HR Conclave

The Industry Interaction Committee of DMS, IIT Delhi successfully organized HORIZON’16, the annual HR conclave on October 15, 2016. 

The first session of the event was focused on the theme “Organizational Transformations: Rewriting the Modern Corporate Culture". 

The Panel was headed by Prof. Kanika T. Bhal, Professor of Management, IIT Delhi. The panel comprised of the following eminent leaders from the industry:

  • Mr. PuneetKhurana, VP & Head - HR, Training & Admin, PolicyBazaar
  • Capt. Abhinov Prakash, Lead Learning and Development, Cairn India
  • Mr. Vineet Sehgal, Senior Director Human Capital, PwC
  • Capt. PriyaPanjikar, Director of Human Resources, JW Marriott

The session started with an introductory talk by the panel chair where Prof. Bahlgave insights on how dynamic mindset is required to adapt to change which is triggered by external factors like technology, government regulations, etc. Ma’am also explained that it is the people who need to accept the change and HR just plays the role of a change agent.

Talking about change, Captain PriyaPanjikar shed light what are the challenges HR manager in the hospitality sector faces and how workforceneed to be involved in designing HR practices which otherwise result in high attrition.Mr. Vineet Sehgal spoke about the concept of ‘VUCA’ world which is an acronym for Volatile, Uncertain, Complex and Ambiguous. Elaborating on this, he explained that technology, terrorism, bankruptcy, any unpredictable factor could change the whole business ecosystem. Thus, there is a need to hire people who are competent and can adapt rather than those who have the best competency but no ability to adapt to change. Captain Abhinov Prakash, belonging to the oil & gas sector, brought absolutely fresh views to the table. He believes that an HR unit needs to first identify what is the business of the firm and what kind of diversity exists in the workforce. Understanding this diversity is important since their working conditions vary greatly and hence they might have extremely different requirements from the HR. It’s of utmost importance to try and develop a unique culture throughout the organization. Mr. Prakash believes that the way to keep people engaged is to make them partner in decisions and let them take ownership of their actions.Mr. PuneetKhurana further developed on the thought of changing the behavior of the people. At Policy Bazaar, MrKhurana implemented a few changes to change the behavior of the people; for example changing the dress code, the code of conduct, making people brand ambassadors- gauging the atmosphere of their teams along with their regular work. The floor was then opened for questions where the students queried on various aspects such as negative impacts & challenges in bringing about organizational transformations, and the measurement systems involved in getting the feedback for such transformations etc. The panelists gave their insightful opinions and answered all the questions very enthusiastically. The students of DMS, IIT Delhi extend their heartfelt gratitude to the entire panel for taking their time out and sharing their valuable views.

The second session of the event focused upon the theme: “Paradigm Shift in Performance Assessments: Towards an Employee Centric Initiative”. 

The session was chaired by Dr. Shuchi Sinha, Assistant Professor - DMS, IIT Delhi and the panel consisted of the below eminent leaders from the industry:

  • Ms. RitikaSakhuja, Associate Director-Human Resources, Nielson
  • Mr. ShrikantLonikar, Chief Human Resources Officer, PernodRicard for Gulf, SAARC region and India
  • Ms. Papia Banerjee, Chief Learning Officer and Global Head of Talent Management, Airtel
  • Mr. Sandeep Tyagi, Director - Human Resources at Samsung Electronics
  • Mr. Raj Nehru, Director for Human Resources at Schneider Electric
  • Ms. KannikaSagar, Chief People Officer, HCL Infosystems
  • Mr. Dinesh Chandra Kandwal, Director & Head HR, Dr.Reddy’s Laboratories
  • Mr. Adil Nargolwala, Senior General Manager - HR Head Talent Acquisition Group at WNS Global Services Pvt ltd
  • Mr. RupeshTripathi, Managing Director, Head of HR, IHS Markit, India
  • Dr. T.K. Mandal,Head of HR, JK Paper Ltd.

