2. Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure Managing failure
Green HRM: Need of the hour
Green HRM today is the most needed principle on which
alone one can build a healthy
work environment.It comprises
of all the activities which help is
preserving the natural assets of
nature.
An article by Dr.Somya Pandit
June 2016 Business Manager1
www.businessmanager.inIn this ISSUE
In every ISSUE
Response
From the Editor’s Desk
Guest Column by Dr.Vinayshil Gautam
03
04
05
06
17 Overcoming workplace
misunderstandings
Because of varied backgrounds,experiences and
perceptions,employees can interpret messages from
managers quite differently,leading to confusion and
conflict.An article by Jeetendar Das
36 How employee welfare
program should be placed
One of the vital factors that
lead to failure of EWP usually
is the lack of awareness
amongst employees
regarding the facilities they
can avail at work place.An
article by Swati Jha
11
Managing Conflicts at Work
All disagreements are not conflicts,and not all conflicts are
crucial,unless it would be recognized into a visible form.An
article by Kasi SP
14
Cover
feature
Redefining the role of the
HR - Making it measurable
When we usually ask any HR professional to describe their
role,they often talk about divisions within HR.Do you think
these are real roles of HR Professionals? This article explains
the actual role of HR professionals in an organizational set-
up and its impact on business goals and success.An article
by Sanjeev Himachali
08 Managing Talent-
Organizational Mindset
What we are facing today is a multi-
dimensional talent problem that in
turn requires a multi-pronged
approach to address. An article
by Dr.Ganesh Shermons
Managing
failure
Managing
failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure Managing failure
Managing failure: Learnings from the great leaders
By Vijay Batra
You learn from failures; you don't manage them
By Ramesh Sood
Accept the challenge, don’t wait endless
By Ashok Grover
Turning failure in to an advantage
By Harish Mehta
Managing Failure:The human side of the story
By Dr.Sapna Sharma
There is no Failure, only Outcome
By Abhirup Banerjee
Handle failure by response, not be reaction!
By Dr.Ashok Khanvte
Cover Feature Experts :
18-35

3. Is your Appointment Letter drafted well ?
Normally,all appointments of the employees by the
employers are made initially on probation with a provision
for extension of the probation period as well as
termination,of the services of a probationer.It is also well
settled law that a probationer has no lien on the job and is
engaged in order to
test or assess his
performance and the
conduct,either during
the initial period or the
extended period of
probation.An article
by H.L.Kumar
June 2016 Business Manager2
www.businessmanager.in
38
42
40 How great leaders inspire to take action
Leading is not the same as being the leader.Leading means
that others willingly follow you-not because they have to,
not because they are paid to,but because they want to.An
article by Simran Kaur
What ignited in me to be a HR person
An article by Ifrah Kanwal
39 Technology gives learning
paradigm a new twist
Technology innovation has led to new modes of learning
across a variety of devices.The availability of learning
avenues allows employees to pace their own learning,
while effectively placing the onus of learning largely on the
employee.An article by Bharath Ramakrishnan
49
52 Trade Unions and Managements need to
change paradigms!
The obsession with "collective strength
and power" is unhealthy and
unnecessary in the present
knowledge based society
and if parties adopt
an educated,
rational,
reasonable,
cultured and non
adversarial approach to
relations within the
organizations,all matters
pertaining to mutual interests can be
resolved. An article by Kishor Bhave
41 Government Notifications
55 Case STUDY
Predictive Analysis in Industrial
Relations
By Bhaskar Dhariwal
57 Case Analysis
Over confidence has no place in IR
By Harish Malik
IR issue being unique need to be
handled with sensitivity!
By Girish Pant
HR need to be pro-active !
