Dr. Prakash V Bhide [President – Corporate HR, JK Organization (E.Z.)] has an inherent zeal for transforming the lives for a better tomorrow. He shares with Schweta Chaturvedi the growth path he has chalked out for his people and The HR practices at the over 100-year-old establishment

“I took it up as the future looked full of opportunities. I had the chance to go to the top 20 and be a part of the board from the 6 or 7,000 employees. This marked the beginning of Dr. Bhide’s successful career in HR.

Reminiscing his initial days, he says: “I still remember I used to prepare questionnaires and go to HR Heads of organisations such as Phillips and HUL, and ask them to share their views.” Later, to supplement practical knowledge, Dr. Bhide did his doctorate in HR. Talk of all the years he had spent in HR, Dr. Bhide believes men are more complex than machines. “This field has taught me that there are different people with different aspirations and so are their issues. Also, people behave differently as individuals as compared to when in a group. So handling HR is a much challenging job.

Linking HR to business, Dr. Bhide emphasises on the contribution of HR to business. “Today, the first thing I see is that my HR group contributes to business.” It is important to love your business first. HR should have equally good understanding of other functions like marketing and finance. In other words, they should have a good commercial and and financial sense, and should not be confined to HR. If one wants to understand the challenges, one has to have in-depth knowledge about business and general issues, the economy, land acquisition and other related issues. HR people are perceived as theoreticians and not practical. One has to be practical; for this you may not have to be rigid on everything. You have to see what works. Read more..

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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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