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Tuesday, Oct 31, 2006

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Finishing schools for engg grads suggested

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Finishing schools, `emotional infrastructure' among ideas

Issues discussed
Capacity expansion in colleges
Job-hopping Bad HR practices

HR CONCERNS: Mr N. G. Subramanian (left), V-P, Head, Banking Practice, TCS, and Mr Vivek Mansingh, Country Manager, Dell, at the HR conference at 2006 in Bangalore on Monday. G. R. N. Somashekar

Bangalore , Oct. 30

Setting up of finishing schools, inviting foreign universities and building an emotional infrastructure were few of the ideas that took birth at the HR conference held in association with HR in India Foundation on the occasion of BangaloreIT. in 2006 in the city.

Mr Madhavan Nambiar, Additional Secretary, Department of IT, Government of India, suggested that there was a need for `finishing schools' for engineering graduates in the country to make them more suitable for employment. These would add to the quality of the talent pool ready for industry.

`Global leadership'

There is a need to expand capacity in colleges and evaluate them to check quality, said Mr Vivek Mansingh, Country Manager, Dell India R&D centre. "The role of HR is creating global leadership. Foreign universities should be allowed to set up branches in India," he said.

"The HR and CEO fraternity must work together to educate the workforce about long-term careers," he added. Likening the Indian IT industry to a railway station platform, he said that the world was familiar with its attrition and job-hopping.

Organisations need to impress upon their employees the long-term view of career, to prevent job-hopping, said Mr Subroto Bagchi, co-founder and Chief Operating Officer for MindTree Consulting.

HR practices

Mr Manish Sinha, Managing Director, Microsoft GTSC, said even good businesses fail with bad HR practices.

"HR is the voice of the CEO. They are a hand-and-glove combination. Today's HR has to deliver revolutionary performance from employees," said Mr N.G. Subramaniam, Vice-President, TCS. He also spoke of the academia-industry partnership in accrediting students.

Mr Bagchi spoke of emotional infrastructure and the all-important need for communication on a pervasive basis between the organisation and the employee. "Proximity of leadership, which should be available on demand, is another important factor that will increase loyalty. A shared vision, beyond a quarterly one, should be delivered."

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