<![CDATA[Niruta Publications - Leaders Talk]]>Fri, 06 Mar 2026 14:23:44 -0800Weebly<![CDATA[12 Illustrations Highlighting Where Artificial Intelligence Can Be Used in the HR Department]]>Wed, 12 Mar 2025 06:56:02 GMThttps://www.nirutapublications.org/leaders-talk/12-illustrations-highlighting-where-artificial-intelligence-can-be-used-in-the-hr-department
]]><![CDATA[Emerging Role of HR in India, in the Dynamic Era of AI]]>Wed, 12 Mar 2025 06:54:52 GMThttps://www.nirutapublications.org/leaders-talk/emerging-role-of-hr-in-india-in-the-dynamic-era-of-ai
]]><![CDATA[Implementing the Balanced Scorecard for Enhancing Organizational Performance and Strategic Alignment]]>Wed, 12 Mar 2025 06:53:23 GMThttps://www.nirutapublications.org/leaders-talk/implementing-the-balanced-scorecard-for-enhancing-organizational-performance-and-strategic-alignment
]]><![CDATA[Talent Management]]>Wed, 12 Mar 2025 06:52:28 GMThttps://www.nirutapublications.org/leaders-talk/talent-management
]]><![CDATA[IR to ER in an Industrial Era]]>Wed, 12 Mar 2025 06:50:54 GMThttps://www.nirutapublications.org/leaders-talk/ir-to-er-in-an-industrial-era
]]><![CDATA[Career Opportunities in HR]]>Wed, 12 Mar 2025 06:48:56 GMThttps://www.nirutapublications.org/leaders-talk/career-opportunities-in-hr
]]><![CDATA[An Interview with Deputy General Manager (HR & Admin), West Bengal State Electricity Distribution Company Limited]]>Thu, 05 Oct 2023 05:05:17 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-deputy-general-manager-hr-a-west-bengal-state-electricity-distribution-company-limited
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1. How do you describe yourself?
An accidental HR who predominantly prefers to play employee advocacy role with enterprise first approach. Majority of us, while opting a path for profession, are not much sure of their choice. I was no exception. During my +2 level I had a strong liking for life science and then shifted to pure science during my pass course and opted for Chemistry as my honours course in my UG level. All of a sudden I thought about doing an MBA and while opting specialization I preferred dual specialization. I did my internships in Tata Steel and came to know about progressive labour practices of that organization even before it was promulgated as law of the nation. I chose HR and kept on serving the employees, internal customers of the organization throughout the ages.

2. You moved from HR to CRM. Does your HR experience help you achieve the desired success in your CRM career?
A customer is a human in the first place. Temperament wise all customers are different just like the human being. Important is to integrate the HR practices with the expectations of customers. The role of any business enterprise depends on how first it can capture customer expectations and develop a successful model to deliver those models economically. As I said that I had dual specializations in my MBA and the portions of text covering consumer behaviour was always attractive to me. The formal education of marketing and skilling on IT helped me to adopt a career move from HR to CRM with ease. Nevertheless, HR continues to possess the most significant role in my deliberations with the customers. I see my CRM role as an opportunity to explore my learnings of marketing during my PG level.
3. What do you think are the biggest challenges ahead for the next generation of IR leaders?
I think the challenges have not been created by the practitioners. Perhaps as leaders we are over-obsessed by adopting the concept of HR as the central practice. As a People manager we should remain connected with the grass root employees. But during this new millennium as a practitioner we become more Tech-HR than ever before. There is no problem of being data driven and adopting evidence based practices. But humans are the foundations of the HR profession and thus understanding people's sentiments, reactions, group dynamics and mapping the dynamic IR framework are pivotal for the organization's success. In order to keep the profession alive, meaningful and a cherished one as a professional I shall always vouch for a continuous and engaged HR. Periodical revisit of the IR framework and building an ecosystem where the top management starts recognising that IR is not an outsourced rather mainstream job shall be the way out to reconcile the challenges that you are hinting at. As a People's manager we must appreciate that HR and IR are not different, they are not even HR&IR rather it is HRIR, the siamese twin. We have the legal framework for the purpose. In order to create a forward looking HRIR structure the thought leaders may work out different models to bring industrial truce, peace, harmony and prosperity within the law of land. Let us treat the people with fairness and in dignified manners; and not as "His Master's Voice", if we are serious of upholding the professional space after combating challenges.

LEADERS TALK

The “Leaders Talk” is diversified with HR, Legal, and Mental Health Professionals. Each interview is well articulated with professional expertise and intuitions. Answers by the leaders to common questions are fascinating and offer a unique insight into the personality of leaders. Some of the questions are thought-provoking, inspiring, and motivating.
4. What are some strategies that can help young IR professionals achieve the success they want in their careers?
They should spend more time with the grassroot employees and less time with their electronic gazettes and professional bosses. The more the young HR remains aligned with frontliners, understands their psyche and expectations; keep themselves engaged, the more successes they would be experiencing. They should equip themselves with the business realities, communicate, observe the reaction and give feedback to the business managers. Overhauling of active listening skill would be the hallmark of excellence. The business leaders need to appreciate that listening is a long term investment.

5. Union leaders are stronger than many current IR professionals! Your comments.
I have a different perspective. There is gradual shifting of union leadership. They are becoming more Knowledge driven than that of yesteryears. The digital space made everyone informative, so did the Union leadership. The knowledge backed by numbers is always a formidable combination. In order to achieve productive output the People's managers must negotiate with affirmative positioning. This positivity could only be achieved with interaction with people on the shop floor and not exclusively by googling. Right information is fine for execution, but success depends on improvisation and not by copying.

