from he desk of the director general · session 1: the first session for the day was on the sexual...

E-NEWSLETTER Issue 23May - June 2016

Page | 01

It has been a wonderful beginning with our new found focus

on Relevance, Reach & Results taking off in the right

direction and it gives me immense pleasure to inform you

all that as part of this, the “NHRDN Connect” our mobile

app was launched successfully in May 2016. This has been

a part of our effort to leverage the digital media platform &

strengthen our connect with the current and future

members. Please download the app and share your

feedback/experience with us. Our yet another offering

shall be the AGORA Platform which shall be launched on th28 July, 2016 at a programme organised under the aegis

of our Bengaluru Chapter.rdNHRDN conducted its 3 Seminar on Prevention of Sexual

Harassment at the Workplace: ‘Awareness, Enforcement

& Leading Practices’ at Mumbai. Ever since its launch, the

programme has always been well-received because of the

major challenges faced by women with regard to gender-

based discrimination at the workplace. The leading

practices and practical approaches adopted by the

corporate world from various sectors while dealing with

cases of sexual harassment in forms of case studies etc. thwere discussed. Another Summit on 4 NHRDN Employee

Relations Creating Productive Employee Relations:

Towards "Make in India & Invest in India", conducted in

Delhi focussed on the need for sound strategies,

competencies and practices to be built in the area of

Employee Relations. The agenda was to build right policies

and frameworks to effectively create harmonious

employee relations and contribute towards India

becoming the world’s manufacturing hub and also for the

success of the Make in India objective of the Government.

The details of these events are shared in the Newsletter.

Our Annual Human Capital Conclave - ‘The New

Organization: Different by Design’, at Gurgaon in

association with Deloitte saw the unique presentation of

the NHRDN-Deloitte India Human Capital Report-2016.

Kindly to view the pointers emerging from this

year’s survey. As part of the Newsletter, we also have an interesting article on ‘Selecting the CEO of a Company’ by Dr. Girish Jakhotiya, where he talks of the various stages of selection of a CEO both from within & outside the organisation in a pragmatic manner.

One of the major concerns of the Leadership team was the revival efforts & functioning of the smaller Chapters. Towards these efforts, we have been travelling across India in the past few weeks visiting various Chapters, talking with them and extending NHRDN’s full support for their enablement and revival. As part of this handholding, we are happy to inform you that the NHRDN Trichy Chapter Installation function was held with a new Leadership Team taking charge under the aegis of Mr. John Sekar - Group Head HR-KMC Hospitals heading the team as the President. The details of the new Trichy Leadership Team are given in the Chapter News segment. We wish them all the best and hope the other Chapters follow suit and our Network grows further.

I warmly welcome the new Members and thank them for joining NHRD Network. We have included the latest Calendar of Programmes for benefit of your participation. Kindly do participate & nominate your colleagues also for these programmes. We are coming out with many more initiatives & we will keep you posted about the details in the coming Newsletters. I hope you enjoy reading this issue of NHRDN E-Newsletter and look forward to your feedback and suggestions.

From the Desk of the

Director General

Dear Members,

Kamal Singh

Director General, NHRD Network

Click Here

http://www2.deloitte.com/in/en/pages/human-capital/articles/introduction-human-capital-trends.html

http://www2.deloitte.com/in/en/pages/human-capital/articles/introduction-human-capital-trends.html

Issue 23May - June 2016CODE OF CONDUCT

I will always strive to meet the highest evolving standards of

COMPETENCE in the profession and ADD VALUE to

organizational success.

I will deal with all stakeholders with utmost INTEGRITY and

create an environment of TRUST leading to ETHICAL success

of my organization.

I will ensure that I am always RELIABLE and consistent in all

my actions by accepting responsibility for my decisions and

actions thereby creating CREDIBILITY for my profession and

myself.

I will be OBJECTIVE in all my actions and decisions and foster

FAIRNESS with firmness.

I will conduct myself in a way that FACILITATES GROWTH and

DEVELOPMENT of all those I am responsible for.

I will strive to be a ROLE MODEL for all others and

CHAMPION exemplary practice of the HR profession.

I will respect the rights of privacy, will not use my position for

personal gains and ensure that there is no CONFLICT OF

INTEREST in what I do with any of my stakeholders.

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E-NEWSLETTER

NATIONAL SECRETARIAT NEWSDate VenueParticipants

::: 100+

th28 May 2016IMI Campus, New Delhi

Page | 03

r dNHRDN’s 3 Indian Management Simulation

Challenge was successfully conducted, where

participants from diverse HR functions came together

to participate and experience business intricacies and

also understand the challenges of Managing Business

Enterprises in a competitive environment.

The Championship was held in three regions (Kolkata,

Mumbai and New Delhi) and the Grand Finale was

thheld on 28 May, 2016 at IMI Campus, New Delhi.

The Simulation Challenge was extremely interesting

and evoked a lot of response and interaction from the

participants. Over 100 participants, forming 40 teams,

representing 22 corporate organizations from across rd

the country participated in the NHRDN 3 Indian

Management Simulation Challenge IMC 2016.

rdNHRDN 3 Indian Management Simulation Challenge IMC 2016

Winners

Champions: HPCL 1�� Runners-Up: HPCL 2ⁿ� Runners-UP: EIL

PARTICIPANTS

BHEL, BIMTECH, BPCL, Capgemini, CESC, DIAL, EIL, Exide, GAIL, HERO MOTOCORP, HPCL, ICICI, IOCL,

Jindal Power, Magma Fincorp, Maruti Suzuki India Pvt. Ltd., Oil India, S.H.Kelkar & Co. Pvt. Ltd., SAIL,

Societe Generale Global Solution Center Pvt. Ltd., Tata Steel Ltd., Videocon D2H

SPONSORS

NHRDN would also like to thank its sponsors OCL, IFIM, Fulki, IMI New Delhi, IMI Kolkata and NMIMS for rd

their active and valuable support in making the 3 Indian Management Simulation Challenge 2016 a grand

success.

Click here for more pictures

https://plus.google.com/photos/100052832021492974228/albums/6290747231025565409

Issue 23May - June 2016

https://plus.google.com/photos/100052832021492974228/albums/6290747231025565409

E-NEWSLETTER

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NATIONAL SECRETARIAT NEWSDate Venue

::

th6 May 2016Mumbai

With India emerging as one of the fastest growing

countries in the world economy, the need to eradicate

any form of gender-based harassment and

discrimination has become a prerequisite to carry

forward the momentum of growth. The HR

Professionals being the custodians of human capital,

they must take the responsibility of ensuring a safe

workplace for every organization’s greatest assets –

its people. While the law might be in place, building

awareness about enforcement and sharing leading

practices helps in creating a healthy working

environment for all will hold the key to a bright future.

As the largest HR association of India, National HRD

Network, with active support of the best thought

leaders in the nation, conceptualized Prevention of

Sexual Harassment at Workplace Seminar series,

which serves as an ideal forum where legal

practitioners, enforcement agents and practitioners

of the prevention of sexual harassment at workplace

Act congregate for an engaging exchange of thoughts

and ideas for effective prevention and management of

such incidents. The knowledge sharing ensures not

just a good grasp of the laws that ensure safer

workplaces, but also guidance on the best practices in

this realm from experts in this field. The program has

been vigilantly crafted for HR Heads, Leaders,

Managers & Executives to enable them to build a

conducive workplace for employees across different

levels and the ways & means of dealing with such

s i tuat ions. NHRDN, in associat ion with i ts

stakeholders, organized the the 3rd Prevention of

Sexual Harassment at Workplace Seminar on Friday, th

6 May 2016 at Mumbai to address the major

challenges and leading practices adopted by

‘employers of choice’ to curb harassment and gender-

based discrimination at the workplace. EY was the

Knowledge Partner for the event.

