Download Academic Handbook 2023- GIBS Bangalore - Best PGDM College in Bangalore -

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www.gibs.edu.in
NEW AGE
B-SCHOOL M U
Featured in FORBES INDIA
IQAC
Bangalore, India
P A C E
PROCESS AUDIT FOR
CONTINUED EXCELLENCE
GIBS
IN-HOUSE INNOVATION MANAGEMENT (IIM)
P A C E
PROCESS AUDIT FOR
GIBS

Table of Contents
2 | Page PACE – In-house Innovation Management (IIM) GIBS Business School
From MD’s Desk 3
Vision & Mission 4
Vision 2025 & 2030 4
Scope of PACE (Process Excellence Audits) 5
GIBS Values Credo - QUEST 6
Values in Action – Quality First and Always 8
Values in Action - Urge for Outcome 9
Values in Action – Energy & Enthusiasm 10
Values in Action- Student-centric approach 11
Values in Action – Timely Execution 12
Unique Placement Model (UPM): Aligning the
Departments with the students’ Learning Journey 13
Core Competencies of GIBS 15
Golden statements 16
Personalisation of Learning Design-
Rolls Royce model 17
Process Excellence at GIBS 18
Process to Practice – Action Plan Calendar 19
Audit Forms 20
5.1
5.2
5.4
5.5
5.3
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Dear Colleagues,
Thus far, right from the inception of GIBS Business School, it has been an amazing journey all the way, marked with
triumphant and turbulent times. Yet, our consistent focus on quality and student-centric approach have always stood us
in good stead and we are today rated amongst the top rank B-Schools by many a leading B-School Surveys in the
country.
If GIBS has now been reckoned amongst the leading brands in business education, it is through determination,
conviction and hard work of you all and I would like to acknowledge every one of you in Team GIBS for your dedication
and determination.
Moving forward, as the horizons we set out with, are getting closer, we have set our eyes farther beyond to become one
of the leading innovative B-Schools in the country by 2025, by focusing our efforts on our pioneering initiatives of IRE
Certification, GIBS Finishing School (GFS) and our Unique Placement Model (UPM) which are, now, strong areas of our
core competence. While continuing to become better and better in what we do, strengthening our core competencies in
IRE, GFS and UPM also innovating newer customer-centric initiatives, it is my envisagement, by 2030, GIBS will emerge
to become a global university in the business education space.
While our Vision 2025 and Vision 2030 will give us a sense of direction for focusing all our energy and efforts, the core
values, that we have always held in common, will continue to serve as the guiding beacon for our journey - our quest
towards providing continued value to our customers.
As we carry on our stride towards our vision and accomplish our goals, what will help us gain our customers’ hearts is
the quality of our work with learner-centric approach and focus on intended outcomes in a timely manner.
I take pleasure in launching this PACE (Process Approach for Continued Excellence) Handbook. This handbook
is intended to serve as a reinforcement for our core values and bringing them into action. Regular PACE training will be
conducted to disseminate the elements of PACE and the essential purpose of PACE training will be to inculcate our
common values and beliefs that everyone of us hold in our organisation.
Wishing you the very best in your professional and personal endeavours
Ritesh Goyal
Managing Director
GIBS
From MD’s Desk

2.0 GIBS: Vision & Mission
2.1 GIBS Vision
Our vision is to instil human values and to be recognized globally as the preferred destination for all future leaders,
through global leadership in human development and excellence in education.
2.2 GIBS Mission
We aim to create a centre of academic excellence with a collaborative environment to impart value-based education to
students from various socio-economic cultural backgrounds and academic skills. We aim to prepare management
professionals with a global mindset and catalytically transform them into world-class experts.
2.1.1 Vision 2025
Emerging as a premier University in the business education space and establishing
GIBS International University -to be reckoned amongst the top most innovative institutions
by creating a robust culture of learning, innovation and entrepreneurship
2.1.2 Vision 2030
4| Page PACE – In-house Innovation Management (IIM) GIBS Business School
Being the best-in-class in delivering quality business education and in attaining the pinnacle of placement
excellence
- By developing future leaders with innovative thinking, researcher’s mindset and
Entrepreneurial zeal (strengthening the IRE School);
- by equipping them with skill-sets well-aligned with the emerging talent needs of
the industry, and
- By instilling ethical values and expressive confidence to acquire the professional
gravitas through an unparalleled training process in GIBS Finishing School

