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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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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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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Dr. Augustine F. Pinto (Founder Chairman, Ryan International Group of Institutions) emphasises on quality education as the pillar for a country like India to progress and prosper, providing skilled labour to business

Q. Of late, we have experienced instances like a student killing his teacher, teachers inflicting corporal punishment on students. How do you see the changed teacher-student relationship? Can BEd, MEd and other teacher-training programmes make a difference?

A. It is certainly not acceptable if schools are still practising corporal punishment; they immediately need to change that. It is true that the role of a teacher has radically changed over the years but that does not mean teachers and schools should indulge in corporal punishment. Simultaneously, instances of students killing or attacking their teachers require a thorough observation about the students’ emotional quotient and other related factors before jumping to any conclusion.

The primary aim of education is to lead students to ‘self-actualisation’ and should be concerned with the overall development of children – physical, intellectual, emotional and spiritual. It is a transformative learning process where a teacher becomes a friend, a mentor, a facilitator, or an experienced travelling companion who persuades students to develop their own learning styles through appropriate integration of technology as required and hands-on learning and helps them become responsible and balanced citizens. Introducing teachers to this reality during their teacher-training programme will definitely create an atmosphere that will foster positive relationship between teachers and students for better teaching and learning experience.

Q. As an institution, what is Ryan International doing to motivate its teachers? How do you assess its impact?

A. The Ryan way is defined as KASSM – knowledge, attitude, skills, social and morals. Values with sound knowledge and the wisdom to use it constructively is what provides the differential factor to our students at Ryan.

Our teachers are regularly sent for various workshops, training programmes and in-house seminars to become proficient in discharging their responsibilities.

Regular guidelines from the management team also keep teachers aware of their significant role in the process of education. Success stories of our students and overwhelming support from parents and the stakeholder vividly speak about their positive impact on the entire process. Click here to read full interview...

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A human asset management tale

Human Resource Management has been a great success at Tata Consultancy Services, Asia’s largest provider of information technology. The management has always believed that “HR is the greatest asset that any organisation possesses and it must ensure that this potential is harnessed to the maximum to contribute positively towards the growth of the organisation.”

TCS is a part of India’s largest and oldest conglomerates, the TATA Group. It has evolved various HR models and methodologies which have enabled it to be successful and carry forward the legacy of its founders. TCS employees are recognised as intellectual fuel and are provided with various benefits which are designed to retain them.

S. Ramodaorai, who remained its CEO from September 1996 to October 2009, played an integral role in the international development of TCS. He took over when TCS earned USD 400 million and had 6,000 employees. His efforts have helped make TCS one of the world’s largest global software and service companies with more than 1,43,000 consultants working in 42 countries, operating out of over 151 offices worldwide, and with revenue over USD 60 billion.

But the matter of fact remained, if the group could maintain its brand values while growing as a global company? Read more..

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Shalini Kamath (managing Director, HR & Communications, Ambit Holdings Pvt. Ltd.) says a collaboration between business and HR can expose many untapped solutions which could be more appropriate for the business

Q. Can HR do the damage control? Does it hold the power to mitigate a negative?
A. With most turnaround cases it is observed that the trust on the business is either not established or has deteriorated due to certain misgivings in the past. HR has the ‘connect’ with employees and can act as the trustworthy intermediary that can assist the turnaround.

Effective communication by the business and HR collectively works the best towards damage control or mitigating a negative. An open and transparent communication helps the employees to understand what critical juncture the organisation is currently in; what are the benefits of a turnaround; and what are the people concerns that can be resolved and the ones that cannot.

Q. What major challenges are associated with a turnaround in the service sector?
A. The major challenge is to influence the people who come with their own set of thinking, behaviour, and cultural and economic influencers. Changing the mindset of intellectual workers is quite difficult, since a lot of reasoning and logic are required so that they do not resist the turnaround. Making those workers accept change also requires a lot of patience and it takes time. Expecting a turnaround to happen in a short span is fallacious.

Q. What is the new thinking during recruitment and talent retention during a turnaround?
A. If the talent pool believes what is being practised by the company is going to be beneficial for all and will result in success then there would not be too many people who would like to leave, and retention may not be a major issue. However, if the initial stages are not handled well, the threat of attrition could loom large.

Either organisations should recruit the key people required for the turnaround before they commence the process or they should hold recruitment of critical staff unless it is extremely necessary. Read more..

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The people custodian

Q. Your partnership with Great Place to Work ® Institute identified ‘India’s Best Companies for Rewards and Recognition 2012.’ What makes an office a great place to work?
A. It happens when most of the following are taken care of:
• An organisation should encourage L&D opportunities which also helps employees achieve individual aspirations and eventually build an emotional connect with the firm.
• Companies must deliver an experience to employees, be it providing with the right infrastructure that helps them perceive the workplace as a home away from home.
• With top management focusing on accessibility and accountability, an organisation should foster culture of an employee-friendly organisation.
• Strong appreciation culture with market aligned compensation structure is essential for a great place to work.

Q. How can the CEO-HR partnership achieve this vision?
A. A CEO is also the people custodian and sets along with the leadership and HR chief the HR vision and priorities of the firm. He then ensures execution happens in complete alignment. The CEO is also the visionary of the organisation so once the vision is defined, all people practices should be aligned to it and larger goals of the organisation. Read more...

