Good day, VENKATESAN M. 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?

Uh, actually, uh, I.

Yeah. Can you start now?

Please start by introducing your

Please start by introducing your professional journey in academia.

So, uh, good morning. Uh, actually I started my career in 2009 as a business and recently.

I have totally around 16 years ago.

Uh, how are business administrative in the 2000 started my career as a business analyst and learn communications. Uh, till eight years I'm, I'm working in the same sector and which is, belongs to it and it's a.

Experience Portal experiences.

I understand.

What we call the data analyst. So after that I started to.

I, I, I plan to move my hometown. So after that I get opportunity, uh, to enter into HR sector. So I have a ATS of total experience in different orientation. Likewise, Car of India, choose forms active and Alina Private limited.

So my last organization is Alina Private Limited. So I recently joined an March 2005 so after.

Trump has been.

Change the tariff of exported uh.

Of intersect 2 manufacturing, etcetera. So uh, after that the factory has been getting closed so.

But that only I try to looking for my job.

So, uh, in, uh, how about, uh, key responsibility for acquisition and performance, employee engagement and the composition benefits and the payroll process as well as the general administration as well as we have to handle that customers audit.

Uh, complaints requirement.

So this is my key areas for uh.

Uh, any HR role? HR and administration role.

Got it. Let's focus on verifying your skills in the HR Executive domain. First, can you explain your approach to performance management within an organization?

So performance management, it is a facility for based on KRA.

So based on that, every, uh, six month, once you have to, uh, address that, that performance, uh, based on after the next six months, you have to understand their performance based on their rating, we have to define their, uh.

Kra.

Promotions and uh appraisal increment and.

So you have to based on the rating only you have considered their performance, yes.

How do you ensure that the performance ratings are fair and unbiased across employees?

Based on their achievement, uh, actually, uh, basically I'm, I'm back on phone, uh, umm, manufacturing sector based on that, their daily target, they have to supposed to meet that as per the requirement.

So based on that, uh, respective department head, he has to address his performance based on their, uh, record, daily, day-to-day activity records.

Understood.

The progression address and and the disciplinary.

And then there, uh.

So we have HR also the part of uh.

Person to address their rating.

You have to discuss with HOD. They final in final they will give that final rating.

Understood. How do you handle situations where employees disagree with their performance ratings or find them unfair?

You have to uh given one more chance, you have to explain uh, in case of uh, we are without any rating uh regarding his performance. You have to given the option uh to uh, given the explanation uh for him. We have a system, we have to formalize. We have documentations, we have given the applications based on the ease record. You have to verify and reconsider the scenes performance.

Got it. Let’s shift to compensation and benefits. How do you design a compensation package to ensure fairness and market competitiveness?

So the uh, conversation benefits it. It's based on uh.

It is based on uh, salary. Salary, uh.

Take your time.

Yeah, thank you. Actually, uh, we preferring inputs, uh, based on salary, attendance and uh.

Go

They're leaving catchment.

And.

The.

Annual dis dispute but LTA like uh F under frontal.

So as per company policy we have to maintain provide easy compensation benefit like LTA bonus and F&F El, CL and all.

So I have to compensation benefit is basically we have preferred uh for uh.

Uh, while he's getting uh, exit.

In meantime we have to annul every annual ones. You have to calculate for El and CL bonus calculations.

But every month you have to, uh, maintain their attendance based on their, uh, progress, biometric progress.

Thanks for sharing. How do you ensure compliance with labor laws and employment regulations when designing compensation and benefits?

So basically actually we have to, uh, industry labs. So basically I'm, I'm, uh, we, I'm working from, uh, industry in, uh, zone A. So they have some, uh.

Put a call to maintain that minimum wages you have to maintain the minimum wages. You have to pay the on time salary. We have to there is no violation in direction salary deductions. So on time you have to pay the PM and ESI.

Please continue.

