Best prac­tices

WKND - - Interview - By sush­mita bose

Power Men­tor­ing de­tails find­ings of a Gallup sur­vey on a “great place to work”. These in­clude know­ing an­swers to: Do I know what is ex­pected of me at work? Do I have ma­te­ri­als and equip­ment I need to do my work? Do I have the op­por­tu­nity to do what is best ev­ery day? place where you could un­wind, re­lax, maybe even take a nap ( and not worry about being “caught nap­ping”). He said it was per­fectly okay for em­ploy­ees to dis­cuss “emo­tional is­sues” with the boss; he also said it is the hu­man re­sources depart­ment’s duty to psy­cho­log­i­cally map em­ploy­ees — and not be judge­men­tal. In his own ‘ ca­pac­ity’, he en­sured his com­pany prac­tised what he preached: the Grow Tal­ent space em­bod­ied the spirit of its ( non- fi­nan­cial) bot­tom­line: “Hu­man cap­i­tal is the most im­por­tant as­set an or­gan­i­sa­tion has — you need to take care of it.”

Thanks to Anil, the HR sec­tor soon be­came some­thing I was fas­ci­nated by. I used to drop by Grow Tal­ent’s of­fice, on my per­sonal time, and pore over mod­ules of ‘ em­ployee work­books’, and won­der why we — the rest of the mar­ket — had been so skimpy, thus far, in our ef­forts to un­der­stand, re­ally un­der­stand, and get to the bot­tom of hu­man cap­i­tal.

In 2008, Anil rein­vented Grow Tal­ent into the School of In­spired Lead­er­ship; his aim is to “build lead­ers with char­ac­ter, com­pe­tence and en­thu­si­asm”.

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