कोविड१९ आणि ऑफिसमधील तणाव

ऑफिस मधील बरेचसे तणाव हे परिस्थितीचे भान न आल्यामुळे वाढतात. जवळपास ५०% कर्मचारी ऑफिस मधील तणावाने बेजार आहेत. तसेच आधुनिक जीवन पद्धतीमुळे वैयक्तिक आयुष्यात  स्वतःबद्दल  असणाऱ्या अवाजवी अपेक्षा अनावश्यक तणावाला आमंत्रण देत आहेत. जीवनमान उंचावल्याचा अभिमान प्रत्येकाला असतो, परंतु महागडी घरे, मोठमोठ्या गाड्या, महागडे गॅझेट्स हे आपल्या आयुष्याचा भाग झाले आहेत. त्याशिवाय दुसऱ्यांसोबत तुलना महागात पडत आहे. सोशल मीडिया वर महागड्या टूर चे आणि संपत्तीचे प्रदर्शन लोकांना आवडते. अर्थात ह्या सर्वांचे EMI भरत असतानां, त्यासाठी करावे लागणारे कष्ट, ऑफिस मध्ये  जॉब टिकवण्यासाठी करावी लागणारी धडपड आणि बॉस ची लाचारी हे सर्व कार्य संस्कृतीचे महत्वाचे भाग झाले आहेत. 

अर्थात, तणाव संपूर्ण जीवनात व्यापून गेला आहे. कोविड१९ मुळे जवळपास ७० लाख लोकांच्या नोकऱ्या गेल्या आहेत. काही दिवस नवलाचा असणारा वर्क फ्रॉम होम चा आता कंटाळा आला आहे. एका सर्वे नुसार कामाच्या निमित्ताने होणार विमानाचा प्रवास, ते पंचतारीक हॉटेल मध्ये राहणं लोक आता मिस करू लागली आहेत. हे सर्व कर्मचारी एन्जॉय करत होते, ते सर्व थांबले आहे. आता नोकरी टिकवून ठेवणे हि प्रायोरिटी झाली आहे. घरी सतत असल्यामुळे ह्या तणावात भर पडत आहे. लोकांना नाते सांभाळताना कसरत करावी लागत आहे. नव्याचे नऊ दिवस संपलेत आणि आता प्रत्येकाला भविष्याची चिंता सतावत आहे. 

त्यात अतिशय वेगाने होणारी तांत्रिक प्रगती माणसाला बाजूला टाकत आहे. 

ह्या सर्व परिस्थितीचे वर्णन खालीलप्रमाणे करत येईल.

१) कमालीची अनिश्चितता आणि भविष्याबद्दल न करता येणारी भाकिते,

२) त्यामुळे होणार भावनिक कोंडमारा,

३) अशी परिस्थिती कशी सांभाळावी ह्याचे अज्ञान,

ह्या तीन गोष्टी, माणसाच्या भावनिक प्रतिक्रियेवर प्रभाव टाकत असतात.  या स्थितीत आपले तर्क, समस्येचे निराकरण आणि योग्य विचार करण्याची आपली क्षमता क्षीण होऊ शकते.

मग ह्या सर्व प्रकारची काहीतरी प्रतिक्रिया येणारच. आणि हि प्रतिक्रिया, राग, क्रोध, निराशा, दुसऱ्याबद्दलचा मत्सर, भीती, आणि टोकाच्या परिस्थितीत पॅनिक अटॅक च्या रूपात बाहेर पडते. असे म्हणतात कि रागीट माणसे मुळात घाबरलेली असतात आणि क्रोध हा त्यांची संरक्षण यंत्रणा असते. दुःखी, असमाधानी, निराश लोकांमागे काहीतरी इतिहास असतो, समाज, संगोपन, आई वडिलांचा, नातेवाईकांचा, शिक्षकांचा प्रभाव आपल्या आयुष्यावर पडत असतो. त्यामुळे जे आपण बघतो, ऐकतो, अनुभवतो त्या आधारावर आपली प्रतिक्रिया असते. कदाचित एखाद्या विशिष्ट घटनेत रागाने आपली कामे झालेली असतील किंवा त्यामुळे काहीतरी समाधान मिळालेले असेन. परंतु आपल्या मेंदूमध्ये त्याचीच नोंद झालेली असते आणि प्रत्येकवेळी तोच अनुभव आपण एकच उपाय म्हणून वापरतो.  

