Talent Management - A key business strategy

In a wired world of easy, me-too replications, solid employeevalue proposition reinforced by ‘The Human Factor’ can provide the winning difference.

By Rajlakshmi Saikia

Are you aware of the decisive impact of talent on your organisation’s success? Have you devised a game plan to retain your competitive advantage? Did you know that despite fluctuating unemployment rates, the competition to source, hire and retain top notch candidates has remained consistent and fierce across most industries? Finally, while every other aspect of business is being easily replicated (products, services and infrastructure) isn’t it amazing to learn that talented people are the ONLY lasting competitive advantage?

McKinsey’s study, which has appeared in the McKinsey Quarterly (1998), focused on 77 large U.S. companies in various industries. The team’s focus was on the human resources department within each company and what their talent-building philosophies, practices, and challenges were. The team also surveyed nearly 400 corporate offices and 6,000 executives from the top ranks of these companies. In addition, the group conducted case studies of 20 companies that were perceived to have considerable talent. The study concluded that companies are about to be engaged in a war for senior executive talent that will remain a defining characteristic of their competitive landscape for decades to come. The report’s even more troubling conclusion was that “most companies are ill-prepared, and even the best are vulnerable.”

This new age economy, with its attendant paradigm shifts in relation to the human capital, in terms of its acquisition, utilisation, development and retention, has placed a heavy demand on today’s HR professionals. Today HR is expected to identify potential talent and also comprehend, conceptualise and implement relevant strategies to contribute effectively to achieve organisational objectives. Hence a serious concern of every HR manager in order to survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organisation. You will find out more as we reveal our findings from our interactions on the subject with the country’s top HR people from some of the best known and admired companies. To analyse the reasons, we first need to understand what “TALENT” means. People have different views and definitions. According to Leigh Branham, vice president, consulting service at Right Management Consultants and author of the book, “Keeping People Who Keep You in Business”, a talent is not rare and precious. Everyone has talent – too many to possibly name all. Talent is behavior; things we do more easily than the next person. We speak of “natural born talent” but those with a gift, knack, ability or flair for something can refine and develop that talent through experience. Talent, however, cannot be taught. As someone once said, “you can teach a turkey to climb a tree, but it is easier to hire a squirrel”.

Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a combination of abilities and attitudes. The real trick is to match the right motivated talents to the right role, individually and collectively, harnessing and harmonizing this crucial attribute to achieve the objectives of your company.

Today, companies have become fiercely competitive when it comes to attracting and retaining talent. According to Branham, 75 per cent of the senior executives admit that employee retention is a major concern today, the obvious reason being the ‘increasing rate of turnover’. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms pertaining to attracting and retaining talent. It is an accepted truth that turnover will happen and companies need to device a strategy to curb unprecedented turnover from affecting organisational success.

As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares, achieving zero percent turnover is neither realistic nor desirable. People tend to seek change for a variety of reasons—more money, better benefits, the appearance of a greener pasture- and this has been a practice from the very beginning. Then, what is it that has really changed?

Despite intense competition being the key to market development and success, organisations have failed to identify some of the major reasons which highlight why ‘good performers’ leave. In his study, Branham clearly states that one major reason why people leave their organisation is because of the organisation’s failure to bring about a correlation between pay and performance. Human Resource experts in the industry believe matching the right blend of talent with the right job profile can lead to superior performance.

This paradigm shift in the focus of companies is a repercussion of our ground breaking post liberalisation era.

Mr. George asserts, “liberalisation brought a sharper focus on the criticality of talent.” Mr. Johnson Damu, vice president HR, GE Capital, drew attention to the ‘shift in industry’ that took place as a result of liberalisation. Initially the industry was very stable and dominated by PSUs. However, post 1992-93, there was a shift from ‘manufacturing’ to ‘services’ which brought about a change in the job market requirements. Today, even a graduate has adequate job opportunities and is more empowered in his options towards charting a career path. Talking of new upcoming areas in the service sector, Mr. Damu gave us an insight by citing the instance of the Call Centers. This change has brought about the importance of talent in the present scenario and redefined the terminology. Earlier talent was restricted to the skill-set that one possessed but now it is a much wider term and its meaning encompasses skills, abilities, attitude and knowledge. The HR heads of Seagram and GE Capital unanimously believed that “talent” and “competency” can be easily used interchangeably.

The present scenario with abundant opportunities has triggered a wave of employees, perpetually “on the move”, forever seeking better opportunities whenever, wherever and however they can. What is behind the restlessness of these hard to keep employees? By focusing on productivity, organisations are realising that it is imperative to hire employees who can do the job and be successful at it. The organisation no longer wants to just hire to hire, in fact they are striving to find the right people, bring them into the organisation and retain their services. One of the critical functions of HR is a sound Human Resource Planning through which they are able to project the demand for human resource and thereafter formulate strategies for acquiring them. As the leading HR heads of the country point out, the solution is not just about finding the correct retention mechanisms , but it starts from the very beginning by devising ways to acquire the right people for the right jobs. Today’s hiring mistakes can be tomorrow’s attrition.

Casey F. Thomas, principal, human resource management BPO and Tony Jackson, principal, employee pay and rewards leader at Mellon Human Resources and Investor Solutions have conducted surveys which clearly show that attraction and retention issues remain a crucial challenge.

For The Best Talent, Money Alone Has Little Retention Value.
Great workplaces do not win employee morale, confidence or loyalty by merely giving out fat pay packages. They do so by striking the right balance between compensation and performance management. In most companies employees do not see a direct correlation between their pay and their performance. Due to dissatisfaction as a result of poorly structured pay packages, many companies now seek respite by adopting the ‘variable pay approach.’ Companies like Apollo Tyres, Ranbaxy and Dabur have successfully and tactfully implemented this approach. In fact, variable pay at Ranbaxy is about 60-70 per cent and at the CEO level, it goes up to 80 per cent of the compensation package. (source: a Business Today Survey, September, 2003) In the BT- Hewitt survey (September, 2003) carried out for the Best Employers in India, the top most companies (Procter & Gamble) in the survey are those who have adopted retention strategies such as performance recognition. NTPC was rated third for their ‘performance oriented culture’. Glaxo Smith Kline was ranked fifth because of their ‘performance driven results, comprehensive developmental and learning programmes and direct correlation between performance and career progression’.

