Onimia Panel Discussion 10 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic – “Challenges in Talent Management in a Multi-Generational Work Context.”

Moving in its final phase, DISHA 2014 reached its zenith. The final panel discussion that took place among the prominent faces of the corporate world added another star to the event’s glory. The topic discussed in the panel was “Challenges in Talent Management in a Multi-Generational Work Context”.It was moderated by Prof. Seena Biju, TAPMI.Some of the important issues discussed were- different needs and aspirations of various generations, need of professional attitude at the work place and questions like ‘If we are making too much of the generation gap’.

Mr. Ramakrishna, Senior VP of HR,IDFC: Mr. Ramakrishna joined in the panel discussion by saying that, at any point, there are multiple generations working in an organization. They are required to work together to achieve the organizational goals. To do this, we need to understand their expectations and communicate well. Generations don’t matter, as long as the employees deliver and the shareholders are happy. When newer generations enter the workforce, the average age of the organizational employees reduce. The newer generations are eager to take-up newer platforms to communicate optimally with each other. Mr. Ramakrishna concluded by saying that people will find new ways to communicate with each other, across generations and coexist if they have a shared vision.

Ms. Vidya Muralidharan, HR Business Partner – After Market – Ashok Leyland: Ms. Vidya Muralidharan started the discussion with a question – “Are we making too much of the generation gap?” She said that the main differences between the older and younger generation is the shuffling of jobs on the basis of pay packages and the amount of knowledge that is available to the younger generation, which was not available for the older people. She concluded with emphasizing on the importance of communication channels and how they help facilitate communication in an organization.

Mr. Mohnish Vaidya, Director HR, UST Global; Mr. Mohnish started the discussion on a lighter note that when he started his career, there were none of these generations viz. Gen Y, Gen X, Baby Boomers and Traditionalists; but now one more has born – Gen Z. Making a remark on the way technology has dominated our lives, he said, “I want to know whether how many present here were born with smart phones”. He believed that when we bring our family issues to the work place, then it becomes a problem. If people act professionally, the organization knows better what work they want to get out of the employee. Lot of the issues then that people have in an organization would be resolved. 

Mr. Nagdev B, Director HR, Aptean Global: Mr. Nagdev B joined the discussion with an age old quote by Socrates “The next generation will ruin the world”. Hence, this multigenerational gap has always existed.This is the “not so good part” and thus, history may not repeat always but it may rhyme. There has to be ways to balance the interaction between the younger and the elder generations. By giving the analogy of a family staying together in spite of various differences, he emphasized on the importance of gaining equilibrium between multi-generations in the organization.Various approaches to encourage employees of different generations, viz. Traditional, Baby Boomers, Gen X and Gen Y, to work as a team towards their organizational goals was also shared by him.He revealed the secret of being a successful manager by stating, “People can resign from the company but they will never leave. They look for ways to stay associated with the company”.

He concluded the discussion by stating the need to reduce the perception gap which is the biggest barrier in multi -generational context by taking a midway.

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Onimia Panel Discussion 9 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic: “Securing the millennial talent in the emerging market.”

The following is an excerpt from the panel discussion ‘Onimia’ that took place on day 6 of Disha 2014. The panel comprised of five industry stalwarts and was moderated by Prof (Col.) P.S James Area head HR, TAPMI. The audience got the unique opportunity to understand HR practices currently followed by the panelists in their respective organizations. The discussion centered on leveraging the talent offered by the millennial generation (born between 1980 and early 2000).

Mr. Om Prakash-VP of HR at Deloitte USI: Mr. Om Prakash emphasized that effectiveness is measured by the productivity of small teams in an organization. Teams are comprized of people with varying experiences. Managers need to invest in managing the diversity of the teams. He said that there should be no preset heirarchy in the organizations as knowledge and expertise trump heirarchy in a team. He felt that, to be effective, managers should be tech savvy  and that there is a need for the current leaders to develop and nurture future leaders from the coming generations. He concluded by saying that enabled employees, when confronted with challenges will always yield results.

Mr. Suraj Chettri-Head HR at Airbus & Airbus  group India: Mr. Suraj Chettri felt that there is no real difference between GenX and GenY. Human beings are influenced by their surroundings and are often shaped by the prevalent ecosystem. He said that the hard work of the previous generation has provided a higher platform to start off from to the current generation. Thus, he felt that self actualization is more important for the current generation as everything else is easily avaiable to them. He said that the only distiguishable feature between the current and previous genration is the tech savviness of the current generation i.e GenX will have to adapt to GenY. He concluded by saying that in his organization, every opinion is given equal importance and respected, irrespective of generational difference.

