Business Development Workshop

@
The B School International
Kottakkal

21-12-2014

Explore with HR

Do you know ?
VUCA world Volatile Uncertain Complex -Ambiguos
Airbnb disrupted hotel business
In Google, employees can spend 25% of their time in
projects which they are interested in. (SMART CREATIVES)
UST global selected uneducated women from rural areas in
US and provided them with required training to become
competent managers in IT business. (Step Up America)
People use more robust technology in home than at office
Technology + Business Expertise + Creativity
You can print an edible ice cream 3D printing
World of APPS
Baby Boomers(1946-1964), Gen X(1965-1980), Gen Y(19812000), Gen Z

Gen Y,Z

Independent
Techno Savvy
Sense of immedicacy
Entrepreneurial
Innovative
Confident
Self Reliant
Flexible
Optimist

Multitasking
Socially Conscious
Collaborating
Preferred to be
entertained
Valuing Integrity
Demand Autonomy

??????????

China
Facebook
India
Twitter
Google +
Linkedin
U.S
Brasil
Pakistan

Future has a very strange

way of becoming the
present suddenly

 Take our 20 best people from us and I

tell you Microsoft would become an
Unimportant Company
-Bill Gates-

HR Process

Ground Zero
Recruitment Hiring the right talent
Induction & deployment
Job clarity and Ownership
Training & Development
Performance assessment/Appraisal/rewards
Learning Curve
Employee engagement
Retaining employees / Attrition planning

Train everybody so that people leave

OR
Train No body that everyone remains ?

Engaged

Mostly Engaged

Honeymooners

The Crash and Burners

The Disengaged

Ground Zero.

Iceberg
Balancing unwritten needs of employees
Theory X and Y
Maslow's hierarchy of needs
Attitude, beliefs and Values
Leadership Style
Strategy, Structure, Culture
Change

Ground Zero.

Iceberg
Balancing unwritten needs of employees
Theory X and Y
Maslow's hierarchy of needs
Attitude, beliefs and Values
Leadership Style
Strategy, Structure, Culture
Change

 Hellriegel, Slocum and Woodman suggest that:

one way to recognize why people behave as they do at

work is to view an organization as an iceberg. What sinks
ships isnt always what sailors can see, but what they cant
see

Stalker suggests that successful companies are those that have the
ability to balance the unwritten needs of their employees with the
needs of the company. Such companies use a simple formula of
Caring, Communicating, Listening, Knowing and Rewarding.
Caring

demonstrating

genuine

concern

for

individuals

working in the organization.

Communicating really talking about what the company is
hoping to achieve.
Listening hearing not only the words but also what lies
behind the words.
Knowing the individuals who work for you, their families,
personal wishes, desires and ambitions.
Rewarding money is not always necessary; a genuine thank
you or public recognition can raise morale.

Theory X represents the carrot-and-stick assumptions on

which traditional organisations are based, and was widely
accepted and practised before the development of the human
relations approach. Its assumptions are that:
the average person is lazy and has an inherent dislike of work;
most people must be coerced, controlled, directed and
threatened with punishment if the organisation is to achieve its
objectives;
the average person avoids responsibility, prefers to be directed,
lacks ambition and values security most of all; and
motivation occurs only at the physiological and security levels.

At the other extreme to Theory X is Theory Y which represents

the assumptions consistent with current research knowledge. The
central principle of Theory Y is the integration of individual
and organisational goals. Its assumptions are:
for most people work is as natural as play or rest;
people will exercise self-direction and self-control in the service of
objectives to which they are committed;
commitment to objectives is a function of rewards associated with
their achievement;
given the right conditions, the average worker can learn to accept
and to seek responsibility;
the capacity for creativity in solving organisational problems is
distributed widely in the population;
the intellectual potential of the average person is only partially
utilised; and
motivation occurs at the affiliation, esteem and self-actualisation
levels as well as the physiological and security levels.

Physiological needs. These include homeostasis (the bodys

automatic efforts to retain normal functioning) such as satisfaction
of hunger and thirst, the need for oxygen and to maintain temperature
regulation. Also sleep, sensory pleasures, activity, maternal behaviour,
and arguably sexual desire.
Safety needs. These include safety and security, freedom from
pain or threat of physical attack, protection from danger or
deprivation, the need for predictability and orderliness.
Love needs (often referred to as social needs). These include
affection, sense of belonging, social activities, friendships, and both
the giving and receiving of love.
Esteem needs (sometimes referred to as ego needs). These
include both self-respect and the esteem of others. Self-respect
involves the desire for confidence, strength, independence and
freedom, and achievement. Esteem of others involves reputation or
prestige, status, recognition, attention and appreciation.
Self-actualisation needs. This is the development and
realisation of ones full potential. Maslow sees this as: What
humans can be, they must be, or becoming everything that one is
capable of becoming. Self-actualisation needs are not necessarily a

So what are attitudes and how can they be

distinguished from beliefs and values?
Attitudes can be defined as providing a state of
readiness or tendency to respond in a particular way.
Beliefs are concerned with what is known about the
world; they centre on what is, on reality as it is
understood.
Values are concerned with what should be and what
is desirable.

