Once there was a concept of life-time job. People used to join one organization and would work there for rest of their life. They would grow with company. Loyalty and relation were given more preference than anything else. Performance, compensation, and growth were important but not as important as emotions and brotherhood. However, now things have changed. More so in last THREE decades. There seems to be a tussle, a kind of tug of war, between performance and compensation. Loyalty, emotions and relations appear like things of ancient time. For an employee, an employer is as good as his last increment; while for an employer, an employee is as good as his performance in last quarter. Both can replace one another at any time and as many times during their life. Who is going to win this war? Will there be any winner? It is difficult to say.

Employees don’t want to link their compensation and growth with their performance.  Every year they expect certain percentage of increment. They must get promotion every couple of years. And this should not be linked to their performance. They have irrational comparisons of their compensation. They compare their salaries with their colleagues across functions and with their peers across industries. They are not willing to buy concepts of educational backgrounds, relevant experiences and size or revenue of organization.

Read More about Compensation Versus Performance.

Following factors can influence your compensation in an organization –

1.       Relevant experience – Your total experience is irrelevant. What matters the most is your relevant experience in given role and industry type.

2.       Education qualification and Grading of College/Institute – It matters a lot. There is basic qualification requirement for each role. Grading of college or institute implies the quality of training, grooming and knowledge you might have received and hence plays an important role. Same holds true for mode of education – full-time or distance learning.

3.       Organization Type and Revenue of Organization – A start-up, matured and multi-national organization will follow different compensation structures. Revenue of company also plays an important role. One cannot compare compensation of one role in a 10 million USD company with a 100 million USD company. That is insanecomparison.

4.       Internal Equity – There cannot be any comparison between same job titles in two different functions. For example, internal equity calls for same salary range for two sales managers in same city. However, one cannot compare salaries of Sales Manager with Production Manager.

On other hand, employers don’t want to talk about compensation and benefits in isolation. Growth and compensation must be linked with job responsibilities and accountabilities. Loyalty alone is not sufficient. Organizations require loyalty with consistent track of performance to help you grow. You cannot move to next level just because you have spent certain numbers of years in one position or role. In schools and colleges, getting 60% marks is considered as first class and getting above 75% is distinction. However, this is not true in corporate world. You must score at least 75% in your annual assessment to be considered for any increment. You must consistently score above 90% in your annual assessment for at least THREE years to be considered for promotion to next level in hierarchy. Irrespective of your score in annual assessment, as a standard industry practice, you shall be classified as High Performer, Average Performer and Low Performer in the ratio of 20:60:20, which eventually implies – Must Retain, Try to Retain and Let Go.

Following factors can influence your growth in an organization –

1.       Career Planning and Competency Development – Employees are responsible for their own career planning as well as developing necessary skills and competencies required to move up the hierarchy. You know what you want in your life. You know what are your strengths, weaknesses and constraints. It is not the responsibility of an organization to plan or develop your career. Organization does arrange for development programs for employees, however, those programs are planned as per growth aspirations of the organization.

2.       Job Descriptions and Skill requirement – Organizations shall prepare job descriptions and skill and requirements for each role. These shall be made available to employees for them to know where they stand in the organization and what they need to do to move up in the hierarchy.

3.       Assessment Centre – There is a need to have assessment centres in organizations to assess readiness and competencies of employees required to move to next level in hierarchy. Nothing can be more painful than losing an employee to the market who was ready but not identified.

4.       What are you looking for?– Employees shall be very clear about what they want. They must not look for right things at right places. Start-up companies provide an opportunity to create something large from scratch; while matured MNC’s gives an opportunity to expand your horizons. In start-up’s, financials are big constraints; while in matured MNC’s, bureaucracy can be a hurdle for your vertical growth. Final choice is yours.

5.       Risk taking abilities – Relocation can be a big hurdle in your career growth. Organizations might give you the kind of growth that you need but you can squander that opportunity, if you are not willing to relocate. You must be willing to take risks.

6.       Job Satisfaction – It is the responsibility of organization to give you clear job description, tool to perform your job efficiently and set non-discriminatory performance management system, however, it is not the responsibility to organization to satisfy you. Organization can help you live a good lifestyle based on your capabilities and performance but they can do nothing to satisfy your greed.

There seems to be this chicken and egg type of situation. Employees say, “Give us chance. Give us role and compensation and we will prove our abilities”. While the stand of organizations is, “Develop your skills and competencies. Prove your capabilities.Deserve it before you claim it. We will give you growth and development”. Bike cannot move forward while on stand. Similarly, you cannot move forward, if you will not improve capabilities and competencies.

Over the period of time, one thing that has become very clear that relationship development and wealth creation are two different things. Within relationships, there is a wide gap between personal (emotional) and professional relationships. One must understand, respect and appreciate difference between the two. No one does any business to develop personal relations with employees.

