HR Pulse

August 2014, Edition1

Warm Greetings from team HRuday to all of you. We welcome the batch of

2014-16 with a belief that the next two years of your stay in IMT shall be the

most memorable ones of your lives. We are pleased to introduce you to the

inaugural edition of our magazine HR Pulse. It is an endeavor to keep you

updated and informed about what is happening in the field of HR. HR Pulse will

carry forward the legacy of ‘Horizon’ and will continue to educate, engage &

entertain the B-School fraternity.

Rechristening, at times, suggests renewal. While we continue with the practice

of bringing to you the latest developments related to HR, we also feature new

sections this time. ‘HR Boardroom’ gives you a glimpse of interesting insights &

novel concepts pertaining to HR. ‘HRfluence’ talks about accomplishments of

Vineet Nayar of ‘Employees First, Customers Second’ fame while Industry

Snapshot makes an engaging read about the latest trends and best practices in

various industries. This edition also features students’ take on key issues being

discussed & debated all over the world. We received many entries for the

‘Article Writing Competition’ and we appreciate the efforts put in by all the

writers.

We hope that you will enjoy this edition of HR Pulse. Wish you all a very

Happy Independence Day!

Happy Reading!!

From The Editor’s Desk

HR Pulse| 1

Samsung’s changing HR culture

The Korean Giant is slowly but steadily trying tobring about a shift in its working culture .It ismaking a concerted effort to move from thelegacy of the country's Confucian, conformistculture, which advocates a rigid, top-downmanagement approach to a more worker-friendly, creative environment with increasedautonomy to foster innovation and bring in newideas. The subtle changes in the policy sphereslike dress code which now allows the staff towear shorts to work on weekends, workinghours which now are much more flexible andvacation policy for women employees are alltargeted to increase employee satisfaction andmotivation. The company is in a Catch-22situation when it comes to changing its culture.It needs to adopt a culture that fostersopenness, creativity and innovation. But doingso would jeopardize its greatest existing culturalasset, its militaristic hierarchy, which enables itto operate at lightning speed to outpace thecompetition. How well it manages this tightrope walk successfully remains to be seen.

Will the 3 day work week work in India?

With World’s top business leaders like RichardBranson founder of Virgin group advocating a11 hour a day, 3 day work week to boostemployee productivity, the big question thatarises is whether India is ready for this workmodel. Most experts in India believe that themajority of the job profiles in India are notsuitable for this type of model.

According to SAP Labs India HR head T.Srinivasan “The idea of 11-hour work days is likesprint running and therefore the model will onlysuit certain specific industries or jobs. Forinstance customer service, retail, entertainmentand healthcare cannot operate in this manner.

HR Boardroom

HR Pulse | 2

In developing economies where productivity isthe key, the need is to create more jobs andtherefore this model will not work”. Only timewill tell whether the model will be successful, ifand when this it gets adopted in India.

Top Companies work hard to retainemployees

Two weeks ago, EMA Partners Internationalssuccessfully closed the hunt to find a legal headfor a manufacturing company, only to see thecandidate withdraw. "His employer increasedhis salary by 90%, a counter-offer the candidatecouldn't refuse," said K Sudarshan, ManagingPartner, India and regional VP (Asia). Suchincidents are becoming more frequent over thepast month or so, as companies are nowfighting fiercely to retain top and mid-leveltalent in anticipation of a strong economicrevival in the country.

Instances of employers making counter-offersto retain key top talent have always been thereeven in the most difficult of markets. But now,with the recent pickup in business sentiment,such counter-offers are growing in number andare common enough to give executive searchfirms a big headache."Around 60% of employers are making counter-offers (at the top and mid management levels),"says Shiv Agrawal, MD of recruitment companyABC Consultants. "We are asking clients tobudget for this when quoting salary to acandidate," he adds.

Beyond more money, companies alsooffer promotions, overseas postings and in-demand projects just to retain the employees.

