Women

LeadersNiharika MohanTanvi ChoksiSaagarika GhoshalNamrata Gill TyagiNirmala Behera UdgataDivya JainSuma Poduval

Women HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR Leaders

JULY 2016 BUSINESS MANAGER1

In this ISSUE www.businessmanager.in

In every ISSUE

Response

From the Editor’s Desk

Guest Column by Dr. Vinayshil Gautam

Guest Column by Prof. Arup Varma

03

04

05

43

06

13 Women Power : Don't underestimateyourself!

Working women have always been facing similarchallenges.Then why is it that some women thrive and riseto the top and others succumb to the pressures anddemands of life?What are the life skills needed to forgeahead despite these challenges and more? An article by Kadambari Seth .

Managing Talent - Beyond Organizational Mindset

Track Talenting would be looked upon as the managementof career related roles and events that are organizationallybased.The organization would assist in a member's careergrowth, but this growth is ultimately the member's

prerogative.Theindividual'sexpectation will guidethe organization todecide whom tomove, when, how andat 'what speed'. Butthe question we asktoday, "Is thatenough"? An articleby Dr. GaneshShermon.

10 Attracting millennials to start-ups

Getting the right people can make all the difference to yourbusiness, and it's all the more critical for start-ups to attractthe best and brightest talent.This article explores how start-up can lure top talent and create a culture of intrinsicmotivation which most often acts as a magnate for talent.An article by Devika Gulla.

Cover Feature

MASTERING ONE'S DESTINY THROUGH SELF-BELIEF -Niharika Mohan

FIND YOUR BREAKTHROUGH MOMENTS -Tanvi Choksi

BRAVING ALL ODDS -Namrata Gill Tyagi

AN ENTERPRISING LEADER -Saagarika Ghoshal

PUSH YOUR LIMIT AND TAKE NEW CHALLENGE ! -Nirmala Behera Udgata

BE THE PEACOCK IN THE LAND OF PENGUINS -Divya Jain

THE UNICORN -Suma Poduval 18-37

JULY 2016 BUSINESS MANAGER2

www.businessmanager.in

4442 The Calling Card Syndrome

Just as work is only a subset our life's identity, the CallingCard becomes an integral part of our work identity. It isunmindful to use it as a barometer to measure and try tojudge a person in a limited sphere. Here's for us to pauseand think, if we are "missing the woods for the trees"! Anarticle by Aparna Sharma.

40 Coaching in your workplace

Coaching should not be treated as a remedial approach forunderperformers or sticky employees. Instead, theCoaching activity must be recognized at par with othervalues management approaches. Most importantly, thefocus should be on creating a Coaching Culture byestablishing that coaching takes place across theorganization and at all levels, functions and locations. Anarticle by Dr. Sunil Kr. Kapoor.

56 Impact of SAIL Judgment on ContractLabour engagement

The concept of automatic absorption of Contract Labour isno more a sine qua non in the establishment of thePrincipal Employer when a notification by appropriateGovernment is issued under section 10 (1) of the CLRA. Anarticle by Deepanjan Dey.

58 Misuse of powers by EPF Authorities

Employees' Provident Fund Scheme is a novel scheme inmany ways, India can boast of having this Scheme from1952, when most of the countries of the world did not haveeven thought of it.That is the reason that great emphasishas been laid on safeguarding this Scheme for the benefitof the employees. An article by H.L. Kumar.

60 Government Notifications

61 Case STUDY

HR-IR Dilemma of a ManagerBy P. Soma Raju

62 Case Analysis

Fair & Firm Approach will work!By Bhaskar Dhariwal

63Book Learning

BORN FOR THISAuthor : Chris Guillebeau

INCREDIBLE HRAuthor : Sandip Grover

helpLINE

46from the COURT ROOMRecent Important Judgments

63HR NEWS

HMT Factory to be shut down, employees continue dharna for better VRS

Trade Union with two-third majority to become workers' representative

Manpreet Ratia is new CHRO of Myntra

Only offers, no jobs at L&T Infotech

Renault Nissan workers settle for 19,700/- wage increase

EMPLOYEES' PENSION (SECOND AMENDMENT)SCHEME, 2016

NOTIFICATION UNDER MINIMUM WAGES ACT-U.P. GOVT.