Compensation is nothing more than sequence of numbers and irrespective of what you get you will never be satisfied. On the other hand, performance can be described as continuous improvement towards excellence and hence, no matter what you do there will always be scope for improvement. I am not sure who will win the war of performance versus compensation but I have made an attempt to make conceptual clarification. Self-awareness and communication are two tools that can help bridge this gap.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

I was in a meeting when my mobile buzzed. A closer look flashed the name of Kabir. I excused myself from the meeting and answered the call, “Hey, Kabir. How are you? Tell me, what can I do for you? How come you thought of me at this moment”? “Sanjeev Sir, I need a career advice from you”, he said. He needed a career advice through a phone call at this time of the day. It was very confusing. “Kabir, right now I am in a meeting. Let’s meet at my place at around 7 PM. We will discuss it there”, I suggested. “Okay, Sir. I will be there sharp at 7 PM. Thank you”, he reconfirmed.  

Kabir and I stay in Hermes Heritage Society, Pune. He is 32 years old. His marriage is scheduled in less than SIX months from now. He is staying with his parents. Kabir was working with a leading Infrastructure Development Company as a Project Manager. Few months ago, he had joined a mid-size Business Process Outsourcing (BPO) Organization as Vice-President Operations.

He reached my flat at 6:45 PM. As I got freshened up, Shraddha made coffee for three of us while Kabir waited in our drawing room. After exchanging greetings and daily pleasantries, I asked him to share his concern. “I need your help in finding me a new job. I am willing to compromise on my current compensation package”, he said.

You can read Organizational Culture Another Dimension of Human Relations

“Why do you need a new Job? You joined you current organization around FIVE months ago. You seemed very excited about it. Your compensation package was also met, without any negotiation. You are a part of the leadership team. So, why do you want to change?” I asked curiously.  

He took a deep breath and said, “Sir, you are right. They have given me good package and benefits. I am in the leadership team. I have great opportunities for growth. But the route to encash those opportunities are very weird. The organizational culture is not good. It is much more complicated and complex than the plot of any daily soap opera”.  

“Hold on. Career Opportunities, Organizational Culture, and Daily Soap Opera, I don’t know what you are trying to say. Please elaborate?” I asked.

He explained, “Our organization is privately held. We are 200 employees. Last year, our total turnover was 50 million USD. I am heading the Operations Team of 37 employees. Anish Jain, 42, is Founder and CEO of our organization. His sister Anita, 37, is one of the FIVE Directors and look after legal compliances and approvals. Anish and Anita are well connected across political galleries. It is needless to say that no matter how educated and capable our employees are, these two take all strategic decisions. However, they don’t interfere in the personal life of one another. Our Leadership comprises of Anish, Anita, Yogesh (VP-HR), Rajeev (Creative Director), Sachin (Head – Digital Marketing), Sameer (Head – Information Technology), Sunil (Head – Customer Service) and me. Our Company allows family members to work together. Every week, CEO directs Department Heads to invite THREE employees from each team for an informal stress-buster meeting of leaders and team members on Friday nights at a pre-decided venue. Many HR decisions such as increments, incentives, promotions, employment terminations are taken in these meetings over drinks”.

“Priyanka, who was a girlfriend of Sunil, until last year, is now the wife of CEO Anish. Disappointed by this act, Sunil got involved with Anita, CEO’s sister and is also dating Rajeev’s wife Yasmin. As for Anita, she is also interested in VP-HR Yogesh but he never responded to her advances. Nikita, who is a girlfriend of Sameer, also has romantic relations with Sachin. Over last few months, CEO developed liking for Sachin’s girlfriend Madhuri as well but he doesn’t want them to break-up in order to remain clean in his wife’s eyes. Hence, Sachin is offered expensive perks, bonuses, and rewards for no reason related to his job and performance”.

“Each Department Head needs to invite THREE of his team-members to the Friday evening party. The hidden ugly motive of leaders behind such meetings is to find themselves a companion to spend a weekend with, unethically.

I asked, “What is the role of Yogesh, VP-HR? What does he do in the organization? If most of the decisions are taken my Anish and Anita, and the culture is so shoddy then why does your organization need HR?”

He continued, “Usually, after Friday parties, some of those chosen team members, either resign out of exasperation or they get terminated for refusal to leaders. As a result, some of them file a legal case against the organization. The role of Yogesh is to manage employee separations, hire new employees, and face litigations and execute instructions issued from leaders.

“Sanjeev Sir, I am not able to turn a blind eye to such to organizational culture.  It’s beyond my understanding of human relations. These are not my learnings, values, and ethics. Out of 37 members in my team, 18 are females. I haven’t yet invited any of my female team members to these parties but I can’t avoid for long. I don’t want my team members, especially females, to encounter this filth.

Others have started taunting me, saying ‘I want to keep all girls to myself’ or that ‘I belong to old school’, etc. For last few weeks they have been insisting on inviting Anshita, my fiancée, to the party. I have been making one excuse or another. I don’t feel like going to this office anymore.”

I have no doubt that there are such organizations. These organizations do not have long-term vision or strategies. Finding a new job for Kabir at such short notice was a challenge. His marriage was scheduled in few months. He was getting depressed. I asked him to share with me his updated profile along with his expected CTC. I also asked him to explore with his last employer, where he had worked for SIX years.

Maybe because of his good deeds and clean heart, last week he got a new job offer. The compensation package is less than his current package by 20% but he is more than happy to get this offer and will be joining them next month. He will be getting married soon.

