Good day, Reshmi KR. I'm Arjun. I've had a look through your background and your professional record. I'm interested in hearing more about your work and how you see yourself fitting in here with our faculty. Ready to start?

Yes, we can start.

Please start by introducing your professional journey in academia.

OK, I am Reshmi. Thank you for giving me this opportunity. First of all then I work as an HR Manager in one of our leading self enhancing engineering colleges in Kerala. The name of the college is Vidya Academy of Science and Technology. I am.

With my current employer since 2010.

Which makes me very strong professional in HR related activities my current job profile requires.

No, me, uh, about attendance, their leave management, uh, the payroll management, uh, day-to-day FAS related to HR then EPF like employee product fund gratuity as well as employee state insurance.

Like that OK, previously I was working with some other institutions also which is not that much related to educational background. From 2010 onwards I am working here and I'm managing all these activities.

Thank you very much.

Thank you for sharing that, Professor Reshmi!

Professor Reshmi, I see that you have a strong educational foundation with an MBA in Human Resource Management from Sikkim Manipal University, along with certifications in HR Management Assessment and Computerized Financial Accounting. Let us verify your skillset relevant to the HR Executive role. Starting with performance management: How would you handle a situation where an employee consistently underperforms despite support and interventions?

In our institution, actually we have a set of HR policies which mentions very clearly about this disciplinary procedures and other activities related to this, what you have asked for. So usually if an employee misbehaves or do something, disciplinary actions will be taken by first of all issuing a memo from his, his or her HOD. Then after that that we will give some memos and.

Those notices also then if the inquiry or something is required, we issues or issue orders for an interim inquiry. Also appointing a person who is ranked in professor level. Then after the inquiry we used to, we first of all we hear whatever whatever he or she wants to.

Let let us know from that we start this all these procedures.

And if the matter is beyond our control, like if it escalates?

We issue some suspension orders or in some cases dismissal also can be done. Yeah.

Understood, Professor. You’ve provided a structured explanation of how your current institution handles disciplinary proceedings, with steps involving memos, inquiries, and escalation where necessary. Follow-up: How do you measure the effectiveness of your performance management processes, and what metrics or data points do you track to ensure they foster improvement rather than just compliance?

Individual performance and development plan. So in every year, we usually give away this compensation packages or hikes on on the basis of this IP and DP. We call it as IP and DP, it's fulfilling individual performance and development plan. So we used to issue some key performance indicators matching to the current level of their profession. Like if it is for an assistant professor, the set of KPIs will different KPIs means K performance indicators.

Actually we have an set of.

Be different from that of a professor or a administrative staff. So we according to the key performance indicators, we judge them and it is very much aligned to the yearly increments as well as what uses.

Orders for giving them for better performance like need improvement, we have 223. Steps like criteria need improvement or meet. Just meet or.

Uh, high performance, etcetera, etcetera. For high performance also, we, uh, issue a congratulations order or register motivation letter and all, uh, for low performers, we, uh, issue a not an order. We issue a letter stating that your performance is like this and like that. Uh, we give a set of time to discuss that with their HOD as well as the principal. Principal will be our unit head and. According to that, we provide them letters and.

Congratulations. Letter or motivation letters and etcetera, etcetera. And we clearly mentioned about in which area or where you have to improve the things. Yeah.

Thank you, Professor. It’s clear that you have a structured performance management system guided by Individual Performance and Development Plans (IPDPs) and tailored KPIs. Your approach integrates both positive reinforcement for high performers and developmental feedback for those needing improvement. Next, let’s discuss compensation and benefits. How do you ensure that the compensation structure within your institution is both equitable and competitive in the education sector?

Actually.

As as my institution is located in Kerala, we follow the AICT pay structure, a CT pay structure and according to that we have a set of what you say like the the pair structure itself come itself has components called basic pay, academic grade pay and DA and HRA. As per the present situation our basic plus DA and 55 percentage is.

If a basic pay plus AGP and the 55 percentage DA is there and 10 percentage human reserves allowance is there, that is what a structure for the faculty staff and for admin staff there will not be AGP. AGP means academic grade way. We have a basic and DA and HRA. So it is not that much like not very much improved or not that much, but we. Try to keep along.

