Jigyasa 2013


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Jigyasa is Delhi School of Economics Annual HR and OD Journal

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Jigyasa 2013

  1. 1. JIGYASA 2013Journal of Human Resource and Organisational Development Master of Human Resource and Organisational Development Unlocking Human Potential
  2. 2. AboutMasterofHumanResourceandOrganisational Development(MHROD) About IGYASA The Master of Human Resource and Organizational Development (MHROD) program was started in the year 1995 by the Department of Commerce, Delhi School of Economics with the objective of providing quality education to highly motivated young men and women so that they can provide professional expertise to business and industry in the twin areas of Human Resource and Organizational Development. Identified by NHRD and NTPC as premiere course in the field of Human Resource, MHROD is a two- year full time professional program spread over four semesters which combine gruelling academicschedules with proactive efforts to developnew perspectivesand a higher level of knowledge and understanding. Going beyond books, theories and case studies to open new windows, MHROD helps young HR and OD experts to enter the increasingly competitive and constantly changing global economy equipped with the ability to face everychallengeheadonandemergevictorious. J J‘ ' is an annual journal of M.H.R.O.D.The name signifies the nature and intent, which is to arouse or pacify curiosity i.e. Jigyasa. Being a non-profit, in-house, student initiative, first launched in 1997, the journal has ensured wide circulation and garnered appreciation from both the corporate and the academia. It is the compilation of articles, interviews, case studies and book reviews by stalwarts in their respective fields. It provides valuable insights and viewpoints of specialists in the field of Human Resource, Organisational Development and Management, and thus secured a place for itself in famous libraries nationally as well as internationally. The objective behind the initiative and evolution of the journal is to provide the readers with an idea of complexities of working in the industry and to help broaden their knowledge base in the field of Human Resources. IGYASA
  3. 3. Toourreaders IGYASA IGYASA IGYASA IGYASA IGYASA A lot is changing in current business environment. As Greek philosopher Heraclitussaid“Nothingenduresbutchange”whichcanalsobetranslated as 'The only constant is change'. Since change is inevitable, it makes more sense to embrace it than to resist. As HR has transformed from being a support function to a strategic business function, prevalent trends in currentenvironmentaremakingitmovetowardsanewparadigm.Tohave different perspectives on this change from eminent personalities from differentbusinesses,itisthattimeofyearwhenwebringyetanotheredition of . in current issue has made an attempt to present subtle ideas by giving a concoction of theory, experiences, expression and creativity of intricacies of Human Resources. The valuable insights from renowned practitioners are like a knowledge warehouse to which humblyprovidesa“key”.A“key”,alsotounlockhumanpotential. Thecreditforoverwhelmingsuccessofthisendeavourrestslargelywiththe distinguished authors who have contributed with their knowledge, thoughts,opinionsandmostimportantly,time.Wehopethisjournalbrings as much pleasure to all the authors, as it has brought to us in framing and compiling it. We value the incomparable inputs of the contributors for this journal and thank them for infusing their knowledge and experience into eacharticleof . We value your invaluable inputs and suggestions and hope that your journeythough wouldbeapleasure. Kartik Pant J J J J J Editorial Patrons Prof.J.P.Sharma Dean, Faculty of Commerce & Business Dr.Sunaina Kanojia Programme Coordinator, MHROD Editorial Board Akshat Ambedkar Dheeman Barua Kanika Pande Kartik Pant TeamJigyasa:Divya|Parul|Rahul|Rashmi|Shalabh|Sourish Jigyasa 2013
  4. 4. With immense exuberance, I present forward the current issue of Jigyasa 2013, the annual journal of the Master of Human Resource and Organisational Development (MHROD) programme. Jigyasa primarily has been fostering the knowledge on Human Resource along with its varied dimensions, and the journal so far has been successful in providing the platform for the students, academicians, and the corporate leaders to disseminate their ideas and opinions on various current topics on Human Resource ManagementandOrganisationalDevelopment. In today's business environment, where local and global advancements and changes are occurring rapidly, it has now become the responsibility of HR manager to play the role of a strategic partner and change mentor within the organisation. In order to succeed, Human Resource Management is expected to be a business driven.Accentuating the fact it is expected that present issue of Jigyasa would serve the needtoaddress thevariousissuesrelatedtothetalentmanagement. I congratulate the Editorial Team for their hard work in producing this issue of Jigyasa and hope that it would provide a platform to professionals, students and academicians in the domain of Human Resource management and Organisational Development to express their insights on key issues pertainingtothebusinessandOrganisationalBehaviour. Prof.JPSharma Head&Dean, FacultyofCommerce&Business, UniversityofDelhi MESSAGE FROM THE DEAN Message MHROD, Department of Commerce, DSE
  5. 5. It is indeed a matter of immense pleasure for me to write a message for the JIGYASA, which is a magnificent endeavour of MHROD students. Jigyasa has grown in the past decades and has created a place for itself. The contribution of corporates, managers and our student writers are exemplary. The topics chosen by these avid writers are diverse and emphasise on the current economic as well as social concerns. The most exciting facet of Jigyasa is the approach with which the write-ups have been handled and presented, not only highlighting the problems but offering the solutions as well.With a fresh writing and flamboyantstreaksthearticleshaveaflavourofcontemporarythinkingwithconventionalbasis. Iwishthestudentstoreachbeyondboundariesandexcelinalltheirefforts.Goodluckandallthebest. Dr.SunainaKanojia MESSAGE FROM THE COURSE COORDINATOR Message Jigyasa 2013
  6. 6. CONTENTS Change Your Point of Reference 5 Employer Branding on Social Media 7 Human Resources: Because, It's the People Who Make the Difference 9 How to Make HR Tick: A Real HR Value-Add Ingredient 12 On Becoming a Person by Carl Rogers 15 Effective Change Management 19 Sustainable Engagement Codified 20 20:20 will change your life 22 Outsourcing: 'Is it the end of Employer-Employee Relationship?’ 25 Human Resources as a Strategic Partner of Business 28 Challenges to Rewards and Recognition 30 Success and Satisfaction: A Hypothesis 32 Mahindra Rise 33 Ester Martinez, Co-founder & Managing Editor - People Matters Mansoor Hussain, General Manager – Talent Acquisition, Philips Electronics India Limited Varinder Singh, Lead Associate – HR, Tata Power Company Ltd. Shamik Vora, Vice President–HR, The Bombay Store Chandan Shamnani, HR and OD Consultant at Amdocs Rashmi Sharma, Senior Manager-Talent Acquisition, Quatrro Global Services Vinay Ravindran, Head HR-Hyderabad DC, SG Analytics Mr Rushi Patil, Senior Director – HR, GroupM India Media Pvt. Ltd. Uddalak Banerjee, Student, XLRI Arjun Mitra & Karan Shorey, Students, XIMB Uddalak Banerjee, Student, XLRI Akshat Ambedkar, Student-MHROD In conversation with Ms Emrana Sheikh, VP-HR, Mahindra and Mahindra MHROD, Department of Commerce, DSE
  7. 7. Corporate Article espite acknowledgment around the world that Dtalent is integral to competitiveness and that today's business is all about people, HR professionals still struggle to establish their relevance in the C- suite in most industries. Some of the fault lies with CEOs, who typically fail to define what they expect from their heads of HR. HR professionals are also to be blamed as they tend to alienate themselves from the challenges of the business and the quarter- to-quarter pressures that other functions face. This even results in many CEOs choosing non-HR professionalsfor thetopHRjob. The reality is that businesses need to handle HR's core competency of managing people issues – such as finding and recruiting the right people and nurturing & motivating them to succeed in today's complex business environment and to facilitate their growth as a professional. This begs the question: Has the time come for HR professionals to build a career path to business roles as naturally as their peers in other businessfunctions? An HR head brings several strengths to the table but also faces several challenges in the journey to the top job.HR professionals who have grown into a business role from HR function share that the path to become a business head is a mixed bag of several choices that onehastotake. Our research among HR leaders across the India brought us to question whether becoming a CEO was even an ambition. We asked over 70 HR heads if they wanted to continue in HR or move to a business role . Interestingly, 50 per cent of them said they wanted to stay in HR, while 27 per cent said they would like to move to a business role. The rest said they would like to explore opportunities in entrepreneurshiporadvisory. So if you are among the other half that wants to explore various options beyond the HR function, whether it is entrepreneurship or a line role, you need to evaluate whether your career trajectory will allow you to stay effective if you have the option to make the switch. And if you are just starting out in your career, you should plan to make yourself a serious contender for the CEO's seat by the time you reach the head of the HR function. The popular perception that HR and business are incompatible with each other is dated. Financial and technological acumen have become hygiene factors for CEOs today and their prowess is determined by their people management skills. In factor in a nationwide survey that People Matters conducted in 2012 along with Monster.com reveals that 84 percent of CEOs spend more than one-fourth of their time in talent relatedactivities. Finding, recruiting, and motivating the right people and helping them succeed in a new business environment is HR's forte and the evolving nature of the modern organization, which is very people-intensive, has led to HR being results-oriented and driven, similar to other functions. However, this seemingly natural fit between an HR leader's skills and the required capabilities for CEO hasn't led to a spurt in HR leaders becoming CEOs. What is holdingthemback? Isthereaformulaforsuccess? The common ingredient shared by most high performance CEOs is working and progressing in a Change Your Point of Reference - Ester Martinez, Co-founder & Managing Editor - People Matters In this article, the author examines possible reasons for HR professionals rarely making it to CEO positions. The authors believes that working only in HR function and staying aloof from the other business functions cannot work in today's work culture, and lays stress on the importance of learning the capabilities beyond their HR domainthatwouldenrichprofessionalswithvariouspreconditionsforgrowingintotheC-suite. 5Jigyasa 2013
