEO Satya Nadella — who approved WFH even before the government mandates —have a lot in common with each other.

Consequential leaders never go by the books. Instead, they make their own rules and step away from the well-trodden path to create better solutions for organisational problems. They’re not afraid to try new things and learn from their mistakes. Not only can they adapt themselves to difficult situations, but they can make others feel safe as well.

They thrive in chaotic situations that provide them with the thrill of danger or risks and at the same time present an opportunity to come up with ways to tackle complex situations.

It isn’t enough to be a hard-working and caring leader; which is what most leaders try to be. Consequential leaders are those who take initiative and drive overall change. Apart from the usual traits that characterise them, consequential leaders have an extra edge that sets them apart.
Pankaj Lochan, CHRO, Jindal Steel and Power, states three major characteristics that can be identified in all consequential leaders.

1. They treat every threat as an opportunity: When many people see problems at the workplace as just a threat or a cause for disruption, consequential leaders see an opportunity to turn things around in favour of the organisation. A problem becomes dangerous when leaders don’t know how to respond to them. Only a few can offer creative solutions to resolve them. Consequential leaders see doors where other people see walls.

2. They confidently lead the way: Consequential leaders don’t impose their own agenda on people. Instead, they lead them to achieve goals by showing them how to work towards them. By encouraging and supporting people, the leaders enable others to succeed in their tasks at a quicker pace.

3. They are focused on developing a deeper sense of purpose: Big changes happen when people in organisations are dedicated toward a common cause. People who are able to foster a sense of purpose in those around them, and help them stay on the right path throughout their journey are the strongest leaders of consequence.
Consequential leaders are less likely to focus on the business and profit, and more on the welfare of the employees and other people.

Anurag Verma, vice president – human resources, Uniphore, says, “Consequential leaders, who lead with their hearts and not their minds, are usually the most successful in difficult situations. They are capable of making connections with people in stressful times and provide them the necessary flexibility to sort out their problems before coming back to work”.

As Verma points out, the pandemic also proved to be an agent of change for many people, who had to act in different ways because of the drastic situations and acquire skills needed to be leaders in their organisations. As a result, they came out stronger and wiser, with the knowledge and wisdom required for the good of others.

One of the most important qualities that has shown a rise in leaders, especially during and post pandemic, is their ability to connect and understand people’s feelings.
Ravi Kumar, senior leader, people and culture, Roche Diabetes Care Global Commercial Organisation, says, “One of the factors that differentiates consequential leaders from others is that they are highly empathetic.”

They are able to relate with people’s problems by putting themselves in their shoes, and this quality makes them react more effectively to crises.

Secondly, they are able to serve as a catalyst for change and bring people together, he says. CEOs and leaders who helped people, not necessarily from their own organisations, get oxygen cylinders during the pandemic, and ensured hospitalisations for others were clearly driven by their genuine concern for others. They wanted to use their privilege and power to help those in need.

Consequential leaders want to make the world a better place, and wish to achieve their goals by serving everyone who needs their help. They have broken the barriers that were in place before the pandemic, and stepped in to treat everyone with empathy and equality. It is only through such selfless acts and efforts that the world can progress toward a better future, where the humane quality of people will be more important than how much work they can offer to their organisations.

The post Who is a Consequential leader? appeared first on HR Katha.

This is where ‘immersive learning’ comes into play. It provides learners with an engaging environment that is highly interactive, both virtually and physically, putting them in the middle of a learning experience.

“ There is no doubt that immersive learning is very effective in driving behavioural change, as it shortens the gap between a safe learning environment and actual application. Hence, learners are better prepared when they face the real-life crisis.”

Nishant Madhukar, CHRO, Ferns and Petals, explains, “Immersive learning involves actual practice in an environment that is safe, risk-free and one that the learners can relate to, which altogether facilitates retention of learned inputs until the learners are able to perform them subconsciously.”

“Often, we fail to realise that learning is a process and not just absorption of info. It’s a process where a leaner is required to absorb the info and exhibit the learning as and when required. In immersive learning, you tend to create a holistic and engaging experience for the learner. That really helps the learning to be more powerful. This kind of learning isn’t just a knowledge-gaining experience, but involves spreading the learning and applying its principle in various environments. The biggest concern for facilitators, when it comes to skilling, is the migration,” opines Aarif Aziz, CHRO, Diageo India.

Such learning environments tend to instill confidence and prepare the employees for any and every obstacle. During their enthralling learning sessions, if they are taught before-hand in their virtual training activities, they would indeed be ready for anything that comes their way. This kind of learning also helps employees co-create content with the help of existing content, which results in higher involvement in the learning module, ultimately resulting in higher acceptance levels as compared to traditional learning.