Organizational culture is an important aspect for the growth of any organization. When business experts say that over 89% of start-up companies fail within three years of the commencement and less than 0.01% become billion dollars organizations, probably they take into consideration the organizational culture. Successful organizations are focused and value-based organizations. For them, core values are much more important than few pointers documented and posted on organizational walls.

The organizations such as the one where Kabir was working and bosses like Anish and Anita are unlikely to fade away. A large chunk of people of both sexes, caught in wide mouthed unemployment, are willing to compromise to get jobs and growth.

How would you have responded to this situation? Please share your stories and experiences.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

A couple of weeks ago I went to attend an event organized by one of the HR Forums – “HR Enlight”. Dr. Pawan Agrawal, a speaker, author, and educationist, who has done extensive research work on Dabbawala’s, titled as “A Study of Logistics and Supply Chain Management of Dabbawala in Mumbai" was the keynote speaker of the evening. He has delivered over 500 talk sessions across the globe. Well, this story is neither about “HR Enlight” nor about “Dr. Pawan Agarwal”. This story is about Dabbawalas and corporate lessons we can learn from them.   Let’s first understand the basics –

WHO – Mumbai Dabbawalas is a group of over 5,000 individuals, brought together by a common mission of carrying homemade food for over 200,000 customers across 60-70 KMS in Mumbai region. They must not be confused with caters because they don’t cook food for clients. They just carry food from one place to another and return empty boxes back. They have a customer base of over 250,000which translates into daily transactions of 500,000 turns. Annual transactions are 156,000,000 (156 million) with an accuracy level of 99.9999% (as per Six Sigma Study Report) and On-Time-Delivery of over 98.5%.

WHAT – Mumbai Dabbawala’s carry homemade food from the houses of customers, deliver it to them in their offices before lunch hour and then carry the empty tiffin boxes and drop at their homes.

WHERE – They work in the financial city of India – Mumbai. They provide their services within a diameter of around    60-70 KMS.

WHEN – Dabbawala Service was started in 1890 by Mahadeo Bhavaji Bachche. In the beginning, it delivered food to a British officer and a Parsi Banker, however, soon it transformed into a flourishing business. Bachche started a lunch delivery service with a hundred men working with him. He informally unionized the Dabbawalas in 1930. In 1956, a charitable trust under the name of Nutan Mumbai Tiffin Box Suppliers Trust was registered. Mumbai Tiffin Box Supplier’s Association is the name under which the commercial arm of the Trust was finally registered in 1968.

WHY – A question is often asked, WHY people in Mumbai cannot carry their lunchboxes? Why do they need someone to carry their tiffin’s?  In Mumbai, due to heavy traffic, it takes long hours to reach office. If someone needs to travel for 35-40 KMS to reach his office by 8 AM, he must start from his home at least by 6 AM. Longer the distance, earlier he must start. So, if he has to start at 6 AM, his wife or mother must wake-up by 4:30 AM to prepare his breakfast and lunch. Food cooked at 5 AM will be eaten by the person during lunch break at 1 PM. The cold food doesn’t taste good nor is it healthy for the body. Moreover, it’s strenuous to travel by overcrowded local trains with one hand on office bag and other holding lunch box. That’s why they use the service of Dabbawala, who pick-up lunchboxes at 9 AM and delivers to the customers by 12:30 PM. The clients of Dabbawala’s are average middle-class people who cannot afford to eat outside food, every day.

HOW – These Dabbawala’s carry lunchboxes barefoot, in a carter over their head; they use bicycles and local train services. They use a complex coding system to identify each lunchbox. The coding system comprises of colours, numbers, symbols and alphabets. Every resident pickup group is given a code, which is an alphabet or combination of alphabets. Destination station is identified by a symbol. Destination pickup group is given a code, which is numeric. Destination Address is given an Alpha-Numeric code. For resident coding and destination coding, different colours are used.

Each Dabbawala is governed by THREE principles – Work is Worship; Customer is God, and there is no substitute for hard work.

One might argue that carrying tiffin’s from one place to another and to return them is quite a simple task, what makes it so distinguished and what’s there to learn from it. Well, learning lies in the complexity of the system. To add to the complexity is the education level of these Dabbawala’s, most of them are illiterate, and who cannot even explain the address of their customer to a stranger. They work in many-to-many structure and yet deliver lunchboxes to their customers accurately, on time, consistently, every day, and day after day.

You can read Management Lessons From Mumbai Dabbawala Part 1

                     Management Lessons From Mumbai Dabbawala Part 2

Please share your views.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

Professionals working in Human Resource Function Often solicit in a belief thattheir role is very descriptive in nature with intangible output; hence their performance cannot be measured accurately. Is it genuine?Definitely not, the performance of HR professionals can be measured like any other employee. Let’s reassess and redefine the role of HR Function.

Whenever HR professionals are askedto describe their role, they often talk about Recruitment, Compensation & Benefits, Performance Management, Training and Development, Managing and Motivating Employees, Succession Planning, Change Management, Organizational Development, so on and so forth. Are these the onlyroles of HR Professionals? Do HR Professionals have freedom to perform following tasks -?

