Showing posts with label BBA. Show all posts
Showing posts with label BBA. Show all posts

Friday, August 02, 2013

Despite a spate of trade reforms initiated by the Ilo in recent years, the full realisation of union rights in west Asia remains a far-fetched dream

Limitations on the right to protest
The history of trade unions is a history of struggles for greater social justice and against dictatorship, both in societies and at the workplace. Often accused by their opponents of being unreasonable, unable to understand economics and dinosaurs of the industrial past, there can be no doubt in retrospect that in most battles trade unions have been on the right side of history.

While business has unhesitatingly engaged with dictatorships around the world in its pursuit of profit, trade unions were and are at the forefront of bringing about democratic change in many countries. The right to strike, a minimum wage, the eight-hour working day, paid vacations, social security – all are milestones in the long struggle of trade unions for social justice.

Notwithstanding a spate of trade reforms initiated by International Labour Organisation (ILO) in recent years, the full realisation of union rights in West Asian countries still remains a far-fetched dream.

This region has earned the dubious distinction of being a part of the world where exercising trade union rights amounts to fiddling with danger. In certain sectors, like the oil industry in Iraq and the construction industry in Bahrain, workers regularly complain of harassment and mistreatment. There have been many instances where governments have attempted to interfere in trade union affairs. In countries such as Lebanon, Iraq, Israel, Palestine, political tensions have severely hampered trade activities.

A common phenomenon in all these countries has been limitations on freedom of association and disparity between practices and ratified ILO conventions. As a result, the freedom to bargain collectively and right to protest is both severely restricted. Click here to read more...

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Saturday, July 20, 2013

The HR conclave by IIPM Hyderabad threw light on how an HR Professional can successfully became an investment in the present scenario

IIPM faculty member and head, Strategic Management Group, Prof. Rajat Shukal elaborated on the trend of outsourcing measure. He said that global trends indicated a growth of 37 per cent per annum in this sector. Prof. Shukal also shared demographic analysis of future manpower.

HR academicians present at the conclave had a brief interactive session with experts on how to achieve faster growth in the sector. Participants agreed that HR should contribute expertise in efficient and effective performance of work, to cut costs and maintain quality. The productive sessions concluded with a clear perspective. The conclave was successful in eliciting facts and moved the audience into thinking ‘HR as an investment’.

The entire event was successfully executed by the HR Club, chaired by Mr. Pankaj Kumar Yadav, also the head ofStrategic Management Group at IIPM Hyderabad, and his team, including Mr. Krishna Chaitnya, Mr. Shankar Babu, Mr. Uday, Ms. Rakhee Reddy, Mr. Trinath and Mr. Shaik Javed Ahmed. Click here to read more...

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Monday, March 04, 2013

Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition

Globalisation, drive for quality, cost containment, market volatility, workforce diversity, the importance of knowledge capital, and the speed of change resulted in a closer scrutiny of training and development expenditures, with the advent of new technology. Despite its relevance, it raised a number of questions about the return on the training and development investments. There was a decreasing willingness to spend money on faith and an increasing pressure to justify training and development costs. In this context, it became imperative for those in the field to focus on evaluation of training and development and to communicate to the management that training efforts are making worthwhile contributions.

In this economic crisis, corporate training budgets are being tightened. A research by Josh Bersin, CEO and president of Bersin & Associates, shows that in the second half of 2008, corporate training departments had cut their spending on L&D by 12 to 18 per cent. The number will certainly grow as the crisis continues. There is a need for performance-driven and talent-driven learning so that the senior management could be educated about the short- and long-term impacts.

The L&D budget typically represents a small fraction of a company’s total revenue. Indiscriminate budget cuts can have a major impact on development plans and programmes, and yet it barely makes a dent in the company’s bottom line. For example, if an organisation eliminates or dramatically reduces leadership development training, it will see a reduction in productivity and effectiveness of its leaders.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? asks Max De Pree. Click here to read more..

