Tag Archive | hr

Vineet Nayar @ TISS OD Conference

After twenty eight years with HCL Technologies, Vineet Nayar stepped down as CEO in order to pursuit his philanthropy venture ‘Sampark Foundation’.

 

Vineet Nayar

At the TISS OD & Change Conference, Transcendence 2017, Vineet Nayar shared some valuable thought nuggets.

An organization is formed when collective set of people come together for a purpose. Business is not sustainable when that purpose is solely profit. The key is in accepting that profit is not all-encompassing, and that we need to balance profit with a higher purpose. Only then, the business undergoes a transformation.

Gandhi’s Leadership

In the initial British Raj era, not all people were unhappy. However, with changing times and with stringent dogma, people became distressed. When Mahatma Gandhi returned back to India, Indians immediately accepted him as an inspirational leader and followed his inspirational ideology of non-violence. Here, Nayar propels us to question, why it did it take three decades for India to find a leader? This is because, Gandhi through his inspirational leadership and ideology, pulled people into the independence struggle. Gandhi’s ideologies wouldn’t have worked if people were not involved.

Nayar believes, transformation is a factor of Leader, Idea and People. Organizations fail when people are not carried forward.

Employee First; Customers Second

Business is all about creating value for the customers. Creating value is not management’s role. It is an employee’s role. So, what is management’s role? The management encourages it’s employees to jump out of their skins with excitement and provide new solutions to the customers.

The Employee First; Customer Second (EFCS) initiative at HCL focuses on actively helping employees in making it easier for them to do their jobs and respecting them for the value they bring to the company. EFCS holds that when employees are passionate about their work, their enthusiasm is reflected in their customer centricity.

When asked does EFCS really work? To this Nayar claimed that HCL is the only IT company which has not seen any negative growth in a quarter!

Transformation by Sampark Foundation

According to an all-India Annual Status of Education Report (ASER) survey of school kids in the rural areas found that only 58% of children enrolled in class 3 to 5 could read a class one text. More than half were unable to do simple two-digit subtractions and only half the children in class 5 to 8 knew how to use a calendar.

Vineet Nayar’s inspirational idea of transforming learning through an interactive kit that uses various child-friendly teaching aids to make learning fun, easy and interactive for kids, would not be possible without having the active participation of teachers. Sampark foundation actively trained teachers using the Audio Box – which they call ‘Sampark Didi’ .

As a result, classroom became exciting and teachers started receiving respect and love from the students. Something that they had not experienced before!

Conclusion

It was only when teachers were actively involved, did the transformation took place!

Transcendence 17

Bijay Sahoo on New Frontiers of Skill Development @ Thane HR

As we move ahead in our careers, we focus more on the conceptual skills, leaving aside what forms the base of skill development – the technical and functional skills. Mr. Bijay Sahoo, President – H R at Reliance Jio Infocomm emphasizes on the developing technical skills in India, especially when the country has a second largest workforce in the world and merely 2% are skilled.

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Mr. Bijay Sahoo, President – H R at Reliance Jio Infocomm

Mr. Bijay Sahoo presented insights from his extensive research in the area of Skill Development at the Thane HR podium on 20th March, 2015 . Thane HR Group is a group dedicated to bring together the HR talent pool to a common platform.

Understanding the Skill Demographics

A. Workforce Statistics

The global workforce in India comprises of 3.3 Billion. India is the second largest workforce of 1.2 Billion after China. We have an edge over China with respect to our young population i.e 65% of our workforce is young. 12 Million seek jobs in India and the country is adding 1 million workforce every year.  1.2 crores Indians are currently unemployed and we stopped creating employment after 2011 onwards.

B. The ‘Made in China’ Vision

In 2010, IT started creating employment. Today, we receive 125 billion dollars from IT sector. However, Approx. 100 crores of such money is spent on an expensive Apple phones and other such luxury items which are imported from abroad.

80% of goods in the world are manufactured in China.  So, a large portion of our income ultimately is shared with our neighbor country. Similarly, 80% of Intellectual Property income of the world goes to USA.

Interestingly, China has started lower level of designing. This means they are getting into IP slowly and steadily. Even though USA is currently a 16 trillion dollar economy and China is a 9 trillion dollar, USA has increased with merely a 2.2% GDP and China with is growing at a steady rate of 7.4%.

