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O C T O B E R 2 0 1 1 | V O L U M E 2 | I S S U E 1 0 | R S . 2 5 / -
C O N T E M P O R A R Y | A C T I O N A B L E | C U T T I N G - E D G E
What Employees Expect From Their LeadersTH
E FIRS
T EVE
R CRO
SS-ET
HNIC
STUD
Y IN I
NDIA
ENCOURAGEMENT GUIDANCE AND SUPPORT
RECOGNITION AND APPRECIATION
TRANSPARENCY AND FAIRNESS
CAREER GROWTH OPPORTUNITIES
LEADERSHIP SKILLSWALK THE TALK
EMPOWERMENT
CLEAR COMMUNICATIONTRUSTUNBIASED TREATMENT
RESPONSIBILITY AND ACCOUNTABILITY
TRAINING & DEVELOPMENT
FEEDBACKFAVOURABLE WORK ENVIRONMENT
ROLE CLARITY
HONESTY/INTEGRITY
APPROACHABLE
MOTIVATIONEXPERTISE
FLEXIBILITY
WORK-LIFE BALANCE
JOB SATISFACTION
free supplement!
with this issue
DISCOVER THE
DIAMOND IN YOU
By ARINDAM CHAUDHURI
3October 2011 THE HUMAN FACTOR
FROM THE EDITOR’S DESK
Indranil DasExecutive Editor
The volume of literature that is generated ev-ery year on leadership is humungous, and yet leadership remains a concept that everyone
understands somewhat, but no one understands com-pletely. The present day business leadership research can be traced back to the 1940s, and yet over the last 70 years or so, a miniscule amount of time by any re-search topic area, several theories and hypothesis have been propounded, postulated, criticised and put aside. The challenges of leadership have only grown with the changing and fluid nature that business has assumed today, and it is only natural that research in the area of leadership has attracted the best brains of our times. In the new global order of business, boundaries of nation are fading out fast, and the new challenge that leaders need to grapple with today is that of managing and leveraging diversity in the workplace. Changing demograph-ics caused by globalisation, technology, mobility, and changing societal norms are creating new demands on leaders. These changes cut across ethnic, cultural, and religious divides and create a workplace that is radically different from the work environment of the yesteryear. The new-age leader needs to understand the unique needs and aspirations of this multi-ethnic workforce which differ in terms of values, cultures, expectations and perspectives, and lead them to gain an advantage in the competitive business environment.
While there is significant management literature available on how ethnicity and environment play a large role in developing a leader’s worldview, there is hardly any research available which throws light on how ethnicity influences an employee’s expectation from their leaders in the Indian context. With diversity of workforce being a constant, research that can help leaders understand the effect of ethnicity on employee expectation, will certainly help leaders with their decision making process, and is without doubt a crying need.
In this issue, Professor Arindam Chaudhuri focuses squarely on the issue of employee expectations from their leaders across ethnicity and function. A large scale survey that he conducted, over two phases, across regions in India, throws up a few surprises in terms of expectations that employees have, but also validates certain perceptions that are held in popular wisdom. While guidance and support from leaders and bosses seem to be the overwhelmingly frequent expectation that employees have across India, employees whose ethnicity categorise as being from the south of India give it much more importance than do employees from the west of India. While the general perception may be that employees want empowerment, the survey shows that not too many employees expect empowerment from their leaders. Another interesting trend seems to be that employee expectations of those from the south are somewhat similar to those from the east, while employees from the north and west have similar expectations. The second phase of survey has given interesting information and insights, and we look forward to the analysis of a much broader third phase survey.
We are certain that the meaning that will be distilled from this information will help leaders to bring out the best from their people. thf
OCTOBER 2011, Volume 2 Issue 10OCTOBER 2011, VolumROOCTO me 2 Issue 10olum 0
EDITOR-IN-CHIEF: ARINDAM CHAUDHURIGROUP EDITORIAL DIRECTOR: A. SANDEEPCHIEF EXECUTIVE OFFICER: DEEPAK KAISTHA
MANAGING EDITOR PROJECTS: ABHIMANYU GHOSH
EXECUTIVE EDITOR: INDRANIL DASCONSULTING EDITOR: RAHUL WADHWANI
ASSISTANT EDITORS: ADITI SHARMA KALRA, SCHWETA CHATURVEDI
SENIOR CORRESPONDENT: ABHISHEK CHANDASENIOR SUB-EDITOR: SUSHMITA YADAV
SUB-EDITOR: AAMIR NOWSHAHRI CORRESPONDENT: SHIPRA SHARMA
CORRESPONDENTS IN TRAINING: ALANKRITA SRIVASTAVA, KESHIA SIROHI, SAMBIT RAY, SAYANI SINHA ROY SPECIAL CORRESPONDENTS: ANGSHUMAN PAUL,
ANIRUDDHA BANERJEEGENERAL MANAGER - DIGITAL: T. BAKSHI
EDITORIAL ADVISORS: RAJAT SHUKALARUNDHATI BANERJI, NAVEEN CHAMOLI, PRASHANTO BANERJI,
PRASOON S. MAJUMDAR, ROHIT MANCHANDA, SUBHO SHEKHAR BHATTACHARJEE,
SUMIT KAPOOR
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ETHNICITY AND EMPLOYEE EXPECTATIONS
4 THE HUMAN FACTOR October 2011
THE INBOX
I have found some very nice articles and columns in your magazine, and can use some bits in pieces in my teaching (for example, some nice anecdotes). I will continue to have a look at it each month. You all are doing a very good job! I am happy to work with you in the future. Lately, I have been talking a lot about an idea called the principle of charity. It is quite relevant to the readers of your magazine, and I have also found that it’s very sticky: people like to learn about it, and then remember it once they have learned it. Itwould be quite easy to put something together tailored for an HR audience. Let me know if youare ever interested in that.
