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live project

2 MBA/ PGDM students are needed who have completed their first year for a live project of a industry. Stipend would be paid. Interested one can write back @ rk.singal58@gmail.com

Tuesday, September 3, 2013

An Article - Mahatma Gandhi – Soft Leadership-Global Human Resources Peace & Development: Every one should read

Mahatma Gandhi – Soft Leadership

 
Mahatma Gandhi – Soft Leadership“Christ gave us the goals and Mahatma Gandhi the tactics.” – Dr. Martin Luther King Jr.
I led a webinar on “Soft Leadership: A New Leadership Perspective” organized by International Leadership Association on August 29, 2012. When I explained my new leadership concept – soft leadership, and the soft leaders who must contain 11 C’s, one of the participants asked a question, “Is there any leader in the world who possesses all C’s?” I replied, “Yes, there was one leader who had all the 11 C’s such as character, charisma, conscience, conviction, courage, communication, compassion, commitment, consistency, consideration, and contribution – that was Mahatma Gandhi.
Mahatma Gandhi got independence for India through truth and non-violence. He said, “In a gentle way, you can shake the world.” He proved that a leader can achieve everything through moral power, soft power, soft tactics, and soft skills. He showed that it is not the size but strength that matters. It is not the physical strength but moral strength that counts. Mahatma Gandhi influenced the world through his soft leadership including five Nobel Laureates – Dr. Martin Luther King Jr, Nelson Mandela, Dalai Lama, Aung San Suu Kyi, and Barack Obama.
 
What is Soft Leadership?
Soft leadership is a new direction to leadership coined by me. We need this style with the changing times and technologies and due to the dynamic global business environment. This new leadership perspective is essential to meet the rising expectations of all stakeholders globally. Soft leadership can be defined as the process of setting goals; influencing people through persuasion; building strong teams; negotiating them with a win-win attitude; respecting their failures; hand-holding them; motivating them constantly; aligning their energies and efforts; recognizing and appreciating their contribution in accomplishing the organizational objectives with an emphasis on soft skills. It is based on the right mindset, skill set, and tool-set.
 
Soft Leaders and 11 Characteristics
Soft leaders are the leaders who make a difference in the lives of their partners. They don’t believe in leadership and followership, but in partnership. They blend hard and soft skills and lead from the front with 11 characteristics. They adopt various tools such as participation, persuasion, influence, negotiation, motivation, recognition, appreciation, and collaboration. They adopt soft power, soft tactics, and soft tools and techniques to get the tasks executed successfully. They are more of people-orientation rather than task-orientation, and adopt transformational style rather than transactional style. Precisely, soft leaders are relationship-oriented, people-orientated, service-oriented, transformational, authentic, and thought leaders who lead through soft skills. Here are the 11 characteristics that substantiate that Mahatma Gandhi was a great soft leader:
 
Character
Character is one of the key components of soft leaders. It is through their strong character they lead their people by influencing and guiding them. Character is the key thing that differentiates good leaders from others. In fact, good character makes a person a great leader. What counts at the end of the day in your life is who you are, not what you have. Mahatma Gandhi was a great example for character who practiced what he preached. He walked his talk throughout his life. He enlightened, “The Roots of Violence: Wealth without work, Pleasure without conscience, Knowledge without character, Commerce without morality, Science without humanity, Worship without sacrifice, Politics without principles”
 
Charisma
Mahatma Gandhi differentiated, “Power is of two kinds. One is obtained by the fear of punishment and the other by acts of love. Power based on love is a thousand times more effective and permanent than the one derived from fear of punishment.” One of the greatest characteristics of soft leaders is their charisma. Charisma helps in connecting with others easily as people feel valued and pleased to talk with these leaders. Mahatma was a charismatic leader. He succeeded as a soft leader because of his ability to control mystical inner power. He connected with the common man with his charisma. He strongly believed, “An ounce of practice is worth more than tons of preaching.”
 
Conscience
Conscience is one of the major key components of soft leaders as clear conscience makes them stand out from other leaders. People expect leaders to be ethical and responsible. They also look up to leaders whose conscience cares them. Conscience differentiates the right from the wrong. Leaders must have a clear conscience to convince themselves so that they can persuade others. If there is a chasm between the word and the deed, conscience reminds the same. Mahatma Gandhi was always clear with his conscience. He unveiled the mistakes he made in his autography – “Gandhi An Autobiography: The Story of My Experiments With Truth”. Every person makes mistakes but how many unveil and admit them? In fact, it requires a lot of courage to reveal one’s wrong-doings. He rightly said, “The human voice can never reach the distance that is covered by the still small voice of conscience.”
 
