M M Bagali , HRD, HRM, PhD in HR, Management...NHRD paper......Demystifying Power of Empowerment @Work: Building the 21st Century Workforce

Vol:25 Issue : 12
March 2010
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| HRD News Letter | March 2010, Vol.25, Issue:12 2 Silver Jubilee Series

| HRD News Letter | March 2010, Vol.25, Issue:12 3Silver Jubilee Series

Vol - 25 March 2010 Issue - 12
Editor
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Madhukar Shukla, Regional President (East)
Gopalkrishna M., Regional President(south)
Satish Pradhan, Regional President (West)
Pankaj Bansal, National Secretary
Ashok Reddy B, National Treasurer
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Dr. G. Pandu Naik, Elected Member
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ISSN-0974-1720
Regular Features
5 ................... Publisher's Parting Message
6 ............................President’s Message
7 ......................................... Editorial
7 ...... Birth of NHRD Network & 67th Board Meeting
11 ............................... Monster Article
16 ........ Interview with Dr. Marshall Goldsmith
48 ............................. Fascinating Facts
52 to 55 ........................Chapter News
55 ..................Quiz Corner/Cartoon Corner
56 to 66 ................ Chapter Photographs
Column
18 .................... Organisational Transistion
–– Global Hunt
23 ..... Staffing agencies can revolutionise job creation
–– K Pandia Rajan
Advertisements
2 .......................................... Sodexo
3 ...................................Dale Carnegie
9 .......................................Shine.com
10 ..................................Monster Jobs
19 ...................................... Alphastar
21 ..........................................Probe
25 ............................St. Francis College
27 ............................. Core HRD Centre
67 ................................... Global Hunt
68 ....................................... Monster
Humour Review Department (HRD)
12 .............................Great Grand PAA!
–– Col. P. Deogirikar
Lead Feature
20 ...... Demystifying Power of Empowerment @Work:
Building the 21st century Workforce
–– Dr. M M Bagali
Articles
13 .................... Zero to Heroes- Series 21
–– S. Deenadayalan
15 .................. Management by Suggestion
–– Ratnakar Misra
24 ................Cultural Approach to Selection
–– Dr.B.Amaranath, S.Krishnamurthy Naidu
25 .... Managing Generation Gap @ Workplace
–– Prof. Kavita Sharma
28 ................... Business Asks of HR in IT
–– Sharada Shekhar
29 ....... Gloomy reality of HR in young minds
–– Prof. Aparna Sethi
30 ..... Honing the Right Key to the Recession Times
–– D.Sathish Kumar, G.Ravi Kumar
31 .... Is the Change Process Right?? - A case
–– M.V.S. Sudhakar, S. Krishna Murthy Naidu
32 ...... Corporatisation of NGOs: Is it Time to
Put a Full Stop?
–– Dr. T V Rao
34 ........Post Recession - Leveraging HR Strengths
–– Uma Devi T, Mohd. Khaja Qutubuddin
36 ........ Employee Retention - taking the lead by
reading well the lead indicator; an exploration
–– Mohan M. Prasad
38 ................... Anger - Our Worst Enemy
–– Neeraj Singh Ratore
39 ...............Six Dimensions of Leadership
–– Ankush Chopra
40 ....... The Art of Managing People Through
Sense Organs
–– Dr. Harjoth Kaur
41 ..... Effective Excellence - Make it a Way of Your Life.
–– Amarnath Rao
42 ........ Customer Centricity by HR Towards
Engineering Colleges/Students
–– Gurmeetsingh Mehtab
43 ........... Rationality-Vs-Egomania and the
Sycophant's frenzy.
–– Yeddanapudi Markandeyulu
44 ...... Becoming People Manager - Learning
from 3-Idiots
–– Ms.Vijit Chaturvedi
45 ............................... Learn to Learn
–– Bharath Gopalan
46 ..... Internship Pursuit: Conflict or Complementary
–– Prince Vijai J
47 ...Passionate employees - The new USP to
win the deals
–– Vinod Abraham
50 ...... Hiring the Best -AKey to Organization Success
–– Bhaskar Bhattacharya
51 ....Human Capital Endowment, Technology
and Foreign Capital
–– Tapomoy Deb

Dear Friends,
With this issue of March 2010, HRD Newsletter
is completing 25 years of its publication. For the
first 15 years it was a quarterly issue and for the
last ten years it has been a monthly publication.
I have been its Publisher since April 2000 though
I had taken over as Honorary Executive Director
from December 1999. This issue of March 2010
will be the last issue that I will be publishing.
I would like to convey my sincere thanks to Prof.
Balaji for being its Editor for the last 10 years,
Mr. Thothatri A. Raman for being its Design
Advisor for the last six years, Mr. Araman Shahi
for being its Proof Reader for the last three years
and Mr. Kanaparthi Leela Prasad garu stand by
proof reader. All of them have done a
commendable job and without their active
support and help, I could not have done my job.
I would also like to thank regular columnists
Dr. Y R K Reddy, Dr. S Chandrasekhar,
Mr. Thothatri A. Raman, Mr. S Deenadayalan and
his team members, Mr. S Girinaryanan,
Mr. Vijayan Pankajakshan, Mr. Ravi Dharmarao
and Col. P Deogirikar whose features made
HRD Newsletter so popular.
I would also like to place a few organizations
namely Monster India, ZCS consulting,
GlobalHunt, Alphastar Tap New Age foundation,
Probe Intelligence Services, Accor Services,
Sodexho India, Dale Carnegie Training, Grid
Consultants, Qualified Learning Systems,
Thomas Assessments, Genius Consultants,
CRISP, OD Consultants and many others who
have patronized the HRD Newsletter mostly
through their advertisements and helped
National HRD Network in one way or the other
during the last 10 years.
I cannot forget the excellent quality printing done
at Kalajyothi Process Pvt. Ltd. and the goodwill I
enjoyed from Mr A. Devender, Mr. A. Bapanna,
Mr. Suresh, Mr. Umashankar, Mr. B. Pulla Reddy,
Mr Satish, Mr. Goli Ramesh, Mr. Bujji Babu, Mr.
Ch. Ramesh, Mr. Shaan, Mr. Radhakrishna and
many other staff members who ensured timely
delivery and meticulous execution for the last
15 years. I also thank Mr. Srinivas, Mr. Chandra
and their team at Sai Bulk Mailing Services who
have done an excellent job for the last ten years.
My association with national HRD Network
began as its Life Member from 1991. I cannot
forget the perseverance and persuasion from
Mr. S V Ramachandra Rao who is instrumental
in me becoming the President of Hyderabad
Chapter in October 1994.
I would like to place on record my sincere
appreciation to my three predecessors at
Hyderabad Chapter namely Mr. V Kantha Rao,
Mr. Rajesh Vidyasagar and Dr. I G Kannan and
my successors as presidents of Hyderabad
Chapter namely Dr. Y R K Reddy,
Mr. Abhiramakrishna, Mr. P R Tripathi,
Mr. M Gopalakrishna who have rendered most
valuable services to the Chapter. I am happy that
the Chapter's current President Mr. S V Nathan
has roped in top notch professionals into
Hyderabad Chapter Committee which is doing
an excellent work under his leadership.
I would like to place on record my sincere thanks
to Padmashree Ramesh Gelli who took the
responsibility of Chairmanship of both the
National Conferences Hyderabad Chapter
hosted in the years 1996 and 2000 and has been
instrumental in attracting the most reputed
speakers from within the country and abroad.
The credit for record surpluses in both the
conferences also goes to him for his personal
efforts in mobilizing sponsorships.
My special thanks to Mr. Srinivasa Rao Appala
and Mr. V Mayan who assisted me ably with their
heart and soul and they were my real strength.
Kudos to their commitment and dedication.
I need to express my gratitude and thanks to all
the members of Hyderabad Chapter and I need
to make a special mention of few names like
Mrs. Bhavani (NSF), Mrs. Geeta Goti,
Mrs. V Venkata Ramani, Mrs. N B Sridevi,
Mrs. P Srilatha, Mr. T Muralidharan,
Mr. M Ramkrishna, Mr. J Ravikanth Reddy,
Dr. Ravi Dasari, Dr. Rajaiah, Mr. Krishnamurthy
Naidu, Mr. Bhaskar Srinivas, Mr Ch Krishna
Kishore, Mr Ch. Mohan Rao, Mr. Madhava Rao,
Mr. P Rangarao, Mr. J Prasad, Mr. S V Srinath,
Mr. Prasannatha Rao, Mr. T Rambabu,
Mr. M Srinivasachary, Mr. Ajay Devaraj, Brig.
Harikumar, Mr Vippin Chandra, Mr. James(NSF),
Mr. Chander (NSF), Mr. Narayana Rao,
Mr. Sankar, Mr. P. Naresh Kumar,
Mr. B. Ramadhar Reddy, Mr. S. Ajay Chandra,
Mr. I Sreedhar Murthy, Mr. Naseeruddin Ahmed,
Mr. Jagannadhacharyulu, Mr. Vijay Vedantam,
Mr. T V Reddy, Mr.V S Sudhakar, Mr. Y Bhaskara
Rao, Dr. Narendranath, Wg. Cdr A. Kamalakar.
Shri J rambabu, IAS and Shri M Veerabhadraiah,
IAS. If I missed any name please forgive me for
my poor memory and nothing else.
I would like to place on record my sincere thanks
to Dr. T V Rao who appointed me as Executive
Director (HQ) in December 1999 in his capacity
as Interim National President. I would like to
thank Dr. Udai Pareek who has always treated
me with so much love and affection. I would also
like to thank Mr. Arvind N. Agrawal, Dr. Santrupt
Misra, Mr. P Dwarakanath, Mr. Aquil Busrai, all
past National Presidents and Mr. N S Rajan
current National President who all have treated
me with all the respect and kindness.
I would also like to thank all the Board Members,
Chapter Presidents and their committees both
past and present, Chapter Coordinators for their
kind cooperation and help over the last 10 years.
I would also like to thank C & K Management
and Globarena Technologies for their valuable
services in running our portal.
I have had the opportunity of visiting almost all
the chapters and I must say I am touched by the
love and affection of the people all over the
country which I will cherish till the end of my
life. While I succeeded in accumulating every
penny for both National Headquarters and
Hyderabad Chapter, my biggest regret has been
my inability to complete the construction of
National Headquarters at Hyderabad and I
blame none except myself for this. I consider
the library at Hyderabad Chapter with 7,000
rarest of rare collections as my best legacy for
HR community to shape the future leaders and
generations.
I wish to thank my mother, my father, my
teachers and my living role model Prof. I V
Chalapathi Rao Garu who are all my inspirational
role models.
I cannot forget my well wishers Mr. Adusumilli
Krishna Murthy Garu, Mr. L Ravichandar,
Mr. Dayakar Reddy, Mr. K Narasimha Raju and
Mr. Ranganayakulu who stood solidly behind me
over all these years and I thank them
wholeheartedly.
Finally, I wish to thank my wife Aruna Kumari,
sons Nagesh and Srinivas, daughter-in-laws
Bhramara and Sudha and grand children Uthej,
Lalitha, Sruthi, Sridula and Sravya for their
constant support, encouragement and help in
the discharge of my duties over all these years.
I thank you all once again for all your cooperation,
goodwill, love and affection that I enjoyed in so
much abundance over the last 16 years.
Satyanarayana Kunamneni
Publisher's Parting Message

