IN THIS ISSUE

IN EVERY ISSUE
Response
03 SHADES OF LEARNING –
THE NEED TO FEEL THE NEED
From the Editor’s Desk
04 Guest Column by Dr. Vinayshil Gautam
05
06 Managing HR in NGO sector :
Issues and challenges 10 Self management
Dealing with energy vampire

The challenges for managing HR in a NGO arena
are kind of unique, wherein you struggle to get a
job-ready-talent and once someone is ready, the
next challenge is to retain that talent. The evolving
economic and political scenario also has added to
the volatility this sector already had, making it
further difficult to attract good talent & keep them
committed to the cause as part of the workforce.
An article by Dr. Anupriyo Mallick
It is impeccably important to identify people who
push your positivity to the brink and distract you
from your purpose, take away precious moments
from you and zap your energy by inducing non-
value added interactions or negativity. An article by
Manjistha Mukherjee
Embracing technology to manage

Time to focus on
12 semi-formal workforce

08 personalization Right from hiring to onboarding to background

verification and training - adopting technology in
each step will not only help the people in the semi-
formal economy move up the ladder but also
streamline the process for themselves and leave
room for no error. An article by Pravin Agarwala

Benefits of a multi-talented
14 workforce
Apart from removing biases during hiring, it is
As consumers, we are living in a golden age of equally important to sensitize the workforce to be
choice, flexibility and control, where we can assimilative and appreciative of differences - be it of
mould the world to our personal interests, gender, background or physical ability. An article by
preferences, and needs. An article by Aparna
Rajeev Bhardwaj
Sharma
COVER FEATURE
It should also lead to employees' growth
- Jana Venkata Ramakrishna
It can be linked to technology, diversity and
manageable stress levels
The known - Sameer Nagarajan
It can sustain only if people see it recognised &
and unknown rewarded
- Chetan Yadav
aspects It has to be initiated by C-level
-BM Editorial Team
executives
- Vinod Bidwaik
HR has to be a change instrument
- Lopamudra Banerjee
Weaving the thread into the minds of
people
- Kumaar Priyaranjan
Challenge is to build excitement around high
performance
16-35 - Smita Singh

BUSINESS MANAGER | MARCH 2019 1

 IN THIS ISSUE

36 Valuing between star

performer & ethical employee 39 Transforming the non-
performing employee

It is important for an organization to realize

that demotion, change of profiles, termination,
position elimination, and disciplinary actions are
the easy steps to take against an employee.
There are better ways of transforming the
nonperforming individuals at workplace. An
aticle by Dr. Prakriti Poddar

Irony is to focus on retention by strong

53 Housing societies & Labour
laws

strategic HRM practices that possess high
degree of understanding behavioral patterns.
An employer must respect the employee with
dignity and harmony regardless the age,
gender and position. An article by Dr. Chandan
Medatwal
Housing societies employing gardeners,
electricians, plumbers, security guards, lift
operators, sweepers, cleaners, temple priest
and other persons for proving facilities to
residents etc. have been largely exempted from
the labour laws. An article by H.L. Kumar

38 "Boss is always right" - Does

it work today?
GOVT. NOTIFICATIONS
West Bengal dispense with shops licences renewal fee
52
The I.D. (central) amendment rules - Employers to file unified
"Boss is always right" doesn't hold true in annual return
today's dynamic world. Moreover, companies Revised Minimum Wages in West Bengal for shops w.e.f.
are more concerned about their valuable 01.01.2019 to 30.06.2019
employees. Thus, bosses who are rude and Delhi Government sets timeline for Contract Licence Delivery
insensitive towards their subordinates are not Revised Minimum Wages in Maharashtra for Shops &
acceptable in today's organization. An article by Establishments w.e.f. 01.01.2019
Dr. Ramzan Sama
CASE STUDY
56
41
Solutions provided here are in context to narrated facts & not in general.
Employee relations : Managing through
muscle or Heart?
By BM Editorial Team

CASE ANALYSIS
Why management should be afraid of
58-60
union?
LINE By Anil Malik
Management should start afresh
Anil Kaushik Management Expert -HR & IR
By Bhaskar Dharival