3.1 Process Audits for Improvement, Innovation and Excellence
PACE Manual provides a framework for process approach and outcome orientation to the activities carried out in all
departments without any silo-based working. PACE framework will be used for training the people on the core values of
GIBS and will be used for periodic audits to enable process improvements and innovations. Hence, it is required of all
process owners in the following departments to familiarise themselves thoroughly so that there is complete process
alignment and an all-time audit preparedness.
3.0 Scope of PACE
3.2 Scope of the Policy (present & future)
Talent Acquisition
(Admission)
Admin & Hostel
Department
People
Department
PR
Department
Talent
Transformation
(Academics)
Talent
Fulfillment
(Placement & GFS)
Digital IRE
Finishing School
Progress
(LCGs)
3.3 GIBS Brand Umbrella (Envisaged)
GIBS International University-2030
GIBS
Digital IRE
School
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4.0 GIBS: Values
Driven by Common Goals and Powered by Shared Values
Quality First and Always
urge for Outcomes
Energy and Enthusiasm
Student-centric Approach
Timely Execution
(Honouring time-line commitments)
QUEST: our GIBS Values Credo
QUEST: Our GIBS Values Credo

Driven by Common Goals and Powered by Shared Values
We are a strong value-based institution and our Values Credo essentially serve as a guide to growth and
development. They help us create the future we want to experience.
We are guided by our core values in our day-to-day actions and in our policy decisions.
1. We have identified our top five core values and captured the essence of the five values in
a mnemonic QUEST
2. We regularly communicate our core values formally and informally through various touch
points and forums and we urge all GIBians to practice in their daily actions
3. We have identified some of the Key Behavioural Indicators that demonstrate our core values
in the following pages that can serve as a self-check on our value behaviours
4. Our Values are non-negotiable and any aberrations of serious nature will attract
appropriate consequences, initially with verbal counseling’ followed by severe
consequences on repeated violation

Quality is a continuous journey of excellence wherein each and every person in the organisation
can see the flow of value to the customer to ensure that there is no failure to deliver on quality
5.1 Values in Action
5.1 Quality First and Always
Drive Factors
Desirable Behaviours
Drag Factors
Undesirable Behaviours
• Design and implement systems and processes from
the customer’s perspective
• Take informed decision backed up by appropriate data
• Share your ideas and suggestions for
• improving the quality of service
• Update and deepen your domain
• knowledge (Journals/ conferences/ inhouse
knowledge sharing sessions/
attending MDP/FDP)
• Share your domain expertise for larger
good through consulting projects and
publishing papers
• Deepen your specialisation knowledge by
carrying out research
• Leverage IT to improve processes
• Zero-day audit preparedness
• Tolerance towards non-value adding
activities
• Taking decisions based on hunch or guesses
• Saying ‘yes’ for everything without applying
your mind
• Being complacent with the present level of
knowledge
• Confining to the routine work without efforts
to update oneself
• Compromising on professional standards
and quality of work
Practicing our Values - Urge for Outcome
Drive Factors
Drag Factors
• Have focus on outcomes of your work and eliminate
non-value adding activities
• Learn to delegate work
• Take support of others where you need help
• Initiate action; Done is better than ‘beingperfect’
• Document your achievements (e.g. papers
published/consultancy works)
• Devise ways of automating / digital transforming
the repetitive tasks
• Think of ways of enhancing your productivity and
effectiveness
• Know your strengths and leverage on them
• Unplanned and unstructured solutions to
problems
• Non-adherence to systems and processes
• Engaging in routine activities without considering
the outcome
• Trying to do everything by yourself without
involving others
• Trying to be a perfectionist
• Postponing new initiatives waiting for more ideas
and perfections
• Improper shoddy documentation
• Stop doing repetitive tasks and reduce human
intervention to reduce errors

Practicing our Values – Energy Enthusiasm
Drive Factors
Drag Factors
• Always display an attitude of energy and enthusiasm
• Be a role model: complete sync between words and
action
• Greet and invite people with a smile
• Treat people with dignity
• Display humility and show respect to colleagues
irrespective of rank
• Praise and appreciate when appropriate
• Encourage people to come with ideas and suggestions
for improvement
• Learn to say ‘No’ without putting down
the other person
• Posture of lethargy and dullness
Expressions of negativity in words, tone of
voice, expression and in non-verbal behaviour
• Humiliating others / Using language of ridicule,
abuse
• Resisting change
• Showing personal bias and favouritism
• Saying ‘yes’ to please others or without applying one’s
mind
Personalizing students’ education enables them to access a unique learning experience based upon their individual
needs, rather than receiving instruction through a standard, paced curriculum.
We always strive to put the needs of students are put first
Practicing our Values- Student-centric approach
Drive Factors
Drag Factors
• Be a role model; practice what you preach
• Create best-in-class teaching pedagogy
• Introduce innovative ways of engaging
students in classroom
• Encourage creative thinking and
innovation in class room
• Provide customised guidelines to students
• Resolve complaints on priority
• Be fair and firm when dealing with
students
• Blaming students
• Generalising the students’ behaviour
rather pinpointing the specific behaviours
• Treating complaints in a casual manner
• Displaying favouritism
• Victimising individual instead of resolving
issues

