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Saturday 19 March 2016

Why talking to colleagues is important?

Effective internal communication is critical to organisational well-being.

You might have the most progressive and sagacious vision for the growth and development of your organisation. But, unless it is effectively communicated to each one of your employees, the chances of it coming to life are meek. Improper and ineffective internal communication is the cause behind several unrealised objectives of organisations. Unfortunately, today while organisations pay lavish and often unbridled attention to the needs of external communication—including marketing and public relations—many fail to give due attention to internal communication.

A tool to align different departments
Internal communication within a corporate organisation is important for its cohesive functioning and ensuring transparency across multiple departments. Lack of coordination and internal information deficit can be a major source of internal friction and embarrassment for an organisation. No company can succeed if its various departments don’t work in tandem with uniform objectives and vision. Imagine an organisation’s marketing and manufacturing departments chasing different objectives due to lack of effective information flow! How will the marketing team ever pitch products or services it does not know inside out? Having effective internal communication processes and channels in place is the only way to ensure seamless functioning of different departments towards common shared goals.

A tool to improve HR practices
Internal communication doesn’t just serve to bring different departments in unison. It also works to bind employees to their organisation. Consciously and purposefully designed communication is the bedrock of every good human resource management practice. Even the most employee-friendly policies may fail to have a desirable impact unless all employees are educated about them and their benefits. Unless you communicate effectively to your employees that you care for their well-being, and are equally open to receiving their feedback, your human resource management is incomplete. A two-way flow of communication is absolutely crucial to ensure employee well-being.
Let’s take a small but relevant example of the need for a two-way information flow in an organisation. If you start a special late-night cab service for women employees, with the intention of providing them safe transport, you need to consult the employees before setting up the service. It is pointless to set cabs for departure at 9.30 pm when the work stretches up to 10 pm!

A tool to celebrate and motivate employees
In a large, multi-location organisation, how do employees get to know about individual and team achievements in different pockets? This is another area where internal communication comes into play. Internal communication channels should be leveraged to appreciate and recognise achievers. This creates a culture of appreciation and celebration within the organisation. Important organisational milestones and leadership messaging should also be driven through such channels.

A tool to invite ideas and solve problems
With technology improving communication radically, it is today possible to engage a large number of employees in solving issues and generating ideas that can help an organisation thrive. Establishing an internal communication platform, such as the intranet can be a great way to encourage employees, to collaborate for idea generation and problem solving.

Internal communication plays a vital role in helping employees understand the values and priorities of the organisation. It equips them with the knowledge they need to do their jobs and stay connected within the organisation.

(The author is VP-HR, Sun Life Financial Asia Service Centre, India.)

Credit: http://hrkatha.com/news/636-why-talking-to-colleagues-is-important

Pharma sector to create 1,34000 number of jobs in 2016

The industry currently employs about 5.5-5.7 lakh people and has contributed significantly in creating a rich talent pool of researchers, scientists, doctors and project managers.

India Skills Report 2016, a joint initiative of PeopleStrong (India’s leading platform based multi-process HR Outsourcing and Recruitment Process Outsourcing & HR Technology Company), Wheebox (Global Talent Assessment Company), in collaboration with Confederation of Indian Industry, LinkedIn (World’s largest professional network) & Association of Indian University (AIU) forecasts an overall increase of 14.5% in the hiring intent from the current year to the next year. The pharma & healthcare sector has seen maximum hiring with an increase of over 20% in the hiring numbers as compared to last year which was 7.2%. The sector will create 134000 number of jobs in this year.Thus, hiring in India’s pharmaceutical industry is picking up and set to firm up in the next quarter.

The industry currently employs about 5.5-5.7 lakh people and has contributed significantly in creating a rich talent pool of researchers, scientists, doctors and project managers. This increase can be attributed to the initiatives by govt of India as well investment in the pharma, life science and healthcare sectors is showing a positive sign. Moreover, Indian pharma industry is likely to be in the top 10 global markets in value terms by 2020.

The maximum hiring in Pharma & healthcare will be seen in Karnataka, Kerala &Tamilnadu with employers preferring to hire B.Pharma & M.Pharma respectively. The employers prefer to hire freshers (33.6%) &5 years work experience candidates (32%) having skilled domain expertise in the age group of 22-25 years. The need of skilled manpower in the pharmaceutical industry ranges widely from R&D, Quality Assurance (QA), Intellectual Property (IP), manufacturing to even sales and marketing. What the pharma industry needs is to have better policies to retain and nurture the existing talent and equip them with necessary skills. However, this sector is emerging as a popular choice amongst Gen Y, since the nature of work, primarily treating patients and research for new drug discoveries plays an integral role in meeting their key career aspirations.

