SightsIn Plus Sept 2021

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 September 2021 VOL 05 I ISSUE 01 I R 150 Monthly HR Magazine Talent Strategies IN Hybrid Workplace Dave Ulrich Jason Lauritsen Seema Bangia Professor at the Ross School of Keynote Speaker, Author, Vice – President & Chief People Officer Business, University of Michigan and Advisor Mahindra Agri, Defence & Aero Sectors and partner at The RBL Group and  Board of Director Lou Adler Ritu Anand CEO and founder Performance-based Chief Leadership & Diversity Officer, Hiring Learning Systems Tata Consultancy Services Anniversary



Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents Expert View 18 Regular Colommen Mysore Madhusudhan Editor’s Note 04 Executive Vice President for Mail Box 05 Collaboration and Connected Solutions, Tata Communications Movements06 News08 Social Media 10 Twitter26 Insights 32 Case Study Back to Work : Never 12 Going Back/ Ritu Anand Tanvi Choksi In Conversation With Dave Ulrich 14 HR Head, JLL India and JLL Business Services Global Rendezvous with Seema Bangia  22 SHRM India Tech conference 202125 Insights 40 Performance-Based Hiring is Win-Win Hemalakshmi Raju Hiring/ Lou Adler 28 Chief Learning Officer Leadership Development for a Hybrid Reliance Industries Ltd (Hydrocarbon Division) Workplace/ By Shan 30 Interaction with Jason Lauritsen 34 How to Design Your Hybrid Workplace/ Anu Yadav 38 Creating a Successful Digital HR Strategy for a Sustainable Transformation/ Soumyasanto Sen  42 Building Sustainable Business through Digitization of HR Functions/ 20 Dr. Anupriyo Mallick 44 Insights Talent Challenges in Hybrid Workplace/ Nanjappa BS By SightsInPlus Team 46 Vice President - Human Talent Acquisition Strategy Post Covid-19 Resources, Infosys Limited Pandemic/ Prasad Kulkarni 48 Editor - In - Chief | Romesh Kumar Srivastava Published at | D-169/6, Sector-50, Noida-201301 Printed at | Eco Media Design & Photo Head | Vineeta Verma IT & Digital Head | Amit Dutta www.sightsinplus.com C- 340, Sector-10, Noida, 201301 Sales & Circulation Head | Kavita Srivastava [email protected] [email protected] Mob | 9953894881 Mob | 9971404077 3 September 2021 www.sightsinplus.com

Editor’s Note Romesh Srivastava a www.sightsinplus.com Editor- In -Chief f sightsinplus l company/sightsin Greetings! t twitter.com/sightsin1 Almost half of India is vaccinated, companies are trying to 4 SightsIn Plus bring employees back to office but it’s not going to be like earlier 9 am to 5 pm, and 5 days a week office. Companies are adopting a hybrid workplace model, a mix of work from home or, anywhere and 2-3 days’ work in the office with the flexibility of working hours and days. The hybrid work model has many variations and it leads to rethinking strategy for almost all HR functions. We’re sharing our September 2021 edition with a theme Talent Strategies in Hybrid Work Model. We had shortlisted a few renowned Industry Thought Leaders, Business Heads, and CHROs for this edition’s Interview Column and Insights. SightsIn Plus team had the opportunity to interact with Dave Ulrich, professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group; Jason Lauritsen, Keynote Speaker, and Author;  Seema Bangia, Vice – President & Chief People Officer, Mahindra Agri, Defence & Aero Sectors and  Board of Director. These stalwarts are helping us to understand right talent strategy in Hybrid Work Model. We are fortunate to share that Lou Adler, Global Thought Leader and Talent Acquisition expert is part of this edition. SightsIn Plus is being circulated amongst the top Indian & Global MNCs, big to medium-sized organizations, and increasing its circulation on the fastest mode. This issue would be reaching approximately 1,25,000 readers/ professionals. The edition also shares wonderful insights and case study; “Back to Work: Never Going Back” by Ritu Anand, “Hyper-connected and Humanised, Welcome to the New Workplace” by Mysore Madhusudhan, “Talent Acquisition Strategy Post Covid-19 Pandemic” by Prasad Kulkarni, “How JLL Navigates Hybrid Workplace Rightly” by Tanvi Choksi, “Dealing with L&D Challenges in the Remote World” by Hemalakshmi Raju, “Hitting the Reset Button!” by  Nanjappa B.S, etc., and some interesting notes through social media are part of the SightsIn Plus, September 2021 edition. Like every time, we would be happy to hear your views and suggestions. We hereby cordially invite your feedback, insights, updates, case study-Individual Milestone. Do write to us [email protected] Happy Reading! Romesh Srivastava

August Issue 2021 IN CONVERSATION WITH Mails INTERACTION WITH DR. SAURABH GOVIL of The AQUIL BUSRAI Geeta Singh Month @Lakshmanan K. However now with vaccination It’s really a good piece on Hybrid picking up pace, Companies are Work Model. Dr. Aquil has ready to get employees back to the elaborated in details the pros and workplace, but it’s not as easy as cons of work from home/ anywhere. announcing a reopening or return-to- This article also helps in how the-workplace date and carrying on organizations need to decide the business as usual. The workplaces basic reason for having an office be altered initially, and also some itself and then rationally determine changes may be long term, even with which set of employees will be vaccines widely available. Employers allowed to work from home and have to ensure their workplaces are who will be requested to attend as safe as they can be. Employees workplace. On the employees front, and customers alike may have fears whether they are working remotely of returning to business as usual; one day per week, or more, or full preparing for and communicating how time- by choice or because of a safety is a top priority will allay fears health situation or weather event, and increase brand loyalty. it’s important to ensure that you are set up to be productive.  RENDEZVOUS WITH SUNAINA THE RIGHT PROCESS TO IDENTIFY PAY MATTOO KHANNA INEQUALITY AND FIX IT- NAVNEET MUKUND @Lalit Dixit @Bimal Viswam Interesting Interview on total rewards. I believe Yes, Navneet agree with you that gender pay employers need to rethink how they frame and deliver inequity is a reality in organization, even in case compensation & benefits in the new work model. of orgs with job evaluated structures and pay Total rewards strategy ranges pay inequity must include what most will continue to exists employers have defined as a ‘hybrid’ work model. as a result of wage These all are the critical inequity that exists at components in attraction the time of hiring etc, and retention of employees. inherent biases of hiring managers, etc. . Hence And in today’s climate, it’s important to also it’s a good idea to rethink statistically determine that strategy in a way that the factors impacting compensation in any org, focuses on individuals, any difference in pay rather than broad categories. beyond the explainable factors do indicate pay There is also a need for inequality and needs to constant recognition when be proactively corrected the employees excel in their as well. area of work regardless employees are working from www.sightsinplus.com home or office. 5 September 2021

ADOBE INDIA APPOINTS PRATIVA MOHAPATRA AS VP & MANAGING DIRECTOR Softwarecompany Adobe today announced the appointment of Prativa Mohapatra as Vice President and Managing Director for India Business. In this role, Prativa will lead Adobe’s India business across Adobe Experience Cloud, Adobe Creative Cloud, and Adobe Document Cloud, reporting to Simon Tate, Adobe’s President for Asia Pacific (APAC). Prativa’s career spans over 25 years in the technology industry. She joins Adobe from IBM, where she served as Vice President of Digital Sales for APAC. Prior to that, she led Sales for IBM India and South Asia where she was responsible for driving revenue for the company’s portfolio of solutions and services. RAJEEV SINGH JOINS SOLARA ACTIVE PHARMA AS CHIFE HUMAN RESOURCE OFFICER Solara Active Pharma appoints Rajeev Singh as Chief Human Resources Officer, effective from September 1. Prior to this, he was working with Yokohama Off-Highway Tires as CHRO for 4 years. Before joining Yokohama Off-Highway Tires, he was associated with Welspun Corp as President & Chief Human Resource Officer for almost 3 years. Earlier, he also worked with companies like BG Group, PWC India, Gujarat Gas Company Limited, and Bharat Petroleum in HR leadership roles. He started his career as Graduate Trainee at Ispat Industries in 1995. Rajeev is a graduate engineer in metallurgy from NIT, Durgapur. He is also certified in strategic HR practices from Cornell University, USA, and a Certified Executive Coach from EMCC, UK. STL APPOINTS PAUL ATKINSON AS CEO FOR ITS OPTICAL NETWORKING BUSINESS STL, an industry-leading integrator of digital networks, announces the appointment of Paul Atkinson as the Chief Executive Officer for its Optical Networking Business. Before STL, Paul Atkinson was the Managing Director and Group CEO at IXOM, Australia. Prior to IXOM, Paul was associated with the Prysmian for over 20 years as the CEO of affiliates and regions across the world. During this stint, he led multiple successful business integrations and was pivotal in delivering non-linear growth across geographies and business lines. Before Prysmian Group, he held senior roles in commercial, finance, and operations in the consumer goods and healthcare sectors. Paul takes over this responsibility from Ankit Agarwal, who has played a crucial role in STL’s global expansion in the Optical business. ROHIT SURI JOINS DENTSU INTERNATIONAL AS CHRO DENTSU, SOUTH ASIA Dentsu International has announced the appointment of Rohit Suri as Chief Human Resource Officer, South Asia. His appointment is effective from September 15. Prior to this, Rohit was Chief Talent Officer (CTO) at GroupM South Asia, leading human resources and talent operations in the region. In his new role, Rohit will build a high-performance team in India and Sri Lanka, establishing new skills and talent initiatives while shaping a people-oriented, value-led culture. His core focus will be to drive the India 2.0 transformation journey. He will accentuate the Leadership agenda and talent pipeline, pivotal in futureproofing the long-term competitiveness of the business. KFIN TECHNOLOGIES APPOINTS KIRAN AIDHI AS CHIEF PEOPLE OFFICER KFin Technologies appoints Kiran Aidhi as Chief People Officer. Prior to this, she was working with Virtusa for almost 6 years in different roles, most recently she was holding the position of VP-Human Resources. Kiran comes with over two decades of experience in human resources working with industries like IT, Telecom, Outsourcing, and Hospitality with expertise in performance management, change management, organizational culture development, talent management and development, compensation & benefits, and recruitment. Previously, she has been associated with firms like Accenture, Convergys, Hutchison 3 Global Services (now known as Tech Mahindra Business Services), and Ugam Solutions. 6 SightsIn Plus

GRASIM INDUSTRIES APPOINTS HARI KRISHNA AGARWAL AS MANAGING DIRECTOR Aditya Birla Group flagship firm Grasim Industries Ltd has appointed Hari Krishna Agarwal as its Managing Director with effect from December 1, 2021. He succeeds Dilip Gaur who is looking for early retirement. Hari Krishna Agarwal is a veteran of ABG, having been part of it for close to four decades. During this period, he has held different roles in cement, chemicals, and pulp and fibre businesses before taking on his current role as Business Head, Pulp & Fibre. He had started his career with ABG in 1982 as Management Trainee at Rajashree Cement, a division of Indian Rayon. Agarwal is a Chartered Accountant and an Executive MBA from Sasin, Chulalongkorn University, Bangkok. KIMBERLY-CLARK APPOINTS RADHIKA TOMAR AS CHIFE HUMAN RESOURCE OFFICER Kimberly-Clark, an American personal care company appoints Radhika Tomar as Chief Human Resources Officer. Prior to this, she was working as Global Head of Learning and Development at Dyson. In her new role, she will lead Kimberly-Clark’s human resources strategy, focused on transformation, cultural development, talent management, D&I initiatives, continued growth, and will closely work with the leadership team. Radhika has over 15 years of diverse experience in human resources and talent development. Earlier, she has been associated with multinational giants like Microsoft, McKinsey, and Aon Hewitt. In this new role, Radhika will help create a strategy for Kimberly – Clark that will be key to attracting the best-in-class talent for the company and positioning it as an industry leader. BHARAT PETROLEUM APPOINTS ARUN KUMAR SINGH AS CHAIRMAN AND MD Bharat Petroleum Corporation Limited (BPCL) has announced the appointment of Arun Kumar Singh as the Chairman and Managing Director of the company and consequently, he has taken charge yesterday. A Mechanical Engineer by qualification, Arun Kumar Singh was earlier Director (Marketing) on the Board of the company, holding additional charge of Director (Refineries) and Director (Finance). In his more than 36 years of experience in Oil & Gas industry, he has headed Business Units and Entities in BPCL such as Retail, LPG, Pipelines, Supply Chain Optimization, etc. He also held the position of President (Africa & Australasia) in Bharat PetroResources Ltd., a wholly-owned subsidiary of BPCL, engaged in the exploration of Oil & Gas, largely overseas. NETFLIX NAMES PEPSICO EXEC SERGIO EZAMA AS CHIEF TALENT OFFICER Netflix has appointed Sergio Ezama as its Chief Talent Officer. Ezama is currently serving as Global Chief Talent Officer at PepsiCo. “20 years at PepsiCo leave a mark. I will be forever grateful for the many memories and friends I have been fortunate enough to make over the years. In many regards, all my mentors, colleagues, and friends have shaped the person I am. That debt will never be possibly repaid. Soon I will be cheering for all of you, knowing that PepsiCo will continue to thrive and shine,” Sergio Ezama, Chief Talent Officer, PepsiCo, wrote in a post. Ezama holds a Master’s degree in Human Resources, Juridical Practice, and Law from the University of Deusto. BAJAJ GROUP APPOINTS NEERAJ JHA AS GROUP PRESIDENT AND CHIEF www.sightsinplus.com COMMUNICATION OFFICER Bajaj Group has appointed Neeraj Jha as Group President & Chief Communication Officer with effect from September 1, 2021. He will report to Kushagra Bajaj, Chairman, Bajaj Group, and will be based at the Group’s Head Quarters at Bajaj Bhawan, Mumbai. Neeraj is a career journalist turned communication professional and reputation builder. He’s held in his diverse 25-years corporate experience leadership positions at Reliance, HDFC Bank, and, most recently, Bharti Airtel where he was Head of Corporate Communications & Corporate Affairs. The Times Group, The Asian Age, The Indian Express Group, and CRISIL MarketWire (later Newswire18) are some of the leading publications/groups that he’s been associated with as a journalist. Neeraj holds a degree in Economics from Ranchi University and a Bachelor of Law (LLB) degree from Mumbai University. 7 September 2021

