PNM June 2016 LR

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CONTENTS
WINNING OUTLOOK
16 The Necessity of Breaks in Work to Enhance Productivity
Unfortunately, this is just the beginning of an endless series of checks that
plague today’s workforce as it crawls through the day, putting a tick or a
‘later’tag on the numerous things piling up.
HR BEST PRACTICES
20 Talent Retention: Show that you Care
In recent times, India’s demographic dividend has been much talked about.
The Asian Development Bank (ADB) has asserted that India has the potential
to become a leading knowledge-based economy leveraging on this
dividend.
SPECIAL FOCUS
22 Employee Engagement in the Spotlight
At organisations throughout the world, employee disengagement is like a
bad virus—difficult to diagnose, contagious and tough to cure.
COVER STORY
26 The‘H’Factor: A Critical Component for Organisation
We have many examples of successful organisations which have achieved
greater heights within a short span of time like Amazon, Google, Facebook,
and many more.
INTERVIEW
32 ‘Trust is the Key’
Mukund Menon, Director - HR, International Paper for India Region, speaks to
People and Management.
34 ‘Trusting Team with their Ideas is a Sign of
Strength’
Vipul Singh, Vice President & Head of HR and
Communications, ADP India Private Limited speaks to
People and Management.
PARADIGM SHIFT
36 Social Media & The Changing Recruitment Trends
Internet uprising has brought in strong changes in the
way people communicate with each other. Social media
consisting of web-based and mobile technologies
have altered communication into a social interface for
generating value for their users.
4 | Vol.7 Issue 4 • June 2016, Noida

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CONTENTS
Edited, Printed & Published by Linda Brady Hawke on behalf of L. B. Associates (Pvt.) Ltd
H-108, Sector 63, Noida - 201301 U. P. India
Printed @ JJ Imprints Pvt. Ltd. A-24, Sector-68, Noida - 201301, UP, India
Published @ L. B. Associates (Pvt.) Ltd H-108, Sector 63, Noida - 201301 U. P., India
Tel: +91-120-4727100 Fax: +91-120-2427108 Email: info@lbassociates.com www.lbassociates.com
Managing Editor William Hawke | Editor-at-Large Alankar Srivastava editor@lbassociates.com | Trainee Associate Editor Shagun Walia
Director Business Development Binoy Sahee | Sr. Manager Events & Marketing Sunita Rawat sunitarawat@lbassociates.com
Layout & Design Atul Kumar, Anil Kumar | Webmaster Uday N Jha | Circulation & Subscription rahul@lbassociates.com
DISCLAIMER: The views and opinions expressed in People and Management are solely those of the authors and do not necessarily reflect those of the editors or
the publisher. Although all efforts have been made to ensure the complete accuracy of text, neither the editors nor the publisher can accept responsibility for
consequences arising from errors or omissions or any opinions or advice given.
HR WORKSHOP
40 The“H”Factor - A Crucial Component of an Organisation
People and Management with their Valuable Partners Sage Globalhr, Flexy
Managers and Giftoxo.com conducted a Highly valuable workshop for HR
professionals on“ The‘H’factor-A crucial component of an organisation“,at Hotel
Metropolitan and Spa, New Delhi on June 15,2016.
HIGHER EDUCATION IN INDIA
42 Challenges of Higher Education in India
India has one of the poorest Gross Enrolment Ratios (GER) for higher education
in the world. According to 2010 data, India’s GER was a lean 13.8 percent,
equated with the global average of around 26 percent. Australia, Russia and the
U.S., to name a few examples, have GERs up of 75 percent.
48 Report on 8th Mega HR Conclaves
DMA (Delhi Management Association) & IBA (Indus Business Academy) in
partnership with 3G Consulting organised the 8th Mega HR Conclave on 9th
June, 2016 at The Royal Plaza, New Delhi. The theme of this one day conclave
was“Transforming HR: Preparing for Tomorrow”.
HR LIFESTYLE
50 Meditation: A Way to Professional Success!
Meditation is slowly emerging as a way of life. In the current scenario,
professionals are juggling between work and home.
OFFSHORE PERSPECTIVE
52 Performance Appraisal Good Motivator
Performance bell curve is one of the most debated practices that organisations
are undergoing these days, but there are no discussions on the value of a good
performance management process.
THOUGHT STIMULI
56 Calling Card: An Integral Part of Work Identity
For a lot of people,‘who they are’is determined by the‘work they do’. In other
words, their‘work’determines their‘identity’and defines them. I’m sure you
would have noticed or observed this or maybe you are also in the same boats.

Linda Brady Hawke
Publisher
from the
publisher’s desk
Welcome to June 2016 Edition of .
“Human well-being is not a random phenomenon. It depends on many factors - ranging from genetics and
neurobiology to sociology and economics. But, clearly, there are scientiﬁc truths to be known about how we
can ﬂourish in this world. Wherever we can have an impact on the well-being of others, questions of morality
apply.”
- Sam Harris
The HR Trends are evolving; technology has changed the way business works and led to the birth of new
game changers. HR needs to adopt new practices to keep them engaged and create harmony between the
individual and organisational goals.
The Cover story The ‘H’ Factor - A Critical Component highlights the importance of successful
management of employees in order to create wonders within a short span of time.
Our Special Focus on employee engagement features amazing ways to increase productivity at workplace.
A drastic shift has been observed as HR is hiring through social media. Thought Stimuli talks about the
identity card/business card becoming an integral part of work identity.
The series on Higher Education in India focuses on the higher education challenges and issues.
HR Lifestyle will take you through the calming effect of meditation at the workplace.
There is much more to keep you updated .
Enjoy Reading!
7Vol.7 Issue 4 • June 2016, Noida |

Ashish Patel is the Managing Director
& Founder Consultant of Euphoria
Consulting , one of Asia’s quite well known
Organisational Development and Human
Resources Consulting firm.
Ashish carries with him the wisdom of
18 years experience which is a stalwart
combination of corporate milieu and
consultancy.
He has conducted more than 1000 workshops
spread over industry and academia in USA, UK,
Russia, GCC Countries & India.
Ashish’s proficiency is as -
• Champion Business Transformation
Project - initiating organisational
diagnosis followed by agreed planned
intervention designs and necessary
reviews / feedback
• Leadership Strategy Coach in defining and
re-aligning individual leadership style in
context to business strategy
• Role of an Internal Leadership Coach,
initiating strategic & behavioural changes
During his coaching assignments, he has
designed various interventions in consultation
with the client requirement. He has done
extensive work in the areas of Organisational
Diagnosis, Business Transformation,
ASHISH PATEL
Managing Director & Founder Consultant
+ 91 97696 25444, + 971 55 154 6421
ashish@euphoriaindia.com
Leadership Development, Organisational Culture
and establishing employee connect, Organisation
Strategy Building, Cross Functional Synergy
building, etc.
He is doing extensive research on the areas of
entrepreneurship and family business models
to extend co-creation concept framework in the
family entrepreneurship.
Ashish also plays an important role as –
• Member of Company Operating board
(corporate stint) to align the business strategy
with day to day operational challenges.
• Empanelled mentor & Business Scaling
up Coach for Entrepreneurship centre at 3
prestigious incubation centres
• Special invitation to be Jury and Mentor
for “Power of Ideas – 2010” an initiative by
Economic times and IIM – Ahmedabad.
• Board member for three fast growing startup
organisations.
• Speaker at international conferences (World
HRD Congress, World Coaching Congress,
World SME Summit, Asia Retail Congress,
ASIA Pacific HRM Congress, World OD
Summit)
• Internationally certified for varied Leadership
Assessment and Leadership Coaching

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Wallet-HR helps enterprises in maximizing its workforce
productivity, Our Hire 2 Retire Solution gives the
Management information when it matters in a way they
require. The Robust tightly Integrated Wallet HR comes
with over 15 Modules
Wallet-HR is a product Designed :Developed & Owned
by Crystal HR & Security Solutions Pvt. Ltd a company
pioneering in HR & IT Solutions . The management of
Crystal HR comes with two decades of domain expertise
, which has helped them in delivering a best of breed
solutions suitable for most of the industry verticals with
minimal customization. The product is designed using
the latest Microsoft technologies.
Wallet HR Suite consists Recruitment Management,
Attendance Management, Leave Management ,
Travel Reimbursement , Exit Management, Payroll
management , Performance Management, Learning
& Development, HR Analytics, Employees Dashboard,
Task manager , Travel Management ,Canteen & Visitor
Management and Mobile Application.
Wallet-HR is available as both On-premises and
as an On cloud solution ( As SaaS Offerings) which
comes Packed with an integrated mobile application for
employee self service related functions. . also it Helps
employees check their attendance Discipline , Income
Tax Proof Uploads; Payslips Downloads etc all by
themselves.
The mobile application which a GPS based
solution acts as an attendance device showcasing the
exact location of IN & Out ( In Sync with the Map) for
employees who are on the Field, making this solution
suitable for organizations who have an extensive ﬁeld
force (feet-on-street employees).
Our employee self service portal aids organizations
in engaging with employees even when spread across
several locations. Organizations Messages, Events;
Videos: Photographs can be showcased for the employees
to check the happening across locations & Departments.
HR Analytics helps the management in taking
critical decisions.
Crystal HR offers a basket of Biometric attendance
device Solutions , Ranging from Card based Biometric
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We have completed Six successful years and we have
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Our clients testimonials has expressed that they have
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They have also expressed their happiness over the ease
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Website with testimonials to substantiate our claims.
Advertorial