The sector still prefers to look for candidates through job portals (25%) & HR consultants 18.75%). In comparison to last year sourcing of candidates has slightly decreased through Job portals 22% and Consultants 15%.

credit: http://hrkatha.com/news/596-pharma-sector-to-create-1-34000-number-of-jobs-in-2016

How does HR fare against other functions?

When on equal footing with leaders from other functions, where do HR leaders stumble?

Click on the image to enlarge

HR is often pitted against other functions of the organisation, especially on its strategic role in the overall growth of the company. Its responsibilities include growing the strength of an organisation’s talent, while gauging any risks to the health of its workforce.

DDI, a global talent management consultancy, has drawn a parallel between the several functions of an organisation, such as engineering, sales, operations, marketing, IT and finance. It has used two assessment reference points: an in-depth behavioural simulation of leadership skills and a detailed personality test.

The study reveals that the main competence of HR leaders seems to be building organisational talent. The other strengths of the HR function lie in coaching and developing others, compelling communication, cultivating networks, influencing others and leading teams.

However, when it comes to being customer focussed, that is, attentiveness to internal and external customers and end users, it lags far behind the other functions, such as engineering, sales, marketing and IT. On this parameter, HR is at par with the operations and finance functions.

However, when it comes to being business savvy and having financial acumen, it is far behind the finance function.

In terms of global acumen, HR lags behind sales, marketing and operations.

In fact, when pitted against marketing—a department which has an external role to play like HR— the latter still has to match up on parameters, such as compelling communication, customer focus, financial acumen, global expertise and also an entrepreneurial bent of mind.

In terms of personality traits of the HR function, it has interpersonal sensitivity, and to some extent, sociability but lacks ambition and inquisitiveness.

Sales, operations and marketing are considered to be more ambitious, while engineering, sales and IT are believed to be more inquisitive. This implies that HR is not only less likely to exhibit a passion for growth, but may not even question why this is holding it back. When it comes to being sociable, HR is behind the sales and marketing functions, but ahead of engineering.

Looking across the full skill profile, the single function most distinct from HR is engineering, followed by marketing and finance. HR’s profile is most similar to operations, followed by sales and IT. Perhaps the most important consequence of HR’s profile is its under-representation in leader–candidate pools. HR leaders are increasingly rare among those who are considered for higher level roles. And, HR leaders who are considered have a distinct profile from those who are not.

Organisations need to recognise which of these assumptions about HR are accurate and which are overblown. On the basis of this, organisations need to build partnerships that connect HR with functions possessing complementary strengths. HR can both learn from and advise these groups on key skills.

Alind Sharma joins Pfizer as head-HR

A chemical engineer and IIM Ahmedabad alumnus, Sharma was earlier director-HR at Monsanto.

Alind Sharma has joined Pfizer as senior director, human resources. He moves in from Monsanto, where he was director-HR for more than three years. His updated LinkedIn profile confirms this development.

Sharma has primarily been a pharma person who started his career with Ranbaxy Labs. He spent more than six years with the company before moving to Glenmark Pharmaceuticals. He rose from the ranks and became senior vice-president, HR in the eight years that he spent there. He also worked for a year at Tata International as head-HR.

A chemical engineer and IIM Ahmedabad alumnus, Sharma’s experience spans close to two decades.

Human resource is an integral part of a pharmaceutical company, where brand building and selling happens primarily through people.

This year has seen two of the largest pharmaceutical companies getting a bigwig as the HR head.

First, it was Yashwant Mahadik who joined Sun Pharma from Philips, as executive vice president and global CHRO. At Philips, Mahadik was global head of HR business transformation, IT & operations.

Then, Prabir Jha, group CHRO, Reliance Industries joined Cipla as global CHRO.

This is yet another senior-level movement in the HR function of the pharma sector.

Parting letter from Prabir Jha on his last day at Reliance

Prabir Jha, president and Group CHRO, Reliance Industries was a true people’s person. On his last day at work, he bids adieu with a heartwarming letter. Excerpts

Parting letter from Prabir Jha on his last day at Reliance

Prabir Jha, president and Group CHRO, Reliance Industries was a true people’s person. On his last day at work, he bids adieu with a heartwarming letter. Excerpts

Prabir Jha, president and Group CHRO, Reliance Industries put it in his papers on Tuesday, July 28. Today will be his last day at Reliance.

In his last heartwarming letter to his collegues at Reliance, he says that the development has moved very fast and that he will leave Reliance at the end of day.

He regretted that he may not be able to see, speak, hug and thank each of his colleagues in person.

