The Hindu Business Line : The `HR Double Helix'

Wikipedia defines DNA as "a nucleic acid molecule that contains the genetic instructions in the development and functioning of all living organisms." It goes on to say that the main role of DNA is the long-term storage of information — like a set of blueprints. The shape is a "double helix" — two helical (spiral) strands, closely entwined, and held together by hydrogen bonds.

What does this definition of DNA have to do with attrition, talent retention and growth? Let me explain: in the human resources (HR) context, the organisation and the employee are the two spiral strands that form the structure that I shall name the "HR Double Helix". These two strands are closely entwined, and the bonds that can hold them together are communication and trust.

When the bonds are strong, the HR Double Helix is indeed a blueprint for organisational stability. When they are weak, the double helix unravels, and the employee and the organisation part company. How do we ensure that the relationship stays intact in the case of most employees and organisations? We have to create the HR Double Helix, step by step, and over the long term.

Blueprint for talent retention

In a complex task such as this, the problem is always that of not knowing where to start. Tactical short-term options are many. Do we increase salaries to match the market? Do we promote from within? Do we make the company a "fun" place? Do we provide advanced training? What about international postings? Awards? Recognition? Empowerment? Stock options? The list is endless, and confusing.

Here is where the "HR Double Helix" comes in. Let us look at it in terms of an action blueprint. We start by stringing together the elements that form the organisational helix (or spiral strand); we then form the employee helix; and finally we entwine them together, to form the double helix

Organisational helix

The starting point is a clear vision amongst the top management team as to where they want to take the company in, say, five years. What are the goals — in terms of businesses, size, customers, technologies and financials?

To reach these goals, what are the broad strategies to be followed? What is the talent pool — the number of people and their capabilities — required to implement these strategies? The answers to these questions are the elements that form the "organisational helix", or its future plan.

The talent "wish list" — of people required to drive the strategies — is then compared with the in-house talent available, to arrive at the "gap". All HR strategies are then driven by the need to fill this gap. As the vision for the company inevitably undergoes change, the talent wish list also undergoes modification.

When current shortages in manpower create mini-crises every day, the management team (and certainly the HR leader) may well wonder where they are going to find the time to carry out such holistic long-term exercises. My answer is — you really have no choice, if you want to make things better for the company and yourself.

The employee helix

While the organisation is giving some shape to its long-term plans, the employees are also doing something similar. Each employee has a vision for his or her future, however nebulous it may be.

The employee is forming his own "helix" — in terms of where he wants to go in five years. Rotate through functions? Learn some new technologies? Look for an overseas posting? Double his income in three years? Become a business leader? The answers to such questions form the "employee helix" — his or her vision for his future.

This is the crux of the situation. Most organisations are so busy formulating their own plans, and executing the current month's operations, that they completely underestimate the need to get to know the employees at some level and find out what their aspirations are.

Consequently, there is very little coherence between the employee's helix and the organisational helix — even at a broad level. The relationship then inevitably weakens, and the two part company.

The HR Double Helix

How do we entwine the two visions, or the strands of the double helix, together? By constant communication between the organisation and the employee — on where each of them wants to go.

The processes required to establish such communication are well known — career planning dialogues, succession planning, performance appraisals, "hi-pot" identification, customised training programmes, and so on.

All companies carry out these exercises most of the time; but in many cases, what is missing is the credibility and the trust needed to make them meaningful. Trust is achieved over time, by consistency in actions and behaviour from both sides — so that nasty surprises are eliminated from the relationship, and replaced by a certain degree of predictability and fairness.

Companies also need to make a much bigger effort to explain their long-term plans to their employees. Often, under the need to keep such plans "confidential", the employee is left pretty much in the dark — much like a seaman sweating it out in the engine-room of a ship, with no idea of where the ship is headed. He then makes his own plans to "jump ship" at the earliest opportunity.

Summing up, the key philosophy represented by the HR Double Helix is a shared vision for the future — where the company and the employee, through constant dialogue and trust-building, achieve their individual goals for growth.

(The author is Vice-President, Business Development, at Sundram Fasteners Limited. He was formerly a strategy and business excellence consultant. The views are personal. He can be contacted at achalraghavan@yahoo.co.in)