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Dr. Prakash Vishnu Bhide (Group President (HR)- J K Organization), is lighting the lamp.
L to R: Dr. Hemendra Singh, Dr. Bhide, Lt. Gen. Vinay Shankar, Prof. (Col.) A. Balasubramanian, (Dean BIMHRD & President, Sri Balaji Society, Pune), Dr. Balajith Shetty |
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 | DIRECTOR'S MESSAGE
The theme of the program - “The Talent Strategy Holds the Key” was chosen after interaction with various industrial experts. It was broad based & very relevant with current issues in HR. We set up a task force and students did determining job then they connected with people of industry and finally we were able to organize 25 people for 4 days. These eminent people shared various insights and their applicability as well as the reality of implementation of talent strategy in live and dynamic context. In this fast changing global scenario the key taken away was documented by student managers and sharing of the same will be done with next HR batch. Moreover our students have gained in turn of event management, team work, corporate interface, relation building and this offers well for them a corporate careers.
Dr. Hemendra Singh Director - BIMHRD | |
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Day - 01 (30th July, 2010) |
| | |  | Dr. Prakash Vishnu Bhide
Dr. Prakash Vishnu Bhide is Group President (HR), JK Organisation (EZ.) with a group turnover of more than 8500 Crores with Companies like JK Tyres, JK Paper, JK Lakshmi Cement, Fenner (I), JK Seeds, JK Sugar, Umang Dairy, Clinical Research JK Insurance,Etc. with total 20,000 employees.
Dr. P. V. Bhide is a Mechanical Engineer from IIT-Mumbai, Doctorate in HRD from XLRI & Academy of HRD. Certified Coach of International Coaching Council, Marshall Goldsmith Methodology, and Lead U University - Mike Jay. Dr. Bhide was conferred with FELLOWSHIP by All India Management Association.
He has over 39 years of experience in Multinational and large diversified Indian Business Houses in Manufacturing, TQM & HR. Dr. Bide was past President of NHRD Network, Mumbai Chapter (1995-97) and past member of NHRD Network Executive Board.
Dr. Prakash Vishnu Bhide (Group President - HR (JK ORGANISATION) has enlightened student's minds and thoughts by his warm presence in BIMHRD on 30th of July. His addressal towards the students contains three sessions namely talent management, his experience in JK Group and lastly recommendation for success.
His remarkable words were "Talent strategy is the key to excellence and it must be very tightly aligned to business strategy". He requested student manager to have an in depth knowledge of business world and also emphasized on the level of difficulty to be faced while moving from campus to corporate. He also stated that only building strategies are not important but also their implementation in practical life is equally important. He explained talent as continuum in which thought leaders are on one end and organization on the other hand. According to thought leaders talents are naturally recurring and one talent can take you to a certain level and cluster can take you par expectation. Organization explain talents as an employee who can take up numbers of responsibility at a time. Almost every organization has 5 to 10% of employees who are highly talented HUL has introduced in its firm a list of highly talented employees.
He concluded his session by saying "high performers do not necessarily mean that they have high potential. This can be found out through their assessment development centre, learning ability, aspiration and dedication toward work."
| | | | |  | Dr. Balajith B. Shetty Project Head,
Dhariwal Industries Ltd, (OXYRICH)
Manikchand House Pune-411001
After completing his graduation in Karnataka, Dr.Shetty obtained a master's degree in management (MBA-1982) and Doctorate from Pune. He is also a certified lead auditor for ISO 22000 (FSMS). Quality management trainer certified by Roland International Consultancy, Australia.
Dr. Shetty as consultant to Manikchand group (Oxyrich project) has established 13 bottled water plants in India. Each plant has the capacity to produces more than 30mn bottles per year. Oxyrich is based on world-class standards of manufacturing and quality control. Oxyrich Pune plant is the first bottled water plant in India to receive the ISO 22000 certificate from TUV - NORD of Germany under his guidance Marketing is his passion. Oxyrich has become one of the National bottled water brands in India. He is one of the key people in marketing planning and implementation for Oxyrich in Manikchand group. He had attended many marketing related workshops and advanced programs conducted by IIM Ahmadabad, Quality management programme by Roland International Consultancy Australia. Leadership seminars of Lions clubs, etc.
Dr. Balaji B. Shetty, project head (Manikchand Oxyrich) has acknowledges the student managers of BIMHRD by stating the importance of talent in the organization. He stated that organization must develop specific talent strategies for their critical segment that directly align with and support the business goals.
He explained about how to manage talent in any organization. He firstly stated about identifying talent. His words were "talent is often not immediately apparent and what may appears to be talent may be superficial. Talent is often about recognizing potential and it can be found in surprising places" then he discussed about return on talent investment. He stated "small investment in talent can help maximizing value and making feel valued and earned for, is the critical one in talent management".
Talent may be contextually dependant and talent in one culture or context may not transfer to another context or organization. He expressed his concern by stating" student manager must passionately nurture their potential and create the condition for talent to develop and to protect it from negative external forces such as jealous colleagues. Team and managers must value a team. Talent is always a member of team. Stated that it's not necessary that all the team members had to be talented/ Team members need to value the talent in there and see it as a group benefit.
Feedback is the most important part of talent management. It is said that if you don't give people an honest feedback then you'll have no credibility. Feedback should include both negative and positive one.
| | | | |  | Mr. Oommen Abraham
Mr. Oommen Abraham, is the Vice President Corporate HR of CavinKare Pvt Ltd. He has 16 years of rich experience in all areas of the HRD domain.
He has joined Cavinkare as Management Trainee in 1993 and climbed up the corporate ladder and today is heading the Human Resources for one of the fastest growing FMCG group in India.
Mr. Oommen Abraham has a string of qualifications attached. He has done his B Com from Loyola and Masters in Social Work (Loyola College) followed by Post Graduate diploma in Business Management (IFMR). He is certified in Thomas Profiling.
Mr. Abraham has a constant zeal to be in the learning mode. He keeps attending Training programs and symposiums not only on HRD but other aspects of Business which has helped in strengthening his foundation and vision.
He is an invited speaker in various management institutes and also member of student selection panel for IFMR and BIM. He is also in the Advisory Board of Vel TechUniversity.
