From the Chairman's Desk….

We are happy to bring to you the eighth issue of TVRLS Newsletter. We are trying to make this Newsletter both informative and educative. As the competency mapping fever has caught up with the Indian Firms and many of them still think that it is expensive and mysterious, we have decided to address this issue. The overwhelming response we got this year to our programs on Demystifying Competency Mapping and ADCs, is an indicator of the interest this theme has provoked in corporate India. We are further demystifying this in this issue by including an article which captures the spirit of what we have been saying in these programs. To prove our point: when I taught this course on Talent Management in Global Economy at the Indian School of Business, the students mapped competencies with only a two hour input. This goes to show that it is not too difficult to map competencies if we decide to.

I have been pointing both the bright and the darker sides of HR and emphasizing the need for lighting up the future of HR. If HR people leave HR for outsourcing, they will not be needed. Hence HR Professionals need to focus on those areas that give strategic advantage to business and where they are needed. They are needed in the corporate sector and in future they will be needed more in the other sectors of the economy. This is what I have been stressing in all my talks at the National HRD Network, in Sri Lanka and every where I get an opportunity. Now I have put all this into a book and it is expected to be out by the time this News letter reaches you. We have provided extracts from this book along with details of the Foreword by Gary McLean.

The year 2002 has been great for TVRLS. Our family expanded and so are our activities. Our Bangalore office has made great strides in a short time.

TVRLS Family wishes you all a happy and eventful 2003.

Certificate Programs

* HRD Audit Certificate program-Covering the HRD Score card

The first of its kind in the country, this program was launched in December 02, 2002 with an intention to enhance the competency level of HR professionals & build their competencies for organizational application of these tools & techniques. It aims at providing learning & application skills in HRD, HRD Audit Concepts, Components of HRD Audit, HRD strategies, HRD systems, HRD structure, HRD Culture, HRD competencies, HRD Audit Methodology, HRD Audit Instruments, HR Score Card, Balance Score Card, HRD audit Linkages with PCMM & Quality Systems, HR Audit & business Linkages, HRD Audit reports and using HRD audit for Business Improvements

The first batch of 63 participants was a clear sign that the program was very well received. The participants, with experience ranging from 1 to 31, years comprise Chiefs of HR, VPs, GMs, Managers, Senior Executives, Executives, and Consultants & Educationists. The participants in total carry 625 man-years of experience. The second batch of the program will begin in April - May 2003.

For any detail related to the program please visit http://www.hrdaudit.com or write to us at tvraoad1@sancharnet.in

* TVRLS offers Certificate Course in 360 Degree Feedback (Jointly with AHRD)

The Academy of Human Resources Development, India (AHRD) in collaboration with TVRLS, launched a Certificate Course in 360-Degree Feedback programme. 10 participants from various organisations attended the programme, which was spread over a period of seven months. The programme concluded with a workshop where the participants were exposed to all the areas of 360 degree feedback, starting from identifying dimensions and the items to be included under each dimension, preparation of the questionnaire, the implementation process, analysing the data and finally giving feedback.

Consulting experiences: 360 degree feedback

* TVRLS helps Reserve Bank of India to launches 360 Degree Feedback for its Top Management

TVRLS is assisting the Reserve Bank of India to try out, on an experimental basis, 360 Degree Feedback for their top Management (Chief General Managers and Regional Directors), numbering 23. The TVRLS team, consisting of Dr.T V Rao, Dr.Gopal M and Mr.Raju Rao, interacted with the CGM's AND RD's using different methodologies in order to gather inputs for creating a customised 360 Tool, based on the RSDQ modle, for RBI. The final outcome was a set of tools for various levels, which was further pre-tested by the TVRLS team consisting of Dr Rao, J. 'Annapurna and Shishir Misra on the HODs of the Ahmedabad region on 24th December. The profiling is expected to take place in January and February 2003.

With the RBI getting into 360 degree Feedback, we hope that other Nationalized Banks will follow.

* Interra IT develops its Own Leadership Questionnaire for 360 degree Feedback with the help of TVRLS

Interra software has developed, with the help TVRLS, a 360 Degree Feedback Questionnaire for top management. This was done with active participation of an internal task force appointed by Interra. The questionnaire was modelled after RSDQ. A total of 27 participants were profiled and a feedback workshop was conducted. Individual coaching sessions also held.

*Wockhardt

After profiling the Chairman of Wockhardt, Mr. Korakhiwala, TVRLS was requested to conduct a 360 degree Feedback for the top management of Wockhardt. A total of 21 top-level managers were profiled using TVRLS RSDQ model. A feedback workshop, followed by counseling sessions was conducted. It is further intended to be taken down the line. Mr. Korakhiwala himself participated in this workshop. Additionally, a PMS (Performance Management System) audit was conducted by Dr. T V Rao and Dr. Gopal Mahapatra.

* Succession planning for Top Management and 360 for the Chairman at NTPC

To supplement the past efforts by NTPC, to strengthen its process of becoming a world-class organisation, Dr. Rao, Chairman-TVRLS, was invited to assist the top management in preparing succession-planning systems at the top level. TVRLS is assisting them in designing a 360 Feedback for the Chairman as well as in the planning of a 'succession planning system' at NTPC.

* The Amway experience
The top management team of Amway, totaling 8, have undergone a 360 DF exercise, inclusive of Feedback workshop and individual counselling, conducted by TVRLS with a customised questionnaire based on RSDQ model. In an acknowledgement of its effectiveness, Amway has decided to extend the exercise to its second rung of Managers.

* TVRLS Assists Satyam in Conducting IT enabled 360DF
In order to enhance its leadership competencies, Satyam has decided to use 360 DF. Assisted by TVRLS, 75 top level managers, were covered in the first phase of the exercise. A separate tool was developed for the MD. TVRLS is proud to have been associated. Satyam has developed an in-house video presentation on 360DF, now available on a CD for Satyamites. Individual counselling sessions are being conducted. Satyam hopes to take this forward by linking the development programs of Satyam Learning Centre to 360 Degree Feedback. Ms.Sheela Reddy, Sujiv Nair, Ms. Aruna Preetam, Mr. Sridhar, and Mr. T. Hari are some of the others involved in this project representing Satyam.

360 Degree Feedback does round II at:

* The Taj Group of Hotels

360 degree feedback process was repeated for the top and senior management at the Taj Group of Hotels to identify and assess the effectiveness of 360 Degree Feedback in terms of changes observed in the participants post the first round. The instrument was administered, on a group of 18 top-level managers, using a shorter version of the 360 DF (previous) questionnaire. This time, the questionnaire was tailor made for each participant, taking into consideration 25 areas that included 15 roles and activities & 10 competencies where the candidate had lowest scores (previously).

