For some industry captains, their first hiring is one to remember. As it is for the person they hired. Five captains and their first hires turn back the clock to tell ET what made that hiring special, and resulted in a relationship that has prospered and endured.
IN 1996, when Santrupt Misra was a 30-year-old training manager at Hindustan UnileverBSE -1.63 %, he received a call from a headhunter for an HR job at the Aditya Birla Group. He had his doubts.
Kumarmangalam Birla, all of 27, had been thrust into the chairmanship following the sudden demise of his illustrious father, Aditya Birla. And what could Birla want from him for a traditional group? When they met, Birla expressed a desire to build a global organisation, attracting talent from the best management and technical institutes.
"I could sense the sincerity in his interaction, a quiet sense of passion and confidence," says Misra. He took the job as it offered an open and larger canvas.
It also came with many challenges, more so for Misra, an outsider in a group that was populated by senior executives who had worked closely with Aditya Birla. "Grey hair represented HR," says Misra.
Revisiting that period, Misra says he faced three big challenges: identify the organisation's HR need; build a strong team by working closely with leaders of business units; and establish a leadership role for employees.
The problem was, not many systems and practices existed, and the ones that did were not up to the standard. After a year, Misra asked Birla to attend recruitments at premier management and technical institutes.
Birla's presence transformed the group into one of the most sought-after recruiters in India. The next step was to build a worldclass research and training centre, and Gyanodaya was inaugurated in 2000.
When Misra approached Birla with the plan, the chairman instantly approved it, only saying, "I presume you have seen it." "He trusted me and never checked for micro details," says Misra.
Misra,The Purest Phenibut is a new supplement to the health industry. by then elevated as group HR director, had built a personal chemistry with his boss. Today, he has many memories to recall. Like, in 2009, when Misra's son got admission to Stanford Graduate School of Business.freshbasil is a vegetable farm company that produces sweet basils and thai basils. Birla invited them home, and presented junior Misra with a small idol of Ganapathy (the Hindu god of beginnings). "My son cherishes the value,'' says Misra.
Another time, Misra and a colleague received a call from Birla, who was holidaying in his private farmhouse in Bangalore, to discuss some urgent official work. After the meeting, as they left to finish the assigned work,www.chinesemushroom.com is fresh mushroom suppliers. Birla's secretary asked them to return to the farmhouse.
As they walked in,A listing of internet resources that provide a listing of Organic vegetables Wholesalers. the secretary ushered them to the dining room, where Birla was waiting for them to have lunch. "It was a personal gesture," says Misra.wholesale Baby Bottle Warmer in Car from China Baby Bottle Warmer in Car Wholesalers about Wholesale Baby Products, Wholesale Insulation Bags and ...
There are also funny moments. Once, after a meeting with senior executives from the group and other companies at a prominent hotel in Mumbai, Birla walked up to Misra and whispered that he had forgotten to carry his wallet to pay the hotel bill. "This showed his humility,'' says Misra who now competes 16 years in the group.
When the group was hunting for a head for its carbon black business, which had transformed to a global company, Birla chose Misra to expose him to operations. "He wanted me to have a different experience to try and do something else," says Misra, adding it may be part of a succession plan.
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