6. What are your tips for creating a strong professional rapport between HR and union leaders?
As an HR it is important to understand the intricacies of the tripartite legal framework of Industrial Relations, at the first place. The workforce, the management and the Government are the three stakeholders. Rather than getting engaged with a fire fighting mode as previously stated the HR should invest more time for active listening. Regular interfacing with the stakeholders and practicing effective communication shall be helpful for building rapport. Both the organization and business leaders should understand the role of HR. They are often not limited to periods of their organisation presence supported by their biometric attendance rather role demands quality personal time. An HR engaged in investing personal time shall always be honoured and respected by the workforce, so do the union leaders.

7. The HR department should have a labour law expert in the team. Do you agree with this?
It depends on the size of the organization and there are no ready-fit solutions to all. I rather believe that it is important for HR to gather legal competencies with passage of their organizational journey. Often the organizations are not in a position to afford full time experts. The HR decisions need to be legally correct if it is challenged by an aggrieved person. The organization can lose time, energy and money if the decisions are not legally upheld. More importantly the organization could lose credence affecting the employer and overall brand positioning if such decisions are not sustained. If the organization is not in a position to have a full time expert then it may engage 'retainer' and internal legal competency of HR shall be very handy to select and maintain a long term association with the retainer. 

8. Why is the permanent employment of workers decreasing significantly from year to year?
In order to remain economically competitive, cost cutting is the call of the time. In a big nation, under-employment is becoming a larger issue than employment. Prior to the start of the LPG (Liberalization, Privatization and Globalization) era hardly any general people knew about the terms down-sizing, right-sizing, VR (Voluntary retirement), CR (Compulsory retirement). The people adapted to these terms, the workforce understood the effect of BPR (Business Process Reengineering) and Technology intervention. In the marketplace the business organizations are becoming expertise oriented thus they are avoiding to engage low end permanent workforce. HR has shifted to talent management. When there is availability of fixed term employment talents in the market why the organization shall invite cumbersome practices of permanent employment. But obviously there is a price tag for adopting such a cost cutting approach. 

9. How do you encourage women not to give up?
As a professional I strongly advocate for not giving up. I focus on their financial freedom and try to vision them into emerging challenges both at economical and social space. If they are into serious personal challenges I advocate for holding the decisions for some time and support them in their pursuits. If so required I try to counsel them using a lady who travelled through similar experience. Flexibility in approaching the existing organization policy is often the differentiator in achieving the final result.

10. What are you passionate about? 
As an individual I am passionate about co-creation. Probably I am more effective in the role that demands cross functional assimilation. The passion of co-creation led me to membership of multiple HR and Business associations. I am a life member of ISTD, NHRDN, NIPM and AIMA. I served all of them in some capacity or other both at the National and local level. I am into the 10th year of my association with the Executive body of Calcutta Management Association (local management association of AIMA), a mature multi discipline platform and now serving it as honorary Vice President of Calcutta Management Association. Currently, I am also elected as honorary Vice Chairman of National Institute of Personnel Management, Kolkata Chapter. I am voluntarily serving ASSOCHAM as Member, National Council for HR, IR Policy and Reforms for the last couple of years. All these volunteering roles involve diverse viewpoints from multiple sources.
I have more than 100 published papers and articles on contemporary management and HR themes. Even at this advanced age I choose to become a research scholar. With a humble background all these could be materialised only because I am passionate and open to learning.
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11. How do you define failure?
When one is open to challenge the system, one should be ready to taste failure too. It is simple and straight. A system is built up by people and their mutual interests and values. They design a norm, right or wrongly. The moment one challenges it, the custodian of the system finds vulnerable and powerless. They will join hands and outnumber the individual. But even individual perception could also be wrong or prematurely taken. Thus failure is part of life if one acts. On a personal front my failures have overwhelmingly outnumbered my limited successes. 

12. What is your definition of work ethics?
Defining work ethics is a difficult task. Often it is limited to a few texts. It is differently practised based on organisation's leadership, culture, business goal and corporate governance laws. The work ethics is all about practice; in the worst case in order to practice work ethics one should be ready to a side role or search a way out. Often it may not be easy to combat. But the approach should be to find the next best practice of corporate ethics and put it in practice. If there is any blurred area in practicing work ethics probably we are not a Professional, more so an HR professional who is the custodian of Institutional corporate governance. But again it is difficult to practice on the field. But practicing as a passion is different. One is a free individual outside of paid service. On the personal front I never send my nomination for any HR award or pay for any publication or speak. I am resolute not to buy an award or a space. I hate body shopping. Please pardon me if I am hard on my words.
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Interviewed by
Ramesha M.H.
Author & Publisher - Niruta Publications 
Founder Trustee - Nirathanka
Youth Facilitator & HR Professional
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org
Indranil Banerjee
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]]><![CDATA[An Interview with Vice President HR, Arjas Steel Private Limited]]>Thu, 10 Aug 2023 11:06:13 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-hr-arjas-steel-private-limited
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Mr. Maxi F Fernandes is a distinguished and highly accomplished HR leader with over 33 years of exceptional experience. He currently serves as the Vice President HR at Arjas Steel Private Limited. Under his strategic leadership, the company has experienced remarkable growth and has immensely benefited from his visionary guidance. Mr. Fernandes possesses an unparalleled ability to handle talent, generating substantial value and profit for the organization. His expertise lies in optimizing business operations and driving continual improvement, showcasing his strategic thinking and unwavering commitment to delivering exceptional results.

