EDITORIAL BOARD

S. K. Chaturvedi

G. K. Agarwal

Dr. Seema Sanghi

MANAGING EDITORR. P. Ojha

ASSOCIATE EDITORS

Ashok Swarup

Kalpna Kaul

Rakesh Pathak

S. K. Sharma

DESK EDITORSD. M. R. Panda

H. P. Pal

Konark Srivastava

Published by-

www.powerhrforum.org

CMD - POWERGRID & Patron -Power HR Forum

Professor - MDI, Gurgaon

Director - Styrax ManagementConsultants, Gurgaon

Executive Director -HR,POWERGRID and HonorarySecretary-Power HR Forum

NTPC

PFC

NHPC

THDC

NTPC

POWERGRID

NHPC

Power HR Forumat: Power Management Institute, NTPC5-14, Sector-16A, Noida - 201301Tel : 0120-6496197Fax : 0120-2515210

No part of this journal may be reproduced, stored in a retrievalsystem, transmitted in any form or by any means electronic,mechanical, photocopying, recording or otherwise without theprior written permission of the publisher.No responsibility is accepted for the accuracy of informationcontained in the text, illustrations or advertisements. The opinionsexpressed in the articles are not necessarily those of the Editor orthe Publisher.

From the Managing EditorSince the beginning, the focus of this journal is to stoke the intellectual fires of hands onexecutives, consultants, academicians, authors of books to enlist and air their O ideas andexperiences to break the old assumptions and status quo and create an urgency andappetite for action. To his end gradually brick by brick this journal is building a rousingsuccess to generate and generalize such ideas and experiences with impact.

These days there is a craze in management fraternity to learn the character and bestpractices of a successful company. In this issue, Shri Kunal Kirti from Dr. Reddy'sbrilliantly presents the mindsets, thoughts and systems behind some of the best peoplepractices at Dr. Reddy's.

It is said, if you don't take time for stay interviews, you'd better make time for exitinterviews. In this issue, there is a wonderful article by Dr. Disha Awasthi from NTPCpresenting the emerging research findings and the NTPC initiatives to let the employeesstay.

Breaking the HR for HR myopia, the language of HR is developing to explore and leadkey organizational success factors with impact. To align the people side of the line of sightto what matters most to the organization, in this issue Shri Sanjv Narang, Director –Innovation System Consulting, writes an enriching illustrative article on Strategic HR.

Research shows that the thumb rule for developing talent is 70-20-10. In this logic, 70% oflearning and development comes from what happens in the course of on-the-jobexperiences, tasks and problems solving, 20% comes from learning through sharingfeedback, observing and working with role models and only 10% comes from formaltraining. But most of us make veiled attempts to get 100% results from the last 10%. In thisissue Shri DMR Panda from NTPC brilliantly elucidates best practical ways to teachLeadership.

With maturity, the concept of project based CSR is fast replacing the low impact charitiesand these days many companies have come out with many meaningful ways of giving backto the society with a visible impact. Covering some of the emerging concepts and bestpractices, there is an insightful article on CSR by Shri P. Sreenivasan fromPOWERGRID.

Also in this issue, there is a book review by Shri H.P. Pal on a best seller “TheDifferentiated Workforce”. This Book clearly articulates a convincing logic of how to putdisproportionate investments in jobs and people where you can expect disproportionatereturns with many best practice examples in leading companies. Also this issue figuresinsightful Management Quiz from Quiz Master, Shri Sujeet K Varkey and thoughtprovoking Management Cartoons from Shri Parimal Joshi.

Greatness and nearsightedness are incompatible. I have strong reasons to believe that thisjournal in coming days shall unleash our quest for something that widens the breadth ofour thinking, which is light on theory and heavy on action so that it goes deeper andendures longer. I express my gratitude to all the contributors to enrich this journal bit by bitand invite all professionals to use this media to vent their learning to build our institutionalthumbprint and individual signature strengths.

(R. P. Ojha)

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Best People Practices – Best People EnablersBy Kunal Kirti, Manager, Dr Reddy's

Let Employees StayBy Dr. Disha Awasthi, Deputy Manager (HRD), NTPC, Corporate Center

Sanjiv Narang, Senior Consultant and Director – Innovation Systems ConsultingStrategic HR - An agenda for transforming the HR functionBy

DMR Panda, DGM (PMI), NTPC & Coordinator – ForumCan Leadership be Taught?By

P. Sreenivasan, Chief Manager (HR), POWERGRIDCSR Beyond CharityBy

Book Review – The Differentiated WorkforceBy H. P. Pal, Manager (HR), POWERGRID & Coordinator – Power HR Forum

Management QuizBy Quiz Master Sujeet K Verky, Senior Manager (HR), NTPC

Management CartoonBy Parimal Joshi

Recent Best Seller Books on ManagementBy Power HR Forum Secretariat

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Featuring

“Learn from others” is a common adage which we all musthave heard myriad times since our childhood. This thoughtalso holds its charm in successful business organizations.Can you guess from where thought of “Pizza delivery in 30minutes” by Domino's Pizza originated? If you think, youwill get the answer while exploring best practices of worldclass food outlets, hotel chains & restaurant businesses, youare mistaken. The answer is Ambulance Company.

Inspirational ideas, practices, methods, processes, andpolicies have no definite boundaries of industry, sector,function or geographies. Nothing is sacrosanct.

In other words, the idea is to ignite the passion byinspiration and make your own organizational practicesuitable for your people. In line with the same thought inmind, this paper highlights some of the best people practicesof Dr. Reddy's laboratories Ltd.. Dr. Reddy's has beenrecognized in the corporate sector as one of the bestemployers in India and Best Companies to work for inIndian Pharmaceutical/Bio-technology industry. Some ofthese practices, you may have come across earlier; some ofthese practices may be thought provoking; some of thesepractices, you may find revolutionary and probably few ofthese practices may not fit in your organizationalperspective as HR challenges may not be so similar in yourorganization/sector. Nevertheless, we cannot deny thateach practice will give us insights to think further andquestion existing paradigms thereby nurturingtransformational learning.

Dr. Reddy's have framed their HR policies with shorter andmore compact Enablers which are placed in four groupsnamely Support@Dr Reddy's, Oppurtunities@Dr. Reddy's,You@Dr. Reddy's and Norms@Dr. Reddy's. The essence ofthese norms, policies and practices are to enable associatesin their job. A dedicated zone in the portal 'Enabling You'with FAQs and Query Management System which is put inplace to enable associates to seek more details or clarifytheir doubts instantly. The section also has a blogopportunity to share and discuss feedback and ideas of theassociates.

Glimpse of Associate's Enablers

Associate Referral Scheme (Parichay)

Friends Forever – Becoming an Alumni

We believe that talent attracts talent. Our associates are thebest evidence of the exciting work place we have beentrying to create. Our Associate Referral Scheme (Parichay)invites our associates to help sustain our aspiration of beinga high talent destination. When they make a referral theyreaffirm their faith in us and our work environment. Thesereferrals may be against current job openings or for futurerequirements in the company. Associates are encouraged torefer suitable candidates, using their personal orprofessional network. If the referral gets converted into aneventual selection, we reward them for their efforts.

In keeping with our diversity quotient to bring together thebest of capabilities, thinking and experience on a singleplatform and leveraging differences – if the referredcandidate is a woman, the referring associate is eligible to anadditional amount. In case of differently-abled candidates,the referring associate is also eligible to get additionalreward.

People who join Dr. Reddy's find themselves part of aunique culture shaped by shared inspirations and values.When our associates leave us their bonds with us remainstrong and alive. The spirit of Dr. Reddy's lingers in them,wherever they are. The need to stay connected isunwavering. This has inspired us to bring all our alumnitogether on a single platform – Friends Forever.

We welcome associates moving on to other ventures to bepart of our alumni network, Friends Forever. One can signup for it by enrolling through our website and be in touchwith all that is happening with us even after they are notformally part of us. As alumni, they are our strongest brandambassador and we appreciate that.

With this initiative, we hope to reconnect old friends,promote informal networking and celebrate the Dr. Reddy'sethos across the globe. This innovative practice has helped

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Best People Practices – Best People EnablersKunal Kirti

Kunal Kirti is Human Resource Associate at Dr. Reddy's LaboratoriesLtd., Hyderabad. He can be reached at kirtikunal@yahoo.com

us in many ways; such as in our talent hunts for leadershippositions, bringing back our old associates and spreadinggoodwill for Dr. Reddy's .

We encourage exiting associates to share their feedback ontheir experience with the company and reasons for leaving.Associates may select anyone in the organization for theirexit-interview, so that they can share their views in a freeand frank manner.

We recognize that our associates must have the option tobuild their own career. Our talent philosophy encouragesassociates to discover a range of opportunities across ourdiverse businesses, functions and geographies and leveragetheir unique strengths and nurture their career aspirationswithin the organization. While we would at times not beable to accommodate all career aspirations and preferences,by sharing all possible available job opportunitiesinternally, we hope to help associates mould their careersuch that it leverages their unique strengths and nurturestheir aspirations.

Associates may explore any internal opportunity postingafter having completed not less than two years in the currentassignment. This provides the associate a reasonable timeframe to deliver the created impact in the current role andyet is not confined to it.