Warren Buffet famously said, “It takes twentyyears to build a reputation and five years to ruinit.” But in this electrifying age of social media, itprobably takes just 140 characters or fewer foran equally devastating damage.

With the Internet taking over the world day byday by expanding its favourite brainchild, ‘SocialMedia’, it becomes not only prudent but alsoimperative for the industry to invest its time andresources to exploit a platform where opinionsand thoughts fly like pigeons across the sky. Anopen mind feeds on open platforms, and that iswhat the social media provides.

So why and how does a company build relationswith its employees using this golden tool?Firstly, the new generation workforce is heavilyinclined in their habit and preferences towardssocial media. According to Forrester research,75% of Internet users used Social Media in mid-2008 by either joining social networks or bycontributing to blogs and review sites – anunprecedented 57% rise from the previousyear. With an exponential increase in the usageof these online platforms since then, no Eurekamoment is required to realize the staggeringeffect that Internet and Social Media inparticular, has had and has been having in thelife of an average, working individual. Thisgrowth is not limited to the younger generationeither. With Gen-X members (35-44 year olds)foraying into the ranks of critics and socialspectators as well, the practicality of an

In Focus

HR Pulse | 3

Power of Social Media in building Employee Relations

Prashanth SrivatsaBased in Coimbatore, TamilNadu, he is an ElectricalEngineer and a student ofMBA in Finance at IMTGhaziabad. He loves football,writing, economics, tea andmovies.

organization fostering a growth that ismotivated by a strong social media presencecannot be more overstated.

Secondly, in a survey conducted by LinkedIn, itwas found that companies that invest inimproving relationships and communicationswith employees over Social Media can reapbenefits measured in everything fromemployee loyalty to business profitability. Itwas no surprise, therefore, that organizationssuch as Google, Twitter and the Wall StreetJournal topped the list of the most SociallyEngaged Companies in the world. Theemployees, on one hand, feel empowered torepresent their business as it cultivates astrong social presence. In fact, based on thesurvey, a strong 59% claimed to use socialmedia to build relationship with the company.On the other hand, employees experience asense of pride in their organization and areencouraged to share constructive andprofessional information on these platforms.

To add to the impact, a study under WeberShandwick, a leading public relations firm,revealed a burgeoning social mediamovement, which has been labelled,“employee activism”. An employee activist is aperson who creates and nurtures a healthyvisibility for his or her employer, who in turnencourages the individual by actively engagingon social media. It was found that over 50% ofthe employees posted messages or videospertaining to their employers, while over athird have gone to the extent of explicitlysharing praises and positive comments abouttheir companies online. The study also claimedthat employees with a socially engagingemployer are more likely (72% against 28%) tohelp boost sales than the non-engaging ones.

Organizations such as Google and Cisco, whohave clearly exploited the benefits of a strongsocial media presence, use the same for sharingtheir recruitment videos and pressannouncements with their employees andinvestors through content communities. Thethreatening obsolescence of print media andthe attitude of insurgency that social mediacarries against it, has been a strong factor whichmotivates both the employee and the employerto share a platform beyond the office space toconnect and grow. In an interview with 34bloggers from Microsoft, the interviewees feltthat the ability to self-publish content allowedemployees to more easily communicate directlyabout work, improving visibility and makingtheir ideas more searchable and articulate,which are the most valued advantages of socialmedia.

Disengagement, however, is a thorn. Studiesshow that an outrageous 63% of employees aregenerally disengaged with the activities of thecompany they are a part of, often leading tonegative, or even, in the worst cases,unprofessional behaviour on the onlineplatform. Once again, the power of social mediabecomes apparent in it’s stature in that it is notonly a conducive mode of communication butalso a stage where the freedom of expressionbecomes a misnomer. So, while companiessweat it out to serve their customers by anyethical means necessary, an internal conflict