Mr. Nagaraj V, Senior Vice-President & Chief People Officer at Arvind Brands: Mr. Nagaraj started the discussion on a thoughtful note, “We don’t understand the word millennium; in my opinion we never really deal differently with who’s a millennial and who’s not”. He further added that in today’s time, organizations deal with the people of today and people of today come with different economic backgrounds and circumstances. He also put forth that nowadays organizations don’t emphasize on rules but rather focus on innovation, ideas and fun, hence people get an opportunity to give feedback and put forth their ideas. Mr.Nagaraj concluded with an authentic thought, “You can’t tell the millennium to adapt, the organization must adapt to the character of the millennium. The organization has to take cognizance of this fact, there is no choice”, this statement depicts the current scenario of the mindset of the millennium. When asked about the competition factor that is widely prevalent in today’s time Mr. Nagaraj explained that the only advantage in previous generations is that there was no competition, and this millennium’s biggest challenge is competition. ​

Ms. Ranjana Anand, Director HR, Asia Pacific at Optimal Strategix:Comes from a market research company. She finds that current generation is more focused and they come with a mindset that this will be our career. They know where they have to go. They take jobs that would lead them to their career and their goals. They also have to have lot of fun during this process. Engagement comes through training, whether it’s On Job Training or functional training; Ms. Ranjana’s organization also tries to give personal development training as well. She concludedby saying, ‘We reward and recognize every good work that is done. The person in our company becomes the brand. That’s why we have referral programs in our company because we want our employees to speak for the company rather than company going out and telling about themselves’. 

 Mr. Parthasarathy Sarangapani, Head of Talent Acquisition at Matrimony.com:In any generation, whether it is X or Y, it is the character of that person that matters. In his recent experience of hiring people from top b-schools, he looked for the candidates with certain values that the company could align with, because values don’t change with time, they remain the same. Mr. Parthasarathyconcluded by saying, ‘It is our policy documents that come with a lot of graffiti, so that people can adapt and appreciate what we are trying to show’. The way of communication has changed. Technology is imperative, but it does not bring any change in the organization, but character of a person does.

 So, although lot of people are available for jobs, millennial talent can be differentiated with character, and vision that a candidate has. 

Onimia Panel Discussion 8 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic – “Talent creation through learning and development.”

The last day of Onimia, Day 6 at Disha 2014, saw eminent personalities from Technological space Mr. AshitRanjan, VP, Tecnova Global, Mr. Santosh Mishra, Director –HR 24×7 Innovation Labs; Mr Karuna Kumar Vempala, Head – Talent Acquisition, Cigniti Technologies and MrSushanta Kumar Sarma, Associate Professor at T.A. Pai Management Institute, Manipalfor the 1st panel discussion of the ultimate day of Disha 2014, a day which all the TAPMIans had wished would not have come so soon. The mode at TAPMI was changed since the past 5 days of Disha 2014, experiencing the deep insights with learning .The same was being sought for from the last day of the panel discussion as well.The panel started with the introduction of the topicTalent creation through learning and development.”

 MrAshitRanjan, VP, Tecnova Global: Mr. Ashit emphasised that young graduates should develop the ability to observe their surroundings and should be able to decipher the business logic from it. Then only they can learn by example and thus become efficient manager in changing times as well. Each employee is responsible for socially enhancing himself/herself to coach others and hence make good future leaders. Today the traditional Indian “mugging framework” has created a tall task of unlearning the whole framework and replacing it with a practical based framework has become a huge task for us especially at Management institutes. Finding the psychological motivator within ourselves and working according to it can automatically bring us to limelight.He said,“Your books do not teach you everything, go to your local “chai wala” and observe how he runs his business. It will teach you more than your books ever can”. He believed, “You will get very limited means, what you make of these means is what defines you” He concluded by saying, “Don’t have expectations from your first job, and don’t be hesitant to get your hands dirty. Whatever you face, try to make the most out of it”

 Mr Santosh Mishra, Director –HR 24×7 Innovation Labs:Mr Santosh began his dialogueby emphasizing the need of  analysing that how should the management institutions create foundation for developing the concept base in students in today’s day and age which ultimately affects the field work practices of employees of an organisation.“To complete the virtuous knowledge cycle of academics to corporate is requisite today to be complete.” he said.A transition from “one man warriors” to a “Collaborative leader“is the need in today’s leader. Changing times will always pose a shift of paradigm and employees should adapt themselves to that. Mr. Santosh also said that Human Resources managers provide the enabler platform for the employees to showcase their innovative skills and strength. He concluded by saying, “Coaching is impromptu; therefore, continuous engagement programmes are required in the organisation.”

