HR - n X t, t h e H R C l u b o f I I S W B M Feb Issue

MANAV
Feb’ 2018
the HR Magazine by HR-nXt

THE BEST OF HR FROM THE WORLD OF IISWBM

Mother as an PLUS
HR
A house becomes a home when resource
4 Effective Cost
Saving Strategies
management is optimum. No wonder mother
page 8
is the HR above all.” Implementing mother’s
strategies of saving money at home to
organizations.
page 18

OUR INDUSTRY
EXPERT
Interview with Kuldip Dhole
page 10

How to Win
Finding the Role
an Interview
of HR in CSR with Arundhati
Role of HR in Right CSR Management by
Amisha Dasgupta Mukherjee
page 5 page 16

A PENNY FROM THE HR

 BUSINESS NEWS Magazine | June 2011

2 F R O M T H E E DI TO R ’S DE S K

SAHIN SENGUPTA
MHRM, IISWBM

   EDITOR                                  

“I see people who die a few seconds af ter the doc tor tells them there is no hope
of a cure. They give up and go. O thers get angr y and find joy in proving the doc tor
wrong. S omething within them is challenged. S omething within them is hopeful.
Hope, that is the divine motivator.” Dr. B er nie Siegel.

H o p e, the ve r y th in g t h at car r ied us t hro u g h tho s e rais ed eyebrows and s m ir k s, thro ug h

t ho se mi s tr us t an d do ub t s. Pro b ably t he bl o c k s c am e in o u r way pu s hed u s to give th e
b es t of ou r a bi lit y to co me o ut wit h a mag azine w ithin 2 0 o dd days. With a hardwo r k i n g
a nd pa s s i onate team t h at wo r k ed t irele s s l y, we l au nc hed o u r Facebo o k pag e and t w i t te r
ha nd le, i ntrod u ced o ur Lin k edI n acco unt as the f ir s t s tep towards s tu dent devel o pme nt
p ro gram, ma na g ed to b r in g in t h e Assis tant Direc to r o f I nfo s ys, M r. Anir u ddha B as u fo r a
t a lk s e s s i on on HR An alyt ics.

Th e i mme ns e s uccess o f t h e November editio n ‘ M anav ’ has m ade u s m o re deter m ine d

toward s publi s h in g even bet ter co ntents fo r the u pco m ing editio ns. And as the f ir s t
s te p towa rds bet ter co ntent man ageme nt, we have dec ided to pu t o u r fo c u s o n “ Co st
M a nag ement, C S R a nd H R ” fo r t h e feb editio n o f M anav.

O u r goal i s to provide “ Q ualit y Contents with Professional Attire ” fo r o u r u pco m -

i n g e d i ti ons, to swin g fo r t h e fen ces, to never s to p ho ping towards the br ig ht f u tu re fo r
o u r HR - nXt family an d t h e wh o le MHRM f ater nit y, bec au s e that is the l eas t we c an do, TO
H O P E.

We prom i s e you t h at, M an av will co nt in u e br inging the bes t o f HR f ro m the wo r l d o f

I I SW BM.

“
H ope begin s in t h e dar k , t h e s tu bbo r n ho pe that if yo u j u s t s how u p and t r y
to do t h e r ight t h in g, t h e daw n w il l co m e. Yo u wait and watc h the wo r k ; yo u
d on’t give up.” - An n e Lamo tt.
 BUSINESS NEWS Magazine | June 2011

3 CO NT ENTS

CO N T E N T S
   MAGAZINE                                  

»» p.5 1 FOCUS POINT

Fi n d i n g th e R o l e o f H R i n
C SR Am i sh a D asg u p t a

2 FRIENDS FROM YONDER

O u r I n d u s tr y E x pe r t
I nte r v i e w w i t h Ku l d i p D h o l e
»» p.10

»» p.23 3 MY HONEST TAKES

C SR, Co s t M a n a g e m e nt, HR
a n d Eve r y th i n g E l s e
I nte r v i e w w i t h Pro f. ( D r. ) S h i k h ar i ni
M aj u m d ar

4 Q - QUOTIENT
4 M o s t E f fe c ti ve Co s t
»» p.8 S avi n g Strate gi e s

5 PRAC TICING CASE STUDIES

Pro f. (D r. ) M a d h u m i ta
»» p.14 M o h a nt y
 BUSINESS NEWS Magazine | June 2011

CO NT ENTS 4

6 ARTICLE OF THE MONTH

M o th er a s a n HR
A h o us e beco m es a h o me
w h en res o urce m a n a gem ent is
o ptim um . N o wo n der m o th er is th e
H R a bove a l l.” I m pl em entin g m o th e r ’s
s trategies o f s av in g m o n ey at h o m e to
o rga n izatio n s.
»» p.18

»» p.27

7 WHAT ’S IN THE CAMPUS

8 MY SIP EXPERIENCE

I nter vie w w i t h Ank i t a »» p.25
D eS ar k a r

9 FRIENDS FROM YONDER

How to Wi n a n I nte r v i e w
I nter view wi t h Arun d hat i »» p.16
M uk herje e

10 THE GIG ECONOMY

Ar tic le by M ayur i k a
M u k h o p a d hyay
»» p.24

5 A R T ICLE
FINDING THE ROLE
OF HR IN CSR
    FOCUS POINT                          
“ Creating a strong busi-
ness and building a
better wor ld are not
conflic ting goals, they
are both essential ingre -
dients for long-ter m
success ”- Wi lliam Clay Fo rd
J r. , Ford M otor Co mpany.
Ami sha Da sg upta
D E LL
Fi na nc i a l pe r for man ce is n o
lo n g e r the s ole deter min ant
o f a n O rgani z atio n’s success.
I nt a ngi ble fac to rs such as
b ra nd re putati o n , mo ral
co nd u c t ( pos i ti ve in f luen ce
o n soc i e t y ) , e m ployee h ap -
p i ne s s q uoti e nt also p lay
k e y par t i n d e te r min in g
s u cce s s. Cor porate S o cial
R e spons i bi li t y (CSR) is co n-
cer ne d wi th s u c h int an gible
BUSINESS NEWS Magazine | June 2011
t h in gs. Unl ik e retu r n o n
invest ment, C S R ’s im pac t
is n o t qu antif iabl e and yet
t h ere are m u l tipl e exam-
p les o f co m panies that
h ave im pl em ented s o c ial l y
respo n s ibl e prac tices that
h ave p roved pro f itabl e.
I n it iat ives s u c h as “ Plant
a tree ” by D el l to o f fs et
car b o n em is s io n im pac t and
resto re anim al habitat, “ The
Fledgling I nitiative” c am -
p aign by Tw itter to s u ppo r t
“R o o m to R ead ”, a no n-
p ro f it org anizatio n pro m o t-
in g literac y am o ng c hil dren,
are so me exam pl es o f C S R
p rac t ices.
B ut why i s CS R i m p o r-
t a nt ? What happens w hen
C S R is no t integrated w i t h
the co m pany ’s val u es o r n o t
im pl em ented dil ig ent l y at a l l
l evel s ? I t ends u p as a s e t o f
s y m bo l ic ac ts, w hic h e ve n-
tu al l y im pac ts s o c iet y a n d
threatens the s tanding o f t h e
Org anizatio n, as w itne s s e d
in the c as e o f a f am o us
G er m an c ar m anu f ac tu re r.
Thu s, it is im po r tant t h at C S R
be tak en s er io u s l y and n o t
be rel eg ated to l ip s er vi ce
gim m ic k .
To ens u re the s u cces s o f
C S R, it is im perative t h at
C S R is em bedded in th e
Org anizatio n’s c u l tu re a n d
al igned w ith its pu r po s e.
This br ing s into pic ture t h e
ro l e o f HR, w hic h pl ays a n
im po r tant ro l e in s hap i n g
co r po rate c u l tu re and e ve n-
tu al l y reinfo rc ing a hi g h - p e r-
fo r m ance c u l tu re. Stu d i e s
have s how n that em pl oye e s
w ho feel m o tivated an d l oya l
to their Org anizatio n a re

