Induction at Isro

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Succession Planning Transformational Leadership Employee Innovation Induction at ISRO HR in IR Talent Management Ethically Playing Safe
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| HRD News Letter | December 2009, Vol.25, Issue:9
Silver Jubilee Series
ISSN-0974-1720
Regular Features
Articles
Vol - 25
December 2009
Issue - 9
Editor C. Balaji, 506, Sai Siri Sampada, 7-1-29/23 & 24, Leela Nagar, Ameerpet, Hyderabad - 500 016. Email - balaji.chetlur@symphonysv.com Publisher, Printer, Owner and place of Publication with address K. Satyanarayana Hon. Executive Director (Retd.) On behalf of National HRD Network 506, Sai Siri Sampada, 7-1-29/23 & 24, Leela Nagar, Ameerpet, Hyderabad - 500 016. Mobile: 94406-65375 Tel: +91 (40) 2374-2429, Fax: +91 (40) 2375-3191, Res.: +91 (40) 2711-2212 Email: ksnhrd@gmail.com Design Advisor A.Thothathri Raman Consulting Editor, Business India, New Delhi Mobile: 098112-97249 Email: atraman@gmail.com Proof Reading Araman Shahi Operations Manager, Radiant Consumer Appliances Mobile: 99512-23782 Email:araman.shahi@rediffmail.com Office Administration V. Mayan Mobile: 094901-18810 e-mail: nhrdhyd@gmail.com
6 ............................ Presidents Message 7 ......................................... Editorial 8 to 13 ................... Mumbai Conference 15 ............................... Monster Article 42 ........... Remembering Dr B L Maheshwari 47 ............................ Fascinating Facts 49 to 52 ........................ Chapter News 52 ..................... Quiz and Cartoon Corner 53 to 66 ................ Chapter Photographs
Silver Jubilee Features
22 ........... Transformational Leadership and

Organizational Performance Durga Padmaja Konakanchi
24 .............. Induction Programme at ISRO

- A Case Study J Ravisankar
26 ............ The Alignment of Organizational

Learning with Employee Innovation: Developing Congruent Employee Behaviors Dr. Mohan Gopinath
43 ......................... "Silver Jubilee Article"

Advertisements
27 ....................... HR in Emerging Bihar

Shimoni Sinha
2 .................................. Accor Services 3 ................................... Dale Carnegie 5 ............................... Jaipur Convention 14 .................................. Monster Jobs 17 ................................. Dale Carnegie 19 ...................................... Alphastar 21 .......................................... Probe 23 ............................................ Grid 25 ............................... OD Consultants 67 ................................... Global Hunt 68 ....................................... Monster
Column Empowering Internal Customers Global Hunt Humour Review Department (HRD)
28 .......................... Talent Management

Bhaskar Jha
29 ................. The Challenge of HRD in IR

R V Ravishankar
30 ........................ Ethically Playing Safe

Antu Das
31 ......... Kabhi Alvida Na Kehna to Your Job

Sunder Ramachandran
32 ................ A Black Dot in the Workplace

S. Kumar Chandar
16 .............
33 ......... HRM in Health Care Organisations

Dr. P.G.Ramanujam, Dr. G. S.Rama Krishna.
34 .................. Zeros to Heroes -Series 18

S. Deenadayalan, S.Rajalakshmi
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18 .............................. E Verything E
Col. P. Deogirikar Lead Feature
36 ................................... Colleagues
P.Srivani
20 ............. Succession and Career Planning

T N J Raman Case Study
36 ..... Have You Ever Faced Multi-Reporting?

M Venkat Siva Kumar
37 ..... 7 Habits of a Contributing Stakeholder/

(CO star) Vinod Abraham
48 ........ Employment of Married Couple in the

Same Company Suggested Solutions to Case Study No.33. R. Dharma Rao
55 ..................... Counseling Newly Weds

Ratnakar Misra
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| HRD News Letter | December 2009, Vol.25, Issue:9 4
President's Message
presented the way forward to the esteemed members who unanimously gave their whole hearted consent. The focus of the next two years would be to align the Network on three key pillars: 1. Governance: institute constitutional reforms and transparency 2. Engagement: enable an enhanced value proposition 3. Network: strengthen organizational architecture The way forward would be governed by strong focus on execution, measurable outcomes, accountability and transparency - paving the way in creating sustained institution building and enhanced equity of the network. In a highly acclaimed article 'What Business Can Learn from NonProfits' in Harvard Business Review of Jul-Aug 89, Peter Drucker observed succinctly that "Non profits need management even more than business does because they lack the discipline of the bottom line." True indeed ! GOVERNANCE The National HRD Network has a documented set of bye-laws that govern the function of the Executive Board and the Chapters of the Network. The Executive Board, chaired by the National President, holds Board Meetings every quarter and accounts audited every year, without fail. The Chapters are expected to follow the direction set by the Executive Board and play a critical role in enabling sustained levels of engagement, on one hand following the national agenda set, and on the other addressing the needs of the local members. Organizations like ours must be willing to refresh themselves and welcome change, to endure and retain relevance into the future. "Asking 'What is right for the enterprise?' does not guarantee that the right decision will be made. Even the most brilliant executive is human and thus prone to mistakes and prejudices. But failure to ask the question virtually guarantees the wrong decision" reflected Drucker. With two and half decades behind us, this surely is an opportune time to initiate constitutional reforms and to revisit and renew our byelaws and the way we work together. To stay relevant and prepare us for the future that beckons us. ENGAGEMENT The vision of the Network and the agenda and tone set by the National President and the Executive Board finds translation into a wide range of activities that engage the members through the year. Monthly
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Dear friends, Institutions are understood and 'identified with a social purpose and permanence, transcending individual human lives and intentions, and with the making and enforcing of rules governing cooperative human behavior'. What makes an institution endure? What factors govern the prospects of perpetuity? What drives the need to connect and collaborate? These are vital questions to reflect upon to unravel the components of institution building. NHRDN has an overarching commitment to promote the HRD movement in India and enhancing the capability of human resource professionals, enabling them to make an impactful contribution in enhancing competitiveness and creating value to society. It addresses growth of self, the organization and the society at large, creating an uplifting and compelling framework of engagement of individuals in the Network. The abiding purpose of the Network and the remarkable possibilities of contributing through a collective process is the bedrock of this institution. As your President, it is indeed my duty and privilege to articulate the way forward, and present a shared vision that sustains the institution building process and enables an enhanced equity of the Network that we belong to and cherish deeply. Even as I learn from the past two and half decades of growth and consolidation, the time has come for us to imagine what our Network would be for the future generations, and work together to achieve a defined outcome. " For I dipt into the future, Far as human eye could see, Saw the vision of the world, And all the wonder that would be" wrote Tennyson, perhaps aptly summing up the endeavour to envision the road ahead. At the recent Executive Board Meeting held in Nov 14, 2009, on our collective behalf, I
Meetings and Special events, Learning Centre workshops, Webinars, and special programs like "Meet a Mentor', seminars, conferences, training interventions, and informal get-togethers create multiple venues for networking, learning and growth. Books and papers are published to share developments in the field of HRD. The HRD Newsletter published every month and the HRD Network Journal every quarter are vital institutional vehicles for dissemination of news and knowledge. The NHRDN also worked on a critical mission of identifying HR Competencies that meet the need to stay relevant and created "HR Compass" for professionals to equip themselves for a fulfilling role in their chosen profession. Keeping with the times, the NHRDN has created a web presence, built on the social networking platform Web2.0. All of these interventions need to be preserved and persevered with a strong execution focus and clearly defined accountabilities to provide an enhanced and compelling value proposition for the members of the Network. NETWORK While the Executive Board serves the core purpose of setting directions to the Network, the 30 Chapters function with fair degree of empowerment. With the support and guidance of Regional Presidents, the Chapter leaders and office bearers such as Chapter President and Secretary of the respective Chapter provide the requisite leadership and guide the execution of activities at the Chapter level. The range of activities at the Chapter level, and the level of engagement constantly reenergizes the Network, drawing upon each other's capabilities and forging a symbiotic relationship between the local Chapters and the all India Network. It is important to sustain this symbiotic relationship, and even more to support and nurture the emerging Chapters in line with our expectations, and expand our overall membership manifold. The task ahead is daunting yet inviting. In the wonderful words of Tennyson from his Ulysses: "I am a part of all I have met; Yet all experience is an arch where through, Gleams that untraveled world, whose margin fades, For ever and for ever when I move. How dull it is to pause, to make an end, To rust unburnished, not to shine in use!" This is no time to pause. Let us light the lamp of aspiration and illumine the road ahead, as fellow travelers into the future.
N S Rajan National President
Editorial
MAKING UNWORKABLE RELATIONSHIPS WORKABLE: AN APPROACH Consider that every relationship is purposeful: i.e., there is some purpose that needs to be achieved through that relationship. Relationships, then, are instrumentalities. When A relates with B, this relationship is a means for either or both of them to achieve some end. A or B or both may not look at their relationship as an end for a means; they may consider the relationship itself as the end; they may not be aware or conscious of the result; but, that they relate to achieve some end is unquestionable. Suppose there is a strain in the relationship between A and B. This strain jeopardises achieving the end-result that A or B or both want from that relationship. We can say that the relationship has become "unworkable". Depending on the nature of the strain in the relationship, the instrument called relationship that is required for achieving the result doesn't work at all, or doesn't work well enough to produce the result. What needs to be done, under such a situation, is to bring the relationship back to a state of workability. How can we make an unworkable relationship to a state of workability? Here's an approach that was implemented in a workshop effectively. This approach brought 12 strained unworkable relationships into a state of workability. In the extreme case, the relationship between two people was so strained that they had all but stopped talking to each other for a few weeks. And it was a moving sight to see these people hug one another spontaneously as soon as they brought in workability in their relationships. So, here are the steps: 1. Acknowledge that unworkability has set in the relationship; acknowledge the specific result that has run into risk 2. Express authentically the commitment to bring in workability in the relationship to achieve the result 3. Share what has worked in the relationship - i.e., what did A and B do that has enabled movement towards achieving the result (Note: It is important that the focus here is on what actually did A and B do, and not on their qualities and characteristics) 4. Share what has not worked in the relationship - i.e., what did A and B do that has had a negative impact on achieving the result (Note: It is important that the focus here is on what actually did A and B do, and not on either what they did not do or their qualities/ characteristics) 5. Discuss and commit to what should A and B do in the future to accomplish the result (Note: It is important to focus here on what should A and B do, and not on their qualities/characteristics) 6. Thank one another for the commitment to bring in workability in the relationship to achieve the result and for committing for future actions Try these steps out and share your experiences with the readers of the Newsletter.
- C Balaji
A tribute to M. Subramanian by Gayatri Krishnamurthy

E-mail: gayatri@vsnl.com MS was a person of integrity; a true Karmayogi, and a professional who respected the uniqueness in individuals! We all lost a good friend... R. R. Nair MS was one of the few people who I have met with strength in both Concepts and execution. While he could conceptualise both Business and HR issues with ease, his eye for detail and boundless energy made execution flawless. I learnt a lot working closely with himboth on pure HR and on how to add value to the Business. Prashant Sankaran , CEO Blueshift MS, as he was fondly known, was a rare human being for whom duty was paramount. In spite of the dreadful disease, he used to get out of the hospital and start normal work the next day itself. I am aware his daughter is doing a lot of research to save future generations in whatever way she can and I am sure that is the best a daughter can do to a father. I have immense respect for this man who did not care much about name and fame but just went about doing his job. We will miss him forever. I pray God to give his family the courage and strength to overcome his absence and pray God for his soul to rest in peace. V G Nirupama, Managing Director, Ad Astra Consultants I first met MS professionally, but the relationship turned into a friendship that brought me great pleasure. MS was one of the few people whom I sincerely admired and for whom I had tremendous respect. He was a driving force in whatever he did but he accomplished this in a modest manner, his respect for others securing their respect for him. His knowledge and experience made him a lively conversationalist and he tinged this with a sense of humour and a ready smile. Having enjoyed meeting MSs lovely family, both my wife and I extend to his wife Sashi and their daughter Vidya, our deepest sympathies. Our thoughts and prayers are with them in their loss of a very special human being, a loss that we all share. Nigel Copsey. Corporate Vitality India Pvt Ltd
M. Subramanian, an IIM Ahmadabad alumnus (Batch of 1975) and part of the HR landscape in Bangalore for more than 2 decades passed away on November 10th 2009. He was involved with a lot of professional associations like CII, EFSI and a multitude of educational institutions even while he held the top HR post in companies like Madura Coats and Ingersoll Rand. MS lost a valiant 12-year battle with cancer. Many like me have benefitted enormously from his wisdom, generosity of spirit and his willingness to patiently teach us. Here are some of the thoughts from people who knew him well.
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(L-R) Uma Ganesh, Shekhar Chaudhuri, Dr. Uday Salunkhe & Ajit Rangnekar talk on the new model of Employability
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Contributed By:
ure eat ly F lHunt th Mon Globa by

During slowdown, many measures such as cost cutting, job freeze, lay offs, pay cuts became news of the press everyday. One thing which was completely overlooked was employee engagement. Where ever steps were taken for survival, there, many significant aspects were not taken care off. Employee engagement dipped in every organisation resulting in low morale and loss of connectivity with employer. Now when the economy is showing signs of revival, when companies are executing deferred plans, and are recruiting people in large number, then employee engagement should not take a backseat. Instead it should become the driving factor for retention and productivity. Employee engagement is not only affected by how the company as a whole treats and values its staff but by all the interactions an employee has in the work place. Employees must feel fully connected to their company and passionate about their job. It's about empowering employees to conceive and initiate change from their perspective. Employee engagement triggers increased job satisfaction and employee retention. It maximizes workforce productivity. Employee engagement is essential for meeting corporate sales and profitability objectives. Here's how you can engage your internal customers:
Empowering Internal Customers

Encourage - Support employees in their work and growth. Encourage employees to respond to a subordinate's idea as brilliant or even good. Success begets success. Your organisation can support employee growth by providing education and learning opportunities, cross training, coaching, and any other interactions that support employees' personal development. If ownership is the essence of engagement, then creating an engaged culture means pushing ownership down throughout the organization. Empowerment is not enough because it merely gives employees ownership over their own jobs, not commitment to the overall enterprise. It isn't necessary to give employees the power to make strategic decisions, however. It's enough for them to feel that their ideas are invited and taken seriously and that they can influence organizational direction, or at least some part of it. The crux of the matter is to make employees feel that their input is genuinely valued. Remember the clich, "actions speak louder than words." Praise amounts to fine words, but asking people for their advice is action. Surely the clearest way to show that you value people is to ask for their input. It has been proved that engaged employees are more productive than their disengaged peers. Companies with high employee engagement had higher operating margin, net profit margin, revenue growth and greater earnings per share than companies with low employee engagement. Before war for talent begins, GlobalHunt suggests engaging brains of all employees and creating more shared ownership and a stronger group effort to help organization prosper. H
culture of appreciation. Have clear goals and set realistic expectations from your employees and communicate the same to them. Make sure your employees understand the big picture or their part / role in it. Build a "Culture of Appreciation" Year Round: Use 'Employee Appreciation Day' to kickoff a new, year-round employee recognition effort or energize your existing one. By recognizing and rewarding employees throughout the year, it creates a culture of appreciation and a highly motivated and satisfied workforce within your organization. Create a "Recognition Moment" through Meaningful Rewards: Giving employees the generic company watch or one-size-fitsall "gift" is an uninspiring way to say thank you. Rather, award your employees by giving them a choice of meaningful, selfselected rewards such as gift cards, quality merchandise or travel vouchers. When employees redeem their award, it will create an important "recognition moment"-with impact. Empower Everyone in the Process-From the Board Room to the Mail Room: Employee recognition should not reside solely on the shoulders of management. Every person in the organization should be empowered to acknowledge their peers and co-workers for a job well done. This enables frequent recognition and engages the entire staff-not just the top 10 percent-in the process. Tie Rewards to the Bigger Picture for Bigger Results: Employee recognition should be directly linked to the company's vision/mission. This aligns the entire workforce towards achieving critical company milestones. Balanced, appropriate workload - This sounds like a no-brainer, but matching jobs to employees' talents isn't always done. It begins with hiring the right people then matching their temperaments and talents to the job. Often employees fail because their jobs don't match their temperament and talents.
Communicate, Again and Again: Make frequent communication programs as communication raises awareness, increases participation, boosts performance, and most importantly, helps develop that important
Mail us at: corporate@globalhunt.in, Visit us at: www.globalhunt.in
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E Verything E
Col. P Deogirikar
Some years back I was worried about the existence of the HR persons as the robots are destined to take over from humans. An article on this subject was also published in this magazine. But now, the immediate danger appears to be the buzz word e! e-ticketing, email, e-commerce, e-business, e everything e. So much so that I instinctively discount the first e of any word starting with e. Now with this e way sweeping everything, very interesting possibilities could be imagined. Imagine it is year 2020. Imagine I am working as a Human Resource Manager in an advertising agency. And also imagine that there is a candidate who wants to appear for an interview to be a copywriter (person who writes the text, dialogues, jingles in advertisements).
Let us say that some words in writing have been given to this prospective copywriter for him to tell the meaning. His answers could be amazing especially if there have been some extra spaces given erroneously in typing. With due apology, I dont really have to write how good (?), most of the candidates from this central part of the country are in English communication. Hence part of the intended pun is thanks to such inadequacy in this part of the country. In the following lines the written word intended to be given to the candidate is given in the bold. The words actually given to him thanks to some typing mistakes are given in italics and, finally, the answers given by the candidate are given at the end. Here we go Eco-system E co- system e learning in co-education environment, boys and girls in the same class. Eden - E den Den for a hacker an electronic den. Ego E go - A person having electronic go (or drive). The old people like us who have phobia about things electronic, will have low ego. Egocentric E go centric Get to the center of an electronic problem. Elapse E lapse An electronic lapse. Emission - E mission An electronic mission, like the one taken up by Chandra Babu Naidu in Andhra many years ago. Ethic E thic Electronically thick. Equip E quip - A witty saying in e mail or website. Element E lament - A cry of sorrow and grief sent through an electronic means. Elite E lite An electronic bulb. Elocution E locution Electronic location of an entity, like web address. Elucidate E Luci date A date obtained from Lucy electronically. Emend E mend Mending electronically, like updating or changing a website design etc. Emerge E merge Merging of two electronic entities like portals etc. Evaluate E valuate Valuation of an item or entity electronically. Evaporate E vaporate Vaporization of electronic entities, like busting of a dot com organization. Event E vent A gap in the electronic presentation of an organization like some details missing in the company web site. Evolve E volve An electronic valve. Elan E LAN The word it self is wrong for LAN is always an electronic thing- Local Area Network! Emotive E motive An automobile run electronically. Epic E pic Picking an item electronically. Eligible E ligible The clarity of a written material on an electronic medium. Depends on the type/size of fonts, colour, spaces in between etc. Eliminate E liminate Laminating electronically, giving an electronic cover to something. Etiquette E tiquette An electronic ticket. Egress E gress The style of an entity seen electronically, the electronic grace, like the beauty of the web site. Erase E rase - Raising an e-organization. Errant E rrant Rent collected through an electronic media. Anticipating this e - confusion, it is better that the English dictionaries the world over are revamped with special care to be taken about the words starting with an E. I e-nd here (electronic new delhi?)! Hope there will be some e-arth, electronic arth (meaning) left on this planet!
WHAT, you have given him an enema because the patient was suffering from e-motion imbalance! H
Lt. Col. (Dr.) P. Deogirikar (Retd.) is Vice President (HR) with Ruchi Group, Indore. E-Mail: p_deogirikar@ruchigroup.com
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Succession and Career Planning

re eatu dF Lea data becomes the base for further review of
a person's capability to succeed to a higher position.
T N J Raman
are not qualified to take over the positions by virtue of their limited qualifications on other attributes. This leads to another question of grooming persons within their organization to develop themselves to shoulder greater responsibilities as and when senior positions fall vacant. It is important that management action in promoting persons to senior position is generally considered as unbiased and is not a whimsical decision. There is a saying that when a subordinate regularly plays golf with his boss either he is re-exposed about his limitations or gets a nod of approval for upgrading because of the qualities he displays in the golf course. However, personal qualities notwithstanding his contribution to the organizational goals as a senior executive should be the main criterion for selecting him for the senior position. Whereas a succession plan cannot be a published document, it provides to the CEO a professional base for making decision on upgrading of employees. Without a succession plan prepared with considerable thought on the basis of achieved results, it will become a big issue if and when there is a senior vacancy or when existing incumbent retires. Such a plan is a management need and its implementation should be in a manner it causes least amount of ripples in the organization. A lot of debate is there in respect of family owned organizations since succession to the top job and some senior positions like Finance are invariably occupied by a person of the family. In very few family owned concerns a CEO is a Professional Manager who does not belong to the owner's family tree. Here also such a CEO generally functions as an Operations Head with no involvement in Finance and Purchasing. Family owned organizations also require succession plans as a large number of managerial positions cannot be filled by family members because they will not have the experience in relevant technical background. There is a method though not generally acceptable in professional organizations where the "Grape wine" formula is adopted. In other words, after selecting a senior person to fill a slot as per the succession plan exercise, a few months the name of the incumbent is floated amongst employees to observe their reaction. If there are too many negative vibes one has to relook at the decision. H
There is a typical quote about an American

boss asking his deputy 'who is your successor in case you are hit by a truck tomorrow'. We in India perhaps would not make such a crude remark but most probably ask 'have you planned who will take over from you when you retire or shifted to another position in the Company'. In other words both are talking of succession planning by senior level personnel of the organization Succession planning is an essential ingredient of a good manpower plan. The Defense forces are a good example of documenting a succession plan in a Professional manner. In the Army there is always a need for review of appointments beyond the stage of Colonels as up to that level there is an automatic movement to a higher cadre beginning with the position of the lieutenant. Selection committees finalize their recommendations for the various positions from Brigadier up to Lt. Generals within the time span to avoid any gap in the event of retirement of persons at various levels. At every level of the hierarchy there is always a nominated individual who officiates in the absence of the permanent incumbent thus pacing the way for succession in a transparent manner. There are several steps before we begin the preparation of a succession plan. The organization must identify which are the key positions which require to be a part of a succession plan. In a typical manufacturing and marketing organization the positions which come within this ambit are Heads of Manufacturing, Marketing , HR , Finance, Materials, Engineering and R & D ( as applicable to the type of product). Below the above mentioned positions there would be Plant Managers, Heads of Departments in Plants, Sales Branch Managers, Corporate Communications Manager and other senior positions in the corporate office as understudy to the Heads of various functions. For succession planning to be a useful instrument of the Company's overall plans, we need inputs like Annual Performance appraisals and identification of high potential employees. In functions where key result areas are measurable in terms of volume of production and value & volume of sales, this
A typical position requires (a) planned replacement and (b) an emergency replacement. A person identified to succeed a General Sales Manager in a period of 2 years according to the succession plan may have demonstrated several attributes like good planning, organizing skills and motivating qualities. These management capabilities may have to be reviewed in the context of the several sales personnel who he will be controlling. The identified planned successor may require an exposure to different functions for a period of one year and also attend a program outside the organization in general management. A person, who is appointed as an emergency successor because of an unanticipated exit, should be a person already handling the same level of responsibility in another function and with same competence in general management. We find often advertisements by Public Sector undertakings for a Managing Director a functional Director like Finance, Marketing and HR. This is a bit surprising since an organization of the size of most PSU's have qualified and experienced personnel at general management levels who should be considered for up-gradation. There seems to be an arrangement where board level personnel of PSU are provided promotions based on seniority as per positions held in different PSU's and a selection process involving the Public Sector enterprises selection Board. The most difficult task for top management is to assess whether an employee is high potential so that they can be provided a career plan for growth within the organization. The danger of neglecting such high potential employees is that they will look for higher positions outside the organization. A feeling of stagnation may result if they do not perceive that no growth opportunities are available commensurate with their experience, age and talent. A high potential employee is one who is identified as having the capability of going up two levels above his present position. One of the criteria is that such persons demonstrate leadership qualities in achieving results from those who are not reporting to them. When senior positions are frequently filled by outside candidates this will upset the morale of existing employees unless they themselves
Shri T N J Raman is a HR Veteran of 85 years Young based at Hyderabad. E-Mail: tnjraman@yahoo.com