Conviction
Mahatma Gandhi asserted, “You can chain me, you can torture me, you can even destroy this body, but you will never imprison my mind.” Conviction is another key ingredient for soft leadership without which the soft leaders cannot lead successfully. It is their convictions that take soft leaders forward and inspire their people to move forward toward achieving their goals. Mahatma Gandhi was a symbol of sacrifice and convictions. He said, “A ‘No’ uttered from the deepest conviction is better than a ‘Yes’ merely uttered to please, or worse, to avoid trouble.” During India’s independence he was subjected to several hardships but he strongly believed in his convictions. Hence, Mahatma Gandhi was an apt example for conviction.
 
Courage
Mahatma Gandhi said, “The weak can never forgive. Forgiveness is the attribute of the strong.” Courage is an integral part of soft leadership. Courage doesn’t mean fighting with others physically. Courage means standing for your principles and policies, and values and ethics. Mahatma Gandhi remarked, “Strength does not come from physical capacity. It comes from an indomitable will.” He stood for his values of non-violence and Satyagraha. Remember what counts at the end of the day is neither your muscle power nor money power but your moral power. Hence, Mahatma Gandhi was a great example for courageous leadership and soft leadership.
 
Communication
Leaders express their ideas, ideals, and insights and persuade others to follow them through communication skills. And soft leaders adopt assertive communication. Assertive communication is the ability to communicate firmly but politely. Mahatma Gandhi was a great communicator who never compromised with his principles but expressed them politely and adopted them firmly. He communicated with the people through practice and by setting an example. He communicated in the language the people understood and not in the language he knew. He said, “I have nothing new to teach the world. Truth and Non-violence are as old as the hills. All I have done is to try experiments in both on as vast a scale as I could.”
 
Compassion
When we refer to compassion, two leaders flash in our minds – Mahatma Gandhi and Mother Teresa. Mahatma Gandhi was a compassionate leader whose heart was filled with tons of compassion. He empathized with the people of all religions and faiths and respected them. He was an empathic leader who had the ability to step into the shoes of others and understand the things from others’ perspective. Once he was travelling in a train, and he was standing at the door enjoying the beautiful scenery of India. One of his chappals slipped away and fell down from the train. He threw the other chappal as well so that the finder can benefit as he would have a pair instead of just one chappal. Keeping one chappal with him would be of no use to him or the finder. It shows his empathy and compassion. Mahatma Gandhi moved with untouchables and gave them due respect. He said, “Compassion is a muscle that gets stronger with use.” Compassion is an integral characteristic of soft leadership. In fact, compassion differentiates soft leaders from other leaders. It helps connect with others easily. People appreciate the leaders who care and touch them.
 
Commitment
Commitment is the key characteristic of soft leaders. Mahatma Gandhi was committed to truth, non-violence, and peace. He rightly remarked, “My commitment is to truth not consistency.” He believed in simplicity and humility. He was committed to fight against inequality and injustice when he was in South Africa and India. He was committed to fight against suppression and oppression. He was committed to Hindu-Muslim unity. He once remarked, “I don’t have a message. My message is my life.” His commitment to the cause of India’s freedom was firm. As a result, he made a significant difference in the lives of Indians.
 
Consistency
Consistency is another important ingredient for soft leadership. Leaders need to demonstrate their consistency so as to have a profound impact on their people. People expect leaders to be predictable, responsible, and credible. Failure to demonstrate consistency might lead to credibility crisis. Mahatma Gandhi maintained consistency throughout his life by sticking to non-violence and peace. He remarked, “True morality consists, not in following the beaten track, but in finding out the true path for ourselves and in fearlessly following it.” Consistency is essential in every area of life. Consistency is essential in putting your efforts to achieve big. It is required to get noticed as a credible and responsible person.
 
