Never before have the lines between people and business blurred as much for a CEO as it did this year, reveals the third People Matters and Monster.com ‘CEO as Chief Talent Officer Survey 2013’

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It is no secret that companies have reduced
hiring. While companies have been trying
cost rationalization for a few years now,
CEOs never faced so much pressure to
rationalize costs as they did this year. Thus,
there is an added pressure on the people
residing within organizations to do more with
less. While this survey has shown across the
three years that people continue to remain
the central focus of the agenda, never
before were concepts of motivation and
discretionary effort as important for a CEO
as they are now.
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The need of the hour for any business
leader in this age and economic conditions
is the element of leadership.
There is no agenda as big as the agenda
of finding, developing, and deploying the
right leaders for a CEO or any business
leader. Organizations need great leaders
who have the vision and the direction to
lead change and strategy.
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Talent has to be the single most important
agenda for a CEO in these times when
every business opportunity is linked to
talent. If an organization does not have
the right talent, it cannot possibly hope to
achieve any of its business objectives,
especially at a time when there is a heavy
reliance on people. Talent is the absolute
foundation of any business function,
whether it is sales and marketing, or
operations.
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For an organization like ours, having a high
degree of customer-orientation is extremely
essential. The reason for such a high
emphasis on customer orientation is the
diversity of our customer base. We have
three sets of customers who are diverse in
shape and character — corporate and highnet worth clients, medium net-worth
individuals, and individuals from the lower
economic strata of the society. With such a
diverse set of customers, having the right
talent becomes extremely important because
we have to serve a diverse set of
expectations under the same brand.
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Talent management is the foremost in my
priorities because anything I do as part of
business growth is based on it. The primary
challenge for us as an organization is
to uphold the credibility that we’ve built both
as a product as well as a people brand in the
Indian food service business. Among all the
business priorities, managing talent and
ensuring adequate quality talent available at
any point in time to manage growth is the
singular biggest challenge for me as a CEO.
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There are three things that dictate my day as
a CEO, not in any particular order of priority.
First, I have to ensure that the company is
operating in sync with its strategy. Secondly,
I need to keep an eye on whether it is
meeting its financial numbers and generates
enough cash to support the business.
The third thing on my agenda for the day is
the attraction, grooming and retention of
talent.
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For a company like ours, which is growing
with over 13,500 employees, talent has
always been the number 1 agenda for the
CEO. No matter what kind of growth
trajectory an organization is seeing, talent
always stands at the centre. My top talent
agenda as a CEO is to inculcate the values
of the organization within its employees.
While this might sound as too aspirational,
the reality is that a CEO cannot hope for a
business plan to be successful unless the
people involved in it stand for a common
“purpose”. If done right, all the other
elements of a talent agenda are taken care
of, including attrition, retention, engagement
and development. The organisation
becomes self-governing.
It takes time.
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Disruptions in the Indian industry are
happening very fast. Unfortunately, talent
here has a very unconventional approach
towards employment. The talent challenge
stops not just at the point of hiring.
Without the CEO making concerted efforts
to ensure that his team is aware of the
changing business environment, s/he
cannot be confident of the organization’s
readiness to take on the new challenges of
the market.
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CEO as the Chief Talent Officer
December 2013
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