THE RISE OF HR PROFESSIONAL:
AS A VERSATILE LEADER
( Sudhanshu Shekhar,Shiva Kakkar,Tushar Jindal,Debal Rishi Banerjee, Chiradeep Sen,
Suhina Baveja)
Under the guidance of *Prof. Navin Srivastava, **Dr. Manosi Chaudhuri
"An empowered organization is one in
which individuals have the knowledge,
skill, desire, and opportunity to
personally succeed in a way that leads
to collective organizational success."”
- Stephen Covey,
World renowned management expert
and author of the bestselling book “The
Seven Habits of Highly Effective
People.”
ABSTRACT
The paper seeks to show that
Inspirational HR has taken a quantum
leap. Increasingly HR professionals in
all types of organizations have moved up
the corporate ladder and acquired a
seat at the table. HR’s importance has
increased over the past decade with
people coming to terms with the fact that
HR is an essential pre-requisite to
ensure smooth functioning of an
organization, but is also a core feature
of the organization. Our aim is to
suggest with examples from the
corporate world, taking the
responsibilities of an HR and a CEO is
not impossible. The paper will explore
the relevance of the various dimensions
of HR to break the myth that HR is not a
core operation of an organization and
cite examples to show how HR
professionals have progressed and
reached heights in their organizations
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
and also have entrepreneurial
independence. The paper is explicitly
directed towards showcasing the
progress of HR professionals in the
hierarchy of an organization and
earning higher posts of respect, even
that of a CEO.
INTRODUTION
Forever, would we remember, that there
exist three factors of production that lead
towards our goal of ultimately
establishing a successful organization.
Land an important factor to setup a
business unit, is now getting depleted by
the seconds. Capital, our financial
support to begin commercial activities to
produce goods and services. However,
capital alone is insufficient to ensure
success. The recent Satyam fiasco is a
clear example of greed ruining the show.
Labor is the only factor of production
that has life in it and that makes it
possible for all of the above to take
place, be it purchase and development of
land, investment of capital. An important
point to note here is that the rest of the
factors of production have now reached
or are nearing saturation. Therefore, the
only resource at hand to maximize
profits is labor, or as we would like to
call it-Human Resource. Human
resource is one unique asset which has
not even been optimized, let alone
maximized to tap its full potential.
Keeping this in mind and hoping to
Page 1
broaden our horizons, we have invested
time and energy into conducting a
research study focusing on Human
Resources and how to tap its potential in
the form of Inspirational HR. We will
analyze the importance of Human
Resources in an organization and ways
in which it is increasingly gaining
prominence, citing examples of HR
professionals from the corporate world
who have reached high designations and
earned a seat at the table.
Conceptual Frame work
POLITICAL AND CORPORATE
TRANSFORMSTIONAL
LEADERSHIP
'What is the world, O soldiers?
It is I:
I, this incessant snow,
This northern sky;
Soldiers, this solitude
Through which we go
Is I.'
These indelible lines by Sir Walter De
La Mare1 were dedicated to one of the
greatest leaders of all times Napoleon
Bonaparte, a genius military strategist,
who changed the past, present and future
of Europe. His leadership worth is
proved by an incident that took place
during his escape from exile at Elba2 to
Paris. As he escaped from Elba, the 5th
Regiment was sent in to intercept and
capture him. The soldiers made contact
with him at Grenoble, a city in south-
eastern France. On seeing the regiment,
Napoleon, unarmed, dismounted from
his horse, approached them and shouted,
"Here I am. Kill your Emperor, if you
wish." The soldiers responded, "Vive
L'Empereur!" i.e. Long Live the
Emperor, and marched with Napoleon to
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Paris. This was the sheer charisma that
Napoleon exercised upon his soldiers, a
leader par excellence, a leader who was
truly Transformational.
From battlefields to boardrooms,
leadership has been that intangible fabric
that motivates, unites and drives people.
Prof. Bernard Bass3, one of the
staunchest advocates of transformational
leadership, defines the concept as
follows,
"Leaders are truly transformational
when they increase awareness of what is
right, good, important and beautiful,
when they help to elevate followers'
needs for achievement and self-
actualization, when they foster in
followers high moral maturity, and when
they move followers to go beyond their
self-interests for the good of their group,
organization or society."
But why do we need transformational
leadership?
Consider this. In the early 1990’s, India
was neck deep into an economic crisis4.
The government was close to default,
and the country, to bankruptcy. Foreign
exchange reserves had reduced to the
point that India could barely finance
three weeks’ worth of imports. What
saved us?
- A Vision to make a country globally
competitive.
- A Strategy to achieve that vision.
