SightsIn Plus, November 2021

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 November 2021 VOL 05 I ISSUE 03 I R 150 Monthly HR Magazine ACtutrl&tituioren M Lakshmanan CHRO, L&T Technology Services Deepa Chadha SVP & CHRO, Vistara Saurabh Deep Singla EVP & CHRO, Ecom Express Dave Ulrich Rensis Likert Professor, Ross School of Business, University of Michigan, Partner- The RBL Group



Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents Insights 28 Regular Colommen Dr. Ankita Singh Editor’s Note 04 SVP & Global Head of HR, IT, Mail Box 05 Travel & Admin, CIGNEX Datamatics Movements06 News08 Social Media 10 Twitter26 Insights 14 Interaction with M Lakshmanan 12 Seven Talent Responses to the Great Resignation/ Dave Ulrich 17 Expert View In Conversation With Deepa Chadha 20 Glory Nelson New Hiring’s V/s Retention Rate / 30 Chief People officer Sanchit Malik Xebia Global Services 48 How to Build a Company Culture that Insights impacts Employee Retention / Mansi Maheshwari 32 Sai Kumar Chandran Rendezvous With Saurabh/ Founder- OrbitShift Deep Singla 34 Reflections on Retention & Culture/ Usha Chirayil  38 Are We Running Behind Fads or Catching the Opportunity?/ Amit Avasthi 40 Employee Wellbeing: A Key Dimension in Rewards and Recognition/ Harish Sarma 42 23 Insights Lack of Proper Employee Inclusion- Oriented Policy May Affect Retention Sushma Bhalkikar Strategies/ Ankur Gautam 44 Head-HR, GMR Varalakshmi Importance of good workplace culture Foundation and its impact on Employee Retention46 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 November 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 Positive organizational culture not only helps its people 4 SightsIn Plus live successful workplace and personal lives, but it also engages its people with the organization. However, negative work culture can drive retention rates to the ground and employees into depressive states. We’re sharing our November 2021 edition with the theme Culture and Attrition. 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 Saurabh Deep Singla, EVP & CHRO, Ecom Express, Lakshmanan M, Chief Human Resources Officer, L&T Technology Services and Deepa Chadha, SVP & CHRO, Vistara. These stalwarts are helping us to understand that how culture is directly connected with employee performance, motivation, engagement, and attrition. We’re proud to share Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan, Partner- The RBL Group 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 studies; “5 Ways to Achieve a People-First Culture in Current Working Models” by Dr. Ankita Singh, “Are We Running Behind Fads or Catching the Opportunity,” by Amiit Avaasthi, “How to Keep Top Performers Engaged in the Organization” by Sushma Bhalkikar, “Lack of Proper Employee Inclusion-Oriented Policy May Affect Retention Strategies” by Ankur Gautam, “New Hiring’s V/s Retention Rate” by Sanchit Malik, “Amplifying Workforce Fluidity” by  Glory Nelson, etc., and some interesting notes through social media are part of the SightsIn Plus, November 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

October Issue 2021 IN CONVERSATION WITH Mails INTERACTION WITH MAX BLUMBERG of The ASIF SADIQ Month Punit Razdan a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 September 2021 Vinita Rao Insightful conversation! I do believe that Thought-provoking article. The posi- People analytics enables HR leaders to VOL 05 I ISSUE 01 I R 150 Monthly HR Magazine tive impact of diversity and inclusion develop data-driven insights to inform is understood and adopted by the talent decisions, improve workforce TalenT STraTegieS organizations. The major issue is processes and promote a positive that many companies believe they’re employee experience. Using data about in Hybrid Workplace already promoting a diverse and your leaders and business outcomes (e.g. inclusive culture. However, only 40 financial figures, staff turnover, employee Dave Ulrich Jason Lauritsen Seema Bangia percent of employees agree that their engagement results) you can determine manager fosters an inclusive envi- what kinds of leaders and leadership work Professor at the Ross School of Keynote Speaker, Author, Vice – President & Chief People Officer ronment. When you have a lack of best for your business, why employees Business, University of Michigan and Advisor Mahindra Agri, Defence & Aero Sectors diversity new ideas are not born, we are leaving the organization, and what and partner at The RBL Group all think the same, which reduces helps to engage your employees, etc. But and  Board of Director innovation. When employees feel psychological apprehensions of leaders included, they’re more engaged. This behind avoiding the evidence given by Lou Adler Ritu Anand higher engagement has a ripple effect data analysis such as lack of willingness on profitability, team morale, and to act upon the results obtained or, CEO and founder Performance-based Chief Leadership & Diversity Officer, retention. People working in inclusive inabilities to interpret the results, and Hiring Learning Systems workplaces also tend to have better many others are hiddenness to develop Tata Consultancy Services physical and mental health and take data analytics mindset. less leave for health issues. AnniversAry RENDEZVOUS WITH AVISHKAR VOLUNTARY ATTRITION: WHY ARE MEHROTRA PEOPLE LEAVING?  - ANITA GUHA Soniya Dixit Aftab Ahmad Avishkar you rightly said, leaders will have to build Well formulated Anita tolerance for failures. Innovation is not a process work- flow in which success is predicted 100%. There will the combined mind, be a failure and it will have to happen. The growing body, and spirit to be acceptance of failure is changing the way companies nourished and be healthy and motivating needs a approach innovation. And also in balanced lifestyle which Hybrid Workplace, leaders need needs a reset in the new work style. Appreciate to have more trust in their em- ployees. The leaders who have the way you height Push and Pull factors a bias towards their senses that drive attrition. Push of seeing, touching, and feeling; factors make people If they don’t see a person in uncomfortable or unhappy front of their eyes working, they to work in the current don’t know whether a person organization. And Pull is working or not, this has no relevance in current times, this factors entice us to explore an alternative, old mindset needs to be evolved. potentially better position. 5 November 2021 www.sightsinplus.com

FLIPKART NAMES NANDITA SINHA AS NEW CEO OF MYNTRA Fashion and lifestyle e-commerce platform Myntra appoints Nandita Sinha as its Chief Executive Officer, effective from January 1, 2022, and she will report to Flipkart Group CEO Kalyan Krishnamurthy. Nandita succeeds Amar Nagaram, who quit Myntra last month after leading the company as the CEO for nearly three years. She will join Myntra from group company Flipkart, where, as Vice President, Customer Growth and Marketing, she is currently leading the overall charter for marketing. She had joined Flipkart in August 2013 after stints in Hindustan Unilever Ltd and Britannia Industries Ltd. Before joining Flipkart, she was the co-founder at MyBabyCart.com, an e-commerce site. ROHIT THAKUR JOINS LEAD SCHOOL AS CHIEF HUMAN RESOURCES OFFICER Former CHRO of Paytm Rohit Thakur joins LEAD School as Chief Human Resources Officer, effective from November 2021. Rohit has over 27 years of experience in Human Resources. Prior to this, Rohit has been associated with Paytm and Chief Human Resource Officer for almost 1.5 years, and earlier he worked with Accenture as Head- HR for two years. Before joining Accenture, he worked with Microsoft as Head- HR India, and before joining Microsoft, he spent about 11 years at GE in various roles across multiple businesses. And Previously, he has also worked with Eicher Goodearth (tractors division), Bausch and Lomb India, and Cadence Design Systems, among others. ZWIPE APPOINTS CLAUS HANSEN AS APAC HEAD TO STRENGTHEN ITS REGIONAL PRESENCE Zwipe, a leading biometrics payment company, announced that it had appointed Claus Hansen as Vice President of Sales and Business Development, Asia Pacific (APAC) region. He will lead Zwipe’s engagements with card manufacturers, issuers, and technology partners to drive the adoption of biometric payment solutions in APAC. Hansen brings over 25 years of payment technology, cybersecurity, fintech, and smart card experience to the role. He has held senior executive management positions across multiple countries in Asia in Entrust, NXP Semiconductors, Gemalto, dz card, and Kona I. DR. ANIL KUMAR MISRA JOINS JIOMART AS CHIEF HUMAN RESOURCES OFFICER Dr. Anil Kumar Misra joins JioMart – B2B Grocery, Reliance Retail as Chief Human Resources Officer, effective from October 2021. Prior to this, he was working with MagicBricks as CHRO for close to 5 years.  In his new role, Anil will be responsible for the entire gamut of the People and Culture agenda of the organization. He comes with over two decades of experience in human resources across various brands like Fidelity National Financial, Just Dial Limited, Tesco HSC, Patni Computer Systems Limited (Capgemini), Oberoi Hotels and Denso, etc. PERNOD RICARD APPOINTS NITU AS CHRO FOR INDIA, GULF, AND SAARC Pernod Ricard, a multinational alcohol beverage company appoints Nitu Bhushan as Chief Human Resource Officer for its businesses in India, Gulf, SAARC countries. With over 17 years of experience in human resources, Nitu is a high-energy and talented HR professional having worked with multi-industries spanning FMCG, Pharmaceuticals, Banking, and Technology companies. Before joining Pernod Ricard Nitu was working as Regional HR Director – Established Pharmaceuticals Division, India at Abbott. She was covering 3 businesses and 10,000+ colleagues. Nitu joined Abbott as Director – HR in May 2016 and Earlier, she was associated with Asian Paints, HSBC Bank, Accenture, and Mondelez International (formerly Cadbury India).  6 SightsIn Plus

BARCLAYS APPOINTS C.S. VENKATAKRISHNAN AS www.sightsinplus.com GROUP CHIEF EXECUTIVE OFFICER Barclays Group appoints C.S. Venkatakrishnan as Chief Executive Officer. Prior to this, Venkat was associated as Head of Global Markets, Co-President of Barclays Bank PLC (BBPLC), and a member of the Group Executive Committee of Barclays. He has also served as Chief Risk Officer at Barclays. Venkat is the executive sponsor for Embrace, the global multi-cultural network at Barclays. Before joining Barclays in 2016, Venkat worked at JP Morgan Chase from 1994, holding senior roles in Asset Management, Investment Banking, and Risk. Venkat holds S.B., S.M., and Ph.D. degrees from the Massachusetts Institute of Technology where he is also on the advisory board of the Golub Center for Finance and Policy. ZENOBIA MADON JOINS WHIRLPOOL CORPORATION AS DIRECTOR- HR, EMEA Zenobia Madon has joined Whirlpool Corporation as Director HR- Talent, Strategy & Org, Europe, Middle East, Africa. She will be based in the Netherlands. Before joining Whirlpool, she was associated with Philips Personal Health Business as Director- Human Resources. And prior to this, she has worked with leading organizations like Johnson & Johnson and AstraZeneca in India, USA, and Singapore. Zenobia has over 15 years of rich expertise across diverse HR domains – HR Business Partner enabling Transformations, Mergers & Acquisitions, Talent Acquisition & Employer Branding, Leadership Development & Talent Management. IPM INDIA APPOINTS BHARATPE’S JASNEET KAUR AS DIRECTOR- PEOPLE & CULTURE IPM India, Wholesale Trading Private Limited has announced the appointment of Jasneet Kaur as Director, People, and Culture, effective from September 20, 2021. In her new role, she will report to Alexander Reisch, MD, IPM India. With her joining, the senior management team for IPM India is now a strengthened, entirely local, Indian industry leadership. Jasneet joins from BharatPe and in the past has been associated with leading corporations like DHL, PepsiCo, Maersk, Microsoft, Mercer & Reliance Life Sciences. Jasneet has also been conferred ‘Titan of the Year’, which is the highest annual award for spearheading HR Transformation at Maersk Global Service Centres. SEETHA RANI KP JOINS PHILIPS INNOVATION CAMPUS AS HEAD- HR Seetha Rani KP joins Philips Innovation Campus as Head-HR, effective November 8, 2021. Prior to this, she was associated with Honeywell Technology Solutions Inc as Director- Human Resources. In her new role, she will be responsible for the entire gamut of People and Culture at Philips Innovation Campus. Seetha joined Honeywell in 2015 as the Head of HR for the Enterprise IT organization in HTS & subsequently elevated to Director-HR. Previously, she has also worked with companies Dell International, Les Concierges, Cisco Systems Pvt Ltd, and Procter and Gamble.  Seetha has a bachelor’s degree in Psychology and has done her Masters’s in Social Work with a specialization in HR. WILLIS TOWERS WATSON APPOINTS CLARE MUHIUDEEN AS HEAD OF ASIA Willis Towers Watson, a leading global advisory, broking, and Solutions Company, has announced the appointment of Clare Muhiudeen as Head of Asia. Based in Hong Kong, Clare will be responsible for driving business growth and directing Willis Towers Watson’s (WTW) client and colleague experience across its business segments in Asia. Reporting to Pamela Thomson-Hall, Head of International at WTW, Clare succeeds Scott Burnett, who is currently transitioning from his Asia geography role into his new position as WTW Chief Commercial Officer in the Risk & Broking operations worldwide. Most recently, she has been leading the company’s Human Capital & Benefits segment across WTW International. 7 November 2021

