E Newsletter

E-NEWSLETTER
Issue 22
Mar - Apr 2016
From the Desk of the
Director General
Dear Members,
The new financial year begins and I sincerely hope that this
year too will usher positive economic growth & the
business environment improves in various sectors in India
& globally. With these business complexities & intense
competitive pressures, leaders will need to bank on new
talent to be its source of competitive advantage for
achieving success. Thus the thrust on HR will be more than
ever before and it would require to play a partnering role
with the leadership to plan & achieve the business goals in
future. Taking this forward, NHRDN organised the first of
its kind National Summit on Transforming HR in Power
Sector, to discuss the various HR issues needed to realign HR with the emerging changes and challenges in the
Indian Power Sector. It was well received and a detailed
story about the Summit is featured in the Newsletter.
these three new initiatives are NHRDN Agora, NHRDN

Connect App and the new Membership Offerings. Agora
means a common gathering place in Greek; we have
created this unique online platform where a plethora of
services are offered including building expertise through
Professional Course Certifications, credible business
information, Jobs Search, platform where companies can
post jobs to attract new talent, where you can access & talk
to Industry leaders through Expert Connect, share your
thoughts through Blogs & Webinars and many more
features to be added in due course of time! The other
initiative is the NHRDN Connect - a Digital App which will
help members to stay updated and connected. The App is
in its beta testing phase and we will keep you posted about
the launch date shortly.
The 4th NHRDN Summit on Workforce Technology &

Shared Services where the focus theme was on Lean &
Smart HR Transforming Work, dealt with the challenges
companies faced with implications of the new Digital
change and how the world of work will change and what
role a Lean & Smart HR will play in this journey.
Another milestone that we are touching is the HRSCAPE-a

Competency Assessment & Development Framework for
HR Professionals. HRSCAPE has been conceptualised to
help professionals in HR capability assessments &
building relevant skills, while the corporate will be able to
assess & build required competencies for their HR Teams.
For more details about these initiatives, please click
below for an AV presentation.
The 4th Summit on Gender Balanced Leadership-The Way

Forward was also successfully conducted, where the
participants had an understanding as to how to support
Gender Balanced Leadership in five power-packed
sessions. We also had the 4th HR Summit on Leveraging
Compensation & Rewards for Sustainable Business
Growth which focused on the rewards strategy needed to
be adopted by the top management which was quite
interactive. The details of this Summit are featured in the
Newsletter.
Talking about the age of digitization which has changed the
dynamics of connectivity among people, NHRDN has come
out with three new initiatives. I am excited to share that
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E-NEWSLETTER
Our New Membership Offerings for both Individuals/Students

and Institutions include options where you can avail
discounts and various other benefits like a wide range of
physical & digital products and services etc., For more
details about our New Membership drive please click
here.
I am also pleased to share that the 4th NHRDN Ranking of
Business Schools Report 2015-2016 - a very prestigious
initiative by NHRDN, is under progress and the Report will
be published as soon as the results are validated.
th
We hope that in this 30 year since its inception, these new

initiatives will make the NHRDN fraternity grow in leaps
Issue 22
Mar - Apr 2016
and bounds. I seek your cooperation in joining us and

taking forward these new endeavours of Relevance, Reach
and Results, which is now the new slogan of NHRDN and
be a part of this vibrant network!
With Best Wishes & Regards
Kamal Singh
Director General
NHRD Network
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E-NEWSLETTER
Issue 22
Mar - Apr 2016
RELEVANCE, REACH & RESULTS.

From the Desk of the
Executive Director
Dear Members,
I am delighted to inform you that as NHRDN touches its 30th
milestone in December, 2016; to commemorate this
significant year, we at the National Secretariat under the
leadership of Mr. K. Ramkumar, National PresidentNHRDN, the Leadership Team and the Board have set off
various new initiatives. As rightly mentioned in Mr. Kamal
Singhs message, the age of digitization has changed the
dynamics of connectivity and reach among people and we
at NHRDN are in the process of leveraging this wave to
serve you better.
NHRDN soul searched our existence in three wordsRelevance, Reach & Results. This is to get our new
initiatives and our multifaceted activities closer to our
growing HR fraternity, which at the end will be of great
benefit to our members. At this juncture, I feel humbled to
share that NHRDN has given me this tremendous
responsibility of leading the New Initiatives.
The new initiatives in pipeline are NHRDN AGORA, NHRDN
Connect App, New Membership Offerings & HRSCAPE
NHRDN Competency Assessment & Development
Framework for HR Professionals.
NHRDN AGORA - This is one of our prestigious initiatives &
this one-stop Online Platform offers many services at one
common place for all HR professionals. For instance you
can access and talk to Industry Leaders through our Expert
Connect, acquire Professional Certifications through our
online accredited certificate courses, locate trainers,
consultants, and other HR Service Providers etc. through
our Agora Partners, and the Knowledge Hub is a place
where you can share your thoughts and read views through
blogs, articles & webinars. The Agora website will soon be
launched and we will keep you updated when its fully
functional and online.
NHRDN Connect - This is an app where we help support

our NHRDN fraternity to stay connected wherever,
whenever. Currently in the beta testing phase this is
another offering from NHRDN in sync with the digital
connectivity phase.
New Membership Offerings - As part of our Membership
reach we have evolved a new proposition for all members
who can benefit from various Institutional and Individual
membership schemes . Not only do you get high discounts
but also give a wide range of digital and physical products
and services. We also cater to the Students who can benefit
from subsidised membership rates apart from the
exposure to the how part of the real life HR. These and
many more benefits are in the fray for Life members. Also
for those who join newly, we offer a 30-day trial
membership. A brief video about NHRDN Agora, NHRDN
Digital App and Membership is available by clicking here
Our sincere thanks to a wonderful set of Volunteers
World Class Professionals, for developing New Initiatives,
drawn from organisations such as American Express,
Cognizant, HCL Technologies, ICICI Bank, ICICI Prudential,
Infosys, M&M, L&T, TCS among other prominent
organisations. We look forward to their continued
patronage.
HRSCAPE - A Competency Assessment & Development
Framework for HR Professionals As Dr. Wayne
Brockbank, Professor of Business, Ross School of
Business, University of Michigan sums it up, it is a robust
tool which will communicate to fledging and advanced HR
professionals what is required to be a complete HR
professional. This framework is structured to assess
professionals for 8 Functional and 4 Behavioral
Competencies. Each Competency has 4 stages-
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E-NEWSLETTER
Foundational, Competent, Advanced and Expert and in

turn will help professionals build relevant skills.
With Best Wishes & Regards
Please click here for more details about HRSCAPE.

These are few prominent initiatives which will be launched
by NHRDN to serve you. We seek your support and
cooperation in being a part & taking these initiatives
forward and spread the word amongst the HR fraternity
and make this a huge success. Thanking You.
Dhananjay Singh
Executive Director
Page | 04
Issue 22
Mar - Apr 2016
CODE OF CONDUCT
Issue 21
Jan - Feb 2016
I will always strive to meet the highest evolving standards of

COMPETENCE in the profession and ADD VALUE to
organizational success.
I will deal with all stakeholders with utmost INTEGRITY and
create an environment of TRUST leading to ETHICAL success
of my organization.
I will ensure that I am always RELIABLE and consistent in all
my actions by accepting responsibility for my decisions and
actions thereby creating CREDIBILITY for my profession and
myself.
I will be OBJECTIVE in all my actions and decisions and foster
FAIRNESS with firmness.
I will conduct myself in a way that FACILITATES GROWTH and
DEVELOPMENT of all those I am responsible for.
I will strive to be a ROLE MODEL for all others and
CHAMPION exemplary practice of the HR profession.
I will respect the rights of privacy, will not use my position for
personal gains and ensure that there is no CONFLICT OF
INTEREST in what I do with any of my stakeholders.
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E-NEWSLETTER
Issue 22
Mar-Apr 2016
HOW TO HANDLE AN EXIT INTERVIEW
How to Handle an Exit Interview

When an employee joins a company, s/he is highly
motivated and full of energy especially when they
spend an estimated 75% of every waking hour in workrelated activity. Its not hard to see that ending the
relationship between employer and employee is a big
step in moving on from the company and how an
employer handles the exit interview can have a lasting
impact on the employee's perceptions of the company.
A sensitively-managed exit can ensure that their
alumni become brand ambassadors who will speak
highly of their former employer. Such a situation, if not
arrested by timely and pro-active action, the demotivated employee tends to leave for better and
greener pastures.
Like an induction programme, which introduces the
new employee to the intricacies of the organization to
help him/her settle down fast, the exit interview can
also be an effective HR tool to reach the bottom of the
employees grievances which ultimately leads to
his/her exit, if not redressed. The exit interview
concept has been in existence since 1920 and is one
of the most effective mechanisms to get a feel on the
health of the company culture and its short comings,
provided the exit interview is conducted by persons
with deep insight into human psychology and who are
aware of human dynamics and organizational politics.
An Action Plan drawn up based on factual and
unbiased findings will help the company to prevent
exit of highfliers.
An attempt has been made to highlight the critical
importance of an Exit Interview based on my 35 years
of corporate experience both in public and private
sector companies. An effective interview system gives
due importance to the following factors:
Interviewers have to be well-trained and
experienced.
Action on the findings have to be mandatory.
Complete confidentiality and anonymity guaranteed

Conduct of interviews in accordance with company
core values and beliefs
It is a fact that a wide range of organizational, interpersonal and personal factors do play a decisive role
which leads to an employees decision to quit. Exit is a
natural phenomenon. However, exit of good
employees anytime due to the causes attributable to
organizational indifference to their just aspirations
can cause major problems, especially in the context of
critical role of people power for enterprise excellence.
All possible efforts have to therefore be made to
prevent talent migration.
How to Go About an Exit Interview
Normally, exit interviews are conducted after the
acceptance of the resignation letter of the employee
pending release formalities. The exiting employee as
a matter of precaution and fear of burning the bridges
and reprisal from the current employer restrains
himself from expressing his/her frank views. The
reason being that the reference checking which is a
vital aspect of recruitment process globally and any
adverse comments on reference will ruin his/her
career prospects in the future. To overcome this
major hurdle, my recommendations are as under
which I have experienced and found to be very
effective:
a) On receipt of the resignation letter and before its
acceptance, the department manager and HR must
have a one-to-one interview with the employee to
ascertain the factual reasons for his/her decision to
quit. Based on the findings, if the grievances could be
redressed as per the existing policy without upsetting
the balance and harmony within the company, s/he
should be asked to withdraw his/her resignation
letter. The redressal measure should be acted upon
within the stipulated time frame as per the
commitment made to the employee.
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E-NEWSLETTER
Issue 22
Mar-Apr 2016
However, if the employee is determined to leave, then

his/her request to leave must be accepted with grace.
However, s/he has to be informed that there would be
a formal exit interview which will be conducted by the
company authorized consultants and the views and
suggestions shall be treated strictly confidential and
complete anonymity shall be guaranteed.
What to Ask
As emphasized, the exit interviews have to be
conducted by experienced persons either from the
company or by outside experts covering aspects such
as - reasons for leaving, job satisfaction, treatment of
supervisors / team members and general issues as
listed below:
b) To get to the bottom of the real reasons of quitting,

a formal structured interview by the company
authorized consultants as per the company guidelines
and treating interview findings a strictly confidential
and anonymous must be arranged. The findings
received must cover detailed analytical report minus
the name of the interviewee since thrust of the
interview is to know the factors responsible for the exit
of the employee. The focus has to be on what is wrong
and not who is wrong. The reason may be either
company HR policy or supervisory / team members
treatment.
1) Reasons for Leaving
When did you realize its time to say good-bye?
c) The advantages of such procedures are:
2) Job Satisfaction
I) To get actual feedback from the departing

employee without fear of reprisal
II) Confidentiality and anonymity are guaranteed
III) The inputs received will be of immense value for
corrective actions
Guidelines for Interviewers
Never lose sight of companys core values and
beliefs
Allow 80% talking time to the interviewee to tell

his story and 20% to interviewers, they should do
more probing than imposing.
Interview ambience has to be relaxed, friendly and

enabling.
Confidentiality and anonymity fully guaranteed
Unless sacked for misconduct or poor performance,

send them off with a feeling that they are always
welcome back.
Why did you decide to leave?

What were the provocations for you to quit?
Was there a single or multiple reasons which
forced you to leave?
Whom did you speak to before taking final decision
to quit?
Did you face any discriminatory treatment or
experienced inhospitable working conditions?
Most and least satisfying aspects of your job?