Inaugural Session

The Seminar began with the Inaugural Session where Mr. Kamal Singh, Director General, National HRD Network welcomed all the participants. It was then followed by the Program Overview by Ms. Kanika Bhutani, Programme Director & Director - EY and Ms. Priti Kataria, Co Programme Director & VP-HR, Wipro. Mr. Yogi Sriram, Sr. VP Corporate HR, L & T gave a very inspiring keynote address asking for stringent measures to be put in place to curb the sexual harassment incidents and set the tone for the day’s deliberations. The session ended with a vote of thanks by Mr. Dhananjay Singh, Executive Director, National HRD Network.

rd3 NHRDN Seminar on Prevention of Sexual Harassment at the Workplace: ‘Awareness, Enforcement & Leading Practices’


Mr Yogi Sriram, Sr. VP Corporate HR, L & T delivering the Keynote Address during the Inaugural Session along with Ms. Kanika Bhutani, Programme Director & Director - EY and Ms. Priti Kataria, Co Programme Director & VP-HR, Wipro

Mr. Kamal Singh, Director General , NHRDN felicitating Mr.B C Prabhakar

Session - I

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Session 1: The First Session for the day was on the

Sexual Harassment Law, which focused on updates

with regard to the Sexual Harassment of Women at

Workplace (prevention, prohibition & redressal) Act

2013, rules in terms of fair and transparent hearing,

principles of natural justice and the inquiry process

along with case studies, was facilitated by a veteran in

this space - Mr. B C Prabhakar, Advocate Karnataka

High Court & President, Karnataka Employers’

Association. He also gave detailed do’s and don’ts of

the functioning of ICC and its jurisdiction.

Session 2: This Session started with the release of

NHRDN - ComplyKaro Handbook on Prevention of

Sexual Harassment at the Workplace and an

insightful interaction with Mr. Jairam Pawar, District

Officer, Mumbai Sub-urban (Dy. Collector) while Mr.

Vishal Kedia, Founder, ComplyKaro shared his views

on the theme. Mr. Pawar also shared some of the

statistics on the number of reports filed against the

company as registered in Mumbai as well as the

contact details of Deputy Collector of all districts of

Maharashtra who could be reached as per their

location.

Session 3: The Third Session was a panel discussion on

the theme ‘Leading Practices’ which dealt with practical

approaches adopted by the corporate world (across

sectors) while dealing with cases of sexual harassment.

The Session was chaired by Ms. Priti Kataria, VP-HR,

Wipro and Panelists Ms. Aparna Sharma, Independent

Director, TS Alloys Ltd. shared her experiences from

the corporate, while Ms. Pooja Prabhakar, Director,

BCP Associates contributed with the legal aspect of

various real life cases encountered. All the panelists

shared their view and practices on selection of ICC

member and Chairperson. They gave their views on

dealing with tough cases, which sometime goes out of

hand. The session was high on key takeaways for

delegate in terms of implementable ideas.

Session 4: The panel discussion as part of Session IV

on the theme ‘Enforcement of Stringent Norms to

Counter Sexual Harassment at the Workplace’

discussed the role played by Enforcement Authorities

in the event of occurrence of cases of sexual

harassment. The ways to leverage the power of

enforcement, how to instill a sense of reverence for

the law and how to work as a deterrent to

complacence on this front was elaborated upon by Ms.

Kanika Bhutani, Programme Director & Director, EY

who chaired the session. Among the panelists was

Prof. Asha Bajpai, TISS who shared her vast

experience right from the formative phase of Vishakha

guidelines to transforming into the Act in 2013.

Mr. Jairam Pawar, District Officer, Mumbai Sub-urban (Dy. Collector)

Session - II

Session - III


::

th6 May 2016Mumbai


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She also shared how her male counterparts were

apprehensive in the formation of the act. Mr.

Rajkumar Shriwastav, Director – Assurance, EY India,

who has a wealth of experience in enforcement spoke

of ICC as an extension of civil court and how it should

use its power and jurisdiction wisely. Ms. Urvi Chhaya,

VP – HR, ICICI Prudential Life, who brought in the

corporate perspective, and Ms. Alka Mandave, Senior

PI & Additional Charge – ACP, Mumbai Police,

discussed ground realities pertaining to incidents and

how police are coming up with mobile application to

help local people reach out to them for help.

Session 5: Session V was primarily on experience

sharing by women business leaders where eminent

women leaders from all walks of life with an

organizational and outside view of all stakeholders

(Legal, ICC, HR Management) focused on redressal

and how to deal with the cases of sexual harassment

while effectively using the various legal tools available

to address concerns. The Session Moderator was Ms.

Rani Desai, CHRO, Deloitte and the panelists were Ms.

Manjusha Bhatnagar, Director HR & CA, Balmer

Lawrie & Co. Ltd. who represented the Public Sector

spoke of the various challenges while dealing with

cases of sexual harassment in her company. She

emphasized that all cases reported might not be

cases of sexual harassment. So, dealing with them

needed in-depth enquiry and wise handling. Ms. Dipti

Kotak, SVP Legal, Sony Pictures Networks India,

described the challenges particularly related to the

showbiz industry and Dr. Anagha Sarpotdar, External

Member & Consultant - Sexual Harassment at

Workplace presented her research findings on the

topic as a third party member of ICCs of various

organizations.The seminar saw an active participation

from the delegates in all the sessions. The highly

interactive Q & A Sessions were the highlight of the

Seminar, which ended with a vote of thanks by Mr.

Pranay Ranjan, on behalf of National HRD Network.

He thanked the two Programme Directors for coming

up with their endeavor for creating such a robust

knowledge-sharing platform and also thanked the

participants for playing an active part in it. The various

sessions were a great learning experience for

academicians as well HR professionals and helped

them to understand the practical implications of

sexual harassment laws. Apart from becoming more

aware about the PoSH Act-2013 and its implications,

they also received Certificates of Participation.

Session - IV


::

th6 May 2016Mumbai


Session - V

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th st20 , 21 May 2016New Delhi

Sustainable Employee Relations (ER) has been a priority and challenge for the Investors and the Industry Leaders.ER is an underlying philosophy along with well meant mindset and desired competencies rather than a specific management function or an activity. Maintaining a strong employer and employee relationship is the key to the ultimate success of an organisation. It is a reality that when a strong relationship is in place, employees will be more productive, efficient, collaborative and loyal. With the 'Make in India' initiative of the Government, India hopes to attract capital and technological Investment in India and thereby generate employment and inclusive growth. That calls for sound strategies, competencies and practices in the area of Employee Relations. Keeping these imperatives in mind,

thNHRDN organized its 4 Employee Relations Summit on 'Creating Productive Employee Relations: Towards

th stMake In India & Invest In India" on 20 - 21 May, 2016 at Hotel Sheraton, Saket, New Delhi. Mr. Pramod Mahatme, Vice President Employee Relations - WIPRO and Mr. G. P. Rao, Management Advisor & Founder - Good People Relations were the Summit Directors. The Summit was attended by more than 100 delegates including CEOs, Senior HR and ER Professionals, Academicians and Budding Managers. A galaxy of eminent leaders from both the public and private sector joined and shared their insights at the Summit. The Summit also facilitated an active dialogue amongst the panellists and the participants. The agenda was to build right policies and frameworks to effectively create harmonious employee relations and contribute towards India becoming the world’s manufacturing hub.

stThe 1 Session of the Summit was a CEO Panel which was led by Dr. A. K. Balyan, CEO Reliance ADA Group with Mr. R .P. Singh, Director-HR and Legal, IFFCO and Dr. T. K. Mandal, CHRO, JK Paper Limited, in which the panelists discussed about the challenges in Employee Relations from the top view.

ndThe 2 Panel Discussion was moderated by Dr Aquil Busrai, CEO, Aquil Busrai Consulting. The panelists included Mr. S. D. Tripathi, President- HR, Tata Steel, and Mr. Sharad Ganagal, Executive Vice President, People Processes and Member of Executive Council, Thermax. The panel shared their view on Sustainable IR Model.

