Foreward by Professor Bindu Gupta,
IMT Ghaziabad Reinventing the “LeadeRship” Wheel by Ganesh Program Manager – The Central Gear of an Academic Organisation by B.C Bahuguna,IMT
Ghaziabad
Intrinsic v/s Extrinsic Factors of Motivation by Lohit Ahuja,IIM
Ahmedabad Employee Resistance towards Organisational Change by Ravish
Kumar,IIM Ahmedabad Talent Acqusition Strategies for the 21 Century by Ankita P Shah, N.L st
Dalmia Institute of Management Studies and Research
Reducing Survival Syndrome in the face of Downsizing by
Khushboo Bansal, SIBM Bangalore Workforce Learning And Development Is Essential For Retaining And Engaging Your Employees by Mohmmed Thanveer,
IIM Ranchi
by Dr.V Narayana Reddy, VP-HR, Dr.Reddy’s Laboratories Ltd CORPORATE
INTERVIEw
FOREWORD
BIndu Gupta Associate professor IMT, Ghaziabad
I would like to congratulate my students for bringing the new issue of ‘HORIZON’ the HR magazine of IMT Ghaziabad, and appreciate their dedication and skills to bring this issue. The purpose of HORIZON is to create a platform to share the knowledge and perspectives of key HR issues and challenges. It includes the contributions of young minds from various top B-Schools, seasoned practitioners and academicians with the readership of over 20,000.
HRuday is an official HR club of IMT Ghaziabad. HRuday acts as an interface between the HR students and corporate world and adds the practical learning dimension to the curriculum of students through industry interactions and exposure to HR related knowledge across the globe. It interest in the human side of management education and practices. It is so humane in character that we HR faculty consider it as “the heart and the blood” of student related events and activities at IMT Ghaziabad campus.
so humane in character that we HR faculty consider it as “the heart and the blood� of student related events and activities at IMT Ghaziabad campus.
HRuday has many meaningful events/activities in its kitty which HRuday team religiously organizes every year and over the years these activities attract the participation form the top rated B-Schools of the country. To name a few, Colloquium, the National HR Summit, Conquest, the Short-Term Project Competition etc. have established for itself distinct image in the corporate cosmos in India. With its continuous efforts and enthusiasm the team brings number of short term projects from various prominent organizations for the students.
Some of intra IMT activities of the club are also commendable. These include events like Frenzia, a fun event, and GD Forum, an event in which students get the platform to sharpen their skills for their summer placement processes. These events of HRuday are so well conceived and designed that these have a lasting impact on the participants.
Best wishes to Team HRuday for the academic year 2012-13 and ahead!
CORPORATE ARTICLE
Reinventing the “Leadership” Wheel
“The past two decades produced some of the theories in Leadership which deviated significantly from the traditional theories, the most publicized one being Jim Collins’ “Level 5 Leadership” in ‘Good to Great’.”
This is an age and time where Yoga is getting patented, anything herbal is the in-thing, Siddha and Ayurveda are getting acknowledgement as medical disciplines and we are seeing law suits being filed for the patents relating to the medicinal properties of ginger and haldi. Modern science seems to be coming a full circle – so is the case with contemporary thinking on Leadership and Development. Age old theories like Great Man Theories, Trait theories paved way for behavioural theories in Leadership made popular by the 9X9 Leadership Grid by Blake and Mouton. Even as behavioural theories led way to situational theories on leadership, the concept of Competencies developed by
About the Author
Ganesh co-founded Sage Solutions (www.sagesolutions.in), a firm committed to helping Emerging Businesses in building their people systems/ processes in their scale up journey. Sage Solutions partners with aspiring small businesses to, bring in strategic perspectives in their people aspects of the business, and hand-hold in implementing these people programs. Ganesh is also a founding member of ChittaSangha (Consciousness Collaborative), a group of catalysts/ facilitators who have come together with a Vision to “transform organizations and communities by developing consciousnesscentred leadership and whole systems”. Ganesh practices and teaches Yoga in the Sivananda Yoga Centres in Gurgaon (www.yagashowstheway.com
McClelland based on behavioural framework is one of the widely used frameworks in most organizations today for their Leadership Development agenda. The past two decades produced some of the theories in Leadership which deviated significantly from the traditional theories, the most publicized one being Jim Collins’ “Level 5 Leadership” in ‘Good to Great’. Jim Collins describes Level 5 Leadership as a combination of “Personal Humility and Professional Will”. Interestingly, this concept was not a result of research in to leadership but was a result of an inquiry to what makes great organizations. Level 5 Leadership was one of the seven factors identified. Now let us come to the reinvention in this domain. How does “Level 5 Leadership” differ from the stages of personal evolution indicated in our ancient scriptures? A close look at these would reveal that these are in essence the same. One of the early stages of personal growth mentioned in the scriptures is liberation from the sense of personal doership (karthabhav), which is essential for personal humility and professional will. The intent here is not to rob the credit from the works of Jim Collins. The biggest contribution of Good to Great lies in empirically establishing the linkage between the leadership qualities of Level 5 to sustained success, more than the delineation of the characteristics themselves. As a consequence, Good to Great has created a common language across the corporate community to communicate the qualities of such a leader in a simple to understand term (Level 5 depicting “Personal Humility AND Professional Will”), and also an aspiration for various professionals across the globe to acquire such qualities. Perhaps, the output from Good to Great deviated from the traditional theories because Jim Collins’ research was not aimed at understanding Leadership. Traditional inquiries into Leadership have either explicitly (e.g. Vertical Dyad Linkage Model) or implicitly (Trait theories studying leaders who have a large following), were perhaps bound by the constraints the language; thus, invariably the study of leadership always got anchored around the concept of followership, which led to efforts in understanding “What is Leadership” and “How to develop Leadership”, more externally focused on the manifestations of one’s actions. Even the competency frameworks are an expression of such manifestations. While people involved in leadership development have always acknowledged the need to ‘dig deeper within one’s self’ to generate truly transformative behaviours, the question on “How to develop Leadership” seems to have not been answered sufficiently by the practitioners and researchers, perhaps contributed by the lack of any framework on Leadership that was anchored ‘within’ as opposed to ones that were anchored on
“Invariably the study of leadership always got anchored around the concept of followership, which led to efforts in understanding “What is Leadership” and “How to develop Leadership”, more externally focused on the manifestations of one’s actions.”
external manifestations. It is only recently that researchers such as Zigarmi et al, in their book ‘Leaders—from within’, have expounded on how one’s real leadership potential resides within the individual. They have acknowledged that developing Leadership is a process of clearing the filters (prejudices, beliefs etc) that one may have accumulated over one’s life than about gaining new knowledge. Interestingly, this in a sense is what Vivekananda said, “what a man ‘learns’ is really what he ‘discovers’ by taking the cover off his own soul”.
