HR - National HRD Network

| HRD News Letter | November 2008, Vol.24, Issue:8 2


ISSN-0974-1720 

Vol - 24 November 2008 Issue - 8 

Editor 

C. Balaji, 

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Publication with address 

K. Satyanarayana 

Hon. Executive Director 

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NHRDN Leadership Team 

AQUIL BUSRAI, National President 

DWARAKANATH P, Immediate Past President 

MADHUKAR SHUKLA, Regional President (East) 

GOPALKRISHNA M., Regional President(South) 

SATISH PRADHAN, Regional President (West) 

RAJAN N S, Regional President (North) 

MURTHY P V R DR., National Secretary 

ASHOK REDDY B, National Treasurer 

SATYANARAYANA K, Executive Director 

NHRDN Elected Members 

HARI HARAN IYER, Elected Member 

PRAVEEN KUMAR K, Elected Member 

RAMCHANDER M, Elected Member 

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This journal is on our Website: 

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Features 

6 ............................ President’s Message 

8 ......................................... Editorial 

9 to 13 ............... 12th National Conference 

Announcements 

39 to 47 ....................... Chapter News/ 

Photographs 

40 ................................... Quiz Corner 

40 ............................... Cartoon Corner 

49 ... It's All About the Apology - Monster Article 

Advertisements 

2 ...................................... SODEXHO 

3 ................................. Inspire One/TMI 

5 .......................................... Genius 

7 ................................. Institute of HRD 

15 ..................................... Alphastars 

17 ................... Probe Intelligence Services 

19 ............................................ Grid 

23 ..................................... Globarena 

27 .................................. Middle Earth 

48 .................................. Monster Jobs 

50 ......................... Thomas International 

Humour Review Department! (HRD) 

14 .............................. "Shabby Hobby!" 

Column 

–– Col. P. Deogirikar 

16 ....................... The Entrepreneur in Us 

–– Madan Srinivasan 

18 .... HR Planning: An insight from GlobalHunt 

Monthly Feature by GlobalHunt 

Case Study 

38 .................... Should subhas be fired? 

–– R. Dharmarao 

Articles 

20 ...... Gandhian Communists with balanced 

capitalism Zero to Hero - Series - VI 

–– S.Deenadayalan and Ms. P. Srilatha 

24 ........................ Bottom-up Series - 2 

–– G. Girinarayanan, S. Rajendran 

26 ... Personnel Development and Personality 

Development - Sports as a Means 

–– – Srikanth Tekumalla 

28 .......................... Facing an Interview 

© copyright of the articles published in 

HRD Newsletter will be with National HRD Network 

–– Satish Kumar 

30 ... Why Do We Need Good Manners At The 

Workplace? 

–– Capt. A.Nagaraj Subbarao 

32 ..... What They Do Not Teach in B Schools 

–– Vikram Sathi 

33 ............ The Role of the ITES Industry in 

Creating Gender Equality 

–– Deeksha Singh & Shushmita Gosh 

34 ............ Understanding VALUE of Your 

Employees? 

––Makarand Upadhyaya, Ms.Swati Soni 

35 ........................ Unleash the True-self 

–– Ravikanth Balijapalli 

36 ............... Manage Everyone for Results 

–– Dr A K Pandey 

37 .............. H R - Specialist yet Generalist 

–– Somya Amritanshu 

37 ............................ Fascinating Facts 

–– K. Satyanarayana 

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President's Message 

HR - Today and Tomorrow 

There has never been a more exciting time 

to be an HR professional. Business is 

expecting and demanding greater value add 

service from the HR function. With the 

economic scenario increasingly becoming 

uncertain globally, both the employees and 

employers are looking up to HR to play a 

major role in safeguarding their interest. This 

is a big responsibility and also an 

opportunity. Recent events of large numbers 

being separated only to be reinstated next 

day has questioned the efficacy and role of 

HR in such circumstances. 

Organisations, in the past, looked up to 

functions like sales, marketing, R&D to foster 

the growth of the company, but today, HR 

has joined the league as people factor has 

become a major differentiator. Expectations 

from HR include solutions that deliver on 

cost efficiencies as well as higher levels of 

employee engagement, retention, and 

productivity. The HR value proposition 

revolves around framing HR as a source of 

competitive advantage - creating human 

abilities and organisational capabilities that 

are substantially better than those of the 

competitors. 

The initial wave of HR transformation in the 

1990s resulted in a gradual shift of HR 

function from being a transactional support 

function to a more strategic partner that 

drove and supported core business goals. 

In the last five years, many organisations 

have taken this shift to the next logical level 

by applying their strategic HR focus across 

countries and leveraging resources. HR is 

now transitioning from a local to a global 

business partner and strategic business 

imperatives for HR now include governance 

and compliance, risk management, benefits 

harmonisation, talent management, and 

global mobility. 

Changing business scenarios, 

demographics and globalisation have raised 

the need to understand and manage the 

dynamics of talent, from sourcing to 

resource management to recognition 

systems. HR managers can no longer 

merely react to yearly and monthly hiring 

needs but be actively involved in the devising 

and implementing a multi-faceted talent 

acquisition strategy, one that takes shortterm 

and long-term needs into account, to 

mitigate the high turnover risk and also 

ensure timely supply of talent to the growing 

business. Recruiting and retaining a diverse 

workforce is more a competitive business 

issue now. In some pockets, by focusing on 

diversity, HR has made some headway to 

help more women employees reach their 

well deserved decision making and 

executives' roles. Much more has to be done 

in this area though. 

In the knowledge economy, it is no longer 

enough to put employees through the 

occasional training programmes few times 

a year. With increasing competition 

organisations need to constantly skill and 

re-skill their employees. Technology has 

come as major facilitator to provide costeffective 

yet relevant training - online selftutorials, 

media-rich content, video ondemand, 

chat and have ensured that most 

of the learning for employees takes place 

at the place, and time, of their convenience. 

It is easy to get carried away in addressing 

issues when an organisation is in growth 

mode. But the business scenario is slowly 

yet surely turning more turbulent. It is here 

that true contribution of the HR profession 

will come to test. Handling down sizing and 

issues connected with slowing down of the 

economy requires a different set of 

competency and mind set. When an 

organization undertakes downsizing the true 

balance between managing what is good 

for business and yet good for employees 

also comes to front. HR then plays the 

employee advocacy role and ensures that 

the interest of both - organisation and 

employees are addressed. No easy task to 

balance, by any definition. 

Today's young generation of workers have 

attitudes and patterns of behavior that differ 

markedly from prior generations. Generation 

Y places work-life balance above loyalty, are 

highly mobile and, seek a change of scenery 

every couple of years, moving around to 

experience different industries and 

challenges. The last few years have seen 

strong economic growth across parts of 

Asia; massive populations of India and 

China provide an increasingly large share 

of the global workforce. To address these 

issues, building leadership strength, 

managing the talent pipeline and building a 

strong and attractive employer brand have 

been key focus areas for HR to manage. 

Processes that identify and develop potential 

leadership talent; building flexibility within 

the company to bring more work life balance 

are becoming increasing relevant. Formal 

mentoring programmes; using performance 

management system to reward top 

performers and respectfully yet firmly 

dealing with low performers are expectations 

from HR. Building a brand to attract top 

talent, retain top performers, and maintain 

an engaged and productive work force have 

become an established element of the talent 

management portfolio. 

Human resources are one of the most 

important features of many businesses, 

especially in an economy where there is an 

increasing shift towards service-based 

industries. The HR function must be able to 

deliver strategic insights to business units, 

enabling the organisation to more effectively 

source, evaluate and motivate employees 

in an increasingly turbulent business 

environment. At the same time, HR needs 

to continue to provide administrative 

services that are reliable, cost-effective and 

responsive to the needs of business units 

around the globe. In today's business 

climate, it is no longer sufficient for the 

human resources function to excel in just 

one of these areas; HR must perform both 

roles effectively to contribute to the longterm 

success of the organisation. However, 

HR also needs to look inward at its own 

talent model, to help ensure that its own 

fraternity has the capabilities, skills and 

confidence to provide strategic guidance to 

the business. To allow time to focus on these 

more strategic issues, the next generation 

HR organisation must promote the use of 

shared services and employee self-service. 

HR outsourcing has been one important 

aspect of this transformation, enabling many 

organisations to decrease their 

administrative and transactional burden. 

HR professionals in the high performing 

organisations actively translate their 

knowledge to contributing in strategic 

decision making, developing competitive 

cultures, making change happen 

expeditiously and creating market driven 

connectivity. These new HR agendas also 

require that HR professionals shift their focus 

to components of the value chain beginning 

with external customers and competitors. In 

the past, it was sufficient for HR 

professionals to have knowledge of each 

aspect of the value chain. The new HR 

agenda requires greater knowledge of the 

mechanisms by which value-chain 

components are strategically and 

operationally integrated in order to make the 

organisational whole greater than the sum 

of the parts. 

HR today can be defined as a dynamic and 

changing profession with future career 

opportunities in senior management, as well 

as specialist career paths within HR itself. 

HR technology and systems, employer 

brand management, talent management, 

training and development, change 

management, workforce planning, recruiting 

are now the domain of HR specialist. HR 

continues to balance the demands of several 

different roles - business partner, internal 

consultant, operational and administrative 

expert and both employee and employer 

advocate. At the end of the day, HR is still 

about people. But it is more than just dealing 

with people - it is 'people asset 

development', whether it is recruiting, 

coaching, creating a workforce plan or 

analyzing metrics to improve the company's 

performance. Get close to the business; 

focus less on basic HR transactions and 

focus more on adding business value is the 

Mantra for today's HR. 

- Aquil Busrai 



Editorial 

There are times when we get 

stuck for actions to produce 

results. Of the many reasons for this is 

that we are overwhelmed by the weight 

of some words and terms that we think. 

One way out of this is to break it down 

into smaller pieces. I applied this 

principle recently and produced a 

seemingly impossible result: I am now 

coming up with a book that I have been 

wanting to - but did very little about it - 

for the past fifteen years! Let me share 

some parts of this experience with you. 

One of the critical reasons for me 

getting stuck in writing a book was my 

thought that no one will publish it. I got 

over this reason by breaking 

'publishing' into smaller pieces. I asked 

myself, "What do I mean by 

publishing?" (The language in this 

question is important: What do I mean 

by publishing?, and not What does 

publishing mean? More about the 

power of using this kind of language 

later). I answered that publishing 

comprises these three aspects: (a) 

getting the original manuscript revised 

through an iterative process of 

reviewing and editing; (b) printing; and 

(c) selling. Once I broke 'publishing' into 

these pieces, alternatives for each 

emerged. I saw that these alternatives 

could be pursued 'under different roofs' 

as it were! 

Regarding revising, I decided that I 

didn't want any content (including the 

design elements) edited - I preferred 

the contents to be the way they are. I 

was okay with language and typo 

editing, much of which can be done 

through MS-Word. All that 'printing' 

required was to find a printing press 

and pay to get the job done. I was stuck 

by 'selling' and came out of it again 

using the same principle of breaking 

down. Regarding 'selling' I was stuck 

because I didn't think people will 'buy' 

my book. I asked myself, "What does 

'selling' mean?" (Note again that the 

wording of this question matters 

hugely.) My answer was that selling 

involves (a) someone having a copy of 

the book in his/her hand and (b) this 

someone pays for it. I decided that I 

was fine with not making money out of 

the book; what I dearly wanted was 

people to read the book and use 

whatever they could. So, what 

remained about 'selling' was to have 

people holding copies of the book in 

their hands; and there are several ways 

of getting this done! 

Now I am almost through with the book, 

ready for people before the end of this 

calendar year! 

So, when stopped by the weight of 

some words and terms, try these 

out: 

1. Become conscious of what you 

mean by that word or term 

2. Get this meaning as smaller 

elements 

3. Find out alternatives to handle each 

of these elements separately 

- C Balaji 

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"Shabby Hobby!" 

Board to Board - board or carom board) is 

more likely to play the 'Bored game' in the 

beginning and the 'Board games' when he 

rises up in the hierarchy. 

Court to Court - If he is a Court player 

(Badminton, Tennis, Squash), he may be 

very fond of taking everyone to the court (of 

law)!. Besides, he will keep checking his 

'guts' before getting into the action phase. 

Volleyball - He may never take a decision, 

keep smashing the ball, nee, problem, back 

from where it had come and would 

procrastinate. 

Dancing - If you must induct him, ensure 

that he is married (to dance on his wife's 

tunes only), and not bother others as his 

wife would not be in office. 

Hunting - If he hails from the tribal 

background, and hence, with a liking for 

hunting, consider a job for him in HR 

department, that of a 'Headhunter'. 

Kho-Kho - Beware of a person with a 

passion for the Indian game 'Kho-kho' for 

he would always be giving undue 

importance to Job Rotation. When he 

becomes the boss, the executives may keep 

sitting in a new chair everyday! 

Kite-flying - He should be okay for most of 

the jobs but do not ever consider him for 

the Flight Controller job. He could well be 

given to making one aeroplane 'cut' another 

in midair! 

Cooking - Not many gentlemen would have 

it but if he has this hobby, he could be of 

great utility in Accounts department in which 

'cooking the figures' for the auditors is a very 

important task. 

Kabbaddi - If you happen to have a person 

with 'Kabbaddi' as his hobby (Don't scoff, 

that may be the only game we could be 

roughly assured of a gold medal in the Asian 

Games), be careful. If he gets in the 

organization, and then gets in the labour 

union, it could spell trouble. A political career 

would go very well for him especially when 

getting a resolution passed in the 

parliament. 

Gilli- Danda (No, I am not writing about the 

bat of cricketer Gilchrist, it is that old Indian 

game some of us may not even know) - Such 

guy should be a strict No-No for a police job 

(or security job). With 'danda' in hand issued 

to him, he would be on a constant lookout 

for finding a 'Gilli'. When not finding one, 

would treat another human being as one. If 

you not convinced, please go to google and 

type 'police atrocities'; you will get sufficient 

proof. 

Adventure Games - There are those who 

like to trek, hike, ski etc. Having a 'spirit of 

adventure' (not that 'spirit' - the liquor which 

makes one adventurous) is fine but it may 

have pitfalls. Especially when the person 

gets into the finance department in a bank 

and is responsible for the loan disbursement. 

Ask the Lehman Brothers which went down 

thanks to such 'adventurous' guys! 

Mountain Climbing - If he has the 

ambitions of a Tenzing, it would not hurt to 

– Col. P. Deogirikar 

Some of us get puzzled by the usual question at the time of interviews, 'What is your 

hobby or pastime?' If one states that his hobby is playing 'tabla', would the prospective 

organization care to offer him one to play in the company time? However, it is believed in 

HR that a person with a hobby is more comfortable with himself and, hence, easy going 

in the group. That he would become a 'B+ team-player'. We already know about the 

'Brick test' in management on how to get the 'right person for the right job'. But I am sure 

getting the brick loads and waiting for things to happen (or otherwise) would be a tough 

job. Is there anyway we can forecast a person's performance on the basis of his (we are 

using this gender only for convenience, no offence meant to the fairer sex, please!) hobby 

or pastime? Here are some humourous hints - 

be cautious. He would be always fond of 

climbing. What stops him aspiring to climb 

the levels of hierarchy in a rush? Such 

overambitious person may not be the right 

one to hire. 

Writing - Writing is a good hobby. But if he 

gets to the top management over the years, 

he would ensure that in the organization 

everything would be in writing, nothing will 

be honoured if not in writing. Would you like 

him to be the boss for next gen colleagues? 

(Oh, my God, I may have damaged my own 

chances for an employment!!!) 

These were the general hints connecting 

hobby with hiring. Of course, current trends 

can not be ignored. One has to be very 

careful while hiring in software industry these 

days... 

Honestly, I have only one hobby, Madam. Since 

childhood I am fascinated by the bombs; how 

are these made, what sort of destruction will 

these make, etc. etc..... 

H 

Col. P Deogirikar is General Manager with Ruchi Group, Indore. E-Mail: p_deogirikar@ruchigroup.com 



Recently I was 

in a B-school 

campus participating 

in a unique 

annual three-day 

event that provides 

a powerful platform 

for the students 

and industry 

practitioners to 

interact with each 

other and recognizes corporate and 

entrepreneurial excellence. One of the 

events under the aptly titled D'apprendre 

('To learn' in French) series is called the 'My 

Story' session, where successful 

entrepreneurs are invited to share their 

experience with the students. 

The format of the session is interesting in 

itself. The entrepreneur is invited on stage 

by a moderator - a most witty and 

entertaining one at that. He (the moderator) 

then proceeds to ask a set of questions that 

helps the audience visualize in arresting 

detail the entire journey into 

entrepreneurship - right from the 'Eureka' 

moment to its current success via its ups 

and downs - at a deep and personal level. 

A power point presentation is used to share 

details, but no one can deny the fact that 

the most fascinating moments of the session 

are when the entrepreneur shares his 

personal anecdotes where he found the 

strength to persevere and the moderator 

culls out key insights from his musings for 

the benefit of the awed audience. 

The two quite unlikely 'heroes' we listened 

to had set up a highly successful chain of 

homeopathic clinics and apparel/lifestyle 

retail outlets respectively. Both were 

inspiring stories with a simple, earthy and 

practical appeal that transcended the 

management speak we've become so 

accustomed to. Here were two successful 

businessmen, who did not resort to esoteric 

management concepts to create, develop 

and sustain their businesses and spoke a 

lot of common sense. 

