(A summary of HR conclave:?Innovation in HR: Gearing for 2020, held at FIIB on 4th Februrary 2012)
?While addressing the participants, as chief guest, at the HR conclave ? INNOVATIONS IN HR ? GEARING FOR 2020 organised by FIIB on 4th February 2012, Mr. Suresh Tripathi, President HR, SRF Limited, talked about paradigm shifts that might have to be addressed for gearing for 2020.? He observed that because of a boundary-less world, there is homogeneity in consumption patterns, now that every item is available in India right from a BMW car to an iPad. He emphasized on changing global economic scenario due to which, manufacturing processes were not at one place. ?Now business flows in all directions. Wherever the manufacturing costs are less, business leaders set up their units. This impacts HR mobility i.e. in the movement of work force. He felt that a round globe has become flat because of Internet and universal information access, which is called ?Globality?. This has paved the way for integration of HR models of acquiring and retaining talents. He talked about ?Demographic dividend? from which India may get benefit as 240 million young people would be added to the work force in the next 15 years. He referred to a paradigm shift from the present vertical integration to virtual integration. He gave example of ?AIRTEL? for virtual integration. He also brought out a radical concept of small fish grabbing big fish. He visualized that small businesses which are nimble, agile survive because volumes are at bottom of the pyramid. As far as loyalties and commitment to organizations are concerned there is no long term time dimension. A future employee may commit 4 hours in the morning to one organization and afternoon to some other orgnisation or to himself. Commitment is only to the extent of contracted time and deliverables. Results of such paradigm shifts would be no human touch in virtual organisations, increase in internal stress and organisations would become faceless. He predicted that HR would have to gear up itself to deal with these changes.
In his keynote address Mr. B.Ram Mohan, Vice President- HR Everest Industries, talked about tomorrow?s world as a melting pot of diversity and constant mobility. According to him HR should be the navigation tool. He felt that encouraging innovation and planning ahead for future work force are essential tools for the visionary HR professional. He narrated the journey of HR from blue collar issues to the Board room. He opined that ?HR has often delimited its full flight into the wide space of operational and strategic areas by distancing itself from the supply and delivery chain of the business. ??HR is often short sighted in its vision of setting up goals for self?. He advocated that HR should come out of its self-acclaimed glory of the name tag of HR Professional, to mentally step out of the parameters of HR and really observe oneself as part of the business process to understand how to contribute best to the organization. According to him needs of talent in 2020 are ?Autonomy & Freedom?, ?Higher flexibility and work- life balance?, ?Customized career paths? , ?Transparency? , and? ?Opportunity to make a difference globally?. He mentioned that the following are some of the expectations of employers from future employees: domain knowledge, professionalism ,? high ethical standards, flexibility to cope with different business situations and adaptability, result orientation and execution ability, understand global business environment, partners in co-creating future businesses, creativity and innovation, maturity and emotional intelligence, and managing self. While visualizing future role of HR, he felt that HR should understand business, align stakeholders around a shared purpose, facilitate change in mindsets, obsessed about development and renewal of people, establish HR as a distinct profession by building appropriate competencies, attract and build a diverse workforce, including those who do not come to office and lastly in doing the above, HR should not forget its fundamental role as employee champions.
While welcoming the participants to the HR conclave, Dr.A.K.Sinha, Director of FIIB, explained about the mission, vision and values of FIIB, thanked both the chief guest and key note speaker for sparing their valuable time from their busy schedule ?to address the participants. He wished that participants would gain lot of insights from this HR Conclave about future role of HR, while it gears to prepare for 2020.
Dr.K.B.C. Saxena, Dean of FIIB? talked about Innovational approach at FIIB that is taking place now. While informing about management innovation as an integrated perspective at FIIB, he explained process innovation of environment and information with HR integration of people, skills and social behaviour. While elaborating about innovation process at FIIB, Dr. Saxena explained how education process (curriculum) dovetails the quality process (Curriculum delivery).
While introducing the HR Conclave topic, Dr.P.U.B.Rao, Chairperson of HR/OB area, dealt with the changes that took place from past to present and the future trends of HR. He felt that in future there may not be any HR department. In fact, every manager is an HR manager since managing people is everybody?s job. Dr.Rao wondered whether the task of interviewing a job seeker would be entrusted to a computer in future, because of technological advancement of mapping the thought process of a human being by computers.
