Tag Archive | heet article

Dan Pink on Engagement

The recent Gallup finding has astounded the organizations. According to Gallup, pioneer in the study of engagement, a staggering 87% of employees worldwide are not engaged. This means, many companies are experiencing a crisis of engagement and they aren’t aware of it. With such astonishing fact before us, perhaps, it’s time for us to rethink and reinvent our ideology on what motives and what does not.

 The Problem of Management

We have taken the term ‘Management’ too seriously! Management is just a technology to get people do what you want them to do. At the core of Management lies the ‘If – Then’ principle – if you do this, then you get that. This principle works under few situation. However, for a lot of tasks, it actually doesn’t work or might even do harm. Pink says, “This is one of the most robust findings in social science, and also one of the most ignored.”

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The Mismatch of Business & Science

In a cross-culture experiment conducted by Dan Ariely, he found out that people who were offered medium level of rewards did no better than people offered small rewards. Surprisingly, people offered highest rewards, did the worst of all.

This explains the mismatch between what science knows and what business does. Pink calls this phenomenon an ‘Economic Mess’. 

Business, today, no longer can build itself on the Carrot and Stick principle. If we really want high performance in the 21st century, the solution does not lie with the ‘If Then’ practice, to entice people with a sweeter carrot. Instead, we need a whole new approach.

What Drives Engagement?

Management creates compliance. It is good for Short & Simple tasks. However, for Long and Complex tasks, it fails. This is because the reward principle of management hampers creativity. It obstructs conceptual thinking. Today’s business yearns for engagement and not management. Engagement is driven through Self – Direction – a new operating system for business that revolves around three elements: Autonomy, Mastery and Purpose.

  • Autonomy is the urge to direct our own lives.
  • Mastery is the desire to get better and better at something that matters.
  • Purpose is the yearning to do what we do in the service of something larger than ourselves.

These are the building blocks of an entirely new operating system for our businesses.

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Hinduism Supports Dan Pink’s Model

According to Bhagwat Gita, if a person is dedicated to his work  & works for the sake of work only without any fear of success or failure (Rewards), then that person is going to be certainly successful in his/her job.

Gita emphasizes on performing meditation & yoga for disciplining the mind that can be made to concentrate on one’s job better, producing better results. (Mastery)

The Ultimate Goal of life is SAT CHIT ANADA – Be Happy, live in Love, Peace and Bliss and spread the same to others. (Purpose)

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To Sum Up

  • 20th century rewards work only in a surprisingly narrow band of circumstances.

  • If-then rewards often destroy creativity.

  • The secret to high performance isn’t rewards or punishments, but the drive to do things for their own sake. The drive to do things because they matter.

 

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The Economic Outlook @ Thane HR

Economic conditions directly impact HR as they provide a background to determine the recruitment, development & retention policy for the organization to meet it’s customer needs. Thane HR professionals got an excellent opportunity to receive an overview of the country’s changing demography & it’s impact on the third largest economy.  On 18th March, 2016, Thane HR Group invited Mr. Prashant Jain, Executive Director & Chief Investment Officer, HDFC Asset Management Co Ltd (Popularly known as HDFC Mutual Fund) to share his take on the current Indian economic outlook.

Indian GDP Outlook:

Real GDP growth rate for India was around 7.5% in 2015 and Nominal growth rate was around 12%-13%. A nominal GDP will often appear higher than the real GDP, as real values are adjusted for inflation, while nominal values are not.

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Referring to the image above, you will notice that Indian economy is growing at a static rate i.e. from 15% (1991-2000) to 14% (2001-10) to 15% (2011-15).

Why is Indian Economy Growing?

Rising Population

Every year, India’s population is increasing by 2% leading to a steady increase in the rate of consumption.

Nuclear Families

Large number of joint families are breaking down to form nuclear families. About 1% increase in consumption rate is experienced annually due to this reason.

Penetration Levels of Consumer Durables

Mobile phones which are just 15 years old in the country, have penetrated the 80% – 90% of Indian market. On the contrary, motorcycles & cars have been able to cover 40% &  8% respectively. This shows the growth potential that Indian markets still possess.

Consumer Choices

Due to more consumer product offerings, new items are frequently bought.


Outlook into Indian Equities:

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Volatility in the Short Run

Markets give volatile returns in the first few years. However, as the holding period increases, the volatility come down to providing returns which fall mostly between 11% – 19%. This is because Indian GDP growth is around 15% every year.

