Futuristic HR Practices for Organizational CompetitivenessSummary points of the talk while accepting the Life Time Achievement Award at Bangalore HR Summit on 13-12-13 at Hotel Le Meridian, Bangalore : Institute of HRD
Traditionally competitiveness implied competing for profit or making money better than competitors. I think it is high time we re-refine parameters on which organizations should compete. They should certainly compete with them selves or with others to make enough money for their survival and growth and not necessarily to live to make more money at the cost of service to the society and the people who work in them. They should compete to create happiness in the society through their products and services. They should compete for conducting business ethically and for promoting practices that are filled with integrity and character. They should compete for internal processes and systems that make those who work with them to use their talent, discover more of it, nurture the same and develop and multiply talent. In sum they should compete to make the society a better place to live for as many people as possible and not merely a few. Customer delight and employee happiness are embedded into this.
HR people by their conduct need to demonstrate their vision as wella s passion for this goal. The future HR practices can be predicted from what may happen and should be differentiated from what we want to make happen. To achieve what I have outlined we need four categories of HR professionals: By HR Professional I mean any one who is desirous of facilitating discovery, utilisation and development of talent.
The first category are HR workers or Executives or HR Administrators: Those who execute others' policies or orders and carry out their KPA related activities faithfully and accomplish targets set. These are HR Administrators and they are largely doers and are outsourceable.
The second category are HR achievers. They are restless, good at bench-marking best practices and always want to do better than them selves yesterday or better than others today. They create new HR practices and take the HR forward. They help meet competitiveness defined traditionally.
The third category are innovators and visionaries. They are the people who discover new methods of spotting, utilising, nurturing and developing talent. They are constantly innovating and look for next practices than best practices. Theya re HR innovators and visionaries. They discover new systems and proes and are context sensitive.
The fourth categories are missionaries. These are the people who do not care for or interested in any designations. They don't believe in hierarchy and get satisfied with ordinary salaries. They are organizational Munis or Yogis with a high commitment to their organization. They keep moving around in the organization, meeting people, understanding them and their concerns, meeting customers, reflecting and diagnosing, consoling and counselling, advising and listening, learning and disseminating. Their main concern is to create happiness among the people inside and outside the organization. They need not report to any one but to the CEO. They don't believe in hierarchy. Their source of power is their own knowledge, learning and belief about them selves. They don't change jobs easily and maintain good character. they follow OCTAPACE values.
We need more and more of HRD visionaries and Missionaries today. Then only the future of HR is going to be good.
Best wishes for all of you to move from one level to the other. May God Bless you and make you HR visionary and Missionary.