A decade of 'active experimentation' in HR

Of all the models/concepts that I encountered during my MBA studies in HR, one of the few that I haven't managed to forget (even after 10 years) is the 'Kolb's learning cycle' - according to which 'experiential learning' takes place through cycles of 'Active Experimentation, Concrete Experience, Reflective Observation & Abstract Conceptualization'. Now, what triggered the memories of this 'old friend' was the new novel written by Abhijit Bhaduri. This book(Married But Available), deals with the first ten years of working life of a young HR professional (Abbey) after he completed his MBA in HR from MIJ(Management Institute of Jamshedpur).

Since I am completely 'innocent' of any deep understanding of fiction (or of reviewing books for that matter), I will confine my self to commenting on (what I think are) a few themes in the book that relates to HR and to the career of an HR professional. While I have also just completed the first decade of my career in HR, I am not sure if that places me in a better position to comment on the book. You see, my data set (primary and secondary points I have on the matter) is limited and it does not come any way close to being a 'representative sample'. So this might make me more prone to the risk of generalising based on limited data. Hence these comments may be based on assumptions/inferences that are closer to fiction than the story that Abhijit tells.

The first one is the tendency of MBAs to compare (or 'benchmark') their achievements against that of their batch mates. Now, this tendency is likely to exist, to some extent, in any group. But the 'pressure cooker' nature of many MBA programs coupled with the high degree of 'results orientation' in many MBA students can make this 'tendency to compare' more pronounced among a batch of MBAs. The situation becomes more interesting in the case of HR MBAs, as 'position and salary benchmarking' is part of the job responsibilities of many HR professionals. Yes, this tendency can lead to lot of unnecessary suffering, especially in those situations where a person's identity (and self worth) is defined mostly in terms of his/her job (see Job and Identity) - because in those situations, the comparisons go beyond 'comparison of achievements' (and get into the territory of comparison of 'worth of individuals'). One good thing is that after a few years out of the B-school, it becomes very difficult to make exact comparisons - as people would have taken different career paths - and as there are often significant differences across organizations in terms of roles, levels and designations. Also, over a period of time 'internal benchmarking' (comparing oneself with people within the organization that one is working) becomes increasingly more important (as compared to comparing oneself with batch mates in other organizations). Again, people might have/use different definitions of success (different parameters to measure success or at least attach different relative weights to the parameters) - making the comparisons even more difficult. So even in those cases where one is not able to avoid comparing oneself with one's batch mates, by being 'creative' with the definition/parameters of success, one can achieve a favorable result for oneself - in the comparison game. Unfortunately, the opposite is also true. One can also find ways to conclude that everyone else in the batch is more successful than himself/herself!

I also liked the mention in the book about being at the receiving end of an HR process (recruitment -in this case). I have found that 'being at the receiving end of HR' (experiencing an HR process as an employee, especially if it is a 'not so pleasant' experience) can be a great eye-opener for an HR professional. This helps one to be more sensitive to the 'human' in 'Human Resources'. While most of us have been employees also (in addition to having been HR professionals) for most part of our careers, we often have this strange tendency to discount our experiences as employees (as internal customers of HR strategies/ processes/ policies) as compared to our experiences as HR professionals (who design/run HR strategies/ processes/ policies).

The last point I want to talk about here is insight that the book provides about the 'increased cost' (human and social cost) of retrenchment in the Indian context. Since there is little or no social security provided by the state, the role of the employer/expectations from the employer in this domain get heightened. I would even say that since the joint family system (that used to provide some sort of insurance/social security) is breaking down, this aspect can become even more significant. Then there is this issue of 'family involvement'. Since many of us still have the tendency to 'get our families involved' in most of the important decisions that we take (like marriage and job!), separation from the job has an impact on the family that goes beyond the economic impact (as it can have impact on dimensions like family pride and even identity!). This also has implications for the 'innovative' employee engagement & employee retention strategies/ initiatives that many organizations are trying out these days - initiatives/strategies that try to 'lock in' the employees by actively involving their families (like parents day, get the families to the office etc.). Yes, these can help in reducing employee attrition/voluntary turnover. However, this would also make retrenchment/involuntary separation more difficult for the organization and more painful for employees (and their families).

Passion for work and anasakti

" People here are not passionate about their work. If you ask them to do something more, they start speaking about their deliverables, resource constraints and work-life balance. People should show passion for their work and they should be willing to work beyond office hours and on weekends to go beyond their job descriptions", said the senior HR professional. I did not know how to react to this immediately. There were many themes and assumptions (in addition to many emotions!) in his statement. I needed to think through this before I could come up with a reasonable response. So I just shook my head (in an ambivalent manner !) and tried to change the subject of the conversation.

