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| Sunday, 11 September 2005 |
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Business |  |
| News Business Features Editorial
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People the greatest asset in estate sector by Elmo Leonard The exodus of people in the plantation sector in over a decade continues with 71 people having left to date, in 2005 and 100 such capable people having moved from this sector in 2004. This is while it is widely acclaimed that people are the greatest asset in Sri Lanka's estate sector, executive deputy chairman of Forbes Plantations (Pvt) Ltd and Kahawatte Plantations Ltd, Dan Seevaratnam said. The presentation was made on the subject 'people - the leading edge in business' at the 69th AGM of The Ceylon Planters' Society, last week. The importance of people are manifold, for, people also, create or destroy value; people give life and spirit to our organisations and people account for 70 percent of the cost of production of tea, Seevaratnam said. Great value Most people who left the plantations sector in 2004 did so in the prime of their careers, when they could have been of great value to the industry. The leavers in 2004 comprised, 16 percent of the 26-30 age group; 22 percent of those between 31-35; 14 percent of the 36-40 age group; 6 percent of those between 41-45; 2 percent of 46-50 years; 18 percent between 51-55 years and 21 percent over 55 years of age. Today, more than ever before, we live in an age of information, Seevaratnam said. Information was doubling every four years, while more information was produced in the past 20 years than in the previous 5000 years. Jobs that involve the Internet, pay around 50 percent more than non-related jobs. In the next five years 80 percent of workers will have jobs different from the way they have done them over the past 50 years, he said. The increase in productivity of today has been achieved primarily by the replacement of labour by planning; brawn by brains and sweat by knowledge, Seevaratnam, who counts 35 years in the tea industry said. Leadership challenges In the changing role of work, the leadership challenges in the information age are many, Seevaratnam said. Among them are a higher mobility among the global workforce; the demand of automation and flexibility; the creation of rules which are not abided by; agility or the need for speed in carrying out an organisation's operations and good culture and alignment within an organisation. Another challenge of good leadership is the ability for work to go on, outside the watching eye, Seevaratnam said. An analysis of the Sri Lanka plantations sector shows that employee turnover is often influenced by a lack of commitment to the organisation. This culture has to be brought about by the employees, and passed down. Employees should also see long term prospects. Besides, there should be job satisfaction; the lessening of stress within work and fair play towards workers Seevaratnam said. Simultaneously an employee needs recognition for competence and accomplishments; repeat and dignity; personal choice and freedom; involvement at work; pride in one's work; lifestyle quality; financial security; self-development, health-and-wellness, Seevaratnam said. Inadequate opportunities Among the factors which lead to dissatisfaction among employees are inadequate pay, lack of job security and a wanting in recognition. Inadequate opportunities for growth of the company also lead to discontent. Also, a weak company culture, family and work pressure, stress and a lack of sight into the future of the industry leads to dissatisfaction. There are many factors, controllable and uncontrollable, both internal and external which lead to an exodus of plantation managers, according to some employers from plantation managers companies. Thus, these companies would have to focus on, training and holding on to talented superintendents. Also, the recognition of leadership qualities and demonstration of the potential from growth in their companies, through talented people, Seevaratnam said. Strategic assets Equally, if superintendents and assistant superintendents in estates are to be influenced to keep their jobs, they need to appreciate and accept that managers should be good performers, because it is performers who deliver performance for the company. These superintendents should be recognised as strategic assets who deliver value and competitive advantages for the company. "It is not the people who are our greatest asset, but value creating people, Seeveratnam said. The workers, staff and superintendents of plantations companies would serve as a sustainable competitive advantage over competitors when they realise that they are in the `people business serving tea' and not in the `tea business serving people,' Seevaratnam said. |
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