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#49 From: "HR Era" <rajeev@...>
Date: Sun May 18, 2003 7:41 pm
Subject: Supplement to 37: HRD Scorecard vs. PCMM abs444
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Welcome to HR Era	The HRD Scorecard and PCMM : A Comparison
	by G.Uppiliappan M.Tech., DTQM., PGDOR., MISTE., MISTD., MIAAP.,

(A paper to be presented at Madras Management Association)

Most improvement programs in software organizations have emphasized improvements in process and technology and not people. Improving software organizations however, requires continual improvement of its people and of the conditions that empower their performance. To motivate its people the organization must perceive them assets. Old labour relations methodologies cannot be carried into knowledge industry where people deal with high technology and intellectual complexity. The people Capability Maturity Model (P-CMM) aims at providing guidance to organizations that want to improve the way they address the people related issues. It provides guidance on how to improve the ability of software organizations to attract, develop, motivate, organize and retain the talent needed to steadily improve their software development capability. The strategic objectives of PCMM are:

Improving the capability of software organizations by increasing the capability of the workforce;
Ensuring that the software development capability is an attribute of an organization rather than that of a few individuals;
Aligning the motivation of individuals with that of the organization;
Retaining human assets (i.e. people with critical knowledge and skills within the organization

A fundamental premise of the maturity framework is that a practice cannot be improved if it cannot be repeated. In an organization's least mature state systematic and repeated performance of practices is sporadic. The repeatable level of the CMM

The P-CMM describes an evolutionary improvement path from an ad hoc. Inconsistently performed practices, to a continuously mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the work force.

It is intended to help the software organizations to: a) Characterize the maturity of their work force practices; b) guide a program of continuous workforce development; c) set priorities for immediate actions; d) integrate work force development with process improvement; and e) establish a culture of software engineering excellence. It is designed to guide software organizations in selecting immediate improvement actions based on the current maturity of their workforce practices. The P-CMM includes practices such as work environment, communication, staffing, managing performance, training, compensation, competency development, career development, team building, and culture development.

The P-CMM is based on the assumptions that organizations establish and improve their people management practices progress through the following five stages of maturity:

Level 1: Initial

Level 2: Repeatable

Level 3: Defined

Level 4: Managed

Level 5: Optimizing

Each of the maturity levels comprises of several Key Process Areas (KPAs) that identify clusters of related workforce practices. When performed collectively, the practices of a key process area achieve a set of goals considered important for enhancing work force capability.

" In maturing from the Initial to the repeatable level, the organization installs the discipline of performing basic practices for managing its work force. In maturing to the defined level, these practices are tailored to enhance the particular knowledge, skills, and work methods that best support the organization's business. The core competencies of the organization are identified; the work force activities are aligned to the development of these competencies. In maturing to the Managed level, the organization uses data to evaluate how effective its work force practices are and to reduce variation in their execution. The organization quantitatively manages organizational growth in work force capabilities, and when appropriate, establishes competency-based teams. In maturing to the Optimizing level, the organization looks continuously for innovative ways to improve its overall talent. The organization is actively involved in applying and continuously improving methods for developing individual and organizational competence." (Bill Curtis, William E Hefley and Sally Miller; Overview of the People Capability Maturity Model; Software Engineering Institute, Carnegie Mellon University, September 1995)

HRD Score Card

The HRD Score card assigns a four letter rating for each organization on the extent of maturity level of HRD in it. The letters represent the four critical dimensions of HRD that contribute to business performance or organizational performance (for non-profit organizations). These four dimensions include:

HRD Systems Maturity
HRD Competencies in the Company
HRD Styles, Culture and Values
Business linkages with HRD

HRD Systems Maturity

The HRD systems maturity assesses the extent to which various HRD subsystems and tools are well designed and are being implemented.

First the systems should be appropriate and relevant to business goals or organizational goals.
Second they should focus on as well as balance between current and future needs of the corporation.
Third the HRD strategies and systems should flow from the corporate strategies.
Fourth the systems should be well designed and should have a structural maturity.
Fifth they should be implemented well. The employees should be taking them seriously and follow meticulously what has been envisaged in each system. The overheads of implementation should be low. That is the monitoring requirements should be less arising out of the employees taking them seriously.
Sixth the subsystems should be well integrated and should have internal synergy.
Seventh they should be adequate and should take care of the HRD requirements of the organization.

The following subsystems are assessed on the above criteria and depending upon the extent to which they meet the requirements a score is assigned.

Manpower planning and recruitment
Performance Management Systems
Feedback and Coaching Mechanisms
Training
Career development and Succession planning
Job-rotation
OD Interventions
HR Information Systems
Worker Development methods and systems
HR Information System
Potential Appraisal and Development
Other subsystems if any

Each of them is assessed on a ten point rating scale where a score of 10 represents an extremely high level of maturity, 5 represents a moderate level of maturity and 1 represents an extremely low level of maturity.

HRD Competencies in the Corporation

This dimension indicates the extent to which HRD competencies are well developed in the organization. The competencies include knowledge, attitudes, values and skills. The nature of competencies required for each category of employees are listed and assessed on the basis of the HRD audit. The employee categories that need to be assessed for arriving at a rating on this include:

The HRD Staff
The Top Management
Line Managers and Supervisory Staff
Union and Association leaders
Workmen, Operators and Grass root level employees

Each of the groups is assessed on:

The level of HRD skills they possess
Their attitudes and support to learning and their own development
Extent to which they facilitate learning among others in the corporation and those who work with them
Their attitudes and support to HRD function and systems

Internal efficiency of the HRD function (HRD Department) also assessed for this dimension. The dimensions on which the HRD functions internal efficiency is assessed include are assessed.

The following are the questions attempted to be answered again on a 10 point rating scale.

HRD Staff

How professionally qualified are they?
Do they seem to demonstrate adequate knowledge base?
Are adequately trained in the appropriate HRD systems?
Are they sensitive to internal customer requirements?
How good is their skill base in implementing various systems?
Do they demonstrate OCTAPACE values?
Are they quality conscious?
Are they familiar with the business goals of the corporation?
Are they cost conscious?
Are they empathetic?
Do they spend adequate time trying to understand the requirements of all categories of employees?

Top Management

Do they understand HRD and its significance in achieving business goals?
How supportive are they of HRD interventions and values?
Are their leadership styles facilitative of a learning culture?
Are they willing to give the time needed for HRD?
How well do they subscribe to the HRD values like the OCTAPACE values?
How well do they practice HRD values/
How committed are they to create a learning culture in the organization?
Do they invest their time, effort and energies in employee development?

Line Managers and Supervisory Staff

How much do they understand the significance of HRD?
Are they interested and motivated to develop themselves?
Are they willing to spend their time and effort in developing their subordinates?
How supportive are they of HRD efforts?
Do they have listening and other skills required facilitating development of their juniors?

Union and Association Leaders and representatives

How much developmental role are they playing?
Do they see their own role in HRD?
Are they committed to create a learning organization?
Are they willing to promote employee development?
Are they positive in their approach and perceive their own roles a s supportive of organization building?
Do they perceive the significance of Employee development for Organization building?

HRD Function

Adequacy of manpower
Appropriateness of the structure
Cost consciousness of staff
Quality consciousness of the HRD staff
Responsiveness of the HRD department to the needs of employees? Managers, Staff, Workmen, Union Leaders?
Level of Internal customer satisfaction
Internal operational efficiency of the department?
Level of internal synergy among staff?
Are they the first to implement HRD systems? Do they implement them in an exemplary way?

A HRD Competency maturity score is assigned on the basis of the competency levels of all categories.

A* = All categories of employees have extremely high competence base in HRD (knowledge, attitudes, values and skills) and the HRD department has a high internal efficiency and satisfaction levels.

B = The Competence levels of every group is at an acceptable level and the internal efficiency of the HRD department and the internal customer satisfaction are acceptable levels.

D = The competencies of more than one group are below acceptable levels and/or the HRD department is not internally efficient and does not meet the requirements of the minimum internal customer satisfaction.

F = Total failure on almost all the dimensions.

Other scales are on similar grounds as above.

HRD Styles, Culture and Values

The extent to which the leadership and managerial styles are empowering and competence building is assessed by studying the leadership and supervisory styles of top, senior and middle level managers. Specialized questionnaires have been developed for those purpose.

The extent to which the HRD culture and values are practiced and stabilized in the corporation are measured and represented by the third letter. The HRD culture is a culture that promotes Human potential development. It is also a culture that promotes a learning organization. The culture is assessed on a questionnaire and the HRD Climate part of the HRD Audit questionnaire gives an idea of the culture. These need to be supplemented by the observations of the Auditor.

Business Relevance of HRD

This score indicates the extent to which HRD efforts (tools, processes, culture etc.) are driven to achieve business goals or goals of the organization. The business goals include:

Business Excellence including profitability, and other outcomes the organization is expected to achieve;
Internal operational efficiencies;
Internal Customer satisfaction;
External Customer satisfaction;
Employee motivation and Commitment;
Cost effectiveness and cost consciousness among employees;
Quality orientation;
Technology adoption

The HRD system should focus on the above dimensions.

Are the HRD systems aligned towards the above mentioned or other important business goals of the corporation?
Does the HRD staff reflect adequate understanding and commitment to the business goals of the organization?
Are the HRD processes and culture drive employees and the corporation to achieve the business goals and address the business concerns?

The assessment on these issues is made on the basis of the observations and interviews of the auditor with the employees. Similar ratings are assigned for this dimensions.

HRD Audit and HRD Score Card

The HRD scorecard is an assessment of the HRD maturity level of any organization. The score card is resultant of the HRD audit. The external auditors assign such scoring and the HRD audit is the ideal time to assign such scores.

PCMM	HRD Score Card
1. Aims at improving work force practices in software industry	Aims at evaluating and improving HRD competencies in any organization
2. Focus is on software industry	Applicable to all types of organizations
3. Based on CMM models developed for software industry by Bill Curtis and team	Based on integrated HRD systems models and HRD Audit methods developed by Rao and Pareek in India
4. Certification available	Certification available as HRD Auditors
5. Focus is on People and HR practices	Also focuses on People and HR practices
6. Based on Quality, TQM and process improvement models	Based on HRD - HRD strategies, structure, competencies, styles, and culture and takes into consideration Quality concerns and OD
7. Conceptualizes the organization as passing through five maturity levels, one superior to the other and describes process areas of each level	Does not believe that organization could be classified into any one stage or level, assumes that any organization could be assessed on a 10-point maturity scale on any given dimension
8. Assesses an organization in terms of levels	Gives a letter grade to the organization on each of the five dimensions
9. Focus is on improving software organizations and their capabilities	Focus is on bringing more professionalism in HRD and aligning or realigning HRD with business goals.
10. Comprehensive from the point of view of software industry	Comprehensive from the point of view of HRD systems, practices and business linkages
11. Well defined Key Process Areas at every level	Well defined HRD systems in the HRD audit questionnaire - but levels not specified
12. Levels well defined	Levels broadly indicated
13. Useful to improve and institutionalize software development capabilities through people practices	Useful to improve HRD competencies (strategies, structure, systems, people competencies) of any organization
14. Provides guidance to move from one level to another	Provides insights into strengthening HRD and making it more business driven

Contributed by G.Uppiliappan

Copyright

Mr. G.Uppiliappan
M.Tech., DTQM., PGDOR., MISTE., MISTD., MIAAP.,

About the Author

Mr Uppiliappan is basically a Chemical Engineer. He has done his Master of Technology in HRD from Ministry of HRD, Govt of India.

He has got many laurels to his credit. The most prominent being : He is a university ranker in both his UG & PG & Gold Medalist. He has received the Best Quality Culture award for the years 2002 awarded by the Quality Institute of India.

Currently he is working as a Senior Officer–HRD at Thirumalai Chemicals. He has got 3 years of experience in Chemical Industry in manufacturing side.

Contact: hrd@...

Reference

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#48 From: "HR Era" <rajeev@...>
Date: Sun May 18, 2003 7:32 pm
Subject: Issue # 37, HRD Scorecard vs. PCMM abs444
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HR Era, Issue # 37, May 19th, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space

2. The HRD Scorecard and PCMM : A Comparison - by G.Uppiliappan

3. Tomato Soup for the Soul

4. New Members

Alwyn Misquith, Mili Saxena, Parul Marya

5. Information from Members : Dr. Shanti, International Trainer

6. My Favorite Quotes - by Ruchih Gupta

7. Credo - sent by Priyanka Gupta

8. Readers' Forum

Help on: Training on Improving Attitude of Employees - Vijay Sheoran

9. Best HR Jobs (India)

10. HR Training Programs

1. Moderator's Space

Dear Friends,

My co-moderator, Alka, has deserted for 24 days. So I am editing her issue.

warm regards

Rajeev B Bhatnagar

Rajeev@...

Go Top

2. The HRD Scorecard and PCMM : A Comparison -

by G.Uppiliappan.
M.Tech., DTQM., PGDOR., MISTE., MISTD., MIAAP.,

[This issue's feature article compares Dr. TV Rao's HRD Scorecard with PCMM.

The article is sent as a supplement to this issue because you may like to preserve it. To read it at HR Era's website, please Click Here .

Regards]

Go Top

3. Tomato Soup for the Soul

A man and a woman who have never met before find themselves in the same sleeping carriage of a train. After the initial embarrassment, they both manage to get to sleep; the woman on the top bunk, the man on the lower.

In the middle of the night the woman leans over and says, "I'm sorry to bother you, but I'm awfully cold and I was wondering if you could possibly pass me another blanket."

The man leans out and with a glint in his eye said "I've got a better idea ... let's pretend we're married."

"Why not," giggles the woman.

"Good," he replies. "Get your own blanket."

From the Net

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4. New Members

Alwyn Misquith, Manager (HRM), BPL Group of Companies, Bangalore

Alwyn has completed his MSW and then PG Diploma in Business Management. He has 14 years' well-rounded experience in HR Field - covering Recruitment & selection, HRM, HRD, Industrial Relations, General Administration.

He has Passed NCC Naval Wing 'B' and 'C' Certificates & completed NCC training as Cadet Captain. Represented Karnataka and Goa State Directorate at Annual Republic Day camp and Prime Minister's rally held at New Delhi in 1986 as Gentleman Cadet.

Alwyn's objective is to seek challenging positions where strong sense of responsibility and commitment are the base.

Contact: alwyn_misquith@... Tel : 080-552-4110; Mobile: 98442 45911

Mili Saxena, Associate Project Manager, Jobsahead.com

Hi All

I have an exp of 3.9 yrs in the field of HR & Recuitments . Looking fwd to enhancing my knowledge by sharing ideas related to HR.

Regards
Mili

Email: mili_saxena@...

Parul Marya, PGDBM (1st Year)

hello,

Thank you for making me part of ur group HR Era. For students like me its a great learning experience to interact with professionals in HR and learn more and more about HR by interacting with experienced people.

Email: parulmarya_chetana@...

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5. Information from Members : Dr. Shanti, International Trainer

Shanti is an international training consultant in Marketing, Sales and Behavioral Skills, with over 20 years of experience in Education Business Management.

She has served on the advisory board of several universities and has presented papers in international conferences and participated in several international fora. She is an internationally acclaimed motivational speaker and has held senior positions in management in a Global Training Organization.

Holds a Bachelors degree in Public Relations and Masters degree in Business administration. A Peace educationist, has been commissioned as a Special Ambassador of Peace, RDPCP.

Has held positions as President, District Co-Chairman and Director of the Rotary International District 3230.

A qualified pianoforte teacher from the Trinity college of Music London, a Doctorate in Divinity, she is also trained counselor. She bring with her rich lived-in experience of the corporate world mixed with passion for teaching and training. She is the Founder President of Prashanti
International Center for Peace.

Shanti is head of "The Workshop": in the business of training Teams in Organizations, Schools and Universities, building customized training solutions, towards enhanced productivity. She counsels and coaches individuals as well. She facilitates taking ideas to market.

Partial list of the Organizations/teams trained:

Neyveli Lignite Corporation -on Team Building for senior Engineers.
McKinsey's off shore development factory - Visual Graphics, on Team building
Ashok Leyland Finance Ltd- training on selling skills for Area Managers
Workshop on selling skills for Effective CRM for Madras Management Association.
Workshop on effective CRM for Academy for Management Excellence students of the MBA program.
Team building module for the Plantation managers of Parry Agro Industries Ltd.
Training in Selling Skills for Textile Engineers - Coimbatore.
Brand Building module for Students of Management LIBA
Anna Adarsh College staff and students on Career planning and Goal Setting
Training for Teachers and Staff of CSI Schools...Goal Setting
Customer services management for RPG Cellular
MTI Consulting Srilanka- Professional Selling Skills
Sriram Investments Ltd - Selling Skills
RPG Cellular on Team building and professional effectiveness
Schlumberger, school Internet connectivity program
Sports Authority of India -Team building and professional effectiveness
Over 100 schools trained, on Tutor's Tools, a Professional Effectiveness Program for teachers.

Offer customized workshops for Cross Cultural Adjustments, Communication and interpersonal skills, Leadership programs for senior management, Sharpening people skills, Stress Management, Time Management and other soft skills and behavioral development.

Contact number
Hand phone- 9840080556
e mail: shantims@... , shantims@...

Go Top

6. My Favorite Quotes - by Ruchih Gupta

"Work Hard Play Hard"

Thanx
Ruchi

Sent by Ruchih Gupta
Email: ruchih.gupta@...

Go Top

7. Credo - sent by Priyanka Gupta

Hi

I am Priyanka Gupta, working at Birlasoft. I am a member of HR Era also. To Repeat My personal Details : I have taken admission in SCMHRD, Pune for MBA in HR, and will be leaving for the same soon. Here are the quotes That I want to contribute:

* There is no such thing as a self-made man. We are made up of thousands of others. Everyone who has ever done a kind deed for us, or spoken one word of encouragement to us, has entered into the makeup of our character and our thoughts, as well as our success. -- Adams, George Matthew

* I dread success. To have succeeded is to have finished one's business on earth, like the male spider who is killed by the female the moment he has succeeded in courtship. I like a state of continual becoming, with a goal in front and not behind. -- Shaw, George Bernard

* Many people have the ambition to succeed in their work; they may even have special aptitude for their job. And yet they do not move ahead. Why? Perhaps they think that since they can master the job, there is no need to master themselves. -- Stevenson, John

* What is fame? The advantage of being known by people of whom you yourself know nothing, and for whom you care as little. -- Leszczynski Stanislaus

* Hope is not the conviction that something will turn out well but the certainty that something makes sense, regardless of how it turns out. -- Vaclav Havel

* The only man who behaved sensibly was my tailor; he took my measurement anew every time he saw me, while all the rest went on with their old measurements and expected them to fit me. -- George Bernard Shaw

thanks and regards

Priyanka

Sent by Priyanka Gupta
Email: priyanka.gupta@...

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8. Readers' Forum

[Please email your replies directly to member asking the question with a copy to us at Alka@... for publishing. Email new questions directly to us. ]

Help on: Training on Improving Attitude of Employees

Dear Friends

I would like to request you to please give some information on " How to impart a day long training program on the the attitude of employees in an organization?".

To be more specific, i would like to have the following things included in the article..

1. Presentaions to show and tell the employees that what is attitude and how does it help the HR function in an organization ?

2. Programs and training aids which may be effective in finding out the attitude of a particular employee or of a group as such ?

3. How to develop a positive attitude in the employees of an organization?

These queries have been disturbing for quite some time and i have not been able to find some concrete sloution on the web as well as books and after having long discussions with the Prof's also...

Help on the above will be greatly appreciated.

Regards and thanks
Sheoran

Email: vijaysheoran@...

P.S :

I am a First Year student of National Institute of Management Calcutta, which is an Army Institute under the ageis of Army Welfare. I would be pursuing HR as my major in the MBA. I opted for HR in MBA after completion of computer engineering from Sikkim Manipal Institue of
Technology.

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9. Best HR Jobs

[Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 2000 HR professionals for free]

HR Manager and Assistant HR Manager for Mumbai

For our client, a leading engineering giant we need the following qualified HR professionals:

1. HR Manager for Mumbai

MBA Batch of 1994-1997 from a good management school
Complete Exposure to TRAINING and HR issues
Salary around 7-10 lacs p.a plus perks

2.Assistant HR Manager for Mumbai

MBA Batch of 1997-1999 from a good management school
Exposure to training and hr issues
Salary around 3-5 lacs p.a

please send us your cvs ASAP for these positions clearly indicating the salary details also.

Best Wishes

Bala

Email: aabm2k@...

Senior Executive / Asst. Manager - HR(Corporate) / HR (Plant)

Hi

Our client - a leading manufacturing house in Mumbai, is looking for HR professionals for its Corporate office & multiple plant locations in Maharashtra & Gujarat.

1] Senior Executive / Asst. Manager - HR(Corporate)

LOCATION: MUMBAI
Candidate to have 5 - 7 years experience preferably in Corporate HR with an organisation having
multi-location manufacturing set up.
Reporting to : Manager HR

2] Senior Executive / Asst. Mgr - HR (Plant - Multiple Positions)

LOCATIONS: MAHARASHTRA & GUJARAT
Candidate to have 5 - 7 years experience preferably in HR/IR with an organisation having multi-location manufacturing set up.
Reporting to : Manager HR

Requisites for all the positions:

Qualification: Post graduate qualifications in HR from reputed institute (Symbiosis, XLRI, TISS, XISS)
Yrs of experience: 5 - 8 Yrs
Age: Not more then 32 yrs(between 30 - 32 Yrs)

Interested candidates pls send in your profiles in doc format to deecute2@...

Thanks !

Best Regards
Deepa Nachnani
Pune

Email: deecute2@...

Consultant / Associate Consultant - IT Recruitment Practice, Chennai

Company: Peopleone Consulting (I) Pvt. Ltd.

Role : Account Manager for large clients, will be responsible for end to end recruiting solutions for the IT industry.

Require people with strong background of working as Recruiters from IT Consulting firms / Software Industry background (min 1-2 yrs). They should possess technical competency (atleast min. required level to evaluate profiles & candidates on the technical capability).

Pls. write to me or reach me.

Yours sincerely,

VJ PRIYAN
Head - IT Practice
People One Consulting (I) Pvt. Ltd.
(J P Morgan Partners Funded venture)
Mobile : +91 98410 12024
Phone : +91 44 2820 6694 to 96 / 2823 5661/62/76 extn..42
Email : priyan@...
URL : www.people-one.com

"Get a new rhythm in your life"

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10. HR Training Programs

[Free Service: Training Organizations can email details of their training programs to Alka@... . We reach them to 2000 HR professionals for free]

Balanced Scorecard - Translating Strategy into Action, June 6-7, 2003, Mumbai

Dear Friends,

In our pursuit to equip Indian Management with most upto date business practices we have been on an ongoing basis conducting workshops on balanced Scorecard, aligning Hr to Strategy & Activity Based Costing.

Our next workshop schedule is:

BALANCED SCORECARD - TRANSLATING STRATEGY INTO ACTION - 6th & 7th June 2003 at The Orchid Mumbai.

We would as usual be restricting theparticipants to 12 only.

Should any of you wish to receive the e-brochure, I would be pleased to mail them to you.

Thank you for your support.

Best regards,

Ajai Singh
CEO
Organization Transformation International, India
Tel: 91-22-26366164
Tel/Fax: 91-22-26366286
Handphone; 91-98201.58285

Email: ajai_singh@...

Unleash the Power of Teams, Get the Competitive Edge.
INSTITUTE OF HRD
BANGALORE

Presents
A Two Day Workshop on
Leadership & Team Building Skills
On May. 30 & 31, 2003, at The Atria Hotel, Palace Road, Bangalore-1

We are pleased to in form you that Institute of HRD will be organizing a Two Day Workshop on " Leadership & Team Building Skills" for the benefit of Managers, Executives, Coordinators and Team/ Project Leaders on 30 & 31 May 2003 at The Atria Hotel, Palace Road, Opp. Maharanis College, Bangalore 560 001. India.

The workshop will focus on:
* Role of Effective Leadership In Modern Organizations.
* Understanding Leadership Styles.
* Transactional & Transformational Leadership.
* Leadership Competency Model.
* Creating Synergy with Teams.
* Forming Effective Teams.
* Skills for Effective Team Work.
* Creating a Team Work Culture in Organizations.
* Communication & Interpersonal skills in Teams.
* Problem solving and Decision making in Teams.

Eminent faculty from Corporate Sector will be Resource Persons. In case you need a printed brochure kindly give us your complete postal address.

For more details contact : J.Reuban (Phone: 080-3436406)

Regards

J.Reuban
Coordinator

INSTITUTE OF HRD
# 12, I Floor, 80 Feet Road
Near UTI Bank
R.T.Nagar Post
Bangalore- 560 032, India
Phone: 080-3436406, E-mail: ihrd@...

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#47 From: "HR Era" <rajeev@...>
Date: Sun May 11, 2003 5:51 pm
Subject: Issue # 36, Working Women - Survival Strategies abs444
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HR Era, Issue # 36, May 11th, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com . Visit our website at http://hrera.com
Contents 1. Moderator's Space 2. Eight Survival Strategies for Working Women – by Rajeev B Bhatnagar
1. Moderator's Space Dear Friends, Kindly send your views, opinions, & comments on the subject of this article. I know it is debatable as well as interesting. warm regards Rajeev
	2. Eight Survival Strategies for Working Women – by Rajeev B Bhatnagar "Where women are respected, Gods reside there." - Rig Veda Story Line "Wake up the children, cook for them & Surendra (husband), send kids to school and him to office, then I get ready, pack my lunchbox and catch the train to office. Buy vegetables on the way back in evening, cook dinner, eat & drop to sleep. Rajeev, life has become very mechanical," Madhu told me. She had painted a picture of the last 10 years of her life - at least of 85% days in those 10 years - when I met her after that many years.
Doing Double Shifts The proportion of Working Women, who have chosen a full-time career, is increasing very fast in the work-force. All Working Women actually have to cope up with two full-time jobs. First is their full-time career in office or factory where they are expected to perform as well as the men around them. Second is women's traditional role of running a house hold and making a home out of it where the expectations are to same as from the traditional full time house-wife. Stress: Source & Effect Two full-time jobs, both with high expectations, definitely put the modern Working Women under high & sustained stress. No wonder when another colleague said, "I am so tired when I reach home on most days that I just eat whatever is available (cooked by mother-in-law), lie down in the bed, talk to children for 10 - 15 minutes, and pop-off to sleep". She is luckier than, because MIL takes care of her 2 kids and husband is grown-up! "I Choose Stress" In spite of high & sustained stress that Working Women face, over-whelming majority of them do not want to go back to being a full-time house wife or home-maker. Let us accept this fact and leave the reasons for their choice for the time being. East or West …. The challenges Working Women face - having two fulltime jobs, high and sustained stress - are similar across all countries. Gary Dessler writes typifying the American situation, "… the responsibilities of raising the children and managing the household still fall disproportionately on women." (1) In the western countries also Working Women are expected to perform the duties and roles of the full-time house-wife. Similarly, having an elderly parent or a domestic help in house may reduce the burden but does not remove it completely. There can be difference in degree of challenge but not of kind. Eight Survival Strategies There are some of the strategies that Working Women have found useful to successfully manage their two jobs, reduce stress levels, and reduce to guilt feeling that they may be neglecting their families. Here are five which Peg Jordan (2) listed recently: Strive for balance, not perfection: Decide what is important and prioritize that list. Take up the top priorities in the allotted time and let the rest go until tomorrow. In other words, learn to live with the "undone". Gather your team: You are the CEO of your household, so recruit co-operative players. Divide important tasks and get a "buy-in" from your husband, children, parents / in-laws and anyone else that can lend a hand. Don't neglect self-care: You deserve it! Give yourself a facial, take a milk bath, drink the fruit juice you love, … Practice Good Humor: One of the signs of doing too much is losing your sense of humor. Find the crazy side of your day and learn to laugh with good friends. Adjusting your attitude this way will put you in good mood, help you smile and relax. Choosing humor does not give you any advantage over others; it is just that you choose to see the cup as half-full rather than half-empty. Set your limits: Even the most well managed Working Woman needs to say "No" to being overloaded. This applies to both work as well as home. There comes a point where you should not try to improve your ability to cope with overload of stressors - instead you should learn to be assertive and say you have had enough. A few of my (women) colleagues have added three more strategies which they find useful: Learn to relax: Go out on Sundays & holidays with your loved ones. In these outing, eat out, or visit friends & relatives, or go to a party, or hold one yourself, or visit a park or a place. Take a break, plan and take your annual holidays. Share your feelings: Tell your husband & other family members when you are overloaded at work. This is likely to make them more considerate and accommodating towards you. Exercise regularly: The minimum requirement is 12 minutes per day, at least 3 days a week! Sound easy! The above 8 strategies can help working women to have the best of both worlds - work they enjoy and families that they love! Role of Human Resource Over last 50 years there is a steady increase in proportion of Working Women in workforce worldwide and has reached 40% in the USA. However, in historical time frame women in workforce are relatively new social phenomena, partly a result of Women's Lib Movement of 1960s in West. HR Professionals need to understand the Working Women's situation and empathize with them. They have a definite role in sensitizing others to it when they find the scales tilted against Working Women due to unrealistic expectations. There is need to create "family friendly" workplaces. Working Women have untapped potential for contributing in workforce. In fact two studies found "that women scored significantly higher than men on all measures of transformational leadership."(3) Most of us will agree that full utilization of human potential is the aim of HR. Our Value System I began this article with a quote which is over 3000 years old. Please review it because it is actually a "Value Statement." Irrespective of how far the external reality & our internal reality is from the quote, we as a society have to move in the direction indicated by the Quote. References: (1) Human Resource Management, Gary Dessler, 8th Edition, Page 368-369 (2) Peg Jordan in The Hindu dated May 4th, 2003 (3) Gary Dessler, Page 274 (4) When Mothers Work: Loving our Children Without Sacrificing Ourselves: Joan Peters Contributed by Rajeev B Bhatnagar, Dy General manager, Larsen & Toubro Limited, Chennai. Email: Rajeev@...
Copyright (C) 2003 by HREra.com

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#46 From: "HR Era" <rajeev@...>
Date: Sat May 3, 2003 6:43 pm
Subject: Issue 35, Gaining from Exits abs444
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HR Era, Issue # 35, May 3rd, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space

2. Managing in the New Millennium - Conducting Exit Interviews - by Sanjeev Sharma

3. Tomato Soup for the Soul

4. New Members

Lora J. Adrianse, P Jayesh Menon, Sandeep Khare

5. Ads from Members : National Compensation Survey Report for Software Industry

6. My Favorite Quotes - by M K Jain

7. Making a Difference! - sent by Neeraj Narang

8. Leveraging the Exit Interviews - by IVNS Raju

9. Best HR Jobs (India)

1. Moderator's Space

Dear Friends,

Sorry for delay. Our computer had crashed. We have lost few Intros of New Members, few articles.

Cause appears to be a virus that came to Rajeev@... . Then the support from manufacturer was grudging. The manufacturer is "Box."

warm regards

Rajeev B Bhatnagar

Rajeev@...