600 college and university based teachers lead by
the Delhi University Teachers Association [DUTA]
were detained past Friday. A march was conducted
from Mandi house to shastri bhawan. The crux was to
protest against increasing workload and asserted job
threatening of 5000 ad-hoc teachers. Resistance initiated
on 24 May, when teachers avoided the evaluation
of undergraduate exam papers. Their reaction was
towards the upcoming damage due to new norms,
implementation concerning their employment and
public teacher ratio.
DUTA president Nandita Narain quoted “we are
protecting the refusal of MHRD to give a written
assurance that the work load norm will remain
unchanged”.
New norms changed the “direct teaching” hours
per week, for an Assistant Professor from 16 to 18. The
additional 6 tutorials were also introduced marking a
sum of 24 hours of working. Also the Associate professor
working was raised from 14 to 22 hours.
After detention DTUA called for an executive meeting
Saturday. The meeting will analyse the current scenario
with the future course of action.
The study by apex industry body Assochand evaluated
that Ahembabad was ranked the lowest in job
creation. The poor performance was evaluated for
January – march 2016. In the given tenure only 20,514
jobs were managed by the city. This was just 2.4 percent
of the total jobs created in 8 major metros of India. It
was the lowest for the last quarter of FY-16 among 8
cities including Banglore, Mumbai, Chennai, Hydrabad,
Pune, Kolkata and Delhi NCR [National Regional
Capital].
A month ago a study revealed that 42,530 new jobs
erected in the entire state of Gujrat, for the same
quarter. Ahmadabad alone is the 50 percent creator of it.
New opportunities comprised of 54.5 percent
for IT sector, 17.3 percent for service sector, 14.17 for
manufacturing and 8.3 percent for the combination of
insurance, banking and ﬁnance among others.
One more study informed about the fact that Haryana
and Uttar Pradesh created more jobs for last quarter
of FY-16 than Gujarat. Maharashtra with 23 percent
was ranked second, followed by Tamil Nadu with 10.5
percent. Haryana with 8 percent and Uttar Pradesh with
a sum of 7.5 percent were present in the study.
600 Teachers against the
New Guidelines
JSW Group HR Head Yugesh Gautam Quits to join
Lupin as President HR
Ahembabad at the Bottom of
8 cities in Job creation
Pharma Major Lupin Limited declared the
authorisation of Yugesh Goutam as President-
Global Human Resource. Yugesh will conduct the HR
functioning for Lupin Limited and will be placed at the
company’s corporate headquarter in Mumbai, India.
Goutam took over Divakar Kaza who has adopted to
retire after transition period to pursue other interests.
Goutam shifts from JSW Group where he worked as
HR president and managed all their global work. He is
skilled personnel with an experience of 25 years across
diverse sectors and geographies. His knowledge was
shared with companies like RPG life science, Beckton
Dickenson, Pﬁzer and Reliance Industries.
He pursued Post Graduation Diploma in Personal
management and Industrial Relation from CBM,
Chandigarh .Goutam also claimed a Human Resource
Executive program for university of Michigan, USA in
1988.
NEWS

Q Enlighten us about your training
practices.
A PeopleFirst (India) is a full-service talent
firm with a 360 degree orientation. We start by
identifying what are the diverse factors that are
keeping our clients from achieving their desired
goals at a pan organisational level, and not just at
a business or a department level. Having figured
those constraining factors, we work with the
client to make the desired change. Now this might
require training in some cases, and in other
situations it might require an entirely different
sort of intervention. We don’t go in presuming,
we know what the client wants. There are no off-
the-shelf products. Therefore, each client gets a
customised unique set of solutions.
It helps that we have a fairly large training
vertical and a separate OD cell. Apart from that,
we have a set of very senior, certified executive
coaches, with diverse backgrounds.
Our training unit is perhaps the largest in
South East Asia with a suite of more than 150
different behavioural programs and about 50
functional workshops. The OD cell comprises a
team of vintage, certified assessors and a suite
of proprietary tools. On the psychometrics front,
we have both online and offline versions of more
than a 100 different instruments that address
every competency (with associated dimensions)
possible. Our executive coaches have in the past
12 years completed more than 4,000 coaching
assignments at Board and CXO levels across
sectors, in India, Middle East and other markets.
Advertorial
‘Organisations
Need to be Nimble
and Adaptive’
Mr Jagmohan Bhanver, Chief Mentor,
PeopleFirst (India & Middle East), speaks to
People and Management. Excerpts…
Q How do you deal with
clients from such diverse
backgrounds?
A We have domain experts from
different sectors and industries.
Therefore, whether it is a business
consulting requirement or even a
behavioural intervention that is
required, it makes it that much
easier for us to understand the
client’s specific pain areas. Over
the past 13 years in India, we
have built expertise in several
sectors including Banking &
Finance, Automobiles, FMCG,
Pharmaceuticals, Telecom, Real
Estate, Core industries, IT, ITES,
Education and Retail, among
others.
Q What kind of
organisational structures do you
think businesses need to remain
agile and adaptable?
A Organisations need to be
nimble and adaptive. What this

www.peopleandmanagement.com
means is that they need to have a
greater outside-in focus rather than
being focused inwardly. Business
leaders need to set up systems and
processes that encourage market
sensing and market relating
practises. The latter eventually
leads to an enhanced degree of
organisational learning and being
closer to the customer. Unless a
company is market driven, it is not
learning. And in the words of Bob
Garratt, ‘The fish rots from the
head’.
An organisation might be
large but it shouldn’t forget the
importance of having a ‘small
company’ culture. This is what
makes it agile and adaptive.
Q What is the USP of your
training firm?
A The fact that we are a full-
service talent firm is in itself a USP.
To my knowledge there aren’t more
than a handful of those in India or
even in South East Asia. There are
other factors at play; for instance
the fact that we have domain
experts from diverse sectors, or the
stringent process we follow when it
comes to understanding the client
requirements. We operate more as
an in-house consultant rather than
an external vendor. We have great
stake in the success of our clients.
Our accountability doesn’t get
mitigated when the assignment gets
over; we take great pains to validate
with clients whether our solutions
or services have resulted in the gains
they sought from us. And if it isn’t
the case (rare occasions), we have
been prompt to go back and rectify
things at our expense till such time
that the client is truly delighted with
the outcome. Finally, the fact that
most of our senior management has
managed CXO/ Board level positions
with large companies and successful
start-ups earlier means that we offer
significant management bandwidth to each of our
clients, irrespective of the scope or scale of the
assignment.
Q What are the challenges that you
face while giving executive mentoring and
coaching to different clients?
A Frankly, we haven’t really encountered
too many difficulties in this space. We faced
challenges, when we brought executive coaching
and executive mentoring to the Indian shores
13 years ago. We call that the ‘Pioneer’s curse’.
Since we were the ones to initiate this business
in the country, we founded a great market for
this particular business. In the first couple of
years, there were a few CXOs who felt that they
didn’t really require executive coaching. The
interesting thing is that these people possibly
required it the most. The most successful CEOs
and Directors, we found, were actually very
open to being coached because they knew that
coaching would only help them succeed further.
However, in the past decade we haven’t really
faced this issue. Today, we have CEOs and board
members from large corporate houses and SMEs
who are contacting us on their own for this
purpose. It is a great change, and one I feel that
speaks volumes of how leadership perceptions
have changed.
Q How do you ensure harmony of
interests while focusing on different
behavioural patterns?
A Behavioural patterns are not unrelated
or disparate. They are interlinked. If I have
issues with listening, it will have an impact on
my ability to make decisions and that in turn
will impact my problem solving ability. It could
also have an impact on my relationships, not to
mention my ability to lead people. So you see,
behaviours are interlinked! There is harmony
only when one considers how each behaviour
relates to the other.
What we do is that we consider the overall
picture and then evaluate how different
behaviour patterns create a particular story for
an individual or an organisation. If the pattern is
disharmonious, we make systemic changes rather
than focusing on any one behaviour in isolation.
And that is part of the secret sauce that helps us
add incremental value to our clients.
The most
successful CEOs
and Directors,
we found, were
actually very
open to being
coached because
they knew that
coaching would
only help them
succeed further

WINNING OUTLOOK
 Ritu Pandya
The Necessity of
Breaks in Work to
Enhance Productivity
Keys-Check!; Wallet/phone/headphones-Check!;
Files & pen drives (with presentations)-Check!;
Stress tablets/Tablets- Check!
U
nfortunately, this is just the
beginning of an endless
series of checks that plague
today’s workforce as it crawls
through the day, putting a tick or a
‘later’ tag on the numerous things
piling up. These are the symptoms of
an entire generation of professionals
who seem to have mastered, amongst
other intoxications, the drug of
work holism as well.
Workaholic: A Celebrated Tag
in the 21st Century
“If you are cursed with an
unconquerable craving for work and
a reformed worker will aid you back
to happy idleness”. This punning
allusion to Alcoholic Anonymous
appearing in the Toronto Daily Star
issue of 5th April 1947 is the ﬁrst
known public appearance of the
word ‘workaholic’. Though a happy
idea, the chances of a ‘reformed
worker’ guiding us to happy hours
of doing nothing seems very slim
today, while the number of work-
cravers seems continuously on the
rise. The world over, a culture of
putting in extra hours today for
a relaxed tomorrow has resulted
in generations of overworked,
overstressed and unhealthy people.
Work today involves more
use of one’s grey matter than
physical exertion. As such, while
it may seem that it is less tiring
to sit in a fabulous ofﬁce and tap
away at a machine, the reality is
almost the opposite. A new study
in proceedings of the National
Academy of Sciences has observed
that the brain, tiny little master
room which takes up only 2 percent
of our total body mass, consumes
more than 20 percent of our total
calorie in-take. It also states that a
third of this portion is reserved for
what researchers call ‘housekeeping’
or cellular health maintenance.