Mr. Abraham is also involved with Industrial and management institutions wherein he plays an active role in the holistic development of business. He is an active member of various sub committees in CII. Recently he has been awarded as one of the Most Powerful HR Professionals in India by Employer Branding Institute at Asia's Best Employer Brands Awards 2010 held at Singapore.
Mr. Oommen Abraham, Vice president corporate HR of Cavin Kare Pvt. Ltd, started his speech by stating that talent is only talent when it is critical to the success of the business and its value is relative to the role it plays in the organization success. He sees talents which are customer oriented, innovative, an individual ability to think big and have a passion to excel. He also stated "willingness to continuously learn and grow is also talent".
The speaker then goes through the history of different process in Cavin Kare. He pictured that at Cavin Kare performance management and talent review is done by functional head in presence of HR managers and if the employee is not satisfied with the review he can approach the higher authority freely. The employee engagements in Cavin Kare are appreciation coroner, appreciation day, individual and team initiative awards, various club and festival celebration. Lastly he also stated that organization recruitment process is based on competency.
| | | | |  | Abhishek Lal
He Completed graduation in mathematic from Kolkata university in the year 1998. Started the professional carrier in Mumbai as in entrepreneur and form and independent software company at an age of 23 Successfully ran the company for four years and then played an instrumental role in starting the IT arm of NETERWALA group called as NETRSONS technologies Pvt Ltd., which is primarily into providing HR solution and services, played crucial roles in designing and developing the in house built HCM software - HR Aligned. Conceptually became the youngest COO within Neterwala Group at the age of 26 and is managing the company from its date of inception, Inspite of its software background I am more of a HR person by heart
He started by throwing light on today's HR challenges and they are:
. How to have right people at the right job . How to align people's thought attitude and action towards organization.
. How to spot talent in the organization
. How to develop and create a leadership
According to him talent is a person who is performing his present job and has a potential to perform higher responsibility. Talent identification: 
He explained HR align module. The value proposition of HR aligners seamlessly integrating all aspects of organizational and human capital development and help in designing competency based organizational structure with proper weightage to domain and behavioural competencies. He also ensured that organization must think strategically and take care of human capital.
| | | | |  | Cmde Dilip Mohapatra, VSM
Dilip Mohapatra currently holds the assignment of Vice President, Global Learning & Development (L&D) at Suzlon Energy Ltd.
Within his two year's stint at Suzlon, the Global L&D function under his leadership has got both national and international recognition with the Golden Peacock National Training Awards 2008 and ASTD BEST Awards 2009 and 2010, two years in a row and continues to take greater strides as a strategic lever of Suzlon's business. He also heads the state-of-the art Suzlon Excellence Academy at Suzlon's One Earth Campus, Hadapsar, Pune, which is the Global Learning Centre of Suzlon Group of companies.
Prior to this assignment, he was Director, Tata Management Training Centre and VP, Learning, Tata Group HR, which was preceded by the assignment of Global Head, L&D at Tata Consultancy Services Limited (TCS). During his Tata days, he had been instrumental in getting recognition to both TMTC and TCS through winning of Golden Peacock National Training Awards, ISTD National Training Awards and internationally, ASTD Awards. At TCS, he also had been the Global Head of HR Sourcing during 2001-2005. Under his stewardship in this role, TCS has seen significant growth in its workforce in terms of number and diversity. The processes instituted by him along with high-end recruiting technology conceptualized and introduced by him has scaled up the capability of TCS manifold and places it as a benchmark in the recruiting world.
Cmde Dilip Mohapatra, VSM
He witnessed the talent management as a comprehensive and dynamic process of building the talent pool through the development of aligned and integrated processes. The process of managing talent management begins with defining the business and then creating and aligning the organizational strategic human resource. He says "talent management has 3 dimensions - people, process and technology".
He also gave the reasons why do people join an organization. The reasons were mostly based on:
. Brands
. Leadership Profile
. Jobs and positions
. Technology
. Compensation
. peer profile
. Growth
. Stability
He had also given the reason to why people leave an organization.
. Dissatisfaction on any count
. Apprehension, Salary issue
. Better prospect elsewhere
. To start own venture
. To pursue Higher education
. Low recognition, Poor leadership
. No variety, Slow career growth
. Low /outdated technology
No working in an area of interest He witnessed the talent management as a comprehensive and dynamic process of building the talent pool through the development of aligned and integrated processes. The process of managing talent management begins with defining the business and then creating and aligning the organizational strategic human resource. He says "talent management has 3 dimensions - people, process and technology".
| | | | |  | Mr. Bobby Kuriakose
Forbes Marshall
Mr. Bobby Kuriakose is currently heading the HR and Training function for Forbes Marshall Group, Pune. Forbes Marshall Group are specialists in Energy Management and Solutions. The group is known as trend setters in many CSR initiatives and latest HR practices, especially in Engineering Sector.
The group has won several Awards for best HR practices from CII. In 2006 and 2008, Forbes Marshall has been recognized as one of the 25 Great Places to Work in India according to a survey conducted by Great Place to Work Institute Inc. Of US, Business World and Grow Talent Company. Mr. Bobby Kuriakose is an alumni of Symbiosis Institute of Business Management, Pune. He has been with Forbes Marshall Group for the last 19 years and has been heading the HR and Training function since 1998. He has been instrumental in many of the HR initiatives in the Company. He is an active member of CII Western Region HR Panel / Life member of Indian Society for Training and Development / CII Environmental Panel Maharashtra and currently heading the task force on Affirmative Action, CII - Western Region. Mr. Bobby Koriakose, head HR Forbes Marshall.
He acknowledges the student manager by initiating his session with a query "what is competence and competency? "He defines competence as skill and knowledge and when both are combined with commitment or attitude it become competency. He stated managing competency as the most crucial task and for that the critical factors to be kept in mind are- . Awareness of individual competency . Critical measure to define and measure competency . Linkages to behavioural and functional competencies is must . Process must be periodically reviewed an redefined He opines "skill is what we develop, behaviour is inherent and culture is the way we do things. Usually people leave their boss not an organization. The best strategy to know about an organization is to know from 3 to 4 left employee because left employee can more clearly picture out the organization.
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Day - 02 (31st July, 2010) |
| | |  | Dr. Chandra Mauli Dwivedi President & Global Head - Corp. HRD
Datamatics Global Services Group
Dr. Chandra Mauli Dwivedi currently working as a President & Global Head - Corporate HR of Datamatics Global Services Group. He is also on the management board of the organization. He has over 25 years’ experience in the area of HR consulting, training, teaching and corporate HR functions.
