IIM Shillong TogetHR Nov-Dec 2012

IIM Shillong HR Magazine Issue 8 | NOV - DEC 2012

Balm to the Post Merger Bruises

Interview byMr. C. Naveen Chandra Head-Compensation and Benefits

Verizon Data Services

HR

Adhesive

Editorial

Faculty Advisors

Prof. Rohit Dwivedi

Prof. Sonia Nongmaithem

Senior Team usHR

Ankita Shah

KNK Srividya

Noopur Borwankar

P Padmini

Sourojit Ghose

Junior Team usHR

Apoorvaa P

Lokesh Malviya

Romita Choudhury

Savitha B

Tanya Beniwal

Dear Readers,

It gives us immense pleasure to present the new issue of TogetHR.

The cover story of this issue - ‘HR as a Balm to Post Merger Bruises’, talks about the different issues that crop up when a merger between two organizations takes place. There are several concerns that the Human Resource managers need to un-derstand and take care of, and they have been addressed in detail.

Under the Concoction section this time, we have articles on diverse and fresh topics on Human Resource management which are sure to engage you. Considering the enormous response and support from our readers and contributors, from this issue onwards, we bring five different articles for you all.

The article of the issue – ‘House Gate Analogy – HR’s New Role in Sustainability’ draws an interesting comparison in explaining the role of HR in translating the strategy and vision of the top management into reality. Teleworking is the new trend on the blocks and has changed the face of the traditional workplace, says ‘Global workplace and the coming Future’. ‘Diversity and Inclusion In The Work-place’ outlines a number of initiatives that an organization should take to get their diversity ratios right. ‘Increasing Gender Diversity at the workplace’ deliberates on the issues regarding increasing gender diversity in organizations. The impor-tance of engaged employees and the role an emotionally intelligent leader plays in employee engagement, has been discussed in ‘Emotionally Intelligent Leader: A tool to enhanced employee engagement’.

In the Conflux section, this time our interaction with of Mr. C Naveen Chandra, Head of Compensation and Benefits, Verizon Data Services has been presented.

A picture is worth a thousand words. Keeping this as the theme, Team usHR came up with a picture based intra-college quiz for the HR enthusiasts of the college. More details in the Campus Buzz section.

An interesting contest awaits you, this time, in the Contest with the Best section. Answer a few simple questions and get the opportunity to win 500 bucks!!

Do write in to us with your feedback @ [email protected].

Happy Reading!!!

Team usHR

Connoisseur Speaks

Contest With The Best

Contents NOV-DEC 2012

Disclaimer: The views presented are the opinion/work of the individual author and The HR Club of IIM Shillong bears no responsibility whatsoever.

Coverstory

Conflux

Concoction

Campus Buzzz

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HR as a Balm to Post Merger BruisesPadmini Pasumarthi | IIM S

In the competitive business scenario, expansion through mergers is inevitable. Contrary to expected notion, not always mergers result in desired synergic effects. The reasons for failure may be many but overcoming those is the major challenge faced by organizations. Through this coverstory, we would discuss how HR as a field can help alleviate the pain from bruises of a merger.

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Excerpts of InterviewMr. C. Naveen Chandra Head-Compensation and Benefits, Verizon Data Services

Emotionally Intelligent LeaderShashank Malhotra | IIFT Delhi

Diversity and Inclusion Deba Prasanna Sahoo | XIM Bhubaneswar

Global Workplace and the Coming FutureK Sudha & S Shyamala Devi | Thanjavur

House Gate AnalogySuganprabhu R | BIM Trichy

Increasing Gender Diversity in the WorkplaceDisha Gupta | MDI Gurgaon

Pick-a-Pic Campus Event

Ask the Expert

SuDoKu Extended

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4TogetHR | HR Magazine of IIM Shillong

Conflux

Mr. C. Naveen Chandra Head-Compensation and BenefitsVerizon Data Services

CORPORATEcornerPlease tell us about your experience before joining VerizonAfter completing MBA from XLRI, I joined Mphasis where my role was that of an HR gen-eralist. I took care of the daily operations of HR like performance management, compensation and employee relations. After working there for 2 years, I joined Verizon.

Can you tell us about your role as Head of Compensation and Benefits in Verizon?

I take care of Compensa-tion and Benefits for In-dia and APAC regions. My work includes formulat-ing the strategy to de-cide the compensation and benefit structures for the employees. This strat-egy has two main parts. The important part is the benchmarking of the compensation structure across the industry so as to provide a competitive package to our employ-ees. The second part is deciding the structural components of the pay structure. Also, an im-portant task is to harmonize the pay structures across Verizon Data Services and Verizon Enter-prise Solutions, since these two are two com-pletely different companies.The work can be viewed as divided into different projects. As and when major events like Com-pensation revision or Performance management

takes place, it is considered a new project.

How tough/easy it is to switch jobs cross sec-tor/industry at Middle & senior level position?

Switching of jobs in this domain is actually not very difficult. Industries might differ, but the work of an HR professional remains same. But certain points need to be taken into consider-ation. Based on the industry, the type of em-ployees HR professionals deal with also differs.

For example, in IT industry, the employees are all techies who work on different plat-form, and have different educational backgrounds. In the consulting industry, most employees would be MBA graduates. Therefore, based on this differentia-tion the work of the HR will also change. Otherwise, the variation is not that stark, as it would be for perhaps mar-keting managers.

How difficult is it to design compensation and benefits for employees in your sector with relatively high attrition rate and sometimes Compensation being one of the top reasons for attrition?

As mentioned earlier, a very important element of designing compensation structures is the

Compensation is always an output of an employee’s motivation, nev-er an input.

Job satisfaction, the relationships in the organization and career growth are few of the aspects that play an important part in inspir-ing the employees and motivating them to be a part of the organiza-tion.


Conflux

Do you see any change in the way companies perceive Compensation & Benefits as a core motivator for employees?

The important point is that nowadays companies have started agreeing that compensation is not the sole motivator for employees to stay in an or-ganization. Job satisfaction, the relationships in the organization and career growth are few of the aspects that play an important part in inspiring the employees and motivating them to be a part of the organization.We should understand that compensation is always an output of an employee’s motivation, never an input.

In one line, what advice would you like to give to future HR professionals?

I would just say that – Never hold back your opinion and change your stand easily. Be what you are.

benchmarking of the structures across different companies. The structural components remain more or less similar for all companies. But the game changing factor is keeping the variable component competitive so that employees do not leave the company due to better pay in other companies. However, attrition rate has stabilized a lot over the recent years and is not a very big threat to the industry.

