People Matters

India Growth Story: Scene Two, Act One

Nov 1st 2010

This issue is about taking a step back and looking ahead. It is about appreciating the relatively greater standing of India in the global order, which, ironically, was pushed forward because of the economic crisis that still besieges most western economies. It is also about understanding the trends going ahead and the challenges in achieving a few decades of high growth like China has achieved over the last three. The confluence of minds slated to attend and contribute to the National HRD Net... Read more »

Cover Story View: Mr. Sourav Daspatnaik, NHRDN Regional President - East, and Director - HRD & Strategy and CEO - Shipyard Initiatives, Apeejay Surrendra Group

Nov 1st 2010

HR as a function of business has evolved to assume a totally new paradigm. Classically, HR was all about talent management and employer-employee relations. While these aspects will continue to be important, the inter-dynamics of the HR functions will assume a new role going forward. HR will need to manage complex networks of stakeholders beyond employees, including regulators, government, NGOs, et al. Consider the various Greenfield projects set up by companies like Vedanta and Posco, where ma... Read more »

Cover Story:That Tomorrow has come!

By Ester Martinez & Savreen Gadhoke

Nov 1st 2010

The global recession of 2008-09 has been a defining event in the modern history of global politics, national economies and corporate businesses. While its most visible manifestation has been the transition from a decade of Asian ascendancy to a new decade of Asian leadership, it has also brought with it a new reality – the post-recession reality of managing surging capital flows, of trade & currency wars, of a new globalization versus nationalism debate and of an unprecedented dose o... Read more »

Cover Story View: Mr. Vivek Paranjpe, Group President, HR, Reliance Industries Ltd.

Nov 1st 2010

 Governance’ will become extremely important in the next orbit; processes checks and balances will become imperative and will cascade down to all levels ensuring fair and transparent practices. Secondly, focus will be laid on ‘risk management’. It starts with acknowledging the possible business / function specific risks that an enterprise is likely to face followed by mitigating those risks as investors will demand that all risks are managed proactively. The third influe... Read more »

Cover Story View: Mr. K. Ramkumar, Executive Director, ICICI Bank Ltd.

Nov 1st 2010

In my opinion, one of the errors most organizations commit is to hire services of consultants and also choosing ‘best practices’ from various organizations and appending to their companies. When we talk about the DNA of talent, we should also realize that it’s unique to each company. It can be compared to the working of the human body where each body type has different needs and requirements and a different metabolism rate. Similarly, organizations need to understand the DNA ... Read more »

Cover Story View: Dr.Arvind Agrawal, President & Chief Executive Corporate Development & HR - RPG Enterprises

Nov 1st 2010

 With global companies setting foot in the Indian market, customers have diverse choices and access to global products with global quality and standards to purchase. Therefore, Indian companies need to adopt global standards of quality and service if they don’t want to lose their customers to multinationals. Secondly, talent mobility has opened doors to a new set of talent. A lot of Indian talent, which had gone overseas, is now returning. In addition to this, due to adverse employm... Read more »

Cover Story View: Mr. Pankaj Bansal, NHRDN National Secretary, and Co-Founder and CEO, PeopleStrong HR Services

Nov 1st 2010

In my opinion, high levels of employee engagement do not necessarily translate into low attrition. The key driver for employee retention going forward would be the way the work is defined for them. And as Charles Handy once professed, “World will look at work within various levels,” meaning of work shall define retention. Even today, companies like Bharti Airtel have outsourced large part of its non-core functions to better manage its business. Outsourcing will make meaning of work... Read more »

Cover Story:Emerging Business Landscape

By Savreen Gadhoke

Nov 1st 2010

In an increasingly globalized world, the economic challenges for India are in creating new industries by ensuring sustained capital inflow, acquiring new technology, expanding the workforce and by playing a more dominant role in global issues and negotiationsDriven by a robust financial system and articulate fiscal and monetary policies, India has steadily emerged as one of the most preferred destinations for global business. With the finance ministry projecting a 9% average GDP growth rate, t... Read more »

Cover Story View: Mr. Adi Godrej, Chairman, Godrej Group

Nov 1st 2010

 I feel India is at its best growth stage currently with a GDP growth expectation of 10%+ in the next decade. With reformed government policies, the current growth momentum has strengthened even more. The implementation of GST will add another 1.5-2% points to India’s GDP growth rate. In the next orbit of business, there is no space for narrow-minded leaders. Leaders will have to lay grounds for the continuous success of the company especially if India has to maintain consistency i... Read more »

Cover Story View: Mr. Arun Maira, Member, Planning Commission

Nov 1st 2010

Broadly, business in the next orbit has to operate in an open environment, which has free flowing information and communication. When you look at the systems and processes of industry practiced in the past, possibilities of interaction with customers and citizens have increased manifold and changes in the environment require businesses to work in collaboration with several stakeholder groups directly. The idea of democracy and human rights was not as strong 20 years ago as it is now. The fall... Read more »