While we have to accomplish audit every year. So how to maintain all the requests? So how to maintain the monthly? Kit it's like a salary register payroll and their.

Salary receipt so hard to maintain.

So there is no violation.

So if, if you are not violating any, uh, those things, it will come under the complaints.

Understood. Moving on, how do you foster employee engagement effectively in an organization?

So actually we have some, uh.

Special engagement in our organizations actually, uh, usually we have, uh, celebrating our, uh.

Please go on.

Uh, regular activities like Women's Day and the Family Day.

And Family Day, uh, as well as that we have conducting every month, we have the sports activities and we, every month it hurts supposed to visit our employees home visit to understood their in case, in case the employees they are feel uncomfortable to share those organization feedback, uh, while we are visiting that home at the time we can.

Freely, uh, Freeman early freely they can chat their feedback in case of any improvement, if they need to, uh, get any pathways so that time you can discuss in, uh, their home.

So especially we have providing some activities also they we have we try to bring their employees, children to visit their factory how their parents are working, how, how, how is that atmosphere. So they also understood. So such activities we are engaged so as well as.

Local uh.

Festivals also we are participating.

In surrounding that area.

So employing Liga very strong.

Not only that, uh, we are celebrating.

Actually, uh, we try to retain that employee. Actually, we.

I so actually we have to, uh, have a formality for exit, uh, integral.

While we are interview that time, we are going to know, uh, we have to understand that our employee situations, whether he has to uh, personally leave or based on that administration, any misunderstood with the supervisor or department head or he have an ability, uh, to retain that employee in case of offering, offering, offering.

So while.

Play.

Sorry I didn't get.

Sorry.

Uh, actually.

I I.

Take your time. How do you utilize data for decision-making in HR activities?

Actually, uh, we have a very good uh.

Data report like we have daily monitoring that employees attendance.

Some report as well as the hydrogen report.

So.

Uh.

Please continue.

How did? How did you?

Could you elaborate on how you use daily reports and HR data for making decisions?

Uh, you need to be, uh, as per, uh, how, uh, manufacturing sector. So we have to maintain that, uh, manpower, uh, utilization. We have to, uh, provide the manpower, uh, as per their requirement. Uh, we have a, have a permission to maintain minimum 5% of absenteeism and daily basis more than that, it will not advisable. So have to maintain where we have to, uh, daily Adventism is.

So actually, basically we have to, uh.

Happened. So is there any situation in particular if, if, if you have to monitor in case of any particular department is continuously, uh, having the more than 5% urgent you have to focus, you have to address that employee. You have to conduct a meeting with the employees. We have to know whether they have to challenge any or.

Coming to the factory.

Or, uh, they have some other differ difficulties to come to the, uh, factory or they have a serious issue like in that department. Is there continuously issues is happening? More than two or three people are continuously institutes coming. So I have to, uh, visit that, uh, particular department, uh, have to understand whether they have.

And say that things will be.

Thanks

That so such kind of thing we have to. I think it's not only, it's one of the, uh.

Findings so make is there many reasons to analyze so have to maintain.

Uh, so let's say we have to look at the attrition also attrition help us, uh, where we are losing the manpower in case of any particular department, uh, is there continuously, uh, dropout 30 employees? Yeah, we have to focus that department supervisor or aids have to discuss with why the manpower has either difficulty with troop riser or.

Departmented so we have to address.

These data will help us.

To understand the situation real scenario.

Got it. How do you stay updated with employment regulations and best practices in other educational or industrial organizations?

So I have to best practice, uh, you have to, uh, provide the training.

So in case of any uh, illiterate or unskilled employees we are recruiting, in case of they are fresh to fresh to the industries, we have to address them. They have to give, giving the uh training to understand their UH.

Still their requirement. So you have to under we have to provide them first one month you have to enter observation of training.

So you have to, uh, given the training once they are fit. So then only we are replaced that uh.

In particular, department.