 Mr. Karuna Kumar Vempala, Head Talent Acquisition, Cigniti Technologies:Mr Karuna put on table many valuable points pondering over,the high competitive level the current world is into. At this juncture a multi-domain experience is very much essential to sustain. The requisite for any business scenario is to adopt different ways of thinking and be always open to ideas. There is a need of alignment of their job with the interest of the employees.

 Mr. Sushanta Kumar Sarma, Associate Professor at T.A. Pai Management Institute Manipal: Mr. Sushanta was of the premise that how can the elderly generation induce the upcoming generation to work together for the better of the organisation as a whole. Only the higher generation cannot be always expected to change the paradigm of the work with change in the challenges of today. He also lay stress on the point that there is a need of self-awareness in people. They should know their fundamental strengths which they can use to take their organisations to greater heights. People need to look for opportunities around them.

 With such diverse insights on the various perspectives of the topic, the panel concluded that even though there will always be a gap between the generations at work but this gap has to be gauged mutually by both the generations putting extra efforts to work as a team and for the betterment of the organisation as a whole. There is a need to realise that their success is defined by the success of the organisation in which they are.

Sophos Series Day 6 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

Mr. Ashit Ranjan,Vice President, Tecnova Global

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The last day of Sophos Series in Disha 2014 witnessed an inciting guest lecture by another ace of consulting firms, Mr Ashit Ranjan,VP,Tecnova Global. In his talk, he shared his valuable life experiences. He advised the students not to have expectations from their first job and whatever they face, they should learn to make the most it.

By quoting the example of a local vendor influencing customer behavior, he emphasized on the importance of practical knowledge that can be acquired from environment rather than by reading or mugging up books. He explained how a person should learn to make the best use of minimum means provided to him.

The importance for corporate worlds to invest time in easing the unlearning of ‘Mugging framework’ from the minds of students was also stressed upon by him.He concluded the lecture by advising the students to make efforts to deliver consistently. Passion and interpersonal skills will take care of the rest.

 

Mr. Mohinish Vaidya, Director- HR, UST Global

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Mr. Mohinish Vaidya, the director at UST Global, a leading IT services company, delivered a lecture on a very interesting topic namely ‘Attrition’ on 23rd August 2014, as a part of Disha 2014-The Annual HR Conclave of TAPMI.

Mr. Mohinish discussed what attrition means and what are the factors leading to it. “Manager is the main person responsible for controlling attrition”, stated the speaker. He also spoke about the factors that we can control and those that we cannot in terms of attrition. He further went on to explain the concepts of good and bad aspects of attrition

The speaker was charged with energy and enthusiasm which created a stimulating atmosphere for learning and sharing. The Q&A session was very interesting and there were many positive take away for the students.

 

Mr. Suraj Chettri, Head-Human Resources,Airbus

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Mr. Chettri started the lecture by quoting a famous movie quote “Past is history, Future is a mystery and Present is a Gift” captivating the students’ attention instantly. The session was an interactive and insightful one. The crux of his lecture was on how the age group has an effect on the industries and how Gen Y is the future of the corporate world.

Technology according to him is the most important tool for the future of India. Gen Y is a tech savvy generation and hence the future lies in their hands. He went on to predict how technology would have an effect on everything from your learning to your work. The way we define work itself would change. With the changing technology, the demands would change and consequently talent would have to change along with it.

As the famous theory of Maslow says, the highest need of an individual is self-actualization but according to Mr.Chettri it has now become a basic need. The constant thing in today’s world is disruption. The question that Gen Y would face is: “Should you be passionate about the company or passionate about your job?”

Mr.Chettri reiterated the fact that learning is changing, transforming and becoming delightful with the advent of technology and Gen Y should embrace it, for it is what would decide their future. He ended the lecture the way he started it – motivating the new millennials to excel in the future!

