the hr revista 2nd issue - survival of the fittest
TRANSCRIPT
THE HR REVISTA
Thriving In Changing Times
Faculty of Social Work
Thriving In Changing Times
� Futuristic HR Practices for Organizational Competitiveness
– From Dr. T.V. Rao’s Blog
� HR & Survival of Fittest
– An Article by Mr. Sandeep Deepankar
� Do you have a trouble??
- An Article by Mr. Hemang Desai
� Alumni Speaks
– Interview with Mr. Amit Gadhavi
� Case Study
- The Magic of Rejuvenation at KEC International Limited
� Students’ Zone
-An article on by Jaimin, Jr. MHRM
Volume: 2, Issue: 2 Date: 28 February 2014
Content
Editorial Message …………………………………………………………………………………………. [3]
Editorial Board ..……………………………………………………………………………………………. [4]
Cover Story:
Article – I
� Futuristic HR Practices for Organizational Competitiveness,
From Dr. T.V. Rao’s Blog..………………………………………………………………… [5]
Article – II
� Do You Have a HR Trouble??
By: Hemang Desai ………………………………………………………………………… [7]
Article – II
� HR & Survival of Fittest
By: Sandeep Deepankar.………………………………………………………………...[14]
Interview:
Interview with Amit Ghadhvi .…………………………………………………………………………..[16 ]
_________________________________________________________________________________________
Case Study:
Case Study on: The Magic of Rejuvenation at KEC International Limited ...…………………..[19]
_________________________________________________________________________________________
Student Zone:
Students thought on Survival of the fittest
By: Jaimin, Jr. MHRM .….…………………………………………………………………………[22]
_________________________________________________________________________________________ News regarding Launch of THE HR Revista……………………………………………………………[24]
_________________________________________________________________________________________
Updates:
Labour Law updates
Courtesy: Dhara Bijlani, Sr. MHRM………………………………………………………………………[25]
Editorial Message Dear Readers,
Editorial team of The HR revista is thankful to you for your overwhelming response to this small
initiative.
Now we are ready with the new issue with new taste, new information, and new knowledge in
this New Year.
This particular issue revolves around the theme of “Survival of the Fittest”. We have tried to
cover the current trends, views and different strategies of HR profession in the critical time of
economic turbulence.
This entire issue is divided into categories like new updates in the field, cover story and articles
on the central theme, views of HR professionals on the central theme, case study related to
the central theme, and creative thoughts of young aspiring HR professionals.
We are thankful to all those who have directly or indirectly contributed to this initiative.
Enjoy reading!!!!!
On behalf of Editorial Team – The HR Revista
Chintan Trivedi (MHRM 07-09)
Executive – HR TOTO India Industries Private Limited
Editorial Board
CHINTAN TRIVEDI
Executive HR
TOTO India Industries Private Limited
DIPALI RATHOD
Jr. MHRM
Faculty of Social Work
SNEHA WANI
Sr. MHRM
Faculty of Social Work
SETU SONI
Jr. MHRM
Faculty of Social Work
DHARA BIJLANI
Sr. MHRM
Faculty of Social Work
MANSHI DAVDA
Jr. MHRM
Faculty of Social Work
BHAVIK MODI
Sr. MHRM
Faculty of Social Work
Editorial Board
From: Dr. T.V. Rao’s Blog (Courtesy: Dr. T.V. Rao)
Cover
Story
Futuristic HR Practices for Organizational Competitiveness
Traditionally competitiveness implied competing for profit or making
money better than competitors. I think it is high time we re-refine
parameters on which organizations should compete. They should
certainly compete with themselves or with others to make enough
money for their survival and growth and not necessarily to live to
make more money at the cost of service to the society and the
people who work in them. They should compete to create
happiness in the society through their products and services. They
should compete for conducting business ethically and for promoting
practices that are filled with integrity and character. They should
compete for internal processes and systems that make those who
work with them to use their talent, discover more of it, nurture the
same and develop and multiply talent. In sum they should compete
to make the society a better place to live for as many people as
possible and not merely a few. Customer delight and employee
happiness are embedded into this.
