The Sharpest Arrow in Ceo’s Quiver

Q. How can HR link itself to the overall business strategy?
A. To be involved at the start of the strategy development, HR has to understand where the organization is going and what will that mean for its skills and talent needs, e.g., how many people will retire. It should also understand what skills will they take with them; the expansion plans; what skills will that take; the business trends and the impact they will have on skill needs.

Q. How can a CEO participate in making efficient HR processes?
A. CEOs need to use their role to help the organisation understand the critical contribution of HR to business’ success. But they also want senior HR executives to be more assertive in demonstrating their value and demanding their issues be recognised. CEOs believe senior HR executives can and should drive their agenda forward by ensuring they are business savvy, relevant, trusted and focused on issues that matter. HR needs to pound the table more as their issues get ignored in the heat of the battle.

Q. Which are the key strategic areas where involvement of HR becomes mandatory?
A. CEOs need leadership that is skilled, available and ready to act. HR needs to play a leadership role in identifying and developing talent. CEOs are looking to HR to help identify the behaviours and skills that will drive its productivity and success. Now that economic recovery is underway, most CEOs expect HR to lead a renewed focus on both talent management and succession planning.

Creating the employer brand
HR plays a key role in connecting culture with objectives and defining and communicating what makes its organisation a great place to work.

4 generations at the workplace
CEOs want HR to help predict and manage the impact of four generations at the workplace.

Social media
HR must have a solid grasp on how to use social media to communicate with and recruit employees.

Trend analysis
CEOs expect HR to forecast and analyse trends that will impact the business.Click here to read full interview..

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Indranil Das talks to Professor Yash Gupta, Inaugural Dean of Johns Hopkins University, Carey Business School, Regarding The Changing Academic trends in B-Schools in The US

Q: Why is it happening only with the Indians, why don’t we see people from other countries such as China accomplishing the same, as they too stepped into academics when India did?
A: Well, that is correct. A large Chinese population has been residing in the US for generations but the problem is of language. The language barrier is a huge problem when it comes to leadership roles. Secondly, I think many Chinese want to go back home as there are better opportunities in their country. Perhaps, Indians do the exact opposite because leadership opportunities in Indian academia are less.  

Q: You have been a big champion of diversity in all spheres and business too. Any particular reason you see that diversity is important?

A: Diversity is a fundamental thing for any society, never mind the US because what it provides you with is an opportunity to learn from different perspectives. Last century what we saw was a specialisation of one kind. This century is different. You need a different kind of skill set for more creative solutions. When you look at America, the competitive advantage is of technology and we hold a monopoly on the same. Whereas, India’s competitive advantage is that it follows suit with the development of software et al. In short, there are three things which diversity teaches us: the ability to understand and adapt, two it gives you better understanding of global problems, third, it really prepares you for uncertainty in the market. Click here to Continue...

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The BRIC and mortar of growth!

The Organisation of Economic Cooperation and Development (OECD) have revealed that the BRIC nations (Brazil, Russia, India and China) will experience a much faster and consistent growth than the developed nations across the globe. The developed economies would however see moderate expansion, but BRIC has more in store. OECD has brought together the ‘composite leading indicators’ (CLIs) which helps summarising information contained in a number of key short-term indicators, known to be linked to GDP, for member-countries since the 1980s. It was designed to offer untimely indicators of turning points in the economy (like peaks and depression) between growth and turmoil.

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Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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A kiss can evoke fond sentiments

What is worse is that now many sinister corporate lobbies masquerading as activists are misusing PILs to settle scores or fix and harass opponents & rivals. Some Supreme Court judges have gone to the extent of calling them PILs. In some instances, higher courts have even imposed penalties on frivolous or ‘motivated’ litigants.

The PIL was and is meant to allow courts to correct grave miscarriages of justice and provide a window of hope to poor and helpless Indians, who did not have the resources to crack the labyrinthine maze of the Indian legal system. That noble cause now stands perverted, thanks to busy bodies, corporate lobbies and a handful of judges. Shall we continue to hear anguished wails from senior judges or will something specific be done to stop the misuse of PILs?

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Source:- IIPM Editorial, 2006

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Duck the tax axe

As the financial year draws to a close, one can very well evince an increase on certain categories of funds that qualify for tax deduction under Section 80C. Equity Linked Savings Schemes (ELSS) and Unit Linked Insurance Plans (ULIPs) undoubtedly become the undisputed flavour during these taxing times. “People invest in these funds not out of need, but for tax exemptions...” remarked P. Banerjee of DSP Meryll Lynch to B&E.

Benefits that ELSS and ULIPs offer are definitely alluring. Higher returns, a 30% tax benefi t on the investment amount, zero capital gains tax, tax-free capital appreciation et al, are lucrative offers by all measures. ULIP combines the dual portfolio of investment and insurance into a single entity. ULIPs have received overwhelming response as they relieve the investment and insurance seeker from the hassle of tracking a portfolio of products. ELSS, on the other hand, can be looked at as tax saving options with high equity exposure. They feature funds that have to keep at least 80% of their cash invested in equity at all times. But a stampede towards investing in these funds at the end of the financial year to save taxes dilutes the basic principles of investment. As Amit Saxena, CEO, Planman Financial, voices, “A last minute dash would more oft en than not leave an investor in schemes that match neither his needs nor requirements.” That’s one reason this column comes at the start, and not at the end of this financial year; plan ahead :-)

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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It’s a $30 billion industry now

Latest statistics are eye opening. Around 70,000 trainers are known to now impart the practice and knowledge of yoga to around 30 million people in North America alone. Not only individuals, but government offices, police, military, therapist, schools and media are also capitalising on this 5,000 years old art of living. The yoga market offers everything ranging from teachers, corporate portfolio, accessories, yoga mats, equipment, instructional books and DVDs to tours to India. But most stunningly, recent studies show that while US now spends close to $2.95 billion on yoga classes alone, the size of the yoga industry now is, phew, $30 billion! It’s quite clear that the emphasis on the quest for human happiness has the potential to not only change the world, but also to add to global GDP figures! There’s perhaps only one other ‘happiness’ industry that’s as good, if not better, in sales. April 2007 saw CNN reporting the global porn industry to be worth $57 billion... ahem!

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative