Zebras are dissimilarly similar – HR message

No two zebras will have a similar pattern of stripes or the stripes of two zebras will never match or are similar. This is nothing but ‘science’. If this science is admixed in the corporate governance by the corporate leaders and the HR (Human Resource) function, managing the corporate and its people becomes easy.

No ‘zebra’ look different than a ‘zebra’ whether they are in a herd of deer or wild buffaloes. In their behavior and social grouping also, all zebras exhibit only similarities and uniformities with other zebras. Even we study the karyotypes (chromosome arrangements and pattern), all zebras would show same species identity except the difference only at ‘sex’ level.

All the above aspects are science and are known to everyone. But what is not known or observed by many is the variation in the stripes between two zebras. This is so obvious and conspicuous. But hardly many would have noticed the same. Management message to the people in corporate is that how often they get into the details and how often they miss out what is obvious and visible.

Two individuals with the same qualification and from the same institution may have a different level of creativity and task accomplishment skills. During interviews, while scrutinizing the certificates and mark statements and from which institution they have studied etc., and not the commonality but the ‘unique’ and ‘distinguishing’ identity of people only the corporate leaders should try to see and understand.

More often, the corporate goes by the logic of ‘comparative reasoning’ and ‘conclusions’. When evaluating two employees, who have completed the same course from the same institution with same marks, most corporate would expect that their contributions and possible outputs also will be same. This judgment is based not on the merit after a detailed investigation or analysis. In most instances, the corporate unfortunately fail to notice ‘the obvious’ factor of these employees rather they overate the marks scored by them and the institution where they have studied.

Detailed analysis is essential but what is ‘obvious’ is also equally important to account during evaluating people. Only when they search and see the difference and not the similarity, ‘talents’ can be properly and judiciously ‘identified’ and ‘utilized’.

Especially the HR function must keep in mind that although all zebras are zebras, but never two zebras will have a similar pattern of stripes. It is not the intelligence to understand but the curiosity and observation skill is what one requires knowing this obviousness. Otherwise, the judgment will be always one-sided, partial and non-profiting.

The corporate should learn to appreciate and ‘use’ the difference and not search or ask for similarity. Only the dissimilarity and uniqueness makes the ‘wonder’ is the management message nature conveys to the corporate through its creation of zebras.

Dr S Ranganathan