There has been a long standing debate around the changing role of human resource (HR) function in the organizations and the continuous pressure on HR managers to develop it as a ‘profit-center’ rather than being a ‘cost-center’. Going with the recent trends one can say that the role of HR has come a full circle. Today, companies are asking their people managers to transform into number-crunching business heads and handle both portfolios simultaneously. As a result, when it comes to a vacancy in a business leader’s role, an HR head’s chances are as good as that of the finance or marketing lead.
In today’s environment, people strategies have to be integrated with business imperatives. HR has taken centrestage at a time when most companies are grappling with people issues including attraction and retention of talent. This phenomenon will gather momentum in times to come. Simultaneous handling of multiple verticals by the same leader not only broadens the vision of each vertical but also helps the team grow in responsibility and stature. People will continue to be the key differentiator of an organisation and therefore in the next decade, HR will play a pivotal role in organisation building.
R Elango – HR Head & Strategic Business Unit Head, MPHASIS
Mid-tier ITeS firm MphasiS named its chief people officer R Elango as strategic business head for emerging markets where he is responsible for application services, business process outsourcing and infrastructure service in emerging geographies like India, Indonesia, Hong Kong and the Middle East. “It is like handling a company within a company,” says Elango. For Elango, this means a career spurt and the chance to be part of the CEO succession plan. “I get to eat my own medicine. This step makes me a fuller HR professional as I get a multi-dimensional perspective,” says Elango, who was HR head for six years before taking over the new role.
Krishna Mohan – HR Head, CEO, Sales & Supply Chain, EMAMI
Mr. Krishna has been playing a triple role for the past two years and believes this strategy integrates some of the important components of each function. His sales background meant he had to handle people on a regular basis and push them to perform, a role that matches an HR head’s profile as well, but across functions.
Sachin Raole – HR Head & CFO, RPG Lifesciences
After heading the finance vertical for two years in RPG Lifesciences, Sachin Raole was asked to look into the HR role. A smart ploy on the part of the firm, since his customers remained the same. Raole, however, says he may not have been able to marry marketing and finance, which have two distinct set of customers. Finance and HR, he says, can be merged more easily. “Both departments deal with resource management. For any investments in workforce, including compensation, it is finance that gives the final nod and the process becomes smoother since they are under one umbrella,” says Raole. He did not have any formal training in HR processes but has managed to bring in more town halls and alter performance management since he sits on the other side of the fence as well.
Reference : This article was originally published in the Economic Times on October 16, 2012
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