Accepts responsibility for own actions and decisions and demonstrates commitment to
accomplish work in an ethical, efficient, timely and cost-effective manner.
Drive Factors
Drag Factors
Practicing our Values – Timely Execution
• Adherence to plan and event calendar
• Be productive and complete the daily
tasks within the working hours
• Achieve the milestones and goals as per
committed timelines
• Be punctual for the meetings
• Complete all online documents on time
and error-free
• Manage time effectively and adhere to
the schedules and deadlines
• Define SLAs for various routine demands
from stakeholders and adhere to the SLAs
• Assess multiple demands and competing
priorities and mobilise the needed
resources to handle critical work demands
• Respond to emails in a timely manner
with accuracy, brevity and clarity
• Keep commitments, be reliable and
dependable
• Working overtime to compete regular
work
• Requiring reminders for task completion
• Being indecisive when adequate data and
authority exists
• Not defining and delivering on SLAs
• Procrastination of work
• Shirking one’s own responsibility and
passing the buck
• Misusing office time for gossip and chitchats

6.0 Unique Placement Model (UPM):
Aligning the departments with the students’ Learning Journey
Process Approach:
A process approach means an organization manages their business as a system of
processes – not departments or people or products. This works because if you have
a good process, you’ll have good results. The essence of the change is to replace the
focus on functional units to the focus on the processes the organization. The objective
is to break down barriers between functional areas so as to promote the
organizational flexibility and improve value for the customers. Process based
organization is built on the principle of integration of activities aligned the
organizational goals and
Process approach in GIBS: The departments within GIBS work seamlessly along the learning journey of the students in
transforming their talents to make them job-ready to meet the industry needs and also fulfill the students’ career needs.
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Feedback
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Acquires the right talents
that can be moulded for
the future industry needs
by proper screening and
selection process
Transforms the talents by
appropriate learning inputs
and standards through a
robust outcome-oriented
pedagogy to meet the future
talent needs
Invites the industry leaders to
source their talent needs from
GIBS and fulfill the industry
needs with matching talents
and fulfill also students’ career
aspirations
Talent
Acquisition
Talent
Transformation
Talent
Fulfilment
New Nomenclature: Accordingly, to represent the complete alignment of the processes to meet the designed
outcomes, the departments are also renamed by the core functional process in the talent transformation journey
Admissions Academics Placements
Will be renamed as
Talent Acquisition Dept
Will be renamed as
Talent Transformation Dept
Will be renamed as
Talent Fulfilment Dept

6.1 Unique Placement Model (UPM):
Aligning the departments with the students’ Learning Journey
GIBS Unique Placement Model (UPM) has been developed on the basis that the essence of Placement of ‘Right
Talent in the Right Job’ lies in the alignment of internal institutional processes namely, talent acquisition
(admissions) and talent transformation (academics) with the talent fulfilment. Taking cognisance of this, and
accordingly mapping the value chain from talent acquisition to talent fulfillment, the UPM model starts with
understanding the emerging talent needs of the industry and corporate customers and working backwards to
build the curriculum, pedagogy and assessments for the talent transformation and also for setting standards for
the raw talents at the entry stage so that the students are able to cope up with the rigorous standards as
demanded by the talent transformation process.

