HRD News Letter | November 2008, Vol.24, Issue:8 · 2013-09-24 · | HRD News Letter | November 2008, Vol.24, Issue:8 8 T here are times when we get stuck for actions to produce results

| HRD News Letter | November 2008, Vol.24, Issue:8 2



Vol - 24 November 2008 Issue - 8

EditorC. Balaji,

506, Sai Siri Sampada, 7-1-29/23 & 24,Leela Nagar, Ameerpet, Hyderabad - 500 016.

Email - [email protected]

Publisher, Printer, Owner and place ofPublication with address

K. SatyanarayanaHon. Executive Director

On behalf of National HRD Network506, Sai Siri Sampada, 7-1-29/23 & 24,

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Design AdvisorA.Thothathri Raman

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Proof ReadingAraman Shahi

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For Advertising in HRD News LetterPlease Contact:

K. SatyanarayanaExecutive Director, National HRD Network

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NHRDN Leadership TeamAQUIL BUSRAI, National President

DWARAKANATH P, Immediate Past PresidentMADHUKAR SHUKLA, Regional President (East)GOPALKRISHNA M., Regional President(South)SATISH PRADHAN, Regional President (West)

RAJAN N S, Regional President (North)MURTHY P V R DR., National SecretaryASHOK REDDY B, National Treasurer

SATYANARAYANA K, Executive Director

NHRDN Elected MembersHARI HARAN IYER, Elected Member

PRAVEEN KUMAR K, Elected MemberRAMCHANDER M, Elected Member

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ISSN-0974-1720

© copyright of the articles published in

HRD Newsletter will be with National HRD Network

Features

6 ............................President’s Message

8 ......................................... Editorial

9 to 13 ............... 12th National Conference

Announcements

39 to 47 ....................... Chapter News/

Photographs

40 ................................... Quiz Corner

40 ............................... Cartoon Corner

49 ... It's All About the Apology - Monster Article

Advertisements

2 ...................................... SODEXHO

3 ................................. Inspire One/TMI

5 .......................................... Genius

7 ................................. Institute of HRD

15 ..................................... Alphastars

17 ................... Probe Intelligence Services

19 ............................................ Grid

23 ..................................... Globarena

27 .................................. Middle Earth

48 ..................................Monster Jobs

50 ......................... Thomas International

Humour Review Department! (HRD)

14 .............................. "Shabby Hobby!"

–– Col. P. Deogirikar

Column

16 ....................... The Entrepreneur in Us

–– Madan Srinivasan

18 .... HR Planning: An insight from GlobalHunt

Monthly Feature by GlobalHunt

Case Study

38 .................... Should subhas be fired?–– R. Dharmarao

Articles

20 ...... Gandhian Communists with balanced

capitalism Zero to Hero - Series - VI

–– S.Deenadayalan and Ms. P. Srilatha

24 ........................ Bottom-up Series - 2

–– G. Girinarayanan, S. Rajendran

26 ... Personnel Development and Personality

Development - Sports as a Means

–– – Srikanth Tekumalla

28 .......................... Facing an Interview

–– Satish Kumar

30 ... Why Do We Need Good Manners At The

Workplace?

–– Capt. A.Nagaraj Subbarao

32 ..... What They Do Not Teach in B Schools

–– Vikram Sathi

33 ............ The Role of the ITES Industry in

Creating Gender Equality

–– Deeksha Singh & Shushmita Gosh

34 ............ Understanding VALUE of Your

Employees?

––Makarand Upadhyaya, Ms.Swati Soni

35 ........................ Unleash the True-self

–– Ravikanth Balijapalli

36 ............... Manage Everyone for Results

–– Dr A K Pandey

37 .............. H R - Specialist yet Generalist

–– Somya Amritanshu

37 ............................ Fascinating Facts

–– K. Satyanarayana



HR - Today and TomorrowThere has never been a more exciting timeto be an HR professional. Business isexpecting and demanding greater value addservice from the HR function. With theeconomic scenario increasingly becominguncertain globally, both the employees andemployers are looking up to HR to play amajor role in safeguarding their interest. Thisis a big responsibility and also anopportunity. Recent events of large numbersbeing separated only to be reinstated nextday has questioned the efficacy and role ofHR in such circumstances.

Organisations, in the past, looked up tofunctions like sales, marketing, R&D to fosterthe growth of the company, but today, HRhas joined the league as people factor hasbecome a major differentiator. Expectationsfrom HR include solutions that deliver oncost efficiencies as well as higher levels ofemployee engagement, retention, andproductivity. The HR value propositionrevolves around framing HR as a source ofcompetitive advantage - creating humanabilities and organisational capabilities thatare substantially better than those of thecompetitors.

The initial wave of HR transformation in the1990s resulted in a gradual shift of HRfunction from being a transactional supportfunction to a more strategic partner thatdrove and supported core business goals.In the last five years, many organisationshave taken this shift to the next logical levelby applying their strategic HR focus acrosscountries and leveraging resources. HR isnow transitioning from a local to a globalbusiness partner and strategic businessimperatives for HR now include governanceand compliance, risk management, benefitsharmonisation, talent management, andglobal mobility.

Changing business scenarios,demographics and globalisation have raisedthe need to understand and manage thedynamics of talent, from sourcing toresource management to recognitionsystems. HR managers can no longermerely react to yearly and monthly hiringneeds but be actively involved in the devisingand implementing a multi-faceted talentacquisition strategy, one that takes short-

term and long-term needs into account, tomitigate the high turnover risk and alsoensure timely supply of talent to the growingbusiness. Recruiting and retaining a diverseworkforce is more a competitive businessissue now. In some pockets, by focusing ondiversity, HR has made some headway tohelp more women employees reach theirwell deserved decision making andexecutives' roles. Much more has to be donein this area though.

In the knowledge economy, it is no longerenough to put employees through theoccasional training programmes few timesa year. With increasing competitionorganisations need to constantly skill andre-skill their employees. Technology hascome as major facilitator to provide cost-effective yet relevant training - online self-tutorials, media-rich content, video on-demand, chat and have ensured that mostof the learning for employees takes placeat the place, and time, of their convenience.

It is easy to get carried away in addressingissues when an organisation is in growthmode. But the business scenario is slowlyyet surely turning more turbulent. It is herethat true contribution of the HR professionwill come to test. Handling down sizing andissues connected with slowing down of theeconomy requires a different set ofcompetency and mind set. When anorganization undertakes downsizing the truebalance between managing what is goodfor business and yet good for employeesalso comes to front. HR then plays theemployee advocacy role and ensures thatthe interest of both - organisation andemployees are addressed. No easy task tobalance, by any definition.

Today's young generation of workers haveattitudes and patterns of behavior that differmarkedly from prior generations. GenerationY places work-life balance above loyalty, arehighly mobile and, seek a change of sceneryevery couple of years, moving around toexperience different industries andchallenges. The last few years have seenstrong economic growth across parts ofAsia; massive populations of India andChina provide an increasingly large shareof the global workforce. To address theseissues, building leadership strength,managing the talent pipeline and building astrong and attractive employer brand havebeen key focus areas for HR to manage.Processes that identify and develop potentialleadership talent; building flexibility withinthe company to bring more work life balanceare becoming increasing relevant. Formalmentoring programmes; using performancemanagement system to reward topperformers and respectfully yet firmlydealing with low performers are expectationsfrom HR. Building a brand to attract toptalent, retain top performers, and maintainan engaged and productive work force havebecome an established element of the talentmanagement portfolio.

Human resources are one of the mostimportant features of many businesses,

especially in an economy where there is anincreasing shift towards service-basedindustries. The HR function must be able todeliver strategic insights to business units,enabling the organisation to more effectivelysource, evaluate and motivate employeesin an increasingly turbulent businessenvironment. At the same time, HR needsto continue to provide administrativeservices that are reliable, cost-effective andresponsive to the needs of business unitsaround the globe. In today's businessclimate, it is no longer sufficient for thehuman resources function to excel in justone of these areas; HR must perform bothroles effectively to contribute to the long-term success of the organisation. However,HR also needs to look inward at its owntalent model, to help ensure that its ownfraternity has the capabilities, skills andconfidence to provide strategic guidance tothe business. To allow time to focus on thesemore strategic issues, the next generationHR organisation must promote the use ofshared services and employee self-service.HR outsourcing has been one importantaspect of this transformation, enabling manyorganisations to decrease theiradministrative and transactional burden.

HR professionals in the high performingorganisations actively translate theirknowledge to contributing in strategicdecision making, developing competitivecultures, making change happenexpeditiously and creating market drivenconnectivity. These new HR agendas alsorequire that HR professionals shift their focusto components of the value chain beginningwith external customers and competitors. Inthe past, it was sufficient for HRprofessionals to have knowledge of eachaspect of the value chain. The new HRagenda requires greater knowledge of themechanisms by which value-chaincomponents are strategically andoperationally integrated in order to make theorganisational whole greater than the sumof the parts.

HR today can be defined as a dynamic andchanging profession with future careeropportunities in senior management, as wellas specialist career paths within HR itself.HR technology and systems, employerbrand management, talent management,training and development, changemanagement, workforce planning, recruitingare now the domain of HR specialist. HRcontinues to balance the demands of severaldifferent roles - business partner, internalconsultant, operational and administrativeexpert and both employee and employeradvocate. At the end of the day, HR is stillabout people. But it is more than just dealingwith people - it is 'people assetdevelopment', whether it is recruiting,coaching, creating a workforce plan oranalyzing metrics to improve the company'sperformance. Get close to the business;focus less on basic HR transactions andfocus more on adding business value is theMantra for today's HR.

- Aquil Busrai

President's MessagePresident's Message




There are times when we getstuck for actions to produce

results. Of the many reasons for this isthat we are overwhelmed by the weightof some words and terms that we think.One way out of this is to break it downinto smaller pieces. I applied thisprinciple recently and produced aseemingly impossible result: I am nowcoming up with a book that I have beenwanting to - but did very little about it -for the past fifteen years! Let me sharesome parts of this experience with you.

One of the critical reasons for megetting stuck in writing a book was mythought that no one will publish it. I gotover this reason by breaking'publishing' into smaller pieces. I askedmyself, "What do I mean bypublishing?" (The language in thisquestion is important: What do I meanby publishing?, and not What doespublishing mean? More about thepower of using this kind of languagelater). I answered that publishingcomprises these three aspects: (a)getting the original manuscript revisedthrough an iterative process ofreviewing and editing; (b) printing; and(c) selling. Once I broke 'publishing' intothese pieces, alternatives for each

emerged. I saw that these alternativescould be pursued 'under different roofs'as it were!

Regarding revising, I decided that Ididn't want any content (including thedesign elements) edited - I preferredthe contents to be the way they are. Iwas okay with language and typoediting, much of which can be donethrough MS-Word. All that 'printing'required was to find a printing pressand pay to get the job done. I was stuckby 'selling' and came out of it againusing the same principle of breakingdown. Regarding 'selling' I was stuckbecause I didn't think people will 'buy'my book. I asked myself, "What does'selling' mean?" (Note again that thewording of this question mattershugely.) My answer was that sellinginvolves (a) someone having a copy ofthe book in his/her hand and (b) thissomeone pays for it. I decided that Iwas fine with not making money out ofthe book; what I dearly wanted waspeople to read the book and usewhatever they could. So, whatremained about 'selling' was to havepeople holding copies of the book intheir hands; and there are several waysof getting this done!

Editorial

- C Balaji

Editorial

If you wish to be a member of India's largest HR Network,all that you need to do is to visit

www.nhrdn.org or www.nationalhrd.organd

Join as a member by paying the fee through your credit cardOr

Send a mail [email protected] or [email protected]

to get the contact details of the coordinator in your city

Now I am almost through with the book,ready for people before the end of thiscalendar year!

So, when stopped by the weight ofsome words and terms, try theseout:

1. Become conscious of what youmean by that word or term

2. Get this meaning as smallerelements

3. Find out alternatives to handle eachof these elements separately








– Col. P. Deogirikar

Board to Board - board or carom board) ismore likely to play the 'Bored game' in thebeginning and the 'Board games' when herises up in the hierarchy.

Court to Court - If he is a Court player(Badminton, Tennis, Squash), he may bevery fond of taking everyone to the court (oflaw)!. Besides, he will keep checking his'guts' before getting into the action phase.

Volleyball - He may never take a decision,keep smashing the ball, nee, problem, backfrom where it had come and wouldprocrastinate.

Dancing - If you must induct him, ensurethat he is married (to dance on his wife'stunes only), and not bother others as hiswife would not be in office.

Hunting - If he hails from the tribalbackground, and hence, with a liking forhunting, consider a job for him in HRdepartment, that of a 'Headhunter'.

Kho-Kho - Beware of a person with apassion for the Indian game 'Kho-kho' forhe would always be giving undueimportance to Job Rotation. When hebecomes the boss, the executives may keepsitting in a new chair everyday!

Kite-flying - He should be okay for most ofthe jobs but do not ever consider him forthe Flight Controller job. He could well begiven to making one aeroplane 'cut' anotherin midair!

Cooking - Not many gentlemen would haveit but if he has this hobby, he could be of

Col. P Deogirikar is General Manager with Ruchi Group, Indore. E-Mail: [email protected]

great utility in Accounts department in which'cooking the figures' for the auditors is a veryimportant task.

Kabbaddi - If you happen to have a personwith 'Kabbaddi' as his hobby (Don't scoff,that may be the only game we could beroughly assured of a gold medal in the AsianGames), be careful. If he gets in theorganization, and then gets in the labourunion, it could spell trouble. A political careerwould go very well for him especially whengetting a resolution passed in theparliament.

Gilli- Danda (No, I am not writing about thebat of cricketer Gilchrist, it is that old Indiangame some of us may not even know) - Suchguy should be a strict No-No for a police job(or security job). With 'danda' in hand issuedto him, he would be on a constant lookoutfor finding a 'Gilli'. When not finding one,would treat another human being as one. Ifyou not convinced, please go to google andtype 'police atrocities'; you will get sufficientproof.

Adventure Games - There are those wholike to trek, hike, ski etc. Having a 'spirit ofadventure' (not that 'spirit' - the liquor whichmakes one adventurous) is fine but it mayhave pitfalls. Especially when the persongets into the finance department in a bankand is responsible for the loan disbursement.Ask the Lehman Brothers which went downthanks to such 'adventurous' guys!

Mountain Climbing - If he has theambitions of a Tenzing, it would not hurt to

"Shabby Hobby!"

�HHHHH

Some of us get puzzled by the usual question at the time of interviews, 'What is yourhobby or pastime?' If one states that his hobby is playing 'tabla', would the prospectiveorganization care to offer him one to play in the company time? However, it is believed inHR that a person with a hobby is more comfortable with himself and, hence, easy goingin the group. That he would become a 'B+ team-player'. We already know about the'Brick test' in management on how to get the 'right person for the right job'. But I am suregetting the brick loads and waiting for things to happen (or otherwise) would be a toughjob. Is there anyway we can forecast a person's performance on the basis of his (we areusing this gender only for convenience, no offence meant to the fairer sex, please!) hobbyor pastime? Here are some humourous hints -

be cautious. He would be always fond ofclimbing. What stops him aspiring to climbthe levels of hierarchy in a rush? Suchoverambitious person may not be the rightone to hire.

Writing - Writing is a good hobby. But if hegets to the top management over the years,he would ensure that in the organizationeverything would be in writing, nothing willbe honoured if not in writing. Would you likehim to be the boss for next gen colleagues?

(Oh, my God, I may have damaged my ownchances for an employment!!!)

These were the general hints connectinghobby with hiring. Of course, current trendscan not be ignored. One has to be verycareful while hiring in software industry thesedays...

Honestly, I have only one hobby, Madam. Sincechildhood I am fascinated by the bombs; howare these made, what sort of destruction willthese make, etc. etc.....




The Entrepreneur in Us– Madan Srinivasan

Madan Srinivasan works with HCL Technologies and can be reached at: [email protected]

Recently I wasin a B-school

campus partici-pating in a uniqueannual three-dayevent that providesa powerful platformfor the studentsand industrypractitioners tointeract with each

other and recognizes corporate andentrepreneurial excellence. One of theevents under the aptly titled D'apprendre('To learn' in French) series is called the 'MyStory' session, where successfulentrepreneurs are invited to share theirexperience with the students.

