Mumbai, January 16: For the long-term success of an organisation, the human resources division has to act as a true partner of the business manager. It can no longer remain only a facilitator. And, to reiterate this, HR heads of various companies presented case studies highlighting the strategic linkage of HR with their business process which has resulted in success stories.This was part of the three-day Asia Pacific HRD Conclave held in Mumbai. The HR department of Motorola India for example has two key beliefs: constant respect for people and uncompromising integrity. According to Aquil Busrai: ``We needed to find out what are the problems and issues with employees. Once they are solved, the business process can improve.''
For the purpose, six questions were asked to 1,42,000 associations across the countries. The answers had to be given in yes or no. There was a quarterly feedback on the following six dimensions: meaningful job or role, critical enablers for success on the job, relevant training anddevelopment, career plans, exciting and achievable, feedback on regular basis and sensitivity to personal circumstances.
All responses were tracked globally and an action plan was then agreed upon. Based on the response, a dialogue was encouraged between supervisors and associates. This resulted in aligning business and HR strategies. It also added value to the business process through HR. Seeing the success of the questionnaire system, Motorola has been continuing with the system for more than a year now. In Siemens, the problem has been different.
About a year ago, it had a problem of surplus manpower. So voluntary retirement scheme (VRS) were adopted. ``But unlike the golden handshakes which various companies adopt, we wanted to do something more than that for these people taking them,'' says Anil Nadkarni. The HR division saw to it that the people taking VRS were not shunt off after the initiative. As a result, it formed what is called the `Swayamsiddha Cooperative Society' for VRS people, whichsupplies certain components to Siemens.
For understanding the employee better, auto major Mahindra & Mahindra has gone in for a massive survey to understand the needs of the employees. The survey has highlighted a set of factors which are causing dissatisfaction among various grades. For instance: The younger group feels empowerment is an issue that needs to be addressed in the company. A number of suggestions/comments are given by employees. The company is now addressing them.
Copyright © 2000 Indian Express Newspapers (Bombay) Ltd.