A Break before the Breakdown
It has been observed that many organisations
fail to understand the need to have small power
breaks, despite of the initial promises and
commitment. Management fails to adopt such
practices at the workplace.
It has often been observed that many
professionals and companies make the same
mistakes repeatedly. After demonstrating an
initial promise, everything seems to be working
the same as before. The productivity just remains
frigid, at times even spiralling downwards. What
seems to be the problem?
Losing one’s objectivity, as we enter into that
‘spaced-out’ work zone, we develop a routine
or a habit of working at a specific rhythm and
repeating the same things and mistakes. This
is when we need to step back and look at things
from the ‘outside-in’ perspective. This is where
the necessity of taking active breaks from work
comes into place.
An analytical frame of mind helps to find out
the most efficient and effective way of doing a
task. This skill tends to suffer when we are glued
to our workstations for long hours at a stretch.
Apart from the obvious ill-effects on health, this
practice negates purpose of doing the work –
efficiently and effectively.
Little practices go a long way in rejuvenating
our ‘work-spirit.’ Having walks over meetings or
taking a healthy break such as a round of table
tennis with the boss can have a way healthier
impact on one’s mind and body than eating junk
at a neighbouring restaurant. The propensity to
take healthier work breaks has to be encouraged
at the workplace. Incorporating these elements
in a ‘work style’ helps in keeping the bug of
corporate boredom at bay by keeping things
fresh, light and reinvigorating.
Conscious effort needs to be made towards
doing stuff that really is ‘NOT WORK’ while
taking a break. Finishing a little conversation
which you had postponed till after-lunch during
a supposed ‘break’ completely kills the purpose.
Catching up on family, planning that long-
awaited gathering of friends, or just looking out
the window into the distant sky
however, completely qualify.
Switching ‘Off’ Time to get Un-
connected
Being completely surrounded by
devices 24X7 has not really helped
our cause at ‘reworking’ ourselves.
Yes, workaholics existed even half
a century earlier. Men carried
physical documents back home
with them. However, the problem is
magnified today because our work
is on devices that are with us when
we sleep, are having dinner with
our families, are out on a date and
even when we are in the bathroom!
The omnipresence of our mobile
phones, laptops, tablets depletes
our energy storage without us even
realising it. Continuous distractions
have limited our ability to carry
out in-depth analysis of issues that
may be bothering us. This leads
to short-term, half-baked methods
of operations that create more
problems than solutions.
The New-age Entrepreneurial
Dilemma
Entrepreneurs often tend
to think the success of any
WINNING OUTLOOK
It has often
been observed
that many
professionals
and companies
make the
same mistakes
repeatedly. After
demonstrating
an initial
promise,
everything
seems to be
working the
same as before

organisation depends on how much
labour the head of the organisation
is putting in. This sparks off a
dangerous chain reaction – while
entrepreneurs keep on working
to establish a work culture, the
employees have no other option
rather than adhering to the
commands of the managers. The
result is a vicious cycle of work
that affects the overall health of the
workforce.
It also has adverse impacts
on the work structure of the
organisation. Entrepreneurs
believe in doing everything on their
own. Consequently, management
becomes heavily-dependent on the
head for even menial decisions. The
leaders are then stuck with doing
routine, checklist things rather than
innovating or focussing on strategic
decisions that will lead to growth.
It is necessary for foreman to
understand that they stand out
because they have the vision that
others don’t. Their perspective is
different from others. A culture
of free-thinking, and free living
employees needs to be generated, * The Writer is HR Head, RAW Pressery
that can focus on doing a job. They need to be told
that completing a task quickly and efficiently is
important. The number of hours they spend in
their seats isn’t going to get them their next big
pay hike!
HR also needs to play an active role in
encouraging employees to opt for healthier
options during breaks. Small yet significant
changes such as replacing coffee-vending
machines with a juice bar or switching those
dreaded Dalda-heavy biscuits with protein bars
go a long way in developing a healthier workforce.
Furthermore, lunch buffets could include more
salads, fresh veggies and super foods. They will
not just be a welcome change from greasy curries
but will also lead to a fitter and less lethargic
workforce. Employees might also appreciate these
changes so significantly that they are more likely
to adapt them into their personal lives as well.
Such small changes at the workplace also send
out the right signals that bosses don’t intend their
staff to be mere work horses. It puts forth a clear
message that healthy breaks make for a smarter,
more motivated and more energised workforce.
Conclusion
An ideal scenario is one where we would not
have to distinguish between the two, as both of
these entities need to be mutually exclusive. A
work atmosphere that provides and promotes
an environment for the holistic development
of an individual, giving fire to their latent
talents while not compromising on productivity,
should be on the top of any ‘to-achieve goals’
of an organisation. In this way, we can steadily
reduce the amount of stress disorders, nervous
breakdowns and depression cases on the rise.
With an increase in the popularity of healthier
alternatives at work, we might just see a ping-
pong paddle or a hack-sack making its way
into that dreaded checklist of the new-age
professional. Fingers crossed! So, HR should
practice such kinds of change to increase
productivity. Ultimately, it is still only in the
hands of top management but HR can take it
forward considering human factors.
HR also needs
to play an
active role in
encouraging
employees to
opt for healthier
options during
breaks

HR BEST PRACTICES
 Hemant Khera
I
n recent times, India’s demographic dividend
has been much talked about. The Asian
Development Bank (ADB) has asserted that
India has the potential to become a leading
knowledge-based economy leveraging on this
dividend. In this context, human capital gains
precedence as the transition to a knowledge-based
economy will seek a new generation of educated
and skilled workforce.
On the other hand, India now
faces a complex paradox. Despite the
presence of numerous specialised
educational institutions, industry
bodies often lament the lack of
an employable workforce and an
acute talent shortage. PNB MetLife
recently conducted a global study
that was aimed at understanding
BENEFITS
Talent Retention
Show that you Care

21
how employers and employees
perceive employee benefits as a
part of the overall organisational
experience in a report titled
Employee Benefits Trends Study.
This points out that 46 percent of
the employers in India highlighted
that talent shortage will affect their
business over the next 12 months.
The shortage is more pronounced in
sectors such ad IT, ITes and financial
services.
Show that you Care
Talent shortage invariably
accentuates demand for the
available resources and often results
in inflated pay packets. Human
resource teams across industries
are grappling with high attrition
levels and are constantly devising
ways to boost employee commitment
levels that have a positive impact
on productivity. According to the
survey, only 51 percent are highly
satisfied.
A majority of employers agree
that benefits play an important
role in attracting and retaining
talent. It is, therefore, imperative
that the employer must consider
the employee perception of benefits
while designing an appropriate
benefits’ package. A little over half
of the employees surveyed have
responded that a strong benefits
package prompts them to stay with
their current employer. Having
financial security of family in the
event of their premature death is the
highest rated financial concern for
63 percent of respondents.
Traditionally, Indians generally
underestimate the amount of
life cover they need. A proactive
initiative by the employer to offer
tailored guidance individually
depending upon the age, life stage and income
level of the employee will better serve to engage
with them. Initiatives like these translate into
higher employee commitment and improved
productivity.
Bridge the Perception Divide
Very often, there exists a disparity between
the employer’s perception of employee loyalty
and employees’ own version of commitment.
According to the survey, the majority of
employers (71%) feel that their workforce is loyal
to the company. On the other hand, just 53 percent
of employees have a sense of loyalty. Similarly, 69
percent of employers state that our company is
loyal.
To build a more committed workforce, it is
critical to bridge this perception gap. Employers
have indicated that 47 percent of employees
would like to switch over to another employer
within a year. For employees today, salary is not
the only retention criterion. A broader ‘employee
value proposition’ approach in the form of
enhanced financial security and well-being of
employee and family members holds the key.
Employees would be more attached to companies
offering better benefits.
The study also underscores effective designing
and communication as the two most important
components for successful delivery of the benefits
package. Talent is an indispensable resource that
not only shapes the success of an organisation,
but also impacts the nation’s growth. Employees
tend to show greater allegiance to those
organisations that perceive their needs better.
Creating a positive working environment and
rewarding employees through benefits and other
rewards can act as a catalyst to drive the nation’s
economic growth.
Deputy Director, Employee Benefits, PNB MetLife.
A majority
of employers
agree that
benefits play an
important role
in attracting and
retaining talent.
It is, therefore,
imperative that
the employer
must consider
the employee
perception of
benefits offering
while designing
an appropriate
benefits’ package

Employee Engagement
in the Spotlight
 Uli Gwinner
A
t organisations throughout the world,
employee disengagement is like a bad
virus—difﬁcult to diagnose, contagious
and tough to cure. A latest research by Steelcase
in partnership with Gallup says that, 87 percent
of employed people are “not engaged” or “actively
disengaged” at work. Disengaged employees have
been found to slow down projects, drain resources
and undermine a company’s goal and efforts.
While many may not be aware, employee
engagement is the engine that propels and
drives an organisation forward. Contrary to
popular belief, merely redesigning the workplace
or redeﬁning it will not solve
engagement issues. Workplace
environments that combine comfort,
function and emotional satisfaction
can inspire people to contribute their
best as well as increase productivity,
satisfaction and engagement levels.
Your workplace should be a place
where you feel energised and look
forward to coming every single day.
Mentioned below are the must-
haves to boost employee engagement
at workplace.
SPECIAL FOCUS

A Palette of Place, Posture and
Presence
Engaged workers are the engine
that propel an organisation forward.
Unfortunately, they are in limited
supply. According to Steelcase’s
report, only 13 percent of global
workers are highly engaged and
highly satisﬁed with their work
environment; this means only about
one-third of the global workforce
is fuelling the organisational
performance and businesses needs.
In order to increase the engagement
levels, a workplace should be
designed in such a way that it
offers a palette of place, posture
and presence. This will help to
boost wellbeing at the workplace.
Also, fresh air and natural light
are refreshing, and it’s been proven
that working outdoors or near
natural light improves creativity,
productivity and engagement.
Create an Unplug Pod
A space with zero connectivity
to Wi-Fi and power which will
encourage the employees to have
face time with each other, initiate conversations
and ﬁnish them uninterrupted, share ideas etc
.This will also help employees to relax for some
time, feel free, rest their eyes from screens and
foster a connection with their teammates for
better teamwork. According to the study, engaged
workers prefer congenial working atmosphere in
which they can socialise with colleagues, share
their ideas freely and feel a sense of belonging to
the organisation. Employee engagement can also
be achieved by constructing collaborative meeting
spaces and natural pathways that encourage
spontaneous interactions and engagements.

