Different facets of Human Resource Taking care of the health aspect of its employees inturn benefits the bottomline

e of the Company
By Kinkar sarkar Life, whether it be for an organisation or a human being, is intended to be positive, despite the difficulties that come along According to my knowledge H is for Human , E for efficiency, A for Attitude, L for Longevity, T for Talent and H for Happiness. An Ideal Organisations should believe in the philosophy of a healthy body leads to a healthy mind. It is one that balances the 4Ps of HR and the organization : People, Pay, Performance and Prospects versus Product, Price, Processes and Progress. It has its twists and swirls, highs and lows, but positive attitude and a healthy approach towards life and business can change things. Ultimately, this is what drives the productivity of an individual as well as an organisation. The vision behind the health endeavour on some Organisations is to keep the organisation young even as it grows amidst the highly volatile environment that it operates in, forming the core of its success. I feel that while the responsibility of managing self-health (physical) may rest on the individual, the organisation tends to work on intangibles like stress levels. This requires proactive and reactive measures. Some of the initiatives taken at different Organisations include meditation and yoga campaigns, blood donation camps, dietician visits, informal get-togethers, competitions, gymnasium facility, anti-smoking policy, etc. For tangibles that may arise due to unfortunate-turn-of-life events, the company provides

Employee Welfare Fund, Group Mediclaim Policy, Group Accident Coverage, etc., enabling it to take care of the employee community. Talking about some of the parameters used at some Organisations to measure business performance, as a macro component of overall health, I feel it brings out factors such as health-related absenteeism, medical claims, the amount of welfare funds spent, increased business targets achievement, client acquisition, retention, etc. In addition that Organisations do their best to ensure that employees uphold work-life balance through various policies. They provide employees with birthday leaves. It is compulsory for all employees to take 7 days worth of leave in a year, to go on a vacation or enjoy with their family. They also conduct many stress-relief programmes and other fun and learning activities so that employees can refresh and rejuvenate their energies. I strongly believes that speed and innovation are the mantras of todays business. In order to ensure both, it is the responsibility of an organisation to provide a congenial environment wherein people have the flexibility to express themselves and leaders actually listen to their problems. This type of culture ensures the reduction of stress levels among the employees and investors, and this raises the bar of health status for the organisation as a whole. As a result, the organisation experiences reduced health costs, reduced absenteeism, decreased employee turnover, increase in productivity, more efficient decision making, enhanced employee morale and, in turn, a competitive advantage over its competitors. He says that, Especially in the current time of economic recovery, the bonds built with these little things of great matter would result in organisations gaining an edge over competitors. While thorough statistical data in not immediately available at hand, there are numerous instances and cases wherein

the organisation has taken corrective measures for weeding out hindrances from time to time. The results of such initiatives were felt in terms of improved employee engagement and productivity. At the same time, the leadership positions that many Organisations have attained in the various lines of activities that they are engaged in, and the continuous business diversification into various related businesses, speak about the healthier workforce and an overall healthier organisation. Lastly, I feel that it is important for organisations to instill and groom the culture of walking the skin of the investors, clients, or customers and handle their aspirations with care. The organisation needs to attune the attitudes of its people in order to identify with the needs of the business and matching these to societal as well as financial needs. This means that an organisation should be professional in advice and humane while approaching prospectives and customers; no matter how big or small they may be.