Saturday, December 26, 2009

Marina Beach: 5 years after Tsunami....






























It's five years since Tsunami struck in the Indian Coastline. It's also five years approximately since I came to Chennai. 26th December 2004 was a day of despair and immense pain. It was a day when nature showed it's ugly side.

We never searched for the answer as to why nature did so.

Maybe we were too consumed in the pain we got inflicted with.....
Maybe we were too busy with our prayers....

Today early morning I went for a jog in the Marina Beach. It appeared calm and pristine.

Did it appear the same way moments before Tsunami struck five years back?

Did one of the Tsunami victim feel the same way moments before Tsunami struck as I felt today morning?

Well!!! the pics above have been clicked by me this early morning.

Thursday, December 24, 2009

HR lesson from Chetan Bhagat




Firstly, Merry Christmas!!!!!!

I was reading this article about Chetan Bhagat which appeared in Forbes India website. While reading it, I found a simple yet very powerful HR lesson.

Consider the following para from the article:
'When it came to taking a summer project, he didn’t want to do “anything hardcore.” There was a placement at Cadburys that no one else wanted, and he leapt at it: “Two months in Lonavala! Chocolates!” His project, to fix a wrapping machine that was supposed to do 250 chocolate lollipops a minute, but was only doing 75. He puzzled over it, but didn’t crack it. One night, he bumped into the foreman, a veteran of the place. Rather than go eat alone in the executive canteen, he went along with him to the worker’s canteen. They talked for three hours, about the man’s life, his children, his struggles. The next day, the wrapping machine was miraculously performing at full capacity. The foreman told him that he’d worked there ten years, he knew the machine inside-out. Until then, “No one heard me. You did. I had to make your project successful.”

It emphasizes on the power of 'listening'. I am sure all the HR guys have been advised to be great listeners at one point of their learning curve. We all recognize it's importance and respect it. However, I feel the above mentioned incident with Chetan Bhagat can be a good reminder to us if we are at the risk of forgetting this basic quality of being a great listener.

I am aware of a few friends working for extremely reputed firms who had to quit their company because the HR did not have enough time to listen to them.

In such a scenario, either we should improve the listening skills of such HR associates or hire a few more HR associates in case the company feels they are already blessed with great listening skills.

Bottom line : No compromise when it comes to knowing the pulse of your associates!!!!


How a HR Manager would write a love letter.

I received a forwarded mail from a friend on 'How a HR Manager would write a love letter.' Here it goes:


To,
Juliet
Grade 7.0 S.M

Sub: Offer of love!

Ref: Meeting in a seminar

Dearest Ms Juliet,

I am pleased to inform you that I have fallen in love with you since the 14th of October (Saturday). With reference to the meeting held between us on the 13th of Oct. at 1500 hrs, would like to present myself as a prospective lover.

Our love affair would be on probation for a period of three months and depending on compatibility, would be made permanent. Of course, upon completion of probation, there will be continuous on the job training and performance appraisal schemes leading up to promotion from lover to spouse.

The expenses incurred for coffee and entertainment would initially be shared equally between us. Later, based on your performance, I might take up a larger share of the expenses. However I am broadminded enough to be taken care of, on your expense account.

I request you to kindly respond within 3 days of receiving this letter, failing which, this offer would be cancelled without further notice and I shall be considering someone else.

I would be happy, if you could forward this letter to your collegue if you do not wish to take up this offer.

Wish you all the best!

Thanking you in anticipation,

Yours sincerely,
Mr.Romeo,
HR Manager
A BC Co. Pvt. Ltd

Monday, December 21, 2009

A fascinating interaction with an Indian Army Officer!!!

I am not shy of interacting with strangers anywhere. This habit has often helped me to make new friends and have scintillating conversations with them.

I have added one more person in my friend list today. He is a Major in the Indian Army and was sitting next to me during a book reading event which we attended. He appeared to be a simple man completely engrossed in his book. We reached the venue pretty early. It made sense to start a conversation and we greeted each other. Then I came to know that he is an Indian Army officer, a Major.

I have a lot of respect for the Indian Army for many reasons. However, let me mention two of the multiple reasons. Firstly, I wanted to join the Indian Army but could not because of personal reasons [I love the phrase 'personal reasons'. It makes justifications so easy ;-) ]. Secondly, I have met many great HR professional who are ex Army officers.

My conversation with him ranged from how he got into the prestigious National Defence Academy, his training, the Kargil War, his Shaurya Chakra and even HR [how can I miss that :-)].

He told me how supportive his parents and siblings were while joining the armed forces. In a way I feel we civilians must thank every parents of the Indian Armed forces officers and jawans for being so supportive and encouraging to them.

He even shared a lot about the tough training which he went through in National Defense Academy. The secret behind getting used to the training is all about conditioning one's mind. When he joined NDA, he struggled to do a few push ups but after the training of about 6 months, he could easily do 150 push ups and even run more than 15 kms per day. I particularly liked a statement where he mentioned that the body listens to the mind and it is even more important to train the mind than the body.

The most fascinating part of the conversation was about his fight with the enemies during the Kargil War. He had even shot at a few enemies. I could not help in resisting myself from asking him how he felt when he shot at the enemy. I thought that it was an insensitive question from me and I wondered how he would react. He was calm and candid. He said that at the moment when he shot the enemy, he was only thinking about his duty. There were no causalities in his team. He was focused about his job and killing the enemy was his duty. However, later he came to know about the enemy's family [through the photograph I guess] and felt sad about the incident.

