IILM International Short Term Program

IILM Gurgaon welcomed students from the University of Technology, Sydney and Queensland University of Technology in the month of January, 2015 for a three week short term program on Social Entrepreneurship and Rural Markets in India. The program was a blend of theory and practical knowledge which exposed the students to the realities of the bottom of the pyramid.

The program was delivered by eminent speakers from the industry and academia who gave some thought provoking insights on rural India. It also included a visit to an NGO, cultural excursions, blend of yoga and meditation sessions along with Bollywood workshops. The entire curriculum was designed to provide a holistic learning experience.  Students from IILM were also a part of the program and learnt from the experiences of the Australian students.  The program was a blend of both the cultures.

The international students were taken to Agra, Jaipur and Rishikesh to show them the historical culture that India holds.  At Rishikesh, they stayed at Parmarth Ashram which is located on the banks of the Holy River Ganga. These excursions were an eye opener to community service and social entrepreneurship.

Besides academics, students appreciated the hospitality extended which exceeded their expectations. They stayed in the campus residences and enjoyed the facilities provided by the Institute to make their stay comfortable.

 

IILM Lodhi Road hosted TEDx event on the theme; Life Long Learning

IILM Institute for Higher Education hosted  TEDx Event on the theme, Life Long Learning at its Lodhi Road campus on 28th November 2014. Speakers from different disciplines and walks of life shared their experiences on learning and working on their passions. The event was an all day experience that brought together 7 speakers and 2 performances at one stage – TEDx IILM NewDelhi. All the speakers made a lasting impact on the audience through their inspiring stories and messages.

Speakers at TEDx IILM New Delhi were

Rev. Dr Valson Thampu, Principal St. Stephens College, Delhi University

Ankur Warikoo, Head – Groupon APAC Emerging Countries

Arjun Vajpai, Mountaineer,  Youngest Indian at the time to climb Mount Everest

Kalikesh Narayan Singh Deo, Member of Parliament, Lok Sabha

Akhil Mehra, Player/Coach Arsenal Soccer School

Niha Masih, Broadcast Journalist, (Only female Journalist from India to cover the Israel-Gaza conflict)

Rachit Kumar, Author, Coach and Entrepreneur

TED Talks of Sir Ken Robinson and Andy Puddicomb sparked deep discussion and internal reflection among the audience members. The musical performances by Astitva, a multi-genre Hindi band, and Gitana Singh, trained in Opera under Situ Singh Buehler added the magical charm to the event.

NEWS CHANNLES– CHOICE BETWEEN CREDIBILITY AND ENTERTAINMENT.

We are living in an era where there are as many NEWS channels as music or entertainment channels. Mushrooming of news channels does raise a question – is so much happening in reality or it is being made to happen to fill in all the television slots. How much of it is credible and how much is cooked up?

 

Credibility not only affects the information about the news but also affects the way viewers form an opinion about the news channel. Credible stories need credible narrators and there is cut-throat competition in the Indian media, particularly television.

 

There are so many factors which Indian viewers seek while watching the news like – accuracy of the news, timeliness, entertainment factor, well informed journalists, local national and international news, sports, instant broadcast of the breaking news, business news, political news, social news, etc. Every news channel takes one of these as a USP and focuses on it. While AAJTAK has been perceived to be the best in the field of reporting through entertainment, NDTV is more liked for its well groomed journalists.

 

But have news channels ever wondered about what are the factors that affect their credibility in the eyes of the viewers and how to improve them? This shall be really beneficial for news media outlets particularly because they are getting rough competition from “Social Media”. And it is not surprising that credibility associated with social media is very high as perceived by the social media fans.

 

The whole point about credibility is that facts are presented accurately and without any embellishment and the viewer recognizes this. It takes a lot to build credibility and very little to destroy it. Thus the focused priority for any news product such as a news channel or a newspaper is to safeguard its credibility. Often a few channels may resort to sensationalism in order to boost viewership. However, this strategy is not sustainable. One can either be credible or sensational. Most media companies have already made their choice, whether they want to be credible and accurate or try and get quick eyeballs through sensationalism by focusing too heavily on the entertainment factor. However, one cannot forget the fact that “viewers are intelligent and perceptive enough to know the difference”.

