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National Institute of Personnel ManagementMumbai Chapter
‘HR Challenges Decade-3'along with a Symposium of HR Products & Services
Venue
Sofitel Hotels & Resorts, BKC, Mumbai
C-57, Bandra Kurla Complex, Bandra (East), Mumbai - 400051
Western Regional Conference On 15th & 16th March 2019
in association with
Sodexo SVC India Pvt Ltd
Mahindra & Mahindra Financial Services Ltd
Indian Rare Earths Ltd
NIPM, Mumbai Chapter : Prabhadevi, Mumbai - 400 025. Tel - 022-24220407 Email : [email protected]
E1, Prathamesh Co-op. Hsg. Society Ltd., Off Veer Savarkar Marg,
Yashaswi Group&
MEDIA PARTNER :
S O U V E N I R
NIPM - National Institute of Personnel Management, Mumbai Chapter
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With best compliments fromIndian Hotels Company Ltd.
The Indian Hotels Company Limited (IHCL) and its subsidiaries, bring together a group of brands and businesses that offer a fusion of warm Indian hospitality and world-class service. Incorporated by the founder of the Tata Group, Jamsetji Tata, the Company opened its first hotel - the Taj Mahal Palace, in Bombay in 1903. IHCL has a portfolio of 165 hotels including 20 under development globally across 4 continents, 12 countries and in over 80 locations.
For enquiries contact on 1800111825
NIPM - National Institute of Personnel Management, Mumbai Chapter
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NIPM - National Institute of Personnel Management, Mumbai Chapter
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About NIPM (www.nipmmumbai.ln)
Need for the Conference :
The National Institute of Personnel Management (NIPM) is the first all-India body of Professional
Managers engaged in the profession of Personnel Management, Industrial Relations, Labour
Welfare, Training and HRD in the country. NIPM Mumbai Chapter is organising a Regional
Conference on the captivating theme
‘HR Challenges Decade-3'
along with a Symposium of HR Products & Services.
It is an opportunity for professionals to listen, learn & build capability for future readiness.
We have invited speakers who are luminaries in the field of Human Resources, Industrial
Relations and Organization Development to lead deliberations on several interesting themes. At
the conference, we want to initiate meaningful dialogues on the changing business landscape
and the role of the HR professionals in the coming decade.
The conference will deal with current and relevant topics for benefit of the professional fraternity
to meet the HR challenges emerging in the present economic environment coupled with
advancement of technology and the new work force. Well known professionals will share their
knowledge and experience on themes covering the areas of Technology, Gender parity Issues,
Entrepreneurship, Employee Relations, Talent Acquisition and Career Progression, Need for
Employer Branding and creating Corporate Personality and Inspirational leadership.
Choice of Themes & Sub-themes :
Vishwesh Kulkarni
President NIPM
National Council
Dr. P. K. Sahu
SecretaryNIPM
National Council
Shridhar Vyawahare
Additional Gen. SecretaryNIPM
National Council
Anand Toal
TreasurerNIPM
National Council
Anant Desai
Vice PresidentNIPM
Western RegionNational Council
Manoj Gupta
MemberNIPM
Western RegionNational Council
S. G. Chavan
MemberNIPM
Western RegionNational Council
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Message from Hon'ble Governor of Maharashtra State
I am happy to learn that National Institute of Personnel Management's Mumbai Chapter is
organizing its first Regional Conference at Bandra, Mumbai on 15th & 16th March 2019 . As
requested by Institutes office bearers I would have been happy to inaugurate this conference.
However as I am pre-occupied on both these days, I can only extend my best wishes for this
conference. National Institute of Personnel Management is playing pivotal role in development of
its members fraternity and introducing modern tools and techniques of human resources
management to this part of world.
I wish NIPM Mumbai Chapter great success for its Regional Conference.
Chi. Vidyasagar Rao
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From the Desk of Chairman,
NIPM Mumbai Chapter
It gives me immense pleasure to welcome delegates to National Institute of Personnel
Management, Mumbai Chapters first Western Regional Conference today on 15th March 2019
at Sofitel Hotel, Mumbai BKC, Bandra (E) on the subject theme of “HR Challenges Decade 3.”
Our Honourable Prime Minister Shri. Narendra Modi coined the mantra of “Make in India” in
2014. This was followed by demonetization and then Digitization. In response to Honourable
Prime Ministers appeal, many industries have began process of digitizing business processes
wherever possible. Skill development programs are getting designed. Therefore Executive
Council of NIPM Mumbai Chapter decided not to lag behind and organize conference of HR
Heads from West Region to deliberate upon idea of changing HR processes in industry. Hence
it was decided to hold conference at hotel which is geographically convenient to visit from all
districts of western Region and hence Sofitel is chosen as venue.
All the speakers in are known for their superior knowledge on subject matter assigned to them. In
between, there are presentations. Each session will be followed by Question and Answer
Session.
I hope delegates to this conference will return home enriched with new insight and knowledge.
Please actively participate in the sessions and share your experience later with your office
colleagues.
Mr. Rajen Kanitkar
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Message from Dr. Abhay Firodia, Chairman, Force Motors Ltd
Sir,
This refers to your mail and the subsequent telecons on the subject.
Kindly note I regret to accept your kind request for inauguration of the of the conference,
scheduled on 15th March 2019, owing to my pre-committed engagements during that period.
Hope to have your understanding and oblige.
Thank you,
Dr. Abhay Firodia
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Message from Mr. Ratan Tata, Chairman, Tata Sons Ltd
Dear Mr. Kanitkar,
Thank you for your email informing me about the western regional HR conference.
I appreciate your personal invite to me to attend this event. However, as my appointments are
prescheduled on both the days of event, I will regrettably be unable to attend the conference.
Please therefore accept my best wishes and excuse me. I hope you will understand.
With regards,
Ratan N. Tata
Ratan N. Tata
Dr. Adil MaliaAssociate Professor
ADMIFM University of Mumbai
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Message as NIPM WRC Steering Committee President …
Future is not an extension of the past. When times are changing at an unprecedented pace and
organisations are preparing for their transformatory journey, leadership has to be Agile, Drive
passionately for action, Innovate extensively and be forever in a Learning mode.
Digitisation, Artificial Intelligence, Predictive Analysis & Robotics make the HR Challenges in
Decade 3 totally different than what the world has experienced until now.
This NIPM Western Region Conference therefore focuses through various learning sessions to
bring to your attention, dimensions of what various cutting edge professionals and other subject
matter experts believe are going to be the preparatory challenges for Human Resources and IR
professionals. Idea is to help them emerge as winners in the uncertain and complex times.
I am sure you will enjoy the professional content that will be presented to you during these two
days. Certainly make it a point to learn and ask as many interesting questions that come to your
mind which would facilitate your deeper understanding of these themes.
I wish you happy and exciting learning times.
Good luck and cheers,
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Message from NIPM National President
It gives me tremendous happiness to learn that Mumbai Chapter is organizing a western
regional conference on “HR challenges, Decade 3” on 15th & 16th March 2019 at Mumbai.
I would like to congratulate Mumbai Chapter for selection of contemporary theme & sub themes.
I hope the participants in this conference will be immensely benefitted with the deliberations that
will take place at conference.
I extend my best wishes for grand success.
Vishwesh Kulkarni
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From the Desk of Editor
Our Souvenir marks the hosting of the NIPM Mumbai Chapter Western Regional
Conference with the Theme - “HR Challenges Decade - 3" is the result of immense effort put
forward by our corporate Leaders, academicians and members of the fraternity. This
Compendium includes articles, ideas and research based presentations.
We apologise for the shortcomings and are sure all our readers will cherish with content in
the Souvenir.
The digital and social media delivers stories to our devices instantly but we are sure that
through this Souvenir we could relate to conversations and ideas in sync with our WRC theme.
Though this Souvenir we foster trust, engagement and partnerships on the contours of our
Conference. As the editor I confess that this Souvenir is the outcome which was possible due to
our organisers, sponsors, partners and well wishers.
Happy Reading
Dr. Suhas Rao
SPEAKERS : 16th MARCH 2019
Shrikrishna BhaveDr. Deepak Deshpande Unmesh Rai
Chief Human Resource OfficerNetmagic Solutions
DirectorHuman Resources & Administration
Forbes (India) Ltd.
Head Talent & ODPiramal Group
Kavi Arasu
Executive Coach &Former Chairman
India Chapter of Association of Facilitaters
Sanjay Bose
Executive Vice PresidentHR and L & D
ITC Limited Hotels Division
Jaiprakash Kabra
Director - Mind Movers
Ms. Veena Raut
Director ConsultingMohana HR Futuristics
SPEAKERS : 15th MARCH 2019
Devina Rajwade AdhiyaCorporate Soft Skills &
Personality Transformation Coach
Vasudevan NarasimhaFormer Executive Director HR
KEC International Ltd.
Dr. Girish JakhotiaChief Consultant
Jakhotiya & Associates
Dr. Rajen MehrotraIndependant Director
Novartis India Ltd.
Yashswini RamaswamyChief Product Officer
MnA Genome
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Rajen KanitkarChairman
Salil DesaiVice Chairman
Padmakar DeshpandeVice Chairman
Rajendra Tawde Vilas KulkarniHon. Secretary Add. Secretary
Dr. Aruna Deshpande
Dr. Rajen Mehrotra
Treasurer
Invitee Member
Arvind Belwalkar
Jayram Shetty
Member
Invitee Member
Dr. Shibani Belwalkar
Ashok Lad
Member
Invitee Member
Dr. Suhas Rao
Ulhas Deshpande
Rachana Pednekar
Anand Gadgil
Member
Invitee Member
Member
Invitee Member
Sattish GhogreImmediate Past Chairman
Rohan RautStudents Chapter Co-ordinator
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Executive Council / Mumbai Chapter
Dr. Adil MaliaPresident
Adv. Mohit KapoorMember
Kishor SalunkeMember
Avinash SomvanshiMember
Chandrashekhar Shende
Member
Sudhir PatilMember
Sunil SutavaneMember
Puneet DhingraMember
Rajesh ShahMember
Vikas LanjewarMember
Manoj KhardeMember
Nila NayakMember
Umesh JoshiMember
Abhilash DubeMember
Johnson PoojariMember
Debabrata PattanayakMember
Devendra KiniMember
Narendra PatilMember
Suhas BasakhetreMember
Aparna PassiMember
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Conference Steering Committee
Western Regional Conference on 15th & 16th March 2019 at Sofitel Hotels & Resorts, BKC, Mumbai - 51
‘HR Challenges Decade-3'
along with a Symposium of HR Products & Services
Day 1 - March 15, 2019
TIME EVENT
10.15 AM Registration and Breakfast
11:00 AM Welcoming the Chief Guest Mr. Deependra Singh, C&MD, IREL alongwith NIPM National President Mr. Vishwesh
Kulkarni by Ms. Aparna Passi
11:02 AM Lamp lighting at the hands of Chief Guest NIPM National President
11:05 AM National Anthem followed by NIPM song
11:10 AM Saraswati Vandana by Ms. Rachana Pednekar.
11:13 AM Introduction of Chief Guest by Chairman, NIPM, Mumbai chapter Mr. Rajen Kanitkar.
11:15 AM 2 minutes silence in homage to past Chairman of Mumbai Chapter late Mr. B. S. Hegde and to martyrs of
Pulawama attack
11:17 AM Publication of Souvinier at hands of Chief Guest
11:20 AM HR Excellance Awards at hands of Chief Guest
11:30 AM HR Recognition awards at hands of National President, NIPM
11:35 AM Inaugural address by Chief Guest
11:45 AM Vote of Thanks by Mr. Adil Malia, President Conference Steering Committee to Chief Guest.
11:45 AM ‘Me Too’ Ramifications by Ms. Devina Rajwade Abhaiya
12:15 PM Vote of Thanks to Ms Devina by Dr Aruna Deshpande
12:15 PM HR in the world of externalisation and digitization by Mr. Vasudevan Narsimha followed by Q & A session.
01:00 PM Vote of Thank to Mr. Vasudevan Narsimha by Mr. Padmakar Deshpande
01:00 PM Presentation by Yashaswee group
01:15 PM Presentation by Runwal Group
01:30 PM Lunch Break & Networking.
02:15 PM Transforming organisation with proactive employee relations by Dr Girish Jakhotia followed by Q & A session
03:00 PM Vote of Thank to Dr Girish Jhakotia by Mr. Vilas Kulkarni.
03:00 PM Industrial Relations in the next decade by Dr Rajen Mehrotra followed by QA session
03:30 PM Vote of Thank to Dr. Mehrotra by Mr. Abhilash Dube
03:30 PM Presentation by Sodexo SVC
03:45 PM Tea Break.
04:00 PM Presentation by Mahindra Finance
04:15 PM Culture Dynamics in days of cross culture by Yashswini Ramaswamy followed by Q & A session.
05:00 PM Vote of Thank to Yashswini Ramaswamy by Mr. Salil Desai.
05:00 PM Break
06:00 PM Entertainment programme
07:30 PM Dinner
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Western Regional Conference on 15th & 16th March 2019 at Sofitel Hotels & Resorts, BKC, Mumbai - 51
‘HR Challenges Decade-3'
along with a Symposium of HR Products & Services
Day 2 - March 16, 2019TIME EVENT
09:00 AM Breakfast.
09:30 AM Acquisition & Development of Talent by Dr. Deepak Deshpande followed by Question Answer session
11:00 AM Vote of Thank to Dr. Deepak Deshpande by Mr.Rajesh Shah.
Career Transition for the next decade by Mr. Shrikrishna Bhave followed by Question Answer session.
11:45 AM Vote of Thank to Mr. Shrikrishna Bhave by Mr. Sunil Sutavane.
11:45 AM Release of book “HR in vuca world” by Mr. K. S. Praveen at the hands of National NIPM President followed by
book promotion by K S Praveen and foreword by National President.
12:15 PM Vote of thanks to Mr Kulkarni & Mr. Praveen by Mr. Kishor Salunke
12:15 PM Employer Branding by Mr. Unmesh Rai followed by Question Answer session
01:00 PM Vote of Thank to Mr. Unmesh Rai by Mr. Ashok Lad
01:00 PM Lunch Break & Networking
01:45 PM Inspirational leadership in changing times by Mr. Kavi Arasu Followed by Q & A session
02:30 PM Vote of Thank to Mr. Kavi Arasu by Mr. Sudhir Patil
02:30 PM What makes talent management unique in hospitality & Aviation from other industries by Mr. Sanjay Bose
followed by Q & A session
03:00 PM Vote of thank to Mr. Bose by Mr. Anand Gadgil
03:00 PM Creating Corporate Personality By Mr. Jayprakash Kabra followed by Question Answer session
04:00 PM Vote of Thank to Mr. Jaypraksh Kabra by Mr. Suhas Basakhetre
04:00 PM Women HR Entrepreneurship Ms. Veena Raut followed by Question Answer session
05:00 PM Vote of Thank to Ms. Veena Raut by Mr Debabrata Pattanayak.
