1. The document discusses the importance of focusing on employees and how they are the key to success and competitive advantage for companies. 2. It provides perspectives from experts on how successfully managing human resources through development, engagement, and career growth leads to higher productivity, quality, and customer satisfaction. 3. Companies that shift their focus to treating employees well and helping them achieve their goals will see benefits like increased efficiency, motivation, and retention of top talent.

1. WELCOME
TO A SPECIAL
PRESENTATION BY
EMOTIONALLY ENGAGED
EMPLOYEES OF
BEL-KOTDWARA
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2. An open ear is the only
believable sign of an open
heart
-David Ausburger
A pope and a peasant
KNOW MORE THAN
A pope alone
It’s GOOD TO LISTEN TO
What your employees have to say
-Arindam Chaudhuri
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3. BUSINESS ACTIVITIES
MANAGEMENT PHILOSOPHY
MAN
MONEY
VALUES BELIEFS ATTITUDE
MACHINE
MATERIAL
METHODS PLANNING ORGANISING DIRECTING BUDGETING
MARKET
GOAL
MINUTE
STAFFING CONTROLLING REPORTING
MEASUREMENT
MOTIVATION BUSINESS PROCESS RE-ENGINEERING PRODUCT
MOTTO SERVICE
MILLENNIUM PROFIT
SATISFACTION
EXTERNAL CONSUMER SUPPLIER ECONOMY
OPPORTUNITIES
GOVERNMENT TECHNOLOGY SOCIETY
ENVIRONMENT
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4. CHALLANGES
Prevalent challenges for modern
industries
• Political
• Social
• Technological
• Globalisation
• Environmental
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5. REMEDIES
How industries are coping with these
challenges ?
By-
• Increasing efficiency
• Increasing Productivity
• Improvement in Quality
• Customer Focus
• Technological Advancement
• Cost Reduction
• Downsizing
• Updating Knowledge
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6. WHO PRODUCES WHAT ?
HIGH
EFFICIENCY
UPDATING INCREASED
KNOWLEDGE BELONGINGNESS PRODUCTIVITY
CAREER GROWTH REDUCING WASTE
JOB
ENCOURAGING
SATISFACTION
INHOUSE TALENT
WELL MANAGED HIGH
DOWNSIZING
HUMAN RESOURCE QUALITY
EFFECTIVE USE
OF RESOURCES EMPLOYEE FOCUS
WILLING TO LEARN
COST CUSTOMER
REDUCTION FOCUS
TECHNOLOGICAL
ADVANCEMENT
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7. THE SCENARIO
Paradigm Shift-
Focus on Product
Focus on Customer
Area of
Focus on Employee impact
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8. THE SCENARIO
Paradigm Shift-
All success stories starts from HRM
1. INFOSYS
2. SASKEN
3. GENPACT
4. HCL COMNET
5. NTPC
6. HSBC
7. SAPIENT
8. COVANSYS
9. HDFC BANK
10. MINDTREE CONSULTING
The best companies to work for in India 2005 (BT-MERCER-TNS Study)
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9. EXPERT’S VIEW
• The modern career planning in
organisations, revolves around
progressive and flexible career
paths.
–Ms Krishna Raina, HR Specialist
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10. EXPERT’S VIEW
• Successful organisations are those
that understand the link between their
business results and people as the
latter are the most important source of
competitive advantage. Organisations
can improve their overall productivity
by shifting people from average to
superior performance through
development and promoting the right
people.
–Indian Management March-April 1999
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11. EXPERT’S VIEW
• If manpower is properly utilised, it may
prove a dynamic motive force for
running an enterprise at its optimum
results and also work as an elixir for
maximum individual group satisfaction
in relation to the work performed.
-Personnel Management by C.B.Mamoria
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12. EXPERT’S VIEW
• Managing the human component
is the central and most important
task, because all else depends on
how well it is done.
-Rensis Likert
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13. EXPERT’S VIEW
• No industry can be rendered
efficient so long as the basic fact
remains unrecongnised that is
principally human.