“Even as the modern mind reinvents the “What” of leadership, they are still far from unearthing “how to develop this”.”
Even as the modern mind reinvents the “What” of leadership, they are still far from unearthing “how to develop this”. Jim Collins addressed this question to a limited extent in G2G. He has hypothesized that certain people get the “Level 5 seed within under certain right circumstances – Self-Reflection, Loving Parents, Significant Life Experience, a Level 5 Boss etc”. He has also reported that some of the leaders in their study had some “significant life experiences” (World War II Experiences, Recovery from Cancer etc) that might have sparked or furthered their maturation to Level 5. Other than depending on “right circumstances”, do we have a method of consciously developing “Level 5” characteristics? Boyatzis and McKee in their recent book titled “Resonant Leadership” have suggested developing “Mindfulness” and “Humility”; yet, how to develop these still seems to be a mystery to modern management science. Renowned management researchers are working with HH Dalai Lama to understand this from the Buddhist traditions. Even as the modern science rediscovers the “how of leadership” as it seems to be doing with the question on “what of leadership”, should we wait for this empirical evidence? Alternatively, we can take a cue from the past trend of ‘reinventions’, and explore methods prescribed in our scriptures to consciously develop “Mindfulness”. Fortunately we have this gold mine within our reaches; all that we need to do is to reach out, understand their true import and apply them to the challenges in today’s context.
ADMINISTRATION ARTICLE
Program Manager – the central gear of an academic assembly B.C BAHUGUNA Academic Program Officer IMT GHAZIABAD
In the current fast changing business environment, being smart and acting smart guarantees business success. It is important to note that the competitive success of today’s organisations is in large part dependant on the ability to learn, to innovate and to change on an on-going, sometimes radical basis. Here, we are talking about the Academic Program Department in a leading B-School in NCR Region. This department coordinates and organises different academic activities .The ability to learn and organise is quintessential in this department for systematic and organised academic setting.There is a difference between coordinating the academics in a school environment and that in a management school environment. One gets to learn management paradigms and has to practise managing stress conditions and follow many a jugaad techniques in making the Academic setting flow smoothly and effectively. Although there is a job description but there is much more to what the coordinator does here. Employees often work by exposing themselves to different range of abilities and derive satisfaction as talked under job enrichment activities. This office has not yet become so professional but there is plenty of scope and the roles and responsibilities of the coordinator can be appropriately defined through the generations of leaders to come. The work which is a part of this role occupies 24*7 of the week and there are lots of areas to improve further. Academic Program coordinator is much like a manager/organiser/leader who acts like a bridge between two different stakeholders - students and the top management. He/She is like a middle manager in a corporate setting and he is more susceptible to the criticisms from both the mentioned stakeholders with his
increased visibility. In order to survive in this challenging role, he needs to have good sense of humour to handle the stress and keen interest in serving the institution. Amidst of this entire ambiguous environment, he has to exercise effective leadership in a fair, responsive and transparent manner. One thing which sets him in charge is his emotional quotient in understanding the students and management and thus making appropriate decisions to the benefit of one and all.
There is a huge responsibility of this department in catering to the needs and requests of 1000+ students with regards to all their academic activities, attendance, class scheduling, choosing of electives, procurement of study materials etc. The roles and activities start right from Registration and orientation of the new batch and goes on till the student completes his/her MBA Education. It deals with preparation of staffing and resource planning for various in-house professors, visiting faculty and guest lectures. It consults with area heads of different specialisations (Marketing, Finance, HR etc.) to invite guest lectures and also receives feedback of all the faculties. It ensures greater quality of academic activity being carried out by receiving feedback and acting on them.
“One which se in charge emotional quotient understan the st and managem and making appropria decisions benefit o and all.�
It also caters to numerous grievances of students with regards to the matter of academics. It creates and maintains Attendance Registers for each class and elective, which has become a crucial activity as a part of academic discipline. It also coordinates with inbound exchange students and faculties. It provides class room scheduling which different clubs/committees required for their planning and decision making. It also approves budget and all the finances of these clubs/committees flow through it. All the above works requires great amount of effort and coordination between various departments
and
area heads
such
as
Placement Committee, Student Affairs and Welfare Council, Specialised Area Faculties of Marketing,
Finance,
Human
Resources,
Information Technology, Strategy, Operations and Environment. As per one definition of coordinator – “someone whose task is to see that work goes harmoniously”, the objective becomes clearer and dearer day in and day out and the Academic Program department works hard to achieve this objective of harmonious work culture.
“All the above works requires great amount of effort and coordination between various departments and area heads.”
STUDENT ARTICLE
Intrinsic v/s Extrinsic Factors of Motivation Are they really competitors or complements?
“In today’s work culture there seems to be a buzz and bias about intrinsic motivation over extrinsic motivation”
LOHIT AHUJA IIM AHMEDABAD
Employee motivation has become paramount for organizations of all sizes that want to achieve their organizational goals and objectives in a competitive market place. Highly motivated employees of an organization consistently maintain high level of productivity, help in overcoming obstacles and deliver high-quality work. Hence it is need of the hour to have an appropriate employee motivation strategy in place. But organizations and managers are baffled by that fact that which among intrinsic or extrinsic would provide better results. It is through this article we try to put an end to this dilemma and even provide logical basis for the same. According to Kendra Cherry, a renowned psychology educator and author of the book ‘Everything Psychology Book’, motivation is a process that commences, captains and conserves goal oriented behavior. This behavior is in turn governed by emotional, biological, social and cognitive forces. Various kinds of motivation are often clubbed under two heads – intrinsic or extrinsic. Motivations that commence from within an individual are referred to
as intrinsic. Often in literature this kind of motivation is also referred to as push kind of motivation where an individual’s own interest, enjoyment, satisfaction or need pushes herself to
do
a task.
For example
an
employee engaged (without any mandate) in social work apart from her daily office work is driven to do this activity by the need of her own personal gratification and satisfaction.