 

According to Rajat Sharma (Editor-in-chief, India TV):- The media is like our army or the judiciary. It stands tall even as several institutions around it have lost their shine. Yet, like the two, media doesn’t remain untouched by what’s happening in society at large. If large sections of the society want sensation, the media, at best, dilutes such rawness. Conversely, when media eschews sensation and offers sane, responsible and researched stories, it expects support.
According to Tarun Tejpal (Editor-in-chief, Tehelka):- We must understand the fact that Indian reality is sensational in itself and representations of Indian realities will often be sensational. We should not get too hyper comparing Indian media reports with western. Indian reality is very sensational and, at any given point of time in this country, there are sort of critical battles going on, environmental battles going on, murders being committed, corruption charges being brought to the fore and so on. We have to recognize the fact that all this is the nature of the Indian reality. Secondly, there is a case that by focusing too heavily on sensationalism we may lose credibility. That is something that every media has to account for itself. Whether it is a television channel, newspaper or a magazine, they have to discover their stand. On the other hand, if the story is sensational then there is nothing that can be done about it. The story then has to be played out as honestly as possible. For example, if somebody finds members of Parliament misusing their constituency fund, then it’s sensational. What can one do about it? But the lines to be observed here are the ethical lines. Are we intruding into people’s private life, are we using dubious methods to expose? These are all ethical issues that all editors and journalists have to deal with.
On the other hand, NDTV has a completely different view to present.According to K V L Narayan Rao (Director, NDTV):- The whole point about credibility is that facts are presented accurately and without any embellishment and the viewer recognizes this. One can either be credible or sensational. I believe most media companies have already made their choice, whether they want to be credible and accurate or try and get quick eyeballs through sensationalism. The currency of news journalism is credibility and sensationalism can never replace that. The viewers are intelligent and perceptive enough to know the difference. For us at NDTV credibility is our most important value.

Irrespective of what the journalists and CEO’s of different television networks feel, when asked some academicians and other professionals who spend more than two hours a day on news channels as to what makes them a regular viewer of a particular news channel, this is what they responded.

 

Options % of respondents
Instant broadcast of breaking news 16.4
Accuracy of news 22.1
Type of news shown at the correct time 8.2
Mix of local, national and international news 17.2
Variety of news 7.4
Sports updates 4.9
Attractive and well-equipped journalists and news readers 9
Timely weather/environment updates 0.8
Business news 9.8
Crime and law news 3.3
Entertainment factor 0.8
Others 0
100

 

G Krishnan, executive director & CEO at TV Today Network said, “TV is the only media whose performance is judged on a weekly basis and advertising revenues largely depend on the ratings the channel has secured each week.” Krishnan further said news channels are becoming bigger and better, in terms of content and technological brilliance. Of the 120 million TV homes, over 70% market is captured by Hindi speaking viewers.

Times Now editor-in-chief Arnab Goswami emphasised that television ratings are the only mechanism to judge the success of any channel. “Hence, our focus should be on viewers. If consumers are still hooked to a particular channel, there is no reason to worry,” he said.

 

It is debatable how this differential view of Arnab Goswami can be related to the wide spectrum of the Indian viewers.

 

It can be concluded that today’s viewers know exactly what they want and secondly, they have a choice of too many news channels. Hence, adding a bit of sensation and dramatization may add to the net acceptance of a news channel but over doing the same to an extent where reality gets over shadowed will not be a long lasting strategy. Very interestingly, even the regular viewers of AAJTAK acknowledge that AAJTAK has its own political and bollywood preferences and talking about dramatization factor, AAJTAK is perceived to be highly dramatized as compared to NDTV and other news channels.

 

Dr. Bhavleen Rekhi

Asst Prof – Marketing

IILM, Lodi Road

Three Tips to Hit the Ground Running at Your New Job

Starting a new job can be a stressful time, whether it’s your first job out of college or taking on a more senior role. All companies have their own acronyms and systems that can make you feel like you’re on the outside looking in when you enter the door.

Here are three tips I would offer  to new employees about how to hit the ground running:

► Don’t try to be somebody you’re not:

Your company would not have hired you if you were not exceptional. So be true to who you are, be comfortable being who you are, and be comfortable letting your voice be heard. With everything so new when you start, it’s easy to lose your confidence and not feel like yourself. It’s vital that you dig-in and re-invest in who you are. Have faith that you are at your new job for a reason, and that your new employer wants you to be you.

► Be comfortable not knowing the answer:

The questions you ask are more important than the answers you have. So be intellectually curious and ask questions about everything. Don’t be shy if you don’t understand an acronym or if you don’t understand why something is done a certain way. Instead, question it! A good employer will welcome those questions because your fresh eyes are bringing new insights into the company. Too many companies get used to doing things a certain way, sometimes to their detriment – and your questions force a healthy re-examination of whether the old way is the best way.

