The policy, culture, compensation, benefits, employee relations and motivation fall on the shoulder of HR department, therefore, developing existing talents and recruiting more aces will be the best business strategy of any organisations today to stay viable or perhaps, outrun their competitors.
Ahead of our 5th Annual HR Agenda: Looking Ahead, part of our Global HR Excellence conference series, we spoke to Param Moorthi on the challenges the HR professionals are facing. Param is the conference workshop facilitator on “Operationalising HR Transformation by Embed-ding Continuous Improvement in Your HR Agenda”.
What kind of strategies have been adopted in your organization to build the right workplace culture?
In the past, the companies I had served like Schneider, Dell, Honeywell, AMD, they all had done one thing right. They made people their greatest priority. To have a winning culture they embedded policies that made the people own their own careers and they encouraged workplace diversity to enhance their values.
In the past, the companies I had served like Schneider, Dell, Honeywell, AMD, they all had done one thing right. They made people their greatest priority. To have a winning culture they embedded policies that made the people own their own careers and they encouraged workplace diversity to enhance their values.
What do you think is the key approach to identify and develop the next generation of leaders from the current talent pool?
I have often said to my workshop participants that the philosophy of people are your greatest assets are no longer valid. They are important, but they can no longer be happy with such captions. As you can see, over the last few years, organizations big and small is more interested in developing talents. The focus is not on talents. People can be a liability actually. Especially in the current challenging economic times.
In your view, what are the main challenges faced by the HR sector regionally and internationally? What are the best solutions to these challenges?
Many wont like me for saying this but HR is in denial and that's our biggest challenge. We preach but we don't practice, we pretend to be at the table while we often get eaten on the table. The truth is, we are given people related issues to manage, People are dynamic, and therefore our role has to be dynamic too. We can’t afford to be stale. So the best solution, trans-form HR first, make decisions that make sense. Run HR like a business.
Many wont like me for saying this but HR is in denial and that's our biggest challenge. We preach but we don't practice, we pretend to be at the table while we often get eaten on the table. The truth is, we are given people related issues to manage, People are dynamic, and therefore our role has to be dynamic too. We can’t afford to be stale. So the best solution, trans-form HR first, make decisions that make sense. Run HR like a business.
What is HR's role in reinventing the future of workplace?
Be the change agent and role model business behaviors. Have a meaningful business strategy and execute.
Be the change agent and role model business behaviors. Have a meaningful business strategy and execute.
As budgets become tighter and workforce expectations getting higher, how do you achieve high employee retention rates? What are the strategies beyond traditional learning and development opportunities?I like to speak about the 4 E in every part of developing and retaining our talents. Yes, money is little to spend now, so we can't give rewards and salaries as how we used to be able to. Training and Development continues to be a great option. However, with the changing landscape of business and people. 4E is a better bet. You want to learn more about the 4E? come and attend my pre-seminar workshop.
Organisations are increasingly facing skilled labour shortages; how can HR assist the management to overcome these crisis?
I met a gentleman who runs a small business locally here in KL recently. I asked him if he wants training for his people. He immediately and abruptly answered me - for what? If I train them, they become good and leave!. If I don't train them, they may stay longer as they aren't employable elsewhere". What do you think of this gentleman? I don't think he knows that his people are so unskilled that they could be contributing so poorly and that his abusiveness is likely handicapped because of long serving and incompetent workers.
I met a gentleman who runs a small business locally here in KL recently. I asked him if he wants training for his people. He immediately and abruptly answered me - for what? If I train them, they become good and leave!. If I don't train them, they may stay longer as they aren't employable elsewhere". What do you think of this gentleman? I don't think he knows that his people are so unskilled that they could be contributing so poorly and that his abusiveness is likely handicapped because of long serving and incompetent workers.
My take on labor shortage is to really seed from within. You will get longer mileage and more impactful engagement and retention by developing within. Many organizations are suffering with labour shortage because, either they don't have a robust succession planning and development process or they only focus on their N-1 or N-2 level successions. Why can’t succession and development be done at all levels? Do you think there would be shortage if we have clear planning? I think if you put serious efforts, then the answer is no.
About Param Moorthi
Param spent over 20 years in large MNC and GLC blue-chip companies, including: Intel, AIC, Dell, Honeywell, AMD and Schneider-Electric in the areas of Training, Business Partnering, Recruitment, OD and Talent Management. He was a Tal-ent Management Director (EAJP) for Schneider Electric.
Param spent over 20 years in large MNC and GLC blue-chip companies, including: Intel, AIC, Dell, Honeywell, AMD and Schneider-Electric in the areas of Training, Business Partnering, Recruitment, OD and Talent Management. He was a Tal-ent Management Director (EAJP) for Schneider Electric.
He founded Muse Consultancy Asia, providing boutique HR and talent solutions to his clients such as IBM, Oracle, Sanofi, Astra Zeneca, OAG-Oil & Gas, Ramsay Sime-Darby, Selia Group, Bank Rakyat, CLI Law, COMFORI, Cahya Mata Sarawak (CMS) and Marcus Evans.
Param is the co-authored for “HR for New HR Managers” with Professor Maimunah and is the author of the book “The Corp Crap” by Partridge, a Penguin Publishing Company and a columnist in HR Matters Magazine. He is currently writing “Working in Asia” which will be released in 2016.
About 5th Annual HR Agenda: Looking Ahead
This 5th Annual marcus evans HR APAC, The HR Agenda: Looking Ahead conference is not to be missed as it provides the perfect platform to explore the strategic HR planning & leadership, the millennial workforce and performance driven rewards which will enable you to create your powerful dynamic and harmonious HR functions to drive the business performance reward. Be a part of this prestigious large scale event that can help you revolutionise the way you view and manage your human capital to their full.
This 5th Annual marcus evans HR APAC, The HR Agenda: Looking Ahead conference is not to be missed as it provides the perfect platform to explore the strategic HR planning & leadership, the millennial workforce and performance driven rewards which will enable you to create your powerful dynamic and harmonious HR functions to drive the business performance reward. Be a part of this prestigious large scale event that can help you revolutionise the way you view and manage your human capital to their full.
For more information of the conference, please contact:
Sharon Chew
Senior Marketing Executive
Marcus Evans
Tel: +603 2723 6757
Email: SharonC@marcusevanskl.com
Website: http://goo.gl/DrZlRs
Senior Marketing Executive
Marcus Evans
Tel: +603 2723 6757
Email: SharonC@marcusevanskl.com
Website: http://goo.gl/DrZlRs
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