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E-NEWSLETTER Issue 22Mar - Apr 2016

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From the Desk of the

Director General

The new financial year begins and I sincerely hope that this

year too will usher positive economic growth & the

business environment improves in various sectors in India

& globally. With these business complexities & intense

competitive pressures, leaders will need to bank on new

talent to be its source of competitive advantage for

achieving success. Thus the thrust on HR will be more than

ever before and it would require to play a partnering role

with the leadership to plan & achieve the business goals in

future. Taking this forward, NHRDN organised the first of

its kind ‘National Summit on Transforming HR in Power

Sector’, to discuss the various HR issues needed to re-

align HR with the emerging changes and challenges in the

Indian Power Sector. It was well received and a detailed

story about the Summit is featured in the Newsletter.

thThe 4 NHRDN Summit on Workforce Technology &

Shared Services – where the focus theme was on ‘Lean &

Smart HR – Transforming Work‘, dealt with the challenges

companies faced with implications of the new Digital

change and how the world of work will change and what

role a Lean & Smart HR will play in this journey.

thThe 4 Summit on ‘Gender Balanced Leadership-The Way

Forward’ was also successfully conducted, where the

participants had an understanding as to how to support

Gender Balanced Leadership in five power-packed thsessions. We also had the 4 HR Summit on Leveraging

Compensation & Rewards for Sustainable Business

Growth which focused on the rewards strategy needed to

be adopted by the top management which was quite

interactive. The details of this Summit are featured in the

Newsletter.

Talking about the age of digitization which has changed the

dynamics of connectivity among people, NHRDN has come

out with three new initiatives. I am excited to share that

these three new initiatives are NHRDN Agora, NHRDN

Connect App and the new Membership Offerings. ‘Agora’

means a common gathering place in Greek; we have

created this unique online platform where a plethora of

services are offered including building expertise through

Professional Course Certifications, credible business

information, Jobs Search, platform where companies can

post jobs to attract new talent, where you can access & talk

to Industry leaders through Expert Connect, share your

thoughts through Blogs & Webinars and many more

features to be added in due course of time! The other

initiative is the NHRDN Connect - a Digital App which will

help members to stay updated and connected. The App is

in its beta testing phase and we will keep you posted about

the launch date shortly.

Another milestone that we are touching is the HRSCAPE-a

Competency Assessment & Development Framework for

HR Professionals. HRSCAPE has been conceptualised to

help professionals in HR capability assessments &

building relevant skills, while the corporate will be able to

assess & build required competencies for their HR Teams.

For more details about these initiatives, please click

below for an AV presentation.

Dear Members,


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Our New Membership Offerings for both Individuals/Students

and Institutions include options where you can avail

discounts and various other benefits like a wide range of

physical & digital products and services etc., For more

details about our New Membership drive please click

here. thI am also pleased to share that the 4 NHRDN Ranking of

Business Schools Report 2015-2016 - a very prestigious

initiative by NHRDN, is under progress and the Report will

be published as soon as the results are validated.

thWe hope that in this 30 year since its inception, these new

initiatives will make the NHRDN fraternity grow in leaps

and bounds. I seek your cooperation in joining us and

taking forward these new endeavours of Relevance, Reach

and Results, which is now the new slogan of NHRDN and

be a part of this vibrant network!

With Best Wishes & Regards

Kamal Singh

Director General

NHRD Network


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From the Desk of the

Executive Director

thI am delighted to inform you that as NHRDN touches its 30

milestone in December, 2016; to commemorate this

significant year, we at the National Secretariat under the

leadership of Mr. K. Ramkumar, National President-

NHRDN, the Leadership Team and the Board have set off

various new initiatives. As rightly mentioned in Mr. Kamal

Singh’s message, the age of digitization has changed the

dynamics of connectivity and reach among people and we

at NHRDN are in the process of leveraging this wave to

serve you better.

NHRDN soul searched our existence in three words-

Relevance, Reach & Results. This is to get our new

initiatives and our multifaceted activities closer to our

growing HR fraternity, which at the end will be of great

benefit to our members. At this juncture, I feel humbled to

share that NHRDN has given me this tremendous

responsibility of leading the New Initiatives.

The new initiatives in pipeline are NHRDN AGORA, NHRDN

Connect App, New Membership Offerings & HRSCAPE –

NHRDN Competency Assessment & Development

Framework for HR Professionals.

NHRDN AGORA - This is one of our prestigious initiatives &

this one-stop Online Platform offers many services at one

common place for all HR professionals. For instance you

can access and talk to Industry Leaders through our Expert

Connect, acquire Professional Certifications through our

online accredited certificate courses, locate trainers,

consultants, and other HR Service Providers etc. through

our Agora Partners, and the Knowledge Hub is a place

where you can share your thoughts and read views through

blogs, articles & webinars. The Agora website will soon be

launched and we will keep you updated when its fully

functional and online.

NHRDN Connect - This is an app where we help support

our NHRDN fraternity to stay connected wherever,

whenever. Currently in the beta testing phase this is

another offering from NHRDN in sync with the digital

connectivity phase.

New Membership Offerings - As part of our Membership

reach we have evolved a new proposition for all members

who can benefit from various Institutional and Individual

membership schemes . Not only do you get high discounts

but also give a wide range of digital and physical products

and services. We also cater to the Students who can benefit

from subsidised membership rates apart from the

exposure to the ‘how’ part of the real life HR. These and

many more benefits are in the fray for Life members. Also

for those who join newly, we offer a 30-day trial

membership. A brief video about NHRDN Agora, NHRDN

Digital App and Membership is available by clicking here

Our sincere thanks to a wonderful set of Volunteers –

World Class Professionals, for developing New Initiatives,

drawn from organisations such as American Express,

Cognizant, HCL Technologies, ICICI Bank, ICICI Prudential,

Infosys, M&M, L&T, TCS among other prominent

organisations. We look forward to their continued

patronage.

HRSCAPE - A Competency Assessment & Development

Framework for HR Professionals – As Dr. Wayne

Brockbank, Professor of Business, Ross School of

Business, University of Michigan sums it up, it is a robust

tool which“ will communicate to fledging and advanced HR

professionals what is required to be a complete HR

professional”. This framework is structured to assess

professionals for 8 Functional and 4 Behavioral

Competencies. Each Competency has 4 stages-

RELEVANCE, REACH & RESULTS.

Dear Members,


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Foundational, Competent, Advanced and Expert and in

turn will help professionals build relevant skills.

Please click here for more details about HRSCAPE.

These are few prominent initiatives which will be launched

by NHRDN to serve you. We seek your support and

cooperation in being a part & taking these initiatives

forward and spread the word amongst the HR fraternity

and make this a huge success. Thanking You.

With Best Wishes & Regards

Dhananjay Singh

Executive Director

Issue 21Jan - Feb 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 Issue 22Mar-Apr 2016

HOW TO HANDLE AN EXIT INTERVIEW

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How to Handle an Exit Interview

When an employee joins a company, s/he is highly

motivated and full of energy especially when they

spend an estimated 75% of every waking hour in work-

related activity. It’s not hard to see that ending the

relationship between employer and employee is a big

step in moving on from the company and how an

employer handles the exit interview can have a lasting

impact on the employee's perceptions of the company.

A sensitively-managed exit can ensure that their

alumni become brand ambassadors who will speak

highly of their former employer. Such a situation, if not

arrested by timely and pro-active action, the de-

motivated employee tends to leave for better and

greener pastures.

Like an induction programme, which introduces the

new employee to the intricacies of the organization to

help him/her settle down fast, the exit interview can

also be an effective HR tool to reach the bottom of the

employee’s grievances which ultimately leads to

his/her exit, if not redressed. The exit interview

concept has been in existence since 1920 and is one

of the most effective mechanisms to get a feel on the

health of the company culture and its short comings,

provided the exit interview is conducted by persons

with deep insight into human psychology and who are

aware of human dynamics and organizational politics.

An Action Plan drawn up based on factual and

unbiased findings will help the company to prevent

exit of highfliers.

An attempt has been made to highlight the critical

importance of an Exit Interview based on my 35 years

of corporate experience both in public and private

sector companies. An effective interview system gives

due importance to the following factors:

• Interviewers have to be well-trained and

experienced.

• Action on the findings have to be mandatory.

• Complete confidentiality and anonymity guaranteed

• Conduct of interviews in accordance with company

core values and beliefs

It is a fact that a wide range of organizational, inter-

personal and personal factors do play a decisive role

which leads to an employee’s decision to quit. Exit is a

natural phenomenon. However, exit of good

employees anytime due to the causes attributable to

organizational indifference to their just aspirations

can cause major problems, especially in the context of

critical role of people power for enterprise excellence.

All possible efforts have to therefore be made to

prevent talent migration.

How to Go About an Exit Interview

Normally, exit interviews are conducted after the

acceptance of the resignation letter of the employee

pending release formalities. The exiting employee as

a matter of precaution and fear of burning the bridges

and reprisal from the current employer restrains

himself from expressing his/her frank views. The

reason being that the reference checking which is a

vital aspect of recruitment process globally and any

adverse comments on reference will ruin his/her

career prospects in the future. To overcome this

major hurdle, my recommendations are as under

which I have experienced and found to be very

effective:

a) On receipt of the resignation letter and before its

acceptance, the department manager and HR must

have a one-to-one interview with the employee to

ascertain the factual reasons for his/her decision to

quit. Based on the findings, if the grievances could be

redressed as per the existing policy without upsetting

the balance and harmony within the company, s/he

should be asked to withdraw his/her resignation

letter. The redressal measure should be acted upon

within the stipulated time frame as per the

commitment made to the employee.


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However, if the employee is determined to leave, then

his/her request to leave must be accepted with grace.

However, s/he has to be informed that there would be

a formal exit interview which will be conducted by the

company authorized consultants and the views and

suggestions shall be treated strictly confidential and

complete anonymity shall be guaranteed.

b) To get to the bottom of the real reasons of quitting,

a formal structured interview by the company

authorized consultants as per the company guidelines

and treating interview findings a strictly confidential

and anonymous must be arranged. The findings

received must cover detailed analytical report minus

the name of the interviewee since thrust of the

interview is to know the factors responsible for the exit

of the employee. The focus has to be on what is wrong

and not who is wrong. The reason may be either

company HR policy or supervisory / team members

treatment.

c) The advantages of such procedures are:

I) To get actual feedback from the departing

employee without fear of reprisal

II) Confidentiality and anonymity are guaranteed

III) The inputs received will be of immense value for

corrective actions

Guidelines for Interviewers

• Never lose sight of company’s core values and

beliefs

• Allow 80% talking time to the interviewee to tell

his story and 20% to interviewers, they should do

more probing than imposing.

• Interview ambience has to be relaxed, friendly and

enabling.

• Confidentiality and anonymity fully guaranteed

• Unless sacked for misconduct or poor performance,

send them off with a feeling that they are always

welcome back.

What to Ask

As emphasized, the exit interviews have to be

conducted by experienced persons either from the

company or by outside experts covering aspects such

as - reasons for leaving, job satisfaction, treatment of

supervisors / team members and general issues as

listed below:

1) Reasons for Leaving

• Why did you decide to leave?

• What were the provocations for you to quit?

• Was there a single or multiple reasons which

forced you to leave?

• Whom did you speak to before taking final decision

to quit?

• Did you face any discriminatory treatment or

experienced inhospitable working conditions?

• When did you realize it’s time to say good-bye?

2) Job Satisfaction

• Most and least satisfying aspects of your job?

• Best and Worst aspect you like about the

company?

• Why do you want to change ?

• What improvement would you suggest in your

current job?

• Is the job profile not as per your expectation?

• What are the skill-sets and attributes needed in

your current job?

• Describe the difference between what was told to

you at the time of joining and what you found in

actual about your job?

• Did the job help you in your career growth?

• How do you rate your current pay and perks as

compared to the offer on hands?