The data from the first and second administrations were compared and analysed. It was encouraging to note that positive improvements have been noticed in most areas. These changes and the pointed gaps helped in a more focussed identification of training support and systems implementation.

* Dr. Reddy's Lab (supported by the DRL IT network):

Our interviews with the top management of Dr. Reddy's laboratories have indicated that the first round of Leadership development programs offered by TVRLS for DRL was found useful. A number of participants reported greater awareness of their strengths and areas of improvement. A customised tool was developed, for people further down the line, and launched using the DRL IT Network. The assessment has since been completed and counselling sessions are likely to be held soon.

In the second round the feedback is to be shared by the participant, with his reporting officer, in the presence of an external counsellor; definite commitments to be made for development along with support required to achieve the goal, and these are to be documented. DRL has been very committed to this initiative and Mr. Raj Kumar, General Manager - training, is facilitating the profiling internally.

* Hindalco-Renukoot

The first round of 360 Degree feedback covered 22 senior/top management. The questionnaires used for Aditya Birla group were modified slightly for the Hindalco Unit. The second round covered 16 top level mangers. Feedback workshops followed by individual counseling sessions were conducted for the participants at Renukoot.

* Titan
The first round of 360 Degree was done in Titan covered 34 Senior/ Top management. This was followed by a second round of 360 Degree feedback (a mini version of the questionnaire was used) for reassessment. The participants were presented their data giving details of perceived changes across the two administrations of 360 Degree Feedback.

360 Feedback Club
The club commenced in the month of October 2001 with the intention of providing 360 Degree Feedback at a low cost. A total of 176 participants from India & 89 from Thailand have been covered by the 360 DF Club till date, with an increasing database of members. Some organisations sponsoring their employees for club membership are ...
* NTPC
* Grasim
* Aditya Birla Group, Thailand
* Birla Cellulosic
* VST Industries
* Robert Bosch
* Span Diagnostics
* SBI
* Tyco

The 360 degree feedback profile, of club members, is sent through (snail) mail with a special workbook, explaining how to interpret the feedback and convert it to implementable action plans along with some suggestions. Alexandria Carbon Black, Egypt is the latest new entrant.

HRD Audits at:

* Bosch Rexroth
HRD Audit of Bosch Rexroth was done by Dr.T V Rao, Ms.Nandini Chawla and Raju Rao. The audit covered nearly 70 employees including all the top level management and HODs. The results were presented to the Managing Director Mr. Wolfgang Wagner, after which Mr. Wagner convened a special meeting of his top team to discuss the findings of the report and arrive at at action plan in accordance with recommendations of the audit report.

* FLUENT INDIA
Dr T V Rao, Nandini Chawla and Raju Rao conducted the HRD audit of Fluent India, Pune. In depth interviews were conducted with all the top level mangers and Heads. In addition more than 50% of the engineers were interviewed. The feedback was presented immediately after the audit to the top management.

* Small and Medium Scale Enterprises: Neterwala Group
TVRLS team completed a mini audit of five of the Neterwala group of companies in Mumbai and Pune. Raju Rao spearheaded the assignment. The Audit results were presented to the top management, who have already started acting on the same. The companies covered include: UNI Abex, NETEL Chromatographs, Uni Klinger, Oil Field Instrumentation, Uni Deritend.

Assessment & Development Centers:

* NTPC goes full swing on ADCs with Assessors trained by TVRLS:
NTPC assessors are now conducting the ADCs on their own, with marginal help from TVRLS. In one of their programs, Raju Rao was invited to oversee and guide them (NTPC), while in another Dr. Gopal and Ms. Nandini (Jhanor-Gujarat and Ramagundam-AP). TVRLS consultants were happy to be mere observers as the Assessors were in complete control of the process. It is very encouraging to actually see the fruits of the seeds sown.

Other Highlights:

* TVRLS Conducts Leadership and Mentoring workshop for the Top Management of NTPC, Badarpur

Dr. Gopal Mahapatra and Dr.TV Rao conducted a two day action oriented workshop on 'Leadership Development and Mentoring' for the top management of NTPC Badarpur.
* PMS workshops for Atul Ltd., Baroda
Dr. Rao conducted two workshops on Goal setting and Coaching for the top level managers of Atul. The design of the workshop focused on the participants getting their actual KPAs and discussing them in the workshop. Participants revisited their KPAs and clarified issues they had with their Performance Management System. They worked in pairs and discussed their KPAs.

* Human Capital Management for Shree Rama Multitech
A one day workshop was conducted by TVRLS staff for Shri Rama Multitech, to orient the Top Management to HRD, in terms of Human Capital management. The workshop covered the following inputs:
- Contours of Human Capital and what does it consist of
- How to spot, acquire, manage, socialize, develop and retain human capital
- Role of line managers in Human Capital Management
- Tools and Techniques of Intellectual Capital Management
In the light of the above inputs, the top management team was helped to do a SWOT of its Human Capital in Shree Rama Multitech. Shishir Misra, J. Annapurna, Raju Rao and Dr. T V Rao facilitated the program.
For feedback on the program, you may directly write to GM - HR on
srmtlahd@ad1.vsnl.net.in

* MDP on Intellectual Capital Management for Cadilla Pharmaceuticals
A one-day workshop on "Intellectual Capital Management" was conducted by TVRLS at the Management Development Center of Cadilla Pharmaceuticals. Participants included SBU heads, VPs and HR Associates. The coverage of the program was on similar lines of the worshop for Srirama Multitech.

For feedback about the program, you may directly write to
mbaraiya@cadilapharma.co.in

* TVRLS goes to Ramoji Film City to professionalize HRD
Dr Rao, Gopal Mahapatra and Raju Rao conducted a series of interventions to help Ramoji Film City to professionalize its HRD. It included redesigning their Performance Management system. Raju Rao and Gopal Mahapatra trained their staff in identifying KPAs and goal setting. They helped in orienting Ramoji staff to the new system and got them to finalize their KPAs. It is proposed to use this system for rewards, for redesigning jobs and other objectives.

WIP (Work in progress at TVRLS Ahmedabad)
1. Hindustan Times (360 degree Feedback)
1. ONGC (Assessment and development Centres)
2. Godfrey Philips (360 Degree Feedback)
3. Leadership and Team Building workshop at Dubai
4. Nippon steel-Singapore (Competency mapping)
5. Gati (360 Degree Feedback for the top Management)
6. Indo Gulf (360 Degree Feedback)
7. Amway (Assessment and Development Centres and 360 Degree Feedback)
8. Apollo Tyres (Strengthening HRD, HRD Audit and 360 DF)
9. Delhi Public School (360 Degree Feedback for Principal and coordinators)
10. Bajaj Auto (Follow up study of 360 degree Feedback)

A kaleidoscope in action

The word that best describes the last few months for TVRLS-Bangalore, is perhaps a Kaleidoscope; especially with the multiplicity of areas and activities that we have been involved in. Vastu certainly seems to be kind on the Bangalore Branch.
Mr. Hemanth Paradhkar (An MBA with 6 years experience in finance followed by 2 years in HR) has joined us as an assistant manager.