Correlation Between Sensex & Equity

If profits grow by 20%, the value of company also increases by the same percentage. The value of the company is in correlation to the profits of the company. At the same time, we understand that Indian GDP growth & the growth in Sensex go hand-in-hand. This is because Sensex has the tendency to correct itself to be higher or lower based on the GDP growth.

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Insights by Mr. Sharad Gangal, Executive Vice President HR , Admin, IR, Thermax

 

With one million new entrants joining the labour force every month for the next 20 years, Skill India has gained a corner stone importance. While, India’s biggest contribution comes from Service Sector, there is a need to leverage the Manufacturing industry that has the capability to provide employment to the increasing population. HR needs to be awakened and aligned to deal with the emerging Employee Relations in the country. He emphasized the below mentioned pointers:-

  • Awareness on ER is missing. it is rare to find a skilled ER/IR manager as compared to an OD or Comp&Ben expert. 

  • Apart from Dunlop’s Systems Theory, we do not have a strong theoretical model in the IR field. There is a need to encourage research and more thinking in this field.

  • Contract Laborers are our responsibility. Organizations need to take proactive steps to further regulate the conditions of Contract workforce. One has to be judicious for the disparity between the different working units in the organization.

  • Today, workers lookout for income security as compared to job security. This is a critical reason for the employees not to join unions. Once direct communication between workers & management flourishes, unmerited union demands are tapered off automatically.

Conclusion

While a lot of tittle-tattle occurs on where to invest and when to invest, Mr. Prashant Jain suggested to enter in the mutual fund market especially when the bull does not seem that strong. Eventually, the head-strong bull will equate itself to the growing GDP. Moreover, if you are confused between the different funds, bet on anyone that has given consistent returns more than the market rate, over a long period of time!

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About Thane HR Group

Thane HR Group was founded in the year 1996 with an objective of getting the HR Professionals staying or working in Thane District on a common HR platform. Over a period of 18 years, Thane HR Group had many HR experience sharing meeting. Thane HR has successfully arranged for more than 150 such programs, absolutely free of cost!

You can connect to Thane HR Group through the following website –

 FB – https://www.facebook.com/groups/ThaneHR/

LinkedIn – https://www.linkedin.com/groups/Thane-HR-Group-136361/about

Capability Development: The ITC Way – Thane HR Group Meeting

Organizations recognize that victory is contingent on how capable their people are. They realize that poached employees are not necessarily equipped with the desired skills. The key lies in developing staff to meet the requirements of the organization. Dr R Sridhar, Executive Vice President, ITC Ltd, addressed this theme of developing critical capabilities at the October event organised by Thane HR, a group dedicated to bring together the HR talent pool to a common platform.

“While planning for new ventures, the companies plan for market potentials, technologies, products & services. I am yet to find a company that devices ‘capabilities’ well in advance”, says Dr Sridhar.  

Dr R Sridhar, Executive VP  , ITC on Capability Development at Thane HR

Dr R Sridhar, Executive VP , ITC on Capability Development at Thane HR

Below are the significant take-away from the Event:

 Have a Portfolio of Capabilities

The audience agreed that a sustainable future is only possible if organizations can sense, adapt, and respond to change. Dr Sridhar, therefore, advised on applying a portfolio of capabilities. This helps to ensure that the capabilities are in place, not only to run the business today but also to meet the demands of tomorrow. 

 

Portfolio of Capabilities by Dr R Sridhar

 

Acting on the Values

Value statement are not flamboyant promotional statements. Organizations, today, lack the mechanisms to translate values to actions. Dr Sridhar advises –

1. Values cannot be “set”:

Organizational values needs to be discovered. They must be found in the people working for the organization and their family background. The value finding process move upwards, starting from the individual level to the organizational level.

2. Leader’s need to subscribe the values:

Leaders are the role models. When they are consistent and follow the values, the values get translated to the bottom level. However, when leader’s selectively implement the values, those values do not reflect at the bottom level. 

