The HR Revista 1st issue - Talent Economics

CONTENTS [VOLUME 1, ISSUE 1]

Message from the Desk of Vice Chancellor ........................................... 3

Message from the Desk of Dean ........................................................... 4

Message from an Alumnus ................................................................... 5

Editorial Board ..................................................................................... 6

Message on Behalf of the Editorial Team ............................................. 8

Special Article of The Issue, By: Ankita Mishra, (MHRM Alumnus) ....... 9

Cover Story: Book Review -Talent Economics, By: Chintan Trivedi, Executive – HR, TOTO India Industries Pvt. Ltd. ................................. 10

Alumni Speaks .................................................................................... 12

Interview with Mr. Bhaskar Joshi, GM- HR, Somaiya Group ........... 12

Interview with Mr. Dhruvang Mehta, Manager, Raychem RPG ....... 13

Interview with Mr. Archit Patel, Sr. Manager, Cadila Healthcare Ltd. ................................................................................................. 14

Experience As A Fresher: “Tell Me And I Forget, Teach Me And I May Remember, Involve Me And I Learn.” By: Amrit Chhabra, Executive Trainee, HUL .................................................................................. 15

Faculty Speaks.................................................................................... 16

Faculty Look Forward, By: Ms. Kavita Sindhav, Asst. Professor, Faculty of Social Work .................................................................... 16

30 HR Predictions, By: Dr. Jagdish Solanki & Dr. Sunita Nambiar, Professors, Faculty of Social Work .................................................. 17

What’s Up @ FSW .............................................................................. 19

HR Fiesta 2012-14 - “INNOVATE, RESTRUCTURE, REORGANIZE- CHALLENGES FOR HR” .................................................................. 19

HR REVISTA [VOLUME 1, ISSUE 1] 2

Aditya : Reunite, Recreate, Celebrate ............................................. 21

Ratri Before Navratri ...................................................................... 21

FSW Activity Report 2013, Of The Faculty ...................................... 22

Students’ Zone ................................................................................... 23

Painting from Mihir Adhvaryu, Jr. MHRM ....................................... 23

POEM: We’re Humans, after all, By: Gayatri Balasubramanian, Sr. MHRM ............................................................................................ 24

Religion – A Myth*, By: Jaymin Baxi, Jr. MHRM ............................. 25

What are ‘YOUR’ DREAMS?, By: Suchi Shah, Sr. MHRM ................ 27


MESSAGE FROM THE DESK OF VICE

CHANCELLOR

aculty of Social Work has featured in the list of Country’s top three social work professional colleges. It has once again

proved its determination by being ranked at the third position by prestigious “Outlook” magazine for the year 2013. The ranking awarded has been on proven capability based on stringent parameters.

In India where business operate in a multi-faceted environment, which is quick changing and diverse while being significantly influenced by culture and the socio-economic framework of different regions, there is a need to find in HR professional from different regions, job function and personality type have different expectations from their leaders. Society is changing through innovative methods of higher education in ways which will have a profound impact on role of universities in shaping the future of HR leaders.

Being a part of The Maharaja Sayajirao University of Baroda, We endeavour to match up to the expectations of our founders and it has been our mission to carry out various initiatives that foster multidimensional growth of our University. I am happy to know that Faculty of Social Work has taken initiative to create a platform for students and professional of Human Resource field by launching HR magazine.

I am sure you will find this magazine rewarding and impactful. I extend my support and great success for this endeavour.

Prof (Dr.) Yogesh Singh

Vice Chancellor The Maharaja Sayajirao University of Baroda

F


MESSAGE FROM THE DESK OF DEAN

take immense pride in presenting to you the HR Magazine of the 14th batch of Master of Human Resource Management,

Faculty of Social Work.

The Magazine is well designed to cater to the needs of business houses, corporate and institutions. The Magazine encompasses strategic, functional, quantitative and analytical domains by blending scientific temper with humanistic approach. This makes this Magazine help our students become well equipped to face the challenges of today's highly dynamic business environment particularly in the field of Human Resource Management.

It is a matter of great honour that our faculty has been rated the 3rd best professional social work institute in India by the reputed "Outlook" magazine. Also it has been ranked the first in area of personality development of the students.

We as part of The Maharaja Sayajirao University of Baroda have been successful in developing distinct brand equity for ourselves in Human Resource Management education in India.

The outstanding success and contributions by our alumni & alumnae bears an eloquent testimony that our students would be able to meet demands of various prospective assignments, and I believe that they shall contribute to the growth and development of the organization, they get associated with.