News News SURVEY SHOWS SALARY BUDGETS WILL INCREASE 3.0% IN 2022 The median projected percentage change for exert upward, downward, or no pressure at all on their total salary budgets from 2021 to 2022 is an organization’s 2022 total salary budget, nearly eight increase of 3.0%, according to XpertHR’s 2022 in 10 (79%) organizations cited recruitment/retention Salary Budget Survey of 429 U.S. employers. as an upward pressure. “Nearly four in five employers This is also the median increase projected for the salary noted recruitment and retention as a positive influence budgets for all three employee groups covered by this on their 2022 total salary budget, which appears to be survey: exempt, nonexempt, and officers/executives. a clear indication that the labor shortage is top of mind According to Andrew Hellwege, Surveys Editor, XpertHR, with employers as they plan for next year’s wages,” says the projected median 3.0% increase in total salary budgets Hellwege. is notable, given a national labor shortage exacerbated by Meanwhile, salaries in the industry (73%), inflation/cost of the COVID-19 pandemic. “This median projected increase living (69%), the economy (59%), and salaries within the is on par with the actual median increase from 2020 to organization (53%) round out the top five upward pressures 2021, indicating that while the nature of work has shifted on 2022 wages. XpertHR’s Salary Budget Survey 2022 was dramatically in the last two years, planned salary budget conducted from Sept. 7 to Oct. 1, 2021. The survey increases remain unchanged,” he explained. included responses from 429 U.S. employers of various “Forward-looking companies that are eager to overcome industries and workforce sizes, representing just over 2 the labor shortage may want to consider increasing their million workers. The survey report explores several aspects projected salary budgets by more than 3.0%, or potentially of the salary budget planning process, including pressures examine how benefits beyond compensation can contribute on salary budgets, percentage change of salary budgets to a positive employee experience.” from 2021 to 2022, and in what month next year’s salary Additionally, the survey reveals the large role recruitment budgets will come into effect. Additionally, this report and retention is playing in employers’ plans for next covers performance metrics for annual salary adjustments, year’s wages. When asked if a dozen various factors would plans for bonuses in 2022, and more. ZS PLANS TO HIRE MORE THAN 4,000 VOLKSWAGEN CEO TELLS PEOPLE IN 2022 STAFF THERE ARE NO PLANS TO CUT 30,000 JOBS Global professional services firm ZS on Thursday said the company plans to add 4,000 people to its workforce next year. The Volkswagen has no plans to cut hiring will be for its offices in Bengaluru, Pune, and Gurugram. 30,000 jobs, CEO Herbert ZS is keen on hiring over 4,000 in 2022 across key areas. The Diess told staff in an internal newly filled positions will support the company’s key verticals of business video message, hoping to fix his consulting, business operations, business technology, and software damaged relationship with the carmaker’s development, according to a works council that deteriorated further in statement. recent weeks. Currently, the company employs Diess said he was in talks with labour more than 8,500 people in India. representatives on how the company’s “ZS is experiencing growth Wolfsburg site, which the 63-year-old says across all its core business lags in terms of efficiency and speed, could areas, necessitating a greater be transformed to better compete with new demand for talent with a sector entrants such as Tesla. diverse set of skills. Our teams “But the primary focus is not on job in India play a pivotal role in reduction, it’s about remaining competitive helping the firm remain ahead in the new world, with new capabilities,” he of the curve as we focus on said in the video seen by Reuters. growing tech capabilities that will drive innovation for our global offerings,” ZS Regional Managing Principal and Head, India, Mohit Sood said. The company is striving to capitalize on technology advancements to create and sustain value for its clients, he said. “To support this, we are looking for people with strong technical capabilities, in addition to strategic problem- solving skills, excellent collaboration, and strategic implementation to join our growing team. In the coming quarters, we intend to lead the way by using transformational approaches to develop, engage and retain diverse talent,” Sood added. 8 SightsIn Plus

News WORKPLACE CULTURE IMPROVED SINCE THE ONSET OF COVID-19: EY SURVEY Workplace culture has these plans to help create a win-win improved since the onset of for the business and the workforce. the COVID-19 pandemic The study further noted that despite and employers are planning the overwhelming recognition of to make moderate to extensive the importance of flexible working, changes in order to allow more hybrid 39 per cent of employer respondents working, says a survey. According to want all their employees to return to the EY Work Reimagined Employer the office full time post-pandemic. Survey 2021, 73 per cent of On issues relating to business travel, employer respondents believe that workplace culture has there was a notable disconnect where 63 per cent of improved since the onset of the pandemic. The survey employer respondents say that they want to decrease covered more than 1,000 business leaders across nine business travel post-pandemic, but 90 per cent of employee countries and 25 industry sectors, examining their views on respondents say they want it to resume. On other key issues the impact of the COVID-19 pandemic on the workplace. It such as productivity, employees and employers were in included over 100 employers from India and explored their agreement, where 83 per cent of employer respondents perspectives on the risks and opportunities of hybrid believe productivity can now be measured from anywhere, working. The findings showed that 61 per cent of compared to 85 per cent of employee respondents. employers are planning to make moderate to extensive Employers who took part in the survey were also asked changes in order to allow more hybrid working, reflecting about risks beyond physical health that may come with the the views of 90 per cent of employees, who said they want shift toward hybrid working. Almost half (53 per cent) said flexibility in when and where they work. that one of the biggest risks will be their ability to establish ”Employers have heard loud and clear that employees fairness and equity among employees when some jobs are demanding flexibility in the post-pandemic working require a fixed schedule or location creating a ‘have and world. The biggest danger facing most employers is that have not’ dynamic based on roles. Around 50 per cent said they fail to provide clarity around their hybrid work and a key concern is how to retain talent and offer flexibility return to office plans,” Anurag Malik, Partner, People and developing next-generation talent. ”Various complex Advisory Services, EY India, said. Malik further noted risks make it harder for employers to define their back to that organisations that want to flourish need to ensure that office plans for a diverse workforce and leave many exposed their plans are well defined and communicated, and that to the possibility that employees will move to companies they balance business and employee priorities in refining where flexibility is clearly implemented,” Malik added. GE PLANS TO FORM 03 PUBLIC COMPANIES AVIATION, HEALTHCARE, AND ENERGY U.S. industrial giant General companies, each can benefit from greater Electric (GE) has announced its focus, tailored capital allocation, and plan to form three industry- strategic flexibility to drive long-term leading, global public companies growth and value for customers, investors, focused on the growth sectors of aviation, and employees. We are putting our healthcare, and energy. Pursuing a tax-free technology expertise, leadership, and global spin-off of GE Healthcare, creating a reach to work to better serve our customers.” pure-play company at the center of precision Culp added. Culp continued, “Today is health in early 2023, in which GE expects to a defining moment for GE, and we are retain a stake of 19.9 percent. ready. Our teams have done exceptional Combining GE Renewable Energy, GE Power, and GE work strengthening our financial position and operating Digital into one business, positioned to lead the energy performance, all while deepening our culture of continuous transition, and then pursuing a tax-free spin-off of this improvement and lean. And we’re not finished—we business in early 2024. remain focused on continuing to reduce debt, improve our Following these transactions, GE will be an aviation- operational performance, and strategically deploy capital to focused company shaping the future of flight. drive sustainable, profitable growth,” GE Chairman and CEO H. Lawrence Culp, Jr. said, “At He further added, “We have a responsibility to move with GE we have always taken immense pride in our purpose speed to shape the future of flight, deliver precision health, of building a world that works. The world demands—and and lead the energy transition. The momentum we have deserves—we bring our best to solve the biggest challenges built puts us in a position of strength to take this exciting in flight, healthcare, and energy,” next step in GE’s transformation and realize the full “By creating three industry-leading, global public potential of each of our businesses.” 9 November 2021 www.sightsinplus.com

Social Media CREATING A COMPANY CULTURE TO INCREASE RETENTION AND RECRUITMENT By@Joshua McGraw those looking for a job at that moment. important reasons, but they are not Already some Social Media platforms usually the deciding factor. Often Company culture can be one are realizing this. Linkedin for example people leave because the culture does of the best tools for an gives companies the option of creating not match up with what they were told organization to use to recruit a culture page that helps tell the story when they joined the company. Or that new people and increase of the company in more detail. Using it is true for some but not others. retention, and often, it is not used to its these platforms for culture posts Another thing to consider is what to full advantage in these areas. Some can start to get people who are not do when employees leave, specifically companies do not have their own actively looking for something new if they quit. When employees quit, a culture or have a patchwork of cultures but are attracted to the culture of your helpful thing to do is have a thorough that do not reflect what the leadership company. And it will vet those people exit interview. The data should be might want. who might want something different collected and trends analyzed. Then Luckily this can be fixed by activating than their current employment, recurring issues can be corrected, your HR and other company leadership which means less work for your HR creating a better company environment to specifically decide what that department when it comes to finding that lines up with the company’s culture will be and create it within the right people. values and culture. Doing this will the organization. Once this has been help increase retention, which will done, the next step is to take that new The next steps are internal, ensuring lower replacement and training costs. vision and apply it to every aspect of that the following fits inline with your By approaching retention as a whole the company. The best way to think new company culture: company approach, you can start of it is to make sure the company’s 1) Creating a logical career path for all to correct systemic issues early and underlying message is the same from prevent good employees from leaving. recruitment to retirement. If your employees Culture should not be considered an company culture is a merit-based 2) All the company rules and extra for any company. It should be company that is inclusive and diverse, integrated into every aspect of the you would need to show that in all your regulations company from top to bottom. This will marketing, social media, and other 3) Promotion and Recognition help every leader at every level of your recruitment efforts. The goal is to use organization know what the company those platforms to bring in people to Standards wants. It will help recruitment speak your website and recruitment. Many 4) Policy for Internal Communications about the company to possible hires companies only use these platforms to 5) Pay and Benefits and help in long term retention for the put up job posts, but that will only get 6) Exit Procedures (Retirement, company. All of which will help keep employees happy and productive. Termination, Quitting) Many organizations focus on pay and hours as the main reasons that people leave a company. And these can be WHAT IS THE VIRTUAL RESIGNATION PROCESS IN TCS? By@Swathi Polapally I raised resignation in the System and they have confirmed my Last working day in TCS. I resigned at TCS during COVID while Work from Home One and Half week before my last day, I got a mail and whole process took virtually. from Separation team to sign and send the PF Firstly I informed about my intention of leaving TCS to Forms with few supporting documents. Also you my Lead. Later he informed to Manger and took consent will be asked to courier your TCS / SEZ ID card to a from the manager how to proceed. Later my lead told to drop a mail particular Address. You can either submit your asset to HR. I have dropped resignation mail to HR including my lead and at your branch or raise MMT request in Ultimatix manager. On the same day with the help of my WON supervisor where in the Vendor will pickup your asset from your home address. You will get all these details in 10 SightsIn Plus

10 WAYS TO IMPROVE EMPLOYEE RETENTION By @John Rampton Hire the Right Employees to feel unnoticed and unsupported. Managers must make an effort to let top Is your employee retention As you’re screening candidates, pay close performers know their hard work isn’t at an all-time high? Can’t attention to signs that you may have going unnoticed. seem to scare employees a job-hopper. While there’s nothing off if you try? wrong with someone switching jobs if it Be More Flexible provides career advancement, look for Congratulations. But, if you’re one someone who is interested in growing Workers have expressed a preference for of the many businesses that sees high with your company rather than getting flexible working conditions. If you expect employee turnover as a problem, experience to take somewhere else. your best employee to answer his phone you may wonder what you can do to when a client calls at seven o’clock on a retain your most valued workers. Offer Training Friday night, you should also understand when that employee comes in late one In an increasingly competitive Businesses expect their professionals morning or needs to take off early. business world, top talent is in to arrive fully trained and certified. high demand. If you aren’t making Yet too many aren’t willing to Offer Benefits your top workers happy, another invest in helping them maintain company may come along to steal those credentials. Whether you send Small businesses often struggle to them away. Here are ten tips that will employees to a learning center or you compete with larger corporations in help you make sure your employees provide membership to one of the many providing benefits. While you don’t have are around for many years. e-learning sites available, when you take to beat big business in the healthcare your employees’ education seriously, options you offer, you can offer things Create the Right Culture they see it as an investment in their they won’t get elsewhere, such as the career. ability to work from home, more flexible Inding employees who will feel a vacation offerings, and performance strong bond with your company Provide Guidance bonuses. starts with creating an environment that attracts those employees. Your Your employees should be fully aware of Provide Unique Perks company culture should match their job duties and how they’re doing in the type of employee you want to performing them. You can accomplish Another way businesses can compete employ, whether you opt for a by- this by first having a job plan in place without breaking the budget is through the-book, strict workplace or a more and providing regular feedback on an offering perks they can’t get elsewhere. casual, laid-back atmosphere. employee’s performance. If an employee Silicon Valley has become notorious for feels confused about his role in your its free meals and nap pods, but you can the mail clearly. Also you will receive organization, he’s more likely to feel increase retention by coming up with Resignation Acceptance letter to your disgruntled and begin searching for creative perks. Use your connections to TCS mail from your HR. One week something else. get free VIP tickets to special events or before your last day, you will get a call special discounts at local retailers. from your HR to confirm that you have Pay Well sent PF documents to separation team. Don’t Take Yourself Too Seriously- On last working day you will get a call As difficult as it is to pay competitive As much work as you try make your from separation team to check on the ID salaries when funds are low and budgets company attractive to talented people, card, MMT request and whether you opt are tight, calculate the cost to replace the truth is employees might be for PF withdrawal or Transfer and few employees. It can cost as much as 30 leaving because of their bosses. In fact, general questions. You will loose access percent to 50 percent of an entry-level research has shown people tend to quit to Ultimatix on last day. employee’s annual salary just to replace their bosses, not companies. If you You need to register in TCS Alumni only him. Employees often find they can enjoy can cultivate an environment where after last day at work for PF Transfer. a 10 to 20 percent salary increase by employees feel rewarded and gratified, This process might differ slightly from simply moving from one company to the you’ll already be ahead of a great deal of project to project. next, which makes jumping ship attractive. other bosses out there. Improving retention rates doesn’t have 11 November 2021 Don’t Punish Competence to be difficult. By being a positive role model and directly connecting with Managers often spend much of their your employees, you’ll be more likely to time on employees who are struggling, understand what they need to continue leaving the talented ones completely to help your business thrive. neglected. Over time, this can lead to resentment as star employees start www.sightsinplus.com