1.       Hire a new employee or terminate the employment of existing employees?

2.       Recommend annual increment or promotion of employeesto the higher level in an organizational hierarchy?

3.       Provide training, coaching or mentorship to any employee of organization on its own?

4.       Approve Paid/sick leave in an organization?

5.       Decide a successor for a manager or a leader on its own?

6.       Decide benefits entitlement for employees?

7.       Create organizational culture or execute change?

The answer is big NO. HR professionals working in any organization cannot do any of the above-listed activities without the consent ofconcerned functional or team manager. So, what is the role of HR Professionals in an organizational set-up?

1.       Consultant – HR Professionals should be a part of solutions and results instead of problems and complications.They should also be well-versed with skills and competencies required to be successful in an organization. They must have the thorough knowledge of all job descriptions existing in an organization. They must provide consultancy services to business and help them find ways to create competitive advantage.

2.       Communicator – It has often beensaid that HR Professionals are a messenger between management and employees OR they create a bridge between employees of organization and management. However, it is not true. They are not mere messengers. They are communicators, which means, they must understand messages correctly, interpret it in the language being understood by other stakeholders, select appropriate medium of communication and communicate it as efficiently and effectively as possible without getting emotionally involved in the communication process. They must be empathetic but not sympathetic. The business place is not a place to demonstrate sympathy. Sometimes they need to communicate tough decisions of management to employees and at times may need to make management aware of impediments of employees. But it is observed that many times they damage the matter by getting emotionally involved in it.

3.       Process owners – HR Professionals are process owners. They must ensure that all processes are followed diligently without exceptions. By cherry picking employees they tend to build resentment among employees and thereby creating an environment of favoritism and bias. They must continuously work towards the improvement of processes, make them simple to understand and follow and thereby improve process efficiency by saving time and resource. They must use Lean Methodology to improve processes.  

4.       Facilitator – One of the key roles of HR Professionals is to facilitate training and development programs and create an environment of coaching. Coaching is possible in a set-up of mutual trust and respect. As a facilitator, HR professionals work towards improving functional, behavioral and leadership competencies of employees and thereby create successors of existing leaders and high-performing employees to ensure business continuity in case of any unforeseen circumstances.  As a facilitator, while on one hand they work with employees in developing their career plan in alignment with organizational vision and goals; on the other hand they help managers and leaders define talent management strategies to manage employees who are -

1.       High Performers and High Potentials

2.       High Performer and Low Potentials

3.       Low Performers and High Potentials

4.       Low Performers and Low Potentials

 6. Compliance Manager – Organizations often get into trouble for not following applicable legislations as well as failing to comply with Standard Operating Procedures of an organization. Not complying with applicable legislations leads to punishable criminal offense and thereby affects operations of an organization; not complying with SOP’s led to corruption and thereby affects business continuity.  

7. Brand Ambassadors – HR professionals communicate with several external agencies as well as job candidates, educational institutes and government bodies. They need to always represent values, culture, and ethics of an organization. Also, those employees who decide to separate from organization become its de-facto brand-ambassadors. HR must ensure that all employees who resign should be treated as per policies of an organization and with respect. The way HR professional conduct themselves in an organization is followed by all employees. Hence, it is a responsibility of HR professional to keep their conduct professional and follow values of an organization all the time.  

8. Project Managers – Every sub-function of HR is a project. Campus hiring is a project and so do performance management, compensation benchmarking, cost-benefit analysis of new and existing benefits, and leadership development. Each of these projectsrequiresa thorough planning, information gathering, stakeholder’s management and execution. HR Professionals shall be efficient project managers.

All of the above-discussed activities are measurable. The success criteria of employees must be based on quantity, quality or other pre-meditated deliverables. In order to execute these roles, HR professionals must have a thorough understanding of the business model of organization, products or services of an organization, human psychology, and behavior, and awareness of competitions.

HR professionals need to understand that they are not Social Reformers or Human Right Activists working on the payroll of an organization. They are working for business. Their efforts must make the business profitable.  Their primary role is to safeguard the interest of organization against all adversities.

Being well-versed with business model plus Thorough understanding of products or services of organization plus Ability to communicate effectively across hierarchy plus Attributes of a Consultant plus Project management abilities = Your Ticket to the Topmost Role in Organization.

Do you still believe that HR is a messenger between employees and management?

Do you still believe that HR plays an important role in your selection or termination or performance appraisal? If yes, then you are being misguided by your managers.

Do you still feel that performance of HR Professionals cannot be measured? In that case, please take help of HR Analytics. Anything that can be measured can be managed.

I will be glad to have your comments and feedback.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

It was like any other day in office and as usual, I was glued to my laptop until my phone buzzed at 10 A.M.

“Sanjeev, come to my cabin, NOW” my reporting manager shouted from the other end.

I rushed to his cabin. However, before entering I peeped in through the glass window, he looked furious and upset.

Before I could enter and close the door, he screamed “Sanjeev, I want you to fire Pankaj immediately.”

It was an email from Neha Desai, our training manager. She had sent an email to Raj, our VP-HR with CC to all C-Level Executives, accusing Pankaj of sexually harassing her during their tour to Ahmedabad together. She demanded an immediate action against Pankaj or else she would file a police complaint.