N S Rajan
National President
Dear friends,
We, at NHRDN, are in the process of
creating self-reinforcing virtuous cycles
where each new member multiplies the
value and each institutional vehicle
strengthens the openness and knowledge
dissemination possibilities for mutual gain.
Bob Metcafe, renowned for his invention of
Ethernet, proposed the widely acclaimed
Metcalfe's Law, 1980; the value of a network
equals n squared (n x n), where n is the
number of people in the network. Any
increase in the network size has a more than
a proportionate increase in value to each
other. David Putnam, the Harvard political
scientist defines social capital, of the
bonding and/or bridging kind, as the
collective value of social networks and the
inclinations from these networks to do things
for each other, and can be measured by the
extent of trust and reciprocity in a community
between individuals, in both homogeneous
and heterogeneous settings. Knowledge
sharing from interactions rooted in
experiential learning, connecting people in
fast dissolving boundaries, and leading to
actionable outcomes has been at the ethos
of our vision; we believe that every human
being has the potential to do remarkable
things.
We all recognize the import of internet and
its amazing ability to revolutionalize the way
we operate. At NHRDN, we have chosen to
use platforms for grass root action by an
incredible amalgam of experiential insights
and experiences, members connected
through innovative mediums and
interactions enabled by best in class
networking modes into a truly global platform
for collaboration and virtual learning. In a
world of increasing complexity, practicing
managers recognize that analysis needs to
transcend episodic states of understanding
towards periodic reflections and on to a more determinative real time predictive modeling
that enables us to work towards and deliver proactive outcomes. Michael Dertouzos' , director
at MIT's lab and author of What Will Be insight that Information is Action, and urged that we
must view and value information as a verb. When thinking and collaboration are significantly
assisted by computer technology, you have a digital nervous system, noted Bill Gates in his
Business@The Speed of Thought.
We, at NHRDN, have endeavored to create a value proposition, for members, that is not
inhibited by physical boundaries of space and distance. Keeping with the times, the NHRDN
has created a web presence(http://www.nationalhrd.org/) , built on the social networking
platform Web2.0, that provides a rich and engaging virtual connect between all its members.
Our website today allows members to connect; non-members to become part of the network;
provides on line payment gateways; offers nine HR centric communities for rich interaction;
blogs with experiential reflection on all aspects concerning people management; a veritable
gateway for dissemination of knowledge and information. The journey, we believe, has just
begun and the more we reach out to each other by embracing this medium, the greater the
exponential vale we create. Visit it as often as you can, and make it richer by your presence.
President's MessagePresident's Message
Seri- Date NHRD Network WEBINAR Speaker/Presenter
es Theme
1. 09-Apr-09 Managing Turbulent Times - NS Rajan, E&Y
HR Response (Inaugural) Aquil Busrai, IBM India
2. 12-May-09 Compensation as a Strategic Bimal Rath, Nokia
Tool in Talent Management P. Senthil Kumar, Cairn Energy India
3. 26-Jun-09 Employee Engagement in Anand Pillai, HCL Technologies
Today's Business scenario L Selvam George, 5E serpraise
4. 29-Jul-09 Managing Multicultural Issues SY Siddiqui, Maruti Suzuki
in HR Strategy
5. 13-Aug-09 Transforming HR Through Aadesh Goyal, PeopleStrong
Technology Krish Shankar, Bharti Airtel
6. 10-Sep-09 Competency Management in P Dwarakanath, Max India
organizations
7. 08-Oct-09 Managing Next-Gen in your S. Varadarajan, Quatrro BPO
Workforce Solutions
8. 12-Nov-09 Measuring Training Surajit Banerjee, Max Healthcare
Effectiveness and ROI
9. 10-Dec-09 Building the Leadership Prakash V Bhide, J K Organisation
DNA in Organizations
10. 14-Jan-10 Applying Balanced Scorecard Sonali Roychowdhury, P & G
for HR function
11. 11-Feb-10 Proactive Employee Relations Vinay Bassi, Onicra
12. 11-Mar-10 OD for Organizational Success K. Ramkumar, ICICI Bank
(Anniversary)
In line with harnessing the immense power of the internet we had also chosen to experiment
with a live interactive format that can truly dissolve distances between members and provide
for a format where presentations and knowledge sharing could be followed by an interactive
session that provides a clear locus on generating actionable outcomes at your place of
work. Last year, we inaugurated our virtual learning initiatives by launching the first Webinar,
a web-based seminar, connecting people across 14 cities and 3 countries. Over the year
we have had a distinguished list of HR professionals who have volunteered to share their
experiential insights, address specific issues that participants face at the work place and
explore possibilities of resolution. Today, a year down the line, the number of participants
has breached the 500 mark and our webinars are enabling people in many countries, blurring
all distances, to reach out through this medium and interact.
Thomas Friedman celebrated changing paradigms around us by famously declaring that
the world is flat. Consilience, the interconnectedness of sciences, convergence of
technologies, and the amazing spirit of volunteerism displayed by our members together
provide us a compelling range of possibilities that we have consciously chosen to explore
and embrace. Ever onwards !

Editorial
- C Balaji
Editorial to write, seeking missing details, asking
for their photographs and so on. He has
taken the brunt of complaints from and
anger of those whose articles got
rejected. And he took these
unflinchingly.
Mr. Satyanarayana has been
instrumental in making sure that the
Newsletter is financially sustainable
through raising sponsorships,
advertisements, subscriptions, reducing
the mailing and printing costs, on-line
versions etc. Without these, the
Newsletter would not have been left in
a huge quandary.
He has had to put in an unbelievably
huge amount of his sheer physical effort
and time for every issue. He has done
this without exception for every issue
during the whole of 10 long years.
Working on the manuscripts, late and
long hours at the press…the list could
be endless. Every one of us - younger
to him as well as elder to him - have a
very lasting lesson to learn from this.
A couple of years ago I requested him
to send me copies of the editorials I have
written. I was completely stunned to
receive every one of them, not one
missed - in soft- or hard-copy. Such is
the meticulous way in which he
preserves the back issues. That can
only result from his unquestionable
belief that knowledge is valuable long
into the future too. And, of course, his
This March 2010 issue is the last one in the
Silver Jubilee volume of the HRD
Newsletter. We hope you found every issue
of value. In particular we hope that you loved
all those articles from yesteryears that we
carried in each issue of this volume of the
Newsletter. For some of you, reading those
articles may have brought nostalgic
memories. This volume also saw the number
of articles - original ones at that - go up
significantly. The idea for the Silver Jubilee
volume came from none other than the
formidable man - Mr. Satyanarayana.
Thanks to him for that; and to everyone who
supported this initiative.
This is also an occasion to thank Mr.
Satyanarayana for his tremendous
contributions to the Newsletter for a full
decade (from April 2000!) The occasion is
that he is laying down his office as the
Publisher of the Newsletter after the current
issue. Many readers may not know the value
of what he brought forth. It is only proper to
acknowledge him for all those.
Mr. Satyanarayana has ensured that
every issue comes out without fail - and
that is some achievement, given that
there are periodicals which struggle! Not
only that, he has been at untiring and
back-breaking work to have every issue
come on time. He has taken enormous
pains to generate articles. Without this
effort from him, we would have had a
poverty of articles. He has also been in
constant touch with authors for various
matters, ranging from requesting them
undiluted passion for the power of the
Newsletter. A lesson related to
Knowledge Management here, readers!
I searched a lot for that one word that
can capture my personal experience of
him. And I got that - grace! Thank you,
sir, for your grace.
This will also be the last issue of the
Newsletter with me as the Editor. Here's
wishing the new editorial team a wonderful
future with the Newsletter!
I thank each and every one of you who have
contributed in myriad ways for the
Newsletter to become what it has. I may
have offended some of you during this stint:
I request you to kindly forgive me for that.

experiences in HRD” coordinated by me and
Dr Pereira the HRD Network was conceived.
In the concluding session I raised the issue
that we have learnt a lot from each other
but should we learn only when XLRI or IIMs
organize such seminars? How do we
continue to learn from each other? Should
such learning be limited to such once in a
while events or can this be made
continuous? The response was that we
should learn independent of such seminars
and should learn in each city from each
other. Then the question came how do we
This is how National HRD Network
took its Birth
– Dr. T V Rao
promote such leaning? Should we not have
a association or a body and a few lead
persons to take initiative and continue this.
Prof. Rajan Gupta at that time with Jyoti’s
suggested the term “Network” to symbolise
the body. The Network was conceived on
March 2nd at around 3.00 pm. Now the
Internet is the best of all networks. I thank
you for the great service you have rendered
to NHRDN in various capacities. I wish you
all good health and happy life and many
more good causes to serve. Warm
Regards, T V Rao.
The Notional Seminar where NHRDN was
conceived was held from February 27 to
March 2, 1985. It was on the afternoon of
March 2nd in the concluding session of the
seminar by XLRI and L&T on “Recent