Good compensation package. In every five years there will be a tier user. That is what we are following now, yeah.

Yeah.

Thank you for that. Let's move on to employee relations and engagement. How do you foster a positive work environment and ensure strong engagement among employees in your institution?

Actually, uh, as an HRA manager, I I have got several.

Several dislike I have to be a an informer from the management as well as the employee.

So I have got a lot of chances to work with, with and with them. So it is a very nice experience to to be a part of that.

To be a mediator of that healthy relation in the terms actually, even if someone says something or if someone have a complaint at all, I listen it very carefully. First of all. Then I explained the management policies or HR policies, whatever it is, very clearly.

Then I took a decision actually, and as you know that HR manager or anybody in HR, the confidentiality is very much important.

So I maintain that, uh, then, uh, I help the employee as well as the employer without debating that much from our policy. That's it. First. My main priority always will be to explain our HR policies very clearly.

And with very clarity. Thank you.

Thank you, Professor. It's evident that you value clear communication and confidentiality in your approach, while prioritizing the alignment of employee relationships with institutional HR policies. Now, about using data for decision-making: Could you describe an example where you analyzed employee data to identify trends or measure the impact of HR initiatives? How did it shape your decisions?

The question is not clear. Can you just repeat it once once again please?

Certainly. Could you provide an example where you analyzed employee data—like attendance records, performance metrics, or survey results—to identify trends or measure the impact of HR initiatives? How did this analysis influence your decisions?

OK. Thank you for the question actually. I already mentioned you that I started my career in this in the with my present employer from 2010 itself. So we have I have been part of many new, what you call many new sections and many new things to this management because when I joined here there was not a Europe system and all from 2000.

1516 we started the ERP system and we started collecting data we have a database of a strong persons like her professors or associate professors and all for our. What you say is attendance management. It is an biometric machine and we have two colleges, one in Trivandrum district as well as one in Thrissur district. Then we have an IT division in Thrissur city itself. So we consolidate the daily attendance reports.

Uh, through, uh, biometric system in linking to our ERP system, that means every employee can see their attendance details, uh, through their ERP profile. Uh, then after that, slowly, slowly we started preparing salary or preparing payroll through ERP system. Then one, one and other modules have been started like academic modules. We have talent management module we have like that.

Uh, like we have already, uh, we have, uh, almost welcomed all the ERP, uh, systems and we have welcomed the new trends as well as, uh, everything. Uh, then I usually, uh, maintain a very cordial relation with other college staff also, uh, just to know about the new trends, recent trends as well as the salary structure, what they are giving in their college. Uh, but all the new costs or what all the new designations have to be created or something.

Uh, like that I'm doing, yeah.

Thank you, Professor. It's impressive to hear how you've implemented and utilized the ERP system to manage attendance, payroll, and other modules, as well as your proactive approach in benchmarking practices across institutions. Switching gears to employment regulations: How do you ensure your institution stays compliant with labor laws and best practices within the educational sector?

For Labradors actually we have a set of advocates who we are. We have not permanently appointed but we have a tie up with the league, very legal leading advocate called.

Mugudan and they have a set of association called FRICL Forum for Reforms and Industrial Corporate Law and. Generally we have already. We have some HR policies which is very much aligned to the. A Kerala government and labor law policies etcetera, then labor laws. Sometimes the new labor codes will be introduced or new labor laws will be coming so.

For five to six advocates, leading labor law advocates. So we seek help from them also for which we used to get the clarity. Then we have an internal loading system in our present institution also an external audit system is also the for internal auditing. Every in every three months they will be conducting internal auditing. So as in Kerala, EPF, ESI and everything is very. Used to be very accurate and proper, so they used to help us if if any deviation.

We always seek help from this set of FRICL that it is run by.

Uh, is occurred, yeah.

Got it, Professor. You’ve demonstrated a robust system for legal compliance through collaboration with expert advocates, adherence to labor laws, and consistent internal and external audits, ensuring alignment with both government and institutional policies. Finally, on your academic background: How has your MBA in Human Resource Management contributed to your expertise and practical skills in this role?

