An MBA graduate from Edinburgh Business School,
UK, Ms. Shalini Kamath has nearly 24 years of experience in HR, Business
Development, and Social & Community Development. She has worked
with ChevronTexaco, Star India, KPMG and is an expert in start-up
management. She is on the advisory board of TRRAIN (Trust for Retailers
and Retail Associates of India) and a co-chairperson for the HR Western
Sub-Committee of Confederation of Indian Industry (CII).
Q. Please share your views on HR as a turnaround enabler.
A. HR has a very strong role to play in turning a business around.
However, the critical part is that HR first needs to understand
the business case for a turnaround.
In certain cases where the clarity does not exist, HR can play a vital
role in analysing the areas where a turnaround could help the business
to flourish, which sometimes, the business heads may have failed to
identify. In such cases, HR also has to take the responsibility to make
them understand the gravity of the situation. Once the business need for
a turnaround is established, HR is positioned the best to work with the
business to conduct the most efficient and effective interventions to
bring about the positive people-related changes and business
transformation through people.
Q. Are there any HR limitations that you see in such situations?
A. I see three limitations:
• The HR department is often divorced from the business and HR people work in isolation. Therefore, often the critical role that it can play in a turnaround is undermined. HR needs to upgrade its skills to a level where it can learn what is happening in the business so that the need for a turnaround is well understood or in certain situations it could be identified by the HR before a business encounters a problem.
• At the time of a turnaround it is generally the business head that does all the thinking and the implementation is left to HR. However, if there is a collaboration between business and HR, many untapped solutions may surface which would be more appropriate for the business.
• HR needs to keep itself updated with all the latest theories, tools and HR practices available in the marketplace to be able to find effective initiatives for specific turnaround needs. Read more...
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Q. Please share your views on HR as a turnaround enabler.
A. HR has a very strong role to play in turning a business around.
However, the critical part is that HR first needs to understand
the business case for a turnaround.
In certain cases where the clarity does not exist, HR can play a vital
role in analysing the areas where a turnaround could help the business
to flourish, which sometimes, the business heads may have failed to
identify. In such cases, HR also has to take the responsibility to make
them understand the gravity of the situation. Once the business need for
a turnaround is established, HR is positioned the best to work with the
business to conduct the most efficient and effective interventions to
bring about the positive people-related changes and business
transformation through people.Q. Are there any HR limitations that you see in such situations?
A. I see three limitations:
• The HR department is often divorced from the business and HR people work in isolation. Therefore, often the critical role that it can play in a turnaround is undermined. HR needs to upgrade its skills to a level where it can learn what is happening in the business so that the need for a turnaround is well understood or in certain situations it could be identified by the HR before a business encounters a problem.
• At the time of a turnaround it is generally the business head that does all the thinking and the implementation is left to HR. However, if there is a collaboration between business and HR, many untapped solutions may surface which would be more appropriate for the business.
• HR needs to keep itself updated with all the latest theories, tools and HR practices available in the marketplace to be able to find effective initiatives for specific turnaround needs. Read more...
Read More IIPM Related Articles
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face