In Focus

HR Pulse | 4

silently grows into an infernal one. Failure todeal with this infernal conflict can bedetrimental to the company’s reputation, whichMr Buffet so harshly pointed out. To cure this,companies have now began extensive scenarioplanning and a social media strategy that helpsthem to define their presence in the new mediagod’s playground, albeit as a solution ratherthan a voluntary act. Nevertheless, it onlyreiterates the vitality of social media in the

current age and its role in shaping theorganizational behaviour in a positive direction

Calling social media a double-edged swordwould be punitive, a tad cautious too, perhaps,given its tremendous amount of pros weighedagainst a few, although damaging cons.However, an empirical understanding of the useof these technologies, from a corporateperspective, is necessary before an organizationforays into these platforms. Employees use theonline stage to make their behaviour,knowledge and preferences visible, the visibilitycan only be analysed by a calculated strategywith well-defined purposes. With swiftdevelopment of new communicationtechnologies, the particular social media thatwe have at our disposal now may not be thelikely ones in the near future, thus, once again,stressing on the need for organizations toprudently, but necessarily, foray into theplayground of their employees.

In a competitive world, like today, Indianindustry needs to be cutting edge to be a part ofthe race. Technological innovations, economicand commercial viability- a pre-requisite for jobsecurity and flexibility is a must to becompetitive. At times, there is a need tosacrifice some jobs to save many. TheGovernment needs to have a proactive and nota protective labor policy. It must increasinglytake up a neutral stand between the conflictinginterests of the employer and the employees.The onus needs to be handed over to theemployers, so that they get flexibility in theiroperation. But the trade unionists viewflexibility in labor markets as a strategy forprofit maximization of the firms and reducingtheir bargaining power, without generatingsufficient employment opportunities aspromised. For them, insecurity has been a majorcause of concern. India is after all still a socialistdemocratic country.

Socialism shaped the principle economic andsocial policies of the Indian government untilthe early 1990s, when India moved towards afree market economy. It espoused the causes ofIndia’s farmers and laborers against thezamindars, princely class and landed gentry.Even today it has a potent influence on Indianpolitics where large number of political partiessupports democratic socialism.

The labor laws were first devised by the Britishin the early 20th century, as Indian textile

In Focus

HR Pulse | 5

industry was offering stiff competition toBritish textiles in the export market. It wasthen that India received the first stipulation of:

•Eight hours of work per day

•Abolition of child labor

•Restriction of women in nightemployment

•Introduction of overtime wages forwork beyond 8 hours

Although the motive was protectionist, theimpact was clearly welfare in nature. Theseinitial laws took shape and came into picture in“The Industrial Dispute Act-1947”. It wasdesigned to make provisions for investigationand settlement of industrial disputes and forproviding certain safeguards to the workers.

It says that a worker, who has been employedfor over a year can only be dismissed ifpermission is sought from and granted by theappropriate government office. Beforedismissal, a valid reason needs to be given andit takes a wait of minimum 2 months before alawful termination can take effect. Permanentworkers can be terminated only for provenmisconduct or for habitual absence. TheIndustrial Disputes Act requires a companyemploying more than 100 employees to seekgovernment approval before firing anyemployee. Indian laws require a company toget permission for dismissing workers withplant closure, even if it is necessary foreconomic reasons. Government may grant ordeny permissions, even if the company islosing money.

Industrial Dispute Act Section 9A concerns thejob content, the area and nature of work of anemployee. It says that in case the job content

Should India make it easier for bosses to sack employees?Swati Dugar

Swati is currently pursuingMBA from Indian Institute ofForeign Trade, batch 2014-16.She completed herengineering in EC from NirmaUniversity.

or the nature of work needs to be changed of anemployee or group of employees, a 21 daynotice has to be given to the employee alongwith employee’s consent. This proves to be aserious impediment in case of a firm trying tointroduce a new technology where someworkers need to be retrenched. If theemployers want to redeploy the workers, itbecomes virtually impossible if the employee oremployees do not give their consent.

