Power to the professionals
The panel discussion at the event on managing critical talent organised by Accenture witnessed thought provoking questions by the audience, which compelled the panelists to realise the real problems being faced by companies across sectors and thin...
By TNN |
MUMBAI: The panel discussion at the event on managing critical talent organised by Accenture witnessed thought provoking questions by the audience, which compelled the panelists to realise the real problems being faced by companies across sectors and think beyond the obvious.
In a question raised by L&T head (talent acquisition and retention) Pranoti Kapadia on how to avoid functional bias especially at the time of reward and recognition, almost all panelists agreed to the fact that some functions are more critical to a business than others.
HPCL chairman and MD Arun Balakrishnan gave an example of his organisation where people feel that being in the refinery is better than being in the marketing department given the way the company is expanding. “We even worked on our HR department and the opportunities became better - people moved much faster than before,” added Mr Balakrishnan.
L&T president (operations) and member of the board RN Mukhija, agreed with Balakrishnan and added that the real “economy companies are faced with real problems”.
A question was addressed to Wockhardt chairman Habil F Khorakiwala asking him if 95% people being happy in acquisitions as stated by him was an optimistic figure. Mr Khorakiwala said that more than learning about the culture of the new organisation, one must unlearn the old culture too. “Once the employees see the reward and recognition and how the company is performing, it becomes easier to retain them. Sometimes people leave also,” he added.
Accenture Human Performance managing partner Peter Cheese reiterated the same point when someone in the audience asked if it becomes difficult to encourage talent as sometimes one may need to go against the grain. “Clarity of objectives should make people understand their role and not only judge their own performance but that of others too,” he added.
In a question raised by L&T head (talent acquisition and retention) Pranoti Kapadia on how to avoid functional bias especially at the time of reward and recognition, almost all panelists agreed to the fact that some functions are more critical to a business than others.
HPCL chairman and MD Arun Balakrishnan gave an example of his organisation where people feel that being in the refinery is better than being in the marketing department given the way the company is expanding. “We even worked on our HR department and the opportunities became better - people moved much faster than before,” added Mr Balakrishnan.
L&T president (operations) and member of the board RN Mukhija, agreed with Balakrishnan and added that the real “economy companies are faced with real problems”.
A question was addressed to Wockhardt chairman Habil F Khorakiwala asking him if 95% people being happy in acquisitions as stated by him was an optimistic figure. Mr Khorakiwala said that more than learning about the culture of the new organisation, one must unlearn the old culture too. “Once the employees see the reward and recognition and how the company is performing, it becomes easier to retain them. Sometimes people leave also,” he added.
Accenture Human Performance managing partner Peter Cheese reiterated the same point when someone in the audience asked if it becomes difficult to encourage talent as sometimes one may need to go against the grain. “Clarity of objectives should make people understand their role and not only judge their own performance but that of others too,” he added.
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