Another survey conducted by Mercer Human Resource Consulting measuring the return on total rewards further reiterates the same by identifying that larger companies (>10,000 employees) view ‘pay for performance’ as a top priority. Attracting/ retaining the ‘right’ talent being one of the parameters for measuring return on total rewards indicates that this issue of attracting and retaining the right talent is of outmost importance being backed by 85 per cent agreements.

Talented people want to be a part of something they believe in and not just a fat pay package. A culture of commitment is the key to employee retention- a culture that concentrates on vision, mission, values and ambitious goals to attract and hold on to talented people. This culture of commitment can only set in if there are guiding principles or core values that are of intrinsic importance to those in the organisation. By sharing a common vision, companies can give their employees a sense of belonging- a ‘we feeling’. The greatest example of this is Bausch & Lomb whose vision is “To be No.1 in the eyes of the world” and each and every employee at Bausch & Lomb is aware of and identifies with the same.

IIPM Factored…
From our research, it is evident that today’s war for talent is a direct result of the desire of companies’ to identify the key factor which is essential to keep people loyal to the organisation. Soaring pay packages as a result of liberalisation which brought in competition from multinational companies failed to recognise the fact that after a certain point, money fails to be an effective incentive.

There is also a direct correlation between successful retention and tools of motivation used by the employer. It is not that companies do not recognise the need to allure employees to motivate them for better performance but what companies often fail to identify is- “Are you giving them what they want (status, value, self-esteem, pride, job satisfaction, challenge and mentoring)?” Because if you are not giving something they want, then it’s sayonara! One’s loyalty towards his/her organisation is based on his/her level of satisfaction from their job. However, attrition tends to take place due to dissatisfaction as a result of ignorance of the `need hierarchy’ of the employees while deciding their motivators. Some reasons why good performers leave are :
• No link between pay and performance
• They don’t perceive any growth or advancement opportunities
• Their contributions are not recognized or valued by the organisation
• They don’t get a chance to use their natural talents
• They don’t perceive transparency in the system

As Mr. Damu puts it, at GE they feel that if there are no right systems, policies or career growth, people do not feel the need to stay on. Hence, it has become extremely important for companies to give its employees the perfect environment to work in. GE, for example, teaches ‘People Leadership’ from line managers to its executives. They coach their employees the art of looking after their subordinates. Their policies and programs are focused on improving work environment and providing growth opportunities for their employees. Peter Capelli of the Wharton School clearly expresses his changed view in the Harvard Business Review that the old goal of HR management — to minimise overall employee turnover — needs to be replaced by a new goal: to influence who leaves and when. Today with the rise of a market driven approach to retaining talent, companies desperately need to resort to various retention mechanisms such as compensation, social ties, location and hiring. Capelli also states the two mechanisms essential for employee retention- job design and job customisation.

Aggressive development strategies often complement retention strategies in a big way. Providing opportunities to the employee for both professional and career growth and giving due priority to this important activity makes the company’s IMAGE in the market for talent, attractive and compelling. However, on the whole, the basic question remains, “Why would talented people want to work in your organisation?” Organisations with superior employee value propositions have a compelling answer to this question. A McKinsey study (1998) that analysed 77 companies from a variety of industries to investigate talent problems, suggests that ‘creating a winning value proposition means tailoring a company’s ‘brand’ and ‘products’- the jobs it has to offer - to appeal to the specific people it wants to find and keep. It also means paying what it takes to attract and retain strong performers - the ‘price’. Reviewing the retention problems against the perspective of enduring employee value propositions about these three dimensions, namely brand, products and price helps to clarify the focus.

All retention strategies must be built around a compelling, distinctive and exciting employee value proposition. These strategies may be diversified into three distinct domains, i.e. cultural, transformational and transactional.

Cultural dimensions as a tool to retain talent zeroes in on functional, technical and control aspects, while simultaneously dealing with inspiration, emotion, energy, enthusiasm, collaboration and camaraderie, openness and a sense of belonging. A culture that is open, trusting, nurturing, authentic as well as empowering tends to attract and retain top talent. Transformational strategies that impact retention are mentoring, coaching, counseling, competency and performance development programmes, retraining, re-skilling, redeployment and job rotation, challenging assignments, job enrichment and above all, promoting and propagating a knowledge-building and knowledge-sharing culture. Transactional Strategies for effective retention include innovative, dynamic and competitive compensation strategies, tailored welfare initiatives, social and community activities, workload balancing, effective work-life integration, reward and recognition, establishment of good communication and feedback network as well as anti poaching measures. However, in order to be able to meaningfully orchestrate and implement effective retention strategies, the first step should be to understand the scope of the retention problem that is unique to one’s organisation. Companies need to identify their crucial target group, instrumental in enhancing organisational success. It is a paradox that the companies which invest heavily in recruitment and development and make a good job at that, are prone to a greater risk of poaching. A sound sensing and tracking system to assess the volume and causes of attrition by performance level is the key to conquering this talent war. The ability to identify good performers, who tend to leave for any job or management related issues and timely intervention to address these issues, could be effective.

At the end of the day, creating and delivering a great employee value proposition is clearly the best way to retain good people. Research shows that companies which have recognised the need to give priority to its people management-driven strategies are the winners. In the midst of this ‘war for talent’, most importantly, it is only when an organisation is successfully able to convey the message that it cares for employees that retention becomes a strategic advantege.

After all, business is a competitive endeavour and the employee lasts only as long as he is satisfied. Nobody owes anybody else a living.

