Inauguration of the Annual HR Conclave – Disha 2013

Mr. Raj Narayan addressing the students at TAPMI

TAPMI witnessed the opening of Disha, its Annual HR Conclave which runs from the 31st of August till the 1st of September. Disha (which means direction in Sanskrit) is an apt name for the two day mega conclave centered on the critical corporate function of Human Resource Management. The opening Ceremony saw Mr. Raj Narayan, Senior Vice President, Human Resource of Titan Industries gracing the occasion as Chief Guest.

The ceremony began with an invocation song, followed by lighting of the lamp by dignitaries to mark the commencement of Disha. The Director of TAPMI, Dr. R.C Natarajan delivered the welcome address and presented a bouquet to the honourable guest. Dr. Natarajan also welcomed the media, faculty and students. The official logo for Disha 2013 was formally introduced by Dr. (Col) PS James as he emphasized humanism and how humanism can affect productivity. Dr. James gave a wonderful explanation of the logo telling that the hands shown depict the lending of humanism to soft clay enabling to gel well with the hardened clay. He concluded by encouraging everybody to enjoy Disha and have great learning experience.

The guest Mr. Raj Narayan addressed and enlightened the gathering. He stressed upon recreation of human values and its need from an industry perspective. He suggested that in these times with technology ruling our lives we can create communities and thus improve human connectivity. He iterated that HR leaders need to have vision on how the organization should plan its employees’ career growth and envision where they want to be. He emphasized on educating, enabling and empowering environment and the need of HR functionaries to focus on clear review system and reward mechanism.

In conclusion Mr. Raj Narayan narrated a beautiful story with a message – that the answer lies in our hands and that the answers we get depend on questions we ask.

The ceremony ended with the President of the Student Executive Council, TAPMI delivering the vote of thanks for the inaugural ceremony.


An insight on ‘Tower Watson Global Grading System’ by Mr Kevin Freitas & Mr Satheesh KV, Flipkart

Mr Satheesh KV and Mr Kevin Freitas addressing the students

T. A. Pai Management Institute (TAPMI), Manipal witnessed a guest lecture on 13th July 2013 by Mr Kevin Freitas, Head, Rewards and Organization Development, and Mr Satheesh KV, Senior Manager, Rewards and HR Technology, Flipkart. Students of 2012 – 2014 batch attended this lecture and the topic for this guest lecture was ‘Tower Watson Global Grading System’ – a systematic approach to job levelling which helps organizations manage the opportunities and challenges of reward, talent program design and delivery. Towers Watson is a leading global professional services company that helps organizations improve performance through effective people, risk and financial management.

The speakers first briefed the audience on the interpretation of Job Levelling. It is a systematic process of determining the relative ranking of jobs, as objectively as possible in an organization and establishing meaningful groups of jobs that reflect these differences in rankings. It is neither concerned with the individuals that occupy these positions nor is it concerned with the performance of the individuals who hold these positions. However it is in concern with the job, itself.

Job levelling provides a basis for describing job requirements and performance expectations at different levels of the organizations. It facilitates consistent links to external market surveys. It creates a common language for work, growth and development across an organization’s operations, creating job requirements based on noticeable differences. In this context, Just Noticeable Difference, commonly abbreviated as JND is the minimum difference in stimulation required for a change to be noticed. In the contrary, job levelling does not reflect individual performance, does not prescribe a new organization structure nor does it describe job content at a detailed level. Need for job levelling changes with organizational life cycle. A range of alternatives exist for Tower Watson Global Grading System. Input and applications may be consistent but the best job levelling approach will vary based on business and cultural needs. Job levelling helps align jobs with other HR processes and systems.

Mr Kevin Freitas, Head, Rewards and Organization Development, Flipkart

The speakers also threw light on career pathing and planning. Also known as Career Map, it combines a powerful customizable framework with a tested process for consistently defining and organizing jobs across a company. People are slotted into entry, intermediate, career specific, specialist, master and expert roles. Progression and promotion was clearly distinguished. A promotion is one when the title or job specification is well above JND, whereas progression retains the same job title but includes moving up the salary scale. Topics like Succession Management which involves individual development plans and Workforce Analytics and Planning were also covered.

