newsletter nov - dec issue 20 - national hrd...lighting of the lamp by mr. k ramkumar - nhrdn...

thNHRDN 19 National Conference 2015

thThe NHRDN 19 Annual National Conference, held th that the Taj Palace, New Delhi, on the 19 and 20 of

November, focused and deliberated on critical levers that will help architect the next curve. Thought leaders (both business leaders and HR leaders) from across the globe, shared their insights over 20 sessions spread over the two days on how to be successful in the VUCA times, guiding the 1000+ audience with a roadmap to win the Corporate Olympiad.

Business and HR will have to co-create and collaborate if they are to successfully take on the next curve of

thbusiness. The NHRDN 19 Annual National Conference delved deep in the subject to discover a roadmap to architecting the nex t cur ve of business and successfully travel the road to reach the next Orbit.

The Conference was formally inaugurated with Lighting of the Lamp by Mr. K Ramkumar - NHRDN National President, Mr. SY Siddiqui - Past NHRDN National President, Mr. Kamal Singh - Director General, NHRDN and Mr. Nishchae Suri, NHRDN

Issue 20 | November - December 2015

Date 19 November 2015

Ms.Chanda Kochar- Managing Director and CEO,ICICI Bank Lighting the Lamp

National Treasurer & President Delhi & NCR Chapter, Mr. D Shivakumar - Chairman & CEO PepsiCo, India Region and Mrs. Chanda Kochhar - Managing Director and CEO, ICICI Bank along with NHRDN Past National President, M. P. Dwarkanath, Founder Secretary NHRDN, Fr. Abraham and other esteemed HR Veterans closely associated with NHRDN.

In his welcome address, Mr. Nishchae Suri - NHRDN National Treasurer & President - Delhi & NCR Chapter & Head 'People & Change', Partner - Management Consulting, KPMG, said that, “there is no doubt that the times are changing, and are full of uncertainty and complexity, regardless of shifting scenarios, the existential purpose or the strategic intent of an organization, can be a guiding force.

The purpose which it lives to serve can be achieved through a strong organizational value system.” He further added that, “this includes getting the right people on board and not compromising on ethics and character of purpose and these intangibles can guide organizations through diversification and expansion, which may otherwise be challenging”.

Mr. K. Ramkumar National President,NHRDN Lighting the Lamp at the Inaugural Ceremony

Day 1

Venue Taj Palace, New Delhi

The NHRDN National President & Executive Director - ICICI Bank Ltd., Mr. K Ramkumar urged delegates to “Respect Tradition. Don’t stick to the past,” as part of the Inaugural Session. He also stressed upon the need to “Inspire people for your next curve” & “Create proprietary knowledge through research”. He also called upon delegates to help in making NHRDN contemporar y and relevant to its stakeholders. which may otherwise be challenging.Speak ing at the inaugural sess ion about Volunteerism at workplace Mr. D. Shivakumar - Conference Chair and Chairman & CEO, PepsiCo, India Region in his keynote address said that given the new benchmarking of loyalty for the millennial workforce, it is important that leaders see their people more as volunteers and not as employees. “People, l ike volunteers, want to serve an organization for a limited time, and it is the purpose and vision of the organization that attracts them” he said. For leaders, it is important to have a clarity of purpose of the organization, and then to communicate it to the workforce. If the purpose and vision of the organization resonates among people, then they feel empowered, develop a greater sense of belonging to the organization, and are motivated to work. And even if people decide to leave, they will always be great ambassadors and / or will decide to

come back.

It circles down to having an ‘ask and inspire’ leadership style, where leaders role model the behaviors and change they expect to foresee in their workforce, and facilitate a flat, open and transparent culture where people are empowered to engage in conversations, give feedback, and get their feedback acted upon.

The Inaugural address was delivered by Ms. Chanda Kochhar - Managing Director and CEO of ICICI Bank who was also the Chief Guest for the inaugural session*. Addressing the delegates, Ms. Kochhar said, "Multiple forces will shape the next curve," and that there was a need to include "more youth" and "more women at work". She also opined that "more digitization" and "financial inclusion" are vital.