• Did you find the company policies, rules and

regulations facilitating or a hindrance?



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• Identify where our company is doing well?

3) Managerial /Team Support

• Did you receive required guidance and support on

the job?

• How do you rate or describe the quality of

leadership of your immediate supervisor?

• Did you enjoy the support of your team members?

• Did you receive ongoing feedback on your

performance?

• How was your role clarity? Was it well-defined or

confusing?

• Was there scope for professional development?

4) General Issues

• What could we have done to retain you from

leaving?

• What lesson will you take with you from the time

you spent here?

• Were you satisfied with company training and

development programmes?

• What were the specific reasons for accepting the

new offer; what was the best part of the offer?

• Did you enjoy a balanced work life balance?

• Will you ever refer or recommend your friends for

a job with us ?

Cultural Factors

Any enterprise with an open, trust and transparent

based work culture can always expect feedbacks from

their departing employees since they have no fear of

reprisal, victimization and harm coming to them for

speaking out their feelings both pleasant and

unpleasant. Whereas those companies which follow

closed, autocratic and command-and-control work

styles will have problems in eliciting honest feedback

from their departing employees for fear of reprisal.

For such companies, exit interviews, if conducted

through outside agencies, they can get real inputs for

correct ive act ions. Research f indings have

established that 40% of the responses are found to be

different when the exit interviews are conducted after

the employees have left. (Source: Martin Burt

Financial Post)

Conclusion

An effective and comprehensive exit interview finding

will reflect the mirror image of the company work

culture. It will help identify the changing trends in the

industry. Exit interviews are a powerful source for

review and modifications of the company policies,

systems and management styles & keep pace with

changing business realities. If actions are taken on the

findings, it will not only prevent migration of the

highfliers but the company can also retain and attract

new talents for its competitive edge.

Exit interviews have become a powerful HR tool. As

per the recent survey in US, 80% companies conduct

exit interviews but only 1/3 of them act on the findings.

Therefore, inaction on the findings is the main reason

why exit interview fails to provide value addition to the

company.

So, to derive maximum benefits out of the system,

there has to be a built in mechanism in place for taking

action on the findings of exit interview and make it

mandatory and internalized as part of work culture.

Otherwise the exit interview process will be an

Mamutty Chola is the CEO of ZAMS HR Consultants

Mumbai and can be reached at

[email protected]



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The Real Culture of the Organisation

We are most careful of our behaviour and actions, not

when we were reprimanded by our parent, not when

we were told the reasoning by our teachers, not even

when we faced nagging from our partners, but when

our child starts observing, imitating and questioning

us on why s/he is asked to do what we don’t do

ourselves. Kids make us realise how important it is for

us to do things right and more importantly do what we

expect them to do.

Seldom do we realise this to be the truth in corporate

world too. Pretty much like our young ones our

subordinates follow what we do and the truth is, unlike

our kids they have lesser options of doing things their

own way. Not many can challenge or dare to put their

foot down (and survive in the company). In a way

subordinates perform in the broad framework given

by their manager, they do what managers do first. And

they observe managers and know all that they do or

don’t do, more than what managers think.

The dictionary definition of culture is “The totality of

socially transmitted behaviour patterns, arts, beliefs,

institutions, and all other products of human work and

thought. Culture is learned and shared within social

groups and is transmitted by non-genetic means”. In

simple words, Culture is the way of doing things in a

particular set-up.

Senior management usually expects HR to drive

culture in the organisation. To my mind, the proverb -

'As is the king so are the subjects' aptly defines the

set-up; Culture always percolates down from the top.

The very top knowingly or unknowingly is driving what

is ‘real’ culture all the time. At the end of the day, HR

and other functional heads too work within the

framework given by the CEO.

This theory also throws light on, what should be the

culture of the company? Though management and HR

is free to use any fancy words for company’s culture

and values but what would work on ground are the

traits displayed by the CEO and through him by those

who decide agendas in the meeting room. A CEO

wouldn’t get his subordinates to follow transparency

till the time he himself displays that on ground.

Integrity as a value can only work with employees if the

CEO himself demonstrates highest level of

righteousness. It’s important for the leader to first

introspect his own strengths and use it to drive the

organisation as nothing else will work. Play to your

strength is the answer.

The HR has an important role to play here, as few

rightly say they are the consciousness of the

management. They thus, need to play an active role in

listing the drivers of the culture in-line with what is

being displayed at the top. The lower squad needs to

see senior management walk the talk, only then will

they follow it and internalise it. HR, further is

responsible to build an ecosystem which would help

sustain and grow culture through various policies

(reward and recognition, performance management,

development programs etc.). The people managers

are further responsible to propagate it through

various engagement programs and initiatives. And

that’s when one will see the culture getting ingrained

in the system at a much faster rate since its built on the

right foundation.

In a nutshell, the real culture of the company is the

traits the leader has and more importantly the traits

that he is perceived to have by the team down below.

And now don’t think about what is being displayed by

your boss as you can’t change that, but put your mind

and thoughts on how do YOU behave and does it match

with your expectations from the subordinates?

THE REAL CULTURE OF THE ORGANISATION

Sonia Uppal is currently working as

DGM-HR Ireo Private Limited

& can be reached at

[email protected]


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NATIONAL SECRETARIAT NEWSDate VenueParticipants

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th nd21 , 22 January 2016Ashok Hotel, New Delhi

National HR Summit on Transforming HR in Power Sector

The National HR Summit on Transforming HR in

Power Sector one of the first of its kind, was conducted

successfully by NHRDN in association with BIMTECH,

Power HR Forum & Deloitte in New Delhi. The main

objective of the Summit was to deliberate upon

important HR issues needed to re-align HR with the

emerging changes and challenges in the Indian Power

Sector today. A total of six themes which included four

main Panel Discussions were conducted successfully

by eminent speakers from the HR fraternity and the

leaders from the Power and Infra industries. A gist of

what the panelists and speakers had spoken during

the session is presented in this article.

Session 1: Inaugural Session

The Inaugural Session commenced with the Welcome

Address by Dr. H Chaturvedi, Director BIMTECH and

Dr. Vishalli Dongrie, Sr. Director, Human Capital

Consulting, Deloitte who spoke about the Theme of

alignment. The Inaugural Address was delivered by

the Chief Guest Mr. Piyush Goyal, Hon’ble Minister of

State with Independent Charge for Power, Coal and

New & Renewable Energy, Govt. of India.

Power Sector of India

In the 1910’s, India had a very poor capacity to generate

power which ultimately resulted in shortage of power

all across the country. The Electricity Bill, introduced

in 2003, was a major boost to the power sector as it

introduced power trading and created and de-

regular ized the power sector . S ince then,

amendments to the Bill have further helped in

generating power for the country. In the last decade,

we have managed to significantly improve our power

generation capacity which is in line with our aim to rdbecome the 3 largest GDP in the world by 2030.

Though, in order to achieve this, substantial

improvements still have to be made in efficient

execution of projects. Even with a high power

generation capacity, there is significant power

shortage in the country due to increase in cost of

power generated through renewable sources of

energy and also due to inefficiency of distribution

channels which vary depending on the state.

The power sector is going through a major transformation due to the emphasis of power generation through renewable sources of energy such as solar energy and wind energy. This has also led to a number of technological changes that have happened in the last few years. The power sector must also be supported with a well-built infrastructure to be able to cope with the many changes that are taking place.

Along with this, there is a need to focus on the HR strategy of all the stakeholders of the power sector which will pave the way towards inclusive growth and will help tackle problems such as skill development, talent acquisition and advanced learning techniques.

Inaugural Session Cross section of delegates


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Challenges for HR in the Power Sector

• The effectiveness of dealing with rapid and radical

changes hinges on the effectiveness of HR

strategies that the power sector implements in

the time to come.

• Attracting talent in the power sector is a major

concern as attraction towards public sector

enterprises has declined substantially over the

years. The new generation of workforce, also

called the Millennials, expects a dynamic

workplace, a strong culture and a diversified

profile.

• The transformational changes taking place in the

sector would require employees to be well

trained. Skill development becomes a critical part

of the development process for the existing

workforce.

• A culture of innovation needs to be built in order to

imbibe the same within the employees. This is

required as the sector is witnessing innovation in

every aspect of power generation. With the

emphasis on generation of power through

renewable sources of energy, manpower

requirement has increased considerably. It

becomes the responsibility of the HR domain to

ensure a balance of manpower cost vis-a-vis

increase in manpower count.

• A major concern among the employees of the

power sector is their lack of trust on the vision and

strategy of the organizations. This concern needs

to be addressed through various employee

engagement sessions.

• Building a leadership pipeline also becomes a

critical challenge area for HR in the current

scenario. Unavailability of skilled people within

the organization leads to outsiders becoming the

leaders of the organization which ultimately

affects the culture of the organization. Aging

workforce is another concern in the Power Sector.

Mr. Kamal Singh, Director General, NHRDN delivered

the Vote of Thanks at the close of the Inaugural

Session.

Session 2: Challenges of Changing Power Sector

Scenario

The second session was chaired and moderated by

Mr. R.V. Shahi, Chairman, Energy Infratech Pvt. Ltd.

The Panelists’ for this session included:

Mr. R S T Sai, CMD, THDC - Mr. K M Singh, CMD, NHPC

- Mr. Anil Sardana, MD, Tata Power Co. Ltd. - Mr. A K

Jha , CMD, NTPC - Mr. I S Jha, CMD Designate, PGCIL -

Mr. B.P. Rao, CMD, BHEL - Dr. Rashid Al Leem,

Chairman, Sharjah Electricity and Water Authority -

Mr. Banmali Agrawala, President & CEO, South Asia,

GE Power - Mr. Vineet Jain, CEO, Adani Power - Mr.

Ravi Uppal, Group CEO, Jindal Steel & Power - Mr. S.

N. Subrahmanyan, Deputy MD & President, Larsen &

Toubro

What are the Major HR Challenges?

• Power consumption demand is going to grow in

double digits. This leads to people demand both in

Quantity and quality. There are issues with old

curriculum, not good relationship between

institutes and organizations.

Session - I



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• Attracting the people in power sector is a

challenge. Out of top 25 best places to work, there

is no power company. People no longer perceive

us as great place to work.This sector provides -

Job satisfaction, cordial relationship and work life

balance, but the talent is not willing to join the

sector.

• Gen Y and Millennials - we have not innovated

enough in the sector. HR mindset is not aligned to

the new challenges of sector. 75% of population in

Tata power is millennial. HR should understand

new generation challenges and aspirations of the

new generation workforce.

• The sector is not perceived as great place to work by young talent. Once of the reason behind the same is that the power companies have a rigid structure and follow the same business model in the changing business scenarios.

• Finding new skill is very difficult especially when

government has requested to add 175000 MW

solar requirement and around 2.5 to 3 GW of

nuclear every year

• Need to recruit people who have an aptitude of

change especially as the sector undergoes

significant changes day in and day out.

What is the Way Forward for HR?

• D e v e l o p n e w c a d r e s a n d p e o p l e w i t h

competencies such as customer connect,

distribution relations to enable the employees be

equipped with the new demands of the.

• Training people for new technologies, especially

in the field of power distribution.

• Lack of consulting expertise in HR area specific to

power sector is a challenge.

• Obliging a customer of whatever you have promised should be the mindset. Customer centricity is the competency that HR has to build especially for all distribution companies.

• Another competency to be built is Advocacy. There should be brand ambassadors of the distribution companies, who can minimize the voices that are raised against the distribution company by people with vested interest.

What is the Role of HR in Changing Climate

Scenario Across the World?

• Currently, 80% of the electricity comes from fossil

fuel and 20% from renewable sources of energy.

To bring down the portion of fossil fuels, we should

look at the latest technology. Also, to adhere to the

changing compliance norms, there are high

investments and changes required in fossil fuel

based plants. Focusing on training in new areas

should be proactively managed by HR.