EDLI BENEFIT INCREASED UP TO SIX LAKH38 Are your learning programs bringeffective change?

There has been a tendency to come out with a laundry listof training programmes without understanding the realneed of the business. Conducting such kind of learningprogrammes will only result in waste of time, money, effortand resources. An article by S. Ramachandran.

15 Breaking paradigms: Womenentrepreneurs brave it all

The cultural normsand familyexpectations arethe majorimpediment tocareer growth forwomen in India andwomenentrepreneurship isnot much to talkabout.Though,there have beenexceptions but byand large Indianwomen stillstruggle to findtheir place in thesun when it comestoentrepreneurship. An article by Deepshikha Singh.

RESPONSE www.businessmanager.in

https://www.facebook.com/businessmanagerhrmagazine

Visit us on:

JULY 2016 BUSINESS MANAGER3

https://www.facebook.com/businessmanagerhrmagazine

Visit us on:

DELHI : F- 482,Vikaspuri, New Delhi-18GHAZIABAD : A - 39, Lohia Nagar, Naya Ghaziabad (UP)

Owned, Published and Printed by Anil Kaushik at Sun Prints, GanpatiTower, Nangli Circle, Alwar - 301001 and Published From B-138,Ambedkar Nagar, Alwar - 301001 ( Raj.) India. Editor : Anil Kaushik

The views expressed in the articles published in Business Managerare those of the authors only and not necessarily of thePublisher/Editor.

While every effort is made to have no mistake in the magazine, errorsdo occur. Publishers do not own any responsibility for the losses ordamages caused to any one due to such ommissions or errors.

Annual Subscription 1000/- through DD (by ordinary Book-Post) (by Courier 1300/-)favouring Business Manager ( Please add 90/- to outstation Cheques) may be sent to:

B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) IndiaPh. : 0144-6550134, Mob.: 09785585134

www.businessmanager.inE-mail : subscription@businessmanager.in bmalwar@gmail.com

Published on 1st of Every MonthThis issue of Business Manager contains 68 pages including cover

Chief Editor

ANIL KAUSHIK

Associate Editor

ANJANA ANIL

Hon'y Editorial Board

Dr. T.V. Rao Dr. V.P. Singh Dr. Rajen Mehrotra H. L. Kumar

SpecialI can't thank you enough for featuring me in this publication! It makes me feel special -I feel very lucky, blessed, excited, and grateful to have been a part of this issue. Again, Ican't thank you enough for considering me worthy enough to be apart of yourpublication.

-Ifrah Kanwal

MeaningfulA meaningful issue on the MAY DAY. An innovative caste system is being evolved orhas actually evolved in industrial relation. The sooner we realise the better it is!

-P. VenuGoodGood editorial ! The last part is very important that employers are expected todemonstrate gesture of goodwill by ensuring that basic service amenities areprovided. Need to look beyond minimum wages in respect of the contract labour withgood experience. Ameliorate their pay & ration in lieu of permanent liability.

-Manoj RajimwaleEyes closedThis is an issue on which industry has closed its eyes and HR professional of the day donot have any understanding of the issue. Due to gradual decline of collective force ofLabour Unions this, work force is getting exploited. I have tried to ensure strictcompliance w.r.t. wages, PF, ESIC etc which has yielded good results. There is a need toprovide fair wage and general insurance coverage. Even every workplace cancontribute by simply becoming statutorily compliant. Thanks for highlighting an issueof this gravity and exploitation.

-Shrikant BhandeWell preparedIssue on Contract Labour is well prepared. Request you to share some articles /research findings pertain to Job Evolution and Designation mapping in IndianOrganization for Indian Context.

-Manash Kumar Bhattacharyya

Thanks...I do thank you, the editorial board and the team members at the BM for the wholeeffort been put into publishing another notable edition to reach the industrypractitioners. Thanks for your support.