He holds a Doctorate degree in Industrial Psychology and a trained Lead Assessor on People Capability Maturity Model (PCMM). Dr. Dwivedi has been President of HR InfoTech Association.
Dr. Dwivedi is a recipient of the prestigious “Young Scientist Award” from Government of India. He is also recipient of “Outstanding Achievement Award”, “Exemplary Leadership Award”, HR Leadership Award, “Special Team Leadership Award”, Group Quality Award, HR Super Achiever’s Award, Global HR Excellence Award, RASBIC Leadership Award etc. in recognition of the outstanding and valuable contribution made to the IT/ITES Industry and to the business of the company World HRD Congress has recognized him as “India’s Greatest HR Professionals and Most Powerful HR Professional of India”.
Dr. Dwivedi is regular key note speaker / Chairperson in many national and international conferences including CII, FICCI, BMA, NIPM, HR InfoTech, NHRD, World HRD Congress, Asia Pacific HRM Congress etc. He is a frequent contributor to business magazines and publications like Economic Times, Business India, IT People, Indian Management, Human Capital, Domain B, and Express Computers and interviewed live by CNBC, Star News, Sahara news, Zee Business etc.
Dr. C. M. Dwivedi, President in global Head, Datamatrics Global Services group started his session by interrogating to the student managers “what type of talent it take to be No. 1.”he answered by giving an example of an eagle-like an eagle we have to be on top and we must be focused, everything at art from within us, the knowledge level must be kept high. He asked us to be paranoid achievers for greater success and to see self as a prime movers and catalyst in the achievement of challenging and significant target. He asked the students managers to take reasonable and well calculated risk in order to exceed target. He encouraged being a very keen observer. The other characteristics that he asked to possess are- Greater trust and respect, collaboration and working as a team must be self-driven and inspired. He also throws light about global competencies as excellent job knowledge, cross culture etiquette, high energy and passion achievement, motivation and orientation, multi skills flexible and risk taking. He said that the most important skills a person must possess are passion and humility he asked the student manager to define their goal, to design their strategy display self-belief and conviction. He also defined the corporate expectation from an MBA student. The speaker ended session by requesting everyone to have social responsibility.
| | | | |  | Sonali Dutta Vice President – Corporate Affairs
BryAir (Asia) Pvt. Ltd.
Ms. Sonali Dutta is Vice President – Corporate Affairs, Bry Air (Asia). She has over 24 year experience in all aspects of Marketing, Corporate Communication, and HR & IPR. She has been with Bry-Air from 1988 and heads their Corporate Affairs. She has traveled widely internationally for market development and actively involved with Industry Associations for training and promotion.Sonali Dutta is also Head, Bry-Air Awards Programmed (Bry-Air has instituted these awards recognizing that Innovators need to be encouraged continuously, to unleash their creative potential, for achieving cutting edge technological breakthroughs) and B.O.G. member of BALI (Brie-Air Learning Institute).
She is also National Chair Advocacy, ISHRAE & Executive BOG Member of AFTPAI. Active Member • ASHRAE (American Society of Heating, Refrigeration and Air Conditioning) • ISHRAE (Indian Society of Heating, Refrigeration and Air Conditioning) • CII (Confederation of Indian Industry) • FICCI (Federation of Indian Chambers of Commerce and Industry) • National HRD Network • AFTPAI (Agro & Food Processing Technology & Equipment Providers Association of India) Sonali Dutta, VP Corporate affair Briar (Asia) Pvt. Ltd., inaugurated the session by dispelling some myths about a brand. She explained “a brand is not a logo not an identity and is not a product; brand is a gut feeling about a product service organization.” She defines today’s generation as bright and intelligent, energetic and has fire in their belly. She advices the student managers –“to use what they have learnt and never to think that what we have learnt everything because world is different from classroom.” She then went to the different aspects of talent • Marketing to attract Recruiters should market the company as a sales executive. • Harnessing talent There can be sleeping and shorting partner so the way to harness talent effective supervision employee engagement and inspirational leadership. • Grooming the future: Organization provides lots of room to grow and give them a lot of knowledge. Educate ---> engage ---> empower ---> evaluate According to her the roadblocks are insecurity of existing talent & communication gaps between recruitment , induction and actual job scenario and all the roadblocks can be overcome by communicating properly, listening to them and get existing talent and new talent to collaborate as strength.
| | | | |  | Suresh Dutt Tripathi, President,Group HR, SRF Ltd.
Suresh Dutt Tripathi, President-HR, SRF Group is working as an HR professional for more than 27 years. Suresh started his career as Management Trainee with Steel Authority of India Ltd. (SAIL) and worked in different roles and at different locations of SAIL including Staff Officer to Chairman of SAIL. He moved out of Public Sector and joined IT industry in late nineties when IT industry had started picking momentum. He joined HCL Perot Systems (HPS), a joint venture between HCL Technologies Ltd. and Perot Systems Corporations of US, as Head of HR. He worked briefly with Mascon Global Ltd. (MGL), another IT company, and was responsible for incubating new technology i.e. Bioinformatics. He joined his current organization, SRF Ltd, as Head – Corporate HR in Feb 2002 and rose to the position of President- Group HR in June 2005.
Recently, Suresh has taken over additional responsibility as CEO of Shri Educare Ltd (SEL), Suresh has done his Masters in Physics from University of Delhi and PG Dip in Social Work from University of Calcutta. An alumnus of Ashorne Hill Management College, UK, Suresh is trained in a number of fields in HR. Having travelled round the Globe extensively, Suresh looks at issues from a global perspective. He is instrumental in integration of recently acquired companies in South Africa & Thailand. Suresh is associated with CII as a member of the National Committee on HR/IR and with ASSOCHEM as a member of the Expert Committee on HRD & CSR. He is also a member of the CII’s Core Group on Affirmative Action. He is a member of the Advisory Board of National HRD Network and has recently become the President of Delhi Chapter of NHRD Network.
