Documente Academic
Documente Profesional
Documente Cultură
inform 9
10 Chapter News 18 Learning Centre
contents
incubate 21
22 Culture vs Strategy in the battle for Existence
illuminate 35
36 Column by Prof. Arup Varma 37 HR for the Millennial Workforce: Needed a New Protocol 41 Creating Future Skills: Through SMT 45 Organisation Learning and the Role of Leaders
inspire 27
Cover Story
In this round of research we have identified six domains of competencies that HR professionals must demonstrate to be personally effective and to impact business performance.
imagine 53
54 Numbers 57 Amazed
Team
Editor K. Srinivas Rao editor@nationalhrd.org Editorial Assistant Blessy Pais Publisher, Printer, Owner & Place of Publication Dhananjay Singh Executive Director, NHRD Network on behalf of National HRD Network C-81C, DLF Super Mart I, DLF City, Phase IV, Gurgaon 122009, Haryana Tel: 91-124-4217171-79 Fax: 91-124-4041560 Email: ed@nationalhrd.org
(Minds in Motion)
Arathi Ponangi Madan Srinivasan Dr. Padmaja Palekar Rachna Gujral Ratna C. S. V. Support Team Anirudh Sen Rati Malik Jasmine Sayeed Quasim Ali V. Mayan Sukrit Ghosh Creative Design Editor Neishaa Gharat www.karmaventures.co.uk
S.Y. Siddiqui
National President, NHRDN and Managing Executive Officer Admin (HR, Finance, IT & COSL), Maruti Suzuki India Ltd
Editorial
My Dear Fellow Travelers, Skeptics have often dreaded 2012 and Hollywood has personified it. 2012 dawned upon us and has already swept a good number of days into history, so as HR professionals we are back to our business, and we have no choice but to start worrying for the upcoming appraisals and increment season. 2012 holds a good rollercoaster journey for the HR professionals; on one hand we still have the economy which is slower than expected while on the other, employee aspirations which are higher than ever. We still have the conflict where some believe that the world is flat and others, who are trying to get back jobs to their country. We still have the managers who are reluctant to change their outlook for the new age digital Gen Y employees and so on. 2012 will be a defining year for HR as a profession wherein it has no choice but to move to the Next Orbit and become a true-blue business partner. In this direction we have the honor of having the cover story which draws attention to: Competencies for HR Professionals. Working Outside-In - the research paper by none other than the HR guru Prof. Dave Ulrich along with Jon Younger, Wayne Brockbank and Mike Ulrich. I wouldnt share my thoughts much here as that would reveal the essence. I will urge you to go through the same and enjoy the emerging perspectives. I am happy to note that the Inform Section is seeing an increased eye-ball space and chapters are vying with each other to feature their events. The team of the Newsletter is making every effort in this direction and would like to see more chapters use this forum to feature their good work. On the lines of chicken-first-or-egg-first row is an article, Culture vs. Strategy in the battle for Existence; featured in the Incubate section. Browse it to gain insights and find answers to whether it is Culture over Strategy, Strategy over Culture or one in support of the other that would create the win-win situation. The Illuminate section has a few attractions of its own HR for the Millennial Workforce, Creating Future Skills through SMT (Self-Managed Teams) and Organisational Learning & the Role of Leaders.
2012 will be a defining year for HR as a profession wherein it has no choice but to move to the Next Orbit and become a trueblue business partner
My favorite for this issue besides the cover story is Self Managed Teams. In a diverse country like ours where consensus building and working in a cohesive manner is a must for the greater good of the organization, this concept can make a difference. The team of the Newsletter wishes each one of our readers a great year ahead. We are eager to hear from you, so do share your thoughts, feedback and ideas at feedback@ nationalhrd.org or editor@nationalhrd.org. Happy reading
K. Srinivas Rao
Editor Chief Strategist & Partner The Strategist
Chapter News
It helps build rapport between Associates in cross functions;
Baroda
Learning and Development initiatives
The session started with Rajesh Palkar welcoming the audience as well as the Facilitator Bharat N Darjee, General Manager Trainings at Netafim Irrigation India P. Ltd. It was an absolute jargon/PPT free interactive session held on December 3, 2011 at Faculty of Social, MSU of Baroda that blended with the speakers understanding for the benefit of students pursuing their post graduation as well as for the working professional. This included:
It helps build/improve mutual trust and respect leading to collaborative culture in the organisation; and, Quicker resolutions of complaints and minimizes distrust/fear. The session ended with a vote of thanks by Shri Sunil Pagar, an Executive Committee Member of NHRD Baroda Chapter.
Leadership Consulting, AON Hewitt, (presenter); P.T. Joseph, Director, Xavier Institute of Management Bhubaneswar; B.L. Bagra, Chairman and Managing Director, NALCO; Mr. Ryan Lowe, West India, Business & Sales Lead, AON Hewitt (Moderator); Mr. Rajeev Bhadauria, Director-Group HR, Jindal Steel and Mr. V.C. Agrawal, PresidentHR, RP-Sanjiv Goenka Group. The panel agreed that there is a clear correlation between investing in leadership, and consistently identifying and grooming potential talent. Great leaders attract good people, and their legacy is the people they have developed. The panelists dwelt on the need to create the path for building leaderships to sustain growth and shared their suggested steps: firstly, by identifying and articulating the purpose of the organization; secondly, by defining how the organization will achieve that purpose; and thirdly, by assessing the capability of its talent to achieve that purpose. Working with great leaders and nurturing the power of observation is a potent way for leadership development. This has not been explored sufficiently in India, and remains an area of opportunity for companies that aspire to build great leaders. The panel concluded that leadership is not about CEOs alone, but also about building leaders at all levels and functions, and enabling people to be ready to perform in their leadership moments. Leadership is hierarchy neutral, as there are leaders much below the CEO level who have great leadership potential. The idea is to identify and groom such individuals for the future through a sustained and structured process.
Bhubaneswar
NHRDN, Bhubaneswar Chapter partnered with People Matters & AON Hewitt to showcase an HR Conclave on Art & Science of Developing Leaders at Mayfair Hotel, Bhubaneswar on December 12, 2011. The event was presented by BIMTECH (Birla Institute of Management Technology). The aim of the conclave was to discuss the Art & Science of building a leadership pipeline. The focus was to share original research from AON Hewitt and insights from the experiences of leading Indian CEOs & HR Heads on leadership development.
Why should you know your business? Know Your Company. K Y C After briefing about the world leadership position that Netafim Ltd. enjoys, in the field of micro drip irrigation, Darjee emphasized that to gain respect and become a successful professional, it was important to know your business & processes. KYC has multiple benefits. One gets a fair understanding of the companys products & processes; This improved understanding helps them to see linkages of their function more clearly;
The event was graced by panelists like Ms. Radhika Gopalakrishnan, Director
10
Chennai
Monthly Meeting
NHRD Chennai Chapters December Monthly meeting was held on December 20, 2011. Mr. Mohan Kumar C, Chennai Chapter President welcomed the gathering and introduced Mr.
of people are willing to be led. The question now is how to make them move? At first as a leader one should look to give answers by themselves seeking those answers. Look to work through, take charge and provide the necessary solution and answers. Secondly, it is important not to panic. For a person who is panicked himself / herself cannot provide stability / assurance to others. HR as a Crisis Time Leader: To the question: when faced with an issue/ crisis, who is your go-to person? Multiple answers kept pouring like the person with whom we feel comfortable, a person who listens, someone who has more information, someone who can give a solution. Thirdly, data says 54% of worries in corporate world are about things that will not happen. Around 27% of worries are about the past. Hence, it is required as a leader one talks the issues of people that are either generic or personal in nature with them. Once spoken, clarity provided, assurance given then focus on business in hand.
Shiv Shankar to talk on the topic Leadership in Turbulent Times. He said generally people name qualities like strong communication, innovation, vision, ability to take risk et al to be the necessary ingredients of a leader. But the most important thing is followership. It is always possible that there will be followership due to money power, muscle power or political power. For a leader, it should be a voluntary followership. Highlights of the session are as follows:
The event started with the opening speech by the National President of the NHRDN, Mr S.Y. Siddiqui. He congratulated the NHRDN family on the successful journey of 25 years and reiterated NHRDN commitment
11
towards its mission and vision on good professional growth and learning through networking. He laid a few guiding stones for the NHRDN journey through 2020, the theme of the panel discussion. He pointed out the importance of institutional identity, shared leadership, speed in decision making and the role of young HR professional in successful growth of HR in India Inc. The opening speech was followed by reading out the letter from Dr. T.V. Rao, founding member of NHRDN and a video presentation as a tribute to the unparalleled contribution of Late Dr. Udai Pareek in the growth of HRD in India in general and NHRDN in particular. The main event panel discussion HR2020: through three lenses was chaired by Mr. P. Dwarakanath, Director - Group Human Capital, Max India. The panel included: Mr. Subhash Jagota, Director, Global Business Solutions; Mr. Sunil Ranjhan, VP-General Affairs (HR, IR & Admin), Honda Siel Cars India; and, Ms. Sakshi Khosla, Sr. Manager, Max India.
Officer M/s. Easun Reyrolle Ltd.; Adhiyamaan College Management Studies students performed theme parade, dancing, singing & mimicry in the entertainment session and other members displayed their talents; Employees of corporations who perform voluntary services as Traffic Wardens in Hosur were honoured for their voluntary service to Hosur Town. A Spot Quiz was organised for the members by Mr. John Robert, HR Manager of ATC Ltd. Mr. Israel Inbaraj, Mr. Manivannan, Mr. Senthil and Volunteers were recognized for their outstanding performance for NHRD during the year 2011. The evening ended with a vote of thanks by the Chapter Hon. Secretary, Mr Israel Inbaraj, Group HR Manager M/s. Aditya Birla Nuvo Ltd, followed by cocktail & dinner with new year compliments.
perspective and pointed out how HR has evolved from the old days of industrial relations agent to a talent management role. He asserted that the scope of HR has widened from handling disputes to nurturing talent and engagement in organizations, and this trend is going to continue the HR journey across 2020. Mr. Ranjhan introduced the changing focal points of HR decision making in organizations. He introduced and discussed the emerging concepts of portable loyalty; instant gratification and breadth of experience over length of tenure in the discussion. Ms. Khosla pointed out the changes in work locations, talent management, technology changes and growth of contractual labour as the coordinates of future HR growth. This special event was a perfect start of the year long celebrations at NHRDN. The discussion brought in various dimensions of changing patterns in the scope and effectiveness of HR in coming years.