-Kasi SP...Thanks. Look forward to a complete issue on ESI and PF in future it is much needed.

-Jagdip Sharma

BetterBM is becoming better than the best.Excellent topics chosen and debated.Kindly pick relevant topics which willenrich the knowledge of the HRprofessionals. BM issue -May 2016 hasgiven latest debating issues - Contractlabour, Shift Schedule & Rotation. Now a days , workers are resisting for anynew policy or actions related to security,safe guard installations in the industry.Workers resist especially related to CCTVinstallation in the plant, Prohibition ofusing/brining mobile phones inside theplant or working hours, not allowing othermaterials like carry bags, personalbelongings etc. These are the issuesnormally disturbs the industrial peace.Workers may find reasons for going forstrike for this type of unnecessary issues.They are invoking notice u/s 9A of ID actfor change in conditions of service anddemanding 21 days notice. Under thiscircumstance, how HR can manage theissues and whether above mentionedissues attracts u/s 9A of ID Act ?Kindly publish an expert view on Noticeu/s 9A of ID Act 1947 for change inconditions of service.

-Raghavendra K

Readers are invited to comment on articles published in BM through email at : bmalwar@gmail.com

Anil Kaushik

www.businessmanager.in

JULY 2016 BUSINESS MANAGER4

Aspire to Lead

July, 2016Vol. 19, No. 1

There has always been a buzz surrounding the role and contribution of women in corporateworld. In most parts of the world it is felt that she can’t achieve professional success and climbthe ladder without sacrificing at home front. In recent past it was also indicated by topcorporate women in some way or the other. However, the discussion should not be about thepreferential choice between home and work . Rather, it should be about encouraging womenby family, peers and society at large to aspire to lead. It is also true that whether they got thesuccess or not, it is all due to their attitude towards life and priorities set by them individually.

Specifically when we talk of women in HR profession, it is perceived throughout the world asprofession meant for females. Many studies have revealed that women outnumber men in thisprofession. In India too, women prefer HR than other function, may be because of nature ofwork that suits to their inherent qualities and temperament gained since birth. It is true that HRrequires empathy which comparatively women carry this skill more but to reach at top, youneed to blend empathy with business knowledge and tech savvy in present times.

There are many women in corporate Inc.in the country where they have reached to top to headHR function and proved their mettle, particularly when the function is seen more of tacticalthan strategic by peers in the organization, you struggle more for your visibility.The womenwho have showed up their people and business skills which drove business to success, enjoy aseat at center.

To know more about women HR leaders of the country,how they achieved where they aretoday, commanding respect , dignity and followers in organizations, Business Manager, aftermuch deliberations concluded with few women HR professionals who have wrote their destinyof their own against all odds. Appearing in the anniversary issue are Niharika Mohan,TanviChoksi, Saagarika Ghoshal, Namrata Gill Tyagi, Nirmala Behera Udgata, Divya Jain and SumaPoduval.

There is one thing common in the success story of these HR leaders and that is their honestyand hard work towards their job-be at home or office with excellent balancing skills betweenfamily and work expectations. Passion to do what triggers in you is the core of success for all ofthem.

Journey of learning for these women HR leaders is still continuing and so ours. BusinessManager has entered in its 19th year of continuous publication all through fighting against allodds.

If you like it let us know. If not, well, let us know that too.

Happy Reading!

From the Editor’s Desk

JULY 2016 BUSINESS MANAGER18

www.businessmanager.in

Cover Feature

Women

LeadersNiharika MohanTanvi ChoksiSaagarika GhoshalNamrata Gill TyagiNirmala Behera UdgataDivya JainSuma Poduval

Women HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR LeadersWomen HR Leaders Women HR Leaders Women HR Leaders

JULY 2016 BUSINESS MANAGER19

Cover Feature

DIVYA JAIN, Director, HR Advisory, Grant Thorton India, Gurgaon

Divya Jain is currently the Director of HR Advisory practice at Grant Thornton IndiaLLP. A Thought Leader in Strategic HR,Talent Management, Organizational Design /Development and Career Management space with 12+ years of experience spanningacross diverse fields, industries and organizations. She is a B.E. Computers from DelhiCollege of Engineering and MBA (Marketing) from MDI Gurgaon (2005).