Mr. Nishchae Suri - NHRDN National Treasurer & President - Delhi & NCR Chapter & Head 'People & Change', Partner - Management Consulting, KPMG

Mr. K Ramkumar - National President NHRDN & Executive Director - ICICI Bank Ltd., addressing the

delegates during the Inaugural Session

Mr. D Shivakumar - Conference Chair and Chairman & CEO, PepsiCo, India Region

The Vote of Thanks was delivered by Mr. Kamal Singh - Director General, NHRDN.

Another highlight at the inaugural session was the book release of ‘The Leadership Odyssey: From Darkness to Light’, authored by Dr. Pritam Singh, Prof. Asha Bhandarker & Prof. Snigdha Rai . The Odyssey of Leadership is filled with great uncertainty and is taken by only a few. It takes an exceptional effort to rise from being a good leader to a great leader. This book provides a unique roadmap for leaders and office bearers in all walks of life, aspiring to become great leaders.

Inaugural Address by Ms. Chanda Kochhar - Managing Director and CEO, ICICI Bank


Padma Shri Dr. Pritam Singh – Author ‘The Leadership Odyssey: From Darkness to Light’, Ms. Chanda Kochhar - & Prof. Asha Bhandarker, Dean International Relations at International

Management Institute Delhi - IMI-Delhi – Co-author during the Book Release

Mr. Kamal Singh - Director General, NHRDN delivering the Vote of Thanks

Contours of Emerging Corporate Olympiad

The first session for the day was the theme address which was delivered by Dr. Pritam Singh - Conference Mentor

& CEO, Lead Centre and Noted Management Thinker, India who spoke about the Contours of Emerging

Corporate Olympiad. Dr. H Chaturvedi, Director BIMTECH was the Session Chairperson.

Speaking at the session Dr. Pritam Singh said, “There is some obvious Darwinism in the business world today. For

businesses, it is about ‘the survival of the fittest’ and this concept has been prevalent in the business world

forever. The relevance of the evolution theory is even more now, given the diminishing life cycle of companies.

Here are some hard facts to elucidate the argument – for an S&P 500 company, the average 61-year tenure has

narrowed to 18 years in 2011, according to a study by Innosight, an innovation consulting firm. And at the current

churn rate, 75 percent of the S&P 500 will be replaced by 2027.

The companies that are not innovative, agile, succumb to the competition in the Corporate Olympiad. The

unprecedented disruption in the business world is being driven by the influx of technology, innovation,

liberalization and globalization of the world markets. And the impact is that there is an immediate need for

businesses to adapt to such changes and transform themselves radically; transform in a VUCA setup, ‘live in the

now, with an eye to the future’ and architect this next curve to grow, thrive, and sustain themselves in this

competitive environment. In this turbulent era therefore, to thrive, excel and grow, business organizations and

leaders need to constantly improve response time, create new strategic thrust, strive for better corporate

governance and demonstrate powerful leadership to compete and win the Corporate Olympiad”.


Session Chairperson - Dr. H Chaturvedi, Director BIMTECH

Padma Shri Dr. Pritam Singh – Conference Mentor & CEO, Lead Centre and Noted Management Thinker


Session in progress - Dr. Sunil Mithas - Professor, Robert H. Smith School of Business University of Maryland, Dr.

Rishikesha T. Krishnan - Director & Professor of Strategy, IIM Indore, Mr. Josh Bersin - Principal & Founder, Bersin

by Deloitte & Mr. B Ashok - Chairman, Indian Oil Corporation Ltd.

Architecting Sustainable Growth Strategies

The Chairperson for this session was Dr. Rishikesha

T. Krishnan - Director & Professor of Strategy, IIM

Indore and the Panelists included Mr. Josh Bersin,

Principal & Founder, Bersin by Deloitte, Dr. Sunil

Mithas - Professor, Robert H. Smith School of

Business University of Maryland, USA and Mr. B

Ashok - Chairman, Indian Oil Corporation Ltd.

For CEOs, strategic thinking, talent acquisition and

management, and adaptability are the top

capabilities that tomorrow’s leaders will need,

according to the PwC CEO survey – a revelation that

was complemented by all the thought leaders in the

conference.

In fact, when asked, ‘Who will be the biggest

differentiator to business?’ all the answers had the

words ‘people’ and ‘human capital’ common in

them. Not only the HR leaders, but the business

leaders too feel that human capital is going to be

the biggest differentiator while architecting this

next curve.

