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1. My Note As a Fortenian 6

2. Articles 5

3. HR Memoirs 14

4. Faculty Perspective 17

5. Know Your Faculty 19

6. Book Review 21

7. Alumni Speak 23

8. Talk With a Senior 25

9. HR Symposium- A Report 27

10. HR News 32

11. Fun’ der land 34

INSIDE THE ISSUE

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The Forte Team-

Faculty CoordinatorProf.Anand Christopher

EditorialNanu Sandhya SAbinaya VMichelle Wendy D’costaVishnu SanthoshPrarthana Sharma

DesignSantosh Kumar BAarushi Gupta

Forté is the official HR newsletter which throws light on the major HR events happening in and around CUIM. This newsletter is also an enriched mixture of HR news, strategies, articles, events and interviews. HR is all about being human and Forté is your human strength.

About Us

EditorialDear Christites,

As always we have collaborated with the best minds and here we present to you this latest issue of Forte with the theme ‘Critical Issues in the World of HR’.

This issue has articles narrating the personal experiences of students at their workplaces. Some of the spe-cial features of this issue are Talk with a Senior along with the regular sections such as Know your faculty, HR News and an exciting crossword to test your Human Resources Vocab. We also have a special note by our beloved senior HR students sharing their experiences with us. We would like to use this opportunity to express our love and appreciation to them and we wish them all the very best as they embark onto their future corporate careers as HR professionals. They will be sorely missed.

We hope to enthuse you through this issue. Your valuable insights and feedback are always welcome. Let us keep the spirit of HR to the brim!

Happy Reading,

Team Forte

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My Note as a Fortenian...

People have always been our forte. As a co-editor and a part of our HR department’s core initiative, working for Forte gave me the privi-lege to highlight the best of what’s around. The students and teachers have been our primary source of knowledge. Getting to know them personally and echoing their views to the readers has been our special achievement.When Learning matters, Forte gives you a Drive. Continue on that journey… Wish you all the best! _ Pushkar/ MBA - HR

‘Forte’ had been one thing that was always close to my heart. I was lucky and proud to be a part of the editorial team for one of the best newsletters in Christ University. I would like to thank our faculty coor-dinator, Prof. Ánand Christopher and the whole editorial team consisting of Pushkar, Ayan, Aditi,Anju & Jyothi for the wonderful experience & learning we were able to share and showcase. I wish the Junior Forte Team all the very best and to keep up the legacy!! _ Kevin and Ayan/MBA -HR

The journey of Forte gave me a hands-on learning in designing a newsletter from the readers’ per-spective. The back end search clearly expanded my in-depth knowledge in the latest trends in Human Resources. This opportunity has clearly given me an eye to view literature closely to make relevance to student population. _ Aditi/ MBA -HR

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ISSUES AND CHALLENGES IN INDUSTRIAL RELATIONS

Aarushi | 1321043 | IMBA

Human resource is no longer a staff function. It has expanded to the line function as well and with it, the scope of HR has also found new boundaries. These new boundaries cover many fields and each field has its own signifi-cance now. One of the multidisciplinary fields is Industrial Relations.

I have chosen this topic for my article because in the world of human resources, majority of the critical issues is taking place in industries between the management and the workers. What happened at the Maruti Manesar plant proves this fact that the relations between the management of the industrial enterprise and its employees should be the biggest concern.

Industrial relations denote the relationship between the management and the workers, but this is just a very small part of it. Traditionally, IR covers aspects like trade unions, workers’ participation in decision making, collective bargaining, grievance handling, and industrial disputes and labours laws. Since IR is seen as a collectivist term, it is responsible for creating a healthy relationship between the workers, employees and has a major role in settling the conflicts within the organization.

CRITICAL ISSUES IN INDIA:

Everyday IR managers have to face new challenges in the factory. These challenges can be anything from accidents happening in the plant to the union strikes to fulfil their demand. Therefore the IR man-agers have to be prepared for these scenarios.

6I have identified some of the challenges which is faced by the IR managers in our country. These are as follows. •LabourlawsvaryfromstatetostatebecausetheconstitutionofIndiahasthesubjectoflabourmentioned in the concurrent list and thus both the central and the state have the power to amend it. This makes it difficult for the IR managers to follow the law strictly. •TherolesandresponsibilitiesoftheunionarenotclearlydefinedduetowhichtheIRmangershave to face problems while making decisions. A Protected Workman is defined but there is no such provision for the managers. •TheContractLabourAct,1970hasnotseenmanyamendmentssinceitsformationandifwegothrough the statistics, the demand for the contractual labours has increased significantly. Thus, the IR managers are fully responsible for the decisions which later on create the difficulties. •ItisdifficultfortheIRmanagerstofireanyworkerortakeanyactionagainsthimasproductivityand flexibility are not defined and thereby, the managers do not have a standard to judge the perfor-mance of the workers. •Wagesystemisanothermajorconcernasthereisadifferenceinthewagesoftheregularandthe contractual employees but the work done by both is almost similar. This creates a lot of difficulties for the IR manager.

HOW TO FACE THESE CHALLENGES?

Today, almost every organisation is driven by “PROFIT” and in the race to make more and more profit, they have ignored the importance of the employment relationship. This is the major cause of indifferences among the workers. The fact cannot be denied that the Manesar incident is not only a black mark on the Maruti Udyog’s image but also over the social image of our country. We should together look for solutions so that inci-dents such as these do not occur in the future.Some of the ways through which these issues can be managed are: •TheIRmanagersshouldalwaysworktogetherwithalegaladvisorandconsultwithhimbeforemaking decisions to assure that the company is following all the regulations such as the Labour Laws and Civil Laws. •TheIRmanagershouldbepatientwiththeemployeesandshouldlistencloselytotheircon-cerns before putting forward any suggestions or judgement. •Jobrotationandtransferpolicieshaveproventobeeffectivewhendealingwiththedisputes.Thus, these practices can be used to deal with the disputes. •TheIRmanagersshouldalsokeepaneyeonwhatishappeninginthebottomlinebutshouldnever directly interfere in their work or decisions which are related to the union.Thus, in a nutshell, IR is the responsibility of both the workers as well as the managers and they should work together towards the creation of a better organisation as well as a better country.

