It has been a long time coming! More than a month ago, we were fortunate to play host to Mr.Amandeep Gupta, HR and Executive Director of Corporate Affairs for Dalmia Cements, and accompanying him was Mr.Anil Chakaravarthy, HR Head for Dalmia Sugar. Dalmia Cements is a relatively old company with a rich heritage for 70 years. Dalmia Cements is also one companies that is heavily invested in R&D and in specialty cements ranks first in the country.
Right off the bat, he indicated that he expected this session to be more interactive than anything else and started encouraging people for questions so that he could gauge the thoughts that were present in our minds, and provide his insight for all the queries lined up.
After many inquiries, he started with the Cement Industry and his perspective about the same, while lamenting about the sole issue that is actually preventing the growth of this industry- lack of infrastructure. He also gave us a look into what goes on as far as investment is concerned for the cement industry- Usually a 5 year plan, with a outlay of 80billion dollars, and that about 80% of expenditure happened during the planning phase. Another thing, the correlation between the growth in cement industry is strongly tied to country’s economy and if the country grows at 8.5-9%, 16-18% growth in cement industry can be expected. Given that this forms a crucial aspect of our economy, it would hardly be surprising that everyone in this industry hopes for growth (but then isn’t that the scenario across all boards!!). Also as a cement company, it is preferable to be in developing country (E.g.-China, India), rather than developed country (USA, Western Europe)! So much so that many European players prefer to venture in growing market in India.
He also touched upon how is the HR aligned with corporate strategy of company to grow by increasing manpower, and supporting the existing staff and eventually adding that HR’s strategy does in fact flow from the main corporate business strategy.There were further more interesting insights- Attrition in Cement industry being 5-6%, never as much people loss as IT industry, cement industry economy not as adversely affected as IT industry, how the regulatory environment set by the government can either be a strategic advantage or a hindrance and the company’s ability to manage the same and how to lower the transportation costs, by setting up the factories closer to rail services, which drastically helps in reducing the costs.
He also mentioned how HR in core industry find it tough since many people choose to go to IT instead of core industry and therefore leading to the views that subsequent batches of incoming junior employees are inadequately equipped to handle the day to day activities that the job demands in these core industries.
With the background knowledge of a case handled during our induction that spoke about the cement industry, quite a few questions were centered about mergers and consolidation in the cement industry and how in many cases, the MNC is prepared to pay a premium on stock prices to acquire a new company due to ideas arising from consolidation of market. Also in some cases there is a mismatch in profits v/s growth of a company due to presence of many small players in local markets that undercut and cut corners, to capture customers. In such cases too, consolidation was the key factor and possibility to capture new markets played a role in mergers or acquisitions.
As the day was winding to a close, he brought an end to the absorbing session, by mentioning the work culture in Dalmia cements, and the changes in HR towards the new employees. Thoughts about how the company moved from a steady company, with a focus on employee welfare, that was largely based on paternalistic approach to new policies that encouraged life-time employment to reduce attrition.
Mr.Gupta mentioned how he set high expectation, and backed them with strong conviction of success, bearing from strong alignment, enabling processes and strong Performance Metrics for employees to promote perseverance and hard work. Promotions were given such that the alignment was always a movement from operations to a strategic role as one climbed up the ladder. Emphasis was laid on strong communications, not just for those who were already present, but also for new recruits. It was heartening to hear him describe the HR’s engagement with new employees right after the offer letter.
As he spoke about many aspects, which were carried out to liaison with new employees, many of the Organizational Behavior concepts learnt in Term-I, was swirling in the minds of students. With motivational theories entrenched in our mind, the students once again perked up and motivated to be successful not just in this current program but whatever one set out to do in life.
It was another long day, but then it was another Kadam Kadam Badaye Ja for all of us, while we walked off with a Happy Song in our lips and strong willed mind, long past the hour when the sun had set.
By Shiva
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