► Don’t be afraid of making a mistake:

In any job, there will be things you don’t know and areas outside your comfort zone. Don’t shy away from these. Instead, move into your learning zone and treat failure the same way you treat success – as an opportunity to learn. Mistakes lead to experience, experience leads to wisdom, wisdom leads to instinct and instinct leads to faster decision making. If you’re not making mistakes, you’re doing yourself a disservice – and just as importantly, you are doing your new company a disservice as well.

Starting a new job is never easy, but if you are true to yourself, ask questions and aren’t afraid to mistakes – you’ll prove to both yourself and your employer why you are exceptional.

Information and Communication Technologies for a Better World?

Reposting an old article of mine- Dec. 2003- available on

http://www.networkideas.org/news/dec2003/news25_ICT.htm

 

 

Information and Communication Technologies for a Better World?
Rajkishan
The first phase of the World Summit on the Information Society [WSIS] took place in Geneva, Switzerland from 10-12 December, 2003. The second phase will take place in Tunis, Tunisia, from 16 to18 November 2005. In Geneva, over 54 Heads of State, Prime Ministers, Presidents, Vice-Presidents and 83 ministers and vice-ministers from 176 countries, Executive Heads of United Nations agencies, industry leaders [private sector], NGOs, media representatives and civil society came together for the first multi-stakeholder global effort to share and shape the use of ICTs for a better world.The Summit adopted a Declaration of Principles which puts forward the shared elements among members of the international community about a common vision of an information society’s[1]values. It also adopted a Plan of Action which sets forth a road map to build on that vision and to bring the benefits of Information and communication technologies [ ICTs][2] to underserved economies. One among the few things for which there was consensus among the participants[3] in the Summit was with respect to the framework and strategy the international community should develop to ensure that the possible benefits of ICTs for development are maximized while the possible obstacles and barriers are minimized. With respect to the other two major themes discussed at the summit, namely, access and applications, very little of concrete and immediate relevance was achieved at the end of the first phase of the WSIS. All the intensity of debate and hard talk on internet management and governance during the pre-summit phase was diluted with the decision at the Summit to set up an UN working group on internet governance which will report to the second stage of the summit in Tunis, the decision only facilitating the stalling of the issue temporarily. Regarding the question of bridging the so called ‘digital divide’ by increasing access and applying ICTs for redressing the problems of the poor countries, it was agreed upon that for achieving the above, building up the infrastructure base in these countries from the primary level is essential . However, the consensus ended here. How this process is going to be funded and what role the developed countries should play in this respect remained a topic of controversy and discordance.

Few people have ever died because they did not have access to the Internet or could not make a telephone call. Among the necessities of life, ICTs come well down the scale. But it is much easier to deliver the real necessities of life-such as clean water, nourishing food, shelter, education, healthcare, and employment-with good access to information and communications. The UN Millennium Declaration[4] contains commitments to halve, by the year 2015, the proportion of the world’s population living on less than one US dollar per day, suffering from hunger or having no access to drinking water. It also contains commitments on achieving universal primary education for both boys and girls, reducing maternal and child mortality, improving healthcare and achieving significant improvements in the life of slum dwellers. ICTs can help in achieving these goals.

At the closing ceremony of the Summit, Yoshio Utsumi, Secretary-General of the International Telecommunication Union [ITU][5] and Summit cautioned that the Summit was only the start of a long and complex process. “Telephones will not feed the poor, and computers will not replace textbooks. But ICTs can be used effectively as part of the toolbox for addressing global problems….” he said[6] . The true test of an engaged, empowered and egalitarian information society, he added, would be seeing the fruits of today’s powerful knowledge based tools in the most impoverished economies. . The participants in the closing ceremony also stressed why it is pertinent to have a new commitment in areas like internet governance, access, investment, security, the development of applications, intellectual property rights and privacy to work together if we are to realize the benefits of the information society. A genuine and objective assessment of the Summit can be done by examining to what extent the above issues were addressed to in the summit and a consensus evolved with respect to tackling them.