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2. Managing in the New Millennium - Conducting Exit Interviews - by Sanjeev Sharma

The exit interview is a critical responsibility shared by every organization. While separation is always difficult, an well-organized exit interview can help the employee transition through an emotional time. The reason for separation may be the result of dismissal, retirement, layoff or resignation. Regardless of the reason for separation, an exit interview should be conducted. At the very least, in the cases of voluntary resignations, retirements and dismissal for lack of performance, the exit interview should always be conducted.

When the decision is made to terminate the employment of an individual it requires that care must be taken in addressing the situation with the increased amount of litigation. Employers often find themselves skating on thin ice. Careful attention to the planning of the exit interview (also referred to as the separation interview) can improve the effectiveness of the process and reduce the chance of legal difficulties later.

While attrition is a natural process for organizations, replacing employees is expensive. The cost goes beyond merely placing an advertisement for the opening in a newspaper. It includes training a new employee, staff time for selecting a new employee, lost productivity while the position is open and lost productivity until the new employee gets up to speed. Understanding why people voluntarily leave the company can provide an opportunity for the firm to make changes to reduce turnover rates -- and reduce the associated costs.

Reasons For Conducting The Exit Interview

The exit interview serves a number of important functions. When trends in voluntary separations are tracked, the firm may be provided a valuable heads up concerning discrimination problems. If a trend reveals an inordinate number of women and minorities are resigning, there could be a lack of advancement opportunities. By exploring these issues through exit interviews, the company can learn about the issue and take corrective action.

Valuable feedback concerning training and development can be obtained during the exit interview. If employees feel they are not properly trained to perform the responsibilities of their jobs, they may leave. Or some may leave when they perceive there is a lack of opportunities for future positions.

Using the exit interview effectively can also provide the company with valuable feedback concerning benefits and compensation. This can be both negative and positive. It is equally important to know what employees’ value and what they would like to see changed. The organization can provide a more competitive compensation and benefits package if they utilize this feedback.

The public relations aspect of the exit interview is equally important. The interview is an opportunity for the employer to end the employee's time with the company on a positive note. A new relationship with the departing employee may be created. As the employee departs with positive feelings about the organization, this will be communicated to remaining employees, the local community and future employees. The end result may even be ease of recruiting future applicants.

Conducting The Interview

Human resource managers are a critical part of the separation process. Exit interviews are traditionally conducted by human resource staff members with the knowledge and input of the direct supervisor of the departing employee. Using human resource staff as interviewers, improves the chance employees will open up and provide more valuable feedback.

There are a number of key issues to keep in mind. The interviewer should always begin the process on a positive note - perhaps by offering a thank you for the employee's service to the organization. The employee should be notified of any outplacement services available. And above all, the employee should always be treated with dignity and respect. The interviewer wants to ensure the basic administrative tasks are performed during the exit interview. This is the time when the employee receives the final paycheck (or is informed of when to expect the final paycheck). A forwarding address should be obtained and where appropriate, the name and address of the new employer.

Employees should also be informed of their vacation and benefits payments.

This is the opportunity to retrieve all keys, badges, identification cards and other company property as appropriate. This may include company cars, credit cards, computers, cellular phones, fax machines, etc. Personnel files should be checked to ensure all company property issued to the employee is retrieved. The primary key to an effective exit interview is preparation. The planning becomes an essential component of success in conducting the exit interview. Interviewers should plan out issues to be covered and the questions to be asked. Structured interviews are recommended with the use of questions prepared in advance.

What did you most enjoy about your job?
What did you least enjoy about what you were doing?
What did you like about the management style at the company?
What did you dislike about the management style at the company?
What would you have changed at the company if you had been given the opportunity?
Is there anything that would have resulted in your staying with the company?
What is your new position providing you differently from your position here?

The exit interview should never be started with drilling an employee on the reason for leaving. It is more effective to build up to this information by putting the employee at ease first and then exploring critical areas.

Probing For Reasons

Interviewers usually want to determine the real reasons voluntary separations are leaving. This provides an opportunity to make changes - particularly when the separation may also be impacting other people. For example, management is often cited as a common reason people leave the organization. It is good for the firm to know the reasons so they can take corrective action.

To mine the exit interview for the gold that is available, the interviewer must move beyond the basic information. It is critical to get beyond the "politically correct" reason that the majority of employees provide when leaving a position.

The critical portion of the interview should probe the employee for feedback about the working conditions and how they might be improved. Many employees, however, are reluctant to provide this information. This reluctance often stems from the concern over negatively influencing future job references.

The interviewer might ask the employee if he or she would like the company to provide a reference for a future employer. The offer should only be extended, however, if the organization is willing to provide a favorable recommendation. This often helps put the employee at ease.

Then the interviewer might explore the timing of the departure. That is, reasons why the employee chose to leave at this time may be important. This will determine if conditions changed or things just came to a head.

The interviewer should be exploring common threads across all employees leaving the company. Of special concern are the new hires that leave the company after a relatively short period of time. This information can signal hiring problems - if employees are mismatched with their skills or if realistic job previews (RJPs) are not used. If an inaccurate picture is painted of the job, employee expectations will not be met and turnover often results.

If the company is willing to rehire the employee, this should be explicitly stated at the conclusion of the interview. Sometimes the grass is not really, greener on the other side of the fence and employees regret leaving their jobs. The door should always be left open for those employees who would be welcome to return to the organization. In some cases, the interviewer might even explore options for part-time or temporary work rather than lose a good employee altogether.

At the conclusion, the employee should be asked if there is any additional information he or she would like to shire. This is also a chance to ask the employee to recommend people to be hired.

With the recognition exit interviews can provide an opportunity for valuable feedback, new approaches are being used. Trends in exit interviews today include outsourcing and computerized surveys. Some companies have opted to delegate the exit interview to a third party firm that specializes in conducting these interviews. The rationale is departing employees may be more open and honest with an objective third party. These interviewers are often trained in asking probing questions and can elicit more information.

Follow-up interviews are more likely to be conducted by mail or telephone today. Some companies are waiting three to six months before conducting their exit interviews. For this reason, some companies have opted to use a six-month follow-up exit interview. The rationale is the more time that passes, the more objective the feedback

Computerized surveys are being utilized on an increasing basis. These are designed to elicit the same information as the more traditional pencil and paper questionnaires. The survey can then be submitted electronically at the employee's convenience.

The information solicited from the exit interview is only valuable if it used. It must be disseminated to the appropriate people within the organization and then actually used to make positive changes. Otherwise, the company has missed a valuable opportunity.

Contributed by Sanjeev Sharma

Contact: sanjeev_sharma_himachali@...

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3. Tomato Soup for the Soul

A dress is like a barbed fence
It protects the premises without restricting the view

Behind every successful man, there is one woman
and behind every unsuccessful man, there are two.

A good discussion is like a miniskirt
Short enough to retain interest and
long enough to cover the subject

Sent by Saurabh R Bhatnagar
Contact: Saurabh12@...

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4. New Members

Lora J. Adrianse; Independent Coach, Consultant, Facilitator; USA

Lora attributes the strength of her foundational beliefs and values to Rich DeVos cofounder of Amway Corporation, for his integrity, wisdom, and motivation. She has served for over 28 years in various capacities within Amway/Alticor Corporation - including customer service, training & development, coaching & mentoring, general management roles.

Now she is an independent coach, consultant and facilitator. Lora works mostly with businesses, managers at all levels, and highly motivated individuals who want less friction and more sustainable success. She also coaches small groups as a 'not-for-profit' venture due to her personal commitments.

Lora believes that "anyone can have or do whatever they want, if only they want it badly enough".

Contact: Essential Connections; Your partner in developing Your self, your staff, your business

Phone: 616 956 5662
Email: coach@...
Website: www.connectionscoach.com

P. Jayesh Menon, Assistant Manager, DishnetDSL, Chennai

Message: I expect to interact more with HR Era members

regards
Jayesh

Jayesh completed PGDBM from EMPI Business School, Delhi in 2001 and is also a certified Brian Tracy Worldwide Trainer. He is 26 years young & has a rather unique designation: Assistant Manager (People and Culture) in his Corporate Office. The bottom-line in his message is "Whatever your mind can think and conceive you can achieve".

Contact: menon@... , Ph : 91-44-431 3001-15 Ext :1351, Dir:044-24313064, Fax : 91-44-435 6564

Sandeep Khare, Engineer(IT-Communication), NTPC, Faridabad

Message: I hope , i will be highly benefited by the ideas and suggestions of HR ERA.

Regards
Sandeep

Sandeep secured 15th position in UP State Merit List in class Xth and 18th Position in UP State Merit List in class XIIth. He passed out BE in electronics and communication from REC , Jaipur in YR 1999 and joined NTPC through Campus Placement.

Sandeep says he is "not a HR guy" by profession but he actively participate in HR forums and discussions in his organization and quite involved in HR affairs. He is working with HR from last 3 and half year and solely looking after the responsibilities of VSAT communications system , Network Design , management and troubleshooting along with Network Security.

Contact: sandeep@...

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5. Ads from Members : National Compensation Survey Report for Software Industry

Increments due!!?? As we step into the next fiscal, its time to have a salary revision. It’s a time when your employees come asking what’s the new figure on the pay-cheque. It’s a time when you have the best opportunity to maintain employee equity.

As you take the bold step of revising salaries, you need information that is updated, reliable and easy-to-use. To ease your task of developing new figures on pay-cheques, MAP brings to you the National Compensation Survey Report for the software industry.

The National Compensation Survey Report provides details on salary w.r.t :

Size of organization
Location of organization
Nature of companies

For every position, you receive detailed analysis for all the above 3 parameters. The data is available on 27 benchmark positions. Information updated as on March 2003.

The National Compensation Survey report helps you decide salaries for all your offices in India. Save your time. Pick a copy of the National Compensation Survey Report.

Place your order at : hrconsultancy@... or call : 91-22-2591 3310 / 2590 1053.

Regards

Mansi L. Sawant

Management And Productivity (Consultancy) Services
202, Building 4, Kukreja Complex, L.B.S. Road
Bhandup (W), Mumbai - 400078, India
Ph. : 91-22-2591 3310 / 2590 1053
Website : www.mapconsultancy.com

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6. My Favorite Quotes - by M K Jain

"Every small thing done perfectly leads to perfection."

Sent by M K Jain
mkjain@...

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7. Making a Difference! - sent by Neeraj Narang

The following is the philosophy of Charles Schultz, the creator of the "Peanuts" comic strip. You don't have to actually answer the questions. Just read the e-mail straight through, and you'll get the point.

1. Name the five wealthiest people in the world.
2. Name the last five Heisman trophy winners.
3. Name the last five winners of the Miss America contest.
4. Name ten people who have won the Nobel or Pulitzer Prize.
5. Name the last half dozen Academy Award winner for best actor and actress.
6. Name the last decade's worth of World Series winners.

How did you do?

The point is, none of us remember the headliners of yesterday. These are no second-rate achievers. They are the best in their fields. But the applause dies. Awards tarnish. Achievements are forgotten. Accolades and certificates are buried with their owners.

Here's another quiz. See how you do on this one:

1. List a few teachers who aided your journey through school.
2. Name three friends who have helped you through a difficult time.
3. Name five people who have taught you something worthwhile.
4. Think of a few people who have made you feel appreciated and special.
5. Think of five people you enjoy spending time with.
6. Name half a dozen heroes whose stories have inspired you.

Easier?

The lesson:

The people who make a difference in your life are not the ones with the most credentials, the most money, or the most awards. They are the ones that care. Pass this on to those people who have made a difference in your life. Don't worry about the world coming to an end today. It's already tomorrow in Australia." (Charles Schultz)

Sent by Neeraj Narang,

Email: neeraj.narang@...

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8. Leveraging the Exit Interviews - by IVNS Raju

Individuals generally sound positive while attending the employment interviews and they generally share some critical feedback while exiting the job. The data from both the entry and exit points of an individual in any business organization becomes invariably a part of the organizational
knowledge.

Why Organisations neglect to use Exit Interviews

It is unfortunate that very few organizations use Exit Interviews as tools to enrich their organizational knowledge. If one tries to understand the reasons for this, all or some of the following significant issues would surface (the list is only suggestive):

1. Leadership is mostly situation driven
2. Work Processes are not upright
3. Fear of failure as a major driving force behind performance
4. Obvious efforts individuals make to become independent in the essentially interdependent work processes and work culture.

Behaviours in Organisation need to be Observed

It is those organization that have succeeded in addressing the above issues effectively finds the utility, rather essentiality, of conducting exit interviews. Organisations become knowledgeable only when they can use each opportunity that crops up in the form of behaviours exhibited by its
employees such as:

1. Dissent
2. Unusual behaviour in the work place
3. Adopting practices that are against the work culture
4. Becoming a passive performer
5. Sudden bursts of creativity and
6. Separations

Interestingly separations are either a culmination of all that was stated above or they are just career betterment decisions independent of the statements made so far. In any case, if organizations can conduct Exit Interviews as professionally as they do the employment interviews, they can get astonishing data about practices people adopt while confirming to the rules of the organisation!! I have tried to enumerate a few below:

1. Tit-for-tat actions
2. Techniques to deal with aggressive people.
3. Tricks adopted to expose persons who are actually non-performers but make claims of achievement
4. Identifying and fixing Credit Grabbers
5. Technology used to bar some people from accessing/using data, tools, etc.
6. Funny and Innovative names given to significant people and their relationships that convey subtle meanings.

Prerequisites for conducting the Exit Interviews:

1. People shall have faith in the HR processes of the organization
2. One of the Top Executives of the Organisation as one of the Interviewers.
3. Conducting Exit Interviews without fail and ensuring that the data collected is put to use.
4. Make work processes especially the Recruitment, Job evaluation, Internal and External Customer Orientation processes compatible to use Exit Interview Data.

Tips for conducting the Exit Interviews professionally:

1. Make it a Knowledge-focused interview with non-threatening questions like

May we know what prompted you to do so?
We are eager to know how you did it?
It is surprising; please tell us how did you acquire these skills?

2. The Exit Interview process must, at every stage ensure that a feeling of "Win-Win" emerges from both the people representing the organization and the exiting employee.

3. It is an established fact that organizations seek the help of external experts to ensure that they get the best individual to man the job. Similarly if organizations can use the external expert as one of the exit interviewers, the process gets a booster and can become more objective.

4. Exit interviews work best when they are done face-to-face rather than questionnaire administration and making it a must for getting relieved from the services.

5. When separations are emotionally charged the Exit Interview shall be effective only when it is held after one or two months so that the employee regains the emotional balance and will be able to reflect on the reasons lead to his/her separation which means that the responses of the individual are more likely to be honest.

6. Allow the individuals to speak more about them that indeed will provide key information as to how they have managed the negative forces etc.

7. Use Exit Interview as a tool to build a parting relationship. It is not with a fear that some separations may end up in courts of law but with a future purpose in mind. It is likely that the outgoing employee or his/her acquaintances are needed for the business. Or organisations may as well hire him/her later.

8. Having listened to and also conveyed to the outgoing employee what could be possible if he or she chooses to remain in the employment the interviewers shall be empowered to take a decision or at least recommend either for retaining or appointing at a higher level or any other action.
Some Exit Interviews have the potential to open up entry points afresh!

9. Remember that the outgoing employee is now an expert in some job or other and acknowledging this fact makes him/her happy. Probably this is best way to conclude the process with sincere wishes.

Contributed by IVNS Raju

Contact: raju_ivns@...

Officer In-charge, NDDB Training Center, Erode - 638316 (TN-India)
Phone:0424-2533584 (O), 0424-2535194,2533564 (R)

Love is perfect only when shared without any kind of anticipation in return. It is in such
love that the God manifests.

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9. Best HR Jobs

[Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1800 HR professionals for free]

Manager - HR, Gandhinagar

Hello,

We are looking for an HR professional (Manager) for our Govt. of Gujarat Based organization. The person must be proficient in Labour Laws and HRM and should have an experience of around 5-8 years in a medium or large organization. Working knowledge of Gujarati and fluency in English is desirable. Compensation will be the best in the industry.

With Best Regards,

Sonia K. Nair
Senior Manager - P&A
Gujarat Water Infrastructure Limited
Block No. 1, First Floor
Sector 10, Gandhinagar - 382010
Phone # - 0793232282
email: sonianair@...

Freelance Trainers

Dear Friends,

I am looking for the Trainer's who are specialised in conducting soft skills, Behavioural & Attitudinal Programmes.

As I am involved in offering above said programmes for various corporates, I would like to take the services of few external trainers who are available on assignment basis. Anybody interested, do send the profile to my ID: vinodvariar@... .

Looking for the positive response at the earliest.

With regards

Vinod Variar

HR Professional, Bangalore

Hello,

We have a URGENT requirement for a HR Professional in an TOP MNC IT COMPANY IN BANGALORE with the following specifications:

Post Graduate degree in HR/BS/org behaviour/ personnel management from a good institute;
Min 4 to 5 years of work experience in a software industry;
Currently working in a reputed Software company.
Competency domains - Training and recruitment.

Request you to please forward the profiles to ethos@...

Since this is a URGENT requirement, please send the CV's ASAP

Ethos Consulting
Unit No. 11, Gokul Apartment,
Near Farooq High School,
S.V. Road, Jogeshwari (W)
Mumbai - 400 102

Tel: (022) 2678 5797 / 2679 8027, Email: ethos@...

Recruitment Executives & Sr. H. R. Professional, Oman

Our client is Leading H.R. Consultants from Sultanate of Oman, which is part of large group. They are recruiting Senior & Middle level professionals in Engineering, Finance, Hospitality, I.T., Media etc. from India. We have immediate openings for following H.R. professionals.

(1) Recruitment Executives

Location : Muscat, Sultanate of Oman
Qualification: P.G. in H.R
Experience : 4 to 5 years experience in reputed Recruitment Agency, recruiting Senior & Middle level Non I.T. & I.T. professionals.
Prior Experience in all aspects from Business Development till Final selection is required. Head hunting ability is added advantages.

(2) Sr. H.R. Professional

Location :Mumbai / Pune with visits to Muscat, Sultanate of Oman

Pl. do mention Position Applied , Present Location, & Present salary in Subject Line.

Pl. E Mail your updated Resume with your Total experience with present & expected Emoluments & Minimum required joining period .

Warm Regards,

Rita Fernandes

rita_fernandes1980@...

Heads2you Consulting (Right Head 2 Right Job)
Versova View, Suite No. 11/4 B1, 4 Bungalow
Andheri (West), Mumbai 400 053 (INDIA).
Tel : 91.22.26350381 / 26351557
Email : heads2you@...
URL : www.heads2you.net

HR Manager, Mumbai and Assistant HR Manager, Mumbai

For our client ,a leading engineering giant we need the following qualified HR professionals:

1. HR Manager for Mumbai

MBA Batch of 1994-1997 from a good management school. Complete Exposure to TRAINING and HR issues
Salary around 7-10 lacs p.a plus perks

2.Assistant HR Manager for Mumbai

MBA Batch of 1997-1999 from a good management school. Exposure to training and hr issues
Salary around 3-5 lacs p.a

please send us your cvs ASAP for these positions clearly indicating the salary details also.

Best Wishes

Bala

aabm2k@...

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#45 From: "Rajeev B Bhatnagar" <rajeev@...>
Date: Sun Apr 6, 2003 1:57 pm
Subject: HR Era # 34, Training Oneself! abs444
Offline
Send Email

HR Era, Issue # 34, Apr 6th, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space

2. Training : The Only Key to Success! - by Arnold Mascarenhas

1. Moderator's Space

Dear Friends,

Some articles from members are too long (800 words or more) for inclusion in regular issues. We shall carry them in special issues, like this one in future.

Arnold writes on how we can train ourselves for becoming more successful. This article is only for those who seriously want to develop themselves.

warm regards

Rajeev B Bhatnagar

Rajeev@...

2. Training : The Only Key to Success! - by Arnold Mascarenhas

"I hear and I forget! I see and I remember! I do and I understand!!" is a Chinese proverb.

Child's Play

When I turned 15 , my father asked me, "Son, what is your five-year plan?" "Five year plan! I gasped. "I don't know what I'll be doing in the next 5 minutes!" He asked me, "What do you want to do in life? "I want to be happy and successful" I replied. "Well, what will make you happy?" he asked "I don't know!" I said and that ended our conversation for the time being.

At that point of life, I did not know what I wanted, when I wanted it nor did I have the slightest idea of what would make me happy. Like most young people I thought I would try different things and when I hit upon what made me happy, I would know. And as with most people I had a mixture of successes and failures. Eventually I discovered the concept that my father had being trying to communicate to me years ago:

If I know what I want and when I want it, I can then work backward to achieve my objective.
So starts the book, Big Things Happen, When You do the Little Things Right by Don Gabor.

Plan Your Growth

Do you want to make things happen? Of course you do! There is only one way to do so. Go about it in a planned manner. Start at the very beginning. First, take stock of your life. Where do you want to go? Whom do you want to become? A successful professional who is known for qualities of competence, dedication and hard work! Yes! To achieve anything in life, you have to begin well. You must make a plan for self-development and growth.

Secret of Success

How many of you have read 'The Magic of Thinking Big' by David Schwartz? This is a book that you must read. Here the author says that once you decide what you want then you must take steps to get it. You must decide that you are going to do what it takes.

Now is the time to take the first bold step. You must put a plan in action. Look at any successful student, sportsperson, athlete or filmstar. How do they achieve their goals? By following a daily schedule. They prepare hard for regular periods. For long hours following a strict discipline. Yes! they know that the secret of success is training.

Three Areas of Training

For training to be effective, it must follow three areas: First, What to Do, second, How To Do It and finally, It Must Get Results.

What to do?

The What of your personal training programme for success is built on the attitudes and techniques of successful people. How do they manage themselves? How do they overcome obstacles? How do they earn the respect of others? What sets them apart from the ordinary? How do they think?

How to do?

The How of your plan for development and growth is a series of concrete guides for action. You must read books of famous achievers and see what lessons you can learn from them. Read authors like Stephen Covey, Anthony Robbins, Daniel Goleman, Norman Vincent Peale, Dale Carnegie, and Napolean Hill. When you read these book take a pencil and notepad and write down points that you find relevant. Then later go over your notes and re-read them often. These principles will become part of your daily practice and you will internalise and make them your own.

Reaping the Results!

Finally can you get the required results?! Yes! You can! By constantly applying the principles that you have observed in successful people and your own observations from reading books of famous achievers, you will begin to shape your life to reach your goals and achieve what you want to. Broken down into different parts, your training programme will bring you a series of rewards. The reward of deeper respect from your family. The reward of admiration from your friends and colleagues. The reward of achieving something in your life.

Standing on Our Feet

You must also remember that you are your own Trainer. There will be no one standing beside you telling you what to do. You have to set your own time and command yourself to apply what you are learning. But you have everyone around you to support you.

How many of you are fond of gardening? Look at how plants react to sunshine and water. Everyone feels happy when plants respond to their care. But this is not even one-tenth as fascinating as watching yourself change to your self-administered management training programme. You feel yourself growing more confident, more effective and successful. day by day, month by month. Nothing, absolutely nothing in this life gives your more satisfaction than knowing you are on the road to success and achievement.

Discipline - Leads to Success

A very important aspect of training yourself is Discipline. Make a daily schedule and follow the time strictly. This helps you to focus on the task at hand. Set aside a fixed time for you to pursue your daily training programme. Either before you begin work or at the end of the day take a break. Look inwards and see how you are progressing. Evaluate yourself in terms of input and out put. You must be able to judge yourself objectively.

There is no short cut to success. The person who succeeds is the person who has put in the most effort. With your training, this will become a daily practice. You will always put your best effort in everything you attempt.

Remember the words of the famous athlete Jesse Owens who said:
"A LIFE TIME OF TRAINING FOR JUST 10 SECONDS."

Contributed by Arnold Mascarenhas

Arnold Mascarenhas is the CEO of Bull's-Eye Communications. He is an alumnus of the IIM-B, Bharatiya Vidya Bhavan and the XIC (Mumbai).

His Bangalore based company conducts Corporate Training in Soft Skills, General Management, Behavioural Science, HR and Sales Management areas. Their clients include Infosys Technologies, Phoenix Global Solutions, I-flex Solutions, BAE Systems, KPMG and Ernst & Young.

He is a Visiting Faculty at the T A Pai Management Institute (TAPMI), Manipal. Arnold may be contacted at: arnold1@...

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#44 From: "Rajeev B Bhatnagar" <rajeev@...>
Date: Sun Mar 30, 2003 4:20 pm
Subject: HR Era, Issue # 33, HR @ Ford abs444
Offline
Send Email

HR Era, Issue # 33, Mar 30th, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space (Forms & Formats)

2. HR Practices in Ford Motor Company - notes by Rajeev B Bhatnagar

3. Tomato Soup for the Soul

4. New Members

V Nageshwar Rao, H V Prashanth Kumar, Sadiq Ali Dhanani

5. Readers' Forum

Help on Winning Strategies - Rakesh N Sahay
Praise for free Ebook on Time Management - TM Prabhakaran

6. My Favorite Quotes - by Maneesh Goel

7. Handling Question-Answer Sessions During Training Programs - by Poonam Chandok
(Skills of a Trainer-1)

8. More from Members and Our Website

Outsourcing the Employee Suggestion Scheme - by V.Uma Maheswara Rao

9. HR Training Programs (India)

10. Best HR Jobs (India)

1. Moderator's Space (Forms & Formats)

Dear Friends,

We want to publish Forms & Formats used in HR Department in a series in HR Era. Often, I have seen requests for Exit Interview Formats, Performance Appraisal Forms, Regret Letter Format, & Employment Application Forms. Many of these are from our colleagues in startup companies.

Kindly send us a wish list of Forms & Formats that can be published in HR Era and / or our website.

warm regards

Rajeev B Bhatnagar

Rajeev@...

2. HR Practices in Ford Motor Company - notes by Rajeev B Bhatnagar

Ms.Elinor Green, Vice President - HR of Ford India gave a talk on "HR Practices in Ford India" on 14th March 2003 under the auspices of Madras HRD Network. Ford Motor Company is one of the Fortune 10 Companies. It is a 100 years old company and has 110 manufacturing plants world wide. Ford India has its manufacturing plant near Chennai with manufacturing workforce of over 900 people.

Ms. Green talked about two practices viz. Balanced Score Card and Personnel Development Committees in Ford, both of which are being implemented across all the plants and divisions of Ford world wide.

Balanced Score Card:

Balanced Score Card was popularized by Mr. Kaplan and is a methodology for aligning individual targets with the Company's strategic business goals. Following this methodology, Ford India arrives at individual goals for each of their employees, which are part of the performance measurement system for the employees.

Prior to the Balanced Score Card, Ford was following Forced Ranking Method of appraising and rewarding employees. This classified employees in top 10%, next 40%, lower 40%, bottom 10%. However, over a few years it became very difficult to sustain this methodology of Forced Ranking and the same has been replaced as stated above.

Personnel Development Committees:

The second unique practice of Ford is Personnel Development Committees (PDC) for each of their department. The PDC consists of senior line managers with a HR representative in it. This committee is involved in all important decisions regarding HR matters in that particular department - for example appraisals, promotions, job rotations, training. Thus the focus is on personnel decisions thru a committee rather than single individuals. PDCs are institutionalized across Ford internationally for a long time.

Ms. Elinor Green is Vice President - HR with Ford India. She has a PG Diploma in Personal Management with over 12 years work experience in HR in USA, England, Germany and India.

Notes by Rajeev B Bhatnagar

[PS: I invite members to write an article on Balance Scorecard / HR Scorecard and share with all of us. One possibility is someone who has attended Mr Ajai Singh's workshop.]

3. Tomato Soup for the Soul

You Don't Need to Be a Weatherman...

It was two o'clock in the morning and a husband and wife were asleep, when suddenly the phone rang.

The husband picked up the phone and said, "Hello? ... How the heck do I know? What am I, the weather man?" -- and promptly slammed the phone down.

His wife rolls over and asks, "Who was that?"
The husband replies, "I don't know. Some guy who wanted to know if the coast was clear."

4. New Members

V Nageshwar Rao, Manager - HR &Admin, Trinity Infosys, Chennai

I am very happy to join this group and I would like to share my thoughts with others in this group.

Best Regards,

V.Nageshwar Rao

Nageshwar has a PG Diploma in PM & IR followed by Bachelor of Law degree. He has over 12 years' experience in HR field of which for 7 years he has held independent charge of the HR Department. Nageshwar has worked in all areas of HR in several industries including IT, manufacturing, and services.

Contact: nagesh@...

H V Prashanth Kumar, Associate Manager-HR, PSI Data Systems, Bangalore

Prashanth has 8+ years’ experience in HR. His professional interests are in OD, C&B, Resourcing & Staffing and Training. His hobbies include Music, Histrionics/Theatres. Prashanth’s belief in learning is exemplified in the quote “Learning is not compulsory... neither is Survival.”

Contact: hvpkumar@...

Sadiq Ali Dhanani, Ist Year M.B.A, Institute Of Management Studies, (D.A.V.V) Indore.

Respected Senior Friends,

I am currently in 2nd semester & intend specializing in Human Resources and Marketing. Summer Training in your prestigious Company would help me to mold myself according to the present market scenario. I can join on the 20th of May after my semester exams.

Thanking you in anticipation

Sincerely yours

Sadiq Ali Dhanani

Before taking up MBA, Sadiq has done B Comm and simultaneously worked on part-time basis as a Public Relations Officer.

Extra Curricular Activities: He has participated in Help Age India Campaign, Annual Day Skit Competition, "Hyurisko-2003" in college. Sadiq's hobbies include Listening To Music, Making Friends, Reading Novels.

Contact: sadiqinims@...

5. Readers' Forum

[Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.]

Help on Winning Strategies - Rakesh N Sahay

Dear Seniors & Friends

We are undertaking a study on the following subject: -

WINNING STRATEGIES IN THE TURBULENT TIME

Focus is on: -

a) Creating Successful Indian MNC
b) Changing Mindset
c) Building Performing Teams

May I request my mentors and friends to support me in the study by providing lead to relevant conceptual framework on the above, practical examples, success stories, failures and helpful sites apart from other support as available.

I shall be highly obliged on personal front and professionally enriched by your act of guidance, support and encouragement.

With Kind regards,

Rakesh N. Sahay
sahay_rakesh@...

Senior Officer (HR), NTPC-Faridabad

Praise for free Ebook on Time Management - TM Prabhakaran

Dear RBB,

Your e-book on Time Mgt has been downloaded in my machine and I had a quick browse. It has come out extremely well. Its' hyperlinks are fast. Colour combinations are very good. Cliparts are well chosen.

I am sure you will definitely be recognized for the pains and efforts you had taken in bringing out this ebook. My hearty congratulations to you.

Regards,

T.M.Prabakaran
Asst General Manager (Training), L&T, Chennai, tmp@...

PS: Downloadable from http://hrera.com/time1.exe and http://hrera.tripod.com/time1.exe

6. My Favorite Quotes - by Maneesh Goel

"We will either find a way or make one."-Hannibal

"Man is not the creature of circumstances; circumstances are the creatures of men."-Benjamin Disraeli

"Life is either a daring adventure or nothing."-Helen Keller

"A man who suffers before it is necessary, suffers more than is necessary."

"Things do not change, we change."-Henri David Thoreau

With regards

Maneesh

Sent by Maneesh Goel

MBA student, Email: manish_goelhrd@...