A R TICLE
mo re a l i gne d to i ts pur po se
an d m o re li ke ly to per pet-
u ate i t s i de al i n e ver yt h in g
th e y d o. Le t ’s look at so me
o f t he ways i n whi ch HR
c a n h elp fur the r C SR in an
o rg a ni z ati on.
1) Lead ers hip
Co mmitment to C S R : Any
po l i c y or c ultu re c han ge h as
its ro o t i n the v i s i o n o f t h at
Org a n i z ati on’s le aders. I t is
th e y who s e t the ton e an d
s tr u c t u re. But H R p lays an
imp o r t ant role i n develo p -
in g p ro ce s s e s and systems
to i ntegrate a nd e mb ed t h e
C S R c u l ture i nto the st rate -
gi c fra me wor k of th e o rga-
n i z at i o n. I f H R i s i nvo lved
at t h e s trate gi c le vel fo r
C S R va lu e s for m u lat io n , it
c a n a c t as a mi r ror fo r t h e
l ea d er s a nd s how th em
th e p o si ti ve a nd negat ive
imp a c t of the i r ac tio n . I t
c a n a l so e ns ure that t h ere
is p a r i t y be t we e n th e st an d
l ea d er s ma i nta i n publicly
an d t h e way e mployees are
treated i nte r na lly. Th us, HR
h a s t he powe r to i mp ac t CSR
imp l em e ntati on from to p to
bo t to m.
2) Employee
R e te ntion & Tale nt
BUSINESS NEWS Magazine | June 2011
Acq ui s i t i o n : S o m e s tu dies
(such as S HRM ) predic t
t h at eve r y tim e a bu s i-
n ess rep l aces a s al ar ied
emp loyee, it co s ts 6 to 9
mo nt h s’ s al ar y o n averag e.
Th us, to thr ive in to day ’s
eco n o my, f inding and retain-
in g t h e bes t em pl oyees is
impo r t ant. HR c an ens u re
wh ile hir ing that the po ten-
t ial candidate g el s into the
CSR et h ic s and c u l tu re o f the
o rgan iz atio n. M o reover, it
is also H R ’s res po ns ibil it y to
impac t c u l tu re by wo r k ing
to remove tho s e w ho are
p o o r leader s and br inging in
p eo ple w ho al ign w ith the
co mp any o r des ired c u l tu re.
3) Co m m u n i c at i o n s:
HR can reinfo rce the C S R
values by ens u r ing that al l
inter n al co m m u nic atio ns
such as news l etter s, tow n
h all me eting s and training
p ro gramm es reiterate its
sign if ic ance to the overal l
b usin ess s trateg y. HR m u s t
also en su re an o pen c u l tu re
wh ere em pl oyees feel f ree
to vo ice their o pinio ns o n
so me p o l ic y c hang es that
impac t them . Af ter al l trans-
p aren c y and tr u s t are im po r-
t ant to ens u re em pl oyee
loyalt y and eng ag em ent. HR
6 7
c an al s o c reate m ore awa re -
nes s thro u g h f u n ac t i vi-
ties. I t c an r u n ac ti vi t i e s -
o n var ied C S R theme s s uc h
as teac h a c hil d, s ave p a p e r,
no pl as tic by the mo nt h -
s u c h as pu t u p l iterat ure o n
anno u ncem ent bo a rd s, s e n d
e -m ail s, s et u p infor m at i o n
k io s k s in c anteens.
4 ) Induction &
Trai n i n g : D u r ing t h e
indu c tio n training t h e H R
c an ens u re that the n e w
entrants are info r me d a b o ut
the Org anizatio n’s p ur p o s e,
m is s io n and how th e C S R
val u es are integrate d i nto
it. N ew em pl oyees wo ul d
be info r m ed in det a i l a b o ut
the Org anizatio n’s C S R p o l i-
c ies and co m m itm e nt s. Th e y
c an be given hando ut s a n d
info r m atio n o n w he re t h e y
c an read f u r ther ab o ut i t.

Focu s Po i nt
Ba s e d on the job require -
m e nt, s pe c i ali zed o r gen er ic
t ra i ni ng s hould b e allo -
c ated to e m ployees. Th is
t ra i ni ng s hould b e man da-
to r y for all the new employ-
e es. M ore ove r, HR can
m a k e a nnu al C SR ref resh ers
co u r s e m and ato r y fo r all t h e
e m p loye e s.
5 ) Per for m a n ce
M a nag ement Sys tem :
O ne of the d e fi nit ive ways to
e n sure that e mployees ear-
ne st ly take note o f t h e CSR
p o li ci e s i s to i nco r po rate it
i nto pe r for m ance man age -
m e nt s ys te m . H R can en sure
t hat one C SR re lated co mp o -
ne nt i s i nc lude d in t h e go al
s e t t ing of a ll e mp loyees.
D e p e ndi ng on how clo sely
a jo b i s re late d to t h e CSR,
we i ghta ge m ay be allo cated
to t h i s goal.
H R c a n re vamp t h e ex ist-
i n g me tr i c s ys tem o r int ro -
d u ce a ne w one to in clude
t he score of C SR go al. Th is
s co re s hou ld i mpac t t h e f in al
“I t ’s cr itical to identify business needs and explore how
benefits can influence desired outcomes.”
BUSINESS NEWS Magazine | June 2011
rat in g. A s pec ial reward o r
in cent ive s ho u l d be al l o -
cated fo r tho s e w ho s co re
h igh in this co m po nent.
6) E m p l oye e
E ng a ge m e nt : C S R val u e
can also be im pl em ented
t h ro ugh m any interac tive
an d vo l u nteer ac tiv ities.
HR can fo r m inter depar t-
ment al team s to eng ag e
in var iou s C S R ac tiv ities,
b ased on indiv idu al pref-
eren ce. HR c an al s o inter-
sperse team bu il ding ac tiv-
it ies with C S R, o rg anize
f un d rais ing events s u c h as
f amily day, m aratho ns that
h elp No npro f it o rg anizatio n.
Th ey can al s o dr ive do na-
t io n cam paign fo r dis as ter
wreak regio ns and ref u g ee
camps. HR c an al s o des ign a
special HRIS that w il l enabl e
emp loyees to c l o c k in co m-
mun it y s er v ice ho u r s. The
co mmunit y s er v ice ho u r s c an
ac t as meas u re o f eng ag e -
ment in the C S R. HR c an r u n
small com petitio ns du r ing
fest ival s, s u c h as m ak ing
7
C hr is tm as tree w ith re c yc l e d
item s, w ith s m al l rewa rd s to
k eep peo pl e m o tivate d a n d
invo l ved.
I t is bel ieved that if
Org anizatio ns fo c u s a n d
wo r k o n em pl oyee m ot i va -
tio n and eng ag em ent, t h e
em pl oyees in tu r n w il l d r i ve
the res po ns ibil it y towa rd s
c u s to m er and env iro n m e nt.
This wo u l d hel p to ac h i e ve
c u s to m er s atis f ac tio n a n d
s u s tainabil it y, and eve n-
tu al l y l ead to overal l we l l
being o f the Org anizat i o n .
Whil e HR c an be ins tr um e n-
tal in f ac il itating em p l oye e
invo l vem ent in C S R ac t i vi -
ties, the co ns eq u ence o f d e l-
eg ating the ow ner s hip o n l y
o n HR wo u l d be abys m a l.
C S R, l ik e any o ther pol i c y,
to be s u cces s f u l needs p r i-
o r itizatio n by to p m an a g e -
m ent & c l o s e co l l aborat i o n
bet ween HR and al l o t h e r
depar tm ents.
 BUSINESS NEWS Magazine | June 2011

8 Ed i tor ’s Pi c k

4 M O S T E F F E C T I V E CO S T
S AV I N G S T R AT E G I E S
   Q-QUOTIENT                                  

Why should you start cutting costs? Is it best to ignore costs when your business
is riding high? Or should you wait until you get the signs?

How as an HR you can help in Cost Management? What all things you can do that
can set your organization apart?

1. E X P E N S E C AT E G O R Y sco re d 2 6 p e rce nt h i g h e r o n cog-

Ta ke a look at yo ur t a x ret ur n o r a
re cent profit a nd lo s s s t atem ent.
Ex p enses can b e o p t i mi zed a cro ss
p ro d uc ts, s er v i ces, cus to mers, a n d
l o c ations. The re a re lo t s o f q ui ck w i n s
ava i lable with t h i s p ower f ul co s t- c u t-
t ing s trategy.
A l ook at your yea r- over-yea r o r se a-
so nal trend s m i g ht s i gna l t hat a n
ex p ense catego r y a n a lys i s co uld b e
wor thwhile in yo ur b us i nes s n ow.
The analysis begi ns wi t h yo ur cur re nt
ex p enses and a v i ew towa rd a more
suitable level fo r t h o s e exp en s es.
n i t i ve f u n c t i o n te st s ( co nt ro l l i ng
fo r an n u al e ar n i n g s, j o b c ate gor y
an d l e ve l o f sc h o o l i n g ) an d h a d 3 0
p e rce nt fe we r si c k- b u i l d i n g sym p -
to m s t h an t h o se i n n o n ce r t i f i ed
b u i l d i n g s.
Al so gre e n b u i l d i n g s co n su m e 2 5
p e rce nt l e ss e n e rg y an d 1 1 p e rcent
l e ss wate r acco rd i n g to LE E D rating
syste m .
Th e Gre e n B u i l d i n g Cu l t u re c an just
st ar t f ro m b e i n g m o re su st ai n a bl e

2. M A K I N G U S E O F T H E ‘G R E E N

B U I L D I N G ’ C U LT U R E

A 2 016 Har vard s t ud y fo und t h at

e mployees in green - cer t i f i ed b ui l d i n g s
 BUSINESS NEWS Magazine | June 2011

Editor ’s Pi ck 9

a nd can mean a ny t h i n g f ro m o f fe r- n e e d s, c h arac te r i st i c s an d c ul -

ing employee s f res h f rui t s a nd
ve ggies in the ca feter i a to rep la c i n g
ha r sh cleanin g p ro d uc t s to ret h i n k-
ing space to o p t i mi ze p eo p le’s
a cces s to qua li t y v i ews.
t u ral c h al l e n g e s, yo u n e e d to
st ar t u n d e r st an d i n g t h e are a s
w h e re n ex t l e ve l o f te c h n o l ogy
c an b e b ro u g ht o n .

3. SELEC TING RIGHT VENDORS

Pe r haps the m o s t i m p o r t a nt p a r t o f
the HR fuc tion i s g et t i n g t h e ven d o r
se l ec tion r ig ht. As s es i n g t h e ven d o r
p e r for mance o n reg ula r b a s i s ca n
o f fer wid er vi ew o n t h e ef fec t i ve -
ne ss of the ve nd o rs.

Fro m simply und ers t a nd i n g t h e

te c h solu tion ca p a b i li t i es (to us e
o r not to u s e G o o g le D o c/G o o g le
Sheet), to as s es i ng t h e cred i b i l-
it y of the man p ower s o lut i o n p ro -
vider, vend or a s s es ment ca n lowe r
the high level o f r i s k a s s o ci ated
w it h them, he lp i ng i n ef f i ci ent cost
o p timization.

