Hindustan National Glass (HNG) is a forerunner in manufacturing container glasses operating on Pan-India basis with six plants across the country and serving to a wide client-base both nationally and internationally to twenty three countries. HNG is considered to be the undisputed market-leader, enjoying 55% of total market-share in container-glass space. HNG's lone annual turnover is Rs. Six Hundred crores, with group turnover being Rs. Twenty Four Hundred crores. The company employs two thousand staff, including workers out which there are permanent and contractual workers too. Rishra Works, HNG's mother-factory, operates in three shifts 24×7. Having its inception in 1946, they employ 'Good Manufacturing Practices' with six unions from various political affiliations running smoothly over decades. HNG's HR Practices are exemplary across all HR functions like Recruitment & Selection (accords priority to Employee Referrals and other sources) and Performance Management System (where Balance Score Card Method is used for managerial staff and traditional merit-rating procedures for rest). Safety practices are given paramount importance at HNG. Promoted by Somany Group (Mr. Mukul Somany), the organization is run by professional managers and has around eight HR staff in Kolkata. Trust-Building is the key and the organization upholds transparency and good industrial relations which has helped it to avert industrial disputes. HNG's major customers are from liquor industry and pharmaceutical industry besides other sectors. Our HR-Major students who visited HNG, Rishra, got a flavor of HR practices prevailing in the organization. They were benefited to learn from this exposure, about empathy, understanding, trust and compassion being the ultimate elements which will earn mutual charm and dignity from fellow-colleagues in an organization. They also learned that there is no substitute for hard work and no scope for laxity in academics during their study-phase in management studies at the post graduation level, as it will bolster their confidence in tackling various types of problems in industry. Further, how to ensure work-life integration also featured during this Industrial Visit cum Study Tour. Our HR major students were taken around the entire Plant to visualize how Container Glass is manufactured from start to finish and the various operations involved therein. Various legislation on Factories Act were explained and at the end of this special day, our students returned with added confidence and grit. Prof. (Dr.) Debaprasad Chattopadhyay School of Human Resources Excellence Globsyn Business School
Do you think your professional life as a whole can always be perfect? Maybe you have a team member you don’t get along with? Or maybe you have a boss that doesn’t appreciate you? In the real world work & business is not always fun & satisfying. Research indicates that one can improve the business landscape by getting better at one thing: Emotional Intelligence. Now, what exactly is Emotional Intelligence (EI)? Emotional Intelligence can be defined as the ability of an individual to effectively perceive, control, and evaluate emotions in his own self as well as in others. Emotional Intelligence (EI) is the area of cognitive ability that facilitates interpersonal behaviour and is about directing emotions in optimal ways that help to communicate effectively with others using verbal and non-verbal cues. An emotionally intelligent individual is able to overcome difficult situations in life in a calm and controlled manner and has the ability to understand and empathize with others. In a given situation he is better able to understand how to defuse a conflict in rational ways to mend relationships, which subsequently helps build deeper levels of trust and bonding with others. The value of having Emotional Intelligence extends beyond the 'self' and positively impacts the relationships one has with others. They continue to experience difficult emotions throughout the day however, because they are emotionally intelligent, they do not fall victim to the temptations and instead embrace these emotions and express them in ways that serve greater good for themselves as well as the greater good for others. Therefore, emotionally intelligent individuals respond rationally, objectively in a way that helps to build deeper and more lasting relationships with the people they interact with. Role of Emotional Intelligence on Job Satisfaction Emotional Intelligence and Job Satisfaction are two concepts of high interest in the modern work environment and they serve as a competitive edge in personal and organizational life. Research has shown that people with high levels of Emotional Intelligence have greater career success, job performance, foster stronger personal relations, have more effective leadership skills, and are healthier than those with low EI. Organizations should start taking interest in how they can further develop their employees and recruiting those who have high EI quotient. Emotional Intelligence can be the key to workplace success for various reasons which include: Emotional Intelligence can lead to taking better business decisions Emotional Intelligence employees are more likely to keep their cool under pressure and perform more efficiently Those with high Emotional Intelligence have more self-control and are better at resolving conflicts and managing challenging situations Emotionally intelligent leaders tend to have greater empathy and better when working in teams Emotionally intelligent people are able to learn from relationships and influence people positively Emotionally intelligent employees are mentally more tough and resilient when facing difficult problems and can adapt better to changing conditions and circumstances Employees with high Emotional Intelligence is more likely to listen, reflect, and respond to constructive criticism How to Become More Emotionally Intelligent? Emotional Intelligence is widely recognized as a valuable skill for employees to possess
