Lanco

HUMAN RESOURCE INTERVIEW AND COMMUNICATION PROCESS OF LANCO

INTERVIEW AND

COMMUNICATION

PROCEDURE

OF

LANCO CONSTRUCTIONSSUBMITTED TO: MRS. SUREKHA

THAKUR

BY: Nandita sadani – 48

Acknowledgement1 | P a g e

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I am very thankful to Mrs. Surekha Thakur for guiding us

through out the project. I am thankful to all the people who have

contributed and helped me in making the project.

I am thankful to my parents, sister, brother and friends for

helping me whenevre required and for supporting me throughout

the project work.

CONTENTS

S. NO. TOPIC Page no.

1.

2.

INTRODUCTION TO TOPIC

OBJECTIVES

4

5

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3.

4.

5.

6.

7.

8.

9.

10.

11.

INTRODUCTION TO

COMPANY

DETAILS ON THE TOPIC

QUESTIONNAIRE ,

FEEDBACK FIELD WORK

AND ANALYSIS

DRAWBACKS

RECOMMENDATIONS

CASE STUDY

ARTICLE

CONCLUSION

BIBLIOGRAPHY

6 – 14

15 – 27

28 – 35

36

36 – 39

40 – 44

45 – 46

47 – 48

49

INTRODUCTION TO THE TOPIC

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Lanco Infratech is one of India’s top growing business conglomerates

and among the fastest growing. Under this project, we have gone mainly

analyzed interview and communication procedure of the Lanco

Constructions.

Lanco Infratech has subsidiaries and divisions across a synergistic span

of verticals. These include construction, Power, EPC, Infrastructure,

property development, and, renewable.

In this project I have gone through various steps i.e. objective of our

project, introduced and given the brief gist of the company, details on

the topic i.e. field work (asking questions to the HR manger, relating to

the interview process and communication of Lanco Constructions),

found out the loopholes in their interview and communication

procedure, along with recommendations and conclusion.

OBJECTIVES- To understand interview process and the communication process of

a company.

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- Its differentiation from industry to industry.

- Understanding the interview process of Lanco Constructions.

- Understanding the basis of selection & rejection of an interviewee

in the interview process.

- To understand how the communication works in lanco .

- Analyzing their drawbacks & comparing them.

- Recommendations for the improvement of company’s interview

process.

INTRODUCTION TO

LANCO

VISION OF LANCO

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An India without poverty, where the internationally agreed millennium development goals are

met and people live with dignity and respect, using their full potential to access the opportunities

and exercise choices for their own development – a society that constantly moves to inspire

people.

MISSION OF LANCO-To work towards developing rural and urban communities in order to reduce poverty and

contribute effectively towards reduction in loss of environmental resources.

- To improve human development indices through projects & programs at the local, state and

national level.

Mission...

Development of Society through

Entrepreneurship

Vision…

Most Admired Integrated Infrastructure

Enterprise

Values (of Lanco Infratech)

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Humility & Respect:-

We are consistently humble in our approach to and interactions with people. We treat

every person with respect at all times, unconditionally.

Integrity:-

We choose to be honest in all our Business Interactions and Transactions and remain

steadfast even when challenged. We strive for consistency between – what we Think,

what we Say and what we Do.

Organization Before Self:-

We recognize that organization interest is supreme, above individual preferences and

goals. In all our decisions, actions and dealings we put the Organization before self.

Achievement Drive:-

We have an urge that drives us to intensely focus on performance and act decisively

with high energy to achieve the desired results. We strive to continuously learn and

consistently set higher Standards of Excellence.

Positive Attitude:-

We always demonstrate a ‘can-do’ mind-set and engage to deliver organizational goals.

We look upon challenging circumstances as opportunities to enhance our capabilities

and find ways of achieving

Accountability:-

We own up to our words, actions and outcome. When we commit to do something, we

own it and we do it – decisively and responsibly

Team Work:-

We work harmoniously with a shared vision, energized by our collective talent. We

Trust, Listen to, Share with and Empower team members and take collective

responsibility for the results.

Innovations:-

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We value and encourage application of creative ideas that enhance the effectiveness of

our business. We freely express ideas and take actions to generate successful Solutions

HISTORY OF THE COMPANYLanco Industries Limited (LIL) was incorporated on 1 st November, 1991 by Lanco Group of

Companies to manufacture Pig Iron using Korf (German) technology and Cement. The unit is

located at Rachagunneri Village on Tirupathi - /Srikalahasthi road which is about 30 kms. from

Tirupathi and 10 kms. from Srikalahasthi. The installed capacity of Pig Iron was 90,000 TPA

and with similar capacity 90,000 TPA for cement.

Due to the poor demand and other reasons, the operations of the cement unit of the Company

was suspended and the unit was reengineered for producing a different product mix having

potential in south India.

As a measure of forward integration project for adding value to the Pig Iron manufactured by

the Company, LIL floated an another company named Lanco Kalahasthi Castings Limited

(LKCL) on 4 th March 1997 to manufacture iron castings and spun pipes in the same campus

of the Company with an annual capacity of 40,000 TPA and 35,700 TPA respectively.

Accordingly, LIL had an arrangement with LKCL for supply of molten iron and Pig Iron to

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LKCL, being a value added product, as such iron pipes manufactured by LKCL offered better

returns.

However, due to falling Pig Iron prices, increase additional capacity in the industry,

competition and the technical & financial assistance, the operations of both LIL and LKCL

were effected and the Company was exploring financial and technical strategic alliance with

Indian / Foreign Partner.

During the same time M/s. Electrosteel Castings Limited, was also looking for additional

capacities for producing spun pipes. Considering the synergies involved, Lanco Industries

Limited entered into a strategic alliance partnership during December 2002, with M/s.

Electrosteel Castings Limited (ECL), Kolkatta a leading manufacturer of CI, Pipes and DI

pipes. This was win-win situation for both LIL and ECL. After takeover, a financial re-

engineering and re-structuring of LIL was undertaken by ECL by implementing the following:

-

Immediately after take over an amount of Rs.2200 lakhs was infused as share

capital of the Company by M/s.ECL to strengthen the equity base of the

company.

With effect from 1 st April, 2003 LKCL was merged with the company to take

advantage of the close synergy in the business of the two companies, since a

large part of Molten Iron / Pig Iron is consumed by LKCL for manufacture of

DI Pipes.

After the merger, the share capital of LIL, the paid up share value of Rs.10/-

was reduced to Rs.2.50 per share and accordingly one share of Rs.10/- each

fully paid up in LIL was issued to all the existing shareholders for every 4

shares held by them.

During 2003, the capacity of the DI pipes was increased to 90,000 TPA.