News News AXIS BANK DIVERSITY CHARTER TO EMPOWER EMPLOYEES, CLIENTS Axis Bank Limited, Indian for Mediclaim Benefits irrespective “With these initiatives, Axis Bank banking, and financial of their gender, sex, or marital status. becomes one of the first banks in services company has According to Abis Bank’s statement, India to take such steps to promote announced several HR “Employees can also dress in accordance and implement diversity, equity, measures, policies, and practices that with their gender/gender expression,” and inclusion,” The bank said in the are favourable for its customers and adding with this it has aligned with the statement. Notably, the Supreme Court employees from the LGBTQIA bank’s wider “Environmental, Social, in a historic judgment in September community. The company’s efforts are and Governance” commitments. 2018 decriminalised all sexual aiming to encourage “diversity, equity, “Axis Bank, in line with its relationships between consenting and inclusion” in its work environment. ”DilSeOpen” philosophy, today adults in private. Axis Bank said in a statement that its announced #ComeAsYouAre, a charter The Bank further said it recognizes policies will ensure account holders of policies and practices for their that employees could have a gender or from the LGBTQIA+ community employees and customers from the gender expression that’s different from people are able to nominate their LGBTQIA+ community. their sex assigned at birth. Effective partners in their bank accounts. from September 20, 2021, customers The bank said, “Customers will also will be able to opt for these measures be able to open joint savings and term and can add ”Mx” as a title. Customers deposit account with their same-sex who are gender non-binary, gender partner. fluid or transgender persons will have The lender on Monday the option of choosing their title from said while announcing the the option of ”Mx” in their savings or policies “ComeAsYouAre” charter of term deposit account. Employees from policies and practices for employees the LGBTQIA+ community will be and customers from the LGBTQIA+ able to use a restroom of their choice. community. On the HR front, employees The bank said it has initiated all-gender will be allowed to list their partners restrooms at its large offices. EPFO LAUNCHES AADHAAR BASED E-NOMINATION XEBIA TO HIRE 2,000 PEOPLE IN TIER II CITIES In order to facilitate EPF any physical document to the BY 2022-END subscribers, EPFO has employer or ex-employer after launched one more the online nomination is done. All Xebia, Netherlands- e-initiative i.e., Aadhaar based EPF Members are advised to file headquartered IT services e-Nomination. The physical filing of their e-NOMINATION at Member company is planning to hire nomination is done through submission Interface of Unified Portal immediately. 2,000 people in tier-II cities in of ‘Form 2 Revised’, now with the Further, all EPF members are also India by 2022-end. launch of the e-nomination facility, advised to get basic KYC like Aadhaar Xebia Chief People Officer Glory members themselves can file their and Bank account seeded to their UAN, Nelson said, “Our current employee nomination online, using this so that they can avail online services strength in India is 3,000, but we e-Nomination facility available in the from EPFO. member portal. Avoid physically filing a claim before This facility can be availed by EPF the Employer or to the EPF office Members if their mobile number is during this COVID pandemic and also linked with UAN and the Aadhaar avoid physically coming to EPFO office, verification is also complete. The instead make use of various online registration process is quite user- services provided by the Department. friendly and all members are advised to file their e-nomination at the earliest. A readily available e-nomination in the system enables members/ beneficiaries to easily file online Pension Claim and in the event of the demise of the member his/her nominee will be able to file an online claim based on the OTP on his/her Aadhaar Linked Mobile. One doesn’t need to apply with 8 SightsIn Plus

News UKG HAS ACQUIRED GREAT PLACE TO WORK UKG Inc., a leading global “As an HR technology provider whose world by helping every organization provider of human capital motto is ‘Our purpose is people’, become a great place to work For All,” management (HCM) we’re serious about continuing to find said Michael C. Bush, global CEO at solutions, has acquired Great ways to help our customers create Great Place to Work Institute. Place to Work Institute, Inc., However, better, more personalized, and more “To be a For All workplace, caring Great Place to Work Institute will consistent employee experiences for leaders must foster an environment continue to operate as a standalone every person at their organization, where everyone has a purpose, can company within the UKG organization, no matter who they are or what they collaborate and contribute new ideas, led by Michael C. Bush as CEO. do. This acquisition represents one of and has access to the resources they “Today marks a pivotal moment the ways we plan to have even greater need to thrive within the organization. for UKG, as we welcome Great positive impact on our customers and Our decades of gathering feedback Place to Work into our family. We workplaces around the world, with from employees around the world are determined to raise the bar on world-class tools to assess, benchmark, has proven that these factors drive how HCM technology can help and enhance culture.” Chris Todd added high-trust cultures that are better organizations and their people thrive,” “Joining the UKG family dramatically for business and better for people,” said Chris Todd, President at UKG. accelerates our vision to build a better said Michael “We believe that the future of HCM By combining our employee-centric software goes beyond offering insights with UKG’s resources and exceptional HR, payroll, and workforce market leadership, our potential is management solutions that improve limitless to help tens of thousands of workplace efficiency and promote companies around the world build compliance. The time has come for more productive, more inclusive companies to expect more from their workplaces with higher levels of HCM providers, and we plan to lead employee and customer loyalty.” he the charge,” Chris Todd said added. are hiring aggressively and will ZOMATO SHUTS DOWN ITS SINGAPORE soon add 2,000 people to reach AND UK-BASED SUBSIDIARIES the 5,000-mark by 2022-end,” “All those who relocated to their According to a stock exchange sold its stake in Nextable Inc for $100,000. home towns due to Covid-19 filing report, Food delivery firm The company’s spokesperson said, “UK and can work with us remotely from Zomato has decided to shut down Singapore subsidiaries were not material to their cities as we are starting its Singapore and United its business and their dissolution would not with work-from-home mode. Kingdom (UK)-based subsidiaries. affect its turnover or revenue,” It added that The recruitment will be across The company already got listed in India it had disclosed in its IPO prospectus that functions,” she added. in the month of July this year, has noted both ZMPL and ZUL didn’t have any active Xebia hires candidates right from that both these entities; Singapore-based business operations. the graduate level, including those Zomato Media Private Limited (ZMPL) and The company had said in a stock exchange who are completing their final UK-based Zomato UK Limited (ZUL) did filing, “Given the small overall size of the year of engineering, to the senior- not have any active level IT professionals. business operations business of table Glory Nelson further said, “We and their strike-off reservation and are using social media tools for would not have management in recruiting, including LinkedIn. any impact on the USA, company has The online platforms help us company’s turnover decided to divest identify niche skill-sets in and or revenue. and consequently best fits for our organisation,” The company has shut down this We also have a well-defined initiated the process business in USA,” training roadmap that helps in of a strike-off of the It added, Nextable quick on-boarding and absorption two entities on August contributed 0.33% with our culture and functional 31, 2021. It shuttered towards Zomato’s orientation,” Glory Nelson said its US subsidiary and consolidated added. turnover. 9 September 2021 www.sightsinplus.com

Social Media MANAGING YOUR BOSS By@Pradyumna Pandey boss may sound unfamiliar, but it’s important to work consciously to gain You joined a new important professional relationships, trust of the superior and a positive organization with lots of they fail to manage an equally relationship can improve your morale, dreams, hopes and zeal. You important link or perhaps the most productivity, and happiness, which try to be knight in shining important link i.e. the superior or the could lead to more career success in the armour and you participate in each and boss. They fail to invest time and effort form of promotions, raises, and higher every business activity, you come up with to manage their superiors especially self-esteem. lots of new ideas, skills, values, academic when the quality of the relationship knowledge, internships and life is not productive or conducive for Sharing some simple mantras or ideas to experiences but after a while you find attaining each other’s objective. Most follow because Someday, you might be yourself in the middle of the chaos and “ of the employees leave their job building similar relationships with your कर लो दुनिया मटु ्ठी मं”े zeal is no more in you and because they were unable to establish direct reports when you are the boss - you start looking for a job change, a new a smooth relationship with their boss, hunt for better organization and work A troubled relationship with your boss 1) Communication is the key. Every culture, start for you . can negatively affect your morale, your time try to deliver your message productivity, your happiness and, of effectively and remember that As per my experience also, I have seen course, your career. Managing your miscommunication always lead to many employees who are very effective misunderstanding in managing the team below and getting the result, achieving the goals, 2) Understand the expectations and sound business knowledge, people priorities of the superior. orientation and exemplary leadership skills and excellent in managing peers or 3) Providing the right information to colleagues. But not all such employees aid decision making. whom we consider performers, succeed in their career. 4) Honouring commitments made to superiors. What is the reason behind this? In my understanding, among all the 5) Transparency Use your managerial skills to manage your boss too, not in a manipulative way but in a healthy and productive way. SYMPATHY STRIKE A more precise definition of sympathy strike states that it is the Sympathy strike when one union supports Strike is a type of the strike activities (dispute strike wherein between the union and the though the employers) of the other union person involved in the despite the fact that the union strike (striker) doesn’t have supporting the first one has no any direct grievances grievances against the employees. against the other party It is a strike which may be initiated (against whom the strike is by the labors of one union and are being carried out) but still supported by the workers from a participates in the strike just totally different industry. When to ensure/ extend their workers belonging to a group support to the employee. refuse to work to support workers belonging to the other group it is 10 SightsIn Plus referred as sympathy strike. Some countries do not recognize such acts as any violation to their employment contracts.

WHAT DOES IT TAKE TO PROSPER IN A HYBRID WORKING WORLD? By@Geoff Sims these factors and quickly the traditional ‘work’, we’ll need to think about office becomes a more appealing what hybridity means for people as CMI research shows a large place to work, even when we consider individuals, and to ask them. There is majority of managers (80%) traveling time. Added to that are so much variation. Truly, each person are already working in a personality factors such as introversion is unique. Our models need to take blended approach, where or extroversion that leave some people account of business needs as well as between one and four days a week are loving a remote set-up, and others personal differences. That’s if we want on-site, and the rest is remote. longing for more physical interaction to set people up to thrive in a hybrid and connection. The Accenture research workplace, and to attract the right The Accenture Future of Work Study also found that Gen Zer’s expressed people to the business for the future. 2021 indicates that 63% of high- more desire for the opportunity to growth companies have adopted a connect and collaborate face to face, Managing the hybrid workplace is “productivity anywhere” workforce likely the result of them being at the moving from about ‘place’ to about model. But models that satisfy all the start of their careers. Earlier Gens are ‘potential’. And that’s an exciting shift. needs of all workers all the time are hard not far behind in calling for face-to-face, Job seekers, employers, and employees to find, says Accenture. The reason for but the key point is that different phases can move into this shift with these kinds this is likely the sheer number of factors of life and their associated commitments of questions: at play when setting people up for their may well have an impact on what we best work in a hybrid structure. There value most, at a point in time. -      What do I need to do my best work? are no ‘one size fits all’​answers. -      What resources do employees/ “It’s complex because there are also The type of work you do plays a role, of wellbeing issues around whether people others need to do their best work? course. And then there is the variation want to be in the office and how they’re -      How can we tailor resources to found in the working environment. It is able to keep safe. If we put employees easier to work from home if you have a at the centre of this, how do we make needs? defined space for work that is relatively sure they can cope with, and more -      How do we ensure access to distraction-free, ergonomically not importantly, thrive in whatever model harmful (i.e., with a decent chair, desk, we develop?”  Hybrid Working, Now resources? and lighting), and reliable, fast internet for the Reality – CMI -      What new competencies must we connection. Remove one or more of As we grapple with how to arrange build? -      How visible are our employees? -      How am I leading by example? -      What future of work do we want to build, and be part of? WILL THE HYBRID the workplace is difficult as well.... WORKPLACE WORK? there are quite a bit more preparations and strategies to Best Answered by think through on multiple levels... @Ryan Patel from logistics to the culture to designing of office spaces and To be or not to be...a more. hybrid workplace is here to stay? That is the So before you make that decision question of the day! to push that button or pull on that lever (as in this picture), make sure Flipping the switch in returning you have people around you that to the office isn’t as easy as one you include in the decision- thinks. More so even making process moving forward. implementing a hybrid model in So whichever strategy you implement, strive for that smooth 11 September 2021 process so you can identify obstacles and react to it along the way too! www.sightsinplus.com