Although their journeys could not have been 

more different, there were some strong 

underlying principles that we learnt on that 

day: 

1. Recognize YOUR 'Eureka' moment. 

There's nothing more powerful than an 

idea whose time has come. It's not 

enough to just get good ideas; one 

needs to have a perfect sense of timing. 

E.g. an iced tea mix product may not 

have been successful in India a decade 

ago, where tea is mostly drunk hot, but 

it would be now, considering that 

drinking habits of the Indian consumer 

has changed a lot during this period. 

The Entrepreneur in Us 

2. Get others excited about your idea. 

You cannot be a Lone Ranger plodding 

faithfully with your idea for centuries. 

You need to deliver fast. Therefore, it 

has to be a collaborative effort that 

demands sponsors, finances, resources 

and of course more ideas. How do you 

get a venture capitalist interested in 

you? How can you build the right team 

to get your product/service to the target 

market? 

3. Build a compelling and 'hat ke' 

proposition for your idea. It's possible 

that there would be a lot of resistance 

at the start, but then how else to break 

the clutter. The cool, exuberant interiors 

of the clinics and access to a 300-strong 

pool of doctors were some of the 

benefits offered by the homeopathic 

chain. The retail chain offered its 

customers high quality branded apparel 

with a minimum guaranteed discount of 

25% in all its stores all 365 days and 

created a lot of local buzz during the 

launch of any new store by using a 

celebrity brand ambassador to break a 

glass instead of the traditional ribboncutting 

and opportunistic media buying. 

4. Dare to chase your dream. Have faith 

in your idea and yourself. One needs to 

be prepared for the fact that the journey 

is going to have its ups and downs. 

Surely there would have been several 

times when these two gentlemen and 

other successful entrepreneurs like 

them would have been at the cross 

roads and staring at tough choices to 

be made. Taking risks thus is an 

inevitable option. 

5. Keep the learning curve high. In the 

scenarios of high risk-high reward, you'd 

make mistakes along the way. Learning 

from failures is a critical factor for 

sustained success. Your success would 

attract a lot of 'me-too's. Hence to stay 

ahead in the race, you'll need to retool 

yourself & your team all the time and 

look for ways to make quantum leaps in 

your own development. One of the 

entrepreneurs shared how his CEO, a 

veteran in the industry has become a 

mentor to him and brings out the best 

in him. 

Stories of entrepreneurship are featured 

every Friday in the Economic Times in a 

column called the Starship Enterprise, 

where entrepreneurs are invited to share 

Madan Srinivasan works with HCL Technologies and can be reached at: Madan.Srinivasan@hcl.in 

– Madan Srinivasan 

their success stories with readers. Recent 

features include a diverse set of new 

ventures: 

a. A complete signage product that helps 

one to remotely manage digital signage 

networks 

b. Advertising through front-lit kiosks and 

street lamps in college campuses on 

solar cell 

c. First of its kind all organic fruit juice 

outlets that offer healthier and exotic 

alternatives to street-corner fruit juice 

shops 

d. A dotcom that calls itself a 'mobile 

advertising marketplace' that gives 

advertisers a targeted way to reach out 

to consumers directly on their cell 

phones around the globe 

e. Freshly cooked dog food that is 

delivered to home that boasts of a client 

list of more than 500 dog owners that 

includes top Bollywood artists, 

politicians and industrialists. 

Clearly entrepreneurship is in. It is also being 

increasingly seen as a career option even 

in today's B-schools (demonstrated by the 

fact that almost 50% of the students in the 

campus I was visiting raised their hands 

when asked who'd like to become an 

entrepreneur 3-5 years after passing out). 

One does hear that every placement season 

in the prestigious management institutes in 

the country, there are some who choose to 

remain out of the placement process 

because they cherish dreams of setting up 

a business built on the SPARK of a BIG 

IDEA. 

The stories we've read about today have 

been created both from the business 

opportunities that exist today and those 

among us who sensed them and dared to 

go after them. Surely, there's the 

entrepreneur in each one of us. This DNA 

does not only help us set up new ventures 

and businesses as we've seen above; it is 

also demonstrated in workplace behaviors. 

Else why would I have heard - and I am 

sure you'd have as well - in both my previous 

and current employer the statement that we 

pride ourselves on the 'entrepreneurial spirit' 

of our organization. 

So the million dollar question - when are 

you going to be bitten by the entrepreneurial 

bug? 

H 



Monthly Feature 

by Global Hunt 

HR Planning: 

An insight from GlobalHunt 

Contributed By: Sunil Goel, 

HR Planning for a corporate is all about to 

enable business managers to identify plan 

and implement planning for manpower. The 

core strategy which is necessary for an 

organization to emphasize during the 

journey of recruiting; firstly, the methods and 

practices adopted by organizations in a 

current scenario and secondly, the intrinsic 

limitation built into the planning process. 

Sunil Goel, GlobalHunt adds "The process 

facilitates hiring and retaining the right profile 

of people at varying jobs, positions, places 

and time frames depending on the 

organizational need". 

HR planning is a process that identifies 

current and future human resources needs 

for an organization to achieve its goals. It 

means; 

 

 

Forecasting an organization's future 

demand and supply for employees, 

based on its business needs; 

Developing and employing the 

strategies required to meet these needs. 

It involves, 

 

Gap analysis between current HR 

supply and future demand. 

Email Us at: corporate@globalhunt.in Visit us at: www.globalhunt.in 

 

 

 

Strategies are then developed to 

address the gap and may involve 

recruitment, internal staffing, 

development, training, contracting 

Partnering and activities relating to 

downsizing. 

"Forecasting future needs" implies 

understanding the future business 

directions of the organization so that 

the HR needs can be appropriately 

identified. 

HR planning involves; 

 

 

 

Identifying the organization's HR 

management goals and expected 

results, 

Identifying strategies and activities to 

achieve those goals, 

Measuring organizational progress 

towards their achievement. 

The purpose and goals of HR planning 

are mainly: 

a) To ascertain optimum and effective use 

of human resources currently employed; 

b) To assess the employability of 

Need 

the 

for Change people. It is the job of the CEO. Wherever 

human resource given changing skills 

and competencies 

c) To assess the lacunae while comparing 

the current skill sets with the required 

competencies in line with organizational 

objectives. 

d) To identify control measures to ensure 

that necessary resources are identified, 

available as and when required. 

e) To make sure that the objective, mission 

and vision of the organization are crystal 

clear to the managers there in the team. 

f) To analyze the workforce environment 

and its changes as it directly or indirectly 

affects the organization as well as 

competition. 

HR management is more than just having 

the "right people in the right place at the 

right time". It's about instituting the peoplerelated 

practices and activities that will help 

the organization achieve, and improve, its 

business results. HR planning identifies the 

needs and strategies in this regard. 

Finally HR planning is continuous, ongoing 

process; and companies that treat it as a 

five-year burdensome task will be deeply 

disappointed. In fact it is preferable that they 

do start this task as it may turn into a 

ritual.HR planning is not the job of Human 

Resources Management (Personnel) 

the CEO has relinquished his responsibility 

and delegated HR hiring and structuring the 

organizations have lived to tell a tale. 

Corporate who seek the best minds to 

remain competitive need to plan for their 

hiring and thereafter their retention need to 

get their act together now. "Absence of HR 

planning would mean an absence of a 

leader, says Sunil Goel, GlobaHunt. 

Conclusion 

It is clear that a company cannot hope to 

forecast accurately its future manpower 

requirements unless these are related to 

future production and sales levels. The best 

results therefore are achieved when a 

company has integrated HR planning with 

overall planning team is basically two fold: to 

interpret the forecasts for production and sales 

interns and manpower constraints on account 

of company policy for the future. 

H 



Gandhian Communists 

With Balanced Capitalism 

Zero to Hero - Series - VI 

We pinched ourselves - after visiting 

Pragathi Nagar - a village panchayat. 

It is a misnomer to call it Village Panchayat - 

it is a model urban town, in Hyderabad, and 

the only ISO certified village and it is in India. 

Pragathi Nagar is located in Quthbullapur 

mandal of Ranga Reddy district. The village 

has two thousand houses and very well 

presented right from entrance of the village. 

The road leading into the village is built on 

the tank bund greeting the visitors with cool 

and clean water in the tank on either side of 

the road. 

The village balance sheet, development 

plans, voters details, staff, service quality, 

history are all in the web - constantly 

updated - www.pragathinagar.com. The 

success of this village is the 

TRANSPARENCY MANTRA. Why are we 

not propagating and spreading such village 

stories to the entire country? The architects 

behind this transformation are all ex union 

leaders- more communist leanings - but 

have become role models for even the 

communists to balance capitalism, 

spiritualism and holistic wellness. 

Community of Kurians (MR Kurian of 

Amul) - with a difference. 

This urban village has cement roads kept 

spanking clean with beautifully laid green 

platforms with well-laid lawns as road 

dividers and green trees on either side of 

the roads. 

Every household maintains greenery in the 

house and also takes care of at least two 

trees on the street in their vicinity. 

Village Panchayat encourages growing 

avenue plantations and supplying and 

adding 500 plants every year is the 

ecological balancing target - what a 

wonderful way of giving back to the nature. 

Cutting of trees is strict NO-NO sans 

Panchayat permission. 

Every member of this village community 

gets 

Excellent school, Library and reading 

room 

Protected water supply from Manjeera 

River brought by laying two and half 

kilometres length pipeline by the 

members of the Village Panchayat 

Parks for the recreation and 

playgrounds with well laid Cricket 

pitches, Basketball, tennis court, 

swimming pool, modern gym and 

supported by coaches in the respective 

fields 

Our Health Minister will be proud, as the 

village has banned alcohol sale, gutkas 

and even cool drinks 

The Panchayat arranges collection of 

garbage - Bio degradable and non-bio 

degradable separately. 

Panchayat enforced the ban of usage 

of plastic covers (over 20 microns) by 

convincing the shopkeepers. And are 

planning more stringent measures 

Panchayat is consciously enforcing the 

laws of environment protection. 

Panchayat itself builds the rain 

harvesting pits by collecting cost of it 

while giving permission for any new 

construction in the village 

Religious worship is also well organized. 

The Panchayat allocated specific places 

for construction of temple, Mosque and 

church in the village 

Panchayat arranges village security by 

deploying Private Security 

Built in penalty system resulting in near 

100% collection of house tax and water 

bills 

Affordable Health care and quality 

Medicines much cheaper than what is 

in the open market 

Community Hall 

Rain water Harvesting and compulsory 

greenery in every house hold 

Beggary is totally eliminated from the 

village through the route of alternative 

livelihood 

Allwyn closes - But how ALL WIN (the 

720 supervisory employees) 

Dream came true for the progressive young 

leaders - some of them affiliated to 

communist ideology through the Allwyn 

S.Deenadayalan and Ms. P. Srilatha, Centre for Excellence in Organization, Bangalore. 

www.exploreceo.com, deen@exploreceo.com , srilatha@exploreceo.com 

– S.Deenadayalan and Ms. P. Srilatha 

Employees Housing Committee founded in 

1990 for the welfare of Allwyn employees. 

On the one hand, the Supervisory union was 

fighting with Allwyn Management through 

BIFR ( Board for Industrial Financial 

Reconstruction) taking over and running the 

factory on a co-operative basis and on the 

other hand, "The Housing Committee 

searched around and identified an ideal 

habitat for its members". Crisis creates 

opportunities. 

Unity in Diversity 

Pooling together 720 Minds in a multiple 

union environment is some thing un 

imaginable. Concurrently driving a stringent 

value system, transparency and people 

participation - calls for a new hypothesis on 

managing processes in crisis. May be books 

will be written for historical perspective 

based on this model but here is a real utopia 

for us to visit, touch, feel and experience 

The Leader and the championing team 

behind 

It is Dayakar Reddy, who made this unique 

miracle and his team members are the 

champions namely , Ch. Sudeer Reddy, 

R.Sreeramulu, P. Chandra Sekhar Reddy , 

D.A.Chowdhary, M.Srinivasa Rao, Surya 

Prakash, M.Krupa Sagar , B.Venkateswara 

Rao, J.S.S.Varma, and J.Mallikarjun 

Like any other union leader Dayakar Reddy 

was wanting to out smart the non communist 

leaders and chose the root of own your own 

house scheme. The dream was to create a 

community of difference, cost effective, 

value based and future proofed. It was an 

arduous search for two years before zeroing 

on sites adjacent to Municipal area and 

comes under 733 G.O., and close to the city 

and company. 

This site had no approach road, no bridge, 

no HUDA layout and it was agricultural land. 

When the employees saw the site no body 

liked it. The committee - Mr. Satyanarayana 

garu - GM - Personnel to Allwyn, Dr.Prathap 

Reddy - Asso. President, and other 

members decided to buy the land and in 

the year 1990 the land was bought. 

It was estimated that Rs. 110 / Sq yard 

should be collected for the land cost on 


ough calculation. To get the buy-in and 

confirmation from the members Rs.2000 

was collected from each as a membership 

fee. Approximately 500 responded 

spontaneously and the rest joined in few 

more days. 

Enhancing the gulf 

Dayakar Reddy had to confront people and 

Construction challenges - with multiplicity of 

minds, black cotton soil, improper roads, 

land owner delaying development works, 

sky rocketing tender from external vendors. 

The only saving grace was the confidence 

of managing construction internally. 

All these are happening amidst differences 

from few members and all of them are not 

professionals or Management graduates. 

The team hired construction experts, 

masons and builders numbering 400 to 500 

for working day in and day out. 

Value added mantra resulted in timber and 

teak logs (Anudradha Timbers) from Bhutan 

and Nagaland. Cost effective cement in Bulk 

from Raasi Cements, in house brick making 

and steel fabrication and the ABC analysis 

of this supply chain mechanism alone 

contributed not only to cost effectiveness but 

sturdy houses. Dayakar Reddy sprang 

another surprise and created a " New chapter 

in the history of Indian democracy" - Giving 

back rupees 50 lakhs to its members because 

of the efficient fiscal management. Its pure 

transparency that kept the critics at bay. 

Roti - Kapada - Makan 

Paralleling, the union was fighting their job 

survival war. Amidst this sword of Job 

insecurity, dream colony called Pragathi 

Nagar was happening from the money 

saved, LIC Loan and hard earned PF - to 

build their Houses in a serene habitat in the 

Rural part of Ranga Reddy District. 

Fighting out the Challenges and facing 

them boldly by evolving new strategies 

became a cakewalk for these people. When 

the residents moved to their new houses - 

getting basic amenities was an issue -and 

again co-operative collaboration resulted in 

bulk procurement of Milk, Vegetables and 

cost effective health care, good school and 

good recreation. From then on till date, every 

moment Dayakar and Team are looking for 

bettering the quality of life of its members. 

And potable drinking water was the next 

challenge and money needed to get 

Manjeera(From the river ) water supply. 

Collaboration of the members resulted in 

investing Rs.50 lakhs for purchasing pipes 

in bulk and with out waiting for government 

support they went ahead in laying the pipe 

lines - by passing bureaucracy for and each 

member paid only Rs .6000 per connection 

. If they had waited for the files to move, the 

life will be with out water even now. 

The Village rivalry and Legal Battles 

Pragathi Nagar was part of the Bachupally 

Village (not any more a village) and the 

jealously resulted in opposition to Pragathi 

Nagar becoming an independent gram 

panchayat. The Collector disowned the 

collective spirit of this panchayat but the 

political will and support of the then ruling 

party and more so the then TDP Minister - 

Mr. Devendar Goud facilitated the release 

of GO in 1995 making Pragathi Nagar a 

separate Village Panchayat. Bachupally 

Village Panchayat chose litigation with out 

success. PNVP (Pragati Nagar Village 

Panchayat) was born in 1997 and elections 

were held to elect the President where 

Mr. R. Sreeramulu became the first 

President. 

Self Help is the best route to excellence 

That was the time when TDP came up with 

the Novel program - Janma Bhoomi . PNVP 

took complete advantage of this initiative 

and went on constructing Cemented internal 

Roads, Greenery and PNVP was the first 

ones to purchase each plant for Rs.50 from 

HUDA. Later PNVP developed its own 

nursery and sold back to government. 

Surplus land and real estate appreciation 

was positively channelled to mobilise more 

funds to build a school ( now expanded to 

three storied building with state of art 

computer facility for first standard students). 

The school infrastructure will be an envy to 

many capitation fee schools. 

Sustainable Succession 

Dayakar Reddy wanted more public 

accountability and without limiting to only 

Housing activity, he with the help of the 

members, created a charitable Trust " 

Peoples Progress Trust" with 5 Permanent 

Trustees - with an objective of running a 

School, Hospital and an Old age home. A 

society free from materialistic interest, 

Pragathi people demonstrated the wisdom 

of collective good. 

This Gram Panchayat started planning for 

the sustainable development and the first 

was to seed the concept of " Rain 

harvesting" much before water shortage 

issue was confronting the Hyderabadis. One 

hundred pits were constructed - Last 

summer the residents had no problem in 

tapping ground water. Then came the 

temple complex, community centre, parks, 

open spaces and fellowship through open 

air theatres and only good movies were 

allowed. 

