This article discusses challenges faced by women in advancing their careers, and profiles successful women project managers. It notes that while more women are entering the workforce, few reach leadership roles due to barriers like unclear promotion criteria and lack of support systems. Two women project managers provide insights. Prof. Karuna Jain emphasizes balancing career and family, and taking project-based work. Vandana Malaiya of IBM recommends having confidence, seeking help during tough times, and flexibility from employers. The article promotes creating support systems and equal opportunities to help more women succeed.
Women who take mid-career breaks struggle to get back into the workforce. However, companies in India are actively pursuing gender diversity initiatives. It is essential for women to be aware of such opportunities and invest in training themselves to make the best of the opportunities. SoaringEagles is an innovative talent development organisation with a range of training programmes and personalised career counselling services. For more details visit www.soaringeagles.in.
The Dale Carnegie Gender Engagement WhitepaperRohini Rego
This document summarizes the key findings of a study on employee engagement levels among men and women in India. The study found that women have significantly lower engagement levels, with only 39% of women being fully engaged compared to 50% of men. Women were also more likely to be disengaged (12% vs 9% for men) and less willing to put in extra effort for their organizations. Engagement levels varied among women in different roles and pay brackets, with higher levels for senior roles and salaries above Rs. 20 lakhs annually. The study also found that disengaged women were more likely than men to consider leaving their jobs for small pay increases. This suggests that factors like career growth opportunities, compensation fairness and workplace
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
The document discusses the importance of women in leadership roles and the need for companies to leverage female talent. It summarizes insights from the Forum for Women in Leadership, which brings together senior women executives. Key insights include that there is no true level playing field for women, maintaining work-life balance is less important for senior women, and companies need to establish environments of respect and opportunities for advancement without bias. HR leaders must consider diversity, inclusion, and employee well-being to build sustainable organizations that retain top talent, including women.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
May Cover Story- Which B-School will you choose?People Matters
National HRD Network (NHRDN) joins with People Matters to conduct the first ranking of business schools in India developed with input from over 30 corporate members. The ranking evaluates schools on parameters like academic excellence, infrastructure, industry-academy interface, and alumni performance. Industry leaders comment that previous rankings lacked consistency and credibility, and that this ranking conducted by HR professionals will provide a trusted benchmark for students, employers, and schools. The rigorous methodology includes validating data provided by schools. Business school directors praise the credibility and fairness this ranking brings.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
HR Systems 2020: The Challenges and OpportunitiesRob Scott
Rob Scott, Human Capital Services Practice leader at Presence of iT (www.presenceofit.com.au) presents a paper on the future of HR systems and how personal health measurement is influencing HR and the work environment.
Women who take mid-career breaks struggle to get back into the workforce. However, companies in India are actively pursuing gender diversity initiatives. It is essential for women to be aware of such opportunities and invest in training themselves to make the best of the opportunities. SoaringEagles is an innovative talent development organisation with a range of training programmes and personalised career counselling services. For more details visit www.soaringeagles.in.
The Dale Carnegie Gender Engagement WhitepaperRohini Rego
This document summarizes the key findings of a study on employee engagement levels among men and women in India. The study found that women have significantly lower engagement levels, with only 39% of women being fully engaged compared to 50% of men. Women were also more likely to be disengaged (12% vs 9% for men) and less willing to put in extra effort for their organizations. Engagement levels varied among women in different roles and pay brackets, with higher levels for senior roles and salaries above Rs. 20 lakhs annually. The study also found that disengaged women were more likely than men to consider leaving their jobs for small pay increases. This suggests that factors like career growth opportunities, compensation fairness and workplace
Frontline management profiling study potentials and pitfalls in leading mil...Salt & Light Ventures
Presented by Liza Manalo-Mapagu at the 6th Happy at Work Conference on June 14, 2016.
This study was initiated using a competency framework to look into the critical dimensions impacting performance at the frontline management level. Participants will be able to gauge the readiness and competency levels of team leaders and the possible interventions to address the developmental areas both on company and industry levels.
As an HR-OD practitioner, she specialized in test development, competency-based assessment, training and consulting on HR capability building programs from talent acquisition on to talent management. She now oversees HR Avatar US’ assessment program implementation in SEA, Middle East and China.
The document discusses the importance of women in leadership roles and the need for companies to leverage female talent. It summarizes insights from the Forum for Women in Leadership, which brings together senior women executives. Key insights include that there is no true level playing field for women, maintaining work-life balance is less important for senior women, and companies need to establish environments of respect and opportunities for advancement without bias. HR leaders must consider diversity, inclusion, and employee well-being to build sustainable organizations that retain top talent, including women.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
May Cover Story- Which B-School will you choose?People Matters
National HRD Network (NHRDN) joins with People Matters to conduct the first ranking of business schools in India developed with input from over 30 corporate members. The ranking evaluates schools on parameters like academic excellence, infrastructure, industry-academy interface, and alumni performance. Industry leaders comment that previous rankings lacked consistency and credibility, and that this ranking conducted by HR professionals will provide a trusted benchmark for students, employers, and schools. The rigorous methodology includes validating data provided by schools. Business school directors praise the credibility and fairness this ranking brings.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
This document summarizes a study on talent management and its impact on organization performance. It begins by defining talent management and explaining why it has become increasingly important for organizations. It then discusses two key aspects of talent management: talent acquisition and talent retention. Regarding talent acquisition, the document notes that acquiring the right talent is challenging due to a shortage of skilled workers and changing job requirements. It emphasizes treating acquisition as a strategic process rather than just filling openings. For talent retention, the document stresses that engagement is important for keeping talented employees. Overall, it analyzes how effective talent management can help improve an organization's performance by enhancing employee engagement and productivity.
HR Systems 2020: The Challenges and OpportunitiesRob Scott
Rob Scott, Human Capital Services Practice leader at Presence of iT (www.presenceofit.com.au) presents a paper on the future of HR systems and how personal health measurement is influencing HR and the work environment.
State of Performance Management System in India 2017Varun Tandon
Research conducted by Salto Dee Fe sharing the state of PMS in India in 2017. The extract of the report has also been published in HT on November 14, 2017.
The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach:
1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents.
2. Employee retention by understanding what motivates employees and providing the right compensation and career paths.
3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans.
4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals.
The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
Bodhih Training Solutions - Corporate BrochureSiddharthan VGJ
Bodhih is one of the fastest growing corporate training organizations in the country today and in its seven years since inception has consulted with close to 500 clients. Bodhih has directly serviced and provided training solutions for over 100 clients across the country and abroad. Bodhih's training programs are not just session of knowledge sharing or a set of activities and exercises that are woven together to fill up the duration of the training program
Bodhih addresses organization development challenges through its spectacular range of training solutions that primarily include:
Leadership Training
Communication Training
Sales Training
Soft Skills Training
HR Training
Public Workshops
Bodhih has the bandwidth to deliver training programs across India and abroad through its elite pool of trainers and facilitators who are a combination of multi skilled consultants and specialists in certain niche areas.
It contains details about Recruitment, Different and Effective ways of Recruitment, Steps to get Referrals on LinkedIn and Plan for Recruitment using Social Media on medium
Discovery Informent Set - Just Rojgar -Ajaya MohapatraAnusha Saxena
We The People is a social enterprise that provides livelihood promotion services to the poor, with a focus on women, youth, and farmers. It offers skills training, job placement, and self-employment support through its skills centers and online platforms. Ajaya Mohapatra is the co-founder and CEO, who has over 25 years of experience in livelihood promotion. Justrojgar, the for-profit arm of We The People, has provided skills training to over 15,000 candidates since 2010 and placed over 12,500 in jobs or self-employment.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
Pritika metro summer internship report a study on job satisfaction at metro w...Priyansh Kesarwani
A Study on Job Satisfaction at Metro Wholesale DC53 in Lucknow City
OBJECTIVES OF THE STUDY
1. Assessing the level of job satisfaction at METRO WHOLESALE.
2. To bring out the opinion and suggestion of employees benefits at METRO WHOLESALE.
3. To identify the satisfaction factors of employees.
4. To identify the perception of employees and the factors causing dissatisfaction.
5. To be informed about the concern of job satisfaction of an organization in Lucknow.
6. To study the impact of job satisfaction on organizational performance and goal achievement.
A Study on Effectiveness Traning and Development at Solara Active Pharma Scie...ijtsrd
Training and Development is a subsystem of on organisation which emphasize on the improvement of the performances of individual and groups. Training is an educational process which involves the sharpening of reaction, learning, behavior and results which enhances the performances of the employees. The objective of the study is to find the level of effectiveness of training and development in Solara Active Phrama Science and to find the association between effectiveness of training and development and job performance. The total population of the study is 120 and the sample size is 60, simple random sampling technique were used for the study. Through questionnaire, primary data was collected and by referring books and journals, secondary data was collected. The researcher used Chi square test to find the effectiveness of training and development. From the study its was found that the Effectiveness of Training and Development at Solara Active Pharma Science ltd is moderate and there is no association between effectiveness of training and development and job performance. Jaya Priya | Aravindasamy "A Study on Effectiveness Traning and Development at Solara Active Pharma Science Limited Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29185.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29185/a-study-on-effectiveness-traning-and-development-at-solara-active-pharma-science-limited-puducherry/jaya-priya
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
The SHRM India HR Awards were established in 2012 to recognize organizations that prioritize people management and view human capital as a key business driver. The 2014 awards saw a large number of nominations and introduced an international category for South Asia and the Middle East. SHRM India aims to enhance HR capabilities in the region and has partnered with Sri Lanka's HR association. The document congratulates all award winners and invites participants to the 2015 conference and awards.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
The document lists the top 10 talent management mistakes as identified by Marc Effron and how to avoid them. The mistakes are: making talent processes too complex, lack of accountability for building talent, lack of transparency about processes and outcomes, not creating a talent production line, focusing on year-end instead of goal setting, not training generalists, not having a talent philosophy, letting employees set and evaluate their own goals, starting with an HR goal rather than a business goal, and not starting with the science. The document provides brief explanations and recommendations for avoiding each mistake.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
This document discusses work culture and human resource development. It analyzes how building leadership capabilities, creating a productive workplace culture, and embracing innovation and technology can positively impact work culture and employee satisfaction. The author examines these factors through a survey of 404 industrial workers in Roha, India. Key findings include that most workers feel their workplace encourages leadership and training, respects coworkers, shares goals, and rewards good ideas. However, some felt there was lack of support for innovative thinking and involvement in technology decisions. Overall the study aims to understand how human resource development can improve employee attitudes and productivity.