However, he mentioned that the team at Reliance has been the most amazing one to have had the opportunity to lead and be part of.

“What we have achieved over the last two years has been truly remarkable. We have moved mountains at a lightning speed. The world has stood up and applauded this HR makeover,” he wrote in the letter.

“I want to put on record that none of this would have happened unless each of you had put your shoulder to the wheel. I am inspired by your resolve and effort. I am so proud of your collaboration. I am so grateful for your trust and support to make us get to where we have,” he added.

He referred to this parting as circumstantial, something which was completely personal. “But each of you will remain a friend forever. I am sure with the mountains and boulders moved, you will continue to lay the expressway that is worthy of the corporation. I shall always applaud at your future successes from wherever I shall be among the crowds,” he said.

He ended with quote by Ralph Emerson which was always there in front of him in his office at Makers, “To laugh often and much, to win the respect of intelligent people and the affection of children, to earn the appreciation of honest critics and endure the betrayal of false friends, to appreciate beauty, to find the best in others, to leave the world a bit better, whether by a healthy child, a garden patch....to know even one life has breathed easier because you have lived.” This is to have succeeded.

Tuesday 15 March 2016

Debbie McGrath

Posted on 03/07/2016, by:

Debbie McGrath
HR.com

If you need to perfect at something, practice is mandatory. Leadership is no different. Only if you continuously hone your skills as a leader, you can become a master. We have a great article that talks about vital leadership practices in this issue of Leadership Excellence.

Bob Anderson and Bill Adams’ article Six Leadership Practices, talks about six essential leadership practices that, if approached as ongoing disciplines, reliably mature the inner game and develop outer-game capabilities. According to them, these practices, taken together, are a spiritual boot camp for leaders. They are spiritual because they call forth the highest and best in us. They are a boot camp because they change and restructure us. They reliably transform Reactive leadership into Creative leadership and beyond. To know more, read the article.

As a leader (or a potential leader) you are constantly being evaluated on how well you display confidence, composure, credibility, connection, and charisma. Carol Kinsey Goman in her article Leadership Presence puts forth five simple strategies that can influence people’s impression of you and instantly increase your leadership presence. According to her, leadership presence needs to be rooted in your basic values – and the “homework” of knowing your strengths, weaknesses, talents and biases is crucial to aligning people’s impression of you with your best authentic self. Read this interesting piece to know more.

“In my work with thousands of leaders I consistently see three delegation mistakes that lead to countless hours of lost time, frazzled nerves, and frustrated leaders,” says author David Dye in his article Delegation, A Powerful Tool. The good news is that when you address these mistakes, your people grow, your team gets more done, and you have more time for the work only you can do. So find out the 3 delegation mistakes to avoid and get going.

Market forecasts. Stock prices. News headlines. Reports from your team. As a leader, you’re bombarded with data from the moment you wake up, your smartphone buzzing with emails and alerts. Can you ignore it? No way, as your job as a leader is to take all of this incoming data and use it to make smarter decisions. Authors John H. Johnson and Mike Gluck in their article, Don’t Be Misled By Data, talks about 4 ways you may be undermining your career or your company by misinterpreting data—and how you can start using data to your advantage as a leader.

Diversity and inclusion have definitely grown up over the past 20 years. Studies have shown that diversity management tops the list of priorities that businesses will have in the coming years. And, within the last 10 years, there has been an explosion of senior-level diversity officer roles in corporations, higher education, and law firms. With all of these resources being put toward increasing diversity, why have most organizations not achieved the change they seek? Read Natalie Holder's article Uncovering Unconscious Bias In The Workplace to know more.

Hope you got a sneak peek into this month’s edition of Leadership Excellence Essentials. I haven’t talked about the rest of the articles, so that you get a chance to explore and find out what’s in store for you. I am sure, you will like it as always. Happy Reading!!

Credit: http://www.hr.com/en/magazines/leadership_excellence_essentials/march_2016_leadership/editors-note_ilhsn1oq.html

160 plus firms make over 450 offers across 200 plus job profiles at IIM Bangalore

The Final Placement season for the PGP Class of 2014-16 of the Indian Institute of Management Bangalore (IIMB) witnessed the participation of the top recruiters across all sectors.

This year the placement process at IIM Bangalore witnessed the participation of 409 eligible students. Five students opted out of the Placement Process. As many as 160+ companies participated and made more than 450 offers across 200+ job profiles. There were as many as 139 Pre Placement Offers extended to the students before the start of the Final Placements based on their performance during the Summer Internship. The Lateral Placement season for candidates with more than 22 months of work experience saw a total of 136 offers being made by firms in varied domains like Consulting, Business Leadership, Product Management, Operations, Category Management, and General Management. About 18 students were offered international placements from various firms for global locations. Two students had foregone their Pre Placement Offers, which included an offer from a leading multinational financial services corporation, to continue on their entrepreneurial venture.