Insights Dr. Ankita Singh Ways to Achieve a People- First Culture in Current Working Models We all acknowledge that people and culture are intrinsically linked; they define and can regulate, control, flourish or destroy each other in an inclusive capacity. Dr. Ankita Singh Few companies that employee-centric. It will take conversed highly about the considerably longer than thought for SVP & Global Head of HR, IT, \"CUSTOMER FIRST\" employees to recognize and believe that Travel & Admin, CIGNEX approach had to rethink and it's in their favor. Datamatics reframe it to \"PEOPLE FIRST\" to fight   the COVID-19 challenges. From a Human nature is such that we find it Dr. Ankita Singh, Senior Vice President choice, it became a necessity. In a literal unmanageable to accept changes, be and Global Head of HR at CIGNEX sense, leaders accepted that taking care it good or bad. For apparent reasons, Datamatics. She has two decades of of people enduringly takes care of when policies and processes disrupt experience in managing and leading everything else. It is enormously their comfort, they worry about the various aspects of Human Resources. complex than it reflects on having all difficult phase of stepping in. When the She is a PhD in Management, Gold employees standing on the developments stated sound in favor, Medallist in BBA as well as an MBA. organization's side and inner voice bothers indicating that there supporting the claim must be some hidden agenda. How She has done HR and Business Strategy that the culture is do they achieve a level where the related Executive Management Programmes from IIM-A, ISB Hyderabad and XLRI. A certified PPA (Thomas Profiling) Practitioner. 12 SightsIn Plus

employees say that we are part of a great Developing engaging, empowering, and enabling organization that cares? People- First people. What if organizations are not   able to give solutions to individuals’ Few states (source: Builtin) before I Culture issues? Stay HUMAN in all your express more on this: 1 Talk about It, Let approaches, care to care!   • 46% of job seekers indicate business People Know  Monitor and take feedback: What gets measured gets improved. culture as very important when 2 Personalize applying to a company. Be a good listener and have a culture 3 Stay nimble and that encourages your employees to • 47% of active job seekers indicate Adaptable talk about organizational initiatives company culture as their driving openly. Become genuinely interested purpose for looking for work. 4 Empathize in knowing the pros and cons, how employees take it, and your culture is • 15% of job seekers turned down a 5 Monitor and take attaining the level through processes, job offer because of the company›s feedback values, principles, and people. Ask culture. questions, analyze and act. slight exception would not harm.   • 24% of Employees are more Personalize to the core! Staying committed to providing a good likely to quit, who don›t like their company culture is not easy but doable. organization›s culture   Stay nimble and Adaptable: The rigmarole will continue to exist Re-set, re-adjust, re-align, and re- and persist; it is all about adjusting the   design as many times as needed. sail at the right time and many times as We all acknowledge that people and Organizations should expeditiously needed. It›s never about top-down or culture are intrinsically linked; they transform to stay relevant as per the down–top models; it is about people, define and can regulate, control, flourish interest of the time and people. individuals to be more specific. Be or destroy each other in an inclusive extremely clear in what you were, where capacity. It›s crucial to realize that  Empathize: you are today, and what›s in store for defining a culture is probably the easiest; “I understand your situation” are tomorrow. People would do everything the challenge is getting people RETAIN to grow with you; all they need is THE AURA (Accept, Understand, those magical words that would clarity, support, and a place where they Relate, Appreciate). In my view, here bring any two closer. Organizations are valued and appreciated for their are five approaches that can enable may have best-in-class culture existence and contribution.  leaders to retain a PEOPLE FIRST designed, but what if it’s not   culture by consistently investing in the Following the \"5 As\" model will always people process and strategy. People should know that help organizations keep the People first   the system values them. culture. ASK, ANALYZE, ADJUST,  Talk about It, Let People Know: They should know that ALIGN and ACT.  organization understands   People should know that the system and appreciates their The key is staying relevant and values them. They should know uniqueness and will following the ‘Of the people, for the people that organization understands and fold and mold to fit in. and by the people” approach. Don’t shy appreciates their uniqueness and away from saying, “We need you, and we will fold and mold to fit in. It is are proud of you,” as, in return, you will required to let the team know that get a loyal, engaged performer who is organizations will never compromise thrilled to be a part of your family. on employees’ growth, wellbeing,   and safety. When they know, they The more leaders recognize the power co-own, and they make it happen of creating people-centric organizations, when they co-own. the more powerful the organization becomes.  Personalize:   Culture will always be diverse; still, A great culture is a space created by organizations where each individual can each should feel that this is so good proudly say, “It’s my space, and it’s that I can exist and passionately beautiful!”  grow. Don’t hesitate when there is a need to bend a little to adjust Create one and retain all! to employees’ requirements. The days would not be the same, and a www.sightsinplus.com 13 November 2021

Interview M Lakshmanan Interaction with M Lakshmanan Chief Human Resources Officer L&T Technology Services (LTTS) E xclusive ON employee engagement 14 SightsIn Plus

By- Romesh Srivastava M Lakshmanan is Chief Human Resource Officer of L&T Technology Services (LTTS) and responsible for the entire gamut of people & culture of the organization globally. He is a senior HR Leader having close to 3 decades of HR experience with a strong understanding of the Business environment in Engineering, IT, Defence, and Telecom sectors, with global exposure. Lakshmanan joined L&T Group as Vice President & Head - HR - L&T Defence in 2013 and subsequently became CHRO of LTTS in 2019. Prior to joining L&T Group, he was associated with Capgemini as Senior Vice President-Human Resources for 5 years and earlier has worked with companies like Mphasis, Hexaware Technologies, and Tata Communications. He holds a master’s degree in human resources from the University of Madras in 1992. Q. What are the biggest Company’s brand and its identity. homes, workplaces, and communities, challenges CHRO’s face when In such a situation, it is the overall the primary thing that leaders can do is it comes to Employee Engagement?  company culture and consistent to lean in and tune in: leadership behaviors that act as • Keeping an open channel of A. Despite the overall adverse a glue that binds the employees effects left by the pandemic, we together. Culture is leadership communication and Listening to must all agree that we have collectively behavior in action and the CHRO is employees evolved and learnt a lot. Leaders the custodian of consistent leadership • Empathizing with employee’s across the globe had to step up and behavior across the organization that worries adapt to the new way of working.  enables employees to identify with • Provide a flexible and supportive Leaders had to learn on how to build the company and create a sense of work environment to employees trust and engage with employees so belongingness. At LTTS, we have initiated several that they can deal effectively with programs, during the pandemic: the ‘new normal’.  A big challenge Q. What does LTTS do to engage • Anytime Doctor on Call, a Medical was in engaging the minds and hearts employees in the current work Teleconsultation program whereby of employees, especially, when they scenario? employees and family members are are geographically distributed, due eligible to receive counselling from to remote working. In addition, A. To reap benefits of a distributed certified Medical professionals. new employees can feel isolated and workforce an organization needs • Doctor’s Day, a virtual session with unhappy as they may find it difficult to to empower its employees to not only Medical experts who talked to bring in a feeling of belongingness or be highly productive but also deeply LTTS’ employees and their family finding common purpose or in general engaged. members and addressed concerns not feeling the connection with a With disruption sweeping across our surrounding physical health, mental health, and well-being. 15 November 2021 www.sightsinplus.com

Interview M Lakshmanan • Career Discovery Program, in Facilitating employees who are where our global workforce of 17,000+ association with Mentoria that unable to undertake full-time work employees, distributed geographically, provided career counselling • Flexible Working Hours Policy – needed to adjust to remote working platform to the children of LTTS’ Allowing flexibility in work timings completely.   employees. for our employees for a definitive period to attend to certain personal In addition to initiatives that I have • Globally Empowering Mental exigencies. spoken about earlier viz. Any Time Health (GEMS) program enabled Doctor, Doctor’s Day, etc, we launched employees and their families to Q. What are your practices several programs for our overseas identify and address any mental to improve employee employees and India-based employees, issues without judgments and fears. experience? viz. iCall Online Counsellors, Mindful Meditation sessions in U.S., Europe, • We also started a #14DayChallenge A. We have been forced to change and India, a series of fitness programs, with our employees, which is a our ways of working, embrace and Laughter on Calls programs for series of extracurricular activities new technologies and rethink internal employees. We also, trained our such as Sudoku, Puzzles, Cooking, communications. At LTTS, we are Leaders to demonstrate empathy, Engineering Waste, Painting, working collaboratively to deliver a resilience, kindness, and compassion to Story Writing, and Quarantine positive employee experience to keep help with employee well-being. Testimonials (Home Sweet Home) our workforce happy and productive While all the activities were done to help employees stay engaged.  during these unprecedented times. virtually, it was due to the power • We established a robust virtual of technology and the strong   communication chain that bound onboarding process that supports together all members of LTTS spread Q. How do you nurture inclusive rapid onboarding of new joiners across various geographies, as part of cultures for talent attraction & and which also focuses on creating a one family to enable employee Well- retention? feeling of connectedness with their Being. team and the broader company   A. At L&T Technology Services we culture. see diversity as an opportunity • We launched the WFX (Work Q. Any concluding comments? to learn from each other, expand from Anywhere) program, which horizons and appreciate different envisions greater flexibility at work A. In times like these, when crisis points of view. Our initiative WINGS with a combination of physical and strikes, every organization maximizes the power of gender virtual team collaboration. Under should ask themselves what their diversity and inclusion to drive the WFX program, LTTS enabled a culture is, what is the value system innovation and business growth. smooth transition of the workforce and what do they stand for.  At LTTS, Our workforce currently comprises from ‘office desk’ to ‘home desk’, we asked these questions to the 22% women and our target is to and in the process redefined the leadership team and we are driving a achieve 30% by 2026. The aim is to concept of ‘physical workspace.’ project to redefine our LTTS Vision help women realize their potential and • To ensure health and well-being and Values under an initiative called fuel them with the energy and drive to of all LTTS employees, LTTS Project Avatar.  We intend to define develop and grow. developed and launched the our culture manifesto in our journey weCare mobile app to track to building a stronger and more Some of the key initiatives to improve and monitor safety and health of sustainable organization. Gender Diversity includes: employees and their immediate • Ex-Employee Recall Program family members, while ensuring Similarly, through our annual protection of employee and employees engagement survey, we – Providing opportunities for customer data. collected feedback and inputs from our women ex-LTTSites to rejoin the • We facilitated Secured HomeLabs employees and we launched another organization. for our employees where entire initiative called Project Rendezvous, • Exclusive Women Referral lab setups were done at homes, through which we will action on several Programs – For lateral hiring, we including hardware infrastructure & inputs from our employees.  We will conduct exclusive women referral workstations, while maintaining all finally converge these two projects to programs, to include women security guidelines. launch a brand-new vision and value candidates statement for the company and create • Women Recruitment Drives – We Q. How do you ensure employee an LTTS that will be stronger, ready have earmarked 2-3 exclusive well-being? to scale newer heights and provide a women campuses for fresher level bright future for our employees.  hiring A. When the pandemic hit, we • Sabbatical Policy – Enabling work- were faced with the situation Thank You, M Lakshmanan! life balance and provide personal & professional development for female employees • Part-Time Working Policy – 16 SightsIn Plus

