When you attend an HR discussion, definitely you add something to your existing knowledge and when you attend a session like Thane HR Group, then you definitely add some more to your knowledge and insight. When there is the speaker like Prabir Jha, you do not need to look behind. 

In, this had been our endeavor to create learning opportunity and to make learning accessible to everyone. 

We thank you Mr. Anil Kshatriya for making us part of such a great event. The event of January 2018 was such another great event.   Mr. Prabir Jha graced the session and the session was houseful. Still, few people were okay to stand up and listen Prabir. 

For some people, the topic may not be new, the old things, repeated in the many HR events. But we believe and many of the audience believe, it is not only the subject matter, rather how it is being presented matter. 

We know change is inevitable and we should have learning agility (MTHRG or More Than HR Global had organised a full day session on the very topic, again with the houseful audience and excellent learning). As Geeta says, "Parivartan hi sansar ka niyam hai/ The change is the truth in this world)" this equally applies to the job, career and whatever you do in your life. 

As the clock rang for 7, the hall jam-packed with the audience anxiously waited to listen Prabir. He was late by few minutes, but such a humility of the leader, he apologized to the audience and explained the bad traffic as a reason. Immediately, he connected the incident with the Uncertain world from the acronym VUCA.

We saw the session already started with the U of the VUCA. There were rest to unfold.

He explained about experiencing the VUCA world: You don't realise the VUCA world unless you step out of your comfort zone. This is exactly what happens when business change, when your boss changes, when business changes and things change around us.


On role of HR in business and its importance

HR is not for business it is a business. It must be more about anticipation rather than reaction.  

Biggest challenge: unable to come out, the world is moving faster than before. As an HR we need to understand this Volatility, Uncertainty, Chaos, and Ambiguity. He asked a question to the audience - How much time we spent on anticipation and visualization what is changing around us? It made the audience thoughtful and hardly anyone had an answer for the same.

We see such dilemma against many job seekers, not only in HR at mid-level where cost is higher and opportunities are less. When they go to the job market, most of them don't have the answer about what they have done in their career and later they blame internal hiring, referral hiring and so on.

So, the question is, where is HR losing job in this VUCA world?   
 No more HR about all old operational Role, we need to reinvent Ourselves. Organisations are outsourcing the operational functions and downsizing HR team hence it is time o relook into our own role. 

Why there is VUCA: 
He moves among the audience and let them feel he is amongst the audience and let them feel he is one of them. He explains, everything is changing, business model has changed, supply chain network has changed, customer preferences have changed, regulatory norms are changing, nationalist policy like H1B visa, technology is dramatically changing the world, social living, work and talents are dramatically changing - then how can HR confine themselves only to their organization. VUCA is everywhere in the world and HR function has also evolved. He advises on the need to reimagine HR function first to be effective, only brave will survive the new world. Be a brave and that means doing things differently.  

He becomes bolder and tell the audience- In VUCA world either you will be irrelevant or you learn to survive 

Don't define HR narrowly, the first change is, rethink your ecosystem. He shared his Tata motors experience: classical view about the HR function was managing staff and contract staff, HR used to focus only on the internal staff and on direct payroll staff. Compete focus was on managing them only, understanding their needs only and on regarding them only.What about the dealers who have to actually sell the products, which is the extreme end of generating revenue? What's the point of just focusing on Reward and Recognition at the company level? The dealer bring sales, first work needs to be done is bringing effectiveness at the end I.e. dealer to make them effective as they bring sales and he did that. The dealer does not have effective people, they don't have funds and resources to get a better manpower or to develop them. HR in the VUCA world is all about sensing such gaps.

On HR's role at higher level, beyond HR

HR should be able to influence public policy, the way institute delivers courses but we are not happy about it. How we are able to influence the institutes and policymakers, so create such an environment where the gap between what we expect and what these institutes deliver. 

We hate bell curve as we don't like to be called as average performing staff. How we perform above average. 

HR is going to be a talent development department. We (HR and organisations) are looking for real talent in the people. He expresses his view on sad quality in the people including HR- most of us are plug and play people. He says- Has found very few true leaders. Definition of talent is moving, changing, you have 20 years experience nobody cares. The question is, does HR know what is talent. In 20 years how many mountains have you moved, what are your deliveries that organizations care to remember? True that mere number of years of experience is not enough. 

