The HR Revista 1st issue - Talent Economics

CONTENTS [VOLUME 1, ISSUE 1]
Message from the Desk of Vice Chancellor...........................................3
Message from the Desk of Dean...........................................................4
Message from an Alumnus ...................................................................5
Editorial Board .....................................................................................6
Message on Behalf of the Editorial Team .............................................8
Special Article of The Issue, By: Ankita Mishra, (MHRM Alumnus) .......9
Cover Story: Book Review -Talent Economics, By: Chintan Trivedi,
Executive – HR, TOTO India Industries Pvt. Ltd..................................10
Alumni Speaks....................................................................................12
Interview with Mr. Bhaskar Joshi, GM- HR, Somaiya Group ...........12
Interview with Mr. Dhruvang Mehta, Manager, Raychem RPG....... 13
Interview with Mr. Archit Patel, Sr. Manager, Cadila Healthcare
Ltd..................................................................................................14
Experience As A Fresher: “Tell Me And I Forget, Teach Me And I May
Remember, Involve Me And I Learn.” By: Amrit Chhabra, Executive
Trainee, HUL .................................................................................. 15
Faculty Speaks....................................................................................16
Faculty Look Forward, By: Ms. Kavita Sindhav, Asst. Professor,
Faculty of Social Work ....................................................................16
30 HR Predictions, By: Dr. Jagdish Solanki & Dr. Sunita Nambiar,
Professors, Faculty of Social Work.................................................. 17
What’s Up @ FSW..............................................................................19
HR Fiesta 2012-14 - “INNOVATE, RESTRUCTURE, REORGANIZE-
CHALLENGES FOR HR”..................................................................19

HR REVISTA [VOLUME 1, ISSUE 1] 2
Aditya : Reunite, Recreate, Celebrate.............................................21
Ratri Before Navratri ......................................................................21
FSW Activity Report 2013, Of The Faculty ......................................22
Students’ Zone...................................................................................23
Painting from Mihir Adhvaryu, Jr. MHRM.......................................23
POEM: We’re Humans, after all, By: Gayatri Balasubramanian, Sr.
MHRM ............................................................................................24
Religion – A Myth*, By: Jaymin Baxi, Jr. MHRM .............................25
What are ‘YOUR’ DREAMS?, By: Suchi Shah, Sr. MHRM................27

MESSAGE FROM THE DESK OF VICE
CHANCELLOR
aculty of Social Work has featured in the list
of Country’s top three social work
professional colleges. It has once again
proved its determination by being ranked at the
third position by prestigious “Outlook” magazine
for the year 2013. The ranking awarded has been
on proven capability based on stringent
parameters.
In India where business operate in a multi-faceted
environment, which is quick changing and diverse
while being significantly influenced by culture and
the socio-economic framework of different regions, there is a need to find in HR professional from different
regions, job function and personality type have different expectations from their leaders. Society is changing
through innovative methods of higher education in ways which will have a profound impact on role of
universities in shaping the future of HR leaders.
Being a part of The Maharaja Sayajirao University of Baroda, We endeavour to match up to the expectations
of our founders and it has been our mission to carry out various initiatives that foster multidimensional growth
of our University. I am happy to know that Faculty of Social Work has taken initiative to create a platform for
students and professional of Human Resource field by launching HR magazine.
I am sure you will find this magazine rewarding and impactful. I extend my support and great success for this
endeavour.
Prof (Dr.) Yogesh Singh
Vice Chancellor
The Maharaja Sayajirao University of Baroda
F

MESSAGE FROM THE DESK OF DEAN
take immense pride in presenting to you
the HR Magazine of the 14th batch of
Master of Human Resource Management,
Faculty of Social Work.
The Magazine is well designed to cater to the
needs of business houses, corporate and
institutions. The Magazine encompasses
strategic, functional, quantitative and
analytical domains by blending scientific
temper with humanistic approach. This
makes this Magazine help our students
become well equipped to face the challenges
of today's highly dynamic business
environment particularly in the field of
Human Resource Management.
It is a matter of great honour that our faculty has been rated the 3rd best professional social work institute in
India by the reputed "Outlook" magazine. Also it has been ranked the first in area of personality development
of the students.
We as part of The Maharaja Sayajirao University of Baroda have been successful in developing distinct brand
equity for ourselves in Human Resource Management education in India.
The outstanding success and contributions by our alumni & alumnae bears an eloquent testimony that our
students would be able to meet demands of various prospective assignments, and I believe that they shall
contribute to the growth and development of the organization, they get associated with.
I heartily welcome you to the Faculty of Social Work, M.S.University of Baroda.
Prof (Dr.) M N Parmar
Dean
The Maharaja Sayajirao University of Baroda
I

