The Hindu Business Line : ‘HR, the differentiator between organisations’

New bet: Dr P.V. Mathew, Principal, Asan Memorial College of Arts and Science, Chennai, Mr K. Jafar Ali, National Head (HR), West Asia Exports and Imports Ltd, and Mr P. Appalaraju, Dean, MBA & MCA, Asan Memorial Institute of Management, at a Business Line Club meeting.

Our Bureau

Chennai, Oct 12 The corporate world today is exposed to a number of changes that pose a challenge to its very existence. Further, the rate of change is so abnormally fast that it forces us to live in a world where we have to “expect the unexpected,” says Mr K. Jafar Ali, National Head (HR), West Asia Exports and Imports Ltd. This situation called for pro-active managerial talent with a global business sense.

Addressing MBA students of the Asan Memorial Institute of Management at a lecture organised under the aegis of the BL Club here, Mr Ali said one had to update one’s competencies continuously in order to remain “industry fit.”

According to him, if one stopped learning, he or she would stop leading tomorrow. “Your rate of learning should be at least equal to or greater than the rate of changes that are taking place around your business.”.

In the globalised business scenario, neither technology nor means of production could be considered as differentiators. Instead, an organisation’s human resource potential is its main differentiator. The difference between organisations was the difference between their workforces. Thus, performance management has assumed greater significance today. The acquisition and retention of talent remained a crucial element of the HR function which should make use of sound recruitment plans and development and motivational programmes.

According to Mr Ali, employers would have to offer a unique employee value preposition in order to attract the right people. The ‘DNA of the organisation’ i.e. its “work-culture” supported the task retention of talent more effectively than the compensation package and corporate leadership, he said. In addition, the boss-subordinate relationship played a crucial role in retaining talent. He urged HR professionals to achieve organisational excellence by demonstrating commitment, competence and good communication skills. They should know their business, deliver HR excellence, manage culture and make change happen fast, he said. Today, the reality was not the survival of the fittest but of the fastest. The HR function should be development focused, achievement-oriented and people sensitive. Hence, HR had to build credibility to be a solid business partner.

HR should cater to knowledge employees who were far more demanding but brought with them passion, directness and persistence. This called for HR with attitude, reflecting in personnel with self-confidence, fair and firm communication skills, and were pro-active and self-motivated to deal with business issues not limited by title. Budding professionals need to be competent, creative, competitive, communicative and ethical to reach the top, including the boardroom.