Mr. Subhankar Ghose, visited TAPMI to interact with the students on “A Great Workplace Experience in a Culture of Excellence.” Mr. Ghose’s effervescent personality reflected how working in a company with a good working culture can affect one’s way of living. According to him it is very important to choose the company to work for, wisely. This realization has come to him through various lessons in life which he shared with the students.

The first lesson he learnt by himself and made told us was, “miss the bus and hardships follow.” One must try and make the most of the opportunity they get because if that opportunity is lost, it takes a lot of hardship to get the same benefit. The second and perhaps the most important point is that “to be emotional is to be a fool.” There might be a lot of times when things do not go our way, but to lose hope and be emotional is not a wise decision. Staying positive and persevering is the way to deal with life. This point led him to give us the third lesson “focus and hard work.” Crying about what could have been or should have been is not going to get any job done, according to him. One must therefore concentrate fully on one’s performance to make the most out of a given situation. “To manage time” so that most work can be done is the most beneficial advice, especially to a student of TAPMI. He said that one should diversify in various fields, so managing time to be able to accommodate everything is crucial.

When a person takes on the responsibilities that are above their own, the management often notices it. “Being vocal, yet not arrogant” is the way to show that one is proactive and not afraid to give an opinion. Finally, if one finds a workplace where the “boss establishes relationships, don’t leave.” It is very difficult to find a place that treats its employees with a human touch. In Mr Ghose’s opinion, a working environment affects the efficiency of the employees.

To conclude, he explained the Competency Ice-Berg Model, which was of immense value to the students. According to him a candidate is like an ice berg. The 10% ice cap that one can see are the skills and knowledge. The 90% submerged portion consists of values, self, traits, motives and other skill sets. He said that, it is this 90% that can change the game for one. If a candidate can engage the interviewer in this hidden portion of the berg, then the job is half done.

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