Remembering Ranjan Acharya

60 Pages·2009·5.88 MB·English

| HRD News Letter | September 2009, Vol.25, Issue:6 2 Silver Jubilee Series
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| HRD News Letter | September 2009, Vol.25, Issue:6 4 Silver Jubilee Series
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PPrreessiiddeenntt''ss MMeessssaaggee
preparation is gathering of facts and data problem from their own perspective, which
rather than rely on assumptions. Effective implies a judgment about the other person
managers rely on gathering or alternatively and thus elicits a defensive response.
verifying these facts directly rather than Instead, what works better is to start
depend upon indirect sources of information. conversations from the perspective of a third
At the time of conversation, this helps party that describes or at least
considerably in conveying the message with acknowledges the difference between the
conviction and increases its effectiveness conversing partners from a neutral term. An
many folds. effective difficult conversation starts with an
invitation to join in a dialogue seeking mutual
Many managers go off the track while
understanding or joint problem solving and
conducting a difficult conversation when they
without compromising the dignity of the
describe a situation or an issue in a generic
individuals.
term or assign a label instead of speaking
objectively about the situation. For example Managers need to keep in mind that in a
- 'You are not a team player...'; 'You do not situation of conflict it is always safer to aim
have a sense of urgency...' Without specific for improving the situation and not focus only
details, comments like 'more of a team on identifying problems. Simply identifying
player', 'more service oriented' or 'show problems - highlighting what is not working
Handling Difficult Conversations more initiative' mean nothing to the - is only part of an issue. More important is
concerned employee. On the contrary the to identify solutions to tackle those problems.
Possessing requisite competency is the key employee feels highly defensive. Labels
to success in any job. But one seldom without supporting evidence or examples A manager who embarks on a difficult
expects these competencies to change very leave employee feeling helpless about conversation, with the intent to win at the
rapidly, especially with the shift in economic making changes because they do not other person's expense risks further conflict
scenario. Not too long ago communication comprehend what changes are being and loss of credibility. In contrast, an
with employees at large and conversations expected from them or even what the approach that takes into consideration a joint
exploration of what could be a pragmatic
with employees at individual level revolved problem is, or what needs to be different. A
solution yields better results. Such an
around growth, expansion and manager therefore needs to gather specific
approach may take more time but is more
diversification. All these have changed in last facts, observations, and behaviours that
enduring and sustainable.
one year. With many organisations facing needs to be addressed and also illustrations
the inevitable reality of taking hard decisions of what impact the current situation is having In a difficult conversation, one may be
a competency, rarely sought after earlier, on the organisation. Asking employees to tempted to spend energy telling. Telling the
has now become a business imperative. The change their attitudes or thinking is other person what they did wrong. Telling
competency of having difficult conversations ambiguous. Pointing out to the employee them what impact it created. Telling them
with employees. what behaviours need to change and why what you would like them to do differently.
is specific and measurable. While some of this may be important for
In many organisations managers are faced
them to hear, it is an error to begin with this
with the challenge of maintaining productivity One of the most important requisite of
approach. The concerned employee may
and morale while meeting seemingly conducting a difficult conversation is the
have lot to tell and if the dialogue is not
impossible business goals with reduced ability to listen actively. When employees
balanced, it is likely to be ineffective. One
resources. Whether the topic is delivering feel heard, their minds are open and they
has to also recognise role of emotion in such
difficult news, giving tough performance are ready to hear what the manager has to
a dialogue. All difficult conversations tend
feedback, or change in a policy, large say. Many managers are too eager in such
to have a high degree of emotions. As long
numbers of managers feel reluctant about a situation to express their viewpoint and
as a manager is careful not to let emotion
having that 'difficult conversation' with peers start justifying the same thinking that it will
overrun reason, the conversation will stay
or employees. convince the employees better. They try and
on the right track.
persuade the employee to accept their
Conversations become tough when
viewpoint. The truth is employees can not Effective communication skills are arguably
employees feel threatened with the possible
or will not listen when what they need is to among the most important traits a manager
outcome of the conversation or when
talk. An interactive session interspersed with can possess. From empathetic
perception varies and also when emotions
silence, for reflection, is the ideal situation understanding to assertive delegation, a
are high. In all such circumstances, an
that a manager should strive for. This is not manager must adopt the whole arsenal of
inevitable conflict occurs. Thus handling all
a selling game. It is an exercise to convey communication techniques to elicit the best
such conversations sensitively calls for a set
facts and ensuring that desired results are performance from their team. Giving
of competency for both line as well as HR
achieved. consistent, honest feedback and having
leaders.
difficult conversations at work is one of the
Douglas Stone in his book "Difficult
Successfully handling difficult conversations most challenging tasks of the leader's role.
