HR professionals need to learn how to integrate diverse workforce
At SHRM India’s annual conference and expo 2014, Manoj Biswas, MD-HR, Accenture India, Sri Lanka and Bangladesh, talked about how emerging technologies are changing the way workforce interacts and the role of HR professionals need to play to engage such a diverse workforce in a way that the common organisational goals are met
Challenge for HR: Today, organisations not only have desk workers but a mix of contractual, digital, virtual and social workforce spread across the globe. Technology has changed the way people have been traditionally communicating and it is influencing how our workforce interacts. This in turn has substantially changed the traditional definition of work.
Challenge for HR teams in such business environment is to connect and integrate the diverse workforce to achieve the common organisational goals.
What should HR do: HR teams have to be a step ahead of the game, gauge the comfort levels of different generations within an organisation – such as baby boomers, Gen X and Gen Yers – with different kinds of technologies and enable them to ensure improved productivity. They need to focus on unlearning the traditional HR practices and learn how to integrate different kinds of workforce and their expectations from the organisation.
How HR can tap technology for employee engagement: Sentiment analytics is an effective tech tool that HR can leverage to analyse employee sentiments. This can be done by running analytics tools over internal enterprise social media sites and pull out a useful employee engagement index which can be leveraged by HR.
HR can also look at tapping technology to automatically identify talent gaps existing within the resource pool and then devise effective strategies to close the identified gaps.
Core driver for implementing technology for HR: Technology should not be implemented for the sake of implementation. The core driver should be the concrete effect which technology is going to have on the HR strategies and how this will bring a difference to employee engagement index.
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Andhra Pradesh government today issued an order enhancing the upper age limit for direct recruitment in government service from 34 to 40 years, opening up vast opportunities for unemployed youth.
“As the direct recruitment is being conducted after some gap, the need for enhancing the upper age limit from 34 years to 40 years is necessitated due to inevitability of bifurcation of Andhra Pradesh, and the consequent fall out, shrinking opportunities to the educated unemployed youth in the state,” state Chief Secretary I Y R Krishna Rao said in the order.
“The opportunities that existed before the bifurcation of combined AP were lost after the bifurcation of the state. Hence the proposal to enhance the age limit from 34 years to 40 years became urgent need of the hour,” Rao said.
The concession in the upper age limit would, however, be not applicable for direct recruitment into uniformed services like police, excise, fire, prisons and forest departments that have set physical standards, he said.
The state government was keen on filling up vacant posts under various categories and the recruiting agencies have been notifying the vacancies from time-to-time.
The concession in the upper age limit to 40 years would be in force till September 30, 2016, during which time the recruiting agencies would notify vacancies under various categories for direct recruitment, the Chief Secretary said.
The erstwhile Kiran Kumar Reddy government had planned to recruit over one lakh personnel under various categories in government departments to fill up vacant posts and also create new jobs in tune with the increasing needs.
However, the process did not move forward because of the state bifurcation.
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IITs have always produced a steady stream of entrepreneurs, including those behind celebrated companies such as Flipkart and Snapdeal. Many IITs also have thriving incubation cells that seek to spawn such entrepreneurs. IIT-Madras is even raising a startup fund. Now, finally, IITs are gearing up to teach entrepreneurship in the classroom.
IITs in Delhi, Kharagpur and Hyderabad are planning to bring entrepreneurship at the forefront of their BTech curriculum, and plan to launch minor as well as elective courses on the subject from next year. Other IITs in Madras, Mumbai, Gandhinagar, Kanpur, Patna and Mandi have just taken baby steps to include entrepreneurship in their curriculum. These steps could further whip up a culture of entrepreneurship at the IITs and in the country, entrepreneurs and investors say.
“This will benefit students who are not born into a business family, but yet aspire to run a company,” Sasha Mirchandani, managing partner and founder of Kae Capital and founder of Mumbai Angels, a network of investors, said. “If you have faculty members teaching entrepreneurship, students would be more willing to learn about start-ups and businesses,” he added.
IIT-Delhi recently introduced courses on entrepreneurship. These could evolve into a minor, PV Madhusudan Rao of the mechanical engineering department of IIT-Delhi, said. A minor is a pre-defined course in a focus area whereas an elective is an optional departmental or open-category course. Patna is another IIT thinking about launching a minor in entrepreneurship.
