An interview with Mr. GS Ramesh, Vice-President, Hyundai Motor India Ltd., Chennai.

What was the first thing Hyundai did when it came to Chennai to set up its plant?

Our first exercise after Hyundai decided to set up operations in India was to establish the identity of the company. Initially people had this misconception that Hyundai was the same as Honda! So when we started out in 1996 our primary HR principles were people sensitivity and complete transparency to understand and build trust.

How did you formulate your recruitment policy?

We did not take experienced people from companies already within the industry. For the simple reason that many of the automobile companies in the south are family businesses and do not possess the level of professionalism that we desired to achieve. Another reason was that, since the Koreans were bringing in the technology it would have been advantageous to train the local people so that they remain committed to the organisation.

We wanted to take in people for whom joining an MNC is a matter of pride and a dream. We recruited a lot of qualified yet needy people from Tamil Nadu itself, for whom coming to Chennai and working in such a factory would otherwise have been impossible. These people were sent to Korea for training when the plant was being constructed here.

What kind of technical qualifications were you looking for and how did you avoid cultural issues if any?

We looked basically for ITI diploma holders who had the ability to grasp things quickly. Since they had to interact closely with their Korean counterparts, we educated them about Korean culture, their way of communication, body language, behavioral patterns and vice-versa we educated the Koreans too.

What kind of training programmes do you conduct for the employees?

More than technical training I conduct training for my people on subjects like domestic budgeting and how to lead a more holistic life, because I strongly feel that if an individual is happy then he would do a better job at the workplace.

We are a learning organisation and our people are constantly sent outside for training programmes. Majority of my people have visited Korea for various kinds of technical training. Over the years my boys have become excellent performers now our job is to make them into achievers.

What is your management style?

Our management style is a mixture of both the Korean style and the Indian way of managing organisations. I have taken the best of both to adopt a more relevant management style of working.

There are committees within the factory that handle various issues concerning an employee. Any request they have is presented to the HR department in a formal forum and then debated upon. No issue takes more than a few days to be solved satisfactorily as both the parties are actively involved in providing the solution.

How does the HR department keep in touch with each and every employee in the plant?

Every morning I have a cup of tea with any 10 members of my organisation. I have assigned HR coordinators who are in constant touch with the team leaders and the shop floor employees.

Within the shop we have introduced the mentor concept where each team leader has to train his boys on one new area each Saturday. You would be surprised to know that some boys who can't even talk a single word of English know how to operate a laptop and make presentations.

We also have an in-house journal, which carries articles, industry information, general tips written by our employees and their families.

Are you involved in any kind of community service?

Yes. We have adopted 5 villages in the vicinity, given the locals medical coverage, built schools and laid asphalt roads. Those who had to give up their land have been given the option of ITI training so that they can gain employment.

MALINI SURYANARAYANAN

maalini.mds@cnkonline.com