HRNV-Oct-2021

HR NEWS & VIEWS
OCTOBER | 2021

HR INTERNATIONAL
NEW HR ROLE
HYBRID WORKFORCE
HR STRUCTURING – A STUDY
COMPANY UPDATES

HIGH PERFORMING
CULTURE



BUILDING
HIGH PERFORMANCE CULTURE

Building performance driven organizations is what every
CEO strives for. However only few are there who could
actually build the same.

What builds a performance driven culture and how do we
get there ? It’s a question that seems to be doing rounds

and the answer is not clearly visible.

Performance driven culture model…

The performance driven culture is built on a evolving model cutting across
various cross sections of functions.

Leadership Commitment

Organization Compensation Right mindset Efficient career
structure design to align for employees development
performance
aligned with to align in place
Vision performance

Build effective engagement platform

The effort is led from the top to build and create an environment to sustain a
performing culture.

HR Role…

Human Resources function plays a critical and pivotal role in helping leadership build an
environment to create a performance driven culture.

Leadership • Drive as top agenda item

• Create Leadership buy in
• Tie this to Leadership and

managerial KRA

Organization • Matrix model with key focus on roles
structure • Structure and role to support

Compensation organization direction
Right mindset
• Has a right compensation philosophy
• Institutionalize Pay for Performance
• Alienate high weightage to

educational credentials
• Map contribution

• Create an environment with right
rewards to encourage performance

• Non performers feels the heat to
perform

Career • Create right development plans
Development • Encourage and create specific

tracks for fast trackers

Engagement • Build positive performing
Platform engagement plans

• Drive engagement with Managers
and Leaders

HR needs to develop a framework that allows
performance to grow, challenged and surpassed….

The Outcomes …

The organization's that thrives on creating successful set ups are always willing to create an
environment excites people to perform and bring extraordinary results for an organization.

WHAT IT BRINGS ?

Attractive High Results
employer New

brand benchmarks

Better Excited
Financial workforce
Performance

Competitive
company

CREATES HIGHLY EFFECTIVE ORGANISATIONS ….
Create an environment that lead's people to be highly productive

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Product

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Paul Strange INTERNATIONAL
HR Consultant EUROPE HR

EUROPE WORKER SHORTAGES The structure of the labour market in
these countries reveals one of the
Recent stories of a shortage of causes of this shortage. The industry
commercial vehicle drivers in Europe has has relied on cheap labour for a long
highlighted poor working conditions as time. Approximately 15,000 people
one reason for higher staff turnover in work in Ireland’s large-scale abattoirs
and processing plants, and an
the industry. estimated 70% are migrants. Some of
the migrants are contract workers,
A similar story is emerging from the meat and have no right to social welfare,
processing sector, where a shortage of illness payments, child benefit or
butchers and other skilled workers are medical cards. As EU citizens, they are
affecting the slaughter of animals. In similar to undocumented migrants.
Ireland, there has been calls from the Though Irish factories have an
Irish Farmers Association to fast-track opportunity to move these workers on
work permit applications for migrant to direct employment contracts, this
workers to come to their industry. In the would increase employment costs per
UK, there are similar calls. worker.

This two-tier system exists in other EU countries also with many sectors
having more than 50% migrant workers.

In Denmark, there is an exception. Here workers are paid well, though most
of the workforce are still migrant workers. However, most are employed
directly by the meat processing company. The number of contract workers is
low.

In meat processing, the problem has been cheap meat prices reducing
margins, and suppliers driving down their labour costs to maintain a profit.
Now the Covid pandemic has disrupted the migrant workforce in Europe,
reducing the availability and flows of workers between countries.
Industries which have relied on cheap labour in the good times may now face
labour shortages. The structure of their labour model will have to change with
raised wages if they want to compete in the labour market. But this will
impact prices.

EUROPE – SHORT STORIES

Germany: Siemens employs around 350,000 people worldwide, with around
115,000 of them in Germany. They have announced that 7000 jobs are to be
cut worldwide - half of them in Germany. The company says global demand
for the large turbines it’s power and gas unit produces “has fallen drastically”.
UK: The Government has launched a visa scheme to attract 5000 commercial
vehicle drivers from overseas countries. The country lost approximately
14000 overseas drivers during the pandemic and there is a critical shortage of
drivers in the UK presently.

Europe: Over a third (34%) of European companies have a woman on the
board, making it the world’s leading continent for gender representation in
2021, reports the campaign group 30% Club which sets board diversity
targets.