– Col. P Deogirikar
Full name:
Forget it! I am from the south and if I
write my FULL name, you would be
tired of reading. Bond, James Bond,
heard it once and fainted!
Sex:
Is it fair for you to ask me such ‘intimate’
question at this age? And ‘stage’?
Desired position:
On ground floor. I can’t climb the stairs
and I am afraid of the elevator.
Desired salary:
Anything you deem fit for my nine
children, 15 grandchildren and six
great-grand children.
Education:
I have. Lord Macaulay’s education from
the English empire time.
Last position held:
Great grand paa.
Previous salary:
Don’t remember now. All I know
that it would always be over by the first
week.
Most notable achievement:
After 50 years of married life, I still
remember my wife’s name!
Reason for leaving:
You would have guessed by now - my
frank humour!
Great Grand PAA!
The other day my e-mail account had an interesting mail. It described the humourous way an
old man of 75 filled up a recruitment application form at Wall-Mart and, the best part, was
hired for his stark humour. My HR (Humour Rationale) made me fill up the form from an old
Indian’s perspective. It would have been better if both, the applications from American and
the Indian old man, could have been placed together but the space constraints do not permit.
So, here is the Indian version, a 75 year old applying in an Indian retail store.
Lt. Col. (Dr.) P. Deogirikar (Retd.) is Vice President (HR) with Ruchi Group, Indore. E-Mail: pramoddeogirikar@gmail.com
Hours available to work:
Hours are too large. Shall we bargain
on minutes?
Preferred hours:
Whenever I wake up.
Do you have any special skills? :
Again the wrong question. I have many
special skills. You should be asking how
many, if any, have I retained.
May we contact your current
employer? :
I don’t have any current employer (or
voltage employer either). And I would
strongly recommend you not to contact
my last employer. I have suffered with
him for 23 days and you can’t stand him
for 5 minutes, mark my words!
Do you have any physical conditions
that would prohibit you from lifting
up to 20 lbs? :
Come on, I was about to ask whether
you can provide someone to lift my
briefcase daily!!
Do you have a car? :
You got to be kidding. I am ‘bekar’ - the
reason for my asking for a job - how
can I have a car? Yes, if the question
is asked to consider providing me with
a car, you are more than welcome. A
driver accompanying would be nice.
Have you received any special
awards or recognition? :
I always got full marks for cleanliness
in all written exams. In fact, those were
the only marks I got.
Do you smoke? :
I am not sure but my wife says that
smoke comes out of my ears when I
get angry which is quite frequent.
What would you like to be doing in
five years? :
Take over your chair in a bloodless
coup!
Nearest relative:
43 miles away but he would disown me.
Do you certify that above is true and
complete to the best of your
knowledge? :
I will certify anything only after I get a
gazetted rank.
As I wrote in the beginning, the
American was hired. I would love to
have an Indian retail shop employer
put his/her hand up and hire this 75
year old man.
Best wishes to him/her!
Yes, I can handle computers...

Zero to Heroes- Series 21
Affectionately called Sam or Sam Singh or
Uncle Sam, and not a Zero in the sense of
the articles so far written. He is a feudal land
lord, Engineer, Spent Most of his life in US,
Virender (Sam) Singh, a retired head of
DuPont South Asia. Sam grew up in
Anoopshaire in Uttar Pradesh; although he
left many years ago, he moved back in 1999
to use his success for the benefit of the
people he left behind.
Sam knew that to break the cycle of poverty,
he had to first focus on improving the quality
of life for the weakest members of this
society: rural female children. Since they're
often neglected and uneducated, they're
forever dependent on male family members
for their livelihood.
Though NRI, he chose not to enjoy his
palatial house in New York, but to start an
NGO called PPES
The world, and people who worked with him
including the author, did not understand -
and thought, it is a gimmick. A person
staying in 5 star environment for nearly 40
years, with Feudal DNA and starting a NGO
for rural Indian girls, that too in a place like
Annopshaire surrounded by few rich land
lords, mafias, crime, and poverty in plenty.
When Sam invited the author to visit his
initiative a decade ago, author chose the
convenient route of saying "will do so soon".
And after a decade, I regret - the delay and
may be at sixty my wisdom will enhance
more now.
I stayed with Sam in the month of Feb 2010,
for Four days in the village, travelled with
him and understood the challenges he faced
- and sure he would not have faced this all
this till his 60th year and in the last 10 years,
he is unbelievably the CHANGE . He is
convinced that he will transform the society
and sure he will - if one sees what he has
done amidst opposition from his own family,
friends, community and the proof of the
pudding is in visiting and experiencing it that
writing or reading an article on Pardada
Pardadi. Some villages I went with him were
literally in filth and children playing with pigs,
– S. Deenadayalan
flies around them and still sleep and mothers
in Delhi doing business and fathers merrily
drunk and Sam is comfortable walking into
every house hold and I felt like vomiting once
or twice. How distanced from reality.
The Origin
Since 2000, Pardada Pardadi Educational
Society has been improving the lives of girls
in rural India. Its mission is to uplift and
empower girls from the poorest sections of
society by providing free education and
vocational training -- creating a new
generation of self-reliant and educated girls
who will break the cycle of poverty in the
region. His stint in Chennai helped him to
identify people with Missionary zeal, who
unquestioningly accompanied him to
unknown destination - and two of them are
still with Sam and they are part of the Origin.
Shanti is like a mother mentor to all the
school girls. She is from Ooty. Before joining
the school she was working in the
Missionary in Ooty. Despite being an
outsider, she has earned a great respect
from the local community and good grasp
on the local issues.
Jose from Kerela is also the first one to have
joined PPES. When he came, current site
of the school was an absolute Jungle. It took
lot of effort to convince the local community
to send their daughters to the school. He is
with heart of gold, who finds it extremely
difficult to take action against the girls. He is
one of very strong supporters of PPES
philosophy.
Renuka a social work professional has been
working with PPES for more than six years
now. She is a development practionary. Like
Sam PPES has become a mission for her
and to quote her.
"I am always dreaming of the future when
PPES graduates will be the Panchayat
heads" They will be change agents working
for the intellectual and physical development
of their area. I dream of Anoopshaire being
the one the models of rural development. I
know that only when you dream can they
become a reality. Graduates of PPES will
make these dream a reality. Many of the
graduates of PPES have already started
Mr. S. Deenadayalan, Architect - Organizational Capability Centre for Excellence in Organization, Bangalore.
E-mail: deen@exploreceo.com
impacting the community through their
examples" a long journey from the Origin.
Pulitzer Prize winning Photo changes
Sam's destiny.
Those who know the life history of famous
photographer Kevin Carter, who won the
prize for shooting the near death of child
before the waiting eagle because of the
Sudan Famine, would well understand the
agony of Indians - when a similar photo was
published about Indians sharing food with
dogs, pigs, birds near a dust bin. The Indian
in Sam, though an American by nurture and
legal entity, did not choose the extreme route
of Kevin Carter who after winning the prize,
out of guilt committed suicide. Sam, vowed,
he will change the scene in his birth place
and felt that every NRI, every well meaning
Indian, owe this to their birth place. Pardada
Pardadi translates directly into English as
"great-grandparents". The term is used as
an analogy to the ancient Indian wisdom that
knowledge and education from your family
contributes to the full blossoming of an
individual. If your birth is worth, follow the
wisdom of your grandparents as well as do
something to your native place and then
expand the circle of influence. Sam -
become more determined, whenever media
in US, portrayed India, in a negative
propaganda.
Family Opposes
Coming from a Jat family, wealth and
arrogance, his family ridiculed him and
slowly he won most of them, and his aged
elder sister is today, one of the great change
makers though occasionally the feudalism
in her shows up. Sam is relentless in
influencing the family as he is in the village
and both are the most difficult thing than
doing a change management program, by
HR fraternity to the educated managerial
tribe. It is not seen criminal as they are
embedded in the Hindu Karmic thought of
destiny by birth and not worth. Hence
attempts to make them worthy were never
seen as a necessity.
Motto
"The future mother should be socially and
economically Independent" and what a
Corporate Head to Community Change Maker
- An Indian Pride

power behind this can be seen only when
you interview a girl who has gone through
the program.
The lack of toilets - denying girls privacy and
safety, poverty and the view of the girl child
as an economic burden are three reasons
why many girls don't go to school in rural
India. Anoopshaire in the Bulandshahr
district of Uttar Pradesh is a place where
the women's literacy rate is 43 %, well below
the national average of 53.7%.
Poverty anywhere is a threat to prosperity
everywhere is an "ILO talking slogan" and
the walking path way laid by Sam is
1. Girl who attends his innovative
academic cum vocational schools will get
to 10 to 25 rupees per day of attendance -
but in a fixed deposit form
2. Free cycle or commutation by bus
3. Free Lunch
4. Free books and uniforms with shoes,
sweater and hygienic environment
5. No summer holidays, as child will
become labor back in the community plus
protection against violence inside and
outside the house. Girl child is more
vulnerable and hence the school is
exclusively for girls - and may be a boys
school will follow
6. Enabled empowerment so that when
she attains 21 or Marriage after 18,
(whichever is earlier) the money earned with
interest will reach her.
7. Admission starts from the age of 5 and
girls in the age group of 8 to 14 or main
streamed depending on learnabiity to the
regular school syllabus of UP Board plus
taught vocational skills.
8. If a girl is enrolled for three years, the
school funds the construction of a toilet in
her family home. With a few resources, in a
strongly patriarchal society in rural Uttar
Pradesh, the only way to bring about social
change is to think different. The school
started with forty three students in 2000 and
has thousand two hundred girl students
enrolled today.
Sam - Joy Unlimited - when empowered girls
enjoy their hygienic and nutritious lunch and
their home is happier.
Some Alumni of the school are teachers not
only in PPES School, but in the local
schools, some are working in Accounts with
Tally flair, some are working in
Administration and the computer lab soon
might become a Rural BPO. Yes even the
first standard kid knows to operate a
computer.
Sam's aim is to provide free schooling for at
least to one daughter from each of the
50,000 families in the region. Yet, it is no
mean task to convince parents to entrust
their daughters to the promise of an
education - something that is an
undervalued asset in girls. Some families
have sent all their daughters. There is the
motivation for constant innovation. An
example is how school girls as part of their
regular vocational training manufacture
sanitary pads and move out of rags. The
onset of puberty is a major reason why girls
drop out of school apart from the other
reasons that the school has already
targeted.
"I am the Change"
SAM'S greatest challenge is absenteeism
and when he started the school, it was 85%
girls dropping out. . Now drop out has come
to 25% - and only those who can visit the
villages can understand the challenge - and
the HR managers, who handle Industrial
absentees, can learn a lesson from Sam,
as he created a very innovative movement
called "I am the Change"
Students of VIII STD with dynamism and
initiative are chosen to lead "I am the
Change movement" and their job is to go
house to house - and convince the parents
to send the children to schools. This
movement is a daily affair and these girls
are on duty for six months and the academic
class loss is compensated by special
coaching - and here the real seed of
leadership is sown. What an innovation?
And Industries which have high absenteeism
can create peer counselors and is worth
giving them training in counseling than HR
sending charge sheets? Even with this
absenteeism, he has 1200 girls. A decade
of struggle is invisible. Many girls have
deposits worth more than 25,000 in their
names and when they get married after 18,
it is important money to put pressure on
creating enterprise than spend.
An institution like this creates ambition and
possibilities and yet does not function
without challenges. When they started, for
instance, the fathers of many girls would sell
the uniforms and text books or cycles as
soon as the girls got them. Sam does not
blame the fathers - for that money is Princely
and yet built pressures through awareness.
Yet it is unrealistic to reject the social milieu
of the students while conceptualizing a
relevant education system that is value
based, socially empowering and marketable.
Girls don't want to get married before they
finish school and often find their grooms
under qualified. Reasons to not educate girls
keep cropping up and Pardada Pardadi has
to keep fighting them. Mr. Singh now hopes
to open a similar school for boys so that they
will be as qualified and eligible grooms for
the empowered girls. What a change?
Zeroines to Heroines.
The English of the sub heading may be
wrong but one should understand the
ground reality
Mal nutrition in view of limited access to
healthy and hygienic food,
Prevalence of violence inside and
outside the home
Lack of understanding of the value of
educating girls
Resistance to sending girls to school
Early Marriage: Many girls in
Anoopshaire enter into arranged marriages
between the ages of 13 and 14.
Incest
Parental care and ambition
Men survive on women working and
mostly alcoholic ( at least the villages the
author went around)
PPES is facilitating the creation of a society
in which women have an equal share in the
continual growth of their country. How? By
providing an education that allows women
to become economic and socially
enlightened. This creates a society in which
all children will have an opportunity to grow
to their fullest potential.
Gender Empowerment also enables them
to search for the right groom, a new
challenge that has cropped up. Aarathi,
whom we met, chose to marry a driver with
the help of PPES and plans to do a career
in Nursing while many others want to migrate
and take better roles. Sam's model is
scalable, sustainable, and replicable while
many critics may keep debating for ages if
our birth is worth, it is doable in the places
we were born or we live?