  8. 8. Corporate Article well-managed organization run by high-caliber people. C o m m e r c i a l a c u m e n , understanding of the business context, natural orientation towards numbers, appetite for risk taking and a strong executive focus are the prerequisites to be a successful business leader or a CEO. Inclusiveness is a very critical ingredient towards becoming a successful business leader in the future. Inclusiveness refers to those qualities which are related to understanding of diversity, developing chemistry with the workforce, working in teams and energizing people. Another important ingredient of success is the need to develop multi- functional experience, even if it comes at the cost of your promotions. Career base of a successful CEO is almost inevitably built through learning new skills and making judgments from different experiences. Of course, one may greatly increase chances of success by doing their h omework right. Before joining any challenging assignment, it is important that a professional learns as much as possible about the role and the business model of the organization. Lastly, two very critical functional capabilities set up the pedestal for an HR professional moving to a business role- sales and finance. An HR professional, thus, at several points of his career, should look out for experiences insalesandfinance. The journey from HR to CEO requires a complete change of point of reference, and comes with many challenges: Working under intense performance pressure, working under the influence of many factors which are not under your control, gaining the ability to manage a 360 degree view of the business, managing sales and investors beyond the HR metrics. In order to succeed in this new avatar, one needs to re-skill himself completely. Nothing in your HR experience really trains you for that. With more than 15 years of experience in human resources, Ester has a wealth of knowledge in all areas of Talent and Human Resources Management. Until 2008, she worked as a professional manager with a host of Blue Chip companies, which included Hewlett Packard in different countries within Europe, and Tata Consultancy Services, both in India and in the UK. In 2009, Ester decided to come to India and work on developing India centric data on talent management, leadership and HR, seeing the absence of any such research content that could be referred by CEOs and HR heads. This spurred her idea to start People Matters, a magazine that aims to provide practical aspectsofmanaging,developingandcoachingtalentinIndia. 6 MHROD, Department of Commerce, DSE
  9. 9. Corporate Article rand is the heart and soul of any organization. It Bincludes all forms of communication spread across all mediums. With the role of narrative in authentic and attractive branding becoming essential and crucial, the advent of social media could not have been better timed. Today, People expect more, they want messages and communication that seem natural and personal. A narrative is critical path to utilizing the basic building blocks of your brandingstrategy. Organizations often cite their people as one of their brand's greatest assets. While some have taken steps toward empowering their employees as brand ambassadors offline, few have developed a strategy to arm employees online. Organizations are increasingly placing importance on employee engagement and recognizing the benefits of having an engaged workforce. In recent years, organizations have begun to brand themselves as employers too. This is rooted in the belief that if organizations can convey to the world why their workplace is exciting and unique – they have a better shot at attracting good employees. In other words, employer branding is all about communicating the value proposition of the organization. So, not only does this strengthen the brand story and attract good employees – employer branding is an indispensable strategy that differentiates you from your competitor. Strategic HR entails attracting, developing and retaining performing talent to the Organization. Previously, O r g a n i z a t i o n s w o u l d communicate using traditional channels of communication. With the advent of social media, it is now required to adapt to the changing talent behavior, where the tendency is to rely on and trust peer recommendations. Thus, it becomes critical to create a strong value proposition and communicate it to prospective as well as existing employees acrossmyriadtouchpoints. The beauty of Social Media is the power of transparency. Social media is about establishing partnerships and relationships. Integrating it into Organization's employer branding and hiring s t r a t e g y p r o v i d e s t h e Organization an opportunity to present itself in a transparent and credible way by connecting and engagingwithstakeholders. Here is an interesting fact to think about: with 4 out of 5 internet users visit social media sites. Hence, this is a new area that has come to play an important and pervasive role in reaching unseen and virtual audiences today. The fast moving demography of internet users adds a new dimension as to how social media can be used to brand the value proposition of the organization. And in today's social media space, the ultimate goal must be to move beyond communication (with the target audiences) to conversations and engaging with them. Creating interesting, original, genuine and honest content is key for social media success today. And encouraging line-managers to be involved in Employer Branding on Social Media - Mansoor Hussain, General Manager – Talent Acquisition, Philips Electronics India Limited Employer Branding has been a buzzword in HR circuits for quite some time now. While organizations are leaving no stone unturned to brand themselves in a competitive environment, social media has been to make waves of late for all the right reasons.With its vast reach spanning across geographies and demographics, social media is a force to reckon with when it comes to Employer Branding. For, an organization that encashes on the power of social media reaps benefits manifold in terms of larger recruitment pool, a robust reputation amongst prospective employees, and an overall credible market standing. In the following article, the author lays emphasis and elaboratesonhowsocialmediaisaexcellentplatformforEmployerBranding. 7Jigyasa 2013
  10. 10. sharing this content – both with internal and external audiences, can be a good way of increasing the engagement levels and building a strong employer brand. Every employee is a brand ambassador. And the best way to build or strengthen the brand is via employees – who can contribute to building the brand inside out. To that effect, employees should be encouraged to be active on social media sites and share their perspectives on a wide range of subjects. This will provide the world-at large a glimpse into the knowledge of an informed employee and thereby propagatingtheemployerbrand. It's important to recognize that what makes up your employer brand is reflective of more than the current employee population. Former employees too shape what people know and think about your Organization. In this direction, a vibrant and engaged alumni network, who contributes actively to social media conversations about the Organization, can further enhance the employer brand. This platform can encourage active networking and peer-to- peer discussion around topics relevant to personal or professional development. In fact, this can also act as a Talent Magnet to re-attract employees andbeachannelofrecruitment. Mansoor Hussain is a Human Resources professional with over 15 plus years of experience, specializing in recruitment & resourcing. Before joining Philips Electronics India as General Manager- HR(Talent Acquisition) heworkedinHCLandiGATEGlobalSolutions. Corporate Article 8 MHROD, Department of Commerce, DSE
  11. 11. Corporate Article he rapidly transforming business landscape Tmeans that there are many confrontments in human resource management which will continue to evolve for the years to come. Due to the fluctuating economy of the country, there are a lot of local and global advancements and changes which are occurring rapidly, that is expected to affect human resource management in a wide rangeofissues. The role of a Human Resource Manager is evolving with the change in competitive market environment and with the realization that Human Resource Management plays a strategic role in the success of any organization. In the changing business environment, it has now become the responsibility of a HR Manager to play the role of a strategic partner and change mentor within the organization. In order to succeed, Human Resource Management is expected to be a business driven function with a thorough u n d e r s t a n d i n g o f t h e organization's big picture and being able to influence key decisionsandpolicies. Some of the crucial challenges which could be visualized in the area of managing people are Talent Retention, Leadership Development, Succession Planning, Change Management, Organizational Transformation and Learning and Development. Keeping these challenges into consideration, it becomes very important for the drivers of Human Resource Management in any organization to promote and facilitate values, ethics, beliefs, and spirituality within their business group, especially in the management of workplace diversity. It's always important to see how a Human Resource manager can meet the challenges of workplace diversity and motivate employees through sharing and executing information system by properly planning, organizing, leading and controlling their men. The future success of any business entity would depend on the ability of its Human Resource Team to recruit, manage and retain a diverse pool of talent that could bring about different perspectives, views and innovative ideas to their workplace. With a mixture of talents of diverse cultural backgrounds, gender, lifestyle and age, any organization can respond to business opportunities more rapidly and creatively, especially in the global arena. On the contrary, if the work environment in any organization does not support workplace diversity broadly, one may risk Human Resources: Because, It's the People Who Make the Difference - Varinder Singh, Lead Associate – HR, Tata Power Company Ltd. An enunciatively written article that discusses the evolution of the role of a Human Resource Manager in a challenging environment.The article underscores the importance of the management of workforce diversity in the organization since it is this diverse pool of talent that helps an organisation in understanding the forte of the market that it targets. The author affirms through comparison as to how the vision and style of a leader has the potential to bringaboutchangeandcorecompetencyinanorganization. losing talents to their competitors. As per a study conducted by Deloitte on The Emerging role of the HR COO, the emphasis is laid upon as to how to empower the HR Leadership teams so as to deliver more business value. The roles which the HR Professional needstoplayintoday'sworldare: The above study also showed the result that almost one quarter (24%) of the total hours worked by HR Professionals should be devoted to being a strategic business partner in the organization. Dr. Ulrich defines strategic business partner as a partner comprising of senior and line managers from the HR Department of the organization who should be responsible for the execution of the strategies framed, thereby helping to move the plans from conference room to the marketplace. In the same survey which was 9Jigyasa 2013
  12. 12. carried out across Asia Pacific countries, the issues expected to pose a challenge in the upcoming 5 years would be staffing i.e. including international mobility of employees, as it was noted in otherregionsaswell. The concept of workforce diversity also holds true for most of the multinational companies, which have their operations not only in different countries, but alsoin differentcontinents.These MNC's are the companies which employ people from different countries with different cultural and ethicalvalues.Hence, in such scenario the HR manager is expected to be more watchful and employ the approach of 'Think Global, Act Local' in most of the circumstances. Also, one of the crucial challenge which stands in front of the HR Professionals is that with the inclusion of foreign talents in the team, the local professionals must be assured that the incoming foreign professionals are not a threattotheircareeradvancements. Role of a Human Resource Manager: In order to effectively bring in the essence of Workplace diversity and make it a continuous practise or a habit, the HR Managers need to play the role of front liners and drive this phenomenon across organizations thereby touching each and every element in the organization. 