Skip to main content

Met lazy HR guys and got a job

I was reading an article in Financial Express, online, quite dated one, from 2005, in fact.
R Satya Narayana is the chairman of Career Launcher India. (IIM-B,batch of 1993) talked about what they do not teach at an IIM.

Though quite familiar euphemism, he mentioned, his words---

"Met lazy HR guys and got a job

Placement is the singular value that a top B-school offers. I also met some HR guys who came from a top corporate, saw me and promptly offered me a princely sum, in 1993, of Rs 5,200 per month. I did not know a single reason why I should be paid that kind of money. My father was drawing Rs 4,750 at that time after having worked for over three decades!
 Mind you, the word, 'lazy'! I wonder, the perception or understanding about HR folks has not changed in past 20 years (Read 2 decades, if that makes it appear  a sensational outrage:)

Laziness in HR is such a dynastic treasure, it holds like "royal blood" in its progeny.
It is said, the last Mughal emperor Bahadur Shah Zafar II was caught by the English forces, as there was no one to put his shoes on to his feet and so he did not move, got caught.
Another interesting fact, caught my attention is that an IIM B grad got a campus offer of Rs.5,200 per month, some 20 years back. Annually it comes to Rs.62,400.
In my previous article "Retain only the best", I talked about Pratik Kumar, Executive VP-HR, Wipro Ltd, and there Forbes published that he draws Rs.2 cr CTC a year.

Edit: 9 Sep 2021:
Check page 43 of report above linked, to know current CTC of Pratik Kumar..It says: Rs. 3.84 Cr.

If we calculate compound interest to see, what CTC R Satya Narayan would have reached at after 20 years, if his salary grew @10% annually. The CTC would have been in 2013, Rs.419, 796. (Less than what an Admin  Assistant draws after 2 to 3 years, with or without any special degree or qualification)

Assume, the annual raise was 20% (quite high, right!) R Satya would have reached in 2013 an annual CTC of Rs.23,92,226. This is around 10% of what Pratik Kumar, an HR guy draws today.
I guess market forces defy all sensible calculations.


Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Why is ‘Total Rewards’ key to talent management?

Why is ‘Total Rewards’ key to talent management?  Total Rewards (TR) is talent life-cycle management tool that holistically embeds into the whole business plan.  TR can add feather to the modern day HR if they can handle it well to give company the long term competitive edge Unfortunately TR is not a broad-brush tool and so it requires an insightful ‘HR Leader’ with strong sense and capability of strategic alignment, analytic thinking and rightful implementation strengths . WHY TOTAL REWARDS? You must show employees “what’s in it for me.” This means tying together the benefit of the job, the culture, their colleagues, and the company’s mission and its values, as well as total rewards. But total rewards are the most immediate and visible element to employees. SOURCE: Bremen, John and Sejen, Laura. Advancing Total Rewards & the Employee Value Proposition. WorldatWork. 2012. COMPENSATION: IT’S KIND OF A BIG DEAL Compensation can be the single biggest cost