 हि प्रतिक्रिया कशी असावी, हे मात्र अनुभवाने येते. रागाचे, क्रोधाचे, व्यवस्थापन कसे करावे हा मात्र नेहमीच विषय असतो. आपली बुद्धिमत्ता कितीही स्ट्रॉंग असली, माणूस कितीही हुशार असला तरीही हे सांभाळता येत नाही. त्यासाठी भावनेवर नियंत्रण असावे लागते.  त्यासाठी भावनिक बुद्धिमत्ता कमवावी लागते. ह्या भावनिक बुद्धिमत्तेचे चार भाग आहेत.

१) स्वतःबद्दलचे आत्मभान: आपण स्वतःला किती ओळखले हा गहन प्रश्न आहे. जगाला, इतरांना  समजून घेण्याच्या नादात आपण स्वतःकडे खूप दुर्लक्ष करत असतो. अध्यात्मिक जगात, ह्या आत्मभानाला अतिशय महत्व आहे. आपला स्वभाव कसा आहे, स्वतःचे गुण, दुर्गुण कोणते आहेत, आपल्या भावनिक प्रतिक्रिया कश्या असतात हे सर्व समजून घेतले तर आयुष्याचा प्रवास खूप सोपा आहे. अंतरंग समजण्याची कुवत प्रत्येकाची असते परंतु आपण त्याकडे लक्ष देत नाही. स्वतःला केव्हा राग येतो हे समजले तरी खूप. ह्या प्रक्रियेत फक्त समजावून घेणे महत्वाचे आहे. 

२) सामाजिक, अथवा इतराबाबत असणारी जागरूकता: आपण स्वतःला समजून घेतले, मग पुढे काय? येथे आपल्याला फक्त इतरांच्या जागी स्वतःला समजून विचार करावा लागेल. एखादा काही बोलला असेन, बॉस ने रागावले असेन, त्यामागे काहीतरी परिस्थिती आणि त्या व्यक्तीची मानसिक अवस्था असते. कदाचित बॉस ला त्याच्या बॉस ने रागावले असेल आणि तीच राग आता आपल्यावर तो काढत असेल. सह-अनुभूती हा शब्द येथे योग्य आहे. लोकांच्या सामाजिक जाणीव, त्यांच्या चालीरीती आणि विशिष्ट व्यक्तीचे अनुभव आपला इतरांबद्दल ची जागरूकता वाढवत असते. येथे लोकांना समजावून घेणे महत्वाचे असते.

३) स्वव्यवस्थापन: येथे येते ते स्वतःच्या भावनांचे नियंत्रण आणि व्यवस्थापन जे सर्वात कठीण काम आहे. एखादी घटना घडली, त्याचा प्रभाव आपल्यावर होणार, परिस्थिती वाईट असेल तर आपल्या भावना ट्रिगर होणार आणि रिस्पॉन्स म्हणून आपण रागावणार, निराश होणार. मग आपण त्यावर कोणत्यातरी स्वरूपात प्रतिक्रिया देणार. आपल्या भावना सर्वप्रथम ओळखणे महत्वाचे आहे. कारण राग हि भावना नाही, ती प्रतिक्रिया आहे. भावना कदाचित निराशा असू शकेल आणि त्याची प्रतिक्रिया रागाद्वारे बाहेर पडत असेल. प्रश्न आहे ती भावना आपण कशी ओळखतो. 

४) संबंधांचे (नाते) व्यवस्थापन: येथे इतरांची भावनिक स्थिती समजून घेणे,  त्यांचा भावनिक प्रतिसाद ओळखणे आणि  त्यांच्याशी सामोरे जाण्यासाठी धोरण बनविणे ह्या गोष्टी येतात. आपण आपल्या भावना दाबून ठेवू शकत नाही, पण त्या नियंत्रित करू शकतो. तसेच आपण इतरांना त्या नियंत्रिक करण्यासाठी मदद करू शकतो.

कल्पना करा की आपला मेंदू धरणाप्रमाणे आहे, पाण्याचा एक मोठा साठा ह्या धरणात (या रूपकात, पाणी आपला राग आहे). कधीकधी, धरणावर लहान क्रॅक आणि लहान गळती सुरु आहे आपल्या लक्षात येते, जे आपण सहजपणे दुरुस्त करू शकता. परंतु आपण पुरेसे लक्ष दिले नाही तर धरण फुटेल. 

