Saluting the Indian Politician

As Kolkata go to the polls tomorrow in the last leg of the world’s largest electioneering extravaganza, citizens are at the crossroads of a big decision making amidst a promotional cocktail yet again.

I remember penning down my random thoughts on the eve of the last state level elections wherein change was deliberated as the key theme.

The Indian elections, as one popular Television commercial argues, justifiably at that, are the greatest talent show on earth. 

You must give it to the Indian politician; they have never leave any stone un-turned and make a sincere effort to realize their fullest potential with regards to their communication skills. I speak this from heart without an iota of sarcasm. Their versatility with multiple media is just amazing. Television, SMSes, New Age Social Media, Print Media …none seem to be a challenge for them.  Ducks taking to water is surely an understatement. Questions posed by self-styled media anchors on national television are often on the borderline of medieval insanity yet every time the Indian politician comes out a winner. His intellectual capability and comfort with statistics make a dwarf out of many a journalist. 

I often feel that the Indian politician is a battered lot in a country wherein aspirations diversity would put the proverbial chalk and cheese to shame, if those had some feelings, that is.  Again, the conventional wisdom attributes the failures of our nation on virtually every other front to the equivalence of leadership goodness (read badness).

In retrospect, don’t you think we are somewhat unfair to this living and kicking creature called the "Indian Politician"? How many times do we take a brand manufacturer to court for failing to comply with the expectations promulgated in the national media? I wish someone comes up with some R K Laxman type common man cartoon which epitomizes the ignominy of the common politician.

Can we be fair for once and appreciate the tight roping he or she has to do; on one hand his ruthless affiliation... validating the financial viability of his choice (particularly if one is a rookie) and on the other mapping back into the topi clad financial modesty model, so strongly and sacredly drafted and grafted in the mind of his or her voter over the years. Mind you, we are in an age which has March-past the notion of Huxley’s Time as a tyrant years ago and is now under the post wherein Time is equaled to money but then our Politician is supposedly "other worldly". We determine the success of every other practitioner in terms of how much money he earns yet....

It is my feeling that those who hold high apolitical offices in this country are a more privileged lot. After all they do not have to face an appraisal every 5 years (which returns the prospect of joblessness) and is neither favored with the luxury of bending rules without much of public glare (unless it gets into the point of no return) like we have been seeing in the case of some of our sporting bodies.

Perhaps no other occupation in this country is subjected to the level of hostility from its prized “P” like this one. As we go into this last phase of the world’s largest “talent show” or “extravaganza” …whichever way you see it let us salute the Indian politician for his relentless passion in the backdrop of 360 degree hostility. Even the otherwise “kind” god, weather notwithstanding, have been indifferent this time round. 

Change or Not to Change?

BY RAJIB KUMAR

Denizens of Kolkata stand at the crossroads of the greatest political decision making of our times

As Kolkata goes to the polls in a couple of days time, Bengal/Kolkata denizens are at the crossroads of a big decision making amidst a promotional cocktail of remixed Rabindrasangeet, SMSes, Social Media appeals etc.etc.: Change or Not to Change?

The promoters and adversaries of the Change Model are close on the operating lines of a business framework; perhaps more so as globally we’re more economics driven than ever before virtually on every facet of our lives. Come to think of it…even the institution of Marriages supposedly made in heavens today encompasses financial considerations in the very first place for possible execution.

What we are doing in business under the ambit of Social Responsibility, we are being repeatedly reminded by operating and executing officers that it ain’t a luxury anymore. Ironically, while we leave no stone unturned to ridicule the politician, what politicians have been practicing traditionally, that is, “integrating society into strategy” is what businesses are trying to do validated by realism! Now whether this is a role reversal (with the profit center conceptualization of politics) is another interesting area of future research.

The last time political change happened in this state (1977), the late 60s/early 70s child’s parents (call it the hippies or Marijuana times if you please) have been deft at keeping our mind and soul away from the tormenting turmoil which necessitated or made it obvious. As an example while this author is afresh with images of his first day at school in 1974, crying and struggling to get out of the “cage” called classroom, there aren’t any of a new configuration taking over Bengal. One could, reasonably argue that the percentile component of these memories is also a reflection of the value system of the family in question at that point of time and their preferences and lifestyle.

While parents at this end were opinionated (just like any other out of Bengal) about their political inclinations but politicized they weren’t. Perhaps it had to do with their background. Though my eldest paternal uncle participated in the freedom movement almost jeopardizing my grandfather’s government job in the process, my father, a first generation businessman who “cycled” his entrepreneurial wealth in the one time Sheffield of the East, Howrah i.e. and my mom was a granddaughter of Kolkata’s leading Rice Baron.

Business realities, rather than political and economic theory inculcated a sense of balance and tact in handling political thinking and its challenging manifestations and the skill acquired at this end in this regard is some ways a genetic gift.

I also have vivid images of my mom’s emphatic involvement with the Young Women’s Christian Association in the 70s and early 80s but I hardly remember much from the disturbed 70s…whether the fallout of the Bangladesh War or for that matter the bloody phase of the Naxalite and Trade Union Movement.

My personal perception on these have been largely built around the work of Satyajit Ray or Mrinal Sen and through available literature. Yet such was the importance of the phase…it went on to establish a political monopoly that was to become an international case study on sustainability of an ideology that too within the “constraints” of parliamentary democracy. More importantly at the micro level it was going to have its impact on my and my contemporaries’ being.

One cannot but be a little nostalgic as we talk of change in this political equation at today’s crossroads. Those born in the late 60s and early 70s have been witness to varied frequencies of oscillatory movements of change.

I am however glad to see that we are challenging conventional wisdom with greater ease today. Political manifestos according to a noted columnist in the Hindustan Times has too been a great work of research and after thought, high on intellectual value and do-ability rather than being mere political slogans.

Unnoticed by many the infiltration of the educated young and diverse people from all walks of life into both the political groupings is a blessing for future Bengal. If the so called “Change” happens or it doesn’t this diversity and mature youthfulness shall take care of post result dynamics. I see many of my students going public with their political preferences on the social media…this reminds me of college days in the United States where students would be freely campaigning for their preferred candidate without being cause of anyone’s eyesore.

To be fair to the young people today and no matter how much we try to find fault in their personalities and executions you got to give it that the GenNext kid supersedes us on the speed of perception. They are way ahead of us when it comes to intuitive anticipation of their circle of influence. If we look at Focus, Flexibility, Speed, Span of Attention and Memory, one could argue that while on Focus and Span of Attention they are suspect (thanks largely to the expansion of the environmental universe), they score highly on the others and that shall be handy in the days ahead.

Whichever combination takes over from here on, the reality is none can hence afford to ride piggyback on its past/historical achievements. Just like the economic conditions today necessitate that earning and spending be inseparable with the scope of piling up of savings to take care of futures (model practiced by our fathers and forefathers) dwindling fast; political permutations and combinations too require continuous achievement to create a sustainable external value service to its client, the citizen.

Peter Drucker was never so relevant in Bengal Politics like he is today.
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The views expressed above are of the author’s and do not necessarily purport to constitute an official position of Offline, Material World or their team members.



(OFFLINE SPECIAL IMPACTS, APRIL 2011, ALL RIGHTS RESERVED)

Reflections on a Strategic Conversation

Reflecting on a Strategic Learning Experience

Backdrop

The following is a brief reflection on two hours of an intellectually challenging engagement in a “Strategic Conversation” on “Building a Talent and Leadership Pipeline” steered by the renowned Prof Hayagreeva “Huggy” Rao, Atholl McBean Professor of Organizational Behavior and Human, Resources, Stanford Graduate School of Business. The conversation was held late last month and participants included the likes of Ambuja supremo Harsha Vardhan Neotia, Tractors India CEO, Sumit Mazumder; Satish Pradhan, Executive Vice President, Group HR, Tata Sons, National HRD Network National President, N S Rajan, Sourav Daspatnaik, Director-HRD & Strategy, Apeejay Surrendra Group, Sujoy Banerjee, VP-Human Resources, Eveready Industries Ltd. to name a few.

Challenges of Building Talent and Leadership Pipeline

Negative information being often viewed as diagnostic was one of the greatest challenges of building talent and building leadership pipeline. Negative information welds better than the positive. As an example, the otherwise “clean” politician’s one off corruption charges enjoy better recall value in the mind of the public.

There is a “fundamental attribution error” in how we view people in life and work. As an example, teachers often facilitate the success of high performers and reinforce low performance of others.

Examples:


1. “Only Rajesh seems to be interested in this class.”
2. “Obviously this was expected from you, Anil.”