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HR ADDRESSING MENTAL HEALTH ISSUES @ WORKPLACE

RUBY MARY THOMAS | 1321459 | 1MBA

The subject concerning with mental illnesses have not been clearly understood by organisations because of which a stigma arises in the minds of the employers that an individual with some kind of mental disorder could turn out to be a less produc-tive employee in comparison to a healthy employee. It is to be noted that, this is one among the critical issues faced by the HR globally. Mental health problems include anxiety, depression, stress, schizophrenia etc. that are treatable to agreatextent.AccordingtoBBCHealthnewsaroundtensofthousandsofpeopleintheageof15-34, are suffering from mental health issues such as anxiety, depression and stress. Doctors say that if this condition is left undiagnosed and untreated it could lead to extreme conditions in the individual. Mental health problems may not be apparent physically but can be reasons for extreme agony to the person affected by the same. Most often this leads to a state of despair in the manner in which the

individual thinks, feels or behaves.

It is important for the HR and the manage-ment in the firm to identify these symptoms of mental health disorders in the employees so as to help them out at an early stage. This can be effectively done only if appropriate policies are stipulated and implemented at the organisation. This makes the role of HR significant in identifying the disorder and to give adequate support to the sufferer.

Recently, Ernst & Young (EY), a leading finan-cial consultancy present worldwide was in the news for taking up the initiative, training as Mental Health First Aiders (MHFA). MHFA

encourages employees to address a staff if he/she finds some kind of mental health difficulty among their colleagues. This makes each employee as a ‘First Aider’ to help in the betterment of the situation. The company says “EY is demonstrating that it is taking the mental health of its employees seriously and we hope that other businesses will learn from this excellent example and implement similar whole systems approach to health within their organisation”

We can tackle this uprising issue only if we have a company who is more employee-centric along with a strong HR team, who would strive for effective policies and procedures that are decided and imple-mented on time. As the famous saying goes ‘Prevention is better than cure’, a timely action and inter-vention plan could save many and ensure them to be an asset for the organisation.

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Resume

Abhishek.E I 1321002 | 1MBA

Resume Fraud is one of the major challenges faced by the HR department nowadays. Resume Fraud refers to any act that involves providing untrue, in-flated, or otherwise deceptive information on resume in hopes of persuading a potential employer to hire an applicant for a job for which they may be unqualified when compared to the other applicants.

TYPES OF RESUME FRAUD 1.Falsecredentials:Somecandidatesprovidefakedocumentsthatareessentialtoobtainajob.These may comprise a degree certificate, or work experience that is ex-pected.2. Fictional previous boss: The candidate provides a list of earlier boss-es that they never worked for. They may comprise bogus reference letters for the candidate. Absence of contact information may seem credible if the candidate claims they are no longer in business, living far away or out of touch.3. Phony live employer: The candidate arranges with a relative or friend to pretend as a past boss. The candidate provides a phone number and when the potential boss contacts this person, they re-ceive a rosy report about the candidate. After the extensive use of email, this form of message may also be used dates themselves to pose as former employers. 4. Inflated claims: The applicant lists a genuine previous boss, but leaves out evidence with the intent to deceive. The boss may have a significant reputation, but the candidate’s position may have been low. HOW TO AVOID BEING CONNED •Donotcallonlythereferencesprovidedbytheapplicant.Seeksupplementaryreferences,such as previous colleagues, managers •Asktheapplicantforexactdatesofpastoccupation,andaskhimtoexplaingaps,ifany. •Donotassumeapplicantsprovidedbyanexecutivesearchfirmarewell-vetted

Resume fraud is a very important matter which should be dealt with more care.

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CHALLENGES IN MODERN HRM

STUTI VERMA I 1321264 I 1MBA

‘Human Resources’ is an increasingly vital area in any organization, responsible for hiring, training, and rewarding the talent that creates competitive advantage and organizational growth. HR professionals must stay abreast of changes in the field in order to prepare for the future.

Apart from these some other challenges faced by the HR department are:

1. Change Management:HR department is responsible to bring the desired changes in organizations and so we can say that it acts like a change agent for the organization. An intensified focus on training may be needed to develop added competencies to deal with change management.

2. Attrition: Attrition is the gradual reduction of a workforce in an organization which takes place when employees leave and are not replaced. Attrition rate should always be low in organizations and that’s also a chal-lenge for HR.

3. Leadership Development:HR professionals are expected to provide the essential structure, processes, tools and points o f view to make the best selection and develop the future leaders of the organization. Leadership de-velopment ensures that the right employees are retained and that managers are equipped to take on leadership roles for the future so that the organization is viable in the long term.

4. HR Effectiveness Measurement:A critical issue in the future of HR is organizational effectiveness. It should be able to measure results in terms of transaction management as well as in terms of the positive influence on business.

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PRODUCTIVITY @ WORK

SHIVENDRA S SISODIA| 1320328 | 1MBA

One of the key HR issues in today’s business world is productivity. Productiv-ity in HR parlance may not always be quantitative, it can be qualitative which makes it all the more difficult to measure since it may not be backed up by numerical figures.

With the workforce headcount issues sorted, the Human Resources team must next look at productiv-ity levels to ensure that the business operates efficiently. Where productivity is low, HR needs to know whether the problem is caused by poor working practices or lack of resources.

This determination is often made by carrying out a Time and Motion (T&M) study to define who does what and how. The technique combines the Time Study work of F.W.Taylor with the Motion Study work of Frank and Lillian Gilbreth. It is a major part of scientific management (Taylorism) and is particularly common in the manufacturing sector. This study can then be used to identify potential efficiency gains and pave the way for future capital investment to improve productivity and conditions.

Using an integrated HR software platform, the HR team along with the senior management can analyze the T&M data and understand the pitfalls and come up with a corrective action. The HR system can also retain this data to provide historical context for later studies and provide a benchmark.

Organizations like BPC(Baroda Productivity Council) emphasize on T&M study and have found that it helpsinimprovingproductivityby10to15%orevenmore,helpsincutting&controllingwasteandwasteful practices by Resource optimization & especially human resource optimization.Thus, efficient productivity is a vital issue that organizations face today and if not handled well can have detrimental effects in the interests of the organization.

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Hr Memoirs

BEING AN HR PROFESSIONALREALLY A CHALLENGE?

TASHA TRESA JOSE l1321265 l 1MBA

The word HR always fascinated me and it still does. And it all started with my journey at LOGICA, Chennai (an IT company, headquartered in UK).

September25th,2011wasourselectionprocess,Istillrememberthedayasit was my dad’s birthday. And that was the best gift which I could ever give to my dad. I was asked to joinonOct7,2011.Wehadaninductionaseverycompanyhas,anditwasdonebyyoungHR’shardly2 years elder to us. They were all so cool but at the same time maintained their dignity. We were also introducedtosomeoftheheadsoftheorganisation,oneamongthemwasashortguyinhis60’s.AndI was shocked to discover that he was the one who took my GD and even more shocking was the fact that he remembered a few of us by name. I was pleasantly surprised when he called out, “Tresa! Wel-come to Logica!” I, then, came to know that he was one of the HR heads of Logica, Chennai.