IIMB played host to most big international banks such as Goldman Sachs, Bank of America Merrill Lynch, Deutsche Bank, Citibank on the first day of the Final Placements with Goldman Sachs making 14 offers. The process also saw the participation of Avendus Capital and American Express. Private Equity/Venture Capital roles by India Value Funds were offered to the students. A host of Indian banks and financial institutions such as Kotak Investment Bank, ICICI Securities, ICICI Prudential, Yes Bank, Axis Bank made offers during the Placement process, with ICICI leading the pack with 11 offers.

In the Consulting domain, Bain & Company (17 offers), Accenture Strategy (16), Deloitte (14), The Boston Consulting Group (13), A T Kearney (11) and McKinsey & Co (8) were the top recruiters this year. More than 30% of the entire batch received offers in the consulting sector, which also included reputed names like Strategy&, Roland Berger, Alvarez & Marsal and GEP Consulting also hired from IIM Bangalore this time. Other prominent recruiters in this space were ZS, EXL, KPMG and PricewaterhouseCoopers.

Conglomerates such as Aditya Birla Group (11), Tata Administrative Services (TAS), Reliance Industries Ltd, Mahindra Group, CK Birla, Larsen & Toubro, Future Group, Siemens and General Electric recruited in significant numbers for leadership and general management roles.

Many students also chose to go to Sales and Marketing functions, and were extended offers by major consumer goods and services firms. The major recruiter in this category was P&G with 7 offers and the other recruiters included Hindustan Unilever, ITC, Mondelez International, Coca Cola, PepsiCo, Johnson & Johnson, Marico and Asian Paints. Telecom majors Vodafone and Bharti Airtel also made a number of offers in this domain. The major retail firm from Middle East – Alshaya recruited 9 students this year.

Prominent recruiters in the technology space included Microsoft, Samsung and Infosys. In the IT consulting domain, all prominent recruiters like IBM and Capgemini recruited from the campus. The E-Commerce space saw heightened interest with Amazon and Flipkart making 16 and 11 offers respectively. Other prominent E-Commerce recruiters included Uber, Ola Cabs, Paytm, Urban Ladder, AskmeBazaar, Hopscotch, and CarTrade.

Commenting on the occasion, Professor Ganesh N Prabhu, Chairperson, Career Development Services, IIM Bangalore, said: “Even though there was a slight dip in e-commerce hiring, the consulting firms hired in larger numbers and helped accelerate the placements.”

Krishna M, Placement Representative, said: “In addition to the continued interest shown by traditional recruiters, we also saw close to 25% first time recruiters who hired in good numbers. Further, the increased efforts put in by students resulted in them getting their preferred jobs.”

Tata Steel, Tata Power & Wipro continue to be high on ethic

Tata Steel, Tata Power & Wipro continue to be high on ethics

Wipro has been on the list consistently since 2012. Tata Steel has also won for the fifth time but not in a row, as it was not part of the list in 2014.

Three Indian companies — Tata Steel, Tata Power and Wipro — have made it to the list of the world’s top ethical companies, once again. These three companies share the space with 131 other organisations including PepsiCo, Ford and LinkedIn from across 21 countries.

Wipro has been on the list consistently since 2012. Tata Steel has also won for the fifth time but not in a row, as it was not part of the list in 2014.

The list of the world’s most ethical companies was first instituted in 2007 and two Indian corporates — Hindustan Unilever and Tata Steel had found themselves on it.

During 2008–10, no Indian corporate could make it to this list. However, in 2012, HDFC was featured as the only Indian company in the list.

Out of the 131 countries selected this year, surprisingly 99 are from the US. However, it doesn’t imply that the world’s most ethical companies are based out of the US.

There are also four companies from the UK, three entries from France, India and Japan and two entries from Australia, Ireland and Switzerland. There were just single entries from the rest of the participant countries.

Since Ethisphere’s launch in 2007, the world has undergone dramatic expansion in terms of political and regulatory complexity. There has been a perceived and real ‘shrinking’ across markets. Companies and their executives are taking the leadership role around standards of behaviour. Issues, such as corporate citizenship, transparency, diversity, governance, and measurable values-based-leadership have come to form the foundation of the sustainable enterprise.

Companies will be increasingly rewarded financially for their efforts to attract and retain the best employees, and to operate with integrity and clarity of purpose. Ethisphere will continue to focus on creating the standards that correlate business integrity with performance.

