What has been your journey like as an HR professional?
A. Vinod Singh: As a competitive sports person, it was in my nature to “fight” for everything, and I had to work hard to attain each and every skill and trick. With experience I learned which “battles” I wanted and needed to fight, and which ones I should quietly and patiently leave alone. My journey as an HR professional has been marked by challenges and achievements alike.
The human resource management profession continues to evolve, from counselor, coach, employee advocate to a business strategist. As the business world changes, so does the role of HR professionals. Originally conceived to handle personnel hiring and payment, the function currently focuses less on the transactional operations of personnel administration and pays more attention to recruiting the right employees, training and developing the workforce and managing performance. A successful HR personnel today is one who is able to align closely, HR and business strategy.
To get the respect the function deserves, human resource managers need to respond to the challenges of ‘value management’, ‘strategic partnering’ and establishing the HR ‘architecture’ for organizational success.
Q. What were the biggest challenges you faced?
A. I have had lots of challenges and lessons. One that stands out was when I moved from the pharmaceutical industry to a hard core engineering company to take on the role as Plant Head – HR for its oldest and biggest manufacturing facility. From a personal perspective, it was the first time I had lived outside Delhi, and from a professional perspective it was the first time I was working for an old economy company with an ageing population, a strong legacy culture and a transitional HR team. When I heard the business aspirations of my business head I made it my priority to build the HR function in a way that was fit for the purpose and was capable of delivering what the company aspired for.
My aim was to make HR a business partner and not just a back office function. This required us to develop a clear understanding of the business, expand our skills and link our work to it. It required understanding the commercials and effectively communicating our ideas. The turnover at that time was 27% and a complete overhaul was needed if we wanted to achieve our objectives. I identified the gaps , clearly stated my expectations to the team , challenged them and motivated them to raise the bar. Everybody had a clear idea of what was expected of them and we worked round the clock , all the time encouraging the team and guiding them. We spent long hours on the floor trying to understand the nitty-gritties of the business. Soon I was able to align HR to the business and make the team feel an integral part of it. One of my proudest moments was when my CEO who was previously cynical said that he now realized what an impact HR could create on the business growth. I had succeeded in moving HR from a back office function to a true business partnering function.
Q. What are the challenges HR faces in the new era of the ‘digital age’?
A. It’s safe to say that a critical mass of all working- age adults have registered with a certain job portal or website Today’s digital age has changed the way employers and employees connect and it has created a more transparent job market. Top performers know their value and are growing more footloose. As a result many are going online to find new opportunities and to evaluate potential employers.
Online labor platforms have made it easier to find—and harder to retain—talented people. At the same time they also give companies a real opportunity to transform the way they recruit, develop, and engage their employees.
Another development that has happened thanks to the digital age is that a lot of people now scour digital platforms to learn what current employees have to say about their job satisfaction, company culture, and lifestyle. Companies that don’t manage their workplace reputations carefully or engage their employees appropriately will find themselves on the losing side of an increasingly tough digital war for talent.
To date, many of the gains achieved with digital labor platforms have come through the external ones, such as LinkedIn. But to realize the full potential of the digital approach, it will also be necessary to use internally oriented platforms more effectively, so that organizations and employees can tailor their interactions and the information they share to their unique needs.
A new wave of digital tools can help companies to focus not only on hiring but also on managing, retaining, and developing employees. Digital labor platforms can put these tools into an integrated whole as companies widen their labor pools, refine their recruiting and screening methods, and deploy their employees more effectively. Such tools, and the platforms that include them, can put the right person in the right job, identify gaps in skills, help employees as they gain new capabilities, chart career paths, and nurture the development of the next generation of leaders. Companies that adopt digital labor platforms early and develop a more analytic and integrated approach to the workforce stand to gain significant advantages. Digital platforms could reduce the transaction and interaction costs of many day-to-day HR tasks, boost efficiency, innovation, customer service, and employee engagement and reduce attrition.
Newly empowered employees are already tapping today’s wired job markets. Competitive opportunities and easily accessible online tools allow those employees to gain a more informed sense of their external worth. Employers should take note and clearly articulate a value proposition for both present and potential employees.
Q. Any advice you would like to give on how to manage people/teams as the workforce becomes more diverse, and the ways of working change?