12And thenstartedmydaysatLogica...Wewere recruited inagroupof100andall youngengineersright after college, so it was work along with fun. Moreover the work environment and the culture of the company was worth admiring. I almost didn’t think much about my MBA as I was kind of enjoying my job. It was so lively and the liveliest of all was the HR Department. Often, we had one or the other events happening at the organization and most of it was initiated by the young HR’s. I often used to think their job is so cool and chilled out.

Thenafter,say,around10months,wecameacrossawordcalled‘merger’.Yes,wewereacquiredbyCGI (A Canadian company) .For the initial few months, we used to address ourselves as Logica CGI, but

soon the name vanished. And we were known as CGI. Some were of the belief that it was for good whereas others didn’t like it. Almost every other day, we would hear about people putting down papers. It was then I realised how hard it is for an HR to retain employees; to bring about the change management, it is not as easy as it seems to be.

Then came a call from Christ College. I was done with my process and was selected for MBA. I was so happy to get selected at the same time when the exit process in the company had started bothering me as I had not planned the way ahead with it. It was only to my team lead that I had given an intimation of my plans of

doing MBA. And once you put down your papers, you won’t be released soon, as you have to serve the notice period. That thought had scared me more. But I finally put my papers and as expected I was questioned by many. There was no positive sign anywhere, so after pondering for a long time, I decided to approach the HR head. Though our company maintained transparency i.e. we were free to meet the HR, I was a little scared because he was part of the upper management. After summoning courage, I met him and was able to conduct a meeting with him.

He asked me only two questions:1.Isyourprojectmanagerreadytoreleaseyouandistheknowledgetransferpossibleifyouleave?2. He asked me to forward the college letter so that they can take the process ahead. And his last words were, don’t worry we will take care of the release. The release process started within a week and May 8th was my last working day.

It was when I realised how critical it is for an HR manager to take decisions. Though from the outside it looks all cool and chilled out, when issues like mergers and acquisitions arise, to manage the change is a great task in itself. At the same time knowing your most valuable assets, retaining them and at the same time helping them even with release procedure just to make sure they are happy is what they do for a happy employee is a productive one. As I still remember the words of my HR, “If she wants to leave let her. She is going for further studies. Remember we can’t grow an organisation by keeping employ-ees who don’t want to remain.”

I am still amazed when I think about the fact that the HR who welcomed me saying, Welcome to Logica, was the one who helped me get out of the organisation in a smooth manner even when the company was under the stages of a great challenge in itself. And I feel proud to say that I took up HR as my spe-cialisation, maybe inspired by that one HR. And when someone says HR guys are of no use, I say “Re-member your future is in our hands.

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SEXUAL HARASSMENT

NITESH DHULL I 1321528 I 1MBA

“ Yatra naryastu pujyante ramante tatra devtah” is an age old saying in San-skrit which emphasises on the importance of women in the society. It says that where the women are respected, the god is present there. But is it really the scenariotoday?Arewomengiventhestatusthattheydeserve?Forgetaboutbeing respected or worshiped they are not even safe in their own houses. It has become tough for the women to walk on the streets today. They are denied their basic rights; the very fundamental rights which so called ‘free Indians’ are supposed to get. A woman today has to think a hundred times before she leaves her house or applies for a job in a com-pany. ‘Nirvhaya case’, ‘Arushi case’ and many more are seen all over the newspapers, TV, magazines etc.

Who is to be blamed for it?Who is responsibleforthis?Thegovern- ment?Thecorporate?Themedia.....? NO! It is YOU and I. It is the collec-tive responsibility of the society at large. Un-less we change our thinking, our mentality, our values and prior- ities we can’t change the scenario. There will be more and more ‘NIR-VHAYAs’ dying and ‘ARUSHIs’ being killed.

The women need to be given their dues. It is not said that they need to be treated like GOD or someone of high profile. All they require is equality, basic rights and justice.Even the corporate world is in the grip of the dirty monster called “Sexual harassment”. It is the burning issue of corporate today. It has become one of the toughest challenges for the HR managers to tackle these issues. It’s a very sensitive issue. Sometimes a few of the top executives are the ones responsible for harassing women employees. They have given a fancy name to it i.e. ‘Favour’. When the top level management is involved it is even tougher for a HR manager to take action against the accused. The goodwill of the company goes down and the policies are challenged and questioned. In many cases instead of doing justice the victims are asked to compromise just for the sake of the company. The vic-tim loses her self-respect and the culprits gets encouraged to move on. He thinks that it is ‘OK’ to do so.

HRmanagergetsintoadilemma.Whatshouldhedo?Shallheseethecompany’sreputation?Shouldhetaketheactionagainsttheaccused?Shallhesuccumbtothepressurefromthetopmanagement?Whatisright?Whatiswrong?Shallhegotothecourt?Shoulditallbesettledinternally?Allthesequestions start conflicting in his head.

The important question over here is not about the decision but who is responsible for putting him into this situation. It is again the society. All those who support such people are equally responsible as well. The values of mankind are degrading. It is high time for us to rise and fight. We, as young HR managers, need to take the lead and make the world a better place. Choiceisours.Fightorflight???

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You’re fired!

ASHICA BHANDARY P I 1321245I 1MBA

It’s a bright day. You are all set to go to your office. You make an attempt to swipe your ID card to mark your presence. But, your biometrics machine refuses to identify your card. Your attendance has just been rejected. You wish it was just a technical glitch. It is not! You have been fired! You know not what to do. You just wish it was all a dream but it is not! Welcome to the corporate world where although you may be as loyal as a dove to your company, it wouldn’t spend much time to think, over terminating you. Whatmustonedowhenfired?Itmayormaynotbeyourfaultbutdealingwiththesituationisdefinitelyacriticalissue.Hereare5simpletipstodealwithit:

1. Do not brood: At times there is no particular reason why it has happened. You may be the cream of the employees yet being sacked. Do not cry over spilt milk. Just focus on what course of action must follow next. Think of available opportunities and grab them. Wasting t likely to pose a question at the next interview for what you did during that period.

2. Look into the legality of it: From a legal perspective, check whether being fired is justified. If there is something you did that you shouldn’t have done, do not bother to explain yourself. Just accept it. If not, seek explanations. It doesn’t cost you anything, after all.