जर आपला राग तो फुटण्यापूर्वी पकडला तर आपण त्यावर नियंत्रण ठेवण्यास सक्षम असू. परंतु धरण फुटण्याची वाट बघितली तर त्याचा परिणाम भयानक होऊ शकतो.  हे टाळायचे असेल तर रागाची भावना  आणि तो कश्यामुळे येतो ते भावनिक ट्रिगर लवकर पकडणे शिकणे सर्वात महत्वाचे कौशल्य आहे. 

ताणतणाव, राग लोभ, आशा निराशा, सुख दुःख हे आयुष्याचा भाग आहेत. ह्या भावना आहेत. महत्वाचे आहे अश्या प्रकारच्या भावना उद्दीपित का होतात ते समजावून घेणे. आणि मग त्यावर योग्य तो प्रतिक्रिया /प्रतिसाद देणे. बरेचदा आपल्या भावना ह्या इतरांच्या चुकीमुळे जागृत होतात. इतरांच्या वागणुकीवर आपले नियंत्रण नाही, परंतु आपल्या आहे. त्यामुळे एखाद्या वागणुकीला, परिस्थितीला कसा प्रतिसाद द्यायचा हे आपणच ठरवणे उत्तम. नकारात्मक प्रतिक्रिया सकारात्मक प्रतिक्रियेत परावर्तित कशी करता येईल हे शिकणे म्हणजे आयुष्याचे व्यवस्थापन.     

विनोद बिडवाईक

(लेखक ह्यूमन रिसोर्स आणि व्यवस्थापन तज्ज्ञ असून अल्फा लावल ह्या बहुराष्ट्रीय संस्थेत उपाध्यक्ष ह्या पदावर कार्यरत आहेत. आतापर्यंत त्यांची व्यवस्थापन आणि मानव संसाधन ह्या विषयावर इंग्रजी आणि मराठीत ६ पुस्तके प्रकाशित झालेली आहेत.)

(हा लेख १९ नोव्हेंबर २०२० रोजी दैनिक लोकांमध्ये प्रसिद्ध झाला आहे.)

(विनोद बिडवाईक ह्यांची सर्व पुस्तके फ्लिपकार्ट आणि बुकगंगा वर उपलब्ध आहेत.  इंग्रजी मध्ये लिहिली पुस्तके किंडल फॉरमॅट मध्ये ऍमेझॉन वर उपलब्ध आहेत.) 

जॉब मार्केटमध्ये हात रिकामे का ?

HR in New world...from my first job to future via present: Interview taken by Sanjeev Himachali

(This interview is also available on Interview with Vinod Bidwaik)

"CEOs look at HR as a Change agent, Functional consultant, and a Coach to the Management Team"

Introducing Vinod Bidwaik to the world is like showing light to the sun. Vinod is an accomplished HR Practitioner with over Two-decades of experience across industries. He is an Author of FIVE books (TWO in English language and THREE in Marathi). Career Coach and Mentor to hundreds of young graduates. He is one of the most respected HR Professionals in the fraternity, yet very simple and down to earth. It is a privilege for us to get his interview. Thank you, Vinod, for agreeing to this interview. We value your time. We are looking forward to your candid and honest response as you always are.

We would be pleased to learn about your journey from the beginning. So, please share with us about your first job interview.

My first professional stint embarked at Indian Steel, a heavy engineering Indian company. I was hired through the campus recruitment and hence that was my first job interview. After many rounds of tests, group discussions and rigorous interviews, I was selected.

The experience was overwhelming. Though the entire process was not very complicated, however, the interview was tough. One of the interviewers asked me, “Under which section of Factories Act, the occupier can be punished.”

I was clueless. My hope started fading away but I decided upon giving the honest yet witty answer and so I said, “Sir, frankly speaking, I don’t know the section, but…”

“But what?” the interviewer looked into my eyes.

“But I assure you that, if you give me the opportunity, I will ensure that the occupier will not be penalized.” I just blurted out.

The interview continued and with every follow-up question, my nerves started relaxing. As, during my college days, I was working as a free-lance journalist and a part-time sub-editor for one of the local newspapers, they asked me few questions about that.  