For organizations to grow and sustain, the onus is

upon business leaders and people leaders to architect

this next curve – together. The conversation of HR

being partners with business is a thing of the past now.

The Human Resource function has to go beyond just

partnering – it has to be integrated with the business

in strategy formulation and move away from best

practices and devise fit-for-purpose practices.

It will be the different HR levers in leadership

development, change management, performance

management and employee engagement that will

determine business success in the future.

CEO Session – Architecting the Next Curve

The Session Chairperson was Dr. AK Balyan - CEO, Oil &

Gas Business, Reliance ADAG and the Keynote

Speakers were Ms. Kalpana Morparia - CEO, JP Morgan,

India and Mr. Bhavdeep Singh - CEO, Fortis Healthcare

Ltd. They spoke about building HR’s business

capability where 55 percent of CHROs have not led a

function outside the HR role, and a mere 10 percent

have led a sales role, according to the State of the

Interaction with audience towards the close of the session - Dr. AK Balyan - CEO, Oil & Gas Business, Reliance ADA,

Ms. Kalpana Morparia - CEO, JP Morgan, India and Mr. Bhavdeep Singh - CEO, Fortis Healthcare Ltd.

CHRO Study 2015. Clearly, business exposure of the

HR is lacking, which often results in a deficit of

business capability.

HR must drive its own career mobility by making a

case of establishing an HR career mobility strategy

within the organization. The easy part is making a

business case of HR’s career mobility – because that

is something CEOs also want. It is only a case of

having the will to self-drive your career progression

and look beyond HR-only roles. According to Dr.

Ashok Balyan - CEO of Reliance Group's Oil & Gas

Business, “To build business competence, HR

leaders must talk business language and must

understand all important aspects of business

including finance, technology, etc.” Trainings and

learning interventions can help, but only to an

extent; the real capacity building happens when it is

experienced on the ground. And that is what the HR

of today needs to do for tomorrow.

Odyssey to Performance Excellence – Derailers

and Enablers

Other than mastering change, it will also be critical

for organizat ions to enable per formance

excellence. A panel on ‘Odyssey to Performance

Excellence – Derailers and Enablers’ reflected upon

the how-to of achieving performance excellence. It

is a recognized fact that a performance driven

workforce has the potential to increase innovation,

business productivity and even impacts the

bottom-line in a positive way.

Speak ing in the sess ion was the sess ion

Chairperson, Mr. Rajeev Dubey, Group President (HR

Mr. Rajeev Dubey - Group President (HR & Corporate Services) and CEO, After-Market Sector, Mahindra &

Mahindra, along with the panelists

& Corporate Services) and CEO, After-Market Sector,

Mahindra & Mahindra. He stated that to drive

performance, organizations need to instill a sense of

purpose in their employees and also need to align

employee objectives to that of the organizations.

Employees are motivated more to perform when they

have a sense of purpose, they feel they are actually

contributing to something, and there is a reward tied

to it as well. Its relevance is exemplified when we talk

about the workforce of tomorrow. The ‘Millenials at

work’ study by PWC revealed that 51 percent of the

millenials questioned said that feedback should be

given very frequently or continually on the job and

only one percent said that feedback was not important

to them.

So for organizations it is important to ensure the

workforce keeps getting feedback. Not only does it tell

people what they are doing right and what they need

to do differently, but it also ensures they are constantly

aligned with the organization’s purpose and

objectives, and their individual goals are attuned to

the business’ (which in today’s world are very agile and

susceptible to change).

People want clarity on objectives and want “timely, insightful feedbacks to stay on course of their purpose, know

what is it that they are doing well and also know what are the things that need to be done differently,” says Mr.

Ravindra Kumar- Head -Human Resources, GE South Asia. For organizations to drive forward, the workforce’s

performance doesn’t only have to be ‘managed’, but it has to be optimized; and a feedback-model of

performance management can achieve that. The performance management system has to go beyond

measuring, rating, and reviewing employees, and act as an enabler to unleash the potential of the people and

get the best out of them – something that is supposedly achieved by feedback-led models.

It is no surprise that several organizations have gotten rid of force fitting employees into the bell curve, and have

adopted real-time feedback-driven models of performance enhancement and evolution.