thNHRDN 4 Employee Relations Summit Creating Productive Employee Relations: Towards Make In India & Invest In India


Dr. Aquil Busrai Past president NHRDN and CEO, Aquil Busrai Consulting in a dialogue with :- Mr. Sharad Gangal Executive Vice President- People Processes and Member of Executive Council Thermax and Mr S D Tripathi, President- HR, Tata Steel

Mr. S K Roongta Chairman BALCO, Keynote Speaker with Dr A K Balyan CEO Reliance ADAG Group, Mr. R P Singh Director-HR and Legal, IFFCO, Dr. T K Mandal CHRO JK Paper Limited and Summit Directors Mr. Pramod Mahatme V P – Employee Relations WIPRO and Mr. G P Rao Management Advisor & Founder, Good People Relations with Mr. Kamal Singh DG NHRDN

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rdThe 3 Session of the Summit was Dealing with

Militancy & Turbulence: Learning from Auto Sector in

which Mr. G. P. Rao, Management Advisor & Founder -

Good People Relations was the moderator and the

panelists were Mr. Harbhajan Singh, V P General &

Corporate Affairs, Honda Motorcycle, and Mr. Ratan

Agrawal, Head HR (P), Heromoto Corp. The day drew

to a close with a panel discussion on Enabling IR

Climate for Investment in India. The Panelists for this

session were Prof. Joy Verghese, Dean-Coordination,

XIME, Mr. Pramod Mahatme, V. P. – Employee

Relations WIPRO, Mr. Abhay Kapoor, Head HR North,

Amazon India and Mr. Shitanshu Prasad, ED

(Personnel & Administration), SAIL. The eminent

panel provided fact-based insights on the virtues of

understanding the needs of creating favourable IR

Climate to draw the attention of other countries for

Invest in India. opened with a panel Day-Two

discussion on Balancing Employee Protection &

Employment Generation: Labour Law Framework.

T h e p a n e l w a s m o d e r a t e d b y M r . P .

Dwarkanath,Head- Group Human Capital, Max India.

He brought together views from Mr. Kuldip Joshi,

Management Consultant, Mr. Pramod Mahatme, VP-

Employee Relation, Wipro and Mr. K. S. Bhullar,Group

President HR, Anand Group. The panel talked about

how India undoubtedly has become one of the most

favoured destination for investment and it is a place

filled with a huge potential talent. Indians have voted

for ‘Acche Din’ and inclusive growth which means a

sustainable balance between growth and inclusion

and hence perhaps the focus has to shift to

employment generation rather than employment

protection, to building capabilities to exploit

opportunities and to social security rather than job

security. There was also a critical analysis of Indian

labour laws framework with change in time.

ndThe 2 Session was a Panel Discussion on IR in Global

Scenario. The panel was moderated by Prof. Devi

Saini, MDI and the panelist were Mr. Rajiv Kapoor,

Chief People Officer, Fortis Healthcare Limited, Mr.

Sanjay K Singh, VP & Head- HR & IR, Aditya Birla and

Mr. Ajay Sharma, CEO, Ashtopus Group. Learning’s

from other nations and what are the new concepts or

changes taking place in IR there were discussed and

deliberated.

rdThe 3 Session was a case study presentation by the

winner of Case Study Competition on Employee thRelations which was held on 19 May 2016. The winner

of the Competition was ITC Saharanpur, 1st runner up

was Mercer Consulting (India) Pvt. Ltd and the 2nd

runner up was GMR group and ITC PSPD. These case

study presentations were the great learning for all as

it depicts the practical aspect for Employee Relation.

The Summit was brought to a close with an Interactive

Session moderated by Mr. G. P. Rao with Mr. Jitender

Chaudhary, Senior Advisor People and Change-

KPMG, Mr. Partha Prathimdas, IIM Kashipur and Mr.

Dharam Rakshit, Head ER-Godrej. In this Session

there was a collaborative discussion between the

participants and the panelist on the Competency

framework which an HR person required. At the end of

the Summit, delegates were left with thought

provoking insights and imbibed them with the

knowledge about issues and trends prevailing in the

domain of Employee Relations.


::: 100+


(In Centre) Mr. G. P. Rao, Management Advisor and Founder - Good People Relations & Moderator for Session 3 along with the panelists


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::: 100+



Winners NHRDN ER Case Competition

Summit Directors Mr Pramod Mahatme and Mr G P Rao with the Speakers and Panelist of Session Dealing with Militancy & Turbulence: Learning from Auto Sector

Cross section of Audience

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NATIONAL SECRETARIAT NEWSDateVenueParticipants

:::

th th27 -28 May 2016 Gurgaon100 +

thNHRDN 4 Human Capital Conclave‘The New Organization: Different by Design’ Increasing focus on organisation design, leadership

and company culture, and the steady rise of analytics

and digitization, heralds a new era for HR, implying a

reimagining of the role it plays in the organisation.

There is an increasing need to anticipate the issues

and themes that will influence the human capital

arena in the coming year, and assess how well

equipped organisations are to navigate these changes

and emerge with a competitive advantage. For HR

professionals in the new world organizations the

challenges of understanding existing people

practices, how we evaluate and manage people and

how we engage and develop teams, how we select

leaders and how they operate is continuous exercise.

Recognizing these imperatives and as part of its

Human Capital Conclave series, NHRDN organized its

4th Human Capi tal Conclave on "The New th th

Organization: Different by Design" held on 27 -28

May 2016 at The Leela, Gurgaon. Ms. Veena Swarup-

Director, Engineers India Ltd. chaired the Session as

Conclave Director.

The Conclave started with the Welcome Address

delivered by Mr. Kamal Singh-Director General,

NHRDN who welcomed all the dignitaries,

conclave participants, members of the media & its

partners. In his welcome address, he said the

purpose of NHRDN is to bring new trends, new

insights and new practices. This conclave is one

such endeavor among NHRDN’s basket of

multifaceted activities. Ms. Veena Swarup-

Director, EIL delivered the Conclave Overview.

Mr. S. V. Nathan-Sr.Director and Chief Talent

Officer, Deloitte India delivered the Theme

Address and presented the NHRDN-Deloitte India

Human Capital Report-2016. NHRDN together

with Deloitte as the Knowledge Partner had

undertaken a Survey on Human Capital Trends

(both Global & Indian) and as part of this survey the

findings were released at the Inaugural Session of

the Conclave. Mr. Jeff Schwartz-Sr.Director,

Human Capital Global Leader, Talent Strategies

and Human Capital Marketing, Eminence and

Brand, Deloitte Consulting India Private Limited

presented the Theme Address & the NHRDN -

Deloitte Global Human Capital Trends Survey

2016. Mr. Manoj Kohli - Executive Chairman, Soft

Bank was the Chief Guest at the Conclave and

delivered the Keynote Address. Using a very

simple example, he emphasized on how today’s

generation needs to value the foundation of the

education system that has been built for them

while not disregarding the key role education plays

today in shaping the overall growth of individuals.

(L-R) Mr. Kamal Singh, Mr. S V Nathan, Ms. Veena Swarup, Mr. Manoj Kohli, Mr. Jeff Schwartz


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The Conclave Focused on The following topics:

• Business leaders on the changing role of HR in

the rapidly evolving new world

• CHRO’s take on Evolving organization structures

and the role of teams and leaders

• Learning in an age of disruption

• Creating the new learning organization:

Extending beyond the corporate university

• Culture and Engagement driving strategy and

business results

• Design Thinking: Simplifying work-life for

employees

The Conclave was very well received and was attended

by more than 100+ HR professionals from all over

India. A galaxy of speakers who shared their insights

among others included:

• Ms. Veena Swarup, Conclave Director & Director

HR Engineers India Ltd.