At that time, the labor force was seen to beweak and helpless, and their protection wasnecessary. The Act provided for a system wherelabor officials could legally conciliate issuesbetween disputing parties. In this age ofliberalization, the Government needs to give upits ‘protection of labor force’ stand.

From the employee’s point of view, the lawsthat are meant to protect the fundamentalrights of workers are actually working againstthem. Owing to the stringent laws regardingsacking of employees, no company is ready tohire workers full time. Rather, they hire themon a contract basis. Whenever the workload ishigh or a particular issue cannot be resolved,workers are called, made to do the job and goback. This type of work leads to exploitation ofworkers, there is no job security and thereforeto earn maximum amount of wage they dowhatever they are asked to.India, being a developing country, is till boggeddown by its socialist approach while China hasreached greater heights. Even though China is acommunist country, it aspires to bring about abalance between the employees and theemployers.’ rights. Employers in China mayterminate their employees without prior noticeand without severance pay in circumstancessuch as:•When an employee has severely violatedcompany’s rules

In Focus

HR Pulse | 6

•Engaged in a serious dereliction of duty or beenso corrupt as to substantially damage theemployer•Subject to criminal Investigation•Establish employment relationship with othercompanies.Company manuals usually spell out whatconstitutes a severe violation damage. Thefreedom given to the company, even thoughlimited, makes the process easier and thusreduces unemployment, increases business andthus contributes to the development of thecountry.Government protects employment and does notencourage employability. This leaves scope forillegitimate demands of the Trade Unions and area major cause for greater acceptance of capital-intensive methods in the organized sector andaffects the sector’s long run demand for labor.There are three basic theories for perceived needfor flexibility in labor markets.The first one emphasizes on the need for laborforce to change according to the marketfluctuations which happens because of increasein specialized products that requires firms toquickly change the size, composition, and attimes the location of the workforce. The secondemphasizes on lowering the labor costs andincreasing productivity. The third is the politicaleconomy perspective which advocates freemarkets where there would be no governmentintervention and interference of trade unionism.This kind of new employment relations andoccupations have the potential to generate moreemployment and also make available a range ofopportunities to both workers and employers. Sofor any state to achieve this kind of flexibilitywould depend on the how it will be introducedthrough legislative reforms. Hence, I firmlybelieve that companies should be given free-reinin dismissal of its employees, provided that itfollows objective standards in such dismissals.

Can you tell us a little about you own journey in IMT and then at Fujifilm?IMT or rather an MBA degree helps in developing the analytical skills of a person. During our MBAwe got exposed to a lot of STPs which helped us gain some experience and confidence.On the other hand, job has different experiences to offer. A lot of things depend on common senseand relationships. Past experiences and a practical outlook helps a great deal in the job. A sales jobin particular gives you the ability to prove yourself and gives you visibility of the organization.

What should be the aim of students while pursuing their MBA program?Students should aim to develop their analytical skills. They should try to acquire a practical outlook.This would help them greatly in their career.

I understand you are the Area Manager at Fujifilm. Could you briefly describe your role?My job comprises of delivering sales target assigned to my area by enhancing distribution channeland dealer relationships. It also includes analyzing the trends in the market and using it forformulation of sales strategy. Apart from this my work also involves organizing events andcampaigns for existing and new products with the help of different partners and PhotographicInstitutes to enhance the sale. Further, I am also involved in providing market inputs to seniormanagement and accordingly plan product placement.

What do you think are the current prevailing trends in the FMCD industry?Currently, the FMCD industry is one of the most demanding industries and also offers huge growthopportunities to sales professionals. Apart, from this FMCG and Telecom sectors also offer similaropportunities. As far as the camera market is concerned, the onset of online retailing is eating intothe margin of general and modern trade. The camera market is shrinking, which poses a hugechallenge to us.

What about specifically at Fujifilm? What sets your organization apart?Fujifilm needs to concentrate more on marketing as it is lags behind it’s competitors slightly. Thismakes our job difficult. We have to give a lot of schemes and offer higher margins on our productsthan our competitors.