05:00 PM Vote of Thank by Mr Rajendra Tawde followed by High Tea
11:00 AM
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Our Chairman Mr. Rajen Kanitkar alongwith Mr. Adil Malia & Mr. Gadgil during Promotion Program at Thane.
Our Chairman Mr. Rajen Kanitkar alongwith Mr. Adil Malia & Mr. Gadgil during Promotion Program at Thane.
Student Chapter Members alongwith Chairman Mr. Rajen Kanitkar & SecretaryMr. Rajendra Tawde
Conference Promotional Visit
Glimpses of Last Year Glimpses of Last Year
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Glimpses of NIPM Mumbai
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Mr. Rajen Kanitkar our new Chairman receiving charge from Dr Rajen Mehrotra
Our Vice Chairman Mr Salil Desai participated in GR Practices international conference at Kuala Lumpur in September 2018 at
invitation of Malaysian Institute of HRM.
Prominent EC members at venue of Naval Tata Memorial lecture on 30th
August 2018.
Our Chairman's popularity with students of University is exibited on the day of Naval Tata memorial lecture.
Our Chairman Mr Rajen Kanitkar introducing NIPM to audience and Guest Speaker on 30th August 2018 on
occasion of 26th Naval Tata memorial lecture.
Learned audience for lecture. Our Vice chairman Mr Padmakar Deshpande at NC meeting in August 18 at Goa.
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Hon. Governor of Maharashtra Shri. Ch. Vidyasagar RaoInaugerating new website
of NIPM Mumbai On 14th Jan 2019
EC member Dr. Shibani Belwalkar addressing the audience during half dayconference on Emotional & Artificial Intelligence at Sasmira Business School.
Worli, MumbaiIntelligence
EC member Ms. Rachna Pednekars Workshop On HR Dynamics 30th Dec 2018.
Justice Shri. Bhushan Gaval of MumbaiHighcourt addressing audience during Naval Tata Memorial Lecture
On 30th August 2018 Conference Promotion at Aurangabad
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Our Chairman Mr. Rajen Kanitkar alongwith Governor of Maharashtra Shri. Ch. Vidyasagar Rao who inaugurated new website of NIPM
Our Chairman Mr. Rajen Kanitkar thanking theGovernor of Maharashtra Shri. Ch. Vidyasagar Rao
Mr. Salil Desai, Mr. Rajen Kanitkar, Mr. Deependra Singh & Mr. Padmakar Deshpande at IREL Office
Mr. Devendra Kini, Mr. Salil Desai, Mr. Vinay Deshpande, Mr. Rajen Kanitkar at Mahindra
Finance during promotional travel.
Mr. Padmakar Deshpande &
Mr. A. G. Belwalkar during promotion at St. Xaviers College.
Our Chairman Mr. Rajen Kanitkar with SC Members from Thane, Raigad & Nasik Chapter.
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Rachna Pednekar - Conducted a workshop for police Lady Personnel on Stress & Communication @ Police Headquarters, Colaba, Mumbai
Our Chairman Mr. Rajen Kanitkar with Octogenerian Adv. S. D. Puri at a Conference Promotional Event
Release of souvenir
Release of souvenir at hands of Mr. S. M. Shetty
Steering Committee Member Abhilash Dube (at extreme right) with facultiesat IES partnered halfday Analytics Conclave
Conference Promotion at Nasik
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HR CHALLENGES DECADE- 3
“Challenge is an act to counter the degree of complexities of a situation of variable/s”
This article consists of -
1.0 Changes we will see in Decade 3
2.0 What does Digitization offer to Humanity?
3.0 Therefore, the HR challenges of Decade 3
1.0 Changes we will see in Decade 3
1.1 We will see the changes in the type of products & services that will transform the lifestyle of people
at all levels of economic strata.
1.2 Average income level or the earning capabilities will go up, which will create a push for wants to
become needs- technology gadgets for time optimization like laptop with multiple applications will
become the basic need or a sophisticated washing machine with dryer, Ironing, sorting out according to
type of fabric etc. will become a need and no longer a want, similarly high speed internet, Wi-Fi,
Automobiles- cars & two-wheeler will become needs not wants.
1.3 We will see an exponential growth of production & production capacity build up.
1.4 People will seek comforts at home & work, less efforts & more output.
1.5 The number of working couples will increase & the family problems will get expressed at
workplace.
1.6 Man will reach a level of normlessness, meaninglessness, powerlessness.
1.7 The number of people who look for retirement before retirement age will increase.
1.8 People will seek for the job of their interest.
1.9 Neglected childhood resulting into junk food consumption, will have a physical issues & issues of
self-centredness, difficult to adjust to teamwork, will emerge.
1.10 Most of the organizational peripheral activities will be outsourced.
1.11 Secured generation with digitalized mindset.
1.12 Increased locus of control by external factors.
1.13 Growing digitalization tools, yet bullock carts & robots will exist simultaneously.
1.14 Speed of digitalization will enhance the organizational competitiveness.
1.15 Continuous skill upgradation, training new generation for new skills.
1.16 Working from home will be the new preferred choice
1.17 Upsurge of SMEs, with change in technology.
1.18 New category of people- the creators of technology & another group- the implementor of
By Mr. Jayaram Shetty
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technology will emerge.
1.19 Secluded, machine friendly, uninvolved emotionally, wants to know why, challenging & seeking
change type of emerging employees.
1.20 Evolution & application will be accelerated in the following areas-
• Science
• Technology
• Artificial Intelligence
• Internet of things
• Block chain
• Big data management
• Cloud
• Research & development of new products & technology
• New applications
1.21 Man will continue to be in search of happiness, from external factors.
2.0 What does Digitization offer to Humanity?
2.1 Innovative products & services
2.2 More on less time
2.3 Enhanced comfort zones
2.4 Seeing life & work as two different entities
2.5 Exponential output
2.6 Produce more on less input
2.7 Shortened Product lifetime, use & throw
2.8 Aging human beings will experience the level of discontinuity in life & workplace more & more
2.9 Technology use can be for personal comforts, safety & security like sitting in office one can monitor
what is happening at home, the multiple locations of office, tracking field staff, tracking performance
simultaneously through technology thereby creating an exponential efficiency in the life & work system.
3.0 Therefore, the HR challenges of Decade 3
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Focusing on transformation of people & organization to cope with the changing business challenges.
3.1 People Transformation through-
3.1.1 Creating Joyous people - Creating New Context for work & life for employees.
3.1.2 Coping with new models of business – HR must become aware & transform the mindset to cope
with the new business narratives.
3.1.3 Enabling HR Professionals to develop technical competencies & behavioural competencies &
design new roles.
3.1.4 HR goals & strategies must be derived from corporate goals & strategies, SBU goals & strategies
& functional goals & strategies.
3.1.5 Creating HR Products & HR Product Technology
3.1.6 Creating a pleasant place of work
3.1.7 Enable Individual to blossom for peak performance- Enable discovering capabilities
3.1.8 Building Innovation & Creativity
3.1.9 Enhancing comfort zone – work & life
3.1.10 Outsourcing to Insourcing
3.1.11 Building Corporate Personality
Corporate as a personality
Creating positive energy
Culture of positive thinking
Creation of organizational context
Energizing Vision, Mission, Goals, Strategies, Values, Organization Culture Creation
Emotional & spiritual index
Joyous people at work
3.1.12 Building Strategic Human Resource Managemen
Designing Corporate Goals & Strategies
SBU Goals & Strategies
Departmental Goals & Strategies
International Business Goals & Strategies
Creating Innovative Goals & Strategies for HR to enable achievement of Goals & Strategies of the
total Organization
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3.1.13 Nesting Talent Development int
• Designing framework for Nesting Talent
• Organization Structure
• Organization Values with respect to people development
• Innovative Talent Acquisition
• Performance Enhancement System
3.1.14 Productivity Enhancement Organization Centre
• Enhancing individual performance quotient by introducing proper context
• Technical know-how enhancement
• Process Innovation
• Creating a great place of work
• Building innovation & creativity
3.1.15 Research in HR
• Building research data for decision making
• Validating HR hypothesis
• Conducting experiments on HR areas
• Creating Innovative HR functions
3.1.16 HR Digitalization
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• Impact of Digitalization of HR
• HR Digitalization purpose
• Process flowchart
• Technical partnership
• Application of Automation, DMS, Cloud, AI, IOT, Machine Learning, Block Chain etc.
3.1.17 People Development Centre
• Setting up PDC in organization
• Creating employee development framework
• Developing fast trackers
• Coaching & Counselling
• Upgrading skills to cope with digitalization
• Management development plans
3.1.18 Human Resource Gurukul
• Building HR Technical know-how & know how of related areas
• Building know how applications
• Developing Specialists
• Developing Experts
• What are 100 HR Functions?
• Enhancing HR awareness of non-HR professionals
• HR level wise certification for self-renewal
3.1.19 Developing Leadership Pipeline
• Development Centre for certification of high performers & currently demonstrated high potential
• On the job evidence of potential
• Inventory of high performers with levels of demonstrated potential
• Nurturing, training, developing & retaining
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• Career growth plan, succession plan
3.1.20 Psychometric Testing
DG Psychometric Tests for-
• Selection of candidates for different levels
• Identification of the current level of potential
• Coaching & Counselling
• Assessing culture
• Creating psychograph
• 360º Feedback
• Employee Engagement
• Measuring Culture
• Use as one of the tools for Development Centre
3.1.21 Breakthrough Performance System
• Development centre as a tool to enhance Organization Performance
• Designing tools for enhancing performance of individual & organization
• Designing self-assessment system
• Identifying barriers to performance
• Research on performance enhancement
• Emotional quotient & engagement
3.1.22 Assessment Centre for Right Selection & Development Centre to Grow Talent
• Developing competencies - technical & behavioural
• Creating factor manual
• Designing simulations & validating
• Digitalising the process
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• Training the facilitators
• Conducting A.C./ D.C. process
• IDPs
3.2 Organization Transformation through-
3.2.1 Accelerated Organization Development
• Organization insight process
• Developing purpose
• Internal change agent
• Intensive retreat
• Intensive workshops
• Large scale interactive process
• Project teams with internal & external members
• Transformation processes
3.2.2 Scaling up SMEs
• Insight into 12 Business Accelerators
• Identifying development points for each Business Accelerator
• Actions through specialist teams
• Resource management
• Entrepreneurial/ Top management development
• Digitalization
3.2.3 Building High Performing Organization
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• Organization Architecture
• Corporate Personality
• Process Reengineering
• Productivity Enhancement Centre
• Performance Enhancement Centre
• Digitalization of processes & products
3.2.4 Building Quality & Business Excellence Model
• Insight into Quality Management tools & techniques
• Quality certification
• Choosing Business Excellence Model
• Implementation of Business Excellence Model
3.2.5 Change Management
• Identification of change areas
• Insight into change impact
• Identifying breakthrough ideas
• Conflict management
• Different processes of inclusiveness
• Success factors
About the Author:
Mr. Jayaram Shetty PG in HRM from TISS & PG Degree in Administrative Management from JBIMS. Was
Director & Vice President in HR & General Management roles in Multinational & Indian Companies.
Served as TISCO Chair Professor in TISS. Currently he heads the VCG Consulting Group.
Email: [email protected]
Mr. Jayaram Shetty
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Academic to Corporate Transition
Quality education and effective skills training are essential keys to be successful in today's
professionally competitive environment. Many are already aware & concerned about constantly
changing scenario of employment on regular basis. In simple words not many students are
employable and the feedback from industry experts the major reason is “most of the candidates
are lacking appropriate skills sets to get hired” hence it is the responsibility of educators to
provides quality driven education and training development services to candidates, so that they
become future executives, leaders, and entrepreneurs.
Educational institutions are increasingly exploring ways to equip their students with the skills
necessary to succeed at the workplace. In the dynamic and competitive environment of today,
behavioural and soft skills set an individual apart and aid in selection by corporates while also
being the critical skills required for achieving goals and objectives. Very importantly, skilled
students reduce the time taken to be productive on the job resulting in less cost and more
productivity for the corporates.
Statistics states that organizations are facing a severe shortage of talent, and struggling to find
the right applicant to ensure organizational success. Thus there is a well-established need for
students to obtain enrich trainings in order to make them Industry Ready & Rightly Skilled to
compete in the global arena. The major challenge faced in India is the existing gap, between
Academic curriculum and Industry requirements. Thus the skills and attributes required by
students are studies as:
Soft Skills Training
A wide range of Soft Skills training that most organizations find to be integral and necessary part
of everyday business. From basic communication skills to presentation Skills, Soft skills are
personal attributes that enhance an individual's interactions, job performance and career
prospects& growth.
Corporate today recognize that the professional development of their employees plays an
important part in maintaining relationships with their customers and developing a successful
business. It's often said that hard skills will get an interview for the student candidate but the need
for soft skills is important, to get and grow in the job.
Aptitude Skills
Today the global employment market has changed from what it was even a decade ago.
Organizations are not only looking for individuals with a prescribed skill set but more importantly
individuals with an aptitude to expand this required skill set in the course of their work. This is why
aptitude training & testing has become an inherent part of all recruitment processes for the
corporates.
Technical Skills
Training the college students to bridge the gap between campuses to corporate is the need of the
day. The technical training that enables them to be future corporate is the journey from being a
By Dr. Aruna Deshpande
www.nipmmumbai.in
NIPM - National Institute of Personnel Management, Mumbai Chapter
31
person to professional. Hence an unrivalled range of high quality training in Software training,
Multimedia and Web Designing is very important for individuals and students who seek a
secured career or enhance their career in the IT world. Focus is to make the students well versed
with the different cycles of Software Development and to provide them hand on experience on
Live Projects. Importance on technical training in core areas of business is the most advanced,
scientifically designed and systematically delivered is the Institutional training that can be
precisely aimed at various institutes for higher learning. Institutes have to be continuously
working on strategies, methodologies, and modules to achieve these goal for trainees and to
create an environment for effective performance.