Finally, I got selected. Initially, in my role, I had to support in hiring diploma and GETs & coordinate their training to work on a machine for machining jobs and on the assembly line.  

I was very happy because it was my first job in HR (Personnel).  

Few things I learned; be confident, be honest and be clear what you want from your life.

An interview should not be the question & answer session but, should be a meaningful conversation. Both parties should treat each other with respect.

Which, according to you was the most intriguing interview? Can you share your experience in detail?

I have given a lot of interviews. After working with Mahindra & Mahindra I wanted to work in strategic HR aspects and was exploring the opportunities outside. One day my ex-boss, who had started his own consultancy, called to apprise me that one of the biggest media companies (Sakaal Media Group) was looking for a candidate who would be the deputy to the Chief HR Officer. I decided to give a try. My initial interview was mainly focussed on business plans, establishing professional HR function and company’s mission and vision. The managing director was very vocal about his expectations.  

I liked the company’s approach and my role. The entire hiring process took almost 3 months that included many interactions with the senior leadership team.  

I believe that an interview should not be the question & answer session but, should be a meaningful conversation. Both parties should treat each other with respect.

The first job is a major milestone for many people. Let’s discuss your first year at the job. How was your experience? What were your expectations from your job and your role? Were they all fulfilled? What didn’t coincide with your expectation?

My first job as an HR was hiring & training GETs and diploma holders to work on the shop floor. I assumed this job to be easy; as after all, it was just hiring and training them. However, after joining I realized the true challenges. The first challenge was to attract candidates for a budgeted salary to work on the shop floor. Another challenge was training them. The attrition was high as 50% of candidates used to leave within a quarter of months after joining. The word ‘training’ may sound easy but, it requires resources and subject matter experts to train the candidates. The pressure to deploy people to the shop floor was so much that we could not do justice in training them.

The situation was totally different than what I had expected. After a year, the union started creating issues and one day a gherao was conducted for work managers and personnel manager. The Union went on strike.  It was difficult to run the plant. Finally, the management decided to declare the lockout.  My colleague, who was handling IR issues, left the organization because of pressure. 

My manager then called me and said, “Vinod, now you don’t have any hiring, would you like to assist me in industrial relations”. My first job in IR was to draft and issue the suspension pending inquiry to union office bearers.

I was scared but I took the challenge. After few months, the management resolved the issue but not before I learned about hard & soft dimensions of handling Industrial Relations and got an opportunity to build a relationship with unionized workmen.

Indeed, my first job was challenging and perspective building.

Be open to asking for help from peers and seniors to learn new things.

According to you, do you think workplace mentors and coaches play an important role in settling fresh graduates in their first job? How was your experience?

Mentors and coaches definitely play an important role in the development of employees. However, sometimes we don’t recognize our informal mentor and coaches who may not be directly assigned to train you but nevertheless; you learn a lot from them.

My story is similar. My each and every boss has been my coach and mentor. By observing them, I learned what to do and what NOT to do. If you have a formal mentor or coach, you are lucky.  But don’t mind if you don’t have. Just be curious and learn from others.

Also, read good books. Books are true friends and mentor and there are lots to learn from books.  

Be open to asking for help from peers and seniors to learn new things.

CEO looks at HR as a Change agent, Functional consultant, Coach to the Management Team.

You are an HR Practitioner for so many years. Could you please tell us why did you choose this profession? If not in HR, what another profession you would have chosen for yourself?

Frankly, I was never inclined towards HR profession while pursuing my education. I initially worked as a journalist and then moved to sales in Media Company. Working there, I realized the need to learn management skills and hence I enrolled for the management degree. In the process, when I started learning HR, it became evident to me that HR aligns with my personality. HR has that potential through which I can impact the society and make a difference which is my ultimate goal.  

If not HR professional, I would have been a professional news anchor and journalist.   

Having worked in a leadership role, what do you think are the expectations of a CEO or the Management Team from its HR Function in general and HR Head in particular?

CEO looks at HR as a Change agent, Functional consultant, Coach to Management team members. Their expectations are clear. They look for what & how HR strategies are aligned with the business strategy.

From an HR leader, a CEO expects to establish coordination between all MT members, and develop & maintain the team dynamics of MT team.    

