b school international
DESCRIPTION
A presentation on Inspiring HR deedsTRANSCRIPT
Business Development Workshop @
The B School InternationalKottakkal
21-12-2014
“Explore with HR”
Do you know ?
• VUCA world – Volatile – Uncertain – Complex -Ambiguos• “Airbnb” disrupted hotel business• In Google, employees can spend 25% of their time in
projects which they are interested in. (SMART CREATIVES)• UST global selected uneducated women from rural areas in
US and provided them with required training to become competent managers in IT business. (“Step Up America”)
• People use more robust technology in home than at office• Technology + Business Expertise + Creativity• You can print an edible ice cream – 3D printing• World of APPS• Baby Boomers(1946-1964), Gen X(1965-1980), Gen Y(1981-
2000), Gen Z
Gen Y,Z
• Independent• Techno Savvy• Sense of immedicacy• Entrepreneurial• Innovative• Confident• Self Reliant• Flexible• Optimist
• Multitasking• Socially Conscious• Collaborating• Preferred to be
entertained• Valuing Integrity• Demand Autonomy
??????????
• China• Facebook• India• Twitter• Google +• Linkedin• U.S• Brasil• Pakistan
“Future has a very strange way of becoming the
present suddenly”
“ Take our 20 best people from us and I tell you Microsoft would become an Unimportant Company”
-Bill Gates-
HR Process
• Ground Zero• Recruitment – Hiring the right talent• Induction & deployment• Job clarity and Ownership• Training & Development• Performance assessment/Appraisal/rewards• Learning Curve• Employee engagement• Retaining employees / Attrition planning
Train everybody so that people leave
OR
Train No body that everyone remains ?
Engaged Mostly Engaged
Honeymooners The Crash and Burners
The Disengaged
Ground Zero….
• Iceberg• Balancing unwritten needs of employees• Theory X and Y• Maslow's hierarchy of needs• Attitude, beliefs and Values• Leadership Style• Strategy, Structure, Culture• Change
Ground Zero….
• Iceberg• Balancing unwritten needs of employees• Theory X and Y• Maslow's hierarchy of needs• Attitude, beliefs and Values• Leadership Style• Strategy, Structure, Culture• Change
• Hellriegel, Slocum and Woodman suggest that:
… one way to recognize why people behave as they do at work is to view an organization as an iceberg. What sinks ships isn’t always what sailors can see, but what they can’t see
Stalker suggests that successful companies are those that have the ability to balance the unwritten needs of their employees with the needs of the company. Such companies use a simple formula of Caring, Communicating, Listening, Knowing and Rewarding.
Caring – demonstrating genuine concern for individuals
working in the organization.
Communicating – really talking about what the company is
hoping to achieve.
Listening – hearing not only the words but also what lies
behind the words.
Knowing – the individuals who work for you, their families,
personal wishes, desires and ambitions.
Rewarding – money is not always necessary; a genuine thank
you or public recognition can raise morale.
Theory X represents the carrot-and-stick assumptions on which traditional organisations are based, and was widely accepted and practised before the development of the human relations approach. Its assumptions are that:
■ the average person is lazy and has an inherent dislike of work;
■ most people must be coerced, controlled, directed and threatened with punishment if the organisation is to achieve its objectives;
■ the average person avoids responsibility, prefers to be directed, lacks ambition and values security most of all; and
■ motivation occurs only at the physiological and security levels.
At the other extreme to Theory X is Theory Y which represents the assumptions consistent with current research knowledge. The central principle of Theory Y is the integration of individual and organisational goals. Its assumptions are:
■ for most people work is as natural as play or rest;■ people will exercise self-direction and self-control in the service of
objectives to which they are committed;■ commitment to objectives is a function of rewards associated with
their achievement;■ given the right conditions, the average worker can learn to accept
and to seek responsibility;■ the capacity for creativity in solving organisational problems is
distributed widely in the population;■ the intellectual potential of the average person is only partially
utilised; and■ motivation occurs at the affiliation, esteem and self-actualisation
levels as well as the physiological and security levels.
Physiological needs. These include homeostasis (the body’s automatic efforts to retain normal functioning) such as satisfaction of hunger and thirst, the need for oxygen and to maintain temperature regulation. Also sleep, sensory pleasures, activity, maternal behaviour, and arguably sexual desire.Safety needs. These include safety and security, freedom from pain or threat of physical attack, protection from danger or deprivation, the need for predictability and orderliness.Love needs (often referred to as social needs). These include affection, sense of belonging, social activities, friendships, and both the giving and receiving of love.Esteem needs (sometimes referred to as ego needs). These include both self-respect and the esteem of others. Self-respect involves the desire for confidence, strength, independence and freedom, and achievement. Esteem of others involves reputation or prestige, status, recognition, attention and appreciation.Self-actualisation needs. This is the development and realisation of one’s full potential. Maslow sees this as: ‘What humans can be, they must be’, or ‘becoming everything that one is capable of becoming’. Self-actualisation needs are not necessarily a creative urge, and may take many forms which vary widely from one individual to another.