On the other hand motivations that are driven from outside an individual mostly in the form of rewards, bonuses, and threat of punishment are referred to as extrinsic. This kind of motivation is also referred as pull kind of motivation. For example an employee engaged in outperforming her peers at work due to the motivation induced within her from the threat of competition. This fact can be corroborated by a small search on Google scholar where majority of authors, from practitioners to theorists, have touted intrinsic motivation as being the only sustainable alternative for future. In fact in one of the editorials of the magazine ‘Discover the Diamond within You’ the editor and writer Steven Philip Warner coined a new term Motivation 3.0 in favor of intrinsic motivation. According to this term, in modern day capitalism only way an institution can outperform its rivals and create ever higher benchmarks is through a group of ‘intrinsically motivated” employees. This buzz and bias is even backed by technological trends like success of Wikipedia over Microsoft’s encyclopedia Encarta, open source OS Android’s success over Nokia’s Symbian OS and success of Firefox web browser over Microsoft’s Internet Explorer.
But despite this trend backed bias there seems to be much more that is to be unearthed than deciding a clear winner among the two types of motivators.
“Discover the diamond in you editor Steven Philip Warner coined a new term Motivation 3.0”
This can be done by analyzing the Maslow’s need based hierarchy and mapping the two types of motivations to various kinds of needs. As given in the adjacent diagram we will be concentrating on the top 2 portions of the pyramid which are relevant for an organization in context of keeping employees motivated and deriving maximum benefit from employeeemployer engagement.
“Thus it is
According to Maslow’s need based hierarchy inability to accomplish a lower
necessary to see
immature actions or may result in a tendency to retort to immature actions
rung need or a difficulty in the same can result in a person’s locking in on
under stress. In a nutshell unless and until lower level needs are not
both kinds of motivators complements than contenders.”
as
satisfactorily met individual can’t propagate up the Maslow’s hierarchy. And as these needs are precursors to either of the motivations hence an unmet need result in an undeveloped motivation. Let us try to demonstrate this concept by means of an example of an employee working in an organization. Now an individual’s need for egostatus in a group will probably try to seek a special status for an individual in the group which it belong to at his workplace. This special status is in turn depends upon individual’s social and professional rewards. Hence this need of ego status
will motivate an individual to seek out opportunities and to
display competence in an expectation of possible rewards associated with them. Thus an external impetus was required to motivate an individual. Therefore this need maps on to extrinsic motivation. Likewise there exists similar link between lower level needs and extrinsic motivation.
Now
if
move
on
we to
need for selfactualization, it is at this level an individual is concerned about personal growth and a desire for seeing a change within herself. Thus in an attempt to fulfill this need an individual pushes herself to be more creative, more demanding, and in general try to measure up against her own parameters of success. In exhibition of such a behavior an individual becomes risk-taker, seeks autonomy and develops a freedom to act. Thus an internal impetus was there to motivate an individual in this case. Therefore this need maps on to the intrinsic motivation. Now if Maslow’s principle is applied to this case then unless and until the need for ego-status is satisfied for an individual, through rewards and benefits she cannot be intrinsically motivated to give her best. Thus it is necessary to see both kinds of motivators as complements than contenders. Now the challenge for any organization or manager is how to make both intrinsic and extrinsic factors of motivation work in tandem. First step in this process is to identify the various factors that can affect on job motivation. In second step all these factors needs to be categorized under extrinsic and intrinsic motivator category. Lastly it is necessary to identify that how these factors will be weaved together and presented to employees. For any generic organization following table enlists the steps 1 and2.
“It is necessary to see both kinds of motivators as complements than contenders�
S.No. Categorization
Factors affecting job motivation
Factor
1. 2.
Company Policy and Administration Achievement
Extrinsic Intrinsic
3.
Responsibility
Intrinsic
4.
Growth
Intrinsic
5.
Security
Extrinsic
6.
Status
Extrinsic
7.
Relationship with subordinates
Extrinsic
8.
Recognition
Intrinsic
9.
Personal Life
Extrinsic
10.
Relationship with peers
Extrinsic
11.
Salary
Extrinsic
12.
Supervision
Extrinsic
13.
Work conditions
Extrinsic
14.
Advancement
Intrinsic
15.
Relationship with supervisor
Extrinsic
16.
Work Itself (Autonomy)
Intrinsic
Now it can be easily observed that extrinsic factors are more and less standardized processes. Hence once top driven and monitored by lower management they are not tough to be implemented. Next comes in the incorporation of intrinsic factors. For that we can follow a process called ‘job enrichment’. Following set of steps can be followed for job enrichment: 1. Identify the jobs where attitudes are poor, motivation has high and direct bearing on performance and changes are not too costly. 2. Management need to convince themselves of the fact that changes are possible in these jobs. 3. Controlled experiments need to be setup for initial attempts. In these controls experiments two groups can be formed which differ only in terms of intrinsic factors keeping all extrinsic factors same for both.
4.
Changeover might result in temporary reduction in efficiency of experimental group hence management must be prepared for that.
5. Anxiety and hostility is expected by supervisors during the process hence proper redressal mechanism should be made for the same. Post successful conduct of the experiments supervisors usually discover the managerial and supervisory functions that have been missed. The controlled experiment can then be scaled appropriately for the entire organization or team.
The argument between intrinsic and extrinsic factors of motivation can be summed up in a way that they should not be seen as competitors but as complementary to each other. A perfect strategy for an organization to create a highly motivational workforce is possible only and only through deploying both motivational factors in tandem. It is this strategy that can be said sustainable in true sense.
“A perfect strategy for an organization to create a highly motivated workforce is possible only through deploying both motivational factors in tandem�
STUDENT ARTICLE
Employee Resistance towards Organisational Change RAVISH KUMAR IIM AHMEDABAD The contemporary times are marked by emergence of entrepreneurial start-ups, enhanced risk appetites of the changing demographics of third
“Over years, the organisations tend to evolve, age and change.”
world nations. The shift in the investment focus has gradually, and thankfully, shifted from the Developed West to the Developing East. This era of on-going transformation has witnessed, and continues to witness, a change in the organisational cultures and the way employees ‘tend’ to prefer a firm over another for work and collaboration. The first crude question that pops up my mind is this - Do employees, at all, resist an organisational change? Do they find themselves insufficiently adept at accepting changes and the associated challenges? How progressive is the mentality and approach of emerging third world nations is in this respect? And finally, what differentiates the Silicon Valley from any other realm in the same segment? What shall facilitate a comprehension
of
the
employees’
behaviour
and
response
to
organisational changes – A theoretical approach, perhaps? Organisational Change and Individual Resistances As reported in Folger & Skarlicki (1999), "organizational change can generate scepticism and resistance in employees, making it sometimes difficult or impossible to implement organizational improvements".
