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Toward a High Performance Work System based on Indian Values (HPWS-V)
The Varroc Group believes that theory and practice are not strange bedfellows. As long as an individual understands the assumptions underlying a theory, it can be applied in the workplace. As Douglas McGregor had said in 1962, "Theory is the most practical thing on the Earth". Driven by this belief and the conviction garnered through a couple of decades of experience in the manufacturing industry, today, HPWS-V at Varroc is a reality. The following diagram emphasizes not only what HPWS-V is, but also offers a glimpse of Varroc being a learning organization.
- SHARED INFORMATION
Shared Information is one of the integral components of HPWS–V and it is not a mere euphemism at Varroc. Vision, Mission, Corporate Values and Business Plans of three years, instead of being locked inside a safe, are shared with the employees so that they have a broader sight of vision and get their individual goals aligned with the business goals on their own. The MD’s views are shared quarterly with everyone so that employees have the full context to make their decision and to address the emergent critical issues proactively.
- KNOWLEDGE DEVELOPMENT
Often organizations end-up spending a lot of time and money in reinventing the wheel. In other words, knowledge often does not get horizontally and vertically deployed or shared due to lack of an appropriate vehicle to dessimate it. Varroc Group resolved this issue by rolling-out a customized Knowledge Management (KM) portal which is accessible to all its employees. It is a veritable treasure trove of the best practices and innovations done within the Group. Varroc indeed believes in the dictum – Knowledge is power and shared knowledge is the fountain-head of innovation and continuous improvement. But we also try to focus on implicit or tacit knowledge and the wisdom of our employees. We bring it out in the open and convert it into explicit knowledge through stories, case studies, expert system etc. so that it is captured for everyone. Individual learning and wisdom thus becomes a conduit for overall knowledge building.
- PERFORMANCE-REWARD LINKAGE
Varroc Group boasts of a mature system for rewarding its employees for their performances round the year. Not only does it have one of the most liberal 'Suggestion Scheme' policies in the country where suggestions are evaluated in terms of NPV, IRR and ROI but also an objective Performance Management System (PMS) which is closely linked to annual increments and promotions which are comparable with the very best in its class. We also have a very structured and scientific Goal Setting process which also takes care of 'individual aspirations' while taking care of the organizational needs. The focus is to have empowered employees who can become domain-free leaders. To their surprise, employees learn that they have the keys to become an Ideal Boss as a bonus. There is a high focus on developing 'grassroots leaders' and 'the most versatile employee' from top to bottom.
- EGALITARIANISM
  Since Humility is one of our core values, Varroc Group does not believe in or encourages a hierarchical mentality. Whether it is eating together or a behavioral/ managerial training programme, the management staff and workers sit shoulder to shoulder. So is it, when family get-together events are hosted. From the MD to a worker on the shop floor, everyone wears company uniform. Based on our century old tradition, respect for your fellow employees, irrespective of their position, is the basis for interaction, via HR systems and practices.
- VALUES AND ETHICS
Varroc Group enjoys a great degree of credibility in the eyes of its stakeholders for walking the talk. For Varroc, the stated values – Sincerity, Humility, Integrity, Passion and Self-discipline– are not just another image-building exercises. Employees from top to bottom happily undergo training programmes on ‘Human values and Ethics’, understanding how values give great practical benefits. The corporate magazine – Varroc Pulse – carries in every issue lead articles on one value at a time where employees share their own experiences. Regular e-communiqué (code named Svadhyay) takes place to build the culture of self-esteem, gratitude and service.We have a detailed ‘Code of Ethics’ (CodEx) which encourages more ethical behavior.
Michael Hammer (Beyond the End of Management, 2001) - “The essence of successfully going forward is humility – recognition that success in the past has no implication for success in future………The traditional concept of Management is reaching the end of the road”. |
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