MESSAGE FROM AN ALUMNUS
It is my pleasure to learn that the students of MHRM Course of Faculty of Social Work, M. S. University of
Baroda are launching an HR newsletter for the fraternity with the objective of updating the HR Community on
the subject matter and binding them together with the thread of knowledge. It would require commendable
efforts to launch a newsletter like this and spreading it across the HR professionals, practically without any
expectation of returns or rewards.
As you would be aware that in the field of Human Resources, there are very limited magazines / newsletters
available (particularly in India) and hence, it holds even more significant to HR practitioners of Gujarat. While,
the coverage of the magazine could be global, it would also bring out the local flavour of the HR scenario in
Gujarat which has been a market dominated with entrepreneur led organizations. In these organizations HR
play a very critical role of not only coordinator between the promotors and employees but also to build a
meaningful and loyal relationship between them. These entrepreneurs have been able to manage employee
loyalties very well and HR has been a partnering factor for that. Further, the HR scenario in Gujarat is also
evolving fast and HR's role is emerging as more and more tactical from the transactional in nature. The
challenges and solutions are different and custom made for each entrepreneur and his organization in Gujarat
and I think, this initiatives will provide that exact platform to share the same with wider HR community and
provide a learning opportunity. I compliment them for thinking about creating such a learning opportunity and
wish them all the very best for the same.
Also, on behalf of all the MHRM alumni, I am feeling proud to pen few thoughts to this initiatives and to belong
to the same course and faculty whose students are taking this initiative.
We look forward to your support, patronage and contribution to make this initiative more meaningful and
sustainable.
Mehul Pandya
Manager, Ernst & Young LLP, Ahmedabad
MHRM 2001 batch

EDITORIAL BOARD
Chintan Trivedi
Executive HR
TOTO Engineering
Dhara Bijlani
Sr. MHRM
Faculty of Social Work
Prutha Upadhyay
Sr. MHRM
Bhavik Modi
Sr. MHRM
Sneha Wani
Sr. MHRM

Dhara Jaiswal
Jr. MHRM
Mansi Davda
Jr. MHRM
Setu Soni
Jr. MHRM
Dipali Rathod
Jr. MHRM
Pooja Patel
Jr. MHRM
Mittal Chavda
Jr. MHRM
Chintan Dholakiya
Jr. MHRM

MESSAGE ON BEHALF OF THE EDITORIAL TEAM
new initiative from the Faculty of Social Work after a long hiatus. The Editorial Team of Faculty of Social
Work, MHRM Wing brings to you the official magazine “The HR Revista”, a chronicle of the year’s
events, functions, activities, articles on HR and various other features. In the pages that follow you will
find the honest attempt of the Editorial Team to bring out a magazine with a difference.
To the discerning eye, this magazine may contain a few flaws. But in the words of Scott Adams “Creativity is
allowing yourself to make mistakes. Art is knowing which ones to keep.” So my appeal to you all is to go about
reading the magazine and accept it with all its strengths and its weaknesses.
My gratitude to our Dean, Prof. M. N. Parmar for giving us a free hand in making of this magazine, faculty
members, alumni, corporate houses and the students for their contributions towards this magazine. Garnering
the resources, compiling them and presenting it to you in its present form needs a lots of effort and the editorial
team have done a wonderful job.
In this issue of “The HR Revista” we would be featuring varied articles on the theme ‘Talent Economics’ and
many more things like Faculty look forwards, Faculty’s life experiences, Students creativity, their expectations,
articles from Alumni, their achievements, life experiences and etc. So buckle up and get ready to surf through
the pages of “The HR Revista”.
CHINTAN TRIVEDI (MHRM 2007-09)
ON BEHALF OF THE EDITORIAL TEAM
THE HR REVISTA
FACULTY OF SOCIAL WORK, THE M.S. UNIVERSITY, VADODARA
A