(This research based article is compiled by Rajlakshmi Saikia, IIPM Intelligence Unit)

For info about IIPM, click below...
About IIPM IIPM Programmes IIPM Placement IIPM Alumni IIPM Alliances IIPM Ranking IIPM Director's Desk IIPM Dean's Message History of IIPM IIPM Mission IIPM Curriculum IIPM Project Based Learning IIPM GOTA IIPM Dual Specialisation IIPM Faculty IIPM GOP IIPM Campus Resources IIPM Campus Events IIPM Sports Club IIPM Support Services IIPM Campus IIPM Libraries IIPM Cafeteria IIPM Academic Centres IIPM Wilton Park Reports IIPM Feedback IIPM Links IIPM Sitemap Contact IIPM

IIPM Faculty

IIPM’s 350-plus faculty tap an ocean of expe­rience and years of research which have cre­ated a vast reservoir of knowledge for you to learn and leverage. Prof. Arindam Chaudhuri’s research from ancient texts on comparative management techniques across cultures will captivate you. You may learn Business Strategy from Prof A Sandeep, who has consulted with PricewaterhouseCoopers and British American Tobacco, or learn Microeconomics Prof. Pra­soon Majumdar, whose strong policy advocacy regularly feature in The India Economy Review. Classrooms are sounding boards for profes­sors cutting-edge research the law of increas­ing marginal utility and the concept of lifestyle parity emerged from IIPM professors teaching and discussions in the classroom.

For more IIPM article, click here

For more IIPM info, Visit below...
http://www-management-courses.ebloggy.com/
http://iipm-institute.21publish.com/
http://iipm-institute.21publish.com/vidhhyalaya
http://iipm-b-school.blog.ca/
http://sonusingh.alfablog.com/
http://www.journalhome.com/iipmblog
http://aboutiipm.egoweblog.com/

IIPM Publications
IIPM's libraries constitute the basis of learning for students, faculty and executives. Spread across complete individual floors, IIPM libraries are frequented by innumerable visitors on any given day. Many visitors to the IIPM libraries are actually from other institutions and organizations. The IIPM libraries are supported internationally through the online reference system of Asia Development Intelligence Unit (ADIU) and also display the ongoing research undertaken by Business & Economy, one of India's leading business magazines. The online reference mechanism at IIPM libraries is considered to be one of the most exhaustive library supports currently functioning. Furthermore, with exhaustive wi-fi and local intranet support in all IIPM centers, IIPM libraries also provide the most updated global repositories of information available on the world wide web. Please note, the online IIPM library interface is accessible only to authorized students, faculty and executives.

All IIPM libraries maintain computerized index sheets for visitors to sort through books (current & new lists), journals (current & new lists), other magazines and papers (news, research, surveys etc). Further, the library staff of IIPM (including the Student Library Secretaries) regularly provide key reference information and tips for optimally utilizing the library's resources. Due to strict copyright rules, visitors have to necessarily take formal permission before copying any material in the library, electronically or otherwise.

Apart from over 10,000 titles in various management and non- management related areas, the various sections in any IIPM library would cover the following areas: Library News, Library Catalogues, Electronic Resources, General Information, Faculty & Fellow Services, Examination Papers, Readings and the Online Library Section.

About IIPM : Dean's Message

Dean's Message
Professor Arindam Chaudhuri, renowned management guru & economist; Dean, Center for Economic Research & Advanced Studies

We need to understand that sustainable growth can be achieved only by committing ourselves to macro level growth strategies that would encompass the bottom 80% of the population and not just the top 20%. This conscientious approach would make a growth rate of 12% per capita per annum possible. In the light of globalization of the Indian economy and capitulation of Indian brands, it is imperative for tomorrow's leaders to be aware of the above mentioned facts, so that they can face the emerging global challenges of international markets with confidence, while remaining committed to remove massive poverty of Indian masses within a generation. While some wealthy nations enjoy the luxury of material of plenty, the fact remains that more than twice the number of people killed in the 2nd world war die every year of hunger and curable diseases. And yet we fail to realize that unrestricted satisfaction of all desires is not conducive to human well being! Nor is it the way to happiness, or for that matter, even maximum pleasure!! When the wealthy nations today talk of 'being one' with the rest of the world, and of concepts of global village, their talks simply border on hypocrisy. The time has come for India to lead the way in showing that this carnage can be stopped with the help of determined leadership and long term committed vision. The Indian managers need to develop a strong vision for their companies, and most importantly, for the people who work for them, apart from having a terrific sense of commitment for the country, great motivational skills and leadership qualities. A growth rate of 12% per capita per annum would imply that India can beat U.S.A. in terms of purchasing power parity within the next 25 to 30 years and become economically the strongest country in the world. For this, the Government of India needs to support the Indian organizations with suitable pro-people & pro-India policies, which would help Indian organizations in becoming stronger to compete in the world market successfully. Future leaders must be aware of this and not remain intellectually handicapped. IIPM strives for these commitments and continuously endeavours to educate its students and clients on these issues with the belief that sooner than later, structured economic independence can be achieved through a coordinated effort...

IIPM NEWS

IIPM BEST MBA INSTITUTE
This section provides current news updates on happenings at IIPM in the recent past or the near future. The news has been divided into two parts for assisting the reader in differentiating the importance of particular news items.

The link on News In Media focuses on how IIPM's name has featured in various media like newspapers, television channels, seminars & other forum. Various synopsis of news items are provided in the above mentioned link. By the side of each synopsis, the 'Source' has been acknowledged. However, for the sake of editorial discretion, the synopsis has been edited to adhere to reporting norms. Hence in some instances, the actual news item might not carry the same words as the synopsis. Please note that the links that have been provided in the above mentioned page are directly to the media site.

The link on News At Work gives details of news within IIPM, for example, admission details, examination dates, news on release of results, news that faculty has put up for students, information provided by the various student committees (Cultural, Alumni, Public Relations, Academic, Sports, Placements etc), other noteworthy achievements of IIPM faculty and various IIPM Centers (ICMR, ICPAR, HRIC, CCISD, ADIU etc).

In case you require further details on any news item, whether media news or work news, please feel free to directly contact IIPM's public relations cell (Indian Center for Public Affairs & Relations - ICPAR). Visit the link on Contact Information for details on how to get in touch with the relevant ICPAR personnel. In case you are a media agency, journalist or any organization interested in covering IIPM's various activities, or taking views & articles from faculty and students etc, please directly contact ICPAR personnel who would guide you in following the appropriate procedures to file requests. ICPAR personnel, from time to time, provide press releases on IIPM activities. You can also request ICPAR personnel to regularly provide you the required press releases in the future.

Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

Topic :The Nonmarket Environment: A Wining Strategy

IIPM Publications




Prof. Michael Yaziji IMD International

Michael Yaziji is Professor of Strategy and Organizations at IMD. His primary interests are in the areas of strategy formulation and implementation, non-market strategy, stakeholder management, and change management.

His current research focuses on relationships between corporations and nongovernmental organizations (NGOs), e.g. Greenpeace, Friends of the Earth, PETA, and WWF. He studies both
campaigns by NGOs against corporations as well as collaborative partnerships between corporations and NGOs. His recent publications on the topic include “Turning Gadflies into Allies” in The Harvard Business Review (2004), and “Toward a Theory of Social Risk: Antecedents of Normative Delegitimation” in International Studies of Management and Organization (2005). Michael’s articles have been translated into many languages and he is also a contributor to The Financial Times, INSEAD Quarterly, and The European Management Journal. He was recently awarded a contract with Cambridge University Press for a book on NGO-Corporate relationships as part of a series edited by Ed Freeman.

He has consulted for leading corporations such as Microsoft, Cisco, and AP Moller Maersk in the areas of market and non-market strategy formulation and implementation, corporate values, and stakeholder management. In addition to being a keynote speaker at various think-tanks including L’Institut Français des Relations Internationals and The Copenhagen Center, Michael is also a Visiting Fellow at INSEAD. He is also a member of the World Economic Forum Roundtable on Public-Private Partnerships in Health whose report is being studied at the 2005 UN high-level meeting.With a Ph.D. in Management from INSEAD, Michael’s educational background also includes a Ph.D. in Analytic Philosophy from the University of California. His INSEAD Management dissertation research focused on NGO campaigns against corporations. It was based on the largest global survey of campaigning NGOs.

SESSION PLAN

The workshop will be split into four sessions:

Prof. Michael Yaziji will introduce non-market strategy, stakeholders, the role and responsibility of the corporation, and cutting edge research on NGO-Corporate interactions (cooperative and conflicting). Cases and best practices from across the globe would be used extensively.

Prof. Jayanto Chakraborti will focus on non market strategy adopted by Indian corporations to contribute to social development while ensuring returns are generated.

For more IIPM info, Visit below....
http://jroller.com/page/info
http://jroller.com/page/SUCCESS
http://my.opera.com/sonu-a/
http://my.opera.com/sonu-b/
http://iipm-centers.blogspot.com/
http://placements-iipm.blogspot.com/
http://free-blog-site.com/iipm_publication
http://free-blog-site.com/iipm_2
http://www.seedwiki.com/wiki/iipm_publication/
http://www.seedwiki.com/wiki/iipm/
http://www.fairspirit.com/sonu00/
http://www.seedwiki.com/wiki/iipm_b-school
http://just-look.blogdrive.com/
http://sonu-hh.livejournal.com/
http://sonu501.wordpress.com
http://sonu119.zbloggy.com/
http://iipm.blog-city.com/
http://sonu77.blogmatrix.com/
http://sonu72.tblog.com/
http://surenderlatwal.tripod.com/IIPM-B-SCHOOL/
http://surenderlatwal.tripod.com/IIPM/

IIPM Admission > Application Details

IIPM BEST MBA INSTITUTE
This section would inform the reader about details of whom to contact for applying to the various programs at IIPM, last dates for submitting the application forms and frequently asked questions. If you do not find the answers to your queries in this section, please visit the link on Contact Information and communicate with the appropriate authority.

Full time Programme in National Economic Planning and Entrepreneurship (2006 Applications)

Last date for submitting applications for Fulltime Programme in National Economic Planning and Entrepreneurship, 2006 Fall Winter Session: 28th October 2006 for candidates from Delhi, for candidates from other Indian cities, for candidates from Asian cities outside India, and for candidates from the Australian continent, for candidates from North American, European & African continents.

Last date for submitting applications for Integrated Programme in National Economic Planning and Entrepreneurship, 2006 Session: 28th October 2006 for candidates from Delhi, for candidates from other Indian cities, for candidates from Asian cities outside India, and for candidates from the Australian continent, for candidates from North American, European & African continents.

Course Commencement Date for the Spring Summer Session: For IIPM Delhi: May 2006, For IIPM Mumbai: May 2006, For IIPM Pune: May 2006, For IIPM Bangalore: May 2006, For IIPM Chennai: May 2006, For IIPM Hyderabad: May 2006, For IIPM Ahmedabad: May 2006.

Course Commencement Date for the Fall Winter Session: For IIPM Delhi: August 2006, For IIPM Mumbai: August 2006, For IIPM Pune: August 2006, For IIPM Bangalore: August 2006, For IIPM Chennai: August 2006, For IIPM Hyderabad: August 2006, For IIPM Ahmedabad: August 2006.

Information Brochure & Application Forms: These can be obtained free of cost on working days from the following offices:

New Delhi Admissions Office: Level 1, IIPM Tower, B-27, Qutab Institutional Area, New Delhi: 110016, India; Phone: +91-11-41799993, 41799994; Email: Admissions@iipm.edu.

Mumbai Admissions Office: IIPM Tower, Junction of 32nd Road and S.V. Road, Bandra (West), Mumbai:400050, India; Phone: +91-22-56987878, 56988901, 56929681; Email: Admissions@iipm.edu.

Pune Admissions Office: IIPM Tower, 893/4, Bhandarkar Road, Deccan Gymkhana, Opp. Oakwood Hotel, Pune:4, Phone: 91-20-31031556, Email: Admissions@iipm.edu.

Bangalore Admissions Office: IIPM Tower, 419, 100 Feet Road, Next to Canara Bank, Koramangala, Bangalore, Phone: 91-80-25084588, Email: Admissions@iipm.edu.

Chennai Admissions Office: IIPM Tower, 145, Marshall Road, Egmore, Chennai, Phone: 91-44-55223310/1/2, Email: Admissions@iipm.edu.

