IN THIS ISSUE - GMIT Davangere

DEPARTMENT OF STUDIES IN MANAGEMENT

Strength of Mind is Exercise Not Rest!!! - Alexander Pope

May - 2020 A General Management Newsletter Volume 1 Issue 1

MESSAGE FROM THE PRINCIPAL - Dr. P. Prakash

A VISIONARY

Late. Sri. G. Mallikarjunappa

Hon’ble Member of Parliament

Founder President

TYCOON

WIN WIN SITUATION THROUGH ETHICAL TALK

DEPARTMENT OF STUDIES IN MANAGEMENT, GMIT - DAVANGERE

IN THIS ISSUE

Message from the Principal

Message from the Director

Faculty Corner

Students Corner

Alumni Corner

Placements



MESSAGE FROM THE PRINCIPAL – Dr. Y. VIJAY KUMAR

The inherent characteristics of the Indian economy patronage

the B-School students for exceptional practices while global

economic conditions daunt them. In this bewildering arena, one

has to maintain the balance between cognitive skills and

information up-date. There are so many things going on at

IIM’s nowadays that even deep insiders find it tough to keep

up. Our campus extension work is proceeding apace, and new sections are getting commissioned,

our faculty enhancement efforts are continuing in full swing. AT GMIT, we believe in blend of

hardwork with individual expertise in respective fields. It is indeed another milestone for

Department of Studies in Management – GMIT. This new beginning of department newsletter

“The Observer 360°” an exclusive newsletter, will add one more feather with new dimensions of

learning for the student community. I wish all the success for the department and its initiatives.

“Leaders are not born, they are made. And they are made just like anything else, through hard

work” Our Management Forum “The Observer 360°” should strive to work towards it.

“A Leader is best when people barely know he exists, when his work is done, his aim fulfilled,

they will say; we did it ourselves” I wish the Department of Studies in Management, its Newsletter

“The Observer 360°” should achieve its goal of empowering the young students.

I wish every member of the Department of Studies in Management – GMIT to emerge out as a

great leader and imbibe all the good qualities to make this nation a better state to live in.



MESSAGE FROM THE DIRECTOR - Dr. B. BAKKAPPA

Engaged in the right pursuit of contributing to the noble cause of

education the Department of Studies in Management, GMIT has put its

first leg to bring out the first issue of Newsletter “The Observer 360°”.

It will provide our students with a foray of creativity and out of the box

thinking. The core values of the Department help the students to develop

their overall personality and make them worthy management

professionals to compete and work at both National and International entities. My congratulations

to the team for the strenuous task, in bringing out the first issue of the newsletter.

I appreciate the faculty and students of Department of Studies in Management – GMIT, for the

establishment of Management Forum ‘DISHA’ and publication of a newsletter ‘The Observer

360°’. Institute of Management Studies - GMIT publishes its newsletters for private circulation.

The forum activities and newsletters are wonderful opportunities for students to develop leadership

skills, to do research and to connect to the corporate world and alumni.

Our Management Forum program intends to integrate various domains of business and enable the

students to face the challenges of next generation corporate life. We expect creative initiates from

the team Department of Studies in Management through this newsletter.

Developing sense of belonging, a culture of transparency



Editor’s Message:

Welcome to the ‘freshest’ issue of the newsletter “The Observer 360°”.!

Greetings and welcome to the ‘freshest’ issue of the newsletter! “The Observer 360°” I was

overwhelmed by the response that we received from the students, alumni, faculty and staff of

Department of Studies in Management GMIT in making this newsletter possible.

In this newsletter, we have reported significant achievements of the students, and faculty. Campus

news and events, and the placement scenario have also been emphasized. Apart from the regular

categories, this is the first newsletter to have included a host of articles - short pieces contributed

by the students and faculty. First of all, I thank Dr. B. Bakkappa, Director – Department of Studies

in Management for encouraging us to come out with this newsletter, I thank Mr. Prakash T. K for

promptly designing our cover page. I thank Ms. Chaitra D.P for providing key inputs when

designing the Newsletter. I thank the Faculty in-charge of the Placement cell Mr. Basavaraju P. S

for quickly providing current placement information. I cannot thank Mr. Vinay I enough, for his

generosity in providing photographs of the campus. I would like to express my most sincere

gratitude to all the members of the newsletter committee, and students of the department of studies

in management – GMIT, for extending their help and assistance whenever the occasion arose. I

hope you will enjoy reading this issue

Dr. Gururaj Phatak

Assistant Professor, Department of Studies in Management – GMIT.



Student Editors:

1. Subrahmnaya, 4th Sem 2. Rashmi 2nd Sem

3. Shruthi T. S, 4th Sem 4. Ganesh 2nd Sem

5. Lakshmi Sai, 4th Sem 6. Nikhil 2nd Sem

7. Sushma. B 2nd Sem 8. Deepa. K 2nd Sem



VISION:

To be the centre of excellence in Management Education, Training, Research and

Entrepreneurship.

MISSION:

Our Mission is to mould our students as future leaders with competencies and character. They will

be equipped with right attitude, perfect skills and core knowledge to excel in every field, just not

in business.

OBJECTIVES:

Enrich people through Technology based management education.

To create innovative brains to excel in professional and personal life.

To undertake research in different functional areas.