An organization’s processes are a reflection of its culture. The changes in the way performance is measured today

have changed because of a shift in culture and employee expectations. Today, people expect a workplace which

enables and guides them towards achieving their true potential in the chosen area of profession. In addition to

clear objectives, people also want timely, insightful feedbacks to stay on course of their purpose, know what is it

that they are doing well and also know what the things that need to be done differently are.

The new workforce today expects a more horizontal, agile, connected and inspiring organization, and not the

command and control organization so that they get a chance to develop with the organization. “They are looking

to work in an organization that enables co-creation. People want to create the culture that they like and it cannot

be dictated anymore”.

Organizational performance is correlated with its culture. Every organization’s culture defines and determines

how the organization functions. The culture either drives the performance of an organization or impedes success

as it affects talent, product offerings and even employee engagement. The HR plays a crucial role in shaping,

transforming and reinforcing the culture of an organization. In fact, it is the HR levers that create the culture in

organizations.

For businesses to keep pace with the changing business environment, they constantly have to innovate. And

people have to be the source of that innovation. So it is important for organizations to create a culture of risk-

taking and celebrating failures. HR should consider using its levers like pay systems, performance management

programs, recruitment etc to develop and sustain corporate culture that not only drives employee performance

but also impacts organizational outcomes. The panelists who contributed for this session were Mr. D.D. Misra -

Director HR, ONGC, Mr. Rajesh Padmanabhan - President & Group CHRO, Vedanta Group, Mr. Rohit Thakur - Head

Human Resources, Microsoft Corporation (India) Pvt. Ltd., Mr. Judhajit Das - Chief HR, ICICI Prudential Life

Insurance.


NHRDN Awards Ceremony - 2015

The Award Ceremony commenced after the sessions

on Day 1 with Ms. Vishpala Reddy, VP HR, American

Express hosting the segment.

Honouring HR Veterans - 2015

As part of Honouring HR Veterans, NHRDN felicitated

Dr. Arvind N Agrawal – Managing Partner, Lead

Associates, Mumbai. Dr. Agrawal is an accredited

executive coach and leadership consultant having

extensive experience as a senior business leader. He is

also very active in various activates carried out by NHRDN and has served as the National President of National

HRD Network during the year 2000 - 2002. Dr. Agrawal is currently the Chairperson for the NHRDN Committee

on HR Competency Framework for India & he is credited for revamping it in just two years.

Ms.Vishpala Reddy - VP HR, American Express

Mr. K Ramkumar - National President NHRDN & Executive Director - ICICI Bank Ltd. , honouring Dr. Arvind N Agrawal - Managing Partner, Lead Associates

Mr.Anand Nayak- Head of Human Resource Development, ITC & Director, Board of ITC Infotech

Mr. Anand Nayak – Head of Human Resource Development, ITC & Director on

the Board of ITC Infotech was also given the Honour, but was unable to make

it to the event. He has been associated with the ITC for 41 years and has

handled senior HR assignments in the Company's various Divisions and has

been Head of Human Resource Development since 1996. Mr. Nayak is also

responsible for the overall supervision of ITC's Social Development Initiatives.

He was credited with creating and launching Strategic Human Resource

Leadership Programme -SHRLP on the platform of NHRDN, which has

become a sought after program every year.


NHRDN Bangalore Chapter President, Mr .Sudheesh Venkatesh receiving the Best Chapter Award from the

Mr.Ramkumar-NHRDN National President

Mr.F.Israel Inbaraj - Mentor/Past President and Mr.J.Jarait- Treasurer of NHRDN Hosur Chapter

receiving the Emerging Chapter Award from Mr. K. Ramkumar -NHRDN National President

NHRDN Chapter Awards - 2015

The HRD Excellence Awards were instituted in the year 1989 to recognise and honour individuals and

organisations that have made a significant contribution in the field of HR. Along with this, the Best Chapter Award

is also presented to the chapter that demonstrates the greatest vitality and makes a unique contribution and the

Network also presents an Award to recognise an Emerging Chapter.

This year, the Best Chapter Award went to the Bangalore Chapter. Mr. Sudheesh Venkatesh, Bangalore Chapter

President received the award from Mr. K. Ramkumar, National President of NHRDN and Executive Director of ICICI

Bank.