“Pankaj, don’t pretend. What did you do with Neha in Ahmedabad?” I asked him angrily.

“I didn’t do anything to Neha Madam. What are you talking about?” he said innocently.

“Pankaj, Neha has filed a complaint against you sexually harassed her. I have instructions to fire you”, I informed him.

With tears rolling down his cheeks, he began, “That day when we reached Ahmedabad…”

“Don’t hide anything. I want to know everything”, I interrupted.

He could barely speak. He took two hours to narrate the entire incident.

Sexual Abuse of a Man at Workplace

“The day before our departure to Ahmedabad, Neha Madam called me to inform that instead of her team member, Pooja, she would come along with me as Pooja was unwell. She asked me to wait near Kingfisher counter. Our flight was at 7:40 am. I reached the airport at 5:30 am and madam came by 6 am. After going through security check, we learnt that many flights were delayed or cancelled due to fog. Our flight too was rescheduled for 8:45 am and then for 10 am and finally was cancelled. Upon our request, the staff agreed to accommodate us in next flight at 3:15 PM and boarding passes could be collected at 1 PM.

Read more Sexual Abuse of a Man at Workplace

She ordered for coffee and asked me if it was alright with me if she changed into something comfortable. I said that’s alright. Within 5 minutes, she came out in a red colour nightgown. While waiting for coffee, she tried to probe into my love life, bedroom life, etc. After coffee, when I was about to leave, she held my hand and said she was scared of sleeping alone and if I could share the room with her. I declined but she advanced on me and started kissing saying no one would ever come to know. I was terrified. I prised myself away and ran towards the door. She yelled at me that no one ever refused her, not even CEO. Then she threatened me of dire consequences if I didn’t submit myself to her. I pleaded to let go of me. She laughed, looked at me sarcastically while I was leaving.

Induction program went very well. After lunch, she requested if she could use my room to change her clothes for her scheduled flight to Bangalore at 6 PM. I agreed. She then asked me to come to the room to finish last night’s pending work. I ignored and told her to submit my keys at reception when she is done. She left fuming.

I was revolted, more by the fact that it was impossible to present any proof of Pankaj’s innocence.

“Let me see what can be done”, I assured him. And we walked out of the conference room.

I fixed a meeting with Raj after half an hour. I asked Pankaj to accompany me.

“Sir, he is Pankaj”, I introduced.

Raj fixed me with a fierce gaze. “Sanjeev, what is he doing in my cabin? Why is this pervert not fired yet”?

“Sir, we need 5 minutes of your time. That email is bogus. You must hear him out as well. Please, Sir. Just 5 minutes”, I pleaded like anything.

“Okay, tell me and stick to objective”, he said, turning his focus back to his laptop.

And then he begins to type something on this laptop as if he is least interested.

Pankaj narrated everything again. Once he finished, Raj asked him to leave and told me to sit.

“Sanjeev, why are you meddling with the things? The decision has been taken. Pankaj needs to go”, He told me.

“Sir, he is innocent. He has a family to look after. We need to give him a fair chance”, I justified.

“Innocent? How do you know that? Maybe he is creating a story.  For a moment, even if I believe what he is saying is right then what? Who else will believe his story”, he countered.

“But sir, as Pankaj said and even I have heard from few employees that she sleeps with others in organization…” I said before he interrupted.

“Sanjeev, you have lost it. No one will come forward to give statements against her. Pankaj could have done what others did. What’s so big deal? Look we don’t have time to waste. If she goes to the police, it will affect the reputation of the organization. It’s not worth a risk for a junior employee. Let him go. You will get better people. There are many available in the market”, I explained.

“Sir, he belongs to a very poor family. He is the only breadwinner in the family. It will affect their economic condition.  I am sure, we can do something”, I requested him.

“Alright, give me time to think. I will get back to you by tomorrow morning. Let me speak to Neha and our CEO”, he assured me.

Next day morning, as soon as Raj reached the office, he called me into his cabin.

“Sanjeev, I spoke to our CEO and Neha. Considering his financial situation, Neha has agreed to take back her complaint, provided Pankaj give her written apology. We must give him a written warning for insubordination of his senior. There must not be any complaint against him. One more complaint and he will be out”, He pronounced.

Pankaj wrote an apology to Neha. I gave him a written warning.  A copy of the warning was placed in his personal file.

Within next two months, Pankaj got a new job and he moved out. Neha has also left the company. I also moved out of the organization for another assignment.

This incident made me ponder that even males could be a victim of sexual harassment. Our society doesn’t endorse. We have no legislation to cover sexual crimes against men. Sexual relation is a personal choice. Forcing anyone into a physical relation is rape.

With this tale, I am neither denoting that all females in corporate are Neha nor endorsing that all males are Pankaj. This world is full of good and bad people of both sexes. Let’s not be biased and let’s not judge someone blindfolded.