These girls are the real heroines - may not
be in Bollyhood. I happened to meet them
in groups and understand their career
ambitions. Some want to set up their own
enterprise or teach (most preferred) or take
up Nursing or become technicians and some
want to become well informed tourist guide
and chauffer for the elitist business class.
Confidence is evident - English speaking is
a matter of time and their native intelligence
is great.
BLENDING ACADEMICS AND
VOCATIONAL STREAM
The school caters to Academic excellence
with modern teaching for half a day and then
works on the empowering process through
vocational stream. They clean their toilets,
cook their food, keep the premises clean and
when we meet them back in the villages,
sometimes we feel shattered for they live
exactly the opposite. As, half their time is
spent in vocational courses such as textile
designing, embroidery and the products they
make are sold to raise funds.
But intrinsic worth is seen when we visit them
- for a revolution has begun in each of their
families and parents acknowledge and soon
in the community... In the next 20 Years
Annopshaire will be telling the world, "I am
the Change" and many will do research and
publish books. Can HR fraternity pick up this
model and do something with their grass root
teams if not birth place? (Preethi is the third
girl in the centre from Left.
Rags to Pads, Fashion accessories are
some movements that have been seeded
for revenue earning as well as to spread
hygiene. The former is now a reality at least
with the girls studying in the schools where
they used pads instead of rags during the
menstrual cycle and are being manufactured
by them in the school premises and their
mothers and sisters will soon get sensitized.
Glad now the Government of India is
creating a movement around this as
announced in the policy note in this month
by the Health Minister.
DuPont India is supporting this initiative. In
collaboration with Institute of Fashion some
excellent quilts, interior décor materials are
being created by these girls and are getting
marketed in India and soon abroad and they
are some small steps. Scaling up is the next
dream and NTTF a technical training
Institution has come forward to support and
so to many other corporate and volunteers.
Many Organizations have partnered with this
noble initiative like, AIESEC, Ankur, Axis
Bank, Bharti Foundation, CareerBuilder
India, Connect for Change, Dawat Basmati
Rice, Desmania Design, Digantar, DLF
Foundation, DuPont India, Edelman,
Encore, Ernst & Young, Ford Foundation,
Hitek Peripherals Pvt. Ltd., IDiscoveri,
MCKS Food for Hungry Foundation, Mr.
Shiv Nadar of HCL, Pakhar Foundation,
Pravah, Prudential India Pvt. Ltd., Rotary
Foundation, S M Sehgal Foundation, Sahara
means Support, Sri Aurobindo Educational
Society, Tapi Trust, ,Xerox India, Youth
Reach and many well meaning individuals.
HR Managers- You can make a difference
A visit to this School IS a MUST TO
UNDERSTAND HOW HR CAN BE
PRACTICED UNIQUELY AND
DIFFERENTLY. Native intelligence is
tapped ,Potential harnessed , future shaped
and we can just pick a few lessons manage
the workforce in our organizations as well
as the managers as everything is unique,
untested, innovative and the harmony and
tranquility is what we can do a CUT AND
PASTE.
You can create a sabbatical for your
managers to do a project and help in
marketing, supply chain and if not anything
else, they will come back as better INDIANS.
We Visited after a decade of SAM starting
PPSE and realize how much we have lost,
but never late, as I have gained more now.
For More details mail to "Virendra Singh"
<vsingh00@hotmail.com>, "Renuka Gupta"
<renuka@pardadapardadi.org>, or visit
www.education4change.org
www.pardada-pardadi.blogspot.com
h t t p : / / w w w . y o u t u b e . c o m /
watch?v=ArVz5lM5vQY H
Management by Suggestion
– Ratnakar Misra
Mr. Ratnakar Misra is Vice President, Patna Chapter of Natioanla HRD Network. E-Mail: ratnakar.misra@gmail.com
The “Objectives”
are clear; the
plan now has to
be implemented.
You have a team,
may be workers,
s u p e r v i s o r s ,
managers or
HOD’s. They
may be inherited or selected, but it will
contain all the types, the “no” people, the
lazy, know all’s, the very busy, the well
connected, etc. It is always be there, and
they have their uses, eg. the lazy will find
an easy way of doing it. You may know all
the solutions or you have to get the help of
others. What is now needed is details,
commitment, involvement by the team and
corners and edges smoothened, finishing
touches provided.
There are many ways suggested by experts
for involving and developing teamwork, not
many are successful in India. Most remain
on paper. Work culture is one of our
problems and it cannot be xeroxed.
One very good manager, expert in getting
things done, uses a system which may be
called “Management by Suggestion”.
Basically it means getting the required
suggestion from the team. This involves
them and then the work goes on smoothly.
I was curious. Suggestion schemes,
suggestion boxes as such rarely work. It is
put there as top management wants it but is
never sold to the concerned people. Good
people will not give suggestions as they
feel that their expertise will get diluted.
His system is simple. Once a project is
conceptualized, he talks to his team,
without telling them everything,
individually, or in two’s and three’s,
informally, over lunch, coffee or even in a
party. Informal situations are conducive to
looking at things with imagination and
solving problems. Gradually it takes shape;
the ideas solidify, and start to look
workable. Now, a meeting is called where
all are present, project announced,
suggestions invited. Most have already
been discussed, all feel important for
having been consulted. The plan gets
finalized with the help of all concerned. And
every one will put in their best. H

INTERVIEW WITH Dr.MARSHALL
GOLDSMITH
As my cab stops in front of the hotel Trident
( erstwhile Oberoi Towers ) the Arabian Sea
looks black and gray and the sky is little
cloudy. It looks as if it may rain. Trident
reminds me of the terrorist attack of 26/11
where this hotel was a victim and a witness
to that tragedy." Good Morning!" The
security guard at the gate brings me back to
the present. The young lady at the reception
wishes me with both the hands folded in a
typical Indian way.
It is 6.00 am. I sit in the lobby waiting for Dr.
Marshall Goldsmith the top most executive
coach in the world. My appointment with him
is at 6.30am. There are people going for the
morning walk on the Marine Drive. Some of
them look thoughtful. May be they are
thinking about the delayed monsoon . The
lobby of the Trident is as majestic as it was.
There is a soothing music being played in
the lobby and the a fragrance which fills the
place completely.
'Good Morning'! Marshall comes out of the
elevator exactly at 6.30 am. gives a genuine
smile and bends forward as he shakes my
hand. He looks very fresh and charged up!
As we both move to the "Verandah" for an
early breakfast, it is difficult to believe that
the leading coach in the world who coaches
the top CEOs of the world could be so simple
and unassuming. Marshall makes me
comfortable and as we both are having
coffee, I start interacting with him.
MR (MAKARAND REGE) : Marshall, thanks
a lot for your time. How did you get into
coaching?
MG (Dr. MARSHALL GOLDDMITH) : The
way I got into business was largely
accidental. I worked with a very famous
Interview with
Dr. Marshall Goldsmith
person, Paul Hersey.. He gave me an
opportunity. I learned what he did. I was a
college professor, and he offered me a job
making 1000 USD a day. I was making
15,000 USD a year at that time. Because
he was double booked, he asked if I wanted
to deliver a session in executive education
for a very large corporation and I said "Sign
me up". I did the session. It was extremely
successful. And that is how I got into
executive education business. So in that
sense it was very accidental.
How I got into the coaching business was
also accidental. I was working with a CEO.
He said, "We have this young guy who is
smart, dedicated, hardworking, driven to
achieve, entrepreneurial, gets results,
stubborn opinionated, and all that. It would
be worth a fortune to us to turn the guy
around. Do you think you could help us?" I
said "Sign me up" He said "I don't think it
would work." Then I came up with my idea
and I said "I will work with him for a year. If
he gets better, pay me. If he does not get
better it is free. "He said, "Sold ! " That is
how I got into coaching. Both of those were
reasonably accidental. (*Dr. Paul Hersey is
a recognized authority on training and
development in leadership, management,
and selling and is best known for his work
regarding situational leadership.)
MR : What type of coaching do you do?
Please explain behavioral coaching.
MG : There are several different types of
coaching. We only do behavioural coaching
for successful executives not strategic
coaching, life planning or organizational
change coaching. We only focus on
changing leadership behaviour. If our clients
have other needs, we refer them to other
coaches.
We first get an agreement with our coaching
clients and their managers on two key
variables.
1) What are the key behaviours that will
make the biggest positive change in
increased leadership effectiveness and
2) Who are the key stakeholders who can
determine (six to eighteen months later) if
this change has occurred.
Mr. Makarand Rege is CEO & Executive Coach, Siddhartha Learning Systems, Mumbai.E-Mail: sidlearn@gmail.com
We then get paid only after our coaching
clients have achieved a positive change in
key leadership behaviour as determined by
stakeholders.
People often ask, can executives change
"their behaviour?" The answer is definitely
yes. If they did not change, we could never
get paid (and we almost always get paid) At
the top of major organizations even a small
positive change in behaviour can have a big
impact. From an organizational perspective
the fact that the executive is trying to change
anything (and is being a role model for
personal development) may be even more
important than what the executive is trying
to change, one key message that I have
given every CEO that I coach is "to help
others develop start with yourself ."
MR : Please explain feedforward process.
MG : Providing feedback has long been
considered to be an essential skill for
leaders. As they strive to achieve the goals
of the organization, employees need to know
how they are doing. They need to know if
their performance is in line with what their
leaders expect. They need to learn what they
have done well and what they need to
change. Traditionally this information has
been communicated in the form of
"downward feedback" from leaders to their
employees. Just as employees need
feedback from leaders, leaders can benefit
from feedback from their employees.
Interview by Mr. Makarand Rege

