The Leader has to Nurture the Managerial Talent in the Organization
Countries have faced assassination of their popular leader, war threats to wars, unprecedented natural calamities, mishaps and accidents leading to loss of lives and unsafe living conditions.
In an exclusive interview with BW People Aditya Narayan Mishra director and CEO, CEIL talks about the best HR practices at CIEL, his talent acquisition strategy and the corporate culture at his organisation.
Edited Excerpts from his interview:
How do you think a leader should balance crisis situation?
Countries have faced assassination of their popular leader, war threats to wars, unprecedented natural calamities, mishaps and accidents leading to loss of lives and unsafe living conditions. Companies have faced crisis of extinction, loss of reputation, lawsuits pushing them to irrevocable losses for years and so on. There are several other crises which are smaller compared to the ones deliberated in public view. They occur more frequently and challenge the head of the business with stressful situations. These may be small in magnitude when viewed from a distance but are equally testing of the leader’s ability. He or she has to protect the credibility of the business, keep the flock together, identify the weak spots, fill the cracks, act on the guilty, strengthen the systems and processes to avoid the pitfall and provide the much-desired confidence to the stakeholders about the future. All of these need to happen quickly and seamlessly. Needless to say that the leader has to bring the team together, work with them overtime to not only find the solutions but also to communicate all over. The leader comes under high levels of duress to deal with emotions within the organization as well as outside. Staying calm helps in spotting the cracks, anticipating situations and developing the plan. Organizations cannot endure the ordeal unless the leader is adept in the hours of crises.
What do you think are best tools for employee retention?
Companies hold exit interviews. More often than not, the most important reason for people leaving the organization was better opportunities. The stated reason for leaving could be better salary, better opportunity, higher studies, relocation or personal reason, but the real reason is something else. Somewhere in the core of the heart, a few things go out of sync with what the employee experiences at work. The noise grows louder and over a period of time, it snaps a few chords in the heart. The opportunities which were not very appealing earlier start to look shiner and brighter. And one fine day, the innings comes to an end. It is the leader who has to be in tune with the ground reality, gauge the noise levels and take actions to cancel the noise at the right time. Business Leaders have to partner with their HR Team to get all people managers to build harmony in the team, push them to greater heights and nurse the injuries at the right time. They have to build strength in the team to be able to endure tough terrains and at the same time, keep their heads steady while cruising at high altitudes.
How to balance employer and employee demands. What is the role of a CHRO as a leader in a company’s success?
It is not enough for the top leader and the HR Team to advise and preach to the managers across the organization. They need to see the prescribed behaviours demonstrated by their bosses and feel inspired. Like a gardener builds a conducive environment for the plants in the garden to grow well, the leader has to nurture the managerial talent in the organization to flower forth.
Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house