HRD is Lead Function
Monday 26 August 2024
Sunday 13 March 2016
Books by T. V. Rao
Books of Talam Venkateswara Rao
(includes authored, edited, singly, jointly, and different editions)
- HRD, OD and Institution Building: Essays in Memory of Udai Pareek. New Delhi: Sage Response Books, 2016 Edited jointly with Dr. Anil K Khandelwal. (http://www.amazon.in/Hrd-Od-Institution-Building-Essays/dp/9351509915/ref=sr_1_fkmr0_2?ie=UTF8&qid=1457928376&sr=8-2-fkmr0&keywords=HRD+OD+and+Institution+Building+T+V+Rao+and+Anil+Khandelwa)
- Effective People: New Delhi: Random House, 2015 (http://www.amazon.in/s/ref=nb_sb_ss_i_2_16?url=search-alias%3Daps&field-keywords=effective+people+t+v+rao&sprefix=Effective+people%2Caps%2C543)
- Performance Management: Towards Organizational Excellence: New Delhi: Sage Response Books, 2016, (http://www.amazon.in/s/ref=nb_sb_noss?url=search-alias%3Daps&field-keywords=Performance+management+T+V+Rao)
- HRD Audit: Evaluating the Human resources Function for Business Improvements, 2nd edition, New Delhi: Sage -Response Books, 2014 (http://www.amazon.in/HRD-Audit-Evaluating-Resource-Improvement/dp/8132119673/ref=sr_1_1?s=books&ie=UTF8&qid=1457929558&sr=1-1&keywords=hrd+audit+t+v+rao)
- Organization Development: Accelerating Learning and Transformation: New Delhi: Sage: Response Books, 2011 (S. Ramnarayan & T V Rao) (http://www.amazon.in/Organization-Development-Accelerating-Learning-Transformation/dp/813210739X/ref=sr_1_1?s=books&ie=UTF8&qid=1457929629&sr=1-1&keywords=Organization+Development+S+Ramnarayan)
- The Power of 360 Degree Feedback: Developing Leadership the India Way: 2nd edition, jointly with Dr. Raju Rao, New Delhi: Sage- Response Books, 2014 (http://www.amazon.in/Power-360-Degree-Feedback-Effectiveness/dp/813211969X/ref=sr_1_1?s=books&ie=UTF8&qid=1457929853&sr=1-1&keywords=The+Power+of+360+Degree+Feedback)
- 100 Managers in Action: New Delhi: Tata McGraw-hill, 2012 (with Charu Sharma)
- Entrepreneurship: A South Asian Perspective by D. F. Kuratko and T. V. Rao: New Delhi: Cengage Learning, 2012
- Nurturing Excellence: Indian Institute of Management, New Delhi: Macmillan, (Co-authored with Vijaya Sherry Chand, 2011)
- Managers who Make a Difference: New Delhi: IIMA Book Series, 2010 Random House. (Second edition 2016 with added chapters)
- Life after 360 Degree Feedback and Assessment and Development Centres; Editors T. V. Rao, Nandini Chawla and S. Ramnarayan): New Delhi: Excel Books, 2010
- HR Best Practices; New Delhi: Steel Authority of India (jointly with Nisha Nair, Neharika Vohra, and Atul Srivastava), 2009.
- HRD Score Card 2500; New Delhi: Sage, Response Books, 2008
- Hurconomics; New Delhi: Oxford & IBH, 2008 Republished by Pearson Education: New Delhi, 2011..
- The Power of 360 Degree Feedback; (Jointly with Mr. Raju Rao), New Delhi: Response Books, Sage, 2005. (Won Two awards as best Management book of the Year: DMA and ISTD)
- The Future of HRD; New Delhi: Macmillan India, 2003
- HRD in Asia: First Asian Research Conference on HRD; (jointly with Ramnarayan, Udai Pareek, AAhad Usman Gani) Academy of HRD, New Delhi: Oxford and IBH, 2003.
- HRD Audit; New Delhi, Response Books, Sage Publications, 1999
- Institutionalization of Innovations in Education; Ahmedabad: Swiss Agency for Development Cooperation & TVRLS, 1999 (With Jaya Indiresan and M G Jomon)
- Changing Teacher Behaviour through Feedback; Hyderabad: ICFAI, 2006, (With Udai Pareek)
- Training for Education Managers; New Delhi: Macmillan, 2005 (With Udai Pareek)
- 360 Degree Feedback and Assessment & Development Centers; (edited by T V Rao and Nandini Chawla) New Delhi: Excel Publications, 2005
- Performance Planning and Review Manuals; Ahmedabad: TVRLS, 2005
- HR @ Heart of Business; (edited by TV Rao, A Gangopadhyay, RSS Mani), New Delhi: Excel Publications, 2002.
- Performance Management and Appraisal Systems; New Delhi: Response Books, 2004
- 360 Degree Feedback and Performance Management Systems; (Editors T V Rao, Gopal Mahapatra, Raju Rao and Nandini Chawla) Volume 2, Excel Publications: New Delhi 2002.
- 360 degree Feedback and Performance Management systems Volume 1; (Editors: T V Rao and Raju Rao), Excel Publications: New Delhi, 2000.
- Organizational Renewal in NGOs: Experiences and Cases; (Co-author with Uma Jain), Hyderabad: Academy of HRD, 1996
- Organization Development: Interventions and Strategies; (Co edited with S Ramnaryan and Kuldeep Singh), New Delhi: 1998, New Delhi: Response Books
- Pioneering Human Resources Development: The L&T System; Ahmedabad, Academy of HRD, 1998 (Co-author)
- Redesigning Performance Appraisal System; 1996, Tata McGraw Hill, New Delhi
- Human Resources Development: Experiences, Interventions Strategies; 1996, Sage Publications, New Delhi
- Performance Appraisal and Review: Trainers Manual, Operating Manual and Skills Workbook; Learning Systems, New Delhi, 1978
- Designing and Managing Human Resources Systems; Oxford & IBH Publications, New Delhi, 1981, 1991, 2003 (Co-author) (This book has won ESCORTS award as best management book in 1982)
- Performance Appraisal: Theory and Practice; AIMA-Vikas Management Series, New Delhi, 1984 (Also translated into Bhasha Indonesia by PPM, Jakarta).