Now, if you have been in the corporate world for some time, it is highly unlikely that you would have been able to avoid hearing these kinds of statements about 'passion for work'. While most of these statements are made in the context of 'motivational speeches' (without any concrete action points on this 'passion for work'), this is not just a 'philosophical' issue. It has been observed that while 'passion for work' might or might not have a significant impact on actual job performance, 'perceived passion for work' is an important factor in selection decisions. Of course, we have more fundamental issues here - like 'how exactly do we define passion for work' and 'what are the behavioral manifestations of this passion for work'. To begin with, I don't agree with the assumption made by our senior HR professional that 'passion for work can't be demonstrated during normal office hours'!

While the connection between 'passion for work' and job performance seems logical (though I am not sure how much empirical evidence is there to support this), I do wonder if one can do anything to develop/enhance 'passion for work' in oneself and/or in others. It appears that it is very difficult to train/'inject'/'program' this 'passion for work' into anyone (including oneself !)- especially on a sustainable basis. 'Passion for work' seems to be a byproduct of more fundamental things like meaning, purpose, talents, basic personality orientations etc. (Please see 'Employee engagement an the story of the Sky maiden' for a related discussion). So it appears that 'passion for work' is more like something that we can discover/re-discover and help others to discover/re-discover (as opposed to something that we can directly create).

While this seems promising, we might find it difficult to align the 'passion for work' that we have 'discovered' to the immediate job requirements/context - as passion for work might not be bothered about 'minor' things like job descriptions!. May be we should 'let our passions find work that meets them' rather than the other way around. Of course, this is not a simple task - either for the individuals (in terms of actually finding such work - over the span of an entire career) or for the organizations (in terms of developing/maintaining the flexibility required - in organization design and in talent management).

This could explain why our senior HR professional came to the conclusion (based on many years of experience in the corporate world) that passion for work requires working beyond normal office hours. However, the problem with this approach/conclusion is that it tries to work around (and even perpetuate) a problem rather than trying to solve it. From both 'organization effectiveness' and 'personal effectiveness at work' points of view it is worth trying to solve this problem - though it would involve significant amount of effort. By the way, it can also be argued that since passion for work is not easily trainable, using 'demonstrated passion for a particular type of work/job' as one of the selection criteria for that job is not a bad idea - especially if we can find a reliable way to define/ assess it (e.g. formulating a definition in terms of its behavioral indicators in the particular context and using targeted/behavioral interviews based on those indicators).

Another aspect that intrigues me is the possibility of 'undesirable side effects' of this 'passion for work'. For example, I do wonder if 'passion for work' comes as a package deal - along with complications such as too much attachment to the task/job/position, tendency to attempt for local optima (at the task/individual level results) that might not add up to global optima (at the team and organization level results) etc. On a more philosophical plane, this discussion has similarities with the discussion on the fundamental issue of 'whether happiness and sadness are a package deal' (i.e. "can one be 'emotionally open' to feeling happiness while being 'emotionally closed' to feeling sadness" or "can one reduce one's sensitivity to sadness without reducing one's sensitivity to happiness"- assuming that the person has no major psychological disorders !).

So is there a type of 'passion for work' that is does not involve attachment? There does exist such a concept (in yogic literature) - anasakti. While anasakti is sometimes translated as 'detachment', the true meaning of anasakti is closer to 'non-attachment'. Actually, there are three related terms here - asakti (attachment), vairagya (detachment) and anasakti (non-attachment). Non-attachment is acceptance of situations (and responding to them adequately) without getting emotionally affected by them. This is similar to the ideas of 'being in the world but not of it' and of 'engaging in tasks, yet not being concerned with rewards involved'. It is also interesting to note that anasakti has similarities with Scott Peck's definition of true love. A person high in anasakti carries out tasks (as a karma yogi) with a sense of responsibility and task enjoyment without any additional expectation (while this person does not refuse to enjoy the 'fruits of his labor', he/she does not get hooked on to these conveniences).

I must say that there is a huge difference between finding the concept of anasakti and implementing the same successfully in work-life (as a model of the ideal type of 'passion for work')! Finding a term that describes what we are trying to achieve, does not automatically enable us to achieve it. However, we can get some useful ideas from the thoughts/experience that have already been developed around the term (though in a slightly different context) and this in turn might help us avoid 'reinventing the wheel' in some aspects. So our quest for finding and implementing the ideal type of 'passion for work' continues.

Any comments/thoughts/ideas ?

Note1: In this post, I haven't really tried to define 'passion for work'. There are essentially two reasons for this. 'Passion for work' is essentially an internal phenomenon (more like a feeling) and internal phenomena are 'better experienced than defined'. The exact nature of the feeling can also be highly individual-specific/personal. Hence any formal definition given in the post can create some sort of a 'disconnect' in the minds of some of the readers - as some parts of the definition might not match with their own tacit/intuitive personal definition. Hence by using the phrase 'passion for work' without defining it I was trying to prompt the readers to use their own personal/intuitive definitions of 'passion for work'. Now let us look at the second reason. This post was focusing mainly on the implications of 'passion for work'. Hence I was concerned that dwelling too much on the technicalities of a formal definition could shift attention away from the main focus of the post. Of course, this approach would work best when there is quite a bit of 'common ground' among the personal/intuitive definitions and when we are concerned more about the implications of 'passion for work' (especially for particular individuals) as compared to 'passion for work' itself.