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Tuesday, February 05, 2013

ARKS Srinivas (CEO, VistaMind Education) shares that true potential of India can only be realised with education opportunities to the 600 million youth

Only 15 per cent of the population reaches high school and out of those, only 7 per cent actually graduate. Add to this the lament that out of these wonderful graduates (engineers and non-engineers), only about 10 per cent are really employable.

Infrastructure and teaching aids:
Infrastructure for education can be broadly divided into: physical infrastructure, study material and teaching aids.

While we have 6,00,000 villages inhabited by the 600 million young population (1000 students per village on an average!), there are not many schools to reach out to them. Most of the institutions are concentrated in the tier I and tier II cities. Even today, many villages are deprived of elementary schools.

The second important aspect of learning (apart from teachers), that of study material, is acutely lacking. While the government has made provisions for the midday meals, the same cannot be said about the availability of the textbooks and notebooks for studying. Add to this, there are no aids for the teachers to explain some fundamental concepts of space and time pictorially or through simulation (with the help of computers). Hence, the entire learning happens through a wasted emphasis on rote learning. Click here to read more..

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Thursday, December 06, 2012

What was the mantra adopted by the HR to ensure the company strategy and people strategy are in sync to create employee value proposition?

HR planning is the mantra to achieve any objective in a given time constraint. Within a limited time frame the management of TCS designed, developed HR strategies, plans and programmes to address gaps like hiring/staffing, learning, career development and succession management and put an end to it.

The company changed its hiring strategy and started focusing on real-time talent management. Employee engagement through employee inputs were solicited via annual survey PULSE, using company’s much-touted digital portal, ULTIMatix allowing them to seek feedback from employees. Apart from this, opinion poll, open-house sessions, process improvement proposals and exit interviews were other measures taken to give full importance to employees.

TCS also introduced stress management which encouraged employees to de-stress by participating in Fun @ Work. Picnic, parties and get-together were organised to encourage employees to see the absurdity in their thought process, perception, and behaviour. This effort led to the reduction of cost associated with absenteeism, turnover, and decreased productivity.

To motivate employees, HR executives conducted appraisal twice in a year, one in the beginning for existing employees and the other at the end for employees hired specifically for various projects.

To build a quality talent pool, TCS started multiple learning and development programmes without investing much on recruitment during this phase. Some of them are:
• Academic Interface Program: To bridge the gap between campus and corporate, TCS was involved in strengthening bond with the academic community and get the best talent.
• Initial Learning Program (ILP): New engineering recruits were given a six-week ILP that focused in transforming engineers, from diverse disciplines, into software professionals which led them to the TCS way of life.
• Foreign Language Initiative (FLI): It was started keeping in mind the importance of learning new language to ensure cross-cultural sensitivity and tolerance. It enhanced TCS’ global culture.
• Ignite: This six-month learning programme was a transition for science graduates to the IT industry and the corporate world.

TCS’ investment in learning and development programmes for employees, competitive compensation, efforts to create a compelling work environment, empowering employees at all levels as a well structured reward and recognition mechanism managed to bring down its attrition rate at 11.4 per cent in 2010.

HR today has emerged as a strategic partner, an employee champion, and a change agent for modern organisations. Attracting, recruiting, retaining employees have become necessary to gain a competitive edge, improve profitability, inspire and sustain employee motivation. HR is no more considered a peripheral entity and no more has to face hard times during recession.

HR’s involvement is imperative to improve overall performance of an organisation and is considered an integral part of an organisation. Read more...

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Monday, November 26, 2012

Removing the changeblocks together

Change in simple words is becoming different, but it is easier said than done. Often people resist change because it necessitates movement from a current comfort level to a state of uncertainty and insecurity. The reason is, transformation happens not just for a process, system or practice but it calls for a behavioural change involving values, attitude, identity and belief. However, change is a positive scenario that enables growth, adaptability and competitiveness. In fact, change in an organisation helps to bring in new perspectives. It is a process that involves unfreezing, moving, and refreezing of values, practices, and procedures within the organisation.