With a Fellowship in HRM Strategy & Organizational Development, a Post Graduate Diploma in Human Resource & Industrial Relations, Masters in Commerce, and certification as an Executive Coach, Mr. Fernandes has consistently demonstrated his expertise by formulating and implementing highly effective HR policies, systems, and practices. His strategic acumen has played a pivotal role in negotiating and successfully signing ten long-term Union Settlements and various other benefit agreements with the Union, all achieved without any loss of working days. His leadership prowess was instrumental in the seamless transition of Nexteer Automotive from Delphi Automotive, setting up the Nexteer India software centre streamlined HR operations.
​Under Mr. Fernandes' visionary leadership, Arjas achieved the prestigious "Great Place to Work" certification, a testament to his unwavering commitment to creating an employee-centric workplace culture. By implementing policies that prioritize employee well-being and fostering a culture of trust and collaboration, Mr. Fernandes has established Arjas as an industry leader that sets the standard for excellence.

Recognized for his outstanding contributions, Mr. Fernandes has received numerous accolades and honors. At the esteemed Nexteer Global Leadership Conference, he was awarded the “Best Strategy Award”, lauded for his visionary approach to shaping the organization's future.

1. Your entry into the HR profession was accidental. Would you explain how your HR career started?
After completing my Bachelor of Commerce degree, I came to Bangalore in search of a career, like many other job seekers. I started my professional journey as an accountant with a startup company. A year into my tenure, our Factory Manager resigned, and the Directors asked me to oversee the operation until a replacement was found. However, this temporary arrangement lasted for a year, during which I took charge of the plant in Tumkur, despite being the youngest member of the team.

Although managing the plant was a challenge, I saw it as an opportunity to learn and collaborate with my colleagues. During this time, I successfully prevented the formation of a workers' union and engaged the labour contract. As I implemented employee engagement initiatives and built a strong team, I realized my passion for people management and HR.

This realization prompted me to pursue HR-related education, which turned out to be a turning point in my career. Through this experience, I was able to pave the path for my profession in HR, and I have been thriving in this field ever since.

2. You said you worked in Finance and were in charge of a manufacturing plant early in your career before you started your career in HR. Why did the company management choose you as a plant-in-charge?
In fact, I also had this question in my mind when my directors asked me to take charge of the plant. Though I was the youngest among all the employees at the plant, the profile they were looking for in the position was a person who is sincere, energetic, positive, with the maturity to lead the team. To add to my background, I was an NCC cadet during my college days. This experience helped me develop a strong sense of discipline and leadership qualities, which proved to be beneficial in my professional life. During my time overseeing the plant in Tumkur, I was able to utilize these skills to build and lead a successful team. The NCC experience also taught me the importance of planning, people management, teamwork, result orientation, discipline, and collaboration, which have been essential in my career growth.

3. What factors influenced Mr. Maxi as a person and your career?
My passion was to serve in the Indian Army, and I came to Bangalore to write Combined Defence Services (CDS) exam. I was a Senior Under Officer in the National Cadet Corps (NCC) and was part of NCC from 8th Std till my final Degree. During my college days, I was actively involved in sports – I was the volleyball team captain of my college team, represented the church and a club in volleyball, won a cycling race, and went on a cycling expedition to Goa from Mangalore and back. I held positions like College Student Union General Secretary, Treasurer for the AICUF (All India Catholic University Federation), Catholic Youth Movement Treasurer, and College Library Association President. I was also the Youth Congress Joint Secretary for the Kapu Constituency. This exposure influenced me a lot, honing my leadership skills.

4. You are instrumental in signing more than 10 union settlements. Which are the unions and leaders you worked with while signing these settlements?
The unions that I signed the settlements or dealt with had the leaders elected internally. Some of the external union leaders that I worked with for negotiation include AITUC union leader H Mahadevan – National Working President and other leaders at state and district levels.

LEADERS TALK

The “Leaders Talk” is diversified with HR, Legal, and Mental Health Professionals. Each interview is well articulated with professional expertise and intuitions. Answers by the leaders to common questions are fascinating and offer a unique insight into the personality of leaders. Some of the questions are thought-provoking, inspiring, and motivating.
5. As a student, you joined NCC during school days. This has had a lot of Influence on your life and career. How did NCC influence you? How many camps did you attend?
Joining the National Cadet Corps (NCC) during my school days proved to be a transformative experience that significantly impacted both my life and career. The primary objective of NCC is to imbibe officer-like qualities in young students and inspire them to join the armed forces. During my time in NCC, I attended 14 camps, including the Annual Training Camps (ATC) and Army attachment camp at the Maratha Light Infantry Regiment Centre in Belgaum, which lasted for 21 days. I also participated in the Republic Day camp in Delhi, where I represented the Karnataka & Goa Contingent and had the honor of representing NCC at a national level in the Rajpath March fast parade from Rashtrapati Bhavan to India Gate. Additionally, I was a sharpshooter and won gold medals in Shooting and bronze medals in Drill. Managing the team of cadets during camps provided me with exposure to leadership, people management, and discipline, which were invaluable lessons.

NCC training instilled in me the importance of Discipline, Leadership, and Teamwork, nurturing a strong sense of responsibility towards myself and others. The physical and mental challenges I faced during NCC training strengthened my physical fitness and mental endurance, becoming invaluable assets that have served me well in both my personal and professional life. NCC participation exposed me to diverse experiences and perspectives, broadening my worldview and helping me better appreciate the diversity around me.

The skills and values I learned through NCC have had a profound and lasting impact on my career as an HR professional. Managing teams of cadets during camps exposed me to invaluable lessons in leadership, people management, and discipline. Looking back, I can confidently say that joining NCC was a turning point in my life that contributed significantly to my personal and professional development. The leadership and teamwork skills I gained through NCC have been particularly valuable in managing teams and promoting a positive work culture. The discipline and sense of responsibility instilled in me by NCC training have helped me navigate complex situations with confidence and composure.