4 . NOW IS THE RIGHT TIME

FOR THE ‘ TECH INITIATIVE’

Cons id er ing yo ur wo r kfo rce’s un i qu e

Th e re’s al ways a sta r ting p o int. As a n H R pro fes s io n a l, I fo un d t hat,

u nde r t ak i n g t h is p ro j ec t rea l l y o pen ed my eyes to a l o t o f th in gs th at can be
be n e fi ci al to e m p l oyees that m ay n o t n eces s a r il y a l ways h ave a do l l a r value
a ss oci ate d wi t h it bu t t hey m a k e a h uge differen ce”

K atina D av i s, H R Direc to r, AS I D.

0 10 OU R IND US T RY E X P E R T
OUR INDUSTRY EXPER T
    FRIENDS FROM YONDER                   
1. H O W I S T H E H R D E P T.
I N YO U R O R G A N I Z AT I O N
A I D I N G I N CO S T S AV I N G ?
W H AT A R E T H E H R I N N O VA -
T I O N S TA K I N G P L A C E ?
I am wor k i ng as an HRB P
fo r Ama zon I ndia Op erat io n s
fo r Ea s t a nd N or t h I n dia. O ur
i n d us tr y take s a h it o n t h e
o ff roll e m ployees wh o are
u s e d for hand li ng deliver-
i es and othe r logist ics o p er-
at i o ns. Controllin g At t r it io n
a nd ove r ti me i s a big ch al-
le n g e whi c h le ads to h igh er
M a npowe r cos ts in t ur n
i n cre a s i ng the Co st p er
Shi p m e nt (C PS) . To co mb at
t hat we have s tar ted so me
s m a ll i ni ti ati ve s aimed at
a s s oc i ate re te ntio n .
BUSINESS NEWS Magazine | June 2011
Kuldip Dhole
amazon.com
Human resource business partner
 As s o c iate R ewards
an d R eco gnitio n cerem o -
n ies alo ng w ith a dinner o n a
quar ter l y bas is.
 Bir thday cel ebratio n
at wo r k pl aces.
 M o nthl y Hu b w is e
co mp etitio n in a Zo ne o n
key o p eratio nal m etr ic s to
in crease pro du c tiv it y and
en gagem ent l evel s o f the
asso ciate.
 I ntro du c tio n o f an
o n lin e feedbac k m ec hanis m
t h ro ugh w hic h an as s o c iate
can rea c h o u t to the HR Team
fo r any q u er ies and feedbac k
an d to h ave their pro bl em s
reso lve d w ithin the TAT.
 As s o c iate refer-
rals with s m al l am o u nts o f
R efer ral bo nu s w hic h has
hel ped c reate a l arg e p o o l o f
c andidates and redu ce co s t
co ns iderabl y. This has l e d
to s av ing s o f at l eas t 1 .0 4 c r
IN R fo r the year.
 M o nito r ing o n S i te
Wis e OT nu m ber s and re g-
u l ar l y edu c ating the
s ite team s towards 0 OT.
Pu bl is hing dail y s ite w i s e OT
nu m ber s has hel ped b r i n g
dow n the OT by 80 0% a n d a
co s t s av ing o f aro u nd 8 2 l a c s
fo r the Cal endar Year.
S o m e o ther innovat i o n
pro ces s w hic h we have
bro u g ht in to hel p red uce
co s t wo u l d inc l u de
 I ntro du c tio n o f m ul-
tipl e M anpower vendor s a s
ag ains t a s ing l e vendo r l a s t
year to ens u re a heal t hy

co mpe ti ti on bet ween t h em
a nd prov i d i ng b et ter qualit y
a nd re d u c i ng t h e co st /h ire
fo r D e li ve r y an d Hub sup po r t
a s s oc i ate s.
 I ntroduc t io n o f a
D e li ve r y Da s h bo ard o f asso -
c i ate s whi c h evaluates an
a s s oc i ate’s week ly per fo r-
m a nce on di fferent met r ics
t he re by he lpi n g in ident if y-
i n g the top per fo r mers an d
t hos e wi th opp o r t un it ies fo r
i mprove me nt.
 Age nc y S co re Card to
e va lu ate the mo nt h per fo r-
m a nce of e ac h M an p ower
Age nc y and then fo r mulat-
i n g the plan to give t h e man-
p owe r nu m bers fo r f resh
hi r i ng.
 H i gh Level en gage -
m e nt e ve nts l ik e St reet Plays,
C h e s s / Lu d o C h ampio n sh ip,
St ati on D e corat io n s co m-
p eti ti ons from availab le
re sou rce s e tc h elp in ret ain-
i n g a nd m oti vat in g t h e asso -
c i ate s a nd e mp loyees.
2. “SELEC TING THE
RIGHT VENDORS CAN BE
M O N E TA R I LY E F F I C I E N T ”,
W H AT I S YO U R TA K E O N
T H AT ?
I n logi s ti c s in dust r y t h ere
i s an ave ra ge requirement o f
at le as t 6k – 8k man power
fo r a pa r ti c ular regio n . Th ere
i s cons i d e ra ble co st in selec -
t i o n, hi re and af ter o n bo ard-
i n g s u ppor t fro m man p ower
BUSINESS NEWS Magazine | June 2011
ven d o r. Thu s s el ec tio n and
t ime l y evo l u tio n o f eac h
man power vendo r is c r itic al.
Wit h an aim to have a co m-
p et itive advantag e we have
an Ag enc y S co re Card w hic h
h as param eter s v iz. H ir ing
n umber s, attr itio n, abs en-
teeis m , q u er ies res o l ved etc
to judg e the m o nthl y per fo r-
man ce o f eac h vendo r o n a
rat ing s c al e o f 1 – 10 .
Th is eval u atio n ens u res
we h ave q u antitative data to
discus s w ith the S P OC ’s o f
each vendo r and pl an a way
fo r ward fo r ac hiev ing the
h ighes t s co re. This m etho d
also hel ps u s u nder s tand o u r
mo st pro du c tive vendo r s
an d tho s e w hic h have been
un de r par fo r a co ns ider-
ab le am o u nt o f tim e and have
to be phas ed o u t. We al s o
decide the hir ing nu m ber s to
b e given to vendo r s w ith the
h ighes t s co res w hic h w il l be
f in an c ial l y pro f ic ient fo r o u r
o rga nizatio n.
3 H O W I M P O R TA N T I S
CSR?
Cor po rate S o c ial
R espo ns ibil it y is no t o nl y
a res po ns ibil it y bu t s ho u l d
b e cons idered as a habit.
We have been pr iv il eg ed to
h ave received g o o d edu c a-
t io n s and gro o m ing bu t there
are cer tain s ec tio n o f the
n at ion w ho are no t s o l u c k y.
11 12
At Am a zo n
ever y bo d y i s e n co ur-
ag ed to ta k e c a l-
c u l ated r i s k s. Th i s
no t o nl y h e l p s i n
im prov ing t h e d e c i-
s io n m ak i n g p owe r o f
the o rg an i z at i o n a s
a w ho l e b ut i m b i b e s
s o u nd pl a n n i n g s k i l l s
fo r o u r em p l oye e s.
Thu s it is o u r du t y to gi ve
bac k s o m ething to t h e n at i o n
and its peo pl e. I n Am a zo n ,
C S R is hig hl y indu l g e d a n d
we enco u rag e emp l oye e s to
give u s ideas w hi c h f a l l un d e r
the pu r v iew o f C S R a n d wo r k
towards the s am e.
C S R is even m ore i m p o r-
tant to c reate an i m p a c t
o f novel t y fo r the p e o p l e
aro u nd u s and to p rovi d e
s o m e m o re o ppo r t un i t i e s to
tho s e w ho des er ve i t. We t r y
and hel p peo pl e a c h i e ve t h e i r
s m al l g o al s and e n s ure to
br ing a s m il e to th o s e b e s i d e
u s.
4. H O W TO S E L E C T T H E
RIGHT CSR PROJEC TS?
We do no t think o f C S R a s
pro j ec t s pec if ic go a l s. Th e s e
are indiv idu al and o rg a n i z a-
tio nal co ntr ibu tio n s to m a k e
a better to m o r row fo r t h o s e
w ho l ac k cer tain re s o urce s.
We enco u rag e emp l oye e s to

