The secret behind a successful organization is its people. Yet managing people at work is far from easy. As more and more compact business units go into production, employee headcount sees an influx, & with it all the necessities concerning people management. Operational heads are frequently left to deal with a gamut of HR technicalities they were never trained to do. The lack of specialized domain knowledge often leads to wrong hiring, none-linier appraisals, inadequate performance management, poor development, detrimental Employee Relations, & higher turnover costs- not to mention the loss from ‘productivity’ hours diverted to handle these functions.
There is a growing consensus among corporate leaders that this ‘work paradox’ epidemic is symptomatic of a serious disorder in people practices. Success in today’s business requires micro level management, faster innovation in services and products, and adapting to change in the blink of an eye. But in this people versus business operations- key success factors like communication, team work, development and motivation get superimposed on a corporate framework already suffering from myopic vision.