Two recent articles should go a long way in provoking a debate about how large organisations deal with their employees, particularly those who are disgruntled.
Mr V S Mahesh, in "The Maruti strike & an old story from the Tata Group" quotes JRD Tata - "One lesson I have learnt through 50 years of working with people is that there are no union problems…only management problems.” This is a telling remark; there are two others in the same article:
That's a curiously contrarian point of view. While Mr Siddiqui goes on to say "The third is in our senior management. I think in terms of our culture building capability, we did have some gaps", there is this insidious thought in my mind that perhaps Gen Y was going in whichever it wanted to go, but perhaps the management was not looking.
In a report called "Global Workplace Innovation - Generation Y and the Workplace Annual Report 2010", for Johnson Controls (freely downloaded from the Net), the section on India has this to say:
"Who is the Generation Y in India?
"In India, they make up the more than half of the population. Despite the large potential workforce, not all are ‘employment ready’ and so their talents are in short supply. The Generation Y in India is a remarkable group that is ambitious, optimistic, embraces change and have a clear sense of where they are headed. Most are ‘entrepreneurial and business savvy, as well as technologically capable and connected.
"With about half of India’s one billion people under the age of 25, Generation Y in India is the world’s largest. Positioned in a time of exciting and rapid economic growth in the country, they are keen to participate in the country’s future and success. The country’s recent parliament elections saw a huge turnout of Generation Y population, demonstrating their ambition to take the country forward. Highly competitive, Generation Y is more than ever before seeking higher education and landing jobs in multi-national companies in areas such as IT, back office operations, media, strategy and management positions. With opportunities aplenty in the current economy, they are also job-hopping, something not seen in their parents’ generation."
There's more of this; you could download the whole report and read it yourself, if you so desire.
If this understanding is correct, it would seem to me that Mr Siddiqui's statement that "Therefore my first premise is that whichever company, whichever sector, we need to have a very clear thinking how we are going to handle Gen Y", is really patronising. Or is this a standard managerial perspective? That you 'handle' people, not understand them and their motivations, and work together for a common win-win game?
I am not a HR person by qualification or nature of work - I hope some of you are and we could discuss this matter - I believe there needs to be a much degree of sensitivity in dealing with people than I seem to notice in the Business Line article.
Mr V S Mahesh, in "The Maruti strike & an old story from the Tata Group" quotes JRD Tata - "One lesson I have learnt through 50 years of working with people is that there are no union problems…only management problems.” This is a telling remark; there are two others in the same article:
- "There appears to be an extreme paucity of good HR professionals who can balance the soft and hard aspects of people management. I believe the primary cause for this is the sort of HR-related education offered in our management schools and executive development programmes."
- "For decades, our management cadres have been fed a diet of quantitative models and American perspectives on HR, such as viewing people as a variable cost rather than the only asset that can appreciate in value and limiting talent management to incentivizing white-collar knowledge workers."
That's a curiously contrarian point of view. While Mr Siddiqui goes on to say "The third is in our senior management. I think in terms of our culture building capability, we did have some gaps", there is this insidious thought in my mind that perhaps Gen Y was going in whichever it wanted to go, but perhaps the management was not looking.
In a report called "Global Workplace Innovation - Generation Y and the Workplace Annual Report 2010", for Johnson Controls (freely downloaded from the Net), the section on India has this to say:
"Who is the Generation Y in India?
"In India, they make up the more than half of the population. Despite the large potential workforce, not all are ‘employment ready’ and so their talents are in short supply. The Generation Y in India is a remarkable group that is ambitious, optimistic, embraces change and have a clear sense of where they are headed. Most are ‘entrepreneurial and business savvy, as well as technologically capable and connected.
"With about half of India’s one billion people under the age of 25, Generation Y in India is the world’s largest. Positioned in a time of exciting and rapid economic growth in the country, they are keen to participate in the country’s future and success. The country’s recent parliament elections saw a huge turnout of Generation Y population, demonstrating their ambition to take the country forward. Highly competitive, Generation Y is more than ever before seeking higher education and landing jobs in multi-national companies in areas such as IT, back office operations, media, strategy and management positions. With opportunities aplenty in the current economy, they are also job-hopping, something not seen in their parents’ generation."
There's more of this; you could download the whole report and read it yourself, if you so desire.
If this understanding is correct, it would seem to me that Mr Siddiqui's statement that "Therefore my first premise is that whichever company, whichever sector, we need to have a very clear thinking how we are going to handle Gen Y", is really patronising. Or is this a standard managerial perspective? That you 'handle' people, not understand them and their motivations, and work together for a common win-win game?
I am not a HR person by qualification or nature of work - I hope some of you are and we could discuss this matter - I believe there needs to be a much degree of sensitivity in dealing with people than I seem to notice in the Business Line article.