• HR should strategize on how to relocate and manage the employees of the plants asked to close down due to regulations.

• Promoting innovation should be the key focus for HR. HR should play a role of catalyst to invoke ideas relating to better use of emitted CO and 2

development of power storage and fuel cells.

• HR should understand business and dynamics thoroughly. They should predict the people impact of the changing business dynamics.

Session - II


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What is the Role of HR in Appointing People to Key

Positions?

• “People perspective of 2025”: 7 youngsters have

been identified by Tata Power where they undergo

grooming by external coaches. Brainstorming

sessions are carried out with them to understand

and mitigate various HR issues related to

succession plan.

• Cross functional job rotation is a must especially in

PSUs. When a person reaches GM level, he should

have a strong cross functional experience to lead

the organization as CEO effectively. There should

be an institutionalized mechanism of identifying,

grooming and tracking the successors to key

roles.

Session 3: Working for Talent Management

The third session was moderated by Mr. Anujesh

Dwivedi , Director, Deloitte and the panelists were:

Mr. U. P. Pani, Director (HR), NTPC Ltd. - Mr. R S Mina,

Director (Personnel), NHPC Ltd. - Mr. Adil Malia,

Group President-HR, Essar Services India Ltd.-

Mr. Ajay Mehta , CMD , Maharashtra State Electricity

Distribution Company ltd. - Mr. Vinod Behari, CEO,

Power Sector Skill Council of India. - Mr. Deepak

Bharara, CHRO, LANCO InfraTech. - Mr. V.C. Agarwal,

President-HR, RPG. - Ms. Jyoti Arora, Joint Sectary

Ministry of Power, Govt. of India. - Mr R K Verma Chief

Engineer –Distribution, Central Electricity Authority.

• Power sector has 90% of employees who are with

a background of engineering technology. Current

talent is so focused on their core technical area

e.g. turbine engineering, they are not willing to

think from business perspective. Building

business perspective in the employees is very

critical for talent management.

• 66% of employees from power sector belong to

power distribution. Skill council of India is

addressing the skill gap between the education

provided by institutes and what is required by

industry. Overall process include setting the

skilling standard for all jobs, get them verified by

industry, put in public domain for validation. And

then implement along with credible learning

providers. HR should actively participate in these

initiatives by Skill council of India.

• VUCA being the overall theme of the organization,

the same can be addressed effectively through

Visioning, Understanding, Clear communication

and Adaptability. These could be the core

competencies that can help the professionals in

managing VUCA world.

• Attracting and retaining talent especially due to

remote locations and frequent transfers is one of

the challenge that power sector faces.

• Clear career path attaining leadership position

and building an employer brand through beliefs

and culture are used as tools to tackle the issue of

attracting and retaining talent.

Session - III


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• Focusing on right talent is very much important. It

is important to focus on non-engineering core

talent which also is critical for power sector.

Especially - Legal, regulatory and finance. A

special focus should be given to build and grown

this talent for power sectors.

• To address the issue of skill gap the engineering

institute should look at some courses specific to

Power sector. 90% of power sector population

being form engineering background, it is essential

for them to understand the depth of industry and

way of operations. The courses could be of 3 years

graduation in power sector or a sandwich course

of mechanical and power etc.

• The government is designing state specific action plan for power sector companies which help in building 24*7 electricity network and other. These state specific action plans will help in estimating the manpower needs in power sector. HR should look proactively at these and make a strong talent plan.

Session 4: Building Leadership Pipeline for Delivering Success

The Chairman & Moderator for the fourth session was

Mr. Ajith Kumar Seth, Chairman, Public Enterprises

Selection Board (PESB) and the panelists were Mr.

Dr. Pritam Singh, Chairman – LEAD Centre - Dr.

Santrupt Misra, CEO, Carbon Black ABG - Mr. Ravi P

Singh, Director (Personnel), Power Grid - Mr. Yogi

Sriram, Sr. VP - Corporate HR, L&T - Mr. Pradipta

Panda, Group President HR, Adani Group - Mr. S K

Biswas, Director (Personnel), THDC.

What are the Challenges in Building a Leadership

Pipeline?

• Stakeholder buy-in is necessary for HR without

which no policy can be implemented. The ability to

convince senior leadership is extremely

important.

• A rigid Performance Management System can be an issue. If not implemented correctly, leadership pipeline will suffer as people might get promoted not on the basis of their performance but on other factors (such as tenure, age etc.). This results in a weak middle management which is incapable of handling bigger responsibilities and roles. Hence, succession planning suffers.

• Leadership development depends on how much

committed the leaders are towards their goals.

They must own the system, processes and

policies as well for it to succeed over a long term.

• Strong Vision is critical to build character among

the employees. Only leaders with a strong vision

will be able to build a leadership pipeline.

• Aligning the purpose of the organization, the

business strategy, the structure and policies /

processes is necessary as well.

• Big data can help in identifying characteristics

about individuals in an organization. For example,

information about transfer, promotion etc. could

be decided in a better way through big data

analysis.

• Aligning talent management process with the

business strategy and the organizational goal is

important to build a strong leadership pipeline.

Session - IV


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What are the Traits of a Leader?

• Strong vision for the organization is required so

that the same could be trickled down to lower

levels thus giving a sense of responsibility to the

middle management.

• Conviction – A leader must remain focused on

his/her goals.

• Character – A leader must showcase positive

attitude & must possess the ability to stand up

during tough times. This will give confidence to the

people who follow him/her.

• Empathy & Compassion– Every leader must be

able to connect with the people that work for them.

An individual ability to get the work done depends

on how compassionate he/she is towards the

employees.

• Not be egocentric – A leader must be willing to

accept a different point of view.

Session 5: Building Employee Relations and

Engagement

The fifth session was moderated by Mr. Sarat Acharya,

CMD, Neyveli Lignite Corporation and the panelists

for fifth session were Mr. Mohan Das, Director HR,

Coal India Ltd. - Mr. Chetan Tolia, Chief People Officer,

Tata Power - Mr. Rajeev Bhadauria, Director – Group

HR, Jindal Steel & Power Ltd. - Mr. D. Bandyopadhyay,

Director HR, BHEL - Mr. Paritosh Mishra, Director HR,

AES - Mr. Amarnath Dogra ,Central Leader, Bharatiya

Mazdoor Sangh (BMS).

Trends and Challenges in Employee Engagement

• The major challenges that the employees face in

any organization is non-resolution of queries and

grievances. An efficient mechanism to handle

employee grievance should be the first step

towards keeping employees engaged. Also, not all

employees would readily share their problems

with HR or any concerned body, hence it becomes

even more important to implement good ground

sensing mechanisms which helps resolve queries

before they have any negative impact on employee

morale.

• Formation of committees such as Joint Bipartite

Committee for Coal India (JBCCI) is one step that

Coal India took to handle issues between

employees and the management. Every

organization should ensure involvement of

employees in committees such as canteen

committee etc. to create a better workplace.

• Many organizations also conduct employee

engagement surveys but do not take the

necessary steps following the results of the

survey. Appropriate actions needs to be taken to

create a positive environment and keep the

employees engaged. Minor activities such as

birthday/anniversary, farewell celebrations etc.

also ensure that employees feel valued in the

workplace.

• Considering the above point, the various factors

that drives employee engagement can be clubbed

into three categories:

Session - V


Page | 16


::: 125+


1 Relationship with managers: Organizations with a highly involved leadership body have the most engaged workforce. Because management has such an essential role in employee retention, it should be leveraged in HR strategies to attract and retain talent. Transparency and communication have been identified as the basis of building trust in leadership and gaining employee engagement.

2 Nature of work: It’s impossible to be engaged at work if employees feel like the work they are doing is not engaging. Situations like these create strong feelings of unhappiness, inadequacy and frustration.

3 Organizational values: An engaged employee is

aware of business context, and works with

colleagues to improve performance within the job

for the benefit of the organization. A trend that has

been observed in the last decade is decrease in

commitment from the ‘GenY’ or the ‘Millennials’.

Reluctance to believe in the mission and vision of

the organizations, inability of existing leaders to

understand the new generation leading to less

engaged employees are some of the reasons

identified for the same. Bharat Heavy Electricals

Limited (BHEL), one of the largest PSU’s in India,

has initiated a program called ‘My idea’ to promote

involvement of the newer generation. ‘My idea’

promotes innovative ideas among them and gives

them a platform to express them freely.

• Another vital point put forward was to treat employees as people and not as ‘laborers’. The fact that they are still referred to as ‘labor’ and considered as physical entities is a flaw that needs to be corrected soon.

Employee Participation

• Employee participation was unanimously

identified as a reason for less engagement among

employees. To improve in this aspect, the medium

of communication must be strong in any

organization. Involvement of employees in the

decision making process, which is also referred to

as ‘participative decision making’, is also critical

for an engaged workforce.

• Another acute problem among organizations is

the lack of a robust performance management

system. An engaged employee would always look

forward to appraisal system which fulfills the

following things:

• Effective implementation at Organizational,

functional and individual level.

• Based on meritocracy.

• Focuses on development of individuals.

• Understanding engagement and performance

management is critical to success of any

organization. It’s up to the organization and its

managers to fuel engagement, which results in

improved performance and productivity.

• Having a diverse set of employees drives creativity

and innovation. Innovation, as already mentioned,

will keep the newer generation engaged.

Organizations that effectively capitalize on the

strengths of all employees and leverage their

differences and unique values have the most

engaged employees. Insights on the labor

landscape.

• The focus should be towards having a committed

workforce than a cheap workforce.

• In order to have a successful dialogue with the labors, 3 major factors have been identified:

Delegates in rapt attention


Page | 17


::: 125+


• Freedom of association.

• Freedom of representation.

• Effective grievance handling.

• As per CITU, demand creation should be the focus

keeping in mind the economic situation of the

country. Lack of demand has led to reduced

investment from the private sector and export,

too, has been plummeting. Demand creation

cannot be achieved without ensuring unfettered

trade union rights. An ever expanded indigenous

demand can be achieved through guarantee of

quality collective bargaining.

• An alarming trend that was referred to was the

increase in number of contract workers for

regular operational jobs. The proportion of

contract workers has already crossed the 50%

mark on an average in the PSU’s and it is even

more in the private sector. Even after the

significant contribution of these contract workers

towards production, productivity and profitability

of organizations, they are victims of exploitation

with respect to employee contracts including

wages, benefits, social security etc.

• The continuous refusal, of the Government of

India, to ratify the ILO Convention Numbers 87 and

Number 98 has been identified as a major setback

in establishing strong relations between the trade

unions and the management. As per this, non-

ratification of these conventions cannot be a

permanent feature and must be addressed duly to

promote decent conditions of work.

• The merger of 44 labor laws into 5 labor codes

effecting abolition, alteration and addition of the

existing provisions of all the labor laws is seen as

outcome that could hurt the trust that labors have

with the management.

The sixth and Valedictory Session ended with a

Summary of the issues discussed, with Dr. Pritam

Singh, Chairman – LEAD Centre presenting the

Welcome and the Way Forward and the Valedictory

Address was delivered by Mr. P.K. Sinha Cabinet

Secretary, Govt of India and the Vote of Thanks was

given by Prof. K K Sinha, Dean - Development,

BIMTECH.

Cross section of participants Session - VI


Page | 18

NATIONAL SECRETARIAT NEWSDateVenueParticipants

:::

th th11 -12 February 2016 Hotel Leela Ambience, Gurgaon150 +

th4 NHRDN Summit on Workforce Technology & Shared Services Lean & Smart HR – Transforming Work

t hNHRDN, organized its 4 NHRDN Summit on

Workforce Technology & Shared Services in

partnership with Shine as a Lead Sponsor, People

Strong - the HR Technology & Summit Partner, EY -

The Knowledge Partner, Tata Sons as a Co-Sponsor,

BIMTECH, Jaipuria Institute of Management and IFIM

as the B-School Partners, Edenred as an Associate

Sponsor, People Matters as a Magazine partner, Gifts

were sponsored by GIFT XOXO and Design and

Communication partner was Fulki. The Summit was

attended by more than 150 participants from across

the country.