I heartily welcome you to the Faculty of Social Work, M.S.University of Baroda.

Prof (Dr.) M N Parmar

Dean The Maharaja Sayajirao University of Baroda

I


MESSAGE FROM AN ALUMNUS

It is my pleasure to learn that the students of MHRM Course of Faculty of Social Work, M. S. University of Baroda are launching an HR newsletter for the fraternity with the objective of updating the HR Community on the subject matter and binding them together with the thread of knowledge. It would require commendable efforts to launch a newsletter like this and spreading it across the HR professionals, practically without any expectation of returns or rewards.

As you would be aware that in the field of Human Resources, there are very limited magazines / newsletters available (particularly in India) and hence, it holds even more significant to HR practitioners of Gujarat. While, the coverage of the magazine could be global, it would also bring out the local flavour of the HR scenario in Gujarat which has been a market dominated with entrepreneur led organizations. In these organizations HR play a very critical role of not only coordinator between the promotors and employees but also to build a meaningful and loyal relationship between them. These entrepreneurs have been able to manage employee loyalties very well and HR has been a partnering factor for that. Further, the HR scenario in Gujarat is also evolving fast and HR's role is emerging as more and more tactical from the transactional in nature. The challenges and solutions are different and custom made for each entrepreneur and his organization in Gujarat and I think, this initiatives will provide that exact platform to share the same with wider HR community and provide a learning opportunity. I compliment them for thinking about creating such a learning opportunity and wish them all the very best for the same.

Also, on behalf of all the MHRM alumni, I am feeling proud to pen few thoughts to this initiatives and to belong to the same course and faculty whose students are taking this initiative.

We look forward to your support, patronage and contribution to make this initiative more meaningful and sustainable.

Mehul Pandya

Manager, Ernst & Young LLP, Ahmedabad MHRM 2001 batch


EDITORIAL BOARD

Chintan Trivedi

Executive HR

TOTO Engineering

Dhara Bijlani

Sr. MHRM

Faculty of Social Work

Prutha Upadhyay

Sr. MHRM


Bhavik Modi

Sr. MHRM


Sneha Wani

Sr. MHRM



Dhara Jaiswal

Jr. MHRM


Mansi Davda

Jr. MHRM


Setu Soni

Jr. MHRM


Dipali Rathod

Jr. MHRM


Pooja Patel

Jr. MHRM


Mittal Chavda

Jr. MHRM


Chintan Dholakiya

Jr. MHRM



MESSAGE ON BEHALF OF THE EDITORIAL TEAM

new initiative from the Faculty of Social Work after a long hiatus. The Editorial Team of Faculty of Social Work, MHRM Wing brings to you the official magazine “The HR Revista”, a chronicle of the year’s events, functions, activities, articles on HR and various other features. In the pages that follow you will

find the honest attempt of the Editorial Team to bring out a magazine with a difference.

To the discerning eye, this magazine may contain a few flaws. But in the words of Scott Adams “Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.” So my appeal to you all is to go about reading the magazine and accept it with all its strengths and its weaknesses.

My gratitude to our Dean, Prof. M. N. Parmar for giving us a free hand in making of this magazine, faculty members, alumni, corporate houses and the students for their contributions towards this magazine. Garnering the resources, compiling them and presenting it to you in its present form needs a lots of effort and the editorial team have done a wonderful job.

In this issue of “The HR Revista” we would be featuring varied articles on the theme ‘Talent Economics’ and many more things like Faculty look forwards, Faculty’s life experiences, Students creativity, their expectations, articles from Alumni, their achievements, life experiences and etc. So buckle up and get ready to surf through the pages of “The HR Revista”.

CHINTAN TRIVEDI (MHRM 2007-09) ON BEHALF OF THE EDITORIAL TEAM

THE HR REVISTA FACULTY OF SOCIAL WORK, THE M.S. UNIVERSITY, VADODARA

A


SPECIAL ARTICLE OF THE ISSUE, BY: ANKITA MISHRA, (MHRM ALUMNUS)

When I got to know the title of the magazine chosen as “HR Revista”, it was nice to know that my suggestion was accepted by the MHRM team. So it calls for a gratitude for the MHRM team for considering my suggestion.

Here is why I thought HR Revista is best suitable name for the E-Magazine…

Well, when I was asked for the suggestion it was so grateful to know about the initiative of MHRM team to come up with a platform for latest HR information, and because this was vision for the valuable information about Human Resource Management the very first word that came in my mind was Revista. This word is derived from the Latin word vista which means vision through an avenue. And Revista means variety of tiers gathered from different locales, usually events, thoughts, stories and often commentary. And nice compilation of all of this will be the E-Magazine launched by the MHRM team.