Then Sports complex to address key 

sporting events like Cricket, tennis, athletics 

and health focussed gym for men and 

women and all supported by coaches and 

the latest is a closed swimming pool as per 

WHO Standard. 

Can we believe, when the modern 

companies hire event management experts 

to organize get together, here is set of exunion 

leaders, who organizes picnics for all 

the 2000 families - full of fun and frolics. 

Lessons to Learn for better tomorrow 

A village development committee took social 

activism seriously and banned liquor, cool 

drinks and gutkhas. Plastic usage was 

controlled - less than 20 Microns and the 

corporate giants like "More " and others have 

to follow the panchayat guide line while 

selling the products. 

This October 2nd as a mark of respect to 

Gandhiji every household was given a free 

reusable cotton bag and a dust bin , to 

ensure plastic is totally minimized. They 

distributed 3000 bags and bins with the 

Slogan - "SAY NO TO PLASTIC" 

The Only ISO 9000 Certified Village in 

India 

Pragathi Nagar Panchayat brought high 

quality life in the Village through wellorchestrated 

and planned development of 

infrastructure facilities. 

Pragathi Nagar has a quality policy, ISO 

9000 certification and elected panchayat - 

but the unity among them is amazing. 

Castes, religions, gender or age have 

articulated differences for excellence and 

not divisiveness. The thought of getting ISO 

certification was for driving process 

robustness. The communication continuum 

is a phenomenon by itself. 

We have Ms Lakshmi Kumari who is the first 

women panchayat president - and to her 

service excellence is the first priority and 

future generation's safety and ecological 

security is the decision criteria. Some 

children have now settled in the western 

world - but Pragathi ethos is getting seeded 

wherever they go. 

Prosperity in Poverty 

Raising cost of real estate, schooling, cost 

of living and the exhausted savings - posed 

yet another challenge. Society was richer 

but people have to be equally richer. The 

Building owners were permitted to raise 

stories or flats in their plots without diluting 

the Pragathi Ethos - regulations to raise their 

individual prosperity - as well as collective 

prosperity. 

Soon a 300 bed hospital is going to be in 

place followed by vocational streaming of 

education. Website is a living example of 

ethical governance and public good and any 

one can visit. The foresight of the trustees 

is amazing. As the well educated younger 

generation now are migrating abroad , 

predicting the need for an old age home, 

the team has started seeding that now itself. 


The INVISIBILE GURU 

The Entire HRD fraternity should be proud 

of the role of a mentor, who has never 

PUBLISISED HIS GREATNESS is none 

other than our President Emeritus of 

Hyderabad Chapter of National HRD 

Network - Sri Satyanarayana Garu. He was 

heading the Personnel function in Allwyn 

only for two years and he won the heart of 

all in Pragathi Nagar and now two decades 

have passed by - he still continues to be the 

President of Pragathi Nagar Peoples 

Progress Trust. He does not own a house 

here, as this true Gandhian believes that 

too much of assets - will disturb mental 

piece. He is the guiding sprit and the entire 

village stands by him and I don't think any 

of our HR fraternity can claim this amount 

of credibility with union membership - after 

having served just for two years in that 

company. He is the adjudicator, arbitrator 

and the Gandhian who does not take sides 

but brings in reconciliation constructively. He 

is presently the Chairman and a Permanent 

Trustee of Peoples Progress Trust. 

An Exemplary Team - from past 15 years 

these members are working together without 

any misunderstandings. They proudly say 

that they are a "TEAM with out differences 

". (We see own brothers fighting and splitting 

for materialistic Money) . 

Introducing few key members of the 

Team - 

Mr.Ch. Sudeer Reddy - Founder 

Member and one of the Trustee , 

presently Vice President of the Gram 

Panchayat. He is the key person in 

executing the works at Pragathi Nagar. 

A dynamic person and very 

hardworking. 

Mr.R. Sreeramulu - Founder Member, 

permanent Trustee and the First 

President of the Gram Panchayat. He 

is a man who walks the talk and only 

acts. Attire is simplicity and decisions 

are rational . Presently, he is taking care 

of the Hospital administration. He also 

plays active role in the National politics 

of communist party. 

Mr. P.Chandrasekhar Reddy- Founder 

member and Trustee , presently takes 

care of the School Administration. He 

is a good planner and very balanced in 

approaching challenges 

Mr.D.A.Chowdary - One of the Founder 

member, a very supportive hand when 

ever needed. 

Social Capitalism 

It is a matter of time that Harvard University 

will do a study on this village and so to C K 

Prahalad. We should be proud that we live 

in India and the seed of Social Capitalism is 

born in Pragathi Nagar 

Creditably Credible 

To the question - "Can this Model be 

replicated" - the answer was "NO". from 

Dayakar Reddy and the reason is - 

"We can do, only when we are Transparent, 

Sincere at Job, Trusting the people and 

above all Confidence in Team Work. (May 

be our Communist ideology helped)." He 

adds, "we are not corrupt but I cannot 

guarantee that we have achieved all this with 

out greasing hands here or there - but the 

saving grace is its minimalism". Dayakar 

Reddy may be right - as we could not 

replicate a Kurian, the Dubbhawalas and the 

challenge is before all of us to prove Dayakar 

Reddy wrong. 

Dayakar Reddy can be reached at - 

dayakar.pragathi@gmail.com 

And we think this team of Ex- Union Leaders 

should be honoured with fellowship by the 

HRD Net work. 

Continued from Page 25 Bottom-up Series - 2 

H 

Expectation of HR 

Like Swamy, Rajendran believes that 

Employees are the greatest assets and no 

matter how efficient the technology it may 

be, it is no match for the motivation. He also 

strongly advocates that HR should play the 

role of 'Giving personal touch' to motivate 

employees and inspire them. He feels that 

the employees will feel highly valued when 

their needs are taken care of and it will add 

positive results to the business. 

Family 

For a success of everyman there is a person 

behind him. For Rajendran it was his wife. 

She has been always very supportive and 

encouraged all his initiatives for his success 

in profession. His two daughters are married 

and have settled down happily. Further 

Rajendran also took the responsibility of 

supporting his brothers and sister to ensure 

that they are happy and secured in life. 

On the other hand Rajendran considered 

NTTF as his extended family. Today he has 

only two places to be with - either with his 

family or be with NTTF. 

Future plans 

One thing is for sure. Rajendran will continue 

to follow the fundamental value of being 

loyal to NTTF. He says that the time has 

come now for him to give something back 

to the organisation, which really recognised 

his potential and shaped his career. He 

plans to set up a 'Design Library', which will 

add as an immense value for future 

reference. He is already working towards 

that. 

Bottom up 

"I've learned a lot. But the most important 

thing I have learned is this - Titles may come 

and go, but we are all leaders, and 

leadership means continually learning, 

evolving, taking risks, seeing what makes 

people tick, pushing towards that shared 

vision, empowering leadership in others, and 

recognizing that we all carry the 

responsibility that the leadership journey 

bestows". - Sources unknown 

The objective of this article in this series on 

Bottom up is to show case such success 

stories that will enable organisations to 

create many Rajendrans. 

H 



Bottom-up Series - 2 

This is the second series of Bottom-up. 

In my last article I had mentioned the 

challenges that Swamynathan had to face 

soon after his Post tool making certification, 

particularly the stiff competition from his 

colleagues who were the products of NTTF 

and who had commanded more premiums. 

So I chose to visit NTTF and went to the 

most coveted section in NTTF - the Tool 

design. 

It was very impressive to see doctorates, 

Phd's, Post graduates, Engineers, Diploma 

holders busy with their CAD/Cam doing 

designs for who is who of the country and 

some for exports. I was introduced to the 

Leader of this team, Mr. Rajendran who 

joined NTTF with minimum qualification in 

their Design Department as Xerox Operator 

nearly three decades ago. At that time his 

qualification was his reference. His posting 

was juxtaposed to the Blue printing and 

Xerox machine next to Design Office. And 

today he heads the Design Division of NTTF. 

Mr. S. Rajendran is currently the Divisional 

Manager - Designs, Nadkarni Technology 

Division, and Nettur Technical Training 

Foundation (NTTF). 

What is NTTF? - An Institution that is 

creating Success through skills. 

Dr. Heinrich Hellstern, Director of HEKS 

(Development Agency in Switzerland), by 

his Noble gesture assisted in starting, the 

CSI Technical Training Institute at Nettur in 

1959. It became a non-religious 

organization, which catered to all sections 

of the society by adapting a new name 

NTTF, Nettur Technical Training 

Foundation, in the Year 1963. NTTF is the 

living symbol of indo-Swiss co-operation 

aimed at promoting a purposeful technical 

education for the youth in India. In its 

mission, the foundation was actively 

supported with generous assistance from 

the Swiss government, HEKS and Swiss 

development co-operation, a development 

agency of Switzerland. The Government of 

India and the state Government have also 

extended their support. Now the foundation 

implements its programme of technical 

training in Mechanical, Electronics, 

Xerox Operator to Creator 

Information Technology, Computer 

Engineering and Mechatronics streams. 

NTTF offers various employment oriented 

programs, right from the craftsman's level 

to Postgraduate programmes through its 20 

training centers located at Bangalore, 

Chennai, Cochin, Coimbatore, Dharwad, 

Gannavaram, Jamshedpur, Pune, 

Tellichery, Trivandrum, Tumkur, Tuticorin, 

Vellore and Gopalpur 

Rajendran's Arduous Childhood 

It was early 70's and the days food was a 

surety but not the next day for Rajendran's 

parents, himself and to his siblings. His 

father was a small time goldsmith doing 

jewellery for the 100 families in and around 

the village of his native Thirukanangudl in 

Tiruvarur District of Tamilnadu. 

Rajendran had to traverse around 3 kms by 

walk (one way) everyday to a place called 

Kilvelur for his school. It was a Tamil Medium 

School run by the Government. His learning 

attitude enabled him to successfully 

complete his SSLC (those days it was 12th 

Standard). 

There was only one college. His father's 

business income could hardly support a big 

family of 6 - his mother+4 brothers and one 

sister. Under the circumstances, he was not 

in a position to pay even a paltry sum of Rs. 

12/- as fees. So he had to drop the idea of 

further studies and wander for job. 

As eldest son in the family naturally the onus 

fell on him to take care of his family and 

was compelled to take up Temporary 

Clerical job in Treasury Department. He had 

to deposit Rs. 1000/- as security deposit, 

which he had to borrow from close circles. 

The salary was hardly Rs. 200 per month. 

Even in this temporary job, Rajendran had 

to move from place to place. During the first 

year, he was posted in 4 to 5 places. Since 

the job was not permanent, he had to seek 

different employment. So he decided to 

move to Chennai to explore opportunities. 

Chennai was more arduous 

Job-hunting in Chennai was tough. But what 

may come, he had a very strong 

determination to be on his own feet and 

– G. Girinarayanan, S. Rajendran 

never wanted to depend on others. In those 

days, the minimum qualification required to 

get a fairly decent job was get a graduation. 

On many days Rajendran had to stay put 

without any food. His Feudal Landlord family 

from the village gave temporary 

accommodation in Chennai and asked him 

to do errands in addition to the work. His 

relentless pursuit boosted his confidence 

and perseverance. So he chose not to 

remain idle. He took up all sorts of job and 

was not hesitant to do any job that he came 

across. It was coincidence that he met the 

Personnel Manager of NTTF who saw 

potential in him and assured him an 

interview for a temporary Xerox operator job. 

Sojourn to NTTF = Bangalore 

Since Rajendran goal at that point of time 

was to support his struggling family, he was 

willing to work anywhere and at any place. 

And NTTF Bangalore was like Singapore to 

his frame of thinking at that point of time. 

For this temporary job he was asked to meet 

Mr Schawlader, a Swiss National, an 

Expatriate and the Tool Room Manager for 

an interview discussion. The interview 

naturally was very tough and the foreigner's 

English taunted Rajendran. However 

Rajendran could create an affirmative 

impression on Mr Schawalder and made his 

entry into NTTF. 

Curiosity is the first step to build 

competency 

Rajendran started his career by taking print 

outs from Xerox and blue printing machines 

and supported the hard core design 

engineers. Those were the days, if one may 

recall, the design was done manually and 

Rajendran had the task of taking printouts 

and pinning up all those big design sheets 

to drawing board. Though he was not aware 

about the purpose of design, he always had 

the curiosity in his mind as to what these 

designs are meant for and how they were 

useful to the Company. This triggered him 

many times to learn about designing. But 

he had to remain silent because of the gap 

between him and the designers were like 

the mole and mountain. 

Girinarayanan G, Head - HR, TACO-Sasken Automotive Electronics Ltd. (TSAE), Girinarayanan.g@ts-ae.com 

S. Rajendran, Divisional Manager - Designs, Nettur Technical Training Foundation (NTTF), Bangalore - 560 058. Email: sr@nttf.co.in 


Frustration 

The nature of Design office was such that, 

they were all management staff and the 

entire team had no over time. Rajendran's 

12th Standard peers were in Press shop and 

were getting RS 200 per month plus over 

time while. Naturally the absence of over 

time at that time and age only resulted in 

critiquing and cursing the Personnel 

Manager. 

Building Relationship is Key to 

competence building 

Destined with low salary did not mean fate 

accomplice for him and it only enhanced his 

determination to excel? So he realised the 

need for a learning attitude, net working and 

building relationship and chose the route of 

supporting the design team in all possible 

ways and with out their asking. This stretch 

enabled him to gain professional knowledge 

and spread his tentacles to do some small 

drafting work in designs. 

Continued Education. 

He had completed one year in NTTF. In the 

days of rubber stamps and frames, 

Educational qualification became a passport 

for growth and hence he chose to do a 

special course on Design and draughtsman 

and pursued ITI-NCTVT and successfully 

completed in first class. 

Extra mile of effort 

Rajendran strongly believes that learning 

does not come free. He always feels that 

one has to put in lot of hard work and extra 

effort for learning. Fortunately for him he was 

working in a general shift at NTTF. Soon 

after his shift work, he used to directly go to 

the shop floor and started interacting with 

the Production department to enable him to 

understand the in & out of Machine tool and 

the process of production. He did this for 

almost 3 years. Some times he used to even 

interact with the colleagues who were 

working in the night shift. On many 

occasions, he used to sleep in the office 

premises. This extra stretch gave the bigger 

picture of tooling and product design and 

he mastered practical knowledge on tool 

making. And all this with out any extra 

money and he had to spend for his 

education. 

Attrition was blessing in disguise for his 

up skilling 

During those days (even now) the Engineers 

of NTTF were poached both in India and 

abroad like hot cakes and retention of these 

engineers was challenge to the Company. 

To Rajendran, it became an advantage for 

he carried the tacit and historical knowledge 

perspective of every client, their needs and 

the discontinuity of engineers also facilitated 

him to imbibe the innate talents of the 

designers who were the passing clouds of 

NTTF. He recalls with fond memory the 

doyens of design and technology were his 

Dhronacharyas like MR Schawlader, Mr 

Viswanathan, Mr Venkateswara Rao, Mr 

Baskar, Mr Chandu Pillai, Mr. Venugopal 

(Current Director Training) and many more 

for enhancing his capability. As he started 

taking additional responsibilities the 

customers were comfortable dealing with 

him. This fuelled the fire in his belly to 

become a draughtsman first and then the 

designer and of course now the most 

competent design head 

Begin with the end in mind 

If you begin your tasks with the end result 

in mind, you will be more productive. This 

was one of the principles which Stephen 

Covey taught all of us. Rajendran has been 

following this practice meticulously right from 

the day he joined NTTF. Probably before 

Stephen Covey Wrote his book. Such native 

intelligence at grass roots is not harnessed 

in many organizations. Even in early 80's 

Rajendran started following the concept of 

"Customer is the King". He always ensured 

that all his designs are workable concept 

and are accepted by the customer. 

Impossible is the word only in the 

Dictionary of fools 

"Impossible is the word only in the dictionary 

of fools" this is what Napoleon Bonaparte 

had said and Rajendran advocates this 

principle very strongly. Even still recalls an 

incident when one of his colleagues had 

remarked that design job was not that very 

easy and he may not be able to succeed. 

But Rajendran's strong determination and 

quest of learning to achieve success in life 

made him to make impossible into "I'M 

POSSIBLE" 

Today Rajendran is totally involved in every 

concept of design at NTTF and ensures that 

whatever he does is carried out in quality 

and with speed. 

Milestones 

Rajendran has achieved several milestones 

and has received accolades in NTTF. His 

Career graph has shown always a positive 

trend. He began as a Xerox operator, grew 

steadily to the various roles such as 

Draughtsman, Tool Designer, Engineer, 

Manager etc and ultimately heading the 

Centralised Design Department, which is 

spread across both Bangalore and Vellore. 

For him every step in progression is an 

achievement of milestone. It is also an irony 

that this very Xerox operator latter designed 

tools for few Xerox components. The clients 

are not ordinary and are highly demanding 

and some of them were Deming Award 

winners like the TVS. Other clients included 

Tatas, Mahendras and TOYOTOS who is 

who in the Auto/Electric components of the 

country and abroad. 