In conclusion, joining NCC during my school days was one of the best decisions I have ever made. The skills and values I gained from this experience continue to shape my approach to personal and professional challenges, and I remain forever grateful for the opportunities and lessons NCC has provided me.

6. You were very keen to serve in the Indian Army because of NCC. But you did not get through it. Why did you want to join the Indian Army?
I always had a passion to serve the nation. In line with my interest, NCC developed an interest in serving the country through the armed forces due to the exposure and training provided by NCC. I'm inspired by the values of discipline, leadership, and service instilled by NCC, and I was eager to see a career in the armed forces as an opportunity to continue serving the country.

7. One of your assignments was also handling the company's legal function. What are your key takeaways of handling the legal team of a company, and how has this helped in HR?
During my time at Crompton Greaves, I had the opportunity to handle the legal function for the company. Initially, I handled labour cases for the division, and eventually, my responsibilities expanded to cover all legal cases in the southern region. To excel in this role, I took a deep dive into the cases and approached the parties involved with an open mind to find solutions that could lead to amicable settlements.

My approach proved to be successful in many cases, where we were able to close many legal matters outside of the court system, saving the company significant amounts of money. Through this experience, I learned that conflicts can be resolved by sitting across the table with a win-win approach and an open mind to discuss and find solutions.

The skills I developed while handling the legal function have been invaluable in my HR career. As an HR professional, I understand the importance of addressing conflicts and managing disputes effectively. My experience in handling legal cases has helped me to develop a balanced approach towards conflict resolution and equipped me with the skills to manage difficult conversations effectively.

8. Tell us about one complex legal issue you worked on.
I recall a particularly challenging legal case that had been ongoing for nearly a decade, with the respondent proving elusive to track down. Despite having some basic contact information, I had to adopt a more investigative approach, utilizing the BSNL website to search for further details and then trace the address and visiting available office addresses to try and locate them. Ultimately, my persistence paid off as I was able to successfully make contact and negotiate a settlement, finally bringing closure to the case after such a prolonged period of time.

9. What are some strategies that can help young IR professionals achieve the success they want in their careers?
Understanding the role is important for young IR professionals to have a clear understanding of their roles and responsibilities in the organization. They should familiarize themselves with the labour laws, company policies, and industrial relations practices.

Building relationships: Developing positive relationships with the management, workers, and union representatives is crucial for young IR professionals. They should focus on building trust and credibility with all stakeholders, which will help them in achieving their goals.
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Effective communication: Effective communication skills are essential for IR professionals. They should be able to communicate clearly, listen actively, be logical, and negotiate effectively to resolve conflicts and reach mutually beneficial solutions.

Continuous learning: The industrial relations landscape is constantly evolving, and it is essential for young IR professionals to keep themselves updated with the latest developments, which can be achieved by attending training programs, seminars, conferences, and networking with industry experts to enhance their knowledge and skills.

Ethical conduct: IR professionals should uphold high ethical standards in their work. They should act with integrity, avoid conflicts of interest, and maintain confidentiality when dealing with sensitive information.

10. What are some of your plans in the HR profession?
Each HR professional is an institute by himself. Specifically, the knowledge of Human Resource management and Industrial Relations cannot be put into practice based on the theory that is learned in college; every situation is different, and every occasion is unique. As an HR professional, I believe that one must continuously strive to learn and grow in their field. Theoretical knowledge gained in college must be supplemented with practical experience and exposure to different situations. Each situation is unique, and the approach and decision-making process must be tailored accordingly.
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My plan in the HR profession is to continue learning and staying up to date with the latest developments and trends in the industry. I also aim to share my knowledge and experience with young professionals to help them navigate challenges and achieve their career goals. As an institute in myself, I strive to be a role model and mentor for the next generation of HR professionals, providing guidance and support to help them succeed. That will also be a great opportunity for me to learn from young minds.
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Interviewed by
Prakasha R.M.
Head-HR, 
​SOLIZE India Technologies Private Limited.,
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org
Maxi F Fernandes
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]]><![CDATA[An Interview with Director – Human Relations, Silver Spark Apparels Ltd (Raymond Ltd)]]>Thu, 03 Nov 2022 05:25:47 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-director-human-relations-silver-spark-apparels-ltd-raymond-ltd
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Mr. S. Mohanraj is an astute People Management Professional with 27+ years of comprehensive & hands on Human Resources experience with proven track record of achieving Business results through effective management of People processes like Talent Acquisition, Talent Management, Performance Management, Organization capability building, Employee Relations, Talent Engagement, Learning and Development, Innovative HR Practices, Change Management, Organization development, statutory & Administration. He engaged in Industrial relations environment engaging Unionized workmen – successfully signed 6 settlements & introduced automation in the process. 

He provided overall HR Leadership in multi-divisional, multi-location, organizations. Managed strategic and operational HR at corporate level with ability to deal with complex issues and managed different industry environments like Pharmaceutical, Biotechnology, Food, Engineering, composites (Defence & Aerospace), Printing Technologies & Media & currently with Apparel manufacturing organization. 

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S. Mohanraj
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Interviewed by
Dr. Kempegowda B.K., 
Senior HR Business Partner
GE Healthcare
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Group Chief Human Resources Officer, First Steps Babywear Pvt. Ltd.]]>Wed, 02 Nov 2022 06:48:11 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-group-chief-human-resources-officer-first-steps-babywear-pvt-ltd
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Prashanth G B is an experienced and thorough Human Resources Professional.  Prashanth is the Group Chief Human Resources Officer (CHRO), heading the Human Resources & Administration Function at FSB Group. He overseas and contributes in the areas of People Processes & Strategy; supporting them implementing to meet operational priorities aligned with the overall organizational goals and objectives.