“With a subject like entrepreneurship being taught by actual entrepreneurs, it will help, support and guide young entrepreneurial ventures in the right direction,” said Ajai Chowdhry, founder of HCL, who also teaches the subject at IIT-Hyderabad and is the chairman at IIT-Patna. “It could play a crucial role in reducing the number of failed start-ups,” he added.
IIT-Kharagpur is considering a micro or thin specialisation in engineering entrepreneurship for its BTech students from next year, said PP Das, head of Rajendra Mishra School of Engineering Entrepreneurship at IIT-Kharagpur. This summer, IIT-Gandhinagar sent a dozen engineering students to attend a course on entrepreneurship at Technion, a technology institute in Israel.
“Since inception, IIT-Gandhinagar has been focusing on entrepreneurship as we do not want to be an institute offering a vanilla degree in BTech. We are offering entrepreneurship as both an elective and minor,” said Sudhir K Jain, director at IIT-Gandhinagar. IIT-Madras is raising a fund for start-ups.
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Bhuvaneshwar Naik, VP-HR, SAP India talks to TimesJobs.com on what makes SAP India the ‘Best Organisation in Women Development’ and the best place to work…
Women constitute a sizable 33 per cent of the workforce at SAP Labs India. What are the initiatives you have taken to empower women employees?
Women in leadership positions at SAP Labs India have grown significantly from 15 per cent to 20 per cent in the last one year. At SAP, we lay a strong emphasis on nurturing early talent, inspiring young women employees to build their careers and also invest in specific confidence building measures and skills. We have an outreach program for all women who have exited the company since 2011 to help understand reasons for exit and to see if we can provide opportunities for them to return. We also launched a pilot ‘Stay in Touch & Maternity Return’ program aimed at minimising post maternity exits.
Your company has been awarded the ‘Best Organisation in Women Development’. What did you do right to win this award?
CMO Asia’s recognition validates our commitment to empowerment of SAP’s women employees. SAP has several initiatives to help women employees in their career and personal life. These include:
Experiential learning – an initiative where eminent women speakers from all walks of life address women employees Mentorship for Women in Leadership – a platform for women in the mid-management level to connect with successful leaders of the organisation Business Women’s Network – for building relationships and career development support SAPlings – an on-premise child care center.
What are the biggest advantages of having women employees in the system? Why ‘gender inclusivity’ is important especially in case of IT/IT Software companies?
Women are epitomes of risk taking. An excellent example is their journey to motherhood, which in itself is an expedition to embrace the unknown and emerge victorious. It is the mother who nurtures, inculcates values, listens and learns through her failures. She knows when to discipline, when to be a friend, when to hold hands, when to allow her child to fall and grow. She builds her network of support, celebrates the success of her children and teaches them to learn from failures. In summary, a mother has all the qualities of a leader – teaching, problem solving, mentoring and the ability to multi-task. Therefore, in an organisational structure a woman leader displays more empathy towards her team, is willing to take calculated risks and is more open to learning from failures. Women leaders are known to provide more flexibility and empowerment to their teams. The emphasis on collaboration and people development is a key strength for female leadership.
How do you help your women employees to maintain a healthy work-life balance?
It is an open secret that engaged and motivated employees are the most productive. Employees will be motivated if they believe that an organisation truly cares for them and that is possible when policies are employee-friendly. The policies should help employees in doing their job better and increase their longevity in the organisation.
Some benefits:
Sabbatical policy – We rolled out a sabbatical policy, which allows any employee who has completed five years of service to take a two years’ break and come back to work – female employees can take this option if they want to take a break due to motherhood.
Flexi-time – We also allow employees to work part-time. Employees can work for 50, 60 or 80 per cent time. For example, an employee can choose to work for just four hours a day for all five days of the week or for eight hours for just three days in a week, etc. They will be paid according to the option they choose. Female employees who take maternity leave can choose this option till they feel comfortable to get back to office.
Maternity Transport – We provide cab services to women employees for their home-office commute during the final stage of their pregnancy.