A professional on an average spends 6-10 hours each day at work along with his colleagues and regularly interacts with each other. A diverse organization has many members and building relationships is an integral part of any career strategy. What are the factors that motivate employees to do a particular job? For some, it is the prospect of getting a higher pay and advancement up the chain of command. For some others, it is a feeling of accomplishment or the ability to work independently or even self development through their work. According to research, these factors are derived from the individual’s personality characteristics and if employers can find suitable employees whose natural leanings matches with the characteristics of the concerned job duties and responsibilities, they could see significant advancement in company’s success. Personality is at the center of how we interact with each other on a daily basis and it provides a framework of an individual’s relatively enduring characteristics that make an individual unique and different from every other individual. It relates to people’s characteristic tendencies to behave, think and feel in certain ways. A person’s personality traits are usually identified by observing what behaviour they exhibit in different situations, and this is why there exists a relationship between personality & behaviour. Thus, the personality traits, or natural reflexes, that form an individual’s character are essential not only when predicting how people will interact and behave with one another, but also how they will fit with the tasks and responsibilities required for a position and the environment of the organization. So which personality type should the employer hire? Should the recruiter favor generalist or the specialist? The extrovert over the introvert? The self-starter over the obedient follower? The answer is - It depends! Each of the types mentioned will offer benefits and also have certain drawbacks. The point is not to favor one type over another, but to match a personality to a given set of duties and responsibilities and to analyze whether the concerned individual will be able to cope up with the organizational culture and fit into the environment of the company. For example, a person who has high conscientiousness but is an introvert has high chances of being selected for an accounting job or data-entry job. The person might be very good with his work; however, if his introverted nature is pronounced to the extent that he cannot interact and communicate appropriately with his seniors & colleagues he might not be able to sustain himself in the job for too long. Thus, it is important to access the personality of an individual when making personnel related decisions. Many companies today along with their first impressions and gut instincts, also rely on standardized personality test scores to make an unbiased decision. 'The Big Five' personality model since its inception in the early 20th century has become one of the most extensively researched and widely accepted theories to explain personality differences. The model is composed of the following factors: Emotional Stability: It is the degree to which
Performance Management System is a tool that is used to communicate an organisation's goal to the employees individually, allot individual accountability towards that goal, track the progress in the achievement of those assigned goals and evaluating their individual performances. Performance Management System reflects the individual performance or accomplishment of an employee, by evaluating and keeping track of all the employees of the organization. Mr Vishal Verma, Senior Manager, HR, Techno Electric & Engineering Co. Ltd. met the HR major and minor students of Globsyn Business School in a corporate connect session to discuss how the Performance Management System works in the industry. In this session, Mr. Verma also analysed the different methods of this system, its various implications, how it can help create a learning organisation and how the employees’ goals can be set in sync with the organisational goals and objectives so that through individual personal achievements the organisation, too, achieves its goals. Mr. Vishal Verma also discussed the various usage and importance of HR analytics and how the data from the Performance Management System can be used in various processes of HR like Talent Acquisition, Learning and Development etc. through proper analysis of the data. We, the students of Globsyn Business School, also got enlightened on how the conventional processes are now getting replaced by ‘management by numbers’. This also helped us to understand the practical applicability of the Performance Management after we had gone through the theories linked to it. It was a great learning experience where we got the opportunity to have a thorough insight of what is happening in the industry today. And this will certainly help us in our coming days, as we step into the corporate world in a few months’ time. Arnab Chattaraj PGDM Batch – 07, Globsyn Business School