The Emerging Chapter Award went to the Hosur Chapter. Mr.F.Israel Inbaraj - Mentor/Past President and

Mr.J.Jarait- Treasurer received the award from Mr. K. Ramkumar, National President of NHRDN and Executive

Director of ICICI Bank.

NHRDN - Prof. Ram Charan Young HR Icon Awards - 2015ndThe 2 NHRDN – Prof Ram Charan Young HR Icon Awards – 2015 for HR Professionals and Students was

successfully concluded with over 210 participants from across India vying for the Awards. Based NHRDN - Prof.

Ram Charan Young HR Icon Awards - 2015 - Jury’s recommendations, the following people were adjudged as

winners of NHRDN -Prof. Ram Charan Young HR Icon Awards - 2015.

The top three NHRDN - Prof. Ram Charan Young HR Icons - 2015 selected in the Professionals and Students

category are:


Mr. Anit Kumar Singh - Winner receiving the award from Mr. S.V.Nathan - National Secretary NHRDN

stMs. Mansi Dubey - 1 Runner Up receiving the Award from Mr. D Shivakumar - Chairman & CEO,

PepsiCo, India Region

PROFESSIONALS CATEGORYMr. Anit Kumar Singh – Lead (Program Management & Analytics, Business HR) – The Tata Power Co. Ltd - Winner

Ms. Mansi Dubey, Manager (Corporate HRS) stBharat Petroleum Corp. Ltd. ,1 Runner Up

ndMr. R. K. Ramakrishnan - 2 Runner Up receiving the Award from Mr. D Shivakumar - Chairman & CEO,

PepsiCo, India Region

ndMr. R. K. Ramakrishnan, Asst. Manager (HR & IR) – KEC International Ltd, 2 Runner Up


Ms. Kavyashree Madhusudan Hegde -Winner receiving the Award from Mr. S.V.Nathan - National Secretary

NHRDN

From Left to right-Mr. Dhananjay Singh- Executive Director, NHRDN, Mr. Kamal Singh –Director General, NHRDN, Mr.

stK.Ramkumar - National President NHRDN,1 Runner Up –Ms Chetna Ojha, Mr. Nishchae Suri - NHRDN National Treasurer &

President - Delhi & NCR Chapter

STUDENTS CATEGORYMs. Kavyashree Madhusudan Hegde – XIMB , Winner

Ms Chetna Ojha – Tata Institute of Social Sciencesst1 Runner Up

ndMr. Gurpreet Singh - 2 Runner-Up receiving the Award from Mr. S.V.Nathan - National Secretary NHRDN

nd Mr. Gurpreet Singh – MDI 2 Runner-Up


Winners all the way!

Award Partners

Tool Partner Quadrangle Consulting Services Pvt. Ltd.

Technology Partner Wheebox

Official Recruitment Partner HT & HT Shine.com

Venue Sponsor AMITY & NDIM (Northern Region)WE School (Western

Region)IFIM Business School (Southern Region)

Communication Design Partner Fulki


Launch of NHRDN App The last event on Day 1 was the launch of the NHRDN

App. Speaking on the occasion Ms. Vishpala Reddy

said that in this era of Information technology and

digital connect, NHRDN has set the ball rolling for

better connectivity with its members through its own

App and currently the NHRDN Connect App team is

working on the features of the App.Talking about the

main objectives of NHRDN mobile application, she

said that the App focuses on Knowledge Management

and sharing, facilitates networking & communication

among the NHRDN members, promote NHRDN among the non-members and members throughout the country

as well as manages profiles of the members and the App would be released shortly after testing. The first day ended with a live Entertainment Programme followed by Networking Dinner.

Ms.Vishpala Reddy - VP HR, American Express

Book ReleaseIn order to provide a platform to NHRDN’s Life Members for bringing out new books on Management & HR ,

which are worthy of release at the National Conference, a book launch was held at the Awards Function. As part of

this event, the launch of an E Book titled - ‘How Many? A Human Number’. Designing measurable HR

interventions by Mr. Naga Siddharth and a book titled Counselling Skills for Managers by Dr. Alok Goyal, Dr.Geeta

Rana, Dr. Gunjan Gupta and Dr. Renu Rastogi was held at the National Conference.