ITC’s Remarkable Pune Laboratory

 

  • Problems at the former Bombay Plant:

When ITC’s Bombay plant was decided to be shifted to Pune, it became crucial to bring solutions to the two prevailing problems. Those problems were:-

  1. It was a ‘Control Based Factory’, following the Theory X principles.

  2. There was a lot of Status Quo due to the hierarchical organization structure.

  • 3 Solutions at the novel Pune Plant:

Three significant experiments carried out by ITC at its new Pune Plant were:-

 

  1. Adopt a Lean Organizational Structure

Central challenge was to transform the ‘Control Based Factory’ into a ‘Commitment Based Factory’. This was done through breaking the status quo arising from the layers of hierarchies. At the new Pune Plant, a simple division was made between the designations and workers are categories either as ‘Technical Associates’ or ‘Production Associates’.

  1. Co-managing the Responsibility

“All IR problems begin at the Canteen. Similar was the case at the Bombay plant as well.”, laughed Dr Sridhar. Employees were made a part of the various committees. This was done to create an ownership culture amongst the employees.

  1. Converting Problems into a Learning Laboratory

Dr Sridhar firmly advocated the need for experimentation and continuous learning. He suggests that, “to be able to manage the learning at a factory, you have to be a learner yourself. Learning and experimentation have to become a way of life!” Therefore, it was decided that the Pune Factory of ITC will become a Laboratory for the various management initiatives.

ITC’s Remarkable Pune Laboratory

Changes made at the New Pune Plant of ITC to solve the problems that the former Bombay Plant faced.

Conclusion

To sustain competitive advantage for large organizations like ITC, it becomes crucial to reinvent its processes. This can happen through Learning and Experimentation, which Dr Sridhar suggests, should become a way of life. An example of success is the ITC’s Pune Plant experiment.

 Experimentation - Dr Sridar

 

 

About Thane HR Group

Thane HR Group was founded in the year 1996 with an objective of getting the HR Professionals staying or working in Thane District on a common HR platform. Over a period of 18 years, Thane HR Group had many HR experience sharing meeting. Thane HR has successfully arranged for more than 150 such programs, absolutely free of cost! 

 

You can connect to Thane HR Group through the following website –

 FB – https://www.facebook.com/groups/ThaneHR/

LinkedIn – https://www.linkedin.com/groups/Thane-HR-Group-136361/about

 

 

 

About LNML Maharashtra Institute of Labour Studies

LNML Maharashtra Institute of Labour Studies is an independent department under Maharashtra Labour Ministry. It is one of its kinds in the field of labour studies. It has a glorious past of 67 years and has emerged as a stronger body which has contributed to the economy and industry in many ways.

You can connect to LNML Maharashtra Institute of Labour Studies through the following website –

Website – http://www.mils.co.in/

LinkedIn- http://www.linkedin.com/profile/view?id=285636594&locale=en_US&trk=tyah2&trkInfo=tas%3Amils%20%2Cidx%3A1-1-1

FB – https://www.facebook.com/milsplacementcell

Maharashtra Government Website – http://mahakamgar.gov.in/MahLabour/mils-index.htm

An Evening to Remember ~ Brochure Release @ MILS for Batch 2013-15

At every corner around the room, the conversations were taking place that proved how energetic and enthused guests were about the event—what was not to be excited about? It was, after all, the time to meet buddies and relive the good old days. The Brochure Release Event of Batch 2013-15 gathered huge appreciation from many industry professionals who attended the event on 27th September, 2014. The event was held by Maharashtra Institute of Labour Studies (MILS), a name that is close to thousands of hearts in the HR Industry.
On this occasion, the Guests of Honor were Mr. Prashant Likhite (General Manager HR-Tata Consulting Services), Mr. Sanjeev Parkar (Director Human Capital- PricewaterhouseCoopers) and Mr. Machindra Kapare (Head Business-Human Capital at Fullerton India). The guests shared their valuable lessons in leadership that they learned after passing out from MILS:-


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MILS felicitating Mr. Prashant Likhite, General Manager HR – TCS

 
Expand Horizons
When his boss threw a challenging task at Mr. Prashant Likhite, little did he realize that the challenge would eventually act as a stepping stone to far greater success in his career. Today, when Mr. Likhite looks behind, he sees that the challenges thrown at him, has opened to new ideas, broaden his insight and expanded his horizons. He advises the young batch to learn new skills and develop the ability to challenge oneself for the better, because it is the only way to move forward.
Live the Passion
“Don’t worry about what the world needs. Ask what makes you come alive and do that, because what the world needs is people who have come alive.” ~Howard Thurman
Living passion helps create ones own road to happiness. Mr. Likhite’s passion for singing helped him navigate life’s bumpy roads and dead ends in a smooth way. Passions in life allows oneself to find one’s true calling, and take positive actions to change the life for the better.
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MILS felicitating Mr. Sanjeev Parkar, Director Human Capital- PWC