Strategy, Culture & Structure

Culture eats strategy for breakfast.
Structure eats strategy for lunch
--------- eats strategy for dinner

Cases..

On 26 November 2008 ???

What Ratan Tata did for the Mumbai victims....

A. The Tata Gesture

1. All category of employees including those who had completed even 1 day as casuals were treated on duty during the time the hotel
was closed.

2. Relief and assistance to all those who were injured and killed

3. The relief and assistance was extended to all those who died at the railway station, surroundings including the Pav- Bha ji vendor
and the pan shop owners.

4. During the time the hotel was closed, the salaries were sent by money order.

5. A psychiatric cell was established in collaboration with Tata Institute of Social Sciences to counsel those who needed such help.

6. The thoughts and anxieties going on peoples mind was constantly tracked and where needed psychological help provided.
7. Employee outreach centers were opened where all help, food, water, sanitation, first aid and counseling was provided. 1600
employees were covered by this facility.

8. Every employee was assigned to one mentor and it was that persons responsibility to act as a single window clearance for any
help that the person required.

9.

Ratan Tata personally visited the families of all the 80 employees who in
some manner either through injury or getting killed were affected.

10. The dependents of the employees were flown from outside Mumbai to
Mumbai and taken care off in terms of ensuring mental assurance and
peace. They were all accommodated in Hotel President for 3 weeks.
11. Ratan Tata himself asked the families and dependents as to what they
wanted him to do.
12. In a record time of 20 days, a new trust was created by the Tatas for the
purpose of relief of employees.
13. What is unique is that even the other people, the railway employees, the
police staff, the pedestrians who had nothing to do with Tatas were
covered by compensation. Each one of them was provided subsistence
allowance of Rs. 10K per month for all these people for 6 months.
14. A 4 year old granddaughter of a vendor got 4 bullets in her and only one
was removed in the Government hospital. She was taken to Bombay
hospital and several lacs were spent by the Tatas on her to fully recover
her.
15. New hand carts were provided to several vendors who lost their carts .

16. Tata will take responsibility of life education of 46 children of the

victims of the terror.
17. This was the most trying period in the life of the organization.
Senior managers including Ratan Tata were visiting funeral to funeral
over the 3 days that were most horrible.
18. The settlement for every deceased member ranged from Rs. 36
to 85 lacs [One lakh rupees tranlates to approx 2200 US $ ] in
addition to the following benefits:
a. Full last salary for life for the family and dependents;
b. Complete responsibility of education of children and dependents
anywhere in the world.
c. Full Medical facility for the whole family and dependents for rest of
their life.
d. All loans and advances were waived off irrespective of the
amount.
e. Counselor for wife for each person

 the "lunch box delivery man".

In 1890, Mahadeo Havaji Bachche started a lunch delivery
service with about a hundred men
A collecting dabbawala, usually on bicycle, collects dabbas
either from a worker's home or from the dabba makers. As
many of the carriers are of limited literacy (the average
literacy of Dabbawallahs is 8th grade),

 the dabbas (boxes) have some sort of distinguishing mark

on them, such as a colour or group of symbols.
The dabbawala then takes them to a designated sorting
place, where he and other collecting dabbawalas sort (and
sometimes bundle) the lunch boxes into groups. The
grouped boxes are put in the coaches of trains, with
markings to identify the destination of the box (usually
there is a designated car for the boxes). The markings
include the railway station to unload the boxes and the
destination building delivery address.
At each station, boxes are handed over to a local
dabbawala, who delivers them. The empty boxes are
collected after lunch or the next day and sent back to the
respective houses.

Each dabbawala, regardless of role, is paid about eight

thousand rupees per month (about US$131 in 2014).
Between 175,000 and 200,000 lunch boxes are moved
each day by 4,500 to 5,000 dabbawalas, all with an
extremely small nominal fee and with utmost
punctuality.
"one mistake in 8 million deliveries."
The New York Times reported in 2007 that the 125year-old dabbawala industry continues to grow at a
rate of 510% per year
Prince Charles visited them during his visit to India; he
had to fit in with their schedule, since their timing was
too precise to permit any flexibility.
some of the dabbawalas were invited to give guest
lectures in some of the top business schools of India

Pillars of Engagement

Pride
Passion
Purpose
Positivity
Rational & Emotional
Commitment

Thank You