India is at an interesting cusp as the wave of

digitization changes the work and workforce

dynamics of the country. There is a new generation of

companies coming up which is changing the way work

is perceived or performed. From 9-5 desk jobs to part

t ime jobs and mult ip le employments , th is

“Uberisation” of work will have a significant impact on

the Human Resources function. As the HR function

calliberates its processes and practices to the

changing business needs, Lean & Smart HR (HR

Shared Services and Technology) are going to be

the game changers. With this in mind, National th

HRD Network organized its 4 National Summit on thWorkforce Technology and Shared Services, on 11

th-12 Feb, at Leela Ambience, Gurgaon on the

theme “Lean and Smart HR – Transforming

Work”.

This one-and-a-half day event saw over 20

Business Leaders who shared their views on how

the world of work will change and what role Lean &

Smart HR will play in this journey. The event was

spread across 6 Sessions which covered various

aspects of the theme. Emphasizing on the

increased need for such summits in the country,

the Summit Director, Pankaj Bansal, Regional

President-North, NHRDN, and Co-Founder and

CEO, PeopleStrong highlighted, “While 70-80% of

HR oriented events in the United States and

Europe

Glimpses


Page | 19


:::

th th11 -12 February 2016 Hotel Leela Ambience, Gurgaon150 +

focus on HR Shared Services and HR Technology,

Indian platforms need to increasingly discuss and

learn from the experiences of latest and proven HR

transformations. Especially now when India has an

opportunity to be the HR capital of the world, a lot

more focus needs to come up.” The event saw Mr.

Manoj Kohli, Chairman-Softbank as the Keynote

speaker, who shared how work has transformed in the

past decade and how will it take up a new face all

together in future. He shared that an organization has

only 2 goals : Profitability and Happiness, achieving

both requires a combination of Art and Science and HR

needs maintain a golden balance in order to so.

The other eminent business leaders who were part of

the interesting deliberations which happened in the 6

sessions reflected the same thought who included Mr.

Anurag Malik, Partner, People & Organisation

Advisory Services, EY, Mr. Sandeep Banerjee, CEO,

Compass group, Mr. Abhijit Bhaduri, Chief Learning

Officer, Wipro, Ms. Ester Matrinez, CEO & Editor-in-

Chief, People Matters, Mr. Sandeep Sinha, Co-

Founder & Managing Partner, Lumis Partners,

Mr.Rajeshwar Triptahi, Chief People Officer,

Automotive & Farm Equipment Sector, Mahindra &

Mahindra, Mr. Biplob Banerjee, Exec. Vice President

HR and CSR, Jubilant Foodworks, Mr. G. Kalaiselvan,

Head-Technology Transformation, BPCL, Mr.

Srinivas Yelandur , Director & Digital Advisory Leader,

EY, Mr. Anand Subbaraman, Vice President HCM

Cloud Product Strategy, Oracle, Mr. B Srikanth,

CHRO, Airtel, Shubhro Bhaduri, CHRO, ABFSG & Mr.

Sukhjit Pasricha, Vice President-HR, IndiGo.

Workforce Technology and Shared Services have a

major role to play in the coming days to establish Lean

& Smart HR structures and NHRDN’s Summit was

successful in projecting this in the minds of over 150

future HR leaders of the country.

Glimpses


Page | 20


::: 100+

th th15 -16 February 2016ITC Windsor, Bengaluru

th th thOn 15 & 16 of March 2016, NHRDN organized its 4 Summit in Bengaluru on Gender Balanced Leadership-The Way Forward. The Summit was sponsored by Schneider Electric and Deloitte was the Knowledge Partner.

The intent of this summit was to move beyond establishing the case for diversity (because that’s already been done), and instead focus on the tangible actions taken and the impact created. In each of the sessions, the panellists and speakers challenged the audience to raise the bar on:

(i) Where has the needle moved and what led to it?

(ii) What can we learn from our actions and good

practices?

(iii) How can we move ahead with greater pace and

commitment?

The Keynote Address was given by Ms. Chris Leong ,

Global Marketing Head, Schneider Electric.

Elaborating on the need of women in leadership, Ms

Chris Leong, Chief Marketing Officer, Schneider

Electric, said: “Life is Energy, and Life is On today

th4 Summit on Gender Balanced Leadership-The Way Forward

Inaugural Address By Ms. Chris Leong , Global Marketing Head, Schneider Electric

because Energy is On. Hence, at Schneider Electric,

our intent is to make sure Life Is On for everyone,

everywhere and at every moment with our

technology. I feel proud to say that my women

colleagues are changing the way the electricity grid

operates and the way manufacturing and production

processes produce far better efficiency. So, uni-

dimensional thinking does not work in this brave new

world.” She further added, “All humans are the

product of diversity. Today, we are taking diversity

from our homes all the way to our workplaces. We are

creating a much more beautiful world” .

While presenting the Welcome Address, Mr. Kamal

Singh, Director General, National HRD Network, said:

“Women represent 50% of the highly educated

people and 30-50% of the entry pool at campus,

however, the percentage of women in the board

rooms today are much less than that of men. It clearly

shows that even with a strong pipeline of female

leadership, somewhere the disparity sets in the way

that impacts a woman’s career growth trajectory

immensely. At NHRDN it is our constant endeavour to

bring awareness about the need of Gender-balanced

leadership”. This was followed by five sessions

focusing on:

(i) Impact of Diverse Leadership on Business & People Metrics

(ii) Women in the Boardroom - Looking Beyond

Compliance

(iii) Women in Leadership Positions: How to Build a

Sustainable Pipeline of Women Leaders

(iv) 4 significant M’s of a working woman’s life:

Marriage, Maternity, Mobility and Medical Care


(v) Inclusion Matters - moving beyond diversity.

The session on the theme ‘Women in Board Rooms -

Looking Beyond Compliance” by Mr. Bhaskar Bhat,

Managing Director, Titan Company Limited, in

conversation with Ms. Hema Ravichandar, Strategic

HR Advisor’ helped articulate precisely what more

should be done, to drive this goal and identify the key

issues that prevent gender parity in the Board rooms,

and how should those be addressed.

The session on the theme ‘Women in Leadership

Positions: How to Build a Sustainable Pipeline of

Women Leaders’, discussed how Indian women have

adopted to so many roles in their own lives before

entering the portals of the corporate world that in turn

impacts the style flexibility, which is the essence of

leadership today, is almost ingrained in their psyche.

In order to push women into leadership roles,

companies who wish to attract, retain, and nurture

women for advanced management positions will need

to take a hard look at ‘what women want in their

Page | 21


::: 100+


organizations’, rather than use minor interventions to

keep women engaged in the vision of the company for

business success.

Once an organization has successfully modified their

recruitment and hiring practices to reach a more

diverse audience, the next step is to successfully

engage and support employees especially around life

changing events, as was discussed in the session on

the theme: ‘4 M : Marriage, Maternity, Mobility and

Medical Care’.

The Summit concluded on the premise that ‘Inclusion

Matters’ and that diversity fosters creativity;

awareness of diverse perceptions and points of view is

crucial to creating an inclusive workplace.

Experiences and Insights from Organizations who

have successfully spearheaded this agenda and from

individuals who have beaten the odds to take a seat in

the corporate world enriched the deliberations and

ensured all participants had valuable takeaways from

the programme.

Summit In Progress


Page | 22


::: 100+


Ms. Pavithra Y.S. for her incredible entrepreneurship in the field of BPO with a team of only People with Disabilities (PWDs)

Ms. Kala Charlu for her significant role in skilling women/girls who are burn victims and provide them with gainful employment.

Mr. Anil Chaudhry, Country President and MD, Schneider Electric India presented the awards.

As part of the Summit, the ‘Prerna Awards’ constituted by Schneider Electric were also presented. The

awards quantified the theme in totality and exemplified the need to acknowledge the power of women

leadership. The recipients of the honour were :

The key take away was that for building a gender

diverse leadership, both the organizations as well as

the women themselves have an equal role to play.

Several organizations have taken cognizance of their

role as an employer. Examples were cited from

various organizations such as Schneider, Wipro, IBM,

3M, where a ‘systemic’ approach has been taken to

work on policies that support diversity and inclusion,

manager sensitization to deal with unconscious bias,

women leaders’ development, building diverse talent

pipeline and focused development of internal talented

women.

Deloitte shared about the concept of ‘Dial down’ and

‘Dial up’ to support women in different stages of their

life & career. The panellists also shared the need for

moving to ‘Sponsorship’ (only mentoring) of high

potential women leaders.

Many of panellists strongly brought out the point that

big share of accountability for building ‘Gender

Balanced Leadership’ rests with women themselves.

Research and experiences show that women tend to

set higher ‘Threshold Limit’ for themselves before

they feel that they are ready for bigger roles or to put

across their point of view. Women need to become

more mindful of this. They also need to challenge

themselves as to why they feel that they have the

luxury to quit ‘when the going gets tough’. Creating

personal & organization support mechanisms

Leaning In, formal / informal sponsors and networks

are important for success. Successful women

leaders who have broken the glass ceiling too have a

responsibility to engage in the diversity agenda.

The Summit concluded on the premise that ‘Inclusion

Matters’ and that diversity fosters creativity;

awareness of diverse perceptions and points of view is

crucial to creating an inclusive workplace.

Experiences and Insights from Organizations who

have successfully spearheaded this agenda and from

individuals who have beaten the odds to take a seat in

the corporate world enriched the deliberations and

ensured all participants had valuable takeaways from

the programme.


Page | 23

NATIONAL SECRETARIAT NEWSDateVenue

::: 100+


Participants

Mr. Anil Chaudhry, Country President and MD, Schneider Electric India

Ms. Rachna, Mukherjee, Chief HR Officer,Schneider Electric India

Mr. Kamal Singh, Director General, NHRDNMr. Dhananjay Singh,

Executive Director, NHRDN


NATIONAL SECRETARIAT NEWS

Managing the Contract Labour (Issues, Concerns, Problems & Remedies) and What Every Manager

Should Know of Labour Laws (With Reference to Recent Judgements on Labour Laws)

Page | 24

Date & Venue

Participants

:

:

th th4 -6 February 2016, Mumbaith th11 -13 February 2016, Hyderabadth st18 -21 February 2016, New Delhi

235 +

The Programmes on “Managing the Contract Labour

(Issues, Concerns, Problems & Remedies)” & “What

Every Manager Should Know of Labour Laws (With

reference to Recent Judgments on Labour Laws)”

were held on 4-5-6 February, 2016 at Mumbai, 11-12-

13 February, 2016 at Hyderabad and 18-19-20

February, 2016 at New Delhi.

Mr. M. R. Gera, Eminent Law Professional led these

programmes with other experts both from Legal

Profession and Industry. Mr. Gera is also the Director,

Management Development Centre in Delhi and has

d i r e c t e d / c o o r d i n a t e d n e a r l y 3 5 0

programmes/workshops on the subject for both

private and public sector organizations as also under

the auspices of various leading national bodies and

companies. M.r H L Kumar, Advocate - Supreme

Court & Chief Editor - Labour Law Reporter,

Mr.Michael Dias, Secretary - The Employers

Association and Mr. Alok M Bhasin Advocate - High

Court were part of the Delhi program faculty and Mr.

Lancy D’Souza, Advocate - High Court and Legal

Advisor - Bombay Chambers of Commerce and

Industry was part of the Mumbai faculty.

It was a truly intensive information packed program

provided valuable insights to more than 235

Participants across industry, the discussions held

were highly thought provoking and imbibed

participants with the knowledge about issues and

trends prevailing in the domain of Contract Labour

and how employers can effectively overcome the

challenges in managing the contract labour in the

current scenario.