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Youaremostlikelytofacethisquestion–“Whathappenedtoyourpreviousjob?Whydidyouquit?”.Make sure you are well prepared to answer this. Be confident at the interview and practice your answer well in advance because, you sure are going to be nervous. Dick Bolles, the author of What Color is Your Parachute & Joyce Lain Kennedy, in Job Interviews for Dummies have a common opinion that one must volunteer to accept that he/she was fired and then move on with what he/she wants to say. If it wasn’t your fault, explain why. If it was tell your employer how you learnt a lesson and assure him/her that you wouldn’t repeat something like that ever!

3. Do not bad mouth your employer: Well, not just at this crucial point of time where your anger nerves are about to break, but always refrain from insulting your former employer or your ex-boss. Tak-ing your anger out by expressing it to your next interviewer is just going to help that person by giving him a reflection of what is going on in your mind and what you think.

If you want to lie about it then just forget about the new job: Background checks are performed by most companies and throwing light on what happened is far better than the employer catching you flat-footed. Your employer to be would appreciate your honesty. This could fetch you some brownie points at the interview.

Always remember you are not alone. Stay confident and positive. It is going to help you get a new job faster. This might be the most challenging part of your career but do not forget it is just a bad day, not a bad life.

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ATTRITION, DISAPPOINTMENT AND DISSATISFACTION AT ONE OF THE BIG FOUR

TEJASWEE.M.N I 1320725 I 1MBA

Tejas was enjoying his vacation in the silent village of Bylakuppe, listening to the chants of the monks from the monastery trailing down to his hotel room. His phone rang. His colleague was calling. The brief call conveyed the message asking him not to spend much cash during the vacation as his job was in jeopardy.

Tejas works for a reputed consultancy, one of the big four, in its Hyderabad offices located at Gachibow-li. The situation at work when he went back was absolute chaos. What happened was the firm sold the process he works with, to an Indian organisation. Now the buyer was a company that does outsourced operations for a large Indian telecommunications company. It is doing very well too. It is the only “un-der a Billion” company that featured in Fortune’s list from India. Tejas and his colleagues have no reason to be alarmed. But not everyone wanted to downgrade to an Indian company from being a part of an MNC, one of the big four. Questions about culture arose and there was uncertainty everywhere. The productivity did not hit a standstill but still it caught a snail pace.

The VP operations called for a floor address and made things clear. The essence of his address is, all the employees will transition to the new management with their current designations and current teams as usual. Only the physical location will change in a couple of months, to a new office. People can resign but there will be no severance paid for people who are not transitioning as they are not being laid off by the current company. He kept his own intentions about transitioning hidden. The process had the strength,alittleshyof800people.Allofthembelievedhewastransitioningtoo.As expected there were some resignations. And transitioning formalities finished. The news broke out that the VP quit too. Also the people who resigned got two month pay as severance in a couple of days. This angered majority of employees who could not do without a job, and transitioned only because there was no severance. Some of them spoke to the interim VP at the smoking zone and informally ex-pressed their dissatisfaction and intimated they are all going to resign. Irony is they were just a couple ofdaysintothenewcompany.TheVPwasawestruckandstilltoldthemtheycan,butanoticeof60daysismandatory.Theformermanagementhad30daynotice.Nowitis60dayandthereisnooptionoffered for a buyout.

This entire revelation hurt so many employees personally and this is all one could hear at the water cooler, smoking zone, cafeteria all the time. Disappointment and Dissatisfaction hung in the air above everyone. Some employees started looking out and decided to abscond after they get the first month salary. By the end of first month, after the credit of salary there were closer to ten percent employees absconding. Organisations cannot say they never had absconding employees. Usually new employees abscond. But the uniqueness in this case is all of them have spent considerable time with the firm, ranging from two years to four years.

As to the fate of our protagonist, he is a first year MBA student at a Bangalore based educational institu-tion.

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Prof. Vinayak Anil BhatAssociate ProfessorHR/OB Department

CHANGE- A Catalyst in the Organization

Leaders are debating the changing nature of work and the perceived decline in job security and the fading of corporate loyalty. Employees are wondering, “If the company is willing to send me out at its convenience,whyshouldn’tIdumpthecompanyatmyconvenience?”

The new work contract - where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities - can be as difficult for organiza-tions to manage as it is for individuals. Leaders, still wonder how to retain high performers in turbulent times.

1.Thereducedstatusofworkingforamajorcorporation.InhisbookNewRules,JohnKotternotesthatfrom1974through1994,HarvardBusinessSchoolgradu-ates who worked for smaller corporations tended to make more money and have higher job satisfac-tion than their counterparts in large corporations. More top young leaders and technical specialists around the world now avoid working for major corporations. They are attracted to the risks and re-wards of small start-up companies. Harvard Business professor Regina Herzlinger notes that over half her graduate school students now want to be entrepreneurs.

2. The frequent lack of connection between pay and contribution. Whenaskedmorethan2,000managersfromavarietyofcorporations,“Whatisthedifferenceincon-tributionbetweenatopperformerandabelow-averageperformeratthesamepay-gradelevel?”theaverageanswerwas“Over100percent.”Whentheywereasked,“Whatisthetypicalpaydifference?”the

Faculty Perspective

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averageanswerwas“Between5and10percent.”Infact,manymanagerscitedcasesofyoungerem-ployees who were contributing more to the company but made less money than older employees.

3. The decline in opportunities for promotion. Restructuring has led to fewer layers of management, also to fewer opportunities for promotion. In most companies, pay scales are still tied directly to rank, not performance. In the past, many organiza-tions have rationalized the lack of differentiation within pay grades by pointing out that top performer tends to be promoted rapidly. Without hope for rapid advancement, however, top performers will seek other opportunities.

4. The increase in workload and the decline in support staff. Mostemployeesinmajorcorporationsbelievethattheyworkhardertodaythantheydid10yearsago.Support staff and many “amenities” of working for a large organization have disappeared. Whereas em-ployees at small, entrepreneurial organizations have always worked hard, the difference in workload and support between major corporations and smaller corporations is declining.

5.Theriseintheinfluenceoftheknowledgeworker.Innovative high-technology corporations are currently paying employees large bonuses to recruit top talent. The “intellectual capital” brought in by high-knowledge employees will be a major, if not the primary, competitive advantage. As the perceived value of key knowledge workers increases, the com-petition to hire these workers will intensify.

Source: Marshal Goldsmith , an HR consultant in Leadership Excellence blog about the critical trends in human resource management

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Know Your Faculty

Every issue of Forte brings you a little closer to our HR faculties in the form of the “Know your fac-ulty” section which describes both their professional as well as their personal lives. This issue focuses on one of our faculty members, Prof. Hanuman Kennedy who teaches in the Christ University Kengeri campus.