A. Diversity is a reality in the modern workplace across the globe. Globalization requires more interaction among people from diverse backgrounds. People no longer live and work in an insular environment. They are now part of a worldwide economy competing within a global framework. A culturally diverse workforce for an organization, if managed well can yield many advantages, such as developing employee and organisational potential, improving customer service and business growth, and also enhancing creativity and problem solving. In order to optimize the positive outcomes of the modern workforce, managers have to recognize the differences and value, the unique strengths each person brings to the workplace so they can develop their unique talents and make them effective team members.
In order to manage diversity effectively, there are four key components that managers need.
**First, there should be support, willingness and genuine commitment from all members of the organisation. Strategic management’s support and commitment to diversity is crucial, as well as the commitment from lower organisational levels, especially line managers.
**Second, managers should increase flexibility by changing structures, policies, and systems to support diversity. These changes include fairness in recruitment and career advancement, as well as accommodating special needs by providing flexible benefits and programs.
**Third, empowerment (delegation of power authority to subordinates) and participation from employees is important. Without the participation of all members in the organisation, the goals of capturing the best that diversity brings will not be achieved
**Fourth, organisations should have diversity awareness training to help people become aware of their own cultural boundaries, their prejudices and stereotypes. This training helps people learn how to work and live together. It also teaches people how to handle conflict in a constructive manner in order to reduce stress and negative energy when working in diverse teams.
**Fifth, management should encourage mentoring programs. Mentoring can assist members of a diverse workforce to assimilate into the organisational culture and it can also help the mentor to change any inaccurate stereotypes and ethnocentrism. This process can become a win-win situation if mentors are rewarded for their effort.
It should also be remembered that, since each person is unique and has individual characteristics, cultural diversity management is not just about managing particular cultural groups, but its also about understanding the diverse needs of individuals
Q. How effective and how important are rewards and recognitions in strengthening employee engagement and retention?
A. Rewards and recognition have been with us since the dawn of humanity and will always be a constant in our daily lives. The key to the success of any business is people. No company, small or large, can win in the long run without energized employees. Far too often we take our employees for granted and don’t strategically and thoughtfully deploy recognition programs that recognize, resonate and reward. A well-implemented Rewards & Recognition practice is a highly effective and proven strategy for improving employee engagement. A good staff appreciation program (recognizing employee performance increases engagement by almost 60%– Towers Watson) has the power to impact many aspects of business from morale, to productivity, to engagement, and even retention. Employees whose work is recognized and appreciated are more likely to stick around and improve retention. It has been found that organizations with recognition programs that are highly effective at enabling employee engagement had lower voluntary turnover than organizations with ineffective recognition programs.
Employee reward and recognition programs need to be nurtured with thoughtful attention. Programs that are run on autopilot more often than not, lead to a tired program that actually creates resentment and disappointment rather than convey thanks and true gratitude for years of service. On the other hand a personalized R&R program can do wonders.
So a careful selection of rewards and recognition programs is critical in developing a culture of recognition to drive higher levels of engagement and performance. Encouraging employees to recognize one another for exceptional performance or cooperation can enhance teamwork, strengthen bonds between employees and instill pride.
Organizations should have diversity awareness training to help people become aware of their own cultural boundaries, their prejudices and stereotypes.
Q. How can a company attract the best people?
A. Hiring and retaining the best talent is as tough as it’s ever been. Every candidate will differ in what they look for in an organisation, It varies from organisation to organisation. “Large tech companies tend to offer work on leadingedge technology or products, and this makes them attractive to candidates. More traditional organisations may give candidates broader access across an organisation, which means that they enjoy the opportunity to have many different jobs in one company.
There are a few things every organisation can do to appeal to the type of candidate they are seeking.
a) Your EVP (employee value proposition) How do you reward your employees? It still helps, as basic benefits and decent wages are still a major factor when candidates are choosing where they want to work. Getting the right balance of benefits is crucial (offer what most competitors can’t, like location, opportunities to acquire experience, or the flexibility to work remotely) and is increasingly being seen as a part of your employer branding strategy. Top candidates will consider all benefits and remuneration as part of the whole job package.
b) Reputation in your field People like being associated with a winner. Are you seen as a major player in your respective business area? What sets you apart from your competitors? You don’t have to be the biggest in the business to be taken seriously; you just have to prove what value you can add to the industry. Candidates are more likely to leave their job for an organisation that can offer employees identification with a famous or winning brand they’ve heard of and respect. Publicise your success stories through social media, PR and your company website.
c) Growth opportunities Since you’re aiming for quality, not quantity, a high potential candidate would like to see opportunities for development and progression for advancing internally. The key to attracting and retaining the best in the business is to nurture and train them. The primary factors that influence decision-making in talented candidates (providing that the salary is in line with the market) include investment in them as an individual, from both a career progression and an upskilling perspective.