The issue of internet governance was one of the most important and extensively discussed topics in the pre-summit phase, largely because of its multi-dimensional impacts in the global context. However, with agreement to set up an UN working group on internet governance – technical management of the internet and public policy concerns such as unsolicited advertising [spam], privacy, cyber crime and network security- the dispute has been defused, at least, temporarily[7] . Developing countries have proposed that the International Telecommunications Union should be given control of Internet governance issues, including anti-spam measures and distribution of Website domains. Many developing world countries believe that a new approach is needed as the Internet reaches maturity and as many poorer countries log on to the Internet. The move could represent a major setback in future for the International Corp for Assigned Names and Numbers (ICANN), a non-profit company which is currently seen as the most-recognisable Internet governance organisation. Because of its far-reaching implications in the international political, economic and cultural milieu, the issue has to be analysed systematically and independently, in detail.

Access to information, and thereby to the creation of knowledge, is considered a critical factor in the development process. On the one hand, this requires an adequate range of ICT networks and services. On the other hand, it implies the ability to use those tools to develop applications that benefit society (learning by doing). But both the tools and the ability to use them are unevenly distributed. Despite considerable progress in recent years, access to ICTs, notably the telephone, mobile phone, Internet and broadcast networks, remains unequally distributed[8]. There are, for example, more televisions in Brazil; more fixed line telephones in Italy; more mobile phones in Korea; and greater Internet connectivity in Luxembourg; than in the whole continent of Africa. Yet the population of Africa, and the needs of its people, greatly exceeds those of these other countries. In recent years, these disparities have come to be known as the “digital divide”. The Digital Solidarity Agenda put forward by the Draft Plan of Action attempts to bridge this divide by putting in place the conditions for mobilizing human, financial and technological resources for inclusion of all men and women in the emerging Information Society. The plan of action suggests that Developed countries should make concrete efforts to fulfil their international commitments to financing development including the Monterrey Consensus, in which developed countries that have not done so are urged to make concrete efforts towards the target of 0.7 per cent of GNP as ODA to developing countries and 0.15 to 0.20 per cent of GNP of developed countries to least developed countries. However many participants, especially from Africa were quite sceptical about the financing aspect of this process. African countries led by Senegal wanted a Digital Solidarity Fund to help governments, companies and nonprofit organizations narrow the so called digital divide. The U.S. and other western countries rejected this funding proposal insisting that the existing mechanisms are adequate, requiring at most unspecified adjustments. This seems quite ironical in the light of the fact that the WSIS was able to pledge only a trickle of financial support compared with the $6.3 billion (U.S.) one organizer estimated it would take to truly bring phones and internet to all corners of the world. However, it was finally resolved to undertake a review of existing ICT funding mechanisms and also study the feasibility of an international voluntary Digital Solidarity Fund, which would be reviewed in the Tunis Summit.

Another concern which was voiced by civil society groups[9] and some participants from African countries [before and after the Summit] was that the Summit was steamrollered by western and MNC interests’, as clearly evidenced by the dominance of MNCs like Micro Soft, Hewlett- Packard, Cisco, World Space etc. in technological collaborations formed at the Summit. especially with respect to developing the internet. Ralf Bendrath of Germany’s Heinrich-Böll Foundation warned that “To an extent, industry is naturally important, to build infrastructure and operate it. But we are against an information society that’s organized as a purely profit-oriented information society”[10] .

Civil society groups also came out with an alternative declaration claiming that their voices and the general interests collectively expressed by them are not adequately reflected in the Summit documents. Their Declaration titled “Shaping Information Societies for Human Needs” is centered around four core principles : Social Justice and People-Centred Sustainable Development; Centrality of Human Rights; Culture, Knowledge and Public Domain; and Enabling Environment.

Inspite of all the focus and big talk on the role national governments[11] have to play in the ICT diffusion process, the Summit was attended by a relatively much smaller number of government representatives than was initially expected. Of the 176 governments represented at the Summit 80 heads of government were initially expected to attend, some 60 confirmed their participation and finally was attended by 40 As Claire Flus, who works on providing access and local content to Brazil’s urban slums summed it up, ” The people we have seen are mainly from NGOs. The governments, I can’t really see them. I don’t find it obvious at all they are supporting this”[12].

Press freedom has been another controversial issue at the summit, with developing nations and European states clashing over the wording of a general declaration on the role of the media. The growing reach of the Internet as a news medium has once again thrown the spotlight on press freedom. But there was anger that many governments such as those of Zimbabwe, who are accused of clamping down on the media and restricting access to the Internet, are participating in the summit. As Timothy Balding, director general of the Paris-based World Association of Newspapers, said, “Many of the principal barriers and obstacles to development of the Internet as a platform for free expression have been erected by the very governments who are in attendance”. It is quite ironical to note that closely on heels with the Summit , a new U.S. federal law is coming into vogue from January, 1, 2004, making it legal to send bulk e-mail (60% of which is today spam). Anti-spam activists suggest that this would open the floodgates of spam[13] !!