Prof. Hanuman Kennedy’s native place is Guntur, Andhra Pradesh. He holds a LLB MBA and PHD de-gree.Prof.HanumanKennedyhas25yearsofcombinedexperienceinindustryandacademicsfield,18years of which were in different industry verticals such as Aquaculture industry, Publishing, Consulting and Government service. He was a Professor in “People’s Education Society Institute of Technology” .His inclusionintotheChristUniversitywasrecent,20thJanuary2014.Hishobbiesarereadingandchit chatting. His message to the students: “You strive to work for the betterment of your lives and you deserve all the appreciation. God Bless you all.”

Dr S Hanuman KennedyMBA, Ph. D

Assosciate Professor

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Wishing You a Bright Future as You Spread Your

Colourful Wings to Fly AheaD

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Why would you pick this book?This book by Prakash Iyer is sequel to ‘Habit of Winning’ with a foreword from Rahul Dravid. Is that why? Or because you plan to discover the secret of leadership somewhere in the book?

For whatever reason you do it, just read! It is a book with mini-stories to enlighten you!

Those of you who are quiet busy and do not have the patience to sit through long stories this is the right book for you as it has crisp sentences and the point is driven home in just few words.The creative titles also attract and hold your attention until you move on to read the whole story. wasn’t a big fan of motivational/self-help books but this book has definitely changed my attitude towards this genre. I will mention a few of the stories and their important contents:

Story- Comparing a Teabag and a Leader

This creative metaphor itself drew me into the story. The subheadings will give you a whiff of the con-tent of the story. To get the taste of the chapter you’ll have to read it yourself. Trust me. It’s worth it.

-What counts is what’s inside the teabag-The real flavor comes through only when the teabag gets into hot water.-Good teabags look forward to getting into hot water.-A teabag must be porous-Teabags work, never mind where they are in the cup-Sometimes, one teabag is just not enough-Sometimes, you need to add some sugar and milk-Someone else holds the string. Always.-It’s all about how good the tea is. Not the teabag!-Eventually, teabags need to make way and get out.

Story- Get a Ph.D!

Thetitleiseye-catchy!Youwillwonder..aPhD?Me?Why?Thethreeingredientsforasuccessfulleader!Then you discover that the acronym stands for something else! PassionHungerDiscipline

Story- Life lessons from a baby giraffeThis is about how many times you get kicked in the stomach and how you get up even stronger!

BOOK REVIEW

MICHELLE WENDY D’COSTA I1321553 I 1 MBA

Wishing You a Bright Future as You Spread Your

Colourful Wings to Fly AheaD

22Story- Advice from a driver’s seatWhat I loved about this story is that the author reminds us that lessons can be learnt from anyone! You don’t always have to have the tag ‘Apple’ attached to it.

- Getting a driver’s license does not make you a driver- The real world is very different from a classroom- Get your hands dirty- Initially what you learn is more important than what you earn- Don’t worry about which car you drive. Focus about be-ing a good driver

Thesesubheadingsareintriguingright?Ifitweren’tforthisbook, wise words of this driver wouldn’t have been record-ed and shared with the world, so go ahead and make the best of it!I leave the rest stories for you to read and savour now that you have got a gist of the flavour of the book.These are the some of the lines that stand out in the book: •Trueleaderslearntoriseabovetheircircumstances. •Thereisamulti-talentedHasilAdkinsinsideeachofus,waitingtoplayanarrayofinstruments. •Staypositive.Remindyourselfandyourteamthatleadershipisnotaboutwhathappenstoyou,but about your response to those events. •Tryingdoesnotalwaysguaranteesuccess.Butnottryingalmostcertainlyensuresfailure.

ItispublishedbyPenguinandispricedatRs299/-

Happy Reading!!

http://www.flipkart.com/secret-leadership-stories-awaken-inspire-unleash-leader-within/p/itm-dk98rzsxznkmh

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Jubeesh Don BoscoCUIM batch 2011 - 2013

HR Executive at TCS, Hyderabad

“Happiness is not in the mere possession of money; it lies in the joy of achievement, in the thrill of creative effort.” - Franklin D. Roosevelt

If I were to tell you, that whatever we learn in college, all of it goes down the drain when you step into ‘Corporate Life’, then you would probably say – Oh, we’ve heard that one before! So I’ll say otherwise. And there are more reasons than just opposing the common view. Believe it or not, if you have had to spend nights awake to finish that project report, or hunt for your group mates to get the ‘group assign-ment’ done, or break your backs to make college fests happen, or find ways like no other to just get that job done, and finally smiled at it all when it’s done and dusted, then you’ve partly lived the life of a corporate junkie.

I started working in TCS as a HR fresher and I got into the role of a Staffing specialist working with the Resource Management Group. Based on my experience of working and interacting with others in my workplace, I now believe that you don’t have to do all things different to do well at your job. It’s about implementing the things that we learn from our two years spent in MBA. If you can do your job in time while getting along with other team members and own up your actions, then that is enough to get you going. Sometimes you may have to push yourself and even others to get the job done.

ALUMNI SPEAK

24Here are 3 simple points that I have learned over the course of time and I believe are important both in college and at work. You may have your own style of working and your goals will vary from that of mine, but you will gain from keeping these in mind and practicing them.

•Beresponsible.Actresponsibly.Whenyousayyouwilldosomething-doit.Ifyouhavechallengeson the way, communicate it to your boss (or the concerned person) and put an effort to getting the job done in time. When you do this, you will build trust among your boss and colleagues.

•Thereisnothingobvious.Don’tassumeanything.AsIwastaughtatonetraining,thewordAS-SUME can be broken down to - making an ASS out of U and ME! This seemed quite amusing, but it helped drive the point that assumptions don’t work too well at the workplace. So before you jump into anything, get to know everything you can about that task and clarify your doubts so that you can deliver results based on set expectations and not assumptions.

•Talktopeople.Buildnetworks.Makeitapointtointeractwithandgettoknownewpeoplethatyou meet. The more people you start to interact with, the more you can build networks that will help you in your future. We never know how and when we might need somebody’s help. So take that step forward to build as many connections as you can.

Thesepointssoundfamiliar,don’tthey?I’msureyouhaveheardthembefore.ThesimpleideathatIwant to drive is that corporate life is not very different from life in MBA. The focus of our work, timing, place and people may change, but how we get things done will more or less be the same. The theory that we learn in college can always be applied in different ways, you just have to be willing to try and sometimes even experiment. There may come a time when you realize that you need some change. Most often, the change required is a change of attitude and perspective. So first try to change your at-titude towards work and that might just change everything for you!