During 2004, the company took the step of backward integration by setting up

150,000 TPA coke oven plant in the same complex, which was commissioned

in June 2005.

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During 2005, the company started setting up of a Captive Power Plant of 12

MW by using the waste heat recovered from the coke oven plant which is

expected to be commissioned by March 2006.

An additional amount of Rs.25 crores is being spent on other capital works like

revamping of bitumen coating machine, balancing equipment and facilities for

production of higher diameter DI pipes etc. to increase the capacity of DI pipes

from the present 90,000 TPA to 120,000 TPA by 2006-07.

The above has resulted in the company witnessing a profitable years after a gap of 8 years

during the years ended 31 st March, 2003, 2004 and 2005 and a dividend of 10% was declared

for the years ended 31 st March 2004 and 2005 to the shareholders.

sssssStep by Step Company's Growth

1991 Incorporation of Lanco

1994 Setting up of Mini Blast Furnace with 90,000 TPA

capacity

1995 Setting up a 250 TPD Mini Cement Plant

1997 Setting up of LKCL for manufacture of 40,000 TPA

castings and 35,700 TPA D I Pipes

2002 Strategic Alliance with Electrosteel Casting Limited

2002Infusion of Rs.2200 lakhs to the equity and

financial restructuring

2003 Merger of LKCL with LIL for synergy

2003 Capacity of Pig Iron was increased to 90,000 TPA

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to 150000 TPA.

2004 Capacity of DI Pipes was increased to 90,000 TPA.

2005 Commissioning of 150,000 TPA coke oven plant.

2005 Setting up of Captive Power Plant of 12 MW by

using the waste heat recovered from the coke

oven plant.

LANCO INFRATECH

LTD.

Lanco Infratech Ltd is one of India’s top business conglomerates and among the fastest growing.

Lanco Infratech has subsidiaries and divisions across a synergistic span of verticals. These

include Construction, Power, EPC, Infrastructure, Property Development, and Renewables.

Lanco Infratech’s projects, operational and underway, are spread across India.

A member of the UN Global Compact, Lanco Infratech is recognized for its Good Corporate

Governance and Corporate Social Responsibility initiatives led by the Lanco Foundation.

A preferred employer, Lanco Infratech builds on a tradition and culture where trust comes first…

and the credo is inspiring growth.

About Lanco Infratech Ltd..The Lanco odyssey began more than two decades ago in civil engineering and the core sector.

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The challenges and opportunities in a resurgent India following economic liberalization saw

Lanco reengineer and consolidate itself under a single apex entity, Lanco Infratech Ltd.

Lanco’s operations have always been marked by creation of synergies, backward and forward

integrations and strategic innovations for competitive edge. Today, Lanco Infratech, through

twenty-two subsidiaries has operations across a synergistic span of verticals.

In power generation, Lanco has a presence in thermal, hydro, wind and renewables. Projects

in operation and those underway represent over 8000 MW. The operations in power

generation draw deep strengths from its own EPC, entry into O&M and the capabilities of its

Construction wing. Lanco’s presence in power extends to being a leader in power trading.

Multiple synergies are being leveraged for a strategic presence in transmission and

distribution. In wind energy, Lanco’s first line of turbines will roll out in 2009. Wind project

developments are underway in India, Europe and the Americas.

Lanco’s admired expertise in civil engineering has been displayed across the years in the

execution of dams, railways, roads, industrial structures, residential and commercial

construction, canals and other areas across the length and breadth of India. These

competencies and depth of resources are unfolding a new roadmap in the Indian infrastructure

sector. Lanco is already executing projects in ports, highways, airports and other areas.

In property development, Lanco has emerged as a trend setter with Lanco Hills, which has

also drawn international attention. Lanco Hills, in the Indian metropolis of Hyderabad, is

coming up as one of the world’s largest mixed property development with thirty million

square feet of built-up area, including the world’s tallest residential tower!

Lanco Infratech is built on a tradition and culture of trust within and without. Lanco draws

the best professionals who see growth in an environment underscored by good corporate

governance and the melding of individual aspirations and organizational goals.

A member of the UN Global Compact, Lanco’s Corporate Social Responsibility begins at

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home with facility audits and volunteerism of its people across all CSR initiatives. Lanco is

spearheading CSR interventions and programmes have touched the lives of individuals and

communities in the vicinity of Lanco facilities and across the country in areas where

assistance is most needed. Demand driven, participatory CSR initiatives by Lanco exemplify

the larger corporate vision that Lanco Infratech represents…. of Inspiring Growth.

ConstructionLANCO Infratech Ltd has an excellent track record in Construction projects. Its project

expertise spans:

Power plants based on Gas, Coal, Bio-mass, Hydro and Wind.

Irrigation and water supply projects, including dams, tunnels, lift irrigation, sewerage

schemes and marine works.

Civil construction including commercial and residential buildings, mass housing

projects and townships, industrial structures, information technology parks, Corporate

offices, Hospitals and more.

Transportation engineering projects including roads, highways, bridges and flyovers.

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Introduction to the topicWhen any material becomes useful to human beings it becomes a resource. There are various

kinds of resources and they vary in their extent so far as their use to the human beings. One of

such classifications is : MATERIAL and HUMAN. The plant and machinery , the premises

were regarded to be the resources for the industry and now the human work force is regarded as

the most important resource to run a business or an industry.

The definition of Management goes to state that it is the interaction and its continuation of :

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Lanco Infratech

Power

Construction

EPC

Engineering

Procurement

Construction

Infrastructure

Roads

Property Development LANPRO

Renewables


1. FORECASTING AND PLANNING

2. ORGANISING

3. COORDINATING

4. COMMANDING

5. CONTROLLING.

These are the main ones and a few more like directing , communicating etc etc were added

later. This basic classification comes from the father of management thought , Henry Fayol, MD

of a French mining company in the starting years of the industrial revolution.

Frederic Winslow Taylor, who is known for his concepts on Management Science from

technical and workshop point of view, feels that the Management emerges from :

1. Development of true science of work,

2. Scientific selection and progressive development of workmen,

3. Procuring the cooperation of the Management and the workmen.

As the subject of Industrial Engineering is wholly dependent on this approach, we may

call F.W.Taylor as the father of Industrial Engineering.

HUMAN RESOURCES DEVELOPMENT

HRD is the abbreviation of the term, Human Resources Development.

This subject is historically connected with other disciplines mainly “Psychology” which is

defined as the study of Human Behaviour. Psychology of the people working in any

work organization is known as the “Industrial Psychology”. The technical aspects make

a separate subject called “Human Engineering” . Also this subject is known by other two

names viz. “Human Factors Engineering” and “Ergonomics”. The non-technical aspects

make separate subject called the “Organisational Behaviour”. Application of certain part

of the OB to the needs of the industrial personnel came to be known as the “ Personnel

Management”.