-Actions responsible for the
implementation of the strategy.
- Faith and Optimism that the Vision
would succeed.
Page 2
A vision that was given by a man, opportunity to motivate and inspire
known today as the “Father of Indian employees, especially when the
Economic Reforms”, the then Prime company is facing a challenge or change
Minister, P.V. Narasimha Rao, and the in direction. The transformational
Architect of Modern Economic changes, strategy provides a sense of purpose and
our present Prime Minister, Dr. meaning that can unite employees to
Manmohan Singh. achieve a common set of goals. Perhaps,
one of the best examples for this can be
Transformational leaders work hard to Lee Iacocca, who brought about the
create a strong vision. But a bold Vision dramatic turnaround of Chrysler. To
is not the only need. The structure of highlight the importance of Leadership
transformational leadership rests on the in organizations, Lee Iacocca, in his
foundation of trust. It is absolutely book, “Where have all the leaders
essential for a leader to gauge and gone?” has given us the “Nine C’s of
stimulate the intellectual and emotional Leadership5” which aid us in
ability of his followers. A leader ceases understanding the role of leadership in
to exist the moment his followers give modern world,
away. Transformational leaders work
hard to gain the trust of their followers, 1. Curiosity - If a leader never steps
because no matter how appealing the outside his comfort zone to hear
vision is, if people don’t buy into it, it different ideas, he grows stale.
won’t get implemented. Today, the He has to listen to people outside
concept of “Transformational of the "Yes, sir" crowd in his
Leadership” has graduated to inner circle. He has to read
“Transforming Organizational voraciously, because the world is
Framework.” This framework focuses on a big, complicated place.
four components16: 2. Creativity - Leadership is all
about managing change --
• An active environment. whether leading a company or
• An organization as a background leading a country. Things
for capacity building. change, and leaders get creative.
• Transformational leadership that They adapt.
assembles facilitates and lifts up 3. Communication -
human and organizational Communication has to start with
processes. telling the truth, even when it's
• Outcomes characterized by painful.
maximized employee and 4. Character - That means knowing
corporate capabilities and their the difference between right and
possible contributions to wrong and having the guts to do
employees, the company, and the right thing. Abraham Lincoln
society. once said, "If you want to test a
man's character, give him
Organizations utilizing a power."
transformational strategy have the

* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida

**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Page 3
 5. Courage - Courage in the twenty-
first century doesn't mean
posturing and bravado. Courage
is a commitment to sit down at
the negotiating table and talk.
6. Conviction – A leader’s got to
have passion. He should really
want to get something done.
7. Charisma - Charisma is the
quality that makes people want to
follow a person. It's the ability to
inspire. People follow a leader
because they trust him.
8. Competency – A leader got to
know what he’s doing. More
important than that, he got to
surround himself with people
who know what they're doing.
9. Common Sense - The only thing
a leader’s got going for him as a
human being is his ability to
reason and his common sense.
The Last ‘C’ – Crisis
Lee Iacocca says, “Leaders are made,
not born. Leadership is forged in times
of crisis.”
REALIZATION OF HR AS A
STRATEGIC BUSINESS PARTNER
Value comes when the HR organization
aligns itself with the strategy of the
business organization. This is called as
Strategic HR. Single businesses require
functional HR, holding companies
require dedicated HR, and diversified
companies require shared service HR,
setting the overall direction of the HR
organization shows us what element to
put into place.
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
The above theme deals with the role of
HR in the business in the current
scenario, critical HR processes needed
for long term development of
corporations and the ways and means of
enhancing the effectiveness of the HR
function.
National HRD Network of India6, an
association of professionals committed
to promoting the HR movement and
enhancing the capabilities of HR
professionals, has a contemporary
approach towards HR. They cover wide
range of issues pertaining to HR like
alternative strategies and approach to
HRD, organizational effectiveness and
excellence in HRD through quality
circles and innovations. However, the
National HRD network has also
identified that the current challenge
HRD is facing today is to become a
business partner, in particular, a strategic
business partner. It has been recognized
before that HRD can be a business
driver. It is no more a service function. It
is established that people can provide
technological, financial, leadership and
managerial advantage to corporations.
They need to be chosen carefully,
developed, nurtured, utilized and their
competencies multiplied. Nowadays
organizations are under tremendous
pressure for cost reduction especially in
the ever increasing competitive scenario.
