Investing in HR is not just adding people in a function or buying the latest HRIS, it’s a shift in mind-set of the leadership. How the function shifts, is influenced by vision of the entrepreneur, growth of the business and its commitment to people
Pranesh, Mr. Shah, his father and I, were in a meeting when he put this question to me. “Why do we need to invest in HR? We already have three HR staff, what more do we need?”
Mr. Shah had started his chemical manufacturing business 30 years ago and had grown it to a 400 cr company. He had done this with 1 person to manage payroll and administrative issues, so his bewilderment at “invest more in HR” was understandable.
At that point, Pranesh explained how a good HR function is critical. He had obviously been exposed to the ‘professional way’ of work at his internship and wanted to replicate a similar approach in his business.
Pranesh had ambitious plans for the business, he wanted to double the revenues in 5 years, explore international markets, set up more manufacturing sites and diversify into other areas. He wanted to look for strategic tie ups internationally.
He was clear that they would need to change a few things. “We cannot grow at that rate by doing the same things we did for the last 30 years” he would say to me.
“I want you to help us build this organization for the future, to make this organization sustainable and growth oriented,” he said.
“But he is an HR person, what will he do?” Mr. Shah interjected.
It is true, whenever the question of growth presents itself, entrepreneurs plan to increase sales, make deals, appoint sales personnel, increase manufacturing base, cut costs. They are perfectly legit ways and deliver the required results.
この記事は People Matters の July 2019 版に掲載されています。
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この記事は People Matters の July 2019 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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