Be the Peacock in the Land of Penguins

JULY 2016 BUSINESS MANAGER33

www.businessmanager.in

Human Resources as afunction is goingthrough interestingtimes... whileorganizations are

increasingly realizing the strategicrole it plays in driving overallstrategy and effectiveness of theorganization, yet at the same timeHR is not yet seen as capable enoughto deal with complexities today'scorporate world is characterizedwith!

This increases the multitude ofchallenges for the HR Leader,especially when she is a womanrepresenting the critical function!First and foremost, she has to makeroom for herself among the maledominated top brass, and at the sametime she has to prove that businessproblems are as hers as anyone else's

in that clan!

The typical challenges I have faced and I see HRleaders face in contemporary times revolve aroundfollowing core issues...

Proving your "Business" worth! It is quiteimperative for an HR Leader to be at par with aBusiness Leader in the organization- knowingpeople is not enough, you need to know howbusiness works, what works and what not andanything HR aspect is truly contextual to thebusiness at all times.

It becomes even more difficult for women HRleaders to do as, firstly, since there is clearly ashortage of women in corporate world's topleadership in businesses- Hence the understandingof a woman's point of view is as it is very limited -remember Men are from Mars and Women are fromVenus - this one fact actually comes to play quiteevidently at workplace too... 'Sadly, it limits womenleaders' ability to influence the male dominatedboards/ senior leadership clan to drive theiragenda and take decisions.

Women

Leaders

Organizing andmultitaskingabilities havehelped me a lot tobe able tobalance betweenmy workplace, myhome and mydaughter too!

JULY 2016 BUSINESS MANAGER34

Be the Peacock in the Land of Penguins www.businessmanager.in

Cover Feature

Being in HR fraternity for longand having worked with variouskinds of businesses andorganizations, I can confidently saythat every time I stand up amongnew set of leaders, I have to establishcredentials on both myself as well ashow I have all round businessacumen apart from being just an HRAdvisor.

Being seen as a "Support"Function! Such a tagging for theentire function makes more sensefor a function like IT as NicholasCarr mentioned in his HBR articlein 2003 that "IT doesn't matter" - ithas become so ubiquitous to anyorganization's working that this is abasic hygiene factor these daysrather than a competitive advantage,and the lack / absence of it is morevisible than presence of it!

However, HR as a function can besegregated into the support and"strategic lever" roles- whileoperations can be the support part,managing talent is clearly core toany organization's strategy as talentcan be the only sustainable source of

competitive advantage an organization has/ canhave!

This is where the challenges for HR Leadersbegin...Whenever HR intends to drive strategictalent management - which of course involve a lotof change management and that calls for time /involvement of business, it is faced with questionsrelated to immediate business returns and whenthe same can-not be quantified, such initiatives areshunned by business leadership after being tagged"not so business critical".

I had an experience of working closely with avery successful organization- who wereforthcoming and progressive in building strategicHR- so long it was not directly affecting corebusiness and the leaders were not in the leastimpacted by HR's initiatives. As the things movedcloser to asking business leaders to question /ask/do/ change something... there was an immediateuproar from the corner room to leave businessalone and let HR keep working on the sidelanes...

Breaking away from the"Myopic"approach!More often than not, I have seen HR Leaders tofocus largely on activities than outcomes - They areso overwhelmed with day to day operational andcalendar-ized HR -- as the multitude and magnitudeof the same is quite high and all-consuming all thetime-that this results in their lack of focus onstrategic aspects of HR which connects with the

bigger picture.

Now, with womenHR leaders, this isquite paradoxical -with most of thewomen HR leaders, Ihave seen, they areso very wellorganized, focusedon achieving resultsand getting thingsdone- that thisquality tends to beseen as tacticalapproach ratherthan beingconsidered asresults orientation(which businessleaders love!)