Prashanth has over 26 years of experience and has led HR function in Indian and Multinational organizations like Kirloskar Ferrous, Arvind Brands, GO GO International. Prior to associating with First Steps Group, Prashanth was Director – Human Resources at The Akshaya Patra Foundation. During his tenure as a HR Professional, he has led the transformation of HR into a strategic partner, facilitated organization-wide transformation and capability development, and was instrumental in building a strong talent pool through a series of leadership development initiatives.

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​Prashanth G.B.
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Interviewed by
Ramesha M.H., 
Author & Publisher - Niruta Publications 
Founder Trustee - Nirathanka
Youth Facilitator & HR Professional
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Vice President & Zonal Head HR,TATA AIG]]>Tue, 01 Nov 2022 08:06:51 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-zonal-head-hrtata-aig
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Chhavi currently works as Vice President & Zonal Head-Human Resources at TATA AIG. She is an HR professional with 10+ years of experience in various roles of HR. She has been into HR Business Partnering for a large part of her career. Her expertise lies in Talent Management, Performance Management, and Learning and Development. She holds a PGDM from IIM-Kozhikode and is a graduate of Delhi College of Engineering (which is now Delhi Technological University). She is married and is blessed with a baby boy who is 11 months old. She loves reading non-fiction and cooking. She also likes playing Badminton.

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Chhavi Anand
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Interviewed by
Jayaram Ramaiah
People Business Enabler
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Vice President and CPO, Mahindra Agri, Defense]]>Mon, 31 Oct 2022 13:57:01 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-and-cpo-mahindra-agri-defense
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Seema is a strategic Human Resources professional working as Vice President and Chief People Officer for Mahindra Agri, Defense, and Aero sectors. Also, she is serving on the Board of Directors at Mahindra.  

She has over 3 decades of rich experience in people function and held leadership positions in many organizations like AT & T, Sony, Canon ZTE, and Carlsberg. 

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Seema Bangia
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Interviewed by
Jayaram Ramaiah
People Business Enabler
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with CHRO, GE Healthcare South Asia & Director – GE BE Private Limited]]>Sat, 29 Oct 2022 06:19:12 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-chro-ge-healthcare-south-asia-director-ge-be-private-limited
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Divya Srivastava is a member of GE Healthcare South Asia's senior leadership team and brings with her 15 years of rich and diverse HR experience and has been with GE for 11 years spanning roles across businesses and geographies including organization design, talent management, business partnership, total rewards, M&As, divestitures and change transformation.

She is an alumnus of 2 global leadership programs at GE – the HR Leadership Program (2011-2013) and the Accelerated Leadership Program (2016-2020). With international experiences in the US and multiple global roles at GE, she has a track record of success by delivering results and impact across diverse roles of scale, scope, and complexity. She became the youngest and first diverse CHRO of GE Healthcare South Asia.

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Divya Srivastava
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Interviewed by
Dr. Kempegowda B.K., 
Senior HR Business Partner
GE Healthcare
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Vice President – People Experience, SKF India Limited]]>Fri, 28 Oct 2022 05:07:59 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-people-experience-skf-india-limited
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Jacob is an accomplished Human Resources and Industrial Relations professional working as Vice-President -People Experience at SKF India Ltd.

He has over 3 decades of diverse experience spanning across sectors like engineering, textiles, power, and infrastructure at various organizations including ABB India, KEC International, Kirloskar Oil Engines, and Heavy Engineering Corporation.

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​Jacob Varghese
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Interviewed by
Jayaram Ramaiah
People Business Enabler
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Executive Vice President - HR & Gen.Admn., Kirloskar Ferrous Industries Limited]]>Wed, 26 Oct 2022 11:58:32 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-executive-vice-president-hr-genadmn-kirloskar-ferrous-industries-limited
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Mr. P. Narayana, is a strong HR & IR leader having more than 34 years of rich experience in manufacturing sectors, managing HR, IR, EHS & Community development activities with key focus on topline profitability and optimal utilization of resources and hand on experience in implementation of HR policies and systems. He is currently working as Executive Vice President – HR & Gen.Admn. in Kirloskar Ferrous Industries Limited, Koppal. Prior to joining Kirloskar Group, he worked with Bellary Steels & Alloys Limited, Kirloskar Ferrous Industries Limited, Grasim Industries Limited and JSW Steels Limited in various capacities of HR, IR and Community Development.

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Interviewed by
Dr. Kempegowda B.K., 
Senior HR Business Partner
GE Healthcare
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Vice President – HR, Aditya Birla Fashion and Retail Limited - Madura Clothing, Bengaluru]]>Sat, 03 Sep 2022 08:19:39 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-hr-aditya-birla-fashion-and-retail-limited-madura-clothing-bengaluru
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Kalpana B.G. is the Head of HR for Madura Clothing, the manufacturing arm of Aditya Birla Fashion and Retail Limited (ABFRL).

Kalpana has been working as HR Professional for three decades in several companies in Karnataka. She has rich experience of over 33 years in the garment industry, including K. Mohan Exports and Gokaldas Images. Also, worked in Digital Equipment India Ltd. She has been associated with ABFRL for the last eight years. 

She holds a Master’s Degree in Industrial Psychology, Post Graduate Diploma in Personnel Management and Industrial Relations, Graduation in Journalism, Literature & Psychology.