–Personnel Management by C.B.Memoria
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14. EXPERT’S VIEW
• All work and no pay makes Jack a dull
boy in his work place. Who does not
look for advancement in life ?
Advancement is not mere normal and
special increments, but also
advancement in status. Take the
military for instance. A cadet could
rise to be a General with a number of
rungs in the ladder of promotion.
–Indian Management, May 1999
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15. WHY COMPANIES LOSE
CUSTOMERS?
SOURCE : GALLUP STUDY
1 Turned away by the indifferent or 68%
rude employee
2 Dis-satisfied 14%
3 Lured away by competition 9%
4 Influence by friends 5%
5 Moved away 3%
6 Die 1%
Using technology and systems to fix customer retention problems may not be the
ideal strategy. Research by Gallup shows that you can not retain customers
without having an emotionally engaged workforce. Indian Management, Aug 2003
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16. PHILOSOPHY
PEOPLE POWER PHILOSOPHY
LET’S LOVE PEOPLE
And use material things
Instead of loving material things and
using people
It’s the people power which decides
your future.
-Arindam Chaudhuri, Dean IIPM, New Delhi
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17. IF YOU ARE GOOD TO OTHERS,
YOU ARE BEST TO YOURSELF
-Benjamin Framnklin
If goals of the organisation are not aligned with
the goals of employee , than employees aren’t
effectively working towards the vision of the
organisation.
Use organisation as a vehicle to achieve
organisation’s as well as employee’s goal.
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18. LEADERSHIP
MEASUREMENT
MANAGERIAL GRID OF BLAKE AND MOUSTON
9 1.9 9.9
COUNTRY CLUB TEAM
MANAGEMENT MANAGEMENT
LEADER LEADER
5.5
CONCERN MIIDDLE OF
FOR THE THE ROAD
PEOPLE MANAGEMENT
LEADER
1.1 9.1
IMPOVERISH TASK
MANAGEMENT MANAGEMENT
LEADER LEADER
CONCERN FOR THE PRODUCTION 9
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19. HOW ?
• Ironically, as new technologies
continue to change the face of the
business, the last vestige of
opportunity for a company in a
competitive environment is its people.
Globally, companies that manage their
people the best have undergone radical
transformation over the last decade.
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20. HOW ?
The changes that they made have
been focused in five key areas:
Core values and leadership
competencies.
It’s people philosophy.
The key HR productivity levers.
Realignment of the HR organisation.
A clear and consistent leadership and
succession planning model.
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21. HOW ?
Process spanning :-
Identifying talent through robust
performance appraisal system.
Identifying successors by matching
available skills with job requirements.
Developing talent through adequate
employee development and training
process.
Retaining Talent
–India’s Best Managed Companies, Business Today, March
2005
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22. HOW ?
If he has to lead me, he has to know what
motivates me and what will drive me to
excel. A leader not one who walks alone,
but one who is followed by others. IT gurus
like Azim Premji or a Narayan Murthy have
become iconic figures among the youth.
But have we ever thought about how
they’ve earned their role-model stature?
We look up to them because these are
leaders who have emerged from amongst
us. But what we really need to learn from
this is not what they do but how they do it.
-Jhinuk Chowdhury
in The Times of India, 08.03.06
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23. WHY ?
PEOPLE are company’s only
sustainable competitive advantage,
MOTIVATE THEM, You’ll be surprised
to see how fast motivated people
can run.
-Arindam Chaudhuri
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24. WHY ?
Why in-house talent should be promoted?
It encourages an employee to work hard to get an
opportunity for advancement.
It leads to increased productivity.
It brings reward for meritorious work, extra
competence, achievement and initiative.
It involves less risk (favoritism, unrest etc.)
They are focused on the current, rather than the
future employer.
A progressive organisation creates a competitive
environment for career growth of its employee.
They are well versed with company’s objective,
goal, procedures etc.
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25. WHY ?
They have more practical experience
Their performance is time tested.
They have far less job opportunities for
being a corporate citizen.
They should be rewarded for their
service/consistent hard
work/integrity/loyalty for all these
years.