Expert View Ritu Anand Back to Work : Never Going Back There is no better time than today for companies to review their people policies and programs but also look at what is priority for them and for their employees as they navigate the new world order. We may be going back to work, but we are not going back to the way we worked before the pandemic. As a growing part of the Ritu Anand technology. It was also a time for world population starts to get individuals to reevaluate what they vaccinated, companies across Chief Leadership & prioritized professionally. Purpose and the world and across Diversity Officer, the opportunity for personal learning industries are looking at what “back to and growth have assumed greater work” will look like. And in that same Tata Consultancy Services importance than ever before. context, I use “never going back”, taking into account several dimensions. And now as we look back to work, the Never going back to the old ways of short-term focus is once again giving working and the old definitions of way to long-term plans and strategies, workplace and workforce as flexible, albeit with a reset in priorities. There remote, and hybrid work models gain are three things that I believe will greater acceptance. For some, never differentiate the approach to talent going back to work after being forced management in this new normal. to give up their professional career to manage personal responsibilities. Organization Culture, Purpose, and Values Will The pandemic saw several companies Drive Employee Engagement reset their hiring and talent management strategies. Employees Once considered the realm of were laid off, temporarily furloughed, HR, organization culture assumed moved to flexible or remote working unparalleled importance, and became models, or into different roles and a priority for all leaders, serving as a teams to serve immediate needs. foundation for keeping employees and The companies that retained their best newcomers motivated, engaged, and talent were ones that recognized the supported as they dealt with stress on need for flexibility, empowerment, the personal and professional front. and agility in their talent management strategy while ensuring accelerated For employees and prospective operational execution backed by employees, a culture grounded in 12 SightsIn Plus

organization purpose and values there was ever an opportunity to boost As a vast majority of people shift to became even more critical than diversity, this is an unparalleled one. remote working and the avenues for performance orientation. Culture   informal interactions get limited, and values determine how a company learning, mentoring, and coaching and its people conduct themselves, The Leadership Pipeline will in the virtual world will be essential. especially in challenging times. be Even More Critical to Not only will this help up-and-coming They are critical to helping employees Organization Strategy leaders stay engaged, current and feel a sense of belonging, comfort, and motivated, it will also build confidence confidence as we navigate turbulent The pandemic placed immense among the Board and C-Suite in the times. And now, as individuals review pressure on leaders to continue to leadership pool available to take on what is important to them from a deliver performance even as they new or open leadership positions to work perspective, culture, values, and juggled fluid business demand, a make sure the organization continues purpose will see greater recognition constantly changing industry landscape to deliver positive outcomes for all its and focus. and the complexities of suddenly stakeholders.  managing teams remotely. The demand   Flexible and Hybrid Work for local leaders, and the need to fulfil There is no better time than today Models Will Give A Boost to open leadership positions through for companies to review their people Inclusion internal elevation have reinforced the policies and programs but also look at need for a strong leadership pipeline. what is priority for them and for their While the pandemic may have employees as they navigate the new forced segments of people out of the As a vast majority world order. We may be going back to workforce as they struggled to balance of people shift to work, but we are not going back to the personal responsibility, the new world remote working way we worked before the pandemic. order will open up opportunities for and the avenues for greater inclusion. Companies that informal interactions The key will be flexibility - with work adopt flexible and hybrid working get limited, learning, from office and work from anywhere models will eliminate a number of mentoring, and policies, flexi-time work schedules. barriers to bringing onboard new and coaching in the Done right, the sustainability agenda diverse talent. virtual world will will get a boost, creating a more level be essential. playing field, where men and women, Location independence, the reduced the differently-abled, and those who or even eliminated need for physical have been forced out of the workforce presence with hybrid working and get a chance at growth through fair flexible working models will give and equal opportunity. For progressive individuals the freedom and choice companies, leaders, and for individuals, to find opportunities that suit their this time is one to reset, to come back needs and for companies to tap into an stronger, more purpose-driven, and unparalleled abundance of talent. focused on collective growth than ever before.  Women who often shoulder an unequal share of caring responsibilities or www.sightsinplus.com people with disabilities who were limited by the physical restrictions of being in office can now all be part of the mainstream workforce. It is a good time to look more holistically at newer recruitment and retention models, creating new gateways to bring in experienced women who have taken a break from work to manage personal responsibilities through flexible work options and ensuring those who extended leave to manage their personal lives come back to work, engaged and enabled to perform. If 13 September 2021

Interview Dave Ulrich In Conversation WDithave Ulrich Professor at the Ross School of Business, University of Michigan and a partner at The RBL Group E xclusive On Talent Strategies 14 SightsIn Plus

By- Romesh Srivastava Dave is a university professor, author, speaker, management coach, and management consultant. He is the RensisLikert professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group. Dave has published over 200 articles and book chapters and over 30 books on organization, talent, leadership, and HR. He edited Human Resource. Management 1990-1999, served on editorial board of 4 Journals, on the Board of Directors for Herman Miller, and Board of Trustees at Southern Virginia University, and is a Fellow in the National Academy of Human Resources. He is sharing with us his perspectives on how HR adds value to the business... Dave Ulrich has been ranked the #1 Management Educator & Guru by Business Week selected by Fast Company as one of the 10 most innovative and creative leaders is one of 21 people in the Thinker's Fifty Hall of Fame, and named the most influential thinker in HR of the decade by HR magazine. Q. The world of work is 2.  Navigating Paradox- Paradox bottom-up decision making; focus changing, how do you see the exists when there are competing on control and stability vs. change future of work? approaches that create tension:  and innovation; etc.  To navigate   long vs. short term; outside in vs. (not “manage”) paradox requires inside out thinking; top-down vs. recognizing the two extreme A. I find that when people say options, then exploring when one they “know the new normal”, I Rather than ignore, option works best, how to find am skeptical.  One of the lessons of the be threatened by, common ground between options, last 18 months is that environmental tolerate, or even and how to debate to find new changes (e.g., global pandemic, racial manage uncertainty, insights.  For example, have tension injustice, political toxicity, economic business and HR leaders without contention; disagreement changes, and digital 4.0) are not need to “harness” without being disagreeable. always predictable.  So, what are some it by managing   “principles in progress” to deal with expectations, exploring 3. Personalization-  Personalization this unknowable future?   Let me the future, not the has two elements.  First, a focus suggest three: past, experimenting on the “person--” with emphasis   frequently, learning on emotion, empathy, energy, 1.   Harness Uncertainty- Rather quickly, and being and experience.  Caring for the open to agility and employee’s personal needs shifts than ignore, be threatened change. leaders from command and control by, tolerate, or even manage to care and communication.  uncertainty, business and HR Second, “--alization” focuses leaders need to “harness” it on flexibility, or customization.  by managing expectations, Where and how people work may exploring the future, not the past, vary dramatically on the unique experimenting frequently, learning circumstances of each individual.  quickly, and being open to agility and change. www.sightsinplus.com 15 September 2021

Interview Dave Ulrich Q. What to consider when not just about people, but people and and for whom does this matter?”  moving to Hybrid Work technology interface and ensuring Again the goal of a team is to create Model? competence for accomplishing work may value for a stakeholder.   include more talent mobility, positive   accountability, attention to diversity 2.   Governance: A high performing A. Hybrid work is not new, nor is it and inclusion, career management, and team has clear governance for everyone (see personalization retention of top talent.  processes:  who is on the team, discussion).  Many knowledge-based   what roles to people play, how are employees have worked remotely for Ensuring the commitment may decisions made, how often does the decades (I have written books and include emerging employee value team meet?  Each individual, again prepared presentations sitting in my propositions so that those employees regardless of where they physically office, a hotel room, an airplane, a who create more value receive more work, should recognize and accept a coffee shop, and occasionally on the personalization (or flexibility) in their team’s governance process. beach!).  working conditions.         3.   Relationship:  A high-performing Some work requires physical presence Delivering a positive contribution or team has to dimensions to positive and some do not.  But, increasingly, employee experience may require an relationships.  First, people need those involved with knowledge work increased focus on believe (meaning, to care for each other.  Care is can do so from anyplace, anytime, purpose of work), become (learning communicated through spending anywhere.  What this means is that and growth from work), and belong time together, being aware of for many, the “boundary” of work is (relationships and community).   personal circumstances and needs, changing.  Work has often been seen   showing empathy, serving others, as a place:  get up, go to work, work, celebrating success, expressing return home. Q. How to optimize Talent in gratitude frequently, and learning   hybrid working teams? to work together.   Second, people Today, knowledge work can be done   need to be able to manage conflict anywhere, anytime.  But, there is a by being able to disagree, to boundary that defines someone being A. We have distilled, from many express divergent views, to debate “at work.”  I believe the work boundary exceptional studies of high and dialogue, to forgive at times, is whether an employee creates value performing teams, four characteristics and to savor differences.  Teams for a customer in the short or long of a high performing team, each with with individuals who both care term.  talent implications and each able to and manage conflict have better   adapt to hybrid working. relationships. A leader can ask employee, how did     what you do today create value for a 1.  Purpose:  a high-performing 4.   Learn: A high-performing team customer today or tomorrow?  If an continually improves.  The team employee can not answer, then “work” team has a clear purpose (called it looks at both its outcomes (what is was not done.  It is not about where or mission, vision, goals, aspiration, accomplished) and process (how the how one works, but whether the work strategy).  Every team member, team operates) to get better.  This may creates value for customers. regardless of where they work) be done through regular after-action   should recognize and share the reviews, team checkups, external team (or organization) purpose.  A audits, or casual conversations.   Just Q. How do you see a shift in simple question a leader can ask is as individual leader learning is a key Talent Landscape in Hybrid “in 15 words or less what are we to leadership success; team learning World of Work (team or organization unit) trying to delivers success.   accomplish?”  Regardless of where   one works, the answers should be A. In French, there is a great saying, similar.  The next question is “why Q. Any concluding comments? “plus ca change, plus c’est la   meme chose.”  In other words, even as things change, somethings remain A. The 2020/21 crises have the same.  The principles of managing made human capability talent are much the same:  ensure that (talent, leadership, organization, and employees are competent (able to do HR) center stage.  Now is the time the work), committed (willing to do the for business and HR leaders to pay work), and contributing (feel a positive attention to and upgrade their human experience from doing the work).  capability agenda to deliver long-term   stakeholder value. Some of the employee practices to deliver on these three talent principles Thank you, Dave! are changing.   Being competent is 16 SightsIn Plus

INSIGHTS 17 September 2021 www.sightsinplus.com October 2017 SightsIn 15

Case Study Tanvi Choksi How JLL Navigates Hybrid Workplace Rightly Employees want more balance in their working patterns, with a hybrid work model and flexibility being key. Even as the office retains its place in a working set-up being reshaped in a post-COVID world, a spirations are increasing from the modern workplace while homeworking is still preferred, according to JLL’s latest Workers Preference Barometer for India report. A hybrid workplace model is Tanvi Choksi tick all the right boxes, business gets an arrangement where automatically taken care off. employees make an optimal HR Head mix of work from home and JLL India and JLL Business Employees want more balance in office. For example, in 2020, due to the their working patterns, with a hybrid pandemic, most corporates were Services Global work model and flexibility being key. working from home and as a result, Even as the office retains its place in organisations had to experiment with a a working set-up being reshaped in a whole new work-from-home model, post-COVID world, aspirations are including ours, where 90% of our increasing from the modern workplace corporate staff operated from home while homeworking is still preferred, until early 2021. according to JLL’s latest Workers Preference Barometer for India report. During the pandemic, there was a significant shift in the organisational 75% of the employees today want culture. Employees wanted to focus to be in office at least once a week as more on their work-life balance and compared to 52% in October 2020: what worked in everyone’s favour JLL was a strategic hybrid model and flexible work hours. In the current India prefers homeworking, but times, too, there is a greater need balance in working patterns has for work-life balance, and hence, emerged as a key theme. 79% of the we have been providing employees workforce wants to work remotely with more support and flexibility to from home at least once in a week, and work remotely so that they feel cared, this number goes up to 89% when a connected as well as  healthy. When we third-party place of work is added. An 18 SightsIn Plus

ideal working week, post Covid, seems space provides are being sorely missed, opportunities to all employees through to be one where employees spend three to the extent that 41% of the workforce its Virtual Learning program. Over days working remotely and two days is craving ‘real’ human interactions 15000 online courses are available to in office, with office remaining a key with colleagues while 31% of them all employees on the My Development element to the aspirational working miss a change of scenery. Amongst portal and these programs are based regime. According to the survey, 21% the most missed aspects of the weekly on themes like LEARN, ASSESS, of the workforce does not want to work routine, coffee and socializing in social DEVELOP, GROW and MOVE. In from home in the future, as opposed activities, personal time for relaxing addition, we have partnered with to 16% in October last year. However, and spending time with family stand LinkedIn to provide training, resources, flexibility is becoming more attractive. out. However, our special initiative and experiences that grow skills during 91% of the workforce want to choose of connecting with our employees on a time of crisis. At present, we have their schedules and working hours as regular basis via virtual one on one 3000+ activated LinkedIn Learning per the latest results, up from 69% as or group connects, ensured that our accounts. per the October 2020 survey results. employees feel connected and cared by the organisation during these times. I personally feel that the organisations While we know that a hybrid In a hybrid workplace model, leaders need to start thinking about the longer workplace offers a seamless experience focus becomes improving productivity term, including an alternative way to that’s conducive to flex work styles, and supporting teammates with the blend workplace – remote and in the some of our initiatives give our resources they need to perform their office including safe returns to the employees an option to choose their job efficiently. JLL has been providing office. At JLL, we planned office re workspace as well as independence that continuous learning and development (entry) in a phased manner. Following better their work habits and practices. safety guidelines, numerous changes They feel empowered to make To ensure business have been incorporated into our space decisions about how or when they continuity and regarding social distancing, sanitization work, thus, increasing the motivation uninterrupted employee procedures and organizing common level and performance. life cycle, JLL quickly areas. This includes changes within the adopted digital approach, office and working with the building • Gradual Return to Work across businesses and management teams for disinfecting (GRTW) Policy aims to support functions, including lifts, lift lobbies, stair railings, parking, employee with transitioning back HR, within a couple etc. To navigate these changes to work at a comfortable and of weeks of the smoothly and responsibly, our teams gradual pace after a planned or pandemic and conducted the webinars where the unplanned absence from the office lockdown. Work Dynamics and Administration teams take employees through the • Flex for Your Day offers employees steps taken to provide a safe work to occasionally work from a location environment and the safety guidelines other than the office or temporary to be followed once in office. change in usual working hours or permanent change in working www.sightsinplus.com hours and conditions depending on their  job profile To ensure business continuity and uninterrupted employee life cycle, JLL quickly adopted digital approach, across businesses and functions, including HR, within a couple of weeks of the pandemic and lockdown. HR team at JLL India has been using tools like WebEx, MS Teams, Workday and HRIS systems to manage employee lifecycle right from talent acquisition, on-boarding engagement, learning and development to exit management. Working in isolation from home for long hours is tougher than we expect. The social interactions that an office 19 September 2021

