Professional Documents
Culture Documents
inally Women in HR have made India Inc. to believe that this function is
no more a male domain and it is done through their sensibilities,
commitment and leadership acumen. The changing attitude of
organizations also ratify the perspective that women in HR can very well
climb to the top of the corporate ladder.
No doubt that the journey of women from home manager (HM) to human
resource manager (HRM) has not been very easy in the back drop of cultural
context but social change coupled with determination and believing in self has
opened the doors for women to attain senior roles in Corporate India.
The visibility of HR women at higher levels has been slow but not disappointing
as compared to last two decades. In fact whatever changes in the perception of
India Inc. have occurred, it was only in these two decades when MNCs entered the
country and encouraged gender diversity.
Many research studies on women mangers in India have repeatedly revealed that
the strengths making them successful at work are their ability to perceive
situations, multitasking, empathy, crisis management skills, collaborative work
style and sensitivity in relationship. But it has not been so easy for women to
achieve respect and social /workplace acceptability. The journey towards
corporate higher up is not devoid of any hurdles still there are many mental, social
and behavioral challenges lie ahead of women in the career world. Few are due to
social and cultural taboos, whereas others are due to self behavior. Social and
cultural taboos include the mindset of families where daughter is still treated no.2
in comparison to son in the family. Many qualified women do not reach to the top
primarily due to the work environment essentially developed over decades in
favor of men. Long unpredictable work hours, discriminatory practices, macho
culture and gender stereotyping are deeply embedded at many workplaces.
Self behavior related challenges are about attempt to pleasing everyone at
workplace taking more and more responsibilities and not fully leveraging their
team. It also becomes challenge when women interpret leadership as quality that
requires harsh / strong action against their values and beliefs trying to copy male
counterparts' behavior. It is also seen that women do not speak out and hold back
when they are confronted in many situations. Women HR leaders need to choose
appropriate situations to speak up and make their presence meaningful.
But our Women HR leaders of this anniversary issue have proved that glass
ceiling stands shattered and is no longer a barrier as they stepped in with more
knowledge strategic function across the globe as they believe in self with high
confidence and "why not" attitude.They successfully strike a fine work life balance
and handle social pressures with the support of their husbands, family members
and excellent home environment. BM salutes to women power and recognizes
their contribution towards the growth of organizations and nurturing human
power.
Now the time has come where providing opportunities to women in organisation
is not a 'Nice to have' any more, it is 'must have'.
If you like it let us know. If not, well, let us know that too.
Happy Reading!
Women Power
Anil Kaushik
Editors Note
Comprehensive View
Your cover feature on Hiring practices,
attrition and retention presents good insight
and Compel the readers to analyse the
practices they have which directly impact
the attrition and retention. It is right that
hiring practices are Considered less
important than other HR interventions. I am
of the opinion that all employee related
problems are some how and some where
related to the hiring practices of the
organization. Other surveys also indicate
and ratify your survey findings. Man Power
survey also indicated that hiring in India
will remain robust in coming three months.
Employers across four regions and seven
sectors reported positive hiring plans . Most
opportunities are expected in service,
finance, real estate and Insurance sectors
whereas weakest hiring plans are reported
in wholesale and retail trade sector.
Sumitra, Noida
Hiring Impact
Mostly the top management is very much
inclined to go in for the cream among fresh
graduates and tradesmen. The same is the
case with experienced candidates as
companies tend to prefer candidates who
have worked with good companies. Due to
cultural mismatch between the previous and
current company, the candidate feels
uncomfortable and also demotivates his
colleagues all the time. Such a person is very
much unlikely to remain with the company
for a long time.
An employee who is not technically sound
or is a poor team player but has somehow
managed to enter the organization due to
faulty screening process, is also likely to
quit within the first 6 months.
Jaspreet Singh Janeja, e-mail
State of Confusion
I have read the cover feature with survey
findings on hiring, pay hikes and attrition.
After that many other surveys have also
comeup with their findings. I can say that
these findings have only added to confusion
because some say that hiring is up where
other say that employers may start
trimming employees as slow down begins to
bite. Dont know what is the real picture.