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Transformational Leadership and Organizational Performance

Durga Padmaja Konakanchi
leadership style stems at least in part from its consistent association with superior performance in organization. Other important benefits include increased morale related outcomes such as self efficacy (Kirk Patrick & Locke,1996} Affective commitment to the organization {Berling.et.al,1996) intrinsic motivation and trust in the leaders ( Podsakoff.et.al,1990). Transformational leaders can increase the morale of the employees by using their interpersonal skills. Employee's morale depends on myriad factors. Transformational leaders always identify these behavioral changes in the employees and try to find out their problems in the work place. Effects of transformational leadership on employee empowerment and team effectiveness Studies in this genre of leadership have shown that transformational leadership is positively related to employee satisfaction and in those in role behaviors which constitute job performance (Bass & Avalio,1990). Transformational leadership has also been linked to outcomes such as leadership effectiveness, quality improvement. The best example in this context is the leadership style of Sir Winston Churchill. Effective human resources development can also take place, when the leaders are able to empower the employees to achieve their individual goals. Churchill tried to manage the performance of his people through realizing their strengths. He firmly believed in a dialogue. He makes an attempt to know his people. By taking time to understand his team people, a leader gets to see organizational climate. This will enable to understand whether things are on the right track or not. The leader is responsible for setting individual goals this can be aligned into organizational goals. Creativity, team work, employee empowerment are essential factors for a successful development of human and professional competencies that lies in the hands of successful leaders. They need have a vision for their organization, and use that to empower and drive employees for the organizational development. Studies on leadership and management skills (Bennis & Nanus,1985) suggest that the practice of empowering subordinates is a principal component of managerial and organizational effectiveness.. Transformational motivational skills leadership and Introduction Leadership to Transformational Effective leaders are always good motivators and coaches. They know how to bring out the best potential in their employees and also know how to set up reasonable goals for their employees within their expectations. When the leader exhibits confidence on the skills and competencies of the employees this will energize them to perform well. This is also an integral part of strategic performance management. One can learn and apply the motivational skills of Sir Winston Churchill. He demonstrated great forgiveness and magnanimity but never harboring grudges. He knew that his responsibility as a leader was to be genuine and to be someone whom others could look to and respect in the workplace. In doing so he kept people calm and focused while maintaining sense of urgency to get the job done. Churchill was a visionary leader, during crisis management, whenever there was a need for strong leadership. Churchill`s approach to motivate the team members was to first explain the ground realities to them. Then the leader should inspire the team members by offering them a vision. They should motivate them how to get things done. Finally they should mobilize the team into action. Conclusion Transformational leaders always have the uncanny ability to win people and influence their actions. They are the truly inspirational and have long term vision for the organization. The true challenge of leadership emerges in dealing with people. Dale Carnegie in his book "How to Win Friends & Influence People" writes, "when dealing with people remember that we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity'. According to Dale Carnegie (How to win friends and influence people, p, 16) instead of condemning people lets try to understand them. Let's figure out why they do what they do. That's lot more profitable and intriguing than criticism and it breeds sympathy tolerance and kindness. The more emphasis is given on effective human resources development and in nurturing their talent it will be a source of competitive advantage to the organization. H
A new paradigm known as transformational leadership has emerged with the changing business environment and therefore important to understand who transformational leader are and what they are made up of. Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and in the process develop their own leadership capabilities. Transformational leaders also have charisma. A great example of great leadership is the style of our very own Mahatma Gandhi, who basically helped India gain freedom by harnessing the ideas of the Indian populace for an independent rule from the British. In contrast another example in this context is the leadership style of Sir Winston Churchill, one of the greatest leaders of all time. It is not hard to find the examples of modern leaders who are inspired by Gandhi and or Churchill. In the contemporary era we have a bevy of transformational leaders such as Steven Jobs, Warren Buffet, Bill Clinton, Bill Gates and Narayana Murthy. Transformational leadership and team performance In an organizational context it is important to determine how a transformational leader can improve team performance. Strong leadership plays an important role to help the team members to work in a collaborative environment. Transformational leadership is also positively correlated to total quality management, which has become one of the critical success factors for the organization to gain competitive advantage. The strategies that are employed by the leader can lead to positive behaviors that are related to their job and can also lead to employee job enrichment which is one of the important factors for the organizational success. Impact of transformational leadership on the followers influence strategies Transformational leadership also attracts interest in a business organization. The popularity and the attractiveness of this
Ms. Durga Padmaja Konakanchi is Professor, Magnus Business School, Hyderabad. E-Mail: bharatudu@yahoo.com
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Induction Programme at ISRO - A Case Study

J Ravisankar
Preamble: Effective induction is needed to achieve long-term benefits and organizational goals. New employees get familiarized with the corporate objectives, mission and expectations. It helps to solve any unrealistic expectations and prevents any surprises or shocks for new employees and develops a two way communication channel between the employees and employers. This case discusses the structured Induction Program with an example of ISRO Induction Training Program (IITP). Induction Program at ISRO: A typical induction program followed in ISRO is popularly known as ISRO Induction Training Program (IITP). IITP is a formal, collective and centralized induction practiced at ISRO since 2002. Every new recruited Scientists/Engineers of level SC&SD has to undergo this program that lasts for about three months. This case briefly describes the method, contents and features of IITP. Objectives: To provide general information about the organization. To create a feeling sense of importance of individual contribution. To inculcate ISRO culture. To provide networking. an opportunity for programs, organizational, national, international aspects, management perspectives et al. It is a 10 days module being held at Vikram Sarabhai Space Centre (VSSC), Trivandrum. Module-II: Technical Modules - This module has the following three parts Part-I: Technical Module-Launch Vehicle Area Part-II: Technical Module-Satellite Area Part-III: Technical Module-Space Applications Area The above technical modules are held at Vikram Sarabhai Space Centre (VSSC), Trivandrum, ISRO Satellite Centre (ISAC), Bangalore and Space Applications Centre (SAC), Ahmedabad respectively for about 10 days at each centre. Each part provide general technical inputs pertaining Launch Vehicle, Satellite and Applications. As part of Technical Modules, Lab visits of major ISRO centers are also organized. Module-III: Area Specific Intensive Module (ASIM) In this module, the trainees will be well exposed to in-depth technical knowledge and also they are engaged in carrying out a small project work in team mode. It lasts for about 45 days duration. Features: It provides a platform for interaction with senior Scientists/Engineers of ISRO who dedicated their life for Indian Space Program. Centre/Lab visits are major strength of IITP that helps in seeing world class laboratories in an organized way for newly recruited Scientists/Engineers. Otherwise, it is a rare opportunity even for employees of ISRO. It provides an excellent opportunity for networking as they are staying together almost for three months. The IITP also includes non-academic activities like picnics, cultural program, et al. in addition to academic and organizational inputs. This promotes a culture of ISRO family. During IITP, participants are also exposed to different cultures of our country. In a nutshell, Induction is a unique Training & Development program of ISRO. Of late, it has been restructured based on the feedback by participants. Present structure has two modules only and also duration has been reduced to two months by minimizing technical inputs pertaining to respective group. The recent evaluation study of IITP at SAC has concluded that IITP is perceived as a better knowledge-intensive learning platform in one's professional life and also a platform for socialization that helps in removing anxiety of new environment. Conclusion: A good induction program will create a favorable impression of the organization and its work. Just as a favorable first impression of an individual helps to form a good relationship, so a good initial impression of a company, a co-worker, or a supervisor can help a new employee adjust better. Induction helps in creating feelings like sense of identity, sense of importance and sense of development among the new entrants. Thus, a structured induction is vital for any organization in order to create the best first impression. References: Aswthappa K, Human Resource and Personnel-Text and Cases, Tata McGrawHill Publishing Company Limited, New Delhi, 2006, p-178. Khanka S S, Human Resource Management (Text and Cases), S Chand & Company Ltd, New Dehi, 2003, p-87. Acknowledgements: I sincerely appreciate the contribution of Ms. Swati Garg/Ms. Dipesh Arora, Summer Interns of PGDM/MBA in the evaluation study of IITP, which has helped to document this case study. H
IITP Structure: The program is structured into the following three modules. Module-I: General Module This module broadly addresses history of space programs, dimension of Indian space
ISRO INDUCTION TRAINING PROGRAMME [IITP]

Technical Module General Module Launch Vehicle Satellite Space Applications Area Specific Intensive Module (ASIM)
Mr. J Ravisankar is a Scientist, HRD Division, Space Applications Centre (ISRO), Ahmedabad. E-Mail: ravikavi@sac.isro.gov.in
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The Alignment of Organizational Learning with Employee Innovation: Developing Congruent Employee Behaviors
Dr. Mohan Gopinath
INTRODUCTION In this paper, a novel concept of linking employee behaviors with motivation/ innovation is attempted. This is meant to be applied in organizations where organizatinal learning is evident by its presence. In short, what the paper attempts to do is to look at the causal linkages between employee behavior/ motivation, innovation, and learning, and how the interlinking between these paradigms changes as the employee moves higher up in an organization. A FRAMEWORK FOR ALIGNMENT The framework reproduced in Table 1 below, shows the linkages between employee behaviors and organizational incentives/ motivation. If the alignment is correct, then the outcome is the presence of organizational learning of different types. If there is a mismatch, then the motivation levels as revealed by the behavior of the employee comes down, and there is a correspondent decrease in the level (and quality) of organizational learning in the company. In the table reproduced below, the link between the first two columns is the organizational goal as perceived by the employee. The desired behavior is detailed in column 3 and is followed by the specific type of individual motivator, which drives the employee. As will be observed, the higher one moves up the organization, the more complex becomes the type of motivation required to drive the employee to deliver better performance. The last two columns detail the incentives which could provide this motivation (again, the higher one goes up the organization, the more complex the incentive), and the level of organizational learning which exists within the organization at that particular level attained by the employee. AN ILLUSTRATIVE EXAMPLE OF ORGANIZATIONAL INNOVATION HSBC The bank is an amalgam of many banks and now operates under the umbrella of HSBC Holdings plc, and is a UK bank. Many of its principal companies opened for business over a century ago and they have a history, which is rich in variety and achievement. The HSBC Group is named after its founding member, The Hongkong and Shanghai Banking Corporation Limited, which was established in 1865 to finance the growing trade between China and Europe. The Global Environmental Efficiency Program enables HSBC offices worldwide to showcase environmental innovation and share best practice to help the bank achieve its environmental reduction targets. The environmental efficiency initiatives focus on some key areas: Behavior - training, awareness raising, flexible working practices;
Table 1: Employee Behaviors and Organizational Incentives/ Motivation: an Alignment Towards Organizational Learning
Stage Perceived Organizational Goal Learning Desired Behavior Individual Motivation Personal curiosity Organizational Incentives Provide growth opportunities, team work Provide learning and growth opportunities Remove barriers, compensation and benefits Recognition by top management Existing OL Levels*as Perceived By the Employee Single-loop learning
Trainee
Exploration
Entry Level Executive Middle Management
Meeting basic Exploration, departmental targets experimentation Meeting Integration, departmental targets, acceptance achieving departmental 'fit' Strategic outcomes Integration, acceptance, exercise of authority Continuous improvement of performance, discovery (new opportunities for self and company)
Curiosity, increased knowledge Compensation, moving up the ladder
Single-loop learning Single-loop bordering on Double-loop learning Double- loop learning
Senior Management
Recognition, compensation, moving up the organization Industry recognition, self actualization
CEO
Strategic outcomes, organizational endurance, organizational excellence
Board approval and appreciation of actions. Peer recognition
Deutero- learning
*Organizational Learning Levels: Single - loop learning occurs when errors are detected and corrected and firms continue with their present policies and goals. Double-loop learning occurs when, in addition to detection and correction of errors, the organization questions and modifies its existing norms, procedures, policies, and objectives. Deutero learning occurs when organizations learn how to carry out single-loop learning and double-loop learning. The first two forms of learning will not occur if the organizations are not aware that learning must occur.
Dr. Mohan Gopinath is Professor, Dept. of HR and Registrar, Alliance Business School, Anekal, Bangalore. E-Mail: chinnam.gopinath@gmail.com
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Benchmarking - developing flagship buildings to recognized environmental standards which are independently certified; Footprint Management and Innovation - reducing energy and water consumption, business travel and carbon dioxide emissions, paper use and waste production. This will include piloting innovative and new technologies and working with our clients in the environmental sector, Environmental Management Systems - systems and processes optimizing the efficiency of the bank's operations. What is important to note in the foregoing paragraphs is the emphasis laid by the bank on getting employee buy-in into a program, which is not a part of core banking activities. By giving them the required inputs on the necessity of giving importance to the environment, the bank has done three
things: a) it has developed in the employees a pride in working for an organization that is forward looking, and has adapted to changing times b) it has communicated to the employees that sustainability is important for any organization, and this sustainability can only be built through programs which are, prima facie, not in line with the core purposes of why the company was established, and c) being an international bank, these initiatives have achieved a global reach and acceptance The initiatives taken by such companies promote a mind set in its employees, which make them realize that the spread of learning and knowledge are as much a part of their core responsibilities as is the efficient performance of their role in the company. CONCLUSIONS
The framework presented in this paper (Table 1), tries to show the interconnection between the three organizational imperatives - learning, employee behavior and innovation. I am deeply indebted to Dr Dolphy Abraham et al for the model of the framework in Table 1, which is similar to a model developed by them - Abraham, D et al (2004), Alignment of Organizational Incentives, Proceedings of the Tenth Americas Conference on Information Systems, New York. The table shows that the higher up the employee goes in the company, the more sophisticated becomes the motivators, and so does the complexity levels of organizational learning show an increase. It can therefore be concluded that the quality, sustainability and number of innovations in an organization is directly proportional to the levels at which the three imperatives have an interplay.
H
HR in Emerging Bihar
Shimoni Sinha
ihar is emerging as a fast moving developing state of India. Though 90% of the population is in rural areas, not all of them depend on the state for employment and living. The changing scenario in Bihar gives several challenges for designing the Human Resource strategy. It is time for Bihar to look at the Human Resource related challenges from a long term perspective of 10 years. There could be a question why this is necessary at this point of time. Bihar can achieve accelerated growth and development using its human resource potential, if it plans well. This challenge for Bihar has several dimensions. One dimension is the necessity to accelerate educational interventions at different level from primary to post graduation plus. Fortunately, some differentiated and quality institutes of excellence have started functioning in Bihar. An example of this is Chandragupta Institute of Management, Patna. The future planning in HR needs to be understood in a segmented fashion. Further, this challenge of Human resource
development needs to be addressed at the level of Government, corporate and other agencies such as financial intermediaries and non-governmental organizations. We would like to highlight the role of corporate and Government in Human Resource development in Bihar. Since, Bihar is an integral part of India, corporate needs to look at the state in term of big investments which will give them commercial advantages. However, Corporate Houses need to follow a definite policy of aligning with the Government and other institutions in becoming a partner or a contributor in the development of Bihar. In other words, the objective of corporate need to be not only the commercial gains, but social responsibility related roles for reaping the benefits of the state which is at the bottom of the pyramid. This is a new concept. The vision can be contribution to Human Resource development in Bihar to facilitate faster development . The talent pool of Bihar has emerged as the major profit generator in many commercial
organizations across the globe, thanks to their intellect and well honed managerial skills. The same success formula can be replicated in Bihar. Candidates with local roots have a better cultural grounding. These local candidates can substantially help the businesses and eventually help the state to grow. If HR specialists can take initiatives to contribute in growth of these future managers from Bihar, it is more likely that they will be able to create a sense of belongingness and affection among these individuals for their state. So, it provides a unique chance for the HR to develop people who, in future, will be helping their organizations to grow. Human resource development of the state is a part of the much larger objective to bring back Bihar in the mainstream of development. When we are saying human resource development, it includes people from the lowest rung of the society. Inclusive growth through social entrepreneurship is the next big challenge for HR in Bihar. H
Ms. Shimoni Sinha is a Second Year Student, Chandragupt Institute of Management, Patna. E-mail - sinha.shimoni@gmail.com
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Talent Management
Bhaskar Jha
n the first decade of new century, People management has overshadowed any other area of management. The distinct, unique and most significant resource or differentiator is the Human Resource. The quality of people is what determines success of any organization today. If an organization wants to be extremely successful in trying conditions, they must hire and retain talented individuals who would also be team leaders and team players. If a nation desires to be successful it must have a sound education system. The talent gap is compromising organizations growth big time. The rising salaries in years 2000-2007 was a proof of organizational war over a few talented individuals. More than half of India's billion-plus population is below the age of 25 which is the demographic advantage India has. But over 40 % of the workforce of about 400 million people is illiterate and another 40 % comprises school dropouts. Demand for graduates over the next five years is likely to be 14 million and only 13 million students will be produced by our universities good or bad. There will be a quantity shortfall and a huge quality gap despite demographic advantage. More than 1 million people lacking the ability to participate in the workforce has the makings of a potential demographic disaster. There will be an army of young people left behind and increasingly frustrated with their plight. They not only have potential to derail India's growth prospects, but also challenge the basic fiber of the society. With a literacy rate of 61% India scores very poorly compared to Brazil, China and Russia. Rival China already produces more than three times the number of PhDs every year. Home to some of the world's oldest Universities, India is witnessing only 10 % of those who enroll in first grade pass the high school. Female participation is abysmal. Without hundreds of millions of Indians receiving a better basic education, it will be virtually impossible for India to achieve its "Dream Potential". With our new and dynamic education minister Mr Kapil Sibbal, India can look forward to become a talent super house. In tenure of less than
six months he has made impactful changes to improve quality of education in line with changing times. Organizations spend a huge amount of money and time to train their employees and bridge the gap. Infosys has its training institute at Mysore which can house 15000 people at a time. New recruits spend about six months learning trick of the trade despite the fact that recruits are most talented lot coming from most prestigious institutes viz IITs and IIMs. Recently State of Secretary of United States of America visited India and in one of the programs with Aamir Khan televised on Times Now channel it was discussed that India has a better education system than that of US and Indians are very hard working. However, Goldman Sachs and some other major reports & findings counts the lack of quality education as one of the 10 factors holding India back from rapid economic growth. Analysts say it raises cost, including salaries as firm vie for the best with reduced productivity and compromising firms' competitive advantage. Ideally education should happen in colleges it should not happen in company campuses. Secondly changing attitude, behavior of an ageing workforce is a major challenge. The education should develop required attitude and skills and should not depend heavily upon rote system of examinations. Of all the big issues challenging corporate, education is the starting point. If education is managed properly then a lot of things can go right in the country. Infosys spent $ 175 million on training & education in FY 200809. Similarly, all organizations devote their vital resources viz. Human, Time & money on Training and development without an effect which a sound education system can bring with it. 90 % of total education budget goes in paying salary of teachers both in private & Government schools and colleges and hardly anything left for infrastructure, books, library etc. Those who do not get lucrative jobs, join teaching and not all of them are motivated or committed to impart quality education.
Another important aspect of education is vocational training offered by ITI. It is not the white collared jobs which need focus but more importantly focus should be on blue collared jobs. The manufacturing sector needs more & more of such personnel. Generally white collar productivity kills the organization while we focus on productivity of workers. In European countries the salary of an experienced technician is higher than a junior engineer. If higher wages and status are guaranteed for blue collared jobs also, more students will prefer to join vocational courses as per their capability & interest. This is especially true in a country like ours where research & development gets the least priority. An European consultant once jokingly remarked that in India you have five supervisors for one worker. We should change this trend. Another major issue which needs to be tackled is migration from the rural to urban areas. We need to corporatize the agriculture sector. Though this suggestion appears to be a 360 degrees turnaround from the system followed in India (Zamindari system). But there is a huge difference between the two. Once the corporate groups enter this field more research will happen & best in the field from around the world will be made available. HPCL is also doing it in its own small way by involving in Jatropa & sugarcane cultivation. Every individual is born with certain talents. We need to identify, develop and nurture it. Talent management is not only an art, but also is a science. Right talents, when encouraged can bring fortunes to organization. Here comes the role of Corporate Training Department of an organization which identifies the gap and bridges it with right interventions. However, there are some roadblocks which must be overcome. The words "Our people are our greatest asset" is probably one of the commonest phrases on the lips of chairmen and in company annual reports and in all forum we speak highly about newly invented "P" that stands for people. But ask a few managers to name some items on cost cutting list and
Mr. Bhaskar Jha is Dy Manager Training, HPCL, Mumbai. E-Mail: rupannagra1986@gmail.com
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reply will come "Chop the training budget". "Train a salesman at age 40, that's impossible. Salesmen are born not trained". However, I am proud to say that at Hindustan Petroleum Corporation Limited Management is pro training and whole heartedly encourages learning. Employees are very receptive and they look forward to Training & Development. Officers set themselves goal and one of the quadrants of Balance Score Card is "Learning & Growth". HPCL has taken several HR initiatives in this area viz. Competency
mapping, competency based training interventions, developing internal coaches / faculty with a fair amount of success. It is always easier to retain people you are not too worried about than the ones who are vital to organization. In such dynamic situation "Training & Development" comes to rescue of both employees and organization. Training is actually neither a cost nor an investment but it is a strategic decision. Once we define it as strategic, it becomes easier to enroll all concerned and
achieve desired results. The moment we categorize it as cost, it seems to impact profitability adversely and if we say it is an investment some or other review meet there will be a question of return on investment. Most of the star performers in an organization look towards recognition, foreign tours, career progression etc as reward and an effective tool in retention game. Let us focus on needs of our star performers and organization will become leader by itself. H
The Challenge of HRD in IR

R V Ravishankar
The ghastly attack on the HR executive in

a Coimbatore factory and the current industrial unrest in Gurgaon has brought into sharp focus the role of HRD in industrial establishments. The moot question here is whether HR has failed to make an impact on IR. It is necessary to understand the history and background of IR in India. Industrial relations is a highly regulated subject in our country with a host of laws like Industrial Disputes Act etc, Court judgments and control by Governments thorough labor machinery. This had led to the creation of the iconic 'workman', dreaded by managements, supported by political parties and protected by laws. Unions assumed a major role and exercised total control over their members. This had created a 'compliance' mindset in managements that it is enough to comply with the legal requirements as mandated by law, judgments of Courts, awards of Tribunals etc and for the rest it is better to keep the workers at arm's length. A policy of 'benign neglect' was considered appropriate and there was no effort to engage the workers directly and our industrial establishments became highly segregated with workmen on one side and the managerial staff on the other side with a sharp cultural, educational and class divide. There were of course notable exceptions like Tatas who placed a lot of importance on the welfare and growth of human resources even before the term 'HRD' came into usage.
HRD is a pro-active concept directed at an individual employee for realization of his full potential. Its impressive success in the service and ITES sector can be attributed to the dominance of individuals in the sector, be it a bank teller or a waiter in a fast food restaurant or customer relations executive in a BPO. Industrial production units on the other hand are dominated by tight-knit groups of unions and affiliation and loyalty to one's group is more important than individual aspirations within the groups. This is the inherent challenge of HRD in IR. How to target individuals and succeed without alienating or antagonizing the groups controlling the individuals? The first step should be to come out of the 'compliance' syndrome and have the courage of conviction to reach out and bridge the divide. HR interventions should take place at group level and the groups should be made a willing partners and the individual worker should be reached through the group so that the group does not see it as a threat to its existence or interests. It is better to engage the dominant group first where there is multiplicity of groups. Once the group is convinced of the benefits of an HRD-oriented approach, the individuals in the group will be quick to follow. Any attempt to reach out to the individual bypassing the group may be counter-productive. One of the major problems in industrial establishments is the lack of avenues for career progression for workmen. A clerk in a bank can aspire to be a member of senior management cadre one day but there is no
way a workman with ITI qualification can aspire to become the General Manager of production or materials. The absence of formal educational qualification is a bigger handicap in industry than in a white collar job. An experienced and skilled workman can get a good compensation but he cannot break through the glass barrier. Imparting English knowledge skills and continuing technical and management education and career progression based on competence and knowledge level without insistence on formal degrees/diplomas would open up new vistas for the bright and aspiring workers to progress in their careers instead of being confined to the same trade or skill for the entire career. Soichiro Honda, the legendary founder of Honda Automobiles did not have any formal technical qualification but it did not prevent him from setting up an empire which has excelled in automobile design and production with a reputation for high quality engineering. There are many bright and aspiring workers in our factories and HRD must create an ecosystem of career growth to unleash the Hondas in them. HR can successfully emulate its impact on service sector on industrial sector with a change of strategy and methodology. HRD in production industries should evolve as a distinct specialization and HR practitioners with long years of experience in IR should document and share success stories for the benefit of others. A large database of case studies will help the specialization efforts and will form the core of the new strategies and initiatives. H
Mr. R.V. Ravishankar is Retired Chief Manager, United India Insurance Company, Chennai. E-Mail: rvravishankar@yahoo.com
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Ethically Playing Safe
Antu Das
Mithu Pal, an executive with loan and

advance section, has always been an obedient and sincere employee. But her recent behaviour started causing inconvenience to a large number of employees. Being in-charge of loan & advance section her job matters to a number of people. Now whoever comes to her, he or she had to face really a bad time, as she uses to make it horrible to attend them. If repeatedly requested for any early sanction, she puts the application under such a process that approval becomes an impossible. Her colleagues have been ignoring the issue quite sometimes considering that the things will improve soon. But, days turn into week and weeks to month, her misbehaviors kept intensifying with the turn of each day. She has no regret for doing so. Gradually her colleagues have been able to discover the reason behind the sudden behavioral change. The crux of the matter is that she has recently been divorced by her husband. People have pity on her but how long things may continue when her personal issues were taking toll on official activities. Her negligence started affecting the office. Now it was getting wearisome for employees to cooperate with her any more. She was getting aggressive and lost control over her tongue too. In a recent occasion when Mr. Shiney applied for an immediate loan for treatment of his son, not only she deliberately delayed it but her language was enough to irritate him at this juncture of time. His son was not getting proper treatment resulting in loss of speech for lifetime. Misbehaviors, which have been ignored for quite a long period, were getting converted into grievances. Moreover how long one can tolerate stress when no changes are observed in opponent's behavior. Every day the Head of Human Resources was to receive calls alleging Mithu for some reasons or other. To every call the Head (HR) has the only answer that he is looking into the matter and will come
out with a solution very soon. Maintaining integrity requires an intervention of the Head (HR) but he never pays an attention to the issue nor did he ever try to counsel her. The Head (HR) who is disciplinary authority and her (Mithu's) departmental in-charge too could not succeed ignoring the issue too long. As an efficient administrator he changed his strategy and whenever he receives a telephone call from aggrieved employees asked them to send him an email with a brief narration of the incident. Sooner his mail-box was flooded with complains alleging Mithu on various grounds. He knew it better that delay sometimes acts as remedy to many problems. No action is taken against her. Fed-up with movement of the issues employees stopped complaining anymore and looked for alternative arrangements. Either they refer to other executives in the department or approach a financial institution. Almost a year elapsed since the episode started, Mithu was also recovering from the nightmare. Her returning to normal regains the section with previous stature. The things were back to usual again. One day Mithu received a loan application of Head (HR). Mithu put it in the order she received it. There were many irregularities in his application and processing takes more than a month. The boss was expecting an out-of-turn favor but it didn't happen so. By the time sanction comes it was too late to deal with the purpose for which the application was made. But more than anything else the incident injures the prestige and status of the Head (HR). The boss plays safe in expressing anxiety. He wisely used his authority, organized all complains accumulated in his mail-box and prepares a charge-sheet. After few days a peon from In-charge's office hands over Mithu a memo. The memorandum brings more than a dozen of allegations asking to prove her innocence
against the alleged misconducts. Mithu immediately referred it to Head (HR). The Head replied that he has tried his level best to protect her from every harm but helpless now. People have reached the top. As long he could, tried to defer it, assuming that everything would be okay in the long term. Now he is under the pressure and superiors were regularly inquiring into the progress of the issue. Boss even regrets his inability and begs to be excused.
After thanking the boss for his extraordinary help all throughout, Mithu returned back to her own work. The disciplinary proceedings started after a week. There was a heap of complains with narrative of the events which were presented as exhibits. The enquiry officer found Mithu guilty of the said charges in pursuance of which the disciplinary authority after considering the findings of the enquiry officer awarded the penalty of removal from service with immediate effect. Questions Q1. Mithu was dismissed for her alleged misbehavior of unbecoming of an obedient employee. Her dismissal has valid grounds but what are the unethical components involved in her removal from the service? Q2. What has emerged as a potential reason for initiating disciplinary proceedings when so many months elapsed to the occurrences and Mithu has returned to her normal again? H
Mr. Antu Das can be reached at: das.antu@yahoo.com

Kabhi Alvida Na Kehna to Your Job

Nisha Bhardwaj a
26 year old business analyst with a consulting firm in Delhi says "I was always struggling to meet deadlines and often ended up working on weekends to cover up. I decided to leave the job to get away from the pressures only to see my past repeating itself. A discussion with my new boss made me realize that the real issue was my poor time management skills and unless I improve on that front, I will continue to feel overworked in any job" Nisha depicts the trend amongst young professionals to jump from one job to another without trying to address the root cause of dissatisfaction. While your reasons could include a bad boss, lack of appreciation, no promotional opportunities, too much work etc, there are ways you can reignite the passion in your current job and never say 'Alvida' to it. I am never going to get promoted Do you feel stuck with no hope of promotion? You don't see any job you'd like to do next. If that's the case, you may want to discuss these possibilities with your boss. Make sure that your boss feels the same about your performance. There are many times when our view of our own performance is very different from the way the Boss looks at it. Ask your boss if you could make a horizontal move to another department. A lateral move could perhaps provide you the intellectual stimulation you are looking for and open doors for a future promotion. Volunteer for new projects and assignments. Most organizations value initiative and people who want to continue to learn and grow. Consider swapping assignments with a colleague who feels like you do about his/her job. (Do get your boss's approval for this) I have a terrible Boss This is infact the most common and the top reason why people leave. If your boss is just plain nasty and snobbish, then leaving may seem like a good idea but there are other managers who may be failing to provide you a sense of direction, involve you in important decisions, appreciate your efforts and partner with you for your growth within the organization. Consider the following: Communicate your concerns to your boss. Many people don't realize the impact their actions create. Others just don't care. Even
Sunder Ramachandran
bosses need to be told. So don't assume them to know exactly how you feel. See if you can be transferred to a different department. Try to remove yourself from the manager's influence if the relationship is badly strained. If you are planning to leave anyway, you have not got a lot to lose. Talk with your manager's boss or the H.R department to see if they can intervene and bail you out. I am overworked Well your organizations may be following a 'lean & mean' staffing model and trying to achieve more with fewer employees. Get some data around your daily productivity i.e. no: of hrs you spend at work, no: of days that you have to do overtime or any trends of having to work on weekends etc. Present this evidence to your boss and suggest options like - hiring a new resource, getting a part time resource or get an intern to work with you and assist you, identify redundant and mundane tasks that may be eating up your time and delegate them to a colleague. "Duplicacy and redundant work can be completely avoided by discussing and brainstorming options with a senior colleague. Young people often keep their frustrations to themselves and feel insecure. Open communication can not only solve problems but also help in retaining employees" says Delhi based Abbas Rizwi, Director with Eternity Training & Placements. Do not crib about your problems rather present facts about how the extra work is affecting your work life balance and also impacting your motivation levels. Nobody seems to care You put in tremendous amount of hard work but to no avail. Your office does not seem to care. You feel unappreciated. Speak to your boss and get his/her inputs on your performance. Tell the boss you'd like to sit down with him/her regularly to obtain feedback, both good and bad, so you can improve. 'What goes around comes around'. Make it a habit to appreciate others and celebrate their achievements. Your colleagues and boss will reciprocate this emotion as well. Sometimes, feeling unappreciated has to do with money. Analyze the market trends for average industry salary for your profile. If you feel you are underpaid, have a discussion with your boss and present any facts that you can to support your claims. Follow up to make sure it happens. I am not cut out for this job Do you dislike your daily tasks and the content of the job? It's good if you have realized that you are in the wrong career/job. At least now you can do something about it. Consider these options: Revisit your career history, think of events or occasions when you received maximum appreciation and felt satisfied. Evaluate your educational background. See if you have the credentials in place for the career you are aspiring for. If you feel an MBA is a must for an H.R opening, then work towards it and request for an inter-departmental transfer. Revisit your career every 6 month and evaluate your key skills. A lot of people don't know what their strengths are unless they are told. Speak to colleagues and friends and get their feedback about what they view as your strengths. Young professionals today are looking at making a quick buck, things like career enrichment and job satisfaction are lower in the priority list. This results in frequent job hopping" says Noida based M.S Ramesh, Sr Manager H.R with NTPC. I work with a bunch of losers You love the job but hate your colleagues and peers. You avoid seeing them eye to eye. Just ensure the following: Ensure that the dissatisfaction is not stemming from your own insecurities. Often our unhappiness is inside of us and has little to do with the action of others. Analyze your own actions. E.g. -Do you repeatedly start a new task but then quickly lose interest and become disillusioned? If you spot a trend, the unhappiness may all be internally generated. If the unhappiness is inside of you, only you can make certain changes to your behavior to make your job interesting. See if you can control any aspects of the job that is bothering you. If you identify areas you control, try fixing them. Perhaps sitting in the break room listening to people complain and a spread rumor is spoiling your day. Stay out of there for awhile to see if your outlook improves. So let leaving the job be the last resort that you turn to. It's better to work towards strengthening a relationship and sustain it rather than breaking away completely.
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Mr. Sunder Ramachandran is a Managing Partner at WCH Training Solutions, a New Delhi based Training & Consulting firm). E-Mail: sunder.ramachandran@gmail.com
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A Black Dot in the Workplace

S. Kumar Chandar
"One Mouse dropping ruins the whole pot of rice porridge" Chinese Proverb It is a Monday Morning, new day and you are going to your organization. Your boss being kinder than usual and your colleagues falling over themselves to be helpful to sign an agreement with the client, life can't get any better at the end of the day. Your boss is braying for your blood and your most dependable aide has quit. Organizations pay a heavy price by hiring people with a negative attitude. Negativity is a barrier to change. The leech-like environment can drain strength and other's happiness also. It can be the result of miscommunication or attitudinal problems at the work place. Unfortunately most of the time people do not recognize the signs of negativity. It will be recognized when people spend more time by criticizing and judging others in the organization. Negative behavior is classified into three different styles; Internal, External and verbal. Internal: People with internal negative attitude will bottle up their emotions and become "work-alcoholics", control freaks or know-it-all experts. These people don't recognize their co-workers directly, and finally lead to frustrations. External: External negativity is about behavior. A very destructive negativity can result in actions like backstabbing or rabble rousing. People with this kind of attitude are vociferous about the way they feel and may spend hours thinking of ways to spread discontent about their co-workers. Verbal: Words can be stronger than actions in influencing or putting others down. In this respect verbal negativity can be as destructive as the external one to demotivate the co-workers. Verbal negatives spread gossip and make cynical statements, which can harm the health of the organization. Negativity drains the employee's enthusiasm and creativity. Working in a negative environment is stressful and unpleasant. The different types of negative work place behavior is listed below 1. Personal Insults 2. Invading co-workers personal problems and territory 3. Threats and intimation interns of verbal and non verbal. 4. Withering e-mails 5. Public shaming, dirty looks or status degradation rituals. 6. Abuse behavior include by putting down and silent demeaning acts that drive people out of the organization. When negativity goes unchecked, the morale of the people takes a toss and consequently productivity slips. An individual with high morale is usually cooperative and helpful. Morale improves efficiency and effectiveness of individual. Want to turn around negative employees and better relations? Here are a few guidelines: Clear Communication: Identify the problem/person with a negative attitude and take immediate steps to get on top of the situation. Have frequent talks with your subordinates and seniors to keep the lines of communication free and strong. Make sure your co-workers to understand what is expected of them. If your superior is thinking of implementing some drastic changes tell your superior how you and others feel about them. Share with him your ideas and your fears. Building Trust: Start by building trust between you and your co-workers by applying all the interpersonal skills to develop building and nurturing relationship of mutual trust, belief and concern. Keep all the co-workers informed of about the important development and decisions. Involve: The co-workers feel that they are competing with their colleagues for recognition, promotions, or appreciation. A competitive environment gives rise to the fear that if important information is shared, somebody else will claim credit for it and walk away with the laurels. The kind of behavior can deter many from sharing and helping others. The challenge before manager is to check that this kind of excessive competitive attitude does not become recurrent. The negative moral will destroy the group's ability to work as a team. The success of job depends on how well the employee can relate them with their colleagues and superiors. Treat other coworkers with respect and dignity. In Order to avoid the negativity in the work environment all the employee should follow the guidelines given below. Don't criticize, condemn or complain about your co-workers. Give honest sincere appreciation It is important to focus on behavior, not on the personality of the individual(s) you're dealing with. Show respect and be sympathetic for your co-workers opinions, ideas and desire. Remember that unjust criticism is often a disguised compliment. If you are wrong admit it quickly and emphatically. Try honestly to see things from the other person's point of view. Learn to relax & enjoy during the time of work environment. Put enthusiasm in to work. Don't get pulled/involved into gossip Teach the employees how to fight negativity The employees in the organization have to know, how to fight against the negativity behavior in the work environment. The Intel, the world's largest semiconductor makers gives full time training on "Constructive Confrontation", which emphasises that negative things happen, when the employees use personal attacks, disrespect and intimidation. When a problem happens, only the loudest and strongest voices get heard and there is no diversity of views. Finally the affected employee resigns from the organization. The employee have to learn how to "argue as if he/she is right and to listen as if he/she is wrong". The Intel tries to teach their employees through lectures, role playing and through observing the way manager and leaders fight. Conclusion Putting the right practices and policies in the workplace is useful, if it leads to civilized conversations and interactions. Being around people who look angry makes you feel angry too. Most of the time the workplace environment matches with the Arabic proverb: "A Wise man associating the vicious becomes an idiot". The most important steps in dealing with workplace negativity are recognizing negative thoughts and spread the positive energy. Everyone has negative feeling, but the important thing is how to react to negative situation and deal with negative emotions. Keep a positive outlook and mindset. It may just spread to those around you. Finally, do not battle violence with violence. H
S. Kumar Chandar is Faculty (Systems) in SCMS-COCHIN, E-mail: s_kumarchandar@yahoo.com