Expert View Dave Ulrich Seven Talent Responses to the Great Resignation Employees who have been working remotely and return to the office should not just do the work they did remotely. If someone comes to work to merely repeat what they had been doing from home, then they are more likely to consider moving on. The Great Resignation, or Dave Ulrich experience.  To counter opportunity spike in talent mobility, mobility, business and HR leaders should not be a surprise.  Rensis Likert Professor, can increase current employee Many employees have spent Ross School of Business, experience by offering three work the last 18+ months sequestered, often conditions:  believe (find personal working alone at home with most work University of Michigan, meaning from the work), become (learn connections through technology.  Partner- The RBL Group and grow from the work), and belong Other employees while physically at (foster positive relationships at work).  work have also been socially isolated with safety protocols limiting personal Salary mobility occurs when connection.   employees are offered sizeable financial   incentives to move on.  Countering With more personal time to ponder salary mobility requires targeted and with fewer work-related and creative compensation schemes social connections, employees feel like higher at-risk pay, increased less attached to their teams and ownership incentives, or more pay organizations and more willing to for performance.  Working condition- explore job and career options. mobility occurs when employees move   because of work hours, flexibility, and So, how can business and HR physical space.  Countering working leaders not be resigned to employee condition mobility comes from resignation?  employees co-creating where, how, and   what work is done as long as the work creates value. Retain the Best    If better employees are retained, the Employees consider changing jobs vicious resignation cycle of losing and for many reasons including increased then hiring employees can be avoided.  opportunity, salary, and working It is also useful to recognize that not conditions.  Opportunity mobility reflects hope for a better work www.sightsinplus.com 17 November 2021

Expert View Dave Ulrich all employees should be retained and Sometimes, a referral is hired, the employee who that perhaps the most “strategic people the best talent offered the referral is more likely to decision” a leader can make is to place pool of future stay because the referring employee one’s lowest performing employee employees are public acted as if committed to the in a competitor (and hope they stay!) competent organization.  This means encouraging (ahem!).  former referrals from high-performing   employees employees who are likely to refer other who might high performers and then more likely Rehire Targeted return. to stay.  As a caution, it is critical to Employees Who Resign manage diversity in referrals.   Sometimes, the best talent pool of future employees are competent former Remove Low Value- employees who might return.  At times, Added Work those who leave anticipate opportunity, salary, or working conditions that may Employees may be more likely to leave not come to fruition.  Staying in touch when frustrated by the bureaucratic with regrettable-loss employees might falderol they face.  One company that induce those employees to return.  lost 20% of its employees committed to reduce workload at least 20% so In addition, rehire (or rebound) that the remaining employees were employees tend to stay longer and communicate the value of not leaving to those who might be tempted to do so. When rehiring, it is imperative to NOT create a career promotion track that includes leaving the company, then returning with promotions or salary increases that would otherwise not have been available by bringing former employees back within reasonable salary and career bands. Recruit For the Future An HR executive who was facing the loss of talent defined talent mobility as an opportunity to recruit new talent better suited for the future.  In many cases, knowledge workers (who might be among the first to resign) can now come from anywhere, anytime, and anyplace on agile employment contracts (full time, part-time, project- based).  If current employees are replaced by future employees with upgraded skills, then talent migration becomes a positive inflection point.   Rely on Referrals to Replace Employees Often, a great source of future talent comes from referrals from current talent.  Asking employees who perform well who they might recommend as potential employees helps identify candidates more likely to contribute to the organization.  In addition, when 18 SightsIn Plus

been doing from home, then they are employees may work from whatever more likely to consider moving on.  location works best for them.  Work Office spaces should be forums for engagement means that employees social cohesion and the right culture appropriately participate in work through collaboration, creativity, and decisions that affect what they work connections.  Employees come together on and how they work.  Of course, to work together, not to isolate.  many jobs require in person work, but   even these jobs may be personalized by both caring about the employee and Personalize Work by inviting the employee to co-design ways to improve the job. Mass customization has occurred   in made-to-order products or services that meet unique Your Additional customer requirements.  Likewise, Suggestion? personalization occurs with employees in two ways.  First, treat each employee In brief, don’t be resigned to as a “person” respecting their unique resignation.  Review the seven lifestyle and skills by expressing reimagined talent practices as an empathy and sharing emotion at a assessment checklist.  Create a personal level.  Second, be flexible to cohesive workplace that will then the unique employee circumstances. help your organization succeed in the For example, hybrid work means that marketplace.  Assessment: Reimagining talent practices   Reimagining talent practices Rating To what extent do I (or does my organization)… (1 lo to 5 high) 1. Work to retain top talent by helping employees have   a better experience through a.      Believe: finding personal meaning from work   not burdened with performing others’ b.      Become: learning and growing because of work   work.  The remaining employees looked at reports, approvals, meetings, c.      Belong: having a positive community or social   measures, policies, and procedures connection at work that were not adding value and were able to remove these administrative 2.      Rehire talented employees who have left   burdens to make their work more appealing.  Using people resignation 3.      Recruit for the future by sourcing future skills from   as an opportunity to reexamine work new places and forming innovative employment contracts process and remove low value-added work helps retain good people.  4.      Rely on referrals to attract new talent and retain top talent     5.      Revise work by removing administrative burdens   Reinvent the Work   Setting 6.      Reinvent the work setting by encouraging   community when working in the office setting Employees who have been working remotely and return to the office 7.      Personalize work by caring about each person and should not just do the work they tailoring work conditions did remotely.  If someone comes to work to merely repeat what they had www.sightsinplus.com 19 November 2021

Interview Deepa Chadha In Conversation With Deepa Chadha SVP, HR & Corporate Affairs, Vistara E xclusive On employee attrition 20 SightsIn Plus

By- Romesh Srivastava Deepa currently serves as SVP-Human Resources (CHRO), & Corporate Affairs at Vistara, a joint venture of Tata Sons Private Limited and Singapore Airlines Limited (SIA) wherein Tata Sons holds 51% stake in partnership and Singapore Airlines owns 49% stake. The company is registered as TATA SIA Airlines Limited. Chadha brings with her 20 years of leadership experience. She has been with the Bharti group in various roles since 2009. Before joining the Bharti’s she served as VP Global-HR, shared services at Genpact. Deepa has also handled critical business roles with Oracle for nearly six years along with managing presales and Business Development functions. She was instrumental in launching and establishing the Oracle Human Capital Management brand in India. She holds a master’s degree in human resources from the Tata Institute of Social Sciences. Q. As an HR leader, what are Our teams were quick to understand Q. Attrition is sky-touching, the challenges you are facing that a one-size-fits-all approach cannot how do you manage attrition when it comes to hybrid work work. They collectively came together levels in current working models at culture and working with fewer to adjust in the rapidly changing Vistara? employees in the office? dynamics of the work mode, and we were able to operate seamlessly, as an A. Our teams are passionate A. We operate in an industry organisation. about the work they do where most of our workforce   and understand the nature of the is made up of frontline staff in industry well. We’ve worked hard operational roles such as cabin crew, We’ve worked hard to build a sense of community pilots, ground services professionals, to build a sense through transparent, empathetic, and engineers, technicians, etc. Hence, it of community engaging communication between the is challenging to maintain different through transparent, employees and the management. Our working modes for them and for empathetic, people are mature individuals who the relatively fewer employees who and engaging understand the dynamic environment have desk jobs. However, I feel we communication we operate in, and act with great have been able to manage things between the responsibility. well, despite the challenges. Like employees and the   any other organization that was management. Additionally, we try and stay abreast shifting to a virtual medium, our with the entire workforce, understand initial apprehension was around lack their requirements, and have constant of communication and coordination dialogues about their growth. To this between teams. But we were able end, digitalization and automation of to tackle that with effective use of key processes like regular monthly HR technology and with the unwavering connects, a digital L&D calendar, digital support of our team members. engagement events, quarterly R&R 21 November 2021 www.sightsinplus.com

Interview Deepa Chadha events, etc. has played a very important especially from the Tata Management We continue to expand our learning role. We believe that the key to the Training Center (TMTC) and Tata and development calendar by engaging organization’s growth lies in having a Business Excellence Group (TBExG), with leaders, taking recommendations happy and motivated workforce. which helped us in our endeavour from experts and in line with the   of bringing the best learning changing requirement of the industry. opportunities to our colleagues. In the new normal, skills such as Q. Covid has forced employees to   resilience, agility, learnability, and gain new skills in a short span, digital acumen will go a long way, how did Vistara help in upskilling its At Vistara, employee which is also our focus for the future of employees? wellbeing is a top L&D at Vistara.   priority and we   consistently try A. At Vistara, employee wellbeing to provide them Q. How has technology reformed is a top priority and we with relevant HR management post-Covid? consistently try to provide them with opportunities   relevant opportunities for upskilling for upskilling and reskilling themselves, thereby and reskilling A. As we shifted to a remote enabling growth for the individual themselves, thereby working arrangement during and the organization. To enable this, enabling growth the pandemic, Technology played a we rolled out a Digital HR L&D for the individual key role in creating an effective and calendar for the entire financial year and the collaborative virtual workplace at where experts designed and facilitated organization. Vistara. Numerous functions of HR trainings on leadership, soft skills, management, for example, payroll, and functional skills over the digital time and attendance, benefits, talent medium. The digital platform also acquisition, talent management, etc. enabled us to also reach out to our have had to be shifted to a digital operations staff with these L&D medium. opportunities, which is relatively difficult otherwise. The hiring and recruiting process is   being assisted by AI like never before, We were also supported by the speeding up the process to a great ecosystem of our parent organisations, extent. Widespread digital programs centered around employee wellness are 22 SightsIn Plus proving to be highly effective. With efficient HR analytics that helps with quick and accurate data collection, critical decisions around staffing, compensation, scheduling, etc. have become easier. Q. Any additional comments? A. A People-First approach by organisations, especially in times of crisis, goes a long way. For HR professionals, this means developing a stronger focus and a more holistic view of employee wellbeing. There needs to be constant research and development within the people management space as the work culture goes through a transformational phase. Technology and automation will increasingly gain more prominence while effective communication will continue to be the backbone of efficient work cultures in the future.   Thank You, Deepa!

Insights Sai Kumar Chandran Sai Kumar Chandran Impact Focused Development - Founder- OrbitShift The Best Way to Develop and Retain Top Talent Sai Kumar Chandran is the founder The question in today’s world is who will help of OrbitShift, a coaching & consulting assist senior management in managing the challenges they have to deal with? This is practice and an entrepreneur at where Leadership and Talent pipeline has to heart. He is a strategy & performance perform more than ever, we need more hands- on-deck to manage business outcomes and consultant, a business & executive their impact. coach and a board member to several SMEs. Sai currently helps senior leaders in organizational transformation through strategy, people, cultural, AI & tech solutions. He has been a business and HR leader with many large organizations/groups and is recognized for the impact that he brings through thought leadership, strategy, and execution excellence. We are living in a world where not only business, but the way of life itself is rapidly evolving. A careful examination of these changes, and we will find while in every business there are some things that will not change, there are other things that are rapidly evolving. To get this in perspective, just a few relevant comparisons:   What’s not changing? What’s changing? Customer has been and will Customer expectations and their right are continue to be the centre of a evolving faster than ever. Also, are evolving the profitable business. models and methods of engaging customers. The need for sound The challenge of staying profitable is being financials has always been shaped by a rapidly changing competitive there and will continue. landscape. Industries are competing not just within themselves, but with other industries too. Fundamentals of running But the investment and revenue cycles are a business: investment, constantly seeing changes, along with ways of product/service, delivery, doing business. There is a technology-driven selling, etc. still are absolutely way of running a function, with its traditional required. role, still relevant in most cases. Employees and staff are still Employment concepts and practices are rapidly critical. evolving and will continue to evolve. 23 November 2021 www.sightsinplus.com

Insights Sai Kumar Chandran Now, in the light of all this, if the selects talent pool relevant to outcomes. business has to perform, Business solve the organizational problems.   Leaders have to deliver outcomes This is done by using the problem By this philosophy, top talent is and impact. And this means, often the contours to establish talent Leadership and Talent pipeline also assessment criteria. Hence, unlike always organized as a task force, has to perform. the traditional approach, only the with the relevant authority, and   presence of certain competencies is rationalization of their day-to- For decades now, Learning and Talent not enough. day workload, so they can focus Management practices have shaped • Ensures integrating development on delivering outcomes and up, evolved, and developed many ways with solution of business problem desired impact. to deliver better Talent Management in real-time. This is far more than   programs. There was a world of skilling the traditional approach of action The best variations of the Impact and tooling created by the advent of learning projects etc. Focused Development are: large-scale manufacturing and quality • As an approach doesn’t need an • Change Indexed Development – practices. Then came the world of TNI- independent IDP, but generates a here the business is looking to fix TNA and training calendars. Then the Context-Driven IDP. Here, a top problems, or evolve to newer ways evolution brought in learning journeys talent program Incumbent chooses of doing things with the existing and interventions for competency development focus to solve the customers, products, services, etc. development. Gradually assessment problem faster, better, and possibly Efficiency/remediation is the key and development centres came, and in novel ways. In fact, several here. so did blended learning. Now we have incumbents can share a context • Solution Indexed Development gamification, simulations, VR and well, driven IDP. – here the business is looking to coaching & mentoring too. And these •   Ensures the incumbents learn and create new products, services, are all still relevant and will remain deliver, and further grow with the business models, etc. Innovation is relevant, till there is a need for growth/ the key here. change in running the business and within that the need for growth/change for people.      But with most of these methods or method-oriented approaches, the objective was often readiness of talent, not really application of talent development to immediate business context. Not making a sweeping generalization here but bringing forth a practical challenge that I have seen both from the HR and the business leadership side.   The question in today’s world is who will help assist senior management in managing the challenges they have to deal with? This is where the earlier reference of Leadership and Talent pipeline has to perform, came from. More than ever, we need more hands- on-deck to manage business outcomes and their impact. This entails complex and prolonged problem-solving at times.   This is where the construct of Impact Driven Development of Top Talent comes in. Impact Driven Top Talent Development: • Is a framework/approach that 24 SightsIn Plus

