Sit-in to stand upright - IIPM Editorial

It would not be wrong to acknowledge that Industrial Relations as a concept largely emerged during the Industrial Revolution in the 1790s. There were social and political effects of the revolution, as it not only affected the economy but also created certain social and political implications, which in turn paved the way for trade unionism.[1] The Industrial Revolution led to concentration of population in big towns because factories and other business establishments were located there. This gave birth to housing problem. Even today, numerous workers continue to live in slum areas in major industrial towns. People from villages came to the towns in search of employment. Their close ties with the village, land and family were broken. The Industrial Revolution created conditions under which workers aimed at material progress by working in factories. This led to disintegration of joint family system.

The Industrial Revolution gave birth to two classes – capitalists and workers. There was economic inequality between the rich and poor. Gradually, class consciousness creeped in the minds of workers and they organised themselves in the form of unions to fight for their economic, social and political rights. Click here to read more..

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IIPM Think-Tank

Business and Economy

The Sunday Indian

Prof. Arindam Chaudhuri

Prof. Rajita Chaudhuri

4ps Business and Marketing

The Human Factor

The change leader!

The learning event by MTHR, Global on ‘Nurturing Geniuses: HR, the Change Leader’ was held on July 21, 2012, in association with BSE Institute Ltd., Mumbai at the historic Bombay Stock Exchange auditorium.

MTHR Global is a not-for-profit HR community powered by six HR professionals – Mr. Rajesh Kamath, Principal Consultant – L&D, Cerebrus Consultants; Mr. Ashish Gakrey, Senior Manager, Capgemini India; Mr. Vipul Agarwal, Director, Zend Consulting Services; Mr. Rajesh Gupta, DGM – Human Capital, Future Generali India Life Insurance; Ms. Preeti Malhotra, Practice Head, Great Place to Work® Institute; Mr. Keyur Jani, DM – HR, Deloitte.

Ms. Smriti Dalvi, MD, Florista India shared with the audience how her life as a senior software professional underwent a dramatic change. She decided to turn an entrepreneur after she realised that recipients of gifted flowers wanted better services.

An interaction with change guru, Mr. Alok Kejriwal, CEO Games2Win, was much appreciated as he narrated his encounters with failure and success. Another session ‘HR the Change Leader’ by Mr. Alex Rajan, Director – HR, Pfizer India, highlighted how life begins at the end of one’s comfort zone. Click here to read more...

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In this economic crisis, corporate training budgets are being tightened

Sometimes, economic crisis is the mother of great invention. This is the opportunity; training and development programmes are a costly investment which will yield rich dividends in the long run.

After analysing working trends of corporate training organisations and how they react to various economic conditions, it is important to be well-equipped with soft skills and hard skills. Our education system can be made effective if the road that we take from school to professional courses is not all theoretical and technical, but also focusses on the holistic development of an individual.

We forget to develop one’s personality to survive and grow in any industry. Today the mantra is team work, so it should be remembered that along with handling machines and issues or numbers, equal amount of attention should be paid to people training programmes or soft skills, which include techniques and methods of developing effective interpersonal skills.

Although soft skills are important for people in any profession, they are of utmost importance to the managers. This is the reason why some of the top MBA institutes have added soft skills as a special course in their MBA and PGDM programmes. But this change has to start from the grass roots level – from school to professional world. As Harvey Ullman says anyone who stops learning is old, whether this happens at 20 or 80. Anyone who keeps on learning not only remains young, but constantly becomes more valuable regardless of physical capacity.

Today, technical and behavioural skills go hand in hand therefore, it is not possible for anyone to overlook these skills. It is not just important how effectively a manager can achieve his targets, but it is equally important how effective he is in managing people. Click here to read more....

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You teach, but do they learn?

Q. You once mentioned before the parliament of Sweden that children learn in different ways, but we teach them in just one. How can teachers learn to teach in more than one way?

A. We cannot teach everyone in the same way. Different students have different interests, so we needto reorganise classrooms to deal with the differences. A traditional classroom follows the model of the holy book, where teachers teach the Bible, or another sacred text such as, the Quran. The basic model is that everyone learns one thing in one way. But when it comes to learning, students learn in different ways based on different goals, values and interests. For effective learning, teachers should be trained to work with their students’ varied interests.

Q. How can the faculty prepare for such a change? What can be the top challenges in doing so?

A. There are many challenges. In the traditional model, students – who learn in different ways and for different causes – are taught in one way and those who do not learn well in that system are considered as failures. This model ends up effectively educating only 25 per cent of students. We fail to educate 100 per cent students because we are unable to engage their interests and ways of learning. In such a scenario, teachers and schools can help students find the ways they can learn effectively. These methods can then be adopted by the institution. This new approach calls for teachers to be more dynamic and flexible, so that they can engage multiple students developing along different pathways and teach them to read, write, think scientifically and the basic skills important for success in the 21st century. Teachers need to help each student understand how he or she learns effectively instead of teaching everyone in the same way. Click here to read more..

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Foreign institutes are becoming increasingly popular because of the wide spectrum of courses they offer, as there is a growing demand for those skill sets.

Q. Where do Indian universities stand in terms of academia and curriculum compared with European and American universities?

A. The education provided in India is comparable to some of the best in the world. However, unlike in India, the curriculum development of universities abroad is in sync with the industry needs and global development. At Leeds Metropolitan University, there is a strong emphasis on internationalisation of the curriculum so that the learning of students can be easily transferred across borders. For this we also provide them opportunities outside the classroom, such as volunteering across the world.

Q. How important are infrastructure and teaching tools for training and learning?

A. In my experience, they are one of the most important parameters for the success of a student. In the United Kingdom, we are constantly assessed for the quality of our infrastructure, and have taken great care for the same.

For example, our libraries are open 24x7 and we get 1.5 million visits per year to our libraries. Almost 99 per cent of the material available in the library is also available electronically. Our library has held the government’s Customer Service Excellence standard for over 10 years (awarded in 2001).

Our sports facilities are amongst the best in the United Kingdom, and the Chinese Olympic Committee used Leeds as their first-ever European training base. This has given students great learning opportunities. This is how great facilities can be linked with a great learning experience. Click here to read full interview..

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Developing a new breed of CXO leaders

The current state of flux in the world has resulted in increased expectations from CXOs. The stress of taking business to the next level has surfaced a need within companies to follow the best practices in developing these leaders so that they can learn how to future-proof organisations, create the next level of leaders and effectively leverage the power and authority of the CXO position. From Jack Welch to Steve Jobs and Bill Gates to MS Dhoni, the corporate world struggles to understand the essence of successful leadership. In the context of ambiguity and economic uncertainty, accelerated development of leaders in organisations across India is a key requirement for future growth. C-suite leaders play a crucial role in designing the growth of organisations. The CXO role goes beyond the basics of people management, technical expertise and business knowledge to encompass the mantle of a visionary and strategist. The expectations are not just to lead the business and sustain performance but essentially create leaders and take the organisation to the next level of growth.

How do you develop leaders at the CXO level? What are the experiences and developmental needs that have to be met to future proof them? What are the best practices in organisations, which have a history of grooming great leaders internally? Are there any practices specific to India? In a bid to find the answers, Strategic Human Resources Management (SHRM) in India in collaboration with the Great Place to Work Research Institute® conducted the study on ‘Best Practices and Emerging Trends in CXO Development.’ Click here to read more...

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