We see that India has to learn from it’s neighbor country to ‘think in advance.’

C. The Indian Skill Problem

India has merely a 2% skilled workforce. The world is ageing, Mr. Sahoo mentions, India needs to prepare it’s manpower. This needs to be at a technical level i.e. an ITA level.

Global Skilled Workforce

According to Mr. Sahoo, there is a huge % of employers having difficulty in filling job vacancies. In it’s growth phase, India has shortage of skills, whereas UK’s vocational education seems to be mature enough to meet it’s current skill demands.

Demand Supply Skill Gap

Disruptive & Emerging Technologies

Research has identified 12 technologies that will create 30 trillion dollars in the coming time. Any talent amongst us in these 12 technologies, will fetch us the next fat salary.

Emerging technologies

These disruptive & emerging technologies are :-

  1. Mobile Internet

  2. Automation of Knowledge Work. This Also Includes Ecommerce.

  3. Internet of Things.

  4. Cloud Technology

  5. Robotics

  6. Automation Vehicles

  7. Next Generation Geononics

  8. Energy Storage

  9. 3d Printing

  10. Advanced Materials (Gene Sequencing)

  11. Advance Oil and Gas Exploration

  12. Renewable Energy

Suggested Solution on Indian Skill Gap
Skill Gap Solution in India

Skill Gap Solution in India by Mr. Bijay Sahoo

New Frontiers for HR Department
  1. In the changing world, ‘Employability’ has become more important than ‘Employment’. This means skilled people, in the coming times, will work for multiple companies. One person will take salaries from 4 companies.

  2. People will also work after the retirement age.

  3. The emerging technologies will shift the demand for skills.

  4. Disruptive technologies like “automation of work” will make the HR jobs irrelevant.

  5. HR needs to think in terms of what the enterprise needs and how can I fill the gap in the fastest way.

Conclusion

While skill development is crucial, India needs to develop skills for the ‘Next Big Thing’.

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

Labour Law Reforms with Prakashji Mehta, Minister of Labour, GOM

It is undoubted that a comprehensive view on labour market reforms is required, one that addresses the needs of both employers and workers. Therefore, on 7th Feb, 2015, Samarth Bharat Vyaspith (SBV) along with Thane Manufacturers Association (TMA), National Institute of Personnel Management (NIPM) and Thane HR Group (THRG) brought together a symposium on “Labour Law Reforms” with an aim to bring to a single platform, the views of the tripartite bodies of Industrial Relation – Government, Union and Management. 

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The uniqueness of this symposium rested in the fact that it provided a holistic understanding on the topics of labour laws reforms, not only through the perspective of Management and Union, but also presented the viewpoint of Government.

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The Chief Guest for this event was Honourable Shri Prakashji Mehta, Minister of Labour, Government of Maharashtra. (See:- http://www.mediapartner.in/nirdhar-parishad/)

The eminent speakers on the Labour Law Reforms were:-

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

Mr. Deepak Gadekar – HR & IR, Voltas

Mr. Arvind Shrouti – Employee Relations Expert

Mr. D. P. Pagar – Ex-Joint Labour Commissioner, Mumbai

The event was facilited by Mr. Alok Sheopurkar, Executive Vice President & Head – HR at HDFC. Mr. Prashant Sawant, Chief – HR at Jupiter Hospital played an important role in organising the entire event.

Background on Labour Reforms 

India needs jobs; 1 million kids will join the labour force every month for the next 20 years. This is why the Government is stressing on the ‘Make in India’ initiative. However, the biggest hurdle to this initiative is the ‘ease of doing business’ in the country.

 

Problems for Labour Law Reforms in India
  1. The 67 Licenses Problem

In his speech, Hon. Minister Prakashji Mehta mentioned that to open a factory in Maharashtra, one has to apply for 67 licenses. Complying with these licenses lead to a stumbling block to the start-ups in the country. Mr. Mehta informed audience that his government is proposing a reform where the licenses, to be complied with, will come down to as low as 25 in number. Moreover, efforts are also being made to provide for all the 25 licenses in a single go.