On Future of HR

HR is going to be a technology-driven function, I don't believe HR is a support function and nobody treated me as a support guy it all depends on what you believe. Why is stereotype happening? We do not have data and ability to read analytics. Analytics play vital role in the HR function. He gives an example of an engineering graduate who has done MBA. In his words-   If an engineer does an MBA he does not lose his technical capability? 

It is important to understand technology even if we are not expert that's fine. But should be the ability to ask questions. 

We don't capture the data that's why we face the issue. 

On outbound training and whether they are effective?

The classical system of taking people for outbound training for 3 days is a dead concept. That never works, neither on engaging them nor to make them productive.  

Another problem he sees in most of the present HR people are lack of the data, clarity, and ability to influence. When something asked, the standard reply is-  "I will get back to you" this has become a sentence now. When HR says this statement, people are not interested.

His advice  to HR
Be a consumer of technology and use analytics, skilling up even the 80 years old in 8 weeks is possible. 

He stated how HR is losing job in the VUCA world. He Downsized HR by 40% in Cipla. The very simple reason he gives-  now we do not need time office in HR exactly the way you don't need cashier in accounts function now. All these are outdated things.  

HR is expected to create digital culture, how to create a culture in the new world is a challenge. 

In the new information and decision making flow: how HR going to stay relevant in fast decision-making process is very much important. 

Disruption happens everywhere and what happens to engagement and how will HR engage talent.

He also criticises HR policies made like manuals. Why do we need all these manuals now? In his view, any policy of more than 1 page is rubbish.

Another important task HR need to take up in the VUCA world is: How will you train managers to motivate each other. 

Learning way will change, already changing: micro learning, today's generation doesn't need to go library as this is already available on their laptop.  in VUCA world learning changes faster and HR has to understand and adopt that.

Strategic capacity need of organization is important, multiplicative value of learning is important 

Irrespective of the role in HR, strategic architect is required, interdisciplinary things will be there and HR will become chief organization officer. When he says interdisciplinary, he advises HR to learn other functions too. He gives an interesting example which we hardly think- Time spent a lot to hire costly machinery but no time is taken to hire person using the machinery. His other advice is: 

The world is going to be diffuse, chaotic, paradox, unemployment, war will be intensified for the right talent and HR has to be Marketeer and we will not have second chance to give our performance in tapping right talent.

How you reconnect the dot is very important for HR 
Ability to anticipate the dynamic is important 

You have to evangelize what is happening in the world, speak out this without fear, start planning anticipating 

Get interdisciplinary skills, talk to people beyond HR, earn your credential 
Baboodom has gone, business is grey VUCA is grey doesn't look for picture perfect solution 

He again reiterates:
HR should have the ability to influence, will never have formal authority yet has influenced more than any other function. 

You need to know whom you need to influence. In VUCA world, influencing right person is very important 
Your personal reputation in organization and outside organization is very important
Your fundamentals have to be strong 
Also, need to be in glamour and glitter helps in influencing 

One of the audience, Sumita from Godrej asks a question on succession planning in the VUCA world, he answers: 
Long terms planning won't work, it has to be in real world, role may not be relevant in 5 years, it will be multidisciplinary                

and with this, another great session ends. 

Important announcement:

The next event of Thane HR Group is on 9th February 2018 

to register, please visit 

To attend such lovely events including Thane HR Group events, keep visiting

An appeal: 

Thane HR Group events are free of cost and not a single penny is charged to the audience. Keeping it free for life is a difficult task as there is a cost involved in the rental of premises and food. We request you all to offer your sponsorship and get in direct touch with Mr. Anil Kshatriya, Convenor, and co-founder, Thane HR group at

Happy learning. 

About Reservaa: is a complete learning and development platform who can help you in complete learning and development lifecycle with training need identification/ analysis, right intervention at your cost and budget, ROI and measuring effectiveness. Get in touch with connect-at-reservaa-dot-com for more details.

Our other vertical includes software and application development and HRing- complete hiring services at fraction of a cost. always feel proud to host and promote program whose contents are high in quality and beneficial for society and we always feel proud to promote Thane HR Group event.