All possible emergent jobs and vacancies are shared withassociates on our portal, called Career Centre. Weencourage associates to visit the internal job postings, andsubject to guidelines, understand the various prospects thatexist within the company and express their interest in anassignment with confidentiality.

Only after consideration and selection of talent from within,would any remaining positions be open for hiring the besttalent that is available outside the organization.

We recognize that there are special situations that emerge inone's life which necessitate our undiluted attention. Suchconditions could be special demands of parenting, health ormedical exigencies in the family, higher education/examinations, continuation of maternity leave etc.

Associates who have served the organization for not lessthan two years have the option of applying for a sabbaticalbreak. Such associates will retain lien on their employment

Internal Career Opportunities- Career Centre

Sabbatical Support

for this period but would not be paid salary and otherrelated benefits, other than all insurance covers.

We recognize that our associates may at times need someflexibility to plan their work-life schedules to address uniqueindividual circumstances. This could include family andmedical situations where one may need to stay home forpart of the day for a certain time period.

Associates who have served the organization for not lessthan a year have an option of applying for a part-time rolefor up to a full year. Such associates would work for only forpart of the day, typically at 50% of the gross Total Cost toCompany (TCC) and a pro-rata reduction of the number ofdays of paid leave. Women employees also get this facility incontinuation of their maternity leave.

While our associates work hard, we also encourage them tohave fun. We want them to celebrate the little successes oftheir team. We enable them to nurture their interests andcreative instincts, even beyond work.

Through the year, the Astronomy Club, “Chrysalis”,“Colour Club”, the Quiz Club, Holiday Clubs and suchother clubs keep their activities going.

While each business and function has its own set ofrecognitions and celebratory, our annual “Celebrations” isreally a calendar event. While the Award Nite celebrates theexceptional performance, it is always an evening toremember- spectacular & musical. The chain of events thatbuild upto “Celebrations”- quizzes, carnivals, sports andmuch more- gets us to come together and celebrate as TeamDr. Reddy's.

As we evolve, so does our Talent Management thinking.Our Talent Management Process is based on aninstitutionalized 9-Box Performance-Potential frameworkto assess talent and identify gaps. A leadership competencymodel is the fulcrum of our talent management focus – fromtalent acquisition, career progression and leadershipdevelopment.

Part Time Support

Fun @ workplace- Celebrations & Clubs

Refining Talent Management

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In line with our thinking on lean processes andsimplification, we have leveraged technology to optimizethe recruitment process. We have developed an E-recruitment module which is hosted on our internal portalthat serves as a platform for applicant tracking starting fromapplication creation to on-boarding.

We continue to tap into the campus talent pool, attractingthe best and brightest from the country's top universities.We also run a Technical Internship Program as part of ourGlobal Internship Program. A buddy is allocated for eachcampus recruit even before they join who help them insmooth transitioning from campus to corporate and makethe whole process a comfortable experience. The buddyhelps the employee understand the organization better.Letter to the Parents of new campus recruits along with

company information is also sent so they feel as much a partof the organization as their child is. This brings in a sense ofbelongingness and has been a great success in Dr. Reddy's.

Going a step further, we have also developed an interactivee-joining module, called Connexion, which hasconsiderably reduced the time spent on the on-boardingprocess, while giving prospective employees wide access toinformation about the organization and to transition-relatedsubjects. Many of our policies and processes have beenrevisited and redone to unleash greater empowerment,faster turnaround and more accountability in our variousHR transactions.

Embracing diversity

Vibrant & effective communication–Involvement& Empowerment tool

Our firm belief in employee diversity and providing fairemployment opportunities for all led to revamping ourEmployee Referral Scheme- “Parichay” (as discussedearlier), making referrals of women and differently-abledcandidates more rewarding. Our participation in job fairsfor differently-abled candidates, including career fairs havestrengthened our Diversity Program. Our effort to build atruly inclusive organization is also visible in many women-friendly policies and initiatives. Our annual Women'sSurveys have reflected a very positive feedback.

We are also supporting the career development of womenassociates by providing mentors in every business unit. Ourquarterly women's meets draw large crowds and serve as aforum for discussion and self expression. Our initiativeshave borne fruit, with a significant increase in hiring fromcampuses, where almost a third of all hires were women.

One of our big initiatives was the establishment of day carecenters at three locations which are supervised by trainedcaregivers and Montessori school teachers and serve asignificant number of our women employees with youngchildren.

Effective communication through a variety of high impactchannels ensures that all our employees worldwide are kept

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Talent Review at Company level - 9 Box Grid

Box 1

Box 2

Box 4

Box 3

Box 5

Box 7

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Interventions in each layer based on the box an individual is mapped

High Performance Medium Performance Low Performance

abreast of the ups and downs, strategies, plans andperformance of our organization. We have aCommunication Cascade procedure which ensuresinformation reaches every single employee in theorganization within the shortest time possible.

The Quarterly Communication Meets remain a major topdown communication tool where members of ourManagement Council discuss our business performancewith senior managers who, in turn, trigger the flow of thisinformation through the organization. The CEO's internalwebsite, perspectives, and his quarterly communique, arealso valuable platforms for interaction and exchange withinthe organization. In addition to these, we link our workforceacross geographies and business units through suchpublications as our house magazine 'Elixir', our monthlynewsletter 'Around Dr Reddy's', newsletters of the differentbusiness units, and electronic news posts on our Intranetportal. Dr. Reddy's promotes interaction at all levels;employees have access to interact with each other bothformally and informally. These forums not only promoteinternal communication but also act as employeeinvolvement & empowerment tools of Dr. Reddy's

Open house

Skip level meetings

Connect – Interaction with CEO

CEO's Communiqué – An organization wide mailerby the CEO

“Ask CEO”: A special opportunity for theemployees of Dr. Reddy's where they can sendemails to the CEO on any concern or issue that theywould want to discuss or convey.

Coffee with CEO/COO – High potentialemployees get to meet with the CEO/COO to sharetheir views and suggestions about the organizationover a cup of coffee in an informal setting.

Perspectives – CEO's blog on topical issues allowsemployees to express their views with the CEO andthe entire employee community. The CEOregularly responds to the comments posted byemployees.

EMPOWER Meet – To recognize high performingfield managers

Achiever's Club – To recognize high performingFrontline

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Ombudsman Procedure – a well streamlinedprocess in place for any employee to voice hisconcern in strict confidence.

At Dr. Reddy's we appreciate that retaining talent cannot bea short term approach neither it can be seen as a standaloneinitiative. There are series of initiatives which go intocreating a long term bond with the organization so that it isviewed as a great place to work. We strongly believe thathygiene factors may not be enough to retain talent.

While our compensation and reward system alignsindividual performance with business results. We seek tofoster a high-performance culture by creating greatercommitment to strategic priorities and by linkingcompensation to successful execution.

Recognition plays an important role in our talent retention.Chairman's Excellence Awards are given to individualswho have made an exemplary contribution to theorganization. Certificate of Appreciations are also handedout to individuals and teams. The above Awards Nite is heldduring the Annual companywide event called“Celebrations” Besides, every business/function hasReward & Recognition schemes specifically suited to theirbusinesses/functions.

For example –

The 100% plus Club as 'Achievers Club' for theSales Team based on target achievements

Break through Innovation

Break through Cost Improvements (CIPs)

Customer Delight! (External/ Internal)

Coverage in the In-house Magazine – Elixir, NoticeBoards, BU specific News Letters, Recognitiondinners / lunches with CEO / COO/ BusinessHeads are organized. Quarterly recognition nightsare held in most of our business, which is attendedby the top management.

The quality of the leadership pipeline makes corporationssustainable to deliver beyond individual personalities. Wecontinue to build on our commitment to leadershipdevelopment through our innovative leadershipdevelopment practices. Our Leadership Academy, a state-

Talent Recognition

Learning and Leadership

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of-the-art infrastructure supports our leadershipdevelopment agenda. Through our “Leader's Talk” series,we have initiated series of talks and experience sharingsessions by known thought leaders, renowned academicsand acclaimed practitioners. Learning from the experienceof others, we feel, builds insights that we gain individuallyand collectively.

We also participate in a unique Senior Leader's Program(SLP) wherein nominated senior leaders from the companyundergo a two week modular leadership developmentprogramme with peers from leaders of other consortiumpartners. The consortium is a mix of leading organizationsfrom a group of diversified industries: FMCG, Informationtechnology, Information technology-enabled services(ITES), automobiles, banking and others.

The SLP offered teaching inputs from best-in-class facultyand cross industry peer learning – all very much in line withour focus to the future. We have initiated the concept of an“Annual Leadership Summit”. 40 top leaders every yearattend to a specially designed retreat at Boston. The summitfacilitated by world class faculty, helps develop commonperspectives on key organizational priorities - Strategy,Leadership, Culture and Change.

We are also focusing our energies on building leadershipskills and giving potential leaders the tools and challenges toperform at their optimal levels. Executive CoachingServices were provided to many of our senior managers,where intensive one-on-one interactions with an outside'coach' sought to improve performance at work and in life.