Humility & Modesty - 2 Elements of Being Grounded
There is one particular lesson that MILS teaches it’s students – the value of being grounded. Mr. Sanjeev Parker, proudly declared that his two biggest lessons from MILS were “Humility” and “Modesty”. He indicated that a successful leader knows what his/her core values are and lives by them.
Mr. Parker, also, believes that HR today, should be aware of the ground realities. When a leader acknowledges and respects the time of his subordinates, he sends the message that people are valuable. Employees who feel valued, act valued. If one wants to invest in people, one should invest in how they are made to feel. Feeling appreciated, valued, acknowledged and respected means more to most people than their paycheck.
Boardroom Requires Future
While our actions are guided by the past, the decisions in the boardroom are taken on foresight. Mr. Parker strongly believes that CEOs are focused on the long term and, therefore, it is important to balance results needed today with the investment required for the future. He suggests in thinking like a CEO where value lies in anticipating change before it happens – rather than mindlessly reacting to whatever comes next.
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MILS felicitating Mr. Machindra Kapare, Head Business-Human Capital at Fullerton India

Business Acumen
“HR professionals are no longer the support staff in an organization who process transactions related to workers”, believes Mr. Machindra Kapare. HR leader is no longer a people’s person with soft skills. He needs business acumen. Every plan and process has to be aligned with the core business strategy. The focus has shifted from what HR does to what they deliver. Mr. Kapare encouraged to step outside of traditional roles and proactively seek out opportunities to learn the business we support.
Self is the Cause and Self is the Effect
Mr. Kapare emphasized on the fact that life is a matter of choices. On a daily basis, the actions we take, the people we spend time with, and the principles we choose to defend, define us. Therefore, he ended his speech quoting, “Self is the cause and self is the effect”. (See Also – https://heetpandya.wordpress.com/2014/08/15/tete-a-tete-with-machindra-kapre-gm-fullerton-india/)

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Brochure Release Event at Maharashtra Institute of Labour Studies, Batch 2013-15

Conclusion
It was a remarkable evening which has set new standards for the coming MILS batches. A well-appreciated event, Kudos to our beloved Placement Coordinator – Mr. Yogesh Dhotre and the entire team!!

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About LNML Maharashtra Institute of Labour Studies:

LNML Maharashtra Institute of Labour Studies is an independent department under Maharashtra Labour Ministry. It is one of its kinds in the field of labour studies. It has a glorious past of 64 years and has emerged as a stronger body which has contributed to the economy and industry in many ways.
You can connect to LNML Maharashtra Institute of Labour Studies through the following website –
Website – http://www.mils.co.in/
LinkedIn- http://www.linkedin.com/profile/view?id=285636594&locale=en_US&trk=tyah2&trkInfo=tas%3Amils%20%2Cidx%3A1-1-1
FB – https://www.facebook.com/milsplacementcell
Maharashtra Government Website – http://mahakamgar.gov.in/MahLabour/mils-index.htm

Thane HR Soirée with Dr. Santrupt Misra, Carbon Black Business CEO & Group HR Director Aditya Birla

Dr. Santrupt Misra
Dr. Santrupt Misra (Carbon Black Business CEO & Group HR Director Aditya Birla Group) on Leadership and Life at Thane HR

 

अयं निजः परोवेति गणना लघुचेतसां

उदार चरितानां तु वसुधैव कुटुम्बकम ॥

 

A firm believer in the power of literature, Dr. Santrupt Misra, Carbon Black Business CEO & Group HR Director Aditya Birla Group, recited the above Sanskrit Shloka to inculcate an understanding that the whole world is one family (Vasudhaiva Kutumbakam). The event was organized by Thane HR, a group dedicated to bring together the HR talent pool to a common platform. Dr. Misra believes that we all live together on the foundations of mutual love and trust, and therefore, he unfolded his ladder to success, as he revealed the various crossroads of his life.