The format of the session is interesting initself. The entrepreneur is invited on stageby a moderator - a most witty andentertaining one at that. He (the moderator)then proceeds to ask a set of questions thathelps the audience visualize in arrestingdetail the entire journey intoentrepreneurship - right from the 'Eureka'moment to its current success via its upsand downs - at a deep and personal level.A power point presentation is used to sharedetails, but no one can deny the fact thatthe most fascinating moments of the sessionare when the entrepreneur shares hispersonal anecdotes where he found thestrength to persevere and the moderatorculls out key insights from his musings forthe benefit of the awed audience.

The two quite unlikely 'heroes' we listenedto had set up a highly successful chain ofhomeopathic clinics and apparel/lifestyleretail outlets respectively. Both wereinspiring stories with a simple, earthy andpractical appeal that transcended themanagement speak we've become soaccustomed to. Here were two successfulbusinessmen, who did not resort to esotericmanagement concepts to create, developand sustain their businesses and spoke alot of common sense.

Although their journeys could not have beenmore different, there were some strongunderlying principles that we learnt on thatday:

1. Recognize YOUR 'Eureka' moment.There's nothing more powerful than anidea whose time has come. It's notenough to just get good ideas; oneneeds to have a perfect sense of timing.E.g. an iced tea mix product may nothave been successful in India a decadeago, where tea is mostly drunk hot, butit would be now, considering thatdrinking habits of the Indian consumerhas changed a lot during this period.

2. Get others excited about your idea.You cannot be a Lone Ranger ploddingfaithfully with your idea for centuries.You need to deliver fast. Therefore, ithas to be a collaborative effort thatdemands sponsors, finances, resourcesand of course more ideas. How do youget a venture capitalist interested inyou? How can you build the right teamto get your product/service to the targetmarket?

3. Build a compelling and 'hat ke'proposition for your idea. It's possiblethat there would be a lot of resistanceat the start, but then how else to breakthe clutter. The cool, exuberant interiorsof the clinics and access to a 300-strongpool of doctors were some of thebenefits offered by the homeopathicchain. The retail chain offered itscustomers high quality branded apparelwith a minimum guaranteed discount of25% in all its stores all 365 days andcreated a lot of local buzz during thelaunch of any new store by using acelebrity brand ambassador to break aglass instead of the traditional ribbon-cutting and opportunistic media buying.

4. Dare to chase your dream. Have faithin your idea and yourself. One needs tobe prepared for the fact that the journeyis going to have its ups and downs.Surely there would have been severaltimes when these two gentlemen andother successful entrepreneurs likethem would have been at the crossroads and staring at tough choices tobe made. Taking risks thus is aninevitable option.

5. Keep the learning curve high. In thescenarios of high risk-high reward, you'dmake mistakes along the way. Learningfrom failures is a critical factor forsustained success. Your success wouldattract a lot of 'me-too's. Hence to stayahead in the race, you'll need to retoolyourself & your team all the time andlook for ways to make quantum leaps inyour own development. One of theentrepreneurs shared how his CEO, aveteran in the industry has become amentor to him and brings out the bestin him.

Stories of entrepreneurship are featuredevery Friday in the Economic Times in acolumn called the Starship Enterprise,where entrepreneurs are invited to share

their success stories with readers. Recentfeatures include a diverse set of newventures:

a. A complete signage product that helpsone to remotely manage digital signagenetworks

b. Advertising through front-lit kiosks andstreet lamps in college campuses onsolar cell

c. First of its kind all organic fruit juiceoutlets that offer healthier and exoticalternatives to street-corner fruit juiceshops

d. A dotcom that calls itself a 'mobileadvertising marketplace' that givesadvertisers a targeted way to reach outto consumers directly on their cellphones around the globe

e. Freshly cooked dog food that isdelivered to home that boasts of a clientlist of more than 500 dog owners thatincludes top Bollywood artists,politicians and industrialists.

Clearly entrepreneurship is in. It is also beingincreasingly seen as a career option evenin today's B-schools (demonstrated by thefact that almost 50% of the students in thecampus I was visiting raised their handswhen asked who'd like to become anentrepreneur 3-5 years after passing out).

One does hear that every placement seasonin the prestigious management institutes inthe country, there are some who choose toremain out of the placement processbecause they cherish dreams of setting upa business built on the SPARK of a BIGIDEA.

The stories we've read about today havebeen created both from the businessopportunities that exist today and thoseamong us who sensed them and dared togo after them. Surely, there's theentrepreneur in each one of us. This DNAdoes not only help us set up new venturesand businesses as we've seen above; it isalso demonstrated in workplace behaviors.Else why would I have heard - and I amsure you'd have as well - in both my previousand current employer the statement that wepride ourselves on the 'entrepreneurial spirit'of our organization.

So the million dollar question - when areyou going to be bitten by the entrepreneurialbug? �HHHHH



Contributed By: Sunil Goel,

HR Planning for a corporate is all about toenable business managers to identify planand implement planning for manpower. Thecore strategy which is necessary for anorganization to emphasize during thejourney of recruiting; firstly, the methods andpractices adopted by organizations in acurrent scenario and secondly, the intrinsiclimitation built into the planning process.Sunil Goel, GlobalHunt adds "The processfacilitates hiring and retaining the right profileof people at varying jobs, positions, placesand time frames depending on theorganizational need".

HR planning is a process that identifiescurrent and future human resources needsfor an organization to achieve its goals. Itmeans;

� Forecasting an organization's futuredemand and supply for employees,based on its business needs;

� Developing and employing thestrategies required to meet these needs.It involves,

� Gap analysis between current HRsupply and future demand.

HR Planning:An insight from GlobalHunt

Monthly Feature

by Global H

unt

Need for Change

Email Us at: [email protected] Visit us at: www.globalhunt.in

� Strategies are then developed toaddress the gap and may involverecruitment, internal staffing,development, training, contracting

� Partnering and activities relating todownsizing.

� "Forecasting future needs" impliesunderstanding the future businessdirections of the organization so thatthe HR needs can be appropriatelyidentified.

HR planning involves;

� Identifying the organization's HRmanagement goals and expectedresults,

� Identifying strategies and activities toachieve those goals,

� Measuring organizational progresstowards their achievement.

The purpose and goals of HR planningare mainly:

a) To ascertain optimum and effective useof human resources currently employed;

b) To assess the employability of thehuman resource given changing skillsand competencies

c) To assess the lacunae while comparingthe current skill sets with the requiredcompetencies in line with organizationalobjectives.

d) To identify control measures to ensurethat necessary resources are identified,available as and when required.

e) To make sure that the objective, missionand vision of the organization are crystalclear to the managers there in the team.

f) To analyze the workforce environmentand its changes as it directly or indirectlyaffects the organization as well ascompetition.

HR management is more than just havingthe "right people in the right place at theright time". It's about instituting the people-related practices and activities that will helpthe organization achieve, and improve, itsbusiness results. HR planning identifies theneeds and strategies in this regard.

Finally HR planning is continuous, ongoingprocess; and companies that treat it as afive-year burdensome task will be deeplydisappointed. In fact it is preferable that theydo start this task as it may turn into aritual.HR planning is not the job of HumanResources Management (Personnel)people. It is the job of the CEO. Whereverthe CEO has relinquished his responsibilityand delegated HR hiring and structuring theorganizations have lived to tell a tale.Corporate who seek the best minds toremain competitive need to plan for theirhiring and thereafter their retention need toget their act together now. "Absence of HRplanning would mean an absence of aleader, says Sunil Goel, GlobaHunt.

Conclusion

It is clear that a company cannot hope toforecast accurately its future manpowerrequirements unless these are related tofuture production and sales levels. The bestresults therefore are achieved when acompany has integrated HR planning withoverall planning team is basically two fold: tointerpret the forecasts for production and salesinterns and manpower constraints on accountof company policy for the future. �HHHHH



We pinched ourselves - after visitingPragathi Nagar - a village panchayat.

It is a misnomer to call it Village Panchayat -it is a model urban town, in Hyderabad, andthe only ISO certified village and it is in India.

Pragathi Nagar is located in Quthbullapurmandal of Ranga Reddy district. The villagehas two thousand houses and very wellpresented right from entrance of the village.The road leading into the village is built onthe tank bund greeting the visitors with cooland clean water in the tank on either side ofthe road.

The village balance sheet, developmentplans, voters details, staff, service quality,history are all in the web - constantlyupdated - www.pragathinagar.com. Thesuccess of this village is theTRANSPARENCY MANTRA. Why are wenot propagating and spreading such villagestories to the entire country? The architectsbehind this transformation are all ex unionleaders- more communist leanings - buthave become role models for even thecommunists to balance capitalism,spiritualism and holistic wellness.

Community of Kurians (MR Kurian ofAmul) - with a difference.

This urban village has cement roads keptspanking clean with beautifully laid greenplatforms with well-laid lawns as roaddividers and green trees on either side ofthe roads.

Every household maintains greenery in thehouse and also takes care of at least twotrees on the street in their vicinity.

Village Panchayat encourages growingavenue plantations and supplying andadding 500 plants every year is theecological balancing target - what awonderful way of giving back to the nature.Cutting of trees is strict NO-NO sansPanchayat permission.

Every member of this village communitygets

Excellent school, Library and readingroom

Protected water supply from ManjeeraRiver brought by laying two and half

kilometres length pipeline by themembers of the Village Panchayat

Parks for the recreation andplaygrounds with well laid Cricketpitches, Basketball, tennis court,swimming pool, modern gym andsupported by coaches in the respectivefields

Our Health Minister will be proud, as thevillage has banned alcohol sale, gutkasand even cool drinks

The Panchayat arranges collection ofgarbage - Bio degradable and non-biodegradable separately.

Panchayat enforced the ban of usageof plastic covers (over 20 microns) byconvincing the shopkeepers. And areplanning more stringent measures

Panchayat is consciously enforcing thelaws of environment protection.Panchayat itself builds the rainharvesting pits by collecting cost of itwhile giving permission for any newconstruction in the village

Religious worship is also well organized.The Panchayat allocated specific placesfor construction of temple, Mosque andchurch in the village

Panchayat arranges village security bydeploying Private Security

Built in penalty system resulting in near100% collection of house tax and waterbills

Affordable Health care and qualityMedicines much cheaper than what isin the open market

Community Hall

Rain water Harvesting and compulsorygreenery in every house hold

Beggary is totally eliminated from thevillage through the route of alternativelivelihood

Allwyn closes - But how ALL WIN (the720 supervisory employees)

Dream came true for the progressive youngleaders - some of them affiliated tocommunist ideology through the Allwyn

Gandhian CommunistsWith Balanced CapitalismZero to Hero - Series - VI

– S.Deenadayalan and Ms. P. Srilatha

S.Deenadayalan and Ms. P. Srilatha, Centre for Excellence in Organization, Bangalore.www.exploreceo.com, [email protected] , [email protected]

Employees Housing Committee founded in1990 for the welfare of Allwyn employees.On the one hand, the Supervisory union wasfighting with Allwyn Management throughBIFR ( Board for Industrial FinancialReconstruction) taking over and running thefactory on a co-operative basis and on theother hand, "The Housing Committeesearched around and identified an idealhabitat for its members". Crisis createsopportunities.

Unity in Diversity

Pooling together 720 Minds in a multipleunion environment is some thing unimaginable. Concurrently driving a stringentvalue system, transparency and peopleparticipation - calls for a new hypothesis onmanaging processes in crisis. May be bookswill be written for historical perspectivebased on this model but here is a real utopiafor us to visit, touch, feel and experience

The Leader and the championing teambehind

It is Dayakar Reddy, who made this uniquemiracle and his team members are thechampions namely , Ch. Sudeer Reddy,R.Sreeramulu, P. Chandra Sekhar Reddy ,D.A.Chowdhary, M.Srinivasa Rao, SuryaPrakash, M.Krupa Sagar , B.VenkateswaraRao, J.S.S.Varma, and J.Mallikarjun

Like any other union leader Dayakar Reddywas wanting to out smart the non communistleaders and chose the root of own your ownhouse scheme. The dream was to create acommunity of difference, cost effective,value based and future proofed. It was anarduous search for two years before zeroingon sites adjacent to Municipal area andcomes under 733 G.O., and close to the cityand company.

This site had no approach road, no bridge,no HUDA layout and it was agricultural land.When the employees saw the site no bodyliked it. The committee - Mr. Satyanarayanagaru - GM - Personnel to Allwyn, Dr.PrathapReddy - Asso. President, and othermembers decided to buy the land and inthe year 1990 the land was bought.

It was estimated that Rs. 110 / Sq yardshould be collected for the land cost on


rough calculation. To get the buy-in andconfirmation from the members Rs.2000was collected from each as a membershipfee. Approximately 500 respondedspontaneously and the rest joined in fewmore days.

Enhancing the gulf

Dayakar Reddy had to confront people andConstruction challenges - with multiplicity ofminds, black cotton soil, improper roads,land owner delaying development works,sky rocketing tender from external vendors.The only saving grace was the confidenceof managing construction internally.

All these are happening amidst differencesfrom few members and all of them are notprofessionals or Management graduates.The team hired construction experts,masons and builders numbering 400 to 500for working day in and day out.

Value added mantra resulted in timber andteak logs (Anudradha Timbers) from Bhutanand Nagaland. Cost effective cement in Bulkfrom Raasi Cements, in house brick makingand steel fabrication and the ABC analysisof this supply chain mechanism alonecontributed not only to cost effectiveness butsturdy houses. Dayakar Reddy spranganother surprise and created a " New chapterin the history of Indian democracy" - Givingback rupees 50 lakhs to its members becauseof the efficient fiscal management. Its puretransparency that kept the critics at bay.

Roti - Kapada - Makan

Paralleling, the union was fighting their jobsurvival war. Amidst this sword of Jobinsecurity, dream colony called PragathiNagar was happening from the moneysaved, LIC Loan and hard earned PF - tobuild their Houses in a serene habitat in theRural part of Ranga Reddy District.

Fighting out the Challenges and facingthem boldly by evolving new strategiesbecame a cakewalk for these people. Whenthe residents moved to their new houses -getting basic amenities was an issue -andagain co-operative collaboration resulted inbulk procurement of Milk, Vegetables andcost effective health care, good school andgood recreation. From then on till date, everymoment Dayakar and Team are looking forbettering the quality of life of its members.

And potable drinking water was the nextchallenge and money needed to getManjeera(From the river ) water supply.Collaboration of the members resulted ininvesting Rs.50 lakhs for purchasing pipesin bulk and with out waiting for governmentsupport they went ahead in laying the pipelines - by passing bureaucracy for and eachmember paid only Rs .6000 per connection. If they had waited for the files to move, thelife will be with out water even now.

The Village rivalry and Legal Battles

Pragathi Nagar was part of the BachupallyVillage (not any more a village) and thejealously resulted in opposition to PragathiNagar becoming an independent grampanchayat. The Collector disowned thecollective spirit of this panchayat but thepolitical will and support of the then rulingparty and more so the then TDP Minister -Mr. Devendar Goud facilitated the releaseof GO in 1995 making Pragathi Nagar aseparate Village Panchayat. BachupallyVillage Panchayat chose litigation with outsuccess. PNVP (Pragati Nagar VillagePanchayat) was born in 1997 and electionswere held to elect the President whereMr. R. Sreeramulu became the firstPresident.

Self Help is the best route to excellence

That was the time when TDP came up withthe Novel program - Janma Bhoomi . PNVPtook complete advantage of this initiativeand went on constructing Cemented internalRoads, Greenery and PNVP was the firstones to purchase each plant for Rs.50 fromHUDA. Later PNVP developed its ownnursery and sold back to government.

Surplus land and real estate appreciationwas positively channelled to mobilise morefunds to build a school ( now expanded tothree storied building with state of artcomputer facility for first standard students).The school infrastructure will be an envy tomany capitation fee schools.