SPECIAL ARTICLE OF THE ISSUE, BY: ANKITA MISHRA, (MHRM ALUMNUS)
When I got to knowthe title of the magazine chosen
as “HR Revista”, it was nice to know that my
suggestion was accepted by the MHRM team. So it
calls for a gratitude for the MHRM team for
considering my suggestion.
Here is why I thought HR Revista is best suitable
name for the E-Magazine…
Well, when I was asked for the suggestion it was so
gratefulto know about the initiative of MHRM team
to come up with a platform for latest HR
information, and because this was vision for the
valuable information about Human Resource
Management the very first word that came in my
mind was Revista. This word is derived from the
Latin word vista which means vision through an
avenue. And Revista means variety of tiers
gathered from different locales, usually events,
thoughts, stories and often commentary. And nice
compilation of all of this will be the E-Magazine
launched by the MHRM team.
Data from alongitudinalstudy of large corporations
suggest that HR is not now a strategic partner and
that little or no movement toward it becoming one
has occurred. An analysis of what HR can do to
become a strategic partner shows some clear
actions that HR can take. These include talent
development in HR, creating corporate centres of
excellence, developing the right metrics and
analytics, and perhaps most important,
understanding how human capital management
impacts business results. The results also show that
there are a number of strategy activities that HR
can be involved in and that to some degree,
different factors influence how much HR is involved
in each of them.
In this environment, much of the HR role is
transforming. The role of the HR manager, director,
or executive must parallel the needs of his or her
changing organization. Successful organizations
are becoming more adaptive, resilient, and quick to
change direction and customer- centred. Within
this environment, the HR professional, who is
considered necessary by managers and executives,
is a strategic partner, an employee sponsor or
advocate and a change mentor.
Role of HR itself is a very wide and broad. So having
such an eclectic alumnus support we are hoping to
have more articles, case studies, experiences and
thoughts pouring in for HR Revista. This in turn will
be helping students, other alumnus, club members
and teaching staff adding to their knowledge and
experience. Last but not the least today when we
are foreseeing HR and so as corporations have also
encouraged HR to be a strategic partner it is
unquestionably a very good step to have our own E-
magazine. I congratulate the Team MHRM for their
thoughtfulness and hard work for initiating and
sculpting HR Revista.
All the best!

COVER STORY: BOOK REVIEW -TALENT ECONOMICS, BY: CHINTAN TRIVEDI, EXECUTIVE
– HR, TOTO INDIA INDUSTRIES PVT. LTD.
nnovative solutions to new
challenges seldom come from
familiar places” – Gyan Nagpal,
Author, Talent Economics.
Talent Economics is a refreshingly
new, outside-in view on talent, which
brings workforce analysis,
management practice and strategy
together. It uses economic inquiry as
a discipline to present a brand new
perspective in talent management -
as simply put - economics is the study
of how the forces of supply and
demand allocate scarce resources.
Talent Economics presents business
leaders an opportunity to step back
and understand the ebb and flow of global talent,
before translating this new understanding into a
winning strategy.
Talent Economics calls for change, particularly a
new proactive and strategic approach to talent
management, led by decision makers themselves.
Close to 15 years after Steve Hankin at Mckinsey &
company first coined the term “War for Talent”. We
see no end to this competition for capability.
Executives have long woken up to the fact more
than anything else; it is the quality of a workforce
that makes a company great. Yet in spite of frantic
efforts to woo the best and brightest, and pamper
the high potential, most companies find
themselveshaemorrhagingtalent tocompetition in
good years and then choosing to lay off precious
talent in bad ones.
I

In the 21st Century the only way to control chaos
complexity is to give up some of the control.
Organisations need to embed teams locally, build
local partnerships, hire different skills and
decentralise more.
The implications on
Talent Management
are huge. 47% are
actively recruiting
talent from
emerging markets
and 42% are
deploying talent
from more
advanced markets to
emerging markets to aid
growth.
A driving factor of success in the global market
place will be an organisation’s skill at managing the
diversity of its human resources.
The microscope on talent is in
sharp focus, and HR has
more programs and
processes to manage
talent than ever
before. Yet CEOs
seem less and less
confident they can
manage the
complexities of finding
and developing a next
generation workforce. The
truth is that market realities in
Seattle, Seville, or Shanghai are
so fundamentally different; one
size solutions are the short road to
failure.
In this path breaking new book, author Gyan
Nagpal presents an undeniable case for change. He
presents compelling evidence that the
predominantly reactive talent programs in
common use today only end up making an already
risky situation worse. According to his research,
true progress towards
winning the war for
talent begins with
clarity on what the
workforce of the
future will look like,
and ends with talent
strategy which is
deeply anchored
within the business
agenda.
The book helps readers
travel this journey. It starts by
mapping out the major global
talent trends at play, and
then details how the global
workforce will change
between now and 2020.
It progresses to
demonstrate how the
fundamental
employment
relationship
(between 21st
century
employees and
their employers) is
changing, and ends with
a refreshingly easy toolkit to
help leaders identify where they must
invest their precious discretionary dollars. As
Nagpal says in the final chapter – “It’s about time
you reclaimed your strategic talent agenda.”