 

Buddha once said that, “What we believe is what we become”.  The blog is an account of the core beliefs that have shaped Dr. Misra, a small town boy without much access (as he called himself) into a triumphant leader. 

 

  • Distinction between 'Something' and 'Someone'

In a role model, focus should be on the behavior that we wish to emulate, and not on the person as a whole. If we try to replicate someone blindly, we won’t reach anywhere. Dr. Misra holds that we should aim to become ‘something’ in life and not ‘someone’.

 

  • Going Beyond the Call of Duty

Once, Dr. Misra’s Math teacher travelled all the way at 4.30 am in the morning just to send his best wishes before the Math exam. This made Dr. Misra learn, early in his life, the importance of nurturing a human bond and going beyond the basic requirements of the job. He advised the audience to strive to be that person who goes above and beyond what’s necessarily expected and we will see more of life’s rewards making way into our life.

 

  • Courage to Challenge what one feels is not right

HR does not assume a mere bystander’s role in maintaining the ethical tone of the workplace. Dr. Misra believes it is important to lead by example in the organization and to create a culture of mutual respect and dignity. Therefore, it is the HR’s moral obligation to challenge a particular decision of the management which may harm the employee’s interest.

 

  • Success is in Touching People's Life!

Thomas Gray

(Meaning: No matter how much you have acquired and how so ever you show it off, it is soon going to go away)

Dr. Misra narrated the above stanza in Thomas Gray’s elegy, emphasizing his perception about success. “Life is not about how much you have achieved”, he says, “Success lies in how many lives you have touched.” Success is a relative term. While it is important to have our goals high, it is also necessary to check ourselves, as to how much we have outreached and made a positive difference in the other’s lives. 

 

  • Power of Coincidence

Deepak Chopra says that, “Coincidences are not accidents but signals from the universe which can guide us toward our true destiny.” It is the people, places, and events of our lives are showing us what we need to know or where we are ready to go. Many a times,       unexpected things happen. It is vital for us to embrace life and go with the flow of life. 

 

We, students of MILS, had only heard about the popularity index of Dr. Santrupt Misra. But, after his soul-stirring speech, it was natural to become a part of his fan list. Once again a stupendous event arranged by Thane HR Group.   We appreciate and are grateful to the efforts of the group for making it possible for students to join the platform.

 

 

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About Thane HR Group:

Thane HR Group was founded in the year 1996 with an objective of getting the HR Professionals staying or working in Thane District on a common HR platform. Over a period of 18 years, Thane HR Group had many HR experience sharing meeting mainly hosted by companies. Thane HR has successfully arranged for more than 150 such programs, absolutely free of cost!  

 

You can connect to Thane HR Group through the following website –

 FB – https://www.facebook.com/groups/ThaneHR/

LinkedIn – https://www.linkedin.com/groups/Thane-HR-Group-136361/about

 

 

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About LNML Maharashtra Institute of Labour Studies:

LNML Maharashtra Institute of Labour Studies is an independent department under Maharashtra Labour Ministry. It is one of its kinds in the field of labour studies. It has a glorious past of 64 years and has emerged as a stronger body which has contributed to the economy and industry in many ways.

 

You can connect to LNML Maharashtra Institute of Labour Studies through the following website –

Website – http://www.mils.co.in/

LinkedIn- http://www.linkedin.com/profile/view?id=285636594&locale=en_US&trk=tyah2&trkInfo=tas%3Amils%20%2Cidx%3A1-1-1

FB – https://www.facebook.com/milsplacementcell

Maharashtra Government Website – http://www.mahashramm.gov.in/mils/index_mils.html

Leadership Nirvana at NIPM by Rajeev Dubey, President Group HR, Mahindra & Mahindra

Rajeev-Dubey

Rajiv Dubey, President, Group HR (Corporate Services After-Market) & Member of the Group Executive Board, Mahindra Mahindra Ltd, discussed the theme of ‘Creating Future Leaders” at the 22nd Naval Tata Memorial Lecture organised by NIPM.

