Cover story article from Business Manager Magzine - An interview with Manoj Kumar on Converting human capital data into actionable management information.

2. December 2015 Business Manager1
www.businessmanager.inIn this ISSUE
Cover Feature
06 Leadership Consumed by self
A leader always faces an unavoidable choice; whether to try
and see,think or act on the 'idealistic' conviction,or
whether to adopt the pragmatic stance of some so-called
'realism' and regard their leadership needs as driven by
nothing more than a complex set of conflicting interests,of
self-perpetuating selfishness,consumed by self and
motivated by power to prevail evil over good.It's choice
that they have and may need to exercise to differentiate
their style.Dr.Ganesh Shermon
In every ISSUE
Response
From the Editor’s Desk
HR without PREJUDICE
03
04
05
11 Attract,engage & retain
A 'job for life' is not what the new generation of employees
aspires for in the fast developing global employment
market. This makes talent sourcing and retention a top
priority for HR departments.Here are top 10 tips for
organization on how to attract and retain Gen-Ys.These
pointers will help organizations to utilise the true potential
of this workforce. Jana Venkata Ramakrishna
12 INTERVIEW with
Dr.Ranjan
Quote Me If
You Can:
Unravelling
workplace
happiness
Handling Data Tsunami for better people management
Dr.Reshmi Manna,Prof.Raghvendra Kumar Sharma
HR Analytics - Converting human capital data in to actionable management information
An interview with Manoj Kumar
Correlation of people data with business
Vishal Nagda
Why HR managers should be data leaders too?
Sanchita Lobo
Does HR Metrics & Analytics have the answer?
Dr.V.Vijaya
Future of HR:Predictive talent analytics
Dr.Deepak Sharma22-37
Cover Design Credit- Ankit Singh

3. December 2015 Business Manager2
www.businessmanager.in
16
42
Roundtable
The DNA Leadership & Coaching
In this Business Manager Roundtable,two prominent
leadership and coaching experts D.K.BAKSHI,Chief
Mentor & CEO,Global Talent Company and MARK BROWN,
Executive Coach & Leadership Consultant dwell on the
prominent traits of leaders globally.
57
Trade Union Leadership
Is respect & dignity fading away?
Workers will not hesitate to defy the trade union leadership
and opt for establishing direct contact and negotiations
with the managements.P.Soma Raju
38
Sexual Harassment at Workplace- A
Case Study
The best way to prevent sexual harassment is to adopt a
comprehensive sexual harassment policy.The aim is to
ensure that sexual harassment does not occur and,where it
does occur,to ensure that adequate procedures are readily
available to deal with the problem and prevent its
recurrence.Sanjeev Himachali
59 Case STUDY
The cause of concern in internal
recruitment
Dr. Pravin Durai
60 Case Analysis
Feedback to rejected was missing !
- Mihir Gosalia
In-house talent growth is the key
-Bhaskar Dhariwal
40 Government Notifications
Revised minimum wages in Gujarat & others
14 Types of Employees series-1
Steve factor based
employees
Dr.C.N.Daftuar
helpLINE
62
63
64
Event Report
WORKSHOP ON DNA OF LEADERSHIP BY GTC
CFI ROUNDTABLE - GROWING LEADERS FROM WITHIN
44from the COURT ROOM
Recent Important Judgments
HR NEWS
HR MANTRA

4. RESPONSE www.businessmanager.in
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December 2015 Business Manager3
https://www.facebook.com/businessmanagerhrmagazine
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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
Excellent
Your cover feature on“Gen-Y”talking about perception vs. reality
is one which can be backed by a recent study of Bentely
University which says 70% of the older generation group think
that millennials are reluctant to“pay their dues”. Opposite to it
nine out of ten young generation employee think they come
with a strong work ethics which conflicts with the older school of
thought. Congrats to you and BM team for bringing out such an
excellent issue.
-Kumaran S.
Step by step
The article of Dr. Daftuar is very informative and beneficial to
practicing managers. Away from theoritical jargons, article
provides step by step move to make an employee effective.
-Shanath M.V.
Grey area
The case study on recruitment process and intervewing skills of
managers is capable enough of showing mirror to many officers
who take this process in a casual way and then make HR
responsible for the fall out. In fact it is a grey area in many
organisations. Managers have to take notice and work seriously
on improving their recruitment skills and process.
-Arti Verma
Need more
Thanks for the copy. I have gone through the article penned by
Mr HL Kumar re : " registration & recognition of TUs " appeared in
Nov,15 issue. It would have been more knowledgeable for us had
he mentioned also different state laws with regard to procedure
of recognition of TUs, in short, as there is no central statute on
the subject. I hope he will highlight this area in coming issues. I
have been reading his articles for so many years & it helped me a
lot to learn, in depth, so many subjects on labour related matters.
With regard to Mr Kumar's article " Maharajas to lose the status of
workmen" in Oct,15 issue , I feel nothing will happen till the
legislators bring a drastic change in the definition of workman
and or SC reviews its earlier judgement . It is really pity that poor
Admn/ Mangt staff getting say Rs 17000/- pm is not a workman
whereas a pilot/ technical person drawing more than Rs 1.5 lacs
or even more pm is so called " Workman" ! What a fallacy !
-PK Dasgupta
Wonderful
July issue cover of“Legends of HRD”is wonderful.
-Dave Ulrich
To know all
The cover story on“Decoding Gen-Y”provides much to ponder
upon and know about this generation of workforce. It will
certainly help managers of old generation to understand them
and handle them in a better way.
-Padma N.
Substantive
Roundtable of“perception vs. reality”about gen-y is full of
substance and makes sense. All panelists have answered the
questions with their own perception which in totality makes a
good read.
-N.K. Chaturvedi
Conflicting perception
Young generation of workforce probably have the most
complicated story to tell all of us as compared to their previous
generation and the managers of today are not finding enough
time to listen. The problem is of empathy. By 2030 millennials
might account for 75% of the workforce and this will be a
challenge. Why younger generation has quietly evolved as
advisor to the older generation is because of the role of
technology in the fast paced era, millennials have embraced.
So the crux of the issue should be earlier we appreciate their
strenght, better would be for the organisation. Connectivity
through wire is the USP and the business running 24x7 looks
at them as they also believe in delivery.
-Somendra
Readers are invited to comment on articles published in BM through email at : bmalwar@gmail.com

5. www.businessmanager.in
December 2015 Business Manager4
Data vs. instinct
December, 2015
Vol.18, No.6
P
redictive analytics based on data is increasingly making space in human resource function.
Various researches and surveys have indicated this trend. it is being used mainly in talent
acquisition,employeeengagement,absenteeism,retention,learninganddevelopmentand
performance management.It helps HR find blind spots in the organization.In fact it is predictive
nature of analytics that is changing the role of HR for the better.
Till now,though the HR used to store employee data but was used reactively and not to provide a
bigger picture to business leaders that could help maximizing return on employee investment.HR
analytics is making a difference in organizations that have embraced this tool for analyzing their
employee data with workforce analytics to answer a variety of critical questions.What critical is the
HR’sroletoasktherelevantquestionsfailingwhichdataanalyticswouldberenderedirrelevant.By
using data analytics in people management, HR can help organisations maximize return on
workforce investment.
But it is a trend that excites many and worries others.Experts not believing fully in this mechanism
to predict human behavior can raise a question that in spite of the fact that statistics have their
usesinbusiness,youcannothaveanumbertosumupthewholeemployeremployeerelationship.
HR is all about relationship and relationship can not be measured by numbers. It can not be
arithmetic.It is chemistry.When you do predictive analysis looking at data,you take emotion out
of it.The question can also be asked as to what is the unit of measure for loyalty or trust or initiative
or enthusiasm? It may be difficult to measure but can only be felt by instinct.The data remains to
beinterpretedbypersonthatmaynotbefreefrombias.Thedatashowsyouapatternandstillyou
need to indentify what the pattern says and how to use that.Too much statistics may miss the
nuances and the fact that the behaviours, competencies, motivation and culture are core to
running the business.
This side of HR analytics may have its own weightage and relevance that’s why the numbers of
organizationsusingdataforHRpredictiveanalyticsarenotincreasingveryfastthoughITsectorhas
embraced data driven approach to the unpredictable business of human interactions to much
extent. The challenge to this data driven approach in HR is that you need to develop capability for
synthesizing information.The skill of synthesizing the data is very crucial.The analytics related to
people must be relevant, valid, compelling and transformative. Another challenge is having a
unified set of data from same context.The data element is all scattered. Unified profile has to be
created by accumulating all data because it is the foundation on which predictive analytics is
done.HR analytics should not be seen merely as IT implementation to optimize decision making.
These IT solutions are needed to be integrated seamlessly with HR leadership and business
objectives.
The cover story of this issue talks about data driven approach in predictive analytics of human
interactions and behavior in organizations that may open a new chapter in HR credibility assisting
business leaders.Experts on HR analytics have talked about this potential and challenges.
If you like it let us know.If not,well,let us know that too.
Happy Reading!
Anil Kaushik
From the Editor’s Desk

6. What is the new way of measuring long term profitability &
sustainability of any organizationfrom stakeholder's point of
view and the role of HR in delivering that?
MK: Today's stakeholders - customers, business partners, employees, reg-
ulators, communities etc. are not only interested in knowing financial
capital of the organization but also intangible assets too i.e. Human
Capital. The Human Capital that enables organization deliver superior
sustainable long-term returns through superior performance by execut-
ing short to long-term market competitive strategy and guarding organi-
zation against any operational risk to maximize expected stakeholder val-
ues. The stakeholders want to listen an integrated story to support
informed investments in future capability and are less likely to priortize
for short term moves that undermine long-term performance.
Leading companies have already started telling Human Capital story via
their annual reports as comparative advantage for long-term sustainabili-
ty in the competitive market. This not only interest investors - why invest
here but also other stakeholders to answer - Why should I buy from
them, why should I work here, why should I partner with them etc.
What are the challenges HR is facing today and how does
application of Analytics can help overcome these?
Today's organization is complex - multi generation, multi geography,
employment type, diverse workforce etc., that poses significant chal-
lenge for HR function to manage right talent at right place at right time.
"What gets measured, gets managed" - Peter Drucker
This complex situation can be managed only if decisions are taken on the
basis of data insights than gut-feel. However most of the organizations
are still lagging and especially HR function is stuck in solving operational
issues or being compliance-driven function and has not been in the cen-
tre solving related strategic problem(s) while articulating the organiza-
tion performance. They need to reach the standards of financial and
other performance information system when it comes to Human Capital
December 2015 Business Manager28
www.businessmanager.in
HR Analytics
Converting human capital data
in to actionable management
information
I N T E R V I E W
MANOJ KUMAR
Senior HR Analytics Practioner,Vice President,HR Analytics,for one of the leading
International Bank,Mumbai
It's high time to build "HR for HR"
to keep function focused on solving
business specific strategic
problems and not getting stuck
with operational and HR process
related problems only.
CoverFeature

