Friday, 2 March 2012
HCL Tech. HR
HR ANALYSIS
To the outside
world, HCL Technologies (38,000 employees, $1 billion plus in revenues) is just
another big Indian IT services company, and on paper its structure and its
processes look remarkably similar to everyone else’s. But scratch under the
surface and you see the beginnings of a new model of management. Through the
pioneering efforts of its president, Vineet Nayar, HCL Technologies is putting
in place a series of apparently small changes that will potentially have a
dramatic effect on how people in the company work. And already these
innovations are starting
to get
noticed.
Nayar has a
few over-riding principles that shape all the changes he is putting in place at
HCL:
·
Employee first,
customer second. “The scarce resource is not customers, it is great employees,
so if we spoil them, and make them realize that HCL is a great place to work,
they will deliver value”.
·
Transparency
reduces the gap between the manager and the employee. Many traditional organizations
create problems by restricting the flow of information and setting up artificial
boundaries between people. By increasing
·
Transparency
these boundaries are removed and employees are more likely to act responsibly
and creatively.
·
There are no
half-measures. You cannot change a 30-year-old company culture without extreme
measures. Dramatic changes are needed to get the pendulum swinging.
Any employee
with a question, a problem, or a gripe is encouraged to open a “ticket” with
the relevant department. If there is a problem with the air-conditioning, she
opens the ticket with the facilities service desk; if she doesn’t like her new
salary, she opens the ticket with the HR service desk. As soon as the ticket is
opened, “people start running around trying to solve that problem.” And,
importantly, the only person who can close a ticket is the employee who opened
it in the first place. Service desks, such as HR, are measured on their ability
to resolve tickets, and the expectation is that tickets will be closed within
two days.
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