What would you have done had you been in place of Pankaj? Please share your feedback and experiences.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

Management defines the talent as per the requirement of business needs and its diversified expansion plans. However, the way it gets translated and interpreted by HR, Hiring Manager’s and Recruitment Agencies is very different from the vision of management team and requirement of business. As it gets cascaded down the hierarchy, the definition of talent gets diluted and instead HR and Hiring Manager’s get into an ongoing rift without understanding that both of them are working for the organization and not for one another, as they make it appear like. Thus, I understand that the shortage of a talent is an MYTH. It is a cover-up story created by talent acquisition team and hiring managers to wrap their failures and inabilities of attracting and hiring the right talent. The talent shortage happens whenever employers complain that they cannot find people with just the skills and background they want at exactly the price they would like to pay. Organizations need to follow an approach of systems analysis, see a bigger picture and how their roles are interconnected.

If you have missed first part of story you can read it here. Talent Shortage Reality OR A Coverup Story Part 1

Before we proceed further, let’s reinterpret the Talent Shortage Survey of Manpower Group for the year 2016-17 –

The survey was conducted in 43 countries among 42,300 organizations. Among surveyed employers, 40% of Global Employers [48% in India] reported Talent Shortages. In other words, 60% Global and 52% Indian employers claimed that they always get required talent whenever they need, wherever they need and within their allocated budget.

Talent shortage cannot be seen in isolation. There are several factors that contribute towards talent shortage, such as – working environment, work-life balance, organizational culture, labor laws, social security, industry-academia collaboration, political stability, etc.

The survey highlighted the shortage of talent in India among following job titles – IT Personnel, Accounting and Finance Staff, Project Managers, Sales Manager, Customer Service Representatives and customer support, Technicians, Quality Controllers, and Buying and Procurement.   Next time, when an organization will not be able to find, say, efficient project managers, they will blame it on the poor talent supply instead of evaluating their recruitment processes.

For the second and final phase of my discussion, I studied their recruitment processes, profiles of successful candidates and remarks of hiring managers on interview evaluation forms. I also prepared a questionnaire for the CEO, Vice President HR and few Hiring Managers. I also participated in few job interviews. Finally, a conclusion was derived that the talent shortage in this organization was not real instead it was an outcome of poor communication across hierarchies, and misinterpretations of messages. The deemed shortage of talent can be addressed if the organization will follow below-mentioned recommendations [I believe these recommendations will be of great help for any organization across industries –

The deemed shortage of talent can be addressed if the organization will follow below-mentioned recommendations

Relocation – When an organization wants to play at a national or global level, why do they limit their talent search to one city or the worst one particular part of a city? Whenever any leader tells me that they don’t have a relocation policy, it becomes easy for me to conclude that they are not serious about TALENT. Many start-ups, small-sized and mid-sized organizations do not pay much attention to this critical aspect of talent attraction and hence lag behind in the race. Sadly, these are the same organizations that make maximum noise for talent shortage.  Not having a right person in a right role is more expensive than hiring someone from a different part of the country and pay them relocation allowance.

Widen the Talent Search market – From outside, it might appear that hiring someone from the payroll of your competitors might make your work easy and it might give you some inside information as well, however, that’s not the right approach all the time. Instead, expand the horizon of your talent search from SAME Industry to SIMILAR Industries to ANCILLARY Industries.  Even within same industries, the working culture of different organizations varies, therefore, the challenge for someone to adapt to your organizational culture will remain same with a small degree of variation.

Employee Referral Programs – Attracting and hiring talent to the organization is not a sole responsibility of HR and Talent Acquisition Team, in fact, everyone in the organization, particularly the leadership team, is responsible for attracting talent to the organization through directed efforts of branding. Create an effective “Talent Reference Program” to reward those employees who are bringing talent to the organization through their family and friends.

Coach Interviewers – Being a good interviewer is a skill, which can be learned. As a part of leadership development program, train and coach your managers to be effective interviewers. Questions like – “Tell me something about yourself; what are your strengths and weaknesses; and why you are looking for job change” are too general questions to tap the right talent. Prepare a questionnaire on the basis of skills and competencies required in candidates. Interviewers must prepare for the interviews and do their homework in advance.

Simplified, Superior and Scalable Processes – If a candidate is available in the job market, it means he is an active job seeker. He will join the organization that will first give him the job offer. He will not wait for your recruitment process to get completed before taking a decision, therefore, shorten the recruitment process. Complete all rounds of interviews, including assignments and assessments, if any, in a single day. Wherever possible, take panel interviews instead of rounds of interviews. In one-to-one interviews, candidates often get rejected on the whims and fancies of interviewers, which is another reason for recommending panel interviews over rounds of one on one interviews. Longer the recruitment process, higher is the probability of candidate getting disengaged and walking out of the process. Any interviewer who has no time to take interviews is not serious about hiring talent, he must not complain about the shortage of talent. We are living in a talent market. We need them more than they need us. In a day, if a manager has TEN tasks to complete and talent acquisition is one of them then that must be his #1 priority.

Benchmarking compensation and benefits - Benchmarking your compensation and benefits with the market is not once in a lifetime or once in a five-year kind of event. Do it yearly. Keep it abreast with the market. Compensation and benefits strategies of the organization play an important role in attracting and hiring good talent. Let’s accept that every talent comes with a price-tag. Check your budget, if you can afford it or not. If your budget for the role does not match the price-tag of talent, then let it go. Do not bargain and hire someone at a premium, if your budget doesn’t allow. When you bargain, you might get a new person on board but you will lose several other employees, dissatisfied due to an imbalance in internal equity.  On the contrary, if you are hiring someone at a lower rate than your budget, you are preparing for certain first-year attrition. Strictly remain in the FOUR walls of your budget.  