TVRLS Bangalore's work in the last few months includes:

Tata Coffee
Dr. Gopal and Nandini from TVRLS Bangalore, conducted a 2-day workshop on 'Enhancing Managerial Effectiveness' for Senior Managers at the Tata Coffee Registered office at Polybetta, Coorg. The workshop was so well received that the Tata Coffee management requested a repeat for the middle and senior level mangers at corporate office and Instant Coffee Division, Hyderabad. The program focussed on discovering more about the self through psychometric tests, leadership development and change management. An interesting mix of role plays, experiential learning, cases and instruments were used.

Catsglobal (Computer associates JV in Calcutta)
After the initial work with the leadership team on 'Working together', Dr. Gopal facilitated 'Enhanced Managerial Effectiveness' for senior and middle managers in Sept 2002. This led to articulating future directions for the company, as well as what they stand for, in the workshop titled "Shared Dreams" (A vision, values workshop following large scale interactive process). A Task force is firming up the vision and values after which a separate task force will work on converting the Vision into action.

Wockhardt Hospital and Heart Institute (WHHI)
A team of TVRLS consultants (Dr. Gopal, Dr. Rao, Nandini and Hemanth) conducted the HRD audit of WHHI at Bangalore. An employee satisfaction survey was used to strengthen the HRD audit. The study covered more than 70% of the employees. Senior consultants, Specialists, Resident Doctors, Nurses and other paramedical and support staff participated with great enthusiasm in the process.

Astra Zeneca
TVRLS work with Astra Zeneca involved a holistic approach to Organisation Development with the manufacturing top team at Bangalore. It began with a diagnostics of the division/unit and, was followed by 360 feedback and Team Building Workshops. 15 Top and senior managers were participants here.

The consultants also made a presentation to the MD and the VP HR on the diagnostics and the outcome of the intervention.

Max Healthscribe (MHSIL)
TVRLS's association with Healthscribe began with a 2 day workshop for the leadership team on 'Working together' conducted by Dr. Gopal. This was followed up by a Vision and values workshop. To build on the developmental work at the senior level, MHSIL has introduced a leadership development program for the middle and senior level managers with the help of Nandini Chawla.

Performance Management Workshops at MRPL (Mangalore), DSL and LINC software:
After a successful workshop on Performance Management System for line mangers (departmental and sectional heads) at MRPL, Gopal and Nandini conducted a 360 degree feedback for a group of 25 senior managers.

A focused workshop on context and overview of PMS and conducting performance review discussions was conducted in DSL. A similar workshop was conducted for the top and senior management of Linc Software with added focus on roles and goal setting.

Many more clients appear to be keen on using TVRLS for PMS strengthening through diagnosis and facilitation workshops. The trend denotes a increasing focus on Performance Management Systems.

V Guard
TVRLS Bangalore helped a 20 member strong regional sales and product management team of V-Guard (Market leaders in Stabilizers) in Karnataka and Goa through a staggered intervention to enhance their professional competence and personal productivity. Appreciation in the areas of CRM, Assertiveness and Communication, Interpersonal Relationships and Business Ethics were highlights of the program.

Info-services
With the primary focus of enhancing the 'Effectiveness of Customer Service Executives', Nandini conducted a two-day program for Infoservices (one of the largest service providers of IBM in Bangalore). The workshop was preceded by diagnostics inputs form directors and IBM senior managers. It had a mix of real life situations and interesting exercises.

Leading and managing change is another area getting increased attention from many of our clients

MDPs AND OPEN PROGRAMS

TVRLS Ahmedabad and Bangalore jointly conducted the following programs:

* Self-Renewal for HRD Professionals (Hyderabad, April 02)
A 3-day summer (Held in April) workshop for HRD professionals, to facilitate better understanding of the need for competencies of individuals, groups and organizations, current HRD trends, update them on latest trends in HRD like 360 degree feedback, Performance Management, Mentoring and Coaching, new HR Roles worldwide; This was followed by designing a renewal plan for their roles and functions.
Companies that attended: MRPL, VST, UB, Wartsila, Ramoji Film city, State Bank of India etc.

* Psychometric Testing: (Bangalore, June 02)
The three day workshop conducted at the Air conditioned city of India-Bangalore, at the Taj, focused on know-how of selection and use of appropriate psychometric tests; reliability and validity of psychometric tests; application of psychometric testing for improving individual, team and organizational effectiveness; administer-ing psychometric instruments and interpretation of results and understanding and developing 'in-basket' exercises. The highlight of the workshop was the experience sharing and captivating sessions by Prof. Udai Pareek.

Companies that attended: SRF, Wartsila, JK, Infosys, IDBI, Bank Muscat, RBI, NTPC, Phoenix Global solutions, Tyco, Blue Star etc.

* Leadership development through 360 Degree Feedback:
Two workshops held at Bombay (July)/Delhi (August) for Senior and Top Managers, were aimed at helping the participants understand the dimensions and dynamics of Senior Managers that has a facilitating or debilitating effect on the functioning of the organization; All the participants received feedback on 4 critical dimensions of Leadership namely Management Roles, Leadership Styles, Behavioural Qualities and Delegation. This was followed by action planning and developmental plans.

Participants were from: Jindal Vijayanagar Steel, Shoppers Stop, Alkyl Amines Chemicals, Atul Ltd., Blue Star Ltd., Hindustan Motors, Indian Aluminium, Power Grid Corporation of India Ltd., Punjab National Bank, Reserve Bank of India, CARE India, PRIA, Samtel Color Ltd., etc.

* Small Group Consultation on HRD Audit (Ahmedabad, August 02):
This was aimed at helping participants to learn about HRD Audit; how it is conducted, used, advantages and limitations of the Audit. It also focussed on developing skills in the use of HRD audit questionnaires and other methods of HRD audit, to initiate the process to develop ones own capabilities to be Internal HRD Auditors; to review ones own HR functions in terms of its strengths and weaknesses.

Companies that nominated participants: Apollo Tyres, Asian Paints India Pvt. Ltd., Grasim Industries, Bharat Electronics Ltd., Zen Consulting etc.

