Analysis By Pramod K Tripathi

To operate and run an organisation in a methodical manner, it is imperative to devise a modus operandi that lays emphasis on people, process and perception. Therefore, it is imperative to draft an elaborate human resources policy, and ensure that it is made available to all the new buds to create an awareness about the process of recruitment, educational qualifications, experience, the appraisal system, working time and leave, holidays, redressal machinery to grievances, procedure of disciplinary actions, succession planning, employee engagement activities, motivational programme, compensations and benefits etc. for different job roles.


Initially, when Anuj started the business in 2015, the four core members had no qualms to mundane tasks such as opening the office in the morning, cleaning etc. so there existed no grounds for drafting the regulations.  However, when there was a progressive increase in the number of employees to near about a 100, the way of communication in the wake of business dynamics changed to a widened matrix. Anuj’s resolve for a meeting at 9.30 AM in the office to lay out the work schedule resulted in such employees who would arrive late owing to their residences being located in far flung areas subjected to disparagement by a handful of colleagues. Being an entrepreneur, Anuj provided employees some flexibility so as to attend to their personal needs which reflects his caring and valuing mind-set towards employees. In spite of this, employees showed no admiration which displays their quantum of loyalty and their outlook towards the top management, Employees of such nature normally form a minor percentage in any organisation. 


Anuj’s initiative to develop a programme that put a cap on the working hours by the employees actually worked to create a distasteful ambience, while at the time led to a space of misgiving amongst those who are steadfast and having a high potential skill set. At this juncture, Anuj should involve entrusting another person with the task of creating a disciplined, dedicated and a diversified workforce and align their assigned task performance with a performance management system defined on the basis of individual KRAs. Further, Anuj can initiate an organisational makeover by defining the concept of individual accountability, setting guidelines, avoiding overlaps, and sharing accountability. People fall under four distinct categories - those who make things happen, those who watch things happen, those who wonder what happened and those who do not know whether anything had happened. Anuj’s team contains a mixture of such people. The values by which Anuj’s team dwelled in earlier and the values that they are conveying at present is the most important issue among all. To overcome the current situation, it is required that Anuj sets a realistic goal and gauges the employee expectations. He will have to focus and tailor the norms while asking suggestions, setting high targets, reviewing systems, managing to motivate, communicating well etc. to revamp the people and practices of organisation.


Delegating the responsibility of outlining and implementing new policies to a senior team leader or the HR, introducing employee engagement activities, commencing cultural activities for employees and their families to drive home the aspect of care and also enriching the concept of family and togetherness, driving home the message that good contribution will be rewarded and recognised by the Management needs to be Anuj’s immediate agenda. It is also required to make an appeal to team members to be dedicated to the work assigned by the management and adhere to the system to maintain a high-level discipline in work place. The theory of learning to organise, deputize and supervise is then implemented and inculcated across the entire organisation. A wise person has wisely quoted, “if you want to gather honey, don’t kick over the beehive.”

Pramod Tripathi is the Asstt. General Manager-HR, Bajaj Energy Limited and is associated with Bajaj Group since 2011. He carries a diverse experience of more than 18 years in entities such as Aditya Birla Group, Jaypee Group, Visaka Group, Sahara India etc. He can be reached at [email protected]


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