43-51 59
BOOK LEARNING
Law & Practice On Minimum Wages Act, 1948
- Author : S.B. Rao (Revised by Vipul Kharbanda)
RECENT IMPORTANT
LABOUR JUDGMENTS
61 EVENT REPORT
PlanMyTrainings.com organised L&D conference, conferred awards

62 HR NEWS

From the
Court Room 64 HR MOVEMENT

BUSINESS MANAGER | MARCH 2019 2

 Valuable
RESPONSE Judgments of 2018 are of immense use for
HR managers. Very valuable edition. Is there
any possibility of getting the judgments of
past years also published by you?
Simran Mitra
Useful
India s Best HR Magazine
Case study given every month provides
sufficient material for students like us to
Making HR People Complete debate and discuss the situations. Such case
studies also form the basis of pratical
application while working in the
organisation. Very useful.

MARCH 2019 Priyanka Varma

Good learning
Dr. VRK Prasad has very candidly presented
the nuances of boss subordinate relationship
FEBRUARY 2019 ISSUE in organisations. Good learning for both.
CHIEF EDITOR When boss and subordinate put their feet in
ANIL KAUSHIK Enriching each other’s shoe, understanding the
limitations will become more easy. The
The articles on focus, trends and priorities are secret of this relationship lies in mutual trust
enriching and impressive. Mr. Sanjeev Sharan and reliability.
ASSOCIATE EDITOR has very successfully outlined the foucs, HR
has to keep on in coming time. M.R. Singh
ANJANA ANIL
Mr. Asoke Laha has rightly emphasised that it Relevant
is time to understand and appreciate the Posh enquiry article by Mr. Kumar is a good
EXECUTIVE EDITOR importance and contribution of update. Vinod Kumar
technological advancements that can make
JAYSHREE DUTT
to business and people processes.
HR professionals will have to adapt fast
evolving hiring practices to keep pace with
DESIGN & DIGITAL The Magazine is a true Value add for
time. Hari Parmeshwar article on this trend is
SATENDER TEJ ARUN professionals in general for HR in
also very informative.
particular.
Rajeev Sharma Yashwant Bhaid
SUBSCRIPTION Happy and privileged to be featuring
GIREESH KUMAR DIXIT Amazing again in Business Manager.
You and your team are putting in amazing efforts Sandiep Grover
to bring in such a high quality magazine. I enjoyed Need of the hour every business needs
reading the analysis of various labour judgements to align with. Congrats Sir.
of 2018 and I appreciate the hard work put in by
HON'Y EDITORIAL BOARD Ravinder Singh
your team. Keep the good work going.
Dr. T.V. Rao Enrich with IR by BM.
Sundharesan Jayamoorthi
Dr. Vinayshil Gautam Pramod kr. Tripathi
H. L. Kumar Great sandeep!
Helpline
Dr. Rajen Mehrotra Rakesh Seth
Questions and answers in helpline column in
every edition are very useful. I request you to Wonderful initiative Mr. Kaushik. This
please give more solutions of problems. will be big success.
Rama Desai Sohrab Khan

Owned, Published and Printed by Anil Kaushik at Sun Prints, Ganpati Tower, Nangli Circle, Alwar - 301001and
Published From B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India. Editor : Anil Kaushik BUSINESS MANAGER
The views expressed in the articles published in Business Manager are those of the authors only and not necessarily VALUES YOUR FEEDBACK. WRITE
of the Publisher/Editor.
TO US WITH YOUR SUGGESTIONS
While every effort is made to have no mistake in the magazine, errors do occur. Publishers do not own any
responsibility for the losses or damages caused to any one due to such ommissions or errors. AND IDEAS AT
info@businessmanager.in
This issue of Business Manager contains 68 pages including cover
Annual Subscription Rs. 1300/- through DD (by ordinary Book-Post) (by Courier/Registry Rs. 1600/-)
Visit us on:
favouring Business Manager may be sent to: B-138, Ambedkar Nagar, Alwar - 301001 (Raj.) India
Mob.: 09785585134, 07665913854
www.businessmanager.in E-mail : subscription@businessmanager.in, bmalwar@gmail.com https://www.facebook.com/businessmanagerhrmagazine
Published on 1st of Every Month