Conversations: How to Discuss What
requires considerable amount of planning. Many managers avoid difficult conversations
Matters Most" puts it simply in stating that
It calls for analysing the situation from both, with employees, hoping that the problem will
there are three deeper conversations in any
organisational as well as individual difficult conversation. The 'what happened?' solve itself but in that manner, the problem
perspectives and understanding the impact conversation usually involves disagreement only gets worse.
on both, of the expected results at the end over what happened, 'what should happen?' It makes good business sense and also
of that conversation. and 'who is accountable?' Stone identifies enhances transparency in a system if a
It is therefore, important to anticipate the common errors that people make in these respectful yet effective difficult conversation
expected outcome from this conversation. sorts of conversations. The key to having is held in a timely manner. Avoiding difficult
The starting point therefore becomes effective, productive conversations is to conversations is only postponing the pain
articulation of the main problem itself. It is recognize the presence of these deeper not curing the illness.
often tempting to gloss over issues or to use conversations, avoid the common errors,
vague language. However, it is critical to be and turn difficult conversations into learning
clear and candid about the main issue or conversations. Most conversations fail Aquil Busrai
problem. And the staring point in such because people begin by describing the National President
| HRD News Letter | September 2009, Vol.25, Issue:6 6 Silver Jubilee Series
EEddiittoorriiaall
Recently, we measured the competencies are not in them. Thus, the company is not
of the employees in my company. I analysed getting the value it can from these
the data and presented the results to several employees. This opportunity loss is positive
groups of managers. One of the results I when such higher value adding roles do exist
presented was on the number of employees to be filled. And, importantly, if employees
who had the various competencies at the with higher levels of competencies are not
required levels (marked blue in color), the moved to suitable roles, they will become
number of employees who had the various disengaged sooner or later. The 'blues' show
competencies to a level less than required that there are certain employees whose
(marked red in color) and the number of competencies are at the required level.
employees who had the various Unless we take care to maintain these
competencies to a level more than required
competencies at these levels, there is the
(marked green in color). Like it happens in
risk of the competencies reducing due to
all kinds of surveys, studies, measurements
non-use.
and feedback every group of managers paid
a lot of attention to the 'reds'. Quite Well, the above is all common sense. But
expectedly, they got into a lot of discussions what is fascinating is that people have this
on why the results were the way they were tendency to focus on the 'reds' and not on
✦ There is gladness and sadness - we
and what we should do about it. And again the other colors at all!
focus on sadness
as expected, they prioritized the
competencies that need to be developed ✦ There are strengths and weaknesses - In our eagerness, desperation or
we focus on weaknesses;
and came up with action plans to develop commitment to set some inadequacies right,
these competencies. Nothing wrong here, ✦ There are successes and failures - we we run the risk of not safeguarding and
and things were business as usual. focus on failures; utilizing our strengths. Result: huge amount
I am sure readers will have experienced ✦ There is abundance and shortage - we of waste.
similar situations - attention is on the 'reds'; focus on shortages; I think it is foolish to ask whether a glass is
and that's business as usual. Nothing wrong ✦ There is richness and poverty - we focus half full or half empty! The truth is that such
with that, I reiterate. on poverty;
a glass is both - half full as well as half empty.
In the process, we seem to miss a very ✦ There is goodness and badness - we And we need to take this 'whole' reality into
important element - focus on the 'greens' and focus on badness; account. Pray why be incomplete when we
the 'blues'. In the above situation, the ✦ There are things we have and there can be complete?
'greens' show that there are people who are things we don't - we focus on what we
capable of performing at higher roles, but don't have; - C Balaji
Remembering Ranjan Acharya
By Vasanthi Srinivasan & Gopal P Mahapatra
On July 15, 2009, the HR fraternity in India lost not just an inspiring professional but an institution whose contribution to the
state of HR in the country was significant. For those of us who knew him personally, he was a great teacher, an enthusiastic HR
champion and above all, a great Human being. For those of you readers, who don't know him, Ranjan Acharya was Sr. Vice
President, Corporate HRD in Wipro Corporation and also the Hon. Vice President of the NHRD, Bangalore Chapter.