HR people by their conduct need to demonstrate their vision as well as passion for this goal.
The future HR practices can be predicted from what may happen and should be
differentiated from what we want to make happen. To achieve what I have outlined we
need four categories of HR professionals: By HR Professional I mean any one who is desirous of
facilitating discovery, utilization and development of talent.
The First category are HR workers or Executives or HR Administrators: Those who execute
others' policies or orders and carry out their KPA related activities faithfully and accomplish
targets set. These are HR Administrators and they are largely doers and are outsource able.
The Second category are HR achievers. They are restless, good at bench-marking best
practices and always want to do better than themselves yesterday or better than others
today. They create new HR practices and take the HR forward. They help meet
competitiveness defined traditionally.
The Third category are innovators and visionaries. They are the people who discover new
methods of spotting, utilizing, nurturing and developing talent. They are constantly
innovating and look for next practices than best practices. They are HR innovators and
visionaries. They discover new systems and process and are context sensitive.
The fourth categories are missionaries. These are the people who do not care for or
interested in any designations. They don't believe in hierarchy and get satisfied with ordinary
salaries. They are organizational Munis or Yogis with a high commitment to their organization.
They keep moving around in the organization, meeting people, understanding them and
their concerns, meeting customers, reflecting and diagnosing, consoling and counselling,
advising and listening, learning and disseminating. Their main concern is to create happiness
among the people inside and outside the organization. They need not report to anyone but
to the CEO. They don't believe in hierarchy. Their source of power is their own knowledge,
learning and belief about themselves. They don't change jobs easily and maintain good
character. They follow OCTAPACE values. We need more and more of HRD visionaries and
Missionaries today. Then only the future of HR is going to be good.
Best wishes for all of you to move from one level to the other. May God Bless you and make
you HR visionary and Missionary.
For eras, HR professionals and theorists have signified building HR practices within the
Organisation. The shift to a customer focus redirects attention from the Business to the value
chain in which it is embedded. HR practices within a firm should consequently be applied to
suppliers and customers, outside the firm. Training with a value chain perspective weaves
suppliers focus on using suppliers and customers as evaluators and distributors of economic
value within the firm. By shifting the focus from firm to value chain all HR activities are rigorously
redefined according to customer criteria. HR in Organisation plays the role of creating glue. It is
expected of HR to be in congruence with the values and the purpose of the company.
Those organisations who are not sensitive to the subtle internal changes and rapid external
changes are not able to manage the process of change by themselves, often land into HR
Trouble (HRT), even before they realise what they have done to themselves. By this time it
becomes too late to get alarmed for the wakeup call. However, most organisations tend to
track the symptoms and not the root cause. The organisation if not paying heed to the 10 F’s
falls prey to become outdated, redundant, obsolete, sick or even non-existent.
FORCE
You have grown to 30 people and have not got an HR person yet.
Business scale grows faster than you can envisage. It becomes many times difficult to set up
basis processes in larger organizations than when you do it while being small in size. Once you
are 20 people, HR issues start eating into senior management bandwidth. Cost of this can be
manifold if senior management has client facing responsibilities as well. Balancing the two, the
seniors often do injustice to employees, which may have far-reaching, almost irreversible
impact, most of the time. It has been researched and resulted into findings an umpteen times,
as to what is the most significant function for an organization to metamorphose and develop. It
is invariably the people function. Non-developed or undermined HR function has always been a
bottleneck to significant and sustained northward growth.
Do you have HR trouble?? By: Mr. Hemang Desai, Asst. VP (Corporate HR), Reliance Industries Ltd.
FOCUS
Your clients demands most of your time and you are too busy with your internal people issues.
This is a corollary to point number 1. In growing and competitive businesses, you cannot afford
to drift away your focus from your client, at the same time, if you devote too much of your
time and energy in grappling with your internal issues, you would achieve neither. However
you may want to move away, frequent people issues related to hiring process, new joining,
reviews, conflicts, and meetings keep you entangled most of the time. You are too engulfed
and engrossed by your internal organizational issues to lend an empathetic ear to your client.