While the above is a case of stereotyping by others, interestingly, “self stereotyping” also happens:

The very term “Athletic Test” is expected to be in the comfort zone on the mind of the black applicant in the United States just like “Intelligence Test” is expected to be one for the White. Conventional notions go on to shape self-stereotyping.

Stereotyping is also fuelled by Power. “Powerful” people are seen to have less of empathy and modesty. Ironically, in order to sustain power one needs to have exactly those two traits but that then is another story.

Way Out:

Talent Builders should look for talent that’s smart and conscientious. It is important to have the relevant intelligence to perform in the position as well as the dedication and sincerity to comply.

The fourth in the "big five" or the "five factor" theory is conscientiousness. This parallels closely with Jung's judging-perceiving. People who score high on conscientiousness are orderly, get their work done, arrive on time, and care about doing things right. Score low on conscientiousness and that probably means you tend to slack off on your work, rarely worry about deadlines or neatness, and are more interested in taking it easy.

Much of the problem could be avoided if we look for point blank for entrepreneurial talent. Those enterprising are always expected to fit the bill either way.

Interesting Case Studies:

Cisco: A game of poker helps to find out how you deal with emotions- based on how players respond to losses.

“Once a year, all TESCO directors and a thousand of its managers spend a week working back in one of its stores, stacking shelves, working on the tills, serving customers, reminding themselves of what they all do for a living.” (http://www.the-chiefexecutive.com/features/feature255/)

Companies like TESCO are using “Reverse Mentoring”- getting younger persons to mentor.

Rosabeth Moss Kanter’s book “Evolve” is an interesting read on this.

Crime and Business:

We took up the case of “Pirate Ships” wherein two sets of talent pipeline were required to sustain the model. One, those who would ensure compliance and discipline to laid down norms and then there would be the more “coveted” talent- risk takers. An uncanny resemblance with how business works as well.

Indian Pong League…

RAJIB KUMAR
 

Brazenness is the order of the day…that its flavor is Gall and Wormwood to the mouth hardly matters to its practitioners.

pong [pɒŋ] Brit informal

n

a disagreeable or offensive smell; stink

vb

(intr) to give off an unpleasant smell; stink

[perhaps from Romany pan to stink]

pongy  adj

ThesaurusLegend:  Synonyms Related Words Antonyms

Noun

1.

pong - an unpleasant smell

 

(Source: http://www.thefreedictionary.com/pong)

Brand Repositioning

I hope I am not being a spoiler in the party that celebrates shining India. Everything apparently is just great and perfect. Even good old Kolkata, once the perfect fit for Mother Teresa’s brand is moving ahead and away from its erstwhile reputation of being the world’s squalor capital piggyback on a plethora of fine dining joints, “secessionist” -as some envious journalist would describe- high rise residential complexes and shopping plazas that would give a run for its money to the very best from the prosperous world.

Bye… Bye… Miss American Pie…

As you breeze past in your swanky car to be stopped at the crossroads at a traffic signal post and enjoy the view outside of the changing land( and sky)scape, you are rudely woken up by a child knocking on the closed glass pane -asking for some help.  Your driver takes care of him, though not before your little wish of realizing an American dream right here in India stand untimely aborted.

My Child, Their Child

I usually do not miss out the “Hinger Kachori” whenever I visit Dakhineswar.  The quality has no doubt dwindled over the years but so what? There is another reason though why I don’t enjoy it anymore. As my child enjoys the kachori another cleans up the table at the other end.  The Kachori tastes gall and wormwood now.  Thanks to Braithwaite for allowing me to discover the essence of those words-yet again.

Lone Voices

At an Indian Chambers of Commerce Interactive Session at the Bengal Club, my childhood icon, the revered journalist M J Akbar laments to the gathering- it is difficult to bring change in this country. “At every level there is a vested interest that doesn’t want the change to happen because his interest shall get affected,” he says.   Wow…how true and obvious yet I never thought of it earlier.  Akbar gets emotive referring to the state’s advertorial in the morning’s newspapers: declaring that the gun has not be able to achieve a job or a meal (and therefore should be abandoned) but shamelessly remains silent on how it can be. 

30 Minutes Pizza, No Ambulance

As a popular mail forward does the round wondering why if Pizza can be delivered in 30 minutes why an ambulance can’t reach in similar time…and staying on food the National Rural Employment Guarantee Scheme meet on working out modalities for jobs for the poor has a food bill of just under 2 lacs for 130 participants to care of, apart from jobs! As brazen as it gets;

Power Corrupts, Absolute Power Corrupts, so…

Let there be no power- seems to the easiest route available for those who run the system and what’s more, it comes with such freebies as bytes on methods of self management of power (by turning off ACs etc after dusk etc.)

Indian Pong League

My very own coinage as the vicious circle of con currency convertibility modalities surface for the sake of the sports’ good; In a country where the percentage of those who achieve a square meal is anybody’s guess, there is also a mad scramble for the prized seat beside Shah Rukh Khan for a fortune for many others.  This brazen display of opulence is again…gall and wormwood. After all, Gayle bared by choice at that Pong League party; the boy who was begging bare at my car hadn’t a choice.

(Offline, Special Impacts, April 2010)

CROSSROADS

Story of a Braveheart

Rajib Kumar follows Aamir Khan’s heart


There are a handful of us and even fewer with some authority who actually care to stand up and question the system.

And may I quickly add: many of those who do; do a whole lot of good for society. The “good” is more like a Management Development exercise, whose results we don’t get to see immediately; yet once we do the learning is long lasting.

In the field of education, take the case of my very good friend Prof Varun Arya, director of Aravali Institute of Management, Jodhpur. Dual Alumni of IIT and IIM, Arya shunned lucrative jobs and followed his heart over head in setting up a management institute.

In the process, he ended up battling a long war with some vested interests in the country’s key accrediting body in the area of technical education. His battle was won few months back which involved lots of patience and sacrifice among other things for years together.

Arya’s battle (his story was first carried in this part of the country by Offline and was subsequently picked up by the major
Dailies) was perhaps instrumental in clipping of AICTE’s wings some days back in the area of inspection of existing institutes.

Aamir Khan, ofcourse, is a better known face. Initially dubbed as the “chocolate boy” hero Aamir today has matured into a serious filmmaker and actor. Each theme he has tried has been a box office hit and he uncannily admitted to Prabu Chawla in Aaj Tak’s “Siddhi Bath” programme that when he made these movies he never really thought of them as money spinners. He followed his heart. No wonder, thus, that his latest experiment is on following the tweet of one’s heart.

In recent times, wherein impact uniformity is hard to come by, no single movie has caught the nation’s imagination (especially the so called “Youngistan” segment) as much as 3 IDIOTS. Whether Chetan Bhagat’s book was adhered to or whether it motivated some depressed fella in some town undermine Aamir, the artist’s creativity and his daring to stand up and get counted. In his unique style Khan questions the system but never antagonizes the powers that be. In the process he manages to churn up a chemistry of a cocktail in each one of us-that of nostalgia and “feel good”.

Aamir Khan has handled a complex theme with maximum lucidity; I guess this has been his greatest achievement. His questions are serious; to say his treatment is down to earth is an understatement. He questions the great Indian rote trick but he never churns up a revenge feeling or bitterness. That would be the work of a run of the mill moviemaker –not Mr. Aamir Khan. Even the most hated character in the movie “Virus” is rendered lovable; at times we tend to admire him for his innovative wickedness!

Aligning with the mind of the citizen of Youngistan, Aamir’s film reinforces - laughing at ourselves, laughing through our failures or even the state of our personal economics. This is where 3 IDIOTS reaches out to the IDIOT in each of us.

Whether Aamir’s film shall ultimately make some headway in the mind of those who matter- policy makers -only time will say but it is needless to say that he has already managed to reach out to the hearts of the nation’s young by his message of following one’s heart.