‘Space’ out the Stress
It is critical for the workplace today to help
people manage the cognitive overload of their
daily lives and allow them to focus throughout the
day in order to achieve mindfulness. Due to lack
of this experience, the number of disengaged
workers is increasing, affecting company’s
revenue as well as performance. Hence, the
workplace needs to be designed in order to reduce
stress and help employees think better. The office
layouts and design elements play a vital role in
rejuvenating the mind and create a positively
about the workplace. According to Steel case
research, highly engaged workers are highly
satisfied with various elements at their individual
workspace, such as its size, furniture, lighting,
ambient noise level and temperature.
Allow to be Alone
In many of today’s workplaces, it’s very
difficult for individuals to find moments of
privacy. This reality negatively affects stress
levels, job performance and engagement. The
need for privacy at work is as basic to human
nature as is the need to be with others. The
harder people work collaboratively, the more
important it is to also have time alone to be free
from distractions, apply expertise and develop a
solid point of view about the challenges at hand.
Hence, there should be spaces at work offering
privacy as it remains important in the workplace
for confidential discussions, quiet phone calls or
times when we need to focus quietly, alone and
helps to nurture thought process. President, Steelcase, APAC
Creating a ‘Third Place’
During the last few years, work
has become dramatically intense
and the business tasks today are
varied and more challenging. Hence,
employees need spaces where they
can relax or work undisturbed.
To provide such experience, some
organisations have embraced the
idea of Third Place – an informal
working spaces like a cafeteria or a
lounge that help people get through
the day or allow them to gather, to
have stirring conversations. These
are essentially common areas not
specifically allocated to work but
are designed to create a relaxing
atmosphere within a workplace. The
corporate cafeteria is an obvious
place where a company can create
a corporate third place and better
leverage under-utilized real estate.
People may seek out a third
place because of its inherent good
qualities like the ability to work
without colleagues stopping by,
lounge furniture with a home-
like feel, the energizing buzz of
people, access to good food and an
attractive ambience. Third spaces
integrated with technology will help
employees to boost productivity and
innovation.
So, Management must look
forward for such changes to increase
productivity and to compete with the
changing environment.
The need of
privacy at work
is very basic to
human nature
and it is as
important as the
need to be with
others
SPECIAL FOCUS

COVER STORY
A Critical Component for Organisation
 Rakesh Seth
W
e have many examples of successful
organisations which have achieved
greater heights within a short span of
time like Amazon, Google, Facebook, and many
more. These companies were successful because
they managed Human Factor very well and
worked as a team to achieve organisational goals.
Identification and recognition of the most
important component for any business entity is
its people, the human component of business. The
employees of the business entity are the crucial
factor. You need to take care of human resources
because they are the ultimate one, flipping goals
of the organisation into reality.
Therefore, the concept that business is the
people, and people are the business is true.
Human Factor
The Human factor is the scientific
discipline concerned with the understanding of
interactions among humans and other elements
of a system. It is a profession that applies
26 | Vol.7 Issue 3 • May 2016, Noida
‘H’
The
Factor
theory, principles, and methods to
conceptualise the things in order to
enhance Human skills.
It is the personality
characteristics, either positive or
negative, that form the attitudes and
actions of the individual. Business
organisations are all about people.
People are the most powerful
creatures on the earth because of the
ability to think and to have emotions
and thereby character. It is not only
companies but countries are built
and torn down by people. People
create technologies/machines that
can fly, submerge or float.
Three aspects of business are
interlinked: occupational health;
safety; and productivity. It takes into
account the human behaviour at
work which will be the end product
for the organisation.

developed by VIA Institute on Character, a Not for
Profit organisation focused on advancing both the
science and practice of character strengths.
Wisdom and Knowledge: Cognitive
strengths that entail the acquisition and use of
knowledge through creativity, curiosity, judgment
and perspective.
Courage: Emotional strengths that involve
the exercise of will to accomplish goals in the
face of external or internal opposition through
bravery, perseverance and honesty.
Humanity: Interpersonal strengths that
involve tending and befriending others through
love, kindness, social intelligence.
Justice: Civic strengths that under lie healthy
community life through teamwork, fairness,
leadership.
Temperance: Strengths that protect against
excess through forgiveness, humility, prudence,
self regulation.
Skills: Communication and self management
are fundamental to high performance.
Fortunately these can be learned and enhanced
through continuing education, training and
practice.
Competence: Manpower in the organisation
should have capabilities to deliver the assigned
work as per the requirements of customers.
Individual Mindset: With the increasing
complexity of managerial work and with the
goal of helping managers develop attitudes
and ways of thinking that can improve their
effectiveness. Based on their experience,
Mintzberg and Gosling define a managerial
mindset as “an attitude, frame of mind that
opens up new visits. The five mindsets are:
The reflective mind deals with being able to
manage oneself; the analytic mindset deals
with managing organisational operations and
decisions; the worldly mind-set deals with
managing in the global context; the collaborative
mind set deals with managing relationships and
action mindset deals with managing change.
Managers collaborate to combine their reflective
actions in analytic, worldly ways. All five
It is the
personality
characteristics,
either positive
or negative,
that form the
attitudes and
actions of the
individual.
Business
organisations
are all about
people
The best way to achieve business
organisation efficiency is to
concentrate on developing a positive
human factor (HF) the spectrum
of personality characteristics
and other dimensions of human
performance that enables
organisations to achieve goals down
by people.
Healthy People
Health in turn is by-product of
strong ethics and proper etiquette by
which every employee will conduct
him or herself and interact with
others within the organisation and
outside of it. It is the guiding force
and guiding light of the personal
conduct.
For any business entity health of
the people is very crucial. A business
organisation has the challenge
of choosing the right person to
evolve the idea, selecting the strong
management team, setting up the
right organisational structure,
establishing active internal and
external communication channels,
and defining the right set of policies
and procedure. Healthy person
remains physically, mentally
prepared to grab new opportunities,
positively charged up for his work.
Individual
Great individuals are able
to build trust and a co-operative
environment. They show their
character and competence while
performing their duties. They are
highly motivated and able to wire
all elements of the organisations to
deliver excellent results. Some of the
great attributes of great individuals
are:
Character: We attempted to
show individual character strengths
to bring in the relevance as how
individuals support the culture
of excellence in the organisation.
Some of these descriptions were

COVER STORY
minds sets must work together, ideally being
interwoven in the daily stream of managerial
decisions.
Organisational Environment
Great organisations are able to create
and achieve competitive advantage through
building capabilities by hiring the right people,
building capabilities through developing people
and nurturing a culture of partnership and
entrepreneurship thereby making the workforce
more committed, flexible and engaged The
committed workforce ensures that business
organisations objectives are aligned and achieved
through deployment of comprehensive innovative
strategies. Great organisation has presence of the
following components:
Strategy: Strategy should be congruent with
the professed mission with available resources
and with market conditions. Moreover, the
strategy should be monitored and changed to
reflect shifts in the wind including the status of
the competition.
Culture: People are the programmers
they produce everything else at the personal,
interpersonal, managerial and organisational
levels. Culture is only a manifestation of how
people see themselves, their co-workers, and their
organisation. Culture defines the boundaries
and behaviours of the people which govern the
organisations.
Communication: One-on-one visits to work
out the win-win performance agreement and
the accountability process are key to effective
organisational communications, along with
staff meetings, action-oriented agendas and
minutes employee suggestion system and reward
ideas that result in savings; open door and
due process policies and procedures; annual
skill level interviews; anonymous opinion
surveys; and adhoc committee brain storming.
A communication system will function more
effectively if they are organised around a shared
vision and mission.
Data Analytics: To have an accurate,
balanced and unbiased picture of what is
happening executives need a stakeholder
information system; a system that tells them what
is happening inside the organisation
and inside the minds and hearts
of all stakeholders. Good data
makes for good decisions (assuming
wise judgments). They create and
generate data which can predict
outcomes with a certain degree of
accuracy.
Rewards & Recognition:
Money, recognition, responsibility,
opportunity, and other perks
of position and office are
compensations. An effective
compensation system has both
financial and psychic rewards built
in.
Learning Management
Systems: In effective HRD
programs, the learner is responsible
for the learning; the instructor
and institution are seen as helpful
resources; the training is learner
controlled rather than system-
controlled, the learner can go at
his or her own pace and choose the
methods for meeting the mutually
agreeable objectives.
Talent Acquisition &
Deployment: Great organisations
recruit and select people carefully,
matching the candidate’s ability,
aptitudes and interests with
the requirements of the job.