Knowledge workers: A Future Forum poll of more than 10,000 knowledge
workers in the US, Australia, France, Germany, Japan, and the UK says remote
working executives are nearly three times more likely to want to return to the
office full-time, compared to employees.

AM I A ZOOMBIE ?

Listening to a recent Zoom presentation from a wellbeing expert, I realised in
might have become a Zoombie. If you are unfamiliar with the term – I was – it
is someone whose brain has deteriorated by interminable Zoom meetings.
They are hard to see on the streets because this type of living dead hides in
their houses and just waiting for the next Zoom meeting invite.

I only see my work colleagues in 2D every day and am beginning to miss the
social experience of meeting them in 3D in the office. Maybe it is not rotting
my brain, but it is affecting my motivation and focus.

Other articles on wellbeing in the present times of work have referred to a
condition called ‘languishing’. Languishing is a sense of stagnation and
emptiness in the emotional long-haul of the pandemic. Isn’t this just
depression? Apparently, it is different as this is not a persistent low mood or
feeling of hopelessness commonly seen in depression. It is more a feeling of
apathy, limbo, and a lack of enthusiasm. The cause is uncertainty. Many
people have been afraid to move forward with the lives for fear of things
being shut down again or cancelled – uncertainty. Long term plans are
difficult – hopes put on hold – career ambitions upset. Social networks are
disturbed.

Challenging this languish is difficult because pandemic conditions mean we
have lost control of some of the levers which influence these ambitions. As we
come out of the pandemic, we can put our hands on these levers again.
Normal events return to your diary that have not been there for a while. Plans
for next year emerge that were unthinkable last year. In my case, my daughter
is planning her wedding. I am getting back to attending live sports events.
Good luck as you come back from languishing.

WORKING FROM HOME AS A PERK

In the old days, before the pandemic, it was rare that an employer would
advertise their work premises as a major attraction in job advertisements.
Sometimes, the offices were in an attractive town, or the premises were new
and with many facilities. But it was not more prominent than pensions and
health benefits. If the work location was good or bad, people expected to
commute to it and have little choice.

Post pandemic, working from home is now very popular. So much so that it is
now one of the most popular ‘perks’ or employee benefits wanted by
employees. And job advertisements are reflecting this. The possibility to work
from home (WFH) or working flexibly is now more prominent in job posts. It is
the new popular job perk this year.

However, I have seen some research that suggests that it can also be an
unattractive sign to some candidates. How can this be?

The main reasons are clumsy use of the phrase ‘flexible working’ or ‘open to
flex’, or an unclear intent in offering working from home. Candidates are
unsure what type of flexible working is intended – does it include part-time,
reduced, or irregular hours, or hybrid working? So, if it was important that
they wanted a working from home arrangement specifically, they would not
waste time applying for a role which did not state this option clearly.

Advice on this topic can be found. The research suggested that employers
developed a clear and concise statement of the their approach to flexible
working that could be included in job descriptions, such as.

“For this role we are open to discussing the possibility of reduced hours,
remote working, flexible start and finish times, or compressed hours. Please
wait until the job offer stage before asking us about flexibility, and we will
explore what’s possible for the role. “

Your recruiter may think this is too much text but remind them that flexible
working options are a more important perk today, and the candidate will
appreciate the clarity.