Ms. RitikaSakhuja brought into light how her organization recently revamped its performance management system and that they are almost in the phase of training people and people managers to adapt to the new system. The new performance management system has two tangents and looks at ‘what’ and ‘how’ of a person’s performance. Mr. ShrikantLonikar stated that their performance management system, which makes sure that people do not spend sleepless nights for their appraisal discussions. They believe in making people happy and this philosophy is deeply embedded into the system. Ms. Papia Banerjee highlighted changes in the performance management system at Airtel. One of the big changes that happened was the shift from a data centric system to focusing more on talent development and talent management. Mr. Sandeep Tyagi emphasized that organizations are doing a lot of work to make performance assessments more employee-centric and people-friendly. He highlighted that at Samsung, there is a biannual system of performance management called GPMS (Global Performance Management System) wherein the assessment system is divided into 2 parts. 60 percent of the assessment is MBO linked which is measurable and metric driven, while the other 40 percent is competency driven which is towards the employee behaviour and their attitudes throughout the year. Mr. Raj Nehru, with his experience of 12 years at his previous company, IBM, elucidated that 85 percent of the population in global process services is of millennials and for them there is a monthly performance management process which is linked to their variable pay. For the rest of the of 15 percent population, there are certain quantifiable KPIs and three levels of assessment exist. The managers are supposed to go for a TBDM (Team Based Decision Making) wherein they have a discussion about everyone in the team and based on this discussion, it is determined how many people will be in the top, middle and bottom level. Once this is done, the manager communicates it to the employee who has a choice whether to accept or reject it. In Schneider Electric, Mr. Nehru learnt that the energy sector is fast changing which is putting a lot of pressure on organizational performance, which in turn is changing the models of business from being linear to non-linear.Ms. KannikaSagar stated that her organization also has a digitized performance management system in place. She highlighted that when she came in, she observed a huge amount of anxiety as they were going to go into weekly self-assessments which would be the performance appraisal for the year. However, she was of the view that such a drastic transition was not feasible. So they came up with an arrangement wherein the initial three months had no implications and were just for the employees to get used to it. Mr. Dinesh Chandra Kandwal, from his experience, shared some dilemmas related to performance management that are often faced. First, whether the reward should be for performance or talent and second, whether the evaluation should be done by the manager or team. Mr. AdilNargolwala pointed out that they have in place a system-based tool called ‘PeopleSoft Pace’ which runs very efficiently in their large organization comprising 33,000 people. To make his point, he elaborated that whenever any person is appraised, that person has to give names of people who will succeed him in case it is required. They also ask the person as to what he would like to do other than what he is doing and this gives them a chance of exploring. They also have an appeal system in place wherein if a person feels that he has not been rated the way he felt he had performed, he can come back through the HR. Mr. Nargolwala highlighted that an HR is only an enabler who assists managers and functions in doing appraisals.

Mr. RupeshTripathi emphasized that the basic tenet of a performance management system is to enhance the performance of the organization. In the current system at IHS Markit, employees are encouraged to focus on key priorities and there is a quarterly checking. Besides, every single person goes through a 360 degree multi-rating to make people aware of their strengths so that they are given responsibilities aligned to their strengths. At Accenture, the focus was on five basic tenets: finding the strengths of the people, focusing on key priorities, engaging in small teams, continuous feedback and most importantly, coming up with a talent action for every individual.

Dr. T.K. Mandal highlighted that at JK Tyre, they have a dual purpose of having a strong performance management system. One purpose is performance, and the other is development of the people. He added that their focus is on performance planning which starts with a 5 year rolling business plan called a Strategic Business Plan (SBP), which forms the basis of annual budgets and targets at the business level. They also have a process called ‘Differentiated Workforce Process’ wherein strategic talents are identified and given maximum importance by focusing the review process on them. 

The session further proceeded towards the Q&A, with the students clarifying their doubts pertaining to benchmarking of goal targets and compulsory KPIs. Overall, the session was an enriching experience for the students with lots of insights shared by the esteemed panel.

The students of DMS, IIT Delhi extend their heartfelt gratitude to the entire panel for taking their time out and sharing their valuable views.
To get further insights on the session visit

Session1:-https://www.linkedin.com/pulse/organizational-transformations-rewriting-modern-dms-iit-delhi
Session2:-https://www.linkedin.com/pulse/paradigm-shift-performance-assessments-towards-dms-iit-delhi

HR Conclave 2013 14th & 15th September 2013 - List Of Speakers

Theme: Mandatory CSR An HR Perspective


  • Mr. Sandeep Ghosh VP HR of TNS Global
  • Ms. Kamalika Deka Regional HR of Titan Industries

Theme: Employer Branding Fad or Future of HR


  • Mr Ashit Ranjan, VP HR,Technova Ltd.
  • Mr Jappreet Sethi Head of HR,CBRE India
  • Mr. Vivek British Airways

Theme: Mergers & Acquisitions: Role of HR in managing change


  • Mr. D.V.Shastry GM HR,GAIL
  • Dr. Shalini Sarin VP HR,Country Partner of Schneider Electric India Pvt. Ltd
  • Mr. Rajneesh Singh Managing Partner of SimplyHR Solutions

Theme: Human Capital Management A competitive edge or just an employee metric


  • Mr. Saurabh Nigam, Vice President Human Resources, Beroe Inc.
  • Mr. Vivek Dwivedi, Director India (Organization Development and Learning), Honeywell
  • Mr. Pradumnya Pandey, Head- Corporate HR at Mawana Sugars Ltd