Monday, November 26, 2012

Shalini Kamath (managing Director, HR & Communications, Ambit Holdings Pvt. Ltd.) says a collaboration between business and HR can expose many untapped solutions which could be more appropriate for the business

Q. Can HR do the damage control? Does it hold the power to mitigate a negative?
A.
With most turnaround cases it is observed that the trust on the business is either not established or has deteriorated due to certain misgivings in the past. HR has the ‘connect’ with employees and can act as the trustworthy intermediary that can assist the turnaround.

Effective communication by the business and HR collectively works the best towards damage control or mitigating a negative. An open and transparent communication helps the employees to understand what critical juncture the organisation is currently in; what are the benefits of a turnaround; and what are the people concerns that can be resolved and the ones that cannot.

Q. What major challenges are associated with a turnaround in the service sector?
A.
The major challenge is to influence the people who come with their own set of thinking, behaviour, and cultural and economic influencers. Changing the mindset of intellectual workers is quite difficult, since a lot of reasoning and logic are required so that they do not resist the turnaround. Making those workers accept change also requires a lot of patience and it takes time. Expecting a turnaround to happen in a short span is fallacious.

Q. What is the new thinking during recruitment and talent retention during a turnaround?
A
. If the talent pool believes what is being practised by the company is going to be beneficial for all and will result in success then there would not be too many people who would like to leave, and retention may not be a major issue. However, if the initial stages are not handled well, the threat of attrition could loom large.

Either organisations should recruit the key people required for the turnaround before they commence the process or they should hold recruitment of critical staff unless it is extremely necessary. Read more..

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Thursday, November 22, 2012

The people custodian

Q. Your partnership with Great Place to Work ® Institute identified ‘India’s Best Companies for Rewards and Recognition 2012.’ What makes an office a great place to work?
A. It happens when most of the following are taken care of:
An organisation should encourage L&D opportunities which also helps employees achieve individual aspirations and eventually build an emotional connect with the firm.
Companies must deliver an experience to employees, be it providing with the right infrastructure that helps them perceive the workplace as a home away from home.
With top management focusing on accessibility and accountability, an organisation should foster culture of an employee-friendly organisation.
Strong appreciation culture with market aligned compensation structure is essential for a great place to work.

Q. How can the CEO-HR partnership achieve this vision?
A. A CEO is also the people custodian and sets along with the leadership and HR chief the HR vision and priorities of the firm. He then ensures execution happens in complete alignment. The CEO is also the visionary of the organisation so once the vision is defined, all people practices should be aligned to it and larger goals of the organisation. Read more...


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Thursday, November 01, 2012

WILLIAM GREENHALGH CEO, HUMAN RESOURCES PROFESSIONALS ASSOCIATION

William (Bill) Greenhalgh has a strong background in nuclear engineering, petroleum, telecommunications, publishing, entertainment, and security industries. He has served as president, the Globe and Mail; president, Cinram International; COO, Shred-it International, and handled various roles at Nortel. Greenhalgh has been instrumental in crafting fundamental visionary changes in HRPA’s strategic direction.

Q. What are the key issues you want the HR to understand?
A. Any senior HR executive needs to be a business person first and an HR leader second. He should have a comprehensive understanding of the business: the nature of the business; its challenges and opportunities; who the customers are and their challenges; and who the competitors are.

HR executives also require an understanding of challenges and business needs of supervisors and front-line managers on a first-hand basis. They need to forecast critical social, legislative and people trends; leading the organisation in implementing programmes that have front-line buy-in. They need to be the CEO’s trusted advisor and be a coach to the executive team.

Q. As a CEO, what do you expect from HR in terms of understanding the business?
A. HR executives bring the people dimension to the organisation’s strategy. Creating a strategy is important and executing it is vital; how well that is done depends on having the right people, culture, training and compensation. Those programmes are part of HR’s role, so it has to be a part of the creation of the strategy and plans to implement it. For this, HR needs to understand how the business works, the market, and the challenges and competition it faces.

CEOs also feel that HR executives – more than any other senior executive – should have the capability to build trust, communicate and collaborate with others with exceptional levels of diplomacy and discretion. These attributes must co-exist, however, with a deep understanding of the business – a strong grasp of the business’ operations and financial realities – and its algorithms and P&L. Click here to read full interview...

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