2 OU R IND US T RY E X P E R T
co ntr i bute on givin g CSR
i d e as whi c h are feasib le. We
t h en s e le c t the pro jec t s b asis
t h e i mpac t the y create o n
t h e e nv i ronme nt an d en sure
o u r e mploye e s co nt r ibute
a n d m ake the pro jec t s suc -
ce ss ful. We have a To p D own
a p proac h towards CSR wh ich
ens u re s m os t of t h e p o pula-
t i o n of wor k i ng o n a n umber
o f proje c ts that we usually
run.
5 . “ M A N Y CO M PA N I E S
A R E TA K I N G I N F O R M E D
G A M B L E S T H AT N E W B E N E F I T
OFFERINGS WILL PRODUCE
T H E O U TCO M E S T H E Y
D E S I R E .” H O W I M P O R TA N T
I S ‘ T H E L E A P O F FA I T H ’ ?
W H AT A R E T H E S T E P S TO
S T R I V E TO WA R D S T H E R I G H T
DECISION?
B e ne fi ts de fi n itely mo t i-
vate an e m ployee. However
j o b s ati s fac ti on , wo r k life
b a lance, conducive wo r k
env i ronm e nt, team co h esive -
n es s and comp en sat io n are
o t he r s trong deter min in g
fa c tor s for re tain in g employ-
ee s. Whi le we st r ive to
p rov i d e a c hallen gin g wo r k
env i ronm e nt for o ur employ-
ee s our be ne fi t aspec t are
eq ua lly luc rati ve to ret ain
em ploye e s. Wh en we sp eak
o f ge tti ng d e s ired result s
BUSINESS NEWS Magazine | June 2011
12
f ro m o u r em pl oyees then I CAN MAKE ENDS MEET ON
b elieve that al l o ther f ac to r s T H E C U R R E N T M I N I M U M .”
ment io ned above pl ay an W H AT I S YO U R TA K E O N
impor tant ro l e. B enef its o nl y T H AT ?
will never have the im pac t
wh ic h al l the f ac to r s in the I n the l as t 4 year o f
r ight m ix c an. my exper ience in the H R
At Am azo n ever y bo dy do m ain, I have co m e to
is enco u rag ed to tak e c al- a co nc l u s io n that pay i s
culated r is k s. This no t o nl y m erel y a s eco ndar y f a c to r
h elp s in im prov ing the dec i- fo r retaining o r m o ti vat i n g
sio n m ak ing power o f the em pl oyees. However w i t h
o rga nizatio n as a w ho l e bu t the s u dden r is e o f in f l a-
imbibes s o u nd pl anning tio n, co s t o f l iv ing in d ex i t
sk ills fo r o u r em pl oyees. We is im po r tant to em pat h i ze
do n o t have a s et phil o s o phy o n w hether the bas i c n e e d s
o f r ig ht dec is io n m ak ing. We o f the em pl oyees are f ul-
b elieve in c reating l eader s f il l ed o n the pay ban d t h e y
wh ere the dec is io ns m ade are pl aced in. J o b eva l ua-
are radic al and al igned w ith tio ns and identif y ing t h e
t h e co m pany req u irem ents. c r itic al ro l es and f ixi n g
We enco u rag e independence their pay is al s o im p o r-
an d exper im entatio n w hic h tant to retain the c l i c h é
h elp s u s c reate m u l tipl e s ec tio n o f any o rg an i z a-
so lut io ns fo r any pro bl em . tio n. However in to t a l i t y
We enco u rag e u s e o f dif fer- the co r rec t pay band o f t h e
ent d ec is io n m ak ing to o l s o rg anizatio n w il l def i n i te l y
viz. R o o t Cau s e Anal ys is, Fis h hel p in retaining emp l oy-
B o n e, Co s t B enef it Anal ys is ees and c reate a co m p e t-
to ens u re the o u tco m e fo r itive advantag e to th e
any dec is io n is m eas u rabl e o rg anizatio n k eeping i n
an d feas ibl e. m ind the bu s ines s p h i l o s-
o phies and the bu dg e t fo r
m anpower.
6. “ I N C R E A S I N G LY, CO M -
PA N I E S A R E V O LU N TA R I LY 7. L A S T LY, W H AT I S
O P T I N G TO R A I S E M I N I M U M YO U R A D V I C E O N C R E AT -
PAY, E I T H E R TO S TAY CO M - ING A CAREER PLAN IN HR?
PETITIVE OR OUT OF A REC-
O G N I T I O N T H AT F E W P E O P L E Hav ing had the g o o d
 BUSINESS NEWS Magazine | June 2011

OU R IND US T RY E X P E R T 13

fo r tu ne s to s tar t my career in t h e man- 5 year s o f yo u r c areer w il l def initel y

u fac tur i ng back gro un d I wo uld always
st re s s on e ns ur in g any st udent wh o i s
st udy i ng H R for a st int o f 2 – 3 years in a
p la nt. The e nviro n ment in a plant, h an-
d l ing blu e col lar employees as well as the
va r i ou s com plex it ies o n t h e Employee
R elati on font h elp s develo p in dividu-
a l s. I t als o s tren gt h en s o ur min d towards
st atu tor y comp lian ces wh ich are ver y
i mpor tant.
hel p gr ip the do m ain and ens u r ing yo u
beco m e a s eas o ned pro fes s io nal for t h e
f u tu re.
HR is no ro c k et s c ience and s im pl e co m-
petenc ies o f l is tening s k il l s, em pat hy,
reas o ning c apabil ities and g o o d ne g o -
tiatio n s k il l s w il l hel p devel o p a s tro n g
c areer fo r any HR as pirant.

Howe ve r not many are interested in the

ro le s i n a plant t h us in my o pin io n an
HR ge ne rali s t pro f iles is equally usef u l
fo r the c are e r as it gives us an o p po r tu-
n i t y to wor k on t h e dif ferent do mains o f
Hu m an R e s ources. Gradually yo u may al s o
want to ta ke specif ic ro les like Emp loyee
E n ga ge me nt, Co mp en sat io n an d B en ef its,
p e r for m ance M an agement etc. but h av ing
a n H R ge ne ralist ex p er ien ce in t h e in itial
It’s so simple to say, “Oh, just raise the
price for a burger by 5 cents”—that
might be fine for a McDonald’s, but it’s
not for a small convenience store [that]
is competing with a Wal-Mart.’
—R Thompson, National Federation for Independent
Business

Wi n n e r s o f t h e A r t i c l e Wr i t i n g C o m p e t i t i o n o n t h e t o p i c
“ M O T H E R A S A N H R ”, a r e -

1st: A R PA N C H A K R A B O R T Y , MBA - PS, IISWBM

2nd: ANUJA BASAK, M . CO M , G O E N K A CO L L E G E

O F CO M M E R C E A N D B U S I N E S S A D M I N I S T R AT I O N

3 r d : M AY U R I K A M U K H O PA D H YAY , M H R M ,
I I S W B M
 BUSINESS NEWS Magazine | June 2011

4 14 PR AC T ICING C AS E S T U DI E S

PRAC TICING CASE STUDIES

    CASE STUDY                                   

Prof. (Dr.) Madhumita Mohanty

H.O.D., MHRM, IISWBM

STO RY O F A B L A D E R UNNER : Case o n Oscar Pistor ius

S ho r t Bi ography : clear. I n a hig h s c ho o l race, that the s pec ial l y ma d e

O sc ar Pi s tor i u s (bo r n in
J o hanne s bu rg, S o ut h Af r ica
o n 22nd N ove mber, 1986)
i s a S outh Afr i c an spr int
r u n n e r, who be came t h e
fi r s t ampu te e to co mp ete
i n t he O ly m pi c s in 2012. He
wa s bor n wi tho ut t h e f ib ula
i n b o th le gs. Wh en h e was
1 1 months old, h is legs were
a m putate d half way bet ween
h i s k ne e s and an k les.
As a young boy h e began to
sp ec i ali ze i n athlet ics wh en
h e di s cove re d th at t h e ro ugh
a n d tu m ble of sch o o lboy
r u g by di d too much damage
to hi s pros the ti c legs. H is
p o tenti al wa s i mmediately
h e ran the 10 0 m etres f as ter
t h an t he Paral y m pic reco rd.
S o o n he was w inning inc l u d-
in g go l d in the 2 00 m etres
at t h e Athens Paral y m pic in
2004.
Career :
• Pis to r iu s has wo n g o l d
in t h e 10 0m , 20 0m and 4 00 m
events, break ing the wo r l d
reco rd over 20 0m at the 2 00 6
Paraly m pic Wo r l d Cu p.
• Pis to r iu s was c r iti-
cized by the ‘ IN T E RN AT ION A L
ASSOC IAT ION OF AT HE LE T IC
FEDER AT ION S (IA A F ) fo r u s ing
custo mized pro s thetic l eg s
fo r running. I t was al l eg ed
J -s haped ar tif ic ial l y l e g s
g ave the r u nner m o re e d g e
over o ther athl etes.
• ‘ IA A F’ co nc l u d e d t h at
al l ow ing Pis to r iu s to p a r t i c i-
pate in f u tu re event s wo ul d
be u nf air to o ther at h l e te s.
However a deter m i n e d O s c a r
appeal ed to the Cour t o f
ar bitratio n o f s po r t s i n e a r l y
2 00 8, ag ains t this d e c i s i o n .
The o u tco m e o f thi s a p p e a l
was po s itive and Pi s to r i us
co u l d co ntinu e r u n n i n g
ag ain.
• Al tho u g h Osc a r
ac hieved great m il e s to n e s i n
s u c h a s ho r t s pan, h i s a s p i-
ratio n to par tic ipate i n t h e

PR AC T ICING C AS E S T U DI E S
2 0 0 8 s umme r Olympics to
b e he ld at B e i ji ng, Ch in a
wa s tu r ne d d own by a spo r t s
co m mi tte e of S o ut h Af r ica.
H owe ve r, he par t icipated in
t he 2008 Pa raly mp ics event
he l d that ye a r.
• Pi s tor i u s to o k p ar t in
t he S umme r Olympics h eld
at Lo ndon i n 2012. H is p ar-
t i ci pati on i n the event made
hi m the fi r s t amputee to
co m pe te i n the games.
• Thi s athlete was h o n-
o u red wi th the ‘ B B C Spo r t s
Per s ona li t y of th e Year
R o l l as on Awa rd ’ in 2007
• O s c ar wa s amo n g
t he 100 i ndi v i d uals wh o
s e cure d a s pot th e ‘ 100
M o st I nflu e nti al Peo ple’ in
t he Wor ld ’s L i s t o f ‘ Time’
m a g azi ne.
• I n 2012, Pisto r ius was
ho n o u re d wi th a ‘ Laureus
Wo r ld Spor ts Award fo r
Sp o r ts pe r s on of t h e year
wi t h a d i s a bi li t y ’, fo r h is ded-
i cat i on toward s run n in g.
 