Sustainable Succession

Dayakar Reddy wanted more publicaccountability and without limiting to onlyHousing activity, he with the help of themembers, created a charitable Trust "Peoples Progress Trust" with 5 PermanentTrustees - with an objective of running aSchool, Hospital and an Old age home. Asociety free from materialistic interest,Pragathi people demonstrated the wisdomof collective good.

This Gram Panchayat started planning forthe sustainable development and the firstwas to seed the concept of " Rainharvesting" much before water shortageissue was confronting the Hyderabadis. Onehundred pits were constructed - Lastsummer the residents had no problem intapping ground water. Then came thetemple complex, community centre, parks,open spaces and fellowship through openair theatres and only good movies wereallowed.

Then Sports complex to address keysporting events like Cricket, tennis, athleticsand health focussed gym for men andwomen and all supported by coaches andthe latest is a closed swimming pool as perWHO Standard.

Can we believe, when the moderncompanies hire event management expertsto organize get together, here is set of ex-union leaders, who organizes picnics for allthe 2000 families - full of fun and frolics.

Lessons to Learn for better tomorrow

A village development committee took socialactivism seriously and banned liquor, cooldrinks and gutkhas. Plastic usage wascontrolled - less than 20 Microns and thecorporate giants like "More " and others haveto follow the panchayat guide line whileselling the products.

This October 2nd as a mark of respect toGandhiji every household was given a freereusable cotton bag and a dust bin , toensure plastic is totally minimized. Theydistributed 3000 bags and bins with theSlogan - "SAY NO TO PLASTIC"

The Only ISO 9000 Certified Village inIndia

Pragathi Nagar Panchayat brought highquality life in the Village through well-orchestrated and planned development ofinfrastructure facilities.

Pragathi Nagar has a quality policy, ISO9000 certification and elected panchayat -but the unity among them is amazing.Castes, religions, gender or age havearticulated differences for excellence andnot divisiveness. The thought of getting ISOcertification was for driving processrobustness. The communication continuumis a phenomenon by itself.

We have Ms Lakshmi Kumari who is the firstwomen panchayat president - and to herservice excellence is the first priority andfuture generation's safety and ecologicalsecurity is the decision criteria. Somechildren have now settled in the westernworld - but Pragathi ethos is getting seededwherever they go.

Prosperity in Poverty

Raising cost of real estate, schooling, costof living and the exhausted savings - posedyet another challenge. Society was richerbut people have to be equally richer. TheBuilding owners were permitted to raisestories or flats in their plots without dilutingthe Pragathi Ethos - regulations to raise theirindividual prosperity - as well as collectiveprosperity.

Soon a 300 bed hospital is going to be inplace followed by vocational streaming ofeducation. Website is a living example ofethical governance and public good and anyone can visit. The foresight of the trusteesis amazing. As the well educated youngergeneration now are migrating abroad ,predicting the need for an old age home,the team has started seeding that now itself.


The INVISIBILE GURU

The Entire HRD fraternity should be proudof the role of a mentor, who has neverPUBLISISED HIS GREATNESS is noneother than our President Emeritus ofHyderabad Chapter of National HRDNetwork - Sri Satyanarayana Garu. He washeading the Personnel function in Allwynonly for two years and he won the heart ofall in Pragathi Nagar and now two decadeshave passed by - he still continues to be thePresident of Pragathi Nagar PeoplesProgress Trust. He does not own a househere, as this true Gandhian believes thattoo much of assets - will disturb mentalpiece. He is the guiding sprit and the entirevillage stands by him and I don't think anyof our HR fraternity can claim this amountof credibility with union membership - afterhaving served just for two years in thatcompany. He is the adjudicator, arbitratorand the Gandhian who does not take sidesbut brings in reconciliation constructively. Heis presently the Chairman and a PermanentTrustee of Peoples Progress Trust.

An Exemplary Team - from past 15 yearsthese members are working together withoutany misunderstandings. They proudly saythat they are a "TEAM with out differences". (We see own brothers fighting and splittingfor materialistic Money) .

Introducing few key members of theTeam -

� Mr.Ch. Sudeer Reddy - FounderMember and one of the Trustee ,presently Vice President of the GramPanchayat. He is the key person inexecuting the works at Pragathi Nagar.A dynamic person and veryhardworking.

� Mr.R. Sreeramulu - Founder Member,permanent Trustee and the First

President of the Gram Panchayat. Heis a man who walks the talk and onlyacts. Attire is simplicity and decisionsare rational . Presently, he is taking careof the Hospital administration. He alsoplays active role in the National politicsof communist party.

� Mr. P.Chandrasekhar Reddy- Foundermember and Trustee , presently takescare of the School Administration. Heis a good planner and very balanced inapproaching challenges

� Mr.D.A.Chowdary - One of the Foundermember, a very supportive hand whenever needed.

Social Capitalism

It is a matter of time that Harvard Universitywill do a study on this village and so to C KPrahalad. We should be proud that we livein India and the seed of Social Capitalism isborn in Pragathi Nagar

Creditably Credible

To the question - "Can this Model bereplicated" - the answer was "NO". fromDayakar Reddy and the reason is -

"We can do, only when we are Transparent,Sincere at Job, Trusting the people andabove all Confidence in Team Work. (Maybe our Communist ideology helped)." Headds, "we are not corrupt but I cannotguarantee that we have achieved all this without greasing hands here or there - but thesaving grace is its minimalism". DayakarReddy may be right - as we could notreplicate a Kurian, the Dubbhawalas and thechallenge is before all of us to prove DayakarReddy wrong.

Dayakar Reddy can be reached at [email protected]

And we think this team of Ex- Union Leadersshould be honoured with fellowship by theHRD Net work. �HHHHH

Expectation of HR

Like Swamy, Rajendran believes thatEmployees are the greatest assets and nomatter how efficient the technology it maybe, it is no match for the motivation. He alsostrongly advocates that HR should play therole of 'Giving personal touch' to motivateemployees and inspire them. He feels thatthe employees will feel highly valued whentheir needs are taken care of and it will addpositive results to the business.

Family

For a success of everyman there is a personbehind him. For Rajendran it was his wife.She has been always very supportive andencouraged all his initiatives for his successin profession. His two daughters are married

and have settled down happily. FurtherRajendran also took the responsibility ofsupporting his brothers and sister to ensurethat they are happy and secured in life.

On the other hand Rajendran consideredNTTF as his extended family. Today he hasonly two places to be with - either with hisfamily or be with NTTF.

Future plans

One thing is for sure. Rajendran will continueto follow the fundamental value of beingloyal to NTTF. He says that the time hascome now for him to give something backto the organisation, which really recognisedhis potential and shaped his career. Heplans to set up a 'Design Library', which willadd as an immense value for future �HHHHH

reference. He is already working towardsthat.

Bottom up

"I've learned a lot. But the most importantthing I have learned is this - Titles may comeand go, but we are all leaders, andleadership means continually learning,evolving, taking risks, seeing what makespeople tick, pushing towards that sharedvision, empowering leadership in others, andrecognizing that we all carry theresponsibility that the leadership journeybestows". - Sources unknown

The objective of this article in this series onBottom up is to show case such successstories that will enable organisations tocreate many Rajendrans.

Continued from Page 25 Bottom-up Series - 2



Bottom-up Series - 2

– G. Girinarayanan, S. Rajendran

Girinarayanan G, Head - HR, TACO-Sasken Automotive Electronics Ltd. (TSAE), [email protected]. Rajendran, Divisional Manager - Designs, Nettur Technical Training Foundation (NTTF), Bangalore - 560 058. Email: [email protected]

This is the second series of Bottom-up.In my last article I had mentioned the

challenges that Swamynathan had to facesoon after his Post tool making certification,particularly the stiff competition from hiscolleagues who were the products of NTTFand who had commanded more premiums.So I chose to visit NTTF and went to themost coveted section in NTTF - the Tooldesign.

It was very impressive to see doctorates,Phd's, Post graduates, Engineers, Diplomaholders busy with their CAD/Cam doingdesigns for who is who of the country andsome for exports. I was introduced to theLeader of this team, Mr. Rajendran whojoined NTTF with minimum qualification intheir Design Department as Xerox Operatornearly three decades ago. At that time hisqualification was his reference. His postingwas juxtaposed to the Blue printing andXerox machine next to Design Office. Andtoday he heads the Design Division of NTTF.

Mr. S. Rajendran is currently the DivisionalManager - Designs, Nadkarni TechnologyDivision, and Nettur Technical TrainingFoundation (NTTF).

What is NTTF? - An Institution that iscreating Success through skills.

Dr. Heinrich Hellstern, Director of HEKS(Development Agency in Switzerland), byhis Noble gesture assisted in starting, theCSI Technical Training Institute at Nettur in1959. It became a non-religiousorganization, which catered to all sectionsof the society by adapting a new nameNTTF, Nettur Technical TrainingFoundation, in the Year 1963. NTTF is theliving symbol of indo-Swiss co-operationaimed at promoting a purposeful technicaleducation for the youth in India. In itsmission, the foundation was activelysupported with generous assistance fromthe Swiss government, HEKS and Swissdevelopment co-operation, a developmentagency of Switzerland. The Government ofIndia and the state Government have alsoextended their support. Now the foundationimplements its programme of technicaltraining in Mechanical, Electronics,

Information Technology, ComputerEngineering and Mechatronics streams.NTTF offers various employment orientedprograms, right from the craftsman's levelto Postgraduate programmes through its 20training centers located at Bangalore,Chennai, Cochin, Coimbatore, Dharwad,Gannavaram, Jamshedpur, Pune,Tellichery, Trivandrum, Tumkur, Tuticorin,Vellore and Gopalpur

Rajendran's Arduous Childhood

It was early 70's and the days food was asurety but not the next day for Rajendran'sparents, himself and to his siblings. Hisfather was a small time goldsmith doingjewellery for the 100 families in and aroundthe village of his native Thirukanangudl inTiruvarur District of Tamilnadu.

Rajendran had to traverse around 3 kms bywalk (one way) everyday to a place calledKilvelur for his school. It was a Tamil MediumSchool run by the Government. His learningattitude enabled him to successfullycomplete his SSLC (those days it was 12thStandard).

There was only one college. His father'sbusiness income could hardly support a bigfamily of 6 - his mother+4 brothers and onesister. Under the circumstances, he was notin a position to pay even a paltry sum of Rs.12/- as fees. So he had to drop the idea offurther studies and wander for job.

As eldest son in the family naturally the onusfell on him to take care of his family andwas compelled to take up TemporaryClerical job in Treasury Department. He hadto deposit Rs. 1000/- as security deposit,which he had to borrow from close circles.The salary was hardly Rs. 200 per month.Even in this temporary job, Rajendran hadto move from place to place. During the firstyear, he was posted in 4 to 5 places. Sincethe job was not permanent, he had to seekdifferent employment. So he decided tomove to Chennai to explore opportunities.

Chennai was more arduous

Job-hunting in Chennai was tough. But whatmay come, he had a very strongdetermination to be on his own feet and

never wanted to depend on others. In thosedays, the minimum qualification required toget a fairly decent job was get a graduation.On many days Rajendran had to stay putwithout any food. His Feudal Landlord familyfrom the village gave temporaryaccommodation in Chennai and asked himto do errands in addition to the work. Hisrelentless pursuit boosted his confidenceand perseverance. So he chose not toremain idle. He took up all sorts of job andwas not hesitant to do any job that he cameacross. It was coincidence that he met thePersonnel Manager of NTTF who sawpotential in him and assured him aninterview for a temporary Xerox operator job.

Sojourn to NTTF = Bangalore

Since Rajendran goal at that point of timewas to support his struggling family, he waswilling to work anywhere and at any place.And NTTF Bangalore was like Singapore tohis frame of thinking at that point of time.For this temporary job he was asked to meetMr Schawlader, a Swiss National, anExpatriate and the Tool Room Manager foran interview discussion. The interviewnaturally was very tough and the foreigner'sEnglish taunted Rajendran. HoweverRajendran could create an affirmativeimpression on Mr Schawalder and made hisentry into NTTF.

Curiosity is the first step to buildcompetency

Rajendran started his career by taking printouts from Xerox and blue printing machinesand supported the hard core designengineers. Those were the days, if one mayrecall, the design was done manually andRajendran had the task of taking printoutsand pinning up all those big design sheetsto drawing board. Though he was not awareabout the purpose of design, he always hadthe curiosity in his mind as to what thesedesigns are meant for and how they wereuseful to the Company. This triggered himmany times to learn about designing. Buthe had to remain silent because of the gapbetween him and the designers were likethe mole and mountain.

Xerox Operator to Creator


Frustration

The nature of Design office was such that,they were all management staff and theentire team had no over time. Rajendran's12th Standard peers were in Press shop andwere getting RS 200 per month plus overtime while. Naturally the absence of overtime at that time and age only resulted incritiquing and cursing the PersonnelManager.

Building Relationship is Key tocompetence building

Destined with low salary did not mean fateaccomplice for him and it only enhanced hisdetermination to excel? So he realised theneed for a learning attitude, net working andbuilding relationship and chose the route ofsupporting the design team in all possibleways and with out their asking. This stretchenabled him to gain professional knowledgeand spread his tentacles to do some smalldrafting work in designs.

Continued Education.

He had completed one year in NTTF. In thedays of rubber stamps and frames,Educational qualification became a passportfor growth and hence he chose to do aspecial course on Design and draughtsmanand pursued ITI-NCTVT and successfullycompleted in first class.

Extra mile of effort

Rajendran strongly believes that learningdoes not come free. He always feels thatone has to put in lot of hard work and extraeffort for learning. Fortunately for him he wasworking in a general shift at NTTF. Soonafter his shift work, he used to directly go tothe shop floor and started interacting withthe Production department to enable him tounderstand the in & out of Machine tool andthe process of production. He did this foralmost 3 years. Some times he used to eveninteract with the colleagues who wereworking in the night shift. On manyoccasions, he used to sleep in the officepremises. This extra stretch gave the biggerpicture of tooling and product design andhe mastered practical knowledge on toolmaking. And all this with out any extramoney and he had to spend for hiseducation.

Attrition was blessing in disguise for hisup skilling

During those days (even now) the Engineersof NTTF were poached both in India andabroad like hot cakes and retention of theseengineers was challenge to the Company.To Rajendran, it became an advantage forhe carried the tacit and historical knowledgeperspective of every client, their needs andthe discontinuity of engineers also facilitatedhim to imbibe the innate talents of thedesigners who were the passing clouds of

NTTF. He recalls with fond memory thedoyens of design and technology were hisDhronacharyas like MR Schawlader, MrViswanathan, Mr Venkateswara Rao, MrBaskar, Mr Chandu Pillai, Mr. Venugopal(Current Director Training) and many morefor enhancing his capability. As he startedtaking additional responsibilities thecustomers were comfortable dealing withhim. This fuelled the fire in his belly tobecome a draughtsman first and then thedesigner and of course now the mostcompetent design head

Begin with the end in mind

If you begin your tasks with the end resultin mind, you will be more productive. Thiswas one of the principles which StephenCovey taught all of us. Rajendran has beenfollowing this practice meticulously right fromthe day he joined NTTF. Probably beforeStephen Covey Wrote his book. Such nativeintelligence at grass roots is not harnessedin many organizations. Even in early 80'sRajendran started following the concept of"Customer is the King". He always ensuredthat all his designs are workable conceptand are accepted by the customer.

Impossible is the word only in theDictionary of fools

"Impossible is the word only in the dictionaryof fools" this is what Napoleon Bonapartehad said and Rajendran advocates thisprinciple very strongly. Even still recalls anincident when one of his colleagues hadremarked that design job was not that veryeasy and he may not be able to succeed.But Rajendran's strong determination andquest of learning to achieve success in lifemade him to make impossible into "I'MPOSSIBLE"

Today Rajendran is totally involved in everyconcept of design at NTTF and ensures thatwhatever he does is carried out in qualityand with speed.

Milestones

Rajendran has achieved several milestonesand has received accolades in NTTF. HisCareer graph has shown always a positivetrend. He began as a Xerox operator, grewsteadily to the various roles such asDraughtsman, Tool Designer, Engineer,Manager etc and ultimately heading theCentralised Design Department, which isspread across both Bangalore and Vellore.For him every step in progression is anachievement of milestone. It is also an ironythat this very Xerox operator latter designedtools for few Xerox components. The clientsare not ordinary and are highly demandingand some of them were Deming Awardwinners like the TVS. Other clients includedTatas, Mahendras and TOYOTOS who iswho in the Auto/Electric components of thecountry and abroad.

