KB 61 Business Turbulence & Chaos

ISSUE NO 61 | AUG 2013


THE OD CONNOISSEUR’S ORATE Stefan Schnitzler, Managing Director and Shareholder at M.T.I. Europe Ltd, writes on ‘Values - Guardian in TurbulentTimes’

THE OD ENTHUSIAST’S ORATE Noor Mohammad, Chief Human Resources O!cer, Airtel Bangladesh elaborates on ‘Strategies to Manage Talent in Corporate Chaos’

FOUNDER’S Niket Karajagi, Founder Director, Atyaasaa Consulting Private Limited, discusses ‘Managing Organizations and Talent DuringTurbulentTimes’ ARTICLE

OD ENTHUSIAST’S ORATE STRATEGIES TOMANAGE TALENT IN CORPORATE CHAOS Noor Mohammad, SPHR, has 12 plus years HR experience in FMCG and Telecom industries in APAC and Middle East regions. Currently he is working as Chief Human Resources O!cer, Airtel Bangladesh. He started his career with Fonterra—world’s largest dairy exporter, and worked as head of HR in Bangladesh and Saudi Arabia and had a regional HR stint in Singapore. He then moved to telecom industry and worked as Country HR Manager at Nokia Siemens Networks, Bangladesh. Academically he holds BBA and MBA degrees alongside a PG Diploma in Personnel Management. Noor Mohammad


ABOUT ATYAASAA Atyaasaa Consulting Private Limited is a leading Human Resource Training & Consulting Organization partnering with some of the best brands in the country and overseas. Atyaasaa has been a catalyst and a contributor in their quest for people development and business excellence. The core di!erentiator of Atyaasaa process is continual innovation, unique customization and use of state of the art technology tools. These are implemented through ethical and experienced operations and human resource facilitators having contribution as their core value.

THE EDITOR’S MESSAGE During economic upheaval organizations face many challenges and one might think that talent management would be inconsequential. However, studies suggest that organizations during times of crisis need to have the best developed strategies to engage their talent.The unsurpassed way to maintain organizational performance in times of catastrophe is by engaging the available talent e"ectually. This necessitates organizations fostering innovation; create an environment of growth and #exibility in work. This aid the organizations successfully tide over the tough situations. The theme of the next issue of Knowledge Beans will be‘ Challenges in mid level leadership development ’. If you share a passion for the topic and have a #air for writing, do send us your 300 word article with a brief pro$le along with your photograph in jpeg format to atyaasaaeditor@atyaasaa.com What can be done to mitigate these risks? Be candid, share the reality. In our penchant to not make employees jittery, we tend to $lter out reality and continued next page Talent management in economically stable time is challenging enough, and in turbulent times, it is all the more di!cult. What changes in turbulent times? Morale goes downhill because of job insecurity, training and development budget is cut and even some innovation spending is curtailed. While many of these actions are necessary to protect shareholders’ interest, these actions combined with economic uncertainty make employees jittery. It is the potential loss of ‘A’ players - who, both in good or bad times; usually have a ready option to jump the ship. This undesired attrition hits talent managers hard. ‘B’ players’ low morale impacts productivity and taking out ‘C’players becomes sensitive! (Since they try to raise hoopla across organization as against the management’s intention to keep it low key).

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