Insights Hemalakshmi Raju Dealing with L&D Challenges in the Remote World Hemalakshmi Raju Every crisis presents both opportunities and challenges. The COVID-19 pandemic Chief Learning Officer increased the pace at which people were Reliance Industries Ltd transitioning to various modes of remote (Hydrocarbon Division) learning. And remote learning has catapulted both scale and speed of learning. HemalakshmiRaju, Chief Learning Officer at Reliance Industries Ltd Shortly before COVID-19 ensured both high-quality learner was declared a pandemic, experience and learning effectiveness. (Hydrocarbon Division). Hemabrings many parts of RIL shifted to Remote work is here to stay and will over2 decades of rich experience a remote working model. be an important aspect of the future of This happened almost overnight, and work. Expert reports predict that the and she is a Talent & Organizational we knew we had to adapt quickly to number of remote workers in the next Development expert, driven by a strong ensure continuity. five years will double as compared to With help from our internal teams, pre-COVID numbers. passion to create a positive impact on we took up this challenge to transition This means that remote learning will individuals and organizations. She is quickly and effectively to a new way continue as well. And this in turn a certified in executive coaching and of working. And our learning function requires us to continuously re-examine psychometric tools like Hogan, MBTI also adapted to this change with speed. our approaches and methods and In fact, learning functions across ensure we always remain relevant and and Thomas Profiling. organizations and industries have effective.  displayed a great deal of agility to ensure learning continuity. Virtual Opportunities in Remote Learning platforms were leveraged effectively to Every crisis presents both opportunities offer different types of learning. and challenges. The COVID-19 Through a process of continuous pandemic increased the pace at which improvement, the fraternity has people were transitioning to various 20 SightsIn Plus

modes of remote learning. And remote by getting learners to share their We are also building micro-learning learning has catapulted both scale and learnings is an important aspect. modules on new technologies using speed of learning. At RIL, most of our learning journeys immersive 3D technologies to make have a “Do It Yourself” element for learning effective. To give an example, Spectrum, RIL’s practice, along with opportunities for Gamification is making a comeback and annual learning event that focuses sharing key learnings. driving participation and engagement. on building a culture of learning, One of our recent new tech learning happened in a complete virtual mode in One needs to think beyond polls as a journeys was run on a gamification October 2020. Compared to previous means for engaging learners in sessions platform with leaderboards, which years, participation numbers more than and look at ways of repurposing some enabled learning in teams and a deeper tripled. The event also saw participants of the traditional methodologies. commitment to self-learning. from remote locations join in. Additionally, agile need identification and designing is a key requirement Technology can also be leveraged for Another opportunity presented by in today’s context. For example, one reinforcement in a big way. This is not remote learning is a decrease in waiting should not just rely on those periodical just through nudges and reminders, time to participate in sessions. need identification processes, but but also as innovative Digi Card, a It is now possible to run multiple rather do that in the flow of work. For short learning summary that can be batches in quick succession. eg, while observing the participant chat circulated across various platforms, Remote learning has also driven during a recent learning session, our including WhatsApp. self-learning, with its accompanying team picked up the need for upskilling benefits of personalization and on specific new tech areas, and the Of course, while pushing digital anywhere, anytime learning. intervention was curated and rolled out platforms, it is important to combine in less than 30 days. The availability Digital Technology with Humanism to Challenges in Remote Learning of abundant digital content, as well as create value for learners. We need to Some of the common challenges cited new-age authoring tools made the same think in terms of the entire ecosystem by some of my peers include: possible. of people, practices, processes, and • Competing priorities in the technology. 2) Recast Conventional E-learning remote work environment due Some adoption issues faced with 4) Drive Learning to Learn to competing demands on time e-learning were because those modules An article on ChieflearningOfficer. allocation, lack of structured were often not engaging enough to Com states that both self and social calendarization, lack of separation create and sustain the pull. learning are replacing traditional between work & learning This can be addressed by enhancing learning in a big way. environments as in the physical interactivity and turning larger But employees need support with how space modules into micro-modules. The to learn. • Remote learning is not suited concept of “Webisodes” is a great way This pertains to familiarity with the for deep skill-building; this can to engage learners through storytelling. right learning resources, understanding only happen in a face-to-face At RIL, we are attempting to convert all the basics of learning science, and environment. legacy e-learning courses into device- appreciating their own style of • Collaboration with co-learners, agnostic / mobile responsive—a project learning. which is an essential element of that began well before the pandemic. learning, is not always easy using This has ensured in running a seamless Learning professionals have the remote means. learning agenda through high-quality responsibility of enabling employees • Practice and reinforcement of key learner experience. to do this and should don the hat of a learnings are extremely difficult   learning consultant. We also need to • Learner engagement and experience 3) Nurture a Digital Mindset think beyond traditional modes and can suffer One must look at technology formats. Competitions, knowledge- Many of these challenges are real and enablement across the learning value sharing forums, idea hackathons are we need to find ways and means to chain and not just at programmed some examples here. Involving people mitigate. Here are some approaches to delivery. Using digital effectively, managers is another effective way address these challenges: and nurturing a digital mindset, can in which a culture of learning can be transform the learner experience and driven.  1) Reimagine Learning Journeys and boost overall effectiveness. Methodologies Simulations, both in self-paced and In conclusion, would like to re- Blended learning journeys need to be facilitator-led sessions, will not just emphasize the importance that recast to make them more effective. make the learning immersive but will proactivity and agility, both on the Now is the opportunity to incorporate also ensure skill building.  At RIL, we part of organizations and individuals as more experience and exposure-based are in the process of introducing self- the key skills that shall form the pillars methodologies to make learning real. paced simulations on a range of future of success in dealing with the various The learning journey should include skills, which will ensure that the skill is challenges of remote working and frequent, short nuggets that can act as gained and retained. remote learning. reinforcers. Leveraging social learning www.sightsinplus.com 21 September 2021

Interview Seema Bangia Rendezvous wSitehema Bangia Vice – President & Chief People Officer Mahindra Agri, Defence & Aero Sectors and  Board of Director E xclusive On Hybrid Work Model 22 SightsIn Plus

By- Romesh Srivastava Seema Bangia has been working with Mahindra Defence Systems Limited (Agri, Defence and Aero Sectors of Mahindra & Mahindra Limited) as “Chief People Officer”. She has joined Mahindra Group in the year 2012 as Head – Mahindra Defence Systems Limited. She is a member of Mahindra Defence Systems Limited Board of Directors. She is heading the Human Resource function of both Domestic and International Operations. She has more than 30 plus years of industry experience. In her stint as Head –Human Resource she played vital role in building strong HR processes and enabling benchmark employee engagement levels in business units of Defence Sector. Prior to Mahindra, she has worked with Carlsberg India, ZTE Telecom, Canon India, Keane Inc. (Formally Metamor Inc.), Lucent Technologies, Motorola Information Systems, Arthur Andersen, Nestle India, Triangle Camera Inc., Chicago. Seema Bangia Graduated from Delhi University in Economics and Business Studies. Also, specialized in Human Resource Management from First Business School, Chicago, USA. Q. What are the HR challenges in and nurture.  Talent strategy will be Agility brings in quickly adapting to current times when it comes to drawn towards hiring talent who not the changed scenario with the best Talent Strategy especially in Hybrid just have functional competencies but frugal mindset, compassion brings not Work Model? if not more but equal level of these only understanding business exigencies   new emergent set of competencies.  but also employee needs and aligning the two. A. These are unprecedented Agility brings in quickly   times and real disruption has adapting to the changed Basically, aligning the purpose of happened the way we used to think, scenario with the organization with employees.  Work behave, and work.  This pandemic best frugal mindset, Culture will be the very essence of has taught us many newer ways of compassion brings not hybrid work model – more output- sustaining and progressing forward.  only understanding driven rather than input.   Ambiguity Hybrid work model is need of the business exigencies management is my favorite when it hour.  This model has emphasized but also employee comes to defining it. We didn’t know softer aspects of skill sets and human needs and aligning what the first wave or second wave behaviour.  Newer competencies the two. would have for us. We all continued have emerged especially like working with more passion and energy. agility, compassion, and ambiguity This aspect has given us strength to management.  come over any challenge and do better   no matter even if the way forward isn’t These are traits or behaviours that clear. now HR need to identify, develop, www.sightsinplus.com 23 September 2021

Interview Seema Bangia Q. Is Hybrid Work Model working environment is that less demeanor and more in little informal sustainable, how to make it for interaction with your co-workers and settings. the best Hybrid Work Experience?’ your senior leadership team deprives     you of learning different skills and experiences. Q. Voluntary attrition has A. This is the future. Not just saving   increased in remote working on infrastructure cost but it is Another aspect is that in virtual teams, how to keep teams engaged? also required for sustaining natural environment, you are not able   resources. Earlier we used to just speak to connect in deep conversation or think about such initiatives but with over coffee breaks or lunch breaks.  A. Employee engagement has been the pandemic, we have learnt a hard Such conversations help develop a challenge not only for HR way that yes, it is possible, and it is the one-to-one relationship with your but for Managers too in the remote best.  colleagues.   Especially for HR folks, working environment. Communication   when through dialogue one is able is the key to keeping teams engaged. This model gives an opportunity for to find out the motivation levels of Constantly keeping in touch with maintaining human relations, social employees through body language, the teams, motivating them, being skills, interpersonal skills and at the sensitive towards their personal space, same time flexibility or deciding your If employee has a understanding their challenges  & own workplace.  Many organizations clear understanding limitations of working from home really have realized the potential of this of their objectives and helps in keeping employees not only model and have declared 100% hybrid expected deliverables engaged but focused on productivity work model. with constant without compromising on efficiency.   motivation and   career progression Also having informal & casual chats Q. How do you see cultural opportunities, then with teams helps in maintaining the challenges in remote working one can really connectivity which otherwise may teams? control attrition. get lost.  Counselling employees on   professional and personal front has also helped in retention. A. I think besides social skills,   human interactions and in- The mantra is “ if employee has a clear person meetings not much has changed understanding of their objectives and in terms of business deliverables.  Of expected deliverables with constant course, after a while, fatigue has set motivation and career progression in but that’s the new normal. The opportunities, then one can really biggest challenge I see in 100% remote control attrition”   24 SightsIn Plus Q. Any concluding comments?   A. We have learnt many new skills and behaviours during this last one and a half years, and I am sure we are not the same as before.  We have become more agile, adaptive, and compassionate.  That’s the way to go.   Disruption will continue to pop up in many different forms and situations.  Hybrid working model is going to stay and going to be the most desired model.  Repercussions, if any are not known and it will unfold as and when more data on experiences is shared by the organizations and employees. Note: These are my personal inputs and thoughts and not Mahindra Agri, Defence or Aero Sectors. Thank You, Seema!

Event SHRM India Tech Conference 2021 SHRM India Tech conference 2021 A deep dive into how work, exponentiated by technology is shaping the workplace of the future SHRM India’s Technology the world is rapidly changing Driven Learning Strategies; Becoming Conference and Exposition and in the new world order an a “Digital Master” in Today’s was successfully inaugurated engaged workforce powered by Changing World; HR Skills for the today. The two day virtual inspiring technology would be key Future Workplace. conference with the theme “Work differentiators. Exponentiated” will witness over The day ended with a Power Talk, 2000 attendees, 120+ HR experts Minaxi Indra, President at upGrad “We Need That! Building the Perfect across the globe who will discuss path for Business; Kamal Dutta, Managing Talent Acquisition Technology breaking innovations, evolving people Director-India , Skillsoft & SumTotal; Stack” by Timothy Sackett, SHRM practices and cutting-edge Santosh Nair, Regional Head of IT SCP, SPHR, CEO, HRU Technical technologies that shape Work, the Partner Management - Asia Pacific, Resources & Top 10 Global HR Tech Worker and the Workplace Middle East, Africa at Siemens; Yash Influencer. Mahadik, President, Global HR & Addressing this year’s delegates and Co-Lead Business Transformation A Virtual HR learning Certificate participants in her opening address, Officer at Lupin Global; Gaurav Program –“Post Graduate Certificate Ms. Achal Khanna, CEO – SHRM Lahiri; , Pritha Mehra, CIO-Business in Human Resource Management” India and Business head – APAC & & Technology Transformation was also launched by SHRM and MENA, Said, “The disruption due Leader, United States Postal Service; IIM Shillong in partnership with to the pandemic presented a tough Ashwani Prashara; CHRO, RIL – TalentEdge at the event. challenge for the HR fraternity. HR Hydrocarbons; were some of the had risen to the occasion and has speakers at the sessions today. About SHRM expanded its reach, accomplishing SHRM, the Society for Human more than what was possible in the Other key Sessions for the day Resource Management, creates better last year. There are more challenges includes, Planet of Apps: Accelerate workplaces where employers and to be faced as we move ahead and Skilling in The New World of Work; employees thrive together. As the organisations that adopt technology How Tech Saved the Day!; The Blend: voice of all things work, workers and to support people managers will The Role of Technology & Humans in the workplace, SHRM is the foremost survive. The future of work depends Personalized Learning Experiences; expert, convener and thought leader heavily on technology. Over the Workforce Strategies to Drive on issues impacting today’s evolving next two days, the conference will Workplace Excellence; Re-imagining workplaces. With 300,000+ HR and witness powerful sessions by eminent Performance Management Models; business executive members in 165 HR experts from all over the world Employee Experience enhanced by countries, SHRM impacts the lives of to discuss extensively how work Tech: Building Employee-Centric more than 115 million workers and exponentiated by technology will help solutions for Success from Anywhere; families globally. Visit www.shrm.org in business strategies of organisations”. Talent Retention & Talent Mobility for more information. The opening Keynote session saw www.sightsinplus.com Johnny C. Taylor, Jr., SHRM-SCP President & CEO, SHRM and Nitin Rakesh, Chief Executive Officer And Executive Director, Mphasis deliberate on “People, Tech and Success: The Perfect Partnership”. The discussion highlighted the fundamental role of technology in business strategies. In a special talk, “Work and Tech: Shaping the New World Order”, leading experts discussed how 25 September 2021

