"How to transform HR practices to cope with the constant market dynamics and prepare the enterprises to face the challenges from a knowledge economy globally." - Was the over all flavor of the HR Summit organized by IHRD.

Speaking on the Performance Management System (PMS) Dr. Subhash Sharma - Dean IBS presented a very interesting connectivity with the OMEGA approach of performance evaluation during the late 70s and early 80s and likened the 360 performance  for ordinary man as the "PARIKRAMA " approach towards work as propounded in the Hindu system.

The pivotal role of managers today is fructifying the aims of CREATION-JOY OF LIVING -WORK LIFE BALANCE in an organization to attain the best performing workforce.

While Ms Sindhu P Arvindakshan Manager - OD Infosys BPO emphasized on judging IRA and evaluating COST - PRESSURE - INCREASE system and assess the levels of becoming a task driven force.

Mr. Mervyn Raphael - MD of Performance Consulting International stated "   The objective to develop the employer branding is to primarily to attract and retain talent "This is possible through

Aspiration - This creates an aspiration to be a part of it. eg: Mercedes Car Company

Engagement - Giving a feeling that one is ready to go that extra mile to be a part of it.  eg: Hutch

Advocacy - Proud to tell where I work. eg: Coke

Loyalty - It would take a lot for me to leave this organization. eg: BMW

Trust - Trusting the Leadership to call the right shot. eg: GE

The above is based on the internal and external experiences of the employees and that is also reflected in the advertisements that indicate passion at work.

He further coined the word "SPENOVATION" that is a mix of Speed and Innovation like GE which was very aggressive with the ‘Know your customer and work smarter approach'. He pointed out that REUTERS that was actually in trouble could turnaround in a very short time using this straight forward method

Ms Smita Saha -Director Oracle HR -highlighted the possibilities of "leading through the matrix organization".

Showcasing the systems applied in ORACLE she said "its the best model as a network of interfaces between teams and functional elements therefore to change organizationally one has to first change individually ".In Oracle it's a flattened hierarchy where decision making is pushed to the appropriate level.

The indicators are

1.       Weaving multiple tasks

2.       Conveying purposes

3.       Building buffer systems and clarity

4.       Resolving issues

5.       Creating conditions for self Management

This is most challenging task as the person in the matrix has to get the work done without the people reporting to him/her. This requires a lot of people skills, collaborative mindsets, strong networking ability, go getter with a win - win attitude and finally the ability to influence the stake holders.

Dr. Pallab Bandopadhyay - CPO of Cambridge Solutions LTD spoke on the future trends of the people force and the irrelevance of our current Performance systems to their context. According to him there are three types of generation that has different value systems.

Generation - Y - These are people born between 1960 and 1975

Very insecure and docile folks who submit to authority .They follow high ethical standards and social values and are slow /cautious in responding to change. They prefer a systematic life style.

Generation - X - These is people born between 1975 and 1990

More secure and aggressive people who are  impulsive, dynamic and want things to happen fast and their  general awareness is very high .They are very receptive to constant change .They cannot survive long in a constant environment

Generation - E - These are people born from 1990 onwards

Wild and very confident lot with little respect to hierarchy and the established old. Multi task oriented and extremely technical savvy .They carry little of the ethical standards and are very individualistic. Highly informal with low toleration towards consistency .Extremely intelligent and informative. They have role models based on glamour and celebrity status than virtue or values.

There seriously needs to be a paradigm shift in terms of aligning people in business. Especially when all that we have so far developed as performance tools will be absolute in handling the Generation E crowd. There will be drastic change in the HR role and also inculcate newer HR competencies.

To handle this kind of scenario its becoming imperative to develop 4 cultures as per the Dave Olrich model

Talent - Speed - Leadership- Boundary less organization

With the following method

Role Playing: Managing Change, Stake holders, adopting to more e-HR applications and building team at the top management.

Business Related: Understanding Business, being competitive, work on constantly with cost benefit analysis approach , able to work and execute project Management

Industry Related: Provide career guidance , managing compensation, having sound knowledge of international compensation structures and applications, Integrating culture

Mr Bomi Manekshaw Director HRG Dell International highlighted the relevance of SIX SIGMA in HR processes and stressed on three core points

a) Know your business - Speak the lingo

b) Know your environment - Leadership capabilities

c) Understand key driver's success - Job satisfaction.

He advocated the usage of metrics in the recruitment process, training and project management. To improve the quality of talent intake and performance bench marking ultimately resulting in well being and harmony in work life.

One has to develop a HR team powered by HR expertise, Management expertise, Should be a coach and counselor, Platform speaker, Influential objective and ethical leader, Technology savvy, Strategic planning expert and finally a business partner in the growth of the organization to meet the challenges of the next decade.

Kishor Jagirdar - Strategic Management Consultant - Infopace Management Pvt Ltd   and corresponding consultant for Business Gyan email: This e-mail address is being protected from spam bots, you need JavaScript enabled to view it  

Issue BG73 Apr07

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