. 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.

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 Low /outdated technology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".

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.

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.

• 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.

Industry 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.

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.

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”. .

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

Parameswaran Balakrishnan, Mechanical Engineer by Profession having over 18 years of experience in Engineering & Automobile Industry.

1. Started career in 1992 with M/S Elb Shliff India Ltd, manufacturers of precision surface grinding machines.
2. 1994 to 1998 shifted to TELCO as engineer in Quality Assurance Division.
3. In 1998 Joined Toyota Kirloskar Motors as Assistant manager in Quality Control.
1. Has had an overseas assignment for One & half years in both TMC Japan & Europe and was instrumental in plant assessment for various Toyota plants.
2. Was head of Manufacturing.
3. 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.

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.

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

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.

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

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.

Director – HR (Feb ’07 till date)
Heading HR for India –Business; Reporting to Regional Head - HR

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.

A 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.

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
http://in.linkedin.com/in/kanisha

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.