How do you keep yourself informed about the new issues that come up in the industry?Frankly, I do not get much time to update myself by reading. I get a lot of insights by meetingpeople in the field. Experiences of people help a great deal. Also, the schemes and programs run bycompetitors offer some interesting insights.

Filter Coffee

HR Pulse | 7

Pankaj Tariyal is an alumnus of IMT Ghaziabad. He did his B.Techfrom NIT Surat. Currently, Pankaj is working at Fujifilm as an AreaSales Manager in the Delhi NCR region. Pankaj has also workedwith a startup company for a short span of time. In spite of ademanding and challenging job, Pankaj always manages to sporta smile. Excerpts from his interview to HRuday:

Pankaj Tariyal

Can you tell us a little about you own journey in IMT and then at Infosys?IMT means a whole world to me. The experience I had here has changed my way of thinkingaltogether. It gave me friends who became my extended family. Faculty, the best that could be -always supportive and taking that extra step to help us. IMT did everything and more. Infosys on theother hand has been the inspiration for many start-ups. The company started by few “Common Men”who went on to set up a dream company doing extraordinary things. It has been a privilege to workfor the company which played a pivotal role in changing the way of thinking of the entire “GEN Y”.

What should be the aim of students while pursuing their MBA program?Learning! One should aim for getting into as many things as one can in order to expand his learningcurve. Along with studies one should focus on events, collaborate with industries and deliver onquality.

I understand you are the Associate Lead BP HR at Infosys. Could you briefly describe your role?Basically a generalist profile, it includes managing the entire life cycle of employee. One gets tohandle all the aspects of HR, be it C&B or R&R. In Infosys under BPHR, you handle everything for theunit assigned to you other than recruitment.

Is this something that you always wanted to do?Yes. One needs to have a basic understanding of the business of the company and then partneringaccordingly with delivery to help our customers and employees.

What do you think are the current prevailing trends in the HR industry?The current trends include movement into HRIS and role of HR is more of a partner into the businessdevelopment.

What about specifically at Infosys? What sets your organization apart?Infosys HR has taken leaps as compared to industry standards. The HR structure has been sodesigned is that it merges seamlessly with the delivery. With the clear understanding of nature ofwork and business, we in the HR work to remove the bottlenecks and serve the role of thefoundation stone in setting up the work culture as a whole.

How do you keep yourself informed about the new issues that come up in the industry?Through HR conclaves, seminars, workshops, blogs, events and even courses. One can join the NHRDnetwork to keep himself updated about the events and courses and also meet the industry leaders.

Filter Coffee

HR Pulse | 8

Pranav Kumar Tripathi is an alumnus of IMT Ghaziabad. Currently,he is working at Infosys as Associate Lead BP HR. We thank Pranavfor agreeing for this interview at a short notice. Excerpts from hisinterview to HRuday:

Pranav Kumar Tripathi

Latest trend in the Industry

In the past few years small-scale players have emerged in a big way to create tough competition forwell established companies. The reason behind tough competition is the price-sensitive market ofIndia where at times customers may neglect slight quality issues in case of good offers in terms ofprice. This has created a big challenge for companies like us as on one hand we have to retain thesecustomers as well as aim to reach out to new customers including International Brands who aremore quality & efficiency sensitive, rather than being just price sensitive.

To meet this challenge, it becomes very important for the company to posses the right technologyalong with the right employee-base. As a result, the company has started investing heavily in R&D aswell as training activities. Also, the recruitment process has become more strategic with focus onCompetency Based Recruitment.

Best Practices

Annual KRA setting workshop: Every year towards the end of year, the company hosts a 2-dayoutbound workshop where all department heads from all plants & Head Offices along with their 1st

in Line subordinates get together. The exercise is to identify the Internal Customers for eachdepartment and freeze every department’s KRA which should be contributing to the MD’s KRA.

Human Capital concept: Every year based on the performance appraisal, company identifies theHigh-Potential employees and calls them as Human Capitals. These selected employees receivetremendous care and supervision from Company for getting further groomed.