Hosur
The panel chair lamented that HR in 2020 was, to him, seen through the lenses of the three different generations of HR professionals viz. Baby Boomers, Generation X and Generation Y. He said that the success of HRD in 2020 will only be ensured through the collaboration of the ideas and energy from these three generations together. This brought in the importance of talent & competence building in future growth of HRD in India. Mr. Jagota brought his experience of four decades as an HR professional into The NHRD Hosur Chapter Annual Meet was organized at Hotel Dhanunjayas, Hosur on December 17, 2011 and started at 6.00 pm with networking. The event began with a prayer song followed by welcome address by the chapter president Mr. V. Nagarajan, Retd. GM, M/s. TTK Prestige Ltd. Next on the agenda was the recitation of HR Code of Conduct by Mr. Manivannan AGM, M/s. Avtec Ltd. The remainder of the evening proceeded as follows: The Annual Report for the calendar year 2011 was presented by Joint Secretary Mr. K. Satish Kumar, Sr.
Hyderabad
Events
Talent Management Conclave: Talent Management Conference is a flagship event of NHRD Hyderabad organized in collaboration with Indian Business School under the leadership of Mr. Ravikanth Reddy. Jon Younger, Conference Chair from RBL moderated the discussions, while Bill CLO of Deloitte, Prateek Kumar from Wipro, Ishan Manaktala from Netik, and Prof Dishan Kamdar from ISB made impeccable presentations. The conference hall was full of CXOs and CEOs all day long.
12
Book Release: Hyderabad Chapter organized a unique Book Release and Interactive Session on Organization Development - Accelerating Learning and Transformation at Bhaskara and Its Role Today in India in an interactive programme organized at COD, Hyderabad, wherein he made a presentation highlighting the genesis of EMRI and provided insights about the contribution made by corporate for its effective functioning. He advised the young professionals to be sensitive to the societal needs and sought their contribution. Meet the Mentor with Mr. KV Rao December 30, 2011: Mr. KV Rao a senior IAS officer (retd) and CEO of NCC Infraholdings shared his experiences on His Life and Times with People in Public & Private Sector in an interactive session organized at COD, Hyderabad.
Auditorium on November 11, 2011. NHRD founder president Dr. T.V. Rao and Dr. Ramnarayan, Prof. of ISB (authors) shared the underlying concepts of OD and contents of the book. The programme was witnessed by senior HR professionals, academic leaders, researchers and students. Mr. Ravikanth Reddy, NHRD Hyderabad President, released the book. Unique Programme with Global Thought Leader - Ed Cohen: Prof. Ed Cohen, a global thought leader made a presentation on Building Global Leadership pipeline perspectives from Global Thought Leader on September 21, 2011 at EThames Hyderabad. He provided insights about building leadership pipeline and shared practices of high performing organization across the globe. Innovate or Die Strategies in Rapidly Changing Global Markets: On November 12, 2011 at Taj Deccan Hyderabad a Roundtable discussion on Innovate or Die: Strategies in Rapidly Changing Global Markets was led by Professor Srinivas K. Reddy, Associate Dean & Director, Centre for Marketing Excellence, Singapore Management University and Mr. Manoj Vargese of Google.
Meet the Mentor with Amit Scar, GM&MD, Microsoft Services Global Delivery: On September 16, 2011 interacted with the participants under the theme of Building High Performance Teams (HPTs) Meet the Mentor with Mr C. Mahalingam, EVP & Chief People Symphony Services: On November 21, 2011 Mr. Mahalingam President of Bangalore NHRD chapter interacted with the participants on emerging dimensions of human resource management. With his witty and humorous style he stated that ENGAGEMENT is not ENTERTAINMENT and stressed the need for HR to make worthwhile contributions to the business strategy.
Meet the Mentor Programmes with Prof. Balaji Utla November 30, 2011: Prof. Balaji Utla, CEO HMRI and President - Corporate Sustainability Piramal Health Care Ltd shared his perspectives on Corporate Citizenship
NHRDN Silver Jubilee Event on December 6, 2011: NHRDNs Silver Jubilee Event was conducted with an enthusiastic participation by more than 150 participants. Mr. Ravikanth Reddy, President of Hyderabad Chapter made an impeccable presentation highlighting the origin, growth and present status of NHRD Hyderabad Chapter and thanked all the past Presidents, Secretaries, Treasurers and office bearers for their continued support for the development of Hyderabad Chapter.
13
Mr. Gaurav Ahluwalia of HSBC, Mr. Ramakrishna Momidi of Deloitte and Uma Rao of Mars International made thought provoking presentations on the topic Evolution and Future of HR. The highlight of the programme was the panel discussion on the subject and the panellists responded and answered the wide variety of queries raised by the participants.
Mr. Abhishek Kumar Manager Communication, Jaipur Rugs Company Pvt. Ltd. said that in order to deal with disasters Jaipur Rugs have eco-friendly products and systems. He said Jaipur Rugs emphasis is on preparedness for disaster while Mr Kumar stressed on the communication model for disaster management.
Jaipur
National HRD Network & IILM Academy of Higher Learning, Jaipur, in joint collaboration with Sevayatra, organized the International Dialogue on Disaster Management on January 7, 2012. Sevayatra provides an endto-end social responsibility solution for various organizations, corporates and universities & colleges. The basic objective of this dialogue was to identify the challenges and gaps encountered by Indian industries in the implementation of the disaster management systems, and to get the students perspective on India disaster management.
Dr. Mala Airun Medical Superintendent, Narayana Hryudayalya Hospital said that disasters affect the hospitals; therefore all hospitals must have good evacuation plans. She presented a recent case of fire in Kolkatta, saying that the problem was lack of preparedness, training and laid back attitude. The main problem was that hospital staff was not properly trained. Dr. Veena Arora Corporate Trainer talked about macro view at the country level and micro view at the individual level. Three ways to deal with disasters are mitigation, preparedness and advocacy in the form of political, social and environmental. In Jaipur there are also many buildings that are vulnerable to disaster. Sensitizing the stakeholders, SOPs to be laid down, and mock grills are needed. At the individual level we can help out and spread the correct information after attending training programs. Four level of disaster management strategies at individual level are physical fitness, mental preparedness, social and emotional aspect (empathy), and spiritual.
HR Interact
HR Interact has been a regular feature of NHRD Hyderabad Chapter. Senior HR professionals and seasoned academicians have interacted with the participants on the following topics: Dr. A.R. Aryasri, JNTU, Director, School of Management Studies, Team Effectiveness (December 01, 2011.) K. Panduranga Rao, IVRCL, Employees Stress - Role of CXOs and HR (December 08, 2011) Mr. Pradeep, CEO Of Neeharika Entertainments Balancing Personal & Professional Life Role of HR (December 15, 2011.) Mr. KVS Srinagesh, Head Talent Acquisition of NCC Ltd Techniques of Talent Acquisition for Cost Optimization Dr. B Karunakar, Director, Narsee Monjee Institute of Management Studies (NMIMS) Corporate Champions (December 29, 2011) All the above initiatives were well received and attended.
On this occasion Dr. Ashok Bapna President, NHRD & Adviser, IILMAHL, Jaipur tried to sensitize the students on the purpose of the dialogue. It is to bring in to everyones notice that the numbers of disaster management has increased in the past century. Across the globe, disasters have increased. He further added that natural disasters are partly caused by human beings basically it is the imbalances between demand and supply in the system which results in natural catastrophe, and profit has become the real reasons behind disasters.
Interesting questions were raised, both by the IILM students & also by visiting students from University of North Texas, USA. Ms. Ruchi Khemka (Vice President SevaYatra Edutrips India Pvt. Ltd)
14
shared her concerns, while Dr. Sudha Arlikatti Associate Prof., University of North Texas informed the gathering that the only department in the USA which is imparting this kind of a special course is in this University. Dr. Shika Kaushik Dean, IILM welcomed the participants while Ajeta Bhatia Associate Dean, IILM proposed vote of thanks. Ms. Tanupreet Lamba, PGDM-I student compered the programme.
key terms like Spiritual Leadership and Spiritual Climate. Mr. Indranil Banerjee of West Bengal State Electricity Distribution Company Ltd. presented a bouquet and Dr. Chandrima Banerjee of Srei Sahaj e Village Limited presented a memento and a token of appreciation to Prof. Chattopadhyay. leadership, explore the connect between spiritual leadership and spiritual climate, and discover essential factors and conditions for promoting a theory of spiritual leadership within the context of the workplace. The primary purpose of this study is to investigate the relationship between four sub-variables (meaning/calling, membership, inner life/spiritual awareness and concern for larger social and natural environment) at the leader level and three work-related variables (harmony with self at work, harmony in work environment, and transcendence) to assess the climate of the unit or workgroup at the team level by applying the concept of Ashish Pandey-Rajen K Gupta - A P Aroras spiritual climate inventory (2009) to manufacturing and service organizations across diverse industries and to examine the concept quantitatively from Pandey-GuptaArora Spirituality Scale (The 2009 Pfeiffer Annual Consulting) so as to find promising management principles for business organizations. The secondary purpose of the study is to provide organizations with new management principles regarding Spiritual Leadership and Spiritual Climate variables in managing their employees. This might be used to prevent high attrition-rates and impaired quality of work life and in the process, increase job satisfaction. Prof. Chattopadhyay also enlightened attendees by sharing his valued thoughts on Significance of his study, on its Conceptual Framework. He also briefed the august gathering on definitions of The Vote of Thanks was delivered by Mr. Rajib Kumar followed by a sumptuous High Tea.
Kolkata
Kolkata Chapter had the privilege to have Prof. Debaprasad Chattopadhyay, Professor & HOD-HR Globsyn Business School as the speaker for the evening knowledge session. Prof. Chattopadhyay, a senior member of NHRDN, ISTD, ISABS & NIPM, is currently pursuing his doctoral research on, Impact of Spiritual aspect of leadership on spiritual climate of the teams and its plausible linkages with corporate governance. In fact his work has already been accepted for presentation by IIM, Bangalore at an International Conference on Spirituality in Management at their campus early next year. Prof. Chattopadhyay started off by presenting a perspective on the statement of problem of modern organizations witnessing a high rate of attrition, where people join companies with lots of expectations and ambitions.