Main power survey including yours &
others indicate positive hiring. Contrary to
it, ETIG study of companies indicate that
indian companies are focusing on trimming
staff costs to wheather the impact of an
economic slowdown and to maintain their
competitiveness in the face of a slide in
investments. According to study the share of
employee cost to sales ratio of BSE 500
companies has remained to 7.8% which is
the lowest since 2008.
Gunjan Mehta, Bangalore
Concern
It is a matter of concern that IT companies have
deferred campus hiring by three months. If it is
a clue that industry has started facing
slowdown, campus recruitment may effect
badly. Number of companies have also delayed
on-boarding process for 2010 recruits. It should
have started by now. These signals are not good
for campus recruitments.
P.S. Gupta, Meerut
Violence and IR
The article by Dr. G.P. Naik & Dr. K.
Janardhanam has come up with good
insights for employers and employees who
are always confused to assess the resaons of
violence in industrial relations.Authors have
very clearly put the possible reasons of
workers resorting to violence and also a piece
of advice to employers not to create
situations where workers are pushed to walls
. The article is an eye-opener. If employers
and managers show sensitivity and empathy
in handling employee grievances, there
become negligible chances of employees
resorting to violence.
B. Murari, Ahemdabad
Strategic IR
Case study by anil malik is enough to learn
tricks of handiling greedy union president.
Sometimes you need to make such people
understand in their language they
understand.Greed has no limits and if union
leader becomes greedy, and not handled
strongly, it will be a perennial problem.
Rabindra Singh, Hardwar
Readers are invited to comment on articles published in BM through email at : bmalwar@yahoo.com, bmalwar@gmail.com
Readers Response
2 Business Manager July 2012
Indranil Banerjee- BM Hony
Research Lead
Indranil Banerjee has always been very
instrumental and supportive
for quality contents of Business
Manager. BM acknowledges Mr.
Banerjees contribution. Now
Indranil would be Hony
Research Lead to multiply
contents diversity.
Chief Editor
ANIL KAUSHIK
Associate Editor
Anjana Anil
Hon'y Editorial Board
Dr. T.V. Rao
Dr. Rajen Mehrotra
Dr. V.P. Singh
H. L. Kumar
Hony Research Lead
Indranil Banerjee
indranil.hr@gmail.com
DELHI :
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Hon'y Co-ordinators
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assharma@jurishr.com
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Pankaj.Pradeep@fiapl.com
Mihir Gosalia- Mumbai
mihir@mihirgosalia.com
Deep Sikha Chakravorty-Kolkata
cheerpom@gmail.com
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Published on 1st of Every Month
July
2012
Vol. 15
No. 1
Inside
COVER
Feature
Smita Dash Sahoo
Mandeep Maitra
Dr. Shalini Sarin
Dr. Sujaya Banerjee Padma Singh Sushmita Basu
Aparna Sharma
Dr. Tanvi Gautam
Dr. Tanaya Mishra
Women
HR
Leaders
Women
HR
Leaders
The HR Women-Celebrating Success -Smita Dash Sahoo
In the galaxy of stars through difficulties - Aparna Sharma
Breaking the moulds all through - Mandeep Maitra
Power of believing in self - Dr. Tanvi Gautam
Winning Isn't Everything, but Wanting to Win is - Dr. Shalini Sarin
Being Professional handling tough situations... - Dr. Tanaya Mishra
Be Woman & Write your destiny - Dr. Sujaya Banerjee
Transforming from Home Manager to HR Manager - Padma Singh
Challenging journey of establishing business HR - Sushmita Basu
Women- The Natural Leaders
- A.S. Sharma
pg. 09-33
Surrogate
HR
pg. 41
pg. 61
pg. 64
Helpline
Labour Problems
& Solutions
Questions by readers on variety of
problems they face at work and
answers by Anil Kaushik Chief
Editor. Look at it. These may also
be of some help to you.
Judgments
Latest from
the Courts
Latest verdicts from different High
Courts and Supreme Court effecting
employer employee relations.
& HR News
pg. 40
Govt.
Notifications
pg. 34
Developing A Compelling
Employees Value Proposition
What is an employee value proposition? Simply put E.V.P is an
employee's perspective or what is in it for me to work here?
and an employer's communicated promise to its employees. -
An article by Chinmay Kumar Podder.
