A R T I C LES AR TI CLES IN T E R V IE W S E V E N TS

how would youve MS Dhoni the HR MANAGER Friends from Whats in the Campus
stopped the battle of Yonder
kurukshetra as an HR ANYONE CAN BE A HR

Nov 2017

MANAV the HR Magazine by HR-nXt

BUSINESS CULTURE TRAVEL MONEY TOMORROW QUESTIONS AND

ANSWERS BUSINESS CULTURE TRAVEL MONEY TOMORROW QUESTIONS
AND ANSWERS BUSINESS CULTURE TRAVEL MONEY TOMORROW

MY HONEST TAKES PLUS

WITH PROFESSOR How to win an
interview by
Mr. Sriyansh

BUDDHADIP Gupta
p.8,9
Interview with

MUKHERJEE Mr. Sourya

Banerjee
p.16, 17
PAGE 12, 13 Dhoni, the HR
Manager
p.10,11

HOW WOULD YOUVE STOPPED Whats in the

Campus
p.18,19

THE BATTLE OF KURUKHSHETRA AS Q-Quotient

p.14
My SIP
AN HR
PAGE 6, 7
Experience
p.15
2 SECTION NAME

Recently, I
was asked
if I was go-
ing to fire
an employee who made
a mistake that cost the
company $600,000. No,
I replied, I just spent
$600,000 training him. Why
would I want somebody
to hire his experience?

Thomas John Wat-

son Sr., IBM

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 SECTION NAME 3

CO N T E N T S
MAGAZINE
1 Our Well-wishers
From our HOD, MHRM p.4

2 Focus Point
How would Youve Stopped the Battle of p.6,7
Kurukshetra as an HR
3 Anyone Can Be AN HR
p.6,7
MS Dhoni, the HR MANAGER p.10,11

4 My Honest Takes
Interview with Prof. Buddhadip Mukherjee p.12, 13

5 Friends from Yonder

Interview with Mr. Sourya Banerjee and Mr. Sriyansh p.16,17,
8,9
p.8,9, 16, 17 Gupta

6 Q-Quotient
Innovative HR Practices p.14
p.10, 11

7 From HR nXt
HR Club of MHRM p.5

8 Whats in the Campus

p.18.
Photogallery, Events and Everythings else from MHRM 19

9 My SIP Experience
Interview with Roopsha Ghosh on her Summer p.15
Internship

p.18,19

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 4 SECTION NAME

FROM HODS DESK

OUR WELL-WISHERS

Prof.(Dr.) Madhumita
Mohanty
H.O.D., MHRM
IISWBM

The Students of Masters in Human Resource Management (MHRM), Indian Institute of Social Welfare
and Business Management, have taken the initiative to start an e- magazine Manav with the help
of the Human Resource club - the HR - nXt.
The magazine will be a culmination of industry knowledge shared by the departments alumni, as
well as the placement interview experiences of different batches of MHRM. It will also have arti-
cles written by the young budding minds of MHRM, IISWBM.
The magazine would serve as the interactive forum for the students of IISWBM and their esteemed
alumni, who have made the department proud. I, as the Head of the Department of MHRM, is
happy, that this is going to bloom further.
I congratulate the students of MHRM, who took the innitiatve, and wish them success in their
endeavor.

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 SECTION NAME 5

FROM HR-NXT
TEAM TALK

IN ORDER TO SUCCEED, WE MUST FIRST BELIEVE THAT WE CAN

We, the students of Masters in Human Resource Management department (MHRM) of Indian insti-
tute Of Social Welfare and Business Management, take pleasure in taking you through our very
first Human Resource Club of the department, HR-nXt. MHRM is a course designed to provide
students with a business educations thats progressive as much as enriching, that is sowing seeds
for ability to manage the human capital, later in future. Our team will serve the department of
MHRM, by facilitating programs that will enhance our Human Resource insight and makes prac-
tical knowledge, more accessible to all.
One of the many ventures to add up to our club is our quarterly HR E-Magazine, MANAV, wherein
we are aiming to provide necessary information at an organisational level accessible, by con-
ducting interviews with our departmental students, alumni and faculty members who have been
giving us the much needed information on industry experience, innovation in HR, and on differ-
ent trends and the much desired section How to Win an Interview and by also providing excit-
ing articles on the same. We are also bringing back Friends from Yonder and Q-Quotient from
the last e-Magazine.
We as HR-nXt, would want to lay the bridge that ambitious students can walk through to a more
augmented arena of knowledge. We aim to organise seminars in the near future, so we can col-
laborate with brands that hold significant importance and help our department grow further. We
also aim to network and tie up with recognised organisations that add value to the degree being
pursued and adds a plethora of understanding of the domain.
Anything worth having doesnt come easy and we as HR-nXt will give in our all, so we can make
the not so easy things, achievable.

