Mindset matters

Q. You have worked across sectors. What are the biggest HR challenges that you have come across?

A. HR challenges are similar across sectors. It all depends on what phase of time you work in that particular sector. Typically, talent retention and development remain one of the biggest challenges.

Q. How different has been the experience of working with SPX?

A. SPX Corporation is an NYSE-listed Fortune 500 U.S. multinational company. The organisation has a much focused approach on employee life-cycle management. This has made the work very exciting.

Q. What is the biggest barrier in training new technologies to people?

A. The greatest barrier is the mindset of the team’s manager and the focus of the organisation.

Q. What is your dream accomplishment? How do you intend to achieve it?

A. It is to lead an organisation to new heights while its focus remains on the people. And I am on my way.

Q. One trait an HR leader must possess?

A. Every HR leader must have adaptability.

Q. Who is your role model?

A. There are many role models and it would be unfair to name one. Click here to read full interview...

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IIPM Think-Tank

Business and Economy

The Sunday Indian

Prof. Arindam Chaudhuri

Prof. Rajita Chaudhuri

4ps Business and Marketing

The Human Factor

IIPM-The Indian Institute of Planning and Management

IIPM Info Page

IIPM - Best Post Graduate Business Management Institute India

Globalisation and IR an interview with Prof. Mirella Baglioni (university of Parma, Italy)

Please tell us the significance of industrial sociology in a globalised world?

A. Sociology maintains its importance, as sociological research helps in understanding the changes taking place in a globalised world. This holds true in defining what society is today, what remains of the nation-state identity and what contribution does the global exchange of information and communication provide to define new cultural identities.

Q. How would you define the strengths and weaknesses of collective bargaining in Europe?

A. Collective bargaining at the national level has a role of defining minimum standards in a number of European member states. However, if we look at EU 27, the role of collective bargaining in regulating wages and working conditions varies to a great extent.

Q. Do you see European integration and IR together in a globally competitive environment?

A. The aim of European integration, where single market and a single currency could be accompanied by a progressive harmonisation of social rights, is nowadays progressively weakening. In the ideal social Europe, IR played a key role as social partners were regarded the main representatives of economic and social interests. At global level, rising number of transnational agreements bear witness to unions’ initiatives towards strategies of internationalisation, but changes in social partners’ strategies take time. Click here to read full interview....

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IIPM Think-Tank

Business and Economy

The Sunday Indian

Prof. Arindam Chaudhuri

Prof. Rajita Chaudhuri

4ps Business and Marketing

The Human Factor

The right perspective

In a fast-growing corporate arena, it is essential that HR professionals adapt themselves to the changing demands of management, break away from traditional strategies and experiment with innovative methods and practices, to lay down the foundation of a productive workplace, said experts at the Annual HR Conclave organised by IIPM on August 11, 2012 at Hyderabad.

The conclave aimed at presenting the views of some of the eminent experts on ‘Competencies of a Successful HR Professional in Today’s Changing Scenario’. The conclave also saw a good participation of representatives from HSBC, Yes Bank, Rofus, Perfect Relations, Diebold, Google, The Golkonda Hotel, ManpowerGroup, Deloitte, GMR, Winzest, CBay, Netzworke, Shore Infotech and Dupont, to name some.

Mr. Debasis Chatterji, CEO, Netxcell Ltd, said that development of competencies for various functions of HR helps the management of an organisation with strategy execution. He also focused on business operations and how to be a good business partner, locally and globally.

Mr. Venkatesh Palabatla, chief HRO, GMR Group, emphasised on how to develop competencies to reduce cost of operations without losing talent. Ms. Rajita Singh, head HR, Broadridge Financial Solutions, focused mainly on how HR professionals should attain, retain and motivate employees. She also threw light on some new and innovative ideas that many organisations are incorporating today to motivate their employees.

IIPM faculty member and head, Strategic Management Group, Prof. Rajat Shukal elaborated on the trend of outsourcing measure. He said that global trends indicated a growth of 37 per cent per annum in this sector. Prof. Shukal also shared demographic analysis of future manpower. Click here to read more...

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Educational institutions should shift focus from a marks-oriented system to THE one that fosters social responsibility and awareness, SAYS N.C. Wadhwa (Vice- Chancellor, Manav Rachna International University)

How can we then impart good education to students at the highest levels to ensure it is worthwhile and goal-oriented? Institutional excellence can only occur in a student-centric environment. Moreover, no borrowed system can make students self-assured and confident. For the latter, it is necessary that the structures and systems are firmly anchored in our rich cultural heritage. This has to be the foundation of all educational institutions that endeavour to produce self-assured and socially conscious students. In imparting education, a student-centric university should not just focus on disseminating knowledge and mere ‘knowing’ of analytical knowledge. Rather, the focus should be on ‘doing’ or development of skills and ‘being’ or a sense of purpose and identity.

Towards this end, the pedagogy that institutions follow – particularly for management students – should be based upon the belief in multiple intelligence and through the use of diverse teaching methodologies. Both teachers and students should be co-learners. Here, teachers should facilitate learning rather than teach according to the ‘banking concept’ where one is the receiver and the other is the giver. Students should be taught through experiential methods such as live field projects, workshops, action research, simulations, prototyping, role-playing scenarios, socio-drama/psycho-drama, drama, dance, meditation, case studies, seminars, industry interface and guest lectures, mentoring, and suchlike.

Students can maintain a daily diary in every semester, documenting their experiences and lessons learnt. Finally, there is the unique Four–tier mentoring programme; here students can be mentored by the industry, peers, faculty and alumni, which makes students’ rite of passage from the university into the corporate world smoother. Click here to read more...

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