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Students of Maharashtra Institute of Labour Studies (MILS) at NIPM Mumbai Chapter

We are living in a world where volatility and uncertainty have become the New Normal. The dynamic and fast-changing nature of our world today is best described by VUCA, a term coined by the US Army War College. VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity. As a result of this, businesses, industries and careers are disrupted faster than ever before. To discuss this theme, National Institute of Personnel Management (NIPM) organized 22nd Naval Tata Memorial Lecture on ‘Creating Future Leaders’. The guest speaker was Mr. Rajeev Dubey, President (Group HR, Corporate Services & After-Market) & Member of the Group Executive Board, Mahindra & Mahindra Ltd. Rajeev Dubey believes that the norms which are applied to business today cannot be applied tomorrow. We have to rethink about how we lead ourselves, others and our organizations. Old ways of leadership have to give way to newer mental models.

Rajeev embraces the following Nine Leadership Principles that aid him emerge as a glorious warrior in the VUCA world:

 

1)         Higher Order Purpose

Vital for all organizations, today, is to have a clear purpose. It is equally important to articulate that purpose and communicate it to each employee in such a manner that the organization’s purpose becomes a part of every employee’s purpose.

Businesses must rethink their purpose to achieve far better results. There must be a high aim. It has to motivate, inspire and lead all towards attaining the goal. It must be an uplifting and enhancing activity for all.

 

WHAT DO WE LEARN?

  • Organization’s purpose should be clear
  • Vision should be communicated with each employee, so that, it becomes a part of his/her purpose.
  • Purpose should be have a higher order and must involve growth.

 

2)         Whole New Mind

Rajeev emphasized revolutionary thinker – Daniel Pink’s theory of the ‘Whole New Mind”.

Rajeev believes that the sequential, logical, and analytical skills of the “left brain” are necessary but no longer sufficient. In the VUCA world, the capabilities we once overlooked, the “right-brain” qualities of inventiveness, empathy, joyfulness, and meaningg, would determine who flourishes and who flounders.

 

WHAT DO WE LEARN?

  • World is moving from the logical and analytical brain to the inventive and conceptual brain

 

3)         Multiplier of Energy

There are two different types of leaders. The first type drains intelligence, energy, and capability from the ones around them. They always need to be the smartest ones in the room. They are the idea killers, the energy sappers, the ‘diminishers’ of talent. On the other side of the spectrum are leaders who lay down the foundations where all can learn and grow. When these leaders walk into a room, lightbulbs go off over people’s heads, ideas flow, and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the ‘Multipliers’. Rajeev says, “Unfortunately, our world has considered ‘diminishers’ as the role models than the Multipliers.”

And the world needs more of the Multipliers, especially now, when leaders are expected to do more with less.

WHAT DO WE LEARN?

  • VUCA world leaders analyze themselves on the scale of Diminisher to Multiplier.
  • Multiper – bring out intelligence in others and get the best ideas and work out of the people they lead.
  • Diminisher – stifle others and deplete the organization of crucial intelligence and capability.

Multipliers Vs. Diminishers

 

 

4)         Innovation and Leverage Failure

Rajeev quotes, “It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all – in which case, you fail by default. – J. K. Rowling

Innovation implies risk taking. 50 % of innovative ideas fail. Innovation thrives on failure and they are the part and parcel of the learning process. Rajeev strongly recommended to have a culture were failure is accepted. It is important to do away with the fears involved with failure in an innovative culture. Unless, that is done, one would never be able to take risks which could hinder many innovative organization’s vision. We need leaders who manage fear, who takes learning from fear.

 

WHAT DO WE LEARN?

  • VUCA managers leverage both innovation and failure to accelerate learning and create a stronger organization in the long term.

 

5)         Mindfulness in the Age of Distraction

Ellen Langer’s principle of mindfulness also motivated Rajeev. Mindfulness is the process of actively noticing new things. Once we do that, we put ourselves in the present. We live in the world of over information. In such a chaotic world, it is easy to drift away from here and now. We may shut ourselves to the information that can help us reach the highest effort.

Therefore, it is important to priorities and focus our work and give 100% of ourselves to what we are doing, here and now.

 

WHAT DO WE LEARN?

  • VUCA Leaders are present in the here and now.
  • They prioritize and focus on their work.

 

6)         Global Mindset

Rajeev emphasized that it is important to have a Global Mindset. People who have a global mindset are open to actively challenging themselves to operate beyond their comfort zone. We need to constantly reinvent the ways in which we work.

WHAT DO WE LEARN?

  • Global mindset involves being Open, being Comfortable with differences, and Reinventing oneself according the changing times.

