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expertise. This does not mean that
everyone should be a leader of people!
Also, there is absolutely nothing wrong
with being afollower assuming that the
leader you are following is headed in a
direction that is consistent with your
personal mission and values.
YOUSPENT OVERTENYEARS ONPETER
DRUCKERS ADVISORY BOARD. YOUVE
BEENWORKINGONTHE SUBJECT OF
LEADERSHIP FOR LONG. WHICHHAVE
BEENTHETHREE MAJOR DISCOVERIES
YOUHAVE MADEWHENIT COMESTO
LEADERSHIP?
1.
As Alan Mulally, CEOof the Year in
the US said,Leadership is not about
me. Leadership is about them.
2.
As Peter Drucker, the father of
modern management said,The
leader of the past knewhowto tell. The
leader of the future will knowhowto ask.
3.
Our greatest challenge is not
understanding the practice of
leadership it is practising our
understanding of leadership.
COULDYOUCITE NAMES AND
LEADERSHIPTRAITS OFTHREE
MENORWOMENGLOBALLYWHO
ARE UNCONVENTIONAL INTHEIR
LEADERSHIP APPROACH?
AlanMulally,
former CEO of
Ford, developed an
incredible process
for weekly connec-
tion with his man-
agement team. His
work is a vast im-
provement on any-
thing that I have done.
Frances Hessel-
bein, former CEO
of the Girl
Scouts of
America(and win-
ner of the US Presi-
dential Medal of
Freedom), was the
greatest role model
of servant leadership that I have ever
met.
Dr. JimKim, the
new President of
the World Bank;
he is trying to totally
change a huge bu-
reaucracy in his mis-
sion to end extreme
poverty.
focuses on others. I try not to judge the
work of others. Some schools may work
better for some people. That is fine with
me. I think that there is far more
leadership training today than ever
before. If you really want to learn about
leadership, you dont have to rely on
companies. If you just went to the Internet
and decided to learn all you could about
leadership, you could get the equivalent
of a graduate degree. There are many
different types of leaders. For example, I
amathought leader. Being a thought
leader is quite different frombeing a CEO.
I think that it is very healthy for everyone
to aspire to be a leader in their field of
DR MARSHALL GOLDSMITH, ONE OF THE MOST
INFLUENTIAL BUSINESS THINKERS IN THE WORLD AND A
THOUGHT LEADER DISCUSSES WHY LEADERSHIP IS A
SUBJECTIVE PHENOMENON
It is healthy for everyone
to aspire to be a leader in
their field of expertise
ASCENTpresents
ASIA PACIFIC HRM CONGRESS
Dates: 11th &12th September, 2014
Venue: Vivanta by Taj, Bangalore
Theme: Building a great place to work with powerful results
FORMORE DETAILS CONTACT: TEL: +91 22 26611394 MOB: +91 9821622111
E-mail: secretariat@asiahrdcongress.com / secretariat@asiapacifichrmcongress.com
Websites: www.asiapacifichrmcongress.com/ www.asiahrdcongress.com
Viren.Naidu@timesgroup.com
THERE ARE SOMANYTHEORIES
AROUNDLEADERSHIP. WHICH,
ACCORDINGTOYOUTODAY, ISTHE
MOST RELEVANT?
My definition of leadership comes from
my mentor, Dr Paul Hersey:Leadership
is working with and through others to
achieve objectives.I like this because it
THE RAPID THREE
81
% of Indian employees are
willing to RESKILL
THEMSELVES to remain relevant
F
uture of Work: A journey to
2022, a specially commis-
sioned PwC survey of 10,000
members of the public and 500 HR
professionals across China, India,
Germany, the UK and the US reveals
respondents views on how they
thought the workplace
would evolve and how this
might impact their employ-
ment prospects and future
working lives.
IS YOUR HR MANAGER READY?
Planning ahead How far does HR in your
organisation look into the future?
WHAT WILL TRANSFORM
THE WAY PEOPLE WORK OVER
THE NEXT 5 10 YEARS?
INDIA FINDINGS: WHAT THE INDIA
OFFICE OF 2022 WILL LOOK LIKE?
57%of Indian
employees feel
that technological
advances will play
the most impor-
tant part in trans-
forming the way
they work in the
next five-10 years
39%of the respondents would
want to work in an organisation
whose values match their own;
42%of the respondents would
want to ideally work for them-
selves;
19%want to work in an elite or-
ganisation that employs only
the best;
76%are prepared to be always
available (via technology) in re-
turn for secure employment;
39%want a virtual workplace,
where they can log in fromany
location (also internationally);
75%want to work for an organ-
isation with a powerful social
conscience.