Employees can provide useful input on the
effectiveness of procedures and processes
as well as input to managers on their
effective leadership. This "upward feedback
has become increasingly common with the
advent of 360 degree multirater
assessments".
But there is a fundamental problem with all
types of feedback. It focuses on the past,
on what has already occurred - not on the
infinite variety of opportunities that can
happen in the future. As such, feedback can
be limited and static as opposed to
expansive and dynamic.
Over the past several years, I have observed
more than ten thousand leaders as they
participated in a fascinating experiential
exercise. In the exercise, each participant
is each asked to provide feedforword that
is, to give someone else suggestions for
future and help as much as they can. In the
second role, they are asked to accept
feedforward - that is to listen to the
suggestions for the future and learn as much
as they can. The exercise typically lasts for
10 - 15 minutes, and the average participant
has 6 - 7 dialogue sessions. Feedfoward
helps people envision and focus on a
positive future not a failed past. By giving
ideas on how they can be even more
successful we can increase their chances
of achieving success in future.
MR : Have you done any research that has
documented how leaders can change
behaviour?
MG : We reviewed leadership development
programme in eight major corporations.
Although all eight companies had the same
overarching goals - to determine the desired
behaviors for leaders in their organizations
and to help leaders increase their
effectiveness by better aligning actual
practices with these desired behaviors, they
used different leadership development
methodologies : offsite training versus onsite
coaching, short duration versus long
duration, internal coaches versus external
coaches and traditional classroom based
training versus on the job interaction.
Rather than just evaluating "participant
happiness" at the end of the programme
each of the eight companies measured the
participant's perceived increase in
leadership effectiveness over time.
"Increased effectiveness" was not
determined by the participants; it was
assessed by preselected coworkers and
stakeholders.
Time and again, one variable emerged as
central to the achievement to positive long
term change: The participant's on going
interaction and follow up with colleagues.
Leaders who discussed their improvement
priorities with their coworkers and then
regularly followed up with these coworkers
showed striking improvement.
Leaders who did not have on going dialogue
with colleagues showed improvement that
barely exceeded random chance. This was
true whether the leader had an external
coach, an internal coach or no coach. It was
also true whether the participants went to a
training programme for five days, went for
one day or did not attend training programme
at all.
The development of leaders, we have
concluded, is a contact sport.
MR : What is your experience of working in
India.
MG : During my trip to India; I had the
opportunity to work with many dedicated
professionals at the Indian School of
Business (ISB) in Hyderabad.
I love teaching in India. Every participant in
my programme was eager to learn. Their is
nothing that a teacher loves more than
dedicated students who want to learn. I was
amazed at the sincerity and interest shown
by participants in my course. There was
absolutely none of the cynicism or
skepticism I sometimes encounter in the
U.S. or Western Europe. As a rule, people
in India have a deep respect for education
and for educators. At the end of the two days
I was given a lovely card with a personal
thank you note from each participant. I was
very moved by their gratitude.
The world has changed a lot in the past few
years. In the past brilliant students like the
ones I met at ISB, all dreamed of going to
America or Europe, for a quality education.
Now they can get a quality education in
India. In the past, brilliant young students
all planned on leaving India to get great jobs.
Now they can get great jobs in India.
MR : Do you have any advice for young
people in the current scenario?
MG : My advice to young people who are
just entering working is simple;
It is tough out there, and it is only going
to get tougher.
Forget about security.
Like it or not, even if you start out with a
large corporation, you are going to be
an entrepreneur.
Make peace with reality and your life is
going to be a lot better.
In an era of uncertainly, nothing can be taken
for granted. Young people are going to have
to develop skills and talents that make them
globally competitive. And they are going to
need to keep upgrading and changing their
skills and talents to fit the needs of an ever
changing market place. My final advice.
Forget about taking a year off.
Don't spend your adult years "Finding
yourself"
Unless you are rich, don't buy the flat
screen T.V. When you are poor, live life
as a poor person, don't try to live like a
rich person.
And like any great entrepreneur, invest
your time and money in your future.
MR : You are a Buddhist, how Buddhism
has influenced your work?
MG : You see, my approach is really more
Eastern than Western. 'The Western
approach would be more of a therapy type
approach, focused on the past, where I sit
there and analyse your behaviour, why you
are the way you are. My Buddhist philosophy
can be summarized in there simple words
"Be happy now," in my mind, this is heaven,
this is hell and this is Nirvana, it is not, "out
there". It is "in here". The great Western
disease is "I will be happy when ……… this
is fueled by our prevailing art form the
commercial. The commercial says "You are
Unhappy. You spend money. You become
happy!" I don't believe that anyone can
become happy by having more. I also don't
believe that anyone can become happy by
having less. We can only find happiness and
satisfaction with what we have. Life is good
when we make it good. I also sign my emails
this way to remind myself (and hopefully to
help others).
My coaching philosophy is based upon
Buddhist principles. I believe that we have
no "fixed identity" but instead we are ever
changing. My coaching approach involves
helping people let go of the past and focus
on becoming what they want to become. I
pioneered the concept called feedforward
which is the essence of my coaching
philosophy.
My understanding of Buddhism is Buddha
suggested that each of us test ideas and
only use the ideas that work for us (including
his own ideas). In my coaching I ask
executives to get ideas from many sources
and use only the ideas that work for them. I
don't try to "convince" or "make" my clients
do anything.
As Buddha suggested we can share our
ideas and let them be helpful to those who
are open to hearing us. By letting others "do
only what works for you" we can let their
positive experience say far more than our
words.
MR: Marshall, thanks a lot for the interview!
MG: Thank you!
As I say good bye to Marshall and present a
small book on 'Buddha' by Osho, he says
"Thank You I love such books" and he does
Namaste with both his hands folded !
I come out of the hotel; the Marine Drive is
in its true colours with many vehicles plying
on the road. I wave for a cab and now the
sun has started shining as if trying to bathe
the Maximum City in it's glow. As the cab
starts, the Arabian Sea now looks blue and
I wonder how some one like Marshall
Goldsmith can be so down to earth after
reaching those heights!!
Life is Good !! H

Monthly Feature
by GlobalHunt
Contributed By:
Change is an indispensible part of our lives
and is completely unavoidable in today's
business environment. Individuals,
managers and companies always have a
choice, either they can be controlled by and
reactive to changes in their environments
or can be proactive and manage the change
process to maximize benefits, and reduce
negative impacts.
There are four kinds of change in
organisations, process change, system
change, structural change, organisational
change. Whatever the kinds of change that
people encounter, there are certain patterns
of response that occur and re-occur. It is
important that leaders understand some of
these patterns, since they are normal
outcomes of the change process.
Understanding them allows leaders to avoid
over-reacting to the behaviors of people
who, at times, seem to be reacting in
mysterious, non-adaptive ways.
Leaders should anticipate and respond to
employee concerns and feelings, whether
they are expressed in terms of practical
issues, or emotional responses. When
planning for, and anticipating change,
include a detailed reaction analysis. Try to
identify the kinds of reactions and questions
that employees will have, and prepare your
responses. Remember that the success
of any change rests with the ability of the
leaders to address both the emotional
and practical issues in that order.
Effective change management can help you
successfully implement any change
necessary for your future prosperity and
profitability. Here's how you can do it:
Plan and Analyze:
The first and most significant step in effective
change management is planning. Before
communicating to the public, organisations
should always draw a road map. Leaders
must assess the readiness of their
organization to participate in the change.
Mull over few points as what is the level of
trust within organization? Do people feel
generally positive about their work
environment? Do they have a history of open
communication? Do they know about
Mail us at: corporate@globalhunt.in, Visit us at: www.globalhunt.in
financial information? These factors have a
tremendous impact on people's acceptance
of and willingness to change. If firms can
start building this positive and
supportive environment prior to the
change, then they can have a great head
start on the change implementation.
Turn the change vision into an overall plan
and timeline. Gather information about and
determine ways to communicate the
reasons for the changes. Assess each
potential impact to organization processes,
systems, customers and staff and assess
the risks and have a specific improvement
or mitigation plan developed for each risk.
Plan the communication of the change.
People have to understand the context, the
reasons for the change, the plan and the
organization's clear expectations for their
changed roles and responsibilities.
Communicate Effectively:
Communication is the key for effective
change management. Organisations should
communicate consistently, frequently, and
through multiple channels. Communicate all
that is known about the changes, as quickly
as the information is available. Also, provide
significant amounts of time for people to ask
questions, request clarification, and provide
input. It is essential to clearly communicate
the vision, the mission, and the objectives
of the change management effort. Help
people to understand how these changes
will affect them personally because if they
don't help with this process, people will make
up their own stories, usually more negative
than the truth.
Communication cannot be presentation and
should be a conversation. The change
leaders or sponsors need to spend time
conversing one-on-one or in small groups
with the people who are expected to make
the changes. Communicate the reasons for
the changes in such a way that people
understand the context, the purpose, and
the need. Provide answers to questions only
if you know the answer. Leaders destroy
their credibility when they provide incorrect
information or appear to stumble or back-
peddle, when providing an answer. It is
much better to say you don't know and that
you will try to find out. Communication
should be proactive. If the rumor mill is
already in action, then it means that an
organization has waited too long to
communicate. And lastly, provide
opportunities for people to network with each
other, both formally and informally, to share
ideas about change and change
management.
Change is about perception and learning
and people respond more to influence from
effective change leaders rather than control
from good managers. GlobalHunt suggests
that for effective change to occur there has
to be a combination of appropriate dialogue,
consultation and empowerment which leads
to the right action. Change cannot be easily
imposed upon people, and that each
individual has to learn how to lead him /her
self and others through the change.
Organisational Transistion
H