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WILLIAM GREENHALGH CEO, HUMAN RESOURCES PROFESSIONALS ASSOCIATION

William (Bill) Greenhalgh has a strong background in nuclear engineering, petroleum, telecommunications, publishing, entertainment, and security industries. He has served as president, the Globe and Mail; president, Cinram International; COO, Shred-it International, and handled various roles at Nortel. Greenhalgh has been instrumental in crafting fundamental visionary changes in HRPA’s strategic direction.

Q. What are the key issues you want the HR to understand?
A. Any senior HR executive needs to be a business person first and an HR leader second. He should have a comprehensive understanding of the business: the nature of the business; its challenges and opportunities; who the customers are and their challenges; and who the competitors are.

HR executives also require an understanding of challenges and business needs of supervisors and front-line managers on a first-hand basis. They need to forecast critical social, legislative and people trends; leading the organisation in implementing programmes that have front-line buy-in. They need to be the CEO’s trusted advisor and be a coach to the executive team.

Q. As a CEO, what do you expect from HR in terms of understanding the business?
A. HR executives bring the people dimension to the organisation’s strategy. Creating a strategy is important and executing it is vital; how well that is done depends on having the right people, culture, training and compensation. Those programmes are part of HR’s role, so it has to be a part of the creation of the strategy and plans to implement it. For this, HR needs to understand how the business works, the market, and the challenges and competition it faces.

CEOs also feel that HR executives – more than any other senior executive – should have the capability to build trust, communicate and collaborate with others with exceptional levels of diplomacy and discretion. These attributes must co-exist, however, with a deep understanding of the business – a strong grasp of the business’ operations and financial realities – and its algorithms and P&L. Click here to read full interview...

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Anisha Singh (Founder and CEO, mydala.com) reveals to Schweta Chaturvedi how self-belief Diminishes The Line between Dream and Reality

Continued....Mrs. Singh, who is also associated with Indus Women Entrepreneurs– a platform for South-Asian women leaders in the US– discovered her potential when she was in the US. “During internship with the Olympus Group, I was completely in awe of the lady who used to run it. This made me realise that everybody should have a role model to look up to,” says Mrs. Singh and affirms that women can do a lot if they challenge themselves and set their heart and mind to it.

Sharing the initial challenges, Mrs. Singh says that the first two years were difficult because there was a need to educate merchants and users about the concept and benefits of group buying. “The merchants would say ‘go to hell’ if we went to them asking for a 90 per cent discount.” It was after a lot of perseverance that the idea finally clicked and the proposal started taking some shape. Mydala’s mantra is: The customer is King! Or Queen! And Mydala treats its customers the way they like to be treated, she shares.

Starting with a small team of four, the Mydala.com now has close to 50 people spread across India. Ask her how she goes about hiring the right people and she replies, “We have been fortunate enough to have good advisors. Good talent might come by harder, so you have to be patient.” Mrs. Singh also makes it a point to hire young people who are passionate about giving hundred per cent to their job. click here to read more....

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The Bucket List: Realised

An amalgamation of his engineering background, technical aptitude, and the market exposure he received by virtue of his family being associated with stock markets led to Mr. Paras Ajmera’s choice of career. Excerpts from the interview:

Q. Where was your first job? How has the career been?
A. After finishing my studies in the early 1990s, I worked with a stock broker in Ahmedabad to learn the fundamentals of stock markets. Soon, I commenced a stock broking business there. When I joined Financial Technologies, the Group’s unique business model of combining technology with financial markets gave me the opportunity to use my technical expertise in exchange technology solutions and allied infrastructure, as well as domain knowledge in financial markets. My most memorable moment was when we bagged our first customer. 1n 1998, the Group launched ODINTM, our flagship electronic trading solution, a market leader in its segment today. I treasure the journey, from ODINTM’s launch to becoming the ‘Trading Platform of Choice’.

Q. How has FT Group evolved during your tenure?
A. I have been closely involved in product design and engineering. I led the conception, design, and implementation of the Group’s exchange solution – Dome – and brokerage solutions. I am also responsible for the technology and operational set-up powering the Group’s multi-asset exchanges, and a role in strategising and overseeing the Group’s ecosystem venture National Bulk Handling Corporation. I firmly believe in automating processes and continual improvement. I also endorse strict adherence to standards, having been instrumental in our Group companies being certified to ISO standards. I led the implementation of SAP for nine Group companies in a record time of six months. Since 1998, there has been no looking back. The Group has today become a global leader in technology IP and domain expertise for creating next-generation financial markets that are transparent, efficient, and liquid. Click here to continue...

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They both, once again, reaffirm the world of their distinctly different political systems

The Olympics may just be a sporting event, but it is hard not to read larger messages into results, especially when you see how China & America have dominated the medals tally. Both countries can – and will – look at their Olympic successes as reaffirmations of their distinctly different political systems. But what strikes me is how much they could each learn from the other. This, as they say, is a teaching moment. Call it: One Olympics – two systems.

How so? You can’t look at the US Olympic team & not see the strength that comes from diversity & you can’t look at the Chinese team & not see the strength that comes from intense focus & concentrated power.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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