This looks like a business magazine to me which covers all the business developments happening around the world. The other interesting thing isthat it is very inspirational, as we can read about the life stories of some of the most successful players in their fields. People who really want to go further in their field will surely get inspired and motivated after reading these stories. The Human Factor reminded me of a famous sayingby William Shakespeare, “To climb steep hills requires a slow pace at first.”
INBOXTHE
ISSUE : SEPTEMBER 2011
C O N T E M P O R A R Y | A C T I O N A B L E | C U T T I N G - E D G E
S E P T E M B E R 2 0 1 1 | V O L U M E 2 | I S S U E 9 | R S . 2 5 / -
HR MAGAZINE OF THE YEAR
AWARDED
M&A
THE HAND THAT NURTURES: THE ROLE OF HR
IN MERGERS & ACQUISITIONS
free
supplement!
with this issue
THEORY
MANAGEMENTI
The interview has come out very well and thanks for giving it full importance. I have visited THF’swebsite and seen the other issues. I am extremely impressed with the quality and depth of litera-ture, which is very different than other business publications. I will think through and come back with a few suggestions on how I can add some value to you. One suggestion is to cover ‘Private Equity as a new business owner class: How pri-vate equity players change HR practices post investment in old traditionally run businesses’.
SRIPAT PANDEY,GLOBAL HEAD M&A, 3I INFOTECH
VISHWAS BATRA,ASSISTANT PRO-DUCER, RELIANCE BIG PRODUCTION
S.Y. SIDDIQUI,MEO - ADMINISTRA-TION (HR, FINANCE AND IT), MARUTI SUZUKI INDIA LTD..
NEIL BEARDEN,ASSOCIATE PROFES-SOR OF DECISION SCIENCES, INSEAD, SINGAPORE
You have very thoughtfully captured Maruti Su-zuki’s journey since its inception, bringing out the collaborative efforts of Maruti and Suzuki. Also,you have highlighted how HR has evolved and its contribution to the business while transitioningfrom a government organisation to a private sec-tor company. I also have gone through the other articles and found out them to be very relevant, easy to understand, while illustrating real-time corporate world experiences for the benefit of the larger audience. I again thank you for bringing out this article very professionally.
6 THE HUMAN FACTOR October 2011
Cover Design by: Alpana Aditya
Sunil Kothari, Director, Om Metal Infraprojects Ltd.
Voice Vote Bridging Distance Through 88Education Role of IGNOU in bringing quality education right at your doorstep
Learning From 90The Corporate Gurus The CLO Summit on the role of corpo-rate involvement in the education sector
The Future Lies in Innovation 91The Asia Pacific HRM Congress 2011 served as a knowledge sharing platform for HR professionals
Youth Calling 92 The event saw young achievers inspiring the audience to come out of their moulds
Knowledge Highway! 94The road ahead for India’s KPO industry
The Inevitable Change 95A convention on customer satisfaction, diversity, and the evolving role of HR
XISS Celebrates Alumni Meet 98 The 10th edition saw the largest ever gathering of alumnus
A Leap Closer To Success 99 The workshop for building a successful business
Great Students Make A Great 100Institution Dr. Pramod Kumar, President, ISB&M, believes in a friendly environment for students
Conference Room 104Prof. Mark Mortensen, INSEAD
Books Boulevard 106
Product Feature 110
HR Guru 112
Humour Resources 114
Heard This Yet? 8The latest news in HR
Cover Story 10What Employees Expect FromTheir LeadersThe First Ever Cross-Ethnic Study In India
Cover Articles Measuring Intangibles, 20Improving Tangibles
Asian Leaders Finding A Foothold 26
Organisational Culture: 32A Result Of Leadership
European Leadership: 38Similarities And Differences
The Emergence Of 48Indian Leadership
What Employees Want From 56Their Careers
Employer Brands For 62Employee Demands
India Leading, And How! 68
Toolbox 74Prof. Mohan Chandra Lal
Executive Focus 80Accentuating Diversity Ellyn Shook, Global Managing Director-HR, Accenture
CEO@18 83Amol Arora, MD, Shemrock & Shemford Group Of Schools
At The Helm 84Building Hardwork, Residing Success
WHATEMPLOYEESEXPECTFROM THEIRLEADERS
10
OCTOBER 2011, VOLUME 2 ISSUE 10CONTENTS