SAP Child care center – SAPlings, an employee driven initiative, is an on-premise child care center that caters to children in the age group of 9 months to 12 years that benefits working mothers who might have intended to discontinue their careers in order to take care of their children.
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IESA and TiE Bangalore Sign MoU to promote IoT Start-ups
The world has witnessed several revolutions and periods of innovation and rapid growth that have changed the world as we know it. Throughout the 1800’s the world witnessed the industrial revolution, and then in the late 1990’s we witnessed the IT boom.
Now the world is on the brink of another revolution that promises to transform the way we live. The concept behind ‘ Internet of Things ‘ is astounding and scary at the same time. Imagine a world where every device in the world is connected to the internet and can interact with the environment. We may soon complete our millennial transition from “ The Flintstones” era to “ The Jetsons” era, where everything is automated and a house can take care of itself.
With the aim of aiming of making the experience of Digital India come alive, IESA (India Electronics & Semiconductor Association), the trade body representing the Indian ESDM, Electronic System Design and Manufacturing industry has signed a Memorandum of Understanding with The Indus Entrepreneurs (TiE), Bangalore chapter to promote start-ups and entrepreneurs in fabless semiconductor and electronic products with initial focus on the IoT space.
The partnership will address challenges faced by entrepreneurs & businesses developing fabless semiconductor and electronic products
The Indus Entrepreneurs(TiE) is a not for profit network of entrepreneurs that was founded in 1992 in Silicon Valley by a group of successful entrepreneurs, corporate executives, and senior professionals with roots in the Indus region. There are currently 11,000 members in 60 chapters across 17 countries. TiE’s mission is to foster entrepreneurship globally through mentoring, networking, and education. Dedicated to the virtuous cycle of wealth creation and giving back to the community, their focus is on generating and nurturing our next generation of entrepreneurs.
TiE Bangalore Chapter was established in February 2000 to encourage and grow entrepreneurship in Karnataka. TiE Bangalore has over 125 Charter Members who are all accomplished and successful entrepreneurs and leaders and over 800 members who are either entrepreneurs or aspiring entrepreneurs. It conducts over 100 events, 25 workshops and 12 mentoring clinics in a year. It provides mentoring, education, access to funding, access to accelerators via networking opportunities and regular meet ups. Over 1000 entrepreneurs have been mentored and assisted by TiE Bangalore since its inception.
ESA is the premier trade body representing the Indian Electronic System Design and Manufacturing ESDM industry and has represented it since 2005. It has over 230 members – both domestic and multinational enterprises. IESA is committed towards building global awareness for the Indian ESDM industry and supporting its growth through focused initiatives in developing the ecosystem. This is through publishing credible data, networking events and alliances with other international associations. IESA works closely with the Government as a knowledge partner on the sector, both at the centre and at the state level.
According to Machina Research data cited at a TiE panel, the global market for IoT in 2020 will be worth about $373 billion in revenue, with $194 billion from hardware and $179 billion from software. India will account for $10-12 billion of this total revenue. IESA and TiE will actively promote the ecosystem with an aim to address the major challenges faced in current ecosystem: Design for Manufacturability (DFM), Testing and Interoperability and Standards and enable the success of the start-ups. They are looking to focus on three main verticals, Energy, logistics and public health.
Commenting on this initiative, Mr. Ashok Chandak, Chairman- IESA and Sr. Director NXP Semiconductors said, “IESA is pledged to make India an ESDM powerhouse and we believe that start-up initiative with focus on IoT will be very crucial step in this direction. Internet of Things (IoT) is a revolutionary phenomenon that offers incredible Innovation opportunities for entrepreneurs to connect the world like never before. We look forward to work with TiE to help overcome key challenges faced by the start-up communities and help realize the Make in India dream.”
Commenting on the alliance, Mr. Naganand Doraswamy, President, TiE-Bangalore said, “TiE is sworn to foster innovation through entrepreneurship nationally and globally. IoT has the power to transform entire segments of Industry like public health, precision farming, surveillance and logistics. Boosting emerging companies in the IoT space will be vital to the economic growth of the nation. We believe IoT is the next big thing and it will be integral part of every sector/mechanism in no time. We are happy to be working with IESA and will chart a roadmap together to make India empowered digitally.”