Best and Worst aspect you like about the
company?
Why do you want to change ?
What improvement would you suggest in your
current job?
Is the job profile not as per your expectation?
What are the skill-sets and attributes needed in
your current job?
Describe the difference between what was told to
you at the time of joining and what you found in
actual about your job?
Did the job help you in your career growth?
How do you rate your current pay and perks as

compared to the offer on hands?
Did you find the company policies, rules and

regulations facilitating or a hindrance?
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E-NEWSLETTER
Issue 22
Mar-Apr 2016
Identify where our company is doing well?
3) Managerial /Team Support
Did you receive required guidance and support on

the job?
How do you rate or describe the quality of

leadership of your immediate supervisor?
Did you enjoy the support of your team members?
Did you receive ongoing feedback on your

performance?
How was your role clarity? Was it well-defined or

confusing?
Was there scope for professional development?
4) General Issues
What could we have done to retain you from

leaving?
What lesson will you take with you from the time
you spent here?
Were you satisfied with company training and

development programmes?
What were the specific reasons for accepting the

new offer; what was the best part of the offer?
Did you enjoy a balanced work life balance?
Will you ever refer or recommend your friends for

a job with us ?
Cultural Factors
Any enterprise with an open, trust and transparent
based work culture can always expect feedbacks from
their departing employees since they have no fear of
reprisal, victimization and harm coming to them for
speaking out their feelings both pleasant and
unpleasant. Whereas those companies which follow
closed, autocratic and command-and-control work
styles will have problems in eliciting honest feedback
from their departing employees for fear of reprisal.
through outside agencies, they can get real inputs for

corrective actions. Research findings have
established that 40% of the responses are found to be
different when the exit interviews are conducted after
the employees have left. (Source: Martin Burt
Financial Post)
Conclusion
An effective and comprehensive exit interview finding
will reflect the mirror image of the company work
culture. It will help identify the changing trends in the
industry. Exit interviews are a powerful source for
review and modifications of the company policies,
systems and management styles & keep pace with
changing business realities. If actions are taken on the
findings, it will not only prevent migration of the
highfliers but the company can also retain and attract
new talents for its competitive edge.
Exit interviews have become a powerful HR tool. As
per the recent survey in US, 80% companies conduct
exit interviews but only 1/3 of them act on the findings.
Therefore, inaction on the findings is the main reason
why exit interview fails to provide value addition to the
company.
So, to derive maximum benefits out of the system,
there has to be a built in mechanism in place for taking
action on the findings of exit interview and make it
mandatory and internalized as part of work culture.
Otherwise the exit interview process will be an
For such companies, exit interviews, if conducted
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Mamutty Chola is the CEO of ZAMS HR Consultants

Mumbai and can be reached at
mamuttychola@gmail.com
E-NEWSLETTER
Issue 22
Mar-Apr 2016
THE REAL CULTURE OF THE ORGANISATION
The Real Culture of the Organisation

We are most careful of our behaviour and actions, not
when we were reprimanded by our parent, not when
we were told the reasoning by our teachers, not even
when we faced nagging from our partners, but when
our child starts observing, imitating and questioning
us on why s/he is asked to do what we dont do
ourselves. Kids make us realise how important it is for
us to do things right and more importantly do what we
expect them to do.
Seldom do we realise this to be the truth in corporate
world too. Pretty much like our young ones our
subordinates follow what we do and the truth is, unlike
our kids they have lesser options of doing things their
own way. Not many can challenge or dare to put their
foot down (and survive in the company). In a way
subordinates perform in the broad framework given
by their manager, they do what managers do first. And
they observe managers and know all that they do or
dont do, more than what managers think.
The dictionary definition of culture is The totality of
socially transmitted behaviour patterns, arts, beliefs,
institutions, and all other products of human work and
thought. Culture is learned and shared within social
groups and is transmitted by non-genetic means. In
simple words, Culture is the way of doing things in a
particular set-up.
Senior management usually expects HR to drive
culture in the organisation. To my mind, the proverb 'As is the king so are the subjects' aptly defines the
set-up; Culture always percolates down from the top.
The very top knowingly or unknowingly is driving what
is real culture all the time. At the end of the day, HR
and other functional heads too work within the
framework given by the CEO.
and values but what would work on ground are the

traits displayed by the CEO and through him by those
who decide agendas in the meeting room. A CEO
wouldnt get his subordinates to follow transparency
till the time he himself displays that on ground.
Integrity as a value can only work with employees if the
CEO himself demonstrates highest level of
righteousness. Its important for the leader to first
introspect his own strengths and use it to drive the
organisation as nothing else will work. Play to your
strength is the answer.
The HR has an important role to play here, as few
rightly say they are the consciousness of the
management. They thus, need to play an active role in
listing the drivers of the culture in-line with what is
being displayed at the top. The lower squad needs to
see senior management walk the talk, only then will
they follow it and internalise it. HR, further is
responsible to build an ecosystem which would help
sustain and grow culture through various policies
(reward and recognition, performance management,
development programs etc.). The people managers
are further responsible to propagate it through
various engagement programs and initiatives. And
thats when one will see the culture getting ingrained
in the system at a much faster rate since its built on the
right foundation.
In a nutshell, the real culture of the company is the
traits the leader has and more importantly the traits
that he is perceived to have by the team down below.
And now dont think about what is being displayed by
your boss as you cant change that, but put your mind
and thoughts on how do YOU behave and does it match
with your expectations from the subordinates?
This theory also throws light on, what should be the

culture of the company? Though management and HR
is free to use any fancy words for companys culture
Page | 09
Sonia Uppal is currently working as

DGM-HR Ireo Private Limited
& can be reached at
imsoniau@yahoo.com
E-NEWSLETTER
Issue 22
Mar-Apr 2016
NATIONAL SECRETARIAT NEWS

Date
Venue
Participants
: 21th, 22nd January 2016

: Ashok Hotel, New Delhi
: 125+
National HR Summit on Transforming HR in Power Sector

The National HR Summit on Transforming HR in
Power Sector one of the first of its kind, was conducted
successfully by NHRDN in association with BIMTECH,
Power HR Forum & Deloitte in New Delhi. The main
objective of the Summit was to deliberate upon
important HR issues needed to re-align HR with the
emerging changes and challenges in the Indian Power
Sector today. A total of six themes which included four
main Panel Discussions were conducted successfully
by eminent speakers from the HR fraternity and the
leaders from the Power and Infra industries. A gist of
what the panelists and speakers had spoken during
the session is presented in this article.
Session 1: Inaugural Session
The Inaugural Session commenced with the Welcome
Address by Dr. H Chaturvedi, Director BIMTECH and
Dr. Vishalli Dongrie, Sr. Director, Human Capital
Consulting, Deloitte who spoke about the Theme of
alignment. The Inaugural Address was delivered by
the Chief Guest Mr. Piyush Goyal, Honble Minister of
State with Independent Charge for Power, Coal and
New & Renewable Energy, Govt. of India.
Inaugural Session
introduced power trading and created and deregularized the power sector. Since then,
amendments to the Bill have further helped in
generating power for the country. In the last decade,
we have managed to significantly improve our power
generation capacity which is in line with our aim to
become the 3rd largest GDP in the world by 2030.
Though, in order to achieve this, substantial
improvements still have to be made in efficient
execution of projects. Even with a high power
generation capacity, there is significant power
shortage in the country due to increase in cost of
power generated through renewable sources of
energy and also due to inefficiency of distribution
channels which vary depending on the state.
The power sector is going through a major
transformation due to the emphasis of power
generation through renewable sources of energy
such as solar energy and wind energy. This has also
led to a number of technological changes that have
happened in the last few years. The power sector must
also be supported with a well-built infrastructure to
be able to cope with the many changes that are taking
place.
Cross section of delegates
Power Sector of India

In the 1910s, India had a very poor capacity to generate
power which ultimately resulted in shortage of power
all across the country. The Electricity Bill, introduced
in 2003, was a major boost to the power sector as it
Along with this, there is a need to focus on the HR

strategy of all the stakeholders of the power sector
which will pave the way towards inclusive growth and
will help tackle problems such as skill development,
talent acquisition and advanced learning techniques.
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E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
Participants
Challenges for HR in the Power Sector

The effectiveness of dealing with rapid and radical
changes hinges on the effectiveness of HR
strategies that the power sector implements in
the time to come.
Attracting talent in the power sector is a major

concern as attraction towards public sector
enterprises has declined substantially over the
years. The new generation of workforce, also
called the Millennials, expects a dynamic
workplace, a strong culture and a diversified
profile.
The transformational changes taking place in the

sector would require employees to be well
trained. Skill development becomes a critical part
of the development process for the existing
workforce.
A culture of innovation needs to be built in order to

imbibe the same within the employees. This is
required as the sector is witnessing innovation in
every aspect of power generation. With the
emphasis on generation of power through
renewable sources of energy, manpower
requirement has increased considerably. It
becomes the responsibility of the HR domain to
ensure a balance of manpower cost vis-a-vis
increase in manpower count.
A major concern among the employees of the

power sector is their lack of trust on the vision and
strategy of the organizations. This concern needs
to be addressed through various employee
engagement sessions.
Building a leadership pipeline also becomes a

critical challenge area for HR in the current
scenario. Unavailability of skilled people within
the organization leads to outsiders becoming the
leaders of the organization which ultimately
affects the culture of the organization. Aging
workforce is another concern in the Power Sector.

: 125+
Mr. Kamal Singh, Director General, NHRDN delivered

the Vote of Thanks at the close of the Inaugural
Session.
Session 2: Challenges of Changing Power Sector
Scenario
The second session was chaired and moderated by
Mr. R.V. Shahi, Chairman, Energy Infratech Pvt. Ltd.
The Panelists for this session included:
Mr. R S T Sai, CMD, THDC - Mr. K M Singh, CMD, NHPC
- Mr. Anil Sardana, MD, Tata Power Co. Ltd. - Mr. A K
Jha , CMD, NTPC - Mr. I S Jha, CMD Designate, PGCIL Mr. B.P. Rao, CMD, BHEL - Dr. Rashid Al Leem,
Chairman, Sharjah Electricity and Water Authority Mr. Banmali Agrawala, President & CEO, South Asia,
GE Power - Mr. Vineet Jain, CEO, Adani Power - Mr.
Ravi Uppal, Group CEO, Jindal Steel & Power - Mr. S.
N. Subrahmanyan, Deputy MD & President, Larsen &
Toubro
Session - I
What are the Major HR Challenges?
Power consumption demand is going to grow in
Page | 11
double digits. This leads to people demand both in

Quantity and quality. There are issues with old
curriculum, not good relationship between
institutes and organizations.
E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
Participants
Attracting the people in power sector is a

challenge. Out of top 25 best places to work, there
is no power company. People no longer perceive
us as great place to work.This sector provides Job satisfaction, cordial relationship and work life
balance, but the talent is not willing to join the
sector.
Gen Y and Millennials - we have not innovated
enough in the sector. HR mindset is not aligned to
the new challenges of sector. 75% of population in
Tata power is millennial. HR should understand
new generation challenges and aspirations of the
new generation workforce.
The sector is not perceived as great place to work

by young talent. Once of the reason behind the
same is that the power companies have a rigid
structure and follow the same business model in
the changing business scenarios.
Finding new skill is very difficult especially when

government has requested to add 175000 MW
solar requirement and around 2.5 to 3 GW of
nuclear every year
Need to recruit people who have an aptitude of
What is the Way Forward for HR?

Develop new cadres and people with
competencies such as customer connect,
distribution relations to enable the employees be
equipped with the new demands of the.
Training people for new technologies, especially

in the field of power distribution.
Lack of consulting expertise in HR area specific to

power sector is a challenge.
Obliging a customer of whatever you have

promised should be the mindset. Customer
centricity is the competency that HR has to build
especially for all distribution companies.
Another competency to be built is Advocacy. There

should be brand ambassadors of the distribution
companies, who can minimize the voices that are
raised against the distribution company by people
with vested interest.
What is the Role of HR in Changing Climate

Scenario Across the World?
Currently, 80% of the electricity comes from fossil
fuel and 20% from renewable sources of energy.
To bring down the portion of fossil fuels, we should
look at the latest technology. Also, to adhere to the
changing compliance norms, there are high
investments and changes required in fossil fuel
based plants. Focusing on training in new areas
should be proactively managed by HR.
HR should strategize on how to relocate and

manage the employees of the plants asked to
close down due to regulations.
Promoting innovation should be the key focus for

HR. HR should play a role of catalyst to invoke
ideas relating to better use of emitted CO2 and
development of power storage and fuel cells.
HR should understand business and dynamics

thoroughly. They should predict the people impact
of the changing business dynamics.
Session - II
change especially as the sector undergoes
significant changes day in and day out.