To our readers, who may not be aware of Thane HR group, Thane HR group is Thane's oldest and only not for profit HR forum. It was founded 22 years back with the aim to unite HR professionals from Thane and nearby area to network and build the capacity of HR professionals and to create an environment of personal and professional development. It is founded by Mr. Anil Kshatriya, Director, AK Placement Services Pvt. Ltd. and other investor veterans and with the time, many of them have become inactive.

What was the event about?

This was the 4th event that we, was promoting. The topic was interesting, fascinating and challenging our beliefs. When we hear the word psychometric, a niche area of psychology related to personality, leadership, hiring and employee development. Mr. Ramkumar, ex-Executive Director, ICICI Bank shared his real-life experience about work, profile and how a psychometric assessment tool and scores are not a determiner of the suitability of someone for a specific position and why ICICI Bank never involved any external consultants for such assessment and decision making.

The bigger problem with people in HR function

He beautifully explained why we become the victim of such consultants selling psychometric tools. Most of the HR professionals are not good in numbers and do not understand statistics and when other functions start showing numbers, data and then to overcome our own weakness, we present the number with the psychometric tests showing X number of people are not capable of holding the leadership position, success in the job. He rubbishes this with his own life experience at ICICI, how they had hired a consultant and the consultant had shown that none of the people in the leadership role can succeed. They decided to scrap the result and it was a good decision.   

What HR really need to do for a successful role?
He advises

  1. Learn to take a stand. Beleive in your employee's core strength. Take sides for them.
  2. Be an agile learner. Accept the challenges. Handle the role you never did before. Learn other business function and devote it. He explained how he accepted the challenge and started evaluating credit proposal to understand and asked people to rate him. He succeeded within a short span of time. 
  3. Ask for help. Be a learner. Ask people that you want to learn something beyond your role. People will be there sure for help.  
  4. HR should know everything about the company products. He gave example from his previous team member Sunil. Sunil heads retail business in L&T and moved away from HR role. Knowing about the products and eagerness to learn beyond your role make it possible.
  5. Doing 2 years particular course  (like MBA) or 4 years course (like BE) doesn't make you what you are. Its all about how you are ready to take challenges and open to learning things. He gave his initial HUL example. He was not an engineer but still headed production function.   
  6. HR should be able to understand the balance sheet and various financial parameters such as capital, leverage, profitability, and cost. HR use psychometric numbers as they don't understand financials so come with such a number which finance does not understand.  

Is he completely against psychometric?
He clarified, he is not. He is against the quantifying it and giving a conclusion that how someone cannot succeed in a role based on the score findings. His emphasis was on profiling. Everyone has specific traits and these traits have to be collected and made profiling. Such profiling can help people to place in the right role. Statistics of psychometric never shows leadership ability, demand before you buy. You can describe the study and predict human behavior that's sufficient. To question this, you need to have the statistical ability.  To be judgmental about other person using a tool is questionable and deciding their future is fraudulent and not to be approved better to say We made a judgment and that can go wrong. 

What is to be done if we should not use Psychometric tools?
The audience asked them the solution. He explained beautifully
He advised using tools like FIRO B, 16 profile etc as they do not quantify the behavior. He questioned fundamentally questioned the validity of such tests.  On success, validity, and reliability of psychometry tests, he confirmed that when hiring is done or decisions are made, 1 in 3 such calls right. The results are wrong and unsure. When we hire just with the interview predictive validity is 0.1. When we interview and other tools, the validity is just 0.5. There is no way to go your hiring completely right.   