Make the most out of your college days, and I hope that you find success in your careers and happiness in your lives, in your own unique way.

Cheers!

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Talk With A Senior...!

MADHUMITHA P I 1221448 I II MBA-HRPlaced in MINDTREE

With a little over 2 months remaining for all of us to be promoted to the 2nd and final year of our course, preparations for placements have started worrying us all. Some of us have already had talks with the seniors asking them for their words of wis-dom and some of us are still waiting for that last moment wake up call. To bring you all a few notches lower down the stress ladder, team forte gives you some tips and advises to guide you all towards the most anticipated event, ‘placements’. Most of our HR seniors have got good placements this year, one of them being Madhumitha P. who got placed in a reputed and sought after company-Mindtree Ltd. Outofthe40whoappearedfortheGD,11wereshortlistedforthefinalroundwith2studentsfinallymaking the cut, she being one of them. Here she shares her experiencewith us, particularly about the preparations that went in to achieving her goal- to get placed in her dream company.

Life at CUIM:Her life at CUIM, in her words, has been a rollercoaster ride filled with wonderful experiences right from the first trip for Outbound Training (OBT) till the placements. CUIM has taught her the values that it stands for like discipline and integrity. It has prepared her not only for the placements but life at large. Multi-tasking and working under pressure were all learnt with the support of her classmates and the pillars of the HR department- our faculty, who are approachable and helpful at all times, especially in times of need.

In all, her experience in CUIM has been ‘AWESOME’.

Why HR?Talking about her decision to take HR she owes it to the 3 years she worked in Infosys as a software engineer. While working she used to observe her colleagues in HR department, people who were ex-cellent orators and were able to motivate their employees just by the power of their words, their func-tions and the role they played in shaping the lives and careers of the employees. These people in HR were her role-models. Having decided on a change in career path she applied for MBA, as without masters pursuing her dream would be difficult. Thus, HR was a natural choice. Having done her summer internship in Mindtree she had made up her mind to work in the same com-pany.

26Having done her summer internship in Mindtree she had made up her mind to work in the same com-pany. There is the first pointer, have your dream company in mind for your placements. Preparations started from the 4th trimester, beginning with brushing up her basics for the aptitude test (time & distance, ratios, mixture & proportion and basic problems), which is asked by few companies. Being an organized person her daily routine was systematic and planned. For the examinations as well she used to start studying 2 weeks earlier, which was a revision of sorts as most of her learning was done in the classes itself with absolute concentration.

There were in total 2 rounds held for Mindtree:- 1. Group Discussion: Here she says that most of the students miss out due to either an aggres-sive nature or a submissive one. A balance is required to crack the GD, where you should be polite yet firm in your views. Do not be over excited, rather calm and composed. It is good to initiate and con-clude the discussion, with valid points. Being aware of the current issues is a must in order to back your views with the relevant facts. Incessantly speaking is also not advisable; rather encourage those who have not spoken to put forth their thoughts.

2. Personal Interview: After clearing the first hurdle the next round was a PI round. Here she was says that we must do our homework, in terms of the company information we are applying for. We should be aware about their basic functions, the job description that they are offering and know where we fit. Most of the questions were asked regarding the internship and so it is very important that we be sincere and disciplined and have a genuine interest in learning all that there is to learn. Some of the key areas where she concentrated on are the labour laws, OB basics, various acts like the Trade union Act, ESA, Factories Act, Industrial Disputes Act etc.

Advise to juniors:Be participative in the class discussions, concentrate in the classes (half of your work gets done there), be confident and “Do everything with a lot of passion and not for the sake of it”.

Interviewd by

Prarthana Sharma13214571MBA

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HR SYMPOSIUM – A REPORT

The centre for research projects and Christ university institute of management organized a symposium for the students and faculty of Christ university institute of management as a part of the major research project funded by Christ University on the 21st of February 2013 at the JBC Auditorium, Christ University.The speakers invited for the symposium spoke on topics of work environment, workplace fairness perception’s effect on work engagement in the services sector.

The audience included students of the HR specialization from Christ University Main Campus, Kengeri campus as well as faculty members from various Deaneries of Christ University.

The event started with a welcome address from one of the Christ university Main campus HR speciali-zation senior wherein they invited the gathering and presented the guest speakers with a warm welcome and flowers. After this, the event launched into the main part which started with Dr Harold Patrick presenting his findings. The eminent speakers who were invited as guest speakers included with Brochure

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Dr. Harold Patrick presented his findings the research project conducted by Dr. DNS Kumar, heading research centre, and himself on the topic work environment, work-place fairness perceptions effect on work engagement in service sector employees. The research work startedinJanuary2010andendedinDecember2013.Thesamplesizeconsistedof1200employeesfrom12differentindustrysectorsfrommajorIndiancities,whichincludedDelhi,Bangalore,Mumbai,Chennai, Pune and Kolkata.

The significance of the study1) Establishtheinfluenceofworkenvironment,organisationaljustice,workengagementandturn-over intensions of the employees.2) To achieve an enhanced understanding.3) Examine work environment as an antecedent of organizational justice.4) Broadens the application of justice concept in organisation.5) Organisationwasdoneinanorganisationalcontextandnotinacontrolledlabsituation.6) Indicates how employees perceive characteristics of organisations.

Findings1)Workengagement:Highest engaged people are in the media and advertising industry. Lowest engaged people are in the banking and insurance industry. Hyderabad has highest engaged people. Delhi has the least engaged people. Women are more engaged than men.

2) Organisational justice (what they give and get from work is equitable) :Organisational justice is least perceived in the hospitality industry. Organisational justice is most per-ceived in the telecom industry. Organisation justice is most in Chennai and Hyderabad. Organisation justice is least in Mumbai and Delhi. Women perceive organisation justice more than men.

3) Work environment ( employees are not happy peer relations, commitment and company policies): It is most in the telecom industry. It is least in the travel and tourism industry. Work environment factors are most in Chennai. Work environment factors are least in Delhi. Women perceive it to be higher than men.