• Growth Indexed Development • A talent pool willing to play the actual results. – here the business is looking to high risk – high stake game • That it eliminates the need for expand territory, or new lines of business, or new categories of •  A sign-up process where they laborious IDPs and development customer acquisition. Setup and are repurposed to being the final which is difficult to track and even expansion are the keys here. frontier justify in terms of ROI. • That it brings a clear distinction   • A skilling-tooling process where between regular work and In this way, the talent pool will be they are purposefully reskilled prioritized high impact goals. • That it eliminates a need for the harbinger of change and will be • A governance process that will separate stretch assignments to a segmented group purposed to deal enable them be distributed all around the with difficult or high-stake issues. organization without a guarantee of Meanwhile, the rest of the solid •  A senior leadership commitment to things getting done. citizens of the organization can keep see them through to the impact   their focus on the repeatable and reproducible day-to-day operations   Question is, how do we without worrying about having to The key challenges (dilemmas & make this switch? take risks. Needless to say, regular derailers) for Impact Focused upskilling can continue for this Development are: First and foremost: this is a mindset population. • Keeping the talent program change. Stop making Talent   Management an HR priority/purpose. The Core Components of Impact relevant through the year to capture Talent is one of the essential supply Focused Development are: business issues – this is a cycle chains in keeping the business running. • A problem / situation / need to change from the once-in-a-year So, Talent Management has to be a solve approach. business priority. • Enabling focus of the talent group   25 November 2021 with work and empowerment Second: this is a strategic change. management – this is a cultural We have to start looking at talent change to be made. development to be a driver of business • Enabling real-time skilling and change, solutions, and growth. guidance – this is a leadership   mindset shift Third: this is a cultural change. We • Knowing what to do with the talent, have to make time and space to pull out once the Impact has been achieved a set of available talent and repurpose – this is a process change. it to make a differential business • Creating a pool of sufficient and intervention and gain. readily available focus areas – this   is a growth and business issue and a Fourth: this is a leadership change. strategy change. Leaders have to take on the task of   talent development in a purposeful The Key benefits of Impact Focused way, and the purpose here is to ensure Development are: a better return of investment of time, • That it yields a purposeful talent energy, and resources. development, which is proved with   Lastly: this is an operational change, Creating a pool where not everyone is doing everything of sufficient and in the organization. The concept readily available of division of labour is used in an focus areas – this intelligent new-gen way to deal with is a growth and what’s novel, risky or high stakes, a business issue little away from the regular work. and a strategy   change. In bits and pieces, many organizations do some of this in their talent development cycles. But the point here is to transition to this targeted approach. www.sightsinplus.com

Angela Ahrendts @AngelaAhrendts \"Everyone talks about building a relationship with your customer. I think you build one with your employees first.\" Indra Nooyi @IndraNooyi \"If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you.\" November Doug Conant @DougConant “To win in the marketplace you must first win in the workplace.” 26 SightsIn Plus

Monthly HR Magazine Rattan Tata @Rattan_Tata “None can destroy iron, but its own rust can. Likewise, none can destroy a person but his own mindset can.” Timothy R. Clark @timothyrclark \"Highly engaged employees make the customer experience. Disengaged employees break it.\" 2021 KUNAL BAHL 27 November 2021 @1kunalbahl \"Scale is important for a startup. Think big, but take one day at a time.\" www.sightsinplus.com

Expert View Glory Nelson Amplifying Workforce Fluidity According to the Randstad future workforce report, by the year 2025, 69% of the workforce will consist of agile and non-traditional workers. Compared to pre-pandemic levels, about 70% of company executives expect the demand for individual, on-site freelancers, contractors, and temporary workers to increase over the next two years. This also includes a demand for IT contractors with specialist competencies. As organizations re-imagine Glory Nelson moving beyond specialized job the concept of work post- responsibilities. This is seen as a vital pandemic, the fluid Chief People officer step to move towards the workforce of workforce breaks decades of Xebia Global Services the future and stay flexible in the labor tradition where organizations had come market- a departure from previous to rely on skilled professionals with years. tightly defined roles and skills. With the hybrid model of work fast To leverage and deploy the best talent, becoming the norm in the digital companies need to manage their economy, companies are sourcing skills workforce efficiently. The Deloitte from both within an organization and 2019 Millennial Survey points to how outside of it. most millennials wanted to leave their present companies, due to a lack of According to the Randstad future opportunities, to advance their skills. workforce report, by the year 2025, Lack of learning and development 69% of the workforce will consist of prospects alongside innovation agile and non-traditional workers. remained the core issues that topped Compared to pre-pandemic levels, their concerns. about 70% of company executives expect the demand for individual, Creating Learning on-site freelancers, contractors, and Frameworks in a Liquid temporary workers to increase over Work Environment the next two years. This also includes a demand for IT contractors with Creating the right learning and specialist competencies.  development framework enables organizations to be future-ready. More and more workers are ready to One needs to have a dynamic and learn new skills to retrain to remain informed approach to workforce employable in the future. As multiple training that allows workers to build roles converge, employees are now their capabilities for the future and 28 SightsIn Plus

helps them navigate through an Challenges in Workforce Human resource teams also have to enterprise and ecosystem mindset. Fluidity consider ways of attracting talent in gig The cornerstone of a fluid workforce roles and also manage permanent staff. lies in promoting skill-based learning With the pandemic necessitating There are challenges of performance programs that experiment with job the need to hire contract and metrics and benefits for employees roles, welcoming in an employee flexi employees, more and more who aren’t full-time workers. There ecosystem that promotes teaming organizations are driving a resource are many other issues that arise rather than siloed hierarchical job strategy that saves costs and ensures when organizations try to retain a roles and titles. Workforce fluidity higher productivity and output. Some flexible workforce. One of these is the is also about valuing contributions organizations that are hiring permanent continuous onboarding of professionals and accessing new capabilities that employees continue to re-onboard and to keep up with the demand because of foster cross-functional expertise. The re-skill with the evolving needs of the a turnover. This has a knock-on effect progression of job roles becomes less market. A fluid workforce involves on employee experience that varies linear and more diverse without being combining both these strategies that significantly along with engagement watertight. have far-reaching consequences for and performance. the human resource teams that have to Benefits of a Fluid change the HR policies, programs, and Learning and development is critical Workforce workforce automation solutions for the part of attracting and retaining entire organization. employees. It helps in fostering better A fluid work environment has varied performance among the workforce. benefits for organizations. The resource Learning and One of the most difficult aspects planners and executives can identify development that organizations face in the post- the future needs and implement is critical part pandemic hybrid work environment solutions for the company to reach of attracting is the way they measure performance its strategic goals. Predicting labor and retaining and communicate goals to flexi-workers movement and bringing in better employees. It helps as opposed to permanent workers. on-boarding of talent remains another in fostering better A lot of organizations do not have positive aspect.  performance clear transparent processes that drive among the employee performance. Employee retention techniques workforce. also allow managers to harness and As organizations transform their hone talents and optimize expenses, workflows, many face the serious mitigating possible risks to business concern of how their top brass change continuity in the end. the mindset. Most companies are used to specialized job responsibilities Fluid work environments enable the and the culture is more attuned to a top management and the HR managers permanent workforce without any to establish a shared vision that helps fluidity of job roles. Breaking this mold align business policies with employee is a long-drawn process that needs a well-being. Technology solutions and tricky balancing act from top-level automation address these shared needs executives to junior-level employees. to help organizations strengthen their culture and get valuable insights for www.sightsinplus.com further growth. Workforce planning also enables companies to understand their labor costs and wisely allocate their investments based on insights of best- performing employees that deliver the highest ROI. Organizations can also make decisions about where the greatest investments in employee training and development by identifying areas the workforce needs most help with. 29 November 2021

Insights Sanchit Malik Sanchit Malik New Hiring’s V/s Co-Founder & CEO, Pazcare Retention Rate Sanchit Malik is the Co-founder Hiring new talent should be done slowly and and CEO of Pazcare, an employee steadily as it will eventually shape the future of the organization. It should be completed while benefits, and insurtech platform. keeping in mind the targets and goals of the Previously he founded Townscript, same. While the hiring process is taking place, a self-serve ticketing platform, and it is integral for the organization to make sure ran it for 7 years before selling it to that the to-be employee knows that his or her personal growth will also be taken into account. Bookmyshow. It is also important for the employers to ensure that the candidate’s expectations are also met simultaneously. The competition nowadays opportunities in the corporate world. has skyrocketed in every With each company offering field. Employee retention something or the other, it has become rates have dropped difficult for employers to hire people considerably because of numerous who will not make the switch pretty 30 SightsIn Plus

early or at all. Every field has a lot of sure that his or her demands are being up with a well potential for the workers to do well in met and that there are ample instances curated package for the prospective terms of monetary values or for growth. Nobody wants to be stuck employees. A competitive salary along maintaining a lifestyle, this is where in a particular job with no growth in with some added perks and incentives the HR department comes into play. It sight. The company should make sure will not only help you hire a good is important to hire candidates who are that the person knows what his job working team but also make the willing to commit towards the requirements are and what is expected company more desirable. Some benefits betterment of your organization.  of him. like, dedicated gym area in the office, a   healthy snack station, a comprehensive Hiring new talent should be done Stating clear department goals health insurance plan, paid time off, slowly and steadily as it will eventually beforehand will decrease any bonus related to achievement. You shape the future of the organization. negligence on either the employee or can also give them an option to invest It should be completed while keeping the employer part. You should always a part of their salaries towards their in mind the targets and goals of the communicate your problem statement retirement. If the team is working same. While the hiring process is taking clearly before any prospective remotely, the perks can be adjusted place, it is integral for the organization employee to make them understand the to suit their needs, like a stable wifi to make sure that the to-be employee job’s requirements. This will not only connection, a desktop or laptop, online knows that his or her personal growth make the onboarding process easy, but yoga classes or an easy chair for them will also be taken into account. It is also make them aware of the company’s to relax.   also important for the employers to work culture and their responsibilities.  ensure that the candidate’s expectations It is important for the employer to are also met simultaneously. With In today’s employee-driven corporate make their employees feel appreciated the increasing demands of working world, it is important for HR to come and valued throughout. Not only when individuals, companies have started they have birthdays or anniversaries giving out added incentives along with In today’s day and but their small wins and achievements the salary. These might include gym age, individuals should also be appreciated and memberships or an Amazon prime are looking for celebrated. The employer must subscription - companies are taking opportunities which help them maintain a good work- their offers up a notch by catering to will not only be life balance. This will ensure their the individual needs of the candidates.  sustainable in the hundred percent participation and   present but also efficiency. Hiring new employees By looking at previous job records help them in the is tiresome because sending out job of the potential employees, HR can future as well. notices, sorting through applications, know if the individual is looking for conducting interviews and negotiating something long term or short term. salary is a very long process. It is a time Even if the candidate has come with consuming task and to do it frequently a short-term goal in mind, retaining won’t be the best decision for the them is crucial for the organization company as a whole.  because continuing the hiring process   at regular intervals will not only be a On the other hand if you have hassle but also not build a good rapport employees already working for your with the employees. HRs should ask company, it will be easier for them the long term goals of the prospective to optimize their work as they will employees while interviewing them. already be aware of the working This will help them make a well environment and expectations. The informed choice while choosing the business in general will definitely right person for the job.  see better results from the existing   employees because their vision and In today’s day and age, individuals are goals will be much clearer than a new looking for opportunities which will recruit’s. But since the company has to not only be sustainable in the present provide opportunities for growth and but also help them in the future as well. development of individuals as well, Providing incentives to the employees HRs should deploy enough employee is critical because of the competition benefits for their team, to satisfy their between companies. While diving into needs and stop them from making the the job market, a person will make switch.  31 November 2021 www.sightsinplus.com