Criticism of Assessment Centre
We often see large organisation using Assessment Centre. He criticise it in following way
Assessment Centre's fundamental problem: He said the potential of someone can be assessed not measured. We must understand how and why assessment centre took birth. Assessment Centre came after the second world war. As an impact of the war many young officers died, who could become 2 star, 3 star or 5 star ranked officers or a lieutenant, a colonel and a major. measuring was difficult and there was no track record who martyred. To solve the problem, they made a narrow band for a period of  1 months to 7 years. For succession leaders were required and to identify hurdles were created, people were observed. The focus was on their behaviour and who in a loosely simulated behaviour traits and characters and on the findings, it was decided who should become what (handling pressure thinking, feeling etc.). It was created when track records of the officers were not available. When you have track record available of your staff, why do you need Assessment Centre?  It is because HR never took the risk to be accountable, gave the excuse to blame assessment centre. 
In Assessment Centre, you need an experienced people in the similar field who knows the job exactly. How can it be reliable and valid when a 28 years old person from a consultant side can assess a CEO?  People who have no clues about the job of people assessing people in Assessment Centre. When you are in emotional condition, sinking feeling like someone suffering from, you have a different behaviour. So these psychometric tests including AC cannot determine how one will react when he has a serious emotional condition. Imagine about bankruptcy rumour about ICICI Bank and people lining up outside ATMs across India. Can you imagine a leader to the behave same as in normal circumstances? 

He even challenged validity and reliability of so-called CAT, GMAT and such score used for deciding one's suitability for the management program.

After gaining round 5 years of work experience, people become a great learner. Use the psychometric tools but make it descriptive, don't rate people, don't scale them. 

On Forced Ranking (Bell curve) and incentive
He took the audience through the reason behind incentive and bell curve and why they are not relevant today. 
Forced distribution curves came during the industrial revolution era when money to the business was limited and job profile was not dynamic enough.ultimately, only a specific amount of money was available for salary increase and bonus, and it was not possible to give increment and bonus of same amount to everybody, have to give someone more and less. This resulted in forced distribution curve or bell curve. Bell curve has nothing to do with the employee performance measurement, it is only for distribution of salary increment and bonus. It's a mathematics. 

In the post-industrial revolution, capitalists exploited the labour and did not share surplus output and labour withhold their efforts. Then the capitalist started giving incentives. Incentive came due to loggerhead between capitalist and labour. Withholding by the capitalist and extracting by the labour, the additional effort was measured by output, and we believed money can help in getting better production. this belief itself is questionable. People only put efforts up to certain extent. He recommended audience to read wages in India by Subramaniam if the book is in print and available    

The learning was experiential and cannot be described in any length of the word here. you need to be in the session. He spoke from his heart. He exceeded the time allotted and the audience wanted him to continue.  

To attend such lovely events including Thane HR Group events, keep visiting

An appeal: 
Thane HR Group events are free of cost and not a single penny is charged to the audience. Keeping it free for life is a difficult task as there is a cost involved in the rental of premises and food. We request you all to offer your sponsorship and get in direct touch with Mr. Anil Kshatriya, Convenor, and co-founder, Thane HR group at

Happy learning. 

About Reservaa: is a complete learning and development platform who can help you in complete learning and development lifecycle with training need identification/ analysis, right intervention at your cost and budget, ROI and measuring effectiveness. Get in touch with connect-at-reservaa-dot-com for more details.
Our other vertical includes software and application development and HRing- complete hiring services at fraction of a cost.     


It was a calm Sunday morning and our office phone rang. Shri Rajeshwar Rao was on other side.
He started the conversation in a very positive manner about our long cherished Indian culture, present society, ,quality of food, environment and present education system. We were so engrossed in our conversation that we lost track of time.
He discussed the current situation of food and our health and why centre for traditional education want to bring back our old cherished tradition where farmers were most respected, known as “Annadata”. Where they never committed suicide. It was worth a thought.

He continued:
I stay in Bangalore and you stay in Mumbai. Now tell me what are we gaining? We say it progress but is it really a progress? In the name of fruit we eat something injected with poison. In the name of food and vegetables, we eat lot of pesticides. Why there is sudden increase in number of case of cancer? Look at the quality of air and water. The water used to be fresh, clean, pure and savior of life, now it is mixed with various chemicals and impurities. To clean that, we put RO at home and these so called water purifiers removes all the minerals. Look at the taste of this water.

On farmer’s issue  
Indian economy has been primarily agriculture based on economy for thousands years and was a prosperous agricultural society throughout these times . Our society is dependent on farmers even now. When we started using pesticides, insecticides and genetically modified seeds in hope of earning more, these hemicals destroyed our soils and lives of farmers . Our farming techniques were high yielding and the natural fertilizers were gomutra and cow dungs known as gobar. We used to have surplus, high yielding seeds. Soon, in order to get more money, we forgot our own gau based farming and started using pesticides making agriculture expensive and highly unworthy for small farmers. We started injecting our cows with Oxytocin to get more and more milk and result is, poor quality of the milk. The same milk which strengthens our bone, physical and mental well being is now actually turning toxic for us. That’s why we want to promote the old,ancient gau based organic farming .