Lucknow
To celebrate the completion of 25 years of successful existence of NHRD Movement in the country, a programme of Panel discussion was organised by the Lucknow Chapter on the topic Emotional Quotient + Intelligence Quotient = Enhanced Performance on December 16, 2011 at Hotel Clarks Awadh at Lucknow. The programme started with a 10 minute short film on Dr. Udai Pareek, founder member of NHRD Network. Mr. V.P. Sahi in his welcome address, informed the audience that the Lucknow Chapter has been awarded with the EMERGING CHAPTER of the NHRD Network. He further informed that it is a matter of pride for the Chapter that for the first time since its inception, it has been given the task of hosting a Board Meeting on January 21, 2012 at Lucknow. The responsibility of the central office to conduct northern regional conference in the month of February 2012 in Lucknow would be really an opportunity and require the cooperation of all the Networkers of Lucknow chapter.
The purpose of his study, he said, is to analyze known academic articles as to how they characterize spiritual
15
Secretary of the Chapter Mr. Himanshu Kumar gave a brief introduction of all the Panel Members and then the task of moderating the discussion was handed over to Dr. Suresh Singh, Director HR & Training, PSIT/PSAT. The panel comprising of Mr. A.K. Singh, Chief General Manager, State Bank of India; Prof. Yasmeen Rizvi, IIM Lucknow; Mr. Nishant Sinha, Vice President, Aegis Lucknow; and Mr. Kapil Sharma, Circle Head & Addl. Vice President, Vyom Networks, Lucknow started discussion with their individual views on the importance of Emotional Quotient in enhancing the performance of individuals. The enthusiastic and the learned audience also raised questions, which were brilliantly handled by the panellists. The discussion concluded by giving impetus that to be successful executive or an employee or otherwise a good person in any field the role of EQ is very significant. Various researches have proved that 80 percent of the success depends on the use of EQ, yet a desired level of IQ is also a must for the same. This is because EQ components are very useful in assisting employees with decision making in areas like teamwork, inclusion, productivity and communication.
Mr. Ujjwal Kapoor, Mr. Pravesh Saxena, and Mr. Arun Mathur were also actively engaged in the programme. The programme was attended by around 50 persons including HR executives and heads of several organisations and B-Schools.
on Thursday December 22, 2011 from 6.30 to 8.30 pm at Welingkar Institute. Panellists were: Mr Satish Pradhan, Chief, Group Human Resources, Tata Sons Limited; Dr. Rajen Mehrotra, Former Chief People Officer, ACC Limited & Senior Specialist to UN - ILO India Office in New Delhi; Mr. Sharad Gangal, Executive Vice President -HR, IR, ADMIN & Member of Executive Council, Thermax Limited; Dr. Vivek Monteiro, Secretary, Maharashtra State Committee of Centre of Indian Trade Unions. It was attended by 80 delegates.
Mumbai
December 3, 2011
National HRD Network in association with NHRDN Mumbai Chapter organized one day workshop on Talent Acquisition & Management of Tomorrows Workforce- The GEN Y on Saturday, December 3, 2011 at Welingkar Institute. The facilitator was Dr. Sujaya Banerjee - Chief Learning Officer, Essar Group, and the event was attended by 20 delegates.
Finally, a vote of thanks to all members and Guests was proposed by Prof. Sunil Kumar, Vice-Chairman of the Chapter for their presence and active participation in the programme and PSIT/PSAT (Member institute of the Chapter) for sponsoring the programme. The programme was anchored by Ms. Aparna Mishra. Mr. Mohit Kumar, Jt. Secretary,
16
The following are former Regional Presidents (Western Region): Mr. Marcel R Parker, Chairman, Ikya Human Capital Solutions Private Limited Mr. Satish Pradhan, Chief, Group HR, Tata Sons Limited The following are former Presidents Mumbai Chapter: Mr. Ginil Shirodkar, Former Vice President HR, Procter & Gamble Prof. Chandra Mohan Srivastava Prof. Leslie Rebello, Director, L. R. Associates Pvt. Ltd. Dr. P. V. Bhide, Group President HR, J. K. Organization Mr. George Kunnath, Consultant Mr. S. S. Muzumdar, Former Director HR, Siemens Limited Mr. Vineet Kaul, Chief People Officer, Hindalco Industries Limited Mr. Rajeev Dubey, President (Group HR & After-Market) & Member of the Group Executive Board, Mahindra & Mahindra Limited The Silver Jubilee Year Celebrations were attended by 130 delegates. award to Mr. Manoj Sharma, the former Chapter President & Sr. Vice President Adani Infra Ltd, for his outstanding contribution for the NHRDN Nagpur Chapter. Mr. Aquil Busarai also congratulated the Chapter President and Chapter Members for the recent commendation for their versatile activities. A large number of family members, children and members were present at this occasion. Dr. C.V. Chalapatirao, Director Grade Scientist NEERI,
Ranchi
The National HRD Network, Ranchi Chapter organised an Evening Talk on Leadership and Corporate Growth on January 3, 2012 at SAIL Management Training Institute, Ranchi. Committed to transformational leadership and change management through continued education, research and experience sharing, the talk was organised by the Chapter to felicitate Mr G K Pillai who made a dramatic turn-around of HEC Ltd during his tenure as CMD. In his welcome address, Mr. Manas R Panda, ED (HRD), MTI and President, NHRD Network, Ranchi Chapter highlighted the new-wave leadership of Mr G K Pillai in bringing about the sense of purpose and urgency in HEC Ltd. Mr Pillai presented a power-packed vision of leadership driven through the people-centric programmes bringing organisation-wide changes .
Nagpur
On December 6, 2011 Nagpur Chapter celebrated NHRDN Silver Jubilee Celebration along with Mr. Aquil Busarai, the former President, NHRDN. Prof. Shyam Shukla President Nagpur Chapter shared the journey of NHRDN and also the contribution of Late Dr. Udai Pareek for HRD movement in the country. Mrs. Vinda Warhadpande, readout the NHRDN code of conduct at the beginning. At this occasion, Mr. Aquil Busarai presented leadership
appreciated the involvement children and families for the chapter activities. Dr. Vijay Anand Phate and Mr. Manoj Sharma conducted a session for families. Mr. Mahendra Kakde, CEO Clide Academy conducted the games for the children. Mr. Sachin Khedikar, Treasurer Nagpur Chapter proposed a formal vote of thanks. The NHRDN Silver Jubilee celebration at Nagpur ended with much fun and frolic.
The meeting witnessed an unprecedented gathering of distinguished guests from Industry and Academics. Mr. KK Mehrotra, Director (Engg.), MECON and Mr. S Varadarajan, Executive Director, RDCIS, SAIL shared their valuable insight and experience with Mr Pillai. Shri B Chowdhury, Hony. Secretary, NHRD Network, Ranchi Chapter introduced the Programme in the beginning. Vote of Thanks was given by Dr. Hari Haran, GM (HRD), MTI and Vice-President, NHRD Network, Ranchi Chapter. The NHRD Network function was attended by members of NHRD Network and professionals from SAIL, MECON, HEC, CIL, IICM and other leading organisations and institutes of Ranchi.
17
Learning Centre
Seminar on The New Age Talent Acquisition: Energized and Engineered by Digital Media
Friday, December 09, 2011, Taj President, Mumbai
wareness being the name of the game, operating in a space where information is readily available to all and sundry, how are talent acquisition professionals bracing themselves to face up to the challenges thrown at them by the digital media mania? Furthermore, ensuring the right mix of cost of hire, time to hire and quality of hire is the dilemma for every talent acquisition professional. Is it merely the hiring of a pair of hands or getting the right mind on board? In a world where people have choices, how are organizations represented in the digital world? To provide insights to some of these questions, National HRD Networks Learning Centre and NHRDN Mumbai Chapter together with LinkedIn organized a program on The New Age Talent Acquisition - Energized and
Engineered by Digital Media, on Friday, December 09, 2011 at Hotel Taj President, Mumbai. An eminent array of speakers engaged the audience on the following points: How is Talent Acquisition evolving? Role of Social Media in talent acquisition Does employer brand take new meaning in the context of digital media? How can that brand be communicated and marketed in the digital age? The panelists included Mr. Hari Krishnan, Country Manager LinkedIn India (Keynote Speaker & Session
People are looking to work not just with anybody, but with the right set of people; hence the reference check done by employees
18
Moderator), Mr. Adil Malia, Group President Human Resources Essar Group, Mr. Prabir Jha, Senior Vice President Human Resources, Tata Motors, Mr. Ravishankar B., Senior VP Human Resources, HCL Technologies and Mr. Rajesh Padmanabhan, Head Human Resources, Capgemini India. A pertinent point highlighted by Mr. Hari Krishnan was that at the very core of social networks, be it Facebook or LinkedIn, is people, not technology. It is the recognition and /or pride that an individual seeks/feels when he / she appears on public domain. At the backend, the social networks can get a lot of insights into trends of human behavior, preferences, likes, dislikes, groups, ideologies, etc, which in turn could assist talent acquisition teams while targeting their search or drawing up strategies. Some of the emerging trends among todays talent are: Personal brand reputation i.e. letting the world know they exist and hence the link up to social networks People are looking to work not just with anybody, but with the right set of people; hence the reference check done by employees. Eg. before appearing for an interview, scanning the social networks to get a run down on the person who would be conducting the interview. The social credibility of the organization that a person seeks to associate with. People showing a preference to go by what they see and feel rather than just heard.
The panel debated and discussed on the readiness of organizations and talent acquisition professionals to understand and manage these trends proactively. What are the future trends in store with regards to social media and talent acquisition? At what level of preparedness is the organization currently in terms of attracting fresh talent by leveraging social media networks? In closing, the deliberations left the audience with some nuggets to dwell on: Are the organizations internal
processes and systems living up to the market realities with regards to talent acquisition and leveraging social media? The importance and need for drawing up the value proposition of the organization. How to create bridges within the various social media options? The partners for the event were LinkedIn (Principal Sponsor), FORE School of Management (Academic Partner), People Matters (Magazine Partner) and The Strategist (Learning Partner).