You have had vast experience in the field of HR over the last fifteen years. You have seen many HR professionals joining the industry every year. What are the changes you see in the current generation of HR professionals as compared to yours. What are the good things you see in them as well as the things they can improve?

The current generation is very capable and there are not many things that they need to improve. The new set of professionals joining the industry has a point of view and is clear about their goals and thoughts. This is a great thing. What can be improved is, although adaptability is a good thing, they should not try to change them-selves a lot.

How do you determine the benefits for the employees while designing the system? Other than the company’s policies what are the external factors which are taken into ac-count while determining the benefits for an employee?

Benefits are of two types. The statutory benefits are based on government norms and cannot be changed much. For the feel good benefits, two things have to be considered - the industry standards and affordability from the company’s point of view.

Conco c tion


“Turned on” people figure out how to beat the competition, “Turned off” people only complain about being beaten by the competition” rightly pointed out by the famous Ben Simonton encap-sulates the precise nature of the human capital of an organization. The severe crunch of human capital and the turbulent economy led to decline of overall engagement level of employees. The global engagement levels of 2010 were 56% as compared to that of 2009 which was 60%. Clearly the employee-organization association has been strained due to lack of harmony between em-ployees and leaders/ managers, lack of career de-velopment opportunities and lack of challenging work environment etc.

The focus of the article is to analyze the instrumen-tality of leadership for employee engagement. The study puts into perspective the typical charac-teristic of a successful leader dealing with the interplay of emotion management i.e. Emotional Intelligence. The article also dives into how an emotionally intelligent leader drives higher en-gagement. It also elucidates how such leaders can plan and implement better employee engagement strategies.

The facts in Fig-1 exemplify that out of different factors, empathetic leadership has been a highly valued variable for engagement. It would be worth-while to ponder over the relationship between the two in detail.

Macey.et.al (2009) argued that rarely has a term resonated as strongly with business executives as Employee engagement. Harter et al. (2002) de-fined employee engagement as an ‘‘individual’s

involvement and satisfaction with as well as en-thusiasm for work’’ (p. 269). Hence engaged em-ployees are defined as those who endorse their organization as an excellent place to work and by their will perform beyond the expected level; remain loyal even in adverse times.

According to the employee engagement model by Aon Hewitt there are 6 drivers that lead to en-gaged employees in an organization Apart from the people (Leadership, Managers, Colleagues, Valuing People, and Customers) dimension the rest are the ones resulting/ originating through the people. Therefore the need for leaders and managers to be emotionally intelligent arises. Emotional Intelligence involves being able to handle emotions smartly. Salovey and Mayer (1990) said that it is a form of social intelligence

Emotionally Intelligent Leader A Tool to Enhanced Employee Engagement

Fig 1: Leadership Makes a Difference: Statistics Worldwide

After 20 years of research and 60,000 exit interviews, the Saratoga Institute reports that 80% of turnover is directly related to unsatisfactory relationships with one's boss.

According to a Gallup Organization study of approximately 1 million workers, the number one reason people leave their jobs is because of “bad bosses.”

Another recent Gallup study found poorly managed work-groups are an average of 50 percent less productive and 44 percent less profitable than well-managed groups.

Being the victim of a brutal boss leads to clinical depres-sion in 41 percent of victims, according to a survey by Bully-busters.org, an online nonprofit in Benicia, CA, that advises victims of workplace abuse.

A conclusion reached by Roger Herman is that 3/4 of peo-ple voluntarily leaving jobs don’t quit their jobs; they quit their bosses. (Herman, Roger. Winning the War for Talent. The ASTD Trends Watch: The Forces That Shape Workplace Performance and Improvement.

Conco c tion


that involves the ability to monitor one’s own feelings and to discriminate among them and use this information to guide their own thinking and action.

McKinsey Inc in its Organizational Health Index (OHI) advocated that excellent organizations have two distinctive characteristics:

Above Average Leadership Highly Engaged Employees

Therefore to enhance organizational performance it is instrumental to develop a strong leadership base characterized by leaders having high Emo-tional Intelligence and highly engaged employees. If one tries to read between the lines one would understand that second factor is a consequence of the first. Harter et al. (2009) found out that high performing organizations whose earnings were 3.9 times per share as compared to their counter-parts were majorly engaged organizations. The Global Engagement report (2011) generated by Blessingwhite Inc found out that managers who struggled majorly with their leadership behaviors

had their followers engaged less. The Aon Hewitt Survey of Global Employee engagement (2011) also discovered that along with career opportu-nities, among the top five global engagement drivers for 2010 was recognition by the leader. Al-most 40% of the global workforce said that their leader behaviour affects their engagement level with the organization. It is worthwhile to look at what kind of behaviour characterizes an Emotion-ally Intelligent leader.

Leaders with high EI are individuals who have a high level of self-awareness, empathy; effec-tively regulate and manage their own emotions and are a role model (Gignac, 2010a, b). More than being a superior they are partners, coach, mentor and guide.

Towers Perrin Global Workforce Study (2010) revealed that employers can make a huge dif-ference in creating a more engaged workforce-if they focus on the right things. The most impor-tant factor listed was to have an effective leader-ship. Among the overall engagement drivers for workplace globally across generations it is over-

Conco c tion


whelming to note that from the age group of 35 onwards majority of employees value relations with senior managers above factors like organi-zation’s reputation, career development etc. The following diagram illustrates the gap between the existing characteristics of leaders and the characteristics of an Engaging Leader. Here Emo-tional Intelligence lies at the top of the hierarchy of desired characteristics.

Hence there is a direct link between the level of emotional intelligence of a leader and the level to which are employees are engaged. Organizations which aim to increase the engagement level of employees should first scrutinize the leadership that exists.

Shashank Malhotra, IIFT-Delhi

Common Senior Leader Characteristics

•Rational, Analytical, Dispassionate•Directs and Delegates (but micromanages) •“I have said it once,people should get it” attitude• Afraid of “Soft Stuff”• High Ego needs

Common EngagingLeader Characteristics

•Emotional Intelligence•Great Communication Skills•Coaching and Involvement•Ability to inspire•Authenticity and Humility

Gaps

The following pointers are steps that organizations can take. Firstly hire and promote those individu-als to the higher levels who are not only highly skilled but also possess high EQ. Secondly man-agers’ EI can be augmented by exposing them to training and development. Research has proved that the emotionally intelligent workplace behav-ior of individuals can be enhanced to the tune of 10- 20 % approximately.

