Sodexo SVC India Pvt Ltd Mahindra & Mahindra Financial ... · of the Tata Group, Jamsetji Tata, the Company opened its first hotel - the Taj Mahal Palace, in Bombay in 1903. IHCL

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





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


S. G. Chavan

MemberNIPM


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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



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



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



Conference Steering Committee

Western Regional Conference on 15th & 16th March 2019 at Sofitel Hotels & Resorts, BKC, Mumbai - 51


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



Western Regional Conference on 15th & 16th March 2019 at Sofitel Hotels & Resorts, BKC, Mumbai - 51


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

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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.


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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41

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.

By Ms. Taruna Upadhyaya

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42

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

https://hbr.org/2013/06/what-inspiring-leaders-do

https://www.forbes.com/sites/carminegallo/2011/06/29/richard-branson-the-one-skill-leaders-need-to-learn

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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.


"How Great Leaders Inspire Action,"

Mr. Kenneth Wheeler

http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action



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53

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

WITH BEST

COMPLIMENTS

FROM

WELLWISHER





WITH BEST

COMPLIMENTS

FROM

WELLWISHER

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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

https://www.exoplatform.com/solutions/employee-talent-development

https://www.exoplatform.com/collaboration-software-tour

https://www.exoplatform.com/solutions/financial-services

https://www.exoplatform.com/solutions/technology-telecoms

https://www.exoplatform.com/blog/2018/02/15/5-internal-communication-ideas-to-re-energize-employees-exo-platform

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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

https://www.exoplatform.com/solutions/company-internal-communication

https://www.exoplatform.com/digital-workplace/knowledge-management-software

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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

By Dr. Suhas Rao

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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.


http://www.fundsforngos.org/human-resource-management-2/human-resource-management-

important-ngos/

Dr. Suhas Rao

http://www.fundsforngos.org/human-resource-management-2/human-resource-management-important-ngos/

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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



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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89

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

www.nipmmumbai.in


90

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

Designed & Printed @ AksharJyoti : 9820 402 510

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