A clear concern of alarm and caution also was voiced at the Summit, especially by Latin American and African nations regarding the need not just to preserve existing cultures, but also protect new cultures and forms of expression being created by the internet. One of the positive outcomes of the Summit was the consensus to preserve and support cultural diversity, though the question of how this could be achieved in today’s world still characterized by a sharp digital divide was largely skipped ,foster local content development an knowledge-sharing , and enable the use of all world languages on the internet.

Inspite of the differences of opinion in many areas the Summit ended on a general note of optimism that it was largely successful in placing the importance of ICTs in fostering development and bridging the digital divide on the world agenda. With long term commitment on the part of governments, private sector and civil society to mobilize resources and investment most of the envisaged targets can be achieved.

December 23, 2003.

[1] Ever since the 1980s, ‘information society’ has been one of the key terms used to describe the modern world. It has been employed variously as a social, cultural, economical and technical concept, and is typically seen as the natural development of the European liberal tradition, or of American technological modernity.

[2] Information and communication technologies are seen by various different bodies of the international community as being, inter alia:
– a bridge between developed and developing countries [DOI and DOT Force] – a tool for economic and social development [WTDC 1994, Seoul Declaration, ADF 02] – an engine for growth [The Missing Link Report, 1984];
– the central pillar for the construction of a global knowledge-based economy and society
[Florianopolis Declaration];
– An opportunity for countries to free themselves from the tyranny of geography [ESCAP 2000].
African Development Forum III, “Consensus Statement and the Way Ahead”, 3-8 March 2002,
Addis Abeba. http://www.uneca.org/adfiii/consensus.htm

[3] Participation at the WSIS was broadly from four categories of stakeholders, namely, governments, private sector, civil society, and the UN family.

[4] The reference here is to the UN Millennium Declaration Development goals. A framework of 8 goals, 18 targets and 48 indicators to measure progress towards the Millennium Development goals was adopted by a consensus of experts from the United Nations Secretariat and IMF, OECD and the World Bank. ( Road Map towards the Implementation of the United Nations Millennium Declaration, A/56/326 [PDF, 450KB] The goals are eradicating extreme poverty and hunger, achieving universal primary education, promoting gender equality and empower women, reducing child mortality, improving maternal health, combating HIV/AIDS, malaria and other diseases, ensuring environmental sustainability and developing a global partnership for development. In addition, the global development agenda also includes the achievement of sustainable development and agreed development goals, as contained in the Johannesburg Declaration and Plan of Implementation and the Monterrey Consensus, and other outcomes of relevant United Nations Summits.

[5] The original idea for the Summit came from ITU Resolution 73 (Minneapolis, 1998) and was subsequently confirmed in ITU Council Resolutions 1158 and 1179. Subsequently the UN General Assembly Resolution 56/183 [21 December, 2001] endorsed the framework for the Summit adopted by the ITU. UN General Assembly Resolution, A/RES/56/183, is available at: http://www.un.org/documents/ga/res/56/a56r183.pdf

[6] http://www.itu.int/wsis/geneva/newsroom/press_releases/wsisclosing.html

[7] Geneva Summit aims to bridge digital divide, Financial Times, Dec, 9, 2003.

[8] WSIS document –Providing access to ICTs for all -available at www.wsis.org

[9] The UN uses the term for organizations that are distinct from the government or international agencies.

[10] ://www.dw-world.de © Deutsche Welle

[11] While the private sector may be the driving force behind the growth of the information society, since private initiative is market driven, which does not necessarily cater for the needs of the whole population, particularly in developing and least developed countries it is essential for governments to take the lead in promoting equitable participation of the whole population in the information society.

[12] http://www.theglobeandmail.com/servlet/story

[13] The Hindu, The Challenge of Spam, p.10, Dec.19, 2003.


 

Revamp Brand loyalty & Sales strategy in Educational Sector through Online Marketing

The purpose of writing this research paper was to determine how can brand loyalty and sales strategy be revamped in educational sector through online marketing. The strategies which marketers follow in the past were based on the assumption of traditional marketing, word of mouth. With the growing recognition of online marketing, marketers need to reexamine their theory and practices. They need to revise their policies on brand loyalty and sales strategy.