With the system and process that facilitate the business change it becomes imperative to handle the softer issue of the people, since change is not self-initiated. Handling resistance, perceptions of change and mobilising the change within the employees create confusion. It is the time factor that enables organisations to work through change.

To meet the challenges of change and win over time, it is vital for organisations to effectively position the change against time. Establishing and reinforcing the vision, removing barriers and tightening the sense of oneness and belongingness expedite a positive change.Read more..

Thursday, November 22, 2012

Organisation’s Compass

Prior to joining Ricardo, Mr. Dave Shemmans was operations director and co-founder of Wavedriver Ltd., a subsidiary of PowerGen plc. Dave, a Harvard graduate, is a member of the steering group for the UK government-sponsored New Automotive Innovation Growth Team. 

Q. How can HR sync its productivity with business needs?
Dave: Ricardo is a global business that is knowledge-driven and people-led. It is essential we focus on attracting and retaining the best talent. The HR function is thus mission-critical to us in developing and retaining the talent and accumulated knowledge on which our business thrives and on which its future depends.

Q. Can HR influence overall strategy and results of a firm?
Dave: HR is central to development and implementation of the corporate strategy. This is reflected in our “Right Team and Right Culture” strategic theme. We aim to seek out the best available talent externally through our internal talent management and development programme.

Q. Has HR successfully prioritised profit and loss over technical and political correctness?
Dave: The way this is often represented is a false dichotomy. In all regions that we operate in, there are societal norms and expectations, and national employment regulations that will apply to all market players. A well-run business respects its customers for their business, its investors for their capital, and its staff for their contributions. Read more...


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Thursday, November 01, 2012

William Greenhalgh (CEO, Human Resources Professionals Association) suggests HR executives to be more assertive in having their voice heard around the table as their issues get sidetracked in the heat of the battle

Q. How can the CEO and HR find a common ground?
A. HR must be the trusted advisor to the CEO and ensure flawless HR processes. The CEO has to know that HR has the interest of the company at heart, will be honest and fearless to suggest what is best in the company’s interest.

Q. How should HR manage the change programme during crisis?
A. CEOs want HR with a toolbox of change management practices, a consulting mindset, and a strong understanding of how compensation and performance management can be used to support change. The HR also needs to be a translator and interpreter of the CEO’s communications.

Q. How can they jointly create a healthy corporate culture?
A. Success or failure in any company depends on the quality, commitment and drive of its employees. Most CEOs understand that but often neglect it. It is important that they schedule regular reviews of the people performance, succession planning, and the future talent management plans based on the direction of the company. The company will also reflect the values of the CEO so it is important that he or she behaves in a way consistent with the culture. Click here to read full interview...

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Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Thursday, October 25, 2012

KUNWER SACHDEV, CEO AND MD, SU-KAM POWER SYSTEMS LTD. The Gift Of Life

Passion is… involvement and focus.
Processes and systems are important since… they are the only long-term solution.
I am most influenced by… Ratan Tata.
People are my most important asset because… they make or break the organisation.
My idea of a reward for a job well-done is… a pat on the back; appreciation in public.
Employee attrition can be handled by…involving and engaging employees.
The secret for a business’s quantum leap is… continuous evolution and learning.
Leadership is… being the role model.
My most cherished possession is… my company’s R&D.
On your bookshelf, you’ll find… The Drama of The Gifted Child; The Forty Rules of Love; and, Gifted Grownups.
My greatest extravagance in life is… the life I am living.
My dreams for tomorrow are… to try and do things today.
The most valuable lesson I have learnt is… look at things from others’ perspective.
The most important quality that youngsters must imbibe is… stability, be it in relationships or at work. Click here to read more...