Contributions towards Profession and Community

Helping the community at large and spreading the cause of HRD has been one area that TVLRS has always given a lot of importance to. TVRLS consultants have contributed a substantial part of their time for Professional bodies, Educational Institutions and NGOs. In the last nine months, about ninety man days was dedicated to precisely this type of work. Some of these were:

- ISABS (PDP review and 360 lab) (T V Rao, Merlin George, J. Annapurna). Dr Rao reviewed the Professional Development Program on behalf of the Indian Society for Applied Behavioural Sciences. The results were presented to the Board and ISABS is in the process of using the results of this survey to further strengthen the PDP. In addition Dr Udai Pareek and Dr. Rao conducted an experimental Laboratory using 360 Degree Feedback as an Intervention. TVRLS has specially designed a tool for measuring personal, role and interpersonal effectiveness of the participants. TVRLS also coordinated compiling and profiling of the data. The data generated were used in the lab at Goa as a part of the ISABS summer program. This was facilitated by Dr Udai Pareek and Dr Rao who spent a whole week with the participants.

- FORE School of Management. Dr Rao taught as Guest Faculty at the Fore School of Management program on Competency Mapping and Assessment centres. TVRLS has an MOU with FORE school.

- Oakridge International School (Gopal Mahapatra, Nandini Chawla, T V Rao and guest faculty Mr. Ajoy Chawla of Titan Industries). This school which is in the process of experimenting with the PYP program is less than two years old. With about 70 of the Teachers, Assistant Teachers, Administrative staff, Principal, and the Management of Oakridge participating, TVRLS conducted a Team building and Visioning workshop for three full days. The venue was the Indian School of Business, Hyderabad. Hard work and dedication on the part of all the teachers and other staff of Oakridge made this a memorable experience for every one. Dr Rao visited the school earlier to plan for this workshop. The Principal Mr. Janajit Ray reports that this workshop has done a lot of good and got the community a lot more together. They are now planning a series of follow up activities after this successful initiation.

- National HRD Network Pune Chapter Dr Mahapatra has conducted one full day program on HRD Audit for the members of the National HRD Network Pune chapter.

- ICFAI Schools (Management Teachers Program). Dr Rao is on the Advisory Board of the ICFAI Business School for their newly initiated innovative Teachers Program. In this program management teachers are being prepared with attractive fellowships being given by the School. Dr Rao also visited the school at Hyderabad and addressed the first batch of students.

- Chinmaya Mission Schools ( T V Rao, Merlin George, Gautam Nanda, Derik Gomes). About 50 Principals and Head Masters of the Chinmaya Mission Schools were profiled, using a TVRLS developed 360 Profiling system for school principals. Dr Rao visited their International School at Coimbatore and conducted a feedback workshop for the Principals.

- 360 Feedback for Calcutta based NGOs (Merlin George, Derik Gomes, Gowri Joshi, T V Rao). Paul Siromani spent a month at TVRLS on the invitation of TVRLS. A 360 Degree Feedback questionnaire for the Promoters of NGOs was finalised and the complete manual is now ready thanks to the work of Paul at TVRLS. Dr Rao visited Calcutta and conducted a two day program on 360 Degree Feedback for the NGOs there. Paul Siromani coordinated this effort.

- Ahmedabad Management Association (HRD Audit Program, T V Rao and Raju Rao). This was a one day program orienting HRD Professionals and other line managers to HRd Audit.

- CII, Western Region on Intellectual Capital (T V Rao). Dr Rao addressed the CEOs and the Heads of HR in the western region on behalf of the CII in a top management seminar organised by the CII. A large number of participants attended this at the Oberoi Towers Mumbai.

- CII Chandigarh Chapter (T V Rao). Dr Rao also chaired a session for Conference on HR organised by CII, Chandigarh.

- Academy of HRD 360 degree Certificate program (TV Rao, Raju Rao, Merlin George, Derik Gomes, Shishir Misra). Academy of HRD, jointly with TVRLS, had offered a certification course in 360 Degree Feedback. All technical inputs and other resources were provided by TVRLS. The program ended with a 4 day workshop conducted at TVRLS Learning Center. All proceeds have been donated to Academy of HRD.

- Academy of HRD Fellowship Program ( T V Rao). Dr Rao taught the participants of the First batch of the Fellow Program in HRD at Ahmedabd.
- CII Ahmedabad (Raju Rao). Raju addressed the participants of the CII seminar on the 360 Degree Feedback system and shared some TVRLS experiences. The presentation is available from CII, Ahmedabad.

- AHRD International and AHRD India International Conference held at Bangalore etc. (T. V. Rao, Merlin George, Santhanam, and Shishir Misra. Our work along with the assistance given by Prof. N. M. Agrawal of IIMB, Prof. Udai Pareek of IIHMR, and Prof. S. Ramanarayan of COD and the guidance of Dr. Gary McLean of Minnesota University and Dr Aahad Osman Gani of NTU, Singapore were able to generate a surplus of Rs. 7 lakhs which will be shared by the Academy of HRD International and Academy of HRD India. Dr. Gopal helped as a committee member in the programs committee)

- Dr. Gopal helped in the southern regional conference of NIPM in Bangalore

- Manava-A forum of HR professionals in Belgaum saw a 1 day workshop by Dr. Gopal.

Raju Rao worked with the Ahmedabad Management Association and CII during the year. He also made efforts along with Rohnel Rosssario, Nagendra Singh Rathore (Students of Gurukul) and Derik Gomes to start a youth club and counselling services for students and budding professionals of Gujarat.

Publications and papers by TVRLS

It is a matter of habit at TVRLS to come out with publications and review/update the previous work done in the field of HRD. It is in this context that TVRLS takes great pride to share the following:

Latest publication from TVRLS:

1. 360 Degree Feedback and Performance Management Systems- Volume II (By T V Rao, Gopal Mahapatra, Raju Rao and Nandini Chawla published by Excel Publications)

2. The earlier volume edited by T. V. Rao, Raju Rao and M. Vijayalakshmi is being revised and this second edition will be available shortly.

3. A new version of the work book on 360 Degree Feedback for Leadership Building is being brought out by TVRLS. J. Annapurna is working on this.

4. Two manuals on 360 Degree feedback have been developed: one for the School Principals and the second for NGOs. The first one has been developed with the help of Gautam Nanda. Paul Siromani has worked on the second manual and has tested it out in Calcutta in an NGO program.

5. HRD Audit Manuals have been brought out. The details are given below

TVRLS has also completed a 1500 item data bank for testing the HR knowledge base of HRD professionals. The next step is to use experts in fine tuning this system of testing.

This is a competency era. Organisations with competent people are likely to surge ahead. 360 degree assessment and feedback has come to be accepted as a good tool for Competency Assessment, Leadership Development, and to address questions like the ones posed above.

TVRLS has developed its own model for Competency and Leadership building (RSDQ) through 360 degree assessment. This book is the outcome of the experiences shared at the second conference on 360 Degree Feedback and Performance Management. It provides insights into how Indian Organisations are using 360-Degree Feedback and Performance Management Systems for excellence.