services is a quality person. And the key to our
personal quality is character and competence
and the emotional bank account we have with
other people. People get quantity through quality,
results through relationships. Environment
encourages constructive critique in an effort to
help others but we are not into cheap shots. If we
have a disagreement with someone, we go directly
to that person to clarify a position or to resolve
the problem.
Conclusion
Doing the right thing in the right way covers
all aspects of a business. It even gets down to such
simple things as how and when to spend, how to
dress, how to speak, how to conduct a meeting,
how to treat others above or below you and so on.
Everything starts with people. Tasks/job, and
Individual are the core elements of a “H” factor.
The people who bring these elements to a culture
and make it happen are the enablers of the H
factor model and are called committed members.
These members are committed to task excellence,
promoting the culture of excellence and living
our character strengths and virtues. Leaders
of the organisations are committed people who
have the authority to coordinate task excellence,
facilitate the connection culture and model
mentor others in character strengths and virtues
to form a crucial component of the business
organisation.
So “H” factor is how successful interactions
take place in, people with procedures, people with
machines, people with their environment.
Interviewing, screening, and hiring
are done in the best interests of both
parties.
Job
Jobs are designed in such a way
as to provide variety, autonomy,
and space to think and perform
in creative and innovative ways
which will directly contribute to the
business objectives and also break
the monotony. Some elements of
jobs design are
Tasks: Tasks are well designed.
People need a clear sense of what the
job is about, how it is related to the
overall mission of the company, and
what their personal contribution
could be. They also need to know
what resources and support systems
are available, and they should
enjoy some degree of autonomy
in determining what methods
to be used to get desired results.
Feedback, like the writing in a home
should in from the beginning as well
as provisions for growth and new
opportunity.
Workload: Workload in
the organisation should be well
balanced and properly distributed.
The work allocation should have
clear alignment with competence.
People such tasks must be
adequately trained and have full
knowledge of the work processes.
Environment: There are many
streams (operational environments)
inside and outside an organisation.
These needs to be monitored
periodically to make sure the strategy,
shared vision, systems and the rest
are all in alignment with the external
realities. Also wise executives will
read the trends and anticipate
changes in the stream to avoid being
capsized or left high and dry.
The key for quality products and
Great
organisations
recruit and
select people
carefully,
matching the
candidate’s
ability, aptitudes
and interests
with the job
position
Writer is Chief HR Mentor, REEOCSYYS
References:
1. Organisation Behaviour by Schermerhorn, Hunt, Osborn
2. Principle - centred Leadership by Stephen Covey
3. Connection Culture, Michael Leestallared
4. Business is the people & people are the business, aVahe Akay
5. The Human Factor in Leadership Effectiveness by Senyo
Adjibolosoo
6. Credibility: Why People demand it by James M Kouzes &
Barry Z Posner
7. Corporate Culture and Performance, John Kotter and James
Heskett

EXPERT’S QUOTES
An Optimised Management Approach
Mr. Sanjeev Agrawal,
VP – Operations & Human Empowerment Group,
Impetus Infotech
The discipline of management has, over time,
undergone a major evolution. From introducing
right processes/practices and measureable goal
setting to eliminate inefficiencies and increasing
work efficiencies, managers today have mastered the
tangible aspects of business management. However,
there remain certain intangible aspects that cannot
be measured through factual analysis. As such, these
intangible aspects continue to pose a challenge to
achieving an optimised management approach.
Human factor – which describes how individuals
or groups react to a particular situation, work
environment and/or management systems – is one such
aspect. The main challenge that management faces with
human factor is the uncertainty around the potential
response; there is no way of accurately predicting
the individual reaction to a particular change in
the management approach or work environment. A
manager must, therefore, be mindful of the human
factor and must take steps to effectively manage it.
Along with skills, every individual brings in
different personalities, attitudes and risk perceptions.
All these factors must be carefully analysed and
leveraged to devise the appropriate work environment
for every individual by taking into account their
physical and mental conditions. Normally, aspects
such as personality are difficult to change and become
a major limitation in a work situation. However,
other aspects, such as skills, can be enhanced. Other
factors, such as work culture, communication channels
and leadership style, are often taken for granted by
organisations. These factors can often have a major
impact on the behaviour of an individual or group of
employees. It is important to understand these aspects
and their limitations in depth for ensuring successful
management.
Human Factor in Management
Mr. Raju Foujdar,
General Manager – HR & Administration,
IPCA Laboratories Limited
Business and human resources/factor, both are
two faces of the same coin. The existence of one
is impossible without the other. However, human
beings are neither machines nor robots. Individuals
have a wide range of abilities and limitations.
Human resource of each organisation plans to make
the best use of these capacities, abilities, talent and
capabilities: by designing best fit jobs for people.
Successful business houses achieve high productivity
and quality while ensuring health and safety. Safety
also improves the productivity of the organisation. The
capabilities, capacities and abilities also depend upon
some socioeconomic factors, e.g. culture, geography
of living, area, family, society and facilities of
growth provided by the government. Environmental,
organisational and job oriented factors, in brief
influence the behaviour at work, in a way which
can affect health and safety. It is concluded that the
performance of the human is being strongly influenced
by organisational, cultural and environmental factors
affecting the workplace. A simple way to view human
factors is to think about three aspects: the individual,
the job and the organisation with their impact on
personnel’s health and safety-related behaviour.

Human Factor- The Prime Lynchpin
Mr. Ajay Bhatia,
VP-corporate HR & Global HR Head,
Innodata Incorporation
With the advancement of technology, changing
demographic mix, economic upheavals across
the globe, worsening environmental concerns, rise
of innovation and the entrepreneurship, the whole
workplace dynamics is witnessing a tectonic shift.
The way we work, how we work and where we work is
changing.
The competencies and technologies required to
work, engage and connect with others, are going to be
substantially different in the future workplace. There
are views that are being expressed now that Robots and
AI will become the dominant force in future and those
robots will take over most jobs in the world by 2045.
Although on the face of it, the scenario looks grim and
scary and a pessimist might just think that it is going
to be the end of the world for human beings. Sadly, it is
not going to happen. The basic fallacy of that robotic
argument is the premise that while technology will
keep on advancing to a level where it can surpass
humans, but human beings will not evolve during this
period, which is patently wrong. Human Factor, as
the most critical lynchpin for an organisation and the
only sustainable source of competitive advantage, will
remain relevant. People are not just another resource
required for the business. They are the reason why
and how an organisation evolves, leverages other
resources, sustains performance, strives for better
future and thrives to achieve its purpose. They are
crucial for any company to lead, direct, channelise,
install learning agility, influence new ways of
working, face disruption and overcome diverse
business challenges in creative ways. All other factors
for business, be it technology or finances or products
or buildings, etc. will continue to be secondary and
replicated at any time by any competitor. However, the
culture, leadership, change management, visioning,
strategy, organisational development, innovation,
problem solving, collaboration, etc., i.e. all the
intangibles that are characterised and shaped by
the Human Factor, will retain their pre-eminence in
future as well.
Two historical quotes that exemplify the Human
Factor:
“Those who build great companies
understand that the ultimate throttle on growth
for any great company is not markets not
technology or competition or products, it is one
thing above all others: the ability to get and
keep enough of the right people”- Jim Collins
“You can take my factories, burn up my
buildings, but give me my people, and I’ll bring
my business right back again.”- Henry Ford
This is the reason why the thought process of people
changes and their contribution to the organisational/
productivity and self growth differs. The best work
systems are based on having a skilled workforce, with
well-designed jobs that transforms the organisation
into successful ventures.
Mainly three factors affect the performance of an
individual. First - individual factor comprises: low
skill & competence level, due to monotonous working
and tired staff, medical health/fitness of staff and de-
motivated staff. Second job factor comprises: constant
disturbances, interruptions at work, ambiguous and
unclear instructions, overloaded staff & unpleasant
working conditions. The last factor contributes to
organisational management factors and it comprises
poor planning, high work pressure, poor SOPs,
inadequate responses to problems of juniors by senior
staff, one-way communication, faulty co-ordinations &
responsibilities, poor culture of working.

INTERVIEW
‘Trust is the Key’
Mukund Menon, Director - HR,
International Paper for India Region,
speaks to People and Management.
Excerpts…
Q Being a leading paper company, how is the
International Paper India helping to maintain a
sustainable environment?
A Our sustainability efforts cover few areas that
are very important and core to us; being a global
corporation, it is imperative for all our locations from
where we operate.
Safety as a core value - We continue to have nothing
less than zero as our target for safety in all our locations
globally. We enable every possible safety measure to
make sure that every employee goes home safe and
sound. This not only applies to all our employees, but
also to the contractors and vendors who are associated
and are present in any of our locations.
Engage in ethical business operations and treat
people with respect – Everybody, whether an employee,
contractor or vendor, is treated with respect along
with utmost dignity, which reflects our culture and
leadership behaviour as an organisation. We practice
a zero tolerance policy to any unethical behaviour that
is observed or reported irrespective of the level and
position of the person in the organisation.
Remain leaders in responsible forest stewardship
- We have created sustainable forestry programs that
support our farm forestry program and help the farmers
in creating the right eco-system. This enables the
availability of fibre in addition to promoting a good
industry and farmer relationship. It promotes educating
the people towards environment and enhancing forestry
in the country.
Q What are the key differentiators of
International Paper as an organisation?
A We, at International Paper, are world leader in the
industry. Our philosophy & culture has been built over
116 years of our existence that made the organisation
successful and sustainable. One of the common language
and culture that differentiates and binds us globally
is the 3Cs of our IP way. The model focuses on three
essential areas – Character, Capability and Catalyst –
which is an expectation of every IP employee as a leader.
We believe that an outstanding character is fundamental
to build relationships based on trust, and it is one of the
best ways to earn the trust and respect of their team
and demonstrate in their behaviour. Being truthful and
treating everyone with dignity and respect is another
important aspect we adhere to. It is not having the
professional capabilities, but also developing others as
part of their own growth. Results and success mean a lot
to oneself and to the teams we work, and being a catalyst
in creating and communicating with optimism is part of
the IP culture.
Being safe and ensuring others around us also safe,
even beyond workplace is the mantra. Our endeavour is
to extend the safety aspect to every place, which a person
can possibly influence and intervene when they notice
any risky situation.
In line with treating others with respect and dignity,
we imbibe a culture of being ethical and compliant in all
our behaviour and activities in the company. It is fitting
to mention that we are repeatedly recognised as one of
the Most Ethical Companies in the world, for continuing
our zero tolerance policy for anything that is unethical
in nature at any level.
Q It is always a challenge to effectively find,
manage and develop talent. What are the steps that
you have taken to attract the best workforce?
A The way talent is recognised and grown at IP is