: 125+
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E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
Participants
What is the Role of HR in Appointing People to Key

Positions?
People perspective of 2025: 7 youngsters have
been identified by Tata Power where they undergo
grooming by external coaches. Brainstorming
sessions are carried out with them to understand
and mitigate various HR issues related to
succession plan.
Cross functional job rotation is a must especially in

PSUs. When a person reaches GM level, he should
have a strong cross functional experience to lead
the organization as CEO effectively. There should
be an institutionalized mechanism of identifying,
grooming and tracking the successors to key
roles.
President-HR, RPG. - Ms. Jyoti Arora, Joint Sectary

Ministry of Power, Govt. of India. - Mr R K Verma Chief
Engineer Distribution, Central Electricity Authority.
Power sector has 90% of employees who are with

a background of engineering technology. Current
talent is so focused on their core technical area
e.g. turbine engineering, they are not willing to
think from business perspective. Building
business perspective in the employees is very
critical for talent management.
66% of employees from power sector belong to

power distribution. Skill council of India is
addressing the skill gap between the education
provided by institutes and what is required by
industry. Overall process include setting the
skilling standard for all jobs, get them verified by
industry, put in public domain for validation. And
then implement along with credible learning
providers. HR should actively participate in these
initiatives by Skill council of India.
VUCA being the overall theme of the organization,

the same can be addressed effectively through
Visioning, Understanding, Clear communication
and Adaptability. These could be the core
competencies that can help the professionals in
managing VUCA world.
Attracting and retaining talent especially due to

remote locations and frequent transfers is one of
the challenge that power sector faces.
Clear career path attaining leadership position

and building an employer brand through beliefs
and culture are used as tools to tackle the issue of
attracting and retaining talent.
Session - III
Session 3: Working for Talent Management
The third session was moderated by Mr. Anujesh
Dwivedi , Director, Deloitte and the panelists were:
Mr. U. P. Pani, Director (HR), NTPC Ltd. - Mr. R S Mina,
Director (Personnel), NHPC Ltd. - Mr. Adil Malia,
Group President-HR, Essar Services India Ltd.Mr. Ajay Mehta , CMD , Maharashtra State Electricity
Distribution Company ltd. - Mr. Vinod Behari, CEO,
Power Sector Skill Council of India. - Mr. Deepak
Bharara, CHRO, LANCO InfraTech. - Mr. V.C. Agarwal,

: 125+
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Participants
Focusing on right talent is very much important. It

is important to focus on non-engineering core
talent which also is critical for power sector.
Especially - Legal, regulatory and finance. A
special focus should be given to build and grown
this talent for power sectors.
To address the issue of skill gap the engineering

institute should look at some courses specific to
Power sector. 90% of power sector population
being form engineering background, it is essential
for them to understand the depth of industry and
way of operations. The courses could be of 3 years
graduation in power sector or a sandwich course
of mechanical and power etc.
The government is designing state specific action

plan for power sector companies which help in
building 24*7 electricity network and other. These
state specific action plans will help in estimating
the manpower needs in power sector. HR should
look proactively at these and make a strong talent
plan.
Session 4: Building Leadership Pipeline for

Delivering Success
The Chairman & Moderator for the fourth session was
Mr. Ajith Kumar Seth, Chairman, Public Enterprises
Selection Board (PESB) and the panelists were Mr.
Dr. Pritam Singh, Chairman LEAD Centre - Dr.
Santrupt Misra, CEO, Carbon Black ABG - Mr. Ravi P
Singh, Director (Personnel), Power Grid - Mr. Yogi
Sriram, Sr. VP - Corporate HR, L&T - Mr. Pradipta
Panda, Group President HR, Adani Group - Mr. S K
Biswas, Director (Personnel), THDC.
What are the Challenges in Building a Leadership
Pipeline?
Stakeholder buy-in is necessary for HR without
which no policy can be implemented. The ability to
convince senior leadership is extremely
important.

: 125+
A rigid Performance Management System can be

an issue. If not implemented correctly, leadership
pipeline will suffer as people might get promoted
not on the basis of their performance but on other
factors (such as tenure, age etc.). This results in a
weak middle management which is incapable of
handling bigger responsibilities and roles. Hence,
succession planning suffers.
Leadership development depends on how much

committed the leaders are towards their goals.
They must own the system, processes and
policies as well for it to succeed over a long term.
Strong Vision is critical to build character among

the employees. Only leaders with a strong vision
will be able to build a leadership pipeline.
Aligning the purpose of the organization, the

business strategy, the structure and policies /
processes is necessary as well.
Big data can help in identifying characteristics

about individuals in an organization. For example,
information about transfer, promotion etc. could
be decided in a better way through big data
analysis.
Aligning talent management process with the

business strategy and the organizational goal is
important to build a strong leadership pipeline.
Session - IV
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Participants
What are the Traits of a Leader?

Strong vision for the organization is required so
that the same could be trickled down to lower
levels thus giving a sense of responsibility to the
middle management.
Conviction A leader must remain focused on

his/her goals.
Character A leader must showcase positive

attitude & must possess the ability to stand up
during tough times. This will give confidence to the
people who follow him/her.
Empathy & Compassion Every leader must be

able to connect with the people that work for them.
An individual ability to get the work done depends
on how compassionate he/she is towards the
employees.
Not be egocentric A leader must be willing to

accept a different point of view.
HR, Jindal Steel & Power Ltd. - Mr. D. Bandyopadhyay,

Director HR, BHEL - Mr. Paritosh Mishra, Director HR,
AES - Mr. Amarnath Dogra ,Central Leader, Bharatiya
Mazdoor Sangh (BMS).
Trends and Challenges in Employee Engagement
The major challenges that the employees face in
any organization is non-resolution of queries and
grievances. An efficient mechanism to handle
employee grievance should be the first step
towards keeping employees engaged. Also, not all
employees would readily share their problems
with HR or any concerned body, hence it becomes
even more important to implement good ground
sensing mechanisms which helps resolve queries
before they have any negative impact on employee
morale.
Formation of committees such as Joint Bipartite

Committee for Coal India (JBCCI) is one step that
Coal India took to handle issues between
employees and the management. Every
organization should ensure involvement of
employees in committees such as canteen
committee etc. to create a better workplace.
Many organizations also conduct employee

engagement surveys but do not take the
necessary steps following the results of the
survey. Appropriate actions needs to be taken to
create a positive environment and keep the
employees engaged. Minor activities such as
birthday/anniversary, farewell celebrations etc.
also ensure that employees feel valued in the
workplace.
Considering the above point, the various factors

that drives employee engagement can be clubbed
into three categories:
Session - V
Session 5: Building Employee Relations and
Engagement
The fifth session was moderated by Mr. Sarat Acharya,
CMD, Neyveli Lignite Corporation and the panelists
for fifth session were Mr. Mohan Das, Director HR,
Coal India Ltd. - Mr. Chetan Tolia, Chief People Officer,
Tata Power - Mr. Rajeev Bhadauria, Director Group

: 125+
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Participants
Relationship with managers: Organizations with a

highly involved leadership body have the most
engaged workforce. Because management has
such an essential role in employee retention, it
should be leveraged in HR strategies to attract and
retain talent. Transparency and communication
have been identified as the basis of building trust
in leadership and gaining employee engagement.
2 Nature of work: Its impossible to be engaged at

work if employees feel like the work they are doing
is not engaging. Situations like these create strong
feelings of unhappiness, inadequacy and
frustration.
3 Organizational values: An engaged employee is
aware of business context, and works with
colleagues to improve performance within the job
for the benefit of the organization. A trend that has
been observed in the last decade is decrease in
commitment from the GenY or the Millennials.
Reluctance to believe in the mission and vision of
the organizations, inability of existing leaders to
understand the new generation leading to less
engaged employees are some of the reasons
identified for the same. Bharat Heavy Electricals
Limited (BHEL), one of the largest PSUs in India,
has initiated a program called My idea to promote
involvement of the newer generation. My idea
promotes innovative ideas among them and gives
them a platform to express them freely.
Another vital point put forward was to treat

employees as people and not as laborers. The
fact that they are still referred to as labor and
considered as physical entities is a flaw that needs
to be corrected soon.
Employee Participation
Employee participation was unanimously
identified as a reason for less engagement among
employees. To improve in this aspect, the medium
of communication must be strong in any
organization. Involvement of employees in the
decision making process, which is also referred to

: 125+
as participative decision making, is also critical

for an engaged workforce.
Another acute problem among organizations is

the lack of a robust performance management
system. An engaged employee would always look
forward to appraisal system which fulfills the
following things:
Effective implementation at Organizational,

functional and individual level.
Based on meritocracy.
Focuses on development of individuals.
Understanding engagement and performance

management is critical to success of any
organization. Its up to the organization and its
managers to fuel engagement, which results in
improved performance and productivity.
Having a diverse set of employees drives creativity

and innovation. Innovation, as already mentioned,
will keep the newer generation engaged.
Organizations that effectively capitalize on the
strengths of all employees and leverage their
differences and unique values have the most
engaged employees. Insights on the labor
landscape.
The focus should be towards having a committed

workforce than a cheap workforce.
In order to have a successful dialogue with the

labors, 3 major factors have been identified:
Delegates in rapt attention
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Venue
Participants
Freedom of association.
Freedom of representation.
Effective grievance handling.
As per CITU, demand creation should be the focus

keeping in mind the economic situation of the
country. Lack of demand has led to reduced
investment from the private sector and export,
too, has been plummeting. Demand creation
cannot be achieved without ensuring unfettered
trade union rights. An ever expanded indigenous
demand can be achieved through guarantee of
quality collective bargaining.
An alarming trend that was referred to was the

increase in number of contract workers for
regular operational jobs. The proportion of
contract workers has already crossed the 50%
mark on an average in the PSUs and it is even
more in the private sector. Even after the
significant contribution of these contract workers
towards production, productivity and profitability
of organizations, they are victims of exploitation
with respect to employee contracts including
wages, benefits, social security etc.
Cross section of participants

: 125+
The continuous refusal, of the Government of

India, to ratify the ILO Convention Numbers 87 and
Number 98 has been identified as a major setback
in establishing strong relations between the trade
unions and the management. As per this, nonratification of these conventions cannot be a
permanent feature and must be addressed duly to
promote decent conditions of work.
The merger of 44 labor laws into 5 labor codes

effecting abolition, alteration and addition of the
existing provisions of all the labor laws is seen as
outcome that could hurt the trust that labors have
with the management.
The sixth and Valedictory Session ended with a

Summary of the issues discussed, with Dr. Pritam
Singh, Chairman LEAD Centre presenting the
Welcome and the Way Forward and the Valedictory
Address was delivered by Mr. P.K. Sinha Cabinet
Secretary, Govt of India and the Vote of Thanks was
given by Prof. K K Sinha, Dean - Development,
BIMTECH.
Session - VI
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Mar-Apr 2016

Date
: 11th-12th February 2016
Venue
: Hotel Leela Ambience, Gurgaon
Participants : 150 +
4th NHRDN Summit on Workforce Technology & Shared Services

Lean & Smart HR Transforming Work
th
NHRDN, organized its 4 NHRDN Summit on

Workforce Technology & Shared Services in
partnership with Shine as a Lead Sponsor, People
Strong - the HR Technology & Summit Partner, EY The Knowledge Partner, Tata Sons as a Co-Sponsor,
BIMTECH, Jaipuria Institute of Management and IFIM
as the B-School Partners, Edenred as an Associate
Sponsor, People Matters as a Magazine partner, Gifts
were sponsored by GIFT XOXO and Design and
Communication partner was Fulki. The Summit was
attended by more than 150 participants from across
the country.
India is at an interesting cusp as the wave of
digitization changes the work and workforce
dynamics of the country. There is a new generation of
companies coming up which is changing the way work
is perceived or performed. From 9-5 desk jobs to part
time jobs and multiple employments, this
Uberisation of work will have a significant impact on
the Human Resources function. As the HR function
calliberates its processes and practices to the

changing business needs, Lean & Smart HR (HR
Shared Services and Technology) are going to be
the game changers. With this in mind, National
th
HRD Network organized its 4 National Summit on
Workforce Technology and Shared Services, on 11th
-12th Feb, at Leela Ambience, Gurgaon on the
theme Lean and Smart HR Transforming
Work.
This one-and-a-half day event saw over 20
Business Leaders who shared their views on how
the world of work will change and what role Lean &
Smart HR will play in this journey. The event was
spread across 6 Sessions which covered various
aspects of the theme. Emphasizing on the
increased need for such summits in the country,
the Summit Director, Pankaj Bansal, Regional
President-North, NHRDN, and Co-Founder and
CEO, PeopleStrong highlighted, While 70-80% of
HR oriented events in the United States and
Europe
Glimpses
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E-NEWSLETTER
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Mar-Apr 2016

Date
Venue
: Hotel Leela Ambience, Gurgaon
focus on HR Shared Services and HR Technology,