Mentor makes the difference

Rajendran considers Mr. Schawalder, as hismentor, guru, task master, and from himRajendran learnt lot of positives - both inpersonal and professional skills, andtechnical know-how.

Rajendran Considers Mr. Reguraj as hisGod. Whenever a tool is complicated, it isRajendran or wherever customers have lostfaith in some of the competent Engineers, itwas Rajendran who was called upon totrouble shoot by Mr. Reguraj. His Germansojourn added more depth to his designingknowledge.

The Boss Speaks

To put it in the words of Mr N.Reguraj, whois the MD of NTTF, an authority on toolingin the World and a catalyst for many anunsung heroes growth, says that "Rajendranis a living example of how strongdetermination backed by hard work can takeyou where ever you wish to be. Today he isquite at ease surrounded by mostly mastergraduate colleagues commanding respectand leading them by his shear knowledgeand application. We at NTTF are very proudof Rajendran"

The Colleagues Speaks

Mr. K.S. Ramprasad, CEO for KOSTAL NTTFwho has seen Rajendran for many years saysthat he is dedicated to his profession. For himobstacle is always an opportunity. He hasseen Rajendran as more hardworking anddedicated engineer. Certainly Mr. Ramprasadis impressed with his breadth of knowledgeand his quest to learn to excel beyond hisobjectives. He says that Rajendran is alwaysa solution provider and a partner in solvingany problem. Further he adds that Rajendranwill always give constructive solutions and willbe amenable to any changes and ready forany kind of risk / challenge.

Mr. Parimal, Engineer, Tool Designs whois working with Rajendran for the last fewyears shares his thoughts that " the factswhat ever I have absorbed from him is that,he is a very able team leader, he canmanage any type of critical situation it maybe either manufacturing or designing . Hecan manage any type of issues related towork successfully

Mr. Rajendran receives an award fromMr. Reguraj

Contd. on Page 22


Personnel Development andPersonality Development -

Sports as a Means– Srikanth Tekumalla

At times we tend to search for right thingat a wrong place. So also the corporates

comb business schools for intellectual HRwith skills in leadership, team sprit, courage,objectivity, trouble shooting, proactiveapproach, optimism, balance of mind andso on. The fact is none of these personasare taught in management books or theoriesbut one can only build up from real timehappenings, which is nothing but personalitydevelopment. Premier business schoolscreate pilot atmospheres like projects work,internship and field visits yet desired fruitsare not in reach. The industry leaders oftenstate that they had to nurture 'managementtrainees' for months together to fill the gap.We know that gap is filled with aboveaffirmed skills supplemented with fewpractical tips of domain.

How many agree with the fact that abovestrengths can be bagged by making sportsas part of life but not merely by studyingvolumes or listening to lectures. Why ourAdministrators or employers doesn't takesports as means to nurture HR. The reasonsare many but the result is clear: lukewarmpersonality of our HR and poor performanceof our players. We can not make anindividual or an institution responsible for thissituation. It is the innocence or ignoranceon part of Governments, Society, Parents,Education and HR Development system inthe country. The professionals in HRfraternity are also expected to improvesports in the country, because by developingsports they are developing persona of HR.

If we identify Indian population as humanresource: we will be proud to see our HR inkey positions of MNCs across the world.Simultaneously the conquest of trioAbhivnav Bindra, Sushil Kumar andVijayendar at recent Olympics makes usglad. But is it what we deserve as 2nd largestcountry with huge HR strength. When smallcountries in size and population areemploying our HR whom we failed to retain,on the other hand these small countries arepouching big number of medals in Olympics.

An individual without a well developedpersonality will be handicapped inperformance in spite of equipped with job

knowledge. As already said, the finest wayfor personality development is throughsports, which aspect is neglected in our dayto day life. Let us focus on root causes:

Priorities of Administration

It is very candid to say that our leaders neverfocused on making India a winning musclein sports. The half committed authorities arestill in the process of reaching grassroots toprovide basic amenities and utilities, evenafter six decades of independence. Cananyone expect the governments to developsports in the country, where electionmanifestos says providing nutritious food,proper shelter and decent clothing are stillkey priorities.

As it is familiar, only after proving them atinternational platforms then ouradministration comes up, announcingbonanzas to sportsmen. Apart from this thewidely-known support for sports in India isthe 'sports quota' in public sectorrecruitment. Once the player becomes anemployee he/ she will no longer be asportsman but remains as a workmen. Sothe sports quota is not encouraging sportsin desired manner.

Societal Hurdle

The traditional India is dominated bycastism, which emerged from thefundamentals of trades and professionsadopted by different communities. Theknowledge based commerce andprofessions are set aside by forwardcommunities. While the industrious part ofthe vocations and trades are destined forthe communities lagging behind indevelopment.

Here the enriched segments happened tobe fair in insight and brainpower but notfocusing on sports, fitness and musclepower. In contrary the down trodden sectorhas the sportsmanship but suffered withscarcity of skills to present them to wideworld. This hurdle barred our personnel fromhaving a holistic skill set and mindset toelevate sports. In globalization era Indiansstarted to exchange skills and knowledgewith their counterparts for a bettersymbiosis. However efforts should be well

structured to be triumphant in trophies.

Oblivion on Alternative Careers

It comes to the family and individual levelwhen we address the issue at thisdimension. Indians are constant workaholicsand carrier oriented. This is the factmultinationals are keen on accommodatingour HR. On the other hand most of ourcounterparts are brought up withstereophonic aims and aspirations withoutseeking an innovative career path. This isdue to deficiency of HR flavour among theparents.

The parents mentor their offsprings withviews of one generation behind, expectingchildren to settle as doctors, software oroutsourcings professionals, just withassured income. How many are keen inchallenging careers in sports, politics or inentertainment industry? The answer is: 'few'.Only a few facilitates their youngergeneration with innovative and rewardingprofessional plans.

After all it is notable that successful playerslike Sachin Tendulkar, Sania Mirga,Viswanathan Anand and Abhinav bindra oftoday are patted by parents and made themproud in return. So parents need not tohesitate to encourage their next generationto be sportsmen.

Limitations in Finances

As there is distance between cup and lip:so there is a gap between support and thesportsmen.

It is not an easy task for a player to comeout as champion simply by possessinginbuilt requisites. There should be someonepatting his/her back with financial support,if the family is unaided. There are potentialplayers with zeal who are not lime lightedas they are engaged in combating withmisery.

Over and over again players with caliber arenot persons with financial competence. Thissituation forces them to quit their zeal forsports and take up an occupation merelyfor livelihood. In the later stage sportsequipment, nutritious food, fitness andpractice will be daydreams. The employers

Srikanth Tekumalla is Senior Executive - HR, Lepra Society, Secunderabad - 500 026.Mail: [email protected], [email protected]


or the organizations don't realize toencourage them as their perception onsports finds them as irrelevant.

The role of sports authorities of variousstates and union government is alwaysquestioned, but in vain. These authoritiesare running with meager resources at times.Unfortunately there are no NGOs (Voluntaryorganizations) working in this area so far.The support of sponsors is often haphazardas there is no channel to identify talent atgrass root level.

Implications

India is the second largest country for itsHuman Resource, which is unfortunatelyknown as population outbreak. If this HRcan be trained and developed in asystematic way performance can hit thehighest points.

==> Sports shouldn't be treated as an extracurricular activity. Schools/boards shouldallot 1/3 of time in each academic year tosports and events those explore personalityof students ….the future HR.

==> At college and university level sportsshould be promoted in collaboration with

local sports authorities. Awareness shouldbe created among youth on 'sports as acareer'.

==> HR charters, association across thecountry must design strategies to identifytalented sportsmen at gross root level. Thistalent must be enriched through constantTraining & Development with the support ofcorporates and NGOs.

==> Worker's unions and associationsshould engage their members in sports,further encourage them to compete atnational and global level. This develops theirmorale and highlights their organization.

==> Employers of large scale units both inpublic and private sector should organizesports and other indoor games for their HRto develop cohesiveness that brings healthywork culture.

==> Corporate social responsibility shouldidentify new horizons. The deserving mustget an elevation from the PSUs and privatecorporates by way of sponsorships.

==> Political bodies and NGOs shouldengage unorganized workforce in sports atregular intervals. This brings them together

as their counterparts in organized sector.

==> Parents should develop interest in theirchildren on sports through media i.e. sportschannels, magazines, News Papers etc.Here one should widen onse binoculars andlook beyond cricket which is currentlyenjoying it's monopoly in Indian sports.

Last word

After all it is not the job of authorities andsportsmen alone to bring light to the sports.Even a common man is involved with sportsin his routine. Jogging, walking, cycling,aerobics, work- outs and so on…. these areall nothing but different kinds of sports. Asthe charity begins from home …..everyoneshould develop interest in at least one sportand observe the enrichment in their life.Those unable to do this must encouragesportsmen. We all know a simple applauseor small encouragement works better thanthousand words.

Nevertheless we are late but not least inHR development which is still a good start.If all the boosters are given rightly…… wecan develop qualitative HR with robustpersonality and bag many more medals in2012 Olympics, by developing sports. �HHHHH


Facing an Interview

– Satish Kumar

Satish Kumar is Faculty HRM, Cygmax Institute of Management Studies, HyderabadE-Mail: [email protected];[email protected]

Every employer has some definite waysof selection process. These are like

psychological tests, technical test,personality and attitude test. These test andnorms are designed and standardized onthe basis of job requirement and also therequirements of the organizations. Basicallythese tests comprise technical round ofselection process, where the knowledge ofthe person is tested to check his capabilityin terms of his knowledge and skills for hisdegree of his trainability and capability forthe job performance. Mostly the last and finalround of the test is HR round of selectionprocess, in which a person's generalattitude, personality, approach, behavior andvarious other personality traits are beingchecked and tested. Generally this processis called the Interview and is beingconducted by the people who are expertsin psychological and personality aspects ofthe people and also are at top level ofmanagement.

Meaning of Interview:

If we split the word Interview, itbecomes:-

Inter + View = Interview.

This means Interview is just viewing theperson internally and from his within. It islooking and knowing a person what he isinternally, other than his knowledge andother technical features.

Interview is also checking the verbalcommunication ability and body languageof an individual. In certain cases there is apossibility that people are technically verysound but they are lacking incommunications. Communication is such animportant aspect in the personality that if itis not effective to required standards thenwhole of the knowledge and skill the personis having, may not be used effectively. Inan interview it is a face to face talk betweencandidate and interviewing officer orinterview board. The I.Q. of the Candidateis checked and ascertained by the HRManager.

Process of Interview:

Based on the requirements and objectivesof the interview, process is being designed.As generally it is the last stage of selection

process. The interview is being conductedby top officials like CEO, GM, MD of theorganization. If the interview is beingconducted by the one individual only, thereis a possibility of it becoming subjective andbeing influenced by individual personality ofthe interviewing officer thus the objective ofthe organization is being lost. Therefore inmany cases to avoid these defects theinterviews are being conducted byinterviewing board or some high officials ofthe organization in a combined way toassess the overall personality of thecandidate for the organizational objective.

The actual process of the interview startsimmediately, when the candidate enters intointerview hall or before interview board orofficer. Every thing of the candidate'spersonality is being scanned by the "X-rayeyes" of the interviewing officer and everypart of the candidate's body starts speekingabout him. Thus communication starts evenwithout words and even before starting ofthe interview. In interviews non-verbalcommunication is more than the verbalcommunication. Candidate's dress,approach, style of wishing, body language,eyes etc. communicate a lot, without anyword of mouth. Eyes are extremelymysterious part in our body which speaksevery thing about an individual. Candidate'sstate of sorrow, happiness, comforts, non-comforts, sense of feeling, his personality,attitude and everything in him is reveled bythe eyes. A candidate cannot hide any thingof his within even after putting all his possibleefforts. Even if he is successful in doing soinitially then subsequently he is likely tocontradict his personality during his verbalcommunication with the interviewing officer.Most of the questions in the interview aresuch that the candidate thoroughly knowsanswers and is very comfortable to replythese questions. So he tries to explain themadopting some of the techniques of theimpression management (Intentionally orunintentionally). Here the candidate's naturalbehavior is exhibited. Even if he is able tomanage at this stage of interview,interviewer starts putting pressure oncandidate in order to see his response indifferent situations. He puts some questionof difficult and straight nature, being in the

slight trouble the candidate loses thepatience and natural behavior comes out.Even if it is not, then by now interviewercomes to know a lot of personality traits ofthe candidate and therefore he starts testinghim by adopting some particular techniquesand accordingly he designs the questions.

Suggestions to Candidates:

The process of interview is quite natural andslightly complex activity based on the strategyto check the total personality of the individual.It is therefore submitted, some of thesuggestions which can be useful to thecandidate to face the real scenario and theinterview. Though these are the onlysuggestions and are not conclusive but theindividual has to face and prepare him byapplying logic and reason based onto jobexpectations. These are inclusive suggestions.

Do's:

1. Candidate is required to dress himselfin very sober manner and in one whichsuits him and to his personality. Dressone should wear not which he likes butone which others like.

2. All his actions must show confidenceand positive attitude in him.

3. During the course of an Interview heshould be humble, polite and alsohumorous which shows his responsibleand pleasing personality.

4. He must approach with strong logicalreasons but in soft and humble words.The arguments should be strong butapproach and words must be humbleand soft.

5. Approach should be positive andpracticable.

6. Approach should be realistic and as faras possible to the requirement of theorganization.

7. Candidate must gather someinformation about the organization andif possible about the interviewer'sregarding his/her personality and valuesystem and then design his strategyaccordingly.

8. Positive suggestions to the mind andalso thinking positively about the resultsof the interview help the candidate to agreat extent.


Don'ts:

Certain things during the course of interviewas these make very bad impressions andeven one of these kinds of activity spoilsthe whole show, good effects andimpressions in the previous stages ofselection process. These activities are asfollows:

1. In any stage of interview the candidateshould not compromise with the valuesystem he has executed before.

2. No one is having perfect knowledge ofeverything and any thing, so in casesome thing is not known perfectly one

should accept it as unknown to him andnot reply that and misleading theinterviewer. The best thing here at thisstage is to show the learning attitude.

3. Candidate should always be careful thatpersonality once executed at any stageof selection process does not contradictin subsequent stages. This is possibleonly if individual is acting naturally andnot artificially. The problem with theuntruth and false is that one has toremember all the stages and facts whichis not at all possible as a result artificialpersonality contradicts in latter stage.

4. There is a saying "Wise men talkbecause they have some thing to sayand fools talk because they have to saysomething". So candidate should nottalk baselessly. There is required to besomething to say and that somethingshould be strong enough to say at thatpoint of time and situation.

5. Consequences as bad results make aperson timid and coward which badlyaffects the results. Therefore during the

course of interview one should not takethe tension of "If failure" one should noteven think about bad results andfailures.

Most of the people in the selectionprocess fail in the final stage of interviewsand the interview is a test basically ofonce cognitive and personality aspectswhere the person is every much in thecomfort zone. It is the last and veryimportant activity in the selectionprocess. At this stage candidate is veryhopeful as only one step away from hisachievement. So he is taking a lot of careand cautions in all his actions. We allknow that excess of very anything is bad.Therefore one should act diligently andreasonably by maintaining the patienceand managing the stress efficiently. Thestage of interview is much based oneffective management and less onknowledge or skills. So at this stage acandidate is required to manage himselfby applying positive self managementtechniques. �HHHHH

MUMBAI CHAPTER NEWSThe National HRD Network, Mumbai chapter, recently partnered with InspireOne Consultants Pvt. Ltd. to host a special panel discussionon High Performance Leadership: Rapid Development and Deployment Across Organizations on September 18th, 2008 at Taj Land'sEnd, Mumbai.

Dr. Tony Cockerill, a globally renowned Leadership and Organizational Development Guru, and Founder of Centre for High PerformanceDevelopment (CHPD), UK was the key note speaker for the event. CHPD is InspireOne's partner for leadership development solutionsin India.