Nowadays, Social Media Experts were asked to share the content and images as well with the online community as it is happening without any obstruction. Online marketing enablers are customer experience and conversations in the online community, engaging the community, networking and prospects through regular low cost personalized solution. The data received from the questionnaire was being correlated with one factor to measure the impact on another factor. Updated content on website will get you more footprints and real results. If website visibility is well – established, it is easy to do regular low cost maintenance of your strategy.

The web traffic, clicks, leads; sales conversion for your community will provide the information, how well you can perform in the online marketing.

Responsible Business | Can Business be responsible?

Words have different meaning in different context. Capitalists have been shown as cruel people with single minded focus on profit . They are not bothered about the larger well being of society. Over the years , things have changed. The government plays an important role in regulating business. Firms have to compete and play by the rules. In the modern world, business needs to be responsible to the challenges faced by society and the world. Super capitalists like Bill Gates and Warren Buffet, Mark Zuckerberg of Facebook are super philanthropists too,championing the causes of the poor and the challenges faced the world.

Business is important for society as it organizes production and distribution of goods and services for people. It brings innovation and increases productivity, introduces better techniques of production , employs people, pays taxes to the government and makes profit for its investors .

A responsible business does all this playing by the rules and norms set by the community and the government . But there is more to this term Responsible Business . As I see there two main challenges which our world faces and businesses can’t be oblivious to these challenges . The first challenge is environmental problems due to economic development and burning of fossil fuels which are impacting nature in negative way. The second challenge is the prevailing inequality in the world between the rich and the poor . These problems will increase in their proportions as population of the world will increase from existing 7 billion to 9 billion in next 30 years, though most of the increase will happen Africa where consumption level is very low .

Business has the three important factors what in management jargon is said ” Triple Bottom Line ” . People, planet and profit . There is going to be tough balancing act for any company to do as the scope and range of competition at the market place are getting sharper everyday.

The economic and scientific and technological development of last 200 years have brought enormous benefits to mankind but there are downsides with serious consequences . The use of plastics is one case which is so harmful. It is choking the drains, pollutes water bodies and is non biodegradable . We need an alternative to plastics for packaging and other uses .

Companies drain their untreated chemical effluents to fresh water rivers . That is creating serious problem to large number of people. There are many examples where planet friendly business processes create higher cost to the company which affect their competitiveness at the market place . This is serious dilemma for any company to create a right long term path.

A company which can balance people Profit and Planet or triple bottom line is responsible business. A very few is venturing out in that direction in real sense. Most of the initiatives are on surface and for media and government consumption while maximizing profit remains the main mantra.

The economics and accounting measurement need to change to reflect the ideal balance which a company has achieved and that also gets rewarded at the marketplace. . Without thinking long term and aligning the personal goals with larger social goals, nothing much can be achieved .That is precisely the role of enlightened leadership. Responsible Business will stem out of responsible , visionary and enlightened business leadership.

Responsible business will come out of only from responsible leadership.

Engaging for the Future | PEOPLE MANAGER CONCLAVE 2012

IILM students participated in the IBM People Manager Conclave 2012 which gave an insight about the challenges faced by the present HR managers and what strategies/ tactics can be used in order to align their individual goals with the organisational goals. Theme of this event was “Engaging for the future.” This event involved various activities such as:-

  • Panel discussion on “GEN- Y” and “ Managing 360 degree
  • Students were enlightened on the topic by:
    • Pari Sadasivan- India Delivery Leader @ IBM Global Process Services
    • Ashish Kumar- General Manager @ IBM Global Technology Services
    • Sanjiva S Dubey- Service Delivery Executive @ IBM Global Business Services
  • Lecture on “ Creating a High Performance Culture” delivered by
    • Dhirender Jagdev- CRM @ IBM Global Process Services
    • Abhishek Sharma- CRM @ IBM Global Process Services
    • Vinayak Sastri- S&D @ SMS CoE

    GEN-Y, also known as the Millennial Generation, is the demographic cohort following Generation X. The generation born in the 1980s and 1990s, typically regarded as increasingly familiar with digital and electronic technology. The session focused on the issue like GEN-Y tends to move from organisation to organisation in a very short span of time. Role of career planning for such workforce was discussed. Thus, to have a better and motivated Gen-Y need for a mentoring program through which their career planning could be done was emphasised within the session. The biggest challenge for the HR managers would be how to retain GEN-Y employees and make them committed towards the organisational work.

    Pari Sadasivan gave her real life corporate examples which were enlightening. She also talked about the importance of the focus team session, move fast, no subtitue for the talent, integrity, clarity and humility. She concluded as how people managers were earlier considered as managers only to manage the workforce. But now HR managers are the business partners who make and support the organisational vision and strategy to be possible.