Consideration
Consideration is one of the major characteristics of soft leaders as soft leaders basically care for their people. Consideration means how much and how far the leaders are sensitive towards their people. Leaders with consideration have more of people-orientation rather than task-orientation. They empathize with others and understand the problems. Mahatma Gandhi was an empathetic leader who always cared for and considered others. He said, “I don’t believe in stereotypes, I prefer to hate people on a more personal basis. The measure of a truly great man is the courtesy with which he treats lesser men. An eye for an eye will make the whole world go blind.”
 
Contribution
Contribution includes precious time, money, energy, ideas, knowledge, and service to the society. Genuine and selfless contribution takes to true leadership. People respect the leaders who contribute their best to the society without hankering for wealth, power, or prestige. Mahatma Gandhi said, “We must become the change we want to see in the world.” His contribution to India’s freedom movement, and to bring a qualitative difference in the lives of others is unquestionable. He enlightened the world with the knowledge that all religions in the world share common beliefs of truth and non-violence which is his major contribution to mankind. Here is the diagram connecting all 11 C’s that constitute soft leadership and symbolizes the characteristics of Mahatma Gandhi:
Mahatma Gandhi – Soft Leadership
 
Mahatma Gandhi – A Soft Leader
Mahatma Gandhi said, “Truth and non-violence are as old as the hills. All I have done is to try experiments in both on as vast a scale as I could. In doing so, I have sometimes erred and learned by my errors. Life and its problems have thus become to me so many experiments in the practice of truth and nonviolence.”
Mahatma Gandhi had more concern for people and was a participative, and relationship oriented leader. Commenting on leadership he quoted, “I suppose leadership at one time meant muscles; but today it means getting along with people.” It clearly shows that his leadership style is closely connected with soft leadership. He provided a soft touch, believed in soft power, adopted soft tactics, and applied soft skills apart from possessing the 11 characteristics needed for a soft leader. Hence, we can conclude that Mahatma Gandhi was an ideal example for a soft leader. His principles are eternal and his leadership is everlasting.
Mahatma Gandhi continues to inspire people internationally through his soft leadership. He will be remembered as long as civilization exists. Present world needs another soft leader like Mahatma Gandhi to preach and practice non-violence and peace to eliminate intolerance and impatience, and to spread universal brotherhood and fraternity. Dr. Martin Luther King, Jr. said, “If humanity is to progress, Gandhi is inescapable. He lived, thought, acted and inspired by the vision of humanity evolving toward a world of peace and harmony. 

Prof M S Rao
 International Leadership Guru

source : http://www.unpost.org/mahatma-gandhi-soft-leadership/

http://www.unpost.org/#ixzz2dtY15rKz

Monday, September 2, 2013

Job for a Head HR in Mumbai with a Retail MNC

Looking for a Head HR in Mumbai with a Retail MNC. Candidate needs to be excellent with HR Operations and must have excellent skills in working with SAP. Salary not a constraint for the right candidate. Job based out in Mumbai. If interested, please mail your updated cv to anubhavj@unisoninternational.net or call him at 9650454310 / 8527294044 / 0124-4565907

Article on "Organisation Culture - Business Manager"

Article -Organisation Culture - Business Manager HR magazine - Sept. 013


Organization culture is one of those important areas of business that is neither fully understood nor utilized to get success. It is difficult to define it in absolute terms because there is no culture absolute. It is relative. It is not feely component. It is not intangible. It is not vibe. It is one of the most important drivers that if not evolved, set and nurtured over a period of time consciously, will not bring long term sustainable success. Culture of the organization is the shadow of the leader. It cannot be manufactured. It has to be genuinely nurtured by everyone from the leader top down.
Now it comes to understanding what drives the culture of an organization? Is it power or ego of the leader? Is it encouragement or empowerment at all levels? Leadership fuels culture and culture fuels actions that consistently reflect values and beliefs. Having values and beliefs on papers in board room is one thing but making them alive and modeled throughout is another thing. Bringing the values of the organization to the life of the employees is the role of HR people. To create value driven culture, you have to hire persons using values as filter. Authenticity and value have long life.
Vibrant work culture requires openness, cross department collaboration, encouragement, empowerment, team work, trust, transparency and high EI (emotional intelligence) of people. It requires environment to flourish. Environment is built up by managers through strategic clear communication to behave, act and decide in a way that make values and beliefs alive. High EI of managers helps building environment that energize people.
HR professionals have the opportunity to act as culture builder because HR practices have significant, positive and meaningful relationship with organization culture. Such practices become the means whereby work culture is created, developed and maintained.HR can become powerful lever for shaping the culture. They are key internal catalysts for supporting and enabling the organization values. HR has to move from subject expert giving operational excellence to culture builder of the organization.
While the values of the organization are set by top leaders, it is HR that needs to act as mirror of those values and facilitate leaders in taking decisions that support and nurture those values set by them. It can also be a challenge for HR to influence the thought process of business leaders in this respect.
This month's cover theme is about organization culture. Management thinkers, professionals and experts from different industries and business organizations have captured the subject, discussed different dimensions, raised possibilities and posed many questions too for all of us to ponder.
regds,