To provide solution-based consultancy services.

To provide Entrepreneurship skills and act as catalyst to develop entrepreneurship in the

region.

To be value based and ethical in all aspects of life.

FACULTY CORNER:

FACULTY PUBLICATIONS:

Dr. B. Bakkappa and Mr. Basavaraju P. S published “Study on Foreign Exchange Market”

International Journal of Research and Analytical Review (IJRAR), www.ijrar, E-ISSN 2348-

1269, P-ISSN 2349_5138, December 2018, Volume 5, issue 04, Page No. 1571-1592.

Dr. B. Bakkappa and Mr. Basavaraju P. S published Impact of Stock Market on FOREX:

An Empirical Study”, International Journal of Science and Research (IJSR), www.ijsr.net,

ISSN:2319-7064, Volume 8, Issue 3, March 2019, Page No: 783788

http://www.ijrar/

http://www.ijsr.net/



Dr. Ravikumar. C Presented a paper entitled ‘Changing Human Resource Practices in the

Times of Innovation and Technology’ at 2nd National HR Conference. Jain University @ the

School of Commerce Studies, JGO Knowledge Campus, Bangalore. 23rd March 2017.

Dr. Ravikumar. C Published a Research paper on “Comparative Analysis of Perception of

Working Women and Housewives towards online shopping in India” International Journal

of Multidisciplinary Research Review (IJMDRR). Volume 4, Issue -9 September – 2018,

Impact factor 5.389. E-ISSN: 2395-1885, ISSN – 2395-1877.

Dr. Ravikumar. C Published a research paper on “Evaluating Customer Based Brand Equity:

An empirical evidence of Indian e-commerce market” International Journal for Research in

Engineering Application & Management (IJREAM) ISSN: 2454-9150 Vol-05, Issue-03, June

2019.

Dr. Gururaj Phatak Published a paper on “Do Antecedents influence effectual behaviour?

Evidence from selected Indian Clusters”, 17th AIMS International Conference on Management,

IIM KOZHIKODE, Jan 2-4, 2020, ISBN: 978-1-943295-14-2.

STUDENTS CORNER:

Disha Innauguration

Disha (Management Forum) Inauguration and Freshers day- 24th Oct 2017. The

Inauguration Function of Management Forum and Freshers day was organized. Inaugurated

by Mr. R. Ram Mohan – Chief Advisor GMR Group of Companies, Bengaluru. He said, the

management forum aims at bridging the knowledge and skill gap between Industry and

Academia and to upgrade the knowledge of the students and prepare for future challenges.



MEETING THE INTELLECTS

As a part of the ‘Listen. Learn. Lead’ The department of Studies in Management Hoisted various

Seminars, Workshops, Guest lectures and Placement Training programs

1. 5 Days Placement Training on ‘Employability

Skills’ from 11th to 15th Sep 2017. Keeping in view

the emergent need of linking skill education and

training with employability and promotion of

acumen in youth, the Department of Studies in

Management organized 5 days training programme.

Mr. Sudhakar soft skills trainer – Globarena, said

the training programme aims to ensure all job

seekers have the basic employability skills that a corporate need. It helps understand and

develop the skills that employers are looking for when they hire staff and assist them to be

successful in a job. The training provided will be industry endorsed, evidence based and make

young job seekers more competitive in the job market.

2. Guest Lecture on INVESTMENT – 18th Sep 2017. As a

part of academic activity, the Department of Studies in

Management organized a seminar on Investment by Mr.

Ramesh Hegde on 18/09/2017, it was 3 hours interactive

and mind opening session for the students. He started by

quoting “Don’t invest for the sake of making money, but to gain an understanding of the



market.” He explained the concept of investment by taking the example of the Insurance

Sector, Banking Sector etc...,

3. Guest Lecture on Customer Relationship Management (CRM) By Prof. Vinod Sambrani

– 06/10/2018 (9.00 am – 11.30 am). As part of academic activity, the Department of Studies

in Management organized a Guest Lecture on Retail Management was organized on

06/10/2018. By Prof. Vinod Sambrani was the Resource Person for the Guest Lecture. The

topic was Customer Relationship Management (CRM). Both first- and second-year

Management Students were the participants, it was a 1½ hours interactive and mind opening

session for the students.

4. ONE DAY INVESTOR AWARENESS PROGRAM -

14.08.2018 National Stock Exchange of India (NSE) and

Securities and Exchange Board of India (SEBI) in

association with Department of Studies in Management –

GMIT, organized an Investor awareness programme on

“Financial Inclusion through financial education”. on

August 14 – 2018, by Mr. Ramesh Hegde. "We believe that if the financial sector has to grow,

people need to be educated about finance. So, this programme is an attempt in creating

awareness among investors,” The aim of the program was to educate people about the benefit

of financial markets and the various other opportunities to grow their wealth.

DISHA Inauguration - Management Forum of Students & Welcome to Freshers

On 25th October 2019, the Students of Department of Studies in Management GMIT, Davangere

organized DISHA Inauguration - Management Forum of Students & Welcome to Freshers. Chief

Guest for the event was Dr. V.S PAI - Director KIAMS Harihar. The expert spoke about the

importance of Student Management Forum, its role in overall development of the students and

how it helps build and polish the overall personality and become corporate ready.



