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Editorial Dear Fellow Professionals With this issue, the HRD Newsletter completes 24 years of being a platform for learning from one another. We will sprint to the Silver Jubilee year from the next issue. We have come a long way from the humble beginnings in XLRI. Prof TV Rao, Rev Fr Abraham, Mr Baburaj Nair and a whole lot of others were passionately involved with the Newsletter in the beginning years. We salute all the people who thought of the Newsletter and put their hearts and souls during those days. They are the pioneers, and they laid the solid foundation for the Newsletter to sustain and grow. We have had hundreds of people sharing or wanting to share through the Newsletter. We thank everyone of them. Thousands of people have read the Newsletter during the past 24 years and have found it useful. We thank each one of them for keeping the Newsletter alive. Hundreds have commented and made valuable suggestions. We sincerely thank them for their commitment to the Newsletter. A large number of organisations and people have supported the Newsletter in the form of advertisements, news items, publication and so on. Our deepfelt thanks to all of them. During the next year, we will carry select articles from the previous issues that can bring back old memories. Over time, old gets forgotten, though it is quite relevant. This attempt will bring the relevant articles back into focus. We will also carry views of contributors, readers, and others who have been associated with the Newsletter in the past. This gives us an opportunity to 'listen' to what they have to say, and get us connected to these veterans. Please see also the announcement by the publisher on page 51 related to silver Jubilee year. Here's being committed to the next 12 issues being collector's items. NHRDN Veteran Chandra is now ICF certified Executive Coach - C Balaji Dr. Sripada Chandrasekhar -life member, longtime associate and invitee to the Board of National HRD Network ( Head of HR for Capgemini India) has added another feather to his professional cap. Chandra- as he is popularly known among NHRDN members- has been recently accredited by the world renowned apex professional body in the field of Coaching -International Coach Federation(ICF) - as Associate Certified Coach(ACC). We understand that he is the first career HR manager in India to be certified by this prestigious body Dr Chandrasekhar-over last 18 months pursued the required course work, practiced hours of Coaching and after independent assessment by qualified and accredited master coaches of ICF, received this coveted accreditation. Asked about this achievement, Chandra( with his usual modesty ) said: 'it gives me satisfaction that I am able to continuously learn new skills and keep myself relevant". Coaching, he said ,needs be fully understood and professionally practiced in India so that we can help the next generation of Leaders and Executives leap frog their capabilities. Coaching he said is not giving advice and telling people what to do. It is a helping process that enables people discover their true and full potential. Asked if he intends to take to full time professional practice of Executive Coaching, Chandra said that has to wait a few more years. Meanwhile those interested in Coaching may write to him at csripada@yahoo.com NHRDN wishes Chandra continued success and happy Coaching . | HRD News Letter | March 2009, Vol.24, Issue:12 8
Contributed By: Sunil Goel, Monthly Feature by Global Hunt Human Process Re-engineering Human Process Re-engineering is a strategy that can improve the way your organization delivers robust HR services and increase employee satisfaction. What does it mean to re-engineer? In the tradition of Michael Hammer and James Champy, authors of Reengineering the Corporation, Kaufman defines reengineering as "a radical redesigning of business processes. 'Radical' and 'Business' are the operative words." Process Improvement Process improvement is at the opposite end of the process management continuum to reengineering. Where reengineering seeks radical change through designing whole new processes (revolutionary), process improvement looks for incremental, stepby-step, continuous improvements to existing processes (evolutionary). While reengineering is implemented top-down, Mail us at: corporate@globalhunt.in, Visit us at:www.globalhunt.in process improvement is usually a grassroots bottom-up approach. Where a single process reengineering project sweeps broadly across many functions or the whole organization, process improvement efforts are often within single teams or a few functions. While process reengineering drives behavior change through structural change, process improvement does it through training and shifting "the culture" (the way we do things around here). And where process reengineering throws everything out and starts fresh, process improvement tries to analyze and standardize (get everyone consistently using the agreed upon procedures and make the process reliable) and improve upon the existing process. What HR Process Re-Engineering Is Not There are many widespread misconceptions about the nature of HR process re-engineering. 1. HR process re-engineering is not downsizing 2. HR process re-engineering eliminates work, not jobs; background. In a decade in which 3. HR process re-engineering is Need notfor Change "restructuring" - moving boxes around an organizational chart; 4. HR process re-engineering is not automation; 5. HR process re-engineering is not reengineering a department but rather a process in an organization. Reengineering employee recruitment: retain the best that remains In this age of greater employee involvement and fewer employees in a firm's work force, it is essential for businesses to find and keep the best people available. To accomplish this requires a fresh approach to recruitment. The recruitment process does not stop once a person is interviewed and offered a job. Recruitment must be thought of as a 24- hour, seven-day-a-week job. It is no longer the exclusive responsibility of human resources departments. Internal, as well as external, recruitment is everyone's job. Not only must we find better matches between new hires and flattened, downsized organizations; as managers, we must retain the best that remains. That task involves finding and keeping the best employees - irrespective of their sex or ethnic employee involvement is so essential to continuous improvement, it is likely that finding and keeping quality employees will become increasingly important. Conclusion: Human Process Re-engineering is no doubt a tool or mechanism for the entire HR department to co-relate with the organization. It shows a structural path with synchronized approach towards the objective and vision of an organization as a whole. GlobalHunt says that this process would cut short the unwanted task and function therefore it certainly speeds up the entire business process with top most accuracy. Contributed by Uthej Kunamneni, WORLD FEDERALISM from Dallas, Taxas, USA The answer to all our problems is a single global government, often referred to as World Federalism. It is a school of thought advocating the merger of all sovereign states into a single integrated union. All nations must transfer their loyalty to a supernational authority to dismantle the anarchical system of competitive territorial states that produce war. Federalists believe that people are good, wise and enlightened and that a world government is the answer. We all know peace is better than war. All the people in the world share the same atmosphere and the same oceans. We must all speak with one voice about climate, about water, and about poverty. We are one people on one world. You do not see any boundaries from space. We see people every where killing each other over some imaginary line that we are even unable to see. The earth is whole. We need a government that can hear all of us. Star Trek, the science fiction visualizes not only such a world government by 2120 but even visualizes the United Federation of Planets... | HRD News Letter | March 2009, Vol.24, Issue:12 12
Page 2 and 3: ISSN-0974-1720 Vol - 24 March 2009
Page 4 and 5: Smarter HR : Deploying Technology t
Page 8 and 9: Lead Feature Your 'Time Pass' Throu
Page 10 and 11: Column Trust — The Act of Transpa
Page 12 and 13: Right-training and Right-sizing for
Page 14 and 15: A n specter is sweeping across the
Page 16 and 17: Pink Slip- An Involuntary Exit Mobi
Page 18 and 19: Fighting Attrition in Retail Attrit
Page 20 and 21: Resurrecting Organizations in Turbu
Page 22 and 23: E conomies have slowed down and com
Page 24 and 25: Introduction : Utility in diversity
Page 26 and 27: Introduction: Competition is the ke
Page 28 and 29: Little Harry had managed to convinc
Page 30 and 31: "If a man hasn't discovered somethi
Page 32 and 33: Municipal School to Managers Recent
Page 34 and 35: 2000….when the dot com burst happ
Page 36 and 37: Preview An effective Training Progr
Page 38 and 39: CASE STUDY - 29 "Mr. Sridharan, You
Page 40 and 41: NAGPUR NHRDN NAGPUR CHAPTER EVENT O
Page 42 and 43: JAIPUR CHAPTER MDGs 3rd State Level
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