The robust panel included esteemed members of the industry: Mr. Aquil Busrai, Director HR, IBM, National President NHRDN,whoshared his experiences from an HR and IT perspective and Dr. Santrupt Misra, Director, Group HR and IT, Aditya Birla Group PastNational President NHRDN, whose insights on leadership development were enhanced by his sharp wit. Mr. Rajeev Dubey, President,NHRDMC, President HR and Corporate Services, Mahindra and Mahindra President, facilitated the discussion and enriched the dialoguewith his industry experience.

Mr. D.N.B Singh, General Secretary, NHRD did a great job of co-organizing the event with InspireOne , introducing the panellists andleading the discussion into the topic for the evening: High Performance Leadership. The vote of thanks was offered by Mr. DeepakDeshpande, Executive Member, NHRD.

Dr. Cockerill's presentation addressed the application of CHPD's research on High Performance Behaviors: how companies can use theknow-how to develop and implement talent management strategies to improve business performance and manage the challenges ofleadership in the Indian context.

Through the discussions, it emerged that there is a consensus on the increasing need for leadership development. India has progressivelybecome a microcosm of the global economy, bringing various challenges with its accelerated pace of growth. While the rest of the worldhas evolved steadily, in India the speed of people development and especially leadership development has not kept pace with that ofmarket opportunity.

As HR professionals and top management of companies are entrusted with the challenge of bridging the leadership gap in the shortspan of time, it is important to not only identify the High Performance Leaders, but also rapidly assess and develop them across levelsand numbers in an organization.

Dr. Cockerill, restated the importance of leadership in today's dynamic and competitive environment with emphasis on how it is the keydriver of superior organizational performance and a vital source of competitive advantage. CHPD's High Performance Behavior (HPB)model, which rests on 12 HPBs that are proven to be key for driving successful leadership, was extensively discussed along with the twovariables that make up a high potential leader: nature and nurture. Further, the integrated leadership technology, coined and used byCHPD, which allows rapid assessment, development and deployment of the leadership behaviors was also noted to have impacted theleadership ability of organizations across the world.

Over all, it was a stimulating discussion and the time was well spent on exchanging ideas, experiences and thoughts on strengtheningleadership abilities of organizations in India among a select group of HR and management professionals of the country. AfterDr. Cockerill's presentation, the house was thrown open to questions and the panelists offered real time examples to enhance thediscussion and allow practical understanding of the topics discussed.

Networking followed at cocktails and dinner


Why Do We Need GoodManners at the Workplace?

– Capt. A.Nagaraj Subbarao

Capt.A.Nagaraj Subbarao is Head-HR & Corporate Relations, IBMT, Bengaluru. E-Mail: [email protected]

It has become fashionable to be seen asno nonsense, tough talking person at the

workplace. What is the effect of this toughtalking on your team or colleagues? Thereis a fine line between being rude and beingstraight and as managers it is fundamentalthat we recognize this.

How proactive must the HR department beand what is at stake in terms of poorOrganizational Behavior or Dysfunction.Unfortunately the issue of dysfunctionaloffice behavior has thrown up a whole lot ofother critical HR issues ranging from attritionto grievance redressal.

My boss calls and I'm in the middle of ameeting with a colleague, but I grab thephone and answer it, ready to run. It mustbe important - after all, it's the boss! Nevermind that my colleague and the meeting areimportant too. The colleague can lump it.He does not do my appraisal.

We know that behaviors like this are rude.We wouldn't behave in this way outside ofthe office. So why do we then allowourselves to behave dysfunctionally at work?

Is it the pressure of work or on occasionswe believe that we can get away with poorbehavior? There is a definite doublestandard when it comes to workplacemanners. But you can't allow thesebehaviors to persist if you want to createand maintain a healthy work environment.

Not to be confused with bullies, rude andundermining colleagues are those whoquestion others' judgment, exclude othersfrom situations, interrupt others whenspeaking, make derogatory comments,withhold information or belittle others' ideas.

A few examples of poor office behavior inIndia are.

Gossiping in the garb of 'networking' isthe favorite pass time as nearly 60 percent respondents love to indulge in itand do not consider it unethical.(Bangalore-IT)Taking credit for subordinate's ideas isnot unethical, says Bangalore andAhmedabad, while rest of the cities begto differ with an average score of 42 percent.

Interestingly, one in every fourrespondents in Chennai hasexperienced mobile/wallet thefts at theworkplace!An astonishing 74% of those surveyedin Ahmedabad do not think that falsifyingtime (of arrival at or departure fromwork) in the attendance register isunethical.

While the above may border on the unethicalthere is no shortage of disrespectful anduncouth behavior, which makes members ofyour team unhappy, and damages thecohesion of your team. It is a de motivatorand will eventually destroy team cohesion.Research found that victims of bad mannersor incivility are less engaged at work, lesscommitted to their organization, not asprepared to go the extra mile and more likelyto resign," said Barbara Griffin, anorganizational psychologist with theUniversity of Western Sydney. The sampleof 54,000 employees from 179 organizationsacross Australia and New Zealand, reporteda higher frequency of bad behavior from theirco-workers, but when their manager or asenior leader was the instigator the negativeeffect on engagement was even stronger.

As a Manager or the HR team to makesure your workplace is free ofdysfunctional behavior requires a two-pronged strategy:

Reward good manners.

Drive out poor manners.

Reward Good Manners

Most of the time when bad manners surfaceat work it is unintentional. It's easy to getcaught up in your own tasks and projects.People's focus gets so narrow that theyforget to consider the impact that their wordsor actions will have on other people.

In an attempt to be efficient and productivewe take a few liberties with our manners atwork. Perhaps, at one time, we apologeticallysaid, "I'm sorry, we are running out of timeand move onto the next point." But now weblurt out, "Next!" or "Let's get on with it, folk!"or even worse 'Cut the crap'.

While the intention may be the same, thedegree of bluntness, or even rudeness, usednowadays is unacceptable - at work oranywhere.

If good people are bruised by someoneelse's rudeness once too often, you risklosing them. How long is it going to take tofind an equally good replacement, and bringthem "up to speed"? How much is this goingto cost? And what opportunities will you havelost in the meantime?

When disrespectful conduct starts surfacingthroughout a company, or when executivesor other key people use it, it can becomepart of the organization's culture. Poormanners can be quickly absorbed intocultural norms, especially when no onestands up and demands courteous andpolite behavior. If my boss can do it, whynot I? The HR team must be alert to thesituation and act before poor behavior turnsendemic.

So what can you do if rudeness is alreadydeep rooted within the culture of yourorganization?

In conjunction with your colleagues,focus on the problem behaviors andcreate a list of the behaviors that areexpected within your team. Be specificso that people really understand whatconstitutes good manners. Dependingon where the problems lie, you maywant to include these items:

Email and Internet expectations.Where people eat.What people wear?Meeting routines and etiquette.Working in close proximity.Communication style - tone, manner,language.Use of supplies and equipment.Telephone manners.Request key executives to demonstrateall the appropriate behaviors in your ownactions. Acting as a role model is oneof the most effective means ofreinforcing what is acceptable andexpected.Until things improve, consider addingthis as an agenda for your regular teammeeting to emphasize and entrench theimportance of change.Reward people for demonstrating politebehavior. Make a point of thankingpeople for turning off their cell phonesbefore entering a meeting.


Until things improve, consider adding amanners category to your performancereview process.

Driving Out Bad Manners

Encouraging good manners is one side ofthe coin. On the flip side, it requiresdeveloping mechanisms and strategies toeliminate poor manners from yourworkplace. When workplace manners beginto slip, it can be hard to stop the slide andregain control.

Open communication and empathy areperhaps your strongest weapons forcontrolling discourtesy in the office. Whenpeople stop talking or sharing theirexperiences and concerns, or when they stopconsidering how their actions make othersfeel, poor behavior can start to work its wayinto the fabric of the organization's culture.

You start noticing that your pen or writingpad are missing from your desk. You don'tsay anything because it's not a big deal. Youdon't want people to think you're cheap or acomplainer so you keep quiet.

First, you have to have a workplace wherethere is open and honest communication.When you do, your co-workers feelcomfortable voicing their concerns and thereare mechanisms in place for resolvingconflicts.

Along with these, people must also believethat something will be done to address theirconcerns and grievances. They have to seethat their issues are taken care of and thatmanagement is just as concerned aboutpoor behavior as they are.

On the flip side, people must takeresponsibility for their actions. They mustthink about the impact of what they say ordo have on other people and the workplace

in general. Whenever you have peopleworking together, there has to be a high levelof respect and concern for others.

Some tips for creating this type of workplaceinclude:

Developing a staff feedback system.

Clearly defining what is not acceptablein terms of appropriate workplacebehavior. This should refer to the "goodmanners" document you create as partof the process of encouraging goodmanners. Have this document circulatedwidely and ensure that new employeesget a good look at it during induction.

Applying a fair and consistent disciplineprocedure.

Creating a conflict resolution process thatbegins with people speaking directly to oneanother, but where they then getprogressively more outside support andassistance if a solution can't be worked out.

Depending on national culture, considerencouraging people to use the words "I'msorry" or "I apologize" - and mean it.

Encouraging people to ask themselves,"How would the other person like to betreated in this situation?" Perhaps evenput these words and phrases inprominent areas of the office asreminders to be polite and courteous.

Tips for dealing with bad mannered co-workers:

1. Do not reciprocate the behavior.Reacting with similar actions can quicklyspiral into increasingly aggressivebehaviors.

2. If circumstances permit, set up adiscussion with the person and tell themthat you find their behavior offensive.

3. Understand your organization's policies

and procedures. If the situationworsens, you can then report theoffensive behavior in an official manner.

4. If you are stressed and upset by thebehaviors, talk to your boss or counselorif you have one or make use of confidentialemployee assistance programs.

As HR managers we must quickly rise tothe occasion, to stamp this rather insidiouslack of discipline, which can destroy a greatorganization.

While the world over HR manager's arelooking to be a strategic partners and arewilling to have their contribution measured,it is important that the basics are notjettisoned. Organizations live by their cultureand bad work place behavior can so veryeasily act as a catalyst for an early demise.

Sources"

1. The study titled Nothing Ethical aboutEthics encapsulates views of thecorporate workforce on workplace ethicsacross eight cities in India - New Delhi,Mumbai, Bangalore, Chennai, Kolkata,Ahmedabad, Hyderabad and Pune.

The study commissioned by TeamLeaseServices and conducted by globalresearch company Synovate in May andJune, covered top 500 companies andhad a sample size of 401.

2. University of Western Sydney website.

3. HBR- Feb 2004. Breakthrough Ideas for2004: The HBR List

4. The No Asshole Rule-Building aCivilized Workplace and Surviving OneThat Isn't.- Robert I. Sutton

5. Managing Emotions in the Workplace:Do Positive and Negative Attitudes DrivePerformance? -Knowledge@Wharton,2007 �HHHHH

Patna Chapter NewsA meeting of National HRD Network washeld in Power Grid Corporation on13.10.08.Mr. Simon Michell of France wasthe official speaker on the occasion.Themeeting was well attended bymembers.The guest speaker waswelcomed by Mr. Ratnakar Mishra,thereafter Mr. M.K. Sinha gave a brief aboutNational HRD Network.Official host of themeeting was Power Grid Corporation and

Sl. No Date Time Venue Topic Speaker

1 06-11-08 6 PM HRD Hall Wellness at Workplace Mr. Kaushik Basu of Elbit Medical Diagnostics

2 13-11-08 6 PM HRD Hall Role of communications Mr. Mohit Gandhi of Satyam Computers

3 20-11-08 9 AM ICBM Industry Expectations from B Schools Panel Discussion

4 27-11-08 6 PM HRD Hall Leadership Mr. B S. Rao of Durga Bearings

5 04-12-08 6 PM HRD Hall Situation Defines Leadership Mr. Noor Mohammed Farishta,Training Consultant

6 11-12-08 6 PM HRD Hall Employee Recognition Mr. Vittal Rangan of Satyam Computers

7 18-12-08 6 PM HRD Hall Strategic alignment of workforce Mr. Nandan Vaidya of Pasayadan

8 25-12-08 6 PM HRD Hall HR-Third Eye of the Business Mr. Ravindra Varma PVS of Matrix Laboratories

Hyderabad Chapter Programs Calender - November and December 2008

Mr. Sudipto Dutta was kind enough toarrange it in a most professional manner.Mr.Michell was introduced by Mr. Dutta whoinformed the participants about theworldwide activities of Mr. Simon and hisexpertise in the field of Meditation and StressManagement.The lecture of Mr. Michell onStress Management left the the audienceasking for more.The question and answersession was very insightful and the memberswanted more of such sessions in future.

The above meeting ended by presenting of amomento of Lord Buddha to Mr. Simon(courtesy Mr. Sudipto Dutta and Mr. V.P.Singh of Power Grid Corporation). Mr. D.K.Baxi gave the vote of thanks. The same daylecture of Mr. Simon was arranged inPatliputra Colony,club which was attended bysome prominent members of the society.Themembers while interacting with Mr. RatnakarMishra and Mr. M.K. Sinha expressed theneed of such meetings and wanted somemore lectures on meditation techniques.


What They Do Not Teach inB Schools

– Vikram Sathi

Mr. Vikram Sathi is General manager, Yell Adworks India, Bengaluru. E-Mail: [email protected]

There are a fewi m p o r t a n t

skills that are muchneeded, in thecurrent businesse n v i r o n m e n t ,which are notalways covered in

our MBA's.

Dual Reporting: Gone are the days whenwe just needed to keep our one boss happy.It is often more than one now. In many jobroles, there is dual reporting in place andone needs to report to two different bosses,and at times these bosses are at differentlocations/countries. It is very common thesedays to see employees reporting functionallyto a person and administratively to another.Managing two bosses, their sets ofdemands, reports, deliverables, and egoscan be quite a challenge at times. HRmanagers need to learn to manage theirbosses, have a fine balance between bothand keep both delighted.

Time Management: With the scope of HRincreasing everyday, HR managers areexpected to wear multiple hats, and bepresent in all most all the meetings, itbecomes imperative to manage timeeffectively.

Its a good practice to meet a section of theemployees at regular intervals to do a pulsecheck, to be present in town halls, attendweddings of employees, wish them on theirbirthdays, celebrate personal andprofessional successes of the employees,be present in R&R get-togethers, getinvolved in actual business, attendcommunity HR meetings, HR seminars,managing your team, go on team-outings,and of course take care of all core HRactivates that are always lined up for you.HR is expected to deliver transactionalexcellence consistently, passionatelypartner with business and of course beeffective in strategic people management.After you are done with all this, you are oftenreminded from several sources about "worklife balance". And its very true, to be effectivein all that you do, you will definitely need tohave a good work like balance and spendenough time off work.

This is a lot of things to do, and I am sureyou can infer the importance of timemanagement.

A simple discipline like organizing yourcalendar effectively, prioritizing activatesand following a simple things-to-do list willtake you a long way.

Managing Your Team: First our own houseneeds to be in order before we look outside,prescribe for success and wear the hat of a

change agent. It's not as simple as it was,to manage the HR team these days. HRmanagers are required to train, mentor,motivate, constantly educate, insulate theteam to an extent, communicate, beaccessible and retain the HR team, to deliverexcellence.

The role of an HR personnel has enlargedand transformed considerably, with thechallenge of managing young people, youngmangers, technically sound but not somatured leads, their aspirations, maintain agood balance between the employee &employer interest, and so on. If this is thenature of the role, then it is all the moreimportant to guide and manage the teamwell. "You're good, and here's how to getbetter." - One needs to follow this tone andMicromanaging is the surest way to kill anemployee's enthusiasm. The smartmanager sets goals and lets teams performwithin clearly defined parameters. As amanager, you need to be buddies with yourteam, at the same time you must commandrespect and lead.

Another dimension to managing teams, ismanaging multiple HR teams, in the samelocation or in different regions. Withcompanies having several SBU's, across thecountry, and HR needing to support them, itbecomes important for HR mangers to leadmultiple teams, ensure effective policyimplementation across, allocate work &special projects effectively in-between them,share HR best practices across SBU's, andmore importantly maintain consistency of HRdeliverables/services across these location.