By Dr.S.K.Jain
60
Book Learning
Manager to CEO :9 Signposts to The
Top Job
Author : Walter Vieira
Law of Contract & Specific Relief
Author :Avtar Singh
helpLINE
64
44from the COURT ROOM
Recent Important Judgments
HR MANTRA
61HR NEWS
SKF launches skill development program at Bengaluru
Tax on your EPF amount
Centre holds Labour reforms; BJP States push labour amendments
Tata Sons enhance maternity benefits,set new trends
Chhattisgarh eases labour laws for MSMEs
Chennai court held software engineer workman,orders reinstatement
Govt to rethink on Labour reforms
EPFO to provide 3-yr life cover to subscribers after job loss
Tamil Nadu allow establishments to keep open all the days
Revised Minimum Rates of Wages in State of Punjab
Revised Minimum Rates of Wages in Haryana

4. RESPONSE www.businessmanager.in
https://www.facebook.com/businessmanagerhrmagazine
Visit us on:
June 2016 Business Manager3
https://www.facebook.com/businessmanagerhrmagazine
Visit us on:
DELHI : F- 482,Vikaspuri, New Delhi-18
GHAZIABAD : A - 39, Lohia Nagar, Naya Ghaziabad (UP)
Owned, Published and Printed by Anil Kaushik at Sun Prints, Ganpati
Tower, Nangli Circle, Alwar - 301001 and Published From B-138,
Ambedkar Nagar, Alwar - 301001 ( Raj.) India. Editor : Anil Kaushik
The views expressed in the articles published in Business Manager
are those of the authors only and not necessarily of the
Publisher/Editor.
While every effort is made to have no mistake in the magazine, errors
do occur. Publishers do not own any responsibility for the losses or
damages caused to any one due to such ommissions or errors.
Annual Subscription 1000/- through DD (by ordinary Book-Post) (by Courier 1300/-)
favouring Business Manager ( Please add 90/- to outstation Cheques) may be sent to:
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Ph. : 0144-6550134, Mob.: 09785585134
www.businessmanager.in
E-mail : subscription@businessmanager.in bmalwar@gmail.com
Published on 1st of Every Month
This issue of Business Manager contains 68 pages including cover
Chief Editor
ANIL KAUSHIK
Associate Editor
ANJANA ANIL
Hon'y Editorial Board
Dr. T.V. Rao Dr. V.P. Singh Dr. Rajen Mehrotra H. L. Kumar
many IR flare ups in industry. This kind of disparity is prevalent inspite of the central
rule 25 (4) which has been also adopted by most states specifying equal wages and
benefits for contract Labours doing similar nature of job as being done by the
permanent employees.
The reason why Contract Labour remains exploited in the country can be attributed to
two factors: (i) Trade Union leaders in most cases have been found wanting in
understanding the present law on Contract Labour. Hence, they would prefer an
agitation rather than to take recourse to law which allows prohibition of Contract
Labour by appropriate government under certain circumstances. (ii) Government
apathy to implement and initiate the process section 10 of the Contract Labour and
Regulation Act 1970 wherever applicable.
If at all we intend to alleviate the exploitation of the Contract Labour the measures
suggested by Mr Suderndranath needs to be considered and implemented by all
appropriate government seriously.
-Deepanjan Dey
Exploitative
Your editorial is well said of all the factors of production, only labour is considered to
be the most easily bargainable because of its surplusage and vulnerability. Even
though the practice of contract labour is age-old in all societies, its root always
remains in the judicious distinction between the core and incidental activities of the
venture. But unfortunately this distinction has narrowed down and resulted in an
exploitative mind-set for the only reason of monetary gains at the cost of humane
consideration to one of the indispensible stakeholders.
-Umakanthan
dichotomy
Contract labour quite often get shoddy treatment from the employers. The sad
incident in Maruti industries few years ago was partly caused by perceived/actual
differential treatment between permanent and contract workers. The high level of
protection to permanent labour especially in PSU has brought about a sense of total in
security among them.
When management finds it difficult to touch them or discipline them,they look
towards contract workers for achievement of tasks. As long as this dichotomy
exists,contract labour will always remain on tenter hooks and they will get exploited.
-Nathrao
Insecure
Inspite of numerous laws for social security of workers,the insecurity is on the rise.Now
that govt going online with technology in one hand and laws in other, still the contract
workers and lower class worker are exploited and won’t get the security in social
terms. My personal view here is, Lack of education,awarness and empathy is the
reason for such a situation.
-Bijay Majumdar
Comprehensive
I would also like to take this opportunity to
congratulate you for bringing out
comprehensively and holistically the dark
side of engagement of Contract Labour in
your May issue. Contract labour as a class
stand exploited is not an overstatement.
