Recognize what people are looking for in their careers

Veena Swarup, Former Director (HR) Engineers India Limited, who also served as the General Manager (HR), Oil & Natural Gas Corporation, shares perspectives from her 33 years of experience as a Human Resources Leader in the Public Sector. Besides sharing the wisdom accumulated while leading the HR function, she also brings in a unique outlook from PSUs that work in a more rule-driven and constrained environment when compared to the private sector. 

In this interview, she highlights how crystal clear transparency in compensation structures keeps teams motivated, and gives her suggestions on converting constraints into opportunities.

By observing the engagement levels of employees, their productivity and that of the organizations. To some extent, I will also say that the attrition rate shows the level of satisfaction with the rewards strategy. These are a few indicators which show whether the rewards strategy is working or not. 

It is important to understand how public sector companies work. They do not have the flexibility to set pay packages. They work within the boundaries set by the government’s pay committee, and the wages of employees are pre-decided. Even as employers, if we want to enhance pay-scale, we can’t do that because we are bound by laid down rules and guidelines. We report compliance which is monitored by Department of Public Enterprises, Government of India.

It is because of the transparency in the entire environment and the functioning, including the transparency of the rewards programs. No one gets a promotion out of turn; the ones who get promoted based on merit have to qualify for a set criterion, which is known to everybody. Similarly, they are all given opportunities for growth and development. There is complete transparency and set rules that everyone is aware of — this is what keeps the camaraderie intact, while objectivity and transparency in decision-making makes an employee want to stay and reduces chances of conflict.

Welfare measures are other great source of talent attraction and retention of employees. Public sector companies offer the feeling of a secure future. They of course do not follow a hire and fire policy, which automatically takes away the fear of failure from the minds of employees and gives them the freedom to operate and express themselves at their work. In case of underperforming employees, they are supported and trained to get better. We carry them with us giving them all the opportunities possible. We try our best to skill the employees and place them in the right place and see if it works. We are very committed to employees and their families. Besides the package, we take care of their families in all aspects – through housing townships, schools, medical facilities that encourage community living, and of course by securing their future through loans and advances among many more such interventions.

Firstly, PSUs attract the best of talent and this talent is given a lot of freedom and space to work with. People are given ample time to get to grips with their work after joining – they come as management trainees and are given extensive training, orientation towards the company, along with field and on-the-job training besides being groomed well. The longevity of tenure builds camaraderie in the team, and because of the effectiveness of teams, the results are good. I recall, there was a time when PSU’s were facing brain drain – they were moving to global companies outside India. At their exit interviews, they cited better compensation as the reason for their exit. But there were many employees who wanted to come back once they had left because of the environment offered by PSUs.

Effective communication is critical for meaningful results in all interventions. We must be clear in communicating with employees the basis of our decisions and carry them with us to understand that their best interest is the focus of the management within the limited frame work.  Once they understand this and are confident that they are getting the best, the outcome of the intervention becomes meaningful. The mantra for any successful HR manager should be communication, communication & communication all the time with employees.

I am not sure but if it is, then it isn’t a healthy practice. People in their careers are looking for something more than just money — that is, respect for their knowledge and expertise, which must be regarded and admired.