His bravery won him the Shaurya Chakra. I feel the Shaurya Chakra belongs to his family too who have been encouraging and supportive of him in joining the army.

He even shared a few HR lessons with me. He told me the huge relevance of motivation in the army. He shared many examples about leadership in crisis and team work.

It's interesting how the corporate world complains about economic turbulence and turmoil. On the other hand, the Indian Army gives birth to national heroes during turbulent times through bravery and outstanding professionalism that matches none in the world.

I feel the HR community has a lot to learn from the Indian Armed Forces.

Let me share a few quotes by Field Marshal Madappa Cariappa . I am sure the HR community will find these simple yet immensely powerful quotes very interesting:

  • "An officer is nothing without the soldiers."
  • "Army is there to serve the Government of the day, and we should make sure that it does not get mixed up with party politics. A soldier is above politics and should not believe in caste or creed,"
  • "an Indian and to the last breath would remain an Indian. To me there is only two Stans - Hindustan (India) and Foujistan (the Army)."

Another inspiring quote I would like to share is by Field Marshal Philip Chetwode which my new found friend shared with me:

‘The, honour and welfare of your country comes first, always and every time, the honour welfare and comfort of the men you command comes next .Your own ease, comfort and safety comes last, always and every time'

Whenever the Indian Army is at work, they live the above mentioned quotes and thats what makes them so special to all of us. They make a huge impact to our nation through their sacrifice, integrity, work ethics, discipline, bravery and much more.

If the HR community has to make a huge impact in the business then we should also have the same qualities with same intensity. Many might say that the dynamics in the Army are very different from the ones in business. Thats true but we can still learn a lot from them.

Can't we foster similar pride among our associates for their company???
Can't we enjoy better team spirit and camaraderie???
Can't we infuse better discipline and work ethics in our company???

A yes to the above three questions can make a huge difference to the business and in being a true HR professional.

And like always, a Salute to Indian Armed forces from the bottom of my heart.

Thursday, December 17, 2009

Interesting inferences from SHRM India's Leadership Summit researches

The State of HR in India Research by TNS

Emerging new perspectives about HR:

  • A solid pillar in the business model, no longer just a cost center.
  • Contributions impacting bottom line and business strategy.
  • Supporting direct brand-build for business success.
  • Direct impact on immediate CSR, PR programs.
Emerging new perspectives about HR:

  • Next is what?
  • Leveraging 360 Degree individual employee potential.
  • Tapping into diversity potential.
  • Change management to change-preparedness.
  • CSR to Sustainability.
Research on LIC of India: Decoding the DNA that manages the Trust of Millions [By Noel Machado]-

Some of LIC's counter intuitive HR practices:

  • It succeeds at scale by generalizing instead of specializing.
  • It does not acquire talent laterally; instead, it retains and grows people to be entrepreneurial.
  • It not only coaches it's people top-down but importantly, also coaching it's people bottom-up.
  • People freely share knowledge-especially junior officials with senior-when they could have been 'powerful' by hoarding it.
Research on Indian Railways: Managing People in the World's Largest Employer [By Vijay Pereira]

  • Indian Railways is a self sufficient and self reliant organization- often regarded as a 'country within a country' as they have their own schools,hospitals,housing and cooperative banks. They have their own 'Railway Budget' and maintain their own security force known as the 'Railway Protection Force [RPF].
  • Attractive employment proposition-Free passes and concessional tickets to travel on all routes for IR employees and their families, definitive career progression, work-life balance,job security etc.
  • Recruitment and selection is highly formalized and transparent, leaving less scope for corruption and malpractices.
  • Training and Development is available at all levels.
  • Pay and conditions: a complex structure- The structure of emoluments and conditions of service of railway employees are reviewed periodically by Government 'Pay Commissions'. Allowances are linked to the cost of living index [Dearness Allowance]. Other allowances include night duty allowance, running allowance,house rent allowance, hill allowance,bad climate allowance etc. Employees on deputation from different zones and divisions working in the PSU's were fixed in higher grades as an incentive.
  • Employment Relations have been managed successfully for decades: No major Industrial Conflict since the historic 1974 strike.
Research on Leadership Readiness: The Next Wave [By 9.9 Media]

  • CHROs are not far behind their c-level peers and are making their presence at the CEO's partner's table and bring expertise in the strategic areas viz; global expansion, mergers & acquisitions, quality initiative and change management activities.
  • CHRO's seem to be preparing themselves for the next leadership levels.
  • CHRO's scored above average on the eight must-have attributes for top leadership positions.
  • CHRO's are actively playing a part in various management and executive committees where decision making is driven largely by consensus but CHRO's have yet to find a place for themselves on the board.
  • Only 22 % of CXO's [CFOs,CIOs and CTO's] believe that their organizations are ready to have the CHRO as part of the top leadership positions.
  • 22% of CHROs are willing to join the board, but only 9% believe they are ready.
  • CEO's value the contribution of their CHRO executives. They find CHRO's better than other C level peers on all parameters except 'insights into company's businesses'.
  • The concept of 'CHRO-plus' role is still emerging in India. CHRO-plus role refers to CHRO's emerging role.