HRM in Health Care Organisations

Dr. P.G.Ramanujam, Dr. G. S.Rama Krishna.
others. Emphasis should be placed on professional competence, human relation skills, integrity, loyalty and commitment and identification of the personnel with hospital's mission and philosophy during different stages of the selection process. Training and Development Unfortunately, hospitals have hardly realized the growing need and importance of training. They send only the top doctors and senior nursing staff for training. Most hospitals do not feel the necessity of giving any kind of training to the rest of the employees. The deployment of training can be done through regular continuing medical education (CME) for doctors, nurses and technologists, bed side teaching for doctors and nurses, training through joint departmental councils (JDC) for hospital attendants in subjects such as waste management, oxygen therapy etc. There has to be an evaluation system in place for monitoring the effectiveness of training. The parameters to be monitored could be feedback from patients and relatives, number of readmissions for the same ailment and above all customer retention. Wage and Salary Administration The ability of the hospital to pay the wages prevalent in comparable hospitals is an important consideration. The financial position of the hospital is a major factor to be considered in the establishment of a wage and salary plan. Regarding the mode of disbursement of salaries, some hospitals pay in cash on a working day during working hours while some others by crediting in the bank accounts of all the employees. In most of the hospitals the length of the pay period is usually a month. Working Conditions, Safety, and Employees' Welfare Hospital employees have to work constantly under conditions of great stress. It is therefore, the responsibility of the hospital authorities to provide them good working conditions which meet the accepted standards of cleanliness, ventilation, illumination, natural air etc. so as to ensure their safety and welfare. In this respect, factories are governed by statutory provisions under the Factories Act, 1948. However, it is a pity that there are no such provisions applicable to hospitals. It is important to introduce a system of accident prevention in the hospitals because at any given time there are large number of people inside the hospital premises mainly the employees, patients and their attendants. Performance Appraisal Some hospitals have developed a system of executive appraisal, while some others are adopting the KRA (key result areas) appraisal system. Appraisal is done by giving targets to all the doctors and employees at the higher level in the form of key result areas (KRAs) which are reviewed twice a year. The annual appraisal identifies the "super" achievers who are recognised as fast trackers. Other appraisal system used is the 360 degree appraisal which includes self-appraisal, superior's appraisal, subordinates appraisal and peer's appraisal Collective Bargaining in Hospitals Collective bargaining is on the increase in hospitals, but it is still not as popular as it is in industries. Hospital employees are not as union-minded as the industrial workers. Hospital managements believe that collective bargaining can have adverse effects on the skilled and unskilled employees, thereby endangering patient care. Some of them even argue that the high cost of medical care in hospitals can be attributed to the unions and their demands. Collective bargaining can have a positive influence on the management-union relationship if the union's efforts can result in better service to the patients and reduced costs for the hospital. Conclusions Employees communicate the real spirit of the hospital. The manner in which they perform the duties assigned to them, what they say and do, how they say and do it and the degree of cordiality and cooperation that exists among them make for the efficient and smooth functioning of the hospital inside and create the public impression of the hospital outside. Tata's H.R philosophy "attract good people, retain the better people and advance the best people" is a right step in this direction. Thus, the need of the hour is to develop and adopt scientific principles of HRM in hospitals for the optimum utilization of its greatest resources i.e., its personnel to improve and render the highest quality of medical care to its patients. Deep Publications, New Delhi, 1992.
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Introduction People constitute the valuable human resource needed for the development of any country. In assessing a country's resources for economic development, the health of the people should be reckoned with. The development of healthcare facilities is influenced not only by the opening of hospitals and health care centers but more so by their proper administration and management. The concept of human resource has already been adopted in industries in India, but it is yet to gain momentum in the healthcare institutions of our country. Unlike any other industry, the advent of technology, modernization, computerization, newer diagnostic and intervention techniques, has not reduced the need of human labour in hospitals. Since most decisions made in health institutions involve people, HRM plays a very significant role in effective performance of a hospital. Human Resource Functions in Hospitals Human Resource Planning Health man power planning is a process of estimating the quality and type of knowledge, skill and attitudes of a health system. The staffing norms should aim at matching the individual aspirations to the objectives of the hospital. The core determinants of staffing the hospital organization are quality, quantum of work, round-the-clock service, professional and technical skill required in the job and optimum utilization of its personnel. Recruitment and Selection Hospitals present a wide range of positions in terms of skill and personality requirements because patients and visitors are more impressed and concerned with the sympathetic and empathetic attitude and attention of the health-care personnel rather than with any other aspect of the hospital. While recruiting employees, the hospital must first identify the job requirement and while interviewing, an attitude and aptitude survey of the candidate must be done. In the hospital environment, recruitment is generally made through giving advertisements in professional journals and newspapers for different categories of posts such as doctors, paramedical staff and
Dr. P.G.Ramanujam, Professor, Swarnandhra College of Engineering and Technology, Narsapur. E-mail: puppalagramanujam@yahoo.co.in Dr. Gandham Sri Rama Krishna, Asst. Professor, Dr.C.S.Rao P.G. Centre, Sri Y.N. College, Narsapur. E-mail: krishnagandham@rediffmail.com
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Zeros to Heroes -Series 18

S. Deenadayalan, S.Rajalakshmi
Civic Gandhi Recently the leading film actor Mr. Kamala Hassan said, every one of us have Gandhi in us and that doesn't surface in action in most of us while it does in some. And this is true of our Civic Gandhi DR. M.B Nirmal, founder of the ExNoRa movement. Dr.M.B.Nirmal, social thinker and social activist is our hero of this month. A B.com Graduate started his career as a Dispatch Clerk with a Nationalized Bank in early 70's is the founder of 29 organizations today and he is proud to have created such self-sustaining and satellite organizations for social change. Nirmal is the founder of ExNoRa, a nongovernmental organization which has immensely contributed to creating cleaner, greener and more enviro-friendly world. Land Lord to Landless Born in a family that enjoyed a rich ancestral property of 500 acres in the prime location of Chennai he had to face the reality of life when these properties were lost by his grand father and father in business. Crisis continued and his father left him with a debt of 15 lakhs. Finally he landed-up in a place called 'Gariappa Road' in T Nagar, Chennai with a number of slums. "Be the Change" than changing the place Sympathies flowed and one day his aunt said to him, can't you go to a better place? Nirmal believes in making declarations and his definition of declaration is that 'you make an affirmative statement to yourself on any mission that's important in your life'. That's how he declared and said to his aunt 'I can't go to a better place but I can change the place where I live'. It sowed the seed for his revolutionary thoughts and what ExNoRa is today - a sheer accident. Nirmal started to work with the people in his neighborhood on a mission to keep the environment clean. He realized that it isn't important to know about environmental management but knowing how to involve people in environment management is vital to the change process - a believer in Gandhian philosophy. He made them partners and his declaration worked but slowly. Gradually he expanded his movement beyond Gariappa Road. Ordinary student honored by the college after two decades In the meanwhile things changed in his professional side as well. Nirmal, an ordinary student, who used to get 40% in school exams managed to complete his B.Com and took-up the job of Dispatch Clerk in a nationalized bank. A few years ago when his alma mater, the famous Pachaiyappa's College celebrated its 150th anniversary, after thirty years of his passing out from the college, published 150 'Outstanding students of the college', Nirmal was one among them which included eminent leaders and personalities, virtually the "who is who" of Tamilnadu including two former Chief Ministers Mr.C.N.Annadorai (Tamilnadu) and Mr.Brahmananada Reddy (AP) amongst the alumnus of the college joining the list of who have immensely contributed to the development and transformation of the society. What happened in between is the story of inspiration. Leveraging the sixth sense During the early days of his career in the bank, once when the officers had difficulty in tallying the books of a particular section he took-up the task on his own, helped them to find the difference and tallied the books in 3 minutes. While everyone thought it was a fluke in the beginning but he proved it by doing it again and again the same way of even the books of other sections. He believes that everyone has a powerful sixthsense and through keen observation anyone can deliver the job at higher efficiency. As a dispatch clerk he used to continuously observe how tallying is done before the books are handed over to him to be dispatched to other sections. Over a period he learnt the list of possible errors and the shortcuts to correct them as well. That's how he succeeded in doing what is otherwise the job of the officer. Things changed and he went on to become an expert in tallying. He went around branches only to ensure that the books are tallied and closed in time. His service helped the bank in clearing off many backlogged work. He realized that it was in fact he who was de-motivating himself all these days, what he calls the fragility he developed because of peer comparison in the community and the standard judgment offered to anyone when they score only 40% in academics. Fortunately the declarations have helped him. He grew up to become Officer and eventually Manager in the bank. Simultaneously he completed his law degree also. Nomination rejected for training Becomes trainer in NIBM When Nirmal was manager of IOB, Teynampet branch, Normal's direct superior recommended his nomination to a high level training program at 'National Institute of Bank Management' (NIBM), but it was rejected by the General Manager citing the reason that for a programme of such high standard Nirmal is not suitable. Having come to know of this, Nirmal made another declaration - he said to himself that he would make it up to NIBM at him earliest. The declaration did miracles. Nirmal went to NIBM within 6 months not to undergo training but as a Trainer. How it did happen? During one of the training sessions at NIBM, a Psychology Professor remarked why bank mangers make so much fuss about getting the work done by their subordinates, as after all nothing is so easy and exciting than handling people?. He went on to say banking should not be just handling money but handling people who handle money. The senior executives of banks who attended the programme did not agree and asked the Trainer whether he ever had the opportunity of working in a Nationalised Bank and dealing with staff? Those made the Trainer to fittingly answer the participants who raised the question by bringing a manager who was successful in handling and motivating his staff and make him address them. A fax was sent to all the banks to submit to NIBM 'a name of the most successful Bank Manager
S. Deenadayalan and CEO and S.Rajalakshmi Architect - Organizational Capability &Team Leader- Organizational Development Centre for Excellence in Organization, Bangalore. deen@exploreceo.com, raji@ceotalentsearch.com
who had motivated his staff'. Names poured in including that of Nirmal from IOB and he was the choice. He knew nothing about training except that he was confident of sharing what he did. That's perhaps the reason why his training session became a great hit at NIBM. His unconventional approach to training inspired many. For every statement of theory he had an example to share to reach the common man in a very simple manner. Subsequently, he held positions at various branches of the bank including his stint at Hong Kong as Chief Manager for four years. Training was in fact another portfolio he handled throughout his career. He trained people on what he believed 'you can do', 'you can change' and he became a great motivational trainer. Even today he gets calls from those who attended his program 1015 years ago requesting him to share his experience with their staff. You have 48 Hour a Day Over the years he has developed modules to address specific needs - Spot Spark and Spot Success, Fashion your Passion, Motive Action, Study Smarter and Not Harder, 48 Hour Day etc to name a few very interesting sessions. Today he conducts a wide range of programs for all sections of the community and corporate. Two decades of ExNoRa Nirmal founded ExNoRa in the year 1989, many years after his informal movement at Giriappa Road, with a clear vision to mobilize and empower communities to participate in preserving nature and preventing environmental degradation, thereby improving the quality of life of the common man. ExNoRa's fundamental philosophy is that no environmental protection or management is meaningful unless it becomes the conscious choice of all or substantially all the population. ExNoRa since the start has seen that mismanagement of waste was the most important cause of environmental degradation, and that this affected the poor more than the rich. The inability of the local bodies to manage the waste was due to the sheer volume that was generated and lack of resources. This problem needed a solution that involved the participation of people who after all are generating the waste. Its success was in its ability to motivate people and involve them in the sanitation of their area. This became possible by bringing them together through neighborhood communities called Civic ExNoRa's. Over the past decade and a half, ExNoRa has been able to motivate and form thousands of Community Based Organizations (CBOs)
named "Civic ExNoRa" across India, who took "Civic pride" in their locality, managed their waste in an environment friendly way and in part were able to participate in the governance of their locality. ExNoRa firmly believes it is quite possible to develop different kinds of replicable models to suit different places and situations. The various prototypes developed by ExNoRa are indeed replicated everywhere today. The vision has been to promote sustainable human settlements, through the promotion of waste management as an income generating opportunity. Practices today by Civic ExNoRa's include Solid Waste Management, Liquid Waste Management, Rain Water Harvesting and Recycling among others. Innovator - every moment Nirmal kept promoting models and organizations such as ExNoRa Innovators Club, Civic ExNoRa, Home ExNoRa and many more just to ensure that the concept reaches all corners and involves all sections of the society in promoting green and clean environment. He believed that social transformation is possible only when the likeminded and socially conscious people come together. This led to formation of management committees, operational teams and he delegated most of the responsibilities to them and remained as a Mentor. Nirmal is an atheist (if that's how one who believes 'divinity is within you' to be called) who says prayer is more powerful than the god. For him, all religions are the same; his family is an example of how members of different religions can live unite as a family. He attributes his success to the three women in his life, his mother, wife and daughter. Even parts of Star Fish creates another star fish It's very difficult to narrate about someone like Nirmal in an article. Like how the Star Fish gives birth to another Start Fish if a part of its body is cut into a piece, every social transformation thought of Nirmal gives birth to formation of an organization, a model or a team. His greatest strength is 'emptiness' - bubbling with ideas every second, he conceives the idea, operationalizes it, hands it over to the beneficiaries and keeps moving to another mission; he never holds things to himself. "He can be called the Guru of LetGo without being a Sanyasi" - detached attachment is his specialty. This article is dedicated to those transformational leaders who believe (d) in people movement and human motivation for social change.
Address: M B Nirmal, ExNoRa 3rd Eye 30, Engineer Sampath Garden Arumbakkam , Chennai 107 Something on his family His wife, Dr Vijaya lakshmi Nirmal is retired Director of Madras Medical College. She practises in letter and sprit what Nirmal preaches. She travels only by bus and even as Director of MMC she was doing it. His daughter Anita & Son in Law Mr Tim are software Engineers and his son Manoj Nirmal and daughter in law Madhu Manoj are also software Engineers in USA. Photos can be used selectively where relevant People called "Godown" street as "Go Down" Street earlier. ExNoRa motivated the shopkeepers and it became the "God Own" street.
PAMMAL TANK with PEOPLE'S PARTICIPATION and under the able guidance of Mrs Mangalam Balasubramaniam, Vice-Chairperson, EXNORA & Service Partners, a beautiful transformation is made.
RESTORATION OF COMMUNITY DRINKING WATER POND BY KOVALAM YOUTH EXNORA The dead pond The pond today.
You can reach him at mnirmal@gmail.com If readers visit the following website, the intent of the article will have better impact. http://www.indianwatchdogs.com/forums/ showthread.php?t=11877. www.99999.co.in www.exnora.org www.7thsense.me www.ma4harmony.org www.homeexnora.org www.vegedge.co.in
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Colleagues
P.Srivani
Colleagues come in all forms, sizes and varieties. Also, good colleagues come together in solidarity when faced with unjustifiable ire from management. They create for themselves a congenial atmosphere and plan even extracurricular activities, outings etc., to combat stress burnouts etc., Sometimes the good relationships between colleagues can morph into friendships that enrich our lives. However one can only hope for such ideal work atmosphere. Practically speaking such a scenario is not always possible. There are colleagues who totally refuse to co-operate and create bad interpersonal relationships. One who encounters such an accursed working environment can forget about peace of mind In his/her life. Each one of us must ensure that we act as good colleagues we should make the new comers comfortable, make them lose their shyness. We should avoid misunderstandings among each other which will pave the way for good and smooth working atmosphere. Whatever the type of opposite person, we must try to be supportive and co-operative. In turn it will earn us friendliness, supportiveness and good will. Behaving in a trust worthy manner will develop trust among others. It helps to improve our sense of well being to understand that we cannot wish away unpleasant colleagues but that the best way to deal with them is to ignore them. All said and done, it would be good to all of us to remember that we should treat others as we ourselves would like to be treated. H
n today's World most of us irrespective of gender distinction are working in one organization or another. We spend around 8 to 10 hours of our working time at the office. So, we spend more of our time during our adult lives with colleagues rather than with our respective families. Given the above it goes without saying that we spend time at the office interacting with our colleagues, communicating with them and also socializing with them to a certain extent. Given the cut throat scenario among organizations it is but inevitable for the employees of the organizations to coordinate and also compete among themselves at the same time.
Ms. P.Srivani is Faculty member, Magnus School of Business, Hyderabad. E-mail: pittla_vani@yahoo.com
Have You Ever Faced Multi-Reporting?

M Venkat Siva Kumar
Working with multi-bosses will be a tough time to any employee, since the expectations of job, will differ from one to other. At current times, this situation is prevailing in all corporate contexts. Challenges ahead in Employee MultiReporting(EMR) are: 1. Confusion over who has the final authority 2. Lack of role clarity on areas of accountability 3. Managers unaccustomed to sharing decision rights 4. Delay in decision-making process 5. Disturbance to healthy working atmosphere However, the following opportunities will be identified in EMR structure 1. Identification of Prioritized tasks 2. Planning of work in limited working hours 3. Innovative problem solving skills 4. Continuous learning to meet the expectations of job 5. Transform the job knowledge to colleagues / peers and subordinates 6. Handling of multiple tasks at a time 7. Ability to cope up with the job pressure 8. Effectively handle the queries from internal and external customers Every new concept in HR, has its own impact on employee productivity. The Employee Multi-Reporting structures will reduce the manpower budgetary cost and optimizes the employee performance which ultimately safeguards the interest of the organization. So, colleagues, be ready to face multireporting. Reference : "Multi Reporting", "Employee Reporting" articles from Internet. H
The age-old employee

reporting system has been that, the employees report to single boss. This had some advantages and some disadvantages to employee as well for organization too. When we keenly look at the traditional hierarchy from employees perspective, it had limited positive outcomes. Thus, the emerging concept of Employee MultiReporting (EMR) system will play a vital role in achieving the organizational and individual goals faster and on time. One of the biggest difficulties in working with an EMR structure is the fact that we have multiple bosses.
Mr. M Venkat Siva Kumar is Junior Manager - HR, Ramky Infrastructure Ltd, Hyderabad E-Mail: sywahh@gmail.com
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7 Habits of a Contributing Stakeholder/(CO star) The demand of time on you as an employee