Assignment HR specialized as I I have completed specialization in HR it has helped me a lot of in lot of ways. Actually when I joined here first of all I was selected for the post of assistant management in students welfare department. But from apart that apart from that, when an opportunity came in HR section, I just grabbed the opportunity because I I felt that I.

So that and the management also was very happy and they also conducted an interview and they selected me and I'm really grateful for them for whatever experience I have gained from my present institution. I'm really grateful for that. My subject specialization has helped me in dealing with the people management because it's one of very important role in HR section. Then payroll management. They have means whatever that nukes and corners I have I used to check.

From whatever I have studied in my post graduation time, then day-to-day administration as well as some decision making it it has helped me a lot, yeah.

Thank you, Professor. It’s clear that your MBA in HR has equipped you with valuable skills in people management, payroll handling, and daily administration, which you’ve effectively applied throughout your career. I’ve now reviewed the key aspects of your expertise. Let me conclude this verification process.

Actually.

Yeah, yeah. Please, Please continue. Sorry.

Not an issue. Could you elaborate on the focus of your thesis or any significant research you undertook during your MBA studies? How did it shape your understanding of human resource management?

Actually, I done my MBA while I was working with my employer called Vidya International Charitable Trust. So I was working as a counselor, comma assistant manager. So according to the research work, I was probably seeking help from the present institution itself like it was something related to very much related to the people management and their services as well as. But they think about that, so it it made me quite a bit easy.

Because I use that same technology for me and my database also was the employees who was working in with IES school. So it was really helpful and I also. Is very grateful for that.

To do this MBA research work and all.

Understood, Professor. Using your work environment at Vidya International Charitable Trust as the foundation for your research is quite practical. I’m curious—what specific methodologies or tools did you leverage to gather and analyze data on people management and employee services during your research?

The main was to get the feedback from each and every employees, each and every criteria employees like supporting employees, direct faculty employees non teaching in non teaching, there will be some sort of third grade employees like sweepers and all and that administrative staff and all because my sources was very limited at that time, you know, like so so.

The main thing is the to collect each and everyone's feedback.

That how they feel and all, yeah.

Thank you for clarifying, Professor. Collecting feedback across diverse employee levels must have provided valuable insights. How did you then utilize this feedback to draw conclusions or recommendations in your research? Did it lead to any specific strategies or changes implemented at the organization?

During my research, whatever I felt is the main thing is like lack of motivation as well as.

Low salary compared to some other institutions. So I definitely, I helped to give a recommendation to the to my senior level management or them and they, they also found it correct. And they also started implementing not suddenly, but year by year they also started implementing the.

Uh, salary, better package systems according to the whatever collections they are getting or whatever revenue they are generating. I'm very grateful to that.

It sounds like your research had a tangible impact on the organization, particularly by addressing key employee concerns like motivation and compensation. Bridging those findings into your teaching, how would you use this experience to help students understand the real-world implications of HR strategies?

Sorry to interrupt, we're down to the last 5 minutes.

Sorry, can you just repeat the question?

Of course. How would you use your experience from conducting research on real-world HR challenges, like motivation and compensation, to help students understand the practical implications of HR strategies in a classroom setting?

Actually.

Section So it is not possible to completely completely go with the employee or completely go with the management. I have to be in a medium position I think, so I suggested some. Some differences in the pay scale so it it is much better to them.

As I have to be a mediator in both the manager as well as the employee.

As well as the management also will not have to suffer a lot like giving a.

Over budget, it's not over budgeted to them also because I have a clearly mentioned that also so. For example, we have a PF system, it is mandatory up to 15,000 now. Earlier it was some 6500 or something. So some people is not that much. What you say is they don't want to be very. Saving mentality, but whatever they are getting, whatever earnings they are getting, they want to.

Uh, will be in hand in every month. Uh, so for them, I just suggested, uh, uh, past scale or pay structure, which is more to the mandatory deduction of PF In that way, it is, it will be beneficial to both employer as well as employee because employee will get some more money in hand, but the employer also is beneficial because. If we are paying them ₹6000, it's an only an example. If they are paying only ₹6000.

The 12 percentage of that ₹6000 is deducting from employer also and from employee also so.

They don't. If that mandatory level is parked then employer have don't have to.

Pay that deduction, deduction of PF. In that way both will become beneficial.