Unmesh Pawar, head – people, performance and culture, KPMG, sees immersive learning at two levels — the design of an immersive learning solution and the design of an immersive learning ecosystem.

“At the primary level, it is all about leveraging immersive learning in learning-solution design. There is no doubt that it is very effective in driving behavioural change, as it shortens the gap between a safe learning environment and actual application. Hence, learners are better prepared when they face the real-life crisis. At secondary level, it is about building an immersive learning ecosystem, which requires organisation designers to create processes, knowledge platforms and communication flows with the aim of helping learners get better every day at dealing with a changing world.”

“This kind of learning isn’t just a knowledge-gaining experience, but involves spreading the learning and applying its principle in various environments”

“The biggest concern for facilitators, when it comes to skilling, is the migration of a learner from the state of conscious competency to sub-conscious competency. The traditional learning  methods can help a learner move from the state of sub-conscious incompetency to conscious competency, but not further, and that is what causes loss of learned inputs,” states Madhukar.

“Another big concern very often encountered by talent management people is, choosing the right methodology to impart tacit knowledge. In places where learners have to rely on learning from seniors, peers or contemporary events in the organisation, they end up learning what’s contextual. With time, as the context changes, those learnings become obsolete. Immersive learning facilitates the learners’ pick-up skills and behaviours to the same effectiveness that traditional methodologies do in case of explicit knowledge,” adds Madhukar.

Interest and attention remain captured continuously all throughout, making it more engaging. There is scope for customisation, personalisation, and emotional connect with the learners. Also, learners get real-time feedback during the learning experience itself.

These days, there are a lot of options available that provide learners access when and where convenient to them, which empowers them (gives them choices and control) through the experience.

Referring to all real and virtual combined environments, human-machine interactions generated by computer technology and wearables, can be an effective mechanism for experiential learning to address today’s learning needs. Research from Stanford University and Technical University Denmark found that learners recall more when using virtual teaching methods than with traditional methods, resulting in a 76 per cent increase in learning effectiveness.

traditional learning  methods can help a Learner move from the state of sub-conscious incompetency to conscious competency, but not further

“However, immersive learning solutions typically demand more resources and time for design and deployment. At times, learning teams have to prioritise what skills can be supported through immersive learning techniques, such as, case studies, game-based learning and role players to design our own immersive learning solutions,” points out Pawar.

For many who take part in this type of learning, it is the truly immersive part of the programme which is a real eye-opener. Despite potentially being apprehensive going into the experience, employees will often come out with a new understanding of themselves and their style of working.

Immersive learning may not look like the most cost-effective training technique at first, but from a long-term investment perspective the return gained is a more motivated and engaged employee leading to increased time to competence in the job, improved productivity levels and in turn, increased revenue/cost savings to the business.

The post Why organisations must practise immersive learning appeared first on HR Katha.

Movies of all genres have one thing in common — they carry a reflection of either the past or present human lives or are a perception of the future.

Having said that, there are of course movies that hold hidden lessons for businesses too.

That is why, many business institutes and even corporate trainers are now using clips and anecdotes from popular cinema as a tool to instil learning about management theories, team management, leadership, work group dynamics and more.

In addition, the movies, both Hollywood and our very own Bollywood, have some secret lessons for HR leaders too.

Here are some well-known movies viewed from a corporate lens to bring forth what they have to offer to the HR enthusiasts.

The Avengers: A highly acclaimed and appreciated flick amongst the superhero movies, this one clicks the HR instinct right from the start. Nick Fury, the director of S.H.I.E.L.D., an international peace-keeping agency, is pressed to form a high-performing team in the face of an inevitable challenge that threatens global security. Fury brings together a group of his best talent to save the world from disaster. However, it takes some effort to make the team work together in harmony to reach the common goal.

The coming together of the avengers teaches HR that when great talent has to be unified, the biggest hindrance in their performance as a team could be their own egos, as each one brings a different expertise of extreme importance to the mission. In such a case, personality clashes and negative competition can compromise the mission. If such a team is to accomplish a common goal, HR must find ways to ensure that the individuals learn to leverage each other’s strengths and work as a single effective unit. One may be awesome at what one does, but when a larger challenge strikes only an efficient team can tackle it well and not one expert alone.

The movie also shows that culture fit is extremely crucial during hiring. This is because individual values and skills must align with the mission and vision of the organisation for the workforce to be able to strive towards it in a unified manner.