7. measurement of the organization to provide reliable
insight based story for stakeholders.
What are the challenges HR is facing in
adopting application of Analytics in day-to-
day job?
MK: The challenges that conventional HR has been
facing in getting started with Human Capital meas-
urement is to define what to measure, how to meas-
ure, where to find relevant data and more important-
ly the commercial interpretation & communication of
the outcome. Additionally, lack of data governance,
missing reconciliation between Finance & HR and
regulatory & compliance obligation increases the gap
further.
Is HR Analytics about implementing HR
Software?
MK: HR Analytics is not about implementing HR soft-
ware but developing a competency within the
organization and making it part of DNA. However, it
wouldn't be an exaggeration if I say that most of the
companies are spending millions in implementing
HRMS systems without assessing their current capa-
bilities from what they already have or need in
future. Software is required to streamline the
processes,integrating data from diverse HR systems
and making delivery self-service but not the priority
to start with. I highly recommend to leverage first
what you already have and then use learning from
that to leap frog to next maturity level.
Companies can begin by improving their basic
reporting capabilities; then work on improving such
functions as recruiting, training and retention; and
finally move into broader areas, such as workforce
planning and organizational change. Ultimately, the
goal is to develop more advanced analytics capabili-
ties that enable companies to optimize performance
and even predict what workforce changes and
investments are likely to produce the best values for
the stakeholders.
Is there any silver bullet to get started with
HR Analytics quickly to demonstrate the
value to the organization with minimal
investment?
MK: Where to start? Build your minimum viable HR
measurement product first and best place to start is,
from existing payroll & rewards data. This is purely
due to the fact that 1) cost related workforce metrics
is one of the critical metrics of stakeholder's interest,
2) most of the organization does have reliable, com-
plete and consistent payroll & rewards data and 3)
provides a business centric metrics. Once workforce
related cost & revenue measurements are estab-
lished, top it up with HR related costs and other pos-
sible workforce related metrics, if data is available, to
get closer to as holistic picture as you can. Find hot
spots by comparing them against previous year to
define next course of action.
Next is to "market your Story" i.e. Commercial inter-
pretation and communication of early findings and
recommendations from your minimum viable HR
Analytics measurements to key stakeholders. Stay
away from looking metrics in silos but build business
centric holistic & integrated story basis the key met-
rics which are related, to drive the action oriented
message to stakeholders. Additionally, demonstrate
possible future related analytical problem statement
that further can be analysed to realize full potential
of the human capital.
After securing initial wins, how do we make
it sustainable and way of living in the organi-
zation?
MK: As you make traction on the journey, collect
feedback from CHRO, Business HR Heads, HR COOs &
Function HR heads on what is important for them to
measure on regular basis. Using this input build a
Human Capital book of knowledge consisting key
strategic Human Capital metrics and deliver it regu-
larly. Get business used-to of using this pack but
keep it agile and in-line with business interest.
Usually, technology driven approach is better solu-
tion to make such delivery self-service, sustainable
and scalable.
Find Analytical advocates within the organization
who could sponsor analytical projects related to
attract-build-retain to enable organization have right
talent at right place at right time. Few examples - A
simulator to predict FTE forecast, quantification of
learning outcome and top 5 training that delivers
maximum impact on employee performance, quan-
tification of operationalization of organization values
and quantification of quality reviews of performance
management document etc..
Invest in continued education program for HR&
Analytics capability to keep the pace with changing
business ask - shift from being a data provider to
Human Capital consulting role. HR is too busy taking
care of others but who will take care of them. It's
high time to build "HR for HR" to keep function
focused on solving business specific strategic prob-
lems and not getting stuck with operational and HR
process related problems only.
So, In a nutshell, the end game should be an enter-
prise wide analytics capability, where the piece parts
combine to solve problems. No doubt this may
require more effort at first, more sponsorship from
the leadership, and wider buy-in from other business
stakeholders. But enterprise-scale results-in revenue
growth, profitability, return on capital customer loyal-
ty or other measures ofvalue-make the effort worth-
while.
December 2015 Business Manager29
www.businessmanager.inConverting human capital data in to actionable management information
This complex situation can be managed only
if decisions are taken on the basis of data
insights than gut-feel.
Interview
CoverFeature
BM