On education
He was quite blunt yet humble in expressing his view on current status of education. He says
“Look at the way education has been delivered overlast two centuries. I am not in objection of delivering education in English medium. I have objection with the way it is being imparted. In our Gurukul system, the main motto of education was overall physical and mental development. However, the current education system focuses on creating servant class and making “Macualy’s son” instead of making us proud son of Bharat Mata. Nobody wants to send kids to Gurukul system of education but we are committed to change status quo. I am also an engineer from prestigious NIT Warangal. I have corporate and business experience and I know importance of bringing back our culture and tradition. 

On Gau based farming
He was so passionate about this.He shares:
Cow is always useful for us, whether we are farmer or not. Whether it is Gomutra (Cow urine) which has various antiseptic and anti-bacterial property, Gobar (cow dung) is a rich source of fertilizer and also have germicidal property. Cow’s milk and milk products are rich source of vitamins, calcium and protein. We need to educate people about it. We need to tell our farmer brethren as well as society how cow based farming can decrease the cost of fertilisers , seeds, pesticides, insecticides to zero and can yield much better. When people realize the value, we can prevent our Gaumata from slaughtering and make our farmer community rich. We roped in Shri AkashChaurasiaji as he comes with extensive experience in the multi layer cow based farming. Akashji developed a model through his research and in such a way that one can earn approx Rs. 10.5 lakhs/ acre (1 acre = around 40000 Sq Feet of land). The crop is safe from any weed or pest attack. The total benefit a farmer earn is almost 10 times compared to what they earn now. He has also developed a system for water conservation and interception of soil flux which can recharge 10 lakhs sof water per acre and 4000 kgsof soil can stop the flow. He has provided training to more than 3,500 farmers across 16 countries.

Is there any religious touch to this?
He laughs.
Do you think I have a religious agenda behind this? Do you think CTE (Centre for Traditional Education) and Shivani Organics are doing this for religion? Absolutely not. Our all sessions are open for person of any religion who wish to learn and practice our thousands years old wisdom. We are not doing this for any profit. Our contribution to this program is just Rs. 300 per participants which will be used for meeting expenses of the venue including venue rent, equipment and completely organic lunch to be provided to the participants. The lunch cost itself is much more than what participants pay. We are surviving on donation of few good Samaritans who have come forward to help us.

How one can register for the event?
The event/ training is happening for 2 days i.e. 18th and 19th November 2017 at Bangalore. Participants can attend either day or both day but content of the training is same. The content will be delivered in Hindi. You may register as follows:

For 18th November:

for 19th November, 2017

We, at feel extremely proud for partnering such a great cause. We request all of you, irrespective of your profession or tradition or linguistic affiliation to attend such a wonderful session and cause.


Six Reasons Why Companies Lose Their Best Employees

Ask the leaders of almost any successful organization and they'll tell you that their key employees are among their most valued assets.

Unfortunately, many of them will leave. All too often, the reasons for their departure are avoidable.

Here are some reasons why companies lose their best employees and what can be done—today—to help you reduce the risk of it happening to you.

1. Lack of a clear vision.
Employees want to feel passionate and excited about the business they work for. A clear and well-communicated vision is imperative. If an organization fails to communicate its goals employees can soon lose drive and direction. If there is an absence of vision, people may look for inspiration in a different organization.