This Global Grading System is a job levelling tool for determining internal job levels based on an analysis of universally applicable factors proven to recognize differences in job size. It accommodates organizations of all sizes, and uses an organization’s size, complexity and geographic breadth to assess the number of levels in its grading framework. It includes a three step methodology – ceiling, banding and grading. Ceiling, also known as scoping refers to the turnover and the total number of employees. Banding places jobs in the framework based on how they contribute to your organization, reflecting a dual career path. The grading step assesses jobs against standard factors. This grading system has several advantages. It is easy to understand, has a common language for all roles, has a consistent approach with limited bureaucracy, has been assessed against equal value and establishes a link to Tower Watson market databases. It recognizes dual career paths, provides a role for liner managers and dependency on consultants is limited. This methodology is spread over 25 floors and accommodates the biggest organizations in the world.

The guest lecture was concluded by the speakers explaining how Flipkart shares its data with Tower Watson Global Grading System and how it provides Flipkart with its grades and payments viz a viz industry comparison payments at no cost. Comparison data with specific companies can be gained through request on a custom price. Over a period of time, role and payment determination is done by the help of heuristics. Thus, the guest lecture ended successfully with students gaining a rich knowledge on the Tower Watson Global Grading System. The following day, 14th July 2013, the speakers interacted with the newly joined students of 2013 – 2015 batch as well, and the topic of discussion was – Flipkart’s growth story.

Mr. Natarajan Chandrakumar, VP and Head – HR, GVR Infra addresses students at TAPMI, Manipal on ‘Performance Management’

Mr. Natarajan Chandrakumar, VP and Head – HR, GVR Infra addressing the audience

Mr. Natarajan Chandrakumar, Vice President and Head – Human Resources, GVR Infra, kept students at T A Pai Management Institute (TAPMI), Manipal engaged in his address on ‘Performance Management’. Mr. Chandrakumar has obtained his Master degrees in Human Resource Management from National Institute of Personnel Management, Kolkata and Public Administration degree from Punjab University, Chandigarh. He has more than 23 years of experience in Human Resource Management and Administration and has worked in various sectors such as FMCG, Construction and Aviation. Mr. Chandrakumar has been associated with GVR Infra since September 2011 as VP and Head – HR and has been instrumental in driving people related policies and processes. Prior to joining GVR, he has worked with Indian Airforce, Unilever PLC, Air Deccan, Kingfisher airlines, GMR Group.

Mr. Chandrakumar briefed the audience on organization structure and its importance in it being a clear mandate on the roles, responsibilities and deliverables expected from employees in an organization. He discussed the motivation factors in an organization. An in-depth insight of the Performance Management Process (PMP) and its objectives were given. PMP brings in performance based culture along with ensuring alignment of organization goals with business, functional and individual goals. This provides clarity of what the organization desires to achieve. PMP leverages self-development through training. This evolution process helps in understanding individuals, in determining the skillsets an individual needs to imbibe, thus helping in keeping out competency gaps. Values are integrated by linking it to results. PMP also provides a platform for a periodic performance dialogue and feedback. The significance of PMP is thus realized for the basic survival of an organization.

Mr. Chandrakumar touched upon the goal setting process. He drew attention to the PMP Process which comprises of goal sheet, mid-year and annual review, feedback and performance planning. This PMP process results in compensation review and promotions. The key players in an appraisal are the appraisee, appraiser and the reviewer. The appraisal cycle lasts from April of a year to March of the following year. The constituents of the PMP form like mid-year review, annual review, rating scale, trainings attended and development needed were discussed in detail. The speaker also threw light on other aspects like Performance Planning, PMP format and methodology, Outcome, Eligibility & criteria for Promotions, Feedback Process, Grievance mechanism and PMP dialogue feedback.

Mr. Chandrakumar concluded his speech by explaining the PIP process. It is a constant review process to ensure employees perform better, upto the desired level. He appreciated the active participation of the audience and the thought provoking questions asked by them. Thus, the guest lecture ended successfully with students gaining a greater knowledge on Performance Management.