Shiv Khera @imshivkhera “Motivation is like fire—unless you keep adding fuel to it, it dies. Your fuel is your belief in your inner values.” Tom Peters @tom_peters “People first—concern for long-term organizational and community health and producing products and services that matter—is far and away the most effective bottom-line business practice there is.” SEPTEMBER Chetan Bhagat @chetan_bhagat “Be so busy Improving yourself that you have no time to criticize others.” 26 SightsIn Plus

Monthly HR Magazine Ginni Rometty @GinniRometty “If you’re clear on what you believe, you have a great foundation to go make a market.” Indra Nooyi “Just because you are CEO, don’t think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization.” 2021 Michael E. Porter 27 September 2021 @MichaelEPorter “You can’t have a healthy society unless you have healthy companies that are making a profit, that are employing people and that are growing.” www.sightsinplus.com

Expert View Lou Adler Performance-Based Hiring is Win-Win Hiring A positive Win-Win Hiring outcome after one year means the new employee is still fully satisfied with the role and his or her career progression, and the hiring manager still fully supports and endorses the person. When the demand for Lou Adler and the competency of those involved strong talent exceeds the in the sourcing and selection decision supply, talent leaders can’t CEO and founder dictate the quality of the people hired continue to post boring job Performance-based Hiring and their ultimate performance. That’s descriptions in the hope to attract why little progress has been made in someone desperate enough to apply to Learning Systems the past 25 years in terms of improving what looks like an ill-defined lateral quality of hire, increasing job satisfaction transfer. Worse, is thinking that the and reducing turnover. This is both a overriding statement “We’re Hiring” is strategic and a process design problem. somehow appealing. Creating a Win-Win While there are many variables Hiring Culture involved when it comes to hiring, lack of clarity around job expectations and More important than the process itself the attempt to speed up the decision- is the need for a company to embrace making process rewards the wrong the idea that hiring success shouldn’t behaviors. The impersonal nature of the be measured on the start date; instead process makes it too transactional with it should be measured on the first-year the size of the start date compensation anniversary date. This is called Win- package valued more highly than the Win Hiring. career opportunity the role represents. Given this, job hopping becomes the A positive Win-Win Hiring outcome acceptable norm with the need to avoid after one year means the new employee mistakes being more important than is still fully satisfied with the role and hiring the best person available. his or her career progression, and the hiring manager still fully supports and Without a fully integrated and end- endorses the person. Achieving this to-end system too much is left chance, important hiring outcome changes how letting bias, hiring manager desperation, 28 SightsIn Plus

the hiring process is designed, managed, strategy designed to weed out the weak as shown in the infographic. Given this and implemented, including how both when there isn’t a surplus of talent. segmentation it’s important to note that the hiring manager and the candidate In those situations where there is a the same hiring strategy and associated make their decisions to move forward scarcity of talent, you need to use a high processes won’t solve all three challenges, in the process and make and accept touch and highly personalized process especially when the overriding goal is offers. Getting all of these critical steps designed to attract the best. to achieve more consistent Win-Win properly aligned starts with the right Hiring outcomes. While high tech can talent acquisition strategy. With this strategic supply versus be part of the solution, it can’t be the demand starting point, it’s important primary solution, especially in those This boils down to the overarching idea to recognize that there are three major situations when the demand for talent that you can’t use a surplus of talent hiring challenges most companies face far exceeds the supply. Supply vs. Demand y Strategy y Process One Hiring Process Doesn't Fit All Especially When the Demand Exceeds Supply High Volume High Volume & Entry Skills & $$ Qualified Employer Branding Cost & Speed Activate Minimize Mistakes Candidates Offer Lateral AI- Weed Out the Week Moves High Tech Process \"Push\" Job Postings. Transactional Critical Staff & Strategies & Critical Impact Hires Mid-level Executive Level Attract the Best Job Performance Qualified No Compromise ROI & Mission Branding Raise Talent Bar Impact Networking Emphasize Career Growth Offer Career Impact Nature -Multi step Diverse- Attract In Offer Offer Career Moves High Touch. Strategic Hires Tech & Touch Slower and High Touch Long-term Focus Deep Networking Emphasize Career The Big Three Hiring outstanding and diverse people a direct bearing on the company’s who all have significant upside future success. This requires a Challenges potential and who would likely see high-touch process emphasizing the role as a career move worthy of networking and the need to invest • High Volume Hiring: The focus consideration. Most of these people the time necessary to convert any here is filling rank-and-file and will be passive and/or hard to find. strangers into acquaintances long entry-level roles efficiently and at While technology and advanced before an offer is made. low cost while minimizing mistakes. sourcing tactics are needed to Achieving Win-Win Hiring identify them, just as important Regardless of the mix of high touch outcomes is problematic since the are excellent recruiters who can and high tech used, better results can jobs are poorly defined and the reach out and engage with them in always be achieved when a Win-Win decision-making is very short term a consultative manner and hiring Hiring outcome is the overriding for both the company and the managers who are willing to engage objective used to decide whom to hire candidate. with these potential prospects very and why. This entire process will unfold early in the process. and become apparent as you apply • Hiring for Critical Staff and • Strategic Leadership Hires: the concepts described in my new Management: Improving quality Absolutely the best people must book, Hire with Your Head – Using of hire needs to be the goal when be hired to fill critical technical Performance-based Hiring to Hire filling critical professional staff and executive level roles that have Outstanding Diverse Talent. and mid-management positions. This requires a process targeting www.sightsinplus.com 29 September 2021

Blogosphere By Shan Leadership Development for a Hybrid Workplace There is an obvious A recent McKinsey survey1 relationships with their employers. disconnect about the hybrid workplace Without leadership adapting to this new threw up some interesting reality, there will he a high probability here between results. More than three out of trust breakdown and attrition. Leadership and of four CXOs are apparently ready and expect their employees to get back to First, leaders must remember that the employees the physical workspace in 2021, for at a hybrid workplace model is much and it’s worth least 3 days a week, if not more. Great more complex to implement than exploring why. news, right? Things are getting back to a fully remote one. The pandemic It also throws in normal. Nature is healing…but here’s may have forced leaders to work in sharp relief exactly the kicker – employees aren’t so ready. new environments, but it did not how much of a As per the same survey, 75% of the necessarily give them any magical challenge it is going employees would like to work from powers to manage better or more to be to provide home more than two days a week, with effectively. Many adapted on the effective as well more than 50% wanting to work fly, and while some succeeded in as compassionate remotely at least three days a week! areas of productivity, many are still leadership in the floundering. There was no precedence post-pandemic There is an obvious disconnect here for the pandemic, and there is still hybrid working between Leadership and the employees no precedence for the kind of hybrid and it’s worth exploring why. It workplaces we are going to experience universe. also throws in sharp relief exactly going forward. how much of a challenge it is going to be to provide effective as well as Let’s take some examples of the kind of compassionate leadership in the post- decisions leaders will have to make: pandemic hybrid working universe. • How many days a week should Clearly, the new hybrid working model employees work from home vs. is causing employees to reevaluate their office? 1 https://www.mckinsey.com/business- • What kind of work is better done in functions/organization/our-insights/ person than virtually? its-time-for-leaders-to-get-real-about- hybrid • How will we evaluate a two-tier team structure and avoid bias 30 SightsIn Plus

towards teams working from office? people connection becomes less, the treatment to only those employees • How will we effectively importance of people management performing critical roles in the becomes greater. Leaders must do system. One of the ways these communicate equitably with teams/ the following: biases manifest themselves, for employees working onsite vs. example, is equipment. Do all your remotely? a. Show genuine empathy with employees have good laptops, high • How will leaders ensure that individuals quality cameras, fast connectivity, everyone employee feels equally ergonomic furniture? Or are some valued? b. Give much more time to given ‘special’ privileges? • How can we make sure that we are coaching and conversation – taking care of employees’ mental both team and 1-0-1 4) Give everyone access health so that they are in the right to skill upgrades and frame to work? c. Decentralize and empower training employees These are not easy questions to answer. A common theme in the pandemic Leaders will need to be trained to d. Be approachable, open to and post-pandemic world has been be able to handle hybrid teams so consultation, and answer doubts the unstoppable rise of automation. that they can lead with alacrity and at any time Unsurprisingly this has led to a effectiveness. lot of uncertainty and fear among e. Build a culture of continuous employees as to the relevancy of What does leadership in the post- collaboration their jobs in the hybrid workplace. pandemic hybrid workplace look like? What skills should effective leaders 3) Build an equitable It is critical the leadership put in have to succeed? platform for all roles place rubrics to assess skills as part and tasks of performance management and 1) Listen and provide training, coaching and communicate openly In the real world, not all tasks developmental opportunities to are equal, and neither are roles. all employees. This will enable This sounds kind of obvious but is However, that does not mean employees to learn and upskill critical in engendering employee that leaders should give special themselves and even transition to trust and performance. Listening new roles that the organization will have to combine traditional It is critical the might require. modes like surveys with the newer leadership put in intra-organizational spaces to place rubrics to 5) Set strong processes allow sharing. Of course, all these assess skills as part centrally matter only if the employee feels of performance heard as well – which implies that management and Leaders must remember that this leadership needs to be empathetic, provide training, might not be the last pandemic understanding and quickly coaching and or disaster they face. The hybrid responsive to employee sentiment. developmental workplace, therefore, will have opportunities to all to be built keeping worst-case Leaders will also need to take some employees. This will scenarios in mind. We know overt actions – lead town halls, have enable employees that leadership has had to really regular communication sessions and to learn and upskill wing this time, and it has taken AMAs with employees and teams, themselves andeven a tremendous toll on resources, share their stories, and get more transition to new resilience, and mental wellbeing. personal with and show a human roles that the face to employees. organization Leaders must now make sure that might require. their hybrid workplace has strong 2) Develop higher level crisis-proof processes and guidelines management skills on performance management, measurement and data analytics and While leaders will always need follow up protocols. Only then will remain business focused, a hybrid the hybrid workplace lead to better environment will also demand far efficiencies and not unravel into an more people management skills uncontrollable free-for-all. from them. One of the paradoxes of remote work has been that as the www.sightsinplus.com 31 September 2021

Expert View Mysore Madhusudhan Hyper-connected and Humanised, Welcome to the New Workplace The humanised approach to the workplace requires the employee experience to be front of mind when building a secure connected digital workplace. Organisations not only need to consider what data and insights they have, but also what else is needed. This involves exploring how they build an experience with all the right ingredients, be it collaboration, video, SMS, email, or connectivity. ‘Hyperconnectivity’ was a Mysore Madhusudhan that their corporations must accelerate term coined by Canadian technological transformation. social scientists Anabel Executive Vice President for Quan-Haase and Barry Collaboration and Connected We have seen this for ourselves – a Wellman referring to the use of shift to digital-first and ‘work from multiple means of communication – Solutions home’ and hybrid culture that’s here to email, instant messaging, telephone, Tata Communications stay. Personally, I used to travel three face-to-face contact, and platform weeks in every four and now I haven’t services. The idea is that all devices that travelled for over 14 months. So if could conceivably benefit from being we take a step back, has collaboration connected to a network, are in fact, and productivity for us stopped? In connected. This encompasses person- fact, it has increased. The virtualised to-person, person-to-machine, and workplace has become more and more machine-to-machine communication. prevalent, which poses the question: how do you build the foundations The hyperconnected world is for a successful workplace in a continually growing. For example, hyperconnected organisation? as we move to 5G, it will be able to support more than a million devices Start By Building an per sq. km (0.4 sq. miles), a big jump Employee-Centric over the 60,000-odd devices that 4G Workplace That Boosts technology can handle. With this comes Well-Being the advent of the hyperconnected organisation, and the pandemic has A study by Oxford Economics on the only accelerated this phenomenon with hyperconnected workplace found 75% of Fortune 500 CEOs agreeing 32 SightsIn Plus