19
he concept of corporate culture and its companion notion of shared values are important in the field of strategic management. Researchers recognize that organizations develop different cultures, that these cultures have different performance implications and that they can be changed. Strong cultures that fit the needs and challenges of the situation are in, whereas weak or poorly matched cultures are out. AT&T, the telecommunications giant, is a good example. For many years the company operated as a regulated monopoly and created what many observers felt was the best phone system in the world. All this was achieved in a highly structured corporate culture where universal service at reasonable cost was the predominant value. Things are different today. The culture is
changing, albeit slowly, as the company tries to instill in itself the sense of innovation and competition that is necessary to prosper in a deregulated environment2. To analyse the above evidence and arguments, it is necessary to understand the concept and nature of strategy and culture.
A wise prediction tool; A quality drop from management think tank; A dynamic and flexible program of action; An inherent creative process.
Concept of Strategy
Strategy is the overall plan of a firm deploying its resources to establish a favourable position and compete successfully against its rivals. Strategy describes a framework for charting a course of action. It is basically intended to help the firm achieve competitive advantage. Strategy has the following features: Its a Winning Mantra; A broad guidance source;
Many scholars, strategists and academicians opine that culture is relatively more important than strategy. There are few research works that indicate why culture matters more than organisational strategy
22
Culture is a kind of social glue that binds people together through shared symbols, language, stories and practices. To be successful, the firms culture must be appropriate to and supportive of the firm. The culture must invariably have certain values that can help the firm adapt to environmental change. Mere formation of goals and plans do not transform conservative organizations instantaneously unless there are significant changes in the thinking of members and organisational practices. Leaders play a great role in maintaining or changing the culture and setting a new road map for the firm3. Many scholars, strategists and academicians opine that culture is relatively more important than strategy. There are few research works that indicate why culture matters more than organisational strategy. In a survey of international executives, Bain and Company found nine out of 10 executives agreed culture is as important as strategy for business success. This finding was equally true across all global geographic regions and business sizes4. Because most leaders view culture as something soft and intangible, its often overlooked when they take a new job. However, a January 2006 Wall Street Journal article concluded that the biggest roadblocks for new leaders include: Not understanding or caring about the current culture; Assuming the current leadership culture can support the new direction/strategy; and, Not articulating his/her inspirational culture for the team. Culture is important because it limits or enables strategy. It provides consistency, order and structure, and sets internal ways of life and patterns for internal relationships. It determines conditions for internal effectiveness and drives effective performance. The most important thing that leaders can do is create and manage culture. It has
Corporate culture is a natural process that evolves over a period of time and is determined by factors such as values & beliefs of the founder; nature of business, general management team, past stories, heroes, customs & rituals etc
everything to do with organizational implementation, and is the foundation of an organizations identity. The wrong culture can hold your strategy hostage5. In the present article we strongly believe that changing corporate culture to fit to the corporate strategy is more effective than changing a strategy to fit to the corporate culture. Strategy must be supported by the culture of the organization. Otherwise, culture will sabotage the strategy. Success of a corporate strategy depends on the degree of fit between corporate culture and strategy. Hence creating strategy supportive culture is the need of the hour. Now the question arises. How can one establish a strategy-supportive culture?
23
Every strategy has necessary conditions for its effective execution. Identifying the gap between existing and desired culture is most important at this stage
culture has to be changed as rapidly as can be managed! 6 back to an organization as it is a barrier to adaptation and change7.
It creates turmoil and stress within the organization; The effort results in the organization suffering a decrement in performance at first, which often causes the leadership to abandon the efforts before it bears fruit.8
4 2
Experiencing the Desired Culture: At this stage careful analysis of strategy and necessary conditions for effective implementation of strategy is required. Every strategy has necessary conditions for its effective execution. Identifying the gap between existing and desired culture is most important at this stage. Top level managers must visualize the desired culture and its effect on the intended strategy and on other systems of the organization. This may, sometimes, upset the other systems in the organization. Therefore make sure that the organisation is getting desired culture not at the cost of other strategies or systems which are working well. Modifying the Existing Culture: Actual change process starts at this stage. A fundamental principle must be remembered here; many researchers state that changing an organisational culture is extremely difficult but culture can be changed. Harrison (1993 p.21) highlights that though it is possible to change organisational culture, changing the fundamental cultural orientation of an organization has the following drawbacks. For instance: It is difficult to achieve requiring deep changes in values and management style and in organization systems and structure; It takes a long time to change the culture;
Sustaining the Desired Culture: Once the desired culture is created sustaining it is also a challenging task for managers. Managers must keep the organisational culture alive. This can be done by ensuring that its culture is transmitted to the members of the organization. Changed Culture must be seen at operational level in the organization. Members must completely believe in and value the desired culture. Ongoing evaluation and renewal of desired culture is important to sustain the culture.
Analysing the Existing Culture: At the first stage of managing culture change, it is necessary to understand existing culture and the dominant culture dimensions. Though all organizations have cultures, some appear to be stronger, more deeply rooted than others. At the early stages, a strong culture is characterized as a coherent set of beliefs, values, assumptions, and practices embraced by most members of the organization. The emphasis is on two things the degree of consistency of beliefs, values, assumptions, and practice across organisational members; and the pervasiveness (number) of consistent beliefs, values, assumptions, and practices. Many early scholars of organisational culture tended to assume that a strong, pervasive culture was beneficial to all organizations because it promotes motivation, commitment, identity, satisfaction, and sameness, which, in turn, facilitated internal integration and coordination. Still others noted potential dysfunctions of a strong culture, to the point of suggesting that a strong culture may not always be desirable. In the present context a strong culture is a solid set
24
Set Ethical Standards: We would do nothing ourselves and would scoff at others who try to do something. This is the bane that has brought about our downfall. Why should I do that work? The attitude will pull the man back and he stagnates in the place where he is. Even the least work done for others awakens the power within. The culture of the workplace should be in such a way that, the people working should work incessantly. Members of the organization learn the acceptable behaviour through the ethical standards set by the leaders. Setting up the ethical standards in an organization may direct the members to work according to the policies framed. Create a Strategy-Supportive Work Environment: A productive work environment is essential to the sustained business success of any company. Wrong work environment may upset the momentum of a carefully designed strategy. In general, the work environment must reward performance, coordination, ethical behaviour, trust, respect and justice. Building a Spirit of High Performance into the Culture: There are two types of teams. Teams with spirit and teams without spirit. Teams with spirit are winners. Teams without spirit are losers. Thats just the way it is. Take a look at your favourite sports teams. Take a look at the teams in your organization that outperform others. You will see that the reality is that those with spirit become high performing teams that make great things happen.
organization to fit to the strategy is more appropriate than changing strategy to fit to the culture. Changing organisational culture is difficult but possible. Before changing the culture it is very important to set the conditions they are conducive for culture change. Finally in the battlefield for existence, culture must be flexible enough to alter to fit the strategy. Strategies formulated through objective methods may fail if a firm discounts the cultural forces.
References 1. E H Sshein, The role of founder in crafting Organisational Culture organisational dynamics, summer 1983 2. VSP Rao and V Hari Krishna, Strategic Management, Excel Books, page.465. 3. VSP Rao and V Hari Krishna, Strategic Management, Excel Books, page.464 4. http://globoforce.blogspot.com/2008/09/ importance-of-culture-vs-strategy.html 5. Dr. Schneiders article. Why Good Management Ideas Fail: the neglected power of Organisational culture on the internet at: http:// www.refresher.com/!neglected.html 6. http://www.allbusiness.com/management/ strategic-planning/8901866-1.html 7. Perrow, Charles. 1979 (copyright 1972). Complex Organizations: A Critical Essay. Second Edition. Glencoe, IL: Scott, Foresman. 8. Harrison, R (1993) Diagnosing organisational culture: Trainers Manual . Amsterdam:: Pfeiffer & Company. 9. Martins and Martins (2003) Organisational Culture. In S.P.Robbins:; A Odendaal & G. Roodt (Eds), Organisational Behaviour: Global and Southern African Perspective (p.385) Cape Town; Pearson Education South Africa. 10. http://www.culturestrategyfit.com/ documents/Culture%20Roadmap%20 Assessment.pdf 11. http://www.nlpu.com/Values.html Dr. B. Amaranath, Associate Professor Department of Management Studies, S.V. University; Email: dr.amaranathsvu@gmail.com S. Krishna Murthy Naidu, Asst., Professor, Department of Management Studies, Sri Vasavi Engineering College; Email: murthy.maruti@ gmail.com
Conclusion
Todays business environment is highly turbulent but the corporate culture is relatively stable. Most of the competitive strategies spring from external environmental forces, as a solution to a problem; these strategies must be accommodated by the culture of the organization in order to maintain consistency between external environment and internal environment. Hence changing the culture of an
25
HRD
inspire
Working Outside-In
By Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich ny good HR professional wants to be better. This begins with a desire to improve, followed by a clear understanding what it requires to improve. Since 1987, we have chronicled what it means to be an effective HR professional. With this current 2012 data set, we have completed 6 waves of data collection that trace the evolution of the HR profession (see insert 1 for methodology and insert 2 for the history of this research). This research is important for the HR profession because it defines what it means to be an effective HR professional. Being an effective HR professional is not just knowing the body of knowledge that defines the profession, but being able to apply that knowledge to business challenges. As the sheer number of global HR professionals climb close to 1 million, it becomes increasingly important for this relatively new profession to define what it means to be effective. HR effectiveness matters more than ever because leaders of business and not-for-profit leaders have increasingly recognized the importance of individual abilities (talent), organization capabilities (culture), and leadership as key to the success of their organizations. HR professionals should become insightful advisors and architects on these issues. In an increasingly world of change, there has never been a greater need to identify what HR professionals must be, know, do, and deliver to contribute more fully to their organizations In this round of research we have identified six domains of competencies that HR professionals must demonstrate to be personally effective and to impact business performance. These competencies respond to a number of themes facing global business today:
28
Outside/In: HR must turn outside business trends and stakeholder expectations into internal actions; Business/People: HR should focus on both business results and human capital improvement; Individual/Organizational: HR should target both individual ability and organization capabilities; Event/Sustainability: HR is not about an isolated activity (a training, communication, staffing, or compensation program) but sustainable and integrated solutions; Past/Future: HR should respect its heritage, but shape a future; Administrative/Strategic: HR must attend to both day to day administrative processes and long term strategic practices. Our research found that by upgrading their competencies in six domains, HR professionals can respond to these business themes and create sustainable value (see Figure 1). These six HR competence domains come from assessment by HR professionals and their line associates (over 20,000 global respondents) to 139 specific competency stated survey items. Figure 1: HR competencies for the future
1 Strategic Positioner
High performing HR professionals think and act from the outside/in. They are deeply knowledgeable of and able to translate external business trends into internal decisions and actions. They understand the general business conditions (e.g., social, technological, economic, political, environmental, and demographic trends) that affect their industry and geography. They target and serve key customers of their organization by identifying customer segments, knowing customer expectations, and aligning organization actions to meet customer needs. They also co-create their organizations strategic responses to business conditions and customer
HR Participants 2,628
2Credible Activist
Effective HR professionals are credible activists because they build their personal trust through business acumen.
