in association with

Article

PEOPLE STRATEGY FOR GLOBAL COMPETITIVENESS

Chandan Chattaraj

"A man's feet must be planted in his country but his eyes should survey the world." -- George Santayana

I am often asked what GLOBAL competitiveness actually means.

Well, Global competitiveness in a precise way is an Organization’s capacity to achieve sustained economic growth in the medium term….this economic growth largely depend on how we shape up the people strategy

Uflex is a pioneer in Flexible Packaging Business with its State of the Art Manufacturing facilities at five different Global Locations i.e Dubai, Egypt, Mexico, Poland & US. Our People strategy to become globally competitive is “More Local More Global”. With this strategy in consideration we have chalked out four major pillars towards achieving the success in the global markets in the arena of people Strategy. They are: Talent, Climate, Leadership, Performance and Pay and these pillars must be supported by the foundation of People Capability Building. The description of these pillars is as under.

Talent: This includes Hiring scarce talent at Global Locations, shaping Global Recruitment Strategy etc.Our concept of hiring Strategic Trainees and sending them to the locations across the globe has yielded us great dividends.

Climate: This is broad term used for defining Culture. It includes Learning and Development. Training- both Technical and Behavioral is very important to become globally competitive. To help employees get acclimatize at culturally different locations, we put special emphasis on Socio-Cultural Trainings.

Inspite of ongoing Socio-Political upheaval in Egypt, we are able to run our operations smoothly. This is evidence that we have strived hard to shape the strategy in a way that we as an organization are able to overcome this turmoil.

We have also tried to gauge the employee’s pulse at Global Locations through our In- House developed Employee Engagement Model.

Leadership: Identify and develop leaders for today and tomorrow. Succession Planning has been taken up as a key initiative in various locations across the globe.This is also one of the key pillars of the People Strategy.

Performance and Pay: This includes PMS, Reward linked Incentives, 360 degrees Feedback, Hi-Pot Identification, Career Pathing etc. It helps to drive high performance. We have made a foray in to evaluating and measuring the Performance of our employees at Global Locations through a structured PMS in place.

People Capability Building: This defines that we must develop Professional people excellence with clear roles & responsibilities. In the realm of People Capability Building, we put special focus on L&D, Career Pathing, Hi-Pot Identification. We emphasize on sending people to different locations to give them varied exposure. Our Overseas secondmnent process is working well.

When it comes to business, the world is indeed becoming a smaller place. More and more companies are operating across geographic and cultural boundaries. While most have adapted to the global reality in their operations, many are lagging behind in developing the People policies, structures, and services that support globalization. The human resource function faces many challenges during the globalization process, including creating a global mind-set within the HR group, creating practices that will be consistently applied in different locations/offices while also maintaining the various local cultures and practices, and communicating a consistent corporate culture across the entire organization. To meet these challenges, organizations need to consider the HR function not as just an administrative service but as a strategic business partner. Companies should involve the HR function in developing and implementing both business and people strategies.

HR function should emerge out of its operational mindset and evolve in to strategic partner inclined towards Business requirements and to become a true “strategic partner” within the organization – I believe HR must go beyond traditional approaches to “transforming” itself

When I travel across geographies, I have noticed that the leaders & managers who are flexible and open to the demands of the global market have made possible the organization’s international business success.