Participants from various organisations like Hughes Software Systems; Novell Software; Bharti Enterprises Ltd; Dr. Reddy's Laboratories; BHEL; Titan; Infosys; NSEIL, Grasim Industries (Nagda unit), Color Chem. etc presented papers on 360 Degree Feedback/PMS.

Organisations that have implemented 360 Degree Feedback feel that it has been instrumental in bringing about a sea change in the way managers understand and carry out their roles. The intervention has helped shatter a lot of restrictive and rigid self-perceptions. Many managers have made great strides in personal growth as well as for the organisation to develop a stronger and better leadership culture.

The book also communicates that an essential factor for the success of an intervention is not only the critical support systems within the organisation, but also commitment in pursuing action plans. HR has a very important role to play in this regard in facilitating the process and linking it to developmental plans.

Various experiences, articles & innovative ideas also provide direction in designing and developing the feedback process, observing trends in organisations through the feedback process, determining training and developmental needs for organisations, etc. through case studies.

Experiences are not restricted to the corporate sector only. 360 Degree Feedback can be effectively used for Teachers as well as Parents. Included in the book are TVRLS's experiences in assessing teacher effectiveness.

The second part of the book deals with Performance Management Systems that have been implemented by various organisations through customisation to suit the organisation. It lays focus on certain fundamentals to be followed while implementing PMS.

The book provides direction to all those who have a desire to discover, apply and develop themselves/ organisations as a whole.

THE ART AND SCIENCE OF COMPETENCY MAPPING
By T. V. Rao, Chairman, TVRLS

A lot is going on in recent times on the issue of competency mapping. A lot of resources are spent and consultants invited to do competency mapping. It is a very simple matter and there have not been any new developments in the technology of competency mapping. The only difference is that corporations have become more aware of the need for competency mapping. This need arose due to the following reasons:

* Increased costs of manpower

* Need for ensuring that competent people are available for performing various critical roles

* Downsizing and the consequent need to get a lot of things done with fewer people, and thus reduce manpower costs and pass on the advantage to the customer

* Recognition that technology, finances, customers and markets, systems and processes can all be set right or managed effectively if we have the right kind of human resources

* The need for focus in performing roles- need for time management, nurturing of competence Increased emphasis on performance management systems

* And recognition of the strategic advantage given by employee competencies in building the core competencies of the organization

In good organisations competency mapping was already in existence. Traditionally, HR Directors and Top Management have always paid attention to competencies and incorporated them mostly in their Appraisal systems. For example when L&T introduced their open appraisal system in mid seventies, they have debated and identified competencies needed to be exhibited by every one. When L&T ECC revisited this format, they felt that competencies need to be defined for every role separately, and even every year, jointly by the appraiser and appraisee, and incorporated in their Performance Analysis and Development System (PADS). They treated tasks with the same weightage as the competencies. They assigned 50% points to task accomplishments and 50% points to competencies demonstrated, and focussed the annual coaching around both the competencies and task accomplishments. When LIC or NDDB, NOCIL, HLL, Bharat Petroleum etc. revised their Performance Appraisal systems, they focussed on the assessment of competencies after a lot of debate. Role analysis was done and role directories prepared by the Indian Oil Corporation in mid eighties; a comprehensive competency mapping was also done along with it, under the guidance of Dr Athreya.

The renewed emphasis on competency mapping comes from the following:

* Internationally, and specially in the west, there have been many consulting firms that have specialised in competency mapping and have come up with new dictionaries of competencies.
* With enhanced global knowledge and access to these consulting firms and agencies, most Indian HR Managers have newly become aware of the existence of these competencies and firms
* Some firms have not done this exercise in the past or where they have done it, the Top Management have not taken it seriously, as it was done with low cost and as a part of the role of the HRD Manager. As costs expenditure incurred was low the firm never took cognizance of it. L&T is one such case where an elaborate exercise was done by the then HRD Chief Dr. Pereira, and a list of 43 competencies were generated. They were called as Attributes instead of Competencies.
* In some of the other firms there have been changes in HRD Managers, changes in roles with new organisational structures etc and there is a need to do it all over again.
* MNCs, in order to promote a standardised and internationally known competence culture, for better controls and centralised administration and systems driven approach undertake competency mapping worldwide. Such competency mapping for firms having income in billions of dollars is affordable and they supply the competency profiles to those in other countries. For example when Unilevers undertakes such competency mapping world wide, they may supply the list to HLL, and HLL needs to adapt it to Indian conditions.

Thus there could be a variety of reasons. Indian firms seem to blindly follow this. Some of them unfortunately do not consider their competency mapping as a worth noticing exercise, until they spend a significant amount of money, which is worth mentioning in their balance sheet or use an International Consultancy firm which is again worth mentioning in their annual reports or balance sheet.

Competency mapping is important and is an essential exercise. Every well managed firm should:
* Have a clear organisational structure
* Well defined Roles in terms of the KPAs or tasks and activities associated with each role
* Should have mapped the competencies required for each role
* Where appropriate or needed should have identified the generic competencies for each set of roles or levels of management
* And should use them for Recruitment, Performance Management, Promotion decisions, Placement and Training needs identification.

When the first HRD Department in the country was set up in Larsen & Toubro in 1975 with the help of IIMA, this was the first and primary task assigned to the new HRD department. Competency mapping is the first of the significant activities to be undertaken by the HR Department. Twenty five years after the HRD Departments were established in the country, and two decades after specialised courses in HRD have been started, it is disappointing to note that Indian corporations and their HRD Departments still need consultants to do competency mapping for them. A number of them do not realise that competency mapping is essentially an in-house job. Consultants can at best give them the methodology and train up their line managers and HR staff. Consultants cannot do competency mapping all by themselves because no consultant can ever have all the knowledge required to identify the technological, managerial, human relations and other conceptual knowledge, attitudes and skills required for all jobs in a firm. Where consultants are excessively relied upon, the data generated is likely to enrich the consultants and consulting firms much more than the commissioning firm itself. The lower the consultant's involvement, more the work needs to be done internally, and higher the intellectual capital generation and retention within the organisation.

What is Competency?
Any underlying characteristic required performing a given task, activity, or role successfully can be considered as competency. Competency may take the following forms:

1. Knowledge
2. Attitude
3. Skill
4. Other characteristics of an individual
5. Motives
6. Values
7. Self concept etc.

Competencies may be grouped in to various areas. In a classic article published a few decades ago in Harvard Business Review, Daniel Katz grouped those under three areas, which were later expanded by Indian Management professors in to the following four:

* Technical: dealing with the technology or know how associated with the function, role, task (Also now referred by some as Functional)

* Managerial/Organizational: dealing with the managerial aspects, organizing, planning, mobilizing resources, monitoring, systems use etc.