Indian platforms need to increasingly discuss and
learn from the experiences of latest and proven HR
transformations. Especially now when India has an
opportunity to be the HR capital of the world, a lot
more focus needs to come up. The event saw Mr.
Manoj Kohli, Chairman-Softbank as the Keynote
speaker, who shared how work has transformed in the
past decade and how will it take up a new face all
together in future. He shared that an organization has
only 2 goals : Profitability and Happiness, achieving
both requires a combination of Art and Science and HR
needs maintain a golden balance in order to so.
The other eminent business leaders who were part of
the interesting deliberations which happened in the 6
sessions reflected the same thought who included Mr.
Anurag Malik, Partner, People & Organisation
Advisory Services, EY, Mr. Sandeep Banerjee, CEO,
Compass group, Mr. Abhijit Bhaduri, Chief Learning
Officer, Wipro, Ms. Ester Matrinez, CEO & Editor-inChief, People Matters, Mr. Sandeep Sinha, CoFounder & Managing Partner, Lumis Partners,
Mr.Rajeshwar Triptahi, Chief People Officer,
Automotive & Farm Equipment Sector, Mahindra &
Mahindra, Mr. Biplob Banerjee, Exec. Vice President
HR and CSR, Jubilant Foodworks, Mr. G. Kalaiselvan,
Head-Technology Transformation, BPCL, Mr.
Srinivas Yelandur , Director & Digital Advisory Leader,
EY, Mr. Anand Subbaraman, Vice President HCM
Cloud Product Strategy, Oracle, Mr. B Srikanth,
CHRO, Airtel, Shubhro Bhaduri, CHRO, ABFSG & Mr.
Sukhjit Pasricha, Vice President-HR, IndiGo.
Workforce Technology and Shared Services have a
major role to play in the coming days to establish Lean
& Smart HR structures and NHRDNs Summit was
successful in projecting this in the minds of over 150
future HR leaders of the country.
Glimpses
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E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
: ITC Windsor, Bengaluru
Participants : 100+
4th Summit on Gender Balanced Leadership-The Way Forward

th
th
th
On 15 & 16 of March 2016, NHRDN organized its 4

Summit in Bengaluru on Gender Balanced
Leadership-The Way Forward. The Summit was
sponsored by Schneider Electric and Deloitte was the
Knowledge Partner.
The intent of this summit was to move beyond
establishing the case for diversity (because thats
already been done), and instead focus on the tangible
actions taken and the impact created. In each of the
sessions, the panellists and speakers challenged the
audience to raise the bar on:
(i) Where has the needle moved and what led to it?
(ii) What can we learn from our actions and good
practices?
(iii) How can we move ahead with greater pace and
commitment?
The Keynote Address was given by Ms. Chris Leong ,
Global Marketing Head, Schneider Electric.
Elaborating on the need of women in leadership, Ms
Chris Leong, Chief Marketing Officer, Schneider
Electric, said: Life is Energy, and Life is On today
because Energy is On. Hence, at Schneider Electric,

our intent is to make sure Life Is On for everyone,
everywhere and at every moment with our
technology. I feel proud to say that my women
colleagues are changing the way the electricity grid
operates and the way manufacturing and production
processes produce far better efficiency. So, unidimensional thinking does not work in this brave new
world. She further added, All humans are the
product of diversity. Today, we are taking diversity
from our homes all the way to our workplaces. We are
creating a much more beautiful world .
While presenting the Welcome Address, Mr. Kamal
Singh, Director General, National HRD Network, said:
Women represent 50% of the highly educated
people and 30-50% of the entry pool at campus,
however, the percentage of women in the board
rooms today are much less than that of men. It clearly
shows that even with a strong pipeline of female
leadership, somewhere the disparity sets in the way
that impacts a womans career growth trajectory
immensely. At NHRDN it is our constant endeavour to
bring awareness about the need of Gender-balanced
leadership. This was followed by five sessions
focusing on:
(i) Impact of Diverse Leadership on Business &
People Metrics
(ii) Women in the Boardroom - Looking Beyond
Compliance
(iii) Women in Leadership Positions: How to Build a
Sustainable Pipeline of Women Leaders
Inaugural Address By Ms. Chris Leong ,

Global Marketing Head, Schneider Electric
(iv) 4 significant Ms of a working womans life:

Marriage, Maternity, Mobility and Medical Care
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Date
Venue
Participants : 100+
(v) Inclusion Matters - moving beyond diversity.

The session on the theme Women in Board Rooms Looking Beyond Compliance by Mr. Bhaskar Bhat,
Managing Director, Titan Company Limited, in
conversation with Ms. Hema Ravichandar, Strategic
HR Advisor helped articulate precisely what more
should be done, to drive this goal and identify the key
issues that prevent gender parity in the Board rooms,
and how should those be addressed.
The session on the theme Women in Leadership
Positions: How to Build a Sustainable Pipeline of
Women Leaders, discussed how Indian women have
adopted to so many roles in their own lives before
entering the portals of the corporate world that in turn
impacts the style flexibility, which is the essence of
leadership today, is almost ingrained in their psyche.
In order to push women into leadership roles,
companies who wish to attract, retain, and nurture
women for advanced management positions will need
to take a hard look at what women want in their
organizations, rather than use minor interventions to

keep women engaged in the vision of the company for
business success.
Once an organization has successfully modified their
recruitment and hiring practices to reach a more
diverse audience, the next step is to successfully
engage and support employees especially around life
changing events, as was discussed in the session on
the theme: 4 M : Marriage, Maternity, Mobility and
Medical Care.
The Summit concluded on the premise that Inclusion
Matters and that diversity fosters creativity;
awareness of diverse perceptions and points of view is
crucial to creating an inclusive workplace.
Experiences and Insights from Organizations who
have successfully spearheaded this agenda and from
individuals who have beaten the odds to take a seat in
the corporate world enriched the deliberations and
ensured all participants had valuable takeaways from
the programme.
Summit In Progress
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Date
Venue
Participants : 100+
The key take away was that for building a gender

diverse leadership, both the organizations as well as
the women themselves have an equal role to play.
Several organizations have taken cognizance of their
role as an employer. Examples were cited from
various organizations such as Schneider, Wipro, IBM,
3M, where a systemic approach has been taken to
work on policies that support diversity and inclusion,
manager sensitization to deal with unconscious bias,
women leaders development, building diverse talent
pipeline and focused development of internal talented
women.
Deloitte shared about the concept of Dial down and
Dial up to support women in different stages of their
life & career. The panellists also shared the need for
moving to Sponsorship (only mentoring) of high
potential women leaders.
Many of panellists strongly brought out the point that
big share of accountability for building Gender
Balanced Leadership rests with women themselves.
Research and experiences show that women tend to
set higher Threshold Limit for themselves before

they feel that they are ready for bigger roles or to put
across their point of view. Women need to become
more mindful of this. They also need to challenge
themselves as to why they feel that they have the
luxury to quit when the going gets tough. Creating
personal & organization support mechanisms
Leaning In, formal / informal sponsors and networks
are important for success. Successful women
leaders who have broken the glass ceiling too have a
responsibility to engage in the diversity agenda.
The Summit concluded on the premise that Inclusion
Matters and that diversity fosters creativity;
awareness of diverse perceptions and points of view is
crucial to creating an inclusive workplace.
Experiences and Insights from Organizations who
have successfully spearheaded this agenda and from
individuals who have beaten the odds to take a seat in
the corporate world enriched the deliberations and
ensured all participants had valuable takeaways from
the programme.
As part of the Summit, the Prerna Awards constituted by Schneider Electric were also presented. The
awards quantified the theme in totality and exemplified the need to acknowledge the power of women
leadership. The recipients of the honour were :
Ms. Pavithra Y.S. for her incredible

entrepreneurship in the field of BPO with a team of
only People with Disabilities (PWDs)
Ms. Kala Charlu for her significant role in skilling

women/girls who are burn victims and provide them
with gainful employment.
Mr. Anil Chaudhry, Country President and MD, Schneider Electric India presented the awards.
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Mar-Apr 2016

Date
Venue
Participants : 100+
Mr. Anil Chaudhry, Country President and MD,

Schneider Electric India
Ms. Rachna, Mukherjee, Chief HR Ofcer,

Schneider Electric India
Mr. Kamal Singh, Director General, NHRDN
Mr. Dhananjay Singh,

Executive Director, NHRDN
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E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date & Venue : 4th-6th February 2016, Mumbai
11th-13th February 2016, Hyderabad
18th-21st February 2016, New Delhi
Managing the Contract Labour

(Issues, Concerns, Problems & Remedies) and What Every Manager
Should Know of Labour Laws (With Reference to Recent Judgements on Labour Laws)
The Programmes on Managing the Contract Labour

(Issues, Concerns, Problems & Remedies) & What
Every Manager Should Know of Labour Laws (With
reference to Recent Judgments on Labour Laws)
were held on 4-5-6 February, 2016 at Mumbai, 11-1213 February, 2016 at Hyderabad and 18-19-20
February, 2016 at New Delhi.
Court & Chief Editor - Labour Law Reporter,

Mr.Michael Dias, Secretary - The Employers
Association and Mr. Alok M Bhasin Advocate - High
Court were part of the Delhi program faculty and Mr.
Lancy DSouza, Advocate - High Court and Legal
Advisor - Bombay Chambers of Commerce and
Industry was part of the Mumbai faculty.
Mr. M. R. Gera, Eminent Law Professional led these

programmes with other experts both from Legal
Profession and Industry. Mr. Gera is also the Director,
Management Development Centre in Delhi and has
directed / coordinated nearly 350
programmes/workshops on the subject for both
private and public sector organizations as also under
the auspices of various leading national bodies and
companies. M.r H L Kumar, Advocate - Supreme
It was a truly intensive information packed program

provided valuable insights to more than 235
Participants across industry, the discussions held
were highly thought provoking and imbibed
participants with the knowledge about issues and
trends prevailing in the domain of Contract Labour
and how employers can effectively overcome the
challenges in managing the contract labour in the
current scenario.
Glimpses of workshop
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E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
Participants
: 3rd, 4th March 2016

: The Leela ,Mumbai
: 120+
4th HR Summit on Leveraging Compensation & Rewards for

Sustainable Business Growth
The 4th NHRDN Summit on Leveraging Compensation
& Rewards for Sustainable Business Growth was held
rd
th
on 3 and 4 March, 2016 at The Leela, Mumbai with
EY as the Knowledge Partner for this event. Rewards
can be used to reinforce the organisational values that
are important to an employer. If behaviours are
important to an employer, it should consider the way
in which results are achieved, not merely that targets
are met. Rewards can also be used in every part of a
talent management strategy, from attracting
individuals to ensuring they stay engaged. The central
theme for the Summit was Leveraging Compensation
and Rewards for Sustainable Business Growth, which
covered 8 sessions spread across two days. The
Summit was a mix of panel discussions and
presentation of case studies, which saw distinguished
business and HR leaders sharing their thoughts with
Total Rewards practitioners, who attended from
across the country. The main objectives of this session
were - Executive Compensation, Using Employee
Preference Data to become Rewards Ready,
Rewarding the Blue Collar, Moneyball, Executing a
Benefits strategy and chalking out the Future of
Rewards Systems.
The Summit began with the theme address by Mr.
Arvind Usretay, Executive Director, Rewards
Consulting, India Leader, EY. He touched upon the
style of rewards within the overall Talent
Management strategy that an organization must
adopt to be identified as a top employer. The
discussion veered towards how a Rewards philosophy
draws heavily from the vision of the organization and
is most likely unique to an organization, its culture and
its people. Dr. P.V.R. Murthy, Sr. VP & Global Head
HR, Taj Hotels Resorts & Palaces, Summit Director,
had helped give form to the agenda along with Mr.
Usretay.
Mr. K. Ramkumar, Executive Director, ICICI Bank &
President, NHRDN delivered the Keynote Address. He
suggested that Total Rewards practitioners must also
consider themselves to be Procurement Managers

for their organization. They are responsible for
designing policies that enable the organization to buy
time and competencies from their most valuable
resource the employees. He also suggested that the
on-goings of the compensation function need to
transcend from being transactional to being
relational and possibly look to be customised for
each employee.
st
The 1 session of the Summit was a Panel discussion

moderated by Mr. Rajiv Krishnan, Partner & India
Leader, People & Organization, Advisory Services, EY.
The panelists included Mr. Amandeep Gupta, Whole
Time Director and CEO OCL India Limited, Mr. Hitesh
Oberoi, Co-Promoter MD and CEO at Info Edge India
Ltd (Naukri.com) and Mr. Prashant Srivastava,
President Group HR & People Excellence at Reliance
ADA Group.
The Panel offered the view from the top and enlisted
the expectations of the C-Suite from Total Rewards
professionals, the interplay between the
Organizations Culture, Rewards Strategy and
Employee Behaviour, how does the C-suite/board
approach the upheaval in modern rewards strategy to
ensure an inclusive workforce.
The 2nd panel discussion was led by Dr. Aquil Busrai,
CEO, Aquil Busrai Consulting with Mr. Rajesh
Padmanabhan, Director & Group CHRO, Welspun
Group, Mr. Raj Raghavan, Director HR, Amazon,
Mr.Dependra Mathur, VP & Head Compensation &
Benefit and International HR, Infosys BPO.
The panel shared their views on Executive
Compensation and offered perspectives on what i) pay
for performance really means for the C-Suite
members, ii) whether equity plans have delivered the
desired behaviours and outcomes. They also offered
their opinions on the topic of equity and fairness of
executive pay. The Panel members agreed that Cost
of Leadership could be a key metric in determining
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Mar-Apr 2016