Human resource management is important for Pakistan's development. Pakistan has a large, productive population that is key to its economic growth. While HRM awareness started late, it is growing in importance. Pakistan's human capital contributes 64% to its economic growth according to the World Bank. HRM practices positively impact employee performance and small-medium enterprise success. The China-Pakistan Economic Corridor investment of $51 billion will create jobs and economic opportunities through developments like the Gwadar port. Recommendations include collaborative partnerships to develop HRM in Pakistan.
#hrsummit
@HRM_Asia
In recent years there has been no love lost for HR with articles like "Why I hate HR", "It's time to spilt HR", "Why we love to hate HR.." and many others. While most of these articles have been vocal about a complete overhaul of the HR function, it also leaves an underlying message of the capability level of the HR folks themselves.
HR teams have been undertaking transformation initiatives for years to not only build core competencies but also increase their credibility as strategic business partners for their organisations and shake itself out of the image of being a 'mere cost centre'. How can HR continue to build its competencies and manage the transformation process amidst the current environment?
Join Jayesh Menon in this insightful session as he covers:
- The evolving HR competencies and the need to transform HR continuously
- How capability building in HR starts with the leader and what they can do about it
- Research and case studies on HR transformational journey
- Tips and best practices on breaking barriers and managing change during the transformation
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las importaciones de productos rusos clave como el acero y la madera, así como medidas contra bancos y funcionarios rusos. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
Roundtable Event Test und Quality Assurance in the IT IndustrySonja Uhl
The document discusses plans for a roundtable event on challenges in quality assurance and test management in the automotive industry. It proposes holding the roundtable in November/December 2012 in Frankfurt, Germany. The half-day event would include presentations from an automotive company, supplier, and professor on their quality assurance processes and challenges. The sponsoring company would then present on the benefits of purchasing testing services and offshoring solutions. Alternative larger event concepts are also proposed, such as inviting an audience or hosting a "Quality Assurance and Testing Day" event.
Effen Vodka Sponsors Saint Louis Fashion Week 2012Major Brands
The document provides details about the schedule of events for Saint Louis Fashion Week, taking place from October 9-13. It lists the date, location, time, ticket prices, and benefiting charity for each event, including fashion shows at the Saint Louis Science Center, Macy's at Saint Louis Galleria, Saint Louis Galleria, Plaza Frontenac, and Pointe 400. It also advertises a weeklong pass and lists the official sponsor of cocktails.
State of Performance Management System in India 2017Varun Tandon
Research conducted by Salto Dee Fe sharing the state of PMS in India in 2017. The extract of the report has also been published in HT on November 14, 2017.
The document provides guidance on building an effective human resources management system for social innovators. It recommends a 4-step approach:
1. Workforce planning and recruiting through analyzing headcount needs, required skills, and onboarding talents.
2. Employee retention by understanding what motivates employees and providing the right compensation and career paths.
3. Responding to turnover by conducting exit interviews to understand reasons for leaving and developing action plans.
4. Continuous alignment of employees to organizational objectives through engagement and reminders of their role in achieving goals.
The summary outlines the 4-step process and emphasizes that talents need to flow smoothly into and out of dynamic organizations.
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
This document summarizes a roundtable discussion on the future of talent acquisition. Key points discussed include:
- Finding the right talent is critical for business success but is becoming increasingly difficult. Blended talent strategies using tools like social media and analytics are needed.
- Factors like changing demographics, skills gaps, and technology will disrupt traditional sourcing and selection models. Mobile and social media may be game changers.
- The role of talent acquisition professionals is evolving from short-term hiring to long-term talent farming and community building. Data analytics and social media skills will be important.
- Assessing culture fit during hiring is important but challenging. Psychometrics have limitations and new approaches are needed.
Bodhih Training Solutions - Corporate BrochureSiddharthan VGJ
Bodhih is one of the fastest growing corporate training organizations in the country today and in its seven years since inception has consulted with close to 500 clients. Bodhih has directly serviced and provided training solutions for over 100 clients across the country and abroad. Bodhih's training programs are not just session of knowledge sharing or a set of activities and exercises that are woven together to fill up the duration of the training program
Bodhih addresses organization development challenges through its spectacular range of training solutions that primarily include:
Leadership Training
Communication Training
Sales Training
Soft Skills Training
HR Training
Public Workshops
Bodhih has the bandwidth to deliver training programs across India and abroad through its elite pool of trainers and facilitators who are a combination of multi skilled consultants and specialists in certain niche areas.
It contains details about Recruitment, Different and Effective ways of Recruitment, Steps to get Referrals on LinkedIn and Plan for Recruitment using Social Media on medium
Discovery Informent Set - Just Rojgar -Ajaya MohapatraAnusha Saxena
We The People is a social enterprise that provides livelihood promotion services to the poor, with a focus on women, youth, and farmers. It offers skills training, job placement, and self-employment support through its skills centers and online platforms. Ajaya Mohapatra is the co-founder and CEO, who has over 25 years of experience in livelihood promotion. Justrojgar, the for-profit arm of We The People, has provided skills training to over 15,000 candidates since 2010 and placed over 12,500 in jobs or self-employment.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
Pritika metro summer internship report a study on job satisfaction at metro w...Priyansh Kesarwani
A Study on Job Satisfaction at Metro Wholesale DC53 in Lucknow City
OBJECTIVES OF THE STUDY
1. Assessing the level of job satisfaction at METRO WHOLESALE.
2. To bring out the opinion and suggestion of employees benefits at METRO WHOLESALE.
3. To identify the satisfaction factors of employees.
4. To identify the perception of employees and the factors causing dissatisfaction.
5. To be informed about the concern of job satisfaction of an organization in Lucknow.
6. To study the impact of job satisfaction on organizational performance and goal achievement.
A Study on Effectiveness Traning and Development at Solara Active Pharma Scie...ijtsrd
Training and Development is a subsystem of on organisation which emphasize on the improvement of the performances of individual and groups. Training is an educational process which involves the sharpening of reaction, learning, behavior and results which enhances the performances of the employees. The objective of the study is to find the level of effectiveness of training and development in Solara Active Phrama Science and to find the association between effectiveness of training and development and job performance. The total population of the study is 120 and the sample size is 60, simple random sampling technique were used for the study. Through questionnaire, primary data was collected and by referring books and journals, secondary data was collected. The researcher used Chi square test to find the effectiveness of training and development. From the study its was found that the Effectiveness of Training and Development at Solara Active Pharma Science ltd is moderate and there is no association between effectiveness of training and development and job performance. Jaya Priya | Aravindasamy "A Study on Effectiveness Traning and Development at Solara Active Pharma Science Limited Puducherry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29185.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29185/a-study-on-effectiveness-traning-and-development-at-solara-active-pharma-science-limited-puducherry/jaya-priya
Salary hike Report- 2017 by Recruise India consulting Pvt Ltd. Sachith Kumar Rai
Recruise India Consulting is a leading recruitment and talent consulting firm in India. The document summarizes Recruise's salary increase study for 2017. Key findings include: Recruise predicts an average salary hike of 11% in India for 2017, with top performers seeing increases up to 25%. Industries like pharmaceuticals and media may see hikes around 11%, while retail is expected to have the lowest at around 10%.
The SHRM India HR Awards were established in 2012 to recognize organizations that prioritize people management and view human capital as a key business driver. The 2014 awards saw a large number of nominations and introduced an international category for South Asia and the Middle East. SHRM India aims to enhance HR capabilities in the region and has partnered with Sri Lanka's HR association. The document congratulates all award winners and invites participants to the 2015 conference and awards.
Fast future the Future of HR WhitepaperRohit Talwar
The document summarizes the key findings of a study on the future of the HR function commissioned by Hyland Software. It identifies several drivers of change for businesses and HR, including socio-demographic shifts, a changing economic landscape, and evolving business and HR trends.
A global survey of over 200 professionals from 42 countries found that the top barriers to HR effectiveness are a lack of business understanding and poor talent management. The highest priorities for HR are to align strategies with business goals and act as a strategic partner. Developing leaders capable of managing a multi-generational workforce is also a top priority.
Ensuring consistent HR processes, supporting self-directed teams, and cost control are the top operational priorities. Over the
The document lists the top 10 talent management mistakes as identified by Marc Effron and how to avoid them. The mistakes are: making talent processes too complex, lack of accountability for building talent, lack of transparency about processes and outcomes, not creating a talent production line, focusing on year-end instead of goal setting, not training generalists, not having a talent philosophy, letting employees set and evaluate their own goals, starting with an HR goal rather than a business goal, and not starting with the science. The document provides brief explanations and recommendations for avoiding each mistake.
The document discusses several articles from various publications about talent acquisition and assessment of soft skills for social media experts. It provides details from interviews with Madhur Ramani of Stratum Consulting and Deepika Pillai of Xavient India on how companies evaluate soft skills through benchmarking competencies, 360 degree feedback, and tools to analyze skills gaps. Both experts emphasize the importance of soft skills like accountability, cooperation and flexibility. The document also outlines growing opportunities and demand for social media analysts from companies in various sectors.
This document discusses work culture and human resource development. It analyzes how building leadership capabilities, creating a productive workplace culture, and embracing innovation and technology can positively impact work culture and employee satisfaction. The author examines these factors through a survey of 404 industrial workers in Roha, India. Key findings include that most workers feel their workplace encourages leadership and training, respects coworkers, shares goals, and rewards good ideas. However, some felt there was lack of support for innovative thinking and involvement in technology decisions. Overall the study aims to understand how human resource development can improve employee attitudes and productivity.
