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Anita Asawalikar
Anita Asawalikar

Anita Asawalikar

General Manager Human Resorce

Sandvik Asia

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Briefly tell me about your company and the HR strategies you have in place.
Sandvik Asia Pvt. Ltd. commenced its operations in Pune, India in 1960, a maiden venture in Asian continent, as a subsidiary of the Swedish Company, Sandvik Group. Sandvik Asia Pvt. Ltd. is an Indian subsidiary of Sandvik Group which is a global industrial group with advanced products and world-leading positions in selected areas-tools for metal cutting, equipment and tools for the mining and construction industries, stainless materials, special alloys, metallic and ceramic resistance materials as well as process systems. The Group has 50,000 employees, representation in 130countries, with annual sales of approximately SEK 72 billion.
HR Strategies - We have HR Advisor concept and Central Services and Specialist Concept.
What are some of trends you are seeing in HR?
HR Operations and other specialized HR functions are getting separated.
Difficulties in Planning Human Resource in an ever changing business.
Understanding of HR Managers about the Business Plans , Business , Economy , Competitors Business are some of the challenges in planning Human Resources.
How do you describe the relationship of HR with the CEO’s?
Partners, Advisors.
What is your biggest pain point?
Competent Leaders/workforce.
How do you Motivate Employees with Rewards in your organization?
Through Suggestion Scheme, Sr.Employee Awards, Scholarships to their children, performance related incentives/bonus etc.
When you hire people what are you essentially looking for?
Besides functional and behavior competency we look for potential.
Brief some of the leadership development programs held and how often? Result obtained from that?
Programs for Sr and middle level managers, Sandvik Module, 4 courses in a year. We could create pipeline and employee retention.
How do you identify leaders and promote them to the next level?
We use different models to identify the leaders. As said above they undergo training programs and are given additional responsibility and then promoted as leaders.
Engaging Gen Y - Leadership and Organization Culture according to you?
It is challenge. Since the Gen Y is very open and expressive if we do not capture them and incorporate them in the plans we face huge attrition. And we develop un engaged work force, which indulge in grape wine and creating non productive culture.
How do you recruit and retain the diverse and ambitious Generation Y?
Through being transparent while recruitment and capturing their ambitions at that time. By developing good leaders who can align Gen Y ambitions and companies institutional objectives.
Attrition Management: Retaining vs. fresh hiring
We attempt to manage attrition and retain employees by being fair, having fair people policies , effective leadership and transparent communication. In spite of this we face attrition due to pull factor of the job market. We encourage fresh hiring to certain extend.
Workplaces are changing. Cultures are evolving. Do you think the average employee today is different from his/her counterpart from a decade ago too? What is lacking and what does he/she need to keep in mind in today’s working scenario?
There is shift in employees desired qualities. Average employee today is different from counterpart from a decade ago by his exposure, by his ambition and to certain extend confused about whether and how to adopt change. Since they are exposed to lot of things, there opinions and thinking is based on superficial information. In depth knowledge gaining is required and adopting change fast and keep oneself updated with latest knowledge technology is important.
How to attract good people, retain the better people and advance the best people
Good people can be attracted by creating present employees as brand ambassador of the company besides other Company promoting . We attempt to manage attrition and retain employees by being fair, having fair people policies , effective leadership and transparent communication. Identifying the early potentials and building performance culture.
What are your advice/ suggestions to fellow HRs in the industry?
HR is not a support function it is specialization, please work towards gaining expertise/specializations.
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