Total Pageviews

Saturday 31 October 2015

Performance Management System - Team Building Activity

Linking Performance management system with job analysis was the HR activity that was conducted in the HR class. This activity was a team building activity where the HR students got an insight on the actual performance management process in any organization.There were various departments like Performance Management, Training and Development, Management Development, Career Planning and Development, Organizational Change and Development, having different managers each leading these departments.



This activity made the students know what activities every department has to undertake before the Performance Management System activities and performance appraisals begin.

Monday 26 October 2015

Linking PMS to job analysis



Job analysis activity done in the Performance management system class under the supervision of Prof. Merlyn Michael D'souza. 

The roles assigned are:
1. HR Planning Manager
2. Recruitment and Selection Manager
3. Induction and Placement Manager 

Where in the interdependency of these 3 roles were seen. 

Wednesday 21 October 2015

(P.O.S.H.) Prevention/ Prohibition of Sexual Harassment - of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013

The Act is a legislative act in India that seeks to protect women from sexual harassment at their place of work. It was passed by the Lok Sabha (the lower house of the Indian Parliament) on 3 September 2012. It was passed by the Rajya Sabha (the upper house of the Indian Parliament) on 26 February 2013. The Bill got the assent of the President on 23 April 2013. The Act came into force from 9 December 2013. This statute superseded the Vishakha Guidelines for prevention of sexual harassment introduced by the Supreme Court of India. It was reported by the International Labour Organization that very few Indian employers were compliant to this statute. Most Indian employers have not implemented the law despite the legal requirement that any workplace with more than 10 employees need to implement it. The government has threatened to take stern action against employers who fail to comply with this law.

The introductory text of the Act:
An Act to provide protection against sexual harassment of women at workplace and for the prevention and redressal of complaints of sexual harassment and for matters connected therewith or incidental thereto.

WHEREAS sexual harassment results in violation of the fundamental rights of a woman to equality under articles 14 and 15 of the Constitution of India and her right to life and to live with dignity under article 21 of the Constitution and right to practice any profession or to carry on any occupation, trade or business which includes a right to a safe environment free from sexual harassment; 
AND WHEREAS the protection against sexual harassment and the right to work with dignity are universally recognized human rights by international conventions and instruments such as Convention on the Elimination of all Forms of Discrimination against Women, which has been ratified on the 25th June, 1993 by the Government of India;
AND WHEREAS it is expedient to make provisions for giving effect to the said Convention for protection of women against sexual harassment at workplace


Background and provisions
According to the Press Information Bureau of the Government of India: The Act will ensure that women are protected against sexual harassment at all the work places, be it in public or private. This will contribute to realization of their right to gender equality, life and liberty and equality in working conditions everywhere. The sense of security at the workplace will improve women's participation in work, resulting in their economic empowerment and inclusive growth.
The Act uses a definition of sexual harassment which was laid down by the Supreme Court of India in Vishaka v. State of Rajasthan (1997). Article 19(1) g of the Indian Constitution affirms the right of all citizens to be employed in any profession of their choosing or to practice their own trade or business. Vishaka v. State of Rajasthan established that actions resulting in a violation of one's rights to ‘Gender Equality’ and ‘Life and Liberty’ are in fact a violation of the victim’s fundamental right under Article 19(1) g. The case ruling establishes that sexual harassment violates a woman's rights in the workplace and is thus not just a matter of personal injury.
Under the Act, which also covers students in schools and colleges as well as patients in hospitals, employers and local authorities will have to set up grievance committees to investigate all complaints. Employers who fail to comply will be punished with a fine of up to 50,000 rupees.
The legislative progress of the Act has been a lengthy one. The Bill was first introduced by women and child development minister Krishna Tirath in 2007 and approved by the Union Cabinet in January 2010. It was tabled in the Lok Sabha in December 2010 and referred to the Parliamentary Standing Committee on Human Resources Development. The committee's report was published on 30 November 2011. In May 2012, the Union Cabinet approved an amendment to include domestic workers. The amended Bill was finally passed by the Lok Sabha on 3 September 2012. The Bill was passed by the Rajya Sabha (the upper house of the Indian Parliament) on 26 February 2013. It received the assent of the President of India and was published in the Gazette of India, Extraordinary, Part-II, Section-1, dated 23 April 2013 as Act No. 14 of 2013.