BUSINESS MANAGER | MARCH 2019 3

 From the EDITOR S DESK

Not an option
What keeps a high performing organisation different from others is its high performing
culture. Success and failure lies in between. It sits firmly at the epic centre of high
performing model. The foundation of growth is the culture which has elements of high
performance. If the organisation is not growing, it means it is dying. So, having a high
performance culture is not an option but a compulsion because of growing
expectations of customers, unending challenges for retaining talent, investors'
expectations and need to innovate to have a competitive edge over others. As popularly
said that the culture is a set of behaviours of people depicting what, why and how in a
given situation, high performing is a mindset which reflects in DNA of an organisation
culture.

The three main elements of high performing culture of an organisation are discipline,
leadership and motivation. Discipline brings sense of accountability, leadership
develops sense of ownership and motivation comes from openness and trust at all
levels along with fairness while dealing with people. To build, develop and nurture the
culture of high performance, define the preferred behaviours, identify and encourage-
those who perform along with alienate those who resist and puncture the efforts of
making performance culture. Uncover such root cause of mindsets and re craft them if
possible. People take cues from leaders' signals. Leader's behaviour and attitude plays
an effective role in this process. Either he can generate a magnetic pull or discharge the
unleashed energy.

Developing an organisational trust is a time tested tool to build a high performing

culture. It helps creating motivation among employees. Trust comes from leadership
authenticity, sharing information, delegating honestly and rewarding excellence.
Researches have revealed that people with organisations having high trust value
perform much better and get better engaged.

Let us also understand that HR alone is not responsible for developing high performing
culture. But, yes, HR is expected to support line managers to enhance such skills and
adopt preferred behaviours that are important for building such culture. Authenticity of
HR and top leadership plays a crucial role. Both cannot afford to say something and not
live with that. The challenges, HR will face in a high performing culture organisation, is
March 2019 of high pressure on employees. HR has to find ways to convert the pressure in to
motivation, otherwise the high level of stress with the high performance culture may
Vol. 21, No. 9 not get along longway. Consistency is the real challenge.

The Industry HR experts in the cover story of this edition open up their mind and speak
on how, why and what about high performing culture of the organisation.

If you like it let us know. If not, well, let us know that too.

Happy Reading!

Anil Kaushik

il
@ tdan ilkaushik
an
ushik
anilka

BUSINESS MANAGER | MARCH 2019 4

 Dr. Chandan Medatwal
Asst.Professor,OB HR and Soft Skills,NIIT University,Neemrana

Valuing between star

performer & ethical employee
Irony is to focus on retention by strong strategic HRM practices that possess
high degree of understanding behavioral patterns. An employer must respect
the employee with dignity and harmony regardless the age, gender and
position. A sound culture leads commitment, commitment leads performance
and performance ultimately leads endorsement.

A
biggest question to any as well as to the external environment. It's the long term commitment,
employer is to find the determination and diligence from an individual prudence.
answer the real An organization decides its own strategy to evaluate their people
attributes of an employee. A either by performance rating or employee interview. Comparing and
complete personality and contrasting the employees regarded unethical to the employers too. It's
psychology check would be the hard to find an endorser or a performer completely whose dimensions
appreciable efforts from requires to get assimilated overtime. For an organization too, it's
employers to know the employee. critical to take decisions for those have contributed efforts from last so
In this era, the VUCA many years and suddenly found the unfit.
environment which is volatile,
uncertain, complex and It's crucial and long lasting scenario while deciding the act of an
ambiguous, the possible VUCA employee as an endorser or a performer only. Few of them may predict
solutions such as values, different, unattached or circumstances matters too. 'Influencers' in the
understanding, continuity and system might be considered while knowing the latent talent. It is the
agility are the coping strategies. 'Latent Talent race' where can we experience over time the worth of
knowledge workforce which they themselves do not know. Though, an
For any organization, it is employer easily get to know through various appraisal tools and can
outset opportunities ever to grab compare the performance of any employee. Through the HR analytics
and retain the talent. and big data management, crucial factors related to employees are
Nevertheless, appraisal plays an measurable. From an organizational viewpoint, it is preferably in the
important role where employees' hands of the system to proceed with the established system.
potentialities are measured. As
organizational objectives are For any developing, developed or underdeveloped country the
explicit, it comes on to the economy matters while controlling organizational policies to take
employees shoulders to embellish decisions to cut down the cost as retrenchment. Uncommonly, the hiring
the exact connect to the internal phenomena somewhere majorly biases the recruitment and selection
procedures. An organization must certainly clarify theobjectives which

