Individual Development Leads To Organisational Development

Today as an organisation, they are driven by people as much as ideas and technology and that has been a significant milestone to achieve. To gain acceptance of HR as an enabler across the entire organisation in a normally technology-driven environment has been satisfying. Learning and development initiatives like mLEAP for First-time managers and ELP for fresh talent have been seen as an integral part of MultiCoreWare’s growth story. HR at MulticoreWare believes in an inclusive approach of trust and transparency with all stakeholders on every people decision and initiative. 

As a boot-strapped start-up, it is necessary that they have access to the right talent. With limited resources, the organisation have been able to activate and access talent through the right channels. Along the way, Shashikanth Jayaraman, VP-HR at MulticoreWareas has put Learning & Development at the heart of our culture with a belief that individual development leads to organisation development. The performance management philosophy is employee-centric and does not conform to a one org-one appraisal approach, therefore encouraging individual initiative and innovation. 

Talking about stepping out of the comfort zone and doing extra; leadership at MutliCoreWare has proved it in many ways. The demand for business continuity especially in the pandemic has been enormous from the leadership and employees alike. Be it stepping in as the nodal officer for Covid-19 safety or dealing with infrastructure readiness or persisting with our learning & development in an online avatar or initiative social benefit activities, HR has been at the forefront. The company have been practising empathy like never before and going the extra mile in being available for employees at any time.

Working during the pandemic has been interesting and exhausting at the same time. Firstly, he had to sense the change and make the shift from standardised information practices to customised communication to every employee. As an HR leader, communication and compliance have been the two big focus areas. For a company with a high rate of talent retention, remote integration of new talent and our commitment to hire from campuses during these tough times have been opportunities to adapt and rise up. Above all, we are a company rooted in human values and beliefs. That has significantly helped us align, work together and take better decisions

Jayaraman sees increasing issues relating to mental health and general wellness. This calls for reorienting HR as employee wellness champions with a focus on mental health. I would advocate for maintaining a good employee to HR ratio despite the influx of technology in most of the HR operations. From a larger perspective, organisations have to be clearer on what they want from HR and the HR structuring has to be built from that need. For example, recruitment and HR analytics require different competencies. Clearly, upskilling in HR is necessary to enable an HR practitioner to transcend the various functions within HR.