Employees first customers second

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Employees first customers second

  1. 1. Employees FIRST Customers SECOND A book review session by Shashikanth Jayaraman Zonal HR Manager -South India, Bajaj Allianz Life Insurance Company Founder HR Sangam 05/07/11
  2. 2. Employees First, Customers Second 05/07/11 Author: Vineet Nayar , holds a Masters' degree in Business Administration from XLRI, Jamshedpur. He has been Chief Executive Officer of HCL Technologies Ltd with his strong strategic vision and truly global outlook, he has charted a defining growth path for HCL Technologies and in a short time span, catapulted the organization to being a leader in its pack. Under his leadership, ... HCL Technologies was recognized as the "#1 Best Performing IT Services Firms" by Global Services and neoIT in 2006. He is responsible for HCL's software and infrastructure business. He served as President of HCL Technologies since January 17, 2008. Mr. Nayar served as President of Core Software and Technology Services of HCL Technologies Ltd. since April 7, 2005. He served as Chief Executive Officer of HCL's infrastructure business since 1993. Since joining HCL as a Senior Management Trainee in 1985, Mr. Nayar held leadership positions in sales and strategic marketing. He has been Whole time Director of HCL Technologies Ltd. since August 1, 2008. He was acknowledged as one of the 'India's Hottest Young Achievers' by Business Today in 2002. Fortune Magazine has articulated his leadership style as "The World's Most Modern Management" and the London Business School calls him "the leader of organizational Innovation".
  3. 3. Why this book? <ul><li>Time for us to look back in the mirror </li></ul><ul><li>A success story that G R E W despite recession </li></ul><ul><li>From high attrition/low attraction to No. 1 employer in India, Asia & the UK </li></ul><ul><li>A Harvard case study </li></ul><ul><li>You will like the </li></ul><ul><li>Simple uncomplicated approach </li></ul><ul><li>Ease of relating to all of us </li></ul><ul><li>Small ideas that transform our thought process in a big way </li></ul><ul><li>Inclusive approach </li></ul>05/07/11
  4. 4. Some questions to ponder over <ul><li>What defines the team’s culture? </li></ul><ul><li>What’s your goal? </li></ul><ul><li>How do you feel about your job? </li></ul><ul><li>Why are we asking for reports and updates? </li></ul><ul><li>Why is there no empowerment? </li></ul>05/07/11
  5. 5. The Change matrix 05/07/11
  6. 6. The HOW 05/07/11
  7. 7. Mirror rorriM 05/07/11
  8. 8. The nature of Trust 05/07/11
  9. 9. Approach to Transparency <ul><li>The Amsterdam Window </li></ul><ul><li>Opening up of financial information </li></ul><ul><li>U&I Portal </li></ul><ul><li>CIO Meet at New Delhi – Selling the concept </li></ul><ul><li>Taking ideas to the core team. Consult. Deliberate.Decide </li></ul><ul><li>Result </li></ul><ul><li>From supplier/vendor/outsourcer to Partner/Co-Sourcing </li></ul>05/07/11
  10. 10. The Inverted Pyramid 05/07/11
  11. 11. Initiatives <ul><li>The Smart Service Desk </li></ul><ul><li>Smart Response – Managing recession </li></ul><ul><li>Meetings ---> Directions </li></ul><ul><li>My problems – from the CEO </li></ul><ul><li>EPIC - Employee Passion Indicative Count </li></ul><ul><li>Employee First Councils </li></ul><ul><li>Value Portal </li></ul>05/07/11
  12. 12. Recasting the role of the CEO <ul><li>Value Portal </li></ul><ul><li>My Blueprint </li></ul><ul><li>My Problems </li></ul><ul><li>Gaming with statistics </li></ul><ul><li>Keep looking at the larger picture </li></ul>05/07/11
  13. 13. Misunderstandings! <ul><li>It wont work when times get tough </li></ul><ul><li>We don’t need it because the times are good </li></ul><ul><li>Customers will never see the value </li></ul><ul><li>Implementation requires large scale initiatives </li></ul><ul><li>This has nothing to do with performance </li></ul>05/07/11
  14. 14. Inferences <ul><li>Passion of one man getting manifested in the whole group </li></ul><ul><li>Working with the end result in mind </li></ul><ul><li>No management strategies. Just common sense </li></ul><ul><li>Inclusive approach </li></ul><ul><li>Communicate, communicate and communicate…. </li></ul><ul><li>“ Little drops of water make the mighty ocean” </li></ul><ul><li>Simple catalysts vs. OD interventions </li></ul><ul><li>From zone of control to Span of Influence </li></ul><ul><li>Transfer of ownership en masse </li></ul><ul><li>Stood the test of recession </li></ul><ul><li>Empowerment </li></ul><ul><li>Constant improvisation </li></ul>05/07/11
  15. 15. Interesting to know <ul><li>Managers have become arbitrators deriving power out of it </li></ul><ul><li>Organization power is proportionate to one’s value rather than one’s position in the pyramid </li></ul><ul><li>and </li></ul><ul><li>It was not HR which conceptualized this </li></ul>05/07/11
  16. 16. To sum it up….! <ul><li>“ Be the Change you want to see ” </li></ul><ul><li>Thank you! </li></ul><ul><li>Write to me at [email_address] </li></ul><ul><li>Reach me at +91 98411 88114 </li></ul>05/07/11

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