Soon you start delegating client interface, something you should do last. The client too, sooner
than later, realizes the attention given to him is fast on the decline. This may prove to be
disastrous for an organization of any size, industry or repute.
FITMENT
Your new hires are asking for their induction plans, clear roles, definite goals, and you are
wondering what is wrong with them.
In a not-so-large edible oil manufacturing organization, in their zeal to turn the wheels of
fortune faster, the promoters acquired the most talented and reputed professionals in the
industry. They recruited and placed them in plush offices and paid them cozy packets. The
trouble started when these talented people started asking about their roles and
responsibilities, targets and strategies, methodologies and procedures. The management was
uncomfortable in bringing them satisfactory answers. They were being natural, that’s how
professional organizations work. In absence of these, their stay is a matter of time, it is highly
likely that they will move on to professionally better workplaces, if basic organizational
frameworks are not put in place.
FINESSE
There is no clear or defined process for hiring; you are lucky that some people just turn out to
be good hires.
The point is proven beyond any doubts that bad hiring costs organizations dearly not just in
direct costs but more so indirectly, in terms of cost of training, client loss, brand image loss, loss
of team capability and many others. Bad bosses, bad supervisors can be annihilating. Process
of unstructured and unscientific acquisitions of even the most talented people may lead to
chaos, mass-exodus, disengagement, dissatisfaction and ultimately losses for the organization.
Good organizations hire through a defined process that captures trends, sources and
methodology of getting in good resources. Each person is hired for the set of capabilities,
competencies and skill-sets, needed for the organizational upkeep and development. The
gaps are clearly identified and needs firmly defined before the hiring process begins. This
ensures smart moves and right entries within the organization.
FATALITY
You have changed more than two HR leaders during last couple of years.
A consultancy hired to work out retention strategy for a Pharmaceuticals Research Centre,
during their diagnostics, found that the highest attrition was in the HR department itself. The loss
of vital resources from the HR team not only back-tracks the HR policies and processes but also
affects the morale and the consistency of the people within the organization. What is quite
alarming is to note that in India, average tenure of HR professionals in any organization is
around 8-10 months. HR processes take time to seep in before they start impacting. If HR
professionals do not stay put, no magic can happen. If you have to make any lasting
organizational change or impact, you will have to keep the HR brigade intact and afoot. HR
team should be vibrant, engaged and motivated to spread the enthusiasm across the
organization.
When the HR managers start swirling out, the alarm starts setting in. The organisational
steadiness and at times the future is questioned. The branding takes a beating and an
artificial emergency sets in.
FRONTLINE
You have never really lead a team of HR professionals successfully from the front.
Taking HR as a suffix or as a part of a larger corporate or management profile has been in
vogue. However, HR has always been complex phenomenon both at academic and
practicing fronts. Leading a team of HR professionals needs both knowledge and bandwidth.
Unfortunately this is not a function you can run in a part time role but you can of course ruin it,
with your staggered attention and sublimely treatment. Need for dedicated senior
management attention in knowledge gathering, exposure and original ideation is significant
in areas of HR. You will require to focus on HR as a strong discipline, as a valued business
function and as a progressive culture-building tool to achieve significant business outcomes.
The days of mulling over your team’s success, by just being the designated leader has been a
bygone.
FOSTERING
You have aggressive business plans that need trained and motivated quality people.
People development is a critical area which is often neglected and considered to be a
synonym with training. Considering it is difficult to sustain competitive advantage in other
resources, human resources remain the final frontier as far as building perpetually smart
workplaces is concerned. Journey from Contracts to Cash can be done only on the back of
talented and motivated team members. This fact gets accepted very easily but when it
comes to moving in the direction, the organization are often lost, sluggish and disoriented.
Wrong selection processes, non-availability of employable professional in the educational
campuses, inappropriate trainings and so on are the most found reasons for these incapable
subordinates and ultimately people holding high positions are badly hit. It is recommended
for aspiring professional seeking high position in the organization to develop bottom
line people before climbing up in the next level of organization ladder for the stable &
satisfied growth. Often you complain of scarcity of talent pool, but do nothing when it comes
to retaining the existing talent. The continuous influx of right quality people can make any
organization capable, sustainable and reliable.