Hence EI Enhancement Strategy is one of the re-liable ways to improve the overall engagement levels. Best Employers not only provide a road map, but also have shown that these strategies work in both good times and difficult times. Lastly Employers can set themselves up for continued success by focusing on the key Engagement Driv-ers that make a positive impact on their work-force.

Fig 3: The Ambidextrous Leader

Conco c tion


Diversity means variety. In organization context, diversity refers to having people from different race, religion, ethnicity and gender working together under the same roof. This form of diversity is known as “old diversity”. There is a new way of looking into diversity is today’s modern workplace which is global, operates virtually, dynamic, incorporates dif-ferent culture, uses advance technology, ephemeral and uses various communication modes, called “new diversity”. The “old diversity” focuses only on whom to hire and routing them into the orga-nization through diversity training. Organizations having a bigger purpose behind their diversity efforts use “new diversity” to create an environ-ment conducive of creating a high performance culture. This does not mean that “old diversity” should be put aside; rather both the diversity forms should be integrated together and incor-porated into business strategy.

Inclusion refers to engagement of diversity. This engagement of diversity provides an equal op-portunity for everyone to contribute. Promoting ownership culture, the desire of being a perfec-tionist and the benevolent purpose of serving others are the pillars of inclusion. Employers hav-ing these three pillars are bound to have more engaged and high performing employees.

Lee Gardenswartz and Anita Rowe, in order to explain diversity formulated a diversity model known as Four Layer of Diversity Model (fig. 1). It has Personality at the core which relates to individual style and characteristics. A person’s characteristics like introvert or extrovert, fast paced or slow paced, structured or un structured determines his/her treatment and progress in the or-ganization. Surrounding to the Personality Layer

is the Internal Dimension Layer which comprise of gender, age, sexual orientation, ethnicity, race and physical ability. All of these factors are out of a person’s control, yet they define their roles, expectations from them and their influence in organization. Surrounding to the Internal Dimen-sion layer is the External Dimension layer which consists of results of life experiences and choices such as religion, education, marital status, work experience and recreational habits. These are the

Fig.1, Source: SHRM, Lee Gardenswartz and Anita Rowe

areas around which an employee is valued or not valued, respected or disrespected. The final layer surrounding the External Dimension Layer is the Organization Dimension which comprises of Functional Classification, Management Status, Work Content, Union Affiliation, Seniority, Work Location and Department Unit. These aspects af-fect treatment of the employee and productivity of the organization.

The above model is traditional in nature and is very relevant to organizations’ operating in a single country, however in the present scenario where the companies are going global two new layers should be added to the Four Layer Model as suggested by Ms. Pamela Culpepper, Senior

Conco c tion


DEBA PRASANNA SAHOO, XIM Bhubaneswar

Vice President, Global Diversity and Inclusion Of-ficer, PepsiCo. The two layers are Civilization Ori-entation and National Identification. The Civiliza-tion Orientation circle includes Western, Hindu, Middle Eastern, Latin American, Salvic Orthodox and African Civilizations. The national Identifica-tion circle comprises of Social Hierarchy, Political Structure, National Values and Economical Sta-tus. Addition of both these layers gives a wider perspective and view point to the organization planning to go global. It would raise cognizance of things that were taken for granted like social class, caste, color etc.

Organization in present scenario has Baby Boom-ers holding top most positions, Generation X holding middle management positions and Gen-eration Y working for the Generation X managers. Conflict in ideology, thought process and way of doing business is inevitable. Thus organization has to make sure to reduce conflict and reap ben-efits from knowledge this diversity has to provide. It can be managed by inclusion. Every organiza-tion needs to focus on three things. Firstly, the focus should be on the attitudes and behaviors of individuals. Attitude of employees towards colleagues, company policies and working style

of top management determines their behavior. If the attitude is shallow then the behavior would be un-collaborative and un-responsive; which is detrimental to organization culture. Providing training to employees in this regard has proven to be a way out. Secondly, the focus should be on managerial skills and practices. There is nothing as perfect managerial skill and practice. It very much depends on organization’s culture and values. For example in hierarchical cultures it becomes impossible to ask a direct question or provide an honest feedback to boss, yet the same is expected from employees in most of organiza-tions. Thirdly, the focus should be on organization values and policies. It is the most difficult part. For example how does an organization select recruit-ers who themselves are diverse? And if the recruit-ers are not open minded and are objective about others it becomes impossible to have on board diverse employees. Thus the recruiters should be sensitized on this issue.

Diversity exists in real. If managed well it will take organization success to new heights, however if mismanaged it brings obstacles that can hinder organizations knack to succeed.

Call for Articles & ParticipationTeam usHR invites articles from B-Schools all across India. We are looking for original articles related to field of Human Resources. References should be cited wherever neces-sary. The best article will be featured as the “Article of the Issue” and would be awarded cash prize of INR 1000

Some of the good unpublished articles will be put up in our blog: www.iims-ushr.in

Contest Winner of every issue gets a prize money worth INR 500 along with a certificate of appreciation

For other updates, check our Facebook page – “usHR-HR Club of IIM Shillong”. The issue details can be checked on our blog www.iims-ushr.in


Cover Stor y

Balm to the Post Merger Bruises

HR

Cover Stor y


Cover Stor y

Merger involves two businesses integrating their organizations, cultures, processes, practices and resources into a single entity in order to achieve competitive advantage. In this new age of competi-tive business landscape, mergers have become an unavoidable way of achieving industry consolidation, coping changes in laws, regulations, political and economic conditions and benefiting from increased productivity and reduction in resource costs. The benefits from merger are plenty including increased customer base, increased product portfo-lio and synergic financial and operational benefits. Just like everything else, there is another side to the coin; mergers if not properly handled pose immense detrimental effects to the merged entity.

A lot of analysis and due diligence goes in the background to ensure success. It is said in theory that top management from all the parts of the organization: Finance, Marketing, HR, Operations, and IT etc. involve themselves in the merger pro-cess but unfortunately HR actually plays a minor role, either due to lack of empowerment or due to lack of business perspective. Whatever might be the reason, HR practically does not get involved in the early stages of merger process. Only a cross-functional and integrated approach to merg-ers with HR as a key professional partner will deliver most value. In order to understand how this can happen, few situations are listed with HR acting as a balm to the Post Merger Bruises.

