Changing democratic profile of employees

One of the biggest forces is the fast changing demographic profile of employees. In the Mahindra Group, more than half the employees are under 30 which is a very far cry from the days when Indian companies stood for womb to tomb employment with a corresponding effect on the average age. So our entire work systems now have to align around the expectations of the younger people with the aim of creating environment that keeps them productive. Who would have thought even 20 years ago that Fun at work would become a driving HTR mantra? Another major force is the need for customer centricity as a competitive edge. Putting your customers at the center of your radar means for you have to align your strategies and process around what the customer wants. The third force is globalization. We are being forced out of our zones of cultural comfort and pushed into interaction with diverse groups of people who are very different from us. If we can do this effectively without losing the essential Indian ness that makes us tick, we can be very successful. And fourthly the key to survival will be constant innovation which means we will encourage structured innovation as well as find ways to allow mavericks to blossom within the system.

The company of the future especially in India will have to demonstrate a greater amount of social engagement as well as tremendous speed of response to customer demands. It will also have a preponderance of young employees and its shareholders, who will demand very high standards of corporate governance. Businesses that are profitable and also have high social impact will proliferate. In terms of business architecture therefore there will be a good deal of front line empowerment flexibility of work styles and freedom to pursue personal passions and social issues. This will have to be combined with strong ethical and financial systems.

One which encourages ad utilizes learning in all its forms – on the job, off the job, structured and unstructured formal and informal. Additionally, a true learning organization is also a teaching organization where senior executives spend time as faculty and mentors to younger and newer executives.

As we say in Mahindra, if forced us to reboot, reinvent and reignite. We used the down time to reboot and set right what was not optimal to reinvent and find ways to do things better. It also pushed us into looking for opportunities thrown up by recession – that’s what reigniitng our dreams all is about. So not just us, but a lot of companies will be doing a lot of things differently as a result of our learning from the recession experience.

It is very critical for any HR manager today to understand the need of the business, the industry and the competition to be able to hire the right kind of candidate. Expertise with experience and education need to be judged to be able to offer a competitive package and growth opportunity to the individual. An additional manpower in the system should be able to bring in value confidence trust and hope.

The management can see value only after sometimes through the work displayed. However, for the HR manager to be able to translate strategic business plans to action, it is necessary to conduct more than just a mere resume analysis followed by a personal interview.

Using assessment to hire effectively by offering the right fitment to align with the business objective of the organization and to revise the HR strategies in the wake of economic revival is the need of the hour for every HR manager.