Insights Mansi Maheshwari Mansi Maheshwari How to Build HR Manager, Zimyo a Company Culture that impacts Mansi is an experienced human Employee Retention capital manager with a demonstrated history of having worked in FMCG, According to a study, over 50% of executives state that corporate culture has a direct Travel, IT Industry. At Zimyo, she impact on productivity, firm value, creativity, is combining all her knowledge and profitability, and growth rates. These studies industrial experience to streamline have highlighted the significance of company business processes and drive cultural culture on retention. transformation. Apart from identifying and onboarding cutting-edge talents, Appropriate hiring, rewards overlooked factors when it comes to Mansi has taken up some major HR & recognition, and lucrative employee retention.  transformational projects- which are a employee benefits all play a   major part of Zimyo's growth story. crucial role in employee According to a study, over 50% of retention. But is all this enough to executives state that corporate culture retain your A-players? No, it isn’t as has a direct impact on productivity, long as you don’t have a positive work firm value, creativity, profitability, culture. Work culture is one of the most and growth rates. These studies have 32 SightsIn Plus

highlighted the significance of company your employees during times of need feel disheartened, won’t you? Awards culture on retention. Therefore, and offer them the help they need- be and recognition play an important role fostering a work culture that stands out it emotional, financial, mental help.  in creating a culture of appreciation. from the pack is the main ingredient to Rejig your office spaces into more You should celebrate the wins of your attract and retain top talent.  casual, personalized, and comfortable employees no matter how big or small   places. Developing a culture where they are. Acknowledge their hard work, So, how can you discard toxicity from employees don’t hesitate to reach recognize and reward them publicly, your workplace and build a winning out to any person in the organization or you can send personal appreciation work culture? Worry not, here are should be your end goal. Keep your mails.  a few tips that can help you build a communication channels open and   work culture that boosts employee try to make your employees feel more Encourage Frequent Feedback  engagement, improves retention rate, comfortable and connected in the Taking frequent feedback from and ensures high productivity.  organization.  employees can help you build your     dream work culture. When you take Focus on Output, Not on Clock  Plan Events Often  feedback from your employees and The first step to creating a culture of Some people think that weekly team act on it to make necessary changes, trust and transparency is to build a activities are nothing more than a waste your employees feel more involved culture that is output-focused and not of time. According to researchers at in the organization. It will make them clock-focused. However, this doesn’t MIT’s Human Dynamics Laboratory, feel valued and appreciated in the mean you should not keep track of conversations outside of formal organization. When your employees your employee activities, you definitely meetings are crucial to team success. get the idea that their voices are need some structure to define office So why not build more opportunities heard, they are more likely to give hours. But you shouldn’t expect to build strong bonds with our team honest feedback which eventually will your employees to strictly follow the members. Organize fun activities, improve your work culture. Take your defined schedule. You should eliminate healthcare sessions, plan team outings employees› opinions into consideration micromanaging from your system and or short trips, organize town hall and improve company culture.  need to offer them some flexibility. Your meetings, and make your employees   focus should be on the work done not feel more close to each other. If you Befriend Right Technology on when and where it is getting done.  are working remotely, you can connect You can improve your company   with your team virtually.  culture by investing in the right Constant Communication   technology. For example, a human Interactive one-on-ones can help you Rewards and Recognition resource management system helps build a positive work environment. Imagine if you have been working in the automation of mundane day- Constantly checking up on your team tirelessly on a particular project or to-day tasks that save a lot of time members or other members in the task and it has produced the desired which can be utilized in improving organization can help foster healthy results and now it’s time to celebrate employee experience. You can opt for work relationships. As stated in a your success. But what if nobody a performance management system to McKinsey report, well-connected appreciates what you did? You will take continuous feedback, encourage teams see a productivity increase of peer-to-peer recognition and self- 20-25%, which is quite great. Make The first step to assessment, you can also invest in communication a part of your regular creating a culture communication tools such as Slack schedule, make frequent phone calls of trust and or Zoom that allow for improved to know how they are doing. Frequent transparency is communication and collaboration communication with team members to build a culture among employees.  can help you identify issues both that is output- professional and personal that might be focused and Final Words impacting your team’s performance. It not clock- also helps you connect with your team focused. Following the above-mentioned tips, members on a personal level.  you can build a culture of positivity,   inclusiveness, and belonging. Keeping Always be There  employees happy doesn’t necessarily When you say your employees are require a raise, there are several your family, you need to stand true to other ways that keep your employees your words. Make employees feel at engaged and motivated in the home. Always be available to your team workplace. If you offer a healthy work members not only professionally but environment to your employees, they also personally. You need to support will offer you great performance in return. 33 November 2021 www.sightsinplus.com

Interview Saurabh Deep Singla Rendezvous WSiathurabh Deep Singla EVP & CHRO, Ecom Express E xclusive organizational culture 34 SightsIn Plus

By- Romesh Srivastava Saurabh Deep Singla, Executive Vice President and Chief Human Resource Officer (CHRO) for Ecom Express Private Limited, a technology-enabled end-to-end logistics solutions provider to the e-commerce industry. He is responsible for preserving the Company’s unique culture of positive engagement with its 45,000+ employees and counting, overseeing talent management and development, diversity and inclusion, culture of safety, HR policies, and programs. His experience has been an invaluable asset for Ecom Express, leading the Company to grow threefold on employee base and twofold on location spread assuring employee delight across the country. Saurabh’s experience in HR portfolio spans over two decades of career extending to both Corporate and Business HR roles across diverse sectors and complex businesses (both-B2B and B2C) has provided him with hands-on knowledge and proven ability to work with multiple stakeholders and complex matrix organizations spread across continents. Q. What is the biggest challenge by re-inventing their organizational A. Although the post-COVID CHROs face when it comes to culture as they adjust to the new world still seems like a distant, organizational culture? paradigm that is the working present. uncertain destination, lessons learned   Transforming culture means constantly throughout the pandemic has more re-evaluating long-lived patterns to businesses weaving a “people first” A. We are living in a new normal. eventually reshape and embrace a ethos into their cultural fabric in the It’s normal in which the global holistic way of working. This approach future. As we continue to reflect on COVID-19 pandemic has accelerated provides the means necessary for a the implications of COVID-19 in the a shift in how and where we work. future-ready corporate culture where context of the future world of work, This has put organizations, their employees, leadership, and companies there are some recurring patterns and business models, and ways of working have the means to grow. ideas. This crisis has taught us to value to the test. Corporate culture is a key Organisations in the new normal frontline workers, who are making stumbling block. Many companies lag are autonomous, agile, collaborative, sure we get the essentials we need to when it comes to building a future- innovative and continuously learning, survive. In the case of Ecom Express, it oriented corporate culture. And entrepreneurial and customer-oriented. was our Field Executives who ensured even when organizations embrace But they also have digital leadership they were our greatest strength during the technology and remote ways of and technologies and processes. As the pandemic. working their employees' demand, we slowly emerge from the global   the right culture remains the main lockdowns, CHROs have a clearer Showing empathy toward employees’ accelerator to survive in the new picture of how resilient their business experience is paramount. As we move world where uncertainty prevails, and models are and where improvements toward a new normal, being intentional trust is a valuable currency. are needed to operate successfully. about how, where, and the ways in   Enabled by an operational digital which we work will be more important Corporate culture is not just a highly culture, they can use that knowledge than ever. However, adversity is always significant indicator for overall to redefine themselves, reinvent work, a driver of adaptation. The key to employee satisfaction and business and put their companies on course for building a successful organization is success, it is also the foundation future success. having a culture that welds the people on which companies can redefine   together. Corporate culture is not just themselves in the new normal. There an indicator of the company’s relation has never been a better (or more Q. Organizations are rapidly with its employees, but it is also a urgent) time for business leaders to shifting to a people-first crucial point where organizations can reflect, take a step back and build a culture as part of the new norm, how make significant improvements. stronger, more sustainable workplace do you see that? www.sightsinplus.com 35 November 2021

Interview Saurabh Deep Singla From a business perspective, I imagine organization’s values and goals. Q. What organizations should do that organizations infusing a “people n Ensure employee voices are to cultivate more “Human” first” ethos into the fabric of their Leaders? workplace, together with a strong heard: Managers can do this by   focus on not overshooting the limits following up on employee feedback, of our planet, will become tomorrow’s whether it’s from a pulse survey, A. Many organizations are trying to employers of choice. engagement survey, or spoken tackle the “disengagement virus”   feedback. After discussing the with a variety of initiatives and perks, feedback, employees should be but these have proven to have little to Q. What are the important steps involved in designing a solution zero long-term effects on employee to shaping employee-first process that aligns with their goals. engagement. culture in the organizations? n Recognize employees: It is     important that employees know I applaud every company that is wise their time, energy, and efforts enough to deeply care about its people’s A. Organizations should recognize are noticed not just by their happiness and engagement, and smart that if they take care of managers, but by the greater team, enough to know this is crucial to their workplace culture then the customer department, and organization, too. business success. However, studies experience and profits will take care n Align employees to company show that most companies are missing of themselves. Putting people at the success: Employees should know the mark and spending more time on center of the organizations’ thinking exactly what is expected of them – superficial activities instead of creating and decision-making will never steer the more clarity they have on their the systemic and cultural changes it in the wrong direction. Culture is performance and how their goals that sustainable and positive changes experienced in every employee’s action align with the greater organization’s require. What the corporate world 365 days of the year. It is not about the goals, the more engaged they will needs are humane leaders who wake up organizational perks, being perfect, or be. to the new reality of the 21st century being tied to a rigid set of rules. Culture n Provide real-time, honest and understand that their job, above is when employees feel empowered feedback: With genuine feedback, all, is to inspire, empower and trust to work autonomously and make managers can act as coaches rather their people; create psychologically decisions driven by core values. than simply evaluators. This allows safe work environments where they   managers to assist in employee can learn, grow and thrive, enjoy their There is no doubt that life and development - both personally and work, and be inspired to give their best. businesses have been disrupted professionally - while also giving   worldwide. Today, transparent employees a clear sense of how they The most important role of the leaders decision-making is required, and are performing. of today is to build and lead teams, rapid action is necessary. Employee n Walk the talk: If your drive change, keep people connected safety and emotional wellness must organization’s leaders and managers and engaged, and create a culture of be top of mind for all organizations. cannot demonstrate how to embody innovation, learning, and continuous Managers, more so than anyone on the a culture that values its people, improvement. When we know better, organization’s HR or leadership team, employees will not know how to we need to do better. have the ability to create and maintain embody it themselves.   a people-first culture. By having   direct contact and communication Q. Any concluding comments? with individual employees, managers Putting people at   are in a better position to positively the center of the impact employee experiences. Overall, organizations’ A. Culture has always been a tricky managers need to be empowered to thinking and decision- concept. Often seen as a soft transform the way they lead employees. making will never topic, culture is easily swept aside in Following are some of the ways steer it in the wrong favor of “real” priorities. In fact, HR through which managers can make a direction. Culture leaders usually have to disguise culture positive change: is experienced in management as some other initiative to   every employee’s get the resources they need. n Gain alignment: Align with action 365 days of Corporate culture is not just an the year. indicator of the company’s relation owners, board, and senior leaders with its employees, but it is also a on the expectations of a people- crucial point where organizations first culture. Asking questions such can make significant improvements. as, “How can we define a people- Leaders really need to start and lead first culture for our organization? any culture change initiative, but it’s What will it look like? Are our not what they say it’s what they do that policies aligned to support this will make the difference. culture?” The answers will properly   document expectations that fit the Thank You, Saurabh! 36 SightsIn Plus

Monthly HR Magazine Exclusive Magazine on Human Resource Management 37 November 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]

Expert View Usha Chirayil Usha Chirayil Reflections on Head- Talent Engagement & Retention & OD Samsung (SRIB) Culture Usha Chirayil is a HR leader with Great Resignation is like an intense flash over 2 decades of diverse experience flood tearing away everything in its way. The Culture of an organisation is acting like an in organisations including GE. anchor to which the Top Talent might cling Bosch, IBM, KPMG. In her current while colleagues get swept away in the high tide of attrition. assignment, she leads the Talent Engagement and OD function at Samsung (SRIB). Earlier she was HR Director at KPMG and led the Leadership & Organisational Development function at Bosch (RBEI). She completed her MBA from XIME Bangalore in 1998 after a Master's in Communication from Madras University in 1996. We were catching up after a – including ones who were ‘stuck’ in long. My ex-colleague KP toxic jobs prior to the Covid crisis? Was was on a brief visit to the city. it just an overreaction to ‘being locked The conversation turned to up for too long’ or was it something deciphering whether the Great deeper about the culture that had been suppressed but reappeared because Resignation was overhyped – 4 million people had enough time to reflect while people in the US quit jobs in April 2021 they were locked up? 38 SightsIn Plus