Uh, that is our best practice.

As well as we have a.

Reward for.

Best attendance as well as good performance as well as uh.

In case of uh, any uh.

Health safety action is happening so that and those who are, uh, instantly react. So we have to, uh, respect them. So we provide them any, uh.

Reward so.

These are all the best practice.

Thank you. Lastly, can you confirm whether you hold a Master’s degree in Human Resource Management from a reputed institution?

No, actually, I hadn't uh, experienced, uh, almost 16 years, uh, in eight years, almost 88 plus years. I mean HR sector. So I have asked knowledge. So no doubt out of the date know that all as per act law under compliance as the standard. I will see, but I studied in BS in mathematics even though I can.

Where you got an HR?

Each other administration.

Understood. Thank you for clarifying. One moment.

Professor, to begin, could you share which type of teaching environment you are most comfortable with? For instance, do you thrive in a structured lecture format, or do you prefer something interactive and discussion-based?

So basically you have to uh.

Create a situation.

So.

Sorry.

No problem at all. Do you prefer teaching in structured lecture settings, or do you lean towards interactive, discussion-based environments?

So actually, first of all, you have to create the situation to, uh, bring the students mindset after uh, uh.

Gas environment, uh.

First of all, you have to pre interact with the students. So then only you can they, they, they can, they can, able to, uh, focus, uh, what we have to teach them. So what we have to discuss before discussing, is there any topic or any subjective how to, first of all, you have to interact with the employments we have pre curriculum activities or a total supposed to contact. So then only that, uh, discussion session will be more effective.

When the more engaged.

Got

More interesting, sorry.

Understood. You emphasize the importance of engaging students through pre-interaction and activities to set the stage for meaningful and focused discussions. That approach definitely helps create a more interactive and engaging learning environment. Thank you for sharing.

Is there anything apart from?

Hello.

Hello, Professor. Let’s dive into your academic and professional work. Based on your resume, I noticed your degree in Mathematics. Could you share how your background in mathematics has informed your approach when teaching or managing HR-related concepts and strategies?

Uh, how to, uh, start with illustrations, uh, with the examples. So you have to, uh, correlating with this, uh, uh, what we have to, uh, try to teach, uh, the today's topic, you have to follow it with any other, uh, their day-to-day activities, uh, but example.

Then only we have to.

Uh.

Teach them a factory.

Was he not audible?

I could hear you, Professor. If there’s more you’d like to elaborate on regarding how you bridge mathematical concepts to practical HR applications, feel free to share.

Actually, I'm.

They do the occupation.

I'm not understood what.

Take your time, Professor.

I might have actually have I'm not belongs to professor with I'm.

It's a goals and responsibilities, even though I can explain, uh, so basically we teaching. Teaching is uh.

Uh, mathematics is very uh.

This is a different subject, so.

Part 2 first.

Professor, could you clarify how you've utilized your background

Understood, Professor. Let’s step back for a moment. Could you explain how your background, regardless of the subject, has helped you in effectively communicating concepts, whether in teaching or managing HR responsibilities?

Yes, we have to, uh, HR is a HR and administration is the backbone of the organization. So how to strengthen, uh, the HR activities. So how to daily, how to monitoring that, uh.

Moments that those who are.

Part of the organization for how daily you have to uh, do that, uh, Kemba walk to understood what they are doing, how does the management is going on?

So as as well as we have to understood that, uh.

Financial B budget oriented. So in case of any, uh, activities will be any recruitment, any recruitment, if I have to understood that management requirement as well as the, uh, within the budget. So we have to, we, we, we can't, uh, beyond or do the, any activity such activities or to beyond that, uh, organization budget, so.

To under the control.

Understood, Professor.

Then only we can able to uh.

Uh, manager.

HR department market I have I have to render organization.

Means more.

