FEBRUARY 20198HR ­ DRIVER & ENABLER TO DELIVER STRATEGY TO CREATE A NEXT GEN ENTERPRISEBy Shreeram Varahan, India Head - HR, Thomson ReutersShreeram is a global organisational change and business transformation leader with demonstrated success in building HR capability across matrix-ed teams; trusted executive adviser with a proven ability to lead, coach, and influence at all levelsIN MY OPINIONecently I read an article where the CEO of a chip design major was talking about their next genera-tion chip being ready for market. What caught my attention was the fact that their team in Bangalore had designed the chip. I thought this was amongst the most defining moments for the Indian IT industry delivering on the IT strategy. What distinguishes the technology in In-dia is the fact that the country has seen a proliferation of companies that setup shop here and gradually helped build competence & capa-bilities across product and software life cycle.The Indian technology in-dustry today is experiencing a tectonic shift.1. Shifting Economic Power: As one of the rapidly developing coun-tries, India is no longer a cost arbi-trage proposition. We have moved to become a talent proposition with a `competitive advantage' for the en-terprise by transforming into Cen-ters of Excellence (CoE) just like other developed countries. 2. Demographic Shift: We are moving beyond a traditional labor pool with the rise of the gig econ-omy, where talent does not only come from within the organization, but also provides a growing pool of self-employed people resource. We are also seeing a multi-gen-erational talent pool emerging as the trends for upskilling across the changing age profiles of employees becoming more apparent and mil-lennials spearheading changes in the workforce. 3. Technology Breakthroughs: The near future will have humans and machines complementing each other as emerging technological ad-vances in Artificial Intelligence, Big Data, Cloud & Robotic Process Au-tomation are gaining prominence. HR will need to develop strategies and tools for recruiting, training and managing the workforce for the changing dynamics, freeing them to focus on social skills and prob-lem-solving abilities.How does Human Resources enable industry, organiza-tion and consumers respond to these megatrends and radical changes?The answer lies in the four rights ­ which, when implement-ed effectively and consistent-ly, will help businesses thrive-in changing times and help deliver on the business strategy for the organization.1. Right Structure: Setting-up the right structure, one that is aligned to deliver business goals is the first step towards success. a. HR plays a strategic role in moving to a leadership focused on growth, i.e., getting CEO, CFO and CPO aligned to ensure HR has a seat at the table. b. Once things are aligned on top, the focus should be on design-ing an organizational structure that is lean, agile and aligns with our customer segments. Organizations also need to consider co-locating talent for collaboration and where they can be close to the customers or to our centers of excellence. It is also important to get the span of control right at each level. c. To ensure the most-effec-tive design, HR needs a commercial mindset and build from the per-spective of `Outside-In'. In addition, the next set of competencies that HR needs to focus - develop stra-tegic transformation, project man-agement, business and employee engagement skills.2. Right Talent: Once the struc-ture is in place finding agile talent is the next step. R
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