source :
Business Manager-HR magazine
www.businessmanager.in

Looking for HR Executive/Sr.Hr Executive/HR Manager -



Wednesday, August 28, 2013

ATTENTION - Pay For Performance: Innovation Killer

Pay For Performance: Innovation Killer

Pay For Performance: Innovation Killer
Frank Kalman | Talent Management

As pay for performance - linking employee compensation to effort or productivity - is increasingly accepted as a way to ensure employees are maximizing output amid an increasingly competitive economy, one study reveals the model is actually detrimental to another highly sought-after organizational goal: innovation.

Pay for performance is effective for employees in operational roles, such as a painter painting houses or a salesman hitting quotas. But when it comes to employees responsible for finding creative solutions to problems, the model is ineffective, said Gustavo Manso, co-author of a 2012 study published in the July issue of Management Science.

This is because a straight pay-for-performance model does not have a tolerance for early failure, a component essential to innovation, said Manso, an associate professor of finance at the University of California at Berkeley. Innovation is a "trial and error process," Manso said. "You have to try things that you don't know if they're going to work."

Manso and the study's co-author, Florian Ederer of the University of California at Los Angeles, argue that the perfect compensation structure for innovation is one that provides security of early failures while rewarding for long-term success.

To prove this, the authors used a lab environment with the premise of managers conceiving a lemonade stand. The study tasked three groups with coming up with all the strategic components of setting up a stand - price, location, mix of sugar and lemon. Each group was compensated under separate models: The first group would receive a fixed wage, the second group a pay-for-performance model, and the third group a hybrid "exploration" model.

The authors' hypothesis: The group operating under the hybrid model would explore more and be more likely to find superior strategy than the subjects in the two other compensation models.

The results proved just that. The subjects in the hybrid, exploration compensation model ended the experiment with the best location for the lemonade stand 80 percent of the time. Meanwhile, the subjects in the fixed wage and pay-for-performance model ended up in the best location 60 percent and 40 percent of the time, respectively.

"The problem is the subjects in the standard pay-for-performance model [are] too worried from the beginning to get it right," Manso said. "They don't try to explore a lot.

"Subjects under the fixed-wage model experiment a lot because they don't have any consequence. However, they are not keeping track of what they're doing.

Manso said the third compensation scheme ended up most successful because the group was not afraid to explore and fail early in the process. While the experiment moves along they became motivated by the prospect of being rewarded for long-term success, in turn narrowing the early exploration findings into new and more creative solutions.

In the real world, Manso said some of the most innovative companies have adopted similar schemes. This is seen most commonly with executives through the use of rewards systems built on managerial entrenchment, golden parachutes and option pricing - linking a company's long-term performance directly with an executive's compensated equity stake.

Other innovation- and creativity-driven firms have adopted similar schemes, according to the study, with some systems not only tolerating early failure but also rewarding it.

Still, the percentage of firms that properly identify and apply this kind of hybrid innovation-driven compensation structure is small, said John Bremen, managing director of talent and rewards at human resources consultancy Towers Watson.

What's important, Bremen said, is for companies to create a culture that recognizes and rewards innovation properly through compensation. He said the hybrid model showcased in the study is valid, but not enough companies properly apply it, instead creating a one-size-fits-all model where every employee is expected to spur innovation.

"It doesn't mean pay for performance isn't valid," Bremen said. "I would argue it's a different pay for performance," where employees in operational roles are rewarded for short-term results while those with long-term, transformation duties are rewarded in a longer view.

SOURCE :
[About the Author: Frank Kalman is an associate editor for Talent Management magazine.]