Talent is the context of organization “is what Mr. Suresh Dutt Tripathi, President Group HR, SRF Ltd. spoke on. He addressed the student manager by saying that we can talk about strategy only when we have facts without knowing the facts we can’t make the strategies. The basics of competition has been continuously shuffling and the growth horizon has shrunk today, in the past of 10 years phones which was used just for calling is now being used for many purpose. According to him talent is a function of competence, contribution and commitment. We must adopt the attitude of continuous change. We have to handle number of things simultaneously because the change is unpredictable. He then went through the innovative practices in SRF, Ltd. He explained that in their organization they create an environment where people are free to ask any question. There is a front end forum where people share their ideas and there is a back end that captures their values and designs it for implementation. Even if the idea solves a very small problem that idea is captured.
He requested student managers to have a good positive attitude, learning ability and good communication skill for achieving successful career.
| | | | |  | Shrikant Dikhale Vice President – H.R.
Mr. Dikhale is a Commerce and Law (B.Com. LLB) graduate from Mumbai University and holds Diplomas in PM & IR and HRM.
He has about overall twenty-nine (32) years of experience in varied functions. Before joining Kansai Nerolac Paints Ltd., (GNP) about 6 years ago, Mr.Dikhale was in Siemens, a multinational engineering firm and worked, in diverse fields like Costing and Accounts, Internal Audit and Human Resources functions. His HR experience has been at the Plants as well as corporate level. He was also the HR partner to the Siemens CFO.
He joined Nerolac in December’04 and has restructured HR in line with the HR Vision of Kansai Nerolac Paints Ltd.
There has been a significant focus on HR in KNP in the last few years and quite a few innovative practices have been introduced to retain talented members and also to create learning and caring environment. A transparent ‘Talent Management’ system has also been institutionalized in Nerolac.
Despite the high attrition in every industry and organization, Kansai Nerolac has been quite successful in retaining its Talent Pool and has done this through various measures which will be touched upon by Mr.Dikhale.
Shrikant Dikhale,
VP, HR. (Konsai Nerolac ltd.) addressed the student manager by dividing his whole session into three:• Talent management • Attitude • Values Today’s business environment is entirely different from the traditional one. Today technology and trends are changing so fast that it’s a challenge for us to complete .He explained this with example that today’s trend are changing people as well as their building strategies. People started building houses of glass so that other paint companies are no more competitors for Nerolac. “It’s the person that makes the difference”.
Talent management on one hand is an initiative for organization and on other hand it may not work for others. What the organization at this time has to do is Identify high potential to create talent pool
• Identify match list and placement issue cases • Identify key position with talent acquisition He said that hiring must not be only for tae position but also for the company and that is done by understanding individuals’ aspiration and personal passion, assessing values and attitude in addition to knowledge and skill. The acquire talent should be developed by job rotation ,cross functional exposure ,international assignment ,creating learning opportunities ,frequent feedback ,leadership input, coaching ,mentoring. Talent recognition is also an important function where high performers should be promoted The ways to enjoy work are To make up your mind to feel good at work, maintain good and friendly relationship, concentrate on the good things, do more then you are paid, adopt this as my company attitude and value your values.
| | | | |  | Srinivas Velidanda Head - India Staffing Centre of Excellence at Honeywell
Location: Bengaluru Area, IndiaIndustry Human Resources Current • Head - India Staffing Centre of Excellence at Honeywell Past • Director, HR - Recruitment at AOL India • Director at Perot Systems • Sr Manager Staffing at Philips Software Center Education San Jose State University, Andhra University Summary Sourcing strategy, Executive Search, Delivery Key position staffing in high technology areas such as System Software and application software Process Creation & Implementation HR experience in diverse geographical regions such as Europe, Singapore, UAE, India and The USA Specialties Recruitment, Employee Engagement, HR Generalist Mr.Srinivas Velidanda
Mr.Srinivas Velidanda, Head India staffing COE, Honeywell international India Pvt. ltd. started with an interactive session. He was solving the queries of student managers at the beginning of the session. While answering the question he said that only 25% of the people graduating are employable .Organization is in need of the people but people are not meeting their expectations. He discussed that first step of hiring is elimination .he stated that talent is a combination of skill and experience .identifying talent once in a year is compulsory. He explained that people joining the company for its reputation and leaves it for their manager .they leave not because the company don’t retain them but leave because their manager don’t retain them. Company provide bonus stalk option, clean environment, and fair appraisal to people for retaining .internal branding provides good motivation to employee to work and retain.
| | | | | | | |  | Vijay Deshpande
Profile:After completing a degree in Science, Mr. Vijay Deshpande completed two years’ Post-Graduation in Human Resources Management from Mumbai University. Later, while working, he also completed a Diploma in Industrial Engineering.
Mr. Deshpande has over 30 years’ versatile experience in Human Resource Management & Development. He has worked in large Indian as well as multinational organizations such as Bayer India Limited, (Now Bayer Crop Sciences Limited), In Bombay Dyeing group, KEC International Limited, Kansai Nerolac Paints Limited and Bajaj Electricals Limited. He is currently working with Greaves Cotton Limited as Executive Vice President & Head – Human Resources.
Mr. Deshpande has very active interest in Training and Development. He has spoken in many national and international management events. Mr. Deshpande is very active on professional front. He was Chairman of Indo American Society’s Academic Programs Committee. He had been Chairman of Mumbai chapter of National Institute of Personnel Management. He is member of H R committee of Employers Federation of India and Bombay Chamber of Commerce & Industry. He has represented Employers Federation of India in meetings at Bangkok and Kuala Lumpur
Mr. Vijay Deshpande is well known in industry and among professionals. In year 2004, he was one of the chosen few H R professionals on whom an award titled “India’s Greatest H R Professionals’ was conferred upon. The honour was bestowed on him in a large HR congress attended by over 3000 professionals organised by ITM Business School.
Mr. Vijay Despande ex VP and head HR Graves cotton "your journey if from dependence to independence“ this is what Mr.Vijay Despande said while addressing the crowd. Said to groom ourselves because we are responsible for our success”. Our profound assertion has to be” m great human being with talent and wonderful possession.
