Thursday, 20 March 2014

Maya Kosha Vs Maslows Heirarchy of Needs


Maya Kosha Vs Maslows Heirarchy of Needs

This topic was in my mind for last few months, especially after a visit to Banglore, when my younger sibling was talking about the Pancha Maya Kosha.   My younger brother is well versed in management and spiritualism/philosophy and today he holds a key leadership position in a MNC organization.  

In the discussion we noticed that Maslow’s hierarchy of needs – Motivation theory had a linkage to Pancha Maya Kosha of Hinduism, which was written and practiced much before Maslow’s theory  came into place  in 1943 “A theory of Human Motivation”. Whereas the Hinduism had touched this topic much before the theory was shared by Maslow.  

The curiosity in me led to some readings from the materials available online and this was an enlightenment, which I wanted to share through my blog:

I.                    Maya Kosha:

The five sheaths (Pancha-kosas) are alluded to in the fifteenth verse of Shankara's ATMABODHA.:
1.   Annamaya kosha, appearance due foodstuffs-sheath (Anna)

2.   Pranamaya kosha, appearance due energies-sheath (Prana/apana)

3.   Manomaya kosha appearance due mind-stuff-sheath (Manas)

4.   Vijnanamaya kosha, appearance due wisdom-sheath (Vijnana)

5.   Anandamaya kosha, appearance due bliss-sheath (Ananda

You may check the links given below to understand each aspect of the Pancha Kosha.
1.     Maya Kosha: 1.   http://en.wikipedia.org/wiki/Kosha


II.                 Maslows Heirarchy of Needs:

Abraham Maslow came up with this theory in 1943 “A theory of human motivation”




The linking factors exists between Hinduism’s- Pancha Maya Kosha and Maslow’s hierarchy of Needs. 

1.     Physiological Need- Annaymaya kosha
 
2.     Social Needs – Pranamaya Kosha- Please see the comparison below.

3.     Love/Belonging Needs- Manomaya Kosha

4.      Esteem Need –Vijnayanmaya Kosha

5.     Self actualization need.- Anandamaya Kosha.  

The only difference between Maslow’s hierarchy theory and Maya kosha is - the safety needs mentioned in Maslow’s theory which talks about security of body, employment, resources, morality, family, health and property. The Pranamaya Kosha in Pancha Kosha talks about health, appearance and energy. 

We assume that Maslow’s theory on Social needs is closely related to Pranamaya Kosha of Hinduism, even though Maslow has added few more elements to his theory.  

Enlightenment:

1.     The Hindu scriptures, philosophies etc do not have a copy right or covered by any copy right acts, hence can be used by anyone without an acknowledgement.

2.     We know that the Indian’s were learned scholars in every field, but we learn and accept faster when something is preached by non-Indian.  

The Objective of this blog is to create awareness that knowledge is available in Indian scriptures, philosophies, culture, spiritualism and Ithihasa's. Only the seeker  will reach the goal- the Ultimate Truth.




Saturday, 14 September 2013

PINK SLIPS are always RED!!



PINK SLIPS are always RED!!

Today I was reading an article on  Times of India  about PINK SLIP during Lehman Brother’s collapse in 2008 a real traumatic experience for each one of us especially HR Leaders, laying of associates due to lack of projects when the financial industry collapsed globally.

The Article below as pre-read:


I had also mentioned in my previous blog about Boredom rooms – a new management trend, wherein I had mentioned that sensitivity and human touch is required while resource rationalization, hence this blog in continuation of the same.

Firstly, I am surprised that we call “Separation/laying off of an employee” as PINK slips, whereas the real connotation is as follows:

PINK- is the Color of Love- there is no love lost, while laying off  of an associate.

RED- Is the color of Blood-Danger & Anger- hence RED SLIPS are ideal tag, while laying of an associate.

As an HR I have had two painful and traumatic experiences handling such a challenging assignment. In the year of recession 2001 when the dot com boom- burst and in 2008 when the financial segment got crushed in sub-prime lending.  Handling such sensitive issue is a psychological trauma, it takes years to heal as a human being and the guilt is high that you are ruining someone’s career, livelihood and a home.  No one knows what the outcome would be, how the associate would react- chances are high that it may lead to taking extreme steps in a desperation and disturbing moment by the associate- anything was possible, but HR had to wear this Hat.

In 2001, while working for a reputed IT company and the most ethical brand in India, the management had taken a decision to do a manpower rationalization across the country, as we were short of projects .  We were primarily a business support partners for the parent company, hence we were totally dependent on their projects.  It was hard decision for the management which has never done such an exercise before and is always considered as best employer brand and a life term employment.  I still remember when 56 associates of my Unit were identified for this exercise and we had to do this on a New Year’s Eve i.e., 31st December 2001.  I Cannot describe the pain in words- the roll calls started from morning and it was a pin drop silence in the premises, with anxiety in the midst of associates- who next?

