Ramp up to suit the needs of Millennials in an Organization

Q. Tips for a budding L&D/HR professional?

This generation is the one which expects instant gratification, and when they don’t receive that, they tend to get depressed, stressed and lose interest in their current profile or organisation. When I was fresh out of college, I had only one thought in my mind, that for the first 5 years, I will only focus on learning and innovating. I associate myself with a sponge – you must be observant, absorb everything around you – people, processes and culture. Most importantly, one must always be positive especially being in HR department.

Q. Your personal achievement as an HR professional?

All the organisations I have worked with, I have been able to build trust with my stakeholders very well and have contributed to not just the HR processes but also to the businesses. I feel, I have performed to be a significant business partner in the times of need.

Q. How can an HR/L&D contribute strategically to the organization? 

I feel HR / L&D folks play a very significant role when it comes to organisation management and taking it to enviable heights. With such rapid change in technical space and every new ideology going obsolete in no time, HR / L&D streams can keep the entire organisation up to date. HRs role has become bigger than ever, it is the soul of any organisation, with increasing its hold on ethics and integrity. To keep all employees upskilling and cross skilling, we will have to keep a hand on the pulse of the dynamic needs.

Q. Which is the one HR/L&D practice that has always worked for you as an HR Professional? (Share an example)

Be true and be there for the people, not just hear them but listen to them. Be very observant! Practice meditation and pay equal heed to your intuitions / guts when you have to take important decisions. Understanding and anticipating the needs is crucial for an HR professional before they actually become a point of concern for all concerned in an organisation. 

The example I will quote is from my previous organization wherein during a routine SKIP level meeting, I sensed a reluctance and resistance from a team to provide feedback for their supervisor. After hearing their responses, I wasn’t fully sure how the future of the team would be. I felt there was a mass resignation in pipeline. We (my manager and I) did a 360 degree check on the supervisor and found behavioural issues with him. We immediately recommended a change of leadership for the team and we were able to avert the risk.

Q. Do you think robots can replace HR/L&D professionals in the coming decade?

Yes and no. 

Yes, because it is raining automation everywhere and also, I feel there will be multiple practices and processes that will be replaced by the robots and AI. 

No, because each human brain is different and to analyse and process the data provided by the robots, a human brain will be needed. Therefore, all the more there is a serious need of cross skilling and upskilling today!

Q. How do you create a buy-in for training at workplace?

To create a buy in for any training, three points are very important.

  •  The problem it needs to address (always complete your RCA – root cause analysis)
  • Why that problem is significant and
  • What are the cost implications (savings / profits / knowledge bank) if we do or do not undertake a training program. 

In fact, to create any buy in from management, these three points could be very helpful.

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