Vinod Abraham
In business no stakeholder group is more

important than employees1, says Andrew Winston. Winston may not be the first person nor the last person to echo the importance of employee as a stakeholder in business. The enormous power of the employees to sustain the business is much appreciated over the decades. When business is doing well every stakeholder enjoys the fruits of prosperity, however during the adversity the hit on employees who are vital part of the stakeholders are much severe than anybody else. Nevertheless, employees with their unlimited human potential can become a co star by being a contributing stakeholder. Every organization wants its co stars to be with them all through the life span of the organization. This article tries to explore some of the critical and constructive habits every employee has to develop to become a contributing stakeholder or co star even at the worse business scenarios. They are;
business success as well. Without having the fundamentals in place, a great business idea will usually fail2. Preparation is the key to success. This is the time for all employees waiting for a project, to take initiatives by oneself to check ones capability on the fundamental knowledge, skills, the required business acumen, etc. If I quote Steven covey, this is nothing but the time for sharpen the saw. In order to sharpen the saw you must first know that your saw can be sharpened better, than the present stature. What could help one to analyze the ones own sharpen statute are; a. An open mind or positive attitude towards learning, relearning and unlearning b. Off shoulder the chips. As the proverb says, you can fill only an empty pot with its mouth wide open. Getting into self awareness necessarily demand from you to be your own ruthless critic. c. Collect question banks of your respective fields and try to solve it; thus check your credentials and capability. d. Identify and attend appropriate trainings to strengthen your weakness e. Get into the research and reading mode. Get yourself involved in technical & functional discussions f. Get into the company of people who are optimistic and creative rather than someone who is laid back and pessimistic
knowledge are strong always considered as the authority to be referred. Hence set your fundamentals right first to regain your authority over the subject, technology, domain, businesses, etc 2. Strive for the extra edge The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it says Michelangelo. Today the business scenario is that you got one job and ten profiles to be mapped against the same. The million dollar question to you as a professional is that how would you outperform the other nine? If you have a convincing answer you can stay on top of the list, else one among the other nine. The management is looking at you for that something which normally not expected from you but you can provide as a surprise! This is what we refer here as an extra edge. What you should do to gain that extra edge over others? Cecile M. Springer says; Above all challenge yourself. You may well surprise yourself at what strengths you have, what you can accomplish4 What would be some of the mechanisms in our given scenario for us to get an extra edge? Could it be you getting into a research and publishing a research paper in any of the good journals or filing a patent request? Could it be you developing new features for the existing product you are working on? Could it be you inventing a new strategy to improve the top line of the business? Could it be you inventing a new training methodology to share the knowledge you gained to others. You could do all these individually or identifying a group of people with similar interest as well. Let your management get powered up by the interest and the approach you take towards work at this adverse time. We always think of the senior managers motivating the juniors. Why cant we think of the other way? 3. Determined to be a goodwill ambassador Employee as a goodwill ambassador is the advocate to spread the positive aspects and potentials of his or her organization. Talking good about ones own organization would
1. Set the fundamentals right 2. Strive for the extra edge 3. Determined ambassador to be a goodwill
g. Improve the networking skills and get to know more talents to collect multitude of ideas and knowledge h. Develop a hobby to withstand against stress i. Set your aim as to be the best in your respective field and put in effort accordingly
4. Think dynamically 5. Aim to create customer delight 6. Put on the hats of a sales person 7. Put in efforts to be a core asset 1. Set the fundamentals right It is said that genius is one percent inspiration and ninety nine percent perspiration. The same can be said about
Knute Rockne says, Build upon your weakness until they become your strong points3. The day you realize that you could turn some of your weakness into strength, the perception about you start getting changed. A person whose fundamental
Mr. Vinod Abraham works for Oracle and is based at Bangalore. E-Mail: vinod.abraham@oracle.com
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at least not put the competitor strong and would not pave the way to lose business to the competitor. Talking ill about ones organization is like cutting the branch one sits. There are a lot of meanings for talking good about ones company, especially during the difficult times. Roger Haywood in his book Manage your Reputation discusses how employees can be true ambassadors for the organization. According to him employees have to a. Gather the knowledge of how the company stands, its strengths, weaknesses, opportunities and treats b. Understand what it wishes to achieve c. Appreciate clearly their own role within these plans d. Involve and feel that one can contribute in their own areas of skill and experience e. Support management effort to move the operations ahead f. Make a personal commitment to the ambitions of the organization.5
and enthusiasm, think creatively and inspire a team to do so. If you are not a positive thinker, adopt methods of reading books on the subjects or attend such trainings, or consciously try to form a network of people who appreciate the same. Secondly, You have to become a good critic of yourself because dynamic thinkers love nothing but new challenges. Challenge your views and thinking patterns and get out of your comfort zones. Thirdly, Walk back to your team. If the boom had created a gutter between your team and you, let this recession level the gutter- walk back to your team. Start listening to your team. Encourage healthy debates and discussion on various topics. Sometimes a spark of a discussion point would tell you how you can be dynamic in providing solutions. Cost cutting is the need of the hour and also most preferred check point on these days. You can start to think in this direction to help your clients to achieve their goals but in a lesser cost. A solution, without compromising on the quality would give you more mileage and probably repeated business. Let you dont be an executioner but a thought leader in order to gain new business for your organization. Put in passion and provide solutions to the customers as if you are the life-line to your organization and your client is the savior of the time. Let your passion inspires the top leadership and your co leaders. You need to become a co star along with your organization. I read Dee Hock and he says; The problem is never how to get new innovative thoughts into your mind, but how to get the old ones out Anyone who is unique in giving solutions, at high quality and less cost are the heroes of the time. 5. Aim to create customer delight Customer delight is the aim which no organization would dare to compromise, especially at this hour. These days, its all about customer delight,8 says Sheri Bridges, a marketing professor at Wake Forest University. She defines a delightful consumer experience as the one so personalized that each individual customer feels that his/her preferences and needs are taken into account. No demand means no revenue and finally no business. Having delighted customer is the only way to sustain the business. It would eventually lead the customer to think of you if there is a chance of new investment at any cost. Get into the dreams of the customer; not as a nightmare but as a sweet and pleasant thought. It is the time for you to give something more than what the customer expects. Deliver before time; cut the cost as against the normalcy; provide much better quality;
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suggest and implement additional features in the product or deliverables. What would require you to create customer delight? The more you know about your customers, Rogers says, the easier it is to ensnare them in friendly entanglements that make switching to a competitor much more difficult. A customer delight task force would be a good choice. Next thing what you need to do is to be masters of your universe in delivering the product or service that lies at the heart of the businesscustomer relationship. Third most important thing is your reworking on your processes. Convert your rigid process to constructive and customer oriented one. No customer would prefer to wait for seven years and 50 approvals to convert their idea into action. The bottom line is that good customer service is the bare minimum needed today, Bridges says. Customer service that is personalized and delights your target audience will help your business thrive and see tomorrow.9 Jerry Garcias thought is very apt for the time, he says; You do not merely want to be considered the best of the best.You want to be considered the only one who does what you do 6. Put on the hats of a sales person The time demands each employee to get into the role of a sales person and grab a new work for your organization. This requires the management to get out of the comfort zone and demolish and rebuild the boundaries of the sales organization. Define a new mechanism from generating lead to prospects to rapport building to identification of business model to formal quote to closing, expand the scopes and reward the stars. It is the time that sales are not driven by demand and supply but by relationships. Are sales folks at our organization are the best people who has better relationships with the customers? Arent the poor project manager who executed his last project or the team member who worked at onsite the right people to talk to your clients and identify any scope for a new project. Cant you project the best team who got awards from the clients to be projected to capitalize on the time and generate new opportunity? Over the time we often forget the fact that any employee who is in direct contact with the customer is a sales person. Bob Janet says, We all know the customer is the most important person in our business, but sometimes we forget that the second most important person in the business is any employee that comes in contact with our customers in anyway. The employee who contacts the customer face-to-face, so to speak, is the person who represents the business in the customers mind10 One of Bobs idea of the four things that every employee can do to increase sales and profits is to Ask, Ask, Ask, Ask and keep on
Any employee who practices the above steps would definitely be a goodwill ambassador for the organization. Talking good about the organization is a must to be a costar along with the organization. Roger further writes, A good old moan would be diverting pastime but criticism of the company by one of its own employees can be devastatingly damaging6. The fact is that employees are the powerful tools of company marketing and branding. Employees can build or damage the organization. Being a goodwill ambassador and sending positive messages to the world out would reward the employee himself in the long run, as positive messages attract customers. 4. Think dynamically Dynamic thinking has to be one of the characteristics for anyone to become a Co-star along with the organization. For, the need of the hour is not the person who thinks but who is unique in thinking. Anyone who is unique in giving solutions, at high quality and less cost is the hero of the time. Thinking out of the box is to think differently, unconventionally, from a new perspective. This is sometimes called a process of lateral thought. Lateral thinking7 is about reasoning that is not immediately obvious and about ideas that may not be obtainable by using only traditional step-by-step logic. Dynamic thinking can be applied to think to improve the existing inventions as well as to go for new inventions. How can you become a dynamic thinker? Firstly, You need to be a positive thinker. Only positive thinkers can radiate energy
asking for the sale. Every employee, thus, who has a good rapport can get into the role and do this extra thing for the organization at the difficult times. 7. Put in efforts to be a core asset
Employees are our most valuable resources. We must have heard this statement a thousand times. As global economy goes through an unpredictable turn, it seems to be the time to re-read the statement as contributing employees are our most valuable resources. The generic thought of the time is that if employee A is a cost or asset? If it is a cost, cut it; else, develop it. One of Lorraine Mallinders article on Recession survival tips talks about Eileen McMahons, a partner at Torys, three baskets categorization of assets when it comes to employees 12, viz a. Core assets: b. Nice to have assets c. Dead woods Core assets are assets that have a direct impact on market exclusivity. Nice to have assets are those that run up hefty maintenance bills year-on-year without bringing in top-line revenues. They would be reliable at times. However dead wood requires a lot of investment to turn them into assets. I read on Max Fabian and understand that he completes 100 years of age on March 9,
2009 and to our surprise, he still works in the warehouse and retrieves mail at A-Z Industries Inc. in Northbrook. He Counts his success secret as "Make yourself invaluable", which make him irreplaceable even at the age of 100. Making oneself an invaluable or core asset has to be our habit as an employee to be a co-star. Conclusion: Any organization which is not unique hardly gets noticed so as the employees. Creating stardom for the organization is to be the target of every employee and in the process each one has to become a co star. All the above discussed 7 habits of contributing stakeholder are further grouped into three steps, viz., Competitive Base, Competitive Advantage and Competitive Business. The below diagram depicts the impacts of the above discussed 7 habits in turning the organization into a STAR and the employee into a CO STAR. Step 1: Competitive Base The first 3 habits which we discussed constitute the competitive base for any organization to become star and the employee to become co star. Employees without strong fundamentals will not be able to gain appropriate attentions. Those gain attention, if lacks an extra edge over others would capitalize little on the initial gain. Being a good will ambassador creates high brand value for the organization. Thus Competitive Base helps to have high value employees
Step 2: Competitive Advantage The next 2 habits viz., Dynamic thinking and customer delight would help to get an edge which is a competitive advantage over others. This would give you a 'top of the mind' advantage of a customer when it comes to business Step 3: Competitive Business Competitive Business is the fruit of you being competent enough on the above two steps. It brings you more business and more revenues. 7 Habits of a CO STAR help the employees to be a true co star along with the organization. It ultimately rises up the value of employee from 'nice to have' to 'Core asset'. The success of the organization depends on the number of core assets it has and thus the co stars. Each employee must constantly get into a periodic analysis mode of Asset versus Liability. This would definitely reveal the co star value for each resource.
References i. ii. Andrew Winston , "Greener B-Schools, Greener Employees", www.harvardbusiness.org Kevin Sinclair, CPA, of Be Successful! Business & Personal Success Resourceswww.ksinclair.com.
iii. Web page- General quotes iv. Web page- General quotes v. Roger Haywood, "Manage your Reputation", Second edition, published by Kogan Page Publishers, P.136
vi. Roger Haywood, "Manage your Reputation", Second edition, published by Kogan Page Publishers, P.135 vii. coined by Edward de Bono, a Maltese psychologist, physician and writer. It first appeared in the title of his book New Think: The Use of Lateral Thinking, published in 1967 viii. Philipp Harper How to delight your customers: Get personal www.microsoft.com ix. Philipp Harper How to delight your customers: Get personal www.microsoft.com x. Bob Janet, "The Four Things Every Employee Can Do To Increase Sales And profits" www.evancarmichael.com
xi. Wayne F. Casio, Responsible restructuring: Seeing employees as assets, not costs, Ivey Business Journal November/ December 2003, P. 2 xii. Lorraine Mallinder, "Recession survival tips: Unlock IP asset values", Financial Posts, Published: Wednesday, December 10, 2008- www.financialpost.com xiii. Courtney Flynn, "Man who's nearly 100 is still working", From the Chicago Tribune, www.newsday.com
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Jaipur Report - Fourth Dialogue on Relative Economics

November 1-2, 2009, Ladnun
National HRD Network, Jaipur Chapter and IILM Academy of Higher Learning, Jaipur in collaboration with International Center for Economics of Non-Violence and Sustainability (ICENS), Jain Vishwa Bharti Institute, JVB University Ladnun, Society for International Development (SID) organized the, Fourth Dialogue on Relative Economics under the patronage of H.H. Acharya Mahapragya during November 12, 2009, at JVB, Ladnun While addressing the session, Acharya Mahapragyaji made a very keen observation on the existing concept of development and said that the concept is wrong, because it insists on material development rather than human development & relative economics will rectify the concept. Dr. Ashok Bapna, President NHRD, Jaipur Chapter while addressing the gathering said that the material and human beings are very important in relative economics. Speaking on the occasion, Mrs. Kanak Barmecha, President, ABTMM, said that the existing vices are the reasons behind the introduction of the concept of Relative Economics and this concept can be the basis for sustainable development. the previous conferences on economics of non-violence and he considered poverty as the main cause of violence. Mr. S Shyam Prasad, Associate Dean, IILM said that management should include spirituality in the courses. Bajrang Jain, Management Expert insisted that Relative Economics is for the people, of the people & by the people. Main focus should be on development of people & not on growth of material, development should be measured by the happiness of people, rather than luxurious life. Professor L.N Nathuramka, Economic Analyst, shared his views on Normative Economics and said that it represents the ideal type of economy. He further added that there are three types of development- exploitative, cosmetic & durable development. Professor Dayanand Bhargava, Vedic Scholar, chaired the second plenary session and explained the complementary relationship between religion and economics. He said that the Relative Economics is the economics introduced by Mahaveera. Muni Abhijeet Kumar, Research Scholar, said that economics is a kind of fuel which is required to fulfill the basic needs & necessity of human values. While chairing the first plenary session, the well-known economist and advisor to Prime Minister, Prof. V. S. Vyas emphasized the need to find out some ways to interpret the values in routine life, as the social change & economic change should go together & there should be some case studies, which can prove the relevance of relative economics Shri R.L Bajpai, Social Scientist, pointed out that the concept of the present conference is derived from
presenting the case study on Sustainable Growth - A Necessity Today, emphasized the importance of sustainability and pointed out the relationship between people & profit. Prof. M.R. Gelra, Former Vice Chancellor, JVBU stated that people often say that science is a curse for the society or mankind because of invention of atom bomb, today they are saying that economy is also leading us to destruction because of global recession. Prof. V.S. Vyas, emphasized on the development of multi flexible plan of relative economics, which can deal with all the problems. At the end of first day, question & answer session was organized in which Prof. Sohan Raj Tater, Pro VC, Singhania University; Nitin, CEO, Crosslink International; Dr. Ved Prakash and students of IILM participated. In the evening, a play entitiled Tamso Ma Jyotirgamaya was staged by the students and faculty members of IILM which gave the message that excessive wealth promotes over indulgence in sensual pleasures while proper use and management of money leads to the welfare of all.
Muni Akshay Prakash, Research Scholar, said that in ancient times there were only Social, Political, Religious & Economic policies. Man has converted money into powerful resource. Money has become the most important asset in life. Prof. BR Dugar, Head, Dept. of NVP, stated that major problems are arising due to differences in culture; art is deteriorating and resources are being depleted. NK Chaudhary, Director, Jaipur Rugs, while
The Third Plenary Session was chaired by Muni Mahendera Kumar and the discussants were Muni Sukhlalji and Prof. S.R. Tater. Muni Sukhlalji said that the concept relative is complete in itself and it is a deep subject of study. To remove the gap between the rich and the poor, life style should be changed. Prof. S. R. Tater defined relative economics in terms of absolute economy and values and said that man is the center of this economy. Further presenting a case study on Non-violence training model,
Samani Ramniya Pragya shared her view on Rural Dev : A Way to Relative Economics, she defined the social restructuring in the terms of peaceful, objective, productive and progressive construction of society. Samani Shashi Pragya said that economy of Mahaveera is based on affection and values. The concept of relativeness is based upon individual, family and society. Discussing the concept Samani Chaitya Prajna said that the aim of money is to provide need and complete the deed but greediness troubles human kind. Happiness is not based on time, money or anything, it relies on own self-satisfaction. A presentation was made by Veena Baid, Secretary, ABTMM on Action in Villages- A Case Study in which she highlighted various efforts and activities in the area of education, health & hygiene and also training programs related to women & child development carried out by ABTMM. Muni Mahendra Kumar, Chairman of the session said that to combine happiness with consumption is one of the biggest cause of sorrow. Countries, where both education and health services and HDR are rated good, have found that the citizens are internally happy. He further added that there is a need is to combine spirituality & economy. Dr. Ashok Bapna said that the presentation of the welfare efforts made by Terapanthi organizations has proved the important role NGOs are playing in development. In the next session, paper presentations were made by IILM students Ajay Sharma, Kuldeep Mishra, Satish Kumar Ahir, Nitesh Bhardwaj, Swapnil Sharma, Shivani Sharma, Sudeep Punia & Somdutt. The students spoke on resolving the problems of violence, poverty & other issues. At the valedictory session of the dialogue, Dr Ashok Bapna, Director IILM & ICENS said that relative economics is a new concept & we will have to make comprehensive efforts at national as well as international level. Muni Shri Krishan Lal ji stated that the success of relative economics is based on relative life style. At the end, Dr. Ved Prakash, Prof. IILM, Jaipur summed up the proceedings and said that Relative Economics gains special importance in the light of the fact that life is also lived relatively. 4th Dialogue on "Relative Economics" LADNUN DECLARATION November 2, 2009 1. Fourth dialogue on the initial vision of Economics of Non-violence, started at Delhi in 2005, was held at Jain Vishva Bharati, Ladnun, under the new christened title of "Relative Economics" on November 1-2, 2009. This choice of title was necessitated on the basis of learned thoughts shared in the previous conferences. 2. Based on the established management principle of resistance to change, it was strongly felt that introduction and propagation of a new thought faces resistance to change, which requires us to proceed cautiously, with care and patience. 3. Relative Economics is for harmonious relationship around human beings and nature. 4. It is a multifaceted concept, where spirituality, morality, ethics, environment, non-violence and other related subjects have not only a positive role, but do affect the shaping of relative economics. Besides economic science, social sciences, psychology etc. have also direct bearing. Therefore, a holistic approach is necessary for conceptualizing
Relative Economics. 5. For success in the evolution and implementation of this new approach, the objective should be to involve mass of people, rather than being restricted to a few intellectuals and accelerate the pace of implementation. 6. Principal objective of this new approach should be to eliminate absolute poverty and minimize inequalities. 7. Quest for economic growth should be conditioned with a realization that it cannot be at the cost of damaging natural resources. Therefore, a limit to growth should be accepted. 8. Basic ingredients of Relative Economics, such as non-violence, purity of means, humane order are nonnegotiable. Such factors be identified for absolute conceptual clarity and possible dilutions. 9. Implementation is most important. Preparing a road-map, time schedule and action chart should not be hasty, impatient and far from reality. 10. The end result is limiting consumption, through controlled desires and checking comforts and luxuries. 11. Starting point for implementation is the individual. At the same point, systems have to be impacted to provide a conducive environment. 12. Case studies of successful practice of economic growth, coupled with ethics, should be prepared to demonstrate its feasibility. 13. NGO's, civil society, enthusiasts have a direct role in field implementation. Work is already going on through select bodies in Rajasthan and outside. This strength needs further augmentation and speed. 14. Select group of enthusiasts, women, youths and other volunteers, equipped through training in effective communication skills (such as plays, nukkad natak, religious discourses, etc.), suited to local factors, be encouraged for grass root dissemination, awareness generation and action. 15. A formal blueprint for further take-off, based on this declaration, is placed in Appendix.
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Remembering Dr B L Maheshwari
It is with great sorrow I learnt of Dr B L Maheshwaris passing away. I have very fond memories of him and learnt much from him. He was generous with his time and had the candour that came naturally to honest people. In early 70s, Arun Maira (my immediate superior at that time in Tata Motors-Pune, then called TELCO-Poona) and I flew to Hyderabad to meet Dr Maheshwari and to invite him to take up a consulting assignment to advise us on launching MBO. He listened to us patiently and then said he would first like to spend three days in TELCO-Poona, meet the key people and then decide the best course of action thereafter. After meeting all the key people, he summed up unerringly that the key decision maker still appeared to be the then Vice-Chairman, Sumant Moolgaokar and as such, he would accept the assignment only if he could meet Mr Moolgaokar in person and if the later was his primary client. As we could not get Mr Moolgaokar to meet Dr BLM, let alone accept being the primary client, Dr BLM politely but firmly turned down our request. I was very impressed that here was a person who was not one who would accept a lucrative assignment if he felt he could not do justice to the assignment! Years later, in mid-90s, when I was approached by HDFC, Thomas Cook, Madura Garments and several other organisations to advise them on organisation-wide transformation work, I followed in Dr BLMs footsteps in accepting the assignment only if the #1 decision maker in the organisation agreed to not only see me in person but also become the key client and sponsor for the assignment. During those early days in the 70s, I also attended an Executive Development programme at ASCI, Hyderabad when I heard Dr BLM and interacted with him again. It was he who advised me that I should read History of Political theory (by George Sabine) and several other classics not necessarily from traditional management literature to provide me with the requisite grounding to take up any Change management role in large organisations. I bought every book suggested by him and devoured them. My last meeting with Dr BLM was at the CoD a few years ago when he invited me to address participants in an Executive Development programme. He was kind enough to invite me to his home and for dinner afterwards. I sat with him as he went through his weekly chore of cleaning his array of pipes. It was a peaceful moment and one that I shall cherish forever. Dr BLM was anything but a traditionalist. In many ways, he epitomises for me what Richard Bach meant when he wrote, It is never worth a first class mind to state a majority opinion, for by definition, there are enough people repeating that anyway. Dr BLM was indeed one of a kind. The mould must have been lost after he was created. Those of us who could interact with him and learn from him should indeed view ourselves as very fortunate people. May God bless the family he leaves behind and let his soul rest in peace.
V S Mahesh
25, Lenborough Close, Buckingham MK18 1SE, England; vs.mahesh@buckingham.ac.uk 16 November 2009
DELHI CHAPTER - WRITE- UP FOR 17th NOVEMBER SPECIAL EVENT

The proceedings began with the oath taking ceremony reminding all HR professionals of their commitment and integrity towards their profession. The esteemed members were then apprised of the membership program through referral, aimed at widening the horizons of National HRD Network. The main program began with moderator Mr. Bansal, secretary NHRDN, taking charge of the deliberations following which speakers joined him on the dias. Mr. Bansal described the session plan and apprised the audience with the three subsections planned for the evening. The opening sub- section focused on the "Business Partnering Role Of HR in Contemporary perspective" Mr. Bimal Rath said that, today there are three dimensions: Time, Criticality, and the Vision of CEOs. He emphasized the long term plan which CEO's stress on. These plans are critical to organizational growth in adverse situations. He also talked about the vision of CEO's to be permeated into the organization's HR function. Mr. Shankar talked about the significance of unarticulated needs of the CEOs, which the HR must understand and put to practice. The emphasis was on trying to understand the difference in thinking of line managers and the HR. The discussion stressed on how to empower the HR and make them accountable, making the responsibility sink in. Talk went on to things like talent development index, business processes, technology etc. He emphasized that it is this that would convert HR into a "great business partner". Mr. Praveen Sinha gave a new perspective wherein he talked of HR as a medium of communicating the broad term organizational perspective to all the stakeholders. He also talked about the delineation of HR from line function and importance to bridge this gap. This first round culminated with audience questions being answered by the speakers to the audience's satisfaction. While answering one of the questions, Mr. Sinha talked about the shift of HR from "responsiveness role to the proactive role". The second round focused on sustainable development using the HR function which includes both transactional and transformational work. Mr. Krish brought about the concept of empowering line functionaries to take ownership of the HR initiatives. Mr. Sinha deliberated on the same issue and explained how they achieved line function alignment with HR initiatives in his organization. Mr. Rath talked of bringing about business perspective to this issue so as to involve line managers into the HR initiatives. The moderator Mr. Bansal then asked speakers to rate themselves both in their capacity as line functionaries and HR professionals for their respective organizations. All the speakers more or less ranked their HR functions viz-a- vie line functions perspectives equally. With this the third session came in. An interesting motley of thoughts, of the audience and speakers. The discussion moved towards its culmination with the question round. It left a lot to be thought over and a lot to be understood about HRs changing role. This was how the session for the day came to an end with Mr. Bansal thanking the speakers followed by the memento delivery ceremony by Mr. Rajan, the National HRD Network President.
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"Silver Jubilee Article"

sickness due to reasons beyond the control of the unit's management. Sometimes a company may be making cash losses due to the industry in which it is operating facing a severe recession. Any revival action in such cases should be industry oriented rather than company oriented. As a rule, revival efforts yield better dividends when initiated early in the case of units performing below their potential level. CAUSES OF SICKNESS Sickness may arise due to internal and/ or external factors. Internal factors could be such as the choice of wrong technology, suboptimal plant capacities, poor management skills, and project cost over-runs. External factors could be increased competition, recession, inputs shortages, disturbed industrial relations climate, exchange rate changes, credit squeezes, inflation, etc. An important reason for sickness in an organization is stagnation - its inability to change or manage change. Change is a response to internal or external stimuli. The critical internal stimuli for change are the desire and vitality to grow and advance. Unlike human beings, organizations have an infinite life cycle. Any organization that reaches absolute stability tends to stagnate and decline. Absence of change in an organization should always be a matte of concern as it could be a sure sign of internal decay. Any industry or organization that fails to take cognizance of changes around it, like changing consumer habits and attitudes and lifestyles, modern technology and processes, changing employee aspirations and social, political climate, has to pay the price of sickness. Textile and jute industries in India which failed to keep pace with the changing times are classic examples of this syndrome. Whatever else be the finer reasons for sickness, management failure is always the dominant reason. There is substantial empirical evidence to bear this out. Specially, all pointers are towards a poor and ineffective leadership as best illustrated in Lee Iacocca's description of Chrysler. To quote him, "What I found at Chrysler were thirty five vice-presidents,. Each with his own turf. There was no real committee set up, no cement in the organizational chart, no system of meetings to get people talking to each other. I couldn't believe, for example, that the guy running the engineering department wasn't in constant touch with his counterpart in manufacturing. Everybody worked independently. Nobody at Chrysler seemed to understand that interaction among different functions in a company is absolutely critical." CAN WE PICK UP ANY WARING
Reproduced from: Vol. 7 issue 1&2 Jan-June, 1991
TURNAROUND STRATEGIES: FOCUS ON THE HUMAN DIMENSION