He explained that the competency for success are functional knowledge expertise, social skills, business expertise, personal attributes. Functional knowledge expertise is the basic attribute for getting a job. Social skill enable the employee to effectively communicate and to relate to others. Also include leadership qualities, emotional intelligence and negotiation skill, Business expertise includes commercial orientation, strategic orientation, art of competing risk management, market trend, best practices. Personal attributes include trust and interdependence win-win sense, insight, integrity, innovation, creativity, commitment, coping up with pressure.
| | | | | | |  | Aparna Sharma
In a short career span of thirteen (13) years, Aparna has worked in a manufacturing set-up, sales & marketing organizations, in the Philippines(S-E Asia) and in a KPO too. She did her Post Graduation in Personnel Management & Industrial Relations (PM & IR) from the Tata Institute of Social Sciences (TISS), Mumbai (1996 batch). She started her career as a Management Trainee and is today, Director HR at UCB India, a BelgianBio- pharmaceutical company.
Aparna's first job as a Management Trainee was with NOCIL, then a Mega Chemical company. During her 2 year stint, she worked at the Thane Petrochemical Division plant & in the corporate office as well.
Next, she joined Monsanto in July 1998 as Manager - Human Resources. Here, her work covered the entire gamut of the company’s operations namely Manufacturing, Research & Commercial organizations. She spearheaded the staffing exercise of the Monsanto Research Centre, Bangalore by conducting a nationwide search for scientists. This was a very significant milestone in the history of the company due to the strong foundations laid by Aparna along with Monsanto management of the U.S & India.
Her next move in Monsanto was in 2002 when she became HR Head for the India Commercial Organization. She played a sterling role in Monsanto's efforts of ‘Creating a Winning Environment’ in India. Monsanto’s office was voted as the best office and Aparna was also interviewed on TV for her contribution to the change. She was also a member of the India Leadership team. In September 2003, she moved to Manila, Philippines as the ‘Country HR Head’ for Monsanto. During her stint, Aparna had to first overcome significant local opposition & the language barrier. Nevertheless, Aparna played a stellar role in creating a winning team and guided their collective efforts. She was an integral member of the Country Leadership team & also a member of the Office safety STAR team which was working on the Alabang office’s OSHAS 18001.With the rapid growth and swift changes in the business in India, Aparna relocated in August 2005 as Training & OD Lead for South Asia (India, Pakistan, Bangladesh, and Srilanka & Nepal). Her focus was to provide the much needed focus on capability development.
After a fruitful, exciting and rewarding 7.5 years stint at Monsanto, Aparna moved to Novartis Healthcare Pt. Ltd as Head-HR for Global Services in India .She led various people initiatives & worked very closely with counterparts in Switzerland & U.S. She then joined UCB India Pvt. Ltd (a next generation Bio-Pharma Leader) as Director HR for their Indian operations comprising of Field Sales, Network Operations Centre & Manufacturing facility. Aparna led many people initiatives & led the transformation of the organization successfully. Having spent 14 years in the Life sciences space, Aparna has recently moved to Deutsche Bank (DBOI) Global Services as Director. Aparna is an active member of various professional associations like Indian Society of Training & Development (ISTD), All India Management Association (AIMA), National Institute of Personnel Management (NIPM), National HRD Network, Sumed has etc. She also has a few articles in Indian journals & one in an International Research journal to her credit. Has been a recipient of many in-company awards.
She participates in various HR forums, panel discussions, and guest lecture series & was a key speaker at the RD Aga series of Leadership in 2002. She's also on the selection panel for selecting students for various MBA colleges. She has been contributing to the evolving curriculum in Human resources for various institutions. She is an Accredited Management Teacher (AMT), conferred on her by AIMA, New Delhi in the field of General Management.
Aparna Sharma ,Deutsche bank, started her session by explain her life story .she said that she was a small town girl and started very humbly. She started her career with all small jobs like Xeroxing etc. but according to her these small jobs mad her closer to the people and a stronger person.
Each of us is a leader, that’s what she said to the student manager .a strong leadership starts with being able to pull together a group of people who may not have any thing in common and getting them to be into one vision of them as a collective group who can achieve uncommon results. She then spoke about executive presence; it is lot to do with first impression. Everyone has an executive presence that is confidence, body language, eye contact, groomed personality.
The success story of a person can be written if he follows following principles.
• Knowledge beyond the domain • Networking inside and outside • Lead from the front • Ask for what you want • Continue to be the best among equals • Strengthening your personal brands • Making positive, visible and impactful impression. She then ended the session by saying “Road towards success is always under construction”.
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| | | | | | | |  | Mr. Pruthvish Dave Vice President Corporate Planning and HRD
At ThyssenKrupp Industries India Pvt Ltd, Pune
Mr. Pruthvish Dave is the Vice President – Corporate Planning and HRD at ThyssenKrupp Industries India Pvt Ltd, Pune since December 2007.
He has graduated with a B Tech (Electrical Engineering) from the prestigious Indian Institute of Technology, Bombay (1974), and possesses a Post Graduate Diploma in Management from Indian Institute of Management, Ahmedabad, and the most reputed business school in India.
Mr. Dave possesses over three decades of Middle and Senior management techno-commercial experience encompassing areas such as Manufacturing, Marketing, Service, Management Consultancy, Industrial Market Research, Venture Capital and HRD in large and reputed companies in India and abroad from major industrial sectors such as Telecommunications, Automobile Ancillary, and Heavy Engineering. Apart from the rich industrial experience, Mr. Dave has been actively associated with several business schools in Pune during last decade, some of the major associations being with institutes such as:
1. ICFAI Business School, Pune. 2. D.Y. Patil Institute of Management Studies, Pune. 3. Balaji Institute of International Business, Pune (BIIB). 4. Symbiosis Institute of Business Management, Pune. 5. Pune Institute of Business Management (PIBM). 6. Sadhana Centre for Management and Leadership Development
Mr. Pruthvish Dave, VP corporate planning and HRD, Thyssenkrup industries India pvt. Ltd. discussed about talent as a person with specific attitude and high mental ability. The key element of talent strategy are-acquisition and retention
Talent acquisition matters a lot because demand is more than supply and attrition rate is proportionate to profile mismatch. He stated that 1/3 rd of business failure occurs due to poor hiring and inability to attract and retain. Cost of replacing a professional is 1.5-3 times their salary cost .talent in 35-45 age group in India is difficult to obtain .the issue in talent acquisition are that the candidate are not joining as promised and if you don’t show up it is not considered ethical. Nowadays organization uses social networking sites for acquisition.