 

7)         KISS Principle

If you cannot convince them confuse them. This principle hardly works today. What works is the KISS Principle – Keep It Simple, Stupid! This involves in keeping the content concise and focused.

 

WHAT DO WE LEARN?

Effective communication is clear, crisp and precise. It needs to be understood by all.

 

8)         Change the Game

Rajiv focused on transformational strategy. Transformation implies change. If nothing changes, if nothing is created. If nothing is transformed, then you don’t have a game changer. Speed and Surprise are the elements required in a business strategy today.

WHAT DO WE LEARN?

Strategy must have element of Speed and Surprise.

 

9)         Trust

More important than developing competence in an organization, it is important to develop trust. Trust can be developed by a simple alignment between thinking, saying and doing.

 

Rajeev Dubey summarized his Leadership model by using the following 6 steps:-
Rajeev Dubey's 6 Steps to VUCA Leadership

Rajeev Dubey’s 6 Steps to VUCA Leadership

 

Rajeev Dubey's Leadership Model

Rajeev Dubey’s Leadership Model

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Students of Maharashtra Institute of Labour Studies attend the 22nd Naval Tata Memorial Lecture organised by NIPM

 

 

 

About NIPM

nipm

NIPM is a non-profit making body devoted to the development of skill and expertise of the professionals engaged in the management of human resources through regular lecture, meetings, seminars, training courses, conferences and publication in its chapters all over the country.

 You can connect to NIPM via – http://nipm.in/
 
About LNML Maharashtra Institute of Labour Studies

LNML Maharashtra Institute of Labour Studies is an independent department under Maharashtra Labour Ministry. It is one of its kinds in the field of labour studies. It has a glorious past of 64 years and has emerged as a stronger body which has contributed to the economy and industry in many ways.

You can connect to LNML Maharashtra Institute of Labour Studies through the following website –

Website – http://www.mils.co.in/

LinkedIn- http://www.linkedin.com/profile/view?id=285636594&locale=en_US&trk=tyah2&trkInfo=tas%3Amils%20%2Cidx%3A1-1-1

FB – https://www.facebook.com/milsplacementcell

Maharashtra Government Website – http://www.mahashramm.gov.in/mils/index_mils.html

 

 

Late Narayan Meghaji Lokhande Maharashtra Institute of Labour Studies (LNML MILS) - Institute is an independent department under Maharashtra Labour Ministry

Late Narayan Meghaji Lokhande Maharashtra Institute of Labour Studies (LNML MILS) – Institute is an independent department under Maharashtra Labour Ministry

In conversation with Mr. Lawrence Castellino, Sr. HR Business Partner – The World Bank!

 

Students of MILS wit Mr. Lawrence Castellino
Students of Maharashtra Institute of Labour Studies with Mr. Lawrence Castellino, Sr. HR Business Partner – The World Bank

Imagine, how working for the World’s top development Institution would be!

Imagine, if you could meet someone who is working for the World Bank representing MILS!

Imagine, if a magnificent conversation with him could lead to inspirational ideas, which would lead to glorious memories. It could boost self – efficacies, it could change lives!

This is what happened to us, the students of Maharashtra Institute of Labour Studies (MILS), when we met Mr. Lawrence Castellino, Sr. HR Business Partner, The World Bank during his recent visit to Mumbai.

 

Recorded below are the key learning’s from the landmark conversation we had with Mr. Castellino. We write the blog so that all students can take maximum benefit from it:

 

The World Bank Chapter

After completing MSc in Zoology, when Mr. Lawrence Castellino joined MILS, little did he know that he would become one of the indispensable team member at TCS. He then, pursued his MA in Strategic HRM from George Washington University, USA while working for BDM Federal one of US largest defense contractors.

 

Soon, he got an opportunity to work with HCI Technologies to set up their HR function while studying for his MS in Management Information Systems from the George Washington University, USA. Next, awaited the World Bank. Amidst the tough competition to get a foothold in what is deemed as the World’s top employer, his persistence and belief in himself prevailed. Based in the Bank’s headquarters in Washington, DC, his current responsibilities include providing HR advice and expertise to the Bank’s Water Global Practice with staff located across the globe. He is also a certified Life and Executive coach.

The Evolved Leader

As Mr. Castellino spoke to us about his journey, he reinforced the belief that leaders not born, not made, but ‘evolve’ over time. It doesn’t matter where one stands, what matters is what one dreams and how much efforts he/she is willing to make to fulfill those dreams! We saw the following exceptional qualities in this ‘Evolved Leader’.