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UPDATES

Pernod Ricard hires Nitu Bhushan as CHRO, South Asia
Pernod Ricard, the global producer of wines and spirits, has appointed Nitu Bhushan as its CHRO
for South Asia. Bhushan will lead the HR operations for the Company in the South Asia region.
Prior to this appointment, Bhushan was the regional HR director for Abbott, a global medical
devices and healthcare firm for its pharmaceuticals division. In this role, she was leading the HR
for over 10,000 employees, across three businesses. Bhushan joined Abbott as director – HR for
India, in 2016. She will step into the shoes of Shrikant Lonikar, who previously headed the HR
operations for Pernod Ricard as CHRO India. With over 18 years of experience in HR, Bhushan
has worked across various sectors managing HR operations in different capacities and roles.
After completing her postgraduation in personnel management from the Symbiosis Institute of
Business Management, Pune, Bhushan got an opportunity to work with Accenture as an intern.
Later, she was offered a full-time position at Accenture. Bhushan spent close to two years with
the Company and served her last role as a senior analyst – recruitment, for the Company’s BPO
business.
Moving on from Accenture, Bhushan joined Asian Paints as corporate manager – HR, wherein
she managed recruitment for managerial positions, MBA students from top B-schools of the
country and lateral hiring. Two years later, Bhushan was given the role of manager – HR for the
international business unit at Asian Paints. There, she played the role of HR generalist covering
more than 20 countries including ME&A, SEA, South Pacific and the Caribbean.
Bhushan spent a total of three years at Asian Paints before moving on to HSBC, where she took
up a new role as the VP – strategic resourcing. She was responsible for overseeing and leading
the talent-acquisition strategy of the Bank. In her five-year stint with the Bank, Bhushan saw
multiple promotions and elevations. She served her last position with HSBC as an SVP – HR
relationship, where she was lead as HR generalist for technology and operations, and the key
business partner for risk, finance, legal, compliance and strategy, covering 1,300 employees.
Her next stop was Mondelez International, in 2013, as their head of talent acquisition for the
India region. A year and a half into the role, she was promoted to the position of head – talent
acquisition for Indonesia, Philippines, Japan and ANZ (Australia and New Zealand) region, as well
as India. Source : HRK News Bureau

Reliance Jio’s Anil Mohanty joins Medikabazaar as head-HR
Medikabazaar, which is an online B2B platform for medical supplies, has appointed Anil Mohanty
as the head of HR. In his new role, Mohanty will be spearheading the HR function for the
Company. Four-year old Medikabazaar never had a head of HR. Its HR team is young. Mohanty’s
first mandate would be to structure, organise and tackle the problem of skill gap.
“I have always worked in big establishments, where everything was aligned and organised. We
just had to execute everything accordingly. But, with Medikabazaar being a young company, I
will get more opportunities to bring innovation and creativity in my work here,” Mohanty told HR
Katha.
Prior to this appointment, Mohanty was the head of HR for the rural business segment at
Reliance Jio. He has a total experience of more than two decades in the HR function.
At Reliance Jio, Mohanty lead various HR assignments and projects, including the green field
telecom project, which was one of the biggest HR projects in the industry. More than 20,000
people were hired for the same, with 70 plus HR teams.
He has served in various HR roles for prestigious organizations, starting with Idea (which has now
merged with Vodafone) in 1996. He has also worked with Tata Teleservices, Huawei
Telecommunications and Uninor.
For two decades, Mohanty worked in the telecommunication sector, but now he has moved into
a very different industry—healthcare, and that too, online.
“While I do not expect challenges to be much bigger, one of the difficulties would be talent
acquisition and I will learn to tackle the same over time, working with Medikabazaar. Another
challenge will be to understand the business,” shares Mohanty.
“I wish to take this company to a certain level of success,” he adds.
A skilled HR professional, Mohanty specializes in OD interventions, performance management,
talent acquisition, grievance handling, policy formation, training & development, employee
relations, disciplinary proceedings, conciliation proceedings and employee welfare programmes.
Source : HRK News Bureau
A woman to head HR at Nike
David Ayre, who is about to retire, will be replaced by Monique Matheson Nike has elevated
Monique Matheson as its top human resources executive. As EVP, Global Human Resources, she
will succeed David Ayre, one of the top executives of the company, who will retire soon. Ayre has
been with Nike for more than a decade. As a member of the executive leadership team, Ayre
played an important role in Nike’s accelerated growth, advancing Nike’s HR strategy in support
of the company’s continued global expansion. She will report to Mark Parker, who is the CEO and
chairman of Nike.