FUNDAMENTALS
You are increasingly sensing risky processes for which you wish that you were wrong.
In a complex legal environment like that of India, however we may like to be compliant to as
many laws as possible, there is always a challenge to remain compliant without risks
Compliance commitments are more than what meets the eye. Right from setting up office, to
hiring, confirming, reviewing, pulling up, paying, exits compliance needs can be enormous.
You may often be crossing the fences of compliances, drawn around, in your enthusiasm and
zeal to achieve the maximum in the shortest possible time. We find this only when things go
wrong. Often, when we find things going wrong, it is too late to get out unhurt. For this your
compliance fundamentals and policies need to be crystal clear. You may land into a bigger
and more complex a problem by not being clear in how you want to deal with the issue of
compliances.
FIRMNESS
You and your managers swing between hard decisions and appeasement without basis.
Most of the organizations, especially those grown within four walls, face scary issues of
ambiguity, non-uniformity, despair and disparity in their policies, processes, dealings and
practices.
Often such style of management is referred to as “management by convenience”. This may
initially resemble to Laissez Faire but it becomes much more destructive and uncontrolled with
the time. The exceptions guides your decisions and ultimately leads to bringing in discontent,
disturbance and demoralization among the affected people. It is impossible to take decisions
consistently and fairly in absence of a robust HR policy framework. What you think as deciding
on feet is seen as knee jerk decision, favouritism, and high handedness by team members.
Absence of guidelines deters managers from taking decisions and they delegate tasks
upwards. The most common mistake is the ‘one size fits it all’ approach. Since each employee
is so different, HR should be aiming at reaching out to the uniqueness of this difference.
FINANCE
Your HR department costs a lot.
Getting and holding on to quality HR professionals can become expensive, if you do not have
a plan in place, for their utilization. If you have multiple professionals in your HR department
and you get a doubtful feeling of whether or not you are getting value for money, you’re
probably not getting it, at all. The cost of idling time is a burden which should itself be an alarm
for an upcoming HR Trouble. The HR in order to keep the ‘kitchen-fire’ burning takes up a lot of
welfare and non-value adding activities which are nice to have types. This may add up to the
costs but not to the value as much. Lot many times, maximum component of the HR Budget is
salary and wages, which if more than 10% of your top line, kills and mars the objective of any
profit-oriented organization. It is also imperative to have HR team size not rising above 1% of
the total strength under any circumstances.
The 10Fs above highlights those ‘red’ signals that warn you in dealing with people. A person’s
professional engagement is a source of great fulfilment and delight; even be a vocation
which gives meaning to life. But the same profession may tap him in a maze of endless
complexities, leading to great amount of stress, turmoil and profound anguish.
Not necessarily, though all 10Fs come to you in this serial order or in the chronology or
intensity. Also, not all 10Fs are necessary to create the HR Trouble in an organisation. One or
more out of 10Fs can cause equal or deeper HRT in one organisation as compared to all
10Fs in another.
The author (MSW’97) is currently working as Assistant Vice President (Corporate HR) with Reliance Industries Ltd, and can be reached on [email protected] for any further queries.
The context that we HR professionals operate in is inextricably linked to the context of the
organization that we work in. This in turn is linked to the business environment that our
organization is part of. Further, this holds true for all organizations, be they operating in the
corporate, government, not-for-profit or academic segments.
India, like most developed and developing nations, is passing through a crisis of economic
proportions. In terms of macroeconomic indicators (viz. growth rates, current account deficit
etc), delays in policy decisions (viz. land acquisition, coal linkages) and implementation of
reforms (viz. GST, DTC etc), gradual loss in investor confidence (viz. reduction in FDI inflows
etc), we have been badly hit over the past few years. Unemployment rates have risen. It does
not help that stable political leadership too is hard to find, though Narendra Modi and the
Aam Aadmi Party do hold a ray of hope. It is hoped that things will look up after the Lok
Sabha polls, expected to take place in the middle of 2014.
It is therefore no surprise that the sense of gloom spills over into organizations too. Shorter
tenures of top executives in the face of intense performance pressures and competition,
slashed budgets and outlays (in terms of advertising, training etc), postponement of
expansion and internationalization plans, down spiralling of employee morale are some of the
commonly witnessed scenarios in the present day.
In view of the above context, what should the HR professional do? While there is no magic
wand, the following points are suggested to keep organizations afloat today, so that they can
thrive tomorrow.
Capability Building: While it is most tempting to slash investments in training and development,
now is the time (particularly when employee utilization may be low) to ensure that employee
skillsets are kept updated through a multiplicity of options viz. training, executive education,
special assignments etc. This would also enable employees and organizations to future-proof
themselves.
HR & Survival of Fittest By: Mr. Sandeep Deepankar, DGM – L&D, L&T Limited
Constant Communication: Gloomy environments such as the one today are the domain that
rumour mongers thrive in. It is therefore vital to keep employees abreast of changes in business
plans and strategies, changes in employee manning patterns and even the logic behind
manpower rationalizations and pay freezes/cuts, if things come to that point. Town Halls,
Open Houses, top management blogs are some means to ensure the free flow of information.
Leadership Development: A crisis is often when both the best and worst sides of people are
readily visible. While there are some who face up to challenges and are constantly upbeat
and instil the same spirit in their fellow employees, others fall by the wayside. Further, while a
crisis is when hiring is typically put on hold, employees – including top talent - from other
organizations may display a greater willingness to gravitate to organizations with strong
employer brands. Both these internal and external modes therefore provide the opportunity to
keep the leadership pipeline replenished.
Employer branding: A crisis situation is often the scenario for reactions like mass layoffs,
reneging on job offers made at institutes etc. While some of these scenarios may be
unavoidable depending on the seriousness of the situation, how sensitively they are handled is
what will stay on in the minds of stakeholders long after the crisis is over. And this is precisely
what will lead to them to continuing or discontinuing of the relationship when things improve.
In conclusion, it is to be said that the present scenario is to be looked at as an opportunity to
make our internal systems more robust. The suggestions outlined above are in line with the
same. On the bedrock of these can great organizations be built.
Alumni
Speaks Interview By: Mr. Amit Gadhavi
1. What according to you is “Survival of Fittest”?
This is a never changing phenomenon regardless of stage of life, Industry, function,
hierarchy or geographical location. I strongly believe that nature has empowered all
living objects with powers to survival. It has always been observed and experienced
that two living objects will have to fight (not always a physical battle) to survive and the
fittest will over power the unfit. This will be the ultimate truth regardless of time and
place i.e. jungle or corporate world.
2. What would be the recruitment strategy of yours (organization) during tough times?
There are two kind of tough times in organization, one is when you don’t have sufficient
attraction for a candidate to join you, second is when even after offering best of
benefits you don’t find right candidate for the job. We as an Organization philosophy
strongly believe in growing in house talent for our future requirement and targeting
almost 70% of the vacancies to be filled with internal resources. This helps us having
most of the employees aligned Organizational value system and informed on
processes. Right mixture of hiring source i.e. internal hiring, employee referrals, campus
recruitment, external hiring gives us an edge in tough times.
3. What do you think what direction your business strategies requires during the time of
crisis?
Going back to the basics is the mantra to overcome crisis times, rather than going with
fancy solutions, it is always better to relook at existing processes and policies and work
around them. Because very rarely one will be able to control external factors creating
crisis.
4. How to develop a healthy candidate pipeline and strengthen your employer branding
as a recruiter during crisis?
Organizations most of the times get good candidates, its just that they don’t fit into
specific position available at a specific time. All organization will always have live and
strong candidate pipeline if they start taking care of not selected candidates, because
proportionately Organization will always have higher number of not selected
candidate v/s selected candidates, who in turn can be made brand ambassadors.
There will always be a possibility that a well-cared but not selected candidate will refer
you as employer of choice. Treat all with dignity will always yield favorable results.
