Article (April-2021)


Mohit should become independent in thinking

Mihir Gosalia

Designation : -  

Organization : -  Mumbai


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1. At its most basic definition, a product is the way an organisation delivers and captures value. A product team will work hard to get to know that consumer's needs and how the organisation's products and services can be continuously improved to make them more successful. So if that is not being followed and preference is given only to packaging quality over actual product content, that may work as short to medium term business strategy but eventually the end consumers will find out and shun their preference for product and move to some other better product. A product should not be judged by its cover as ultimately it's the end product consumed that moderates the positive effect of packaging. Consumer awareness is very high these days. In the era of social media, a poor quality product however nicely packaged though may get negative reviews and ratings from dissatisfied consumers and this will lead to negative word of mouth publicity. So even prospective consumers will be lured away from buying this product as one dissatisfied consumer will lead to another ten dissatisfied one's. Also this will give an opportunity for competitors to advertise and promote their products with obvious reasons stated as to why theirs is the better one.

2. Yes, as Rohitash also remarked when he got the call from Mohit, 'Better late than Never to change the thought process and that people are not produced or sold in markets like Products. They are full of possibilities'. So, it was proper for Mohit to call it's earlier HR manager to help him in selecting new candidates as Mohit had by now realized the foolishness and short term thinking of Tejinder. Mohit tried to apply that philosophy in recruitment and in HR. All recruitments were based on strong CV language & jargons that is very easily available in the market for a price and giving less importance on technical subject understanding and knowledge required for the job specifics. There is no substitute for knowledge, skills & experience gained on the job. One may be able to hide the lack of it on paper via strongly worded written resume and cover letter and also by good presentation and communication skills, that may create a good impression initially and may also help to ace the interview but when it comes to delivering on the job, the performance gap will eventually be found out. People should not be assessed on the basis of clothes, language, attire and family background. Rather they should be assessed by their passion to work and desire to fulfill their dreams.

So Mohit realized this fact and felt that it's best that let HR do their job only as they are the subject matter or domain experts. It's no point in venturing into functional domain of someone wherein there is lack of expertise and especially when it's affecting business performance of the organisation, employees are disgruntled & resigning. What further aggravated Mohit was that even the employees who supported him in all aspects ever since he joined also left. And when Mohit confronted Tejinder about the fallout of appraisals and people leaving the organisation so abruptly, Tejinder also could not do much in containing this outflow. He was at a loss of words to explain the fallout of his actions.

3. Mohit should become independent in his thinking and taking decisions. No longer be dependent or be influenced by Tejinder. He should do what he feels is right and responsibly stand by his actions. When employees feel the organisation appreciates them, their engagement and productivity levels go up. Hence Mohit along with Rohitash should define and refine better programs to attract and retain talent. Give them opportunity and an environment to grow. This will also help stem the flow of attrition.

Transform the entrenched HR processes to win buy-in from key stakeholders across the organisation. This includes articulating a hiring and growth strategy. Future-proof the talent pool by re-skilling and up skilling employees for evolving business objectives and financial success.

Develop a data savvy HR department so that all biasness towards employees who favour Tejinder & Mohit and are in good books with them and thereby they get good appraisals is done away with and employees are rewarded purely on the basis of performance backed by data. Use data to guide performance and business decisions. Tie data about people to performance and business outcomes. Research has shown that companies excelling in using data and analytics to drive their talent strategy are more likely to outperform their peers in a financial composite of earnings and revenue growth.

Mihir Gosalia, Pune