In almost all successful change efforts, the sequence of change is not ANALYZEE-THINK-CHANGE, but rather SEE-FEEL-CHANGE. You are presented with evidence that makes you feel something. It might be disturbing look at the problem, or ahopeful glimpse of the solution, or sobering reflection of your current habits, but regardless, it is something that hits you at theemotional level. It is something that speaks to the elephant.

To pursue bright spots is to ask question “What is working, and how can we do more of it? Sounds simple , does not it? Yet in thereal world this obvious question is never asked. Instead the question we ask is more problem focused: What is broken and howdo we fix it?

Real change that sticks, is often three steps forward and two steps backward.

If you are hungry and need a can of food , you are three times better–off relying on a jerk with a map than on a budding youngsaint without one.

Any change effort that violates someone's identity is likely doomed to failure. … So the question is this: How can your changebe a matter of identity rather than a matter of consequences.

We also continue to strengthen Industry-academiapartnership with reputed Technical and Business schools,giving our employees the opportunity to learn while theyearn. This has helped us in creating our own Talent Factory.

Besides a comprehensive training plan, which addresses theissues of culture management at various levels, Dr. Reddy'shas a system of conducting informal Experience SharingWorkshops on a regular basis. These unlike trainingprogrammes are focused more on imbibing the culturalaspects of a particular topic through a process of closeinteraction with our senior resource in that area. Some of therecent such exercises have been in the areas of LeadershipDevelopment, holding difficult conversations and businessethics through case study approach.

Organisations which are deeply committed to the peopleand garner best people practices are today's most respected& admired organization. These organizations attract besttalents in the market who create their success stories. As we

look ahead to a future brimming with opportunities andpossibilities, we should strengthen our focus on the peoplewho will take organization to the next level of growth.Innovative programs, best-in-class practices andtechnology-driven initiatives will bring out the best inemployees and drive them to higher levels of performancethan ever before.

Conclusion

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Quotes from Recent 2010 Best Seller:SWITCH: How to Change Things When Change is Hardby Chip Heath and Dan Heath

INTRODUCTION:

AN ATTRACTIVE EVP:

Most experts agree that replacing high performers amongstthe staff could easily cost an organization four to five timestheir annual salaries.

Organization is now looking at the 'pull' rather than the'push' factor among employees. They are realizing thatinformation on what makes employees stick to a job is asvital as why they quit. While exit interviews are more of apost-mortem exercise, stay interviews give valuable inputsthat help in strengthening our systems.

In some of the organizations like Symphony Services andScandent Solutions, the HR department conducts `stayinterviews' regularly to get `top of the mind positives of thecompany' from employees.

It costs an Indian organization Rs 250 crore over and abovethe compensation component to hire 500 people with anaverage salary of Rs 5 lakh per annum. This is a result ofunattractive Employment Value Propositions (EVP) in thelabor market, according to a study conducted by theCorporate Executive Board (CEB).

EVP are the set of attributes that the labor market andemployees perceive as the value they gain throughemployment in the organization.

According to a study, if an organization were to get theirEVP right, only a 20 per cent increase in salaries would berequired to attract new employees. An attractive EVPdecreases required compensation premium and increasesthe work effectiveness and commitment of employees to notquit their jobs and look for fresh ones.

According to the findings of CEB, the problem in thedomestic labor market seems to be that almost 30 per centemployees seem to be on the lookout for new jobs and morethan 90 per cent display below average levels ofcommitment towards their organization. This is mainly dueto organizations not living up to the proposed EVPs.Around 67 per cent of Indian employees report poor toaverage delivery of EVPs.

Every 10 per cent increase in commitment, results in anincrease of 7 per cent in work effectiveness and decreases

the chances of the employee quitting by 8 per cent amongstIndian employees.

The concept of Stay Interview is based on the HawthorneEffect, which states that people who are given attention are amotivated lot. Methodologies which can be used -appreciative inquiry (which can trigger a positive change inthe organization or a department or a leader and bringabout positive changes), reverse mentoring (where juniorsadvise senior employees on building organization culture,two way transfer of knowledge and skill, building loyaltyamongst the juniors).

A stay interview is one of the tools for HR professionals asthey manage the shift from a tactical to strategic approach.

Tracking and reporting turnover rates and causes after theevents is a tactical approach whereas alerting managers inadvance about which employees are likely to quit andrecommending effective retention tools is a strategicapproach.

Designed and administered properly, stay interviews canprovide warning signals and help to identify issues andproblems at an early stage. Conducted with new hires, thestay interview may allow an employer to discoverworkplace issues particularly visible to beginners. Stayinterviews allow employees to evaluate the employer'sperformance and communicate what is important for themto maintain a high quality work life.

When analyzing stay interviews, it is important to find outwhat keeps the high-performers as well as low-performers inthe organization.

Stay interviews are about reaching out and touching eachemployee and showing that you care about their individualsuccess. This is a very worthwhile endeavor and animportant part of an employee retention strategy. The exitinterview, on the other hand, is not about the individual.The purpose of an exit interview is not to try and persuadean employee to stay. The purpose is to identifyorganizational strengths and weaknesses and the irritationsthat drive turnover. The two serve unique and differentpurposes. The stay interview has its focus on the individual

CONCEPT OF STAY INTERVIEW:

STAY INTERVIEW OR EXIT INTERVIEW:

LET EMPLOYEES STAYLET EMPLOYEES STAY

Dr. Disha Awasthi is working as aDeputy Manager in NTPC CorporateHRD Group. She can be accessed at dishaten@rediffmail.com.

6 A Journal from Power HR Forum

Dr. Disha AwasthiDr. Disha Awasthi

and retention and the exit interview has its focus on theorganization and reduction of turnover.

Research shows clearly that people want more from workthan just compensation. Here are the top 20 responses listedin order of frequency as of October 2007 (91 percent ofrespondents listed at least one of the first two items amongthe top few reasons they stayed, and they all listed at leastone of the first three).

1. Exciting work and challenge;

2. Career growth, learning, and development;

3. Working with great people;

4. Fair pay;

5. Supportive management/good boss;

6. Being recognized, valued, and respected;

7. Benefits;

8. Meaningful work and making a difference;

9. Pride in the organization, its mission, and its product;

10. Great work environment and culture;

11. Autonomy, creativity, and sense of control;

12. Flexibility: work hours, dress, and so on;

13. Location;

14. Job security and stability;

15. Diverse, changing work assignments;

16. Fun on the job;

17. Being part of a team;

18. Loyalty, commitment to the organization or coworkers;and

19. Inspiring leadership

A recent 2008 research made by Dave Ulrich, Justin Allen,Wayne Brockbank, Jon Younger and Mark Nyman reveals -Employees are more committed when their organizationoffers them the following.

1. Vision : A sense of direction or purpose;

2. Opportunity : An ability to grow, develop and learn;

3. Incentives: A fair wage or salary for work done;

4. Impact: An ability to see the outcome or effect of workdone;

5. Community: Peers, Bosses and leaders who build asense of shared purpose, identify and experience;

6. Communication: Knowing what is going on and why?;and

7. Entrepreneurship or flexibility: A range of choicesabout terms and conditions of work

RESEARCHES:

Research shows that (over 17,000 respondents) found thatmost retention factors are within the managers' influence. Arecent university study found that an abusive supervisor,rather than dissatisfaction with pay, was more likely tocompel employees to leave their jobs.

A recent study found that 56 percent of employees ratedwork-life balance as the key criteria for deciding whether tojoin or stay with an employer. Work-life balance is rated thesingle most important consideration among employeesaged 21-30.

An article in the World at Work Journal states that a criticalretention success driver is “how well employees understandthe organization's mission, strategies and goals and howthey can contribute to organization results. Organizationsthat fail to educate employees on business andorganizational objectives, and customer needs often havehigher turnover rates.

In a research, 87 % of all employees say they are mostproductive in their jobs when surrounded by colleagueswith whom they have a good relationships/ rapport.

Research done by the Center for Creative Leadershipconfirms that the absence of honest feedback derails leadersat all levels. Sometimes that means getting fired, but moreoften it means failing to achieve what a person was believedcapable of achieving.

The stay interviews were carried out at fewlocations of NTPC. The patterns that emergedfrom the respondents are mentioned below inbrief.

The top 10 core strengths are teamwork,professional work culture, NTPCian as an identity,commitment to the organization, organizationalsystems, competencies of personnel, operationsand maintenance, Human Resources, learningorganization and organization with a human face.

The top five parameters that make NTPC a greatplace to work are work culture, comparable salary,facilities, dependable organization, strong brandname and skill enhancement.

The top five blocks to strength enhancement areprocedural bottlenecks, lack of job rotation,decision making process, lack of job design andpromotion systems.

The top five organizational elements that need tobe enhanced are speed of technology acquisition,

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KEY FINDINGS OF STAY INTERVIEWCONDUCTED IN NTPC:

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Let Employees Stay

decision making, infrastructure, job rotation andteam work.

The top five organizational elements that needinnovation are training, processes, talentmanagement, transfer policy and promotionpolicy.

The job parameters which are catalyzing happinessand motivation are work in alignment with area ofexpertise/interest, recognition of work,opportunity to learn, job security and team work.