- Recent Experiences in Human Resources Development; Oxford and IBH, New Delhi (edited by T.V. Rao and D.F. Pereira)
- Alternative Approaches and Strategies of HRD; (edited by T.V. Rao, K.K. Verma, E. Abraham and A. Khandelwal), Rawat Publications, Jaipur, 1987
- Excellence Through Human Resource Development; (editors M.R.R. Nair and T.V. Rao), New Delhi, Tata McGraw Hill, 1990
- Designing Entrepreneurial Skills Development Programmes; London, Commonwealth Secretariat, 1990 (co-author)
- The HRD Missionary; New Delhi, Oxford and IBH, 1990 (Second edition: 2009 TVRLS)
- Readings in HRD; New Delhi, Oxford and IBH, 1991
- Career Planning and Promotion Policies; Ahmedabad, Academy of HRD, 1982 (co-author)
- Appraising & Developing Managerial Performance; AHRD Publication, 1996, reprinted at New Delhi: Excel Books, 1999
- Institution Building in Education and Research: From Stagnation to Self-Renewal; (Eds. R.J. Matthai, Udai Pareek and T.V. Rao), All Indian Management Association, New Delhi, 1977.
- Adult Education for Social Change; Manohar Publications, New Delhi, 1980 (co-author)
- Handbook for Trainers in Educational Management with special reference to Asia and Pacific; UNESCO, Bangkok (Co-author) 1981
- Management Processes in Universities; New Delhi: Oxford & IBH (PSG Monograph 1, Indian Institute of Management, Ahmedabad 1978, co-author with R.J. Matthai and Udai Pareek)
- Behavioural Sciences Research in Family Planning; Tata McGraw Hill, New Delhi, 1974 (co-author)
- Doctors in Making; Sahitya Mudranalaya, Ahmedabad, 1976
- Managing Family Planning Clinics; Asian and Pacific Development Administration Centre, Kaula Lumpur, Malaysia, 1977 (co-author)
- Change Agents in Family Welfare: An Action Research in Organized Industry; Academic Book Centre, Ahmedabad, 1978 (co-author with Pramod Verma)
- Developing Entrepreneurship: A Handbook for Policy Makers, Entrepreneurs, Trainers and Development Personnel; Learning Systems, New Delhi, 1978 (co-author)
- Identification and selection of Entrepreneurs; (Eds. T.V. Rao and T.K. Moulik), Indian Institute of Management, Ahmedabad, 1979
- Developing Motivation Through Experiencing; Oxford and IBH Publications, 1982 (co-author with Udai Pareek)
- Entrepreneurial Skill Development Programmes in Fifteen Commonwealth Countries: An Overview; Commonwealth Secretariat, London, 1991
- Handbook of Psychological and Instruments; Samasthi Publications, Baroda, 1974 (co-author)
- Stewart Maturity Scale: Indian Adaptation; Manasayan, New Delhi, 1976
- Sales Styles Diagnosis Exercises; Learning Systems, New Delhi, 1976
- Behaviour Processes in Organizations; Oxford and IBH Publications, New Delhi, 1981 (Co-author with Udai Pareek and D M Pestonjee)
- Measuring and Managing Organizational Climate; Ahmadabad: Academy of HRD, 1996 (With Dalpat Sarupriya and Dr. Sethumadhavan)
- Selected Readings in HRD; New Delhi: Tata McGraw Hill, 1998 ( with Singh, Kuldeep & Nair, Baburaj)
- HRD Philosophies and Concepts: The Indian Perspective; Ahmedabad: Academy of HRD, 1994 (with Abraham, E & Nair, Baburaj V. Eds.)
- HRD in the New economic Environment; New Delhi: Tata McGraw Hill, 1994 (co-edited with Silveira, D. M., Srivastava, C. M. and Vidyasagar, Rajesh)
- Competency Mapping Education Kit (4 Volumes), Ahmedabad: TVRLS, 2005.
Friday 25 September 2015
“Innovation in HR Education: Reasons to Revamp.”
Theme: “Innovation
in HR Education: Reasons to Revamp.”Agenda
for Indian Institutions to align to Global curricula: Some
thoughts
Prof. T. V. Rao
(Summary of the Points made at SHRM Conference “Velocity: Accelerating HR”SHRM India Annual Conference and Exposition on September 25th, 2015, New Delhi by T. V. Rao)
HR in India:
HR Function in India when it evolved in mid seventies included: (i) HRD, (ii) Worker Affairs (Employee
Relations and Industrial Relations called as Worker Affairs), and, Personnel Management
or HR Administration (PM or HRA). See designing and Managing HR systems by
Pareek and Rao, 1982. HRD as it originated in India meant: (i) Competency Building + (ii) Commitment Building
+ (iii) Culture Building unlike in the west where it meant essentially Training
and Development. Today in India with technology & other developments HRA
getting Outsourceable while HRD and IR & ER are not. HR in India has its
own unique context which needs to be understood. Indian mind is different in some
aspects from the western mind and this needs to be appreciated in the
application of any HR Education based on competency models evolved in the west.
What is HR Education?
We define HR education as all the knowledge, attitudes, skills, values, motivations, traits and qualities
required to enhance competence, commitment and sustainable culture that
enables people to: (i) to spot, utilize,
and develop talent (self or others), (ii) to enjoy work and make productive
contributions, and (iii) achieve the respective
organizational, community, group or goals at the same time meeting personal aspirations.
Who Needs HR Education?
All People Managers need HR education. These include:
(i) HR Professionals or HR Facilitators, (ii) Line Managers & Supervisors, (iii)
Employee Unions & Association Representatives, including workmen, filed
level staff and grassroots level workers in the case of Government and NGOs
(iv) CEOs. The targets of HR education
need to be extended to (i) corporate sector, (ii) Government, and (iii) NGOs
and those working for charitable organizations and movements. These can be
represented in a matrix from:
Sectors
|
|||
Corporate
|
Government and Public services
|
NGOs and Voluntary action Groups
|
|
CEOs/
HODs/ Top Management
|
CEOs, MDs, Heads of Functions
|
Civil servants state & central level,
IAS, IFS, IRS, etc. Secretaries, MDs of Public services
|
Presidents, Trustees, Office bearers,
Founders, Secretaries treasurers
|
Line
Managers & Supervisory staff
|
Junior, middle and senior managers in executive
or managerial capacities 2nd and third line executives
|
Heads of Functions
Project staff execution staff, Dy. Secretaries,
Section officers, State, district and Taluka level functionaries
|
All supervisory staff
|
Workmen,
Field level workers, Their Unions and Associations
|
Workmen, Operators, Pilots, teachers
|
Teachers, Health workers, filed level
staff in villages, at Blocks and d districts
their employee organizations
|
Filed workers, volunteers
|
HR
Facilitators or Professionals
|
CHROs, HR Managers, L&OD Managers,
Talent Managers, OD managers and all other forms of HR facilitators
|
All HR Managers in Universities,
Public utilities, community services etc. All professionals with different titles and
names
|
All R professionals with different
titles and names
|
These
can be further classified in terms of levels like entry level, juniors,
middle level and seniors and Top levels
|
As the table
reveals the focal points or the targets groups of HR education is vast.