As a 2nd year student of Globsyn Business School (GBS), I can personally vouch that the two years I have spent as a member of Kalyani Youth Leadership Forum (KYLF) has made a formidable impression in my mind and helped me to imbibe the practice of selfless social work as an integral part of my life. We, the students of GBS volunteer to do social activities through KYLF, the youth wing of Kalyani – a Bikram Dasgupta Foundation, which not only exposes us to hands-on experiential learning but also helps us into becoming compassionate, dedicated managers. Today, I would like to take this opportunity to share the very first experiences of a few of my juniors with KYLF on Independence Day, 2018 at Tollygunje Homes for senior citizens. I still smile whenever the glowing faces of the senior citizens at Tollygunge Homes flash through my mind every time I close my eyes. Those pure heartfelt smiles, those feeble grips that reflected their inner strength, that organic love which they bestowed upon us with words that were brimming with trust created an ambiance for us that was nothing short of pure gold! After being with these unfortunate yet lovely souls for an entire day, when an old man, with a wrinkled, quivering hand reached out for mine and in a trembling voice told me, "You are so kind. Thank you all for taking so much trouble for us. Thank you for this day" - I felt as if I have received the most precious treasure in the world! The struggles of waking up at the break of dawn, traveling long hours to reach the Home on time, standing in the rain while waiting for a bus, sweating out in the heat - all these were overcome, seemed trivial each time these people blessed and hugged me. For me, this Independence Day at Tollygunge Homes, holds a treasure trove of kaleidoscopic memories never to be forgotten and a feeling to be cherished beyond words. Forever! by Anushka Pushilal While India celebrated its 72nd Independence Day, we, the students of Globsyn Business School, had an amazing experience, which was an outcome of the Kalyani Youth Leadership Forum's initiative to celebrate Independence Day at Tollygunge Homes. I was enthralled on my arrival there, when I saw those septuagenarians and octogenarians stand on their wobbled legs, look at our national flag and sing the National Anthem after hoisting the Indian flag. In their weak, trembling voice, the lyrics of Jana Gana Mana reached a new fervent high! They then came back to the hall and thoroughly immersed themselves into enjoying the cultural program we had put up for them. The elders' birthdays were celebrated with great pomp. Housie, their favorite game was played and the excitement in the room reached a new high each time a participant won a prize. In this noble cause, I was in the kitchen cooking two dishes for them - paneer with capsicum and tomato and fish curry with potatoes. We served them lunch and I came back with
Author: Dr. Debaprasad Chattopadhyay, Faculty, HR School of Excellence, Globsyn Business School Abstract: Personnel Management was rechristened as Human Resource Management (HRM). It was in 1969 that Prof. Leonard Nadler of University of Washington, D.C., in the annual conference of American Society for Training & Development held at Miami, USA, articulated the acronym, Human Resource Development (HRD). It was precisely five years down the line, namely, in 1974, that Human Resource Development was first implemented in India at Larsen & Toubro, thanks to the initiative and pioneering work undertaken by the Late Dr. (Prof.) Udai Pareekh and Dr. (Prof.) T.V. Rao, both then of Indian Institute of Management, Ahmedabad. Since then, the fields of HRM and HRD have progressed further transcending into values, ethics, spirituality and work-life integration. The purpose of this paper is to delve into some of the modern practices in the field of HR and decipher few Contemporary HR Policies and Practices as of date. Introduction: Personnel management changed into HRM and now traditional HRM is shaping up into people asset management. This involves Human Resource Development which is transparent and trustful and publishes internal policies as employees and managers have the certainty about the fair and equal treatment of all employees. Whereas HRM earlier used to exclusively cater to organizational needs, HRD now dovetails organizational needs, individual needs, national needs and global needs. The acronym HRD was first articulated in 1969 during the annual conference of American Society of Training and Development held at Miami, USA by Dr. Leonard Nadler, a Professor of University of Washington, D.C.. It was in 1974 that HRD was first implemented in India at Larsen & Toubro by Late Dr. (Prof.) Udai Pareekh and Dr.(Prof.) T.V. Rao, both then of IIM, Ahmedabad. The modern HR Management in terms of HRD cannot exist without fairness, honesty and openness. The HR policies earlier were inflexible. They were elaborating the detailed process but they did not explain the real purpose of the policy and the main decision principles included in the policy and its procedures. The Contemporary HR Policies and Practices are different. They are flexible and they navigate managers and employees. They set realistic expectations. The modern HR policies are in tandem with the corporate values and the corporate culture. The culture supporting the responsibility of employees and managers reflect in all such HR policies and procedures. Employees have to be accountable for their decisions and tasks and policies have to allow the freedom to choose the way of the best solution. The transparent HR practices cannot be easily transferred into the policy. The development of the transparent and fair policy is a long term process. Most new practices should not start with the development of the policy, they should have a pilot. The policy should be one of the results of the successful pilot. The modern policy supports innovations and does not build barriers to the organizational development. The policy defines the basic requirements and describes the decision process. It describes obligations of employees and managers.