HR needs to recognise new realities; link to biz goals

Human resource (HR) practitioners need to recognise the new business realities that confront organisations. Today’s corporate culture is characterised by less bureaucracy, virtual teams which work globally and better knowledge management. Organisations are also touched by “infectious entrepreneurship” within teams, explained K. Manickam, Convenor, FICCI-TNSC HR panel, while delivering the theme address at an HR conclave organised by FICCI and the National Institute of Personnel Management, Madras Chapter, here recently.

In this changed context, HR needs to channelise the energies in an organisation to achieve business goals. It needs to move to a cooperative and collaborative framework vis-à-vis a conflicting and confrontational relationship, said Manickam. Linking business strategy with HR strategy, he said that an HR performance plan must consist of organisation restructuring, how to manage employee costs and building a leadership pipeline to secure the future of an organisation.

Skilled manpower

Mohan Pyare, Principal Secretary, Labour and Employment department, Tamil Nadu, in his address, highlighted the large gap in the skills requirement of organisations in today’s scenario vis-à-vis availability of skilled manpower, especially in industrialised states such as Maharashtra, Gujarat and TN. In TN, he said, there are two lakh-plus engineering graduates a year, 1.6 lakh diploma holders but less than one lakh pass out with vocational training. “The emphasis must be redirected to produce more skilled manpower,” said Pyare.

Dr T.R. Pachamuthu, Founder and Chancellor, SRM University, during his inaugural address, shared his success story and stressed the importance of hard work and discipline, along with the dream to achieve the goals of the individuals.

P. Murari, Advisor to the FICCI President, in his address reiterated the role that needs to be played by HR professionals to remain competitive and ensure economic and industrial growth.

Managing employee cost

The conclave comprised three technical sessions. The first one involved a panel discussion on organisational restructuring which is needed with the changing market scenario and the structures needed to bring efficiency and effectiveness and keep the organisation agile to meet the challenges.

The second session on ‘managing employee cost’ focused on the dire need to relook the total compensation package and improve the quality of manpower with the twin objective of attracting and retaining the talent pool to consistently deliver results to improve the performance of the individuals and teams. A balanced approach is essential to maintain motivation and morale of the employees to give their best in their given assignment.

The thrust of the third session on building a leadership pipeline was on how firms need to develop leadership at various levels, from managers to executives, based on their competencies, potential and values, as an ongoing process. Building a leadership pipeline must focus on nurturing in-house talent through tools such as assessment / development centres, 360-degree feedback mechanisms and such to avoid a leadership vacuum.

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