Management Forum: “Disha” is a platform for all those aspiring zealous youth, who strive to

make a difference in today’s world.

Various events under the Forum banner include

1. Group Discussion

2. Mock Press

3. Body Language

4. Personalty Development

5. Business Plan

6. Case Study

7. B-Quiz

8. Debate

9. Pick & Speak

10. Pick & Act

11. Collage Making

12. New Product Development

13. Collage Making

Ethnic day - To Respect Culture of Our Country

Department of Studies in Management and the campus was decorated in a traditional way. The

energy levels were quite high as the campus was bursting with enthusiasm and passion. Ethnic

day is celebrated in the most beautiful way. People of different regions celebrate this day in

their own unique style according their culture. Some region dress up in ethnic style and perform

their folk dances while others welcome this day in traditional way by making delicious ethnic



food. On this day, everyone in their joyous mood celebrate and decorate their surrounding in

traditional style. They all do it to make it look like a festival of their own culture.

Astitv: Management Fest aims at all round development of student’s, it is a platform for the

students to exhibit their talents and the organizing students to showcase their managerial and

event management skills.



INDUSTRIAL VISITS

The students of 3rd Sem, Department of Studies in

Management – GMIT, arranged industrial visit on 22nd

Nov 2017, to Maharaja Soaps Industry (P) Ltd.

Maharaja Industries is known for distinguished

manufacturers and suppliers of detergent soaps and powder.

The students 3rd Sem, Department of Studies in Management – GMIT, arranged industrial visit

on 11th Oct 2017, to KMF, Davangere Diary, Dodda

Bathi. Karnataka Milk Federation (KMF) is the largest

Cooperative Dairy Federation in South India, owned and

managed by milk producers of Karnataka State.

1. The 3rd Sem students of Department of Studies in

Management – GMIT, arranged Industrial Visit on

04/01/2018, GM Sugar & Energy Ltd. GM Sugars &

Energy Ltd. is one of the leading sugarcane processing

companies in India. In the year 2007 Karnataka

Cooperative Sugar Factory (KCSF) Sangur, Haveri

District to be leased out to GM Sugars and Energy Limited for 32 Years.

2. The 1st Sem students of Department of Studies in

Management – GMIT, arranged industrial visits on

16/02/2018, Venkateshwara Hatcheries Pvt. Ltd,

Ranebennur, Krishnapura, Karnataka - 581142. The

students were assisted and guided by Dr. Ravi – DGM

Venkateshwara Hatcheries.



3. The students of Department of Studies in Management –

GMIT, arranged industrial visits on 03/03/2018, 1st

Semester students SYNTHITE Industries Ltd,

Kumarapatnam, Ranebennur, Karnataka. SYNTHITE

Industries are the world's largest producer of value-added

spices. The students were given a close look at some of the important operations that go into

the manufacture of spice oil.

4. The students of Department of Studies in Management

– GMIT, arranged industrial visits on 06/07/2018, 4th

Semester students Cargill Indi Pvt Ltd, Harihar Taluk,

Davangere Dist, Belludi, Karnataka 577601. The

students were led by Mr. Basavaraju P S Assistant

Professor, Department of Studies in Management –

GMIT. Dr. B. Bakkappa, Director, Department of Studies in Management, supported and

guided the students and faculty. Cargill’s 155,000 employees across 70 countries work

relentlessly to achieve our purpose of nourishing the world in a safe, responsible and

sustainable way. Every day, we connect farmers with markets, customers with ingredients, and

people and animals with the food they need to thrive.

5. The students of Department of Studies in

Management – GMIT, arranged industrial

visits on 12/03/2020, 1st Semester students

to Maharaja Soaps Industry Pvt Davangere

Dist, Karnataka. The students were led by

Dr. Ravi Kumar. C Associate Professor,

Department of Studies in Management –

GMIT. Dr. B. Bakkappa, Director,

Department of Studies in Management,

supported and guided the students and faculty.



OUTBOUND PROGRAM: 2018

OUTBOUND PROGRAM: 2019

SPORTS AND CULTURALS



Four participants of Department of Studies in Management – GMIT participated in Body

Lifting, JUDO and Weightlifting competitions.

On 19.11.2018 Mr. Sagar R.R Won Bronze Medal in Body Lifting,

State Level in 75 kg Category conducted by Davangere Rotary Club.

Mr. Sagar R.R, Ms. Syeda Gazala and Ms. Nandini K. M,

Participated in JUDO VTU Inter Zone Level at Sapthagiri

college Bangalore, Won Bronze and Silver Medal.

Mr. Manjunatha K. R, Participated in All India University

(National Level) Kerala Calicut University.

Mr. Manjunatha K. R, participated in 61

Kg Weightlifting Competitions

conducted at Global Academy on 30 & 31 Oct 2018 and Won Gold Medal.

Department of Studies in Management – GMIT, congratulates all the four participants for their

achievement.

GRADUATION DAY: The day has come and you’re finally graduating! From picking up your

gown and decorating your grad cap to making sure your parents arrive on time, you’ve worked

hard for your graduation ceremony to become a reality. While walking the stage is the most

important part of the ceremony, there are plenty of other things to expect. If you’re wondering

what happens during a graduation ceremony, we have you covered with all of the traditions that

happen on this special day.