Monday, August 26, 2013

Bajaj Auto strike analysis- Don't Compromise on Business Vaues and Being tough pays sometime

Dear Friends,
The fifty day long workers strike at Chakan plant (Pune) of Bajaj Auto ended on 13 August 2013 with the workers union unconditionally calling it off and deciding to go to work from 14 August 2013. Around 80% workers reported for work next day. Workers union called for strike on 25 June 2013.
It can be termed as a case where to resolve the industrial relations stalemate created by workers union on certain unrealistic issues far from economic reality, if you take a tough stand; it is bound to bring results due to conviction to the cause.
In management-labour stand off, resolving the issues may be easy, but selling the solution to workers is by and large difficult. This has happened in Bajaj Auto case where union leaders pushed themselves to a wall from where there was no exit, but to surrender by withdrawing the 50 day long strike unconditionally.
Strike has never brought win-win situation in labour management relations. This should be properly understood by workers and their union leaders. Union leaders in this case made mistakes one after another and the consequences are catastrophic for workers, because they did not get anything and have lost 50 days wages. 22 workers are subjected to disciplinary proceedings. It is not loss of salary but also a loss of self respect and pride for workers. Union leaders have made the workers laughing stock. On the other hand management also lost sale of around 20,000 units in June alone.
This is the first strike at the Chakan plant of Bajaj Auto in its 16 years of operations.
Management and workers union executed an agreement in March 2010 for 9 years which lasts till 2019 with a clause that provides wage revision in three years. This wage revision was due in March-13. But union arbitrarily terminated the agreement and raised demands on the management. According to labour department workers demanded an annual hike of Rs. 10,000/- with an additional correction of Rs. 5,000/- apart from benefits of variable dearness allowance. The union had then submitted separate list of 37 demands which also seek clarity on the company’s promotion policy, eligibility for a housing loan of Rs. 5 lakh, education loan of Rs. 2 lakh and marriage loan of Rs. 50,000/-. Union also separately demanded a work study at the site to measure how much production is possible in 480 minutes.
Over and above union made audacious demand of allotting 500 shares of the company to each worker at Rs. 1/- only. The point here is to analyze what inspired workers union to raise such a absurd demand. Probably due to leading perception amongst workers that automation and improvement in productivity has resulted in a significant growth in profitability of the company and the benefits are not being shared equitably by the management, union without giving a serious thought raised the demand and gave workers a false hope.
Management moved to Industrial Labour Court against the workers union by filing unfair labour practice complaint and declaring the strike illegal. Union had no moral courage to face the court and avoided to take the notice. In the mean time management shifted the production to Aurangabad and Waluj plant and also kept Chakan plant running through trainees to some extent. From the very beginning management strategy was to be tough on the issue of discipline and share demand and make workers hiring. Further Bajaj Auto M.D. statement that the company will not agree to the demand to allot shares to employees even if the strike goes to for 500 days as even the top management has not been allotted shares, built further pressure on workers and union leaders.
Actually employees’ stock options have never been offered to blue collar employees’ in Indian manufacturing industry. This practice has only been with few IT Organisations. Tata Motors and Mahindra & Mahindra allotted shares only to top management in the R&D division and not to workers. In manufacturing culture loyalty of the employees cannot be bought by giving shares to them. Moreover, the ESOP has never been a part of union negotiations in Indian industry. It can be said that Mr. Bajaj has done a good job by rejecting this demand firmly from the day one. His stand has insulated the entire manufacturing sector of the country from such absurd demand of unions. In future workers unions will think twice before raising such demand.
Side by side management also suspended 22 workers who were found involved in various issues of indiscipline and go-slow.
At the end, workers union could not get even a face saving medium. Suspended workers have not been taken back and management only assured that suspension cases would be considered “objectively and sympathetically”. The cause as well as timing of the strike was wrong. They had to call off strike without any of their demands-including substituting new wage agreement-met.
The lesson from Bajaj Auto case is clear-management should never compromise with their basic business values and principles. In labour management conflicts, opting for short term peace will surely breed long term problems that develop in to more complex relationship and lastly workers unions should demonstrate enough maturity while raising demands. Being tough in IR is not bad always.
source :
www.businessmanager.in

Friday, August 23, 2013

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