HR FOCUS

2018

BUSINESS MANAGER JANUARY 20181

IN THIS ISSUE

COVER FEATURE

16-38

062018 - World of careers;Millennials or matureworkforce?

India has a unique issue. With a greaterunemployment rate amongst millennials,mature workforce may need to give way toyounger workforce to gain employment. Inthe complex corporate world, which involvesthousands of professionals and managers,the best approach is formalizing the talentmarketplace - that is, a managedmarketplace, with free market supplydemand, created to bind the interests ofindividuals to the interests of the company ina commercial context. An article by Dr. Ganesh Shermon

09 The DNA of partnerships

The competencies for building sustainedpartnerships have redefined thecollaboration and have challenged the HRprofessionals to excel in diverse,multifunctional environments for inclusiveoutcomes. An article by Dr. Prashant Rao

14 Success Mantra - Apendulum clock

We must learn how to keep on moving withharmony, same speed with consistentsuccessful journey irrespective of what ishappening in the external world. An articleby Sudip Sinha

IN EVERY ISSUE

Response

From the Editor’s Desk

Guest Column by Dr. Vinayshil Gautam0304

05

The last two years have seensignificant changes on the hiringmethodology, engagementtactics, performancemanagement, culture and workenvironment aspects. Goingforward, the focus on all theseaspects will amplify.

A year of mastering change andadopting technology

Dr. Sanjay Muthal

Understand the complexities ofhuman behaviour at workplace

Rahul Namjoshi

Challenge will be of retainingempathy & emotions

Prasanth Nair

Focus should be on to nurturethe culture of accountability

Alok Nigam

HR should contribute tobusiness success

Jana Venkata Ramakrishna

Tech, Telecom and HR trendsfor the millennial generation

Dr. Sujaya Banerjee

Are HR professionals ready totake the wheel for ride?

Vinod Bidwaik

HR has to break its internal silos

Vishal Nagda

Technology will be at centre for HR innovations

Aparna Sharma

The world of HR in 2018 : A preview

& Survey Report

- BM Editorial Team

Accident in factories; Whosejurisdiction is it any way?

In this article the author explains whyemployer cannot be punished by both Govt.agencies i.e. factories Inspector underfactories Act and police under IPC for thesame offence of violations of provisions ofFactories Act. An article by P. Soma Raju

BUSINESS MANAGER JANUARY 20182

IN THIS ISSUE

LABOUR LAW

42

39 Whether HR would be dead by 2020?

Most of the existing white collar jobs will bedestroyed because of automation broughtabout by digitization and artificialintelligence, let's also recognize the fact thatnew jobs will be created as technology willrelease people to do other things, whichcreate expansion opportunities forbusinesses. An article by Dr. A. Jagan Mohan Reddy

45 Recognition of a TradeUnion by the Employer

The grant of recognition of the union cannotbe brought under section 2(k) of theIndustrial Disputes Act and it cannot be thesubject matter of the industrial dispute. Hereit may be noteworthy to mention that theLabour Code on Industrial Relations Bill, 2015which intends to replace the Trade Union Actis also silent on recognition of the union. Anarticle by Deepanjan Dey

53 The Case for PaternityLeave : Organizations needto become family-friendly

Unfortunately Indian organizations are yet towhole - heartedly embrace the idea ofpaternity leaves, with most still looking atthem as unnecessary. What we often fail torealize is that a family - friendly HR policyalso contributes to reducing attrition,thereby making not just social but businesssense as well. An article by Rajeev Bhardwaj

49

LINE

44GOVERNEMENT

NOTIFICATIONS

55CASE STUDY

Why talented engineer did not stay?