D e ter m i nati on to succeed:
O s c ar ha s prove d t h at dis-
a b i li t y i s not an excuse in
BUSINESS NEWS Magazine | June 2011
livin g li fe to the f u l l es t.
Alt h o ug h he was am pu tated
wh en h e was barel y a year
o ld, bei ng phys ic al l y c hal-
len ged did no t dam pen the
spir it s of Pis to r iu s w ho went
o nto be co m e a renow ned
at h lete. H is dream o f being a
great Rug by pl ayer was s hat-
tered w hen he had to deal
wit h a ser io u s inj u r y du r ing
teen s. H owever des tiny had
o t h er pl ans in s to re fo r o ther
at h letes. E nco u rag ed by a
S o ut h Af r ic an Pro s thetic s
n amed Van der Watt,
Pisto r ius s tar ted pu r s u ing
a career as a r u nner. I n a
ver y sh o r t s pan, he s ho c k ed
t h e wo r l d o f s po r ts w ith his
p h en o m enal athl etic abil i-
t ies by w inning m o re than
a dozen g o l d m edal s in the
few eve nts that he had par-
t icip ate d. Al tho u g h he was
cr it icized fo r u s ing m ec hani- behav io u r ?
cal legs fo r r u nning, a deter-
min ed O s c ar fo u g ht fo r his
career a nd even went o nto
p ar t icipate in the 2 01 2
Olymp ics hel d in Lo ndo n. He Pis to r iu s ?
even received q u ite a few
awards fo r his great dedic a-
t io n towards s po r ts and has
also app eared in the T IM E
magazin e. Os c ar ’s po pu l ar-
it y also m ade him the f ace o f 5 . Dis c u s s w hat bu s i n e s s l e a d e r s
leadin g brands l ik e ‘ BT ’ and
‘ NI K E’.
15
He s ays,
• “ I c an have my g o a l s,
and I c an have my d re a m s.
M y g o al is to m ak e t h e f i n a l s
and im prove my po s i t i o n . I
want to r u n al l dece nt ra ce s.
I do n’t want to l o o k b a c k
and s ay I ran a ter r i b l e ra ce.”
• Yo u are no t d i s a b l i n g
by the dis abil ities yo u h ave,
yo u are abl e by the a b i l i t i e s
yo u have.”
Q u es tio ns
1. What m o tivates O s c a r
Pis to r iu s to have a dr ive to b e co m e
s u cces s f u l ?
2. How M as l ow ’s th e o r y o f h i e r-
arc hy c an j u s tif y Os c ar Pi s to r i us’s
3. What are the c ha ra c te r i s-
tic s o f hig h ac hiever s ? H ow c a n yo u
appl y this w ith referen ce to O s c a r
4. Dis c u s s Her tzberg Two f a c to r
theo r y in the co ntex t of O s c a r
Pis to r iu s.
c an l ear n f ro m Os c ar Pi s to r i us.
Dis c u s s this appl y ing yo ur k n ow l-
edg e o n Org anis atio na l b e h avi o ur.
 BUSINESS NEWS Magazine | June 2011

6 16 F R IEND S F R OM YO N DE R

H O W TO W I N A N I N T E R V I E W
A R U N D H AT I M U K H E R J E E
H I N D A LCO I N D U S T R I E S L I M I T E D
( A D I T YA B I R L A G R O U P )

    FOCUS POINT                                    

1. H O W WA S YO U R TI TAN COM PANY LIM IT E D. A fo r an HR pro fes s io nal. Wo r k

I N T E R V I E W E X P E R I E N C E AT few pers o nal q u es tio ns were o n co m m u nic atio n s k i l l s a n d
H I N D A LCO ? also asked. per s o nal devel o pm ent.

M y i nte r v i e w ex per ien ce was 3. H O W TO P R E PA R E

great. I t was a len gt hy o n e
t hat cove re d bot h academics
a nd my othe r a reas o f inter-
e st. B u t m os tly it was a gr ill-
i n g s e s s i on on Labo ur Laws
a nd Di s c i pli ne.
2. W H AT W E R E T H E
ROUNDS, QUESTIONS
T H AT W E R E A S K E D I N T H E
INTERVIEW?
Th e fi r s t round was an ap t i-
t u d e te s t. The nex t ro un d
wa s the pe r s onal inter view.
I d o not re me m ber t h e ques-
t i o ns exa c tly but it mo st ly
co ns i s te d of var io us sit u-
at i o n bas e d q u est io n s o n
L a b o ur L aws & Discip lin e. I
wa s a ls o a s ke d a lo t o f ques-
t i o ns from the overall cur r ic -
u lu m and from my inter n sh ip
p ro je c t that I had do n e wit h
YO U R S E L F F O R G D A N D P I
ROUNDS?
R ead dail y news paper s and
magazin es. K eep trac k o f
t h e cur rent af f air s. One o f
t h e best way is to prac tice
mo ck GD. The m o re yo u prac -
t ice, t h e m o re co nf ident yo u
b eco me!
A can di date c an be as k ed
anyt h ing and ever y thing in
a PI . B e wel l prepared w ith
yo ur dom ain. Have at l eas t
t h ree areas that yo u k now
in an d ou t. This is bec au s e
n ow-a- d ays m o s t o f the
inter vie wer s as k q u es tio ns
f ro m t h e c andidate’s area
o f interes t (o f co u r s e no t
limited to it). Stu dy Labo u r
Laws t ho ro u g hl y bec au s e
t h at is t he big g es t s treng th
4. W H AT I S YO U R A D V I C E
TO YO U R J U N I O R S O R
PEOPLE GOING FOR THEIR
PLACEMENT INTERVIEWS?
K eep yo u r co o l. O verco m e
the fear o f rej ec tio n/ l o s i n g.
Yo u r bo dy l ang u ag e sp e a k s
a l o t abo u t yo u. D o yo ur
ho m ewo r k wel l befo re
appear ing fo r an inter vi e w.
M ak e s u re yo u have k n ow l-
edg e abo u t the co m pa ny
and the j o b pro f il e. Li s te n
to the q u es tio ns pro p e r l y
and ans wer w hat is be i n g
as k ed, no t w hat yo u k n ow. I f
yo u do n’t k now the an s we r
to a par tic u l ar q u es tio n , d o
no t pl ay aro u nd. B e hon e s t
w hil e ans wer ing per s o n a l
q u es tio ns, hig hl ig htin g yo ur
ac hievem ents / s k il l s / c a re e r
 BUSINESS NEWS Magazine | June 2011

F R IEND S F R O M YON DE R 17

& p e r s onal goa ls. Just st ay fo cused an d

re l a xe d.

5. W H AT A R E T H E H R I N N O VAT I O N S
TA K I N G P L A C E I N YO U R O R G A N I Z AT I O N
T H AT A R E A I D I N G I N CO S T S AV I N G ?

Th e H R i nnovati o n s are gro up level ac t iv ities

a nd cove r s a ll b usin esses o f t h e Adit ya B ir l a
G ro up. The group un derst an ds t h e n eed to
c reate a n i nte grated o rgan izat io n t h at c an
s e a mle s s ly connec t an d interac t wit h a s wel l
a s re s pond to c usto mers, co n sumers, s u p -
p l i e rs and re s ources wo r ldwide. Hen ce it is
fo cu s i ng on c re at in g a sh ared ser vice that
wi l l dr i ve d own gen eral admin ist rat ive and
ove r he a d cos t, improves ser vice levels &
q u a l i t y. The gro up also h as a cent ralize d
t ra i ni ng & de ve lo p ment center t h at fo c u s es The official Facebook page of
o n i m prov i ng bo t h tech n ical an d beh avio ral
co m pe te nc i e s of t h e emp loyees. B esides, the
HR-nXt, the HR Club of MHRM,
gro u p r u ns va r i o us custo mized leaders hip IISWBM had reached 1000 peo-
p ro grams for d i fferent f un c t io n s so as to
ple within 3 days of it’s launch.
c reate the fu ture leadersh ip p ip elin e.

6. L A S T LY, W H AT I S YO U R A D V I C E O N HR-nXt has also introduced it-

C R E AT I N G A C A R E E R P L A N I N H R ?
self to LinkedIn as the first step
I n t he fi r s t fe w years o f yo ur career, wo r k o n towards implementing the Stu-
a ll t he ve r ti c als o f HR f un c t io n . Tr y to h ave dent Development Program.
ex p e r i e nce i n a n I R pro f ile, because t h at w il l
m a k e you s tre e t smar t. Th en ch o o se you r
s p ec i a li z ati on a s per yo ur p referen ce or the HR-nXt, the HR Club of MHRM
o n es that you a re go o d at. K eep a t rack o f has also been able to authorize
t he l ate s t d e ve lopment s in HR f ield. K e ep
IISWBM for hosting TED Talks in
le a r n i ng from th e day to day ac t ivit ies. G rab
e ve r y oppor tu nit y t h at yo u get an d ro c k o n! it’s premise.
 A R T ICLE W R I T I N G CO M P E T E T I ON 18

M OT H E R A S A N H R
   ARTICLE                                   

ARPAN CHAKR ABOR T Y

MBA - PS, I I SWB M

A hou s e b e co m es a ho m e w he n res o urce m a n a gem ent is o ptim um. No

wo n d e r mot her is t he H R a b ove a l l. Ar tic l e o n im pl em entin g m o ther ’s
s trate gi e s o f saving m o ney at h o m e to o rga n izatio n s.