In the first technical session, Mr. Shekhar Ghose, former Director- Personnel, Indian Airlines as chairperson of the session: Innovation in Human Capital Management, dealt with the definition of human capital. He talked about how globalization and advent of knowledge worker brought about the value of human capital. He elaborated on human, organizational and social capital.
Ms.Ishita Adhikari, ?till recently, Head H.R, Kuoni Business Travel, started her deliberations with the concept? of survival of the fittest and Innovation is survival ? age old theory of ?Darwin. ?? ?She revalidated this with the transition of E-Mails to the world of Google/Face book/Twitter, Walkman to i-pods, telephones to sleek i-phones and desktops with tablets, a Doordarshan with limited hours of programming to 24*7 telecast on innumerable channels, Post office & Bank FD to managing financial portfolios. She explained the journey of HR from Personnel & Admn. to Human Resource being a strategic business partner and she fees that HR is still evolving. She felt that Innovation in HR is a necessity and not a choice, because of changing environment and business scenario, demanding & well informed customers, handling a diversified workforce and constraints of cost and profitability targets.
Ms. Ishita defined Human Capital as the sum of a workforce?s skills, knowledge and experience and Human Capital Management as a strategic responsibility increasingly shared by all the organization?s leaders. A strategic approach to marshaling, managing and maintaining the human capital needed to maximize organizational performance. She shared some of the recent findings that 36% revenue spent on Human Capital (HC) Expenses but only 16% expressed anything more than a moderate understanding of RO(HC)I. Also that CEO?s see HC as a key Value Driver ? 92% link it to Customer Satisfaction, 82% link it to Profitability,72% link it to Innovation and New Product Development, 49% report that investors are beginning to ask about HC issues,23% report Boards involved in HC issues and in two years 36% expect such involvement. She shared some of her experiences in bring about innovative changes in her organisation.
Mr. Murli Dhar Shyam, Head Human Resources ? India, ATC Tower Company of India Pvt. Ltd., talked about human capital management. He emphasized on human values and culture of organizations for facing the future.
The second Technical session: Innovation in Strategic Alignment of the HR and Innovative HR Frameworks was chaired by Mr. Ashok Grover, Director, Skillscape. Mr. Grover talked about Global Talent Management Survey and shared the findings. A survey conducted by Softscape Research in 2008 interviewed more than 200 HR leaders from around the world representing a diverse collection of more than 20 industries ,evenly distributed among large enterprises (more than 5,000 employees; 54% of the sample) and small- and medium- sized organizations (100 ? 5000 employees; 46% of the sample).
Some of the survey results he shared were: (74%) Integrated talent management is mission critical. (70%) organizations with integrated talent management strategies have better financial performance. (66%)? linking learning management to other core talent functions yields stronger revenue growth,(56%)? succession planning impacts sales growth, and (52%)? increased focus on performance measurement is critical to identifying and retaining high performers. The research showed that outstanding performers typically deliver four to six times more performance than average performers. He advocated shift from a reactive to a proactive approach ? from Talent Management Process to Talent Management System.
Mr. Sumit Chaudhuri, Chairman and Managing Director, Third Millennium Business Resource Associates Pvt. Ltd., in his talk said that organizations have to strategize quite differently for different situations in different organisations at different points in time like cricketers have for test matches, one day internationals and T20s and even during a particular game.
Ms. Pritha Dutt, Consultant-HR & CSR -, Ex. Sr. Vice President Bharti Tele Ventures Ltd., while looking ahead at innovative HR frameworks, said that the recognition that business has no option but to be ?responsible?. Business Responsibility refers to the commitment of an enterprise to operate in an economically, socially and environmentally sustainable manner while balancing the interests of diverse stakeholders. She gave examples of the power of individual vs. unions in a connected world and the diversity in the workforce.
Ms.Pritha said that Leadership resides in everyone, not the traditional model of hierarchy based leadership. She mentioned that Role Descriptions and not Job Descriptions should be followed, and Talent Search to discover unique leadership for every individual. She also suggested that organizations should manage environment not people, in appraisals discuss ?what worked? not ?what did not?, understand what makes for an engaging work environment and blend life in work. She also emphasized HR leaders to think about Human Rights not just Human Resources, to be ethical and transparent, celebrate diversity, while respecting universal rights and providing career and personal fulfillment.
Dr. M.S.Rau, Executive Director, ISTD, shared his experiences as a hard core HR person for 36 years. He narrated how personnel administration has come up to be called HR.
Source: http://blog.fiib.edu.in/innovation-in-hr-gearing-for-2020/
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