This leads us to back-presume that employees tend to resist changes in the organizations; they tend to find incongruence with the organization. if we
try
to
understand ‘resistance’ per se, it is defined in published literature largely as behavior that an individual ‘uses’ to protect him/herself from the projected/anticipated ill-effects of future changes in his locality/ immediate surroundings. Over years, this has been largely taken as one key reason of attrition in the organizations that struggle with talent retention. As per Piderit (2000), resistance can be conceptualized using three indicators, namely cognitive state, emotional state, and as a behavior. Additionally, as per Scott and Jaffe (1988), the reactionary response to organisational change comprises of initial denial, resistance, gradual exploration, and eventual commitment. In a seminal work by Bovey and Hede (2001), “maladaptive defence mechanisms are positively correlated with behavioural intention to resist change, namely, projection, acting out, isolation of affect, dissociation and denial.” The study enables us to understand the role of (mal) adaptive defence mechanisms in individual resistance to organisational changes. Organizational Change Management: Essential Elements One essential element of organisational management is the management and retention of talent for the collective benefit of the organization as an entity surviving in symbiotic relationship with the employees. Over years, the organizations tend to evolve, age and change. However the
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.” — James Belasco and Ralph Stayer
“Resistance - behavior that an individual ‘uses’ to protect him/herself from the projected/anti cipated illeffects of future changes in his locality/ immediate surroundings. ”
symbiosis has proven to be fruitful only in rare cases when there has been congruence witnessed with the organisational goals, mission and values with those of the employees’. Managers are challenged when they realise that organisational change and culture are closely integrated with each other. Employees, who over time tend to psychologically associate themselves with immediate cultures, attain a sense of group identity and association when the changes in organisational policies and culture are infrequent and non-rapid.
“An adaptive culture in an organisation ensures that the employee is able to voice his/her concerns and that the talent at all levels is acknowledged.”
Organisational change (in process, culture, and policies) is intended for realisation of positive potential in the human capital. While policy changes largely due to managerial discretion, changes in cultures and processes are greatly motivation driven. Process changes may include new technology adoption, changes in assembly lines, product designs, and the like. Employees continue to be integrally associated, both professionally and personally, as inextricable entities contributing to the profitable and positive realisation of the change. However, the recent challenge in the realm of personnel management is to ensure that the changes don’t directly take an aim at employees. Any of those changes tends to germinate resentment, discontent and dissatisfaction of the human capital. It is in this way that the changes in policies, culture and processes are inextricably associated with the employee engagement at all hierarchical levels. Change Adaptability: Organisational Evolution Fundamentally, the resistance management across various
organisations has largely been inclined towards change adaptability on both fronts – the organisation’s and the employee’s side. Instances of resistances towards policies’ changes (such changes are generally frequent and rapid) abound in number. One way to combat such resistances is to ensure that the policy changes are planned in lots and are communicated in advance to the employees. Folger & Skarlicki (1999) report that the “management fulfills a moral obligation by providing adequate explanations and articulating clearly the reasons for its actions”. It ensures that effective human capital at essentially all levels senses the permeability of the hierarchical levels and comprehends that the organization favors adaptability and a symbiotic trust. If the changes are planned across specified time periods, employees tend to be more receptive to the change. It is largely the slow and adaptive change policy that favors mutual trust and talent retention. An adaptive culture in an organization ensures that the employee is able to voice his/her concerns and that the talent at all levels is acknowledged. Talent acknowledgement is rarely taken in conjunction with the resentment to the organizational change. Change in the organizational culture, policies and processes is largely perceived due to the decline in the trust levels in the employee community that leads to their disbelieving in their creativity, expertise and talent. Organizational change should be in positive inclination to adaptively engage employees at all levels helping them transparently voice their concerns and needs. This shall enable the productive human capital to believe as active organizational entities and be contributing members to the organizational goals. Organizational Change: Perspectives of Personnel Management Personnel Management calls for ensuring that the human capital is participative rather than resistive in the organizational proceedings. As quoted from Folger & Skarlicki (1999), “successful change depends on
“It is largely the slow and adaptive change policy that favors mutual trust and talent retention.”
perceptions of fairness. Managerial behaviors (i.e. how they treat employees) become the key to effective managerial change because they predict employees’ perceptions of fairness, and often can be changed because they are under the discretionary control of the manager”. During the course of adaptive approach to employees’ suggestions for organisational change, the organisations become more receptive ensuring enhanced mutual trust and higher receptivity to changes at both fronts.
". Organisational change in the 21st century needs to be perceived in a positive essence ensuring that the employees are assured of their role in the ‘change’.”
The recent years have been marked by employee resistance to rampant mechanisation and automation that was perceived to be a threat to job security at the workplace. Today the automated workstations are more acceptable than any time ever. It’s been largely reported that employees are more receptive to slower changes than rapid ones. Hence, rapid changes, in policies for instance, should be conjugated with adaptive culture of employee engagement and ensuring an ecosystem that eases voicing their professional concerns and needs. Conclusion As reported in Morgan (1997), “change will occur spontaneously only when people are prepared to relinquish what they hold dear for the purpose of acquiring something new or can find ways of carrying what they value in the old into the new". Organisational change in the 21st century needs to be perceived in a positive essence ensuring that the employees are assured of their role in the ‘change’. Productive human capital is that which itself is the change agent rather than a resister. Each point of value addition in the process of organisational productivity needs to be receptive to communicative transfer of information about positive changes in culture, processes and policies.
STUDENT ARTICLE
Talent Acquisition Strategies For the 21st Century
Ms. Ankita P. Shah N.L. Dalmia Institute of Management Studies and Research
“People are not your valuable asset, Right people are ”
As we have progressed in our HR department, we prefer calling talent acquisition over recruitment. The former would mean that we are not just hiring a person, but we are acquiring the talent they possess as our asset. We are trying to focus on the human and the talent asset without which any organization would collapse. talent acquisition is one of the most important tasks that every organization performs. It is imperative not because we need so many people to perform our task, but because we need the right talent to achieve our goals; rightly quoted by Mr Jim Collins – “People are not your valuable asset; Right people are!” The name given is Talent Acquisition and which
not
Knowledge
most
Knowledgeable
of
Acquisition,
us
do.
person
Every is
not
Talented; and it is not necessary that every
Talented
person
is
Knowledgeable. So why do we confuse and mix both and strategize our recruitment policies and talent acquisition strategies that focus more on knowledge than on talent? We focus more on education and merits of the person than on the talent that he or she possesses. While education is being imparted to all and most of us
“People are not your valuable asset; Right people are”
are educated with double and triple degrees; talent is getting scarce. The
demand for talented people is much high than what
the
supply
is.
