Did you think about succession planning yet????

The economy is on an upswing and slowly but surely the job market promises to pick up. Of the many developments this trend will call forth, employee attrition promises to be of of significance.

Attrition across any level of employees is a cause for probing, if not concern. But at the level of CEO direct reports and up to 4 levels below the CEO position it makes a case for business continuity.

Is succession planning, then, a luxury that only some organizations can hope to have? And if it is something that impacts business and its continuity for an organization, should be left to chance?

A thought for HR folks – should succession planning be an HR prerogative? And if it is not, then why do only the ‘progressive’ organizations (read : with evolved HR practices) seem to talk about succession planning…

-Gauri Deshpande

HR makes the Corporate world go round!

I truly believe that...just that you wouldn't hear that said by many people outside of HR. Even some of my own fraternity members would call for my head when they read this. But let me explain why I say that. When I started practising any amount of HR (technically Training)...in 1996, it was hard to find more than 4-5 B Schools which had Fulltime HR Programs (even circa 2000, batch sizes were 4-5 students at best). A recent, still to be published, study by TNS for SHRM India (www.shrmindia.org) shows that out of the 150 schools sampled, an incredible 93% offer Fulltime HR Programs. I believe it reflects the preposterous growth of demand in HR.

Lets take another dimension - A study by Mercer in 2005 showed that there are over 2.5 Lac HR practitioners in the country. The same study mentioned by me earlier, by TNS, shows more than a four time increase in 2010, i.e in just 5 years time. Wait a minute...lets play devil's advocate. After all, the number of companies are growing and therefore the total number of employees (or Talent, if you will) and their problems - hence we need more HR to handle them for the Business Managers. Now you would probably be shocked - I once heard an MD for South Asia of a well known MNC in Hospitality say that " my expectation of HR is that they should motivate my employees "(I think he meant other than HR). So be it...exactly why I say HR makes the Corporate World go round...

The third indicator is the sheer increase in the number of HR heads (or Directors or CHROs) that are either part of either the Board or the Committee that takes decisions on Strategic Issues facing organizations. The PSUs actually take the lead in this (atleast 5 of them have CHROs on the Board) and especially because their HR Chiefs are often from other functions. That, to me, still indicates the growing prominence of HR. A very unusual indicator is the number of HR professionals on the Speaker List of any Corporate function - hard to see any without an HR Leader. That, hopefully, is not simply because, they generally make good speakers!

A well known MD of an Electronics/ Semiconductor Major globally said a few years back - "A Company is known by the men it keeps!". Believe me when I say to you, a company will soon be known by the Quality of the HR of its organization! If Chanakya said that after the Swami, the Amatya plays the most critical role in the Kingdom (today's organizations), he could have easily meant HR (the minister, the King's advisor).

Jai HR! Jai Chanakya! Jai Ho!
Rajesh

5 Lessons for Aspiring Global HR Managers - From WEF

I was fortunate to be part of a gathering of heavyweights a few months back - CHROs (Chief HR Officer... for the uninitiated) , CFOs, some CEOs - everyone in the room was a CXO worth his salt and experience. One of the heated discussions (as always) was around why there were so few CHROs who were ready for CEO material. It became pretty obvious to me that one reason was simply that "HR" itself became "essential" a decade and a half back or about that time. Now what was more important, than the cause, were the valuable suggestions to follow. So I have never listened more intently in my life, when someone suggested that we need to start early (like they say in Sport Management a.k.a. BCCI).

Fantastic! Finally, this bunch of veteran and venerated HR gurus were making sense to me - so the thread thereafter was how to start grooming CHROs today. Like my fave Guru Chanakya spotted an Emperor in a maid's young child and Michelangelo, a beautiful statue, in a large shapeless piece of marble, one has to identify young Talent and systematically groom "CHRO Talent". Now amongst many things, it seemed to me that its important to groom Young Managers today for becoming Global CHRO rather than for a Unit or Business alone, so I rummaged my notepads for some valuable inputs that I could offer to the Guru group or Zorporates ( a term for heavyweight Corporate pros).

