NHRDN Programmes Will Create Value For All : Prem Singh

Strengthening and building on the good work done so far by the previous National Presidents and taking the network to greater heights. Tapping the opportunities to expand the footprint of the network both in India and outside. Enhancing the quality and reach of offerings of the network, thereby making it more effective and relevant for the members and HR professionals, leading to a significant increase in memberships. Followed by building a strong connection with industry and academia in certain sectoral areas. 

Singh commented, “There are several opportunities where we can strengthen and expand our reach. For example, we are yet to tap into the potential of the public sector, several industries in the private sector, MSMEs, the social sector, start-ups, and academia. Along with that, our sectoral programmes would be focused on women and young talent leadership to promote diversity, equity, and inclusion within the industry. In a nutshell, we wish to be seen as a much more inclusive, progressive, and futuristic body, providing high-quality thought leadership and quality programmes for learning and networking.” 

The current talent war is partially due to the lack of ready talent in the country. This gap is primarily due to the academic environment being protective and predictive. 

“The young talent needs to be trained for the dynamic ecosystem. The skills to adapt, unlearn and learn are even more important now. Working in the industry is not a straight-jacketed formula, but an adaptive application of skills in the given context. Young talent needs to diligently work on their soft skills, develop a “can-do” attitude and an unwavering adherence to values," Singh stated. 

As far as the question on MNCs and Indian companies is concerned, multinational companies tend to bring deep functional expertise, with their ability to invest in advanced technologies. Indian organisations provide a wider and an entrepreneurial experience, beyond the functional boundaries through a wider window. 

Singh added, “Indian organisations tend to provide a holistic exposure and may be quick in decision-making because it is inherent within their structure. However, in certain areas of technology, they need to catch up.”

As the President of Group HR (Group CHRO) of JK Organisation, Singh shared some iconic HR initiatives, like Top Management Conference, Leadership Development Programmes for senior leaders, through global B-schools like Harvard, Wharton, Duke, Cambridge, ISB, and IIMs. He also mentioned several engagement programmes like UDAAN, Town Halls, reward & recognition, and continuous improvement programmes like Lean, and six sigma.  

“We spend a lot of resources in developing our people. In our Talent Management Programme, employees are taken through assessment centres and classified according to their potential. We also organise HR Excellence Awards, wherein, the units which have excelled in various areas of HR are recognised by an external jury. Throughout the year, we have several ongoing workshops, programmes, and conferences in the fields of sales, marketing, finance, manufacturing, HR, IR, Technology, Digital, and CSR.” 

Speaking on the relevance of stay interviews, Singh said that such surveys are very useful for understanding the aspirations of people and creating a positive work environment where employees can grow and learn. The employee surveys promote a free line of communication with senior management. 

“Employee surveys help in the appreciation of diversity in thoughts and educate the leadership team on the current challenges within the organisation.” 

Singh believes that leaders need to bring in elements of both, a father with tough love to help employees realise their full potential with passion, and a mother to nurture the growth of employees with compassion.