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 6 SECTION NAME
H O W W O U L D YO U V E
S TO P P E D T H E B AT T L E O F
KURUKHSHETRA AS AN HR
FOCUS POINT
There are two forces: Fate
and human effort-all men
depend on and are bound by
these. There is nothing else.
-Kripacharya (The book of
Sleeping Warriors)
Human Resource
Management as defined by
Edwin Flippo is the planning,
organizing, directing, control-
ling of procurement, devel-
opment, integration, main-
tenance and separation of
human resources to the end
that individual, organizational
and social objectives are met.
The Mahabharata is the ulti-
mate source of all management
principles. HRM as defined
by Western authors offers a
much narrower perspective
SOUMYA TIWARY
MHRM 2017 - 19, IISWBM
Winner of Article Writing Competition
compared to the great epic
which transcends the con-
fines of time and encompasses
each and every aspect of ones
daily life beyond organiza-
tions and institutions to ideol-
ogies and personal relations.
The Mahabharata offers varied
management lessons, however
in this article we shall try to
discuss the human resource
aspect as succinctly as possi-
ble. Let us assume one is the
HR manager and the charac-
ters as the persons in the orga-
nization, in this respect let us
discuss the issues that couldve
been addressed to avoid the
great massacre.
Dhritarashtra as the king
of Hastinapur is an example
of a CEO or an MD of an orga-
nization indulging in corrupt
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
practices. He ascends to the
throne after the death of Pandu
due to a curse. It was his greed
and concealed desire for legit-
imizing his stronghold on the
throne that made him oust the
Pandavas. He is the one who
shouldve been censured and
have the powers curtailed.
Machs are people who
manipulate others for their per-
sonal gains. There can be no
better example than the great
diplomat Shakuni who was
the driving force behind the
evil deeds of Duryodhan. Such
people should be kept away
from critical make-or-break sit-
uations and must not be easily
be given into. He incited the
Pandavas for the game of dice
(chausad) which they lost mis-
erably thus losing their hard