KP himself was in a pensive mood Is There an Alignment Great Places to Work about his new job that had initially Between Professed Have Great Managers seemed like a glamourous break. and Practiced Values to Influence Culture “The visiting cards, business suits, and stationery all reflect a new “During the crisis, the first aspect that Can the micro-cultures created by leaders MNC brand but the ‘soul of the was noticeable in some of our teams affect attrition? The immediate managers workspace’ remains that of the was a worry about productivity. This translation of Purpose can certainly company prior to ‘takeover’: the was in contradiction to our professed impact the employees (Example – might boss is always right, cronies laugh value.” Employees judged that there is right; as long as you impress the folks at his jokes and no one contradicts was a gap between the values in the and don’t keep your commitments it’s the legacy systems ... 40% attrition poster on the wall of the cafeteria and ok). KP agreed but argued that exit figures are quickly explained away the actual action ‘come- to- office- interviews in his organisation never cited to the overseas bosses as ‘nature of even- if- you- are- scared’ philosophy. Manager Conflict in the Top 3 reasons of industry’. No one dares to whisper Resignation – employees chose to quote that the toxic culture of the place Peer Pressure of Sorts better role, compensation, or higher has a prominent role to play... studies. One senior leader shared that his wife This led us to reflect on several could witness the nature of office calls Neutral Ombudsman inter-related themes: ‘Culture in her spouse’s organisation during building’, ‘Institution Building’ WFH period: respect, camaraderie, Culture can occasionally take a beating. -how it might translate into higher and trust. For many years she had Someone had a bad day and broke a Retention. While comparing notes forgotten what a civilised disagreement behavioural code. How do we address the key questions we pondered could sound like. It made her reflect the inevitable conflict and truly get the together: and acknowledge that her own office team members to ‘move on’ without culture was certainly toxic. The high anyone feeling suppressed or cheated? Do Purpose, salary notwithstanding, she eventually Culture Champions or Coaches can Mission, Values quit.  Similarly, many freshers from play that neutral role Actually Play a Role? campus had a chance to 'compare notes’ with batch mates not merely about Life-Long ‘Loyalty’ The crisis forced employees who saw devices but about the culture at work. vs. 100% Committed- colleagues meet an untimely death to While- It- Lasts rethink – why do I work? How does HR teams are the Purpose of my workplace enable being renamed KP also argued that with the increasing me to find value and expression in as ‘Talent Gen Z population, long tenures need my own life’s deepest purpose? If and Culture’– not necessarily imply Loyalty. Some the stated mission and values on probably as power-hungry and not-so-competent posters don’t translate into day-to- a reminder folks might be the ones contributing to day experience then I might as well that we cannot a toxic workspace. Unless Performance rethink my journey? attempt to buy benchmarks build a true meritocracy, the ‘human’ the Culture of the place can’t retain Can There Be a resource off a those who are truly adding value. “Human” Treatment shelf but need In the end, we both agreed that the Of ‘Resource’ to think and Great Resignation is like an intense appreciation flash flood tearing away everything in ‘Human Resource’ seems to imply to grow. its way. The Culture of an organisation ‘resources’ to be managed not is acting like an anchor to which ‘careers to be built’. A small change the Top Talent might cling while in the lens and the Culture that colleagues get swept away in the high grows is dramatically different. tide of attrition. HR teams are being renamed as ‘Talent and Culture’– probably as a Before the Great Resignation recedes reminder that we cannot attempt to into the annals of history, those who buy the ‘human’ resource off a shelf put the basic building blocks of a great but need to think and appreciation culture –Purpose, Respect, Direction, to grow. Appreciation, Growth, Meritocracy will help build great Cultures that withstand 39 November 2021 future shocks. www.sightsinplus.com

Expert View Amit Avaasthi Are We Running Behind Fads or Catching the Opportunity? The biggest challenge for organisations has been to maintain and grow the culture, provide a meaningful work experience and change the way organisations can be productive. That has been an area where still a lot needs to be done. I recently read the book– Amit Avasthi my mind. If the financial meltdown Work: A History of How We was the opportunity for Rise of Spend Our Time’ by James Senior HR Leader Finance, this could be the moment Suzman, an engaging for HR. Alas, it didn’t happen that account of how Work has evolved. way as most organizations embraced One of the parts is dedicated to a the change without really thinking phenomenon around  Talent where it about the shifts they could have talks about how McKinsey & Co. embraced, so what organizations did created ‘The War for Talent’ in 1998 was substitution (office work with to propagate a ‘myth of brilliance’ remote work), diffusion (solving for using a Briefing. As per the book, the then and their issues) rather than what started was a crazy race for transforming and embracing digital talent, paying outrageous truly by rethinking about the work compensation and a perception that design itself. executive talent was a rare   commodity.  We saw HR departments Come to think of it, a lot of processes transform from Admin departments Performance Management, to claiming a seat at the table, yet this Talent Management, Succession same briefing took some beating from Management all evolved as processes leading thinkers who called this “ during this time and yet had one talent myth” as a misplaced priority thing in common – they focused on and thus organizations focusing on individual brilliance all fed through individual business in a collaborative the approach of War for talent. Fast environment. forward to 2021, organizations   have started shunning some of these When I started to think of it, an processes or redesigning them with immediate parallel to the current the knowledge that collaboration COVID pandemic and the role of outscores individual brilliance any HR in facilitating business came to day. Is this a warning bell even for HR 40 SightsIn Plus

function and its “Seat at Table” or can Work Design Purpose HR contribute more meaningfully to the success of the organization? Development and Growth The biggest challenge for organisations has been to maintain Inclusivity Equity and grow the culture, provide a meaningful work experience and Inclusivity and organization spend a lot of energy change the way organisations can be on workplace inclusion without productive. That has been an area Is the work environment inclusive inclusion at grassroot levels. where still a lot needs to be done. I for me to speak my mind without any am listing below a few components fears of judgment? Being inclusive is E  quity that can be critical to build a great critical for collaborative organizations culture. to thrive. Often inclusivity starts with Does the organization give equitable manager behaviour which is ignored opportunities to all? There are various W  ork Design complex dimensions of this, more The biggest so in global organizations where Do the employees/ people have the challenge for intersectionality becomes crucial. autonomy to act, take decisions, and organisations has How organization is able to build an drive impact? The way organisation been to maintain equitable workplace contributes to the manages its workflows, how and grow the success employees interact with each other. culture, provide a   Organization Network Analysis is meaningful work To summarize, what we have seen a great way to get this information, experience and is a shift of Human Resource from it also feeds into the organization change the way Transactional to Seat on a table to the design. The freedom to do work organisations current state where it is a kind of an without being told what to do. This can be HR Bubble burst. Thought leaders feeling of autonomy leads to higher productive. globally have questioned the value work satisfaction as pointed out in of HR in recent times. However as numerous studies. I see it, HR is transitioning to a role where Work design and Workplace P  urpose design would both be important for organizations to continue going Do the employees have a connect through this continuous process of with the larger goals of the flux. This is where HR can drive organization? Reasons why the impact. organization exists? While it sounds simple, it is achieved by very few www.sightsinplus.com organizations. The reason is it is not easy for everyone to see purpose in your purpose. Can the organization demonstrate how it contributes meaningfully to society at large?   Development and Growth Can employees see how they can develop their craft further? Does the organization offer opportunities for development, provide upskilling/ reskilling? For employees to engage productively and contribute over a period of time, development plays a critical role. It needs to be anchored on key future skills that the organization requires and the employee can contribute to. 41 November 2021

Insights Harish Sarma Harish Sarma Employee Wellbeing: A VP Marketing, Key Dimension Sodexo BRS India in Rewards and Recognition Harish Sarma has joined Sodexo in 2017 as Assist General Manager Integration of employee wellness in the overall EX Strategy has gained a lot of importance. and was subsequently promoted to The realm of Rewards and Recognition is General Manager Marketing in 2019. thus widening to integrate meaningful and relevant programs. In the pre-Covid world, R&R Currently, he is working as Vice policies were essentially driven by rewarding President - Marketing since April performance. However, in the post-Covid world, 2020. Prior to this, he was associated these policies are being revamped to not only with Idea Cellular Ltd for 2.5 years drive and reward performance but also ensure and previously has also worked with that employees feel connected to the organization and can set and achieve wellbeing goals. Snapdeal, ITC, and Accenture. It has been over a year and and a new kind of burnout driven by the definition of the ‘new feelings of isolation, job insecurity, and normal’ continues to evolve. the blurring of boundaries between As people all over the world work and personal life. As everyone adjust to these rapidly shifting began to explore these uncharted paradigms, the impact of the ongoing waters of remote working and virtual global health crisis on our wellbeing has workspaces, leaders globally are been undeniable. People have been being prompted to re-evaluate their driven towards prioritizing their health employee experience strategies, to and mental wellbeing over much else. A navigate through this dynamic, hybrid more optimistic point of view would be work arrangement. that physical and mental wellbeing   have assumed their rightful place Integration of employee wellness in because of the pandemic. the overall EX Strategy has gained a lot   of importance. The realm of Rewards With the onset of the pandemic, and Recognition is thus widening to working from home went from being integrate meaningful and relevant a privilege to a necessity and this shift programs. In the pre-Covid world, came with risks to employee wellbeing R&R policies were essentially driven by 42 SightsIn Plus

rewarding performance. However, in measures to support employees • Involve Peers the post-Covid world, these policies are through these turbulent times is being revamped to not only drive and rapidly becoming a priority. To ensure While recognizing and reward performance but also ensure effective delivery of wellness initiatives, appraising employee efforts that employees feel connected to the organizations could take some key steps and contributions, it can be a organization and can set and achieve in this direction: good idea to invite colleagues to wellbeing goals.   participate in celebrating individual   accomplishments. This in turn The introduction of physical and • Personalization is Key inculcates a sense of belonging, mental wellbeing into organizational especially when individuals are frameworks has been ongoing. Today, There is no “one size fits working remotely and feeling several large and small organizations all” solution to Rewards and isolated. However, it is also are offering benefits like memberships Recognition. Since every employee important to remember that not all to wellness apps, access to fitness has different motivations/ drive on employees seek public recognition. centers, along with introducing the personal as well as professional initiatives such as company-wide front, employers could look at   walkathons, virtual yoga sessions, tailor-made solutions to foster Paying attention to physical and mental physical and mental wellbeing sessions those. For example, data collected wellness can help individuals manage with experts, and vaccination drives for from careful employee listening can stress, anxiety, and boost productivity. employees and their family members. help craft relevant R&R frameworks It can also make employees stay connected to a common goal and Wellbeing Initiatives • Go Mobile organizational purpose. To ensure as a Part of Rewards & better work culture, organizations Recognition Programs As people continue to work from are increasingly expanding their R&R anywhere, it is important for Programs by including wellness, Many people in the current scenario organizations to ensure that their gamifying rewards, creating leader are juggling with situations like dealing wellness initiatives are mobile and boards and much more, which in turn with the loss of a loved one, household can be opted from anywhere. With boosts participation and helps enhance chores, family responsibilities, health apps and virtual modules, such their Quality of Life. While you plan risks, financial instability paired with programs can be consumed by your R&R and Wellness strategies, do prolonged work hours, resulting to employees at their own time. To do consider leveraging digital solutions wellness gaining centerstage. Taking that, employers can take support that can help deliver personalized, from various mobile apps and mobile offerings to engage employees 43 November 2021 deploy technology for the effective in today’s Work from Anywhere world. delivery of wellness programs. www.sightsinplus.com

Insights Ankur Gautam Ankur Gautam Lack of Proper Employee Inclusion- General Manager- Human Resources Oriented Policy May Affect KDS Services Private Limited Retention Strategies Ankur Gautam is the General Manager- Human Resources at KDS Putting down paper to negotiate a salary or promotion with HR has become fashionable in recent years. Services Private Limited. He is a According to a recent survey conducted by me on strategic and agile Human resource LinkedIn, 44 percent of professionals believe that putting down paper for a promotion or raise is the right professional with over 16+ years way to go about it, while 56 percent disagree. of experience in leading Human Resource Business Partnering / HR Operations / HR Generalist roles in the IT/ITes, BFSI, Outdoor Media & Advertising, Conglomerate., and Management Consulting industries. When an organization’s must implement market-competitive retention strategy is backed human resource policies that make new up by agile and resilient and existing employees feel at ease in the policies that support both its system and secure at work. In general, business and people functions, it can new start-ups and other businesses succeed. Despite paying their focus on paying more than established employees well, most businesses brands, but they neglect to implement struggle to retain their employees. proper HR policies, which are critical for Controlling attrition has become a any business. HR policies and business major challenge for businesses and HR operational policies that are in place departments in recent years. Growing enable the firm in shaping a better companies face more peaks and troughs employee work experience culture. in handling employee life cycles, Putting down paper to negotiate especially if proper employee inclusion- a salary or promotion with HR oriented policies are not in place. Let’s has become fashionable in recent take a closer look at the attrition years. According to a recent survey problem, including scenarios that you conducted by me on LinkedIn, 44 might encounter as an HR professional percent of professionals believe that and the best possible solutions. putting down paper for a promotion When an organisation operates without or raise is the right way to go about proper HR policies in place, it may face it, while 56 percent disagree. After difficulties in managing manpower. To having more extensive research and keep employee turnover low, businesses discussion with industry professionals, 44 SightsIn Plus