The organizational elements which are doing therole of NTPC anchors are job security, comparablesalary package, facilities, alignment of work to corestrength and friends circle.

The top 4 enticements to leave NTPC are salary,place of posting, better professional satisfactionand a more valuable role.

Based on the above findings NTPC has started looking intothe systems which needs review and also new systems whichcan be implemented. Apart from the areas which need to bebuild up, NTPC is also working on the systems which haveappeared as the core strength areas.

There are many strategies that could be adopted to ensurethat employees remain in the business. Some of them are:

Learning and development programs

Mentoring possibilities

Good human resource practices

Providing infrastructure and other facilities i.e.good work environment

Organizations adopt strategies that suit them best andsurvey to determine what would encourage people to stay.An example would be from St Georges bank where 2 newstrategies have been promoted recently in the media - onewas to offer grandparents some form of leave to take care ofgrandchildren and the other was to allow those who stayedfor 5 years and took a slightly lower salary base, one year offto travel and explore.

In terms of determining a solution for the organization, onepossible way forward would be to hold 'stay' interviews.Don't wait until people leave and give an exit interview -which might in any event not reflect their true feelings.

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RETENTION STRATEGIES:

Some of the questions which can be asked in 'stay interview'can be – liking about the organization, motivators, changeswhich can be brought in the organization, ambitions, careerplans, innovations, reporting officer, feelings about work,goals, feedback about business and employees, etc.

Ideally this process should be done with everybody and canbe incorporated into the performance review process. If thisis not practical, then look at - What category of employeesare having retention issues? Does the organization loseemployees who have less than five years of experience?Does the organization lose employees in specificdepartments or units?

Don't save the best employee conversations for an exitinterview. Have those conversations on an ongoing basis.Ask now what would get them to stay and put these things inplace. Help the employees to feel cared about, valued andimportant. Help the organization to foster loyalty andcommitment. This should be a necessary part of theretention strategy. It is worth the time to develop goodperformance systems, good communication processes andgood relationships.

While the key to better personal health may lie in healthydiet and exercise, the secret to better health for businessorganizations may be in frequent workplace "healthchecks".

The main benefit is that an organization is able to identifyissues and problems at an early stage before they've reachedcrisis point and are causing high staff turnover.

The degree to which people stay in their organizations isstrongly related to being provided with what they reallywant. What people want hasn't changed much over time.The top three retention drivers (over a long period of time)are:

Exciting work and challenge

Career growth, learning and development

Working with great people

The most positive and proactive approach to finding outwhat people want is to ask them while they are still there.Stay interviews are a great tool to have regular discussionmeetings to chart progress on the relationships,development, work, work environment and how things aregoing in general. This will also help in getting a good grip onthe organizational culture and employees' needs.

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CONCLUSION:

8

Let Employees Stay

A Journal from Power HR Forum

9

While I was doing my first job in the Human Resourcesdepartment, I was called by the Executive Director,todiscuss my transfer to Corporate Human Resources. In thediscussion that ensued, he asked me to rate the effectivenessof the HR department vis-a-vis the other departments.

My ratings were as follows:

Production : 8/10

Materials : 6/10

Engineering : 5/10

Human Resource : 2/10.

It gave me a hollow feeling in the heart to rate mydepartment so low.

The words that boomeranged in my heart were,

"Is the value that I add is lower as compared toother departments?.

Will I ever be the star of my organization?

Or am I destined to wallow in the sidelines?

Don't I have the capability to run thisorganization?"

I have been looking for answers to these questions eversince that day and time. Strategic HR,when i saw it,is theone thing that i have been looking for. A competency thatcan catapult the HR function to the forefront of functionalcompetitiveness. As I realized the value that Strategic HRcan add to the HR function,a new sense of hope rose in myheart. This is what I have been looking for!

I have felt quite disturbed at being viewed as a low valueadder in comparison to other departments. At frequentintervals, I have seen disdain in the eyes of financeprofessionals in the process of commenting on the HRdepartment. Their sarcastic comments left searing marks onmy heart.

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Since then I have been on the look out for competencies thatcan enable HR professional to be at the fore front oforganizational professionals.

Strategic HR provides that set of competencies that cancatapult the HR function from being a laggard to being thelead runner and value adder in the organizational space.

It is that answer which the HR professional has beenlooking for. Established HR professionals, who choose toignore this most important innovation in the HR domain,choose stagnation and decline for their professional careers.

The need for strategic HR has emerged because of the newbusiness realities that organizations are facing. The externalenvironment has become extremely dynamic. The earliercompetitive advantages of capital availability andinvestment in new technology have short life spans. Hence,the need is for processes of competitive advantage creationon a sustained basis.

That is where the HR of an organization comes to the fore. Itcan enable an organization to create competitiveadvantages continuously.

This realization has led to the development of new HRcompetencies which can have a strategic impact on thecompetitiveness of a firm. These new HR competenciescomprise the domain of Strategic HR.

With the emergence of Strategic HR,the role of an HRprofessional gets segregated between Strategic HR andOperational HR.

Operational HR includes HR functions which enable theday-to-day functioning of the organization. These includewage and salary administration,time office,work force

Need for Strategic HR:

Role of HR:

Operational HR:

Strategic HRAn Agenda for Transforming the HR function

Sanjiv Narang

Sanjiv Narang is the Director of Innovation Systems Consulting based at Gurgaon. He is also a ManagementConsultant and Trainer. He can be accessed at sanjiv@innovativetraining4u.com

A Journal from Power HR Forum

10

planning to meet current organizational requirements andtraining for meeting shortfalls in skills required by theorganization.

Strategic HR enables the organization to create and sustaina competitive advantage thereby directly impacting itsgrowth and survival.

Thus, operational HR is focused on the current functioningof the firm while strategic HR is focused on the futurepositioning of the firm.

There is a widespread misunderstanding that Strategic HRrefers to alignment of the HR strategy to the organizationalstrategy. In fact that is supposed to be strategic HR. Therecould be nothing further from the truth. When we align theHR strategy to organizational strategy,it is in-fact reactivestrategic HR.

Pro-active Strategic HR refers to HR processes andcompetencies which help shape the organizational strategyin the first place.

Reactive Strategic HR and Pro-active Strategic HR

Most HR professional have assumed that their role kicks inwhen the top management of the organization hasformulated organizational strategy. A direct result of thisreactivity is that HR leaders have a tendency to play secondfiddle in the organization.

This dynamic comes into being because they do not impactorganizational performance directly.

The practice of pro-active Strategic HR can enable them tobreak out of this trough.

The key components of the transformed role of HR aremapped below:

Enhancing organizational performanceStrategic HR Competitive advantage creationStrategic HR Resolving organizational issuesStrategic HR Strategic Competency profiling,recruitment, selection, training, Organizationdevelopment, compensationStrategic HR Operational competency profiling,recruitment, selection, training, separationOperational HR Time office, operational wage &salary administration

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Strategic HR:

Reactive vs Pro-active Strategic HR

Key components of the transformed role of HR:

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Operational HRTransformed role of HR

As we embrace this transformed role of HR,the valuecreated by the HR function can by multiplied by 5.

In order to practice Strategic HR, HR professionals wouldneed to redesign their competency profiles and upgradetheir competencies substantially. Till now HR professionalhave been supervising HR processes and have not beendirectly responsible for organizational results. As soon asstrategic HR kicks in, organizational performance becomesas much a responsibility of the HR department as the otherline departments. The perspective of HR being a staffdepartment also disappears.

The new competencies required by HR professionals are asfollows:

Market and Competition analysis;Strategy for creating a competitive advantage;Formulating HR strategy for:

Crea t ing a compet i t i ve advan tagecontinuously.Enhancing organizational performanceResolving organizational problems.

Formulating Strategic HR components:Strategic competency profiling.Strategic trainingStrategic ODStrategic Compensation management; andStrategic recruitment and selection.

In order to exemplify Strategic HR, let us examine somecases:

Everest Telecom is a technology provider to thetelecommunication industry. It serves the internationaltelecom market consisting of mobile, fixed line and internetservice providers. The organization realized that the onlyway to create and sustain competitive advantages was tocreate new technology and patent it. So it deployed thefollowing Strategic HR components:

Hiring of low cost and high competency scientistsworking in the telecom knowledge domain. This

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Strategic Recruitment and selection:

New Competencies needed by HR professionals:

Everest Telecom:

Strategic HR-An agenda for transforming the HR function

A Journal from Power HR Forum

11

was made possible by locating a lab in that part ofthe world where such scientists were abundantlyavailable.

Creation of an on-line innovation developmentsystem. This system focuses on providing a laiddown path for helping scientists to convert theirnascent ideas into patents and working prototypes.

Deployment of an international patenting process.

Monetary incentives to scientists per internationalpatent received.

Identification of KRAs for patenting on the basis oforganizational problems and innovation hot spots.

Brigand retail is a manufacturer of fast moving consumergoods like toothpaste,shaving blades,tooth brushes etc.

In order to enhance sales,Brigand retail decided theperformance of the front line sales force was critical. Theyare the organizational face in the retail market. If theirperformance improves,organizational performance wasbound to rise.

Systematic enhancement of performance of front line salesforce through performance research and consulting.