As a Senior leader, he institutionalized and continued to be on the HR committee
many leadership and management at both regional and national levels of the
development initiatives, apart from guiding CII. He was part of the four-member team
the PCMM process at both Wipro to design HR Competencies for CII. He
Technologies and Wipro Infotech. He was was one of the first Indian professionals
closely associated with conducting 360 accredited to be a PCMM audit lead
degree leadership surveys, Employment assessor. Ranjan also wrote columns
satisfaction surveys, Competency regularly in several newspapers and was
Development, Competency based also a popular speaker at national and
international seminars.
interviewing and Job Evaluation at Wipro.
Earlier, he served various organizations We invited senior business leaders in the
in India and overseas in different functions industry, HR professionals and friends
including production, sales, technical who had been associated with Ranjan to
education and Line HR. remember him. The excerpts from the
messages about Ranjan from various
After his MBA from Symbiosis Institute of
professionals is captured below:
Business Management (1980), he started
his career with TELCO (Pune) and then "Ranjan was a familiar face to most
moved to Wipro Infotech in 1982. He was Wiproites - a friend, mentor and teacher.
Convener for the HR panel for CII at the An accomplished trainer and thinker,
Karnataka state level for the year 2000-01 Ranjan contributed significantly in laying
Silver Jubilee Series | HRD News Letter | September 2009, Vol.25, Issue:6 7
the strong foundations of Wipro's Leadership Dr. Prakash V Bhide, President personable and above all a great human
practices and making it amongst the best (Corporate HR) being. We loved and respected him and I
globally. He stood out as a proud Wiproite JK Tyre & Industries Limited was personally the beneficiary of his wisdom
and a wonderful person. and warmth".
"Ranjan is one of the finest people that I have
We'll remember Ranjan fondly. It is a met. He was always ready to help and with Satish Pradhan,
personal loss to many of us who have had a smile. He was very well read, an EVP- Group HR, Tata Sons.
the chance to know him closely over the outstanding presenter and wrote lucidly. His
"I had always heard great things about
years". ideas were fresh and he could draw upon
Ranjan but I personally got to know him
Azim Premji his vast and varied experiences. He had a when I worked with him for two days in
great ability to see other's point of view. In
Chairman - Wipro Ltd Bangalore on NHRDN competency model
spite of his achievements, he was a picture
couple of years ago. He made invaluable
Ranjan was a complete experience for me - of humility".
contribution in development of this. Very
very rarely does one come across someone
Vineet Agarwal friendly person to work with -full of humor
who is so immensely talented, selfless,
and a great contributor. We have lost a great
caring and with such uncanny ability to think President - Wipro Consumer Care H R professional and a fine human being".
and feel along with others. I feel fortunate to "Ranjan was a friend. He had earned respect
Arvind N Agrawal
have spent some of my best years of from fellow professionals for his knowledge
professional life in Ranjan' company - I have and insight but more than anything else for President - Corporate Development &
benefited from his wisdom, his unbound his humility and for being a very fine human Human Resources & Management Board
affection and his sheer desire to see me being. Having interacted with him at various Member,
succeed in whatever I attempted. Ranjan's forums, I had the privilege to learn from him. RPG Enterprises
impressions on me at a personal level has His involvement in the Network and
been such an enduring and lingering one particularly the insight he offered in shaping "Ranjan was a great human being with an
that I feel unfairly privileged to be able to the HR Compass unmatched sense of humour. His wide
network of friends and admirers speaks
lean on it whenever I need it - his was an outstanding example of his
volumes about his ability to connect with
wit,anecdotes,insights and brilliance is a commitment and passion".
others. He was not only a thought leader;
heady cocktail which will always be there to
Aquil Busrai, Executive Director Human he was a very innovative doer. I will always
give me company and will continue to take
Resources miss his friendship".
us back to our dear friend.
IBM India Limited & past-National Dr. Santrupt B Misra
Pratik Kumar,
President, NHRDN
CEO, Carbon Black Business & Director,
Executive VP-HR , Wipro Ltd.
"Ranjan had the ability to be a friend, mentor Group HR, Aditya Birla Management
The Ranjan I knew was very warm-hearted or a teacher with any one within the first few Corporation Pvt. Ltd.
, open minded , humorous and extremely moments of interaction, this quality has
"I have had the privilege of knowing Ranjan
helpful person.He was always willing to secured him a permanent place in every
for over a decade. Every time we met, I left
share his knowledge & experiences with all one's heart.
with a smile. With Ranjan, learning was
categories of profesionals & it is remarkable.
