HR INTERVIEW: NEW HOLLAND TRACTORS (INDIA) PVT. LTD.

Global Heritage For Fast-Trac(tor)Success

Rajneesh Bawa (Director-HR, India and SE Asia Agri. Business, New Holland Tractors (India) Pvt. Ltd.) affirms to Aditi Sharma the need for
creating strength in Indian agricultural mechanisation through progressive workforce policies
After graduating from DU, Mr. Rajneesh Bawa worked with a reputed Indian cosmetics company for three months during his summer holidays as
part of Field Sales. Interacting with a large number of people there, he realised that a good career opportunity in people management, skills, and
knowledge lay ahead for him. Observing and understanding peoples backgrounds was my hobby, so HR seemed like a logical career choice, he
explains. Thereon, he completed post graduation from Shriram Centre of Industrial Relations and post diploma in Labour Law from Indian Law
Institute. He was placed through the campus with a large manufacturing company in Faridabad, after which he started his formal career, right uptil
his current stay with New Holland Tractors India (NHTI). The company, which is a global leading manufacturer of agricultural and construction
equipment, has a state-of-the-art plant spread across 60 acres in Greater Noida and has been designed on the lines of New Hollands international
manufacturing facilities. The company has focused on its strength in agricultural mechanisation, and its rationale for investment in India is driven
primarily due to its long involvement and understanding of the Indian agricultural industry. Rajneesh Bawa provides a true testimony of the New
Holland India quality, in this exclusive interview with The Human Factor.
Q. A greenfield project when you joined, how did set HR up here?
A. Startups give you opportunities to experiment while putting in best learning and practices. You can define and choose people who share similar
thoughts and value systems; and since you are creating the organisation you can spend more time in correcting the fundamentals. You can define
what you want and attract people who share your methods and vision, and are willing to commit. Our team was clear in its view of past working
experiences in different Indian organisations, having experienced negatives and positives, gaps, frustrations, handicaps, etc. In a way, perhaps I
was not clear about what kind of organisation we wanted to create, but more clear about what we did not want to create. However, there was a
consensus that we wanted to build an open, transparent, and integral organisation where every individual would be a precious resource. We wanted
to be proof-oriented and create a culture of junior-first. We wanted to be a responsible organisation and we were fortunate that all of us were able
to learn from each other.
Q. How has job renewal happened during your long stay here?
A. Job renewal means that each persons job is a work-in-progress. Wherever possible, we ensure that our intended personal growth and
development contribute to job performance within 24 months. A six-step process is followed for job renewal. First, analyse your current situation,
specifically any changing desires, expectations of others and self, and anything else that will affect your career. Second, assess interests, values,
and skills. Third, identify the three priorities for the renewal of your job. Fourth, develop a job roadmap that would ensure a successful career. Fifth,
establish an action plan built upon realistic expectations and available resources. Last, identify and overcome resource barriers. With these in mind,
I try to renew my job every 2 years. I was initially responsible for Plant HR, after which Plant Administration and General Services were added to
my responsibilities. Soon after, I became responsible for company-wide T&D. Subsequently as GM, I was made responsible for Talent Hiring as well
Employee Engagement. I have been leading HR since 2004 and was fortunate to get short-term assignments in UK, Italy, and most recently in
Australia. I was also responsible for setting up the South East Asia hub as well creating the organisations based out of Singapore, Korea, Thailand,
Japan, etc.

