The People Man

In my close to two decades of professional experience, I have come across very few managers in the Human Resources function who actually “walk the talk”. I am sure a number of you around there would possibly dis-agree to my comment – but I must admit that I still have a number of good, up and close friends in the HR function across the few organisations that I have worked. My HR friends would tend to say – that the vagaries of their role make them play the part that seem to get them projected as an unemotional, impersonal and at time rude colleague.

But, then I am going to write about someone – and let me address him as Amit, who fortunately, I got to know early in my professional career.
Amit comes across as a refreshing personality in an otherwise much disliked department in the organisation. He does to profess to throw his weight around given the position that he enjoyed, but his relationship skills across functions were amazing. He had the ability to retain his temperament in the most difficult circumstances and come up with solutions acceptable to all.

I must recollect an incident that took place many years ago down in Southern India - in a factory where Amit (Amit is a Delhiite and has never stay outside of Delhi....) was posted as the Industrial Relations manager – his first job surrounded by a highly volatile labour union, a difficult local language to understand and respond, a difficult boss to work with and last but not the least he was working in an organisation that was possibly not passing through its best times then. And, the factory in the vicinity had all the positives with them - a highly profitable organisation, with the best local talent. Fortunately the labour union at both these places was controlled by the same political party. Amit used his persuasive skills, engaged in patient dialogue, conversed and worked with the workmen, visited their families and represented the company’s brief and managed to get the labour agreement executed well within the time frames. Our neighbouring factory went on strike much at the same time. This incident goes back to 1993 and I still marvel and talk about Amit and his art of managing a potentially volatile situation to young professionals. My respect and admiration for Amit keeps going notches up, every time I hear about all the right actions and policies that he continues to implement in his organisation.

There are a few traits that I must write about Amit :-

Very apolitical - unheard in the HR profession

As I said, he comes across as a very apolitical manager. He is instantly and genuinely liked by managers across functions – in many organisations there would possibly be an instant disliking for the HR function and its policies, especially during the appraisal period. Amit had this magic wand with him to get managers rally around him without compromising on the core HR policies and beliefs. He is possibly the most popular HR manager in his current organisation – and I am sure many who work with him would agree as well. Many outsiders would not know that it in a span of few years, Amit was actually heading the HR function with some of his superiors reporting in to him.


Emotions come first

With Amit, it is always the person before a process or policy – he has an inherent ability to read a person well enough to speak in a personalised language. Many organisations have a stated policy that “employees come first” – very few actually have the right managers to implement. Amit’s organisation had him around and his influence worked wonders.

Balanced and clarity of thoughts

He had this uncanny ability to ponder over a point trying to hear all the voices before agreeing to pass a judgement. His ability to listen, observe, be patient and maintain calm ensured that the eventual decision making was clear and unambiguous. What sets him apart from the rest of his clan is his ability to maintain composure and never lose his sensibilities. And for his decision making ability and stooping personality he remains the ever popular “Tau” to his colleagues.

Pragmatic and solution oriented

HR policies and processes are good on paper – however to have them implemented in the field requires policies to be tailor made and practical – and it needs a lot of will, hard work and supervision to actually drive and get employees acceptance. It is also equally important that at regular town hall meetings, the HR system hears the employees and tries to directionally address suggestions that come in from the field. Amit followed an open door policy thereby ensuring active participation and evolution of a well balanced HR process.

Before I wrap up, I must relate to another story.......

This incident left behind a lasting impression about the emotional side of Amit – Amit had this young colleague and roommate (at his bachelor pad) and this roommate was constantly looking around for options outside the organisation. Amit played a dirty prank on this fellow and enticed him to attend a fake interview. And when this person was about to leave home, Amit called the bluff – you would agree that Amit was indeed cruel to the poor guy...the guy left home very sad and hurt. And when he returned to the pad....and walked to his bed room.....he notices messages of forgiveness all over the room - and a mattress replaced with a bed of the choicest of mangoes (the lad loved mangoes).

I am certain that a many HR managers would possess these traits and would wonder why I am idolizing Amit – but, guys, you should meet and work with him to believe what I have written.