Lalatendu Kar is Senior Vice President and Head of Workforce Management and Learning & Development at Reliance Retail. He previously served as HR Head for Mumbai Airport and various Reliance Retail businesses, after his tenure at NDDB.
It was 8:30 in the evening in Rourkela, Odisha, in 1991
Rain poured relentlessly as I stepped out wearing a raincoat and helmet, ready to take my bike. My father, a retired government officer, stopped me with a calm but firm question:
“Where are you going?”
“To meet the Government Labour Officer,” I replied.
“Why?”
“I have to hand over something my boss asked me to deliver.”
“Does it have to be done tonight?”
“Yes. My boss instructed me to do it today.”
“Is it money?”
I hesitated before answering reluctantly, “Yes.”
With a voice full of conviction, my father said, “Leave this job.”
He continued, “In my 36 years of government service, I have never given or taken a bribe. I will not allow my son to do so either.”
My head dropped in shame.
The Weight of My Father’s Words
A few months later, I came across an advertisement in The Times of India for the position of Assistant Executive (Personnel & Administration) at the National Dairy Development Board (NDDB). The pay scale of Rs. 2200–4000 was equivalent to that of a Class I Government of India officer. Though the cost-to-company was significantly lower than my current private sector job, the opportunity felt meaningful — even if it meant moving away from home.
By then, I had appeared for 12 Public Sector Undertaking (PSU) examinations. I had cleared every written test, but final selection had always eluded me — except once in ONGC, where I ranked 7th among 14 selected candidates. However, the appointment was never issued because the newly elected Narasimha Rao government had imposed a moratorium on PSU recruitments amid the severe 1991 economic crisis.
These repeated setbacks had badly dented my confidence. The strong self-belief I once carried — backed by a national scholarship in Class 10, 7th rank at the Intermediate level in the university, and a gold medal as the university topper in post-graduation — had almost completely eroded.
A Bold Application to NDDB
The NDDB advertisement required an essay on the Milk Cooperative Movement. I knew little about NDDB itself, but I was familiar with Amul and the pioneering work of Dr. Verghese Kurien. I wrote the essay with Amul in mind and began with these words:
“An initiative that began as a small rivulet has today grown into a mighty Amazon by harnessing people’s power…”
Soon after, I received a call for the interview in Calcutta. The selection process opened with a written test — a tough English paper followed by a relatively easier subject test. I felt I had performed well. This was immediately followed by an in-depth interview with a panel that included Dr. Gill, Mr. Jacob, and Dr. Daniel.
In a quiet act of rebellion (or perhaps resignation), I had worn a bright floral shirt with sleeves rolled up — a sharp departure from the formal attire I had worn in my previous 12 interviews. I had told myself, “If this too ends in failure, so be it.”
Overcoming Adversity: The Anand Journey with a Perforated Eardrum
A few days later, I was informed that I had cleared the first round and was shortlisted for the second round in Anand. However, just a day before my departure, I suffered a severe ear infection that perforated my left eardrum. The pain was excruciating, and my hearing was significantly impaired.
A colleague who had become a good friend accompanied me to Anand. We stayed at Hotel Vishram near the bus stand.
The second round began with a group task and a group discussion focused on prioritization. That day, I spoke more than usual. Ironically, my hearing difficulty may have worked in my favour — it allowed me to deliver uninterrupted points without being overly influenced by others.
When my personal interview began, I immediately informed Shri Srikumar from P&A about my hearing issue and politely requested the panel to speak a little louder. The panel included Shri Shailendra Kumar, Dr Mahadevan from Quality, an IRMA professor, and another member. Questions ranged from Quality Circles to Performance Management. I answered comfortably.
Once again, I was wearing the same floral shirt.
Final Round with Dr. Amrita Patel
I was eventually shortlisted for the final interview with Dr. Amrita Patel. As I entered her simple, spartan office — still in my floral shirt — the walk to her desk felt unusually long. With just one swift glance, she seemed to assess me completely.
Among several questions, two stood out:
“Why is Orissa poor?”
I replied, “Despite abundant mineral and forest resources and a long coastline, Odisha remains poor because these resources are not properly harnessed. Another major reason is certain policies of the Government of India.”
She asked, “What policy are you referring to?”
I explained with examples of mines falling under the Union List (resulting in only nominal royalty for the state) and the administered pricing mechanism for steel from Rourkela, which offered no locational advantage to set up industries in Odisha.
She appeared impressed.
Then came an unexpected question:
“Do you think what Gorbachev did in Russia was right?”
I answered, “His actions led to the disintegration of the Soviet Union, but they benefited the world by reducing Cold War tensions. Glasnost and Perestroika are likely to help Russia move toward a liberal economy.”
Her final question was refreshingly simple:
“Do you love travelling?”
“Yes, Madam!” I replied with a smile.
A few days later, I received the appointment letter. I had been selected for the Management Pool at NDDB.
Why NDDB Felt Different
I valued this opportunity deeply. NDDB’s selection process was rigorous and meaningful, with three serious interview rounds. More importantly, the organisation was strongly value-centric. There was a clear alignment between what it preached and what it practised. People development was not just a slogan — it was a core focus.
Valuable Lessons from Early Responsibilities
At the age of 26, I was given significant responsibility. I was asked to head HR at Bhavnagar Vegetable Products Ltd., an ailing subsidiary that we eventually had to close despite strong union resistance. After about three years, I was seconded to the tropical fruit processing plant in Mumbai as its first employee.
Both experiences proved invaluable and shaped me for the roles I took up after leaving NDDB.