that managers lacked the skills and When looking at solutions experience that retains the best features technology to support employees in the you should consider: of an “in-store” buying experience. new ways of work. Since last year, the From the initial browsing to inviting barrage of constant communications 1.    Seamless digital experiences which friends and family, speaking to the – IM, text, video, emails, calls – are can recreate being ‘in-person’. salesperson, and maybe even the overloading employees and all these manager if a commercial negotiation multiple communication platforms 2.    Those that can deal with volume is needed for a high-value item such have led to disengaged and stressed and be an enabler to business. as a laptop. This can all be achieved employees, whereas, they just needed by using collaboration, video, AI, and a humanised workplace. A humanised 3.    Which brings anything offline to networks. It’s a compelling experience workplace is one where a mindful online. of linking in anyone, securely, at any approach is taken to digital connection time. And it’s a journey that can be and where required, employees are 4.    It all needs to be self-service – applied to a vast array of workplace given a digital detox. convenient, effective, easy. Think scenarios. The end result is all about 3G, 4G, 5G, 6G – no one cares creating a rich experience for everyone Deliver an experiential about the technology it’s all about involved. value chain the experience. As an enabler to the hyperconnected The humanised approach to the 5.    Finally, allow employees to safely world, at Tata Communications we workplace requires the employee connect across the value chain. see a continuum of more data, more experience to be front of mind when Security with every interaction is devices, and interactions. For us, this building a secure connected digital paramount. Aligning with local means we need to meet the challenge workplace. Organisations not only country laws is now simply a of connecting our customers’ complete need to consider what data and hygiene factor. supply chain via a digital ecosystem. It’s insights they have, but also what else is happening right now – we’re making needed. This involves exploring how What I have talked about touches every this a reality via our Secure Connected they build an experience with all the workforce in every industry. From Digital Workplace. Not only that, but right ingredients, be it collaboration, aviation to mining to financial services. we are platforming everything we do, video, SMS, email, or connectivity. It’s about creating a humanised with the idea of enabling all the above Organisations need to assess how they workplace that delivers an experience through a single pane of glass for all can use ML/AI to build a futuristic that goes across the whole ecosystem your technology partners. You could approach so they can continue to learn and is used for meaningful business use almost think of it as a marketplace – a and refine their digital workplace. cases. hyperconnected humanised world with digitisation at the core. It’s a given that everything has become For example, a retailer wanted to digital, plus is traceable, monitorable, re-create the experience of in-store www.sightsinplus.com and scalable, but without being tested, shopping. For this, he introduced a no one will engage in the solution. solution that would provide a digital Hence, it’s imperative to create a complete ecosystem – an experiential value chain, if you like – to deliver a differentiated experience across employees, partners, and customers.   Only Deliver Meaningful Use Cases The world is changing from technology to experience-led. You have contact centres, SMS cloud, voice, data, video, network, and security, but these alone are meaningless. It’s how you apply them to use cases that matter to your business. The bottom line is, don’t be tempted to adopt a solution just because other businesses have implemented it. It needs to be based on a real need and to suit your requirements. 33 September 2021

Interview Jason Lauritsen Interaction Jwaitshon Lauritsen Keynote Speaker, Author, and Advisor E xclusive On Employee Engagement 34 SightsIn Plus

By- Romesh Srivastava Jason Lauritsen is transforming management as a keynote speaker, trainer, and author. He liberates managers from outdated and inhumane practices so they can cultivate human potential at work and improve people’s lives. Jason’s advice and teachings are informed by decades of experience as an entrepreneur, corporate executive, and employee engagement researcher. Jason is the author of two books, Unlocking High Performance: How to use performance management to engage and empower employees to reach their full potential and Social Gravity: Harnessing the Natural Laws of Relationships. Q. You have a popular quote regards, it’s a terrible way to approach and management, the fundamentals “Work is a relationship, not relationship building.  of engaging employees remains a contract”, please elaborate for the same. If we understand work us? If you want to create an employee as a relationship, then at the very experience that retains people and heart of any relationship is great A. Sure. If you look at any large invites them to be their best at work, communication. To help employees set of employee engagement you have to design work to feel like a feel connected and supported, you data, you’ll notice that there are some healthy relationship. This is the core of need processes and practices in key drivers of engagement that are what I teach managers and leaders to place to foster effective two-way always present. These include feeling do through my work.  communication with employees.  valued, knowing someone at work The most powerful tool to achieve cares about you, feeling appreciated, Q. How to create a more this type of communication is regular, and having trust. What these drivers engaging work experience structured one-on-one meetings reveal is that employees experience for employees in Fluid Workplace between the employee and their work like a relationship. And they Models? manager. Employee surveys are also are most engaged at work (meaning incredibly useful when well-designed they willingly perform up to their A. While the changing nature of and followed by an acknowledgment potential) when work feels like a how we work is certainly calling of what was heard through the survey healthy relationship. for some different approaches to HR and a course of action informed by the employee’s feedback.   Unfortunately, most organizations Unfortunately, most   today treat work like a contract organizations today with the employee to be enforced. treat work like a Q. How to unlock people’s That’s the primary reason we have contract with the performance in the changing HR practices like job descriptions, employee to be paradigm of workplace? performance appraisals, and policy enforced. manuals--to ensure the organization A. In my book, Unlocking High gets what they are paying for based Performance, I explain that we on this “contract.” And while this need to make a mindset shift when it compliance-based approach may comes to how we approach employee appear to be working in some performance. Instead of viewing performance as something that needs to 35 September 2021 www.sightsinplus.com

Interview Jason Lauritsen be “managed” or coerced by employees, • When people aren’t performing at needs and address obstacles to we need to cultivate employee work, it’s because they are either performance. performance. Cultivation is a concept facing an obstacle or have an unmet borrowed from farming.  need. The bottom line is this. Regardless of where or how or when your employees Farmers are also in the growth and • The job of management and HR are being asked to work, if you performance business, but they is to identify and meet employee want them to perform, you need to approach it differently than we do at understand what they are struggling work. A farmer trusts that each plant is People are far more with and what they need to succeed. programed from the day it is planted to resilient than we give This is why communication through grow and perform to its full potential. them credit for, but one-on-ones and surveys are so critical. It doesn’t have to be motivated to they are struggling. A Once you understand the needs and perform. The job of farming is to mental health crisis obstacles, you know how to help them ensure that each plant has what it needs is building and now perform.   to grow (i.e. water, nutrients, etc.) and is the time for action. that any obstacles that might prevent What your people need Q. How to leverage Technology growth (i.e. weeds, insects, etc.) are from you right now in developing and sustaining minimized as best as possible. This is care, support, and Employee Engagement in current work is called cultivation.  resources. If you don’t times? show up for them To unlock and unleash human in this way, your A. Technology should always be performance at work, we can be best people will thought of as a tool. So, the inspired by farmers and adopt a leave you to find questions to be asking about technology cultivation mindset. We can use this someone else are these: mindset to shape how we manage who will.   performance around these concepts: • What technology can help us strengthen the employee • Humans are naturally programmed relationship by enhancing for growth and performance. It is communication and making our default setting. employees feel valued? • People will always choose success • How can use technology to identify over failure when given the employee needs and obstacles? opportunity.  • How can we use technology to meet 36 SightsIn Plus employee needs and address or remove obstacles to performance? Be crystal clear in your plan for how your technology tools will be used to foster the employee relationship and how you will measure success.  Q. Any concluding comments? A. People are far more resilient than we give them credit for, but they are struggling. A mental health crisis is building and now is the time for action. What your people need from you right now is care, support, and resources. If you don’t show up for them in this way, your best people will leave you to find someone else who will.      Thank You, Jason!

Monthly HR Magazine Exclusive Magazine on Human Resource Management 37 September 2021 Subscribe www.sightsinplus.com to the all new Monthly HR Magazine because it's value addition to CAREER for more info logon to n www.sightsinplus.com or mail us at n [email protected]

Insights Anu Yadav How to Design Your Hybrid Workplace According to internal polling and survey, 31% of employees want to work in a hybrid workplace whereas 65% of employees want to shift to full-time remote working. Every employee has their unique set of skills, so instead of looking at traditional working practices, let's try to explore a more modern and effective hybrid workplace model. Anu Yadav There is no denying that the has their unique set of skills, so instead COVID 19 pandemic has of looking at traditional working Lead- People & Culture affected the lives of billions. practices, let›s try to explore a more Zimyo What was supposed to be a 2 modern and effective hybrid workplace week mandatory WFH has turned into 2 model. It is time to rethink the way Anu Yadav is the Implementation and years, with still no sign of a potential things used to be and make your People & Culture Lead at Zimyo. Anu end. In these uncertain and workplace more employee-friendly. An comes with extensive experience in the unprecedented times, it becomes clear effective hybrid workplace is one of the that we have to adapt and evolve and major steps towards moving forward in HR industry and after gaining deep work around the problem rather than the corporate world. insights into the HR domain, she decided wait for it to resolve itself. We have seen   many major shifts in traditional to move to consulting. Her first venture consumer trends, for eg- huge boost in Understanding the Effective gave her critical onsite experience for online shopping, the major success of a foreign entity. Post that she gained OTT platforms, the tremendous Hybrid Workplace experience on how to deliver multiple downfall of the wedding industry in India which claimed to be a recession- A hybrid workplace is defined as a tight timeline projects. And now in Zimyo free business, etc. We have also seen a flexible work model which helps in she is combining all her knowledge and is dramatic shift in the corporate world organizing a distributed employee with the introduction of the Work From strength of remote as well as in-office leading Implementations for PAN India Home (WFH) model. employees. The most crucial pillar of an clients. She is also responsible for the   effective hybrid workplace is flexibility For some working professionals, it and support. Countless organizations strategic process improvement for both was hard to adapt to this model, but are struggling to keep up with the Implementation and HR function at the same time for some, it proved transition from remote working to to be the best thing that could happen in-office presence. With the help of 38 SightsIn Plus to them. According to internal polling a hybrid workplace model, you can and survey, 31% of employees want to put this crisis on the back burner and work in a hybrid workplace whereas focus on more important tasks in the 65% of employees want to shift to full- organization. time remote working. Every employee   An effective hybrid workplace model will help the organization in the

following ways:- Low Cost of Maintenance- With Hardware like laptops, mobile phones,   an effective hybrid workplace model Wifi connections, and everything Increase in Productivity- According in action, you don’t have the need to else that will affect your employees’ to a study conducted by Boston assign each and every employee with productivity should be a top priority. Consulting Group, 40% of the their own desks. With more open Softwares like CRM, HRMS, managers have seen a spike in space and less distraction from the collaboration software should be productivity due to remote working. office, your in-office employees will implemented to keep your employees Working remotely allows an employee feel more energetic. Once you have the engaged so they don’t feel like they are to work anytime from any location, information regarding the employees missing out on the office experience. which helps in increasing productivity coming to the office you can plan   as the employee does not feel accordingly resulting in rent saving, Maintaining Transparency- Being constrained by factors like time and less consumption of office supplies, etc transparent and accessible for your place. Remote working allows for fewer which will help you in reducing your employees can increase the trust distractions within the traditional office maintenance and business cost. factor in the organization. Working on space and keeps an individual focused   strengthening internal communication on the task at hand ultimately leading There are various steps you can take channels will help the organization in to an increase in productivity. An into consideration while designing an being transparent about their work effective hybrid workplace will help an effective hybrid workplace for your culture and policies. Since employees organization keep productivity at max organization and employees. Some of need to be familiarized with the new and distractions at low. the important things to consider are as hybrid workplace model, there need   follows:- to be open communications within the Clear Visibility of Employees   organization for employees to raise Performance- With the help of Implementing Hybrid Workplace their concerns. Employee engagement technology and collaboration platforms Friendly Policies- It goes without platforms are a great way to maintain like zoom, slack, google meet, etc you saying that if you want to incorporate transparency and gather valuable can have better and clear visibility an effective hybrid workplace model feedback.   of your employee’s performance. you need to start with implementing   You can have a clear picture of your policies that will make this transition Safety of Your Employees- Even employees’ tasks and how hard they easier. The policy terms can be broad with the vaccination drives on the rise, are working to achieve milestones (meaning they can be applied to the there is still a lot of panic regarding in their performance. An effective entire organization) or they can be the health and safety of an individual. hybrid workplace model can help you customized (meaning they can be Government and health officials are in rewarding the best-performing applied to specific departments). still encouraging the public to maintain employees. For example, employees Policies on attendance, online working social distancing and wear masks even who have shown a spike in productivity hours, entirely remote working, etc. if they are fully vaccinated. With the and targets can enjoy the flexibility should be re-designed to accommodate help of an effective hybrid workplace of the WFH model which will lead the employees in a hybrid workplace model, there will be fewer employees towards trust and loyalty of an model.  working from the office which will employee towards your organization.   help in keeping them safe via social   Changing the Goals and Objectives distancing. Your employees can opt Vast Talent pool- With an effective of the Organization- For an effective for remote working if there is any risk hybrid workplace model, you can hybrid work model to work effortlessly of virus in their families reducing the explore the opportunity of hiring you need to rethink and reimagine tension of commuting and spreading from around the globe. Limitations the organization’s mission and vision. the virus. like location and time zones will be A hybrid workplace model should   erased, and you can find the best be taken into consideration whilst Final Words- The workplace of candidate for the job role instead of designing the new objectives for tomorrow is already here. By keeping settling with someone nearby. This the organization. The workplace of in mind the guidelines mentioned will work wonders if you want to hire tomorrow will be more employee- above you can create and implement someone whose responsibilities can centric so that employees can have a a hybrid workplace model for your be performed remotely, for example, sense of fulfillment rather than duty. organization with ease. There is a huge software developers, account managers,   shift in the work environment and it customer service executives, etc. An Tech-savvy Environment- With your is important to keep up with the pace. effective hybrid workplace will allow employees scattered around the globe, Organizations that understand the the employees to save the valuable time you need something that attaches them importance of flexibility and adapting spent commuting to and from work to you like a tether. Technology can to new cultures will have a competitive leaving them a couple more hours to be that tether. It is crucial to equip advantage in the future. It is clear that focus on their day-to-day tasks. your employees with proper tools and the workplace has changed. Now it is   technology so they can work with ease. time to change with it. 39 September 2021 www.sightsinplus.com