Organizations expect that the job can be
executed much faster, easier, and safer
with higher quality and lower cost. HR
has to play an important role to be a
strategic partner in this scenario. HRD
sector is required to address the key
issues concerning the growth and
sustained development of human
resource. HRD managers should pick up
Page 4
the gauntlet and create a vision and important issues confronting corporate
make it known to each and every one. boards. Decisions in these areas should
be informed by valid information and
expert knowledge. An obvious source of
Human BUSINESS information and knowledge is the HR
Resource OPERATIO
Management
function. HR leaders bring unique
NS
Functions professional expertise and perspective to
these areas. HR information systems can
Fig.: Role of HR earlier7 potentially provide unique and relevant
data and boards can benefit from an HR
contribution that goes well
Human beyond administration and program
Resource implementation.
BUSINESS
Management OPERATIONS
In most corporations, the chief human
Functions resource officer is not on the board so
there may not be a connection between
the HR function and board decisions on
Fig.: Role of HR now7 compensation and succession
management. Unlike such disciplines as
finance and marketing, in many cases,
HR must be explicitly invited to
participate in board and committee
meetings that deal with topics that
involve its area of expertise.
Business Operations There are a number of factors that may
Human Resource influence the degree to which HR is
Management Function invited to work with corporate boards on
compensation and succession. It may
occur because HR is involved in
decisions concerning change
management, business strategy and
Fig.: What we need today!7 succession planning; all of these have
implications for compensation and
(SOURCE: V.K.JAIN, HUMAN RESOURCE succession.
INITIATIVE 2005, PAGE. NO.- 87)7 In addition, the way the HR function is
structured, the competence of HR
leaders, and the information and
ELEVATION OF HR FROM knowledge available in HR systems may
FUNCTIONAL LEVEL TO play a major role in determining the role
STRATEGIC LEVEL HR plays in these decisions.
How HR contributes to the strategy of a
Executive compensation, board corporation is strongly related to the
compensation, and management extent of help requested in: executive
succession are among the most compensation, board compensation and

* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida

**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Page 5
executive succession. The more HR is a
partner with the line in developing the
business strategy, and the more the
human capital strategy is integrated with
the business strategy, the more the board
asks HR for help with executive
compensation, board compensation and
executive succession. The highest
correlations are with executive
succession. The most likely explanation
for these relationships is that as a result
of working on business strategy
development and tying it to the HR
strategy, HR is very well positioned to
help design and implement
compensation and succession plans. HR
is not only likely to know what the plans
need to do; it has the visibility and
relationship that it needs to help with
getting it done. The degree to which HR
drives change management is also highly
correlated with whether or not corporate
boards ask for HR help. This too is not
surprising since in order for change
management to be successful the right
reward and succession practices need to
be in place.
Finally, HR making rigorous data based
decisions about human capital
management, is strongly correlated with
executive compensation, board
compensation and executive succession.
Again, the fact that the human resource
strategy is tied to the business strategy
and tied to rigorous data based decisions
puts HR in a well-informed and
knowledgeable role about how
executives and board members should be
compensated. It also potentially puts
them in a knowledgeable position with
respect to executive succession.
Across the board, the greater the extent
to which HR contributes in all of these
arenas, the more help is requested. It is
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
interesting that this is true not only for
executive succession and compensation.
The pattern is also strong for board
compensation. This suggests that a wide
variety of avenues toward strategic
contribution may either enhance HR’s
desirability as a partner in board
deliberations about compensation and
succession, or that when HR is requested
for help in all of these areas, their
capability to contribute in each of these
ways increases. It is probably some of
both, but we believe in this case that the
logic is more compelling to suggest that
if HR can contribute to strategy in these
ways, that creates a demand for their
help at the board level with respect to
succession and compensation.
An example to cite for a successful leap
by an HR professional to the board room
would have to be Mr.K.Ramachandran8.
Mr. K. Ramachandran started his career
with the Tata Administrative Service
(TAS), the Tata Group's central talent
pool. In 1993 he head Philips India's
Human Resource function. In 1998, he
was appointed the first Indian CEO and
Country Manager. He was also
appointed as the Cluster Manager for the
Indian Subcontinent (India, Pakistan,
SAARC) in August 2006. A significant
part of his career has been with two
Companies: twelve years with Philips
India, and seventeen years with Voltas
Ltd., a Tata Group Company. Mr. K.
Ramachandran was the President of the
Bombay Chamber of Commerce and
Industry (BCCI), a premier Chamber of
Commerce, during 2002-2003.