A h o us e be com es a h o me wh en it is f ill ed m anner that they l as t fo r a cer tain p e r i o d

wi t h love, c a re an d co mpassio n . A mo t her
i s t he e mbodi ment o f all t h ese qualit ie s.
She ma ke s s ure ever ybo dy in t h e f amil y
i s lo o ke d af te r well in ter ms o f h ealt h
a nd ha ppi ne s s. Tak in g in co n siderat io n
e ve r yone i n the f amily can be ch allen g-
i n g be c aus e e ver yo n e h as dif ferent n ee ds
a nd expe c tati on s. A mo t h er ’s ro le in a
fa m i ly c a n gi ve us cer t ain ideas wh ich
c a n b e i m ple m e nted in a large o rgan iza-
t i o n to m ake s ure t h at it wo r k s ef f icientl y
k e epi ng all the st ak eh o lders in pur view.
Th es e i de as a re illust rated b elow-
1 ) Management of resources: A
m o t h e r ke e ps her eye o n t h e sto ck o f veg -
e t a ble s, groce r i es, sp ices etc. Sh e mak es
s u re that the re so urces are always avail-
a b l e whe n the y are n eeded. Sh e also
m a na ge s the exist in g reso urces in such a
o f tim e. I n o rg anizatio ns avail abil i t y o f
res o u rces (c apital, m anpower, eq u i p -
m ents etc ) are ver y neces s ar y as th e y p l ay
an im po r tant ro l e in tak ing s ho r t-te r m
and l o ng -ter m dec is io ns. An HR m a n a g e r
needs to pl an the res o u rces wel l s o t h at
they c an hel p the co m pany m eet it s
o bj ec tive. When the co m pany need m o re
res o u rces bu t it is o u t o f their af ford-
abil it y they need to c hang e its g o a l. I f
the co m pany needs m o re res o u rces to
ac hieve its g o al s then the HR s ho ul d
pro ceed acco rding l y. S o a m o ther ’s l e s s o n
o n res o u rce m anag em ent c an be a p p l i e d
in an o rg anizatio nal s tr u c tu re.
2) Art of bargaining/negotia-
t i o n : A m o ther k eeps the expens e s o f
 A R T ICLE W R I T I N G CO M P E T E T I ON
a fa mi ly i n c he ck wh en sh e is go in g fo r
ne w re s ou rce s. Th is invo lves t h e sk ill
o f b arga i ni ng. S h e uses it ef f icient ly
whi l e re c r u i ti ng teach er fo r h er ch ildre n,
b u yi ng groce r i e s o r veget ab les, payin g
e l ec tr i c i ans or plumb ers an d n umero us
o t h er occ a s i ons. A co mp any can use t h is
te chni q ue to s ave co st. I n an o rgan iza-
t i o nal pa r la nce it is called n ego t iat io n . I t
c a n inc lu d e the fo llowin g sit uat io n s-
• H i r i ng peo p le fo r t h e co mp any a nd
ne g oti ati ng the ir salar y.
• Buy i ng e quip ment s f ro m ven do rs.
• N e goti ati n g co st o f a pro jec t.
An H R ma nger can use t h e ar t o f
ne g oti ati on to save co st fo r an o rgan iza-
t i o n a nd s c ale up it s reven ues.
3) Preventing wa s t e f u l
Expenditures: A mo t h er is always cau-
t i o u s a bou t expen ses wh ich p ro duce no
re su lt. She a lways t r ies to get r id o f t h e m
i f n o t pos s i ble th ey at least keep t h em
at a mi ni m u m level. Sup po se t h ere are
co u ple of le ak y f aucet s in a h o use wh ich
a lways e m pti e s t h e t an k . To f ill t h e t an k
p u mps a re ne e ded to be o perat io n al, bu t
p u mps cons ume elec t r icit y to f ill t an k ,
whi ch i nc re as e s ex pen dit ure. A mo t h er
wo u l d tr y to re pair t h e f aucet s f irst but if
t hat doe s n’t wor k sh e will rep lace t h em
19
to m inim ize the bil l o f el ec tr ic it y. I n o rg a-
nizatio ns this idea c an pro du ce gre at
res u l ts. An HR w hil e deal ing w ith org a n i-
zatio n’s res o u rces need to f ind o u t
a) R es o u rces that pro du ces u nnece s s a r y
expenditu re.
b) Ways to m inim ize them .
I f bo th the s itu atio ns do n’t wo r k th e n
l etting g o o f the res o u rce is the be s t way
that c an be fo l l owed. D u r ing the p e r i o d
o f dow ns izing a co m pany has to l e t g o o f
em pl oyees to c u t co s t. I f an em pl oye e i s
real l y val u abl e fo r the o rg anizatio n t h e n
the HR m ang er c an neg o tiate s al ar y w i t h
them ins tead o f f ir ing them direc tl y. I f
the neg o tiatio n do es n’t pro du ce go o d
res u l t then there is o ne o ptio n ava i l a b l e
in f ro nt o f the HR m anag er that is o f fe r-
ing them pink s l ips.
S u ppo s e there are co u pl e of l e a k y
f au cets in a ho u s e w hic h al ways
em pties the tank . To f il l the t a n k p um p s
are needed to be o peratio n a l, b ut
pu m ps co ns u m e el ec tr ic it y to f i l l t a n k ,
w hic h inc reas es expenditu re. A m o t h e r
wo u l d tr y to repair the f au ce t s f i r s t b ut
if that do es n’t wo r k s he w il l re p l a ce
them to m inim ize the bil l o f e l e c t r i c i t y.
I n o rg anizatio ns this idea c a n p ro d uce
great res u l ts.
A R TICLE W R I T I N G COM P E T E T I O N 20

4) Time m a n a g e m e n t : M o t h ers master the ar t o f S o they have to be g o o d at tim e m a n a g e -

t i m e ma na ge ment as t h ey t ak e care o f needs and
ex p e c tati on of dif ferent peo p le in t h e f am il y. Her
C h i ld re n ne e d love an d care f ro m t h eir m o ther.
H er Spous e E xpec t s at tent io n f ro m h er. E l der s
i n t h e fami ly and relat ives ex p ec t respe c t and
m ent w hil e handl ing thes e j o b s. I n t h i s
reg ard, a m o ther ’s way o f wo r k i n g c a n b e
wo r th k now ing fo r them . Al s o i n te r m s
o f tak ing dec is io n in bu s ines s, t i m e l o s t
is eq u ival ent to o ppo r tu nit y l os t. Lo s s o f
an o ppo r tu nit y m eans l o s s o f m o n e y. S o
tim el y dec is io n f ro m an HR m a n g e r c a n
s ave the co m pany f ro m l o s ing m o n e y o r
in o ther wo rds it c an hel p them to e a r n
revenu es.

a c k n owle d ge ment f ro m h er. Sh e mak es s u re that

a ll t he ne e d s are t ak en care o f an d t h ey do n’t HR-nXt, the HR club of
ove r powe r one an o t h er. I n bet ween sh e has to IISWBM has started the
t a k e of he r s e lf. M o t h ers wh o are employed in article writing com-
s o m e organi z atio n s h ave a dif f icult t as k fo r them , petition from the
a s t he y have to man age f amily as well as pro fes- November ’17 edition of
s i o nal re q u i re m ent s at t h e same t ime. A m o ther M a n a v.
d o es i t by a s s i gnin g pr io r it ies to h er jobs and
wo r k i ng on the m f ro m h igh est to lowe s t pr io r it y. The sole purpose of this
O rg a ni zati ons are simulat io n o f a f amil y o n l arg e competition is to involve
s c a l e. Pe ople fro m dif ferent back gro unds wo r k new HRs and non HR
t he re and the y h ave dif ferent k in d o f minds et. An people into HR domain
H R manage r i s i n ch arge o f man agin g p eo pl e’s by providing them a
ne eds i n organi zat io n s. B esides t h is, t hey al s o platform to showcase
he l p the ma na gement to - their writing as well as
researching skllls to the
a ) D e ve lop long- ter m st rategies fo r grow th and HR world. Our mission is
d e ve lopm e nt i n o rgan izat io n . to push the new HRs and
other interested people
b) Di s s e m i nate in fo r mat io n ab o ut co m pany to into the huge pool of HR
t he employe e s. fundamentals, so they
can dive deeper into the
c ) Tak i ng c a re o f legal an d regulato r y vast ocean of under-
co m pli ance s. standing the HR domain.
A R TICLE W R I T I N G COM P E T E T I O N
5) M a n ag i n g P e o p l e :. A mo t h er
g u i de s he r c hi ldren . Co un sells t h em when
t he y are i n tough t imes. Sh e gives sug-
g es t i ons to he r sp o use an d t h e elders in
t he f ami ly. An HR man ager h as to do the
s a m e i n a n organ izat io n . Sh e/h e h as to
m a na ge e mployees wh o can be at ent r y
le ve l a nd pe ople wh o are ex p er ien ced.
As pe ople ge t exp er ien ced t h eir n eed
p at te r n c ha nge s. An ent r y- level per-
s o n n e l m ay have psych o lo gical n eed o r
s e cur i t y ne e d d omin ant in t h em; slight l y
ex p e r i e nce d i ndividuals may h ave este em
ne ed or s oc i a l n eed do min ant in t h em.
S o, HR ma nge r s h ave to t ake care o f t h es e
d i ffere nt ne e ds an d st r ik e a balan ce
b et we e n company ’s o bjec t ive an d in di-
v i d u a l goal of the employees. I t mean s
t he y have to good at dealin g wit h dif fer-
e nt t y pe s of e m ployees by t h e fo llowin g
ways-
a ) Und e r s ta ndin g t h eir st ren gt h an d
we a k ne s s e s.
b) As s i gn the m wit h wo r k wh ich is suit-
a b l e for the m.
c ) G i v i ng d i re c t io n
d ) Pe r for ma nce Ap praisal
21
e) Co u ns el l ing
They al s o have to give s u g g es tio ns to t h e
to p m anag em ent abo u t w hat is g o o d fo r
the o rg anizatio n. Al l thes e j o bs o f an H R
m anag er req u ire g o o d peo pl e m anag e -
m ent s k il l. B y m anaging peo pl e an HR
m ang er hel ps a co m pany to m axim ize i t s
g ains by o ptim u m u s e o f peo pl e’s s k il l s.
6) Planning for contingencies:
Co nting enc ies o r c irc u m s tances w hic h a re
u npredic tabl e. They req u ire c aref u l p l a n-
ning. A f am il y c an exper ience it in the fo l-
l ow ing s itu atio ns -
a) Pr ices o f veg etabl es o r es s ential go o d s
inc reas e o r they are s c arcel y avail abl e i n
m ar k et.
b) Pr ices o f f u el o r co o k ing g as inc re a s e s.
c ) A f am il y m em ber f al l s il l.
d) An E ar ning m em ber retires o r l o s e s
his /her j o b.
A m o ther w ith hel p o f her s po u s e and
el der s wo u l d k eep a bac k u p pl an in c a s e
thes e ar r ive. S he m ay inves t in s o m e h i g h
retu r n - y iel ding ins tr u m ent o r inves t i n
s o m e dem and depo s it s o that s ho r tag e o f
c as h is tac k l ed. S he w il l m ak e s u re th at
es s ential co m m o dities are s to red in h o us e
in s u f f ic ient q u antit y to avo id the s c a rc i t y
o f es s ential g o o ds in m ar k et. An o rg a n i-
zatio n m ay al s o exper ience to u g h tim e s
w hen any o r s o m e the fo l l ow ing o cc u r-
 AR TICLE W R I T I N G CO M P E T E T I ON 22

