Packaging Vs Content - What is more important

R Venkataswaralu, for the last few days, after he made the yearly appraisals open to his employees, seemed to be more pensive than his usual self. Quite expectedly, a few of the employees who got more than what they deserved were making merry while the others who thought they deserved more but got less were discontented. The worst that Venkat (an acronym for Radhakrishnan Venkataswaralu) had to face as a result of his decision was the resignation of a few of his key people, those who had helped Venkat and his ‘strategic group’ steer the company through the rough tides of the global meltdown. Perhaps Venkat failed to realise and appreciate their contribution while preparing and finalising their appraisal (both monetary and non-monetary). He was perhaps much too taken in by packaging rather than content.

Well, nothing much should have been expected of a fabulous marketer (or rather ‘salesman’ - that is what the disgruntled lot prefer to call him) that Venkat was who was forced to don the cap of the CHRO (Chief Human Resources Officer). Packaging was his key word and when it came to taking key decisions of human ‘capital’ rather than human resource or assets he invariably gave into packaging, for that was what he had been walking and talking for the last two decades or so. Not that the dissatisfied lot were putting the blame entirely on him for he had little clue about the importance of ‘people’, the emotional damage, and the tangible cost to the company in terms of knowledge and experience that chose to walk out of the company gates. Subramanium, who for the last two years was associated with the advertising of the company, firmly believed that packaging was the best marketing strategy that could be used to glamorise a product and attract the attention of the target audience. He often advised his colleagues on the importance of packaging and never failed to chant his favourite one-liner – “sometimes packaging is so important that it costs more than the product itself.” (Do not confuse – the product is YOU). It was no surprise then that Subramanium was siding with his CHRO.

Having reached the office early on a weekend (once again - quite unusual of him) he was recollecting the past days when Shantaraman and his team would discuss and debate on product development while he and his team would assist them hand in glove on the marketing aspect of the product. The two teams which complimented each other so well would never fail to appreciate the smallest of value additions. The then CHRO, Srikant Manjhi, who chose to call it a day (well, that is what the other employees are made to believe), when the company was going through its roughest patch (the reasons for the same yet remain unknown to Venkat) would always have a word of encouragement for the two respective teams and that was evident in the appraisals as well as the annual meets. The post-appraisal days during Manjhi’s tenure saw the least ruffle - a manifestation of the fact that all was well with their respective appraisals. Venkat who was asked all of a sudden to step into Manjhi’s shoes has ever since failed to replicate the magic spell and people skills of Manjhi.

Though the company has managed to sail through the rough tides, the order books from the West are not doing great; in the recent past, there have several complaints regarding of not abiding by the product development compliance norms; key people including Shantaraman have quit. As he looks around, he fixes his eye on the last group photograph still pegged on the office cabin wall. Shantaraman, Manjhi, and Venkat all side by side; ‘three musketeers’ he uttered. What could have possibly gone wrong, he questions himself after a long lull. Why is that Manjhi and Shantaraman put in their papers and why is it that after the recent appraisals employees are not happy and resignation letters continue to pour day in and day out? Why is it that Subramanium is hearty and happy while Raghavan is disillusioned? Amidst all this uproar, the office peon makes his entry and keeps on the table few résumés; Venkat asks for a glass of water. Going through the résumés of potential candidates who would (if selected) take over the roles of the likes of Shantaraman, the only question and thought that keeps him preoccupied is what is he going to look for in a potential candidate. Is it the candidate (read – the content, talent et al) or the packaging? Is he the right person indeed? Still grappling with these thoughts, he lays his hands on Friday’s edition of the Corporate Dossier and two interesting words ‘Management Mythos’ seems to have attracted his eyeballs. He read the entire article in one go, and then said, “All this while I have behaved just like Sage Uttanka….”

Very true. Like many other Uttankas in the marketplace, Venkat too had focused solely on the packaging, ignoring the content, and perhaps this is one reason why Subramanium is happy and hearty while Raghavan, who is a lot more talented and certainly deserved better than what he was rewarded, was disillusioned. As he accepted the glass of water, he seems to have realised his folly and considers the day as an opportune time to amend his ways. But he is indeed faced with a unique dilemma. All his life he has lived on packaging so how could he all of a sudden change his track? How does one identify the real in a world filled with counterfeit as well as me-too products? What does it take to judge real content? Having made up his mind to undo his past wrongdoings he makes a hurried call to Manjhi (and thanks himself that he was in contact with Manjhi on a personal level) and explains the peculiar situation that he is faced with. Manjhi, for his part offers his ‘guru mantra’ to a dear friend in need. He then calls Raghavan to his cabin and asks him to help him in selecting potential talent who could work with him and help the company reach its glory of yesteryears. Raghavan, for once hesitates, but nevertheless obliges his CHRO, considering the future of his source of bread and butter. Having learnt his lessons the hard way, Venkat now seems determined to usher in a fresh round of talent and also wants to change the existing appraisal methods. He is keen on defining and demarcating the fine line of difference between ‘desire’ (read packaging) and ‘deserve’ (read content).

PS: The case study was written for  HUMAN FACTOR.