1.CharacterofLeadership There are few people who live in dream, while there are others who live in reality, but the beauty of human progress goes in the hands of those leaders who think of a dream and strive to make it real. The workplace culture in any organization is reflected by its leadership. If you would see the sightsin feworganizationswithin the country, the first name which will strike your mind is Mr. Ramalingam Raju. A former Indian IT Industrialist who founded Satyam Computers in 1987andwastheChairmanof the th company until January 7 , 2009, had to resign because of the loopholes in his leadership. Unfortunately, it was disclosed thatthisleaderhadsystematically falsified the accounts of the giant outsourcingcompany. On the other extreme, there have been leaders who have taken their organization to a new height. A Bharat Ratna who made a conglomerate grow, which takes the credit of providing the services and products to the world ranging from salt to software. Under his chairmanship, 'M' was replaced by 'B' (The Tata Group grew from 100 Million dollar company to 5 Billion dollar company). He started with 14 enterprises under his leadership and half a century later on July 26, 1988, when he left, Tata & Sons was a conglomerate of 95 enterprises which they either started or in which they had controllinginterest. In both of the examples listed above if you would have noticed, it was the vision of the leader which made the difference. Whether it was Mr. Raju or Mr. Tata, it was their character which spoke about them. The above two anecdotes clearly demonstrates that a leader has the power and the capability to bring about the change which the organization wishes to experience or see. It's also the leadership style which can help the organization to develop on the emerging core competencies and at the same time overcome key strategic challenges. 2. Creating a flexible Workplace A diverse workplace is a still a long distant goal for many organizations and to achieve this goal, the organizations need to take a big step by creating a fair share of flexibility at the workplace. Flexibility at workplace would allow the diverse workgroups to co-exist. Several experts from the industry claim that the dedication and commitment from the employee and the level of his engagement at the workplace increases significantly if they observe and perceive that their organization genuinely cares for them and is transparent. Flexibility at workplace is one such tool which communicates care and transparency. Until 2011, India's best score in terms of employee satisfaction in the area of transparency stood at 77%, while this year the same number broke all records and climbed to 82%. Though the number in case of satisfaction has climbed to 82% but still there is a gap of 18% which needs to be explored. Hence for creating an atmosphere which actually supports and recognizes the efforts of a team which comprises of people with disability, LGBTs, women talent and people from different generation, it becomes equally important for the HR professionals to ensure that in their office or workplace there is an environment which allows these diverse mindsets of people to come together, work together and live together effectively towards the outcomeofthebusiness. Corporate Article 10 MHROD, Department of Commerce, DSE
  13. 13. 3. Strategically handling the talents The companies have now started to realize the importance of diverse workforce. As companies start expanding their operations globally either physically or virtually, it becomes a strategic need for them to hire, recruit and employ people with diverse talents, as it helps the organizations to understand various forte of marketinwhichtheytarget. It was 1980's, when the country with the largest population in the world - China had decided to expand it trade beyond its boundaries and it started looking out to global market. The idea was to export their products globally. To achieve this, the best of the Chinese companies hired a number of Singaporeans, as 75% of Singaporeans are of Chinese descent. This was done because the Chinese realized that the marketing professionals which Singapore nourished had the basic understanding of the Chinese market.Also, because of Singapore's open economic policies, these professionals from Singapore also had an attitude towards the western market and the ability to speak English Language. With the evolution of this trend in the market, an HR manager should try to strategically handle the diverse talent. He / She must show agreement to the fact that a diverse workforce can urge the organization to scale new heights, by cracking new potential market and attaining organizational goals, in order to tie together the full potential of diversityattheworkplace. Any corporate organization which considers workplace diversity as an organizational asset and not as a liability helps it to positively take in its march some of the last positive facets of workforcediversity. 4.Betheleaderintalks As an HR manager, the professional needs to ensure that he endorses, encourages and promotes, a diverse workforce by making diversity evident at each and every hierarchy of the organization. If this is missing, theemployeesof theorganization would tend to develop a notion that there is no future or career path of the employee in the organization. This may lead to high attrition. Hence it becomes equally important for the HR line managers to respect the issues related to diversity and promote transparent, apparent, clear and positive responses to these concerns. There should be a promise to all the different categories of people working in a workplace by the HR professionals that the concerns or issues raised by the employees in the field of workforce diversity would be resolved in ethical, responsible and just manner. An encouragement of this sort would imbibe the feeling inside the employee that he is free to raise the issue and at the same time, it also sends a signal to the employee that all these concerns would be addressed. This way the employee would now concentrate and dedicate himself more for his assignedrolesandresponsibilities. Therefore, the opportunities to grow in this area of HR function and leadership are huge as there are a number of sectors untouched, which needs to be explored. The people from these sectors could be brought into the mainstream to bring about the culture of workforce diversity where these people would actively participate, contribute anddeliver. Hence, the study shows that the role of organizational leader becomes very important to drive workforce diversity in the organization and this must run parallel to the changing dynamics in the corporate world. Most of the successful organizations are the ones which are more adaptable, resilient, flexible, change makers and customer focussed. And for the organizations to be successful, the entire HR fraternity of the organization should become skilled in managing, supervising and controlling the human resources proper planning and strategic decision making. Also it becomes more significant for the leaders to have knowledge and regular updates of the emerging trends to train and develop the employees. Varinder Singh is currently serving as Lead Associate – HR in The Tata Power Company Ltd. He has completed his B. Tech in Mechanical Engineering and after completing his graduation, he became a fresh engineer who opted for Human Resource, out of his interest. Mr. Varinder has been a winner of several National Level Awards including twice All India Rank # 1 in National Level Oratory Competitions. Mr. Varinder is also a professional anchor who has hosted more than 140 professional shows for many national and international companies. He has also worked as a Soft Skills trainer for 5 years where he was training all the IIM / XLRI and Top B-School call getterfortheirGroupDiscussionandPersonalInterviewRounds. Corporate Article 11Jigyasa 2013
  14. 14. i c h a e l P o r t e r pioneered value chain Mc o n c e p t o f t h e organization in his book 'CompetitiveAdvantage', he said, "the value chain disaggregates the firm into its strategically relevant activities in order to understand the costs and existing p o t e n t i a l s o u r c e s o f differentiation". Value chain essentially contains a supply chain and a demand chain. The supply side is about procurement, production and distribution while the demand side is about marketing,salesandservice. Just as this concept is applicable to the organizations, it is equally applicable to HR function. HR valuechaincanbeviewedas:- Traditionally HR has been more comfortable functioning as a manager of supply chain of talent, where HR is expected to supply the talent pool to meet the business needs. Nothing is wrong with it. However, this puts an onus on HR of 'selling' business goal or organization to current or prospective employees. As a natural consequence, employees become 'internal customer' of HR and HR obviously has to protect this constituency just as sales department would want to protectcustomer. HR moves from employee perspective to business perspective through the cusp of a s y s t e m o f P e r f o r m a n c e Management. At one end of the HR system are the competencies of the employees as acquired or developed by HR and the other end is the demand owing to production, sales and marketing activities that in turn creating the demand on talent and there competencies. From business perspective, if there would be just one KPI for HR Manager, it would be delivering a decent ROI on people investment. As someone responsible for ROI on people investment, HR must be able to manage the complete HR value chain and not just the supply side of it. HR becomes real business partner when it operates from demand chain side of the HR valuechain. How to Make HR Tick: A Real HR Value-Add Ingredient - Shamik Vora, Vice President–HR, The Bombay Store Corporate Article Finding the right man for the right job (and vice-versa) is the need of the hour and the root cause of unemployment (and to some extent, migration). Filling up critical industrial voids keeping supply chain considerations in mind hasnotbeenworkingwellinmostcases.Providedhereisaninsightintoasuggestedalternative. 12 MHROD, Department of Commerce, DSE
  15. 15. The real HR value addition comes when both side of the value chains are strong. As shown in the diagram above, Performance Management System is the interconnecting block of this supply and demand chain and hence usually turns out to be a maker or breaker of the valuethatHRcanadd. Due to regular practice, HR generally has strength on supply chain side. HR is very comfortable in using the supply side practices like sourcing, training and development, promotions and transfers. However, same is not true for its use of demand side practices like competency mapping, development of talent attraction plan, development of leadership pipeline, coaching, mentoring, career planning etc. Basically all the activities which are more dynamic in nature and can give much better ROI on peopleinvestmenttothebusiness. HR needs to recognize that it can strengthen the demand side of chain through a strong PMS. PMS is the communication system, communication of why talent is needed, what is talent expected to achieve, what resources are at the disposal and which bottlenecks to be removed for the talent to perform and so on. This will create a robust dialogue that pertains to business. This will create a true e m p l o y e e e n g a g e m e n t ; engagement of employee with thebusiness. Supply side is people centric. Effect is that HR needs to present the task in a manner that people approve, like and appreciate on supply side of value chain. Supply side activities create a push of talent to fill the business need. Demand side is task centric. Task demands competencies and HR need to keep task in mind while designing people related activities. A demand side activity of HR creates pull on talenttofitthebusinessneed. For obvious reasons, fitting the talent to business need gives better ROI on people investment than filling the business with 'talent'. Most organizations have developed HR systems which are excellent on supply side. Well laid recruitment management systems, employer branding activities and well laid training calendars, lots of employee engagement and development activitiesandsoon. This system works well when business is growing but cause lots of collateral damage to organization and people when businesscycleturnsthetide. If the HR systems are designed with demand side perspective, it willfunctionwith Competencies mapped, so that evaluation of talent is during recruitment and subsequently it is more alignedtothebusinessneed. Job Descriptions are replaced by KRAs and KPIs, so that focus of talent can be moved from 'what to do?' to 'what is expected to be done?' This mode can also improve e m p o w e r m e n t o f t h e employees. Business and operations goals well resolved and strategy maps created using Balanced Score card like approach, so that strategy is clear even to Ÿ Ÿ Ÿ Corporate Article 13Jigyasa 2013
