On August 30, 2017, the 2nd day of DISHA 2017, Prof. Sushanta Sarma started the panel discussion with a satirical question, “Do you hate your boss?” The panelists shared their views on the subject, talking about talent engagement and employee values to share light on the issue.
Mr. Umanath Kumar- Divisional manager HR- Daimler India Commercial Vehicles Pvt. Ltd.
Mr. Umanath Kumar opened the discussion by stating that engagement of self is very important irrespective of sector. In every business there are ups and downs, he insisted, and engagement is an activity which is indulged in when business is down. He maintained that the process must be well thought out and executed. According to him, people question if engagement really helps employees or not. He suggested that we should primarily identify worthy employees for engagement, i.e., the right talent for the job must precede the best talent for the job in order to ensure quality work.
Mr. Kumar claimed that not everybody can engage themselves in every business. As per him, HR wants to attract talent with a very clear idea as to what is expected from them. Finance people bring numbers, operations brings numbers but HR builds credibility on behalf of the organization, he stated.
Ms. Priyadarshini Prabhu-Head Talent Management and Operational Development- TE connectivity
Ms. Priyadarshini Prabhu started the discussion by pointing out that TE connectivity scored the highest in the “Great place to work” review on pride. She acknowledged that employees in her company felt that they were adding value, because of which, they were proud of whatever they were contributing. She continued by saying that the best way to make people feel comfortable would be to tailor things to their needs. She mentioned that a tenure of ten years was a norm in TE connectivity and if someone was willing to stay for 10 years then they are definitely getting some value out of it. She further mentioned that in the age of social media people were underplaying the value of one to one communication. She commented that in TE connectivity they celebrated one to one communication. Ms. Prabhu concluded by saying that we can’t always expect the HR to be doing everything to keep employees engaged. Her point of view was that employees were getting paid to do their job, it would be better for employees to take a step and see what they are offering to the company.
Ms. Sonali Dutta-Lead HR-Swarovski India
“We believe in building relations”, with these words Ms. Sonali Dutta opened the discussion on challenges faced by Human Resources posts the recruitment of employees. Stating the need for an aspirant to introspect about his career aspirations, she mentioned how HR merely acts as a facilitator in the process of career development. Career is in your own hands, you own it. In a marketing, sales and designing industry, the key problem according to her is the problem of acclimatization of the employees to corporate lifestyle. Coming from an unstructured background, she expressed how designers often have difficulty in embracing the formal structure.
Therefore, she emphasized on the need of a polished hiring process where the culture of the organization is well explained and the expectations from the aspirants are made clear before recruitment. She pointed out that the flat hierarchy usually leaves employees with less opportunities with respect to vertical growth but a lateral growth is possible and that’s what we encourage. She emphasized that the solution to this problem is mobility which allows the employees to change their roles within the organization and take up challenging roles. She concluded by saying that the job of an HR is not merely hiring but, it is to manage the entire employee life cycle & ensure the meaningful & customized engagement of the talent.
Mr. Adil Nargolwala- Corporate Vice President HR- WNS Global Services
Mr. Adil Nargolwala began the discussion by sharing details about the workplace experience offered in WNS Global Services. Mr. Nargolwala said that WNS is a global BPO company with 35000 employees whose average age is 24. He inferred that this made WNS a young and dynamic company, both by age and heart. Mr. Nargolwala elaborated that the presence of a young crowd made implementing a bureaucratic or hierarchical structure in WNS very difficult, instead, what they offered to their employees was an option to choose their specialization. Mr. Nargolwala explained that the employees in WNS had exposure to various vertical industries including but not limited to Insurance, Utility, Logistics, and HR and these verticals in turn connected to various horizontals. He finally remarked that any employee of WNS could take any of the verticals and then change their specialization later.