Mr. S.V. Nathan - National Secretary NHRDN, Mr. Nishchae Suri, National Treasurer NHRDN & President - Delhi & NCR Chapter, Dr. Alok Goyal – Author & Mr. K.

Ramkumar - National President – National HRD Network

Mr. Nishchae Suri, NHRDN National Treasurer & President - Delhi & NCR Chapter, Author Mr. Naga Siddharth - Head - Business HR ,SPAR, Mr. S.V.Nathan - National Secretary NHRDN & Mr. K.Ramkumar - National President NHRDN

Concurrent Sessions : Master Class on HR

Technology, Leadership & Music & Value of Values

The second day of the Conference started with a

session on HR Technology. The Chairperson for this

session was Mr. Puneet Bhatia - Director, Internet of

Things & Emerging Technologies KPMG in India and

the Panelists included Mr. Prakash Rao - Founding

Member & Head – MpHRO PeopleStrong Mr. Yuvaraj

Srivastava - CHRO, MakeMyTrip. An able enabler of the

HR function has been technology. The entry of

technology in HR, particularly Analytics, has made the

function more data-oriented, and that has enabled HR to show value-add, which has empowered the function to

get a buy-in from business. Now HR can both build business cases for the strategic HR levers, and also show

business significance. As the HR technology ecosystem matures, HR levers’ (both hard and soft) indulgence in

business will become even more potent; it is up to the HR function now to develop Analytical capability.

The HR function may have struggled for getting a seat at the table, but now it has become the centre-piece. In

fact, it now has a huge weight of business expectations on its shoulders and business leaders are looking at the

HR function to guide and drive organizations forward. And businesses and HR will have to be integrated to stay

afloat the forthcoming curve(s).

The concurrent sessions on ‘Leadership & Music’ by Ms. Sunita Bhuyan, Violinist & Practitioner: Leadership &

Change through Music, and ‘Value of Values’ by Sister Kamala, Rajyoga Teacher & Self-Management Trainer,

Brahma Kumaris were very well received.


Sister Kamala, Rajyoga Teacher & Self-Management Trainer, Brahma Kumaris

Ms. Sunita Bhuyan, Violinist & Practitioner- Leadership & Change through Music

thDelegates at the 19 NHRDN National Conference

Date 20 November 2015

Day 2

Building Leaders for Tomorrow

Speaking on this topic, Session Chairperson, Ms.

Leena Nair - SVP Leadership & OD and Unilever said

that Leadership has emerged as the second most

important challenge for companies globally,

according to the Global Human Capital Trends 2015

study by Deloitte along with NHRDN.

Only six percent of organizations believe their

leadership pipeline is “very ready”, according to the

study. This staggeringly small number reflects on

the need of organizations to invest strategically in

this area. The criticality of this is also going to

increase because of the changing nature of work,

and evolving expectations from leaders.

In such an uncertain environment, businesses

cannot possibly have clear roadmaps, but what

leaders need is to have a clear sense of purpose, be

agile, responsive and innovative, in order to build

the capabil ity of leading a diverse multi-

generational workforce, dominated by millennials.

By 2025, 75 percent of the global workforce will be


Ms. Leena Nair-SVP Leadership & OD and Unilever

millennials, and this 75 percent of the workforce will

have different expectations than usual. To give an

example, for 25 percent millennials, seven months of

work define loyalty to an organization, according to a

generational divide study by Ultimate Software and

The Center for Generational Kinetics. Henceforth, it is

important that the future leaders build leadership

capacity for the future workforce. The other Keynote

Speakers included Dr. Alfredo Behrens-Professor,

Global Leadership, FIA Sao Paulo and Dr. Debashis

Chatterjee - Former Director IIM – Kozhikode and

Professor IIM – Lucknow.

Managing Change

The Session Chairperson was Mr. SY Siddiqui - Chief

Mentor, Maruti Suzuki India Ltd. and the Keynote

Speaker was Mr. Mark Spears -Partner & Global Head

People & Change, KPMG UK. Mr. Spears spoke about

managing change and given the prevalent

uncertainties, it is necessary for organizations to be

agile, and proactively “manage” and “master change.”