  16. 16. Presently Vice President HR & IT at The Bombay Store and chief coordinator for practice consolidation initiative HR4India; Shamik Vora, AMIE, DHRM; is a veteran HR Professional with Operations, Business and core HR experience spanning over 30 years and multiple industries like Engineering Maintenance, Engineering Field Service, Information Technology, E-commerce, Luxury Retail and Distribution, Pharmaceutical Manufacturing andDistribution. Creating HR system which is aligned with the business objective is his core competence. Systems created by him have components of Development of Leadership Pipeline, Team Processes, Data Driven Organization and a robust Performance Management System; which are responsible for fostering Cultural of Accountability and deeply Engaged Employees. Shamik Vora unabashedly uses software tools to keep the system transparent, objectiveandpeopleindependent. The question he is trying to answer is "How to make business more effective in meeting customer's changing needs with the help of employees?". Answer for him lies in the thread that stretches from Balanced Score Card of Norton and Kaplan for Strategy to Execution as defined by Ram Charan and Larry Bossidy, Accountability as defined by RogerConnorsandTomSmithandpersonaleffectivenessasdefinedbyStephanCovey. Corporate Article 14 MHROD, Department of Commerce, DSE and a true people support champion. Most importantly; managers operate in coaching and execution mode rather than peoplemanagementmode. Such a system will be more in Ÿ sync with market reality, with NPHA (Non Performing Human Asset)beingkeptincheck. To sum up, HR will add better value to business, if it creates HR systems which are designed from demand chain perspective than supplychainperspective. t h e b o t t o m o f t h e organizationalpyramid. Coaching, mentoring and learning facilitation are in place, so not that just business demands are placed on employees but HR actually becomesperformanceenabler Ÿ
  17. 17. altering their self-concepts, basic attitudes, and self-directed behavior". And, that human beings have "the tendency to grow, to develop, to realize its full potential...the constructive directional flow...toward a more c o m p l e x a n d c o m p l e t e development". This belief and trust, in turn, informed the aim of Rogers' approach: to release this directional flow. This principle became the basis of humanistic psychology. Carl Rogers's book, "On Becoming A Person" released in 1961. At that time the Freudian school of thought was in vogue which laid emphasis on analyzing the patient's “illness” and the silent psychoanalyst (the expert) prescribing what is best suitable for “curing” the client. Needless to say, the book revolutionized the psychological literature. While his intent on publishing this book was simply to make his material more widely available to other practitioners, he found that everyone from housewives to lawyers sought outthebook. Rogers's personality shines through his writing like few other academics I've read. His prose is humble, compelling, and incredibly accessible. You can see curiosity, care, and humility in how he lays out ideas and gives examples. In addition, he puts into words so many principles that have fundamentally shaped psychology and allied fields. Concepts such as "empathy", "reflection", "unconditional positive regard," and "self- actualization" seem so simple that there's a tendency to overlook how profound they really are. In the hands of a master clinician (one who has taken these attitudes deep within), these ideas become an art that is effective in exploring andhealingthepsyche. On Becoming A Person is not a single piece of writing but a collection of papers Rogers wrote over a decade. The book is the accumulation of wisdom of a career in psychotherapy spanning over many decades. The book consists of twenty one chapters and its divided in six parts. A caveat: In this space I cannot do justice to the whole On Becoming a Person by Carl Rogers - Chandan Shamnani, HR and OD Consultant at Amdocs Book Review "...In my early professional years I was asking the question: How can I treat, or cure, or change this person? Now I would phrase the question in this way: How can I provide a relationship which this person may use for his own personalgrowth?" -CarlRogers arl Rogers, the creator of client-centered therapy Cand counseling, and person-centered approaches to human relations and community building, was arguably the most influential psychologist of the 20th century. He took the then radical view that "the client knows what hurts, what directions to go, what problems are crucial, what experiences have been buried". He believed that the experience of being understood and valued gives us thefreedomtogrow. Rogers constantly reflected on his professional and personal life experiences, on the client- therapist relationship, and on the process of therapy; continually testing and refining his hypothesisorprinciple: All individuals have within themselves the ability to guide their own lives in a manner that is both personally satisfying and socially constructive. In a particular type of helping relationship, we free the individuals to find their inner wisdom and confidence, and they will make increasingly healthier andmoreconstructivechoices. He held steadfast to his appreciative belief and trust that human beings have within themselves a "constructive tendency" and "vast resources for self-understanding and for 15Jigyasa 2013
  18. 18. book but am focusing on chapters which interested me. So, this text contains only my selection and interpretation of bits and piecesofRoger'sgifts. Characteristics of a helping relationship “People are just as wonderful as sunsets if you let them be. When I look at a sunset, I don't find myself saying, "Soften the orange a bit on the right hand corner." I don't try to control a sunset. I watch with awe as it unfolds.” – CarlRogers Rogers felt that he could not be of help to troubled people by means of any intellectual or training procedure. No approach which relies upon knowledge, upon training, upon the acceptance of something that is taught, was of any use. It is possible to explain a person to himself, to prescribe steps which should lead him forward, to train him in knowledge about a more satisfying life. But such methods, Rogers felt, are futile and inconsequential, based on his experience. The most they can accomplish, he said, was some temporary change, which soon disappears, leaving the individual more than ever convincedofhisinadequacy. The failure of any such approach through the intellect had forced him to recognize that change appears to come about through experience in a relationship. Rogers outlined what he felt were three essential conditions for a therapeuticrelationship: 1)Authenticity Rogers found that the more g e n u i n e h e w a s i n t h e relationship, the more helpful it would be. This means that the therapist needs to be aware of his own feelings, in so far as possible, rather than presenting an outward facade of one attitude, while actually holding another attitude at a deeper or unconscious level. Being genuine also involves the willingness to be and to express, in one's words and one's behavior, the various feelings and attitudes which exist in one's self. Rogers found this to be true even when the attitudes he felt were not attitudes with which he was pleased, or attitudes which seemed conducive to a good relationship. It seemed extremelyimportanttobereal. 2)Acceptance Rather than trying to 'fix' the client, Rogers felt that it was much more important to listen to what a person was saying completely, even if it seemed wrong, weak, strange, stupid, or bad. This stance allowed that person to be accepting of all his thoughts. By acceptance, Rogers meant a warm regard for him as a person of unconditional self- worth -- of value, no matter what his condition, his behavior, or his feelings. It means a respect and liking for him as a separate person and willingness for him to possess his own feelings in his own way. It means an acceptance of and regard for his attitudes of the moment, no matter how negative or positive, no matter how much they may contradict other attitudes he had held in the past. This acceptance of each fluctuating aspect of this other person makes it for him a relationship of warmth and safety, and the safety of being liked and prized as a person seems a highly important elementinahelpingrelationship. 3)Understanding Rogers also found that the relationshipwas significantto the extent that he feel a continuing desire to understand - a sensitive empathy with each of the client's feelings and communications as they appear to him at that moment. Acceptance, Rogers felt, does not mean much until it involves understanding. It is only as one understands the feelings and thoughts which seem so horrible to the client, or so weak, or so sentimental, or so bizarre -- it is only as one sees them as the client sees them, and accepts them and the client, that the client feels really free to explore all the hidden nooks and frightening crannies of his inner and often buried experience. This freedom is an important condition of the relationship. There is implied here a freedom to explore oneself at both conscious and unconscious levels, as rapidly as one can dare to embark on this dangerous quest. There is also a complete freedom from any type of moral or diagnostic evaluation, since all such evaluations are, Rogers believed,alwaysthreatening. Rogerswrites: "Thus the relationship which I h a v e f o u n d h e l p f u l i s characterized by a sort of transparency on my part, in which my real feelings are evident; by an acceptance of this other person as a separate person with value in his own right; and b y a d e e p e m p a t h i c understanding which enables me Book Review 16 MHROD, Department of Commerce, DSE
  19. 19. to see his private world through his eyes. When these conditions are achieved, I become a companion to my client, accompanying him in the frightening search for himself, which he now feels free to undertake." TheProcessofBecoming “The curious paradox is that when I accept myself just as I am, thenIcanchange”–CarlRogers What characterizes this process of becoming a person? What are the basic landmarks on this path? As per Rogers, once he creates a relationship with the client that is safe and free, the client begins to drop the false fronts or the masks or the roles with which he has faced life. He (the client) appears to be trying to discover s o m e t h i n g m o r e b a s i c , something more truly himself. The second aspect is the experiencing of feeling (difficult to put concretely into words). Rogers explains that a safe relationship helps the client to experience his emotions in the here and now, so that for the moment the person is his fear, or he is his anger, or he is tenderness or whatever. When a person (during therapy) has experienced all the emotions which naturally arise in him and experiences them in an open manner, then he has experienced himself in all the richness that exists within himself. He has become what he is. The third aspect is the discovery of self in experience. The individual is becoming himself as his experiences lead him to an understanding of who he truly is. The real-self is revealing itself through individual meanings that are derived from life experiences. Rogers takes excerpts from interviews with his clients to explain his point and adds further - “…deeply and vividly he experiences the various elements of himself, not a façade of conformity to others, not a cynical denial of all feeling, nor a front of intellectual rationality, but a living, breathing, feeling, fluctuating process – in short he becomesaperson”. The Fully Functioning Individual “Am I living in a way which is deeply satisfying to me, and which truly expresses me?”- Carl Rogers Openness to Experience - This involves living in the moment (without being defensive), and allowing one's self to feel the continuity of existence. The client becomes “a participant and observer” rather than the 'controller' of an ongoing process of becoming. This way of living is unstructured and does not include preconceived ideas about the way things ought to be. No judgments or evaluations are necessary because the person is living each experience as it comeshisway. Trusting in one's organism - relates to trusting a wide variety of feelings and tendencies that exist at the 'organic level'. The person becomes his organism “without self-deception and without distortion”. Instead of trying to understand what others expect of him – or second- guessing himself based on the opinions of others – he begins acting on the basis of his own satisfaction. He comes to be fully aware of who he is, while having the experience. This awareness helps him to become a whole, functioningorganism. Internal locus of evaluation - He understands that he is the decision-maker and does not need the approval of others. He is comfortable looking internally to evaluate a situation, and is no longer relying on the external world for making decisions. Especially for the creative person, the manner in which he is living and expressing himself is very important. He moves away from people, places and things that are not in alignment with his true-self. Willingness to be a process – Such individuals strive to discover and become themselves. The individual seems to become more content to be a process rather than a product, to accept a more satisfying realization that he is not a fixed entity, but a process of becoming. Rogers mentions that the client puts aside fixed goals since there is no fixed psychological state that can be achieved between the therapist and the client. The client realizes that there is no state of permanent balance (which might also be frightening or an upsetting situation), however he is now better equipped with psychological tools that are necessary to help him maximizehishappiness. Rogers adds further - in his usual authentic and modest style - “… I am not saying, “This is what you should become; here is the goal for you”. Rather, I am saying that these are some of the meanings I see in the experiences that my clients and I have shared. Perhaps this picture may illuminate or give more meaning tosomeofyourownexperience”. Book Review 17Jigyasa 2013
