HIGH 5!

Hari T, CMO and CPO, Mahindra Satyam discusses the learnings he derived, as an HR manager, while being instrumental managing the past crisis at Satyam both, internally and externally

-Viren Naidu

1) Which were the immediate challenges that employees were faced with after the crisis? The first reaction of every employee was that of shock and disbelief,followed by insecurity.Almost immediately,we put in our communication plan in place,which helped mitigate their concerns to a large extent. 2) What lessons did you learn while managing the past crisis at Satyam? I have learnt that corporate governance and code of conduct are key essentials in every organisation; also, that it is important to develop a culture that builds courage and creates a platform to voice concerns if employees find out that something is out of place. Timely and relevant communication to each and every associate has made them feel connected with the company and has helped us share the company’s vision with them. 3) What tips would you give to HR managers to handle crisis of a high magnitude tactfully? 1) Get a leadership team together and assign roles for quick decision-making, 2) collect all relevant information and have them validated,3) ensure transparent communication to all employees,4) connect with employees over various platforms wherein they can voice their concerns. 4) How did you ensure that employee sentiments were taken care of during the acquisition, especially after the crisis? There was an increased focus on transparent communication through channels such as daily communication to associates by senior management,leaders speaking through webinars and town halls,floor walks and newsletters.We also set up help lines to address issues and concerns of employees.We tugged together to create a set of task force units to address customer,associate,finance,legal,administrative and other issues.Also,we had counselling sessions,small group meetings,motivational seminars and a 24/7 help desk from HR available to address any concerns. 5) What efforts were taken to create the right synergy among the employees of Tech M and Mahindra Satyam? We are sharing best practices for most of the processes wherein resource management teams are sharing talent internally for new opportunities and also some of the young leaders from both the companies are working together in some of the strategic initiatives.We will blend the overall Mahindra group values and culture through initiatives and build a courageous,connected and agile culture.Moreover,we would be able to deliver more value to our customers by offering a larger portfolio of services.Also,I feel HR can play a big role in proliferating,reinforcing and living the brand by creating brand ambassadors and by bringing in initiatives that will position the brand internally and externally to make every associate identify with the “new”brand.

POSTED BY: PALLAVI SINGH

PGDM 3 SEM,'B'