Major Features:
·         The Act defines sexual harassment at the work place and creates a mechanism for redressal of complaints. It also provides safeguards against false or malicious charges.
·         The Act also covers concepts of 'quid pro quo harassment' and 'hostile work environment' as forms of sexual harassment if it occurs in connection with an act or behavior of sexual harassment.
·         The definition of "aggrieved woman", who will get protection under the Act is extremely wide to cover all women, irrespective of her age or employment status, whether in the organized or unorganized sectors, public or private and covers clients, customers and domestic workers as well.
·         While the "workplace" in the Vishaka Guidelines is confined to the traditional office set-up where there is a clear employer-employee relationship, the Act goes much further to include organizations, department, office, branch unit etc. in the public and private sector, organized and unorganized, hospitals, nursing homes, educational institutions, sports institutes, stadiums, sports complex and any place visited by the employee during the course of employment including the transportation. Even non-traditional workplaces which involve tele-commuting will get covered under this law.
·         The Committee is required to complete the inquiry within a time period of 90 days. On completion of the inquiry, the report will be sent to the employer or the District Officer, as the case may be, they are mandated to take action on the report within 60 days.
·         Every employer is required to constitute an Internal Complaints Committee at each office or branch with 10 or more employees. The District Officer is required to constitute a Local Complaints Committee at each district, and if required at the block level.
·         The Complaints Committees have the powers of civil courts for gathering evidence.
·         The Complaints Committees are required to provide for conciliation before initiating an inquiry, if requested by the complainant.
·         The inquiry process under the Act should be confidential and the Act lays down a penalty of Rs 5000 on the person who has breached confidentiality.
·         The Act requires employers to conduct education and sensitisation programmes and develop policies against sexual harassment, among other obligations.
·         Penalties have been prescribed for employers. Non-compliance with the provisions of the Act shall be punishable with a fine of up to 50,000. Repeated violations may lead to higher penalties and cancellation of licence or registration to conduct business.
·         Government can order an officer to inspect workplace and records related to sexual harassment in any organization.

Penal Code:
Through the Criminal Law (Amendment) Act, 2013, Section 354 was added to the Indian Penal Code that stipulates what consists of a sexual harassment offence and what the penalties shall be for a man committing such an offence. Penalties range from one to three years imprisonment and/or a fine. Additionally, with sexual harassment being a crime, employers are obligated to report offences.

References:
1.       The Sexual Harassment Bill undermines the innovative spirit of Vishaka" – Naina Kapur, Lawyer and Equality Consultant" Bar and Bench. 1 March 2013. Retrieved 2 March 2013. 
2.       "The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 Published in The Gazette of India" Press Information Bureau. Retrieved 26 April 2013. 
3.       "Law against sexual harassment at workplace comes into effect" Times of India. Retrieved 14 December 2013. 
4.       "India must have zero tolerance for workplace sexual harassment" Retrieved 11 November 2014. 
5.       "Action against sexual harassment at workplace in the Asia and the Pacific" (PDF). p. 121. Retrieved 12 November 2014. 
6.       "Indian firms take little notice of law against sexual harassment" Retrieved 12 November 2014. 
7.       "Serious legal action against organisations without a sexual harassment committee, says Maneka Gandhi" DNA 18 September 2014 (2014-09-18). DNA. Retrieved 2014-11-13. 
8.       "The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013" (PDF). PRS Legislative Research. Retrieved 26 April 2013. 
9.       Protection of Women against Sexual Harassment at Workplace Bill, 2010 Press Information Bureau, Government of India (4 November 2010). Retrieved 13 September 2012.
10.   "Sexual harassment at workplace Bill passed" Chakrabarty, Rakhi (4 September 2012) Retrieved 13 September 2012.
11.   Sexual harassment of women at workplace bill 2012 passed by Lok Sabha Lawyer's Collective, 6 September 2012.
12.   "Watch what you say" The Telegraph (Calcutta) (18 April 2012). Retrieved 13 September 2012.
13.   "Bill against sexual harassment a boost to domestic workers" Polanki, Pallavi (28 August 2012). First Post. Retrieved 13 September 2012.
14.   "Lok Sabha passes bill against sexual harassment in the workplace" New York Daily News (3 September 2012). Retrieved 13 September 2012.
15.   Handbook on the Law of Sexual Harassment at Workplace by Shivangi Prasad and Attreyi Mukherjee, available at amazon.in and bigbookshop.com
16.   "Is your " workplace" covered under the new sexual harassment law?" Retrieved 4 December 2014. 
17.   "The Protection of Women Against Sexual Harassment at Work Place Bill, 2010" PRS Legislative Research. Retrieved 19 March 2013. 
18.   India’s new labour law - prevention of sexual harassment at the workplace Nishith Desai Associates, Veena Gopalakrishnan, Ajay Singh Solanki and Vikram Shroff, Lexology, 30 April 2013
19.   Parliament passes Bill to prevent sexual harassment at workplace The Hindu, 26 February 2013
20.   "Safety net at hand" Shajan Perappadan, Bindu (4 September 2012). Retrieved 13 September 2012.
21.   "India moves to protect women from sexual harassment at work" CNN-IBN (5 September 2012). Retrieved 13 September 2012.
22.   Indian men can be raped, not sexually harassed Manoj Mitta, Times of India, 16 August 2012.
23.    Sexual-harassment-indian-women-male-harassment Vikas Dhoot, Abnormally high levels of sexual harassment for women at work places in UP, Times of India, 4 April 2014
24.       " Sexual Harassment Law in India and Constitutional Challenges  Trivedi, Anushka.  iPleaders blog. Retrieved 9 October 2015.