• Mr. Jeff Schwartz, Sr.Director Human Capital,

Global Leader – Human Capital Talent Strategies

and Marketing, Eminence, and Brand, Deloitte

Consulting India Pvt. Ltd.

• Mr. S. V. Nathan, Senior Director and Chief Talent

Officer, Deloitte India Pvt. Ltd.

• Mr. Sumit Mitra, MD, Central Business Services,

BT Group

• Mr. Ashish Bhandari, CEO, GE Oil & Gas, South

Asia

• Mr. Hitesh Oberoi, MD & CEO, InfoEdge

• Mr. Udai Upendra, CEO, The HR Company

• Mr. Jacob Jacob, Chief People Officer, Apollo

Hospitals Pvt. Ltd.

• Mr. Ajay Kukreja, CHRO, Honeywell India

• Mr. Sharad Sharma, Head HR, SBI Card

• Ms. Pooja Bajpai, Director , Deloitte Touch

Tohmatsu India Pvt.

• Mr. Prem Singh, President – Global Human

Resource , Wockhardt Ltd.

• Ms. Anuranjita Kumar, Country Human

Resource Officer, Citi India Ltd.

• Mr. R Anand, Global Head – People Practices,

HCL Technologies Ltd.

• Mr. Rajat Tewari, Business Head – L&D, South

Asia, DuPont

• Capt. Anil Dhankher, Head HR India, Abu Dhabi

Commercial Bank

• Mr. Arun David, Head HR, Larsen & Toubro

• Mr. David Selchen, Chief Learning Officer,

Reliance

• Mr. Sameer Khanna, VP & Head HR –Region

India, Ericsson

• Ms. Deepa Chadha, CHRO, Jabong

• Mr. Sushil Joshi, CHRO, Delhi International

Airport Ltd.

• Mr. Sandeep Tyagi, Director HR, Samsung India

Pvt. Ltd.

• Mr. K S Bakshi, EVP HR, The Oberoi Group

• Mr. Debashish Banerjee, Director, Deloitte

The Conclave was supported by ONGC, Sri Balaji

Society, Deloitte, BIMTECH, Jaipuria, Powergrid Corp

Ltd., Apollo Hospitals, HPCL, EIL & Giftxoxo.


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Glimpses of Summit


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NHRDN Mobile App

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Glimpses of NHRDN Mobile App Launch Event

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CHAPTER NEWS - LUCKNOW

Workshop on Driving Excellence In Teams

DateVenue

::

rd 3 May 2016 Ranjee's Hotel, Lucknow

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In one of the most unique programs witnessed by the corporate and academic fraternities of Lucknow,

rd NHRDN Lucknow Chapter on 3 May 2016 set out to discuss and deliberate, “What Drives Excellence in Teams”. What made the workshop unique was the case study on which the whole analysis was based. NHRDN chose to build the discussion around the famous 1972 true story of the survival of 16 members of a young football team of Uruguay who found themselves in midst of Andes mountains with absolutely no food and woollen clothes after a disastrous plane crash, yet found their way out as a brilliant team after a harrowing experience of 72 days! Leading the workshop were Mr. Kumar Lalit, President-NHRDN Lucknow Chapter, & GM, Tata Motors along with Mr. Saud Usmani-HR, Tata Motors.Mr. Lalit stressed upon the relevance of teams in the success of organizations and laid a strong foundation for the workshop by linking the significance of team spirit and cohesiveness amongst industry, academia

and bodies like NHRDN, so that the professional fraternity emerges as a team and wins against all odds and challenges. He said NHRN should not be seen as an isolated entity rather it should be seen and should function as a team comprising of the members representing today’s leaders, future managers, corporate houses and academic institutions.Mr. Saud steered the workshop towards an engaging dialogue on “Driving Excellence in Teams”. Analysing the success factors which helped the team in the Andes Mountains to emerge alive at the end of 72 days struggle, he correlated the learning with the topic-what drives excellence in teams. He helped the audience imbibe the concepts of innovation, adaptation, selfless commitment and intrinsic motivation which helps teams and leaders achieve success. He took real life examples ranging from Western Orange Laboratory of Thomas Edison to the philosophy of Mark Zuckerberg at Facebook to put across his points in a convincing manner.

From left to right : Mr. Saud Usmani - HR team, Tata Motors & Mr. Kumar Lalit, GM, Tata Motors

Mr. Kumar Lalit, President- NHRDN Lucknow Chapter, GM-Tata Motors


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CHAPTER NEWS - LUCKNOWDateVenue

::

rd 3 May 2016 Ranjee's Hotel, Lucknow

Page | 16

The hair raising tale of the Andes survivors which included the harrowing challenges that kept on hitting the group one after another, their persistence to survive the situation, their last resort to eat the dead bodies of their friends and the unbelievable zeal to continue walking till they find a way out proved to be a very emotion-stirring experience for the audience and most of them could not hold back their tears. Since the case study had already set a very strong foundation, the discussion that followed was highly engrossing and each and every member of the audience volunteered to participate in the question-answer based dialogue that analysed the teamwork and leadership displayed by the team in the Andes. The participants included some of the most well-known and familiar names of the corporate and academic circuits of Lucknow and the nearby region. Top ranks from CII, LMA, Laghu Udyog Bharti, Association of Knowledge Workers Lucknow along with business heads and managers from HPCL, Tata Motors, TCS, Stallion Auto, APV India Pvt Ltd and many other corporate houses attended the event. The

academic circuit was well represented by Amity, PSIT, SRMU, LBS, BBD, Jaipuria and Integral University.Several trainers and entrepreneurs joined the session and brought a new flavour to the discussions. Ms. Prerna Agarwal from TCS later commented, “this was one of the most engrossing and insightful sessions we have ever attended”. Expressing his joy of learning from the session, Mr. M. A.Khan, Joint Secy. Lucknow Mgmt. Association said “in my 45 years of corporate career, I had never witnessed a program as strong and as engaging as this one. The program should be taken to the senior leadership teams of the organizations and even to the top ranks of Govt Officials.” NHRDN board members said that moving ahead they plan to take this and other similar customised programs to larger audiences from corporate and academia. Chalking out the future plans of NHRDN Lucknow Chapter, President Mr. Lalit hinted that the next event of NHRD would be centred around building communication and employability skills amongst students and young professionals.

Cross section of the audience


From left to right : Mr. Saud Usmani - HR team, Tata Motors & Mr. Kumar Lalit, GM, Tata Motors addressing the participants

E-NEWSLETTER

CHAPTER NEWS - LUCKNOW

Lucknow Chapter Visit by Executive Director - NHRDN

DateVenue

::

th 16 May 2016 TCS, Awadh Park

Page | 17

Mr. Dhananjay Singh, Executive Director, National Secretariat - NHRDN visited the Lucknow NHRDN Chapter on 16th May, 2016. The visit was a part of the focused efforts of the National President Mr. K. Ramkumar and the Chapter Leadership for revival efforts of the Chapter. Mr. Dhananjay spent quality time interacting on both formal as well as informal levels with the board members and the other key people of the chapter. He invested time in understanding the issues and challenges which the

chapter is facing and also initiated a discussion with the board on a strategy for the revival. He led the chapter to rethink about the “Products” and the “Channels” available with NHRD and persuaded the chapter to base its strategy keeping the needs of the final customer as the focal point.

Mr. Kumar Lalit, the President of Lucknow Chapter & GM, Tata Motors apprised the Executive Director about the recent achievements of the chapter and the plans that the chapter has drafted for the coming months. Representing the Board of NHRD Lucknow Chapter were: Ms. Prerna Agarwal (Associate VP-Lucknow Chapter), Regional HR Head (Senior Consultant), TCS, Mr. Hitendra Singh (Secretary- Lucknow Chapter), AGM !dea, Ms. Neena Dayal (Jt. Secy- Lucknow Chapter), MD, Synergy Enterprises, Mr. Ujjwal Kapoor (Treasurer- Lucknow Chapter), Tax Consultant and Ms. Arty Misra (Coordinator- Lucknow Chapter).