Credibility comes with HR professionals doing what they promise, build personal relationships of trust, and can be relied on. Being a trust advisor helps HR professionals have positive personal relationships. It means to communicate clear and consistent messages with integrity. As an activist, HR professionals
29
3Capability Builder
have a point of view, not only about HR activities, but about business demands. As activists, HR professionals learn how to influence others in a positive way through clear, consistent, and high impact communications. Some have called this HR with an attitude. HR professionals who are credible but not activists are admired, but do not have much impact. Those who are activists but not credible may have good ideas, but not much attention will be given to them. To be credible activists, HR professionals need to be self-aware and committed to building their profession.
4 Change Champion
An effective HR professional creates an effective and strong organization by helping to define and build its organization capabilities. Organization is not a structure or process; it is a distinct set of capabilities. Capability represents what the organization is good at and known for. HR professionals should be able to audit and invest in the creation of organisational capabilities. These capabilities outlast the behavior or performance of any individual manager or system. Capabilities have been referred to as a companys culture, process, or identity. HR professionals should facilitate capability audits to determine the identity of the organisations. Such capabilities include customer service, speed, quality, efficiency, innovation, and collaboration. One such emerging capability of successful organisations is to create an organisation where employees find meaning and purpose at work. HR professionals can help line managers create meaning so that the capability of the organisation reflects the deeper values of the employees.
HR professionals who understand technology will create improved organisational identity outside the company and improve social relationships inside the company
As change champions, HR professionals make sure that isolated and independent organization actions are integrated and sustained through disciplined change processes. HR professionals make an organizations internal capacity for
change match or lead the external pace of change. As change champions, HR Professionals help make change happen at institutional (changing patterns), initiative (making things happen), and individual (enabling personal change) levels. To make change happen at these three levels, HR professionals play two critical roles in the change process. First, they initiate change which means that they build a case for why change matters, overcome resistance to change, engage key stakeholders in the process of change, and articulate the decisions to start change. Second, they sustain change by institutionalizing change through organisational resources, organization structure, communication, and continual learning. As change champions, HR professionals partner to create organizations that are agile, flexible, responsive, and able to make transformation happen in ways that create sustainable value.
6Technology Proponent
In recent years, technology has changed the way in which HR people think and do their administrative and strategic work.
30
Table 1: Impact of HR Competences on Perception of HR Effectiveness and Business Performance At a basic level, HR professionals need to use technology to more efficiently deliver HR administrative systems like benefits, payroll processing, healthcare costs, and other administrative services. In addition, HR professionals need to use technology to help people stay connected with each other. This means that technology plays an increasingly important role in improving communications, do administrative work more efficiently, and connecting inside employees to outside customers. An emerging technology trend is using technology as a relationship building tool through social media. Leveraging social media enables the business to position itself for future growth. HR professionals who understand technology will create improved organisational identity outside the company and improve social relationships inside the company. As technology exponents HR professionals have to access, advocate, analyze and align technology for information, efficiency, and relationships. Because these six domains of HR competence respond to the external trends we identified, they have an impact on both the perception of the effectiveness of the HR professional and the business performance where the HR professional works (see Table 1). These data shows that to be seen as personally effective, HR professionals need to be credible activists who build relationships of trust and have a strong business and HR point of view. They also have to have a mix of competencies in positioning the firm to its external environment (strategic positioner), doing organization capability and culture audits (capability builder), making change happen (change champion), aligning and innovating HR practices (HR integrator), and understanding and using technology (technology proponent). These competencies explain 42.5 percent of the effectiveness of an HR professional. Mean score on Impact on this competence Perception of domain (1 to 5) HR effectiveness (Beta weights scaled to 100%) Strategic Positioner Credible Activist Capability Builder Change Champion Human Resource Innovator and Integrator Technology Proponent 3.89 4.23 3.97 3.93 3.90 3.74 17% 22% 16% 16% 17% 12% Multiple R2 42.5% Impact on Business performance (Beta weights scaled to 100%) 15% 14% 18% 16% 19% 18% 8.4%
31
We found that this same pattern of HR competencies holds across regions in the world, across levels of HR careers, in different HR roles, and in all size organizations. These HR competencies also explain 8.4 percent of a businesses success. But it is interesting that the competencies that predict personal effectiveness are slightly different than those that predict business success, with insights on technology, HR integration, and capability building having more impact on business results. Again, the key issue is for HR professionals and department to work together and to mutually reinforce their efforts so that they collectively reach the tipping point of high performance. These findings begin to capture what HR professionals need to know and do to be effective. They are further refined in Table 2 which shows the specific factors within each of these six domains and how they affect both perceived effectiveness of HR professionals and business success.
Table 2: Sub Factors for HR Competence on Individual Effectiveness and Business Success Sub Factor for the Six HR competency domains Strategic Positioner Interpreting global business context Decoding customer expectations Co-crafting a strategic agenda Credible Activist Earning trust through results Influencing and relating to others Improving through self-awareness Shaping the HR profession Capability Builder Capitalizing organizational capability Aligning strategy, culture, practices, and behavior Creating a meaningful work environment Change Champion Initiating Change Sustaining Change HR Innovator & Integrator Optimizing human capital through workforce planning and analytics Developing Talent Shaping organization and communication practices Driving performance Building leadership brand Technology Proponent Improving utility of HR operations Connecting people through technology Leveraging social media tools Overall R
2
Mean (1 to 5)
Individual Effectiveness 100% 4.4 4.4 6.3 6.9 7.0 6.5 4.4 5.4 5.3 4.1
Business Success 100% 4.2 5.2 4.6 4.0 4.1 4.7 2.9 5.3 6.1 5.2
3.83 3.83 3.96 4.36 4.24 4.08 4.13 4.03 3.94 3.94
1 2 3
Based on these data, some implications for HR professionals include: Learn to do HR from the outside-in which means understanding the social, technological, economic, political, environmental, and demographic trends facing your industry and knowing specific expectations of customers, investors, regulators, and communities, and then building internal HR responses that align with these external requirements. Build a relationship of trust with your business leaders by knowing enough about business contexts and key stakeholders to fully engage in business discussions, by offering innovative and integrated HR solutions to business problems, and by being able to audit and improve talent, culture, and leadership. Earn trust by delivering what you promise. Understand the key organizational capabilities required for your organization to achieve its strategic
3.94 3.91 3.95 3.83 3.94 3.87 3.87 3.72 3.77 3.68
5.4 4.7 5.5 4.0 5.8 4.7 4.9 2.9 4.6 2.7 .431
4.8 5.7 5.6 5.3 5.6 5.2 5.4 5.0 6.3 4.7 .108
32
1987
HR Participants 1,407 Total respondents 7,082 Business units 692 Associate raters 5,890 HR Participants 1,192
HR Participants 751
HR competencies also explain 8.4 percent of a businesses success. But it is interesting that the competencies that predict personal effectiveness are slightly different that those that predict business success, with insights on technology, HR integration, and capability building having more impact on business results
1997
1992
HR Participants 664
HR Participants 1,671
33
2007
2002
Table 3: The Impact of Characteristics of an HR Department and Business success goals and meet the expectations of customers, investors, and communities. Learn to do an organization audit that focuses on defining and assessing the key capabilities your company requires for success and their implications for staffing, training, compensation, communication and other HR practices. Make change happen at individual, initiative, and institutional level. Help individuals learn and sustain new behaviors. Enable organization change by applying a disciplined change process to each organisational initiative. Encourage institutional change by monitoring and adapting the culture to fit external conditions. Be able to make isolated events into integrated and sustainable solutions. Innovate and integrate your HR practices. Innovation means looking forward into the future with new and creative ways to design and deliver HR practices. Integrate these practices around talent, leadership, and culture within your organization so as to offer sustainable solutions to business problems. Evolve your organizations HR investments to solve future problems. Master technology to both deliver the administrative work of HR and to connect people inside and outside to each other. Make social media a reality by using technology to share information and connect people both inside and outside your organization. We also found that an effective HR department has more impact on a business performance (31%) than the skills of individual HR professionals (8%). HR professionals need to work together as a unified team to fully create business value. The specific requirements of an effective HR department and their impact on business success are shown in Table 3. To what extent are the following true of your HR Department? Mean (1 to 5) Relative Weighting on Business Success (100 points) 7.7% 7.6%
Interacts effectively with the Board of Directors Has clear roles and responsibilities for each of the groups within HR (e.g., service centers, centers of expertise, embedded HR) Matches the structure of the HR department with how the business is organized Ensures that HR initiatives enable the business to achieve strategic priorities Develops an HR strategy that clearly links HR practices to business strategy Ensures that the different groups within HR work effectively with each other to provide integrated HR solutions Effectively manages external vendors of outsourced HR activities Invests in training and development of HR professionals Ensures that HR is a cultural role model for the rest of the organization Holds line managers accountable for HR Connects HR activities to external stakeholder expectations (e.g., customers, investors) Tracks and measures the impact of HR Multiple Regression R2
3.67 3.65
Conclusion
We are optimistic about the present and the future of the HR profession. And we have empirical reasons for our optimism.
We now have specific insights on what HR professionals need to know and do to become better and more effective deliver value to employees, organizations, customers, investors, and communities. And, we know what the HR department should excel at, to help business be successful.