    Creating a high performance culture in the organisation through below mentioned points were outlined:

    1. Matrix organisation
    2. Decentralisation
    3. Team player
    4. Building trust
    5. 7S model of change
    6. Collaborative decision making
    7. Prepare for change
    8. Manage operation and strategy
    9. Work-life balance
    10. Performance and Benefits

    Role of HR manager in bringing about the change was discussed. HR manager should be:

    1. Change Agent
    2. Employee Champion
    3. Administrative expert
    4. Strategic Partner

    Another important fact regarding HR is managing 360 degree. 360 degree feedback is very important in an organisation but it is not necessary that employees should worry about it. Employees should be able to contribute towards the individual and organisational betterment. It is necessary to have a good feedback but it is always necessary for the employee to work in the organisation according to the need of the organisation without thinking about the feedback.

    Leadership is skill that a manger should possess. Thus a leader should be able to motivate his employee to do their work. A video on leadership of Emma Brandon, award winner of Britain’s Best Boss was shown in the conclave. She was a senior charge nurse at a mental facility who was motivating the employees and the patients. She invited ideas from the employees to make their work better and to cure the patients in a better way. Thus this increased the number of cured patients and employees were also happy to work there. The decision making in the medical facility was decentralised and new ideas were invited from all employees which made a feeling of belongingness among the employees. She also had pleasure trips and games for the patients in the medical facility centre which was a better treatment for them. Thus a leader should be a motivator along with directive and supporting.

    Another insight was given by Mr. Durga Kota on is experience in different parts of the world and how he was able to manage he work force. The keys mantras which kept in to connect IBM with Bharti were building trust worthy collaborative team, to be a team player, prepare oneself for changes, manage operation and strategy and manage matrix organisation.

    Thus the conclave gave an insight of the different aspects about the people manager to be taken to consideration as most of the organisation neglect or don’t appreciate their work. Thus it is important for an organisation to take their people manager as a business partner for the organisation.

Global Education – The Future

The fast paced world, rapidly changing technology and the speed to information exchange has brought us all to the understand the Future of Education. The traditional setting of education being imparted or delivered in a school is passe’. Education today is a global phenomenon, it is meaning to  a new life…a life that connects you to limitless boundaries of what you can do, what you want to do and how you can achieve all you want. The transition is here to stay and anything that connects new platforms to hasten the speed and flow of information will become part of the new paradigm. Educators are now merely tools to ignite the feeling or the curiosity of exploring the various aspects and fields of study. How can I make myself relevant to this new audience? Is the question in every teachers mind. Engaging students in class is a bigger challenge and this challenge is only  going to get bigger and tougher.

Education is not about local information, education today is a volume that makes itself relevant in every sphere. The future is not about boundaries and context, it is about understanding that the world is connected and is becoming one small space of information exchange. To appeal to the new generation and the make an impact in anything we do, understanding and accepting this change is critical for survival.

Enhancing Workplace Learning: Role of Coaching and Mentoring

Swiss Re, a Zurich-based global re-insurance firm achieved an impressive turnaround moving from a loss of $ 663 million in 2008 to a net income of $4.2 billion in 2012. By 2015 the company aims to generate 20-25 per cent revenues from high growth markets. This requires talented people with right skills and languages as well as agility and passion to perform. In response to this, the company has embraced the 70-20-10 learning and development model to support the targeted business growth. In this model, 70 per cent is geared to learning on the job through rotations and stretch assignments, 20 per cent is focused on learning from coaching and mentoring and 10 per cent is invested in formal training methods such as seminars and e-training. Thus the company is using a range of means to strengthen continuous learning and development with strategic investment and focus on workplace learning.

Today, organisations are working in an environment that is increasingly disrupted by consumers, technology and regulatory shifts. In such a scenario the traditional classroom model of learning is doomed. As a result, organisations are exploring new approaches for employee development that are not tied to the formal structured methods around the classes, courses and curricula model. In part this interest has been driven by economic consideration. Pressures to lower training costs and reduce budgets for travel have been a major factor. But this focus is also driven by the realization that a majority of adult learning occurs not through formal learning but through experience, practice, conversations and reflection in the workplace. Added to this is the emerging appreciation of the important role the context plays in learning. Focus on workplace learning has not been confined to any particular business sector or to specific group of employees but is being adopted across wide range of industries, agencies and government departments.