After winning this accolade, Indra Nooyi, Chairman and CEO, PepsiCo says, “PepsiCo’s longstanding commitment to transparency, engagement and the highest ethical conduct has always propelled our business forward. These qualities are embodied by Performance with Purpose—our belief that profitable companies of the 21st century will be those that align the needs of their business with the needs of the world around them.”

“This honour reflects the hard work of men and women across PepsiCo whose integrity enables our success, and I want to thank Ethisphere once again, for recognising their achievements,” she adds.

Ethisphere recognises companies that not only promote ethical business standards and practices internally, but also exceed legal compliance minimums and shape future industry standards by introducing best practices. It rates the companies on the basis of their EQ (Ethical Quotient).

For the uninitiated, the EQ score is derived through a proprietary matrix of relationships between answers to given questions and a set of complex formulas based on demographic qualifiers.

The framework of EQ comprises a series of multiple-choice questions that capture a company’s performance in an objective, consistent and standardised manner. The information collected is not intended to cover all aspects of corporate governance, risk, sustainability, social responsibility, compliance or ethics. Rather, it is a comprehensive sampling of definitive criteria of core competencies.

The EQ framework and methodology has been determined, vetted and refined by expert advice and insights gleaned from Ethisphere’s network of thought leaders and from the World’s Most Ethical Companies Methodology Advisory Panel.

The EQ framework consists of five core categories, of which the weightage for the ethics and compliance programme is 35 per cent, while CSR, culture of ethics, governance and leadership, and innovation and reputation have 20 per cent, 20 per cent, 15 per cent and 10 per cent weightage, respectively.

The body reviews documentation submitted by the participant companies, conducts additional research and requests extra information and documentation from the companies.

They also perform reputational and legal reviews to determine any outstanding or historical issues.

External data sources, such as SEC filings, the RepRisk Index, Glassdoor, and global news outlets, among other sources are also consulted.

Compliance or ethics issues will be reflected in a company’s leadership, innovation and reputation scores. Seriously deficient scores in these categories will prevent a company from being selected as a 2016 World’s Most Ethical Company.

EQ scores are often adjusted on the basis of the documentation review and independent research. Each candidate then receives a ‘validated’ score that may be higher or lower than the initial ‘self-reported’ score. If verification of certain aspects of self-reported performance does not take place, the resulting scores may be discounted.

Credit: http://www.hrkatha.com/news/634-tata-steel-tata-power-wipro-continue-to-be-high-on-ethics

A Decade of HR journey in Dubai

The face of Human resources in dubai has changed a lot in past ten years. The country has moved further and developed a lot in terms of human rights and compliances in line with the ILO. The introduction of wage protection system and mandatory medical insurance by ministry of labor, intervention of dubai municipality, ministry of labor and civil defence for ensuring the quality of employee accommodations and facilities regarding health and safety is a major evidence of development and commitment towards the care of human capital. The other developments of major infrastructure like dubai metro, hospitals, great health care facilities has also increased the options and ease the day to day life.

Dubai being an expat oriented workforce county needs human resources managers and company to be extra caretaker and a step ahead in terms of employee care, motivation, health , hygiene and safety.

More than routine tools of human resources in this part of world need to take a parental approach. As majority of employees have their families in their respective countries, the responsibilities of the well being of employee rests on the shoulder of the human resources departments. We at trinity take care of such aspects well in in turn we receive great employee engagement, trust and loyalty.

Factors like periodic Pay rises, appraisals and financial areas becomes secondary when an employee is taken care about the basic well being, emergency family needs and critical times. The culture for the company is something that attracts and retains the employee to the company.

We ensure some of small but really great practices which helps the trust to be intact. Practices like :-
— Visiting a employee if admitted to hospital.
— Helping to reach employee to their loved ones in case of some critical issues in their hometown
— Collection of funds from the employees and equal contribution from the management in case of serious illness causing Permanent disability or demise of an employee.
— Providing loans and advances for performing major events of life like weddings, children’s higher education etc.
— Apart from this, good gestures like celebrating birthdays, wishing important dates, rewards for good work, recognizing for efforts etc goes on simultaneously.

A major and important factor which really helps a lot in building trust is availability of the hr personnel to listen the problems. We at trinity walk to the shop floors , camps and the respective sites at regular interval in order to listen their issues related to work, day to day issues related to Health and safety and resolve at the earliest. This creates less foot falls in hr department, reduces grievances, and increases satisfaction. The deprive of the availability of the human resource time creates feeling of mistrust, panic amongst the employees.