Lead Feature
The Discipline of Empowerment
The 21st Century Corporations will find it
hard to survive, let alone flourish unless they
get better work from their employees. This
does not necessarily mean harder work or
more and extra work. What it does
necessarily mean are employees who learn
to take active responsibility for their work
behavior are the one who survive in present
days' business. The rules of managing
human resources and developing the
organization must change because the
game is changed, and if an organization
aspires for fundamental changes, it must first
change its own fundamentals.
Fundamentals, I mean the very fabrics,
approaches and workplace systems that are
adopted in managing and developing the
human resources. Age old traditional
systems like hierarchical reporting, boss
centric leadership, red-tapism, bureaucracy,
closed door approach, single way
communication, confined management
ethos, highly structured organizational
design, authoritarian leadership and the like
are systems which prove to damage the
system than do better. Indeed, listen to the
people in truly great companies talk about
their achievements and you will hear little
about earnings per share and more about
their association with the company. What
makes people to strongly associate with
organization and inturn, how organization
and management makes them to feel like.
Because, the companies that enjoy enduring
success have high value for human
resources and its development, and it is the
human resources that sends the message
to each that management cares and sees
human resources as a valued asset.
Indeed, in pursuit of continued excellence
and the urge to stay top in the business
makes organization adopts various
innovative strategies towards development
and management of human resources. It is
necessary that these strategies match global
standards. Of all areas of functioning in the
organization, human resource development
and management is of utmost important, and
organization placing an increasing
importance to human resources
Demystifying Power of
Empowerment @Work: Building
the 21st Century Workforce
– Dr. M M Bagali
Dr. M M Bagali is Dean, Indian Academy School of Management Studies, Bangalore
E-Mail: sanbag@rediffmail.com;sanbagsanbag@rediffmail.com
development and management reflects the
success for longer span of time. An
innovative company often follows certain
outstanding and path breaking human
resource practices. In this exercise,
empowerment of employees is being
increasingly seen as a winning strategy to
cope with challenges like open market and
the removal of trade and other entry barriers
that industrial houses are witnessing today.
Creating an empowered employee
workplace culture requires systematic
approach. What also matters is when to
empower employees and can culture at
workplace be changed and if at all how.
Empowerment is not only about sharing
responsibilities and delegating power, but it
also includes other systems, practices and
ethos, which form the vital parts of the
empowerment process. Empowerment is
being increasingly seen as strategy to cope
with challenges like liberalization, open
market and the removal of trade and other
entry barriers that industrial houses are
witnessing today. The inclusion of this
strategy is seen as a remedy for high growth
and performance at workplace. The
organizations may become extinct if they
choose to adhere to other strategies where
the management reigns supreme. The
bottom line therefore, in all these efforts is a
strategy on Human resource development
and management. This, if done at various
levels in the organization, would finally
contribute towards the larger goal, that is,
empowerment. Empowering employees is
seen as an answer to organizational survival
and growth.
At this particular time in history, with
thousands of our major organizations facing
global challenges and some even unable to
cope in managing to the extent needed, it is
little wonder that organizational anxiety
about future will be much wide spread in our
country in the days to come. We are put at
end by stating that, "there is nothing Indian
Organizations need more at this moment
than a true R E N A I S S A N C E strategy
towards human resource development and
management at every level". Empowerment
and empowering employees in organization
is the answer. Let's all start spreading this
concept of E M P O W E R M E N T,
wherever it is possible.
Operationally valid Empowerment
Strategy@ workplace
Platform for Empowerment
Be prepared thoroughly to experiment the
distribution of power and delegated
responsibility. A proper grounding is required
and do not hurry. One may start the practice
and may not get the desired results
immediately. Study and understand what
has to be looked into: the system, the
practices, the people or the ethos. Each
stage requires careful study and each step
should be followed by next appropriate step.
Also, look at how much degree each
employee has to be empowered. Further,
there are certain essential ethos's to be seen
and worked out, viz:
Is organization policy apt to practice
empowerment?
Is leadership at all levels visible?
Is employee behavior transparent; and
Do employees accept challenges, and
the like.
First 'No' RULE
The first rule is that there are NO rules while
empowering employees. Don't have any
particular rule to perform an assignment,
work or activity. Promote and allow each
employee to follow his own rules as far as
ethical ways are adopted because each is
different at work. Each is different, each
comes from different culture and each has
different work practices. Employees should
set their own standards. Rules also don't
mean that, one can go out of the boundary.
It does necessarily mean that one should
have the liberty to act independently and
work towards the desired goals.
Accountability
Each employee in the organization should
be made accountable for his or her actions.
Responsibility and accountability are the
sole properties of persons, who have power;
either it is the individual or the group. Since,

empowerment is to invest power in all; no
one should ever be allowed to blame other
individual. Accountability in all the activities
undertaken will develop mature thinking and
responsible behavior. This is crucial for
empowerment to succeed at macro level.
One should not be held accountable;
instead, one should by himself realize his
accountability and responsibility for the
actions and the desired behavior.
Open Door Policy and Transparency
The management should follow the
principles of transparency in all the activities
and functioning. Be open and clean in
approach and follow-up work. Never should
the management create an impression
among the employees that they are
dissatisfied with management behavior,
attitude and the reason being the
conservative approach of management.
Never should employees feel insecure
owing to management behavior and policy.
Their (management) behavior, attitudes,
style of functioning, empathic behavior
towards employee contribution and positive
thinking makes all that difference in the
success of an organization. Dual policy of
saying one and practicing another be
avoided. The creation of friendly atmosphere
by the management through apt actions
signifies how the organization could do in
the days to come.
Ownership Culture
The ownership concept should follow the
rule that each one is an owner and each one
is worth equally in the exercise of running
the organization. Make each feel like an
owner in himself. This could be done through
sharing equal responsibility and authority
among all. While doing so, make your
employees feel like owners and make them
understand and realize the ownership. The
ownership is a psychological feeling, which
creates a personal world in itself. The
concept that 'I' have just come to work
should be removed and the feeling of 'My
Organization' should suffice. They always
need to feel part of the organization and not
mere employees who are paid to perform
the work. With shared responsibility and
authority, one can create the shared
ownership.
Passion for workplace
Passion cannot be instilled or purchased or
can be brought from any place or person.
One, infact, can't transfer passion; instead,
workplace practices should instill passion
towards reaching organization goals. Flat
and circular work structure, timely
recognition for the better work, mutual trust
and reposing faith in a person and assigning
work objectively will create passion. The
management actions should be objectively
executed and all the organization issues
should be objectively dealt. A clean and
ethical practice creates passion.
Management is crucial in creating passion
workforce and this can be done through
clean and professional policies and
practices, per se. Be truthful and
demonstrate it to everyone in the
organization. It is the feeling of employees
that they are 'with' the organization as the
success thumb rule while empowering
employees.
Psychological Empowerment
Empowerment is not just passing the power
to each and everyone in the organization. It
should be felt and realized that the person
really can act and has the power to act. He
should feel the "power sense" - a
psychological state one feels while working.
It is this feeling which makes one to act with
maturity. Instead, just telling a person that
power is transferred could do little good than
given. It is the psychological feeling, which
creates a good workplace and this feeling
amongst all the employees will reflect
positively in the development and growth of
the organization. The power should rather
be felt. Then create such ethos and
governance.
Describe the Autonomy
Liberty is to be felt, rather than given. It is
the psychological feeling one should feel that
he has the autonomy and liberty to perform.
Autonomy in choosing the work,
assignment, production style, and the like
are to be felt by the employees. The feeling
that one has independence and the liberty
in one's area of work will boast the morale
and motivate employees. Autonomy in
choosing the work style, manufacturing the
products, scheduling the work area and
autonomy in deciding the future course of
action will be of prime importance in
empowerment exercise. All the systems and
workplace practices should make one feel
liberated to perform towards corporate
advantage.
Time to empower or not to empower
An initial human resources study needs
careful understanding and analysis of
individuals with respect to:
Who are cut above average at their level
of responsibility?
Does the person have the right technical
/ functional skills?
Is an employee self-disciplined?
Do people like to be empowered?
Do people understand the spirit of power
behind empowerment?
Are people with EGO clash? And
Can an empowered employee be still
further empowered?
These few pre-thinking will lead the exercise
further in right direction because employees
have to work with no supervision; they have
to work with power in hand; and they are
accountable for each action.
Can't empower areas
There are some areas you cannot empower
and empowering employees is restricted.
These areas should be keenly seen and
understood. Otherwise, it is advisable to be
cautious in these fields, for example
employees stating their own wages or scale
to the post; setting the wages of top
management; deciding the time and quantum
of bonus in bad times; deciding the amount
of dividend paid to share-holders; making
downsizing decisions and deciding on the
final employee selections; deciding to work
less than prescribed hours; devoting
organization resources for personal reasons;
spending and planning to spend company
money beyond certain limits, and creating a
threatening 'or else' climate. It is advisable to
be very cautious in these areas or careful
understanding before instituting. H
1. Walk or bike or go by public transport. 2.
Car pooling. 3. Avoid flight travel. 4.
Observe car free day every week. 5. Work
from home 6. Use stairs 7. Have Electricity
free day once a week. 8. Use energy saving
bulbs. 9. Install solar panels at home. 10.
Air dry clothes. 11. Reduce the use of
electric appliances like hair dryers. 12. Buy
local produce. 13. Grow produce at home.
14. Do not use pesticides and herbicides
A Few Small Little Things we can do to Save the Planet:
15. Buy organic foods. 16. Avoid using air
conditioners. 17. Eat only vegetarian food.
18. Avoid using disposable items. 19. Stop
using paper napkins and plates. 20. Use
library instead of buying books. 21. Use cloth
or gunny bags for shopping. 22. Compost
kitchen waste. 23. Use biodegradable
products. 24. Share magazines 25. Reuse
and recycle. 26. Plant trees in neighborhood.
27. Turn off computers while not in use. 28.
Set computers and monitors to turn off
automatically after five or ten minutes. 29.
Reduce use of water as much as possible
30. Take short warm showers. 31. Flush
only half or quarter as needed. 32. Turn
off tap while shaving or brushing. 33.
Capture and store rain water. 34. Pick up
trash while walking/jogging. 35. Educate
myself and others on ecological issues. 36.
Support local environmental organizations.