ALUMNI CORNER – FOOTPRINTS - GO GETTER:

Share Your Success Stories! Inspire Others to Pace Themselves to Wellness!!

JOB PROSPECTIVE

For thousands of years, people have been using coins and notes for transactions, now with

innovation and newer ideas there is no need to carry cash anymore, payments can be made through

Credit or Debit cards and even through Mobile and Online means. All this has evolved through

the rise of technology and has been implemented into society by Current Generation

Entrepreneurs. The new burst in the business world is currently Mobile Applications, MCommerce

and E-Commerce.

‘Entrepreneurs’ are much in demand in India. Historically, our country has been a country of the

Self-employed and not of Employees. Even with the influx of large

corporate organizations into the economy, the bulk of the Income

Generation in the country today is centered on Small and Medium

Business Owners. These businesses are the largest contributors to the

national income & employment and have increasingly been courted by

Financial Institutions and Policy makers.

The Self Employed are the backbone of the nation. From the Corner

Shop, Mom-and-Pop Stores, Scrap Dealer and the Internet Start-up, all

these Entrepreneurs need encouragement and help to be able to compete in the global economy,

and the Government of India has been at the forefront to Promote Private Entrepreneurship by

providing the right Socio-Economic Ecosystem for Innovation and Development. Even though



India has so many prospects there have been studies that suggest that most MBAs opt to work for

other companies than have their own startup.



PLACEMENT:



STUDENTS CORNER:

THINK LIKE A KID:

Imagine when you were a kid. You climbed up the tree without

knowing that you may fall and simply made it by climbing up. The

reason is that kids have a Strong belief and they are fearless. They

neither worry about the past failures nor think of future. They simply

live that moment. As we grow up and become an adult, we stop

believing in ourselves. We are scared of the many risks involved with

making decisions. The risk benefit analysis drives down a fear that

people hesitate to even try. Think of the number of Businesses (B-plans) that we might have

dropped owing to the potential risk involved.

Think like a kid, with creative juices flowing in and make a disruptive innovation. Creativity starts

from belief. Believe in yourself and execute your plan. Or else, few years later you will end up

hearing that someone with the same idea did wonders. The only difference between that achiever

and you are probably that he tried while you didn't try. It is ‘up to us to consider an idea with a

strong belief and make it happen just like a kid. What do we call these people? We call them as

“Entrepreneurs”. They have a passion for achieving their vision. If you want to become an

entrepreneur stay fearless like a kid and live that moment. Successful entrepreneurs don’t do

different things, they do things differently.

“Let’s go invent tomorrow rather than worrying about what happened yesterday. Stay hungry, stay

foolish” – Steve Jobs. I would like to add on Stay hungry, stay foolish and stay young.



The story of ‘JUST DIAL’

A Tamil Brahmin hailing from a conservative family without a history

of entrepreneurship, Mr. VSS Mani started his first venture in the year

1989. His first venture was named as ASKME. Mr. Mani did the

amateur mistake of over-spending; too many meetings at five-star

hotels and high paid employees led him to shut the shutters like most

other amateurs’ startups.

In the year 1996 JustDial originated in a new and improved manner.

Mr. Mani restarted in a humble manner. This reincarnation of JustDial

did not repeat the mistakes of AskMe – so the first office was tiny – 300 sq. ft. and did not move

to a bigger place unless absolutely necessary.

They rented everything possible, including chairs, tables, computers, and even LAN network

cables. He changed his strategy and focused on many small customers, instead of a few large

customers. He did not offer the lavish credit terms and required payments in advance. This helped

in many ways, cash-flow could be maintained as funding was difficult due to various reasons like

the dot com burst and lack of funding by Venture Capitalist and Angel Investors. Another factor

which a challenge was the lack of interest of investors in the business model. In the year 2000

when the complete dotcom burst occurred Just Dial survived due to conservative dependence on

internet.

In the year 2002 JustDial took a big bet by entering into voice enabled local search and marketing.

During this period Mani tried his best to convince Venture capitalists who rejected the model for

the second time. he was asked frame a BPO model which stood better chances of an investment.

Post this event Mani ensured that he would not approach Venture capitalists. Seeing the success

of the company Venture Capitalist approached the company in the year 2006. In 2007 JustDial

launched its internet services with a lot of internal conflicts and worries that it would lead to eating

up the voice-based service. Unlike what the team at JustDial thought, the internet business grew

immensely whereas the voice-based services continued its growth at the normal patterns. As the

telecom and internet penetration increased in India, JustDial reaped its benefits of the long citied

vision of its founder. At present the markets in metros are closing the saturation levels, but India

is not just about the metros, it includes a large number of emerging smaller cities. The JustDial

APP is available on Android/ IOS/Blackberry.



In the past few days JustDial turned another corner by getting listed. Even though the primary

market looked bearish and the IPO market looked weak. Just Dial has become a success. Just Dial

has been the biggest IPO in the last calendar year and has raised over Rs 900 crores which shows

the type of phenomenal growth JustDial has shown.