It helps in downsizing.
They need less training.
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26. WHY ?
Due to the factors like job
responsibilities & social
responsibilities they can not be
compared with the fresh ones.
Acquiring higher qualification shows
their enthusiasm, energy, ability to face
challenge and drive to excel, while
performing their responsibilities.
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27. WHY ?
• There is nothing more unequal than equal treatment of
unequal (employees).
–Vince Lambardin, Management Guru
• In India no organisation can think of achieving its full
potential without taking care of its people in terms of
emotions and growth opportunities.
–Arimdam Chaudhury, Dean IIPM Delhi
• Most employee think that it’s not fair that they work
hard everyday, while others do just enough to get by
yet the consequences pay benefits and perks are the
same.
– Sonali Majumdar, Hindustan Times, 03.07.2003
If TQM, TPM…Why not THRM ?
(Total Human Resource Management)
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28. WHY NOT ?
You see things
And say: WHY ?
But I dream of things
That never were,
And say: WHY NOT
-Bernard Saw
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29. YES….YOU CAN
If you think YOU CAN
You are right
Just be passionate about it
-Arindam Chaudhuri
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30. WHO IS SMART TAILOR ?
Policies are made for man and
not man for policies
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31. WHAT CORPORATES
THINK ?
BHEL-
• Considering the present competitive
business environment, our efforts are
toward the gainful utilisation of existing
manpower and building up a cadre for the
future as a process of succession planning.
In other operational areas, whenever there
is a requirement, efforts are first made to
meet the same from within the company.
–As told to Hindustan Times by Ishan Shankar,
Director (HR)
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32. WHAT CORPORATES
THINK ?
INFOSYS-
• The first Indian company whose script is
listed on the NASDAQ, the first Indian
company to implement an innovative stock
option plan to empower its employee, the
first Indian company to recognise Human
Resources explicitly as assets in the
financial statements.
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33. WHAT CORPORATES
THINK ?
BHILAI STEEL PLANT-
• Succeeded in implementing one of the world’s
largest employee empowerment programmes
(Performance Enhancement Programme).
RAYMONDS-
• Indian companies were among the most badly
managed companies of the world. This state is
largely because of shortage of good and
professional Human Resources professionals
in Indian Companies.
–As told by Ajit Mantangani, President of Raymonds.
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34. WHAT CORPORATES
THINK ?
L&T-
• Excellent talent management has become
the driver of corporate performance.
–Yogi Sriram, Vice President, L&T
GLAXO-
• Corporate must invest in their people on a
long-term basis to cultivate best practices.
–P. Dwarkanath, Direcor, Glaxo
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35. WHAT CORPORATES
THINK ?
ASHOKA LEYLAND-
• Performance pay motivates the performers
to do better and that is the best way to
reward them.
–J. N. Amrolia, Executive Direcor.
BIRLA MANAGEMENT CORPN.
• One of the biggest challenges that HR
professionals face today is identifying and
using talent productively.
–Santurpt Misra, Director.
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36. WHAT CORPORATES
THINK ?
ITC
Are you providing your employees a great place of work? Ask them
these questions, and if they answer yes to all of them, you are a
great employer (ITC’s book of HR)
1.Clear expectation- Do I know what is expected of me ?
2.Resources- Do I have resources I need to do my work?
3.Opportunity- Do I have opportunity to do what I do best ?
4.Recognition- Have I been recognised or praised for good work ?
5.Care & Concern- Does my boss seems to care about me as a person ?
6.Development- Is there someone at work who encourages my development ?
7.Participation- Do my opinions seem to count ?
8.Purpose- Does the mission of my company inspire me ?
9.Quality- Are any co-workers committed to doing quality work ?
10.Camaraderie- Do I have a best friend at work ?
11.Appraisal- Does someone talk to me about my progress periodically ?
12.Learning- Do I have opportunities at work to learn and grow ?
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37. WHAT CORPORATES DO ?
HAL
• HAL conducted special recruitment
drives for all its employees who had
acquired higher qualification in
relevant area and absorbed them in
executive cadre.