Insights Nanjappa BS Nanjappa BS Hitting the Reset Button! Vice President - Human Resources Infosys Limited Nanjappa B.S, Vice President, Human Resources at Infosys Ltd. In this role, he is Global Head for Employee Relations, Head HR for the regions of APAC & LATAM (emerging markets of significance for Infosys) & Head HR of Enabler Functions. At the center of his responsibility lies employee experience at Infosys, and over the years, the company has emerged as a top employer/employer of choice. Return to office is not just about getting to your workspace, it’s about how safe the workspace is, adapting to the needs of different segments, preparedness of the social ecosystem around us, and while organizations will carve out an overall philosophy, it’s essential to construct a school of thought that is adaptable, nimble & iterative. As I drive to office, I look to ‘reset’ – the way we’ve been living, around and the entire city is working and interacting with each abuzz, however, the last mile other, and it’s the unpredictability of my drive is deserted with of it all that will make this an hardly a soul in the vicinity, enriching experience for each one of insinuating towards the massive us. We are all figuring our way out transformation underway for all of us of the pandemic and moving into & knowing that it’s never going to be an uncertain future with endless the same again. possibilities that has the potential to While a lot has been spoken about in usher us into a brighter tomorrow! the last 18 months, I believe, it’s time Return to office is not just about getting 40 SightsIn Plus

to your workspace, it’s about how safe altered our representation of ‘The every organization – it has to be the workspace is, adapting to the needs Office’. In the hybrid setup, 3 kinds of easy; it has to be intuitive, and it of different segments, preparedness workplaces will transpire, and great has to have a soul i.e., it should of the social ecosystem around us, and organizations should be able to oscillate speak the language of your culture. while organizations will carve out an between all three. Each day, we are moving towards overall philosophy, it’s essential to personalization, with hundreds of construct a school of thought that is • Office, home or co-working apps emphasizing the ‘Me’ factor adaptable, nimble & iterative. space: My key learning from the and similarly, organizations also The future holds endless possibilities pandemic has been, that given will have to accelerate & drive for us, and we are working towards the right context, productive personalization in all their offerings creating a new equilibrium for work work can be executed anytime, by being more intuitive & data- – in our offices & homes – the hybrid anywhere. Employees will have driven. model is being fine-tuned & honed a range of possible choices in the to fit seamlessly. It will transform hybrid setup, as we move towards Workforce under the 3 key paradigms – Work, a boundless work environment. Workforce & Workplace, catering to Our homes will be redefined with a • Teams: Our network within the the 3 employee segments – Fully onsite, separate workspace being created, teams has got better and network Fully remote and Flexi employees. with all of us, wearing multiple outside the teams has become hats in different rooms. Offices weaker. The social capital that Work will have hot desks & collab spaces we all had built over the years for employees to come together is depleting, and with the new For many of us, our workplace had to collaborate with each other and workforce entering, it’s going to a visible change post the pandemic build social capital. No one will be more laborious for them, to when we shifted from our offices to our have to travel 20kms from their fabricate connections. Tapping homes. And while the work largely was homes to offices just to send one into the potential of teams will similar, the platforms & mediums to email and you’d be able to work go a long way in changing the interact changed, laying the foundation from a mountain, a beach, a café, or way we interact with each other. for newer ways of working. In the any other co-working space if you Collaboration & Co-creation, aided hybrid work environment, here is how wish to. by technology, will change the way the work landscape will evolve for we think, behave and work. organizations. • Digital: Creating a hybrid digital experience integrating the old   • Work Redesign: Organizations & new, aided by technology & • Leadership: At the core of it all will experience a massive digital platforms. There will be 3 transformation in the workflow key components that will up the will be the leaders driving the and gig working will play ante on Digital Experience for change and creating an ecosystem a substantial role in this that promotes ‘bottom up’ transformation. Modular work will The changing conversations, democratization of take precedence and newer work landscape of work ideas, amplifying dialogues, and realms will manifest. This will pave has compounded leading from the front! And Trust way for renewed goals and roles, the possibilities at the heart of it. leading to changes in conventional for employees to work structures. work from their Lastly, I believe our success will hinge desired location on 3 key areas – Productivity, Culture,   & handpick the Flexibility. Productivity would mean • Mobility: The changing landscape kind of work defining and redefining our objectives they’d enjoy. and outcomes, where the real measure of work has compounded the of productivity will be outcome-based possibilities for employees to & not effort-based. Productivity will work from their desired location strengthen the flexibility being offered & handpick the kind of work to the employees, and at the center of they’d enjoy. Physical movement it, will be the culture, taking the lead & is no more a deterrent as the spearheading this evolution! talent market expands, heralding increased diversity & choice. \"The best way to predict the future is to create it.\" Workplace - Abraham Lincoln I believe evolution of workplace in the last 18 months has been the most Note: The article draws on various sources of significant one and it has completely inspiration from the public domain. All views are 41 September 2021 personal. www.sightsinplus.com

Insights Soumyasanto Sen Soumyasanto Sen Creating a Successful Digital HR Strategy for a HR Technology, Transformation & People Sustainable Analytics Leader and Advisor Transformation Soumyasanto Sen is an Advisor and Organizations should be very clear that digital Leader in Workforce Transformation, transformation is a constant journey of re- Technologies, Strategy and Analytics. alignment of business models, technologies and organizational culture to do business more He has more than 17 years of effectively a digital age. experiences in this aspiring area together with HRIS implementations, The global COVID-19 pandemic has challenged companies to manage their use of new technologies, research enterprises in new ways. Organizations are not only experiencing enormous and thought leadership across North scope changes to their daily business but also a restructuring of the economic America, Europe and Asia Pacific for order. Many organizations are now forced to transform their business, large and mid-size companies. Soumya organization, and way of work for their survival and existence. Working ranks among the top global Influencers with distributed teams is a very good example of such a business transformation that in HR Technology, Transformation applies to most of the organizations today along with the rise of enablement for digital and People Analytics and also a transformation. well-known keynote speaker. As an   entrepreneur, he is the Founder & The primary challenge is that organizations must also operate in these changes at the CEO of the HR Advisory firm People same speed. As a result, they need to continuously adapt the way they managed the Conscience based in Frankfurt, business before. As the world has become so unpredictable, adoption has become the Germany. He is the author of a highly only way forward in the fast-changing sectors of any economy. So, it is important now popular book Digital HR Strategy: for organizations to do business with new resilient, and adaptive ways to engage within Achieving Sustainable Transformation their ecosystem and deliver economic value. They must change the usual ways of doing in the Digital Age and co-author of business, come out of their comfort zone, and get ready for new digital mindsets. The Sustainable Organisation - a Despite all of this, 2 out of 3 digital transformation initiatives and programs don’t paradigm for a fairer society. succeed according to McKinsey. Many organizations are misunderstanding the transformation or, more precisely, the digital transformation based on their own 42 SightsIn Plus perspectives. Organizational silos and bureaucracies are perhaps the biggest barriers for organizations aiming to harness the power of data and insights to ‘go digital’. On top of that, missing the right digital strategies is another reason why organizations struggle a lot when it comes to sustainability for the future. According to Gartner studies, 43% leaders admit not having a clear, consistent strategy for digital transformation is the biggest challenge in driving digital business transformation for the organization. Organizations should be very clear that digital transformation is a constant journey of re-alignment of business models, technologies and organizational culture to do business more effectively a digital age. Organizations obviously need to start with the basics; what is it that makes sense for them, and they always require a readiness assessment from short, medium to long term. by going beyond conventional digital approaches, which are in fact not enough for sustainability. Along with this, they also need to build roadmaps for numerous phases in their upcoming journeys, which may change along the way and hence need to be reviewed timely. Based on the organization can decide on the approaches for successful sustainable transformation.

Understanding Digital HR and organization. These phases can be divided into three, keeping short, medium, and long- Strategy   term benefits in mind and help to create the roadmaps accordingly. Engaging and empowering workforces is also crucial, as any transformation is Organizations need to start with a revolution phase targeting short term benefits. This made up of the most complex system of phase is more about the understanding of the patterns of the changes based on the all – people. So, today digital HR is much organization’s challenges. It’s also related to their workforces and leading them to reach more than digitalized current processes their desired future state by defining the right purpose together. The key to success here and buying digital solutions. Instead, the is not only having the right, new technologies, but also the right mindset so that they focus should be more broadly on - can explore a new world full of opportunities and get ready for their own journey of transformation. • The use of digital technologies to resolve business issues and add Although most organizations are dealing with their short-term journey, implementing value-creating opportunities for the cloud systems, leveraging data, building analytics practices, and even changing business. organizational culture, this is not enough to become sustainable. Organizations also need a further survival trail in their transformation journey for medium-term benefits, • A complete rethinking of the considering the growth of intelligent technologies, a new world of work and a demand organization, with respect to culture, for a human-centric experience. So, there are always further strategies and roadmaps strategy, and operations. that need to be considered for the medium-term, even when organizations are already in their transformation journey. • Emphasizing human-centric experience, collaboration and a new Many organizations have already started touching various of these aspects in their way of work for the workforce. journeys, but unless they are part of a bigger ecosystem, this is not an easy task. On top of that, a progressively competitive environment leads to challenges for organizations • Continuous improving the process of when they struggle to adapt to change and many organizations fail to create the state excellence. that can lead to sustainability in the long term. A right sustainable transformation can only be accomplished by framing a clear, sensible approach, strategy, and collaboration. Based on the above understanding and to So, for this journey phase, there is a need for necessary strategies and learning, confirm successful sustainable digital HR considering the long-term benefits. transformation, digital HR strategy is crucial for all HR practitioners and Long Term leaders to ensure that their organization adapts to this changing and increasingly Short Term Medium Term - Organizations competitive environment by creating responsiveness a strategic approach for sustainable - Understanding - Impact on transformation which goes beyond digital economy augmentation - Diversity & Inclusion conventional digital HR propositions. - New edge - Right digital - Collaboration with Digital HR strategy should cover the key mindsets machines Leadership areas such as the importance of cultural - Innovation culture & change and creating a human-centric - Operating & work - Reskilling and job employee experience, leveraging models imperative ecosystem value propositions, and harnessing - Communities & data insights and analytics to improve - Culture and - Building new talent performance. It should also explore behavior changes economy ecosystems frameworks, strategies and opportunities - Contribute to society for wellbeing initiatives, upskilling and - Process - Human-centric reskilling workforces to respond to and and system experiences for better establishing a culture of collaboration standardization and innovation. - Workplace, wellbeing & work Sustainable Digital Strategies and Roadmaps Building broader Digital HR Strategies and In order to reach the right level Roadmaps for Sustainability of sustainability, a digital strategy should be broader when considering Source- Digital HR Strategy, Soumyasanto Sen the transformation journey in the digital age. The same is true for digital Everyone is unique and different. What works for one may not work for another. Across transformation in the HR space. HR industries, organizations know that a “one-size-fits-all” approach doesn’t always hit digital transformation needs to be the mark with their customers. Organizations need to ask more relevant questions to posed with the right journey phases, start with their own journey, as they need to build their own model and approach, and depending on the digital maturity of an these may vary from company to company. This should be a continuous process while exploring their transformation journeys, as nothing is set in stone today. 43 September 2021 www.sightsinplus.com

Insights Karan Totlani Building Sustainable Business through Digitization of HR Functions The lines between physical and digital worlds are blurring and the whole concept of work has changed. It is precisely why the HR professionals operating in these sectors also need to start developing new skills. Dr. Anupriyo Mallick Digitization of HR is now a after embracing digitalization. Moreover, necessity and organizations are with the Internet, the connectivity Faculty and Head-HR and OB, compelled to make tech and with the world just a click away, Eastern Institute for investments. Whether one is at the business model is undergoing a Integrated Learning the beginning of that journey or part way change environmentally too. Digital through, the challenge of whether transformation or innovation in the Dr. Anupriyo Mallick, Faculty and technology alone is sufficient and to what business model has created an enhanced Head-HR and OB, Eastern Institute for extent is the human side of HR still social and environmental outcome, relevant, considering the skills shortages which has proven to be beneficial for Integrated Learning in Management and dynamically evolving workforce an organization and its work culture. (EIILM), Kolkata. He has over 20 Digitization is changing the workforce at Ford goes beyond selling cars and work a rapid pace. Workforce 4.0 now is not towards innovating cities (Urban cities) years of experience with the education only about adopting new job roles but with alternative transport solutions and industry as Professor and HOD of HR also about understanding how work is subscription models.  changing in the context of more digital Mervyn King, former governor of the with TOP Business School. technology penetrating into the Bank of England, talks about sustainability workplace. The traditional constructs of being the primary, moral, and financial 44 SightsIn Plus productivity no longer apply to imperative of the 21st century. He says, companies and individuals. “It is one of the most important sources Factory floors have seen an enhancement of both opportunities and risks for in speed and quality of production businesses. Nature, society, and business because of increased automation. are interconnected in complex ways that Moreover, business operations have should be understood by decision-makers.” improved in industrial plants as well. The For organizations to be sustainable, they logistics industry is also a traditionally should pay attention to the three essential manual-labor focused sector which is now dimensions; social equity, ecological and equipped with technology that enables economic performances. Similar to this, people to track their packages in real time there are several other ways digitalization thus improving the efficacy of their work. has helped build a sustainable society.  The lines between physical and digital worlds are blurring and the whole Sustainability concept of work has changed. It is precisely why the HR professionals Sustainability has proven to be a great operating in these sectors also need to asset in building corporate image and start developing new skills. conscience, which further helps the Business models are changing worldwide organization at large. Further, the organizations realized that sustainability

