ezet 2nd edition from zetetica

7/27/2019 Ezet 2nd Edition from Zetetica

1/8

Shimada

My name is Kambei Shimada. I am a ronin. I have no

disciples

This is how the leader o the group o masterless samurai

or ronin as they came to be called introduces himsel to

his disciple to be in Kurosawas Seven Samurai. The setting

is amiliar, explored in straight remakes like The Magnicent

Seven or our very own Sholay. A village, under attack rom a

group o bandits seeks to hire samurai, with the promise o

only two meals a day, nothing more.

He continues to refect both humility and wisdom with what

he says next. Youre embarrassing me, youre overestimating

me. Im not a man with any special skill. But Ive had plenty o

experience in battles, losing battles all o them.

His nal attempt at dissuading the boy is more direct. I cant

aord to take a kid with me. He even tries sel deprecation

and a show o his world weariness, which he seldom shows

until the pyrrhic nale. Im tired o ghting, maybe its my

age

Ater a just a little more pleading, he does take the young man

along ater all. Soon he is aiding his master in the recruitment

process, one which is to become a staple in uture classics like

The Guns o Navarone and even the new superhero lm The

Avengers.

2

5

6

8What

sInside

Man

makesthedifference

August 2013Issue 2

Swarup GuptaA Post Graduate

in Economics rom

Calcutta University and a

Management Graduate rom

IMI Delhi, Swarup is a Writer,

Critic and an Economic

Aairs Analyst. He is also

an exponent o Hindustani

Classical Music o the Agra

Gharana. He currently works

as Quality Control Analyst

with Zacks Research India

and is based at Kolkata.

FROM THE GUEST EDITORS DESK

Contd. in page 7

From the GuestEditors Desk -Swarup GuptaQuality Control Analyst, ZacksResearch India

HR Guru -An interview withRamesh RanjanVice President HR Services atSchneider Electric India

The CEOs Word -

An excerpt fromWinning by JackWelch

In Conversation -Dipankar BanerjeeOD Expert

Book Review -

HR FROM THEOUTSIDE IN

Zetetica, HR Club, BIM


2/8

What are the unique acets o HR in the energy and inrastructure

sectors compared to other sectors?

As it is an evolving, niche, capital intensive sector in India with not many large players,

the skill sets required are not readily available in campuses or the job market. Talents

tend to rotate/switch between companies and leads to price war due to switch

premium. As organizations are also cagy about increasing labor costs, it is a dicult

balancing act or HR to cater to the needs o the organization and also employee

aspirations. Organizations must improve their retention rate by developing their

internal talents and provide a liberated internal job market.

How is HR partnering business in Schneider?HR is seen as a Strategic Business Partner in Schneider Electric and our mission is

Inspiring People to Power the Future. Driven by our values o Care, Connect,

Commit and Challenge, we ocus on connecting people with the organization

through various programs like Engaged individuals, engaged leaders and engaged

environment to provide a Total Employee Experience which enables HR, managers

and employees to adopt a Shared Talent Mindset. Our HR Strategy is to enable

n HR to be the Strategic Business Partner

n Managers to be the primary developers o Talent

n Employees to be the actors in their own development

Excerpts from the Interview

with Ramesh Ranjan

Ramesh Ranjanis the Vice President HR Services

at Schneider Electric India and is

responsible or providing HR Shared

Services support to all the Business

Units o Schneider Electric in India.

He is a Human Resources expert with

over 27 years o experience.

Man makes the difference

HR GURU

Contd. in page 4

Juran Institute, USA

Offers

LEAN SIX SIGMA GREEN AND

BLACK BELT CERTIFICATIONS @ BIM!