Now that we have got the reasons and rationalizations out of the way, let us look at some of the common themes/terms/phrases/definitions associated with 'passion for work'. One of my favorites is 'spark in the mind' - that a person brings to work (and that makes him/her look forward to coming to work!) - that encourages him/her to care deeply about the work and to put in his/her best - and even to approach work as an act of love . We can also try to define 'passion for work' in terms of its typical behavioral manifestations - increased energy, creativity, commitment etc. This bring us to another term related to passion for work - enthusiasm - to be inspired . If we look at the original roots of the word enthusiasm (en + theos = 'in god' or enthousiazein = 'to be inspired by a god'), it is not difficult to arrive at the 'work as an act of worship' idea associated with 'passion for work'. Another related dimension is 'finding/ experiencing deep meaning in the work that one is doing ' - in the work itself and/or in terms of one's work contributing to a worthwhile objective (in the 'laying bricks - building the cathedral' sense). Since we are also speaking about anasakti and non-attachment, it is important to avoid any undue attachment to these objectives/goals - even while being inspired by them!.

Hence, 'being inspired, caring deeply and feeling an intense connection (or even 'oneness') with what one is doing - without developing any undue attachment' is the closest that I can come at this point to a definition of the kind of 'passion for work' that I am talking about here. Quite a tall order, I must say!

Note2: As I have commented here, I feel that 'passion’ is closely related to meaning and purpose. Yes, if one is passionate about something, one will be willing to stretch/extend one self (‘suffer’) for it. Interestingly, this again takes us very close to another aspect of Scott Peck's definition of 'true love' that was mentioned earlier in this post(Etymologically speaking, the origins of the word passion can be traced back to the Latin words pati (to suffer/endure; the word 'patience' also has similar roots) and passus(suffering). But it is ‘meaning’ and ‘purpose’ that take ‘suffering’ into the realm of ‘passion’ (as in 'Passion of the Christ'). After all, there is a lot of meaningless (neurotic) suffering in the world, in addition to meaningful (passionate) suffering.

Social capital, restructuring and attrition

Social capital in an organization refers to the collective value of all social networks (connections among the individuals) in that organization. These connections have 'value' for both the organization and the employees.

A significant portion of the 'work' in organizations gets done through these connections (often referred to as the 'informal organization') rather than through the 'formal structure' in the organization. These 'connections' motivate employees to do things for one another beyond what is specified in the job descriptions. Hence social capital has a positive influence on productivity. The importance of social capital in the creation of intellectual capital has also been recognised. Since these 'connections' are difficult to copy, social capital could be a source of sustainable competitive advantage for the organization.

These 'connections' (social capital) could also help in addressing 'relatedness' needs of the employees. So in addition to enabling the employees to get their work done faster/easier/better, these 'connections' contribute in meeting their their social/'connectedness' needs. Thus social capital could add to 'personal effectiveness at work' and the 'total employee deal' as perceived by the employees and hence it could have a positive influence on employee engagement and retention.

Organization restructuring is one of the popular ways of responding to a dynamic business environment. While the business case for restructuring is quite compelling in many contexts, the hidden costs of restructuring in terms of loss of social capital often gets overlooked. Restructuring breaks up the human networks/connections in organizations and dilutes the social capital in the organization. Since (as mentioned above) these connections are valuable for both the organization and the employees, there could be adverse impact on the organization (in the form of reduced productivity, reduction in the rate of intellectual capital creation, increased employee turnover/ attrition etc.) and on the employees (in terms of reduced engagement, work effectiveness, satisfaction etc.). Of course, many of these factors are interrelated and hence the adverse effects could get amplified.

As we have seen above, organization restructuring and the consequent loss of social capital could reduce the 'value' that the employees derive from organization and hence this could lead to employee turnover/attrition. The social networks bind the employees to one another and hence to the organization. It can also be said that one of the reasons that the employees don't want to leave an organization (to join another organization) is the reluctance to 'start all over again' (in terms of having to build new networks/connections). Thus if a restructuring breaks up their existing connections, employees might have less reason to stay on in an organization. Costs of attrition are well known. Apart from these costs attrition also leads to a further erosion in human capital as more social networks/connections get broken when employees leave. When 'key' employees (with a large number of strong connections) leave the impact on social capital would be more. It is also possible that employees might leave in groups if these groups have a large number of strong connections within them (especially if another organization offers an opportunity to maintain these connections).