So what are attitudes and how can they be distinguished from beliefs and values?
■ Attitudes can be defined as providing a state of ‘readiness’ or tendency to respond in a particular way.
■ Beliefs are concerned with what is known about the world; they centre on what ‘is’, on reality as it is understood.
■ Values are concerned with what ‘should’ be and what is desirable.
Strategy, Culture & Structure
“Culture eats strategy for breakfast.”
“Structure eats strategy for lunch”
“ --------- eats strategy for dinner”
Cases…..
On 26 November 2008 ???
What Ratan Tata did for the Mumbai victims.... A. The Tata Gesture 1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the
hotel was closed. 2. Relief and assistance to all those who were injured and killed 3. The relief and assistance was extended to all those who died at the railway station, surroundings including the “Pav- Bha ji”
vendor and the pan shop owners. 4. During the time the hotel was closed, the salaries were sent by money order. 5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help. 6. The thoughts and anxieties going on people’s mind was constantly tracked and where needed psychological help provided.
7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600 employees were covered by this facility.
8. Every employee was assigned to one mentor and it was that person’s responsibility to act as a “single window” clearance for any
help that the person required.
9. Ratan Tata personally visited the families of all the 80 employees who in some manner – either through injury or getting killed – were affected.
10. The dependents of the employees were flown from outside Mumbai to Mumbai and taken care off in terms of ensuring mental assurance and peace. They were all accommodated in Hotel President for 3 weeks.
11. Ratan Tata himself asked the families and dependents – as to what they wanted him to do.
12. In a record time of 20 days, a new trust was created by the Tatas for the purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the police staff, the pedestrians who had nothing to do with Tatas were covered by compensation. Each one of them was provided subsistence allowance of Rs. 10K per month for all these people for 6 months.
14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one was removed in the Government hospital. She was taken to Bombay hospital and several lacs were spent by the Tatas on her to fully recover her.
15. New hand carts were provided to several vendors who lost their carts.
16. Tata will take responsibility of life education of 46 children of the victims of the terror.
17. This was the most trying period in the life of the organization. Senior managers including Ratan Tata were visiting funeral to funeral over the 3 days that were most horrible.
18. The settlement for every deceased member ranged from Rs. 36 to 85 lacs [One lakh rupees tranlates to approx 2200 US $ ] in addition to the following benefits:
a. Full last salary for life for the family and dependents;
b. Complete responsibility of education of children and dependents – anywhere in the world.
c. Full Medical facility for the whole family and dependents for rest of their life.
d. All loans and advances were waived off – irrespective of the amount.
e. Counselor for wife for each person
• the "lunch box delivery man".• In 1890, Mahadeo Havaji Bachche started a lunch delivery
service with about a hundred men• A collecting dabbawala, usually on bicycle, collects dabbas
either from a worker's home or from the dabba makers. As many of the carriers are of limited literacy (the average literacy of Dabbawallahs is 8th grade),
• the dabbas (boxes) have some sort of distinguishing mark on them, such as a colour or group of symbols.
• The dabbawala then takes them to a designated sorting place, where he and other collecting dabbawalas sort (and sometimes bundle) the lunch boxes into groups. The grouped boxes are put in the coaches of trains, with markings to identify the destination of the box (usually there is a designated car for the boxes). The markings include the railway station to unload the boxes and the destination building delivery address.
• At each station, boxes are handed over to a local dabbawala, who delivers them. The empty boxes are collected after lunch or the next day and sent back to the respective houses.
• Each dabbawala, regardless of role, is paid about eight thousand rupees per month (about US$131 in 2014). Between 175,000 and 200,000 lunch boxes are moved each day by 4,500 to 5,000 dabbawalas, all with an extremely small nominal fee and with utmost punctuality.
• "one mistake in 8 million deliveries." • The New York Times reported in 2007 that the 125-
year-old dabbawala industry continues to grow at a rate of 5–10% per year
• Prince Charles visited them during his visit to India; he had to fit in with their schedule, since their timing was too precise to permit any flexibility.
• some of the dabbawalas were invited to give guest lectures in some of the top business schools of India
Pillars of Engagement
• Pride• Passion• Purpose• Positivity• Rational & Emotional
Commitment
