“All organisations do have the elements of ‘Teal’ but in some it’s more prominent” Rajeev Singh

Technology, data, employee experience: What’s high on agenda

The focus will be on creating a workplace, which will provide a unique experience to all (direct and indirect) working for the organisation. Use of analytics and technology will remain critical for supporting this workplace experience.

The biggest challenge for HR in your sector

The challenge is to attract and retain talent to work for a core manufacturing sector, such as a tyre company. I see a big gap in the demand and supply of such talent, more at the middle level; this gap will keep increasing unless arrested by creating an alternate source of fit for the future as well as a ‘ready to deliver’ talent pool.

Data Deluge: More power to HR

There is no substitute for ‘gut feel’. Gut feel built on robust experience and the context of the organisation, will always be the front runner. Data provides a starting point to plan and execute the right decision. Good decision comes with experience, and experience from a mix of good and bad decision. Overuse of data in HR decision kills the human spirit.

The future of ‘Teal’ organisations

Organisations are set up with some defined purpose. People, systems, process and structures together help achieve that purpose. Globally, one can see organisations in different stages, red, orange, green and teal, primarily to achieve their ultimate purpose. All organisations do have the elements of ‘Teal’ – some are more prominent than others in their practices. There are practices, which embrace these elements— TQM, Quality Circle, and so on. It is important to have a ‘Teal’ mindset than be a ‘Teal’ organisation. Indian corporates are still evolving and there are some corporates, such as Tata and Godrej, that come close to being classified as ‘Teal’ organisations. But in essence, it is not necessary to be a ‘Teal’ organisation and not a dream, in my view.

The next CHRO: the learning Officer, the talent officer, the HRBP or the engagement
officer

I believe, to be a CHRO, one has to go through the rigour of being an HRBP or similar roles over a period of time. The purpose of the organisation will define the expectation from the CHRO, and that in turn, will determine what is essential to be CHRO. The role of a CHRO is typically that of a strategic generalist, with tactical expertise in managing various business priorities addressed through performance, learning, talent management or engagement, and so on.

(This article first appeared in HRKatha print magazine)