- BM Editorial Team

57

58

60

CASE ANALYSIS

It was a leader failure

Pramod Kumar Tripathi

3R for Retention : Respect, Recognize & Reward

Anil Malik

EVENT REPORT

HEALTH CON'17 at Shri Vaishnav VidyapeethVishwavidyalaya, Indore

Faculty development program at ShriVaishnav Vidyapeeth Vishwavidyalaya, Indore

61BOOK LEARNINGManaging Redundancy

Author : Deepak Sharma

61-64 HR NEWS

BUSINESS MANAGER JANUARY 20183

Owned, Published and Printed by Anil Kaushik at Sun Prints, Ganpati Tower, Nangli Circle, Alwar - 301001 andPublished From B-138, Ambedkar Nagar, Alwar - 301001 ( Raj.) India. Editor : Anil KaushikThe views expressed in the articles published in Business Manager are those of the authors only and not necessarilyof the Publisher/Editor.While every effort is made to have no mistake in the magazine, errors do occur. Publishers do not own anyresponsibility for the losses or damages caused to any one due to such ommissions or errors.

This issue of Business Manager contains 68 pages including cover

Visit us on:

DECEMBER 2017 ISSUE

BUSINESS MANAGER

VALUES YOUR FEEDBACK.

WRITE TO US WITH YOUR

SUGGESTIONS AND IDEAS ATinfo@businessmanager.in

RESPONSE

Alarming but trueThe revelations of your survey is alarmingbut very much true. I know manyorganisations who are correctly reflected inyour opinion poll. The reality is that thisproblem at workplace cannot be handledproperly by simply legal enforcement. Thesocial mindset of men are required to bechanged so that women feel safe andcomfortable at workplace.

The female employee need to shed off thefear and question the wrong behaviour ofmale employee be it senior or customerimmediately so that people do not take thewoman silence as acceptence of theirbehaviour.

HR has also to improve their image andshould support the harassed femaleemployee.

Sonalika Singh

No. 1We are getting the magazine regularly.Your magazine has successfully retainedNo. 1 position because in my office all HRMagazines are subscribed but mycolleagues take up BM first for readingand photocopies of articles are done anddistributed to others. You can understandby this example, how much space BM hastaken in our professional life.

Shivshankar M

KnowledgableThe article of Dr. Krishna Murthy onNegotiating wage settlements is full ofinformation and knowledge. The article isvery much beneficial to managers whodeal with unions and settlements.

Milind

AttractiveCase Study and Analysispublished every month is veryattractive and important for MBAstudents and in our institute weare using the case studies forstudents as a learning module.Kindly continue it.

-Prof. Neeta P

UniqueThe cover story on Sexual Harassmenthas unique contents and lot oflearning for HR people. I have gonethrough all the pages and it wasdiffcult to leave in between untill ifinished.

I have taken much points to addressand implement in my organisation.The cases are very much interestingand gave me lot of enlightenment.

The figures of your survey clearly tellthat nothing much is improved in theorganisations even after 5 years. This isreally a point of worry.

Anita Chaudhary

BeneficialThank you very much for theDecember 2017 issue in which youhave captured the unaware contentswhich are highly use ful for themanagers and female employees. Sixcases which you have given haveliterally cleared my all doubts aboutSexual Harassment issue.

Garima

CHIEF EDITOR

ANIL KAUSHIK

ASSOCIATE EDITOR

ANJANA ANIL

HON'Y EDITORIAL BOARD

Dr. T.V. Rao

Dr. Vinayshil Gautam

Dr. Rajen Mehrotra

H. L. Kumar

Annual Subscription 1000/- through DD (by ordinary Book-Post) (by Courier 1300/-) favouring Business Manager(Please add 90/- to outstation Cheques) may be sent to: B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India

Ph. : 0144-6550134, Mob.: 09785585134, 08302173422www.businessmanager.in E-mail : subscription@businessmanager.in, bmalwar@gmail.com

Published on 1st of Every Monthhttps://www.facebook.com/businessmanagerhrmagazine

BUSINESS MANAGER JANUARY 20184

From the EDITOR’S DESK

Human resources function has been evolving a lot.Overemphasis of technology in HR has been a point ofdiscussion in recent past and as a consequence, organisationsare looking more seriously at HR than before but rest assurethe function is not going to die or disappear as many people

have been forecasting. It is very much here and will remain tillinvolvement of people is replaced by something invisible resource inbusiness.

