Uploads%5CPresentations%5C149%5CPresentation Ms. Neetu Wadhawan

8/8/2019 Uploads%5CPresentations%5C149%5CPresentation Ms. Neetu Wadhawan

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• The economic downturn is like a mirage

• One feels that layoffs, job cuts and pay cuts areimmediate, necessary steps to cut costs

• Yet, these are the very factors that impact employeemorale and productivity which in turn influences

business health in the long term



• US recession was compared to the Great Depression

of the 1930s

• Yet it would have taken 2.5 years more to match the

Great Depression* scenario

• Global economy already is showing signs of revival

and uncertainty is subsiding

• India was never in the throes of a recession yet there

was a snowball effect

Downturn effect : what’s the true picture ?

* Charles S. Gascon, St. Louis Fed Reserve



Companies freeze

replacement hiring



• How to look beyond cyclical business trends ?• Move from myopic HR decisions to value adding, long

term organisational effectiveness and productivity ?

• How should HR walk the tightrope – balancing

immediate concerns with long term interests ?



HR is for all seasons

• Engagement programmes to build relationships

• Tackling productivity and performance challenges

to keep the sun shining

• Springtime initiatives to look at new organisational

rejuvenation programmes

• Leadership development to brave the winter

challenges

• Talent acquisition and retention strategies to

ensure that there are no autumns

• Learning and development programmes to create

a weather proof shield



Learning

Knowledge

management

Employee

engagement

Talentretention

Rewards &Recognition

Performancemanagement

Organisational

values & culture

Leadership



Leadership responses in a downturn

• Being pre-emptive. Preventing problems.

– Our business culture focuses on problem-solving, but

leaders need to figure out how to forecast trends and

avoid knee-jerk reaction to challenging times

• Think of what keeps you awake at night. – Leaders need to balance both priorities – ones that

motivates them and the other that worries them.

Swinging to either extremes causes an organisational

imbalance.

• Focus on the "what next?”

– Aligning organisational goals with next action steps is

the Leader‟s blueprint. It takes small steps to reach the

big, audacious goals



• Training and development seen as a resource

guzzler

• But are we killing the efforts invested in creating thebuilding blocks for the future ?

• Investment on learning actually works as a lifeboat

in challenging times

• It‟s people who drive a competitive edge with their

leadership, managerial and functional skills.

Why the axe falls on Knowledge and learning ?



• Align learning initiatives to the business needs and

organisational priorities

• Make cost-efficient, innovative learning processes a

part of the organisation‟s DNA

• Allocate 60% of the organisation‟s training

resources to the „must have initiatives‟

• 35% to those that add value

• Just 5% to „nice-to-feel‟ initiatives

• Create internally delivered learning and knowledge

sharing platforms

• Encourage internal knowledge builders

How to stop the axe…



Time to re-assess the employee engagementimpact

Opportunistic and transactionalrelationship

Commitment based relationship

Strong emotional quotient

Two-way, mutually beneficial relationship



Workforce experts estimate that the cost of

replacing a worker is 1.5 times the annual salary ofthe worker.

To minimize turnover costs and maintain aproductive workplace, employers need to lookbeyond the salary and benefits

“People join companies and leave managers,”Marcus Buckingham of the Gallup Organization



“Make it fun to work at your organization. When

people aren‟t having any fun, they seldom produce

goodwill. Kill grimness with laughter. Encourageexuberance. If you ask me what‟s our primary

purpose, I would say that it is not to make themaximum profit, but to run our organization in sucha way that our employees are happy. Everythingfollows from that – good work and good service toyour customers.

David Ogilvy

Having fun unleashes creativity.It is one of the seeds you plant to get ideas



Can any one suggest how IBM Pune is in terms oftechnology, work culture, personal growth, onsite opportunityand pay hikes? Workexp.com

I heard that Cisco is one of the best companies whichprovides good work culture and is employee friendly.

what may be growth opportunities if we join Cisco ??

pls share ur experiences… TPMCafe.com

Should I take a good job when I know I dislike the workculture? Metafilter.com

Where I work matters !Creating the right work environment



I'm more involved in decisions that affect me.

More openness and trust.

Better communication and more information.

Better teamwork and more cooperation.

More focus on getting the work done & less on politics.

Where people look forward to coming to work

A blogger on CiteHR.com

“What would you like more of in the

workplace?”



A bad work culture is one where peoplecannot fulfill their desires

Not involved in decisions that affect me

Lack of safety, openness and trust.

Communication is poor and information not readily available.

Not experiencing strong teamwork and cooperation.Tasks, responsibilities, and boundaries are not clear, so do not feel

personally responsible

Not enjoying work!

Poorly developed work cultures are usually led by managers

who keep tight control over information and decisions.

Not having wide range of opportunities to satisfy individual desires

around work.



Create the protective HR umbrella

• The best way to predict the future is to create it

• Be prepared to deal with all possible outcomes – the good

times and bad times

• Create a robust, enterprise-wide plan to deal with unexpectedcrisis.

• Distinguish between a true trend and a temporary blip

• Know when to take action and when to sit tight

• Engage in strategic discussions early on

• Connect discussions of business performance with possible HR

actions



Create the protective HR umbrella

• Work out an action plan

– What would you do if the company lost 20 percent of its

revenue next quarter?

– Where would you focus budget cuts?

– What programs would you maintain or downsize?

– Would it challenge your talent strategy? Where would you cut

and where would you invest?

• Then, when a downturn looms, pull out the plan--and

implement it.



Questions in a downturn

• What‟s the trend ? Is it region specific?

• How is it going to influence mysector/industry/company?

• What‟s the best case scenario andwhat‟s the worst case scenario?

• What are the safeguards that I need towork out?

• What‟s my bailout action plan?• Post downturn what is the revival plan?



Walking the tightrope

• Be cautious not panicky

• Be perceived as cost-conservative

and not cost-centric

• Be seen as a business insulator rather

than a problem fixer

• Be valued as an asset builder not

looked upon as a revenue spender

• Be a business partner for all seasons

not just a part timer



Thank you!

Uploads%5CPresentations%5C149%5CPresentation Ms. Neetu Wadhawan

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