Human resource management is important for Pakistan's development. Pakistan has a large, productive population that is key to its economic growth. While HRM awareness started late, it is growing in importance. Pakistan's human capital contributes 64% to its economic growth according to the World Bank. HRM practices positively impact employee performance and small-medium enterprise success. The China-Pakistan Economic Corridor investment of $51 billion will create jobs and economic opportunities through developments like the Gwadar port. Recommendations include collaborative partnerships to develop HRM in Pakistan.
#hrsummit
@HRM_Asia
In recent years there has been no love lost for HR with articles like "Why I hate HR", "It's time to spilt HR", "Why we love to hate HR.." and many others. While most of these articles have been vocal about a complete overhaul of the HR function, it also leaves an underlying message of the capability level of the HR folks themselves.
HR teams have been undertaking transformation initiatives for years to not only build core competencies but also increase their credibility as strategic business partners for their organisations and shake itself out of the image of being a 'mere cost centre'. How can HR continue to build its competencies and manage the transformation process amidst the current environment?
Join Jayesh Menon in this insightful session as he covers:
- The evolving HR competencies and the need to transform HR continuously
- How capability building in HR starts with the leader and what they can do about it
- Research and case studies on HR transformational journey
- Tips and best practices on breaking barriers and managing change during the transformation
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las importaciones de productos rusos clave como el acero y la madera, así como medidas contra bancos y funcionarios rusos. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
Roundtable Event Test und Quality Assurance in the IT IndustrySonja Uhl
The document discusses plans for a roundtable event on challenges in quality assurance and test management in the automotive industry. It proposes holding the roundtable in November/December 2012 in Frankfurt, Germany. The half-day event would include presentations from an automotive company, supplier, and professor on their quality assurance processes and challenges. The sponsoring company would then present on the benefits of purchasing testing services and offshoring solutions. Alternative larger event concepts are also proposed, such as inviting an audience or hosting a "Quality Assurance and Testing Day" event.
Effen Vodka Sponsors Saint Louis Fashion Week 2012Major Brands
The document provides details about the schedule of events for Saint Louis Fashion Week, taking place from October 9-13. It lists the date, location, time, ticket prices, and benefiting charity for each event, including fashion shows at the Saint Louis Science Center, Macy's at Saint Louis Galleria, Saint Louis Galleria, Plaza Frontenac, and Pointe 400. It also advertises a weeklong pass and lists the official sponsor of cocktails.
This document summarizes the science of neuroplasticity and its implications for occupational therapy. It discusses how the brain continuously changes and reorganizes its structures in response to stimuli. Animal and human studies show that rehabilitation training can promote reorganization of the brain following injury. Neuroplasticity allows the brain to adapt to pathology through experience-driven changes in synapses. Occupational therapists can facilitate recovery through constraint-induced movement therapy, virtual reality, and robot-assisted training to guide plasticity. Consistent protocols and exploring the context of treatment are needed to establish evidence-based interventions.
The document provides job hunting tips for new graphic designers, including networking, entering design competitions to get exposure, creating an online portfolio, deciding if they want to be a designer who works with developers or become a developer themselves, and preparing basic business documents and resources for freelancing. It emphasizes the importance of building a personal brand and network from the start of one's career through school and continued online presence and involvement in the design community.
The document discusses how to design walkable cities by focusing on four key aspects: providing a reason to walk through a balance of land uses, ensuring safety through street design, creating a comfortable walking environment with adequate space and orientation cues, and fostering interest through human elements. It outlines specific strategies like limiting large road widths, hiding parking lots, and fixing downtown areas first to make cities more pedestrian-friendly and encourage walking.
The agile pmp teaching an old dog new tricksLong Thay
The document discusses traditional project management approaches and how agile project management represents a paradigm shift. It notes that agile embraces uncertainty, sees time and cost as primary constraints rather than scope, and focuses on delivering working products in short cycles to inspect outcomes and adapt more than predictive upfront planning. The document suggests incorporating agile values and principles into project management plans and practices.
Nguyên nhân và triệu chứng đau bụng kinh thường gặpthanh thai duong
Xin chào bác sĩ phòng khám phụ khoa, cháu năm nay 23 tuổi, cháu đã có gia đình được 6 tháng, cuộc sống hiện tại của cháu đang rất khổ, mỗi tháng đến chu kỳ kinh nguyệt cháu thường bị đau bụng kinh. Hiện tượng này cháu mới chỉ bị khoảng một năm trở lại đây. Cháu muốn hỏi nguyên nhân đau bụng kinh do đâu ạ. (Thủy Phan, 23 tuổi, Đồng Nai)
Tái bút: Cháu muốn hỏi thêm một chút về triệu chứng đau bụng kinh là gì ạ, bởi vì cháu thấy mỗi lần đến kỳ kinh cháu lại có những biểu hiện khác nhau. Cháu rất thắc mắc rất mong bác sĩ giải đáp cho cháu, cháu xin cảm ơn.
The document provides guidance on understanding the home buying process. It addresses questions about determining readiness to buy, beginning the process, benefits of owning vs renting, affordability, finding the right neighborhood and home, making an offer, inspections, financing options like mortgages and loan terms, and securing a loan. The summary is designed to highlight the key topics covered and essential information for someone looking to learn about the home buying journey.
It has been proven that diverse organizations outperform other organizations with a less diverse environment. Gender diversity in India is the major talk in organizations across industries and is witnessing an increase with government initiatives.
Gender Diversity Report 2017 by Recruise India Consulting Pvt Ltd. Sachith Kumar Rai
The 2017 Recruise India Diversity Report provides an overview of workforce diversity profile, key initiatives by some key organistions. Also, understand companies investing in gender-based initiatives and empowering employees to take action.
India's 10 Great Places To Work For Women – 2024 (2).pdfinsightssuccess2
In 2024, we recognize organizations leading the charge towards gender equality in Indian workplaces. As we applaud Women World ‘India's 10 Great Places to Work for Women – 2024,’ let us also acknowledge the ongoing efforts needed to create a more inclusive and equitable society.
Asmita Mishra is the co-founder and CMO of Epitome Research Services LLP, a market research firm. She started the company in 2016 after over a decade of experience in market research. Under her leadership, Epitome has experienced rapid growth, achieving over 20 crore in revenue in just 3 years. Asmita credits her supportive parents and business partner for motivating her to start her own venture. She aims to continue expanding Epitome internationally and build a strong team. Asmita believes women bring unique strengths to business and has focused on empowering other women professionals at Epitome.
The Dale Carnegie Gender Engagement WhitepaperRohini Rego
One of the first Gender studies on Employee Engagement in India. Dale Carnegie India surveyed more than 1200 professionals, individual contributors, managers and chief executives across the country to understand if there were any significant gender differences in the levels of employee engagement in India.
This whitepaper reveals insights which can be useful for engaging women employees in the workplace and examines the key drivers of engagement in a women-specific context.
This document discusses using competency mapping to conduct training needs assessments in Indian companies. It proposes a model for identifying training needs through competency mapping. The model involves defining competencies, conducting a gap analysis to identify competency gaps between current and desired competency levels, and providing need-based training to address the gaps. The study found that providing need-based training developed by this competency mapping model led to significant improvements in employee competency levels in the manufacturing organizations studied. The model provides a practical approach for using competency mapping to identify training needs, though the research was limited to manufacturing industries.
This document provides recommendations for Hitachi Consulting to promote women in the workplace. It recommends a three-pronged approach: expanding the vision through publicizing initiatives and a mission statement; increasing recruitment through scholarships and campus relationships; and enhancing retention with mentoring, flexible work arrangements, and transition support. Specific recommendations include declaring a commitment to diversity, highlighting successful women employees, and formalizing mentoring and coaching programs. Cultural considerations for different regions are also addressed. The recommendations aim to attract, develop, and retain top female talent.
The document is a report on talent trends in 2016 prepared by Malika Ahuja for her MBA program. It acknowledges various experts who contributed to the report. The report contains an introduction that outlines challenges in attracting and retaining talent. It identifies 11 key talent trends that are analyzed based on research findings from surveys and expert interviews. For each trend, the report provides context, survey results, expert opinions, and recommendations for organizations. The trends covered include the Gen Y workforce, aging workforce, multigenerational workforce, diversity, contingent workforce, new war for talent, initiatives like Make in India and startups, the human cloud concept, the role of social media in HR, and improving HR technology.
This document summarizes a paper examining opportunities and constraints facing women entrepreneurs in India. It reviews literature on challenges women entrepreneurs face, such as financial, marketing, production, and socio-personal problems. The paper presents findings from interviews with women entrepreneurs in Jaipur to understand their perceptions of micro and macro factors influencing entrepreneurship. It highlights the need to consider both personal and systemic factors to fully understand women's entrepreneurial experiences.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
Gender Equality Workshops by Encompass HK Benita Chick
The workshops will provide the language, practical tools and tips for companies to effectively incorporate considerations of gender equality and inclusion considerations in their policies, programs and practices, and across the organization. In our workshop we not only focus on why and how we want to achieve gender equality but also the business case on how achieving these goals. We’ll give concrete examples on how companies can benefit from achieving gender equality.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
This document summarizes findings from a study on advancing women executives in healthcare companies. The study found that while companies say they support advancing women, only 56% of women middle managers felt supported compared to 85% of men. It also found differences in what middle managers and senior managers felt were important factors for career success. The document outlines best practices for companies to advance women, such as senior leadership support, merit-based cultures, and work flexibility models. It also provides best practices for women, such as building professional networks, developing diverse skills, seeking feedback, and cultivating advocates.
Right Quarterly 2nd edition 2014: Succession PlanningChris Jones
This document provides an overview of ManpowerGroup, a global staffing firm. Some key details include:
- ManpowerGroup has nearly 3,100 offices in 80 countries and places over 30,000 employees in permanent roles annually.
- In 2013, it interviewed 12 million people, connected 3.4 million to work, and had over 600,000 associates on assignment daily.