Thus one of the key hidden cost of restructuring could be in terms of loss of social capital and its ripple effects. Loss of connections/social capital could lead to attrition which in turn leads to a further erosion of social capital. This could lead to a vicious cycle and organizations should be careful about this. When an 'impact assessment' is done for the proposed restructuring exercise, the impact on social networks/connections/social capital should also be factored in. Since these social networks also serve as communication channels, the communication strategy for restructuring requires even more emphasis (as the restructuring could have broken up some of the existing communication channels). The overall change management plan should give specific attention to retain key people (people with a large number of strong connections) so as to reduce the erosion of social capital. The plan should also focus on creating an environment that would facilitate building of new connections to replace the old ones hence to restore and enhance the social capital in the organization.

See a related post here.

Career planning and the myth of Sisyphus

Career planning is one of the most interesting rituals in HR. But before we come to career planning let us look at the myth of Sisyphus. We come across Sisyphus in Greek mythology. The myth says that because of his trickery Sisyphus was cursed by the gods. As a result of that he had to repeat a maddening procedure forever. He was compelled to roll a huge rock up a steep hill, but before he reached the top of the hill, the rock always escaped him and he had to begin again. Actually, similar stories exists in other cultures also. For example, in my home state (Kerala) there is a similar story about Naranathu Bhranthan. Naranathu Bhranthan was considered to be a 'siddha' (an 'enlightened' or 'realized' being) though some of his behaviors appeared to be rather 'strange'. He used to follow the same procedure as that of Sisyphus (though not on a full time basis!). But he was doing it out of choice. Also in his case the stones would not automatically roll back. So he would manage to get many big stones to the top of the hill. Then he would push them down one by one and he would laugh loudly as they roll down the slope. We will come back to Naranathu Bhranthan later in this post. As I have mentioned in an earlier post, myths are important as they contain eternal truths, though myths might be too true to be real.

Now let us come back to career planning. Organizations in general and HR professionals in particular, invest a lot of time an effort in career planning. There are very good reasons for doing so. A large number of studies have shown that 'opportunity for career development' is one of the most important things that employees look for in an organization. So the organizations (and HR professionals) have to do something about this. The typical response is to map out career paths. Since organizations are keen on approaching this 'strategically'/with a long term perspective, these career paths provide the 'growth paths' extending over many years. Since there are many types of employee profiles, employee preferences, positions and career options, often these lead to a huge amount of detail. This of course implies a large amount of time/resource investment. But there is a paradox here. In many industries (especially in sectors like IT/ITES/BPO in India) the attrition rates are very high. So in many organizations most of the employees would leave before they complete 3 years in the organization. Hence these long term career plans get wasted in the case of most of the employees. This is where Sisyphus comes in. We put in a lot of effort in formulating detailed career paths (like Sisyphus rolling the huge rock up the hill). But before they could make significant progress along these nice career paths most of the employees leave (or 'escape' like the rock in the case of Sisyphus). So does 'career planning' amount to some sort of a 'Sisyphus-like curse' for HR professionals?

May be the situation would improve if we can target career planning efforts to those employees who are likely to stay on with the organization for a long time. While it can be argued that career planning itself would reduce attrition, this does not seem to work very well in many organizations. May be career planning (at least in the traditional form) would have a significant influence only on some employees (who already have a some sort of a long term perspective and also have a good degree of person-organization fit!). Of course there are more innovative approaches to career development that are being experimented.

Another way to look at this situation is to say that the 'career planning ritual' is both 'necessary and beneficial', though the manifestation of the results might not essentially be in terms of employees moving along the prescribed career paths. The ritual itself might help in building positive energy and it might also considered to be a necessary condition (though often not a sufficient condition) for positive organizational outcomes. May be we are more like Naranathu Bhranthan than like Sisyphus. This would imply that we are formulating these career paths knowing that most of the employees won't really follow them. So we are like Naranathu Bhranthan who was following the 'Sisyphus-like' procedure out of choice. By the way, the word 'bhranthan' in Malayalam language means a 'madman'. So we can see that though Naranathu Bhranthan appeared to be 'mad' to many people (and hence he was called a 'bhranthan'), he was the 'master of his madness' and that he was laughing at life itself (remember - he was also considered to be a 'siddha'). Perhaps career planning in rapidly changing high attrition environments would always be a maddening activity. But each one of us can attempt to be a 'master of the madness' rather than being a slave. May be we can also laugh like Naranathu Bhranthan used to do (though not so loudly - lest we might be considered to be 'mad' by the 'masters' in our organizations !) when the employees grow beyond (or even 'jump' out of) the elaborate career paths that we had created with so much effort !

So are you laughing ?

Note: Please see here for another example of the connection between HR and 'madness'.

Thought leadership in HR in India

I have been doing some sort of an informal survey. It involved getting in touch with some people (most of them with more than 10 years of experience in HR) and asking them the following question: "In your opinion, who are the thought leaders in HR in India?".