7. Handling Question-Answer Sessions During Training Programs
- by Poonam Chandok (Skills of a Trainer-1)

When I started out as a trainer, I was very uncomfortable handling questions from the participants of the training programs.

I analyzed the reasons as:

Lack of time - I did not build in time in the session to handle questions, so in case they came and I started answering them, it would mean time extension of my session which usually was not possible

Fear of not knowing the answer and therefore losing face with the whole crowd - some smart-alec question and everyone would watch how I would handle it. If I did not do a good job, many would lose interest in my session. So I avoided handling questions

Sometimes the questions would not relate to the topic and then if I answered them, I will move away and the time constraint factor would work again

But I realized over a period of time, that it was important to answer questions as the purpose of sharing knowledge was to bring clarity to the participant's mind and if I was not able to do that, I was not being true to my status of being a faculty.

Over last couple of years, I have gained confidence in tackling questions from participants.

Practices & Attitudes which helped me are these:

There is no shortcut to success - Preparation is the only thing that gives tremendous confidence while handling questions. One has to read a lot - articles, books, any interesting write-up which comes up on internet search so that one get various perspectives to the topic. That really helps us understand the topic from all angles. We are then able to and feel confident of answering the questions.

Expect / anticipate questions - Provide some time for questions while designing the session itself. By doing that one does not run out of time in case questions are asked - in fact one welcomes them. If participants do not ask any questions, have a back up material on what else one would like to share during that bonus time

Rephrase the questions to understand correctly - Do not launch into answers immediately after the question has been asked. You may not be on the right track at all and the participant will end up saying an uneasy "yes" or will say that what he wanted was different. Either ways, one is not effective.

Thus, it is always recommended that the faculty should rephrase the question to find out whether he has understood the question correctly. Another advantage of rephrasing is that it helps other participants to come to the same wavelength and thus the ensuing discussion is fruitful for all and not that one participant alone.

Tackling irrelevant questions - There are always some smart guys in the group who are out to prove the faculty wrong - they will ask many questions and also not get convinced easily - there will always be a counter question to every answer. Such people need to be told that though there question is good, it may not be directly relevant to the topic and hence can be dealt with during the break on a one-to-one basis.

Another way could be to ask if anyone else also has a similar doubt, if not, inform that you will move on to the next topic and will talk to him during the break. Usually for every one such person, there are many in the audience who want to see you do well and hence will support your in dealing with the situation politely but firmly.

Get over the fear of saying "I don't know" or "I will get back to you" - This is the most difficult thing to admit, specially when one is supposed to have all the answers. But it is still much better than bluffing or giving an irrelevant or wrong answer. When faced with such a situation, check with the other participants if they have any answers or leads on how to deal with the issues raised. If no one seems to know, then acknowledge that the question is good and you will get back to him later.

Contributed by Poonam Chandok,

Larsen & Toubro Limited, Mumbai , Email: poonam@...

[Poonam has sent only one article but I am confident that she can write a series on Skills of a Trainer. She is a good trainer herself which is inherited from her father. Banking on that I have titled this as Skills of a Trainer-1.]

8. More from Members and Our Website

Outsourcing the Employee Suggestion Scheme - by V.Uma Maheswara Rao

[In the previous issue, we introduced Mahesh, our new member. His employer (Magus Customer Dialog Pvt. Ltd) has implemented an Employee Suggestion Scheme in a manufacturing setup with 765 employees in Andhra Pradesh (GlaxoSmithKline Consumer Health Care Ltd). They have generated more 17000 suggestions in 3 years in that company. I am yet to hear of a suggestion scheme which is such a huge success. It is very impressive even though I neither personally know Mahesh nor am aware of the details of the experiment. The software used is titled SBIdeas.]

What is SBIdeas?

It is an ideal forum for bringing about an improvement in the existing situation or creating a new situation which helps in reducing waste and variation and increase efficiency, productivity or simplicity. In pursuit of core values of innovation , employees are encouraged to give innovative suggestions, which could improve the existing way of working.

It is a suggestion scheme, which motivates employees to give creative ideas for the growth of the company.

How does it began?

Initially this was taken care by the HR department. It was felt that to outsource this function to some other parties. And GSK had given contract to the renowned company Magus Customer Dialog Pvt Ltd., its HQ located in Delhi and it has several units across the country.

Eligibility to participate in this scheme is:

Any Permanent and Temporary Employee. Business Associates

To tell more briefly:

In factories workmen have lot of ideas to improve the productivity, efficiency and to reduce the waste. But they can't express their ideas in front of their managers hence Magus People collects ideas from them and send it to concerned department heads to get comments from them.

After thorough study by the panel of members, some ideas were accepted for implementation. The best implemented ideas will be rewarded by the Management.

If it is an Monetary Idea, the reward amount is 20% on the savings or Rs.20000.00 whichever is less.

With this theme, here an overwhelming response came out from each employee and everyone contributed their idea. Within a span of 3 years more than 17000 ideas were received.

This is the brief content of the SBIdeas. For better understanding, please Click Here to see a powerpoint presentation.

Thanks & Regards,

Mahesh

sbideas.x.rjy@...

9. HR Training Programs

[Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1600 HR professionals for free.]

Workshop on Balanced Scorecard, Apr 9-10, 2003, Mumbai

Dear All,

I am pleased to announce our 12th open workshop on "Balanced Scorecard" to be held on the 9th & 10th April 2003 at The Orchid, Mumbai.

For more details contact: ajai_singh@... .

We look forward to your participation.

Best regards,

Ajai

10. Best HR Jobs

[Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1600 HR professionals for free]

HR Manager, Chennai

We, Omam Consultants Pvt Ltd is one of the leading management consulting firms operating in India with a team of over 100 dedicated professionals working out of 10 offices across the country.

Currently we need HR Manager for our client. Client: A leading multicrore diversified engineering industry.

Position: HR Manager, reporting to GM HR

Responsibilities: Responsibility of HR Functions, Career Planning & succession planning, Training & Development, Manpower policies, Separation, Safe custody of records

Education : MBA-HR from premier institute/ Personnel Mgt

Experience : 6 - 8 year in HR function preferably in a service / process industry. Exceptional interpersonal communication

Package : Open

Pl send ur CVs to satish.chn@... .

Thanks & Best regards

J.Shathishkumar

IT & Media - Recruitment, Omam Consultants Pvt Ltd; 4F,J P Towers; 7/2,Nungambakkam High Road; Chennai - 34. Ph: 044 - 28262644 / 28234889 / 28232159 / 28229687

System Designer (Micro Controllers), Hyderabad

hi,

I am member of this HR Era and a regular reader of this web magazine. We are a running a H R and Legal Consultancy Firm at Hyderabad by the name and style of POLYGLOT CONSULTANCY SERVICES. We are specialized in H R and Legal Matters. We provide professional/Functional consultancy to the various clients. we have associated offices in U S and U K also. Apart functional consultancy we look after staffing and placements also.

One of our client who is in embedded systems and telecommunication business. We have the following requirements. Kindly circulate and if anybody interested may please asks them to mail their resumes to polyglot@... . these requirements for Hyderabad only..

Position: System Designer; Stream: Micro Controller, Qualification: BE / MTech, Skill set: C / RTOS, Experience: 3/2 years.

[PS: This is not an HR job but included because of 1st line.]

Reply | Forward | Messages in this Topic (1)

#43 From: "Alka Bhatnagar" <alka@...>
Date: Sun Mar 16, 2003 6:43 pm
Subject: HR Era, Issue # 32, Power of Recognition alka@...
Send Email

HR Era, Issue # 32, Mar 16th, 2003

HR Era is a FREE fortnightly newsletter for HR Professionals. Your friends can subscribe by simply sending an e-mail to HREra-subscribe@yahoogroups.com .

Visit our website at http://hrera.com

Contents

1. Moderator's Space

2. The Power of Recognition - by Joan Marques

3. Tomato Soup for the Soul - sent by Ambar Nanavaty

4. New Members

Ajit Limaye, V.Uma Maheswara Rao, Saravjot Kaur, R Viswanathan

5. Readers' Forum

Help needed on Format for Deputation - BB Bhattacharya.

6. Quotation Corner: Wisdom of the Soul - sent by Neeraj Narang

7. Inspirational Story: What is Peace? - Sent by Ramakrishna Rao

8. More from Members and Our Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

1. Moderator's Space

Dear Friends,

Best wishes for a Happy Holi.

warm regards

Alka Bhatnagar

2. The Power of Recognition - by Joan Marques

"Appreciation is a wonderful thing: It makes what is excellent in others belong to us as well." (Francois Marie Arouet Voltaire, 1694-1778)

It is a generally known fact, that you can achieve almost anything if you give recognition to the people you collaborate with. Recognition may be the most important string you have if you want to pull out a winner!

Although this doesn't only pertain to the workplace - we all know too well how important feedback is at home - this article will be limited to the professional environment.

Understanding Diversity of Gifts & Recognizing Them

"Recognition in the workplace begins with an understanding of the diversity of people's gifts, talents and skills (Schermerhorn, 2002, p. 336)." Every true leader is aware of that. Leadership, in this context, is "the process of inspiring others to work hard and to accomplish important tasks (Schermerhorn, p. 336)." And "No person can be a great leader unless he takes genuine joy in the successes of those under him. (W. A. Nance)." Schermerhorn (2002) therefore rightfully states, "When we recognize the unique qualities in others we become less inclined to believe that we alone know what is best. (p. 336)" Conclusion: if you want to call yourself a leader, you better start mastering the skill of recognition.

Not for Money Alone!

In the April edition of New Zealand Management, great emphasis is laid on the growing search for recognition in the workplace. It seems that "more senior managers are more aggressively looking for personal recognition rather than monetary compensation." The article warns that this is a trend that transcends continents, and further asserts, "People are carefully analyzing how they feel about their work and sometimes making dramatic career decisions." So, if the job is not meaningful to them, they're out!

According to this article, some of these departing "dedicated professionals have no other jobs to go to. They are just quitting, with the assumption that the right opportunity will come along." Even more interesting is the notation that the need for meaningful work is so eminent, that the state of the national economy is not even considered. "If their work is not appreciated, they will leave rather than continue in an environment that is inconsistent with what they believe in."

With this significant trend in mind, let's analyze what kind of interaction is exactly taking place when recognition is brought into play?

What You Do:

You redefine "leadership." You fit Newell's (2001) description of a "Leader [who] need[s] a drive to excel and to challenge the status quo, be excited by that challenge and committed to achieving results." Newell asserts further, "To do that you have to be fairly innovative in your thinking. That means focusing on continuous improvement (p. 15)." Within this leadership style, "You have to let your people solve their problems and let them feel they matter (p. 17)." If you truly hold on to this approach, you'll find yourself agreeing with Harry S. Truman: "It is amazing what you can accomplish if you do not care who gets the credit."

What You Give:

Meaningful work: As a leader you will have to make sure that you provide your employees the chance to excel in areas where they can. People only excel when they enjoy doing what they're doing. "Pleasure in the job puts perfection in the work." (Aristotle)

Motivation: Through the recognition you give, you also inspire your co-workers. They will feel stimulated to reach farther inside their pool of skills than they ever did before, for "motivation will almost always beat mere talent." (Norman R. Augustine)

Opportunities through challenge: Any job that is too easy will sooner or later lead to boredom and carelessness within the employee performing it. The ultimate consequence may even be: burnout. Don't let that happen. People love puzzling things out. It gives them a sense of importance. Make it a little more challenging every time, and convey the brilliant message, that "in the middle of difficulty lies opportunity." (Albert Einstein)

What You Get:

Encouraged by your strategy, which will surely not go by unrecognized, your subordinates, then, will not disappoint you and most likely will provide you an even better output that you initially anticipated.

Besides, you will not only enjoy, but also be complimented on, the unique and rich, diverse work environment you created.

References:

Anonymous. (2002). Executives opting out. New Zealand Management, 49(3), 8.

Aristotle. (Unknown). Quotations about Inspiration, [On-line]. Available:
http://www.aphids.com/cgi-bin/quotes.pl?act=ShowListingsForSub&Subject=S47 [2002, July 6].

Einstein, A. (Unknown). Albert Einstein Quotes (03/14/1879-1955), [On-Line]. Available: http://home.att.net/~wbaustin/einstein.html [2002, July 6]

John R. Schermerhorn, J. (2002). Management (Seventh ed.). New York: John Wiley & Sons, Inc.

Nance, W. A. (Unknown). Famous Quotes, [On-line]. Available: http://www.gunnar.cc/quotes.html [2002, July 6].

Newell, E. (2001). CEOs talk. Canadian HR Reporter, 14(17), 15-17.

Truman, H. (Unknown) Recognition, [On-Line]. Available:
http://www.quotationreference.com/quotefinder.php [2002, July 6]

Unknown (2002). "Famous Quotes" on Quotes Famous Quotations about Quotations Famous Sayings on Quotations, [On-line]. Available: http://home.att.net/~quotations/ [2002, July 6].

Voltaire, Francois, Marie, Arouet. (1694-1778) Recognition, [On-Line].
Available: http://www.quotationreference.com/quotefinder.php [2002, July 6]

Contributed by Joan Marques

Joan is based in Burbank, California. She has done her MBA and is presently a Doctoral Student. Visit her website at http://www.joanmarques.com

3. Tomato Soup for the Soul - sent by Ambar Nanavaty

With Apologies to Banta

Santa bought a new car. Next day he was driving it to the office. On the way he stopped at a traffic signal and suddenly opened the door to get down. He went to the Traffic Police and asked him, 'How much should I pay to take a right turn?'

The policeman Police man was astonished and asked, 'But why on earth are you asking such a weird question?'

Santa showed him the sign board in the corner of the road that read: 'Free Left Turn'

David & Goliath

There was this little guy sitting in a bar, drinking his beer, minding his own business when all of a sudden this great big dude comes in and -- WHACK!! -- knocks him off the bar stool and onto the floor. The big dude says, "That was a karate chop from Korea."

The little guy thinks "GEEZ," but he gets back up on the stool and starts drinking again when all of a sudden -- WHACK!! -- the big dude knocks him down AGAIN and says, "That was a judo chop from Japan."

So the little guy has had enough of this... He gets up, brushes himself off and quietly leaves. The little guy is gone for an hour or so when he returned. Without saying a word, he walks up behind the big dude and -- WHAM!!!" -- knocks the big dude off his stool, knocking him out cold!!! The little guy looks at the bartender and says, "When he gets up, tell him that's a crowbar from Sears.

Sent by Ambar Nanavaty

Larsen & Toubro Limited, Ahmedabad, Email: ambar_nana@...

4. New Members

Ajit Limaye, Chief Information Officer, bMatrix Integrated Services, Hyderabad

Dear Rajeev,

I am very much happy to see the site as well, sure you are doing a great job. Let me know how I would be helpful to you and other HR professionals.

Kind Regards, Ajit

Ajit has done MBA (Systems) from ICFAI, MBA(HR)from NMIMS, Mumbai; and finally an Advanced Diploma in Systems Dynamics from MIT- USA. He is also a certified NLP Practioner/Trainer

Currently he heads the Learning Consultancy Division at bMatrix, Hyderabad
(http://www.b-matrix.com). He has also worked in Human Resources, Information Systems, Policy and Process Design, Solution Design and other related divisions.

Before joining at bMatrix, he was contributing to Digital Think, (http://www.digitalthink.com ) the second largest e-learning company in the world in its strategic services group. His last assignment development of training needs analysis system across value chain for 19 industry sectors.

He has personal interests in community development, online facilitation, organizational learning, systems dynamics and neuro linguistic programming.

Contact: An avid yahoogroup/messenger user, he can be contacted at businessajit@... for any queries related to system design for HR function. His networking site is http://www.ryze.com/view.php?who=businessajit

V.Uma Maheswara Rao, Magus Customer Dialog Pvt. Ltd., Rajahmundry

Mahesh has done B Sc, PGD in Computer Applications, and Diploma in Management. Currently he is doing MBA (HR) from IGNOU.

He leads a team of 3 members and is administering SBIdeas software in GlaxoSmithKline Consumer Health Care Ltd. The objective of this project is to explore the people's potential & motivate the people with innovation for Continuous Improvement. Additionally he manage the Training Management Software (TMS) for factory with 765 staff members. Mahesh is obviously computer friendly - including networking & hardware aspects.

Contact: mahesh_vangapandu@...

Saravjot Kaur, Assistant Manager HR, World Wide Group Of Companies, Chandigarh.

Saravjot has a PG Degree in Management (specialization in HR) from National Institute of Management, Kolkatta, India.

She has over 3 years, rich experience in human resources function for all levels and positions. It includes hands on experience of deleoping recruitment policies, performance management systems, 360 degree appraisal systems, conducted training workshops on topics like, Business Ethics, Time Management, Soft Skills and Business Etiquettes.

Contact: saravmar@...

R Viswanathan, Lucas TVS limited, Chennai

Hello,

I would like to introduce myself as a new entrant tyo HR field - just for one year after a service of 14 years in some other department in the same company. I am pusuing an evening course leading to PGD in PM&IR from MSSW, Chennai. I am interested to know & explore every corner of this profession. I hope I will get therequired stuff through this forum.

Thanks a Lot, R Viswanathan.

Contact: ramvisu2003@...

5. Readers' Forum

[Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.]

Help on Format for Deputation - BB Bhattacharya.

Dear All,

As I am the active member of this group, I need help from you all.

I need the format / proforma, which is needed for keeping the candidates in our payroll and would work in other corporates.

Please help me by giving that draft.

Regards,

Bhakti Brata Bhattacharya.
bhaktibrata@...

6. Quotation Corner: Wisdom of the Soul - sent by Neeraj Narang

When things go wrong.....don't go with them.

A friend is someone who reaches for your hand but touches your heart.

Our eyes are placed in front because it is more important to look ahead than to look back.

I don't have to attend every argument I'm invited to.

A person who asks a question might be a fool for five minutes, but a person who doesn't ask, is a fool forever.

Sent by Neeraj Narang

Human Resources Department, NEPZ, Tata Infotech Limited
Contact: neeraj.narang@... Ph: 95120-2567622-24 Ext: 557

7. Inspirational Story: What is Peace? - sent by Ramakrishna Rao

There once was a King who offered a prize to the artist who would paint the best picture of peace. Many artists tried.

The King looked at all the pictures, but there were only two he really liked and he had to choose between them.

One picture was of a calm lake. The lake was a perfect mirror, for peaceful towering mountains were all around it. Overhead was a blue sky with fluffy white clouds. All who saw this picture thought that it was a perfect picture of peace.

The other picture had mountains too. But these were rugged and bare. Above was an angry sky from which rain fell and in which lightening played. Down the side of the mountain tumbled a foaming waterfall. This did not look peaceful at all. But when the King looked, he saw behind the waterfall a tiny bush growing in a crack in the rock. In the bush a mother bird had built her nest. There, in the midst of the rush of angry water, sat the mother bird on her nest... perfect peace.

Which picture do you think won the prize?

The King chose the second picture.

Do you know why?

"Because," explained the King, "Peace does not mean to be in a place where there is no noise, trouble, or hard work. Peace means to be in the midst of all those things and still be calm in your heart. That is the real meaning of peace."

Sent by Ramakrsihna Rao

People Excellence, Tata Telecom Limited, Gandhinagar.
E-mail : rthallam@... , Tele : 079 - 3221773 / 3246467 Extn. No. 290

8. More from Members and Our Website

Presentation on Change Management , Tarkesh Gupta

This is a link to a presentation on change process, which I have recently developed. It consist a broad framework on change management i.e. change problems, basic strategies for change, skills required and how to manage changes.

I have also worked out some tips on how to transform the change process, find out the gaps between problem state to solved state, how to reduce the gaps, how to keep motivated your staff in change and complete problem solving process, which off course also very interesting, vital & important aspects of change process.

However, I would like to have invaluable inputs from the esteemed members of HR Era.

Regards,

Tarkesh Gupta

Beyond the Line, Tarkesh Gupta

With great pleasure, I announce the release of “TG’s Series # 3: Beyond the Line”, an informative journey of Creativity (beyond the Line). This book could be very useful in coaching & training sessions on Creativity, Negotiation, Motivation, Communication and Leadership etc.

I am sure; most of you will find it interesting, informative & useful. Your invaluable feedback has always been a great source of inspiration for me. Therefore, I request you all to must send your feedback.

With best of learning,

Tarkesh Gupta

9. HR Training Programs

[Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1500 HR professionals for free.]

Workplace Communication Skills, March 22 and 23, Bangalore.

Dear HR Professionals,

La Hoya Business Accelerators (‘La Hoya’ meaning the ‘Jewel’ in Spanish) will be conducting a two-day workshop on "Workplace Communication Skills" on March 22 and 23.

Venue: Hotel Bangalore International, Crescent Road, Near Shivananda Circle, Kumara Park Bangalore.

Contents : Communicating at work: The Process; Barriers and how to overcome them. How to get rid of fear and nervousness and communicate with confidence. Perception: What you see is what you get. Importance of Body language and listening skills. Teamwork: How to be an effective team player – Trust building exercise – Participatory Decision Making. Thinking on your feet – Confidence-building exercises. Interpersonal Skills – Managing difficult behaviour – Understanding personality types. Audience focused communication – Peer to peer communication, communication with superiors and communication with subordinates. Presentation Skills: How to organize How to deliver How to handle Q & A. Creating ownership at the workplace. Vision exercise.

Faculty:

Dr. DVR Seshadri B.Tech (IIT Madras, M.S. Univ. of California and Ph.D in Management IIM Ahmedabad), and Visiting faculty at IIM Bangalore will conduct the session on "Ownership" and the Vision exercise.

Mr. T Chendil Kumar, a renowned trainer and communicator will be the course director. He has over 15 years experience in marketing and training. He has conducted several programs for corporates and educational institutions.

Methodology: This is a learn-by-doing workshop with interactive exercises, presentations, and group discussions. Relevant video clippings and movies will enhance the learning process.

Clients: Some of our esteemed clients include- Honeywell Technology Solutions, SAP Labs India Limited, Subex Systems, John Crane Sealol (I) Limited, Ingersoll – Rand (India) Limited, Rane Brake Linings, Chennai.

Commercial Terms: Rs. 5, 000/- (Rupees Five Thousand only) per participant. If an organization nominates three or more candidates, a discount of Rs. 500/- per person will be allowed.

For more information, please contact : Ms. Padmaja, Training Manager, La Hoya Business Accelerators Pvt. Ltd, Bangalore

Phone: 658 7312 / 13 / 14. E-mail: Padmaja@...

10. Best HR Jobs

[Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1500 HR professionals for free]

Three Positions in Bangalore

The following URGENT positions are available with a leading Company located at Bangalore, to be filled in on priority basis:

RESOURCE MANAGER :

Qualification : B.E with MBA OR an MBA / Post-Graduate Diploma in HR

Experience : around 8 years in IT Resourcing.

Compensation : Rs. 9 – 10 lakhs per annum.

RECRUITMENT EXECUTIVES (2 vacancies):

(i) Qualification : Graduate / Post-Graduate
Experience : around 6 years in IT recruitment
Compensation : Rs. 6 - 7 lakhs per annum.

(ii) Qualification : Graduate / Post-Graduate
Experience : around 4 years in IT recruitment
Compensation : around Rs. 4.5 lakhs per annum.

If you are looking for a change / know someone who is, please do send in your resumes / ask them to rush their resumes in Word format immediately to:

anandconsultancy@...

Thanks and Regards,

G. Anand

Reply | Forward | Messages in this Topic (1)

#42 From: "Rajeev B Bhatnagar" <rajeev@...>
Date: Sun Mar 2, 2003 4:43 pm
Subject: Issue # 31, HR = Humor Resource! abs444
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HR Era, Issue # 31, Mar 2nd, 2003

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to
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Visit our website at http://hrera.com

CONTENTS

1. Moderator's Space

2. New Humor Resource For Human Resource - by Dr James Y Lin

3. Tomato Soup for the Soul

4. New Members :

Prashant G.Verma, General Manager - H.R., Global Hospitals
Shweta, Manager Training & Development, TCNS Limited
Ajay M S, Executive-HR, Indal

5. Are Headhunters calling you...or ignoring you? - by Deborah Walker

6. Quotation Corner : Wisdom of the Soul - sent by Neeraj Narang

7. What I want to contribute to Human Resources Development? - by Maneesh Goel

8. The Fifth Discipline : Book Review - by Gautam Ghosh

The Fifth Discipline: By Peter Senge

9. More from our Members & HR Era Website

10. HR Training Programs (India)

11. Best HR Jobs (India)

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

Dear Fellow Professionals,

If you wake up a doctor in mid-night and ask what is the medicine for malaria, he will tell you quinine or chloromycitin. Hallmark of professional is that he should be able to talk about his area of expertise. Similarly, HR Professionals should be able to speak & write about HR.

However, we get fewer contributions in core areas of HR. More contributions come in areas like inspirational stories, which are also needed but ...

We request more of you, the experienced as well as the young professionals, to pen your experiences, observations, readings, summaries on HR topics. Don't worry about perfection, just give it a try.

regards

Rajeev B Bhatnagar

rajeev@...

2. New Humor Resource For Human Resource - by Dr James Y Lin

Presented at the 29th ARTDO (Asian Region Training and Development Organization) Conference and Exhibition, Taipei, Taiwan, September 26-29, 2002

Do you often wonder why you are so distressed at work? Do you know most people are working hard but hate working? If you do not have fun at work, you are wasting 3/5 of your life! It is crucial to make your work fun by transforming your work attitude and by promoting fun workplace. Working supposed to be fun experience for all.

In our six-year survey of Asian Human Resource Development, in both the private and public sectors, the QLQ International team observed that HR is in the transitional position for new transformational actions.

One of these HR transformational actions needed is to initiate the underdeveloped workplace wellness. Studies have proven that among other things, humor power enhances employees’ total physical, mental and spiritual wellness. Hence, where there is humor there will be positive work attitude, work satisfaction, loyalty and better performance and productivity. Humor is also said to be the best medicine for a healthy well being. It is also the vital enhancer for workplace wellness. Workplaces lacking laughter often suffer higher work stress, higher health risk, more dissatisfied employees and poor work performance.

In the current millennium, the new HR roles are: to initiate proactive wellness transformation of the workplace and to develop healthy and happy employees. So, let laughter be heard and let smiling faces be seen, as work should be fun and a satisfying experience for all!

WHY AND HOW TO CREATE A HUMOR RESOURCE IN YOUR HUMAN RESOURCE SERVICE

First of all, you must believe that appropriate laughter in the workplace has positive healing and helping powers. Initiating humor resource calls for shifting of the HR mindset, transformation of organizational culture, which will lead to the enriching of employees’ work life.

Here are seven reasons and seven ways that humor resource (HR) can transform a distressed workplace into a fun workplace, and burnout employees into satisfied and productive workforce:

1. HR TRANSFORMS HARMFUL STRESS INTO HELPFUL STRESS

It prevents illness, and heals sickness by transforming harmful stress into helpful stress. It also heals body, mind and spirit, by changing one’s biochemistry and behavior.

How is this done?

� Encourage laughter and smiling faces in the workplace.

� Replace ‘fears’ of authority (harmful stress) for ‘friendly competitive’ workplace (helpful stress).

� Promote wellness programs for physical exercises and mental relaxation

� Play soothing music at work to open up your limbic system (emotional brain)

� Provide free in-house stress transformation center and professional services

2. HR LIGHTENS UP THE WORK ATMOSPHERE

The sound of laughter diffuses a heavy stressful atmosphere in the workplace. It is vital to provide healthy ergonomics for hard working employees.

How is this done?

� Decorate your workplace like your home away from home

� Smile first and you will get smiles back – fear not of what people may think of you

� When you are relaxed and happy you do not feel working hard

3. HR ENHANCES EQ (Emotional Intelligence) FOR NEW SOCIAL ATTITUDE

Appropriate socialization in the workplace is helpful in building empathy among employees and minimizing organizational hierarchy. When employees have friends at a friendly workplace, they tend to become more enthusiastic and happy.

How is this done?

� People who socialize together, work best together

� Socializing at work improves EQ and empathy

� Remember, work involves the whole person – brain power, muscle strength and a caring heart

4. HR PROMOTES POSITIVE WORK ATTITUDE

The best work attitude comes from having fun and being rewarded for one’s work effort. Work smart replaces work hard. Positive work attitude minimizes work errors while maximizing quality performance. Positive work attitude will motivate employees to do above and beyond what they should do.

How is this done?

� Choose from the four work attitudes

� Attitude is the driver for work passion, motivation, satisfaction and loyalty

� Positive work attitude must come from the top and spread out 360 degrees

5. HR INCREASES WORK SATISFACTION AND LOYALTY

Work is supposed to be a fun experience in the workplace. Work satisfaction comes from intangible rewards. Satisfied employees enjoy working and they have less health risks and there is also a low turnover rate.

How is this done?

� Humor is the most intangible, affordable, cost free, natural gift we can share

� When people are happy, they work and live longer

� Tangibles give immediate rewards but intangibles last longer

6. HR FACILITATES TEAM BONDING

Good team bonding will develop better communication, conflict resolution, decision-making and better skills in coping with difficult people.

How is this done?

� As in all sports, having fun together empowers the team performance

� In team bonding, it is not the common task but the emotional bond that makes players come closer to one another

� A fun team enjoys one heart and prevents conflicts

7. HR@ INCUBATES CREATIVE AND INNOVATIVE EMPLOYEES

When employees have fun together they work best together. Creative minds and innovative performance are resulted from happy employees.

How is this done?

� Creative ideas are often born out of crisis but innovative performances often done when fun is present

� How to make your fish fly?

� Innovative organization is open for creative ideas and fun works.

SUMMARY

Many workplaces do not have wellness consciousness. They are likely to be ‘unwell’ workplaces that need healing desperately. Employees who work in these ‘unwell’ workplaces tend to develop negative work attitude, poor morale, high work stress, and become dissatisfied with their work. These ‘unwell’ workplaces will suffer from poor productivity and quality control. They will also have problems retaining good employees, let alone their worker enjoyment and loyalty.

To remedy this, HR should be the major driver that takes transformational actions towards implementing humor resource in the workplace, so as to develop the truly ‘Human Resource’ and not just ‘Worker Resource’. Let every employee, regardless of position and power maximize his/her work enjoyment and satisfaction, so that total workplace wellness may be shared and enjoyed by all.

Let humor resource enriches the human resource!

Guidelines for implementing good Humor Resource: follow A.T & T principles .........

� Appropriate to the situation and people

� Tastefully and sensitively done to achieve good response

� Timely, for the appropriate occasions

Contributed by Dr James Y. Lin (PhD, MEd, BA, LTh – USA & Australia).

Dr Lin is a Polynesian born and Western trained psychologist, corporate trainer, humorist and stressologist from the USA. He is the chairman and CEO of the QUALITY LIFESKILLS QUANTUM INTERNATIONAL (USA, Asia Pacific). He leads a team of QLQ corporate consultants and trainers serving the Asia-Pacific countries. He is also the executive advisor to HRD Gateway (Asean HRD organization - http://www.hrdgateway.org ) For more information on QLQ please visit www.jyl2000.com, email jyl2000@... All Rights Reserved, QLQ Training.

3. Tomato Soup for the Soul

Business Sense

Before going to Europe on business, a man drives his Rolls-Royce to a downtown New York City bank and asks for an immediate loan of $5,000.