In short, the trust we show is that trust and many more things we get in return from the employees. It is very true and evident as Richard Branson says ” you take care of your employees and they will take care of your customers”

A well satisfied employee is always a great asset to the company.

An Article by :

Mr. Nimit Pandya

Designation – GROUP HR MANAGER & ADMIN MANAGER Department – Human Resource

Company – Trinity holdings

Credit: http://iimtstudies.edu.in/beta/a-decade-of-hr-journey-in-dubai

Tata Steel bags Global Safety Award 2016

This award recognizes the efforts and commitment of Tata Steel towards safety especially in underground mining operations.

Tata Steel’s prominence on safety at all levels of its operations received national ovation with the Company bagging the prestigious Global Safety Award by Energy and Environment Foundation today. As a mark of recognition of its excellence in best safety records, Tata Steel’s Jharia Division has been selected for 6thAnnual Global Safety Award 2016 in Gold category.

The award was presented to Tata Steel on the occasion of the 6th World PetroCoal Congress in New Delhi by Meenakshi Lekhi , Honorable Member of Parliament in the Lok Sabha in the presence of Mr Anil Razdan, Former Secretary, Ministry of Power, Government of India and Chairman Energy and Environment Foundation. On behalf of Tata Steel, Sanjay Kumar Singh, General Manager, Jharia Division, Tata Steel received the award along with R K Jain, Head Safety & Environment, Tata Steel and Ankit Agrahari, Manager Environment, Tata Steel. The ceremony was organized in support with The Ministry of Petroleum & Natural Gas and the Ministry of Coal and Ministry of power.

Sanjay Singh, on receiving the award said that Safety is of great importance and significance in mines and ensuring safety in mining operations will always remain a challenge. He said: “It is only due to the effective involvement of our workforce in developing a positive health and safety culture that we`ve received recognitions in safety.”

On this special occasion, Rajeev Singhal, Vice President (Raw Materials), Tata Steel said: “It is a proud moment for the company to get this recognition for our excellence in sustainable mining operations. We at Tata Steel ensure safe, scientific and efficient mining across all locations. This award has greatly motivated us to achieve higher benchmarks for sustainable mining.”

Jharia Division got the award after detailed scrutiny of application by judging panel of organizing committee. This award recognizes the efforts and commitment of Tata Steel towards safety especially in underground mining operations. Sustainable mining operations at Jharia Division continues to be the single largest factor responsible for Tata Steel's consistent growth, as it has contributed to expansion and growth projects initiated by the company.

Books by T. V. Rao

Books of Talam Venkateswara Rao

(includes authored, edited, singly, jointly, and different editions)

