HR - "Seen & Unseen ": Untold stories

By Dr. Pon Mohaideen Pitchai

Human resources management should be considered as a part of business strategy. HR should aid the operation and line managers for better utilization of people, processes, and systems.

• Language: English
• Publisher: Blue Rose Publishers
• Release date: Apr 22, 2024
• ISBN: 9789362616715

Book preview

1

HR Sense

What is HR Sense? HR Sense is to deliver quick business partnership services to departments. The HR managers should be able to discern what is happening with their business. Unfortunately, HR managers don’t work with common sense or utilize their business sense. My HR colleagues used to argue with me that their working environment would not permit them to make their own decisions. They say, The company's policy does not permit them to go beyond.

On the contrary, this argument is not always valid. When employees feel that they belong in their workplace, then they will be able to contribute actively. I have learned a sense of belonging through my experiences. HR remains the central point of entry and exit of a career. Business operations are done with the help of HR partnerships. Transactions are processed through human intelligence, commitment, supervision, teamwork, and technological assistance. Business partnerships will develop and evolve once HR managers think out of the box. They create a sense of belonging in the workplace, resulting in higher performance.

Case study 1

HR Office location.

I joined as Labor and Welfare Officer at a Cooperative Spinning Mill in Tamil Nadu, India, at the age of twenty-two. At the time of my joining, I refused to accept an office next to the MD and the CEO in the Administration block. The MD, Krishnamoorthy, asked me, Why was I denied such a privileged office cabin? I explained to him the importance and advantages of sitting next to the Factory Manager in the plant. I can see the shift changes physically. I can verify the production log report of the nearby QC department. I can have direct access to the production process and delivery. Also, I told my MD that being an L &Wo and working in close collaboration with line managers and union leaders is essential. I readily opted to move my office to the plant, leaving behind the comfort and privilege of my previous office. My motivation was to earn a good name from engineers and operators. MD looked at me with a genuine smile and approved of my desire to shift my office from the administrative block to inside the plant. The next day morning, the L& WO office was moved next to the Factory Manager’s office. I asked the management to remove the AC unit from my cabin, as I enjoyed the mechanical noises from the plant.

Lesson Learned:

1. Do not look for(prioritize) positions and office stations.

Fresh graduates and job seekers look for prioritised positions rather than perks. While job titles, levels of position and office cabins do hold appeal, the true nature of an officer's job lies in understanding the operations and working conditions of their team. This is why I declined when I was offered an office next to the MD at the corporate office. I desired to interact with the operational and line staff to gain firsthand knowledge of the production process and their working environment. Therefore, I requested my MD, Krishnamoorthi, to relocate my office next to the factory manager. Being situated alongside the manager will give me direct access to the production unit, allowing me to quickly grasp the process and its complexities.

2. Understand the manufacturing process and working conditions.

A proficient HR manager should clearly understand the company’s production process and working conditions along with their workload and productivity and possess adequate knowledge of the statutory compliance requirements as per the Factories Act. It is the primary responsibility of the Labor Welfare Officer to provide good working conditions in the plant by ensuring proper implementation of welfare provisions. I believe that by positioning my office directly adjacent to the production area, I can better understand the process and context, allowing me to diagnose problems and perspectives more effectively. This proximity enables me to practically absorb the actuality of the manufacturing process, which is essential for accurate productivity and workload analysis, ultimately leading to informed cost decisions that impact operational management.

3. Maintain a good relationship with line managers and operators

I ensure that I understand the whole operation process correctly since I interact with the factory managers daily. If I have any doubts regarding the production process, I clarify them immediately with the respective personnel. Also, I accompany the factory manager when he comes for rounds around the plant to clear my queries regarding the daily operations, as I clearly understand the spinning and guarding machine process. On some occasions, I take line managers and supervisors to the canteen. I often see the union leaders in the plant and engage in conversation with them. I actively interact with the quality control section, technical assistants, spinning masters, spinning supervisors, operators and all those teams involved in production.

Additionally, by sitting at the plant, I build trust with the workers and union leaders, as they can easily access my office anytime. They can come and explain or discuss or put forward their arguments regarding the working conditions and other job factors. I have no desire to sit back and enjoy the air-conditioned office. Instead, I want to work alongside the line people, operators, and workers and fully immerse myself in the machine noise, sound system, and overall process. This immersive experience has helped me build my communication and interpersonal skills, enhancing my organizational understanding.

Case study 2:

Presence of mind in restoring power failure.

Early in my HR career, I recognized the critical role of common sense, or presence of mind, in ineffective business operations. This recognition sparks two crucial questions: How are judgements made, and when is it appropriate to make a quick decision to solve problems?

