Dr. Sujaya, what are the most significant challenges that a Business & HR leader experience during Business & Cultural transformation? Experts say it’s more about mindset shift than business results.
I would like to start from the very beginning, that when organizations or businesses are trying to drive change, there has to be a business case for “Why you’re trying to drive a cultural transformation.”
For example, the organizations that want to become more new-age the below transition/s are very common that many organizations are trying to drive, simply the kind of turbulence we’ve been seeing across organizations in the last ten years.
1. How can we become less industry era and more contemporary or more modern organization.
2. How can we move away from command and control size of leadership and how can we make our leadership more empowering.
3. How can we get people to contribute ideas to be able to solve problems and to be able to drive Innovation within the organization.
Business leaders need to understand that, we can ill afford to have the industry era construct of organizations where power is centralized, where decisions get made only by a small group of people. Even if we’re oriented towards trying to bring in good talent or bring in expensive talent from B-Schools , we don’t empower them and don’t bring in their brilliance within the organization. Being able to create these cultures of psychological safety, culture of inclusion within organizations, this is & should be the journey for most organizations.
A lot of work that we do with leaders is around being able to create culture such as, you have a more positive style of managing people, where you can be able to converse with your team.
There is a lot more decentralized of decision-making, you have less of the power structures which are centralized do you have more dilution in terms of being able to allow more people to be able to get involved with what Solutions the organization is generating, there is definitely more distributed power now in this in the face of this crisis that we’re all experiencing & certainly it has lots of positive outcomes.
What should be the approach to manage them?
The investment of both the mindset and skillset is important. The cognition of fact that the organization wants to drive change once they improve, to have empowering or a more engaging or a more inclusive culture. Very imperative point to this change is that – organization got to have pain points that trigger off this change process in the organization otherwise you don’t take up the saying that
“I think this is not working on for us, this is disengaging of people, this is not getting us innovation, this is not being able to help them in inclusion, we’re not being a talent magnet despite doing so many things we still lose our best talent”
Dr. Sujaya, with more than three decades of experience, & as a founder of Capstone people consulting group, you have been consulting your clients on Leadership Development and Culture Change, what has been the phased approach to identify the real challenge, that exact actual problems that requires your intervention.
“One of the things that are proprietary and very distinctive for us at Capstone is the HR diagnosis process”. Our unique ability to identify the exact pain point, the challenges in the system, my vast experience inside and outside the country, working in Tier 2,3 cities, and many industries have helped us a lot. There are certain things & certain ways in which individual behave.
We use a couple of tools that bring in specific data to know exactly what the pain point is, which groups are experiencing the challenges and which kind of learning solutions they need to move forward.
We have a proprietary approach which we use very extensively, we co-create a learning solutions.
and what work for us is what we do with organization and the reason why we get the repeated, any organization we’ve done work with we have always been engaged for twelve months, eighteen months kind of long interventions because they’re able to get consistent high-quality learning experiences with us and primarily because we don’t see treat learning as a one-off event, we treat learning as being able to sustain that learning through a culture.
We are very intense with each of our engagements and we want to be able to move that into impact and be able to see the middle shift & be able to have people inspire so they can do something differently, it’s very organic and a very mutual process. When many human beings work in conjunction you can create another magic & you could never have planned for that magic.
What are the most critical challenges do you experience in the development of the future leaders, specially when the company is moving to the next level of growth, including tapping new geographies, new business models & more?
If we look at the trend most of the organisations are dealing with globalization, acquiring and being in creating their presence in geographies. The leaders today need to have the ability to build great organizations relationship, they need high social intelligence, they require high emotional intelligence. And the most difficult challenges of developing these leaders are, one is the habit of having behaved in a particular manner in the past and still having reason to leadership roles.
One of the insight that I always leave behind with my client is that you know leadership is a very coveted position we need to be able to create high-end values to get in there, the problem with most organisation in India is we allow people to keep getting promoted every two years or three years so everybody moves off in the leadership pipeline and then we have a huge catchup game because we have not developed them to be able to take on certain responsibilities, especially as they start moving from Senior Management to top management positions.
The gear shift so dramatically because they’re expected to not just know their function or to be General, but they required to think strategical, be able to contribute to the future, they need to know what’s happening outside, they need to be highly activated for the company, they need to have relationships with customer & with external stakeholders, government with regulatory bodies. So suddenly we step up and we expect all this from people and most people fall short of these qualities.
To have a steady and reliable pipeline of talented professionals ready to step into vital roles is the most ideal of situations any organization would hope, specially at this extraordinary times, when companies are not considering new hiring, hence Succession planning has now become the most imperative activity for sustainable future of HR, what’s your view on it?
These are incredible times to find your leaders. A lot of companies will redefine their programs after this COVID-19 Crisis. The current situation can bring out many leadership skills from an individual. The ability to inspire people, ability to not fall apart & be resilient. It’s a great time to know the maturity level of the people, we have in the organisation.
It’s also a good chance to put people to test & they will show if they are ready or not ready to deal in the crisis. When we talk about succession planning, there are some challenges. Often time there is a philosophy within the organization to give tenured employees the opportunity to take on positions which are senior levels especially when people are retiring or leaving the organization and then are positions available in the hierarchy there is a tendency to say, why to get Talent from outside, we should promote the people who already stayed with us. But the people who stayed with you only know your organization, they can be constrained. Very few companies have succession development programs to get people who are groomed and ready and waiting to move in the top position. To look for only internal talent is fallacious. Organisation must first see who the best available talent is inside the company & if the organisation does not have the talent for the certain position internal, they should be honest enough to admit they are not able to groom anyone inside the organisation to take up the particular position & try to strike good balance between inside and outside to be able to get people to move to succession.
What is your take on the future of Talent Hiring now that HR technologies such as AI, ML and big data are making inroads & how would be the future of Jobs will evolve considering changing business core and transforming traditional jobs? What association you would like to establish between both for better business outcomes.
Technology has caused a positive disruption in different areas of talent management & other businesses, especially in space of hiring. Technology has been a big savior in the current situation. It has helped organisation to connect with their employees remotely & be productive in their work.
Organisations that are managing bulk hiring are using technology, they have bot interview, there are programs that can screen all the CV’s & figure on which talent you should be focusing. It’s very interesting time & you have technology to support to reduce a lot of the rigour & automation is helping not to load people operationally. But there is a problem with talent acquisition & with the way it as handled in most of the organizations.
Organisations look at talent with the short-term focus & with very myopic orientation to talent.
This is why we have created artificial shortages in the market in terms of talent. We have created this scarcity by hiring from the same pool, being very lazy and uncreative about who we called Talent. This is 1.3 billion people and a staggering 65% and 70% of the population is millennial and young below the age group of 40. Organisation do not use socio-cognitive diversity approach, i.e. who else can do this job? A person who does not have this qualification but have the mind & is scalable, it may be from inside the organisation or otherwise.
It’s all about how you shift your perspective towards solving problems of talent in a creative space. Talent professionals find easy ways out to be able to end the job quickly and find somebody and pass it on and the don’t higher for retention. Whereas I believe the culture, the way in which the brand will get perceived, the way in which co-worker experiences how will they be working with each other, how professional the organization is – all of this is dependent on the job and the role of the talent acquisition person, they do the most important job of bringing in Talent into the organization.
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