Dr Pallab Bandyopadhyay Leadership Architect and Career Coach

Dr Pallab Bandyopadhyay spoke about institutionalizing people practices to create a fair organisation. He defined organisation as: a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from itsenvironment.Hehasseen25mergersandacquisitionsinhiscorporatecareerandsaidthatorgani-sations cannot always

Dr Harold Andrew PatrickPrincipal Investigator, Professor & Head – OB and HRM

Christ University Institute of Management

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be fair. He used the SCARF Model to explain what type of responses should be used for employees in an organisation i.e. when to use reward response or threat response.S – Status C – certainty A – Autonomy R – Relatedness F – Fairness

He said, organisation fairness through justice and justice can be categorized into:A.Distributivejustice(appropriatenessofoutcomes):1.Equity2.Equality3.NeedB.Proceduraljustice(appropriatenessofallocation):1.Consistency2.Lackofbias3.Accuracy4.Rep-resentation5.Correction6.EthicsC.Interactionaljustice(appropriatenessoftreatment):1.Interpersonal2.Informational

Impact of organisational justice: Justice builds trust and commitment. Justice improves job perfor-mance. Justice fosters employee organisation citizenship behaviour.Justice builds customer satisfac-tion and loyalty.

Dr DebashishSenguptaProfessor & Author of the book ‘Employee Engagement’

School of Business, Alliance University

Dr .Sengupta’s topic was Generation Y engaging at work.

Hesaidthat65%ofthepopulationisyouth,andweseealotofyoungtershoppingjobsveryoftenandgenerally being dissatisfied with work. He started off by saying that Gen y is highly misunderstood and there is genrally a lack of misunderstanding of Gen Y. He introduced a process which one can follow to alter the behaviour of young employees : -

Alter environment 1 Alter context 1 Alter behaviour

Life of GEN Y:Every generation has a unique behavioural trait. Gen y are who they are thanks to the times they live in. they live in a transformational era and hence are a transformational generation.Allthesefactorsleadtotheemergenceof9paradoxesofGENY:

1.Securitystabilityparadox(Job security improved but career stability is shaky)2. Income maintenance paradox(Incomes have gone up but maintenance cost is also high.This is because gen y is a highly aspirational generation, and peer pressure)3. Pace time paradox(High pace life, they do things faster but they don’t have time. They’re always bent pressed for time)4. Opportunity health paradox(too many opportunities (globally even) are available, but health has taken a toll. Bad health, cardiac issues, stress issues etc)5.Contactsfriendsparadox(number of people you call friends are very high i.e. contacts but very few genuine friends)6. Space lonliness paradox(they want their space and want to be left alone but are the loneliest generation the world has ever seen)

307. Relationship bonding paradox(Lots of acceptable relationships but no true bonding. Break ups and divorce rates have gone up)8. Freedom support paradox(they want lots of freedom, but need an incredible amount of support. Example: they want mentors, guides etc)9.Festivalscelebrationparadox(lots of festivals but no time to celebrate. Everything is pushed to weekends)

Conclusion to engage gen y at work:

Don’t try to control the uncontrollable. Drawing board habit ( don’t be afraid to go back to the basics) Relationship focus ( they need lots of support and guidance) Engagement through empathy ( understanding gen y)

Dr Sharon S Andrew Happiness Evangelist Happiest Minds Technologies Pvt Ltd

Dr Sharon spoke about inculcating a differentiated, happy work environment. And how happy employees demonstrate superior job performance. She said that happy employees = happy custom-ers.She spoke about happiness in terms of: •Happinessisaconsciouschoice. •Onecannotensureanyoneshappinessbutcanprovideenablingconditionsforapersontobehappy. •Everyoneiscapableofbeinghappy.

The young are not difficult to understand. Aristotle, in his time said that youth love luxury, they have bad manners, contempt for authority, disrespect for elders, they love to chatter and terrorize teachers.They are not humble, love too much – hate too much. Young people think of nothing but themselves.To observe that aristottle said this about the youth during their time and same holds true for our times. therefore one can say that there’s nothing new in the opinions.

Hence, based on this one can conclude that: People will always be the same. Understand the previous generations. If you know about your generation well then you can figure out future generations.

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Mr Kumar S Krishnaswamy Vice President & Head – Clinician Engagement Fortis Hospitals

Mr.krishnaswamy spoke of certain life lessons as well as gave certain inputs about work life balance, youth behaviour and future and fallacies of workplace.Some of his key points were:

•TheIQofchildrenisincreasingeveryyear.Henceeverygenerationissmarterthanthepreviousone. •Howevertheyhaveanabilitytocreatearesonatingbalancebetweenemotionalquotientandsocial quotient. •Theyouthnowadayslostinterestveryfastandalsogetdemotivatedveryfast. •Theyalwayswanttogrowbutdonotwanttoworkhardforit.Theywanttoachievesuccesswithdo not want to put in the gruelling hard work for it. •Theyhavelostoriginalthoughtandclarityofthought. •He spokeabout theadvancementof technologyandhow technology isgoing to takeover.Technology is going to eliminate tactical procedures including research and development and the only thing that it will not be able to do is create imagination, innovative ideas and judgemental attitude.

After all the above speakers had finished presenting their work to the gathering, there was a vote of thanks and the speakers were presented with a gift memento for being with at Christ University to make the event a success.This was followed by a joyous and interactive photo session and tea between the speakers, faculty and students.

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HR NEWS

ONLINE SYSTEM FOR BABUS’ PERFORMANCE APPRAISAL LAUNCHEDAn online system for filing of annual performance appraisal report of IAS officers was launched by the government. The Smart Performance Appraisal Report Recording Online Window (SPARROW), devel-opedbyNationalInformaticsCentre(NIC),willbeapplicablefromcurrentassessmentyear--2013-14.The online filing of Performance Appraisal Report (PAR) will bring more probity and transparency, avoid loss of such reports during transition, ensure better monitoring and timely completion of performance appraisals, Minister of State for Personnel V Narayanasamy said while launching the system

SALARIES TO RISE 10% IN 2014, LOWEST IN 5 YEARS: AON HEWITTSlower economic growth and high inflation will lead to a “plateauing” of salary increases in private companies this year, consultancy firm Aon Hewittsaidinasurveyof565companies.Accordingtoitsforecast,sal-ary increase in2014willbethe lowest infiveyearsat10%,comparedwith10.2%in2013.Reflectingthecautiouseconomicmood,69%ofthecompaniessurveyedhavereducedtheirsalaryprojections for2014ascomparedtotheactualincreasespaidoutin2013.Top-performingworkersareexpectedtoreceiveanaverage15.3%increasein2014,almost1.5timestheaverageincrementprovidedtoemployeesmeet-ing their expectations

TATA, MAHINDRA GROUP PART OF GOVERNMENT’S INITIATIVE TO GIVE BETTER DEAL TO CON-TRACT WORKERSTata and Mahindra group companies, Cummins India and state-owned BHELcould be part of a gov-ernment-backed industry initiative to absorb contract workers as part of a push for more equitable treatment of the labour force. The Planning Commission is working with companies to frame guide-lines that will increase the number of permanent workers and raise the wages of those on contract and bring them closer to those of regular employees, seeking to bridge a gap that has led to labour strife in largemanufacturingcompaniesacrossIndia.Itwilltakearound12-18monthstostreamlinethesystemin accordance with these guidelines.The Planning Commission hopes other companies will follow the example set by bigger corporate houses.