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THE BASIC ELEMENTS OF HUMAN

RESOURCE:-

1. Intelligence

2. Aptitude

3. Interest

4. Experience

5. Objectivity

6. Self Discipline

7. Impartiality

8. Self Motivation

9. Sense of Responsibility

10. Tolerance to others

11. Loyalty & gratitude

12. Trustworthiness

DEFINITION OF HRD

It is a continuous planned process by which employees are helped to :

1. Acquire / Sharpen capabilities required to perform various functions associated

with their present or expected future roles.

2. Develop their general capabilities as individuals and discover & exploit their

inner potentials for their own and for Organisational Developmental purposes.

3. Develop an organizational culture in which supervisor-subordinate relationships,

teamwork and collaboration among subunits are strong and contribute to the

professional well-being , motivation and pride of the employees.

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GOALS OF THE HRD SYSTEMS:-

1. Developing capabilities of employee as an individual

2. Developing the capabilities of each employee in relation to his role,

3. Developing the capabilities of each employee for his expected future roles.

4. Developing the Dyadic relationship with his boss.

5. Developing the team spirit in different types of work groups.

6. Developing collaborative spirit between units of the organization.

7. Developing the organisation’s overall health and the self- renewing .

THE CONCEPT OF SOCIO-TECHNICAL SYSTEM

The concept of “Socio-Technical system” comes from Burns and Stalker of

the Tavistock Institute of Human Relations, U.K. This is the synonym for the word

“Organisation” in systems terminology and is the extension of the micro form of the term

“Man-Machine System”. The organization is a social system clubbed to a technical

system hence forming a “ Socio-Technical system”. According to Taylor, the efficiency is

a joint product of standard social and the technical components.

Considering every aspects discussed above, the OB could be defined as :

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It is the total study of the behaviours of the individuals, groups, the technology of the

organization and their interactions among themselves towards improving the performance

of the organization.

The change of the old name of the discipline of “Personnel Management” to its new name

“Human Resources Development” simply indicates the elevated status and importance acquired

by it in the recent years. The new name places lots of responsibility on the shoulders of Industry,

the Govt and the Society in shaping the future of the country. However, the industries have

overnight changed the boards written as “Personnel Management” to its new name of

“Human Resource Development”.

Introduction:- A conversation between two or more - where question are asked by the

interviewer tothe interviewee.

Job interview:-A a process-> potential employee -> evaluated by an employer for prospective

employment in their company, organisation, or firm.

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Interviews are particularly useful for getting the story behind a participant's experiences. The

interviewer can pursue in-depth information around a topic. Interviews may be useful as follow-

up to certain respondents to questionnaires, e.g., to further investigate their responses. Usually

open-ended questions are asked during interviews.

Before you start to design your interview questions and process, clearly articulate to yourself

what problem or need is to be addressed using the information to be gathered by the interviews.

This helps you keep clear focus on the intent of each question.

Types of Interviews

1. Informal, conversational interview - no predetermined questions are asked, in order to

remain as open and adaptable as possible to the interviewee's nature and priorities; during

the interview, the interviewer "goes with the flow".

2. General interview guide approach - the guide approach is intended to ensure that the

same general areas of information are collected from each interviewee; this provides

more focus than the conversational approach, but still allows a degree of freedom and

adaptability in getting information from the interviewee./LI>

3. Standardized, open-ended interview - here, the same open-ended questions are asked to

all interviewees (an open-ended question is where respondents are free to choose how to

answer the question, i.e., they don't select "yes" or "no" or provide a numeric rating, etc.);

this approach facilitates faster interviews that can be more easily analyzed and compared.

4. Closed, fixed-response interview - where all interviewees are asked the same questions

and asked to choose answers from among the same set of alternatives. This format is

useful for those not practiced in interviewing.

Advantages1. Can supplement the information obtained through observation

2. Specific duties of the job and job’s relationship to the rest of the organization.

3. Most commonly used method, very adaptable.

4. Usually conducted technical experts and supervisors.

5. Simple, quick, and more comprehensive.

Disadvantages

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1. Heavily dependent on interviewing ability

2. Value of data is primarily dependent on the interviewer’s skills

3. Workers may to add exaggerate their job duties .

4. Takes a lot of time and may not be cost efficient.

COMMUNICATION

Communication is an important part of your job one that is often taken for granted. When you

think about it, almost everything you do calls for good communications. When you hire a new

employee, good communication skills help you pick the right person and make sure the person

you hire knows what the job involves. When you're training, coaching, or evaluating an

employee, you need to be clear about your expectations and sensitive in dealing with problem

areas. When conflicts arise, you'll need your communication skills to resolve the issues without

creating more.

When the department is going through changes or a reorganization, you'll need special

communication skills to get feedback and ideas from your staff and to give them news that's

sometimes not pleasant, while keeping them motivated. Honest communication is one of the key

ingredients in managing change as well as managing people.

Many topics covered in this Guide include communication skills. In this section, you'll find some

suggestions for developing those skills.

Guiding Principles

Good communication can help you:

Improve relationships and teamwork

Improve performance and productivity

Foster an open, creative environment

Solve problems effectively

Becoming a Better Communicator

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Your responsibility as a supervisor is to communicate clearly and concisely to all employees and

create an environment conducive to openness for others. As the staff becomes more diverse, you

may have to take extra time and effort to communicate to all staff members. To become a better

communicator:

Create an open communication environment in your unit. Encourage employees to

talk about work issues; listen carefully and respond to questions or concerns with actions

or answers. If an issue is outside your authority, pass it along to the appropriate person;

then be sure to follow up.

Conduct regular staff meetings. Tell your staff about decisions that may affect them or

the work they do and the reasons for those decisions. Use staff meetings to encourage

feedback, generate ideas, solve problems, and gain support.

Set up individual meetings. Set some time aside periodically to meet one-on-one with

employees. Group staff meetings are important; however, meeting separately with your

employees shows concern about their individual work issues.

Effective Listening

An important ingredient that runs through all good communication is listening. Listening is a

skill that can be practiced and learned. Your goal as a listener is to fully understand your

employee's experience and point of view. Give the employee a chance to talk for a while before

you say anything.

Use non-verbal communication. Be aware of what you communicate with your body;

your posture and expressions can convey your attitudes toward a speaker even before you

say one word. Use body language to show the speaker that you are engaged in the

conversation and open to hearing.

Recognize your own prejudices. Be aware of your own feelings toward the speaker. If

you are unsure about what the speaker means, ask for clarification instead of making

assumptions.

Listen to understand the underlying feelings. Use your heart as well as your mind to

understand the speaker. Notice how something is said as well as the actual words used.