Mr.S.Sampath, Chief Executive,Velmurugan Industries , CII Chairman-Trichy Chapter

E-NEWSLETTER

CHAPTER NEWS - TIRUCHIRAPPALLI DateVenueParticipants

:::

th4 June 2016Tiruchirappalli 95

Page | 18

Trichy Chapter Installation Function

The NHRDN Trichy Chapter Installation function was thheld at Hotel Femina, Cauvery Hall ,Tiruchy on 04

June,2016. Mr. R. Anbarasu,Deputy GM-HR,SRF

Limited welcomed the gathering & Mr. S. Premanand,

Director – ARRANT HR Solutions, Trichy introduced

the Chief Guest , Mr. K. Shankar, Executive Director-

S a n m a r F o u n d a r i e s , T r i c h y a n d M r . C .

Lakshmanan,DGM-EID Parry (I) Ltd. honoured the

Guest of Honour, Mr. S. Sampath ,Chief Executive-

Velmurugan Industries & CII Chairman- Trichy

Chapter.

Speaking on the occasion Mr. S. Sampath spoke about

how the HR Profession is a valuable asset of the

organisation. Mr.K.Shankar, Executive Director-

Sanmar Foundaries, Trichy delineated that “ Every HR

should posses experience and enthusiasm in every

sphere of their work”. They should be motivated and

engage the employee not only in different sectors and

divisions, but even within the organisation.

Mr.R.Anbarasu introduced the new Leadership Team under the aegis of Mr.John Sekar, Group Head HR - KMC Hospitals as President of the Trichy NHRDN Chapter who gave the Presidential Address and proposed the Vote of Thanks.

Mr.K.Shankar, Executive Director-Sanmar Foundaries,Trichy

New Leadership Team


E-NEWSLETTER

KUDOS/MOVEMENTS

Page | 19


Veena Swarup retires from EIL

Mrs. Veena Swarup superannuated as Director of HR -Engineers India Limited (EIL) on

the 30th of June 2016. After completing MBA from Lucknow she joined ONGC in 1983 and

worked there for almost 29 years, serving in various capacities including heading the

Performance Management and Benchmarking Group, which steers Performance

Contracts and Service Level Agreements between Board Level and Unit Chiefs. She later

joined EIL in October 2012 and apart from her position as Director (HR) of EIL, Mrs.Veena

Swarup has also actively associated with the National Human Resource Development Network (NHRDN)

and also served as Regional President of the North Zone at NHRDN. NHRDN congratulates Mrs.Veena

Swarup on her successful 33-years journey in the field of HR and look forward to her continued

contribution to NHRDN!

IMT Ghaziabad receives the coveted AACSB Accreditation

IMT Ghaziabad has received accreditation from the Association

of Advanced Collegiate Schools of Business (AACSB) a

prominent business school quality certification body.

Established in 1916 in the US, AACSB is the longest serving global

association advancing management education worldwide. With

this accreditation, IMT Ghaziabad becomes a part of a group of 755 business schools in 51 countries and

has become one of the only four Indian B-schools to receive this internationally recognised accreditation.

This global recognition will benefit IMT Ghaziabad students by providing them the flexibility by way of

transfer of credits for studying in institutes of global repute.It will also open new vistas for faculty and

students of IMT to demonstrate their relevance and impact on business and society in the global context.

NHRDN congratulates Dr. Atish Chattopadhyay-Director of IMT Ghaziabad and the IMT team for this

achievement!

E-NEWSLETTER

KUDOS/MOVEMENTS

Page | 20


Kamlesh Dangi joins UTI Mutual Fund as Group Chief People Officer

Mr. Kamlesh Dangi, Group Chief People Officer of Religare has joined UTI Mutual Fund as

its new Group Chief People Officer, after a long stint of more than eight years with

Religare which he had joined in 2008. Mr. Dangi started his career in 1995 with Interlink, a

consultancy company in the pharma sector. Thereafter, in 1997, he joined Toyo

Engineering Corporation, a Japanese engineering company, where he had a short stint of

10 months. In 1998, he moved to retail sector spending three years at Shopper’s Stop and

later joined ICICI Bank and has been part of the financial sector ever since. He was with ICICI Bank for

seven years as Head of HR for the Wholesale Banking Group, which mainly included corporate banking,

investment banking and project finance. In addition, Mr.Dangi was also the Head-HR for the International

Banking Group, which operates in 18 countries with around 1,500 employees.

Leena Sahijwani to join Sun Pharma as VP-HR-R&D

Mrs.Leena Sahijwani, the current Director - Compensation & Benefits, South Asia at GE is

scheduled to join pharmaceutical major-Sun Pharma as the Vice President-HR, R&D &

Quality & Talent Management. With an MBA degree in Human Resources from Symbiosis

Institute of Management, Pune and Bachelors degree in Economics from Lady Shri Ram

College, New Delhi,she started her career with Glaxo SmithKline Consumer Healthcare

(GSK) and worked on various assignments in HR and Sales. She joined Hewitt Associates

and consulted in the area of C&B and Job Evaluation for clients spanning varied industries like Consumer,

IT and ITES industries. After working for two and a half years with Hewitt, she joined Accenture to lead

their Compensation & Benefits function for ITES business. She joined GE in 2005 as the HR leader for

Energy & Aviation engineering organization based out of Bangalore. Mrs. Leena was later made

responsible for Rewards for GE in South Asia, ASEAN and Branding and Communication work for GE.

Shantanu Das is Head HR, Amway-India

Mr. Shantanu Das has been appointed as as the HR Head in India for Amway, one of the

largest Direct Selling FMCG company. Before Joining Amway Mr Shantanu was with the

Emami Group as Vice President -HR. An XLRI alumnus has also been part of Heinz India

as General Manager - HR before moving to Emami in 2013. He was also the General

Manager - HR, East Market Unit at Pepsico India Holdings Pvt. Limited from 1998 - 2004.

E-NEWSLETTER

KUDOS/MOVEMENTS

Page | 21


PNSV Narasimham is the new Global Head-HR at Cyient

Cyient, a global provider of engineering, manufacturing, data analytics, networks and

operations solutions, has appointed Mr. PNSV Narasimham as the senior Vice President

and Global Head of HR at Hyderabad.

In a career spanning 25 years Mr. Narasimham worked as Executive Vice President and

Chief People Officer at Microland, Global Head of leadership initiatives at Cognizant, COO

at UBS India Service Centre ,apart from working at Arvind Mills, Hewlett-Packard and

Motorola in varied roles in general management and HR.

He was on a sabbatical until now, pursuing a doctoral programme at the University of Bristol in the UK and

will be responsible for leading HR transformation for Cyient, globally, including all functions within

business fulfilment, engagement, and HR shared services.

Thomas Cook India new President & Group Head-HR- Mona Cherian

Mrs. Mona Cherian, has now been elevated as President & Group Head-HR at Thomas

Cook India as part of the major restructuring that happened recently. Mrs. Cherian will be

developing talent for the organisation and the industry via the company’s education and

training vertical—Centre of Learning ,apart from handling strategy, leadership

development, employee engagement and HR functions at the Group level.With over 30

years of experience her stint with the HR field began as a training officer with the ESSAR

Group. After which she worked at Oracle Financial Services Software Ltd., for more than 16 years where

she managed the human resources group of OFSS ( i-flex Solutions) at the Mumbai, Pune and Europe

offices.

E-NEWSLETTER

KUDOS/MOVEMENTS

Page | 22


Yugesh Goutam joins Lupin as President-HR

Pharma major Lupin Limited announced the appointment of Mr. Yugesh Goutam as rdPresident - Global Human Resources (HR). Lupin is the 3 largest Indian pharmaceutical

company sales-wise globally. He takes over from Mr. Divakar Kaza who has opted to

retire. Prior to joining Lupin he was Group President of JSW Group which is a part of the O

P Jindal Group that has a strong foothold in sectors such as steel, energy, minerals, port

& infrastructure and cement.