* Human/Behavioral including personal, interpersonal, team related and

* Conceptual/Theoretical including visualizations, model building etc.

This is a convenience classification and a given competency may fall into one or more areas and may include more than one from. A competency dictionary of a firm gives detailed descriptions of the competency language used by that firm. It contains detailed explanations of the combinations of competencies (technical, managerial, human and conceptual knowledge, attitudes and skills) using their own language. For example Team work or Team Management competency can be defined in terms of organization specific and level specific behaviors for a given origination. At top levels it might mean in the case of one organization ability identify utilize and synergize the contributions of a project team and at another level it might mean ability to inspire and carry along the top manage-ment team including diversity management. It is put here in much more simplistic way while in competency mapping all details of the behaviors (observable, specific, measurable etc.) to be shown by the person occupying that role are specified.

History of Competencies
A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid the foundation for identifying educational objectives and there by defining the knowledge attitudes and skills needed to be developed in education. The task force lead by Bloom, took several years to make an exhaustive classification of the educational objectives that were grouped under the cognitive domain.

David McClelland, the famous Harvard Psychologist, has pioneered the competency movement across the world. His classic books on "Talent and Society", "Achievement Motive", "The Achieving Society", "Motivating Economic Achievement" and "Power the Inner Experience" brought out several new dimensions of the competencies. These competencies exposed by McClelland dealt with the affective domain in Bloom's terminology. The turning point for competency movement is the article published in American Psychologist in 1973 by McClelland where in he presented data that traditional achievement and intelligence score may not be able to predict job success, and what is required is to profile the exact competencies required to perform a given job effectively and measure them using a variety of tests. This article combined with the work done by Douglas Brey and his associates at AT&T in the US, where in they presented evidence, that competencies can be assessed through assessment centres an on the job success can be predicted to some extent by the same, has laid foundation for popularisation of the competency movement.

Later McBer, a Consulting Firm founded by David McClelland and his associate David Berlew, have specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new and simple methodology called the Behavior Event Interviewing (BEI) to map competencies.

AT&T Studies of Formative Years in Business indicated the predictability of future success. McClelland's studies in early seventies indicated the limitations of Intelligence and Academic Performance data. With increased recognition of the limitations Performance Appraisal has in predicting future performance potential appraisal got focused

Assessment centres became popular in seventies. The setting up an Assessment centre was in integral part of the HRD plan given to L&T by IIMA professors as early as in 1975. L&T did competency mapping and could not start assessment centres until much latter, as it was not perceived as a priority area.

Competency mapping is the process of identification of the competencies required to perform successfully a given job, or role, or a set of tasks, at a given point of time. It consists of breaking a given role or job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioural, conceptual knowledge, an attitudes, skills, etc.) needed to perform the same successfully. Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centres use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals. In order to enhance objectivity they use trained assessors and multiple methods including psychometric tests, simulation exercise, presentations, in-basket exercises, interviews, role-plays, group discussions etc. The methods to be used depend on the nature of competencies.

Who Identifies competencies?
Competencies can be identified by one of more of the following category of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with him/her).

What Methodology is used?
The following methods are used in combination for competency mapping:

* Interviews
* Group workshops
* Task Forces
* Task Analysis workshops
* Questionnaire
* Use of Job descriptions
* Performance Appraisal Formats
* KRAs and Attributes

How are they Identified?
The process of identification is not very complex. Some of the methods are given below:

1. Simply ask each person who is currently performing the role to list the tasks to be performed by him one by one, and identify the Knowledge, Attitudes, and Skills required to perform each of these

2. Consolidate the list

3. Present it to a role set group or a special task force constituted for that role for validation or additions

4. Edit and Finalize

Alternately, appoint a task force for each role. The task force should consist of some current incumbents of that role who are performing it well, the reporting and reviewing officers of that role, and some of the past role incumbents who have successfully performed that role. Make sure that the task force consists of at least one or more members who have some understanding of the competencies and the nature of competencies. Most professional managers with M B A degrees should have this competence. If they do not, it is easy to acquire by reading a few books. When the author worked with the Ministry of Health in Indonesia along with Dr. Udai Pareek and Rolf Lynton, a three-day workshop was found to be sufficient to train the local Health Province staff in competency mapping. This, in spite of the author having to work with groups of Indonesians who spoke only Bhasa Indonesia (Indonesian language).

What Language to Use?
Use Technical language for technical competencies. For example: knowledge of hydraulics.

Use business language for business competencies. Example: Knowledge of markets for watch business or Strategic thinking.

Use your own language or standard terms for Behavior competencies. Example: Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too technical and conceptual knowledge align to the organization and people may create more problems than help

Competencies for Competency Mapping:
Competency mapping is a task, which can be done by many people. Now a days, all Management schools, and definitely those specializing in HR, train students in competency mapping. Recently, when the author taught a course on Management of Talent at the Indian School of Business, with two hours of introduction to the process of competency mapping, the students (all with experience of more than two years) have done a great job of competency mapping for a set of roles.

The person who facilitates competency mapping should have the following competencies:

* Should have some familiarity with competencies and the nature of competencies. This includes knowledge of the terms used commonly in competency identifications (sociability, activity level, monitoring ability, resource mobilization, vision, communication skills, analytical skills, planning, organizing, team building, imitative, strategic thinker etc.) and meaning of most common terms.
* Should know the meaning of knowledge (awareness, information), Attitude (predispo-sition) and skill (demonstrable ability to perform a particular task or activity with a predesignated level of proficiency- speed, accuracy, quality etc)
* Should be able to differentiate knowledge, attitude, and skills. Ability to differentiate motives, values, self concept and traits is an additional competence
* Should be bale to differentiate a task from an activity
* Should be able to list a set of activities and tasks for a given role with the help of a role holder (a person who is currently doing a the given job)
* Should able to classify a given competence (knowledge, attitude and skill) into technological arena, managerial arena, behavioural arena and conceptual arena.
* Should have interviewing and probing skills
* Should be able to document and communicate to others through documentation (ability to communicate using precise language, and provide explanations wherever necessary)
* Should be familiar with the nature of business done by the firm, its products, markets, processes etc. or at least would be able to understand and grasp the basics of technology and processes used by the firm. This can be developed through a quick induction program by the firm.

Any Masters in Management or Social Sciences or an Employee with equivalent experience and Training can develop these competencies. Conceptual background and understanding of the business is important. Familiarity with Business, Organizations, Management and Behavioural Sciences is useful. HR Managers, Management Graduates, Applied Psychologists are quite qualified to do this.