The loan officer, taken aback, requests collateral. "Well then, here are the keys to my Rolls-Royce," the man says. The loan officer promptly has the car driven into the bank's underground parking for safe keeping and gives the man the $5,000.

Two weeks later, the man walks through the bank's doors and asks to settle up his loan and get his car back. "That will be $5,000 in principal, and $15.40 in interest," the loan officer says. The man writes out a check and starts to walk away.

"Wait, sir," the loan officer says. "You are a millionaire. Why in the world would you need to borrow $5,000?" The man smiles, "Where else could I find a safer place to park my Rolls-Royce in Manhattan for two weeks and pay only $15.40?"

Climbing the Ladder

The workers talk about football in the afternoon,
The officers talk about cricket in the afternoon,
The managers talk about billiards in the afternoon,
and the directors talk about golf in the afternoon,
that means and proves that higher you go smaller your balls are!!

From the Net

4. New Members

Prashant G.Verma, General Manager - H.R., Global Hospitals

Well, I will keep sending mails on different items and interacting more with all of you. Gives great satisfaction. Thank you once again.

With best regards,

Prashant

Prashant has done his Masters in Human Resources Management from Andhra University; P.G.Diploma in Personnel Management from NIPM; Bachelor of Laws; P.G.Diploma in Public Relations; Diploma in Computers and recently P.G.Diploma in Hospital Administration from Vellore as he is working in Healthcare for quite some time.

He has worked in manufacturing industry, Hotel industry and at present is in Healthcare Industry for more than 6 years as Head of H.R.

Contact: prashantg_verma@...

Shweta, Manager Training & Development, TCNS Limited, New Delhi

A 1998 MBA batch from Indian Institute of Planning & Management, Shweta has had a very wide exposure with two leading Consulting Firms prior to her present assignment with TCNS
Limited.

A one-year stint with Planman Consulting gave her an exposure in Marketing and Administering the Training programmes. Three years with Asian Centre for Organization Research & Development (ACORD), gave Shweta an opportunity to work for organizations like Hindustan Levers Limited; Planning Commission, Hughes Software System. Her area of expertise are Training, Action Research and Change Management processes, Psychometric Tools and Counseling.

Contact: shweta@... , 011-26861390

Ajay M S, Executive-HR, Indal, Belgaum

Message: My objective is to pursue a challenging assignment, which demands responsibility, innovation and creativity where I can prove my multi-dimensional worth and contribute towards the Organization's growth in conjunction with personal advancement.

Regards,

Ajay M S

Ajay has done MSW from Karanataka University; Diploma in HR from Chennai, and is presently doing ISTD's Diploma in Training & Development.

Ajay has 5 years of experience in HR & IR. His strength include multi-tasking, self starter, excellent people skills, strong commitment to the task at hand. He is fluent in Kannada,English,
Hindi & Marathi.

Contact: Ajay.MS@... , Ph (O) 0831-472716-20 , 94480-27515

5. Are Headhunters calling you...or ignoring you? - by Deborah Walker

Ex-recruiter reveals secrets to gaining headhunter's attention!

In my former life as a recruiter (also affectionately referred to as "headhunter") I received hundreds of resumes a week from all parts of the country. The statement that a person's resume gets a 15 second read is not far from the truth. In fact, 15 seconds is a generous assumption. In reality, a resume must capture the recruiter's attention in the first five seconds to avoid the
round file. Candidates can greatly improve their chance of catching the recruiter's attention by following three simple rules: use the correct format, include plenty of quantifiable accomplishments and sprinkle liberally with appropriate keywords.

The first rule, use of correct format, is crucial. There is one, and only one, proper resume format for recruiters--chronological. Recruiters' do not have time or patience to figure out the
complexities of a functional resume. To recruiters, time is money.

A second danger of using a functional resume is that recruiters automatically assume the candidate is attempting to hide something. This is a universal assumption. No job seeker on earth is able to hide unpleasant facts within a functional resume. Recruiters are trained from the start to pick up on any possible "red flags" that identify the job seeker as an undesirable candidate.

The second rule, use of quantifiable accomplishments, is essential in helping the recruiter see you as money in his pocket.

Remember this point--you will only capture a headhunter's attention when he sees you in terms of commission potential. Since recruiters earn their fee by providing better candidates than their competition, your resume should shout "ACCOMPLISHMENTS." Quantifiable accomplishments are most convincing when connected to bottom-line results: revenue earned, money saved, market share increased, costs cut or time saved. This type of information gives the recruiter selling points to market you to their clients and put you in front of employers quicker.

The third rule, liberal use of keywords, is important not only in the short term, but also leads to future opportunity. At any given time a recruiter may have 10 to 100 specific positions to
fill. Recruiters categorize their positions by qualifications identified by keywords. When reading resumes the recruiter scans for those keywords. The recruiter may be so tuned into finding specific words that he is oblivious to anything else in the resume except keywords.

The best way to make sure your resume is filled with keywords is to scour job postings of target positions and identify keywords of qualifications. Find the most commonly used keywords in 12 or more target postings and use those words as the language of your resume. For future use, recruiters save resumes in candidate-tracking databases to sort later by keywords. If your
resume does not have the correct keywords, it may never be seen by human eyes. Correct choice of words means that your resume will get recruiter attention every time he queries by keywords contained in your resume.

Once your resume is showcased in the proper format, packed with quantifiable accomplishments and strong keywords, be sure to follow proper etiquette in contacting recruiters and headhunters.
The most effective initial contact is through email. Recruiters spend 80% of their time proactively calling prospective candidates and employers. They do not appreciate spending phone
time with unsolicited callers. Once a recruiter has your resume he will call you if he is interested in you. It does no good to call him up asking if they he has received your resume. You risk ticking him off permanently.

When emailing your resume to recruiters it's best to send it as both a Word attachment as well as in ASCII (plain text) format in the body of the email. This allows the recruiter to access your
information in the quickest manner in order to contact you sooner.

Recruiters and headhunters can be a tremendous resource to your job search efforts. They are privy to a great number of opportunities in the hidden job market. They are experts at presenting candidates' best selling points. They also act as go-between for candidate and employer, allowing the candidate to learn important employer feedback. Designing your resume with recruiters in mind is an important first step toward building relationships with influential recruiters who have the power to introduce you to your next boss.

Contributed by Deborah Walker

CCMC provides Career Coaching and Resume Writing to executives nationwide. Accelerate your job search! visit her website at http://AlphaAdvantage.com or email at
success@...

6. Quotation Corner : Wisdom of the Soul - sent by Neeraj Narang

Yesterday was the deadline for all complaints.

Look for opportunities...not guarantees.

Life is what's coming....not what was.

Success is getting up one more time.

Now is the most interesting time of all.

Contributed by Neeraj Narang

Human Resources Department, Tata Infotech Limited
neeraj.narang@...

7. What I want to contribute to Human Resources Development?
- by Maneesh Goel

"Take away my money, my company and my plant – but leave me with my people
and I will be back in 5 years."

- Alfred P. Sloan, the first President of General Motors

I am writing 7 personal qualities in this essay, which I would like to develop in the people of the organization with which I will be working in future. I have drawn theses qualities on the basis of my experience which I have gained since I moved out from my home in 1998, knowledge which I have acquired mostly through general books and my interaction with great people of academic & corporate world.

Be Helpful:

Life is beautiful & world is wonderful, provided you are nice to others. Here to be nice does not mean that you should have a helpful approach towards your peer group or subordinates or relatives or known one but towards everyone. It helps in creating a better culture & a healthy environment in organization and I suppose one of the ways to give back to the society as we all have got enough from it.

Conviction:

Nobody would appreciate/respect your ideas until you do so. Therefore you should be highly convicted about your decisions, once you have taken it. This feeling helped the founder of Sony Mr. Akio Morita in going alone at the time of launching the walkman, when he had the conviction that he was right but his staff members did not agree with him.

Give Your 100%:

Most of the people engage their mind in various activities at one time. It prevents them to give full concentration to the job in hand. So the mantra is “Give your 100% to the job in hand”. It is, however, easier said than done but if we follow it, what at least we can achieve is, improvement in our concentration.

No Fear of Failure:

I strongly believe that there is no such thing as failure. What happens is (As per my understanding) we perform the assigned job & get the outcome on the basis of our performance & other related factors. This outcome itself is not a success or failure but we perceive it in this way. Once in an organization, people develop this attitude, there would be better chances of getting & implementing new business ideas.

Look Ahead:

People often spend their valuable time on the things, which have gone wrong in the past. They think what they would have done better, which could have prevented that incident. But result is zero. Thing is there is no advantage in doing regret, whatever happened has happened. So look ahead.

Learning:

There is no age limit for learning & at no point of our life we can say that we have known/learnt enough. It is a continuous process. This idea may be similar to develop a learning organization. I, however, feel that even if a person reads regularly new books, he is learning something. The point is all the employees of organization should keep learning not to upgrade their CVs but for self-improvement & organization development.

Do What You Love:

Some people say this thing in other way around i.e. Love what you do. I do not know how it could be possible. We at the most can try to give our best to the job. But loving everything we do, is somehow difficult. On the other hand the first principle i.e. Do What You Love would motivated you for long. More specifically you should search & do the job, you like.

Contributed by Maneesh Goel, MBA Student

Contact: manish_goelhrd@...

8. The Fifth Discipline : Book Review - by Gautam Ghosh

The Fifth Discipline: By Peter Senge

This book was written quite a long time ago (in 1990) and shifted the boundaries of management from concentrating on silos (marketing, HR, finance, production) to looking at organizations as open systems which interact with outside systems and put into motion forces that may not be easily understood using traditional systems to assessment. This ability of Systems Thinking Senge called the "Fifth Discipline" , the other four being:

1) Building Shared Vision.
2) Mental models .
3) Team Learning.
4) Personal Mastery

The field of Systems Thinking was developed in MIT under Prof Jay W. Forrester, but Senge gave it the 'managerial' flavour, cross-fertilising it with folk beliefs , spirituality and scientific thought from around the world.

The belief being, once an organization has mastery of all the five disciplines, the organization can become 'a learning organization'. This book, therefore triggered the craze and fad on part of organizations to become 'learning organizations' and the rise of the 'knowledge economy' was
perfect timing for it. Now when the hoopla has settled, it is time again to revisit the true essence of Senge's work and what he REALLY means.

Being a consultant who works in the areas of creativity and knowledge creation, Senge's work is like an ocean , which I visit time after time. And come up with an occasional nugget and pearl. It's not an easy book to read, but well worth the effort.

Contributed by Gautam Ghosh,

Consultant, Erehwon Consulting, Bangalore. "Triggering Innovation for Quantum Growth"
Contact: gautam@... , Ph: 91 80 5263423 , 9845149410,
Personal Web Page : http://www.geocities.com/gautamghosh

9. More from our Members & HR Era Website

Time Management Handbook , sent by Tarkesh Gupta

I have recently developed this book. I am sure, it will be liked by all HR Era members. It is available in Hard Copies as well.

Regards,

Tarkesh Gupta

Contact: tarkeshg@...

Steps in marching towards Victory , sent by Ambar Nanavaty

Here is an insightful story about what attitude helps in achieving our goals and excel. Be focused like the frog. Dont be like those who are dead before the battle.

Contact: ambar_nana@...

10. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1400 + HR professionals for free.

Program on Managerial Compensation at Hyderabad, Vadodara,Delhi,Mumbai

I am happy to invite nominations for the following workshops on managerial compensation at

Baroda : 14th & 15th March 2003
Delhi : 4th & 5th April 2003
Mumbai : 25th & 26th April 2003
Hyderabad : (dates to be finalized)

Participants from 128 companies have attended earlier nineteen programs including Hindustan Lever, Satyam, Birla Technologies, Wockhardt, HCL technologies, Crompton Greaves, NOCIL, L&T, Willis, Veritas, GE, Zensar, MBT, Geometric Software, Eicher, Tata Libert, Trinity Computers, Boyden etc.. Out of these, three programs were conducted as in-house programs for Satyam Computers, Hyderabad. Average participant rating for all programs has been more than 8 out of 10.

Participant profile

* Senior & middle level HR managers
* Finance professionals connected with compensation
* Senior line managers involved with policy decisions on compensation
* A team from the same organization would be an ideal combination

Objectives:

At the end of the program the participants will be able to apply the compensation management principles with a view to

* Align the compensation philosophy & strategy with organizational strategy & culture
* Rationalize the salaries to make them internally consistent
* Critique the existing performance linked pay system &/or outline a new one including special issues of service functions like HR, Finance etc.
* Redesign the salary structure to reflect the current & future trends in the employment market

Fees

Rs.5,500 per participant for one nomination & Rs.5,000 per participant for two or more nominations. Self-sponsored participants will be offered a special discount.

Enquiry

E-mail:sbjpune@... or devyanip@...
Tel no-020- 5445087. Mobile : 98900 39322

Shirish Joshi

11. Best HR Jobs (India)

Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1400+ HR professionals for free

HR Head -US Operations

JobStreet SELECT is created to provide value-added Search & Selection services to our blue chip clients. JobStreet SELECT is constantly on a mission to source for qualified and talented discerning young professionals. We are looking to fill the position of US HR operation head for one of our premier clients

Requirements:

Candidate should be an MBA from a premier institutes with 12-15 yrs of overall experience ,with atleast 2 yrs of experience in handling US operations. Candidate should have excellent communication and networking skills. Candidate should be willing to work in US.

Responsibilities:

To co-ordinate overseas HR activities with home country operations.
To ensure the HR strategies, HR practices, implemented overseas are in line with the organization goals.

How to apply :

Those interested send in your resumes to :

Pankaj Khanna
Vice President and Head,
Channel Sales and Search Practice
JobStreet.com India Pvt Ltd
pankaj@...

Compensation Head

JobStreet SELECT is created to provide value-added Search & Selection services to our blue chip clients. JobStreet SELECT is constantly on a mission to source for qualified and talented discerning young professionals. We are looking to fill the position of Compensation Head for one of our premier clients who would be required to give strategic direction to the function.

Responsibilities:

Candidate should be an MBA from a premier institutes with 8-10 yrs of experience. Candidate should have excellent communication and networking skills. Candidate should be willing to work in Bombay.

Requirements:

To lead the team in implementing the compensation review methodologies. To build adequate structures/incentives so as to maximize employees efficiency & development. Periodical benchmarking against industry performance & compensation standards to ensure maximization of human potential.

HOW TO APPLY:

Pankaj Khanna
Vice President and Head,
Channel Sales and Search Practice
pankaj@...

HR Professionals, Gurgaon / Delhi

Dear Friends,

We have a few openings for HR Professionals at various Middle Management levels in our group companies based at Gurgaon / Delhi.

Those who are having upto 10 yrs of HR experience and willing to work in leading automobile component manufacturer group having Japanese J.V.'s may
forward there CV at

nikhil@...

Thanks,

Nikhil Taneja

Senior HR Executives / Managers, Mumbai

Hi,

My name is Sujatha Iyer and I represent a Mumbai based Executive Search Firm. Presently we have requirements for Senior HR Executives / Managers, with one of our leading clients.

Kindly let us know if you would be interested. If yes, please email a copy of your latest resume
at the earliest with the following details :

1. Current Annual Salary
2. Expected Salary
3. Notice Period
4. Current Location

Awaiting a positive response.

Thanks and Regards

Sujatha Iyer-Anand
Greycells Executive Search
101, Siddharth Towers
Thane (East) - 400 603
Tel. No. 91-22-55971370
91-22-25372359
Fax. No.91-22-25424178
Email : sujathaiyer@...
Website : www.greycellsearch.com

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Aims of HR Era:
It aims to enhance CAREER GROWTH of its readers by bringing to them practices & ideas they can apply in their work, opportunities to network with other Professionals, training opportunities, jobs available, and techniques for self-management.

Contribute Articles & Other Contents:
Contributions from readers are wholeheartedly solicited. Contributions are the things that enable sharing of learnings. Lead Article should be about 800 words, others 400 words. Please send details about yourself also as we would like to post them along with the article. Kindly note, no honorarium is paid now! Please email contributions to Alka@...

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#41 From: "Alka Bhatnagar" <alka@...>
Date: Sun Feb 16, 2003 2:20 pm
Subject: HR Era, Issue 30 : Motivating Knowledge Workers alka@...
Send Email

HR Era, Issue # 30, Feb 16th, 2003

CONTENTS

1. Moderator's Space

2. Motivating Knowledge Workers: The Whale Story - sent by R Nagarathinam

3. Tomato Soup for the Soul - sent by Mukesh Gupta

4. New Members :

M Madanmohan, GM-Corporate HR, NeST
K Senthil, Manager HR, PERI Software Solutions
Anand Sugun, HR Officer, Chennai Port Trust

5. Readers' Forum : Need terms & conditions for consultancy - Sagayaraj

6. Buhari's Quotation Corner - by Syed Buhari

7. Inspirational Story: A Date with the Other Woman - sent by Neeraj Narang

8. Knowledge Management: Book Review - by Gautam Ghosh

"Enabling Knowledge Creation - Krogh, Ichijo and Nonaka"

9. More from our Members & HR Era Website

10. HR Training Programs (India)

11. Best HR Jobs (India)

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

Last week heard Mr. SV Mony, who was MD of General Insurance Corpn, CMD of New India Assurance Company, & Chairman of General Insurance Corpn. He spoke on "Role of HR in Business: A CEO's Perspective."

He talked about a dilemma that all CEOs face. HR is taking away some of the authority that the CEOs earlier had, like the authority to call anyone and issue an offer of appointment at sweet will. Now HR writes Role Descriptions, conducts search and presents several candidates to select from. CEOs have to accept this time consuming process which takes away their earlier authority. They have to learn to give away their authority & respect the rightful role of HR.

More important for us, he answered about "the single most important weakness of HR Professionals:" HR Professionals should not "demand" more involvement or authority. They should rather keep telling and repeating to CEOs, how their activities will "add value to getting improved & higher results."

regards

Rajeev B Bhatnagar

rajeev@...

2. Motivating Knowledge Workers: The Whale Story - sent by R Nagarathinam

Have you ever wondered how the whale and porpoise trainers at Sea World get Shamu, the 19,000-pound whale, to jump 22 feet out of the water and perform tricks?

They get that whale to go over a rope farther out of the water than most of us can imagine. This is a great challenge - as great as the ones you and I face as parents, coaches or managers.

Can you imagine the typical American managerial approach to this situation?

The first thing we would do would be to get that rope right up there at 22 feet - no sense celebrating shortcomings. We call that goal-setting, or strategic planning.

With the goal clearly defined, we now have to figure out a way to motivate the whale. So we take a bucket of fish and put it right above that 22-foot rope - don't pay the whale unless it performs.

Then we have to give direction. We lean over from our nice high and dry perch and say,

"Jump, whale!"

And the whale stays right where it is.

So how do the trainers at Sea World do it?

Their number one priority is to reinforce the behavior that they want repeated - in this case, to get the whale or porpoise to go over the rope. They influence the environment every way they can so that it supports the principle of making sure that the whale can't fail.

They start with the rope below the surface of the water, in a position where the whale can't help but do what's expected of it.

Every time the whale goes over the rope, it gets positive reinforcement. It gets fed fish, patted, played with, and most important, it gets that reinforcement.

But what happens when the whale goes under the rope?

Nothing - no electric shock, no constructive criticism, no developmental feedback and no warnings in the personnel file. Whales are taught that their negative behavior will not be acknowledged.

Positive reinforcement is the cornerstone of that simple principle that produces such spectacular results.

And as the whale begins to go over the rope more often than under, the trainers begin to raise the rope. It must be raised slowly enough so that the whale doesn't starve, either physically or emotionally.

The simple lesson to be learned from the whale trainers is to over-celebrate. Make a big deal out of the good and little stuff that we want consistently.

Secondly, under-criticize. People know when they screw up. What they need is help. If we under-criticize, punish and discipline less than is expected, people will not forget the event and usually will not repeat it.

In general, most successful businesses today are doing things right more than 95 percent of the time. Yet what do we spend the majority of our time giving feedback on? That's right - the 2, 3, 4, maybe even 5 percent of things that we don't want repeated and didn't want to happen in the first place.

We need to set up the circumstances so that people can't fail.

Over-celebrate, under-criticize . . . and know how far to raise the rope.

Sent by R Nagarathinam, Contact: rr.trg@...

3. Tomato Soup for the Soul - sent by Mukesh Gupta

[Playwright Jim Sherman wrote this after Hu Jintao was named chief of the Communist Party in China.]

HU'S ON FIRST - By James Sherman

(We take you now to the Oval Office where George Bush & his adviser Condi Rice are talking.)

George: Condi! Nice to see you. What's happening?

Condi: Sir, I have the report here about the new leader of China.

George: Great. Lay it on me.

Condi: Hu is the new leader of China.

George: That's what I want to know.

Condi: That's what I'm telling you.

George: That's what I'm asking you. Who is the new leader of China?

Condi: Yes.

George: I mean the fellow's name.

Condi: Hu.

George: The guy in China.

Condi: Hu.

George: The new leader of China.

Condi: Hu.

George: The Chinaman!

Condi: Hu is leading China.

George: Now whaddya' asking me for?

Condi: I'm telling you Hu is leading China.

George: Well, I'm asking you. Who is leading China?

Condi: That's the man's name.

George: That's who's name?

Condi: Yes.

George: Will you or will you not tell me the name of the new leader of China?

Condi: Yes, sir.

George: Yassir? Yassir Arafat is in China? I thought he was in the Middle East.

Condi: That's correct.

George: Then who is in China?

Condi: Yes, sir.

George: Yassir is in China?

Condi: No, sir.

George: Then who is?

Condi: Yes, sir.

George: Yassir?

Condi: No, sir.

George: Look, Condi. I need to know the name of the new leader of China. Get me the Secretary General of the U.N. on the phone.

Condi: Kofi?

George: No, thanks.

Condi: You want Kofi?

George: No.

Condi: You don't want Kofi.

George: No. But now that you mention it, I could use a glass of milk. And then get me the U.N.

Condi: Yes, sir.

George: Not Yassir! The guy at the U.N.

Condi: Kofi?

George: Milk! Will you please make the call?

Condi: And call who?

George: Who is the guy at the U.N?

Condi: Hu is the guy in China.

George: Will you stay out of China?!

Condi: Yes, sir.

George: And stay out of the Middle East! Just get me the guy at the U.N.

Condi: Kofi.

George: All right! With cream and two sugars. Now get on the phone.

(Condi picks up the phone.)

Condi: Rice, here.

George: Rice? Good idea. And a couple of egg rolls, too. Maybe we should send some to the guy in China. And the Middle East. Can you get Chinese food in the Middle East?

Contributed by Mukesh Gupta, Contact: mukesh@...

4. New Members

M Madanmohan, General Manager-Corporate HR, NeST (Network Systems and Technologies)

Madanmohan is a Gold Medalist from XISS, Ranchi, in Post Graduate Diploma in Social Service. He is a Rank Holder from Ranchi University in LLB.

He has 30 years' rich & well-rounded experience in HR having worked in Cenral Coal Fields, KELTRON, AMP (later Tyco) -a Fortune 500 MNC.

Contact: madanmohan@...

K Senthil, Manager HR, PERI Software Solutions, Chennai

Message: My objective is to pursue a challenging assignment, which demands responsibility, innovation and creativity where I can prove my multi-dimensional worth and contribute towards the Organization’s growth in conjunction with personal advancement.

Senthil has done Bachelor of Business Administration and Higher Diploma in Software Engineering. He has 6 years experience of which 2 are in HR. His responsibilities cover all aspects of HR function.

His strength include multi-tasking, self starter, excellent people skills, strong commitment to the task at hand. Senthil is fluent in Tamil, English, Telugu and Hindi.

Contact: sen_kuk@... , Telephone: 044-4893275 (Office)/ 044 - 2630430 PP (Home).

Anand Sugun, HR Officer, Chennai Port Trust, Chennai.

Anand did his LLB from Pondicherry Law College and later on did M.S.W from Bishop Heber College, Trichy. His hobbies include Fitness Excercises, Reading, Driving and Travelling.

Anand is married and his wife works for Ramco Systems as HR Executive.

Contact: anandsaj@...

5. Readers' Forum

Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.

Need terms &conditions for consultancy - Sagayaraj

hello,

i'm sagayaraj running a hr consultancy. so far my placements are restricted within india, now i've
been working for some abroad requirements. so i need a copy of terms & condition of consultancy to get in to contract with abroad firms for my reference. so i request expert help from our group.

thanking u & bye

sagayaraj

sagayaraj_r@... or mosehr@...

6. Buhari's Quotation Corner - by Syed Ismail Buhari

“Great minds have purpose, others have wishes” - Washington Irving

“Resentment is like taking poison and waiting for the other person to die."

“Reading is to mind, what exercise is to the body." - Addison

“Leisure is sweet when it follows work well done”

Contributed by Syed Ismail Buhari, sibuhari@...

7. A Date with the Other Woman - sent by Neeraj Narang

After 21 years of marriage, I discovered a new way of keeping alive the spark of love. A little while ago I started to go out with another woman. It was really my wife's idea.

"I know you love her," she said one day, taking me by surprise.
"But I love YOU!" I protested.
"I know, but you also love her."

The other woman my wife wanted me to visit was my mother, who has been a widow for 19 years. The demands of my work and my three children had made it possible to visit her only occasionally. That night, I called to invite her to go out for dinner and a movie.

"What's wrong, are you well," she asked? My mother is the type of woman who suspects that a late night call or a surprise invitation is a sign of bad news. "I thought it would be pleasant to pass some time with you," I responded. "Just the two of us." She thought about it for a moment, then said, "I would like that very much."

That Friday, after work, as I drove over to pick her up I was a bit nervous. When I arrived at her house, I noticed that she, too, seemed to be nervous about our date. She waited in the doorway with her coat on. She had curled her hair and was wearing the dress that she had worn to celebrate her last wedding anniversary. She smiled from a face that was as radiant as an angel's.
"I told my friends that I was going to go out with my son, and they were impressed," she said, as she got into the car. "They can't wait to hear about our meeting."

We went to a restaurant that, although not elegant, was very nice and cozy. My mother took my arm as if she were the First Lady. After we sat down, I had to read the menu. Her eyes could only read large print. Halfway through the entree, I lifted my eyes and saw Mom sitting there staring at me. A nostalgic smile was on her lips.
"It was I who used to have to read the menu when you were small," she said.
"Then it's time you relaxed and let me return the favor," I responded.

During the dinner, we had an agreeable conversation - nothing extraordinary - just catching up on recent events of each other's lives. We talked so much that we missed the movie. As we arrived at her house later, she said, "I'll go out with you again, but only if you let me invite you." I agreed and kissed her good night.

"How was your dinner date?" asked my wife when I got home.
"Very nice. Much nicer than I could have imagined," I answered.

A few days later, my mother died of a massive heart attack. It happened so suddenly that I didn't have a chance to do anything for her.

Sometime later, I received an envelope with a copy of a restaurant receipt from the same place mother and I had dined. An attached note said: "I paid this bill in advance. I was almost sure that I couldn't be there, but, never-the-less, I paid for two plates-one for you and the other for you wife. You will never know what that night meant to me. I love you."

At that moment, I understood the importance of saying, "I LOVE YOU" in time, and to give our loved ones the time that they deserve. Nothing in life is more important than God and your family. Give them the time they deserve, because these things cannot always be put off to "some other time."

Sent by Neeraj Narang, Human Resources Department, Tata Infotech Limited

Contact: neeraj.narang@... , Ph: 95120-2567622-24; 95120-2567626-34; 95120-2562356 Ext: 557

8. Knowledge Management: Book Review - by Gautam Ghosh

Enabling Knowledge Creation - by Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka.

I had a pleasant surprise when a friend of mine decided to gift me "Enabling Knowledge Creation" by Georg Von Krogh, Kazuo Ichijo and Ikujiro Nonaka. It forms a sequel to "The Knowledge Creating Company" co-authored by Nonaka and Takeuchi published in 1995 .

The first book was a seminal work which has profoundly influenced my views on Knowledge Creation (Nonaka refuses to entertain the concept of KM , resolutely denying that Knowledge can ever be managed!) along with writers like Tom Davenport and Larry Prusak. However, the first book was open to a lot of criticism saying that it was just too "theoretic", "vague" and "generalised" ...Nonaka et al try and get more hands on, and tool bookish with this book.

However, this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders.

In the start of the book the authors try and make the difference explicit.

In a passage titled "what's wrong with knowledge management?" they spell it out :

Pitfall I: KM relies on easily detectable, quantifiable information.
Pitfall II: KM is devoted to the manufacture of tools.
Pitfall III: KM depends on a Knowledge Officer.

While the premises of Knowledge Enabling and Creation are:

Premise I: Knowledge is justified true belief, individual and social, tacit and explicit.
Premise II: Knowledge depends on your perspective.
Premise III: Knowledge Creation is a craft , not a science.

The authors reiterate that organizational Knowledge Creation involves five main steps :

1. Sharing tacit knowledge
2. Creating concepts
3. Justifying concepts
4. Building a prototype
5. Cross-leveling knowledge.

To facilitate this the following 5 enablers need to be in place :

1. Instill a knowledge vision
2. Manage conversations
3. Mobilize knowledge activists
4. Create the right context
5. Globalize local knowledge

The book is rich in case studies which show how different companies that follow these concepts are growing in leaps and bounds and innovating over others who remain stuck in the KM paradigm.

The authors note that in the Knowledge journey companies can be mapped in 3 phases, which might or might not be sequential.

1. The Risk Minimisers , whose focus is capturing and locating knowledge. The tools they use are data warehousing, datamining, Yellow pages, IC-Navigator, Balanced Scorecard, Knowledge Audits, IC-Index, Business Information Systems, Rule-based systems [these firms still view knowledge as a resource that needs to be collected and managed]

2. The Efficiency Seekers, who focus on transferring and sharing knowledge. The tools they use are internets, intranets, Lotus Notes/Groupware, Networked organization, knowledge workshops, knowledge workbench, Best Practice Transfer, Benchmarking, Knowledge-gap analysis, Knowledge sharing culture, Technology transfer units, Knowledge transfer units, Systems Thinking

3. The Innovators who enable Knowledge creation are typically those who embrace a knowledge vision, managing conversations, creating the right context, mobilize knowledge activists, globalize local knowledge, professional innovation networks, new organizational forms, New HRM-systems, new corporate values, project management systems, corporate universities,
communities and storyboards.

Contributed by Gautam Ghosh,

Consultant, Erehwon Consulting, Bangalore. "Triggering Innovation for Quantum Growth"
Contact: gautam@... , Ph: 91 80 5263423 , 9845149410,
Personal Web Page : http://www.geocities.com/gautamghosh

9. More from our Members & HR Era Website

Ergonomic Tips for Computer Users , sent by Neeraj Narang

Want to feel energetic all the time? Well we are too lazy to exercise which energises! Alternative solution is to conserve our energy levels by these tips which reduce fatigue & stress.

Friendship , sent by Ambar Nanavaty

Why talk about friendship in the age of Networking? Friendship is the evergreen tree where we always find shade & comfort.

10. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1300 + HR professionals for free.