Data from a longitudinal study of large corporations suggest that HR is not now a strategic partner and that little or no movement toward it becoming one has occurred. An analysis of what HR can do to become a strategic partner shows some clear actions that HR can take. These include talent development in HR, creating corporate centres of excellence, developing the right metrics and analytics, and perhaps most important, understanding how human capital management

impacts business results. The results also show that there are a number of strategy activities that HR can be involved in and that to some degree, different factors influence how much HR is involved in each of them.

In this environment, much of the HR role is transforming. The role of the HR manager, director, or executive must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, and quick to change direction and customer- centred. Within this environment, the HR professional, who is considered necessary by managers and executives, is a strategic partner, an employee sponsor or advocate and a change mentor.

Role of HR itself is a very wide and broad. So having such an eclectic alumnus support we are hoping to have more articles, case studies, experiences and thoughts pouring in for HR Revista. This in turn will be helping students, other alumnus, club members and teaching staff adding to their knowledge and experience. Last but not the least today when we are foreseeing HR and so as corporations have also encouraged HR to be a strategic partner it is unquestionably a very good step to have our own E-magazine. I congratulate the Team MHRM for their thoughtfulness and hard work for initiating and sculpting HR Revista.

All the best!


COVER STORY: BOOK REVIEW -TALENT ECONOMICS, BY: CHINTAN TRIVEDI, EXECUTIVE

– HR, TOTO INDIA INDUSTRIES PVT. LTD.

nnovative solutions to new challenges seldom come from familiar places” – Gyan Nagpal,

Author, Talent Economics.

Talent Economics is a refreshingly new, outside-in view on talent, which brings workforce analysis, management practice and strategy together. It uses economic inquiry as a discipline to present a brand new perspective in talent management - as simply put - economics is the study of how the forces of supply and demand allocate scarce resources. Talent Economics presents business leaders an opportunity to step back

and understand the ebb and flow of global talent, before translating this new understanding into a winning strategy.

Talent Economics calls for change, particularly a new proactive and strategic approach to talent management, led by decision makers themselves.

Close to 15 years after Steve Hankin at Mckinsey & company first coined the term “War for Talent”. We see no end to this competition for capability. Executives have long woken up to the fact more than anything else; it is the quality of a workforce that makes a company great. Yet in spite of frantic efforts to woo the best and brightest, and pamper the high potential, most companies find themselves haemorrhaging talent to competition in good years and then choosing to lay off precious

talent in bad ones.

I


In the 21st Century the only way to control chaos complexity is to give up some of the control. Organisations need to embed teams locally, build local partnerships, hire different skills and decentralise more.

The implications on Talent Management are huge. 47% are actively recruiting talent from emerging markets and 42% are deploying talent from more advanced markets to emerging markets to aid growth.

A driving factor of success in the global market place will be an organisation’s skill at managing the diversity of its human resources.

The microscope on talent is in sharp focus, and HR has more programs and processes to manage talent than ever before. Yet CEOs seem less and less confident they can manage the complexities of finding and developing a next generation workforce. The truth is that market realities in Seattle, Seville, or Shanghai are so fundamentally different; one size solutions are the short road to failure.

In this path breaking new book, author Gyan Nagpal presents an undeniable case for change. He presents compelling evidence that the predominantly reactive talent programs in common use today only end up making an already risky situation worse. According to his research,

true progress towards winning the war for

talent begins with clarity on what the

workforce of the future will look like,

and ends with talent strategy which is

deeply anchored within the business

agenda.

The book helps readers travel this journey. It starts by

mapping out the major global talent trends at play, and

then details how the global workforce will change

between now and 2020. It progresses to

demonstrate how the fundamental employment

relationship (between 21st

century employees and

their employers) is changing, and ends with

a refreshingly easy toolkit to help leaders identify where they must

invest their precious discretionary dollars. As Nagpal says in the final chapter – “It’s about time you reclaimed your strategic talent agenda.”


ALUMNI SPEAKS

INTERVIEW WITH MR. BHASKAR JOSHI, GM- HR, SOMAIYA GROUP

Q.1: What is Talent Economics according to you?

Ans: Talent Economics is nothing, but the match between organization expectation, and future demands, skill, knowledge, that management looks for. In other words, what it requires is the right expectation and supply of talent from market.

Q.2: How have you applied Talent Economics in you organization?