HRD, OD and Institution Building: Essays in Memory of Udai Pareek. New Delhi: Sage Response Books, 2016 Edited jointly with Dr. Anil K Khandelwal. (http://www.amazon.in/Hrd-Od-Institution-Building-Essays/dp/9351509915/ref=sr_1_fkmr0_2?ie=UTF8&qid=1457928376&sr=8-2-fkmr0&keywords=HRD+OD+and+Institution+Building+T+V+Rao+and+Anil+Khandelwa)
Effective People: New Delhi: Random House, 2015 (http://www.amazon.in/s/ref=nb_sb_ss_i_2_16?url=search-alias%3Daps&field-keywords=effective+people+t+v+rao&sprefix=Effective+people%2Caps%2C543)
Performance Management: Towards Organizational Excellence: New Delhi: Sage Response Books, 2016, (http://www.amazon.in/s/ref=nb_sb_noss?url=search-alias%3Daps&field-keywords=Performance+management+T+V+Rao)
HRD Audit: Evaluating the Human resources Function for Business Improvements, 2^nd edition, New Delhi: Sage -Response Books, 2014 (http://www.amazon.in/HRD-Audit-Evaluating-Resource-Improvement/dp/8132119673/ref=sr_1_1?s=books&ie=UTF8&qid=1457929558&sr=1-1&keywords=hrd+audit+t+v+rao)
Organization Development: Accelerating Learning and Transformation: New Delhi: Sage: Response Books, 2011 (S. Ramnarayan & T V Rao) (http://www.amazon.in/Organization-Development-Accelerating-Learning-Transformation/dp/813210739X/ref=sr_1_1?s=books&ie=UTF8&qid=1457929629&sr=1-1&keywords=Organization+Development+S+Ramnarayan)
The Power of 360 Degree Feedback: Developing Leadership the India Way: 2^nd edition, jointly with Dr. Raju Rao, New Delhi: Sage- Response Books, 2014 (http://www.amazon.in/Power-360-Degree-Feedback-Effectiveness/dp/813211969X/ref=sr_1_1?s=books&ie=UTF8&qid=1457929853&sr=1-1&keywords=The+Power+of+360+Degree+Feedback)
100 Managers in Action: New Delhi: Tata McGraw-hill, 2012 (with Charu Sharma)
Entrepreneurship: A South Asian Perspective by D. F. Kuratko and T. V. Rao: New Delhi: Cengage Learning, 2012
Nurturing Excellence: Indian Institute of Management, New Delhi: Macmillan, (Co-authored with Vijaya Sherry Chand, 2011)
Managers who Make a Difference: New Delhi: IIMA Book Series, 2010 Random House. (Second edition 2016 with added chapters)
Life after 360 Degree Feedback and Assessment and Development Centres; Editors T. V. Rao, Nandini Chawla and S. Ramnarayan): New Delhi: Excel Books, 2010
HR Best Practices; New Delhi: Steel Authority of India (jointly with Nisha Nair, Neharika Vohra, and Atul Srivastava), 2009.
HRD Score Card 2500; New Delhi: Sage, Response Books, 2008
Hurconomics; New Delhi: Oxford & IBH, 2008 Republished by Pearson Education: New Delhi, 2011..
The Power of 360 Degree Feedback; (Jointly with Mr. Raju Rao), New Delhi: Response Books, Sage, 2005. (Won Two awards as best Management book of the Year: DMA and ISTD)
The Future of HRD; New Delhi: Macmillan India, 2003
HRD in Asia: First Asian Research Conference on HRD; (jointly with Ramnarayan, Udai Pareek, AAhad Usman Gani) Academy of HRD, New Delhi: Oxford and IBH, 2003.
HRD Audit; New Delhi, Response Books, Sage Publications, 1999
Institutionalization of Innovations in Education; Ahmedabad: Swiss Agency for Development Cooperation & TVRLS, 1999 (With Jaya Indiresan and M G Jomon)
Changing Teacher Behaviour through Feedback; Hyderabad: ICFAI, 2006, (With Udai Pareek)
Training for Education Managers; New Delhi: Macmillan, 2005 (With Udai Pareek)
360 Degree Feedback and Assessment & Development Centers; (edited by T V Rao and Nandini Chawla) New Delhi: Excel Publications, 2005
Performance Planning and Review Manuals; Ahmedabad: TVRLS, 2005
HR @ Heart of Business; (edited by TV Rao, A Gangopadhyay, RSS Mani), New Delhi: Excel Publications, 2002.
Performance Management and Appraisal Systems; New Delhi: Response Books, 2004
360 Degree Feedback and Performance Management Systems; (Editors T V Rao, Gopal Mahapatra, Raju Rao and Nandini Chawla) Volume 2, Excel Publications: New Delhi 2002.
360 degree Feedback and Performance Management systems Volume 1; (Editors: T V Rao and Raju Rao), Excel Publications: New Delhi, 2000.
Organizational Renewal in NGOs: Experiences and Cases; (Co-author with Uma Jain), Hyderabad: Academy of HRD, 1996
Organization Development: Interventions and Strategies; (Co edited with S Ramnaryan and Kuldeep Singh), New Delhi: 1998, New Delhi: Response Books
Pioneering Human Resources Development: The L&T System; Ahmedabad, Academy of HRD, 1998 (Co-author)
Redesigning Performance Appraisal System; 1996, Tata McGraw Hill, New Delhi
Human Resources Development: Experiences, Interventions Strategies; 1996, Sage Publications, New Delhi
Performance Appraisal and Review: Trainers Manual, Operating Manual and Skills Workbook; Learning Systems, New Delhi, 1978
Designing and Managing Human Resources Systems; Oxford& IBH Publications, New Delhi, 1981, 1991, 2003 (Co-author) (This book has won ESCORTS award as best management book in 1982)
Performance Appraisal: Theory and Practice; AIMA-Vikas Management Series, New Delhi, 1984 (Also translated into Bhasha Indonesia by PPM, Jakarta).
Recent Experiences in Human Resources Development; Oxford and IBH, New Delhi (edited by T.V. Rao and D.F. Pereira)
Alternative Approaches and Strategies of HRD; (edited by T.V. Rao, K.K. Verma, E. Abraham and A. Khandelwal), Rawat Publications, Jaipur, 1987
Excellence Through Human Resource Development; (editors M.R.R. Nair and T.V. Rao), New Delhi, Tata McGraw Hill, 1990
Designing Entrepreneurial Skills Development Programmes; London, Commonwealth Secretariat, 1990 (co-author)
The HRD Missionary; New Delhi, Oxford and IBH, 1990 (Second edition: 2009 TVRLS)
Readings in HRD; New Delhi, Oxford and IBH, 1991
Career Planning and Promotion Policies; Ahmedabad, Academy of HRD, 1982 (co-author)
Appraising & Developing Managerial Performance; AHRD Publication, 1996, reprinted at New Delhi: Excel Books, 1999
Institution Building in Education and Research: From Stagnation to Self-Renewal; (Eds. R.J. Matthai, Udai Pareek and T.V. Rao), All Indian Management Association, New Delhi, 1977.
Adult Education for Social Change; Manohar Publications, New Delhi, 1980 (co-author)
Handbook for Trainers in Educational Management with special reference to Asia and Pacific; UNESCO, Bangkok (Co-author) 1981
Management Processes in Universities; New Delhi: Oxford & IBH (PSG Monograph 1, Indian Institute of Management, Ahmedabad 1978, co-author with R.J. Matthai and Udai Pareek)
Behavioural Sciences Research in Family Planning; Tata McGraw Hill, New Delhi, 1974 (co-author)
Doctors in Making; Sahitya Mudranalaya, Ahmedabad, 1976
Managing Family Planning Clinics; Asian and Pacific Development Administration Centre, Kaula Lumpur, Malaysia, 1977 (co-author)
Change Agents in Family Welfare: An Action Research in Organized Industry; Academic Book Centre, Ahmedabad, 1978 (co-author with Pramod Verma)
Developing Entrepreneurship: A Handbook for Policy Makers, Entrepreneurs, Trainers and Development Personnel; Learning Systems, New Delhi, 1978 (co-author)
Identification and selection of Entrepreneurs; (Eds. T.V. Rao and T.K. Moulik), Indian Institute of Management, Ahmedabad, 1979
Developing Motivation Through Experiencing; Oxford and IBH Publications, 1982 (co-author with Udai Pareek)
Entrepreneurial Skill Development Programmes in Fifteen Commonwealth Countries: An Overview; Commonwealth Secretariat, London, 1991
Handbook of Psychological and Instruments; Samasthi Publications, Baroda, 1974 (co-author)
Stewart Maturity Scale: Indian Adaptation; Manasayan, New Delhi, 1976
Sales Styles Diagnosis Exercises; Learning Systems, New Delhi, 1976
Behaviour Processes in Organizations; Oxford and IBH Publications, New Delhi, 1981 (Co-author with Udai Pareek and D M Pestonjee)
Measuring and Managing Organizational Climate; Ahmadabad: Academy of HRD, 1996 (With Dalpat Sarupriya and Dr. Sethumadhavan)
Selected Readings in HRD; New Delhi: Tata McGraw Hill, 1998 ( with Singh, Kuldeep & Nair, Baburaj)
HRD Philosophies and Concepts: The Indian Perspective; Ahmedabad: Academy of HRD, 1994 (with Abraham, E & Nair, Baburaj V. Eds.)
HRD in the New economic Environment; New Delhi: Tata McGraw Hill, 1994 (co-edited with Silveira, D. M., Srivastava, C. M. and Vidyasagar, Rajesh)
Competency Mapping Education Kit (4 Volumes), Ahmedabad: TVRLS, 2005.