In the same breath, can you also highlight about expectations of employees from the HR Function of an Organization?

Employees expect better employee experience. They need simplicity and freedom of work. They expect HR to intervene if something goes wrong in the team, function or the organization. They also expect that HR should be fair and reasonable and devise simple policies. Another expectation is of transparency and openness. They expect HR to be a role model.  

According to you, what are the key challenges of being a representative of employees as well as a representative of company management? What kind of conflicts you have faced and how did you manage to overcome them.

A simple example is yearly ACR (annual compensation reviews). Employees always expect a good salary hike irrespective of how company or market is doing. On the other side, a company has its own limitations in terms of budget.

HR role here is to work on a simple job evaluation and compensation philosophy, benchmarked with the market and then explain this in simple language to employees. If it sounds logical, employees are bound to accept the change easily.  

Change management or organizational redesign is another challenge where you have to be logical and balanced. This is needed to be successful in the business. Sometimes, the effect of the redesign is unpleasant. The question is how well you handle it. If you have to let go of a few people, how you intend to manage the situation.

The key is to be open, transparent and logical.

We can’t survive if we continue to work in the same way as we used to work in the past.

HR is at the crossroads, yet again. According to you, what will be the impact of Artificial Intelligence (AI), Robots, etc. on the future of HR Function? Please also highlight how social media has changed the world of HR practitioners?   

Social media has made the life simple of HR professionals but it is tricky; simply because you have a platform for talent sourcing, communication, and employer branding but tricky because your employee may tarnish the image by putting something wrong on the social media. To avoid such circumstances, you should have a well explained social media policy in place.

AI & robots may take away few transactional jobs and may impact the profession but, HR professionals must be creative to safeguard their roles in the future. We can’t survive if we continue to work in the same way as we used to work in the past.

Last question, what is your message for young and aspiring HR practitioners? What kind of growth opportunities should they look forward to? Why should anyone join this profession? And, what are key competencies one must have to be successful in this profession?     

HR professionals make an impact on the business but you have to reinvent yourself. Try to learn what future may look like. Most of the jobs in HR may go redundant like payroll processing, recruiter, training co-ordinator etc.

Few jobs will be transferred to consultants from company payroll. Gig economy is another factor where HR professionals can work with different companies if they have specialized skill sets.

My humble submission is, “don’t join this profession because you think it is the job in an air-conditioned office. Please don’t give the stupid answer that you like dealing with human beings”.

If you are courageous, agile & want to make the impact on the business, then only join this profession.   

To have a great career in HR, you must be prepared and willing to learn and experiment throughout your life. One size doesn’t fit all. The way HR is required to work in an MNC differs from the way it needs to function in a start-up or in a family-run business. HR needs to have this understanding.  

Thank you very much, yet again, for sharing wonderful insight. We appreciate it. 

व्यक्तिमत्व विकासाचा कोलाज, स्वयंविकासाची स्वयंप्रेरणा

Print copies of व्यक्तिमत्व विकासाचा कोलाज, स्वयंविकासाची स्वयंप्रेरणा . This is my 5th book and 3rd book in Marathi Language...

Please buy this book from here on ON Bookganga  व्यक्तिमत्व विकासाचा कोलाज

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Books authored by Vinod Bidwaik

व्यक्तिमत्व विकासाचा कोलाज, स्वयंविकासाची स्वयंप्रेरणा

Coming Soon

Book Review published in Daily Maharashtra Times.

Book Review published in Daily Maharashtra Times.

स्वयंविकासाची स्वयंप्रेरणा पुस्तकचे दैनिक महाराष्ट्र टाइम्स मध्ये प्रसिद्ध झालेले पुस्तक परीक्षण

 

स्वयंप्रेरणेची गुरुकिल्ली देणारं पुस्तक: स्वयंविकासाची स्वयंप्रेरणा...वाटचाल संपूर्णत्वाकडे’