a ) Pr ice s of fu e l ch an ges expec tatio n f ro m them . Fail u re to res ol ve

b) Ta x s tr u c tu re o f a co unt r y ch an ges
c ) C h a nge i n polit ical enviro n ment o f a
co u ntr y whi c h negat ively af fec t s t h e bus i-
ne ss of the organ izat io n
co nf l ic t c an res u l t in l o s s o f res o u rces i n a n
o rg anizatio n. As HR m ang er pl ays im por t a nt
ro l e in res o l v ing co nf l ic t s itu atio ns by t h e
fo l l ow ing m ec hanis m s -

d ) C h a nge i n di p lo mat ic relat io n s wit h

co u ntr i e s whe re th e o rgan izat io n is do ing
b u si n e s s a nd i t af fec t s t h eir busin es s
ne g ati ve ly.
a) Avo id/Withdraw
e ) R e ce s s i on
b) Acco m m o date
f ) I nc ur r i ng los s f ro m busin ess fo r an
e l o ngate d pe r i od o f t ime c ) Co m pro m is e/R eco nc il e

As a n H R ma nge r ac t s as t h e middleman d) Fo rce/Direc t

b et wee n the top man agement an d t h e
e m p loye e s s o s he/h e h as to be caref ul e) Co l l abo rate/Pro bl em s o l ve
whi l e gi v i ng s u ggest io n to t h e to p man-
a g em e nt a nd i m plement in g n ecessar y
a c t i o n s through t h e bo t to m p ar t o f an
o rg a n i z ati on. Plan n in g co nt in gen cies we l l Al tho u g h f u nc tio ning o f a f am il y and a n
by a n H R c an he lp a co mpany to p revent o rg anizatio n is dif ferent s til l a m o ther ’s
lo ss e s. H e re the y f un c t io n similar to t h at way o f handl ing res o u rces ef fec tivel y ca n
o f a mothe r i n a family. be appl ied in the o rg anizatio n to f ac il i t ate
o ptim u m u s e o f res o u rces.
7) Managing c o n f l i c t s : A mo t h er
t ra n sfor m s a house into h o me by usin g
he r p e r s u as i ve q ualit ies to avo id co n f lic ts
b et wee n di ffe re nt f amily members. Sh e
m a k e s e ve r y bod y is equally imp o r t ant.
I n O rg ani z ati on co n f lic t s create h urdle i n
way of organi z atio n al o b jec t ives. Wh en
p eo p le fe e l the re is a mismatch bet ween
t he i r expe c tati on an d t h e o rgan izat io n s
 BUSINESS NEWS Magazine | June 2011
3 23 M Y H O NES T TAK E S
M Y H O N E S T TA K E S
   INTERVIEW                                   
Prof. (Dr.) Sik har ini M ajumdar
IISWBM
1. I nd ian Ed ucat i o n Sys tem an d
Cur r iculam in B -s ch o o ls ?
All B - s ch o o l s a re def i n i tel y n o t o n t he
sa m e p ag e b u t I I M -A , B, C h ave do ne
real l y g o o d. I I S W B M h a s th e po ten-
t i a l b u t it t h e n h a s to be resi denti al.
Fa c u l t y s h o u l d be a bl e to en ga ge s t u-
de nt s an d s t u dents sh o u l d a l so be
ma d e to wo r k so l v i n g mo re rea l prob -
l e m s e tc. m o s t cu r r i cu l u m a re f i n e.
2. CSR, a fi n a n ci a l b urd en
Acco rd i n g to th e ma n date, I do n’t
t h i n k it ’s a f i na n ci a l bu rden .
3. Choos in g r i g ht C S R p ro j ec t s?
The m an d ate cl ea r l y states th e a reas
i n wh ich C S R pro jec ts sh o u l d be done.
Org an is at io n s sh o u l d ma ke th ei r
c h o ice f ro m amo n gst th o se.
4. B al an c i n g b e t we e n su st a in-
i n g e m p l oye e n e e d s an d e m pl oyee
m o ral s an d m ai nt ai n i n g e f f i c i ent
co st m an ag e m e nt.
Polic ies should b e c lear regard i n g s u s-
t ainab ilit y. I f t he d irec tor s t hink o f o n e
t im e p rofit t hen t hey would neg l e c t
emp loyees b ut any b usiness t hat
need s to sust ain will have to c a re fo r
emp loyee b enefit. I n our count r y s i n ce
t here’s less job hence op p or t uni t i e s fo r
ex p loit at ion.
5. Ad v i ce to t h e m an ag e m ent
asp i rant fo r d e ve l o p i n g d u r i ng the
ye ar s i n a B - sc h o o l
St rong D omain k nowled ge is a mu s t ;
100 p ercent at tend ance; b eing o b s e r-
vant and aware of sit uat ions and
c ur rent affair s; interac t ions wit h s t u-
d ent s from ot her colleges and t r yi n g to
get a good mentor. Finally, p repa r i n g
by st rengt hening weak areas.
 M Y H O NES T TAK E S 24

6. ad vice to s t ud ent s o f M H RM w h o are ap p e ar i n g fo r t h e i r j o b / S I P

inter views

Pre p are d o m a i n k n ow l edge w i th sp ec ial emp hasis on law ; p olishing your

E n g l is h ; p re pa re a nti ci pated qu e st ions along wit h t heir answer s. Wit hout
re h e ars al an d prepa rati o n i nter views c annot b e p er for med im p romp t u on s t a g e.

ho u r s and em o te wo r k in par t du e to t h e n at ure

o f new apps l ik e Uber and Air bnb, t h e gi g

M AY U R I K A eco no my is grow ing at expo nentia l rate s ( a

M U K H O PA D H YAY
M H R M 2017 - 19, I I S W B M
T H E G I G E CO N O M Y:
THE NEWEST BREED
OF SANITY
Th e G i g e conomy, i n it s f ull mo o n is tear in g
d own t he labor m ar ket s. U n quest io n able quo ta
of co nt rac ts, re s onated f ro m bo t h sides o f the
wor k wi t h mutu al ben ef it s as well as dist res s ed
co nfu s i o n a bou t i ts st ab ilit y h as def in itely
m a d e i t i nto a q u e s tio n able co n co c t io n .
Give n w h at thi s te r m refers to, t h e Gig Eco no my
is the n ewe s t tre nd in all do main s o f t h e mar k et
that i s o ppos e d to lo n ger st int s o f emp loy-
m e nt. I t is the i nc re ased ten den c y o f b usin e s s es
to h i re i nd e pe nd e nt co nt rac to rs an d sh o r t-
te r m wo r ke r s, and the exceedin g availabilit y
of wo r k e rs for the s e sh o r t-ter m ar ran gements.
Gig s a re e mploye r fr ien dly- af fo rdable, quic k
a nd e a sy. The re fore t h e sco pe is large wh e re
wor k e r s c an c re ate th e capab ilit y fo r f lex ib l e`
res earc h co ndu c ted by P wc o n f ive k e y f a c to r s
o f the s har ing eco no my predic ts th at t h i s p l at-
fo r m is g o ing to be a raging $3 35 b i l l i o n i n d us-
tr y g l o bal l y by 2 02 5).
This g es tu re in the patter n o f ear n i n g a l i ve -
l iho o d c an be bo th po tential l y adva nt a g e o us,
tho u g h w ith thr iv ing co m petitio n a n d vi s i b l e
u ns teadines s in the f l ow o f a g ener i c a m o unt
o f inco m e. The gig eco no my gives t h e m t h at
o ppo r tu nit y w itho u t dem anding exce s s i ve s a c -
r if ices o r r is k s ; in an eco no my that f un c t i o n s
l arg el y o n o cc as io nal co ntrac ts and te m p o ra r y
gig s, tu r nover is expec ted, and l oya l t y i s n’t a
g u arantee.
A l o t o f co ntagio u s bu zz co m es f rom t h e q ue r y
w hether o r no t o ne c an s u r v ive o nl y t h ro ug h
gig s. Al tho u g h inc redu l o u s l y appea l i n g, i t i s
hard to g et no ticed and acq u ire de ce nt co n-
trac ts that c an cover reg u l ar l y fo r a co nt i n uo us
l iv ing. Trends c an l ead to either hir i n g f re e ze s
o r pro f ic ient am o u nt o f wo r k bas ed o n t h e
c yc l es. Preferabl y s peak ing, it is g o o d fo r c a s h
s trapped s itu atio ns (l ik e s tu dent d e b t o r l o a n
m ending ) and as a no tabl e du al inco m e.