Date
Venue
Participants
rd
The 3 session was a presentation of the interim

findings of the EY Total Rewards and Talent survey
2016 employers perspective. Data collected from
and analysed for 150 unique respondents across India
Inc. gave insights into the current practices which are
governing key talent management processes such as
compensation, benefits and performance
development.
The day drew to a close with a panel discussion on
Rewarding Blue Collar workers. Mr. G. P. Rao,
Founder and Managing Partner at GPR HR Consulting
LLP., moderated the panel which saw participation
from Ms. Geetha Ghaneckar, CHRO, Lifestyle
Business, Raymond, Mr. Dharm Rakshit, Vice
President HR, Godrej, Mr. Balkrishna Patil, Vice
President Employee Relations, Mahindra &
Mahindra Ltd. & Mr. Uday Mahale, President
Siemens Workers Union. The eminent panel provided
fact-based insights on the virtues of understanding
the needs of the workforce, tailoring reward
programs and impact of personalized rewards.
The Day-Two opened with a panel discussion on Sales
Compensation. The panel was moderated by Mr.
Arvind Usretay, Executive Director, Rewards
Consulting, India Leader, EY. He brought together
views from Ms. Sujatha Sudheendra, Head HR, Aditya
Birla Finance Ltd., Ms. Jyoti Punja, Chief Distribution
Officer, Cigna TTK Health Insurance Co., Ms. Seema
Ambastha, SVP India & Global Business Netmagic
Solutions, Mr. Barttanu Das, Head HR, Blue Dart
Express Ltd.
The panel talked about similar set of challenges faced
across various industries in dealing with sales
incentive programs, whether sales compensation
rewards behaviours or results and the need for
programs to be designed based on real time inputs
from key stakeholders.

: The Leela ,Mumbai
: 120+
The next session was a case study presentation by Mr.

Ashish Sen, General Manager, HPCL. Mr. Sen took his
audience through the components of an effective Total
Rewards Communication strategy, some of the key
people initiatives, talent management practices and
total rewards offerings at HPCL.
Mr. Satheesh K. V. Director - Total Rewards, Flipkart,
presented the companys journey in defining benefits
that strike a chord with employees and help deliver a
superior employee value proposition. Mr. Satheesh
emphasized the importance of understanding the
employee demographic in details to be design
programs that build an emotional bond.
Ms. Shalini Adhaar, Director, HR, Tupperware India
Pvt. Ltd. took the audience through a very interesting
direct selling business model of Tupperware and how
that translates into compensation and benefits
offerings for a large segment of their employees, who
never visit an office setup. She emphasized how
benefits are not a retention tool for companies and
have transformed into a key employee attraction tool.
The Summit was brought to a close by Mr. Adil Malia,
Group President HR, Essar Group. He underpinned
shortcomings of most Total Rewards programs and
followed by a detailing with the 6Gs model for a
successful Total Rewards program.
At the end of the Summit, delegates were left with
thought provoking insights and perspectives from
eminent leaders on building a future ready, Total
Rewards program that leverages deep knowledge of
an organizations workforce, understanding of
market factors, how they dictate employee choice and
make it imperative for organization to offer intelligent,
personalized rewards programs to their talent pool.
Page | 26
E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
Venue
Participants
Glimpses of Summit
Page | 27

: The Leela ,Mumbai
: 120+
E-NEWSLETTER
Issue 22
Mar-Apr 2016
KUDOS/MOVEMENTS
Avinash Kohli is the new Head HR of Boeing

Avinash Kohli has been appointed as the Head of HR for Boeing Company subsidiaryBICIPL- Boeing India Corporation Private Limited. Currently working as Vice PresidentHR at Citi Technology Centre in Pune, he will join the firm on April 4th, 2016. An alumnus of
Delhi School of Economics, Avinash has dealt with HR Strategy & Business Partnership,
Organization & Talent Management, Compensation & Benefits, Leadership Development
& Training, and HR Operations. In his new capacity as the Head of HR at Boeing, he will
work as a member of the IMEA HR team and Lead India specific HR programs, initiatives, business partner
support and services to Boeing employees and specifically, manage the HR function to deliver HR support,
services and provide guidance and direction to the Leadership team in India. Avinash is also the Honorary
Secretary of the Delhi & NCR Chapter, National Human Resource Development Network.
Welspun Group appoints Rajesh Padmanabhan as Director, Group CHRO

Rajesh Padmanabhan who was past President and group CHRO of the Vedanta Group has
joined , Welspun Group as Director and CHRO. Welspun is a 3 billion dollar business
company dealing in pipes, plates and coils, as well as the home textiles sector with its
presence in other areas, such as steel, infrastructure and energy.
Padmanabhan, who has post graduated in HR as well as finance, from Narsee Monjee
Institute of Management Studies, started his career with the ICICI group, handling
systems on mainframes, and went on to become a corporate banker. His stint with Vedanta as President
and Group CHRO ended in December 2015.
Dr. R. Sridhar is new HR Head of ITC

ITC has appointed Dr R Sridhar as the new Head of Human Resources, continuing the
process of appointing second-generation executives to key positions that the
conglomerate kicked off three months ago. Dr Sridhar was earlier executive VicePresident and Head (Learning and Development). He replaces veteran human resources
professional Anand Nayak who retired after 42 years of service in ITC. Sridhar joined ITC in
1982 after his MBA from XLRI, Jamshedpur and worked in various sectors including
cigarettes and will be incharge of grooming younger talent in the company and prepare a succession plan
across various levels in ITC.
Page | 28
E-NEWSLETTER
Issue 22
Mar-Apr 2016
CHAPTER NEWS - BHUBANESWAR

Date
: 29th January 2016
Venue
: Infosys, Bhubaneswar
Participants : 80
WPOWER 2016
Bhubaneswar Chapter is one of the most dynamic
Chapters of the NHRDN & is committed to the cause of
the HR professional within the State and to HR
Professionals at large. It is recognized as one of the
front-runner Chapters under NHRD aegis that works
towards furthering the aims and objectives of the
body. The Chapter won the Best Chapter Award at the
National Conference of NHRD in 2014-15 and the glory
based on, inter alia some of the flagship programmes
that this Chapter offers. One such flagship
programme that it offers every year is WPOWER. This
year, WPOWER is in its third edition looks at debating
and discussing critical areas influencing women at
workplace.The inaugural session was graced by Ms.
Rebecca John, Senior Advocate, New Delhi, who
shared her perspectives on Journey of Powerful

Women @ Work: My Journey as a Lawyer. Men and
Women need to work together, respect each others
roles and rights to make choices and take decisions is
what she stressed upon. Mr. Suresh Dutt Tripathi,
VP(HRM), Tata Steel touched upon the theme of
Feminity and Power hand-in-hand-What female
power should look like and where he spoke about the
importance of empathy as a crucial element for
survival. To be sensitive to each others needs is the
essential factor to make workplace a better one. In her
remarks Ms. Paramita Mahapatra, MD & CEO UMSL,
Director IMFA & President NHRD Bhubaneswar
Chapter spoke about feminity and power & how we
think determines and conveys our power.
Page | 29
E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
: 29th January 2016
Venue
Participants : 80
The session on Are Women in Leadership Roles in a

Bind where women were expected to be strong &
decisive as leaders, nurturing & cooperative, saw
eminent personalities like Ms. Shampa Dhar Kamath,
Managing Editor, New Indian Express, Mr. Debiprasad
Das, Sr. VP & CHRO, CEAT and Dr. SK Mahapatra,
President-HR (Power Business), Bajaj Group sharing
their experiences and perspectives.
This was followed by Panel Discussion on the theme of

Lets play True or False: Women still have to do more
at workplace to prove themselves. The Panellists
were Ms. Sanghamitra Jena, CEO & Founder, Eastern
Tours & Travels, Ms. Sashmi Nayak, Ambedkar Chair
Professor of Social Work, NISWASS, Prof. Supriti
Mishra of IMI, Bhubaneswar and moderated by Mr.
Sujit Mahapatra, Founder & Secretary, Bakul
Foundation.
What Stops Me from Getting There - was an interactive

session conducted by Ms. Simren Mehn, Learning &
Development Infosys where the audience
participated and shared their own journeys to the top.
A very pertinent issue the question no one asks:

Sexual Harassment of Women @ Workplace
(Prevention, Prohibition and Redressal) Act, 2013:
What the New Law Says, was debated and discussed
with Ms. Namrata Chadha, Former Member State
Commission for Women, Member, Juvenile Justice
Board & President, Maadhyam and Ms. Saswata
Patnaik, Additional Govt. Advocate, High Court of
Odisha .
Page | 30
E-NEWSLETTER
Issue 22
Mar-Apr 2016

Date
: 29th January 2016
Venue
Participants : 80
The DIVA Awards

This time The Diva Awards were instituted to honour,
recognise and appreciate the laudable efforts of the
unsung heroes who have contributed for a social
cause despite tremendous hardships and challenges.

Our Chapter salutes their passion , commitment and
the courage to keep that fire burning.
The Diva Awards at WPOWER 2016 felicitated and

appreciated the efforts undertaken by the unsung
heroes. They are Ms. Basanti Lohar from Keonjhar,
Ms.Sarada Lahangir from Sambalpur, Dr. Pragyan
Bharati and Ms. Senha Mishra Bhubaneswar .
The Valedictory address was given by Guest of Honour

Ms. Soma Mondal, Director (Commercial), NALCO
and the Chief Guest of the occasion Mr. Sunjoy Hans,
Chairman,Lalchand Group felicitated the Diva
Awardees.
Page | 31
E-NEWSLETTER
Issue 22
Mar-Apr 2016
CHAPTER NEWS - CHENNAI

Date : 26th March 2016
Venue : Mahindra City,Chennai
Outlearn 2016
As part of its Outlearn Programme, the Chennai
Chapter organised a visit to Infosys, Mahindra City,
Chennai as part of its innovative ways of adding value
to its members. It was attended by close to 36
members of the NHRDN Chennai Chapter. The visit
th
conducted on 26 of March 2016, was a good balance
between a campus walk, visit to the workplace, a live
demo and an engaging presentation and interaction
session with the senior leaders at the Mahindra
Campus.
The participants had a world class experience in the
form of expert talks on Infosys and its business
presented by one of their senior leaders and the HR
practices shared by none other than Mr. Sujith Kumar,
HR Business Leader, Infosys Ltd, Chennai & the
President-NHRDN, Chennai Chapter.
What was planned as a half day session went well into

the lunch hour with the participants trying to take it all
in. The Q&A spilled over the lunch time, which was
followed by a tour of their campus spread across 130
acres. The participants had the opportunity to see
amazing facilities, its landscape, the Japanese
garden, the play courts, and their accommodation
centre and last but not the least, a block dedicated only
for recreational activities. The employees were shown
how the company provided an environment that
ensures work life balance to its employee with the
management sparing no effort to ensure that
employees have a worthy time inside be it work or fun.
The visitors were hosted for a game of bowling during
the visit before calling it a day. It was a day well spent
learning, having fun and an insightful learning
experience for all the participants!
Page | 32
E-NEWSLETTER
Issue 22
Mar-Apr 2016
CHAPTER NEWS - HYDERABAD

Date : December 2015, January 2016
Venue : EThames Degree College, Hyderabad
Snapshots
An Interactive Session on Achieving Personal Excellence by Managing
rd
SELF effectively by Mr. Vangipuram Balaji was held on Thursday, 3 Dec
2015 at EThames Degree College, Hyderabad.
Another Interactive Session on SUCCESS - The Changing Definitions In
The World Of Work was held by Ms. Madhavi Iragavarapu on Thursday
10th Dec 2015 at EThames Degree College, Hyderabad.
An Interactive Session on Re-designing Life an Inside-Out Approach by
Mr. Vikramaditya Duggal Chief Energising Officer, Abhivyakti - the Expression
on Thursday 17th Dec 2015 at EThames Degree College, Hyderabad.
An Interactive Session on Managing Implicit Bias to build an Inclusive