5. When the going gets tough what would be the role of us as an HR professional?
When the going gets tough, it hits the business the most, we must be aware of the fact
and reality of problems faced by the business. HR professionals now can’t afford to stay
aloof from pain areas the business going through. Rather than assuming that a specific
solution will help specific problem, it will be better that business is kept informed about
the alternatives and chose the best suitable one. In the crisis time HR must stay away
from “lift and shift” approach towards problem solution.
6. What are the strategies that normally organizations should avoid during the period of
Crisis?
As I just mentioned above, organization must avoid “lift and shift” strategies during
period of crisis. Organization often get into trap of lifting solution that worked for some
organization and shift them into their organization, best practice for some organization
may not yield expected results. Also, organization must not push the panic button and
look out for solutions, any external solution be it people or process will have cool in
period to settle down and giving result, which an organization may not afford to have
in crisis situation.
7. What would be the reward and retention strategies during the time of recession?
Belongingness to the organization has always proved to be the most power tool for
retention of talent. Organizations should be successful in identifying reasons for
employees to be in the Organization and working towards existence of the Organization.
It can be said, “Those who get retained because of money will get liberated because of
money”. So, the Organization must focus on tenured resources and must reward their
commitment. HR professionals must focus more on Existing interviews than Exit interviews.
8. What should be according to you are the employee engagement strategies during the
time of crisis?
First and foremost thing is that employees must be kept informed about the crisis, and
also expected contribution from them to fight the crisis, any employee who finds a
reason to be in the organization will give much more the organization compared to any
other source of motivation. Employee teams to be formed for problem identification and
working towards solutions, this will be the best form of engagement for employees with
right attitude.
Case Study
The Magic of Rejuvenation at KEC International Limited Courtesy: Priyank Shukla, HR, KEC International Lim ited
Ask any coach of a football team, which is going through a challenging phase in a league,
about what is that one thing on which he would focus more during this crucial period and he
will reply " keeping my players motivated, engaged and focused on goals (pun intended)
and not let them flee".
This is equally true for any business to succeed in any corner of the world. For the business to
survive in a competitive market during recession, it is important that it keeps it employees
motivated and engaged continuously. With this intent, we at KEC International Ltd,
Vadodara had celebrated a week long initiative called “Project Rejuvenate” in the month
of November 2013.
It is a unique, inimitable, ground-breaking, revolutionary and a novel initiative taken by the
management for its employees. Project Rejuvenate was all about refreshing, reviving,
revitalizing, energizing and rejuvenating the inner self by taking a break from mundane work
activities.
Full week was dedicated to activities like 5S training and events, games (Tug-of-War, Cricket,
Chess, Carrom, Volleyball etc), Technical Training, Safety Trainings, Integrated Management
Systems trainings, Star Cap Empowerment, Education on Safety Awareness, Single Minute
Exchange of Die (SMED) Training, New Team Formation of High Performance Teams, 3R
Magic Event, Environment Aspect - Impact analysis Training, IMS Documentation and its
control training to HPTs, Open House etc.
The emphasis of the project was on Learning and Enjoyment. The HR Team planned and
organized activities for all the 6 days very well, which made the event more successful. Some
immediate results that were visible in next few weeks were from Single Minute Exchange of Die
(SMED). This method helped the plant to reduce the machine set up time from 4.5 hours to 1.2
hours which in turn helped us to produce more.
Single-Minute Exchange of Die (SMED) is one of the many lean production methods for
reducing waste in a manufacturing process. It provides a rapid and efficient way of
converting a manufacturing process from running the current product to running the next
product. This rapid changeover is key to reducing production lot sizes and thereby improving
flow. The best way to understand the concept is through Formula 1 where during a pit stop all
the four tyres of the racing cars are changed in less than 3 seconds. This is where SMED comes
in to play and help the team to reduce the time.
Another area where remarkable improvement was visible was 5S. KEC International Ltd sets
very high standards for 5S activities. It also emphasizes on continuously improving on the 5S
inside the plant. We conduct weekly 5S audits on different areas and give scores out of 100
to each area. Our target is to achieve 60% in each area following a strict audit. Rejuvenate
week focused a lot on 5S activities and trainings to each and every individual. This helped
us in improving our 5S score in the plant. Rejuvenate effect was clearly visible. We are
looking forward to more results from the project.
