Meritocracy has only one bias: Bias for talent!

Disclaimer: I am a big fan of Prabir and only try to place my views not in opposition but as a parallel submission, in all respects. He is a very good human being and is no different than other great leaders you have worked with.

Look beyond culture-fit for better talent, fresh ideas - Times of India (indiatimes.com)

Here author, HR Consultant (an ex civil servant and ex CHRO Cipla talks about two syndromes that he witnessed in companies he worked with and/or what he generally notices every day.
1. Companies have club culture, a cohort of suckers of accommodated conscience. rightly called, "the survivors". Author used the term "Tenured" employees.
2. Incessant bias for regional, linguistic affiliations that companies have.
I wrote on this above listed bias in my blog a decade back and author resonates same sentiments...facts remain the same.
Check this : WHY THIS 'ZILLA veri di? SiliconIndia Strategic HR Summit, Bangalore: the heinous bias! (krantmrinal.blogspot.com)

Questions to ask: 1. Did author not hire in his team a flurry of ex-colleagues (the suckers of tribal culture), at Cipla, the CEO, 2 Chief Talent Officers, who left him in less than 2 years, loads of his ex-colleagues in HR from Tata Motors and Reliance Industries Limited and Dr. Reddy's Laboratories?
2. Did he not serve Dr. Reddy's Laboratories for 11 years? Was he surviving? Did that instinct for survival and extending his genes (Anthropologists and Biologists on Genetics found this need as core to human's instinct for survival or else there would be an "existential crisis") Was it an existential crisis situation for him at his companies that made him hire loads of his ex-colleagues (safe bets?) and then you talk about being open to talent market, when you , yourself are parochial in looking at talent!

Ref- One Third of All Employees Are ‘Working Dead’ — Unhappy, Unmotivated, and Staying Put | Perceptyx

Comments

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...

CORPORATE CULTURE AND FIVE STAGES OF ASSIMILATION

If the study of culture has a predominant guru, it would be Edgar H Schein , Professor Emeritus at MIT. Schein, who has studied the elements of culture for over half a century has a simple there-layer model for understanding corporate culture (Schein, 2009). The three levels are: ü 1. Artifacts. These are made up of visible structures, processes and behavior. Easy to observe, artifacts are the outermost layer. ü 2. Espoused values. These are the strategies and philosophies at play. They include what people focus on and ‘how things get done around here’. ü 3. Underlying assumptions. These are the unconscious beliefs and perceptions rooted in the history of the business. This innermost layer is built through collective experiences including past successes and failures. Corporate culture is as powerful as it is multifaceted. The best way to understand it is to experience it first-hand. Be immersed in both the explicit behavior and implici...

Reflections: the stoic way!

Search This Blog