earned Indraprastha.
Responsibility and unbi-
asedness in word and spirit is
important for the betterment
of any organization and its
people. Gandhari in spite of
knowing her brothers unscru-
pulousness doesnt address it.
She couldve kept him away
from her sons but didnt. She
didnt even object when her
sons tried to poison Bheem.
Her passive support only wors-
ened the situation. She, blind-
folding herself to share in
her husbands agony of blind-
ness, turned a blind eye to the
evil deeds, when in reality she
shouldve been the eye for
him.
Lack of recognition in an
organization can give rise to
conflicts and so it becomes
paramount to appraise people
as they deserve. Kunti not
acknowledging Karn as her
son made him move to the
Kaurava camp and earned the
Pandavas, a bitter and potent
enemy. Had she acknowledged
him, who knows, the story
could be much different.
One should be mindful of
what says or does or how one
interacts with others especially
SECTION NAME 7
Responsibility and unbiasedness in word
and spirit is important for the betterment of
any organization and its people. Gandhari in
spite of knowing her brothers unscrupulousness doesnt
address it. She couldve kept him away from her sons but
didnt. She didnt even object when her sons tried to poison
Bheem.
when one occupies an impor- of the virtuous individual in
tant position and must rec- an organization who is not
oncile for peace. Draupadis mindful or shrewd enough. A
repeated insults to Duryodhan strategic decision on his part
- calling him the son of blind, wouldve been to simply avoid
astringent words to all Kauravas the chausad (dice game) and
and humiliation of Karn as sut- instead pull himself out when
putra in swayamvar provoked given a chance like all smart
them for the heinous vastra- managers do when then get
haran later, adding oil to the an opportunity to move out of
burning fire of enmity between a bad deal. Yet he continued
the Pandavas and Kauravas to play putting everything at
which culminated into the stake.
great war. The Mahabhrata is
Duryodhan is neither fit to extremely diverse. The quote
be a leader nor a commander, by Kripacharya implies that
such a person should be sometimes things are managed
stripped of all his powers. He by human effort, even fate of
refused to budge even when kingdoms and individuals, but
a peace truce was offered. then there are factors out of
So entrenched was he in his our reach and control which
revenge that lives of people do make blunders happen, but
didnt matter to him but his then youre a wise man today if
vengeance. youve learnt from yesterdays
Yudhisthir reminds one blunders.
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
8 SECTION NAME
FRIENDS FROM
YO N D E R
INTERVIEWS
1. How are things happening at
HR Domain in your organisation?
In my HR domain -Agile is the call
of the day. Flexibility and ability to
adapt to any situation of the hour is
the call. Process of unlearning and
learning is a continuous chain in
todays field of HR
2. How was your interview
experience?
My interview experience was out
of the world, it lasted for 1 hour
and 5 minutes. It was grilling and
my thought process was con-
stantly being challenged with sit-
uation based questions. I was very
contented with my GD as I was the
only one selected in the batch of 14
How to Win an Interview with
Sriyansh Gupta
Tata Consultancy Services
3. What were the rounds,
questions that were asked in the
interview?
I dont recall all the questions. But
all were chain of questions relat-
ing to my extracurricular activities
that were aligned to innovation and
agility. Interviewers wanted to see
my thought process and ability to
think beyond a point. We had apti-
tude round, group discussion and
then the final interview.
4. What is your advice to your
juniors who are going for their place-
ment interviews?
Be honest and push yourself in all sit-
uations. Quality of you as a learner
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
should come out in any process of
selection.
5. What is your take on the
recent changes in career develop-
ment, where organisations are focus-
ing more on horizontal growth than
vertical growth?
Dont think so much. People are
looking for T growth where both ver-
tically and horizontally you need to
be enriched.
6. Whats your take on the HR
curriculum being taught at B-Schools
in India? Is it commensurate with the
industry needs?
B- School curriculum and industry
curriculum is very different. B-School
helps to develop your attitude and
 SECTION NAME 9

provides basic framework to view

the corporate world. Book must read for juniours-
Give and Take by Adam Grant
7. What is your take on the
recent scenarios of the growth of
Artificial Intelligence and huge job
cuts?
Whenever It Is In
Up skilling is the key to survive auto- Any Way Possible,
mation. Unique skill sets never lose
their business. Every Boy And Girl
Should Choose As His Life Work
8. Last thing, how to decide Some Occupation Which He
whether IR or HR?
Should Like To Do Anyhow, Even If
Close your eyes and go wherever you He Did Not Need The Money.
get your job, because you will learn a
lot from all places. Enjoy the first pay -William Lyon Phelps
cheque and relax. Loads of oppor-
tunities are on the way because you
will spend 35 years in the industry.

Questions for the Session

1. What is agreement and settlement?
HR- nXt , the
2. Can you implement a Performance Management
first HR club
System in a startup?
of MHRM was
formed in 3. What is Discharge Simpliciter?

August 2017 4. How will you motivate a team of 15 members where

by a group of 5 are underperforming?
students from Send your answers to hrnxt.mhrm@gmail.com
2016-18 and
Best answers will be published in the next edition
2017-19 MHRM
batch
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 10 SECTION NAME
MS DHONI, THE
HR MANAGER
ANYONE CAN BE AN HR
Suryanka Bhattacharya,
MHRM 2016 - 18
Cricket may be a game but
Mahendra Singh Dhoni on the
ground is art of cricket personified.
Over the years Dhoni has
developed a reputation for being
one of the greatest leaders that
the game of cricket has ever seen.
From a small-town ticket collector
to Indian teams captain, Dhonis
journey to fame is about follow-
ing his passion. With hard work
and perseverance, he has proven
that when you Love what you do,
youll always score big.
Is Dhoni a good leader
because he possesses leader-
ship traits and attributes or does
he leverage these skills via major
management theories to get
the better out of himself and
the team? In this article, I try to Managing egos and legacy
explore MSDs actions under the personalities
ambit of management theories.
He took his time about
making changes and maintained
Being uninhibited and methods that had been proven
confident to work. He managed the egos of
most of his players. This is some-
Dhoni has an arsenal of lead- thing new managers in business
ership skills that can apply to busi- often have to contend with. He
ness and entrepreneurs. did not rush to make changes or
mark his personal stamp; his main
Even though Dhoni hails from focus at the start of his captaincy
a modest rustic background, he was to establish credibility.
never let this hold him back. He
is always confident, forthright Handling Success
and often surprises audiences
and media with his comments. Dhoni won fame and money
Not holding back and being true at an early stage in his career but
to yourself carries you far in the he was, and still is, humble and
corporate as well as the sporting modest. He maintained a steady
world. path and was not brash, flash or
overbearing. Managers who gain
B u s i n e s s M a g a z i n e | A p r i l 2 0 11