Mr. Rajendran receives an award from 

Mr. Reguraj 

Mentor makes the difference 

Rajendran considers Mr. Schawalder, as his 

mentor, guru, task master, and from him 

Rajendran learnt lot of positives - both in 

personal and professional skills, and 

technical know-how. 

Rajendran Considers Mr. Reguraj as his 

God. Whenever a tool is complicated, it is 

Rajendran or wherever customers have lost 

faith in some of the competent Engineers, it 

was Rajendran who was called upon to 

trouble shoot by Mr. Reguraj. His German 

sojourn added more depth to his designing 

knowledge. 

The Boss Speaks 

To put it in the words of Mr N.Reguraj, who 

is the MD of NTTF, an authority on tooling 

in the World and a catalyst for many an 

unsung heroes growth, says that "Rajendran 

is a living example of how strong 

determination backed by hard work can take 

you where ever you wish to be. Today he is 

quite at ease surrounded by mostly master 

graduate colleagues commanding respect 

and leading them by his shear knowledge 

and application. We at NTTF are very proud 

of Rajendran" 

The Colleagues Speaks 

Mr. K.S. Ramprasad, CEO for KOSTAL NTTF 

who has seen Rajendran for many years says 

that he is dedicated to his profession. For him 

obstacle is always an opportunity. He has 

seen Rajendran as more hardworking and 

dedicated engineer. Certainly Mr. Ramprasad 

is impressed with his breadth of knowledge 

and his quest to learn to excel beyond his 

objectives. He says that Rajendran is always 

a solution provider and a partner in solving 

any problem. Further he adds that Rajendran 

will always give constructive solutions and will 

be amenable to any changes and ready for 

any kind of risk / challenge. 

Mr. Parimal, Engineer, Tool Designs who 

is working with Rajendran for the last few 

years shares his thoughts that " the facts 

what ever I have absorbed from him is that, 

he is a very able team leader, he can 

manage any type of critical situation it may 

be either manufacturing or designing . He 

can manage any type of issues related to 

work successfully 

Contd. on Page 22 


Personnel Development and 

Personality Development - 

Sports as a Means 

At times we tend to search for right thing 

at a wrong place. So also the corporates 

comb business schools for intellectual HR 

with skills in leadership, team sprit, courage, 

objectivity, trouble shooting, proactive 

approach, optimism, balance of mind and 

so on. The fact is none of these personas 

are taught in management books or theories 

but one can only build up from real time 

happenings, which is nothing but personality 

development. Premier business schools 

create pilot atmospheres like projects work, 

internship and field visits yet desired fruits 

are not in reach. The industry leaders often 

state that they had to nurture 'management 

trainees' for months together to fill the gap. 

We know that gap is filled with above 

affirmed skills supplemented with few 

practical tips of domain. 

How many agree with the fact that above 

strengths can be bagged by making sports 

as part of life but not merely by studying 

volumes or listening to lectures. Why our 

Administrators or employers doesn't take 

sports as means to nurture HR. The reasons 

are many but the result is clear: lukewarm 

personality of our HR and poor performance 

of our players. We can not make an 

individual or an institution responsible for this 

situation. It is the innocence or ignorance 

on part of Governments, Society, Parents, 

Education and HR Development system in 

the country. The professionals in HR 

fraternity are also expected to improve 

sports in the country, because by developing 

sports they are developing persona of HR. 

If we identify Indian population as human 

resource: we will be proud to see our HR in 

key positions of MNCs across the world. 

Simultaneously the conquest of trio 

Abhivnav Bindra, Sushil Kumar and 

Vijayendar at recent Olympics makes us 

glad. But is it what we deserve as 2nd largest 

country with huge HR strength. When small 

countries in size and population are 

employing our HR whom we failed to retain, 

on the other hand these small countries are 

pouching big number of medals in Olympics. 

An individual without a well developed 

personality will be handicapped in 

performance in spite of equipped with job 

knowledge. As already said, the finest way 

for personality development is through 

sports, which aspect is neglected in our day 

to day life. Let us focus on root causes: 

Priorities of Administration 

It is very candid to say that our leaders never 

focused on making India a winning muscle 

in sports. The half committed authorities are 

still in the process of reaching grassroots to 

provide basic amenities and utilities, even 

after six decades of independence. Can 

anyone expect the governments to develop 

sports in the country, where election 

manifestos says providing nutritious food, 

proper shelter and decent clothing are still 

key priorities. 

As it is familiar, only after proving them at 

international platforms then our 

administration comes up, announcing 

bonanzas to sportsmen. Apart from this the 

widely-known support for sports in India is 

the 'sports quota' in public sector 

recruitment. Once the player becomes an 

employee he/ she will no longer be a 

sportsman but remains as a workmen. So 

the sports quota is not encouraging sports 

in desired manner. 

Societal Hurdle 

The traditional India is dominated by 

castism, which emerged from the 

fundamentals of trades and professions 

adopted by different communities. The 

knowledge based commerce and 

professions are set aside by forward 

communities. While the industrious part of 

the vocations and trades are destined for 

the communities lagging behind in 

development. 

Here the enriched segments happened to 

be fair in insight and brainpower but not 

focusing on sports, fitness and muscle 

power. In contrary the down trodden sector 

has the sportsmanship but suffered with 

scarcity of skills to present them to wide 

world. This hurdle barred our personnel from 

having a holistic skill set and mindset to 

elevate sports. In globalization era Indians 

started to exchange skills and knowledge 

with their counterparts for a better 

symbiosis. However efforts should be well 

– Srikanth Tekumalla 

structured to be triumphant in trophies. 

Oblivion on Alternative Careers 

It comes to the family and individual level 

when we address the issue at this 

dimension. Indians are constant workaholics 

and carrier oriented. This is the fact 

multinationals are keen on accommodating 

our HR. On the other hand most of our 

counterparts are brought up with 

stereophonic aims and aspirations without 

seeking an innovative career path. This is 

due to deficiency of HR flavour among the 

parents. 

The parents mentor their offsprings with 

views of one generation behind, expecting 

children to settle as doctors, software or 

outsourcings professionals, just with 

assured income. How many are keen in 

challenging careers in sports, politics or in 

entertainment industry? The answer is: 'few'. 

Only a few facilitates their younger 

generation with innovative and rewarding 

professional plans. 

After all it is notable that successful players 

like Sachin Tendulkar, Sania Mirga, 

Viswanathan Anand and Abhinav bindra of 

today are patted by parents and made them 

proud in return. So parents need not to 

hesitate to encourage their next generation 

to be sportsmen. 

Limitations in Finances 

As there is distance between cup and lip: 

so there is a gap between support and the 

sportsmen. 

It is not an easy task for a player to come 

out as champion simply by possessing 

inbuilt requisites. There should be someone 

patting his/her back with financial support, 

if the family is unaided. There are potential 

players with zeal who are not lime lighted 

as they are engaged in combating with 

misery. 

Over and over again players with caliber are 

not persons with financial competence. This 

situation forces them to quit their zeal for 

sports and take up an occupation merely 

for livelihood. In the later stage sports 

equipment, nutritious food, fitness and 

practice will be daydreams. The employers 

Srikanth Tekumalla is Senior Executive - HR, Lepra Society, Secunderabad - 500 026. 

Mail: srikanth.humanresource@gmail.com, srikanth@leprasociety.org 


or the organizations don't realize to 

encourage them as their perception on 

sports finds them as irrelevant. 

The role of sports authorities of various 

states and union government is always 

questioned, but in vain. These authorities 

are running with meager resources at times. 

Unfortunately there are no NGOs (Voluntary 

organizations) working in this area so far. 

The support of sponsors is often haphazard 

as there is no channel to identify talent at 

grass root level. 

Implications 

India is the second largest country for its 

Human Resource, which is unfortunately 

known as population outbreak. If this HR 

can be trained and developed in a 

systematic way performance can hit the 

highest points. 

==> Sports shouldn't be treated as an extra 

curricular activity. Schools/boards should 

allot 1/3 of time in each academic year to 

sports and events those explore personality 

of students ….the future HR. 

==> At college and university level sports 

should be promoted in collaboration with 

local sports authorities. Awareness should 

be created among youth on 'sports as a 

career'. 

==> HR charters, association across the 

country must design strategies to identify 

talented sportsmen at gross root level. This 

talent must be enriched through constant 

Training & Development with the support of 

corporates and NGOs. 

==> Worker's unions and associations 

should engage their members in sports, 

further encourage them to compete at 

national and global level. This develops their 

morale and highlights their organization. 

==> Employers of large scale units both in 

public and private sector should organize 

sports and other indoor games for their HR 

to develop cohesiveness that brings healthy 

work culture. 

==> Corporate social responsibility should 

identify new horizons. The deserving must 

get an elevation from the PSUs and private 

corporates by way of sponsorships. 

==> Political bodies and NGOs should 

engage unorganized workforce in sports at 

regular intervals. This brings them together 

as their counterparts in organized sector. 

==> Parents should develop interest in their 

children on sports through media i.e. sports 

channels, magazines, News Papers etc. 

Here one should widen onse binoculars and 

look beyond cricket which is currently 

enjoying it's monopoly in Indian sports. 

Last word 

After all it is not the job of authorities and 

sportsmen alone to bring light to the sports. 

Even a common man is involved with sports 

in his routine. Jogging, walking, cycling, 

aerobics, work- outs and so on…. these are 

all nothing but different kinds of sports. As 

the charity begins from home …..everyone 

should develop interest in at least one sport 

and observe the enrichment in their life. 

Those unable to do this must encourage 

sportsmen. We all know a simple applause 

or small encouragement works better than 

thousand words. 

Nevertheless we are late but not least in 

HR development which is still a good start. 

If all the boosters are given rightly…… we 

can develop qualitative HR with robust 

personality and bag many more medals in 

2012 Olympics, by developing sports. 

H 


Facing an Interview 

Every employer has some definite ways 

of selection process. These are like 

psychological tests, technical test, 

personality and attitude test. These test and 

norms are designed and standardized on 

the basis of job requirement and also the 

requirements of the organizations. Basically 

these tests comprise technical round of 

selection process, where the knowledge of 

the person is tested to check his capability 

in terms of his knowledge and skills for his 

degree of his trainability and capability for 

the job performance. Mostly the last and final 

round of the test is HR round of selection 

process, in which a person's general 

attitude, personality, approach, behavior and 

various other personality traits are being 

checked and tested. Generally this process 

is called the Interview and is being 

conducted by the people who are experts 

in psychological and personality aspects of 

the people and also are at top level of 

management. 

Meaning of Interview: 

If we split the word Interview, it 

becomes:- 

Inter + View = Interview. 

This means Interview is just viewing the 

person internally and from his within. It is 

looking and knowing a person what he is 

internally, other than his knowledge and 

other technical features. 

Interview is also checking the verbal 

communication ability and body language 

of an individual. In certain cases there is a 

possibility that people are technically very 

sound but they are lacking in 

communications. Communication is such an 

important aspect in the personality that if it 

is not effective to required standards then 

whole of the knowledge and skill the person 

is having, may not be used effectively. In 

an interview it is a face to face talk between 

candidate and interviewing officer or 

interview board. The I.Q. of the Candidate 

is checked and ascertained by the HR 

Manager. 

Process of Interview: 

Based on the requirements and objectives 

of the interview, process is being designed. 

As generally it is the last stage of selection 

process. The interview is being conducted 

by top officials like CEO, GM, MD of the 

organization. If the interview is being 

conducted by the one individual only, there 

is a possibility of it becoming subjective and 

being influenced by individual personality of 

the interviewing officer thus the objective of 

the organization is being lost. Therefore in 

many cases to avoid these defects the 

interviews are being conducted by 

interviewing board or some high officials of 

the organization in a combined way to 

assess the overall personality of the 

candidate for the organizational objective. 

The actual process of the interview starts 

immediately, when the candidate enters into 

interview hall or before interview board or 

officer. Every thing of the candidate's 

personality is being scanned by the "X-ray 

eyes" of the interviewing officer and every 

part of the candidate's body starts speeking 

about him. Thus communication starts even 

without words and even before starting of 

the interview. In interviews non-verbal 

communication is more than the verbal 

communication. Candidate's dress, 

approach, style of wishing, body language, 

eyes etc. communicate a lot, without any 

word of mouth. Eyes are extremely 

mysterious part in our body which speaks 

every thing about an individual. Candidate's 

state of sorrow, happiness, comforts, noncomforts, 

sense of feeling, his personality, 

attitude and everything in him is reveled by 

the eyes. A candidate cannot hide any thing 

of his within even after putting all his possible 

efforts. Even if he is successful in doing so 

initially then subsequently he is likely to 

contradict his personality during his verbal 

communication with the interviewing officer. 

Most of the questions in the interview are 

such that the candidate thoroughly knows 

answers and is very comfortable to reply 

these questions. So he tries to explain them 

adopting some of the techniques of the 

impression management (Intentionally or 

unintentionally). Here the candidate's natural 

behavior is exhibited. Even if he is able to 

manage at this stage of interview, 

interviewer starts putting pressure on 

candidate in order to see his response in 

different situations. He puts some question 

of difficult and straight nature, being in the 

Satish Kumar is Faculty HRM, Cygmax Institute of Management Studies, Hyderabad 

E-Mail: satish@cygmax.org;diwisat@rediffmail.com 

– Satish Kumar 

slight trouble the candidate loses the 

patience and natural behavior comes out. 

Even if it is not, then by now interviewer 

comes to know a lot of personality traits of 

the candidate and therefore he starts testing 

him by adopting some particular techniques 

and accordingly he designs the questions. 

Suggestions to Candidates: 

The process of interview is quite natural and 

slightly complex activity based on the strategy 

to check the total personality of the individual. 

It is therefore submitted, some of the 

suggestions which can be useful to the 

candidate to face the real scenario and the 

interview. Though these are the only 

suggestions and are not conclusive but the 

individual has to face and prepare him by 

applying logic and reason based onto job 

expectations. These are inclusive suggestions. 

Do's: 

1. Candidate is required to dress himself 

in very sober manner and in one which 

suits him and to his personality. Dress 

one should wear not which he likes but 

one which others like. 

2. All his actions must show confidence 

and positive attitude in him. 

3. During the course of an Interview he 

should be humble, polite and also 

humorous which shows his responsible 

and pleasing personality. 

4. He must approach with strong logical 

reasons but in soft and humble words. 

The arguments should be strong but 

approach and words must be humble 

and soft. 

5. Approach should be positive and 

practicable. 

6. Approach should be realistic and as far 

as possible to the requirement of the 

organization. 

7. Candidate must gather some 

information about the organization and 

if possible about the interviewer's 

regarding his/her personality and value 

system and then design his strategy 

accordingly. 

8. Positive suggestions to the mind and 

also thinking positively about the results 

of the interview help the candidate to a 

great extent. 


Don'ts: 

Certain things during the course of interview 

as these make very bad impressions and 

even one of these kinds of activity spoils 

the whole show, good effects and 

impressions in the previous stages of 

selection process. These activities are as 

follows: 

1. In any stage of interview the candidate 

should not compromise with the value 

system he has executed before. 

2. No one is having perfect knowledge of 

everything and any thing, so in case 

some thing is not known perfectly one 

should accept it as unknown to him and 

not reply that and misleading the 

interviewer. The best thing here at this 

stage is to show the learning attitude. 

3. Candidate should always be careful that 

personality once executed at any stage 

of selection process does not contradict 

in subsequent stages. This is possible 

only if individual is acting naturally and 

not artificially. The problem with the 

untruth and false is that one has to 

remember all the stages and facts which 

is not at all possible as a result artificial 

personality contradicts in latter stage. 

4. There is a saying "Wise men talk 

because they have some thing to say 

and fools talk because they have to say 

something". So candidate should not 

talk baselessly. There is required to be 

something to say and that something 

should be strong enough to say at that 

point of time and situation. 

5. Consequences as bad results make a 

person timid and coward which badly 

affects the results. Therefore during the 

course of interview one should not take 

the tension of "If failure" one should not 

even think about bad results and 

failures. 

Most of the people in the selection 

process fail in the final stage of interviews 

and the interview is a test basically of 

once cognitive and personality aspects 

where the person is every much in the 

comfort zone. It is the last and very 

important activity in the selection 

process. At this stage candidate is very 

hopeful as only one step away from his 

achievement. So he is taking a lot of care 

and cautions in all his actions. We all 

know that excess of very anything is bad. 

Therefore one should act diligently and 

reasonably by maintaining the patience 

and managing the stress efficiently. The 

stage of interview is much based on 

effective management and less on 

knowledge or skills. So at this stage a 

candidate is required to manage himself 

by applying positive self management 

techniques. 

H 

MUMBAI CHAPTER NEWS 

The National HRD Network, Mumbai chapter, recently partnered with InspireOne Consultants Pvt. Ltd. to host a special panel discussion 

on High Performance Leadership: Rapid Development and Deployment Across Organizations on September 18th, 2008 at Taj Land's 

End, Mumbai. 

Dr. Tony Cockerill, a globally renowned Leadership and Organizational Development Guru, and Founder of Centre for High Performance 

Development (CHPD), UK was the key note speaker for the event. CHPD is InspireOne's partner for leadership development solutions 

in India. 

