Different approaches to manage human resource
Dec 26, 2004
By Our Special Correspondent, The Hindu

Almost all HR managers have common goals: recruiting and retaining the best talent available. However, each industry sector has different approaches to managing its human resource.

At logistics major Transport Corporation of India (TCI), the employees they need are those with a judicious mix of youthful imagination, risk-taking ability and seasoned experience.

Training

It has in-house training programmes across the country for 1,500 employees each year and sponsors young employees study for MBA. Senior employees are nominated for external training programmes. TCI also has a formal performance appraisal system and employees are assessed twice a year. This is enhanced with well defined "key result areas" for every job position and each employee's competence level is assessed, the company says. Performance is recognized through promotions, increments and career development opportunities.

The IMFA Group, which is one of the largest producers of ferro alloys and extensive chrome mining tracts, needs employees willing to live on its locations, far from urban comforts. "Earlier, HR used to be a backend office function. Now, it is part of every strategic decision we take. It could be skill sets we want to nurture or quality initiatives. There is a complete change from taking care of industrial disputes to quality management says K Krishnamurty, Chief of HR at IMFA.

Key issue

"The key issue remains attracting and retaining talent, and for us, establishing relationships and building trust with employees are key success factors," he adds.

HR practices in the group are well documented and circulated, and from the day an employee is selected, a relationship is built. Training needs are identified based on job requirement and competency and includes in-house, in-company and external programmes. Training is taken seriously with feedback from participants and followed up with assessment/review of effectiveness.

'Entry point advantage'

"We believe in the policy of only entry point advantage. This means a better performance at the interview, a blend of qualification, experience, aptitude, leadership and communication skills given an advantage but only for selection. After being absorbed, the major criterion for success is only performance," Mr Krishnamurty says. Infrastructure company Simplex Concrete Piles, through a "traditional industry", has felt the need to revamp its HR process, says its director, Amitabh Das Mundra. This applies to most of the construction industry now. "The indicators are quite positive as far as growth of the sector is concerned. HR has a big role considering the demand and growth," he says.

Structured induction

Simplex gives importance to training, starting with a structured induction process that covers organizational values and HR practices. Engineers of the company are given a one-year on-the-job training at various sites of the company. Simplex also supports the National Institute of Construction Management, Delhi, which provides training to civil engineers and enhances their skills.

"Growth is linked with a performance management system, which is based on a delivery and competency level. This takes care of short and long-term career development," Mr Mundra says.

What appears to be evident is that the ability to learn while working and enthusiasm for enhancing skills take an employee far in his or her career regardless of the industry sector.

For any information relating to IMFA Group or to enquire about a Press Release issued by us please contact:

Mr Kishore Mohan Mohanty
Bhubaneswar
email: kishoremohanty@imfa.in