- It generates over 85% of its $20.3 billion in annual revenue from outside the United States.
- ManpowerGroup aims to be a global leader in recruitment, outsourcing, workforce solutions, and talent development.
Full Circle is an organization that aims to create a fulfilling work life for employees through equitable policies and opportunities for both men and women. It conducts training programs in areas such as gender sensitization, leadership development, and prevention of sexual harassment. Full Circle's founders, Sunita Thawani and Suresh Thawani, have extensive experience working with organizations to enhance employee engagement and promote gender inclusion. They have successfully helped companies implement best practices in diversity and conduct various workshops.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document discusses HRM practices and organizational culture. It provides an example of how SK Holdings' HRM practices did not initially align with their business strategy when the government mandated non-discrimination policies. The document recommends that SK Holdings hire and promote more women to encourage change and enhance alignment between HRM practices and business strategies. It acknowledges that women face challenges in the workplace but can provide skills to improve competitive advantage, such as relationship building and identifying resources.
The document summarizes innovative HR practices in software organizations and discusses HR challenges in the Indian software industry. It provides details on HR policies and practices of top software companies in India, including effective communication, developing an employee manual, and managing expectations. It also discusses the critical dimensions of best practices such as attracting, developing, engaging and transitioning talent. Finally, it notes the shortage of qualified software talent and arguments on both sides of whether there is truly a shortage.
Innovative hr practices in software organizationiaemedu
This document discusses innovative HR practices in software organizations. It covers several topics:
1) Critical dimensions of best practices such as attracting, developing, engaging, and managing employee transitions.
2) Specific HR practices of Infosys such as satellite centers and sabbaticals to improve work-life balance.
3) HR challenges in the Indian software industry such as managing aspirations, expectations, person-culture and person-job fit, and challenges related to company size and maturity.
4) HR policies of top software companies in India including effective communication, employee handbooks, and addressing harassment.
5) The nature of software talent and skills needed for software projects.
6) Evidence
The document discusses recent trends in recruitment focusing more on productivity rather than just hiring more people. It notes that focusing on productivity can benefit both the organization and employees by needing to hire fewer people while better utilizing current employee potential. People analytics can help determine the characteristics of top performers to use in recruitment and employee development. The document also provides tips for interviews such as researching the company beforehand to learn about their vision, mission and values.
As we navigate through the ebbs and flows of life, it is natural to experience moments of low motivation and dwindling passion for our goals.
However, it is important to remember that this is a common hurdle that can be overcome with the right strategies in place.
In this guide, we will explore ways to rekindle the fire within you and stay motivated towards your aspirations.
Aggression - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Procrastination is a common challenge that many individuals face when it comes to completing tasks and achieving goals. It can hinder productivity and lead to feelings of stress and frustration.
However, with the right strategies and mindset, it is possible to overcome procrastination and increase productivity.
In this article, we will explore the causes of procrastination, how to recognize the signs of procrastination in oneself, and effective strategies for overcoming procrastination and boosting productivity.
ProSocial Behaviour - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
aula open english sobre Classic-motorcycles-2_1.pdf
Career Women
1. February 2013, Volume 4 Issue 7
Success
Leadership
Teamwork
Vision
Inspiration
Motivation
On the Occasion of International Women’s Day,
Manage India Presents the Success
Mantra of Women Achievers in Project Management
2. 2 February 2013
Managing Editor
Raj Kalady
PMI India Communications
Priya Awasare
Publication Project Team
CyberMedia Services Limited (CMSL)
Marketing Communications Division
Project Editor
Panchalee Thakur
Project Manager
Arjun A.
Copy Editor
Pamposh Gulati
Design
Suresh Kumar
Web Design
CMSL developer team
PMI Organization Centre Private Limited
302-305, III Floor, Balarama,
Plot No. C-3, E Block,
Bandra Kurla Complex,
Bandra East,
Mumbai – 400051, India
Phone
+91 22 2659 8659
+91 22 2659 2235
E-mail
pmi.india@pmi.org
www.pmi.org.in
Contents
Women at Work: Balancing Career and Personal
Goals
On the occasion of International Women’s Day, Manage India speaks to a few
senior women project managers, trainers, and academicians to understand
their trials and triumphs at work, and their success mantra for women project
managers.
Cover Story
5
Contents
Letter from Managing Director, PMI India
Interview
Article of the Month
Breaking the Barriers, Bringing in Change
Book Review
Overview of the PMBOK® Guide – Paving the way for PMP® Certification
(3rd Edition) by Deasún Ó Conchúir
PMI India Update
Chapter News
PMI India Champion Program Update
3
4
11
12
14
17
13
Panelists at the PMI Automotive Conference in Pune, organized in association
with the Society of Automotive Engineers India, western section.
Left to Right – Dr.KC Vora (panel moderator), Mr.Sujan Roy,
Mr.Shekhar Paranjape, and Mr.Viresh Shah in the panel discussion.
3. February 2013 3
Raj Kalady
Managing Director, PMI India
Letter from the
Managing Director, PMI India
Dear Practitioners,
PMI India launched 2013 with a bang – the second edition
of the annual Project Management Research & Academic
Conference was a perfect start to the year. The conference,
held in the Indian Institute of Technology - Madras from 31
January to 2 February, received an overwhelming response
from academia and industry. Academicians from some of
the country’s most premier institutes spoke about project
management education in the country and the direction it
should take.
The Government of India has identified e-governance
as a key route to improve the ‘government to consumer’
experience. PMI India has been advocating the use of project
management to improve the effectiveness of e-governance
initiatives. We recently published a report, “Project
management roadmap for successful implementation of
e-district projects,” to study the use of project management
in one such major government initiative. The report,
brought out in collaboration with the Federation of Indian
Chambers of Commerce and Industry, studied the benefits
that can be accrued by using modern project management
practices in e-governance initiatives, and what action
needs to be taken for such projects in the future. The report
can be downloaded from this link http://www.pmi.org.in/
downloads/PMI_FICCI_West_Bengal_2012.pdf
A Guide to the Project Management Book of Knowledge
(PMBOK®
Guide)—Fifth Edition, is now available.
This edition has an additional knowledge area: Project
Stakeholder Management is the 10th knowledge area
identified. We have also launched The Standard for
Program Management—Third Edition and The Standard
for Portfolio Management—Third Edition. For more
information, refer to
http://www.pmi.org/GLOBALS/StandardsUpdate.
aspx?WT.mc_id=www.pmi.org/standardsupdate
As you already know, the fifth PMI India Project
Management National Conference will be held in Delhi.
The conference will be held on 27-28 September 2013,
with the host chapter being the PMI North India Chapter.
Do keep a watch on the announcements for the submission
of technical papers and awards nominations.
We are observing International Women’s Day on 8 March
with a special issue on women in project management.
Every year thousands of young women graduate with
dreams in their eyes of a successful career ahead. But
their careers are often cut short because of work-life
pressures and very few manage to reach leadership roles.
Organizations are pushing for more gender diversity at
the workplace but clearly more needs to be done. In this
issue of Manage India, we present the stories of successful
women professionals who have managed to strike that
balance and rise in their career. We hope our readers
will find something inspiring and useful in each of these
stories.
Let’s take a pledge on this occasion to do our bit to provide
women equal opportunity to participate and contribute
towards our country’s progress.
Warm regards,
Raj Kalady
Managing Director, PMI India
4. 4 February 2013
A large number of women join the workforce in India every
year but not many move to leadership roles. Why?
Stereotypes and preconceptions of women’s roles are top
barriers to women’s career advancement. Research studies
have revealed a range of overlapping structural, institutional,
and attitudinal factors responsible for women’s lack of
advancement to the upper echelons of organizations. Some
of these factors are:
• Unclear selection criteria for promotion, allowing for
discretion;
• Selection processes that favor men for certain jobs;
• Informal networks or ‘old boys clubs’ that cut off women
and help men in their career advancements;
• Senior male colleagues questioning a woman’s ability to
combine both management and family responsibilities;
• Women are sometimes more job-focused than career-
focused and not aware of the strategic importance of the
decisions they make related to their careers;
• The lack of female role models and male senior managers
acting as ‘gate-keepers’ to women’s entry into senior
management.
Salary disparities still exist between men and women
employees. Are companies doing enough to correct that?
Despitemajorinroadsthatworkingwomenhavemadeinrecent
times, they are still paid less than men. It is often attributed to
salary negotiation skills. Women are often perceived as less
aggressive and less likely to question salary structures than
men. They are also less likely to ask for a promotion. These
arguments are corroborated in a recent Accenture study, The
Path Forward. The study found that 58 percent women as
compared to 68 percent men have asked for a raise. A recent
LinkedIn study of 400 professionals in India showed that
while 37 percent of male respondents felt negotiating for their
salaries before taking up jobs was fine, only 26 percent of
women felt the same. Women must become more aggressive
and be proactive in asking for a promotion or a better salary.
What do organizations need to do to make the workplace
more conducive for women?
Organizations must understand that men and women expect
the same from their careers. Both seek work-life continuity,
transparency in policies, and sufficient opportunities for
growth, among other things. However, in order to empower
women in their career progression, organizations must realize
the importance of offering women-friendly policies, such as
flexi-timings, work-from-home, and extended maternity leave
that help women balance their professional commitments
with personal priorities. Organizations must also
institutionalize offline and online platforms where women can
speak about their issues openly and get support from their
co-workers (both men and women) to manage work-life
priorities.
Please give us some key insights from The Path Forward
survey.
Accenture conducted its global research study, The Path
Forward, for release on International Women’s Day to gain
insights into behaviors and attitudes regarding women’s
careers. The research explores career satisfaction levels,
aspirations, and factors for career advancement. It examines
the factors that may hold professionals back from progressing
in their careers. It seeks to better understand the support and
programs companies provide that attract, develop, and retain
high-performing employees.
