Women have emerged as better leaders, in most of the verticals across a broad spectrum. The trait finds roots in the natural evolution process as the females were to keep the clan together while the males went out looking for resources.
Men seem to be more individualistic and rigid while women have a more fluid personality. The skills of managing come naturally to women. Decision-making insight that requires diligent handling of human resources, with the involved tangibles and intangibles is innate in women. The higher EQ in women helps them in taking people along and also perform a range of tasks, in all roles.
Women are more passionate; and can pull out all stops to ensure that definitive moves are made with the team in the tow towards the desired direction. They are masters in multi-tasking with their multi-faceted personae; and their cohesion and traction among the team is adorable. Women are better sensed to gauge the real situation, the constituents, their roles, risk and possible outcome. They are good at risk management.
Another view says that there is no difference between successful women managers and successful male managers. Both demonstrate high levels of those competencies that are required for delivering top performance and sustaining the same. “Women have proved their credentials and are respected to what they bring to the table; gender becomes a non-issue.” says Dr. Uday Salunkhe, Group Director, Welingkar Institute of Management. Gender neutrality has already made its entry in most of the sectors. And the trend is here for good.
For where the nuances of women managers and how they manage male direct reports are concerned, a bit of common sense and professionalism is what the male followers need to keep in mind and practice. Male followers should know the style of working of their female bosses and when in doubt ask for clarity. And the rest falls in place. All bosses are human and colleagues albeit senior.
A new concept has emerged in the field of Human Resource Management, known as ‘People Analytics’. The concept revolves round the fact that people are the building blocks of probable growth and innovation that can occur in an organization. The element of cost also comes under its purview.
“People Analytics draws heavily on big data enabled by technological advances, using the same in reference to behavioural pattern and people related issues. It streamlines businesses, irons out the complex issues at work; boosts employee loyalty and limits the churn (attrition)”, says Dr Anil Rao, Dean and Director –Welingkar, Bengaluru
Global giants have employed ‘people analytics’ to accelerate the profitability of the company by making the workplace more engaging. Global majors that have been successful with this concept include Facebook, Starbucks, Bank of America to name a few. The concept primarily deals with scope of manpower potential in achieving the organisational goals.
The fluidity of people analytics lies in the fact that it can be applied at different levels – individuals, groups or organisations as a whole. However, organisations are still in the process of figuring out how analytics could help take better people decisions within the organisation. The other areas that are under study include understanding workforce composition, assessment and reporting on key people issues, alignment to business strategy, improvement of employee data integrity, benchmarking key people metrics against external peers and more. So, the objective, data-driven and empirical approach that forms the basis of People analytics could pave a way for phasing out conventional HR practices that have proven ineffective and outdated.
Also Contributed by Prof Dr Uday Salunkhe, Group Director, WeSchool
While having an eminent guest speaker is usual for the students of Welingkar’s Institute, the excitement was at the paramount level for the visit of Nobel Laureate Dr. John Warren. “Dr. Warren was awarded Nobel in Physiology (Medicine) along with Dr Barry Marshall for the discovery of bacterium Helicobacter pylori. He is a Companion of the Order of Australia,” informs Uday Salunkhe, Group Director of WeSchool.
Dr Warren spoke about dedication and diligence for carrying on research in an untapped field of science for more than two decades. “When we started our research, scientific and technological tools were not advanced. Science believed that bacteria couldn’t grow in stomach, good biopsies were rare, and there were no clinical specimens.”
But refusing to be discouraged, they kept experimenting and after years of hard work, discovered the bacterial strain, a miracle that opened new vistas in discovering treatments for gastritis and peptic ulcers. The biggest challenge, he said, was “To convince the clinicians to see what was right in front of their eyes.”
His lecture reinforced WeSchool’s AAA philosophy of acquisition, application and assimilation of knowledge. His passion for photography helped him capture the finer details of specimens under the microscope while he creatively integrated art with medical science and innovations for societal benefits.
On being asked his opinion of the belief that it takes 10,000 hours of practice to chisel out a genius, Dr Warren humbly said that he didn’t consider himself to be a genius as he was really trying to prove what was already there.
During slowdown, employee downsizing results in decreased morale, motivation, organisational commitment and engagement, affecting performance at work,” says Uday Salunkhe Group Director, Welingkar Institute of Management Development and Research.
This reality has been under-acknowledged in the Indian corporate context due to multiple reasons. The most important one is that, unlike now, for a long period of time, job creation always exceeded job losses.
Appropriate communication is the key to avoid the side-effects of downsizing. By means of general staff meetings and briefings by line managers, the company should clearly communicate to the employees how restructuring and diversion of saved-costs in revenue earning processes will help the company drive towards growth and profitability. Employees should be encouraged to share their concerns.
Reiterate the fairness of the decisions. Decision makers should try to establish trust and engagement by ensuring transparency in the steps taken. The survivors will show more commitment to the organisation when they feel that everyone was given a fair treatment.
The remaining workforce should be ‘mentally preoccupied’ with the recovery process and the excitement of the challenge. Next, there should be flow of positive energy to keep the workforce motivated. It is also the best time for the organisational leadership to improve training that is directed towards business results.
After all, a crisis should never go waste. It is the best time for leaders to capture the imagination of the workforce, to ‘build muscle’ for which the workforce might not have had the luxury in good times.
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The world we live in is changing swiftly. In these changing times, old habits will prove ineffective and fail to have any impact on the growth of life. “The type of change which has been witnessed in the realm of business during the past two centuries since the dawn of the Industrial Revolution era in the West is of such a fundamental character that it has materially altered the entire fabric of man’s way of life,” explains Uday Salunkhe, Group Director of WeSchool.
Uday Salunkhe states that corporate are thinking of retaining due to lack of trained manpower in all industries and sectors.
The rate of attrition of skilled employees in IIT, ITES, Banking and Finance and insurance sectors is rising. In other sectors, this trend is catching up. Dr. Salunkhe points out that these issues occur due to the availability of lucrative options for career growth, attractive pay packages, better relations and stress-free working environment.
“Today’s youth will quit their jobs because they want to earn more and keep up with the fasttrack lifestyle,” he adds. In addition to these, there is serious disagreements with seniors and disconnect with peers.
Companies build up their human resources for good times as well as bad. The idea is to stay better prepared to face challenges of attrition and retention.
For several reasons, it is always best to invest in employee training. Companies must help employees identify their skill sets and develop them.
“Training and retraining saves time and is cost effective as it helps the company to retain a competitive edge, boost employee morale and lead to growth,” says Dr. Uday Salunkhe.
A multiskilled employee can be very effective contributor to the work output of several traditional training disciplines. It reduces labor cost, improves productivity and turnover.
“Having multi-skilled workforce is a necessity in today’s era of specialization. Corporates rehire people returning from school or other industry with improved knowledge and skill sets,” concludes Dr Uday Salunkhe.