  1. Reactive Approach to Labour Reform

Mr. Sharad Gangal threw light on how Indian labour law reformations are unstructured in India. They have a legacy of following a reactive approach. There were times when exit policy was much talked about. Eventually, when the organizations started facing the problems of talent drain, the exit policies no longer remained a problem. The hot topic for the country today is the problem of Contract Labour. Mr. Gangal mentioned, “There exists a problem, and we simply react to it. There is a need for comprehensive reforms.” Therefore, it becomes important to set a direction for the reforms. We should not make the reforms a reaction to the labour law issues. Instead, the reforms should be proactive towards what the country wants to achieve. The key lies in acting for the long term sustainable solution.

  1. Wage Arbitrage or Job Arbitrage?

It is a wide known fact – ‘Compensation ∝ Risk’. However, in the case of contract workers, the realities are completely the different. Contract labour are not only paid the lowest but also without any social security. Another widely observed fact, Mr. Gangal, says is that, “We all know that permanent workers act as supervisors to the contract labourers and most of the work is performed by the contract labour workers.” Contract workers are not only underpaid for the hard work but they also have risk of losing the job. Interestingly, it is not Job security that employees look for. It is the wage security. Mr. Gangal suggested that Contract workers should be paid higher than their permanent counterparts. If the contract workers are paid more wages, the employers hire less Contract labours. This will play an important role in diffusing the current problem of increasing Contract Labourers in India.

  1. Social Cost for Short Term Saving

In a research made by Mr. Arvind Shrouti, sampling 500 companies in Pune, he found out that about 70% of people are either trainees or casual labourers or they work on contracts. The minimum wages for this class earns about Rs. 4000/- per month, leading to Rs. 130/- per day. Mr. Shrouti expressed that we are creating a weak society for ourselves because Rs. 130/- cannot provide for basic education.

  1. Link between Contract Labour and Rapes in Pune

Another shocking fact in Mr. Shrouti’s report depicted that because of the poor conditions of the informal sector in Pune, they do not get married. This has resulted in the increase of rapes in the region. Therefore, we see that Labour Law reforms not only have an economic implication, but also a social and psychological impact.

  1. Archaic Laws

With the changing time, there is a need to make the laws relevant to the changing needs of the labour market. Mathadi Act, started by Annasaheb Patil, was a beautiful act which ensured income protection to those who carry loads on their heads. However, today, as new technologies emerge, it becomes difficult to identify works to be listed as manual. In order to get workers from the Mathadi board, industries would have to replace existing staff employed on factory jobs.

Another provision which becomes difficult to implement falls under Factories Act which mandates the appointment of a doctor having a diploma in Occupational Health and Safety (OHS). There are about 200 OHS doctors in the State. Therefore, such conditions becomes difficult to comply with.

  1. Small Factories Act Debate

According to Mr. D. P. Pagar, India must aim for an inclusive growth, which not only takes care of doing ‘ease of business’ for large scale industries but also for the Medium and Small Scale Industries (MSME’s). For this reason, the government of India has proposed a draft which clubs 14 existing Acts applicable to the sector, making labour law compliance easier for owners of small factories in India.

A contrary argument was proposed by Mr. Deepak Gadekar. He stated that small factories act would lead to creation of a new class within the existing class. Unorganised sector is deprived of many benefits. Implementation of the Small Factories Act, would lead a classes, one which provides the bare minimum and the other which is even deprived of the same.

  1. Management’s Attitude

Implementation of the basic labour law provisions still remains a challenge in the country. Management goes for cheap labour and ignores the skills essential for running the business. The short – term gains of reducing the labour cost proves costlier in the long run.

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Suggested Solutions
  1. Have a Vision

Before drafting the “Make in India” policy, we need to first understand how “Made in India” dimension would look like. We need to have a clear vision for the kind of Industrial Society we want be a part of.

  1. Labour Code

There are 44 labour laws under the purview of Central Government and more than 100 under the State Government. This leads to tremendous complexity in implementing them. It is, therefore, suggested to prepare a ‘Labour Code’, which will help to simplify the Labour Laws.

  1. Uniform Definition

Having uniform definition for the Labour Laws related to wages and social security will help reduce the complications of implementation of the different laws.