Hiring of an external consultant for conductingperformance research.

Identification of a representative sample of thefront line sales force for performance mapping.

Performance research components:

Skill Profiling and assessment

Identification of critical skills and skill gaps.

Work Process mapping of the front line salesforce.

Strategic OD:

Strategic Compensation:

Enhancing performance:

Strategy for enhancing performance:

HR Strategy for enhancing performance:

HR Strategy execution:

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Work process innovation opportunities.

Work process problems and errors.

Productivity enhancement possibilities.

Psychology profile of the front line sales force.

Formulation of a performance enhancementstrategy consisting of training, work processinnovation and a new sales incentive scheme.

Highland Finance is a mutual fund management company.It serves customers internationally.

There was a lot of bad blood and leg pulling among thedirectors of different departments. This was impactingover-all organizational performance.

Team diagnosis.

Team diagnosis regarding competencies,processes, competency gaps, process gaps andperformance gaps.

Formulation of an action plan for enhancingperformance.

Accountability and responsibility for strategyexecution.

Enhanced communication among team members.

Reduction of conflict.

Greater ownership of team targets.

All these cases indicate the potential of Strategic HR forimpacting organizational performance; creating andsustaining competitive advantages and the resolution oforganizational problems. Thus,HR becomes capable ofimpacting organizational outcomes rather than only HRprocesses. The over-all value that HR gets into theorganizational framework increases multi-fold therebyincreasing the over-all brand equity of HR .

Organizational problem:

HR strategy for resolving the organizational problem:

HR Strategy components:

Impact:

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Strategic HR-An agenda for transforming the HR function

A Journal from Power HR Forum

Given the high degree of variability and uncertainty in thejob of a leader, the question that rises is whether leadershipcan be taught through a series of training programmes? Or,are leaders just born and cannot be groomed?

Today, organisations are quite committed to the cause ofleadership. To groom future leaders or to hone the skills ofexisting leaders, they conduct regular training programmesboth, in-house and external. Training programmes costhuge sums to the organisations in the form of direct costsand indirect costs like opportunity costs, loss of workinghours, etc. Considering the huge sums involved,organisations should and do question themselves whetherleadership can actually be taught? Can one gain enoughinsights about leadership and develop the skills requisite forbecoming a leader by attending a series of trainingprogrammes? This article tries to answer this intriguingquestion with the help of a framework postulated by CharlesPerrow.

Charles Perrow developed a framework for Job Variety andJob Analyzability, four decades back, which is applicable toall types of organisational setups and job descriptions.

refers to the number of variations in the skill setsthat are required to do justice to a position.

on the other hand, refers to the possibility ofbreaking the job into finite number of steps or processes,which can then be documented. Documentation helps increating a Knowledge Repository that can be used by othersfor learning from the best practices.

JobVariety

JobAnalyzability,

Low Variety and Low Analyzability

Low Variety and High Analyzability

High Variety and High Analyzability

Since the job variety is low, the person doing the job willexpect least surprises. Low analyzability implies that thereare many subtle differences in execution and every job isdifferent from the other. For example, the job of anaccountant is very different from that of a teacher. Theteaching style that a teacher would adopt to handle aparticular pupil depends on the pupil's personality, familybackground, health and many other such similar factors.From the point of view of training, low analyzability is ahurdle and hence continuous training is required. Longyears of experience and results of a variety of experimentsenable a person to be skillful in doing his job well.

This type poses the least problems to a trainer and infact, is adelight to the manager. Since everything can be specified orflowcharted, it can be explained easily, be understood easilyand more importantly, can be done by everybody. The jobof handling cash behind the cash counter of a bank or acasual worker punching figures into an excel sheet or aworker in an assembly line operation would fall into thiscategory. Once the person learns the task requirements,understands the implications of his actions or inactions andmasters the steps, it is actually less likely for him to commitmistakes. Most of the time, his muscle memory does thework rather than the active mind.

In such a scenario, the situation is relatively complex. Thehigh analyzability content makes the job simpler to bepicked up by anybody. On the other hand, the high varietycontent might be intimidating. Finding a solution to aproblem is relatively easier because well understoodprocedures are already established to handle all kinds ofexceptions. But, the number of variations can be huge. Thejob of providing technical support from a Call Centre will bevery close to this type of description. An engineerresponsible for troubleshooting a large array of machine setups will also fit in here and so would the nursing staff of a

Can Leadership be Taught?

DMR Panda is working as a DGM in Power Management Institute, NTPC Ltd. He is also one of the Senior coordinator ofPower HR Forum. He can be accessed at dmrpanda@gmail.com

DMR Panda

12A Journal from Power HR Forum

Job Analyzability

Low High

Low

Job

Vari

ety

High

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Perrow's framework for understandingcomplexity of job responsibilities

13

leader, is leadership training a façade? Do organisationsneed to commit themselves to this lost cause? Given thelarge variation in the expectations from a leader, it is

practically outside the realm of short duration trainingprogrammes spanning over 3-4 days. Most of the shortduration training programmes attempt to offer insights intosome narrow aspect of leadership. How much theparticipants gain out of these experiences depend on theinstructional design of the programmes and unfortunately,most are not designed well enough. Had this not been thecase, we would have been having clones of perfect leaderswalking on the streets, each immaculate and spotless.

Our past knowledge and experience about business leaderstells us that it takes years to develop leadership skills,provided one has the aptitude and keenness for masteringthese and is presented with opportunities for the same.Hence, the solution to grooming leaders lies not in standalone training programmes, but in carefully planned long-term programmes that utilize coaching, exposure to variousscenarios, giving responsibilities, providing continuousfeedback on performance, innate desire on the part of theemployees to lead and so on. This process requires patienceand takes a lot of time spanning years. But, at the end of it, ifany organisation can groom leaders, the returns shall be farreaching and such an investment shall be worth making.

large hospital. Job responsibility can be learnt by adopting atypical cook-book style, provided it is practiced over arelatively long time.

This type of a job is the most difficult of all to master. Thereis very little repetition of what a person does and each taskcan be very difficult in terms of scope for analysis andbreaking into step-wise processes. Not surprisingly, aleader's job description falls into this category. He has toface and handle a large number of unforeseen problems andto complicate the matter further, he has no readymade oracceptable solutions to these problems. One needs to havea combination of people, technical and conceptual skills tomaster to an extent the responsibility posed by this type of ajob.

The problem of a typical leader, be it in a corporate set up,politics or social service, is that very little is known aboutwhat tomorrow will be like. Therefore, it is not surprisingthat though adequate skills are picked up by people over theyears, yet we see them failing at times. It is their response tothe unique problems that each day poses that decides theirsuccess or failure. It is also because of this that inspite ofhaving received so much of training and formal exposure tomany theories, no two leaders are alike.

Now, coming back to the question that was raised at thebeginning of the article: Given the nature of the job of a

High Variety and Low Analyzability

Can Leadership be Taught?

A Journal from Power HR Forum

A positive work environment is rooted in how people treat each other. In a fast-food company, local leaders had a three stepprotocol for determining the friendliness of the franchise. (1) Do our employees smile at customers? (2) Do customers smileback (3) Do customers smile at each other? By analogy, employees may be seen as leader's most important set of customers. Doleaders engage their employees in positive interactions? Do the employees engage back? Do the employees engage with oneanother? A positive work environments reflects all of these levels of engaged personal connection.

The Movie “The Bucket List” reports ancient Egyptian belief that gatekeepers of heaven ask new arrivals two questions abouttheir lives on earth (1) Did you find joy in life ? (2) Did your life bring joy to others ? The first question is about building yourstrengths – necessary but not sufficient. The second question shifts the focus of joy to helping others find it – building ourstrengths that strengthen others.

An executive once said “I am putting you on my team because you and I do not think alike. If we both think alike , one of us isnot necessary. …. and it won't be me! But when go public , we go with one voice.”

Effective communications require redundancy. When complex or new ideas are involved, it probably takes 10 units ofcommunication for every unit of understanding.

Quotes from Recent 2010 Best Seller:THE WHY OF WORK: How Great Leaders Build Abundant Organizations That Winby Dave Ulrich, Wendy Ulrich, Foreword by Marshal Goldsmith, McGraw Hill, June 2010.

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Organisations and Individuals have developed a mindsetthat Social Responsibility is nothing but shelling few nickelsaccording to capacity, in the form of alms/donations.Whether 'CSR' is simple charity? A Society Consciousstirred soul, can afford to be dumbfolded by throwingalms/donations and sit upright with the satisfaction of doinggood to society?