 

Ms. Vidya Muralidharan,Head HR – After Market, Ashok Leyland

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Ms. Vidya Muralidharan, Head HR – After Market, Ashok Leyland Ltd., delivered a guest lecture about “The Talent Management Challenge” on the 23rd of August, 2014. Ms. Muralidharan completed her Post-graduate diploma in Management from Xavier Institute of Management, Bhubaneshwar following which she worked across sectors in various companies like Tata Consultancy Services, Satyam Computer Services, Bharti Airtel Limited and the Murugappa Group of Companies, Orchid Pharma.

 The Sophos lecture provided valuable insights while covering various challenges faced by a longstanding Indian organization in the manufacturing sector like Ashok Leyland Ltd. The speaker talked about the evolution of the Indian Commercial Vehicle sector with increasing focus on customer satisfaction, cost-efficiency, technological sophistication and reduced response times. The interactive lecture led to experience sharing on issues of multi-generational employees, gender diversity and compensation, comparing practices across sectors like manufacturing, IT etc. Ms. Muralidharan’s conversational lecture was especially appreciated by the audience as it provided progressive understanding into a unique section of business in India which was a focused area of interest for a large segment of the student population.

 

Mr.Nagaraj V, Senior VP&ChiefPeople’s Officer–Aravind Lifestyle Brands and Retail

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Mr. Nagaraj V, the senior VP and Chief People’s Officer at Aravind Lifestyle Brands and Retail, delivered a lecture on Aravind Brand and it’s positioning in the Textile Industry on 23rd August 2014, as a part of Disha 2014-The Annual HR Conclave of TAPMI.

Mr. Nagaraj threw light about Aravind brands across India and the world. It has 29 leading brands and is the first and largest manufacturer of Denim. There are too many variables in the textile industry. The variables could be season, occasion, economic conditions etc. So a market leader in this segment like Aravind needs to be able to adapt to changes continuously and swiftly.

In the Q&A session, one of the question was whether the e-commerce emergence in India was a hindrance to retail outlets. Mr. Nagraj felt that e-commerce was beneficial to its own cause and sees it as an opportunity and not as a threat. Thus the discussion came to an end with the students understanding lots of new things about textile industry.

 

Mr.Nagdev B, Director HR –Aptean Global

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On 23rd August 2014, Mr Nagdev B, Director HR at Aptean Global, visited TAPMI to be a part of Disha 2014, India’s largest HR Conclave. Mr Nagdev has immense experience in the field of Human Resources, and has played the Head of the department in many organizations, namely VMware India software ltd., Novell, Microsoft India, NetApp India Private Limited etc. He has tapped into various aspects of HR, such as Employee Relations, Performance Management, Talent Acquisition, Succession Planning, Talent Management, Employee Engagement and Employee Law.

Further, he addressed the students of TAPMI in an interactive session where he talked about his recent projects, and delightfully linked the worlds of Psychology and Human Resources for the students. A healthy interaction ensued, where he meticulously answered each and every doubt of the students, and shared his experiences with all of them.

TAPMI hopes that there are further such sessions of learning in the future as well, and thanks Mr Nagdev for his precious time and effort that he spared for the students here.

 

Mr.Santosh Mishra, Director-HR, 24×7 Innovation Labs

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On 23rd August 2014, TAPMI had the privilege of hosting a guest lecture by Mr. Santosh Mishra, Director-HR, 24×7 Innovation Labs. Mr. Santosh is the HR Leader for Big Data & Predictive analytic business with a view to create, build & sustain a progressive world class HR organization.He has 14 years of experience in global, multinational organizations. He has expertise in Talent Management, Total rewards & Benefits, PMS & HR Services framework. Mr. Santosh is known for his ability to design and deliver HR solutions from ground up and built scalability.

Mr. Santosh Mishra started off by talking about the quick pace at which ideas go viral now a days when compared to a few years ago. “Success of idea does not depend on how brilliant it is but on how fast it is executed”, said Mr. Santosh. He further added that when ideas become commodity, its premium goes down. Highlighting various aspects of leadership, he said that success of a business leader depends on the ability to empower one’s team. A leader would have an open mind and create opportunities for others. Advising students to think big, he said that one should chase big ideas and execute those ideas into workable business models.