Crisis Management : Young managers aretrained to implement their strategies,concepts, new ideas and excel in a staticenvironment; however that's generally notthe case, the environment is alwaysdynamic, at times chaotic, filled withsurprises, and crises that keepmushrooming, from different corners. HRmembers are taught to function in an idealenvironment, but in reality there is no suchenvironment that can be termed as ideal.Managers who are not prepared for crisesmanagement, crib and blame it on thesystem / environment and lose focus;however smart managers quicklyacknowledge the situation, don't panic, findopportunities and leverage them. One needsto be trained and prepared, to manageadversities as they come, in a cool &composed manner and educated that everyadversity carries with it the seeds of anequivalent or greater benefit. Being positive,enthusiastic, energetic and looking for asolution, without visibly getting worked-up,is the right approach.

Business HR: It is no more a good-to-have,

but a must-have - yes we are talking aboutHR folks having business knowledge of theirrespective business. HR managers thesedays are expected to partner with the coreoperations team and other support teamsto achieve larger organizational objectives.If they are going to be addressed as HRBusiness Partners & expected to activelyparticipate in business meetings andcontribute to business, then it becomes vitalfor them to understand the nuances of thebusiness, the actual work process, flow ofwork, work volume, employee productivitylevels, a bit about the P&L accounts,budgets, key SLA's, approved headcounts,growth strategies, and general informationabout the clients, products, markets, etc.

From the recruitment point of view, havinggood business knowledge, helps inunderstanding the complexity of the job, softfactors that are needed for the role, urgencyof the role and the budgets available forsalary. All this ultimately helps in hiring theright person. It is definitely better than, justhaving a Job Description to assist you.

Having business knowledge and being up-to-date about what's happening around, willbe helpful when the company is scaling upor rightsizing its workforce. And HR folks withbusiness knowledge, who are able toconnect with visiting clients and businessheads, are an asset to the company.

Successful HR leads, take the HRperspective into account, keep the peopleangle in mind, combine them with thebusiness realties, and present their point ofview or give pro-active advice to thebusiness leaders. This is an ideal approachthat helps in fast and crisp decision making,while taking all factors into account. End ofthe day, the metrics used to measure HR,is business results.

HR's role in Change Management: Allthat's solid melts into air - when change isintroduced. HR managers are expected tobe effective facilitators of change. The HRfunction is expected to have strong skills toin effectively communicate why change isneeded, evangelize & explain the businesscase, lead from the front and managechange, all through.

They should make the start, and must bewilling to walk the talk.

HR also needs to quickly adjust the rewardsystem in place, to reward the new expectedbehavior / new organizational objectives /goals. �HHHHH


The Role of the ITESIndustry in Creating

Gender Equality– Deeksha Singh & Shushmita Gosh

Deeksha Singh is a Managing Partner with WCH Training Solutions, New Delhi. E-Mail: [email protected] Gosh is a Consultant with WCH Training Solutions, New Delhi. E-Mail: [email protected]

Economic reforms initiated in India duringearly nineties have had intended and

unintended repercussions. The economicrestructuring and increased reliance onmarket mechanisms have brought changeswhich may have a tremendous influence onwomen & the way they are perceived in thesociety. More women get work withattractive salaries that can give them acertain confidence and economicindependence. This helps them to withstandthe gender discrimination that prevails in thesociety.

The most promising current field of jobsavailable to women is in IT-enabled servicesand its related business growth mainly,business process outsourcing centers(BPO's). Women constitute about 60 - 70%of the workforce in some BPOs. It is believedthat this is an industry where gender is nota criterion for recruitment, although genderdisparities are found to occur at the highermanagement and technical levels. Like mostother professions it also has its owndisadvantages. It is stressful, under-utilizingof higher education, involves low-endmonotonous work, and subject to heavysurveillance, sometimes customers are rudeand abusive to workers. All this however ismasked with a charming exterior and thewages they earn enable them to experiencea new-found freedom and autonomy. Thekind of training people receive as they workfor these companies has the effect ofquestioning the value of their culture andchanging it to a more western model. At amore macro level, critiques of the growth ofneo-liberal political economy point out thosenational and state governments areirresponsibly colluding with an unrestrainedmodel of economic development thatcapitalizes on the cheap availability ofeducated people.

The ITES segment has played a critical rolein providing large scale employmentopportunities to women. Call centersespecially prefer women as they feel thatwomen are better suited to voice-basedprojects. The intriguing question is - Doesthe opportunity to earn a great deal of money

in a short time present a special opportunityto young women, some of whom are juststarting their careers? Does it make adifference in the balance of respect theyreceive within their families? Do they haveincreased control over money and futureoptions within work and marriage?

Shrinking gender differences in educationand employment point out to the possibilityof improving gender discrimination. Whenmore and more women are exposed to theglobalized world, many changes cangradually alter or reverse the patriarchalvalues of a traditional society. And at leastamong India's urban middle class,particularly among educated young womenemployed in the high-tech sector, a rathersilent revolution seems to be happening thatmay prove to have far-reaching implicationsfor gender equality and social change.Middle-class women in general act as acultural model for others, whether ineducation, employment, lifestyle, marriageor increased female autonomy. Many of theyoung women working in BPO believe thatthey enjoy a remarkable freedom becominga tougher and more assertive person,learning how to talk to people, improvingtheir interpersonal skills, and learning aglobal standard of customer service skills.Apart from the voice and accent and othercommunication skills there are otherqualities stressed for instance patience,flexibility, ability to interact well, and beinga team player. Most women are able toleverage these skill sets in their severalaspects of personal & professional life. Ithas given the women a sense of confidencein dealing, both with their customers andwith society at large.

Much has been written about womenregarding women in various fields liketeaching, aviation, medical science etc. Farless has been written regarding women inthe ITES sector. Studies reveal thatstereotypical attitudes often tend toinfluence the perception about the womenfor instance women are thought to be soft,loving, attending and intuitive. Women arealso perceived as being afraid of

achievement, poor at qualitative analysisand unable to take a tough decision. Todayby virtue of the ITES industry, severalwomen have catapulted to managerial &leadership ranks and routinely take businessdecisions that are firm. This also plugs backinto their conduct & behaviours in thepersonal domain.

The conventional traits attached to women(which facilitate social concern andinterpersonal work) have acted to theiradvantage when it comes to findingemployment in the ITES sector. Society'sdifferential expectations for male and femaleconducts, affect identity as well as behavior.The psychological consequences of thistype of evaluation are significant. Forinstance analyzing the control factor- leadinga team (In the position of a team leader)single handedly and making a point is attimes very challenging and contestingfeature for a women & in conflict with herconventional image.

Now this is where the individual posing boththe masculine and feminine quality comesinto the picture. Defining both the featureswithin the same persona is either stated asdominant or androgynous. Is the BPOprofession more of feminine type asinvariably most BPO employees are womenand the profession in itself involves moreelements from the feminine personality. CanBPOs be considered a genderedprofession?

The question that arises then is - Has theITES sector played a critical role in creatinggender equality? Is this sex role identityrelated to occupational attainment, selfesteem and work satisfaction? How does ajob in the ITES sector per se construct ordeconstructs gender identity? Where arewomen/men located in the understandingof gender equality?

As the ITES industry is slated for growth,creating more & more opportunities forwomen, many stereotypes will be brokenand women will relish the benefits of social& economic empowerment. �HHHHH


Understanding VALUEof Your Employees?

– Makarand Upadhyaya, Ms.Swati Soni

Makarand Upadhyaya is a Faculty Member in Marketing at ICFAI Business School, Jaipur. E-Mail: [email protected]. Swati Soni is a Faculty Member in Marketing at Jaipuria Institute of Management ,Jaipur. E-Mail: [email protected]

The majority of personal relationships endwhen one person doesn't feel

appreciated by the other. Very often theother party is completely unaware that theirpartner feels that way. Cries of "how canyou say that?" and "of course I love you?"are commonplace during break up disputes.And the reply is always the same, -"well ifyou do feel like that, why don't you showme?" It seems the old adage action speakslouder than a word is still as true as ever.

The same is true in business. The easiestthing for senior managers to do is toconstantly tell their employees how muchthey "love" them. Of course they don'tactually use those words, instead they willuse some variation of "people are our mostimportant asset." Yet when we speak toemployees the feedback we get is alarminglysimilar - "if we are their most important asset,why doesn't it feel like?"

To be fair many companies realise this andare trying to get some idea of how theiremployees really feel by conductingemployee satisfaction surveys. However, inour experience you need to be very carefulwhat you ask them. You don't need to run asurvey to find out what people think theywant. Put your money away and I will tellyou now what they will say. More money,better working conditions, less stress andbetter promotion opportunities. There thatwas easy wasn't it? Now you can go aheadand fix these things - right? Wrong!

People are not always aware of what is reallydriving their feelings in the work place. Whatthey think they want and what will really makea difference can be completely different.

For nearly 2 decades, we have been analysingemployee wants and needs and haveestablished that there are 5 key areas thatyou need to address in order to provide amotivating and engaging workplace for yourteams. These areas will show your employeesthat you do indeed V.A.L.U.E. them.

V is for Vision.

Most employees need to know that they areworking for an organisation that is goingsomewhere. Do they know the vision? Doesit make sense to them? Can they see how

they can contribute to the success of thisvision? Most companies feel that their workis done when they have crafted a nice visionstatement and sent a mail to everyoneexplaining what it is. This is only thebeginning. The majority of the effort nowneeds to be addressed in making sure thateveryone knows what is expected of themto make the vision a reality and the principlesand guidelines that they will have to followto ensure the vision is met in the right way.

A is for Achievement

Do all employees know what is expected ofthem? Have their key tasks andresponsibilities been laid out clearly? Dothey know what they are being measuredon? Do they feel comfortable with the goalsand objectives they have been set? Canthey see how they fit into the achievementsrequired of the whole enterprise? Do theyfeel good about what they have done whenthey leave each day? All too often we seeemployees unsure of what they need to doand completely unaware of how their effortsare contributing to the overall effectivenessof the organisation.

L is for Learning

No-one expects to be employed for life -those days are gone. But people do expectto be more employable when they leave yourorganisation that when they joined. Youneed to establish what you are doing as acompany to create a culture of learning anddevelopment. This is much more thanoffering the appropriate trainingprogrammes. Perhaps you have establisheda job rotation system? Maybe you have amentoring or coaching programme? Peoplemust feel free to speak up and discuss areaswhere we are not performing effectively sothat corrective action can be taken. If thereis a blame based culture then people aretoo concerned with protecting theirreputation to genuinely learn and grow.

U is for Understanding

What kind of attitude exists within themanagement team? Do they make agenuine attempt to understand the viewsand feelings of the employees or do theyjust issue their orders from on high with no

regard for the thoughts and views of thosethat will actually carry out the work? It is asad fact of business life that the people whocan have the greatest input on what needsto be done to make improvements are oftenthe ones that are ignored. For example, whoknows best what customers feel aboutcustomer service at a bank? The tellers onthe counter. Who is probably the last personthat senior management would think oftalking to when deciding how to improvecustomer service? You guessed it! You needto develop a culture where everyone feelsthey have the ability to express their viewseven though management may decide notto implement them.

E is for Encouragement

What are you doing each day to create aculture of encouragement? Are peoplereceiving a fair remuneration and benefitspackage? Have we created a culture ofperformance based pay - i.e. do theexcellent performers have the ability to earnmore than the average performer? Whatkind of management philosophy exists? Dowe view all employees as a real resourceand nurture their development? Do we seekto find examples of good performance andpublically praise them? Or do we leavepeople alone when they do things well andthen jump on them from a great height whenthey make a mistake? What values do wehave as a management team? What are wedoing to show people what is important tous and to reward effective behaviour whilstdiscouraging or even punishinginappropriate behaviour?

Are these the only issues that you need totake acre of in order to show people that youV.A.L.U.E. them? No, but it is a good start. Itis much better than falling into the trap ofconstantly telling people that they are reallyimportant to you and then doing nothing tofind out whether they feel the same way.

If you don't want your business relationshipsto go the same way as an unsuccessfulpersonal relationship, stop telling people thatyou really care and do something to showthem. What have you got to lose? Only yourbest employees if you don't get it right!�HHHHH


Unleash the True-self– Ravikanth Balijapalli

Ravikanth Balijapalli, Asst., Professor, Department of Management Studies,Sri Vasavi Engineering College, Tadepalligudem. Email: [email protected]

In the last article, The Art of Perseverancesummarizes individual's non stop actions

towards Goal-Achievement taking valuableinsights from Hanuma in ValmikiSundarakanda. It is not necessary that allactions should lead to goal fulfillment. Infact,'Failure' is a predominant part of every'Success'. It is advantageous for us to learnmore lessons from failure which may not bepossible in immediate success. All it takesis the right attitude towards failure. Thepositive attitude towards failure channelisesour thought process towards achieving amuch bigger picture of the success than itis perceived in the beginning. By the end ofthis article we shall understand the cost ofaccepting failure and its consequences fromour stakeholders. I strongly feel that weshould tend to be much stronger during hardand pressing times in order to demonstrateour "True-Self". The present article is morefocused towards Students community andbelieve me the following facts instigated thisattempt.

In 2006, 5,857 students - or 16 a day -committed suicide across India due to examstress. And these are just the official figures.This fact is quoted by The Times of India17th March 2008. The suicide-notes fromsome of those who killed themselves hadclues as to what drove their tortured soulsto take the final plunge:

....I cannot face my parents and my friendsafter failing this exam..

It would be easy to dismiss student suicidesas an isolated psychological problem facedby the weaker-minded amongst our youngerpopulation. But 5857 student suicides in ayear (and the 2007 number would be closeto 7000 or more when it is published) alsomeans around 6000 devastated families andseveral thousand more friends who will carrythose scars and uncalled suffering for alifetime. That's deep.

As the Student community is tender in ageand may not understand the CorporateLanguage, I feel it necessary to remind themabout a tale, when, a great personality calledHanuma could not escape from thepsychological trauma while in search of Sita.Once again, I am going back to our epics

because I strongly feel that the legacy ofour traditions should be carried forward,otherwise, I fear, that, tomorrows'generations are techno-oriented turnedgrand parents who wish to narrate theirgrand children stories on Mergers &Acquisitions and not values enshrinedin Ramayana & Mahabharata.

When Sugriva had ordered Hanuma to goto Lanka and find Sita whereabouts,Hanuma set out on his journey to find Sitain Lanka. He searched for Sita at all placesin the great city of Lanka and was frustratedfor not finding Sita. Hanumas' goal is to findSita and report her whereabouts to LordRama. This frustration of not finding Sita ledhim to discouraging thoughts about his goal.

The Great Hanuma, understanding his goal,his psychological state of mind, being awareof the contamination of his thought processand comparing with the consequences ofaccepting failure decided not to acceptfailure and went on to resume his journeyto find Sita in Lanka. Finally, in the Ashokagarden he could find Sita, and the rest isHistory. Our elders say that for the fulfillmentof Goal, everyone should possess a. Effortof Man towards fulfilling goal b. DivineBlessings and the sequence should follow.In this proven case, Hanuma did his bestby making up his mind and thoroughly

assessed his situation. He then as a TrueIndian sought the blessings of the divine.

However, let us understand what Hanumawants to give us as noble learning points.Do we understand the consequences ofaccepting failure or suicide or any suchphysical destruction it might be? Once,students are realized to understand theimportance of their survival in the interestsof their Stakeholders, certainly there ismeaning in each and everybody lives. Infact,the Non-depression is at the root ofdevelopment. Absence of despondency isthe greatest comfort. Self-reliance always,is indeed the promoter in all matters.

The moral of the article is quite simple. Weneed not search for solutions by physicallycrossing oceans or national boundaries.Infact, our problems are not so complex toend our beautiful life which can stay alive tocreate wonders. The Hanuman in Valmikis'Sundarakanda is personified as True-Selfin Oneself. Every human has a Hanumanin oneself and the abilities of oneself torecognize the true-self in oneself is whatmakes a Person move towards Personality.Let the Great Hanuman, the best amongVanaras, give us the strength and courageto Unleash our True-self and to AchieveSuccess.