  1. Organising the Unorganised

Our current labour laws, focus only on the 7-8% of the organised sector. Attempts should be made to provide equal benefits to the 98% of the unorganised sector. It is suggested that we should pay 20% more than the Minimum wages to the Contract workers. This will also help reduce the emerging problems of increasing contract labourers in India.

  1. Social Benefits for All

The basic social benefits like PF, Gratuity, ESI and so on should be provided to all – irrespective of whether one belongs to the formal or informal sector. There should be no compromise on the social benefits to the informal sector.

  1. Management Attitude

Management needs to focus on Labour Rate and not on the Labour Cost. It is the HR’s role to check if their workers are getting a fair living condition, and if they have dignity of labour.

Conclusion 

For a successful ‘Make in India’, there is a need for labour reforms. However, implication of each reform will have a long lasting effects. India needs to have a vision for an industrial society it wants to be, and accordingly ­­make holistic reforms, rather than hastily reacting on the current labour issues faced by the nation.

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 National Institute of Personnel Management

National Institute of Personnel Management is the premier all-India Institute of professionals engaged in personnel management, industrial relations, labour welfare and human resources development. NIPM is a professional, non-profit-making society registered under Societies Registration Act, 1960. It has a nation-wide membership of over 8,000 Individual Members and over 250 Institutional members spread over 49 chapters.

You can connect to National Institute of Personnel Management through the following website –

 http://nipm.in/about-nipm

About Samarth Bharat Vyaspeeth

 Samarth Bharat Vyaspeeth is a forum established by and within Shram Seva Nyas, on 3rd September 2005. Assisted by numerous selfless organisations and individual volunteers, it aims to transform India from a developing Country to a Developed Country by 2020 and the First Country among All Countries by 2047.

You can connect to Samarth Bharat Vyaspeeth through the following website – http://samarthbharatvyaspith.com/index.html

About Thane Manufacturer’s Association

In early sixties representatives of a few pioneering industries in Thane started the practice of meeting periodically at an appointed place.  These meetings gradually developed into a Manufacturer’s’ Association Thane.  The need to have a registered body was felt and Thane Manufacturer’s Association (TMA) was incorporated under the Bombay Non-Trading Corporation Act 1959 on 5th April,1963.

You can connect to Thane Manufacturer’s Association through the following website –

 http://www.tma-thane.org/

 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

The Amazing Amazon with Raj Raghavan @ Thane HR

A company that wants to be the most ‘earth centric’, needs an HR to work ‘Customer Backwards’ than ‘Skills Forward’. HR policies need to be framed by keeping customers in mind. Mr. Raj Raghavan, HR Head at Amazon India, shared more such ‘amazing’ stories on the best practices followed by the e-commerce giant – Amazon India – during the February event of Thane HR Group, a group dedicated to bring together the HR talent pool to a common platform.

raj raghavan
Mr. Raj Raghavan, HR Head, Amazon India at Thane HR Group – February 2015

Below mentioned are the best practices at Amazon India:

  1. A Narrative Company

Amazon is a narrative company. Jeff Bezos, Amazon founder, forbids PowerPoint presentations. Instead, the employees are encouraged to put together a 6 page narrative memo, instead of focusing on the Arial vs. Times Roman font in the presentation.

The typical Amazon meeting begins with the participants reading the 6 page memo completely for the first 20 minutes. Mr. Raghavan believes that facts can be hidden in a PowerPoint presentation, but when one has to write down the ideas in complete sentences, deeper clarity is required.

  1. KISS Principle

The Amazon is amazing because it believes in keeping things stupidly simple!  Amazon’s policy aims to de-clutter HR and remove the inept complexities. “Test what is really needed”, believes Mr. Raghavan. Therefore, he is not a fan of the HR surveys. Not only they are time taking, but they are also ‘Anti – Managerial’.

Instead of surveys, Amazon follows an on-going online Questionnaire consisting simple pop-up questions like ‘Did you feel respected at work today?’ or ‘Are you happy working today?’ Such continuous pop-up data provide a more relevant analytics as compared to the one-time surveys.

  1. The Pizza Team

Large teams leads to large structures. Such large structures are often responsible for status-quo in a company. Amazon believes in having minimal teams to get things done.

  1. Inventing on behalf of Customers

It is in the Amazon’s DNA to start with the customers and work backwards. Jeff Bezos is famous for leaving a chair empty at the conference table and letting the attendees know it’s occupied by the most important person in the room – the customer.