The session was very interactive and the students of TAPMI got an opportunity to clear their doubts from an industry expert. The enthusiasm of students in the classroom was palpable.

 

Mr.Parthasarthy, Head-Talent Acquisition–Matrimony.com

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The students of T.A. Pai Management Institute got a chance to interact with Mr. Parthasarathy Sarangapani, Head – Talent Acquisition at matrimony.com, as a part of Sophos, the Guest Lecture series of Disha 2014. Mr. Parthasarathy is an alumnus of XLRI Jamshedpur and has worked in organizations such as Omam Consulting, Suvistas, Adecco, Franklin Templeton and Invesco.

Sir shared that matrimony.com is the fastest growing, profitable organization in the digital as well as offline space, catering to different segments in the Indian matrimonial market with products ranging from Rs.3500 to Rs.1 lakh and above.  Mr. Parthasarathy mentioned that their organization follows a conservative approach but has a lot of opportunities to capitalize on because, with changing times, matrimony.com is not averse to changing its flavour. Being the first organization to implement Big Data in the true sense, the stay true to their core values of customer focus, innovation, accountability and excellence among others.

Lastly, stating that a vision is an integral part of any organization, Mr.Parathasarathy shared that their vision is to “Build a better Bharath!”

 

Mr.Om Prakash, VP–HR, Deloitte

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Disha 2014 featured yet another enthralling guest talk by Mr. Om Prakash – VP – HR at Deloitte this Saturday. In the talk Mr. Om Prakash, spoke about inclusiveness in terms of many devices being rolled into the smart phone

He stressed the importance of investing in strengths rather than areas where improvement is a minute possibility. This was followed by a lucid illustration of the practice of achieving alignment between what you like to do, what you to best, and what adds value to the organization

Talking about his very own organization, he emphasized the role of individuals rather than the underlying brand in why customers buy and avail services. While elaborating on how a company must create an atmosphere for leaders to thrive, he noted that being a manager is more mental versus being a leader is much more wholesome.

Towards the end of the talk, Mr. Om Prakash revealed a 10 point agenda for success which in his own words he described as the ‘secret sauce of success.’

Onimia Panel Discussion 7 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic – ‘Managing talent in the transition economy of India.”

With yet another curious topic and lot of zeal amongst the speakers, the panel discussion for the topic “Managing talent in the transition economy of India”began on the penultimate day of India’s largest HR Conclave ‘Disha 2014’ at T. A. Pai Management Institute, Manipal. The panel consisted of guests from the reputed organizations – Mr. Raghavendra K (VP Head HR, Infosys BPO); Mr. Arun Kumar Kaimal (Senior HR Manager, Danaher –DHR Holdings);  Mr. Prem Velayudan (HR Director & Employee Relations Leader – APAC, CISCO Systems) and Ms. Ivy Saldanha (Director – HR, Actuant India). The moderator for the discussionwas Prof. Seena Biju.

Mr. Raghavendra K -VP Head HR, Infosys BPO:The discussion was opened by Mr Raghavendra who spoke on the following lines. Manufacturing sector is one of the promising sectors in the emerging economies. India is doing pretty well in the service sector. But the question to ponder upon is whether it is manufacturing well. Every country has to master manufacturing and then move to then service sector. And as a corporate, the one of the biggest challenge lies in making this sector and the jobs pertaining to it more attractive.

Mr. Arun Kumar Kaimal – Senior HR Manager, Danaher – DHR Holdings: Service is just an expansion of the product that is already in place. Hence the prime focus has to be on the manufacturing sector and then to the service sector.There is always an opportunity to grow in any industry. And in the rising and emerging economies like ours, we need to explore. Mr. Kaimal quoted “Make in India, sell what is made in India”.

Mr. Prem Velayudan – Director-HR& Employee Relations Leader – APAC, CISCO Systems:One of the important factors in talent management is the talent retention. The talents can be retained easily. But the question to ponder on is what should be done with the talents. They should be allowed to innovate, create and ideate. This will be beneficial for both employee and the employer.

Ms. Ivy Saldanha – Director – HR, Actuant India:The young minds should be made aware of what innovations is. It’s the need for the hour. Employee retention is of prime motto when it comes to efficient working of the organization, or the economy as a whole. The need is to get the right kind of people and create exciting environment for their retention.