With over 29 years of experience across diverse sectors like FMCG, IT, telecom, pharmaceutical,

petrochemical, healthcare & medical devices and infrastructure, Mr.Goutam will be responsible for

human resources for Lupin and all its subsidiaries worldwide & will be based at the company's corporate

headquarters in Mumbai.

Anupam Sirbhaiya as Head – Group Learning Academy at Bajaj Finserv

Bajaj Finserv, has appointed Anupam Sirbhaiya as the head of its Group Learning

Academy. He replaces Mr.Deepak Reddy, who has now moved into a larger role as the

Chief - Human Resources, Administration & Group Learning Academy at the financial

services company which is also part of Bajaj Holdings & Investments Limited.

He was the Country Manager at CCL for more than 8 years where he built a strong team of

professionals and was responsible for leading CCL’s efforts in India and enabling

business growth.He has more than 22 years of varied managerial experience including sales and

marketing, consulting with start-ups, leading business strategy aligned learning interventions, to setting

up and running a profit centre. At Mr. Sirbhaiya will focus on creating a synergised learning approach, well

anchored in the business, to support the diversified financial services portfolio of the Group.

E-NEWSLETTER

Page | 23

MBA Meri Manzil

‘MBA Meri Manzil’ is

authored by Dr. Rajiv

R. Thakur, Director,

Jaipuria Institute of

Management, Noida

& p u b l i s h e d B y

Prabhat Prakashan,

New Delhi. The book

talks about the finer

aspects of career

building for students,

especially related to

M B A e d u c a t i o n .

Right from the enrollment process to spending two

years in the institution and finally going for placement,

it delves in detail about opportunities for MBA

students and necessary skills required for a

successful career in the Corporate Sector. Written in

Hindi language with 3 different sections, spread

across 10 chapters, it offers readers expert guidance

and insights into popular and emerging career options

in the management field. Beginning with the role of

family in building an eco-system of progressive

thoughts and visioning the future of children, the book

disseminates essential information:

i) To navigate a career in the field of management

ii) The importance of MBA as a stepping stone

towards a corporate dream and how to prepare

for entrance tests, educational eligibility, when

to apply, scholarships available etc.

iii) About career prospects, nature of work and job

expectations at different managerial levels,

salaries & emoluments among others.

In one of the section’s , Dr. Thakur talks about real-life

examples and thoughts of the people of prominence

from different sectors of the economy, PSUs, MNCs

and entrepreneurship and the emerging role of

management studies. ‘MBA Meri Manzil’ targets

youth from small towns but is equally useful for urban

young MBA aspirants. It offers guidance for the new

generation who are eager to get clarity about their

life’s corporate aspirations in a personal & authentic way.

Speaking on the occasion of the Book release

function, the Union Minister of Tourism, Culture &

Civil Aviation Govt. Of India Dr. Mahesh Sharma,

praised Dr. Rajiv R. Thakur for taking the initiative of

producing a book in the national language which will

benefit many students from the rural areas who are

generally deprived of access to material that can

properly guide them to pursue a professional career

due to the language barrier.

Dr. Rajiv R. Thakur can be reached at

[email protected]

BOOK RELEASE

Book Launch

MBA: MERI MANZIL ” Book release function: From the right, Dr Mahesh Sharma, Honourable Union Minister of Tourism, Culture & Civil Aviation Govt. Of India , the author Dr. Rajiv R Thakur, Director, Jaipuria Institute Of Management, Noida at the far left, his wife Mrs. Ritu Thakur & daughter Ms. Bhargavi Thakur are in the centre.



Page | 24

Selecting the CEO of a company

Let me begin with an interesting story. There was once

a disciple. He hurriedly came to his teacher and said,

“A group of lions is marching towards us.” The teacher

asked him, “Who is leading the group?” “Surprisingly,

a donkey is leading it”, said the disciple. “Oh, then do

not worry”, replied the teacher. After a few weeks, the

same student told his teacher that a group of donkeys

was marching towards them. The teacher asked the

same question, “Who is leading the group?” “A lion”,

replied the disciple. The teacher hurriedly ordered,

“Close all the doors of our school!” This story

emphasises the importance of the role of a leader i.e. a

CEO of a company. He is the ‘soul’ in the body of the

organization on the ‘emotional quotient’ and the

‘brain’ on the ‘intellectual quotient’. He guides,

decides, energises, strategizes, anchors, monitors,

supports, drives, promotes and does everything in the

interest of the organization. His prime role is to

achieve the primary goals of the organization by

maintaining equilibrium of the varied interest of all the

stakeholders.

A CEO is expected to be a missionary when it comes to

leading the organization for its versatile performance.

This versatility should automatically define the

parameters measuring the performance of a CEO.

The five major parameters may be described as

follows:

1. Business Growth (quantum) & Development

(quality)

2. Strategic Cost Management

3. Employee Development & Satisfaction

4. Technological Advancement

5. Shareholder Value Appreciation

The CEO has to be a great networker as he has to

simultaneously manage the (i) customers (ii)

employees (iii) shareholders (iv) suppliers (v)

distributors (vi) financiers (vii) collaborators (viii)

government and (ix) society at large. He represents

the owners (the Board) of the organization for profit

maximisat ion. He leads the employees for

performance excellence. He is answerable to the

customers for their expectations of quality, price and

delivery. He has to be sensitive enough to understand

& support the cause of social responsibility. He is

responsible for the quality of governance while

observing the sanctity of processes. He is supposed to

be tactful in managing politicians and bureaucrats for

exploiting the policy framework and influencing them

for policy improvisation. He must always collaborate

well with all the external value drivers like suppliers,

distributors, joint venture partners and consultants.

He needs to keep the financiers happy and yet get the

best deals.

Defining the role of a CEO The responsibilities of a CEO as a ‘leader’ can be explained as follows:

ARTICLE

E Enlightened approach

D Discipline in performance

R Result orientation

Legitimate purpose L

Appropriation of resources A

Empowerment of people E

E-NEWSLETTER

Page | 25

The above descriptions should not direct us to a

conclusion that the CEO should be a ‘jack of all trades

and master of none!’ Obviously he rises through one of

his core functions like marketing, production, finance,

etc. To be a CEO, he must be excellent at networking

all the other functions, roles and responsibilities. For

example, he must know what to expect from the Head

of HR while deciding about talent retention. He should

be comfortable connect ing the customer’s

expectations with product design. He must be

reasonably aware of the investment appraisal

approach. In other words, while painting the big

picture, he must know the detailing of its components.

He would get this detailing done from the experts and

see that they are very well converged to form a better

picture. In other words, he is the director and executor

of a big orchestra which compromises of different

musical instruments played by instrument

specialists. The song played by the orchestra should

be full of harmony and synergy. All the specialists play

their instruments simultaneously in complete

coordination with each other and perform as a 100%

converged group. Ultimately the end product matters

for the customer. A CEO has to constantly raise the

following questions to himself and his associates as a

matter of perpetual benchmarking, monitoring and

measurement:

1. Are we using all of our potentials to achieve the

ROI defined by the Board?

2. Are we expanding our potentials through

networking and innovation?

3. Are we performing better than the competitors on

most or all of the parameters?

4. How do we forecast the market and get ready for

any situation?

5. How do we convert challenges in opportunities

and weaknesses into strengths?

6. Do all of our employees always think about

excellence and deliver it?

7. How well do we collaborate with all our business

associates and build-up a strong, sustainable

network?

8. How carefully do we combine entrepreneurial

freedom with systemic discipline?

9. Do we always search the best benchmarks and

work on them?