Glimpses of workshop


Page | 25

NATIONAL SECRETARIAT NEWSDate Venue

::: 120+

rd th3 , 4 March 2016The Leela ,Mumbai

th4 HR Summit on Leveraging Compensation & Rewards forSustainable Business Growth

thThe 4 NHRDN Summit on Leveraging Compensation & Rewards for Sustainable Business Growth was held

rd th on 3 and 4 March, 2016 at The Leela, Mumbai with EY as the Knowledge Partner for this event. Rewards can be used to reinforce the organisational values that are important to an employer. If behaviours are important to an employer, it should consider the way in which results are achieved, not merely that targets are met. Rewards can also be used in every part of a talent management strategy, from attracting individuals to ensuring they stay engaged. The central theme for the Summit was Leveraging Compensation and Rewards for Sustainable Business Growth, which covered 8 sessions spread across two days. The Summit was a mix of panel discussions and presentation of case studies, which saw distinguished business and HR leaders sharing their thoughts with Total Rewards practitioners, who attended from across the country. The main objectives of this session were - Executive Compensation, Using Employee Preference Data to become ‘Rewards Ready’, Rewarding the Blue Collar, Moneyball, Executing a Benefits strategy and chalking out the Future of Rewards Systems.

The Summit began with the theme address by Mr. Arvind Usretay, Executive Director, Rewards Consulting, India Leader, EY. He touched upon the sty le of rewards with in the overal l Talent Management strategy that an organization must adopt to be identified as a top employer. The discussion veered towards how a Rewards philosophy draws heavily from the vision of the organization and is most likely unique to an organization, its culture and its people. Dr. P.V.R. Murthy, Sr. VP & Global Head HR, Taj Hotels Resorts & Palaces, Summit Director, had helped give form to the agenda along with Mr. Usretay.

Mr. K. Ramkumar, Executive Director, ICICI Bank & President, NHRDN delivered the Keynote Address. He suggested that Total Rewards practitioners must also

consider themselves to be Procurement Managers for their organization. They are responsible for designing policies that enable the organization to buy time and competencies from their most valuable resource – the employees. He also suggested that the on-goings of the compensation function need to transcend from being transactional to being relational – and possibly look to be customised for each employee.

stThe 1 session of the Summit was a Panel discussion moderated by Mr. Rajiv Krishnan, Partner & India Leader, People & Organization, Advisory Services, EY. The panelists included Mr. Amandeep Gupta, Whole Time Director and CEO OCL India Limited, Mr. Hitesh Oberoi, Co-Promoter MD and CEO at Info Edge India Ltd (Naukri.com) and Mr. Prashant Srivastava, President Group HR & People Excellence at Reliance ADA Group.

The Panel offered the view from the top and enlisted the expectations of the C-Suite from Total Rewards p r o f e s s i o n a l s , t h e i n t e r p l a y b e t w e e n t h e Organization’s Culture, Rewards Strategy and Employee Behaviour, how does the C-suite/board approach the upheaval in modern rewards strategy to ensure an inclusive workforce.

ndThe 2 panel discussion was led by Dr. Aquil Busrai, CEO, Aquil Busrai Consulting with Mr. Rajesh Padmanabhan, Director & Group CHRO, Welspun Group, Mr. Raj Raghavan, Director HR, Amazon, Mr.Dependra Mathur, VP & Head – Compensation & Benefit and International HR, Infosys BPO.

The panel shared their v iews on Executive Compensation and offered perspectives on what i) pay for performance really means for the C-Suite members, ii) whether equity plans have delivered the desired behaviours and outcomes. They also offered their opinions on the topic of equity and fairness of executive pay. The Panel members agreed that “Cost of Leadership” could be a key metric in determining

Participants


Page | 26

rdThe 3 session was a presentation of the interim

findings of the EY Total Rewards and Talent survey

2016 – employer’s perspective. Data collected from

and analysed for 150 unique respondents across India

Inc. gave insights into the current practices which are

governing key talent management processes such as

c o m p e n s a t i o n , b e n e f i t s a n d p e r f o r m a n c e

development.

The day drew to a close with a panel discussion on

Rewarding Blue Collar workers. Mr. G. P. Rao,

Founder and Managing Partner at GPR HR Consulting

LLP., moderated the panel which saw participation

from Ms. Geetha Ghaneckar, CHRO, Lifestyle

Business, Raymond, Mr. Dharm Rakshit, Vice

President HR, Godrej, Mr. Balkrishna Patil, Vice

President – Employee Relations, Mahindra &

Mahindra Ltd. & Mr. Uday Mahale, President –

Siemens Workers Union. The eminent panel provided

fact-based insights on the virtues of understanding

the needs of the workforce, tailoring reward

programs and impact of personalized rewards.

The Day-Two opened with a panel discussion on Sales

Compensation. The panel was moderated by Mr.

Arvind Usretay, Executive Director, Rewards

Consulting, India Leader, EY. He brought together

views from Ms. Sujatha Sudheendra, Head HR, Aditya

Birla Finance Ltd., Ms. Jyoti Punja, Chief Distribution

Officer, Cigna TTK Health Insurance Co., Ms. Seema

Ambastha, SVP – India & Global Business Netmagic

Solutions, Mr. Barttanu Das, Head HR, Blue Dart

Express Ltd.

The panel talked about similar set of challenges faced

across various industries in dealing with sales

incentive programs, whether sales compensation

rewards behaviours or results and the need for

programs to be designed based on real time inputs

from key stakeholders.

The next session was a case study presentation by Mr.

Ashish Sen, General Manager, HPCL. Mr. Sen took his

audience through the components of an effective Total

Rewards Communication strategy, some of the key

people initiatives, talent management practices and

total rewards offerings at HPCL.

Mr. Satheesh K. V. Director - Total Rewards, Flipkart,

presented the company’s journey in defining benefits

that strike a chord with employees and help deliver a

superior employee value proposition. Mr. Satheesh

emphasized the importance of understanding the

employee demographic in details to be design

programs that build an “emotional bond”.

Ms. Shalini Adhaar, Director, HR, Tupperware India

Pvt. Ltd. took the audience through a very interesting

direct selling business model of Tupperware and how

that translates into compensation and benefits

offerings for a large segment of their employees, who

never visit an office setup. She emphasized how

benefits are not a retention tool for companies and

have transformed into a key employee attraction tool.

The Summit was brought to a close by Mr. Adil Malia,

Group President HR, Essar Group. He underpinned

shortcomings of most Total Rewards programs and

followed by a detailing with the 6Gs model for a

successful Total Rewards program.

At the end of the Summit, delegates were left with

thought provoking insights and perspectives from

eminent leaders on building a future ready, Total

Rewards program that leverages deep knowledge of

an organization’s workforce, understanding of

market factors, how they dictate employee choice and

make it imperative for organization to offer intelligent,

personalized rewards programs to their talent pool.


::: 120+


Participants


Page | 27


::: 120+


Participants

Glimpses of Summit


KUDOS/MOVEMENTS

Page | 28

Avinash Kohli is the new Head HR of Boeing

Avinash Kohli has been appointed as the Head of HR for Boeing Company subsidiary-

BICIPL- Boeing India Corporation Private Limited. Currently working as Vice President-thHR at Citi Technology Centre in Pune, he will join the firm on April 4 , 2016. An alumnus of

Delhi School of Economics, Avinash has dealt with HR Strategy & Business Partnership,

Organization & Talent Management, Compensation & Benefits, Leadership Development

& Training, and HR Operations. In his new capacity as the Head of HR at Boeing, he will

work as a member of the IMEA HR team and Lead India specific HR programs, initiatives, business partner

support and services to Boeing employees and specifically, manage the HR function to deliver HR support,

services and provide guidance and direction to the Leadership team in India. Avinash is also the Honorary

Secretary of the Delhi & NCR Chapter, National Human Resource Development Network.

Welspun Group appoints Rajesh Padmanabhan as Director, Group CHRO

Rajesh Padmanabhan who was past President and group CHRO of the Vedanta Group has

joined , Welspun Group as Director and CHRO. Welspun is a 3 billion dollar business

company dealing in pipes, plates and coils, as well as the home textiles sector with its

presence in other areas, such as steel, infrastructure and energy.

Padmanabhan, who has post graduated in HR as well as finance, from Narsee Monjee

Institute of Management Studies, started his career with the ICICI group, handling

systems on mainframes, and went on to become a corporate banker. His stint with Vedanta as President

and Group CHRO ended in December 2015.

Dr. R. Sridhar is new HR Head of ITC

ITC has appointed Dr R Sridhar as the new Head of Human Resources, continuing the

process of appointing second-generation executives to key positions that the

conglomerate kicked off three months ago. Dr Sridhar was earlier executive Vice-

President and Head (Learning and Development). He replaces veteran human resources

professional Anand Nayak who retired after 42 years of service in ITC. Sridhar joined ITC in

1982 after his MBA from XLRI, Jamshedpur and worked in various sectors including

cigarettes and will be incharge of grooming younger talent in the company and prepare a succession plan

across various levels in ITC.


CHAPTER NEWS - BHUBANESWAR

WPOWER 2016

DateVenueParticipants

:::

th29 January 2016Infosys, Bhubaneswar80

Page | 29

Bhubaneswar Chapter is one of the most dynamic

Chapters of the NHRDN & is committed to the cause of

the HR professional within the State and to HR

Professionals at large. It is recognized as one of the

front-runner Chapters under NHRD aegis that works

towards furthering the aims and objectives of the

body. The Chapter won the Best Chapter Award at the

National Conference of NHRD in 2014-15 and the glory

based on, inter alia some of the flagship programmes

that this Chapter offers. One such flagship

programme that it offers every year is WPOWER. This

year, WPOWER is in its third edition looks at debating

and discussing critical areas influencing women at

workplace.The inaugural session was graced by Ms.

Rebecca John, Senior Advocate, New Delhi, who

shared her perspectives on Journey of Powerful

Women @ Work: My Journey as a Lawyer. Men and

Women need to work together, respect each other’s

roles and rights to make choices and take decisions is

what she stressed upon. Mr. Suresh Dutt Tripathi,

VP(HRM), Tata Steel touched upon the theme of

Feminity and Power hand-in-hand-What female

power should look like and where he spoke about the

importance of empathy as a crucial element for

survival. To be sensitive to each others’ needs is the

essential factor to make workplace a better one. In her

remarks Ms. Paramita Mahapatra, MD & CEO UMSL,

Director IMFA & President NHRD Bhubaneswar

Chapter spoke about feminity and power & how we

think determines and conveys our power.


CHAPTER NEWS - BHUBANESWARDateVenueParticipants

:::


Page | 30

The session on Are Women in Leadership Roles in a

Bind – where women were expected to be strong &

decisive as leaders, nurturing & cooperative, saw

eminent personalities like Ms. Shampa Dhar Kamath,

Managing Editor, New Indian Express, Mr. Debiprasad

Das, Sr. VP & CHRO, CEAT and Dr. SK Mahapatra,

President-HR (Power Business), Bajaj Group sharing

their experiences and perspectives.

What Stops Me from Getting There - was an interactive

session conducted by Ms. Simren Mehn, Learning &

Development – Infosys where the audience

participated and shared their own journeys to the top.

This was followed by Panel Discussion on the theme of

Let’s play True or False: Women still have to do more

at workplace to prove themselves. The Panellists

were Ms. Sanghamitra Jena, CEO & Founder, Eastern

Tours & Travels, Ms. Sashmi Nayak, Ambedkar Chair

Professor of Social Work, NISWASS, Prof. Supriti

Mishra of IMI, Bhubaneswar and moderated by Mr.

Sujit Mahapatra, Founder & Secretary, Bakul

Foundation.

