Arundhati is a very dynamic HR Head. She constantly challenges her colleagues and people through leadership, management, and technical development programs. She poses questions to the participants and their bosses.
“You say your guy is good in operations. But why does it rate all his people low? Does he do all work himself?” She asks a Head of Department.
“You say all your people are knowledgeable and have good attitudes. But how come your team is under constant pressure to deliver on time?” is her question a team leader.
Her peers say that she doesn’t understand the complexity of their work. This is ‘normal’. Everyone thinks that his or her problems are unique.
There is Vikrant. He is a young recruit. He approaches his boss and asks “I would like to learn some new skills which can help me progress in my career. Please tell me how.” Not satisfied with the answer by his boss, he asks the same question to Arundhati. Arunndhati has no ready answer. She promises him that she will set up a discussion with his boss and invite him.
Arundhati and Vikrant’s boss have to deal with this new challenge of talented and ambitious employees seeking to know how they should develop themselves and how they can progress fast. This is increasing. They don’t have answers, they don’t have programs, and they don’t have leadership review systems. Arundhati and the management team must provide these answers and systems.
Vikrant and those of his ilk sense this. They know they can’t entirely depend on their bosses or employers. They must find ways of developing themselves instead of just looking for another job.
Employers must set up conditions for developing their people as per corporate needs. They must communicate. Employees mustn’t entirely rely on their bosses. They must take responsibility of their own careers. They must ask. There must be a tension on this subject.
Such a healthy tension is necessary for progress.