Invited speakers -<br>
           <p style='text-align:justify;'>1. Roland Schatz, CEO and Founder, UNGSII Foundation</p> 
           <p style='text-align:justify;'> 2. Harjeet Khanduja, Vice President - Human Resources, Reliance Jio Communications</p> 
           <p style='text-align:justify;'> 3. Shalini Pillay, Office Managing Partner KPMG and India Head - Global Capability Centre</p> 
           <p style='text-align:justify;'> 4. Sangeeta Chandran, Head, Safety and Well Being Programs, TCS</p> 
           <p style='text-align:justify;'>5. Chandrasekhar Sripada, Practice Professor of OB and Strategic Human Capital, ISB</p>
           <p style='text-align:justify;'>6. S Prem Kumar, 1to1Help.net</p>
         <p style='text-align:justify;'><b>Uma S Nair</b> - Welcomed the Speakers and panellists and the participants and partners to the program 
         and said organizations must reimagine their workspace and business models. The HR have played a critical 
         role in building resilience during the pandemic and now preparing to play a pivotal role in crafting a 
         productive and rewarding work environment for their employees in the New Normal. As we now weave 
         momentum into our organizations, the emotional health of the leaders and employees is going to be a 
         critical factor in the fast-track recovery. To deliberate on this topic ASSOCHAM Southern region office in 
         collaboration with our partner 1to1 help is organizing webinar on &quot;Emotional Wellness and its Role in 
         Designing the New Age Organization&quot;.</p>
         <p style='text-align:justify;'><b>Roland Schatz</b> - Welcomed the Speakers and panellists and the participants and partners to the 
         program and said Most human resource management theories, practices and literature originate in the 
         Western countries. However, globalization and cross-cultural interaction increasingly highlights the 
         differences in national cultures, and it is clear that Eastern and Western countries have different 
         approaches, perspectives, norms and practices. Comparison of human resource practices in Eastern 
         countries such as China and Japan and Western countries such as the United States and United Kingdom, 
         therefore, reveals that they differ significantly in terms of organizational structure, motivational 
         programs, communication and conflict resolution.</p>
         <p style='text-align:justify;'>Western and Eastern countries differ in their views on motivation; whereas Western countries tend to 
         place greater emphasis on individual rewards and compensation packages and personal career 
         development, Eastern countries value collective rewards and steady progression. In the Western context, 
         individual workers stand out when they exercise personal initiative and are duly rewarded through 
         competitive remuneration and opportunities for growth. Conversely, in the Eastern countries, there have 
         been various influences including Confucianism and Buddhism that emphasized long-term orientation, 
         thrift, communality harmony and respect for tradition. As a result, workers receive promotion and 
         rewards on the basis of seniority and rewarding high-performance teams rather than individuals works 
         better as a motivational tool.</p>
         <p style='text-align:justify;'>Conflict resolution is a major aspect of human resource management that Western countries practice 
         more overtly than the Eastern ones. In Eastern countries, there is a tendency toward harmony and a 
         holistic approach, and people resolve conflicts through accommodation and compromise. Western style</p> 
         <p style='text-align:justify;'>of competing emphasize withdrawing or ignoring a conflict altogether. The holistic approach also 
         advances that all people are part of a whole system and that each person has a definite role to play, which 
         has the overall effect of minimizing instances of disagreements. The converse is true of Western cultures, 
         where individuals are encouraged to explore and develop themselves and this has a greater capacity to 
         cause conflict.</p>
         <p style='text-align:justify;'><b>Harjeet Khanduja</b> - Welcomed the Speakers and panellists and the participants and partners to the 
         program and said the tech world is often seen as progressive when it comes to work-life initiatives, so it 
         was especially eye-opening to read the following quote from an industry powerhouse: &quot;There&apos;s no such 
         thing as work-life balance. There&apos;s work, and there&apos;s life and there&apos;s no balance.&quot;</p>
         <p style='text-align:justify;'>It&apos;s hard to diagnose the culture issues in your company if you don&apos;t know what areas need to be 
         improved, added, or addressed. Often, communication is strictly top-down which limits the amount of 
         insight leaders have of the employee experience. But a workplace app creates two-way communication 
         which lets employees express what they need. Consider using mobile technology to send anonymous 
         digital surveys to get honest employee feedback. You can also present a series of new culture-building 
         initiatives focused on employee engagement to test what would make the most impact on your 
         workforce.</p>
         <p style='text-align:justify;'>If there&apos;s one business strategy that gets clear engagement results, it&apos;s flextime. According to a recent 
         study, 90% of employees said more flexible schedules would boost morale in their companies. This is 
         due in part to the changing demographic of today&apos;s employees. Millennials now make up the majority of </p>
         <p style='text-align:justify;'>the global workforce and they have different priorities than past generations. They&apos;ll take a job with 
         more flexible work options over more money. More companies are offering flex-time options, thanks in 
         part to Millennial managers now shaping corporate policies that include flexible work arrangements in 
         their companies.</p>
         <p style='text-align:justify;'><b>Shalini Pillay</b> - Welcomed the Speakers and panellists and the participants and partners to the 
         program and said Hygiene is an important and critical part of the life of any human being. The importance
         of hygiene can be best understood by the fact that almost every religion on earth has preached hygiene. 