HR Education
for HR facilitators:
When HR Function was evolved in L&T in 1974 - HR
Department was designed to be a facilitator of the 3 Cs (Competence commitment
and culture building) and Line Managers were the implementers or users and beneficiaries
of HR. In fact line managers were trained to plan their performance, review,
coach, motivate their juniors learn to identify development needs, plan
development and careers. In mid seventies itself the line managers trained as
HR facilitators informally called themselves L&T University. The success of
HR was envisaged to be on the day when the HRD department makes itself redundant
by making every one a HR d Managers for self and the team. Over a period of
time HR focused more on themselves and has not fully developed others to be
taking care of their own HR. Hence the need for HR education of targets groups other
than HR facilitators had become more crucial now than before.
As far the HR education for HR facilitators in s concerned
the issue is where do we focus? Competency building for HRA (Outsourceable HR) Or
HRD (Intellectual capital Building HR)? Unfortunately HR education hitherto focused
on HR Administration or outsourceable HR even for HR professionals. Good HR professionals
see more opportunities as consultants and see less opportunities for implementing
good HR in their corporation’s s they have reduced themselves over a period of
time to HR administrations rather than builders of the 3 Cs.
Competency Models
There are competency models for HR Professionals
globally and in India. These include those by
(i)
SHRM ( Nine competencies globally
tested)
(ii)
Dave Ulrich (six global competencies)
(iii)
NHRDN –HRSCAPE in process (Eight plus
four), and
(iv)
TVRLS (ten competencies)
All these models are for HR professionals and models
like the one by SHRM define the competency levels for each competency with
indicators in some details. Competencies are contextual and all models have serious
limitations in causing success in different settings. At best they can be good preparatory
for success and lay foundation but they have to be contextualized to enable everyone
to perform and achieve results. Thus as I have argued elsewhere competency models
can be misleading unless we interpret them properly, treat them with respect
and give them the importance they deserve and nothing more. No amount of
details in competency models can substitute individual idiosyncrasies. For example
competency models required for short term target oriented fast changing organizations
like Google, Flipcart, Amazon, face book, long term investment and gestation
period and high investment based manufacturing organizations in power sector,
oils sector, renewable energies, steel, automobiles and the like. HR managers
in these organizations need different types of competencies suitable to them
and have to stay longer to implement any HR interventions. Similarly HR
facilitators in MSMEs (Micro Medium and Small Enterprises) need different competencies depending on the stage of
evolution of the MSME. Competency models use one fit for all solutions. Hence
they have limitations and need to be adapted. However the competency models do offer
basic education required being successful in any setting and the contextualization
is the job of respective sectors or organizations. Professional bodies, educational institutions and consulting organizations
have to work closely with the respective entities to contextualize the competencies.
There are no Models yet for other categories in the
matrix above: There is body of Knowledge in the form of Organizational Behavior, OD, Self management, Personal
and Interpersonal competencies, Team
management etc. taught in management schools without any systematic and integrated
models and they have served some good purpose.
It was HR’s role to develop such models and make
itself dispensable which it has not been able to do so far. As a result our M B
A Programs remained lopsided. For example in
most B-schools HR & OB courses don’t exceed 10% - 15% of
content and time while all alumni of B-schools acknowledge the importance of
people & Talent Management. Srikant Datar in his Harvard Business school study
of top hiring companies in the US has indicated that what industry expects from
MBA education is I filled with gaps in many areas. In fact the areas he
outlined like leadership, change management, creativity and innovations, entrepreneurship,
global understanding etc. are all filled with soft skills. The same has been found
in another IIMA study by a group of faculty.
HR
has not done its job of Making “Line Managers” “People Managers”- failed
in the 3 Cs. HR’s focus has been on those that give them “Direct Power” and not
those that give them “Expert Power” or build Intellectual capital
Even within HR, Competency models are not culture and context sensitive
Lifting up HR Function: 7 Challenges of HR
If we follow
the process of development of a competency model we will have interesting insights.
A competency model is built on listing of critical competencies required to perform
most roles in a function successfully. It starts with the purpose of the function,
lists tasks and significant activities, lists knowledge attitudes and skills
etc. required to perform them and then group them into levels depending on the
level (junior, senior Manager, AGM, DGM, VP, and CEO Etc.) of the person performing
the same as indicators. The most critical part of the competency mapping
process is the activity or task list. Unfortunately once the competency framework
is prepared by experts the task list id forgotten and thus the competency g frameworks
deny the contextualisation to the user. For example we have defined at TVRLS while
lifting up the HR function, the following new tasks to be the future as additional
and critical tasks of all CHROs and HR managers:
1. Thinking ahead of their CEOs
2. Influencing the thinking of CEO or Business Heads
3. Restructuring their role or structuring it
appropriately
4. Developing Leaders and Leadership Pipeline
5. Continuous learning and learning from juniors (Gen
Y)
6. Making the corporation innovative and promoting
innovations
7. Developing Intellectual capital through Culture and
Values
Unfortunately these don’t figure out in many of the competency models.
This is to make a point that competency models need to
be reviewed and updated continuously and contextualized continuously.
HRSCAPE: NHRDN
HRSCAPE consists
of eight functional competencies (as shown in the outer periphery) and four
behavioural competencies (shown in the inner circle).
Each also
has sub-competencies. For instance, strategic HRM has four sub-competencies:
understanding the business context, HR strategy, aligning HR architecture, and
contribution in business strategy.
The
competency framework provides for assessment at four levels: basic, competent,
advanced, and expert.
TVRLS Competency List
1.
Business Knowledge
2.
Functional excellence
3.
Leadership and Change Management
4.
Strategic Thinking
5.
Personal credibility
6.
Technology Savvy
7.
Personnel Management and Admin skills
8.
Vision of the Function & Entrepreneurship
9.
Learning attitude and self management
10.
Execution Skills
SHRM Competencies
- Human Resource Technical Expertise and Practice
- Relationship Management
- Consultation
- Organizational Leadership and Navigation
- Communication
- Global and Cultural Effectiveness
- Ethical Practice
- Critical Evaluation
- Business Acumen
Ulrich Global Competencies
- Strategic petitioners who understand evolving business contexts,
- Credible activists who build relationships of trust.
- Capability builders who define, audit and create organization capabilities
- Change champions who initiate and sustain change
- HR innovators and integrators who look for new ways to do HR practices
- Technology proponents who use technology for efficiency to connect employees
Which Model does Indian Institutions Follow?
Most institutions follow no
model but their own curricula evolved on the basis of faculty and institutional
competencies evolved over a period of time. Some of them who use practitioners
as visiting faculty bring competencies that industry needs but this is done in
an ad hoc way as practitioner faculty available. It is only in recent times
thanks to SHRM institutions like the We school, NMIMS and professional bodies
like the NIPM have in principle started using the SHRM competency models. XLRI
started offering on line education programs.