– Media and Industry Relations Committee, TAPMI, Manipal

First session of the TAPMI Guest Lecture Series 2013-14 by Mr. Rahul Mullick, Partner – Business Consulting and Technology, PwC


T A Pai Management Institute (TAPMI), Manipal experienced an informative session by Mr. Rahul Mullick, Partner – Business Consulting and Technology, PwC on 17th June 2013. Mr. Mullick has rich experience in organizations like Microland, QAI, E&Y, Wipro, KPMG spanning over geographic regions like Delhi, Melbourne and Saudi Arabia. A proud alumnus of TAPMI (1997 batch), he addressed the gathering on ‘Careers in Consulting’.

Consulting according to Mr. Mullick broadly includes reusability of learning, an opportunity to meet people, making improvements, taking up new challenges – sometimes even with limited knowledge, working in teams, fast delivery, high quality output and growing careers. Right attitude and hard work are few of the major requirements for a consultant. Citing his experience over various roles along his career path, he reckons that there is always something new to learn in every new role taken up.

Mr. Mullick discussed the various skills a consultant is expected to have. Being smart, articulate, research oriented – thorough with data and analysis and thus investing in oneself is a mandatory. Being sales oriented helps in networking; being good at number crunching, having an eye for detail, communication skills and being methodical and organized are skills well appreciated in a consultant. He touched upon the basic behaviour that needs to be demonstrated in today’s corporate world. Being people first, a team person, taking up new challenges, taking ownership, being responsive, down to earth and most importantly being ethical are few facets which is expected from a professional. He also highlighted that it is not just an individual’s professional responsibility to do a good job, but it is a morale responsibility too.

Mr. Mullick gave a brief insight upon the career movement in consulting. Analyst and Consultant roles are generally in line with experience below three years. Similarly, Consultants and Assistant Managers usually have three to six years’ experience and are assigned as small project leads. Higher up – Principal Consultants and Managers with six to nine years’ experience are assigned as project managers. Managing Consultants and Senior Managers serve as service line or regional leaders or program managers; Associate Directors and Directors have expertise in their practice and are usually regional heads.

The speaker rounded off his speech by mentioning that at a B-school like TAPMI, its students are expected to always be at the forefront of team exercises, volunteering for tasks, eager to present output of team, good at preparing reports and documents, digging deep to research for output, staying connected with fellow team members, professors, industry and other B-school students. Thus, the first session of the TAPMI Guest Lecture Series 2013-14 concluded with students gaining a deeper understanding of the consulting industry and requirements of a successful career in it.

– Media and Industry Relations Committee, TAPMI, Manipal

Mr. Rajesh Padmanabhan, Corporate Vice President & Head HR, Capgemini engages TAPMI with his noteworthy address


T A Pai Management Institute (TAPMI), Manipal, Karnataka witnessed an interesting guest lecture delivered by. He is currently, Corporate Vice President Head of HR for all businesses at Capgemini India encompassing Application services, IT Infrastructure Management, Consulting, Sogeti & BPO. Prior to this, he was Executive Vice President and Global CHRO for Patni – Global IT Services Company. He holds an MBA degree in HR and Finance from the University of Mumbai. He started his career in systems on COBOL platforms in the eighties, and went on to become a corporate banker with ICICI group. During the era of financial liberalization in India, he worked as a Corporate Banker with ICICI. His specialities include Organizational excellence, Leadership solutions architect, Learning and Development, Strategic HR practice, Global Compensation and benefits, Organization Restructuring, Shared services, PCMM and Life Coach.

Mr. Rajesh Padmanabhan started by touching upon various aspects like importance of an individual’s goal setting and working towards achieving the goal. He discussed what sets apart an institution and its students. He expressed his opinion, that it is encouraging to see the number of students interested in taking up entrepreneurial initiatives increasing. This shows measurement of success is restricted not only to corporate but entrepreneurial initiatives as well. Research is the backend to drive excellence. Everyone wants a dream runway to raise ones patience in search of a dream run. Resistance and anxiety builds up when ones does not meet one’s aspirations.