A very pertinent issue the question no one asks:

Sexual Harassment of Women @ Workplace

(Prevention, Prohibition and Redressal) Act, 2013:

What the New Law Says, was debated and discussed

with Ms. Namrata Chadha, Former Member State

Commission for Women, Member, Juvenile Justice

Board & President, Maadhyam and Ms. Saswata

Patnaik, Additional Govt. Advocate, High Court of

Odisha .


CHAPTER NEWS - BHUBANESWARDateVenueParticipants

:::


Page | 31

The Diva Awards at WPOWER 2016 felicitated and

appreciated the efforts undertaken by the unsung

heroes. They are Ms. Basanti Lohar from Keonjhar,

Ms.Sarada Lahangir from Sambalpur, Dr. Pragyan

Bharati and Ms. Senha Mishra Bhubaneswar .

The Valedictory address was given by Guest of Honour

Ms. Soma Mondal, Director (Commercial), NALCO

and the Chief Guest of the occasion Mr. Sunjoy Hans,

Chairman,Lalchand Group felicitated the Diva

Awardees.

The DIVA Awards

This time The Diva Awards were instituted to honour,

recognise and appreciate the laudable efforts of the

unsung heroes who have contributed for a social

cause despite tremendous hardships and challenges.

Our Chapter salutes their passion , commitment and

the courage to keep that fire burning.


CHAPTER NEWS - CHENNAI

Outlearn 2016

DateVenue

::

th26 March 2016Mahindra City,Chennai

Page | 32

As part of its ‘Outlearn Programme’, the Chennai

Chapter organised a visit to Infosys, Mahindra City,

Chennai as part of its innovative ways of adding value

to its members. It was attended by close to 36

members of the NHRDN Chennai Chapter. The visit th

conducted on 26 of March 2016, was a good balance

between a campus walk, visit to the workplace, a live

demo and an engaging presentation and interaction

session with the senior leaders at the Mahindra

Campus.

The participants had a world class experience in the

form of expert talks on Infosys and its business

presented by one of their senior leaders and the HR

practices shared by none other than Mr. Sujith Kumar,

HR Business Leader, Infosys Ltd, Chennai & the

President-NHRDN, Chennai Chapter.

What was planned as a half day session went well into

the lunch hour with the participants trying to take it all

in. The Q&A spilled over the lunch time, which was

followed by a tour of their campus spread across 130

acres. The participants had the opportunity to see

amazing facilities, its landscape, the Japanese

garden, the play courts, and their accommodation

centre and last but not the least, a block dedicated only

for recreational activities. The employees were shown

how the company provided an environment that

ensures work life balance to its employee with the

management sparing no effort to ensure that

employees have a worthy time inside be it work or fun.

The visitors were hosted for a game of bowling during

the visit before calling it a day. It was a day well spent

learning, having fun and an insightful learning

experience for all the participants!


CHAPTER NEWS - HYDERABAD

Snapshots

DateVenue

::

December 2015, January 2016EThames Degree College, Hyderabad

An Interactive Session on “Achieving Personal Excellence by Managing rd

SELF effectively” by Mr. Vangipuram Balaji was held on Thursday, 3 Dec 2015 at EThames Degree College, Hyderabad.

Another Interactive Session on “SUCCESS - The Changing Definitions In The World Of Work” was held by Ms. Madhavi Iragavarapu on Thursday

th10 Dec 2015 at EThames Degree College, Hyderabad.

Page | 33

An Interactive Session on Re-designing Life – an Inside-Out Approach by Mr. Vikramaditya Duggal Chief Energising Officer, Abhivyakti - the Expression

thon Thursday 17 Dec 2015 at EThames Degree College, Hyderabad.

An Interactive Session on “Managing Implicit Bias to build an Inclusive thCulture” by Ms. Madhujit Singh on Thursday 24 Dec 2015 EThames

Degree College, Hyderabad.

An Interactive Session on “Human Resources Strategies for Organization st

Transformation” By Mr. Raamchander Maddela on Thursday 31 Dec 2015 EThames Degree College, Hyderabad.

An Interactive Session on “Importance of a Leadership Model” by Mr. K. th

Srinivas Rao on Thursday 7 Jan 2016 at EThames Degree College, Hyderabad.

An Interactive Session on “Business Dynamics and New HR” By st

Mr. Venkatesh Palabatla on Thursday 21 Jan 2016 at EThames

An Interactive Session on “Performance Management System Model” By thMr. Sridhar Remella on Thursday 28 Jan 2016 at EThames.

rd 3 Seminar on Prevention of Sexual Harassmentat the Workplace:

th06 May 2016, The Leela, Mumbai

Awareness, Enforcement & Leading Practices

CONTEXT

KEY DISCUSSIONS

Seminar DirectorsMs. Kanika Bhutani - Director EY & Ms. Priti Kataria - V.P HR Wipro

It is extremely unfortunate to realise that in spite of having a sizable number in society and workplace, Indian women still

have to struggle hard for their safety and security. This struggle not only hampers their individual professional growth but

also adversely affects the overall organisational productivity. Realising the increasing incidences of such cases at the

workplace, the Indian Parliament has passed a special act for the Safety of Women i.e the Sexual Harassment Of Women At

Workplace (Prevention, Prohibition, And Redressal) Act, 2013. Thus, it requires serious attention and sincere efforts to

create awareness so as to further help prevention of the issue from its roots, by enforcing leading practices in the corporate

world.

Recognising these concerns, National HRD Network has taken the initiative to organise a special program on “Prevention

of Sexual Harassment at the Workplace: Awareness, Enforcement & Leading Practices”. This program is the 3rd in the

series and will have some eminent speakers from the judiciary, consulting, and corporates who will discuss and deliberate

upon the provisions of the law, as well as various ways and methods of effectively framing anti-sexual harassment policies

and dealing with such cases in organisations.

• Understanding the implications of sexual harassment prevention law at workplace

• Understanding the appropriate ways and methods of approaching and responding to sexual harassment concerns and

incidents

• Responsibility of the state towards sexual harassment prevention at workplace

• Corporate/Industry responsibility under the law

• Knowing basic rights and privileges of women at workplace

• How HR and legal teams can frame effective anti-sexual harassment policies in organisations

• How to sensitise and train employees regarding the new sexual harassment prevention law

• Individuals’ approach towards the concern of sexual harassment at workplace

• Introducing complaint committees in organisations and defining the roles and responsibilities of the concerned

executives

• Identifying both preventive and corrective measures against sexual harassment

• Framing clear cut punishment policies

• Making organisations ready and compliant with rules and procedures prescribed under the sexual harassment

prevention law

• Understand the enforcement agencies’ perspective

Communication &Design Partner

KnowledgePartner

Ms. Rani DesaiCHRODeloitte

SOME OF THE CONFIRMED SPEAKER

WHO SHOULD ATTENDThe program has been vigilantly crafted for HR Heads, Leaders, Managers & Executives to enable them to build a conducive workplace for

employees across levels, and the ways & means of dealing with such situations. The Session would also be a great learning experience for

Academicians & will enable them to understand the practical implications of Sexual Harassment Laws.

thDate : 06 May 2016

Registration : 08:00 A.M. – 09:00 A.M.

Session : 09:30 A.M. – 05:30 P.M.

Venue : The Leela, Mumbai

ADMINISTRATIVE DETAILS

DELEGATE FEE

• For NEFT/RTGS, please find below the details:

BENEFICIARY NAME : NATIONAL HRD NETWORK

BENEFICIARY BANK : ICICI BANK

BRANCH NAME : SushantLok, Gurgaon

BANK ACCOUNT NO. : 018301007404

BANK IFSC CODE : ICIC0000314

BANK MICR NO. : 110229042

Service Tax Registration No.: AAATN1283CSD001

NHRDN PAN No.: AAATN1283C

Megha Bist Tel: +91-124-4041560, 9899150663, [email protected]

National HRD Network | National Secretariat

C-81C, DLF Super Mart I, DLF City, Phase IV

Gurgaon – 122002 | Website: www.nationalhrd.org

NHRDN Platinum Member (Institutional)

NHRDN Gold Member (Individual + Institutional)*

NHRDN Silver Member (Individual + Institutional)

Non-Member

Student / Academician

Fees (Per Participant) For 1 For 2-4 For 5 & more

` 6,400/-

` 6,800/-

` 7,200/-

` 8,000/-

` 4,000/- ` 4,000/-

` 7,500/- ` 7,000/-

` 4,000/-

` 6,000/-

` 6,375/-

` 6,750/-

` 5,600/-

` 5,950/-

` 6,300/-

*All Existing Life Members may avail Gold Member rates

CERTIFICATE OF PARTICIPATION FOR ALL THE DELEGATES

Mr. Senthilnathan BSVP & Head Employee Relation Citigroup South Asia - Citibank

Ms. Harlina SodhiSEVP – Head-Culture & Capability, IDFC Bank

Ms. Pooja Prabhakar Director BCP Associates

Ms. Priti Kataria VP-HR Wipro

Mr. Vishal KediaFounder ComplyKaro

Ms. Aparna SharmaIndependent DirectorT.S. Alloys LTD.

Prof. Asha BajpaiTISS

Mr. Yogi Sriram (Key Note Speaker )Sr.VP Corporate HRL&T

Mr. Rajkumar ShriwastavaDirector- AssuranceEY India

Ms. Dipti KotakS.V.P Legal Sony Pictures Networks India

• Service Tax of 14.5% is applicable on the fee

• Extra 10 % discount on 3 and 15% off on 5 or more

nominations from the same organisation

• Fee includes cost of tea/coffee/lunch and other organisational

expenses

• Fee to be paid by NEFT or cheque favouring “National HRD

Network” and sent to the below mentioned address

National HRD Network, C-81-C, DLF Super Mart-1,

DLF City IV, Gurgaon 122002

Ms. Kanika BhutaniDirectorEY

Ms. Manjusha BhatnagarDirector HR & CABalmer Lawrie & Co. Ltd.

Dr. Anagha Sarpotdar External Member & Consultant - Sexual Harassment at Workplace

Ms. Lovleen JoshiHead HRIDFC Ltd

Mr. Jairam PawarDistrict Officer Mumbai Sub-urban (Dy. Collector)

Mr. B.C PrabhakarAdvocateKarnataka High Court & PresidentKarnataka Employers’ Association

Ms. Urvi ChhayaVP – HR ICICI Prudential Life

CEO CONCLAVE 2016rd

3Presents

th15 June 2016 ITC Grand Parel, Mumbai|

FORE School of ManagementNew Delhi

FORE School of ManagementNew Delhi

Simplifying

Complex Realities:Scripting the Way Forward

Click here for more details

rd

3 Indian Management

Simulation Challenge 2016

New Delhi, Round 2 23-24 May 2016

Kolkata 22-23 April 2016

Bengaluru 29-30 April 2016

Mumbai 9-10 May 2016

New Delhi, Round 1 19 -20 May 2016

Regional Rounds

The Indian Management Simulation Challenge is a National Championship where participants are exposed to the challenges of

Managing Business Enterprises in a competitive environment. The competition will enable participants to experience the thrill

of business intricacies and learn how to react to them. Time is compressed so that years of simulated time can be condensed

into days or even hours. The competition will allow other competitors to outperform each other and challenge the power of

cross functional operations, team working, business acumen and decision making. The IMC enables participants to learn how

to cope with complex challenges while building the capability of managing competition in ever changing business scenarios.

What is the Indian Management Simulation Challenge?

Champion TeamTrophy & INR 1,00,000/-

Runner-Up 2Trophy & INR 40,000/-

Runner-Up 1Trophy & INR 60,000/-

ManagementManagementManagementSimulation Challenge 2016Simulation Challenge 2016Simulation Challenge 2016

rd3 Indian rd3 Indian rd3 Indian

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For Registrations Kindly Contact:

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National HRD Network, National Secretariat Team

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COMMUNICATIONDESIGN PARTNER

The National HRD Network is the National Apex body of professionals committed to promoting the HRD movement in the

country and enhancing the capability of human resource professionals to compete globally and thereby creating value for

society. Towards this end, National HRD Network is committed to the development of human resources through education,

training, research and experience sharing. Established over 29 years ago, NHRDN is an autonomous, not-for-profit

professionally managed organization, playing a catalyst role in grooming Leaders for Tomorrow. It has 12,500 members

representing, Multinationals, Public & Private Organizations including Government, MSME & NGOs spread across 30

chapters in India and serves as a reference point for HR Professionals in Indian Industry.