Ans: For a key position it is based on forecasting of future manpower requirement. Second, leadership available to fill up this key position and who brings new fresh bright ideas and thinking.

Q.3: Why is Talent Economics necessary for HR Professional?

Ans: Talent Economics is not necessary only for HR professional, but for anyone who has a concern for management as whole. If talent is not taken care properly than it can create havoc for management. Secondly if you do not have right economics talent the future of organization is a question mark.

Q.4: What precaution would you suggest while applying Talent Economics?

Ans: Only precaution as management you can take, is to be aware of different forces working, a challenging business environment and to anticipate the future trends and if management is proactive then with a long term thinking it can achieve desire and bright result.


INTERVIEW WITH MR. DHRUVANG MEHTA, MANAGER, RAYCHEM RPG

Q.1: What is talent economics according to you?

Ans: When we talk Economics, the first thing that comes to our mind is demand – supply and the relation between the two. For HR Talent Economics would mean the Growing Demand for Talents to support your business objective and Price you are willing to pay for the same. It would also encompass the Return on investment done on Each Human Resource (one of the 4 M’s) be it in Salary cost, or Training & development Cost and the Value Preposition that that Human Resource brings to the business.

Q.2: Why is talent economics necessary for HR professionals?

Ans: HR is a key function that supports the business to achieve its Strategic Goals. And for any Business these Goals are Profit & ROI. All the HR initiatives and process should be aligned to Business Objective with the Profit as a Focus. And believe me; “PROFIT” is not a bad word, even in HR profession.

As and HR Professional, we should know where the Talent is available, what should be the investment to develop these Talent to achieve the Return. Whether New Hiring, or Skill up-gradation suffices the Business need. Just ensuring that Human Resource is engaged and striving for the business Excellence is essential for HR professional.

Q.3: How have you applied talent economics in your organisation (or previous ones)?

Ans: Raychem RPG has adopted the Self-Managed Team (high Performance Work Groups). This has really helped the organization in Managing the Cost – Benefit Ration in a positive way.

The People Strategy for Raychem was the

SMT model adopted at Halol (Gujarat) Plant

Specific combination of people practices,

work structure and processes

Maximizes employee knowledge, skill,

commitment, flexibility and contribution

Ensures employable opportunities in future

This method of workforce planning is unconventional and based on empowerment philosophy. This demand for a high degree of openness and trust. This is through Team work.

Q.4: What precaution would you suggest while applying talent economics?

Ans: When we deal with People and People Issue – there cannot be similar solution to a similar problem. As a caution to the wind, we need to work as case to case basis. Few things that need to be kept in mind are

Geographical reality

Socio – Economics Environment of the place where the Business is operating

The Law of the land where the Business Operates

However, being too cautious kills creativity, so be creative and do things differently.


INTERVIEW WITH MR. ARCHIT PATEL, SR. MANAGER, CADILA HEALTHCARE LTD.

Q.1: What is talent economics according to you?

Ans: Historically talent has been an asset for hire or event at some instances asset to exploit. But the world these days is changing rapidly, everyday more and more arenas are becoming crowded with “asset to plead”. It is an era of Freeware and large scale public platforms. Even in the traditional location based businesses, talent has started becoming very specific to use and micro level specialist dependent, with a pinch of salt we can conclude that it is the time of Employee – largely; an just as the Demand – Supply equation, the Talented services become exclusive the stretch gap is continuously being addressed, which forms the Talent Economics strata.

Q.2: Why is talent economics necessary for HR professionals?

Ans: HR function in today’s era has grown out of its support function casing and have become an integral business mainframe part. Unlike the yesteryears, HR managers do not fill out the roll calls but counter question the timeliness and cost implication of talent requisition. Corporate operations run on razors edge today, unless you are able to predict right cost implication at right time, you may be over supplied or worse, under supplied.

Q.3: How have you applied talent economics in your organisation (or previous ones)?

Ans. We have a system called, ZTMP implemented. It is an initiative that takes care of people who do not want to quit the organization but are not happy in their current role. We are a fast growing

organization and have multiple opportunities arising on regular frequency; we cannot cater to that demand with economical supply from outside. Employees, who might decide to quit organization if not given opportunity in parallel function, will be enthusiastic about taking up new challenges and to learn new things. It also creates highly cohesive cross functional work culture and build career employees. It is also greatly rewarding in terms of Human Resources Cost as outsiders will tend to come at higher cost in many cases. This also keeps us to maintain optimum operational strength and a good physique of the organization structure.

Q.4: What precaution would you suggest while applying talent economics?