प्रसिद्ध ग्रीक तत्त्वज्ञ हेरक्लायटसने म्हटलं होतं, ‘देअर इज नथिंग पर्मनन्ट एक्सेप्ट चेंज.’ बदल हाच काय तो शाश्वत असतो! आपल्याला संपूर्णत्वाकडे, विकासाकडे वाटचाल करायची असेल, तर आपल्या व्यक्तिमत्त्वात बदल घडवायला हवा आणि त्यासाठी लागणाऱ्या स्वयंप्रेरणेची गुरुकिल्ली विनोद बिडवाईक यांनी आपल्या ‘स्वयंविकासाची स्वयंप्रेरणा...वाटचाल संपूर्णत्वाकडे’ या आकर्षक पुस्तकातून आपल्यासमोर ठेवली आहे. तरुणाईला भावेल अशीच भाषा आणि उदाहरणं दिल्यानं पुस्तक सर्वांना आवडेल हे निश्चित!.... .........
नावाजलेल्या आणि बहुराष्ट्रीय कंपन्यांमध्ये मनुष्यबळ क्षेत्रात विविध पदांवर काम केलेल्या विनोद बिडवाईक यांनी ‘स्वयंविकासाची स्वयंप्रेरणा...वाटचाल संपूर्णत्वाकडे’ हे पुस्तक लिहिले आहे. आपल्या अनुभवाचा पूर्ण उपयोग आजच्या तरुणाईला व्हावा या हेतूने अत्यंत समर्पक अशी थोरामोठ्यांची सुभाषितवजा वाक्यं (Quotes) वापरून त्यांनी प्रत्येक प्रकरणाची सुरुवात केली आहे. त्यामुळे प्रत्येक प्रकरण वाचण्याआधी वाचकाची त्या प्रकरणाकडे बघण्याची एक मानसिक बैठक नकळत तयार होत जाते. त्याचबरोबर कुणालाही समजायला सोपी अशी भाषा आणि तरुणाईला भावतील अशी आजच्या काळातली उदाहरणं हे या पुस्तकाचं वैशिष्ट्य म्हणता येईल.

सगळी मिळून एकूण ३५ प्रकरणं, पण त्यांची नावंसुद्धा इतकी लक्षवेधी आहेत, की हवा तो संदेश तिथूनच मनात घुसावा! उदाहरणार्थ - ‘मनाची तयारी हवी,’ ‘फर्स्ट इम्प्रेशन’, ‘स्वप्न बघा स्वप्न’, ‘लेबल्स फेकून द्या’, ‘रोल मॉडेल’, ‘कॉमन सेन्स’, ‘चॉईसचं स्वातंत्र्य’, ‘झपाटलेपण’, ‘प्रेझेंटेशनचं कौशल्य’... नावापासूनच प्रकरणाबद्दल उत्सुकता निर्माण होते आणि आपण गुंतत जातो त्या विचारांत...!

‘जगात कसे वागावे’ किंवा ‘स्वतःला कसे सुधारावे’ टाइपची जी पुस्तकं असतात, ती बहुधा बोजड असतात आणि त्यात पांडित्यपूर्ण विचारांचा मारा असतो; पण बिडवाईक यांच्या या पुस्तकात मात्र प्रत्येक प्रकरणामध्ये तरुणाईला भावतील अशी आजच्या काळातली उदाहरणं दिल्यामुळे वाचक ‘अरे, हे तर माझ्या मनातलं जणू..’ असे मनोमन उद्गार काढून बिडवाईकांनी मांडलेला विचार आपलासा करून टाकतो हे या पुस्तकाचं आणखी एक वैशिष्ट्य. उदाहरणार्थ - ‘जीवनसागरातील पोहण्याचं शास्त्र’ या प्रकरणातलं पुस्तकी पांडित्य (थिअरी) आणि प्रत्यक्ष ज्ञान (प्रॅक्टिकल) यातल्या फरकाचं उदाहरण असो किंवा ‘इतिहासही शिक्षक’ या प्रकरणातल्या द्रोणाचार्यांवर बाजी उलटवणाऱ्या आधुनिक स्मार्ट आणि चलाख एकलव्याचं उदाहरण! ‘संप्रेरण कौशल्य’ प्रकरणात कम्युनिकेशन स्किल समजावून सांगताना दिलेलं शिंप्याचं उदाहरण असो किंवा मग ‘प्रेझेंटेशनचं कौशल्य’ या प्रकरणात सुंदर तरुणीला बघून तिच्याशी ओळख करून घ्यायला पुढे सरसावलेल्या तरुणाची तिनेच ‘विकेट’ काढल्याचा प्रसंग असो - अशी उदाहरणं देऊन बिडवाईक यांनी वाचकांना आपलंसं करून घेत आपले मुद्दे बरोबर त्यांच्या मनात घुसवले आहेत, हे त्यांच्या लेखनाचं कौशल्य.