The robust panel included esteemed members of the industry: Mr. Aquil Busrai, Director HR, IBM, National President NHRDN,who 

shared his experiences from an HR and IT perspective and Dr. Santrupt Misra, Director, Group HR and IT, Aditya Birla Group Past 

National President NHRDN, whose insights on leadership development were enhanced by his sharp wit. Mr. Rajeev Dubey, President, 

NHRDMC, President HR and Corporate Services, Mahindra and Mahindra President, facilitated the discussion and enriched the dialogue 

with his industry experience. 

Mr. D.N.B Singh, General Secretary, NHRD did a great job of co-organizing the event with InspireOne , introducing the panellists and 

leading the discussion into the topic for the evening: High Performance Leadership. The vote of thanks was offered by Mr. Deepak 

Deshpande, Executive Member, NHRD. 

Dr. Cockerill's presentation addressed the application of CHPD's research on High Performance Behaviors: how companies can use the 

know-how to develop and implement talent management strategies to improve business performance and manage the challenges of 

leadership in the Indian context. 

Through the discussions, it emerged that there is a consensus on the increasing need for leadership development. India has progressively 

become a microcosm of the global economy, bringing various challenges with its accelerated pace of growth. While the rest of the world 

has evolved steadily, in India the speed of people development and especially leadership development has not kept pace with that of 

market opportunity. 

As HR professionals and top management of companies are entrusted with the challenge of bridging the leadership gap in the short 

span of time, it is important to not only identify the High Performance Leaders, but also rapidly assess and develop them across levels 

and numbers in an organization. 

Dr. Cockerill, restated the importance of leadership in today's dynamic and competitive environment with emphasis on how it is the key 

driver of superior organizational performance and a vital source of competitive advantage. CHPD's High Performance Behavior (HPB) 

model, which rests on 12 HPBs that are proven to be key for driving successful leadership, was extensively discussed along with the two 

variables that make up a high potential leader: nature and nurture. Further, the integrated leadership technology, coined and used by 

CHPD, which allows rapid assessment, development and deployment of the leadership behaviors was also noted to have impacted the 

leadership ability of organizations across the world. 

Over all, it was a stimulating discussion and the time was well spent on exchanging ideas, experiences and thoughts on strengthening 

leadership abilities of organizations in India among a select group of HR and management professionals of the country. After 

Dr. Cockerill's presentation, the house was thrown open to questions and the panelists offered real time examples to enhance the 

discussion and allow practical understanding of the topics discussed. 

Networking followed at cocktails and dinner 


Why Do We Need Good 

Manners at the Workplace? 

– Capt. A.Nagaraj Subbarao 

It has become fashionable to be seen as 

no nonsense, tough talking person at the 

workplace. What is the effect of this tough 

talking on your team or colleagues? There 

is a fine line between being rude and being 

straight and as managers it is fundamental 

that we recognize this. 

How proactive must the HR department be 

and what is at stake in terms of poor 

Organizational Behavior or Dysfunction. 

Unfortunately the issue of dysfunctional 

office behavior has thrown up a whole lot of 

other critical HR issues ranging from attrition 

to grievance redressal. 

My boss calls and I'm in the middle of a 

meeting with a colleague, but I grab the 

phone and answer it, ready to run. It must 

be important - after all, it's the boss! Never 

mind that my colleague and the meeting are 

important too. The colleague can lump it. 

He does not do my appraisal. 

We know that behaviors like this are rude. 

We wouldn't behave in this way outside of 

the office. So why do we then allow 

ourselves to behave dysfunctionally at work? 

Is it the pressure of work or on occasions 

we believe that we can get away with poor 

behavior? There is a definite double 

standard when it comes to workplace 

manners. But you can't allow these 

behaviors to persist if you want to create 

and maintain a healthy work environment. 

Not to be confused with bullies, rude and 

undermining colleagues are those who 

question others' judgment, exclude others 

from situations, interrupt others when 

speaking, make derogatory comments, 

withhold information or belittle others' ideas. 

A few examples of poor office behavior in 

India are. 

Gossiping in the garb of 'networking' is 

the favorite pass time as nearly 60 per 

cent respondents love to indulge in it 

and do not consider it unethical. 

(Bangalore-IT) 

Taking credit for subordinate's ideas is 

not unethical, says Bangalore and 

Ahmedabad, while rest of the cities beg 

to differ with an average score of 42 per 

cent. 

Interestingly, one in every four 

respondents in Chennai has 

experienced mobile/wallet thefts at the 

workplace! 

An astonishing 74% of those surveyed 

in Ahmedabad do not think that falsifying 

time (of arrival at or departure from 

work) in the attendance register is 

unethical. 

While the above may border on the unethical 

there is no shortage of disrespectful and 

uncouth behavior, which makes members of 

your team unhappy, and damages the 

cohesion of your team. It is a de motivator 

and will eventually destroy team cohesion. 

Research found that victims of bad manners 

or incivility are less engaged at work, less 

committed to their organization, not as 

prepared to go the extra mile and more likely 

to resign," said Barbara Griffin, an 

organizational psychologist with the 

University of Western Sydney. The sample 

of 54,000 employees from 179 organizations 

across Australia and New Zealand, reported 

a higher frequency of bad behavior from their 

co-workers, but when their manager or a 

senior leader was the instigator the negative 

effect on engagement was even stronger. 

As a Manager or the HR team to make 

sure your workplace is free of 

dysfunctional behavior requires a twopronged 

strategy: 

Reward good manners. 

Drive out poor manners. 

Reward Good Manners 

Most of the time when bad manners surface 

at work it is unintentional. It's easy to get 

caught up in your own tasks and projects. 

People's focus gets so narrow that they 

forget to consider the impact that their words 

or actions will have on other people. 

In an attempt to be efficient and productive 

we take a few liberties with our manners at 

work. Perhaps, at one time, we apologetically 

said, "I'm sorry, we are running out of time 

and move onto the next point." But now we 

blurt out, "Next!" or "Let's get on with it, folk!" 

or even worse 'Cut the crap'. 

While the intention may be the same, the 

degree of bluntness, or even rudeness, used 

nowadays is unacceptable - at work or 

anywhere. 

If good people are bruised by someone 

else's rudeness once too often, you risk 

losing them. How long is it going to take to 

find an equally good replacement, and bring 

them "up to speed"? How much is this going 

to cost? And what opportunities will you have 

lost in the meantime? 

When disrespectful conduct starts surfacing 

throughout a company, or when executives 

or other key people use it, it can become 

part of the organization's culture. Poor 

manners can be quickly absorbed into 

cultural norms, especially when no one 

stands up and demands courteous and 

polite behavior. If my boss can do it, why 

not I? The HR team must be alert to the 

situation and act before poor behavior turns 

endemic. 

So what can you do if rudeness is already 

deep rooted within the culture of your 

organization? 

In conjunction with your colleagues, 

focus on the problem behaviors and 

create a list of the behaviors that are 

expected within your team. Be specific 

so that people really understand what 

constitutes good manners. Depending 

on where the problems lie, you may 

want to include these items: 

Email and Internet expectations. 

Where people eat. 

What people wear? 

Meeting routines and etiquette. 

Working in close proximity. 

Communication style - tone, manner, 

language. 

Use of supplies and equipment. 

Telephone manners. 

Request key executives to demonstrate 

all the appropriate behaviors in your own 

actions. Acting as a role model is one 

of the most effective means of 

reinforcing what is acceptable and 

expected. 

Until things improve, consider adding 

this as an agenda for your regular team 

meeting to emphasize and entrench the 

importance of change. 

Reward people for demonstrating polite 

behavior. Make a point of thanking 

people for turning off their cell phones 

before entering a meeting. 

Capt.A.Nagaraj Subbarao is Head-HR & Corporate Relations, IBMT, Bengaluru. E-Mail: cap.nagaraj@gmail.com 


Until things improve, consider adding a 

manners category to your performance 

review process. 

Driving Out Bad Manners 

Encouraging good manners is one side of 

the coin. On the flip side, it requires 

developing mechanisms and strategies to 

eliminate poor manners from your 

workplace. When workplace manners begin 

to slip, it can be hard to stop the slide and 

regain control. 

Open communication and empathy are 

perhaps your strongest weapons for 

controlling discourtesy in the office. When 

people stop talking or sharing their 

experiences and concerns, or when they stop 

considering how their actions make others 

feel, poor behavior can start to work its way 

into the fabric of the organization's culture. 

You start noticing that your pen or writing 

pad are missing from your desk. You don't 

say anything because it's not a big deal. You 

don't want people to think you're cheap or a 

complainer so you keep quiet. 

First, you have to have a workplace where 

there is open and honest communication. 

When you do, your co-workers feel 

comfortable voicing their concerns and there 

are mechanisms in place for resolving 

conflicts. 

Along with these, people must also believe 

that something will be done to address their 

concerns and grievances. They have to see 

that their issues are taken care of and that 

management is just as concerned about 

poor behavior as they are. 

On the flip side, people must take 

responsibility for their actions. They must 

think about the impact of what they say or 

do have on other people and the workplace 

Patna Chapter News 

A meeting of National HRD Network was 

held in Power Grid Corporation on 

13.10.08.Mr. Simon Michell of France was 

the official speaker on the occasion.The 

meeting was well attended by 

members.The guest speaker was 

welcomed by Mr. Ratnakar Mishra, 

thereafter Mr. M.K. Sinha gave a brief about 

National HRD Network.Official host of the 

meeting was Power Grid Corporation and 

in general. Whenever you have people 

working together, there has to be a high level 

of respect and concern for others. 

Some tips for creating this type of workplace 

include: 

Developing a staff feedback system. 

Clearly defining what is not acceptable 

in terms of appropriate workplace 

behavior. This should refer to the "good 

manners" document you create as part 

of the process of encouraging good 

manners. Have this document circulated 

widely and ensure that new employees 

get a good look at it during induction. 

Applying a fair and consistent discipline 

procedure. 

Creating a conflict resolution process that 

begins with people speaking directly to one 

another, but where they then get 

progressively more outside support and 

assistance if a solution can't be worked out. 

Depending on national culture, consider 

encouraging people to use the words "I'm 

sorry" or "I apologize" - and mean it. 

Encouraging people to ask themselves, 

"How would the other person like to be 

treated in this situation?" Perhaps even 

put these words and phrases in 

prominent areas of the office as 

reminders to be polite and courteous. 

Tips for dealing with bad mannered coworkers: 

1. Do not reciprocate the behavior. 

Reacting with similar actions can quickly 

spiral into increasingly aggressive 

behaviors. 

2. If circumstances permit, set up a 

discussion with the person and tell them 

that you find their behavior offensive. 

3. Understand your organization's policies 

and procedures. If the situation 

worsens, you can then report the 

offensive behavior in an official manner. 

4. If you are stressed and upset by the 

behaviors, talk to your boss or counselor 

if you have one or make use of confidential 

employee assistance programs. 

As HR managers we must quickly rise to 

the occasion, to stamp this rather insidious 

lack of discipline, which can destroy a great 

organization. 

While the world over HR manager's are 

looking to be a strategic partners and are 

willing to have their contribution measured, 

it is important that the basics are not 

jettisoned. Organizations live by their culture 

and bad work place behavior can so very 

easily act as a catalyst for an early demise. 

Sources" 

1. The study titled Nothing Ethical about 

Ethics encapsulates views of the 

corporate workforce on workplace ethics 

across eight cities in India - New Delhi, 

Mumbai, Bangalore, Chennai, Kolkata, 

Ahmedabad, Hyderabad and Pune. 

The study commissioned by TeamLease 

Services and conducted by global 

research company Synovate in May and 

June, covered top 500 companies and 

had a sample size of 401. 

2. University of Western Sydney website. 

3. HBR- Feb 2004. Breakthrough Ideas for 

2004: The HBR List 

4. The No Asshole Rule-Building a 

Civilized Workplace and Surviving One 

That Isn't.- Robert I. Sutton 

5. Managing Emotions in the Workplace: 

Do Positive and Negative Attitudes Drive 

Performance? -Knowledge@Wharton, 

2007 

H 

Hyderabad Chapter Programs Calender - November and December 2008 

Sl. No Date Time Venue Topic Speaker 

1 06-11-08 6 PM HRD Hall Wellness at Workplace Mr. Kaushik Basu of Elbit Medical Diagnostics 

2 13-11-08 6 PM HRD Hall Role of communications Mr. Mohit Gandhi of Satyam Computers 

3 20-11-08 9 AM ICBM Industry Expectations from B Schools Panel Discussion 

4 27-11-08 6 PM HRD Hall Leadership Mr. B S. Rao of Durga Bearings 

5 04-12-08 6 PM HRD Hall Situation Defines Leadership Mr. Noor Mohammed Farishta,Training Consultant 

6 11-12-08 6 PM HRD Hall Employee Recognition Mr. Vittal Rangan of Satyam Computers 

7 18-12-08 6 PM HRD Hall Strategic alignment of workforce Mr. Nandan Vaidya of Pasayadan 

8 25-12-08 6 PM HRD Hall HR-Third Eye of the Business Mr. Ravindra Varma PVS of Matrix Laboratories 

Mr. Sudipto Dutta was kind enough to 

arrange it in a most professional manner.Mr. 

Michell was introduced by Mr. Dutta who 

informed the participants about the 

worldwide activities of Mr. Simon and his 

expertise in the field of Meditation and Stress 

Management.The lecture of Mr. Michell on 

Stress Management left the the audience 

asking for more.The question and answer 

session was very insightful and the members 

wanted more of such sessions in future. 

The above meeting ended by presenting of a 

momento of Lord Buddha to Mr. Simon 

(courtesy Mr. Sudipto Dutta and Mr. V.P. 

Singh of Power Grid Corporation). Mr. D.K. 

Baxi gave the vote of thanks. The same day 

lecture of Mr. Simon was arranged in 

Patliputra Colony,club which was attended by 

some prominent members of the society.The 

members while interacting with Mr. Ratnakar 

Mishra and Mr. M.K. Sinha expressed the 

need of such meetings and wanted some 

more lectures on meditation techniques. 


our MBA's. 

There are a few 

important 

skills that are much 

needed, in the 

current business 

environment, 

which are not 

always covered in 

Dual Reporting: Gone are the days when 

we just needed to keep our one boss happy. 

It is often more than one now. In many job 

roles, there is dual reporting in place and 

one needs to report to two different bosses, 

and at times these bosses are at different 

locations/countries. It is very common these 

days to see employees reporting functionally 

to a person and administratively to another. 

Managing two bosses, their sets of 

demands, reports, deliverables, and egos 

can be quite a challenge at times. HR 

managers need to learn to manage their 

bosses, have a fine balance between both 

and keep both delighted. 

Time Management: With the scope of HR 

increasing everyday, HR managers are 

expected to wear multiple hats, and be 

present in all most all the meetings, it 

becomes imperative to manage time 

effectively. 

Its a good practice to meet a section of the 

employees at regular intervals to do a pulse 

check, to be present in town halls, attend 

weddings of employees, wish them on their 

birthdays, celebrate personal and 

professional successes of the employees, 

be present in R&R get-togethers, get 

involved in actual business, attend 

community HR meetings, HR seminars, 

managing your team, go on team-outings, 

and of course take care of all core HR 

activates that are always lined up for you. 

HR is expected to deliver transactional 

excellence consistently, passionately 

partner with business and of course be 

effective in strategic people management. 

After you are done with all this, you are often 

reminded from several sources about "work 

life balance". And its very true, to be effective 

in all that you do, you will definitely need to 

have a good work like balance and spend 

enough time off work. 

This is a lot of things to do, and I am sure 

you can infer the importance of time 

management. 

A simple discipline like organizing your 

calendar effectively, prioritizing activates 

and following a simple things-to-do list will 

take you a long way. 

Managing Your Team: First our own house 

needs to be in order before we look outside, 

prescribe for success and wear the hat of a 

What They Do Not Teach in 

B Schools 

change agent. It's not as simple as it was, 

to manage the HR team these days. HR 

managers are required to train, mentor, 

motivate, constantly educate, insulate the 

team to an extent, communicate, be 

accessible and retain the HR team, to deliver 

excellence. 

The role of an HR personnel has enlarged 

and transformed considerably, with the 

challenge of managing young people, young 

mangers, technically sound but not so 

matured leads, their aspirations, maintain a 

good balance between the employee & 

employer interest, and so on. If this is the 

nature of the role, then it is all the more 

important to guide and manage the team 

well. "You're good, and here's how to get 

better." - One needs to follow this tone and 

Micromanaging is the surest way to kill an 

employee's enthusiasm. The smart 

manager sets goals and lets teams perform 

within clearly defined parameters. As a 

manager, you need to be buddies with your 

team, at the same time you must command 

respect and lead. 

Another dimension to managing teams, is 

managing multiple HR teams, in the same 

location or in different regions. With 

companies having several SBU's, across the 

country, and HR needing to support them, it 

becomes important for HR mangers to lead 

multiple teams, ensure effective policy 

implementation across, allocate work & 

special projects effectively in-between them, 

share HR best practices across SBU's, and 

more importantly maintain consistency of HR 

deliverables/services across these location. 

Crisis Management : Young managers are 

trained to implement their strategies, 

concepts, new ideas and excel in a static 

environment; however that's generally not 

the case, the environment is always 

dynamic, at times chaotic, filled with 

surprises, and crises that keep 

mushrooming, from different corners. HR 

members are taught to function in an ideal 

environment, but in reality there is no such 

environment that can be termed as ideal. 