Most of them came up with a list of 3 or 4 names. One interesting thing that came out of this was that there were not too many overlaps between these lists. Apparently, the people surveyed had very different opinions on who are the thought leaders in HR in India. This prompted me to prob a bit deeper by asking them "why did you name these particular individuals?", and that in turn led to discussions on "what is your definition of thought leadership in HR".

From these discussions it emerged that there is a wide variation in the definition of 'thought leadership in HR' among the people surveyed. Many of the names in the lists have contributed in more than one role in HR. Broadly speaking, their primary roles included those of consultants, management professors, OD professionals, senior managers etc. The underlying definitions of thought leadership that influenced the choice of HR thought leaders (depending on the primary roles of the individuals named as thought leaders - to some extent) included one or more of the the following aspects

• Creating and/or popularising new HR practices/interventions
• Understanding/predicting trends (sensing trends before they become common knowledge)
• Possessing insight and vision beyond knowledge/subject matter expertise
• Conducting research and publishing books/articles on a regular basis
• Converting insights to a solutions and getting them accepted/ implemented
• Receiving extensive media coverage (i.e. their comments are widely sought by the media on key HR related issues)
• Possessing great process facilitation and change management skills
• Having an extensive knowledge about the HR related research, HR practices and their applicability in particular organization/industry contexts
• Coming up with new/innovative solutions to key issues/complex problems
• Enjoying a great amount of influence in the HR community
• Encouraging others to think about/implement new ideas/solutions

Another interesting aspect here is the primary purpose for which one tries to develop 'thought leadership'. One purpose could be to make a significant contribution to enhancing organization effectiveness and employee engagement by designing and popularising/implementing new and innovative solutions to the key people related issues in organizations. Another could be to bring in new dimensions to the field of HR, enhancing/shaping the field. Depending on the current primary role of the 'thought leader' there could be other possibilities. For example, in the case of a consultant, 'thought leadership' is very useful for obtaining new assignments and for supporting higher charge out rates/fees. For a senior HR manager within an organization, a reputation for thought leadership could provide greater opportunities to try out new things and to take up initiatives that involve large amount of change/resource investment. Of course, for some people thought leadership could just be a spontaneous act of generosity - giving one's ideas, time/effort and wisdom to help fellow professionals.

Now let us come back to the definition of thought leadership in HR. As we have seen, there are a wide range of definitions of thought leadership. It seems that there is room for many types of 'thought leadership' and for may types of thought leaders in HR' ! This also gives many of us a chance to become some type/sort of 'thought leaders' (or at least to 'call ourselves thought leaders' !) in some HR related domain, in some industry, at some point in our careers. This in turn raises interesting philosophical questions like 'Can leadership (including thought leadership) exist without followers?'.

Any comments/thoughts?

If you hang around in HR for too long...

This post is about a question that has been in my mind for the last few years. The issue is something like this: After your MBA in HR (especially if you have graduated from a reputed management institute) you can expect to be the Head of HR of a somewhat large firm in about 15-20 years, assuming a reasonably successful career. Of course, not everyone becomes (or even wants to become) a Head of HR. But in general, this kind of a time frame seems reasonable. Now, the question is 'what would you do after that'. Many people would look forward to working for at least 15 years more. So what are your 'career options' at that stage ? If we define career as 'pursuit of consecutive progressive achievement where one takes up positions of increasing responsibility/complexity/contribution', the challenge is to find such positions/work that would enable the senior HR professional to continue to grow and contribute.

It is interesting to look at this issue from the organization's perspective also. Do organizations have many HR jobs that would require a level of expertise which would take more than 20 years to develop (Quick question : In the last 2 years, how many HR jobs have you come across for which the person specification indicated more than 20 years of experience?)? May be, not too many positions exist within most organizations that require such a level of expertise/such a senior profile.

Now, let us come back to our senior HR professional. We have seen 'solutions' found by particular individuals. They include, inter alia, moving into larger firms, moving into regional/global roles, starting one's own firm, HR consulting, becoming an OD/Leadership Development specialist, teaching and branching into a totally different fields. Some people also become CEOs/Heads of other functions, though they constitute only a very small percentage of the population that we are talking about. Of course, there is always the possibility of 'retirement on the job' where one stagnates, disengages and still continues on the job. If we look at solutions 'within the organizations' (like moving into larger firms, moving into regional/global roles etc.), it would be interesting to examine if they really solve the problem (by providing positions of increasing responsibility/complexity/contribution) as compared to merely changing the context (by providing a different sort of mandate/experience).

Some combinations of the above solutions/options might lead to something very similar to 'portfolio living' that Charles Handy talks about. We also need to differentiate between the solution(s) found by a particular individual (or individuals) and the career options available to bulk of the population that we are talking about. So where does this leave our senior HR professional. In some cases this could lead to some sort of a 'career crisis'. It is interesting to note that this career crisis might also coincide with a larger midlife crisis which brings in additional dimensions.