Why Juran?I Globally Recognized certifcation I Master Black Belt Trainers from Industry

I Industry Specifc Case Studies and Examples I Global Program at Indian Prices

I We are the Pioneers I Project Guidance for Implementation

For More Info Contact:

[email protected] I +91 9894851326 I www.juran.com


3/8




4/8

What are the initiatives taken by Schneider to build and nurture humancapital?n Build organizational capability to drive large-scale transormation ocusing on change

mgmt, cross BU collaboration, employee engagement and organization culture

n Develop technical and behavioral learning solutions or employees

n Design and support development o key talents through 3Es (Education, Exposure &

Experience)

n Building Talent rom within (build vs buy), by encouraging Internal Talent Mobility and

building a pipeline o talent

n Build a robust succession plan by identiying and nurturing high potential employees

What is the role o HR in supporting inorganic growth o companiesthrough Mergers and Acquisitions, Joint Ventures?In M&As and Joint ventures,HR needs to get involved right rom the due diligence period and

study the people issues, history, values, environment, prole o leaders, compensation, etc and

make a air, realistic assessment o the As is and FIT situation and place all cards beore

the acquisition team.

Ater acquisition, companies shouldnt rush into orced integration and a cooling period

is essential to enable both the parties to understand each other. The parent company should

appreciate the uniqueness o the new company, be open to exchange o ideas and best

practices and create a conducive environment or smooth integration.

Hence HR plays a vital role in balancing the cultures o the two organizations, building bridges

and creating a positive environment that will bring synergies to the acquisition.


HR GURU

Contd. from page 2


5/8

As the excitement o gett ing a new job ades away and as the work desk becomes amiliar, all is not cosy or many. As you mull

over the million dollar question o whether this is really what you wanted to do in lie and does this job match your ideologies,

you realize the need or a guideline which will help you ponder over this question o JOB FIT. The ollowing is a guideline to

determine Job t and is an excerpt rom the book written by Jack Welch, alongside his wie Suzy Welch, called Winning.


THE CEOs WORD

Feeling good about your job will help to make you more

productive and open to opportunities or growth. So, it is wise

to invest time and eort in identiying the right job or you.

Ater all, a career is not just about landing a job; it is about

landing the RIGHT job.

You need to fnd your people.The earlier inyour career the better. No job is ideal withoutthe presence o shared sensibilities.

Every job youtake is a gamblethat couldincrease youroptions or shut

them down.

Working to ulfllsomeone elses needs ordreams almost always

catches up with you.

Good sign :You like the people a lot-you can relate to themand you genuinely enjoy their company. In act, they even thinkand act like you do.

Cause or concern :You eel like youll need to put on apersona at work. Ater a visit to the company, you nd yourselsaying things like, I dont need to be riends with the people Iwork with.

Good sign :The job gives you

a credential you can take with

you and is in a business and

industry with a uture.

Cause or concern :The

industry has peaked or has

awul economics, and the

company itsel, or any

number o reasons, will do

little to expand your career

options.

Good sign :You are taking

the job or yoursel, or you

know whom you are taking it

or, and eel at peace with the

bargain.

Cause or concern :You are

taking the job or any number

o other constituents, such as

a spouse who wants you to

travel less or the sixth-grade

teacher who said you would

never amount to anything.

Any new job shouldeel like a stretch,not a layup.

I a job doesnt excite you on somelevel-just because o the stu oit-dont settle.

Good sign :The job gives you the

opportunity to grow as a person and a

proessional, and you get the eeling you

will learn things there that you didnt

even know you needed to learn.

Cause or concern :Youre being hired

as an expert and upon arrival you will

most likely be the smartest person in the

room.

Good sign :You are taking the job or

yoursel, or you know whom you are

taking it or, and eel at peace with the

bargain.

Cause or concern :The job eels like

a job. In taking it, you say things like

This is just until something better

comes along or you cant beat the

money.

An excerpt from Winning by Jack Welch

PEOPLE

OPTIONS

OWNERSHIP

OPPORTUNITY

WORK CONTENT



6/8

Lie oers a plethora o experiences, some turn out to be lie changing. A

conversation with Mr.Dipankar Banerjee was enriching odder or our minds as he

spoke about his rich and varied experience as a HR proessional.