And
hence,
every
organization needs a strategy to acquire this limited source of talent pool from the huge pool of educated candidates in the huge market. Strategic
Talent
Acquisition,
as
against
recruitment, is a long term perspective by which we also plan their succession in advance. However, as we stated earlier that
“HOW TO strategize the talent acquisition process for our organization ”
talent is scarce to find, so where to search for them? How do we ensure that we hire the best talent available? Is it the master’s degree or the best school’s certification that matters? Is it the knowledge that they possess or the art of utilizing that knowledge in the practical life that matters? Is it the heap of certification or years of experience that matters? How to ensure that we are hiring the right talent? How to strategize the talent acquisition process for our organization ? The right talent is there in the market and since it is scarce, it will be hidden from the direct eye sight. We would need microscopic (not telescopic) sight to have a view to this talent and acquire them. We can use the following ideas to source talent: Employee’s referrals: Rather than meeting random people and judging them, why not meet the people who are recommended by your own people? This will also save time in sourcing candidates afresh. Campus Visit: These are the people who are naive, but who have talent and skills and are enthusiastic. All you need to do is push them in the right direction, hone their
Hyatt oup has dicated ofiles on acebook, witter and nkedIn ”
skills and reap the benefits. Don’t view them as greenhorns, view them as fresh talent; as they say – It’s all in our mind. Search Engine Optimization: It is the process of developing and structuring Web content to be easily discovered by search engines and hence people. SEO is used mostly by marketing department so that the brand is clear and easily searched on the search engine when we type the name. However, this can be used by HR department as well, to ensure that their job postings are announced in every direction, especially to the right group. In order to improve SEO in our perspective, we need to use detailed job descriptions with key words and phrases that we would like to see in the candidate while acquiring them. Social Media: Today, every individual is listed in some or other social media websites, especially Facebook for personal and LinkedIn for professional networking. With the help of the profiles available on these social media site, we can view their interest, their achievements, their friends and networks and other details. We have so many companies that have their recruitment page on Facebook. TCS has a page that keeps all the college graduates who have been extended offer on a single page where they can share their knowledge, doubts and experience. Hyatt group have dedicated profiles on Facebook, twitter as well as linked in and one person manages each account by dedicating 30 minutes of his daily time to it. They said that the cost is not much compared to the talent that you acquire and the branding that you get.
Networking:
Meeting new people,
engaging in
interaction with them, knowing them more will help us
“ Incorporate Green practices into your talent management /acquisition strategy to improve your employment brand and attract higher caliber candidates”
know much about them and we can have a mental track of whether or not they can suit the talent requirement we have. And never forget, we cannot know all the people on this Earth. So we need to know people who know others so that we can have a chain and link to them. But “networking” do not just mean to add them on your LinkedIn and Facebook profiles, it means going and actually meeting them and knowing them better. the
Corporate Responsibility and Going Green: Automating hiring
and
talent
acquiring process and making it all
computerized will not only make your process environment friendly, but also make it easier and track-able. Rather than finding a person’s information into the files (which is a tiring job) one just needs to use the search option on his/her system and Voila! the file is found. This helps in giving a good image to the organization where you care to give back to the nature; and simplify your task of managing and acquiring the right talent. Thus incorporate Green practices into your talent management/acquisition strategy to improve your employment brand and attract higher caliber candidates. Maintain a Robust Pipeline: As we discussed above, talent acquisition not only involves filling up position, but planning how to use the talent, how to grow, its succession planning and finally who would be groomed under this
candidate. The baton and the responsibilities has to be handed over to someone and so there should be enough successors planned and in pipeline.
Training: They say, “Genius is not born
but made.” There is nothing like giving a training to an enthusiastic candidate who is open to learning and acquiring new skills and knowledge; and crafting him as per the organizational needs. It is like from Zero to Hero, but that is one of the best as we would have the talent in him customized to our own needs and wants.
Poaching and Head-Hunting: Acceptable or not, ethical or unethical, we can’t deny the fact that most of the organizations do talent-poaching. When you know that XYZ is supremely talented and is working for some organization, you would use the traditional “Saam-Daam-Dand-Bhed” to lure them to work for you. There is a thin line between Head hunting and poaching as follows:
Head hunting is done for senior level positions, is planned and the objective is to get the best for your organization. Poaching, on the other hand, is to acquire the best talent of your competitor and is targeted with objective of killing the competition. In order to screen in or screen out the candidates, we can use aptitude test, which will possess questions in the areas which would be required by the candidate in his day-to- day job performance. Meaning to say that this aptitude test should be designed and customized as per the department or projects as per the requirement. Sure, it involves a lot of pain in the beginning, but has its own advantage.
“A genius is not born but made.”
Also, in the technical rounds of interviews, rather than testing the knowledge that they have obtained from their college and books, we can
“The key to success is “Thenotkey to doing success extrais not doingordinary extraordinary things, but things, in doingbutthings doingin ordinray extra things in ordinary extra-ordinary way” ways”
give them situations so that they could act on them. We can’t just ask them about the theories of the books but how would they practically implement it given a certain situation. We can also check them on their creativity as the famous quote says, “The key to success is not doing extra-ordinary things, but in doing ordinary things in extra-ordinary ways” Many times the solution to a problem is easier when creative approach is made towards to it. Conclusion: The following gives a jest of the whole article and summarizes the steps to be followed in order to acquire the talent from the market using different sources.
