Comments on: Eight Thought Leaders Discuss HR Opportunities

By: Bhalchandra kango

Bhalchandra kango — Tue, 09 Jun 2020 08:14:51 +0000

interesting discussion,thanks for yhe same . I agree wth ms Seema Rawat that i a post covid world where technological dominance is likely to grow faster to bring back Human concern and rellation at the center of activity is must

By: Dhruv Prakash

Dhruv Prakash — Mon, 08 Jun 2020 05:46:07 +0000

Vivek, this is a great discussion. Very thoughtful of you to initiate this. I offer a couple of my own thoughts
1.Ilya Prigogine has demonstrated that while entropy constantly increases in the universe, there are some systems who defy this and seem to remain filled with energy. They do this by being ‘open systems’; constantly throwing out entropy and importing energy. Organisations tend to become closed over time. The pandemic created a situation which made organisations throw open all doors and windows in order to find means of survival, look for ways to beat the pandemic, innovate to cash in on the new normal and what have you. If this openness can be maintained, organisations can rapidly become great. HR folks have the unique advantage of having a say in all the levers of openness: org structures, role definitions, leadership competencies, organisation competencies, culture, collaboration etc., etc.
2. In my experience, problem solving is one competency that most organisations are severely deficient in. The sudden and cataclysmic Covid events have made organisations great problem solvers at all levels; converting overnight to WFH and maintaining near business as usual, finding ways to keep customers engaged, sharper scenario building, product redesign, cost optimisation, process simplification, monetising assets, building collaborative partnerships, reimagining logistics, the list just goes on. The HR folks have to ensure that this doesn’t become a passing phase but gets embedded in the organisational DNA.
To be able to take advantage of the opportunities opening up in the new situation, the HR folks have to open themselves as well. There’s, unfortunately, a strong tendency to be dogmatic. They also have to become accomplished business partners.

By: Suresh Shivram Ogale

Suresh Shivram Ogale — Sun, 07 Jun 2020 09:11:27 +0000

One will need to put on the hat of businessman . For example if free cash flow has helped some businesses in spite of covid challenge, what are the aspects that HR n Admin.can do?
Which aspects will need to be revisited in HR so that one contributes to cost/ waste compression or margin expansion.

Very interesting views n learnings.Thanks to all the panelists.

By: Gopinath Govindan

Gopinath Govindan — Sun, 07 Jun 2020 08:37:14 +0000

Many thanks Vivek for putting together another thought provoking piece – this time from a set of knowledgeable leaders! Fully resonate with Kavi, Sujata and others’ thoughts.

To begin with, looking for opportunities (as against responding to the ‘here and now’ challenges) is indeed a refreshing approach.

As I may have said earlier, I hope HR will encourage leaders and the workforce to look beyond their businesses and encourage greater volunteering and giving back – to our communities and the world at large. The impact of the pandemic and climate change have highlighted the inequalities that we have taken for granted over years and the need for better coexistence if we are to survive, let alone prosper. Let us not miss the opportunity to look beyond ourselves and create a sustainable world.

Employees will love contributing to a larger purpose if leaders embrace sustainability in spirit.

By: Vishvas Navare

Vishvas Navare — Sat, 06 Jun 2020 17:27:46 +0000

Thanks Vivek for sharing a Worthy compilation of HR thought leaders’ valuable views at the right time.
I am sure it will open minds of the readers (from HR field particularly) to think in vary many ways about the multiple dimensions of the situation.
At the operational levels ( especially factories) there would be additional issues of additional Insurance covers, Personal Protective Equipments, Sanitisation,Bus / car transport,beds & food for overnight stay of employees,administrative coordinations with collector’s office,police stations,Covid hospitals,uptodate data of employees residence,contacts for communications, rewards ( & punishments), fears,periodic medical test reports to factory inspector, telecalling employeesto enquire about their family wellbeing, providing laptops, ID cards,permissions to travel during the first 4 phases of lockdown & many more.
Very interesting period akin to a different kind of world war like year 2020-21.
Many case studies sure will emerge for research & students of Management Institutes.
I conclude, Change is the only constant & it is fast & multidimensional.

By: Vasudevan Srinivasan

Vasudevan Srinivasan — Sat, 06 Jun 2020 08:47:20 +0000

Wonderful compilation VSP ! Curating the thoughts of the best of minds is a big skill in itself.

In addition to the insightful points made by all of the above, I personally think there is an opportunity now for businesses to be become more equitable, and where HR could play a critical role.

This equitability would be an outcome of looking at jobs and redetermining the “Exchange Value” which Kavi mentions about.

Rudimentary as it may sound now, however there is an immense opportunity to have 3 people doing a job getting paid say 10 Lacs pa, instead of one person getting paid 30 lacs pa.

The focus on “headcount” and the reasons for focusing on it, may become needless.

Creating an architecture around this may seem difficult, but never been a better time to it. The benefits would outweigh the effort by many times over.