Vineet Nayar is CEO of HCL Technologies, a computer services company India, which has from 79,000 employees in 32 countries around the world. Orders since October 2007, he hoisted HCLT Indian firms among the most prominent, according to a method described by the magazine "Fortune" of "style of modern management in the world." An adventure he summarized in a book entitled "The employees of first, then clients". The book, which proposes to reverse the conventional rules of management, has been published in France (1).
Often, a traditional organization, the centers of power inhibit employees. HR departments or finance a company, for example, are so huge that their role is now more control to help grow the business. These mechanisms to traditional must be reversed to empower more employees, in first line, are other than the true creators of added value for customers. Another phenomenon: the traditional command and control structures are not adapted to the working methods of the "Generation Y" who arrives on the market. It is therefore imperative to remain competitive, to move from a hierarchical to a system of collaborative work.
Yes, creating a culture based on trust. It must also reverse the pyramid of responsibilities and ensure that the teams at its base appropriated change to focus on innovation continuously. If the organization is not moving in this direction, the stress propagates and productivity falls. Conversely, HCL Technologies, our annual growth is 24 for three years, compared to 12 for our nearest competitor.
In a business that will put "the employees first", employees will be more proactive and take decisions faster and often more appropriate than a CEO from his ivory tower. However, do this requires that the CEO make flat. He must wonder about the core business of its business, understand that the value added comes employees interact with customers, and to redefine the role of managers as a result. Thus, to strengthen the involvement of our employees from 79,000, we visited our managers also accountable to their teams that the latter were owed to them. Like University students who choose or note their teachers, our white collar assess their superiors. Their opinions are published on the Web, for me and for some 6,000 of my colleagues. Because the other imperative is transparency.
Today, is it not illusory to hide something Only transparency can restore trust between the leaders and their collaborators, and reduce the communication gap between them.
The slightest change, if small, can make a huge difference if it is worn by passionate leaders. My advice to managers: build confidence, give the power and the means to your employees and let them take responsibility for their actions. Like Maradona, managers must become coaches and accept to sit on a bench in leaving their staff on the ground. In addition, a CEO must remain accessible: in HCLT, if a team has every issue, it can ask me on a dedicated website. All our employees can see the issue as my answer. Today, I do not always need to answer. Someone else can take this initiative before me because it is a forum. I do not have all the answers, so I created the possibility of establishing a dialogue.
The idea made its way. Today, many companies are struggling to attract profiles of generation Y, in passing, also constitute the majority of their clients. Almost 50 of the world's population has less than 25 years! Yet once, youth not identify more with traditional organizations.
Stress levels are at record levels as we stop to listen to. HCL Technologies, we have developed an intranet so that each employee can tell us of a problem, wherever he is in the 32 countries where we operate. Il business guarantees that il will be solved. This will air conditioned defaulting to an employee who believes his