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HR Continuum Held at SJMSOM, IIT Bombay Post-event Press-release: Shailesh J. Mehta School of Management organized its second event in the Continuum-2005 series - HR Continuum: "HRM-New Paradigms". The Continuum witnessed huge participation from industry as well as students. The morning session started with Mr. Arun Hariharan (Sr. VP-KM) from Bharti Cellular Ltd. sharing the experience of Knowledge management at Bharti. He cited several reasons for the need of KM, as customers nowadays expect a consistent experience across the globe and how it coverts individual knowledge into re-usable knowledge. Later, he discussed the implementation and measurement of KM practices in an organization by quoting examples like E&Y. Vinayak Kamath (SDR-HR) from JPMorgan Chase then spoke on the role of HR during mergers and acquisitions. In a very candid manner, he explained how downsizing is a part of mergers and the HR department's efforts to successfully outplace the displaced employees. He also spoke about the difficulties faced in cross border mergers and their respective solutions. Mr. Rajeev Dubey, (Exec VP-HR and Corp. Services), M&M then talked about unleashing the human potential, and kindling the leader in every individual. Taking the examples of Mahatma Gandhi, Napoleon, he illustrated the quintessential qualities of a leader: vision, belief in self, trust, listening skills and the ability to ask the right questions balancing opposite views and ideas, and being able to change the game itself to get ahead of the competition. He mentioned that every employee, to be seen as a human 'resource' should think about the value he or she adds to the organization and should be able to give 100%. Mr. Annoottam Ghosh, Business Director (textiles) Asia-pacific and CEO Uniqema India, talked about succession planning and its success factors are delivery of value, innovation management, decision-making capability, drive for results, and customer focus. Succession planning and leadership become efficient through setting of time horizons, critical role definitions, development actions and specific training modules for the prospective successors. Various models like GE leadership model and performance-evaluation matrix can help in making the right selection. Contributed by - |
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