Majority of IT players aim for almost 1/3 staffing from these networking sites because cost are lower than traditional hiring. He said that HR has to sharpen the diagnosis by verifying the track record with references. Talent relation matters a lot because cost is equal to 1.5 to 2 times salary and benefit, loss of intellectual capital, work not done; priorities not met impact on colleagues. As a result, talent retention ranks no 1 as HRA for HR. retention is difficult because expectation /aspiration are greater than offerings.
The retention tools and systems are meaningful induction, effective performance, tracking and counselling, reverent training intervention, career development roadmap, innovative compensation package. The employees are engaged if the employees have belief in the value of their opinion in an organization, if they are excited or having right kind of enthusiasm with respect to job requirements, effective leadership, ensure motivation and engagement | | | |  | | | |
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Day - 03 (01st Aug, 2010) |
| | |  | Pramod Sadarjoshi Executive Director & Group Head - HR
IDBI Bank Limited
Mr. Pramod Sadarjoshi is a Gold Medallist with a graduate degree in Psychology and Statistics, and has obtained his Post Graduate Degree in HR, from the reputed Tata Institute of Social Sciences, Mumbai, India.
In his current role as Executive Director & Group Head - Human Resources at IDBI Bank Limited, he is spearheading the entire gamut of Business-HR strategies and interventions, to facilitate the aggressive growth plans of the Bank and 6 group companies, across geographies. He is leading the initiatives on the key imperatives of talent acquisition and development, to address the scorching pace of today's globally competitive environment.
Mr. Pramod brings the depth and range of comprehensive HR experience spanning organizations across sectors and geographies. He has worked with organizations like Siemens, Citibank, HDFC Bank, Microsoft, Oman International Bank, Cognizant Technology Solution, Computer Sciences Corporation and in his last assignment was Executive Vice President & Global Head - HR of Bahwan CyberTek Group, Oman.
Mr. Pramod is a prominent speaker at major industry forums/conferences/seminars, on various management subjects, including workshops on Leadership, Team-building, Change Management, Group Dynamics and other Organizational Behaviour/Developmental areas. He has been an invited speaker/panel member on business forums, including the World HRD Congress, AIMA events etc. As part of his deep involvement in academics, he has held teaching faculty positions at the IIMs and IITs and various other premier management institutes. In the domain of executive leadership coaching, Mr. Pramod is on the panel of Executive coaches, to conduct, a 4-day workshop on "Leadership Skills for Top Management" for the CEOs and CXOs at the prestigious Indian School of Business, Hyderabad, India which is the country's premier B-school, in collaboration with The Wharton School of University of Pennsylvania, The Kelloggs School of Management of Northwestern University and The London Business School.
Mr. Pramod Sadarjoshi, Executive Director and Group Head HR, IDBI Bank Ltd. Mr. Pramod presented on the topic "cracking the code campus corridor to corporate corridor, Re-architecting the DNA (self). The zone beyond IQ and EQ".
He told about HR challenges for the future which are managing talent, improving leadership development, managing work life balance, managing demographics, managing change and transport, managing globalization. He also spoke about transforming while performing an HR growth engines which are T&D employing engagement performance management, talent acquisition and many more.
Speaker ended by explaining re-architecting as physically energized emotionally connected mentally focused and spiritually centred.
| | | | |  | Parameswaran Balakrishnan General Manager
Human Resources Division Toyota Kirloskar Motor Pvt. Ltd. Bangalore
Parameswaran Balakrishnan, Mechanical Engineer by Profession having over 18 years of experience in Engineering & Automobile Industry. - Started career in 1992 with M/S Elb Shliff India Ltd, manufacturers of precision surface grinding machines.
- 1994 to 1998 shifted to TELCO as engineer in Quality Assurance Division.
- In 1998 Joined Toyota Kirloskar Motors as Assistant manager in Quality Control.
- Has had an overseas assignment for One & half years in both TMC Japan & Europe and was instrumental in plant assessment for various Toyota plants.
- Was head of Manufacturing.
- 2008 onwards heading HR-IR Function
Mr Parmeshwar balakrishnan Parmeshwar balakrishnan is a general manager in human resource division at Toyota Kirloskar Motor Pvt. Ltd. During my industry experience, he came across an important aspect that play a key role in student career. It is TALENT STRATERGY so he started with first question “Why talent strategy?”. Talent strategy is an important to deal with business challenges that a person faces each and every day of his corporate career. Also it’s the key for survival in corporate world. Going further in corporate world is very important for each one of you to build a strong organisational culture, reflecting core values.Indiavidual values must match organizational values. I only recruit the person who has the right talent in right cultural environment. During placement season weightage is given on various criteria, I mainly concentrate 50 % on knowledge skill (written test), 30% to physical fitness 20% skills. Adding into my words he said that there should be continuous improvements in experience skills & leadership capabilities. Core values means to provide an environment which promotes consistent practice of values inherited in corporate world.
Leadership capability is best develop when sub-ordinates are being adequately coached by supervisor. It’s the duty of the supervisor to develop the skill and knowledge, keeping in mind that, it’s not doing job but with a perspective of developing perfection. Steps to achieve perfection in job: - Fundamental skills -> Basic skill and knacks to do a job.
- Elementary skills -> Combination of fundamental skills.
- Standardized work -> Develop excellence and perfection.
| | | | |  | Dr. Pallab Bandyopadhyay Director Human Resources, Citrix Systems Location Bengaluru Area, India Industry Computer Software Current Director- Human Resources at Citrix Systems Education XLRI Jamshedpur
Summary
Human resources generalist with two decades of professional experience in all facets of HR functions Specialties Executive Coach, Leadership facilitator with cross country M&A experience Experience Director- Human Resources Citrix Systems Public Company; CTXS; Computer Software industry March 2010 – Present (6 months) 1) Vice President-Human Resouces Dell Perot Systems 2) Vice President and Head -HR, Asia Pacific Dr. PALLAB BANDYOPADYAY
In the corporate world there is always a need of HR ROI. HR ROI is used to create business for HR programmes, but as companies move towards profitable growth the focus is moved from strategic cost reduction & HR transformation to talent acquisition management and retention. He advise us all to refer Tamara Erickson 2010 book “what’s next genx“. The book explains about the future trends and innovation, corporate success can be measured in metrics of sustainability, the notion of chain of command will break down. Iin administration where data has to be secured the role of manager will be to orchestrate systems that enlarge the participation of others. Technology will be owned by individuals & most of the meeting will be optional. Titles reflecting status will disappear. There are four principle followed by a corporate person. - Make and buy to manage demand side risk.
