By Sundararaman Ganapathiraman
Reflecting on my 35-year journey in the Indian industry, the landscape of work has undergone a significant transformation. Back then, knowledge and experience were revered as supreme. A common adage on the shop floor was, “Experience cannot be substituted by education.” I vividly recall an incident with a stern production manager who reprimanded me for walking with my hands in my pockets, emphasising that such a relaxed demeanor was inappropriate in a dynamic work environment. His words, “Dirty hands, clean minds; clean hands, dirty minds,” underscored the value placed on hands-on work and integrity over idle chatter or politics.
Our workdays extended to 12 hours, six days a week, driven by two unwritten motivations: a hunger for learning and the socio-economic backgrounds many of us came from. With no internet or instant experts, learning was a rigorous process, and those who mastered the craft through hard work became invaluable. Moreover, the factory often provided not just a livelihood but sustenance, making every effort worthwhile.
Fast forward to today, the work environment has evolved into a “digital jungle” where information is abundant, and the once-coveted power of knowledge has been democratized. Young engineers, with just a few years of experience, ascend to department heads, propelled by their competence and adaptability. Post-COVID, the expectations around work-life balance have been redefined, with Gen Z and Gen Alpha holding diverse career aspirations. Senior management, particularly those over 55, must recalibrate their communication to resonate with these new generations. Gone are the days when the old-school narratives of hard work and sacrifice would suffice.
The dialogues around work-life balance, hard work, sincerity, and loyalty often miss the mark because they are presented out of context. Preaching values is one thing, but setting rigid boundaries around employees’ personal lives is counterproductive. While integrity issues like moonlighting warrant a firm stance, discussions about working 70 or 90-hour weeks or questioning how employees spend their time at home are misplaced.
A company’s failure to create a supportive and engaging work environment speaks volumes when employees eagerly anticipate the weekend and dread Mondays. The focus should be on fostering a culture where employees feel valued and motivated to contribute during their contracted hours.
As CEOs, it’s crucial to communicate not just our beliefs on hard work and loyalty but to ensure the context aligns with today’s reality. I recall reading “Employees First, Customers Second” by Vineet Nayar, which initially seemed counterintuitive. However, the premise that customers thrive because employees deliver resonated deeply. It’s not about doubting employees’ private pursuits but about recognizing their right to a fulfilling life beyond work.
Ambition-led communication that solely focuses on company growth can become toxic. Instead, communicating a long-term vision that intertwines employees’ career growth with the company’s success builds a positive, inclusive atmosphere. Employees’ enthusiasm and positive energy are the lifeblood of a company’s success. A short-sighted focus on immediate gains, ignoring the roots—the employees—and the intangible benefits they bring, can jeopardize long-term success.
In today’s context, the key lies in nurturing a work environment where hard work and sincerity are not imposed but naturally cultivated through mutual respect and understanding. By aligning company goals with employees’ aspirations, we create a symbiotic relationship that drives sustainable growth and satisfaction for all stakeholders.
The author is Co-CEO of Wipro Pari.
Disclaimer: Views expressed are personal and do not reflect the official position or policy of FinancialExpress.com. Reproducing this content without permission is prohibited.