Indian sympathy has been put to test in cross roads with thebeggars seeking alms, whether it is tourist spot or signalcrossing. Similarly alms giving also reached leaps withexpectation is nothing less than two or five rupee note .Bigmajority of beggars from 3526 out of 5003 (including 1062females)living on footpath near temples and under bridgehave revealed that some of them earn over Rs. 15,000 permonth & the average daily earning is Rs.50 to Rs. 500, in asurvey conducted by department of social work, DelhiUniversity to ascertain whether the deformity, disability orloss of limbs found on the body of beggars are on account ofgenetic deformity or result of inflicted amputation. Thesurvey running into 57 pages states that exhibition of fakewounds is a popular method to seek alms with professionalbeggars . The survey also conveys that majority of beggarsare able bodied (METRO NOW 10 May 2007). IndeedMythological stories indicate Royals were also subjected tothis begging to understand the plight of begging andbeggars. But one forget to understand the developmentsduring the period of time where beggary is being run as anindustry and poor kids are abducted and maimed to raisesympathy in the minds. Even in the vedic literature,indiscriminate charity is not recommended. Since oursympathy is being exploited, it is time for us to come out ofthis shade and look things in different dimension in all walksof life. Again and again, human race should not be exploitedagainst freebies. Unless these things are making sustainablechanges, the intensions will become malice. Instead ofmaking others dependent and passive beneficiary, develop-ment of partnership with pride and facilitating in prosperityis more essential.

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'R' in CSR provokes us to think

Ethical & Discretionary

Actions by demonstration

Knowledge

Archie Carroll, while agreeing with Friedman on tworesponsibility of Business i.e., Economic & Legal , adds thefirm should look to fulfilling the social responsibilities thatincludes both ethical and discretionary. Organizationsthrough good governance and ethical practice should take alead for making this sustainable change. As the Chineseproverb goes, “teach fishing instead of giving fish”, weshould allow people to depend on themselves. A reportfrom Sustain-Ability-a London and New York-basedcorporate sustainability strategy consultancy reveals thatfive years from now on a company cannot have access tointernational market without “Social responsibility”. TheOrganizations while developing comprehensive code ofethics should demonstrate in action through its activities.Organisations should design services to cater to the need ofmillions at bottom, to enable to stand on their own withoutcrutches.

Without giving a feeling of dependence, it is possible to domany activities, which will make the individual/ institutionto set the face upright and also to prosper. Many organiza-tions/ Trust/ Foundations carry out their responsibilitytowards Society without making it as charity in innovativeway and make the society to feel pride. The activities ofdifferent organizations given below have been groupedunder the headings of Knowledge , Self –dependent & Selfhelp group, Culture & Heritage, Environment &Surroundings and health.

550 employees of Genpact, formerly known GE CapitalInternational services dedicating their day for improvementof quality of life of students at the Government SeniorSecondary School, Sirhaul Village, Gurgaon is a fantasticexample. White washing to cleaning the class rooms andlandscaping the gardens for children by planting the treesand weeding the grounds were the activities undertaken bythem (HT Dated 16 April 2006). Mahameru Trust isth

CSR, Beyond CharityP. Sreenivasan

P. Sreenivasan is working as Chief Manager (IR & Wages) in POWERGRID. He can be accessed at psree63@hotmail.com

A Journal from Power HR Forum

CSR, beyond charity

15

Calcutta region. was developed on a tri-sector partnershipin which organizations drawn from business, governmentand civil society work together, pooling resources, knowl-edge and skills to achieve complementary aims.ICML/CESC, with four government departments, localNGOs and village committees, have implemented a rangeof income restoration and trust-building measures in thearea of mine impact. These were particularly important intrying to close the gap which had opened between commu-nity expectations and company social performance, due todelays in securing finance. This gap was threatening thecompany's 'license to operate', and thus delaying thedevelopment of the operation's physical infrastructure. Theaim of the partnership was also to share the cost burdens ofimplementing income restoration and community develop-ment programmes - particularly important during a periodof uncertainty over the timing of financial closure and theprospects of further delays. The partnership undertook anumber of income generation projects (vocational trainingand self help group formation), as well as resettlementplanning, community development and trust buildingexercises (health camps, agricultural training, repair oftubewells, a training centre and school rehabilitation). Withthe government acting as broker and NGOs contributing'state of the art' participatory methods, income restorationfor those losing land was of a higher quality and moresustainable than it would have been otherwise, leading tothe prospect of lower community dependency on thecompany in future.

Greenstar a Multi National Company in Information Sectorworks with local and national contacts to establish a villagecooperative, if one does not already exist, which licensesexclusive web marketing rights to Greenstar for productsfrom the village which Greenstar helps to develop. Inaddition to selling direct to consumers, the company workswith major advertising agencies, record companies, artexhibition and distribution companies, concert promoters,textile companies, web advertisers and commercial powerutilities to develop licensing programs for the sounds andimages emanating from the communities.

POWERGRID has donated a personal computer to aphysically challenged girl Ms P. L. Santha near Thrisoor,who lost both of her hands and she operates computer withher legs to earn her livelihood.

The Viswapriya Trust at Chennai is a benchmark organiza-

Culture & Heritage

running a 'Oldage Home' at Chennai and 'Full FledgedSchool' at par with 'Padma Seshadri' (rated as one of the bestschool in India) at a village 200 KM from Chennai.Interesting thing is that the school run for the poor studentsat this village is not on free of cost. To inculcate the feeling ofpride, nominal fee is charged and in case the parents whoare unable to pay that amount also are asked to render theirphysical labour in School Campus through clean-ing/horticulture etc.,

Fabindia School is established by William Bissell toempower the youth of the state in the central regions ofRajasthan (where education is beyond reach of most of girlswith only five per cent of them being able to completesecondary school) has been committed to educationalopportunities for girls, even subsidising their tuition. Girlsare given positions of leadership and are encouraged to holdtheir own among their male schoolmates.

DCM Shriram Consolidated Limited's Shriram KrishiVikas Kendras (SKVK's) operate with the objective toimpart scientific knowledge to the farmers to enhance theirprofitability covering crop cycle and harvesting etc.SKVK's support the farmers in their work and life throughadoption of villages. The SKVK's provide help in meetingeducational, hygiene, sanitation needs for the community aswell as healthcare support for animal husbandry.

The Bharatiya Yuva Shakti Trust (BYST), a non-profitorganisation set up in 1991, helps disadvantaged youth setup business enterprises. The organisation has pioneered theconcept of 'business mentoring' in India and helpedestablish nearly 450 business units in Delhi, Haryana,Madras, Hyderabad and Pune. BYST assists young peoplein the age-group 18-35 years who are unemployed or under-employed to set up their own entrepreneurial venture. Eachapplicant is extended a loan of Rs 50,000 that can be paidback within three years at the interest rate of 12.24 per centper annum. The organisation also ensures that eachbeneficiary interacts with his 'business mentor' on a one-on-one basis to get first-hand business experience. RecentlyBYST tied up with the Keep Walking Fund (KWF), aJohnnie Walker community initiative to ensure individualprogress. As part of this initiative, a corpus of Rs 1.06 crorehas been given to BYST to finance its rural operations forthe next three years.

Sarshatali coal mine to provide a reliable supply of coal tofuel CESL's (an Indian Power Utility) power stations in the

Self –dependent & Self help group

A Journal from Power HR Forum

16

the village development committee.

Managing Director of Hyundai Motors India Limited Shri.H. S. Lheem donated 100 Accent CRDi Cars to the ChennaiPolice in a bid to help the Tamil Nadu government improvelocal traffic conditions, commented during the occasion thatthe industry cannot succeed itself without giving to Society(Auto India December 2006). While the other car maker,Maruti Udyog Limited stepped in to help the residents ofGurgaon by hiring 85 trained private security guards to helpin traffic management, since this district police has difficulttime in enforcing traffic regulations. These private guardsmanage the traffic in 2 shifts from 7 to 10 am and 4 to 9 pm incrossings at National High way and Old Delhi road.(METRONOW 22.02.07 )

In India, about 4% of the population in India have theproblem of refractive error, due to which vision is not clear,resulting in Myopia and Hypermyopia. hasbecome the ray of hope for millions of patients withrefractive eye disorders. The company has donated Rs. 50lakhs (US$ 106,000) to set up the state-of-the-artREFRACTIVE SURGERY CENTRE at SankaraNethralaya, an eye hospital at Chennai.

Hundreds of people born with cleft lips or cleft palates havebeen operated on, through 'Operation Muskaan' a projectinitiated by steel giant Tata Steel by the Tata Steel RuralDevelopment Society (TSRDS), Tata Steel's NGO commu-nity service arm. It's a small operation that has made a hugedifference to people's lives. The TSRDS realised the urgentneed for this form of reconstructive surgery at various healthcamps. At one weeklong camp in Ghatsila, doctors treated108 cleft cases; in Deoghar, 149 people requested surgery.The New York-based non-profit organisation Smile Train,which works across countries to eradicate cleft lips andpalates, is the TSRDS's main partner in OperationMuskaan, providing financial support to the tune of Rs6,500 per patient and ensuring updated infrastructure andtrained medical professionals.

Reebok International has developed a set of productionstandards for the manufacturers that supply the companywith its athletic shoes on a contract basis. In response toreport commissioned by Reebok ( at a cost of $50,000) thatfound health and safety problems at two subcontractorplants in Indonesia, the two suppliers were forced to spend$500,000 in factory improvements in order to keepReebok's business.

