Audit manpower efficiency

Eileen Crawley has contributed to professional growth of numerous corporate managers and executives over last 20 years in Malaysia, Spain and UK. With a strong academic background in training and extensive experience in corporate training, Ms. Crawley has deep understanding of the Malaysian environment and other European business contexts.

Q. What are the effective communication and management skills for HR during a turnaround?
A. During a turnaround, it is imperative for a business to retain open communication across levels and holding town hall meetings can be one way. This requires selection of the right candidate with good communication skills and who understands strategic plans. HR should ensure information flows from this one source only and the same information is given to all stakeholders. It can prevent gossip and speculation among the staff by ensuring their access to same news and reports at the same time. HR can assist a turnaround by defining a clear vision for strategic plans and business focus, however, the company should have a convincing ‘story’ to tell. As part of planning and management, HR should identify, in collaboration with strategic management, the key businesses which the company should retain, and their manpower need. It should identify those parts of business which need to be sold or outsourced. The objective behind these decisions should be made clear by HR to the staff. HR should conduct confidential manpower audit to assess retention needs and prepare redundancy plans for least needed staff. It is imperative HR should inform the people about redundancy plans before or at the same time as they find out about the overall cuts to be made, to prevent uncertainty. Read more...

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The wow Bandwagon!

Passionate about linking strategy and HR and translating this into measurable delivered results, Ms. Aparna Ballakur has over 15 years of experience with companies such as Adobe Systems, McAfee Software and Sasken Communications. After B.E. from the University of Mysore, she has completed an Executive Leadership Program from Cornell University and the Strategic Human Resources program from the Stanford Graduate School of Business.

Q. What drew you towards HR? Also, share your experience working with companies like Adobe and McAfee.
A. I started my career as an R&D engineer and entering into HR was a stroke of serendipity. I chose to stay on because I enjoyed the work and the learning that came along. What caught my attention was that there is a lot of functional expertise within the HR which a lot of people outside the profession are not aware of.

My experience in the two companies was very different. McAfee – my first company – gave me experience and understanding of what it meant to work in a multinational environment. They were just starting their operations in India when I joined; there I got an opportunity to build the R&D centre.

At Adobe, I was managing India and China operations. I got an opportunity to set up the centre in China and learnt how things work there. Culturally, both the nations are very different. Read more...

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HR needs to effectively communicate its contributions

Third, what it needs to do is to become strategy oriented and focus on issues which are vital to the business. Sharing responsibility for the goals and plans of the business is vital too. While making plans for the HR department, the business goals should be kept in mind and should be achieved along with the human resources’ goals. The HR is responsible for supplying the best talent who is trained in the business, motivated by their work, rewarded and led by the efficient management. While aquiring adequate knowledge about the business, it should also encourage continuous performance improvement.

HR has to be responsive and develop a strong customer-oriented support. Creating effective relationships is another crucial factor that fosters strong professional HR skills. Executives look for characteristics such as strong personality, impartiality and enthusiasm to take up challenges in the HR. They feel that these are critical for configuring the HR for tomorrow’s challenges which demand the function to be proactive and not distant or caught up with trivial details.

To be successful, today’s HR department has to make a flawless progression from managing elaborate administrative practices to being successful strategic business manager. More than ever, it has become an absolute essential in the present scenario that the HR adds value to the strategy and become an indispensable part of the organisation.

An important strategic choice for the human resources executives is to align through different options and to arrive at the best procedure for maintaining a balance between traditional and contemporary practices. Here, the focus should remain on business goals.

The time has come for HR to seize the challenge and start changing. The expected change has to be focused and aligned with the CEO’s vision and business. This alignment will navigate these custodians of human resources towards an overall growth of the tangible and intangible. Only then the department will be able to make its presence felt at the strategic level and will be respected in the boardroom. Click here to read more...

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