What institutes need to do?
- Review and develop “People Management Competency Models” (PMCMs) for other categories presented in the matrix earlier.
- Develop curricula & Focus on Executive Education
- Use professional bodies: SHRM, NIPM, ISTD, NHRDN, CII, FICCI, LMAs etc.
- Collaborate first among themselves to learn from each other use each other resources to lift up the education jointly and then compete
- Develop Faculty (FDPs with Professional bodies)
- Use practitioners
- Start Doctoral Level research Programs
How do we Adapt global
competencies into the curriculum?
- Cntextualise competencies and curricula to country and sector and target group requirements using the matrix presented above
- Focus on Employee Categories: HR, Line, CEOs, Supervisors, Union leaders, filed workers, etc
- Develop models after some research and research for Startups, MSMEs, Mid size corporate of the long gestation period and short gestation period entities
- Separate models used for Large corporate: Public, private, MNVCs, Multi-locational etc.
- Offer education packages according to contextualized competency requirements
- Start Executive Development programs for all categories
- Offer them level wise and category-wise
- Use Technology and on line learning
- Modify packages available at SHRM or Institutions like XLRI, Xavier University, TISS, NMIMS, We school, SCMHRD, Gitam University, Amity Business School, IIMs, IITs and all those how offer relevant education in HR
What does the HR Community
need to do to make this change?
- Recognize that HR is for all and not merely for HR professionals
- Revisit the basics of HR
- Redefine the role of HR
- Redefine and reorient CEOs
- There is enough of Body of Knowledge in current offerings of Institutes, professionals bodies and consulting organizations
- Appreciate the Diversity & Complexity of the country and use existing resources
I thank SHRM
for giving me this opportunity and Professor Dr. Wayne F. Cascio, (Distinguished
Professor, University of Colorado, and Robert H. Reynolds Chair in
Global Leadership, Academic Chair, CU Executive MBA Program of
the Business School, University of Colorado Denver) for his talk on
the global scenario and SHRM curricula.
I reproduce belwo comments by Dr. Wayne Cascio on this post: 29-09-2015
Your post covers a number of topics, but I wish to focus only on two of them. Regarding competency models, you note with respect to SHRM's competency model, that none of the competencies have been "globally tested." What do you mean by that? More than 32,000 HR professionals from 33 countries (including India) helped to develop the SHRM Competency model. There is much content-oriented validity evidence to support the model. So I don't understand what you mean by the word "tested".
(This was due to an typo error in the first edition of the blog where the author typed none in place of nine and the error got corrected. Thanks to Wayne's reply.)
Second, I do not agree, particularly with respect in the context of certification, that the lack of contextual cues diminishes the usefulness of any assessment of global competencies. I agree that context is highly important in any selection context, but SHRM's competency model is intended to be used in the context of certification. This is quite different. Consider the CPA exam, for example. It is a certification test, but does not test contextual accounting knowledge in, for example, oil and gas accounting, or currency-hedging accounting. That is the responsibility of the hiring organization. It can provide context based on a host of variables, such as industry, stage of evolution of the firm, size of the firm, or span of operations.
That said, I believe that it has been demonstrated clearly in the research literature that situational judgment items designed to assess behavioral competencies predict subsequent success in a variety of settings. Video-based, international situational judgment items that demonstrate culture fairness have been developed, as indicated in the following study: "Putting Judging Situations Into Situational Judgment Tests: Evidence From Intercultural Multimedia SJTs," by Thomas Rockstuhl, Soon Ang, and Kok-Yee Ng (Nanyang Technological University); Filip Lievens (Ghent University), and Linn Van Dyne (Michigan State University). Citation: Journal of Applied Psychology, 2015, Vol. 100, No. 2, 464–480.
I believe that this is an important development, and that global HR competencies can be assessed in a culture-fair manner. In my view, they clearly have a place in HR certification.
It was a pleasure to meet you and to present with you at the SHRM-India conference last week.
Best wishes,
Wayne
Wayne F. Cascio, Ph.D.
Sept.-Dec. 2015: Distinguished Visiting Scholar
Foster School of Business
University of Washington, Seattle, WA
Distinguished Professor, University of Colorado, and
Robert H. Reynolds Chair in Global Leadership
Academic Chair, CU Executive MBA Program
The Business School, University of Colorado Denver
Email: Wayne.Cascio@ucdenver.edu
Dear Wayne:
Many thanks for your comments. It is so nice of you to have taken time to read and comment on my blog.
I fully agree with your comments. I am aware of the work done by SHRM. In the blog there is a typo. The sentence SHRM (nine globally tested competencies) was typed as (None tested competencies) what a difference it makes if an "i" is replaced by an "o" in a word. Sorry that I should have read it more carefully before I posted.
The second set of observations on assessment- In indian context a lot of facking is possible on situational tests measuring attitudes and personality. We have consistently maintained that for promotion and recruitment purposes such tests should be cautiously used. We have enough evidence to say that what people say they will do they may not do. Actual behaviours are better indicators of the competence as the McClelland's school of thought implies. In fact the entire competency movement came from the finding that competencies are to be inferred from what people have done. Having said that I am not against testing for certification at all. We use a lot of them for development centers.
Enjoyed reading your comments and may I have your permission to reproduce then in the blog as your comments? Warm regards
TV
Further Comments by Dr. Wayne 29-09-2015
Thanks for your insightful comments TV. I agree that actual behaviors are the ultimate indicator of what a person actually will do with respect to any given competency. In selection contexts, hiring managers typically focus on background checks or work-sample tests (e.g., making a sales call in an interview for a sales position) or assessment centers. With respect to situational judgment tests, a recent meta-analysis, based on 134 validity coefficients and 28,494 individuals, found the following average levels of validity for various types of skills: teamwork (0.38), leadership (0.28), interpersonal skills (0.25), and job knowledge and skills (0.19). In each of these skill domains, video-based SJTs had stronger relationships with job performance than paper-and-pencil SJTs. Source: Christian, Edwards, & Bradley (2010). Situational judgment tests: Constructs assessed and meta-analysis of their criterion-related validities. Personnel Psychology, 63, pp. 83-117.
Perhaps more important, SJTs have been shown to make the prediction of job performance more accurate above and beyond job knowledge, cognitive ability, job experience, and conscientiousness, while showing less adverse impact based on ethnicity as compared with general cognitive ability tests. Source: McDaniel & Nguyen (2001). Situational judgment tests: A review of practice and constructs assessed.International Journal of Selection and Assessment, 9, pp. 103-113.
In short, the validity of situational judgment tests is fairly well established. They DO predict subsequent behavior in a variety of contexts, albeit far from perfectly. I don't think we disagree overall, but people need to be aware of the research literature regarding the validity of these measures of competencies.