(Offline, Volume-5, No-9, January 2010)

Self-Confidence as a Tool to Conquer the World

SIDDHARTHA GHOSH


The middle name of self confidence is belief. One cannot go to the top without self-belief; to build it, one has to believe in himself. Being perfect is not the idea— but one has to put a brave front and do the best he or she can. That's it in a nutshell. Here's a little more background on this.
Last term, I taught a 4-credit course to Post Graduate Management students at the Asian School of Business Management (ranked among top-10 B-Schools of India for 2008 by Deccan Herald). A second-year student approached and told me that he had read a self development book on leadership and personal effectiveness which spoke about the challenges faced by the top industry executives of US. He also requested that since self confidence is such an important parameter in an individual’s career, can they have extra sessions on the subject in their break periods.
On the same night, before retiring for the day, when I was pondering about the whole day’s activities, this issue really made me think that whenever I have dealt or communicated with CEOs, industry stalwarts or any top ranking personalities during my 10 years industry stint (of which majority was in Jet Airways - ranked world’s 7th best airline for 2008), I had rarely found self-confidence problems in them. It is almost impossible to make it to the top level in a multibillion-dollar corporation if you do not believe in yourself. On the other hand, when I speak to my students in the business school, I have noticed that students in my courses often want to talk about it.
This is such a crucial and interesting topic that I normally share these few suggestions about how an individual can build self-confidence. I also hope that the readers may have their own suggestions, which might be more important and valuable than this.
1. Human beings are never perfect. There are never right or wrong answers to complex business decisions. The best that you can do as a leader is to gather all of the information that you can (in a timely manner), do a cost-benefit analysis of potential options, use your best judgment — and then go for it.
2. Failures are stepping stones to success. Great salespeople are the ones who get rejected the most often. They just ask for the order more than the other salespeople. You are going to make mistakes. You are human. Learn from these mistakes and move on.
3. Planning and deciding without implementing is a waste! World is full of master-planners & strategists but still there are failures. Why ? Because the so-called leaders are so busy charting out plans and strategies, that they have no time or energy left in them to implement it. Don't continually second-guess yourself. Great leaders communicate with a sense of belief in what they are doing and with positive expectations toward the achievement of their vision.
4. Confidence Actor as Confidence booster – In some of your life situations, really the confidence may lack. But if you act and behave as if you are confident, the research has proved that it will really enhance your actual confidence-level.
5. Be “Courageous” to the world — If your team member see you as a weak and shaky leader, the whole team will crumble in its mission as it will have an adverse effect on their confidence quotient. Again a lack of courage on the part of the leader, would be a damaging black-spot for the whole entity as a whole.
6. Live in “Present” and eradicate procrastination from your life-diary. Life has a limited span. I believe that since we are all going to expire after a point, lets do our best to realize our goals by listening to our heart but acting or deciding only on the basis of our brain. Also, thinking about past or future too much, would result in unhappiness and frustration and please note that the world’s happiest people are not always those, who are rich and wealthy; but people who live their life in “PRESENT”. And also the presentists are the group of people who possesses maximum self confidence.

(Offline, Volume-5, No-9, January 2010; Siddhartha Ghosh is Fellow, Center for Research in Materials Management. He is Assistant Professor, Asian School of Business, Bhubaneshwar. He may be reached at drsiddhartha@yahoo.com)

IN LIGHTER VEIN - GOD & HR

A Catholic Priest and a Rabbi were chatting one day when the conversation turned to a discussion of job descriptions and promotion.
"What do you have to look forward to in way of a promotion in your job?" asked the Rabbi.
"Well, I'm next in line for the Monsignor's job." replied the Priest.
"Yes, and then what?" asked the Rabbi.
"Well, next I can become Arch-Bishop." said the Priest.
"Yes, and then?" asked the Rabbi.
"If I work real hard and do a good job as Arch-Bishop, it's possible for me to become a full Bishop." said the Priest.
"O.K., then what?" asked the Rabbi.
The Priest, begining to get a bit exasperated replied, "With some luck and real hard work, maybe I can become a Cardinal."
"And then?" asked the Rabbi.
The Priest is really starting to get mad now and replies, "With lots and lots of luck and some real difficult work and if I'm in the right places at the right times and play my political games just right, maybe, just maybe, I can get elected Pope."
"Yes, and then what?" asked the Rabbi.
"Good grief!" shouted the Priest. "What do you expect me to become, GOD?"
"Well," said the Rabbi, "One of our boys made it!"

(Offline, Volume-5, No-9, January 2010; Contributed by Debasish Bhattacharya, St. Joseph’s College. He may be reached at thisisdeba@gmail.com)

Material World on Facebook

CROSSROADS

Monkey Matters

The author overheard the conversation at the sheriff’s office during the crucial hours when the monkey thief was lost and found

Sheriff: “Could have the monkeys he stole freed the monkey thief?”

Aide: “But the monkeys are all caged ready to go back to zoo as far as I know Sir”.

Sheriff: “Are you sure they are going to put up there?”

Aide: “You mean….”

Sheriff: “Think about it …that zoo is worse than our jails...”

Aide: “You bet”

Sheriff: “Yeah…I even heard the meat meant for the tigers and lions are used to make curry for the keeper”

Aide: “No wonder the poor things have become so thin…But sir…how do we get back to the trail of the monkey thief?”

Sheriff: “Elementary, Son.”

Aide: “Oh?”

Sheriff: “See…that monkey thief and the monkeys must be having something in common. Or else why would those monkeys give in to him?”

Aide: “Oh…Like?”

Sheriff: “See monkeys never forget their roots….Me sure this monkey thief will be go back to the place where we nabbed him.”

(At this moment, news breaks in that the monkey thief has been re-caught)

Aide: “Sir…you were so very right…..”

Sheriff (blushing): “Count on experience son….we also count”

Aide: “Sir, people are asking why the thief was in an AC coach”

Sheriff: “What is the problem with these people…you treat someone well there is a problem…you treat him bad…they say its 3rd degree …”

Aide: “Right Sir!”

Sheriff: “Think about it…this poor man has been traveling in crowded trains all his animal life….sometimes standing all night with monkeys breathing hard behind him. All we wanted to do was to give the poor chap a little joy ride”

Aide: “I know Sir…this place is so mean…they doubt every good intention.”

Sheriff: “No problem dear…we must stand up and count…err… I mean get counted.”

Offline - Greater Impacts (September 2009)

CROSSROADS

RAJIB KUMAR

Will the service business in India lose out to the service experience?

Despite the phenomenal growth of the service industry in India over the last some years, the basic awareness of service management among the people resource of sector affiliates is dismal.

Each of us has had our share of murky experiences with our service providers: be it cellular services, restaurants, banking services or tour operators and on a full range of issues: problem assessment, abnormal lead times for execution of requests, and erroneous billing to name a few.

Service Providers in India operate bereft of the basic commandant that services should not just aim to meet customer expectations but must also exceed the same. Alas, service providers in India -even those with “high brand equity” barely end up with service levels of 70% on a consistent basis.

World over, the intangibility and other service characteristics like direct organizational-customer relationship and high perishability of service products make achieving a consistent and competitive service difficult.

Further, services being a people centric model, cultural issues in the country stifle efforts to realize our full potential in the industry. On the contrary, the across-the- board systems approach in the West facilitates the process of making service measurability easier to implement and therefore offers service providers a framework akin (if not exactly) to quality control tests of a manufacturing unit.

While Service Quality and its assessment continue to be an elusive construct in view of variables like customer perception and expectation in the judgement (along with both an objective and subjective component involved) services can still be measured by the levels of interaction, customisation and labour intensity.

Indian service providers need to do considerable work of educating its people resource and equipping them with relevant skills in this regard. Academic Curriculum has in recent times responded to this dynamic but the gap is as phenomenal as the growth of the sector. Before consumers reinforce their paranoid about anything connected to “service” to an irreversible paradigm, its time industry decides to stand up and get counted.

The service business in India might just lose out to the service experience otherwise

Of Color

CHITRA JHA

Ever wondered how different colors evoke different reactions from you? Colors influence our mood and emotions. Is it any wonder they are used to shift the energy in life? The following color tips and remedies to help you turn your life around!
What are you waiting for? Go ahead - play with colors.

Red
This color is not used for nothing as a warning! Red is known for attention grabbing and is known to increase brain activity. This color is great for spaces that need an activity enhancement. Add this color to create drama (ever notice how theatres use red curtains and carpets?) and a party atmosphere. Also associated with passion, adding a little red to your bedroom will SURELY spice up your love life. Here is another tip: add red to a room that is not so inviting or comfortable and see the difference it makes. Also, if you are depressed or frequently tired, add a dash of red décor to your bedroom; this stimulating color will add energy and boost positive vibes. Only, be moderate and don’t overdo it. Too much red leads to overwhelming emotions, aggression and restlessness. Avoid using this color if there are emotionally hyper people around.

A Red Dislike: Know someone who has an aversion to red? Notice carefully: this person may be over-active, too impulsive, hot-tempered, aggressive and egocentric, or have difficulties with people with such characteristics. It can also symbolize deeply hidden fears and rejection of a person’s own assertiveness.