  20. 20. Throughout the book Rogers cites objective research and recorded interviews with clients to substantiate his hypothesis. He wears the hat of a therapist, a philosopher, a researcher, a scientist and a person with equal ease. His emphasis on people needing to see themselves more as a fluid process of creation rather than a fixed entity was part of the climate of ideas that led to the 1960s counter cultural revolution, and it is easy to see his influence on today's self-help writers. The beauty of the book lies in Rogers's simplicity. In my experience, it was as if Rogers is sitting next to me and talking to me. I saw that Rogers is practicing what he is saying; the tentativeness with which he put forth his point of view and the feeling it evokes in me – words are poor substitutes for that. The climate of unconditional positive regard and acceptance that Rogers emphasized, if replicated in the family and the work place would result in more harmony and other desirable outcomes. The questions it raises for me – How keen is my desire to understand and accept others? This process though difficult, holds the possibility of transformingthoseinvolvedinit. WorksCited: 1) On Becoming a Person – CarlRogers 2) AReview of – On Becoming aPerson–RobertWaxman 3) Characteristics of a Helping Relationship adapted from t h e R o g e r s p a g e o n mythosandlogos.com Chandan Shamnani is an alumnus of '06 batch of MHROD. He is HR and OD professional with 7 years of experience as a HR Business partner, OD Consultant and as a Facilitator. He is an MBTI and FIRO B certified practitionerand akeenstudentofhumanprocesses.CurrentlyassociatedwithAmdocsIndia. Book Review 18 MHROD, Department of Commerce, DSE
  21. 21. n these ever fluctuating economic times, there is one truth whichIholds true for everyone at personal as well as professional level which is Change. Change the way we think, the way we do our day to day activities and despite various theories which we have studied from time to time one thing will alwayschangeisthechangeitself. There are many words which are synonyms of the word change often used in corporate world such as re-engineering, innovation, thinking out of the box, doing thingsdifferentlyetc. Typically change management starts with senior leadership & board of directors sitting in their lavish boardroom making a decision that they wish to make c h a n g e s i n t h e w a y t h e organization is being run through various mapping exercises. As typical change is introduced by senior management drilling down the hierarchical cycle and employees which are impacted the most are often clueless of why there is a change or given a limited understanding with a mandate to followthedecision. Now the question - is this the best way to handle and manage the change? Or there are better ways to bring change with maximum acceptability from employees who will help to bring the expected outcome with minimum or least possible resistance. Instead of following a directive approach, if employees are involved right from the stage where thought of bringing the change arises till the end result of change management, they will own the change and will work like small entrepreneurs thus resulting into a manifold impact of the change in positive direction. It is extremely important to own the change and this can only be achieved if the paradigm is driven by empowering and rewarding employees with some amount of tolerance to ensure that small failures are meant to learnings and are not impacting change managers negatively. Ensuring persistence and perseverance driven approach by management will lead to achievement of the final goal and making it a base for anyfuturechange. At the onset of change , strong expressions like 'mindset change', and 'changing people's mindsets' or 'changing attitudes' should be avoided, as these often indicates a tendency towards imposed or enforced change and this is a very strong statement and means that the organization believes that its people currently have the 'incorrect' mindset, which is essentially is not the case. If people are not approaching their tasks or the organization efficiently and effectively, then the organization has the wrong mindset, not the employees. Changes like new structures, policies, targets, re- locations, etc., all create new systems and environments, which need to be explained to employees as early as possible, so that people's involvement in validating and refining the changes themselves can be obtained. Participation, involvement and open, early, full communication are the important factors. To facilitate this regular workshops and brainstorming sessions will prove to be effective workout sessions to develop collective & collaborative approach, understanding, methods, ideas etc. Regular anonymous surveys will be a helpful tool to understand the impact and effectiveness of change anditsimpacttochangeagents. To summarize in order to bring change effectively in an organization, employees involvement and when are they involved are the two most important aspects. A collective collaborative approach will ensure a seamless environment to bring the rightchangeattherighttime. Effective Change Management - Rashmi Sharma, Senior Manager-Talent Acquisition, Quatrro Global Services The author provides us insights into the various important methods that facilitate change management and tells us that change management can be learned through various non-professional experiences as well. The author is of the view that instead of imposing change on the employees, the top management should involve the them in the [change management] process right from the beginning so that they can embrace the change effortlessly, thereby benefitingtheorganization. Rashmi Sharma is currently associated with Quatrro Global Services as a Sr. Manager in Talent Acquisition vertical within Human Resources team. PGD in HR from Symbiosis, Ms Rashmi has around 12 years of experienceinBPOindustryinoperations,Quality,Communication,ComplianceandTalentAcquisitionareas. Corporate Article 19Jigyasa 2013
  22. 22. Corporate Article R Team regularly brainstorms internally about the strengths andHweaknesses of HR practices of an organization. During such a brainstorming session, I came across the term Sustainable Engagement. I could relate to it because I was continuously encountering it in some social mediaplatforms. During the brainstorming session, we took out several individual cases and tried to cross check whether we fundamentally went wrong or we could not do much because of process issues. Before that, I would like to take you through what is Sustainable Engagement. Sustainable Engagement was introduced by Tower and Watson Consulting, USA and this model revolves around three core pillars:- A)BeingEngaged B)BeingEnabled C)BeingandFeelingEnergized A) Being Engaged: How much a n e m p l o y e e u s e s h i s discretionary effort to achieve his goal. Example/Case: Sunil has booked the tickets for Friday evening to go for trekking along with some colleagues. Sunil has planned to leave office early, at around 4:30 pm. He has taken all the necessary approvals. A substitute has also been arranged for. Sunil's train is at 7:30 pm. Suddenly at around 4:30 pm an important client asks him to work on a query. Sunil has an approved leave, backup is also ready, but he chooses to work on the query himself. He improvises and asks his brother to come to the railway station with the entire luggage while he completes the query and sends it back to the client. He could have easily chosen to work on the query on Monday which was acceptable to the client, but he chose to complete the work – Here Sunil used his discretionary effortstoworkforhisgoal. B) Being Enabled: A work environment where sufficient resources are available to complete the work without any obstacle. Example/Case Rita works for a Small Indian KPO as a telecom research executive. Her major work is to coordinate with clients across the globe; therefore her working hours are set according to different time zones. Her major work is to interact with clients through e-mail and telephone. She also needs to attend a number ofconferencecalldiscussions.To her surprise her workstation was equipped with only a desktop and an analog telephone line. She has several times complained to the admin team about the calls dropping when she is making ISDcalls. Another grave issue is that she has to work in shifts. At 6:00 pm IST it is peak working hours in UK. If she chooses to take the calls from the office, she has to sit there late till 11:00 pm which raises a concern of personal security. Here in spite of her engagement and interest she was not provided with the adequate resourcestocompletethework. The HR should have studied the role of Rita and should have provided her with simple solutions,like a) A laptop and subscription to Skypecallingfacility b) A smart phone with Skype installed. Sustainable Engagement Codified - Vinay Ravindran, Head HR-Hyderabad DC, SG Analytics For an efficient and effective workforce, the HR machinery has to play a very crucial role. One of the analyses that can be done is to measure the degree of Sustainable Engagement, backed by some real-time examples.Asociable andwell-equippedenvironmentdrivestheemployeetoengagemore. 20 MHROD, Department of Commerce, DSE
  23. 23. c) Occasional approval of cab facility with a security guard accompanying if in case Rita needstostaytilllateintheoffice. d) Instead of the analog telephone line digital line should have been provided. In this example, Rita was engaged, but she could not get sufficient resources to complete her work effectively because her work environment was not enabled. C ) B e i n g a n d F e e l i n g energized: A work environment where employee feels energized by attaining a feeling and sense of accomplishment and which is verysupportivesocially. Example/Case: Kedar Mohite had joined two years back. He is ambitious; everyone in the company agrees that he has a good market value. The HR think tank had predicted that he won't be staying in the company beyond 6 months but to everyone's surprise he has completed two years and seems to be enjoying his work. He gets along with his boss very well and is really enjoying his work. In a one to one session with him the HR realized the reasons of his motivation. It is the hike that he gets in completing the work assigned to him. Also he has a group who share common hobbies. When we had a look at Kedar's role we could sense that individually, physically, interpersonally and emotionally he is doing quite well at the work place. FinalThought: The most important aspect of Sustainable Engagement is the enablement.Secondly, the idea of sustainable engagement can only be achieved through line managers who need to focus on the well-being of an employee in terms of his career and his financial, physical and social well-being. We HR need to focus on bringing the balance between work and personal life of an employee. Refrences: Ÿ http://www.cipd.co.uk/binari es/6067%20Sustainable%20 engagement%20RI%20(WE B).pdf Ÿ www.towerswatson.com/ Vinay Ravindran did his MBA in Human Resource from Osmania University with 10 years of experience in variousHRfunctions. HeisalsocertifiedHumanResourceManagementProfessionalfrom HRCI –USA .Currently works for SG Analytics – A KPO Company and spearheading the HR function of Hyderabad delivery center. He is also an ardent blogger and blogs at www.vinayravindran.com. He can be reachedatvinay@vinayravindran.com. Corporate Article 21Jigyasa 2013