ALUMNI SPEAKS
INTERVIEW WITH MR. BHASKAR JOSHI, GM- HR, SOMAIYA GROUP
Q.1: What is Talent Economics according to you?
Ans: Talent Economics is nothing, but the match
between organization expectation, and future
demands, skill, knowledge, that management looks
for. In other words, what it requires is the right
expectation and supply of talent from market.
Q.2: How have you applied Talent Economics in
you organization?
Ans: For a key position it is based on forecasting of
future manpower requirement. Second, leadership
available to fill up this key position and who brings
new fresh bright ideas and thinking.
Q.3: Why is Talent Economics necessary for HR
Professional?
Ans: Talent Economics is not necessary only for HR
professional, but for anyone who has a concern for
management as whole. If talent is not taken care
properly than it can create havoc for management.
Secondly if you do not have right economics talent
the future of organization is a question mark.
Q.4: What precaution would you suggest while
applying Talent Economics?
Ans: Only precaution as management you can take,
is to be aware of different forces working, a
challenging business environment and to anticipate
the future trends and if management is proactive
then with a long term thinking it can achieve desire
and bright result.

INTERVIEW WITH MR. DHRUVANG MEHTA, MANAGER, RAYCHEM RPG
Q.1: What is talent economics according to you?
Ans: When we talk Economics, the first thing that
comes to our mind is demand – supply and the
relation between the two. For HR Talent Economics
would mean the Growing Demand for Talents to
support your business objective and Price you are
willing to pay for the same. It would also encompass
the Return on investment done on Each Human
Resource (one of the 4 M’s) be it in Salary cost, or
Training & development Cost and the Value
Preposition that that Human Resource brings to the
business.
Q.2: Why is talent economics necessary for HR
professionals?
Ans: HR is a key function that supports the business
to achieve its Strategic Goals. And for any Business
these Goals are Profit & ROI. All the HR initiatives
and process should be aligned to Business
Objective with the Profit as a Focus. And believe
me; “PROFIT” is not a bad word, even in HR
profession.
As and HR Professional, we should know where the
Talent is available, what should be the investment
to develop these Talent to achieve the Return.
Whether New Hiring, or Skill up-gradation suffices
the Business need. Just ensuring that Human
Resource is engaged and striving for the business
Excellence is essential for HR professional.
Q.3: How have you applied talent economics in
your organisation (or previous ones)?
Ans: Raychem RPG has adopted the Self-Managed
Team (high Performance Work Groups). This has
really helped the organization in Managing the Cost
– Benefit Ration in a positive way.
 The People Strategy for Raychem was the
SMT model adopted at Halol (Gujarat) Plant
 Specific combination of people practices,
work structure and processes
 Maximizes employee knowledge, skill,
commitment, flexibility and contribution
 Ensures employable opportunities in future
This method of workforce planning is
unconventional and based on empowerment
philosophy. This demand for a high degree of
openness and trust. This is through Team work.
applying talent economics?
Ans: When we deal with People and People Issue –
there cannot be similar solution to a similar
problem. As a caution to the wind, we need to work
as case to case basis. Few things that need to be
kept in mind are
 Geographical reality
 Socio – Economics Environment of the place
where the Business is operating
 The Law of the land where the Business
Operates
However, being too cautious kills creativity, so be
creative and do things differently.

INTERVIEW WITH MR. ARCHIT PATEL, SR. MANAGER, CADILA HEALTHCARE LTD.
Q.1: What is talent economics according to you?
Ans: Historically talent has been an asset for hire or
event at some instances asset to exploit. But the
world these days is changing rapidly, everyday
more and more arenas are becoming crowded with
“asset to plead”. It is an era of Freeware and large
scale public platforms. Even in the traditional
location based businesses, talent has started
becoming very specific to use and micro level
specialist dependent, with a pinch of salt we can
conclude that it is the time of Employee – largely;
an just as the Demand – Supply equation, the
Talented services become exclusive the stretch gap
is continuously being addressed, which forms the
Talent Economics strata.
Q.2: Why is talent economics necessary for HR
professionals?
Ans: HR function in today’s era has grown out of its
support function casing and have become an
integral business mainframe part. Unlike the
yesteryears, HR managers do not fill out the roll
calls but counter question the timeliness and cost
implication of talent requisition. Corporate
operations run on razors edge today, unless you are
able to predict right cost implication at right time,
you may be over supplied or worse, under supplied.
Q.3: How have you applied talent economics in
your organisation (or previous ones)?
Ans. We have a system called, ZTMP implemented.
It is an initiative that takes care of people who do
not want to quit the organization but are not happy
in their current role. We are a fast growing
organization and have multiple opportunities
arising on regular frequency; we cannot cater to
that demand with economical supply from outside.
Employees, who might decide to quit organization
if not given opportunity in parallel function, will be
enthusiastic about taking up new challenges and to
learn new things. It also creates highly cohesive
cross functional work culture and build career
employees. It is also greatly rewarding in terms of
Human Resources Cost as outsiders will tend to
come at higher cost in many cases. This also keeps
us to maintain optimum operational strength and a
good physique of the organization structure.
applying talent economics?
Ans: Knowledge of Business process and ability to
translate data into financial definition are most
critical perquisites. However, not all matters can be
metamorphosed financial there have to be humane
and human considerations too. In this era we
cannot own the talent, talent can only be procured
on lease. We may still term it as employment but
soured talent is highly volatile if not harnessed
though adequately challenged environment and
career sculpting. Overstaffing sometimes
suffocates the cost – benefit organism of the
organization just the same way understaffing,
starts creating a feel of exploitation when
employees get enough learning from multi –
tasking and not given enhancement in
compensation. The best option in this context is to
grow slower in manpower numbers compared with
business.