Map Competencies

The following are some of tips to map competencies at low cost:

* Pick up a job or a role that is relatively well understood by all individuals in the company. For example Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist, Transport Manager, PR Manager, etc. are known to all and easy to profile.
* Work out competencies for this role if necessary with the help of job analysis specialist or an internal member who has knowledge of competency mapping. Prepare this as an illustration.
* Circulate this to others and ask various departments to do it on their own.
* Circulate samples of competencies done by others
* Illustrate knowledge, attitudes, skills, values etc.
* Choose a sample that does not use jargons
* Explain the purpose
* Interview of past successful job holders helps

Some activities that support Competency Mapping process

* Always use a job/Role known to all employees as an illustration for competency mapping. Eg. Roles of Sales Rep, Receptionist, Administration, PR Manager etc. are known to all.
* Illustration should consist of the end result. i.e a document showing tasks, key areas, corresponding competencies, classification of competencies etc. The physical product/document makes it simpler for all to comprehend.
* Avoid Jargon and complex terms
* Provide illustrations on knowledge, skill, values etc. so that classification becomes easy for all
* Interview past Job/Role holders helps
* Role holders themselves may be encouraged to map their competencies
* Always validate the Map
* Ensure that the final document is signed by the incumbent and Reporting officer, towards the end of the process.

For an illustration of the competencies see Designing and Managing Human Resource Systems by Udai Pareek and T. V. Rao, Oxford & IBH publication.

ARTICLES AND READINGS

FUTURE OF HRD
(Extracts from the book by T. V. Rao, to be published by Macmillan India, 2003)

Extracts from the Preface by Dr. Rao

By HRD I mean Human Resources Development and not Human Resources Department. The Human Resources Departments have done the biggest damage in the last two decades to Human Resources Development by renaming the Personnel and Training Departments as HR Departments and diluting Human Resources Development. The professional bodies with all their good intentions have unknowingly contributed to this damage.

HRD today is at cross roads. So are the HRD Managers.

Some HRD Managers have shrunk their roles and reduced themselves to Administration Managers or Training Managers or Glorified Labor Welfare Officers, or at best to Recruitment and Retention Managers. IT Industry has perpetuated this. They have missed a golden opportunity of making an impact and lifting themselves to be Strategic thinkers, Business Partners, Leaders, Change Managers and CEOs. Those who have made a mark and made a difference can be counted on fingers in this large nation of millions of people. Those who missed the boat and continue to miss the boat are many. A number of corporations are using them as Personnel Administration Managers though designated them as HRD managers (to mean Mangers of Human Resource Departments rather than Human Resources Development Mangers).

The examination of the past is done very critically. The critical comments on some HRD Managers or the HRD Profession are meant to stimulate thinking for future.

The future is going to be competency era and it is people who will give strategic advantage to firms. Future is full of opportunities. We need to know a lot, learn a lot, discover a lot and apply lot. The future is going to be the future for genuine Human Resources Development managers. It is going to be of those HRD managers who have an entrepre-neurial spirit in them, innovativeness, leadership qualities and a business drive. The future is going to be of those HRD managers who are willing to learn, network, vision driven, articulate, communi-cative, proactive and pushing and persevering. It is going to be of those HRD Managers who may not be designated as HRD managers but are willing to take up learning and development as their pri-mary agenda and facilitate the same in the corpora-tions and multiply competencies through systems approach and business partnership. The book out-lines the roles and tasks of such HRD managers and also gives some ideas to develop themselves and their Human Resources Development function.

The book first presents a global scenario in terms of HRD and its development. It then goes on to review the status of HRD in India and points out its inadequacies and adequacies.

This book is divided into the following seven parts:
Part 1 deals with: The status of HRD Profession. In this part an attempt is made to point out the history of HRD in India, present some details about what makes HRD a profession etc. The second part deals with global models and Indian HRD. This describes the original HRD work done in India by the author with Dr. Udai Pareek at L&T and presents a view that the global models available today are not too different from that evolved in India. It also argues that Indian corporations have a long way to go even in adopting Indian HRD models. The third chapter describes the current HRD managers and presents a profile of the current HRD managers. Fourth chapter presents vision for the future of HRD. Then it goes on to describe in chapter 5 the Future HRD managers and their roles and competencies in this part. Part 6 presents the resources requirements of HRD. The book then goes on in part 7 to paint HRD challenges in the context of national development and then concludes with painting of new opportunity for HRD to make an impact.

Foreword by Gary McLean:

Gary McLean, Professor of HRD at the University of Minnesota had written a Foreword to this book. In his Foreword Gary makes the following observations:

The field of Human Resource Development (HRD) is still in its infancy. As an integrated field, it is not yet 50 years old, and if the adjectives "systematic" and "strategic" are added, the field is much younger. In contrast, the fields of medicine and law have thousands of years of history during which the critical issues discussed by Dr. Rao have emerged-definitions, ethics, standards, norms, roles, competencies, and so on. We should not despair that HRD is not yet there; in fact, we should not expect to be there yet.

Nevertheless, as Rao extensively reviews in this book, there are many challenges that confront the field as it attempts to move through puberty into adulthood.

Another major challenge identified by Rao is globalization.

Rao also, appropriately, focuses in this book on the lack of an ethical standard for HRD, especially in an international context. Given recent experiences in the United States, there is a heightened awareness of the importance of ethical behavior in business. Lack of transparency and resulting corruption has also characterized many countries in the world, primarily in Asia, Africa, and South America. HRD has an important role to play in countering such problems. I applaud Rao's call for professional organizations in India to get behind the efforts to develop ethical standards for HRD in India. In conjunction with the standards published by AHRD (International), such standards in India should go a long way in modelling how HRD can impact the ethical standards of organizations.

If this book is successful in impacting the field of HRD, we should expect to see significant improvements in the HRD programs offered throughout India, as academics work in conjunction with practitioners to forward our understanding of the field through research and theory, and as academics bring the results of such research into their curricula. We should also expect organizations and their CEOs to expect much more from their HRD professionals. They should expect such professionals to develop the competencies that we already know are needed by successful HRD professionals. They should demand accountability and provide the resources to insure that accountability exists.

Rao is to be commended for the challenges that he presents to the field. Simply reading this book, though, is not enough. If the responses suggested in the previous paragraph are not experienced, then HRD in India (and perhaps throughout the world) will continue to struggle with its identity and with its contributions to the value chain. What will your response be to the challenges that Rao puts forward?

For copies of this book please e-mail : tvraoad1@sancharnet.in

Professor Rao taught at the Indian School of Business-Hyderabad for the fifth term from October 28-December 8. 63 students registered for the course. It was an interesting experience teaching and interacting with the bright, experienced students who showed great interest in the subject. The course design is presented below:

Course Objectives:
In the current Global Economy, "People" provide competitive advantage. Human Resources are expandable. Competent employees can make many things happen. Attracting talent, nurturing them, utilizing and multiplying talent and retaining intellectual capital are critical determiners of firm's effectiveness and leadership.