7.0 Core Competencies of GIBS
7.1 GIBS Unique Offerings and Core Competencies:
GIBS has a continuous interface with the industry leaders and HR practitioners to gauge the future talent needs and fine-tune
the pedagogic inputs to align with the identified needs.
Envisaging the future needs (as identified by WEF), GIBS has designed visionary programmes IRE (Innovation, Research and
Entrepreneurship) certification and GFS programme to hone the inner orientation like innovative thinking and
entrepreneurial zeal and outer competencies like communication ability, presentation skills etc.
Unique Placement Model with a strong team of Talent Fulfilment enables not only 100% placement but also ‘right fit for the
right job’ so that it’s a win-win proposition for both students and the corporates
The World Economic Forum (WEF) released its third edition of the “Future of Jobs” report, in which it analyses future
trends of labour markets and has listed the upcoming top 10 crucial skills for the Jobs in 2025:
IRE School GIBS Finishing School
(Skill Mastery Programme)
Unique Placement Model
(UPM)
CPMP
PGPIRE
GIBS Core Competency Model for Talent Transformation
Right Talent- Right Job
6. Leadership and social influence
7. Technology use, monitoring and control
8. Technology design and programming
9. Resilience, stress tolerance and flexibility
10. Reasoning, problem-solving and ideation
1. Analytical thinking and innovation
2. Active learning and learning strategies
3. Complex problem-solving
4. Critical thinking and analysis
5. Creativity, originality and initiative
• Analytical thinking and
innovation
• Active learning and learning
strategies
• Complex problem-solving
• Critical thinking and analysis
• Creativity, originality and
initiative
• Ideation to Prototyping
• Entrepreneurial mindset
• Self awareness
• Goal orientation
• Positive attitude
• Communication and presentation
• Business etiquette
• Leadership and social influence
• Resilience, stress tolerance and
flexibility
• Robust Feedback/ Feedforward
system
• Mock sessions on Selection
processes (GDs, PIs)
• Talent Needs Survey (from
Industry leaders)
• Ongoing Student-Practitioner
• interface programmes
• Strong Talent Fulfilment
• Team on the field
QUEST: GIBS Values Credo
Quality First
and Always
Urge for Outcomes
Energy
Enthusiasm
Student-centric
Approach
Timely Execution

8.0 Golden Statements
These are a few things that we firmly believe in and we reinforce our belief by verbalising these
beliefs and use it in our day-to-day conversations.
• IRE is the first of its kind in any Business School
• We invest one crore in GFS training, which no other B-school does
• Our placements are very good comparable with the best B-schools in India
• Placement is in students’ hands, we are just a platform
• It is mandatory for every student to learn Sales skills with hands-on practice
• We have a largest placement team in the country
• We have top of the order placement model
• We are in the business of transforming students’ lives
• Whatever we do, we do it at our best
• We prepare job-ready students by customising our curriculum to industry needs
• Learning is fun at GIBS
• Feeling of welcome is most valued at GIBS
• The core competencies of GIBS are IRE School and GIBS Finishing School Unique Placement Model
• Unique Placement Model at GIBS : TATTTF

9.0 Personalisation of Learning Design
Rolls-Royce – the Pinnacle of Personalisation:
It’s no brainer that we all can instantly identify the logo that’s above- It’s of the Rolls-Royce – iconic luxury car maker, who
has been ruling the automobile world for over a century.
But what may probably be a surprise about Rolls-Royce is that more than 90 percent of all Rolls-Royce vehicles sold are so
personalized they’re practically one-offs, which means you won’t find a second similar car on the road.
Recognising the Uniqueness of the Individual leads to Uniqueness of the Institution:
We all know, each human being is unique, each with their own qualities, strengths, values and aspirations. However, society
imposes a collective way looking at people, by which people are reduced to just a commodity of skills and behaviours to meet
societal/ organisational needs and norms.
We, at GIBS, do firmly believe that every student who comes into our institution, is innately unique with latent talents and
potentials and it’s our duty to help them explore and discover that uniqueness so that they bloom into the world as full-blown
professionals contributing to the world in their own unique way in the best possible manner.
Student-centric Approach:
We live and practice Student-centric Approach which is one of the top five core values enshrined in QUEST. Our efforts to
personalisation
goals
• Low student to faculty ratio to ensure personal attention to every student through
• Multiple touch points through the entire learning journey of the students
• More Full-time faculty who have a personal connect with students
• Personalised Feedback with ratings on various employability dimensions and
• customising GFS coaching to meet their placement goals
• Mentoring programme to guide them in choosing specialisation, preparing them on
their chosen career pursuits, giving personalised feed-forwards aimed at their growth
and help them prepare their action plans and milestones to achieve their goals,
• Approachability of leadership to listen to any concerns and issues directly

10.1 Process Excellence Audits
audits
Process outcomes and Standards:
▪ Define the objectives and goals of all departments and new ventures
▪ Identify the activities/ processes and outcomes in the departments with clear linkage
to goals and objectives
▪ Identify the Process owners for the activities and include the processes in the
respective JD’s of job incumbents
▪ Set out measures for all the process outcomes and also standards (minimum to be
achieved) for each process / activity
Goalsetting Facilitation
▪ Facilitate standards/ targets setting meeting to communicate and clarify the standards
to be achieved
▪ Allow process owners to take up stretch targets beyond the set standards in their
Strength areas
▪ Document the standards/ targets agreed by the POs duly endorsed by the incumbent
and the supervisor
Training and mentoring for POs (ongoing):
▪ Conduct monthly training sessions with Process owners to educate on proces requirements and the need for
adherence to standards
▪ Identify the challenges and concerns of POs in separate clusters to devise ways and means of providing support
▪ Create a list of voluntary mentors in each critical process areas (like Consultancy projects, Research papers) for the
POs to seek mentoring support
▪ Provide access to shared resources/ supports like statistical analysis, document formatting (as per guidelines) etc
▪ Publish a list of consultancy / training expertise available within GIBS and communicate to corporates
Midyear Reviews (June Every Year)
▪ Conduct midyear Reviews with HoDs (by CPO/ Dean) for the review of status and progress required
▪ MIS report with action plan for second half year to MD
▪ Corrective actions for the lapses and major non-compliances found
▪ Specific decisions on ‘opportunities for Improvements’ identified by the excellence audits