Prior to her appointment to the top ranks, Matheson served Nike in various capacities. She has
been with Nike for 19 years, rising through various levels in HR. Her last position at Nike was that of
vice president and chief talent and diversity officer and she was responsible for all aspects of talent
management and diversity and inclusion.
Prior to joining Nike, Matheson practiced employment law and holds a law degree from Indiana
University Bloomington, School of Law, and an undergraduate degree from the University of
Washington. She holds a master’s in law from Indiana University and a bachelor’s degree from the
University of Washington.
Earlier, Nike had planned to reorganize the company and reduce its total workforce, globally, by
two per cent. This development can be seen as part of that restructuring plan.
Nike has been known for gender equality and its commitment towards diversity. This appointment
is also a move towards that commitment. With a woman occupying one of the top management
positions of the company, the diversity at the top ranks has only increased.
The company’s 49 per cent workforce is made of women, according to its corporate social
responsibility report. Source : HRK News Bureau
Gautam Anand resigns as CPO, Airtel, India and South Asia
An Airtel spokesperson has confirmed the exit and said that Gautam is leaving due to personal
reasons.
A little over a year after he was named Chief People Officer at Airtel, India and South Asia, Gautam
Anand has left the telecom giant as the CPO. Anand has been part of the Airtel family since 2009
and has climbed up the rungs of the Company having worked in various capacities.
Prior to this, he was head HR for Indian and South Asia consumer business. He managed the digital
TV business, which accounts for 12,000 employees. He managed a team of 72 HR professionals to
cultivate a high performance, engaged and values-based culture across 17 offices in 3 countries.
Anand joined Airtel as global head, Total Rewards with the responsibility of handling the
compensation philosophy design and its implementation across 21 countries.
In May 2012, he was elevated to the position of vice-president, chief of staff for CEO, India & South
Asia, where he was closely associated with the CEO in all aspects of business management. This
included performance reviews, strategic updates for the board of directors, and internal and
external stakeholder management. Source : HRK News Bureau
Adrian Andrade is CHRO and head-communications, IDFC First Bank
With the merger of IDFC Bank— which deals in wholesale financing and infrastructure financing—
and Capital First— which deals in retail consumer and MSME financing— Adrian Adrande, the head-
HR and administration at Capital First, has been appointed as chief human resources officer and
head-communications of the composite entity, IDFC FIRST Bank.

Andrande is an experienced HR professional with expertise in relationship management,
learning and talent development (technical and leadership), employee relations, reward and
performance management, HR operations, mergers and acquisition and project management.
As CHRO, Andrande will be leading HR and corporate communications. Earlier, he was leading
the HR and administration functions at Capital First. He has also spent 11 years at Standard
Chartered Bank, where he headed HR for consumer bank (CB) risk, products, marketing and
academy. He helped develop HR strategies aligned to the business/growth plan of consumer
banking in India and the overall people agenda of the Bank. He successfully provided strategic
HR inputs for achieving short and long-term business goals. Before that, Andrande headed HR
for Standard Chartered Finance & Group Direct Sales, for four years. He was responsible for end-
to-end HR, including rewards, employee relations, resourcing, service delivery (operations) and
relationship management.
With his deep understanding of business, Andrande enjoy taking on roles that impact
organisations. Learning and talent development is his forte, along with setting up
systems/processes, change management, operations risk and organisational development. A
graduate in commerce, accountancy and economics from the University of Mumbai, Andrande
started his career as a butler at The Oberoi in 1987 before entering the banking sector as
banking assistant – front office manager – relationship manager with ANZ Grindlays Bank in
1990. Source : HRK News Bureau

Sushil Baveja set to retire, Sandeep Girotra takes over as CHRO, DCM Shriram
DCM Shriram has announced the appointment of Sandeep Girotra as its new CHRO, while Sushil
Baveja, who is currently in his overlapping period, will soon retire from his position on October
31, he confirms to HRKatha. Baveja has worked with DCM for almost 18 years. Expressing
gratitude, a company spokesperson says, “DCM Shriram wishes Sushil Baveja all the best for the
next phase of his life and thanks him for the contribution made towards the growth of the
organisation, while always living by the values of the Company.”

Baveja is retiring with an exceptional career behind him and over three decades of experience.
Girotra, who has taken up the role of president & CHRO at DCM Shriram, will, in a few weeks,
fully transition to Baveja’s role through an induction process, which will take place across
locations and units of the Company. Prior to this appointment, Girotra was working with Xylem
Incorporation as CHRO for three years, heading HR for emerging markets and managing six
regions.

Backed by over 25 years of experience, Girotra has, in his long career, worked for big brands
such as GE, DuPont, Ranbaxy and HSBC. He completed his master’s degree in personnel
management and industrial relations from the Tata Institute of Social Sciences (TISS).
For 13 years, which is a significant chunk of his career, Girotra served GE in various leadership
roles in HR.

After GE, he joined Ranbaxy as global HR head, leading the people strategy for the Company in
over 43 countries. He spent close to two years at Ranbaxy and then moved to HSBC as regional
head of HR for the Middle East and North Africa.
Before Xylem, Girotra also spent three years at DaVita Kidney Care, heading the HR function for
the healthcare company, for the APAC region. Source : HRK News Bureau

















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