  24. 24. Corporate Article 20:20 will change your life - Mr Rushi Patil, Senior Director – HR, GroupM India Media Pvt. Ltd. Modern lifestyle has come to govern us in ways more than one. Technology, gadgets, social media, internet- these and even more have taken us miles ahead from where we were decades back. But have we really come that far? The author speaks specifically in context of reading, what it meant in the days of yore, and where it stands today. How we, as a generation, end up spending more time on what lies on the surface and unwittingly, miss out on what lies beneath. The virtue of reading is such that it helps facilitate keen observation in real life too. The author suggests 20:20 Rule for one and all to go back to the good old days where reading was a habit and learning was a wayoflife.Read ontoknowmore. t took me couple of weeks to even start on thinking what should be the paper on, ideaIwas to share something which is not available on Google search, and then the thought was; what is that today's generation does not seems to be worried about and only rely on Google search for a bit when required. Today life has come down to expressing yourself in 140 characters on Social Media, and we end up following up those individuals basis their self-proclaimed image in those 140characters. The question here is… Do we read beyond these limited characters, are we really reading anything beyond comments on Facebook? When was the last time you visited your campus library just to read for yourself? When was the last time you visited a book store for checking out best sellers books and not DVD's or PS3 Games. When was the last time you read a good book? Not for work or for studies or just to finish an assignment, but read just for the sheer enjoyment of reading? Even collage assignments and attendance no longer guarantees activereadinghabits. If you found it difficult to recollect on your last read book, then I am glad I have picked up the right thought to share with youall. Most of us struggle to find time for reading; but because there are so many advantages of reading, it can pay to find somewhere quite where you can have some much needed and valuable rest and relaxation where for a while you can shut yourself off this sometimes hectic world we live in. Have you even thought that an average book writer shares his 15 – 20 years of experience in his book which you can gain in just a weeks' time. Just imagine that how many years of collective work experience you will gain by just reading few books. But most of us even fail to read one book in a year. Most of us would have not even read single book after their college. Most of them who have started reading a book have not completed reading the book and leftitinbetween. I can assure that no matter what you read, the act of reading will help you in nearly every aspect of your life. Reading makes you wiser not to mention the educational and learning benefits that are gained, it is enjoyable as well as factual. It definitely improves quality of life and it will definitely improve yours as well. Some interesting statistics on reading shown below, I am not sure if India would be any different in statistics from the numbersinthetablebelow. The story the data tell is simple, consistent, and alarming. Although there has been measurable progress in recent years in reading ability at the school level, all progress appears to halt as children enter their teenage years. There is a general decline in reading among teenage and adult Americans. Most alarming, both reading ability and the habit of regular reading have greatly declined among college graduates. These negative trends have more than literary importance. As this report makes clear, the declines have demonstrable social, economic, cultural, and civic implications. 22 MHROD, Department of Commerce, DSE
  25. 25. Corporate Article Is reading really important? - Reading is actually fundamental in developing a good self-image. Non-readers or poor readers often have low opinions of themselves and their abilities. A person who knows how to read can educate themselves in any area of life they are interested in. We live in an age where we overflow with information, but reading is the main way to take advantageofit. All Leaders and Successful PeopleNeverStopReading Have you ever been to a rich, successful person's house; what you will definitely find is a big library with all sorts of books. Similarly if you go to a poor man's house what we see is a big TV in the small room and no books around. The question is, has the man become successful after reading all those books or has he bought those books after being successful? I am convinced that it's always knowledge followed by success.Nomatterhowitcomes. Inspite of knowing all this most people end up living their life in a kind of ground hog day. They think mostly the same old unhelpful thoughts every day because their mind has nothing bettertofocuson. Nearly all successful and intelligent people including the rich and the powerful claim they read at least one new book each week and for good reason it is the bestwayoflearning. Knowledge can mean intelligence or success especially if you apply the right information to help you better your life. But reading it's not just about information, it can also bring you great success whichisgreatforyourwell-being. You cannot succeed in life with limited knowledge and information. The mind also wants stimulus and appreciates a story. We are told stories from the moment we are born, many hypnotherapists use anecdotal and stories because they are the powerful ways of influencingthesubconsciousmind. I would also recommend focusing as there comes a time when one has to choose between turning the page and closing the book, I assure you if you read the remaining article you will definitely turn the page than closingthebook. Don't stop feeding your brain, elseitwillstopgrowing The benefits of reading are enormous, some books will inspire you, reading about other people's success stories or how they have overcome near seemingly impossible feats which have required immense courage and determination can give you great inspiration to go on and achieve your dreams with the knowing that if other people have alreadydoneitthensocanyou. Reading inspirational stories or reading what people have already achieved what your aiming to achieve can give you the motivation you need, knowing it canbedonecanencourageyou. R e a d i n g i s s i g n i f i c a n t , everybody who wants to better their life should read a book every week, when we stop learning we stop growing and in Reading Statistics : 28-Apr-2013 Total percentage of American adults who can’t understand the labels on their prescriptions 46% Total percent of young people who claim they read more than 10 books a year 56% Total percentage of U.S. adults who are unable to read an 8th grade level book 50% Total amount of words read annually by a person who reads 15 minutes a day 1 million Total percent of U.S. high school graduates who will never read a book after high school 33% Total percentage of college students who will never read another book after they graduate 42% Total percentage of U.S. families who did not buy a book this year 80% Total percentage of adults that have not been in a book store in the past 5 years 70% Total percentage of books started that aren’t read to completion 57% Total percent of U.S. students that are dyslexic 15% Total percentage of NASA employees that are dyslexic 50% Total number of U.S. inmates that are literate 15% **Source : http://www.statisticbrain.com/reading-statistics/ 23Jigyasa 2013
  26. 26. this life you do one of two things, you either move forward in life or youstaywhereyouare Time=Moneyprincipal If you think that you don't have enough time to start reading, you're wrong. How do I know? Check your Facebook updates and you will know, check your Watsapp communication and you got it right. Oh! You are also on Google Hangout now. We make time for the things that are important to us. How much TV do you watch? How much time do you spend trawling the web? You could easily replace reading with those activities. Remember we are only taking about 40 minutes(20:20rule) There's really no excuse to start reading on a regular basis. The benefits far outweigh the costs, and more knowledge never hurts anybody. 20:20 Principal is highly recommended I am recommending 20:20 principle so as to ensure that If you are even thinking about reading a book every week and continuing the same practice for a year of 52 weeks can be a bit overwhelming, but think of it that way by taking the number of pages in the book and reading and dividing it by the number of days what you would be reading in that week. There is a difference between a book of 250 pages from the very beginning, and a book of two hundred pages which is the result of an original 850. The 600 are there,onlyyoudon'tseethem. I only recommend reading 20+20 pages in a day Morning + Evening, which will not take more than 20 + 20 minutes in each session to finish and in a week you will finish one book and average book is of 240-250 pages. Keep Sunday free for yourself to let your brain chill and think of what you have gained in last 6 days. If you follow this practice regularly you will finish reading 52 books in a year, which is equal to earning 2 PhD's in a year. Trust the 20:20 principle will change your life from today as it hasdefinitelychangesmine. Keep reading books, but remember that a book is only a book, and you should learn to think for yourself ~ Maxim Gorky Corporate Article Rushi Patil, is a business focused HR professional with a full time MBA in Human Resources Management, with rich exposure to IT/ ITES, Telecom and BNFS industries having overall 10 years of rich HR Operations and in which 3 years of Talent acquisition and retention experience. He has been part of several multifunctional project teamsandhasmanagedvariousstagesofanorganizationfromrapidrampuptoconsolidationtoturnaround. He has always demonstrated ability to deliver results and lead teams in high growth businesses. Distinctive competency and experience in high-impact leadership roles including Business partnership, HRIS implementation,Talentmanagementandnurturinghighperformingteams. 24 MHROD, Department of Commerce, DSE