Serendipity intervened and I stumbled on this piece of advice that I had copied just the previous day, after watching SHRM Foundation's DVD on World Economic Forum's (www.weforum.org) recommendations for Young Global Managers. Here they are:

1. Seize opportunities to learn about different cultures, Values and perspectives.
2. Get a mentor or a coach or both, early in your career.
3. To lead Leaders, be authentic and genuine (platitudes don't work)
4. Recognize the interdependence between Global issues, cultures, communities and people
5. Practice collaborative Leadership

Although true for every budding Global Leader, their importance for the young HR leader cannot be overemphasized. I threw my hat in the ring and stressed the interdependence of senior HR Leaders with the younger counterparts along with the above lessons . My suggestions were met with acknowledging nods around the table...thank you WEF and SHRM Foundation. Over to you, the young HR pros!

Jai Ho!!!!!

Rajesh Kamath

Mid 20 crisis!!!

Well!!! you have heard and read enough about the mid 40 crisis.....

Let's contemplate on the mid 20 crisis now!!!!

'Mr X is 27 years old and has been working in an IT company for the past 5 years. The promotions are happening in a consistent pace and the bank balance is reasonably fat [the body is also fat!!!].Future seems promising with a seemingly optimistic chance of getting a leadership role.But work pressure is too much and there seems to be more tempting oppurtunities in other companies too.

However; His best friend from a reputed B-School strongly feels that he should quit his company and prepare for his GMAT/CAT/XAT.Mr X does not have the time to prepare for the aptitude test.

His parents[unaware that he is committed] are keenly searching for a potential bride for him.

His girl friend who is also working in the same company has no plans of marriage for the next three years...

And he is definitely in a deep crisis for the above reasons.'

Mr X is certainly familiar to us. There are many such youngsters who seem to be in the midst of this 'mid 20 crisis'. They are young,spunky, promising yet confused and stressed.

Let me write my thoughts on why it happens:

• Oppurtunities are many and they want to leverage the best.

• They also desire a proper work- life balance but are not clear about
  how to achieve it.

• They are intelligent and want to use their acumen in further education.
  

• At this age they are energetic & focused and want to do professionally well but they also have to get ready for marriage where priorities are to be re-defined .
  

• Different approach from parents towards life at this age; which might not be well endorsed by the youngsters.

• Women want to delay marriage and become financially independent.
  
  Now what can be the HR's role in this issue???? Let's discuss:

• Recognise and accept the situation.
  
  
• Recruit candidates who have greater clarity about their professional life.
  
  
• Encourage employees to go for higher studies by sponsoring their
  education and providing them better job profile post completion of
  higher education.
  
  
• Help employees to achieve better work-life balance.
  
  
• Have counsellors who can assist the employees with their personal life.
  
  Guess!! 20-20 cricket is not the only 20 something issue that should concern us........

Jai Ho!!!

-Saikat Saha

HR as a 'Soft Power'...

My close friends are aware of the fact that I am an ardent fan of Shri Shashi Tharoor. He stands as a mascot of ideas that are refreshing and sincere. I was watching this video which delightfully stresses on 'Why nations should pursue 'soft' power. I must say he sounds very convincing as 'almost' always.

He highlights how countries use soft power on the basis of influencing and attracting other countries through foreign policies, political values, culture etc. He emphasizes on how Alliance Francaise has made other countries more aware of the French ethos and similarly Mtv has done the same for USA. There are many such examples.

Similarly, I believe that many companies through their upmarket and spunky HR interventions have successfully left an indelible mark on the mindset of many potential employees.

A classic yet obvious example is that of Google's 'fun' culture or the 'Learning & Development' culture of HUL. So fundamentally it's the culture of the organization that has the potency of creating a massive influence on many people.

So here the potential employees are not getting attracted towards these companies primarily for the reverence which consumers accord to the products and services of those companies. It's more because of the 'soft power' influence they have on the potential employees.

At times in life we all do some great stuff without being conscious about them fully. I believe the HR fraternity in many companies have done some stupendous work yet they are not really aware of the great benefits it has fostered for their companies. May be they got overshadowed by the phenomenal strides made by the business success.

It's promising to hear about HR's role as a business partner. I completely endorse it but at the same time HR should continue to pursue the 'soft power' role and the business should appreciate that more sincerely.

Some of the best business success stories are integrally 'people success' stories and I feel it has been possible because of HR's 'soft power' role over the years.

I strongly feel that HR's transformational role is intertwined with the 'Soft power' it will exercise in the future course of time.

Jai Ho!!!!

-Saikat Saha