B R Shah* INTRODUCTION Sickness in a business is a major problem, encountered not only in India but also in many market economies. Around 10,000 units are said to fail every year in the United Kingdom. One out of every five firms listed on the stock exchanges turns sick. Out of four sick firms, only one manages a successful turnaround. In the United States during the decade 1967-1976, one out of four companies listed on the stock exchanges there had turned sick, with only a third of the companies achieving recovery. In our country, over 550 large units and 1.3lakh small units are sick. These enterprises tie up nearly Rs.5, 000 crore of funds provided by term lending institutions and banks. This is not all. Over 20 percent of central government owned public sector undertakings which now have a total investment of over Rs.50,000 crore, are lossmaking. The economic liberalization polices of the Government coupled with the growth of sunrise industries will lead to increasing competition which in turn, will take its toll on the health of the new units. The problem of sickness is likely to grow worse in the coming years, particularly in the context of a number of inadequately trained entrepreneurs launching new units. WHAT IS SICKNESS? The Reserve Bank of India classifies a unit as sick if it has incurred a cash loss for a year and is likely to incur a cash loss in the current and coming years. These units characteristically tend to have a poor financial structure, that is, a debt-equity ratio of less than 1:1. Financial institutions consider a unit sick if it has consecutively defaulted on four half-yearly loans and interest instalments, and has made cash losses for two consecutive years or has lost 50% of its net worth, besides being saddled with mounting arrears of statutory and other liabilities. The extent of sickness in a unit can be gauged by comparing its current performance with its performance under comparable business conditions in the past, and its current performance with that of other comparable units in the industry known to be efficiently managed. These comparisons high light how badly the unit is operating against its potential. These help because a unit may be considered sick if it is operating well below its potential, even if it is not making cash losses. A distinction needs to be made here between sickness due to inefficient management and SIGNALS?
- by B R Shah
Unlike in the past, it is possible nowadays to plan and prepare for change. Anticipating change and organizing the two most important resources, namely management and capital, are obviously the most critical tasks to be performed by the chief executive officer of the company. An alter CEO will watch out for early warning signals. Here is a list of seven deadly signs that can forewarm him. 1. Reality becomes unglued: This is when the top management starts to believe its own rhetoric. It wishes things were different and spends its energies denying the existence of a problem. This leads to problem denial or pushing problems under the carpet, hoping against the obvious that something would change. Management continues to listen to what it likes to and turns a deaf ear to all signals. 2. Breakdown of management team: The team decomposes. Individuals gravitate towards personal agendas. Good people leave. Others hide behind a line of projects and create a Great China Wall between their work and the deterioration around them. Common purpose, functions, method and direction dissolve. 3. Priorities get misplaced: Management makes totally inappropriate or just plain wrong, choices of priorities, or make none at all. Trying to do everything is a sure way to achieve nothing. A mismatch between short-term and long-term considerations always spells trouble for any company. 4. Form prevails over content: This happens when the company insists on following a set pattern of work even if it does not achieve results. The image of success becomes more important than the reality of achievement. 5. Numbers don't add up: In troubled business, the CEO lacks personal grasp of the numbers and their meaning to his own business. He must be skilled enough to manage his experts, and to manage personally the pursuit of his desired goal - as kept by numbers. 6. Lie and hedge stage: Company officials begins to misrepresent things to their outside constituencies. 7. Customers' needs cease to dominate: Company chooses to ignore signals from the market place. The consumer focus of the market place is lost.
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TURNAROUND STRATEGY No company has to die if it is alert to the seven deadly signs of business, sins which are often predictable and observable. To deal with them you need to watch out for the signs, be sensitive to them, and act on them fast. Carrying out a radical strategy in a large firm is the acid test of corporate leadership. This is particularly true when business is going through such grave losses that its very survival is at stake if improvements are not achieved swiftly. Skills required to turn around businesses going through such experiences and implement survival strategies, are very different from the skills required in managing healthy organizations. Management or its leaders faced with the challenge of transforming, reorienting, revitalizing or turning around a large corporation will find few relevant models or useful prescriptions to guide their actions. Nor are such skills taught in management institutions where they equip students with skills required for managing already healthy organizations. When a corporation's very survival is threatened, its top management must carry out emergency actions that will stave off bankruptcy and buy them the time required to implement a radical strategy. The anatomy of this strategy needs some discussion: Step 1: Outsider as a Change Agent There is substantial evidence to indicate that an outsider has a critical role to play in turning around sick business. Such outsiders could be consultants who are expert facilitators to effect the required change, or operating CEOs. Consultants' "think-tanks" are an obvious source of fresh ideas. It has often been found that an "outsider" brought in as Chief Executive performs the surgery successfully provided he has proven crisis management skills, Unfettered by allegiance to organizational traditions or precedents and hangovers of past failures, he is better equipped to play the role of a catalytic agent by taking a dispassionate view of problems and challenges all facts and assumptions placed before him. This helps him identify the key result areas and steps for improving business and assume the role of a corporate revolutionary with a vision of the corporation's future and the will to achieve it. Step 2: Build a Team Since, in the end, all business operations can be reduced to three words: people, product and profits, with people coming first, the new CEO must build a good team. The right professional people should be identified and brought in to man key functions. For crisis management, task forces should be
created with clearly assigned responsibilities and accountability in order to avoid passing the buck. These task forces clearly become coordinating points in order to achieve synergy in their working. Step 3: Establish Credibility The change agent, if an outsider, is likely to be viewed with suspicion by many insiders. For him to be an effective leader, he must quickly establish himself and gain credibility. He can do this by: 1. Defining and reaffirming the company's goals. This could be restoring profitability or recapturing lost market share. A renewed goal orientations should be clearly provided. 2. Sharing information about the company and openly communicating with managers and employees at all levels on the crisis the business is going through on profitability, growth, productivity, market share etc. The message must be clear that the company is in trouble and that its future is in doubt unless drastic measurers are taken. They should be told that the trouble is real and an immediate change must be made. The strategy for survival must be clearly communicated to help develop a sense of participation and commitment amongst all. 3. The articulation of concrete and visible goals-like gaining 30% market share or increasing capacity utilization by 50% against which progress can be measured, can instill a spirit of challenge amongst the rank and file. 4. Identifying one or two quickly demonstrable areas of improvement and achieving areas of improvement and achieving results for all to see, in order to restore confidence in the employee group. These successes, however minor, go a long way in demonstrating that the new management means business. This is done by acts such as dropping a couple of unprofitable product lines or halting all diversification plans till the company's financial position improves, or improving capacity utilization. 5. Imparting financial discipline by, for example, efficient working capital management and cost effectiveness programmes. Another key area is to break down the broad plan of revitalizing the business into actions required departmentally, so that the tasks are specific and clearly understood and follow-ups are systematic. Step 4: Arrive at Peace with the Environment - Internal and External The management of change in a turnaround, situation is somewhat more tricky and calls
for a lot of tact while at the same time demanding firmness. Unfiltered exchange of information can at times cause a sense of panic even among managers. Similarly, changes initiated for revitalizing the organization can meet with stiff resistance from unions. Quite often, insecurity and resistance stem from merely a lack of information or provision of distorted information. Therefore, one of the most important tasks in managing change is the mitigation of such insecurity at all levels in an organization and fostering a climate where employees are able to express their views fearlessly. It is a fact that only the boss can set a tone that lets people feel comfortable enough to say those magic words, "I don't know" followed by, "I'll find out." Business, after all, is nothing more than a bunch of human relationships. Step 5: Lead from the front If necessary, take a cut in salary in order to set an example. Practise austerity measures, because people watch the leader and would be willing to follow only if the leader practices what he preaches. In other words, they look for congruence between the leader's words and deeds. It is a fact that people accept a lot of pain if everybody's going through the grind together. If everybody is suffering equally, even a mountain can be moved. Step 6: Review Organization Structure Most non performing companies have a suboptimal structure. The organizational needs have to be reviewed and a leaner and fitter structure should be implemented in order to improve the speed of response. For effective crisis management in sick organizations, speed of response is very critical as they can ill afford long chains of reporting relationships and all the bureaucracy that goes with it. Four key parameters that need to be studied in order to determine the organization structure are: span of control, the degree of specialization of managerial jobs, the extent of duplication between jobs, and the number of adhoc jobs that need to be done. Step 7: Motivation The need for open, honest, and sensitive yet freewheeling communication in laying down the rules of fairness in the motivation game cannot be overemphasized. Contrary to the common perception that coercive, authoritarian methods are required to turn around a business, experience has shown that greater success can be achieved by motivating people. A clarion call from the leader for effecting change goes a long way in creating amongst people a sense of challenge, a sense of participation and pride in a turnaround, and competition for excellence greater. Operating autonomy coupled with fairly clearly defined

responsibilities for performance, ensures the required support from employees at all operating levels. The renewed goal orientation should be linked to performance evaluation of all managers, resulting in commensurate rewards. Thus the renewed goals become a mission for the company management, and vigorous pursuit of this mission helps in sustaining motivation. It has to be recognized that money alone is not a great motivator. In a turnaround situation, once the firm commitment of all the team members is obtained, management appreciation of their achievements and their being a part of a team that created history is itself a tremendous reward for them. Asking for sacrifice at a time of dire need should be followed by readiness to be generous when times change, especially to employees at certain levels for whom economic rewards mean a lot. Step 8: Entrepreneurial Spirit The powerful change agent should encourage getting results through bold action, risk-taking, participative decisionmaking, and emphasis on professionalism and innovation. Above all, entrepreneurial orientation should be fostered in order to provide a good blend of professionalism and intuition in management. Step 9: Management Styles The acts of a powerful change agent have considerable symbolic significance, especially during a turnaround. During the periods of transition more than any other time, members of the organization will be looking out for signals, watching for cues, inferring intents and motives to see which way the organization is going. The cues the change agent emits powerfully shape the style of management. These could be a change in style from authoritarian, conservative and bureaucratic to one of taking on challenges, being open about issues and problems, and encouraging an entrepreneurial orientation. THE LIPTON EXPERIENCE In early 1981, Lipton India Limited has incurred losses to the extent that two thirds of its capital was wiped out and the very survival of its operations and the fate of a large number of employees was at stake. Faced with a grim situation, the company's team fought hard. It had to take a series of hard decisions on costs and overheads. Everyone in the company - from a worker in the factory, a salesman in the field or a member of the office staff, to the top management-strained every sinew and muscle to turn the business around. In three short but eventful years, they managed to restore the original equity and reserves and the company was back on the dividend list. Exports business once again boomed. Some elements of the turnaround strategy mix were similar to the ones enunciated in the foregoing: 1. A new top management team was formed of professionally trained Unilever managers who were hand-picked for their expertise in various functions. This team transformed the work culture of the company into a vibrant professional one. 2. The new management established credibility by being firm and fair in dealings with union and employees, discontinuing unprofitable lines and concentrating on quick-profit areas, and by a sharply reducing costs through better working capital management and tax planning. 3. The cumulative effect of all these actions was evident in the first quarter itself after the new management took over when a modest profit was registered. The new management could demonstrate it meant business and that it was resultoriented. This had a profound effect on the morale of people at all levels. 4. There was a sense of participation and involvement in the survival strategy which had clear-cut goals: recapture lost market share of packet tea, improve capacity utilization in factories, and return to the dividend list by the third year. 5. Professionalisation of management, Tea buying, accounting for 70% of the cost, and marketing were identified as key improvement areas, Professional were hired. 6. The chief executive forged a well-knit team and assumed the role of a profitcentered head. He took charge of finance and raw materials and kept personal tabs on cash flow - the life blood of the business. The company's history shows that it is essential that every employee - and not only those bearing the label 'manager' - should feel motivated to give his best for the success of the business. To achieve this goal and prepare people to adapt to the challenges of a competitive environment, the company increasingly shared information about the state of the business with sales personnel, supervisors, office and shop floor colleagues. Lipton's history also underscores the need for a change in organizational structure to respond to the changing needs of the business. After the acquisition of new business in 1984, we found that our diversified portfolio required different skills in different areas, and far more intensive management to control the bottom line. Thus the management committee responsibilities which were till then shared functionally, were changed to divisional accountability. Many of our recent successes in turning around individual businesses or launching news brands at high speed, reflect the advantages of this step. This is periodically reviewed and many aspects of our structure are questioned to ensure that we remain fighting fit. In Lipton, managers were encouraged to be entrepreneurial and to take calculated risks rather than speculate, successes were acknowledged, and failures, were treated as lessons to improve performance and gain experience. This was a change from the earlier style of management where decisions were made at the top and management was never delegated. In conclusion, there are three phases in a turnaround strategy: Phase 1: Identifying key areas for improvement If the warning signals have been ignored for some reason and surgery has become imminent, quickly identify the key areas for assesting the haemorrages of losses with the help of an outsider - either a consultant or a newly appointed operating CEO. Phase 2: Formulating and implementing the turnaround strategy Formulate the turnaround strategy and implement it with the participation and commitment of managers at all operating levels. Phase 3: Look beyond the Turnaround Once the turnaround has been achieved and commensurate rewards to all concerned have been given, continuously monitor and ensure the health of the company in all aspects viz.financial, market share, organization structure and people. This is critical as there is no such thing as a company being in the pink of health all the time. On the other hand, complacency can quite often render healthy companies vulnerable, particularly with respect to the organization structure as there is a temptation to build up the organization when the company is doing well, allowing costs to overtake volumes. One of the best ways of improving structures is for the company boards to do a Greenfield Exercise in which they go back to zero base and ask themselves which tasks and jobs they would be prepared to pay for if the business was theirs. Such a periodic health check-up keeps the organization fit and trim and in a state of preparedness to meet competitive challenges. *Mr. B R Shah is Chairman of Lipton India Limited
Cochin Chapter
August Meeting on 26.08.09 Anil Kumar. K. Ph. D., Head, Department of HRM, Rajagiri School of Management addressed the members on Leading From the Middle The Curious Case of Dynamic Followers More than 23 professional attended the National HRD Network Cochin Chapter Monthly Professional Meeting. Followed by a power point presentation, Dr. Anilkumar, in his characteristic style, invited people to take part, in tits and bits, in conversational style and participative mode. It was a wonderful experience. The presentation was followed by deliberations and exchange of personal experiences by the members with regard to people as followers. Student community, Senior HR professionals, and newGen professionals rendered variety of experiences, and shared in platform for all. Some of the members emphasized the need to create effective followers in PSUs. Some others talked about the practical difficulties in Indian organizations in effectively developing dynamic followers. The discussions were fruitful and the members felt themselves enriched.
know', 'sharing knowldge and experience', etc., etc. He sletched the various facets of learning. Adult learning is yet another. Pedagogy, Angragogy, Synergogy have to be clearly undestood concepts for HR practice. The exitement of a school boy receiving the first set of books on the school opening day etc. was also remembered by each and every particpant. Learning from teachers, gurukula system, learning from colleagues, learning from children, learning from closer observation over/ of others/ events, discussions, imparting knowldge & experience to others, gaming, notes taking, simulations, fun & humour, formal & informal settings, reflections/ reflective thoughts & sharing them with others, finding out newer dimensions, discussing further with others in brainstorming sessions, listening to 'socalled orinary persons' and picking up learning points, etc., etc. also form Learning.
*also with Mahindra & Mahindra Group, Bombay Dyeing & Mfg Co. Ltd., Xavier Institute of Management, before which he was closely associated with HRD Network and Indian Society for Training and Development.
Be empathic (learn to understand others). The owner/MD or the leadership at any level should meet the HR person at least once in a day. It helps him to understand issues and effectively respond to the group, empathetically. Communicate effectively to build relations. Building relations pays off in long-term. Focus on Result Orientation: Commitment employees means different at different levels. At workers level, we need to understand what they can deliver and support them to deliver the best. Using multiple yardsticks Showing path, consistently is critical for people in the organisation to walk the talk. Perseverance and Patience are critical for leading business in difficult times Firm and fair. Being employee focused does not indicate being soft. To communicate with truthfulness and implementing practices/processes to the best of the organisation is critical.
The processes required to build quality leadership are: Create small successes as success builds success Create a sense of urgency meaningfully communicated and involved Leadership styles are different and are situations. Keep Ego - the selfishness in an Individual should not exist to build relationship Go to the shopfloor (learnings from shopfloor can have a telling impact on the decision making process) Build cross-functional learning - create opportunities for people from indirect departments such as finance/hr/ production to go to market and understand customer.
Cochin October Event

Meeting on 28.10.09 Mr. Kunjachan, Chairman and Managing Director of Arjuna Natural Extracts Ltd. addressed on Learnings from the Life of a CEO. He has created an excellent platform for discussing on Learnings from the Life of a CEO. Subsequent to Mr. Kunjachans inputs on how he built this company over the years, other 32-odd members had a healthy deliberation and brought out the following learning. It has also been found that all these learnings can be reflected in the best organisations in the country and abroad. The address was down-to-earth, very casual, frank, innocent, and transparent. Enlisted others to share their experiences, and related their experiences. Mr. Baburaj, Head-HR of Harrison Malayalam summed up and concluded the proceedings. It is heartening to note that HRD Network is picking grounds in Cochin, enlisting wider group interests, and in terms of numbers. To inculcate Leadership, the following traits are required. One of the most critical roles of a leader is to retain the committed, highly performing employees to continue serving the organisation. Openness Ability to accept mistake, gracefully
Cochin September Event

Meeting on 11.09.09 Mr. George Kunnath,*ex-Director (Human Resources), MRF Ltd. addressed the 23odd HR professionals in the HRD Network, Cochin Chapter on 11th September, 2009. Programme was designed essentially to 'involve' participants fully and make the collective wisdom, experiences etc. of the wide variety of people. Their knowledge, skills and experience were weaved together. Mr. George stepped in, on and off, to make it lively, cheerful, and forthcoming. He 'steered through' excellently. His academic bias came in, sometimes, to bring in memories of the past. It was also a Backto-Basic' session too. We saw people taking notes, as time went by. The benefit for each and all was the vast amount of knowledge and experience shared by almost all the participants. They all walked out much more enriched, in all respects. The participants came forth with their ideas, experiences, reflections, feelings, across the discussion forum, and made it a meaningful and fruitful dialogue. Resource Person briefly touched upon the topic for few minutes. He elicited the views of th econcept "Learning" as it occured to each. Some said. 'learning, 'unlearning', 'smell of new book', 'telling other want we
More important, is the value leadership, which makes the company to sustain. Ability to get connected to the grass-root with embedded value system helps the organisation to sustain and build growth. Strength and synergy is gained from/ and to individuals through the invisible thread called leadership-in-empowered-situation All members appreciated how simple learnings can create such profound outputs - within an hours interaction. -summarised by Mr. Baburaj, Head-Human Resources, Harrison Malayalam Ltd. We, in NHRDN Cochin Chapter intend to publish such proceedings, as monographs.
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Fascinating Facts
K. Satyanarayana
281. In A Weak Economy Unions Cannot Be Strong With only 13 percent of American workers now represented by unions - the lowest in six decades - a sign that in a weak economy there cannot be strong labor unions, organized labor at corporations like Cintas based in Cicinatti, nation's largest uniform rental company, employing 17,000 workers are planning to form a union as a way of demonstrating that the movement can regain its old strength. Like many other companies, Cintas is aggressively battling unionization. Its executives maintain that a union will bring antagonism to the ranks and undermine profits, growth and spirit of cooperation. "We have a special culture here that would be jeopardized by the kind of hostile actions that characterize the union's approach to dealing with the company," a senior official said. The company supplies uniforms to other companies and cleans mats, towels etc. Many workers are unhappy because they are paid less than $9 an hour while the company boasts that its revenues have grown continuously for 33 years, but when we ask for a raise, they say the company is not doing well. One lady worker with the company for the last 13 years says that she is embarrassed to work there and is ashamed to admit that she earns just $8.20 an hour. She says, "We need a union to help us get a good salary and good insurance." Another lady worker complained that a supervisor had told workers that they should be careful not to become pregnant or they could be fired. One more worker grumbled about earning $7.97 an hour and about rats and roaches in the lunchroom. Cintas has 365 plants across the country and large numbers of employees are immigrants from Mexico and other countries where unions are popular. In its employee handbooks, the company says it strongly opposes unions. Executives note proudly that workers at 49 plants, most acquired from other companies, have voted to oust their unions. Cintas, which had revenues of $2.3 billion last year, spends hundreds of thousands of dollars on labor consultants who often tell employees that unions will sow discord and only want their dues money. In the current battle, Unite is using 150 organizers and spend at least $3 million. It has financed litigation accusing Cintas of not paying overtime to its workers and of illegally firing workers for supporting a union, accusations that the company denies. Unite hopes to avoid elections and instead seeks to persuade management to grant union recognition through a process known as card check neutrality. Under this procedure, management agrees not to campaign against the union and to grant recognition once a majority of workers sign cards saying they favor unionization. Company prefers secret ballot since union organizers manipulate or coerce workers to sign cards. Company officials say that it provides a great place to work with competitive wages and benefits like profit sharing and pension plans. Many workers who oppose union say, "we have a very good management, if we have any issue, we can walk into any manager or even call the C.E.O. It is all openness. Everybody works together for a common goal." (Source: The New York Times, May 31, 2003)
Mr. K. Satyanarayana, Hon. Executive Director (Retd.), National HRD Network. He can be reached at: ksnhrd@gmail.com
SPECIAL AWARD TO HYDERABAD CHAPTER AT THE 13TH NATIONAL CONFERENCE AT MUMBAI - 27th November 2009
CITATION This is one Chapter which has a rich history and is known for its consistency. For many years the Chapter holds its meetings every Thursday, never cancelled or postponed and always started on time. Key highlights: 1. Consistent and high standard of governance 2. A remarkable library, a veritable stove of books 3. Establishing an interactive website on web2.0 platform which is integrated with the national site 4. Strong focus on membership which is the second highest number of members added and a significant contributor to the HQ. Date 03.12.09 10.12.09 17.12.09 24.12.09 31.12.09 Innovative initiative: The chapter architected a unique and highly acclaimed Talent Management Conclave in association with ISB. The National HRD network takes pleasure in recognizing Hyderabad Chapter for its Special Contribution
Hydrabad Chapter - Thursday Talks