Ahmedabad Admissions Office: IIPM Tower, 19, Inqulab Society, Opp. Sears Tower, Gulabi Tekra, Ahmedabad, Email: Admissions@iipm.edu.

Hyderabad Admissions Office: IIPM Tower, 6-3-252/2, Erramanzil, Banjara Hills, Hyderabad, Phone: 91-40-55766001, 23300212/13 Email: Admissions@iipm.edu.

If application form is required by post (available free of cost) for New Delhi, Mumbai, Bangalore, Chennai, Pune, Hyderabad and Ahmedabad write to us at our office addresses (mentioned above) clearly stating the name of the programme for which the application is required, applicant's name and contact address.

Eligibility: For the Full time Programme in National Economic Planning and Entrepreneurship, applicant should be a graduate, or should be in the final year of graduation. No minimum percentage is required in graduation for applying. For the BBA program, applicant should have completed 10+2, or should be in the final year of high school (11/11+1/12^th grade). No minimum percentage is required in 10+2 for applying to the BBA entrance exam.

All India Examination Procedure: For the Full time & Integrated programs, after the applications have been received and accepted, admit cards would be sent to candidates for the Entrance Examination. The Entrance Examination is conducted at more than 20 centers all over India. Please refer to the prospectus for the updated list of centers. All applicants who receive admit cards would have to undergo the Entrance Examination that would consist of three stages, namely, a written examination, group discussion and a personal interview. There would be no short-listing of applicants before all the three stages are over. Once the three stages are completed, the final selected list of applicants would receive individual communication from the Admissions Department at IIPM. Applicants can also call up the Admissions Department and verify selection details. Please visit visit the link on Contact Information for the relevant contact details.

Fees Details: Please refer to the Prospectus that contains term fees schedules for both the Full time & Integrated programs. Under a special agreement with IDBI Bank & UTI Bank, IIPM students are provided educational loans by IDBI Bank & UTI Bank during the course of study. However, IDBI Bank & UTI Bank reserve the right to accept or reject loan applications.

Residential Accommodation & Hostel Details: All selected applicants desiring hostel accommodation should contact the Admissions Department through email or phone and send an application requesting hostel quarters. rooms would be allotted on a first-come-first-serve basis by the Establishment Head. The hostels are separated on gender basis and hence female applicants would be allotted rooms in the women's hostels and male applicants would be allotted rooms in the men's hostels.

Additional Information: Applicants are encouraged to directly contact the Admissions Department at IIPM for any additional support through email, normal mail, phone, or physically. In case there is any urgent information requirement, applicants are advised to use the telephonic contact method. For details, please visit the link on Contact Information.

IIPM Fellowship Programs (2006 Applications)

Last date for submission of application forms: No last date is applicable in these programs. However, applicants are encouraged to submit their applications by March 31st for the Spring Summer session, and by September 30th for the Fall Winter session.

Course Commencement Date: Spring Summer (May) & Fall Winter (August).

Information Brochure & Application Forms: These can be obtained free of cost on working days from Admissions Departments, for New Delhi Base Level, IIPM Tower-I, B-27, Qutab Institutional Area, New Delhi: 110016, for Mumbai IIPM Tower, Junction of 32nd Road and S.V. Road, Bandra (West), Mumbai - 400050, for Pune IIPM Tower, 893/4, Bhandarkar Road, Deccan Gymkhana, Opp. Oakwood Hotel, Pune:4, for Bangalore IIPM Tower, 419, 100 Feet Road, Next to Canara Bank, Koramangala, Bangalore, for Chennai IIPM Tower, 145, Marshall Road, Egmore, Chennai, for Hyderabad IIPM Tower, 6-3-252/2, Erramanzil, Banjara Hills, Hyderabad:500082 and for Ahmedabad IIPM Tower, 19, Inqulab Society, Opp. Sears Tower, Gulabi Tekra, Ahmedabad If required by post, send a forwarding letter mentioning clearly the name of the programme for which the application is required, applicant's name and contact address to the address mentioned above Further, copies of published research papers and dissertations should be submitted alongwith the application.

Eligibility: Applicant should have completed a minimum of 16 years of education to apply for the IIPM fellowship programs. However, it is extremely preferred that the applicants have relevant work experience and have previously published research papers, articles etc.

Stipend Details: IIPM fellows would be awarded a monthly stipend that would be amongst the best in the academic field. Fellows would however have to pay the course fees. Details would be provided by respective Department & Unit Heads at IIPM once the applications are received.

Selection Methodology: Applicants would be asked to submit summaries of their interest areas. Once these are received, they would have to undergo interviews with specific Heads of Departments & Units. Selection results, stipend amounts and other fees would be communicated on the basis of these interviews.

Source :- IIPM Editorial, 2006, Editor - Prof. Arindam Chaudhuri

For More IIPM Info, Click below....
http://businessmanagement.jeeran.com/
http://www-management-courses.ebloggy.com/
http://iipm-institute.21publish.com/
http://iipm-institute.21publish.com/vidhhyalaya
http://iipm-b-school.blog.ca/
http://sonuright.bravehost.com
http://www.freewebs.com/iipm-institute/index.htm
http://www.journalscape.com/iipm/
http://iipminstitute.blogonfly.com
http://sonu-site.supersized.org
http://surendersingh.bloggoing.com/
http://sonusingh.alfablog.com/
http://www.journalhome.com/iipmblog
http://aboutiipm.egoweblog.com/
http://iipm-web.blogspot.com/
http://iipm-info-iipm.blogspot.com/
http://iipm-progress-iipm.blogspot.com/
http://blogger-is-best.blogspot.com/
http://blogger-club.blogspot.com/
http://blogger-progress.blogspot.com/
http://blogger-source.blogspot.com/
http://iipmtop.blogspot.com/
http://iipm-best-b-school.blogspot.com/
http://industryiipm.blogspot.com/
http://www.sonulatwal.9k.com
http://sonuright.mbablogs.businessweek.com/
http://famous-blogger.blogspot.com/
http://iipm-growth.blogspot.com/

IIPM RANK

IIPM RANKED AHEAD OF FIVE OF THE IIMS RATED AS ONE OF THE FASTEST-RISING BUSINESS SCHOOL IN THE COUNTRY

Extenuating its spirited campaign 'Dare To Think Beyond the IIMs', IIPM surpassed the performance of 5 of the IIMs to be ranked 2nd (ahead of 5 of the IIMs) in the Business Barons' India's Best B-Schools Survey, January 2005, in the 'Industry Interface' index.