Saturday 17 October 2015

What goes wrong with your corporate grooming? Part II




Presentations, Presenting 

-While you stand aside with your fellow presenters and one of you delivers the presentation, you are still a part of the team who is meant to represent the topic or company assigned. While speaking amongst one another, avoid making the conversation look so casual that the audience feels to be taken for granted. Convey the points to one another quickly, respond back briefly, and stand back at your position. Represent the show for what it is worth.

- How about dressing up in uniform attire as presenters in a high profile presentation? A step ahead to demonstrate the consistency you maintain as a concrete team, the esteem you hold for the panel and your unquestionable dedication & pride towards the subject you are going to present. White Safari suits in entirety, Blazers with an orange tie, standing in shirts shading from a color to another one person at a time, whatever fits the bill. 

Representing

-It is true that one must bow forward and offer one’s visiting cards with both hands.  To the ones who say this as a hard and fast rule, dedicate a laugh to the fellow who was clumsy while speaking to you and ended up with this visiting card etiquette. Inconsistent drama. 

The rationale behind this etiquette is that you actually represent your organization you belong to while you speak to anyone else and offer something such as a business card that has your organization’s name on it. What you speak, how you interact and how you present something clearly has your organization’s reputation and integrity at stake.  Henceforth, see yourself as your organization representative; present yourself consistently in that mindset. Offer anything from a brochure to a report file with both hands, while keeping those shoulders bent forward just to 10 degrees in humility. You will not earn anything bending low like a judo student!

-The Entrance of the institute is the first impression. Standing near the gate cracking crass jokes on the days the important clients are to be invited, defeats the purpose of the people inside desperately trying to keep those clients impressed. 

Behavioral traits of a Post Graduate 

-An unspoken criterion on differentiating a post-graduate and a graduate is how he moves furniture across. A professional would lift up the furniture or take assistance for the same to do the task with minimal noise, while a graduate would just drag it screeching across the floor.  Slide in your chairs after leaving the place. 

- Wipe any object such as stationery or phone before returning it to a colleague

- Standing or behaving stiff in a formal environment does not equals to a professional behavior.
-Use an appropriate language mix as per the situation in order to push your points formally, and to 
be well understood. Keep the vocabulary level consistent, and grammar taken in first priority.

- The interpersonal skills must be polished to an extent that a client could reliably speak his heart out against the organization to the manager, while the manager continues to represent the interests of the organization. Both the parties stay willful listeners.

Little things that you unconsciously do, are actually the breeding grounds of the senior managers towards judging the standards and position you righteously belong to, or to be elevated to. Happy realization.

