Monday, November 26, 2012

Eileen Crawley (Trainer, Consultant, HRM Specialist Crawley & Canovas, Malaysia) says self-knowledge is important for any change scenario

Q. Define effective recruitment and retention strategies.
A. Identify and select an internal change management team in collaboration with new partners in the company. Reaffirm the positions of the heads of business units you intend to retain.

Include these in your change planning and management activities and ensure their participation to ensure buy-in. Recruit heads of new units from outside if they have a unique skill set.

Q. Do you see a need for HR to identify internal loopholes? What could be the probable faults that it may come across?
A. Self-knowledge is important for any change scenario. Information on excellent subordinates may have been hidden by managers who wish to retain their own status. Individuals may use the change scenario for their personal benefit and over-emphasise their abilities, whereas less confident ones may underestimate their strengths. Here, outside consultants should be used to re-evaluate staff before redundancy decisions are made.

Q. How can HR effectively deal with the leadership change?
A. HR should not introduce new senior people to the existing competent staff and should focus on internal promotion strategies, wherever possible. It should select new leaders willing to take time to develop relationships with the existing staff and thus build confidence and support for the change. HR should select employees who are positive about the new vision and change programme to lead the transition. Read more...
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Thursday, November 01, 2012

The wow Bandwagon!

Passionate about linking strategy and HR and translating this into measurable delivered results, Ms. Aparna Ballakur has over 15 years of experience with companies such as Adobe Systems, McAfee Software and Sasken Communications. After B.E. from the University of Mysore, she has completed an Executive Leadership Program from Cornell University and the Strategic Human Resources program from the Stanford Graduate School of Business.

Q. What drew you towards HR? Also, share your experience working with companies like Adobe and McAfee.
A. I started my career as an R&D engineer and entering into HR was a stroke of serendipity. I chose to stay on because I enjoyed the work and the learning that came along. What caught my attention was that there is a lot of functional expertise within the HR which a lot of people outside the profession are not aware of.

My experience in the two companies was very different. McAfee – my first company – gave me experience and understanding of what it meant to work in a multinational environment. They were just starting their operations in India when I joined; there I got an opportunity to build the R&D centre.

At Adobe, I was managing India and China operations. I got an opportunity to set up the centre in China and learnt how things work there. Culturally, both the nations are very different.

Q. How can you ensure a worldclass HR organisation?
A. Factors that contribute to make a world-class HR organisation are:
• To build the best possible HR team – Talented people are key to enable rapid growth of the organisation or managing change effectively.
• Aligning it very closely to the business – A world-class team needs to have a deep understanding of the business and serve as business partners. It is HR’s responsibility to help business leaders understand how people-related issues impact results.
• Flawless execution – Flawless execution beats everything else. From a strategic perspective, the prime focus for the teams should be on partnering with all stakeholder in the organisation towards building people and organisational capability. From an operational execution perspective, the focus should be on streamlining the efficiency and effectiveness of HR delivery with all stakeholder.
• Minimal dissonance between stated and unstated culture – Against the common notion, I believe that HR alone is not the custodian of the culture. Culture preservation is everyone’s responsibility and each and every employee needs to embody that. At best, a world-class HR organisation can minimise the dissonance between the stated and unstated culture. It can influence and reinforce the stated culture of the organisation through processes, policies or recognition of certain behaviours and coaching leaders to ensure the stated culture is the real culture.

Q. How does Yahoo! retain its top employees?
A. At Yahoo! we settle for nothing less than an addictive combination of work, opportunity and workplace, or ‘WOW’, as we call it. The ‘work’ we do is fun, since we build cool stuff that impacts over 700 million users on the internet. I think the ability to touch millions of people across the world on a daily basis continues to be one of the most appealing aspect. Our employees get the ‘opportunity’ to work on bleeding edge innovation, alongside some of the best minds in the business. The opportunity that we give to our employees is our USP. We have created a work environment that is flexible, open and conducive to building a diverse and inclusive workforce. Click here to read more...

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