The survey specifically endorsed the entry of IIPM in the 'elite list' and rated it as one of the fastest-rising business school in the country. The survey placed IIPM at rank 8 over all (exceeding 2 of the IIMs) IIPM also got ranked 3rd for its quality of course content (exceeding 4 of the IIMs).

AsProf. Arindam Chaudhuri, Dean - The Indian Institute of Planning & Management puts it "Industry Interface is perhaps the only index which involves no value judgements. It is measured purely in terms of the revenue earned from consulting assignments undertaken by an institute and its faculty. It's a direct reflection of how much the industry trusts your institute's education. When you know you are the best, its tough to accept even the over all ranking any less as it involves weightages based upon value judgements on other aspects like infrastructure etc."

Further, the report appreciated Prof. Arindam Chaudhuri as " the best-selling author and economist, who has made IIPM more than a business school with his innovative socio-economic philosophy".

IIPM made news in 2003-2004 when it got selected by United Nations Development Program as its key partner institution in India and got invited by World Bank Institute to be on its steering committee for a National Conference in Corporate Social Responsibility. IIPM was also in news when it surpassed the performance of five of the IIMs (Indian Institutes of Management) to be ranked second in Business Barons: India's Best B-Schools survey (June 2003), in the Industry Interface index.

At IIPM the mood is upbeat and every one is brimming with confidence to prove it as the best management school in the country.

[click here to see the complete report]

For More IIPM Info, Please visit below :-
About IIPM ! IIPM Programmes ! IIPM Placement ! IIPM Alumni ! IIPM Alliances ! IIPM Ranking ! IIPM Director's Desk ! IIPM Dean's Message ! History of IIPM ! IIPM Mission ! IIPM Curriculum ! IIPM Project Based Learning ! IIPM GOTA ! IIPM Dual Specialisation ! IIPM Faculty ! IIPM GOP ! IIPM Campus Resources ! IIPM Campus Events ! IIPM Sports Club ! IIPM Support Services ! IIPM Campus ! IIPM Libraries ! IIPM Cafeteria ! IIPM Academic Centres ! IIPM Wilton Park Reports ! IIPM Feedback ! IIPM Links ! IIPM Sitemap ! Contact IIPM

Source : IIPM Editorial, 2006

INDIA : THE FUTURE IS HERE

The entire world nations, institutions, corporations, opinion leaders, media, and every movable and immovable economic agent is currently talking, breathing and eating China. Such is the awe of this nation that every other day new synonyms are evolving for this dragon in heat. In reality though, it may not be the dragon but the elephant sitting beneath it that is going to be the real thing. Yes! You guessed it right. The future is probably where you are sitting right now reading this article… in India.

India is arriving. And perhaps its time to look beyond trite examples of the Mittals, TCS, Infosys, Reliance, Sabeer Bhatia et al that are used by everybody everywhere! They are there alright, but for the time being, let us appreciate the strength of India by itself as an idea, whose time has finally arrived.

Today, India is already the biggest future fear for native workers across the US and Europe. India is seen as a country which can ruin the economic future of many a nation. After forcing and blackmailing developing nations to be a part of WTO, the same countries are talking of barriers to outsourcing and off-shoring a completely non-free market oriented thought; all thanks to a country called India. Different states in the USA are now forming their own laws and passing bills against the outsourcing of work (targeting only India) announcing that national treaties signed by the US are not applicable to them at the state level!! That’s the kind of fear India is evoking around the world. Gone are the days when India meant a land of snake charmers and elephants. India is certainly the next big thing. Even at the current average rate of growth of 6.5 per cent, our GDP is all set to double every 11 years, which means that by the year 2025, the Indian per capita income in terms of PPP dollars would stand close to around a very respectable $12,000 while the American per capita income would be around $50,000 (at its current average growth rate). Given the fact that we are about four times their population, the time is not far away from when we become an economy bigger than that of America and our GDP goes beyond theirs. If we were to take into consideration the fact that given the slightest commitment from the government, this 6.5 per cent current average rate of growth can be easily taken up to 10 per cent, India looks all set to be this century’s biggest super power. But then one might wonder, what about China?

True, China is there, and there big time at that. But political and economic indicators and some recent happenings clearly suggest that there could be big trouble brewing in China. Unlike in the past, as in the case of Japan, wherein, people were excited about their rise and the rise of high quality products; a look at the way China has flooded the world markets with products at prices impossible will tell why no country is welcoming their onslaught. No country is welcoming because they know it is false. They know there is something fishy happening down there. As Vivek Lakhotia, a Delhi based manufacturer of designer CD stands put it, “Here I know I’ve used the best of technology, reduced costs to the maximum possible and made it at $25 and there comes a Chinese and offers me the same product in six months time at $2.5! I know its not possible. No technology, nothing can make it possible. Even if the Chinese government gives them the raw material (plastic and steel in his case) free of cost its not possible.” In Italy, according to a latest report, there were a dozen Chinese made high quality bras being made available for 50 cents!! No wonder then that countries around the world now want to put an end to this mindless unnatural process of dumping. And soon they will, unless of course, before someone else does that, the economy on its own collapses.

The biggest impediment to this looming collapse is the completely irrational pegging of the yuan to foreign currencies. Just a fifteen minute (the Chinese claim it was completely accidental) open trading session of the yuan in the international currency markets last month had increased its value by about 7%, leaving one to wonder what will happen if the yuan were left to float freely in the markets permanently. Given China’s low cost of labour (33% lower on an average when compared even to India’s anyway abysmally low costs) and other economies of scale, thanks to large scale production made possible by the State through subsidies and loans (which are regularly defaulted on) Chinese are in a position to sell almost anything at a price which has no competition.