 

A. Thirst for Knowledge
We saw the unquenched thirst to learn new things and to keep himself updated with the changing times. This was one quality that took him from MILS to USA to WB.

 

B. Vision
It is important for all of us to visualize, dream, and think beyond. While doing so, it is important to take stock of the available options, set goals and take those baby steps. A continuous process, this can never stop irrespective of one’s position and achievements.

 

C. Ability to Predict Future
“It surprises me”, says Mr. Castellino, “when people tell me that their company is going to lay them off. I simply ask them what were they doing all this while?” “Stay on top” is the business mantra. Predicting the business future and taking actions is a unique skill – a must for all HR Professionals. While being completely dedicated to the job on hand, keeping abreast of industry trends is a must. Know the transformations happening outside your line of sight, be prepared for the unpredictable. And while you are in sync with your current responsibilities adorn the “game changer’ hat. Your recognition comes from “being different” and the uniqueness you bring to the table.

 

 

The Changing World Bank & Ideal Internal Justice System

The World Bank is adapting itself to the changing world. Currently a huge exercise is underway in revamping it’s structure which may necessitate retraining existing skills or adding new ones. Traditionally World Bank is a staff focused institution with its own staff polices and rules and without any intervention from local governments where it operates. Managing such a change within the purview of the Bank’s Internal Justice System is a task in itself. How then, is it sustain the evils of restructuring?

The Bank believes in empowering and enabling it’s staff while providing fair opportunities to grow and represent itself in disputable situations. Performance is rewarded through a highly robust Performance Management system. Growth and career progression is performance based. Leadership ensures staff gets the best possible exposure during their tenure. Exits are carefully managed through ample notice and resettlement given the global nature of staff’s profile.

 

 

Essential Qualities for an HR Professional Today

So what are the essential competencies that HR needs to possess today?

A. Change Management

After ERPs and SAPs, the latest addition to HR’s book of competencies is managing change. This is true especially in the Indian market. On one hand, we have organizations that are going through an expansion phase, while on the other, we have the already established organizations going through a reformation phase. Change management skills have become indispensable.

 

B. Be Innovative
Major role for HR is to bring innovation to the current systems and processes. It has become increasingly essential to know what is happening in the outside HR world, and upgrade the systems accordingly. Innovation aids HR to add value to it’s business.

 

C. Being Centered
The questions to ask ourselves:- Are we centered in our lives? Are we aware of our actions? And their reactions? Managing one’s emotions is a fundamental requirement. How do we manage those emotions? Do we have the tools to go within? To be self – aware?

 

D. The T Evaluation
Mr. Castellino emphasizes upon the T Evaluation model. In such a T model, the vertical line represents the dept of knowledge one has on a particular subject. The horizontal line represents the wide spectrum of knowledge one has on various themes. This horizontal line shows how innovative the person is, and the vertical line shows his/her critical thinking skills.
One has to grow on both these scales.

T Evalution
T Evaluation

 

To Conclude!

Victor Hugo once said, “There is nothing like a dream to create the future”. Mr. Lawrence Castellino is the living exemplar. We are grateful to him for showing us that life is a field of endless possibilities. All we have to do is, ‘Dream, And chase them!’

 

 

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(From Left – Right) Ms. Shraddha Subramanian, Ms. Heet Pandya, Mr. Lawrence Castellino, Mr. Yogesh Dhotre, Mr. Pushkar Arekar, Mr. Harshad Kuthe!

 

 

About LNML Maharashtra Institute of Labour Studies

LNML Maharashtra Institute of Labour Studies is an independent department under Maharashtra Labour Ministry. It is one of its kinds in the field of labour studies. It has a glorious past of 64 years and has emerged as a stronger body which has contributed to the economy and industry in many ways.

 

You can connect to LNML Maharashtra Institute of Labour Studies through the following website –
Website – http://www.mils.co.in/
LinkedIn- http://www.linkedin.com/profile/view?id=285636594&locale=en_US&trk=tyah2&trkInfo=tas%3Amils%20%2Cidx%3A1-1-1
FB – https://www.facebook.com/milsplacementcell
Maharashtra Government Website – http://www.mahashramm.gov.in/mils/index_mils.html