1. FloBiz appoints Rabi Agrawal as head-HR
Agrawal comes with managing HR in growing startups. In this role, Agrawal will be responsible for leading the talent acquisition, management and people operations for the Bank. Agrawal moves to FloBiz after three years with Clear where he was heading the talent acquisition function. Backed by close to 14 years of experience in HR, Agrawal is an alumnus of KIIT University from where he completed his MBA. After a successful six-year long tenure at CareerNet, Agrawal moved to Zivame in 2014, as head of talent acquisition.
Recognising Agrawal’s «vast experience and expertise in the people function, which is critical to the success of any organisation,» Rahul Raj, founder and CEO, FloBiz, appreciates how Agrawal «has played an instrumental role in his previous stints, especially technical and leadership hiring». Excited at being able to join FloBiz at such an exciting time in its growth trajectory, Agrawal says «the organisation’s core ideology of keeping people and teams at the centre of every business decision» is rather heartening.
2. Welspun India hires Madhumita Mitra as CHRO
Mitra announced her appointment as the CHRO at Welspun on a social-media platform. “I consider myself incredibly privileged to have the opportunity to work with some amazing leaders and colleagues across the world who passionately drive the vision of sustainable, profitable and inclusive growth at Welspun,” writes Mitra in her post.
Mitra moves to Welspun from Maersk, where she was the global head of employee engagement, group HR, talent and organisational development (OD). In this role, Mitra majorly spearheaded the employee engagement function coming up with strategies to keep all employees at Maersk engaged at a global level.
She was with Maersk for over five years and joined the company in 2016 as the global learning and OD manager. In this role, she was responsible for running the learning function at Maersk for its different , such as sales and finance. After a few months in this role, she made a shift as a senior consultant – global functional and managerial development where she worked closely with the global teams to design learning interventions for the transport and logistics business.
3. What if your star employee behaved like Djokovic?
As the tennis champion’s vaccination dispute with the Australian government seems increasingly likely to culminate in his deportation, we take a step back to look at how a hypothetical scenario might play out.
What was the actual issue?
Simply put, Djokovic didn’t want to take the COVID-19 vaccine. He received it, to public outcry in Australia - with many suspecting that his celebrity status had somehow played a role in Tennis Australia’s decision.
What if this happened in a workplace context?
It’s easy to see how managers might choose to give such a star performer some leeway even for policies that appear otherwise non-negotiable. And it does happen, albeit for lower-stakes policies than vaccination. For instance, a top performer might be allowed extra flexibility around set working hours or dress codes, or might be granted additional leeway with the use of benefits. It’s a valid managerial decision, just as Tennis Australia’s decision to offer a medical exemption would have been.
Problems emerge, however, when such leeway clashes with high-stakes standing policies. Ideally, this would be recognised as not actually the manager’s fault. A decision has to be taken at some point, and there’s no doubt that celebrity status, or at least high-performer status, may sway that decision in the direction of ‘yes’. Unfortunately, for a high-stakes decision like that of Novak Djokovic’s visa, blame will eventually land somewhere - hence the rush of parties trying to clear themselves of wrongdoing over the last week.
On the other hand, there’s also the fact that Djokovic himself has been highly vocal about his views on vaccination and also has a history of not taking health and safety precautions seriously. Even top leaders have been sacked for not following COVID-19 health and safety policies.
How should organisations and leaders or managers handle something like this?
«'Star' employees as in Djokovic's case would be identified as such via the performance management system of a company which would not just focus on 'trophy' winning outcomes but also ideally would include risk, compliance and behavioural measures,» he said. «Organisational values and culture are the intangibles which also act as beacons for employees to be in alignment». The idea behind granting exceptions, he added, is that such exceptions would not expose the organisation and its stakeholders - be they customers, employees, shareholders, or others - to immediate or long-term risks.
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