itself a proof of how the organisation has managed
to retain talent in the company. If a person happen to
meet anyone from IP globally, who has worked for more
than 15-20 years in the organisation, he will notice that
they have played variety of roles in different locations;
possibly moved across different functions, on an average
of 2-3 years in each. The key factors are Talent Reviews,
Career Development Plan, and focused approach
on growing talent through programs such as Early
Identified, First Line Leader, Exploring Leadership,
Leading Teams and Strategic Leadership. These are
addressed at different levels and roles in the company,
which prepare them for their next role. There is a great
impetus on moving people around every two years,
which helps them grow in creating opportunities within
the organisation rather than them seeking outside.
Q Enlighten us on the future goals of the
organisation?
A One of the goals that IP continues to have is being
the leader in business and industry, irrespective of the
region we operate in. We have successfully been able
to hold on to the position globally with regards to the
products being innovative, maintaining the quality
standards, and in fostering a growth through organic and
inorganic opportunities. In India, our growth will most
likely be in the packaging side of the business, which
we continue to evaluate and focus as part of our growth
strategy.
Q There is a huge gap between demand and
supply when it comes to the modern day workforce.
How do you look at that?
A The Paper and Packaging business in the country
is one of the oldest, and we have created a wealth of
talent across the industry. While it is true that we
have enough talent at this time, the downside is most
of them will superannuate and retire in the next 5-8
years. The academia that had focused in the Paper
and Pulp technology are slowing down and they are
moving more towards high tech and large employment
creating courses. The Paper making process is an
art, but very soon we shall see knowledge erosion.
The new generation, much keen on a career that has
global opportunities and which is fast moving, looks
for a location in a big city with modern facilities. The
challenge will be in the ability of the organisation to
bridge those expectations to the best possible.
In IP, we follow the ‘Build and Buy’ philosophy, and
focus more on the build component. We continue to build
our entry talent as part of GET (Graduate Engineer
Trainee) for the engineering discipline, hire Diploma
and ITI for the shop floor and blue collar category to
backfill & build a robust pipeline for the future. Our First
Line Leader and other Leadership Programs help the
high potential talent internally, and prepare them for the
future. The career development discussions are done as
part of the 1:1’s and the talent reviews.
Q What is your mantra for success?
A Trust is the key ingredient for an organisation.
Every organisation has its own culture and philosophy
to build trust and demonstrate it. It transcends to
employees, customers, contractors, vendors and anyone
who comes across with the organisation extending to
the products, process, people, etc. How we build trust, is
what each organisation has to figure out. As they say, it
takes time to build, but easy to break one. In IP, we have
built trust by following ethical standards, complying
with laws and statutory obligations, being safe and
making sure everyone is safe. More importantly, we treat
everyone associated with us with respect and dignity
that ultimately leads to a good environment in the
corporation to a large extent.
Q Last but not least, what is your advice to the
HR Managers?
A The modern world is tough for the HR Managers.
They are expected to deal with different cultures that
have a huge generation gap among employees. The world
is moving faster and expectations are moving faster than
that. The magic is to find the common ground that are
closer to the organisation’s expectations, but there is no
perfect formula. Some of the HR practices that have been
successful so far are because they were built and made
relevant to the company and industry; and one must
adopt the ones that fit best to their organisation. People
like to join an organisation that is known for its culture
and how it treats its employees, so it is important for
the HR managers to create that environment within the
organisation.
Communicate a lot, and sometimes it is fine to over
communicate. You should build capabilities such as
change management, crisis management and bringing
order to the chaos.
More importantly, you need to reach out to your peers
in the industry and seek their experience and knowledge.
Don’t network just for the sake of it, but to learn from
others and build a relationship based on trust.

INTERVIEW
‘Trusting
Team with
their Ideas
is a Sign of
Strength’
Vipul Singh, Vice President & Head of
HR and Communications, ADP India
Private Limited speaks to People and
Management. Excerpts...
Q ADP has strong ratings by Moody’s and
Standard & Poor’s. What is the key to the success?
A ADP is committed to delivering the best solutions
to all of our market ahead of the competition on a
consistent basis. ADP’s product offerings include web-
based solutions throughout our businesses, in addition
to traditional service bureau offerings. We are leveraging
the Internet to deliver solutions to an ever-expanding
range of prospects. ADP product leadership is one of the
key elements for the success.
ADP defines World Class Service as an ongoing
journey towards service excellence. World Class Service
challenges us to consistently reset the high bar of our
performance levels to meet or exceed the expectations of
an ever-more-competitive marketplace. We believe that
service demands increasingly higher levels of excellence
and there is no level of service today that cannot be
further improved tomorrow.
ADP’s continuous success depends on our ability
to attract, motivate, empower, and retain exceptionally
talented individuals that reflect the diverse business
environments we serve. That’s why ADP has made a
long-term commitment and investment in becoming
an ‘EMPLOYER OF CHOICE’ by creating a culture that
contributes to ever-increasing satisfaction levels.
Q Enlighten us on the HR tool ‘Nirdishta’.
A Early in my career with the TATAs, my team
and I spent a lot of time in manual transactions that
would eat away our productivity. We were so engrossed
in finishing these tasks that there was very limited
time to actually strategise and focus on the next set of
challenges and growth for the company. Technology
was in its early stages and I was always fascinated and
obsessed in utilising technology to reduce the manual
transactions.
In the initial days, we didn’t have much of a budget
to really afford buying readily available software in
HR. However, I did have the support of two technology
employees that I could utilise at that point of time. This
unique challenge was the inspiration behind ‘Nirdishta’.
It helped us in removing a lot of manual HR shared
service transactions and record keeping for reporting.
Q What are the various tools that can be used for
an effective internal communication?
A In every organisation, the internal communication
tools are essentially the same. The difference is how the
tools are used? What is the plan? What is the objective?
How can you measure the effectiveness? This is where a
strategic approach to research, analysis, communication,
and evaluation comes in. Be it a top down, bottom
up or lateral communication; how well a message is
communicated is as important as the message itself.
Company culture such as goals, values and practices can
give an organisation a major strategic advantage in these
changing times.

Tools like employee publications, intranet, social
media and bulletin boards keep employees informed
of business information and upcoming events. Emails,
podcasts, webinars, letter and meetings are fast and
effective way to disseminate information about company
happenings and issues. Exhibits and videos help in
important announcements.
Q According to you, what are the qualities of a
good leader?
A The path to leadership will be good, stressful and
terrible, but a great leader is always able to lead a team
to success, regardless of the situation at hand. A truly
great leader should understand the many different
factors that come with leading others, and should strive
to help others reach their goals.
Business and its employees are a reflection of leaders
and if leaders make honest and ethical behaviour a
key value, the team will follow suit. They should also
remember that trusting the team with their ideas is a
sign of strength, not weakness. Training new members
and creating a productive work environment all depend
on healthy lines of communication. Leaders should
keep up their confidence level, and assure everyone that
setbacks are natural and the important thing is to focus
on the larger goal.
By proving commitment to the brand, leaders
will not only earn the respect of the team, but will
also instil the same hardworking energy among their
team. It’s important for a leader to keep a fine balance
between productivity and playfulness. Leaders should
acknowledge the work that everyone has done and
commend the team on their efforts. They must have
the ability to customise their approach on a person by
person basis, based on the situation at hand.
Q What are the challenges that you encounter
when dealing with today’s workforce?
A One of the key complexities introduced in the
workforce is a rapidly changing dynamics created by
the entry of youth. Studies have shown that millennial
already comprise as much as 36 percent of the workforce
and, by 2020, may form more than half of the entire
workforce. This skew is even greater in several industry
sectors, such as high tech, where Gen Y employees, in the
20-25 age group may form as much as 60 percent of the
workforce across the globe.
Employee engagement, time management,
overwhelming workloads, employee turnover and open
communication are other major challenges with today’s
workforce. Some companies may look at this list and feel
they are immune to these challenges or at least lucky
enough to have dodged these, but it’s likely not the case.
Companies at all levels across all industries face these
problems. If an employer thinks they are safe, they may
want to take some time to re-evaluate whether or not
that’s true.
Q Please tell us more about the HR awards such
as ‘Best IT Employers’ and it’s significance?
A The HR excellence awards are incredibly
competitive and hard to win. These awards are designed
and launched to recognise the emerging role of HR as a
strategic management tool which, if correctly aligned
with organisational business objectives, will underpin
both business profitability and sustainability. Across
various categories, they will identify innovation and
achievement across the whole spectrum of people
management from recruitment and development to
diversity and employee engagement.
By honouring the top practitioners and teams in the
field, they will serve as a benchmark for best practice
in HR. They help in setting the standards for HR across
the globe. Organisations receive an award to mark their
achievement, affirming their reputation as a best-in-class
HR function. It helps them gain unique recognition, and
meet and network with peers in the industry.
Q Where do you see ADP India 5 years from
now?
A From our first account to more than 610, 000
clients, internal and external, we serve around the world
today. ADP Private Limited, the single largest off-shoring
destination within the ADP world, helps organisations
of all types and sizes unlock their business potential. For
17 years, we have led the way in defining the future of
business outsourcing solutions.
The next decade is crucial for ADP to evolve and
become a key player in the market as well as the
industry. ADP India will be one of the India’s most
innovative, diverse and admired companies to work for.
It might no longer be the same in future. Exciting times
are ahead of ADP India. It would provide end-to-end
services and solutions to clients, focusing on building
enduring, long-term relationships based on deep mutual
respect with advanced technology. Platforms for online
collaboration and communication, to work on the
go - mobile applications and big data for strategy and
planning are major focus areas.