Health

Indian Oil

tion in the promotion of music and development of latenttalents. It is conducting special programmes for the differ-ently abled and support folk and Indian art. It also promotesfine arts and Harikatha and orgainise quiz programmes forthe younger generation on matters relating to Indiantradition and culture. Indeed, promoting and preserving thecountry's cultural heritage is also linked to corporate socialresponsibility. (THE HINDU 11 May.2007 )

Anatha Pretha Kaingarya Trust is performing the last ritesfor the orphaned dead in an organized manner at Chennaiat the behest of of Shri.S.Sreedhar from 1984 (The NewIndian Express , June 3 , 2006). Seeing the yeomen serviceof this Trust, State Bank of India donated a van for thispurpose. Raval Paper Mills located at Rae bareily is anagricultural residue-based paper mill which underwentimplementation of a number of cleaner production initia-tives to reduce water consumption, as well as wastewatertreatment and raw material costs, and to facilitate themeeting of effluent discharge standards. A 28% reduction inprocess water consumption allows the plant to operate atfull capacity during the water-scarce summer months.

Calling for the urgent action to fight climate change,Greenpeace is demanding that India implement energyefficiency measures to reduce CO2 emissions. The message'CUT CO 2' lights on the face of its building of The LeMeridian Hotel located in busy Janpath Road of New Delhi(HT 20 May 2007).

Under a renewable energy project funded by the UnitedNations Development Programme (UNDP) and theMinistry of Non-conventional Energy Sources (MNES), intechnical collaboration with the Confederation of IndianIndustry (CII), a biogas unit has been provided to everyrural household with at least two cattle in Sidmakudarvillage of Jharkhand. The renewable energy project coversfive of the 14 villages that have benefited from the SRTT-CInI programme. The UNDP-MNES project has alsopromoted the rooftop solar panels that store energy to lightup homes. At present, 30 solar lights brighten up house-holds in the village, and four solar panels light up the mainvillage thoroughfare at Sidmakudar. Since the panels aremanufactured by sister concern Tata BP Solar, the villageswere able to get them at a discounted price. The plantations,solar road lights and common property are guarded andmaintained by the villagers themselves, on a rotationalbasis, through suraksha samitis working under the aegis of

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A Journal from Power HR Forum

CSR, beyond charity

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4. Tata Steel's 'Operation Muskaan' brings back smiles byMani Padmajena

5. Small interventions, big change in Sidmakudar –RinaMukherji

6. www.ciionline.org

7. InfoChange News & Features, February 2007

8. Fortune at the Bottom of the Pyramid -: C. K. Prahalad

9. Wanted : Strategic do-gooders ,Rohini Nilekani HTGuest Column 2 April 2006

10. Local School gets a facelift-Thanks to Genpact – HTDated 16 April 2006

11. Thought Leader Interview with guest Marc Kielburger:Corporate Social Responsibility by Karen Elmhrist

12. www.hr.com

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Conclusion

References:

Any Business not adopting win-win situation may not existin the coming years. While creating a win-win situation theorganization should ensure they are making the receivingend, self dependent with the accomplishment of self-pride.It has been narrated in a fortnightly that a lady ofHyderabad gave old/used clothes to the Children ofOrphan home after proper laundry. This gesture makes thechildren in orphan home to receive the clothes with prideand smile says the report. Society in whole should take pridein the activities of business firm or organization. Ourcommitment to future generation is possible by seeingbeyond the present.

1. Strategic Management & Business Policy – Thomas L.Wheelen, J.David Hunger,Krish Rangarajan

2. www.sustainability.com/developing-value

3. The Fabindia School: Harbinger of change in ruralRajasthan by Jayant Biswas

CSR, beyond charity

A Journal from Power HR Forum

If someone's baseline rewards are not adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of hercircumstances. You will get neither the predictability of extrinsic motivation nor the weirdness of extrinsic motivation.

The problem with making extrinsic reward the only destination that matters is that some people will choose the quickest route there , even ifit means taking the low road.

If-then motivators and other extrinsic rewards resemble prescription drugs that carry potentially dangerous side effects, other believe theyare more like illegal drugs that foster a deeper and more pernicious dependency…… cash rewards and shinny trophies can provide adelicious jolt of pleasure at first, but the feeling dissipates – and to keep it alive, the recipient requires even a larger dose and more frequentdoses…… what is more, once the initial money buzz tapers off, you will likely have to increase the payment to continue compliance..... Inother words, if we watch how people's brains respond, promising them monetary rewards and giving them cocaine, nicotine oramphetamines look disturbingly similar.

Management is not about walking around and seeing if people are in their office… My dad's generation views human beings as humanresources. They are the two –by-fours you need to build your house. For me, it is a partnership between me and the employees. They are notresources. They are partners and partners like all of us need to direct their own lives….. Perhaps management is not responding to oursupposedly natural state of passive inertia. Perhaps management is one of the forces that is switching our default setting and producing thatstate…. This innate capacity for self direction is at the heart of Motivation 3.0 and Type –I behavior.

Living a satisfying life requires more than simply meting the demands of those in control. Yet in our offices and our classrooms we have waytoo much compliance and way too little engagements. The former might get you through the day , but only the later will get you through thenight.

Autonomy as they see it, is different from independence. It is the rugged, go-it-alone , rely-on-nobody individualism of the Americancowboy. It means acting with choice - which means we can be both autonomous and happily interdependent with others… Just consider thevery notion of empowerment. It presumes that the organization has the power and benevolently ladles some of it into the waiting bowls ofgrateful employees . But that is not autonomy. That is just a slightly more civilized form of control. Or take management's embrace of “flex-time” . Flexibility simply widens the fences and occasionally opens the gates. It too is little more than control in sheep's clothing.

Quotes from Recent 2010 Best Seller:DRIVE : The surprising Truth about What Motivates Usby Daniel H Pink

Book ReviewBook Review

Are you recruiting for “A”, developing for“B”, rewarding for “C” and hoping for “D”,then this is the book which will guide youhow to translate differentiated strategies toalign, focus and manage differentiatedworkforce differently.

Many organizations know that they can'tstandardize their way to greatness; theyalso know that strategic homogeneitydestroys value; still they fall victim of underinvesting in high return truly strategicpositions and talent and overinvesting innonstrategic ones.

Many of us know that differentiatingincorrectly is as bad as or worse than failingto differentiate. As a solution, this muchresearched book written by three world-class authors namely Brian Becker, MarkHuselid, and Richard Beatty gives you aworkable logic to the art of workforcedifferentiation. The book is divided intosix sections namely (1) How to put strategy,not people, first (2) How to link strategiccapabilities to workforce strategy (3) Howto identify and evaluate strategic positions(4) How to establ ish leadershipaccountability for workforce success (e.g.the line manager's HR role) (5) How todesign architecture for the differentiatedworkforce (6) How to develop and applystrategic workforce measures.

In their previous best seller titled “Theworkforce Scorecard” they started theconcept of “A”. “B”, “C” classification ofHR asset in terms of strategic positions andpeople for those positions. This book is anextension of that logic and the heart of thisbook rests in Chapter -3 which establishes anew logic of arranging strategic jobs fordifferentiated focus and reward.

They say that all seemingly mission critical

jobs are not truly strategic “A” jobs. Forexample, an employee associated with a newproduct development in a particular domainmay not be compared to another employeeassociated in enriching an existing productline with additional features in the same R&Ddepartment.

In an organization some positions are definednot so much by the wealth that they create intheir presence but by the wealth that they candestroy in their absence and some positionsdo not have the capability to make a dramaticpositive or negative difference to thecompany's net return if performance in thatposition moves substantially below or abovestandard . Considering above, the authorsdifferentiate all jobs into three categoriesnamely ,

and.

For example think three positions in anairline- a pilot, a cargo handling staff and amarketing manager. Suppose a pilot flies verywell beyond standard whether the airline willgain money? Certainly not. But if he fliesbelow standard, certainly the airline losesmoney. That is why the position of a pilot is awealth losing job “B” job. Now suppose acargo handling staff performs below or abovestandard, whether there will be any dramaticgain or loss to the revenue of the airline,certainly not. Hence a cargo handling staff is awealth neutral position. But a marketingmanager positions the brand, route, travelagents etc. of the airline and if he performsbeyond standard the airline gains money andif he performs below standard the airline losesmoney, hence the position of marketingmanager is a wealth creating one.Accordingly, certain key logic fordifferentiating positions in an organization asdefined by them are as under.

wealth creating “A” jobs wealthloosing “B” jobs wealth neutral “C”jobs

H.P. Pal is working as Manager-HR in POWERGRID, Corporate Centre. He is also oneof the coordinators in Power HR Forum Secretariate. He can be contacted at hppal@hotmail.com.

The Differentiated Workforce

Reviewed ByH. P. Pal

Coauthored By

Published by

Jeffrey Pfeffer& Robert I. Sutton

Harvard BusinessSchool Press, 2006, Rs 1185/-

A Journal from Power HR Forum18

Said differently, although you can't win with “B” positions,you can certainly loose without them. In a “C” positionperformance variability between a top and average talentmay not be substantial, plus performance beyond standardhas little strategic value. Further maintaining status-quoquestions survival in a 'A' position.

Hence a world-class HR function apart from traditional jobdescription must have a directory of differentiatedworkforce for each function with a focus on equity notequality; a focus on engaging the right employees, notnecessarily all the employees, an emphasis on hiring choiceemployees, not becoming the employer of choice and finallya focus on earned increases, not entitlement.