Wednesday 7 October 2015

Why should best caliber students choose HR

Whether you want to build your career in HR or not, choosing HR as a specialization for your MBA can provide you with competitive advantage. Here’s why!
(An e-HR Magazine)
This week I was in IIM Ranchi interacting with the bright students in their HR program, a full class of 80! As I met Prof. Gaurav Marathe, OB & HR Chair at the school, he shared that “this is the only IIM that has an exclusive HR program.” It is one of my personal aspirations to finally break the historical bias against the HR function and it seems that I am not alone, the universe is conspiring to making that happen: management gurus from all over world claim that talent strategy is the primary factor of organizational success; studies around the world claim that Human Capital is the #1 priority for CEOs; number of students choosing an HR specialization in their MBA is increasing (taking IIM Ranchi’s case alone their HR program intake has grown from 30 odd last year to 40 this new fact); and, interestingly, the cut off scores for students opting for HR, is getting closer to the average General Management PGPM students.
Here are some reflections about why high caliber students should seriously consider to choose HR as a specialization, whether they want to make Human Resources their career or not, having a strong HR foundation can enable them to be differentiators and have a competitive advantage for all aspiring business leaders. Let’s have a look at them:
1. For the 1st time in history, ever, 'people' are considered to be finally the Number One lever for organizational success. Collins, in his book ‘Good to Great’ talked about “get the right people on the bus” and “first who, then what”. Talk to any CEO or entrepreneur, clearly if you don’t have the right people in the right places, with the right talent strategy and the right structure to enable them to achieve their organization’s goals, you ain't going too far with any business idea. This is truer today than ever before, companies are struggling to build a strategy for the future as so many variables are unknown, so the only lever and differentiator that business leaders can influence is the quality of people they hire and retain. At this moment, this argument goes beyond going from good to great to actual survival. Just as the Industrial Revolution did a century and a half ago, the digital revolution is changing everything as we know it and our business landscape is getting transformed. 52% of Fortune companies are gone since the year 2000 and the average age of the S&P 500 company has gone down from 60 years to 12 years since 1960. It is people, and only people, who can take such disruptions and turn it into opportunities, who can connect the dots and innovate, who can make the difference between success and failure in such a dynamic and unpredictable business context. If the people lever is at the center-stage of organizational success, that’s why HR is the place to be! Choosing to do HR in your MBA specialization will help you early in your career to build the right foundation. Disclaimer: the people practices that business needs today are beyond the traditional ‘business as usual’ HR, which takes us to the next argument.
2. HR is business. A recent article published in the Harvard Business Review had Ram Charan, Dominic Barton and Dennis Carey suggesting that the role of the CHRO is being transformed radically. They claim that CHROs should help the CEO by predicting outcomes, diagnosing problems and prescribing actions. Predicting outcomes relates to having access to information related to people, internal and external, that can predict company’s performance and most importantly competitor’s too — need to have a ear on the ground if your own on who is doing what, how likely they are to be successful and hiring movements that can predict competitive moves (for example when Apple started to recruit Motorola’s technical people and what it meant to changes in the phone market dynamics). When it comes to diagnosing problems, the truth is that most problems are people’s problems so clearly the CHRO can work with the CEO deciphering its causes. And finally, prescribing actions or solutions on the people side that will solve those problems and add value to the business, from judging people, to assigning the right roles, to understanding what motivates different individuals etc. Judgment on people is a special skill for the CHRO as the CFO needs to make inferences from numbers. HR is the Big Rock for businesses today and not many CHROs are able to fulfill these new expectation. More high caliber students choosing HR will mean more talent pool for this critical function and this is badly needed, that takes me to the next argument.
3. Less Competition! The dearth of talent in HR makes this career stream most attractive for high caliber students, it provides an opportunity to be unique and eventually could lead to faster growth. One may argue that saying there is ‘dearth of talent’ in HR is an overstatement but here are the facts: Headhunters estimate that only 2 out of 10 CHROs today can play the role with the expertise CEOs expect as per the People Matters CHRO Study 2015. One can see this as a reality on the daily newspapers and the number of CHROs reshuffling that has been happening. Last month Prabir Jha, CHRO of Reliance Industries quit and will be joining CIPLA next month, same month Vedanta Group HR head Rajesh Padmanabhan also resigned; Krish Shankar, Phillips HR Head for South Asia business may be reportedly joining Infosys as its global HR head. Earlier this year Madhavi Lall, moved out from Accenture after a nine-month stint and has joined Deutsche; Ganesh Chandan left Avantha ERGO Life Insurance and joined Suzlon Group; Somnath Baishya moved from Adobe India to Intuit India; Rohit Sandal joined Lenovo from Dell and the list goes on. This is a clear signal of the number of unfulfilled open positions in the market and the lack of sufficient talent pool, an opportunity for high caliber students to be taken.
4. Learning HR is a Quadrant 2 Activity. We have agreed to the conclusion that HR is critical for business but it is also true that one of the reasons why organizations don’t spend enough time in it is because HR is a Quadrant 2 activity. As per Franklin and Covey methodology, Quadrant 2 activity is defined as important but not urgent, as opposed to the Quadrant 1 activities that are urgent and important, that always take precedent like could be for example revenues, client deliveries, etc.  The point we are trying to make here is that even as a student, learning sales and client delivery will happen when the time is needed, but you will probably will not find the urgency to learn HR (unless you consciously plan it) because it will be important but not urgent in your career - especially if you choose not to do HR in your career. If you choose to become a general manager or specialize in another business function, people will still be a priority for your team to succeed, but building your own skills and capabilities on HR will take a back seat and other skills like sales, client management, project management etc will take precedence. All of them are important, don’t get me wrong but one knows that Q1 activities may tend to take precedence. Whether you want to continue in the HR stream or not, if HR is an important foundation and it will be difficult later on to build those skills as they will not have the same level of ‘urgency’ then it is reasonable to say that one should take at least more HR subjects, if not a complete specialization, during one’s MBA. Our experience and interactions with CEOs and CHROs shows that getting HR right is a two way street, while one could say that CHROs are not there yet in terms of business exposure and the capabilities needed in the new context, CEOs and business leaders too need to understand they are key stakeholders in the strategy and implementation of HR interventions. So it is as true that HR needs to learn business as much as the CEOs need to learn HR - do that early in their career!
5. Is HR the new path to CEO? Do you want to become a CEO? Ellie Filler, senior client partner at Korn Ferry, and Dave Ulrich, a University of Michigan professor claim that except for the COO (whose role and responsibilities often overlap with the CEO’s), the executive whose traits are most similar to those of the CEO is the CHRO. They studied proprietary assessments administered by Korn Ferry to C-suite candidates over more than a decade and examined scores on 14 aspects of leadership, grouped into three categories: leadership style, or how executives behave and want to be perceived in group settings; thinking style, or how they approach situations in private; and emotional competency, or how they deal with such things as ambiguity, pressure, and risk taking. Filler and Ulrich brought a provocative prescription: More companies should consider CHROs when looking to fill the CEO position. There we go. If you want to be a CEO, then here is an alternative, a new untraveled path. If in the new business scenario attracting and retaining talent is the #1 lever for organizational success then experience as a CHRO makes a leader more likely to succeed at those tasks.
Here are some of the reasons, and you may be thinking that these are all fine but eventually the CHROs get paid less than other peers at the C-Suite. Well that was true before but not anymore! CHRO's average compensation (Total Cash Compensation) increased by 45 per cent in the last five years from an average of Rs 55.5 lakh in 2010 to Rs 80.6 lakh in 2014 as per Mercer Executive Total Remuneration Survey captured in the People Matters State of the CHRO 2015. The peer group at the C-Suite also growing at a similar rate, CFOs total compensation has moved from Rs 62 lakh to Rs 92 lakh (up by 48 per cent) and CMOs total compensation from Rs 57 lakh to Rs 87 lakh (up by 52 per cent).

