CII HR Conclave 2010

“Towards Excellence in HR”

23 July 2010, Ball Room : The Lalit Hotel : Barakhamba Road, New Delhi

Programme

0900-1000hrs : Registration

1000-1100hrs Opening Session

1000-1005 hrs Opening Remarks Chandrajit Banerjee

Director General
Confederation of Indian Industry

1005-1010 hrs About CII HR Excellence Arun Leslie George

Awards Sr Vice President & Head-HR
Coromandel International Ltd.

1010-1025 hrs Address by Sunil Kant Munjal

Past President CII &
Chairman
Hero Corporate Services Ltd.

1025 – 1040 hrs Distribution of Prizes to HR Hari S Bhartia

Excellence Awards Winners President
CII

1040-1055 hrs Keynote Address by the Hari S Bhartia

Chief Guest

1055-1100 hrs Concluding Remarks Chandrajit Banerjee

1100 hrs Close of Opening Session

1100 – 1120hrs Tea / Coffee

1120 – 1200 hrs: HR Excellence Award : The Journey to Excellence
Presentation by Award winning company

1115 - 1200 hrs Presentation By representatives of Prize winning

company

1200 – 1215 hrs: Announcement of 2nd CII HR Excellence Awards 2010

1200 – 1215 hrs Presentation Arun Leslie George

Sr Vice President & Head-HR
Coromandel International Ltd.
1215 – 1315 hrs: Session I : Panel Discussion
The Evolution Journey of HR

HR practitioners the world over have always been asked to provide a more credible line of sight of the
impact of HR interventions to the organisation’s business objectives and underlying strategy. From an
execution-focussed set of disparate processes and archaic policies, HR function has come a long
way in integrating the processes, policies and systems to reflect an evolution up the business-impact
value chain. The journey however has only just begun and amidst a dynamically changing business
environment and changing stakeholder expectations, HR is being expected to continuously meet
employee expectations while delivering on key business objectives. While times when there was a
clear distinction between ‘business issues’ and ‘HR issues’ are passé, it will be sometime before HR
gets its rightful place in the boardroom agenda. And it is upon HR leaders now to clearly demonstrate
how HR not only is critical to executing a business strategy but also critical to formulating a
successful one.

1215 – 1315 hrs Moderator S Mahalingam

CFO & Executive Director
TCS

Panelists G K Pillai
Chairman cum Managing Director
Heavy Engineering Company Ltd.

Lavleen Raheja
Chairman & CEO
Franklin Covey – India and South Asia

Anand Pillai
Sr. Vice President
HCL Technologies

Kishore Madhwani
Vice-President
Indian Association of Occupational
Health

1315 hrs Close of Session

1315 - 1400hrs Lunch

1400 – 1500 hrs: Session II : Panel Discussion
Dynamic Performance Management Systems : Critical to
Rewarding Right

Rewarding right is a perennial challenge business and HR leaders are faced with. The challenge is
compounded by changing workforce demographics, need to improve business processes, controlling
costs, managing risk, building long-term employee engagement, driving top-line growth, addressing
globalisation and responding to emerging skill shortages. With a burgeoning younger workforce in
India comes the challenge of meeting a different set of expectations than what HR leaders had been
accustomed to thus far. And the tightening of salary budgets due the slowdown last year has only
exasperated the need to identify high performers and differentiate pay by levels of employee
performance. It has also meant a slow demise of the tenure-led career progression with the focus
shifting to enhanced productivity. While companies in the public sector have already begun to
establish robust performance management systems to establish a meritocratic culture in PSUs,
companies in the private sector are revamping their performance management systems to address
demands of an increasingly globalised multicultural workforce of the future. Just as the rhetoric of
‘pay for performance’ is here to stay, the need to establish performance management systems which
are truly linked to business outcomes cannot be overemphasised. These systems will enable
companies to clearly differentiate pay based on performance.

1400 – 1500 hrs Moderator Jagdish Khattar

CMD
Carnation Auto India Ltd

Panelists S Y Siddiqui
Managing Executive Officer
Maruti Suzuki India Ltd

Padmaja Alaganandan
India Business Leader, Human Capital
Mercer

Sharad Gangal
Executive Vice President
Thermax Limited

Harpreet Kaur
Head – Corporate Human Resources
Godrej & Boyce

1500 hrs Close of Session

1500 – 1600 hrs : Session III – Panel Discussion
Taking HR Excellence to Roots

There is an urgent need to adopt a co-operative model of Corporate and Institutes partnering to raise
the level of corporate readiness of our students engaged in higher education. If we consider just the
HR discipline, management institutes churn out HR professionals in large numbers but of average
quality, which becomes more severe as we go to next Tier institutes. While this is also true for any
other professional, a well groomed HR professional can be a great asset to any company right from
the word go as he/ she goes on to facilitate Talent Management for the enterprise. The session will
focus on the HR professional in particular and all streams in general to share with the audience the
need to look at paradigm shift in HR philosophy to look at beyond company to achieve the goal. The
partnership will involve, Government, Industry bodies like CII, Corporate, Academia and Training
community. By doing this we can take the concept of excellence to the very source – the classroom.
The session aims to provoke new thought to gauge response on its potential effectiveness from the
participants and sensitise the audience towards the Key Issues and seek answers for a new HR
approach.

1500 – 1600 hrs Moderator Dilip Chenoy

MD & CEO
NSDC

Panelists G. Ravindran
CEO
SHRM India

Anil Sachdev
Founder & CEO
School of Inspired Leadership

Tanaya Mishra
Chief People Officer
ACC Concrete Ltd

1600 hrs Close of Session

1600 – 1615hrs Tea/Coffee

1615 – 1730 hrs: Session IV : Panel Discussion
Cultural integration in M&A : Critical to a Successful Deal

We have seen an unprecedented surge in the global M&A activity in the recent past with the growing
ambitions of Indian companies aiming to diversify into newer markets only adding to this
phenomenon. Indian companies have also begun to realise just why organisational cultural
differences and people integration issues consistently top the list of challenges in conducting
successful M&A transactions. Failure to accurately assess and effectively manage these issues in the
dynamic context of a deal results in lost time, missed synergies and diminished value.

Almost always M&A is all about synergies and the realisation of these synergies relies heavily on the
two organisations understanding each other’s culture – how each company operates, the similarities
and differences, the opportunities and risks – and most importantly the people who make up the
workforce of those organisations. Because it is eventually the successful integration of people and
people practices that will determine how and when can the deal synergies by realised. A lack of
appreciation for this aspect can quickly erode the realisable value of any deal, particularly in cross-
border M&A transactions. On the other hand, a thorough understanding of the culture can bring help
manage change seamlessly.

1615 – 1730 hrs Moderator Len Gray

Asia Pacific Business Leader,
Mercer M&A Business

Panelists Vivek Paranjpe

Group President HR
Reliance Industries Limited

Bharat Wakhlu
Resident Director
Tata Group

Shalini Sarin
Director HR
Schneider Electric

Hari Thalapalli
Chief Marketing Officer (CMO) and
Chief People Officer (CPO)
Mahindra Satyam
1730 hrs Close of Session

1730 – 1735 hrs Vote of Thanks Mr Arun Leslie George