         The benefits of hygiene are not only limited to the physical structure of a human being, it also influences 
         some psychological behaviors. It creates self-confidence, boosts morale and uplifts the self-esteem of a 
         person.</p>
         <p style='text-align:justify;'>Why is hygiene so important? Why has man converted his forests and lands into cleaner roads and proper 
         societies? The answer is simple. Hygiene is a measure of a person&apos;s way of life. A person having good selfhygiene not only enables himself to feel comfortable in his skin but it also helps others around that person, 
         to work in comfort. A person with good values will never ignore his personal hygiene.</p>
         <p style='text-align:justify;'>Every workplace has its norms and policies. Cleanliness and personal hygiene are always part of these 
         norms and policies. All businesses have a dress code. This dress code is a part of the self-hygiene of 
         employees. Maintaining proper hygiene at the workplace is very important for the good reputation of 
         businesses. Both the official authorities and the employees need to take care of hygiene. No boss would 
         want a dirty person to represent his company in the market or in front of the public. Similarly, no 
         employee would want to work in a firm with dirty restrooms, cubicles, and the environment. The 
         contribution of both parties is essential for the good reputation of the firm.</p>
         <p style='text-align:justify;'>Developing trust in the workplace is a key organisational predictor of performance. Many organisations 
         have stumbled and even failed outright where a lack of trust, doubt and suspicion have grown between 
         the leadership, management and employees. Previous studies have found that mistrust in the workplace 
         predicts high turnover rates, increased absence through sickness, lower levels of productivity, 
         performance and employee satisfaction.</p>
         <p style='text-align:justify;'><b>Sangeetha Chandran</b> - Thank you, All the panels spoke today all are very hygiene factors. Coming to 
         the performance Management, we need to take few things into the consideration from few things what 
         Shalini said about keeping what hygiene now and turning now which we see differently all together 
         for instance trust need to be far more in terms when we need people to perform better we need to trust 
         our teams more you know the ODP culture and so much of intersects phones outside offices suddenly we 
         have people sitting at in their homes and no way to monitor them and we need to trust them so that is 
         one thing that is where we see and view our team and how do we motivate and inspire them in more and 
         more trust worthy.</p> 
         <p style='text-align:justify;'>Secondly in terms of how our terms perform is to have the highest level of empathy not from mangers to 
         the team but also from teams to the manger because also humans as well and this sort to and pro which 
         is very important in terms performance perspective and not from the performance management 
         perspective. The next is give the work to people are how flexible are they and how tensile our people are 
         able to function in cu active environment and still have structure around what they do and that is 
         important as well. So many of things will come into play and I think performance management will goal 
         oriented and may not be checking the people on how long spend at their desk be really about how they 
         have performed. But how do they facilitate the performance in these environment systems.</p> 
         <p style='text-align:justify;'>I think the key is to the HR organization of the Future because no longer you can expect them to adhere 
         to them without understanding in them what is going on in their life. For instance we talk about the 
         leaders start the day early in the morning and start shooting up the mails and that&apos;s where she got up and 
         she realizes the pressure on her team and they have to respond to the ail very quickly and to show that 
         we are all working and not lacking up instead of that she has to put in the draft the timing they need to 
         respond and that is how we need to take out the pressure off.</p> 
         <p style='text-align:justify;'>The examples will help the leaders to know that how do we create environments where out teams are 
         willing to talk to each other and open door is actually a virtual door now and nobody see really what&apos;s 
         happening somebody door that&apos;s really important and leaders to be more venerable and show the human 
         face to them so that the teams know that actually come back to them anything.</p>
         <p style='text-align:justify;'>So other thing in performance management which we are seeing already is the inclusion of other than the 
         basic course and the holistic personality is looked up at how the person will look at this management and 