Q. What is the secret to hiring the right candidate?
A. One of the keys to achieving business success is by hiring quality employees. The right people can make or break any profit-making enterprise, as they are the foundation upon which a company’s profitability depends. Bringing in the perfect candidate to fill a role in the company is not an easy task. Potential hires that look good on paper do not always guarantee the right fit. Hiring managers must know what to look for to spot the difference between a good candidate and a great one.
Someone who doesn’t shine during the interview might prove to be a better performer, even when compared to someone else who passes it with flying colors. Finding candidates for the right role goes beyond technical skills or the perfect CV. Other factors must be considered as well.
Here are five ways to help improve your team recruitment efforts moving forward.
1. Have a solid HR vetting process.
• The right kind of experience (versus how many years)
• Consistency in performance
• Passion that is driven beyond compensation
• Prioritization skills
• Ability to build relationships HR team should know how to let the candidates do the talking and how to ask a lot of questions — this tactic uncovers their communication skills and overall experience, and gives the team a better idea of whether the person is a good fit and is knowledgeable in their field.
2. Hire for culture fit. You can’t “make” someone fit the culture of your company. Regardless of what position, people who genuinely believe in your company mission will naturally fit into the company culture. Having a supportive work environment populated by peers who share their passion will allow employees to put their best work forward and thrive within the organization.
When you are known as an employer of choice in your industry, it will be that much easier to not only find qualified candidates but to attract the cream of the crop as well. Good talent is drawn to companies who take care of their employees. Having a competitive compensation package is a good start, but it helps to consider incorporating other attractive perks as well.
For example, working mothers will appreciate a flexible schedule to help them achieve a better work-life balance. Millennials seek employers who offer remote work arrangements, and this can be managed as long as deliverables are produced on time and within budget. Start by having a mission statement that perfectly reflects what your organization stands for, and communicate this regularly.
3. Be proactive with your recruitment efforts. Even when all the roles in your company have been filled, searching for candidates and building your talent pipeline should be an ongoing process. You don’t have to wait for a vacancy to open up before finding qualified talent to join your team. Look through your file of shortlisted candidates and take the time to canvass them. Keep the lines of communication open. Don’t let the lack of vacancy or budget stop you from reaching out to potential performers. Having the right candidates on file will save you considerable time and resources when an opening does come up in the future.
4. Have them interview with panel and follow a structured hiring process. Talent has the ability to connect with a wide range of personalities. What better way to test this skill than by having a potential candidate interview with a panel of people in your company and getting their honest feedback?
Following a clear set of guidelines during the interview process helps decrease confirmation bias, in which snap judgments are made when making hiring decisions. Despite the interviewer’s best intentions, their innate set of beliefs usually affects the outcome of the interview. Use standard set of questions on every interview session to avoid this trap
Q. What advice would you give young candidates if they want to stand out and get noticed during an interview?
A. First and foremost be you; be authentic and genuine and don’t try to be like anyone else. Standing out is hard. Not only do you have to know HOW to stand out, you have to execute it masterfully. “Attitude is more important than technical skills”. When it comes down to choosing between someone with a good work ethic versus the right skill set, the most successful businesses go for the former.
Don’t beat around the bush during an interview. You’re more likely to get a job if you are upfront and tell things how they are. Don’t make the mistake of telling the interviewer what he wants to hear. Instead, tell him what’s best for the business. It’s also very important to come across as confident and enthusiastic when you deliver your pitch. Make them believe in you — your abilities and your commitment.
Play to your strengths. Don’t focus on things you don’t have the skills for. Interviewers look for passion, intelligence, drive, the ability to learn and then a little something different; some edge, something kooky or crazy in candidates. They look for people who will challenge and change things. Overall, when it comes to finding the right candidate, attitude is a better gauge than the right skill sets.