BMA Annual HR Convention, March 7-8, 2003, Mumbai

Dear All,

Thank you for the overwhelming response to our first mail on call for papers. This year Bombay Management Association BMA is organizing a 2 day HR Convention, March 7-8, 2003 at J W Marriott, Juhu, Mumbai.

The convention titled "CEO's Perspective : Excellence in HR" aims to serve as a platform
to bring together some of the most eminent voices from the corporate world to share their experiences and perspectives on today's HR-related challenges. And to help you step away from the day-to-day cares and crises to interact with these well-known leaders and shape their myriad
perspectives into relevant strategies for your own organizations.

Program Chairman and Director: Mr. Devender Nath, Executive Vice President, L & T Infotech Ltd.

For submisssion of Papers and / or Registration: Smita Sen Khambaswadkar, Larsen & Toubro Infotech Limited, Corporate H.R., Mumbai. smita.sen@...

For exhibiting in or sponsoring the conference: Ms.Deepali Muley at BMA 022 22049698 / 22886164, or email bma@...

regards

Smita

eLearning: Translating Possibilities into Performance, New Delhi / Mumbai / Bangalore

Greetings!

SQL Star International Limited in collaboration with Dr. Allison Rossett, world renowned authority in eLearning, is proud to present for the first time in India, an in-depth perspective of the field of eLearning & new ways of enhancing individual and organizational capabilities.

Dr. Allison Rossett is a Professor of Educational Technology at San Diego State University & has been deeply involved for the last 20 years with the corporate world & academic community at the highest levels for creative solutions in eLearning.

The seminars are being held at * New Delhi - 24th February'03 * Mumbai - 27th February'03 * Bangalore - 3rd March'03.

Looking forward to your participation in this event.

Warm regards,

Rohit.

Contact: Rohit R Chowdhry, Regional Manager, SQL Star International Limited
Email: rohitc@... or visit http://sqlstarintl.com/sqlindia/seminar.html

11. Best HR Jobs (India)

Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1300+ HR professionals for free

HR Managers, Manager - Recruitment, HR - Services, all positions in Chennai

We are currently working to fill the given vacancies in HR for some of our clients, that range from MNC banking, a renowned Group in Chennai, an up coming and a well known merchandising and retail outlet with a national presence.

HR Manager : 4 Positions in all. All the positions are for “generalist” HR profiles - members who have worked in all the areas of HR, with specific focus on retention and motivational skills. In terms of competence, they should have a fluent multilingual ability, and should have adequate experience in framing policies, counseling , implementing performance management systems and be abreast with the changing trends in HR. Above all, they should have a demonstrated ability to work in team and also to lead a team of older and younger players.

Our clients give a lot of value to quality of action, thought and systems approach and hence candidates need to have worked in such companies that fosters very good people initiatives and also worked under a six sigma or equivalent quality regime.

The candidate would need to be stable in terms of building a career and hence the ideal person would be one who has worked for 6-8 years with may be one or max two changes and is looking to settle down for a long innings. Age between 28 - 32 years. Location would be in Chennai and salary would not be a constraint to the right person

Kindly respond to the below mentioned link giving a short write up in not more than 200 words (bullet points preferred) on your achievements, the impact it has had in the organisation (in terms of cost or revenue), and your thoughts on developing HR as a partner in the organization’s progress.

Manager - Recruitment : The person who thinks of a potential in everyone he / she comes across is the one that is needed. This is an exclusive zone not for the “also have a recruiter’s profile” type, but one who has a passion for selection, interviewing and getting the best resource available. Naturally, such a person would be strong in concepts of interviewing, multilingual, with an ability to listen well and notice the body language of the candidates and draw a personality sketch based on observations. A degree in MSW with additional qualification in psychometric assessments or having been exposed to and practiced psychometric assessments would be ideal. The candidate would have his / her hands full since the group requirements would need to be taken up.

Location would be in Chennai and salary would not be a constraint for the right candidate.

HR - Services: This position calls for a person who is at ease either with top notch professionals, Govt officials and with people down the line. This role is a support service although a very important one at that. It would call upon the persons talent and veracity to get things done in all areas - whether to arrange for visas, tickets, passes for movies, or arranging a golf club membership for expats, arranging their vehicles, housing and generally assisting them to settle down quickly so that they can get about in discharging their duties.

The person naturally, has to be highly enthusiastic, friendly, and have a good knowledge of the various systems and outlets that would serve his need. He should be a good PR with sound communication ability, ability to expedite arrangements and above all, ensure that the turnaround time is minimal.

The ideal candidate would be a MSW with an experience of having worked in similar conditions, and has good administrative skill. Multilingual facility would be an advantage including knowledge of foreign languages if any.

This position is based in Chennai and offers attractive salary.

Responses may be sent to either by e-mail or slow mail to:

S.VENKATESHWARAN
CONNEXIONS - A CAREER GUIDANCE & DEVELOPMENT CENTRE
Room No 204, "REAL ENCLAVE", 22 Josier Street, Nungambakkam, Chennai 600 034
Phones: 28213128, 228213089, 28213145, 98401-81769
E.Mail: venkat@... , Venk54@... .

HR/Recruitment Professionals, Bangalore

E have requirement for HR/Recruitment Professionals for one of the worlds leading Companies in IT services and consulting. This position would be based out of Bangalore. Ideal candidates should have 3-6 years of experience. MBA's in HR from premium institutes preferred. Please send in your resumes to: priyanka_joseph@...

Training Head, BPO Organisation, Mumbai

JobStreet SELECT is constantly on a mission to source for qualified and talented discerning young professionals. We are looking to fill the position of Training Head for one of our premier clients.

Our client is a Business Process Outsourcing services provider. They offer offshore transaction processing and contact center services. their offshore business model, with an in-market team in the US (New York) and the UK (London), and delivery centers in India enables them to offer clients enhanced quality and cost reduction.

REQUIREMENTS:

Candidate should be an MBA specialized in Human Resources.
Ideal candidate should have about 8-10 yrs.
Candidate should have excellent communication and networking skills.
Candidate should be willing to work in Bombay.

HOW TO APPLY:

Those interested can send your resumes to:

Pankaj Khanna

Vice President and Head, Channel Sales and Search Practice, JobStreet.com India Pvt Ltd,
# 206 and 207,Geneva House: No 14,Cunningham Road, Bangalore -560052

Tel: ++ 91 80 2206715/16/17/18 ext 28 Fax: ++ 91 80 2088261

Email: pankaj@...

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#40 From: "Rajeev B Bhatnagar" <rajeev@...>
Date: Sun Feb 2, 2003 6:31 pm
Subject: HR Era # 29, Humor in the Workplace abs444
Offline
Send Email

HR Era, Issue # 29, Feb 2nd, 2003

CONTENTS

1. Moderator's Space

2. Humor In The Workplace - The Fun Nun

3. Tomato Soup for the Soul (with Apologies to Zail Singh)

4. New Members :

R. Sagayaraj, Director, Mose HR Consultants, Chennai
Charudatt Bawane, Chennai.

5. Readers' Forum : Praise for CS Sundaram

6. Wisdom of the Soul (My Favorite Quotes) - by Neeraj Narang

7. Organizing Your Email - by Kathy Burns

8. Extraordinary Results through Ordinary People - sent by S Krishnan

A Condensation from the book 'Managing Radical Change' by Sumantra Ghosal, Gita Piramal & Christopher A. Bartlett

9. The Power of Ex-Employees - Article summary by Maneesh Goel

10. HR Training Programs (India)

11. Best HR Jobs (India)

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

Here is a very beautiful quote on love, & learning to love.

It is from Mother Teresa. It contains the secret of her attitude which enabled her to serve millions of poor people. Mother Teresa made a difference to lives of people & society around her, has left behind a huge organization (Missionaries of Charity), and has earned a place for herself in pages of history.

Do we have any similar aspirations? If yes, she may be of help!

"If you judge people, you have no time to love them."

regards

Rajeev B Bhatnagar

rajeev@...

2. Humor In The Workplace - The Fun Nun

Sister Mary Christelle Macaluso
R.S.M., O.F.N., Ph.D.

"We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn in later life that we tend to meet any new situation by reorganizing, and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization."

This was not quoted from a modern businessman or woman. It is attributed to Petronium Arbiter, 210 BC. If you read between the lines, Petronium had a sense of humor. Present day management consultants concur that a sense of humor is needed in the business world.

Research on Humor:

Research work done by psychologist Alice Isn shows that watching a funny film increased the ability to see relationships more clearly, think more broadly, and solve problems more readily. Another psychologist, Ashton Trice, demonstrated that humor helps the thinking process. Her research subjects could solve word puzzles more readily if a fun activity preceded the test.

Meetings & Humor:

Productive meetings need humor as the first item on the agenda. A few minutes to jostle the funny bone of those present are a worthwhile investment. A clip from a funny video, some wholesome jokes, a humorous funny experience, a playful game can be shared. Try some laughter exercises before the meeting begins. Decorate the meeting room with some funny motivational posters. These additions stimulate creativity with minimal investment.

Negative & Positive Humor:

Humor is a good management tool only if used in a positive way. A negative working environment is created by demeaning or crude humor. Bob Basso in his book Lighten Up Corporate America emphasizes that, if the work environment reflects boredom, lethargy, apathy, and a general lack of creativity, the company is spreading darkness instead of light. He adds, "Where there is joy at work there is the greatest possibility for profit."

Company Practices:

The humor message is spreading. If companies want enthusiastic employees, fun must be part of the work environment. Increasing productivity means maximizing joy and satisfaction. Eastman Kodak has humor rooms for its employees. These rooms have funny videos, games, computers with fun activities, humorous magazines/books, and a toy store. Ben and Jerry's Ice Cream Company has a Joy Committee. Its purpose is to improve morale by providing fun activities. Southwest Airlines is known for the use of humor on its flights.

Opportunities:

Opportunities abound in the workplace to use humor positively. For example, a manager heard that a large cockroach created havoc in her department. Its demise came via the foot of an older female employee. The manager designed a citation of bravery plaque for this employee. The following day, having gotten the attention of all present, she presented the plaque to her. Laughter, clapping, and cheers rang out to bring a bright spot in everyone's day.

Create a lighthearted working environment. For example, use a kazoo to call a meeting to order, have a humor bulletin board with cartoons and funny sayings, use funny memos, post baby pictures for a guessing contest, draw names for a secret humor pal to bring joy to the person for a month or so.

Humor & Health:

Laughter promotes wellness. It affects positively the major systems of the body. Dr. Lee Berk of Loma Linda University has shown that stress hormone levels decrease with laughter. In addition, his research shows that immune cells increase. These are the body's defense system against infection. Many people hate their jobs. Humor, used properly, creates a work environment that employees appreciate.

The Book of Proverbs written 3,000 years ago shares this wisdom, "A merry heart acts like good medicine, but a downcast spirit dries up the bones" (17:22). Let there be no "dried up bones" in your workplace.

Contributed by The Fun Nun (Sister Mary Christelle Macaluso ; R.S.M., O.F.N., Ph.D.)

The Fun Nun is a full-time professional speaker and member of the National Speakers Association (NSA) who challenges people to live more joyfully, handle stress effectively, and improve their interpersonal skills. For more information about her availability to speak and/or obtaining her books, tapes, smile-on-a-stick contact her at E-mail: funnun@... , Web Site: www.FUNNUN.com , Phone: 402-399-2474, Address: College of Saint Mary, Omaha, NE 68124-2377 USA.

3. Tomato Soup for the Soul (with Apologies to Zail Singh)

Scene 1:

In a party one of Zail Singh's friends asked him how many chappathis he could eat in an empty stomach. Zail replied "Seven". Then his friend told him "When U eat the first chappathi your stomach is no longer empty.Then how can U eat seven ??".

Zail was impressed by this tricky question. So as soon as he went back home he asked his wife " How many chappathis can you eat in an empty stomach ??". She replied "Five". Then Zail told " Shit!! ! If only you had told seven I had a nice reply for it"

Scene 2:

Zail Singh went to USA for an Open Heart Bypass surgery. After the surgery, Bill Clinton came to meet him. Here is the conversation:

Bill Clinton: Hello! Are you relaxing?
Zail Singh: No, I am Zail Singh.
Bill Clinton: I want to make courtsey call.
Zail Singh: Yes, you can make it from telephone outside, it is free.

From the Net

4. New Members

R. Sagayaraj, Director, Mose HR Consultants, Chennai

Sagayaraj has a PG Diploma in PMIR & LW followed by Master of Labour Management. He has 3.5 years' experience in HR during which he has worked in an organization as well as a recruitment consultant. He is presently in Chennai.

His hobbies include Play keyboard, Singing & acting, Football, Volleyball and Cricket.

Contact: mosehr@...

Charudatt Bawane, Chennai.

Message:

Hello ,

This is Charudatt Bawane.

I am joining you all today for being a part of H R Era Group to Learn & Share the experiences in the Ffeld of Human Resources.

I was born and brought up in Chennai & Planning to move to Pune. I would be glad if the Groups intimate me about any openings in HR .

Regards
Charudatt Bawane

Qualifications & Experience:

Charudatt has a Masters in Business Administration in Personnel Management through Madras University. He has been associated with TWO Developing- Software companies for the last TWO years in the field of Human Resources.

Contact: cbawane@...

5. Readers' Forum ( Appreciations & Brickbats )

Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.

Praise for CS Sundaram from Poonam Chandok

CSS:

The story "Managerial Hare & Tortoise" was brilliant. One of the rare stories which has so many managerial lessons put so succinctly.

You may not have written it yourself but identifying the right things to share (from what we read) is also an art.

regards

Poonam Chandok
poonam@...

6. Wisdom of the Soul (My Favorite Quotes) - by Neeraj Narang

1. No one can ruin your day without YOUR permission.

2. Most people will be about as happy, as they decide to be.

3. Others can stop you temporarily, but only you can do it permanently.

4. Whatever you are willing to put up with, is exactly what you will have.

5. Success stops when you do.

6. When your ship comes in. ... make sure you are willing to unload it.

7. You will never "have it all together."

8. Life is a journey... not a destination. Enjoy the trip!

9. The biggest lie on the planet: "When I get what I want I will be happy."

10. The best way to escape your problem is to solve it.

11. I've learned that ultimately 'takers' lose and 'givers' win.

12. Life's precious moments don't have value, unless they are shared.

13. If you don't start, it's certain you won't arrive.

14. We often fear the thing we want the most.

15. Everyone hears what you say. Friends listen to what you have to say.
Best friends listen to what you don't say!

Sent by Neeraj Narang, neeraj.narang@...

Human Resources Department, NEPZ, Tata Infotech Limited, Ph: 95120-2567622-24; 95120-2567626-34; 95120-2562356 Ext: 557.

7. Organizing Your Email - by Kathy Burns

[Excerpt from "Don't Put Into Email Today What You Do Not Want to See On Headline News Tomorrow" - A Guide to Effective and Professional Communication via Email]

Keeping your email organized is imperative, especially in corporate or small business settings. When you use email for business purposes, you are essentially handling customer files. Because of the importance of this for even the smallest of businesses, those files should stay as organized as possible. You wouldn't just lump all of your paper customer files into a corner would you? Most of us wouldn't, so here are some ways to keep the email files (correspondence) organized as well.

If your business email inbox is currently cluttered with hundreds of old items, set aside some time to clear it out. This first clearance may take several hours, so you may want to delegate some weekend or evening time to tackle it.

Filing Methods

Before starting the actual filing of the items, you'll need to brainstorm your organizational structure. If you do not have a solid contact management software program, I strongly suggest investing in one. My preference is GoldMine, and I'll explain why further on in this section. For now, you simply need to decide how you work, and what filing system will work best for you personally. If you need help coming up with filing and organizational ideas, here are a few popular ones:

1. Customer Name Folders

Create email folders that are named the same as your customers. All email to or from a particular customer will be filed to that customer's individual email folder.

2. Project Name Folders

If you work primarily with projects, you can create email folders that match past, existing or future project names. From there, you can file all email related to the project, regardless of who it is to or from, into the corresponding project folder.

3. Month and Year Folders

Create email folders that are named for each month and year. Then file all email sent or received in that month/year into the matching folder.

4. Print File Cabinet Mirror

Create email folders named to match your Print File Cabinet system. Then file email into the email folders in the same way that you file print papers into your hard copy system.

Once you have decided how you want to organize your email, set up the folders and then go through each and every item in your inbox. This is the part that may take hours so make sure you have set aside enough time to fully complete the job.

While you're sorting your messages, you may find several items that have not yet been addressed but need to be. Try to address these before filing them, or make a note on your calendar or to-do list. Alternatively, if your email system has the capability, you can mark them for completion later. Be aware however: If you file the messages away you are not likely to address them later unless you have something scheduled that reminds you to. So, if you can, it is better to address them now and get them out of the way.

If your email program has the ability to link messages to contacts, I strongly suggest using this feature. This is the primary reason I use the GoldMine software. With GoldMine, I can keep a running history for each and every person I come into contact with. All email messages sent or received can be filed into the history right along with the appointments, phone calls, faxes, project notes and any other correspondence I have accumulated.

By utilizing contact management software that files email according to the person whom the email is from or to, you do not have to continuously search through various email folders when trying to find a specific item.

Ongoing Habits

Now, once you have spent the initial time needed to organize your inbox, it is fairly easy to keep it organized from that point forward. It may take a bit of effort to get into the habit in the first week or two, but usually the joy of having it all cleaned out helps to motivate you into keeping it cleaned.

Contributed by Kathy Burns

Ready for the rest? Get the full booklet -- Don't Put Into Email Today What You Do Not Want to See on Headline News Tomorrow -- right now for just $6.95!

Visit Kathy's website and get it now! http://electronicperceptions.com/ebooks/effective_email.shtml

8. Extraordinary Results through Ordinary People - sent by S Krishnan

Greetings!

I have made the enclosed extract from the book 'Managing Radical Change' by Sumantra Ghosal, Gita Piramal & Christopher A. Bartlett for our HR Era members.

With Regards,

S. Krishnan

A number of Indian Companies are caught in an intensifying spiral of competition. Excess capacity and flurry of new entrants have depressed profit margins. To restore profitability and market share, companies restructure, cut costs, reengineer and improve internal operations to reduce inventory and cycle time. These actions lead to temporary respite but soon competitors catch-up leading all of them back to the starting position.

People: The Real Source of Competitive Advantage

Getting competitive advantage lies in stimulating the company’s most valuable resource - it’s people - to be more motivated, creative and entrepreneurial than the employees of it’s competitors. No company of any size can expect to recruit and retain only geniuses. So the key is to get extraordinary results through Ordinary people in Organizations by revitalizing them. But what does ‘revitalizing people’ really mean? Most will interpret this as an attitudinal change. But can you change people’s attitude? Generally adults do not change their fundamental attitudes. They do it occasionally, only as a response to intense personal tragedies. But happenings in professional life do not change people’s attitude.

The same individual with the same attitude and traits, can behave very differently in different contexts. Revitalizing people is not about changing their fundamental behavior. It’s more about changing the context that surrounds people in their workplace.

Typically, internal contexts of Indian companies suffer from 4 characteristics, viz., Constraint, Compliance, Control and Contract.

Constraint

In companies, the Top-level managers, usually, are wise, loaded with information, have good staff, make all the decisions and put forth wonderful strategies. But how does all these boil down to the employee at shop floor? As Constraints. That’s how they feel about the stuff that comes down from the top - constraints on how they can use their own initiative, creativity, thinking, making their own choices and acting on their own steam.

Compliance

Companies have kept in place all kinds of systems-System for HR, Planning, Budgeting, each one by itself justified. But the feeling they create in the shop floor- Compliance. They hang like a black cloud over employees that must be complied with.

Control

Why does a boss exist? or Why does the management infrastructure exist? Humble employees 8 levels below will say - they exist for one and only reason - to Control them. To ensure that they do not do anything wrong.

Contract

And finally, Contract. A term increasingly being used to define relationship between employee and Organization, between employees, etc., Relationships between colleagues and departments and divisions are all seen as contracts.

In a context defined by constraint, compliance, control and contract, employees cannot be expected to take initiative, to learn and bring benefits of that learning, to collaborate , to share and to help each other. For all these to happen, companies should replace these 4 characteristics of internal contexts.

The Four Transformations

Constraint had to be transformed to Stretch. Every individual, in whatever he or she does, tries to do more, rather than less. In this process, each one pushes himself continuously and thereby also pushes everyone around them, pushes the management, pushes the company to do more and better.

The second change is from Compliance to Discipline. Compliance is adhering to something due to external pressure whereas Discipline is internal, ingrained in day-to-day behavior and in all management process. It doesn’t mean that a company cannot have any systems. The issue is not whether a company has system or not, but what the management does with systems. Does it use it to impose compliance or does it use the systems to instill self-discipline into people’s day-to-day behavior?

Third, the context of control has to be replaced by Support. Employee should feel that, his boss, with all his authority and resources, is there to help and guide him to achieve the results. A context of support through personal coaching and mentoring.

Finally, a shift from Contract to Trust. A real feeling of trust should exist which says: ‘You know, we are a part of the same Organization and I trust you. I trust you as a starting condition, and till you prove unworthy and not the other way round.’

Shaping such a behavior context in an Organization requires a fundamental shift in management’s beliefs. Only when they liberate and challenge their people to develop and leverage their knowledge, skills, imagination and courage will they have created a dynamic, self-renewing company.

Sent by S Krishnan, skn@...

Larsen & Toubro Limited, - ECC Division, Chennai.

9. The Power of Ex-Employees - Article summary by Maneesh

I have found one interesting article titled " The Power of Ex-Employees:" in a magazine so sharing it with all of the people. This article is about launching alumni program for ex-employees & has given the reference of Mc-Kinsey & Agilent Technologies in this regard.

The ex-employees are important due to following reasons.

1.The former employees can be buyers of products

2.They are a source of referrals, they can also be rehired

3.Former employees are also a great source of ideas & intelligence

4.Ex-employees can act as ambassadors, marketers & lobbyists for the companies

5.Fostering good relations with ex-employees increase the chance that they would hold on the shares of company for a longer period of time.

So the HR Dept. of company should initiate an alumni program which is complicated but with the help of data-processing technologies & the internet, can be launched successfully.

The best programs are built on three aspects:

1.Companies need to be more human with the employees at the time they leave the organizations

2.It is a two-way propositions, if former employee keeps the company updated on their whereabouts & work, then it is advisable that the company also offers some benefits to the former employee such as invitations in events & social gathering

3.Companies need to provide relevant information, which is tailored to the specific needs of the former employees

With regards

Maneesh

Article Summary sent by Maneesh Goel, MBA Student

10. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1300 + HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.com/trainings.htm

Program on Managerial Compensation at Vadodara,Delhi,Mumbai

I am happy to invite nominations for the above workshops on managerial compensation at

Baroda 14th & 15th March 2003
Delhi 4th & 5th April 2003
Mumbai 25th & 26th April 2003

Participants from 128 companies have attended earlier nineteen programs including Hindustan Lever, Tata Honeywell, Birla Technologies, HCL technologies, Alstom Power etc. Out of these, three programs were conducted as in-house programs for Satyam Computers, Hyderabad. Average participant rating for all programs has been more than 8 out of 10.

Participant profile:

* Senior & middle level HR managers
* Finance professionals connected with compensation
* Senior line managers involved with policy decisions on compensation
* A team from the same organization would be an ideal combination

Objectives:

At the end of the program the participants will be able to apply the compensation management principles with a view to
* Align the compensation philosophy & strategy with organizational strategy & culture
* Rationalize the salaries to make them internally consistent
* Critique the existing performance linked pay system &/or outline a new one including special issues of service functions like HR, Finance etc.
* Redesign the salary structure to reflect the current & future trends in the employment market
In other words the participants will get specific ideas & insights to align people costs with organizational results.

Fees:

Fees: Rs.5,500 per participant for one nomination & Rs.5,000 per participant for two or more nominations. Self-sponsored participants will be offered a special discount.

Enquiry: Shirish Joshi

Tel no-020- 5445087. Mobile : 98900 39322

E-mail:sbjpune@... or devyanip@...

HR Certificate Program, Learning Tree University, Costa Mesa, CA (Free Admission)

Dear HR Group:

The New HR Certificate Program is a framework for maximizing the HR Department to ad value to the organization Topics include:

HR Culture
Training and Performance Results
Transfer of Training and Influence
Increase Revenues Through Highly Effective Teams
HR Budgets - How To Work With and Manage
Measuring HR Results
HR's Role in Organizational Goal Attainment
Hiring the Right Person the First Time

The purpose of this program is to steer HR Professionals and departments toward the attainment of organizational goals through optimizing the employee performance, productivity, output, managing costs, and participating in and developing training for goal attainment. It is designed to help HR departments take a more active role in the human resource strategic planning and mplementation process and to transition to being part of the executive team.

This is a great opportunity to get in on the ground floor.

Date: February 6, 2003
Location: Learning Tree University, Costa Mesa, CA
Time: 9:00a-3:30p

We hope to see you all there.

Until then, thank you for taking the time to read this message and for
forwarding the announcement to others who may benefit from this new program.

Sincerely,

Jackie L. Aquino

drjacki@...
JLA Management Seminars

11. Best HR Jobs (India)

Free Service: Employers & Consultants can email their job vacancies to Alka@... . We reach them to 1300+ HR professionals for free

Human Resources Manager, I.T services organization

JobStreet SELECT is created to provide value-added Search & Selection services to our blue chip clients.

JobStreet SELECT is constantly on a mission to source for qualified and talented discerning young professionals. We are looking to fill the position of Human Resources Manager, for one of India's largest niche I.T services organization providing independent Software Reliability Management Services to banking and financial services organizations worldwide.

REQUIREMENTS:

Candidate should be an MBA specialized in Human Resources.
Ideal candidate should have about 8-10 yrs.
Candidate should have excellent communication and networking skills.
Candidate should be willing to work in Chennai.

RESPONSIBILITIES:

Overall responsibility for HR Management, Training and Recruitment.
Continuing implementation of existing ESOP plan and design of suitable
hiring plan, Compensation structures and training programs.

HOW TO APPLY: Please email resume to Shashi Kumari <shashik_louis@...>

HR Executive

Dear All,
Our company have vacancies for the following

1) HR Executive
- Full spectrum of HR
- 1 - 2 years experience

2) Software Engineer
- 1 -2 years experience
- Knowledge with ASP, Java, Crystal Report, Database management, Unix and SQL

3) Customer Service / Data Entry
- Able to work shift (latest shift is 1pm - 9 pm)

If interested, kindly contact the undersigned at Tel: 6395 9476 / 393 or forward your resume to LSKang@...

Regards
Lisha

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#39 From: "Alka Bhatnagar" <alka@...>
Date: Sun Jan 19, 2003 4:35 pm
Subject: Hr Era # 28, Developing Leaders alka@...
Send Email

HR Era, Issue # 28, Dec 19th, 2002

CONTENTS

1. Moderator's Space

2. Learnings from National HRD Conference - by Poonam Chandok

Developing Leaders
HR’s Role in Building High Performance Organization

3. Tomato Soup for the Soul - by Ravindra Nath & Neeraj Narang

4. New Members :

Deepak Deshpande, GM-Human Resources
V. Shanmugam, Personnel Manager

5. Readers' Forum

Tarkesh's Happiness
Praise for Poonam

6. Buhari's Quotation Corner - by Syed Buhari

7. The Managerial Hare & Tortoise! - sent by C S Sundaram

8. More from our Members & HR Era Website

Most Important Part of the Body - sent by Ramakrishnarao
Convert Your MAJOR PROBLEMS into TINY - sent by Ramakrishnarao

9. HR Training Programs (India)

10. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

Many Thaaaanks for the overwhelming appreciation for HR Era's free ebook "Manage Your Time" .

Some members had difficulty in downloading it from the following addresses. If you are unable to download, let me know, I will email it to you individually.

http://hrera.com/time1.exe
http://hrera.tripod.com/time1.exe .

Tarkesh was very happy with members' requests for his ebook on Inspirational Stories. Read his letter in Readers' Forum. He has sent one more free ebook for our members. Await our next issue.

And yes, know our new members - Deepak & Shanmugam!

regards

Alka Bhatnagar

alka@...

2. Learnings from National HRD Conference - by Poonam Chandok

[Here is final & most interesting installment in Ms. Poonam's series on the National HRD Conference held at Mumbai during 3 -5, October, 2002. There were almost 1000 participants in the Conference and 22 Speakers.]

Developing Leaders

In the Concurrent Session on Leadership Development, speakers were Anil Sachdev, Gunit Chadha (MD & CEO of IDBI Bank) and Alan Parker (Hewitt Associates). Some learnings were:

"It does not help to debate whether leadership is learned or something you are born with. Fact is, there aren’t enough leaders to go around to manage the growth of our business. So we have to develop them"

Leadership is about

how to work with people
having a vision for our work - whatever level we may be at
having passion, commitment and belief in the work we are doing
adding value to the work we are doing
focus
inspiring others - telling them why a certain thing needs to be done and leaving the choice of following to them
speed and agility
resourcefulness
self awareness and values

Leadership can be developed by

Giving challenging assignments
360 degree feedback
performance coaching
action learning
internal and external training
mentoring
exposure to senior managers
stretching and goal setting

Experiential learning is very very important for developing leadership skills.

Leaders are not only at the top but at all levels

There are six leadership styles: -

Coaching - develop long term
Pace setting - Do it my way
Democratic - participative management
Coercive - Do it my way, I tell you
Authoritative - vision led
Affiliative - people first, task second

In Indian context the two dominant styles used are coercive and pace setting. We need all the six styles, depending on the situation to be effective.

HR’s Role in Building High Performance Organization: Dough Ross

Dough Ross (Partner - Watson Wyatt) spoke on Building High Performance Organization.

He mentioned that you do not need an explosion of high performance tools (too many initiatives) to ensure high performing organization. In fact the right tools, which align with business objectives, need to be identified.

He mentioned that HR's job was to predict where the organization was going to be and prepare for that rather than being reactive to what was happening in the business.

Some other points he mentioned were:

Clear reward system and an equally clear accountability system

We need to measure the degree of change v/s the degree of pain it causes and then decide if the change is worth it or not

For every action there will be an equal and opposite reaction. HR has to be prepared to take this in their stride and persist with the change

There needs to be a superimposition of the structure of organization that I want on the structure of organization that I have - this will clearly highlight the areas where I have to reduce manpower and where I need to recruit (e.g. desired structure is a triangle where as present structure may be a squarish one tapering at the top - those areas which do not superimpose will be areas where we need to downsize or recruit accordingly)

Some musts for HR

HR must know the business
HR must work hard at getting the correct leadership at the correct place
HR has to prioritize its initiatives and address them in their order of importance
HR must realize who their stakeholders are

1) Employee

2) Supplier

3) Customer

4) Shareholder

strictly in that order

Giving training to a potential leader does not increase his leadership skills but giving him situations and work to prove and realize his potential will help them grow as leaders

Contributed by Poonam Chandok,

Larsen & Toubro Limited - ECC Division, Mumbai. Contact: poonam@...