One of the biggest post-merger integration is-sues is of employment uncertainty with possible job and employee redundancy. This issue is prev-alent at all levels of the organization. Answering the question of who is required and who is not, forms an inevitable part of the merger process. Next big challenge is handling the differences in communication and working cultures and choos-ing the best to go forward with, for the organi-zation. Some organizations might be hierarchi-cal while some others might be collaborative in nature. But the major issue will be how to get a

blend of the two to get the right mixture. The third of the many is the differences in HR poli-cies such as compensation and benefits. Till the merger the employees might be working in various pay scales and bringing them all to the same platform will become a mammoth task. Fourth biggest challenge is managing the minor power houses and politics in the organizations. The existing power houses will fight with each other and also with the new entity formation for their own existence. Overcoming these issues and bringing a sense of belonging among the employees towards the single merged enterprise with which they can identify and to which they are motivated to contribute is a massive task for the top management.

No doubt there is unimaginable complexity; a proactive and process oriented approach with wider involvement of HR will make the landing smoother than expectable. Though role of HR varies from the type of organizations and merger, a general approach might be used to divide the process into 3 phases with each phase consisting of different kinds of involvement of HR Depart-ments of both the organizations. The 3 phases are Pre-Merger or the Pre-planning phase, Merger or Planning phase and Post-Merger or Implemen-tation Phase. Active involvement of HR in all the 3 phases will ensure lesser post-merger integration issues.


Cover Stor y

In the pre-merger phase, HR of both the organiza-tions should be actively involved in the due-diligence exercise. Understanding the aspects of working of both the organizations is necessary to predict if the proposed synergic effects can be achieved. Having proper metrics and measuring the orga-nizational cultures is necessary to evaluate deal makers and breakers. This provides a clearer future vision about future course of action. A robust diagnostic test should be done at this stage to understand the risks. This would also pro-vide enough time to plan mitigation strategies. n the merger phase, firstly the new entity HR Department structure should be finalized by the top management. Then the combined HR department should make a clear long sighted organizational redesign architecture to ensure smooth implementation process once the deal is finalized. Along with the architectural design for implementation process, it should advise the top management on the possible integration is-sues and make sure relevant mitigation plans are in place. Some of such issues can be career and succession planning processes and systems for employees, new team structures, individual jobs and accountabilities at every level, conflict resolutions for people policies, work systems pro-cesses and procedures, designing new HRD ele-ments, suggesting communications strategy for short, medium and long term and finally helping create good leadership, organisational develop-ment strategies and required working culture to achieve combined goals and objectives. In this planning phase, focus should therefore be to understand how to integrate culture, OD, people and benefits by strategizing ways to overlap the best practices from both the organizations.

In the Post-Merger phase, the HR department should ensure proper implementation of all strategies formulated in the 2nd phase. Initially, outplaced employees should be taken care of by giving proper counselling and career assistance services to ensure their smooth transition. Next

remaining employees should be taken care of by giving Training and Development sessions according to the needs of the new business en-tity. Along with that recruitment and selection of desired talent for the vacated or newly created positions should be carried out. Third important task is implementing a proper internal and ex-ternal communication system. This will help in ensuring confidentiality, preservation of knowl-edge, maintenance of cordial relationships with various workforce segments, reducing fear and eliminating uncertainty about careers of employ-ees. Next, team structures should be finalized and the same should be communicated with regular monitoring results. Organizational restructuring should be done to ensure effective and efficient delivery of desired business outcomes through an optimized workforce. Next, the decided HR systems should be put in place so that there are no differences in treating employees of both the organizations. Lastly, the most difficult of them all, HR department should regularly plan ice breaker sessions and other team building sessions so that the employees of both organizations gel togeth-er, the new culture gets into place, smaller power structures are broken and a sense of belonging appears among the employees towards the single merged enterprise.

Whenever there is a change, employees feel re-sentment, anger, helplessness, and frustration. People are the building blocks of a business. It is very important to engage them efficiently in order to gain the financial and operational syn-ergies. In the absence of HR, there is no one to provide timely information, to set a strategic course and to fully engage employees, also there is no new organizational culture, no productivity improvements and no “body to the process”. HR truly is the special balm to all the deadly blows and bruises from a merger.

Conco c tion


TELEWORK WORK ING FROM

HOME

Every Organization understands that work-life balance is a great motivating factor for ensuring employee loyalty and retention. Now-a-days the popular offshore concept ‘Teleworking’ seems to be catching up all over the world. Many IT sec-tors opt for their employees working from their domicile. This would mean a saving in the office resources such as office space, power, water etc., which are spent during the office hours of an em-ployee. During crisis, many enterprises have paid greater attention to their business continuity plans, but most focus on infrastructure and the ability to continue business by relocation or backup fa-cilities. Few enterprises have addressed the type of crisis that results from a biological or health threat that affects employees’ ability to travel to the workplace. As a result, staff may not be able

travel to the office for a number of reasons: Fear, Taking care of children while schools are closed, Transport shutdowns, Travel delays. Another fac-tor fuelling the teleworking trend is the high price of commercial real estate. Instead of leasing new office space or expanding existing office build-ings, it is considerably less expensive to provide associates with notebooks and phone lines to work from the convenience of their own homes.

Teleworking can be described as the practice of establishing, developing and maintaining successful off-site business practices through telecommunication. The image of the traditional workplace where employees permanently sit and work is being replaced with associates working wherever they can be most efficient and produc-tive, whether at home or anywhere outside office. The availability of affordable technology has also been one of the major contributors to the ‘any time, any place’ teleworking trend.

GLOBAL WORKPLAC

E

AND THE COMING FUTURE

Conco c tion


‘Working from Home’ is a Win-Win-Win solution for Employees, Employers and the Environment. Employees are expected to benefit in terms of reduced travel time and being able to maintain a better work-life balance. Employers would gain by way of lower real estate and administrative costs and availability of alternative talent pools, for instance home-makers, to meet their staff growth plans. The environmental and community impacts of widespread telework include decreases in traffic congestion, air pollution, parking prob-lems and energy consumption.

WORK AT HOME : THE MAJOR

CHALLENGES FOR

EMPLOYERS

Home based telework is inappropriate for some people - for example those who have poor per-sonal motivation and are not “self starters” may need the external discipline provided by set hours and a managed environment. Many homes are not well equipped for some kinds of telework. For example even the most highly motivated in-dividual could have problems focusing on and completing a series of concentrative tasks in a small apartment with children underfoot and noisy neighbors on the other side of a flimsy wall.