The success of any business in the future will depend

on how organizations manage change. “It is estimated

that 30 percent of CEOs believe they are going to go Dr. Alfredo Behrens - Professor, Global Leadership, FIA Sao Paulo, Ms. Leena Nair, SVP Leadership &

OD and Unilever& Dr. Debashis Chatterjee - Former Director IIM – Kozhikode & Professor IIM – Lucknow


under a major transformation in three to four years,

and they know that they have to take their people

with them,” he articulated. But today’s world brings

a lot of complexity, and managing change at such a

scope and scale is easier said than done. Several

studies surrounding success, rather failures, of

change management programs elucidate that

argument. The success percentages of change

management programs are very bleak – only 25

percent according to a Towers Watson study, 30

percent according to McKinsey and Company and

40 percent based on an IBM study.

The reason for ‘failure’ cited by organizations is their

inability to get the people buy-in to change – a

universal buy-in cutting across their workforce

spread over geographies and cultures. People need

to be involved in the process of transformation since

the beginning, and not be asked to adapt to change

after a change program has been adopted.

The leadership needs to engage with people as

early as possible to ensure that the diversity of

challenges and issues are understood and

addressed to get that level of buy-in. It is essential to

communicate to people on the ‘why’ aspect of the

change process. When people aren’t aware of the

purpose, there is resistance to adapt to that change.

I t i s e s s e nt i a l to g e t p e o p l e i nvo l ve d i n

experimentation, testing new ideas, and constantly

getting their buy-in. Mr. Mark believes that change

leaders should invest “65-70 percent of their time to

the change program if they want it to succeed.”

Culture and engagement can no more be refuted as

Mr. Mark Spears- Partner & Global Head People & Change KPMG UK

a soft issue. In the Deloitte Global Human Capital

Trends Study 2015, it has emerged as a top business

challenge. The percentage of respondents citing it as

“very important” has doubled since last year. Only 12

percent respondents said that their organizations are

“excellent” at effectively driving the desired culture.

In this new world of work, it is important for

businesses to fulfill people expectations – to keep

them engaged, keep them empowered, and get the

best out of them. The companies with an engaged

culture, “hire more easily, deliver stronger customer

service, have the lowest voluntary turnover rates, and

are more profitable over the long run,” says the

Deloitte study. Businesses can’t continue to ignore

engagement as a soft issue because not only is an

unhappy employee going to move away, (s)he is

going to impact several more not to move in –

courtesy the social media.

Unfortunately, organizations haven’t been able to

engage people well, as indicated by Gallup’s

employee engagement study which reveals that only

13 percent of the global workforce is highly engaged.

Organizations need to invest (not necessarily

monetarily, but in terms of strategy) in keeping their

employees engaged. I t is impor tant that

organizations keep calibrating and course

correcting engagement levels to ensure people

drive business outcomes.

Going forward, it will be the aforementioned HR

levers that will contribute to architecting the next

curve for business, and it is imperative for HR to be

integrated with business. However, there exists a

very wide gap between the CEOs expectations of

the CHROs and what the CHROs have to offer, as was

revealed in the People Matters State of the CHRO

Study 2015. CEOs expect HR to be exposed to

functions outside HR, specifically sales and finance,

and they also seek willingness from the CHRO to

take up non-HR projects. It is critical for HR to fulfill

these expectations from business leaders to

effectively integrate and forge a partnership with

businesses.

Mastering Change

The session was Chaired by Mr. Leo Puri, Managing

Director, UTI Asset Management Co. Ltd. where he


Mr. SY Siddiqui - Chief Mentor, Maruti Suzuki India Ltd., Past President NHDRN addressing the audience

Dr. Davide Sola, Professor of Strategy, ESCP Europe London Campus, Mr. Leo Puri, Managing Director, UTI Asset Management Co. Ltd. & Mr. Pankaj Bansal, Co-

Founder & CEO, PeopleStrong during the session

stressed upon the impor tance of “ focus on

empowerment and not entitlement”. Dr. Sola opined

that “to master change, one must anticipate it”. Mr.

Pankaj Bansal urged delegates to ask themselves a

question, “Are you a mousetrap or a better

destination”? The session was high on interaction and

takeaways.

CHRO Session – Orchestrating the Next Curve for

S u s t a i n a b l e G row t h a n d B u i l d i n g Pe o p l e

Leadership

A one-of-a-kind debate on an ever-contentious topic -

the ‘bell-curve’ was the highlight of this session, with

the nations HR stalwarts speaking for and against it.