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Don't interrupt: Be sure you think carefully before you speak. As a listener, your job is

to help the speaker express himself.

Don't judge the person: A speaker who feels you are making judgments will feel

defensive. Avoid making judgments and instead try to empathize and understand the

speaker's perspective.

Do not give advice: Keep in mind that the best resolutions are those that people arrive at

themselves, not what someone else tells them to do. If you feel it is appropriate, and only

after you have encouraged the person to talk, offer some ideas and discuss them.

Responding

After you have listened and really heard, respond by conveying your interest and respect:

Empathize: Put yourself in the other person's shoes and try to understand.

Validate: Acknowledge that the person's feelings are valid. This is a very powerful tool

because you are recognizing the person's right to feel that way, regardless of whether you

would feel the same way.

Restate what the other person has said: this allows you to make sure you understand

the feelings and shows you are listening. Point out the good things the person has done or

tried to do.

Clarify: Ask questions to get more information about the problem.

HUMAN RESOURCE COMMUNICATION

Effective organizational communication, from an HR viewpoint, focuses on openness in

communication between senior management and employees, resulting in improved employee

engagement and productivity. In a cross-cultural environment, building and maintaining rapport

for business relationships depends on the effective use of language and understanding differing

communication styles. These and other aspects are discussed to bring awareness to opportunities

to foster better communication at all levels of the organization.

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In today's global business environment. effective organizational communication--internal and

external--has a significant impact on an organization's success. Reasons for the increasing

importance of organizational communication are many, with workplace change front and center.

Overall, the world of work has become more complex More than ever before, knowledge,

learning and innovation are critical to an organization's sustainability, Further, with employees

often being widely distributed geographically, communication technologies and networks arc

essential for the accomplishment of a company's strategy.

Therefore, effective organizational communication is critical to actively engage employees,

foster trust and respect, and promote productivity'. In fact, SHRM's 2008 job Satisfaction survey

report notes that communication between employees and senior management is among the top

five very important aspects of employee job satisfaction.

Human resource professionals uniquely position themselves at both the starting and finishing

points of the communication continuum. From an HR viewpoint, effective organizational

communication contributes to learning, teamwork, safety, innovation and quality of decision-

making in organizations. In an age of increased competition for talent, communication has

become a strategic tool for employee engagement, satisfaction and retention. In fact, effective

organizational communication contributes directly to employee and organizational learning, an

essential factor for competitive advantage. The most successful HR professionals are

consummate communicators. Typically, their organizations over-communicate with all

constituents, and their leadership styles transmit the traditions and values of their company.

Thus, as a promoter of effective organizational communication, HR is a key strategic partner in

leveraging the relationships between employees and top management.

HR leaders who promote thoughtful communication strategies encourage employee engagement

and keep the workforce energized, focused and productive. To recharge employee morale, and

support the organization's objectives, HR can foster an environment for engagement by

developing a targeted, proactive strategic communication plan. This communication strategy can

focus on organizational goals and determine methods of communication and information points

for different audiences (e.g., employees versus media). Key points to consider are: 1)

communicate from the top down to build employee confidence and buy-in; 2) involve employees

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whenever possible, such as through focus groups; 3) communicate and explain all aspects of

change, negative and positive; 4) personalize communications to address the question "what's in

it for me?"; and 5) track results and set milestones to evaluate the objectives of the

communication plan.

Successful and efficient communication can be ensured by a manager who is a Personality,

possesses excellent professional knowledge and skills and enjoys the confidence of his

employees (support, impartiality and confidentiality). If, at the same time, the manager utilises a

clearly defined profile and work rules, responsibilities and powers, then his team may work

efficiently and independently. On the contrary, if

Managers are given a high level of freedom, there is a higher likelihood of occurrence of

conflicts which the manager is unable to solve or if solved, the solution has an adverse effect on

company results and employee satisfaction.

A large portion of problems companies face is connected with the quality of human resources

and efficient communication. Researches have revealed that an average employee exploits only

50 percent of his capacity and this figure can be either increased or decreased by motivation,

targeted development and efficient communication. Management can expect maximum return on

investment in human labour if it uses the human potential offered by employees, keeps all

employees well informed and makes them participate in company goals and projects.

Management bears a great deal of responsibility as their attitude to human resources reflects in

their satisfaction and performance. Just like corporate culture, successful human resource

management must cover all the employees of the company as each of them makes decisions that,

in the final stage, determine the fulfilment of company goals. Various forms of co-operation

Between employees and groups encourage communication in a specific way. Just for illustration,

it is possible mention several communication tools of personnel management, such as meetings,

teamwork, quality teams, brainstorming. The objective of personnel management is to decide on

a suitable form of the above presented tools, motivation, development and assessment that

promote the efficiency of co-operation.

With regards to the fact that communication is not a purely inborn skill and ability, it is

necessary to develop it. The theory of personnel management therefore uses a growth

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management model. New employees are the most open and approach based on expectations is

very important since people, as many surveys show, tend to do what they are expected to do. The

theories place a focus on management, but lack analyses of characteristics and recommendations

for sales personnel, representatives and other company staff that are in contact with customers

and therefore determine, to large extent, the success of the company. A company representative

can only master efficient and suitable way of communication with business partners if he, as an

expert, acquires certain preset skills and qualities. Even in these theoretical approaches we can

recognise certain one-sidedness that should be overcome in the future. To provide a complete

picture of current theories dealing with communication, we should also mention a theoretical

approach based on performance.

Successful communication is based on qualities a good manager should possess:

1. Tactfulness – this is connected with one of typical human characteristics and needs – the

feeling of importance and usefulness. If a superior shows interest in his subordinates and

co-operates with them, his subordinates will be more open in terms of communication

and co-operation.

2. Constructiveness – one of the preconditions of good and open communication is the trust

of subordinates in their manager’s ability to clearly define tasks, responsibility, the extent

of responsibility and standards to be achieved. Otherwise, it is difficult for employees to

offer or receive any feedback since they do not understand what is generally recognised

as being correct. It is based on a structured communication process which ensures that no

redundant information is communicated, or, on the contrary, no key information is

omitted.

3. Freedom to perform – another prerequisites and a guarantee of better communication is

the freedom which the superior gives to his subordinates with respect to the performance

of the assigned task. Success requires freedom. Freedom is a key motivator for accepting

and conveying information. This simultaneously means to delegate responsibility for the

quality of performance of the whole task and decision-making powers. Superiors must

provide all colleagues with clear information regarding the level of freedom they are

granted with respect to the entrusted tasks.

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4. Responsibility awareness – the following should be communicated: loyalty,

responsibility, authority, performance measures, support, trust and expectations. Good

general knowledge - to manage activities and decisions, it is necessary to know who the

information and facts are designed for and where they can be obtained. The theory of

management through exceptions explains this rule in more detail. It is based on the

principle of communication restricted to exceptions, deviations, differences,

discrepancies and exceptional successes or failures.