plays a massive role in reducing and channels competing for employees’ for adopting radically diverse approaches operational costs. The HR department attention.   to value creation. These business of an organization can use data and People are expecting different things model innovations include the shared analytics to gather behaviour pattern of from their workplaces in the 21st century resource model that permits consumers the employees to put them with a team as compared to a few decades ago. As to access a product, rather than own it, they work best with and most productive employees themselves are using consumer and use it only as needed. This enables in. Further, with the help of Data and technology in their daily lives, their companies and consumers to use resources Analytics, an organization can record expectations when it comes to digitization productively that would otherwise sit idle. the social work done by employees and in the workplace also changes. For example, Haier, a Chinese appliance suggest other initiatives. All of these Most millennials and digital natives are company invites inventors from outside benefits of embracing data and analytics looking for a digital work environment to recommend innovations that can be in the organization can result in the wherein there is more flexibility, a chance co-produced. growth of employees and organizations. to build their own talent and a clear path Further, it enhances the work culture towards growth. Take Aways with feedback systems, which all adds in Digitization of work is the application developing a sustainable environment. of advanced technologies in order to Technologies like 3D printing, improve productivity, drive innovation nanotechnology, Internet of Things Multigenerational and use technology as a way to keep (IoT) have proven to not only help the Workforce employees engaged. Using technology company grow, but it also creates a in the right way is crucial in order to sustainable environment in organizations. An aging workforce is a major trend enhance productivity in an organization. For example, the purchase of real estate that is shaping the workforce across Choosing the right HR tech software to has changed massively over time with various countries. A combination of four boost collaboration among employees 3D printing and videos that the firms different generations spanning from can go a long way in not only enhancing use to display the vision and how the the baby boomers, Gen X, millennials productivity but also contribute to finished product would look like. In and now the GenZs in the workplace employee engagement. If employees can totality, digitalization has not only helped is making the workplace an even more feel that they are being productive and organizations achieve a competitive dynamic environment than it has ever that the work they do matters, they are edge but also a sustainable edge. By been. A multigenerational workforce more likely to be highly engaged. helping businesses become sustainable, brings with it its own set of challenges Previously companies lacked awareness digitalization has become not just a and opportunities. For countries in terms of their assets and products tool for today but also for the future. like Japan, an aging workforce is a that were made and sold. This created Digital technologies can help individuals, major challenge. In industries such as unwanted wastage, especially in the organizations, and nations deliver a more manufacturing where about 35 percent of manufacturing and consumption cycle. sustainable planet in light of sustainable the existing workforce is about to retire However, companies are now equipped development goals by embracing tech in the next few years, the companies with digital technologies that provide like e-health services, robotics, or are facing the challenge of a widening them with data around demand, usage, emission reduction solutions. As the knowledge gap. and life-cycle of goods. They are today workforce becomes digitized, so does Bridging the digital divide is now the building a circular economy that focuses the HR function. The focus shifts from HR professional’s responsibility when on reusing material and leveraging cost-cutting to ensuring efficiency in the it comes to a workplace where digital renewable resources while manufacturing administration. Identifying the global and natives and baby boomers interact at an products. If you take Philips as an internal talent within the organization equal level in an organization. The HR example, they are capturing data on the and ensuring that they are effectively professional then takes on the role of product life cycle with a view of reducing employed is the responsibility of a a facilitator so that there is knowledge waste. Analysis of the market showed that revamped HR function. transfer from the older generation to the their consumers could reuse certain parts Conducting strategic structural younger employees and there is a transfer that enable the extended life of existing transformation is the prerogative of the of technical and digital know-how from equipment like X-ray machines. Such a modern HR professional as opposed to the millennials to the baby boomers setup led Philips to develop a continuous traditional HR function which included relationship with its customers, along recruiting, onboarding, evaluating and Employee Engagement with making the customer happy about firing employees. the extended life of products and also Moreover, it is crucial for the HR function According to a Gallup survey, 68 saving the environment. to take a peek into the future of labor to 87 percent of employees across Global trends today comprise of markets and what how they can shape the organizations in 142 countries are either environmental, social, political, and profession and the company workforce “disengaged or actively disengaged.” technological shifts that demand accordingly. The possibilities of gaining Employee engagement has gotten that a shift in current business model accurate insights into the quality and much more difficult with multiple devices foundations. We are in an earnest need potential of talent is seemingly limitless with the advent of data analytics. 45 September 2021 www.sightsinplus.com

Editorial By SightsInPlus Team Talent Challenges in Hybrid Workplace Corporations will increasingly have to come to term with the reality that “flexibility” is no longer an option but a way of life. Organizations can win in the talent market by recognizing the individual needs of their employees and creating flexibility as a core part of their employer value proposition The year 2020 disrupted the a large section of the employees are world of work in a way like now vaccinated, the return to hybrid never before. Organizations work is now on the horizon. This will and employees overnight mean that employees who have now switched to a virtual model. been working from home for over a year now will have to start adjusting Organizations that had no belief in to the fact that they will need to go work from home were forced to change to work on some days if not all. For and embrace this new way of work. employers, there will be opportunities However, now it seems there is an as well as challenges as the talent equally big disruption on the horizon. market transforms in the new reality. In the last few months, corporates have More and more employers will have driven vaccinations for their employees, to start thinking about how to reframe 46 SightsIn Plus

their talent strategy in this emerging even as they continue to take care of Shift in Hiring landscape of the future of work. their own personal challenges and well Competencies being. Priorities Have Shifted Organizations are going to see a shift Shorter Stint and in the competencies they hire for. As people lived through the 1.5 years Assignment-Based The ability to collaborate without of lockdown, many have realized that Approach boundaries, influence without their priorities have changed. It is not authority, and being a self-starter are to say that people don’t want to work, More and more employees are likely increasingly going to be valued more but they definitely want to have greater to move to an assignment model and more by organizations when they choice about where they work from, with organization, looking for 1-2 scout for talent. At the same time, when they work and how much they year meaningful stints with the interpersonal sensitivity and EQ are work.   organizations, rather than seeking going to be important criteria for a career with a single organization. hiring in people management roles. Many employees will want to lead lives Organizations will have to work While many organizations have been more balanced between their work, proactively towards making sure that transforming digitally but the onset of family, and interests. The norm and they give a line of sight and meaningful Pandemic has accelerated the digital the belief that one needs to work long work with competitive growth roadmaps of organizations multifold. hours and be constantly “on” to have opportunities to keep their best talent Increasingly organizations are paying a flourishing career is up for being engaged and retained. One size fits a premium for digital skills and this is questioned. As employees reprioritize all will not work, it is a day and age of here to stay. through lessons learnt in this pandemic personalization.   corporates will have to walk a tight The end of pandemic is sometime away, rope in balancing the needs of the Organizations are going even as employees and organizations employees as well the requirements of to see a shift in the alike try to make meaning out of the the business. competencies they hire for. changed reality some things are set to The ability to collaborate change. Employees will evaluate the Corporations will increasingly have without boundaries, emerging relationship with work, family, to come to term with the reality that influence without and other interests. Organizations will “flexibility” is no longer an option but authority, and being a self- also evaluate what will create the balance a way of life. Organizations can win in starter are increasingly for attracting and retaining the best. The the talent market by recognizing the going to be valued more only way to win in this market is to. individual needs of their employees and and more by organizations creating flexibility as a core part of their when they scout for talent. • Listen deeply with an intent to employer value proposition. connect with employees. Lead With EQ • Be open-minded and flexible with the approach around talent If anything, the need for managers who lead with high EQ has never • Be willing to experiment and learn been felt more. As employees juggled • Above all be humane between balancing work and family needs, there were additional challenges www.sightsinplus.com of Mental health and anxiety around the uncertainty of raging pandemic. This, alongside the fact that so many organizations went through sweeping changes in terms of business models, created a situation like never before. Never before, have managers been asked to lead so many of their team members through personal loss and grief while at the same time keeping the lights on at workplace. As we emerge on the other side of pandemic employees will increasingly make choices of who they work with; the job of a manager has become even more demanding from an employee well-being standpoint 47 September 2021

Insights Prasad Kulkarni Talent Acquisition Strategy Post Covid-19 Pandemic A recent Korn Ferry talent acquisition survey revealed that organizations are struggling for answers when it comes to adjusting their hiring plan in these uncertain times. Out of 620 respondents, 70% are planning for short-term hiring only and nearly 30% of the respondents do not have a post- pandemic hiring plan altogether. Prasad Kulkarni The world is still not relieved technology will become part of the from the pandemic of solution when people first approach SVP- HR, CITCO Covid-19 and it is forcing is followed. It has become more businesses worldwide to important that how recruiters engage Prasad Kulkarni, an HR post-graduate with adjust and adapt to the new normal. A with candidates and influence their two and half decades of experience across Gartner survey found that 48% of board experience during the whole process of directors expect their business models hiring.  multiple industries has extensive experience to change as a result of COVID-19.   of leading HR Operations & Shared Services, A survey conducted by Top Employers Compensation & Benefits and HR Technology Organizations are considering this Institute states, looking at leading aspect in all of their strategic planning organizations, 84% of Top Employers functions. He has worked in multicultural and talent acquisition strategy is globally take measures to align their environment for global delivery models & not an exception to it. Most of the talent acquisition policies, processes, organizations are experiencing shifts and systems with their organizational collaborated across geographies. He was in their demand and supply of talent as value proposition. However, it is associated with companies like Fleetguard compared to the pre-covid era.  important to look beyond the near- (Cummins), HSBC, Bank of New York Mellon,   term survival challenges and plan for Raymond, Accelya, and now heads the global A recent Korn Ferry talent acquisition talent acquisition in the new “normal”. HR Shared Services at a large financial services survey revealed that organizations Many organizations are struggling with are struggling for answers when it the unprecedented attrition resulting organization. comes to adjusting their hiring plan in increased workload for the talent in these uncertain times. Out of 620 acquisition team. Along with flexible 48 SightsIn Plus respondents, 70% are planning for hiring strategies, innovative ways are short-term hiring only and nearly being implemented in an effort to 30% of the respondents do not have a retain the existing talent.  post-pandemic hiring plan altogether.   In the post-pandemic world, strategic There are few aspects that talent acquisition needs a people- organizations can focus on to succeed in centric approach. Processes and the talent war whether from a short-

term or long-term point of view. Let us encompassing monitory and non- The career page on the look at some of the important ones;  monitory benefits. This pandemic organization’s website is a   have changed the expectations of commonplace for candidates the candidates whereby work-life to visit and apply for the • Speed-up Hiring balance, health, and wellbeing published roles or show interest Process: has equal importance along with in future openings. Make sure monitory benefits. Candidates may to add language highlighting This looks simple but creates choose organizations that promote the actions the organization a great impact on candidate these aspects as a part of their has taken to support employees experience. Reducing the interview workplace culture. and community at large during to onboard time by avoiding this pandemic. Also, state any unnecessary delays can result Losing touch defined Covid-19 precautionary in better hiring numbers. This with the offered procedure for candidates, if in- will also result in an impactful candidates can lead person interviews are going to be experience for a new starter. The to disengagement scheduled. longer it takes; the probability and for future of losing the candidate is more. candidates it may    So, wherever possible, hire the result in creating candidates as soon as possible. This disinterest • Maintain Engagement will help in reducing the chances in the of candidate looking for more organization. with Candidates: options. Appropriate support of technology in this process can Losing touch with the fill in the gaps created by manual offered candidates can lead intervention.  to disengagement and for future candidates it may result   in creating disinterest in the organization. Whether the • Revisit Employer candidates are being offered or Value Proposition: kept on hold, they need to be communicated regularly. Keep Organizations need to revisit the communication transparent their offerings for the candidate www.sightsinplus.com 49 September 2021

Insights Prasad Kulkarni yet positive. Providing regular work-life balance can lead to less from home, going virtual became updates to the candidates keep stressful environments resulting in the reality. Video interviews them engaged and they would be more output.  became the norm and e-copy keener to join such organization became the alternative for physical even for future roles. In addition • Use of Technology: documents. In continuation to that, to the candidature status update, infusion of Chatbots and AI can it can include sharing of company Since last few years, many help the organizations to stand out updates, milestones achieved; news organizations have adopted various and create great experience for the about winning awards, or any technological interventions within candidates. philanthropic work organization is their Human Resources function.   contributing to. However, Covid-19 has shown the real effectiveness of the same. • Focus on Internal  • Flexible Working: During this pandemic, where most of the organizations were working Talent: Flexibility, freedom and work-life balance are undeniably strong Talent acquisition While it is assumed that the role selling points in the current is beyond just a of talent acquisition is to hire scenario and will remain top recruitment process external talent from the market, priority for the candidates in and should consider supporting the growth of internal post-pandemic times. Work all the aspects talent is equally crucial. The talent from home was considered a new mentioned by Josh acquisition strategy should ideally normal but now it has become the Bersin as a part of include build, buy and borrow basic expectation of most of the short term and long philosophy. Whereas buy refers to candidates. In one of the study by term strategy for the hiring of external talent and Buffer.com, it is found that 99% organizations to build refers to up-skilling and re- of respondents wanted to work sustain and grow skilling of the existing employees. remotely at some point in time, in any situation. Exercising these programs in a and another study reported that correct manner will instill a culture 67% would quit their jobs if their of learning within the organization workplace becomes less flexible. and can help in addressing future Offering remote working with skill gaps. appropriate technology support allows organization to hire from   any part of the world. Flexible   Josh Bersin, in one of his article for working hours and maintaining Human Resource Executive writes; 50 SightsIn Plus the bottom line for employers is this: Don’t think about hiring as the only way to grow. While traditional hiring will never go away, sustainable growth will come from upskilling and redeploying people, redesigning the company for automation and scale, and investing in programs that improve productivity, wellbeing and culture.   Talent acquisition is beyond just a recruitment process and should consider all the aspects mentioned by Josh Bersin as a part of short term and long term strategy for organizations to sustain and grow in any situation.   Note : The views and opinions expressed in this article are those of the author and do not reflect the official policy or position of the organization he is working for or has worked for in the past.