Ans: Knowledge of Business process and ability to translate data into financial definition are most critical perquisites. However, not all matters can be metamorphosed financial there have to be humane and human considerations too. In this era we cannot own the talent, talent can only be procured on lease. We may still term it as employment but soured talent is highly volatile if not harnessed though adequately challenged environment and career sculpting. Overstaffing sometimes suffocates the cost – benefit organism of the organization just the same way understaffing, starts creating a feel of exploitation when employees get enough learning from multi – tasking and not given enhancement in compensation. The best option in this context is to grow slower in manpower numbers compared with business.


EXPERIENCE AS A FRESHER: “TELL ME AND I FORGET, TEACH ME AND I MAY

REMEMBER, INVOLVE ME AND I LEARN.” BY: AMRIT CHHABRA, EXECUTIVE TRAINEE, HUL

These words of Benjamin Franklin aptly describe the host of my experiences as I stepped into my professional life. The roots however, for effectively sustaining in a corporate world, were sown in me well ahead of time by the Faculty of Social Work with the advent of my industrial field work in reputed MNC organizations as part of the MHRM academic curriculum, that acted as a striking platform for ‘learning by doing’. The field work experiences and the support of my supervisors equipped with me high level of preparedness for the challenges and opportunities that were about to come my way.

As I stepped into my journey towards becoming a successful HR professional at the organization, I was exposed to similar rigorous training exposure spread over a period of six months, with guidance of tutors, coaches and mentors who helped me realize the most of my potential and grow further and faster in the organization, by developing both professionally and behaviourally.

All in all, as a fresher I feel overwhelmed, to be blessed with just the right amalgamation of a perfect education and a progressive work culture that together act as a catalyst in making me an emerging leader of tomorrow!


FACULTY SPEAKS

FACULTY LOOK FORWARD, BY: MS. KAVITA SINDHAV, ASST. PROFESSOR, FACULTY OF SOCIAL WORK

It is rightly said that,

“Great minds discuss ideas; average minds discuss events; small minds discuss people.”

Welcome to the e-magazine of Faculty of Social Work. Faculty of Social Work is committed to supporting the academic careers of all students of MSW, MHRM, DHRM,IRPM, BSW and other diploma courses. To that end, faculty hope this e-magazine will help students and other HR professionals who support to find the information learners and professionals need to identify resources to support value added events. The overarching purpose of the e-magazine is to create a community of scholars in the field of Human Resource Management. It does so by acting as a vehicle that promotes various skills and disseminates knowledge. Anything in the field of HR is of interest; however, the magazine has an avowed bias towards matters of policy, institutions,

organizations and practices. The magazine will publish conceptual, empirical papers and articles in the form of research papers, reports of research in progress, analyses of current and topical practice, policy issues relating to human resource management, and related news or events.

Success is delivered only to the deserving. Utter hard work of students and blistering perseverance of all staff members have earned this astounding feat. On this paramount and mammoth occasion of launching first e-magazine entire family of Faculty of Social Work wish a great success to new beginning of MHRM batch 2013-15.


30 HR PREDICTIONS, BY: DR. JAGDISH SOLANKI & DR. SUNITA NAMBIAR, PROFESSORS, FACULTY OF SOCIAL WORK

In the 21st century the world has noticed drastic changes in the field of Human Resource Management. 30 HR predictions as anticipated by Floyd Kemske, writer and novelist based in papperrell, Massachusetts hold tremendous significance for the stake holders of HRM in coming times.

1. Workplace Flexibility:

(1) Collaborative cultures and Creative employment contracts will support more time off, flexibility in hours and work location, technological job aids. (2) HR will playa leading role in developing important tool called Company intranets for communication, training and benefits administration. (3) Intelligence through knowledge transfer capability will separate the best employees from the rest. (4) Company facilities will become "virtual". Work hours scheduling will become less important as organizations focus on performance and results and The workweek will be less structured-employees will still work 40-plus hours, but at varied times and places. (5) Legislation will lead to greater portability of health, welfare and retirement benefits.

2. Global Business:

(1) The role of corporate HR will change to that of creator of overall values and direction and follow international business practices, international labor laws, multicultural sensitivities and multiple languages. (2) Technology, especially the Internet, will enable more businesses to enter the global marketplace. (3) Mega global business alliances will grow in number and scope, requiring great finesse on the part of the HR professional. (4) There will be an explosive growth of companies doing business across borders and HR people will have to understand other cultures and help people work with, and transfer among, various cultures. (5) Small teams of HR professionals will focus on

providing performance improvement consulting services to a variety of locations around the world.