5. Positive self-perception – the building of positive selfconfidence is based on the

management of relationships. It recommends communication of positive self-respect and

the feeling of importance. People need to know how their work is evaluated. It is

important for the manager to dedicate enough time to his subordinates to explain all the

critical points, to give instructions and arrange details, to pardon unimportant problems

and distinguish them from crucial matters. Positive self-perception is closely connected

with growth management. For their development, employees require a number of

impulses, such as freedom, control, feedback, respect, friendly atmosphere and positive

trust. Many barriers are created only based on the incorrect assumption that the employee

is not able to perform the given duty or assignment.

With respect to the above said, it is imperative to realise the key aspect of company

development, which is the so-called stable system of communication expectations. This means

expected and predictable communication behaviour which is the cornerstone of a communication

system.

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QUESTION FOR LANCO..For Interview process:-

How the HR personnel do comes to know about the job vacancy in any department?

What is the requirement? (job designing ,part time, full time, fresher, virtual employee

etc., at various level)?

How often do they conduct interviews i.e. as soon as the requirement arises or at timely

intervals?

From where do they call people from? (recruit) {i.e. college, newspapers, consultancies,

companies etc.,}(each level)?

Do you do job planning and job specification before interview, i.e. job experience,

qualification, technical qualification and at what level?

How many days or round/rounds of interview is it?

Ways of conducting the interview, either telephonic, personal, qualitative, quantitative

tests etc.,(specimen of it)?

Process of interview on the whole?

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If any other kind of questions are asked to analyze them by the interview panel , like

knowledge based, background, job knowledge, past behavioral questions etc.?

Their expectations,( job experience (if any) , training and development, pay package,

induction etc.,) if they expect any of this in initial stage?

Interview panel’s way or method of analyzing?

Any other medical tests taken?

Their criteria for selection or rejection?

How the interview process is different from others, may be competitors?

The change in the procedure of interview, what was it before (when they where

interviewed) and now?

Any suggestions or changes or concerns by them?

Does construction industry’s interview method, differ from any other industry then how

does it?

FOR COMMUNICATION PROCESS :-

Q1. Human Resource Communications and Corporate Communications – are they one in

the same?

Both plan and develop written communication strategies to further the understanding and

perceptions of their audience. Both provide counsel and editorial support for management

communications.

Business communications transmits and manages messages that inform, persuade and

collaborate by speaking the language of the company. HR Communications creates a

“one company" culture, integrates acquisitions and facilitates information sharing

company wide. Both work at the highest levels of the organization, aligned with senior

management and the board.

The most successful HR professionals are consummate communicators. Typically their

organizations over communicate with all constituents. Their leadership styles transmit the

traditions and values of their company. You often find a strategic HR function when the

spoken and written words parallel leadership actions.

Human Resource Communications is a subset of our corporate culture. Corporate cultures

determine communication styles. Cultures as diverse as a business headquarters viewed

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as a traditional downward style with an abundance of males in dark suits and white

starched shirts to other companies which express their identity by polo’s with logo’s and

scores of identical sites around the country.

Q2. Which of the three following communication styles dominate your culture?

Downward – helping employees perform their jobs

Upward – senior management and board level

Horizontal – selling your value proposition and merging cultures

HR COMMUNICATIONS ARE SPECIALIZED

Human Resource professionals uniquely position themselves at both the start point and

finishing point of the communication chain. New hire orientation and policy and

procedure manuals exemplify downward communication intended to help employees

perform their jobs. Employee opinion polls, employee focus groups and exit interviews

deliver information upward to solve problems and make executive decisions. Employee

newsletters help work teams requiring a coordinated action between units or locations.

Q3. How well is HR information exchanged in your company?

Human Resource Communications Consultants manage and direct the planning, creation

and execution of communication strategies to further the understanding and perception of

HR policies, procedures, programs or initiatives. This often involves conceptualizing,

researching, writing, editing and design/production of materials. Either print or

electronic, projects often involve web pages (internet and intranet) and e-newsletters.

HTML experience and knowledge of Dreamweaver and other graphic programs will

serve this function well by providing the HR Communication Consultant a larger

repertoire of up-to-date tools.

Q4. Is your HR information timely, accurate and understandable?

What should I expect from my Human Resource Communications Consultant? First,

excellent writing and project management skills. Either internal or external, this person

should display a record of accomplishment of interpersonal and project management

competencies. They must be experienced in managing multiple assignments, with strong

problem solving abilities. This “internal consultant" must have your confidence in an

environment of highly confidential matters. Perhaps their past included the

responsibilities of corporate due diligence matters.

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Q5. Have they work experience at the highest levels of HR? Do they have the proven

ability to motivate themselves and others to generate strong results? To round out your

choice, have they led HR initiatives and cross-functional teams?

Formally by PowerPoint or informally by walking the second and third shifts, we

demonstrate HR Communications leadership as we mass information, process facts and

disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and

written messages translates values, traditions and habits into words and actions

employees interpret.

Operating as an internal consulting agency, or external resource, HR Communication

Consultants work with employees and vendors on communication matters relating to the

highest work initiatives. By building and managing cohesive communication strategies

and working closely with HR process owners, they oversee the integration of both print

and multimedia content and distribution. They may also create HR Communication

metrics to measure results using employee communications to create a distinct

competitive advantage.

One-page field memos and one hundred page policy manuals present a challenge for busy

HR professionals. Your Human Resource Communications requires advanced knowledge

and professionalism. Our HR role, singularly positioned at both the start and end of the

communications continuum, offers an advantage to HR professionals who initiate and

advance HR correspondence for field and headquarters functions.

INTERVIEW PROCESS IN

LANCOThe interview process in Lanco is a bit different from other sectors because it deals in wide area

of work including constructions, infrastructure, roads etc. The interview is done on the bases of

job requirement. The interviewee is marked by a panel on Human resource representatives on a

grade scale and based on their performance and aggregate total they are selected or rejected.

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Sometime the Human resource representative don’t check the aggregate total, if they get

impressed by the confidence level of the interviewee they directly recommend the person’s name

to the higher authority.

Like any big organization have a organization hierarchy Lanco also has an organization chart in

which they have a self explanatory organizational structure, in which they have the full

detailing of the job. Job description for each and every person is mentioned. Managers in each

department inform the Human Resource Cell about the requirement of the employees based on

the new projects.

As soon as the company gets a new project than sometimes they fall short of manpower so for

that purpose, they check their available resources and they if they do not have enough manpower

than they asses the required resources and they recruit new members.