Copyright ( RBL 2012) Reference: HR Magazine, UK January 2012 issue
Dave Ulrich is a professor at the Ross School of Business, University of Michigan and a partner at RBL Group, a consulting firm aiming to help organisations and leaders deliver value. Jon Younger is a partner of RBL Group and leads the strategic HR practice area. Wayne Brockbank is partner emeritus at RBL Group. He has been a clinical professor of business at Ross School of Business and a consultant and executive educator at RBL. Mike Ulrich is a research associate at RBL Group, focused on research methods and statistical analysis.
34
35
or this issue, we have decided to address an issue that has been in the news off late, and that have been addressed in various forums sustainability. While the topic of sustainability has gained worldwide currency over the last few years, there seems to a fair amount of healthy scepticism among the general public about the sustainability of the interest in sustainability So, what exactly is sustainability, and what can corporations do to contribute towards it? First, the notion of sustainability derives from the very basic concept of continued human existence on this earth of ours. As we all know, we rely on a number of finite resources for our sustenance from water and oil, to land and food. Not surprisingly, the list goes on and on. Ironically, the resources that help sustain the human race are not infinite and unless we learn to manage our needs and wants, and balance them against the needs of others, we are heading towards an untenable situation one that is bound to lead to conflict.
36
By C. Mahalingam
The millennial employees belong to the facebook generation whereas the earlier one belonged to the phonebook generation. Social networking is a way of life for Gen-Y
37
3 4
expect the rewards to follow. They are not keen to grab anything they do not believe is theirs or they deserve. They value jobs that offer unambiguous opportunities for self-development rather than some vague development potential. Just because they believe they know a lot and are knowledgeable, it does not mean they do not! They actually do, given their exposure and love for experimentation. Willyerd (2) have listed the following key differences which are of consequence for those leading and managing them: What they expect from their boss: Well, the millennials expect that their bosses (a) help them navigate their career path; (b) provide straight feedback; (c) mentor and coach; (d) sponsor formal development programs; and, (e) are comfortable with flexible schedules;
What they expect from their organisations: They expect their organizations to (a) develop their skills for the future; (b) have strong values; (c) offer customizable options in benefits/reward package; (d) allow them to blend work with rest of their lives; and (e) offer clear career path. What they expect to learn: They want to learn (a) technical skills in the area of their expertise; (b) selfmanagement & personal productivity; (c) leadership; (d) industry or functional knowledge; and (e) creativity and innovation strategies. The message from the authors cited above is simple: keep them engaged and they will over achieve for you! Well it is easier said than done. The managers and HR leaders need to recognize that traditional ways of inspiring and engaging the people will not deliver optimum results when it comes to doing so for the millennial workforce. In another study published in HBR (JulyAug 2009), some interesting insights emerged. This study involving 3782 employed college graduates was done by Booz Allen Hamilton, Ernst & Young, Times Warner and UBS in June 2008 revealed the following key findings(3). They are very ambitious. 84 percent profess to be very ambitious and are willing to go the extra mile for their Companys success. Interestingly, 45 percent of them hope to be working for their current employer for their entire career, although this sounds contrary to the popular notion that they are more susceptible to the wanderlust. Over 78 percent of them are comfortable working with people from different ethnicities and cultures. They enjoy diversity!
The managers and HR leaders need to recognize that traditional ways of inspiring and engaging the people will not deliver optimum results when it comes to doing so for the millennial workforce
38
They are keen to help heal the planet. About 86 percent say that it is important that their work makes a positive impact on the world; and Their network quotient is quite high! Around 48 percent say that having a network of friends at work is very important!
6
People policies and programs are best designed keeping in view the listed protocols so that they appeal to the workforce and help in inspiring and engaging them for contributing their very best
for appropriate avenues for escalation especially when they perceive something at work as unfair. And when an escalation path is not defined and communicated, they are comfortable reaching out to their CEO or Chairman of the Board for venting out their dissatisfaction. Finally, the sixth and last protocol involves contribution. They want that the deal at work is driven by their contribution, not hierarchy. Age, in their view, is important only if you are wine or cheese!
Conclusion
The millennials have a great blend of talent, enthusiasm and energy. They dont let these traits to come to you unconditionally. Their sense of justice, fairness and reward must be understood and appreciated. People policies of yesteryears were based on certain assumptions and what we knew about what engaged the baby boomers and Gen-X. These policies will not serve the purpose of engaging the Gen-Y. HR leaders will have to junk their old policies and start designing policies keeping in mind the 6 design principles or protocols described above. There lies the key to inspiring, retaining and engaging the millennials!
3 4
Third protocol focuses on flexibility. When designing policies for the millennials, it is important to recognize that one shoe does not fit all. A common reward program, for example, will not deliver the desired impact. Therefore, it is imperative to adopt a boutique approach to designing and delivering the rewards and recognition for the millennial workforce. Fourth protocol deals with an all too important principle of policy design: Transparency. For example, while administering the compensation program, the millennial workforce would like to understand a lot more than what is being delivered to include who the comparators are, why they were chosen and not others, what are their competitive positioning and the like. Fifth protocol is around the escalation as a routine process. The millennial workforce has no hesitation to raise their voice and question the lack of response or closure to their problems. They ask
References 1. Joyce E A Russell, Career Coach: The care and nurturing of millennials Washington Post, August 2nd, 2010 2. Jeanne C Meister & Karie Willyerd, Mentoring Millennials, Harvard Business Review May 2010 3. Sylvia Ann Hewlett, Laura Sherbin & Karen Sumberg, How Gen Y & Boomers will reshape your Agenda, Harvard Business Review- July/ August 2009
C. Mahalingam is Executive Vice President & Chief People Officer with Symphony Service Corporation. He can be reached at mahalingam.c@ symphonysv.com
39
40
By Kumar Priyaranjan
hallenges for growth in the next decade are going to be the availability of right skills at the grass roots, in addition to inadequate infrastructure, large fiscal deficits, incomplete economic reforms etc. According to Planning Commission, India has to almost double its ports, roads, power, airports and telecom in the next five years to sustain growth. Number of universities should go up from 350 today to 1,500 by 2016. Intake into universities must rise from 7 to15 percent and differentiated talent development should be the focus. Indias high population density, extreme climate and economic dependence on its natural resource base make environmental sustainability critical
in maintaining its development path. According to Prof. C.K. Prahlads projection, India will need to skill 500 million candidates by 2022 and produce 200 million graduates. The largest working-age (19-58 years) population in next twenty years, which the country will have, needs to be skilled in job-oriented vocational areas & should be given the right education. Else instead of being useful for India in sustaining its economic growth, they may turn into a liability. In view of the above scenario the need of the hour is: Integration of Skill development and Formal education system Development of specific & differentiated talent
And, the solution to address these needs might lie in a model referred to as SMT. Self Managed Team (SMT) is a team of interdependent members having shared authority and responsibility to plan, implement, execute and review the work or objectives set. They bring dynamism, high energy and self-motivation to the work place. The inherent zeal to do something in life makes them go extra mile to create high impact on business. As they get groomed in problem solving & decision making also, they need less or no supervision, which makes the organization devoid of supervision, making it flatter and more efficient. SelfGovernance, Community Living, LearnTeach-Learn, Skill Based Progression System are key features of the concept.
Self Managed Team (SMT) is a team of interdependent members having shared authority and responsibility to plan, implement, execute and review the work or objectives set
41
differentiated skills rather than going to the skill starved job market; thereby, it also contributes to building future skill requirements of the nation. They decided to embark on the journey of Self Managed Team (SMT) concept of manning for the new manufacturing units. This was first initiated in Raychem RPGs unit in Nalagarh, Himachal Pradesh for Transformer & Energy
5 12
43 17 19
Farmers Small Pvt Jobs Govt Jobs Shop Keepers Pensioners Artisans / Aanganwadi
successful in RPG Group companies and other companies mentioned above. Its a very useful system to achieve extra ordinary results through ordinary people.
Meter manufacturing. Ten+two pass out young boys and girls in the age group of 18-21 were hired from municipal schools in rural areas of Himachal Pradesh and from needy families. Otherwise these families would not have been in a position to send their wards for any further higher education and they would have been engaged in small petty jobs or would have got into daily wages work.
42
In the first phase consisted of 200 boys and girls from needy families from rural areas from all over the state of Himachal Pradesh. Ten districts of Himachal Pradesh out of 12 districts in the state are represented in Raychem RPG, Nalagarh, HP. Thirty-two (32) percent are female and 68 percent are male. Ninety-three (93) percent of them studied in Govt/ Municipal Schools. The practice continues in Raychem RPG in Halol, Gujarat after Himachal Pradesh. Other RPG Group companies also embraced the concept i.e. car radial plant of Ceat and Cable manufacturing unit of KEC all located in Gujarat. Large number of candidates are currently engaged through this system in RPG group companies. All self managed team members were put through structured programs in technical areas like Electrical Engineering, Mechanical Drawings coupled with behavioural programs, spiritual orientation towards life, yoga & meditation, spoken & written English, computer literacy, and corporate etiquettes in collaboration with Engineering colleges & universities like Institute of Engineering and Technology, Baddi; Nirma University, Ahmedabad; Xaviers Institute of Technical Education, Baroda, The Art of Living Foundation and Centre for Excellence in Organization (CEO). They have also been given thorough training on problem solving tools like Pareto analysis; fish bone analysis, 7QC tools, why-why analysis; work planning, operational execution and decisionmaking, which prepare them, work with less or no supervision. Through this structured approach the team members are empowered to take decisions within the defined boundary and under the mentorship of seniors. Skill based progression, LearnTeach Learn, Human Values Action system, Open Communication Continuum, are some of the great features implemented. Value Added Processes played a key role
Value Added Processes played a key role in mapping role & responsibility to chart out the right framework of delegation. This led to creating higher engagement level of seniors more meaningfully as the self-managed team members take up more of the operational activities
in mapping role & responsibility to chart out the right framework of delegation. This led to creating higher engagement level of seniors more meaningfully as the self-managed team members take up more of the operational activities. The empowerment roadmap defined in line with the business expectations facilitates these people to get groomed for higher responsibilities in the future. Seniors role changes from traditional control orientation to mentoring, coaching and have share accountability with the team members. Leaders play the role of: Coach, mentor and guide; Problems solver as and when required; Facilitator to create strong bonding among team members. This has given a group of young, energetic, highly charged set of people on the shop floor who take complete responsibility of manufacturing processes. They work very closely with suppliers, vendors and even go to vendors place for qualification of products and facilities. These youngsters facilitate customer visits and they only handle all technical queries raised. In terms of productivity over seventy five percent of the group has surpassed industry benchmarks created by so called experienced seniors. Twenty five percent people were at benchmark level and the remaining five to ten percent were also fast catching up. The productivity benchmarks were set for year 1, 2 and 3 respectively by business heads. But in ten months time these youngsters crossed the mark and showing the consistent performance.