Any thoughts/comments?

Notes:

1. The title of this post does not in any way imply that a long stint/career HR would necessarily mean 'hanging around in HR'. There are many possibilities for 'progressive achievement/ contribution' including those hinted at by the 'solutions' mentioned in the post. I have used the term 'hanging around' (though it has a negative connotation) for rhetorical purpose - to highlight the risk of stagnation and to stimulate discussion. It would be interesting to read this post along with the next post on 'Thought leadership in HR in India'. It can be readily inferred that the thought leaders does not hang around in the field as they redefine the boundaries and bring in new perspectives which would in turn mean that they rise above the constraints imposed by the current definition/understanding of the field.

2. It would be interesting to look at the senior HR positions in organizations and examine if the essential requirement for the position is that of a leader or that of a manager. To keep matters simple, let us go by the distinction that 'leaders focus on 'doing the right things' while managers focus on 'doing things right' (i.e. leaders focus mainly on effectiveness while managers focus mainly on efficiency).

If we look the senior HR jobs in MNCs in India (that are headquartered outside India), we might find that in many cases the 'right things' (the deliverable/tasks for the senior HR positions at a country level) gets decided at the global level and the key expectation from the HR position at the country level is to get those 'right things' done right/efficiently. The logic here is that an aggregate of local optima might not lead to a global optimum. So the key expectation from such senior HR positions is to carry out a predefined set of tasks efficiently and to keep customizations to a minimum. Thus the ideal profile would be someone who would 'completely merge into the system' and get things done without asking too many questions.

So the requirement is essentially that of a manager. If a 'leader profile' gets hired into the position, she/he might get frustrated and leave (or she/he might get forced to operate just like a manager). If the senior position is supposed to manage 'deep-specialists' (see an earlier post on 'deep-specialist' positions here) it could result in additional difficulties as 'deep-specialists' tend to respond more favorably to leading as opposed to managing. Mercifully not too many deep-specialist positions seem to exist in those contexts (see here).

3. See a related post here

Specialist roles in internal HR : An endangered species?

Let me begin by clarifying what I meant by the term 'specialist roles in internal HR'. Here I am taking about those roles in internal HR that require deep specialist skills in one of the functional areas in HR (e.g. organization development, reward management, leadership development etc.). What I have noticed is that the number of these positions is reducing. There could be many factors influencing this. Many organizations feel that these kind of deep specialist skills are not required on a continuous basis as they come into play mainly in special initiatives (or even only in particular phases of special initiatives) that happen once in a while. Thus this could lead to underutilization these costly expert talent which does not make sense either for the organization or for the specialists involved. Instead of this the organization can hire a reputed vendor/consultant (who has great expertise in this area) as and when these skills/inputs are required. Of course someone will be required internally to identify/articulate the business need and to interface with the vendors. But this calls for a somewhat different skill set.

If we look at the HR departments in the in the Indian operations of MNCs (that are headquartered outside India), this reduction in HR specialist positions is more pronounced. This could be because of additional factors that come into play here. Most MNCs are driving standardization of HR service delivery with a view to achieve cost efficiencies. This would also mean that they don't want separate design work to happen in the different countries. Thus it make sense to do most of the design work (that require deep expertise) out of a central location. This location often turns out to be the location of the organization's headquarters as 'proximity to business leadership' is supposed to be an advantage to ensure business alignment of HR systems/initiatives.

Now, I am not saying that I fully agree with the above line of reasoning. Often significant amount of customization is required to make the global design effective in particular geographies. This calls for deep HR specialists who also have a good understanding of the local context. Similar factors (lower degree of understanding of the client context - especially those pertaining to the 'informal organization'/how things really work in the organization) also reduce the effectiveness of external vendors. My point is just that the reduction in the number of specialist HR positions in India is reducing.

Of course there are other trends that could be relevant here like the move to build specialist skills in HR generalists. For example I feel that OD 'function' is moving towards a more 'distributed structure'. This 'distributed structure' would involve developing OD capability in HR generalists and this structure/model is essential for ensuring that OD can make a significant contribution to the business. In order to make a significant impact on a complex (with a high degree of interlinkages) and rapidly evolving organization, multiple OD initiatives have to be carried out simultaneously. Also, the sensing of the business needs and the planning/ implementation of the OD interventions have to be done quickly. A distributed/ embedded OD structure is in a better position (as compared to a centralized OD structure) to meet these twin requirements of bandwidth and speed of response.

All this leads to interesting implications on the career options available to deep HR specialists in India. The obvious one of course is to move to consulting. Another obvious one is to move to large Indian companies (say in corporate HR). Another one (in the case of MNCs) could be to move to the organization's headquarters. This could get difficult in those contexts where headcount reductions are happening in that country (where the organization is headquartered) and hence HR staff in that country might have a greater chance of moving into the few HR specialist positions available. Yet another option is to move to a broader role (which is more like a generalist role) and leverage the 'specialist' skills (say consulting skills, change management skills etc.) to create a greater business impact. Any comments/ideas?