Following needs to be assessed to fulfill the corporate expectations:
- To bridge the gap required for students to transition from an academic to a corporate
environment
- Prepare students to be more future ready as professionals
- Understand expectations of corporate in terms of soft skills
- Help students discover their personality through psychometric assessments so as to enable
them to
make more informed choices and identify areas of development
- Acquire soft skills which will help in the selection process in job interviews
- Bring about a more positive can do attitude as they prepare for the corporate world
- Provide a distinctive edge to students from Management Institutes
- Understanding the importance of practicing good business etiquette in corporate life and the
impact of
culture on etiquette
- identifying what constitutes good business etiquette and manners – interactions, behaviors',
dress,
grooming, etc
- Understanding the increased focus on diversity and prevention of sexual harassment in
corporate today
- Knowing what makes for good telephone and email etiquette
- Introducing the essentials of dining etiquette
- Understanding the power of a positive attitude and visioning
- Demystifying the concept of paradigms and how it helps and hinders us in our thinking and
hence
behavior
- Reflecting on one's own personality profile and identifying behaviors that can help or hinder
- Understanding the transactional analysis concept and its impact on interpersonal relationships
- Being equipped with the steps to master assertive behaviour
- Understanding the concept of teams and the process of team formation
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- Exploring the foundation blocks of teams
- Understanding the responsibilities one carries as a team member vs individual responsibilities
- Realizing that diversity in teams makes it more complete
- Appreciating that interdependency in teams makes communication and relationships vital to
successful
team performance
- Being able to support creativity in teams
There is a strong link between the continuing development of the education institute's staff and the
development of the institution. The teaching methods that are being followed are conventional and
not practice based. To avoid these weaknesses of Education System, need to encourage them to
develop both professional and personal skills appropriate to their role, by providing Faculty
Development Program to the faculty of educational institutes in order to sensitize them to the latest
developments, challenges and changing demands on education.
These programs should be aimed at building attitude towards teaching and developing teaching
skills and proficiency. The uniqueness of these programs should be its practical applicability in
teaching in front of small as well a large group of students.
Faculty Enrichment Training Program will help to
- Improved communications and co-ordination.
- High performance orientation
- Team work, greater involvement and participation faculty.
- Productivity & high performance of the Institution.
- Better use of resources.
- Healthy student - Faculty relations.
- Self-Development & Motivation
These Programs will helps to transform:-
- Teacher into leader - Staff into superstar - Ordinary student into an extraordinary student -
Student's real capacities and true potentials - - Personal, social, and educational growth and
adjustment.
The Corporate will also build confidence to recruit the candidates when they are convinced about the
quality of the education imparted by the education systems.
About the Author-
Dr. Aruna Deshpande, PhD, MPM, M.Com, NET, PGDCAP, is Associate
Professor ADMIFM University of Mumbai. She has a work experience of more
than 25 years in Public sector service organization and teaching.
Email: [email protected]
Dr. Aruna Deshpande
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33
Fast Changing Times needs Smart Leadership
A Leader does not have to be a 'in the face' leader, all the time.
If at every moment a leader keeps asserting his leadership position only thru ongoing display of his power :'cat'
(crown, armoury & throne) & likewise also expects others to keep reinforcing the power he yields, then such
leadership is bound to slip from its citadel and lose its purpose.
Non-exhibition of strength & skills does not imply its non-existence… nor its constant display an indication of its
proficiency.
Effective leaders ensure that the system they lead is so empowered through well-set and established processes &
through structured 'Delegation of Authority' to capable second level of leaders that they do not need to display their
'power cats' all the time. 'Power cats' are to be displayed by leaders in effective systems only when processes are
transgressed or they collapse or there is resistance to changes that needs to be made.
Infact, management through show of positional power reflects weakness and deficiencies in the leader's style of
operating.
Recalling a parallel from my favourite Ramayana tracks... Ravana had eighteen curses upon him - one each for
every dereliction he indulged in... rape, arrogance, destruction, killing of sages. You name it, he had done it.
Ultimately, he succumbed.
One day whilst wandering around in the jungles in his Pushpakviman, he comes across a very beautiful lady
meditating in the jungle.
Ravan gets carnally attracted to this sensually beautiful lady - Vedavati . In a Svayamvar, Lord Vishnu was selected
by Sage Brahaspati (her grandfather) to merry Vedavati. However Sambhu - an angry contestant Rakshas, killed
the Sage Brahaspati in frustration.
Vedavanti explains this to Ravana and seeks to be left alone. Ravana phoo-phoos Vishu & abuses him. Who
Visnu, he questions. Calls him weak, powerless & a waste of time. He tries to molest Vedavanti.
Lord Vishnu unseen to Ravana was observing all this thru Vedavanti. Though he could himself emerge & fight, in
an empowering style, he transfers all his powers to her and she succeeds in fighting Ravana back. Ravana fails.
But being physically touched by Ravana whilst molesting her, Vedavanti sacrifices her physical life in fire to be
thereafter in a perpetual & divine union with Lord Vishnu.
Lord Vishnu role models here the empowering smart leader. He transfers power where action is required to the
right person who needs it for action at the spot and does not flex his muscles personally or emerge with his (cat)
crown, armoury and throne to fight the digressor. Purpose was destruction of the powerful monster and that is
smoothly acheived alongside testing the devotion of his beloved and their ultimate unison in love.
Smart leadership is what the fast times we live in, need.
- Smart leadership is about acquisition of sharp leaders with aligned value systems..
- Smart leadership is about empowering leaders with delegated powers
- Smart leadership is about not being in the face and yet observing behaviours and actions
- Smart Leadership is about inspiring action from other leaders, not doing the task
- Smart Leadership is about delivering the final purpose ..... 'happiness'.
About the Author:
Dr. Adil Malia, A.M.P (Wharton), M.A. PMIR (TISS), HR Strategist, Chief Executive of 'The
Firm' and has worked with Essar,Coca Cola, Al Futtaim, GE Appliances, Godrej etc.
Email: [email protected]. Adil Malia
By Dr. Adil Malia
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TALENT MANAGEMENT:
A view on improving employee recruitment, retention and engagement within organisations
Abstract: This article is an essence of significance and meaning of talent management in the
process of obtaining, developing and retaining talent. As definitions of talent are complex,
ambiguous and incomplete, there can never be a “one size fits all”. Understanding this ambiguity
enables organizations to identify possible flaws in their approach to defining talent.
Considering the distinct and separate notions of talent and success empowers organizations to
ask more relevant questions around how employees are encouraged to leverage the talents they
do have into success.
“Talent Management deserves as much focus as financial capital management in corporations” –
Jack Welch
Most talent management processes are driven by the need to define and identify characteristics
which indicate greater ability when compared to others. This is still the focus of much talent
management literature. This encourages organizations to instead focus on how individuals can
use the talents they have to be successful personally and in a way that is aligned to the
organization. Talent management is an adopted and endorsed commitment to implementing an
integrated, strategic and technology enabled approach to human resource management (HRM).
This commitment stems in part from the widely shared belief that human resources are the
organization's primary source of competitive advantage; an essential asset that is becoming an
increasingly short supply.
The benefits of an effectively implemented talent management
strategy include improved employee recruitment and retention rates,
and enhanced employee engagement.
These outcomes in turn have been associated with improved
operational and financial performance.
The external and internal drivers and restraints for talent
management are many. Particular importance is senior management understanding and
commitment.
Organizations interested in implementing a talent management strategy would be well advised to
- Define what is meant by talent management;
- Ensure Top Management commitment;
- Align talent management with the strategic goals of the organization;
- Establish talent assessment,
- Data management and analysis systems;
- Ensure clear line management accountability; and
- Conduct an audit of all HRM practices in relation to evidence-based best practices.
By Mr. Debrabrata Pattanayak
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The functioning of an organization largely depends upon several remarkable components, with
the talented employee occupying the central role for the accomplishment of organizational goals.
In this context, organizations are making more investment into talent development initiatives,
which currently is a challenge.
Effective talent management practices help the Indian public sectors in general to retain their
best talent. Talent management practices are focused on competencies, knowledge, learning
and increased broad group.
Talent Management espouses every aspect of Human Resource Development and suggests
that developing the most superior workforce is essential for the organization and individual
employees to meet end goals. Organizations have many opportunities for employee
development, both within and outside of the workplace and this is in what talent management
comprises of.
Organizations make distinctions between where good (not average) is “good enough” and where
they need world-class talent to drive true competitive advantage. This capability perspective
results in different clusters of effort in terms of talent management.
What is defined as talent in one setting might not be so in others.
“Talent Management is the systematic process of creating and sustaining individual
competencies that will help the business deliver strategy” – Dave Ulrich
Strategies define capabilities and capabilities define talent. Attention must be given to all the
other processes that support the deployment of talent to build specific organizational capabilities.
As talent decisions are made by business leaders there needs to be a common mind set and
decision-making logic for them to use. Adopting any decision logic does not denote the outcome,
rather it is how companies use the tool that determines the output.
Conclusion: The present study may lead to the conclusion that if talent management practices
are effectively managed and successfully deployed, it could indeed result in the long-term
enhancement of satisfaction amongst the various levels of employees. It is commendable that
organizations should invest in the process of talent management and development of its
employees for building up the pool of competencies of the internal workforce, so as to make them
future-ready.
About the Author:
Mr. Debrabrata Pattanayak, an MBA in HRM, Associate Director – HR at
Apeejay Surrendra Park Hotels Ltd. He has worked with companies like
Lloyd Insulations, ICICI Bank, Tradeindia.com and more.
Email: [email protected]. Debrabrata Pattanayak
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FUTURE SKILLS
We are gradually progressing towards AI (Artificial Intelligence) world, where machines and
automation will take over majority of the mundane and routine tasks being done by humans
today. Machine learning will translate and solve majority of the queries based on the built logics.
So, in that advanced technological world, humans would be expected to do more of emotional
and social jobs. Humans would be expected to be more humane which in the present world is lost
and humans have become more machines.
Experts in this field say that the skills required in future would be more of people connect,
understanding emotions and psychology, expressions, trust, confidence, caring, sharing and
feeling. These skills are so important because they are difficult to be replicated by any advanced
machine. These skills are not possible to be easily hard coded using logic and algorithms.
Few of these future skills may look like:
1. Power of Negotiations:
In a complex world, negotiation is no longer about winning alone but value creation that benefits
both parties. It is the leader's ability to turn disputes into deals, transform deals into breakthrough
partnerships. Negotiating effectively requires the ability to change the game – moving away from
conflict and towards collaboration. Negotiation is a better way to gain problem-solving
techniques for distributing value and strengthening relationships. Crafting the value for others in
a given situation can help win the negotiation.
2.Accelerated Learning:
It is a multi-dimensional approach which works as a roadmap to facilitate learning. It involves
various sensory techniques that helps us retain new information better and guides us on how
best to apply it in the practical world in a natural way.
3.Art of Story Telling:
The art of captivating an audience's attention by weaving short stories into our speech and
bringing them closer to our vision. It is the way of crossing different age barriers, without losing
the essence of storyline and achieving the desired interest among the target audience. It helps in
motivating, influencing, gaining commitments and aligning teams towards common goal. Stories
are also powerful tool to reinforce the culture of a place from existing members to new entrants.
4.Design thinking and Behavioural Economics:
Combining the two skills gives future leaders an edge to understand how and when people
deviated from rational decision-making patterns. This creates new-age solutions that are most
effective to deal with real-life biases. It triggers an improvement in decision making.
5.Thinking inside the box:
Most discoveries or inventions are a manifestation of human need – situations with specific hard
parameters that cannot be changed. Our ability to think and solve problems can be appreciated
when there's a constraint coupled with a deep desire to overcome it. People are most innovative
when they challenge their mindset and work within the limited resources.
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6.Understanding economic policy shaping and political ideologies:
To go global, it is important to understand how different world views, economic practices and
international relations will impact its pattern of growth. Gives the leaders the scope of
understanding the political environment better when seeking expansion.
7.Crafting scientific persuasion:
The science and skill of capturing undecided audience by influencing their attitudes towards a
service or product. It helps future leaders in tapping into the undecided customers through the art
of persuasive communication.
8. Power of Communication:
For any leaders and business idea to succeed, it is the power of how well we can communicate
our idea to the audience or stakeholders that will win the game for us. No amount of business
planning helps if communication is not strong enough to persuade trust.
9.Relation with stakeholders:
A business grows only as strong as the trust reposed by stakeholders. The skill of maintaining an
open, two-sided communication is the key to keep their trust intact. It is imperative that future
leaders keep the stakeholders concerns also in mind when formulating bigger decisions.
10.Command presence and understanding body language:
It is essential for leaders to recognise the role of a desirable presence in order to influence others
positively. Gain an understanding of body language and importance of building the perception of
integrity and trust to get an emotional response.
11.Promoting diversity and equity in the workplace:
Building a resilient and passionately aligned team is the job of every leader. It is important to
understand diverse people's strengths and vulnerabilities to lead them well.
12.Strong understanding of different cultures:
The test of “globalisation” is where every idea must be implemented tailor-made for different
cultures in different nations. Cultural sensitivities need to be kept in mind when forming policy to
make culturally appropriate decisions.
13.Managing oneself emotionally/physically/mentally:
Not just professional goals even personal well-being influences our decisions at the work place.
Leaders need to create a happy workplace with a healthy balance between work and well-being
activities. Employees need to be given time to pursue interests that helps them grow in their
personal space.
14. Cost- Consciousness:
As leaders we attribute cost consciousness to financial framework alone. Making meaningful
changes to an organisations financial performance requires more than a simple fine-tuning of the
cost base- there needs to be a significant cultural shift in the way costs are managed.
Based on this background of anticipated future skills, the role of L&D professionals will become
more critical in times to come. L&D Professionals will have to play the role of change agents to
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drive the need of the hour in terms of skills development.
Taking people, from the current scenario where most of them have themselves turned into
machines and lost huge portion of social connect, into the world which demands more of
networking and humane skills, would be a difficult and challenging job.
This shift needs to be gradual and would require consistent steps in the right direction.
By creating and providing more frequent engaging opportunities, people would be
required to come together and connect.
They need to be trained for changing habits to reduce current gadgets addiction and
imbibing ways for isolating from digital noise.
By sharing their experiences and stories with emotions, people can create lasting impact
and learning for the group which no machine can ever do!
Meeting people in person, knowing each other can strengthen relationships, aid
collaboration and create strong teams.
Building trust and winning commitments require experiencing the presence of all the
stakeholders.
Non-verbal communication skills would be extremely important which people in the
coming future would have to work on and further polish.
Effective delegation of tasks which are mundane to the intelligent machines and focussing
on developing the human and social skills would be the game-changer.