The research found that in India a greater number of women
(40%) are satisfied with their current job and are not looking
for new job opportunities as compared to men (28%). The
research further reveals that 80 percent of the respondents
here stayed at their jobs longer than they may have otherwise
because of a flexible work arrangement. Family responsibility
is the most commonly cited reason to work a flexible work
schedule. You can access the report at http://www.accenture.
com/us-en/company/people/women/Pages/accentures-
women-research.aspx
What programs do you run in the company to improve
women’s participation at various levels?
At Accenture, we offer our women employees capability
development opportunities to build leadership skills and
other support systems such as childcare, networking,
mentoring, and sponsorship. We also invest in sensitizing our
people regarding the importance of embracing diversity and
inclusion in their teams and interactions with other people
in the organization. Some of our initiatives are Women
Leadership Development Program, Women’s Mentoring
Programs, Vaahini – a cross-entity networking forum, Virtual
Learning courses, and Maternity Returners Program.
(Mr. Manoj Biswas has been with Accenture since 2007 in
various HR leadership roles. He started his career with the
Indian Armed forces and served as a major in the artillery
regiment for six years, including operations in Punjab
and Siachin, the world’s highest battlefield. He started his
corporate life 15 years ago.)
‘Men and Women Expect the Same
from Their Careers’
Interview
With over 80,000 women employees that make up 35 percent of the workforce, Accenture
is one of the largest employers of women in the technology industry. Mr. Manoj Biswas,
lead – human resources, Accenture India, talks to Panchalee Thakur about the enablers
and hurdlers for women professionals today.
5. February 2013 5
Women at Work: Balancing Career and
Personal Goals
Cover Story
The appointment of a woman to a high-profile position in a
company is often taken as an indicator of a larger trend of
women moving up the corporate ladder and breaking the glass
ceiling. The ground realities, however, are quite different. A
report by Harvey Nash CIO Survey 2012 and published in
PMI Career Central, “Women in Technology: Do Men Still
Dominate in IT?”, show that 24 percent of technology teams
have no women and 35 percent of organizations have no
women IT managers. The results are based on a survey of
more than 2,000 global IT leaders. A report by Anita Borg
Institute in February 2012, published in PMI Career Central,
show that among Fortune 500 technology companies only
four have a woman CEO.
In India, Intel now has two women executives at the top
– president Ms. Kumud Srinivasan, and head, sales and
marketing, Ms. Debjani Ghosh and is the only country within
Intel to have that distinction. To enhance diversity at the
workplace, many organizations have launched women-
centric programs to improve the recruitment and retention of
women at the workplace. IBM announced in May 2012 that
it would recruit more women in leadership positions and
across all levels in India. Companies such as Accenture, SAP
Labs, Infosys, and Cisco have programs to attract and retain
women. The National Association for Software and Services
Companies estimates that the IT-BPO sector in India employs
eight lakh women and is one of the largest employers of
women in the country. However, not many women survive
the pulls and pushes from society and move out before they
can reach leadership positions.
On the occasion of International Women’s Day, Geetha Rao
speaks to a few senior women project managers, trainers,
and academicians to understand their trials and triumphs at
work, and their success mantra.
Your insights into project management
Today, I find that project management is in some ways
different from that of 25 years ago. Earlier, it was about basic
project management skills, but today, it is about specialized
project management skills based on the project. It is also
about how to create projects, how to make them happen, and
how to manage projects. Over the years, you need different
tools for different projects. Computerization has ushered in
much change.
Tips for women project managers
Success depends on how women look at their lives and work
at striking a balance. There are women who decide to focus
on careers, and then decide to take time off to focus on their
families. There are others who decide that there will be ups
and downs, but both family and career are important. There
are yet others who opt to work from project to project. They
work on a project, which is for a specific time period, take
a break, and then take up another project. For this, project
management skills come in very useful.
Those with challenging jobs can learn how to face them with
project management.
Recommendations to companies
Women employees leave when they find they have no
support whether within the organization or on the home
front. Our social system is such that women are expected to
perform certain roles and made to feel guilty if they don’t.
There is a conflict between their aspirations career-wise and
responsibilities at home.
Companies should identify their needs and create a support
system. They must offer flexibility to women employees
because when you are given flexibility, you are even more
committed.
Strike the Right Balance
Prof. Karuna Jain
Ministry of HRD Intellectual Property Rights Chair and Professor of Technology
& Operations Management
Shailesh J. Mehta School of Management
Indian Institute of Technology - Bombay
6. 6 February 2013
Cover Story
Tide Over Tough Times
Ms. Vandana Malaiya
Director, Delivery Excellence
IBM India
Sometimes, women lack confidence in their capabilities. A
little assertion helps. Companies must nurture them (into
becoming assertive).
Qualities in women project managers
I find that women have inherent project management skills.
They are good at multi-tasking, which is a skill required in
project management. They also take prompt decisions in
an ambiguous environment. They can clear the ambiguity.
They are able to quickly figure out what the problem is. They
prioritize quickly. They are good at time management, which
is the crux of project management.
Relevance of project management
A certification in project management is very relevant,
because it provides a common platform, a common language,
a common process, and common knowledge areas in any
environment, including a multi-cultural, multi-country
project environment.
The journey
I did Electrical and Electronics Engineering from Birla
Institute of Technology and Science, Pilani. I wanted to get
into hardware R&D. I joined DCM DataSystems and worked
there for 10 years, of which two were in the U.S. While at
DCM, I happened to work on ISO9001 Certification. The
work helped me get broad-based knowledge of software
engineering and project management. Later, I moved to
Bangalore and worked at Verifone, before becoming an
entrepreneur for nearly a decade. I come from a business
background and always wanted to set up my own business.
The experience gave me a sound background in setting up
a business. While running it, there were gaps that had to
be bridged; so, I had to build my capabilities. I did courses
in finance; I trained in HR. I sought seed capital from angel
investors. I took exceptional risks, learned how to network.
It was a very interesting experience. Handling different
situations right then and there became a part and parcel of
my life. Later, I successfully sold my business.
Then I joined IBM, and was able to leverage all my previous
learnings at IBM.
My achievements
The highpoint in my career has been going through the whole
gamut of setting up a business, running it, and successfully
selling it.
Tips for women project managers
There are phases in a woman’s lifecycle when you may want to
give up, but I believe that the tenacity to hold on matters a lot.
You must understand that the need/phase is not permanent;
you can tide over it. While in that phase, seek help, figure
out a way that works best, or take a short break: whatever
works. You must be able to continue to work throughout the
life phases. Discipline, rigor, time management, structure,
prioritization, and delegation will see you through. I have
seen my other colleagues also manage because of these.
Enablers helping women today
Flexibility is a must, whether to work out of home or in other
ways, and companies must offer that. IBM is phenomenal in
terms of support.
Equal opportunity being the norm is a critical factor. It must
be reinforced. A policy around lifecycle changes helps a
lot. It would help if the company remained connected with
employees when they are away (say on maternity leave)
through newsletters or updates. Creches close to the work
place take the pressure off working mothers.
PMI & Women Project Managers
PMI has been conducting a regular survey to take a comprehensive look at compensations for project professionals across
the globe. The PMI Project Management Salary Survey— The Seventh Edition was conducted in 2011 and is based on
self-reported data from more than 30,000 project management practitioners from 29 countries around the world. Among
other parameters, the report shows disparities between the salaries of men and women project managers across the world,
and thereby creates awareness about it in the industry. Refer to this link for more http://www.pmi.org/Knowledge-Center/
Virtual-Library-Project-Management-Salary-Survey.aspx
7. February 2013 7
Cover Story
Own Your Career
Ms. Rani Chittaranjan Das
Associate Director
Business Information Management - Chief Technologist’s Office - Center of Excellence,
Capgemini India, Hyderabad
The journey
I started with marketing in the manufacturing industry, with
a paint manufacturing company. I grew with the company,
learned all my initial skills there, and performed various
roles, from personnel management to marketing support. I
then moved to a more specific role at Nagarjuna Coated Tubes
Limited, from domestic to export marketing. Following that, I
worked for 10 years at ITC Ltd. in the exports line, handling
export finance and working capital management. I also
qualified in MBA Finance.
Next, I worked at Satyam for 10 years and was operations
head of Satyam Learning Centre. As a learning consultant
for banking and finance, I pioneered several activities. The
first onsite learning program launched by me was held in
Washington. I institutionalized a lot of learning initiatives,
and cross-geography and cross-functional best practices.
Later, at Deloitte, I headed the leadership program, building
a leadership pipeline from the campus to the CEO level.
Deloitte was active in project management. I also headed
the project management center of excellence; we had 250
homegrown PMP®
certified professionals. The programs were
high-intensive, with case studies, real-time scenarios, high
quality training; it ran like a well-oiled engine.
I completed my PMP®
certification in 2009. By nature, I am
framework-oriented, process-driven, checklist-driven, into
stakeholder management, risk management, and plan Bs.
Without knowing it, I was applying project management
principles at work.
My achievements
My achievement lies in developing people, making them
competent, and giving them skills to become successful. A
couple of papers are also my achievements – at the Project
Management Conference in Satyam on developing project
induction and client exposure, and the PMI Conference at
Colombo in 2010, on leveraging project management skills in
learning and development.
Tips for women project managers
Own your career and life. In college, girls have great
aspirations, but later succumb to lifecycle pressures and get
into the victim mode. Instead, have a plan, focus on it, and
know when to dial up or dial down; when necessary, take
a specialist role where you work alone, or go into virtual
teaming. Speak up about your constraints without getting
emotional and find solutions.
Compete with yourself rather than others. Women change
their roles and careers to suit their families. Do the reverse
– be focused and maneuvre things around that. Use your
prioritization,planmanagement,multitasking,negotiation,and
people management skills at work and home. Don’t blame the
environment; look within for answers. We must be managers at
home: develop a mindset of customizing your plans to achieve
your goals. Delegate, outsource domestic work.
Enablers helping women today
In IT and consulting firms, the management is sensitive to
work-life balance. Many offer working out of home, flexi-
timing, or virtual teaming.
PMI has launched a video series on YouTube, titled “Women in Project Management.” In this widely viewed series, Ms.
