Business
‘Leaders must take care of their people in this pandemic’
Excerpts from a virtual interview
By Dinesh Weerakkody
Celebrated HR Guru Prof. Dave Ulrich who has helped shape modern HR in this interview emphasizes the fact that leaders must learn to harness uncertainty to be able to help countries and organizations to prosper in the unknowable new normal.Prof. Ulrich has consulted and done research with over half of the Fortune 200 companies and worked in over 80 countries.
Dave, It’s a long time since I’ve seen and spoken to you. What has changed since we last met?
Much has changed and until January 2020 the world was moving along and then in January the corona crisis hit and the entire world went through dramatic change overnight.
The global pandemic has heightened HR’s relevance to business. In this context, what should HR be doing to help people and organizations deliver increased value and what are the new practices that will emerge post crisis?
Let me lay out HR’s value creation with three very simple insights. No. 1, we have to create and capture value for others. The goal of HR is to create value for our employees, for our organizations, for our customers, for our investors and for our communities. So HR’s number one issue is to continue to create value both inside and outside the firm. No. 2, to create value to all stakeholders, HR must deliver great people, organizations, and leadership. No. 3, HR has to continue to reinvent itself, through digital HR, through technology, through analytics. In brief, HR’s agenda is to create value outside into all stakeholders, through talent, organization and leadership and by transforming HR .
What has been the impact of the pandemic on HR skills and competencies? What new skills will HR professionals need to develop post pandemic?
We have studied HR competencies for 30 years, through 7 rounds of research and we are now starting the 8th round. As we look ahead, we envision five HR competencies that we think will have an impact. No 1- is information asymmetry, or learning how to source information in this new world even when working virtually. . Number 2- is being able to separate signal and noise. In this world there is a lot of noise, as evidenced with a lot of activity, emails, ideas, and books. How do we sift important signals that matter from this noise, particularly around emotional wellbeing. Therefore the challenges are ;No. 1 information asymmetry. No. 2 separating noise from signal and No. 3. beginning to build integrated solutions, it’s not isolated staffing, training & compensation initiatives, HR needs to integrate these specialists activities into integrated solutions. . No; 4 is social responsibility and Citizenship. HR now needs to be much more aware of and connected to social responsibility.. No; 5 is guidance. HR should access information that offers guidances. It’s not enough to just describe an organization practices- like culture. We should be specific about the “right” culture, given the situation. Those are the 5 skills we are studying and we want to find out how they deliver value to stakeholders. Information asymmetry, separating noise from signal, managing social responsibility and corporate citizenship , integrated solutions and then organisation guidance.
What has technology really done to empower engagement in this crisis?
Technology, like almost everything else, offers good news and bad news. The good news is that technology enables digital information that supports good decision making. The bad news is that technology can be used to distance people form each other. We have seen 4 phases of digital affecting HR. The first phase of digital HR, is efficiency. So technology allows us to be more efficient to do learning or staffing or compensation efficiently. The second phase is innovation. Josh Berson who is the expert in this area said there are 2,700 new digital HR apps, some of which are good and some are silly. The next (3rd) phase of HR digital that is coming is information guidance. How do we use digital to tell us more of what we do? It’s no longer enough to do a best practice. We have to do a practice that creates an impact on key results. Then, the fourth phase, is experience or connection which is where I think HR needs to focus in this pandemic. Technology should enable us, one- to be more efficient, two- to innovate, three for information management and four to have a better experience and that’s where I think we are heading with technology.
Moving on, today what would HR look like in the new economy?
When people tell you that they know the new normal. My advice to you is turn around and run. I don’t know what the new normal is? I think we live in a world full of uncertainty and our job in HR is to harness that uncertainty. Our message should be; don’t be threatened by the uncertainty, but to discover the opportunity in it.Out of the uncertainty that comes from this crisis will emerge a whole new way to behave and do things. These new behaviors must focus on creating value for all stakeholders. Number two, HR will have to add greater value to the people, organization and leadership. Number three, HR will have to reinvent HR, through transforming the HR department, offering integrated HR solutions, and upgrading HR professionals. HR leaders unlike ever before are expected to help their people and organizations navigate this crisis.