Mr. Rajesh Padmanabhan highlighted the readiness of students pursuing Management education in India – which stands at a large number of 3 lakh students, in 2012. There are over 4500 B-schools in India catering to these students. However, only around 20% of these management graduates every year are employable. He emphasized the importance of research during a management graduation course. He also underlined that beyond academics, the number of research papers from B-school students is declining sharply. This eventually results in lack of global business perspectives amongst students. According to him, there exists immense talent in the country and it is this potential which needs to be tapped appropriately.

Mr. Rajesh Padmanabhan analysed the gaps in the current system. Few of his assessments in this area were that practical hand on experience is necessary and so is leadership grooming. Cross cultural skills and new models of team effectiveness are areas that need improvement as well. He stressed on the value of employability skills – never to sacrifice ambitions. Change and transformation is constant. Group dynamics helps in channelizing and making winning teams. Effective communication, adaptability, willingness to learn and apply, and dealing with ambiguity are few of the very important aspects in today’s corporate world. The avenues to learn and explore consists of cloud, big data analytics, predictive modelling, mobility & convergence, social media and industry interface set up.

The speaker rounded off his speech by mentioning that the world today is moving towards virtual space without one being physically present. This session was followed by an interactive round where in the students of TAPMI asked questions, much appreciated and answered by the speaker. It was indeed an enriching address by the Corporate Vice President & Head HR of Capgemini – Mr. Rajesh Padmanabhan.

Organisational Behaviour: The Military Experience – Vice Admiral (Retired) Ganesh Mahadevan Lectures at TAPMI

Very few times students of business administration get a perspective of organizational behaviour in a military organization. Today, the students at TAPMI experienced an enthralling session by Vice Admiral (Retd) Ganesh Mahadevan on his involvement with the Indian Navy. He gave an exhaustive and informative view of organizational behaviour at work at Indian Navy.

Mr. Mahadevan (Retd.) Vice Admiral, Indian Navy delivers the talk.


He began his speech by saying – ‘The more we sweat in peace, the less we bleed in war’, which was much applauded by the audience. He introduced them to the Indian perspective of transformation – what it takes to become a world class navy.

He gave a brief insight on the challenges faced by a military organization. Every nation’s military has to be viewed in terms of related context. He proudly boasted of the Indian Navy – a voluntary organization which consists of 80000 sailors and 9000 officers, and dissected it on the basis of basic models for Organizational Behaviour, in the lecture that followed. He discussed the organizational structure of the Indian navy along with the importance of leadership and team building in this vast field of study. “Navy officials are selected on basis of technical specifications. Indian navy is driven by a higher ethic and cause. A successful navy is one that has its man management right.”- He emphasized  “Every situation faced is different and one must be equipped to face them.” He updated the audience on the fundamental philosophy present in the Indian navy – the tradition of rotation. He also spoke about the different levels of mechanisms – institution, group and individual mechanisms.

According to him, Motivation within this great body is immensely significant. The Indian Navy is motivated to perform to their maximum capability. Motivation arises from work that creates tangible results; results that are brought about by innovation, new ideas or approaches; work that more or less coincides with a man’s values and beliefs. Conscious and deliberate stress is necessary to motivate an individual to a higher degree, which results in accomplishment of the objective. Team building is an important aspect in the Indian navy, where mentoring is institutionalized. Adventure training and sports are other activities that strive at building competitive spirit. Boot camp is one activity that transforms a man into his culture.

He stressed on the technologically intensive characteristic that makes the Indian navy differ widely from the Indian army, where (Indian navy) man, according to him is 50% and machine is the balance 50%. This is how technology is valued in the Indian navy – the autonomous functioning in demanding environment. The challenges with respect to technology include investing and invention. The economies of scale are tilted against the Indian navy and stands as a profound difference as to how to maintain such a large organization. The Indian navy is diverse in its equipment sources, and thus it becomes very essential to have a huge mass for its maintenance and sustainability. Shipbuilding programs are held to keep the individuals well equipped.

He settled the lecture by saying that organizational behaviour is a vast field of study, and the extent of implementation depends on context, size of the organization – something that is highly valued and essential in a manager or leader in today’s professional world.