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38. WHAT CORPORATES DO ?
NPC (Nuclear Power Corporation)-
• NPC absorbs all its employees who attain
higher qualifications in a relevant field in a
cadre at par with the qualifications
immediately on production of pass
certificate.
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39. WHAT CORPORATES DO ?
Public Sector Banks-
• 50% vacancies of Probationary Officers are
filled by internal candidates only.
Indian Railways-
• Indian Railway provides six increments to
its employees who attain higher
qualifications in a relevant field.
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40. WHAT CORPORATES DO ?
VSNL-
• VSNL absorbs all its employees in higher
cadre who attain higher qualifications in a
relevant field immediately on production of
pass certificate.
TISCO-
• TISCO conducts separate recruitment drive
for its employees and their dependants.
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41. WHAT CORPORATES DO ?
BHEL-
• BHEL gives a handsome cash prize to its
employees who acquire higher qualification
in relevant field and also gives due
weightage in promotion to next higher
cadre.
ONGC-
• ONGC absorbs all its employees in higher
cadre who attain higher qualifications in a
relevant field immediately on production of
pass certificate.
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42. SHAPE UP OR SHIP OUT
Promod Batra
NEED HIERARCHY
AREA OF DISSATISFACTION ORGANISATION
GROWTH
EMPLOYEE
MASLOW’S
SELF
ACTUALISATION (NEEDED)
ESTEEM
EMPLOYEE
SOCIAL (ACTUAL)
SECURITY
PHYSIOLOGICAL
0 5 10 15 20 25
TIME (YEARS)
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43. HOW ?
MAN MANAGEMENT
LEAD YOUR RETURN THE DEVOTION
OWN UNION OF YOUR EMPLOYEE
LATERAL
ORGANISATION MEET YOUR EMPLOYEES
MEET YOUR EMPLOYEES
SELF-ACTUALISATION
BASIC NEEDS
NEEDS
CAMARADERIE
SECURITY
ESSENTIAL SUPPORTIVE
TRAINING ADVANCEMENT PRESENT
NEEDS NEEDS
& FUTUER
MUTUAL
RESPECT
FOOD HEALTHCARE, TRANSPORT,
CLOTHING CHILDREN EDUCATION,
SHELTER RECREATION EQUALITY OF
TREATMENT
By- A.V. Ramana Rao, Ex Director SBI
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44. WHAT IS NEEDED?
Opportunities for everyone
NEEDED
PROMOTION TO THE NEXT OR SUITABLE HIGHER WAGE GROUP/
CADRE ON THE BASIS OF HIGHER QUALIFICATION, PERFORMANCE
AND EXPERIENCE
EXISTING
WG-1 WG-2 WG-3 WG-4 WG-5 WG-6 WG-7 WG-8 WG-9 WG-10
Existing promotion system is de facto an upgrading system only
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45. WHAT IS NEEDED?
URGENT ACTIONS REQUIRED ON-
Based on Higher qualification-
Special increments immediately on acquiring
any higher qualification.
Like AMIE (Engineering) etc, other approved
professional part time & correspondence
courses should be considered while
selection.
Career growth opportunities for the persons
having any higher professional qualification
including PG degree and diploma etc.
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46. WHAT IS NEEDED?
URGENT ACTIONS REQUIRED ON-
Based on Performance-
A foolproof and transparent
Performance Appraisal system
(like 360 degree Performance
Appraisal system) to identify the
talent and thereby special
promotion should be given to
them.
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47. WHAT IS NEEDED?
URGENT ACTIONS REQUIRED ON-
Based on Experience-
Growth opportunities for
experienced employees.
50% of Executives intake
should be internal.
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48. SPECIAL THANKS TO-
FRIENDS, COLLEAGUES
&
MR. ANIL NAWANI
PRESIDENT (BELKS)
THANKS
COLLECTION, COMPILATION &
FOR NARRATION-
YOUR H.C.KUKRETI
VALUABLE
TIME A PRESENTATION BY-
HEVIN GROUP
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IN ASSOCIATION WITH-