<
Short-term: The future is
moving so fast that it is
very hard to predict how
things will change
Medium-term: I anticipate
a lot of change and am
building possible future
scenarios into our current
talent pipelines
Long-term: I amactively
considering the evolving and mul-
tiple visions of the future as a part
of our long-term planning
21%
24%
56%
53% TECHNOLOGY BREAKTHROUGHS
39% RESOURCE SCARCITY ANDCLIMATE CHANGE
36% SHIFTS INGLOBAL ECONOMIC POWER
33% DEMOGRAPHIC SHIFTS
26% RAPIDURBANISATION
4% NONE OF THESE
13% DONT KNOW/NOT SURE
There is absolutely
nothing wrong with
being a follower
J US T ARRI VED
WHISTLE-BLOWING:
A SILENT AFFAIR?
W
histle-blowing is
the latest buzz-
word among In-
dian organisations but
compliance to the policy
is still low, states EYs sur-
vey,The whistle-blowing
quandary: India Incs
journey from oblivious to
obvious. This survey was
conducted during the
period April 2014 to June
2014. The respondents
included senior execu-
tives from business func-
tions such as internal au-
dit and legal and compli-
ance, and presented a
mix of Indian enterprises
with domestic opera-
tions, as well as India sub-
sidiaries of foreign multi-
nationals in the UK and
US.
KEY FINDINGS:
Only 32%of the re-
spondents had out-
sourced the whistle-
blowing mechanism to
third party service
providers;
While 93%of the re-
spondents indicated that
they had a whistle-blow-
ing policy, 25%revealed
that they did not back it
up with a mechanism
such as a hotline;
56%of the survey re-
spondents indicated that
less than 25%of the
complaints reported the
need for further investi-
gations. This indicates
that a majority of the
complaints received were
not within the scope of
whistle-blowing. A lack of
clarity on the purview
and inadequate training
can be major deterrents
in establishing an effec-
tive mechanism.
Compliance with the various provisions of the
mechanismin the Companies Act, 2013 has been
outlined below:
PROVISIONS ANDTHEIR %OF COMPLIANCE
Oversight by audit committee: 42%
Direct access to chairman of audit
committee: 47%
Safeguard against victimisation: 78%
Penalty for action taken on frivolous complaints:33%
TOUCH
IN GET
TEAMASCENT: YASMINTAJ, ANKITA SHREERAM
DESIGN: Resp-Art, Mumbai
WE ENCOURAGE FEEDBACKFROM OURREADERS.
For editorial queries, contact: Editor (Ascent): VirenNaidu
(viren.naidu@timesgroup.com/ 022-6635 3679)
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TOPIC: LEARNINGSTHAT LAST
DESIGNINGSUSTAINABLE
LEARNINGPROGRAMMES
SPEAKER: Kedar Vashi, associate
VP&head- L&D, HindustanCoca-Cola
Beverages Pvt Ltd
SUMMARY: In this engaging
and entertaining session,
you will learn some practi-
cal tips for sustaining the
learning from your training
programmes, that you can
immediately apply to your
next initiative.
TOPIC: BUILDINGTHE STRATE-
GICTALENT SUPPLYCHAIN
SPEAKER: Guo Xin, president &
CEO, Career International
SUMMARY: When it comes to
talent acquisition, employ-
ers are eager to find new so-
lutions, channels and tools
to hire smarter, faster, and
more cost effectively than
before.
TOPIC: MANAGETALENT FOR
RESULTS: ASERIOUS GAME
FORBUSINESS MANAGERS
THAT REALLYWORKS
SPEAKER: Dr YVVerma, founder
mentor, InspiumSolutions Pvt Ltdand
Maxell Learnings
SUMMARY: In a complex glob-
al business market, the dis-
tinguishing factor that has
emerged is talent.
TOPIC: DEVELOPINGCREATIVE
GLOBAL LEADERS - THE
CINDERELLAPRINCIPLE
SPEAKER: Eomal Munasinha, head
- learning&development, Virtusa(Pvt)
Ltd
SUMMARY: The Cinderella
Principle looks at key factors
that leaders need to practise
if they are to grow as leaders.
TOPIC: BUILDINGAGREAT
PLACETOWORK
SPEAKER: Prof Christopher Abra-
ham, head- Dubai Campus &sr VP, S P
JainSchool of Global Management,
Dubai Singapore Sydney Mumbai
SUMMARY: Only 20 per cent of
employees are fully en-
gaged.You may have a vision
for an exceptional workplace
but only that will not suffice.
PwC survey of
480 HR
professionals
fromacross the
world
PwC survey of 10,000
respondents based in
China, Germany, India,
the UK and the US
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MUMBAI