In life more than what you do, the most importantdifferentiator is what you should spend little time doing andwhat should you stop doing. Likewise with differentiatedworkforce the focus is not just on a strategic capability butthe job is where the workforce strategy and business strategyintersect, especially on those jobs within that capability thathave disproportionate impact on the success of thatcapability. The concept of differentiated workforce will shiftour focus from what we wish to improve to what we wouldlike to do differently; from how to hire top talent to how towin with talent.

Book Review

Wealth Loosing “B” Positions

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Performance beyond a point haslittle potential for wealth creationor even diminishing returns.

Performance variability may besubstantial but performancebeyond standard has little strategicvalue.

Suppor t s wea l th crea t ingpositions.

Mistake may be costly that candestroy wealth.

Selection of wrong person is fairlyeasily remedied.

Poor performance may bedetected but highly costly.

Specific process procedures be

!Wealth neutral “C” Positions

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Performance differential does nothave dramatic impact in wealthcreation.

Mistake are not costly

Selection of the wrong person iseasily remedied.

Poor performance is often tolerated

Little discretion in work andprocedures which are dictated byregulation.

Market price is the best predictorfor compensation.

Wealth Creating “A” Positions

• Performance differential morethan 10x between a good and badperformer.

• Positions to create wealth and winin business.

• Mistakes may be very costly butmissed revenue opportunities aregreater potential loss.

• Selection of wrong person is costlyin terms of training investment andlost opportunity.

• Poor performance is immenselydetected.

A Journal from Power HR Forum 19

There are plenty of intelligent people who do not excel in the classroom. Do not fall into the trap of thinking you need someone from one of the bestschools in order to get results. Ninety percent of CEOs currently heading the top five hundred American companies did not receive undergraduatedegrees from Ivy League colleges. In fact, more received their undergraduate degrees from the University of Wisconsin than from Harvard (Themost heavily represented Ivy School with Nine CEOs).

Do not hire for pleasure. Hire to kill pain. Always ask yourself: what if we do not hire anyone? Is that extra work that is burdening is really necessary?Can we solve the problem with a slice of software or change practice instead? What if we just do not do it?..... Some companies are addicted to hiring.Some even hire when they are not hiring. They will hear about someone great and invent a position or title just to lure them in. And there they will sit-parked in a position that does not matter doing work that is not important……you will be doing your company more harm than good if you bringtalented people who have nothing important to do. Problems start when you have more people than you need. You start inventing work to keepeveryone busy. Artificial work leads to artificial projects. And those artificial projects lead to real costs and complexity.

Policies are organizational scar tissue. They are codified overreactions to situations that are unlikely to happen again. They are collective punishmentfor the misdeeds of an individual.

With small team, you need people who are going to do work , not delegate work. Everyone's is got to be producing. No one can be above work. Thatyou need to avoid hiring delegators, those people who love to telling people what to do. Delegators are dead weight for a small team. They clog thepipes for others coming up with busywork. And when they run out of work to assign, they make up more-regardless of whether it needs to be done.

Small is not just a stepping stone. It is a great destination itself.

Quotes from Recent 2010 Best Seller:REWORK : Change the way you Work for Everby Jason Fried and David Heinemeier Hansson

1. The collapse of which bank on September 15, 2008,triggered off the Global Recession?

2. What is the term given to the act of “breaking intocomputer systems/servers without legal authorisation toextract information?

3. “I wanted to learn about business management so I couldbe a better entrepreneur” Which Bollywood actress saidthis after attending a 3 Week Course at Harvard BusinessSchool in December 2009?

4. The Income Tax Department's byline/slogan in recentadvertisements has been PAY TAX. KARO ______. Fillin the blank

5. Which company's slogan is DAS AUTO?6. With which ex President of India would you associate the

term PURA (Provision of Urban Amenities in RuralAreas)?

7. This term is used to describe the efforts put into a start-upcompany by the founders in exchange for ownershipshares of the company. What term

8. This is a HINDI SLANG WORD that translates to animprovisational style of INNOVATION that is drivenby scarce resources and attention to customersimmediate needs. The word has come to meanSOMEHOW GET IT DONE. Name the word

9. Four Public Sector Undertakings(PSUs) were conferredMaharatna Status in May 2010, ONGC, SAIL, IOC &NTPC. A fifth PSU will become a Maharatna as soon asit is listed. Identify the company?

10. Which prominent (late) Indian Management Guruworked with Indian Oil Corporation, before proceedingto study at MIT & Harvard. He was also the foundingDean of Indian School of Business and the author ofbooks such as “Managing Radical Change”

11. This is a society, registered under the Tamil NaduSocieties Registration Act and it functions like a privateclub. Its income for the last fiscal year exceeded Rs 1000crores. Name this entity

12. GROUP ______ was a term was coined by Kurt Lewin

in the 1930s and views groups in terms of theirformation, structure, processes and functioning. Fill inthe blank

13. In 2009, Global Language Monitor declared it to be theone-millionth English Word. It is associated withweb/internet applications that facilitate interactiveinformation sharing, user centred design etc. The wordwas coined in 1999 by Darcy DiNucci. What word?

14. In which book by Michael Crichton, does a companycalled INGEN CORPORATION successfully cloneDinosaurs? The book was subsequently made into amovie

15. In stock markets, what is the name given to the bookbuilding model, where institutional buyers are free to bidabove a certain floor price and the allotment would be onbased on the “higher the bid, higher the allocation”basis?

16. Strategy, Systems, Structure, Style, Skills, Staff andSuperordinate goals: Name the concept associated withthese terms

17. Which Indian spiritual leader gave the world theT R A N S C E D E N T A L M E D I T A T I O N A LTECHNIQUE and also introduced the currencyRAAM?”

18. Which prominent Intelligence Agency (not Indian) isoften referred to as “THE COMPANY”

19. He was the first American Economist to win the NobelPrize in Economics, and was the author of“ECONOMICS:AN INTRODUCTORY ANALYSIS”the largest selling economics textbook of all time. Namethis gentleman

20. A PRE-ORDER is an order placed for an item which hasnot yet been released. The highest grossing pre-order asof November 2009 was Microsoft Windows 7 OS,followed by which book. (Name the book or the author)

General Management

QuizQuiz

General Management Quiz

20

Ans.:1.LehmanBrothers,2.Hacking,3.PreityZinta,4.RELAX,5.VW(Volkswagen),6.APJAbdulKalam,7.SweatEquity,8.JUGAAD,9.CoalIndiaLtd,10.SumantroGhoshal,11.BCCI,12.DYNAMICS(GROUP),13.Web2.0,14.JURASSICPARK,15.FRENCHAUCTION,16.MckinseySevenSFramework(onlySevenSwillnotdo),17.MaharishiMaheshYogi,18.CIA,19.PAULSAMUELSON,20.HARRYPOTTERANDTHEDEATHLYHALLOWS,JKROWLINGISALSOACCEPTABLE

Quiz MasterSujeett K Verky

Senior Manager (HR), NTPC

A Journal from Power HR Forum

Management CartoonsManagement CartoonsBy Parimal Joshi

Management Cartoons

21A Journal from Power HR Forum

22 A Journal from Power HR Forum

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2 The Why of Work:How Great LeadersBuild AbundantOrganizations ThatWin

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3 Retooling HR John W. Boudreau Harvard BusinessPress ( July 1,2010)

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4 Managing theMillennials: Discoverthe CoreCompetencies forManaging Today'sWorkforce

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8 The Way We'reWorking Isn'tWorking: The FourForgotten Needs ThatEnergize GreatPerformance

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9 Switch: How toChange Things WhenChange Is Hard

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10 Chief Culture Officer:How to Create aLiving, BreathingCorporation

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23A Journal from Power HR Forum

11 MeaningfulWorkplaces:Reframing How andWhere we Work

Neal E. Chalofsky Jossey-Bass Rs 2205/-

12 Happiness at Work:Maximizing YourPsychological Capitalfor Success

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13 The ExtraordinaryCoach: How the BestLeaders Help OthersGrow

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16 Strategic Learning:How to Be SmarterThan YourCompetition and TurnKey Insights intoCompetitiveAdvantage

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17 Strategic Speed:Mobilize People,Accelerate Execution

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Harvard BusinessPress ( June 1,2010)

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18 Multipliers: How theBest Leaders MakeEveryone Smarter

Liz Wiseman , GregMckeown

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19 The ResilientOrganization: HowAdaptive CulturesThrive Even WhenStrategy Fails

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20 Common Purpose:How Great LeadersGet Organizations toAchieve theExtraordinary

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Power People

Principle-Centred Leadership

Power People

Power People

Power PeoplePower People

Power PeoplePower People

is a leading management journal published by Power HR Forumwith the objective to share the unique and embedded knowledge ofmanagement professionals in every walk of life to improve the competitiveposition of both professionals and organizations.

The journal publishes:

Practical articles that describe effective practices of leading companies ;

Reports on new theories that have the potential to advance strategydevelopment and implementation;

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In order to be published each article must beaccompanied by a completed and signed Journal Article Record Formavailable online at www.powerhrforum.org or on request from theeditor.

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