The following table analyse how Hanuman has bounced back from hispsychological loss.

Goal of Hanuma Psychological State of Hanuma

To locate Sita De-motivated, Discouraging, Depressing, Grieving

Hanumas' Thought Process

1. Sita might have committed suicide3. Sita might have fallen down in the middle of journey towards lanka4. Sita might have sunk at the site of ocean5. Sita might have been eaten by Ravana or by his evil wives

Consequences of Accepting Failure

1. Reaching Kishkindha what would Sugreeva say or Vanaras there or those sons wouldsay?

2. Without seeing Sita, entire effort of crossing the ocean goes absolutely waste3. Without seeing Sita, how to face Jambavanta, Angada and what would army of

Vanaras say?4. It is not proper to inform Rama about the loss or no clues about Sita5. Rama might give up his life, if he hear that Sita is not seen6. Seeing Rama in grief, his dear brother Lakshmana will not exist7. Hearing brothers deaths, Bharata will also die and so will Shatrughana8. Seeing sons dead, mothers - Kausalya, Sumitra and Kaikeyi will not exist9. Sugriva may end up his life after seeing the pathetic situation of Lord Rama10. Tara, wife of Sugriva, will not also exist by seeing the distress of her beloved husband11. Young Angada seeing the end of his mother and father will also cease to exist12. Entire army of Vanaras may end up their lives upon seeing Sugrivas' death13. Finally, destruction of Ikshvaaku dynasty and destruction of Vanaras

�HHHHH


�HHHHH

The word "Boss" is generally used by usto show respect to our controlling officer

i.e. to whom we directly report. The generalfeeling is that boss is a supernatural personand can do anything and has the answer toall our queries. This condition is almostsimilar whether you are having amanagement degree in your pocket or not.People have a feeling that the person witha management degree can handle his bossin an easier way than others who aredeprived of that, but in reality it is not so.

You have to remember that your boss is ahuman being like you and humans areextremely susceptible to the moods,emotions and even the ways of thinking ofthose with whom they spend their time.There are only two faces of coin here: eitheryou are fearful of your boss or your bossloves you. You must remember that this fearand love game has very short life anddepends on your knowledge of the job andpsychology of the boss.

It is better to be feared than loved. Fear youcan control; love, never. You have to analyseyour fear as to what is there that is makingyou fearful. For a beginner, it is a slightlydifficult analysis but not so tough that if youwish you can't do it. I am sure with threefour meetings you will be able to know theexpectations of your boss and concentrateon that expectations with your fullcompetence forgetting whether the bossloves you or hates you.

The basic of psychology is that always makethose above you feel comfortably superior.They deserve it also as they are in theorganization before you and know theexpectations of the organizations better thanyou. Make your bosses appear more brilliantthan they are and you will attain the heightsof power. If you are more intelligent than yourboss, for example, seem the opposite: makehim appear more intelligent than you. Actnaïve make it seem that you need hisexpertise. Commit harmless mistakes that willnot hurt you in the long run but will give youthe chance to ask the master who cannotbestow on you the gifts of his experience.

Avoid outshining your boss. All superiorityis odious, but the superiority of a subjectover his prince is not only stupid, it isfatal. This is the lesson that the stars in thesky teach us. There are stars in the sky.They may be related to sun, and just asbrilliant, but they never appear in hiscompany. There can only be one sun at atime. Never obscure the sunlight, or rival thesun's brilliance, but rather fade into the skyand find ways to heighten the boss star'sintensity because without that you will notbe able to shine.

Never imagine that because the boss lovesyou, you can do anything you want. Theshortest and best way to make your fortuneis to let people see clearly that it is in theirinterests to promote you and not vice-versa.The famous thinker Bismarck onceremarked "Fools say that they learn byexperience. I prefer to profit by other'sexperience.

You can't work in vacuum above you. Youhave to manage your boss who is watchingyou constantly. The second ladder is yoursubordinates who are also constantlywatching you. As soon as you join anorganization as head, the persons who willwork under your guidance start evaluatingyou in order to judge where exactly youstand. Some do it to match their wave lengthwith you to deliver the best to theorganization and some do it without anyintention to come closer to you to get undueadvantages.

Here also eighty: twenty rules apply. Inalmost all organizations you will get eightypercent people who will follow yourinstructions and try to deliver the result asper your expectations. They are the peoplewho are loyal to the nonliving chairirrespective of the fact who is there. The resttwenty percent people will take your eightypercent time as they have only ifs and butsfor every thing.

In any organization there may be anotherdivision. According to this you can dividethe whole lot in two segments. In first lot

Manage Everyone for Results

– Dr A K Pandey

Dr. A. K. Pandey is the CEO of Pandey Education Trust, Jaipur. The author can be reached at [email protected]

constitutes nearly eighty percent people whodon't know how to come to your expectationsand with a little labour you will be able tobring them to deliver the result according toyou. The rest twenty percent people are ofthe nature that they don't want to do thework though they know the work. Thesepeople have attitudinal problems, totallynegative people seeing only the dark sideof anything.

As fast you will allocate your people so fastwill be your through with your working. Yourinsight and all the psychology taught to youwill come together to help you here. It isbetter to handle all these with single hand.You are advised not to discuss this issuebut try to pull one by one the people fromthe twenty percent lot to eighty percent lot.You can use here the managementtechnique used by Lord Krishna i.e. SHAM(By using authority), DAM (By payingmoney), DAND (By giving punishment) andVED (By discriminating the right with wrong).Your academic knowledge will play a vitalrole as well as the case studies which youhave practiced during your study. Try toachieve hundred percent but in case thepercentage is less also don't worry butconcentrate to deliver the best to theorganization and in due course of time youwill be able to get the hundred percent result.

The lesson, which ultimately follows, isnot to abolish bad and to be on the rightside but the best administration is to winthe defeated battle. Most of theadministrators generally remark that they can'tchange the organization, as they have notenough power to do it. This is not true.Anything can be changed the only option is tohave a will power of achievement which canonly be achieved forgetting the consequences.Equipped with modern management tools,maximum information and other

related styles one will be able to achievethe goal, the basic requirement is the zealand initiatives and there will be no fear ofbeing a looser.


H R - Specialist yet Generalist

– Somya Amritanshu

Somya Amritanshu, Student, Atharva Institute of Management Studies, Mumbai. E-Mail: [email protected]

HR professional - the word conjures apicture in our mind of a person whocontributes from the time you plan to enteran organization till the time you finally decideto quit.

A person responsible for recruitment,selection, induction ….. the list is quite long.Mentally "scans' you - like an x-ray machine- towards monitoring, guiding, supportingand facilitating you to settle down - ensuringthat you feel good even when it is time toleave the organisation. This is a snapshotof the emerging functions of HR professional.However, is this task easy and so simpleas it sounds? The words used above seem,to suggest so - where as the truth is entirelythe opposite.

The HR professional is like the mirror of anOrganization. The face of the Organizationreflects in his/her actions, performance,behavior and attitude. HR has to strive toensure that the employees in anOrganization feel satisfied, just like an adeptshopkeeper makes his customers feel , "Iam special'. This has to be done, whileensuring that there is no discrimination or,even the thought of it arising in the minds ofemployees at large.

Hence, every HR practice should bedesigned or ,in other words, tailor-madeafter a skilful diagnosis of the patient. Heshould be prescribed only those pills whichenhance productivity and contribute tostakeholder satisfaction.

In a fast growing economy, it iscomparatively easier to associate payingmore salary/benefits to employees andgetting higher contribution. The challengeis more difficult, when the economy slowsdown, to motivate employees to work evenharder. HR has to create the largerenvironment, for employees to believe inthemselves- as displayed in attitude andmore significantly in their contributions.Various instruments are being used by thecorporates to evaluate and rewardperformances and set benchmarks forothers to be achieved.

Careful attention should be made to the factthat there is healthy competition and noenvy/ jealousy/damaging competitionamongst employees. This will then lead topoor organizational results even if individualfunctions may do well.

HR needs to nurture its customers like ababy/young child, catering to their whimsand fancies ,ensuring that they do not falter/fall prey to demotivating influences or,rivalries among themselves.

HR in its true sense should be aFACILITATOR. It is not a direct revenuegenerating process but needs to ease theway for the Line Managers/employees tocontribute to earn profits in multiple figuresfor the Organization. HR needs to tacklevarious mindsets and channelize all theindividuals towards a bigger platform for theachievement of Organizational goals. He/she can even take the help of human

psychologists/consultants etc to help findanswers to difficult people problems.

Herein lies the need to strategise whiledeploying the human focused processesand systems. He needs to set generalisticrules with a humanistic touch andindividualistic outlook so that everybodyfeels one with it and adapts to it quickly.

HR, through patient learning skills needs toease the problem of his customers byframing policies which are universallyapplicable. He needs to observe humanbehavior a lot, empathise with them andarrive at significant conclusions to delivernot only qualititative but also quantifiableresults. He needs to peep into the heart andsimultaneously analyse the mentalmotivation.

Hence the frame of my paper - that HR is aSPECIALISTIC yet GENERALISTICfunction.

Despite the perceived workload andchallenges- with an equivalent of an extraday per week- 94% of HR professionalsinsist that they are still happy in their role.(19th August, Business Standard)

We need to raise a toast to the whole HRcommunity for such high level ofcommitment; for only the people who canwalk the talk can inspire and motivate othersto do so.

Kudos to all the people who have ever beenattached to the HR community!!!!!!!!!!!. �HHHHH

Fascinating Facts– K. Satyanarayanafollow the example of George W. Merck, who

released his hold on the patent tomanufacture streptomycin to save peoplesuffering from tuberculosis. George Merckwas on the cover of Time magazine in 1952above a caption of his own words: "Medicineis for people, not for profits." In China,Ethiopia, India, Nigeria and Russia, thenumber of AIDS cases is predicted to doubleby 2010 with a total 50 million to 75 million inthese countries alone. They will all die unless

medicines are available to them at affordableprices. These patients are running out of timeand cannot wait endlessly for thegovernments and drug companies to decideon patent rights. The rich nations need to dosome thing on top priority.

(Source: The New York Times, March 15, 2003)

232. Why AIDSDrugs Are SoCostly?

The most recent anti-H.I.V. drug, Fuzeon,has been priced at$21,000 a year inEurope by its

manufacturer, Roche. That works out tomore than $57 a day for one person. Whydrug manufacturers like Roche andGlaxoSmithKline are not giving up theirpatent rights to save man kind. They should

Mr. K. Satyanarayana, Hon. Executive Director, National HRD Network. He can be reached at: [email protected]


Should Subhas be fired?

– R. Dharma Rao

Subhas Mazumdar was working in anEngineering Company of national repute

as a Foreman. There was a restriction in thatCompany that Foreman and above shouldnot have a Union as the Company wasfulfilling all their needs. They were calledManagement men. Categories down belowhad a recognized Trade Union, affiliated toCITU. The M.D. from time to time washolding dialogue sessions with allManagement men, totaling about 200, whohad a freedom to question the M.D. on anymatter including their salaries, perks, etc. TheM.D. assured them that he would pay morethan any other competitors in their professionincluding all facilities and perks put together,monetary and non-monetary. TheManagement men, therefore, should notworry that they were under paid. Thus, theMD had enjoyed confidence of all hismanagement men who were mostlycontented. The attrition rate was well withinthe control of the standard rate.

Subhas, who belonged to the State, andcame up from ranks, was taking initiative totake up some issues pertaining to perks. Hewas often discussing with his colleagues onthe matter of their compensation. He wascollecting necessary information with regardto the perks and other payment details offeredby other competitors for comparison purpose.Further, he was of the view that they shouldhave a Union for themselves for addressingtheir various demands. To support hisargument, he was narrating the existence ofOfficers' Unions in the Banking sector, etc.Further, he had a strong feeling that the rightto form a Union was denied. If M.D. wasliberal and taking care of all Managementmen, why he was against formation of aTrade Union by these men? Trade Union wasnot only to take up demands but it would alsobenefit the organization in many ways. He,therefore, opined that MD should be lenientand allow them to form a Union.Nevertheless, majority of the executives didnot feel like that. Further they were of theview that it would become a necessaryheadache as a bargaining agent. They hadfull confidence on their M.D. who establisheda positive rapport and affinity for more than

ten years. They could, therefore, concentrateon their production and allied matters withoutany diversion. On their suggestion, M.D.abolished six years back grades and scalesfor all management men. Each of these menhad his basic pay which was to be keptconfidential. The basic pay was the criterionto receive other perks, allowances, etc.Increments in their basic pay, sometimesmore than once in a year, were sanctionedby M.D to those high performers anddeserving executives

As the days were passing, a time came whenthe Workers' Union had submitted theircharter of demands for revision of all theirallowances, etc. as the period of their earlierWage Agreement was over. The negotiationsbetween the Management and the Unionstarted. There was a strongmisunderstanding between both the partieson the issue of Leave Travel Allowance.While the Trade Union was firm in demandingthe Management to increase the quantumof money, the Management was pursuing theUnion to reconsider its demand on this issuewhich would involve huge financial burdenon them. The Union with lot of prominencetook this issue to the roads. Meetings werebeing conducted in different areas in theevenings which were attended by largenumbers. The Union officials were uncouthlyexplaining to the gathering that the Companyhad adequate funds to sanction extra amounttowards Leave Travel Allowance, but theywere lingering the discussions deliberatelytaking a supplication that the extra burdencould not be borne by them. This plea wasnot acceptable by the Union and would notsuccumb to the argument of the company.

One day, a protest demonstration by shoutinganti-management slogans by the UnionCommittee members and other workers wasconducted in front of their Main Works gate.There was lot of hullabaloo and commotion.The Union General Secretary addressed thelarge gathering elatedly and was proud ofhis strength. The local paper published thisnews in their paper next day with aphotograph of the crowd of the spectatorsnumbering more than thirty. The ProductionManager while reading the paper at about

Case Study-27

Mr. R. Dharma Rao, Head, HR, ICBM. He can be reached at: [email protected]

5-00 pm observed Subhas, a Foremanworking under him, in the throng raising hisright hand, mouth widely opened indicatingthat he was shouting a slogan. He calledSubhas to his room and asked him. Subhasdenied that it was not he and probably someother person who was looking like him wasthere. He pleaded that he should not bemisunderstood. The Production Managersent a report to the top management on thismatter, enclosing the cutting of the paper.Other superiors also identified the person asSubhas Mazumdar. Before taking any actionagainst him, the MD wanted more detailedinformation on the paper report from hisIntelligence Department who confirmed thatSubhas was rightly identified and there wasan evidence that he participated in that bustle.

A charge sheet was issued to Subhas nextday alleging that he, as a Managementperson, actively participated in thedemonstration conducted by the Workers'Union which was a breach of understandingbetween the Management and their men.Subhas, in his reply, totally denied the chargeand assumed that Management wasvictimizing him. He was not culpable thoughhe had initiated with some of his colleagueson the matter of starting an Officers Union.His reply was not accepted and a domesticenquiry was conducted. The charge wasproved.

Questions for Discussions

1. Why the MD did not want a Union forManagement men? What are theadvantages and disadvantages?

2. If you are the MD, how you would like todeal this case?

3. If you are Subhas Mazumdar, what typeof behaviour you would adopt in thisorganization?

4. Are executives of any organizationproscribed not to attend the Workers'Union?

5. Should Subhas be fired?

6. Imagine that Subhas was discharged andhe went to the Labour Court. How thecase would be dealt by them? �HHHHH


AGRAAgra Chapter coordinator Miss Rupali Singhgave a talk on "House Keeping". Whilegiving a talk she correlated the same withJapanese 5's Approach (KAIZEN). Themembers of NHRDN and students of BMASEmgineering College attended the meeting.

Welcome to New MembersPermanent Institutional Member:

Indian Institute of Information Technologyand Management, Gwalior (IIITM, Gwalior)Represented by Dr. S. Rangnekar and Dr.Manoj Patwardhan.

DELHIHigh Performance Leadership-A HRDNetwork Delhi Chapter special event

The event began with the Secretary, Mr.Anubhab Goel, requesting the audience torepeat the HRD Code of Conduct after him.

