Shoaib Baig, Chief Peo­ple Of­fi­cer, K-Elec­tric

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How has HR man­age­ment evolved over the years?

The role of HR was pri­mar­ily ad­min­is­tra­tive in na­ture, serv­ing more of a process-ori­ented arm of man­age­ment. How­ever, we have ob­served a 360 de­gree shift in re­spon­si­bil­ity and a fo­cus on HR as a strate­gic func­tion for an or­ga­ni­za­tion’s com­pet­i­tive­ness. This evo­lu­tion has en­abled HR to add more value to an or­ga­ni­za­tion in terms of: a) Align­ment to­wards busi­ness strat­egy: En­sur­ing that the tal­ent pool, com­pany struc­ture and cul­ture are all geared to­wards busi­ness strat­egy. b) Or­ga­ni­za­tional change fa­cil­i­ta­tion: Empowering the team with the re­quired skill set and in­for­ma­tion to suc­cess­fully adapt to change with min­i­mum dis­rup­tion. c) Em­ployee ad­vo­cacy: Fos­ter­ing an en­abling en­vi­ron­ment and pro­vid­ing a level play­ing field to en­sure trans­parency, fair­ness and con­sis­tent per­for­mance.

What has been your HR strat­egy at KE?

We have rolled out new cul­tural and en­gage­ment ini­tia­tives by de­vel­op­ing and im­ple­ment­ing a struc­tured approach to open two-way com­mu­ni­ca­tion be­tween the or­ga­ni­za­tion and em­ploy­ees and by rolling out our Peo­ple Strat­egy – En­able, En­er­gize and Em­power.

We were able to de­sign and im­ple­ment a new Per­for­mance Man­age­ment Frame­work which has en­abled the or­ga­ni­za­tion to in­still a cul­ture of per­for­mance and de­liv­ery. There is a con­tin­u­ous di­a­logue through­out the year on em­ploy­ees’ per­for­mance to keep it con­sis­tent with evolv­ing busi­ness needs.

Just within a year, we have in­tro­duced nu­mer­ous peo­ple-cen­tric ini­tia­tives like new or­ga­ni­za­tional val­ues based on the KE Lead­er­ship frame­work, Khushian Ban­tanay ka AZM (cel­e­brat­ing em­ploy­ees’ birth­days by send­ing them gifts) and town hall meet­ings, etc. More­over, in line with our

Di­ver­sity and In­clu­sion roadmap, we have an­nounced ma­jor ini­tia­tives like My Child Care As­sis­tance and an im­proved Ma­ter­nity Pol­icy by fa­cil­i­tat­ing and giv­ing flex­i­bil­ity to work­ing moth­ers. Another ini­tia­tive is the launch of our Em­ployee Ad­vo­cacy Frame­work (Awaz Por­tal), through which we have pro­vided a plat­form for em­ploy­ees to voice their ideas, con­cerns and is­sues.

What has been the im­pact of tech­nol­ogy on HR man­age­ment?

Dig­i­tal tech­nol­ogy is play­ing a crit­i­cal role in vir­tu­ally all as­pects of our lives and we are ex­pe­ri­enc­ing an ex­po­nen­tial use of tech­nol­ogy in the work­place. It is rad­i­cally trans­form­ing the way or­ga­ni­za­tions op­er­ate while chal­leng­ing the HR func­tion to iden­tify new ways for tal­ent man­age­ment.

Rec­og­niz­ing the sig­nif­i­cance of dig­i­tal tech­nol­ogy in trans­form­ing tal­ent man­age­ment. K-Elec­tric marked 2016 as the year of en­able­ment as part of its peo­ple strat­egy. This dig­i­tal rev­o­lu­tion brought con­ve­nience in the lives of our em­ploy­ees as they ex­pe­ri­enced ac­ces­si­bil­ity to in­for­ma­tion through just a few clicks. In to­day’s world where in­for­ma­tion of an or­ga­ni­za­tion is cat­e­go­rized as a strate­gic as­set, K-Elec­tric is em­brac­ing trans­for­ma­tion through dig­i­tal­iza­tion as one of its must-win bat­tles.