5 25 MY S IP EX P E RI E N C E
MY SIP EXPERIENCE
   INTERVIEW                               
1. W H AT WA S YO U R
P R O J E C T AT L I N D E ?
M y p roje c t at L in de I n dia
L i m i te d wa s to be a p ar t
o f t h e i mple me nt at io n
te a m wi th re s pec t to t h e
ne w atte nda nce mo n ito r-
i n g s ys te m whi ch was b ein g
i m p le me nte d i n t h e h ead
o ffi ce at Li nd e an d t h e f ac to -
r i es of Li nd e all over I n dia. I
wa s gi ve n the task o f go in g
t hro ugh the s of t ware an d
ha rd wa re i s s ue s relat in g to
t he atte nd ance mo n ito r-
i n g s ys te m. I was given t h e
t a s k of de fi ni ng t h e var io us
p a ra me te r s of the system
wi t h re s pe c t to co mp lian ce
wi t h e s ta bli s hment st at-
u te s i .e. Fac tor i es Ac t, 1948
a nd We s t B e ngal Sh o ps an d
E s t a bli s hme nts Ac t, 1963. I
BUSINESS NEWS Magazine | June 2011
A N K I TA D E S A R K A R
MHRM 2016 - 18
Summer I nters hi p at L I N D E
h ad to mak e the o perating
man ual i. e. the u s er m anu al
fo r t h is attendance m o nito r-
in g system .
2. H O W W O U L D YO U
D E S C R I B E YO U R I N T E R N S H I P
E X P E R I E N C E AT L I N D E ?
I wo uld s ay it was an enr ic h-
in g an d c hal l enging expe -
r ien ce. I was co m pel l ed to
co me o u t o f my co m fo r t
zo n e. M y s enio r s and m ento r
were ver y appro ac habl e and
h elp f ul. The wo r k env iro n-
ment o f Linde is ver y c hal-
len gin g and l ear ning. On the
ver y f irs t day o f the inter n-
sh ip I was br iefed abo u t my
p ro jec t to pic and was intro -
duced to al l m em ber s o f
t h e imp l em entatio n team .
I was gi ven o ne week tim e
to u nder s tand my to p i c a n d
s tu dy, res earc h and re a d
u p as m u c h as I co u l d w i t h
res pec t to co m pl iance a n d
l aw. I had a m eeting sc h e d-
u l ed w ith my m ento r e ve r y
week to br ief u p u po n t h e
pro gres s o f my pro j ec t
w herein I was given th e
o ppo r tu nit y to interac t a n d
c l ear al l my do u bts in t h e
fo r m o f a co ns tr u c tive fe e d-
bac k m eeting.
3. W H AT W E R E T H E
C H A L L E N G E S YO U FA C E D ?
I was given the tas k of
m ak ing a co m pendiu m o f
prov is io ns o f Fac to r ie s Ac t
being appl ic abl e to f a c to -
r ies o f Linde al l over I n d i a
w ith res pec t to O ver ti m e,
Co m pens ato r y O f f, s p re a d

ove r, holi d ays, week ly o f f
p er t ai ni ng to e ach st ate
whe re Li nd e ha d it s f ac to -
r i es s i tu ate d. Li n de b ein g
a n i n dus tr i al gas man uf ac -
t u r i n g company, sp ecial
exe mpti on c la u ses wit h
re spe c t to e ac h st ate wise
Fa c to r i e s Ac t needed to b e
re se arc he d about. O win g
to my law bac kgro un d an d
re se arc hi ng s k i l ls, I was
a b l e to com ple te t h e t ask
i n a m atte r of 3 days wh ich
wa s be i ng a ppreciated
a b o ut. Und e r s tan din g t h e
co m pli ance re lated p aram-
e ter s a nd d e fi ni n g t h o se
p a ra me te r s i n th e at ten-
d a nce m oni tor i ng system
a ls o was a c ha llen gin g t ask
whi ch re q u i re d much ef fo r t
a nd appli c ati on.
4. W H I C H A L L PA R T S
T H E C A N D I D AT E S S H O U L D
F O C U S O N S T U DY I N G
BEFORE GOING FOR SIP
INTERVIEWS?
I b eli e ve a thorough k n owl-
e d g e about the basic co n-
cep t s s hou ld be ver y clear
b efore goi ng for t h e SI P
i nter v i e w. I n- dep t h k n owl -
e d g e about core HR sub -
je c t s li ke L aw, Per fo r man ce
M a nage m e nt System,
O rg a ni zati onal B eh avio ur,
Tra i ni ng a nd D e velo p ment
e tc. wou ld de fi n itely
b e he lpfu l. M oreover,
BUSINESS NEWS Magazine | June 2011
can didates s ho u l d be m o ti- 26
vated to l ear n, gras p and appl y
as much as po s s ibl e.
5. W H AT I S YO U R A D V I C E
TO T H E P E O P L E W H O W I L L B E
GOING FOR THEIR SUMMER
INTERNSHIP?
M y advi ce wo u l d be to
st ren gt hen their do m ain
k n owled g e as hav ing the
b asics cl ear and s tro ng al ways
h elp s in the l o ng r u n. I wo u l d HR-nXt, the HR Club
also advis e them the k eep
t h emsel ves u pdated w ith
of MHRM, IISWBM has
recent chang es, c hal l eng es relaunched ‘Manav’, the
an d t re nds in the HR do m ain HR magazine of MHRM.
wh ich wo u l d def initel y give
t h em an edg e in their inter n-
sh ip program . I w is h them al l
MANAV marked its re-
t h e best. turn on 18 th Nov’17 i.e.
in the CONFAB (annual
alumni meet) event
after a gap of 5 years.It
has received incredible
response in social me-
dia and the club pre-
senting it got surpris-
ing acceptance among
alumni and faculty
members.
The online copies of the
magazine are available
at Scribd and Word-
press.
 BUSINESS NEWS Magazine | June 2011

7 27 WH AT ’S IN T HE C AM P U S

W H AT ’ S I N T H E C A M P U S
    EVENTS AND EVERYTHING ELSE                                     

01 The launch of HR Club’s first

magazine ‘Manav ’ by Prof.
Dr. Madhumita Mohanty and alumnas
of the department.

02 Saraswati Puja celebration at IISWBM

03 Seminar on Big Data

Analytics and HR A by
Associate Director of Infosys. Mr
Aniruddha Basu.
 BUSINESS NEWS Magazine | June 2011

WHAT ’S IN T HE C AM P U S 28

04 HR Conclave, 2018 was arranged

by the Alumni Committee of
MHRM. Topic of the day was ROLE OF ARTI-
FICIAL INTELLIGENCE IN HR. The guests
were -

1. Mr. Ujjwal Bhattacharya

Associate Prof, Computer Vision & Pattern
Recognition Unit (CUPR), ISI Kolkata

2. Mr. Kalyan Kar

Co-founder & Director, Inqube Innoventures
Pvt Ltd

3. Mr. Junaid Rizvi

People Connect Group & Talent Management,
CTS

4. Mr. S K Sarangi
CVO, South Eastern Railways & Kolkata Port
Trust

05 MHRM Winning Everywhere :

Winners at Fiera Fiesta : The cultural
fest of Transportation and Logistics Management
Depar tment :

Shreya Das, Surmi Bal (Debate 1 st

runners up),
Asmita Mitra, Abhigyan Ganguli, jeetsoma
Dutta, Arnab Kanti Giri (Treasure Hunt Winners)
Arpita Banerjee, Aditi Burman, Souvik
RoyChowdhury, Akshay Kumar (Treasure Hunt 1 st
runners up)
 BUSINESS NEWS Magazine | June 2011

9 29 PEO PLE

TEAM HR-NXT
    TEAM TALK                                     

Batch of 2016-18

Sayan Dutta Sahin Sengupta Punam Bhattacharjee

Suryankya Bhattacharya Puja Dutta Jayati Chowdhury

Sreemoyee Roy Subhra Kumar Pan

 BUSINESS NEWS Magazine | June 2011

PEO PLE 30

TEAM HR-NXT
    TEAM TALK                                     

Batch of 2017-19

Shrestha Das Mainak Karmakar Rajesh Roy

Abhijit Chowdhury Annyasha Biswas Sridatri Mukherjee

Aditi Barman Soumi Chandra Mayurika Mukhopadhyay

Shabib Akram
 i’d always end
up broken down
on the high-
way. When I stood there
trying to flag someone
down, nobody stopped. But
when I pushed my own car,
other drivers would get out
and push with me. If you
want help, help yourself -
people like to see that”
- Chris Rock

HR-nXt
The HR Club of MHRM, IISWBM
M ail ID - hr nx t.mhr m@gmail.com
Facebook - https://w w w.facebook .com/
iiswbmmhr mhr nx t/

M agazine D esigner - Sahin S engupta