10.2 Action Plan and Calendar
PACE Training
Leadership meet
• PACE Training
• Leadership meet
• AUDIT: Talent Transformation
• (BBAPGDM)
PACE Launch:College-wide
Townhall with students
AUDIT: Admin Hostels
Leadership meet
Annual Recognition Event
AUDIT: Talent Transformation
(BBAPGDM
JAN 23
APR 23
JUL 23
OCT 23 NOV 23 DEC 23
AUG 23 SEP 23
MAY 23 JUN 23
FEB 23 MAR 23
PACE Training
Leadership meet
Townhall
• PACE Launch: College-wide
• Townhall with students
• AUDIT: Talent Fulfillment
(BBAPGDM)
PACE Training
Leadership meet
Townhall
Audit: People, PR Progress
PACE Training
Leadership meet
Townhall
AUDIT Talent Fulfillment
(BBAPGDM)
•
•
•
•
•
•
•
•
•
•
•
The leadership team will meet on the last week of every month to review the progress of PACE Programme,
current and future plans and the Key Messages that are to be carried forward to the entire institution will form
core themes of the meeting. The Leadership team is expected to act as Spokespersons in carrying forward the key
messages to their teams and the students. Agenda will be as follows:
• Announcements and achievements: accreditations certifications, major celebrations and important
declarations made in the meeting.
• Placement plans and achievements
• Process Mgt: Review of progress on PACE criteria
• QUEST- Core Values in actual practice
• Role modeling of leaders setting the expectations from people
• Social Identity: establishing strong presence in SM through engaging posts on a consistent basis
• Themes for Training: Identifying key themes for PACE Training for the coming month
• Perception Building Team Bonding: Leaders are expected to create positive perceptions by sharing
positive messages across the institution
The Leadership meeting:
•PACELaunch:College-wide
•Townhall with students
•PACE Training
•Leadership meet
•Townhall
• PACE Training
• Leadership meet
• Townhall
•PACE Training
•Leadership meet
•Townhall
•AUDIT: Digital IRE Finishing
School
•PACE Training
•Leadership meet
•Townhall
•AUDIT: Talent Acquisition
• Leadership meet
• Annual Recognition Event
(BBAPGDM)
•PACELaunch: College-wide
•Townhall with students
•AUDIT: Admin Hostels
PACE Training
•Leadership meet
•Townhall
(BBAPGDM)

10.3 Audit Forms
Talent Transformation:
PGDM
BBA
Talent Fulfillment:
PG UG
Talent Acquisition:
PG UG
People Department
PR department
Progress Department
Digital IRE /GFS Department
Admin Hostel
PACE/TT/1
PACE/TT/2
PACE/TF/1
PACE/TA/1
R0 dt 5th Jan 23
PACE/HR/1
PACE/PR/1
PACE/TA/1
PACE/IR-GFS/1
PACE/AH/1
Audit Form Code Code
1
2
3
4
5
6
7
8

•
˙
˙
2030
• Scaling up the PGDM/BBA Courses
• New courses in UG PG
• Launch Executive education prgs
• WC Digital IRE GFS
• Develop infrastructure
N N
S
L
N
GIBS GROWTH PLAN
�
�
2026
2024
2025
P A C E
PROCESS AUDIT FOR
GIBS
#44/4, 44/5, 44/8, Mylasandra Road, Begur Hobli,
Bengaluru - 560068 Email : placements@gibs.edu.in
Web : www.gibs.edu.in
GIBS BUSINESS SCHOOL
2023
• Institution-wide Process Mgt
• Digital IRE Finishing School
• Focus on quality in PGDM/BBA
• Acquire property for expansion
• Setting up online courses
• Settinig up GIBS International University
• Scaling up the PGDM /BBA courses
• New courses in UG and PG
• Launch Executive education prgs.
• GIBS residential facilities
• WC Digital IRE GFS
• Develop infrastructure
• WC Process Mgt
• Process Mgt in IRE and GFS
• Setting standards of excellence
• Develop land for growth

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