Analysis By Ravi Mishra

Ajency.com has grown from a 4-member team to a full-fledged company of 100 employees within a time span of two years i.e.  from 2015 to 2017. On the one side, such unprecedented growth is matter of great success for Anuj, while on the other, it brings forth lots of complexities that arise while managing the growth of every stakeholder. In IT companies, employees are one of the most critical success factors and the key drivers of business. There was a time when the company was started the four founding members were working as one, sans any boundaries or division of roles and responsibilities. In a newer scenario, once the organisation has grown to 100 employees, it needs proper governance, which is possible to be created by a set of rules and regulations in terms of HR policy, delegation manual and other employee related issues.

 

Though the function related to attendance and reporting time is very trivial, it also creates lots of negative vibes in the organisation when not handled properly. In general, the company had decided that employees need to work for 40 hours a week with 9.30 AM – 6.00 PM as the standard working hours, or can follow the flexi time to report at work. The company declared flexi policy must be observed along with compulsory presence during prime time declared by the company as 11.00 AM – 4.00 PM. Policies are made for people in general, but the objective of the organisation should also be aligned. One cannot make a policy for every individual, but in exceptional cases/situations, a discretionary power is used for special approvals.

 

Anuj needs to hire an HR expert to handle issues which are a cause of worry not only to himself, but for others in the organisation as well. This will work to reduce subjectivity within the organisation, and create an environment of fairness where every employee is treated on par with one another. Employee dis-satisfaction is not good, and, it is universally acknowledged that talent in IT companies are unique and important. In the true sense, they are assets to the company and are not easily replaceable. The company needs systems and processes in place to manage teams effectively, and, give space to Anuj to play the role of a leader and an enabler, focus on other important business drivers with higher value propositions for the growth and sustainability of company. 

 

Anuj should engage the employees over a discussion on the provisions of the draft HR policy in a town hall meeting to get it validated in the best interests of the organisation. This will help employees raise issues of pertinence, and get these addressed instantly, if it impacts a larger group of employees. This is the best way to handle trivial issues related to employees, and, avoid its recurrence in repetitive cycles that reflects in burnout.

 

The second important issue is creating a positive work culture in the organisation by introducing a consistent performances management system right from goal setting to review and evaluation. This should also be linked with a total reward system. The organisation should also focus on enhancing the capacity and capability of employees to pursue the shared vision of organisation through robust performance management system in place. Anuj needs to be more objective towards a bigger agenda that drives the organisation towards its purpose. I would recommend that he read the book “What brought you here won't take you there” by Marshall Goldsmith, whenever he feels sentimental or gets nostalgic. He must embrace the paradigm shift to move ahead.

Ravi Mishra is the Regional HR Head - Birla Carbon, South Asia and Middle East. He has worked in diversified organisations such as Nicholas Piramal, Mardia Group of Industries, Aditya Birla Chemicals, and UltraTech Cement. Ravi has good exposure of working in a cross-cultural environment, with capabilities of building teams and understanding business perspectives, linkages and strategic orientation with regard to people management.

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