आपल्याला व्यक्तिगत आणि व्यावसायिक आयुष्यात यशस्वी होण्यासाठी या पुस्तकात दिलेले मूलमंत्र उपयोगी पडतील यात शंका नाही. अवश्य संग्रही ठेवावं, असं हे पुस्तक आहे!

स्वयंविकासाची स्वयंप्रेरणा...वाटचाल संपूर्णत्वाकडे
लेखक : विनोद बिडवाईक
प्रकाशक : बोहो सोल पब्लिकेशन्स, माणिकमोती कॉम्प्लेक्स, पुणे-सातारा रोड, पुणे-४६
पृष्ठे : १३६
मूल्य : १९० रुपये

(हे पुस्तक ‘बुकगंगा डॉट कॉम’वरून घरपोच मागविण्यासाठी खालील लिंकवर क्लिक करा.)

My key takeaways during the session on “Emerging Business- Enterprise challenges with limited resources”. #HRFutures #DefyConvention #HRTechConf

(Authored By Sachin Aute)

HR Futures- Pune was organized by The Guild, an upcoming and India’s first progressive business media brand, with a unique editorial focus on innovation in technology, business, leadership, and design; in association with CNBC TV 18 and CNBC Awaaz, on Wednesday, November 8th, 2017 at Novotel Hotel, Pune.

I attended this event to listen the views of esteemed HR professionals and learn something new from speakers. It was also a nice opportunity to network with fellow HR professionals from different industries.

My motivation to write this article is to share my learning to the HR fraternity those who could not attend this event.

This write up is compilation of my learnings from the session HR future….

There were two sessions planned in the first half. This time, I find something practical which can be implemented by all HR professionals in their organization.

I am writing my learnings from the panel session “EMERGING BUSINESSES: ENTERPRISE CHALLENGES WITH LIMITED RESOURCES”.

There were six panelist having 15 to 25 years of rich experience.

These speakers were as under:

Moderator

Vinod Bidwaik, Director-HR/HRBP, DSM India

(Panel session in Progress) 

(Seen in the picture are Shweta Chawala, Director Total Rewards, Smith Nephew Healthcare, Meenakshi Kaul, Director HR, People & Culture, Fare portal India, Sanjay Ambhorkar, Vice President - HR & Communication, Chassis Brakes International, Shirish Kulkarni, Director – HR, K S B Pumps, Ravendra Mishra, Head - Human Capital, Garware - Wall Ropes Ltd)

To understand the HR challenges facing emerging businesses, the HR leaders shared their experiences on what they are good at, what are their struggle, where they their focus is.

Some of the focus areas were:

• Where emerging businesses believe their HR strengths and weakness lie.
• Where they need to focus to grow profitably.
• How they can get better at joining up the dots in order to recruit, develop and retain the right people.
• How they can deliver the basics more effectively.
• Technology & tools for HR at mid-sized companies.

Vinod Bidwaik stared the discussions as a Moderator. Before starting the session, he asked a question to the audience, “What do you expect from this session????”

The entire hall with 200 – 250 HR professionals was silent for few seconds… Exactly I don't know from where that sound comes, but someone from audience raised his voice and said, “something which can be implemented in the organization”.

Initially we were feeling that we may get only theoretical concepts which may be difficult to implement. I knew few speakers very closely, and was sure that audience will get practical wisdom. Moderator started very positively that for sure audience will be satisfied.

Vinod Bidwaik gave the structure to the session with five dimensions,

• Direction: What is the purpose of the business and how employees are aligned with the larger purpose of the organization?
• Culture: What should be the culture and how it should be built?
• Power: How the power is distributed among different stakeholders and employees.
• Communication: How the information is cascaded down the level and employees are kept engaged with the organizational goals?  
• Ownership & Accountability: How the ownership and accountability is created among employees?

He mentioned that HR practices can be woven around these five dimensions.

He set the context by explaining the number of startups & emerging businesses and success ration based on the research published. There are successes but there are more failures because lack of vision and poor business model.

Further are lot of HR challenges like attracting and retaining talent; compensation and employees looking for big brand and career development. According to him, if we give the power and freedom to employees, for sure they do takes accountability and works with ownership to sustain and achieve the organizational objectives.