Purple
Purple is an intensely purifying color, also known as the psychic color linked with activities such as meditation and healing. It's often the preferred color of mediums and those who are in touch with their spiritual side. It's, therefore, a great color for a spa or retreat. Did you know it aids in reducing blood pressure? And, that’s not all! Here’s a very simple tip for you if you are an outgoing sort of a person and need to channelise your energy inwards: add purple to your bedroom as it has a very calming and restorative effect and encourages introspection which is key at night time when your energy needs to be focused inwards. Use purple or violet shades if you feel emotionally drained and desire a more stable work-life balance.

A Purple Dislike: A person who has a dislike for purple may have a very serious attitude towards life; and may find it difficult to give dreams, fantasies, vague fears or memories a place in it. He/she might also have a tendency to rejecting everything they regard unrealistic.

Yellow
Yellow stimulates mental ability and concentration, and aids detachment. Here is an easy tip: if you feel cluttered in your mind, use yellow- wear yellow clothes, add yellow to your bedroom. Yellow is a great color that has the power to lift spirits, raise energy levels and dispel negativity. So, if you have been feeling nervous or sad, include yellow around you. You can use yellow in kitchens, hallways, living rooms, play rooms and offices but again avoid bedrooms as it may prove too energetic and intense.

Yellow is particularly good for focusing the mind and encouraging intellectual progress and performance. Did you know this color helps cure depression? How? It awakens an enthusiasm for life. It awakens greater confidence and optimism. Color therapists use yellow when working with illnesses such as jaundice, arthritis, immobility, depression and skin problems.

A Yellow Dislike: A person who has a dislike to yellow may be emotionally disappointed and bitter. This person might also have a tendency to rationalize feelings, or to avoid the depth of life by often changing relationships, many superficial relationships and/or constantly changing activities.

Orange
Orange is a high energy color that promotes happiness. Orange is a stimulating color and is often associated with enthusiasm, sociability and optimism. This makes it the ideal color for a dining room or any space where you receive visitors or entertain. Orange is a welcoming color for hallways which can often be dark or north-facing rooms that need warming up. Orange has traditionally been used by color therapists to reduce tiredness, depression and pain and help with disorders such as gout, constipation and alcoholism. Here is a tip if you feel you need to unblock your emotions and create a sense of joy in your life: add orange to your bedroom décor or wear orange teemed with blue.

However, here’s a caution tip: avoid too much orange in the bedroom as it can over stimulate but don't be frightened to use orange in other areas. Avoid overly bright orange. Also, it should be used along with tones of blue-green.
An Orange Dislike: A person who dislikes orange may have suppressed sexual feelings or other difficulties with sensual enjoyment of life. Alternately, their attitude can also be over-sensual, indulgent, or too materialistic.

Pink
Pink is the color of nurturing and love. It conveys compassion and love. Did you know wearing pink makes you more approachable? It's great for creating a sense of calmness and has sedative qualities if you have hyperactive children or are facing sleeping difficulties. Here’s a tip if you have a tendency to feeling neglected or angry: add pink to your bedroom décor or start wearing pink. Did you know this color can ease the stresses of the immune system? It also alleviates loneliness, despondency, oversensitivity, and vulnerability.
Pink is great if you are recovering from a divorce or need to move beyond relationship troubles.

A Pink Dislike: Know someone who dislikes pink? Notice that this person who has an aversion to pink may have a challenge with expressing their soft, tender, and more intuitive side.

Green
Green is a calming, reassuring color and promotes feelings of safety. Is it any wonder why it is used as the color of the international safety code?
It balances our energies, and it can be used to increase our sensitivity and compassion. The balancing, nourishing and restful qualities in greens make it perfect as a natural color choice for bedrooms, living rooms and places of retreat. It's also a great color to use if you are experiencing people who seem out of balance on an emotional level.
Color therapists generally use green to reduce stress, ease headaches, migraines and gastric ulcers or balance mood swings.
Although a restful color, green also represents growth (be it financial or personal). If you choose a bright green it can bring abundance to you and urge you to take positive action. Green is the color favored for decorating the South East corner.

A Green Dislike: A person who dislikes green may be more interested in independence and self-development than in a warm family-life. This person may prefer to keep a certain distance in (sexual) relationships.

Blue
Blue is the ultimate soother. This color is the final name in giving serene, tranquil vibes. Blue can, and does, reduce stress and tension and is useful to calm negative emotions when tempers are running high.
Blue is also associated with effective communication and clear thought and is great for focusing the mind and intellect. Is it any wonder most corporates prefer blue clothing? However, too much blue can be cold and depressing so avoid it
if you are prone to moodiness and low mood swings.
Color therapists tend to use blue to fight against hernias, back problems and muscular defects. It is also said to lower your blood pressure and heart rate.

A Blue Dislike: Know anyone who hates blue? Observe carefully and you’ll see that this person may be severely regimented, a strong career person, with an aversion of restrictions. He/she may have charted out a clear direction for their life and would never want to deviate from it.


Chitra Jha is a Life Skills Coach and Past Life Regression Therapist. She can be reached at chitrajhaa@gmail.com The views expressed in this article are the author’s own and do not necessarily purport to constitute an official position of Offline or Material World

IN LIGHTER VEIN

"A young guy was returning home on his two seater car after a late night party. There was hardly any public transport visible on the road. He then noticed an old, frail lady standing at the bus stop. She barely managed to stand and needed immediate medical attention. The young guy then realized that she was not alone. There was a beautiful young lady as well as a young man at the stop. Infact, he recognized the young man - he was an old friend who delivered an act of kindness more than once.

Our guy was in a dilemma…who would he help? The old lady or was it time to pay back the kindness of his friend.

After a seconds' thought the young guy walked out of his car and handed over the keys to his friend and asked him to take the old lady to the hospital. He then held the hand of the young girl and started a long walk home. "

This is thinking differently and thinking for the future:

(Source: Mr. Firdose Vandrevala, CMD, Hiranandani group -Heard at the Indian Chamber of Commerce AGM Meet on 27/6)

Micro Finance Institution and Poverty Alleviation – A case study

DR. MUKUL MITRA

The author explores the plausibility of micro finance as an effective tool for poverty alleviation

“We can in a process create a society, create a community totally free from poverty. Nobody should suffer from poverty because he does not have to. It is not part of human condition, human civilization. It is simply imposed on us. It is artificial thing imposed on us and we can throw it out.” – Mohammad Yunus

Abstract
India has been shining with an average 8.8 % growth in GDP in last four years. At the same time in the other India, 200 million people are living below poverty line. The approach paper to the Eleventh Plan indicated that the absolute number of poor is estimated to be approximately 300 million in 2004-05. Despite phenomenal growth in Banking system, 58% of household does not have any bank account. To supplement Government’s intervention, a large number of NGOs, Self Help Groups (SHG), Civil Society Organizations (CSO) and micro finance institutions (MFI) are making relentless effort to bring these teeming millions in the fold of inclusive growth. Bandhan is one such organization whose success in a short span of six years is noteworthy. This case study aims to understand functioning of this micro finance institution.

Introduction

Microfinance can change the lives of the poor. There may not be a quantum jump in the income but it is possible still to ensure a reasonable rise in the income of the poor