What will the new world of work look like post covid?
I think we’re going to see a new ecosystem where and how we work; I think we used to worry about where we work. When I get up in the morning, I go to work, I’m at work and I go home from work. I think that’s gone, or less likely. For example – I could be in my condominium, my office, my car, a coffee shop, or a hotel. No matter where we work we have to be connected through our shared values, and the boundaries of work are not physical, the boundaries of work are the values we share that create value for our customer. So the boundaries of work are shifting from ‘place’ to ‘values’. This means that no matter where one works there are expectations that shape the boundaries of work. These expectations are about the value created for the customer.
What type of skills will disappear in the next two or three years?
I don’t think skills simply disappear, they build on each other. For example, the skill of connection is going to evolve. It is not going to be connection face to face, I think it’s going to be virtually. How do you and I connect even though we’re 12 hours apart? Your night time, my morning even though we’re in different places, but I can still begin to feel that connection, so the reskilling is building on the past. That is, we still set KPIs and goals, but virtually. We communicate, we communicate virtually. Therefore we will build on the skills that we’ve learned in the past.
What are the three things that HR can do to deliver value to a CEO in this crisis?
Take care of your people. Help them feel emotionally cared for by showing empathy. Caring for them can create a great organization that serves customers. Talent, organization and leadership can all of which serve customers. For example, many have said our people are our most important asset, and I think it needs to evolve to our people are our customers’ most important asset. Do our people do what our customers want? Our culture is the identity of our firm in the marketplace. Our leaders must have the competencies that create value for our customers. Everything we do in HR, talent, organization and leadership should create value in the marketplace.
You talked a lot about the organization guidance system (OGS). Tell us a little bit more about this and how can we make use of OGS?
We have found that organizations are spending about 1% of their annual revenue on people and organization initiatives in talent, leadership, capability, and HR, but they are not clear about how to optimize these investments to deliver results. The guidance system will provide answers to questions like: What talent, leadership, organization, and HR initiatives will have the most impact on employee, business, customer, investor, and community result? To answer this question, we can build on decades of research to guide people and organization initiatives that deliver results. Our work shows 5 outcomes -employee, business, customers, financial, and community and there are 36 initiatives, which equal 180 cells (5 outcomes * 36 intiatives). Business and HR leaders need to know which of these 180 cells they should invest in. Simply go to www.rb.ai and take the short survey for each pathway to get a free report on where to focus to deliver key results. This report offers invaluable guidance on where to priorities your people and organization initiatives.
Dave, finally what is your message to CEOs of Sri Lanka?
I’m going to give the same message to the CEOs that I would to all HR and other professionals; here’s my answer to CEOs in Sri Lanka and to others, the best year of your life is the next 12 months. The best is yet ahead. Sri Lanka has a history of resilience and success, of continually rebounding and coming back. My friends and CEOs, my friends in business, my friends in HR, the best is yet ahead, the next 12 months will be the best ever.
Business
Manufacturing and Services expand in Nov. 2024
Sri Lanka Purchasing Managers’ Index for Manufacturing (PMI – Manufacturing) recorded an index value of 53.3 in November 2024. This indicates an expansion in manufacturing activities on a month-on-month basis, with positive contributions from all the sub-indices.
New Orders sub-index expanded during the month, primarily driven by the textile & wearing apparel sector. Further, the expansion in Production sub-index was mainly attributable to the food & beverages sector. Moreover, Employment and Stock of Purchases sub-indices remained expanded during the month, aligning with the New Orders and Production sub-indices. Meanwhile, Suppliers’ Delivery Time remained lengthened during the month.
The outlook for manufacturing activities for the next three months remains positive. However, some manufacturers, especially in the food sector, are concerned about the limited supply of several key raw materials.