Such a customer – centric business needs its employees to listen to the customer value and seek feedback. They need to invent on behalf of their customers. HR, therefore, play an important role to build a culture where mistakes are allowed and employees are encouraged to invent with liberty.

  1. Amazon’s Learning from India

Amazon’s global leadership development program – Pathways – requires a prior work-ex of 8 years. Mr. Raghavan explained that since Indians believe in finishing the MBA at an early stage of their life, they usually do not possess 7 to 8 years of work experience required for Pathways. However, Mr. Raghavan did not want to disadvantage the country’s talent pool. Therefore, they created BOLD – Building Operations Leadership program – to develop participant’s functional and leadership skills through on-the-job learning.

This BOLD program has been highly acknowledged and it may soon go global.

  1. Can I Solve the Problem?

One doesn’t need to wait for performance indicators to measure efficiency, it is simply a matter of self-introspection. Mr. Raghvan explained that the only way to know if one is efficient enough is by asking oneself –‘Can I solve the problem?’ If I cannot solve the problem, then I cannot do the job well! Self – introspection is the key!

Amazon India's Best HR Practises by Mr. Mr. Raj Raghavan, HR Head @ THRG
Amazon India’s Best HR Practises by Mr. Mr. Raj Raghavan, HR Head @ THRG

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Conclusion

Mr. Raj Raghvan was asked his opinions on the e-giant competitors in the market. To this, he replied, “We, at Amazon, focus only on Customers. If our Customers are loyal to us, then we do not need to fear from the competition.” We learn that, being customer centric and reinventing the policies with customers in mind is the way to do business in today’s VUCA world.  

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

MILS Says No To Carelessness

Raw Material business involves mining, manufacturing and disposal of the RM. All the three businesses have implications not only on the environment but also on the health and safety of the workers involved. Year 2011 recorded 2.3 million fatalities. To create cognizance on this critical issue, MILS welcomed ‘Mumbai Port Trust Dock & General Employees Union’ to organize a collaborative seminar on “Challenges before Occupational Health & Safety in the Context of Globalization”.

The event commenced with the unveiling of an awareness film ‘Bas Thodi Savdhani’ by Shri S. K. Shetye, President, MTP Dock & General Employees Union. The film features importance of PPE nd various safety measures for the Ship-Breaking workers in simple and easy language. The film accounts to noteworthy initiative on OHS by Mr. Vidhyadhar Rane, Secretary MTP Dock & General Employees Union and his entire team.

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Next followed a technical discussion on Occupational Health & Safety measures in India. Key learning from the event are detailed below:-

 

  • OHS – A Long Term Benefit

Mr. J R Bhosle, General Secretary, WREU & Treasurer HMS, held that in today’s globalised economy, Trade Unions demand for wage or bonus increase, however, they do not stand for decent safety standards.

Mr. V. B. Sant, Director General, National Safety Council revealed the ILO research stating that ‘Investment on OHS pays in the long run’. According to the International Social Security study, investment of $1 on prevention of Occupation Health & Safety, gives a return of $2.2 return benefit. A similar study by NSC showed that Rs. 1 investment leads to benefit of Rs. 2.1 benefit in the long run.

 

  • The Japanese Story 

Akira San, Health & Safety in charge at JBU, laid out the Japanese perspective. Japan statistics reveal people working for less number of years are more prone to accidents. In the first five years of joining, the fatality rate is about 34%. Therefore, safety training in the initial years becomes essential.

He emphasized on the following two best practices that helped reduce the fatality rate at JBU drastically:

  1. Greeting – “Be Safe”

At JBU, the employees no longer greet each other with ‘Ohayō Gosai Mas’ (Good Morning) or Konichiwa (Hello) when they meet each other, instead they use “Be Safe” to greet each other at all locations.

Such a greeting has increased the employee’s accountability, not only for their personal safety, but also the safety of others.

 

  1. Risk Prediction Activity

Every month, there is a meeting to discuss the potential risk areas and how to fix the problem. Immediate action is taken on the same.