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IIPM : The B-School with a Human Face

Wednesday, October 17, 2012

Executive Focus

Q. What is the business agenda for the coming year?
A. Our vision is to continue to build a strong and profitable network of exchanges; to expand and provide liquidity and risk management solutions to the developing and emerging economies of our region; and, to identify national and regional markets for our products. Our domain expertise will enable us to introduce trading in new asset classes on our tech-centric exchange platforms in different regions. We will vigorously pursue our mission of increasing access to markets.

Q. What is the next project you wish to undertake?
A. While my role encompasses technology and operations, my role as the Director of HR is surely the most challenging. Our HR vision is to make our company the most preferred employer, which I am sure we will soon achieve.

Q. What HR initiatives are being taken up for this?
A. Some of our HR initiatives include:

1. DOST (Dedicated to On-Boarding Support and Training): Assigned to every new joinee for three months.
2. AIMS (Acquire, Improvise and Maximise - Skills): In-house learning and development initiative to regularly conduct functional, technical, and development programmes.
3. Group HR Zone: Online HR interface for members to avail various HR resources such as policies, procedures, articles, etc. It also provides information on training and development and performance management activities
4. Listening Post: Dedicated to employee grievances and concerns. A senior HR professional conducts a one-to-one discussion with the employee to understand the concerns. These are taken as action points for improvement. We also have an anti–harassment cell.
5. Employee HRIS: Automated self-service modules such as Leave Management, Payroll Processing, etc.
6. Group interaction events: Such as the recently concluded JOSH 2011, our Annual Sportz Meet.
Our people practices have won us many awards and accolades, such as: award for Innovation in Retention Strategy in the Employer Branding Awards 2009-2010; Global HR Excellence Award 2009-2010 for the most innovative HR practices; and, Excellence in HR through Technology and Innovation in Recruitment strategy at Employer Branding Awards 2011. Our top three goals in becoming the most preferred employer are: a powerful and highly-valued employer brand; high levels of employee engagement; an environment which can engender an unparalleled and global learning experience. click here to read more....

Read More IIPM Related Articles
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IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Monday, October 15, 2012

Moulding Young Minds for a Better Tomorrow

Updating curricula to match the ever-changing industry demands is key to preparing students for future, shares Mr. Ashok Mittal,Chancellor Lovely Professional University, in his over 600-acre sprawling campus. “We are the people producing products for India Inc. We need to change the curricula and make it fit its requirements. So, a university should go to industries, get their requirement and then change the curricula accordingly.” At LPU, he says, the syllabi is updated every six month. The board reviews it on the basis of feedback from students and faculty members. The queries basically revolve around the syllabi and how effective it is. “To top it all, we send our curricula to the industry for feedback. This is why I say industry interface is very important in getting the curricula designed,” says Mr. Mittal. One needs to understand that students have friends studying in various institutions and they have this tendency of comparing the best and the worst things. So, LPU ensures high quality educational system. As majority of the LPU processes are online, identifying students’ needs is no problem, he points out.

LPU recommends and has an instruction plan which ensures that same curriculum, schedules and evaluation processes are being followed in all sections and classes. It has a class strength of 60 and every student has a user name and password. Click here to continue reading....

Read More IIPM Related Articles
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IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
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IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Saturday, October 25, 2008

Further support of women’s rights is a must to ensure better stability of family life

As women gain collective rights, and especially as men accept their changed roles, many disruptive effects of familyBetty Friedan’s The Feminine Mystique change are ameliorated. In US, divorce rates for well-educated women are now much lower than for less-educated women, and women with good jobs or who have completed college are more likely than more traditional women to be married at age 35. Today, going to work decreases the chance of divorce. In families where the wife is employed longer, men tend to do more and better child-care, with measurable payoffs in child outcomes.

Of course, marriage will never again be as stable or predictable as when women lacked alternatives. But change has far less negative consequences when women have access to economic rights than when they don’t. In the Nordic countries, out-of-wedlock births are much higher than in US, but children of single mothers are much less likely to experience poverty, and spend more time on average with both biological parents, because cohabitation there is more stable than in many American marriages....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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