When we look at the coming year, some of the challenges HR might face orit may have to focus this year should be about impact of labour reforms, onthe employee relations and business in total, Govt is keen to take on.Handling sexual harassment matters at workplace would be next one,because these are increased enormously in recent past along with issue ofreputation management. We have seen how chairman of a bigconglomerate had to apologise publically last year due to inadequatecomments of HR person to employee.HR has to call out risky practices thatmight bring down or dent the credibility of organisation. Use of electronicgadgets against management by employees at workplace can be anotherarea, which is ever increasing phenomenon in almost all business sectorswhich is competent to disturb harmonious employee relations. Next onemight be the area of performance management which has seen thechanges. It is now taking shape of continuous feedback from earlier one ofa system where feedback was given either yearly or six monthly.

Permanent workforce is now a matter of past. Not many organisationshave policy of employing people on their permanent rolls. Eitherworkforce is engaged as trainee, or on fixed term contract or temporary orthrough contractor agencies. In all such models, the necessary element isof job insecurity. Organisations are not in favour of providing job securityfor at least initial five years. And with this kind of increasing workforceHR is expected to create harmony, engagement, loyalty, sense ofownership, discipline and productivity. In manufacturing sector it is a bigissue and would be more serious in near future where contractual bluecollar employees put in production processes are changed at shortintervals and floor officials are expected to deliver high productivity withzero accidents. Worrisome aspect for HR would be to resolve this selfcontradiction created by organisations and find a balance approach tosatisfy needs of both.

Our special feature on challenges and priorities which is going to be facedand addressed by HR in 2018 and thereafter comprises of very rich andinnovative ideas with ground reality by industry experts and professionalsfrom different sectors.

If you like it let us know. If not, well, let us know that too.

Happy Reading!

Challenges ahead!

January 2018Vol. 20, No. 7

Anil Kaushik

@ tdanilanilkaushik

anilkaushik

BUSINESS MANAGER JANUARY 201858

CASE ANALYSIS

People Management starts with talent acquisition and subsequentchallenges of its retention. In today's time one of the biggestimperatives these days for the organizations is to attract, hire andretain the best employees in the industry. However, the fact is thatHR Departments are not able to retain their existing best talent forattracting new one.

In the current case, it is quite evident that in a company, a robusttraining scheme for the fresher's is existing and company has its properexecution plan up to their placement in the departments for execution ofjob. However post deployment growth plan seems to be missing.

Mr. Vipul joined the company as a fresh Graduate Engineer trainee withhis own preferences and personal conveniences with back up in mind thathe had opportunities in abroad with scholarship. Therefore, a superioritycomplex was in his mindset from the beginning. Despite of this Mr. Vipulappeared to be an emotional, sensitive and influenced with familyinduced pressures, which mobilized his decision of joining an Indiancompany and rejected the opportunities there in abroad.

After successful training in the company, Mr. Vipul was placed in aworkshop where he proved his talent by solving many critical issues.However, there is a saying that a subordinate cannot select his boss

whereas a boss has always anopportunity to select or reject hissubordinates. Here in the currentcase Mr. Joshi, a diploma holderhaving 25 years hands onexperience has its own style oftraditional working which was notmatching with the style of Mr.Vipul a young bright successfulengineering student with goodtechnical knowledge.

At many occasions, Mr. Joshitook it as personal threat, & foundfeedback and inputs of Mr. Vipul asarguments, which resulted intobitter professional relationshipbetween them.

Mr. Vipul being an engineermust have an inbuilt habit ofgoing in deep for finding the rootcause of the problem, which seemsnot to be the modus operandi ofMr. Joshi. This also appeared to bea gap between knowledge andexpertise knowledge. ThisEngineering aptitude of going intodeep into the root cause made Mr.Vipul more sensitive and bitarrogant of his knowledge.