The article’by A Surendranaath has
brought out the true picture of
exploitation of this class of Labour. The
experience of this author has been that the
industries including big houses are
reluctant to owe them and their
exploitation has been rampant. Legally
speaking there might not be any bar but in
general Contract Labours are supposed to
be deployed in non core areas. However, all
major industries including industries who
claim to be most ethical in doing business
deploy Contract Labour in perennial nature
of job and in core areas. These contract
Labour work for years but are only paid
bare minimum wages and at best a wage
something above the minimum wages if
there is a union with some power to
bargain. On the other hand permanent
employees doing similar jobs are paid
huge amount of salary with other
consequential benefit. The disparities in
wages are so huge it generates lot of
discontent and has been the reason for
Readers are invited to comment on articles published in BM through email at : bmalwar@gmail.com

5. Anil Kaushik
www.businessmanager.in
June 2016 Business Manager4
Two sides of same coin
June, 2016
Vol.18, No.12
If life is perceived as a coin then success and failure are two sides of the same coin.Every person has
its own definition of failure.For some,it my be inability to achieve what was thought of while for
others,it may be an outcome of a situation which was beyond their control.It is almost impossible
to pass through the life without experiencing some kind of failure.Any how,what required being
successful is to feel the bitterness of failure one tastes,its impact on thought process and
confidence,ability to remove fear of failure and bouncing back.Failure is the most honest,
trustworthy and capable teacher of one’s life.
The secret is to develop the power of positivity to convert the agony in to happiness,low esteem in
to confidence,fear in to courage and treating failure as feedback .There are many stories floating
which tell about consistent failures of persons and at last getting succeed.Lessons to be learnt
from such live examples are that we must take failure in life as a natural consequence and embrace
it.It should not stop us from making another attempt.It should be treated as an opportunity to
take a step back to analyse and revaluate actions and find out whether something can be done in a
better way now.If you fail,embrace it,welcome the experience and allow yourself to find your own
way of growth,happiness and success.It is for us to decide how to look at it.Either it can be an end
of the world or an incredible experience to learn from mistake and take next step.Failure stops us
only when we let them.Think of the opportunities waiting for you to embrace in the life journey
you will miss if you let your failures stop you from looking forward.Wise people act the other way.
What stops many people to move forward after tasting failure? It is the fear of failure.It is the
unknown apprehension in one’s mind that if this time bad has happened what is the surety
something good will happen in future.Life has no guarantee scheme either in personal sphere or
in professional arena. Actually fear of failure is the biggest obstacle in success and happiness.It will
hold you back in life even without realizing what you have lost.Diagnose your own behavior.It can
be due to low self esteem or reluctance to try new things or attitude of self sabotage.Read the
signs and start taking corrective actions.Break the vicious circle of fear of failure and allow yourself
to get into an upwards spiral.
Bouncing back becomes more powerful when done with the strength of learning from failure.
Remember,failure will continue to crop up every now and then in journey of success.Pay attention
to what went wrong,plug the loop holes and move further. You don’t know your failure may be a
great learning for others too in life.After all,valuable insights emerge only after failure.Accepting
and learning from such insights is the gateway of success.
This issue cover story on managing failures is a pack of powerful thoughts and doses from those
stalwarts who have shaped their lives after tasting and learning from failures.Come,let us learn
from them how to manage failures and travel on the success route with happiness.
If you like it let us know.If not,well,let us know that too.
Happy Reading!
From the Editor’s Desk

6. P
rofessionals working in Human
Resource Function Often solicit
in a belief thattheir role is very
descriptive in nature with intangible
output; hence their performance
cannot be measured accurately. Is it
genuine?Definitely not, the performance of HR
professionals can be measured like any other
employee. Let's reassess and redefine the role of
HR Function.
Whenever HR professionals are askedto
describe their role, they often talk about
Recruitment, Compensation & Benefits,
Performance Management, Training and
Development, Managing and Motivating
Employees, Succession Planning, Change
Management, Organizational Development, so on
and so forth. Are these the onlyroles of HR
Professionals? Do HR Professionals have freedom
to perform following tasks -?
1. Hire a new employee or terminate the
employment of existing employees?
2. Recommend annual increment or promotion
of employeesto the higher level in an
organizational hierarchy?
3. Provide training, coaching or mentorship to
any employee of organization on its own?
4. Approve Paid/sick leave in an organization?
5. Decide a successor for a manager or a leader
on its own?
6. Decide benefits entitlement for employees?
7. Create organizational culture or execute
change?
The answer is big NO. HR professionals working
in any organization cannot do any of the above-
listed activities without the consent of concerned
functional or team manager. So, what is the role of
HR Professionals in an organizational set-up?
June 2016 Business Manager6
www.businessmanager.in
Redefining the
role of the HR -
Making it
measurable
When we usually ask any HR professional to describe their role,
they often talk about divisions within HR. Do you think these are
real roles of HR Professionals? This article explains the actual role
of HR professionals in an organizational set-up and its impact on
business goals and success.