EXPERIENCE AS A FRESHER: “TELL ME AND I FORGET, TEACH ME AND I MAY
REMEMBER, INVOLVE ME AND I LEARN.” BY: AMRIT CHHABRA, EXECUTIVE TRAINEE, HUL
These words of Benjamin Franklin aptly describe
the host of my experiences as I stepped into my
professional life. The roots however, for effectively
sustaining in a corporate world, were sown in me
well ahead of time by the Faculty of Social Work
with the advent of my industrial field work in
reputed MNC organizations as part of the MHRM
academic curriculum, that acted as a striking
platform for ‘learning by doing’. The field work
experiences and the support of my supervisors
equipped with me highlevelof preparednessfor the
challenges and opportunities that were about to
come my way.
As I stepped into my journey towards becoming a
successful HR professional at the organization, I
was exposed to similar rigorous training exposure
spread over a period of six months, with guidance
of tutors, coaches and mentors who helped me
realize the most of my potential and grow further
and faster in the organization, by developing both
professionally and behaviourally.
All in all, as a fresher I feel overwhelmed, to be
blessed with just the right amalgamation of a
perfect education and a progressive work culture
that together act as a catalyst in making me an
emerging leader of tomorrow!

FACULTY SPEAKS
FACULTY LOOK FORWARD, BY: MS. KAVITA SINDHAV, ASST. PROFESSOR, FACULTY OF SOCIAL WORK
It is rightly said that,
“Great minds discuss ideas; average minds discuss events; small minds discuss people.”
Welcome to the e-magazine of Faculty of Social
Work. Faculty of Social Work is committed to
supporting the academic careers of all students of
MSW, MHRM, DHRM,IRPM, BSW and other
diploma courses. To that end, faculty hope this e-
magazine will help students and other HR
professionals who support to find the information
learners and professionals need to identify
resources to support value added events. The
overarching purpose of the e-magazine is to create
a community of scholars in the field of Human
Resource Management. It does so by acting as a
vehicle that promotes various skills and
disseminates knowledge. Anything in the field of
HR is of interest; however, the magazine has an
avowed bias towards matters of policy, institutions,
organizations and practices. The magazine will
publish conceptual, empirical papers and articles in
the form of research papers, reports of research in
progress, analyses of current and topical practice,
policy issues relating to human resource
management, and related news or events.
Success is delivered only to the deserving. Utter
hard work of students and blistering perseverance
of all staff members have earned this astounding
feat. On this paramount and mammoth occasion of
launching first e-magazine entire family of Faculty
of Social Work wish a great success to new
beginning of MHRM batch 2013-15.

30 HR PREDICTIONS, BY: DR. JAGDISH SOLANKI & DR. SUNITA NAMBIAR, PROFESSORS, FACULTY OF SOCIAL WORK
In the 21st century the world has noticed drastic changes in the field of Human Resource Management. 30 HR
predictions as anticipated by Floyd Kemske, writer and novelist based in papperrell, Massachusetts hold
tremendous significance for the stake holders of HRM in coming times.
1. Workplace Flexibility:
(1) Collaborative cultures and Creative employment
contracts will support more time off, flexibility in
hours and work location, technological job aids. (2)
HR will playa leading role in developing important
tool called Company intranets for communication,
training and benefits administration. (3)
Intelligence through knowledge transfer capability
will separate the best employees from the rest. (4)
Company facilities will become "virtual". Work
hours scheduling will become less important as
organizationsfocus on performance and resultsand
The workweek will be less structured-employees
will still work 40-plus hours, but at varied times and
places. (5) Legislation will lead to greater portability
of health, welfare and retirement benefits.
2. Global Business:
(1) The role of corporate HR will change to that of
creator of overall values and direction and follow
international business practices, international labor
laws, multicultural sensitivities and multiple
languages. (2) Technology, especially the Internet,
will enable more businesses to enter the global
marketplace. (3) Mega global business alliances will
grow in number and scope, requiring great finesse
on the part of the HR professional. (4) There will be
an explosive growth of companies doing business
across borders and HR people will have to
understand other cultures and help people work
with, and transfer among, various cultures. (5)
Small teams of HR professionals will focus on
providing performance improvement consulting
services to a variety of locations around the world.
3. Work and Society:
(1) Family and life interests will play a more
prevalent role in people's lives and more of a "work
to live" than a "live to work" mentality. (2)
Employees will demand increases in workplace
flexibility to pursue life interests and - career
couples will refuse to make the sacrifices required in
their family lives. (3) Families will return to the
center of society; work "viii serve as a source of
cultural connections and peripheral friendships and
so struggle with their need for work life balance,
and it will get worse. (4) Community involvement
and social responslbiiitv will become part of an
organization's business vision. (5) "Cocooning" will
become more popular as workers look to their
homes for refuge from the pressures of a more
competitive workplace and depersonalized society
and so companies will take on responsibility for
elder care, long-term care and other social needs
through cafeteria-style benefits programs.
4. Workforce Development:
(1) Lifelong learning will be a requirement and the
focus of training will be on performance
improvement not just on skill building. (2)
Employees with varied skills and competencies will
be valued in the field of Problem solving and
decision making. (3) Training will be delivered "just
in time," wherever people need it, using a variety of

