I am in total agreement with your point of view. Unless and until, HR can not show a direct linkage of its effort to the bottom line, in every Review Meeting, we will not be a part of Board / Strategic meeting in true sense.

I was once reading that most of the issues, that crop up after a merger/ takeover, is because of “Managing Expectations”; as it is the last activity that is done (and that too perfunctorily, by MD doing a Open House, or meeting key guys etc.) and with minimum of planning and effort.

But, such issues are never (or rarely), considered during the talks. Thus, every activity of ours, MUST BE SEEN AS ADDING VALUE.

Hi,

Their is no need for HR Professionals if we talk everything from business angle ;this can be done by any person like a accountant and admin guy ; we are their to manage employee emotions and understand the basics that we deal with humans and not machines.

Regards,

Sanjay Mewar

Dear Paru,

Your understanding is perfectly professional and I totally agree with you, when you said "hard work without the desired output is of no use. I love to pay or reward employees based on their performance and deliverables and not on the hard-work or long-hours put-in by the employees. I love to measure investment made and revenue generated on per employee, because I feel an emotional person cannot be a good business man and a HR person without commercial understanding is like a dustbin where everybody can through their wastes and unwanted things."

All this hardcore professionalism will happen when you select right people for the right position by not sacrificing quality for the sake of cost effective running of the company with people sans quality. KSAs must be balanced with proactive, productive and progressive attitude. People without attitude are full of excuses and they create unproductive environment. Somebody asked JRD Tata, on how he could build the so vast business empire? His simple answer is 'I have kept the right people in the right place and given them the right kind of work which they can enjoy' ! That's the secret of success of any business enterprise.

Many Companies are still struggling to understand the role of HR in business development and its contribution to the bottom line and they are not averse to use the HR professionals as clerks due to ignorance. In most of the cases CEO's definition of HR is different from the HR definition itself. As Tony Rucci, Executive VP - HR of Cardinal Health Inc., rightly said 'The challenge of an HR Leader is to see the world through the CEO's glasses.'

Emotions are not productive. They divert our focus conveniently from the objective which we have to acheive. But, emotions also can be used as one of the retention technique and HR can create an emotional attachment with the organisation. Using the emotional intelligence of the employees for the benefit of the organisation is also one of the best bet for HR dept.

That is the reason, many CEOs and Senior Executives take their team with them whenever they change companies. Because, the teams KSAs, emotions, attachments with each other are productive and already proven.

Thanks for initiating the thought provoking discussion.

good luck.

srini