I reached the conclusion that these these individuals, an organization employer relations, the leader motivates professionals were promised better may suffer significant losses. The employees by responding to their growth and career planning during company must have suitable HR questions and concerns, resolving on- the hiring process.  Sooner they joined policies in place to promote a culture the-job conflicts, and providing clarity on the organization, they faced the reality of diversity, inclusion, and belonging. company policy. Leaders who care about behind the curtain. Neither they got A policy that protects employees› their employees› well-being receive more professional work culture, employee mental and physical wellbeing while support from their team and a sense of welfare policies nor the succession also safeguarding their future. From belonging in achieving the organization›s planning strategies to shape up a career top to bottom, proper succession objectives. Employee retention can in the coming time in same company. planning and an unbiased culture be improved by cultivating a sense of Except for the salary hike, which they establish the trust value element. For belonging and inclusion. Employee got at the time of joining, they did many people, having secure work is inclusion-oriented policy fosters a not find anything which was really more significant than having a large culture in which each employee is given a promising and fascinating them to package with employment insecurity. platform to express their thoughts, ideas, continue in their current company. So, Employees always prefer organizations and opinions in an open forum. they are left with two options either go to work that provide social security Employers can lessen mental and for a new job opportunity or using a schemes, employee holiday calendars, physical stress and anguish at work by weapon of resignation to get a hike in and leave policies that provide benefits fostering these practices. Such rules salary till the next move. So that in next such as casual, sick, earned leave, study foster a sense of equality in terms of change, they can ask better salary based leave, maternity leave, paternity leave, salary, career progression, and access to on the current CTC.  parents care leave, and privilege leave employee welfare programs. Organizations confront a high rate so that they can maintain a healthy Finally, by implementing competitive of attrition in the absence of more work-life balance and secure future human resource policies in the employee-friendly policies and for them. Leaders' role in fostering a workplace, we can better plan employee succession planning. We must not friendly workplace culture is becoming retention strategies. Employee benefits overlook the fact that the company›s increasingly important. Employee that help them manage their personal employee HR Handbook and inclusion- retention is aided by improved and professional lives, a secure career, oriented policies are like the roots of a mentoring, coaching, and team-leading better learning opportunities within tree that maintains your job security. methods. For job enrichment, a better the organization, proper coaching and Your tree will topple if it loses its leadership technique can help improve mentoring to help them shape their roots. Similarly, despite spending a employee performance and confidence. careers, as well as a decent salary, can significant amount of money to hire To avoid a deterioration in employee- easily retain employees without putting in any extra effort. Most employees 45 November 2021 change jobs in search of better workplace policies and benefits, in addition to higher pay, and they continue to do so until they reach their desired destination. Recruiters can assist managers in analysing the aspirations of candidates to join their company by properly screening candidates at the initial stage. The welcome interview of a new employee during the onboarding process can also help the employer improve their internal policies if anything is seen as beneficial in adopting. This data will aid HR in developing better workplace policies so that a sense of belonging can be felt by all employees, from the top down. Organizations that are always willing to change and adopt new tools and techniques to improve employee work experience face fewer challenges in retaining employees than those that are not. A better HR policy is a catalogue of an employer›s brand in order to attract top talent. www.sightsinplus.com

Editorial By SightsIn Plus Team Importance of good workplace culture and its impact on Employee Retention A good workplace culture encourages employees to voice their opinions, and communicate effectively with their seniors or peers. When you create a culture of trust and transparency, your employees feel safe in discussing things with you, they give honest feedback, and they don’t hesitate to ask for help. Good workplace culture but This means you need to build a winning an average salary package or a work culture in order to attract, engage toxic workplace culture but and retain top talents. When employees lucrative salary package- feel belonged to an organization, they which one do you think is going to tend to feel settled, comfortable and attract more people? I think the former therefore want to continue to be part of one because this is a new age- the age of their work family.  millennials. Unlike baby boomers who give more preference to a stable job and Why is Good Workplace Culture a paycheck, millennials are less likely to Important? thrive in a toxic workplace. Millennials Besides increasing your retention rate, are more likely to be a part of an good company culture can offer you a organization that offers a good work/life lot of other benefits and some of them balance and the opportunity to grow.  are mentioned below.  A plethora of studies has shown that Attract Top Talents the link between workplace culture According to a report by Glassdoor, and retention is real. 15% of job organizations that invest in delivering seekers declined a job offer due to the a strong candidate experience improve company’s culture (source- Builtin). their quality of hire by 70 percent. 46 SightsIn Plus

This means by developing a healthy Encourage Healthy Development  to be people leaders not ‘The Boss’. workplace you can hire the best players With unnecessary drama and gossip, Communicate frequently with your in your team. Therefore, you need to employees find it hard to concentrate team members, listen to their voices, focus on fostering a workplace where on their work, which affects their be there in times of need, avoid employees feel valued and actually productivity. This can cause a lot of micromanaging and offer autonomy.  enjoy coming to the office every day. damage to the business. Therefore, you need to eliminate all the causes that Career development opportunities Drive Engagement and Retention fan out negativity in the workplace. Your employees need growth and No matter how attractive your When you get rid of toxicity from development within your organization, employee benefits program is, you can’t the workplace, you create more so make sure you offer them immense retain your employees for long if you opportunities for the employees to opportunities for their career don’t have a positive workplace culture. grow. This gives them more time to development. Nobody will work for the A good workplace culture instills a focus on things that matter the most.  same position in the same organization sense of belonging among employees for years to come. They need career and when they feel connected, they are Drive Financial Performance advancement and the chance to unleash more likely to perform well and stay According to the Work Institute’s their potential, showcase their talents, for a long time. You should offer them 2017 Retention Report, the cost of and improve their caliber. Invest in the flexibility to work from anywhere, replacements after turnover is $45,000 learning and development programs avoid micromanaging, and offer them a year, which is quite huge. You can and allow your employees to enhance the support they need.  reduce this cost by creating a good their skillset.  work culture. Your people will stay Improve Internal Communication with your organization for long if you Frequent feedback A good workplace culture encourages are offering them a great environment Receiving frequent feedback from employees to voice their opinions, and to work in. A good workplace culture employees is a great way to build a communicate effectively with their helps in reducing absenteeism, which company culture. Let your employees seniors or peers. When you create a results in more productive hours. More speak and act on the things that need culture of trust and transparency, your productive hours mean more business.  improvement on your end. You need employees feel safe in discussing things to keep your communication channels with you, they give honest feedback, So these are some of the advantages of open and be willing to listen to your and they don’t hesitate to ask for having a great work culture but how employees at any time of the day. A help. This eliminates all the troubles can you build one? Below are a few tips simple- Hey, how are you doing?- can that might be affecting their work or that can help you create a good work make a big difference. When your productivity. culture: employees feel heard they feel valued and appreciated.  47 November 2021 Tips to create a good work culture:  Team building  Don’t be a boss, be a leader  Most of the time we consider team- A good job in a great company can building activities unfruitful. However, become unbearable if an employee this isn’t true in any sense. Team has to deal with a bad manager. building activities bring people Therefore, you need to focus on hiring together and foster a positive work great people for managerial positions. culture. Therefore, one should focus on You need to train your managers organizing team activities, indulging in frequent one-on-ones, planning team A good workplace outings, short trips, or game nights. culture encourages After all, teams that play together, stay employees to voice together.      their opinions, and communicate Conclusion effectively with Positive work culture, great career their seniors or opportunities, a good work-life balance, peers. and organizational policies have been cited as strong antecedents of employee retention.  Apart from high retention rates, good work culture can boost happiness and satisfaction which directly impacts performance and employee well-being.  www.sightsinplus.com

Insights Sushma Bhalkikar Sushma Bhalkikar How to Keep Top Performers Head-HR Engaged in the GMR Varalakshmi Organization Foundation Every manager likes to have top performers in their team as they add a lot Sushma Bhalkikar is currently heading of vibrancy and liveliness to the entire the HR function for the Community team. They also act as silent motivators for other members. While it is wonderful Services Wing of the GMR Varalakshmi to have such top performers in the Foundation, the CSR arm of GMR organization, it is a herculean task for Group of companies. She has been managers to keep them engaged. associated with GMR Group for more than 14 years and her previous assignment was with Nagarjuna Fertilizers and Chemicals Limited for 11 years. She has been a member of the Internal Committee for Policy Against Sexual Harassment in other companies and now in GMR Group. The strength of a team is each individual member, yet there are occasions when the team achieves remarkable results due to the exemplary efforts and performance of some of the team members. Every organization has a few employees who invariably stand out due to their performance, irrespective of the job they perform. Assign any task and the resultant output is always class apart from being ordinary. These employees are the top performers not only because they exceed the targets consistently, but also because of the quality, wholesomeness, and finesse with which every task is performed.     Every manager likes to have top performers in their team as they add a lot of vibrancy and liveliness to the entire team. They also act as silent motivators for other members.  While it is wonderful to have such top 48 SightsIn Plus

performers in the organization, it is a often referred as), is having all the Top performers are herculean task for managers to keep essential ingredients. High performer is generally selfdriven. them engaged.   when it is put to optimum use.   However, apart     from the inherent I am reminded of a story where a little attributes, there are a girl once met a magical genie.  She got What do Top lot of extrinsic factors so mesmerized that she requested if the that provide impetus genie could stay with her forever.  The Performers and motivation to genie agreed to stay on the condition excel. that he should be kept busy always.  If Want?  Knowing the he is idle, he will disappear.  It took What Can Organization little time for the genie to fly away, Obvious and Beyond Do to Keep Top as every work that was assigned Performers Engaged?  got completed in the blink of an Top performers are generally self- Realizing What Works eye.     Now the top performers in the driven.  However, apart from the and What Does Not organization could be compared to that inherent attributes, there are a lot of genie.  They are efficient, smart, and extrinsic factors that provide impetus Top Performers are an asset to any quick, but also get bored easily if not and motivation to excel.   That is why organization due to their immense kept engaged.  work, workplace and work culture contribution to the overall success.     should take care of those things in They are goal-focused and excel in any the organization, not just for the top task, but like the genie in the story, Who is a Top performers, but also for all those they need to be kept constantly employees who aspire to do great work.  engaged, otherwise retaining them will Performer?   be a perennial challenge for the If we consider Maslow’s hierarchy of organization. Distinguishing needs, top performers can be presumed to be at one of the top layers.    They Potential, Performance would prefer to remain there and if for some reason dwindle down, they and Performer choose to look for other opportunities.    What top performers want is to learn Even before recognizing top and grow with the organization; performers, it is important to perform tasks that are difficult and understand what constitutes top challenging; take risks, receive performance.   High-performance rewards, get recognized; ultimately do score or rating cannot be the only everything that creates excitement and criteria as there are whole lot of pays them well.    other parameters/traits that need to be considered to recognize top LearniGnrgowanthd Affiliation & &PPoasyition performers.   Apart from goal RewRaercdosgnanitdion Relationships ChRainsgkeand fulfillment, performance standards like AEcxhpieeavrniedemnceent quality of work, ability to complete a task with no/minimal supervision, www.sightsinplus.com constantly finding ways and means for improvement, adding another dimension in terms of creativity and innovation, teamwork, etc., are equally important.    Another aspect is to have a clear distinction between a high potential employee and a high performer.  Potential is the innate skills, abilities, knowledge, and aptitude possessed by an individual to perform tasks in the current role as well as in a possible future next level role; whereas performance is how all these attributes are used to deliver results in the current role.   High Potential (HiPos as it is 49 November 2021

Insights Sushma Bhalkikar Head- Heart- Feet- Cognitive Development Emotional Aspects Action Orientation A formidable task for organizations is to Compensation is independence in work is fine, but too have bouquet of engagement initiatives important for a few much of it may disturb dynamics of as a workplace becomes great due to the whereas recognition and work relationships.   Therefore, a sense combination of all these which enhance experience for others. of balance helps in maintaining optimal the employee experience. The two most Some aspire to find satisfaction. Finally, organizations important things however are Relevance learning opportunities should realize that top performer and Balance.    whereas others want need not necessarily be outstanding   position and power. To performer all the time and in all Compensation is important for a few attract and retain top the tasks. Ideally, they might be top whereas recognition and experience for performers there performers in most situations, but not others.  Some aspire to find learning should be something necessarily retain the same level of opportunities whereas others want of relevance for performance all the time.  position and power.  To attract and everyone. retain top performers there should be Organizations should be cognizant of something of relevance for everyone.   this and not consider top performance Challenging tasks provide enormous as a scientific constant attached to a learning opportunities. But if person.   Instead, companies should challenges continue for a long strive to create an environment where time it leads to burnout. Providing there is scope for everyone to flourish and move towards individual best.     50 SightsIn Plus