One of the biggest ob-stacles for employers is the issue of control. Many managers who lack confidence in their ability to “manage at a distance”, and also those who lack faith in their

staff’s commitment and so feel that home based workers would be inclined to under perform. Moni-toring performance is more difficult for those work-ing at home. Telework devices are susceptible to the insertion of viruses, worms, Trojan horses, and spy ware. Hackers are finding new and increasingly so-phisticated ways of targeting teleworkers.

WORK AT HOME : THE MAJOR

CHALLENGES FOR TELE-

WORKERS

Young people entering work for the first time may benefit greatly from working in a conven-tional team setting in their early years. For some people, “going to work” is an important part of their lives, and the “place of work” is where they make friends and develop their social skills and contacts.

Teleworkers may worry that reduced visibility will limit their potential for advancement due to isolation, the ability for longer work hours and diminished access to resources at the workplace. Because monitoring performance is more diffi-cult for those working at home, managers often do not recognise the contributions made by tele-workers by way of good performance reviews and promotions.

Someone with physical access to a telework de-vice has many options for attempting to view the information stored on it. Another common threat for teleworkers is the loss or theft of the device. It is an added responsibility for a teleworker to care and protect the equipment and data.

EFFECT IVE WAYS TO

HANDLE THE CHALLENGES

The mindset of the employees is yet to be molded to achieve better co-ordination and without any

Conco c tion


Work-at-home employees are especially torn by responsibilities as the line between home and work is blurred to the point of near invisibility. Work-at-home employees need to remind their spouses (and themselves!) that just because they are home, doesn’t mean you can do all of the chores, errands, meals, etc. Working still needs time and concentration, and all of these other tasks need to continue to be shared.

Little research has been conducted that focuses on teleworking’s impact on home and family life-a deficiency observed. Several key areas of concern: the impact on rules, norms, and roles in the household; the blurring of spatial boundaries between home and office; and the disruption of time patterns in family routines; the blurring of the work/leisure time division; and the tendency for ‘overwork’ to occur.

In contrast, it is found that limited use of telework-ing arrangements may have positive home im-pacts. Reporting on a pilot program in which GTE Corporation allowed managerial employees to work at home 1 day a week for 6 months, the au-thors found that - “Of the 120 participants in the telecommuting pilot study, 75 percent reported increased feelings of satisfaction with their home life and 44 percent reported having more quality time with the family”. Teleworking allows employ-ees to work smarter, not harder.

BEST CHARACTER IST ICS

AND JOB-CATEGOR IES FOR

TELEWORK

Tele-working does not suit everyone. Employees with following characteristics generally make good teleworkers: volunteer for the program, self-motivated, satisfactory performance evalu-ations, function independent of direct supervi-sion, can deal with isolation, well organized with good time management skills, have an adequate

apprehension regarding the salary factor. The ef-fectiveness of the system has to be proved to the clients or the customers, to ensure permission from them for those working on customer projects as security-related issues are to be handled.

To succeed in the future global workplace, indi-viduals need flexibility, openness to new ideas and practices, initiative, commitment to quality work and an innovative spirit at the same time Corporate need matured industry standards to embrace interoperability.

Organizations must look at the new and emerging security options in order to ensure network secu-rity and prevent attacks when working away from the office environment. This involves: issuing stan-dard equipment and configurations, insisting on company-specified antivirus, firewall and remote management products, secure computers and data.

When a teleworker will be teleworking more than 2 days a week, team building may include focus-ing on other activities such as: Scheduling staff meetings on days when the teleworker will be in the central office. Scheduling social events (e.g., going out to lunch or celebrating team member birthdays, etc.), Non-work related events (e.g., the company picnic, company sports teams).

If a teleworker is the only one who knows particu-lar information or who can repair certain equip-ment, their absence could cause problems for the organization. Avoid these potential problems by cross training another individual in key areas. Working at home can sometimes feel extremely isolated as the day-to-day interactions are with little people about topics important to them, not with co-workers about ongoing project develop-ments. To avoid this, teleworkers must make an extra effort to have contact their employer and co-workers, either through regularly scheduled meetings or informal lunches.

Conco c tion


K.SUDHA and S.SHYAMALA DEVITHANJAVUR

level of job skills and knowledge. Persons from most of the departments, including the CEO, soft-ware professionals, Marketing Director, HR, sales and finance, Accountant, Editor, Administrative Assistant, Engineer, Auditor, Financial analyst, Programmer, Data analyst, researcher, Data entry Operator can be allowed to work from home.

TELEWORK TRENDL INES

Of the 85 Best Companies that allow employees to telecommute or work at home at least 20% of the time, CISCO have the highest percentage of telecommuters with 90 percent, Intel with 80 per-cent, Pricewaterhouse Coopers with 70 percent.

Fig. 1 List of Fortune 100 Best companies to work for 2012 – Best Benefit: TelecommutingSource: Fortune Magazine, Feb 6, 2012 issue

THE FUTURE POTENT IAL

Imagine a work world with no commuters, no corporate headquarters and perhaps not even an office in the physical world at all. In the future, more companies with scattered work forces and clients may do marketing with its headquarters in cyberspace. Our belief is, if we bring like-minds together no matter where they are in the world we can actually create that connectivity as if we are actually at the same place at the same time.

Reduced commutation results in stress reduction and increased productivity. Teleworking can also expand opportunities for people with impaired mobility or those tied to the home for any other reason. With latest unified communication servic-es, information and collaboration between com-panies and teleworking teams can be made easier, thereby reducing the drawback of team spirit to some extent. Social networking tools like Instant Messaging, Interoperability and Open standards and virtual world meeting experiences will simu-late the feeling on being there in-person.

Employees reap the benefits of more time with their families and the ability to focus on projects. Companies save money in a number of ways. Workstations can rotate between those who work in the office and at home on alternate days, reducing equipment and space needs.

CONCLUS ION

Working at home is a wonderful opportunity. The work goes to worker rather than worker to work. Get a toe hold in the future global workplace be-fore the ship leaves the harbor and your window of opportunity has closed. Thus we envisage the application of enhanced “Teleworking” might rule the work scenario in the future.

Conco c tion


Every often, in organizations the Strategy flows from the top level to the bottom. But not all the time the strategies are completely translated into actions by the employees. Even the managers in the middle encounter a lot of misunderstandings and confusions in the stretch of strategy execu-tion. The basic reason for this has been identified by experts and it is called the “Information Gap”.