December 2009 Theme for the month: Employee Engagement Speaker Name Dr. Prageetha Raju Madan Mohan Srinivas Sangyam K. Pradeep Kumar Amitabh Bhagat Organization IBS COD Polaris ITW Signode Franklin Templeton Designation Professor Associate Head - HR Head - HRD Head - HR
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Employment of Married Couple in the Same Company -Hitches and Glitches

Suggested Solutions to Case Study No.33.
Questions for Discussion. Q.No.1. If you are the Sr.COO, what will you do? Ans. Many a time in the past, the Sr.COO was in a dilemma on his decision for employing this couple. However, he had no regrets because of their excellent performance and ultimate results. Keeping all these positive results in view, today he should take a crucial decision to tell them that one of them should leave the organization. He should also be prepared to sacrifice one of them and give the choice to them who would leave. In case, they did not agree to his proposal, he should politely advise both of them to leave the organization. The Sr.COO was also aware that no particular person was indispensable to the organization. Q.No.2. If you are Pritam, what type of decision you will take? Ans. Pritam was given an additional job of market research analysis to improve consumer satisfaction and employee productivity while reducing operating costs. With her deep involvement in this task, she progressed ahead a lot which gave her great degree of satisfaction. Her task was still not completed. Her concentration at this stage was more necessary as leader and she should sacrifice the occasion of the marriage of her husband's sister. Q.No.3. If you are Prakash, how will you react? Ans. Prakash's commitment was also equally important. But he should positively attend the marriage of his sister and should convince his parents respectfully on the circumstances under which Pritam could not attend the marriage. He should take his children along with him. Q.No.4. What are the advantages and disadvantages if married couple is employed in the same company? Ans. There are several advantages to the company. They can hire or allot an attractive and spacious bungalow or a flat for both of them and thus can save on the cost of one more house. The company can also provide only one good car for both of them with one chauffeur. Here also there will be a saving. Since both husband and wife will be travelling together, their communication system on the affairs of their company will be effective. They both will be more loyal to the company. As far as the disadvantages are concerned, I fully agree with Mr.V.Nagarajan whose solutions are given at the end. Q.No.5. What are the ideal professions for a married couple? Ans. Teaching profession, medical practitioners, and lawyers are some examples for ideal professions for married couple. Married couple engaged in their own business can also lead as an ideal couple. Q.No.6. How do you justify work-lifebalance in this case? Ans. Work-life balance is fundamental in nature when it comes to understanding and responding to employees' needs. Work/life balance leads to better employee satisfaction and satisfied employee returns a lot to the organization in terms of productivity and positive work culture. Work-life balance employment practices are concerned with providing scope for employees to balance what they do at work with the responsibilities and interests they have outside work and so reconcile the competing claims of work and home by meeting their own needs as well as those of their employers. Today's corporate environment has posed with several new challenges and problems for employees in the form of willful, constant change, wide variety of job responsibilities and uncertainties with increasing pressures from ambiguous persuasions to increase productivity. The executives of today face the problem of declined morale and exhaustion though the mankind attained landmark improvements in communication, transport and areas of science. The reason for this problem can be attributed to a syndrome of work/life imbalance. In India, the corporate should understand that their executives are their wealth and strength and they should be taken care of well. A few companies here have experimented under work-life balance systems such as 'flexi-work', 'flexi-time', 'compressed work week', 'jobsharing'. etc. For stressed employees in quest of balancing work and personal lives, time is nearly as important as money. In these days of cut-throat competition era, high workplace flexibility can be a key strategic factor for organizations in attracting and retaining the most talented people. Benefits claimed for a flexible workplace include increased productivity, improved recruitment and retention of employees, and enhanced company reputation. Work-life programmes also include child care, elder care and special leave
Prof. Ravi Dharma Rao

schemes which provide employees with the freedom to respond to a domestic crisis without jeopardizing their employment status. In this case study, work-life balance was not proportionate. Whenever, they had availed leave, either individually or jointly, they were restive. By working in the same organization, they had more problems rather than having advantages. Certain misunderstandings also arose in their conjugal relationship. The author wishes to acknowledge with thanks to Mr. V.Nagarajan, Sr.DGM -HR, TTK Prestige Limited, HOSUR, who has sent his solutions to the case study, which I am producing below: 1. As Sr.COO I would suggest one of them to attend reception and come back and the other to attend the wedding afterwardswhich would satisfy the family requirements and both would have done justice to their jobs and personal/domestic requirements also. As Pritam I would have blamed my fate and discussed with Prakash for some alternative arrangement to attend the wedding and convey an excuse thru Prakash to the family for not being able to attend the wedding. As Prakash I would have taken the suggestion of Pritam and acted after blaming the ultimate fact that both were not able to attend the weeding together. Advantages to company: Making / receiving telephone calls can be reduced. As a matter of prestige one will vie with each other in their respective profession in the company. Both will be on time to the company to avoid banging by Bosses; For Purchase of house or any household items both will apply housing loan and each will be collateral security to the other. They can't leave the job abruptly or absent. Disadvantages: For any given function both will apply leave which will affect the work. If one is affected by fever the other spouse has to apply leave and help the other. If one of the spouses is reprimanded the other will show his/hers discontentment or will get offended. 5. Teaching and Postal department employment are the ideal professions for a married couple. Sheer adjusting nature, good temperament and accommodative attitude between the couple will bring in work life balance. H
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Prof. R. Dharma Rao, Head, HR, ICBM. He can be reached at: ravidharma_icbm@yahoo.co.in
Chapter News
AGRA
Welcome to new life member 1. Mr. Manish Gupta, Dy. Registrar, Sharda Group of Institutions, Mathura
BANGALORE
The Monthly event was held on Monday, 26th October at Hotel Chancery Pavilion. It was truly observed that "When you want to grow higher look deep inside". What also can really be helpful in these times of turbulence is a pure "wisdom". The two speakers for the October Monthly meeting of Bangalore chapter were our own longstanding members who shared their wisdom, which had come from their deep study of the subjects they spoke about. Mr. H S Shama Sundar spoke on "Lessons from the Epics for Talent Developments" which was interesting, insiteful as well as relevant. He presented the nine lessons that will help corporate to create, build retain talent. There were meaningful insights like how Chintan ,Manam, Smaran and Bhajan can be adopted by corporate. Mr. Rajshekar Krishnan from IBM on the other hand made a presentation on how individual can bring forth "The power of sixth sense ". Both the presentations were very relevant from individual growth and elicited a lot of animated interaction between the speakers and the participants.
Electronics from Ravenshaw College, Cuttack and an MBA from Delhi University with major in International Trade, International Financial Management and Industrial Management. Apart from handling very significant profiles in Orissa, he has served the Government of Bihar, Ministry of Defence-New Delhi and Ministry of Consumer Affairs, Food & Public Distribution as Additional Secretary and Financial Advisor, Government of India and Special Secretary, Ministry of Power, Government of India, New Delhi. Sri Padhi is known for his prowess in communication which has always captivated his audiences. He spoke on a very interesting topic - "Right to Information for future managers". This topic has been drawing attention from all quarters.
The sponsor of the evening session M/s Updater Services (P) Limited, Chennai made a brief presentation on the 'facility Services' provided by them in all areas of Human resources. Mr.K.G. Manikandan, Regional Manager, UDS stole the session with his humorous presentation of the UDS services. The main programme started with the Welcome address by Mr.Alphonse, President of NHRD Hosur Chapter who also introduced the Speaker of the session Mr.M.S.Vadiraja,a leading Trainer and Managing Partner of UNISOURCE, Bangalore. Mr.Israel Inbaraj honoured the chief guest by handing over a colourful Bouquet. Mr.M.S. Vadiraja spoke on "Leadership Development through MBTI" for Role and Team Effectiveness in Organisations. While explaining the MBTI- (MYERS-BRIGGS TYPE INDICATOR), the speaker described that it is a model of personality that gives us insight into how and why people understand and approach the world in different ways. MBTI has the background of research and application for more than five decades; Mr.V.Nagarajan, chapter Vice-President summed up the speech and delivered Vote of Thanks. Mr.M.Ravindran, Chapter Treasurer presented the Chief Guest with a memento on behalf of the NHRD Hosur Chapter. The session ended with the reciting of the National Anthem. Mr.Bhalajie was the co-ordinator for the entire session. November Meeting
The talk was followed by meeting of NHRDN members of Bhubaneswar Chapter.
BARODA
See Page No. 54
CHENNAI
See Page No. 57, 58
COCHIN
See Page No. 46
DELHI
Report on Page No. 42 and Photographs on Page 56
BHUBANESWAR
ACTIVITIES ORGANISED IN THE MONTHLY MEETING OF NHRDN, BHUBANESWAR CHAPTER AT 6.30 PM ON 14th NOV, 2009 AT BHARATIYA VIDYA BHAVAN The monthly meeting of NHRDN, Bhubaneswar Chapter for the month of November was convened on 14th November, 2009 at 6.30 pm at Bharatiya Vidya Bhavan. The evening started with a talk by guest speaker, Hon'ble Chief Information Commissioner, Orissa, the eminent Sri Dhirendra Nath Padhi, who is also a former member of the IAS. Sri Padhi has been a visiting fellow at Oxford University, UK during the full academic year 1991-92 and worked on "India-European Union Trade Relations". He is a Master of Science in Physics with specialization in
The NHRD Hosur Chapter, Monthly meeting for November held on 10TH November09 was hosted by M/s Renaissance Grand Sarovar Portico Group of Hotels at their premises. The programme started with the prayer song sung by Mr.Ravindran, the Chapter Treasurer. Mr.Vineeth of Renaissance Hotel welcomed the gathering. Chapter Vice President Mr V Nagarajan introduced the Speaker. Mr. N Sekar, Joint Secretary formally received him on the dias. This was followed by a brief presentation by Mr. Paul James of PSCS Consultants about his organization and the unique training program titled Insights for Harmony which is happening in Hosur in December. M/s PSCS Consultants were co-sponsors for the meeting. After Chapter President Mr. Alphonses key note address, the main speaker of the day Mr. Sabu Paul delivered his presentation on the topic Competency based learningA Key to successful organization.
HOSUR
NHRD, HOSUR CHAPTER OCTOBER MEETING The monthly meeting of NHRD, HOSUR Chapter for the month October was held on 13th October, 2009 at the Ashok Leyland Management Development Centre, Sipcot, Hosur. To start with, the participants of the session observed 2 minutes silence to condole the untimely demise of Mr.ROY J.George, the H.R Head at Coimbatore based auto component manufacturer Pricol on September 22, 2009. The gathering also observed 2 minutes silence to condole the untimely death of the NHRD member Mr.Munirathnam.
Key Learnings: Bottlenecks in a normal learning system: Resistance to change on the part of employees (Trainees) Absence of a learning environment in the organization Features of a Competency Based Learning System Competency includes: Knowledge, Skills and Attributes. Competency cannot be improved through regular Training and development activities alone. Types of competencies addressed: Technical, Behavioral, Functional, and Occupational Process: Assessmentfinding gapBridgingevaluationmonitoring. Design & Implementation: Analysebuild a competency modeldesign implementationevaluation. What and How Approach Coaching/Mentoring. PLAN WELLMATCH THE RESOURCESINVOLVE TOP MANAGEMENT FROM THE BEGINNING TO ENDGET THEIR SUPPORTMEASURE THE RESULTS REPLAN AND PLUG THE GAPS The presentation was followed by the interactive session. The speaker was felicitated by Mr Robert, the Chapter Vice President.
Mr. Mukherjee's profile: Ashok Mukherjee is Vice President, HR with Tata Consultancy Services (TCS). He holds charge of the global HR compliance & governance portfolio and has intermittently spent seven years managing TCS HR in the USA. As visiting faculty in India, Ashok has taught at the Xavier Institute of Management, Bhubaneshwar, the Army Institute of Management, Kolkata, and the prestigious Jamnalal Bajaj Institute of Management, Mumbai. He has also attended a weeklong programme in Harvard Business School. He is a certified Senior Professional Human Resources (SPHR) from Society of Human Resource Management, Virginia, USA. Setting up a Global HR Compliance. Mr. Mukherjee started with the 'Basics' and said that "Compliance is a process". It has 2 dimensions - Regulatory (external) and Policy (internal). Regulations include employment laws, labour laws and immigration. Non-regulatory or behavioural compliance includes security, ethics, policies, etc. We have to abide by both. Talking about the necessity of having compliance, he said that with globalization of organizations, there is an increased need for workforce mobility, more stringent governance and compliance requirements; and ever greater pressure to improve. However, there is no defined area for compliance in HR and it can be done either proactively or reactively. It should always be proactive because if you are reacting, it means that you have already received notice from the regulatory agency or lawyers. The importance of compliance is shown by the survey results which show that 61% of the company, who were surveyed, said that their HR heads were members of Corporate Compliance Committee or CCC; but even today in India it is a HR responsibility, but not always a HR function. Elaborating about laying the foundation, Mr. Mukherjee mentioned that in Corporate HR, there should be a dedicated Legal Dept. Then there is a corporate HR Dept. The HR traditional model included the strategic part and the admin part. In the evolving model, global compliance is also included, with people in one place taking care of the global compliance throughout the world. The most important thing to remember is that the managers have to be made responsible for the compliance and given the required training. Legal knowledge is the main functional skill needed in this regard. Mr. Mukherjee then enlightened us about how TCS build their compliance step by step, by taking one country at a time and learning the HR laws pertinent to their business. They defined auditable evidence of compliance, got it checked by an outside lawyer and then
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made a matrix of the laws. The responsibility and accountability was then given to the appropriate people and compliance was maintained by monitoring changes or developments in the laws. For e.g. FLSA or Fair Labour Standards Act in US is a Federal Law that is extremely important. Any changes are monitored and alerts sent to all responsible managers, senior managers and anybody else who are responsible. TCS has developed its own online tool for monitoring compliance. This tool has been implemented for India and is being currently enhanced to cover all locations worldwide. The tool facilitates uploading evidence of compliance with each law so that management is aware of the status of compliance for each location. After its success in India, it will be implemented globally from next year. Globally 506 laws are being monitored. Litigations can never be avoided, even if you are 100% compliant, especially in foreign countries. However, it really helps to audit the compliance functions. Tracking audits and closing them is extremely important for HR. Mr. Mukherjee concluded by describing some key challenges for Global Compliance, namely: Educating managers Language barriers Keeping track of regulatory changes Managing more complex business model He explained all the theoretical aspects with brilliant lucidity but underlined the most important part at the end - compliance, accountability, governance are excellent parameters , that revolve around the most precious asset of the organization - its people. It was indeed a privilege for NHRDN Kolkata Chapter to learn from this veteran and the Chapter expressed its gratitude with a small memento and flower bouquet.
HYDERABAD
See Page No. 47 - Hyderabad Wins Special Award Inducted into Hyderabad Executive Committee L Prabhakar Head - Human Resources ITC Limited - Agri Business Division 31, Sarojini Devi Road Secunderabad - 500 003 Prabhakar.L@itc.in
JAIPUR
See Page No. 40
KOLKATA
November 6, 2009 marked another great evening for Kolkata Chapter when we were honoured by two esteemed speakers. Our President and VP HR of Eveready Industries, Mr. Sujoy Banerjee, welcomed our guests and introduced our first speaker from Mumbai. Mr. Rajesh Padmanabhan from NHRDN Mumbai Chapter visited us and enlightened us with the details of the upcoming 13th National Conference in Mumbai. After a short break for some great snacks and coffee, Mr. Sujoy Banerjee introduced our speaker of the evening, Mr. Ashok Mukherjee.
NAGPUR
See also page 55 NAGPUR CHAPTER ORGANISES A SESSION ON "OB IN HRD" On 08 Nov 2009, Nagpur Chapter organised a session on "Out Bounds in HRD" at Pride Hotel Nagpur. In this session, the speakers Mr. Nicholas Conceicao, Executive Director, Outward Bound, Singapore and Mr. Lewis Glenn, Outward Bound Trainer from USA spoke about the HRD training pedagogies used by trainers for multi-national Corporations (MNCs) in USA and Singapore. They brought it out the importance of Out Bounds Training in human
resources development. Mr. Nicholas Conceicao said that the use of OB is most effective training pedagogy in HRD. It takes out the employee from the comfort zone and puts him in simulated environment of challenge and risk, which gives him an effective learning of communication, cooperation, trust, conflict resolution and problem solving. Mr. Levis Glenn has brought it out that the they have observed, in a day long training the lessons on team building, communication etc., can be build up, however, for leadership development a longer period up to 21 days may be required to bring the effective change in the participants. Mrs. Vinda Warhadpande, General Secretary, Nagpur Chapter welcomed the speakers. Dr. SV Gole, one of the founder members of Nagpur Chapter moderated the whole session. Mr. Shailendra Nath, Director, NADP, honoured the guests. Mr. S Bhalerao, VP, HRD from Gammon India informed the expectations of audience to the speakers and also gave various clarifications on the topic. Dr. CV Chalapatirao, proposed the vote of thanks. The programme was convened under the dynamic leadership of Sh. Arvind Jain, Sr. VP, Indorama Synthetics (I) Ltd and President Nagpur Chapter by Prof. Shyam Shukla, Director, Central Institute of Business Management Research & Development. The programme was organised in association with Out Bounds Bharat. Mr. Nikhil Mundle, Mr. Avinash Deoskar and Mr. Sudhir Moharir from Out Bounds Bharat also brought it out their experiences of OB in Indian Context.
20.11.09- A lecture was arranged in Power Grid Corporation in which Mr. Jyoti Sinha(Rtd.Special Secretary to Govt. of India) spoke on the Initiatives taken for the development of human resource at the lowest rung of the society.
"Bridge the Gap Consulting, Inc" works with an entire team of independent associates around the world. Our backgrounds, experience, and collaborative techniques have created tremendous possibilities on many continents! Pune Chapter Core Committee Meeting The Core committee with a few members met to discuss and formulate a plan of action to achieve the 3yr high-vision plan which was drafted at a previous meeting. The exercise was initiated by Ms. Anu Wakhlu and attended by ex-officio, present committee and few other members. The meeting concluded with a clear direction of initiatives and Plan of action for the team
PUNE
"Good Vibrations" NHRD, Pune held a session on Good Vibrations, By Dr. Barbara Galyen. People all over the world tend to focus on cultural "differences" rather than look at how to genuinely connect at a basic human level. Regardless of race, color, or creed, people can learn how to build relationships and communicate effectively with others by using the scientific principles of "good vibrations." The impact of creating relational presence and managing energy can significantly change the ways people relate with each other and feel about their connections. This interactive, uplifting session looked at strategies that could be applied in any professional or personal setting. Using videos and photographs, Barbara provided real life examples from several countries demonstrating how this strategy works. Telling one compelling story from the Beijing Olympics, she shared a personal experience of watching an athlete walk away with the GOLD significantly attributed to the development of "good vibrations." The session covered utilizing energies and emerging as winners in today's competitive age. About the Speaker: Dr. Barbara Galyen is the founder and CEO of "Bridge the Gap Consulting, Inc" - an international company that offers consulting, training, and coaching around the globe. Having lived in India for eight years and other countries for more than twenty years, Barbara offers the unique opportunity for participants to learn from her "on-theground" experiences in the corporate, United Nations, and non-profit worlds. Her travels have taken her many places including China, Afghanistan, Rwanda, Russia and Costa Rica. There are few countries that she hasn't either worked in or visited yet. A master's degree in Counseling, doctorate in Organizational Leadership, and continued professional development keep her up-to-date with recent research in personal transformation and organizational development. Her work focuses on both the behavioral and structural aspects of organizations. With her understanding of many different cultures and broad work in team building, leadership development, crossing cultures, and managing change, she offers innovative, practical tools to build meaningful relationships and successful results.
RANCHI
National HRD Network (NHRDN), Ranchi Chapter had organised a hi-octane Sunday talk on Personal Effectiveness, Concerns, Issues and Way-Outs by Shri Ajay Agarwal, an eminent Management Consultant. Ranchi Chapter of NHRD Network is the leading national body outfit in Jharkhand for promoting education, research and development in the domain of human capability-building. Shri S P Patnaik, Executive Director (HRD), SAIL and President, NHRDN, Ranchi put immense faith and dynamism in participation and development of students of different management and technical streams in Ranchi through series of such programmes during their formative stage. As a result, the programme was well attended by more than 250 participants from Department of Management ,Birla Institute of Technology Mesra, XISS, ISM Pundag and NIFFT. A number of senior officials and dignitaries from the leading public and private sector organisations viz. SAIL-RDCIS, CET, SSO, CCL, CMPDI, Coal India Limited and Indian Institute of Coal Management , MECON and HEC Ltd have attended the programme. This was the first time that the whole team of senior teachers from Delhi Public School and Jawahar Vidya Mandir attended a programme conducted by National HRD Network fostering the faith by the power-talk of Mr Agarwal. Mr Bishwajit Chowdhury, Hon. Secretary of the Chapter offered the vote of thanks.
PATNA
ACTIVITIES OF PATNA CHAPTER 22.10.09- A networking dinner was arranged in A.M. Prasad's Library Hall garden.Mrs. and Mr. Piyush Sinha of IIM Ahmedabad were the Chief guest. 6.11.09- A round table discussion on Domestic Violence was held in the President's house.Mrs. Mamta Malhotra,a prominent social activist spoke on the occasion.The topic was Domestic Violence. 12.11.09- A delegation of HRD members met Swati Piramal, President Assocham to discuss about the ways and means to develop Bihar. 13.11.09- An IT Conference Infocom 200910 was held in Patna on 12th and 13th in which HRD Patna Chapter was represented by a presentation from the Secretary, Mr.M.K. Sinha. 17.11.09- HRD delegation met Mr. Nandan Nilekeni in Chandra Gupta Institute of Management,Patna and discussed with him the importance of empowerment of people at the grassroots through UID Project.
VIZAG
NHRDN Vizag Chapter Lecture Meeting News NHRDN Visakhapatnam chapter organized a lecture and felicitation function on 18-112009 at 6.30 pm at Hotel Daspalla in association with the local chapters of ISTD, NIPM and VMA. Prof. Vinayshil Gautam, IIT Delhi as a Chief Guest made a presentation
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on "Reflections on Organizational Effectiveness". In this meeting Sri Y. Manohar, Director-Personnel, RINL was felicitated for being elected as the National President, ISTD. Sri PMMG Krishna, GM-Admn., RINL and President, ISTD Vizag Chapter, presided the meeting and Presidents of other associations are on the Dias and felicitated Sri Y. Manohar. Dr. Demudu, Secretary, ISTD welcomed the gathering and the guests to the dias. Sri DVS Murthy, Secretary, VMA proposed vote of thanks. Nearly 100 members participated. Prof. Vinaysil Gautam, former National President, ISTD, expressed his happiness to people of Visakhapatnam particularly to the professional associations in Visakhapatnam, for the great honor that is being given to Sri Y. Manohar as the president of the prestigious body like ISTD. This is the first time that the national president is from Visakhapatnam.
Quiz Corner
Questions - December 2009:
1) Which is the leading internet based search engine in Russia? 2) What is the name , given to the inverse relationship between tax rates and tax collections? 3) Who said this-"Half the money I spend on advertising is wasted, and the trouble is I don't know which half.' 4) Nokia, recently had used a large scale interactive process, to develop a new set of values, to provide direction to the company. What was that process called? 5) Identify this personality and the company he owns and manages. His grandfather was the founder of Bank of Madura and this personality is his grandson. 6) In which country, is it illegal for its citizens to own a tunable radio? 7) What is the concept of 'flow', in employee engagement, as defined by the American Psychological Association? 8) What is the last question in the Great Places to Work Institute's Annual survey of top employers? 9) What is the brand name of the outlets, opened by the RPG Group, to retail books and related items? 10) In Retailing, who is referred to as 'night owls?'
Quiz Master:
Mr. P Vijayan,
VIJAYAWADA
See Page No. 53
Director-HR, CHEP India, Mumbai E-Mail: vijayan.pankajakshan@chep.com
Answers to Questions of November 2009:

1] It is the 'moment' when 'everything' falls into place. Psychologists call it 'insight.' 'Aha solutions' are ALL or None (rather than the solutions that evolve/accumulate slowly over time). It has also been correlated with activation in right cerebral hemisphere of the brain (Bowden &J Beeman) & hypocampus (J Beeman & Kazuhisa) 2] Between 1 and 2% of total number of seafarers (2003 ILO) 3] a) 22.4% of population (China) b) 7.1% of population (India) 4] Harvard Business School 5] Systems Thinking (Theory of Constraints) - 'The Goal' by Elayu Goldratt 6] Affirmative action b)Understanding differences c)Managing Workforce diversity d)Strategic Diversity Management 7] Lectern 8] Kurt Lewin (along with WR Bion & J Rickman) 9] Aditya Birla Group 10] The Bombay Store (1906) to achievement motivation to make them understand the concept in depth. In conclusion, students were enlightened to become entrepreneurs and business leaders and achieve great heights in their future endeavors. The program hosted by Mr.S.Sunder Raj, secretary of Masterji Degree & PG College,a instituional member of NHRD Network,warangal chapter. Dr.Banda Prakash,President of the chapter, Prof.Bhavani Prasad, Vice President of the Chapter ,Dr.Mohan Rao and Sinivas Dulipala, treasurer of the chapter took initiative to conduct this meeting successfully and enrolled for new members. As a token of respect the participants paid their tribute to Late Prof Ravi Prakash.S, Department of Commerce and Business Management, Kakatiya University,Warangal for his contribution to the society. As per the monthly schedule the next talk would be on every third Saturday and the venue of next talk is on 19.December.2009 at ITM,Warangal.
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WARANGAL
A Report on NHRD talk at Warangal chapter. on 21-11-2009, at Masterji Degree & PG College by Ram Chander Maddela.( CEO PRANTEC PVT LTD, www.udyogi.in ) Monthly NHRD talk on "Achievement motivation for budding managers" was attended by more than 72 profeesionals, faculty& students from various colleges and members of NHRD, Warangal chapter. Mr. Ram Chander Maddela,CEO - PRANTEC PVT LTD, www.udyogi.in gave some valuable inputs on importance of achievement motivation. Mc Clleland's need achievement concept was stressed upon, to make the participants understand and differentiate the need for power, affiliation and achievement. He conducted a Thematic Apperception test to understand achievement motivation of the participants and made them to aware about various factors involved in it. Eventually participants who were expected to be the budding managers of the corporate world were motivated to concentrate on need for achievement, which will place them on new horizons. Embracing the achievement motivation would enable students to become entrepreneurs and business leaders. Different illustrations given and studies presented highlighted the significance of achievement motivation and its role in the developing of a budding manager. Thereafter an activity was conducted related
CARTOON CORNER
Col. P Deogirikar, Indore p_deogirikar@ruchigroup.com
Hope this software company guys do not come to know that we are actually the HR guys from the competitor with a task of painting the mosquitos black and white and not killing for our campaign to spread rumours of dengue menace here?
Seminar on: Creative HRM for Corporate Excellence Organized by: Department of Business Administration P.G.Centre, P.B.Siddhartha College, Vijayawada In association with:
"Human Resource Management (HRM) is at the heart of, and the heartbeat of, a company. It is the most important asset of a company, especially during turbulent times," said M. Gopala Krishna, in his key note address in a seminar on "Creative HRM for Corporate Excellence" organized by Department of Business Administration, P B Siddhartha College, Vijayawada in association with the National HRD Network, Vijayawada Chapter. He pointed out that strategic and intellectual inputs come from HRM. Speaking about creativity, he said it was an offshoot of insight, focus and finesse. "Creativity must result in innovation and innovation is doing things in a novel way. It results in value addition. Corporate excellence is nothing but excelling oneself and exceeding the expectations of the customers and this comes only from the ability to change and see certainty in uncertainty," he emphasised. He said HRM had the power to transform the 'swabhava' of people into 'swakarma' and 'swadharma'. "Excellence also means adherence to truth, trust and transparency and to continuously raise one's own standard. Build your core competence and aim for customer-centric growth and employees-centric change," he advised. Mr. Gopala Krishna said proficiency of employees must become efficiency of work and this efficiency, in turn, must become the biggest asset of a company. Doling out tips to students, he said if they followed with honesty their home work, hard work, smart work, team work and network, there wouldn't be any stumbling block in their all-round development. He said one must focus on developing leaders who have a firm focus on change management. A key driver of organizational performance and building High Performance Organizations is the Creative HRM was the view expressed by Mr. R. Ganguli, senior Director (HR), Dr. Reddy's Laboratories Ltd. According to him successful high performance organizations differentiate themselves from the rest by not only having a robust Performance Management Process, but creating a High Performance culture, where employees are not only clear in terms of expectations and deliverables, but also know what organizational behaviors will be rewarded or not.
National HRD Network, Vijayawada Chapter

4th November, 2009
Mr K. Pradeep Kumar, head of the HR, ITW India Ltd. has presented the epace system which has been practiced in their organization making their employees aware of their performance online in a continuous manner. According to Sri K.J.A. Swarup, DGM (HR), ITC Ltd., business environment is witnessing winds of change and competition is getting stiffer, organizations are constantly looking for ways to improve organizational performance in terms of their deliverables to the key stakeholders like shareholders, customers and employees. He also stressed the need for engaging the employees in a meaningful way so that they take the ownership of the processes they handle. Accoring to Sri K. Satyanarayana, honorary Executive Director (Retd) of the National HRD Network, Companies no longer offer careers. People create their own careers Society is always taken by surprise at any new example of commonsense. The only guarantee is that there are no guarantees Markets even entire industries can disappear overnight. He asked the participants to give a thought to the following HRM Practices: Why do we need Time Offices and Punching clocks? Why do we need reserved parking? Why do we need cabins with doors? Why do we need to differentiate our human assets as officers and workers? Why do we need to frisk workers at gates? Can we think of Paternity Leave? Is it necessary to commute on all days? Vice-president of Siddhartha Academy Sri B.S. Apparao inaugurated the seminar. Dr Rajesh C Jampala, Professor & Head, Dept of Business Administration, P B Siddhartha College, Vijayawada presented the theme of the seminar. Nearly 400 delegates including management students, business consultants, and faculty members of various management institutes participated in the seminar.
Sri K Satyanarayana, Hon Executive Director (Retd) NHRD Network lighting the lamp Sri B S Apparao, Vice President, Siddhartha Academy Inaugurating the Seminar
All ears: Participants keenly listening to the address on 'Creative HRM for Corporate Excellence' by retired civil servant M. Gopalakrishna
Resource Persons of the seminar arraving at the venue
Sri M Gopala Krishna delivering Key Note Address
53
Cracking Campus Interviews by Baroda Chapter

A Presentation by Ms.Namrata Iyer of Ernst & Young to Students of Faculty of Social Work on 14th Nov-2009.
The Economy slow down of 2008 has drastically affected the hiring of people across the globe & India is not an exception. During 2008, there was huge reduction in campus placements. Due to this, there is a growing anxiety in the minds of final year students for campus placements. In order to address this vital issue for students and academic world, NHRDN Baroda Chapter decided to organize a unique programme called Cracking Campus Interviews in collaboration with Ernst & Young and MS University. The programme was organized on 14th November 2009 at Faculty of Social Work, M. S. University, Baroda where about 100 final year students of MSW, MHRM, and DHRM participated. The event was inaugurated by Dr. Aruna Khasgiwala Dean Faculty of Social Work & Mr. Bharat Mehta President, NHRDN Baroda Chapter. Mr. Bharat Mehta while explaining the purpose of this event conveyed the students that there is always a shortage of talent in the market and therefore students should work hard to be competitive. Dr. Aruna Khasgiwala thanked NHRD Baroda for organizing such a useful event for the students. Ms. Namrata Iyer, Manager E & Y, Mumbai conducted the entire event to educate the students about the expectations from the students during selection process (Group Discussion & Personal Interview etc). She also took students through Mock Group Discussion & Mock Personal Interview and guided for improvement. Bharat Goswami of the chapter whose brainchild was this programme, concluded the session with Vote of thanks. Students found this interaction very useful for getting them prepared for the campus placements. The positive feedback from the students & their active participation throughout the programme was showcasing the effectiveness of programme.
Welcome note by Mr.Bharat Mehta -President NHRDN Baroda Chapter
Introduction by Mr.Anil Krishali -Secretary NHRDN Baroda Chapter
Dignitaries Seated on the Dias
Audience engaged in presentation
Ms.Namrata Iyer from E&Y making Presentation
Mock Group Discussion in progress
Mock Personal Interview in Progress
Students presenting Boquet to the Faculty Ms.Namrat Iyer
Vote of Thanks by Mr.Bharat Goswami - ECM NHRDN Baroda Chapter
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Dewang Mehta Business School Award 2009 to Dr.Amishi Arora,

the Founder President of Nagpur Chapter
Dr.Amishi Arora, Director, Datta Meghe Institute of Management Studies has been awarded for the prestigious Dewang Mehta Business School Award 2009. Dr.Amishi Arora is the first lady to receive this Women Leadership Award. This award was conferred on 05th November2009 at Taj Land End, Mumbai in the 17th Dewang Mehta Business School Award Ceremony. The Jury had decided to honour Dr.Amishi Arora, Director, Datta Meghe Institute of Management Studies. This is the highest recognition for work in B School across India. The award is in recognition of leadership, development, innovation and industry interface of Business School. Dr.Amishi Arora has done MBA from Nagpur University having more than 18 years of teaching and industry experience. She has ample research papers to her account mainly focusing on current market trends and other business development aspects. She has some publication by her name. She is also the founder president of National Human Resource Development Network Nagpur Chapter. She is the editorial advisor to Business Management Chronicle Publications.
Counseling Newly Weds

Ratnakar Misra
So I told her to go with him I will follow closely. She finally agreed. Reaching home, my friend, with my help, reached the divan and fell down, fast asleep. I asked the shocked wife to remove his shoe and belt. And let him sleep, he will be ok in the morning. Give him coffee or tea when he wakes up. Please lock the door and relax when I go, and get a good sleep. And don't fight in the morning. Pretend nothing happened. She learnt fast. In another club night, she came to me and started getting angry with me. I have seen you enter the bar 4 times and you came every time with drinks. How can you do that? I told her that I take coke without rum but I get it from the bar so that people think I am taking rum. I do it for PR. Let me see, and she took the glass and tasted it. Oh, she said it is just coke. She never doubted me again. I told her not to tell anyone, it is a question of my reputation. After all, there are responsibilities of a teetotaler. H
It was Oktoberfest Club Night. My recently married friend was drunk. His sweet little wife, coming from a conservative family a few months back had never seen anything like this. Now it was time to head home. She refused to go with him, kept saying I will go with bhaiya (ie. me). He kept saying she has to go with him. It was tending to get violent.
Mr. Ratnakar Misra is vice President, Patna Chapter of National HRD Network. E-Mail: ratnakar.misra@gmail.com
K Srinivasa Rao Life Member of Warangal Chapter Awarded Ph.D. in HRM

K Srinivasa Rao (Membership No. L/WGL/0019/2006 E-Mail: kokkondas@gmail.com) has been awarded with Ph.D in Human Resource Management from Dept. of Public Admin. & HRM, Kakatiya University, Warangal for topic entitled "MANAGING EMPLOYEE EXIT IN COAL INDUSTRY - A Case Study of Singareni Collieries Company Limited" under the supervision of Prof. G. Sreenivas Reddy, Principal, Aurora's Management and Research Academy, Hyderabad. Dr. Srinivasa Rao has this to say: "NHRD was instrumental in establishing and maintaining the interface between industry and management education institutions which is a noteworthy feature. The long association with NHRD was indirectly helpful to me in my research work by creating a knowledge sharing environment with the industry professionals. I appreciate the move of NHRD which has gone a long way in helping out young scholars in doing their research work effectively." National HRD Network Congratulates Dr Srinivasa Rao K on his accomplishment.
DATABASE (OFFLINE) MAINTENANCE FROM 1st JANUARY 2010

Dear Chapter Coordinators and Members, The offline database of Members and NonMembers hitherto being maintained by the undersigned will be maintained by Mr. Mohit Gandhi, Executive Director with effect from 1st January, 2010. All the Chapter Coordinators and Members are requested to send notifications of new additions of members and Non Members and also the changes in the same Excel format with effect from 1st January 2010 to Mr. Mohit Gandhi on his e-mail address mohit.gandhi@nationalhrd.org All Chapter Coordinators and members are requested to extend the same cooperation to Mr. Mohit Gandhi that I received all these years.
K Satyanarayana, Executive Director (Retd)
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Chennai Chapter Meeting October 23, 2009 Talent Management & Leadership Development Lecture Series
The Chennai Chapter of NHRDN has organized a series of lectures on Talent Management and Leadership Development during September-October 2009. In the first of the lectures, Professor Venkat R Krishnan, Professor (Organizational Behavior) & Director (Yale Research Center) Great Lakes Institute of Management offered a thought provoking glimpse of current thinking on what is leadership. This was followed by a bestpractice sharing session by Mr Allen Sequeira, Sr. VP-HR, Mahindra and Mahindra who outlined the Talent Management Architecture that M&M has developed and successfully deployed across the Group. On Friday, October 23 rd , Priya Gopalakrishnan, Director HR, ING Vysya Life Insurance, highlighted the impact that societal and demographic trends have had on organizations approach to Talent Management (TM). She also shared her some of the practices that have emerged as a result of these changes. In her lively speech, Ms Gopalakrishnan vigorously challenged a number of established TM practices. Quoting Whartons Peter Capelli, she started by suggesting that most TM practices are at least fifty years old and in need of a relook. She then expanded on this theme by examining practices in each of the four pillars of TM Acquisition, Integration, Development, and Deployment. For instance, she questioned the mindless hiring of management trainees from Bschools as a panacea for many talent management problems, even in organizations which are not internally ready for such an initiative. For mid-career talent acquisition, she advocated maintaining an external bench keeping a close eye on talent within the industry through a trusted relationship with preferred resourcing vendors. She urged HR teams to do an honest review of their make-or-buy decisions on talent and asked them to be prepared to have different answers for different positions in the company Declaring herself a training-skeptic, Ms Gopalakrishnan was emphatic on the need to establish a clear business context for all major training initiatives. She recommended the use of e-learning for achieving effective dissemination of core knowledge that is required across the company, but preferred face-to-face methodologies for imparting skills. On the topic of High Potentials, she expressed the view that in-your-face focuson-the-top-25% kind of programs are dysfunctional since they create substantial resentment in the middle 50-60% of the employees. She observed that, in many younger industries, it is necessary to promote an executive to the next higher level even when he/she is only 60-70% ready for the role. But this must be followed by attentive hand-holding by HR and senior managers for the first six months. On-boarding of internal promotees is critical, she said. Ms Gopalakrishnan concluded by Mr. Natarajan Sunder presenting the memento underlining the fact that, of all the elements of Talent Management, the most neglected and yet the most critical was Deployment. Only business-critical roles require high potential talent, she added. Every HR business partner must know what those critical roles are and focus retention and succession planning efforts on those.
Member soliciting the experts view point When summing up the deliberations of the evening, Mr Natarajan Sundar, Visiting Faculty at London Metropolitam University, cited Sir Alex Ferguson, the manager of English football club Manchester United as a sterling example of a great Talent Manager.
Guest speaker Ms. Priya Gopalakrishnan
Audience in rapt attention
Mr. Sivasankar receives the gift from Guest Speaker
OutLearn A special initiative from the National HRD Network, Chennai Chapter
OutLearn is the latest initiative of the National HRD Network, Chennai Chapter. Through this, HR practitioners would have the opportunity to visit facilities of world class organizations in and around Chennai and to learn from the people practices of those organizations. The second visit under the OutLearn programme, to Saint Gobains manufacturing facility at Sriperumbudur was on 14 th November 2009 with a team of 28 NHRDN members which was received very well. Participants of OutLearn were taken around the production / operation areas of the Saint Gobain facility, preceded with a brief by the HR team at the facility followed with an Open House. NHRDN members cherished this unique opportunity to learn not only from the organizations visited, but also from the other participants. Ms. Rajeswari N, one among the NHRDN team member says With exuberant of joy I would like to take this opportunity to thank NHRDN-Chennai Chapter for organizing a wonderful trip to Saint Gobain on 14th November 09. It was extremely useful and in particular being a HR professional it paved a way for learning new concepts and methodology and excellent to note their execution of HR practices (i.e HR excellence) and HR framework. Mr Ramesh N said, it is a very interesting, informative & educative visit. I am sure most would agree that we all stood to benefit from this Factory visit - a professionally enriching experience. The
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Saint Gobain officials were open-minded and the interactions were frank and fruitful. A visit that would remain in our memory for long.... Mr P.K.Chidambareswaran says, It was indeed a memorable day, and the rain gods added lot of charm to it. The arrangements and coordination were excellent, as usual. Special thanks to the SGGI HR team for the excellent hospitality, even to the extent
of holding umbrellas, so that we do not get wet in the rain. Other comments: It was a fantastic experience for me., Manikandan N; It was an excellent OutLearn Program at Saint Gobain. Thank you very much, Aravind S On behalf of all its members, the Chennai Chapter thanks the entire HR Team at Saint Gobain for their hospitality!
Members of Saint Gobains HR Team briefing the visitors
Some of the NHRDN Members
The audience in rapt attention
The NHRDN delegation along with members of the Saint Gobain HR Team This can be taught to kids, but it is more effective when practiced by adults. My friend used to have bad headaches and was always visiting the doctor. There was this period when he suffered headache literally every night, unable to study. He took painkillers, did not work. He decided to try out the breathing therapy here: closed his right nose and breathed through his left nose. In less than a week, his headaches were gone! He continued the exercise for one month. This alternative natural therapy without medication is something that he has experienced. So, why not give it a try? You're not going to lose anything............& Stop reading n start doing here...........feel the Verve.......... right
nose and use your left nose to breathe. In about 5 minutes, your headache will go? If you feel tired, just reverse, close your left nose and breathe through your right nose. After a while, you will feel your mind is refreshed. Right side belongs to 'hot', so it gets heated up easily, left side belongs to 'cold'.
Breathing Therapy
The nose has a left and a right side; we use both to inhale and exhale. Actually they are different; you would be able to feel the difference. The right side represents the sun, left side represents the moon. During a headache, try to close your right IMPORTANT FOR PC USERS!!!!!!!
Most females breathe with their left noses, so they get "cooled off" faster. Most of the guys breathe with their right noses, they get worked up. Do you notice the moment we wake up, which side breathes faster? Left or right? If left is faster, you will feel tired. So, close your left nose and use your right nose for breathing, you will get refreshed quickly.
During a recent visit to an optician, one of my friends was told of an exercise for the eyes by a specialist doctor that he termed as 20-20-20 . It is apt for all of us, who spend long hours at our desks, looking at the computer screen. I Thought Id share it with you. 20-20-20 Step I :After every 20 minutes of looking into the computer screen, turn your head and try to look at any object placed at least 20 feet away. This changes the focal length of your eyes, a mustdo for the tired eyes. Step II :Try and blink your eyes for 20 times in succession, to moisten them. Step III :Time permitting of course, one should walk 20 paces after every 20 minutes of sitting in one particular posture. Helps blood circulation for the entire body. Otherwise our eye would be like this.....
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Vol.25 Issue 9 HRD NEWSLETTER December 2009
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