List & Utilize Sources Conduct Aptitude Test Situational based interview Creativity test Onboarding,Training & Talent Utliization
STUDENT ARTICLE
Reducing survival syndrome in the face of downsizing
Khushboo Bansal SIBM – Bangalore
Fear is an interesting phenomenon. It can lead the path to survival from the chasms of destruction but it can also lead to an abyss of darkness from the brightest of the spots. Where one goes is where one wants to go. But one thing is definite about this emotion and that is its inevitability in various forms. And the corporate world has not been alien to this deadly web. It will not be a hyperbole to state that the element of insecurity about the job finds its place the moment the offer letter gets inked. Strange, but true!!And this element waxes or wanes as the time progresses and the performance graph goes through the crests and troughs. But let us not undermine the significance of this emotion. It is important for the motivation of each employee to aim for the next level and escalate to newer heights with consistent performance. The theory of survival of the fittest finds its relevance here and this is necessary at the individual as well as organizational level. One weak link can decrease the total strength of the chain and similarly the mathematical theorem counts the time taken by the slowest to measure the speed of the entire group. The ‘carrot and stick’ model is based on the premise that a combination of reward and punishment is necessary to achieve the desired performance from the employees. So, attrition is as unavoidable as the cheese in your favorite pizza. Both increases the taste and hence the value. But this also is the genesis of the survival syndrome. A syndrome that has its roots in every employee and plagues the mind to an extent thatsymbolizelow efficiency and low productivity and
“FEAR is an interesting phenomenon”
hence becomes detrimental for any organization. Imagine Barcelona losing to a local city club in a soccer match just because Messi does not find his name in the final eleven or how about India losing to a low rank team in a cricket match due to the absence of some key players. So, what exactly happens and why it happens in such a scenario. Similar to the dominos effect, there is a continuous psychological pattern which prevails in these kinds of situations. So, the survival syndrome grips you when there is a long queue in the firing range. It is not just those in the firing range which feel the heat but the scathing is also felt by others who are at a distance from that firing range. Can we prevent such a situation from its occurrence? Perhaps not, as the cause is more of psychological nature and the organization still employs humans and not robots. But if the
“Imagine Barcelona losing to a local city club in a soccer match just because Messi does not find his name in the playing 11�
occurrence cannot be avoided at least measures can be taken to reduce its severity. My suggestion is to have a four step measure to counter this issue. The first step is at the organizational level which involves the role of senior leadership of the organization and is important from a strategic point of view. In general, there should be a clear communication regarding the cause of termination for an employee. More often than not, the survival syndrome spreads when downsizing is primarily based on performance grounds. The termination due to disciplinary grounds or any other is a less likely reason to trigger the survival syndrome. The attrition and the survival syndrome arising out of attrition are mostly attributed to the ambiguity in the performance assessment. All good companies claim to follow a robust program of assessment and appraisal for its employees based on the key responsibility areas or the critical objectives which are to be accounted by a particular individual. This is accompanied by a clear set of expectations arising out of these key result areas in a given time period and hence the particular individual is well aware of his role and responsibilities. At this juncture, the organization should have a crystal clear policy related to the downsizing of an employee. It is often said that business value is devoid of emotions and I will not counter this phrase but my contention will be to look at a comprehensive view rather than follow a linear route. Some organizations follow the 5% rule which states that the employees which form the bottom five percent of the universe based on performance will face the exit. This might look harsh but on a closer note one will admit that it gives a sense of relief to the rest 95% about their job
safety. Such guidelines from the top most level are of paramount importance to curb the menace of survival syndrome. Next comes’ the role of the HR function in the organization. The HR needs to play the pivotal role to ensure that employees do not lose focus from their priorities in tough situations. Initiatives such as job chats on a one to one basis and small team meetings can prove to be fruitful in understanding the aftereffects on the employees post downsizing. The HR needs to understand the real causes of dissatisfaction amongst the employees and try to allay the fears in an astute manner. In this case, the exit interview of the person who is leaving the organization gains import. It is an illusion that the person who leaves the organization does not leave his trace behind. In fact, this person impacts the maximum as he is able to influence his peers to the maximum and also gain grounds based on sympathy and other human emotions. The HR will be able to minimize this effect only when there is a clear understanding of such issues. The anxiety that gets created due to the formation of a void has to be suppressed with proper caution and admirable poise for which HR should be able to guard the responsibility. The survival syndrome spreads more from peers and due to peers as the level of communication is more at ease in absence of any hierarchical barriers. It will be prudent to say that this set is most prone to the survival syndrome attack and also then act as carrier agents to spread to the next group. The canteen gossip, the offline chats, the long walks and the hot subtle conversations near the coffee vending machine comprise of the peer group. It can be easily concluded as deadly infectious and supremely effective. How does one minimize this effect? The solution to this lies in identifying your target audience. Who is the queen bee in the bee hive? Every group has certain influencers and the whole set of individuals swarm around these particular individuals. Identifying and then working with them is the key to success. These people have the power to convert the gloom into bloom. Finally, we talk about the most important and the most key member in this chain which is the immediate superior of an individual. Factors such as higher
“The HR needs to understand the real causes of dissatisfaction amongst the employees and try to allay the fears in an astute manner �
package, better profile and more facilities are considered primary factors for leaving a job. However, studies reveal an astonishing fact that most employees leave the organization due to their conflict with their immediate superior. The boss is often the villain in the love story between the employee and the organization and he is the one which carries the magical wand which can spell ecstasy or trauma for the employee. So, how does the so called villain transform into hero? Simple, there is no gainsaying that if survival syndrome has to be downsized then the immediate superior needs to play an instrumental role. He is expected to know his team well and the strengths and weaknesses of each team member. He needs to devise a framework which can allay the fears of downsizing amongst his team members and focus on
“The survival syndrome can lose its sheen provided all the stakeholders play their part to the optimum level�
constructive output and advanced productivity. He also needs to ensure that the rumor mills which get catalyzed during such situations are stopped with the help of his team members. He can also initiate a periodic feedback session with his team members and understand the challenges faced by them. The career growth and development plan needs to be clearly communicated to each team member and their suggestions should be given a patient and sincere hearing. Also, casual get together with team members can play an important role in building the team dynamics and retaining the confidence of the employee. The boss needs to be leader impersonate for his team. After all, downsizing is not an inevitable certainty if the job is well done. The survival syndrome can lose its sheen provided all the above stakeholders play their part to the optimum level. The survival syndrome should be present to instill an urgency to perform better every time over the last time and not the cause of low output and low productivity.