Guest Lecture on Outsourcing Market Trends, at TAPMI, by Mr. Rajan Bedi, HCL

Mr. Rajan Bedi takes in the scenic beauty of TAPMI, Manipal post completion of his lecture.

Mr. Rajan Bedi, Head Business Acquisition Hitech and Manufacturing, Engineering Services Business, HCL delivered an interesting speech on 20th August 2012, Monday, in Outsourcing Market Trends in IT and Engineering Services, the process of making Outsourcing Decisions and how HCL is positioned to leverage the same. He briefed us upon the balanced business portfolio Q4 FY12 of HCL, U.S.A having the highest composition of 56%, followed by Europe – 25%. The verticals in HCL comprises of Healthcare, Retail and CPG, Financial Services, Manufacturing and Telecom. Manufacturing and Financial Services contribute the largest – 28% and 23% respectively, and Telecom is an emerging segment which right now contributes to 8% of the services. The Service Lines include Custom Applications (31%), IT Infrastructure (25%), Enterprise Applications (21%), Engineering and R&D (19%) and BPO Services (less than 5%). HCL places enormous significance to the core values of Employees first, Customers Second (EFCS); Trust, Transparency and Flexibility; Value Centricity; and are committed to practicing them in their day-to-day activities with their employees and clients.

Mr. Bedi drew attention to the three key elements of any business – (a) Getting a business, (b) Executing the business, and (c) Maintaining Profitability of the business. He also threw light on why outsourcing is required and why analysts are required for a global organization like HCL. HCL is a client of Garner where it has received an analysis of HCL Technologies’ Offerings. He discussed the trends shaping the market – The shift in technological landscape opening new space like data, cloud, social media and mobile internet; shift in customer preference and proliferation of channels; shifts in profit pools/value chain; and shift in regulatory policies. He also said that HCL Engineering and R&D stands #1 in Market Share, Industries, Customer Experience and in Innovation and that HCL invests in its strategy through their belief in EFCS, Strengthened Processes, Fully Serviced clients, etc. Mr. Bedi also touched upon the acquisition of Axon Group, a SAP Consulting Company in U.K, by HCL in 2008 and his experience of being a part of the pre-merger and post-merger integration group.

The benefits of Outsourcing and the Process of Provider Selection were discussed, by which Mr. Bedi explained how Outsourcing and Provider Selection lowers costs due to economies of scale, provides room for the parent organization to concentrate on core functions, achieve specific supplier benefits and less dependency upon internal resources, abridges lack of internal expertise, improves risk management and improves credibility and image of the organization. He also threw light upon the approach to evaluate providers which included Business Case, RFI and/or RFP process, Vendor Evaluation Model, Reference Checking, Oral presentations and/or site visits, Identification of final list and Completing due diligence/Final Pricing. At times outsourcing and insourcing happens simultaneously to provide a hybrid structure. ­

He concluded his speech by specifying the various areas HCL Technologies is open to for B-School graduates. A few listed roles are Sales, Presales, Marketing, HR, Business Finance, and the like. He also spoke about an innovative platform put forward by HCL, the fast track program, which provides fresh B-school graduates with opportunities, exposure, interaction with clients and customers and experience in high performance teams. He was impressed by the diverse questions asked by the audience and he addressed them articulately. Few of the questions included the reasons which prevent HCL from having tie-ups with lesser turnover companies. He logically reasoned out that HCL as an organization believes in having bigger relationships with a few companies, in comparison to, maintaining relationships with multiple companies, as it also leads to increased time and effort being spent on sustaining multiple relationships over a few strong relationships. One of the other questions from the audience, which he appreciated, was that of the environmental practices by HCL. He drew focus to the sustainability efforts made by HCL in the past few years – rain water harvesting, energy efficient buildings, reducing power consumption. He also mentioned that HCL consists of a 30% women friendly workforce. Thus, the guest lecture reached its end successfully, with many amongst the audience being triggered to follow up on related topics on Outsourcing and definitely having a greater knowledge of HCL Outsourcing trends.