– K Pandia Rajan
Staffing agencies or temporary work
agencies across the world play a significant
role in helping governments in reducing un-
employment and creating new job
opportunities. The agency worker industry
is a recognised industry in all the major
economies of the world. Approximately 9.5
million agency workers (in full time
equivalents) are employed through 150000
branches of 66000 private employment
agencies in 2007. This accounts for nearly
2.1% of working population in Japan and 2%
in Europe and USA. The number of agency
workers is strongly linked to economic
growth of the country.
Temporary staffing Industry in India can
make a major contribution to the country in
many ways. The industry, once recognised
by the government with restrictions removed
can increase the number of workers many
folds in the organised workforce. Of the total
working population of 400mil in India , only
7% is organised workforce. Increasing the
flow of workers in the organised sector will
vastly improve working conditions.
Staffing agencies act as intermediaries in
labour markets and help reduce both
frictional and long term employment.
Frictional employment is the period of
inactivity /unemployment between the jobs.
Staffing agencies fill this gap through
recruiting workers for short term
assignments until they find permanent
opportunities. Agencies also help workers
who are unemployed to regain confidence,
renew skills and then seek long term
assignments.
Staffing agencies select the workers based
on their skills from a vast pool of available
candidates, and often guide them, coach
them to make them more employable. This
helps the workers in finding newer job
opportunities. The trained and qualified
recruiters employed by the staffing agencies
are experts in match making and have a
thorough understanding of local employer
and candidate database. They do an
excellent job at bridging the demand supply
gap. Not only this, recruiters are also good
at picking up the trends and demand
forecasts for the skills required locally which
help workers to adapt accordingly. Many
large staffing companies worldwide have a
small training component which keeps
workers updated with the skills required for
the next job.
Staffing agencies create jobs that otherwise
would not exist. They provide a stepping
stone function to many people who
otherwise would not have gained meaningful
career experience. Students, for example,
can work part time jobs through staffing
agencies, gaining work experience and at
the same time earning for higher studies.
Today, India has the largest young
workforce, which requires job creation
through a flexible and adaptive way. Staffing
agencies could provide the right solution.
Disadvantaged and old people can re-enter
the workforce and gain experience which
helps them to get next jobs. Free-lancers or
self employed people can choose
assignments through agencies which match
Mr. K Pandia Rajan is Managing Director - Ma Foi Group and Randstad India, Chennai. E-Mail: kpr@mafoi.com
Staffing Agencies can Revolutionise
Job Creation in India
their expectations in terms of high
remuneration and skill sets. For workers of
all categories, motivation to go through
staffing agencies is career related. Workers
gain practical skills and experience which
help them develop professionally enhancing
their employability. Staffing agencies are
organised in way to provide a range of
solutions to workers to meet their personal
constraints and lifestyle choices. Also let's
not forget that part time and temporary jobs
thus created provide employers with much
needed flexibility in managing headcount
especially during economic cycles.
Unlike many western countries and
emerging European economies like
Romania and Poland, India is yet to embrace
the concept of staffing agencies for
temporary workers. Industries' importance
and potential contribution to the economic
growth of the country is yet to be recognised.
There are several unjustified regulatory
restrictions in place which are not conducive
for the growth of staffing industry. There are
distorted views about staffing agencies
within employer community, unions and
policy makers. Only a few hundred thousand
workers are employed through staffing
agencies which is insignificant considering
our vast working population. Amongst BRIC
countries, Brazil is ahead in the game with
significant number of agency workers (6 %)
in agriculture sector. South Africa has 23%
of workers in construction sector employed
through private employment agencies.
Staffing agencies contribute immensely
towards the functioning of an active labour
market and could be the engine for job
creation and economic growth. H
Is it Ethical? by Antu Das. E-mail: das.antu@yahoo.com
Placement consultants sharing information with others is a major concern for job-applicants now a days. The misuse of
resume has become a big issue as those are more often sold to marketing companies. Whether it is recession or not,
consultants' can generate an income from several fronts.
Column

P-C
Test
INTERVENTION
Receiving Applications
Employment
Personal Interview
Final Decision
Reference Checks
Medical Examination
Preliminary Interviews
Selection Tests / Psychometric
Written Examination
Abstract
I was going through an article which is titled
as "Employees leave their bosses but not
organizations". This article is well organized
and clarified readers expectations regarding
the attitude of bosses and their
subordinates. The present article explored
a bit deep to understand why employees
leave organizations and presented a
theoretical base to infer that employees don't
leave their boss but they leave un-aligned
values, beliefs and assumptions (culture) to
their personality.
Key Words: organizational culture, selection,
fit, performance.
You don't have to have been hanging around
the world of hiring too long to have been
exposed to discussions about how well an
individual "fits" in with an organization. If you
think about it, the idea of ensuring a good fit
between a candidate and a job or
organization is pretty much the main idea of
the entire hiring process - Charles Handler
Selecting appropriate person in the job is a
critical function of HR Management. The
diversity of selection approaches and tests
indicate that there is no one perfect way to
select human resources. Experience has
shown that even carefully chosen selection
criteria are still imperfect in predicting
performance and employee commitment.
Hence, the selection techniques and
instruments which are being administered
are not a sure way to predict what a person
can do, that is his ability to perform and to
what extent he or she will persevere to do,
which relates to motivation.
The later is a function of Individual and
Organizational Culture. Let us observe the
following equation.
Performance = f (p, c)
Where p denotes = Personality
C denotes = Organization Culture
Upon careful examination of the above
function we can derive meaningful
assumptions. An individual's performance in
the organization is dependent on the
psychological profile of the individual and the
Cultural Approach to
Selection
– Dr.B.Amaranath, S.Krishnamurthy Naidu
culture which is surrounding him to perform.
So the two independent variables in the
function should not be seen isolated during
selection process whereas, selection tests
should be based on the fit they should
establish between the personality and the
culture. The culture which is expressed here
is a combination of organization and work
culture.
Hence the selection test will be more
effective if the results indicate 'a fit' between
him and the organizational culture. But the
term FIT means different things to different
people. For the purpose of the article fit in
this context is defined as "congruence of
Individual values, beliefs and assumptions
with those of organization". Greater the fit
between P & C, greater the performance and
employee commitment to the organization
This will be understood from the block
diagram.
A typical selection process is as follows
The above process ensures the ability of a
person to do a particular job. But doesn't
ensure desirable performance. Desirable
performance of an employee depends on
the degree of alignment between individual
Values, Beliefs with the group or
Dr.B.Amaranath is Associate Professor, Dept. of management Studies, S V university, Tirupathi. E-Mail: dr.amaranathsvu@gmail.com
S.Krishnamurthy Naidu is Asst., Professor, Dept. of MS, Sri Vasavi Eng.College, Tadepalligudem. Email: murthy.maruti@gmail.com
organizational values and beliefs where he
or she work in.
Person-Culture Fit Assessment
Step 1:
HRM should diagnose organizational culture
and make a note of important dimensions
Step 2:
During selection process, HRM should
assess personality characteristics of a
candidate
Step 3:
Test the degree of fit between the
individuals' personality and organizational
culture
Step 4:
Prioritize the selection decision basing on
the P-C test results.
Conclusion
The article offers a selection model for
effective employee selection. Even though
psychometric tests are administered on the
candidates, most of such tests are not
measuring employee in terms of
organizational fitness. Such tests are
predominantly assessing the employee
fitness to their domain job only. This process
may yield shorter gains but ignores long term
interests of the organizations. We may find
potential employees or high performing
employees in the organization but not
suitable employees for organizational
commitment.
References:
P.Subba Rao, Essentials of Human
Resources Management, Himalaya
Publishers, Page No. 160.
Heinz Weihrich, Mark Vcannice, and Harold
Koontz, Management : A Global and
Entrepreneurial Perspective, TATA Mc
Graw-Hill Page No.261-262
Mirza S Saiyadain Organizational
Behaviour, TATA Mc Graw-Hill page No -
256-257 H

– Prof. Kavita Sharma
According to Oxford Dictionary, Generation
Gap is a difference in attitudes between
people of different generations. In the
current global scenario, a common feature
in every organization is the existence of a
workforce, comprising of different
generations which differ both in their
knowledge and experience. The younger
generation is more tech savvy and old
people can always learn something from
them. On the other side, older ones have
seen life and have deep knowledge of the
business, which is something they need to
share with the younger ones. Everything is
a matter of continuous learning and whoever
refuses to learn will be left behind, no matter
what age group he/she belongs to. In today's
complex business environment, it is very
necessary to segment the employee base
into homogenous groups so as to provide
them with a more effective and targeted
employement experience.
Coping with generation GAP:
Youngsters are comfortable with web
based social
n e t w o r k i n g ,
while the older
g e n e r a t i o n
prefers face to
face interaction;
an ideal communication strategy
should incorporate the needs of both.
Although both the groups have totally
different ways of thinking, working and
acting, if the organization follows a
'Family Culture', the relationship
between them will be very cordial and
would result into healthy functioning of
the organization.
Different strokes are required for
different folks. While younger
Prof. Kavita Sharma is with the Institute of Business Management and Research, Ahmedabad. E-Mail: imkavita@gmail.com
Managing Generation Gap @
Workplace
generation needs challenging and
engaging tasks that provide
opportunities to learn; the older age look
for width of the job wherein they will have
opportunities to show their skills and
experience. So the management's aim
should be to provide the right
opportunity to the right people.
It is talent as a whole that is important
for any critical role in the organization
and not the age group of talent.
Thus, regardless of the role and age, if
people can be made to feel proud of their
contributions, they will be happy to work and
then the younger and older people will Get
Along Perfectly (GAP) with each other.
However, if people are respected for their
abilities and contributions, whether we are
working with elderly, retired, middle-aged or
very young associates - it would hardly
matter!!! H