Store shelves on American and European streets are sagging with merchandise like shoes, garments, toys and electronics or for that matter the entire world market might be over-flooded with consumer durables ubiquitously labeled as ’Made in China’, but what is serendipitous is that none of these are from a single homegrown Chinese firm. In fact China didn’t even have its own stock exchange till as late as 1990 and its first IPO was executed only in 2002!
On the other hand, India’s consensual democratic model could provide a more nurturing and enabling environment for homegrown entrepreneurs who are defiantly competing with the best in the world. Starting from IT to ITeS, Entertainment to Health, High-end Knowledge processes to Pharmaceuticals, Automobiles to Biotechnology, everywhere, homegrown Indian firms have been able to make a mark for themselves.

According to AT Kearney’s survey of American automobile industry executives, India had been ranked as the top most outsourcing destination with 24 per cent votes; out ranking China with a mere 15 per cent of votes. In 2003, four Indian companies in the auto part industry, Brakes India Ltd, Mahindra and Mahindra, Rane Brake Linings and Sona Koyo Steering Systems, won the prestigious Deming award in Total Quality Management. Similarly, India has moved up three notches in the 2004 Global Retail Development Index and has become the second most attractive destination among 30 emerging markets for retailers. While Russia remained the most preferred destination, India has overtaken China, which is ranked third, as per the retail benchmark study by the same consulting firm. Moreover, India ranked 6th in corporate governance and China 19th, in a survey of 25 emerging economies conducted in 2000 by Credit Lyonnais Securities, Asia.

In a recent survey of leading Asian companies by the Far Eastern Economic Review (FEER), India registered a higher average score than any other country in the region, including China (the survey polled over 2,500 executives and professionals in a dozen countries; respondents were asked to rate companies on a scale of one to seven for overall leadership performance). Indeed, only two Chinese firms had scores high enough to qualify for Asia’s top 10 list. Tellingly, all of the Indian firms were wholly private initiatives, while most of the Chinese companies had significant state involvement.

There are many supporting evidences to justify the emerging industrial strength of India. The Japanese Institute of Plant Management has rewarded 18 manufacturing plants belonging to 10 Indian companies for excelling in Total Productive Maintenance. ONGC, Reliance, Hindustan Lever, IOC, Wipro, SBI, Infosys, ITC, Ranbaxy and HDFC, figure in a Business Week survey of the top 200 emerging market companies.

In the sunrise sectors Indian dominance is ubiquitous. According to American management guru Peter Drucker’s interview with Fortune magazine at the end of 2003, India’s huge lead in higher education explains why its process is “far more impressive” than that of China. Drucker further goes on to state that “a medical school in New Delhi is now perhaps the best in the world.” Today India “ranks second only to the U.S. in the number of global Drug Master Fillings every year,” according to Kotak Securities; India’s share has risen from 2.4 per cent in 1991 to 19 per cent in 2003.International management consultants McKinsey & Co. forecast that by 2012, India will earn over $2 billion a year from “healthcare tourism.” India is a potential source of low cost, highly skilled English speaking brainpower. It may soon have a farther-reaching impact on the world economy than China. Indian knowledge workers are continuously moving up the value chain.
But finally it is something else that is India’s biggest advantage when compared to China. And that is our democratic political set up. Even with its highly disintegrated and diverse geography, demography and psycho-graphy, India and Indians have shown the strength of its democracy. With 28 states, 6 Union territories, 18 official dialects, and with 5 of its states being led by women Chief Ministers as late as in 2003; public sector, private sector, trade unions, civil societies and strikes and movements, India is a universe in itself. Freedom and secularism have always been India’s key strengths. No other country can perhaps boast of a more culturally and religiously diverse set of leaders and idols: The president of the country Dr. A. P. J. Abdul Kalam is a Muslim; Dr. Manmohan Singh the prime minister of India is a Sikh; Sonia Gandhi, an Italian born Roman Catholic presiding over the oldest political party; Michael Lyngdoh, a Christian, who headed the supremely powerful Election Commission (infact it is the Hindutava party which is sitting in the opposition!); Ratan Tata, a Zoroastrian Parsi heading the largest business conglomerate of India; Azim Premji, chief of WIPRO; Mohammed Azharuddin (cricketer), Shahrukh Khan (actor), Bhaichung Bhutia (footballer), Ustad Bismillah Khan (maestro-Indian classical instrument), Ustad Zakir Hussain (maestro-Indian classical instrument)... the list goes on.
Democracy is the most non-negotiable human right. And it also is India’s biggest long run strength over the Chinese. In an environment where there is no dissent there is also effectively no warning system. In such a country systemic problems are bound to keep accumulating till it can take no more. As experienced more than once in the past by the Chinese during Mao’s Great Leap Forward, the downfall then is beyond controllable parameters and has catastrophic effects which can take away all progress and leave you reeling for years to come.

The only wish was that the governments in India could have been more committed and we could have already been where China is today, and beyond. However, democracy in India at least permitted the rise of an unstoppable Indian breed called the Indian entrepreneurs, who are all set to drive India into super stardom- if we could borrow a phrase from Bollywood.

So, it is only a matter of time for India before it emerges out victorious and the world gets to deliberate, reiterate and commemorate that: ’The future is here’.

Source : IIPM Editorial, 2006

IIPM Students Life > Campus Resources

IIPM Knowledge Centre

In terms of infrastructure, campus and technology support, IIPM is rated amongst the top institutes of the country. IIPM's academic campuses in Asia are based in New Delhi, the capital of India, Mumbai (the financial capital of India and one of the main industrial hubs of Asia), Chennai (the industrial capital of India), Bangalore (IT capital of India), Pune (academic capital of India), Hyderabad (technology city) and Ahmedabad. IIPM's Asian consulting and research centers, under IIPM's Consulting Cell (Planman Consulting) are based in New Delhi, Mumbai, Bangalore, Kolkata, Chennai (India), and the North American consulting and research center is based in Toronto (Canada). Chicago (USA) is the headquarters for the most resent research and consulting center that IIPM is setting up in North America. In the European continent, along with strategic partners International Management Institute (IMI) Belgium, IIPM is in the middle of the industrial capitals of Europe, namely Antwerp & Brussels. Further, the Global Opportunities & Threats Analysis (GOTA) programs of IIPM shift traditional campus learning to the live corporate arena by visiting organizations like Nestle S.A (Vevey, Switzerland), United Nations (Geneva), World Bank, ILO, Credit Suisse Europe, IMD Lausanne, etc.