technologies. (4) Companies will demand constant
personal growth, and employees will respond
positively to higher expectations so People who can
learn new skills/competencies quickly will be highly
valued (5) Team Projects and special assignments
will be a major factor in personal development
5. Definition of Jobs:
(1) Organizations won't pay for the value of the job
but for the value of the person and Versatility will
be the key factor in determining employee value.
(2) Compensation systems will be linked to business
outcomes and Work will be more challenging, and
jobs will become increasingly complex. (3) All jobs
will require higher levels of computer skills and the
teams will focus on a task, not organized around a
hierarchy. (4) Positions will be defined by the
competencies needed to be performed and so
Employees will be more independent, rnovinq from
project to project. (5) Many jobs will be redesigned
to be much broader in scope, especially ifi
rnanaqement positions, resulting in learner head
counts and employees will measured by how much
value they contribute to the business
6. Strategic Role of HR:
(1) Successful HR departments will focus on
organizational performance "right people ready at
the right time". (2) The focus of the HR function will
be human capital development and organizational
productivity; HR may be renamed to reflect this and
HR will evolve from strategic business partnership
to strategic business leadership. (3) Leading change
will become HR's greatest contribution to the
corporation. (4) More and more businesses will use
HR as a strategic partner and a key HR role will be
managing increasingly scarce human and
intellectual capital. (5) HR will have a "seat at the
table" as part of the top management team and
report directly to the CEO in most companies.

WHAT’S UP @ FSW
HR FIESTA 2012-14 - “INNOVATE, RESTRUCTURE, REORGANIZE-
CHALLENGES FOR HR”
R Fiesta is the event of Faculty of Social
Work, which provides a platform for its
outgoing students to exhibit their
potentials as future professionals through
launching of their brochures. The brochures provide
a brief on the kind of curriculum and exposure the
students receive and also provide the profile of each
student of the MHRM and MSW.
This year the HR Fiesta was held on 1st of October,
2013, on the theme of “Innovate, Restructure,
Reorganize-Challenges of HR”. The theme aimed at
providing a knowledgeable structure to the
students about the challenges and
how can they contribute as HR
professionals. The
program
began
with a
prayer
and the
lighting of
the lamp by
dignitaries
on the dais.
Prof. Dr.
M.N. Parmar,
Dean, Faculty of
Social Work
gave the
welcome address
and introduced the
theme as well as the
speakers for the day. It was
followed by the speech of Dr. Ankur Saxena,
Placement Coordinator, who spoke on the
importance of the brochure and said that it was a
documented platform for the students and for the
corporate toperuse in order tohire newtalent. With
this the formal launching of the brochure was done.
The eminent speakers for the day were:
 Mr. Ramesh Zalani, Ex-VP Panchmahal
Steel and a current visiting faculty at the
college, who spoke on the
various challenges of HR like
work diversity, change
management, retention,
leadership development,
globalization, cost of
training and development,
etc.
 Mr. Rakesh Joshi, VP-
HR, Reliance Industries
Ltd., who spoke on
how do industries
survive for a long
time and sustain
themselves and
also on the
competencies that an HR
needs like global mindset, lifelong
learning attitude, managing ambiguity,
ownership mindset, etc.
H

 Mr.
Atul Karpe, Chief GM at GSET,
who spoke on major HR
challenges of managing
aspirations of people, tolerance
and the changing role of HR.
 Mr. S. C. Pathak, current ER Head
at Bhailal Amin General Hospital,
who spoke on how to face the
challenges in HR/IR and how to link
HR and IR.
Dr. Jagdish Solanki, MHRM Coordinator,
spoke on innovations and their needs in the
organization. After this, Ms. Nabila Qureshi,
faculty at Faculty of Social Work, gave the
vote of thanks. After this Pranav Clancy,
Sr. MHRM student, presented with the e-
brochure for MHRM 2013-14 batch.
About 250 students, many
representatives of corporate world and
other eminent individuals were a part of
this event. It got a wonderful media
coverage too.
Overall, it was a successful event