Managers who are not prepared for crises 

management, crib and blame it on the 

system / environment and lose focus; 

however smart managers quickly 

acknowledge the situation, don't panic, find 

opportunities and leverage them. One needs 

to be trained and prepared, to manage 

adversities as they come, in a cool & 

composed manner and educated that every 

adversity carries with it the seeds of an 

equivalent or greater benefit. Being positive, 

enthusiastic, energetic and looking for a 

solution, without visibly getting worked-up, 

is the right approach. 

Business HR: It is no more a good-to-have, 

Mr. Vikram Sathi is General manager, Yell Adworks India, Bengaluru. E-Mail: Vikram.Sathi@yelladworks.in 

– Vikram Sathi 

but a must-have - yes we are talking about 

HR folks having business knowledge of their 

respective business. HR managers these 

days are expected to partner with the core 

operations team and other support teams 

to achieve larger organizational objectives. 

If they are going to be addressed as HR 

Business Partners & expected to actively 

participate in business meetings and 

contribute to business, then it becomes vital 

for them to understand the nuances of the 

business, the actual work process, flow of 

work, work volume, employee productivity 

levels, a bit about the P&L accounts, 

budgets, key SLA's, approved headcounts, 

growth strategies, and general information 

about the clients, products, markets, etc. 

From the recruitment point of view, having 

good business knowledge, helps in 

understanding the complexity of the job, soft 

factors that are needed for the role, urgency 

of the role and the budgets available for 

salary. All this ultimately helps in hiring the 

right person. It is definitely better than, just 

having a Job Description to assist you. 

Having business knowledge and being upto-date 

about what's happening around, will 

be helpful when the company is scaling up 

or rightsizing its workforce. And HR folks with 

business knowledge, who are able to 

connect with visiting clients and business 

heads, are an asset to the company. 

Successful HR leads, take the HR 

perspective into account, keep the people 

angle in mind, combine them with the 

business realties, and present their point of 

view or give pro-active advice to the 

business leaders. This is an ideal approach 

that helps in fast and crisp decision making, 

while taking all factors into account. End of 

the day, the metrics used to measure HR, 

is business results. 

HR's role in Change Management: All 

that's solid melts into air - when change is 

introduced. HR managers are expected to 

be effective facilitators of change. The HR 

function is expected to have strong skills to 

in effectively communicate why change is 

needed, evangelize & explain the business 

case, lead from the front and manage 

change, all through. 

They should make the start, and must be 

willing to walk the talk. 

HR also needs to quickly adjust the reward 

system in place, to reward the new expected 

behavior / new organizational objectives / 

goals. 

H 


Economic reforms initiated in India during 

early nineties have had intended and 

unintended repercussions. The economic 

restructuring and increased reliance on 

market mechanisms have brought changes 

which may have a tremendous influence on 

women & the way they are perceived in the 

society. More women get work with 

attractive salaries that can give them a 

certain confidence and economic 

independence. This helps them to withstand 

the gender discrimination that prevails in the 

society. 

The most promising current field of jobs 

available to women is in IT-enabled services 

and its related business growth mainly, 

business process outsourcing centers 

(BPO's). Women constitute about 60 - 70% 

of the workforce in some BPOs. It is believed 

that this is an industry where gender is not 

a criterion for recruitment, although gender 

disparities are found to occur at the higher 

management and technical levels. Like most 

other professions it also has its own 

disadvantages. It is stressful, under-utilizing 

of higher education, involves low-end 

monotonous work, and subject to heavy 

surveillance, sometimes customers are rude 

and abusive to workers. All this however is 

masked with a charming exterior and the 

wages they earn enable them to experience 

a new-found freedom and autonomy. The 

kind of training people receive as they work 

for these companies has the effect of 

questioning the value of their culture and 

changing it to a more western model. At a 

more macro level, critiques of the growth of 

neo-liberal political economy point out those 

national and state governments are 

irresponsibly colluding with an unrestrained 

model of economic development that 

capitalizes on the cheap availability of 

educated people. 

The ITES segment has played a critical role 

in providing large scale employment 

opportunities to women. Call centers 

especially prefer women as they feel that 

women are better suited to voice-based 

projects. The intriguing question is - Does 

the opportunity to earn a great deal of money 

The Role of the ITES 

Industry in Creating 

Gender Equality 

in a short time present a special opportunity 

to young women, some of whom are just 

starting their careers? Does it make a 

difference in the balance of respect they 

receive within their families? Do they have 

increased control over money and future 

options within work and marriage? 

Shrinking gender differences in education 

and employment point out to the possibility 

of improving gender discrimination. When 

more and more women are exposed to the 

globalized world, many changes can 

gradually alter or reverse the patriarchal 

values of a traditional society. And at least 

among India's urban middle class, 

particularly among educated young women 

employed in the high-tech sector, a rather 

silent revolution seems to be happening that 

may prove to have far-reaching implications 

for gender equality and social change. 

Middle-class women in general act as a 

cultural model for others, whether in 

education, employment, lifestyle, marriage 

or increased female autonomy. Many of the 

young women working in BPO believe that 

they enjoy a remarkable freedom becoming 

a tougher and more assertive person, 

learning how to talk to people, improving 

their interpersonal skills, and learning a 

global standard of customer service skills. 

Apart from the voice and accent and other 

communication skills there are other 

qualities stressed for instance patience, 

flexibility, ability to interact well, and being 

a team player. Most women are able to 

leverage these skill sets in their several 

aspects of personal & professional life. It 

has given the women a sense of confidence 

in dealing, both with their customers and 

with society at large. 

Much has been written about women 

regarding women in various fields like 

teaching, aviation, medical science etc. Far 

less has been written regarding women in 

the ITES sector. Studies reveal that 

stereotypical attitudes often tend to 

influence the perception about the women 

for instance women are thought to be soft, 

loving, attending and intuitive. Women are 

also perceived as being afraid of 

Deeksha Singh is a Managing Partner with WCH Training Solutions, New Delhi. E-Mail: deeksha.nagi@gmail.com 

Shushmita Gosh is a Consultant with WCH Training Solutions, New Delhi. E-Mail: shushmita.ghosh@gmail.com 

– Deeksha Singh & Shushmita Gosh 

achievement, poor at qualitative analysis 

and unable to take a tough decision. Today 

by virtue of the ITES industry, several 

women have catapulted to managerial & 

leadership ranks and routinely take business 

decisions that are firm. This also plugs back 

into their conduct & behaviours in the 

personal domain. 

The conventional traits attached to women 

(which facilitate social concern and 

interpersonal work) have acted to their 

advantage when it comes to finding 

employment in the ITES sector. Society's 

differential expectations for male and female 

conducts, affect identity as well as behavior. 

The psychological consequences of this 

type of evaluation are significant. For 

instance analyzing the control factor- leading 

a team (In the position of a team leader) 

single handedly and making a point is at 

times very challenging and contesting 

feature for a women & in conflict with her 

conventional image. 

Now this is where the individual posing both 

the masculine and feminine quality comes 

into the picture. Defining both the features 

within the same persona is either stated as 

dominant or androgynous. Is the BPO 

profession more of feminine type as 

invariably most BPO employees are women 

and the profession in itself involves more 

elements from the feminine personality. Can 

BPOs be considered a gendered 

profession? 

The question that arises then is - Has the 

ITES sector played a critical role in creating 

gender equality? Is this sex role identity 

related to occupational attainment, self 

esteem and work satisfaction? How does a 

job in the ITES sector per se construct or 

deconstructs gender identity? Where are 

women/men located in the understanding 

of gender equality? 

As the ITES industry is slated for growth, 

creating more & more opportunities for 

women, many stereotypes will be broken 

and women will relish the benefits of social 

& economic empowerment. 

H 


Understanding VALUE 

of Your Employees? 

The majority of personal relationships end 

when one person doesn't feel 

appreciated by the other. Very often the 

other party is completely unaware that their 

partner feels that way. Cries of "how can 

you say that?" and "of course I love you?" 

are commonplace during break up disputes. 

And the reply is always the same, -"well if 

you do feel like that, why don't you show 

me?" It seems the old adage action speaks 

louder than a word is still as true as ever. 

The same is true in business. The easiest 

thing for senior managers to do is to 

constantly tell their employees how much 

they "love" them. Of course they don't 

actually use those words, instead they will 

use some variation of "people are our most 

important asset." Yet when we speak to 

employees the feedback we get is alarmingly 

similar - "if we are their most important asset, 

why doesn't it feel like?" 

To be fair many companies realise this and 

are trying to get some idea of how their 

employees really feel by conducting 

employee satisfaction surveys. However, in 

our experience you need to be very careful 

what you ask them. You don't need to run a 

survey to find out what people think they 

want. Put your money away and I will tell 

you now what they will say. More money, 

better working conditions, less stress and 

better promotion opportunities. There that 

was easy wasn't it? Now you can go ahead 

and fix these things - right? Wrong! 

People are not always aware of what is really 

driving their feelings in the work place. What 

they think they want and what will really make 

a difference can be completely different. 

For nearly 2 decades, we have been analysing 

employee wants and needs and have 

established that there are 5 key areas that 

you need to address in order to provide a 

motivating and engaging workplace for your 

teams. These areas will show your employees 

that you do indeed V.A.L.U.E. them. 

V is for Vision. 

Most employees need to know that they are 

working for an organisation that is going 

somewhere. Do they know the vision? Does 

it make sense to them? Can they see how 

they can contribute to the success of this 

vision? Most companies feel that their work 

is done when they have crafted a nice vision 

statement and sent a mail to everyone 

explaining what it is. This is only the 

beginning. The majority of the effort now 

needs to be addressed in making sure that 

everyone knows what is expected of them 

to make the vision a reality and the principles 

and guidelines that they will have to follow 

to ensure the vision is met in the right way. 

A is for Achievement 

Do all employees know what is expected of 

them? Have their key tasks and 

responsibilities been laid out clearly? Do 

they know what they are being measured 

on? Do they feel comfortable with the goals 

and objectives they have been set? Can 

they see how they fit into the achievements 

required of the whole enterprise? Do they 

feel good about what they have done when 

they leave each day? All too often we see 

employees unsure of what they need to do 

and completely unaware of how their efforts 

are contributing to the overall effectiveness 

of the organisation. 

L is for Learning 

No-one expects to be employed for life - 

those days are gone. But people do expect 

to be more employable when they leave your 

organisation that when they joined. You 

need to establish what you are doing as a 

company to create a culture of learning and 

development. This is much more than 

offering the appropriate training 

programmes. Perhaps you have established 

a job rotation system? Maybe you have a 

mentoring or coaching programme? People 

must feel free to speak up and discuss areas 

where we are not performing effectively so 

that corrective action can be taken. If there 

is a blame based culture then people are 

too concerned with protecting their 

reputation to genuinely learn and grow. 

U is for Understanding 

What kind of attitude exists within the 

management team? Do they make a 

genuine attempt to understand the views 

and feelings of the employees or do they 

just issue their orders from on high with no 

– Makarand Upadhyaya, Ms.Swati Soni 

regard for the thoughts and views of those 

that will actually carry out the work? It is a 

sad fact of business life that the people who 

can have the greatest input on what needs 

to be done to make improvements are often 

the ones that are ignored. For example, who 

knows best what customers feel about 

customer service at a bank? The tellers on 

the counter. Who is probably the last person 

that senior management would think of 

talking to when deciding how to improve 

customer service? You guessed it! You need 

to develop a culture where everyone feels 

they have the ability to express their views 

even though management may decide not 

to implement them. 

E is for Encouragement 

What are you doing each day to create a 

culture of encouragement? Are people 

receiving a fair remuneration and benefits 

package? Have we created a culture of 

performance based pay - i.e. do the 

excellent performers have the ability to earn 

more than the average performer? What 

kind of management philosophy exists? Do 

we view all employees as a real resource 

and nurture their development? Do we seek 

to find examples of good performance and 

publically praise them? Or do we leave 

people alone when they do things well and 

then jump on them from a great height when 

they make a mistake? What values do we 

have as a management team? What are we 

doing to show people what is important to 

us and to reward effective behaviour whilst 

discouraging or even punishing 

inappropriate behaviour? 

Are these the only issues that you need to 

take acre of in order to show people that you 

V.A.L.U.E. them? No, but it is a good start. It 

is much better than falling into the trap of 

constantly telling people that they are really 

important to you and then doing nothing to 

find out whether they feel the same way. 

If you don't want your business relationships 

to go the same way as an unsuccessful 

personal relationship, stop telling people that 

you really care and do something to show 

them. What have you got to lose? Only your 

best employees if you don't get it right! 

H 

Makarand Upadhyaya is a Faculty Member in Marketing at ICFAI Business School, Jaipur. E-Mail: upa_mak@rediffmail.com 

Ms. Swati Soni is a Faculty Member in Marketing at Jaipuria Institute of Management ,Jaipur. E-Mail: swati_upa@rediffmail.com 


In the last article, The Art of Perseverance 

summarizes individual's non stop actions 

towards Goal-Achievement taking valuable 

insights from Hanuma in Valmiki 

Sundarakanda. It is not necessary that all 

actions should lead to goal fulfillment. Infact, 

'Failure' is a predominant part of every 

'Success'. It is advantageous for us to learn 

more lessons from failure which may not be 

possible in immediate success. All it takes 

is the right attitude towards failure. The 

positive attitude towards failure channelises 

our thought process towards achieving a 

much bigger picture of the success than it 

is perceived in the beginning. By the end of 

this article we shall understand the cost of 

accepting failure and its consequences from 

our stakeholders. I strongly feel that we 

should tend to be much stronger during hard 

and pressing times in order to demonstrate 

our "True-Self". The present article is more 

focused towards Students community and 

believe me the following facts instigated this 

attempt. 

In 2006, 5,857 students - or 16 a day - 

committed suicide across India due to exam 

stress. And these are just the official figures. 

This fact is quoted by The Times of India 

17th March 2008. The suicide-notes from 

some of those who killed themselves had 

clues as to what drove their tortured souls 

to take the final plunge: 

....I cannot face my parents and my friends 

after failing this exam.. 

It would be easy to dismiss student suicides 

as an isolated psychological problem faced 

by the weaker-minded amongst our younger 

population. But 5857 student suicides in a 

year (and the 2007 number would be close 

to 7000 or more when it is published) also 

means around 6000 devastated families and 

several thousand more friends who will carry 

those scars and uncalled suffering for a 

lifetime. That's deep. 

As the Student community is tender in age 

and may not understand the Corporate 

Language, I feel it necessary to remind them 

about a tale, when, a great personality called 

Hanuma could not escape from the 

psychological trauma while in search of Sita. 

Once again, I am going back to our epics 

Ravikanth Balijapalli, Asst., Professor, Department of Management Studies, 

Sri Vasavi Engineering College, Tadepalligudem. Email: balijapalli@gmail.com 

Unleash the True-self 

because I strongly feel that the legacy of 

our traditions should be carried forward, 

otherwise, I fear, that, tomorrows' 

generations are techno-oriented turned 

grand parents who wish to narrate their 

grand children stories on Mergers & 

Acquisitions and not values enshrined 

in Ramayana & Mahabharata. 

When Sugriva had ordered Hanuma to go 

to Lanka and find Sita whereabouts, 

Hanuma set out on his journey to find Sita 

in Lanka. He searched for Sita at all places 

in the great city of Lanka and was frustrated 

for not finding Sita. Hanumas' goal is to find 

Sita and report her whereabouts to Lord 

Rama. This frustration of not finding Sita led 

him to discouraging thoughts about his goal. 

The Great Hanuma, understanding his goal, 

his psychological state of mind, being aware 

of the contamination of his thought process 

and comparing with the consequences of 

accepting failure decided not to accept 

failure and went on to resume his journey 

to find Sita in Lanka. Finally, in the Ashoka 

garden he could find Sita, and the rest is 

History. Our elders say that for the fulfillment 

of Goal, everyone should possess a. Effort 

of Man towards fulfilling goal b. Divine 

Blessings and the sequence should follow. 

In this proven case, Hanuma did his best 

by making up his mind and thoroughly 

– Ravikanth Balijapalli 

assessed his situation. He then as a True 

Indian sought the blessings of the divine. 

However, let us understand what Hanuma 

wants to give us as noble learning points. 

Do we understand the consequences of 

accepting failure or suicide or any such 

physical destruction it might be? Once, 

students are realized to understand the 

importance of their survival in the interests 

of their Stakeholders, certainly there is 

meaning in each and everybody lives. Infact, 

the Non-depression is at the root of 

development. Absence of despondency is 

the greatest comfort. Self-reliance always, 

is indeed the promoter in all matters. 

The moral of the article is quite simple. We 

need not search for solutions by physically 

crossing oceans or national boundaries. 

Infact, our problems are not so complex to 

end our beautiful life which can stay alive to 

create wonders. The Hanuman in Valmikis' 

Sundarakanda is personified as True-Self 

in Oneself. Every human has a Hanuman 

in oneself and the abilities of oneself to 

recognize the true-self in oneself is what 

makes a Person move towards Personality. 

Let the Great Hanuman, the best among 

Vanaras, give us the strength and courage 

to Unleash our True-self and to Achieve 

Success. 

The following table analyse how Hanuman has bounced back from his 

psychological loss. 