KOWLEDGE WELL: RASHMI ARUNKUMAR

1. The first thing you think of when you hear the word SONY is probably not financial services.

They make the Walkman, the PlayStation, TVs. You might even think of them as a movie

studio. However, not only do they sell insurance, it's also their most profitable division. They

mostly operate in Japan and it represents about $9.07 billion in annual profit or just about 63%

of their total profit. The most recognizable part of the business, electronics, is actually not

doing so well. Over the last ten years it's lost $8.5 billion and some investors are even asking

for SONY to leave that behind.

2. FedEx Express or Federal Express is the world’s largest airline in terms of freight tons flown

and the world’s fourth largest in terms of fleet size. It is a subsidiary of FedEx Corporation,

delivering packages and freight to more than 375 destinations in nearly every country each

day. FedEx has several planes, and it keeps several of them empty in the sky to be able to

respond to a changing freight demand quickly.

3. It takes about six months to build a rolls Royce car, while only 13 minutes to build a TOYOTA

car.

4. The Gmail logo was designed the night before it was launched. The current Google logo was

launched on September 1, 2015.

5. Apple co-founder Ronald Wayne sold his 10% share in 1976 for $800. Today, it’s worth over

$58 billion.

6. Oil tycoon, John D. Rockefeller, was the world's first billionaire with time value of money, his

net worth today would be US$409 billion in 2018.



7. Michael Jordan makes more money from Nike annually than the entire Nike factory workers

in Malaysia combined.

8. BMW had to recall their original GPS system because male German drivers were refusing to

take directions from a female voice.

9. Duracell, the battery-maker, built parts of its new international headquarters using materials

from its own waste. The first product that Sony came out with was the rice cooker.

10. The first owner of the Marlboro Co. died of lung cancer.

29. Facts about Resumes, Recruiting and HR in 2020: VINUTA R

Whether you are looking for a new job, need help with your resume or are looking to build your

team in 2019, we are sure that you can appreciate some of these facts as they relate to recruiting

and human resources in 2019.

Mobile has made looking for jobs easier. Did you know that:

1. 41% of job seekers search for jobs while in bed & 38% search during their commute

2. 30% search for new jobs while at work & 18% search for jobs from a restroom

3. Social media is becoming the go-to for recruiters and candidates. Did you know that 65% of

recruiters use Facebook in recruiting?

4. 79 % of candidates are likely to use social media in their job search

5. 93% of companies use LinkedIn for recruiting

6. 89% of recruiters have hired someone through LinkedIn. 70% of candidates who use mobile

device to find jobs

7. The average time spent by recruiters looking at a resume: 5 to 7 seconds. (Source:

business2community.com)

8. Did you know that 76% of resumes are discarded for an unprofessional email address?

(Source: business2community.com)



9. In 2010, 22% of resumes were submitted via email or posted on the web. In 2018, over 96%

of resumes are now posted online or sent via email.

10. A single mistake in your resume will prevent you from moving forward. 61% of recruiters

will dismiss a resume because it contains typos. 43% of hiring managers will disqualify

applicants because of their spelling mistakes.

11. 53%. The percent of resumes and job applications that contain falsifications. (Source:

Statistic Brain)

12. 70% of College Students surveyed who would lie on a resume to get a job they wanted

(Source: Statistic Brain)

13. While the average length of an interview is 40 minutes, 33% of 2000 surveyed bosses

indicated they know within the first 90 seconds if they will hire that candidate. Some of the

reasons for this included:

a) 70% indicated applicants were too fashionable or trendy, 67% indicated failure to

make eye contact & 33% for bad posture.

b) 47% of applicants who had little or no knowledge of the company

14. The average “bad hire” that leaves a company within six months costs the company

approximately $40,000 in severance pay, training, wasted human resource time, possible

search firm fees, loss of productivity and impact on employee morale.

(Source: U.S. Department of Labor)

15. Cost of turnover estimates range from $8,839 for an $8/hour unionized employee and

$56,844 for a store manager in a retail grocery setting. (Source: “New Ideas for Retaining

Store-Level Employees” by Dr. Blake Frank, University of Dallas, Coca-Cola Retailing

Research Council.

16. SHRM reports that more than 85 percent of large companies and a rapidly growing number

of smaller employers perform some form of background screening today.

The top areas for background checks include:

a) 93% perform checks on education history

b) 88% on employment verifications

c) 70 percent perform drug testing and checks of driving records

17. Almost half of employers (45 percent) said that the time to fill open positions has grown

since 2014. (Source: DHI)



18. Nearly half (47 percent) said unfilled positions are staying open longer due to unmatched

salary requirements. (Source: DHI)

19. A majority of hiring managers (56 percent) predict unmet salary requirements means higher

salaries for new hires in 2016. (Source: DHI)

20. 200 million. Number of people who are inactive in the workforce or part time who could

work additional hours through freelance platforms.

21. 36% of jobs posted now are for positions paying $30,000 to $60,000—the highest of any

bracket

22. 38% of those surveyed consider employer branding to be one of the three most essential and

long-lasting trends in recruiting for professional roles in 2016.

23. 28% consider finding better ways to source passive candidates as one of the three most

essential and long-lasting trends in recruiting for professional roles in 2016.

24. 45%. How much of the workforce Millennials are making up now, making them the highest

represented generation (Source: com)

25. A weak employer brand can cost you job applicants: About 11 percent of job seekers said

they would decline a job offer from an employer with a bad reputation–even if they were

unemployed. (Source: Glassdoor)

26. When evaluating employers, there are 3 things that matter most to Millennials:

a. growth opportunities b. retirement benefits c. work culture.