Taare Zameen Par: This amazing Indian movie explores a completely new subject as the protagonist who is an eight-year-old boy is thought to be lazy and a trouble-maker, until the new art teacher has the patience and compassion to discover the real cause of his struggles in school. The boy isn’t just lazy but lacks the ability to comprehend things the way his classmates or kids his age do, because he is later found to be dyslexic. The art teacher, who discovers this and the fact that the child is good at art and imagination, makes great efforts to help him overcome the disability through the medium of art and slowly sees a transformation in his overall performance.

The lesson for organisations, especially HR, is that despite all the assessments during recruitment and job-mapping, HR leaders and effective line-managers need to have a close eye on the needs and interests of an employee. One may appear to be a non-performer at times, but good leaders can always tell what special abilities or hidden potential each of their team members has.

The movie also shows how a leader should be able to take a stand for something that’s significant yet not known to all and needs to be brought to the top management’s attention so that the talent can be retained and optimally utilised.

Black Swan: This highly acclaimed 2010 American psychological thriller, tells the story of a committed dancer, who wins the lead role in a production of Tchaikovsky’s Swan Lake only to find herself struggling to maintain her sanity. This movie is a classic example of pressing expectations on the overambitious super-performers and why organisations need to, at times, slow down a bit.

The protagonist, Nina, who is a ballerina, has nothing other than ballet in her life. Even her room is designed to match her interest in ballet and the only discussions she has with her mother after work are also about ballet. Her extreme passion for perfection turns into an obsession, and eventually makes her hallucinate, leading her to pay the price with her own life to achieve perfection.

Even in the corporate world, where each one is struggling to be the best, work-life balance is almost negligible, so to say. In times when work-stress is taking a toll on a lot of people’s health, organisations need to consciously make efforts to help people relax a bit and engage in activities beyond work. Although a lot of organisations have already implemented innovative wellness initiatives and frequently conduct off-sites, it is still up to the line managers and leaders to ensure that people are not over-worked beyond a limit.

Chak de! India:

This movie is about a disgraced hockey player, who coaches the women’s national team to win back his honour and dignity. The film helps explore and understand team dynamics and how efficient leadership and strong mentorship can bring together a great winning team.

The coach holds together a team of 16 young women hailing from different regions, only to realise later that despite their great talent, they are all divided by their regional conflicts, mutual jealousies and competitiveness. Even at the workplace, in addition to the cultural and regional differences people bring to work, at times overambitious people try to pull down others in a bid to move up the ladder faster. A good leader sees such situations as a challenge that needs a disciplined and empathetic approach. Only then can people from different backgrounds be brought together to work as a winning team. A good leader helps people believe in each other’s capabilities and lets them see the power in unity.

(There are many more movies out there that have hidden messages in store. If there is one that you can relate to, do share your views with us and other readers in our comment section below.)

The post Corporate lessons from the world of cinema appeared first on HR Katha.

The catch line of Hindustan Lever (I am advisedly making a distinction with the new Hindustan Unilever or HUL– old Leverites would understand why) at campus recruitments used to be “We don’t have jobs to offer, only careers”.

The joke within the company was “HLL is a company you worked not for the salary but to die for or retire”. Salaries in those days were a pittance when compared to foreign banks and even other MNCs – the alternative destination for young MBAs. But, HLL’s superannuation benefits were the best in industry. And, in the odd unfortunate instance, when some manager passed away in harness, the company went the extra-mile to look after the bereaved family.

Just like modern marriages – professional bonds had to necessarily become flexible and open ended with changing times. So, from the 90s onwards – it was no longer “till retirement or ‘death do us part’”.

First exodus from Levers happened when Pepsi Co entered India. One lady headhunter who had earned the sobriquet of ‘man-eater’ – made not just a fortune but also her career out of those prized catches. Still such was the level of corporate chauvinism at HLL – those who quit were seen as prodigal sons of the family, who were lured by lucre.

Cynical bosses quipped disparagingly – “it is not Lehar Pepsi but Lever Pepsi”. Similarly, Whirlpool India was snidely called Leverpool.

This was also the time there was a change of guard at the top at Levers. Correlation was automatically drawn between the new leadership and the unrest below. A business fortnightly was quick to pick up the story with a cover on ‘Lever Leavers’. Some of the people interviewed were understandably not kind to the company. They cribbed about the slow velocity of professional growth – still stuck on the old formula of people moving in ‘batches’. However, significantly what this media coverage brought home was the need for ‘happy parting’ – just as it is fashionable to say in relationships nowadays ‘Divorce – and remain friends forever’.

Cynical bosses quipped disparagingly – “it is not Lehar Pepsi but Lever Pepsi”. Similarly, Whirlpool India was snidely called Leverpool.