success too early, often lose
their balance and cannot maintain
the poise required for longevity.
Staying calm under pressure
Even when severely tested,
Dhoni manages to stay calm and
this influences his whole team
to resist caving in. They gain self
belief and continue to perform
at their best, inspired by their
captain. This is one of the big-
gest gifts a leader can give to his
company.
Staying Focussed
Being able to insulate yourself
from your environment is vital
for success, and Dhoni demon-
strated this during the Champi-
ons Trophy
When it comes
to key strategic deci-
sions, he is his own man,
seldom seeking advice.
Dhoni, intentionally or
unknowingly, uses many
management theories
and styles in his cap-
taincy. He has a better
working understanding
of these theories than
most managers would.
SECTION NAME 11
when there was controversy Entrepreneurs need to feel safe
over the Indian Premier League. to experiment- and fail if they
An ability to cut through distrac- need to- on their way to success.
tion and negative energy is one
of the best marks of a leader in Rather than dictate to them,
every situation. Dhoni develops his players so
they form their own working
Trust your Instinct systemin sync with others.
Leaders generally have advi-
sors and data to help them in When it comes to key strategic
decision making, but they also decisions, he is his own man,
need to rely on their gut instinct. seldom seeking advice.
True captains can do this. His
own instinct comes from taking Dhoni, intentionally or unknow-
an educated guess based on ingly, uses many management
knowledge and experience; his theories and styles in his cap-
decisions dont just come from taincy. He has a better working
nowhere. understanding of these theories
than most managers would,
Handling Failure which has made him the best
captain of the best Indian cricket
In the 2011 World Cup, Dhoni team.
and his team were spectacularly
successful but then suffered a
string of losses. Dhoni fought
back simply by playing well. All
businesses tend to suffer some
degree of failure at one point or
another, but it requires strength
and character to stand up and
be counted from that position.
Its one of the most important
aspects of leadership.
Team Playing
Dhoni backs his players at all
times with trust and confidence.
This support gives them the abil-
ity to play at their best and also
endows them with a sense of
responsibility to perform well.
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 12 SECTION NAME
M Y H O N E S T TA K E S
INTERVIEW
Recent changes in HR
domain
I came to this institute at a time when
there was a saying in the industry
that a major chunk of HR is going to
get outsourced. HR would rise to a
separate section, that we call the HR
Vendors. But over the years what I
have seen is that, IR which was orig-
inally thought to be as a redundant
area is gradually gaining impor-
tance, and it has regained impor-
tance. And organizations are proba-
bly re-thinking about this outsourc-
ing and what they originally thought
would go to the vendors, now they
are re-thinking on this particular
part, how they can induce technol-
ogy and get those preliminary part
done and reduce the cost factor.
Because what has really happened
is that, the vendors have not been
able to provide good quality service
to the HR client. Because of a lack of
a good quality service and a lack of
the number of HR vendors, the orga-
nizations were not able to give rise
to what we would have loved to see
as an HR vendor industry. So that has
not happened and IR has regained its
importance. So, these are some of the
small changes that the HR domain has
come across.
Startups and Entrepreneurship
First of all, you need to have that feeling
within yourself. Dont get into an entre-
preneurship just because it is happen-
ing everywhere. Everyone wants to be
an entrepreneur, but in the beginning
you need to understand whether you
really have the tenacity within you to
take that risk, do you really have the
passion to go through the critical biting
period, because preliminary dragging
period is an extremely critical factor,
which most of the people are unable
to take for long. So, in case you feel that
you have got the resilience within your-
self or to hold on to it, and you have
got brilliant ideas, then only you can
Prof. Buddhadip
get into the field of entrepreneurship.
Not because it is a happening field,
Mukherjee
because you really feel that you can
make a difference.
IISWBM
Career Development, horizon-
tal growth and vertical growth
Horizontal growth sounds very nice.
You can definitely add challenges for
the employees but at the same time
you have to remember that, in a country
like India, up to a certain level, money
and the facilities that you are getting
B u s i n e s s M a g a z i n e | A p r i l 2 0 11
matters. Because it is not just for the
sake of the job, it is also for the social
standing that you have. We have to
appreciate the fact that we belong
to a collective society where a col-
lective culture is present. So a lateral
development which enriches a job
is very good but then you also have
to take into consideration that you
cannot harp on that factor much.
Because, it is not going to be a big
motivation for a particular individ-
ual for a very long period of time.
So maybe it can serve the purpose
and create challenges for the
employees and make them hold on
to their jobs. But at the same time,
you have to take care of the fact that
they would also want some vertical
growth in their job, otherwise you
may not be able to retain talent for
the organisation.
HR as a Profession?
As the industry is changing day
by day, so a student who wants to
pursue HR should keep in mind that
he or she should love technology as
HR is going be technology driven.
 SECTION NAME 13

