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The power
of many
Staff, workforce, human resources, employee assets,
talent the terms are many but the heart of an
organisation remains its people. Managing, grooming,
nurturing and developing this is no easy task. Tata
Review talks to heads of the human resources
function in eight Tata companies Tata Steel, Tata
Motors, Jaguar Land Rover, Tata Chemicals, Titan
Industries, Tata Global Beverages, Tata Power and
Rallis India to understand how these leaders keep
the employee engine engaged and geared to perform.
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Individually excellent,
collectively brilliant
Tata Global Beverages (TGB)
has been on a transformation
journey in recent years,
evolving from a plantations
heritage to a global beverage
business with a portfolio of
strong brands. HR is playing
a significant role in facilitating
this transformation, says
KS Srinivasan, head of
human resource management
at the company, in an
interview with Sujata Agrawal.
What are the focus areas for HR in
TGBs transformation journey?
TGBs vision is to become a global leader in
branded good-for-you beverages. Given this,
the focus areas for HR is to build a culture that
will enable and fuel our global growth plans. We
intend to conduct road shows across various
regions to bring organisational alignment,
especially in terms of organisational culture.
The second focus area is to make the
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HR functions as a team of
business partners at Rallis
In todays changing business
environment, the Rallis India
HR team works to ensure
that employees remain
energised and motivated. In
a wide-ranging interview, vice
president for HR and business
excellence, Madan Tripathy,
tells Gayatri Kamath that HR at
Rallis is all about co-ownership
of challenges and actively
partnering other business
functions in the company.
What does the HR practice at Rallis
concentrate on?
The focus in the Rallis HR practice has been to
strike a balance between business imperatives
and what our employees want, while extending
support for business growth through HR
systems and processes. The Rallis business model
is changing: we are transforming from a crop
protection company to an integrated agri-solutions
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provider, with a portfolio that includes seeds, plantgrowth nutrients and a range of agri services.
We currently have a pilot project called
Samrudh krishi (literally, prosperous farmer),
involving more than 1,200 farmers, through
which the Rallis field representative does much
more than sell our products. He provides
consultancy to the farmer on weather, seeds,
good farm implements, best crop practices, in
fact everything necessary to improve the business
of farming. Rallis also has a similar initiative,
called Grow more pulses, which involves about
150,000 farmers. This project focuses on the
cultivation of high-quality pulses.
In a step towards preparing employees
to meet business challenges, the HR function
in the company has been restructured so that
there are HR business partners for sales
and marketing, manufacturing and support
functions who act as the single window
for all HR services to the given function and
its employees. In short, the Rallis HR team
functions as a team of business partners.
What are the HR challenges at Rallis?
The HR challenges in the present context
are four-fold. First, to have an appropriate
organisational structure, with due importance
given to emerging businesses. Second, to develop
expertise at the senior management level for
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