(Rangarajan, 2005). Asian development Bank- ADB (2000) has defined microfinance as the provision of a broad range of financial services such as deposits, loans, payment services, money transfers, and insurance to poor and low-income households and, their micro-enterprises. Microfinance services are provided by three types of sources:
i) Formal institutions, such as rural banks and cooperatives;
ii) Semiformal institutions, such as non-government organizations; and
iii) Informal sources such as money lenders and shopkeepers.
Institutional microfinance is defined to include microfinance services provided by both formal and semiformal institutions. Microfinance institutions are defined as institutions whose major business is the provision of microfinance services. In India, RBI (2007) has defined micro credit (or finance) as the provision of thrift, credit and other financial services and products of very small amount to the poor in rural, semi-urban and urban areas for enabling them to raise their income levels and improve their living standards. Micro Credit Institutions are those, which provide these facilities.
M-CRIL’s data on the performance of Indian MFIs show that these have been expanding at about 30–50% per year in terms of clients and 50–60% per year in terms of portfolio. As a result, India now has a microfinance outreach that is as high as that in Bangladesh - perhaps over 18 million in July 2007. Contrary to the usual experience of microfinance sectors in other countries, however, this growth has been fuelled neither by large inflows of grants nor by a particularly high level of interest charged to clients. Indian microfinance institutions have seen dramatic improvements in efficiency which has resulted in decline in effective interest rates being paid by microfinance borrowers and it is among the lowest in the world. (Sinha, 2007). Despite these efforts, the annual supply-demand gap of credit is still in the range of Rs.2,234 – Rs.4,629 billions. Further, the World Bank estimates that the Indian microfinance activity currently reaches only 4% of the poor (CMF,2006).
According to All-India Debt and Investment Survey (AIDIS), 2002 of the National Sample Survey Organization (NSSO), share of non-institutional sources of credit for the cultivator households had declined from 92.7 per cent in 1951 to 30.6 per cent in 1991. However, it had increased to 38.9 per cent in 2002, mostly due to increase in moneylenders’ share. In this situation, all the agencies including Government, banks and microfinance institutions are expected to play greater role in eradication of poverty. Bandhan is one of the large microfinance institutions in the country and in the case study, their functioning has been examined.
Background Note
Bandhan was established by Mr Chandra Shekhar Ghosh in 2001 as an NGO. In the words of Mr. Ghosh, “Over the years, we have realized that microfinance is not the last word for the development of the poor. Therefore, we took an innovative initiative to design a program for the poorest of the poor with an objective of graduating them to the mainstream microfinance program. A health-education program was also introduced and is being run in a sustainable manner. We plan to address the other pressing issues of the society as well viz. child education and the like”. Bandhan Financial Services Pvt. Ltd. (BFSPL) was set up in 2006 as an NBFC with employees are the major stakeholders. Presently Bandhan is operating under two entities – as a Society and as an NBFC with its Head Office at Salt Lake, Kolkata. The NBFC unit is concentrating more on financial services and the parent Bandhan society continues with micro finance and development activities.
Bandhan’s mission
Reduce economic and social poverty significantly through providing client focused, quality, and cost effective, sustainable financial services.
Vision
A world class financial institution serving two million clients by March 2010.
Values
Bandhan deeply believes in its values and they are manifested through the day-to-day behavior of its team members. These values “CREATE” strong principles where:-
C- Cost effective and sustainable
R- Respect for all
E- Exemplary governance
A- Accountability, professionalism and discipline
T-Transparency and integrity
E- Effective team work and commitment
Growth of Bandhan in a short span is significant. Forbes (2008) magazine’s first-ever listing of the World’s Top 50 Microfinance Institutions out of 641 microfinance institutions operating globally; it has occupied the second position just after ASA of Bangladesh and 15 positions above “Grameen Bank”. It has received the prestigious “Skotch Challenger Award” in 1998 for contribution to financial inclusion. The Government of Afghanistan and the World Bank have approached them to facilitate development of micro credit at the strife torn country (The Hindu, 2008). Like many other MFIs, Bandhan focuses on poverty alleviation through increasing family income through women which in turn gradually increases the status of the woman in the family as well as in the society and ultimately leads to women empowerment.

Table 1: Bandhan – performance highlights as on April 2009
Area of operation 11 States
No. of districts covered 51
No. of branches 720
No. of staff 4277
No. of groups 65046
No. of members 1628551
No. of borrowers 1498808
Cumulative loan disbursed (in crores) 2359.47
Loan outstanding (in crores) 734.82
On time repayment rate 99.96%
[Source : www.bandhanmf.com]
Micro Finance Products
Bandhan provides micro loans to the poor women mostly through the group-based lending model developed by Bangladesh’s Association for Social Advancement (ASA), which has been suitably modified by Bandhan to suit the local requirements. The model focuses on simplified operations, and enhanced credit approval and loan-monitoring mechanisms. First, a group of 10-20 poor women is formed and then loans are given to individual member on the recommendation of the group. However, to get a loan, a member must have to attend minimum two successive weekly group meetings. Before sanctioning of loan field staff visits applicants’ houses and makes assessment of project as well as the applicants. The loans are finally sanctioned by Branch Manager on the basis assessment of field staff.

Table 2: Products of Bandhan
Products Micro loan product Micro enterprise loan Emergency loan
Loan amount Rural:– Rs 1000 -7000
Urban – Rs 1000 -10000 Rs. 20000
Rs.50000 Rs 1000-5000
Loan duration 1 year 1 year 1 year
Interest rate (flat) 12.5% 12.5% 10 %
Repayment frequency Weekly Weekly Weekly or monthly
Membership fee Rs.10 Rs. 20 NA
Insurance fee 1% on loan amount 1% on loan amount
Security deposit 10% on the loan amount 5% on the loan amount
Bandhan usually extends credit for agriculture, zari work, embroidery, animal husbandry, agriculture, crafts work, small cottage industries, small trading, vegetable vending, fishing, poultry, rice husking, horticulture, manufacture of surgical instruments, pottery, small services, small businesses etc.
Micro loans are given to landless and asset less women belonging to a family of five members with monthly household income less than Rs. 2,500 in rural areas and Rs. 3,500 in urban areas. The loans are also granted to individuals owning less than 50 decimal (1/2acre) of land or capital of its equivalent value. Quantum of the first loan is between Rs.1,000 - 7,000 for the rural areas and between Rs.1,000 - 10,000 for the urban areas. The subsequent loan is Rs.1,000 - 5,000 more than the previous loan. Though the loans repayment period is weekly, it offers 7 weeks grace period in deserving cases.
In 2007, the MFI launched health loan scheme to address the emergency health needs of the poor and their families. The applicant, her husband and her children can avail the loan. However, the loans are granted to members who have completed two loan cycles and past record as well as behavior and relationship with other group members is satisfactory.
Finance charges
Earlier Bandhan used to charge an interest rate of 17.50%. In May 2006, consequent upon increase in revenue and reduction in cost of operation the rate has been reduced to 12.50% flat which, in fact, translates into 23.56% annualized and this includes cost of borrowings (12% annualized), operation cost (9%), margin, risk gradation etc. Bandhan also charge 1% as processing fees and 10% upfront refundable loan security deposit on the principal loan amount at the time of disbursement.
New initiatives of Bandhan: Targeting the Hardcore Poor:
According to the MFI, hardcore poor as those who lack confidence to avail and repay loans or take the risk of initiating a business of their own and their desperate condition requires more than just micro credit. “To reach out to the invisibles of mainstream society and uplift their economic condition so that they can feed themselves and graduate into mainstream microfinance program”, Bandhan has introduced Chartering into Unventured Frontiers- Targeting the Hardcore Poor (CUF-THP) programme. The process involves tracking the poorest of the poor and developing their skills appropriate to the management of a local enterprise. Once the identification is made grant is given in the form of assets. Depending upon proper utilization of assets for income generation, these people become eligible for joining mainstream microfinance programmes. The prize money that Bandhan received from Consultative Group to Assist the Poor (CGAP) for the “Pro-Poor Innovation Challenge (PPIC)” award, is being utilized for the programme.
Bandhan’s Education Programme (BEP) – Non Formal Primary Education

With the stipend being received by Shri Chandra Shekhar Ghosh, Founder & CEO, Bandhan as Senior Ashoka Fellow, education programme has been launched. The scheme is meant for drop-out children and those who are not going to school in the age group of 8-14 years and belonging to poor families. Its objective is to ‘create a low cost educational model with 100% attendance of students and no dependence on private tuition’. Presently it has established 60 schools under the programme.

Performance:
In India, Credit Rating Information Services India Limited (CRISIL) rates the MFIs in a scale of mfR1 to mfR8, the former being the highest one. It’s rating for Bandhan in 2008 was mfR3 which according to CRISIL “reflects the MFI’s proven track record in scaling and sustaining its microfinance operations, its good assets quality and experienced governing board and senior management as well as its diversified funding portfolio. The MFI is one of the top ten micro finance institutions of the country” (CRISIL, 2008). The audited financial results throw light on significant growth in performance of Bandhan in the last three years.

Table 3: Highlights of financial performance of Bandhan
(Rs.in crores)
As on March 31 2008 2007 2006
Interest income from loans 44.62 18.19 5.24
Interest on investment/ bank deposits 0.58 0.23 0.02
Total fund based income 45.20 18.42 5.26
Total fee based income 6.54 2.59 0.16
Total income 51.74 21.01 5.42
Total interest on borrowing & finance charges 17.77 6.14 1.36
Gross spread 27.43 12.28 3.89
Gross profit 33.97 14.87 4.06
Expenses – Personnel 13.73 4.22 1.42
Expenses – Administrative 6.47 2.60 1.45
Write of loan losses 0.52 1.78 0.73
Net surpluses 12.81 6.20 0.25
Net worth 21.45 8.64 2.09
Long term borrowing 283.00 100.29 28.86
Short term borrowing /deposits /security of members 45.77 20.83 8.17
Total loans and advances 278.27 126.13 37.11
Total current liabilities 54.38 26.85 9.51
Total current assets 77.07 8.92 3.06
Total assets 358.95 136.12 40.47
Operational self sufficiency 132.39% 141.33% 104.87%
[Source: CRISIL MFI rating report July 2008]

The data in Table 3 indicate that there has been substantial growth in 2008 largely because of infusion of substantial funds by way of borrowing from financial institutions. The total borrowing including both long term and short term ones, increased from Rs 37.03 crores in 2006 to Rs.328.77 crores in 2008. During the same period, loan disbursement has gone up from Rs.37.11 crores to Rs.278.27 crores and income from Rs.5.42 crores to Rs.51.74 crores. Consequently net surplus rose from 0.25 crore in 2006 to Rs 12.81 crores in 2008.