Secondly, HR is going to be highly

information driven as big data analy-
sis is going to play a huge role.
HRM and AI
Also, statistical tools, predictive anal-
ysis, big data analysis, artificial intel-
ligence and also predictive forecast- Prof. Buddhadip
ing methods are going to be of utmost
importance. Mukherjee
Being an HR and talking to people, IISWBM
you cant stay away from technology,
because in the upcoming years HR is
going be a decisive support system of
tomorrow. So, the willing individual Artificial intelligence or AI can add tremendous value
should be ready for it.
to HR by analyzing and predicting trends in HR plan-
ning and HR research. It increases predictive decision
HR Curriculum in B-schools
making in cultural career alignment analysis employee
We need to update the curriculum
from time to time. But one should expectationpotential-organizational job alignment
know that no curriculum in the world
can be exactly as what the industry analysis, especially when organization are dealing with
wants because the industry is chang-
ing at a very fast pace. So the major diversified global work force. Artificial Intelligence
job that a curriculum needs to do is to
strengthen the student theoretically can help to eliminate human bias in selection and can
and from time to time they need to
upgrade themselves. become a tactical asset in psychometric prediction of
Case studies should be given priority likely employee behavior in crisis situation as well as
as it would give an idea of the industry
to the students. But at the same time, situations that demand out of the box thinking and
one should understand that no two
case studies can be the same. It would can be an absolute turning point juncture for orga-
simply give you an idea to analyse the
problems, use the theories and stat- nizational winning process. Preliminary psychomet-
utes to solve the problems. One must
understand that case studies cannot ric clustering of employees and data feeding into pre-
be the panacea of all problems, so the-
ories are required to fall back on. dictive algorithms can create revolution in forecasting
behavioral patterns and facilitating innovations.

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 14 SECTION NAME

I N N O VAT I V E H R P R A C T I C E S
Q-QUOTIENT

Individual
Zappos has a foolproof Google is no doubt the lead-
hiring system that comprises er in many IT technologies but it
commitment telephone interviews, lengthy is also considered as one of the
to a group effortthat is personal interviews and other best places to work for. It came
what makes a team work, detailed processes. This is not all. up with a unique plan for better
a company work, a so- Once the candidates are select- engagement with employees
ciety work, a civilization ed, they have to attend informal called as the 20% Project. It
work. Vince Lombardi events such as happy hours or motivated employees to work
lunch events to check how they on any pet projects that they
mingle and mix with the com- might have in mind for which
TPC or Technology Pro- pany staff and culture. The ones they could utilise 20% of their
who pass through these are working hours. This idea gave a
fessional Corp has been given an on-board training. At boost to employees morale and
where they asked their employ- the end of the training process, it also became a tool to attract
ees to find the market value these candidates get a strange new talent.
of their skills and accordingly offer $3000 to leave. Around
quote an amount for their an- 3% does take up the offer but
nual raise. Such innovative steps
actually help employees con-
who choose to stay, are the ones Mertzger Associates,
that actually understand the
nect with their company and companys vision and culture Inc came out with a unique
strengthen the relationship. and they do have a long-term Live Long and Prosper Plan
association with the company. where the employees had to
come up with ideas that will
help them lead a healthy life-
style. Accordingly the company
set up a fund and allotted mon-
SAP Labs India has a maternity return program that focuses ey for physical activities, outdoor
on ensuring the return of a female employee after her maternity life, relaxation and education. If
leave as smooth as possible. you thought this plan added to
the cost, then think again. The
Part work from home after the birth of a child implies that male companys retention rate in-
employees, apart from paternity leave, have the flexibility to work creased and made the employ-
for four hours at office and the rest from home. ees engage with the company
more efficiently.