3. Tomato Soup for the Soul - by Ravindra Nath & Neeraj Narang

Santa in America

Santa and his son were visiting America for the very first time.
Santa was at a Local Food store going up and down the aisles with his son.
Santa asked, "What is this??
Santa`s son, "Powdered orange juice"
Santa, "Powdered orange juice??" Son: "Yeah, Dad. You just add a little
water, and you have fresh orange juice."
A few minutes later, in a different aisle Santa asked again, "And what is
this?? Son, "Powdered milk"
Santa, "Powdered milk??"
Son: "Yeah, Dad. You just add a little water, and you have fresh milk!"
A few minutes later, in a different aisle...
Santa, "And give a look here!! Baby Powder !! What a country, What a country!"

Sent by Ravindra Nath

Contact: robeendar@...

"Woman"....an enigma !!!!

An angel of truth and a dream of fiction,
a woman is a bundle of contradiction,
she's afraid of a wasp, will scream at a mouse,
but will tackle her boyfriend alone in the house.

she'll take him for better, she'll take him for worse
she'll break open his head and then be his nurse
but when he's well and can get out of bed
she'll pick up the tea-pot and aim for his head.

beautiful and keenly sighted, yet blind,
crafty and cruel, yet simple and kind
she'll call him a king, then make him a clown,
raise him on a pedestal, then knock him flat down.

she'll inspire him to deeds that ennoble man,
or make him her lackey to carry her fan.
she'll run away from him and never come back
but if he runs away, then she'll be on his tracks

sour as vinegar, sweet as a rose,
she'll kiss you one minute, then turn up her nose,
she'll win you in range, enchant you in silk,
she'll be stronger than brandy, milder than milk.
at times she'll be vengeful, merry and sad,
she'll hate you like poison, and love you like mad ....!!!!!

Sent by Neeraj Narang,

Human Resources Department, NEPZ, Tata Infotech Limited. Contact: neeraj.narang@... , Ph: 91-4567622-24; 91-4567626-34 Ext: 557

4. New Members

Deepak Deshpande, GM-Human Resources, Trigyn Technologies Limited, Mumbai.

Message:

Hi,

Glad to be a part of this group. My passions in life: Singing, Giving Motivational talks, Dancing, Celebrating and People.

Greatest achievements: My boss asked me, "What is the secret of your enthusiasm? You never seem to let insecurity haunt you, despite the tough times?"

One line description of himself as a person using metaphors/ analogies/ jingles/slogans etc? "People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily."

Thanks for your time and attention!!

Regards,
Deepak Deshpande

Qualifications & Experience:

Deepak is obviously highly qualified: In addition to MBA, he has done M.Phil (Electronics)& M Sc (Electronics). He also has to his credit Dip. in Management, Dip. in Marketing Management, PG Dip in Distance Education, and Dip. in HRD.

Deepak has 16 years of well-rounded experience. His career aspirations: First is to make a visible contribution to personal & professional growth of others and the second would be to get my Doctorate degree (PhD).

He is member of several Professional bodies including IEEE, ISABS, BMA, AMIETE, HRInfotech.

Contact: Deepak.Deshpande@... , Tel: +91 22 2518 8686 Extn 523,
Fax: +91 22 2518 8680 . www.trigyn.com

V. Shanmugam, Personnel Manager, Sarovar Park Plaza Group of Hotels, Bangalore.

Shanmugam did his M Com. and then PG Diploma in PM&IR. He has 9 years experience, which includes working in Accounts Department in initial years.

In his career Shanmugam has faced many challenges including Strikes, Ghereos, threatening, Police Cases and attending civil and labour courts and industrial tribunals.

His strengths include Willingness to accept challenges, Dedication, Good interpersonal skills, Creativity, Innovation

He is computer friendly and knows 5 languages.

Contact: shan_prem2001@... , Ph: 54477(08176), 64094(08192)

5. Readers' Forum ( Appreciations & Brickbats )

Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.

Tarkesh's Happiness:

Thank you very much to all who have responded [requesting my ebook on Inspirational Stories], and to "HR Era" which has given me opportunity to interact with you all.

Response from last couple of days has been wonderful. My mailbox was full of requests not only from all parts of India but from South Africa, UAE & Srilanka as well.

I am not able to count the responses & best wishes, I have received. I have been continuously busy in sending the BOOK since last 10 days or so.

The responses are still pouring in. I am looking forward for more interaction and constructive feedback.

Regards,
Tarkesh Gupta

tarkeshg@...

Praise for Poonam

Thanx for this great article [Turnaround and Downsizing] ...
This is really a very good job.

Regards,
Yogish

Yogish LK (CRG-R&D), yogishlk@...

6. Buhari's Quotation Corner - by Syed Buhari

“LIFE CAN ONLY BE UNDERSTOOD BACKWARDS BUT
IT MUST BE LIVED FORWARDS”

“FROM WHAT WE GET WE CAN MAKE A LIVING,
WHAT WE GIVE HOWEVER, MAKES A LIFE”

“IF YOU HAVE MUCH, GIVE OF YOUR WEALTH
IF YOU HAVE LITTLE, GIVE OF YOUR HEART”
-Arabic Proverb

Contributed by Syed Buhari, sibuhari@...

7. The Managerial Hare & Tortoise! - sent by C S Sundaram

We have all heard of the hare and tortoise story. The moral of that story is that slow and steady wins the race. But then recently, someone told me a more interesting version of this story.

It continues.

The hare was disappointed at losing the race and he did some soul-searching. He realised that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed. This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

The moral of the story?

Fast and consistent will always beat the slow and steady. If you have two people in your organisation, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organisational ladder faster than the slow, methodical chap. It's good to be slow and steady; but it's better to be fast and reliable.

But the story doesn't end here.

The tortoise did some thinking this time, and realised that there's no way he can beat the hare in a race the way it was currently formatted. He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometres on the other side of the river. The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

The moral of the story?

First identify your core competency and then change the playing field to suit your core competency. In an organisation, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

The story still hasn't ended.

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realised that the last race could have been run much better. So they decided to do the last race again, but to run as a team this time. They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story?

It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story.

Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both. The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.

To sum up, the story of the hare and tortoise teaches us many things. Chief among them are that

fast and consistent will always beat slow and steady;
work to your competencies;
pooling resources and working as a team will always beat individual performers;
never give up when faced with failure;
and finally, compete against the situation - not against a rival.

Sent by C S Sundaram

Sr Manager (Personnel), Larsen & Toubro Limited, Hyderabad, css@...

Note from HR Era:

Neeraj Narang also sent the above story two days after Sundaram sent it for inclusion. Neeraj's version included the following example on "competing against the situation":

When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Coke's growth.

His executives were Pepsi-focused and intent on increasing market share 0.1 per cent a time. Goizueta decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth.

He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke's share of that? Two ounces. Goizueta said Coke needed a larger share of that market. The competition wasn't Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something. To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since.

Neeraj Narang, Tata Infotech Limited, neeraj.narang@...

8. More from Our Members and HR Era Website

Most Important Part of the Body - sent by Ramakrishnarao

Convert Your MAJOR PROBLEMS into TINY - sent by Ramakrishnarao

9. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1300 + HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.com/trainings.htm

PSYCHOMETRY TOOL TRAINING PROGRAMME

www.alertmc.com
www.alertlearning.be

Our next training programmes in Koan-Personality Inventory will be conducted by Mr.Lieven Cornelis on 13th and 14th February aimed at making Psychometry testing affordable. The report includes a personality profile in 19 scales of human behaviour with a "Narrative report" and "Competency Reports(5)".

Training Coordinator:Mr.Lieven Cornelis *

Training dates : February 13th and 14th (9 AM to 5 PM)

Location: Rane Institute of Employee Development (RIED), Chennai

Coarse Fee: Rs.3000/-(Rupees Three thousand only) per participant The fee includes training materials, food and a Psychometry test with complete report.

*Lieven CORNELIS has a university degree in industrial and experimental psychology. He has been working in Human Resources for many years now, mainly in assessment, organizational development and training. He is the founder and president of Alert Management Consultants.

Train the trainer - assessor

He is accreditation facilitator for Benchmarks� in the Benelux and served also as co-trainer for the Benchmarks� accreditation trainings in Greensboro (US). Supervising and running accreditation trainings for the Myers-Briggs Type Indicator�, Firo-B, Benchmarks�
(a 360-degree multi-rater feedback instrument) and the California Psychological Inventory

KOAN-PI is an empirical instrument that describes the personality which is clear to everyone. The scales were created in consultation with Professionals active in the field of Human Resources.

Reliable: Various KOAN-Questionnaires were administered to a large group of study subjects. The items being used on the definitive version of the KOAN-PI were the items that were continually chosen with the highest item-total correlation in the empirical study.

Valid: The research results were tested against other well-known personality questionnaires, such as the California Pyschological InventoryTM.

Empirical: The KOAN-PI is based on external criteria, specifically how someone is seen by those in his/her environment. These data are compared with how a person sees himself/herself.

for further details, please contact :
Mr. Daniel Victor, v_day_in@...

Alert Management Consultants Pvt. Limited
New No.5/3, Sundaram Anirs, Tilak Street Extension, T.Nagar, Chennai -600 017,
Phone:044-28341378, 28349185
www.alertmc.com
www.alertlearning.be

10. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

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#38 From: "Alka Bhatnagar" <alka@...>
Date: Wed Dec 25, 2002 2:14 pm
Subject: HR Era's Santa Claus with Your Gift, Dec 25th 2002 alka@...
Send Email

Dec 25th, 2002

HR Era's Santa Claus

Dear Friends,

To get the gift from Santa Claus, all children do something - hang a sock on the Christmas Tree! Well, HR Era's Santa requests you to kindly forward the enclosed "Invitation to Join HR Era" to four or more HR Professionals you know. They too will get free gift from Santa.

Santa's promised gift for you is here. The gift is a free Ebook titled "MANAGE YOUR TIME" . Santa says you can go to any one of the following links and save the Ebook to your hard-disk. It has 22 articles on Time Management, which have the potential to make us more productive & happier in the coming new year.

http://hrera.com/time1.exe

http://hrera.tripod.com/time1.exe

Wishing you a merry Christmas & very happy New Year.

regards

Alka Bhatnagar

Invitation to Join HR Era

HR Era is a free email newsletter for Human Resource Professionals. It is published twice a month and has 1200+ subscribers in over 12 countries.

You can also subscribe this free ezine by simply sending an email to:

HREra-subscribe@yahoogroups.com

Here are some comments from members:

"I would like to thank you for your efforts in bringing up and running the best HR site in India for HR professionals like me. Your monthly e-magazine is always very content-rich, interesting and informative." - Saurabh S Tomar, Manager-HR, eCN India Private Limited, Ahmedabad

"I must congratulate you on the quality of the HR Era newsletter. Circumstances surrounding Human Resources issues in South Africa is very similar to circumstances in India and I always find something useful in HR Era" - Lex Rourke, Manager, ASTD Forum, South Africa

"I am zapped by the way this group is being handled. HrEra stands out as the best group of all the HR Groups that exist. Kudos to Rajeev!!! I am very much impressed with the way the Newsletter is Presented. Nicely planned and designed. It is really good to read." - V Mukund, Executive - Recruitment, CEI India Pvt Ltd

"Thanks for your regular HR Era Issue. It's informative especially for a HR practitioner like me who takes care of India office but are based in Singapore." - Lee Lin Chong, Singapore

"Dear Mr Rajeev and team, I am happy to inform you that during 1908 Mr. Victor Borge wrote that LAUGHTER IS THE SHORTEST DISTANCE BETWEEN TWO MEN. Whereas you have made it disproved by your HREra which is the shortest distance between many HR interested personnel. I congratulate you and your team." - K.Soundarraj National Vice President, NIPM.

"I have joined HR Era 2-3 months back. I feel that it is a tremendous knowledge and information sharing tool." - Avadhesh Dixit, HR Group, Tata Consultancy Services, Delhi

To get the above free ezine, simply email to: HREra-subscribe@yahoogroups.com

Visit our website at http://hrera.com

HR Era's Santa Claus, Dec 25th, 2002

Dear Friends,

To get the gift from Santa Claus, all children do something - hang a sock on the Christmas Tree! Well, HR Era's Santa requests you to kindly forward the enclosed "Invitation to Join HR Era" to four or more HR Professionals you know. They too will get free gift from Santa.

http://hrera.com/time1.exe

http://hrera.tripod.com/time1.exe

Wishing you a merry Christmas & happy New Year.

regards

Alka Bhatnagar

Invitation to Join HR Era

HR Era is a free email newsletter for Human Resource Professionals. It is published twice a month and has 1200+ subscribers in over 12 countries.

You can also subscribe this free ezine by simply sending an email to:

HREra-subscribe@yahoogroups.com

Here are some comments from members:

"Thanks for your regular HR Era Issue. It's informative especially for a HR practitioner like me who takes care of India office but are based in Singapore." - Lee Lin Chong, Singapore

"I have joined HR Era 2-3 months back. I feel that it is a tremendous knowledge and information sharing tool." - Avadhesh Dixit, HR Group, Tata Consultancy Services, Delhi

To get the above free ezine, simply email to: HREra-subscribe@yahoogroups.com

Visit our website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#37 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Dec 1, 2002 5:20 pm
Subject: HR Era # 27, Geography is History abs444
Offline
Send Email

HR Era, Issue # 27, Dec 1st, 2002

CONTENTS

1. Moderator's Space

2. Performance Based Award Scheme - by Ashit K. Sarkar

3. Tomato Soup for the Soul (Geography is History) - by Ambar Nanavaty

4. New Members : Rohin Chawla

5. Readers' Forum

Appreciations & Brickbats - from V Mukund & Sulekha

6. My Favorite Quotes - by Deb Roy & Ramakrishna Rao

7. Seven Organizing Secrets of Successful People - by Barbara Myers

8. More from our Members & HR Era Website

Kumarmangalam Birla on Challenges facing the CEO - by Poonam Chandok

9. HR Training Programs (India)

10. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

You must be wondering what happened to HR Era for three weeks. Well Alka & I had gone to bring Santa (Not Santa Singh).

Santaclauz finally agreed to come with a gift inspite of his busy Christmas schedule! The gift is a free Ebook for HR Era members. It is titled Manage Your Time. Like HR Era - it has quality, utility, & beauty.

Just wait, you will love it.

regards

Rajeev B Bhatnagar

2. Performance Based Award Scheme - by Ashit K. Sarkar

December is the time HR Professionals should put on their thinking cap to design the next year's (Appraisal and) Reward Scheme for their company.

Mr Ashit K. Sarkar sent us an article for you on this theme. We are happy to email it as a special supplement to this issue. Mr Sarkar is a senior & highly accomplished HR Professional. Our Members already know him from his earlier article & the thought provoking debate that ensued.

Click Here to read the above article.

Click Here to read his earlier article People Management - Old Wine?? in Issue # 12B.

3. Tomato Soup for the Soul (Geography is History) - by Ambar Nanavaty

( "Geography is history." The phrase beautifully captures a reality that world is becoming smaller and geographical boundaries are breaking down. We are moving towards one world. Don't believe? Ambar suggests ask Princess Diana! - Moderator)

Question: What is the height of globalization?
Answer: Princess Diana's death

Question: How come?
Answer:

An English princess with an
Egyptian boyfriend crashes in a
French tunnel, driving a
German car with a
Dutch engine, driven by a
Belgian who was high on
Scottish whiskey, followed closely by
Italian Paparazzi, on
Japanese motorcycles, treated by an
American doctor, using
Brazilian medicines! And this is sent to you by a
Filipino, using Bill Gates' technology which he
stole from the
Japanese. And you are probably reading this on
one of the
IBM clones that use
Taiwanese-made chips, and
Korean made monitors, assembled by
Bangladeshi workers in a
Singapore plant, transported by lorries driven by
Indians, hijacked by
Indonesians and finally sold to you by
Chinamen!

Sent by Ambar Nanavaty

Larsen & Toubro Limited, ECC Division, Ahmedabad Email: ambar_nana@...

4. New Members

Rohin Chawla, Golden Opportunities Pvt. Ltd, Chennai

Hi!

I am working with Oxford Brookes University for more than 2 years and teaching online. I take Marketing and Operations for their Online MBA Courses. We have technology and resources and can deliver the training online.

We can also help you with lot of training issues. We provide soft skill training except for accent neutralization. We can offer you two kinds of solutions: Training aids and E learning.

We are based in Chennai. In case you are willing to bear the additional travel and hotel expenses we would be pleased to work with you any where outside Chennai also.

In case you need any of these three solutions do let me know.

Thanks & Regards

Rohin Chawla

Golden Opportunities Pvt. Ltd. http://www.goldenopportunities.biz

Recruitment, Training, & Outsourcing

A2, AH 10 (Old AH 71) 5th Street, Shanthi Colony, Anna Nagar, Chennai 600 040. Ph +91 44 6286614, 6210243, 6194318/19, Fax +91 44 6286614

Email: rohin@...,
Email for CV's goldenopportunities@...

5. Readers' Forum ( Appreciations & Brickbats )

Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.

V Mukund

Hi HrEra members,

I am zapped by the way this group is being handled. HrEra stands out as the best group of all the HR Groups that exist. Kudos to Rajeev!!!

I am very much impressed with the way the Newsletter is Presented. Nicely planned and designed. It is really good to read.

Keep it up!!

Regards,

Mukund.V

Executive - Recruitment, CEI India Pvt Ltd, 044-8255075/29,
Email: VMukund@...

Sulekha (on Issue # 22 from Alka)

hi rajeev

excellent !! as usual !!

Warm Regards

Sulekha

Human Resources, Josts Engineering Company Limited, Pune.
Email: hrd@... , Phone - 543 43 50/90. Visit us at www.josts.com

6. My Favorite Quotes - by Deb Roy & Ramakrishna Rao

Deb Roy

My favourite quote is:-

"Attitude ,not Aptitude ,determines Altitude"

regards

Deb

Hindalco,Contact: deb_roy@...

Ramkrishnarao

What is Your Attitude?

A dog thinks: Hey, these people I live with feed me, love me, provide me with a nice warm, dry house, pet me, and take good care of me... They must be Gods!

A cat thinks: Hey, these people I live with feed me, love me, provide me with a nice warm, dry house, pet me, and take good care of me... I must be a God!

Sent by Ramakrishnarao

People Excellence, Tata Telecom Limited, Gandhinagar.
E-mail : rthallam@..., Tele : 079 - 3221773

7. Seven Organizing Secrets of Successful People - by Barbara Myers

What is your definition of success? At the very least, you probably desire a certain amount of free time and money. Getting organized will help you be successful, however you define it.

1. Control your time instead of letting it control you. Have a plan every day. Make a to-do list. You'll accomplish more.

2. Delegate repetitive tasks to employees and family members. Outsource. Pay or barter to have others do what you don't do well (or don't want to do).

3. Set goals and priorities. Write them down. Post them. Focus on them daily. continually ask yourself, "Is this the best use of my time right now?"

4. Batch activities. Spending a specific amount of time on like activities is more of a time saver than flitting back and forth between unrelated tasks.

5. Overcome paper overload. Set up a simple filing system. Process your paper daily.

6. Have a place for everything. Keep like things together. De-clutter. Move excess stuff out of your life.

7. Live with a budget. Spend both time and money wisely so you'll have plenty of each.

Contributed by Barbara Myers

Barbara Myers is a professional organizer, author and speaker. For free tips and e-zine to help you take control of your time by organizing your life, visit http://www.ineedmoretime.com

8. More from Our Members and HR Era Website

Kumarmangalam Birla on Challenges facing the CEO - by Poonam Chandok

I had attended the National HRD Conference held at Mumbai during 3 -5, October, 2002. It was an interesting one. To share the learning I had there, I have put together some points. There were almost 1000 participants in the Conference and 22 Speakers.

Kumarmangalam Birla in his inaugural speech touched on what are the challenges facing CEOs today. Some salient points mentioned were:

CEOs role in today’s context is constantly expanding and increasingly unstructured.

A CEO‘s skill sets must include

1. Ability to interface with the government

2. Look for talented people

3. Understand the local nuances of laws in different countries in order to operate there

4. Need for greater delegation. Leadership has to move down the hierachial chain. The role of hierarchy itself has to become less pronounced

5. Dilemma in defining performance - do I reward the person who gives me short term profits or a person who has a long term view and may sacrifice short term gains in view of that.

( Poonam insists that correct spelling of her surname is "Chandok" and not "Chandoke" as I remembered & spelled in last issue. We will continue her interesting notes from NHRD Conference in future issues. - Rajeev)

Contributed by Poonam Chandok,

Larsen & Toubro Limited - ECC Division, Mumbai. Contact: poonam@...

9. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1200 + HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.com/trainings.htm

Hi,

Greetings from the Human Resources Team, SunTec Business Solutions Pvt. Ltd, Trivandrum.

We are interested in knowing about your training programmes in details, the Training Budget , topics and things like that .

Our requirement for training include : Leadership, Team Building/Motivation, Corporate Etiquettes, Communication Skills, Project Management, Requirement Analysis, Design Methodologies & Design review.

SunTec Business Solutions is a leading customer care and convergent billing software solution provider. With expertise in transaction management, the company delivers state of the art software products to the communication, financial service and utility industry.

SunTec Business Solutions is one of a few successful Indian software product companies. Rapid development of new products and delighted customers have helped SunTec to become a major force in European, APAC and Middle East markets with blue chip clients like KPN Telecom, Motorola, Essent. The company has developed an impressive product portfolio catering to multiple industry verticals. These products have more than 250 installations. SunTec products handle 33-million subscriber base globally and processes 150 million transactions every day!

Kindly get back to us at the earliest

Regards

Lakshmi

Exe - HR, Strategic Competencies Team, SunTec Business Solutions Pvt Ltd, Technopark, Trivandrum. Ph: 0471 700984/700985, Fax: 0471 527138

E-mail: lakshmiv@...

10. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#36 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Dec 1, 2002 5:16 pm
Subject: HR Era, Issue # 27, Supplement abs444
Offline
Send Email

HR Era, Issue # 27, Dec 1st, 2002

Special Supplement

HR Era is a FREE fortnightly newsletter for Human Resource Professionals. Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com . Visit our website at http://hrera.com
PERFORMANCE BASED AWARD SCHEME - by Ashit K. Sarkar Mr Ashit Sarkar is a very senior & accomplished member of HR fraternity. He has over 47 years experience in ITC & Britannia & consultancy services. Has been member of an ILO committee and traveled the world over. Mr Sarkar sent us this article for you. December is the time HR Professionals should put on their thinking cap to design the next year's (Appraisal and) Reward Scheme for their company. We are happy to email it as a special supplement to this issue. You will need to tabulate some of the data presented to understand it. Keep paper & pencil handy.
The Context The after effect of post liberalization era in India has brought in strong competition amongst organisations, which necessitates far greater attention to the manager motivation to attract and/or to retain the high performing Managers. Recognition and rewarding for performance has been identified as one of the most important prime motivator in all organisations striving for excellence. Other factors and stimulators (including ESOP's, or general review of terms necessary to remain competitive) are not being discussed here in this article, as only Performance Award is being focused here. Granting promotion as a reward is often no longer possible in today's flatter organisations with lesser number of management levels and clearly defined & approved structures, unless the job enlarges with the upgradation. With the lifting of the managerial Salary ceilings imposed by the Government earlier, the salary differential expectations for good performance has now become more important, since generally larger salary increases have now become not only feasible, but a general practice, as compared to the past. However, it may be noted that the operative word for satisfaction is the "differential", and not necessarily just the increase! Traditional Practice: Increments The earlier practice was generally to give increases to all within a narrow range, with usually a larger increment in the basic salary to the high performing individual, or to give a grade promotion, which attracted higher allowances & benefits. Any increase in the total salary became the base for the next year, and continued for the rest of the service period. Therefore, a large amount of additional increase had substantial long term cost impact, and was generally restricted with Salary ceilings being operational. The Approach Now: Increments + Performance Award or Bonus Difficulties were often experienced with the Basic Salaries of high performers reaching the scale maximum quickly, and the low differentials in the increments not satisfying good performers. Therefore, once off Performance Award or Bonus is now getting to be one of the more effective methods of a reward for performance - which is visibly substantial, and is a non-recurring cost in future years (unless of course, the future performance levels entitle the individual to such awards). The large lump sum specific amount is perceived as much more satisfying, often at no extra cost or at a lower total cost to the organisation. At the same time it encourages managers to continue striving for similar or even better awards in the coming years - a very desirable outcome for the organisation. It also focuses the efforts of the managers & teams to the key results required during the year - with the Award amounts being known targets to be achieved! Change in Appraisal Systems: Agreed Targets, Not Capabilities or Strengths Better appraisal systems are now generally being used, which are transparent, and reflect mainly on objectives achieved during the year against agreed targets in advance, rather than mostly on general capabilities and strengths of the individual. The reward methodology, has become more performance and result oriented, rather than reflecting on effort, capability and potential. With regular review systems, the consequent improved gains to the organisation as a result of meeting such targets in the key result areas are also clearly evident to the performer, and to all others. Best Solution for Driving Performance of Organisation A combination of an Award and a better increment is possibly the best solution for the Result Generating managers. For the Average performer, a nominal increase over the inflation, and for Poor performers little or no increase may be considered, resulting in cost savings from the more generous increases to all as in the past, which contribute to the Award costs. With improved organisational results due to better performance levels, there is also more money available for distribution. Pre-requisites Before Introducing Award System: However, any Award system requires great care and thought, and also heavily depends on a good appraisal system and other support facilities. They need to be transparent, open and accepted as fair, which provide a reasonably fair opportunity to all to be able to get awards with high performance. This requires balanced allocation of achievable major objectives for each manager individually, and also as a team member. There could be some awards shared by all for overall performance (e.g. increased profitability or growth), or for all in a function, or section, meeting their general targets or objectives. The rewards must be balanced between the main contributor of the result, and the team members. Without this, overall performance will suffer, as individuals will only pursue their personal objectives, and the team effort is likely to be ignored. It is important that all managers in the same grade have reasonable opportunity to get similar maximum award amounts with high performance. Since all performances cannot be measured accurately, some degree of judgment will have to be accepted, and to avoid any ad-hocism, contributions towards long-term benefits and immediate results will also have to be balanced. These will need care and review before finalisation of the Awards. It may also be understood that the Award system has to be lasting - it cannot be changed often or easily, and the amounts are expected to increase with time, and not be reduced! While the overall increase may be seen in %age - which is an accounting tool, the actual increases should mostly be in "Amounts" - usually same for each sub-group (minor part may be linked to individual gross or salary, only if considered essential). It may be noted that %age based method increases the differentials between individuals, which may not be for performance. Possible Methodology / Example of a Very Basic Scheme: Let us work out a possible system in the following imaginary scenario (for one level of managers): Assume there are 100 Jr. Mgrs., at an Avg. gross Salary of Rs. 10000 p.m. Perf. Appraisal rates them as: 5% Poor; 75% Avg.; 15% Above Avg. & 5% Outstanding The Management approves a gross increase @ 12%, including general improvement due to inflation and competitive market, also for the previous year’s performance, & the AWARD costs. To improve market competitiveness, a minimum compensation improvement of Rs 500 p.m. is considered to be essential, and the inflation has been 8% in the previous year. A Possible Decision: To meet the general increase (& be competitive), increase of Rs 500 p.m. (5%) all round - in Grade Allowances - along with possibly grade scale extension may be carried out. Thereafter, distribute the balance Rs. 700 (7% of Avg. Salary) planned increase as follows: @ 5% to Avg., @7%+3% to 'Above Avg.'. & @10%+25% to 'Outstanding' performers (the latter %age figure of the increase for 'Above Avg.'. & 'Outstanding' is for only for conversion to Once Off Lump Sum Award, and IS NOT AN ACTUAL INCREASE in the Salary package). The Company may base conversion of the estimated Monthly amount to a Once off Gross payment on a decided multiplier factor (X) - below. It may be noted that for Avg. Performance, the increase has been more than the inflation by 2%, making it 10%, i.e. Rs 1000 p.m. TOTAL INCREASE for all the Managers in this performance level category (the actual percentage increase for individuals will vary depending on their actual Salaries in relation to the Average Salary for the group). Implementation of Above Decision: The following matrix may help in understanding the above figures, methodology & the outcome: Levels of Performance: Poor Average Abv. Avg. Outstanding Number of Jr. Managers: 5 75 15 5 General Grade Allowance Increase (Rs) 500 500 500 500 Performance Increment / p.m. (Rs) NIL 500 700 1000 Monthly Actual Gross Increase (Rs): 500 1000 1200 1500 Proposed Award on cost basis (per month per capita) NIL NIL 300 2500 (These figures will be converted to Once Off Award as per Note-1 below) Total Per Capita Gross cost/month Estimate (Rs.) 500 1000 1500 4000 Gross cost increase/month for the group (Rs.) 2500 75000 22500 20000 The Gross Cost (total of above four numbers) is Rs 1,20,000, i.e. Average Rs. 1200 per capita - at 12% agreed increase. Max. Award Amount NIL NIL Rs 300 X Rs. 2500 X Note-1: The saving of the recurring monthly cost budgeted is Rs 17000 per month: i.e.=(300X15)+(2500X5), or Rs. 17000 per month. It is available for making the AWARD payments totaling Rs.17000 multiplied by factor X) It may be noted that many of the “Average” performers may actually be eligible to share or get some of the Awards due to their participation or getting results in some of their Key areas, and “Abv. Avg.” & “Outstanding” only getting some or part of the Awards, and not the Maximum Award amounts shown. Determination of Multiplier Factor (X) : Conversion of 'limited period regular fixed amount payment' to a once-off immediate lump-sum amount may be done by using the financial method of determining the “present cost” of such recurring amounts, which depends on the interest rate, frequency & the period of payment. For example @ 10% interest rate, the present cost of (i) 25 year, or (ii) 20 year, regular monthly payment of Rs. 100 works out to approx. Rs. 11000 or Rs. 10400, which makes the factor (X) as 110 or 104 respectively for the above situations. At the same time, Lump sum payments affect the cash flow differently to recurring costs. The decision for deciding the above factor (X) can therefore be moderated as considered necessary, using the “present value” formula only as a guide. Summary: The above simplified example of valuing recurring and once off payment together to plan for the Salary Review exercise provides a fairly logical standard methodology, but the distribution & amounts etc. obviously will vary from organisation to organisation. The needs and situation will require many other factors to be included. Further fine-tuning to cover the entire management staff at all levels will be necessary in a logical and acceptable way, including deciding on Team award amounts and eligibility basis for each participant - this is a vital requirement. Transparency & openness of the reward system, fairness of the appraisal methodology and the help, sensitivity and support from the top management with clearer perception of the aspirations of the managers goes a long way in making the reward philosophy to be a positive motivator in the organisation, along with other factors. Contributed by Mr Ashit K. Sarkar, 3E, Palmtree Place, 23 Palmgrove Road, Bangalore - 560047 Ph: (080)5540393 E-mail: ashitsarkar@... E-mail: ashitsarkar@..., Home Page: http://personal.vsnl.com/ashitsarkar
Aims of HR Era, How to Contribute Articles, Legal Stuff. Aims of HR Era: It aims to enhance CAREER GROWTH of its readers by bringing to them practices & ideas they can apply in their work, opportunities to network with other Professionals, training opportunities, jobs available, and techniques for self-management. Contribute Articles & Other Contents: Contributions from readers are wholeheartedly solicited. Contributions are the things that enable sharing of learnings. Lead Article should be about 800 words, others 400 words. Please send details about yourself also as we would like to post them along with the article. Kindly note, no honorarium is paid now! Please email contributions to Alka@... Legal Stuff! All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy. Visit our Website at http://hrera.com
Copyright (C) 2002 by HREra.com

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#35 From: "Alka Bhatnagar" <alka@...>
Date: Sun Oct 27, 2002 8:32 pm
Subject: HR Era # 26, Turnaround & Downsizing alka@...
Send Email

HR Era, Issue # 26, Oct 27th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.com

CONTENTS

1. Moderator's Space

2. Turnaround & Downsizing - by Poonam Chandoke

3. Tomato Soup for the Soul - by G Sugumar & Ramakrsihna Rao

4. New Members

Tarkesh Gupta, N. Venkatramani, Lakshmi Vikraman (Ms.)