HR Practices

An effective HR practices is essential for growth. As on 31st March 2008, out of Bandhan’s total employee strength of 2415, 1776 were credit officers each handling around 428 borrowers. In the organization, the employees receive fixed pay and promotion is performance based. The recruitment process is swift and the training is on the job under the supervision of a senior. Role and responsibility and growth path for each employee is clearly laid down. The staff at the Head office and Regional offices are to visit the branches regularly so that they can understand operations at the grass root level. Effective monitoring at each level has resulted in 99 % recovery rate over the years. In 2008, the employee attrition rate was only 7.79% as compared to 5.17% and 8.13% of 2007 and 2006 respectively.

Management Information System

MIS is viewed as one of the important tools for reduction of cost of operation and for improvement of operational efficiency for MFIs. As on 2008, in Bandhan data was maintained at branch level manually which delayed the process of consolidation at the Region and Head office level. However, the MFI is presently working with Bangladesh Rural Advancement Communities (BRAC) to develop a customized software which is likely to be implemented in 2009.

Conclusion

Success of Microfinance Institutions, pioneered by Grameen Bank of Bangladesh, has proved that it is a good business proposition too as is evident from the financial statement of Bandhan. However, paucity of capital is a major hindrance for growth of MFIs. The Reserve Bank of India has brought financing of MFIs by Scheduled Commercial Banks under the purview of Priority Sector Lending norms. The Banks too are finding quite it strategically attractive because of very high rate of recovery and wide spread reach of MFIs. In view of the performance and the growing reach of Bandhan, a large number of financial institutions such as SIDBI, ICICI Bank, HDFC Bank, AXIS Bank, ABN AMRO, Standard Chartered, Citi Bank, State Bank of India, UCO Bank, UBI, Yes Bank, BNP Paribas, IDBI Bank, Indian Bank, Bank of India and LIC, have extended their financial assistance by way of loans. However, concentration risk is quite high for Bandhan as 93.85% of its total loan portfolio is in West Bengal only. A socio economic and political changes and growing competition may pose serious challenge to them. Incidentally ASA, the mentor of Bandhan has also started operation in West Bengal. Therefore, to achieve its goal of reaching out to two million poor by March 2010 and thereafter to add one million members each year, Bandhan will have to strike an appropriate balance between cost of borrowings and cost of operation. By increasing scale of operation through innovation, technology initiatives and strategic partnership may be effective in the process of its sustainability and further growth.

References:

1. ADB (2000): Finance for the poor: Micro finance development strategy, ADB,
2000
2. CMF (2006): Microfinance in India – Current trends and challenges, Centre for microfinance, Institute for Financial management and research, October, 2006
3. CRISIL (2008): Bandhan: MFI Grading report, July 2008.

4. Rangarajan (2005):“Microfinance – the road ahead” Inaugural Address, April 12, 2005, New Delhi
5. RBI (2007): Circular no. RBI/2007-08/38 RPCD. MFFI. BC.No.08 / 12.01.001 / 2007-08 July 2, 2007
6. Sinha, Sanjay (2007) : Efficiency with Growth: The Emerging Face of Indian
Microfinance, ADB Quarterly News letter, Finance for the poor, Sept.2007,
Vol 8, no.3.
7. http://www.bandhanmf.com
8. http://www.cgap.org/p/site/c/template.rc/1.26.1453
9. http://www.forbes.com/2007/12/20/microfinance-philathropy-credit-biz-cz_ms_1220microfinance_table.html
10. http://www.mospi.nic.in/nss_502_press_note_16feb06.htm _______________________________
Dr. Mukul Mitra is Professor, International School of Business & Media (ISB & M), Kolkata. He can be reached at mitra.mukul@yahoo.com ALL RIGHTS RESERVED

Downturn as a Challenge: HR imperatives

JHILMIL DAS

Organizations should evaluate their business; their strategy, their financials and their people and internal structure before randomly cutting down on redundancies

In the fall of 2008, we all were stung by the collapse of the world financial markets that hit the economy so badly. However, it should be mentioned that in events of such avalanche in past, every time our history has witnessed a new savior which came along promising a quantum leap into a new land of sustained profitability, dotcom for example. Sustained success is the key behind organizational growth and survival amidst this upheaval and HR managers today are really caught in a whirlwind that is wreaking havoc at every level. Counter-intuitively, some organizations have actually been positively affected by the recession. The same cannot be said for most businesses however, many of whom have been forced to lay off staff and to re-evaluate and re-structure their businesses. The major challenges before the HR today are contribution to a company’s long-term success as well as its short-term survival. It strives to provide solution through addressing to the major concerns based on integration and predictability based on the following –

a) Manage risk against talent surprises and preparation for risk mitigation
b) Proven and effective talent management services from hiring through compensation, support and development
c) Support & guidance to line managers in retention of key human capital
d) Provide assistance in business functions to succeed through workforce and structural optimization

The additional prerogatives of the HR managers also encompass managing the operational effectiveness through internal process efficiency and maximization of human capital investment returns.

The initial step towards this effort consists of planning, which includes alignment of employee goal with organizational goals. The other necessary step obviously is a well-designed succession planning program focused on capabilities. The next step is deliverance based on optimization through cost-effective techniques, resulting in quality staffing or retention. Integration is another effort towards synchronization of HR deliveries through hiring, paying, developing and engaging programs. This increases efficiency and return on investment and creates transparency and confidence among employees. The last word is prediction, which involves measuring the past performance and future expectations. These lagging indicators fall into five categories: cost, timeliness, quantity, quality and human reactions, such as customer satisfaction or employee commitment. These are necessary to evaluate how the organization does against established objectives and goals. Leading indicators are derived by analyzing current events with future implications, for ex. leadership, readiness, engagement, culture, brand, reputation and retention.

In order to improve talent management and performance over the long term, they should also revamp and realign their function, policies and services, as well as seize other opportunities created by the downturn. As an alternative for reduction of redundancy owing to additional headcount, we can take recourse and only eliminate jobs that represent excess capacity, non critical or one that does not fit any longer with the strategic direction and structure of the company. Rather, focus can be aimed at building critical capabilities and key leadership development initiatives. Also reduction of service costs can be initiated in the form of outsourcing, offshoring and renegotiating vendor contract.

A profound talent review can be devised in order to maximize productivity and performance of the workforce, segregating the performers and non-performers and improving bench strength. Initiatives can be taken on energizing and rejuvenating the existing employees through building on employee trust, productivity and commitment.

Workforce today has become leaner, the reason being the driving budget cuts and layoff owing to the recession. During this time, the quality and effectiveness of organizational talent no longer serves simply as a competitive differentiator - it becomes a bottom-line necessity. Each person counts.

Yet, companies looking to employ the best and brightest have their work cut out for them, as the current climate introduces a variety of hiring challenges, for ex. the context of the interview has changed quite dramatically. Earlier candidates had the pick of a lot of different jobs. There was a lot of pressure on the interviewer to sell the job, to sell the company and to attract the right candidate. But today, with the economy the way it is, there are more candidates than jobs. There's a different set of pressures to be able to vet the candidates and make a decision. That increased competition - and in some cases, desperation - among applicants to get noticed can put a strain on interviewers and may require newer tools and techniques of interviewing. Further, companies can encourage candidates to self-screen by improving the accuracy of job descriptions. Also in order to save time and resources, organizations can consider panel interviews rather than the more traditional series of one-on-one interviews.

As companies tighten their belts in response to tough economic times, HR managers has also changed the way training used to be done and are finding new ways to make learning and training more effective and efficient by designing programs that maximize value while minimizing cost.

Most learning organizations rose to the challenge by taking advantage of then-new technologies such as video discs and computer-based training to decrease classroom time and cram as much nonessential content into pre-and post-work as they could, saving only the most valuable content for the classroom. Best-practice organizations also focused on more clearly defining performance objectives tied to training. In many ways, the ability to link learning interventions to a company's strategic objectives represents the epitome of training's aspirations. If HR can point to the metrics that show training's impacts on those objectives, so much the better - for both his budget and people.

