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R. Shekar

Third in his series on HR philosophy, Bill equated the predispositions the employees held towards their work with the ‘Employee value proposition’ held out by the employers.

“Do we see people in terms of their future potential or past performance? When we say ‘we aim to get the best out of their hidden potential’ do we comprehend that much more lies within the employee than that we are willing to acknowl edge? Do we recognise then that people do possess much more capability than what they may put forth currently or are willing and confident of ventilating in the future?

“Does the employee value proposition seek to enhance the employee’s perception of their self-worth, referred as ‘personal currency’ (X-axis) and help them demonstrate a potential to add value in the future referred as ‘professional equity’ (Y axis)? If we do so, we may beget the following consequences.”

Symbiotic presence: High personal currency is indicative of one’s ability to demonstrate mastery on the subject matter, people chemistry and an ability to create possibilities that one may have never dreamt as being possible.

When they demonstrate their credibility across situations, they are considered symbiotic by their very presence as to evoke superior levels of trustworthiness in the self.

Personal presence is reflective of personality centric cultures where they may be able to hold a sway on the affairs with their personal charisma or presence; however that is hard to sustain once the person is withdrawn from the scene.

Positional presence depicts an ability of an individual to draw upon the strength conferred on oneself by the exalted position, title or privilege extended to one but devoid of the power of ones own personal endowments. Consequently, the equity they carry, if any, tends to be short-lived.

Open is a vacant field where neither the individual brings anything to the role nor is the personal capable of drawing from the powers vested in the role as to feel ‘powerless and disadvantaged’.

As an organisation aiming to distinguish itself as fiercely people-driven, will your HR policy be the strategic differentiator in the marketplace?

Will it spell a competitive advantage that is hard for others to imitate or replicate? Bill was curious to figure out if he could interpret the silence in the room to be indicative of serious reflection in the minds of the senior management group?

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