The curious case of missing 'solution orientation'

One of the most frequent complaints that I have heard about the employees in BPO/Shared Service Centres is that they lack 'solution orientation'. While this complaint gets expressed in many other forms also, the essential issue is something like this: When there is a customer request, the employee does come up with a response within the time stipulated in the service level agreement (SLA). However, the response does not really help the customer/ does not solve the customer's problem adequately.

Often this is considered as an 'attitude issue' (e.g. lack of customer orientation/ unwillingness to go the extra mile etc.) and there is an attempt to address this by attitude training and/or pep talk. But this might not work as there are often deeper issues at the awareness, ability and structural levels.

In high growth - high attrition environments often employees are put on the job after basic training. While this enables them to take care of most of the standard scenarios, they have limited ability to respond in those cases where the customers requirement is (slightly)different from the standard/text-book scenarios. Also the employees have limited understanding of the customer's context and the desired outcome for the customer(beyond the immediate output requested). In addition to this there could be issues with the work-load and the way in which performance is measured. For example, if the employees are already overloaded it might be very difficult/impossible to 'go the extra mile' in most cases. Again the performance management system should have measures that recognize and reward going the extra mile.

Thus building solution orientation needs to go beyond attitude training. Based on the above discussion, we can say that some of the following ideas might worth looking at (depending on the context) in order to improve solution orientation.

(a) Help the employees to gain a better understanding of the customer expectations & the customer’s ‘frame of reference’/where they are coming from. Provide better ‘big picture’ understanding/build knowledge of the larger process and the impact of their work on the larger process( where only a part of the process is outsourced).
(b) Improve the capability and confidence level of employees. Encourage/enable the employees to build expertise in their area of work.
(c) Teach ‘general principles’ in addition to teaching the processing rules.
(d) Encourage people to think and not just do . Be less authoritative. Encourage people to take decisions and take responsibility for those decisions. Provide support/ ‘safety net’ so long as ‘reasonable care’ has been exercised.
(e) Provide manager support/encouragement & act as role models
(f) Enable employees to have a sense of achievement and create pride in being able to help the customer.
(g) Provide the room/space to ‘go the extra mile’(don’t overload the employees to an extent where it is impossible to stretch)

In addition to all this, it is very important to ensure that the employees themselves experience good responsiveness/solution orientation from the support services in the organization (like HR/Finance/IT/Admin. etc.). This also gives a strong message to the employees that responsiveness/solution orientation is a way of life in the organization.

Unorthodox concepts in HR : Part 1 - The 'attrition principle'

Let me begin with a warning. I did not learn this this very interesting HR/People Management related concept at XLRI (or from any of the other 'reputed' sources). I came across this principle in one of the organizations that I am familiar with.

The principle is simple. It can be stated something like this.

"If one hangs around in the organization for a long period of time, most of the good people will leave the organization during that time, and, one will be kicked upstairs(i.e. promoted)".

If we look at the statement closely, we can deduce that there are some conditions to be satisfied for this principle to work well. They include inter alia

(1) The organization tolerates not-so-good performance
(2) The organization is not able to retain very good performers
(3) The organization is not able to attract/hire very good new people from outside
(4) The organization prefers to promote people internally even when they don't have requisite competencies
(5) The organization is doing reasonably well (so that there is no shrinkage of promotion opportunities)
(6) One is able to stay in the organization for a long period of time without doing anything very stupid/atrocious.

While this principle gave me 'hope' as an employee, it worried me as an HR professional . Allowing this principle to work is a sure prescription for mediocrity.

Fortunately, the conditions for this principle to work (listed above), give us a clue. We can make a good beginning in preventing this principle from becoming operational in our organizations by ensuring that the first four conditions listed above are not met. This calls for effective performance management, rewards, career development and staffing systems - i.e. the basics of good people management!

'wisdom-level' consulting

I worked as an external consultant for the first five years of my HR career. Consulting allowed me to play to my strengths and it gave me an opportunity to do some decent work. It also enabled me to get exposure to various domains in HR and to the various roles in a consulting firm. So it was a good way to invest the initial years of my career. I moved on to other kind of roles after that to broaden my perspective/expertise.

I still want to go back to consulting at some point in my career. However, the kind of HR consulting that I look forward to do is somewhat different. In the initial years of my career, the kind of consulting that I was doing was mainly at the level of applying tools/ techniques/ methodologies/ approaches. Of course it also involved choice of the tools/approaches & customizing them to suit particular contexts, and, in a few areas, developing new tools/approaches. Still it was essentially tool/methodology driven. This is likely to happen in most large consulting firms, as this (tools/methodology driven way of functioning) helps the firm to create leverage and scalability that are essential for profitability and growth/size.