You certainly have my permission to publish my comments on your blog.
Best wishes,
Wayne
Thursday 17 September 2015
P V R Murthy as an Institution Builder
People behind NHRDN: P V R Murthy
(This is first in the series and will form a part of my forthcoming book on "The Autobiography of Two Institutions: NHRDN and AHRD" and is expected to feature a number of individuals who made a difference to both these institutions)
“Institution building is an act of faith”- Ravi J Matthai.
Whose faith? Certainly of “some people”. No institution gets
built by a single individual. It is the faith of several though one or two or a
few may be the champions.
PVR is one who has shown such faith in primarily in two
institutions with which he was associated: NHRDN and ISABS. He rarely held any office and even if he was
an office bearer what mattered to him is the building of the body and not the
office he held. His commitment to these institutions was total and lifelong.
He was a participant
in the National seminar of “recent Experiences of HRD” held at Sea Rock hotel
Mumbai on February 27- March 2nd 1985. I came in touch with him
first in this seminar. He was working with Sundaram Clayton as DGM HR. When we
decided to start the NHRDN he along with Chandrasekhar of L&T volunteered
to steer it in Chennai. Since then there was no looking back. He continued to
support NHRDN with his time and spirit. His contributions are both in terms of
intellectual capital and continuous rejuvenation whenever the Chennai network
was inactive and in trouble. He played the same role with ISABS.
I still remember the several journeys we used to have driving
down from Bangalore to Hosur when he invited me to work with Sundaram Clayton
to introduce the PMS. We used to meet and the only issue we used to discuss was
NHRDN and its foundations and shaping its future. It was in these conversations
we designed a distance education program and also the HRD Facilitators program
which we implemented along with ISABS in Jaipur. It is the funds from these
programs that helped us to start the Academy of HRD. When he told me the story
of how he narrowly missed getting his Fellow title from IIMC, I felt bad and
repeatedly persuaded him not to give up. He used to narrate proudly how he met
Mrs. Indira Gandhi when she was PM, for his dissertation work. He wrote a
thesis but to the extent I recollect it did not get the approval of someone in
IIMC and he had to join back his company and could not pursue the same. He
registered for his Ph. D. with me with Gujarat University as an external candidate
from IIMA. I felt he was very competent and certainly deserved a Doctorate. His
thesis was on how Indian Managers learn from various sources. I tried to get him
to write a paper on his thesis as a tribute to Udai Pareek but could not
persuade me beyond a point due to his health a few weeks ago. I did not even
know that he was going through serious health issues till the other day. He also
made his contributions silently to Academy of HRD. He participated in some of
the major projects of AHRD with the General Insurance Company and with the
Rubber Board and so on in which Udai Pareek, Fr. E. Abraham, Dr. Sethumadhavan
and Keith D’Souza were also involved. He was a great team worker.
His association with NHRDN and ISABS are over thirty years.
He had been a silent worker. In what both Udai Pareek and could not succeed in starting
a Journal of the NHRDN PVR succeeded and made the journal a jewel of NHRDN. For
those who are not aware, Dr. Udai Pareek was to start the NHRDN Journal in earl
y nineties. M R R Nair was president and
people like Ishwar Dayal, Suresh Krishna, KKK Nohria were on the Board of the Journal. After six
months of struggle with articles Udai managed to get over thirty articles and found
not more than a couple of them as of quality. For want of quality articles, it
was abandoned. With this experience in background, when PVR mooted the idea of
the journal once again I was not very positive. However PVR not only made it a
reality but got wider participation, and published almost about 30 issues of
the Journal. After establishing this journal he quietly laid down office and
found a good successor Pallabh Bandopadhyay to continue the good work.
Each issue that was brought out is like a book and has short,
simple to read and quality articles with people from all over the world
contributing. This is a silent and extraordinary
contribution of PVR. These journal issues can each be offered as course in any PG program on Humanities, Social Sciences, HR, OB, OD and Institution Building. These offer both concepts, experiences and views from the west and the east. These journals will remind us forever of the silent and great
contributions or f people like PVR to the profession. He has also been a great facilitator of ISABS
and would keep pushing old and new members to meet frequently and also mentor
as well as create mentoring opportunities for others. PVR is undoubtedly a
silent Institution Builder who took rarely any credit for whatever he has
contributed.
Undoubtedly Institution Building is an act of faith and not
of one person but of many silent contributors like PVR who exhibit immense faith
in the institutions they are associated.
Saturday 20 September 2014
Planning Celebrations Silver, Golden and Platinum Jubilees
Planning and Managing
Silver, Golden, Platinum and Diamond Jubilees
T. V. Rao
Many Associations, Organizations
and others celebrate various jubilees. Normally they start with a Silver
Jubilee at the end of 25 years, then Golden Jubilee at 50 years, Diamond and Platinum
or Centennial Celebrations at 60, 75 and 100 years. L&T, Bank of Baroda,
IIMA, IIMC, IITs, NHRDN are some of the organizations that celebrated various
Jubilees in the last few years.
A well planned celebration is
half the work done. A plan lays the foundation for good work. The celebration has
to be yearlong and should have multiple objectives. Such celebrations pave the
way for review, renewal, rededication, rebuilding, rebranding, reenergising or
recharging the members and also help re-charting the path for the future. The
jubilee celebrations should be a yearlong during the 25th or 50th
or 60th or 75th or 100th year. They should contain
a variety of activities as illustrated below.
I am writing below my thoughts on
the same out of an experience of my association with IIMA’s Golden Jubilee Celebrations
four years ago. I was asked to chair the Planning Committee for the IIMA Golden
Jubilee celebrations four years ago in 2010. I thank IIMA for giving me the
opportunity. Perhaps one of the reasons for the choice was my long association
with IIMA and I am one of the very few living faculty who worked with all the
Full time Directors of IIMA. I didn’t have the good fortune of even meeting Dr.
Sarabhai (Founder and first honorary Director) but has the fortune of working closely
with Ravi Matthai first full time Director. I worked very closely with Ravi
Matthai and learnt a lot from him on IIMA. He stepped aside as Director when I
joined to work with him.
I tried to put all 35 years of my
association with IIMA and took my job seriously and came up with a good plan
with the help of the team we had. Along
with three other faculty members we planned the Golden Jubilee year. In
planning itself we involved other faculty, students, alumni and other stake
holders and collected their views. The extracts from the power point below give
some ideas about how to go about the same. I give below some of the lessons
learnt from this.
1. These
celebrations are normally start and end as celebrations but very few people see
them as serving multiple purposes. If the celebration ahs to be successful it has
to be planned. All strategic individuals of the past, present and future need
to be involved. In my view the most important purpose the celebrations serve is
to review, renew and re-pledge the vision, values and mission of the body and
also used to evaluate and rework the course of action for future besides celebrating
the accomplishments.