Beth Partleton, PMP, PMI Board of Directors, speaks about her journey, project management as a career for women, and
more. To watch the series, refer to this link for more http://www.youtube.com/playlist?list=PLSP5iPcvxpPi6QVjsnPJMi
xCp7-C45mif
PMI Educational Foundation runs a scholarship program for women project managers. The Women in Project Management
Scholarship Fund goes out twice a year for a maximum value of US$ 2,000 and is open to women practitioners from
anywhere in the world who wish to take a project management continuing education course. Refer to this link for
more http://www.pmi.org/pmief/scholarship/scholarship-women-in-pm-sig.asp
PMI has a Specific Interest Group (SIG) for women project managers. The Women in PM SIG help members with common
interests and industries to come together and share ideas, challenges, and concerns across geographical boundaries.
Through networking, developing technical papers, teleconferences, and collaborative work on special projects, members
have a unique opportunity to learn and grow.
PMI & Women Project Managers
8. 8 February 2013
Cover Story
Work on Your Life as a Project
Dr. Deepa Bhide
Associate Medical Director
Net.Orange
The journey
My parents are doctors, so it was natural l became one. I
studied MBBS at Gandhi Medical College, Hyderabad. After
my post-graduation in pediatrics, I practised for a decade as
a pediatrician and neonatologist.
But I wanted to do more. IT was the buzzword then. So, I
became a trainer with a company which did medical billing
and coding, through an outsourced project on healthcare from
U.S. Later, I led a knowledge process outsourcing engagement
with a project in Denver, Colorado, U.S, involving 50 doctors.
I learned to manage complex projects and issues around
high-end resources. That’s when I got involved in project
management. Getting myself certified as a PMP®
in 2008, I
was among the top few physicians with the certification.
Joining Cognizant as a domain expert, I was part of the center
of excellence team in the healthcare business unit. I then
worked with a couple of U.S. companies in the electronic
health record area, interacting with the top-end of the chain.
I trained healthcare and ancillary professionals to acquire the
skills to work in sync with doctors in U.S.
I also brought out two papers: The first was “Patient care,
a project management perspective.” I have a mapping of
A Guide to the Project Management Book of Knowledge
(PMBOK®
Guide) to the actual life of a patient, something
that Harvard Public Health looked at. I also conducted two
webinars for PMI in 2011 September and December that were
telecast globally. The second paper was “Project management
for knowledge process outsourcing projects.”
I am now writing a paper on management for reducing patient
re-admission. Using frameworks from fields like aviation and
supply chain, I apply them to healthcare.
My achievements
A great achievement is when patients come to you, tears in
their eyes, saying you helped me get better. Another is my
paper on patient care.
Tips for women project managers
Ensure you have ancillary support so that you can focus
on your career. Women must work at their own lives as
a project. Born project managers, they manage projects,
conceptualize them, focus on risk management, and scope
and time management. They only need to hone these skills.
Project management helps you focus, organize your work,
understand risk and its mitigation, become disciplined, and
avoid distraction. Also, project management is applicable to
any field.
As for healthcare, health is a great enabler for women. ICT
has been a great enabler: with technology, even women in
rural areas receive health education. But there is much to be
done at the grassroots for the ground staff. One can apply the
project management framework here, too, to understand the
scope, make the desired impact and deliver.
In a Man’s World
Ms. Amita Thakurdesai
Head - Planning, Monitoring, and Estimation
Tata Realty and Infrastructure Limited
The journey
I got into this field by choice. Creating something new and
the sheer volume of work involved attracted me to civil
engineering. During the course, I was impressed by the
different facets of projects and went on to do construction
management. Starting my career in the country’s largest
contracting company, I moved on to another infrastructure
giant and now work with a developer. Experience in each
company has been unique in itself: be it handling initial
planning, resource allocation across 100 projects, cost and
9. February 2013 9
Cover Story
Build on Knowledge
Ms. Shagufta Inamdar
Learning Consulting Head, Talent Transformation
Wipro Technologies
The Journey
My initial years were spent in handling various roles in training
institutes. In one such premium institute, I was in charge of
executing training programs, with 70 plus faculty members and
multiple courses round the clock. Managing this manually was
a herculean task. I was then exposed to MS Project, a planning
and allocations tool which addressed all our concerns. This
was the beginning of my association with project management.
I started conducting sessions on project management concepts
and tools and in parallel, completed my CAPM®
, PMP®
&
PRINCE2 certifications. At Wipro Technologies, I have been
holding the mantle for PMI Registered Education Provider
initiative for the past seven years.
Currently, I manage the fresher induction program where
10,000-15,000 fresh graduates get trained annually. A
complex set-up with 60 different types of programs, it works
like a factory; my project management knowledge helps me
execute it flawlessly.
My achievements
I am a member of the Champion Advisory Committee for PMI
India’s Champion Program. I won the leadership excellence
award from PMI India in August 2012. I have been an invited
speaker in Reserve Bank of India and the National Institute
of Banking Management; and have an excellent performance
record and fast track growth in the current and previous
organizations.
Tips for women project managers
Create a good support system for a work-life balance. Don’t
try to be a super woman. Be confident, set clear goals. Update
your knowledge. Men do a lot of this, women do not, as they
are involved with family when free. Add on certifications
and qualifications, if required. Adapt to the environment.
Don’t give up, there’s always a way out. Don’t wait to get
noticed, promote yourself. Take credit for your success.
Make an effort to network.
Advice to women project managers
Capitalize on your strengths: Women are known to be good
at multitasking, organization, and planning skills and detail.
These help you succeed.
time monitoring, strategic planning, dealing with different
aspects of projects worth more than Rs. 500 crore, to heading
estimation and planning portfolio. I also wanted to do my
bit for society by contributing towards building better
infrastructure.
My achievements
I currently head estimating, planning, and monitoring
in my organization. Being a woman and heading such a
department is not easy. I started as an assistant engineer
with Larsen & Toubro – Engineering Construction
Company (L&T ECC). I was the first woman taken on board
the construction wing. It was very challenging to work
and prove myself in a male dominated industry. But sheer
hard work and perseverance paid off. My confidence in my
abilities helped, and when I faced roadblocks, I employed
two strategies: refusing to take criticism and prejudice
personally; and expanding my experience by accepting
new challenges. I continue to do that today. I was also
lucky to have had bosses who believed in my capabilities
and never made me feel inferior to my male colleagues.
Later, I looked after the resource department at L&T-ECC
for its western region. Working in Hindustan Construction
Company was different: handling large infrastructure
projects from the corporate office for the first time was a
new high. Involvement in the engineering marvel - the
Bandra Worli Sealink, the Lavasa township, and handling
the road portfolio from the monitoring cellare highlights
of my career there. Working in a developer setup in Tata
Realty and Infrastructure Limited (my current employer)
has also been a different experience.
Tips for women project managers
Hard work and passion are necessary to achieve your biggest
dreams. Your social life will suffer at intervals, but remember
your goals and understand that this is part of the journey.
Do not shirk responsibilities. Focus is key. If you believe in
something, others will, too.
Enablers helping women today
When I started 17-18 years ago, I was sometimes advised to
rethink my choice of career. But over time, I enjoyed working
with people who have started accepting the presence of
women in this field. This indicates our society is evolving.
That is a huge enabler, besides support from society, family,
and associates.
10. 10 February 2013
Cover Story
Your insights into project management
As a faculty in project management, I have conducted
programs to train project managers across various
industries. The data of the past five years would show a
near-flat curve in the growth of project management skills
among women.
A majority of them are from the information technology,
financial services, consumer goods, and healthcare sectors.
In India, we do not find many women project managers in
infrastructure or construction projects because of issues like
safety, working late, and demanding onsite conditions.
Tips for women project managers
Discipline and adherence to all aspects of project management
is crucial for a project to be called successful. It’s not only
go-live, but long-term sustainability and maintenance which
also speak of project quality.
Robust documentation forms a key part in making the project
manageable, even after it is over and enhancements are needed.
The integral planning and execution skills of women,
plus negotiation and soft skills make them apt for project
management roles. Courses such as PMI’s can add tremendous
value to their careers. A project manager should constantly
update her knowledge in project management.
Qualities in women project managers
Robust and clear documentation of the entire end-to-end
project has been observed to be quite high among women.
This helps in learning from mistakes and tracking projects to
avoid mistakes in future.
Women are born multi-taskers and put in additional efforts
which show in the final deliverable. Also good at using
emotional connects, women help rally the team, and usually
bring out the best in people.
Besides project management skills, women seem to excel
in communication, motivating teams, and simplifying
complexities in a project. Moreover, managers and
organizations find it much easier to track their work due to
their disciplined and sincere approach.
Recommendations to companies
In companies, HR needs to provide work from home, video
conference facilities, etc.
Traditional male dominated industries such as mining,
steel, and infrastructure projects must offer more incentives
for women participation. Again, technology can play a key
role: by not having the project team necessarily be on-site
all the time. High definition video facilities are available on
smartphones today. Leveraging advances in technology will
change the paradigms of traditional project management:
through flexible work timings, working from home, and the
use of remote connectivity and smartphones.
Women project managers are generally more sensitive to
social issues and aware about such dynamics. Organizations
must have a strategy to have a healthy male-female ratio in
project management roles. Sponsoring programs like PMI’s
for women associates can motivate them to become project
managers.
Relevance of project management
Project management has grown in the past five years in India.
Organizations are accepting that there is a strong need for it.
When recruiters hire from our institute, they insist on those
with knowledge of project management.
Bring Out the Best in the Team
Prof. Vanita Bhoola, PMP, PRINCE2
Assistant Professor, Project Management
S.P. Jain Institute of Management & Research
Manage your team well: You are as good as your team.
Understand your team members’ skills and utilize them
appropriately, keep them motivated. Emotional intelligence
and patience are key skills.
Add global accreditations: Ensure you have credentials in
project management, a PMP®
, PgMP®
or PRINCE2, as seems
suitable, adding weight to your profile. Giving you confidence,
this is a testimony of your knowledge in the discipline, going
beyond your experience.