Till that time, in most staid old corporates official ‘farewells’ were reserved only for retiring employees or those who moved on transfers. Resignation was viewed almost as an act of treachery. It was deemed politically incorrect to have ‘send-off’ parties for those leaving the company. Sometimes, a few close co-workers would go out for a ‘parting drink’. Not any longer. Companies now sponsor farewells for employees who quit – celebrating their next ‘big-break’ – even when they are joining competition.

Organisations have realised – every separation need not be bitter. In fact – most separations these days are like divorce by mutual consent. With organisations shrinking, becoming flatter and the pyramid narrowing more sharply at the top – attrition is no longer a bad word, even in the old brick and mortar companies. Firms now have to willingly let go people, while many more – reading the writing on the wall – move on before it is too late.

In the Indian context this is a transitional phase – as companies move from a paternalistic culture to an adult-to-adult relationship mode. For those who have grown up in a benign environment – this sudden shift in gear to an emotion neutral pace can be unsettling. Separation blues are, therefore, natural. Withdrawal symptoms set in easily. Mature organisations have learnt to deal with the process intelligently and, if one may add, caringly.

The potential of damage by a disgruntled ex-employee is immense. Some old-style management and HR practitioners with an industrial relations mindset underestimate the risks of being trapped in the old belief that no individual can take on the might of a giant organisation.

Not every unhappy former executive will take a company to court. But, in an age of social media ‘knowledge workers’ are as empowered as consumers. Besides, there are innumerable ways a hurt or jilted ex-employee can get even with his former employers – even while remaining below the radar, so to speak.

In ‘marketing’ they say, for every consumer complaint – there are a hundred dissatisfied customers who are too lazy to speak up. But, today one tweet or Facebook post can cause an avalanche of protests and many companies have learnt at a cost. In the case of people – one resignation of a star executive can create a wave of exodus. Word gets around in no time. Bitter partings leave behind a stink that also affects remaining employees – who wait their turn for similar step-fatherly treatment.

Growing companies can scantly afford such bad PR is this day and age of ‘war for talent’. Employer Brand – once destroyed – take years to rebuild. Therefore, smart HR leaders realise – taking old analogy of camels in an Arab’s tent – if you must let a camel go, better leave the creature happy and ‘toilet trained’.

The old HLL had the practice of calling its former directors to share the annual performance of the company, to keep them posted of latest developments and seek their counsel. It was routine practice for directors travelling to other cities – to call retired managers and ex-colleagues for drinks and dinner.

One of the first imperatives in working out separation packages – is not to count the small change and be gracious (if not generous) to a fault. Bureaucratic delays – are a major cause of disenchantment. Some organisations – turn cold towards employees no sooner they put in the papers, putting them on a merry-go-round ride of archaic policies and procedures. Unless someone is being fired on disciplinary ground or integrity issues it is advisable to make him/her feel like a member of the family setting out into the larger world and wish them luck. It is always a good feeling – if the employee walks out with a cheque in hand and smile on the face.

Exit interviews count a lot and should not be an exercise of going through the motions. Lot of angst can be dissipated over an empathetic chat – not just one to tick the boxes.

One has seen bosses – who dodge EIs fearing a spill out of their dirty secrets. Good learning organisations treat this as an opportunity to gather genuine feedback – that employees may otherwise be shy of sharing when on the rolls. A dinner or a drink with boss’ boss or the CEO in case of senior executives – followed by a token personalised gift of appreciation – works wonders.

But, progressive corporates don’t stop at that. They make a conscious effort to stay connected with former colleagues creating an alumni association of sorts. Annual get-togethers and invitation to special occasions like new facilities inaugurations and major product launches – help maintain an active positive relationship. Social Media has made this much easier with WhatsApp Groups and Facebook pages creating a fraternity of former colleagues. Very often the HR community subtly inspire these initiatives.

Much before all this became fashionable – even in the pre Internet days – the old HLL had the practice of calling its former directors to share the annual performance of the company, to keep them posted of latest developments and seek their counsel. It was routine practice for directors travelling to other cities – to call retired managers and ex-colleagues for drinks and dinner. These gestures went a long way to keep the fraternal links alive.

Have seen organisations whose former employees turn into their biggest critics. If current incumbents go to seek business from any of them – they are most likely to be disappointed. A good test would be wangling an invite to their homes and see which brands they use now. One can be almost certain they are not of their old company – such is the level of subliminal animosity.

At the other extreme – there are more than a 100 ex-Lever’s managers holding CXO positions across industries. They are, perhaps, the best brand ambassadors of the company – who keep it still at the top of the charts at campuses despite many new flavours – banks, IT, dotcoms, PE firm, International consultancy firms and now start-ups – coming and going each season.

That’s what differentiates an institution from a company.

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