Another example is that of Mr. Manoj
Kohli9 of Bharti Airtel. Mr.Manoj is the
CEO & Joint Managing Director of
Bharti Airtel Limited. He heads the
Page 6
integrated telecom operations of entire
Bharti Airtel including Mobile Services,
Telemedia Services, Enterprise Services
and International Operations. Prior to
appointment as CEO & JMD, Manoj
was the President & CEO of Bharti
Airtel. Mr. Manoj is a member of the
GSM Association (GSMA) Global
Board and Cellular Operators
Association of India (COAI). He was
also appointed as the Chairman of the
COAI during the year 2001-2002.
He was adjudged as “Telecom Man of
the Year” in 2000 by Media Transasia.
He is a member of the Academic
Council of the Faculty of Management
Studies and has been awarded the “Best
Alumni Award” by Sri Ram College of
Commerce, Delhi University, Delhi.
Mr.Manoj started his career in 1979 and
prior to joining Bharti he has worked
with DCM and Escotel at various senior
leadershippositions in the company’s HR
division. Manoj is a Commerce and a
Law Graduate, and holds an MBA
degree from FMS, Delhi University,
Delhi. Manoj also attended the
“Executive Business Program” at the
Michigan Business School and the
“Advanced Management Program” at
the Wharton Business School.
HR WAY OF ENTREPRENEURSHIP
To build entrepreneurial culture,
competence base is to be developed and
nurtured in the organization. To make
this happen, creativity, reward system
and capabilities of assessing internal and
external opportunities need to be
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
harnessed and managers should be
encouraged to use such competencies to
build entrepreneurial culture in the
organization. The four lifestyles viz.
Humanistic – helpful, affiliative,
achievement oriented and self
actualizing10, need to be enriched
through HRD intervention for
organizational entrepreneurship.
Development of entrepreneurism as a
core competency should be the foremost
goal of HRD in building entrepreneurial
culture. Transformational strategies can
be formulated and implemented
successfully in the millennium by giving
greater emphasis on entrepreneurial
element in HRD process in
organizations.
The future business scenario is going to
be different with the newer challenges in
each and every field. But like in past, the
wisdom and competencies of human
resource will be the reckoning forces to
meet the challenges of the new scenario
as well. Although many new cultures
exist, the culture of entrepreneurship will
be needed to run business organizations.
Human resource development will be
needed in building and harnessing the
culture of entrepreneurship.
It calls for reorientation of HRD process
in transformational strategies for new
millennium. Assuring fit between person
and organization is critical to
entrepreneurial and creative success. The
following steps will be needed for
building entrepreneurial culture11:
• Encouraging and rewarding
entrepreneurial behaviour
• Identifying organization specific
entrepreneurial competencies and
developing these competencies
• Developing creative and
innovative skills
Page 7
 • Assessing internal and external Mahila Graha Udyog13, the
opportunities manufacturers of Lijjat Papad. The
• Imbibing motivation directed incredible saga began when seven semi-
style literate Gujarati women from Bombay
• Entrepreneurism as core decided to leverage the best talent they
competency had – that on the Kitchen Sink. Started
on a modest loan of Rs. 80, these daring
Corporate entrepreneurism has emerged Entrepreneurs’ took over a loss making
as an essential contributory element for Papad venture by a woman named
the growth of any organization under Laxmidasbai. They supplemented and
changing business environment. reinvented the process in their backyard,
Assessments of opportunities and the rest, as they say, is history. The
implementing entrepreneur initiative as Rs. 80 organization today has an annual
organizational and individual issues are turnover exceeding Rs. 301 crore. As
key dimensions for propagating and managers, we salute the sheer guts these
nurturing corporate entrepreneurism. A women possess.
research study was conducted on two
HR Practices:
organizations by Ashok Kumar &
Comprehensive &
Hariharan12. One is a public enterprise
Inclusive
SAIL and another is a private enterprise
Human resource management function
USHA MARTIN PRIVATE Ltd, to test
has undergone in many organizations.
whether there is any influence of nature
The prime concern of HRM function
of organizations on corporate
today is to gain, maintain or enhance its
entrepreneurism. The result shows that a
competitive edge. There is a need to look
significant distinction, though not very
into it occasionally through assessment
conclusive, between the two
and audit exercise. Functional audit of
organizations is more of opportunity
HRM function is one of the strategies of
assessment and organization driven
conducting Human Resource Audit
implementation in private enterprises
(HRA) 14. There is no single approach for
whereas it is more of individual driven
conducting HRA. The organizations
implementation in public enterprise.
have to evolve their own approaches for
Most of facilitating factors for
this purpose. The general objective of
entrepreneurship are positively
conducting the functional audit of HRM
correlated with each other in both the
is to evaluate the extent to which various
organizations. Suitable organizational
activities in HRM function are present
initiative and assessment of
and their effectiveness. To what extent,
opportunities associated with individual
the HRM function is able to meet the
implementation may help in inculcating
organizational needs. A number of
and strengthening much needed
approaches have been suggested in this
corporate entrepreneurship in large
paper to conduct functional audit of
business enterprises.