Shweta Chawala spoke about attracting and retaining talent in the industry. She emphasized on following:

• Building internal capabilities instead of hiring from big brands;
• Right pay mix: For example, higher variable pay. It is difficult to retain talent in startup industry. Many of the employees are getting offers from competitor companies with higher package with facilities. Speaker advised to keep higher incentives in the initial phase of the business. It helps to increase business as well as retain employees with his own growth.
• To engage and motivate employees, start recognition schemes in the company

To summarize this, Moderator said in addition to all above, the office/ organizational culture also matters to retain and engage employees.

Other speakers, Meenakshi Kaul & Shirish Kulkarni also highlighted best practices to retain and engage employees:

Employee engagement is nothing but, how do we give experience to employees to feel good and engaged in our organization.

Few practices are:

• Clear communication by CEO – Top management should communicate company’s vision to all employees to make them aware on business situations & aligning on common targets.
• Management should work on improving Manager – Subordinate’s relationship.
• Reward and recognition - every quarter get nomination for team and individuals for best achievements, and reward them for good work.
• Work on improving employability of employee.
• Employee satisfaction/engagement survey – Every organizations conducts an employee satisfaction surveys. Some are doing this as a formality or else we could say as a mandate by top management. However, few organizations are really conducting this understand employees.

According to me, attrition only could be controlled by HR of the company. We should have good relations, understand their concerns & his personal issues too. If we really can understand them and try our best to develop him, I am sure, he would not think of the leaving the organization.

Sanjay Ambhorkar emphasized on culture building and giving the purpose of job. Revendra Misra spoke on leadership development and building the internal talent pool.

At the end moderator said that everybody should do everything in the organization. People should be trained to lead by example and not by the power. He explained the concept of Leading without Title. With this concept not only Mangers/ Leaders but any employee can become a role model in his work.

I feel the biggest challenge is to manage and retain multi-disciplinary and diverse workforce with more effective and efficient HR capabilities.

My takeaways from this session are:

1. To keep employees engaged, have discussions with them, understand and helps to resolve issues on priority.
2. Ensure their employability is improved with the growth of the organization.
3. Your exiting employees should get good treatment as they brand our company outside.
4. Exit interview is reactive and whereas stay interview is proactive – this is a best tool to keep our employees engaged with us. If you do have discussion with them while in service, employees may share their issues with you regarding career, problems or any cultural issues which could lead him to leave organization. By stay interview, you can resolve such issues and I am sure, if we able to do so, employees will not leave.
5. Invent your own practices with relevance to organizations requirement - It doesn't mean all above techniques are applicable to all industries. Every organization has different culture inside and we should understand the organization issues, culture, and inter relationship and frame interventions accordingly.

I don't know who had asked the question as “He expect something which can be implemented” from this session. But, I am sure, my simple five key takeaways may help all of us in our organizations.

(Author is working as Sr. Executive - IR at DSM India Pvt. Ltd.)

Be ready for future capabilities :- My Speech

I got the opportunity to interact with student managers of Balaji Society on 18th Aug 2017. Almost 1000 students were present to listen my views of challenges in corporate world, new way of working, future trends and new capabilities required to manage these challenges. 

The session is recorded by the management school. Please watch this video...

Some pics of this session.

स्वयंविकासाची स्वयंप्रेरणा

"कॉलेज टू कार्पोरेट व्हाया इंटरव्यू" ला मिळालेल्या अफाट प्रतिसादनंतर मी मराठीतील माझे दुसरे पुस्तक "स्वयंविकासाची स्वयंप्रेरणा, वाटचाल संपूर्णत्वाकडे" हे नवीन पुस्तक घेऊन येत आहे. 

हे पुस्तक सर्व वयोगटातील व्यक्तिसाठी असून, मानवी विकासासाठी गरजेच्या असणार्‍या प्रॅक्टिकल टिप्स सोप्या भाषेत दिलेल्या आहेत.

"स्वयंविकासाची स्वयंप्रेरणा, वाटचाल संपूर्णत्वाकडे" फ्लिपकार्ट वर उपलब्ध आहे.

https://www.flipkart.com/swayanvikasachi-swyamprerana/p/itmew2kdgzkyzaym?pid=9789352679690