Machines doing the jobs that they are good at and can do effectively and efficiently; while
humans controlling the machines and doing humane tasks. This would paint the right picture of
the advanced world in the near future.
Education concept being taught in the current world would also require a quantum shift.
Remembering and giving exams to prove the student can cover the syllabus would no more be
needed.
Instead of remembering large amount of information and data which is readily available in
internet, people need to know the place where to quickly locate that information and intelligently
apply it.
Thus, smart use of technology to effectively complete the routine tasks and utilizing the time to
network, connect and socialize would shape up our future. Hence the future demands from us to
convert back to humans, which we have forgotten recently!
About the Author:
Ms. Taruna Upadhyaya is BE Electrical (Gold Medallist) by qualification. She
has also completed her Diploma in Training & Development by ISTD. She is
AVP with Reliance Industries & has 15+ years of work experience which
ranges in different areas like Manufacturing, HSEF, L&D, Competency
Management System, etc.
Email: [email protected] Ms. Taruna Upadhyaya
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INSPIRATIONAL LEADERSHIP
Inspiration - a noun refers to the process of being mentally stimulated to do or feel something,
especially to do something creative.
Inspirational – an adjective refers to providing or showing creativity filling oneself with hope or
encouragement with a sense of direction and purpose.
In the context of an adjective, one of the most powerful quotes that resonate strongly with
'Inspirational Leadership' comes from the 6th US President - John Quincy Adams, when he said
“If your Actions Inspire Others to do Dream more, Learn more, Do more & Become more – you
are a Leader”
Below are a few statistics that underline the magic of Inspirational Leadership:
- According to an IBM survey of 1,700 CEOs through 64 countries, the ability to inspire stood
in the top three most important leadership trait.
- Modern Inspirational Leaders like and Simon Sinek identifies the ability
to inspire as the single most important leadership skill.
A good Leader creates more followers; however, great Inspirational Leadership creates more
Leaders, even perhaps better than self. Inspirational Leadership is all about reproducing more
Inspirational Leadership and using the magic of compounding effect to your advantage.
Amidst multiple perspective and dimension that defines Inspirational Leadership, let us take 3
aspects of what Inspirational Leadership truly means to me at an individual level.
These 3 aspects are:
1. The Daily Question
2. Power of Simplicity
3. The Transformational Mindset
Let me elaborate on each of these aspects and reflect why, for me, they fall under the top 3
categories of Inspirational Leadership.
The Daily Question
As an Inspirational Leader, the 2 most important questions we must ask ourselves daily are:
- What can I do today to improve myself? and,
- What can I do today to improve others around me?
Inculcate this mindset and you are most certainly bound to be an Inspirational Leader touching
the lives of many individuals in the way you positively shape their career aspirations and self-
development.
- Harvard Business School gathered data from assessments of more than 50,000 leaders,
and the ability to inspire stood out as one of the most important competencies.
Richard Branson
By Mr. Kenneth Wheeler
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The first question here perhaps being more critical as 'one cannot teach what one does not
know'.
If we keep a 10 mins window each day to just pause and think, we would realize that we allow our
minds to come back to us with many interesting thoughts on accomplishing both these tasks and
we immediately make a stronger impact in how we execute ourselves daily. These daily small
actions over a period of passage become a rich source of inspiration for others and yourself –
embarking on a journey of Inspirational Leadership
The Power of Simplicity
Inspirational Leadership is all about being genuine and adopting simplicity. However, In the
dynamic and fast-paced world where we find ourselves today, we are easily influenced by the
hype around loads of buzz words that we constantly hear and read about. We are quick to ape
what we see others do around us and in haste end up doing not what we want but what others
want us to do or expect us to do. Just like some of the most powerful stories are always the
simplest, the ability to keep it simple can greatly inspire and influence billions.
One such simple approach to Inspirational Leadership is to understand and accept that
Leadership is not about you, it is about the people who you impact. As a leader, you can either lift
up or completely elevate the people you work with and bring out the best in them in any
circumstances, or you could also make an environment so complex that you end up depleting
people's energy and drain them empty. A good leader knows what he is good at and a great
Inspirational Leader is the one who has identified what his people are good at. The simplicity of
building a foundation that it is not about 'You', will be seen as a genuine effort by the people who
will then go all out to work hard, give their sweat happily to make your vision come true.
Not every leader can be an extraordinary Inspirational Leader, but every leader can be good at
inspiring. The trick is to do so using a style that is comfortable to you.
The Transformational Mindset
This aspect of Inspirational Leadership is such a brilliant strength to possess and execute. As
individuals and as organizations, we are constantly evolving. No day is the same, no month is the
same as the previous and no year is the same as the last. New technologies being adopted at
such fast pace, customer behavior changing rapidly, employee's behavior is changing thick and
fast, new business models coming up and the huge impact of social media influence and visibility
– all this leads to a situation where the only constant is change itself. This massive wave of
change requires a great Inspirational Leadership to steady the ship and ensure every
transformation that is required to move from current point A to the new point B, is made as
comfortable as possibly can for every involved stakeholder.
An Inspirational Leadership thus is a significant influence on how one can build a
transformational mindset for self and then give others a framework to operate in and be at ease
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with managing the entire VUCA situation. When you need to survive the world of constant change
and look at transformation, as an Inspirational Leadership, you need 3 critical things to take care
off – a) give people a compelling vision which acts as an inspiration for tomorrow b) get people to
resonate with the transformation by successfully highlighting what's in it for them and c) lead by
example and show the way to carry others with him/her.
The story of Starbucks CEO can bring a strong point on executing impactful transformation.
Howard Schultz returned to Starbucks as CEO after an eight-year break, he realized that
Starbucks's unique customer-focused coffee experience was now in the back seat. In the front
seat were automation and diversification. Schultz took swift action to change the company's
direction; he even shut down 7,100 US stores for three hours on February 26th, 2008, to retrain
the baristas in the art of making espresso. In this highly symbolic move, he left no doubt about his
intentions—and about what he thought it would take to make Starbucks great again.
As Simon Sinek taught us in his TED Talk, no one follows a
leader for the leader. They follow a leader for themselves. The most inspirational leaders ignite a
spark within their employees and followers that move them to action. They don't require
motivation to act because they've been inspired.
To conclude, let us visit a great thought as voiced by Vineet Nayyar, which perhaps define the
epitome of Inspirational Leadership and blends with Simon's statement. He laid out a situation
which went like this – Imagine that as a Leader if you were to find yourself on top of a three-storied
building with 100 employees with the building set ablaze on fire. The fire is furious, and it is certain
that eventually, one would be dead if no rescue arrived soon. In this life threating and frightening
moment, as a Leader if you asked your employees to jump from the rooftop as an only measure
and chance to survive – the question we need to ask ourselves is “would the employees jump
because you asked them to or would they not jump because you asked them to?”
About the Author-
Mr. Kenneth Wheeler is an HR (L&D) professional with 16 plus years of experience. Awarded as
101 Top HR Minds (India), Kenneth is a trained Six Sigma Green Belt, A certified NLP Coach,
awarded Global Certification in Training & Quality and Operational
Excellence under workshops held in Poland & Germany.
Email: [email protected]
"How Great Leaders Inspire Action,"
Mr. Kenneth Wheeler
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WORKPLACE : DIVERSITY AND INCLUSION
Abstract: Considering extensive movement of talent taking place around the world in every
possible aspect of all industry, issues like migration, assimilation, adaptation and the politics
associated with them is vociferously noticed in world forums. Challenges and strategies relating
to diversity has become a tricky subject today. Industry is moving towards segmented, targeted
and 'hyper specialised' diversity initiatives.
For these initiatives to be successful, Organisations need to facilitate an inclusive work culture. In
recent years, the diversity discussion seems to be taking a shift towards inclusion. Inclusion, in
comparison to diversity, has emerged as a fairly recent area of exploration and the varied
meanings and interpretations of the terms make it ripe for examining the literature on diversity
and inclusion to offer a deeper and nuanced understanding into the topic.
Diversity and Inclusion: understanding the essence
Diversity literally means the range of human differences, abilities, experiences, and
perspectives. Workplace diversity refers to building an environment that accepts every
individual's differences, embraces their strengths and provides opportunities for all to achieve
their full potential. This allows each individual to contribute their unique talent and skills to the
workplace and can impact positively on the experiences of customers and other stakeholders
and also positively impacts internal work environment.
Diversity: the art of thinking independently together – Malcolm Forbes
Inclusion relates to the culture that fosters diversity, equity, support, and respect within every
facet of the organization. Inclusion is seen as a universal human right. Inclusion aims at
embracing all people irrespective of race, gender, disability, and other factors. It literally means
including everyone by giving equal opportunities and abandoning and prohibiting practices of
discrimination and intolerance.
Inclusion and Fairness in the workplace is not simply the right thing to do; it's the smart
thing to do –Alexis Herman
Diversity brings in more creative and innovative candidates that helps corporates to avoid
employees' turnover costs; Inclusion brings in a sense of togetherness and belongingness.
Organizations today proudly showcase their culture and values like respect, teamwork,
individual dignity, and integrity as best practices in the workplace.
However, in these organizations also, employees may find themselves facing a variety of
predicaments that “fly in the face” of the highly profound values. Even in workplaces where the
intentions are genuine, some may face obstacles to their full engagement not because of issues
of performance or competence, but on the visible and invisible group memberships they
represent.
There is much to learn about the talent management practices of successful organizations. This
is quintessential while considering high performing organizations with an ever rising diverse
talent pool. Talent from diverse backgrounds has baseline needs that need to be met by
By Ms. Pooja Rao
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Organisations for successful sustenance. The Gallup organization's studies show that there are
clear satisfiers and dissatisfiers for employees across industries and demographic distinctions.
Inclusion: Engagement :: Engagement: Productivity
Organisations promoting a culture that produces these satisfiers and eliminates the dissatisfiers
produce better results. Business leaders, individual contributors and HR partners can work
together to develop the appropriate education and developmental interventions that will be
required to overcome the obstacles identified in the assessment data
Organizations that are successful in leveraging the diversity of their people are better able to
adapt to changes in the external environment. They are more innovative in anticipating and
responding to these changes. Harvard researcher, John Kotter, demonstrated through his
research that “adaptive cultures” dramatically outperformed “non-adaptive” cultures across a
variety of indicators.
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Fig.: Conceptualisation of exclusion – inclusion based on uniqueness and belongingness
The above figure uses the Johari Window conceptualisation of exclusion – inclusion based
on uniqueness and belongingness. The report by Catalyst notes that in India, uniqueness
and belongingness were not distinct contributors to inclusion. Understanding the dynamics of
inclusion and exclusion is a first step towards striving for it. The need for belonging, the need
for maintaining a positive social identity and the need to also retain one's uniqueness in a
wider social context, all underlie the struggle for inclusion. Individuals can vary in their
experience of exclusion or inclusion depending on the degree of uniqueness and
belongingness experienced.
Where there is high value in uniqueness and low belongingness, the state of differentiation
exists. When both uniqueness and belongingness needs are met, the individual experiences
inclusion. This happens when the individual is treated as an insider and also allowed or
encouraged to retain their uniqueness. The inclusion spectrum, is exclusion, where
individuals experience both low belongingness and low uniqueness.
That is when an individual is not treated as an insider and others in the group are more valued
or included. When there is high belongingness but low value in uniqueness, state of
assimilation exists.
Diversity Paradigms
Discrimination and fairness paradigm involves focus on justice and the fair treatment of all
members, as a moral imperative. Access and legitimacy paradigm is based on the
recognition that the organization's markets and constituencies are culturally diverse and
therefore matching the organization's own workforce is a way of gaining access and
legitimacy to those markets.
Learning and integration paradigm is premised on the
belief that the skills, experiences and insights of diverse
employees is a potentially valuable resource for learning
and change, and is valued in the workgroup for
attainment of its goals
Fig.: Diversity Paradigms
Content Source:
https://hbr.org/1996/09/making-differences-matter-a-new-paradigm-for-managing-diversity
Awareness building is a first step towards real change. Employee need to be sensitised on
impact of 'unconscious bias', and actions that continue to reinforce unconscious bias.
Communicate the importance of managing bias.
While awareness is a first step, employees do need tools and training on actions to move
forward. Joelle Emerson in Harvard Business Review suggests that “Training can be
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designed to reduce defensiveness by explaining that we don't have unconscious biases
because we're bad people – we have them because we are people.”
Diversity training helps employees understand how cultural differences can impact how
people work, and interact at work. It can cover anything from concepts of time and
communication styles to self-identity and dealing with conflict. Diversity training which is
offered as optional tends to be more effective than that which is made mandatory.
One way to build awareness of diversity and foster greater inclusivity is to be aware of and
acknowledge a variety of upcoming religious and cultural holidays. Also commitments from
senior leaders signal a wider, organizational commitment to improving diversity and inclusion
practices. A diverse cross-section of talent allows enhanced perspective, which can spur
creativity on teams.
Attracting, developing, retaining, and promoting diverse employees is essential to an
Organisation's success in this dynamic world. Efforts must
be carefully planned, nurtured, and measured to ensure
success. Organizations that successfully leverage their
diverse workforce are able to adapt to changes in the
external environment more effectively.
Ella Washington and Camille Patrick in their 2018 Gallup
article titled 3 Requirements for a Diverse and Inclusive
Culture have as the title suggests named the 3 pillars of
diversity and inclusion –
Fig.: 3 pillars of diversity and inclusion
Content Source:
https://www.gallup.com/workplace/242138/requirements-diverse-inclusive-culture.aspx
A well-formulated plan grounded in these three requirements can resolve serious business
and culture problems like recruitment, retention, the talent pipeline, implicit bias in informal
and formal promotion processes, and better market penetration. Perceived bias in hiring,
assigning work, evaluating compensation and making promotions can instantly erase an
employee's belief that the company is genuinely committed to diversity. And that goes for all
workers, whether in the minority or not.
Conclusion:
The most important asset for any organisation will not be its technology, or its plant
infrastructure. It will be the talent or what we refer to as human capital or human resources. It
will also be the 'scarcest' resource. Companies that lack a clear mission need to start by
defining it before they do anything else. Employees in inclusive environments feel
appreciated for their unique characteristics and therefore comfortable sharing their ideas and
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other aspects of their true and authentic selves. Diversity and inclusion have been coupled for
the last 40 years, but the underlying fact is that diversity and inclusion are not the same. Just
combining them as one and the same reduces an organization's ability to imbibe and work on
both. It is essential to recognise, analyse, understand and address both individually. This
approach would be beneficial to the workforce as well as the organisation as a whole.