5. Readers' Forum

Help on Terms for Project Trainees - Deivasigamani J
Reply on Designing career paths for Knowledge Workers - C Srinivasan
Reply on Balanced Scorecard - Chendil Kumar
Offer of mutual help on HR Score Card - Sathyamoorthy Iyer

6. Quotation Corner - by Rajan Nagarathinam

7. Inspirational Story: The Ant Philosophy - sent by Ambar Nanavaty

8. More from our Members & HR Era Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

11. What is the OBJECTIVE of HR and do we need to quantify it?
- by Vinayakan Barat

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

We wish you a very happy Diwali. May Lakshmi, the godess of wealth, shower lot of prosperity on you in the coming year.

We have a new member to introduce who is also Lakshmi! Read about HR Era's Lakshmi in New Members column.

Regards.

Alka Bhatnagar

2. Turnaround & Downsizing - by Poonam Chandoke

I had attended the National HRD Conference held at Mumbai during 3 -5, October, 2002. It was an interesting one. To share the learning I had there, I have put together some points, which the speakers mentioned. Incase you have a doubt on something written or want further clarification, please feel free to email me back.

There were almost 1000 participants in the Conference and 22 Speakers. I attended the Concurrent session on Turnarounds & Downsizing. The panel consisted of representatives from Philips / Siemens / Thermax. Some key learning shared by them were: -

Identifying People

One method of identifying people for downsizing was to build an ability v/s willingness matrix. High & low ability on one axis and High and low willingness on the other axis. Accordingly identify people for CRS. No open VRS was recommended by any speaker.

Move Top-Down

CRS starts from the top. If the business has failed the head has to go first, before others follow.

Communate, Communicate, Communicate

There is no such thing as over communication. Get into dialogues with all in the organization, at all levels and communicate why you need to downsize. This helps create transparency in the organization. Infact some of them asked their Marketing people to talk to others in the organization on how difficult it was to get orders and how the company was going down under if they did not resort to drastic steps like downsizing

(Infact that is one common thing that almost all sessions talked about - the need for communication by HR and the top management with the people on all that is happening in the organization - the good, the bad, the ugly)

Profesional Help

Professional counselling for the CRS cases is useful. Counsellors can help them plan finances, help in coming out of the trauma. Connectivity to placements consultants to help them get jobs if possible. Siemens even allowed them to come back as suppliers.

Continue with key recruitment

This should be one of the tools for turnaround along with many others tools to ensure that people who stay back are motivated and continue to perform.

How to Avoid the Mess?

Final learning was that there is no need for VRS or turnaround if you have been doing a good job right from the beginning. One speaker akinned it to cleaning the house everyday. If you don't do it for years, then the mess would be unimaginable. Similarly in organizations, timely actions would mean not resorting to drastic measures as these.

Tata Steel Experience

The next day, J J Irani of Tatas also spoke extensively on CRS. Yes, he said clearly ours is not a VRS where anyone can opt for it but a carefully targetted CRS while sharing his experience at Tata Steel. They have reduced 33000 jobs at Tata Steel and it is still a moving target.

He shared that downsizing at Tata Steel was done in a very humane way. They rely on communication - in other words persuation & counselling. A generous settlement is also made.

One thing he mentioned was that 100% job security and efficiency do not go hand in hand.

Contributed by Poonam Chandoke,

Larsen & Toubro Limited - ECC Division, Mumbai. Contact: poonam@...

3. Tomato Soup for the Soul - by G Sugumar & Ramakrsihna Rao

Heaven & Hell

Heaven is an American salary, a Chinese Cook, an English house, and a Japanese wife.

Hell is defined as having a Chinese salary, an English cook, a Japanese house, and an American wife." James H. Kabbler III

Sent by G.SUGUMAR

DGM (Group HRD & Admin), MGM Group of Companies, Chennai. E-mail : dgmhrd@...

Magic Lamp

A junior manager, a senior manager and their boss are on their way to a meeting. On their way through a park, they come across a wonder lamp. They rub the lamp and a Genie appears.

The Genie says, "Normally, one is granted three wishes but as you are three, I will allow one wish each"

So the eager senior manager shouted, I want the first wish. I want to be in the Bahamas, on a fast boat and have no worries.

"Pfufffff, and he was gone.

Now the junior manager could not keep quiet and shouted " I want to be in Florida with beautiful girls, plenty of food and cocktails.

"Pfufffff, and he was also gone.

The boss calmly said,"I want these two idiots back in the office after lunch"

Moral of the story is: "Always allow the bosses to speak first"

Sent by Ramakrishnarao

People Excellence, Tata Telecom Ltd - Gandhinagar, Tele : 079 - 3221773 / 3246467, Contact: rthallam@...

4. New Members

Tarkesh Gupta, Executive -HR, Dabur India Limited, Delhi

Tarkesh is not a new member. He has shared many contributions with HR Era members - Why Young Executives are Chronically Unhappy [Issue 13A], Outsourcing HR Function [Issue 11A].

Tarkesh had sent us his collection of 36 Inspirational Stories. If you like to have a copy, you are welcome to email us or Tarkesh directly.

Tarkesh is also an active member of HRinIndia discussion group.

Contact: tarkeshg@...

N. Venkatramani, Senior Manager ( Personnel and Legal )

Here is Venkat's favourite quote :

" THAT MAN IS GREAT WHO CAN USE THE BRAIN OF OTHERS TO CARRY OUT HIS WORK".

Venkat is a B.Com and has done his PGD in Personnel Management & Industrial Relations. He is also a PGD in Export-Import Management and DCA.

He has been in service from 1980In these 22 years he has worked with public sector undertakings, quasi government companies & in and private sectors. Venkat has worked in various capacities in Personnel, Administration, IR, HRD and Legal Department holding responsible positions. He is a corporate member of NIPM.

Contact: blho@...

Lakshmi Vikraman, Executive- Human Resources, Suntec Business Solutions, Trivandrum

Lakshmi has done BA in English Literature from Kerela University. Thereafter she completed her MBA in 1998 specialising in HR and Management from Amritha Institute of Management , Coimbatore.

She has successfully completed All India, Southern Region and Kerela wide large scale recruiting exercises for difefrent companies - including TCS. Prepared HR Manual and Employee Handbook and also designed and administered employee satisfaction survey. She has also organised many social & cultural programs in her organisation. Her hobbies include gardening, music, arts and interior decoration.

Contact : sakhee96@...

5. Readers' Forum

Please email your replies to the person asking, with a copy to us at Alka@... for publication. Email new questions to us.

Help on Terms for Project Trainees

Dear All

I need clarifications from HR professionals on the below.

i] Do organisation pay Project trainees who are doing projects through college?

ii] In such case, Is there any limit to their pay(Consolidated/Stipend)?

iii] Is that pay taxable?

iv] Any legal rule governs the students earning while they study?

Pls send me your inputs those who have some information on the above questions.

Regards

Deivasigamani J

Senior Associate- Human Resources, Visteon Software Operations, Chennai, India. Phone 91-44-8205399 Ext. 156 and 91-44- 8205366.
Contact jdeivasi@...

Reply on Designing career paths for Knowledge Workers - C Srinivasan

Hello Shilpa,

I have just some time back seen your request in HR Era.

These days, career paths for knowledge workers are not that significant. The reason being knowledge workers have their own personal agenda and hence organizational agenda never fits.
Further, no one reveals his/her personal agenda.

Therefore, career paths developed by organizations have only paper value rather than any organizational value. Instead, we should develop structural value to capture the knowledge of the people for sharing with in. HR can not do a job which has no intrinsic value. Every thing needs to be business related.

Hope I have given my point of view clearly.

best wishes,

C Srinivasan

Group Corporate Head-HR, GMR Group, King Street, Richmond Road, Bangalore - 25

Contact: srinivasan_blr@...

Reply on Balanced Scorecard - Chendil Kumar

Hi All,

I got many mails to say that they were not able to open the pdf file on Balance Scorecard, a newsletter from Harvard Business Review

hope this helps.

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/files/newsletters/bsr-sample.pdf

cheers

ck

Offer of mutual help on HR Score Card - Sathyamoorthy Iyer

Dear Friends,

Thanks for the compliments. The HTML links given in my previous reply direct to review of a book 'HR Scorecard'.

I also welcome queries regarding the HR score card from the HR Era subscribers. At least i can share whatever i know about/sources of info on this.

I am also gathering info on this hot & happening topic in HR , like training / seminars happening around.

Regards

Sathyamoorthy

Larsen & Tubro Limited, Mumbai. Contact: vssm@...

6. Quotation Corner - by Rajan Nagarathinam

If you read a lot of books you are considered well read. But

If you watch a lot of TV, you're not considered well viewed.

Sent by Rajan Nagarathinam, Contact: rr.trg@...

7. Inspirational Story: The Ant Philosophy - sent by Ambar Nanavaty

1st PART PHILOSOPHY

ANTS NEVER QUIT

If they’re headed somewhere and you try to stop them, they’ll look for another way. They’ll climb over, they’ll climb under, they’ll climb around. They keep looking for another way.

LESSON:

To never quit looking for a way to get where you’re supposed to go.

2nd PART PHILOSOPHY

ANTS THINK WINTER ALL SUMMER

You can’t be so na�ve as to think summer will last forever. So ants are gathering their winter food in the middle of summer. You’ve got to think rocks as you enjoy the sand and sun.

LESSON:

It is important to be realistic. Think ahead.

3rd PART PHILOSOPHY

ANTS THINK SUMMER ALL WINTER

During the winter, ants remind themselves, "This won’t last long; we’ll soon be out of here." At the first warm day, the ants are out. If it turns cold again, they’ll dive back down, but then they come out the first warm day.

LESSON:

Stay positive at all times.

4th PART PHILOSOPHY

ALL-THAT-YOU-POSSIBLY-CAN

How much will an ant gather during the summer to prepare for the winter? All that he possibly can.

LESSON:

Do all you can.and more!

IN A NUT SHELL...

FOUR-PART PHILOSOPHY

Never Give Up

Look Ahead

Stay Positive

Do All You Can

Contributed by Ambar Nanavaty,

Larsen & Toubro Limited, Ahmedabad. Contact: ambar_nana@...

8. More from Our Members and HR Era Website

Relationship Glue - by Jon Henshaw

On the different types of love and the one which keeps marriages together.

Quotes - sent by Rajesh V Kamath

Rajesh, one of our members, has an intellectual disposition. He has given us a blanket permission to lift material from his "Musings" & "Triggers" that may be of interest to HR Era members. So we will include his contributions from time to time.

Triple Filter Test - sent by Ramakrishna Rao

Here is a story on three filters to apply on what you listen or chit-chat or gossip!

9. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to Alka@... . We reach them to 1200 + HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.com/trainings.htm

The 21st century competencies for HR Professionals: Framework for developing an HR Scorecard, 12th & 13 December 2002, Mumbai

Dear HR Fraternity,

HR role and activities have been treated for so long as low in strategic value and in priority. There is increasing awareness that the key to strategy achievement is a High- Performing Organization (HPO). An HPO needs reinvented HR Leadership and revitalized HR Practices. Unless the HR Department is transformed, the organization is in danger of being overtaken by its competitors and abandoned by its talented employees.

Workshop Objectives:

This workshop is to provide Senior Management and HR practitioners with a framework and selected tools for increasing the effectiveness and efficiency of its
Human Resources Management in aligning with Business Strategy

Benefits of the Workshop:

Insights into the ingredients of a High-Performing Organization
A prototype HR Scorecard
A clearer understanding of the strategic role of HR

Who Should Attend:

HR Professionals, Division/Department Heads, CEO, Managing Directors, General Managers

Workshop Leader

NING C S de GUZMAN, CMC, MBA, MSHRI, BA

Mr. Ning C S de Guzman is the Senior Advisor of PT. OTI Transformasi Lintas International.
He specializes in Change Management.Formally a Director of a Big Five firm, he has worked
with numerous organizations all over Southeast Asia.

Fees: Rs. 25,000 per participant

Seats limited to 20 participants

I Look forward to your participation.

Best regards,

Ajai

Ajai Singh
CEO, Organization Transformation International, India

Tel: 91-22-6366164, Tel/Fax:91-22-6366286, Handphone:98201.58285

ajai_singh@...

10. Best HR Jobs (India)

Free Service: Employers can email their job vacancies to Alka@... . We reach them to 1200 + HR professionals for free.

[70] Trainers in Software - Temporary Assignment [Not an HR Job]

Dear Professionals,

Zen Centre: We have great pleasure in introducing ourselves as one of the premier competency enhancement service providers. Our aim is to bring changes, effectiveness and facilitate to develop learning and performing organizations. We have conducted several training programs on soft skill for the Corporate & for the Public.

We are currently looking for corporate trainers / senior consultant who can handle training programs for Software development Companies [in Chennai] with good communication and presentation skills with 3+ years of experience in the following skill sets: -

Training Requirements: VC ++, C++, Java, J2EE, EJB

We would like to invite freelancers / consultants wishing to associate on need basis. We would like you to come in person after fixing an appt at our office with proper details like course syllabus, time duration, course material, prior experience, remuneration, etc. The trainer must me a STRONG & TEACHING EXPERIENCE in the above skill sets only need apply. And this is a temporary assignment.

Thanks

Chandru

Zen Centre for Growth, 72/139 Eldams Road, Teynampet, Chennai - 600 018

Contact: ksss@..., Ph: 044- 435 66 69

PS:

1. Participants are already software professionals and have hands on working experience

2. Other than the above mentioned skill set, other subject/s technical trainers also welcome.

3. Whether a Full Time Trainer or a Software Consultant or Freelance Trainers or Training Institutes who are interested, can also contact.

We welcome training programme enquiries, from the Corporate; write to us with specific requirements

Thanks

11. What is the OBJECTIVE of HR and do we need to quantify it?
- by Vinayakan Barat

Objective of HR

I am a Second year student at SCMHRD specialising in HRM. At this stage of my life i have very clear and strong views on the objective of HR , as far as i am concerned there is just one [objective of HR]:

making the workplace more competetive by empowering people with responsibilty and commesurate authority rather than a comfortable place.

whatever is required to acheive this objective needs to be done i would not want to list all of them down as they will not be objectives of HR but procedures of attaining the above mentioned objectives.

And About Quantifying:

YES absolutely it needs to be quantified, for HR no longer is to be seen as a cost center , we are the backbone of the company and every activity either originates or terminates at HR directly or indirectly.

To start with if HR does not facilitate the hiring of the right people in any other department how will those departments ever acheive their so called quantifiable numbers.??? so everytime a department which has quatifiable objectives acheives a goal we at HR need to be gievn a certain percentage of the points. This way we shall be forerunners of acheivers in the numbers game.

Limits to Quantifying in HR

I am aware of the fact that if everyone runs after the numbers certain key issues which need attention will be ignored that is why i have suggested the above approach. It is somewhat akin to a home wherein the father goes out to earn and a mother keeps the home , both of which are equally difficult time consuming taxing and stressful jobs , in some cases more so for the mother who has to do it all by herself without social company as compared to the father. So do we say that the father is doing a better job because he brings home a pay packet at the end of the month? How would he have had the energy to work and earn if the mother had not sent him healthy home cooked food everyday? have we thought about that.

That is exactly what is happening nowadays, all this talk about stress , burnout , worklife and personal life balance , violent children etc, what do you think is the reason for all this, very simple THE MOTHER AND FATHER BOTH ARE RUNNING AFTER THE NUMBERS.

They have been caught in the circle of quantifying their contributions. Why did this happen , it hapened because of continuous neglect of the mother function and building up of the perception that the father function which is more quantifiable is more important . This approach drove the mother to do the same and now look at the consequences.

Softer Aspects Need Due Importance

So I very strongly believe that HR needs to be left alone to do its job , yes quantification is neccessary but pls do not make it so obvious that we end up being the mothers who went to work driven by non-appreciation of the wonderful and supporting function which they used to perform.

Hope that I have made sense and that I have typed what I wanted to actually communicate as all these metaphors just poured in. I would like to discuss this further with anyone who is interested and maybe i could gain a different perspective .

regards
barat.

Contributed by Vinayakan Barat,

Contact: hr_bart@...

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.com

Reply | Forward | Messages in this Topic (1)

#34 From: "Alka Bhatnagar" <alka@...>
Date: Mon Oct 14, 2002 2:29 am
Subject: HR Era, Issue 25, From City of Lakes - Udaipur alka@...
Send Email

�

HR Era, Issue # 25, Oct 13th, 2002

Contents1 Moderator's Space

2. Quick Tip: How to Get More Done in Less Time - by Heather Reimer

3. Buhari's Quotation Corner - by Syed Buhari

4. Eleven Tips For Writing Your Resume's Cover Letter - by Kathy Thompson

5. Is Your Resume Ready? - by Kathy Thompson

6. Readers' Forum (Some Appreciations)

7. HR Training Programs

�

1. Moderator's SpaceWe are on Annual Leave in a beautiful town named Udaipur. Here we are able to prepare only a small issue. But then here is your HR Era.

Our thanks to members for giving feedback on HR Era website. Most of the replies are appreciations but additionally we also need more ideas critiques. Rajeev was hoping for 1200 responses and we are yet to cross 100!

Kindly do visit http://hrera.com and send us critiques suggestions.

More later

regards

Alka Bhatnagar

2. Quick Tip: How to Get More Done in Less Time - by Heather ReimerOnline or offline, you might find that your new business is gobbling up hours and giving back only modest gains. Maybe it's time to streamline the WAY you work. Here are a few tried and true tips to speed up your tasks without compromising on quality:1.Make a list. Sounds elementary but many people overlook this simple step. The list allows you to get what's in your brain onto the page so you can temporarily forget about all of it except the one priority item at the top.2.Tidy up. A clean desk is, contrary to popular opinion, not the sign of a sick mind but the sign of an in-control professional.3.Make your environment work for you. If jazz music helps, pipe it in. If absolute silence is a must, request it from those who share your space. We all have different ways of working best. Once you've found yours, the job will go smoother and faster.4.Determine your peak times when you feel freshest (mornings? midnights?) and do the hardest tasks then.5.Get enough sleep.6.Don't overdose on coffee. The initial buzz may get your engines fired up but the caffeine and sugar shakes will bog them down later.7.Turn off the incoming mail alerts on your email program. Try to restrain yourself from checking for emails constantly unless you're expecting something urgent.8. Love what you do. It's true - if you love your work you may not have to bother with the previous seven tips!

Contributed by Heather Reimer

Copyright � 2002 by Heather Reimer Suspect your content is not working hard enough for you? Heather Reimer writes action-inspiring web content, sales letters, news releases and articles, all at affordable rates. Editing/proofreading also available.

3. Buhari's Quotation Corner - by Syed Buhari"First say to yourself what you would be - and then do what you have to do." The dictionary is the only place where success comes before work. God helps those who help themselves."Sent by Syed Buhari

4. Eleven Tips For Writing Your Resume's Cover Letter - by Kathy Thompson

Your resume should entice your target company to call you for an interview. The cover letter is your invitation.1.Your cover letter should be like a sales letter which includes; grab the reader's attention, generate interest in the content, focus on their desire, action.2.Customize the cover letter. Address it to a specific individual. Be sure that you have the proper spelling.3.The cover letter must introduce you and your value to a potential employer.4.Keep the letter to one page.5.Keep your (dynamic) words, sentences (14 words), paragraphs (4-5 lines) short.6.The cover letter is more informal than your resume, build rapport.7.Don't include salary requirements.8.Be enthusiastic, energetic, and motivating.9.Your letter should be professional in appearance.10. Your cover letter can make an indelible first impression. Make it stand out!11.Be sure to date and sign the letter.Contributed by Kathy Thompson

Need Help! Make Your Job Hunt Easier! With A Resume and Cover Letter That Gets You The Job! You Can Do It All On-Line! - www.words4-u.com/careers.html� VALUED AT $115 - NOW ONLY $90! Kathy Thompson - 512-353-7663 - resume4u@...1348 Thorpe Lane #602 - San Marcos, TX 78666

5. Is Your Resume Ready? - by Kathy ThompsonWHAT IS A RESUME?

Very simply, a resume is a brief summary about you. It outlines the skills, abilities, and qualities that make you "marketable". Resumes are designed to help you "get your foot in the door," and land a job interview.

WHAT MAKES AN EFFECTIVE RESUME?

** Effective Resumes are always typed. ** They are neat and contain no misspelled words. ** Good resumes are brief and to the point (usually no longer than one page.) ** They are also logical and well organized. ** Effective resumes are factual and informative. ** They include action verbs. ** Good resumes always have a professional appearance.

5 P's of Resume Writing

PACKAGING - How are you presenting your resume. How it looks. POSITIONING OF INFORMATION - How is it organized. Make parts of the resume stand out, highly visible. POWER INFORMATION - or punch. Information that matches a career designer's skills, abilities, and qualifications to the potential employer. PERSONALITY - Resumes should have its own personality, with unique vocabulary. Words are power. PROFESSIONALISM - It needs to be quality, the best. It should look sharp. Make a good, lasting, and professional impression.Contributed by Kathy Thompson

6. Readers' Forum (Some Appreciations)

From A Syed Mohamed, UAEDear Mr. Bhatnagar,

Hats off to your best efforts for the HR Era. I have no hesitation in saying that the HR Era is the best site among Human Resources Management sites.

A, SYED MOHAMED, PERSONNEL MANAGER, HRM DIVISION, ETA-ASCON GROUP OF COMPANIES, DUBAI,UAE.

�

From Ashit K Sarkar, Stamford CT (USA)

CONGRATULATIONS - for your very own website now! I send you my very best wishes for continued success and growth of HR ERA readership.

From R Chandrashekar, Chennai

Dear Mr.Rajeev, The site is an excellent resource . I hope lot of people get benefitted. Chandrashekar.R Sr.Exec Resourcing Benchmarksoftech Ltd 044 -- 4987589 -93 150 Luz church road Mylapore Chennai -4

7. HR Training Programs

Balanced Scorecard Workshop, 15th 16th November 2002, MumbaiDear Members, Greetings from OTI. We recently concluded our sixth workshop on Balanced Scorecard in Mumbai. This was a terrific success. The participants have asked us to conduct another one soon so that some of their colleagues who were unable to attend could do so. Therefore the seventh "Balanced Scorecard Workshop" is now scheduled in Mumbai at The Orchid on the 15th 16 November 2002 If your members are interested in attending then they may please confirm their participation to me onajai.singh@...We limit the participants to 20 on a first come first serve basis. Best regards, Ajai Singh CEO Organization Transformation International, India K 306, Tarapore Towers, New Link Road, Oshiwara, Mumbai 400053. Tel: 91-22-636.6164, Tel/Fax: 91-22-636.6286 Handphone: 98201.582852nd Workshop on Leading for Change, Dec 11-14, 2002, Jaipurby International Management Institute, New Delhi Venue: Hotel Clarks Amer, Jaipur AIM The workshop aims at reorienting the senior level managers towards meeting the current and future challenges by nurturing appropriate mindset and generating viable options for developing internal capabilities of their respective organizations for sustained competitive advantage. CONTENT Paradigm shift in the world of business Developing new paradigm organization Transformational Leadership competencies: Visioning, Mentoring and Counseling Industry Transformation Management of Self and Interpersonal Competence Performance Management Planned Change Strategies and Management of Change FOR WHOM Senior / Middle Level Managers of public and private sector organizations and Officers of the departments/ministries of the government WORKSHOP DIRECTOR: Dr. Bhupen Srivastava, Professor Dean, IMI Last date for sending nominations: November 27, 2002 Nominations should be sent to: Ms. Mamta Panda Workshop Coordinator: International Management Institute B - 10, Qutab Institutional Area Tara Crescent New Delhi 110 016 Tel: 6863701, 6961437, 6966143, 6529237/38/39 Fax: 6867539 e-mail:mamta@...Participation Fee Residential Rs. 17,500/- per participant Non-Residential Rs.14, 500/- per participant

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#33 From: "Rajeev B Bhatnagar" <rajeev@...>
Date: Mon Sep 30, 2002 7:00 pm
Subject: HR Era : New Home in Cyberspace abs444
Offline
Send Email

HR Era

Oct 1st, 2002

Dear Friends,

Our website has moved to a new address. It is so simple, you just cannot forget it:

http://hrera.com

HR Era & Me

Two years back I cajoled Alka into parting with some money to register the above address (=domain name). That time even the 1st issue of this proposed newsletter had not come out. For her it was just one more crazy idea from me - like many she has witnessed over the years!

Anyway, being understanding about my faults, she even helped me select the new name HR Era, from amongst the thousands we considered. Then I went and registered the hrera.com domain name. Her trust in my inabilities has resulted in this website.

You and HR Era

Two members have told us that HR Era website is the best in India on Human Resources. First was Ranjith Menon and then Saurabh Singh Tomar. Now the immediate aim is simple - twenty members should say the same thing. How can that happen?

Kindly visit http://hrera.com and email us your suggestions on how to improve / make it more useful for you.

Email us links to good articles on specific topics of interest to HR Professionals, which we would happily post on the website.

Email us your articles which we can post on the website.

All we need are long replies from 20 members on each of the above questions. The day these replies get fully implemented in HR Era website, it would be widely accepted as one of the best in India on HR.

What is in it for You?

When you need info on a specific topic one day, you would certainly benefit from the pool of knowledge that will get created in this website. Sharing your knowledge with fellow professionals is good for our self-esteem & has a strong "feel good" element. I can assure that.

I am awaiting 1200 replies, one from each of you!

Warm Regards

Rajeev B Bhatnagar

rajeev@...

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#32 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Sep 22, 2002 7:10 pm
Subject: HR Era, Issue # 24, The Pencil Parable abs444
Offline
Send Email

HR Era, Issue # 24, Sep 22nd, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. Business Opportunity : Placement Agency & Website Available

3. My Favorite Quotes - by K Soundarraj

4. New Members

Taj Syed Wasifa (Ms.), Neeraj Narang

5. Readers' Forum

Reply on HR Scorecard - by Sathyamoorthy Iyer
Need info on Performance Appraisal for CEOs - Diwakar Loshali
Need info on Designing career paths for Knowledge Workers - Shilpa Yohannan

6. Tomato Soup for the Soul - Physically Fit Workplace

7. Inspirational Story: The Pencil Parable - sent by Ambar Nanavaty

8. More from our Members & HR Era Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

11. Ten Steps For Getting Success - by Maneesh Goel

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. Moderator's Space

This fortnight's article on HR is emailed separately as a supplement to this issue. Mainly because Ms. Indumathi Murthy had done the colors, design, & clickable links. We wanted to retain her color choices & design. The title is A Summary of 360 Degrees Feedback Appraisal. Click Here to read.

Rajeev had also written an article on this subject in first issue of HR Era. Then HR Era had 38 members!. Click Here to read. You will find several links on 360 Degrees Appraisal in HR Era's Knowledge Bank .

Regards.

Alka Bhatnagar

2. Business Opportunity : Placement Agency & Website Available

We are a successful IT (Software) Placement Agency with some of the best names in the industry as our clients. We are into the business for the past 2 1/2 years and we boast of a very good database especially in the high end technologies like DSP, EDA, VLSI, Telecom, etc. and in other fields as Mainframes, Banking, etc. We also boast of a very large database of Japanese speaking IT professionals.

We have a website as well which incurs good traffic even without a little bit of advertising. Comments in several publications have been issued about this website.

We now wish to sell of our business and would like to a find a suitor for the same. More details shall be provided on request. Interested parties may revert at the earliest.

With due regards,

Gaurav Bansal

PVC CONSULTING
2246, Sector 21,
Chandigarh - 160 022 (India)
Tel: +91-172- 705431, 722788, 781795, 724148
Fax: +91-172-645310 www.acejobsite.com
Email: gb@...
Alternate Email: vartika007@...

3. My Favorite Quotes - by K Soundarraj

To,

Coordinator, HREra

I really enjoy reading the HREra fortnightly. It is very interesting and thought provoking besides I get to know of new HR friends thru email.

From Cochin

I give below few quotes from my collection. These were collected when I visited Cochin University in CII team on 8th Aug 2002.

Never accept the negative until the positives are thoroughly explored.
You cannot change the past but you can ruin the perfectly good present by worrying about the future.
A person who does not understand another's silence will not understand his words either.
Perseverance makes many things.
The secret of truth is simplicity.
Always ask: "Is there a better way?"
Do not shed blood but shed hatred.
Never - Give Up.
There are hundreds of excuses for not doing a thing, but only one way to do it is to decide to do it.

Teachers' Day

On Teachers' day [September 5th] I read this at the entrance of Tamilnadu Institute of Labour Studies.

TEACHER

Tactful
Educative
Approachable
Character Building
Humanistic
Encouraging
Resourceful

I am sure this will be of interest to HR friends.

Contributed by K.Soundarraj

National Vice President, NIPM, Kolkata
Dy General Manager-HR, CPCL, 536, Annasalai, Chennai-18
ksoundarraj@...

4. New Members

Taj Syed Wasifa, Manager-HR in an IT firm

Message: I would like to broaden my wings in HR further .

Taj is a post graduate in MHRM. Her hobbies are to learn things,to know about different people, making friends, listening to music and singing etc. Her area of interest in HR is motivation, retraining and redeployment as it gives satisfaction to HR professionals when their employees impove their performance

Contact : swtaj@...

Neeraj Narang, Tata Infotech Limited

Message: I am very glad to join this forum and hope to get updated information about all HR activities. As my hobby is to make friends and building good relationship, I hope I would get many good friends thru this channel. You all are welcome to write (formal / informal)or contact me at my Email Id. Wish you all the very best to you all.

Neeraj is working in Tata Infotech Limited. You would recall Neeraj's contribution in last issue - "Salty Coffee"

Contact: neeraj.narang@... or neeraj_narang@...

5. Readers' Forum

Please email your replies to the person asking, with a copy to us at HREra@... for publication. Email new questions to us.

Reply on HR Scorecard - by Sathyamoorthy Iyer

Dear Mr.Ramkrishnarao,

You are really lucky. Just day before yesterday i was looking for this information and contacted all my friends. One of my friends, Hamilton ..., has sent this enclosed 'pdf' file on HR scorecard. I hope will be of some use to you also. Its an abstract of the book!

You can checkout the following links also regarding the same:

1. www.hbsp.harvard.edu/hbsp/prod_detail.asp?1364

2. www.chrs.rutgers.edu/scorecard.html

3. www.cupahr.org/HRpubs/HRscorecard.html

Regards

Sathyamoorthy Iyer
L&T- ECC Division
vssm@...

[Moderator: I do not know whether Sathyamoorthy's pdf file is shareable. You may like the links.]

