Knowledge Forum on HR

Adil Malia, Group President-HR, Essar Group

Updated : Sep 1, 2015

Manufacturing contributes to 41 per cent of India's GDP, says Adil Malia

<p class="MsoNormal">Adil Malia, Group President-HR, Essar Group saysmanufacturing contributes to 41 per cent of India's GDP. The new government hasidentified manufacturing as key to growth.</p><p class="MsoNormal"> </p>

Updated : Sep 1, 2015

Manufacturing requires lesser people than in IT sector, says Debi Prasad

<span style="font-size:11.0pt;font-family:"Calibri","sans-serif";mso-fareast-font-family:Calibri;mso-fareast-theme-font:minor-latin;mso-bidi-font-family:"Times New Roman";mso-ansi-language:EN-US;mso-fareast-language:EN-US;mso-bidi-language:AR-SA">Debi Prasad, CHRO at CEAT Tyres says in manufacturing sector, there are lesser people required compared to the IT sector. <br /></span>

HR Shashikant, group executive president-GHR, Aditya Birla Group

Updated : Sep 1, 2015

Mindset of owning a maufacturing business should be changed, says HR Shashikant

HR Shashikant, group executive president-GHR, Aditya Birla Group says the model of doing business in manufacturing has to change from owning to renting.

Prabir Jha, President and Group CHRO, Reliance Industries

Updated : Sep 1, 2015

Manufacturing suffering from credibility crisis, says RIL's Prabir Jha

Prabir Jha, President and Group CHRO, Reliance Industries says manufacturing is suffering from the crisis of credibility.

Updated : Sep 1, 2015

Accord's Sonal Agrawal on recruitment in manufacturing sector

Sonal Agrawal, managing partner, Accord says hiring in the manufacturing space has been stable and is the company's core competence. <br />

Ajay Bhatt, regional HR director-India, Abbott

Updated : Sep 1, 2015

Employee looks up to the leadership of a firm, says Abbott's Ajay Bhatt

Ajay Bhatt, regional HR director-India, Abbott says an employee looks up to the leadership of the organisation. <br />

Raja Lahiri, partner at Grant Thorton India

Updated : Sep 1, 2015

M&A is DNA of any firm's strategy, says Raja Lahiri

Raja Lahiri, partner at Grant Thorton India says  M&A is part and DNA of any company's strategy. <br />

Rajeshwar Tripathi, chief people officer (automotive and farm equipment sectors), Mahindra & Mahindra

Updated : Sep 1, 2015

Governance is key to manage M&As, says Mahindra & Mahindra's Rajeshwar Tripathi

Rajeshwar Tripathi, chief people officer (automotive and farm equipment sectors), Mahindra & Mahindra says governance is the most important part of carrying out merger and acquisition.

Updated : Sep 1, 2015

Essar Group's Adil Malia on mergers and acquisitions

Adil Malia, Group President, HR, Essar Group shares his experiences in the mergers and acquisitions of firms.

Vineet Kaul, chief human resource officer, Hindalco Industries

Updated : Sep 1, 2015

Discuss basic core values with employees, says Hindalco's Vineet Kaul

According to Hindalco Industries' Chief HR Officer Vineet Kaul, 80-90 per cent of companies globally have similar basic core values. He says the during mergers and acquisitions, the anxiety among employees of the acquiree company can be removed by communicating and discussing those core values.

Chandrasekhar Sripada, global HR head, Dr Reddy's Laboratories

Updated : Apr 9, 2015

Organisations should not be compelled to pamper Gen Y: Chandrasekhar Sripada

Dr Reddy's Laboratories' Global HR Head Chandrasekhar Sripada discusses how every generation is different to another and the real issue at work lies in the fact that all individuals evolve in almost 5 years. He says that differences will exist in workplaces and organisations should be sensitve and empathetic towards them.

Updated : Mar 25, 2015

How Apollo Hospitals started the practice of work-from-home

T Karunakar, VP-HR at Apollo Hospitals, discusses the work-from-home issue of mobility. He says that the huge talent crunch forced the company to start the work-from-home practice but technology helped them too in a way that talent actually reached patients looking for healthcare services.

Kumar Krishnaswamy, HR head, Medwell Ventures

Updated : Mar 25, 2015

Talent mobility a huge issue for Medwell Ventures: HR Head

For Medwell Ventures, which is a start-up in the home health care space, mobility is a major issue, says HR Head Kumar Krishnaswamy. Touching upon the company's attempt to solve the problem of talent mobility, Krishnaswamy says that the company has been at it for almos 8 months.

Gopalji Mehrotra, HR head, Ashok Leyland

Updated : Mar 25, 2015

Ashok Leyland HR Head's 4-point formula to manage mobility

"Hire the best that you can, pay them as much as you can afford..." are two points of Ashok Leyland HR Head Gopalji Mehrotra's formula for organisations struggling with talent mobility. Find out what the other 2 keys are to Mehrotra's 4-point formula.

Sib Bandopadhyay, HR head, ITC Paper Boards and Speciality

Updated : Mar 25, 2015

Why mobility is needed as part of talent management

Sib Bandopadhyay, HR head for ITC Paper Boards and Speciality, says that mobility is an issue that companies need to deal with holistically. He says that organisations, which are looking to grow through diversification, need mobility as a part of their talent management.

Anu Zachariah, managing director, DDI India

Updated : Mar 25, 2015

Mobility is a given in today's context, says DDI India's Anu Zachariah

Stressing on the fact that talent mobility is a given in today's world, DDI India MD Anu Zachariah says that organisations generally struggle with how to best cater to such mobility and how to provide for careers and high quality living ecosystems, which they might have access to go to otherwise.

Sunita Cherian, VP, HR and global head - diversity and inclusion, Wipro

Updated : Mar 24, 2015

Organisations need to be inclusive: Wipro's Sunita Cherian

Wipro's HR VP Sunita Cherian says that in today's organisations, there is an interplay of 3 generations working together, due to which arises the need to "ensure collaborative working amongst all these three generations" for the betterment of the organisation.

Ramanand Puttige, HR and talent deployment head, Cyient

Updated : Mar 24, 2015

How Cyient handles generational gap at work

Besides young talented minds, Cyient needs people with 30-40 years of experience due to the nature of the business, which is that it could come under public scrutiny. Thus, the company has fresh graduates working alongside people who are past the retirement age. The company's HR and Talent Deployment Head Ramanand Puttige speaks about how they handle differences between generations at work.

Rajita Singh, HR head, Broadridge Financial Solutions

Updated : Mar 24, 2015

Why baby-boomer concept does not apply to India

Rajita Singh, HR head at Broadridge Financial Solutions, says that the concept of baby boomers - which would mostly refer to elder employees - is a very American concept and is not applicable in the Indian context.

Arijit Sarker, director - India operations, Google

Updated : Mar 24, 2015

Provide an environment employees can ease into, says Google's India operations head

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Bharath Jayaraman, human resources lead, Facebook India

Updated : Mar 24, 2015

What it means to manage generational differences at Facebook

While noting that Facebook India constitutes mostly of Gen Y and millennials, the company's Human Resources Lead Bharath Jayaraman, says that it is important to identify what these millennials aspire for and make sure they are not worried about going for the next coolest thing.