  27. 27. mployer–employee relationship as described Eby Michael Josephson (Josephson, Michael. (2010, December 15).”Responsibilities in E m p l o y e r - e m p l o y e e relationship”) is “a significant human relationship of mutual dependency that has great impact on the people involved and both the employer and the employee have moral obligations arising from this relationship.” However with growth of businesses and increasing head count , it has been most businesses seek to free themselves from added responsibilities of day to day transactions with employees in order to dedicate themselves towards running their core business. While moving further towards the fulfilment of the objective companies these days seek to utilise the services of labour brokers so as to outsource all of its manpower related activities. These brokers (who are paid significant amount of money by the principal employer) would then in turn look after the terms and conditions of employment of the employees on behalf of the principal employer. However, outsourcing has opened up a barrage of questions namely; can a company outsource the function without taking their consent? Is it not unethical to divorce company's responsibilities of the workforce which is supposed to be building block of any organisation? Is company profitability the sole reason for outsourcing ? If so can't that be obtained through a strong employee-employer relationship? If not then which is the point at which employee employer relationship becomes a factor of outsourcing?Answer to each of this questions is essential to finally decide whether Outsourcing is the end of employeeemployerrelationship? In the quest to find the answer to first of these questions and also to deliberate on the evolution pattern of the employee employer relationship w i t h t h e e m e rg e n c e o f outsourcing in parallel ,let us take the case of South Africa. Previously in 1995 , as per labour relations act , section 197 of South Africa employers due to “operational requirements” could outsource a function on their will without any legal consequences. However, A very interesting case came up in South Africa in 2003 namely NEHAWU vs. University of Cape Town .and others which led to overriding of the Act and subsequently the power of employers to outsource at will was annulled. However, in a twist of tales owing to business demands the act was finally amended in order to take into consideration chances of job losses of workers and rewritten as follows: In short, in terms of Section 197, if a business, trade, undertaking, or service, or part thereof is transferred as a going concern, unlessotherwiseagreed: Oldemployeris automatically substituted by the new employer in respect of all contracts of employment in existence immediately before thedateoftransfer; All the rights and obligations between the old employer and an employee at the time of transfer continue in force as if they had been the rights and obligations between the new employerandtheemployee; Anything done before the transfer by or in relation to the old employer (including the dismissal of an employee, the committing of an unfair labour practice or an act of unfair discrimination) is considered to have been done by or in relation to the new employer;and the transfer does not interrupt an employee's continuity of employment, and an employee's contract of employment continues with the new employer as if with theoldemployer. (Source : “South Africa: Section 197, Second Generation Ÿ Ÿ Ÿ Ÿ Outsourcing: 'Is it the end of Employer- Employee Relationship?’ - Uddalak Banerjee, Student, XLRI Student Article As organizations are majorly dependent on outsourcing today, does it imply that the employee-employer relationshipislosingprimacy?Or,hastheefficiencyofworkgainedimportance? 25Jigyasa 2013
  28. 28. Outsourcing And Service Transfers:The Future Of Section 197 In South Africa” by Anastasia Vatalidis and Bradley Workman-Davies dated 18 Nov 2010). Hence, we now know that the company has to compulsorily be following these set of regulations in the process ofoutsourcingitsfunctions. Before deliberating on the process and also the breakeven point of employee employer relationship that decides outsourcing . Let us first analyse the rules of transfer of employment in case of India through ID Act, 1947. In case of Industrial Disputes Act , 1947 , of India , it is clearly stated in Article 25FF (Taxman's “Labour Laws” ,Pg 347 ) that where the ownership or management of an undertaking is transferred , whether by agreement or by operation of law , from the employer in relation to that undertaking to a new employer ,every workman who has been in continuous service for not less than one year in that undertaking immediately before such transfer , shall be entitled to notice and compensation in accordance with the provisions of 25F,as if the workman had been retrenched provided that nothing in this section shall apply to a workman in any case where there has been a change of employers byreasonofthetransferif– a. The service of the workman has not been interrupted by suchtransfer, b. The terms and conditions of service applicable to the workman after such transfer has are not in any ways less favourable to the workman than those applicable to him immediately before the transferand c. The new employer is under the terms of such transfer or otherwise, legally liable to pay to the workman, in the event of his retrenchment, compensation on the basis that his service has been continuous and has not been interruptedbythistransfer. Hence , transfer of employment involves a conditional check on how the employee is impacted due to this shift of employment .Through this check again the responsibilities of employer in the employee employer relationshiphasbeenhighlighted. Now, coming back to the question of deciding the breakeven point of employee- employer relationship in case of outsourcing and its various implications on the employee- employer relationship. With the evolution of work standards following globalisation and liberalisation across many countries , workers who provided "labour" to a company began to be viewed as “employees” providing a "service" to the employer, and hence the “outsourcing” of staff also came to be known as a part of a “sale” as it amounts to the” sale” of serviceof business. Hence it was no longer considered unethical to divorce company's responsibilities of the workforce which is supposed to be building block of any organisation. N o w b r o a d l y w h a t t h e organisation gained through outsourcingweremainly 1.OperationalControl 2.StaffingFlexibility 3.ReducedOverhead 4.CostandEfficiencySavings 5.Focusoncoreactivities 6.Developinternalstaff 7.RiskManagement (Source http://operationstech.about.com/ od/officestaffingandmanagem/a/ OutSrcAdvantg.htm) If we look each of the 7 advantages each of them are related to employee-employer relationship .Significant gain is achieved in cases where the employee employer relationship is not working well .But then there are still many issues that are possibly going to emerge after outsourcing. We find most of these issues while analysing the disadvantages of outsourcing like Hidden Costs, Loss of Managerial control , Bad Publicity , Quality y problems , Tied to financial well being of another company etc. Here again we find that employee employer related issues coming up. Bad publicity is again due to the employees who often have to shift from one place to another causing concern to their relatives who then think lowly of the employer. Quality problems emerge because employer's approach of driving employees for production may not be same as that of outsourcing agencies . A function once Student Article 26 MHROD, Department of Commerce, DSE
  29. 29. outsourced becomes dependent on the outsourcing firms capability of influencing employees to perform a set of work. However, we find that although the outsourcing has many advantages through which principal employer is able to gain greater control on processes but then it has also lost through hidden costs, bad publicity and qualityproblems. In order to reach the breakeven point for outsourcing, usually outsourcing is done only in those functions where present mechanism of control is not working well. However if an employer seek to run entire set of o p e r a t i o n s t h r o u g h a n outsourcing organisation, it will be completely dependent on that organisation leading to Quality problems and a huge dependency on financial well being of that organisation( high risk), which would nullify the positives gained through outsourcing. Outsourcing may thus be applied only in cases where employee employer relationship is becoming too hard to control because of large labour force or due to labour issues. Hence a principal employer only opts for outsourcing in case of a few functions where he perceives the employer employee relationship to be weak and cost incurred to handle these functions being more than the cost that would be incurred in case of outsourcing these functions. But then we just saw that an entire organization (all of its functions) cannot be outsourced so direct employer and employee relationship would always exist, although the breakeven point may shift on the basis of work environment and socio political climate. Hence in coming years too in spite of outsourcing of few functions, the relationship between employee employerwillbeexistent. Student Article 27Jigyasa 2013
  30. 30. I hate my boss”, “I hate going to work every “morning!”, “HR is nothing but a glorified clerk”. In the age of social media, information travels and travels fast. Open any forum and you will find some disgruntled employees venting out their anger. Without inhibitions at times, or under the veil of confession pages! All of us, who are related to organizations or business, clearly understand the reasons for this. HR is a necessary evil, the world talks about the huge role that HR plays in the success of any organization, so it' critical to have a dedicated HR function in order to take care of people's needs and aspirations. But,doesHRreallydeliver? HR is often referred to as a dark bureaucratic force which uses one size fits all approach across the organization, treads the beaten path oscillating between lackoftrainingto'overtraining'! HR is also known as bad cops in organizations blindly enforcing nonsensical rules ranging from dress code, moral code, value code, 'please kill me' code on the pretext of protecting corporateassets. The guardians of performance are known to resist creativity and impede constructive change by expecting people to follow the 'traditions' and ignoring the u n p r e c e d e n t e d c h a n g e s happeningaroundtheworld. Redefining HR can be summed up by a commonly used phrase in business, “Building the Table”. Building the table means that HR's role in an organization is not only to implement strategy but to help create strategy. Now, we need to understand what constitutes a strategy. It means engineering your talent to drive business performance and also enabling an organization to make a breakthrough in new business areas. It also means creating experiences, challenging existing paradigms, flexibility of rules, training and development, compensation and benefits and recreational facilities etc. This is where HR acts as a game changer. We all love having great experiences, witnessing a c o m p e t i t i v e g a m e o f cricket/football, breathtaking performance, water sports, a soothing drive with your favorite music, dining at a 5 star, meeting your heroes/idols, a day out with friends etc. All these are experiences which we cherish for life and want them to happen to us over and over again. Contrast this with the workplace scenario, where most of the people feel forced to come, most often even for jobs they like to do. Working in any organization is an experience of sorts, an experience which you get every day, and something that stays with you even after you leave the organization. The role of HR can be very clearly defined, create that 'experience' which is an Aha moment for the employees. The idea is to not only to focus on improving the age old methods but also to constantly innovate and redefine the existing paradigms to align with the changing demands of business andaspirationsof'talent'force. Now, what does redefining paradigms means, and how do we achieve that. How do I create that experience for my employees? Based on the numerous surveys conducted across the world's best workplaces like Google, Face book, Bain & Company, McKinsey & Company, IBM, National Instruments and the likes, an opportunity to 'make an impact' through their work, is one of the biggest factors that makes employees love the workplace. Another critical factor for employees is the colleagues who they work with, people who constantly challenge, inspire them to do better and provide support when needed. Various companies have agreed that positive internal competition improves productivity and sets you up for success. Achieving both these objectives is easy, give the employees clarity on how their individual goals tie up to the bigger picture and promote team culture, an individual's success is directlyrelatedtoteamsuccess. Redefining HR means less self indulgence and more flexibility. Talent needs freedom and power Human Resources as a Strategic Partner of Business - By Arjun Mitra & Karan Shorey, Students, XIMB Student Article 28 MHROD, Department of Commerce, DSE
  31. 31. to thrive, and there are ways to achieve that. Participative goal setting, flexibility of location and working hours, leaves send out a clear message, let employees own their work and focus on performance rather than compliance. The output is important and the employees will find creative ways to achieve that output. In 2004, Jet Blue started a revolution by allowing 700 customer care reps to work from home without a central office while Yahoo recently made news by banning work from home for all employees. “People are more productive when they are alone, but more collaborative and innovative when they are together”, says Marissa Mayer, CEOYahoo. There is no utopian way that can create magic, customization is the key. HR professionals need to identify what suits their organization best,andmakethathappen. Great workplaces manage talent by make creative investments in them. IBM, Infosys, Unilever, GE are companies which lead the way in enhancing competency of their talent force through training, mentoring and leadership programs. Though training is a norm in most of the organizations, but building skills in all dimensions i.e. technical, domain /functional, process/project and behavior creates differentiation. Employees like challenges job rotation gives them a platform to solve cross functional big company issues. That is why job rotation has been regarded as one of the widely appreciated strategy ofmanagingtalent. Compensation and Benefits, a core HR activity, can give an impetus to the business strategy. P e r f o r m a n c e l i n k e d compensation, concept of pay banding to distinguish high performers from the rest are progressive means. Various surveys across organizations have clearly indicated that money is not the top motivating factor for majority of the employees. But, benefits coupled with facilities can rejuvenate the employee experience. Dell has a unique way of making the high performers feel privileged. Every month, the best performers get to spend time in an exclusive game lounge which is not accessible to other employees. While some other companies arrange one on one interaction with the senior management, including CEO, for the best performers. This creative rewarding mechanism not only makes the employees feel special but also gives them an opportunity to share their thoughts. Feedback, which is often called the backbone of any organization, can catapult the slow performers to higher league. HR has the core duty of nurturing the talent force is the old phenomenon; the new paradigm is nurturing business through people. That's what a strategic role is, and that is how we can redefine HR. “Creating the Table” is the objective, and achieving that is success! HR is no longer a business enabler, butabusinessdriver! Student Article 29Jigyasa 2013
  32. 32. Student Article n today's fast paced world with ever increasing Icompetition a motivated workforce is one of the biggest assets an organisation can have. Having had a prior experience of I.Tindustry in Birla soft and from current experience of pursuing my summer internship in a FMCG company like Kimberly Clark, I believe that ensuring employee motivation is the single most important challenge being faced by majority of companies across industries. The problem has been further compounded by the presence of high attrition nourished by presence of competitors with fat purses and hence resulting in a recurring expenditure of selection, training and development. However employee motivation also b e c o m e s c o n s p i c u o u s l y quintessential in case of principal-agent conflicts where the agent (managers) is entrusted to work harder to generate profit for the principal (shareholders) in r e t u r n f o r a m o n e t a r y compensation which clearly and obviously is lesser than the net income/revenue the work generates. With increasing literacy and sense of self betterment among workers, Reward and Recognition for those who work hard to generate value for the company (indirectly shareholders) finds greater relevancetodaythaneverbefore. Among the motivation theories that were suggested so far Maslow's Need Hierarchy, Herzberg's two factor theory and Reinforcement theory point towards the composition of Reward and Recognition Framework. However, the practical challenges while implementing the framework goes way beyond the propounded theories. A brief overview of the recommendationsisasfollows: The three major practical challenges that come up while implementing the above theories areasfollows: 1. The premise behind allocating a reward/recognition is that it should motivate the workers who are not performing at their best to perform better .Which means, the target segment for the reward and recognition Challenges to Rewards and Recognition Uddalak Banerjee, Student, XLRI Rewards and recognition have never been more popular, and there's a reason. Incentives are the secret to engaged employees. But there are challenges, practical challenges while applying the practical aspect of motivational theories 30 MHROD, Department of Commerce, DSE
  33. 33. framework is the segment just below the best performers ( average performers) and extends all the way to the under performers. But then we also know that the best performers are the ones who believe in bettering themselves and compete to be the best. So by excluding them from the reward system would demotivate them and hence can easily counter balance the value created by introduction of the reward and recognition framework. 2. In case of rewarding and recognising all segments of workforce that is selected individuals from each performance ratings there is always a chance of a good performer not getting recognised while a not so good performer getting recognised by just being selected in that few. This becomes compounded when we consider that once a reward and recognition framework gets established, the employees/workers e s p e c i a l l y t h e h i g h performers keep waiting for the reward or recognition to come to them and work exceptionally hard keeping that in their mind as it provides visibility and a sense of fulfilment and recognition, which indirectly excites them. Now what is intriguingly true is that it is this “visibility” and the sense of “extreme excitement /strong desire of winning it”, is what the entire reward and recognition framework seeks to espouse! So no matter how baffling it may feel it is true t h a t a n a b s o l u t e i m p l e m e n t a t i o n a n d fulfilment of the reward and recognition framework could again lead to demotivation among sections of the workers who would find themselves losers and which can again spur enmity and lack of team playing behaviour. A live example of the same can be drawn from actorAamir Khan's absenting himself from majority of award ceremonies which media often attribute to a prior experience of his not winning an award while expectingit. 3. Lastly, comes the issue of organisational politics and favouritism which in practice is often involved in final selection of winners .Now most organisations usually have a cross functional team for selecting the final winner of various awards. This is done to normalise the p e r f o r m a n c e s a c r o s s functions. Since the output of an hr department is different from that of the finance d e p a r t m e n t a n d t h e operations department. Yet for an award like “Best Employee of the Year” which is one of the most coveted ones it becomes pertinent to compare and normalise p e r f o r m a n c e s a c r o s s functions to decide the winner thus opening up scope o f s u b j e c t i v i t y a n d favouritism. Now on this point too, there is a conflict. The source of which is that individuals tend to put more prize on objects which are difficult to achieve. For rewards which are intra departmental the competition is less and hence relative value becomes less thus indirectly as per expectancy t h e o r y , r e d u c i n g i t s motivational power. But with inter department and across organisation rewards which are valued more comes scope of politics and scope of favouritism which can again lead to a deserving individual not getting his deserved prize thusleadingtodemotivation. Student Article 31Jigyasa 2013
  34. 34. Student Article such as Abraham Lincoln trying to abolish slavery and racism or hundreds of volunteers educating children of slum in order to reform the lives of thousands making country's futurebrighterthananystar. To understand a person in terms of human resource we must understand the importance of these cadres in his life as this will decide the motivational factors responsible for influencing the choices made by this person. For example a compensation raise wouldn't stop an employee from leaving if he is leaving because he is getting a better brand to work with, or he may leave even when incentives are being showered on him. This is because compensation raise would surely help fulfilling personal cadre of success but he is leaving the organization for his social needs of recognition. The main point is the dominationoftheneeds. Various motivational theories exist in order to generalize the concept of motivation and thus related manipulations of decisions of the subject individuals. But that makes us take structured decisions in an issue as dynamic as human mind and emotions leading to errors. For every individual the combination of these cadres of success in their lives differ and so should the approach to reach out to these individuals. When some understand how to do that, they are commonly referred as talent masters and are compensated very well for theiracquired&raretalent. It can be inferred that every individual is different. Then how to manage the human resources so dynamic and that too when we are short of such talent masters. One way is to understand that there are broad categories of individuals and these can be formed in various scenarios as per requirement to efficiently manage the human resources. For instance, if we divide peopleon thebasis of theirresistance towards change, initiations and innovations, it will make things very manageable if we make two groups saying one is resistant and other is adapting type. The former group would be usually large and would be satisfied with the old systems & policies making stability a virtue for them & vice for the latter. In addition to that former might feel safe with constant and widely deployed working conditions and terms whereas in order to retain the latter group the human resource managers will have to take efforts on the individuallevel. Concatenating this perception would give the concept of individual needs generating the terms of success and sense of achievement leading to satisfaction. The factors of satisfaction being unique to every individual makes the task of the talent managers difficult and dependent on deep understanding of human psychology as basic qualification for the profession. Hence, I would like to conclude by putting forward a simple thought, we don't need adapting species or resilient without cause types, what we need is 'leaders' and 'motivators', people who understand people and work for the betterment on an individual in a sustained yet simple manner. That is how miracles happen and generations change. WhatweneedisSPARK!! veryone wants to be successful in life. Success is Ean aftermath of achievement. Success in life refers to a state of mind when people feel satisfied about what they have achieved & how they have achieved. In Buddhism, we have a term for this phenomena called 'parinirvana', a state after which person is satisfied with life because all his desires are fulfilled. Discussions over the definitions of these desires will lead to the concept of goals and mission of life. These goals or missions lead tovariouscadresofsuccess. Satisfaction thus can be divided into threecadresofsuccess: 1. Personal 2. Social 3. Political Talking about personal cadre, we include successes related to an individual and the nuclear sphere the person lives in, for example, promotion in his job, marriage of his daughteror just makinga new friend. This sphere usually includes his family & friends and himself, people to whom the person is attached on emotional grounds, fulfilling his emotional needs & providing him withasenseofbelonging. While considering the social cadre we usually consider his immediate environment with which he interacts in day to day life such as recognition by boss in front of office colleagues orgettingaNobelPrize. The political cadre of course would include his goals regarding his conscience led altruistic goals. This cadre can be best understood through examples of some great people under influence of their hunger of success, Success and Satisfaction: A Hypothesis - Akshat Ambedkar, Student-MHROD How do you relate success and satisfaction? Broadly we refer to success as state of mind when people feel satisfied about what they have achieved & how they have achieved. To understand the importance of an individual in terms of human resource, we must understand the importance of three cadres of success viz., at personal, social and political level, in his life. These factors will impact the decisions and choices made by a person and the combinations of these factors differ for everybody. So the main job of a leader or a motivator is to determine how to manage the dynamic human resources to so as to satisfy their individual needs generating a sense of achievementandsuccess. 32 MHROD, Department of Commerce, DSE