Enablers helping women today
Many companies have diversity initiatives, and promote
gender equality. Besides, HR policies have become more
flexible offering half-day half-pay, extended maternity leave,
crèches, and flexible working hours.
However, a lot of companies need to address these issues of
women employees.
11. February 2013 11
Article of the Month
Equal opportunity brings in equal responsibility for
women, says Sonali Bhattacharya.
What is the opportunity? Diversity in the workforce is
increasing with changes in the work environment in
almost every industry at all levels of operation. With
International Women’s Day just around the corner,
it is great to witness more women playing the role of
project leaders or managers today. While the proportion
remains different across industries, it is evident that the
professional risk appetite of women has increased. The
opportunity now lies in the ability to capitalize on the
momentum of changes being built and work towards
greater empowerment of women.
Is that a game changer? Yes, it is. Be it a social or business
project, it calls for a fair balance of intelligence quotient
(IQ) and emotional quotient (EQ). Women help boost the
EQ in project management by introducing an element
of intuition and augment the IQ with lateral thoughts.
Together it magnifies the value of the project outcome.
Position her well to best leverage her strengths.
Any rule of the game? Yes, just one. The project manager
is a gender agnostic role. The principles are the same
and hence, the expectations must be the same, whether
he or she is playing the role of an end-to-end integrator,
a motivating leader or an inspirational mentor. Women
bring in varied styles and it is important for others in the
workplace to accept those as new trends.
How to create a fair team? Foster a safe and secured
environment for both men and women. Ensure everyone
can contribute; decisions are taken with a collective
mindshare; appreciation goes to the true contender;
and right mentorship is delivered to ensure appropriate
professional growth. The key to feel empowered is
be equal and no means unequal by design or unfair
advantage. Experiment various tools and techniques.
Learn, unlearn and learn! Practice makes you perfect.
Is there any area of focus? Among the nine knowledge
areas in A Guide to the Project Management Book of
Knowledge (PMBOK®
Guide), under communication and
human resources, women have hidden differentiators.
To hone these skills, women must learn various tools
and techniques in these knowledge areas. Women in
management need to learn the art of networking, which is
key to staying connected with stakeholders and helping
in the successful execution of the project. The art of
negotiation means to curve out conditional ‘yes’ and
assertive ‘no’ in a given situation, and is another critical
area of improvement for women project managers.
Finally what is the responsibility? The project manager
has a role to play. If a woman holds that role, she must be
a role model. As the global work environment is changing,
it becomes imperative that she brings in value to the system
for women to be respected as leaders. To transform from a
project manager to a leader, you need to volunteer for the
project management community just as your male colleagues
are. Build your network, expand it and continuously bring
small values to it. Encourage each one of you to associate
with a mentor who inspires you. Remember gender is never a
criterion to select a mentor.
Only when women put their stake in the game and break
the barriers will the change begin.
(Ms. Sonali Bhattacharya is the president of PMI West
Bengal Chapter and an IT business leader in a multi-
national corporation in India.)
Breaking the Barriers,
Bringing in Change
By Sonali Bhattacharya
The art of negotiation means to curve out conditional ‘yes’ and
assertive ‘no’ in a given situation, and is another critical area of
improvement for women project managers.
“
”
12. 12 February 2013
Handy Reference for Aspiring
Project Managers
There is a proliferation of books on project management in the marketplace but not many of them make for pleasant
reading. I started to read Dr. Deasún Ó Conchúir’s book, Overview of the PMBOK®
Guide, with some skepticism. How
wrong was I! What attracted me the most was that the book was just 214 pages.
Born Irish and having worked in many European capitals and organizations, the author currently lives in Switzerland.
He is proficient in four European languages and is widely travelled around the world as a consultant, engineer, trainer,
and PMI volunteer in Africa.
The book is a product of years of field experience. While sticking close to the contents of A Guide to Project Management
Book of Knowledge (PMBOK®
Guide)—Fourth Edition, Dr. Ó Conchúir has articulated the principles and practices with
personal examples and experiences. He brings alive the principles elucidated in the PMBOK®
Guide with examples from
the real world.
Neatly spaced out with icons (or signs) to denote tools and techniques, process outputs, exam tips, analogy, and pitfalls,
the book makes an easy read. Each chapter ends with exam aids (a summary) and flash card terms. Chapters start with a
summary of what you may expect on the next few pages. The last chapter is on ways to prepare for the PMP®
examination
with an index. A well-rounded effort.
What I found lacking, was content for ethics and professional conduct. Dr. Ó Conchúir has included it in the chapter
on the PMP®
examination. Questions on ethics constitute 10-12 percent of the exam question paper and merited more
emphasis. It would also have helped PMP®
aspirants had he added 20 sample questions with answers at the end of each
chapter.
The highlights in the book for me were the examples and experiences that the author has mentioned. It is a good read
and a handy reference in any PMI library.
Reviewed by Mr. Jacob Zachariah, MBA, OCP, PMP, is chief manager (systems) with State Bank of India. He is a PMI
India Champion, volunteer, faculty member, speaker, and ethics committee member. Mr. Zachariah has judged project
management awards competitions, been on scholarship committees.
R.E.P. Update
Agile Tour 2012
Mr. Rathinakumar Balasubramanian, head – agile practice, Sabcons, was an invited speaker at the Agile Tour 2012
conference in Pune and Bangalore on 15 September and 29 September, respectively. At the Pune event, he spoke on
“Building Great Products – Lessons from a Successful Product Owner.” His talk focussed on the challenges faced by a
product owner in a large project that follows agile project management techniques, and the skills required to succeed
in the role of a product owner. In the Bangalore event, he spoke on “Agile Adoption - Myth or Reality?” His talk
emphasized how the adoption of agile project management techniques is intertwined with cultural aspects and the role
of perception in its adoption at the enterprise level.
Mr. Balasubramanian also presented a paper on “Building a High-Performance Agile Project Team - Challenges and Best
Practices” at the PMI India National Conference in Chennai.
By Deasún Ó Conchúir
Book Review
13. February 2013 13
PMI Automotive Conference
PMI India organized the second annual PMI Automotive
Conference on 8 December in Pune, with the support of
the Society of Automotive Engineers (SAE) India, western
section. Nine experts spoke at the one-day conference that
saw the participation of 61 delegates.
The automotive companies that took part in the event were
AMW, Automotive Research Association of India (ARAI),
Bajaj Auto, Dana Corp., Eaton, Foton, General Motors, John
Deere, and three group companies of Mahindra & Mahindra.
Mr. Girish Kadam, president, PMI Pune Chapter, gave the
welcome address, followed by the keynote address by Dr.
Arun Jaura, vice president - technology, Eaton. Dr. Jaura
provided several examples of project management practices
in the industry in his presentation. Mr. Shrikant R. Marathe,
president, SAE India, chairman, SAE India western section,
and director, ARAI, inaugurated the conference and
addressed the delegates.
In the second session, Mr. Atul Karkhanis, general manager,
Mahindra & Mahindra, made a presentation on “Power of
project management - component development through
project management approach.” Next was a presentation
by Mr. Sujan Roy, head - marketing service and product
planning, Tata Motors, on “Risk management best practice in
mobility industry.”
There was a panel discussion on “Fostering innovation
while developing new products in the mobility sector.”The
panelists were Mr. Sujan Roy; Dr. Kamal C. Vora, deputy
director, ARAI; Mr. Shekhar Pranjpe, general manager,
Mahindra Navistar Ltd., and Mr. Viresh Shah, country head –
IT, Dana Corp. It was followed by a talk by Mr. Vishwanathan
Subramaniam, general manager, Bajaj Auto, on “Challenges in
concurrent engineering from project manager’s perspective.”
PMI conducted a quiz competition among the delegates on
project management in the automobile sector. Four winners
received books on project management as prizes.
The joint efforts of the PMI Pune Chapter, SAE India western
section, and the PMI volunteer team of Mr. Abhishek Iyer,
Mr. Jay Dholakia, Mr. Parvez Alam, Mr. Rajan Anantarajan,
and Mr. Vivek Sonar turned the event into a great success.
PMI India Update
Submit your articles for the April issue by 15 March 2013
14. 14 February 2013
Chapter News
PMI Pearl City Chapter started the year with a change in
the leadership team. Mr. A. Suresh Chandra, past chapter
president, has moved to a PMI global role, and Mr. Srinivas
Kopparapu took over as chapter president on 1 January.
Elections for the chapter board are due and vacant board
positions have to be filled before March end.
The chapter organized a webinar on “Theory of Constraints”
by Mr. Harish Honward, PMI Pune Chapter board member,
on 13 December. The next webinar is planned in the first
week of February. As part of the chapter’s training program,
a series of workshops for PMP®
aspirants and corporate
workshops are on the agenda. The corporate workshops are
being conducted in collaboration with corporate houses
from various industries. The chapter also conducted a
workshop on earned value management and ensuring
project success in collaboration with BT & BT Management
Consultancy.
PMIPCC has been conducting monthly sessions for the
students of the National Institute of Technology (NIT),
Warangal. The session on PMP®
certification for the faculty
of NIT Warangal was well received. The chapter is pursuing
a similar student chapter formation initiative with Jawaharlal
Nehru Technological University, Hyderabad and Koneru
Lakshmaiah Colleges, Vijayawada. The chapter is also
supporting these institutions to conduct lessons in project
management as an elective subject. On 25 January, PMIPCC
conducted a network meeting. Dr. Prasad CSRK, head of
the department, civil engineering & transport division,
NIT Warangal, spoke on “Infrastructure growth – role of
educational institutions.” Mr. Ravi Bommakanti, founder
and chief consultant, BBITS Consulting, shared insights
on “Linking project management to industry domain
knowledge.”
PMIPCC presented the chapter updates during the meeting
and honored new PMPs. For the first time in the chapter’s
history, more than 190 members attended the network
meeting.