It was an awful evening. My duty time was over around 5 pm. But I did not leave. Since I hold a managerial position, time and attendance are not compulsory. I could have left my office sharply at 5 pm, but my work conscience prevented me from punching out. Suddenly, a power interruption caused the plant to shut down. All machines stopped running. It was pandemonium on the second shift. It created a commotion everywhere. Power interruptions are one of the most critical issues that require a swift and adequate remedy in a substation. The power utility substations at the voltage level of 11 kV are the central distribution hub where most power interruptions occur. Mr. Gopalswamy, the factory Manager, called me to accompany him to the substation installed within the factory unit. The MD and other engineers were already standing near the substation. Technicians were working hard to fix the fault and resume power. The Electricity Department team had also arrived. Electrical engineer Mr Palaniyappan quickly diagnosed the issue. It was in the switchgear, which is one of the troubleshooting components. Some critical electrical parts had to be replaced. Unfortunately, the spares were unavailable from the local EB department or the factory store.FM requested that the buyer place an order with the supplier in Mumbai and asked them to send the material by courier. I observed the scene with dismay, but I understood the problems. Though we have alternate power using powerful generators, we cannot use them as they are not cost-effective.

Moreover, the alternate power is insufficient to cover the entire production process. I was contemplating the power shutdown's consequences and was unsure about the expected time of operation resume. I learnt that power would resume after the spare parts are received through courier, which would take a maximum of 4 days. This insufficient power will significantly impact the company’s production, and losing production equivalent to twelve shifts will substantially affect the company's output, causing losses. I am always friendly with FM. So, I suggested that we drop the procurement through courier and do it in person by sending the electrical engineer to Mumbai for purchase the same night. Let him go to the warehouse tonight and procure the order. There is a direct flight to Madurai the next morning at 6 am. He can bring the parts to the factory by noon. Though he liked my idea, FM refused to convey it to MD. He told me I was insane and stated, This is a public sector company. Your idea will not work. Head office approval is required. However, he encouraged me to speak with the MD and share this idea. I told the MD, Sir, let us send our electrical engineer to Mumbai. There is a direct flight at 8: 30 pm today. Let him go directly to the supplier warehouse and procure the material. He can come with the material tomorrow morning. We can save three days of production. MD looked at me strangely. It was a scene of behaviour differences between 52 and 22. Almost a 30-year gap in terms of experience. He kept his hand on my shoulder, acted mockingly and stated, LO, it is not possible to take your idea forward. I do not have the Delegation of Authority (DOA) to procure materials by travelling to Mumbai. There are no provisions to fly for buying materials. The Director General's office will ask many queries. It will be an audit and compliance issue, I quietly replied, Sir, as you know, if we do not send the engineer to Mumbai, we will have to bear a higher risk. It is a matter of risk mitigation. The management must bear the heavy cost of shutting down. The price is heavier than policy and procedures. While procedures are valuable, exercising common sense is crucial. Then MD said, Let LO prepare a special RFM (Request for Material) using an ad hoc budget.

Following MD’s response, I prepared a proposal and advised the Senior Managers team to urgently agree to this collective proposal to procure material. I discussed the cost-benefit analysis with the account manager and presented it to the MD. MD was convinced and decided to approve the proposal. Then, we consensually signed the RFM form along with the business justification. The Factory Manager and I dropped the Electrical Engineer off at Madurai Airport for his flight to Mumbai. The procured materials arrived on time the next day as planned, and the power resumed at 3 pm. We have saved a loss equivalent to ten production shifts. Being penny-wise and foolish does not work in a business environment.

Lesson Learned:

1. Function as a business partner and grab the power for good

HR managers must work as business partners and grab the organisation's power for good. In the above case study, I acted as a business partner rather than an HR transaction partner while analysing the problem. The power failure would have significantly disrupted the production, but I visualized the situation and anticipated the concurrent loss. Acting from a place of calmness amidst the panic and chaos, I made a prudent decision.

I do not mean the HR transaction with line managers when referring to HR business partners. My advice as a business partner is different than HR’s transactional leadership. I am bringing transformational leadership, a value concept that must be implemented irrespective of power and authority. The novel insight here is the need for complete involvement in the business. In the above case study, I observed carefully and internalized the problem without turning my back and walking away. Hence, I could suggest alternative solutions to the MD after consulting the Factory manager rather than relying on the routine procedure for procurement.

2. Understand the cost involved

When I decided to voice out my solution, I had a substantial explanation justifying the costs involved.

I calculated the production loss in both scenarios,

Scenario 1- Loss of 14 shifts if materials were obtained through routine procurement courier.

Scenario 2- Loss of 4 shifts if the engineer directly procured materials by flight.