PARADIGM SHIFT
Social Media
& The Changing
Recruitment Trends
 Ranjita Sarkar
I
nternet uprising has brought in strong
changes in the way people communicate
with each other. Social media consisting
of web-based and mobile technologies have
altered communication into a social interface
for generating value for their users. With
millions of potential candidates connected to
friends, classmates and competitors through
networking sites, companies in chase of this
talent pool are now looking to have an edge over
their competitors in the online jungle. Innovative
methods are now coming in use for a better
understanding and simplicity that has influenced
the digital medium in recognising the talent
across the world.
This highly interactive medium has now
become an important part of human lives,
determining all walks of life. From its initial
intentions of interlinking personal
networks, social media control diverse
fields like business networking,
marketing, recruiting etc. With
the extensive reach and influence,
organisations from all sectors have now
started to look at the potential of social
media in recruitment processes. This
helps the companies in the more cost
efficient and convenient ways compared
to the conventional approaches like
job boards, newspaper advertisements,
posting job on websites, etc. Most
surveys show that most of the people
now get hired from online referrals and
company career pages than from job
boards.
Social media nowadays connects

people in a better way compared to
any other media. Statistics reports tell
that approximately 2 billion people,
all over the world are active in social
media, with over 135 million users on
LinkedIn, 175 million people on Twitter
and 500 million lively members on
Facebook. This large user base covers
an attractive platform for recruiters to
select the proficient candidates through
apparent enrolling procedures.
More and more organisations are
considering social media as a valuable
tool for selecting the right candidates
for their job openings. This assists the
recruitment industry in a superior way
along with the conventional means
of accessing employees like campus
staffing, references, job portals and in-
house transfers. Social media isn’t just
a tool or a vehicle for appealing talent.
It has evolved into a critical employee
value suggestion.
Small organisations also get
huge benefit from social media as
frequent advertising on job portals and
print media have become relatively
expensive. Social media present
employers opportunities to advertise
their vacant positions free of cost in
these channels. Individual or employers
can easily legalise and select their
preferred candidates from a particular
group matching their job requirement.
Students and young professionals
are the dynamic strength of social
media. They can keep themselves aware
about industry happenings; sustain
an online professional identity and
network with people having the same
area of concern.
A well-maintained online
professional personality along with a
good set of connections can help users
to discover a desirable job according to
their interest. Professional networking
probabilities in social media offer
dynamic recommendation engagements
for users.
Social media can be regarded as a promising
means of recruiting, but not the silver bullet
clarification. Extensive efforts should be taken
to optimise social media for using it as a critical
tool. Job requesters should keep a keen eye on
better using the positive outcomes of social
media for their professional as well as personal
networking. Communication uprising and
internet mutiny have considerably changed
the way people correspond with each other and
do business. The changing utilisation of social
media is an example of this. The revolution in
recruitment industry has only just started. We
have to wait for the future to examine the huge
potential or the perils with social media.
Cost Benefit Recruitment through Social
Media
While areas such as social and mobile
recruiting are still subject to significant hype,
they are increasing in value and HR needs to
evaluate where their true value lies. Today
everyone can be found anywhere on the web; the
challenge is what to do after that. There is already
an overabundance of social recruiting tools to
find people quickly; that is not the problem, but
the problem is how to best correspond, get in
touch with and engage with the people you find in
a time-effective way.
With so many channels available, HR not
only identifies which are best for their needs but
also find ways to use them professionally and
effectively. Similarly, domains such as video-
interviewing present possible ways to develop
recruiting practices. When it comes to the mobile
space, institutions need well thought through and
consistent strategies that will bring exceptional
candidate experience. Tools and technologies are
being formulated in many areas that can help
HR make more successful use of existing and
promising recruitment channels.
Here’s a look out of few Techs and Tools
that have the potential to change the way
you work.
Applicant Tracking Systems (ATS)
The lowdown ATSs were among the first bits
of online recruitment technology that came
forth in the 1990s. Early systems did little more
than go after incoming CVs but in recent years
Social media
can be
regarded as
a promising
means of
recruiting,
but not the
silver bullet
clarification.
Extensive
efforts should
be taken to
optimise
social media
for using it as
a critical tool

they have prolonged their functionality into
domains such skills-matching, CV parsing and
job posting to numerous channels, with social
media. Numerous talent management research
and counseling firm consider today’s ATSs are
“Integration platforms” that unite to other tools
and services used in the recruitment process.
How it will impact the way you work:
Although there has been a core technology for
HR departments, the new age group of ATSs can
help bring many enrolment functions into an
innermost place, further contouring practices.
One is Tribe Pad, which depicts itself as a
“social” ATS and whose users can publicise their
jobs anywhere on the web. It boasts intellectual
skills matching, established on semantic
technology and supplies built-in real-time
analytics to assess what channels execute best.
Significantly, the product allows bosses to
create specific communities established on skills
and location so they can more easily be in touch
and connect with those prospects on the system.
Recruitment and HR departments need to dig up
maximum value from their ATSs, not just when
expecting for talent but to take advantage on the
talent that already occupies the system.
Mobile Recruiting Tools
The cheap Mobile internet and recruitment
has had many forged starts, but record sales of
powerful smart phones and tablets are liable to
result in portable usage leapfrogging desktop
browsing for the first time this year. It has
forced mobile recruiting to the front position
and is anticipated to become the key channel for
hiring. Research shows that at least 2.8 million
job seekers contact job lists from mobile devices
every month, with 67 percent appearing daily. A
Potential Park study found 88 percent of them
look for vacancies on their mobiles, with one in
three are eager to apply using their device.
Mobile takes enrolment into a completely new
space. While, in possibility, it is one familiar to
many of us, employers must be responsive, it
marks a considerable change in how they talk,
engage with and engage talent. Understanding
how individuals behave in the mobile atmosphere
and making sure it matches the quality of the
full desktop will be important. Mobile
enrolling tools can be cracked down
into four main areas: QR (quick
response) codes; text alerts; apps;and
mobile-optimised sites. But habitually
it is the latter that is neglected, with
many commercial career sites failing
to suggest candidates any customised
mobile experience, accepting the
client journey and how a company
uses mobiles is an important phase of
recruitment marketing.
Gamification
Gamification is the extensive
movement of applying game mechanics
to non-game environments, such
as recruitment, to inspire people
or change behaviour. The analyst
estimates that it is placed to become a
“highly considerable trend” over the
next five years and that, by next year,
more than 70 percent of global 2,000
organisations will have at least one
gamified app.
How it will impact the way you
work: Gamification has the authority
to bring significant efficiencies at the
front end of the enrolment process
both as magnetism and an appointment
tool as well as a means to promptly
identify people with the right skills for
a particular role. It can also be used to
better unite, commune and fabricate
relationships with candidates in the
talent pool. There is a promising
market of gamification developers,
such as Connect Cubed, which builds
appraisal games that could for example,
be used on candidates in a talent pool,
while People fluent has an app to boost
the meeting of managers in its talent
management software. In its truest
form, gamification is about driving date
with new and (innovative) tools in a
stimulating and innovative format.
Location Technology
The lowdown Geo location is
the power to discover the real-world
geographic location of a person from
PARADIGM SHIFT

their mobile phone or computer device,
normally using the user’s internet
protocol (IP). Still in its early phases,
it extends a low-cost way to target
probable candidates on the move at an
individual level and make them aware
of appropriate job vacancies.
work: It has the prospective to bring
staffing and HR teams much closer to
the right talent. Although increased
mobility, a large part of employment is
still acquitted at local level. Today when
you ask job seekers what is significant
to them, the three things is always
salary, job title and location, which has
released a mark that tells people about
vacancies near their place or as they
travel through a particular areas such
as on their commute. The ability to
provide targeted job publicity based on
location is something job seekers now
expect and that HR professionals should
note.
Video Interviewing
Cheap levels of improvement have
so far exceeded HR and recruitment’s
appetite to use the tools available. But
this may be changing: a study done by
a specialist recruitment consultancy
found that almost 41 percent of HR
directors had enlarged the use of video-
conferencing to perform interviews
compared with last few years.
work: Video interviewing can choose
up on slight emotional clues and body
language. Although this should not
substitute face-to-face interviews,
its speed and expediency allow more
candidates to be seen close-up, together
with something of the individuality,
in the early stages of the enrolment
process. Video is also the medium
of younger generations so HR must
become more consenting of its place
in the staffing process. Managers are
encountering it increasingly difficult to
source skilled local professionals and
are spinning towards technology to help them.
Video is principally useful for candidates who
have a long journey and allows hiring managers
to carry out a visual and verbal opinion of the
candidate.
Internet Sourcing
At the most complicated level internet
sourcing relates to highly skilled people
deploying a range of superior searching
techniques to seek out hard to find talent. On a
day by day level, social and specialised networks
such as LinkedIn, Twitter, Facebook, Flatparty,
have become the documenting apparatus of the
trade for hiring professionals.
The beginning of LinkedIn and Facebook
challenged conservative employment practices.
Suddenly, by doing keyword searches in-house
recruiters and HR divisions could gain entry to
the same candidate details previously detained
only by reputable recruitment agencies. Every
recruitment team, in-house or agency should have
a clear approach around how they use LinkedIn,
whether they compensate for the service or not.
LinkedIn holds so much data and its search tools
are phenomenal for intelligence gathering as
well as discovering budding candidates. It’s also
important for organisations to mull over what
they would do if they lost LinkedIn. But there
is far more to internet sourcing than LinkedIn.
Google+ is under-used for employment; its
relative novelty has the advantage of holding
up-to-date profiles. In the meantime on Facebook,
a tool called Graph Search assists people to make
and their data more ascertainable.
The challenge for In-house teams is to find
the tools and techniques that will position them
towards the right talent economically. Semantic
search capability, which bases its outcome on
significance rather than a word-to-word match,
assures much but is still in the early adoption
phase.
The author is HR Manager at IMS-Design
& Innovation Academy, one of the leading
Design Institutes in the country. She can be
reached at hr@diaindia.co.in
The challenge
for In-house
teams is
to find the
tools and
techniques
that will
position them
towards the
right talent
economically

HR WORKSHOP
The “H” Factor
A Crucial Component of an Organisation
P
eople and Management with their
Valuable Partners Sage Globalhr, Flexy
Managers and Giftoxo.com conducted a
Highly valuable workshop for HR professionals
on “The ‘H’ factor-A crucial component of an
organisation”, at Hotel Metropolitan and Spa,
New Delhi on June 15, 2016. There was active
participation by Terumo India Private Ltd,
Tecumesh, MEX Exhibitions Pvt. Ltd, S.A.
Consultants& Forwarders Pvt. Ltd, Faurecia
Automotive seating India Pvt. Ltd, Lancogroup
India, Jiva and People works.
The event was inaugurated by Linda Brady
Hawke. In her welcome address, she emphasised a
simple note, People + Execution = Success.