It is not difficult for Organizations to find Talents, Resources, Material, etc if proper price is paid. All these being available, organizations are still fight-ing to envisage what exactly is missing to achieve what it desires. To understand that, consider this simple approach called “house gate” analogy.

In this approach, a house gate is seen with the perspective of an Organization. One side of the gate is the top management which decides on the strategies and the other side is the opera-tions which just executes whatever been for-mulated. The ‘link’ at the centre is many times ig-nored because of its smaller magnitude to attract importance, or those which are not perceived at-tractive to show interest of high magnitude. The missing smaller links could be

- Difference between Organizational and Native culture- In understanding Employee Mindset - Understanding Local Culture- Ignoring the Individualism among employees

Both the gates along with the link should func-tion properly in order to enable “sustainability”. A stronger house gate provides a better feeling of security to its employees, Stake holders and of course the owner. Deterioration to any one of these sides of gates or to the link will result in overall insecureness to every stakeholder. All these missing links (the latch) can be linked but involves lot of human and cultural interferences. Though strategy and operations are performed by different entities, internal information gaps can be addressed by HR only more efficiently than any-one because of the fact that internal human (not IT) communication is been carried out only by the HR currently in organizations.

ANTI GRAVITY ORGANIZATIONS Under gravity, things fall down easily and if to fly up, an external force is required. An anti-gravity organization is where stuffs prominently move up-ward (against gravity) and it is difficult for anything to move downward without an external applica-tion of force. Up moving things are profits, talents, and reports etc which move seamlessly with little effort. Meanwhile things that actually should flow down easily, like strategy information, vision, mo-tivation, empowerment etc are not moving easily and are given massive forces to make it move. In organizations, people innovate and adapt forward changes only if they are either satisfied or used to the established practices and have a thirst for newer processes. That thirst is created only if they are empowered, motivated, under-stood strategy, vision, and mission etc to explore existing processes. One important way to accom-plish all these is to loosen up restrictions to access required information. In this highly competitive environment, immense amounts of differentia-

Model: House Gate – Open and Closed gates

Unclosed Link

Closed Link

Strategy Operations Strategy Operations

Unclosed Link

Closed Link

Strategy Operations Strategy Operations

House Gate AnalogyHR’s new role in Sustainability

Conco c tion


Suganprabhu. R, BIM Trichy

Conco c tion

tion is demanded and achieving that is possible only if we make sure all the processes run at par with employee satisfaction levels. Once they are at that level, because of the thirst, eventual inno-vation happens. But these innovations should be in such a way it sticks to the strategy, vision and mission.

LEARN THE FUNCTIONSHere it is like learning things which are at the front and the back of one’s respective function. In those organizations with highly interlinked and cross linked functions, learning spans its wings in more directions. All the employees must be informed with the internal operations and func-tions about the one preceding and one or two succeeding functions. For example, a person in machining department knows nothing about the assembly department. If people work like this without any connection, they lose their ability to think beyond their present levels. So learning is essential.

If done, he will be able to establish a route to di-rect his imagination and innovation. For instance, if the manufacturing person has a fair idea about the assembly operations, the next time an innova-tion comes to his mind, he will automatically think about the possibilities and difficulties in assembly department and may tweak his innovation to ac-commodate those difficulties. By facilitating one to know about other functions, a Route for his thought process is paved so that his imagination flow is streamlined towards perfection, suitability and sus-tainability. A well connected system will thus ensure an easier translation of strategy into operations.

DO CUE-MINING Cue Mining is a simple process which involves simply finding the cues, collecting them, scruti-nizing, concatenating, inferring, and reacting. Im-provements can be made only if faults are identi-fied. Faults are always hidden. But some cues will be definitely there to indicate that some fault is there somewhere. Any person in the organiza-tion should have that sense of Cue Mining. If he reaches the fault spot by cue mining, then using his learned knowledge, he can let his imagina-tion flow in the proper strategic direction and ul-timately rectify the flaw or improve the system. Huge amounts of common sense, interpretation skills, cognitive strength, process knowledge etc are needed to do cue mining.

LINK THE GATESIn any anti-gravity organization, the movement of down moving things are made easy if they1. Make employees understand the strategy, vision, mission etc 2. Make them learn the functions that precedes and succeeds3. Make them capable of doing Cue-Mining

To enable these above mentioned points, the role of a HR is immense. By enabling these, orga-nizations will become better capable of exactly identifying that Missing Link or Unclosed link and doing Innovations. And everybody knows what benefits a better innovation brings. Though it initially takes a deluge of planning, time and pa-tience, it brings at the end high amounts of in-novation, competitive advantage, superior brand image, sustainability, operational excellence and many more.

1Learning

2Under-standing

3Innovat-ing

4Routing

5Sustain-ing

Conco c tion


Increasing gender diversity is a growing priority of companies across the globe. While some do it because of legal obligations, others recognize the value of these initiatives in driving workforce effectiveness. Inclusive work environment im-proves business results by increasing employee retention, facilitating collaboration, and inspiring employees to work slightly harder.

Organizations often struggle to know what works when it comes to increasing gender diversity in the workplace. Those that design and execute the right diversity strategy have a clear competitive advantage.

Few of the strategies that organizations can adopt for increasing gender diversity are as follows:

1. Foster an inclusive workplace to improve diverse hiringOrganizations that foster workplace inclusion in addition to diversity hiring alone are more ef-fective at diversity recruiting effectiveness than those that only focus on diversity hiring. The goal of hiring diverse talent is to increase diversity representation in the workforce. The goal of fos-tering workplace inclusion is to embed inclusive values and behaviors in the workforce to support diversity and drive business impact.

2. Only slight differences in what attracts men and women to a jobThe top five attraction drivers in considering a job(Work–Life Balance , Respect , Stability , Loca-

tion , Compensation) are the same for men and women. Therefore, organizations’ efforts should be better spent focusing on how their employee value proposition is received by women, rather than tailoring their employee value proposition for women.

3. Increase the authenticity of diver-sity messagingWorkforce diversity is the second most emphasized diversity attribute in employment brand messag-es. However, the ways in which most organizations talk about workforce diversity are not very trans-parent. This ultimately fails to provide candidates with a clear view on the true state of diversity in the workplaces of potential employers. For example, Sodexo makes its employment brand messages for diversity authentic using a show-don’t-just-tell approach. By doing this, So-dexo increases the authenticity of its diversity messages to the labor market.

