Monday, December 10, 2012

Helping the seedling grow tall

After 30 years in sales, marketing and management, Mr. Jonar Nader now chairs management consulting firm Logictivity Pty Ltd. Mr. Nader’s previous role was as IBM’s e-business software manager and network computing manager. At IBM he was also the consumer manager for Asia Pacific South, responsible for ASEAN member states. He is the author of the best-selling Prentice Hall’s Illustrated Dictionary of Computing (Pearson) now in its third edition. He is also the technology writer for Butterworths’ Legal Dictionary, and the Student’s Legal Dictionary. Mr. Nadar was the co-founder of Australian Information Technology Society.

Q. You started your journey from scratch and faced many hardships. Please share some of your experiences, and how you paved your success route.
A. Both my childhood and teenage years were unpleasant and unhappy. Yet, hardships showed me the reality of life, as most people endure it. It gave me an urgent reason to secure my independence of mind. It helped me become a better friend to people who suffer similarly, even as adults. This experience helped me soften my stance about human frailty, making people feel safe in my presence. I have a feeling that many successful people simply have no idea (or have forgotten) what it must be like for the less fortunate. A lack of empathy dulls any achievement. My colleagues are loyal to me because they know I share all the accolades with them. I pay my staff so much that many of them argue with me and some sneak the money back into the bank account because they feel they are earning too much. Many return the cheque and refuse to cash it. They also feel amply rewarded in many other ways.

Q. Who has been your inspiration?
A. People find joy in heart-warming stories of triumph over tragedy. I am not sure that adulation, hope or joy are the ingredients for inspiration. I am inspired by negativity and driven by stupidity. I am powered by disgraceful behaviour. When I see bad things, I think hard. When I see unfairness, I plan better. When I see greed, I press harder. These negativities fuel my passions. Click here to read more...

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Monday, December 03, 2012

Himanshu Sinha (AVP & Head – Human Resources & Admin., Infrastructure Leasing & Financial Services Limited) shares that in the public sector, challenges lie more in motivating and changing the mindset of people

Q. How can an organisation keep its talent motivated during a turnaround?
A.
The biggest tool, I feel, is in the form of an open and transparent communication to all concerned regarding the plans, including sharing of vision, mission and desired business objectives. Apart from this, use of an external consultant for guidance, training and various other change management interventions, which help the employees to remain motivated during a turnaround, are also available. There are organisations and organised groups which help, firms seeking a turnaround, to carry a complete turnaround process along with taking care of employee motivational issues. A well-motivated internal team is able to help the desired turnaround quickly by nature of its participatory role through shared commitment.

Q. How do HR priorities undergo a change to support the turnaround?
A.
HR has to act as a facilitator, guide, mentor, communicator, strategist, path- breaker, and torchbearer. HR should play this role during the various facets of a turnaround plan, strategy and even at the execution stage of turnaround blueprint, including implementation of the 3R turnaround strategy, retrenchment, repositioning and reorganisation. Read more...

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