Select References:
Lankapalli Pradeep, Feb. 2019, India Inc Should Embrace Diversity and Inclusion as a Way of
Life, www.businessworld.in
Nair Nisha & Vohra Neharika, March 2015, Diversity and Inclusion at the Workplace: A
Review of Research and Perspectives, web.iima.ac.in
Thomas David & Ely Robin, Sept–Oct 1996, Making Differences Matter: A New Paradigm for
Managing Diversity, hbr.org
Washington Ella & Patrick Camille, Sept. 2018, 3 Requirements for a Diverse and Inclusive
Culture, www.gallup.com/workplace
Web Desk, Sept 2016, Need for workplace diversity: Challenges in Indian organisations,
www.indiatoday.in/education-today/featurephilia
W Lavanga, S Trent., A Saba & G Veena, Oct 2018, India: Recent Developments Will Affect
Diversity in the Workplace www.shrm.org
Websites: chron.com, citehr.com, inc.com
About the Author:
Ms. Pooja Rao, MBA, EHRM-XLRI, is Consultant Learning & Development
at Human Resources Aides & Services (HRAS, Mumbai), a one stop
solution for all training needs. Pooja has worked with The Fashion
Enterprise, Kohinoor Surgicals, Shree Ganesh Metal Works and Bank of
Baroda.
Email: [email protected] Ms. Pooja Rao
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HR IN THE WORLD OF EXTERNALIZATION & DIGITIZATION
HR IN THE WORLD OF EXTERNALIZATION:
Changes in internal and external labour markets through externalization of the workforce or the
development of contingent and core distinctions have been intensified in many countries by
globalization, competitive pressures and political changes. Very little attention has been given to
the implications of these changes for human resource management.
During the 1990s there has been a gradual movement away from full-time and on-going
employment arrangements toward an increased use of workers on part-time, 'contingent' or
'temporary' employment arrangements. This development was almost similar in all advanced
industrial economies in Europe, North America and other countries.
The international trend of externalization of employment relations is an evidence of a
development of the labour market in the direction of marketization; i.e. a transformation of the
employment relationship to be regulated by market mechanisms rather than hierarchy,
commercial contracts and employment contracts.
Consequences of Externalization:
There are certain consequences of externalization from the perspective of employees. The
externalization employment relations is not only a matter of producing temporary, administrative
or geographical distance between employer and employee. There is a complementary form of
externalization that is externalization of responsibility, implying that individuals are made
responsible for their work situation to a greater extent than before. Externalization of
responsibility is dependent on the construction of employees as calculative agents contributing
to the institutionalization of employment relationships in the direction of marketization.
Externalization Vs Internalization:
Despite the growing interest in externalization of employment relations most studies of
organization has been focused on the internalization of work (the employment of full-time,
permanent workers). Most research on internalization has focused on internal labour markets
(ILM). There is considerable agreement that ILMs increase workforce stability and give the
employing firm control over employees. Because internal labour markets are designed to
provide stability and control, ILMs may make it difficult and expensive for employers to adjust to
changing internal and external conditions. These adjustment difficulties may occur for three
reasons. First, because jobs in an ILM are arranged in a clear hierarchy, adjustments to wages of
one job require adjustments to the wages of many related jobs. Second, internalized work often
comes with an implicit promise of long-term employment. Finally, powerful groups that influence
the design of ILMs (e.g. unions and government) may require ILMs to include practices that do
not fit organizational needs (e.g. seniority rights during downsizing). Thus, firms may derive the
benefits of ILMs at a cost of reduced organizational flexibility
HR IN THE WORLD OF DIGITIZATION:
HR digital transformation is the process of changing operational HR processes to become
By Mr. Pradeep Kumar Agrawal
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automated and data-driven. So, rather than HR digital transformation being just about HR, it's a
metamorphosis that involves organizations as a whole.
Historically, the was created to handle employee administration. HR professionals
took care of legal compliance, the hassle of recruiting, processing, on boarding, evaluating,
compensating and firing employees. A good HR professional was in essence a specialized
accountant with a sprinkling of legal skills, defining and managing 30 or so separate processes
related to the life of an average employee within a company. That history is partly responsible for
the bad reputation that the HR function faces today. In a job market cantered on the company
rather than the employee, HR was identified as the big brother voice rather than the employee's
friend. HR professionals would screen the candidates to make sure they could be molded into
the company culture.
Will HR digitisation be the death of HR?
In most countries, legal compliance is so complex and ever-changing that employee
administration still accounts for most of the HR function's daily work. As a result, HR processes
were among the first to be digitized and outsourced. In North America and Western Europe
today, at least 30% of companies already outsource their payroll management and the trend is
growing. In Belgium outsourcing reaches 90%.
Today, hundreds of new providers reinvent HR processes with ground-
breaking solutions. For example, a solution integrating artificial intelligence into HR data
treatment, Assess first in the predictive recruiting, Talent soft offering a stack of talent
management tools or Workday with its SaaS payroll solution. With process digitization and
outsourcing, the employee need not be managed directly by his or her business unit with the help
of and .
Change in employee expectations:
Millennials' (or Generation Y's) arrival on the job market is another challenge that the HR
department needs to handle. Millennials represent the majority of the workforce today, and will
compose around 75% of the workforce by 2030. Millennials' expectations of the workplace
appear to be quite different from the older generations. Things such as mobility, remote work,
flexible hours, and search for meaning and weigh more and more in their
choice of job.
Digitalization – HR opportunity:
In recent years, digitization has deeply transformed the way companies operate. But in all digital
transformation projects, the human component is the key to success. Digitalization represents a
unique opportunity for the HR function to reinvent itself in a more strategic role. In order to face
the challenge of recruiting, growing and retaining talent, companies need to reinvent the entire
employee experience. Business functions look at the employee as an asset for a particular job.
The IT function is concerned with how the digital systems will be managed and maintained and
how much this will cost. The internal communications function is concerned with how efficiently it
HR function
collaboration software
finance IT
personal development
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can push messages to the employees.
It is true in the context of digitization and digital transformation. Every business function is
focused on digitizing its business processes, without taking into account the whole of the
employee digital experience. As a result, employee needs are not met and digital transformation
projects fail.
Employee experience has no identified champion within the organizations, which represents the
perfect and natural opportunity for HR to fill this void and claim ownership of the employee
experience and its digital aspects. HR can also help with change management in relation to
digital or organizational transformation projects. HR can partner with operational managers and
build on their expertise in employee management. How to onboard older generations into digital
processes, how to satisfy Millennials' needs, how to capture and transfer expertise, all are
relevant issues where HR can play a decisive role.
HR can also bring value through internal communities' management.
represent an underexploited strategic value for the company. They help capture and transfer
, grow company culture, help with employee engagement and satisfaction. As with
external communities, they need to be identified and then nurtured in order to grow and thrive.
Here also, the HR function has a role to play.
Digitization of HR processes is well underway, but digitizing an old process is hardly
revolutionary. Rather, the HR function is expected to take a lead role in the company's digital
transformation and defining the digital employee experience. HR professionals need to become
marketers, community managers, and change managers.
About the Author:
Mr. Pradeep Kumar Agrawal, is Ombudsman at DCB has MBA,CAIIB and
has served as AVP with BCSBI and as Head HR for SBI
Internal communities
knowledge
Mr. Pradeep Kumar Agrawal
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HUMAN RESOURCES IN THE SOCIAL SECTOR GAMUT
The social sector includes Non-Governmental Organizations, or NGOs, which were first called
such in Article 71 in the Charter of the newly formed United Nations in 1945. While NGOs have no
fixed or formal definition, they are generally defined as nonprofit entities independent of
governmental influence (although they may receive government funding).
Their scope of work could include, but may not be to, environmental, social, advocacy and
human rights work. They can work to promote social or political change on a broad scale or very
locally. NGOs play a critical part in developing society, improving communities, and promoting
citizen participation.
In the year 2015, world leaders agreed to 17 goals for a better world by 2030. These goals have
the power to end poverty, fight inequality and stop climate change. Guided by the goals, it is now
up to all of us, governments, businesses, civil society
and the general public to work together to build a better
future for everyone.
Source: https://www.itu.int/en/action/climate/pages/itu-
in-the-un-environmental-agenda.aspx
For achieving these goals active human resource
engagement and immersion is mandated. The
foundation of HRM is that everyone in the organization is
capable and has the ability to perform and it's the sole
responsibility of management to put in place system and structures to motivate performance.
One of the purposes of the HRM is to build an organization with the 'right persons', in the 'right
positions' and at the 'right time'.
The purpose of Human resource framework is to guide organizations to achieve this objective.
The foundation of HRM is that everyone in the organization is capable and has the ability to
perform and it's the sole responsibility of management to put in place system and structures to
motivate performance. One of the purposes of the HRM is to build an organization with the 'right
persons', in the 'right positions' and at the 'right time'. The purpose of a Human resource
framework in NGOs is to guide organizations to achieve this objective.
1. Talent Acquisition
Most Human Resources personnel have broad involvement in selection and talent acquisition.
One of the key areas to remember is, to hire talented individual who have traits of leadership,
who, in time can lead a bigger team when empowered to do so. HR for NGO's will also have to
look into automating redundant procedures so that more time in spent on Talent hunting rather
than mundane paperwork and administration. This will ensure not only hiring talent who are
skilled to accomplish the NGO's mission but also minimize employee turnover and boost culture,
morale and value of the organization.
2. Onboarding
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A NGO may only be as good as the sum of the people who work and support the organization with
its effort. This can only come as a result of HR's effort to make new people feel welcome and an
approach to help them become familiar with the organization's values and goals.
The HR Division will have to be on point in terms of onboarding, induction and operations inside
an organization. One of the most important elements to convey at this point is the expectations,
what is expected of the employee as well as what the employee can expect from the company.
3. Training and improvement
Once onboard, HR within NGO's will be required to developing talent. Some organizations have
specialized people dedicated to talent development while other smaller NGO's have a hands-on-
approach to developing talent, mostly undertaken by the founder or leader of the NGO.
Whatever the size of the NGO, the end outcome of training and development should be to build
capable individuals who can take the organization forward as leaders themselves. This is
possible through support, encouragement and the room to make mistakes along the way.
4. On-going support
A constructive HR department can tremendously affect the dynamics of an association.
Inspiration and motivating employee can be difficult within regular organizations, not to mention
an NGO. And so, it is imperative that the leadership team within an NGO is strong enough to lead
the organization through difficult times and able to effectively communicate the vision to the rest
of the organization
5. Redefining goals and influencing teams
Like most organizations, NGO's have their own set of challenges in operations, HR, compliance
and legislation especially if the NGO is an International one. In these times, HR can play a pivotal
role that can be a game changer that will help the organization through.
To avoid getting into trouble, HR should also take the responsibility of forecasting and planning
for the future in terms of particular challenges the NGO may face in areas of talent acquisition,
compliance and labour laws. According to this, contingent strategies must be drawn as well as
redefining goals should become priorities to help the organization navigate through smoothly.
While NGO's may have different challenges compared to private organizations, some of these
may be similar to private organizations in terms of talent acquisition, onboarding, training and
development. However, with a pro-active stance from the HR, most of these can be overcome.
Recruiting qualified staff is the biggest human resource challenge in the social space. Many
NGOs are growing, and therefore, are on the constant lookout for qualified employees.
Given that NGOs are perceived to be riskier and less well paying compared to traditional
organizations, they tend to struggle with attracting the best talent. This challenge is further
emphasized by the limited availability of talent to social enterprises. The second and third biggest
HR challenges cited by respondents include clearly defining roles and responsibilities, and
distributing decision-making authority beyond the founding team.
Initial conversations on HR challenges with sector stakeholders pointed to a cycle of low salaries,
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lack of talent pool and high attrition – problems that all start-ups face. Delving deeper,the study
found several complex and layered challenges that are unique to NGOs.
Further, they are so intertwined that they are unlikely to be resolved if addressed in a piecemeal
manner. This effort puts them all together in perspective and highlights these inter-linkages. It is
hoped that this is a start in setting a basic framework for further research into crafting clear
solutions to help NGOs deal with their HR challenges.
Encouraging all those within and at the periphery of this unique social enterprise space to support
advocacy and championship to attract the best talent towards fulfilling a collective dream of
inclusive growth – profitably and sustainably.
Conclusion –
The Global Human Capital Trends report sounds a wake-up call for NGOs. The rise of the social
enterprise requires a determined focus on building social capital by engaging with diverse
stakeholders, accounting for external trends, creating a sense of mission and purpose
throughout the organization, and devising strategies that manage new societal expectations. At
stake is nothing less than an organization's reputation, relationships, and, ultimately, success or
failure. In this new era, human capital is inextricably tied to social capital. This reality demands a
fundamental pivot in how organizations do business today—and how they prepare for the human
capital challenges of the future.
Select References:
https://blog.hiringplug.com/post/213/hrs-vital-role-in-ngos
About the Author:
Dr. Suhas Rao, Chief Operating Officer - Vidya India Mumbai, has Ph.D in
Marketing and HR, is an alumnus of IIT Mumbai & IIM Lucknow and has
worked with Famiglia – HF, Air India, Taj, Oberoi and Ramada.
Email: [email protected]
http://www.fundsforngos.org/human-resource-management-2/human-resource-management-
important-ngos/
Dr. Suhas Rao
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The Change Management Strategy - New Dimensions in Indian Organizations
Abstract : In the context of today's business scenario in Indian industries, a strategy between HR function
and business would be relevant. If analyzed; majorly four points emerged and the need for integration
between HR and Business strategy and how to make the synergy in VUCA world for the success of
organizational growth.
When such strategies achieve success, it radically improves the business drivers such as top line growth,
capital productivity, cost efficiency, operational effectiveness, sales growth and most importantly customer
satisfaction.
Organizations that creates this sort of momentum stand out in achieving the organizational improvements,
raise the ambitions of people, develop different skill sets, challenge existing mind-sets and commit fully for
execution - all-inclusive growth and most importantly the impact on bottom line.
Not much long ago, organizations were making significant efforts in arranging capital, raw material, advanced
technology and infrastructure to ensure business growth, expansion and increased profitability. In the VUCA
world, organizations are facing new, aggressive growth targets and renewed pressure to sustain and grow as
the rules of business have changed. Today, organizations are in a unique phase of evolution – they have the
physical and financial resources, the adequate market, and modern technology to tap; the business
confidence has grown tremendously and success today mostly measured by the people who are considered
as baton holders for growth of organizations. In other words, Human Capital playing a pivotal role. Therefore,
the business point of view towards the Human Resources function has changed extensively. This has created
huge opportunities for the Human Resources Professionals to influence the business and align themselves to
the business.