- Reduce uncertainty and talent demand.
- Earn a ROI on developing employees.
- Balance employer interest by using internal markets. Another terminology which a corporate person should remember is scarf i.e. status, certainty, autonomy, relatedness and fairness which a brain based model.
| | | | | | | Tarun Katyal
Senior Human Resources Professional with 16 years of diverse sectoral experience in MNC & Indian Organizations including PSU covering Retail, Telecom, FMCG & Manufacturing.
Extensive change management experience include setting up of green field operations, building capabilities and talent acquisition during high growth phases of business, Implementing appropriate HR interventions , Employee Transition Management during business restructuring etc.
Good Analytical skills, Business Appreciation; Process Orientation and Strong Inter-Personal skills are some of my key strengths. Specialties: Expertise in building key People Programs, HR Strategy Development, Employee Engagement, Employee Relations, Setting up HR Systems & Processes for Start up Operations. Providing HR Support to business in leadership roles in Sales and Mfg. HR exposure in various sectors. Tarun Katyal Tarun katyal is the director corporate HR MAINTENANCE Industry deals with loads of practices, some of them are business cases human capital life cycle, current scenario, talent strategy model key TRENDS, challenges and best practices. Human capital life cycle consists of four steps: 1) Attract & assess plan and measure organizational talent.
2) Develop people for current and future roles.
3) align engage and improve employee engagement and effectiveness
4) Transition & optimize human capital and deployment
EVP (employment value proposition)
It is a set of attributes necessary for evaluation of labour .they are
Rewards, opportunity, organization, work, people. Average employee effectiveness, on the other hand has the following attributes which are compensation future career opportunities .work life balance, stability and development. How to convert challenges into opportunity 1) Right talent at the right time
2) Identifying and developing right high potential talent
3) Stretching skills to build
4) Fostering knowledge transfer
5) Preventive premature promotion
6) Reducing equipment cost | | | | | | | |  | Sanjay Ghanghaw General Manager - BAJAJ group
Education Qualifications | Institute / University | Certified Thomas Profiling (DISC Theory) Analyst. | Thomas International | Certified (PI) Predictive Index Analyst (DSIC Theory). | PI Worldwide, India | Certified Global Terminal Development Facilitator. TRAINING OF TRAINERS. | Dr. Matt Gilbert, Lloyd’s Maritime Academy, UK. | Trained in “Decision Base” and “Project Management” - Sweden Based Celemi Business Management Simulation. | Celemi, Sweden (Europe) | Certified Assessor of CII Exim Bank Business Excellence Certification (which is EFQM Model). | Confederation of Indian Industries, Bangalore (CII), India | Attended “Coaching and Mentoring” Workshop for Hi Potential key leadership executives. | ASCI & HEWITT | Certified Labour Welfare Officer under Factory’s Act 1948. | Directorate of Industrial Safety and Health, Govt of Maharashtra, Tardeo, Mumbai, India. | Co-ordinator of Business Leadership Program for HiPos. 8 Modules (Marketing, Finance, SCM, Human Resources, IT, Operations, Strategy, Technology) | Faculty Members of Top Business Schools such as IIMA, IIMB, ASCI, University of Bath UK. | Certified Development Center Assessor | Hewitt India | Certified Assessor in “Making HR a strategic asset : Building HR Competencies” | An Exclusive AC/DC for HR professionals, By Dr. RK Premrajan, XLRI, Jamshedpur | Recently attended SHRM Global HR Conference at San Diago, Los Angelis, USA | Society for Human Resources Management, USA |
SANJAY GHANGHAW
SANJAY GHANGHAW IS ASSIATNT GM –HR OF BAJAJ ELECTRICALS TRANSFORMATION 2010 mission Transformation is an inner self reworking of what you are now to what you will be.
What is expected out from hipots in which can be listed below High enthusiasm, energy drive and initiatives Excellent influences Lots of common sense and people management skills Respect time and sense a sense of urgency Focus on superlative and on processes and has a sharp eye for details Those who believe in discipline &etiquettes because degree is like passport and behaviours are like visa.
Those who has a dream &ambition. Those who believe that one persona can make change. Those who do not talk negative behind their backs Dress for the job you want, and not the one you have. Personal integrity and truth saying Punctuality not to take things personally, if some people are unhappy with you it’s their problems Praise in public and correct people in private People are in competition with themselves. | | | | | | | |  | Mr. MRIDUL NATH
Mridul have an overall experience of 10 Yrs. He started his professional career as a Software Developer with Cognizant. He then moved into the HR domain and has been actively involved in Talent Acquisitions, Engagement and Retention. He currently works with Maersk Global Service Centres at Pune. He heads the HR function for the site which has about 2000 employees. Mr. MRIDUL NATH Mridul nath is assistant general manager (human resources ) at Maersk global service centre management of people in a corporate is a very important task in an organisation, managing people is like herding cat, and when this dominance is achieved it becomes a skilled work force &”a skilled workforce is a cash” In the year 2006 McKinney quarterly global survey indicated that the respondents regarded talented people as likely to be the single most important managerial preoccupation for rest of decade Today world faces growing challenges, some of the are: 1) Demographic change: new generation i.e. people born after 1980 have a perception about their professional carrier as series of 2-3 yrs. chapters &job hopping if there expectation is not net met & result in high attrition. 2) Globalisation -: talented local people with an international mind set who understand local ways of doing business &local consumer notably needs of an expanding middle class 3) Knowledge workers:-own demands and peculiarities as they create 3 times more profit. 4) Enemy within-: managers readily treat talent in a reactive, knee jerk manner short termism diverts management attention from longer term issues like talent souring and career development 5) Challenging HR workshop issues: Heightened competition for skilled workers
Low levels of employee engagement
Acknowledge of high cost of turnover Ardours demand of managing global workshop. | | | | | | |  | | | |
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Day - 04 (02nd Aug, 2010) |
| | |  | Dr. Yasho V Verma
Dr. Yasho V Verma took over as the CEO of LG electronics India w.e.f 1/1/2010 & is now looking after in business operation of the company from his earlier role as a director HR & MS for LG India and South West Asia. Joined LG as VP (HR&MS) in 1997, w.e.f 1/1/2008, he was elevated as executive in LG global hierarchy ,he has been the first and the all the non krean to reach this level in lg global hierarchy. He started his career with Tata steel in Jamshedpur, and work for around 15 yrs. He is with LG Electronics for 11 yrs. Was rated as HERETIC by business today and GALLOP and covered on cover page of business today. A prestigious magazine in 1997 & is the member council of all India management association. He is the president of CEAMAH.He has authored a book “PASSION”. He has been awarded for Outstanding HR professional of the industry by CETMA 2005
Outstanding contribution in HR by mid-day &DAKS in2005
Exelmpory leader award by employer branding award 2007-08 &2008-09
Award for outstanding to the industry by employer branding award in 2007-08
Hall of fame award by employer branding award 2008-09
Exelmpory leader award by employer branding award 2009
Pride of industry award by fun &joy at work organisation 2009
RASBIC personality award by world HRD congress Dr. Yasho V Verma Dr. Yasho Verma is a COO of LG Electronics Albert Einstein always regret to not accept innovation of quantitative theory. Just as in Mahabharata during the conversation between Lord Krishna and Arjuna, arjuna was not convinced with by Lord Krishna unless he has not seen the divine whole some enlarge image of him, also that all lord Krishna saying will add values to him. LG started in India by using Korean strong execution & Indian strong concept which gone on to result in 1900 crore turnover by the end of 2010. A unique way of managing people is to create passion in the employee heart, create team work to work for excellence & also freedom to think & act in organisation. I was the first employee of LG Company of his journey and what’s the best thing that I learnt in India is that at each and every step of my journey India riches my inner self and that what’s matters more. My advice to people who wants to switch from one specialization to another, it all depends on the mind-set of the person, if has a likeness towards other specialization than he can.