SPECIAL TALK BY MR. SATISH PRADHAN
National HRD Network, Mumbai Chapter
had the privilege to have a special talk by
Mr. Satish Pradhan ( Executive Vice
President, Group HR – Tata Sons Ltd. &
NHRDN Regional President - West ) on
Saturday 20th
February 2010, at 10 am. The
topic was “Sustained Leadership – Three
New Dimentions of Curiosity & Learning.
The meet began with a warm welcome
extended by Mr. DNB Singh, General
Secretary NHRDN and the honorable
speaker was introduced by Mr. Sanjay
Muthal (Vice President, Mumbai Chapter ).
A brilliant session! where in all the 50
participants were in the knowledge acquiring
spree from Mr. Satish Pradhan. Following
are the special Comments by two
participants. “Mr. Pravin Sathe of Elixir
Communications” and Mr. Mohandas Nair
– Consultant, Trainer & Visiting Faculty in
Welingkar Institute.
***********************************
Dear all,
A luckily free Saturday morning and a great
opportunity to listen to one of India’s leading
HR practitioner meant one made one’s way
to the swanky campus of the WE school with
a lot of excitement and some curiosity about
what was to come.
Four hours later, I came out part agitated,
part troubled (both explained later)
but thoroughly overjoyed at the learning
and introspection done during Satish’s
session.
In a style that was completely easy going
and informal yet very focused, using a genre
of speaking that looked like rambling but was
NATIONAL HRD NETWORK – MUMBAI CHAPTER
very articulate, Satish took us on a journey
that he himself undertook a few months
ago - and boy, he did it so well that I now
can easily recognise his Oxford campus
study room/chamber with the three white
board walls and the huge window on the
fourth overlooking the lawns.
At the end of the session, the few things that
stayed within me was his unique approach
to telling us:
The different approach and definitions
to education as seen by various
students there
What wonders a traditional tutorial
method of teaching conducted properly
can bring about
Speaking as a scholar and the
implications that meant looking at an
issue dispassionately
Ability to use praxis.
Particularly interesting was his point about
how theoreticians and practitioners rubbish
each others’ approach and use it to trash
the opponents’ way of doing things.
A session is truly great when it leaves you
with more food for thought and an insatiable
hunger for more inputs on the topic - if there
was a session which did just this, it was
Satish’s as was evident from the discussions
spillover at the lunch room.
Kudos to NHRD Bombay chapter and
everyone involved with the session for this
wonderful opportunity -and a special thanks
to Satish for so graciously sharing his inputs.
Thanks and regards,
Pravin Sathe
Mumbai 400 059.
This comment is with reference to the issue
of learning to acquire fundamentals versus
learning for managing the work and career
ahead of us:
To live a full life and to affect our environment
positively, whether at home, work or play,
we need to understand the various aspects
of the world around us. Like they say,
everything is connected and hence we
cannot work in isolation. Thus a strong
grounding in the areas of Arts, Commerce
and Science is needed to all. Our schools
provide knowledge which we learn in
isolation. Only at the undergraduate level do
we try to knit the knowledge together into
some kind of a whole, to understand how
we could be involved to make something
happen.
To me B.A, B.Com, and B.Sc. are
fundamental foundation level courses which
students need to undertake to appreciate
and get a grasp of for future specializations
in arts, commerce and science. These are
the fundamental learning paradigms. Hence,
the current disdain for these subjects,
primarily due to the need to quickly get into
focused areas of learning to prepare for jobs,
e.g. Bachelor in Banking, Mass media,
management, etc. is appalling. This has
induced students to try to avoid such
courses, reject them and so induce the
learning centers to downgrade them to levels
where teachers either reject them or do not
take them seriously. This is the area where
we need excellence in teaching with
dialogues and creative insights and help in
looking at how to move forward to an
interesting career.
Mohandas Nair,
Mumbai 400 028
The evening started with a talk by guest
speaker, Mr. Monishi Ghosh, who is
presently COO(Circle Business Head) for
Aircel – Orissa Circle. A science Graduate
from St. Xavier’s Kolkata, an MBA from
IISWBM, Kolkata; Mr. Ghosh has worked
in MNCs like Nestle & Gillette in FMCG – in
various roles and responsibilities, from
Sales & Marketing in region, to Brand &
Business Development role Pan India, as
Country Head of SAARC countries,
establishing business entities. He has also
worked in Media for a short duration of 6
months for a start up project. He has worked
in Telecom, in Vodafone as VP- S&M for
Karnataka circle, the 4th
largest circle in
India, for 2 years.
The talk was kicked off by the President with
a short welcome after which one of the
members Manash introduced Monishi to the
audience. Monishi gave a concise and
BHUBANESWAR CHAPTER NEWS ACTIVITIES ORGANISED ON SATURDAY, 13th
FEB, 2010
focused talk about his journey with focus on
“People” and “Organization” touching on the
following points:
The idea is to love one’s work. If we can
ensure that employees are passionate
about their work and love it, then they
will not hesitate to come to office for a
day. And will be happy to contribute to
the organization.
Speaking about the telecom industry,
Monishi said that it is 1) a capital
intensive industry 2) one where branding
is all powerful as there is no touch and
feel product and 3) it is a heavily
matrixed industry with interdependent
functions. So people are very important.
HR partners business very effectively.
Speaking on the specific touchpoints
that HR has managed to introduce in the
last few months within the company,
Monishi specifically talked about the
introduction of practices like Coffe with
Business Leaders, Birthday and
Anniversary celebrations, SMSes to
employees on Achievers, Letters to
families informing them on their kids/
spouses achievements and company
news, asking parents and spouses to
received the awards on behalf of
employees in the Reward and
Recognition Ceremony. He also spoke
about specific initiatives like Teeth-to-
Tail where all functions from business
to HR work in tandem to reach
information to employees.
Monishi answered a host of questions
ranging from Performance Appraisal to
Hiring freshers.
The talk was followed by meeting of NHRDN
members of Bhubaneswar Chapter.

NAGPUR CHAPTER ADVANCE LEADERSHIP DEVELOPMENT PROGRAMME
NHRDN Nagpur Chapter has organised
advance leadership development
programme for HR and Non-HR
professionals on 14-16 Jan 2010 at Hotel
Airport Centre-point, Nagpur. The objective
of this programme was to empower the
participants with HR tools for better
performance and better productivity of their
team members. Mr. Arvind Jain, Sr. Vice
President, Indorama Synthetics (I) Ltd &
President NHRDN Nagpur Chapter, Mr.
Ramesh Sangare, President HRDC, Mrs.
Vinda Warhadpande, General Secretary,
Nagpur Chapter & Prof. Shyam Shukla
Director, Central Institute of Business
Management Research & Development,
conducted the session. Dr. Amishi Arora, the
founder President of NHRDN Nagpur
Chapter, inaugurated the event.
CENTRAL INDIA MANAGEMENT
CONCALVE-2010
Central India Management Conclave-2010
on the theme Managing the knowledge
Economy for Regional Development
(Standing out from crowd) has been
organized by National HRD Network Nagpur
Chapter in association with Central Institute
of Business Management Research &
Development Nagpur at Hotel Centre Point
on 13th
February 2010.
The programme was inaugurated by Mr.
Vivek Paranjpe, President-HR, Reliance
Industries Ltd, Mr. Thothathriraman, Sr.
Journalist from Business India, Mr. RC
Sinha V.C. & MD MADC Ltd, Dr. Ashoka
Chandra, Principal Advisor International
Management Institute New Delhi Mr. Arvind
Jain, Sr. Vice President Indorama
Synthetics (I) Ltd & Mr. Shyam Laddha,
CEO, Amuls’ Vasundhara Dairy. Mr. Vivek
Paranjpe Group President HR of Reliance
Industries Ltd spoke that knowledge
economy can empower the region through
implementation of its drivers with wisdom.
He told today knowledge worker is going to
get more importance in future. Mr.
Thothathriraman in his deliberations spoke
that in India more research are required to
be done. The scenario is changing the
countries face from downloading country to
uploading country. He said lot of information
is available nowadays on click of the mouse
but the knowledge is required to be
channelized for its effective use. He
informed that website alibaba.com gives lot
of innovative ideas. However, there is a
need by youths to implement these
concepts for the regional development. Dr.
R.C.Sinha, vice-chairman and Managing
Director, Maharashtra State Development
Corporation Ltd, a Government of
Maharashtra undertaking spoke about the
opportunities and growth potential of Mihan
International Cargo hub project. Dr. Ashok
Chandra, Principal advisor and Professor,
International Management Institute, New
Delhi has given the key note address. In his
key note address he spoke about four pillars
of knowledge economy i.e, Economic
incentives and institutional regime,
Educated and skilled workers, effective
innovation systems and good
communication infrastructure. Mr. Arvind
Jain President NHRDN Nagpur Chapter said
that while the Knowledge economy is
growing the ethical practices are required
to be followed by the professionals. He
enlightened the audience on various issues
related to management of Knowledge
Economy, the opportunities, challenges and
constraints on the dissemination of
knowledge. Mr. Prashant Kumar Banerjee,
Secretary, VSPM Academy of Higher
Education presided the inaugural session.
Prof. Shyam Shukla, briefed about the
theme during welcoming speech.
The conference was attended by eminent
personalities from academia, industry and
society. Mr. Ahay Sinha GM Ispat Ltd, Mrs.
Vinda Warhadpane General Secretary
NHRDN Nagpur Chapter, Dr. Amishi Arora,
Founder President Nagrpur Chapter, Dr.
Anjali Kulkarni Convenor- CIMC-2010, Prof.
Yogita Sure Co-ordinator CIMC-2010, Prof.
KL Ghosh, Prof. Ajay Talwekar, Prof. Anup
Suchak, Prof. Sagare Khursange were
prominently present on the occasion.

M M Bagali , HRD, HRM, PhD in HR, Management...NHRD paper......Demystifying Power of Empowerment @Work: Building the 21st Century Workforce

M M Bagali , HRD, HRM, PhD in HR, Management...NHRD paper......Demystifying Power of Empowerment @Work: Building the 21st Century Workforce

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M M Bagali , HRD, HRM, PhD in HR, Management...NHRD paper......Demystifying Power of Empowerment @Work: Building the 21st Century Workforce