Skip to main content

A tale of two young leaders: Alicia Hendy and Romal Shetty!




Alicia Hendy was my manager at APC by Schneider Electric and her many statements that I got while she answered my questions (in or out of context) that still give goosebumps to many in HR, who believe they are here as a catalyst, change agent, talent advocate, even when you are not making a dent in the universe :)

1. "You can get promoted any time and any number of times at APC. There is nothing sacrosanct about the month of April to get the annual performance review ritual to get recommended for promotion"! I quote this statement in all discussions where I see annual appraisal considered as the day of deliverance!
2. "Give them any designation that they want except mine"!
India is a designation sensitive workplace! Above statement was lighthearted statement, but she made it clear, designations don't change your reality!
In other words, not all title changes mean a promotion!

Back to current context:

You can reach the level of a partner at Deloitte India in 12 years flat!
This is the promise to the talented freshmen from college joined by the young (in the late 40's) CEO for India, Romal Shetty! https://lnkd.in/g-MHN5R2
If this is not revolutionary change to supercharge the workplace, invoking and positioning young leaders, then what is?
In the next 4 years, Deloitte India is poised to see 1000 partners, which is a 100% rise from the current numbers!
If you are not making statements, you are not a leader! Others just talk!
Not only promises can become statements,. They are platitudes if no contextual changes are made to facilitate actions to fulfill those promises.
So, here the action was to give Golden Handshake to 35 partners above age of 55 to make way for the young and talented. Golden Handshakes are usually PSU terms, often derided as the socialist era's politically correct action! One may question, however silly it may sound: Why Golden Handshake (read, special treatment and a big moneybag too) and not just Severance Pay as Notice Pay, etc. define for all other staff who are laid off for business reasons?
Another silly question: Were these 35 Partner's only fault that they were old?


Comments

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 Organizations are so BAD at Talent Management? A curious case below..

Founded in 2019 in South San Francisco,   ProcDNA has grown 2x in 24 months....from 100 to 200 as of Feb 25th as you see the snapshot below. I was looking at their India staff data looking actively for jobs as evident on Naukri.com, a leading job portal in India. For past 30 days, 39 staff in India looking out actively. If you check for past 2 months, this number inflates to 49. Median tenure of staff here is 8 months.  What interests me are the following: 27 jobs posted on LinkedIn and 9 out of them are just repetitions. Same job posted many times (5x at times).  There is only 1 Director level job is up there as far as senior open roles are concerned. Many jobs have titles like Senior/Associate/Assistant Engagement Lead, etc.  Below are 4 senior staff in key roles who are active on Naukri.com , looking for next job.  What's wrong here? Nothing....they are just looking out...:) ....But that's a self fulfilling thought, right, especially when you are the co...