10. Do I offer equal justice to all the stakeholders?

We may refer to mythology here to appreciate the

complete role of a CEO. Krishna from Mahabharata

fulfils all the four components of a CEO’s role. These

components are nothing but four major competencies

or (Gunas) defined as ‘Varnas’ in Indian mythology.

Krishna was a Brahmin, a Kshatriya, a Vaishya and a

Shudra all at the same time. As a guide and

philosopher, he played the teacher’s role of a

Brahmin. He led the innocent people and brought

them victory as a Kshatriya. He created a wealthy

civilisation called ‘Dwaraka’ as a Vaishya. He was very

humble as a Shudra; being ready to offer service to

anyone. His personality was truly versatile.

A CEO too should be like ‘Krishna’. As a Brahmin, he

should guide his people, motivate them and constantly

promote the efforts of useful innovation. He must lead

all the business operations from the front, combat the

competition and manage the crisis heroically like a

Kshatriya. He should be very smart and alert about

every financial or commercial dimension of each key

decision. Here he requires to be a Vaishya. He should

take success with humility and failure with openness

of mind. He should be sensitive enough about the

problems faced by his associates. This can be possible

if he plays the role of a Shudra.

ARTICLE


E-NEWSLETTER

Page | 26

Table: Critical aspects attached to the choices for selecting a CEO

Imaging the 'Big Role' to beplayed across the organization(i.e. forgetting the functional or

vertical narrowness

Selecting a CEO: A CEO may be selected from ‘inside the organization’ or from ‘outside the organization’.

In other words, a CEO selected from within the

organization has to increase his capacity to work on

higher and broader benchmarks primarily. Whereas a

CEO from outside the organization has to initially

establish his credibility by offering better solutions to

present problems within the framework defined by

the organization's ethos.

Four stages of the process of a CEO’s selection

Selection of a CEO is a strategic decision impacting all

the dimensions of an organization’s performance.

Therefore the selection process has to start from

defining the core of a CEO’s role based on the core or

competitive advantage, value chain and business

model of the organization. This should also include a

consideration of the status of the organization in its life

cycle. For example, it may be at a stage of

We may compare the critical aspects attached to both choices as follows:

consolidation or massive expansion or complete

diversification. It may require complete reincarnation

or partial revival. Another organization may be already

a part of a well-known group and therefore would

require a CEO to lead it within the group’s framework.

Many a times a CEO of the branch of a multinational

company may be selected on the basis of his

executional expertise rather than his strategic

expertise. Therefore many multinational corporations

do not prefer a very ambitious candidate to head a

country or a region. Same could be applicable to a

family-owned business where the family looks at the

CEO as Chief Operating Officer (COO) who is expected

to execute the strategies framed by the family. In

many family-owned organizations today, there is a

growing realisation about considerable freedom to be

ARTICLE

Inside the organization

Managing internal competitorswithout hurting the interest of

the organization

Coming out of fatigue and raising the bar of his own performance

Thinking fresh & innovatively

Outside the organization

Understanding the organizationthoroughly

Adapting to the organization'sethos and expectations

Proving oneself timely through thefirst steps

Applying the best of earlierexperience and avoiding the same

mistakes.



Page | 27

given to a professional CEO. This is because he would

build-up a capable team for the sustainable

performance of the organization. The family would

define broad objectives such as (i) business valuation

(ii) market share (iii) owners’ ROI and (iv) brand equity.

Strategy formulation is then left to the CEO.

If a member of a business family is to become CEO

then that member has to be groomed systematically

over a period of ten to twelve years. In some cases it

Importance of Stage Four i.e. Brief Presentation

When a candidate makes a presentation for 20 to 30

minutes followed by questions and answers, it

becomes a litmus test. He reads out his own mind with

sharpness of analysis and reasonability of ideas. Of

course, an internal candidate enjoys the advantage of

knowing the organization thoroughly. The external

candidate has the advantage of comparable data. To

make the presentation reasonably realistic, the

may be a period of fifteen to eighteen years. Here the

grooming period is smaller because the candidate has

grown in the family’s business environment. It is also

necessary that the selected member serves four to

five years in another organization for the purpose of an

independent exposure. The selection process (and its

stages) is mostly identical for the internally and

externally recruited candidates with a major

difference in stage 2 of the process.

candidates should be provided suitable data about the

organization which should include (i) previous 3 to 5

years annual reports (ii) product catalogue (iii) broad

management structure (iv) broad information about

the industry (v) major achievements of the

organization (vi) broad note about strengths and

weaknesses and (vii) statements of vision, mission

and ethos of the organization. The candidate may be

asked to make his presentation in the following

format:

ARTICLE

Internal Candidate External Candidate

4 Stages of Selection Process

Broad consideration of his bio-data i.e. agraph of his achievements

0 A 360 feedback from the stakeholdersrelated to the candidate

Interaction between the chairman / ownerand the candidate about the aspirations and perceptions of the candidate

A brief presentation by the candidate before the Board about his ideas for the growth of organization. The presentation should be followed by a question-answer session.

A brief presentation by the candidate before the Board about his ideas for the growth of organization. The presentation should also include a comparison with competitor companies or his earlier organization. The presentation to be followed by a question-answer session.

Interaction between the chairman / ownerand the candidate about the aspirationsand perceptions of the candidate

One to one interactions between the candidateand functional / vertical heads

Broad consideration of his bio-data along withpossible reference

E-NEWSLETTER

Page | 28

Obviously the candidate should also be allowed to spell out his assumptions while making this presentation. Additionally or alternatively the recruiting company may ask the candidate to answer a few pointed questions related to the present and future challenges it would face and the present and

future opportunities it could explore.

The selection of the CEO also seriously depends on the company's most important competitive advantage and / or most critical challenge. An illustrative explanation may be briefly presented as follows:

ARTICLE

Table: Presentation Format

Workable ideas for the versatile growth of the organization

Possible hurdles inimplementing theseideas & tactics to overcome these hurdles

Broad details of resources required &the benefits expectedfrom the ideas

Exit Route if the ideafails & a possiblesubstitute idea

Two ideas in each ofthe following Performance Areas

Business Growth &Development

Strategic CostManagement

Employee Development& Satisfaction

Technology, Operations& Logistics

Fund or Capital Management

Table: Critical Challenges & Expected Competency

Important Competitive Advantage / Critical Challenge

Expected Competency of the candidate

• Brand-based Business Model• Brand Management including creation of newer and stronger brands

• Research & Development Knowledge & Research-related Collaboration

• People Management & Talent Retention

• Managing the Government

• Managing bankers, private equity financiers etc.

• Technological adaptations & collaborations

• Product & Process Research

• Employees' Knowledge & Skills

• Government's Policies & Bureaucratic Compliance

• Capital Intensive Business

• Technology


To conclude, a candidate to be recruited as the CEO should possess all the four quotients viz. intellectual quotient, energy quotient, entrepreneurial quotient

and emot ional quot ient . Ul t imately , every organization needs a CEO who delivers to the best of his ability sustainably and in the interest of all the stakeholders!

About the Author : Dr. Girish Jakhotiya is a renowned management consultant, educator, researcher, author and speaker from Mumbai. He can be reached at [email protected]

Context

▲

Humanity needs urgent solutions and unambiguous concerted efforts to a sustainable future. Sustainability calls for a dynamic balance among many factors, including the social, cultural and economic requirements of human kind and the imperative need to safeguard the natural environment of which humanity is a part. What is sought is the condition of ‘human security’ for all people. (UNESCO,1997).

The revisions in the Companies Act in India with specific reference to Corporate Social Responsibility has ushered a new era of corporate planning, strategizing and implementation of CSR by companies. It envisions achieving a sustainable, inclusive and just development through collaborative efforts of Business and Government in the country.

The Conference aims to address the following Objectives:

Explore how Corporate India is strategizing for effective and innovative CSR to meet the challenges of sustainable, inclusive and just development.