By proactively implementing the people process initiatives and employee engagement programs, many of the
organizations have transformed their business goals on the strength of Human Resources. While doing so,
most of the organizations have found out solutions to 4 main questions.
1. How to create and initiate steps to change the Company's culture?
The simple response is through people. The Human Resources function has to act as a Change Management
agent by inspiring the Organization Development team. Going further, this OD team will have to align the
people practices, business goals and objectives and evolve the culture required to change the people
perspective.
In my previous organization, the HR co-created the Vision, Mission and milestones to be achieved and
communicated to the entire workforce by organizing large scale interactive programs (LSIPs). As it was
conducted 1st time in the history of organization, there was a high level of acceptance. We conducted survey
post LSIPs and the results were encouraging. More than 90% of the workforce felt that they are now clear
about the Vision, Mission and Milestones of organization. Almost 95% of the workforce felt that they are now
aligned to the organization and inspired to contribute to achieve the milestones.
Our organization took every opportunity to connect employees to strategic goals, to each other and shares
important information. Our on-boarding program is a good example of this. We connect new employees early
to the big picture by introducing company values, goals, and actively reinforcing purpose through hands-on
activities. They leave on day four knowing why they are here, how they impact our bottom line and how they
can help us turn plans into visible change. This on-boarding and induction cum orientation program has
shown some tangible and many intangible results. For example, the “Employer Branding” has happened and
those who facilitated the technical sessions have been appreciated and recognized. The “connect” got
established among the new and long term associated employees. The new joiners got the opportunity to
By Mr. Atul Badkas
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connect with the top management and thereby the top management achieved the transparency. Another very
important achievement is that of retention of talent. The first impression has impacted the new joiners to stay
with the organization as they witnessed the career progression path for each role and position.
2. How to develop the strategies that integrates HR processes to Business processes? Why there is flip-
side on most of occasions?
A large number of organizations, struggle to translate its strategy developed during brain-storming meeting
(theory and design) into actionable agenda points that will move the organizations walk ahead at a faster
pace.
On most of the occasions, there are chances of flip-side because workforce does not identify and synergize
their own roles with their organizational goals and objectives. During the survey done randomly in auto sector
industry segment, most of the workforce was found unaware of the big picture. If the workforce is not aware
and aligned to organization goals, there are doubts that how the workforce will fit and deliver as per the big
picture. Turning strategy into action won't happen if workforce doesn't know what they are doing and why
they are doing it. If you are looking for a way to determine what strategies will give you the most benefits, first
look to the best source – your people.
Initially, involvement of the workforce in preparing the business strategy has helped my organization to act
upon the actionable agenda points without much of the hassles. The HR was successful co-creating the
business strategy and thereby bonding the workforce to ownership and accountability.
Successful organizations leverage people practices; they are collaborative and future oriented. There are a
variety of organizational development strategies that lead to change in an organization; Organization
Development teams focus on developing the structures, systems, processes and people within the
organization that can be directed toward individuals, work groups, or the entire organization. There are
customized interventions based on the location, relevant cultural practices etc. Through Organization
Development initiatives, organizations can change culture, build capacity, achieve goals and purposefully
manage challenges and change.
3. How to identify high performing teams and direct contributors to growth of organization?
It has been a long-drawn process, HR has adopted by taking out performance ratings of workforce, identifying
the better performers and top line contributors of the organization. Thereafter, the individual and team
assessments were carried out to help people and groups identify their strengths. In most of the organizations,
various tools and techniques are administered for identifying the potential of the workforce. It begins with the
psychometric tests, assessment centers, and business case studies, simulated scenariosto identify talents,
skills, needs and gaps. Once needs are identified, we are able to implement employee, leadership and
organizational development programs that further empower people. By this, the progressive organizations
and its leadership are able to extract the best from their workforce.
4. What factors to be included in mapping ROI? Why mapping of the return on investment is important.
Partnering with organizational development professionals is a good place to start when you want to inspire
change. The actionable agenda points that have been decided should provide lead to answer this question.
The communication and articulation are the key success while calculating the return on investment. With a
little strategic planning, change management can literally re-imagine the future of your organization. To
takeout the guesswork out of the thinking process and prepare for the data driven decision making, the
mapping of actionable points is essential and necessary. The progressive organizations and leaders in
organization take out the best from HR and Change management professionals. HR needs to have a broader
perspective and a holistic vision. It is a two-way interaction and a balanced approach between business,
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strategy and results and its people requirements of building capabilities considering employee needs to
present a value proposition for the organization. For this purpose, the Human Resources professionals and
Organization Development teams have to constantly wear and change their hats to critically evaluate
outcomes of the initiatives to determine the revenue generation and value addition.
The Change Management strategies can be further formulated in 3 areas.
These insights serve as a starting point for creating an organization culture of high performance that aims
growth in this highly volatile, uncertain, complex and ambiguous business environment. The journey seems
to quite long and needs perseverance, passion and consistent efforts by each and every member of the
organization.
Conclusion: In the emergence of world market and a revolution calls for the “survival of the fittest” rule. The
survival depends on how quickly organizations realize need to examine the impact and assess own strengths.
Accordingly, workout the strategies, action plan and change management programs and overcome the VUCA
threats and be future ready.
About the Author:
Mr.Atul Badkas is an MBTI proficient, SHL assessor and bronze level certificate holder
of Kirk Patrick Model and ROI (Return on Investment) Institute, USA. He has done
Harvard University joint certification in Competency Mapping. Atul has recently started
“Human Engineering Solutions” –Advisory and Consultancy HR Start-up to cater
requirements in HR space.
E mail : [email protected] Atul Badkas
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HR AND THE ARTIFICIAL INTELLIGENCE CHESSBOARD
Abstract: Today, Automation, coupled with Artificial Intelligence has made it an uncomfortable and stressful
drive for the job market globally.
The International Labour Organisation has projected unemployment in India at 18.6 Million in the current
fiscal year. In another report, the World Bank has asked India to create 8.1 Million jobs a year in order to cater
the ever growing current population of 1.32 Billion.
Rewind to a few decades back and think about the corporate scene that existed. Our meaning of an
extraordinary leader or individuals chief was the person who instructed regard and controlled the team.
Alongside that, we trusted that an effective talent approach was to screen and track employees as nearly as
could reasonably be expected.
Fast forward to the day, the talent equation has been evolving steadily. Information & Knowledge Base, work
alternatives, or the path breaking technology advancements have guaranteed that employees currently have
more control over their work and decisions. They have their SWOT analysis ready and are not hesitant to
investigate and adapt to opportunities in light of that. They need to be engaged with the goal that they can
utilise their own outlook for problem solving and thus enable a better employee productivity and monetary
profitability for the organisation.
Envision a circumstance where nobody needs to think about the organisation's development as their own
activity. That can be an exceptionally demotivating scenario to be a piece of. It may bring about people putting
blames onto each other for everything that turns out badly, and taking/sharing the credit unethically for all that
is correct.
On the contrary, imagine a culture which connects and interfaces the employees' thoughts to align them with
the business objectives and motivate them with the thought of them taking charge. This is a culture where
managers are prepared to delegate power and employees have the fearlessness to take it up, without the fear
of being reprimanded.
In order to achieve this ideal work culture, there exist multiple approaches. Apart from aligning and interfacing
the employee goals and business objectives, HR needs to involve them in strategic goal planning to nurture
the sense of accountability and responsibility. Concurrently, effective technology deployments can make the
employees self-reliant and assist them in filling the skill gaps, perform self-assessments and take actions at a
comfortable pace. It is becoming crucial to create an environment of autonomy where the team is encouraged
to take ownership, take their own decisions without assistance and resolve conflicts, if any.
Another effective strategy is to acknowledge each and every effort that paid off, with the contribution
granularity being the least possible. It would be valued more if this acknowledgement is monetary as well as
skill based. This will communicate the fact that the organisation holds a strong belief and thus will motivate
them progressively.
Conclusion: In the event that everybody works with a sense of belonging and feels
engaged to go that extra mile without hesitation, odds are that the organisation will
achieve its next level of growth and development faster than planned.
About the Author:
Mr.Subhash Dighe, M.A., B.Com, LLB (Hons.), is General Manager at Sahana Group of
Companies, one of India's diversified conglomerates with interests in Real Estate,
News Media, Aviation and Hospitality. Mr. Dighe is the recipient of Dr. Babasaheb
Ambedkar Trophy for distinguished services in the social work. Mr. Subhash Dighe
By Mr. Subhash Dighe
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MANAGING STRESS TO ACHIEVE SUCCESS
Abstract: Stress has become the biggest single issue of modern life today. The existence of modern man
is challenged not as much by the atomic bomb as the "Stress Bomb".
Man has become a victim of continuous stress and strain which have created many disorders like
hypertension, heart disease, cancer, indigestion, backaches, spondylosis, nervousness, sleeplessness,
and so on.
At the workplace negative stress has adversely affected employee efficiency and effectiveness resulting
in lower productivity and higher health care costs.
Perhaps the greatest gift one can give oneself is to learn how to manage stress effectively so that one can
be happy and fulfilled personally and more productive and satisfied on the job.
What Is Stress?
Stress is our response to any situation we find challenging, frightening, or difficult. It is what our body or
mind experiences as we adjust to our continually changing environment. All of us know how it feels like to
be physically exhausted and mentally tired.
A small amount of stress is useful; it increases interest and motivation. However, when the changes and
challenges become too great and influence our lives adversely over a period of time they can lead to
physical or emotional breakdown.
The Effects of Stress
You may think that stress is an inevitable factor of life today. But it is advisable not to ignore it. Left
unchecked stress may prevent you or your team members from reaching personal and professional
goals.
- Stress Can Reduce Productivity.
- Stress contributes to decreased productivity, absenteeism, and employee turnover.
- Stress Affects Health.
- Stress can strain your body and mind and make you physically ill.
- Stress Drains Energy.
- Worry and anxiety can drain you of energy, causing your personal and professional life to suffer.
- Stress Can Strain Relationships.
- Stress can negatively impact relationships – both at the work place and at home.
A Question Of Balance
Pressure itself is not a bad thing. In fact, many people thrive on it. The
problem only starts when pressure exceeds a person's ability to cope.
Then suddenly, stress levels are on the increase.
We can tackle stress either by reducing pressures, by increasing our
coping skills – or a combination of the two.
It is not the things which stress us that cause problems. It's actually the
way in which we react to them. So it is important to remember as you feel
irritated or as you get angry, that you have the ability to respond in a
different and more positive way.
Environmental:
By Mr. Nikhil Desai
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? Noise, crowding
? Cluttered Space
? Heights
Confined spaces Social:
? Relationship problems
? Work relationships
? Crowds, parties, strangers
? Unreliable or moody people
Institutional:
? Rules, regulations
? Restrictions, bureaucracy
? Meetings, formalities
? Office politics
Major Life Events:
? Moving to a new house
? Having a child
? Promotion or job loss
Daily Issues:
? Rush-hour traffic
? Misplacing things
? Being put on hold on the telephone
? Searching for a parking spot
Resolving Stress
There are three major approaches that we can use to resolve
stress:
? Action-oriented: In which we seek to confront the problem
causing the stress, often changing the environment or the situation
? Perception oriented: In which we do not have the power to
change the situation, but we can manage stress by changing our
perception and interpretation of the situation and the way we feel
about it.
? Acceptance-oriented: By accepting the situation and
circumstances over which we have no power or control.
Dissolving Stress
Stress can be dissolved through Yoga. How does yoga benefit you?
Yoga is among the oldest systems of health practiced in the world today and research into yoga practices
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has shown conclusively that it has a tremendous impact on the fields of stress management, physical,
mental and emotional wellbeing and overall health and vitality.
Asanas
The first condition of human happiness is the possession of a sound body. This is an asset which will
enable a human being to work effectively in everyday life. Yogasanas thus form the backbone of applied
yoga.
Current systems of physical exercises help to build muscles and make an individual muscular. But such
an individual is unable to stand the strain and stress of life for a long time. The asanas with pranayama
help to build up a mental resistance, keep the nerves fit and nourished and improve the functioning of
every system in the body.
Stress Busters
1. Avoid using nicotine, alcohol or caffeine as a means of alleviating stress.
2. Work off stress with physical activity – this reduces the levels of adrenaline released by pressure
or anger, produces 'good mood' substances in the brain, leads to a sense of wellbeing and relaxation and
encourages good quality sleep.
3. Get enough sleep and rest to recharge your batteries.
4. Avoid interpersonal conflicts; life should not be a constant battleground.
5. Develop a forgiving attitude.
6. Learn to accept what you cannot change. To ignore this only leads to unhappiness, cynicism and
bitterness.
7. Manage your time better – prioritise and delegate; use a system that works for you; take one thing
at a time and avoid trying to overdo things; create time buffers to deal with unexpected
emergencies.
8. Eliminate clutter from your life.
Develop a Positive Attitude.
9. Learn how to say 'no' when appropriate. This simple and yet extremely effective skill will prevent
too much pressure building up in the future.
10. Improve your listening skills.
11. Relax with some music occasionally.
12. Practice Yoga Daily.
Conclusion: Stress is a fact of life - it does not have to be a way of life. We can tackle stress either by
reducing pressures, by increasing our coping skills – or a combination of the two. Learning how to
effectively manage stress for happy, healthy and fulfilled life and be more productive and content at work.
About the Author:
Mr. Nikhil Desai is an International Speaker, Motivator & Trainer. Nikhil Desai is an
International Speaker, Motivator and Trainer for the last 26 years.
E mail : [email protected]
Mr. Nikhil Desai
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HUMAN RESOURCES FOR THE EXHIBITION INDUSTRY
By –Yogita Mistry
Exhibitions apart from boosting trade, innovation and better understanding between nations, it drives sectoral growth, travel and tourism, hotel and accommodation reservations, state and central government initiatives, accelerates event management companies and supplier businesses and a host of ancillary and supplementary businesses linked directly or indirectly to the exhibitions. Approximately over 8
lakhs of persons directly and indirectly form the labor force which are engaged in the exhibition sector.
International and domestic organizers, venues, associations, industry partners and suppliers need professionals to fill a multitude or roles, whether sales, marketing, operations, office support, logistics and many more. Working within the industry provides a hugely exciting work environment and there are many benefits to working within this industry, including:
MICE-Meetings/Incentives/Conferences and Exhibitions industry promotes face-to-face skill sets, while embracing digital innovations.