PMI Pearl City Chapter
Student Outreach, Network Meeting
For the second successive year, PMI Bangalore Chapter partnered
with Rotary Bangalore West, to present battery-operated LED
lamps to final year students in rural schools. Launched last year,
the program has helped PMI reach out to close to 120 needy
students. This year the scale of the program was increased with
additional matching grants from Rotary International. The chapter
identified Mr. Sumanth Padival, vice president, technologies, to
work closely with the program to enhance its success.
Lamps distribution has been going on for the past month and
a half. On 15 December, Rotary Bangalore West, in association
with Kanakpura Rotary and PMI Bangalore Chapter, extended the
coverage of the project to students of Government High School,
Kaggalahalli on Kanakpura Road, Bangalore. The school made
news last year by becoming the second best school in Kanakapura
district in terms of pass percentage at the 10th grade school leaving examination.
Thirty needy students preparing for their 10th grade examination received the lamps. Besides Mr. Padival, Mr. Murali
Santhanam, secretary & treasurer, and Mr. Amar Bhaskar, advisory board member, PMI Bangalore Chapter participated
in the lamp distribution ceremony.
Bangalore Chapter
Light for Education Project
Mr. Ravi Bommakanti speaking at the network meeting.
Students of Government High School, Kaggalahalli
with the LED lamps.
15. February 2013 15
Chapter News
The North India Chapter has a new board now. During
recent elections, a couple of board members were re-elected
unopposed, for two positions there was a tough contest, and
one member was nominated to a position since there were
no nominations for that position.
The chapter board has created an election nomination
committee comprising of the following distinguished
professionals: Mr. Tejas Sura, regional mentor, PMI Region
11, and joint managing director, Conart Engineers Limited;
Mr. Ramam Atmakuri, winner of PMI Eric Jenett Project
Management Excellence Award, member, PMI Chapter
Member Advisory Group, and vice president, Cognizant; and
Mr. Brij Nandan Yadava, vice president, DLF Home Developers
Ltd. They devoted their personal time and effort to ensure the
elections take place in a transparent and fair manner.
The chapter board now comprises of the following: Mr.
Manoj Gupta, president; Mr. Pritam Gautam, vice president,
technology; Mr. Amit Chauhan, vice president, finance and
compliance; Ms. Shalini Lamba, vice president, corporate
relations; Mr. Sachin Agarwal, vice president – volunteer
management; Ms. Vanita Ahuja, vice president, government
relations; and Mr. Hemant Seigall, secretary.
Year 2012 was a year of growth for the chapter’s e-magazine,
Synergy. The seventh edition was released in December
2012.
The chapter board has launched two programs – Company
Connect and Region Connect– to promote PMI’s best project
management practices among the various stakeholders
and provide additional volunteering opportunities for our
chapter members.
The chapter has organized several activities to advocate
project management best practices in the region. One such
program is the faculty development program. The chapter
delivered this program with the help of chapter members
and external faculty for Amity University on behalf of PMI
India in Noida earlier this month. Amity Academic Staff
College, in association with Amity Institute of Information
Technology and PMI India, organized a five-day refresher
course for project managers. A total of 29 participants from
Amity University attended the training. A three-member
team with our chapter president delivered the entire training
that acquainted the participants with various PMI concepts
Risk management for 25 PSUs
The chapter also delivered a program on risk management
for 34 public sector undertaking (PSU) officials in the
Ministry of Statistics & Program Implementation from 25
different PSUs. The program also gave them exposure about
PMI North India Chapter and its activities and areas of
collaboration between PSUs and the chapter. The session
was delivered jointly by Mr. Manoj Gupta and Mr. Hemant
Siegell.
North India Chapter
New Board Takes Over
The Amity University faculty training program underway.
16. 16 February 2013
Chapter News
PMI West Bengal Chapter organized its first Learn & Earn ses-
sion of the year on 12 January. Ms. Susweta Mukherjee from
Tata Consultancy Services was the speaker for the session.
She spoke on “Security and business ethics – a part of project
management,” a topic relevant in the current unstable glob-
al economy and competitive business environment, where
there is a tendency to go for immediate short-term gains at
the cost of security and ethics. This tendency is also detri-
mental to society at large in the long run.
Ms. Mukherjee highlighted the intricacies involved in adopt-
ing security as a discipline and the ethical challenges in-
volved. While security and ethics as a discipline have their
own theories and framework, what came out strongly during
the discussion was the “implicit cultural and geographical
dimension” behind it. This dimension tends to create its own
perception and understanding of security and ethics in dif-
ferent cultural settings. It was a lively session with the active
participation of the audience.
The participants took the discussion much beyond the stated
time and continued it to the roadside teashop. They reinvent-
ed the “adda” (the term used to describe small-talk at street
corners) with some professional gyan and made it “Network-
ing Adda.”
West Bengal Chapter
Learn & Earn Session
PMI Pune Deccan-India Chapter celebrated its 100th monthly
seminar on 12 January. This was the 100th consecutive
monthly seminar conducted by the chapter, and was attended
for over 110 members and non-members.
This chapter began monthly seminars in 2005, and has
been running it without a break on the second Saturday
of the month for 100 consecutive months. The morning’s
proceedings began with vice president, corporate relations,
Mr. Rahul Sudame giving an introduction of the chapter’s
activities over the past 100 months. This was followed by vice
president, programs, Mr. Himanshu Warudkar conducting a
quiz on some of the topics covered in the past 100 seminars.
Later, speaker of the day, Mr. Girish Kelkar spoke about the
direction the chapter will take for the next 100 seminars in
terms of topics. He also spoke about the chapter’s focus areas
of sustainable development and social sectors.
Some of the chapter’s regular attendees also spoke on their
experiences and thanked the current and former chapter
leaders for bringing high quality seminars to chapter members
month after month. The morning proceedings ended with a
networking break and high tea.
The chapter is now looking forward to its annual conference,
OnTarget, to be held in February. The theme for the
conference is “Sustainable growth through effective project
management” and will be attended by business leaders,
project managers, and senior leaders in government and
professional organizations.
(Chapter news contributed by Mr. Soumen De, Mr.
Amitabh Kishore, Mr. Piyush Govil, Mr. Rinoo Rajesh,
and Mr. Ravi Vurakaranam)
Pune Deccan Chapter
100 Monthly Seminars
Chapter members at the Learn & Earn event.
Board members and chapter members at the 100th monthly
seminar.
17. February 2013 17
PMI India Champion Program
With the key objective of spreading awareness about project
management and PMI across industries, the PMI India
Champion program ushered in the New Year with renewed
vigor. The program is now expanding horizontally and
adding more champions to the existing team of passionate
project management volunteers.
Meet the Champions
Mr. Jacob J. Zachariah, PMP, MBA, OCP
Mr. Zachariah is an IT officer with the State
Bank of India (SBI). He has been volunteering
with PMI at various levels—the chapter, PMI
India, and PMI internationally. He is a faculty
member, speaker, ethics committee member,
judge for Project Management Institute
Educational Foundation, judge for books and essays for
PMI USA, PMI India Champion, and much more. He is also
a speaker on personality development and values.
Mr. Jayant Malhotra, PMP, MBA
Presently employed with Schlumberger, Mr.
Malhotra has been associated with the oil
and gas industry for over 23 years and the
project management profession for the past 12
years. A graduate from Delhi University, Mr.
Malhotra did his post-graduation in computer
applications and MBA, and is PMP®
certified. He has
experience in various domains like formation evaluation,
testing, total quality management, integrated business
systems, process management, and integrated project
management. He is a member of the Society of Petroleum
Engineers and holds the official designation of program
chairman for its New Delhi chapter.
Meet the Advisors
Mr. Vivek Sonar, PMP
Mr. Sonar has over 22 years of automotive
industry experience with the past 10 years
at senior positions with auto majors. He has
a proven track record of handling, planning,
and managing multi-location cross-functional
projects and programs, including establishing
the project management maturity model across business
functions with an auto major in the country. He has been
actively involved with PMI India and its Mumbai chapter,
and an active speaker in PMI events.
Mr. Vimal Wakhlu, PMP, MBA
Mr. Vimal Wakhlu is a B.E. from the National
Institute of Technology, Srinagar, and MBA
from the Indira Gandhi National Open
University. Mr. Wakhlu is the chairman and
managing director of Telecommunications Consultants
India Limited (TCIL). He has been actively involved
in the activities of the Institution of Electronics and
Telecommunications Engineers, Mumbai chapter, and has
held positions of honorary treasurer, secretary, and vice
chairman. He has been a visiting faculty on advanced
mobile communications systems and business of telecom
management. He is on the board of directors of various
joint venture companies of TCIL.
Contibution of Champions
SBI is not a projectized organization. It is a hierarchical
banking company. Selling the concept of project
management is therefore a long and tedious process. It
took Mr. Jacob J. Zachariah close to two years to achieve
that. Today, the bank has started an in-house training of IT
officers by PMI on project management. It also offers cash
incentives for those who complete their PMP®
certification.
So far, 60 officers have undergone the preparatory course
by PMI. The target is 200 officers.
Mr. Zachariah has put in considerable background work.
One such initiative was to invite the deputy managing
director, information technology, as the keynote speaker
for the PMI Mumbai Chapter Conclave in December 2011.
The interactions during the conference helped the official
understand the importance of the PMP®
certification
for the bank’s staff. After a series of meetings with the
key stakeholders within the organization, SBI has now
approved the certification processes for its officers. The
bank has since been participating in PMI events. It was
one of the sponsors of the PMI Mumbai Chapter Conclave
in December 2012.
Mr. Jayant Malhotra has delivered a guest lecture at the
Alcatel-Lucent IPM Symposium 2012 via a webinar. It was
recorded and played throughout Alcatel worldwide.Those
who ran the playback received PDUs.
The presentation covered the essence of competency
management in HR, besides performance management,
technical competency assessment, career development,
and knowledge management. The talk demonstrated the
value of competency management to the organization
and to individuals who participated and managed it. The
presentation covered the definition, process, proficiency
levels, its applications in wide variety of roles, and how it
is professionally managed.
(Contributed by PMI India Champions Mr. Chetan Mathur,
PMP and Mr. Kumar Saurabh, PMP)
Champion Update