         it may not hit directly to your goals in terms how are you taking care of yourself. Welting factors 
         contribution to society and your ability to connecting to the other people because all this will feel the 
         people helping well rounded and productivity will be higher. In short that is the way the performance 
         management will move in terms of wellbeing perspective, Physical and Holistic wellbeing and that&apos;s the 
         way we are going to move as time is running out, we will quickly move to moderator.</p>
         <p style='text-align:justify;'><b>Prof. Chandrasekhar Sripada</b> - Thank you ASSOCHAM to having me here, I thoroughly enjoyed my fellow 
         panelists and they all set an interesting background set context to what I am going to say including your 
         question so when Rolland reminded us interesting music on sustainable goals and particularly descent</p> 
         <p style='text-align:justify;'>work and we know that 100 and 1000 of companies we work is not yet descent and work is not descent 
         and the relationship at the work place is not descent the infinity will imposes in us the emotion is 
         extremely painful and hurtful but we do not have mechanism to deal with them.</p>
         <p style='text-align:justify;'>When shalini talked about digital colleague that is an interesting assault on human emotions the very 
         social need you go to work it&apos;s known it&apos;s interesting and it is confronted by a social and non-social and 
         not social required to be social digital colleague and that will create emotions which we have not 
         experienced before. When Sangeetha talked about new performance act structure has always are being 
         the most emotive part of our work life. People will really sweat will develop Blood pressure stress around 
         the famous and in in famous performance management discussion in organizations. Boss is not learnt 
         over years how to give feedback or not people have learnt to receive feedback.</p> 
         <p style='text-align:justify;'>Finally Harjeet talks about Hari Sardou type of Bosses and how work slips into life and how life slips into 
         work and we not yet ready to have a blende approach to understand both of them because they are two 
         together it is in that context the organization are going to surface emotions specially in WFM scenario and 
         so on the whole I believe that the organizations and the HR Functions at the new age surface confront 
         and fairly deal with emotions as an important part of the organization structure life.</p> 
         <p style='text-align:justify;'>They cannot no more pushed under the carpet it is ok to cry it&apos;s k to be emotional we do not need macho 
         organization we need human organizations only then they can be sustainable and there is an article called 
         &quot;Unresolved Grieves&quot;. it&apos;s an unaddressed issue and it will happen only in America where 75 Billion Dollar 
         a year because the Grief at the organization the grief of missing the promotion losing a customer or a big 
         order getting fired by the boss in public being abused or just losing the team member or losing a mentor 
         on retirement many events in the organization create a huge of amount of emotions we do not have any 
         method today to deal with them to accept them or acknowledge them and hence employees to deal with 
         them and so time if they become excessive we think suspicious case needing so called counseling so we 
         need to change all this.</p> 
         <p style='text-align:justify;'>So, let me say emotions are important not able to deal with them because of money ability to deal with 
         will give you return on the investment or on the people to investment when they are dealt with 3 things 
         will happen firstly Awareness, secondly acceptance and third one is Dealing. Awareness itself is the ability 
         to surface emotions and talk about natural things are very important. When people loose identity or 
         purpose or attachment or control if any of those four factors at a higher level of abstraction really crate a 
         loss in the mind of people and create stroma and to stop that we need to have mechanisms where 
         managers are more empathetically deal with employees and help them to resolve this issue through these 
         three steps. And this will further increase in the new age organization and let&apos;s imagine the wide range of 
         grieves and emotions said by few examples. And that is more in the world because of Covid and this is the 
         universe grieve we are facing.</p>
         <p style='text-align:justify;'>At least now we awaken now, and organizations recognize emotions and build mechanism to deal with 
         them and managers to be trained and employees need to be educated and organization should continue 
         to promote this cause. That&apos;s my point of view.</p>