43
RPG Group has the strong belief that such practices are symbiotic in nature as it can help alleviate problem of unemployment and it would help increase productivity; building career of needy youths, reduce unnecessary rush in colleges for such education which would not help them build their career. Plans were drawn in the beginning to work on their higher future employability. Emphasis has been on continuing education wherein these people from remote villages will become Engineers in next few years as the members from Nalagarh unit are enrolled in B.Tech program with Chitkara University, Himachal Pradesh. Syllabus was cocreated by internal technical experts and university professors keeping in mind the overall industry. Its also a process of creating pride in the society and families where these candidates belong. Hence, at the time
In terms of productivity over seventy five percent of the group has surpassed industry benchmarks created by so called experienced seniors
of on-boarding all parents or guardians were invited to give them complete information of the industry segment, company, people, policies, role of their wards in the company, their career progression so that when the parents or guardians go back to society, they carry the right information and they are fully aware of the company affairs. This completes the feedback loop and develops engagement with society at deeper level. In Chakan, Maharastra unit Learn & Earn system has been implemented wherein people from rural areas have been hired and enrolled into Diploma of Engineering programs with Technical institute and as part of the course
curriculum they get engaged at work. There are number of such opportunities to establish partnerships with society, educational institutions and even the government to create career oriented skill development and growth plan which would help build future needs of trained pool of talent to sustain growth. This is how grooming youngsters from rural background can create the fortune at bottom of the pyramid in real sense for future of the nation.
Kumar Priyaranjan, Senior Vice President & Head HR, Raychem RPG (P) Ltd., Mumbai; kumarp@raychemrpg.com
44
By Madhusmita Kar
At this point of time, a concept that captured CIBCs vision was individuals going the extra mile. All the efforts towards change were driven by the belief that, when such discretionary effort became so ingrained that it was commonplace, it would be easier to move towards the goal. To assist in realizing this vision the bank adopted a new approach to its business based on the wellknown inverted pyramid. This in turn demanded new mechanisms for operationalising the strategy. The LO (Learning Organization) concept appeared to offer the most promise as a blueprint for the kind of organisational journey CIBC was determined to undertake. A simple learning strategy was developed consisting of a threeelement performance model, i.e. focus, will and capacity2. The goal was to give employees the support, direction and skills needed to provide customers with the best possible service. This required a change in the traditional roles of employees, managers and HR functions to fit into the new approach. Employees were asked to take responsibility for their performance and to make continuous efforts
A learning organisation is one that adopts the process by becoming adaptive, flexible and encouraging learning at all levels. Such an organisation develops as a result of the pressures facing modern organisations and enables them to remain high performers in the competitive business environment
45
towards improving their performance. The managers role was redefined to make it less controlling, which can help employees evolve into their new roles. The role of HR was to develop the necessary tools, which can facilitate creating a learning culture. The broader goal was not to force employees to learn, but to create a kind of work culture where learning can take place effectively. CIBC successfully travelled from its traditional hierarchical environment to the inverted pyramid in only 3.5 years and maintained its momentum through the decade. This was possible because the basic environment was properly designed and created and once the learning approach had matured, the emphasis was more specifically placed on learning3.
correcting errors but also in identifying when and why they are not able to do it. The ability of an organisation to be innovative also depends on how effective the organisation is at learning the practices that give it a competitive edge. Similarly learning organisations can better know the limits of innovation5. Learning becomes more resultoriented when double loop learning is institutionalized by an organisation as a part of its every process. Single-loop and double-loop6 learning constitute two important aspects of learning both by organizations as well as by individuals. In single-loop learning, individuals, groups, or organizations modify their actions according to the difference between expected and obtained outcomes. In this case there is only a change in the actions that led to deviations without focusing on the root cause. In double-loop learning, the entities (individuals, groups or organizations) question the values, assumptions and policies that led to the actions in the first place; if they are able to view and modify those, then second-order or double-loop learning has taken place. Double loop learning is the learning about singleloop learning7. Peter Senge8, who popularized the concept of Organisational Learning, defines Learning Organisations as: Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. Some scholars have also attempted to link up individual and organisational learning9. In their model, individual beliefs lead to individual actions, which in turn may lead to an organisational action, thus resulting in improved performance. Learning occurs as better beliefs produce better actions. As such the role of every individual employee assumes importance in a learning organization10.
The ability of an organisation to be innovative also depends on how effective the organisation is at learning the practices that give it a competitive edge
environment where in every employee finds an opportunity to learn and relearn. This is one of the essential factors for the growth and development of an organization. Learning organisations are proactive not only in detecting and
46
The five main features of a learning organization are as follow: systems thinking; personal mastery; mental models; shared vision; and team learning. The dimension that distinguishes learning organizations from more traditional organizations is the mastery of certain basic disciplines or component technologies12 . The basic disciplines are the following: Systems Thinking: Very often there lies an underlying problem with the approach towards managing organizations i.e. the failure to view the complex interrelationship between the parts of the system. The result is that, most of the solutions to the problems are shortterm, often leading to long-term costs. In order to be adaptive, there is a need to develop a long-term orientation, which is basic to the systems perspective. The common tendency for people is to find out short-term solutions to problems. However, when viewed in systems terms short-term improvements often involve very significant long-term costs. For example, cutting back on research and design can bring very quick cost savings, but can severely damage the long-term viability of an organization. Thus, an organization may cut its advertising budgets, see the benefits in terms of cost savings, and in turn further trim spending in this area. In the short run there may be little impact on peoples demands for the goods and services, but in the long run, the decline in visibility may have severe penalties. System thinking involves five aspects causeevent -effects feedback leverage13. Personal Mastery: It is not the organization, but the people in the organization who learn. Personal mastery is the competency and motivation of each and every employee to go beyond the job related skills and continually explore new horizons of knowledge. Every employee must be willing to move towards self-development to realize his/ her fullest potential. Personal mastery gives employees a sense of purpose, a greater meaning in their work, and they develop an internal locus of control with
of the system, every part of the system starts moving in a different direction. Therefore developing a collective vision assumes importance, which gives people the motivation and encouragement to create the future they perceive. All the people in the organisation must share a collective vision of the future. a strong belief in their ability to control the processes/events around them. Mental Models: Mental models are the individual assumptions about the world. This discipline is concerned with the way people perceive and interpret the world around them, their assumptions which are often reflected in their behaviours and approach towards situations. For organisational learning to occur in a meaningful way, people in the organization must develop a broader view of the world, and be willing to understand situations from the perspectives of others as well. The discipline of mental models starts with turning the mirror inward; learning to unearth our internal pictures of the world, to bring them to the surface and hold them rigorously to scrutiny15. It also includes the ability to carry on learningful conversations that balance inquiry and advocacy, where people expose their own thinking effectively and make that thinking open to the influence of others16. Shared Vision: When the vision of the future is not common to all who are parts Team Learning:Team learning is the very foundation of a learning organisation. When people work in teams, they develop a collective commitment to the goals. There is therefore a need for collective dialogue and decision-making throughout the organization. The discipline of team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into a genuine thinking together17.
Creating an environment that fosters both individual and collective learning requires a careful incorporation of those conditions, which can provide the necessary support and motivation to people
Information systems that provide fast public feedback on the performance of the organisation as a whole and of its various components. Mechanisms for surfacing and criticizing implicit organisational theories and action, cultivating systematic programmes of
47
Systems of incentives aimed at promoting a culture of learning. Ideologies associated with measures such as total quality, continuous learning, excellence, openness and boundary crossing. These conditions, in turn, require free and open interaction between individuals and groups relating to various problem areas at workplace, a relationship of trust and mutual respect and a sense of belongingness. A leader must make efforts to adequately monitor and assess the effectiveness of the system and the various processes within it; he/she must be able to identify the loopholes and must facilitate double-loop learning by questioning and transforming the very assumptions that result in ineffectiveness and errors. A leader should have the intrinsic motivation to foster this kind of a culture throughout the organisation. Among the most important learning assumptions19 are: People want to contribute and can be trusted to do so. One should advocate ones own not knowing, becoming a learner and trying to get others to do likewise thereby diffusing the responsibility for learning and The process of learning must ultimately be made a part of the culture. Developing a culture of learning, requires that leaders should recognize the importance of the motive, means, and opportunity for learning: (i) the motive being the why? - the purpose and reason for learning; (ii) the means being the how and what?- the models, methods, and competencies required; and (iii) the opportunity being the where and when?- the spaces for learning.20
which requires, sharing an accurate organisational history that promotes a sense of temporal continuity, recognizing the importance of relationships that go beyond the traditional authority based relationships, removing the artificial distinction between line and staff, explicit attention to the inter-relationships across the organisation and between the organization and the external forces. Creativity: This is a skill set concerned with personal flexibility and willingness to take risks. This requires, accepting failures as a feedback, which can result in further creativity, developing longterm policies, mobility across divisions and functions, growth oriented personal development and a supportive plan culture. Personal Efficacy: This is a strong belief in ones own ability to influence the situation, which is reflected in establishing a clear vision, recognizing people who do make a difference, linking learning to action and proactive problem-solving. Empathy: Empathy refers to the ability to understand others and this is reflected in a strong sense of ethics in dealing with employees, customers and clients, active corporate citizenship, recognition and encouragement of employees contributions outside the workplace and the personal willingness to take responsibility of relationships23.
The structure of a learning organization should eliminate those factors, which may be perceived, as potential obstacles to learning and the structure must be aligned with the strategy developed to promote a learning culture21. Leaders have an important role to play in creating the strategies, structures and practices that facilitate effective exchange of ideas and knowledge. The following sections deal with the competencies of learning leaders.