2. There
should be a team to plan. The team should involve other stake holders and
evolve a plan and then seek budget for the same and mobilise the budget if
necessary.
3. In
planning the purpose is the most important thing. Normally many purposes get
served by such celebrations. These include:
a.
Review, renewal and re-pledging the commitment
to the vision, mission and goals of the organization
b.
Charting out new direction course of action etc.
on the basis of the review and renewal
c.
Celebration of accomplishments and honouring
those who contributed (living and dead)
by memorials, books and such other tributes
d.
Recognising all those who built the organization
or association and documenting the same.
4. The
celebration should be yearlong and not just end with one event. The yearlong celebrations
may start with a grand start and culminate in a grand finale
5. The
celebration
IIMA Golden Jubilee Celebrations: 2010-2011
The
following presents in some detail the plan Submitted by IIMA Golden Jubilee
Activities Planning Committee consisting of Professors. Atanu Ghosh; Abraham Koshy, G Raghuram , and
T. V. Rao (as Convener).
They used the following methodology:
• Met a few times; Collected
information from other institutions and organizations; Sent out a communication
inviting suggestions from Faculty, Staff, Alumni, and students and analyzed and
used their responses.
• The final plan was suggested with
some detail of the recommended processes and time lines. The following are some
details.
Objectives
• To showcase IIMA’s accomplishments
and contributions and celebrate the same.
• To showcase the output,
accomplishments, and contributions of the Institute to various sectors like the
Government, Industry, NGOs, and International Communities in terms of research,
education and training, and management
practice across the last 50 years.
• To recognize the contributors
(Individuals and Institutions) to the growth and development of the Institute.
• To initiate and launch new
activities that are befitting the excellence of the Institute and that lead to
increased participation of the Alumni and other constituents.
• Making the yearlong celebration a
memorable one for IIMA community in particular and society at large in general
….. . Making a durable impact.
• To contribute to the fund
mobilization effort being undertaken by various constituents of the Institute
and enhance the Institute’s corpus.
Process of
Golden Jubilee Celebrations as Planned by the Committee
• To be done on a grand scale with
excellence and meticulous execution. Hence needs involvement of a large number
of committed Faculty, Alumni, Staff, Students, Board, Society, Key Industry and
supporters.
• Golden Jubilee Apex Committee: Three
to 4 Faculty, Director & Dean (Ex-officio), 3 to 4 Alumni, 1-2 Staff,
Students reps, 1 or 2 Board/Society members: Role: Finalizing plan and
implementation schedule, Overall coordination, Fund mobilization and usage (or
ensuring the activities to be self financing to the extent possible),
Execution.
• Driving must-do events by
identifying appropriate coordinators, champions.
• Encourage, accept, guide, and
disseminate information about independent proposals that come in line with the objectivities and activities
outlined here.
• There could be lot of other
committees (country based, city based, interest group based, etc.)
• Put a process in place (criteria)
for guiding all activities (example:
criteria for recognizing those who contributed to the development of the
Institute or content and coverage of the film or the book) and ensure that the
process is followed.
Key Events Planned
• Design and standardization of Golden
Jubilee Logo, Portal, and IIMA Branding
• Grand Inaugural Program
• Release of IIMA Golden Jubilee
Commemorative Stamp and Coffee
Table Book
• International conferences on select
themes
• Film on IIMA
• Book on “50 Golden Years of IIMA”
• Institution Building: The IIMA Experience
• Launching of faculty development program for IIMA Alumni
interested in teaching at IIMA as visiting faculty
• Launching of Archiving System :
Documentation, etc.
• Starting a Golden Jubilee Fund
• Golden Jubilee lectures series – by
eminent personalities from various walks of life.
• Society Conference highlighting the
contributions of IIMA faculty
• Faculty Thought Leaders series
• Case Studies of top 50 Distinguished
Alumni, 50 IIMA Alumni CEOs, 50 organizations where IIMA had made difference,
50 NGOs Influenced by IIMA, 50 Innovations in Government, Top 50 management
practices, Top 50 cases, 50 electives, etc.
• Honoring Contributors
• Alumni reunion for all groups and Alumni
Chapter celebrations
• Launching of 50 Golden Years of
IIMA: Exhibition: Inaugural Day
Plan Outline
• Inauguration and Kick off
• Portals and web sites
• Branding and Event Management
• Academic Events
• Showcase accomplishments
• Review, reflection, and renewal
• Future plans
• Conferences and seminars
• Student events
• Alumni events
• Faculty and area based events
• Honoring people and celebrations
• Books, publications
• Media management
• Fund raising
• Alumni activities and events
• Staff based events
• Board and Society based events
Preamble: Where and How Has IIMA Contributed
and Made a Difference?
• Research (highlight outstanding
researches from the beginning of the Institute)
• Institution Building : Highlight
Institutions built or supported: NIBM, IIFM, IIHMR, AHRD, NHRDN, ISABS, Doon
School, IPP, SEBI, IRMA, etc.
• Institution Building by supplying
Directors for other IIMs
• Management Practice – Highlight
outstanding consultancy projects and contributions
• CEOs – Publish and hold a conference
of all CEOs and entrepreneurs produced by IIMA
• Hold a conference of all outstanding
management practice carried out by managers or alumni of IIMA
• Hold a conference of all the NGOs
and other not-for-profit bodies set by IIMA alumni
• Government : showcase the work done
with Mussourie Academy etc. (Involve all the ex-faculty of IIMA like V R
Gaikwad, V L Mote, Samuel Paul and
create a virtual office and newsroom; also provide physical space and facilities)
• Faculty Contributions
• Fellow Contributions
Inauguration,
Kick off and Branding
• To be started by the PM in December
2010 (Take help of Dr. Rangarajan and V S Vyas in PM’s Advisory Council)
• Obama’s visit to be explored and
Harvard to be involved (useful for Branding) Either to Ahmedabad or in
Washington (Alumni to assist)
• Other International groups to be
involved – Exhibitions, Comments, Sponsorships, Documentation highlighting
contributions (example: what were IIMA contributions to Commonwealth, FAO,
World Bank, etc.)
• Commonwealth Secretariat (Mohan
Kaul)
• World Bank (V S Vyas, J K Satia, S.
Paul, PNK, Ashok Subramanian, others)
• UNDP
• FAO and other intergovernmental
agencies
• Other countries to be involved
• Role of international universities
to be explored
• A permanent exhibition of IIMA
Contributions to be organized. It could be made a mobile exhibition or
e-exhibition.
Portals and web sites
• Special Portal to be prepared
showcasing all accomplishments, books, publications, etc. of IIMA and with facility
for e-payments
• Web sites to be put up or portal to
be linked to various alumni chapters
• Alumni chapters to be encouraged to
undertake various activities
• Portal to be designed and managed
professionally
• Portal to be maintained for at least
three to five years and preferably for life.
