Business and Gita |Introduction


Gita is 5000 year old 700 verses hindu scripture in sanskrit. It’s a narrative between pandava prince Arjuna and his guide n charioteer God Krishana. Gita is about ethical and moral struggle of human life and finding the ‘way’ or the ‘right path’. In business life with growing conflict between earning dollars and saving the planet – Gita is as relevant as it has ever been. In this series we will see parallels between Business and Gita. This is introduction video of the series ‘Business and Gita’.


4 Pillars to manage HR Function

Importance of HR management can not be ignored anymore irrespective of size of your organization. Objective HR management is new age mantra considering the paucity of time we all operate in. More objectivity can be supported by becoming more metrics measurement focused.

The master question every HR leader and Business leader is pondering can be summed up as follows:

“What kind of resources do we need to acquire and what talents and skills do we need, so that our Business Processes perform to the expected level?”  

Now lets look at what kind of HR pillars / infrastructures are required in modern organization – noting again – irrespective of size of organization. The 4 pillars are ‘Employee Motivation’, ‘Talent Pipeline’, ‘Acquire’ and ‘Skills’. In this blog we are further going to dive deep and explore key elements within each infrastructure. We will look at each pillar with action phrase and we will nail a tool than can help manage the key element within each Infrastructure or Pillar.

Pillar 1 : Keep and sustain employee motivation

Employee motivation is important metrics. The key element here is engagement to keep and sustain motivation. It is important that at different levels within organization specific initiatives are planned.  In a manufacturing organization levels can be blue collar, middle management and senior management. To keep and sustain motivation level first it is important to measure it. ‘Employee Satisfaction Survey’ can have sections which specifically measures ‘Motivation Score’. The score outcome in each employee level will help to plan engagement calendar. The engagement calendar for IR (Industrial Relations) with blue collar employees can sustain motivation with identification of activities like ‘Plant Manager / Skip Level  dialogue meetings’, ‘Sports events’, ‘Learning Events which are relevant to their job area’ and many more. Similarly an engagement calendar for middle management employees can drive measured motivation score in ‘Employee Satisfaction Survey’ with events like ‘Specific Skill Training’, ‘Family Day/ Annual Day Celebration’,  and ‘Dinner with CEO’ etc.. The key tool here is ‘Engagement Calendar’ for each level quarterly approved for execution by management.


Pillar 2 : Fill Talent Pipeline

It is apparent that 20% of the employee base contributes to 80% of results. Therefore it is so much important that those 20% of key employees are identified. In addition to identification they deserve higher level of engagement. In my experience at Anand Automotive it is very impressive to observe that this list is personally monitored by top 2 people in the group comprising of 8000+ employees. The filled pipeline and employee engagement results are impressive and better than other peers. This list of employees need to be overlapped with the functional positions needed to be filled in this year and 3 years from now to spot gaps. The gaps can be filled through training the people with challenging on job assignments so they can be elevated and fill those gaps. Another approach is lateral hire. Lower the need of lateral hire optimizes employee cost for the organization. This infrastructure therefore is key to build a sustainable business.I rate Anand Automotive as best organization in India on this metrics to measure this infrastructure of filled talent pipeline.


Pillar 3 : Acquire / Hire 

This pillar is critical and large number of organizations are struggling to perform adequately on this. Two key issues need to be addressed -first, the process of hiring itself as it seems it take forever to on-board needed talent and second, hire employee with higher potential than current level of people in the organization for the same job.

Process of hiring can be tracked through simple stage gate matrix. It is important to assign target SLA for each stage gate after approval to hire happens. Example:

Stage Gate                                                                                                        Standard SLA

Job Description Final by Manager (not to change ideally)                    5 Days

Collection of 20 CVs of similar profiles matching JD                             5 Days

Shortlist 5 CVs for Phone/ In Person Interview                                       5 Days

Interview by at-least 3 panelist (Group or Individually)                      5 Days

Offer letter + Backup second best engagement                                       5 Days

Once the actual performance is tracked it is possible to give feedback to stage gate where SLA is higher than acceptable standard. Easier said than done – not impossible 🙂

Second key issue of hiring employee with higher potential than current level of people in the organization for the same job helps keep raising the competence level of organization. One of the 3 panel member in the interview can focus of just this aspect of hiring. Decision making can avoid ignoring feedback from all panel members.

A very good practice to follow is involve high number of employees in hiring panel interviews. It is a win-win as it gives chance to existing employees to research more about own organization and improve pride of belonging. It gives also acceptance to new incoming employees by at-least panelist and it is not a bad start.


Pillar 4 : Skill Employees

Appropriate skill set is critical ingredient. Organizations are not implementing skill programs well due to lethargy of managers to assess and record skill gaps quarterly or bi-annually. Without measure gap and skill need identification one can not work on this.Useful one on one meetings can ensure this. If HR manager drives gap assessment half the work is done. Once you have documented gap analysis it is enough motivation for all involved Employee-Manager-Management to approve best of affordable cost skill programs for employees. If you have large employee base you can run knowledge center in-house and offer incentive to employees who support as trainer. In case it is difficult to start a goal like minimum 40 hrs of annual training is good metrics to measure.

HR management is vast area and no document will be ever able to capture all what is takes to become a great HR practitioner in a constantly evolving world. I wish all the success to your organization – happy managing.

At we are very passionate about these 4 HR pillars. If you would like to learn more please contact author.