Kalpana has contributed immensely to managing relationships with unions and ensuring that the Company's treatment of employees is consistent with its core business values and objectives.

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Kalpana B.G.
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​Interviewed by
​Shekhar Ganagaluru
HR Professional and Author
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shekhar gn
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shekhargn1@gmail.com
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Sr. General Manager, Dalmia Cement (Bharat) Ltd.]]>Fri, 19 Aug 2022 12:39:14 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-sr-general-manager-dalmia-cement-bharat-ltd
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Mr. Deepanjan Dey is a seasoned professional with 26 years of experience in Human Resource, Industrial Relations and HR Legal. He has worked in leadership role in various capacities such as Plant HR Head, Group IR Head and HR Legal Head across sectors – Print Media, Petrochemicals, FMCG, Refractory, Steel and Cement. Presently he is the Sr. General Manager- HR with Dalmia Cement(Bharat) Ltd and is based at Rajganjpur, Odisha. Few of the reputed companies he worked before are Haldia Petrochemical Ltd., Bata India Limited, Tata Metallics Ltd., Tata Steel BSL Ltd and Eveready Industries India Ltd. Before joining corporate/industries Mr. Dey was an Advocate and was mainly practicing in Labour Tribunal and High Court at Kolkata.

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Deepanjan Dey
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Interviewed by
Dr. Kempegowda B.K., 
Senior HR Business Partner
GE Healthcare
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Aparna Devagiri, Author, Podcaster, Coach, Researcher : Women at Work]]>Sat, 16 Jul 2022 06:56:08 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-aparna-devagiri-author-podcaster-coach-researcher-women-at-work
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Aparna is a professional with 30+ years experience in corporates and as an entrepreneur. She started her career in Bharat Electronics, then moved on to SKF Bearings, Encore Software, Strides and 3M India. She now runs her own consultancy, focused on supporting women professionals. Aparna is an author, leadership / executive coach, leads workshops and conducts research and  projects to support women entrepreneurs. 
Aparna can be reached at devagiriaparna@gmail.com.

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Aparna Devagiri
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Interviewed by
Ramesha M.H., 
Author & Publisher - Niruta Publications 
Founder Trustee - Nirathanka
Youth Facilitator & HR Professional
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Vice President – HR, Gokaldas Exports Ltd.]]>Sat, 11 Jun 2022 11:32:21 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-vice-president-hr-gokaldas-exports-ltd
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Moideen Ibrahim is a seasoned HR professional with experience spanning over two decades in various roles in Human Resources, Industrial Relations and Organization Development. He has been associated with diverse Sectors like Machine Tools, Textiles & Apparels, Construction and Education.

A Science Graduate and an alumnus of School of Social Work, Roshni Nilaya with a Masters degree in Human Resource Management and Industrial Relations, he also holds a Diploma in Business Management.

Previously has been associated with HMT Machine Tools Ltd., HMT Ltd., Bearys  Group, Shahi Exports Pvt. Ltd. and Gokaldas Images.

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Moideen Ibrahim
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Interviewed by
Dr. Kempegowda B.K., 
Senior HR Business Partner
GE Healthcare
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​Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Group Vice President (HR & ADMN), MSPL Ltd]]>Sat, 04 Jun 2022 10:53:05 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-group-vice-president-hr-admn-mspl-ltd
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Dr. Debabrata Dash is currently working as Group Vice President (HR & ADMN) of MSPL Group, a diversified Business Conglomerate. He has about 26 years of Professional Experience in Human Resource Management.

Has successfully and efficiently served many major private & public sector companies i.e. BILT (the Thapar Group), NALCO, ITC Ltd, JSL Ltd., Tata Motors & Tata Steel.

He is an Electrical Engineer (B.Tech) From CET, Bhubaneswar with PGDM from XIM BBSR and Ph.D. from Utkal University. He has been a rank holder throughout his academics. He is a Certified Competency Mapper, NLP Practitioner, Life Coach & Career Counsellor having a passion to mentor the students and Budding Managers. Many of his research articles are published in various journals of repute.

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Dr. Debabrata Dash
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Interviewed by
Ramesha M.H., 
Author & Publisher - Niruta Publications 
Founder Trustee - Nirathanka
Youth Facilitator & HR Professional
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Head - IR, SEG Automotive India Private Limited]]>Tue, 31 May 2022 12:50:54 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-head-ir-seg-automotive-india-private-limited
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Nagabhushana K, is a Senior HR/IR leader with about 26 years of experience in the field of HR, Legal and Industrial Relations. Presently he heads IR in SEG Automotive India Private Limited., (formerly known as BOSCH Limited) at Naganathapura, Bangalore. He led HR & IR in Wipro Infrastructure Engineering, ISKCON (Akshaya Patra Project), Fosroc India Chemicals and Kirloskar Batteries Limited.

Nagabhushana K, holds Masters in Social work from Bangalore University. He has contributed substantially in the areas of HR, IR, Social development, Art and Culture. He also directed four social impactful short movies namely – Bare Truth, Dhaana, Emergency Exit, Domestic Enquiry and he was recognized and awarded for the same. 

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Nagabhushana K
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​Interviewed by
Prakasha R.M., 
Head-HR, SOLIZE India Technologies Private Limited.,
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Head - HR Shared Services, Larsen Toubro Limited]]>Sat, 21 May 2022 11:26:10 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-head-hr-shared-services-larsen-toubro-limited
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Vishwanathan Babu is a  dynamic Senior HR  Leader & Alumni of IIM Bangalore, credited with building & leading multiple award winning best-in-class HR initiatives in the areas of cultural transformations, organization change and employee development across sales, R&D & supply chain business. 
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He is a Career expertise in designing, creating & launching and leading innovative programs to enhance corporate culture, improve employee performance and support change. A pivotal contributor to business, with a flair for problem solving, strategic decision making, strong communication, mentoring & integrating diverse teams around a common vision.