• Coffee Table Book and such other
books to be on the portal with e-book and e-payment facility
Branding and event Management
• Event Management to be done by
professional event management teams
• Alumni contributions to be explored
for this purpose
• Branding to be done
• Campus to be cleaned up : Branding
to be introduced in all publications and displays
• Web site to be recast on the basis
of the feedback so far
Academic Events
• Showcase accomplishments
• Review, reflection and renewal, and
future plans
• One event from each stakeholder
group on activities and roles for the future
• Faculty reflection and planning for
the next 25 to 50 years, revisiting the mission, vision, etc.
• Future Plans from CFD
• Conferences and Seminars: International
and National to be organized
• One on Management education
• Student events: Chaos, etc. to be
done on grand scale for Golden Jubilee Year
• Alumni Events: Lectures, seminars by
outstanding Alumni
• Faculty, area and center or group based events to be
considered
• Honoring/Recognizing people and celebrations
• Honoring the Founders and Early
Supporters: Society members; Board members; Faculty; Research Staff; Staff (
all categories); Architects; Donors.
• Honoring those who did us Proud
• Alumni managers from PGP (all one
and two year programs from early years); Alumni CEOs; Alumni Managers from MEP,
3-TP, and other long duration Programs; Managers who implemented innovative or
professional management practice
• Honoring Institution Builders and
fellows who made outstanding contributions:
Ex-Directors and Chairmen
• Cultural Programs along with
honoring day (December 2010 round one and December 2011 round 2)
• Institutions influenced by IIMA or
Influenced IIMA (IIMB, TAPMI, IRMA, IIFM, NIBM, Harvard, Adani, AHRD, NHRDN,
AMA, AIMA, etc.)
• Organizations that Implemented and
used IIMA – Influenced by IIMA (L&T, SBI, Railways, SCI, MHRD, NIEPA, etc.)
• Government Agencies and Public Policy:
Railways, MHRD, Health Ministry,
• NGOs and Others: Shristhi,
Innovations Foundation
• Padma Award Winners: Dr. Rangarajan,
Vyas, IG Paul, Banga, CK Prahalad, Bakul, Anil Gupta, Mallika, Others to be found out
Books, publications, and exhibitions
• 50 Golden Years of IIMA
• Film on IIMA
• Research at IIMA: A Book
highlighting all the significant research contributions across the years
• IIMA and Management Practice: Area
based and center based book highlighting how Management Practice has been
improved by consulting work, etc.
• Coffee Table Book: (Compilation to
be kept as a part of the exhibition including all that has been collected by
the team)
• Publication highlighting
international collaborations and exchange programs: Duke, Commonwealth,
Exchange programs, Glasgow, Egypt, African countries, Sri Lanka, Kenya,
• Special issues on Vikalpa: HBR type
books to be released; Explore tie up with HBR or Wharton for better
dissemination and branding
• PGP, Consulting, MDPs, Exchange,
Research
• Book on IIMA. (Suggested titles: 50
Golden years of IIMA; IIMA, Multiplier effect of IIMA, Professionalizing
management; IIMA etc.) The book should contain IIMA contributions in various
fields and in various ways. It could include brief cases of 50 CEOs produced by
IIMA, 50 Entrepreneurs, 50 outstanding cases, 50 organizations where IIMA has
made an impact; 50 Academic Institutions where IIMA made an impact, 50
innovations or academic contributions by IIMA faculty, 50 Alumni who made a
significant impact etc. This book may run into several volumes and has to be
work by a group of people as no one may be able to do. This should document all
details and contributions of IIIMA in the last 50 years.
• Film on IIMA: Coverage to include: All
Ex-Directors; Ex-Chairpersons; Key Alumni – CEOs, Government, NGOs, Academics
India, International academic (example Wharton, Penn, Harvard, Stanford,
Insead) , Education, Health and other social sectors, Heading Institutions,
World bank, Commonwealth, FAO); Faculty across ages (young, old, current,
retired), Padma award winners etc.; Institutions set up by IIMA; Staff; Library,
computer center, centers and areas, activities - all to be represented ; How the
Institute had evolved; PGP, various PGPs, MEP, FPM, 3TP, FDP; Social Inclusion:
CMA, cooperatives, student involvement
in education, Pedagogy, case method, group work, contemporary courses; average
shelf life of new courses is five years
Media management
• Film on IIMA: Take help of HRD
Ministry to make it a films division release; Telecast on Media; Plan
Interviews on accomplishments; Tie up with: NDTV, Eco Times, Hindu, Financial
Express, etc. Get film industry and other industries involved
• CDs and DVDs to be developed
highlighting the contributions of IIMA; Alumni activities and Events
Other Activities
• Have an Alumni reunion of all batches; Chapters to plan one mega event
each for fund raising
• Mobile exhibition of IIMA
• Exchange students to be highlighted over the years
• Have a one-day seminar on the campus, of IIMA graduates who are CEOs.
• Organize celebration of alumni chapters across the world, with main
celebration at Ahmedabad. Messages from
the Director and Chairman can be shown live through video conference.
• Highlight things which IIMA and the alumni network have done for the
society at large and the tangible results achieved through them.
• Organize lectures / talk shows by the best of alumni / faculty to share
real life experience in simple language.
• In the activities to be covered, include the activities of IMPACT, a
charitable organization promoted by the IIMA alumni in 2003 for providing
primary education and literacy to the girl child from disadvantaged sections of
the society. Currently there are 10000
girls studying in about 345 learning centers spread across 5 States.
• Highlight the contribution of alumni as NGOs in the social, healthcare,
and primary education sectors, public distribution system, etc.
• Compiling a quantitative study of the IIMA alumni working in the social
sector, with profiles of a few prominent people would be a great way to create
role models and inspire others to start giving back to the society.
• Create an annual, endowed ‘Memorial Lectures’ on Frontiers of
Management Theory and Practice to be delivered every January in different
locations in collaboration with the IIMA Alumni Association.-…faculty like RJM,
MN Vora, Pulin, Udai, Labdhi, SKB, Kamla, BG Shah, CK Prahalad, etc. …
• IIMA has a bad reputation as far as its relationship with its alumni is
concerned. Even initiatives from alumni
themselves fail to elicit a positive response from the Institute. There is an urgent need for the Institute to
do whatever it takes to improve its relationship with the alumni, including
those who were here Others
• Start a Alumni FDP for promoting teachers among Alumni
• Staff Based events and Society
Based and other events
• Take up a social initiative project where the need and social impact are
high. (Jawaja to be revived)
• Have a poet like Javed Akhtar write a poem on 50 years of IIMA to be
sung by eminent music personalities at the final event.