Understand the role of Civil Society organizations in effective implementation, impact measurement and Sustainability of CSR Projects

Feature exemplary case studies of corporate excellence in CSR & above all

Learn, share & network with similar fellow participants

Objectives▲

Conference Sub - Theme

▲

▲▲

CSR Strategy for a Sustainable, Inclusive and Just Development

Role of implementing agencies in effective implementation, impact measurement and Sustainability of CSR Projects

CSR addressing Issues of Sustainable Development:

Climate Change with focus on Water•

Responsible Supply Chain•

Case studies demonstrating

corporate excellence in CSR

▲▲

▲▲

▲

Research Partner

Co- Partner

B-School Partner

Communication &Design Partner

3rd

Corporate Social ResponsibilitySummit

The Ritz-Carlton, Bengaluru

11-12 August 2016

Strategizing CSR for Sustainable Development''

Summit DirectorDr. H Chaturvedi, Director - Bimtech

''

NHRDN CSR CASE Competition"Strategizing CSR for

Sustainable Development"10th August Bengaluru

Some of the Speakers Invited

▲

Administrative Details

▲

For registrations, queries & sponsorship contact Priyavansh Singh, [email protected], 9953744398Nandan Singh, [email protected], 9999155865National HRD Network – National SecretariateC-81-C, DLF Super Mart -1, DLF City, Phase - IV, Gurgaon 122002, Haryana

Service Tax @15% is applicable on the Participation FeeNHRDN Service Tax No – AAATN1283CSD001 l NHRDN Pan No – AAATN1283CRemittance of participation fee in advance is compulsory to confirm participation of your nominee.Cheque should be drawn in favor of “National HRD Network”

Mr. K RamkumarExecutive DirectorICICI Bank & National President NHRDN

Mr. Rajeev DubeyGroup President - HR & Corporate Services, CEO - Aftermarket SectorMahindra & Mahindra

Mr. Anurag BeharChief Sustainability OfficerWipro Limited & CEOAzim Premji Foundation

Mr. Vineet NayarFounderSampark Foundation

Mr. Deepak Kumar HotaCMDBEML

Mr. Vijay RaoManaging DirectorActuant Corporation

Mr. Anirban GhoshVice President – SustainabilityMahindra & Mahindra

Ms. Jyotsna BhatnagarCSR AdvisorCastrol India Limited

Mr. Arvind BodhankarGlobal Head- Health,Safety,Environment & Chief Sustainability Officer Tata Motors

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Ms. Kshitija Krishnaswamy Director-Corporate Citizenship, Accenture India

Ms. Dipanwita ChakrabortyCorporate Affairs Cargill

Mr. Rajendra SinghWater Conservationist

Ms. Shubha SekharDirector – CSR & Sustainability for India and South West India BUCoca – Cola

Ms. Kanika VaishAssociate Director Emerson Electric Co

Ms. Susmita MalikGlobal CSR LeaderGenpact

Mr. Pooran Chandra PandeyExecutive Director UN Global Compact Network India

Mr. Bhaskar ChatterjeeDirector General & CEOIICA

Mr. Ramesh Kumar Sahijwani Vice President - CSR Iffco Tokio General Insurance Co.Ltd.

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Dr. Vineeta Dutta RoyAssociate Professor and Lead Corporate Social Responsibility BIMTECH

Mr. Parul SoniGlobal Managing Partner Thinkthrough Consulting

Mr. Alok MisraED- Chief HRDONGC

Mr. Ritesh SinhaDirector CSRDLF Limited

Mr. Navdeep Singh MehramHead Sustainability United Spirits

Ms. Sudha MurthyChairpersonInfosys Foundation

Mr. Arun MairaManagement Consultant & Former Member Planning Commission of India

Mr. Kiran KarnikDirector - Central Board of Directors Reserve Bank of India.

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Fee Per Participant (INR)

NHRDN Platinum Member ( Institutional)

NHRDN Gold Member ( Individual + Institutional)

NHRDN Silver Member ( Individual + Institutional)

Non - Member

Academician / NGO / Foundations

Student

For 1

Rs. 9,600

Rs. 10,200

Rs. 10,800

Rs. 12,000

Rs. 7,000

Rs. 4,500

For 2-4

Rs. 8,800

Rs. 9,350

Rs. 9,900

Rs. 11,000

Rs. 7,000

Rs. 4,500

For 5 & More

Rs. 8,000

Rs. 8,500

Rs. 9,000

Rs. 10,000

Rs. 7,000

Rs. 4,500

EARLY BIRD DISCOUNT of ` 1,000 /- per participant who register before 30th July, 2016

Ms. UVL AnandaHead, Governmental & Stakeholder Affairs, Sustainable Business Development Bayer Group

E-NEWSLETTER

CALENDAR OF PROGRAMS

Page | 34

July - March 2017

S.No Date*Duration

(Days) CityProgram ThemeProgram Name

NHRDN Learning Centre Program Calender (2016 - 2017)


Conclave rd3 NHRDN CEO Conclave 15 Jun, 2016 Mumbai

Summit rd3 NHRDN CSR Summit 11-12 Aug, 2016 Bangalore

Summit th4 NHRDN HRM Summit 8-9 Sep, 2016 Delhi

ProgrammeManaging the Contract Labour: Issues, Concerns, Problems & Remedies

23-24 Sep, 2016 Delhi

Forum ndNHRDN 2 Indian Management Forum

(Industry-Academia Engagement)Oct, 2016 Delhi

Summitth4 NHRDN Summit on Learning

& Development 20-21 Oct, 2016 Delhi

Competition NHRDN – Prof Ram Charan Young HR Icon Awards

June-Nov, 2016 Delhi

Conference National Conference Oct / Nov, 2016 Bangalore

Quiz Competition th5 Business Leadership Quiz Oct-Dec, 2016Bhubaneswar / Bangalore / Mumbai / Delhi

ProgrammeAdvanced Management Programme (ALP-2016)

10-16 Dec, 2016 Bangalore

SummitNHRDN-BIMTECH HR Summit on "Energy Sector”

19-20 Jan, 2017 Delhi

Lecture NHRDN Udai Pareek Memorial Lecture 21 Jan , 2017 Jaipur

Conference National Conference Jan, 2017 Chennai

Summitth4 NHRDN Summit on

Compensation & Rewards 9-10 Feb, 2017 Delhi

Summit

Conclave

th5 NHRDN Summit on HR Shared Services

th4 CEO Conclave

22-23 Feb, 2017

24 Feb, 2017

Bangalore

Mumbai / Delhi

Summitth5 NHRDN Women Leadership

Summit8-9 Mar, 2017 Mumbai

Special Event NHRDN Case Study Competition on Management Education

Mar, 2017

1

2

2

2

2

2

3

2

2

6

2

1

2

2

2

1

2

2 Delhi

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

In addition to the above, NHRDN also organizes Open Workshops, CHRO Round Tables, Power Breakfast Meeting, Webinar, Global HR Missions, In-house Training Programmes, Business Simulation Games etc.

E-NEWSLETTER

Support TeamNalin Srivastava, Harendra Negi, Nandan Singh

Pranay Ranjan, Avinash Khurana, Priyavansh Singh, Megha Bist, Meenakshi Chauhan

PublisherKamal Singh, Director General, NHRDN

on behalf of National HRD NetworkC-81C, DLF Supermart I, DLF City, Phase IV, Gurgaon – 122002, Haryana

Tel: 91-124-4217171-9Email: [email protected]

For detailed Program Calendar, kindly do visit www.nationalhrd.org

We welcome your feedback and suggestions on: E-mail to: [email protected]

Consulting EditorP Charitha

LeadDhananjay Singh

Executive Director, NHRDN

Editorial Team Nisha KurupVinod Kakran

Creative Design EditorAnuradha Sharma, Founder & CEO, Fulki Communications Pvt. Ltd.

Communication Design Partner

www.fulki.co.in


from he desk of the director general · session 1: the first session for the day was on the sexual...

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