2. The performance review fallacy.
Valuable employees want to know that they are valued. They want to know that their efforts are worthwhile. And if they aren't doing something correctly, they'd like to know that, too. Yet, all too often, employees feel that they are left in the dark on these issues. Then they get hit with something surprising at the annual performance review.
Let's face it: the annual performance review is a thing of the past, and it's time to throw it on the junk heap of history. Good managers are good communicators. They constantly solicit the opinions of their staff and are open with feedback. This isn't just good management; it's also good personal conduct that shows people you care about them.
If you do need to continue having annual performance reviews, then you should have one goal at every review you conduct: there should never, ever, be anything in the review that is a surprise to the employee.
3. Tailoring talent to tasks.
One of the ways to ensure key employees stick around is to make sure they are happy in their work. A key to happiness is to have them working on projects which match their talents and their desires. Many times, people are viewed a merely a resource (does the term "human resources" ring a bell?) that is slotted into a project slot based on availability. Over the long term, this can lead to job dissatisfaction. Part of the ongoing dialogue with your employees should focus on whether both parties feel their talents are being put to best use.
kanban board
Kanban boards are a simple, effective way to manage tasks
4. Letting work infringe on personal time.
Work fatigue is becoming a bigger issue for many white-collar workers, especially with technological advances. Sometimes, workers may feel that it is not enough to put in eight or more hours at the office. They are then subjected to work-related phone calls or emails at night and even on weekends. Or they must take business trips in which flights are made on weekend days without any PTO days given to offset them. Keeping people happy and productive is easier when they are given ample time to relax and get away from work.
5. Only giving negative feedback.
It's easy to be critical when people make mistakes. In fact, it's good management to reprimand unwanted behavior as soon as possible. But this can't be the only feedback people receive, or they'll become unhappy. Make sure that positive feedback is also given. Some simple feedback rules:
Negative feedback should be given immediately and in private. Positive feedback can be given any time, preferably while the news is still relatively fresh, and in public.
6. Lies, lies, lies.
This should really be listed as item number one. No one wants to be lied to, but organizations frequently lie to their people. According to Dominque Rodgers, contributing author at, here are three big ones:
  • "We promote work-life balance." See item number 4. If you are requiring people to work long hours, take work home, and lose sleep over ridiculous scheduling, you aren't promoting work-life balance.
  • "If we do as well as we project, everyone will receive an annual bonus." Dangling a carrot as an incentive is one thing, but if no one ever gets to taste it, there will be animosity. Don't promise, or even dangle, what you don't reasonably expect to deliver.
  • "We will give you an opportunity to advance your career in our company." Unless you can lay out specific goals, milestones, and rewards, it's best not to offer vague promises such as this.
Do you know? can provide best coach and trainer in your budget who can help you in setting your performance management system right and also can coach how to take performance interview and set it right. Connect with us at   

Disclaimer: Not our original article. Author and credit: unknown

Hello Friends,
We took an unusual longer break but have come with an excellent article you should not miss. Credit for this article goes to our friend Rajesh Kamath, co founder , More Than HR Global (MTHRG ) and soon MTHRG will have session on path breaker  with such speakers. Visit to know more regularly.

*NIPM 25th Naval Tata Memorial Lecture*

Padmashree Dr Prakash Baba Amte
*How to Serve Humanity for Upliftment of Society*

1st November 2017, IMC, Mumbai

1. The difficulty in the village of Hemalkasa was tremendous. Not only was it remote with no roads and no power, the tribals were extremely backward, with orthodox practices and with a dialect that was nowhere close even to Marathi. Dr. Mandakinitai Amte managed to create a dictionary of some commonly used words with some help of district officials, for interacting with the tribals.

2. The tribals used to go to the witchdoctors even in the worst circumstances. There were several illnesses when those quacks couldn't help. Yet, it was difficult for the Amte's to get patients.

3. The first patient was one rejected by a quack because his case was bad. He not only had attack of epilepsy but had also suffered from burns. The Amte's cured him in just days.

4. The second one was someone who was carried on a mobile cot over kilometers by tribals. He was unconscious and it was hard to even diagnose as communicating with tribals (who carried him) was so difficult. But the Amtes figured out that it must be a case of celebral malaria as mosquitoes were abundant and managed to cure him quickly to such health, that the patient walked back 30 kilometers with the cot on his head. This became an advertisement for the Amtes.

5. The 3rd patient was a victim of a bear attack and it was so bad that the scalp was torn and hanging from the skull and the eyes were punctured. The tribal's incredible tolerance of pain was so high that Dr Amte actually stitched back the scalp without local anesthesia (there were no facilities back then). The man went back cured but later died of starvation because he couldn't hunt for his own food due to starvation. This deeply distressed the Amtes.

