C O N T E M P O R A R Y
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A C T I O N A B L E
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C U T T I N G - E D G E
APRIL 2012 | VOLUME 3 | ISSUE 3 | RS. 25 /-
T H F D I G I TA L . CO M
A PLANMAN MEDIA – IIPM THINK TANK PUBLICATION
WHAT DOES THE CEO EXPECT FROM HR? GROW TOGETHER!
CONTENTS APRIL 2012, VOLUME 3 ISSUE 3
10 What does the CEO expect from HR?
Heard This Yet?
8
The latest news in HR Cover Story
10
The CEO’s HR Wishlist What does the CEO expect from HR? Cover Features
THE HUMAN FACTOR April 2012
50
The Wow Bandwagon! Aparna Ballukar, Vice-President HR, Yahoo! in India
16
76
Judicious Structure And Strategy 54
Walk Before You Run Manish Choudhary, VP & MD, Pitney Bowes Software India
Shooting Stars
82
Give Them The Fruit! Voice Vote
HR Factored
Prepare To Lead The Future Prof. Hugh O’Neill
86
60
Making Decisions At The Right P(l)ace Amit Bajpayee & Sayan Sarkar HR’s Tryst With Challenges Sakaar Anand
88
64
HR Guru
90
Product Feature
92
It’s A Woman’s World! Debora L. Spar
Toolbox
HR, Accor, India Case in Point
At The Helm
Sarah Cornally Nitin Kulkarni William Greenhalgh Sanghamitra Khan Dr. John Sullivan Dr. Udai Shanker Awasthi Shishir Parasher John Ryan V. D. Wadhwa Rajagopalan Babu D. K. Jairath Arshiya Ismail Salman Azam Qureshi Aarif Aziz Hina S. Kumar Barbara Mitchell Sandeep Banerjee Dave Shemmans & Timothy Hargreaves 6
Executive Focus
68
Prof. Paresh Shah THF-TSI B-School Rankings
70
Humour Resources
96
Conference Room Marketing To win
74
Tell-Tale Leadership
98
Brief Encounter
75
Ashwin A. Shirali, Regional Director -
A Penny Saved! Anirudh Dhoot, Director, Videocon Cover Design by: PraveenKumar.G
WHAT DOES THE
CEO EXPECT FROM HR? It is the most buzzing question echoing in HR leaders’ minds today. As they are nearing excellence in their core functions, there is certainly a growing need to reflect their contribution to the P&L statement. The Human Factor converges the C-suite expectations from HR.
April 2012 THE HUMAN FACTOR
11
COVER STORY T H E C E O ’ S H R W I S H L I S T
WHILE HR HAS BEEN STRATEGIC ROLE, THE CEO’S
E
ver since the publication of McKinsey’s ‘War for Talent’ research, chief executive officers and business leaders have emphasised the need for their organisations to manage and leverage their human capital by effectively attracting, developing and retaining talent, in line with the organisation’s objectives and direction. The world of business since then has grown, both in size and in complexity. Complex and large projects require large teams, which more often than not are diverse both geographically and culturally, and compose of people across a variety of educational backgrounds. Technology today has also made it possible for teams to work together virtually without ever having to have in-person interactions. HR faced a daunting challenge. The need of the hour was to develop HR professionals who were not only skilled in their domain, but would have enough knowledge and expertise to be able to contribute to a marketing manager, or a finance director’s talent management needs at the input level. It was then imperative that the HR function, as it stood in yesteryear, had to relook and revamp its roles to help large and complex organisations in making human capital a key strategic advantage over competitors. From where HR was, to what it needed to be, was a paradigm shift from being merely administrators of decisions made by others to becoming key decision-makers affecting business
EVOLUTION OF THE HR FUNCTION Strategic HR
Personnel Department Payroll Benefits Business Function Payroll Systems
Recruiting L&D Org Design Total Compensation Communications Business Partner Recruiting, ATS HR Portals Compensation Learning Management
Source: Workforce Talent Management Process, Bersin & Associates
12 THE HUMAN FACTOR April 2012
Talent Management Competency Management Performance Management Succession Planning Business Integration
Performance Management Succession Planning Competency Management Systems Integration Leadership Development
outcomes. HR leaders succeeded to a great extent and most business leaders today believe that the HR is making exceptional contributions in strategic areas, including talent management, succession planning, engagement, recruitment and retention and that senior HR executives have done a great job in their role of a business partner. The business world, however, has been changing faster than ever, with significant shifts in scope and character. Organisations are learning to deal with disruptive technology, shifts in economic power, talent mobility and black swan phenomenon. Naturally therefore, while HR has been busy transforming itself from the tactical to the strategic, and has deservedly received ‘a seat at the table’, the CEO’s wishlist from the HR function has kept growing. Business leaders today expect HR managers to have a much deeper understanding of business over and above their essential HR skills. To understand what the CEO expects from his HR, we need to understand the mandate and the vision the CEO or the business leader has for the organisation, and what the CEO feels is his or her most critical responsibility or challenge. With the rapid globalisation of business, the key challenges for almost all CEOs today are: 1.Sustainable and profitable growth 2.Managing globalisation and diversity 3.Creating a workplace that spurs innovation 4.Managing and retaining talent 5.Managing costs 6.Using technology to stay ahead of the pack 7.Being prepared for the future Today, executive level business leaders are looking to their HR organisations to answer critical people and talent questions to address the above challenges and to anticipate and prepare for future challenges. While many will question the role HR can play in terms of costs and technology, the fact remains that if HR has stepped up to take the role of a business partner, it needs to be able to find ways to help overcome challenges beyond its core skill areas. To be able to deliver on these expectations, HR
BUSY TRANSFORMING ITSELF TO A HR WISHLIST HAS KEPT GROWING