We had done the Manpower rationalization on 26 parameters and identified associates who were categorized under these parameters varying from lack of attendance, non-performance, not willing to relocate for revenue etc.,

The company paid 3 months’ salary in lieu of notice cheque on the spot as part of the discussion and counseling. Objective then was not cost cutting but availability of project to accommodate all and the bench strength in such companies was always low.  I remember people associated with the company for 7 plus years were also laid off.  Sitting through the sessions and talking to them on the decision was very hard and you needed to be a good listener too in such circumstances, even though you could do very little on the decision already taken by the panel.

The company went one step further of identifying placement consultants who can help such cases and a FAQ’s were prepared in advance, directories of recruitment consultants were prepared as a handouts, job scan’s meeting their specific skills were done as a research and companies HR contacts were shared.  As per the company value’s we tried to be as ethical and value based as possible, while dealing each cases, personally.

Once a month contact sessions were organized to handhold with the laid off associates so that they had opportunities to meet their peers, colleagues and reporting manager’s to take feedback’s, contacts and references, wherever applicable. The objective of the exercise was not to penalize an associate but a business decision and this reputed brand has never done in the history of the company. Withdrawal of Campus offers and deferment became the norms. I personally had visited 36 campuses in southern region to do counseling sessions, talking with students in town hall meetings and answering their questions. Aspirations were nipped in the bud- a painful scene in colleges where we had made our offers at the Campus.

Later in 2008 recession, I was an experienced and enlightened HR Leader, handling manpower rationalization. While working for this company, Lehman, Bear Sterns etc were our clients too. As an HR we had lots of challenge handling associates working in banking and insurance projects.  Lay off was the norm due to lack of projects, revenue loss and huge recoverable outstanding from the banking industry for the IT services provided by us.  HR had to do this unholy job for business sustenance and results.

HR had a challenging time balancing between associates, business support, business results and other stakeholders.  Revenue was dipping and overheads were increasing especially salary overheads for any organization is 40-50%, hence we had to focus primarily on this area for cost reduction.The bench was growing and client’s requirements were few, hence all could not be accommodated.  Each of the bench resources were given 3 interview opportunities with clients based on the skills and openings, where their profiles suited, before counseling them for Separation.

The notice periods were mandatory as part of the appointment clause, hence high level of sensitivity and human touch was involved while separation.  If an employee resigned on own, early releases were considered to avoid salary leakage with short knowledge transition time, so that two people do not work on the same project  as the billing opportunity was for one and also to ensure project profitability did not impact. We had saved a salary savings of 3.62 crores for the company, through such interventions at the Unit.

Informal meetings and frequent hand holding meetings were conducted with bench resources, sharing with them the real scenario, providing opportunity for internal training, to look for opportunities outside, horizontal movements within the company in other locations, to go on loss of pay for their continuity of employment or on Sabbatical/avail their accumulated leave with an assurance of re-entry when the situation improves, were some other measures, taken.

My HR team were given task to handhold bench resources personally, speak to them informally without impacting their psyche or organizational image, reasoning it out with them that if certain decisions are likely to be taken then it is a business decision and not a personal one. Educating and awareness by HR informally was part of the process, so that associates understood, to stand with the organization on decisions if any taken against them- which they have built over the years, through their contributions.

It was an unfortunate moment for HR and an experience that will never be cherished by me. As HR we always are on the job of tapping talents and developing associates to achieve the organizational goals. Sometimes HR is pushed to work for business results balancing between personal, professional core values and practical situations- hence I always feel that HR makes a great Business Partner for organizations. HR can handle delicate and sensitive situations as well as celebrations/ success stories with evenness.  HR profession requires- “Situational Leadership”, a man Friday for Organizations.

In the current scenario in India, I pray that no company takes such a decision to lay off associates and pray that no HR Leader goes through this psyche disturbing process to implement. Even if it has to be done for business, a human touch and empathy is provided in listening to those associates who are identified but had joined the company to build their career with dreams. We owe this to our associates who have contributed in building the organization, when things were Rosy and Pink of health!


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Tuesday, 20 August 2013

The Boredom Rooms in Japanese Companies- New Management Trend!


The Boredom Rooms in Japanese Companies- New Management Trend!

I read an article on the internet,  which said in Sony Corporation in Japan, Boredom rooms or Chase out rooms have come up to lay off employee indirectly as the labor legislation in Japan supports job security, unlike American companies where the norm is Hire and Fire policy.  Below is the link about the Boredom room a new trend  in Sony, NEC and other companies as per the article.


After reading the above article, as a HR practitioner was really startled and disturbed to know that the management can even think such way’s to lay off resources?  

In some Indian companies prior to recession, to lay off someone who is not performing or toeing the line of management was to change the reporting structure internally or bring someone above the employee. Thus not providing an internal growth so that employee feels ashamed and looks for opportunities outside the department/location within the company or leaves the company on his/her own accord.

During the recession, the companies in India and other western countries have been ruthlessly  laying off resources- Lehman brothers is a great example of 2008 recession and the company was in existence for more than 100+ years http://en.wikipedia.org/wiki/Lehman_Brothers.  Now the question is what is ethical practice- whether laying of resources due to recession or separation due to non-performance is right as is done in US which is the norm in India too last many years or consider Japanese culture where it is practiced as “Life time employment and be hypocritical by retrenching an employee through a boredom/chase out rooms.