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 SECTION NAME 15

MY SIP EXPERIENCE
INTERVIEW

Roopsha Ghosh
MHRM 2016 - 18, IISWBM

Summer Intership at TATA STEEL

1. Tell us, how did you get
into TATA STEEL for summer
internship?
I got my Tata steel internship
through a family friend who was
working there.
2. What was your project?
Secondly, I got a chance to go
to Jamshedpur for three days to
interact with women employees
there. I got the taste of distinct
variety of people working there
which was quite interesting.
4. What were the chal-
lenges you faced?
5. What is your advice to
people who will be going for
their summer internship?
My advice would be, people
who are going for internship
must make it a point to talk to
other intern students as well, if
possible.

The project was on Mentorship
of high Potential Women
Employees who are at Tier II
level, also conducting the entire
process from start to end and to
create a handbook for the same.
When I went to Jamshedpur, I
had to visit a lot of offices within
a short span of time. I had to
run from one point to another
breathlessly. It was quite hectic
and exhausting.
Also I would advice them to
make a plan of what to do and
when to do and carry a pocket
diary everywhere they go.

3. How would you describe Secondly, as mentees were high

your internship experience at
TATA STEEL?
The experience was very enrich-
ing. I got the opportunity to
learn a lot about my subject
of the project as well as about
the culture of the organization,
how the corporate life operates.
potential women employees at
tier II level so they needed to be
coaxed but in very professional
way. I had to use effective com-
munication strategies during
the interactive sessions so that
maximum inputs or informa-
tion could be captured within
the short stipulated time.

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 16 SECTION NAME
F R I E N D S F R O M YO N D E R
INTERVIEWS
Q) How are things happen-
ing at HR domain in your
organization?
The HR scenario in
CESC at present is both stable
and exciting. Being a Company
which is more than 115 years
old, most of the initiatives are
process driven here. However,
there is this constant urge to
make the organization more
people oriented and hence
in recent times a number of
employee-centric new ini-
tiatives have been launched,
especially for the non-cov-
enanted employees of the
Company. The effectiveness of
these initiatives are measured
and monitored through the
full-scope Employee Opinion
Survey, which are carried out
every year. Based on the results,
reinforcement measures and
action areas are then identi-
fied & implemented. The trade
unions play a vital role in the
organization, and all major ini-
tiatives are carried out in part-
nership with them.
Trends, Practices and Everything
Else in HR
Sourya Banerjee
CESC Limited
Q) What are the innovative HR updated with Company news, achieve-
practices in the organization you are ments, employee related announce-
currently associated with? ments, employee achievements, their
special skills, their benefits, health
We in CESC have started related news and videos, and also
something known as the Employee their family members special achieve-
Information Kiosk for the non-cove- ment. The user-friendly machines have
nanted employees of the Company. encouraged the employees to come
These kiosks are smart, interactive, out more openly with their feedbacks
touch screen based machines, which and suggestions and enhanced the
provide real time Company related communication between the employ-
information to the employees, no ees and the management.
matter where they are located. With
the entire workforce of the organiza-
tion spread over an area of 567 sq kms,
it was a challenge to provide important
and relevant company related infor-
mation to all employees in quick time,
especially when a majority of them are
engaged in on-site work. The feedback
received from employees also high-
lighted the fact that many a times, they
were not receiving all information in
time and felt disengaged. To address
this issue and also to provide them
an opportunity to give feedback, sug-
gestions or put forward their queries
to the management, the Employee Q) In the recent past there have been
Information Kiosks were introduced in many mergers & acquisitions. How
the Company. The kiosks are regularly important is the role of an HR in such
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 SECTION NAME 17

scenarios? can make you 100% ready for the

HR plays a vital role when mergers
and acquisitions happen. Matching
employee aspirations, organiza-
tional requirements, benefits and
policies with cost and time con-
straints is a challenging task.
Sometimes the task is emotionally
stressful too as some tough deci-
sions need to be implemented.
Like any change initiative, mergers
and acquisitions are challenging
to execute and are prone to multi-
ple frictions. It takes time and per-
severance to get successful M&A
accomplished.
actual job requirement. The more
industry exposure you get, the
better it is. Try to supplement your
academic knowledge with latest
HR trends and initiatives through
magazines and good articles. Also
be in touch with practicing HR pro-
fessionals to get as much real feel
of the current HR scenario in the
industry.
Q) What is your advice to your
juniors or people going for their
placement interviews?