CI (Continuous Improvement) Meet: Every month, all employees get together and the Plant Head &Department Heads share the plant’s last month’s performance along with the Highlights & Lowlights.

Kaizen (Idea Scheme): Employees are motivated to share ideas which they think could bringimprovement in their respective fields of work. These Ideas are then screened by the HR &respective department heads / plant head to choose implementable ideas. Ideas are welcomed fromboth Indirect as well as Direct employees.

Rewards & Recognition: Along with periodic recognition for good work done, each plant hosts anAnnual Award Night ceremony to felicitate the employees.

HR 4 U: HR team facilitates one to one interaction with employees where the employee can freelydiscuss anything with the HR.

Level – wise Training: The Training & Development module of company is very robust and completein design. There are various Training Programmers & Workshops planned for the employees basedon their Skill-set & responsibility in the company.

Safety Drop - box: Each plant has a safety-drop-box where the employees can drop their observationof the day in terms of Accidents/Near-miss Accidents/First-Aid cases.

Daily Training to Shop-Floor employees: Daily 1 hour training is given to shop-floor employeesrelated to their Lines as well as behavioral training.

-HR Manager,

A Leading Auto-Component Manufacturing Company

Industry Snapshot

HR Pulse | 9

Automobile Components Manufacturing Company

Latest Trend in the Industry

"Internet of Things" is one of the latest trends in telecom industry. Internet works on IP (InternetProtocol) address. Presently whenever we use our computer for connecting internet, an IPaddress is assigned to it. Whatever website we connect to , say www.google.com, in the back of itthere is an IP address assigned, on which machine to machine communication works. The websitenames are for our understanding and easy remembrance. When we type these names, a DNS(Domain name server) server translates the names to the corresponding IP address. The actualinternal working is based on IP address. The future trend is that each machine / equipment willhave an IP address.

Consider a scenario- you are returning to your home by your car. As soon as you reach the gate,the car communicates with the gate IP and automatically opens it. As you enter, it closes it again.The room AC has already been switched on and it automatically sets up all your personalpreferences, so that you get a cosy atmosphere. The car IP has already communicated with theTV and the microwave oven, so that not only will your favourite program be running, but alsoyour food will be ready.

In the near future, each and every equipment will be intelligent and have its own IP identity andwill be able to talk with each other. Internet will become “Internet of things".

The biggest challenge in achieving the same is IP address. Presently we are using IPv4 version ofIP nomenclature, which has very limited address and on this scheme, we can not implement thevision of “Internet of things". To overcome this challenge a newer version, known as IPv6 hasbeen formulated. The existing scheme needs to be slowly migrated to the new one, with quitesome time both working in tandem.

We have in first phase, incorporated IPv6 in our internal working. Next, we will start giving theseservices to our customers. The government has a time period of 3-4 years in completing thistransition. The future is exciting in this context.

Best Practices

‘Customer First’ and ‘No Cheating’ are some of the best practices followed in our company. Thereis no incentive to any person to commit such crime. Rather if found guilty, the services of theemployees can be terminated. Transparency is a way to implement these policies.

-Sunil KumarDirector (HR & Enterprise Business)

MTNL Board.

Industry Snapshot

HR Pulse | 10

Telecommunications Company

Nayar joined HCL in 1985 after completing his MBA. Later, in 1993 he founded a start-upcompany, Comnet. It was in Comnet where he introduced the philosophy of EFCS. In 2004HCL founder Shiv Nadar asked Nayar to take over the reins at HCL and turn it around.Nayara accepted the offer a year later and what followed is history. In the next 18 monthsHCL recorded the fastest growth among Indian IT companies. This turnaround was closelywatched by management experts worldwide and featured as a case in Harvard BusinessReview.