ADITYA : REUNITE, RECREATE, CELEBRATE
The MHRM Alumini Association and students
organises its bi-annual alumini meet "Aditya".
Aditya providesawonderfulopportunitytorekindle
old memories amongst the alumini, re-calling the
heydays at MHRM course and bringing the MHRM
community of alumini, students and faculty
members together.
The meet witnesses a variety of events like lecture
and discourses by the alumini and cultural
programmes. The alumini also shares their stories
with the students and provide invaluable inputs to
the upcoming HR fraternity. The programme willbe
followed by cultural programmes and a dinner
hosted for the alumini, students and faculty
members.
RATRI BEFORE NAVRATRI
Ratri before Navratri has been
trend of Faculty of Social Work,
another strand of Festival
Celebration. Faculty of Social
Work is known for its blend of
Social Work with other
elements & similarly this
occasion was not just a mere
celebration. This time Ratri
before Navratri was a fund
raising event, where our
Alumni & Alumnae, students,
& their family supported the
cause.Thefund wasdonated to
Child Guidance Clinic to
support its activities.

FSW ACTIVITY REPORT 2013, OF THE FACULTY
1. Bachelors Degree in Social Work: BSW
Course has been started under the
leadership of Prof M.N.Parmar, Dean and
coordinators are Dr Jagdish Solanki and Ms
Kavita Sindhav. This three years under
graduate course provides an excellent
career choice for those who care about
human dignity and social justice.
2. Nalanda Award: Nalanda International
School has recognized performance of the
meritorious students and awarded four
students for their excellence in education.
Following students were awarded with
medals:
Prachi Buch(ranked first) and Varsha
Motwani(ranked second) from MSW programme
Suchi Shah (ranked first) and ShailiPawar (ranked
second) from MHRM programme
Talks given by experts of various fields at FSW:
Faculty of Social Work has organized various talks
on Key aspects of strategic HRM, Brain Dominance
Theory, Balanced Score Card and other emerging
issues with coordination and support of SHRM,
NHRD, BMA and ISTD.
14th Birth Anniversary of Child Guidance Clinic was
celebrated and tree plantation was very important
initiative of that celebration at Faculty of Social
Work.
Event: Enhancing Competence of Youth
Employability Skills
Date: September 16th to 20th September
Venue: V.V. Giri National Labour Institute , Noida
In present scenario, generating more and better
quality of employment is a common challenge
faced by the countries world over. To face these
challenges, governments are putting increasing
emphasis on enhancing the skills of its youth to
increase their employability and to facilitate them
to get decent employment. This programme aimed
to facilities youth to equip them to get decent
employment. Four students of MSW participated in
this activity namely sam, Ankita, Rahul & Vidhi.
Event: “Lead India 2020” – 2nd National
Movement for development
Date: 3rd & 4th September, 2013
Location: Golden Jubilee hall , Faculty of Social
Work , MSU , Baroda
It is a 2nd national movement, a mission oriented
proven and tested programme transforming youth.
Their mission is to lead India as vibrant change
agents to lead the world by 2020. They conduct
training camps to ignite hidden potentials and
patriotism, inculcating human values and global
skills among students/youth.Dr. Kalam himself is
making ground work to replicate this programme in
all other states. Their motto is “Aap Badho Desh Ko
Badhao.”
Empowering Women Series – Follow Your
Passion With Barkha Dutt
Date : 2/08/13 , Venue : BMA

STUDENTS’ ZONE
PAINTING FROM MIHIR ADHVARYU, JR. MHRM
The painting shows different talents & their connection to the economy.
Paintbrush & pallet shows the importance of Art & Creativity. Pen shows the contribution of education &
literature in economy. Dart signifies the element of sports, games & concentration towards aiming &
achieving. The geometric compass shows contribution of engineering, technology & precision. Key represents
the talent of problem solving. Money signifies the talent & importance of business in the economy. Emblem of
R on the paper signifies economy itself. It is titled because it is on a stage where no one can judge its future.
And also that all talent can be used to add to the economy.