Culture by Ms. Madhujit Singh on Thursday 24th Dec 2015 EThames
Degree College, Hyderabad.
An Interactive Session on Human Resources Strategies for Organization

st
Transformation By Mr. Raamchander Maddela on Thursday 31 Dec 2015
EThames Degree College, Hyderabad.
An Interactive Session on Importance of a Leadership Model by Mr. K.

th
Srinivas Rao on Thursday 7 Jan 2016 at EThames Degree College,
Hyderabad.
An Interactive Session on Business Dynamics and New HR By
st
Mr. Venkatesh Palabatla on Thursday 21 Jan 2016 at EThames
An Interactive Session on Performance Management System Model By
Mr. Sridhar Remella on Thursday 28th Jan 2016 at EThames.
Page | 33
3 Seminar on
Prevention of Sexual Harassment
at the Workplace:
rd
Awareness, Enforcement & Leading Practices

06th May 2016, The Leela, Mumbai
Seminar Directors
Ms. Kanika Bhutani - Director EY & Ms. Priti Kataria - V.P HR Wipro
CONTEXT
It is extremely unfortunate to realise that in spite of having a sizable number in society and workplace, Indian women still
have to struggle hard for their safety and security. This struggle not only hampers their individual professional growth but
also adversely affects the overall organisational productivity. Realising the increasing incidences of such cases at the
workplace, the Indian Parliament has passed a special act for the Safety of Women i.e the Sexual Harassment Of Women At
Workplace (Prevention, Prohibition, And Redressal) Act, 2013. Thus, it requires serious attention and sincere efforts to
create awareness so as to further help prevention of the issue from its roots, by enforcing leading practices in the corporate
world.
Recognising these concerns, National HRD Network has taken the initiative to organise a special program on Prevention
of Sexual Harassment at the Workplace: Awareness, Enforcement & Leading Practices. This program is the 3rd in the
series and will have some eminent speakers from the judiciary, consulting, and corporates who will discuss and deliberate
upon the provisions of the law, as well as various ways and methods of effectively framing anti-sexual harassment policies
and dealing with such cases in organisations.
KEY DISCUSSIONS
Understanding the implications of sexual harassment prevention law at workplace
Understanding the appropriate ways and methods of approaching and responding to sexual harassment concerns and
incidents
Responsibility of the state towards sexual harassment prevention at workplace
Corporate/Industry responsibility under the law
Knowing basic rights and privileges of women at workplace
How HR and legal teams can frame effective anti-sexual harassment policies in organisations
How to sensitise and train employees regarding the new sexual harassment prevention law
Individuals approach towards the concern of sexual harassment at workplace
Introducing complaint committees in organisations and defining the roles and responsibilities of the concerned
executives
Identifying both preventive and corrective measures against sexual harassment
Framing clear cut punishment policies
Making organisations ready and compliant with rules and procedures prescribed under the sexual harassment
Knowledge
Communication &
Partner
Design Partner
prevention law
Understand the enforcement agencies perspective
SOME OF THE CONFIRMED SPEAKER

Ms. Kanika Bhutani
Director
EY
Ms. Priti Kataria

VP-HR
Wipro
Ms. Rani Desai
Ms. Aparna Sharma

Independent Director
T.S. Alloys LTD.
CHRO
Deloitte
Ms. Manjusha Bhatnagar

Director HR & CA
Balmer Lawrie & Co. Ltd.
Mr. Yogi Sriram (Key Note Speaker )

Sr.VP Corporate HR
L&T
Mr. B.C Prabhakar

Advocate
Karnataka High Court & President
Karnataka Employers Association
Mr. Vishal Kedia

Founder
ComplyKaro
Prof. Asha Bajpai

TISS
Mr. Jairam Pawar

District Officer Mumbai
Sub-urban (Dy. Collector)
Ms. Harlina Sodhi

SEVP Head-Culture &
Capability, IDFC Bank
Ms. Lovleen Joshi

Head HR
IDFC Ltd
Mr. Rajkumar Shriwastava

Director- Assurance
EY India
Ms. Pooja Prabhakar

Director
BCP Associates
Ms. Dipti Kotak

S.V.P Legal
Sony Pictures Networks India
Dr. Anagha Sarpotdar

External Member & Consultant Sexual Harassment at Workplace
Ms. Urvi Chhaya

VP HR
ICICI Prudential Life
Mr. Senthilnathan B
SVP & Head Employee Relation
Citigroup South Asia - Citibank
WHO SHOULD ATTEND

The program has been vigilantly crafted for HR Heads, Leaders, Managers & Executives to enable them to build a conducive workplace for
employees across levels, and the ways & means of dealing with such situations. The Session would also be a great learning experience for
Academicians & will enable them to understand the practical implications of Sexual Harassment Laws.
CERTIFICATE OF PARTICIPATION FOR ALL THE DELEGATES
DELEGATE FEE
Fees (Per Participant)
For 1
For 2-4
For 5 & more
NHRDN Platinum Member (Institutional)
` 6,400/-
` 6,000/-
` 5,600/-
NHRDN Gold Member (Individual + Institutional)*
` 6,800/-
` 6,375/-
` 5,950/-
NHRDN Silver Member (Individual + Institutional)
` 7,200/-
` 6,750/-
` 6,300/-
Non-Member
` 8,000/-
` 7,500/-
` 7,000/-
Student / Academician
` 4,000/-
` 4,000/-
` 4,000/-
*All Existing Life Members may avail Gold Member rates
Service T ax of 14.5% is applicable on the fee

Extra 10 % discount on 3 and 15% off on 5 or more
nominations from the same organisation
Fee includes cost of tea/coffee/lunch and other organisational
expenses
Fee to be paid by NEFT or cheque favouring National HRD
Network and sent to the below mentioned address
National HRD Network, C-81-C, DLF Super Mart-1,

DLF City IV, Gurgaon 122002
For NEFT/RTGS, please find below the details:

BENEFICIARY NAME
: NATIONAL HRD NETWORK
BENEFICIARY BANK
: ICICI BANK
BRANCH NAME
: SushantLok, Gurgaon
BANK ACCOUNT NO.
: 018301007404
BANK IFSC CODE
: ICIC0000314
BANK MICR NO.
: 110229042
Service Tax Registration No.: AAATN1283CSD001
NHRDN PAN No.: AAATN1283C
ADMINISTRATIVE DETAILS
Date
Registration
Session
Venue
:
:
:
:
06th May 2016

08:00 A.M. 09:00 A.M.
09:30 A.M. 05:30 P.M.
The Leela, Mumbai
Megha Bist
Tel: +91-124-4041560, 9899150663, megha.bist@nationalhrd.org
National HRD Network | National Secretariat
C-81C, DLF Super Mart I, DLF City, Phase IV
Gurgaon 122002 | Website: www.nationalhrd.org
FORE School of Management

New Delhi
Presents
rd
3 CEO CONCLAVE 2016

th
15 June 2016 | ITC Grand Parel, Mumbai
Simplifying
Complex
Realities:
Scripting the Way Forward
Click here for more details
3 Indian
rd
rd
Management
Simulation Challenge 2016

Regional Rounds
Kolkata
22-23 April 2016
Bengaluru
29-30 April 2016
Mumbai
9-10 May 2016
New Delhi, Round 1

19 -20 May 2016
New Delhi, Round 2

23-24 May 2016
Champion Team
Runner-Up 1
Runner-Up 2
Trophy & INR 1,00,000/-
Trophy & INR 60,000/-
Trophy & INR 40,000/-
What is the Indian Management Simulation Challenge?

The Indian Management Simulation Challenge is a National Championship where participants are exposed to the challenges of
Managing Business Enterprises in a competitive environment. The competition will enable participants to experience the thrill
of business intricacies and learn how to react to them. Time is compressed so that years of simulated time can be condensed
into days or even hours. The competition will allow other competitors to outperform each other and challenge the power of
cross functional operations, team working, business acumen and decision making. The IMC enables participants to learn how
to cope with complex challenges while building the capability of managing competition in ever changing business scenarios.
Our Partners and Sponsors

HR Magazine Partner
Communication Design Partner
Eligibility
Organizations can nominate multiple teams

A team comprise of 2-3 members
Participation is welcome from PSU's, Private Sector, Academicians and Entrepreneurs
No cross-corporate teams are allowed
Key Learnings
Participants will be able to harness
Strategic Thinking
Market Analysis
Teamwork
Financial Analysis
Cross Functional Application of Operations
Leadership Development & Sharpening Decision Making
Register
Per Team Participation Fee (INR)*

Fees (Per Participant in INR)
NOW
For 1-2 per team
For 3-4 per team
For 5 & more per team
NHRDN Platinum Member (Institutional)
` 21,600
` 20,000
` 18,400
NHRDN Gold Member (Individual + Institutional)*
` 22,950
` 21,250
` 19,550
NHRDN Silver Member (Individual + Institutional)
` 24,300
` 22,500
` 20,700
Non-Member
` 27,000
` 25,000
` 23,000
th
Special Discount INR 1000/- per team till 15 April 2016

*Service Tax@14.00%, Swach Bharat Cess 0.50% is applicable on the participation fee
*Each team consists of 2-3 members
NHRDN Service Tax No : AAATN1283CSD001

NHRDN PAN No : AAATN1283C
Remittance of participation fee in advance is compulsory to confirm participation of your nominees

DD/Cheque towards participations fee should be drawn in favour of "National HRD Network"
BENEFICIARY NAME: NATIONAL HRD NETWORK | BENEFICIARY BANK: ICICI BANK
BANK ADDRESS: 005 A United Trade Centre, Sector Road, Sushant Lok Phase - 1, Gurgaon - 122002 | BANK MICR NO.: 110229042
BRANCH NAME: Sushant Lok Branch, Gurgaon | BANK ACCOUNT NO.: 018301007404 | BANK IFSC CODE: ICIC0000314
Winners of IMC 2015
National Champions -
H PCL
2nd Runner Up - TATA Steel Ltd
1st Runner Up - HPCL
About NHRDN
The National HRD Network is the National Apex body of professionals committed to promoting the HRD movement in the
country and enhancing the capability of human resource professionals to compete globally and thereby creating value for
society. Towards this end, National HRD Network is committed to the development of human resources through education,
training, research and experience sharing. Established over 29 years ago, NHRDN is an autonomous, not-for-prot
professionally managed organization, playing a catalyst role in grooming Leaders for Tomorrow. It has 12,500 members
representing, Multinationals, Public & Private Organizations including Government, MSME & NGOs spread across 30
chapters in India and serves as a reference point for HR Professionals in Indian Industry.
SPONSORSHIP
For Registrations Kindly Contact:

Mr. Vinod Kakran +91 9811250897, vinod.kakran@nationalhrd.org
National HRD Network, National Secretariat Team
C-81C, DLF Super Mart I, DLF City, Phase IV, Gurgaon - 122002
Tel: +91-124-4217172, www.nationalhrd.org
IES
UNIT
ORT
OPP
AVAILABL
E
COMMUNICATION
DESIGN PARTNER
All Work?
Add Play!
tive
Give a crea
edge
ard Games
to your Bo
and
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rs
Ice-breake
Learn Faster.
Remember More.
Apply it all.
While having Fun!
Experiential
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EVP
Internalization
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Fun and
Engaging
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Based
Learning
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CCARD
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E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP
Members Admitted between January 2016 - March 2016