Our esteemed expert Mr. P.V. Sebastian, Sage Solutions Pvt. Ltd,
engaged everyone with an interactive session. All of them were asked
to share their thoughts on that particular question/situation. Our key
speaker Ms. Renu Bohra, Director HR, highlighted many different
practices that HR fails to adopt and she talked about turning Minimum
Wages to Living wages, smartly she addresses the idea to “Follow up/
Employ Survey” a practice that will allow the HR to maintain harmony
between the individual goals and organisational goals. Her end note was
that you should study the patterns of different organisations but should
adopt one that right fits for your organisation.
The first session was on ‘Role of HR in an emerging Business’ The
process owner, culture & Engagement Builder, foundation creators of a
learning. The eminent experts were Mr. Vijay Kumar, Chief solutions
officer, Flexi Managers and Mr. P.V. Sebastian, HR Professional Sage
Solutions Pvt. Ltd. The Importance of Psychometric Assessment, the
best tool for HR was briefly discussed by Ms. Lovely Kumar, Partner-
Larks learning whereas Mr. Vijay puts forward a new concept of Interim
Management, a temporary provision of expert man resource and
skills. It is very beneficial for crisis Management or to meet unwanted
uncertainties.
The session on ‘Compliant Compensation structure’ by Mr. P.V.
Sebastian was followed up by the case study group activity where the
participants were able to come up with different aspects for handling a
specific situation.
Discussions were held on the ‘Performance Management’, How to
build a simple, transparent, effective and performance review system and
feedbacks, an eye–opener for different reward recognition strategies and
the different ways to get maximum output through team spirit.
The last session was by our HR- Key speaker Ms. Lakshmi Murthy,
Chief People officer, ITM Group of Institutions, Mumbai. She clearly
portrayed many interesting facts like tips on ‘Managing Politics’ by HR,
sharing her own experience on different best HR Practices.
Ms. Linda Brady Hawke delivered a vote of thanks, expressing sheer
gratitude to everyone.
Discussions were held on the
‘Performance Management’,
How to build a simple,
transparent, effective and
performance review system
and feedbacks, an eye –
opener for different reward
recognition strategies and the
different ways to get maximum
output through team spirit

Challenges of Higher
Education in India
 Ankur Gulati

I
ndia has one of the poorest Gross Enrolment Ratios
(GER) for higher education in the world. According
to 2010 data, India’s GER was a lean 13.8 percent,
equated with the global average of around 26 percent.
Australia, Russia and the U.S., to name a few examples,
have GERs up of 75 percent. Even though the Ministry
of Human Resources & Development had set a goal of a
30 percent GER for India by 2020, that target is unlikely
to be met. At the present rate of GER growth, India is
looking at a GER of approximately 19 percent.
Higher education is very significant for a budding
country like India and it is very crucial for growing
human development. Higher education in India has
knowledgeable phenomenal growth since Independence.
India has shaped scientists, engineers,
technologists, doctors, teachers and
managers who are in huge command
all over the world. Now it is one of the
top ten countries in our industrial and
technological ability, because of the
major involvement of manpower and
tools furnished by higher education.
Particularly, India has technical
education, and has entered into the age of
knowledge explosion.
Necessity and Significance of
Education
Education, as readers are aware,
is imperative to the human resources
growth and authorisation in the stages
of enlargement for a nation. In any
education system, higher education surrounding
Management, Engineering, Medicines etc., plays a
foremost role.
It adds knowledge, values, and budding skills
ultimately increasing the growth and efficiency of the
nation. While the Government is loyal for primary
education provisions and certain facilities/subsidies
for higher education, given the higher cost occupied in
the establishment of higher education institutes, we
are discovering the admission of private sector to run
educational institutions.
While discussing the significance of teaching,
we must state that schools have turned into the most
significant means of metamorphosing wealth of
knowledge and skills from one age group to another.
However, the function of institutions becomes more
demanding in the contemporary world with innovations
and technological developments. Investment in
education and educational institutions should be
considered as a speculation for financial prosperity.
In India, there are about 26,478 institutions rendering
higher education and accounting for the major number
in the world. In contrast, according to a report in 2010,
the U.S. had only 6,706 higher education schools and
China had 4,000. It is vital that given the large number of
schools of higher learning in India, we must aim to bring
more students under the system. Investment in human
capital, lifelong wisdom and quality education assist in
the expansion of society and nation.
Higher Education in India: The
Context for Change
The Indian higher education system
is confronting an unparalleled change
in the coming decade. This change
is being determined by financial and
demographic change by 2020; India will
be the world’s third largest economy, with
a correspondingly fast growth in the size
of its middle classes. At present, over 50
percent of India’s inhabitants are under
25 years old; by 2020 India will outpace
China as the country with the largest
tertiary-age population.
Regardless of major growth over the
last few years, Indian higher education is confronted
with various challenges:
The Demand – Supply Gap: India has a low rate
of enrolment in higher education, at only 18 percent,
equated with 26 percent in China and 36 percent in
Brazil. There is huge unmet command for higher
education. By 2020, the Indian government aims to attain
30 percent gross enrolment, which will mean supplying
40 million university places, approximately an increase
of 14 million in six years.
Quality of Teaching and Learning: The system
is overwhelmed by issues of excellence in many of its
institutions: a constant deficiency of faculty, poor quality
teaching, outmoded and rigid curriculum and pedagogy,
India has a low
rate of enrolment
in higher
education, at only
18 percent, equated
with 26 percent
in China and 36
percent in Brazil.
There is huge
unmet command
for higher
education

lack of responsibility and quality assertion, and division
of research and teaching.
Limitations on Research Capacity and
Innovation: With a very low level of PhD registrations,
India does not have sufficient high quality researchers;
there are few chances for interdisciplinary and
multidisciplinary functioning, lack of early stage
research knowledge; a feeble ecosystem for novelty and
low levels of industry appointment.
Irregular Growth and Access to Opportunity
Socially, India stays highly divided; access to
higher education is irregular with multidimensional
inequalities in registration across inhabitants groups
and geographies. The private sector, which currently
accounts for 59 percent of all tertiary enrolment,
continues to grow rapidly, given that most of the
professional courses are mainly engineering and
management. Many more providers are waiting for
legislation which would allow them to enter the market.
The private sector is predictable to play a important role
in the future growth of higher education in India.
Issues and Disputes
Capacity Utilisation: Another issue to be addressed
in escalation is that the Indian education system is
to develop the capacity utilisation. For example, a
new study on capacity utilisation in India for higher
education suggests that the capability utilisation in
case of MBA is about 57 percent in Maharashtra and 72
percent in Haryana. In the case of certain other states,
there are a lot of vacant seats in institutions. On the one
hand, we need to progress our GER, and on the other,
we need to make sure that institutions/colleges/schools
bent for providing higher education completely make use
of the capacity created.
Infrastructure Amenities: One of the factors why
the capacity usage is low in impending new institutions
colleges (both in private and public sectors) is their
incapability to offer essential physical infrastructure
to run the institutions. The infrastructure amenities
pleasing to rank the institutions of improved quality
include real estate, state of the art class rooms,
library, hostels, furniture, sports facilities, transport,
commercial buildings, etc. We need to make sure a
political private sector contribution in the establishment
of colleges for providing quality physical infrastructure.
Role of Public Private Partnership: The
Government is making efforts to advance the education
system in terms of diverse parameters like GER,
quality, investments, infrastructure, etc. But we require
recognising the restraints for the Government to make
a big turn with huge investments in education. We
consider that private sector has in progress singing a
distinctive role in humanising the education system
in India. In this context, it is helpful to discover the
prospect of public private partnership (PPP) model in
education. The two-way efforts between universities/
colleges and corporates would help in organising joint
research and growth, students receiving exposure
to industrial activities in terms of internships,
business training during vacations and bringing out
of certificates by corporates for attending internship/
training etc., thus, alleviating in image building and
branding of institutions and constructing the students
more job-worthy.
Student-Teacher Ratio: One more challenge for
civilising the Indian education system is to improve the
student teacher ratio. In India, percentage is very high
as equated to certain comparable countries in the world.
For example, while in developed countries this ratio
stands at 11:4, in case of India, it is as elevated as 22:0. It
is even low in CIS (10:9), Western Asia (15:3), and Latin
America (16:6). This brings the requirement to employ
quality teachers and reinforces the teachers necessary
to handle classes. In many urbanised countries students
are given part-time teaching assignments. We can also
explore similar kinds of possibilities in technical/
higher education to handle lower level classes. It is also
required to help the students in gathering their teaching
expenses partly.
Looking Forward
Innovations Required
The dispute of educating millions of young people
entails that we need to balance up our educational
efforts multifold in spite of having the largest number
of higher education institutes in the world. The core
curriculum of some of the colleges/universities is more
or less outdated and does not provide students with the
essential skills or impart most up-to-date knowledge. If
a student passes out of a chosen course, he or she should
be employ being part of the workforce. Unluckily, given
the unusual share of lack of technical knowledge in the
courses of education, students are found inadequate
in the preferred skills and technical soundness. To
address this issue, we may think of intensification of

PNM June 2016 LR

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