Credit: http://hrdisleadfunction.blogspot.in/2016/03/books-by-t-v-rao.html?spref=tw

Wipro has been on the list consistently since 2012. Tata Steel has also won for the fifth time but not in a row, as it was not part of the list in 2014.

The list of the world’s most ethical companies was first instituted in 2007 and two Indian corporates — Hindustan Unilever and Tata Steel had found themselves on it.

During 2008–10, no Indian corporate could make it to this list. However, in 2012, HDFC was featured as the only Indian company in the list.

Out of the 131 countries selected this year, surprisingly 99 are from the US. However, it doesn’t imply that the world’s most ethical companies are based out of the US.

“This honour reflects the hard work of men and women across PepsiCo whose integrity enables our success, and I want to thank Ethisphere once again, for recognising their achievements,” she adds.

For the uninitiated, the EQ score is derived through a proprietary matrix of relationships between answers to given questions and a set of complex formulas based on demographic qualifiers.

The body reviews documentation submitted by the participant companies, conducts additional research and requests extra information and documentation from the companies.

They also perform reputational and legal reviews to determine any outstanding or historical issues.

External data sources, such as SEC filings, the RepRisk Index, Glassdoor, and global news outlets, among other sources are also consulted.

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Saturday 19 March 2016

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Books by T. V. Rao

Wipro has been on the list consistently since 2012. Tata Steel has also won for the fifth time but not in a row, as it was not part of the list in 2014.

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