The Panel Members were:

Vineet Kaul - VP (HR) & Executive Director(Philips India), Arun Sehgal - Director HR(Glaxo Smith Kline), Dr.Tony Cockerill -Founder (Centre for High PerformanceDevelopment, CHPD), Rajan Kaliya - VP(HR) Max New York Life Insurance,Facilitator- SY Siddiqui President DelhiChapter

The topic of discussion was "HighPerformance Leadership" where the panelmembers described various models that areimplemented successfully in theirorganization.

The discussion started with Mr. Siddiquitelling that how the environment is changingfrom a stable nature to that which dynamic,competitive and complex. With this changingscenario, the contribution of leadership hasincreased. The discussion revolved aroundCHPD's integrated leadership technology.Dr.Tony was available through videoconference from UK & elaborated on theconcept by focussing on the strategy ofdeveloping leaders and how the CHPDleadership diagnostics work.

Mr.Vineet Kaul explained many highperformance leadership models. Variousaspects of high performance behaviour werealso discussed like thinking, developmental,inspirational, and achieving.

Mr. Arun Sehgal followed the discussion byadding his point of view. He quoted the

Chapter Newsexamples of GSK and how there was a shiftin the development plan to incorporate thehigh performance behaviour, which led tothe successful integration of HR processes.

The topic was further explored with the helpof examples of the key initiatives being takenat Max New York Life Insurance by Mr.RajanKalia.

Audience questions were also addressed in avery systematic manner. Every audiencemember was provided with a slip to write theirquestion for a specific panel member, whichwere then passed onto them for their response

Mr.S.Y.Siddiqui then thanked the panelmembers for their participation andProf.Ahmed presented mementoes of theevent to panel members. Finally, Mr. AnilGaur concluded the event by presenting aVote of Thanks

HOSURThe NHRD Hosur Chapter Monthly eveningtalk was held on 14-10-2008 at AshokLeyland Management Development Centre.Mr. C Siva Kumar, Industralist and also theChairman of Madras ManagementAssociation, Hosur Chapter addressed theaudience on "Total Employee Involvement".He shared the best management practicesin Toyota company. He explained theprevailing culture and the practices followedin Prabha Industry, owned by him. For thepast 27 years, the industry faced no unrest.He shared how team work is being nuturedin his company. Mutual respect and trust willeliminate blame culture. System orientationwill go a long way reinforcing discipline atall levels. Prabha industry has beenfollowing the best practices such as Openingshot, Fun at work, Outbound learning,Parents letter, spouse training etc.

Mr. R Rajaram, the Chapter President hassummed up the meeting. The members ofHosur Chapter were informed of the NatioanlAnnual conference, which will be held atChennai on 28th & 29th November andrequested to participate in large number.

HYDERABADWelcome to New MembersPermanent Institutional MembersConseco Data Services IndiaRepresented byMohsin Khan Mir Ali, M DChandra Sekhar G, Manager - HR

Annual Institutional MemberBhoj Reddy Engg College for WomenRepresented byEswar Reddy N C DR, PrincipalSubramanyam J B V, Training & PlacementLife MembershipMamatha G, Executive - HR, VisakaIndustries LtdAnnual Individual MemberRamesh Babu S, Manager- HR, CAL OnGroup of CompaniesNamita Koria, Executive - HR, TATA Elxsi

MUMBAISee Page No 29

NAGPURNational HRD Network Nagpur Chapter inassociation with "The InternationalTransactional Analysis Association"organized two days human resourcesempowerment programme TA-101 on 27 &28 Sep 08. The participants had beenprofessionals from Industry & Academia.Also a good number of Counsellors &psychotherapists attended the programmeat Hotel Tuli International Nagpur Mr. AjaySinha GM HRD Ispat Ltd, Mr. Arvind JainVP HRD Indorama Synthetics (I) Ltd &President Nagpur Chapter, Dr. Amishi Arora,Drector Central Institute of BusinessManagement Research & Deveopment &Imm past President, Mr. Ramesh Sangare,President HRDC & Chairman ProfessionalDevelopment Committee, Dr. PrabodhYelne President Nagpur Consellors'Association, Mr. Rakesh Mani of Ispat Ltd,were present to inaugurate the session. Dr.T.S. Radhakrishnan renowned TA expertfrom Chennai took this programme. This twodays basic course in Trasactional Analysisis officially prescribed by InternationalTrasactional Analysis Association USA. Dr.TS Radhakrishnan is a certified accreditedtrainer of ITAA & Neuro LinguisiticProgramming (NLP). Mr Shyam LaddhaCEO Vasundhara Dairy (Amul) & Patron ofNHRDN Nagpur Chapter,. Prof ShyamShukla Executive Director & Mrs. VindaWrhadpande Gen Secretary NHRDNNagpur Chapter. Mrs. TS Radhakrishnan,Mrs Yashashree Marathe, Mr. Amar Damle,Mr. Deepak Menaria AVP HRD Global Logichad been instrumental for the success ofthis programme. Dr. Vijay Anand Phateconducted the proceedings."



Quiz CornerHR QUIZ – 5

1) In communication technology, what is a Piocell?2) Which global brand/product is used by " The Economist' publication to

compare PPP(Purchasing Power Parity) across countries/currencies?3) Which well known and legendary CEO of a global company said these words

and about whom?"He has this rare ability to distil meaningful from the meaningless and transferit to others in a quiet way, without destroying confidence"

4) Which section in the Industrial Disputes Act, refers to the process to befollowed by Management, before altering any conditions of employment ofthose who fall under the definition of"workman'?

5) What is the full form of LSIP in the Learning and Development discipline?6) Where was the 2007 Annual conference of NHRD Network held and where is

it being held in 2008?7) What is the full form of the brand SAP?8) Which large Indian Group's Learning & Development centre is branded

Gnanodaya?9) Who is the newly appointed India Head for SHRM?(Society for Human

Resources Management)10) What is "Garden Leave"?

Quiz Master:

Mr. P Vijayan, Director-HR, CHEP India, MumbaiE-Mail: [email protected]

Answers to Quiz – 41)Chairman & CEO-EXXON-Mobil, 2)Recency- Frequency- Value, 3)OxfordUniversity- United Kingdom, 4)Mind Tree Consulting, 5)Sham Rao VithalCooperative Bank, 6) Exaggeration on either sides- during negotiations, 7) CocoaBeans, 8)the blank space-between areas of print-in a piece of printed material,9) Raschandrika is the "Bible" for Konkani cuisine and Dadimano Varso is the theBible for Jain (Palanpur in particular)Cuisine 10)Leadership in Energy andEnvironmental Design (LEED) Green Building Rating System™

CARTOON CORNERCol. P Deogirikar, Indore

[email protected]

Honestly, I have only one hobby,Madam. Since childhood,

I am fascinated by the bombs; howare these made, what

sort of destruction will these make,etc. etc.....

CORRECTIONThe photo printed on page 34 ofOctober Issue is not of the author ofthe article. The correct photo of MichaelRaj is produced below.

M.S. Michael Raj

The error is regretted.

PUBLISHER"

NEW LIFE MEMBER

DR. ANURADHA PRAKASHEY - CLINICALPSYCHOLOGIST

PATNASee Page No. 31

PUNEAdult Learning Demystified:Benefits forTrainers and Business"

According to the National Centre forVocational Education Research, staffs whoreceive formal training can be 230 per centmore productive than untrained colleagueswho are working in the same role. Trainingis more than placing students in a room andfeeding them with information. It involvesan understanding of the participants andtheir learning styles and should be seen asa two way discourse between trainer andtrainee.

Aaron Smith of MRWED spoke aboutengaging the adult learner and the benefitsthis has for industry while specificallyaddressing the following questions -

* How can we motivate adults to learn?

* How does competency training assistthe encouragement of learning?

* How do different generations learntogether?

* How does investing in learning benefitbusiness?

Few Feedbacks-

1. Vijaya Kumar Cognizant Academy,Pune -

The session on adult learning was a goodlearning experience for me. The faculty washighly knowledgeable and was able to keepthe audience enthralled with hispresentation. I am sure the contents learntwill go a long way in making our sessions toadult learners more focused, resulting inbetter transfer of knowledge from faculty toparticipant.

2 . Nidhi Dhanju Senior Consultant,Infosys Leadership Institute.

Interesting session. It highlights thesensitivity of andragogical practices tolearning and training, the AVK model (Aural,Visual, kinesthetic) is an interesting one andwas well presented with examples andpersonal stories.

VIZAGVisakhapatnam Chapter - Welcome toNew Members

KV.Ramana Murthy, Assistant Professor,Andhra University campus, KAKINADA






Mr. Arvind Jain handing over Memento to Dr. TS RadhakrishnanMr. Ajay Sinha, Prof. Shyam Shukla, Dr. Amishi Arora,Dr. TS Radhakrishnan and Mrs. Radhakrishnan

Dr. Amishi Arora, Mr. Arvind Jain and Dr. Radhika Marwaha

Dr. Anuradha Prakashey accepting the Ta certification byDr. Radhakrishnan


Mr. V. Nagarajan, Vice President introducing the speaker Prof. Siva Kumar welcoming the gatherings

View of audience Mr. C. Siva Kumar addressing the audience

Group photo of Simon with Members of Patna ChapterMr. Ratnakar Mishra, Mr. S.N. Sinha, Mr. Simon, Mr. A.N. Sinhaand Mrs. Meena Sinha.


Vote of thanks by Ms. Riya Riya with Aaron Smith

Sri Y. Manohar, Presenting a memento to Sri DS Varma

(L to R) DS Varma, MNKS Varma, Prof. K. Sivaramakrishna,and Prof. N. Sambasiva Rao


A Round Table Conference on "RelativeEconomics" was organised on 20th September,2008 by NHRD, Jaipur Chapter and IILMAcademy of Higher Learning, Jaipir atAnuvibha Kendra, Jaipur, under the kindpatronage of H.H. Acharya Mahapragyaji. Theprogramme started by a prayer by Muni Neeraj.

Dr. Ashok Bapna,President, NHRD andDirector, IILM-AHL, Jaipur,while welcoming the guests,presented the theme andsaid that this round tableconference will createawareness and knowledgeon "Relative Economics",

which could serve as a model for sustaineddevelopment. He wished for stress free societybased on the principles of Jainism. He wishedthat sociologists, politicians, economists, andenvironmentalists and experts from other fieldscould develop a model for consumptionpatterns for sustainable human development.He said that we should take into account threeP's viz. People, Planet and Profit, by humanedevelopment, environmental protection andmonetary economics.

Mr. R.L. Bajpai, socialscientist, said that we shouldfocus and clearly define thearea of "RelativeEconomics" as an Relativemodel of development.According to him it shouldbe based on morality, ethicsand human values, in place

of profit driven economy. He said that everyreligion gives insight to sustainabledevelopment. While speaking on the theme,he said that although there has been rise inconsumerism, but this development is notbalanced and inclusive. This has resulted inlot of social problems like hunger, poverty,crime, etc. He said that the vision should be toachieve faster and inclusive growth which couldbe achieved through focusing on the quality oflife, and no rigid cultural rules and regulations.He wished if we could codify the principles ofeconomics of non-violence as amultidisciplinary subject.

Prof. Udai Pareek,Management Guru in HRM,spoke about decentralizedeconomy and sustainablegrowth and explained theconcepts with examples. Hesaid that the greenrevolution has degraded the

environment by using chemical fertilizers.Hence we should see that our development issustainable and there is equal distribution ofland for reducing the disparities between richand poor. He wished for right utilization of thedevelopmental policy allocated funds, i.e. forhuman welfare and for sustainabledevelopment. He said that there is a need foreconomic development and the principles ofJainism of non-possessiveness andcompassion. He said that success is not onlyattaining power and money, but also ashappiness, appreciation by the critics and theability to appreciate beauty. He hoped that thissort of ethics-based developmental model

Jaipur Chapter "Search for Alternative Model of Development"could help in sustainable development, andlead us to a safer and more secure world.

Prof. Yogesh Atal, SocialScientist and FormerDirector, UNESCO, Paris,said that in place of capitalisteconomy we should searchfor an economic modelwhich could eliminatehunger, poverty,

unemployment and dissatisfaction in thesociety. He defined poverty not only ineconomic terms but also in terms of non-economic factors like denial of services likehealth, education, infrastructure and medicalfacilities etc. He also tried to relate povertyreduction with economic development. Onspeaking in the context of India he said onabsolute terms poverty has been reduced butthe distribution of people below poverty line indifferent states is not proper. He also relatedpoverty with globalization which has resultedin increasing our needs and also resulted innon-violence in the society. He said that firstlythe solution could be found by adopting ahomogenized culture, in which all the goodpoints of all cultures could be incorporated.Secondly, we could also find solution byexploring our cultural heritage and make itcurrently usable.

Prof Ishii, KagawaUniversity, Japan, said thatthough Japan iseconomically developedcountry, the principles ofGandhiji based on truth,non-violence, peace,"Aparigraya", "Swadeshi"

and use of appropriate technology forsustainable development are being studied. Hesaid that there is a need for peace studies forgreater development and peace action shouldbecome an essential part of education. Hestressed that universal peace could start byinculcating emotions and feeling ofunderstanding. He stressed on the need forresearch for peace. He talked about peace interms of never-ending and multidimensionalaspect starting from within and flowing outside.He defined the peace absence of war or conflict,central positive value and inner harmony.

Prof. L.N. Nathuramka,explained the concept ofRelative Economics andsaid that it results ininclusive growth and tries tobridge the gaps betweencities and villages, men andwomen or genderinequalities, rich and poor, upper and lowercastes, educated and uneducated, varioussectors like agriculture, industry and services,new technology and old technology etc., forsustainable development and prosperity. Hesaid that in the current neo-classical economy,the emotional development is very less. Whilespeaking on Chinese economy, he said thatthough there is high growth rate, but theirdevelopment is not sustainable. He said thatthere should be convergence of ethical, moraland economic development. He also wishedthat the concept of "Relative Economics" couldmake substantial contribution towards

reduction in violence. He finally concluded thatthe topic of "Relative Economics" should bediscussed by experts from various fields andfrom various angles.

Y u v a c h a r y aMahashraman, stressed onmorals and ethics forcomplete development. Hesaid that if the worker is notpaid adequately by theemployer, then he isexploited. Similarly if the

worker is not working productively, then theemployer is exploited. He wished for absenceof both these forms of exploitation on part ofworker and employer. He said that oureducation system should also try for totalhuman development and not just creation ofknowledge. He related terrorism to hunger,poverty and unemployment, and said that theconcept of relative economics based ontolerance and compassion could solve manyof these problems.

H.H. AcharyaMahapragyaji, while givinghis blessings, expressed theneed for intellectual andspiritual consciousness forhuman and relatedeconomic development. Hesaid that this new Non-

violent economic concept of "RelativeEconomics" based on balanced spiritual andmaterial development, change in educationsystem including Spiritualism, Morality,development society, emotional control willsave the society from conflicts, tensions,protection of environmental pollution. Heexpressed the need practicing spiritualism inour life. He said that one should work with inner-consciousness and one should curtail theneeds. He stressed on the need for training inNon-violence for intellectual and spiritualconsciousness for human and relatedeconomic development. He suggested thatNon-Violence is required in becoming goodhuman beings. He finally concluded bysuggesting that now we should work onimplementing the model of "RelativeEconomics" and try to understand that howpractically it could reduce disparities and solvethe problems of the society.

Dr. Bapna thanked all the participants and saidthat this conference has helped the studentsof IILM - AHL students in becoming valueadded managers. He identified two problemsthat are present in the world as fundamentalismand corruption. The solution to these problemscould be the new model of "RelativeEconomics".

Rajkumar Bardia, SectaryGeneral, Anuvrat GlobalFoundation, whilepresenting the vote ofthanks, said that this newmodel of economics couldhelp in moving towardshumane development.

Mr. Sudhir Upadhyay, Faculty IILM-AHL,mentioned that these dialogues provide a goodroad map to prepare a blue print on "RelativeEconomics."






Documents

HRD News Letter | November 2008, Vol.24, Issue:8 · 2013-09-24 · | HRD News Letter | November 2008, Vol.24, Issue:8 8 T here are times when we get stuck for actions to produce results