(Source: Glassdoor)

27. Here’s what recruiters say will get a resume rejected in 2016:

a) Impersonal Applications (No Hiring Manager’s Name) - 84%

b) No Thank You Note After Interview - 57%

c) Resumes Aren’t Customized and Tailored - 54%

d) No Cover Letter - 45%

e) No Follow Up with Employer After Interview - 37% (Careerbuilder)

28. What recruiters say they look for on a resume:

a) Job Experience - 67%

b) Cultural Fit - 60%

c) Cover Letters - 26%



d) Prestige of College - 21%

e) GPA - 19% (Jobvite Recruiter Nation Report 2016)

29. Where do job seekers go to look for jobs?

a) Company Websites - 77%

b) Referrals - 71%

c) Suggestions from Friends or Family - 68%

d) Online Job Sites (Monster, Careerbuilder) - 58%

e) Publications or Online Sources in a Field - 57%

f) General Web Search (Google, Bing, Yahoo) - 55%

g) Professional Network Site (LinkedIn) - 47%

h) Professional or Alumni Organization - 41%

i) News Media - 39% (Gallup State of the American Workplace Report 2017)

In 2018, hiring challenges will spring from the scarcity of active candidates and the demand for

passive talent. Recruiting trends are changing as employers who aim to compete for passive talent

will consider adopting social recruiting in their recruitment effort, or risk losing the best employees

in this tightening labor economy.

CHAITRA. D. P

Assistant Professor, Department of Studies in Management, GMIT.

At 25, your rotis may or may not be round, but your finances should be

sound. Here’s what you need to know to be a financially smart millennial.

1. Opening and operating bank accounts: Opening and operating a bank account is very

easy. No need to rely on an elder or friend to manage your own money. Tip: Save time and

operate your account online or through your institution’s mobile banking applications.

2. Using Credit cards optimally: Credit cards are like contact lenses – they improve your

sight but need to be handled with care. So, keep the credit card limit low and do not spend

money you haven’t earned yet through credit. Tip: Save penalties on delayed payments by

automating your card payments.

3. Creating an Emergency Fund: Everybody needs a 3 am friend. An Emergency Fund can

be your friend at such times. Building it is very simple. All you need to do is contribute 5-

Chaitra D. P



10% of your salary to this Fund every month. Tip: Make this your mantra: “I will not use

my Emergency Fund for ordinary expenses.”

4. Maintaining a good credit score: Parents’ approval matters. Similarly, financial

companies look to credit rating agencies to certify your credibility. Know and maintain

your CIBIL score. Avoid missing out on payments or apply for too many loans, especially

unsecured loans.

Tip: Choose a credible co-applicant for joint loans to avoid paying for their defaults.

5. Securing health and life: Before you fly or drive, you secure the seat belt. Similarly, in

life, secure your life with health and life insurance first. Ask for help if you want - but do

it yourself. Otherwise, you may not know how to use it during emergencies. Tip: Clearly

mention your lifestyle habits or existing diseases in the form to avoid claim rejections.

6. Planning Taxes: You are the earning member. You pay the Tax. Then why shouldn’t you

plan your Taxes? It’s simple too - calculate your Taxable income; invest as much as

possible in Tax-saving investments like Equity- Linked Savings Scheme (ELSS) and

reduce your Tax liabilities. Tip: Start planning Taxes right from the beginning of the year

to avoid last-minute hasty decisions.

7. Filing Income Tax Returns (ITRs): No one knows you better than yourself, right? Then,

why expect another person to file your Income Tax Returns (ITRs)? Get the required

documents from work and financial institutions and fill the form fields online. The forms

do the rest of the work. Tip: Verify the form online through your Aadhaar, Bank account

or digital signature certificate.

8. Pursuing your dreams: Every week, you regularly oil your hair for growth. Similarly,

every month, invest a little bit for your future success through a Systematic Investment

Plan (SIP). This can be for retirement, buying a house, funding your child’s education, or

even supporting your parents. Don’t rely on anybody else. Tip: Different Mutual Funds

(MFs) help achieve different Goals. Invest accordingly. For a peaceful post-retirement life,

save at least 10% of your monthly income.

9. Knowing how to invest: In today’s day and age, you cannot fulfil Goals without investing.

So, don’t let the lack of knowledge stop you from investing. When in doubt, opt for a

Mutual Fund and rely on the Fund Manager’s expertise to invest on your behalf.

http://www.utimf.com/learningcentre/Pages/all-about-sip.aspx



Tip: There are plenty of knowledge banks available online or offline today. Use it to

improve knowledge.

SIP and SWP: Aid for a perfect financial diet

Just like good food habits, good money habits from the start can

ensure that you effectively meet your financial Goals. Let's talk

about two good financial habits that you can inculcate with

Mutual Funds.

SIP - What is it - Systematic Investment Plan

What does it do - Allows you to invest in a Mutual Fund scheme of your choice periodically in

small amounts?

Advantages - Cost averaging and compounding.

Cost averaging means, you buy more units when markets are low and lesser units when markets

are high. That averages your purchase cost and also protects against volatility.