If an organization has goals to increase customer retention by 20 percent this year, for example, it has the ability to communicate this goal within a talent management system, which can then automatically communicate the same to every employee, typically by job function. As the process filters down, the goal's components become more specific and actionable, and goal components are embedded into each one’s performance and development plans.

The employee performance goals can be systematically aligned with department goals, which in turn can be aligned with higher-level organizational objectives. This means that organizational goal alignment not only occurs on a top-down basis, but from a bottom-up perspective, too. Employee performance plans within such systems provide associates with an opportunity to share their plans and goals with managers and supervisors. These systems also provide tools and mechanisms designed to encourage employees to work with their managers to align individual goals to both departmental goals and to organizational initiatives and critical success factors. This creates a two-way reporting mechanism that allows all employees to see how they are doing individually and as a team in relation to achieving the company’s objectives. Such transparency not only helps everyone within the company better understand how their work contributes to the overall good of the organization - a key driver of employee engagement and the creation of a high-performance culture.

Amidst several challenges created by the downturn, it also has harbored opportunities if implemented successfully. Companies can reposition themselves to emerge with a higher performing workforce, differentiated capabilities and a great leadership bench.

Recession has forced businesses to take an honest view, and to realistically assess in light of market trends and operational costs, what they need to do safeguard their businesses for the future. In some cases it has lead to redundancies, in others they simply have emerged in able to engage in heightening staff engagement and productivity levels. In some cases it is a mixture of both approaches. Whatever the decision, the people of an organization are at the core of their strategy and it is imperative that the organizations treat them appropriately for the mutual benefit of both parties. HR is the domain that can and should advise on these issues. As a profession we need to be progressively more involved in these discussions and decisions and we must be seen to take the lead with innovative and cost effective solutions that support the businesses in which we work.

It is imperative that organization should take an evaluative look at their business; their strategy, their financials and their people and internal structure before randomly taking decision to cut down on redundancies. With a view to surviving for the long term, organizations must take considered action which sees them optimizing organizational structures and resources with a view to maximizing efficiencies, while at the same time optimizing employee engagement and productivity going forward. When the decision is being taken to go down the route of redundancy, it is important to act quickly. Legal parameters must be adhered to, and staff must be treated with respect and consideration. To this end, they must be met with individually and have explained to them the reasons and consequences of the decision that has been made. All questions should be answered swiftly and as comprehensively as possible and within the constraints of their organizational realities, employers should attempt to provide as much transitional support for the employee leaving their organization, as possible.
Individuals who are faced with redundancy typically go through emotional upheavelment on hearing the news of losing their job. Coupled with this there are practical considerations which they must deal with, both in terms of financial considerations and the need to source new employment. In managing this group and in sourcing or providing in-house outplacement services for them, holistic approach should be taken, which takes account of both the human and practical sides of redundancy, equipping individuals with the skills to move forward. Outplacement help is the new option that companies are offering to their laid off staff. The idea behind the service is to provide the employees with ample counseling and suggestions, and help them prepare better for a new job.
An important benefit of offering outplacement services is the positivism it brings to an employer-employee relationship. The laid off employee goes through classes-either online or internally at the company-to comprehend and present his skills better to potential employers. Also referred to as 'career transition services', they include a wide range of assistance. The service helps the displaced employee with counseling to make him: Understand and cope with the job loss
• Understand job markets
• Initiate job search
• Present skills better on paper and during interview
They also help in keeping the existing staff morale high and positive. Layoffs bring with them damaged morale, fear, reduced productivity, negative emotions and diminishing confidence. But, the practical and comprehensive approach of the outplacements services help in making career transitions easy. Most importantly, organizations are optimistic of improved market conditions and would want to take their talented employees back. Recruiting new employees is a costly affair, and also the talent and skills lost to a competitor are difficult to replace. In India, TCS, IBM, Motorola and Microsoft are some of the organizations to employ outplacement agencies to help their laid off employees.
There is no doubt that we are operating in challenging times and for many people the situation can seem desperate. Now more than ever we must deal with our people with respect, recognizing the impact and consequence that our business decisions can have. When employees are made redundant it is so important to deal with the situation humanely.

Regardless of whether redundancy is a feature in every organization, most employees will be frustrated and or concerned about their job security. These feelings will have a negative effect on motivation and commitment, and consequently performance levels. Organizations must first and foremost recognize this and begin to take active steps to actively listen to their people and to use this time as an opportunity to develop stronger relationships built on mutual responsibility and trust. It is only in this way that we can re-energize that component of our businesses that is so critical to us – that of our Human Resources.

The author is Regional Manager-HR, Aditya Birla Group Financial Services Ltd. The views expressed in this article are the author’s own and do not necessarily purport to constitute an official position of Offline or Material World ALL RIGHTS RESERVED

Commissioned Acquisition

RAJIB KUMAR

The Election Commission validates that acquisition for acquisition ain’t a
bad thing…and how

A couple of days ago I got a shock of my life when I visited one of the campuses I
am associated with.
A huge caravan of matadors, trucks and buses were waiting there to greet yours
truly. For once, I thought my job at this institute was at stake: the promoters have
perhaps logged onto the transport business to beat the recession mode I thought.
My trance was broken in a moment as I soon started getting glimpses of signs neatly
stuck on the front glass of the vehicles in loud red graphics: “On Election Duty”
The very same day as I take the trek from my base at Wellington Square to a
destination in Barrackpore, I see static cues of public transport over a 2 km stretch
on BT Road (the full hog: Kolkata’s very own and dreaded “blue line” buses,
minibuses, the white ones which proudly purports in writing and deed to be “under
the state surface transport corporation-Govt of WB undertaking” and of course the
taxis. Our taxi driver tells us they are on election duty. His assertion is validated: White Paper Signs with red text.
Now, the word “acquisition” isn’t a dirty word anymore. Forget about its usage with
its antonym “merger”; even within the organization HR functionaries looking after
recruitment flaunt their visiting cards with “Head-Talent Acquisition” encrypted.
Some may even argue acquisition was never a bad word after all. Didn’t the HR
definition from times immemorial promulgate the equation: Acquisition, Preservation
etc. etc.?
But all said and done the naked vehemence of acquisition by the Election
Commission reminds you of an imperialist war.
We have been reading the acquisition stories of the EC at the National Library,
Kolkata in the media. However, since I hardly visit the National Library, in the age of experiential learning, the story remained a story.
The execution of the might of Election Commission would put any dictator in any part
of the world at shame. Few of the SBI branches in the city aren’t functioning. The
Grievance Cell at Lalbazar is non functional. Pensioners in Post Offices are having a
harrowing time. As I write, public transport in the city is steadily embarking on the
road to oblivion (on election duty actually). You name it. And what’s more: each of
the above declares proudly why they have disabled itself from public interface. The
Kolkata Police website regrets the inconvenience caused by the ineffectual
Grievance Cell. Less tech savvy establishments like Post Offices hang shabby
looking hand written signs. “Hang the Sign & the Public” seem to be order of the day,
folks.
Question is: all this for what? A popular email forward doing the rounds for sometime
gives us a gruesome fact: The cost to company (I mean country) per MP is Rs. 32 L
p.a.! But obviously the cost involved in their acquisition is anybody’s guess.

The views expressed in this article are the author’s own and do not necessarily purport to constitute an official position of Offline or Material World

(Offline…SPECIAL-GREATER IMPACTS May 2009)

CROSSROADS-No Requiem for Non Believers

RAJIB KUMAR

Is this divine vengeance against satanic designs? An absurd philosophy’s (and its fiery execution) bluff has been called.

The refusal to sing an Islamic requiem for the terrorists killed in the Mumbai encounter is the strongest statement the world has seen till date in the war against terrorism. Of course, it comes from the Muslim clergy, the authorized interpreters of God’s words.

The Mumbai mayhem has evoked a spontaneous response and the expanse of the response is a wonderful case in 360 degree. The most damning of the appraisals for the terror philosophers have of course come from none other than the clergy.

The decision of every Indian to stand up and get counted in this war against terrorism is a rhythmic response bereft of any mobilization by political outfits.

That India has changed since the 1992 blasts could be seen, felt, and heard virtually everywhere. Whether its Mr. Shah Rukh Khan declaring on TV that he’s a practicing Moslem and would be too glad if anyone can point out anything in the scriptures even vaguely justifying terror or Ms. Priety Zinta leading a peace march…. its written large on everybody’s face: We’ve Had Enough.