Workforce Planning – Long ago I read, “Failing to plan is planning to fail” and “One hour of planning save 10 hours in execution”. However, in reality, planning is one among the most underused management tools. Workforce or Manpower planning is one such “annual event”, which does not get as much time and importance as it must get. Leadership teams often cover-up their failures to prepare an effective workforce plan with phrases like – unsure business, economic uncertainty, volatile marketplace, system complexity, to list a few.  Nonetheless, the reality is, an efficient plan usually takes care of every uncertainty, volatility and complexity. When you don’t plan for your future manpower requirements then midway through the year you end up with a shortage of budget, and open positions that are not approved. Planning is a skill that can be learned. Train your managers to be good planners.  

Friendly Interview Schedules – Talent you are seeking to bring to your organization is working elsewhere unless you are looking for fresh graduates. Good candidates are unlikely to attend interviews on working days. Hiring Managers must schedule their interviews as per the availability of talent not as per their own convenience. Remember, you need them more than they need you. We are in a talent market. Screening interviews over phone calls, preliminary interviews through SKYPE, LYNC or other available video technologies are highly recommended. Unless you are willing to complete all rounds of interviews in a single day, for a higher turnout of candidates, it is recommended to schedule interviews on weekends or on holidays. In the past, I have successfully conducted early morning and late night interviews.

Create learning organization – Nothing is better than creating your own talent pool to fill in critical roles within the organization. Define competency framework of your organization, identify high-potential and high-performing employees, prepare gap-analysis and fill in the gap through robust leadership development programs and mentoring. Not only will this help in attracting and hiring good talent from the market but also in engaging, motivating and retaining existing employees. No doubt that the compensation and benefits are decisive factors but talented candidates prefer to join organizations that allow them to sharpens their skills, learning new competencies and help in overall development. Prepare talent strategies that encourage certain roles to be filled through internal hiring ONLY.

Continuous Improvement through data analysis – Data capturing is the first step towards analytics and improvement. In the entire process of attracting and hiring talent there are several situations that provide opportunities to capture real-time data, such as frequent reasons for profile and interview rejections, job offer acceptance ratios, first year attrition rate and reasons thereof, rounds of interviews conducted before making a job offer, and reasons for rejecting the offer letter. In his article, “Why You Should Interview People Who Turn down a Job with Your Company”, Ben Dattner has said, “Every company gets rejected by job candidates, and you’re missing a big opportunity if you don’t ask these people why they did it. The next time you get a “No, thank you” call or email, explain that there are no hard feelings and dig deeper for more information.

I hope this article will be of help to you. Share your thoughts.

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

Some of the things  I enjoy being a Management Consultant are wide ranges of networking prospects, traveling across globe and opportunities to work across industries on a broad range of HR projects. In past one and a half years, I have been working with Automobile, Engineering, Financial Services, Entertainment, Information Technology, Distillery, and Beverages, and Auto Component Industries on projects such as Leadership Development, HR Automation, HR Systems Analysis, HR Processes Reengineering, Manager Development, Compensation and Benefits Analysis. In the month of November 2016, I was commissioned by the CEO of a leading player in the auto-component industry in Pune, a 215 million USD organization with 1,728 white-collar employees in three plants across India, to help them refine their manpower hiring processes with an astute focus on preparing the organization against ongoing talent shortage, which, according to them, had been affecting their expansion plans in India. At that point in time, my client had more than 65 open positions; some of which were open for over 180 days. Around the same time, Manpower Group, a leading global recruitment company, came up with its annual talent shortage survey results, announcing “40% of Global Employers Report Talent Shortages”. In this article, I will be sharing an overview of my diagnosis study with the client and the proposed project plan.

Do you want to know Talent Shortage Reality?

Before visiting their corporate office,  for a meeting with the leadership team, including Vice President HR and AVP Talent Acquisition,  I had few rounds of telephonic and offsite discussions with the CEO. To summarize his requirements regarding manpower requirement: he needed a ready pool of talented people, willing to take up challenging assignments at any given point in time, at any work site, positively motivated, working towards the requirement of clients with utmost sincerity and accountability, always meeting the threshold of On-time Delivery (OTD) and in the process of doing so add value to organizational growth and help us in creating a positive brand. To him, the educational and socio-economic background, gender, religion, physical appearance, and industry background of the candidate was irrelevant. He also said, “However, whenever I discuss a new project with my teams or asks reasons for the delay in project execution or below acceptable OTD, I am often given reasons of a shortage of manpower”. My problem diagnose meeting with leadership team, which begun at 10 AM, within one hour of its start, turned into a blame game meeting, with functional heads blaming HR for their failure to source and attract good talent from the market; HR team was blaming external forces such as talent shortage in the market, poor education system overall, impractical expectations of candidates and poor work ethics of Millennial generation. Some of the key pain areas highlighted by leadership team were as follows:

1.       Poor quality of resumes shared by HR and Recruitment Consultancies [Only 3-4 profiles out of 10 get shortlisted by the hiring managers]

2.       Below average soft skills [Communication, Language, Time Management, etc.] among candidates

3.       High Cost [Disproportionally high salary expectations of job candidates]

4.       Too long waiting time [From the date of the Offer Letter, candidates take 60-90 days to join]

A discussion with HR and Talent Acquisition Team brought forward following points –

1.       Frequent changes in the job description by hiring managers

2.       Opaque job requirements – Many times hiring managers mix 2-3 roles in one job description and make it complicated to search

3.       Unclear short-listing criteria are adopted by hiring managers [often candidates get rejected on the basis of their gender, marital status, age, religion, physical appearance, etc.]

4.       Hiring managers want us to schedule interviews on working days during working hours only, making it difficult for candidates  working in different cities to participate in the recruitment process

5.       Few candidates turn for job interviews [While 7 out of 10 candidates come for the first round of the interview, only, 3 out of 10 candidates come for final round of interviews]

6.       Poor offer acceptance and joining ratios [while 6 out of 10 candidates accepts the offer letter only 5 out of 10 joins on agreed joining date]  

7.       High first-year attrition rate [First-year attrition rate is 45%, while attrition rate among those who are working with the organization for more than TWO years is 12%]

As we came to an end of our Day-1 of discussion, I asked the AVP – Talent Acquisition to schedule a meeting with THREE of their active Recruitment Partners. 60% of manpower requirements of the organization are filled through recruitment consultancies. Next day in my meeting with recruitment consultants following points was shared –

1.       Hiring managers change interview schedules at the last moment without any consideration which makes it difficult to coordinate with candidates for rescheduling the interview.

2.       Midway through the recruitment process, the position is put on hold without any convincing response. Often, we are made to do aggressive follow-ups

3.       Many times, we are given a requirement, which is a mix of 2-3 roles. Not only that, most often we are asked to work within constraints of location, educational background, industrial preference and limited budget.

4.       Some hiring managers of the organization directly discuss their requirements with us and give us specifications which are is a contradiction with the job descriptions shared by the HR.

By the end of first round of discussion I fondly began to remember the story of an Elephant and FOUR blind men.  

Once upon a time, there lived FOUR blind men in a village. One day the villagers told them, "Hey, there is an elephant in the village today”. They had no idea what an elephant was. They decided, "Even though we would not be able to see it, let us go and feel it anyway." All of them went where the elephant was. Each one of them touched the elephant.

"Hey, the elephant is a pillar," said the 1st man who touched his leg.

"No! It is like a thick branch of a tree," said the 2nd man who touched the trunk of the elephant.

"It is like a big hand fan," said the 3rd man who touched the ear of the elephant.

"It is like a huge wall," said the 4th man who touched the belly of the elephant.

They began to argue about the elephant and everyone of them insisted that he was right.  A wise man was passing by. He stopped and asked them, "What is the matter?" They said, "We cannot agree to what the elephant is like." Each one of them told what he thought the elephant was like. The wise man calmly explained to them, "All of you are right. The reason each one of you is telling it differently is because each one of you touched the different part of the elephant. So, actually, the elephant has all those features what you all said."

I hope this article will be of help to you. Share your thoughts.

Read Talent Shortage Reality OR A Coverup Story Part 2

About Us

With multiple successes achieved through driving commercially embedded HR strategy and programs across Africa, Europe, the Middle East, USA, and Hong Kong, Sanjeev Himachali, Talent Strategist & Management Consultant exhibits over a decade and a half years of progressive, leadership experience and core competencies in talent acquisition, management, and development, HR program management, compensation & benefits management, and staff engagements. In January 2015 he launched Ecliptic HR Solutions to provide strategic human resource and talent management consulting across BFSI, Manufacturing, Automobile, IT & ITES, Telecom, Retail, and FMCG sectors.

As a Talent Strategist, Sanjeev partners with organization’s hiring managers to find, select, and hire top talent which exemplifies firm’s values and provides a foundation for organization’s future growth. Sanjeev is adept at expediting change management through leadership, differentiated talent models, attracting and developing the best talent, and building a culture of engagement, agility, and innovation. He has proved to be a trusted advisor to organizational leadership in initiating human capital management strategies and aligning HR best practices and processes with organizational objectives.

As a Management Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients that brought a new era of employer brand visibility and saw the company’s HR systems heralded among the industry best. Sanjeev has championed psychometric assessment DISC and Thomas Profiling, and developed Managerial Competency Framework for clients, while simultaneously deploying succession planning strategies for high profile roles in organizations. He is highly experienced in the organizational diagnosis and the design and facilitation of events and staff development activities including executive coaching. Sanjeev has earned his MBA in HR and is certified in MBTI, PPA & Extended DISC Practice, and Green Belt Lean Six Sigma.

Contact Us

Sanjeev Himachali

Address: No: 22, C2, 6th Floor,Hermes Heritage – II,Shastri Nagar, Yerwada,Pune - 411006

Contact No: 9975689991 8149007976

Email : [email protected]

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