As a first step towards enabling the start-up ecosystem, the panel discussions themed “Smart Water, Smart power and the Internet: Public utilities for the city of tomorrow” had also been organized for the evening session. The panel discussion had industry thought leaders and experts’ deep dive into the important issues of growing urban world such as traffic, water and energy and discussions on how IoT can help resolve such problems for the city of tomorrow.
Stay tuned for more details and an in depth article about the panel discussion.
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“Let’s work for the world using your strength. The world is waiting for you.” – 20 quotes from Indian startup journeys
From success factors to competitive positioning, witness the memorable journey of Indian entrepreneurship in these excerpts and stories! StoryBites is a weekly feature fromYourStory, featuring notable quotable quotes in our articles of this past week (see last week’s post here)! Share these 20 gems and insights from the week of September 8-14 with your colleagues and networks, and check back to the original articles for more insights!
Diverse and inclusive cultures have greater productivity and higher customer satisfaction. – Alok Ohrie, Dell India
Risk is an uncertainty; an uncertainty is an unanswered question. So, in its simplest terms, running a business is just about answering questions. – Advitiya Sharma, Housing.com
The logistics space provides a great opportunity for entrepreneurs to build a high growth company with an innovative solution. – Padmaja Ruparel, IAN
Internet of Things has the power to transform entire segments of industry like public health, precision farming, surveillance and logistics. – Naganand Doraswamy, TiE-Bangalore
The customer care experience, which we had assumed would always suck, didn’t have to. And I could contribute to changing that. – Raveesh Bhalla, Haptik
Competition is always good. It keeps you on your toes, and there is always something that you can learn from other players. – ScoopWhoop
In India, people want to play games but face many problems which stop them from doing so regularly – can’t find places, can’t find partners, can’t find time, or it’s simply too difficult to organize. – Siddharth Pandey, Leh Leh
India has the potential to produce globally-relevant technology businesses. – Arun Samudrala, 6Degrees
There are too many fashion e-commerce sites, but none engage the user socially. –Nayan Kumar, VioletStreet
Over the years, the car buying market has turned from a seller’s market to a buyers’ market. – Vijay Kumar Reddy, FirstRide.in
I have a hunger to learn, want to figure out the problems in my own way, I might make mistakes, but those mistakes will make me better. It has. – Advitiya Sharma, Housing.com
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How Katiyabaaz is championing the plight of the ‘Powerless’
As far as vigilante superheroes go, Loha Singh is utterly unique. For starters he is real. He didn’t need to don mask and a cape and play a comic book inspired crusader whose heroics are aided with special effects. Every single day he endangers his life connecting wires with his bare hands so that the underprivileged bastions of Kanpur city can get access to electricity. When filmmakers Fahad Mustafa and Deepti Kakkar approached him to play himself in their documentary, he agreed even though he says, “I thought I will end up in jail for Katiyabbaz.”
Katiyabaaz is a documentary like no other. For one, it has an item number. Indie filmmakers Fahad Mustafa and Deepti Kakkar bootstrapped mightily to bring their vision to life and they are determined that the film will be seen by mainstream Bollywood audiences. The film revolves around the power crisis affecting Indian society- forty crore people live without electricity. But it is also a story with heart and soul. For that reason it is smashing through barriers of genres through Bollywood, entertaining while it educates and gives us a wonderful homegrown Robin Hood to cheer for in Loha Singh.
YourStory speaks to Fahad Mustafa about the challenges of bootstrapping a film, fusing fiction and reality to make a documentary that everyone will watch, why this particular issue is so close to his heart and the amazing reaction Katiyabaaz is getting from audiences all over the world.
What real life event sparked the idea for Katiyabaaz?
I was born in Kanpur but grew up outside the country. During that time the memories of the city stayed with me. If you have been to a small Indian city like Kanpur you see these wires dangerously crisscrossing over your head and you know there is a story going on there. Years later when I came back to India and visited it, I found hardly anything had changed. This was interesting because in between my trips, Delhi had changed drastically. But Kanpur remained in an inexplicable time warp. This was fascinating and initially the film was going to be about Kanpur. Electricity was simply a motif in the story. But during the creative process it took on a life of its own, a narrative device to which you could connect various things, and we decided to go with the flow.