The panel concluded by mentioning about the ‘right attitude’ of the prospective graduates in this ever growing and ever uprising economy.

Onimia Panel Discussion 6 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic – “Employee Value Proposition in Multi- Generational Talent.”

The next round of Onimia on Day five of Disha 2014 carried forward the discussion on designing effective employee value proposition. The imminent speakers present at this discussion were Mr. Jothibasu, Head – Talent Acquisition, BIAL; Mr. Pritpal Kular, Vice President – Human Resources, General Motors and Mr. Ramunni Nair, Vice President HR&GA, Renault Nissan. The panel discussion was moderated eloquently by Prof. (Col.) James and Professor Sushanta Kumar Sarma.

Mr. Jothibasu, Head – Talent Acquisition, BIAL: EVP should be dynamic as business environment is changing so fast. Managers should understand the employees according to the generation segmentation and accordingly the EVP should be revised to be able to attract the employees to the organization. They should try to motivate and retain employees in organization. Depending on socio-economic background and generation of the employees, EVP should be developed which will in turn benefit the organization.

Mr. Pritpal Kular, Vice President – Human Resources, General Motors:Mr. Pritpal Kular initiated the discussion with a quote, “Culture eats strategy for lunch and other two meals as well”. He further explained the scenario in today’s day, “Looking at the multi generational, we need to convert theory into practice. There is a need to bring both generations together; we need to span the area which moves us into how to connect different generations in an organization. Mr. Kular brought forth an important point that 90% of population waits to get out of the mediocre lifestyle and aspires to move forward, organizations must acknowledge this.

“I would not refer to people as baby boomers and such rather I refer to them as solid citizens who need opportunities for growth and security in terms of retirement schemes”. He further elaborated that it is important to create opportunities for both generations including blue collar employees, which is evident in the way the organizations manages their aspirations. We could have a strategy but the initiatives and processes used must be stratified in that sense. Currently in the insurance industry the attrition level is 60%, which implies that employees are not happy because a typical organization trains their employees for 3 months and expect them to give their 100% but they forget that knowing their aspirations, their families, their journey, and where they come from must be known to understand their requirements. In order to reduce the attrition rate a psychographic process can help as employees that go through it feel more adjusted in the work environment.

Recruitment strategies are not driven by what the employee wants;rather it is centered onthe needs of the organization. It is imperative for an organization to meet theseneeds to get the talent pool which is ready for work the next day.Mr. Kular added “How you will attract talent, retain them and develop them are the most critical steps for an organization”.

Mr. Ramunni Nair, Vice President HR&GA, Renault-Nissan: Mr. Nair, unlike the rest of the panelists did not agree with the division of talent according to generation. He spoke that in the world of blue collared jobs, there is no generation X or Y but in fact all have been equally at par for the last numerous decades. He explained that though it was relatively easier to design an employee value proposition for the white collared but when it comes to designing it for the blue collared, it becomes an enigma for the employers. He said that at the end of the day, all that an employer has to do is increase the discretionary power of employees and engage them at different levels. Quoting from his own experience at Nissan, he spoke how cultural differences bring about differences in designing of EVP. For example in Japan the EVP was based on the belief that there is no differentiation of work and every worker has a similar requirement in life whereas in Europe they explicitly design EVP to enrich the work experience of people. Every EVP has to be customized according to the local tones and flavors. Also the EVP is not a constant but keeps changing and evolving with the change in time and environment.

The panel consisted of an extremely knowledgeable set of speakers and the students posed a volley of questions for the panelists at the end of the discussion.

Onimia Panel Discussion 5 – Disha 2014, The Annual HR Conclave of TAPMI, Manipal

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Topic: “Employee Value Proposition to attract multigenerational talent.”