POEM: WE’RE HUMANS, AFTER ALL, BY: GAYATRI BALASUBRAMANIAN, SR. MHRM
Think of a time you made a mistake,
You blundered, knowingly or otherwise.
The lesson from that act you could take,
On that day not so nice
Only for a misunderstanding very small
It’s okay, we’re humans after all.
You realized you were wrong
In your heart of hearts,
And sang a “sorry” song
To end it where it starts.
The relief on being forgiven
Like a breath of fresh air
Smiles, and handshakes, even
‘Cause you really did care.
Now think of a loved one with whom
You have not been talking,
Get out of your room,
And with them, start walking.
Take that first step, a new beginning,
It takes less than a minute to say,
With kindness and understanding,
A simple and genuine, “It’s okay”.
So, to keep the bonding strong,
And the relationship intact
Try to right your wrong
It’s in your hands, in fact.
Listen to your heart’s silent call
Forgive the errors, we’re humans after all.

RELIGION – A MYTH*, BY: JAYMIN BAXI, JR. MHRM
The word is to be honoured
And to be respected
But truly I just happen,
To get frustrated
On the name of God,
Many have been slain
Not just the ones that lay in pain
But those without a shelter from rain
Riots, Jihads and cold wars
Synonyms to the world of God
The base of religion
Lies in differences
Arising out of regions
Faith is only false hope,
You might just look at the pope
Dressed in gold he reigns
In the city of golden chains
Chains that bind the poor,
In bonds of heaven and hell
In the name of god
The devil dwells
A worthless hierarchy it is,
That spreads like viral disease
The Quran and bible
Cheat them in the name of being
Gods very own disciple
It works as a good distraction
It too is a dangerous addiction
It might not sound as fake

But it is just for namesake
Claiming to be the divine light
And promised to have never;
Picked up a fight
Charity begins from homes
But we go to those marble domes
To donate whatever little we have
To the unknown millions; we never save
Churches never pay tax
Priests and monks just relax
In the name of the father
Use the money rather,
On something; some good
For almighty never understood
This concept of money
That binds us to the honey
Honey of human greed
Take only what you need
Because poor somewhere
We have to feed
We have to feed.

WHAT ARE ‘YOUR’ DREAMS?, BY: SUCHI SHAH, SR. MHRM
his is one of those common questions that
keep coming up throughout. While for some
it could be haunting, others would call it the
first step to realizing their dreams. Whichever way
one might choose to perceive
it, this question tends to
indicate the mysterious nature
of one’s inner self. The fact is
very few of us could answer it
the moment we are confronted
with it as the rest would have
become the prey of trying
every possible way to avoid
being bombarded with that question. This happens
because all of us are in a race – race against time,
race against people, due to which we have
forgotten to spare some meaningful time with self
and ourselves interrogate upon our dreams, desires
and expectations from life.
We all are moving in a journey called ‘LIFE’, but how
many us would be having a clue of our destination?
Hardly a FEW!
This could be because in a
constantly changing world, we
get to experience so many
things and to hear about so
many people’s points of view,
that it does become unclear at
times as to what we really wish
to do. For example, many of us
would have spent half of our
lives in considering others dreams (say parent’s
dreams or dreams shown by our teachers/peers) as
our own, as a result of which we would have never
fallen into the practice of discovering or identifying
our own dreams and even if we would have dared to
dream, the failure or disappointments would have
stopped us from pursuing them
and compelled us to keep our
dreams aside. But if a dream
collapses with a bitter
experience or an unfavorable
circumstance then that
probably is not a dream in true
sense, because dream is
something that never lets the
hunger or the fire inside you die
unless you have turned it into a reality.
The very reason why people give upon their dreams
and lose hope after their first downfall is that they
either do not have confidence or courage to
accomplish their unfulfilled dreams or they merely
get into the petty habit of settling for average. The
minute you settle for less than you deserve, you get
even less than you settled for. Dreams require a
person to stretch, to go beyond average and
besides this; one should not forget that failure is the
price one has to pay to achieve success. Moreover,
there is nothing like failure
because everything that
happens in our lives only
comprises of an experience, it
is we who name it as a failure or
a problem. If we are happy
terming it as a problem, then
we should also acknowledge
the fact that Problems always
come with an expiry date. Every single problem has
a message to convey and the moment we get hold
T
‘A dream is an inspiring picture of the
future that energizes your mind, will and
emotions to move forward and empowers
you to do everything you can to achieve
it.’
‘No dreamer is ever too small and no
dream is ever too big; all you need is to
take the first step towards your dream
and it will have no other option but to
shake its hand with you.’

of what it is trying to teach us, it ceases to be a
problem.
In the end, all I would like to say is, each one of us
has the potential to dream and what makes one
come closer to one’s dream is to have the ability to
visualize it every day with an open eye. For this, it is
very essential to have faith and commitment
towards our aspirations because it is only our
dedication that can supersede every obstacle or
stumbling block coming our way.
I would like to sign off on a beautiful note that.

The HR Revista 1st issue - Talent Economics

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