Mr. Banerjee began his career as a Management Trainee in Dunlop where he worked

or 12 years. At the time o leaving he was Head o Management Development.

Thereater, he headed the HR Function in some leading Companies like Eveready,

TIL, Balmer Lawrie, Duncans Agro and Exide Industries Limited. His last position

beore becoming a ull time Consultant and Executive Coach was Vice President

Human Resources o the ABP Group.

Mr. Banerjee says, The greatest lessons in lie are learnt through experience and

we must be sensitive and open-minded to learn rom the lessons imparted by

every event that happens during our lietime.

A turning point in Mr. Banerjees lie happened, when he attended, a series o

ve intensive one-week workshops which provided insights into people dynamics

and group behaviour. Absorbed by the vagaries in human behavior, he decided

to ocus more on the subject, research it and try to decipher the mystical beings

called humanity. This heralded the beginning o a career as a HR Proessional in

large corporate entities. However, instead o a becoming a typical HR Manager, he

decided to utilize his psycho-analytica l insights and to ocus on process acilitation,

management development and coaching.Mr. Banerjee says You create your own opportunities and letting go o them

is like shying away rom lie itsel. At the end o the day, you are the person in

control over your lie and whenever an opportunity comes your way, what is

needed is clear thinking, a bit o creativity, condence and the will to reach your

goal. This is evident in Mr. Banerjee ollowing his passion o going beyond the

mundane and delving deep into the HR philosophy.

Having been a person who never lets go o avenues to learn new things, Mr.

Banerjee says that this thirst or knowledge is what drives him to explore more

and reach greater heights. According to him, the mantra o success lies in going

beyond the known and exploring the unknown.

An illustrious career has three striking distinctions. The passion and enjoyment

you bring into work, your adeptness in managing rustration and leaving worries

behind, and the ability to learn and unlearn by keeping your mind ree rom

mental blocks, were his parting words o wisdom.

Finally, Mr. Banerjee says he would attribute his success to his wonderul amily

members, especially his wie, as they have been his pillar o strength throughout

the long and eventul journey o his proessional and personal lie.

A tete-a-tete withDipankar Banerjee

Dipankar Banerjeeis a mechanical engineer and an

alumnus o IIM Calcutta. He is

the ormer HR Head o several

organizations, Proessor, Trainer and

Coach and OD Specialist.


IN CONVERSATION



7/8

RecruitmentThat recruitment takes up much o the rst hal

o this three and a hal hour epic, is dicult to

ignore. Shimadas dilemma is twoold: He requires

competence, but has little to oer or it. The technique

which he employs is to get his young recruit to stand

hidden by the entrance o a hut, stick in hand, ready

to strike the applicant as soon as he enters.

The rst such samurai easily defects the blow and

disarms the young man. Shimada immediately

apologizes and explains his situation. The gentleman

in question is angry and insulted, since he is worth

more and leaves.

But the situation with Gorobei the archer is quite

dierent. He hesitates while entering the hut and

breaks into a little laugh. Please, no jokes, he says.

Shimada slaps his thigh in delight and Gorobei joins

the risky venture just or the un o it.

The archer goes on to recruit another team member,

who says hes rom the wood-cut school, simply

because hes chopping wood at the moment. His

major qualication is that he is good company

in adversity even though his encing is second

class.

Taking charge

Kurosawa had this immense need to be understood

by his audience. One o the devices he employs is

a map o the village created by Shimada, played by

Takashi Shimura, who appeared in 21 out o the

masters 30 lms.

Shimada soon decides that three outlying houses

cannot be saved. The occupants o these dwellings

reuse to deend the rest o the village and

participate in training and military maneuvers. They

rush away, angry and complaining. And this is the

moment Kambei Shimada chooses to change his

style rom a democratic one to one which is distinctly

authoritarian.

