In the present age of imagination everything relies on creativity and resilience. As values hold a relationship with numbers and analysis, they are also linked to the virtual reality, cyberspace and metaverse. Imagination is what makes the invisible visible. The new age is moving fast towards the integration of technology with humans and helping in the evolution of artificial intelligence. Machines are becoming smarter than people. Though the technological shift started many years ago, but the pace of technology and human integration is now faster than ever before. We have already arrived in the world of Internet of Things where technology has enabled us to connect most of the devices to the internet at the touch of a single button. It’s the generation, where devices speak and give information.
Belonging to a Broadband and Video Network company we believe in the convergence of technologies. The way media is being consumed today compared to what it was earlier is a live example of this. We are fast approaching towards a complete convergence of TV, Computers, Tabs and Phone screens, where a show will not be watched by individuals at a common prime time but individuals would choose to see the show at the time, place and screen of their choice. A switch is clearly seen as to how the media and entertainment is consumed today. Likewise, a change is very clearly visible at the workplace where HR has to cater to the demand of the digital workforce who are flexible, skilled and talented.
Thirteen years ago, when I crossed over from war room to the board room, the question that flashed my mind was “Do Corporates think differently?” A bit apprehensive of my new role I soon started to find the commonality between the Battlefield and Corporate world.
First, both have resources involved in them (which always would be limited).
Second, both require us to solve problems and overcome challenges. The two worlds involve information, strategies, plans and good execution to win. The subtle difference however, is that while warfare involves life and death of human beings the business world involves the life and death of companies. The second difference is that while companies have shareholders, the markets, analysts and outside people keeping an eye on them, the Generals have fewer people monitoring them and are trusted more to execute their assignments despite war being much less predictable than business. In wars there are no runners up. It’s either about winning or losing, and corporates need to strive for that. Regardless, of these differences the bottom line is that Leaders in both the worlds need to influence the people to achieve the results. As I wore the Corporate HR hat, my singular mission was to think how to make “Teams Work”. What constitutes a basic business unit and what environment is required to make this unit tick? Parallels can be drawn to a basic ten men rifle section of the Army which is quite intrinsic to decision making. This rifle section grows into a Platoon, to a Company and then a Battalion. Likewise, the aim in the corporate world is to be able to integrate an organic unit of a company into a decision making unit and subsequently build it into a team, a department and finally a wellintegrated company that exists with a spirit to win.
Digital age is driving change in the HR domain. Breaking the traditional barriers, digitisation has helped foster faster modes of communication. Information transfers have become digital, easily accessible and sometimes uncontrollable. Not only has the medium diversified, but traditional modes of top to bottom hierarchy have changed and organizations have adopted more open communication methods. There has been an increase in the use of social media platforms, internal platforms, communication applications, chat rooms for both formal and informal needs. This has reduced rigidity, red-tapism and increased transparency and flow.
HR personnel should be the drivers of these digital transformations by developing a contemporary culture, essential skills and behaviours. Cross functional learning and mentoring will help to fill the lacunae of skill scarcity. As Chief of HR for SITI Networks the biggest challenge is to get manpower future ready. Digital age and disruptive technology will be fruitful if people adapt and change and constantly keep upgrading themselves. This reluctance to change amongst people is a challenge for all organisations. In addition to this, the security of data and its use for fraudulent activities is also a major threat to digitisation. The next big challenge is to adapt to the new technology. If we don’t then this may lead to isolation, discrimination, and poor performance of the employees.
When it comes to an organisation, there is not only a diversity of culture, but also a diversity of skill set, age, caste, gender and race. The diversity today stretches beyond managing human beings to even managing robots at the work place. An effective organisation is one that balances out these factors and encourages equality in performance, appraisal, engagement and remuneration.
In order to manage this, first you need to ensure strong communication across all levels and functions. This enables you to keep modes of communication standardised and formal, enabling all generations to follow one path.
Second, have more engagement activities amongst the employees to break the ice and increase their comfort level with each other. This will prevent stereotyping and help nurture friendships.
Third, deal strictly with cases of prejudice, bias, stereotyping. Follow this with conflict resolution rather than with punishments.
Fourth, follow reward and recognition for good behaviour and ideal employees. This would help foster positive behaviour and reduce discrimination. Rewards and Recognitions not only help maintain the positivity and motivation, but also indirectly help the organisation to deliver quality work and build a great culture.
Rewards and Recognitions help you increase productivity. It makes an employer have a lasting impression over any employee or anticipated joinee. An ideal organisation would be one where in people are respected both in terms of culture and also in terms of remuneration. If you want to attract the best talent make sure you give the talent independence to perform, give rewards for performance, provide growth opportunity and help them achieve career goals. This can be done by revamping the digital methods, creating a brand for your organisation and providing a fun work culture.
As much as it is important for an organisation to make it a better place of work, it is equally important to have the right people coming to you. Here in Essel Group, we follow the philosophy of SAMWAD, which communicates 4 keys of how to be a great manager–
1. Select for Talent not just experience, determination or intelligence.
2. Define the right outcome not the right steps.
3. Find the right fit, not just the next rung on the ladder.
4. Focus on strengths not on weaknesses.
The key to have a right fit is to first identify the talents that are critical for the position required. They can be striving qualities, thinking abilities or relational competencies. It asks you to create heroes in every role, hold up mirrors by constantly giving feedback.
In this manner you will always ensure that you will have the right fit throughout every stage of the organisation.