Every placement interview is dif-

ferent. Keep your academic prepa-
Q) What is your take on the recent ration as solid as possible and be

HR- nXt, the changes in career development,

where organizations are focusing
more on horizontal growth than
first HR club vertical growth?
of MHRM I think its an interesting way to
bring cross functional talent and
confident while facing the inter-
view. Try to steer the conversa-
tion to a topic or subject you are
more confident about. Remember,
in most interviews, how you saw is
more important than what you saw.

is working experience in a team. Also it pro-

vides more growth opportunity
to employees as vertical growth is
towards the stagnant at times. I have seen some
of my seniors who have come from
Firstly, I would like
to congratulate
promotion, different vertical, performing excep-
tionally well in their present roles.
the members of
the HR Club for bringing out
magazine Even-though some employee might
feel disengaged when shifted from this e-magazine. I am confident
their core-area, but if necessary that this magazine will be much
publication person-job-interest fit is checked
before the change, it can be bene- helpful to the students and give
& student ficial both for the organization and
the individual employee.
them a crisp view of the present
HR trends in the industry. I wish
development this initiative all the success.

of MHRM Q) Whats your take on the HR cur-

riculum being taught at B schools in
- Sourya Banerjee

dept. of India? Is it commensurate with the

industry needs?

IISWBM No amount of academic experience

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W H AT S I N T H E C A M P U S
EVENTS AND EVERYTHING ELSE

01 As said by Mark Twain, To get the

full value of joy you must have some-
one to divide it with, the respected profes-
sor Prof. Chinmoy Jana, Prof. Tanima Roy ,
Prof. Madhumita Mohanty and Prof. Soma
Roy Chowdhury were celebrating the cake cut-
ting session on Teachers Day!

02 Fresh out of the box : Mr and Miss

Freshers of MHRM 2017 (Arnab
Kanti Giri and Jeetsoma Dutta).

03 A successful team beats with

one heart The football
team of IISWBM

04 They stepped into triumph and won over inno-

vation by creating and adverstising best out of
waste. (Winner of Bech-k-dikhao - 1 st year students of
MHRM -Sneha Bhowmick, Souvick Roy Chowdhury)

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 SECTION NAME 19

01 A te a c h e r
helps us to
light the flame that
ignites the love of learn-
ing in usas explained
to us through a dance
drama on Teachers Day
by the 1 st year students
of MHRM (Souvick Roy
Chowdhury and Shreya
Das)

03 Mr. Amlan Das, Head ER, Linde

during Gurukheshtra 2017

02 They won Khay-e- jao by feeding every-

ones souls with kebabs (1 st year MHRM
Sridatri Mukherjee, Mayurika Mukhopadhyay,
Rajesh Roy, Mainak Karmakar)

04 The line between good and evil is permeable and

a teacher can only explain us that (Performance
by 1 st year students of MHRM -Bichitra Srivastava, Tanwi
Roychowdhury, Aditi Burman, Soumya Tiwary, Anasua
Chatterjee)

B u s i n e s s M a g a z i n e | A p r i l 2 0 11
20 SECTION NAME

TEAM HR-NXT
TEAM TALK

Batch of 2016-18

Sayan Dutta Sahin Sengupta Punam Bhattacharjee

Suryankya Bhattacharya Puja Dutta Jayati Chowdhuty

Sreemoyee Roy Subhra Kumar Pan

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 SECTION NAME 21

TEAM HR-NXT
TEAM TALK
Batch of 2017-19

Shrestha Das Mainak Karmakar Rajesh Roy

Abhijit Chowdhury Annyasha Biswas Sridatri Mukherjee

Aditi Barman Soumi Chandra Mayurika Mukhopadhyay

Shabib Akram B u s i n e s s M a g a z i n e | A p r i l 2 0 11
 History
was once
rewritten
by the victors. Now we
write our own immu-
table histories with every
email, text, and post.
- Kent Alan Robinson

HR-nXt
AD
The HR Club of MHRM, IISWBM
Mail ID - hrnxt.mhrm@gmail.com
Facebook - https://www.facebook.com/iiswbmmhrmhrnxt/