BUSINESS MANAGER | MARCH 2019 36

 VALUING BETWEEN STAR PERFORMER & ETHICAL EMPLOYEE

can ever set the fair system and heuristic

approach where can an employee openly
accepts the expectations of the system in
terms of responsibilities than that of
executing mere duties.
An organization can shape the employee.
The employer, leader and policymakers are
the biggest strength to generate faith among
employees to take them as an asset. As a like
sculpture, transformation is always possible.
This would take it to the quest of being a
consistent performer, a top performer to the
ethical employee.
Employer's decision should not only to
pick and choose one, either the endorser or a
performer, but also to analyze and took out
from tentative unexpected smash. Unlike a
sculpture, it's possible for an organization to
reckon the opportunity to create balance and
reshape their human capital. The pioneering
culture must adapt the OCTAPACE values with diligence to cut the
rough edges. The iterative process is the ever right dimension is needed
to take care the parameters and to rejuvenate it over time.
It's quite skeptical to mark with the complete allay towards either an
endorser or to a performer. Action cycle would be the best approach to Well transformation is always the
push the latent talent for awakening. Fair dealings to decide the
employees' integrity with the system creates a culture of development. best way to retain the talent.
The proper follow up in reference to an employees' dignity and job fit
aspects creates a lot of impact in performance of the whole system. Exposure and perseverance from
Right intellect, integrity and invocation are the three players per se that
enlighten the values of employee to be an endorser for any the employees' motive clearly
organization.
shows their principles which
The yellow, green and red zones are the communication zones in any
organization where they confront and perform in lieu of challenges. By might not be known to them but
enlarge the transformation from a performer to the endorser is itself
the results of contribution towards a system. An employee may find the system know either through
challenges in the career development stages. Still, the integration and
commitment can be shown not only with the individualistic appraisal figures or through
dissemination but also with the 'wholeness' approach. Current observations.
environmental culture rewards competency. Competent employees
prove themselves in the high performance chains. Nevertheless, the fact
cannot be denied that the organization is platform where can the
opportunities to be given to employees. High performers creates
opportunities too and endorsers supports to enhance its network. The
two ways are mitigated throughout the hierarchical levels. Be it a white
collar or blue collar segmentation, the rule applies till the bottom of the individualistic approach to the
pyramid. Several facts apart from the HR analytics and prescriptive organizational approach are the
approaches, leadership is no illusionaryas it contribute to make their change management initiatives
own approaches of being multiplier or a diminisher. which benefits the system.
It's been absolutely important to build relationship with the talent Anticipating change is the bright
through the following 'Three C' approaches - view in success formula. Top
performers possess agility
Creation of unbiased culture - A system must maintain the ethics
whereas ethical employees
and wisdom at the upper hierarchy. Circumstances and analysis are
possess commitment. Irony is to
better than the choices.
focus on retention by strong
Communication - Grapevine practices are the best approach an strategic HRM practices that
organization can adopt to judge the professionalism amongst employees possess high degree of
to give them the tag of endorser or a performer. understanding behavioral
Change Management and anticipation - Well transformation is patterns. An employer must
always the best way to retain the talent. Exposure and perseverance respect the employee with dignity
from the employees' motive clearly shows their principles which might and harmony regardless the age,
not be known to them but the system know either through appraisal gender and position. A sound
figures or through observations. culture leads commitment,
commitment leads performance
To summarize, what we should value, top performer or ethical
and performance ultimately leads
employee, the transformation and integrity exists. A never ending
endorsement. BM
process of supervising and transforming an employees from their

BUSINESS MANAGER | MARCH 2019 37