Compounding means, the returns from your investment are re-invested in the principal amount

of investment. Thus, the longer you remain invested in a SIP, the more you stand to gain.

How to use a SIP You can tie each SIP you invest in a separate financial Goal. You can begin

with an investment of as low as Rs.500 and use the top-up facility of SIPs to increase your

investments as your salary or cash flow increases.

Investing in MFs through the SIP facility is akin to making an EMI payment but towards

the Goal of wealth creation. By linking each SIP to a separate financial Goal, you can ensure that

you can meet all your financial Goals promptly.

SWP - What is it - Systematic Withdrawal Plan

What does it do - Allows you to withdraw a fixed amount from your existing investment by selling

some units? In effect, it's an opposite of a SIP.



Advantages - Cost averaging and Tax benefits.

Cost averaging: The same principle of cost averaging is applicable in the SWP context as well.

Tax efficiency: Any gain on the sale of MF units attracts Short Term Capital Gains Tax (STCG)

of 15%. However, the sale of SWP are in smaller units from the principal amount and thus does

not attract STCG.

How to use an SWP: An SWP is an effective way of earning a fixed income at regular intervals

from your existing investments in Mutual Funds. An SWP is especially helpful for a retiree looking

to supplement pension income.

The need of the hour is to strengthen and widen the organization health, to stimulate ideas and

plan, implement strategy, secure resources and encourage superior coordination in the business

world. I Wish the budding student team, Disha to flourish in a systematic manner in all your

endeavors and in integration of effective decision making. All the very best!!

TRANSFORMING THE WORKPLACE

How untapped data from everyday work fuels innovation

Founded in 1908, BP is one of the largest energy producers in the

world, operating in 70 countries with 74,000 employees. Sales and

other operating revenues reached $240 billion in 2017. Despite its

tremendous scale and global footprint, the company is not immune to

shifts in global energy trends and the ability for technology to change

the way energy sources are discovered, extracted and delivered today.

To remain competitive, BP focused its efforts on digital transformation.

Always a tech-forward organization, BP invested in newer and better digitally oriented processes

to extract energy and move it to market.

But a tech overhaul was only part of BP’s strategy. The company also needed to recalibrate its

culture to reflect a more nimble, agile world. BP looked to align itself around a set of shared values

Dr. Gururaj Phatak



and a culture emphasizing “the speed of decision-making, innovation and an entrepreneurial

nature,” says David Bucknall, group controller and chief financial officer, OB&C at BP.

In short, BP needed to develop a learning culture, one which “embraces new ideas and people who

think differently and acknowledges that getting people together can spark different ideas,”

Bucknall says. “You need a culture that is open-minded and embraces innovation and continuous

growth, wherever it comes from.”

BP isn’t alone in recognizing the value of a learning culture. According to a recent survey of 300

executives conducted by Dow Jones Intelligence (DJI) with sponsorship from Microsoft, 83% of

executives agree a learning culture is very important to achieving their organization’s business

goals, and 20% classified it as critical. For most (68%), this is a work in progress; just 27% said

they had fully implemented a learning culture in their own organizations.

“You need a culture that is open-minded and embraces innovation and continuous growth,

wherever it comes from”. – David Bucknall, BP.

The potential benefits of a learning culture are significant, according to the survey. 44% of those

reporting a fully developed learning culture saw major improvements in customer experience as a

result of business transformation, versus 23% among those with less fully developed learning

cultures—a gap of 31%. Gaps were similarly large in revenue growth (25%), agility (24%) and

operational efficiency (23%).

So how do you create a learning culture—an idea that can feel both visionary and abstract? The

first step is understanding how work actually happens within your organization. Traditionally,

companies have used employee surveys to gauge workplace experience and work practices. 50%

of the executives we surveyed make use of them. But this data, typically gathered annually, tells

an incomplete story. Indeed, one-third of respondents admitted that efforts to create a learning

culture are most constrained by a lack of quality data.



Today’s fast-paced businesses need information gathered in real time and insights that augment

direct employee feedback. That’s where the process of continuously gathering and analyzing

anonymized behavioral data becomes critical. Generated passively as people go about their normal

workday, sending email, scheduling meetings and collaborating on projects, the aggregated

metadata can be used by solutions like Microsoft Workplace Analytics to help company leaders

remove obstacles to productivity and replicate pockets of success. The value is reflected in results.

According to the DJI survey, 72% of executives from companies that have successfully developed

a learning culture say they use behavioral data in decision-making, compared to just 14% of

executives from organizations further behind in their cultural transformation. 54% of executives

reporting a fully developed learning culture saw major improvements in customer experience as

a result of business transformation, vs. 23% for those with less fully developed learning cultures.

Optimism around workplace behavioral data is high for both leaders and employees. In a 2019

study from Accenture, 76% of leaders surveyed said new sources of workplace data could

“transform the business for agility and efficiency,” and 74% believe it can “unlock the full potential

of people.” Both leaders and employees see the value in using data to create a strong culture and

improve the employee experience. According to the Accenture survey, 92% of employees “are

open to the collection of data about them and their work” if it improves performance, well-being

or provides other personal benefits.