Jon L Fletcher Sr. Vice President - Manufacturing.
KEC International Limited.
Student’s
Zone Student’s Thought on Survival of Fittest By: Jaimin, Jr. MHRM, Faculty of Social Work
The world as we know today is a mean place. Booming business houses, cruel corporate firms
and high-end education institutes are just examples of places you don't want to belong to
unless you are fit for it. In this modern day age of information and technology, the human
mind tweaks back to the tune of a saying so old that we had almost forgotten about it.
Survival today has nothing to do with scavenging for food or lighting that fire so that you
don't die of a frost bite. The Jungles have transformed into Concrete jungles and the world
we know today requires a person to be fit in all spheres of life because truly only the fit will
survive this mayhem of manpower and machine interconnected used to generate money.
When we narrow this philosophy down to our country India and typically the beautiful
industrious state of Gujarat we can see almost everywhere around us that anyone and
everyone around us who is successful is fit for it.
Throwing light on the term FIT... I found out that it does not necessarily refer to physical fitness,
though for human existence to exist in abundance one has to be physically fit otherwise one
will always lack that little energy to get that little extra. The world today requires you to be fit
in more than one areas of life. Monetary fitness is of equal importance and so is social fitness.
The society requires one to be fit for whatever comes their way.
A labourer working at a construction site needs to be more physically fit while a market
venturer should be more monetarily fit as he always has to risk it to get the biscuit! The world is
slowly transforming into a place filled with perfection... be it the everyday newspaper boy or
the person screaming out news from your television. Only those who are truely fit for
something will do that particular work.
With this humongous population of our country we are always going to see increased
competition so being well qualified can be referred to as academic fitness. And that will help
you secure a good workplace as your second home!
Even social fitness is of utmost importance and even if a person is very satisfied with his
monetary gains and physical fitness Maslow's 3 need of social acceptance plays and equally
important role in shaping a person’s life.
Physical fitness is definitely of utmost importance however the world today requires
academic, monetary and social fitness also. The constantly changing times need you to be
up to the mark and only then can you survive in its true sense. Hence survival even today is
definitely of the fittest...
News related to Launch of THE HR Revista Courtesy: Editorial Team, The HR Revista
The editorial team of The HR Revista, MHRM wing, Faculty of social work is glad to inform all the
readers that with the support and blessings of Teachers, Alumnus, students, corporate
delegates and experts, and many more who have contributed directly or indirectly to this
initiative, we launched successfully the First issue of “THE HR Revista” on 12th October 2013.
Following is the glimpse from the launching ceremony:
The ceremony was held at the Golden Jublee Hall, Faculty of Social work , Vadodara. The
delegates from TOTO India Industries Private Limited was invited to launch the Magazine. The
Magazine was launched by Prof. (Dr.) M.N Parmar, Dean, Faculty of Social Work (Left), Mr.
Toshikatsu Kondo, Director, TOTO India (Second Left), Mr. Ganesh Viswanathan, Director, TOTO
India (Second Right), Mr. Rupesh Vegda, Head HR, TOTO India (Right).
WOMEN CAN DO NIGHT SHIFTS IN
GUJARAT
The Gujarat High Court has held that
women can be employed in night
shifts, and the provision in Factories
Act, 1948 which bars it is
unconstitutional. WAGES IN INDIA TO RISE 11% THIS
YEAR
Employees in Indian companies can
expect an average 11 percent pay
hike in 2014, according to survey
conducted by professional services
company Towers Watson.
TOP STAFF PREFERS FLEXIBLE
WORKING CONDITIONS
A survey, conducted among over
20,000 executives across 95
countries, noted that flexible
working can be used to avoid
employee churn as 73 percent of
the respondents believe that
flexible working is a perk that
attracts top talent.
Updates
PERMANENT PF A/C NUMBER BY FY 15
Portable permanent PF account number, which will enable over 5 crore EPFO members to get rid of the process of transferring their accounts on changing jobs.
Recent Major Labour Law Updates Courtesy: Dhara Bijnali, Sr. MHRM, Faculty of Social Work