 

  • Hitches to OHS in India 

Dr. Rajan Mehrotra, former Sr. Specialist on Employers’ Activities for South Asia with ILO, reflected on challenges to OHS in India. Such challenges owe mainly to the “Chalega” attitude towards Safety. Due to this, safety is discarded and there is non-use of safety ware.

Another challenge involves in people taking risks. They are unaware of the right way to perform the job and work under the pressures of getting the task done. Mr. Sharad Patil, Secretary General, Employers’ Federation of India, believes that biggest risk is to the informal sector and the contract labourers.  Both are neglected. They often face occupational hazards and do not have adequate occupational health services.

 

  • Learnings from the Seminar

“Beginning each morning with a 5 min ‘Safety Talk’ can bring a drastic change to the way health and safety is perceived in an organization”, said Mr. Sharad Patil. Solution to the OHS problem is to make it a ‘way of life’.  This has to be done through continuous training and by creating a Prevention Culture at the workplace. A few recommendations on strengthening occupational health and safety, by the experts, are detailed below:-

 

 Dr. Rajan Mehrotra in a seminar at MILSV B Sant

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About Mumbai Port Trust Dock & General Employees Union

MPTDGEU is the oldest union for Ship Breaking workers, started by Mr Shanti Patel. It has made a huge effort to achieve workers’ rights and social justice in the ship breaking yards of Mumbai and Alang in India.

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

TCS Best Practice on Use of Social Media – Sumedh Chunarkar at Thane HR

 
Mr. Sumedh Chunarkar, HEAD TAG, at Thane HR Group on Social Media Branding at TCS
Mr. Sumedh Chunarkar, HEAD TAG, at Thane HR Group on Social Media Branding at TCS
Organizations, as they look ahead, realize that the answer to addressing their talent acquisition and management challenges is in adopting technologies and platforms that reach far. To discuss this framework of social media in talent acquisition, Thane HR Group organized an event on “Use Of Social Media for Brand Building & Talent Acquisition” by Mr. Sumedh Chunarkar, Head TAG lateral Hiring, TCS on 1st August, 2014. Thane HR Group, is an exceptional initiative by Mr. Vivek Patwardhan, to get the HR Professionals on a common HR platform.
 
Sumedh’s seminar enlightened the enthusiastic audience on the below mentioned key content:
 Future of Workplace
When Mark Zuckerberg, Facebook CEO, declared that the total ‘active’ members on Facebook were 1.11 billion, it highlighted the fact that Social Media is changing the paradigm in which we do business today. Sumedh believes that social networking has opened exponential avenues for reaching wider audiences regardless of physical and geographical boundaries. Increasing mobile adoption and connectivity is aiding the rapid growth of social network usage in India. In such a scenario, where the world is going viral, organizations do not have a choice but to explore this wide spectrum of Social Media space.
WHAT DO WE LEARN FROM THIS?
  • The paradigm in which we do business is changing, and is changing fast.
  • Today, the knowledge is going Viral. It is people – independent, location – independent and equal information is accessible to each and every employee.
  • In such a shifting phenomenon, the role of Learning & Development department is challenged.
  • With the target pool being most active online, it becomes essential for organizations to leverage social media to reach this target group.
 
 “Internet of Things”
The Internet of Things (IoT) is a scenario in which objects, animals or people are provided with unique identifiers and the ability to transfer data over a network without requiring human-to-human or human-to-computer interaction. 96% of the world is operating in the Protocol 4. If and when it reaches Protocol 6, the entire world can be wired.
Clay Shrieky, American writer and thinker, hold a view that social systems follow the Pareto principle wherein 20% of contributors account for 80% of contributions, traditional institutions lose out of the long tail of contributors by turning only the few that dominate the distribution into employees.
WHAT DO WE LEARN FROM THIS?
  • Organizations need to reimagine the future by simplifying the use of Social Media.
  • Use the employee networks effectively rather than controlling the employee online behavior through stringent HR policies.
  • But the question is HOW?
 
TCS Use of Social Media
TCS recruited approx. 62,878 employees in 2013. This includes hiring for senior level positions, as well as freshers. The target of the Talent Acquisition team is in thousands. In such a scenario, TCS has to implement a Social Media strategy that helps rather than hinders the business. The brand building strategy of TCS is at Individual, Business and Community level.
 
