One of the rising themes of management discussion is
the concept of work-life balance, compounded by rising stress in corporate life
in India; quite a lot has been written about how we need to lessen the stress.
Another theme is the concept of how Indian Managers don’t take or get leave too
often, or rising lifestyle disease incidence and about rising burnout cases and
so on. Most articles I have read
emphasize on a lot of points as a solution – namely, advocating leaves /
smaller working hours / de-stressing and so on… sadly, most of these don’t take
the overall corporate atmosphere into account.
LITTLE
ALTERNATIVE TO THE STATUS QUO
Let me take a divergent view – that there actually
little alternative to what is taking place, at least as of now. And the reason
for that is that the current realities highlighted above are actually the
symptoms of a larger malaise, or rather problem. We need to examine the overall
atmosphere in which a modern corporate operates, the external environment. Any processes and policies, even on the
personnel front, need to be in keeping with this external environment and its
relevant factors.
FACTORS
OF THE REALITY STATED ABOVE
And these factors are : High growth economy in
comparison to the developed world, newly opened to external pressures,
increasing competition both internally as well as externally, the current work
culture in India, massive gap in demand and supply of jobs, rapid rise in
information availability – the information revolution. These factors intertwine
together to create a situation where no other approach, at least majorly, is
feasible.
Taken together, these impose virtually crippling
constraints on Corporations; and the cost of ignoring the brutal demands
imposed by the market can at times be too huge, resulting even in shutting of companies
– leaving thousands jobless. That is not an alternative that bears
contemplation. However, it doesn’t stop
at these factors, as the two most crippling factors that stifle innovation
while also affecting work culture is something that isn’t limited to Corporate
India - our Chaltaa Hai Attitude &
our penchant for selfishness and corruption. These two will be analysed
fully in the next article on this theme; as their impact cuts across functions,
industries and levels, seriously eroding both innovation as well as competitive ability, dampening
enthusiasm & hampering winning strategies & thoughts.
SUMMARY
ANALYSIS OF THE IMPACT OF THESE FACTORS
You have an external atmosphere, a culture where
people habitually work long hours, even Sundays; where the in-thing is to be
seen to be working hard. Add to this, fast growing competition, information
revolution, and demand-supply gaps everywhere – and you are looking at certain
marketshare losses if you buck the trend; or a certain job loss for yourself –
as the pressure on your manager will hit your relationship, or both. If your
specific industry involves long hours, and you alone strike out on your own –
you could be looking at serious losses unless
the shift in work pattern is strategized carefully.
The source of stress & diseases, tiredness is
not just time- but pressure as well. And
even in that, I see little alternative, for
the current method is the way we in Corporate India have been conditioned to
operate under. Given the huge Demand-Supply gap, fact is that any employee
at any level can be easily replaced without any loss of operational efficiency.
A high attrition rate has little discernible impact on the overall operative efficiency of an organization
so long as it is not too far out of hand. Sure – it has massive strategic
implications & damage – but the modern manager is not trained to think
along strategic lines, neither do most HR processes allow for any room for
strategy at the levels where it should matter.
MODERN
LIFE IS A CAULDRON
Modern Life is a cauldron – make no mistake about
that. I suspect that most career lines will have similar problems, given the
overall interplay of the factors outlined above. In a highly competitive atmosphere
– stress will rise. That is the nature of competition. The problem isn’t the
stress, or the late hours, or such things; they are symptoms of something else –
and that something else is what we need to look for in our quest to unlock
potential, lessen disease incidence, and enable better stress-handling
capabilities of our employees.
In this series of articles on corporate stress and
rising disease incidence, I will attempt to look at these factors in detail,
and specify what that something else is, before embarking on the hunt for a
solution to these issues. For now, my advise to newcomers to this life – adjust
to it, and as fast as possible. Find out
at the earliest possible moment from the time you graduate as to what helps you
de-stress, and then nurture that; it will prove invaluable to you in the
long run.
THE REAL
ISSUES AT HAND
Coming to the point of the article- the “something else”, the core reason why
stress, disease etc are rising in Corporate India. This is isn’t any one,
definable aspect; but rather a jumble of many intertwined major challenge areas
: namely, competitive ability & skills – on personal as well
as organizational levels; internal
core organizational processes {Pay, R&R, JD, Line Processes,
Decision Making support systems, ethics, complaint redressals, PMS} not keeping
pace with the external environment; organizational structures {size,
span, power matrix, power collusion} not developing fast enough to meet &
match external threats; and the most critical failure of all – the
total failure of most organizations in my personal knowledge to tap into available
information, collate it, and
use it properly…
It is the delicate interplay of these complex
factors operating at individual, group, team & organizational levels that
collude to create the problems and challenges you see around you. The organizations
that manage these in older industries succeed more often than not; while in new
industries, the organisations that succeed in incrementally improving these
slowly rise above the rest, and take a commanding control of the initiative in
the market. This series will, over the next few months, take a look in detail
at each parameter… stay connected!
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