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AT SRF, one of the core values is “respect for people,” says Suresh Tripathi, President, HR. “We believe that everyone has his own identity and we must acknowledge that identity,” he says.
Ask him the difference between a family-run organisation and an MNC and he replies, “I feel an MNC only works through systems. People participate through systems. In a family-owned company, there are systems, but there is also lots of individualism. You can make drastic changes suddenly. In my view, it is more experimental.” For instance, he describes, “We had some 14-odd grades for many years. Overnight, we reduced that to six bands, making for a flatter organisation. Only three people left as a result of the change. Attrition was minimum.”
SRF has formed an HR work group or think-tank. All the business heads and corporate HR team come together and meet once a month. “Every issue in the organisation is brought up. We discuss and debate and find out what is the best way ahead. Lots of inputs are taken from the grassroots level too.”
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