Engagement for wellbeing and happiness quotient of employees

Tips for a budding HR professional?

In this era of technology, where emotions are going for a toss, you have to make sure that you keep the emotional values and quotient high because you will be the one adding life or human touch to the otherwise now a machine-driven mechanical world

To what extent an employee’s performance is dependent on the manager?

Workplace is one where a person spends the maximum number of hours in a day. Human behaviour depends immensely upon his/her physical and emotional surroundings. If one does not have a healthy and happy atmosphere to work in, it is sure to reflect in his/ her personality/ Behaviour.

A manager is the one who moulds an employee by leading by example. The freedom to take up challenges and learn from them is something that every manager should give their employees

This not just gives them confidence but also teaches them to be responsible for their actions. An environment which enables growth but not at the cost of happiness is the one every manager should thrive to create.

How can an HR contribute strategically to the organization?

For any organisation to be successful the one most important factor to consider is the mental wellbeing and happiness quotient of its employees. Often, in the race to become number one, organisations tend to forget to recognise the people behind the success and that is when the foundation starts to shake. It is important for HR to set a clear understanding of the organisational values, the culture to be followed and determine the tasks to be done for the welfare of its employees at all levels. This includes professional and personal wellbeing of every employee. 

At Innov8 we made sure that we treated each and every team member as a family and gave them the leverage to learn at every step. We took online packages for various platforms (such as Slideshare)  and allowed everyone with access. Through this, we ensured that our team are updated with the latest technologies and practises and also made sure that they were ready to face the market, even if they decide to move ahead in the career. Small practises like eating together (including leadership team) made the bond stronger and thus making sure that every person in the organisation felt not just a part but led the organisation as his own. We followed a flat hierarchy system and made it a point to involve the team in decision making

One HR practice that has always worked for you as an HR.

I would choose two rather. First, one being training and development and second being reward and recognition. We have always made sure that we conduct regular L&D sessions at Innov8. This was not just limited to the Leadership team to take up sessions but for each employee to educate the rest of the workforce on a topic, they felt most confident about. We gave them the freedom to choose from any topic, need not be work-related. It can be a skill or any art form or anything else they want to share. This not just helped in L&D but also made people more confident about themselves and more connected to the community.

Secondly, We made sure to recognise the achievements of every individual working at Innov8. As much as we were happy and celebrated their professional success, we also made sure to celebrate their personal milestones. We worked hard, we partied harder and we always stuck along.

Do you think robots can replace HR professionals in the coming decade?

Never, Robots can help add time efficiency to work and can resolve on complex issues but can never be able to understand human emotions and deal with them in the best possible manner.

I strongly feel that those organisations who truly want to excel need to value their workforce more than relying on the technology, because technology may fail to respond one day but team should stand strong. This is possible only by supporting them emotionally which only an HR Professional can understand. 

How do you create a buy-in for trainings at workplace?

As I had mentioned, it should not just be about the company’s growth but an employee’s growth as a person. Even if a person decides to leave the organisation one day, the next employer should be able to recognise the fact that the employee is well trained and groomed in his previous organisation. If this vision can be mutually shared within the team, it is easy to create a buy-in for training.

People should be treated as equals and given equal opportunity to learn and excel.

This makes them more connected to the organisation as well.  Make sure learning is always fun. Remember the time when we hated being taught a course work in colleges but loved sports of dance practises or the sports training sessions. This is because, training is about being involved, if an individual does not feel involved, he will never indulge in it.

Your personal achievement as an HR professional?

I strongly believe in the power of community. For me being able to not just create an internal Innov8 Team but also being able to create a community of more than 10K  like-minded people (Co-workers) who are determined to create a change has been an overwhelming achievement. The best part is that all of them love coming to Innov8 every single day and this is because we have been able to create an environment which speaks of growth, team spirit and Oneness. This is the same culture that we follow within our team.  Innov8 is one big family consisting of it’s coworkers and team members and we proudly claim that ‘Ones an Innov8er, always an innov8er’

Disclaimer: The responses to the questions are solely the views of the interviewee as a professional and do not reflect that of the Organisation he/she works for.

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