The following is an excerpt from the panel discussion ‘Onimia’ that took place on Day 5 of Disha 2014. The panel comprised of five industry stalwarts i.e. Mr. Piyush Upadhyay, Chief Strategic –HR, TATA Power; Mr. MarianJayson, Senior HR Manager, HealthCare Global;Mr. Gangadharayya Pashupatimath, Director Engineering, Actuant India Pvt Ltd; Ms Priyanka Pandey, Associate VP-People Services, Davita and Mr Shripad Thosar, Head of shared services HR, L&T Hydrocarbon. The panel discussion was moderated by Mr. Shripad Thosar. The audience got an opportunity to understand the intricacies involved in balancing employee performance and benefits provided to the employees for their work. The views of the panel members are as follows

Mr. Piyush Upadhyay,Chief Strategic –HR, TATA Power:He began with a bold statement, “It is the pride of the institution to provide intangible and tangible benefits to all employees irrespective of which level they work at”, and he continued to explain the mindset of today’s talented employees and what they look for. The main question they base their choices on is, “What’s in it for me? Do I get growth, security and a good salary?” These things are the factors that determine whether one would work for an organization or not. However older generation thinks differently, an older individual would like the organization to take care of his family by providing retirement and pension plans. This is not a new phenomenon; it has been there for years and gives a focused approach on how employees must be treated in an organization. What is love? Love is what love does. Similarly an organization is what the organization does, and what values it inculcates in the employees. Tata upholds trust, security, safety and care; these further get translated into value of propositions. Communication channels are important but execution of values are most essential because the employees judge their organization on the basis of how congruent the values and practices really are. An employee must brag about his organization to his family and friends, that’s when an organization has a good employee value proposition .An organization can only have good outside communication by taking good care of its employees.

 

Mr. Marian Jayson, Senior HR Manager, HealthCare Global: He had a view that an employee should identify with the beliefs and values of the organization in which he works. He stated that if the answers to the questions “Do I believe in the mission and vision of the company? Am I being valued? Am I being challenged? Are my ideas being considered?” are positive, then the company has an effective employee value proposition. Mr. Marian stated that formulating an EVP that satisfies various age groups in a workforce is extremely tricky as one’s needs are not static. Also stressed upon was the company’s ethical responsibility; to ensure that all propositions are indeed acted on and are not a case of mere formality.

Mr. Gangadharayya Pashupatimath, Director Engineering, Actuant India Pvt Ltd: He started the discussion by making the statement that EVP is all about how you deal with people. Different kinds of people from different cultures and countries involved in same project makes it difficult to draft an EVP which is applicable to all cultures. He stressed on the point that today, the organization has different generations (Gen-X, Gen-Y, Baby boomers) communication strategy must be leveraged in such a way that they appeal to employees of all generation.

Mr. Shripad Thosar, Head of shared services HR, L&T Hydrocarbon: There are multiple generations working in tandem today. A long time ago, McKinsey and co coined the term “war for talent”. Industry took cognizance of this term. As a result of this, talented employees have a choice when joining an organization just like a customer has a choice while picking a service provider. War for talent is more relevant today than ever before.  Mr. Shripad then said that the war for talent is over and the talent has triumphed. Worldwide, millennial are interested in three things i.e. innovation, leadership development and contributing positively to society. In Asia, they hold status, healthy competition and job security paramount. In developed economies like the U.S.A and European nations, the millennial cherish career progression and growth. Mr. Shripad feels that the biggest challenge that organizations will face in the near future is filling leadership gaps. He predicts a lack of experienced leaders across different roles. To circumvent this problem, L&T provides leadership development opportunities to its experienced employees by partnering with universities like Wharton, London Business School and Harvard.

Ms. Priyanka,Associate VP-People Services, Davita:According to Ms Priyanka,  Employee Value Proposition was always there passively but its only after companies like Mckinsey, Deloitte etc  came up with jargons, the term “EVP” came into picture .Some companies create it while some believe it cannot be created. According to her, there can be two perspectives on EVP i e Employees’ side and Employers’ side. Gone are the days when it was employer’s market. Now the employee wants to know what is in it for them. Thus it is important to see the rewards and career growth from Employees’ side. At the same time, Employer needs to check how all the employees are giving efforts towards mission and vision of the company. She stated the importance of EVP in signifying how a company differs from its competitors. On being asked about its relevance in organization, she agreed on it being an important factor but it depends on the company how and when to implement it.

Biggest gap in an organization is that they think they create EVP to attract employees but once the employees join, it is equally important to implement it too. Thus making it a necessity to spend time creating, branding and communicating the EVP.

She also stated that In order to accommodate different generations, it is not only the role of the HR but also multidimensional group of all the generations to implement it. The creation of EVP should align with the mission and vision of the company. And even though it needs to cater different needs of the employees, there has to be some similarity.

She concluded her discussion by giving examples of the informal work culture in Davita, where employees are praised for their work on a regular basis. She quoted “We are community first company second”