The kind of HR consulting that I now look forward to do goes beyond tools/ techniques/ methodologies/ approaches. It is highly customized (to the client context) and highly 'personal' (that would enable me to 'bring more of myself into the work'). In addition to the difference in terms of the degree (of customization /personalization), there is also a difference in terms of the intention (see the note below). This way of consulting mainly uses patterns/broad principles (and not methodologies) so that effective solutions can be developed and implemented in complex and dynamic environments. While it uses tools/analysis as an essential input & to validate the output, the core of diagnosis/solution design is driven by a highly intuitive/non-linear/apparently discontinuous process perfected by years of individual experience/capability building/evolved consciousness ! The output reflects simplicity at the other side of complexity !! This is what I call 'wisdom-level' consulting !!!

I am not saying that 'wisdom-level' consulting is appropriate in all contexts/for all problems. It is needed only for special problems in complex contexts where a purely analytical/ methodology-driven approach can't arrive at the optimal solution. Now, many of the typical HR consulting assignments do not fall into this category and hence it is appropriate that they are handled in a tool/methodology driven way. My point is just that there are situations that require a type of consulting that goes beyond tool/methodology driven consulting and that I hope to do that kind of consulting (wisdom-level consulting) at some point in my career.

Note:

Even in methodology-driven consulting, some degree of personalization happens by default (as the work is being performed by a particular human being/consultant). However, in the case of large consulting firms, in the case of 'main-stream assignments' often the implicit attempt is to play down the personalization aspect. This is useful for managing risk (after all it is the firm's reputation that is at stake and hence the deliverable can't get too person dependent) and for creating leverage (so that less experienced people can be trained to do most of the work). However in the case of 'wisdom-level' consulting, 'personalization' of the output (by a highly skilled consultant) becomes a key part of the consulting value proposition. Similarly, the pressure to ensure scalability (across many client contexts) makes too much customization (beyond the absolute minimum required) not so attractive for large consulting firms. More importantly, customization requires a relatively higher level of skill and hence it works against 'obtaining leverage' objective . Thus, similar to our discussion on the aspect of personalization, high degree of customization of the output to the client context (by a highly skilled consultant, who is not looking to maximize the volume of work) becomes a key part of the consulting value proposition in the case of 'wisdom-level' consulting.

The best context for an OD job

In the last few months, I have seen quite a few 'OD' jobs advertised/posted in India. I do wonder how many of these 'OD' jobs provide a realistic opportunity to do OD (or at least the kind of OD that can make a significant business impact)

Based on an analysis of the 'OD' jobs that I have come across & my understanding of the business needs/opportunity for OD, I have come to the following inference.

"My best opportunity to do 'OD' would be in a mid-sized organization"

Let me explain what I mean by this. First of all, let me admit that this inference is being made only in a particular context (i.e. for me as an individual AND for doing 'my kind of OD'). Here, I define a 'mid-sized organization' as an organization with an employee strength anywhere between 3000 and 15000 (in India). These numbers are not absolute figures. The idea is that in 'too small' and 'too big' organizations there could be more barriers to do OD as compared to a mid-sized organization.

Of course, organization size is only one of the variables that could have an impact on the 'OD friendliness' of an organization (actually, defining organization size purely in terms of employee numbers itself is simplistic). There are many other factors like the organization culture, the way the HR/OD function is structured globally, past experiences with 'OD' initiatives in the organization, perception of the business leadership about OD, the stage of the organization life cycle the organization is in etc. There could be interrelationships between some of these variables themselves and a factor analysis might throw up interesting factors/loadings.

'Problems' with very small & very big organizations

(a) It requires a certain minimum organization size to create space for OD ( i.e. to dedicate headcount for an OD team/invest in building OD capability).

(b) When an organization gets very big, the tendency is to separate 'structural OD' and 'process OD' (For example, at Infosys the structural OD/OE initiatives are done by the OE team and process OD is done by the Infosys Leadership Institute. In many organizations structural OD/OE is part of corporate HR while the process part is managed by the training function). While process OD is quite close to the old definition of OD, its business impact/centrality to business is dubious. To be fully effective, both the process and the structural dimensions of OD has to be integrated. Also in very big organizations the OD lead position might be many organization levels away from the business leadership making it more difficult for the OD lead to influence/gain better understanding of the business/to be part of the decision making process.

As the organizations have become complex (with large degree of interrelationships between the parts) and fast changing doing isolated interventions in some pockets of the organization would not create significant business impact. Also traditional OD is giving way to OT (organization transformation), OT is more business results focused as compared to being more process/technique/relationship focused& also OT undertakes multiple integrated initiatives at the same time (keeping in mind the systems perspective) to create a business impact in a complex fast changing organization. .

Thus, I feel that a mid-sized organization is more likely to have a structure that is more conducive to an integrated approach to OD (integrating the both the process and structural dimensions in one team) while providing enough space/room to build OD team/capability.