About NHRDN

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DD/Cheque towards participations fee should be drawn in favour of "National HRD Network"

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Fees (Per Participant in INR) For 1-2 per team For 3-4 per team For 5 & more per team

NHRDN Platinum Member (Institutional) ` 21,600 ` 20,000 ` 18,400

NHRDN Gold Member (Individual + Institutional)* ` 22,950 ` 21,250 ` 19,550

NHRDN Silver Member (Individual + Institutional) ` 24,300 ` 22,500 ` 20,700

Non-Member ` 27,000 ` 25,000 ` 23,000

thSpecial Discount INR 1000/- per team till 15 April 2016

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NHRDN Service Tax No : AAATN1283CSD001NHRDN PAN No : AAATN1283C

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• Participation is welcome from PSU's, Private Sector, Academicians and Entrepreneurs

• No cross-corporate teams are allowed

Key LearningsParticipants will be able to harness

• Strategic Thinking • Financial Analysis

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Page | 42

Permanent Institutional

NAME CITY STATE

Blue Star Limited Dadra Maharashtra

Gems Education Solutions India Pvt.Ltd. Mumbai Maharashtra

Guru Nanak Khalsa Inst.Of Management Studies Mumbai Maharashtra

HDFC Standard Life Insurance Com.Ltd. Mumbai Maharashtra

IDBI Federal Life Insurance Company Mumbai Maharashtra

IndusInd Bank Limited Mumbai Maharashtra

Invertis University Bareilly Uttar Pradesh

JK Cement Ltd. Kanpur Uttar Pradesh

KJ Somaiya Institute Of Management Mumbai Maharashtra

Mahindra Lifespace Developers Ltd. Mumbai Maharashtra

Standard Chartered Bank Mumbai Maharashtra

Terex India Pvt. Ltd. Hosur Tamil Nadu

Annual Institutional

NAME CITY STATE

Keva Dadra Maharashtra

Mando Softtech India Pvt. Ltd. Gurgaon Haryana

Navisite India Pvt. Ltd. Gurgaon Haryana

Star Union Dai-Ichi Life Insurance Navi Mumbai Maharashtra

Videocon D2H Limited Mumbai Maharashtra

Vivekanand Education Society Institute Of Management Mumbai Maharashtra

SME Institutional

NAME CITY STATE

Les Concierges Services Pvt. Ltd. Bengaluru Karnataka


MEMBERSHIP


Page | 43

Individual Life

NAME CITY STATE

Mr. Amruta Abhyankar Pune Maharashtra

Mr. Subir Chatterjee Bengaluru Karnataka

Mr. Abdul Kalam Azath A Krishnagiri Tamil Nadu

Ms. Akanksha Srivastava Bengaluru Karnataka

Mr. Anil Kumar Bilaspur Himachal Pradesh

Mr. Ankit Gujral Gurgaon Haryana

Mr. Antoine Baskar Coimbatore Tamil Nadu

Mr. Antony Innocent Krishnagiri Tamil Nadu

Mr. Anuj Alphonson New Delhi Delhi

Mrs. Archan Mehta Ahmedabad Gujarat

Ms. Asha Tripathi New Delhi Delhi

Mr. Ashok Kumar Noida Uttar Pradesh

Mr. Babu Devasenapati Coimbatore Tamil Nadu

Mr. Biswaranjan Sahoo Bhubaneswar Odisha

Ms. Chandrakala T Krishnagiri Tamil Nadu

Mr. Dipen Sharma Pune Maharashtra

Ms. Gayathri Nagaraj Bengaluru Karnataka

Mr. Hari Kota Ahmedabad Gujarat

Mr. Hrishikesh Jha Mumbai Maharashtra

Mr. Huzaifa Merchant Mumbai Maharashtra

Mr. Huzaifa Merchant Mumbai Maharashtra

Ms. Jai Shri Sharma New Delhi Delhi

Ms. Judhajit Das Mumbai Maharashtra

Ms. Kalyan Chakravarthy Dayal Lucknow Uttar Pradesh

Ms. Kavitha Kolala Bengaluru Karnataka

Mr. Kay G N Secunderabad Telangana

Ms. Latha N Krishnagiri Tamil Nadu

Mr. Manoj Kumar KS Bengaluru Karnataka

Mr. Manuel Anand Chennai Tamil Nadu

Ms. Meenakshi Khera Gurgaon Haryana


MEMBERSHIP


Page | 44

Individual Life

NAME CITY STATE

Mr. Mohd Sahil Siddiqui Gurgaon Haryana

Ms. Mona Hakeem Mumbai Maharashtra

Mr. Narayan Hegde Bengaluru Karnataka

Ms. Narmadha K Krishnagiri Tamil Nadu

Ms. Nishant Dangle Mumbai Maharashtra

Mr. Nitesh Shahi Bengaluru Karnataka

Mr. Peter Joseph V G Krishnagiri Tamil Nadu

Mr. Piyush Jajodia Navi Mumbai Maharashtra

Ms. Pooja Kamath Bengaluru Karnataka

Mr. Pradeep S Bengaluru Tamil Nadu

Mr. Prakash Subramanian Bengaluru Karnataka

Mr. Prashany Y. Joglekar Thane Maharashtra

Mr. Prateek Upadhyay New Delhi Delhi

Mr. Purushotham S l Bengaluru Karnataka

Mr. Rahul Amin Hyderabad Telangana

Mr. Rajesh Sisodia Gandhidham Gujarat

Mr. Rajinder Kumar Bilaspur Himachal Pradesh

Mr. Rakesh Missra Ghaziabad Uttar Pradesh

Mr. Ramkishore R Krishnagiri Tamil Nadu

Ms. Richa Sinha Ghaziabad Uttar Pradesh

Prof. Rishikesha Krishnan Indore Madhya Pradesh

Mrs. Shankar Navi Mumbai Maharashtra

Ms. Sadhana Rao Gurgaon Haryana

Ms. Sangeeta Malkhede Chennai Tamil Nadu

Mr. Sanketh Ramkrishnamurthy Bengaluru Karnataka

Mr. Santosh Singh Mumbai Maharashtra

Mr. Sapan Shrimal Pune Maharashtra

Dr. Selvaraj M S Krishnagiri Tamil Nadu

Dr. Shameem Chennai Tamil Nadu

Mr. Shantanu Bhave Thane Maharashtra


MEMBERSHIP


Page | 45

Individual Life

NAME CITY STATE

Ms. Shilpa Kulkarni Mumbai Maharashtra

Ms. Shilpi Gupta New Delhi Delhi

Ms. Shilpi Prasad Thane Maharashtra

Ms. Shweta Pathak Mumbai Maharashtra

Ms. Smita Affinwalla Mumbai Maharashtra

Mr. Somasundaram A S Krishnagiri Tamil Nadu

Ms. Sucharita Dey Bengaluru Karnataka

Ms. Sucheta Agarwal Roorkee Uttranchal

Ms. Sumantra Mitra Mumbai Maharashtra

Mr. Sunil Prabhune Mumbai Maharashtra

Mr. Suresh Warrier Bengaluru Karnataka

Mr. Suresh Jain New Delhi Delhi

Ms. Suruchi Bhatia Gurgaon Haryana

Mr. Sutanu Chowdhury Bengaluru Karnataka

Ms. Swapna S Sawant Mumbai Maharashtra

Ms. Swati Dogra Pune Maharashtra

Mr. Tarun Kapoor New Delhi New Delhi

Mr. Thomas John A Krishnagiri Tamil Nadu

Mr. Thulasidhara S Bengaluru Karnataka

Mr. Venkatesan Ramachandran Bengaluru Karnataka

Mr. Vijay Gole Mumbai Maharashtra

Ms. Vijayalakshmi C Chennai Tamil Nadu

Mr. Vimal Mukundan Kochi Kerala

Mr. Vinay Kumar Hyderabad Telangana

Mr. Vinit Puri New Delhi Delhi


MEMBERSHIP

Page | 46

Individual Annual

NAME CITY STATE

Mr. Archan Mehta Ahmedabad Gujarat

Mr. Adhir Mane Mumbai Maharashtra

Mr. Anand Shankar Chennai Tamil Nadu

Ms. Anaouli Desai Vadodara Gujarat

Ms. Anitha PD Chennai Tamil Nadu

Mr. Anson Emmanual Ivan Pune Maharashtra

Mr. Avijit Kar Navi Mumbai Maharashtra

Dr. Babu Devasenapati S Coimbatore Tamil Nadu

Mr. Babu Sudarshan Bengaluru Karnataka

Mr. Balaji M Coimbatore Tamil Nadu

Ms. Chitra Arunachalam Chennai Tamil Nadu

Mr. Dharmendra Singh Jalandhar Punjab

Mr. Dinesh Agarwal Hyderabad Telangana

Ms. Divya Sharma Noida Uttar Pradesh

Ms. Divya Naveen Bengaluru Karnataka

Ms. Divyata Khedekar Mumbai Maharashtra

Ms. Elizabeth Paul New Delhi Delhi

Ms. Fehmina Khalique Greater Noida Uttar Pradesh

Mr. Gaurav Bakshi New Delhi Delhi

Mr. Gaurav Wadekar Bengaluru Karnataka

Ms. Geetika Suri Bengaluru Karnataka

Mr. Giri Krishnan Bengaluru Karnataka

Mr. Gopinathan P Coimbatore Tamil Nadu

Mr. Harigovindan KS Mumbai Maharashtra

Mr. Hariprasad Kandaswamy Coimbatore Tamil Nadu

Ms. Homa Rumi Merchant Mumbai Maharashtra

Ms. Kafila Md Warangal Telangana

Ms. Kakoli Saha Bengaluru Karnataka

Ms. Kanika Jaiswal New Delhi Delhi

Ms. Karthiiga C Chennai Tamil Nadu



MEMBERSHIP

Page | 47

Individual Annual

NAME CITY STATE

Mr. Karthik B Chennai Tamil Nadu

Mr. Laxminarayan Nanda Bengaluru Karnataka

Mr. Mahadevan Durairaj Coimbatore Tamil Nadu

Mr. Mani Narayanan Chennai Tamil Nadu

Mr. Manish Rastogi Noida Uttar Pradesh

Mr. Manjeet Kocchar Thane Maharashtra

Ms. Marianne Franzen New Delhi Delhi

Ms. Minal Ganesh Kadam Mumbai Karnataka

Mr. Mohan Abbhi New Delhi Delhi

Mrs. Monica Vohra Faridabad Haryana

Ms. Mousumi Dhar Bengaluru Karnataka

Ms. Mridula Sharma Dehradun Uttranchal

Ms. Muddasani Rajya Laxmi Hasanparthy Telangana

Ms. Mugdha Joshi Bengaluru Karnataka

Mr. Muthaiah A Chennai Tamil Nadu

Mr. Narendra Singh Bhopal Madhya Pradesh

Mr. Natarajan M Krishnagiri Tamil Nadu

Mr. Nikhil Mathur Bengaluru Karnataka

Ms. Nivedha M Chennai Tamil Nadu

Ms. Parvathy Venugopal Bengaluru Karnataka

Ms. Pari Jhaveri New Delhi Delhi

Mr. Partha Pant Mumbai Maharashtra

Mr. Partho Chatterjee Kolkata West Bengal

Mr. Paul Joseph Kolanchery Navi Mumbai Maharashtra

Ms. Pooja Adhikary Hyderabad Telangana

Mr. Prakash Hegde Bengaluru Karnataka