This course is intended to enable the participants to understand the role played by competencies and competent people in providing strategic advantages to firms that operate globally. The participants shall learn about the nature of talent (competencies) required in a global economy at different levels and to handle different functions, methods of attracting and identifying talent, what firms do and should do to utilize talent (a recent Gallup survey indicated that firms utilize less than 20% of talent available to them), methods of developing and retaining talent, and cross cultural issues in talent management.

The attempt is to familiarize the participant with global trends and experiences in identifying; attracting, retaining, utilizing and multiplying talent is ways that provide strategic advantage to the firm.

Teaching Methods

* An Assessment Center was planned to be conducted and tests like Sense of efficacy, Personal effectiveness and In-Basket test were be administered to give the participants a first hand experience of Assessment and Development Centres for Competency Assessment.

* The students carried out assignments on competency mapping. They formed in to groups and mapped the competencies of some of the roles performed by them in the past.

* As almost all the students admitted to ISB, are experienced ranging from 2 years to 13 years, the grouping ensured that there was a balance of experienced participants in each group. They did an excellent job of mapping the competencies.

* The students also designed a 360 degree Feedback questionnaire for assessing themselves in terms of their team work and group effectiveness. A common questionnaire was developed and feedback was given to them. It was a great eye opener according to many. Some of them have said that this was an extremely useful part of their experience at the ISB.

* Students also studied the talent management strategies of Infosys, Wipro, Satyam, Dr.Reddy's Laboratories, GE, Anderson, Cisco, Pramati, GTB, Birla 3M, etc.

Reference Books:

* McCall, Morgan W. High Flyers: Developing Next Generation of Leaders, Harvard Business School Press, 1998

* Smart, Bradford D. Top Grading: How Leading Companies win by Hiring, Coaching and Keeping the Best People. Paramus, NJ; Prentice Hall Press, 1999

* Brown, Duncan and Michael Armstrong. Paying for Contribution: real performance pay related strategies, Kogan Page, 1999

* Academy of HRD. Going Global: Leveraging Human Potential, New Delhi: Tata McGraw Hill, 2000, National HRD Network (Chapters 1,4,5,6, 17 and 18)

* Mayo, Andrew. The Human Value of the Enterprise: valuing people as Assets-Monitoring, Measuring and Managing London: Nicholas Brealey Publishing, 2001

* Friedman, Brian, Hatch James; & Walker, D M. Delivering on the promise: How to Attract, Manage and Retain Human Capital. Arthur Anderson, New York Free Press 1998

* Pareek, Udai and Rao, T. V. Designing and Managing Human Resource Systems, New Delhi: Oxford & IBH

* Rao, T. V. Performance Management, Ahmedabad: TVRLS, 2002. This book is Under Preparation and is expected to be published in Electronic Form by November) the earlier edition is Appraising and Managing Managerial Performance by T. V. Rao, New Delhi: Excel Publications.

* Rao, T. V. and others (editors) 360 Degree Feedback and Performance Management Systems, 2000, Ned Delhi: Excel Publications.

* Rao, T. V. HRD Audit, New Delhi: Sage 1998

The other programmes being planned are on

"HRD for IT & ITES Organisations"
and
"Leadership & Managerial Effectiveness"

In addition, based on organisations needs, requests and inputs,
we deliver customised in-company programmes & consulting assignments.
For details on TVRLS activities & MDPs, contact our MDP Coordinator,Ahmedabad


TVRLS: A TRANSFORMATIONAL CONSULTING COMPANY

T.V. Rao Learning Systems Pvt. Ltd. (TVRLS) is an expression of over 35 years of experience, study, review, reflection and action, combined with a desire to discover more about the behaviour of people in different settings, and developing ways of making them give their very best. TVRLS is a unique organization with the philosophy of networking of prominent behaviour scientists and HRD practitioners, to give solutions that are highly research oriented, value based, and derived from organizational experiences contributing towards alternative models and theories.

A pioneer in the country in 360 Degree feedback (having profiled and counselled more than 1000 top and senior managers) and synonymous to Performance Management Systems, TVRLS is a unique consulting company with its own publications, books and handbooks.
The diverse team at TVRLS includes:

Ahmedabad:

Mr. Santhanam: Coordinator of Management Development Programs, with over 35 years of experience of working at IIMA as Program Manager of Executive Development Programs.

Ms. Merlin George: A 360 Degree Manager at TVRLS, she is a Graduate in Literature and specializes in 360 Degree feedback processing and administration at TVRLS.

Mr. Shishir Misra: Associate Consultant with a Masters in HRD from Allahabad University. His experience includes working with the Academy of HRD and Applitech Solutions

Ms. Annapurna J: An MBA from XIMB, she specialised in HR and Marketing and assists TVRLS Ahmedabad

Rohnel: He has been assisting TVRLS on the Gurukul project. He has interviewed a number of IIMA graduates for the book on "What they Teach and Don't Teach at IIMA"

Mr. Raju Rao: A Consultant with TVRLS, he is a post graduate in PMIR from XLRI with specialized exposure in NTL and MBTI. He was with Torrent Pharmaceuticals-HR before joining TVRLS.

Dr T.V. Rao (Chairman, TVRLS)

Bangalore:

Mr. Gopal Mahapatra: Managing Director, TVRLS-Bangalore and a fellow from IIMB, he worked as GM-Corporate HR, BPL Ltd and as head of HR at Gujarat Gas before joining TVRLS.In his initial years he was a Faculty member at XIM-Bhubaneswar.

Ms. Nandini Chawla: A Consultant with TVRLS, she is an engineer and a PG from Narsee Monjee-Mumbai. Prior to joining TVRLS she was with TITAN Industries Ltd and Indus League.

Mr. Hemanth Paradkar: An Assistant Consultant at TVRLS, an MBA from TAPMI with 7 years prior experience in finance and HR. He has worked in organisations like BPL, Contas Consulting, Ampersand Software Solutions and eVector (India) Ltd.

Your views and suggestions are welcome at:

T V Rao Learning Systems-Ahmedabad
PARSHWA, 603, 6th Floor
Near Rajpath Club
Gandhinagar Sarkhej Highway
Ahmedabad -380 015
Phone: 91-79- 6872718, 6870312
Fax: 91-79- 6870687
E mail: tvraoad1@sancharnet.in

T V Rao Learning Systems-Bangalore
No. 3159, 1st Floor
12 Main,
HAL 2nd Stage
Indiranagar
Bangalore - 560038
Phone: 91- 80- 5252802, 5202495
Email: tvrls@vsnl.net