Goal of Hanuma Psychological State of Hanuma 

To locate Sita De-motivated, Discouraging, Depressing, Grieving 

Hanumas' Thought Process 

1. Sita might have committed suicide 

3. Sita might have fallen down in the middle of journey towards lanka 

4. Sita might have sunk at the site of ocean 

5. Sita might have been eaten by Ravana or by his evil wives 

Consequences of Accepting Failure 

1. Reaching Kishkindha what would Sugreeva say or Vanaras there or those sons would 

say? 

2. Without seeing Sita, entire effort of crossing the ocean goes absolutely waste 

3. Without seeing Sita, how to face Jambavanta, Angada and what would army of 

Vanaras say? 

4. It is not proper to inform Rama about the loss or no clues about Sita 

5. Rama might give up his life, if he hear that Sita is not seen 

6. Seeing Rama in grief, his dear brother Lakshmana will not exist 

7. Hearing brothers deaths, Bharata will also die and so will Shatrughana 

8. Seeing sons dead, mothers - Kausalya, Sumitra and Kaikeyi will not exist 

9. Sugriva may end up his life after seeing the pathetic situation of Lord Rama 

10. Tara, wife of Sugriva, will not also exist by seeing the distress of her beloved husband 

11. Young Angada seeing the end of his mother and father will also cease to exist 

12. Entire army of Vanaras may end up their lives upon seeing Sugrivas' death 

13. Finally, destruction of Ikshvaaku dynasty and destruction of Vanaras 

H 


Manage Everyone for Results 

The word "Boss" is generally used by us 

to show respect to our controlling officer 

i.e. to whom we directly report. The general 

feeling is that boss is a supernatural person 

and can do anything and has the answer to 

all our queries. This condition is almost 

similar whether you are having a 

management degree in your pocket or not. 

People have a feeling that the person with 

a management degree can handle his boss 

in an easier way than others who are 

deprived of that, but in reality it is not so. 

You have to remember that your boss is a 

human being like you and humans are 

extremely susceptible to the moods, 

emotions and even the ways of thinking of 

those with whom they spend their time. 

There are only two faces of coin here: either 

you are fearful of your boss or your boss 

loves you. You must remember that this fear 

and love game has very short life and 

depends on your knowledge of the job and 

psychology of the boss. 

It is better to be feared than loved. Fear you 

can control; love, never. You have to analyse 

your fear as to what is there that is making 

you fearful. For a beginner, it is a slightly 

difficult analysis but not so tough that if you 

wish you can't do it. I am sure with three 

four meetings you will be able to know the 

expectations of your boss and concentrate 

on that expectations with your full 

competence forgetting whether the boss 

loves you or hates you. 

Avoid outshining your boss. All superiority 

is odious, but the superiority of a subject 

over his prince is not only stupid, it is 

fatal. This is the lesson that the stars in the 

sky teach us. There are stars in the sky. 

They may be related to sun, and just as 

brilliant, but they never appear in his 

company. There can only be one sun at a 

time. Never obscure the sunlight, or rival the 

sun's brilliance, but rather fade into the sky 

and find ways to heighten the boss star's 

intensity because without that you will not 

be able to shine. 

Never imagine that because the boss loves 

you, you can do anything you want. The 

shortest and best way to make your fortune 

is to let people see clearly that it is in their 

interests to promote you and not vice-versa. 

The famous thinker Bismarck once 

remarked "Fools say that they learn by 

experience. I prefer to profit by other's 

experience. 

You can't work in vacuum above you. You 

have to manage your boss who is watching 

you constantly. The second ladder is your 

subordinates who are also constantly 

watching you. As soon as you join an 

organization as head, the persons who will 

work under your guidance start evaluating 

you in order to judge where exactly you 

stand. Some do it to match their wave length 

with you to deliver the best to the 

organization and some do it without any 

intention to come closer to you to get undue 

advantages. 

– Dr A K Pandey 

constitutes nearly eighty percent people who 

don't know how to come to your expectations 

and with a little labour you will be able to 

bring them to deliver the result according to 

you. The rest twenty percent people are of 

the nature that they don't want to do the 

work though they know the work. These 

people have attitudinal problems, totally 

negative people seeing only the dark side 

of anything. 

As fast you will allocate your people so fast 

will be your through with your working. Your 

insight and all the psychology taught to you 

will come together to help you here. It is 

better to handle all these with single hand. 

You are advised not to discuss this issue 

but try to pull one by one the people from 

the twenty percent lot to eighty percent lot. 

You can use here the management 

technique used by Lord Krishna i.e. SHAM 

(By using authority), DAM (By paying 

money), DAND (By giving punishment) and 

VED (By discriminating the right with wrong). 

Your academic knowledge will play a vital 

role as well as the case studies which you 

have practiced during your study. Try to 

achieve hundred percent but in case the 

percentage is less also don't worry but 

concentrate to deliver the best to the 

organization and in due course of time you 

will be able to get the hundred percent result. 

The lesson, which ultimately follows, is 

not to abolish bad and to be on the right 

The basic of psychology is that always make 

side but the best administration is to win 

those above you feel comfortably superior. 

Here also eighty: twenty rules apply. In the defeated battle. Most of the 

They deserve it also as they are in the 

almost all organizations you will get eighty administrators generally remark that they can't 

organization before you and know the 

percent people who will follow your change the organization, as they have not 

expectations of the organizations better than 

instructions and try to deliver the result as enough power to do it. This is not true. 

you. Make your bosses appear more brilliant 

per your expectations. They are the people Anything can be changed the only option is to 

than they are and you will attain the heights 

who are loyal to the nonliving chair have a will power of achievement which can 

of power. If you are more intelligent than your 

irrespective of the fact who is there. The rest only be achieved forgetting the consequences. 

boss, for example, seem the opposite: make 

twenty percent people will take your eighty Equipped with modern management tools, 

him appear more intelligent than you. Act 

percent time as they have only ifs and buts maximum information and other 

naïve make it seem that you need his 

for every thing. 

expertise. Commit harmless mistakes that will 

related styles one will be able to achieve 

not hurt you in the long run but will give you In any organization there may be another the goal, the basic requirement is the zeal 

the chance to ask the master who cannot division. According to this you can divide and initiatives and there will be no fear of 

bestow on you the gifts of his experience. the whole lot in two segments. In first lot being a looser. 

H 

Dr. A. K. Pandey is the CEO of Pandey Education Trust, Jaipur. The author can be reached at edutrust@rediffmail.com 


H R - Specialist yet Generalist 

HR professional - the word conjures a 

picture in our mind of a person who 

contributes from the time you plan to enter 

an organization till the time you finally decide 

to quit. 

A person responsible for recruitment, 

selection, induction ….. the list is quite long. 

Mentally "scans' you - like an x-ray machine 

- towards monitoring, guiding, supporting 

and facilitating you to settle down - ensuring 

that you feel good even when it is time to 

leave the organisation. This is a snapshot 

of the emerging functions of HR professional 

.However, is this task easy and so simple 

as it sounds? The words used above seem, 

to suggest so - where as the truth is entirely 

the opposite. 

The HR professional is like the mirror of an 

Organization. The face of the Organization 

reflects in his/her actions, performance, 

behavior and attitude. HR has to strive to 

ensure that the employees in an 

Organization feel satisfied, just like an adept 

shopkeeper makes his customers feel , "I 

am special'. This has to be done, while 

ensuring that there is no discrimination or, 

even the thought of it arising in the minds of 

employees at large. 

Hence, every HR practice should be 

designed or ,in other words, tailor-made 

after a skilful diagnosis of the patient. He 

should be prescribed only those pills which 

enhance productivity and contribute to 

stakeholder satisfaction. 

In a fast growing economy, it is 

comparatively easier to associate paying 

more salary/benefits to employees and 

getting higher contribution. The challenge 

is more difficult, when the economy slows 

down, to motivate employees to work even 

harder. HR has to create the larger 

environment, for employees to believe in 

themselves- as displayed in attitude and 

more significantly in their contributions. 

Various instruments are being used by the 

corporates to evaluate and reward 

performances and set benchmarks for 

others to be achieved. 

Careful attention should be made to the fact 

that there is healthy competition and no 

envy/ jealousy/damaging competition 

amongst employees. This will then lead to 

poor organizational results even if individual 

functions may do well. 

HR needs to nurture its customers like a 

baby/young child, catering to their whims 

and fancies ,ensuring that they do not falter/ 

fall prey to demotivating influences or, 

rivalries among themselves. 

HR in its true sense should be a 

FACILITATOR. It is not a direct revenue 

generating process but needs to ease the 

way for the Line Managers/employees to 

contribute to earn profits in multiple figures 

for the Organization. HR needs to tackle 

various mindsets and channelize all the 

individuals towards a bigger platform for the 

achievement of Organizational goals. He/ 

she can even take the help of human 

Somya Amritanshu, Student, Atharva Institute of Management Studies, Mumbai. E-Mail: somya_anshu82@rediffmail.com 

232. Why AIDS 

Drugs Are So 

Costly? 

The most recent anti- 

H.I.V. drug, Fuzeon, 

has been priced at 

$21,000 a year in 

Europe by its 

manufacturer, Roche. That works out to 

more than $57 a day for one person. Why 

drug manufacturers like Roche and 

GlaxoSmithKline are not giving up their 

patent rights to save man kind. They should 

follow the example of George W. Merck, who 

released his hold on the patent to 

manufacture streptomycin to save people 

suffering from tuberculosis. George Merck 

was on the cover of Time magazine in 1952 

above a caption of his own words: "Medicine 

is for people, not for profits." In China, 

Ethiopia, India, Nigeria and Russia, the 

number of AIDS cases is predicted to double 

by 2010 with a total 50 million to 75 million in 

these countries alone. They will all die unless 

– Somya Amritanshu 

psychologists/consultants etc to help find 

answers to difficult people problems. 

Herein lies the need to strategise while 

deploying the human focused processes 

and systems. He needs to set generalistic 

rules with a humanistic touch and 

individualistic outlook so that everybody 

feels one with it and adapts to it quickly. 

HR, through patient learning skills needs to 

ease the problem of his customers by 

framing policies which are universally 

applicable. He needs to observe human 

behavior a lot, empathise with them and 

arrive at significant conclusions to deliver 

not only qualititative but also quantifiable 

results. He needs to peep into the heart and 

simultaneously analyse the mental 

motivation. 

Hence the frame of my paper - that HR is a 

SPECIALISTIC yet GENERALISTIC 

function. 

Despite the perceived workload and 

challenges- with an equivalent of an extra 

day per week- 94% of HR professionals 

insist that they are still happy in their role. 

(19th August, Business Standard) 

We need to raise a toast to the whole HR 

community for such high level of 

commitment; for only the people who can 

walk the talk can inspire and motivate others 

to do so. 

Kudos to all the people who have ever been 

attached to the HR community!!!!!!!!!!!. H 

Fascinating Facts 

– K. Satyanarayana 

medicines are available to them at affordable 

prices. These patients are running out of time 

and cannot wait endlessly for the 

governments and drug companies to decide 

on patent rights. The rich nations need to do 

some thing on top priority. 

(Source: The New York Times, 

March 15, 2003) 

Mr. K. Satyanarayana, Hon. Executive Director, National HRD Network. He can be reached at: ksnhrd@gmail.com 


Should Subhas be fired? 

Case Study-27 

– R. Dharma Rao 

Subhas Mazumdar was working in an 

Engineering Company of national repute 

as a Foreman. There was a restriction in that 

Company that Foreman and above should 

not have a Union as the Company was 

fulfilling all their needs. They were called 

Management men. Categories down below 

had a recognized Trade Union, affiliated to 

CITU. The M.D. from time to time was 

holding dialogue sessions with all 

Management men, totaling about 200, who 

had a freedom to question the M.D. on any 

matter including their salaries, perks, etc. The 

M.D. assured them that he would pay more 

than any other competitors in their profession 

including all facilities and perks put together, 

monetary and non-monetary. The 

Management men, therefore, should not 

worry that they were under paid. Thus, the 

MD had enjoyed confidence of all his 

management men who were mostly 

contented. The attrition rate was well within 

the control of the standard rate. 

Subhas, who belonged to the State, and 

came up from ranks, was taking initiative to 

take up some issues pertaining to perks. He 

was often discussing with his colleagues on 

the matter of their compensation. He was 

collecting necessary information with regard 

to the perks and other payment details offered 

by other competitors for comparison purpose. 

Further, he was of the view that they should 

have a Union for themselves for addressing 

their various demands. To support his 

argument, he was narrating the existence of 

Officers' Unions in the Banking sector, etc. 

Further, he had a strong feeling that the right 

to form a Union was denied. If M.D. was 

liberal and taking care of all Management 

men, why he was against formation of a 

Trade Union by these men? Trade Union was 

not only to take up demands but it would also 

benefit the organization in many ways. He, 

therefore, opined that MD should be lenient 

and allow them to form a Union. 

Nevertheless, majority of the executives did 

not feel like that. Further they were of the 

view that it would become a necessary 

headache as a bargaining agent. They had 

full confidence on their M.D. who established 

a positive rapport and affinity for more than 

ten years. They could, therefore, concentrate 

on their production and allied matters without 

any diversion. On their suggestion, M.D. 

abolished six years back grades and scales 

for all management men. Each of these men 

had his basic pay which was to be kept 

confidential. The basic pay was the criterion 

to receive other perks, allowances, etc. 

Increments in their basic pay, sometimes 

more than once in a year, were sanctioned 

by M.D to those high performers and 

deserving executives 

As the days were passing, a time came when 

the Workers' Union had submitted their 

charter of demands for revision of all their 

allowances, etc. as the period of their earlier 

Wage Agreement was over. The negotiations 

between the Management and the Union 

started. There was a strong 

misunderstanding between both the parties 

on the issue of Leave Travel Allowance. 

While the Trade Union was firm in demanding 

the Management to increase the quantum 

of money, the Management was pursuing the 

Union to reconsider its demand on this issue 

which would involve huge financial burden 

on them. The Union with lot of prominence 

took this issue to the roads. Meetings were 

being conducted in different areas in the 

evenings which were attended by large 

numbers. The Union officials were uncouthly 

explaining to the gathering that the Company 

had adequate funds to sanction extra amount 

towards Leave Travel Allowance, but they 

were lingering the discussions deliberately 

taking a supplication that the extra burden 

could not be borne by them. This plea was 

not acceptable by the Union and would not 

succumb to the argument of the company. 

One day, a protest demonstration by shouting 

anti-management slogans by the Union 

Committee members and other workers was 

conducted in front of their Main Works gate. 

There was lot of hullabaloo and commotion. 

The Union General Secretary addressed the 

large gathering elatedly and was proud of 

his strength. The local paper published this 

news in their paper next day with a 

photograph of the crowd of the spectators 

numbering more than thirty. The Production 

Manager while reading the paper at about 

Mr. R. Dharma Rao, Head, HR, ICBM. He can be reached at: ravidharma_icbm@yahoo.co.in 

5-00 pm observed Subhas, a Foreman 

working under him, in the throng raising his 

right hand, mouth widely opened indicating 

that he was shouting a slogan. He called 

Subhas to his room and asked him. Subhas 

denied that it was not he and probably some 

other person who was looking like him was 

there. He pleaded that he should not be 

misunderstood. The Production Manager 

sent a report to the top management on this 

matter, enclosing the cutting of the paper. 

Other superiors also identified the person as 

Subhas Mazumdar. Before taking any action 

against him, the MD wanted more detailed 

information on the paper report from his 

Intelligence Department who confirmed that 

Subhas was rightly identified and there was 

an evidence that he participated in that bustle. 

A charge sheet was issued to Subhas next 

day alleging that he, as a Management 

person, actively participated in the 

demonstration conducted by the Workers' 

Union which was a breach of understanding 

between the Management and their men. 

Subhas, in his reply, totally denied the charge 

and assumed that Management was 

victimizing him. He was not culpable though 

he had initiated with some of his colleagues 

on the matter of starting an Officers Union. 

His reply was not accepted and a domestic 

enquiry was conducted. The charge was 

proved. 

Questions for Discussions 

1. Why the MD did not want a Union for 

Management men? What are the 

advantages and disadvantages? 

2. If you are the MD, how you would like to 

deal this case? 

3. If you are Subhas Mazumdar, what type 

of behaviour you would adopt in this 

organization? 

4. Are executives of any organization 

proscribed not to attend the Workers' 

Union? 

5. Should Subhas be fired? 

6. Imagine that Subhas was discharged and 

he went to the Labour Court. How the 

case would be dealt by them? 

H 


Chapter News 

AGRA 

Agra Chapter coordinator Miss Rupali Singh 

gave a talk on "House Keeping". While 

giving a talk she correlated the same with 

Japanese 5's Approach (KAIZEN). The 

members of NHRDN and students of BMAS 

Emgineering College attended the meeting. 

Welcome to New Members 

Permanent Institutional Member: 

Indian Institute of Information Technology 

and Management, Gwalior (IIITM, Gwalior) 

Represented by Dr. S. Rangnekar and Dr. 

Manoj Patwardhan. 

DELHI 

High Performance Leadership-A HRD 

Network Delhi Chapter special event 

The event began with the Secretary, Mr. 

Anubhab Goel, requesting the audience to 

repeat the HRD Code of Conduct after him. 