6. Another example of the tribals' tolerance for pain was that one patient with 106 degrees fever walked for 4 days and 150 Kms for treatment. Luckily he was cured back to health in hours using basic treatment by the Amtes. All these initial successes helped them gain confidence of the tribals.

7. But the Amtes knew that this wouldnt be sufficient to uplift them. So education was critical - a school was started in 1976. But it initially failed miserably as tribals founds reasons why not to send children to school.

8. However, with great efforts, Amtes were able to get just 13 students in the first year. But one student went on to study in Nagpur Medical College and finally become an MD doctor. That buoyed the school progress.

9. Thereafter the students increased and more than 10 of them have gone on to become successful doctors and lawyers. Over 200 have become Teachers.

10. There were many challenges overall. For instance the abject poverty of tribals. The Amtes, as doctors, recommended the patients to take tablets after consuming meals. But where was the money for meals? The Amtes started cooking rice and Dal for many daily.

11. The tribals were great at living as community. The Amtes gradually got as many as 100 volunteers, some of whom also came from the cities.

12. After the Marathi movie on Dr Prakash Baba Amte was released, the number of visitors have gone up tremendously. Every day, over a hundred visitors come to Hemalkasa.

13. How did the animal farm come about? One day the Amtes noticed the tribals were carrying two monkeys they had killed (presumably for food) on sticks. One of the monkey corpses was pregnant and still had a baby alive who could be seen hanging out of the womb. The Amtes convinced the tribals to spare that baby in return for rice and Dal.

14. In similar way, they coaxed the tribals to spare all the young ones and bring them to the Amtes. There are now over 100 animals (mostly wild animals) who live as family with the Amtes. In early days, these creatures used to accompany the Amtes during their morning walks.

15. Dr Prakash Amte said that these animals are used for educational purpose too. For eg. The students can easily identify all kinds of snakes now.

16. These animals understand the language of love. It is civilized people who consider them to be dangerous. Even Dr Amte's 1 year old grand daughter has a snake around her neck and there are 30 deer feeding around her.

17. The Amtes shunned publicity for 30 years but after the movie, many young people have been inspired. They meet them and then start similar great projects all over Maharashtra for eg. In Beed district.

18. It is rather strange but Hemalkasa was the outcome of his father Baba Amte taking them out for a 3 day picnic where he showed the kids (Prakash and Vikas) the state of the Madia tribals and wished aloud that something be done to uplift them. He did not have to even request - Prakash became a doctor on response and moved there after marriage (his wife had no clue about Baba's iconic status, it was just love and Devotion to her husband that made her shift too)

19. Dr Prakash Amte shared that the one time that he got a very bad snake bite was not the snake's fault but his own as he had opened the snake's mouth too wide to show his fangs without realizing. The entire poison sac was emptied into Dr Amte. Luckily he could come back to health after being hospitalized and looked after by a team of doctors on Nagpur.

20. Some principles for social work :
A. Minimize your needs
B. Avoid public/ media glare
C. Provide Nirapeksha Seva (expect not even a thank you in return)

21. Dr Amte shared how they used to initially feel frustrated when after saving lives with such difficulty, the tribals would walk away without any expression of gratitude. But they soon realized that it was because the tribals lived in community where they helped each other without expectation - where was the need for Thanks then?

22. Working with scores others to make a change is not difficult. When civilized society, there are ego issues. But the Amtes accommodate volunteers and their egos without bitterness. So even volunteers later realize their own errors and correct them.

23. Times are changing - villagers now don't run away from education - in fact they demand education. There are many schools!

Heartfelt Gratitude to Dr Prakash Baba Amte and Dr Mandakinitai Amte for inspiring us no end! 👏🏻👏🏻👏🏻🇮🇳🇮🇳🇮🇳

Watch the document on Dr Amte

Thank you NIPM and Organizing Team

Hello readers,

In this week's article, we are introducing a very informative article on Kitchen Fire Safety. Whether it is home or a hotel or a corporate kitchen, the fire safety is very essential. It is one of the major hazard. Following are the tips for preventing kitchen fire.

Next to Electrical fires due to short circuits / overloading, commercial kitchens, are another major source of fires unless proper fire safety provisions are made. Recent fires
in one of the starred hotel in Karachi - Pakistan and in a reputed Mall-in Eastern India have again proved this.