In my opinion that there is no stigma attached today, unlike earlier times and a practical way to handle the recession or non-performance is through a separation.  The best way to do this exercise should be through a Human touch, empathy and sensitivity. 

It is always better that  the reporting manager/management/ HR talks to the identified employees so as to make them realize that their continuity is a challenge in the organization as the company will not be able to do justice to them. The growth, opportunity through a career progression or support them monetarily through increments/revisions- because of their non performance or due to the economic scenario, is not possible.  The pain is the same whether you put them in Chase out rooms or hire and fire policy.  The best way is to speak to the employees directly with sensitivity, it builds confidence.  If need be, speak to Union’s where Union exists, instead of alienating the employee in boredom rooms and making them suffocate. “The saddest thing is when you are feeling low & down; you look around to realize that there is no shoulder for you”. This is the pain and trauma one goes through during loneliness.

The management has to have a dialogue as part of separation so that management’s point of view is put forward and employee’s concerns are addressed- it is a two way process to provide a win-win solution. Employees appreciate the straight talk, they will have respect for the management / Leadership style and the core values of the organization.  The message should come out clearly that the decision is out of compulsion and market scenario and definitely not personal- It is a business decision.  There is hope for the employee to return, when the market opens or they upgrade their skills. Such professional approach is mutually beneficial to employee as well as management.

In my opinion the Sony Corporation need not have created the Boredom/Chase out rooms and keep the reluctant employee in the system.  If the decision is on sympathy or legislation, they can very well pay the salary as part of settlement or pay them through a negotiation while they are at home, so that a negative behavioral impact in the system can be avoided.  Retaining an employee in boredom room and playing with their psych is not a healthy Management/HR trend.

While balancing between the management and employees as a people strategist, HR has some moral commitments to the profession. Managing resource rationalization is an (he) art and has to be done with due respect, which I will share my experience as a HR Leader in subsequent posts.

Monday, 19 August 2013

Hard work to Success is a Myth!!

Many leaders have written and spoken about success.  One of the famous quotes is: 1% Inspiration and 99% Perspiration.   I beg to differ on this quote and it is purely my point of view which may not be in sync with those who have achieved or defined success.

In my opinion, Success is 1% Inspiration, 98% Perspiration and 1% other factors!!!  What are the other factors?  It can be Luck, risk, coincidence, Destiny, opportunism, time, Core values, support, acceptance etc…

Let me give few examples just as to assimilate that Success need not be 1% of Inspiration and 98% hard work but other important factors really makes a difference to the Success story.

On the political circles, let us take L K Advani, who has 40 plus years as a parliamentarian and successful political leader and has built a party from scratch which is 98% perspiration.  Definitely he has 1% inspiration to become the PM, but he has been left with no choice today with a tag as “Aspiring Prime Minister”.  In his case I can say confidently, his destiny or time or luck is not clicking.  Another example is our current Prime Minister Manmohan Singh who has had two successful terms.  Did he have perspiration, of course yes, as a successful economist and finance minister, a great bureaucrat but did he have 1% of Inspiration to become the PM of India, of course ‘NO”, not even in his wildest dream, but the other factor 1% which I am mentioning on his part is sheer luck and opportunism of others around him which makes him continue as a prime minister.  On Narendra Modi today, he has that 99% but the one 1% factor which I am mentioning in his case is “acceptability”- can that happen!

Let us take another example: The success of Vijay Malaya and King Fisher is well known, but is he able to sustain that success due to his perspiration even though he has 1% inspiration to be a flamboyant business man, no then what is lacking that 1% other factor which I am mentioning- May be core values were missing in his case or say Satyam Raju’s case. How many would like to emulate TATA’s success or Infosys Success.  In Infosys case they made history and NRN is a great visionary, but do we think only 1% and 98% helped the company- In my point of view that other 1% factor is, the team coming together.  Reliance for instance was born out of manipulation of License Raj- that is history which is the other factor as per my point of view.

How many would like to emulate the success story of D-Gang or Hitler, do we call that success even though it may have all filmy ingredient of 1% and 98%- what is that missing?? In my opinion again the core values?
We always have role models from rags to riches story- for example Rajnikanth from entertainment industry.  Do we think only 99% of the factors helped him- a big “NO’- the other 1% factor in my point of view is the right connect with right people- say K. Balanchandar, was his turning point and there after no looking back. It is the same with other success stories!!

Do we think Nethaji’s contribution or Sardar Patel’s contribution to Indian freedom struggle was lesser than those who ruled the nation for eg. Nehru and family- Of course NO, but what is that other factor which missed them to put them in ruling pedestal was – Opportunism by others.

Why a great mathematician Ramanujam, got recognition very late in his life or others like him- were they lacking anything- Definitely yes, the TIME  was not with him!

Those who are born in a successful family are not always successful and those who are born in not so well bred families are not always a failure.

In my opinion, recognition does not lead to success but success leads to recognition. Sustaining success is always a challenge.  I believe in that 1% differentiating factor which is my point of view, which you need to wait- until then the laws of karma and Dharma has to be continued.

If you agree, please share your experience and if you disagree, still you can share your comments!