Gathered, distributed and applied correctly, it can empower employees, says Ryan Fuller,

corporate vice president, Workplace Analytics and MyAnalytics at Microsoft. Analytics based on

behavioral data “allows organizations to get better and better every day, because they learn from



the collective experiences, activities and knowledge of the entire company, and apply data

immediately and continuously,” he says.

Bucknall agrees, noting that BP’s annual employee survey, while valuable, is “a static process that

give us scores based on people’s responses” rather than an “in-flight health check,” providing

management with a dashboard with current, actionable data. “I’d much prefer to have more

immediate feedback on things, on what’s important,” he says.

“Analytics based on behavioural data allows organizations to get better every day, because they

learn from the collective knowledge of the entire company.” – Ryan Fuller, Microsoft.

Where many organizations fall behind, says Josh Bersin, independent global analyst, founder of

Bersin by Deloitte, is when they focus on technology alone, at the expense of culture. “Being

digital is different than doing digital stuff,” he says. “Companies are experimenting and trying new

business models and new technologies, and if the people aren’t comfortable learning new things,

they’re falling behind.”

It was within this cultural framework that BP started using Microsoft Workplace Analytics to

understand how its teams were working. “We noticed that people were spending too much time in

meetings that didn’t produce an outcome,” says Bucknall, noting one example. “We knew there

had to be a better way, and that having a bit of diagnosis and science behind it would help us find

a solution.”

Leaders were able to identify patterns of what Bucknall calls “bloated” meetings: too large, too

long, with too many of the same people invited and rife with conflicts due to overscheduling, which

injected inefficiencies into the decision-making process. This new insight drove the company to



build more agile working groups where employees could work less bureaucratically, by making

sure the right people were in the right room at the right time.

“You can’t be in two meetings at once,” Bucknall says, “and if you’re invited to two overlapping

meetings, either you really don’t need to be in one of them, or one meeting is failing because you’re

not there to provide input.” BP was also able to identify unnecessary meetings by looking at what

people were doing during the meeting. “If people go to a meeting and spend all their time there

sending emails, it’s a poor-quality meeting,” he says.

Research conducted by Rob Cross, the Edward A. Madden Professor of Global Leadership at

Babson College and research director of The Connected Commons, supports BP’s experience.

Employees can spend 85 percent or more of their time on collaborative activities, “yet there is very

little focus on understanding the productivity of those collaborations, or what creates a high

performer,” he says. Measurements of employee behavior and interaction can provide those

answers. 72% of executives from companies that have successfully developed a learning

culture use behavioral data in decision-making, compared to just 14% of those from

organizations further behind in their cultural transformation.

“The more you can put dimensions on understanding the significant relational drivers of things

like performance, engagement and attrition, it’s a big deal,” Cross notes. “Do we value insights?

Do we brainstorm productively?”



Employees can spend 85% or more of their time on collaborative activities, “yet there is very little

focus on understanding the productivity of those collaborations, or what creates a high performer.”

– Rob cross, Babson College.

Cross places critical importance on the creation of networks within an organization, and by

following the data, BP was able to change not only the way meetings were structured, but also

identify how the most effective collaborations and networks developed. These included not just

formal teams, but also informal networks created through communication platforms. “It’s a matter

of creating the environment that allows those things to happen organically,” Bucknall says. “The

networks that exist across organizations and between organizations can be more powerful, in terms

of getting things done, than the formal hierarchy.”

BP went beyond meetings and collaboration, looking at projects that were running smoothly and

adapting processes based on those successes. “We found a significant reduction in the total number

of hours people spent making decisions,” Bucknall says. “The result was a more enjoyable,

engaging process that takes less time and that speaks right to the efficiency and productivity

required to pull decision-making forward.”

The idea that data can be used to drive cultural transformation shouldn’t come as a surprise,

Microsoft’s Fuller says. “Businesses are already tracking other important metrics, whether that be

sales or process cycle times or employee engagement scores, and so on. It’s a pretty good bet that

employee behaviors are greatly impacting what that metric is.” Many companies and

organizations, he notes, are large and complex, with hundreds, thousands or even tens of thousands

of people working together.

“How do you dissect that and figure out where the opportunities are?” Fuller asks. “Odds are,

things are going well in places across the company, probably several. But often companies don’t

know why. Now we can find out what those people are doing differently, even if they don’t know



they’re doing it differently. We can measure it, learn from it and scale it across the business to

empower all teams to operate like our best.”

Critically, as companies continue to engage with workplace data, the pool of information gets

deeper and capable of providing greater insight across the organization. “You have your one North

Star objective that you’re solving with a project but are also feeding the data into three or four

existing streams of work,” Cross says. “What are the four or five other initiatives going on in this

organization that this lens could inform?”

It’s an optimistic, forward-thinking approach that helps guarantee the success and sustainability of

digital transformation, because a true cultural shift means an empowered, active, engaged

workforce capable of adjusting as business conditions change.

To Bersin, well-crafted applications of data result in a far more empowered, successful workforce.

“Let’s optimize the company so everyone can be their best selves and contribute in the best

possible way,” he says. “That means we’re all going to be learning, and we’re all going to be

honest about our failings. Human beings are wired this way naturally—to want to do good work

and optimize their performance, taking responsibility for their lives, jobs and development. We

just have to give them an environment that works to do it, and not put too much in the way.”

IN THIS ISSUE - GMIT Davangere

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