Saeed Mohammadi, the co-founder of Digikala, believes that the tolerance threshold of human resources against the issue of ambiguity is low, and the existence of transparency in the organization’s frameworks and strategies helps the sustainability of human resources
Attached to Iran digital economy annotation, in the panel of expectations of the CEO from the human resources unit, which was held at the meeting of human resources managers (HR VISION 02). Saeed Mohammadi, the CEO and co-founder of DigiKala Group said:
I am not a human resources expert, but I am speaking from the realistic point of view of a CEO who has witnessed the coming and going of many human resources in DigiKala every year. We at DigiKala sometimes come across new employees who experience their first job opportunity with DigiKala, sometimes among these people are known extraordinary talents who can create transformation in the sector where they started their work. These are the superstars of businesses.
Meet the superstars
Mohammadi further pointed out the importance of the presence of superstars and keeping them in organizations and said: these talents often do not stay in organizations for a long time and this is exactly the point where human resource managers can carefully and focus discover these people and their sustainability factors increase.
Because many big companies owe their success to these talents and superstars play a key role in the success of companies. I believe that if the maintenance of these people is not managed in a methodical way and the space and platform for their growth is not provided, they will leave the organizations quickly.
Mohammadi further mentioned psychological tests in human resources and said: One of the subjects that employees are weak against and their tolerance is low. The problem is ambiguity. The ambiguity threshold is low according to employees in psychological tests, and this issue itself shows that if organizations increase their level of transparency and give accurate definitions of the organization and its frameworks to employees, the motivation of people to stay in organizations will increase.
Mohammadi continued that organizational culture is the result of the atmosphere inside each organization and it is like a fingerprint unique to each organization and continued: Human resources are the development of organizational culture and discovering the ugliness and beauty of an organization.
According to Mohammadi, the discussion of discovering pure talents is one of the main duties of human resource managers.
Mohammadi also said in response to the Jobvision CEO’s event leader what HR managers want from CEOs: holding feedback meetings, performing tasks that are sometimes forgotten due to the workload of senior managers, and attending events that contribute to the development of the employer brand. It is one of the most important demands of human resource managers from us.
Focus on realism
Hamidreza Mansourian, CEO of Unilever, said: When I traveled to England to visit Unilever’s factory, the first thing that was shown to us on this tour was the living quarters of Unilever’s employees in 1888. The founders of Unilever had provided a space for the life of Unilever workers to inspire them that the value of living is more than working. Because they knew that if the workers believe in this, they can work with better quality. I want to emphasize that the capital of every company is not its building and factory, but its human resources.
Mansourian also explained about the demand of CEOs from human resources managers: a competent human resources manager must know the market and the concept of society. A manager who is not familiar with the background and infrastructure of society is not a good option for management, because he cannot be realistic and understand the realities of society.
Being, seeing and hearing
Mehdi Amiri, the former CEO and vice chairman of the board of directors of systemgroup, also pointed to the issue of the good condition of employees and its results in organizations and added: The first concern and demand of CEOs from human resources managers is to create a successful company. A healthy company is the result of having healthy employees, and of course, I know very well that this demand is a chicken and egg story, and companies should pay attention to each other’s needs from both sides.
He continued: Strategic decisions are needed to achieve this goal, and all managers are responsible for the well-being of employees, and human resource managers cannot shoulder the burden of responsibilities and creating a good work environment. In fact, working in human resources in large organizations is more complicated and requires more coordination and integration.
According to Amiri, the best issue that can help human resource managers in developing their activities is to see and hear and be with the employees. Amiri also said in the field of human resource demands from CEOs: Human resource managers from CEOs cooperate and raise knowledge. And they want knowledge in the field of human resources.
In fact, instead of words, CEOs should implement HR through behavior and practice. In the organizational culture, everyone is responsible. HR should be present in strategic decisions and not only informed after the decisions. The human resources of any organization are the partners of that organization and its executive army, and the position of HR should be in the brain and not only in words.
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