Nayar’s philosophy of ‘Employees First, Customers Second’ defied all conventionalmanagement logic. This idea turned the hierarchical pyramid upside down by makingmanagement accountable to employees. This fired the imagination of both employees andcustomers. This brought down the attrition rate and increased revenue per employee. Itwas Nayar who proved to the world that innovation can be applied to organization systemsas well.

An advocate of social change, Vineet Nayar, along with his wife established SamparkFoundation in 2004 which is transforming lives through social entrepreneurship andeducation. He is also the author of the bestselling book ‘Employee First, Customer Second:Turning Conventional Management upside down’. Some of the awards that have beenconferred upon him include

• 'Leader in the Digital Age' Award at CeBIT, 2011

•‘Business HR Champion Award’ at the European HCM Excellence Awards, 2011

•‘IIM Lucknow-Vijaypat Singhania Award for Leadership’, 2012

•Selected in Fortune Magazine’s ‘Executive Dream Team’ List, 2011

•Ranked #2 HR Influencer in India by SHRM India, 2011

•Adjudged as the ‘CEO of the Year’ in Bloomberg UTVi CXO Awards, 2011

- Contributed by Shubham

HRfluence

HR Pulse | 11

Anyone can hold the helm when the sea is calm. —Publilius Syrus

In this edition of HRfluence, we introduce you to Mr. VineetNayar. Vineet Nayar is the man who steered HCL technologies tobecome one of the fastest growing global IT services company.His famous approach of “Employees first, Customers second(EFCS)” has been appreciated by management gurus all over theworld.

Vineet Nayar

“Human resources are like natural

resources; they're often buried deep.

You have to go looking for them,

they're not just lying around on the

surface. You have to create the

circumstances where they show

themselves.”

- Ken Robinson

“Some people today are wandering

generalities instead of meaningful

specifics because they have failed to

discover and mine the wealth of

potentials in them.”

-Ifeanyi Enoh Onuoha

Ease Space

HR Pulse | 12

Sam walks into his boss’s office

and says “Sir, I’ll be straight with

you, I know the economy isn’t

great, but I have over three

companies after me, and I would

like to respectfully ask for a raise.”

After a few minutes of haggling the

boss finally agrees to a 5% raise,

and Sam happily gets up to leave.

“By the way,” asks the boss,

“Which three companies are after

you?”

“The electric company, water

company, and phone company!”

Junior HRuday Members

HR Pulse | 13

AnishA petroleum engineer by choice, he was an integralpart of Adani for 22 months. In IMT for PGDMMarketing, he wishes to succeed in life as anentrepreneur.

MausamA true follower of ‘The Secret’, she has a workexperience of three years in Accenture after doing herEngineering. In her spare time, she loves reading andlistening to music. She is currently pursuing MBA HR.

RohanHe did his Engineering in Electronics andCommunications. He served as a Proposal engineerS&M in International Road Dynamics South Asia Pvt.Ltd. for over a year. He is pursuing PGDM in Marketing.He loves driving and playing football.

ShivaniWith a degree in Engineering and a career path startingin Capgemini, she is expanding her knowledge bypursuing MBA HR. Music and books are a few of themany things that excite her.

Junior HRuday Members

HR Pulse | 14

Sonali Having proved her mettle in Accenture for three yearsas a Senior Software Engineer she is now planning todo the same in PGDM Marketing. She enjoys dancing,writing and travelling.

AniketHe has a degree in Civil Engineering and has workedwith Larsen and Turbo Ltd. for more than three years.He is presently pursuing PGDM finance. He ispassionate about gym and cricket.

ShrutiA nomadic at heart, she has a degree in economicsand is now pursuing PGDM Finance. Reading, musicand dance are a part of her everyday life.

SaurabhA software engineer by profession, MBA Marketingstudent by passion and a dramatics lover by heart.His mantra is to live simple and smart.

The Editorial Team

HRPulse | 15

We hope that you enjoyed the fresh edition of HRPulse. In case you have any suggestions or feedback, please feel free to write to us at

hruday.imt@gmail.com

Shubham

RohanSonali

Mausam Shivani

Anish