How did you and Deepti Kakkar come to collaborate on this project?
Fahad Mustafa & Deepti Kakkar
Deepti and I have been together for the last ten years. She is from Ghaziabad and so closely identified with the theme of Katiyabaaz as well. We started making films together in Delhi when we were undergraduate students in St. Stephen’s college. Then we moved to Vienna, worked with the UN and were involved with many other things. But we kept making films together and founded a production company called Globalistan Films. So this has always been a joint passion for the both of us.
Loha Singh is such a unique protagonist. Was he an actor to begin with or did you rope him in for this film specifically?
No he is not an actor at all. He is what he does in the movie. He is a Katiyabaaz (In Hindi katiya means a wire. A katiyabaaz is someone who steals electricity through illegal wiring). We found him and he agreed to come in front of the camera and show us what he does and why he does it. He is a very intriguing fellow.
How did you secure funding for the film?
The initial seed money came from an award that we had won. Then we collected funds from nine different countries including Netherlands, Korea, Austria, Sweden and Canada. There were film grants that were available. We got into co-production with a US based company. The budget was around 1.5 crore and we cobbled it together somehow.
What were some of the biggest restraints in terms of budget and resources and how did you overcome them?
The big problem was always the budget. We wanted to make the film in a certain way. We wanted to involve the Indian audience deep within the film- have songs, interesting narrative devices, etc. The production values themselves involve a certain amount of investment.
The problem was that nobody in India wanted to fund a documentary, even when the subject is so critical to today’s society. We started the production and the budget kept growing. We kept chasing the money while we were making the film. There would be situations where we would get twenty thousand dollars from somewhere and realize that now we could rent a train. And then we had to finish shooting that within a week. So yes, the biggest challenge was balancing production with direction.
What all film festivals have you travelled with Katiyabaaz? What has the experience been like?
We started at the Berlin Film Festival in February 2013. Then we went to Tribeca, Rio de Janeiro, Melbourne, Dubai and Copenhagen. In fact, I was invited to be on the jury in Copenhagen. The experience has been phenomenal. We got great responses. The first time we screened, there were eighteen hundred people in the auditorium and they gave us a standing ovation. In Germany we were compared to some of the Oscar winning films of last year. Overall we are thrilled with the reaction we have received from the world over.
How far do you think Katiyabaaz has been successful in raising the critical awareness about the issues that it highlights?
It is heart-warming to see the discussion it is generating not only among the mainstream audiences but also among policy makers. Uttar Pradesh Chief Minister Akhilesh Yadav declared that every power corporation employee must see the film. In Maharashtra the Aurangabad Electricity Association is doing targeted screenings of the film in areas where electricity theft is the highest. There is a joint initiative between the Ford Foundation and the World Bank to do a lot of policy related screening and panel discussions of the movie around the world.
This is such a huge crisis that is affecting the country. Forty crore people are without electricity. What we discovered while making the film is that it is only during elections that people talk about this. Otherwise it is conveniently forgotten. It is about time that we, as a society and a political economy, took a step back and decided how we are going to address this issue. In terms of getting the conversation started and the dialogue going, Katiyabaaz has made a big difference.
How did you draw a line between fiction and reality while making the movie?
There is a very clear line between the two in the film. What is more relevant in terms of the narrative is truth and reality. The whole thing is real and presented as it happens. We have used fictional devices to enhance the emotive connect. Both fiction and documentary forms borrow from each other a lot, especially in recent times. We don’t see a big difference between the two forms. At the end of the day, it is what the best way to tell a story is.
Do you see the success of Katiyabaaz paving the way for more ventures like this where responsible film making and entertainment go hand in hand?
Absolutely. We hope that the theatrical release of Katitabaaz creates a market for films like this and not just lose out to content because certain films are marketed at certain audiences for only “entertainment”. We don’t even know what that means.
How did Vikram Aditya Motwane and Anurag Kashyap come on board?