Got it, Professor. You’ve highlighted how HR serves as the backbone of an organization while maintaining a balance between operational needs and budget constraints. Now, in terms of teaching or guiding others in HR practices, how do you ensure that complex processes—like budgeting for recruitment—are simplified for individuals who may be new to this field?

So it has to understood what that equipment roles and response will be based on the photo screen that.

Uh, candidate, uh, this is not built, it's, we have not supposed to decide based on one candidate. You have to screening more than 10 candidates in that, uh, photo, uh, shortlist. After that, you have to understood who they are really needs for our, uh.

Uh, very good month. So after that you have to understood how they are, uh, what we have, uh, alerted budget based and in that their package has to match. So after that we have to interact with that people. So really understood, uh, really they have really, uh, for their requirement, what he has written and then.

So we have to under score after that you have to screening that.

The documentation. So I think you have to verify that documentation.

After that we have to uh.

Discuss with the, uh, candidates, uh, those who are shortlisted, uh, in that, uh, selected candidate, you have to, uh.

Call for the interview. So in that you, if any, uh, uh, any, uh, data you documentation is they have, uh, there may be chances for they are submitting the trade data. So at home, uh, uh.

Verify again.

Uh, was that only to choose the candidate?

Clear manner so.

Understood, Professor. It sounds like you follow a comprehensive approach to recruitment, emphasizing multi-level screening, budget alignment, and thorough documentation verification to ensure you select the most suitable candidate. How do you teach or train team members to implement this meticulous process effectively in a real organizational setting?

So how to teach for a new comma, uh, for?

Uh, basically you have to, uh, get the recruitment from, uh, concerned department. They have to address based on their requirement. So how to?

MMM.

Sourcing the candidate, uh, not only that, uh, uh, uh.

For ourselves, it's not possible, so have to utilize the uh, social medias or uh, newspaper hats or something, uh.

Uh, that employer referrals, so you have to address. So we have to so these are the ways we have to get that candidate right candidate. So after that only you have to do the earlier I said the screening process. So these are the stage 1, stage 2, stage 3. So such a way we have to select so after.

Giving the ad so we have to fix the what date for interview session.

So those date before that they have to submit their applications after that application according to those who are eligible for that post. So after that we have to verify their.

Skill levels, then you have to call for them interview while interview you have to verify the top ones and then, uh, we will uh.

Uh, review that past experience. So, uh, uh, as well as we have to after that we have to discuss with the package if it is come out at our budget, budget. So we will, uh.

Select the candidate, we will, uh, given that their offer letter, once they are accepted, we will release their appointment letter. So this is the process. After that, we have to ask them to submit their original documents to uh.

Complete that join for Matisse.

Thank you, Professor. You've clearly detailed the end-to-end recruitment and onboarding process, from sourcing to final documentation and joining formalities. This demonstrates your thorough understanding of HR processes. With this depth of expertise, how do you handle challenges or resistance when training a team to adopt such a structured framework?

So in case of any, uh, new journeys going to the our team so they have understood.

Their uh, uh, tool handling. They have to.

Uh, haven't in case of if they are having previous experience, that will be, well, uh, it will, it's very, uh, helpful for us to, uh, to easily make the matters to in case of if they are not, uh, uh, experienced candidate, you have to teach them. You have to, uh, day one, you have the how to assign the one task in case, uh, they have to complete, you have to continuously monitoring.

Uh, in case of any challenges they are facing, uh, while they are, uh, doing the task. So we have to, uh, we have to assist them.

So then only they can able to improve.

Oh so such a way. day-to-day activities, only we have to.

Based on, uh, sentiment, only task and assignment only they can improve their skill. Uh, they can develop their they can, they can.

Thank you, Professor, for elaborating on your mentoring approach. It’s clear that you value both structured guidance and hands-on experience to support skill development. We’ll move forward now.

Professor, could you outline a three-year roadmap for your research and how it might serve as a long-term asset for VIT University?

Time is up! Ending the interview now.