3. Work and Society:

(1) Family and life interests will play a more prevalent role in people's lives and more of a "work to live" than a "live to work" mentality. (2) Employees will demand increases in workplace flexibility to pursue life interests and - career couples will refuse to make the sacrifices required in their family lives. (3) Families will return to the center of society; work "viii serve as a source of cultural connections and peripheral friendships and so struggle with their need for work life balance, and it will get worse. (4) Community involvement and social responslbiiitv will become part of an organization's business vision. (5) "Cocooning" will become more popular as workers look to their homes for refuge from the pressures of a more competitive workplace and depersonalized society and so companies will take on responsibility for elder care, long-term care and other social needs through cafeteria-style benefits programs.

4. Workforce Development:

(1) Lifelong learning will be a requirement and the focus of training will be on performance improvement not just on skill building. (2) Employees with varied skills and competencies will be valued in the field of Problem solving and decision making. (3) Training will be delivered "just in time," wherever people need it, using a variety of


technologies. (4) Companies will demand constant personal growth, and employees will respond positively to higher expectations so People who can learn new skills/competencies quickly will be highly valued (5) Team Projects and special assignments will be a major factor in personal development

5. Definition of Jobs:

(1) Organizations won't pay for the value of the job but for the value of the person and Versatility will be the key factor in determining employee value. (2) Compensation systems will be linked to business outcomes and Work will be more challenging, and jobs will become increasingly complex. (3) All jobs will require higher levels of computer skills and the teams will focus on a task, not organized around a hierarchy. (4) Positions will be defined by the competencies needed to be performed and so Employees will be more independent, rnovinq from project to project. (5) Many jobs will be redesigned

to be much broader in scope, especially ifi rnanaqement positions, resulting in learner head counts and employees will measured by how much value they contribute to the business

6. Strategic Role of HR:

(1) Successful HR departments will focus on organizational performance "right people ready at the right time". (2) The focus of the HR function will be human capital development and organizational productivity; HR may be renamed to reflect this and HR will evolve from strategic business partnership to strategic business leadership. (3) Leading change will become HR's greatest contribution to the corporation. (4) More and more businesses will use HR as a strategic partner and a key HR role will be managing increasingly scarce human and intellectual capital. (5) HR will have a "seat at the table" as part of the top management team and report directly to the CEO in most companies.


WHAT’S UP @ FSW

HR FIESTA 2012-14 - “INNOVATE, RESTRUCTURE, REORGANIZE- CHALLENGES FOR HR”

R Fiesta is the event of Faculty of Social Work, which provides a platform for its outgoing students to exhibit their

potentials as future professionals through launching of their brochures. The brochures provide a brief on the kind of curriculum and exposure the students receive and also provide the profile of each student of the MHRM and MSW.

This year the HR Fiesta was held on 1st of October, 2013, on the theme of “Innovate, Restructure, Reorganize-Challenges of HR”. The theme aimed at providing a knowledgeable structure to the students about the challenges and how can they contribute as HR professionals. The program began with a prayer and the lighting of the lamp by dignitaries on the dais. Prof. Dr. M.N. Parmar, Dean, Faculty of Social Work gave the welcome address and introduced the theme as well as the speakers for the day. It was

followed by the speech of Dr. Ankur Saxena, Placement Coordinator, who spoke on the importance of the brochure and said that it was a documented platform for the students and for the corporate to peruse in order to hire new talent. With this the formal launching of the brochure was done.

The eminent speakers for the day were:

Mr. Ramesh Zalani, Ex-VP Panchmahal

Steel and a current visiting faculty at the

college, who spoke on the

various challenges of HR like

work diversity, change

management, retention,

leadership development,

globalization, cost of

training and development,

etc.

Mr. Rakesh Joshi, VP-

HR, Reliance Industries

Ltd., who spoke on

how do industries

survive for a long

time and sustain

themselves and

also on the

competencies that an HR

needs like global mindset, lifelong

learning attitude, managing ambiguity,

ownership mindset, etc.

H


Mr.

Atul Karpe, Chief GM at GSET,

who spoke on major HR

challenges of managing

aspirations of people, tolerance

and the changing role of HR.

Mr. S. C. Pathak, current ER Head

at Bhailal Amin General Hospital,

who spoke on how to face the

challenges in HR/IR and how to link

HR and IR.