Benefit – Savings of 10 shifts

I prepared an ad hoc proposal and got it signed by senior managers. Finally, MD agreed to send the engineer to Mumbai to procure the spares.

3. Logical thinking and judgement to problem solving

In the case of power failure, as HR personnel, I advised the Factory manager and MD to send the engineer to Bombay by flight to procure materials. Even though the policy and operation process doesn’t permit such a provision for procurement, it is essential to act with a presence of mind and to exercise some common sense while deciding in a dismal situation. Overall, such decisions must be beneficial to the organization. In this case, we must prioritize safeguarding the long-term interests of the business. We saved three-quarters of the production loss, or 75%, by obtaining the material urgently. This situation demonstrates the importance of applying common sense, logical thinking, and empowerment in decision-making. We must leverage our authority, seize the moment, and utilize our loyalty to achieve accountability. I played a crucial role in motivating the Factory manager and MD to accept a rational decision, and ultimately, we succeeded. This is a prime example of applying a true HR mindset.

2

Adding Value to the HR Role

George was nervous. It was difficult for him to answer his managing director’s query at his first induction meeting: "How can you add value to your position? George could not answer, though he was an MBA graduate from Bradford, UK. He had just joined as an HR manager at a multinational company in Dubai.

As HR manager, what is he expected to deliver? To be more precise, how can you be more successful in running a human resource department? George is a young professional directly charged with building the system to attract, retain, motivate, and develop employees. He is an esteemed member of the management team.

But how is he going to maintain the credibility of the HR profession? What can he contribute, and how? What is the HR department’s function? What are the significant characteristics of an HR manager? What is the profile of a good HR manager?

This is one side of the observation! Let us also know about the type of business and the organisation's culture. Sure, the success of HR practices depends on the business language. How can HR ensure the ability of employees to get the best possible return on capital invested? Where is the corporate vision?

So first, George should be able to communicate with the senior management in the language of business, i.e., to understand the corporate objectives and goals. If an HR manager does not understand the commercial existence of a business, he cannot add value to his role!

Finance, marketing, and operation departments focus on cash flow, income, expenditure, assets and liabilities, sales, costs, and profits. It is rare for HR personnel/ managers to think about business.

However, they excel at communicating with genuine emotion, navigating complex feelings, and effectively managing their behaviour. Sometimes, it is widespread for operation managers to underestimate that HR has neither an emotional understanding nor an interest in financial matters.

Therefore, HR managers are never invited to sit in business plan meetings. Later, the HR manager will elaborate on their role in the execution of the project. At this point, it becomes too late for HR managers to add value to their role.

The best way to gain a competitive advantage is to manage people more effectively. The present scenario in the corporate world affirms that chief executives consider HR issues crucial to their business success and demand effective management by HR professionals.

This effective management is evident because more qualified staff are needed to manage HR matters. However, the growth of HR specialists working in the organization does not guarantee fair practice in labour. There remains a substantial gap between staff requirements and reality in many companies. It is challenging for some HR managers to change how people are managed.

Some employers continue employing cheap labour and cutting down the employee’s packages to maximize profit. Experiences show that HR policies and programs do not always reflect changing business needs. Available HR programs assist companies in surviving the competition but do not provide any competitive advantage.

So, HR strategy is essential. Adding value to these practices depends on how the strategies are formulated and implemented.

Case Study

How does an HR Manager progress as CEO?

Jamal Majid Bin Thania was the Group Chief Executive Officer of Port & Free Zone World (P&FZ World), the holding company of DP World.

Jamal is recognized as a committee and long-standing advocate for improving the benefits of Ports system and the global commercial supply chains. Jamal also possesses a perceptive leadership attitude which is evident from his successful management of Port Rashid. He made a marked trend in HR that has emerged towards departmental integration despite cultural diversities.

When the Dubai Ports Authority (DPA) was formed through the merger of all Dubai seaports, Jamal, recognizing the importance of organizational culture, championed the cultural integration of DPA's management with foreign shipping and logistics companies in the host market. A perceptive attitude is a critical determinant of success for globalized business.

I was surprised to know that he was a HR professional, and I remember that during Port Rashid time, he used to spend his time in the Container terminal. He had the habit of working with Operations Managers. He did not learn Dave Ulrich 4 models such as Strategic Partner, Administrative Expert, Change Agent, and Employee Champion, but he implemented this model by setting himself as an example.

He believed in behavioural sciences approaches towards productivity improvement. He always talks about job description and operation staff production.

He used to watch the Gantry Crane movement and he can often be seen with bustling cranes, trucks, vessels, container terminals in Port Rashid. They are like the engine rooms of global trade.

He once