Tuesday, November 06, 2012

A thespian grandmom

A thespian grandmom, a sultry mom, and two star daughters…

Having been part of two different eras, Moon Moon sees no influence of her mom’s work in her own. “My mother stopped acting about 15 years before I stepped into films. If you look at the history of cinema, you will see that each decade is different in terms of writing, story, direction etc. I could never have done the kind of role my mother did because I was never offered such roles. What came my way was very different and I had to measure up to the kind of work I got.” The challenge, as she says, was never about comparison or expectation. “In fact, the biggest challenge faced by actors of any era is that of competition from fellow actors.”

On whether it is difficult for a star child to deal with people’s expectations, Moon Moon interestingly pointed out, “One has to understand that people don’t really have any expectations. It’s more about meeting your own expectations. Eventually how one performs matters.” In her film career of 60 movies and 40 tele-serials in Bengali, Hindi, Malayalam, Telugu, Tamil, Kannada and even Marathi, Moon Moon Sen dared roles that were tabooed in the Indian film industry then. “They just wait to see what you are going to be like,” says Moon Moon with a conviction that appears to be her source of motivation too.

During the conversation, her well paced discourse in a husky yet clear voice was constantly reminding me of an elitist secondary school language teacher. The similarity between them was an effortless wider-than-usual stretching of lips for clarity in pronunciation. What led to such a thought could probably be my knowledge of her being an English teacher at one time or her constant words of encouragement for all star kids who somewhere along the line are trying to overcome the shadows of their predecessors. “Like today, no one really expects Ranbir to be like his father or mother. For Abhishek Bachchan, the challenge is nothing to do with him being Amitabh Bachchan’s son. Nobody expects another Amitabh Bachchan; they wish to see what Abhishek Bacchan is all about,” she explains. 


Source : IIPM Editorial, 2012.

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Thursday, November 01, 2012

Aparna Ballakur (Vice President – HR, Yahoo! in India) tells Sayani Sinha Roy the Yahoo! workforce settles for nothing less than an addictive combination of Work, Opportunity, and Workplace

Q. How does Yahoo! retain its top employees?
A. At Yahoo! we settle for nothing less than an addictive combination of work, opportunity and workplace, or ‘WOW’, as we call it. The ‘work’ we do is fun, since we build cool stuff that impacts over 700 million users on the internet. I think the ability to touch millions of people across the world on a daily basis continues to be one of the most appealing aspect. Our employees get the ‘opportunity’ to work on bleeding edge innovation, alongside some of the best minds in the business. The opportunity that we give to our employees is our USP. We have created a work environment that is flexible, open and conducive to building a diverse and inclusive workforce.

Q. How has Yahoo! evolved in your tenure?
A. Yahoo! was early to realise India’s potential to emerge as an epicentre of high-end R&D, delivering strong internet products. We started with a small team and today R&D centre at Bangalore is the second largest R&D hub of Yahoo!

In the last few years, the centre has leapt the value chain, reinventing itself from an engineering centre to a customer-centric innovation hub that is making a strategic impact globally.

Q. Based on your experience, what role does HR play in M&A?
A. M&A brings unique people challenges that are outside the domain of business’ regular functioning. By keeping people issues front and centre, understanding HR’s role in each of the critical phases of the deal’s life cycle, and facilitating smooth culture integration, HR can effectively support the business and help achieve solid results from the transaction. A good way to measure a successful M&A is to pay attention to retention and engagement and ensuring that the new latent is leveraged well.

Q. Define your leadership style.
A. I believe in guiding, setting and communicating clear direction, goals and plans for my team and then leave it on them as to how they want to execute it. I feel that micromanagement can erode the confidence and motivation of employees. It is important for a leader to be direct. You need to clearly establish performance expectations and commitments with your employees and others. I believe in clearly identifying the goals and roles in the organisation and then helping leaders understand what they need to accomplish with teams.

Q. How do you manage time between work and family?
A. I believe in work-life integration and do not compartmentalise the two. You need to prioritise time; there will be days when work will take precedence and days when you will need to take time off for a family commitment. It is rare that on the same day you have pressing issues on both the sides. click here to continue...

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Wednesday, October 31, 2012

Judicious Structure and Strategy

Suparshwa is CEO of Mobilink Telesystems Company, manufacturers of one of the oldest and largest telecommunication products including consoles. Suparshwa joined as marketing manager in 2006, when the survival of Mobilink Telesystems Company (MTC) was in question on account of fast-changing technology in telecommunication products besides the recession in the economy at large. Suparshwa rose to become the CEO by early 2011.

As a marketing manager – with a masters degree in technology from NITIE, Mumbai, and post graduation in management from a leading institute of Mumbai – Suparshwa had the credit for turning MTC into a profitable and commercially successful firm.

MTC originally started as a trading unit of telesystems products through acquisition of agency and dealership of the then known telesystems manufacturers in 1990. Later in 1995, MTC had set up a manufacturing facility at Gandhinagar in Gujarat for manufacturing key pressed telephone instruments with voice recording facility.

MTC continued to expand over the years, and by 1999 had another two production units, dedicated to small private automatic branch exchange manufacturing and telephone line diversion machines, in the adjoining cities– Ahmedabad and Dholka. Dholka had been selected because a few government sops were available.

During those times, MTC managed to receive good quantum of product order as the test and fashion of society were changed. MTC used to produce its own goods under its brand name. Click here to read more...

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Tuesday, October 16, 2012

A Guide for Error-Free Interviewing

A high attrition rate, especially among newly recruited employees is a major concern today. It has negative consequences for the organisation, especially when attrition is in areas where employees interface with customers. While reasons for attrition may be many, an early departure clearly indicates a failure in the selection process. The challenge facing managers is how to recruit right, and perhaps do away with attrition! There may be no guarantee for this, but it is possible to minimise the risk of a selection failure.

Evaluation methods like assessments and psychometric tests can help in selection by giving insights about candidates. However, these tools are expensive and time-consuming, and usually not available to managers when needed.

A personal interview is the decider in any selection process and it is important for managers to develop interview skills for making reasonable assessments. An interview is often an adhoc affair, sandwiched between a hectic work day, which gives managers very little time to understand the candidate’s profile and match it to the specific job requirement. Sometimes, the manager is under pressure to fill a vacancy and this can cloud rational decision making. Experienced managers have their own profile of who a good candidate may be and go by this judgement to make hiring decisions. They would naturally frame their questions to test the candidates on such attributes, but these may not necessarily match the requirements of the position to be filled. Such factors give managers very little time to plan for an interview or their focus during it may deviate from factors specific for the job at hand. Click here to read more...

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Saturday, October 13, 2012

FUNDS ALLOCATION: FLAGSHIP PROGRAMS

Priority should be given to smaller projects and projects-on-hold

In order to end the middle men commission concept and faulty tender processes, the government needs to adopt a fast-track single-window technical tendering process. The release of funds have to made much more efficient and quick – thus enabling the project to go on as per the schedule – as well as fines charged not just for implementation delays but also for unused funds (aka ADB). Smaller projects should be necessarily targeted first. For example, the JNNURM sanction should be immediately used for public facilities like roads, water in village areas, as these are the small projects that can be tendered and completed double quick.

Another innovative procedure could be to provide appropriate incentives to the tender awardees for completing plans before time and within budgets. Most importantly, well paid professional managers should be employed to manage and rate these projects from the government’s end. Believe us, it works to hire intelligent humans. Well, how many times have government ‘Abhiyans’ been rated on an Economic Value Added concept?


Source : IIPM Editorial, 2012.

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