HRM function is not easy, yet once the
process is initiated, the organisations
One of the most inspirational “Rags to
Riches” stories in India is of Shree
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Page 8
would be able to develop their own
approaches.
Best HR practises are very important for
companies nowadays. To be more
precise HR has always been important
but the importance has recently been
realised to its proper essence. HUMAN
RESOURCES happen to deal with the
most important resources of any
company. Human beings or people
happen to be the main driving force of
any organization15. The proper
functioning of human beings in an
organization helps in the building of the
reputation and upgrading the
achievements of that organization. The
policies of recruitment, dealing,
separation, grants offered to the people
result in the ultimate functioning of an
organisation. Hence it is of utmost
importance for an organisation to reach
escalated heights. Some of these
functions have always been an integral
part of HR departments for ages. But
there are other activities that have
received prime importance in the recent
past and currently happen to be primary
functions of the HR department.
Situational Analysis and Environment
Scanning happen to be a very highly
important function of HR. HR managers
need to be aware of various situations
and should tackle them individually as
per situation requirements. Various
environments are often encountered with
and the HR professionals must know the
specific actions required at every
environmental encounter. Functional
audits are very much required mainly to
evaluate the extent to which various
activities in HRM function are present
and their effectiveness. The organization
has often new objectives and strategies
to deal with for which structure audits
* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida
**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
are of utmost importance and should be
a main concern of the HR department.
But it must be evaluated whether
systems are present to attain all the
objectives and that is evaluated by
means of system audit. Diagnosis of
proper Organisational Behaviour and
its proper application in various fields of
professionals is yet another important
function of HR. Proper proposition of
activities and the development of
organizational charts describing required
jobs are required for proper organisation
of functioning of the employees.
Succession Plans happen to be yet
another function of HR which has its
importance pronounced in contemporary
times where the organisation is required
to think in advance and plan for
succession jobs stretching across a
certain length of time which would help
the company to fall in the course of
action in an anticipated manner.
Such functions of HR happen to be the
roadway to success which would help in
the total development of an organisation
and help it to proceed forward in
contemporary era with leaps of success.
Recording of existing objective,
organization structure, and main
activities of the function such as16
Situational Analysis and Environment
Scanning,
Functional Objectives Audit,
Evolving (New) Objectives and
Strategies
Structure Audit
System Audit
Diagnosis of Organisational Behaviour
Developing Proposed Work Systems
Manpower Inventory
Manpower Analysis and Forecast
Career Development and Succession
Plans
Page 9
Manning Chart
Training and Development Plans
Training and Development Outcomes SCOPE FOR FURTHER
Manning or Deployment Plans DISCUSSION:

RECOMMENDATIONS AND Transformational Leadership can take

FUTURE CHALLENGES:
Wide research in the field of
organizational behavior has shown that
good leadership reinforces an
organization’s structure. The 21st century
has witnessed the rise of a new breed of
workers – “The Knowledge Worker”
making the task of people management
even more intensive. This development
requires the emergence of new age
leaders who can strike the perfect
balance between the organizations
initiating and relationship structure. An
able leadership thus, acts as a guiding
light for the organizations which today,
in this competitive environment, are
walking on a razor’s edge.
It is important for us to accept that there
is need for HR at the board level in order
to achieve sustainable growth and
development of the organization. In
order to achieve this, the employees
should realize the importance of HR as a
strategic business tool. The work of HR
in an organization should be well known
by all employees to know the intensity
of this department. HR should no longer
be confined to being taken care of by
one department. Instead, the entire
organization should work as an HR
organization so as to achieve holistic
development of the organization. There
is need for change in the mindset of the
employees so that they see a broader
picture of HR and its importance in
helping the business to progress and to
enhance the employees’ potentials.
HR to a whole new level, making it a
strategic partner in business operations.
The need of the hour is an active
leadership that can act as a catalyst in the
process of idea generation and
developing competencies, thereby
developing the entrepreneurial spirit of
the employees. In a century, dominated
by knowledge workers, optimization of
human capital is an absolutely critical
need. For the new age HR, the challenge
is not to hire people with the right
qualifications, but the right
competencies. The only question is –
How?
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* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida

**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Page 10
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* Assistant Professor, Human Resource Management, BIMTECH, Greater Noida

**Assistant Professor, Organizational Behavior / Human Resource Management, BIMTECH, Greater
Noida
Page 11