People Practices in Indian Companies are still @ 1990’s

A couple of months back I was reading “Drive by Daniel Pink”. It’s a masterpiece to understand what motivates people at work for doing the work.  It talks mainly about intrinsic & extrinsic behaviors. And the main theme of the book is about purpose, mastery, and autonomy as dimensions of achieving the productivity at work.

anton-mishin-328089                But if I co-relate the concept mentioned in the book with Indian context, I see challenges of India companies are bit different. Here am I am NOT talking about Indian companies serving fortune 500. Indian companies serving fortune 500 global companies are still able to improve or have been forced to improve their people operations & practices by working closely with them. But for companies working in India serving Indian customers; people operations & practices are still at very early stage.

The two reason when companies in a specific economy start improving their people operations & practices:

  • There is a huge gap between talent supply and demand. And the cost involved in losing a high potential/performing employee is very high.
  • As an organization, you are aspiring to scale faster, bigger and going beyond your current boundaries & potential.

At qilo, we are meeting and working with CEO’s and HR leaders across industries and was fortunate enough to work with all levels of the hierarchy. Here are learning that we had in our journey so far.

  1. Most of the businesses are still focused on daily execution and lack strategic orientation for the organization. If you focus on getting more transactions & time from your employee, you will get that only. As economy will improve and grow, competition is going to increase in every field with entry barriers for every business going down. Winning organizations will be those will strong people, process and technology practices. And it’s not that leadership don’t’ understand that, but bringing the required change in the organization about strategic orientation is not an easy job.
  2. Non-supporting government policies, infrastructure issues and being a cost-sensitive market, doing business in India is still very difficult. Companies are always under the constant pressure of keeping the cost low. This means that organizations are always in the survival mode. To keep the cost low, they don’t invest in the improving the people operations & practices. All this leads to leadership being in-the-business rather than being on-the-business.
  3. The nature of work we have done so far as a country is mostly services oriented. As India moves from service-based economy to product and innovation-driven economy, organizations are bound to focus on giving more freedom and autonomy to people to be more creative and innovative at work.
  4. The spiritual gurus of Indus culture have always encouraged people to seek the meaning of their life. And it’s been always prescribed that to achieve meaning of life; the person should see herself as a separate entity from her relationship, family, and profession. The approach towards life was always exploratory rather than goal oriented. But this is changing fast with new generation. The new generation is finding the meaning of their life through the work they do. Thus organization are bound to improve their hierarchical structure to give more growth opportunities to their people