Rationale for workplace learning

The publication of research and survey data over the past decade indicates that workplace and informal learning offer an effective and efficient solutions to improved workplace performance. People learn 70 per cent of what they know about their jobs informally (Loewensteinn and Spletzer,1996). This has been validated in the body of research in the ensuing years. Capital Works study reports that approximately 75 per cent of the skills employee use on the job were learned informally through discussions with co workers, self study, mentoring by managers and similar methods. Casebow and Ferguson (2010) found that most frequent and effective approaches to learning used were informal chats with colleagues (80 per cent) and on the job instruction from managers and colleagues (45 per cent). Exact percentages may vary from study to study but it indicates the importance of workplace learning . Some of the most critical skills to workplace success, communication, collaboration, teamwork and even technical skills, are cultivated through invaluable and ongoing informal workplace learning: mentoring, coaching, peer reviews and job shadowing.

Coaching and mentoring

Workplace coaching is a collaborative, solution-focused, result-oriented and systematic process in which the coach facilitates the enhancement of work performance and the selfdirected learning and personal growth of individual (Greene & Grant, 2003). Mentoring is an interactive process occurring between individuals of differing levels of experience and expertise which incorporates interpersonal or psycho-social development, career and/or educational development, and socialisation functions into the relationship (Carmin, 1988). Broadly speaking, coaching supports individuals and teams in building skills that increase performance while mentoring is primarily about developing capability and potential. (CIPD,2009). Coaching has a short term focus vis-a- vis mentoring which focuses on long term development.

Most companies position coaching as an investment in high-performers. Individual coaching often focuses on the top layers of the firm. Team coaching is offered using experiential learning such as business simulations and team exercises. Mentoring is offered to emerging talents as a relationship outside the regular reporting line that helps them develop and move successfully through times of change and transition. A more experienced person is matched with another less experienced one and acts as a listener and guide in questions of business and personal development. Interaction with senior managers helps develop a more sophisticated and strategic perspective on the firm and its direction, values and ways of working (Day 2001). Coaching and mentoring help accelerate learning to create impact at the individual, group and business level as they are geared to people and teams with significant involvement in organisational change process (Vera&Crossan,2004).

UK’s Chartered Institute of Personnel Management reports that 51 per cent of companies (sample of 500) ‘consider coaching as a key part of learning development’ and ‘crucial to their strategy’, with 90 per cent reporting that they use coaching. More recent research in 2011 by Qa Research found that 80 per cent of organisations surveyed had used or are now using coaching. According to Toyota’s philosophy, the responsibility to develop people falls squarely on the line manager, not on the HR department or the trainer in the classroom. The next generation is developed through coaching of daily work. Employees are given challenging assignments by managers. The development lies in the stretch between their current ability and the learning they need to go through to complete the assignment successfully. In addition to defining the right stretch to each member, the manager must also coach and support the member throughout the assignment to help him or her succeed, all the while leaving enough room to think, allowing mistakes and using each one as a stepping stone to development.

Companies like Smithkline Beecham, Cadbury, Hewlett Packard, Mckinsey & Co, Infosys to name a few are using mentoring to develop their employees from initial stage Mariott International and Bank of America have formal mentoring programmes. Here, more senior professionals and mangers team up with less experienced protegees with the aim of assisting the protegee to improve their performance and career progress. The accounting firm KPMG made ‘online mentoring program’ part of its employer of choice initiative . Nestlé has launched several mentoring schemes at different levels in the organisation. Credit risk company Experian has since 2008 been running a global talent development forum and internal mentoring initiative the Experian Business Network for its high potential and diverse emerging talent.

Benefits of coaching and mentoring

Coaching and mentoring help employees to

► To adjust to the culture in an organization: The Coach/Mentor can provide the new worker with information on the corporate culture, organizational structure and procedures that will help the younger professional settle into his role in the business.
► Help in employee growth and development: Coaching and mentoring programmes provide the mentee with real-world knowledge that bridges the gap between educational theory and actual business practices.
► Those serving as coaches and mentors within an organization gain personal and professional satisfaction by sharing their expertise with other employees.
► A supportive atmosphere can improve employee morale and loyalty, thereby helping to reduce turnover and boost productivity.
► Companies can align the goals of the business with a mentoring programme to gain a competitive edge.

Conclusion

Coaching and mentoring, whether formal or informal, provide a simple and cost-effective way to enhance enterprise learning and provide direct and specific learning and development to employees. They help employees improve their essential skills, reinforce strong relationships among employees, support a learning culture in the workplace, and increase productivity.