Please share some of K-Elec­tric’s re­cent ini­tia­tives for em­ployee fa­cil­i­tata­tion.

One of our AZM val­ues is be­ing Cus­tomer Cen­tric and we be­lieve that cus­tomer cen­tric­ity starts with in­ter­nal cus­tomers first. Keep­ing this in view, our most re­cent and prime ini­tia­tive is the launch of Peo­ple Con­nect, which is a first of its kind ini­tia­tive in Pak­istan, where var­i­ous em­ployee ser­vice chan­nels have been con­sol­i­dated and syn­er­gized us­ing both dig­i­tal and phys­i­cal medi­ums to cater to our di­verse em­ployee base. Ba­si­cally, it is a self-ser­vice one-stop solution for all HR re­lated queries for our em­ploy­ees which they can ac­cess through the com­pany’s in­tranet por­tal, ded­i­cated call cen­tre and Peo­ple Con­nect Lounge. It en­ables our em­ploy­ees by pro­vid­ing easy ac­cess to HR in­for­ma­tion and ser­vices, self-ser­vice tools and a sys­tem­atic queryres­o­lu­tion mech­a­nism.

With Peo­ple Con­nect, our em­ploy­ees are em­pow­ered to ac­cess any in­for­ma­tion re­lated to HR with the click of a but­ton. This is done to en­sure that our em­ploy­ees ex­pe­ri­ence a ‘WOW’ ser­vice with every HR in­ter­ac­tion. Our em­ploy­ees can now en­joy the con­ve­nience to call Peo­ple Con­nect of free, any­time and from any­where in Pak­istan, or visit the Peo­ple Con­nect Lounge to ex­pe­ri­ence best-in-class-em­ployee ser­vice.

Peo­ple Con­nect fa­cil­i­tates our ef­forts of build­ing a ser­vice cul­ture and win­ning in­ter­nal and ex­ter­nal stake­hold­ers’ trust which is most cru­cial to the suc­cess of our strat­egy and or­gan­i­sa­tional goals.

Please share with our readers the core strength of your or­ga­ni­za­tion.

Our team re­mains proac­tive and agile in de­ci­sion-mak­ing and al­ways comes to­gether as ONE unit, work­ing with pas­sion and col­lab­o­ra­tion to de­liver on cor­po­rate ob­jec­tives. We will con­tinue work­ing as a team to en­sure that KE keeps on win­ning. This is the kind of at­ti­tude every or­ga­ni­za­tion re­quires to breathe and to in­still a cul­ture of per­for­mance and de­liv­ery. The de­vel­op­ments I have shared ear­lier are just a few achieve­ments and there are many mile­stones that we yet have to achieve. We will con­tinue with Josh and leave no stone un­turned on our road to suc­cess.

Muham­mad Shoaib Baig has over 19 years of di­verse in­ter­na­tional HR lead­er­ship ex­pe­ri­ence across telecom­mu­ni­ca­tion, FMCG and phar­ma­ceu­ti­cal in­dus­tries. He pre­vi­ously served as Chief Hu­man Re­source Of­fi­cer atTe­lenor Pak­istan for al­most 4 years, ini­ti­at­ing a ma­jor turn­around which earned the com­pany the Best Em­ployer Award. He was also part of busi­ness lead­er­ship teams for 6 years at No­var­tis Phar­ma­ceu­ti­cals’ On­col­ogy Divi­sion as Head HR UK & Ire­land and sub­se­quently Head HR for Asia Pa­cific and South Africa.

He holds a Bach­e­lor’s de­gree in Civil Engi­neer­ing and an MBA form the Uni­ver­sity of Leeds, UK. Ad­di­tion­ally, he has un­der­gone ex­ten­sive lead­er­ship train­ing at INSEAD and Bab­son Col­lege, Bos­ton, USA.

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