STUDENT ARTICLE
Workforce Learning And Development Is Essential For Retaining And Engaging Your Employees
Mohmmed Thanveer IIM Ranchi
An idle mind is a devil’s workshop. Its true even for employees ( pun intended). The problem of most of the organization (especially service sectors) is that they keep their employees idle. Keep in mind that Idle time and free time are 2 different things. Free time is a mandatory requirement for any employees to function with maximum efficiency. But as the wise man often says ‘anything in excess is not good’. When ‘free time’ is in excess, it makes an employee lazy and idle. He becomes lethargic. That’s basic human nature. Even sports person when they go out of practice they rust and lose their fitness. Workforce learning and development is very essential for the betterment of the organization. It’s in the organizations interest that they impart knowledge and necessary skill set that ‘the organization needs’. As we know, no human beings can be taught be it a small kid or an adult. They can only be inspired to learn. This is an important distinction. So often we use the word teach. The word ‘teach’ has to be removed from the lexicon. Likewise no employee can be taught. He should be aware of the incentives that he will be getting if he is willing to take the opportunity that the organization is providing and add value to himself.
“When free time is in excess, it makes an employee lazy and idle”
Learning is an important aspect for an employee as he knows that significant value addition increases his chance for much better and greener pastures. We go under the basic assumption put forward by ‘Adam smith’ that all individuals are selfish (as Gordon gecko says ‘for the lack of a better word’) , his self-interest is of prime interest to him. Be it an organization, employer or employee all are out there to server his\her own interest. The basic challenge of an HR is to find a common intersection of all these stake holders selfishness. That is a challenging task for HR. How can selfishness intersect? Well sometimes it do and sometimes it don’t. But in the case of learning and development the probability of intersection is pretty high. That is the reason why this area should be given its due importance. The learning process should be incentivized. The incentives needn’t be monetary. It can be like a better role playing opportunity or a promotion or a client site visiting opportunity etc. Learning attached with incentives is the Holy Grail for all employees. He will be such a big fool or too much lazy if he misses out such an opportunity.
“The grass is always greener on the other side”
In Fact most of the employees are eagerly waiting for such opportunities. As we know human beings are so much attracted to the word free (except if it is free trouble or pain).An employee is also very much drawn to free training. He\She might be eagerly waiting for an opportunity to enhance his skill and knowledge level, which not only increases his market value but also helps him to grow in the current organization. Many a times, I have seen employees leaving the organization because they are not getting the value addition to their expectation. As we have been discussing the selfishness of the employee has to be exploited here. I personally believe the era of employee loyalty is over now, except may be in some top notch companies. And we should not blame him for that. It’s a basic human nature. Always searching for something better, not satisfied with the one you have.(The Grass is always greener on the other side), Always in the hunt for a better deal. Even the present day organization practices that (always in the lookout for better profit margins at any cost-they may be preaching something else).So we can’t blame the employees for having that philosophy. His constant eagerness to search for greener pastures has to be implicitly acknowledged and accepted. So eagerness to improve one’s own market value by learning more and more according to me is good for the organization. The willingness to
learn is there. Now the organization can give them the right platform for learning and give them the right space to put into practice what they are learning. This is one of the best ways to retain quality talent( Employees, who believe in the principle of ‘continuous learning’). These employees will be an asset to the organization, if rightly trained they can bring significant value addition and will be potential leaders of tomorrow. The success of an organization, at least in the human resource department can be measured by looking at the organizational statistics of how many middle level managers are hired from outside? If an organization hires more, then they have failed to retain their talents. One way of retaining the best talent is by satisfying their thirst for knowledge. Some managers might argue or they are skeptical about this aspect. They say that companies invest a lot on these programs and employee after acquiring the required skill set they jump companies. And eventually the organization is at a loss. So hence it’s better not to train them. Well this argument is bit deadly and shallow. The reason why most of your bright talent leaves because they are getting better offers outside. You can’t do anything about it even if you train or not train they will leave. But there is a significant chunk of employees who leaves out of frustration because they feel that they wasting their time over here. Those employees are very bright and most of them can be retained if you make them feel that the time that they spent in the organization is worth (by adding value to them as well as giving them opportunity for putting to use whatever they have learnt). One example is, Most of the IT companies train their employees and majority of them give them some projects not based on what they have learned. These trainees learn most of the required skill on the job, in live projects. As a result both the companies and employees are at a loss. The company is losing in terms of money and time. Employee is losing in terms of valuable time. If the company doesn’t have a policy to put the trainee based on their skill set then what is the point in training them and wasting millions of rupees. Let them learn on the job. There are some other cases also which is very interesting. Sometimes the
“Future of retention lies not in building loyalty, except a very few top notch companies loyalty is going to be an urban legend.”
organizations interest and the employee’s interest might not be in sync, for example (again) in the case of IT industry the organization might be wanting the employee to learn a particular technology\tool but the employee might not be interested since he feels that learning that tool might not add much value to him as the tool is outdated. During these situations there is a conflict between employee and employer.
“Every human beings hates monotony be it food, cars, dresses or even spouses”
This can be resolved by bundling the things that the organization feels is very important in their perspective (eg, the outdated tool or technology) and the things that the employee feels will add more value to him. This way both of their objectives can be met. The so called things that the employee desire to learn will come in use for the organization in future or if the organization feels it’s the opposite then the future of the organization is very bleak as it doesn’t update itself with latest technology and trends in market and refuses to adapt and learn new things (I would like to remind my readers about Kodak and Nokia). In a nutshell the future of retention lies not in building loyalty, except a very few top notch companies loyalty is going to be an urban legend. It’s all about satisfying the needs of employees and this satisfaction is not only monetary or work life balance but helping him in dreaming a better career by adding more value to him. That better career that he is dreaming can be in this same organization provided the organization sees that. But not helping in his selfish motive will not help in retaining him. He will definitely switch company. Every human beings hates monotony be it food, cars, dresses or even spouses. So every one of them would like to experiment and learn new things ,so that not only it improves their value addition which indirectly satisfy their selfish craving for more but also helps them in beating the monotony. Chaining him with strong rules won’t serve the organization purpose.