In my ownexperience, till a fewyears back- my questto deliver the bestoutput withintimelines, I tended toappear to focus

Divya Jain shareshow womenleaders have anedge in thebusiness world asthey can bring inthe balanceamong the leftbrain thinkerleaders - as tosustain and grow,business need awhole brainthinking / problemsolving approachwhich is usuallymissed by malecounterparts!

Women

Leaders

JULY 2016 BUSINESS MANAGER35

Be the Peacock in the Land of Penguins www.businessmanager.in

Cover Feature

largely on things at hand... it wasthen I realized that my commitmentto work is seen more as my lack tolook at more strategic things - whileI always had eye on the largerobjective - it just that I wasn't able toproject the same in my day to daydealings... Having learnt my lessons,I just had to ensure that I am able tobalance between the biggerperspective and attention to detailsand today I am seen as one of themost strategic and consultedadvisors!

While listing all these challengesas above, I was constantly thinkingand amused that despite thechallenges being even more for usWomen HR Leaders, we are the onlyones who are best poised foraddressing them since the strengthswe have by virtue of being the fairergender...

Women are keener to learnand adapt! (A report by Edge HillUniversity in England showed thatfemales are more successful atsharing ideas and experiences witheach other and so learn moreefficiently than men). Because theyare constantly challenged - at work,at home, in society and in strive todo better... women have a higherkeenness towards learning andbeing able to change/ adaptthemselves better than malecounterparts.... contributes toshaping up and escalating thestature of HR function in anyorganization. This is the way HR canupgrade its business skills, getrecognition and participate instrategic decision making.

In my own professional life, myundying spirit to keeping learningand exploring new has helped meshape an all-round understanding,knowledge and experience thathelps me all time in my HR Advisoryrole. It has helped in a big way that Ibeing a computer engineer andmarketing MBA- spent my workingyears accomplishing diverseexposures ranging fromProgramming, ERPImplementation, Process

Improvement, Management Consulting, BusinessTransformation & Outsourcing to ChangeManagement , before I found my calling in HR!

While I'm not professing that everyone needs/has such varied experience, but the quest to keeplearning keeps (HR) leaders Agile enough as is theneed of today's VUCA world!

Women are more organized! Again throughvarious studies and my own experiences, I haveseen that women tend be more organized and adeptat multitasking in general as well as under pressuretoo- no wonder as they are successfully runningcomplex organizations called "Homes" since agesand hence they are now getting successful as HRLeaders too. Thus today's challenging times arecalling for more and more women leaders - not justin HR but in business at large- who can stay calmand take sound decisions instead of impulsive ones!

Such organizing and multitasking abilities havehelped me a lot to be able to balance between myworkplace, my home and my daughter too! Since Ihave to attend to all three with equal priority, I amalways required to prioritize, effectively delegateand empower my team and work collaborativelywith peers- my dependency on them has helped mebecome acutely thorough in my planning anddecision making- since I am ultimately responsiblefor the outcomes.

Women lead with heart! Again a virtuousquality that comes to women naturally, they areleaders who can bring in the balance among the leftbrain thinker leaders - as to sustain and grow,business need a whole brain thinking / problemsolving approach and having women in the topleadership team (as HR Leader esp.) does add acritical perspective which is usually missed bymale counterparts!

This is a work ethos that I'm proud of and moreoften than not, it has always helped me atworkplace(s)- this helps me connect with peoplerather quickly and also convince them of myconviction! Since the passion and sense ofownership with which I approach things, it is quitevisible and infectious too! I have been told this somany times on my face itself- and it has helped megetting people to align with my idea and persuadethem effectively.

While, I can go on adding to this list ofwonderful qualities that a woman upholds to makeher an obvious choice for an HR Leader and / or aBusiness Leader in today's VUCA world... I wouldlike to and wish the wonderful "Peacock" in allWomen (HR) Leaders there "in the land ofpenguins" all the very best to chart their own pathsusing their unique qualities!

Today'schallenging timesare calling formore and morewomen leaders -not just in HR but inbusiness at large-who can staycalm and takesound decisionsinstead ofimpulsive ones!

BM

Women

Leaders