Dr. Jagdish Solanki, MHRM Coordinator, spoke on innovations and their needs in the organization. After this, Ms. Nabila Qureshi, faculty at Faculty of Social Work, gave the vote of thanks. After this Pranav Clancy, Sr. MHRM student, presented with the e-brochure for MHRM 2013-14 batch. About 250 students, many representatives of corporate world and other eminent individuals were a part of this event. It got a wonderful media

coverage too. Overall, it was a successful event


ADITYA : REUNITE, RECREATE, CELEBRATE

The MHRM Alumini Association and students organises its bi-annual alumini meet "Aditya".

Aditya provides a wonderful opportunity to rekindle old memories amongst the alumini, re-calling the heydays at MHRM course and bringing the MHRM community of alumini, students and faculty members together.

The meet witnesses a variety of events like lecture and discourses by the alumini and cultural programmes. The alumini also shares their stories with the students and provide invaluable inputs to the upcoming HR fraternity. The programme will be followed by cultural programmes and a dinner hosted for the alumini, students and faculty members.

RATRI BEFORE NAVRATRI

Ratri before Navratri has been trend of Faculty of Social Work, another strand of Festival Celebration. Faculty of Social Work is known for its blend of Social Work with other elements & similarly this occasion was not just a mere celebration. This time Ratri before Navratri was a fund raising event, where our Alumni & Alumnae, students,

& their family supported the cause. The fund was donated to Child Guidance Clinic to support its activities.


FSW ACTIVITY REPORT 2013, OF THE FACULTY

1. Bachelors Degree in Social Work: BSW

Course has been started under the

leadership of Prof M.N.Parmar, Dean and

coordinators are Dr Jagdish Solanki and Ms

Kavita Sindhav. This three years under

graduate course provides an excellent

career choice for those who care about

human dignity and social justice.

2. Nalanda Award: Nalanda International

School has recognized performance of the

meritorious students and awarded four

students for their excellence in education.

Following students were awarded with

medals:

Prachi Buch(ranked first) and Varsha Motwani(ranked second) from MSW programme

Suchi Shah (ranked first) and ShailiPawar (ranked second) from MHRM programme

Talks given by experts of various fields at FSW: Faculty of Social Work has organized various talks on Key aspects of strategic HRM, Brain Dominance Theory, Balanced Score Card and other emerging issues with coordination and support of SHRM, NHRD, BMA and ISTD.

14th Birth Anniversary of Child Guidance Clinic was celebrated and tree plantation was very important initiative of that celebration at Faculty of Social Work.

Event: Enhancing Competence of Youth Employability Skills

Date: September 16th to 20th September

Venue: V.V. Giri National Labour Institute , Noida

In present scenario, generating more and better quality of employment is a common challenge faced by the countries world over. To face these challenges, governments are putting increasing emphasis on enhancing the skills of its youth to increase their employability and to facilitate them to get decent employment. This programme aimed to facilities youth to equip them to get decent employment. Four students of MSW participated in this activity namely sam, Ankita, Rahul & Vidhi.

Event: “Lead India 2020” – 2nd National Movement for development

Date: 3rd & 4th September, 2013

Location: Golden Jubilee hall , Faculty of Social Work , MSU , Baroda

It is a 2nd national movement, a mission oriented proven and tested programme transforming youth. Their mission is to lead India as vibrant change agents to lead the world by 2020. They conduct training camps to ignite hidden potentials and patriotism, inculcating human values and global skills among students/youth.Dr. Kalam himself is making ground work to replicate this programme in all other states. Their motto is “Aap Badho Desh Ko Badhao.”

Empowering Women Series – Follow Your Passion With Barkha Dutt

Date : 2/08/13 , Venue : BMA


STUDENTS’ ZONE

PAINTING FROM MIHIR ADHVARYU, JR. MHRM

The painting shows different talents & their connection to the economy.

Paintbrush & pallet shows the importance of Art & Creativity. Pen shows the contribution of education & literature in economy. Dart signifies the element of sports, games & concentration towards aiming & achieving. The geometric compass shows contribution of engineering, technology & precision. Key represents the talent of problem solving. Money signifies the talent & importance of business in the economy. Emblem of R on the paper signifies economy itself. It is titled because it is on a stage where no one can judge its future. And also that all talent can be used to add to the economy.


POEM: WE’RE HUMANS, AFTER ALL, BY: GAYATRI BALASUBRAMANIAN, SR. MHRM

Think of a time you made a mistake,

You blundered, knowingly or otherwise.

The lesson from that act you could take,

On that day not so nice

Only for a misunderstanding very small

It’s okay, we’re humans after all.

You realized you were wrong

In your heart of hearts,

And sang a “sorry” song

To end it where it starts.