Q. Do you feel that NHTI has been able to achieve the landmarks it set out on?
A. Yes, if we look back on our journey of more than 14 years, there has been professional and personal satisfaction. There is a fair degree of
openness, transparency, mutual trust, and interdependence. We have developed good professional and interpersonal relations, a feeling of
togetherness instead of you vs. me, and we have transformed into a young organisation with no unions.
Q. Can you tell us about the profile of the workforce?
A. Young, technically qualified, involved, engaged, with a passion to succeed through high energy in an MNC environment. We have best practices
for the diverse on-and off-roll employees.
Q. What HR initiatives keep them engaged and energetic?
A. The basic questions which come to an employees mind are: why I am working for this organisation, am I being respected, am I wanted, am I
listened to, am I growing or enhancing my competencies, will I be able to grow, and am I being paid reasonably well. We try to ensure that he/she
has positive answers to each of these, by creating the employee engagement proposition outlined in our engagement initiative booklet.
Q. How do you tie HR and business angles together?
A. As partners of the business we try to understand the organisation, its verticals, the competition, how we make money, what impacts us, our
critical functions, degrees of flexibility, etc. We aim to connect with business leaders and managers, on challenges and opportunities, and then
design appropriate and tailor-made HR solutions that can answer to business needs the HR way. We have a multiple employment model, and we
continuously update our compensation and benefits per changing economic and business trends. We are involved in business decisions and their
rationale - the why and what parts of all divisions across the business.
Q. Have you set up any structures for training and learning?
A. We primarily have cross-functional training and MDPs. We identify high-potentials and keep interacting with them, and this is how they start
learning beyond their current level. Training is done internally and externally, and we have strong leadership and inter-personal relationship teams.
It is mandatory for every new joinee to go through a specific module. We have a structured retention plan (monetary and non-monetary), and as
part of such a big group, we have the advantage of being able to provide international exposure. Employees
value this, coming from a company that is more than 100 years old.

HR INTERVIEW: NEW HOLLAND TRACTORS (INDIA) PVT. LTD.

Global Heritage For Fast-Trac(tor)Success

Rajneesh Bawa (Director-HR, India and SE Asia Agri. Business, New Holland Tractors (India) Pvt. Ltd.) affirms to Aditi Sharma the need for
creating strength in Indian agricultural mechanisation through progressive workforce policies

Q. What has NHTI learnt from the parent company?

A. The mission of CNH is to grow and create value by supplying innovative products and services, for maximum customer satisfaction, with due
respect to the legitimate interests of all categories of stakeholders. It endeavours towards fair employment practices, safety at the workplace, and
full compliance with applicable laws and regulative directives of the countries in which CNH operates. In India, we follow the guidelines set by our
parent company. On the basis of the aforementioned principles, we are committed to conducting business in a fair and impartial manner. All
business relationships are established and maintained with integrity and loyalty and without any conflict of business and personal interest. To
achieve this, all our directors, officers, and employees comply with the highest standards of business conduct in the performance of their duties and
the company policies.
Q. What role does NHTI play in the global scheme of things?
A. Ours is a competitive and stable organisation. With cost competitiveness and aggregates, we add up through numbers. We have had good
learning through a 360-degree approach and support to the Asian Market. We also offer IT and HR support to different countries and regions. We
have built up our status in the global market by exporting to various countries, matching global standards, and partnering with other CNH
counterparts. We maintain global standards and provide direct competition to other global players.
Q. Who are your greatest competitors in the Indian market?
A. TAFE (Tractors and Farm Equipment Ltd.) and Mahindra Tractors are companies that have been operating in India for the past 25 to 30 years.
Q. What HR issues lie in the horizon for such an industry?
A. Looming HR issues include retention of talent at all levels, continuity in maintaining a non-unionised environment, and, of course, managing
opinion makers as well as the external environment of the business.
Q. Is NHTI currently focusing on any green business initiatives?
A. At NHTI, we comply with all applicable emission norms and regulations, to provide best-in-class, low-emission products. We are an ISO 14001
certified company, and we convert slush into bricks for our internal use. We actively communicate about and celebrate Environment Day by planting
trees within the premises. We also have water harvesting in place for rainwater.
Q. Your leadership style?
A. I am hands-on, involved, and participative, with a focus on coaching and a just-do-it attitude. I am about results rather than efforts, developing
an informal relationship base, and taking the bull by the horns. I aim to be successful always - with problems, without problems, and in spite of
problems.
Q. Any pet projects that you are working on?
A. In the past 25 years, I have had the best of opportunities, and have learnt from the worst of situations. I
am passionate about inclusive growth. I am also working with Akshar Gyan, an NGO focusing on education
for the marginalised girl child.