AT INFOSYS, EVEN SENIOR-LEVEL LATERAL HIRING WILL INVOLVE TESTS NOWInfosys, India’s No 2 software services provider, is working on expanding the scope of technical tests in lateral recruit-ment to include candidates across the experience spec-trum.While technical tests have always been part of the selection process, not all lateral recruits currently require technical tests. The company is rolling out a plan to make sure all lateral positions require a corresponding technical test. This would mean even senior level lateral hiring will involve tests, which currently form part of various interview rounds that candidates face, depending on the level at which they are being consid-ered. Infosys is doing this to ensure it hires top quality talent but there are concerns that this will also make hiring at senior levels more difficult

33LOOP MOBILE’S EMPLOYEES FEAR LOSING JOB AFTER BHARTIAIRTEL ACQUISITIONMostofLoopMobile’s750employees, includingsome400undercon-tract, fear they could be left without jobs as the Mumbai-based Telco agreed to sell its customers and telecom infrastructure to India’s largest mobile operator Bharti Airtel in the sector’s first merger and acquisition dealsince2008.BhartiAirtelwasn’tkeentotakeonboardalargenumberof employees as it already has workforce in the Mumbai circle, it could retain a few key senior functionaries, although temporarily.

IBM TO LAY OFF 15,000 IBM has started a restructuring process, which would see as many as15,000jobsbeingcutglobally,includingIndia,BrazilandtheEu-ropean region. The US-based firm had said its top executives will forego their bonuses and the company will initiate a USD one billion restructuringprogrammeintheQ12014asitgrappleswithdeclin-ing sales of servers and storage systems.. Though the exact number of job cuts in each of the geographies is not clear, the impact could be huge in India as IBM has over one lakh employees in the country.

ANNUAL APPRAISAL: CLIENTS TO DECIDE HIKES AT WIPRO, HCL TECH, MINDTREE& COGNIZANTFor roughly 30,000 client-facing executives at India’s No.3 soft-ware services exporter Wipro, this year’s performance appraisal will be different. The Bangalore-based company, whose custom-ers include Citigroup and Cisco Systems, has embarked on a new experiment, in which its sales executives are ranked and graded basedoncustomerfeedback,with70%oftheperformanceratingcoming from them.The need to better evaluate sales staff and improve their relationship with top customers is forcing oth-er big players in the Indian technology services industry to place greater emphasis on client feedback while assessing staff performance.Senior IT industry executives say linking customer feedback with key result areas drives positive behaviour among executives to ensure enhanced customer satisfaction

STATES ASKED TO SET ASIDE 2.5% OF SALARY BUDGETS FOR TRAININGThecentrehasaskedallstatestosetasideatleast2.5%oftheirsalary budgets for training government employees, with em-phasis on matching individuals’ competencies with their jobs, providing quality service to citizen and experience at grass-roots-level administration. “given the likely increase in the need for training by moving to a competency-based system, it is rec-ommendedthateachstatesetasideatleast2.5%ofitssalarybudget solely for training,” the department of personnel and training (dopt) has told all states in a document titled ‘model

statetrainingpolicy’.Thecentrehasstressedthatstatesshouldfollowthenationaltrainingpolicy-2012, which said that it is essential to match individuals’ competencies with the jobs they have to do and bridge competency gaps for current and future roles through training.

Contributed byVishnu Santhosh S I1321341 I 1MBA

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Forte Quiz

‘Fun’der land

B Santosh Kumar |1321210 | 1MBA

1. Measuring staffing needs against sales volume could be done most effectively by using a statistical tool. What is that tool?2. X effect occurs when an interviewer is aware that a candidate has scored particularly high or low on an assessment test and allows this to affect the hiring decision. What is X?3. X effect occurs when an interviewer allows a single positive characteristic of the candidate to overshadow other considerations. What is X ?4. X effect occurs when the interviewer makes assumptions about a candidate based on generalizations about the group the candidate belongs to. What is X?5. X is a Mumbai based company has initiated a study “India’s Best Companies for Rewards and Recognition 2013” in 2012 and announced Y as the Top Indian Company for Rewards and Recognition. What is X and Y ?6. The process of NOT HIRING replacements for employees who leave is known as ?7. In H.R accounting the cost of recruiting, hiring, training totally a new work force is called?8. What’s the term used to describe an employee who is not tied to one country or company but moves around?9. Recruitment advertisements that does not have the name or identity of the Employer . what type of ads are they?10. How do we better know the employment agencies and executive recruiters who locate suitable candidates? 11. Where is the famous ‘Western Career Fair’ take place annualy?12. Joseph Luft and Harry Ingham developed a framework to improve the effectiveness of communication. Name it?13. Name the person who called for the scientific selection of workers and ‘Harmonious Cooperation’ be-tween labour and management?

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Crossword

Send in your entries for QUIZ and Puzzle toforte@mba.christuniversity.in with your

NAME and SECTION at the earliest.Exciting PRIZES to be won!

Abinaya V |1321442 | 1MBA

ACROSS 2 A theory developed further over Maslow’s hierarchy (3) 4 Long-term exhaustion with diminished interestinwork(7)5Predictive, concurrentandconstructare someof the types of this measure (8) 8 A favourable bias (4)10Abehavioural-basedapproachwithaYES/NOevaluation(9)11Abilityofanindividualtodoajobproperly(10)14Apioneerinmanagement(6)15Japanesefor‘ChangefortheBest’(6)17Employedforwages(8)20AnAmericanpsychologyprofessor(6)21Afamousstudy(9)

DOWN1Thishelpstoimprovethematchbetweenanemployee’s actual and expected performance (8)3 A framework for the expansion of human capital in the organization (3)6 Computerised system that offers current and ac-curate data for purposes of control and decision-making (4)7Employforwages(4)9Atemporaryorpermanentdischarge(6)12Atermforpensionfund(2)13Afour-stepinstructionalprocess(3)16Theorytoexplainrelationalsatisfaction(6)18Astatisticaltool(4)19Collectivebargainingisaconceptunderthis (2)

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Feel free to mail in your suggestions!

forte@mba.christuniversity.in

Christ University institUte of ManageMent,hosUr road, Bangalore - 560029

KarnataKa, india.

Phone: 080-40129531/9532Email: mba@christuniversity.in

Website: www.christuniversity.in