We were screening for the industry in Mumbai and Vikram saw the film. He immediately jumped on board. It was amazing how someone like him committed to our film so quickly. Then we showed the film to Anurag. His father was with an electricity company at some point, so this was quite personal for him too.
So where does katiyabaaz Loha Singh go from here? Is he planning to branch out into acting with his new-found fame?
The sad reality of Loha Singh’s life is that not much is going to change. He is a product of a certain set of circumstances and unless those change for him, and millions of other people in Kanpur, he is going to go through life with a lot of frustration. We reach out to him whenever we can, but we cannot take responsibility of another person’s life. He was a celebrity to begin with in Kanpur, thanks to his electrical wizardry. Hopefully he can get out of that state in life someday.
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MaxMyTV – Connect and Control anything at your home
Some good news for couch potatoes. That big black screen that takes up so much space in your mind can now be put to better use. MaxMyTV, an over-the-top (OTT) solutions company, is putting together ways to integrate various parts of your life to the idiot box. Which means you can not only tweet, check Facebook and email from your TV, but also install video surveillance and control your household devices. Think Internet of Things meets Social TV meets Smart TV.
The Beginning:
After around 12 years of developing various kinds of Embedded systems products for companies like DELL, Tata, and Larsen & Toubro, MAnoharan was bitten by the entrepreneurship bug. He was mulling over a couple of ideas like interactive TV, online buying/selling platform and video storage/sharing portal.
Around then, Manoharan’s wife, also a software developer, moved to Pittsburg for a year on an onsite product and he decided to use the opportunity to launch his own enterprise. While he was working on a couple of ideas, the Startup Weekend – a global Startup event – came to Pittsburgh. This was 2012.
Manoharan pitched the idea of an interactive TV – the only hardware pitch at the largely software event and found an encouraging response. One of the attendees was Andrew Moore, a Google vice president.
Geared up from the positive reactions to his pitch, Manoharan returned home and began working on his product. He roped in former colleague and hardware expert Saravanabhavan and a friend Evenageline as co-founders. Evangeline would look after marketing and business development in the U.S., while Manoharan and Saravabhavan focused on building the product.
Challenges:
The challenges were plenty. Starting with getting to the Start-up weekend. “I got a old car and was driving for the first time in Downtown Pittsburgh. I didn’t have a GPS at that time. I took a wrong turn and there I was in the middle of a bus only one way road. I used my Chennai driving sense and made a U-turn and drove back on the “Oneway Bus lane”. I knew if seen by a cop the consequences would be severe. But I was so desperate to pitch my idea that nothing else would have stopped me.”
And other upheavals:
“That was the weekend the apartment management had asked me to vacate from my apartment due to some unforeseen reasons. So for all 3 days of the Startup Weekend I had to work during the day and then move everything to the new apartment in the night. Without the help of my wife I wouldn’t have overcome all the challenges. My choir friends in Pittsburgh also play a big part in helping me overcome the challenges.”
Business potential:
The market of Internet of Things is estimated at $19 trillion. while the market size of Social TV is $151.14 billion now estimated to rise to to $256.44 billion by 2017.
About the product:
The device will enable you to control home sensors and access detailed analytics right from your TV, and access home automation devices right from your smartphone. Alerts from Sensors, Video from IP Camera or Social Media conversations can be seen while watching a TV program or LIVE event. You can also install surveillance devices and monitor them via IPTV.
What next?
The company is analyzing different manufacturers and see how well they can scale. On the software side we are also adding more security features to the Home automation part. “We will also be testing with 3rd party sensors so that ideally a consumer should be able to plug in any popular sensor and make it work with our smart hub,” he said. All entrepreneurs are risk takers and Manohar is no exception. “The riskiest thing which I have done so far is quitting DELL-FORCE10(which was one of the highly paying employers in Chennai) and travelling to US to build my own product,” he says.
Couch potatoes, weigh in here. IS this something you would like to see in your living room? Share your thoughts here.
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At SHRM India’s annual conference and expo 2014, Manoj Biswas, MD-HR, Accenture India, Sri Lanka and Bangladesh, talked about how emerging technologies are changing the way workforce interacts and the role of HR professionals need to play to engage such a diverse workforce in a way that the common organisational goals are met 
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