Mr. Prakash Hegde Bengaluru Karnataka

Ms. Priya Fernandez Chennai Tamil Nadu

Ms. Priya Kavichelvan Krishnagiri Tamil Nadu

Mr. Rahil Yadav New Delhi Delhi



MEMBERSHIP

Page | 48

Individual Annual

NAME CITY STATE

Mr. Raj Kannan Coimbatore Tamil Nadu

Mr. Rajamanickam Duraiswamy Chennai Tamil Nadu

Ms. Rana Mukherjee Thane Maharashtra

Ms. Rashmi R Bengaluru Karnataka

Ms. Rashmi Kodikal Mangalore Karnataka

Ms. Ratna Sekhar Adika Kolkata West Bengal

Mr. Ravinder Kumar New Delhi Delhi

Ms. Reena Sharma Dehradun Uttranchal

Mr. Remella Naga Sridhar Hyderabad Telangana

Mr. Sampath Kumar Coimbatore Tamil Nadu

Mr. Sandeep Bhuyan Golaghat Assam

Ms. Sandhya Ganapathy Chennai Tamil Nadu

Ms. Sandipa Rahul Sinha Navi Mumbai Maharashtra

Mr. Sanjeevi Raj Coimbatore Tamil Nadu

Mr. Santosh Kumar Dwivedi Bhopal Madhya Pradesh

Mr. Sarandha Kumar Pune Maharashtra

Mr. Saurabh Kalra Delhi New Delhi

Mr. Senthilkumar S Chennai Tamil Nadu

Mr. Shailendra Sharma Arasmeta Chhatisgarh

Mr. Sharad Misra New Delhi Delhi

Mr. Shwetank Sharma Muzaffarnagar Uttar Pradesh

Ms. Shyamli Rathore Gurgaon Haryana

Ms. Smita Chandel Kolkata West Bengal

Ms. Sonali Jain New Delhi Delhi

Mr. Srinidhi Prasad Bengaluru Karnataka

Mr. Srinivas Darmula Hanamkonda Telangana

Mr. Sudheer Kothapalli Hyderabad Telangana

Ms. Sudipta Law Bengaluru Karnataka

Mr. Suman Kumar Naredla Warangal Telangana

Mr. Surendra Kumar New Delhi Delhi



MEMBERSHIP

Page | 49


Individual Annual

NAME CITY STATE

Mr. Saurav Kumar Bengaluru Karnataka

Ms. Tanvi Garg Bhopal Madhya Pradesh

Mr. Thilak TS Coimbatore Tamil Nadu

Mr. Vidya Sagar Moningi Chennai Tamil Nadu

Mr. Vijayashree Pathikonda Hyderabad Telangana

Mr. Vimal Francis T Krishnagiri Tamil Nadu

Mr. Vinoth Kishore A Chennai Tamil Nadu

Mr. Vishwanath Pundlikrao Karad Pune Maharashtra

Mr. Vivek Vijayan Navi Mumbai Maharashtra

Student

NAME CITY STATE

Mr. Abhay Mishra Gorakhpur Uttar Pradesh

Mr. Abhishek Devdhar Greater Noida Uttar Pradesh

Mr. Ahmad Saif Greater Noida Uttar Pradesh

Ms. Aiswarya R Ernakulam Kerala

Mr. Ajmal Khan New Delhi Delhi

Mr. Akash Garg Roorkee Uttrakhand

Mr. Akhil kumar Guttapalli Bengaluru Karnataka

Ms. Akshatha Purushotham Mysore Karnataka

Mr. Akshay Mammen Bengaluru Karnataka

Mr. Amit Ojha Ghazipur Uttar Pradesh

Mr. Aniket A. Barapatre Mumbai Maharashtra

Mr. Aniruddha Rao Mysore Karnataka

Mr. Anirudh Pratap Singh Agra Uttar Pradesh

Mr. Ankit Tiwari Greater Noida Uttar Pradesh

Ms. Anuradha Sharma Greater Noida Uttar Pradesh

Ms. Apoorva Mishra New Delhi Delhi

Ms. Apurva Bangera Mumbai Maharashtra


MEMBERSHIP

Page | 50


Student

NAME CITY STATE

Mr. Ashish Lath New Delhi Delhi

Mr. Ayush Upreti Jamshedpur Jharkhand

Ms. Bhavani Tejaswini Damodara Hyderabad Telangana

Mr. Divyanshu Srivastava Allahabad Uttar Pradesh

Ms. Drishti Saxena Noida Uttar Pradesh

Mr. Durdana Ovais Bhopal Madhya Pradesh

Ms. Dwija Priyadarshini Secunderabad Telangana

Mr. Ezra Devakumar V Hosur Tamil Nadu

Mr. Ganesh Shimpi Ranchi Jharkhand

Ms. Garikipati Vijaya Sri Hyderabad Telangana

Ms. Harini K Hyderabad Telangana

Mr. Jagadeesh Babu M Hyderabad Telangana

Mr. Jason R. Pinto Mumbai Maharashtra

Ms. Jaya Sheela M Hyderabad Telangana

Mr. Johnty Awana Noida Uttar Pradesh

Mr. Karthikeyan K Thanjavur Tamil Nadu

Ms. Kasturi Biswal Hyderabad Telangana

Mr. Kunal Kulshreshtha Agra Uttar Pradesh

Ms. Lavanya S Adilabad Telangana

Mr. Madhuri Sawant Mumbai Maharashtra

Ms. Madhusree T Hyderabad Telangana

Mr. Mahitrajan Tyagarajan Bengaluru Karnataka

Ms. Meghamallar Paul Bengaluru Karnataka

Ms. Monisha Rajagopal Chennai Tamil Nadu

Mr. Naga Sai Teja Timmaraju Hyderabad Telangana

Ms. Nandhini S Hosur Tamil Nadu

Ms. Neekita Rathod Mumbai Maharashtra

Ms. Nivedha Shasti Chennai Tamil Nadu

Mr. P S Neemish Secunderabad Telangana

Ms. Payella Kezia Florence Hyderabad Telangana


MEMBERSHIP

Page | 51


Student

NAME CITY STATE

Ms. Piya Kunal New Delhi Delhi

Ms. Pooja Sharma Jamshedpur Jharkhand

Ms. Prachi Doshi Mumbai Maharashtra

Mr. Pranjal Agarwal Ghaziabad Uttar Pradesh

Ms. Pravin Juliyana A Hosur Tamil Nadu

Ms. Priya Kumari Greater Noida Uttar Pradesh

Ms. Priya Mishra Siddharthnagar Uttar Pradesh

Mr. Rahul kumar Soni Mohania Bihar

Ms. Ravali K Khammam Telangana

Mr. Rishab Regmi New Delhi Delhi

Mr. Rishabh Shukla Greater Noida Uttar Pradesh

Mr. Rishabh Shukla Greater Noida Uttar Pradesh

Ms. Riya Shori New Delhi Delhi

Ms. Rohini Agre Navi Mumbai Maharashtra

Ms. Sadhana Chandrasekaran Chennai Tamil Nadu

Mr. Sanjay Kumar Soni Hyderabad Telangana

Mr. Sanju RK Payyanur Kerala

Ms. Shalini Lall Ghaziabad Uttar Pradesh

Ms. Shikha Sheth Vadodara Gujarat

Ms. Shilpa Anakkathil Mumbai Maharashtra

Ms. Shirisha Busi Hyderabad Telangana

Ms. Shreya Mundhada Mumbai Maharashtra

Ms. Shweta Ghosh Ghaziabad Uttar Pradesh

Mr. Simran Srivas Greater Noida Uttar Pradesh

Mr. Somendar Kumar Greater Noida Uttar Pradesh

Ms. Soumya T Khammam Telangana

Ms. Spoorthi Poonja Bengaluru Karnataka

Ms. Srividya M Hosur Tamil Nadu

Mr. Sudeep Sundar Chinna Kandukuri Gooty Andhra Pradesh

Mr. Sujay SS Ashokan Mysore Karnataka


MEMBERSHIP

Page | 52


Student

NAME CITY STATE

Ms. Sunitha Tiwari Hyderabad Telangana

Mr. Tedwin Thomas Bengaluru Karnataka

Ms. Udita Banik Bengaluru Karnataka

Ms. Uma Sarada Kosuri Hyderabad Telangana

Mr. Umair Ahmad Aligarh Uttar Pradesh

Mr. Veeraja J Nizamabad Telangana

Mr. Venkata Subbaiah Vaddevalli Guntur Andhra Pradesh

Mr. Venugopal A Hosur Tamil Nadu

Mr. Vinay Abbar New Delhi Delhi

Mr. Vishal Nrupan Bengaluru Karnataka

Ms. Vyshnavi T Hyderabad Telangana

Mr. Saurav Kumar Bengaluru Karnataka

Ms. Tanvi Garg Bhopal Madhya Pradesh

Mr. Thilak TS Coimbatore Tamil Nadu

Mr. Vidya Sagar Moningi Chennai Tamil Nadu

Mr. Vijayashree Pathikonda Hyderabad Telangana

Mr. Vimal Francis T Krishnagiri Tamil Nadu

Mr. Vinoth Kishore A Chennai Tamil Nadu

Mr. Vishwanath Pundlikrao Karad Pune Maharashtra

Mr. Vivek Vijayan Navi Mumbai Maharashtra


CALENDAR OF PROGRAMS

Page | 53

January - March 2016

S.No Date*Duration

(Days) CityProgram ThemeProgram Name

1 Seminar Prevention of Sexual Harassment at Workplace 6 MAY 2016 1 Mumbai

rd 2 Conclave 3 CEO Conclave 12 MAY 2016 1 Mumbai

th 3 Summit 4 NHRDN IR Summit 20 - 21 May 2016 2 New Delhi

th 4 Conclave 4 NHRDN Human Capital Conclave 27 - 28 May 2016 2 New Delhi

rd 5 Competition 3 Indian Management Simulation Challenge 22 - 30 April-May 2016 2 Kolkata/ Bengaluru/ Mumbai/ Delhi

6 Retreat HR Leadership Retreat 8 - 9 July 2016 2 Goa

rd 7 Summit 3 NHRDN CSR Summit: 28 - 29 July 2016 2 Bengaluru

8 Forum NHRDN 2nd Indian Management Forum 5 August 2016 1 New Delhi

th 9 Summit 4 NHRDN HRM Summit 2015 2 - 3 September 2016 2 New Delhi

th 10 Summit 4 NHRDN Summit on Learning & Development 14 - 15 October 2016 2 New Delhi

11 Special Event NHRDN & Prof Ram Charan Young HR Icon 1 - 31 July-October 2016 2 TBD Awards 2015

th 12 Quiz 5 Business Leadership Quiz 12 - 18 October- Bhub/ Championship November 2016 Bengaluru/ Mumbai/ Delhi

th 13 Program 4 Advanced Leadership Program(ALP) 3 - 10 December 2016 7 China

14 Summit NHRDN-BIMTECH HR Summit on "Transforming 19 - 20 January 2017 2 Delhi HR in Indian Power Sector

15 Lecture NHRDN Udai Pareek Memorial Lecture 21 January 2017 1 Jaipur

th 16 Summit 4 NHRDN Summit on Compensation & Rewards 9 - 10 February 2017 2 Delhi

th 17 Summit 5 NHRDN Summit on HR Shared Services 22 - 23 February 2017 2 Bengaluru

th 18 Conclave 4 CEO Conclave 24 February 2017 1 Mumbai/ New Delhi

th 19 Summit 5 NHRDN Women Leadership Summit 8 - 9 March 2017 2 Mumbai

20 Special Event NHRDN Case Study Competition on 24 March 2017 1 New Delhi Management Education

NHRDN Learning Centre Program Calender (2016 - 2017)


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: 91-124-421717179Email: [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

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