Ranjan's sessions were always full of life, always imparted in a manner which was so
He was a simple leader; always filled with fun, learning and laughter. His pleasant yet so full of meaning. One sat
approachable . Above all Ranjan was a personal wisdom and knowledge, spread down to hear him speak with an anticipatory
selfless contributor ;without expecting across management science, music, smile already on your face. You walked in
anything in return. philosophy and human psychology earned to a Speaker's Lounge and saw him and you
Prof TV Rao, Founder President , NHRDN him respect across the rank and file of team knew the next few minutes of talk was going
& Professor, IIMA Wipro irrespective of their position or to be so enjoyable. And you espied him
seniority. My memories of Ranjan will forever across the room at a function and knew you
Ranjan, as I know was an outstandingly
be with me". were making your way towards the life and
erudite HR professional, very popular in
Bangalore HR community. Being soft Dr A.L Rao soul of the party".
spoken and modest, he was very amiable Advisor, Wipro Technologies Hema Ravichandar,
and cordial with everyone. I was always
"I had the opportunity to have Ranjan as a A Friend
impressed with his ability to listen,
understand and relate to people which member of our team during the years, which "Ranjan was an extremely committed and
brought out a great professional coach and were fundamental to the people function of learned professional. He had a great sense
Wipro. He was our backbone for all
a counselor in him. of humour, which he leveraged in his
theoretical issues and the greatest strength
interactions with all and also in his sessions.
A classical humanistic HR professional with he had, was to leverage his experience with
He demonstrated a collaborative spirit,
great qualities of both head and heart, the the sound theoretical knowledge he had
which along with his rich experience and
HR community in India shall miss Ranjan. acquired through his extensive reading.
wisdom made him everyone's favourite
Because of this, he was able to present
H.N. Shrinivas,Sr VP- Human Resources choice of a team member. He will be dearly
complex theoretical constructs in a manner
missed and fondly remembered by all of us".
The Indian Hotels Company Limited, that everyone could relate to them.
Mumbai Harish Devarajan
In addition to being a professional and
"Ranjan was a great friend, a great human facilitator par excellence, Ranjan lived life President, Bangalore Chapter, NHRD
being and a thorough HR Professional who full size with his sharp wit, humour and well Network
contributed tremendously to the studied, appropriate anecdotes". "I will remember Ranjan as a friend and
Organization, HR fraternity and the Society Dileep Ranjekar respected HR professional known for his
at large. I remember Ranjan addressing JK sense of humour, simplicity, conceptual clarity
Organization HRM Conference in Delhi and CEO, Azim Premji Foundation and living a full life with great human values.
it was one of the best sessions as per "Ranjan was truly a giant in more than one He will be ever alive both in my thought and
feedback from the participants". sense. Thoroughly professional, highly action throughout my learning journey".
| HRD News Letter | September 2009, Vol.25, Issue:6 8 Silver Jubilee Series
Dr. Pallab Bandyopadhyay "I had known Ranjan for a long time as a philosopher to many people in the HR
former colleague at Wipro and then as a dear community".
Vice President & Head Human Resources
friend.
- Asia Pacific, Perot Systems Giri.
I had always revered his depth of knowledge
"Ranjan was a perfect professional and a great General Manager, HR Tata Auto
and his intense sharing with others. He was
human being. I always found it so easy to Components
a powerhouse of knowledge with a great
reach out to him and he was always willing to
sense of humour, very humble and with deep Past President - NIPM
share his knowledge, learning and concerns
related with the growth of the IT industry. He sense of respect for all. HR has lost one of "We will miss Ranjan's simplicity, quick wit
had the unique capability to look at the issues the foremost contributors to the field of HR". and sense of humour but he will always
affecting the IT industry objectively as if was R. Vidyasagar remain in our hearts".
examining them from outside. We all loved him EMC Suresh Tripathi,
and will miss him a lot".
"Ranjan was a great human being, and a President HR, SRF, Delhi
Prof. N M Agrawal
truly thoroughbred professional! We will all "Ranjan was not only a nurturing and caring
Organizational Behaviour and HRM, Indian miss his smiling face". boss but also a friend, guide, mentor and
Institute of Management, Bangalore R.R. Nair great leader for us. One could approach him
"Ranjan Acharya's intellectual depth and any time and he was there for you and with
"A humble, sincere, committed, intelligent
infectious enthusiasm embraced the HR you. In true sense of words he was a
and a committed HR Professional, rare to
fraternity in a truly endearing way, leaving developer of his team members. Ranjan, we
find. HR Profession has indeed lost a great
indelible impressions of his tremendous will miss your charm, charisma and
member".
contribution. His joie de vivre made him a true leadership".
embodiment of the very function he committed D.R.NAGARAJ, Dr. Mrityunjay Athreya
his life to. The NHRD Network gained NAGARAJ MANAGEMENT SERVICES
immensely through his selfless commitment General Manager, CHRD, Wipro Ltd.