If there is a vacancy at any department than depending on the description of that post they give

an interview call and try to fulfil the requirement. Depending on the job description the manager

informs the requirement of the departments to the human resource cell. Job descriptions are

written statements that describe the:

duties,

responsibilities,

most important contributions and outcomes needed from a position,

required qualifications of candidates, and

reporting relationship and coworkers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an

understanding of the competencies and skills required to accomplish needed tasks, and the needs

of the organization to produce work.

Job descriptions clearly identify and spell out the responsibilities of a specific job. Job

descriptions also include information about working conditions, tools, equipment used,

knowledge and skills needed, and relationships with other positions.

The best job descriptions are living, breathing documents that are updated as responsibilities

change. The best job descriptions do not limit employees, but rather, cause them to stretch their

experience, grow their skills, and develop their ability to contribute within their organization.

Job design Work arrangement (or rearrangement) aimed at reducing or

overcoming job dissatisfaction and employee alienation arising from repetitive and

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mechanistic tasks. Through job design, organizations try to raise productivity levels by

offering non-monetary rewards such as greater satisfaction from a sense of personal achievement

in meeting the increased challenge and responsibility of one's work. Job enlargement, job

enrichment, job rotation, and job simplification are the various techniques used in a job

design exercise.

For each job profile they have a compensation range so depending on the resource skill set and

its match to the job profile the compensation is provided ,sometimes depending on the situations

the compensation is negotiable.

Sometimes they also conduct psychometric test for management graduates and experienced

people. They also conduct a medical test before the person joins in order to know about the

health and fitness of the person appointed for the job. Their process is same as other construction

companies as they have more supply of resources than their requirement. So they always try to

match to job profile.

There are three major rounds involved in the interview process. They are as follows:-

1)TELEPHONIC INTERVIEW ROUND

2)TECHNICAL

3)HR

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TELEPHONIC

INTERVIEW

ROUND

They inform the person about the jobThe try to find out about th eauthencity of the information provided by the person is correct or not as well as test their knowledge by asking them few questions.

TECHNICAL

If the person is a fresher they will look for all the theoretical technical knowledgeIf experienced past assignments ,projects are discussed

HR

They will look for the attitude of the personThey will look for the ability to learn new things of the person


Telephonic Round: - In the telephonic round they tell the person about the job and than they try

to cross question the interviewee to know about the authenticity of the information provided by

the interviewee in the resume. They question the interviewee to test the knowledge, skill and

confidence level of the interviewee.

Technical Round: - In this round the shortlisted candidates i.e.; the candidates who cross the first

round are tested on their technical skill. The interviewee is given tools and equipments and all

the human resource people observe them in order to know about the interviewee understanding

of technical field.

Human Resource Round: - This is the third and the final round involved in the interview process.

In this round a panel of Human Resource Members sit and interview the interviewee to know

about them and to know about how they will react in different situation, they try to understand

and analyze the interviewee

THE RECRUIT MAINLY THROUGH 3 MAJOR SOURCES:-

i) CONSULTANCY

ii) CAMPUS PLACEMENTS

iii) JOB DATA BANKS FROM INTERNET

CRITERIA FOR SELECTION

AND REJECTIONIf the interviewee match the job requirement that is present in the organization structure , their

attitude towards the work is good , they have ability to learn new things and they are keen to

take up new challenges then they are selected otherwise they are rejected.

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THE DIFFERENCE IN THE

INTERVIEW METHODIn Comparison to other industry the recruitment process differ because as the supply of resources

is more in construction industry they will have a simple recruitment process through which they

try to match the job description with the right resource. But where as in IT industry as the

demand is more than supply they will recruit employees even they has less technical capabilities

and the ability to learn new things.

Stages of Interview

InvestigationThematizing-the why and what of the investigation.

Designing -plan the design of the study.

Interviewing -conduct the interview based on a guide.

Transcribing -prepare the interview material for analysis.

Analyzing -decide on the purpose, the topic, the nature and methods of analysis that are

appropriate.

Verifying -ascertain the validity of the interview findings.

Reporting -communicate findings of the study based on scientific criteria.

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DrawBacks Weightage methods.

Psychological differences.

Recommendations>>Number of rounds to be increased for higher level in the hierarchy:-

As the interview process has one three stages so I think that the number of rounds for the above

or higher posts should be increased to 6 to 7 rounds.

>>They should do job rotation after regular intervals:-

People should be rotated from one job to another frequently after intervals because when these

people are asked to go for some project because of their xpertise they hesitate to do so. They give

all reasons possible to avoid migrating from one place to another place for the project.

>>Deliver HR Communications in an engaging interactive way:-

Use scrolling news feeds, interactive signage on screensavers, user generated staff

magazines, employee blogs and discussion forums as an engaging, easy to use HR

communication system. The SnapComms HR Communication System makes this

straightforward and cost effective.

>> Promote internal brand:-

Internal brand messages can be lost if they are buried in email or on the intranet. Bring brand

messages to life with interactive, visually engaging HR Communications channels such

as messages on screensavers. Involve staff in creating brand values using quick and simple staff

survey tools and plug and play discussion forums. Find out what staff know and think using

fun staff quizzes.

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>>Give employees an opportunity to participate in key decisions:-

Involvement is a key driver of employee engagement (and effective business performance).

Allow staff to participate with quick easy HR communications channels to gather their opinions,

and ideas and allow them to have their say.

>>Make it easy for staff to give feedback (good and bad!):-

"You don't know what you don't know". Break annual staff surveys into quick easy chunks

delivered directly to targeted staff's computer screens. Keep channels of HR communication

open all year round.

>>Show how employee feedback is being used:-

Articles in staff magazines, updates on desktop news feeds and even interactive screensaver

messages can be a great way to demonstrate to staff how their feedback is being used.

>>Build a feeling of community and involvement:-

Use HR communications channels like Snap Mag which allow staff to submit their own items

into an aggregated staff magazine and/ or provide cost effective, easy to use discussion

forums and blogs to give staff a voice.

>>Measure and benchmark employee engagement:-Use Snap Poll to regularly measure and

benchmark employee engagement. Snap Poll delivers staff surveys and polls directly onto

targeted employee computer screens with recurrence and measurement built in. Annual staff

surveys can be laborious, time consuming and not regular enough. Temperature check regularly

with targeted staff surveys delivered directly to computer screens. Built in recurrence options

help ensure participation.

>>Provide up to date information and ‘tools’:-

Younger staff entering the workforce have come to expect the types of communications tools

that they use in their personal lives. Social media tools and innovative visual HR

communications channels can them provide them with an environment that suits their needs.