• Organize an annual essay competition on professional management, career
development, ethics, CSR, along with other professional bodies like AIMA, ICAI,
ICSI, etc.
• Development of a code of conduct for managers and corporate (cf: Cadbury
Committee in UK)
• Look at adopting one village every year (through NGO or any other model)
and make it 100% literate.
• Introduce a Golden Jubilee Award for other universities /institutes /
management students within the country for best research in the management
field. This will help create a
communication channel through which they can learn the best practices at IIMA
• Think of projecting IIMA’s direct and indirect contribution in promoting
(through processes / ideas) sustainable development in agriculture and other
sectors.
Fund raising
• Golden Jubilee Fund to be raised; Estimate
of expenditure to be drawn up; Recommend
an allocation of Rs. ….. to begin with by the Board; Set up an Alumni Fund for
meeting operating expenses of the Institute and encourage alumni to contribute
1% of their annual salary to the Fund; Re-do the alumni website and seek
funding from the alumni. Some of the alumni who are young entrepreneurs can be
used to reach out and connect with alumni and seek funding from them. The networking that this affords will
encourage them to engage themselves to keep connecting with people
General
• Have mementoes like watches, coffee
mugs, ties, T-shirts, etc. to be given to felicitate those who have made
substantial contribution to the Institute.
• Make some good commemorative
merchandise available.
• A face book account can help market the merchandise and
generally create a meeting point online.
You Tube can be used to upload the videos of the panel discussions,
conferences. A twitter account can be set up to send 1 tweet per day for the
entire year. The 365 tweets can be
pre-planned to create a relevant brand image.
• Compliment the staff for being so
much better than those in many private companies.
• It will be nice if IIMA could come
up with 50 suggestions to make India grow at 15% for the next 10 years.
• IIMA students and alumni could
engage themselves in adventure activities like mountaineering expedition,
cycling / motor cycling expedition, hot air ballooning, hang gliding, desert
safari in the Thar or a long hike in the Himalayas which could contribute to
national integration and also help them understand local / regional conditions
and lifestyles.
• Get special postage stamp and first
day cover released to commemorate the occasion.
• Organize an iima trek to the base
camp of Everest as part of the celebrations.
(amit chowdhary’s – afp 06-07 company in nepal, “hmb adventures”,
will handle all arrangements.)
• bring out a book around the theme,
‘celebrating case method: a journey so far’ where authors of cases could be
asked to select one of their cases and describe various nuances the case might
have generated.
• organize an “exhibition on 50th
anniversary” in Dubai and other centers with some theme seminars / competition
for high school and college students there which would be great to celebrate
and market brand iima there. alumni there would be happy to volunteer help.
• the new website of the institute has
many flaws. there is need to redesign
the site.
• the institute may think of starting
a quarterly issue of articles by iima faculty or previews from Vikalpa research
papers modeled on the lines of knowledge@wharton or Mckinsey quarterly which
could go as a mailer to all those who register.
• the celebrations should also
highlight the involvement and contribution of staff.
• have an online initiative to make
the programme available more broadly to a wider audience globally and create
deeper engagement with stakeholders through a new iima golden jubilee website
that not only highlights celebratory content, but allows alumni to post their
memories and interact with each other.
• PLAN
FOR FIRST DAY COVER and POSTAL STAMP.
• LIGHT
AND SOUND SHOW BY PROFESSIONAL MEDIA ENTERTAINMENT COMPANIES DEPICTING THE
ACHIEVEMENTS AND GLORIES.
• GOLDEN
JUBILEE SOUVENIRS/ T- SHIRTS/BLAZERS
• FIRE
AND CRACKERS WORK
• ESTABLISHMENT
OF GOLDEN JUBILEE COMMITTEE AND INFORMATION ABOUT THEIR CONTACT NUMBERS SO THAT
WE CAN EXTEND REQUISITE HELP.
• ACKNOWLEDGMENT
OF ALUMINI REGARDING THEIR ATTENDANCE AND PLACE OF STAY.
• ESTABLISHMENT
OF LIASIONING CELL AT AIRPORT AND RAILWAY STATION FOR HELPING OUTSTATION
VISITORS.
• ESTABLISHMENT
OF GOLDEN JUBILEE WEB SITE AND ITS BLOG.
• ADVERTISEMENT
IN NATIONAL DAILY/ TV/MEDIA REGARDING ITS CELEBRATION
• FELICITATION
AWARDS TO DISTINGUISHED VISITORS
• VETERAN
MATCHES
• GOLDEN
JUBILEE VOLUNTARILY CONTRIBUTION CELL TO BE FORMED AT AN EARLIEST TO DESPATCH
THE STATUS TO ALL ALUMINIS
Calendar of events
• 1. Kick-off Function: December 11, 2010
• 2. Strategic Mgt.Forum Conf. : December 15-17, 2010
• 3. Alumni Reunion: December 25-26, 2010
• 4. Board Meeting: December 27, 2010
• 5. Marketing Conference: January 5-7, 2011
• 6. Conference on Data Analysis January 8-9, 2011
• 7. Doctoral Colloquium: January
2011
• 8. Chaos: January 2011
• 9. Sanghursh Sports Meet: January 2011
• 10. Society Meeting March 2011
• 11. Convocation March 2011
• 12. Insight October 2011
• 13. Confluence November 2011
• 14. Research Seminar Date to be decided
Honouring the
Founders:
If Dr. Vikaram Sarabhai or Ravi Matthai was to be alive and
IIMA invites them for their Golden Jubilee Celebrations how will they invite
and what role will they give them?
Options:
1.
Call them to light the lamp and inaugurate the
celebrations or to be there on the grand finale to close the event
2.
Invite them to share their vision, mission,
values and idea behind and give message for the future generations. (Helps to
understand how the present activities integrate into the original mission, vision
and values and also helps to chart out new directions and activities to achieve
the vision, mission and values. Helps members to renew and re-energise and
re-engage themselves)
3.
Involve them to share their experiences on
Institution building and draw lessons for the future (This helps current members
and future institution builders and strengthens the culture and values
envisaged from the beginning. Helps renew and re-pledge to values and hard work
and what the Institution stands for)
4.
Invite them to comment on the current situation
and give their view and critical assessment of the Direction in which the
Institution is going (I know for sure what Ravi would say. He will praise all
that is going on, highlighting some of the activities close to the mission and
vision, and find reasons if any for any deviation and justify them and give
some new directions with full support to what is going on and insert some significant
directions for future: philosophy is support and help build and give subtle
messages)
5.
Invite them to give a big award and confer a new
title on them befitting their stature. (They will be least interested in such
things as they have had enough in their life)
Any other thoughts you have?
Now that they are no more what is
the best way of honouring them? I assume in honouring them you are honouring
your won Institution as they don’t need any honors any more.
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