Sri Lanka Purchasing Managers’ Index for Services (PMI – Services) indicated a further expansion in services activities in November 2024 as reflected by the Business Activity Index, which recorded an index value of 60.5.
The expansion in Business Activities was driven by the improvements observed across most of the sectors. Accordingly, business activities in the financial services experienced a significant improvement amid increased lending activities. Further, business activities in accommodation, food and beverage also showed a considerable improvement due to the increase in tourist arrivals. Meanwhile, wholesale and retail trade business activities also increased ahead of the festive season, despite the adverse impact of unfavourable weather on sales.
New Businesses increased in November 2024, primarily due to considerable expansions in the financial services and accommodation, food and beverage activities.
Employment increased amid recruitments made to accommodate growing economic activities with increased tourist arrivals and festive season, whereas Backlogs of Work continued to decline in November 2024.
Expectations for Business Activities for the following three months continued to improve, at a higher rate, driven by the ongoing tourist season and the upcoming festive season.
Questionnaires are completed in the first half of the succeeding month. For each variable, respondents are asked to report an increase, decrease or no change compared with the previous month, and to provide reasons for any changes. The index compilation and interpretation of indices follow the survey methodology of S&P Global.
PMI – Manufacturing, which is considered as the headline index for Manufacturing, is a weighted average of New Orders, Output, Employment, Suppliers’ Delivery Time and Stocks of Purchases.
The Services Business Activity Index is the headline index for Services, which is referred to as the PMI – Services, as per the international best practices. The Services Business Activity Index is comparable to the Manufacturing Production Index.
The Index
PMI is calculated as a ‘Diffusion Index’, where it takes values between 0 and 100. PMI=50 – sector remained neutral on month-on-month basis PMI>50 – sector is generally expanding on month-on-month basis PMI<50 – sector is generally declining on month-on-month basis
Sample
The sampling frame was based on a list of large companies located in the Western province obtained from the EPF Department. Samples for Manufacturing and Services activities were selected based on the GDP sectoral share, with a target of 100 responses for each.
Definitions of Variables
Employment : Number of staff working for the organization Stock of purchases : Raw materials purchased and kept in a warehouse to be used for production Supplier Delivery Time : Time lag between order placement and delivery by the supplier Backlogs of Work : Uncompleted orders Other variables are self-explanatory.
(CBASL)
Business
Design in the Moment: Furniture by the Geoffrey Bawa Practice opens in Colombo
The late Sri Lankan architect Geoffrey Bawa (1919-2003) was known primarily for his architecture, but he also created a series of contemporary furniture designs throughout his five-decade practice. With regards to this custom built furniture, he was known to say “We did what was thought to be right in that moment.”
This “moment” is the culmination of political, economic, and social circumstances that shaped the Sri Lankan context within which Bawa worked: one of a closed economy, restricted imports, and a consequential reliance on locally-available materials. The Geoffrey Bawa practice produced a number of furniture designs as a result, namely lamps and chairs. Bawa and his associates worked with local craftspeople across disciplines and frequent collaborators to produce pieces embodying this innovative spirit, drawing inspiration from prevalent styles of the time.
An exhibition focusing on these designs and their role in the wider context of Bawa’s practice is now open in Colombo. Design in the Moment: Furniture by the Geoffrey Bawa Practice closely examines the histories and context of Bawa’s furniture designs and considers how they can be meaningful for contemporary use. This exhibition is a collaborative effort by the Geoffrey Bawa Trust and India-based furniture company Phantom Hands. Curated by architect and Chairperson of the Geoffrey Bawa Trust Channa Daswatte and Phantom Hands co-founder Aparna Rao, the exhibition interrogates the idea and process of reproduction through furniture designs, including the “Next-Door Café” Chair and the Saddle Chair. Phantom Hands’ Geoffrey Bawa Collection, a furniture collection offering re-editions of these designs and others from the architect’s practice, launched alongside the exhibition and will be available for purchase in 2025.