Blogs, Orkut & Facebook, mailers, SMSes…. The new age tools of communicating and networking have been put to successful use in combating terror…. in the mind. Well George Bush and Rudy Giuliani led the American people to a state sponsored battle against terror post 9/11; Since political members of our class were too busy promoting Terror Tourism to in-house film makers an apolitical forum- with everybody on board-filmstars, singers, painters, teachers, businessmen and women, corporate executives, students…. you name it …got into the act.

The media facilitated the germination in a big way setting new standards of maturity in the process. Complaints of “release of strategic information” were countered by validating that the commando operation was telecast on the delayed transmission mode. Serious, No-Nonsense people weren’t taking anything lying down…if you are combating…you got to be get into the “combative mode” in the first place-plain and simple-it’s India’s brand of the war against terrorism.

Even if India ain’t shining as our economists and many of us would vouch post globalization, we got to atleast give those two words credit for facilitating the process of creating an empowered, networked and bonded young at mind India who would give a damn to what a certain fella had to say about who is a Mumbaikar and who’s not and rather get the job done. This only happens in India…. indeed. …

The views expressed in this article are the author’s own and do not necessarily purport to constitute an official position of Offline or Material World

(Offline-Special, Greater Impacts, Volume-5, No- 5, December 2008)

Rajib Kumar's Speech at the Fresher's Welcome Programme of Annex College, Kolkata

My dear students, I am glad that you have chosen management as a career and Annex College as your institute.

Young friends, today we are living a global environment where there are certain issues beyond the academic curriculum and which you must start developing in you from day one to be successful. I shall spend sometime on these:

Cross Cultural Communication:

A global environment implies business models based on supply or value chains, models resulting from acquisition, mergers and restructuring. This scenario naturally necessitates that we appreciate diverse cultures in our workforce and acquire necessary skills to deal in cross-cultural communication.

With a whole lot of new sectors coming into the fold India today has a lot for opportunities for young professionals like you than a few years back. This again poses a problem for future managers like you. As ladies and gentleman managing functions, retaining your team is going to be the greatest challenge in the years ahead. You must appreciate this isn’t just a problem for the HR fraternity ---its everybody’s problem now.

Infact every business model today necessitates that executives be skilled in the HR and Marketing functions because anyways you shall be managing people and your success shall lie in success of those you manage. Again out of pure business need every entrepreneur explicitly or implicitly desires that you market the brand both internally and externally.

Multitasking

Business today also demands that you get into the multi-tasking mode. Instead of cribbing about limited or unavailable resources modern managers are expected to make do with available resources and make do in the best possible way.


Networking

The importance of networking was never so underscored as it is now. From being frowned upon or being branded as “unethical”, managers who are effective in networking at the personal and professional level are not just admired or respected but are undoubtedly in huge demand.

Good Human Being

I believe if you wish to be liked and admired by everybody in the circuit you need to be a good human being. Humility, Compassion, Sense of Humor, Empathy and Honesty – these eternal values are gaining more importance ironically in an age where the human being is often reduced to a robot. Perhaps that is the reason why a good human being in blood and flesh is in great demand. Therefore, as you take a giant leap in your life today with your decision to get into management education please also endeavor to become a good human being along with a good manager and I tell you in the years ahead there wont be much of a difference between the two.

As members of the academia we would like to see to you grow in leaps and bound. We want that you become the agents of an intellectually challenging community setting benchmarks that others can follow.

I shall leave you with these lines from the poem Hills to Climb:


Hills To Climb


Throughout my day let there be hills to climb
There is scant zest in mastering the plains
For loitering, for rest, there will be time
When daylight wanes.

Let my horizon ever to be a hill
Which I must reach although the trail be steep;
Up, up to climb with energy and will
Before I sleep

For when I reach the summit on a hill
I’ll find my dreams guarding the topmost peak
The sun will set, the air be calm and still,
And God will speak

Not in a valley let me end my day;
I would have heights to gain a clearer view:
Therefore for hills I pray and strength to climb
Dear God to you….


God Bless You; God Bless Annex

Material World Anniversary Debate 2008 Reports

A “less competitive” debate

Perhaps the overpowering presence of academia in the Material World Anniversary Debate Panel this year saw an unconventionally “less competitive” debate with speakers complementing each other in their deliberations. Coincidentally, every member of the entire panel including the Chair is or has been attached to educational institutions as faculty.

*
Imageries galore

If DP Chattopadhyay of Globsyn Business School (the only panelist who did not refer to any paper for his deliberations) with his captivating extempore and a very stylish accent used human anatomy to highlight the importance of peaceful coexistence of the hard and soft skill, RP Yadav, CMD of Genius Consultants resorted to poetry…

“Song Without Music
Ice cream Without Ice & Flavor
Food Without Salt & Spices”

*
Brotherhood too….

Such was the feeling of bonhomie that Prof Chattopadhyay turned down the Chair’s (Mr. Biswajit Matilal, Veteran Media and PR Personality) offer to refute the opponents’ views in the second round. “I would neither counter the views of the opponents’ nor reinforce the views of my colleague,” he asserted.

*
For Debate’s sake…

It was left to Rajib Kumar, CEO, Material World and Jt. Secretary, National HRD Network, Kolkata and Dr. Subhashis Majumder, Principal, Bhavan’s College of Communication and Management to fight out in the end. Kumar’s views appear above; Dr. Majumder underlined the poor state of hard skills training in institutions.
*

Balance, Equilibrium and other stories…

In the end everybody was talking the need to balance though…Dr. Majumder’s opinion of the need to find equilibrium between hard and soft skills was welcomed by Kumar. But then he asked…who decides on that equilibrium? Education after all is a business today.
*

Family Business…

And the light mood continued when Kumar responded to Yadav’s family example with “Yes…we sure need soft skills training in the family. All married men know that.” The audience and the panel burst into laughter. Even the somber Mr. Matilal couldn’t help grinning and chipped in ”I can see Mrs. Kumar’s face. Mr. Kumar should remember he has to return home after this.” True to the general mood the debated ended on a tie.

Dimples, Spirits and Cricket in Summer

RAJIB KUMAR

At the very outset I sincerely apologize to readers who do not give a damn about cricket or/and IPL. I hope my indulgence, two times in a row isn’t a case of OCD; infact that I have NOT been bitten even an inch by the IPL bug can be validated: though a life member of the ill-fated Cricket Association of Bengal I didn’t care to pick up a ticket for a single match; I have managed to watch just two on TV thus far, that too more under compliance of group behavior than personal choice.

So why IPL again? Well, simply because I feel that we are at the crossroads, thanks to IPL, on how sports and business are going to relate to each other in India in the years ahead- something which cannot be given a miss in a journey toward an intellectually challenging knowledge India:

a) The Vijay Mallya and Rahul Dravid tango: Welcome to the coming of the “owner” in Indian sports. Mr. Mallya’s much touted “interference” is but a natural

By product of the system. In the West, some team owners are “less interfering”, leaving the job for professional managers and there are others “more interfering” types. It is just a coincidence that good old Rahul with the public image of a quiet, quintessential guy has the high spirits of Mr. Mallya for company.
b) ICL Vs IPL: As the original cricketing cry child (long, long ago before Shreesnath and minus the slap) Mr. Dev (sometime the Harayana hurricane) has lamented that the ICL was not just better organized, the 22 yards track was not meant to be a bowler’s crematorium (unlike in its “P” version). Yet BCCI accreditation was missing; what’s more, the media too was distinctly indifferent. While Mr. Modi, the brainchild behind IPL would have us believe that all the money spinning efforts shall in essence be neutralized as everything shall swirl back for…you guessed it…for the benefit of the game while the rogue call Subhash Chandra wanted only profits for himself. We believe you.
c) Wrong headlines: Slapped Affront; Black or White; Bare or Not to Bare; Cop Under Cover… the silver lining has been the all dimples, Shah Rukh. Shah Rukh has epitomized everything about the new young India. He has never kept his emotions concealed yet he has displayed a high level of maturity of taking things in the right spirit and treating a game as just as a game despite the stakes involved. The picture of an elderly lady fixated in his bosom and generously picked up and flashed in the dailies has done a world of good as an epitome of warmth and humility. He is indeed a manifestation of everything positive of the young and empowered India- rich and wealthy; popular yet ain’t flashy; smart and witty and again compassionate and caring and managing time effortlessly at all this.

Shah Rukh Khan is the one bright spot in the IPL’s troubled life.

(Offline,Volume-5, No- 3, May 2008)