STUDENT ARTICLE
WHY IS PEOPLE MANAGEMENT SO DIFFICULT? GARIMA KONDA INSTITUTE OF MANAGEMENT TECHNOLOGY GHAZIABAD. Everyone of us need to manage people in our day-to-day life starting from family, colleagues and other people who interact with us for specific purposes. However, I’d like to focus on people management in an organization. The level of difficulty depends on the employee, managers and the organization. The level of difficulty varies and depends mainly on the factors affecting the human behaviour. Human Behaviour can be defined as the result of the interaction between individual characteristics and the environmental characteristics in which the behaviour occurs. “It’s always my weakest people who want the most flexibility from the company” – Jack Welch, former CEO of GE. The factors affecting human behaviour in an organization can be broadly classified into: External and Internal factors. External factors are due to the personality, character and personal factors of the individual, while the internal factors are due to the organization and the work environment. The external factors are attached to the individual’s genetics, attitudes, social norms, perceived behavioural control, core faith and survival instinct. The internal factors include the organizational policies, the culture, nature of work, work environment and reward system. External factors: As a HR manager it is not so difficult to manage the internal factors as they are within the control, but it is very difficult to manage the external factors of each individual. Managing people gets tougher as these external factors change with time and new behavioural patterns emerge, called as learned characteristics. Each individual is unique and one cannot apply the same managerial methods to every person. Internal factors: The HR managers should see the employee as a whole person and not just as an individual who works for the organization, to achieve best results. However, since the HR managers can control only the internal factors, they need to focus more on these factors for managing people. Thus, good people management methods are necessary to satisfy
“It’s always my weakest people who want the most flexibility from the company”
CORPORATE INTERVIEW
“Virtual teams make the whole process of managing people all the more difficult as there is no direct interaction among team members and also with managers.”
both the employees and the organization. Getting these methods wrong is only going to make people management tougher than what it already is. Most of the larger businesses are rigid by nature. Good people management requires the flexibility and freedom to deal with variety of human behaviours which are changing with changing environment. Profit driven corporate culture does not inspire people for a long time. Organizations must include innovation, employee involvement and risk taking as few of its shared values. Employee participation should be increased in decision making processes. The more employees take ownership of the organization the less is the need to manage them. More self managed teams are to be encouraged. The people who are in the frontline but who make the bottom-line are ignored sometimes. This makes it hard to manage them as they no longer feel as a part of the organization. The status quo has to be challenged and a new perspective on people management methods needs to be adopted. The fact that, unlike machines, a bad employee can affect the other employees, makes it even harder to manage people. Managing ‘My goals are not your goals, neither are your objectives my objectives’ kind of employees is very difficult. It is not that they don’t see their importance but they tend to associate less with the organization with a notion that the work they need to do would be less that way. Engaging these kinds of employees by various employee involvement methods is essential. Most of the employees get motivated by two things: Opportunity and success. Virtual teams make the whole process of managing people all the more difficult as there is no direct interaction among team members and also with managers. Things like bad hires, complicating things, over thinking, assuming the worst, and fearing make it more difficult to manage employees. Having low emotional intelligence makes it harder to understand the non verbal information people give and thus manage them. Maybe the greatest obstacle to managing people better is that much attention is not paid to what constitutes the human experience. No one is completely consistent and predictable all the time. Much of the inaccuracy present in predicting human behaviour is undoubtedly due to the inability to completely identify all the relevant variables in any given situation. So by having a holistic view of the situation and the individual will make people management easier.
CORPORATE INTERVIEW
Dr. V Narayana Reddy Organization's name: Dr. Reddy's Laboratories Ltd Designation: Vice President, HR Years of association with the organization: 25
1) How did your journey as a HR professional began? From childhood I liked to interact and mingle with people of all ages, even with older people. Over the period this interest grew. I took up a course in graduation "Industrial Relations and Personnel Management" along with Psychology and Economics. I did my post graduation in HR and developed my HR knowledge and capabilities gradually. After working for about 15 years I took up research in "Human Resource Management Practices" for which ultimately I was awarded my Ph.D in 2010. 2) What are the current areas of improvements and trends in HR ? One of the concerns in HR is that there are a lot of post graduates available in the country but those people are not really matching to the requirements of the industry. Another challenge today is to lead the global competition , each organization requires GLOBAL managers and leaders. So every organization is focusing on leadership pipeline building. This is a trend I have noticed. Third trend I see is nowadays in Pharmaceutical and IT industries there is a lot of attrition. Young generation is quickly moving from one company to other company, which is a concern to all these industries. One more trend is that, the young HR graduates and professionals are specializing in particular areas of HR, but one
“One of the concerns in HR is that there are a lot of post graduates available in the country but those people are not really matching to the requirements of the industry.�
should have knowledge about all the aspects of HR including Industrial Relations. 3) What are the main factors that make an organization a great workplace?
“The culture should encourage innovation, learning opportunity and freedom to operate within the system.�
Basically in every organization it is necessary to create a good environment and culture. The culture should encourage innovation, learning opportunity and freedom to operate within the system. So these are the key things and nowadays employee engagement is a very important aspect. We should also know what are the aspirations of your associates and collectively work towards their achieving their aspirations.
4) What are some of the unique people's practices that are followed in your organization? Particularly in manufacturing locations, one very important unique practice we follow is self management expertise. We introduced it 2 years ago and we already have achieved success. Another important initiative we have taken is up is building a strong leadership pipeline within the organization. The third one is we are building a talent pipeline in both technical and management side. 5) What has been the biggest professional challenge for you? In today's world, it is very important to align HR with business strategy. A major role of HR is supporting an organization to achieve its goals. So, a great challenge faced by HR professionals today is to make the business succeed by supporting the business leader. Another challenge is to help in the continuous rising of the performance bar of the organization. We have to set higher targets relative to competitors and achieve them every year. 6) An advice for the new entrants in HR. They should have sound knowledge of all areas in HR whether it is
Human Resource planning, competency mapping, development, role clarification,compensation benefits, learning and development, talent management area, industrial relation etc. Most people try to settle in HR but very few of them opt for Industrial Relations. In the Indian scenario, particularly in the manufacturing sector, IR is also an important aspect for any business professional to lead the HR function of the company. So one should have overall good knowledge, instead of growing in a particular area of HR and not knowing about other areas. Secondly, young generation should first understand the business and the nature of work and try to align the HR practices for the development and success of the company. Otherwise, there will be a disconnect if the young generation wants to do something of their interest, but which is not required by the organization. When faced with challenges in HR in their organization, the young generation move on to another organization. But I strongly suggest that, they stay in the same challenging role, achieve the objectives and not run away from the challenges. Unless they face challenges at a younger age, it will be very difficult for them to manage later on and to take the organization to the top position in the HR function.
“In the Indian scenario, particularly in the manufacturing sector, IR is also an important aspect for any business professional to lead the HR function of the company.�
HRuday Calendar of Events 2012-13
Chrysalis
Frenzia
GD Forum
Conquest
Flavorz
Colloquium
The HRUday Team: Amrita Agarwal Debaleena Biswas Divya Agarwal Garima Konda Kunal Hazari Mitali Jain Ramya Krishnan Utsav Chatterjee