Some important features of this industry are:
· The industry has truly
international culture and flavor
· It is a diverse, dynamic and
inclusive industry
· Those within exhibitions are proud of the economic
contributions to other industries, as well as their own
· The opportunity for real-time
learning about other industries, businesses and markets is always available
· Any career path is possible, whether with a specialized background or more general, and the industry promotes life-long career and promotion prospects.
· There is constant need for
promoting specific job roles/positions
· The exhibition industry is now
getting well known among students and being considered as a potential multifaceted career path.
More than a job, successful selling is a result of skill and practice. Like all other skills, great selling techniques cannot be acquired in a day. The most successful salespeople work incessantly toward improvement, practice regularly, and grow incrementally with each experience. Acquiring killer sales skills requires time and dedication. This post outlines the characteristics that, when developed, can turn a good salesperson into a great salesperson
The Top Qualities & Traits of Exhibition Staff include:
Upbeat Relationship Driven Passionate Well Prepared Ingenious Highly Engaged Empathetic Goal Oriented Tech-Savvy Action Oriented
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With the advent of technology, it has been found that face-to-face contacts build better trust between
business partners, clients and competitors, and that's why more than 4.4 million companies exhibit each
year.
This industry is People-centric:
We are the greenhouse of large signature expos with a pulse increasingly on Tier II and III markets and
hubs. For event organizers, a Herculean amount of manpower and synergy is involved between the
teams specializing in Projects, Operations, Marketing, Business Intelligence as well as other support
functions.
Being in the exhibitions and live media industry, the staff are the most valuable human capital of the
organization as they shape the fate of the shows. The human resources is young, and has little qualms
about moving on to the next best opportunity. There is a high level of attrition rate especially if an
organization doesn't provide the level of satisfaction, growth, learning – and yes, fun -- which they seek.
It thus becomes necessary for the Human Resource department of the organizations to be guided by the
finest global best practices and strategies for talent acquisition, talent retention, talent engagement, and
talent management which ensures a steady flow of equipped skills and competencies to propel the
organization – and industry -- in its onward journey.
Mandatory completion of e-learning modules on workplace safety, systems and processes, and
workplace harassment trains the new employee to always do the right thing. These modules nurture the
Ownership Mindset in the employee, and he/she experiences the autonomy to be creative, strategies,
execute and drive results.
Depending on the nature of an employee's responsibility, a consistent framework of training is used to
enhance his/her competencies, attitude and knowledge, to keep pace with the constantly evolving expo
business. Employees, including those from the HR, are periodically sent for executive and corporate
training programs, seminars and forums, while industry experts are regularly invited to hone the
knowledge of the team in special events and sessions.
These learning and development programs embrace exhibition management, smart selling skills, client
servicing, advisory engagements on prevention of sexual harassment, finance training and seminars, to
name just a few.
That apart, practices that encourage team bonding and collaborative culture outside the realm of work
has to be encouraged. As opposed to past hierarchical norms, an open-door practice by which all
employees can discuss their issues freely with the senior management is gaining currency. Frequent
social gatherings, and sporting events help sharpen the competitive edge of the employees and events
such as Annual Picnic, Family Day, the Employee Performance Recognition Awards Night, and the
outdoor Sports Premier League, for instance, need to be in the Annual Calendar.
From promoting the face to face connect at its exhibitions, to extending the people-first practice within its
workplace enhanced by the power of technology, the exhibitions industry has the potential to truly
complete a full circle.
The most important and effective interaction of any event setting will be between stand visitors and the
stand's staff, making it extremely important to pick the right people for the job!
Attitude, appearance, body language and knowledge is key to success, and is equally, if not more so, as
important as the unique aesthetic of your exhibition stand. Sure, the visuals of any exhibition stand are
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crucial to the brand, yet the staff present will act as the face of the brand, and one that you'll want potential
customers to communicate effectively with.
The magic mix for having the right HR for the exhibition industry and trade are:
Hands on Exhibition training
To ensure that the staff understand the reasons and objectives behind exhibition is hugely important to
the success of our stall/stand. Making the core strategies of the business known will ensure instilling
targets and receiving the maximum from their presence far easier.
Events and Exhibitions Etiquette
Exhibition stand etiquette is imperative to a successful stand. We need to pick people who best reflect the
impression you want to communicate, and one that will sell your brand well. Lazy and untidily-presented
staff will give visitors a negative impression, and could lead to receiving a bad reputation from both
reviewers and our future customers. Consider the brand's values when choosing the staff, and which
individuals best personalize these ideas.
Preparation- Grooming and Attire
Exhibition shows can vary in both atmosphere and purpose, so it's important that staff are well-prepared
before their arrival. Consider what staff will be wearing, both clothing and footwear, and devise a clear
schedule of shift pattern and breaks.
Understanding the Sales Lingo
An exhibition stand will attract a large variety of attendees, so make sure that staff understand the
difference between those interested and those who are looking for a free gifts /mementos. Time is
valuable, especially if it is a one-day exhibition, so make sure staff are fully aware of how to respond
effectively to potential sales leads.
Daily Recap
Once the exhibition or show is over for the day, the staff should be part of a daily recap. Explore what has
worked, what didn't and how to change up visitor interactions for the next day or next event. Discuss the
challenging conversations held with attendees and document them; this will help set a tone for the next
day's success and help the staff better address difficult questions and unexpected needs you may not
have considered.
There are many factors that contribute to successful exhibiting at trade shows, but your bottom line will
depend on having the right people and making sure those people have the right training. A well-planned
and well-executed “face-to-face” experience will ensure you achieve your show goals and objectives,
and set the stage for the success of your entire program.
About the Author:
Ms. Yogita Mistry is an MBA with professional certification in Exhibitions from Reed
Exhibitions, Germany and has worked with some leading organizations like Orbitz,
First Care, Medicall, UBM India and is currently Managing Partner with Yoghit
Nexus and is responsible for driving sales and offering infrastructure support for
Exhibitions in India and abroad.
E mail : [email protected] Ms. Yogita Mistry
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Industrial Relations – Next Decade
Introduction
The employment model of enterprises both in manufacturing and service sector has gone through a
major change from 2013 wherein the enterprises have substituted the erstwhile permanent workers by
engaging people under various categories given below, depending upon the decision of the top
management of the enterprise: --
(i) Designated officers / executives, who are doing the same work which was done by the workers
earlier.
(ii) National Employment Enhancement Mission (NEEM) trainees through a NEEM agent under The
All India Council of Technical Education scheme on skill development which commenced in April 2013.
(iii) Company Apprentices under the provision for 'Optional Trade' wherein an enterprise can come up
with a trade relevant to its business based on the introduction of Section 2(iii) (LL) under “The Apprentices
(Amendment) Act, 2014.
(iv) Fixed Term Employment (FTE) employees based on the Government of India Gazette Notification
of 16 March 2018 bringing FTE as a valid form of employment under The Industrial Employment
[Standing Orders] Act, 1946 under the Central Rules.
(v) Workers through contractors / temping companies which would be covered under The Contract
Labour (Regulation & Abolition) Act 1970.
(vi) Engaging persons on a daily basis with a fixed salary per day and paying them for the days worked
every month.
The present approach of enterprises in most cases is not only to achieve a cost arbitrage but also to find
innovative approaches to reduce direct employment of persons in the worker category wherein there is a
lower probability of these persons becoming members of a trade union and / or being covered under the
ambit of the Industrial Disputes Act, 1947. It is likely that this trend will continue in the future and will have
its own impact on Industrial Relations of the next decade.
Study on Employment Trend of workers in Pune
Option Positive carried out a survey of 143 enterprises in and around Pune covering enterprises located
in Chakan, Ranjangaon, Sanaswadi, Talegaon and also at Baramati & Pirangul. This survey was
presented by Arvind Shrouti of Option Positive at a Conference on “The Employment Conundrum”
organized by Industrial Relations Institute of India on Fri 25 January 2019 in Mumbai. The details of the
findings based on the survey are as follows: --
By Dr. Rajen Mehrotra
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The survey findings clearly indicate presently the permanent workers in enterprises surveyed are
27%, contract workers are 28%, NEEM Trainees are 22% and the balance are 23%. It is clearly
evident that the category of workers in the employment model of the workers has gone through a
major shift from what it was prior to 1991 (i.e. the year, when the Indian economy opened up).
Presently the permanent workers as a percentage of the workers in an enterprise has fallen
drastically to nearly 30 percent and this trend of reduction is likely to continue as the approach of
enterprises in hiring the incremental workforce in worker category will be of the non-permanent
category. This approach is bound to have an impact on membership of trade unions plus
Industrial Relations.
The survey findings also indicate the existing monthly average wage in each category of workers.
The permanent workers in most cases would be of the skilled category, and would also be
members of a trade union and receiving the benefit of increase in monthly emoluments because
of the long-term wage settlements signed by the enterprise with the trade union. The average
monthly wage of the permanent workers is Indian Rupees 38,720/- which is three to four times
the monthly wage of the other category of workers (i.e. non-permanent workers which can also
be referred as flexi workforce).
The survey findings of Option Positive also indicates the skill, as well as years of service of the
non-permanent workers and the details of the findings based on their survey are as follows: --
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From the survey findings it is evident that only 20 % of the non-permanent workers (i.e. flexi
workforce) are unskilled, hence an inference could be drawn that a substantial number of
contract workers, temporary workers and NEEM trainees are undertaking work which is of
semiskilled or skilled nature, but still their monthly remuneration is less than one third of that
compared to the permanent worker. This disparity at a later date is bound to lead to an Industrial
Relations issue. Also because of non-ease on availability of job mobility over 50 % of the non-
permanent workers (i.e. flexi workforce) continue to work in the same organization for over five
years, even though there is no practice of any annual increment in wages.
Likely Changes in The Next Ten Years (Next Decade)
The present business environment is highly competitive and in a dynamic economy it is essential
to have a flexible employment model wherein an enterprise can easily restructure the workforce,
as and when required based on the business conditions. At the same time enterprises need to
ensure that the remuneration and retrenchment benefits of the flexible workforce must not be
exploitive.
It is highly unlikely that any major changes in labour laws {i.e. Trade Union Act 1926, Industrial
Employment (Standing Orders) Act 1946, Industrial Disputes Act 1947, Contract Labour
(Regulation and Abolition) Act 1970} which govern Industrial Relations in enterprises is likely to
occur in the next decade. The National Democratic Alliance under Ministry of Labour &
Employment had brought in Labour Code on Industrial Relations Bill 2015 covering Trade Union
Act 1926, Industrial Employment (Standing Orders) Act 1946, Industrial Disputes Act 1947. In the
said Bill there were certain changes proposed in the existing laws such as amendment to
Chapter VB of the Industrial Disputes Act 1947 where prior permission for Layoff, Retrenchment
and Closure of an industrial undertaking raised from present 100 to 300 (NB the figure was earlier
300 and was brought down to 100 as strikes and lockouts in industrial establishments were
banned during the emergency). Also, the amount of compensation payable to the departing
worker in the case of Retrenchment & Closure revised upwards in the said Bill. The Labour Code
on Industrial Relations Bill 2015 has not been passed by Parliament and the sessions of the
present Parliament are over, hence the Labour Code on Industrial Relations Bill 2015 will lapse. It
is possible that a similar Bill may be brought, once the next Government comes to power in 2019.
In all probability the Contract Labour (Regulation and Abolition) Act 1970 will continue and more
flexibility is likely to be brought in on engaging contract labour, as Government of India and Public
Sector Units (PSU's) are the biggest employers of Contract Labour.
In the next decade enterprises will tend to have an employment model where the permanent
workers which presently is nearly 30 % will fall further and become 10 to 15 % of the workforce.
This employment model is bound to have Industrial Relations implications, if the ratio of monthly
wages of the permanent workers to non-permanent workers (i.e. flexible work force) is five to six
times.
It is true that most trade unions find it extremely tough unionizing the flexible work force (i.e.
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Contract workers, Temporary Workers, Trainees and NEEM Trainees) as this category of workers
have a fear of loss of employment in the event of unionization. However, by the next decade when the
permanent workers in the employment model falls to 10 to 15 %, the probability of the trade unions in
making flexible workforce a member of their trade union is likely to be higher, if the ratio of monthly
wages of the permanent workers to non-permanent workers (i.e. flexible work force) becomes five to
six times. This wide variation in the wage pattern is likely to lead to a situation of turbulence, industrial
unrest and if timely corrective interventions are not taken by enterprises in certain cases it may lead
to violence.
Conclusion
I have tried to predict the likely employment model, likely wage disparity and the consequential
Industrial Relations climate of the next decade.
It is for individual enterprises to work out their own strategies to handle the industrial relations issues
that will emerge in their enterprises in the next decade. Some of the suggested actions enterprises
can undertake if they find them feasible and affordable for their enterprise to avoid getting into a
turbulent Industrial Relations situation in the next decade are listed below, but this is not a check list.
(i) Limit the intake of flexible work force based on the principle of minimum adequate manning.
(ii) Be open for a dialogue with the representatives / trade union of the flexible work force to find
out what their grievances / demands are and have an approach towards finding a solution
(iii) Be prepared to work out a methodology to pay the flexible work force higher than statutory
minimum wages.
(iv) Wherever the flexible work force is engaged on jobs that are of skilled, semi-skilled jobs, be
prepared to work out a mechanism to pay them higher wages compared to the wages paid to the
unskilled category.
The Industrial Relations in the next decade in each enterprise will not be identical, but since the likely
employment model as predicted may have a flexible work force varying from 85 to 90 %, there are
chances of a turbulent Industrial Relations Climate and hence the need for each enterprise to take
preventives measures to prevent occurrence of turbulence.
* Past Chairman of National Institute of Personnel Management (NIPM) Mumbai Chapter, Former
Senior Employers' Specialist for South Asian Region with Internation.al Labour Organization (ILO)
and Former Corporate Head of HR with ACC Ltd. and Former Corporate Head of Manufacturing and
HR with Novartis India Ltd. E-Mail: [email protected]
About the Author:
Dr. Rajen Mehrotra is Former Chairman NIPM ,Mumbai Chapter. He is was Former
Sr. Employers' Specialist for South Asian Region with United Nations-International
Labour Organization (UN-ILO) and is presently Independent Director , Novartis
India Ltd. Dr. Rajen Mehrotra
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ADVANCED INDOCTRINATION OF HUMAN RESOURCE
IN INDUSTRY 4.0
Sonali Pawar, MBA student, Sinhgad Institute of Management, Pune. [email protected]
Ritika Singh MBA student, Sinhgad Institute of Management, Pune. [email protected]
ABSTRACT:
Industrial Revolution where everything is digitally innovated, not only involves cyber physical systems
but man force in organisation and the work environment. The fields like big data analytics, cloud
computing, internet of things(IOT), Robotics is emerging with the futility of employee sufficiency. The
challenge is to enhance the concurrency of Machines and people in industries. Human capital is creative
but improperly trained in India in some sectors. Level of human knowledge can be intensified by training.