Design in the Moment: Furniture by the Geoffrey Bawa Practice will be on view at the newly-opened Geoffrey Bawa Space on 42/1 Horton Place, Colombo 07, between 13th December, 2024 and 31st May, 2025. The Geoffrey Bawa Space is open Wednesday through Sunday between 12 p.m. and 6:00 p.m. except major holidays. A series of curatorial tours and public programming will take place throughout the duration of the exhibition. More information is available on geoffreybawa.com and phantomhands.in.
Phantom Hands
Phantom Hands is a craft and design driven furniture maker based in Bangalore, India. Founded in 2014 by Aparna Rao and Deepak Srinath, their collections include re-editions of 20th century classics, as well as contemporary objects created in collaboration with acclaimed furniture and textile designers. Made by skilled artisans from traditional craft communities, Phantom Hands’ products are available globally via leading design galleries and furniture showrooms in Europe, North America, Asia and Australia.
Geoffrey Bawa Trust
The Geoffrey Bawa Trust is a non-profit organization with charitable status in Sri Lanka that was established in 1982 by the late architect, with the objectives of furthering the fields of Architecture, the Fine Arts and Ecological and Environmental Studies. Since the architect’s passing in 2003, the Trust has sustained year-round public programmes comprising lectures, educational tours, scholarships, residencies and exhibitions which engage broader discourse on the built environment and the arts in both Sri Lanka and overseas.
Business
ICMA Australia hosts 6th graduation ceremony honouring 225 newly Certified Management Accountants
The Institute of Certified Management Accountants (ICMA) of Australia proudly celebrated the 6th Graduation Ceremony with 225 graduates receiving the prestigious Certified Management Accountant (Australia) designation.
Over 30 students from Bangladesh and India also received their degrees at the graduation ceremony. The ceremony took place at the Grand Ballroom, Hotel Galadari, Colombo, recently.
Professor Janek Ratnatunga, Global CEO, ICMA Australia, chaired the ceremony. The Australian High Commissioner to Sri Lanka and Maldives, Paul Stephens, attended as the Chief Guest, alongside Guest of Honour David Pine, New Zealand’s High Commissioner to Sri Lanka.
He stated, “Today marks an important milestone as we welcome 225 new Certified Management Accountants into our global community. The achievement of the new graduates reflects academic excellence and commitment to advancing the field of management accounting. The graduation of these professionals, including those from Bangladesh and India, demonstrates ICMA Australia’s expanding influence across Asia. In today’s dynamic business environment, the graduates are well-equipped to provide vital strategic financial leadership for corporates to navigate complex economic networks.”
At the ceremony, outstanding graduates were recognized with gold medals for their exceptional performance in the ICMA examinations. Furthermore, special appreciation plaques were presented to CMA (Australia) Executive Council Members for their dedicated service and continued support in strengthening ICMA Australia’s presence in Sri Lanka.
Additionally, three distinguished leaders from Sri Lanka’s banking and business sector were also inducted as Foundation Members of the Institute of Certified Management Accountants including J Durairatnam, Chairman, DFCC Bank PLC, Bingumal Thewarathanthri, CEO, Standard Chartered Bank and Nihal Jayawardene PC, Chairman, Hatton National Bank PLC
Established in 1996 in Australia, ICMA is a global accounting body dedicated to advancing management accounting expertise. With a growing presence across Asia-Pacific, the Middle East, and Africa, ICMA’s educational modules are recognized up to Level 9 by the New Zealand Qualification Agency (NZQA).
ICMA has established a strong presence in Sri Lanka since 1998, through a partnership with the Institute of Chartered Accountants of Sri Lanka. The Academy of Finance became its exclusive partner in 2006, making Sri Lanka the global hub for the Graduate Conversion Programme, under the leadership of Mr. Kapila Dodamgoda.
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