Leaders have an important role to play in creating the strategies, structures and practices that facilitate effective exchange of ideas and knowledge
48
the purpose to all employees. Communicating the purpose ensures that employees at all levels know what is to be done and what should be their contributions. Further it also provides for a two-way exchange of feedback between the leader and the employees29. Creating Knowledge Links: For learning to be effective and successful throughout the organisation, it is essential that there should be knowledge links developed between organisation members and the organisation as a whole. A persons true effectiveness in an organization should therefore be measured based on his or her relationships with other organisation members rather than on his or her individual accomplishments30. Thinking Long term: There is a need for shifting the focus from the parts to the whole. Leaders must develop a broader and long-term perspective of situations. This will not only help them to find out long-term solutions to problems, but can also facilitate double-loop learning throughout the organisation31. Driving Engagement: Leaders must try to drive employee engagement, which is at the core of effective performance. A desire to learn and grow comes from within when the employees feel as being
must facilitate effective information sharing between the members of the organization27. When people have access to information, they develop a feeling of being valued and involved. Organizations members cannot behave responsibly unless they are given access to the knowledge that is gained from others in the organisational system. In learning organizations, granting members access to the information within the system is necessary for the successful adaptation of all of the members of the organisation28. Communicating the Purpose: Leaders in a learning organisation must have the ability to effectively communicate
49
an integral part of the organisation and consider their work as important to their self-worth. Without this level of commitment, learning cannot occur. Therefore, leaders must create an environment, which drives engagement and enhances employee satisfaction. Facilitating Problem-solving: Leaders should not always come forward to solve the task related problems, rather, they should encourage employees to find the solutions. Employees must learn to work as self-managed teams by developing their own work procedures and solving the problems faced by them. Dependency on the leader should be low and leaders should intervene only when the employees fail. Developing Employees: There is a difference between managing people and developing people. Managing people is oriented towards achieving the stated goals, developing employees ensures that they are able to set their own performance goals. Employees must be given the responsibility for controlling their work and leaders must see that they are developing towards greater creativity. Stimulating intellectual growth must be made a part of the culture. Recognizing Outstanding Contributions: Recognizing employees who give their best not only builds positive attitude, but it can also influence others to enhance their performance levels. Leaders must be able to identify the differences between employees as regards their willingness to contribute. Taking a generalized approach may result in losing focus on the effective performers. Encouraging Employee Suggestions: Employee suggestions can be a source of knowledge creation for the organization. There should be an open communication system at workplace where every employee feels free to contribute his/ her own ideas and suggestions.
Making Learning a Continuous Process: Continuous learning should be stated as one of the core values. When employees know that learning is an essential part of the organization, the capacity to learn can spontaneously develop in the process of conforming to the value. Believing in the Potential of People: Learning leaders should be guided by the Theory Y assumptions about people. They must believe in the potential of people to learn, when provided with the resources and the necessary psychological support. Moreover, they should also have a belief that the culture can be managed to facilitate learning.
Managing people is oriented towards achieving the stated goals, developing employees ensures that they are able to set their own performance goals. Employees must be given the responsibility for controlling their work and leaders must see that they are developing towards greater creativity
Communicating Optimism: Leaders must communicate a feeling of optimism, which spreads throughout the organisation. Inspirational communication is one of the important aspects of leadership effectiveness. When the leaders communicate that we can achieve the results, employees are able to develop a stronger commitment to the goals. Call it the physics of leadership: positives attract, negatives repel. In order for leaders to inspire employees they have to be guided by a belief that there is a positive future out there. Its imperative that leaders paint that attractive picture and generate the human energy necessary to enact it32.
Conclusion
Motivation and competencies of leaders are essential for creating an effective culture where the value of learning is deeply embedded. The leaders role is important for designing, developing and sustaining a learning culture. The organizations culture should be one of knowledge sharing and innovation. Continuous learning, when incorporated as an integral part of the system, can bring outstanding results for the employees, leaders and the organization. This necessarily involves the process of learning together and individual motivation to be a part of it. Individual motivation comes with the commitment and actions of the leaders. Organizations can effectively learn if there is a group of learning leaders throughout the organization who believe in the value of continuous learning and are able to influence the perceptions of the employees. Just as an architect makes plans, designs the structure and guides his team in giving the structure a proper shape, the leader, in the same way, can build up the organization into an adaptive and learning system by removing the structural barriers, creating a culture responsive to learning
50
and shaping the attitudes of employees. When the employees learn and develop, the organization as a whole can learn and adapt in more effective ways. Above all other factors, it is the people who give the organization its true meaning and identity; and leaders should be the mentors to facilitate the development of people.
22. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 24. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 25. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday.
References 1. Smith, Peter.A (1999) The Learning Organization ten Years On: A Case Study, The Learning Organization Vol-6, No- 5 Pp 217-223 MCB University Press. 2. Smith, Peter .A (1999) The Learning Organization ten Years On: A Case Study, The Learning Organization Vol-6, No- 5 Pp 217-223 MCB University Press. 3. Smith, Peter .A (1999) The Learning Organization ten Years On: A Case Study, The Learning Organization Vol-6, No- 5 Pp 217-223 MCB University Press. 4. OKeffee, T. (2002). Organizational Learning: A New Perspective. Journal of European Industrial Training. 26 (2), pp. 130-141. http://www. en.wikipedia.org/wiki/Learning_organization/ http://www.google.co.in/. 5. Argyris, C. (1999). On Organization Learning (Second Edition). Oxford: Blackwell Publishing. 6. Argyris, Chris & Schn, Donald A. (1978). Organizational Learning: A Theory of Action Perspective, Reading, Mass: Addison Wesley. 7. Argyris, Chris & Schn, Donald A. (1978). Organizational Learning: A Theory of Action Perspective, Reading, Mass: Addison Wesley. 8. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 9. March, J.G. and Olsen, J.P. (1975). The Uncertainty of the Past: Organizational Ambiguous Learning, European Journal of Political Research, vol.3, pp. 147-171. http://.www.faculty.babson. edu/krollag/org_site/o/ http://www.google. co.in/. 10. Argyris, C. (1999). On Organization Learning (Second Edition). Oxford: Blackwell Publishing.
11. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 12. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 13. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 14. Three Sigma, Inc. (2002) .A Systems Thinking Primer. www.threesigma.com/print_primer.htm 15. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 16. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 17. Senge, Peter. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization, London: Doubleday. 18. Argyris, C. (1999). On Organization Learning (Second Edition). Oxford: Blackwell Publishing. 19. Argyris, C. (1999). On Organization Learning (Second Edition). Oxford: Blackwell Publishing. 20. Serrat, Olivier (1999) Building Learning Organization, Asian Development Bank. 21. Serrat, Olivier (1999) Building Learning Organization, Asian Development Bank. 22. Schwandt, Davis .R and Marquardt, Michael .J. (2000). Organizational Learning: From World Class Theories to Global Best Practices, Boca Raton, FL: St Lucie Press. 23. Schwandt, Davis .R and Marquardt, Michael .J. (2000). Organizational Learning: From World Class Theories to Global Best Practices, Boca Raton, FL: St Lucie Press.
26. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication. 27. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication. 28. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication. 29. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication 30. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication 31. Baldomir, Joel. (2009). Leading in the Learning Organization. Leadership Advance Online, Issue XVII, School of Global Leadership & Entrepreneurship: Regent University. http:// www.regent.edu/acad/global/publication 32. Kouzes, Jim (2008). Erase the Haze: Inspire a Shared Vision, November 18, 2008 http:// leadershipchallenge.typepad.com/leadership_ challenge/inspire_a_shared_vision/. Madhusmita Kar, Senior Lecturer, Department of Humanities, Purushottam Institute of Engineering & Technology
51
2008-2009
2011-2012
60% 6%
Decline in Medical coverage offered by employers to employees parents Increase in Co-payment on claims i.e. employee & insurer sharing medical expense
40% 33%
54
Flexi-Working
1 2 3 4 5
Vienna (Austria) Zurich (Switzerland) Auckland (New Zealand) Munich (Germany) Dusseldorf (Germany)
2004
employees wanting to quit their organization
2011
1 in 4
26%
1 in 2
54%
Mercer research shows that employees in India are less committed to their employers and less satisfied with many aspects of the work experience compared with six years ago As a result, half of the Indian workers are seriously considering leaving their organization at the present time. Of equal concern is apathy; one-fifth of employees who didnt commit to staying or leaving are the least satisfied and engaged of all.
55
56
ACROSS
1. Also called premium pay, work premium refers to that extra compensation made for work, which is considered unpleasant, hazardous, or inconvenient. It is a formal confirmation by the union membership of a contract that has been signed on their behalf by union representatives. Formal halt to an organizations discretionary hiring and promoting. Such an action is inherently temporary He is an individual who is engaged in on-the job training under the direction of a journeyman or an individual who is specifically hired to replace someone who is planning to retire. The leave of absence, usually with pay, granted to employees who cannot attend work because of illness. Also roping, slang term for convincing workers to spy on fellow union members, usually by means of bribery or blackmail. It refers to an extension of services to a terminated employee in order to minimize the impact of termination, reduce the time necessary to secure a new position, improve the persons job search skills and ultimately bring about the best possible match be fees to be paid periodically by union members in order to remain in good standing with their union Any of the variety of formal training program for new employees or student that allows them to learn on-the job by working closely with professionals in their field. It is salary additions based on length of service. Contracts or pay plans frequently state specific time periods to qualify for such upward wage adjustments.
4. 5. 7.
9. 10. 14.
15. 16.
DOWN
1. 2. 3. 6. 8. also called output curve, it is a graphic presentation of an organization or individuals productivity over a specified period of time. published outlines for action or suggested courses of conduct that many federal agencies issue for the guidance of their clients. Also called Lifetree-type scale, one of the most widely used scales in social research general term used to describe any of a variety of supplemental benefits The diagram indicates the interactions between members of a group. Typically, it has circles representing people and arrows extending from those circles pointing out the other people (circles) that are liked, disliked, etc. Many individuals hold positions on boards, commissions, councils, etc., because of an office that they temporarily occupy. It means to deduct a part of an employees wages as a penalty for tardiness, absenteeism, breakage, etc
17.
Solution
12. 13.
57