Great Place to Work
& Edenred study on
Rewards and Recognition
What make
Organisations Best for
R & R?
pg. 37
Spirituality In Corporate
Governance
Spiritual leadership is moving leaders from managing
employees to inspiring employees, a critical component of
transformational leadership. It integrates transformational and
servant leadership with spiritual, ethical, and values-based
leadership models into a combination of core competencies. -
An article by Debaprasad Chattopadhyay.
pg. 52
The Employee Pension Scheme, 1995
Know About It!
There is no provision in the EPS 1995 to file 'date of birth' in the
office records. Therefore, any information about date of birth
which is given under the EPF Scheme 1952, is taken as basic .
data for EPS 1995. An article by Ram Niwas Bairwa.
pg. 55
Managing Discipline
Unenumerated Misconducts
In majority of judicial verdicts, it is held and ruled that an
employer is estopped from taking strict action in the event of a
delinquent committing a misconduct which does not find
place in the list of acts and omissions that constitute
misconduct in the Standing Orders or Service Rules.
An article by Shantimal Jain.
pg. 63
pg. 59
pg. 57
CASE ANALYSIS
Valuing workforce & visionary leadership
The case analysis refers to case study Strategic handling of Union Presidents greed
by Anil malik published in June 12 issue by Mihir Gosalia.
CASE STUDY
Dream Big & Dare to Step In
The case highlights various challenges which came across the journey from being an
employee to becoming an employer. The establishment of a brand in a competitive
market is an unavoidable challenge.
pg. 05
Inside
Book Review
4 Business Manager July 2012
pg. 39
EVENT REPORT
NHRDN Silver Jubilee
Conference at Kolkata
Air India plans to float VRS
Getting right persons still difficult
for employers : survey
Workers' Strike Hits Arvind Production
Air India may exclude commanders from
'workmen' category
Bajaj Auto Uttarakhand workers threaten stir
over salary hike
pg. 43
Top Ten Companies in
Rewards & Recognition
TPG Software Pvt. Ltd.
(Information Technology)
Intuit Technologies Services Pvt. Ltd.
(Information Technology)
American Express India Pvt. Ltd.
(Financial Services)
Aditi Technologies Pvt. Ltd.
(Information Technology)
Intel Technology India Pvt. Ltd.
(Information Technology)
JM Financial Services Pvt. Ltd.
(Financial Services)
Music Broadcast Private Limited
(Media)
Reliance Commercial Finance
(Financial Services)
SAP Labs India Pvt. Ltd.
(Information Technology)
Qualcomm India Pvt. Ltd.
(Telecommunication)
W
orkforce today is more articulate about their needs.
Employees desire the best of everything- competitive
salaries, comfortable & aspirational lifestyles, job
security, career enhancement options, work-life balance,
and so on. Competition for talent is ever increasing and
organisations need to have well-defined philosophies and strategies to
help them develop innovative ways of tapping intrinsic motivation of
employees by engaging their hearts and minds. While many
organisations are struggling to make sufficient progress in this
direction, there are organisations that have institutionalized robust
practices and effective processes in different people practice areas that
go a long way in positively impacting employee perception. India's Best
Companies for Rewards and Recognition was conceptualised to
recognize companies who are leading the way in the area of Rewards
and Recognition for us learn from.
Organizations for this study are assessed on three parameters:
Trust, Pride & camaraderie, which are further broken into various
dimensions and sub-dimensions.
To ensure that above mentioned parameters are experienced by
employees, an organisations needs to undertake ahost of activities and
institutionalize a number of practices. They do so in 9 People Practice
Areas, namely Hiring, Inspiring, Speaking, Listening, Thanking,
Developing, Caring, Celebrating and Sharing, through which people
managers in the best workplaces enable their employees to experience
the organization.
With the objective of recognizing organizations with outstanding
rewards and recognition practices, Great Place To Work Institute, in
collaboration with Edenred, has launched a first-of-its-kind study called
" India's Best Companies for Rewards and Recognition".
Characteristics of the most positively perceived
rewards and recognition programmes
Research indicates that the most critical characteristics of effective
rewards and recognition programmes are the fairness, equity and
justice inherent in these programmes. This sense of equity is both
Business Manager July 2012 5
Great Place to Work