Bikram Dasgupta Blog


Behaviourial vs Transactional

July 08, 2020

As we have transitioned from an Operating business to a Strategic one,and now into Philanthropy & Investments portfolios,as an entrepreneur, I have been keenly watching the changes happening in our Business world. I had run the Globsyn Group operationally for 22 years+,and have now transtioned it to my sons,Rahul n Romit. As I look back at my Corporate life and see how one particular area,has undergone massive structural, behaviourial and Institutional change particularly in Knowledge&Tech life of ours,and that is, HumanResourcesDepartment(HR). In our days,HR was a very key area for organisational efficacy and growth.HR used to control most of the aspects of human professional development and growth,through various initiatives in the organisation,with full support of the Management and we used to say, that they are also the eyes and ears of the people in the company. There was also an element of Organisational control exercised through HR, by the Management.The approach was highly behaviourial, and solutions were worked out with one-on-one direct face to face interactions. Performance was a key element in the evaluation process, along with Behaviourial.

Things have evolved and changed over the years,specially in the Knowledge&Tech Industry. As the Industry became numbers driven,we discovered a new add-on terminology in "Recruiters", who were not HR. Their job was mainly to recruit in large numbers,as our Software Industry grew. So, the target setting started from there, as they needed billing which was per person,per hour.So far so good, as HR continued to do some good development work,looking and understanding the capabilities of people,their growth and developmental needs, and plug in those gaps. Then when these parameters became paramount,the Recruiters role became critical but he was controlled thru Operations and not thru HR. Now, you can see, how the Organisation structure was changing.The person who was Head of Operations,was key. Head of HR became a supporting function. The numbers started growing in the Organisation,Teams performed, and their performance at work or in production,became key evaluation criteria. When this happenned, did the Organisation character change from earlier times ? Most certainly it did, specially in our eyes.The newgen Manager or the young Entrepreneur perhaps did not see the earlier stucture of HR to understand the change and as the growth in numbers was huge, his focus was predominantly on recruitment,delivery and yield.Most of the behaviourial aspect took a back seat,not everywhere,but did become only a motivating or feel good exercise, conducted by the HR Dept.Training programs became as per need,mostly in product training area,and again perhaps the behaviourial needs got ignored.

We have always felt,that behaviourial HR, not only builds the Company, and helps it to perform in a healthy way, but also obliquely builds the society and social framework,around it. Corporates always play a major role in building the Society in general.The eco system and the positive health wellbeing of their employees,reverberates in the society.This impact of lack of behaviourial development is being witnessed and felt by the Society today. That impairs human development and growth as well.Which I believe, it has.The reflection of that,could be felt, in Leadership styles,Teamwork, passion to excel,going the extra mile to perform within the Organisation, every day. We must try and build a society where transactional and behaviourial work can co-exist in good measure.

Let us seriously reflect on this and think.Otherwise,going forward, again the lubricant will dry, or, the software will be missing and it will become all hardware,and once it breaks,its going to be fatal.

Think about it.

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