The relief on being forgiven

Like a breath of fresh air

Smiles, and handshakes, even

‘Cause you really did care.

Now think of a loved one with whom

You have not been talking,

Get out of your room,

And with them, start walking.

Take that first step, a new beginning,

It takes less than a minute to say,

With kindness and understanding,

A simple and genuine, “It’s okay”.

So, to keep the bonding strong,

And the relationship intact

Try to right your wrong

It’s in your hands, in fact.

Listen to your heart’s silent call

Forgive the errors, we’re humans after all.


RELIGION – A MYTH*, BY: JAYMIN BAXI, JR. MHRM

The word is to be honoured And to be respected

But truly I just happen, To get frustrated

On the name of God, Many have been slain

Not just the ones that lay in pain But those without a shelter from rain

Riots, Jihads and cold wars Synonyms to the world of God

The base of religion Lies in differences

Arising out of regions

Faith is only false hope, You might just look at the pope

Dressed in gold he reigns In the city of golden chains Chains that bind the poor,

In bonds of heaven and hell In the name of god

The devil dwells

A worthless hierarchy it is, That spreads like viral disease

The Quran and bible Cheat them in the name of being

Gods very own disciple

It works as a good distraction It too is a dangerous addiction

It might not sound as fake


But it is just for namesake Claiming to be the divine light And promised to have never;

Picked up a fight

Charity begins from homes But we go to those marble domes To donate whatever little we have

To the unknown millions; we never save Churches never pay tax

Priests and monks just relax

In the name of the father Use the money rather,

On something; some good For almighty never understood

This concept of money That binds us to the honey

Honey of human greed Take only what you need Because poor somewhere

We have to feed We have to feed.


WHAT ARE ‘YOUR’ DREAMS?, BY: SUCHI SHAH, SR. MHRM

his is one of those common questions that keep coming up throughout. While for some it could be haunting, others would call it the

first step to realizing their dreams. Whichever way one might choose to perceive it, this question tends to indicate the mysterious nature of one’s inner self. The fact is very few of us could answer it the moment we are confronted with it as the rest would have become the prey of trying every possible way to avoid being bombarded with that question. This happens because all of us are in a race – race against time, race against people, due to which we have forgotten to spare some meaningful time with self and ourselves interrogate upon our dreams, desires and expectations from life.

We all are moving in a journey called ‘LIFE’, but how many us would be having a clue of our destination?

Hardly a FEW!

This could be because in a constantly changing world, we get to experience so many things and to hear about so many people’s points of view, that it does become unclear at times as to what we really wish to do. For example, many of us would have spent half of our lives in considering others dreams (say parent’s dreams or dreams shown by our teachers/peers) as

our own, as a result of which we would have never fallen into the practice of discovering or identifying our own dreams and even if we would have dared to dream, the failure or disappointments would have

stopped us from pursuing them and compelled us to keep our dreams aside. But if a dream collapses with a bitter experience or an unfavorable circumstance then that probably is not a dream in true sense, because dream is something that never lets the hunger or the fire inside you die

unless you have turned it into a reality.

The very reason why people give upon their dreams and lose hope after their first downfall is that they either do not have confidence or courage to accomplish their unfulfilled dreams or they merely get into the petty habit of settling for average. The minute you settle for less than you deserve, you get even less than you settled for. Dreams require a person to stretch, to go beyond average and besides this; one should not forget that failure is the price one has to pay to achieve success. Moreover,

there is nothing like failure because everything that happens in our lives only comprises of an experience, it is we who name it as a failure or a problem. If we are happy terming it as a problem, then we should also acknowledge the fact that Problems always

come with an expiry date. Every single problem has a message to convey and the moment we get hold

T ‘A dream is an inspiring picture of the

future that energizes your mind, will and emotions to move forward and empowers

you to do everything you can to achieve it.’

‘No dreamer is ever too small and no dream is ever too big; all you need is to take the first step towards your dream and it will have no other option but to

shake its hand with you.’


of what it is trying to teach us, it ceases to be a problem.

In the end, all I would like to say is, each one of us has the potential to dream and what makes one come closer to one’s dream is to have the ability to visualize it every day with an open eye. For this, it is

very essential to have faith and commitment towards our aspirations because it is only our dedication that can supersede every obstacle or stumbling block coming our way.

I would like to sign off on a beautiful note that.


Date post:	14-Apr-2017
Category:	Recruiting & HR
Upload:	chintan-trivedi
View:	78 times
Download:	1 times

The HR Revista 1st issue - Talent Economics

Recruiting & HR