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Vishwanathan Babu
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Interviewed by
Prakasha R.M.
Head-HR, SOLIZE India Technologies Private Limited 
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org

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]]><![CDATA[An Interview with Senior Director, Human Resources, Biocon Limited]]>Sat, 14 May 2022 11:18:40 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-senior-director-human-resources-biocon-limited
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Mr. Jagannathan V, Senior Director of Human Resources at Biocon Limited, Mr. Jagannathan likes to be known as a Dynamic Transformational Leader. He is responsible for over 2500 people across three States - Karnataka, Andhra Pradesh, and Telangana. Mr. Jagannathan has legecy of commercializing two firms from the greenfield phase, with his expertise in business operations and effective Human resources management. Based on his more than 22 years of perceptive experience in HR, IR, and administration, he believes that one can create a measurable impact on business by influencing, collaborating, and orchestrating networks to create effective people strategies. Mr. Jagannathan has also been recognized as one of the top 70 “Young HR Leader 2020” by the Great Manager Institute.

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Jagannathan V
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Interviewed by
Prakasha R.M.
Head-HR, SOLIZE India Technologies Private Limited 
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org
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]]><![CDATA[An Interview with HR Thought Leader, Coach and Author]]>Sat, 07 May 2022 11:29:15 GMThttps://www.nirutapublications.org/leaders-talk/an-interview-with-hr-thought-leader-coach-and-author
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Naga Siddharth is an HR leader, Coach and Author. In his career, He has helped scale, build and accelerate organizations in the domains of aviation, information technology (services, product, cloud, support), healthcare, startups, retail and real estate. 

Naga Siddharth is a credentialled Executive Coach (PCC, MGSCC), a member of the International Association of Facilitators and an author of psychometric tools. He has used design thinking for HR initiatives helping drive measurable business outcomes such as sales.

An author and researcher, four of his books are sold on Amazon. He has published books based on action research in areas of flow, roles, stress, organization citizenship behaviours. In 2017, he was recognized as under 40 HR leader.

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Naga Siddharth
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Interviewed by
Prakasha R.M.
Head-HR, SOLIZE India Technologies Private Limited 
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org
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]]><![CDATA[LEADERS TALK - AN INITIATIVE OF NIRUTA PUBLICATIONS,  SHEKHAR GANAGALURU'S INTERVIEWS WITH LEADERS]]>Sat, 30 Apr 2022 14:15:20 GMThttps://www.nirutapublications.org/leaders-talk/leaders-talk-an-initiative-of-niruta-publications
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1. One thing that makes you passionate about HR...
Nataraj: It is dynamic from the time in memory. Human responses are difficult to predict. The same scenario will have different responses from different people at different times. This zillion unpredictability is the beauty of managing human resources.

Ravi: HR helps to bring out the best in human beings and turn, helps to contribute to the society with better-cultured people. 

Santosh: Really, I wasn't keen on making HR my profession. It's my luck, I'm in HR today. HR is a profession, which is people-centered and development-focused. In the process of developing people, HR contributes good citizens to society. Employee development means, a good employee, good son/daughter, good partner, good friend, good human being, etc.

2. What is more important, Experience or Attitude?
Nataraj:  Both are important. However, proven experienced candidates are expected to deliver exceptional results. In most leadership positions, qualitative experience is necessary. 
​
Ravi: Obviously, attitude. The right attitude can help you get the right experience. In the selection process, I give first priority to attitude and next to experience.
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It is the dedication and hard work of the workers, which has helped in building a nation. Without their support, every development is incomplete.
3. What do you think are the biggest challenges of your role?
Vinay: Digitalizing HR systems. Business continuity during volatility. Talent management. 

Prakash: Talent acquisition – getting the right people to the right positions. Managing the expectations of younger generations. Generation gap conflicts between gen Y & gen Z.  Illogical expectations of unionized workers.
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4. The top three things HR Professionals need to succeed are…
Vinay: Leading transformation, impact & influence and thinking big.  

Prakash: Change management & adaptability, technological & data-savvy and integrity & ethical behavior. 

Madhukar: Being digital savvy, inclusiveness in thoughts & actions, and ability to grasp the changing business landscape.

5. What is your leadership philosophy? / As a leader in your organization, how do you inspire your team?
Madhukar: Walk the talk, build trust and be passionate about developing people.

Dinesh: I trust in inclusiveness. I value the uniqueness of each person. The leader must realize that everyone has unique strengths and derive benefits from its best use to the organization. I believe in facilitating people to break the barriers and inhibition.

Pooja: I lead by example and lead from the front. By clearly demonstrating and articulating what I do and why coupled with working in an open and transparent fashion, everyone in my organization has visibility into my work and efforts. This sets the tempo, and most members then naturally follow the overall ethos.

6. Some HR professionals say that HR people are given last priority when it comes to recognition and compensation, they don't have the authority and power they need, and decisions are taken by the CEO/COO/MD. What do you say about this?
Govindaraju: In my view, these are the reasons for securing safe shelter and of course the outcome of incompetence. When it comes to decisions, the CEO/COO/MD is responsible and accountable for the same to ensure the progress of people and the organization. Here, the question is whether HR is treated as a business partner, consulted before making decisions and the consideration given for the inputs of HR is what matters the most. In addition, it is also important to understand the space available and set the right space for HR in the organization. HR professionals must create their brand by ensuring a great value addition and agile HR systems to manage the uncertainties of the business. HR Professionals can achieve this by obtaining strong business and human-centric competencies, only.