Typical “Tell” Activities Sodexo’s “Show” Activities

> Profile a diverse group of employees

> Include Generic Statements about Workforce diversity at the organization

> Describe workforce diversi-ty in materials and conversa-tions at events with diversity partners

> Involve female and mi-nority employees in online branding activities, such as blog authorship and newslet-ter features> Report workforce diversity representation by level and compared to the national population> Involve employees in long-term partnerships with diverse organizations

Increasing Gender Diversity in the Workplace

Conco c tion


4. Build broad, not board diversityBuild workforce diversity at the employee and management levels before focusing on leader-ship or the board of directors. Organizations should focus on building workforce diversity from the bottom up. Focusing efforts on the general employee population drives maximum satisfac-tion and attraction.

5. Establish measurable goals for in-creasing gender diversityBest-in-class organizations track key metrics through both scorecards and dashboards to sur-face gender equity issues, track goals, and ensure accountability. For example, an initiative that suc-ceeds in increasing the attraction and retention of women in leadership roles may be reflected in higher employee satisfaction scores on a quar-terly employee engagement survey.

6. Ensure demonstrated top-down commitment rather than merely “pro-moting” diversityMerely “promoting” diversity is failing to sig-nificantly impact the low number of women on executive committees; senior leaders need to demonstrate their commitment to diversity for real change. More than one-half (55%) of organi-zations say their organization promotes diversity either “strongly” or “very strongly.” Yet, women represent only 8.7% of the membership of execu-tive committees of listed companies.

1) The Economist Intelligence Unit for the Society for Human Re-search Management, “Global Diversity and Inclusion: Perceptions, Practices and Attitudes,”

For example, IBM conducts Diversity Town Hall Meetings at different business locations. They are driven by senior leadership to ensure that the business case for gender diversity is clearly un-derstood and to build enthusiasm for the diversi-ty mission. It helps to demonstrate to employees that diversity is something that truly matters to the organization.

2) McKinsey & Company, “Women Matter, 2010,”

7. Promote manager commitment to diversityA manager’s commitment to diversity is one of the top drivers of employee retention and effort. As such, evaluating management candidates on their ability to champion and manage diversity is important. Assess managers’ inclusion competen-cy by asking targeted questions about their diver-sity knowledge, values, experience, and actions.

Conco c tion


Disha Gupta, MDI Gurgaon

8. Approach diversity as a change management initiativeDiversity and inclusion initiatives often require fundamental cultural change and should be ap-proached as a change management initiative.For example, Nokia recognized that increasing gender diversity involves managing organiza-tional culture change rather than imposing diver-sity targets from above. It used a crowdsourcing initiative to stimulate demand for gender diver-sity from the business. Nokia asked employees to share ideas for how they could make their products and services more appealing to both men and women. The initiative helped prompt employees to demand a more gender-balanced workforce to help them better understand how to create products and services that appeal to both men and women.

Nokia India won the coveted “Excellence in Gen-der Inclusivity 2010” award in the category of most innovative program by National Associa-tion of Software Companies (NASSCOM), India’s top software industry body.

9. Use mentoring to further women’s professional developmentFemale executives report that mentors are critical to their career development. According to a Cata-lyst survey of female executives, 81% of respon-dents report that a mentor was either critical or fairly important to their career development. Fur-thermore, an Ohio State University study revealed that women with mentors were 60% more likely to be promoted than those without mentors.

For example, JPMorgan Chase developed Con-nections!, a diversity reverse mentoring program

in which junior-level employees of diverse back-grounds mentored the firm’s top executives. The Connections! program consists of a series of one-on-one conversations designed to spark discus-sions about diversity issues between mentors and their protégés.

1) “Women in U.S. Corporate Leadership,” Catalyst, 2003, 2) Barbian, Jeff, “The Road Best Traveled,” Training, May 2002

10. Build diversity into succession planningWomen represent only 8.7% of the membership of executive committees of listed companies ow-ing to a “leaky pipeline.”

Vodafone- Vodafone has a “plus one” female tar-get (rather than quota) for their top senior lead-ers whereby leaders should add to their direct reports one female direct report over a 12 month period.

Schlumberger- Schlumberger builds diversity into its succession planning and ensures that women are not impeded by “glass walls” that prevent them from accessing experiences that would de-velop the full skill set required for management at the higher levels.

Campus Buzz


Any competition signals enlivening the spirit inside each person who craves to strike a mark and it resonates a healthy beginning as well. IIM Shillong organized a club week from Dec 2-8, in affiliation with Google+ which witnessed the marathon efforts of 7 clubs of our institute, striv-ing to incite hunger of knowledge in the minds of participants. Team usHR planned a strategy to arrange an online event highlighting the core principles and concepts of HR. The idea revolved around posing questions that hint at a personal-ity, principle or movie that closely related to the underlying fact of the subject. The answer would be a picture that describes the question, so the event was named Pick-a-Pic. We wished to inject

interest into the people who participate, by in-cluding significant events that are important in the world of Human Resources. This strategy ana-lyzed and formulated, we set out to garner atten-tiveness among all eager to engage in the event. The registrations poured in and there was antici-pation in the air as the days moved by. A teaser video outlining the event along with a poster was released for harbingering the D-day.

Finally just as time has an irresistible urge to un-ravel things, the day dawned quite soon and it brought along tons of excitement as we were go-ing to launch a ‘One-of-a-kind’ event. The teams consisted of two members and it was designed to be a quiz of 25 minutes with 20 innovative ques-tions which kept the solver glued to the screen.

The solvers were expected to strain their grey cells at the puzzling questions, come up with a picture that is indicated by the same and submit the link that will reveal the pic. We firmly believed in the reach of the event and were proved quite right. Lot of people expressed enthusiasm in partici-pating in our event that went so soon like a swift dream. Evaluation phase arrived and as usHR had asserted earlier, winners were announced with pomp and splendor. The crowning glory went home to Team 2515 - Abhishek Nanda and Ankita Kushwaha and proving that they were ‘second only to one’ were Team Sleepsters - Saiprasad Shetye and Bhaskar Kris. These tri-umphant groups were awarded with Google good-ies and certificates for picking the right picture and having a learning process of enlightening HR along the way!

Conco c tion


Connoisseur Speaks

I am a 30 year old man working with a private firm in Chennai since the past 5 years. The company is one of the best places to work in. The management has also been very flex-ible with all its employees. But the problem has begun only since the appointment of a new manager. The new manager has been showing favoritism to me in particular. His at-titude is such that any work completed by oth-ers is criticized and if the same is done by me, he appreciates it. Also he insults others badly in front of me and often asks me to comment about them. This has created a rift between me and the other employees in the organization. My co-workers have started to avoid me in all the activities within and outside the company. I tried talking to him but he is not ready to lis-ten to me. If this continues, the synergy in the company will be lost. Please give your sugges-tion on how do I tackle him and also ensure that there is no misunderstanding between me and the other employees.