>>Communicate and reinforce the mission and goals:-

Provide a 'line of sight' between business goals and individuals roles (See "Improving Manager

Communications")

>>Promote employee development programs:-

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Interactive screensaver messages and articles in staff magazines can be effective ways to raise

the profile and perceived value of employee development programs. Desktop alert

messages and RSVP invites can help ensure maximum value is derived from events such as

health and wellness presentations etc.

>>Communicate and measure employee values and attitudes to promote high performance

company wide:-

HR Communications channels such as interactive staff quizzes, using scenario based questions,

can an effective and fun way to reinforce desired employee value and attitudes.

>>Recognize good performers:-

Interactive screensaver messages and staff magazine features can be a fantastic way to recognize

high performing employees. Local targeting mean that content can be team or region specific.

>>Reduce email overload:-

Snap Mag aggregates 'mass email' updates from across the organization into an easy to read

format that reduces interruption time and increases message cut-through.

>>Targeted HR communications that fit with work flows:-

When we have staff suffering from email overload it can be a real challenge to communicate

with them. This is especially true if messages, such as HR communications, are not considered

urgent or immediately important to staff.

Screensavers can be a great HR communications channel and are often underused. People don’t

just notice their own screensaver messages, they also notice others as they move around the

building. Also, by their nature, HR Communications on screensavers are displayed when staff

are most receptive (and not deeply focused in a piece of work).

>>Catch dissatisfaction early:-

Two way HR communications channels such as Snap Poll and the Snap Interactive

channels make it easy to regularly gather feedback from staff and to catch dissatisfaction early -

to understand what’s really going on.

>>Promote opportunities for staff:-

Include a section in Snap Mag promoting internal vacancies. Promote training opportunities and

staff support schemes on interactive screensavers or as articles in Snap Mag.

>>Message acknowledgement buttons:-

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Ensure staff are fully informed of changes to the business that may affect their role in the

future. Use desktop alert messages and newsfeeds with message acknowledgement buttons. Full

reporting in the SnapComms HR Communication System allow you to see exactly which HR

messages have been delivered and to whom.

>>Measure and manage capability:-

Use fun staff quizzes to measure, manage and build capability across the business.

Use benchmarking tools to measure against KPIS or minimum standards. Identify where further

training is required.

>>Measure the effectiveness of induction programs:-

Use staff quizzes and surveys to review the effectiveness of staff induction programs.

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CASE STUDY: HUMAN

RESOURCEMicrosoft started its Indian operations in the year 1990 setting up Microsoft India Corporation

(Pvt) Ltd in New Delhi. Later, Microsoft expanded its footprint in India by bringing all its six

main units of business into the country. The headcount at Microsoft India Development Center

(MSIDC) at Hyderabad grew from 20 in 1998 to more than 1,500 by the end of 2008, making it

the company's second biggest development center in the world.

Microsoft India's HR strategy was focused on building the organizational capability and

strengthening employee engagement to leverage the limited human resources to achieve the

company's mission.

According to Microsoft India's HR growth model, HR was ultimately expected to be a change

leader and business driver. Set in a context of a challenging global business environment, this

case discusses the talent management and employee retention practices at Microsoft India, and

its use of HR metrics to build accountability of the HR function toward business success.

Issues:

» The HR function as a change leader and business driver.

» Aligning local HR practices to the corporate mission and global/local business environment.

» Talent management and employee retention in the Indian IT industry.

» Managing knowledge workers and their work-life balance.

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» HR metrics and Return on Investment (RoI).

Introduction

In 2008, Microsoft India Corporation Pvt. Ltd (Microsoft India), the Indian subsidiary of

Microsoft Corporation (Microsoft), was ranked as number one in the list of 'Best Companies to

Work for in India' surveyed jointly by Business Today, Mercer LLC, and Taylor Nelson Sofres

(TNS) Global.

Microsoft India was also believed to be one of the most sought after companies for information

technology (IT) professionals and graduates in India.

In early 2009, Microsoft announced the layoff of five percent of its workforce worldwide, as it

reported its first drop in revenues in its history of business spanning over three decades. The

company-wide cost cutting measures were applicable to some extent to its Indian operations,

where the company laid off one percent (55 employees) of its total workforce. If the economic

situation deteriorated further beyond a point, the company was prepared to prune its headcount

further, globally as well as in India.

Did the economic situation also warrant a change in Microsoft India's human resource (HR)

practices? Or, were its strategic HR practices in alignment with the company's mission, values,

and strategy?

Background

Right from its humble beginning in 1975, Microsoft had been an innovator in computer software

and related services. Its product portfolio included the Windows series of operating system

software for clients and servers, the office productivity suite - MS Office, business applications

software, games, and software for mobile phones and handheld devices.

Microsoft India's HR Approach

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Managing human resources in the IT sector has been a challenge for most companies that have

set up operations in India.

These companies aimed to take advantage of the relatively low cost of technically competent

labor in India as compared to the US and developed countries in Europe. There was a huge

demand for skilled personnel in this sector, but companies confronted by a lack of sufficient

numbers of skilled personnel to meet the demand.

Human Resource Management Practices:-

>>Recruitment and Selection

Microsoft India recruited both fresh graduates from academic campuses and experienced

professionals in the IT industry. For campus recruitments, the selection process included written

tests and several rounds of personal interviews.

>>Training and Development

For trainees, Microsoft India conducted a training program named Leap Engineer Acceleration

Program (LEAP) which imparted technical and personal skills required to carry out the job.

>>Career Management

Microsoft India provided both vertical and lateral growth prospects for its employees in all the

six business units present in India.

>>Flexible Work Timings

Microsoft India followed a flexible work timings policy for its employees. A flexi-time policy

enabled the employees to work according to their convenience liberating them from rigid work

timings.

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Employee Retention at Microsoft Global Technical Support Center (MSGTSC)

For employee retention, Microsoft India initiated various programs particularly in MSGSTC,

Bangalore, where work was carried out around the clock (24 X 7) in order to provide technical

support services to its customers in different nations and time zones.

>>Compensation and Benefits

Microsoft India provided offered compensation packages on par or higher than the industry

standards based on the technical skills and experience of the candidates. Employee benefits were

standardized across employees.

>>Performance Management

Microsoft India followed a candid process while evaluating the performance of employees and

regarding their compensation packages. The process was transparent so as to enable employees

to identify their performance levels and have a clear idea of what was required in terms of

performance in order to reach to the next level.

>>Women's Empowerment

Microsoft India conducted special recruitment drives exclusively for women in line with the

overall IT industry's aim of raising the female-male ratio in the workforce.

>>Work-Life Balance

In 2007, Microsoft India launched a program called 'Bring Your Child To Work' in a move to

improve work-life balance among its employees.

HR Metrics Followed by Microsoft India:-

In Microsoft India, metrics were developed to track and define the effectiveness of the HR

function. Microsoft India HR policies aimed to maximize the value of human capital in

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achieving business growth by focusing on talent acquisition and development, management

development, leadership development, and management of evolution of the Microsoft culture.