Once again the outcome of the study conducted & attached herewith emphasis on the following important aspects of commercial kitchen fire safety -

1. SEPARATION: The commercial kitchens must be segregated from other habitable areas by at least 60 minutes fire rated walls/doors.

2. Fire Detection System: The kitchen (Cooking area) as well as non-cooking must be provided with suitable Heat / Multi-criteria / Smoke detectors so that any fire is
detected in its incipient stage. The canceled space viz. space above false ceiling shall also be equipped with detectors.

3. Kitchen hoods and ducts shall not only be cleaned at regular intervals (at least once in a quarter) but also provided with suitable trap doors / access panels for
cleaning and accessible. '

4. The exhaust ducts shall not be of Gl but either of CS or SS. Especially up to the scrubbers.

5. The exhaust duct shall be left above terrace level of the building and shall not pass through any other occupied area. The exhaust duct shall preferably be
independent for each unit kitchen.

6. The exhaust duct for oil fryers and Tandoors using dry fuel like wood/coal shall be independent and not combined.

7. All hoods must be protected by approved automatic fire suppression system using wet chemical or water mist as extinguishing media with facility to
automatically shutting off the fuel supply (gas or electrical powers).

8. lf gas is used as fuel (whether LPG or PNG) suitable gas leakage detectors with auto shut off arrangement must be provided.

9. The exhaust ducts as well as entire kitchen and sitting area including areas above false ceiling to be provided with automatic sprinklers system.

10.Area above false ceiling must not be used for storage of any kind of material.

1 1. Smoke venting system for commercial kitchens shall be. independent of other areas so that any fire in kitchen the deadly smoke should not spread to other
parts of the building.

12. Electrical panels and storage of Liquor shall be avoided in kitchens and if unavoidable-suitable protected and segregated from hot areas.

13.All commercial kitchens must be equipped with emergency lights, exit directional signs and at least two exits which shall be kept always clear of any obstruction'

14.The kitchen staff as well as security staff must be given regular training in use of portable fire extinguishers and fixed fire-fighting systems and regular drills must
be conducted.

15. The fire alarm system as well as fire suppressions system including gas leakage detection system must be integrated with buildings main fire alarm control panel to enable other occupants of the property to be given timely warning for evacuation.

Do you want a fire safety audit in your premises and training for your employees? introduce a highly trained and experienced trainer to cater you need at the best price.

Our trainer: Mr. P L Bhattrai
Mr. Bhattrai is one of the best trainer you will find in India. He has 32 Years Experience in Fire Safety /HSSE Departments ( Including Academic Field) and also comes from Indian navy background. He has also provided his expert advisory and training services to Mahanagar Gas Ltd., BG Group, Asian Heart Institute, Alok Industries, Naval dockyard and many MNCs and Indian companies. 

What he says about his training and experience?
My goal is to control total Loss of the Company by adopting Fire Prevention/ Fire Protection,Life Safety Measures on the basis of Fire Safety Audit & Providing Proper Training, & Motivating Employees, by Corrective Measures to Save Guard Life and Property of the Plant & Maintaining safe plant environment .

Specialties: To adopt fire prevention and protection measures to maintain safe environment in the organization.
Organized Fire fighting training program me to the entire employee to meet any eventuality. 
Carry our executive and administrative duty in fire safety department.
Implementation of fire fighting systems if observed essential for adoption.
Proper maintenance of all type of fire fighting equipment's / systems in the plant to keep up condition.

Here is few of his testimonials:

"premlal is a very sincere and diligent person having very strong grasping power, well behaved. 
I wish his great success in his professional field"
Swapan Kumar Bandopadhyay 
Ex-chief Manager Fire and Safety,IOCL

You may take advantage of his services through on 
Fire Safety Training
Safety Management Training
Fire Protection Strategy, Planning and Training
Fire Management Training and SOPs
Disaster Management Training
Disaster Management contingency plan
Fire inspection training , SOP, Audit and recommendation
Safety engineering training
Risk Assessment 
Live Safety
Workplace Safety
Industrial Safety
Workplace Safety

Please get in touch with us at to fix a meeting.

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