TCS USE OF SOCIAL MEDIA AT 3 LEVELS
 
 
TCS Use of Social Media

TCS Use of Social Media

 TCS TAG 4 Step Model
TCS follows the 4 Step model to build its Social Media Brand Image for the purpose of attracting talent:
 
4 Step Model for TCS Social Media Branding

4 Step Model for TCS Social Media Branding

 

  1. Connect to Employees
TCS has 31.1 Million employees on Linkedin. They have 3.6 Million first connections allows dynamic access to talent pool. So it becomes important begin networking at home. While potential candidates would run away from a typical direct recruiter, he would gladly accept ‘likes’ and ‘comments’ on Facebook by the same recruiter. Social Media becomes effective in knowing the candidates and then pitching the job offer.
 
TCS also has a ‘Knowme’ platform. Here, the idea is to help capture crucial data in TCS which may be available in form of tacit knowledge. Mr. Prashant Likhite, GM HR at TCS, believes that Knowme works like the internal FB. With the aid of such a tool, intra-organizational networking becomes easy and it helps sharing key information dynamically. TCS, therefore, promotes the knowledge workers to share and engage on the cloud.
 
WHAT DO WE LEARN FROM THIS
  • Networking begins at home.
  • It is important to develop positive connections to attract the candidates instead of directly pitching for the position.
  • Online portals help to share employee knowledge and reduce the risk of information loss due to attrition or retirement.
 
  1. Strong Employee Referral Scheme
TCS has introduced ‘Bring Your Buddy’ Policy where all candidates registered with the TCS portals have a fast track process at the drive location. And if no feedback is given to the referral, then the employee who referred the candidate receives a payment of Rs. 5000/-
 
WHAT DO WE LEARN FROM THIS?
  • While the infrastructure is build, connections are made, it is vital to respond on the same.
  • Success factor of Social Media is evaluated through the response, from both the sides: Organization as well as Employees.
 
  1. Convert PACTIVES to ACTIVES
“The pool that a recruiter wants to target is dormant. It is important to excite them.”, says Sumedh. PACTIVES are the Potential Actives. At first, the PACTIVE would be disinterested in the offering. IT is the HR’s role to excite them about the Job. Sumedh suggested one of doing that is to use the medium of Business Head to propagate about the position.
 
WHAT DO WE LEARN FROM THIS?
  • Potential talent’s first reaction will be negative.
  • HR’s job is to make this potential talent curious about the offerings that the Organization is providing.
 
  1. Campus Commune
Campus Commune is a step out-of-the-box to spot fresh talent. Campus Commune portal engages the young talent for 4 years through various competitions and debates. The portal awards points for each student’s participation which later becomes an evaluation method for the candidate.
(Check Out – https://nextstep.tcs.com/campus/)
 
WHAT DO WE LEARN FROM THIS?
  • Campus Commune is a new personalized way of connecting to the talent.
  • It is a powerful step to not only catch the talent young but also build a positive brand image amongst the future talent pool.

 Conclusion & Summary

Sumedh has left us with the below pointers to ponder about:
  1. HR should also be willing to share information and experiences about work and people at work, and organization events. More importantly it should be willing to empower employees to engage with communities on social networks to share their experiences about the organization.
  2. The potential talent is dormant. It is HR’s role to make them curious through the use of Social Media. The key task is to make the PACTIVES to ACTIVES.
  3. In order to effectively leverage the power of social networks in talent acquisition, HR should look at a holistic positioning of social media products with social communications. HR needs to combine social media with traditional methods like referrals and job postings and as a platform to communicate and engage proactively and transparently.
  4. There may be a risk of online criticism for the organization. But Mr. Sumedh Chunarkar and Mr. Prashant Likhite strongly believe that nothing can be done about it, so just ‘Leave it!’
 
 
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 16 years, Thane HR Group had many HR experience sharing meeting mainly hosted by companies.
 
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
 
We, students of Maharashtra Institute of Labour Studies, would like to extend our heartfelt gratitude to Patwardhan Sir and Thane HR for constantly supporting and guiding MILS students, come what may!
 
You can connect to LNML Maharashtra Institute of Labour Studies through the following website –
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 (Institute is an independent department under Maharashtra Labour Ministry) – http://www.mahashramm.gov.in/mils/index_mils.html