| | | | |  | Ashu Malhotra Alcatel Lucent India Ltd
Director – HR (Feb ’07 till date)
Heading HR for India –Business; Reporting to Regional Head - HR Human Resource Business Partner for: Services
Group: Quality Assurance and Customer Care; Presales; TAC; Sales and all Corporate Functions.
Has handled major resource ramp up for Services. Responsible for skill enhancement and creating talent pipeline. PROFESSIONAL ACHIEVEMENT - Organization – Bharti Airtel Ltd (November ’04-to January ’07)- Head HR ( North Circle)
- Honda Siel Cars India Ltd as Head – HR
- Max India Ltd as Sr. Asst. Manager
- Dabur India Ltd as Sr. Executive
ASHU MALHOTRA Ashu Malohtra is the Director HR in Alcatel Lucent India Ltd. In the corporate world it is only the quality of people who are going to rule the world & also it is our need to understand what USP you are bringing to the table. Managing scale, managing risk, managing execution and managing diversity are the key challenges that a manager has to face in an organisation. Enhancing performance is a continuous process, the only sustainable competitive advantage in the digital world is organizational innovative capability driven by robust talent strategy to move ahead of the curve. How to manage talent? First and the foremost thing in an organisational is put people first and in that people are our important asset and not that most enterprise ignore “people thing”, but the difference lies in getting the people thing right. Further it’s better to pursue the best i.e. pursuit of excellent talent that fits right &recruit quantity without losing sight of quality. Always have a focus on intangibles by building and communicating the USP and enlarging employee by creating the stickness factor. In the end people are not our most important asset but right people are.
| | | | |  | M. Loganathan Jeddah, Kingdom of Saudi ArabiaA Post Graduate in Applied Psychology with Specialization in Organizational Behaviour and PG Diploma in Management (MBA), Having about 29 years of experience in the areas of Human Resource Development. Expertise in trouble shooting and crisis management. ACADEMICS - Masters degree in Applied Psychology with specialization in Organizational Behaviour from PSG College of Arts and Science, Coimbatore, India and secured Fist Rank(1979 -81)
- PG Diploma in Management from Indian Institute of Modern Management, Pune, India (2001 – 2003) with specialization in HR
PRESENT JOB Working as DIRECTOR – HRD at ALBAIK FOOD SYSTEMS COMPANY, Jeddah, Kingdom of Saudi Arabia, since October 2004.The Company has a chain of more than 40 Quick Service restaurants with over 2000 employees from various nationalities and having a sales turnover of US $ 400 million. MR M. LOGANTHAN M. Loganthan is the director in HRD at albaik food systems, Jeddah Saudi Arabia Albaik food systems is a large organisational in Saudi Arabia, it is a restraint chain in 2000 employees, there are total 40 outlets, and a total of 400 million dollar per year. In Saudi Arabia 75 lakh expatriates are there out of which 65 lakh Indians and 10 lakh non-Indians. There are loads of job opportunities in mid-east Asia including IT, Marketing &HR for female’s education and healthcare.
| | | | |  | Kanisha Raina
HR Business Partner, Vice President at BNY Mellon International Operations (India) Private Limited Location Hyderabad Area, India Industry Human Resources Current HR Business Partner, Vice President at BNY Mellon International Operations (India) Private Limited Past - Professional Development Manager, Vodafone Account at IBM India Pvt. Ltd.
- Learning Developer and Facilitator; Learning Advisor - IBM Hyderabad at IBM
- Summer Intern at ITC Ltd.
- Intern for a Live Project at Tata Infotech Ltd. (Now a part of TCS)
Education - Symbiosis Institute of Business Management
- Symbiosis International University
- Barkatullah Vishwavidyalaya
Public Profile
Mrs. KANISHA RAINA
In her presentation she said about three scenarios.
In scenario 1 she told the following - Recession is bowing out,
- Your business is back to its growth phase
- Mega recruitment on the cards, business requirements are very specific.
In scenario two she told Day 1 of placements is one most sought companies in on campus package is fantastic perks extra ordinary job description perfect. In scenario three: your department has people of a certain qualification. They have been doing the same for the last 3-4 years &have given those good increments but also one small problem it was sensed that the learning morale was low. Further she told that attrition is a good because Some people better go, so that how fresh idea comes in. She ended up suggesting tricks to be followed in interview. Interviewer are like a cow which is tied with rope round a pole & it depends upon him wherever he \she has knowledge. | | | | | | |  | | | |
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