Conclusion:-

Though Microsoft India's HR practices received accolades from many quarters, the 'Best

Employer Survey 2008' released by Dataquest said that overall employee satisfaction at

Microsoft India was below the industry average in India.

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ARTICLE

Communication skills are key to achieving HR's goals

HR Magazine, May, 2004 by Susan Meisinger

"What we've got here is failure to communicate."

Film buffs regard that line as one of the most memorable in movie history. It was spoken by the

actor Strother Martin in the 1967 feature "Cool Hand Luke," starring Paul Newman.

For those who haven't seen the film, it takes place in a Southern prison camp and centers on the

title character's (Newman) refusal to submit to the camp's dehumanizing routine and the warden's

(Martin) determination to break Luke's spirit and force him to conform.

From the outset, it's obvious that these two characters are destined for trouble. And not

surprisingly, their conflict ends in tragedy.

This tale of an adversarial relationship occurs in a situation that's totally unfamiliar to most of us.

But, in an unconventional way, it illustrates the importance of effective communications. (I guess

you also could view it as a case study in ineffective human resource management!)

HR leaders understand that communication is vital to professional success. It is almost

impossible to be productive in today's business environment without being an effective

communicator.

Most HR professionals are accomplished in the art of interpersonal communication. The staffing

process itself--recruiting, screening, interviewing--requires highly developed communication

skills. Other aspects of HR delivery--salary and benefits administration, training and

development, for example--also demand the ability to communicate effectively.

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But HR professionals who help set organizational strategy know they must communicate

effectively with all departments and business units within an organization.

We need to accurately convey our ideas, objectives, plans and outcomes. We must communicate

with other managers in language that resonates with their business goals. All too often, I fear, we

fall back on "HR speak" when we describe HR's achievements. Consequently, our message isn't

understood to add value in the eyes of others.

Most important, we must find ways to communicate the value of HR's contributions to the

organization's success. Even when we master the much-discussed core competencies, we still

must help others in senior management understand how HR contributes at a strategic level. In

short, we must use our communication skills to market HR in "business speak."

I realize that this is easier said than done. The day-to-day activities of HR delivery and the all-

too-common need to "put out fires" seem to demand more hours than the day provides. But we

must find the time.

It's unlikely that we will ever find ourselves in a situation like that in "Cool Hand Luke";

however, if HR's role isn't seen as critical to establishing and executing strategy, "failure to

communicate" might be one of the reasons.

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Conclusions

We all know how important communication is to human resources managers. It is how we reach

out to our core constituents - employees, members of leadership, vendors, clients, and recruits -

and how we manage the flow of information. Effective communication skills are a cornerstone of

almost every HR function. With so much riding on communication, it makes sense to put more

thought and effort into honing our skills.

The five golden rules of human resources communication:

1. Have the difficult conversations – Confrontation can make even the boldest of us feel

squeamish. Unfortunately, avoiding tough issue doesn't make them go away. In fact, problems

can escalate the longer they are left to fester. While it may make you feel uncomfortable to tackle

the problem of that domineering manager you've received several complaints about, or the vice

president who hasn't promoted a female in years, you are leaving your organization vulnerable if

you don't. First, go for understanding - and it may not even be the confrontation you were

dreading!

2. Match the method (and the messenger) to the message - There are many types of

communication: e-mails, memos, voicemails, in-person meetings, and presentations. Each of

these communication methods has its place. Unfortunately, the methods are often used

inappropriately. E-mail is a great way to let employees know about small changes in their

benefits package, but it's not a suitable means for announcing a merger. Just like you wouldn't

want your spouse to break off your marriage via text message, you shouldn't fire someone

through an e-mail. It is also important to consider who delivers the message. A major change in

46 | P a g e


the company, positive or negative, should be communicated by a major player-not a junior

person in HR.

3. Praise in public, punish in private - When you have something nice to say, tell everyone,

and tell them often. When it's not so nice, then talk to only the specific person or group. All too

often, when there is good news to share, a public acknowledgement is overlooked. On the other

hand, when there is something (or someone) to criticize, it is often done in front of everyone. In

one case, the CEO of a company was addressing the entire organization and complaining about

the company's poor showing on Wall Street and said, "Who is not working hard?" What every

employee heard, was an accusation: "Why aren't you working harder?" This type of statement

puts employees on the defensive and creates an unpleasant, if not hostile, working environment.

If this kind of communication is used by the top of the organization, what message does that send

to managers and how they should behave within their departments? Managers don't need to be

Pollyannas, but they do need to respect their employees. Behaviors need to be addressed, but

people are not to be demeaned.

4. Honesty Rules - When there is an impending change at the organization - an M&A, a leader's

departure, a lawsuit, or layoff-HR managers must be honest about what will be happening. It

may be tricky to divulge sensitive information, but you should be as truthful as possible and offer

as many of the facts available. Timing is also important. HR managers need to get out in front of

big news as soon as possible. By giving a quick and honest response, managers gain credibility

with employees who know they can depend on you for answers. If HR managers put off

communication or hide details, the office grapevine will take over spreading rumors and spinning

the message out of control, and employees will be preoccupied with gossip instead of their work.

5. Keep it regular - If you dread those monthly staff meetings because there is so much to cover,

you may want to consider weekly meetings. Communication is easier to manage when it is done

routinely. Like exercise, once you get into a groove, it becomes part of your life (and you

become healthier for it). Regular communication is like exercise for an organization. Being "in

the know" also puts employees at ease and allows them to focus on their work

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BIBLIOgraphy

Websites Referred:-

http://www.lancogroup.com/socialresponsibility/objectives.html

http://careers.usc.edu/docs/handouts/

Interview_Different_Types.pdf

http://www.jobskills.info/resume_edge/types_of_interview.html

http://www.chrmglobal.com/Briefcase/26/1/What-are-the-

different-types-of-interviews-.html

www.google.com

http://findarticles.com/p/articles/mi_m3495/is_5_49/

ai_n6038713/?tag=content;col1

http://findarticles.com/p/articles/mi_m3495/is_12_5 3/

ai_n31160712/?tag=content;com

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http://findarticles.com/p/articles/mi_m3495/is_5_49/ai_n6038713/?tag=content;col1

http://findarticles.com/p/articles/mi_m3495/is_5_49/ai_n6038713/?tag=content;col1

http://www.google.com/

http://www.jobskills.info/resume_edge/types_of_interview.html

http://www.lancogroup.com/socialresponsibility/objectives.html

Lanco

Business

project work

mission of lanco

communication process

lancovision of lanco

team work

lanco group of companies

development of society

communication procedure