IIPM's Asian campuses focus on various academic programs, namely, Full time & Integrated Programs in National Economic Planning and Entrepreneurship, Fellowship programs and on specific management training programs. In New Delhi, IIPM has the largest campus of all business schools. The IIPM Tower in Qutab Institutional Area is situated in one of the most prestigious institutional areas in South Asia. The area also has campuses of various international organizations like USAID, DFID (U.K), UN, ABB, and Ernst & Young. In Mumbai, the IIPM Tower in Bandra (West) has received many rave reviews in business magazines and news reports as being a designer's marvel and an architectural delight. As consistent with all of IIPM's international locations, the Mumbai campus is situated in one of the most highly valued locations in Asia. IIPM additionally also has another pristine campus spread across various acres of lush green landscape in South Delhi. This campus is exceptional because of the Scottish flavor of the ambience. The castle type buildings, mysteriously located between lush green landscapes and thick woods, provide the ideal setting for academic pursuits. A similarly huge and lush campus, focused now completely on rural development programs, is based in Gurgaon, adjacent to New Delhi. Interestingly, it was the Gurgaon campus where IIPM started its management programs in 1973.

All IIPM campuses have created standards in infrastructure, co-curricular, and extra curricular support. For example, students and participants, for their various projects and extra curricular activities, would regularly utilize services of air-conditioned auditoriums with seating capacities of over 1000, conference rooms with availability round the clock, computer laboratories with 24 hours online support, libraries extending across complete floors with some of the world's leading titles, classroom teaching infrastructure comparable to the most advanced in the world, sports facilities (Billiards, Swimming, Golf, Lawn Tennis, Table Tennis, Badminton, Cricket), and yes, the inimitable Canteen. World's leading organizations have provided, or currently support & maintain these high levels of infrastructure. Some of them are Microsoft, LG, Nestle, Hewlett Packard, Canon etc.

Whether for academic programs or for management training sessions across all its campuses, IIPM provides hostel accommodation for students and participants from various parts of the world. This adds phenomenally to group learning experiences, sustained by round the clock faculty interaction.

Source : IIPM Editorial, 2006

IIPM Students Life > Support Services

To make the stay at IIPM a comfortable and exciting experience, IIPM provides various support services to its students.

Residential Accommodation : IIPM provides paying guest accommodation to the students as per the student’s requirements. The accommodation is within 4-5 km. radius from the institute with the entire basic infrastructure already provided. The college also provides dinner if requested by the student.

Transport Facility : For conveyance, buses are provided to the student from AIIMS to the campus.

Financial Aid: Students applying for educational loan can email their queries at iipm@idbibank.com or can contact Mr. Navraj, the Relationship Manager, at 9810641882.

*IIPM students get an additional facility of opening a student’s account at IDBI and UTI. For the convenience of the student’s, the sales executives will be available on campus on the day of reporting.

For More IIPM Detail, Visit...

IIPM Release

IIPM Management

IIPM Education

IIPM Students Life > Sports

In order to keep our young talents full of life and vigour, we encourage and organize lots of sports activity in the college. The list includes cricket, football, table tennis, billiards, chess, badminton, softball and many more. The institute organizes sports events every year for the students to compete in inter-class as well as inter-college tournaments. IIPM believes in healthy hearts and strong minds.

For More IIPM Blog, Visit....

Source IIPM Editorial, 2006

IIPM Academic Centers (scroll down for details of Scholarships, Student Committees & Clubs)

Over the past many years, since IIPM was established in 1973, there have been various academic Centers at IIPM that have gained international repute due to their critical researches, surveys and consulting assignments for international bodies. A synopsis of these Centers of repute & their objectives is provided below.

Center for Executive Development: With IIPM's HRIC (Human Resource Intelligence Cell), Executive development programs in the areas of Corporate Planning & Strategic Behavior, Management of National Economy, Behavioral Sciences etc are conducted regularly under the aegis of this Center. Please visit the link on training (HRIC) for detailed information.

Center for Enterprise Management: The Center was founded with the sole objective of encouraging learning of enterprise management techniques right from the collegiate level. Due to the fact that most of the Asian business schools do not give importance to teaching high level management concepts to undergraduate students, this Center has the responsibility of managing the BBA course of IIPM that has now become one of Asia's premier undergraduate courses and India's number one.

Regional Centers of Studies & Research: These Centers undertake geographically decentralized researches through IIPM's research cell ICMR (Indian Council of Market Research) and various academic communities in areas related to social and economic development. These Centers enable academic and student bodies from all over the world to take part in research in geographical locations of their particular interest area, thus providing phenomenal diversity, flexibility and specificity to any research assignment.

Center for Human Development: This Center is credited to have led to the birth of the Great Indian Dream Foundation, which is now one of the world's leading support and development organizations that support socio-economic development activities in various disadvantaged, underprivileged, and underdeveloped areas. The objective of the Center is to initiate discussions, seminars and research on sustainable and ethical needs of man & woman, on both physical and psychological fronts, and on how to plan and manage societies. The Center focuses on actual implementation of multi level support activities that would ensure full growth of human capabilities avoiding the unfortunate dehumanizing process of the industrial civilization.

Center for Rural Development: The Center intends to train entrepreneurs and social workers for providing support in rural reconstruction and service programs. The Center acts hand in hand with other rural reconstruction boards operated by national and international bodies. Probably one of the reasons for the absolute success of this Center could be that this is one of the few Centers that recruits its future leaders directly from its training base. This ensures that the mission, aims & objectives of the Center are clearly transmitted throughout various cells of the center, wherever in the world.

For More IIPM blog