Here Mr. Vipul being a newyoung & junior should have triedto gel with his superior andlearned from the experience of Mr.Joshi. However, as it is beingobserved these days that youngprofessionals are over ambitiousand pretty fast and always in hurryfor giving his best result, whichcreates clashes with the old deep -rooted experienced superiors.Similarly, here also Mr. Vipul couldnot cope up with the style of his

Anil MalikHR & Employee Relations Consultant, Indore

3R for Retention : Respect, Recognize & Reward

BUSINESS MANAGER JANUARY 201859

CASE ANALYSIS

boss Mr. Joshi, which resulted intothe situation that he could notreceive appreciation for his goodperformance and Mr. Vipul wasstamped as non - cooperative andnon - supportive employee of thedepartment. In consequent to this,Mr. Vipul was not given promotion, which was traditionallygiven to upcoming employeesafter 3-4 years of their work, whichMr. Vipul was expecting. Hisperformance assessment has alsogiven him a big shock when hefound that he was rated as normalperformer. Here it also appearsthat in the company theperformance appraisal system isalso not robust and transparent.The appraisal should have beenwith mutual dialogues betweenassesse and assessor. In this case,Mr. Vipul has not been givenopportunity to express his viewson his performance evaluation,which resulted a shock to himwhen heard about his normalrating.

This is really an unfortunatepart in a company that with such abeautifully well - defined trainingscheme, the post deploymentcareer development plan is not ina structure and people are left atthe mercy of old traditionallytrained and experienced bosses.

The Role of Mr. Joshi being theboss was not appropriate. Being ahead of the department his rolewas not limited to command andcontrol the helm of affairs.Recognition and appreciation tohis employees is also a part of hisrole. He should have been asupportive boss and an activementor for his subordinates. Heshould have worked as a guideand answered the queries of Mr.Vipul instead of discouraging him.Mr. Joshi missed a basicunderstanding that an employee

who feels appreciated will always put in discretionary efforts in whateverthey do. They might even encouraged and motivated to help others in theteam.

A bright brilliant student having impeccable technical knowledge wasput in low profile and not appreciated and recognized, as his boss did notlike his suggestions and found them as arguments. However, Mr. Joshi wasan experienced person and designated as manager but his leadershipqualities appeared to be low. A leader creates leader with his knowledge,traits and caring approach. Here, instead of creating & developing a leaderin Mr. Vipul, Mr. Joshi took it is a threat & personal insult to him and heintentionally discouraged him at every level. Mr. Joshi could not developMr. Vipul as a subordinate. He should have created a space for him andshould have allowed him to settle which he did not. One shouldunderstand that a man makes the post important not the post makes theman important.

The role of HR head also remained ineffective. Knowing this fact thatMr. Vipul was deployed in a critical service department he did nottransferred him but could not lead his issue of promotion.

It appears that there is no grievance handling procedure that exist inthe organization. The point is where a person should complain if he hassome issue with his bosses. When Mr. Vipul approached to the GeneralManager, who listened him & gave promises. However, in the end, Mr. Vipulwas transferred to another department but nothing was done on hispromotion and recognition. Whereas in past in similar cases thepromotion used to be given.

This all one sided situation has created frustration in the mind of Mr.Vipul, which forced him to leave the job from a company in which he camewith preferences leaving many options.

The company with good name and fame must have a policy ofgrooming his leaders who could learn that retention of employees is thekey responsibilities of the leaders. It is unfortunate that company investinglots of money in training and development of new employees but focus isnot towards the leader development.

Now a days companies use to implement the Buddy policy, which helpthe new comers in settling.

Equally, I also think that the engineer as if Mr. Vipul should alsounderstand that apart from talent he should be equally tolerant andrespect the experience of the people who are there in the organizationsfor a long time. Mutual respects can resolve many problems of relationshipwhether it is in office or at home. Simultaneously, Companies should alsounderstand that the trainees and the new employees are the brandambassadors of the organization. The young generation of today's era iswell connected and updated by means of social media and internet. Anyadverse experience of young employee may spoil the brand image of thecompany. Hence, they should be well taken care with proper growth planand retention strategies. Some time I feel it has been rightly said thatemployees do not leave their company they leave their bosses. Here CEOand HR professionals' needs to look into it.

Mr. Vipul should also understand that apart from talent he should beequally tolerant and respect the experience of the people who are there inthe organizations for a long time.

BM