Permanent Institutional
NAME
CITY
STATE
Blue Star Limited
Dadra
Maharashtra
Gems Education Solutions India Pvt.Ltd.
Mumbai
Maharashtra
Guru Nanak Khalsa Inst.Of Management Studies
Mumbai
Maharashtra
HDFC Standard Life Insurance Com.Ltd.
Mumbai
Maharashtra
IDBI Federal Life Insurance Company
Mumbai
Maharashtra
IndusInd Bank Limited
Mumbai
Maharashtra
Invertis University
Bareilly
Uttar Pradesh
JK Cement Ltd.
Kanpur
Uttar Pradesh
KJ Somaiya Institute Of Management
Mumbai
Maharashtra
Mahindra Lifespace Developers Ltd.
Mumbai
Maharashtra
Standard Chartered Bank
Mumbai
Maharashtra
Terex India Pvt. Ltd.
Hosur
Tamil Nadu
NAME
CITY
STATE
Keva
Dadra
Maharashtra
Mando Softtech India Pvt. Ltd.
Gurgaon
Haryana
Navisite India Pvt. Ltd.
Gurgaon
Haryana
Star Union Dai-Ichi Life Insurance
Navi Mumbai
Maharashtra
Videocon D2H Limited
Mumbai
Maharashtra
Vivekanand Education Society Institute Of Management
Mumbai
Maharashtra
NAME
CITY
STATE
Les Concierges Services Pvt. Ltd.
Bengaluru
Karnataka
Annual Institutional
SME Institutional
Page | 42
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Life
NAME
CITY
STATE
Mr. Amruta Abhyankar
Pune
Maharashtra
Mr. Subir Chatterjee
Bengaluru
Karnataka
Mr. Abdul Kalam Azath A
Krishnagiri
Tamil Nadu
Ms. Akanksha Srivastava
Bengaluru
Karnataka
Mr. Anil Kumar
Bilaspur
Himachal Pradesh
Mr. Ankit Gujral
Gurgaon
Haryana
Mr. Antoine Baskar
Coimbatore
Tamil Nadu
Mr. Antony Innocent
Krishnagiri
Tamil Nadu
Mr. Anuj Alphonson
New Delhi
Delhi
Mrs. Archan Mehta
Ahmedabad
Gujarat
Ms. Asha Tripathi
New Delhi
Delhi
Mr. Ashok Kumar
Noida
Uttar Pradesh
Mr. Babu Devasenapati
Coimbatore
Tamil Nadu
Mr. Biswaranjan Sahoo
Bhubaneswar
Odisha
Ms. Chandrakala T
Krishnagiri
Tamil Nadu
Mr. Dipen Sharma
Pune
Maharashtra
Ms. Gayathri Nagaraj
Bengaluru
Karnataka
Mr. Hari Kota
Ahmedabad
Gujarat
Mr. Hrishikesh Jha
Mumbai
Maharashtra
Mr. Huzaifa Merchant
Mumbai
Maharashtra
Mr. Huzaifa Merchant
Mumbai
Maharashtra
Ms. Jai Shri Sharma
New Delhi
Delhi
Ms. Judhajit Das
Mumbai
Maharashtra
Ms. Kalyan Chakravarthy Dayal
Lucknow
Uttar Pradesh
Ms. Kavitha Kolala
Bengaluru
Karnataka
Mr. Kay G N
Secunderabad
Telangana
Ms. Latha N
Krishnagiri
Tamil Nadu
Mr. Manoj Kumar KS
Bengaluru
Karnataka
Mr. Manuel Anand
Chennai
Tamil Nadu
Ms. Meenakshi Khera
Gurgaon
Haryana
Page | 43
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Life
NAME
CITY
STATE
Mr. Mohd Sahil Siddiqui
Gurgaon
Haryana
Ms. Mona Hakeem
Mumbai
Maharashtra
Mr. Narayan Hegde
Bengaluru
Karnataka
Ms. Narmadha K
Krishnagiri
Tamil Nadu
Ms. Nishant Dangle
Mumbai
Maharashtra
Mr. Nitesh Shahi
Bengaluru
Karnataka
Mr. Peter Joseph V G
Krishnagiri
Tamil Nadu
Mr. Piyush Jajodia
Navi Mumbai
Maharashtra
Ms. Pooja Kamath
Bengaluru
Karnataka
Mr. Pradeep S
Bengaluru
Tamil Nadu
Mr. Prakash Subramanian
Bengaluru
Karnataka
Mr. Prashany Y. Joglekar
Thane
Maharashtra
Mr. Prateek Upadhyay
New Delhi
Delhi
Mr. Purushotham S l
Bengaluru
Karnataka
Mr. Rahul Amin
Hyderabad
Telangana
Mr. Rajesh Sisodia
Gandhidham
Gujarat
Mr. Rajinder Kumar
Bilaspur
Himachal Pradesh
Mr. Rakesh Missra
Ghaziabad
Uttar Pradesh
Mr. Ramkishore R
Krishnagiri
Tamil Nadu
Ms. Richa Sinha
Ghaziabad
Uttar Pradesh
Prof. Rishikesha Krishnan
Indore
Madhya Pradesh
Mrs. Shankar
Navi Mumbai
Maharashtra
Ms. Sadhana Rao
Gurgaon
Haryana
Ms. Sangeeta Malkhede
Chennai
Tamil Nadu
Mr. Sanketh Ramkrishnamurthy
Bengaluru
Karnataka
Mr. Santosh Singh
Mumbai
Maharashtra
Mr. Sapan Shrimal
Pune
Maharashtra
Dr. Selvaraj M S
Krishnagiri
Tamil Nadu
Dr. Shameem
Chennai
Tamil Nadu
Mr. Shantanu Bhave
Thane
Maharashtra
Page | 44
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Life
NAME
CITY
STATE
Ms. Shilpa Kulkarni
Mumbai
Maharashtra
Ms. Shilpi Gupta
New Delhi
Delhi
Ms. Shilpi Prasad
Thane
Maharashtra
Ms. Shweta Pathak
Mumbai
Maharashtra
Ms. Smita Affinwalla
Mumbai
Maharashtra
Mr. Somasundaram A S
Krishnagiri
Tamil Nadu
Ms. Sucharita Dey
Bengaluru
Karnataka
Ms. Sucheta Agarwal
Roorkee
Uttranchal
Ms. Sumantra Mitra
Mumbai
Maharashtra
Mr. Sunil Prabhune
Mumbai
Maharashtra
Mr. Suresh Warrier
Bengaluru
Karnataka
Mr. Suresh Jain
New Delhi
Delhi
Ms. Suruchi Bhatia
Gurgaon
Haryana
Mr. Sutanu Chowdhury
Bengaluru
Karnataka
Ms. Swapna S Sawant
Mumbai
Maharashtra
Ms. Swati Dogra
Pune
Maharashtra
Mr. Tarun Kapoor
New Delhi
New Delhi
Mr. Thomas John A
Krishnagiri
Tamil Nadu
Mr. Thulasidhara S
Bengaluru
Karnataka
Mr. Venkatesan Ramachandran
Bengaluru
Karnataka
Mr. Vijay Gole
Mumbai
Maharashtra
Ms. Vijayalakshmi C
Chennai
Tamil Nadu
Mr. Vimal Mukundan
Kochi
Kerala
Mr. Vinay Kumar
Hyderabad
Telangana
Mr. Vinit Puri
New Delhi
Delhi
Page | 45
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Annual
NAME
CITY
STATE
Mr. Archan Mehta
Ahmedabad
Gujarat
Mr. Adhir Mane
Mumbai
Maharashtra
Mr. Anand Shankar
Chennai
Tamil Nadu
Ms. Anaouli Desai
Vadodara
Gujarat
Ms. Anitha PD
Chennai
Tamil Nadu
Mr. Anson Emmanual Ivan
Pune
Maharashtra
Mr. Avijit Kar Navi
Mumbai
Maharashtra
Dr. Babu Devasenapati S
Coimbatore
Tamil Nadu
Mr. Babu Sudarshan
Bengaluru
Karnataka
Mr. Balaji M
Coimbatore
Tamil Nadu
Ms. Chitra Arunachalam
Chennai
Tamil Nadu
Mr. Dharmendra Singh
Jalandhar
Punjab
Mr. Dinesh Agarwal
Hyderabad
Telangana
Ms. Divya Sharma
Noida
Uttar Pradesh
Ms. Divya Naveen
Bengaluru
Karnataka
Ms. Divyata Khedekar
Mumbai
Maharashtra
Ms. Elizabeth Paul
New Delhi
Delhi
Ms. Fehmina Khalique
Greater Noida
Uttar Pradesh
Mr. Gaurav Bakshi
New Delhi
Delhi
Mr. Gaurav Wadekar
Bengaluru
Karnataka
Ms. Geetika Suri
Bengaluru
Karnataka
Mr. Giri Krishnan
Bengaluru
Karnataka
Mr. Gopinathan P
Coimbatore
Tamil Nadu
Mr. Harigovindan KS
Mumbai
Maharashtra
Mr. Hariprasad Kandaswamy
Coimbatore
Tamil Nadu
Ms. Homa Rumi Merchant
Mumbai
Maharashtra
Ms. Kafila Md
Warangal
Telangana
Ms. Kakoli Saha
Bengaluru
Karnataka
Ms. Kanika Jaiswal
New Delhi
Delhi
Ms. Karthiiga C
Chennai
Tamil Nadu
Page | 46
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Annual
NAME
CITY
STATE
Mr. Karthik B
Chennai
Tamil Nadu
Mr. Laxminarayan Nanda
Bengaluru
Karnataka
Mr. Mahadevan Durairaj
Coimbatore
Tamil Nadu
Mr. Mani Narayanan
Chennai
Tamil Nadu
Mr. Manish Rastogi
Noida
Uttar Pradesh
Mr. Manjeet Kocchar
Thane
Maharashtra
Ms. Marianne Franzen
New Delhi
Delhi
Ms. Minal Ganesh Kadam
Mumbai
Karnataka
Mr. Mohan Abbhi
New Delhi
Delhi
Mrs. Monica Vohra
Faridabad
Haryana
Ms. Mousumi Dhar
Bengaluru
Karnataka
Ms. Mridula Sharma
Dehradun
Uttranchal
Ms. Muddasani Rajya Laxmi
Hasanparthy
Telangana
Ms. Mugdha Joshi
Bengaluru
Karnataka
Mr. Muthaiah A
Chennai
Tamil Nadu
Mr. Narendra Singh
Bhopal
Madhya Pradesh
Mr. Natarajan M
Krishnagiri
Tamil Nadu
Mr. Nikhil Mathur
Bengaluru
Karnataka
Ms. Nivedha M
Chennai
Tamil Nadu
Ms. Parvathy Venugopal
Bengaluru
Karnataka
Ms. Pari Jhaveri
New Delhi
Delhi
Mr. Partha Pant
Mumbai
Maharashtra
Mr. Partho Chatterjee
Kolkata
West Bengal
Mr. Paul Joseph Kolanchery
Navi Mumbai
Maharashtra
Ms. Pooja Adhikary
Hyderabad
Telangana
Mr. Prakash Hegde
Bengaluru
Karnataka
Mr. Prakash Hegde
Bengaluru
Karnataka
Ms. Priya Fernandez
Chennai
Tamil Nadu
Ms. Priya Kavichelvan
Krishnagiri
Tamil Nadu
Mr. Rahil Yadav
New Delhi
Delhi
Page | 47
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Annual
NAME
CITY
STATE
Mr. Raj Kannan
Coimbatore
Tamil Nadu
Mr. Rajamanickam Duraiswamy
Chennai
Tamil Nadu
Ms. Rana Mukherjee
Thane
Maharashtra
Ms. Rashmi R
Bengaluru
Karnataka
Ms. Rashmi Kodikal
Mangalore
Karnataka
Ms. Ratna Sekhar Adika
Kolkata
West Bengal
Mr. Ravinder Kumar
New Delhi
Delhi
Ms. Reena Sharma
Dehradun
Uttranchal
Mr. Remella Naga Sridhar
Hyderabad
Telangana
Mr. Sampath Kumar
Coimbatore
Tamil Nadu
Mr. Sandeep Bhuyan
Golaghat
Assam
Ms. Sandhya Ganapathy
Chennai
Tamil Nadu
Ms. Sandipa Rahul Sinha
Navi Mumbai
Maharashtra
Mr. Sanjeevi Raj
Coimbatore
Tamil Nadu
Mr. Santosh Kumar Dwivedi
Bhopal
Madhya Pradesh
Mr. Sarandha Kumar
Pune
Maharashtra
Mr. Saurabh Kalra
Delhi New
Delhi
Mr. Senthilkumar S
Chennai
Tamil Nadu
Mr. Shailendra Sharma
Arasmeta
Chhatisgarh
Mr. Sharad Misra
New Delhi
Delhi
Mr. Shwetank Sharma
Muzaffarnagar
Uttar Pradesh
Ms. Shyamli Rathore
Gurgaon
Haryana
Ms. Smita Chandel
Kolkata
West Bengal
Ms. Sonali Jain
New Delhi
Delhi
Mr. Srinidhi Prasad
Bengaluru
Karnataka
Mr. Srinivas Darmula
Hanamkonda
Telangana
Mr. Sudheer Kothapalli
Hyderabad
Telangana
Ms. Sudipta Law
Bengaluru
Karnataka
Mr. Suman Kumar Naredla
Warangal
Telangana
Mr. Surendra Kumar
New Delhi
Delhi
Page | 48
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Individual Annual
NAME
CITY
STATE
Mr. Saurav Kumar
Bengaluru
Karnataka
Ms. Tanvi Garg
Bhopal
Madhya Pradesh
Mr. Thilak TS
Coimbatore
Tamil Nadu
Mr. Vidya Sagar Moningi
Chennai
Tamil Nadu
Mr. Vijayashree Pathikonda
Hyderabad
Telangana
Mr. Vimal Francis T
Krishnagiri
Tamil Nadu
Mr. Vinoth Kishore A
Chennai
Tamil Nadu
Mr. Vishwanath Pundlikrao Karad
Pune
Maharashtra
Mr. Vivek Vijayan
Navi Mumbai
Maharashtra
NAME
CITY
STATE
Mr. Abhay Mishra
Gorakhpur
Uttar Pradesh
Mr. Abhishek Devdhar
Greater Noida
Uttar Pradesh
Mr. Ahmad Saif
Greater Noida
Uttar Pradesh
Ms. Aiswarya R
Ernakulam
Kerala
Mr. Ajmal Khan
New Delhi
Delhi
Mr. Akash Garg
Roorkee
Uttrakhand
Mr. Akhil kumar Guttapalli
Bengaluru
Karnataka
Ms. Akshatha Purushotham
Mysore
Karnataka
Mr. Akshay Mammen
Bengaluru
Karnataka
Mr. Amit Ojha
Ghazipur
Uttar Pradesh
Mr. Aniket A. Barapatre
Mumbai
Maharashtra
Mr. Aniruddha Rao
Mysore
Karnataka
Mr. Anirudh Pratap Singh
Agra
Uttar Pradesh
Mr. Ankit Tiwari
Greater Noida
Uttar Pradesh
Ms. Anuradha Sharma
Greater Noida
Uttar Pradesh
Ms. Apoorva Mishra
New Delhi
Delhi
Ms. Apurva Bangera
Mumbai
Maharashtra
Student
Page | 49
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Student
NAME
CITY
STATE
Mr. Ashish Lath
New Delhi
Delhi
Mr. Ayush Upreti
Jamshedpur
Jharkhand
Ms. Bhavani Tejaswini Damodara
Hyderabad
Telangana
Mr. Divyanshu Srivastava
Allahabad
Uttar Pradesh
Ms. Drishti Saxena
Noida
Uttar Pradesh
Mr. Durdana Ovais
Bhopal Madhya
Pradesh
Ms. Dwija Priyadarshini
Secunderabad
Telangana
Mr. Ezra Devakumar V
Hosur
Tamil Nadu
Mr. Ganesh Shimpi
Ranchi
Jharkhand
Ms. Garikipati Vijaya Sri
Hyderabad
Telangana
Ms. Harini K
Hyderabad
Telangana
Mr. Jagadeesh Babu M
Hyderabad
Telangana
Mr. Jason R. Pinto
Mumbai
Maharashtra
Ms. Jaya Sheela M
Hyderabad
Telangana
Mr. Johnty Awana
Noida
Uttar Pradesh
Mr. Karthikeyan K
Thanjavur
Tamil Nadu
Ms. Kasturi Biswal
Hyderabad
Telangana
Mr. Kunal Kulshreshtha
Agra
Uttar Pradesh
Ms. Lavanya S
Adilabad
Telangana
Mr. Madhuri Sawant
Mumbai
Maharashtra
Ms. Madhusree T
Hyderabad
Telangana
Mr. Mahitrajan Tyagarajan
Bengaluru
Karnataka
Ms. Meghamallar Paul
Bengaluru
Karnataka
Ms. Monisha Rajagopal
Chennai
Tamil Nadu
Mr. Naga Sai Teja Timmaraju
Hyderabad
Telangana
Ms. Nandhini S
Hosur
Tamil Nadu
Ms. Neekita Rathod
Mumbai
Maharashtra
Ms. Nivedha Shasti
Chennai
Tamil Nadu
Mr. P S Neemish
Secunderabad
Telangana
Ms. Payella Kezia Florence
Hyderabad
Telangana
Page | 50
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Student
NAME
CITY
STATE
Ms. Piya Kunal
New Delhi
Delhi
Ms. Pooja Sharma
Jamshedpur
Jharkhand
Ms. Prachi Doshi
Mumbai
Maharashtra
Mr. Pranjal Agarwal
Ghaziabad
Uttar Pradesh
Ms. Pravin Juliyana A
Hosur
Tamil Nadu
Ms. Priya Kumari
Greater Noida
Uttar Pradesh
Ms. Priya Mishra
Siddharthnagar
Uttar Pradesh
Mr. Rahul kumar Soni
Mohania
Bihar
Ms. Ravali K
Khammam
Telangana
Mr. Rishab Regmi
New Delhi
Delhi
Mr. Rishabh Shukla
Greater Noida
Uttar Pradesh
Mr. Rishabh Shukla
Greater Noida
Uttar Pradesh
Ms. Riya Shori
New Delhi
Delhi
Ms. Rohini Agre
Navi Mumbai
Maharashtra
Ms. Sadhana Chandrasekaran
Chennai
Tamil Nadu
Mr. Sanjay Kumar Soni
Hyderabad
Telangana
Mr. Sanju RK
Payyanur
Kerala
Ms. Shalini Lall
Ghaziabad
Uttar Pradesh
Ms. Shikha Sheth
Vadodara
Gujarat
Ms. Shilpa Anakkathil
Mumbai
Maharashtra
Ms. Shirisha Busi
Hyderabad
Telangana
Ms. Shreya Mundhada
Mumbai
Maharashtra
Ms. Shweta Ghosh
Ghaziabad
Uttar Pradesh
Mr. Simran Srivas
Greater Noida
Uttar Pradesh
Mr. Somendar Kumar
Greater Noida
Uttar Pradesh
Ms. Soumya T
Khammam
Telangana
Ms. Spoorthi Poonja
Bengaluru
Karnataka
Ms. Srividya M
Hosur
Tamil Nadu
Mr. Sudeep Sundar Chinna Kandukuri
Gooty
Andhra Pradesh
Mr. Sujay SS Ashokan
Mysore
Karnataka
Page | 51
E-NEWSLETTER
Issue 22
Mar-Apr 2016
MEMBERSHIP