Mr. Nishchae Suri, NHRDN National Treasurer &

President - Delhi & NCR Chapter & Head People &

Change, Partner - Management Consulting, KPMG was

the Session Chairperson.

A brief story-sharing round followed thereafter. Big

names in the HR fraternity such as Mr. P Dwarakanath,

Advisor – Group Human Capital, Max India, Dr. Aquil

Busrai, CEO, Aquil Busrai Consulting, Ms. Hema

Ravichandar, Strategic HR Advisor, Mr. Prabir Jha,

Global Chief People Officer, Cipla, Mr. Yogi Sriram,

Senior Vice President, L&T Ltd., Ms. Veena Swarup,


The Magnum Opus HR Powerhouses’ Big Debate in Progress, orchestrated by Mr. Nishchae Suri

CHRO Panel

Director (HR) EIL, Mr. Adil Malia, Group President HR,

Essar Group, Mr. Suresh Tripathi, Vice President

(HRM), Tata Steel and Ms. Rachna Mukherjee, CHRO,

Schneider Electric India participated.

There is a dire need for HR to be agile, flexible, be a

key member in business strategy formulation, keep

abreast with changes in the business strategy and

keep aligning the people strategy with the business

strategy. However, according to State of the CHRO

Study, 61 percent CHROs said they struggle with

aligning HR strategy to company strategy. To curb

that, HR has to constantly communicate, be an

active part of every business conversation, be an

active listener, observer and opinion-giver as well.

HR has to proactively participate in business and

devise people strategies for the future. Ms. Veena

Swarup - Director HR of EIL corroborates the fact by

saying, “HR has to improve its own thoughts and

styles of working, and it then needs to set a strategic

agenda in tune with the business agenda. So if an

organization has a business strategy for 2020, HR

also needs to have a people strategy for 2020,

aligned with that strategy.”

HR also needs to be proactive and keep aligning its

key HR levers to the future trends. So HR will have to

fine tune its strategy for the nature of work it foresees

in the future, the kind of talent businesses will need

and hire, the expectations both employees and

candidates will have, etc. For example, a large

proportion of talent in the future might comprise of

flexible workers (because of the inception of

volunteerism in organizations); so the HR needs to be

prepared with a blueprint of how it will recruit and

manage that talent. The organizations wherein the HR

has the foresight for future business requirements and

can devise and execute a talent strategy attuned to the

same, are likely to have an edge over others.

The prerogative is not only with the business leaders to ask HR to align with the future business needs - that role can be reversed as well. HR can ask businesses to think of a business strategy revolving around how the

former foresees the future of workplace and workforce.The action-packed CHRO Session made way for the Valedictory Session. The Guest of Honour, Dr. Raghupati Singhania, Chairman & MD, JK Tyre & Industries Ltd. summed up the essence of what the quintessential HR professional should ideally be - “CHROs have to act as co-pilots to CEOs”, he said.Valedictory Session After the Learning Bytes session the Conference by Ms. Ester Martinez, CEO & Editor-in-Chief, People Matters & Mr. G. P. Rao, Management Advisor & CEO, GPR HR Consulting LLP concluded with the Valedictory Session and the Vote of Thanks proposed by Mr. S. V. Nathan - National Secretary NHRDN & Sr. Director and Chief Talent Officer, Deloitte.Besides the perfect setting for networking and fostering new professional relationships as well as unwinding, it was activities galore for the delegates, including the innovative ‘Sling-shot’ and gifts that were up for grabs, won by a lucky few. Compilation Credits – People Matters & NHRDN


Dr. Raghupati Singhania, Chairman & MD, JK Tyre & Industries Ltd. speaking at the Valedictory Session

Ms. Ester Martinez, CEO & Editor-in-Chief, People Matters & Mr. G. P. Rao, Management Advisor & CEO, GPR HR Consulting LLP sharing the Key

Takeaways

Valedictory Session in Progress

Vote of Thanks by Mr. S. V. Nathan - National Secretary NHRDN & Sr. Director and Chief Talent Officer, Deloitte


thA GLIMPSES OF 19 NHRDN NATIONAL CONFERENCE

newsletter nov - dec issue 20 - national hrd...lighting of the lamp by mr. k ramkumar - nhrdn...

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