"Depth of knowledge, conceptual
to the larger cause and all of us who knew As one reads the messages, a few key
understanding apart, I think it was "Run
him will surely miss his special presence." elements of who Ranjan was emerges - a
Jan's" (I remember that's the way he would
NS Rajan introduce himself to the audiences) very person with a an ability to make friends
breaking all barriers quickly, a person who
National President, NHRD Network; Partner disarming, down to earth nature and sense
had a word for everyone, disarming people
- Human Capital | Global Leader - HR of humour helped break all barriers and got
with his smile and curiosity. The second
Advisory | Business Advisory Services, Ernst him to be endeared by those who interacted
element, which emerges, is his ability to
& Young Pvt. Ltd with him. The ease of connectivity with
guide, mentor and coach. He had a child
audiences was remarkable. His loss has
"With a few persons every interaction is a like eagerness to learn and share
created a huge void in the HR fraternity."
source of learning and Ranjan belongs to knowledge. Each meeting with him was an
that category. By his words and actions he Udupa SM, opportunity to take back something new,
left a mark in every walk of life he treaded. Chief People Officer, PWC something original and distinctive. Finally,
We, HR fraternity lost a thought leader, a his terrific sense of humour, with jokes
true HR professional and a great human "Personally for me he is a good friend and
directed at himself most of the time is
being."- has been a great source of inspiration. Every
something that a lot of us will remember him
time, when I interacted with him, it was
PVR Murthy by.
always enriching and certainly his sense of
National Secretary, NHRD Network and humour is something, which I always Ranjan leaves behind a great heritage of
CEO, Exclusive Search Recruitment relished. Ranjan has been a man beyond expertise with humility and a great sense of
Conssultants, Chennai HR - a coach, a mentor, a guide and humor; a great role model to be emulated.
Mother Teresa Humanitarian
August 26, 1910 - convent and work among the city's poor people. being unwanted, unloved and uncared for is
September 5, 1997 She became an Indian citizen that same year. In the greatest poverty. We must start in our own
1950, she founded a religious order in Calcutta homes to remedy this kind of poverty.
Do not wait for leaders; do
called the Missionaries of Charity . The order
it alone, person to person. There is a terrible hunger for love. We all
provides food for the needy and operates
experience that in our lives--the pain, the
Mother Teresa, whose hospitals, schools, orphanages, youth centers,
loneliness. We must have the courage to
original name was Agnes and shelters for lepers and the dying poor. It now
recognize it. The poor you may have right in
Gonxha Bojaxhiu, was born on August 26, 1910 has branches in 50 Indian cities and 30 other
in what is now Skopje, Macedonia. She always countries. your own family. Find them. Love them.
wrote her birthday as the 27th of August In addition to the 1979 Nobel Peace Prize, Let us not be satisfied with just giving money.
because that was the day of her baptism, which Mother Teresa has received other awards for Money is not enough, money can be got, but
was always more important to her than her her work with the needy. These awards include they need your hearts to love them. So, spread
birth. For her work with the poor around the the 1971 Pope John XXIII Peace Prize and India's your love everywhere you go.
world she received the 1979 Nobel Peace Jawaharlal Award for International If you judge people, you have no time to love
Prize. Understanding in 1972. Mother Teresa died on them.
September 5, 1997. She is sorely missed by the
In 1928 she joined a religious order and took mankind. In the West there is loneliness, which I call the
the name Teresa. The order immediately sent leprosy of the West. In many ways it is worse
Memorable words of her Wisdom
her to India. A few years later, she began than our poor in Calcutta. The most terrible
teaching in Calcutta, and in 1948 the Catholic We think sometimes that poverty is only being poverty is loneliness. (Commonweal, Dec 19,
Church granted her permission to leave her hungry, naked and homeless. The poverty of 1997).
Silver Jubilee Series | HRD News Letter | September 2009, Vol.25, Issue:6 9
| HRD News Letter | September 2009, Vol.25, Issue:6 10 Silver Jubilee Series