Santosh: Business leaders like those who add value to the business and increase numbers. It is their responsibility and they are accountable for this. HR leaders need to understand this pulse and build the HR department with a business-centric approach, proactive value-added strategies, ensuring greater productivity from employees, and cost-effective HR strategies to manage business uncertainties in line with applicable rules and regulations.

7. What is your advice to young leaders? | *What advice would you give to the next generation of female leaders?
Ajay:  I strongly suggest the following tips:
  • Learn first and earn later.
  • Challenge fears, accept failures, and try again, again, again….
  • Identify the hidden talents and masters the same.
  • Sharpen the communication and presentation skills.
  • Be ethical, fair, firm & exhibit teamwork.
  • Understand the business, customers, and shareholders' expectations.
  • Connect with HR professionals and network.
  • Improve labour laws and industrial relations skills.
  • Facilitate business manager to develop himself/herself on leadership competencies.
  • Don multiple hats. It helps fast-tracking career growth.

Pooja: *My biggest message here is never to view oneself as a female or male leader. A leader is a leader and that is the bottom line. Once viewed neutrally this way, it sets one up for success no matter what the circumstances. Concentrating on the job and responsibilities at hand and setting aside all other distractions and social distortions should be the sole focus.

8. How do you help the average employee to perform better at work? 
Ajay: The HR Professionals must use the following guiding principle in collaboration with managers to help the average employees to perform better at their work:
  • Make them realize the difference between the average and good performance.
  • Make them realize the factors contributing to their average performance.
  • Ask them to have a self-prepared and committed “performance development plan.”
  • Help them to identify a good mentor and associate with them for mentoring.
  • Establish frequent structured “genuine feedback” sessions with superiors.
  • Perform “role assessment” and fill the gaps, if needed.
  • Recognize, encourage, and reward their improvements.
  • Clearly conveying feedback and expectations to the employees in order to help them improve their performance and foster a culture of open communication.

9. What are your tips for HR professionals to enhance their knowledge in labour laws? | *What are your tips for young rural background HR professionals looking for suitable jobs in HR?
Prashanth: Today, enough information is available in electronic form. HR professionals should ask themselves certain practical questions whenever they do certain HR/IR activities and find out the answer on their own. For example, regarding EPF – HR professionals should study themselves as to what is Basic Wages, who is an Employee, how EPF Authority functions, etc. I advise young aspiring HR professionals to spend half an hour per day for knowledge enhancement on a specific subject with continuity – it may be reading, participating in professional discussions within the teams, attending seminars, etc.

Balakrishna: In the recent past, I noticed many young HR Managers prefer to settle only in HR, but not in IR since they lack in handling industrial relations and do not have sufficient knowledge of labour laws. Lack of labour laws knowledge leads to non-compliance and the same will affect negatively the reputation of a company. Hence, the knowledge of labour laws is a key requirement for HR Professionals.

HR Professionals must monitor legal changes and adapt company policies and procedures accordingly. They must develop the reading habit of labour law journals, books, and case laws. Attend the training sessions on labour laws and interact with senior professionals. 

Dinesh: *Identify your weakness and work on it. You are the key to your success. Nothing can replace hard work and loyalty. The sky is the limit; strive to create your own space. Keep a strong belief in your strengths. Convert knowledge into wisdom. Work on communication, presentation, and corporate etiquette. Develop strong technical and data orientation. Commit sincerely to ongoing learning. Have an ethical approach and develop networking ability. 

10. “New Labour Codes – Ease of doing business.” Do you think this will come true in reality? | *Despite the positive aspects, we see employers and employees agitating against Labour Codes. What is your opinion on this?
Prashanth: No. I wish the Government would not notify these Labour Codes in the current form. Though some of the provisions in these labour codes are well thought of, there are many provisions, which are vague and suffer from non-application of mind.

*Govindaraju: It is true that there are few provisions that may not favour positively for employers and a few for employees. But this should not hinder the implementation of the Labour Codes because 'a right of a person is an obligation of another.' Moreover, the expectations of parties are opposite of each other most of the time. As long as two opposite parties are involved, one party 6 is another party 9 and both are right & both are wrong in different perspectives. As time progress, the law will fit its own and gets matured by the interpretations of Courts and also amendments to the provisions. Therefore, we have to appreciate the objective behind the codification and accept the change.

11. What methods/strategies can help improve good industrial relations in the Company?
Balakrishna: In my opinion, the following are the strategies and best practices for improving employee relations at the workplace:
  • Ensure a culture of transparency, honesty, integrity, and consistency.
  • Ensure platforms to build employee connections and interactions.
  • Ensure regular visits to the shop floor/stay connected.
  • Ensure fair policy and procedures.
  • Ensure fair disciplinary procedure.
  • Ensure adherence to wage agreements and law of the land.
  • Ensure personal rapport and bonding. Attend employee functions.
  • Ensure the system for personal counselling.
  • Ensure a system of constructive feedback sharing.
  • Ensure good welfare, safety, and other benefits.
  • Ensure regular discussions on performance/KPIs.
  • Ensure good learning and development system for reskilling and upskilling.
  • Ensure innovative communication strategies for employees' engagement.
  • Ensure programs/actions to enhance employee motivation.
​Interviewed by
​Shekhar Ganagaluru
HR Professional and Author
LinkedIn: shekhar gn
Email: shekhargn1@gmail.com
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Leaders Talk-An initiative of Niruta Publications. www.nirutapublications.org
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