Because the employee will get some more money in hand.

Even though he is not getting the PF scheme benefits.

That’s an insightful approach, balancing both the interests of the employer and employees by considering practical financial strategies. In your classroom teaching, how would you guide students to think critically and come up with such balanced and sustainable HR solutions for real-world scenarios?

Uh, balance in the sense I clearly explain all these things to employees as well as employer also, uh, first of all, it makes me very, in a very different situation, very difficult situation. But later on, they also started supporting the HR level. Even HR also was not getting that much privileges or that much consideration in earlier days. Now the situations have changed really well. Not in my present present.

Immense to a significant change, so that difference is seen in everywhere.

Understood, Professor. Your ability to convey these complexities and navigate challenging conversations demonstrates valuable expertise. Thank you for sharing. Let me proceed.

Professor, could you outline your anticipated research roadmap for the next three years, focusing on how your work will contribute to driving institutional excellence, both in terms of impact and external funding?

For a three-year plan actually I have suggested some recently we have made some very important changes for in our payer vision. We have introduced the payer evolution last in October then I am I will be suggesting some another plans also which I have already in my mind like.

Yeah, in my present employer I have already started giving some suggestions.

Our

Umm, uh, like the, uh, salary or package system, uh, will be very much aligned to, uh, that performance evaluation which we have already started, but there, there is some set of. Set of jobs like professors, associate professors and assistant professors so one assistant professor promotion post is actually associate professor but I have I am going to introduce.

Like if management allows, I am going to introduce two other posts like senior grade assistant professor and selection grade assistant professor which will which I think it will motivate the assistant professors to work even more harder as there will be some promotion. Promotion we need on will not only lead to the money impact but there is a kind of some sort of conservation and all.

I want to sit with the ERP team and want to develop some other very useful as well as very impactful HR modules which will help in overall management. But it will it it will again.

That is in my consideration and we have some flaws in our ERP HR system.

Attract some sort of funding that we have to maintain properly then.

I have a thought of linking that in Sunday means people bought admissions to our college, our staff members from their relatives or some other friends or something. We can make an incentive plan to them. Like for one student who joined through a staff I can.

How some sort of small incentives which will not be a very big burden to the management as well as the employees will have a feel of feeling of recognition.

And then we are heading, we already our college have an NBA accreditation but now we are going for some other branches, NBA accreditation and NAC accreditation is also there. We have AB plus NAC accreditation which we which I would like to help much more from my HR side to get. Accreditation or AIR plus accreditation?

Understood,

So that types of help or that types of ideas I have in my mind.

Thank you for sharing that, Professor. Considering your roadmap, how do you plan to ensure consistent mentorship for junior faculty and students, particularly to maintain a steady pipeline of high-quality research publications under this evolving structure?

Earlier it was not like that, but we have some incentive plans to the the research publications as well as FDP faculty development programs they are attending and some other plans. Also, we have introduced some incentive plans from which they will be able to get some amount for the national paper presentations. For the International Paper presentations, they will get some sort of. Not.

Actually.

Remuneration, but you can call it as that compensation like they will get some some sort of or sometimes full amount of their registration fees, whatever we are providing. So it will be very helpful to them because as per my direct conversation with some of faculty, junior faculty members, the main problem is that they don't have that they are not able to pay the high fees for the registration of some FDPS like a faculty development programs or innovative.

Comes and all uh, so if we are providing some sort of uh DA like uh, uh TA systems and all, it will be helpful to them uh, so.

Now the things have been improved.

I see, Professor. Speaking of improvement and growth, how do you plan to leverage international collaborations to boost citation metrics and elevate the visibility of your institution’s research on a global scale?

Yes, I have plans, but it's more aligned or more the focus is on some academic director. We have an academic director here. So they are looking upon in more things. I only provide some data or whatever is required from the HR side that they are looking more into that.

Thank you, Professor. I appreciate your insights. Let's conclude this section. One moment, please.

Professor, can you explain in detail how you would implement a flipped classroom model for a large-enrollment course, ensuring active learning without relying on slides?

Uh, maybe it is an old school, uh, old school theory, but I still believes that uh teachers and uh, students need much more communication, much more good communication pattern or system, whatever it is so.