One hire comes easy. Shimada chances upon his

ormer lieutenant Kato, who also survived their last

battle together. Kyuzo, the master swordsman with

the ability to kill with a single sword stroke, initially

declines the oer, since he is interested only in

perecting his art. Ultimately, he does end up joining

the group. Luck, both good and bad, cannot be

ignored in such matters.

The maverick Kikuchiyo, who is initially the comic

element o the lm, simply tags along, despite

continued rejections. His erratic behavior and rustic

demeanor are contrasted by such amusing details like

a alse birth certicate. It claims he is a thirteen year

old girl.

But he immediately proves his worth. When the

villagers hide on seeing the samurais approach, he

rings out the warning bell. Almost immediately they

scurry out as Kikuchiyo, played by possibly Japans

greatest actor Toshiro Miune, laughs in their aces.

This duality, this love-hate relationship between the

employer and employees, will be touched upon many

times in the lm.

He draws his sword or his rst time and addresses

the errant team members. PIck up your spears, he

says. When they reuse to comply, he chases them,

sword in hand till they literally all back in line.

Then, well past an hour and a hal into the lm, he

makes his rst speech in a stentorian voice, a distinct

contrast rom his usual sot spoken nature.

The outlying houses are three, the village has

twenty, We cant endanger twenty houses or three.

Remember thats war, youre all in one boat. He who

thinks only about himsel, will destroy himsel, too!

Such selshness will not be tolerated.


FROM THE GUEST EDITORS DESK

Contd. from page 1

I N T E R M I S S I O N



8/8

HR rom the Outside In: Six Competencies or the Future o Human Resources is Dave

Ulrichs latest work (co-authored with Jon Younger, Wayne Brockbank and Mike Ulrich).

This book summarizes the ndings o Ulrichs recent survey on HR proessionals.

This book argues that HR has evolved over the years in dierent waves

HR Administration Administrative and transactional work by HR (a mere support

unction)

HR Practices Innovation in various specialized elds o HR (i.e., compensation,

recruitment, training).

HR Strategy Integration o HR and business practices; HR as a strategic business

partner.

HR Outside In HR moves beyond strategy to align its work with business context

and stakeholders

The era in which HR proessionals were simply doing process transactions is long gone

by and HR Proessionals will require six competencies to thrive in todays business world.

These competencies are:

Strategic Positioner This is beyond just knowing the business. HR Proessionals

must be able to position their organization to anticipate and match external changes

and their implications to bolster their organizations competitive advantage.

Credible Activist HR Proessionals must be internal activists who ocus their time

and attention on issues that actually matter to the organization. Ability to infuence

others and generate results assumes supreme importance in this context.

Capability Builder HR Proessionals must be able to align strategy, culture,

practices and behavior and create a meaningul work environment and thereby build

organizational capability.

Change Champion Most corporate change eorts start with enthusiasm and end

with cynicism. HR proessionals must help the organization counter this trend by

helping it diagnose problematic issues and resolve them.

HR Innovator and Integrator Ensuring the availability o right talent and leadership

is paramount or the success o any organization. Talent building or the present and

uture needs is a key area o HR ocus.

Technology Proponent All organizations seem to have diculty in handling and

transerring the massive amounts o inormation they accumulate over the years.

Proessionals must nd ways to eectively use technology to understand and use

organizational resources to build talent within the organization.

The table stakes or HR are rising ast and its time or HR to ully deliver on its promises.

The need or HR to support the business goals in a knowledge economy has never

been greater. HR has to be impactul and HR proessionals must master new ways o

thinking and acting. The research and insights in this book capture the skills required or

HR proessionals to contribute ully to business results and proves to be an interesting,

thought-provoking read.

HR FROM THE OUTSIDE IN


BOOK REVIEW

Editors: Rachel Priyanka J Jawhar Gani M I Mail us at zetetica@bim edu

ezet 2nd edition from zetetica

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