There are many sectors in India where the traditional training approaches are still implemented. It is
required to adopt new working environment. This paper aims to offer a viewpoint for overcoming the
challenges faced in training and development models. It also facilitates the investigation to overcome the
further obstacles faced by Industry Stakeholders. Intelligent training is obligatory whereas industry 4.0 is
at pinnacle to establish a zenith India.
KEYWORDS:
Human Resource Management, Challenges, Training and development, Innovative methods, Digital
transformation.
INTRODUCTION:
Industry 4.0 has evolved with time particularly after the conference held at Hannover fair in 2011.
However, it differs in terms of its progression and practice sector wise across the globe. The Germans
took initiatives in process innovation that lead to the escalation of the competition in manufacturing
industry. The fourth revolution is basically different from the previous three, where the machines are
elevated with web connections and systems that can perform on their own. In current scenario, if we
discuss about smart cities, smart products will be used everywhere by the help of internet of things and
their own intelligence which will result in new sustainable models for cities. Economists and political
scientists have examined that 21st century will be the Asian century considering the two giants, China
and India. India has set up its first smart factory in Bengaluru and further upgradations are happening. But
if the innovation is not properly utilized the hopes may crash.
HR has always been transfigured itself through its history. Smart HR practices will be required in this new
revolutionised era. Understanding the current scenario, ability to learn and unlearn may be superficial.
Managing the talent pool is the most challenging tasks in performance management system as there are
many people who continue to work under simple job profiles and might lack the knowledge of current
technologies. This requires Capacity building of the workforce so as to change the directions of work and
bring out alterations in industries.
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LITERATURE SURVEY:
1. KatrinFettig, Tamara Gaēiđ, AykutKöskal, AnsgarKühn, FabienneStuber in their paper “Impact of
Industry 4.0 on Organizational Structures” explains the impact of industry 4.0 on various disciplines and
comparison of France and Germany HR development.30 German and French companies were taken
under consideration. It depicts how companies should concentrate on future market rules and increase
the training. [1]
2. SaqibShamim, ShuangCang, Hongnian Yu, Yun Li in their paper “Management Approaches for
Industry 4.0” says learning and knowledge management can be influenced by proper management.
Learning approaches, smart management and unique business operations are focused. This paper
gives a layout for further research, which can be carried out to identify the management approaches in
industries.[5]
3. MajaTrstenjak in his paper “Challenges of Human Resources Management with implementation
of Industry 4.0” explained about productivity of humans in an organisation which must be measured. With
an increase in atomization the decision making sector is booming as other works will be atomized.[3]
4. Joseph Evans Agolla in his paper “Human Capital in the Smart Manufacturing and Industry 4.0
Revolution” explained about the human capital management in the world of cyber physical systems.
Rewarding employees, giving them importance, eliminating the pressure and developing their intrinsic
motivation so that the organisation goal will be achieved.[7]
DISCUSSIONS:
The paper attempts to identify the knowledge and awareness for industry 4.0 amongst the professional
servicing in manufacturing, banking and knowledge industry. It also incorporates the budding
entrepreneurs. Many challenges were observed like Lack of awareness regarding the digital innovation
and industry 4.0. 70% of the individuals were not aware about the industrial revolution happening in the
world. There were approximately 30% of the companies where no team is dedicated to the organisational
change. They still lack T&D professionals. Trainings are not provided whenever mandatory. Hence those
who are interested in learning and intrinsically motivated will be successful, others will be stagnant. There
were 60% of employees who are satisfied with the training methodology though 40% were unsatisfied by
the training process.85% of people think that the training must be advance. Some Employees still think
that they lack efficiency and cannot operate or utilize the technologies.
- Major Findings:
Fig 1.1 Effectiveness after training and development session.
The above fig 1.1 states 70%-80% theoretical and practical approaches are cleared after training
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Fig 1.2 states on the job and off the job training.
Employee's awareness about industry 4.0 was very less
Fig 1.3 Training Requirement
In an industry, training must be provided whenever mandatory shows (fig 1.3) where the training is
fluctuating in different industries.
100% of employees said that training improves their work efficiency but it also depends on how it is done.
Different views from employees working in industries were taken regarding the training and development
methodologies. One should get proper training; it really enhances the morale and personality of an
individual. Also one gets confidence to deal with situations and work environments. It also increases the
efficiency of an individual. Dedicated team of professionals should be deployed time to time to train
fresher into designated technologies whereas it also depends upon the trainers to identify how they train
and whether the internal customers are able to utilize the innovations and technologies properly. It should
happen according to the market strategies and demand. The need of market should on priority. Batches
should be divided into different technologies and train them. Industries 4.0 have increased the
productivity and efficiency hence it is giving a positive response and people calls it a necessary evil.
Implications/Suggestions:
There is a myth stated that unemployment will increase after the evolution of industry 4.0 but according to
the report by world economic forum 75 million jobs will disappear and 133 million new jobs will be created
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due to 4IR. There will be replacement of jobs, where the jobs and tasks like factory workers, factory
overheads, maintenance manager, and technicians will be replaced by data analytics, business
analytics, artificial intelligence, system and applications etc. Code free application development
platforms can be used for employees with non IT background which will help them
A third party team should be assigned to give the trainings. Training and development is very important
for organizations as well as individuals, to sustain in the emerging and competitive market. T&D is one of
the crucial actions as it leads to a growth/development of both employee and organisations.
CONCLUSIONS:
According to the global employee engagement report 2018 the major reason for employee's
disengagement happens to be the job itself in relation to employee knowledge and skills.
Humans are not operating to their potentials in organisation. Skills and creativeness at the job need to be
focused, as of late the job constitutes skills more than the degree. Re-skilling the workforce through
trainings is the solution in this industrial revolution to fortify that the humans are getting rewarded by the
opportunities created by industry 4.0. Technologies are upgrading at a very fast pace and if the workers
are not trained for utilization then that particular industry will be left behind. 4IR has surely helped to
increase the productivity but the operation requires huge level skilled labour which is possible through
proper training modules. Without skills essential in an organisation, Industry 4.0 is improbable.
Organisations go for hiring new staff, if the staffs are incompetent or not able to perform the job.
Organisations should instead train them which will save the time and cost incurred for recruiting new
staff.
REFERENCES:
[1] KatrinFettig, Tamara Gaēiđ, AykutKöskal, AnsgarKühn, FabienneStuber. “Impact of Industry 4.0 on Organizational
Structures.” IEEE International Conference on Engineering, Technology and Innovation (2018)
[2]DraganVuksanović, JelenaUgarak, DavorKorčok. “Industry 4.0: the future concepts and new visions of factory of the future
development.” International scientific conference on ict and e-business related research (2016)
[3]MajaTrstenjak. “Challenges of Human Resources Management with implementation of Industry 4.0.” (2018)
[4]Judit Nagy, JuditOláh, Edina Erdei, DomiciánMáté and József Popp. “The Role and Impact of Industry 4.0 and the Internet
of Things on the Business Strategy of the Value Chain—The Case of Hungary.” (2018)
[5]SaqibShamim, ShuangCang, Hongnian Yu, Yun Li. “Management Approaches for Industry 4.0.” IEEE Congress on
Evolutionary Computation (CEC)(2016)
[6] Andy cerika&sinanmaksumic. “The Effects of New Emerging Technologies on Human Resources.” University of Agder,
Faculty of Business and Law Department of Business Administration (2017)
[7]Joseph Evans Agolla in his paper “Human Capital in the Smart Manufacturing and Industry4.0
Revolution.”dx.doi.org/10.5772/intechopen.73575 (2018)
Acknowledgement;
We sincerely thank our Professor Dr. Devidas Golhar for guiding us all through in writing this paper.
Ritika Singh Sonali Pawar
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HR Challenges – Decade 3
Challenges to the Human Resource Professionals have always been closely tied to the fortunes of the
Industry and with the industry witnessing tremendous transformation, it is but natural that the HR professional
is also required to adapt to the changed requirements and Decade 3 appears to be heralding changes that will
put the HR professionals into great turmoil, if they are not prepared for the change. Human Resources
Professionals are engaged in organisations from Hiring to Firing of an employee. In the present globalised
world and shrinking economy, pink slips have become common and there is more of firing rather than hiring.
Hiring is also happening in Companies like the Information Technology, Information Technology enabled
services, Insurance Industry, the Hospitality Industry, the Travel and Tourism Industry and some other sectors
of the economy that are still growing, while manufacturing has been shrinking despite the efforts of the
Government to promote Make in India and Made in India. The labour laws in the Indian environment have
been mired in red tape and are outdated to match the agility and change demanded by the new age industries
and reorienting the HR, be it the law, the practice or cultural change initiatives, the response time is too much
and the transformation is not happening in a time frame that is common in the western countries. Risks and
Dangers associated with the changes are also becoming very high. One Senior Manager in Gurugram fired
an employee who was incompetent. The next day, the ex-employee came into the work place and fired with a
revolver at the manager. 2 From Manager to Late Manager was just in a trice. Another Associate Vice
President of a multinational company in the NCR area, New Delhi was accused of sexual harassment by his
HR lady colleagues. The AVP, who was just recently married, took the drastic step of hanging himself by the
ceiling fan in his house in Noida as he could not face his colleagues at work being suspended from the work
place and the ignominy it would bring his wife. These incidents may not be the norm and may be the exception
but it shows how quickly things have changed and are HR professionals up to the challenge to face such
changes in the diverse fields of HR that is undergoing such a huge transformation? We are still coming to grips
with the changes of the technology that is unraveling the established social structures and creating new
fissures in the social chemistry. An HR professional was enquiring about the recent settlement that was
signed in one of the Companies and generally HR profession is a sharing and caring profession. If you are
unclear about something, you could just WhatsApp your query and there are different groups and forums
where people would help you out with solutions. When the senior professional asked for a copy of the
settlement, the Company declined to share the details of the settlement with the fellow professional with the
story that the agreement was being printed and would be mailed to him subsequently, when it was ready. He
happened to know a mutual friend who was a worker in the company. He contacted him and had the whole
agreement that was put up on the notice board WhatsApp'ed to him in a trice. The days of confidentiality,
privacy of information and secrecy are gone. For the employees also it is a big paradigm shift. The Union
leader 3 and the shop floor representative are now more keyed into the goings on, while the management is
always under pressure playing catch up. 3 D is the world where 4R and 5G are already in. The Fourth
Industrial Revolution will be fully harnessed by the Digital India and while India was playing catch up with the
first 3 Industrial Revolutions, 3D will be the first Industrial Revolution which India will showcase to the world by
not only fully integrating it but using it to transform the fortunes of individuals and alleviate people out of
poverty. Governments are already Tech Savvy and Andhra Pradesh and Telengana are leading the race with
egovernance. The shop floor is getting transformed with Robotics, Digital Technology platforms, Artificial
Intelligence, machines that not only talk to each other, but smart factories are ferreting the finished products
directly to the warehouses for sale to customers, who are already keyed into the production schedules and
seamlessly coordinated with the delivery and payments also being effected digitally. The world of 5G is
By Dr. R. Krishna Murthy
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already upon us with Driverless Cars, Data Speed being 20 times faster than 4 G and the Internet of Things,
where machines talk to each other and act in a coordinated manner. The recent remote control heart surgery
happened not in Delhi, Chennai or Mumbai but in Ahmadabad, where the Chief Minister of Gujarat was a
witness to the world's first Tele-robotic Angioplasty by Dr. Tejas Patel, Cardiologist working in Ahmadabad. He
took his seat behind a console at the Akshardham Temple in Ahmadabad on December 5, 2018 and
performed an operation on a middle aged woman in an operation theatre 32 kms away though the world's first
in human telerobotic coronary intervention. This was made possible with the 5G Technology. 4 Intelligent
Machines will refuse to work if the output quality will be rejected and will encourage a worker to produce that
export quality product that the machine remembers the settings of. The worker will be empowered and also
chastised if he is unable to follow the instructions of the machine!! Robots or Bots will answer many mundane
questions and interact with the customer. These new entrants into the Factory are set to devastate
employment. Already high precision welding, assembly and packing are areas where robots have moved in a
big way. They work 24X7 and have the biggest disruptive potential where the repetitive, monotonous and
boring jobs require to be done by workers. Workers can be moved out and the Robots can takeover in a way
never envisaged before. In Hospitals, surgery is now routinely delegated to robots that are 5 work, permitting
employees to design their own work environment and the work and even decide who they will work with and
who they will rather not work. Gender sensitivity and Workplace Diversity are issues that are not only being
addressed by many organisations, but become the mainstay in the workplace. Leadership and Management
issues also become a matter in which the employees will play a major role. With the advent of the intelligent
worker into the workplace, India will also boast of workers who will don the position of the Chief Executive, so
common in the West and in Japan or Korea. The Employee Relations within the organisation will also show a
great transformation and managing these workers, who have brains and brawn will be different from the
traditional culture of managing the unskilled and manual labourers. Already the automobile and engineering
industries in the Pune belt witness workers coming into the workplace driving their four wheeler and not the
traditional bicycle of the two wheeler which was the norm. Companies need larger parking lots for the workers
cars, rather than the managerial and supervisory personnel vehicle parking. Employee remunerations
strategies also will have to change to not only make wages linked with performance rather than with the index
and cost of living. Profit sharing and incentives will become larger components of the pay packets and
managers and supervisors will find that their earnings and increases increasingly linked not only to the profits
and performance of the Company but also how the workers, including the contract labour, judge their
performance and value addition. The changes taking place in the technology and business environment will
also impact the relationships within the organisation and the young population of India will be not 6 only a
knowledgeable and skilled population but also a demanding and a designer population that would want to
craft or engineer their own future and not choose to work in organisations that are traditional and not in
keeping with their expectations. HR will have to scale up 3D to 4R to 5G and beyond if it
has to keep its relevance to organisations or it will be left by the wayside. 3D, 4R, 5G or
Perish!!
About the Author:
Dr. R. Krishna Murthy, Director, Industrial Relations Institute of India and Heading S. R.
Mohan Das & Associates is a Consultant and advises several industries on Legal
Compliance and Industrial Relations and is a Trainer and an NGO observer on the
POSH panels of several Companies. Dr. R. Krishna Murthy
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