The Panel Members were: 

Vineet Kaul - VP (HR) & Executive Director 

(Philips India), Arun Sehgal - Director HR 

(Glaxo Smith Kline), Dr.Tony Cockerill - 

Founder (Centre for High Performance 

Development, CHPD), Rajan Kaliya - VP 

(HR) Max New York Life Insurance, 

Facilitator- SY Siddiqui President Delhi 

Chapter 

The topic of discussion was "High 

Performance Leadership" where the panel 

members described various models that are 

implemented successfully in their 

organization. 

The discussion started with Mr. Siddiqui 

telling that how the environment is changing 

from a stable nature to that which dynamic, 

competitive and complex. With this changing 

scenario, the contribution of leadership has 

increased. The discussion revolved around 

CHPD's integrated leadership technology. 

Dr.Tony was available through video 

conference from UK & elaborated on the 

concept by focussing on the strategy of 

developing leaders and how the CHPD 

leadership diagnostics work. 

Mr.Vineet Kaul explained many high 

performance leadership models. Various 

aspects of high performance behaviour were 

also discussed like thinking, developmental, 

inspirational, and achieving. 

Mr. Arun Sehgal followed the discussion by 

adding his point of view. He quoted the 

examples of GSK and how there was a shift 

in the development plan to incorporate the 

high performance behaviour, which led to 

the successful integration of HR processes. 

The topic was further explored with the help 

of examples of the key initiatives being taken 

at Max New York Life Insurance by Mr.Rajan 

Kalia. 

Audience questions were also addressed in a 

very systematic manner. Every audience 

member was provided with a slip to write their 

question for a specific panel member, which 

were then passed onto them for their response 

Mr.S.Y.Siddiqui then thanked the panel 

members for their participation and 

Prof.Ahmed presented mementoes of the 

event to panel members. Finally, Mr. Anil 

Gaur concluded the event by presenting a 

Vote of Thanks 

HOSUR 

The NHRD Hosur Chapter Monthly evening 

talk was held on 14-10-2008 at Ashok 

Leyland Management Development Centre. 

Mr. C Siva Kumar, Industralist and also the 

Chairman of Madras Management 

Association, Hosur Chapter addressed the 

audience on "Total Employee Involvement". 

He shared the best management practices 

in Toyota company. He explained the 

prevailing culture and the practices followed 

in Prabha Industry, owned by him. For the 

past 27 years, the industry faced no unrest. 

He shared how team work is being nutured 

in his company. Mutual respect and trust will 

eliminate blame culture. System orientation 

will go a long way reinforcing discipline at 

all levels. Prabha industry has been 

following the best practices such as Opening 

shot, Fun at work, Outbound learning, 

Parents letter, spouse training etc. 

Mr. R Rajaram, the Chapter President has 

summed up the meeting. The members of 

Hosur Chapter were informed of the Natioanl 

Annual conference, which will be held at 

Chennai on 28th & 29th November and 

requested to participate in large number. 

HYDERABAD 

Welcome to New Members 

Permanent Institutional Members 

Conseco Data Services India 

Represented by 

Mohsin Khan Mir Ali, M D 

Chandra Sekhar G, Manager - HR 

Annual Institutional Member 

Bhoj Reddy Engg College for Women 

Represented by 

Eswar Reddy N C DR, Principal 

Subramanyam J B V, Training & Placement 

Life Membership 

Mamatha G, Executive - HR, Visaka 

Industries Ltd 

Annual Individual Member 

Ramesh Babu S, Manager- HR, CAL On 

Group of Companies 

Namita Koria, Executive - HR, TATA Elxsi 

MUMBAI 

See Page No 29 

NAGPUR 

National HRD Network Nagpur Chapter in 

association with "The International 

Transactional Analysis Association" 

organized two days human resources 

empowerment programme TA-101 on 27 & 

28 Sep 08. The participants had been 

professionals from Industry & Academia. 

Also a good number of Counsellors & 

psychotherapists attended the programme 

at Hotel Tuli International Nagpur Mr. Ajay 

Sinha GM HRD Ispat Ltd, Mr. Arvind Jain 

VP HRD Indorama Synthetics (I) Ltd & 

President Nagpur Chapter, Dr. Amishi Arora, 

Drector Central Institute of Business 

Management Research & Deveopment & 

Imm past President, Mr. Ramesh Sangare, 

President HRDC & Chairman Professional 

Development Committee, Dr. Prabodh 

Yelne President Nagpur Consellors' 

Association, Mr. Rakesh Mani of Ispat Ltd, 

were present to inaugurate the session. Dr. 

T.S. Radhakrishnan renowned TA expert 

from Chennai took this programme. This two 

days basic course in Trasactional Analysis 

is officially prescribed by International 

Trasactional Analysis Association USA. Dr. 

TS Radhakrishnan is a certified accredited 

trainer of ITAA & Neuro Linguisitic 

Programming (NLP). Mr Shyam Laddha 

CEO Vasundhara Dairy (Amul) & Patron of 

NHRDN Nagpur Chapter,. Prof Shyam 

Shukla Executive Director & Mrs. Vinda 

Wrhadpande Gen Secretary NHRDN 

Nagpur Chapter. Mrs. TS Radhakrishnan, 

Mrs Yashashree Marathe, Mr. Amar Damle, 

Mr. Deepak Menaria AVP HRD Global Logic 

had been instrumental for the success of 

this programme. Dr. Vijay Anand Phate 

conducted the proceedings." 


NEW LIFE MEMBER 

DR. ANURADHA PRAKASHEY - CLINICAL 

PSYCHOLOGIST 

PATNA 

See Page No. 31 

PUNE 

Adult Learning Demystified:Benefits for 

Trainers and Business" 

According to the National Centre for 

Vocational Education Research, staffs who 

receive formal training can be 230 per cent 

more productive than untrained colleagues 

who are working in the same role. Training 

is more than placing students in a room and 

feeding them with information. It involves 

an understanding of the participants and 

their learning styles and should be seen as 

a two way discourse between trainer and 

trainee. 

Aaron Smith of MRWED spoke about 

engaging the adult learner and the benefits 

this has for industry while specifically 

addressing the following questions - 

* How can we motivate adults to learn? 

* How does competency training assist 

the encouragement of learning? 

* How do different generations learn 

together? 

* How does investing in learning benefit 

business? 

Few Feedbacks- 

1. Vijaya Kumar Cognizant Academy, 

Pune - 

The session on adult learning was a good 

learning experience for me. The faculty was 

highly knowledgeable and was able to keep 

the audience enthralled with his 

presentation. I am sure the contents learnt 

will go a long way in making our sessions to 

adult learners more focused, resulting in 

better transfer of knowledge from faculty to 

participant. 

2 . Nidhi Dhanju Senior Consultant, 

Infosys Leadership Institute. 

Interesting session. It highlights the 

sensitivity of andragogical practices to 

learning and training, the AVK model (Aural, 

Visual, kinesthetic) is an interesting one and 

was well presented with examples and 

personal stories. 

VIZAG 

Visakhapatnam Chapter - Welcome to 

New Members 

KV.Ramana Murthy, Assistant Professor, 

Andhra University campus, KAKINADA 

HR QUIZ – 5 

Quiz Corner 

1) In communication technology, what is a Piocell? 

2) Which global brand/product is used by " The Economist' publication to 

compare PPP(Purchasing Power Parity) across countries/currencies? 

3) Which well known and legendary CEO of a global company said these words 

and about whom? 

"He has this rare ability to distil meaningful from the meaningless and transfer 

it to others in a quiet way, without destroying confidence" 

4) Which section in the Industrial Disputes Act, refers to the process to be 

followed by Management, before altering any conditions of employment of 

those who fall under the definition of"workman'? 

5) What is the full form of LSIP in the Learning and Development discipline? 

6) Where was the 2007 Annual conference of NHRD Network held and where is 

it being held in 2008? 

7) What is the full form of the brand SAP? 

8) Which large Indian Group's Learning & Development centre is branded 

Gnanodaya? 

9) Who is the newly appointed India Head for SHRM?(Society for Human 

Resources Management) 

10) What is "Garden Leave"? 

Quiz Master: 

Mr. P Vijayan, Director-HR, CHEP India, Mumbai 

E-Mail: vijayan.pankajakshan@chep.com 

Answers to Quiz – 4 

1)Chairman & CEO-EXXON-Mobil, 2)Recency- Frequency- Value, 3)Oxford 

University- United Kingdom, 4)Mind Tree Consulting, 5)Sham Rao Vithal 

Cooperative Bank, 6) Exaggeration on either sides- during negotiations, 7) Cocoa 

Beans, 8)the blank space-between areas of print-in a piece of printed material, 

9) Raschandrika is the "Bible" for Konkani cuisine and Dadimano Varso is the the 

Bible for Jain (Palanpur in particular)Cuisine 10)Leadership in Energy and 

Environmental Design (LEED) Green Building Rating System 

CORRECTION 

The photo printed on page 34 of 

October Issue is not of the author of 

the article. The correct photo of Michael 

Raj is produced below. 

M.S. Michael Raj 

The error is regretted. 

PUBLISHER" 

CARTOON CORNER 

Col. P Deogirikar, Indore 

p_deogirikar@ruchigroup.com 

Honestly, I have only one hobby, 

Madam. Since childhood, 

I am fascinated by the bombs; how 

are these made, what 

sort of destruction will these make, 

etc. etc..... 





Dr. Anuradha Prakashey accepting the Ta certification by 

Dr. Radhakrishnan 

Dr. Amishi Arora, Mr. Arvind Jain and Dr. Radhika Marwaha 

Mr. Ajay Sinha, Prof. Shyam Shukla, Dr. Amishi Arora, 

Dr. TS Radhakrishnan and Mrs. Radhakrishnan 

Mr. Arvind Jain handing over Memento to Dr. TS Radhakrishnan 


Mr. V. Nagarajan, Vice President introducing the speaker 

Prof. Siva Kumar welcoming the gatherings 

View of audience 

Mr. C. Siva Kumar addressing the audience 

Mr. Ratnakar Mishra, Mr. S.N. Sinha, Mr. Simon, Mr. A.N. Sinha 

and Mrs. Meena Sinha. 

Group photo of Simon with Members of Patna Chapter 


Vote of thanks by Ms. Riya 

Riya with Aaron Smith 

(L to R) DS Varma, MNKS Varma, Prof. K. Sivaramakrishna, 

and Prof. N. Sambasiva Rao 

Sri Y. Manohar, Presenting a memento to Sri DS Varma 


Jaipur Chapter "Search for Alternative Model of Development" 

A Round Table Conference on "Relative 

Economics" was organised on 20th September, 

2008 by NHRD, Jaipur Chapter and IILM 

Academy of Higher Learning, Jaipir at 

Anuvibha Kendra, Jaipur, under the kind 

patronage of H.H. Acharya Mahapragyaji. The 

programme started by a prayer by Muni Neeraj. 

Dr. Ashok Bapna, 

President, NHRD and 

Director, IILM-AHL, Jaipur, 

while welcoming the guests, 

presented the theme and 

said that this round table 

conference will create 

awareness and knowledge 

on "Relative Economics", 

which could serve as a model for sustained 

development. He wished for stress free society 

based on the principles of Jainism. He wished 

that sociologists, politicians, economists, and 

environmentalists and experts from other fields 

could develop a model for consumption 

patterns for sustainable human development. 

He said that we should take into account three 

P's viz. People, Planet and Profit, by humane 

development, environmental protection and 

monetary economics. 

Mr. R.L. Bajpai, social 

scientist, said that we should 

focus and clearly define the 

area of "Relative 

Economics" as an Relative 

model of development. 

According to him it should 

be based on morality, ethics 

and human values, in place 

of profit driven economy. He said that every 

religion gives insight to sustainable 

development. While speaking on the theme, 

he said that although there has been rise in 

consumerism, but this development is not 

balanced and inclusive. This has resulted in 

lot of social problems like hunger, poverty, 

crime, etc. He said that the vision should be to 

achieve faster and inclusive growth which could 

be achieved through focusing on the quality of 

life, and no rigid cultural rules and regulations. 

He wished if we could codify the principles of 

economics of non-violence as a 

multidisciplinary subject. 

Prof. Udai Pareek, 

Management Guru in HRM, 

spoke about decentralized 

economy and sustainable 

growth and explained the 

concepts with examples. He 

said that the green 

revolution has degraded the 

environment by using chemical fertilizers. 

Hence we should see that our development is 

sustainable and there is equal distribution of 

land for reducing the disparities between rich 

and poor. He wished for right utilization of the 

developmental policy allocated funds, i.e. for 

human welfare and for sustainable 

development. He said that there is a need for 

economic development and the principles of 

Jainism of non-possessiveness and 

compassion. He said that success is not only 

attaining power and money, but also as 

happiness, appreciation by the critics and the 

ability to appreciate beauty. He hoped that this 

sort of ethics-based developmental model 

could help in sustainable development, and 

lead us to a safer and more secure world. 

Prof. Yogesh Atal, Social 

Scientist and Former 

Director, UNESCO, Paris, 

said that in place of capitalist 

economy we should search 

for an economic model 

which could eliminate 

hunger, poverty, 

unemployment and dissatisfaction in the 

society. He defined poverty not only in 

economic terms but also in terms of noneconomic 

factors like denial of services like 

health, education, infrastructure and medical 

facilities etc. He also tried to relate poverty 

reduction with economic development. On 

speaking in the context of India he said on 

absolute terms poverty has been reduced but 

the distribution of people below poverty line in 

different states is not proper. He also related 

poverty with globalization which has resulted 

in increasing our needs and also resulted in 

non-violence in the society. He said that firstly 

the solution could be found by adopting a 

homogenized culture, in which all the good 

points of all cultures could be incorporated. 

Secondly, we could also find solution by 

exploring our cultural heritage and make it 

currently usable. 

Prof Ishii, Kagawa 

University, Japan, said that 

though Japan is 

economically developed 

country, the principles of 

Gandhiji based on truth, 

non-violence, peace, 

"Aparigraya", "Swadeshi" 

and use of appropriate technology for 

sustainable development are being studied. He 

said that there is a need for peace studies for 

greater development and peace action should 

become an essential part of education. He 

stressed that universal peace could start by 

inculcating emotions and feeling of 

understanding. He stressed on the need for 

research for peace. He talked about peace in 

terms of never-ending and multidimensional 

aspect starting from within and flowing outside. 

He defined the peace absence of war or conflict, 

central positive value and inner harmony. 

Prof. L.N. Nathuramka, 

explained the concept of 

Relative Economics and 

said that it results in 

inclusive growth and tries to 

bridge the gaps between 

cities and villages, men and 

women or gender 

inequalities, rich and poor, upper and lower 

castes, educated and uneducated, various 

sectors like agriculture, industry and services, 

new technology and old technology etc., for 

sustainable development and prosperity. He 

said that in the current neo-classical economy, 

the emotional development is very less. While 

speaking on Chinese economy, he said that 

though there is high growth rate, but their 

development is not sustainable. He said that 

there should be convergence of ethical, moral 

and economic development. He also wished 

that the concept of "Relative Economics" could 

make substantial contribution towards 

reduction in violence. He finally concluded that 

the topic of "Relative Economics" should be 

discussed by experts from various fields and 

from various angles. 

Y u v a c h a r y a 

Mahashraman, stressed on 

morals and ethics for 

complete development. He 

said that if the worker is not 

paid adequately by the 

employer, then he is 

exploited. Similarly if the 

worker is not working productively, then the 

employer is exploited. He wished for absence 

of both these forms of exploitation on part of 

worker and employer. He said that our 

education system should also try for total 

human development and not just creation of 

knowledge. He related terrorism to hunger, 

poverty and unemployment, and said that the 

concept of relative economics based on 

tolerance and compassion could solve many 

of these problems. 

H.H. 

Acharya 

Mahapragyaji, while giving 

his blessings, expressed the 

need for intellectual and 

spiritual consciousness for 

human and related 

economic development. He 

said that this new Nonviolent 

economic concept of "Relative 

Economics" based on balanced spiritual and 

material development, change in education 

system including Spiritualism, Morality, 

development society, emotional control will 

save the society from conflicts, tensions, 

protection of environmental pollution. He 

expressed the need practicing spiritualism in 

our life. He said that one should work with innerconsciousness 

and one should curtail the 

needs. He stressed on the need for training in 

Non-violence for intellectual and spiritual 

consciousness for human and related 

economic development. He suggested that 

Non-Violence is required in becoming good 

human beings. He finally concluded by 

suggesting that now we should work on 

implementing the model of "Relative 

Economics" and try to understand that how 

practically it could reduce disparities and solve 

the problems of the society. 

Dr. Bapna thanked all the participants and said 

that this conference has helped the students 

of IILM - AHL students in becoming value 

added managers. He identified two problems 

that are present in the world as fundamentalism 

and corruption. The solution to these problems 

could be the new model of "Relative 

Economics". 

Rajkumar Bardia, Sectary 

General, Anuvrat Global 

Foundation, while 

presenting the vote of 

thanks, said that this new 

model of economics could 

help in moving towards 

humane development. 

Mr. Sudhir Upadhyay, Faculty IILM-AHL, 

mentioned that these dialogues provide a good 

road map to prepare a blue print on "Relative 

Economics."

HR - National HRD Network

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