Indian HR leaders are better placed than their global counterparts

It’s not just about designation and importance within organisations. Indian HR leaders have also showcased their advanced outlook towards critical issues. 


More than three-fourths of the HR leaders in India Inc. enjoy the CXO status and report directly to the top boss, be it the CEO, CFO or the chairman of the company. This implies that, HR heads in Indian companies play a more significant and important role in the company’s management strategy than their global counterparts. The average for the same, worldwide, is only 63 per cent.
Not only do Indian HR leaders hold heavy designations and high importance within organisations, they have also showcased their advanced outlook towards critical issues. For instance, around 12 per cent of Indian organisations named diversity and inclusion as a top priority for HR, whereas the global figure was only 4 per cent. In fact, in the new Indian HR ecosystem, diversity is no longer a mere buzzword. Rather, it is now a prerequisite to overall business success.
In fact, among the companies, which consider diversity and inclusion to be the top HR priority, 72 per cent have a specified HR budget on related activities. Besides, 12 per cent of these companies have people with sole responsibility to manage this function, while 50 per cent have people with shared responsibility. However, there are also 38 per cent of companies that have no function or team responsible for diversity and inclusion at all.

These findings are part of the survey done by recruitment firm, Michael Page, that tracks the changing and challenging role of HR globally. The report is based on data collected from over 2,500 HR managers working for SMEs and blue-chip companies in a cross-section of industries, across 65 countries.
When it comes to prioritising issues pertaining to human resources, India and Germany show similar traits. Talent acquisition is a top priority for both Indian and German organisations. In the former, around 45 per cent of the organisations rated talent acquisition and recruitment as a priority, and in the latter, 42 per cent. The global average for the same was only 32 per cent.
The only point where Germany and India differ is talent management. While German organisations do not acknowledge talent management as a major HR priority, more than half of the companies across India and South East Asia consider this to be on their top three HR priorities for the next 12 months. The global average, though, was only 33 per cent.
The Michael Page report states that this is primarily due to rapid economic growth and a less-established HR function that must evolve quickly for this upsurge to be sustainable.
For around two-thirds of organisations, worldwide, employee performance and staff turnover were the dominant HR KPIs, while for India the figure was 86 per cent. In comparison, employee performance tracking was part of the KPI for only 17 per cent of companies in Italy, but for the UK & Ireland it was 92 per cent.
It is evident from this study that, India seems to be gearing up for a war of talent. Around 66 per cent of Indian HR leaders expect their workforce to increase over the next 12 months and around 45 per cent of organisations in India have increased their recruitment budget. The global figures are 48 per cent and 27 per cent, respectively.