When gloom encircles organisations, it falls upon human resources managers to bring light to the dispirited employees. The unprecedented turbulence in the global market and the uncertainties it has cast on organisations call on HR managers to be more creative. They have to come up with innovative solutions to lift the organisational spirit and keep their employees content, secure and committed, and productively engaged.
It is not an easy task to keep employees motivated in the current scenario, where companies, extra vigilant on costs, are trimming jobs and pay packets.
Says Rahul Ghatak, vice-president-HR, Ceat Ltd, ?The current challenges provide an opportunity for HR managers to come up with innovative solutions around productivity, organisation design, compensation and benefits that perhaps were not explored earlier.?
With the economic slowdown and a global financial crisis, HR executives are feeling the heat of challenges brought about by the revamping phase of industry.
?Prudent HR managers use such times as opportunities for training their employees and, thereby, sending the message that the company cares enough about them. Many organisations chop training budgets first, whereas others use this as an opportunity to redefine the organisations core values,? said Marcel Parker, chairman, Ikya Human Capital Solutions.
It is observed that HR managers are laying more stress on a value-based approach and are seeking outside cons-ultancy help to keep employee motivation levels high. They are devising new policies that offer a feel-good factor when the future looks bleak. Added responsibilities of maintaining the overall growth of the organisation driven by pure HR values are also being put in place. Industry players say companies are equipping their managers to help employees through the difficult times by sharing a common vision, setting realistic expectations and focusing on execution.
?There is consistent communication, with both good and bad news being conveyed so that there are no surprises,? says an HR executive of an IT company, who doesn?t want to be named.
Shailendra Chouksey, CEO & director of JK Lakshmi Cement, says, ?The senior management should take out more and more time to meet the employees, cutting across the level and geographical locations, to allay fears that may arise in the minds of employees, which can impinge upon their efficiencies. This would also prevent rumour mongers from having their way in situations like these.?
Moreover, HR must evangelise line management in balancing the bottom line with effective retention strategies that keep employees engaged and committed to the organisation. Constant communication on market news, competitor news, cost-reduction target achievements and the like must be shared so that everyone in the organisation is aware of pressures.
True, when economic times are tough, employees can become distracted by concerns about company progress and their own job security. But there is no point in sugar-coating the realities. Employees are, anyway, intelligent enough to observe what the reality is. So the communication has to be honest. Still there’s room to make them feel good through various HR activities.
Ghatak of Ceat says, ?In spite of cost optimisation initiatives, ?fun at work? activities are being organised. Cross-functional team activities around productivity improvement and QBM projects are bringing people together on a common platform. Appreciative inquiry workshops are continuing in key areas to drive teamwork and synergy. Key talent management initiatives such as the ?advisory management council? are being continued and ramped up. Strategic hiring is continuing with strategic goals not being compromised that is, greenfield expansion.?
HR is the mouthpiece of any vibrant organisation as well as the custodian of its conscience. Therefore, the challenges that this community faces in tough times is to empathise with employee concerns and play the role of a humane employer, especially when letting people go. But make all processes as painless as possible.
Cost-cutting doesn?t always have to be at the cost of employees. Alternatives can be explored. Like the IT company HR executive points out: ?We are working on employee-related cost, and making sure that these cost structures are managed on a micro-basis and cheaper alternatives like temp-staffing, process outsourcing and forced discounting from vendors to keep costs under control.?
Retaining the best talent still remains the priority for any HR manager. It is at the forefront of HR activity today, but with greater emphasis on being imaginative and prudent in protecting essential talent. ?Companies should roll out a process that identifies and develops potential leadership talent. They should make it easier for people to move to different jobs within the company, so top performers realise they can have varied and rewarding careers with the company while gaining enterprise perspectives without resorting to external hire,? says Parker of Ikya.
We are indeed through a time that sorely tests the mettle and creativity of HR managers. So rise up and shine.