When IIPM comes to education, never compromise
Changing the rules of the game with its value set remaining intact, is what gives Moser Baer a cutting edge advantage in this era of cut-throat competition
“If we don’t change, we don’t grow. If we don’t grow, we are not really living.” Well that’s what most corporate czars across the world believe in while referring to this famous saying by Gail Shelly. However, it’s surely not an easy task to go for a change and that’s a dilemma, which most organisations face. Swim across to the Indian shores and here you will find an IT company that truly believes in reinventing itself. Moser Baer started operations in 1983, with its primary business of manufacturing 8.0”/5.25” storage disks. And now after 25 years, the company can rightfully boast of being the second largest optical media manufacturer in the world that supplies to all the top 12 global brands across continents. Not just this, Moser Baer is currently the largest Indian manufacturer of magnetic and optical media data storage products, with exports making up for 75% of its total revenues.
With an experience of two decades in the sphere of ‘removable data storage,’ Moser Baer’s CAGR in the past five years has been approximately 42%. That’s not all, the company just last year ventured into the entertainment sector and surprised many by launching low cost titles of many Bollywood blockbusters like Jab We Met, Naqaab, Apne et al, at fairly rock bottom prices. To keep up with the tradition of change and growth, in 2007, Moser Baer also set foot in the segment of peripheral devices.
It’s just not easy for a company to change and still grow at a stupendous rate in such a dynamic market. But for Moser Baer the transition has been easy for the HR of the company has worked hand-in-hand with other divisions to smoothen the process of change.
Puneet Bharel, Associate GM, Corporate HR, Moser Baer points out that, “One of the main challenges, at Moser Baer is to provide growth opportunities and to ensure that the employees continue to get the opportunities that they might look outside.” With the economic growth, there is no dearth of options for any employee, so to ensure that employees stick to the organisation, Moser Baer gives challenging jobs to its employees and shows them the way ahead through a well-designed growth programme so that the outside world is not able to tempt them. At Moser Baer there are two key initiatives that have been put in place to tackle this problem. The first one involves putting in place a fast track growth policies that encourages the performance oriented culture along with speedy growth for the ones that deserve. The second part of this initiative involves taking care of the normal engagement of employees. The entire aim of this employee engagement exercise is to ensure that employees working for Moser Baer are not just busy but at the same time are satisfied in what they are doing.
As a matter of fact, employee engagement is one of the key initiatives carried out extensively throughout Moser Baer and is addressed at two levels separately – one at the individual level and other at the corporate level. The company believes that engagement is predominantly driven by the kind of relationship that a subordinate shares with his manager. Bharel throws light at the individual level of engagement. He elaborates, “We ensure that the managers are doing whatever they can to provide a good environment to the subordinate.” Even at the organisation level, Moser Baer has in place myriads of processes like induction, rewards & recognition, appraisal, performance management, et al to ensure engagement of employees.
In the new age business environment where companies look at numbers as a measure of growth and employees are pushed to perform extraordinarily, invariably values are put on the backburner. But at Moser Baer it’s just the opposite. They have a four point value chart for their employees referred to as TIPS – teamwork, integrity, passion & speed. To ensure that all these values work as the Bible for each employee, Moser Baer’s HR has put in place a three step method. The first step is creation or identification of values, second is the involvement of the senior people so that they own up to these values. It could be through demonstrating values, or through rewarding people who demonstrate these values et al. And third is the concept of values committee, where various senior people of different businesses form a part of this committee. The idea is to make the members of this committee cascade these values, by participating in these values through training session. The committees also ensure that if someone is not abiding by the values, then they can take strict action. Bharel informs, “We also link these values with our training program. Like when an employee is being confirmed after six months, s/he needs to fill a form, where in each employee has to list with concrete examples as to when and how s/he demonstrated these values.” Changing with its value-set intact is not what many companies can boast of but for Moser Baer this very philosophy has helped it to scale new heights and in the process change the rules of the game.
Cutting edge change
Moser Baer is expanding at a stupendous growth, so what kind of challenges HR is facing?
We actually don’t have any competition in our sector. However, people are free to move across different sectors. So it is about proactively visualising what can be the challenges both mid-term as well as long-term.
What kind of people challenges that Moser Baer is facing?
One of the main challenges is to provide growth opportunities & to ensure that employees continue to get the opportunities that they might look outside. So we have fast growth policies to ensure that we provide growth, which is a big challenge that we are facing. Also we need to ensure that employees are engaged and are satisfied in what they are doing.
Elaborate on the work culture.
We’ve an informal structure, where one can contact the boss directly and discuss things openly. In one line it’s a friendly culture but performance is imperative.
What are the kinds of reward & recognition program that are taken up?
We’ve around 12 reward schemes including individual-based, team-based, employee of the month, employee of the year & quest for excellence. The idea is to motivate people and to make others understand what kind of behaviour we want.
What’s the attrition scenario like?
Attrition happens everywhere, it happens here also, figuratively it’s around 10-11%, but it may not be the latest.
Can you elaborate on any one thing in terms of HR that’s done differently at Moser Baer?
R&R is one thing. We are open to doing new things that are relevant to the organisation in the long term.
Surbhi Chawla with inputs from Sachin Bharel
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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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