Sanjeev Himachali, Pune

7. 1. Consultant - HR Professionals should be a part
of solutions and results instead of problems
and complications.They should also be well-
versed with skills and competencies required to
be successful in an organization. They must
have the thorough knowledge of all job
descriptions existing in an organization. They
must provide consultancy services to business
and help them find ways to create competitive
advantage.
2. Communicator - It has often beensaid that HR
Professionals are a messenger between
management and employees OR they create a
bridge between employees of organization and
management. However, it is not true. They are
not mere messengers. They are
communicators, which means, they must
understand messages correctly, interpret it in
the language being understood by other
stakeholders, select appropriate medium of
communication and communicate it as
efficiently and effectively as possible without
getting emotionally involved in the
communication process. They must be
empathetic but not sympathetic. The business
place is not a place to demonstrate sympathy.
Sometimes they need to communicate tough
decisions of management to employees and at
times may need to make management aware of
impediments of employees. But it is observed
that many times they damage the matter by
getting emotionally involved in it.
3. Process owners - HR Professionals are process
owners. They must ensure that all processes are
followed diligently without exceptions. By cherry
picking employees they tend to build resentment
among employees and thereby creating an
environment of favoritism and bias. They must
continuously work towards the improvement of
processes, make them simple to understand and
follow and thereby improve process efficiency by
saving time and resource. They must use Lean
Methodology to improve processes.
4. Facilitator - One of the key roles of HR
Professionals is to facilitate training and
development programs and create an
environment of coaching. Coaching is possible
in a set-up of mutual trust and respect. As a
facilitator, HR professionals work towards
improving functional, behavioral and
leadership competencies of employees and
thereby create successors of existing leaders
and high-performing employees to ensure
business continuity in case of any unforeseen
circumstances. As a facilitator, while on one
hand they work with employees in developing
their career plan in alignment with
organizational vision and goals; on the other
hand they help managers and leaders define
talent management strategies to manage
employees who are -
a. High Performers and High Potentials
b. High Performer and Low Potentials
c. Low Performers and High Potentials
d. Low Performers and Low Potentials
5. Compliance Manager - Organizations often get
into trouble for not following applicable
legislations as well as failing to comply with
Standard Operating Procedures of an
organization. Not complying with applicable
legislations leads to punishable criminal offense
and thereby affects operations of an organization;
not complying with SOP's led to corruption and
thereby affects business continuity.
6. Brand Ambassadors - HR professionals
communicate with several external agencies as
well as job candidates, educational institutes
and government bodies. They need to always
represent values, culture, and ethics of an
organization. Also, those employees who decide
to separate from organization become its de-
facto brand-ambassadors. HR must ensure that
all employees who resign should be treated as
per policies of an organization and with respect.
The way HR professional conduct themselves in
an organization is followed by all employees.
Hence, it is a responsibility of HR professional
to keep their conduct professional and follow
values of an organization all the time.
7. Project Managers - Every sub-function of HR
is a project. Campus hiring is a project and so
do performance management, compensation
benchmarking, cost-benefit analysis of new
and existing benefits, and leadership
development. Each of these projectsrequiresa
thorough planning, information gathering,
stakeholder's management and execution. HR
Professionals shall be efficient project
managers.
All of the above-discussed activities are
measurable. The success criteria of employees
must be based on quantity, quality or other pre-
meditated deliverables. In order to execute these
roles, HR professionals must have a thorough
understanding of the business model of
organization, products or services of an
organization, human psychology, and behavior,
and awareness of competitions.
HR professionals need to understand that they
are not Social Reformers or Human Right
Activists working on the payroll of an
organization. They are working for business.
Their efforts must make the business profitable.
Their primary role is to safeguard the interest of
organization against all adversities.
Being well-versed with business model plus
Thorough understanding of products or services
of organization plus Ability to communicate
effectively across hierarchy plus Attributes of a
Consultant plus Project management abilities =
Your Ticket to the Topmost Role in Organization.
Do you still believe that HR is a messenger
between employees and management?
Do you still believe that HR plays an important
role in your selection or termination or
performance appraisal? If yes, then you are being
misguided by your managers.
Do you still feel that performance of HR
Professionals cannot be measured? In that case,
please take help of HR Analytics. Anything that
can be measured can be managed.
June 2016 Business Manager7
www.businessmanager.inRedefining the role of the HR - Making it measurable
BM