Yes.

One of the reasons for setting up the People Support function is to tackle the employee
turnover rate currently running at 35%. This is a challenge for most global organisations,
particularly those whose workforce consists of Generation Y and very soon the iGeneration
(Generation Z). Typically Generation Y places little value on securing longevity in an
organisation having seen their long serving, loyal parents made redundant when there’s been a
downturn in the economy or business has dropped off. Having attracted new recruits, firms have
to work hard at retaining these usually bright, but often relatively fickle, employees.

Inclusive structure
Providing an environment in which people are encouraged to challenge the status quo, be
innovative and are actively involved in seeing their good ideas turned into action means they are
more engaged and productive and so stay with the company longer than they otherwise might.
Parivar has made a good start by inviting colleagues to help the firm achieve its goals for the
year through brainstorming and design sessions which resulted in the formation of the People
Support function.

The next step is to build on this approach by providing a structure in which everyone in the
business has the opportunity to be involved in shaping the direction of the business. This helps to
decrease the likelihood that only “Sudhir’s clan” influences new ideas. This means providing the
People Support function with a senior sponsor who has direct access to the CEO and whose
purpose is clearly defined and articulated. The function/team needs to have a clear mandate that
is discussed and agreed at board level. It’s likely this will be built round the CEO’s vision of
developing an inclusive culture that fosters collaboration and an entrepreneurial spirit.

Skills and action

One of the first actions of the function/team is to broaden the ‘Future Vision’ exercise to include
all employees from the across the company – not just the new and young ones. This helps to
communicate their roles and more importantly encourage ideas, thoughts and views on how and
what the company should be doing to improve the business and take it forward. The focus should
be this: “what can we all do to improve the service we provide for our customers, grow the
business and in so doing create an environment in which we want to work and be a part of?”

In addition to engaging the workforce and obtaining “good” ideas, the People Support team
identify “people champions” across the business. After training, champions represent colleagues
from their part of the business, set up and roll out People Action teams. They take and evaluate
the good ideas generated during the vision sessions and turn them into action. Champions should
be equipped with the skills needed to train colleagues in their People Action teams in areas such
as project management, problem solving and evaluation.

Sustainable change
Such teams are just the first step in bringing about the inclusive culture that the CEO is keen to
achieve. Leadership development, organisational design (the process of configuring structures,
processes, reward systems and people practices to create an effective organisation capable of
achieving the business strategy), regular two-way communication, learning and development are
all key factors in bringing about the change required. This will result in the type of long-term,
sustainable change that attracts all sorts of people to the organisation and, importantly,
encourages them to stay and contribute to the success of the business.