Q A This is a situation that arises in every com-pany. But what is surprising in your case is that, in spite of having an upper hand in the company, you have written to us asking us for help on how to ensure that there is a smooth relationship be-tween you and the other employees. We would like to give you a few suggestions which might help you. The next time when your manager ap-preciates you in front of everyone, tell him that this work was not done by you and by one of your co-workers who was also involved with you in the project. Make sure that you give the name of that co-worker to the manager. This is a double-edged sword. It will make your co-employee feel nice about you as well as earn the wrath of your manager. It is up to you to handle your manager in a proper manner in such a scenario. Also try to strike up a casual conversation whenever pos-sible with your colleagues. Make them feel that you are not a side-kick to the manager but one amongst them. Last but not the least, walk up to the manager and talk to him about what you feel. In most of the cases, talking out the problem is the best solution. Hope it solves your problem.

I am a 25 year old person working in ABC Company, located in Mumbai. I have five people working under me, who report to me about their developments on the projects al-located to them. I have a manager who is in the next level of hierarchy and whom I am supposed to keep posted about whatever is happening at my end. I was quite content un-til sometime back, when something emerged which is disturbing and tough to talk about. I was working overtime considering the fact that we had to work on the culmination of a project which had a deadline drawing close. My sub-ordinates had submitted their work

Q A We believe the stigma of having been hurt in a very negative manner has kept you secluded from interaction happening with your manager. And any issue that is nagging your mind must be absolved of uncertainty and fear, so we recom-mend that you talk about the incident to your manager as soon as possible. Find a suitable time to sit with him and discuss the same. Make the person understand that you felt uneasy when he spoke to you at that time and insist that this is not the way you want to be talked to. Be calm, but be firm in telling him that such behavior from him (mention that you felt sexually harassed or at least harassed) would never be tolerated in future

Conco c tion


Connoisseur Speaks

to me and I was compiling them to make sure everything fell into place, before we delivered the same to the top level. The manager was also present and there was a rift between us which started to widen, as a result of which he started harassing me dragging my gender into the fray. I felt highly uncomfortable when he addressed me and I was too stunned to react. This happened sometime back and now he re-acts as if he is oblivious to the fact, which is all the more difficult as I am finding it hard to in-teract with him afraid that such an argument leading to harassment might happen again.

and the event of such a thing happening again will compel you to forward your complaint to the higher level. Don’t worry about the incident as there was no mistake on your part and be con-fident of the problem getting resolved after the one-one talk with the person concerned.

I am working in a multi-national com-pany for the past one year. The company de-mands working hours which are inflexible to most of my co-workers. Of course this is what the job requires and we are only doing what is asked of us, that is for the development of the company and which obviously results in our growth as well. But, of late I have been expe-riencing constant stress and pressure from all quarters possible both in my work place and in my family. I have been facing failure in main-taining my work-life balance, which is having repercussions on every job that I undertake. In addition to that, my team leader is proving to be a difficult person to work under, consid-ering the fact that he is allocating more and more work than I can handle and sometimes I am pushed to doubt that he has turned sadis-tic towards me in particular. This has resulted in duress, resentment and I am unable to fo-cus on anything at all these days. I would be coerced to consider quitting my job and mov-ing into a new one if this situation continues in a similar manner, draining my energy and enthusiasm completely.

Q A We believe the stigma of having been hurt in a very negative manner has kept you secluded from interaction happening with your manager. And any issue that is nagging your mind must be absolved of uncertainty and fear, so we recom-mend that you talk about the incident to your manager as soon as possible. Find a suitable time to sit with him and discuss the same. Make the person understand that you felt uneasy when he spoke to you at that time and insist that this is not the way you want to be talked to. Be calm, but be firm in telling him that such behavior from him (mention that you felt sexually harassed or at least harassed) would never be tolerated in fu-ture


Contest

Contest With the Best Use all your THINKING HATS and solve the SuDoKu. It does not end there: SuDoKu circled numbers have a message in them....Read along for more details...

Last date for sending the answers for Contest: January 10th, 2013Email ID: [email protected] Subject of the email: TogetHRContest8_CollegeName_Name of Person

Solve the SUDOKU... The 5 circled numbers give the month and year, in “m/yyyy” format (single digit to represent month and 4 digits to represent year). Move from Left to Right Row wise and Top to Bottom Column Wise to get the answerFor example the 1st circle: in 2nd row and 9th column gives the month and so onIn “m/yyyy” the new COO of a motor company was appointedThe person brought major organizational change with a planGive the following answers for winning the Contest With the Best: the “m/yyyy” the company’s name the person’s/ COO’s name the name of the plan the Company’s CSR initiative (Hint: colour)


Contest

Announcement of Results

Instructions for Submission

The prize for “Article of the Issue” has been awarded to Suganprabhu R from BIM Trichy for his Article “House Gate Analogy – HR’s new role in Sustainabil-ity”. He is awarded a cash prize of INR 1000 and Certificate of Appreciation.

All other authors whose articles are published in this issue shall also receive Certificate of Appreciation.

The prize for “Contest with the Best” of SEP-OCT 2012 Issue has been award-ed to Keshav Sridhar from IIM Shillong. He is awarded with a cash prize of INR 500 and a Certificate of Appreciation.

Last Contest Answers: It was a subjective Question which received numerous witty answers

Article should not have been published anywhere earlier• The Article should have a single author• Kindly email your article with the file name and the subject as <Title of Ar-ticle> _<Institute Name>_<Author’s name/Group’s name> by January 10th, 2013 to [email protected] must be sent in Microsoft Word Document (doc/docx), Font: Times New Roman, Font Size: 12, Line spacing: 1.5. The size of the article should be between 700-1000 wordsThe cover page of the article should only contain the Title of the Article, the Author’s Name and the Institute’s Name.

Results of this issue contest and selected artilces shall be announced in the next issue of TogetHR

Published by usHR, HR Club of IIM Shillongwww.iims-ushr.in

Rajiv Gandhi Indian Institute of Management ShillongMayur Bhanj Complex, Nongthymai

Shillong - 793014email: [email protected]

Mobile: +91 89740 52909

c Team usHR, IIM Shillong

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