Student
NAME
CITY
STATE
Ms. Sunitha Tiwari
Hyderabad
Telangana
Mr. Tedwin Thomas
Bengaluru
Karnataka
Ms. Udita Banik
Bengaluru
Karnataka
Ms. Uma Sarada Kosuri
Hyderabad
Telangana
Mr. Umair Ahmad
Aligarh
Uttar Pradesh
Mr. Veeraja J
Nizamabad
Telangana
Mr. Venkata Subbaiah Vaddevalli
Guntur
Andhra Pradesh
Mr. Venugopal A
Hosur
Tamil Nadu
Mr. Vinay Abbar
New Delhi
Delhi
Mr. Vishal Nrupan
Bengaluru
Karnataka
Ms. Vyshnavi T
Hyderabad
Telangana
Mr. Saurav Kumar
Bengaluru
Karnataka
Ms. Tanvi Garg
Bhopal
Madhya Pradesh
Mr. Thilak TS
Coimbatore
Tamil Nadu
Mr. Vidya Sagar Moningi
Chennai
Tamil Nadu
Mr. Vijayashree Pathikonda
Hyderabad
Telangana
Mr. Vimal Francis T
Krishnagiri
Tamil Nadu
Mr. Vinoth Kishore A
Chennai
Tamil Nadu
Mr. Vishwanath Pundlikrao Karad
Pune
Maharashtra
Mr. Vivek Vijayan
Navi Mumbai
Maharashtra
Page | 52
E-NEWSLETTER
Issue 22
Mar-Apr 2016
CALENDAR OF PROGRAMS
January - March 2016
NHRDN Learning Centre Program Calender (2016 - 2017)

S.No
Program
Name
Program Theme
Date*
Duration
(Days)
City
Seminar
Prevention of Sexual Harassment at Workplace
6 MAY 2016
Mumbai
Conclave
3rd CEO Conclave
12 MAY 2016
Mumbai
Summit
4th NHRDN IR Summit
20 - 21 May 2016
New Delhi
Conclave
4th NHRDN Human Capital Conclave
27 - 28 May 2016
New Delhi
Competition
3rd Indian Management Simulation Challenge
22 - 30 April-May 2016
Kolkata/
Bengaluru/
Mumbai/
Delhi
Retreat
HR Leadership Retreat
8 - 9 July 2016
Goa
Summit
3rd NHRDN CSR Summit:
28 - 29 July 2016
Bengaluru
Forum
NHRDN 2nd Indian Management Forum
5 August 2016
New Delhi
Summit
4th NHRDN HRM Summit 2015
2 - 3 September 2016
New Delhi
10
Summit
4th NHRDN Summit on Learning & Development
14 - 15 October 2016
New Delhi
11
Special Event
NHRDN & Prof Ram Charan Young HR Icon

Awards 2015
1 - 31 July-October 2016
TBD
12
Quiz
Championship
5th Business Leadership Quiz
12 - 18 OctoberNovember 2016
13
Program
4th Advanced Leadership Program(ALP)
3 - 10 December 2016
China
14
Summit
NHRDN-BIMTECH HR Summit on "Transforming

HR in Indian Power Sector
19 - 20 January 2017
Delhi
15
Lecture
NHRDN Udai Pareek Memorial Lecture
21 January 2017
Jaipur
16
Summit
4th NHRDN Summit on Compensation & Rewards
9 - 10 February 2017
Delhi
17
Summit
5th NHRDN Summit on HR Shared Services
22 - 23 February 2017
Bengaluru
18
Conclave
4th CEO Conclave
24 February 2017
Mumbai/
New Delhi
19
Summit
5th NHRDN Women Leadership Summit
8 - 9 March 2017
Mumbai
20
Special Event
NHRDN Case Study Competition on

Management Education
24 March 2017
New Delhi
Page | 53
Bhub/
Bengaluru/
Mumbai/
Delhi
E-NEWSLETTER
Lead
Dhananjay Singh
Executive Director, NHRDN
Consulting Editor
P Charitha
Editorial Team
Nisha Kurup
Vinod Kakran
Support Team
Nalin Srivastava, Harendra Negi, Nandan Singh
Pranay Ranjan, Avinash Khurana, Priyavansh Singh, Megha Bist, Meenakshi Chauhan
Publisher
Kamal Singh, Director General, NHRDN
on behalf of National HRD Network
C-81C, DLF Supermart I, DLF City, Phase IV, Gurgaon 122002, Haryana
Tel: 91-124-421717179
Email: dg@nationalhrd.org
For detailed Program Calendar, kindly do visit www.nationalhrd.org
We welcome your feedback and suggestions on:

E-mail to: feedback@nationalhrd.org
Communication Design Partner
Creative Design Editor

Anuradha Sharma, Founder & CEO, Fulki Communications Pvt. Ltd.
www.fulki.co.in
Issue 22
Mar-Apr 2016

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E-NEWSLETTER

From the Desk of the

these three new initiatives are NHRDN Agora, NHRDN

The 4th NHRDN Summit on Workforce Technology &

Another milestone that we are touching is the HRSCAPE-a

The 4th Summit on Gender Balanced Leadership-The Way

Our New Membership Offerings for both Individuals/Students

We hope that in this 30 year since its inception, these new

and bounds. I seek your cooperation in joining us and

RELEVANCE, REACH & RESULTS.

NHRDN Connect - This is an app where we help support

Foundational, Competent, Advanced and Expert and in

With Best Wishes & Regards

Please click here for more details about HRSCAPE.

I will always strive to meet the highest evolving standards of

HOW TO HANDLE AN EXIT INTERVIEW

How to Handle an Exit Interview

Complete confidentiality and anonymity guaranteed

HOW TO HANDLE AN EXIT INTERVIEW

However, if the employee is determined to leave, then

b) To get to the bottom of the real reasons of quitting,

1) Reasons for Leaving

When did you realize its time to say good-bye?

c) The advantages of such procedures are:

I) To get actual feedback from the departing

Allow 80% talking time to the interviewee to tell

Interview ambience has to be relaxed, friendly and

Confidentiality and anonymity fully guaranteed

Unless sacked for misconduct or poor performance,

Why did you decide to leave?

Most and least satisfying aspects of your job?

Did the job help you in your career growth?

How do you rate your current pay and perks as

Did you find the company policies, rules and

HOW TO HANDLE AN EXIT INTERVIEW

Identify where our company is doing well?

3) Managerial /Team Support

Did you receive required guidance and support on

How do you rate or describe the quality of

Did you enjoy the support of your team members?

Did you receive ongoing feedback on your

How was your role clarity? Was it well-defined or

Was there scope for professional development?

What could we have done to retain you from

Were you satisfied with company training and

What were the specific reasons for accepting the

Did you enjoy a balanced work life balance?

Will you ever refer or recommend your friends for

through outside agencies, they can get real inputs for

For such companies, exit interviews, if conducted

Mamutty Chola is the CEO of ZAMS HR Consultants

THE REAL CULTURE OF THE ORGANISATION

The Real Culture of the Organisation

and values but what would work on ground are the

This theory also throws light on, what should be the

Sonia Uppal is currently working as

NATIONAL SECRETARIAT NEWS

: 21th, 22nd January 2016

National HR Summit on Transforming HR in Power Sector

Cross section of delegates

Power Sector of India

Along with this, there is a need to focus on the HR

NATIONAL SECRETARIAT NEWS