Need info on Performance Appraisal for CEOs - Diwakar Loshali

Dear Friends,

I am working on a paper on Performance Appraisal for CEOs. I would be glad to have an [email] discussion and details on this.

Regards

Diwakar Loshali
Junior Exec Member, Sapphire, XLRI, Jamshedpur
diwakarloshali@...

Need info on Designing career paths for Knowledge Workers - Shilpa Yohannan

Dear All,

I am a student of PGDM-2 in SCMHRD, Pune. I am doing a project on " Designing career paths for knowledge workers". The project requires me to research the different practices followed by various industries in this regard.

I would really appreciate it if anyone would give me information regarding the practices followed by their companies regarding the same.

With Regards

Shilpa Yohannan
shilpa_yohannan@...

6. Tomato Soup for the Soul - Physically Fit Workplace

Our company requires no further physical fitness programs.
Everyone gets enough exercise:
jumping to conclusions,
beating around the bush,
running down the boss,
going around in circles,
dragging their feet,
dodging responsibility,
Passing the buck,
climbing the ladder,
wading through paperwork,
pulling strings,
throwing their weight around,
stretching the truth,
bending the rules,
and pushing their luck!

From the Net

7. Inspirational Story: The Pencil Parable - sent by Ambar Nanavaty

In the beginning, the Pencil Maker spoke to the pencil saying, "There are five things you need to know before I send you out into the world.

Always remember them and you will become the best pencil you can be."

FIRST

You will be able to do many great things, but only if you allow yourself to be held in Someone's hand.

SECOND

You will experience a painful sharpening from time to time, but this is required if you are to become a better pencil.

THIRD

You have the ability to correct any mistakes you might make.

FOURTH

The most important part of you will always be what's inside.

FIFTH

No matter what the condition, you must continue to write. You must always leave a clear, legible mark no matter how difficult the situation.

The pencil understood, promising to remember, and went into the box fully understanding its Maker's purpose.

Now replacing the place of the pencil with you; always remember them and never forget, and you will become the best person you can be.

ONE

You will be able to do many great things, but only if you allow yourself to be held in God's hand. And allow other human beings to access you for the many gifts you possess

TWO

You will experience a painful sharpening from time to time, by going through various problems, but you'll need it to become a stronger person.

THREE

You will be able to correct mistakes you might make or grow through them.

FOUR

The most important part of you will always be what's on the inside.

FIVE

On every surface you walk, you must leave your mark. No matter what the situation, you must continue to serve God in everything.

Everyone is like a pencil...
created by the Maker for a unique and special purpose.

By understanding and remembering, let us proceed with our life on this earth having a meaningful purpose in our heart and a relationship with God daily.

YOU WERE MADE TO DO GREAT THINGS

Contributed by Ambar Nanavaty

Larsen & Toubro Limited, Ahmedabad. ambar_nana@...

8. More from Our Members and HR Era Website

A Lunch with God - sent by Rajesh V Kamath

A story about happiness - creating happiness in others and being happy.

Sand and Stone - sent by V Bhatwadekar, Tata Steel

How do you handle hurt and good deeds?

Do You Have The Four D's You Need For Success? - by Gordon Bellows

Want to succeed? Here is one recipe for success. It is simple and also workable!!!

9. HR Training Programs (India)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1200+ HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.tripod.com/trainings.htm

10. Best HR Jobs (India)

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1200 + HR professionals for free.

[69] HRD Manager, Hapur (45 km's from Delhi, near Ghaziabad in U.P)

Organisation: A Rs. 200 crore group with large global presence and growing at a fast pace .

Person: Post Graduate in management with specialization in HRM from a premier institute. A first class career throughout, adequate senior experience in all spheres of personnel management and HRD programs. Excellent communication. Abreast of latest psycho-behavioral tools and techniques for nurturing sound work-culture, attitude change and goal orientation.

Remuneration: Negotiable. Free single accommodation with subsidized food.

Apply To : Box 12059, The Telegraph, Kolkata- 700 072

11. Ten Steps For Getting Success - by Maneesh Goel

I am writing 10 points for getting success on the basis of the little knowledge which I got through various motivational & inspirational books & experience of mine. I do not say these are universal but I feel it could help in most of the circumstances.

1. Do not be only a dreamer. There is no harm if you are visionary but for achieving vision, actions are needed.

2. Hard work does pay, it might take time but never goes in vain.

3. People talked about you earlier, people still talk about you & they will talk about you. Reason is not this that you are an issue but they do not have any issue.

4. Every leader has followers so to become a leader make your followers.

5. Your physical appearance would always help you in the initial stages but ultimately it is your attitude & behavior which would help you in making your relations , good or bad, with people.

6. Make your own identity. Wherever you go, it is essential.

7. Difficulties make tough people tougher & weak people weaker. Choice is yours.

8. Always try to help the society & people around you.

9. It does not matter how much you know, what matters is how much you present. The message is : it is the presentation which makes the difference.

10. Last but not least, every set up has its own system of doing the things. Hence make yourself familiar with the system then formulate your strategy as per the system.

Contributed by Maneesh Goel

Maneesh is in IInd year & majoring in HRM. He is in Institute of Productivity & Management, Meerut.Email: manish_goelhrd@...

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

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#31 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Sep 22, 2002 7:15 pm
Subject: HR Era, Issue # 24, Indumathi on 360 Degree Feedback abs444
Offline
Send Email

Welcome to

HR Era

A Summary of 360 Degree Feedback Appraisal

by Ms.Indumathi Murthy

What is 360 Degree Feedback?

Why is 360 Degree Feedback Used?

What are the benefits of 3 60 Degree Feedback?

What are additional names of 360-degree feedback?

What type of information should be targeted?

How is 360 different from personality or style assessment?

How many companies are using 360?

How often should 360 be rolled out?

How should confidentiality be ensured?

Is 360-degree feedback ever inappropriate?

What is 360 Degree Feedback?

360 Degree Feedback is a method of assessment of individuals (such as employees). The name "360 degree feedback" reflects the many directions that information is provided from using this style of evaluation. You can think of the person being assessed as being in the middle of a circle, with their peers responding to the survey from 90 degrees, direct reports from 180 degrees, internal customers from 270 degrees and supervisors from 360 degrees.

360 degree feedback differs from normal evaluations in that the feedback comes from many sources, providing a more balanced evaluation that is usually more accepted by review subjects as fair and objective. As per this system, the performance of an employee will be judged based on comments from not only his superiors but also his colleagues who are with him as a team and his subordinates. Such a system of appraisal is complete in all sense. Such a system of appraisal is complete in all sense. In this system, one cannot accuse someone of making it to the higher grade, because he pleased his boss.

Why is 360 Degree Feedback Used?

360 Feedback is a method of assessment that can enrich an organisation's human resources through the identification of individuals' personal development needs, improved feedback and teamwork, and better career development. The end results include improved customer service and a better "bottom line".

When it comes to evaluating their employees, executives find that accurate feedback can often be very difficult to get. People tell them what they think they want to hear, rather than what they need to hear. This is where 360 degree feedback can help - because the feedback comes from multiple sources and comes anonymously, it provides executives with exactly what they need: frank evaluations.

What are the benefits of 360 Degree Feedback?

Using 360 degree feedback questionnaires can benefit all parties involved in the process. Some of the key benefits to stakeholders in the 360 degree feedback process are as follows:


Benefits to the Individual	Process helps individuals understand how others perceive them Personal development needs are revealed Feedback is essential for learning Individuals can better manage their careers and performance
Benefits to the Team	Increases communication between team members Supports teamwork by involving team members in the development process
Benefits to the Company	Better career development for employees Improves customer service by having customers contribute to the training Drives training

What are additional names of 360-degree feedback?

Unfortunately, there are many names that refer to the same process, including: 360 feedback, multi-source feedback, multi-rater feedback, multi-rater assessment, full-circle appraisal, upward feedback, and peer evaluation - just to name a few

What type of information should be targeted?

� knowledge - familiarity with job, industry, company

� skills - task proficiency

� behaviors - patterns in relating to the environment (energy, optimism)

� NOT personality traits or styles

How is 360 different from personality or style assessment?

Style tools measure traits or behavioral preferences, while 360 measures competence

Style explains how you are likely to behave, while 360 explains how you actually behave

How many companies are using 360?

According to a recent survey by Towers Perrin, 8 percent of major companies now utilize 360-degree feedback and 69 percent plan to introduce it in the next three years

How often should 360 be rolled out?

Given that people need time to make changes and then, it takes a little while before others perceive that change has taken place, we have found that six month intervals are most appropriate. Six months allows people to create change and then get feedback on their progress so that they can develop next-level goals and action plans. However, some organizations prefer to conduct surveys of just ten to fifteen questions, focusing on a specific topic, such as Running Effective Meetings. These mini-360s are done monthly in conjunction with training on that topic.

How should confidentiality be ensured?

Confidentiality is important to both the subject and the respondents. If the subject is not guaranteed that the results will remain confidential, they will tend to feel anxiety about the purpose of the process and the use of the data. If the respondents are not guaranteed that their names will not appear on the report or be linked to specific comments or ratings, then they may not provide accurate responses and be completely open. To ensure confidentiality
Select a neutral administrator (e.g. an external consultant or human resources representative)
Print only one report per person
User-names & passwords should be required to access the survey and the response data should be encrypted

Is 360-degree feedback ever inappropriate?

Yes, when,

� individuals have not been in their roles long enough to provide valid feedback

� there are not enough respondents who truly understand the full scope of the individuals responsibilities

� the group or organization is experiencing or just experienced major change

�there is a high degree of mistrust in the environment

Author : Ms.Indumathi Murthy

Contact : vanistha19@...

Copyright : Ms.Indumathi Murthy

Go Top

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#30 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Sep 15, 2002 6:07 pm
Subject: HR Era, Info # 1, E-Learning & Training abs444
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Send Email

H R Era, Info # 1 Sep 15th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. HRDWebvarsity - A Web Based Training Software - from SMR, Malaysia

3. Workshop on Competency Mapping with Psychological Testing - by XLRI, Jamshedpur & Hughes Escorts Communications Ltd

* In 11 Cities Simultaneously !
* Mr. Kuldeep Reddy says he has given a Special Offer for HR Era members !!

4. HR Training Programs (India)

Bangalore HR Summit, Bangalore -
by Institure of HRD and naukri.com

Workshop on Performance Management, Bangalore -
by Institute of HRD

5. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

We have received 4 long notifications. I find the 2 on e-learning are exciting & tempting!

The notifications are too long to include our regular issue & cannot wait till then. All 4 are sent herewith! Kindly note, Alka / I do not have personal knowedge of these products / services.

Training organizations & trainers are welcome to post their programs in HR Era.

Regards.

Rajeev B Bhatnagar

2. HRDWebvarsity - A Web Based Training Software - from SMR, Malaysia

Dear Friend,

As the new century opens up numerous opportunities for the use of technology for the benefit of humanity; can we then call it e-Century !!! We are finding new ways of work; new ways to trade and it is only proper that we find new ways to learn as well. E learning is beginning to take roots to most people, to achieve these.

SMR - Specialist Management Resources, incorporated in the year 1978 is Head Quartered at Kuala Lumpur, Malaysia. She is an ISO 9002 company & is also considered the regional leader in the field of HRD. Today, she has operating centres at Australia, Singapore & India.

SMR with this credentials, is proud to announce the launch of its Web Based Training Software by HRD Webvarsity for the World. HRD Webvarsity Integrates Web-based learning into your Human Resource Strategy and lets you to build your own Courses easily using existing documents, graphics, files, etc. HRD Webvarsity provides a secure, virtual learning centre with concrete results and let your employees or customers or public get trained on a self-paced and in exciting manner.

Please find enclosed a short write-up of e-learning "HRD Webvarsity".

With Best Regards,

M.C.Jitha

Consulting Services Executive, SMR, Chennai
Tel / Fax: 044 - 6604550 / 6449903

HRDWebvarsity

A Complete Web Based Learning Management System

Web Based Training Software by HRD Webvarsity lets companies and organisations utilise a complete Learning Management System using only a common Web Server and a simple database. With HRD Webvarsity, you can quickly build, deploy, manage, and monitor your own on-line courses. Students enrol, sign on, and conduct all class activities, from any location, with only a standard Web Browser and without complicated plug-in software.

HRD Webvarsity gives you complete web-based control over all course content, course guides, class schedules, enrolment policies, testing policies, and progress monitoring. HRD Webvarsity works for courses with or without Instructors, and includes advanced features and complete security.

HRD Webvarsity software leverages your education resources. Now you can build and deliver on-demand structured online courses over your Intranet or the Internet without the help of programmers and without installing browser "plug-ins" for your on-line learners. With HRD Webvarsity, programming skill is not required to set up new course structures, build online tests, schedule classes and generates reports.

With an ease-of use that's almost revolutionary, HRD Webvarsity gives you the power to build and manage online training courses and testing without programming or complex set-up and administration.

Product Summary

HRD Webvarsity Integrates Web-based learning into your Human Resource or Marketing Strategy
Build your own Courses easily using existing documents, graphics, files, etc.

HRD Webvarsity provides a secure, virtual learning centre with concrete results

Let your employees or customers train on their own schedule

Automated student signup, and configurable enrolment approval

Automated content management and online multi-chapter Course Guide

Automated Course Administration, Test Definition, and monitoring of student progress

HRD Webvarsity Uses technology to enforce a consistent, successful training structure, while maximising interaction between student and instructor, if an Instructor is used

Individual, customised, secure Student Menus based on your class configuration options

HRD Webvarsity lets students easily track their own progress through the course online

HRD Webvarsity includes Web-based course set-up, scheduling, monitoring, reporting for Administrators

For further information on our products and services, please feel free to email me at jitha@... or log into any of our websites www.smrhrd.com www.palan.org www.hrdwebvarsity.com www.hrdpower.com.

3. Workshop on Competency Mapping with Psychological Testing - by XLRI, Jamshedpur & Hughes Escorts Communications Ltd

* In 11 Cities Simultaneously !
* Mr. Kuldeep Reddy says he has given a Special Offer for HR Era members !!

Dear All Group Members,

In joint association: XLRI, Jamshedpur & Hughes Escorts Communications Ltd (HECL) bring to 11 cities simultaneously; a 2 day workshop by Prof R.K.Premarajan on:

"Competency Mapping with Psychological Tests"

September 27-28, 2002 @ (Delhi \ Mumbai \ Bangalore \ Calcutta \ Hyderabad \ Chennai \ Pune \ Madurai \ Trichy \ Coimbatore & Cochin) simultaneously

Many organizations today are faced with the dilemma of choosing the right kind of competency measurement tools! .

It is in this context that organizations are increasingly turning to Psychological Testing as a cost-effective method for mapping competencies. With the growing emphasis on Competency Based Human Resource Management the Psychological Testing has become a vital tool in the task of minimizing risk on all sides in recruitment and in career management decisions.But which psychological test or tests should be used, in which circumstances, and why is the question.

Dr.R.K.Premarajan, one of the well known names in field of competency based HRM, in his 2 day workshop tries to find an answer to the above question. Further some of powerful tools such as OPQ, Thomas Profiling etc will be explained by senior consultants from SHL & Thomas International respectively!

This "Live and Interactive" workshop, from XLRI, will be delivered on Hughes DirecWay Global Education's interactive learning platform which facilitates faculty-participant interaction using video broadcast, two way data and audio interactivity.

Workshop Objective

*The key objective of the workshop is to make participants:
*Familiar with the concept of Competencies
*Understand the use of Psychological Tests in Mapping Competencies
*Familiar with some of the widely used Tests/Instruments

Workshop Contents

The workshop will provide the participants with an exposure to:

*The conceptual understandings of Competencies and Psychological Testing.
*Various Tests to assess different facets of Competencies ranging from Aptitudes, Interests, Personality, etc.
*The benefits of using Psychological Tests.
*The pitfalls and limitations of Psychological tests and overcoming them.
*The experience of organizations using Psychological Tests.
*Experience of the providers of Psychological Tools.

Some of powerful tools such as OPQ, Thomas Profiling etc will be explained by senior consultants from SHL & Thomas International respectively!

Who should attend

Managers and executives from: Personnel and HR functions, Others involved in Personnel Decision-Making

Registration fee

Special Price for all the Hrera eGroup Members from (Delhi \ Mumbai \ Bangalore \ Kolkata \ Hyderabad \ Chennai \ Pune \ Madurai \ Trichy \ Coimbatore & Cochin) in India.

Rs 8,000 per participant
Rs 7,000 for a XLRI alumini/HECL customers
Rs 14,000 for a team of 2 from the same organization

Contact Person for Hrera eGroup Members

Kuldeep Reddy
Asst. Manager - HR
Solix Technologies Ltd., - HYDERABAD.
Mobile : 91 - 98490 21633
Tel : 91 - 40 - 7018783 \ 7015102.
Y! Pager : kuldeepsolix@...
Email : kuldeepr@...

4. HR Training Programs (India)

4.1 Bangalore HR Summit, Bangalore - by Institure of HRD and naukri.com

BANGALORE HR SUMMIT 2002
on 28-29, Nov.2002, at Hotel Atria, Palace Road, Bangalore-1, India

Theme: HR - A Strategic Business Partner

We wish to inform you that Institute of HRD in association with naukri.com will be hosting the Bangalore HR Summit 2002, a Two Day convention on the theme HR: A Strategic Business Partner, on 28-29 November 2002 at The Hotel Atria, Palace Road, Bangalore, India.

Speakers Invited

Mr.Ravi Uppal, President & MD, ABB Ltd.*
MR.C.Mahalingam, Group VP-HR Scandent Group.
Mr.J.M.Prasad, Head-HR, i2 Technologies India Ltd.
Mr.Shrihari Udupa, Director-HR, Oracle Software India Ltd.*
Mr.Arun Raman, MD, Raman Group Of Companies.
MR.H.N.Shrinivas, Sr.VP-HR, BPL Ltd.*
MR.D.P.Mehta,MD, MCF Ltd.*
Mr.Pallab Bandyopadyay, GM-HR, Sasken Communication Technologies Ltd.*
MR.Ammineedu. V, Director-Personnel, BEL*
Mr.Prakash Chandra, MD, Hureysys Network
Dr.Subhash Sharma, Director, IIPM, Bangalore
* Confirmation Awaited.

The Summit will provide a platform for discussions and deliberations on a number of issues related to the theme HR a Strategic Business Partner. Papers are invited from interested Companies, Speakers, Adamecians, Consultants and Delegates, on the following sub themes:

HR: A Strategic Business Partner- Perspective from IT industry.
HR: A Strategic Business Partner- Perspective from Public Sector Units & Manufacturing Sector.
HR: A Strategic Business Partner- HR Competencies neccessary for Business Growth.
HR: A Strategic Business Partner- Perspectives from Business Schools.

Rules for Submission of Papers.

1. The papers will have to be original and being presented for the first time.
2. The papers should be neatly typed in double spacing, with 12 font size and should not exceed 2500 words.
3. The papers will be evaluated by a committee of eminent specialists on the subject.
4. The institute reserves the right to accept or reject any paper.
5. The paper presenters will be given 15-20 minutes time for presenting the papers in the summit, if selected.
6. Papers can be submitted for more than one sub theme.
7. The accepted paper presenters will be offered 30% concession in the delegate fee for attending the summit.
8. The paper should be enclosed with an overview of the paper in 75 words, self introduction in 50 words, and accompanied by a covering letter.

Submission of Papers

All the papers must be sent on or before 30-9-2002 to the following address.

Chairman Technical Committee-Bangalore HR Summit 2002

INSTITUTE OF HRD
# 6/2, I floor, Tristar House
4th Cross, Rahmath Nagar
(Behind MRF Showroom)
R.T.Nagar Post
Bangalore- 560 032, India
Phone: 080-3436406, E-mail: ihrd@...

Delegate Fee:

For individuals : Rs. 3000/- per participant.
Gulf & Foreign Delegates: US $ 200/- per participant.
For MBA(HR) Students: Rs. 1500/- per participant. (College ID card to be produced. Only limited seats.)

Registration & Enquiries.

Nominations should be forwarded along with DD/ Cheque in favour of Institute of HRD, Bangalore to the address mentioned below. For more details kindly contact our office or send an e-mail.

Director
INSTITUE OF HRD
# 6/2, I floor, Tristar House
4th Cross, Rahmath Nagar
(Behind MRF Showroom)
R.T.Nagar Post
Bangalore- 560 032, India
Phone: 080-3436406, E-mail: ihrd@...

For Printed Brochure:

In case you wish to have a printed brochure, kindly send your complete postal address to us by a return mail.

4.2. Workshop on Performance Management, Bangalore - by Institute of HRD

INSTITUTE OF HRD
BANGALORE

Presents
A Two Day National Workshop on
PERFORMANCE MANAGEMENT
A TOOL FOR EMPLOYEE DEVEOPMENT
on 27-28, Sept. 2002 at Hotel Atria, Palace Road, Bangalore-1

We wish to inform you that Institute of HRD will be hosting the third annual workshop on "Performance Management " on Sept. 27-28, 2002(Friday & Saturday) at The Atria Hotel, Palace Road, Bangalore-1. The workshop will focus on Desining a Performance Management System, Appraisals, Compensation, & Performance Counseling. Senior Corporate HR Managers will be the resources persons

For more details and registration contact :

J. Reuban
Coordinator
INSTITUTE OF HRD- Bangalore
Phone: 080- 3436406, E-mail: ihrd@...

6. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#29 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Sep 8, 2002 5:11 pm
Subject: HR Era # 23, Salty Coffee abs444
Offline
Send Email

H R Era, Issue # 23, Sep 8th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space: Praise for our Contributors

2. The Basics for a Successful Training Program - by Dr. Donald E. Wetmore

3. Quotation Corner: My Favorite Quotes - by M V Vasudevan

4. New Members

S Ramachandran, Rahul U Bharat

5. Readers' Forum

Need info on "HR Score Card" - Ramkrishnarao
Help on Employee Satisfaction Surveys - Nikhil Taneja
Help on Best Part-time or Correspondence MBA - Svetlana

6. Tomato Soup for the Soul - - From Amelia

7. Office Politics: To Play or Not To Play - by Susan Dunn

8. More from our Members & HR Era Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

11. Accountancy and Indian Philosophy - by Ranjith Menon

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE : Praise for our Contributors

We do keep receiving praise for members who contribute article and contents in HR Era. Here are two such emails:

Dear Mr. Pankaj Gurumukhi,

i liked your article summary of "beware the busy manager" in recent issue of hr-era and found it thought-provoking

with regards, debanjan roy, hr team, hindalco, deb_roy@...

Dear Ramakrishnarao

WOW!
7 WONDERS OF WORLD IS REALLY SUPERB

THANKS, RAJAN, rr.trg@...

Prophet Muhamad adviced each of his followers to give one-fifth of their earnings in charity. He added, that when we do charity, it is not to help others but to help ourselves - because doing charity makes us feel worthy & happy. (Syed & Taj - both our members - will verify !)

Similarly, when we share, we learn & grow the most. I invite all members to write & share like Pankaj, Ram, and literally hundreds others in HR Era.

Regards.

Rajeev B Bhatnagar

2.THE BASICS FOR A SUCCESSFUL IN-HOUSE TRAINING PROGRAM
- by Dr Donald E. Wetmore

As a Professional Speaker, I have conducted hundreds of in-house training programs during the last eighteen years and I have observed several practices that make in-house training work better than not. This is not a comprehensive list, or all inclusive, for that matter. It does represent what I would consider the more important "basics" for a successful in-house program.

1. Giving information v changing behavior.

Presumably, one of the outcomes of the program is that people will change what they do and how they do. It's not what happens in the training room that counts as much as what happens after it is over. The hardest thing to get anyone to do (myself included) is to change their behavior. We all value our "comfort zones". Therefore, attention ought to be given to not only "what to do" and "how to do it", but, more importantly, "why" they ought to do it. Without an understanding of "why" it ought to be done, it is difficult for adult learners to consider changing what they do.

2. What do I do next? End the program with the answer to that question.

Give them a list of specific practices to follow, what additional information or resources they will need to secure and how to get them, or whatever it is that they need to do to now get the value from the program into their lives. Just like when a doctor releases a patient, give them the follow-up plan of action to put into practice what was discussed in the program.

3. Offer the program as a reward, not as a punishment.

Sounds silly, but some companies use in-house programs to correct deficiencies and failures, almost as a punishment for their failings. Attendees are forced to go to get corrected. Position your programs as an enhancement of whatever they are and wherever they may be. In my Time Management Seminars, people are never invited because "they are broken and I'm
going to fix them". I am not going to make them productive. Everyone is productive. The question is, and the emphasis of my programs is, "how much more productive can we help you to become?"

4. Allow only a qualified instructor in the front of the room.

Anyone can spend a little time researching to give a "book report" on a topic. Audiences are perceptive. They know when an instructor has "walked the talk". They know when an instructor is only one chapter ahead of them. Giving a weak program does two things. First, it probably does not accomplish what it was intended to do. Second, and more important, while it is generally a struggle to get people to commit to training in the first place, you are only as good as your last program. If the last program they attended failed to not only meet, but exceed, their expectations, if their lives were really no different after taking the last program, then there will be even more resistance to attending what you offer next.

5. Don't hold the in-house program in-house.

I know about training budgets and issues of convenience. Half of the in-house programs I conduct are on company premises. Having an in-house training room is an asset. The problem may be, however, that it might not be the proper venue for what you need to accomplish. If the training room is on premises, the participants' temptation is to go back to work during the breaks, to get caught up on email and voicemail, and be interrupted in the session since they are in the building. Often they are coming back late and not having a focus on what the program is intended to accomplish. Holding the session off-site, at a hotel, for example, has an additional cost but alleviates the problems and makes the event somewhat more special. I ask my audiences to be with me not only physically, but also emotionally, just for the duration of the program because they will get a lot more out of it. I ask them to ignore their problems until our program is over, assuring them that their problems will still be there when they return.

Contributed by Dr. Donald E. Wetmore
Professional Speaker, Professional Member-National Speakers Association
Productivity Institute, Time Management Seminars, 60 Huntington St., P.O. Box 2126, Shelton, CT 06484.,
(800) 969-3773, (203) 929-9902, Fax: (203) 929-8151, mailto:ctsem@...
Visit his Supersite: http://www.balancetime.com

Would you like to receive free Timely Time Management Tips on a regular basis to increase your personal productivity and get more out of every day? Sign up now for your free "TIMELY TIME MANAGEMENT TIPS". Just go to: http://www.topica.com/lists/timemanagement and select "subscribe". We welcome you aboard!

3. QUOTATION CORNER: MY FAVORITE QUOTES - by MV Vasudevan

Vasu's Note: Some quotable quotes, which touches me very closely.

Don't count the things you do, but do the things that count.

Every new idea is met with ridicule, opposition and finally acceptance.

Believe in yourself and act on your convictions.

Sent by MV Vasudevan
SR Manager -HR, EID Parry, Chennai,
Phone No. (044) 5340251 Extn 360
We had carried Mr. Vasudevan's Introduction in Issue # 21. His correct email id is VasudevanMV@...

4. NEW MEMBERS

S Ramachandran,Human Resources Manager (Asia Pacific operations), Ramco Systems Ltd, Chennai

Message: I am happy to associate with HR Era (as a reader of course!). The articles are good and I enjoy reading them. Very soon I will also contribute.

Ram has B.E (Hons.) from Regional Engg College, Tiruchy and MS in Manufacturing Systems Engineering, University of Warwick, UK.

Overall 15 years of professional experience in the areas of manufacturing, planning, project management, consulting and HR.

Earlier worked with Fenner (India) Ltd., NTTF Electronics Centre, TVS Electronics Ltd and Maxworth Information Technology Ltd before joining Ramco Systems Ltd.

Ram has switched over to HR function from the role of the Project Manager in Ramco Systems because of his interest in HR . Holding the position of HR Head for Asia Pacific operations for the past 3 years.

Other interests include listening to music (both classical and light), singing, reading light subjects.

He likes to be called "Ram."

Contact: s_rams@... or sram@... , Chennai

Rahul U Bharat, Dy. Manager - HR, Ace Glass Containers Ltd., Rishikesh

Rahul has done MBA from Pune University. He has total experience of 7 years. Ace Glass Containers Limited is a market leader in manufacturing and marketing of glass containers.

Contact: rahulbharat@... , Phone : 98970 28066, 0135 - 432963 (R), 451030 (O), Rishikesh.

5. READERS' FORUM

Please email your replies to the person asking, with a copy to us at HREra@... for publication. Email new questions to us.

Need info on "HR Score Card" - Ramkrishnarao

Dear Friends,

Where can I get insight about "HR Score Card". I would like to know about the concept and how it should be implemented in the Organisation. The most important thing I want to know is "Deliverables" of "HR Score Card".

Regards,

Ramakrishnarao,
Tata Telecom Ltd, Gandhinagar, Tele : 079 - 3221773 / 3246467
E-mail : rthallam@...

Help on Employee Satisfaction Surveys - Nikhil Taneja

Hi,

I would like to seek help about Employee Satisfaction Survey.

We are one of the automotive component manufacturing company employing around 600 employees and based at Delhi & Gurgaon.

We want to know the names of the companies in and around Delhi, which have got the Employee Satisfaction Survey conducted through some outside Agency and what is their experience, effectiveness, benefits, etc. about the same.

Request please help us in this regard.

Regards,

Nikhil Taneja
Dept. Leader - HRD, Minda Industries Limited, Delhi.
nikhil@...

Help on Best Part-time or Correspondence MBA - Svetlana

Dear Friends,

I am on a look out for best Management institute or University who provides Part-Time or correspondence MBA in HR. I am residing in Mumbai. From where can I get the required information?

Regards,
Svetlana Fernandes
svetlana@...

6. TOMATO SOUP FOR THE SOUL - From Amelia

Wife: What would you do if I died? Would you get married again?
Husband: Definitely not!
Wife: Why not - don't you like being married?
Husband: Of course I do.
Wife: Then why wouldn't you remarry?
Husband: Okay, I'd get married again.
Wife: You would? (with a hurtful look on her face)
Husband: (makes audible groan)
Wife: Would you sleep with her in our bed?
Husband: Where else would we sleep?
Wife: Would you replace my pictures with hers?
Husband: That would seem like the proper thing to do.
Wife: Would she use my golf clubs?
Husband: No, she's left-handed.
Wife: - - - silence - - -
Husband: Shit.

From Amelia

7. OFFICE POLITICS: TO PLAY OR NOT TO PLAY - by Susan Dunn

Playing too hard is just as bad as refusing to play at all, according to management professors Bob Kreitner and Angelo Kinicki. Office politics is here to stay, and how you play can influence your success, satisfaction and performance at work.

According to their research studies, two of the most common tactics used in office politics are attacking or blaming others, and withholding (information, resources, supplies). The next most popular tactic is “impression management.” Impression management means dressing or grooming for success, and also drawing attention to your own success and influence, and taking credit for others' accomplishments. Over half the managers asked to name political tactics mention these three.

How people play the political game, they say, depends upon “need, style, personal values, ethics, and temperament,” but there’s one thing to keep in mind: people like people who aren't too different from everyone else, i.e., people they can understand. It’s the people at either end of the spectrum-too extreme one way or the other-who have trouble in offices.

Use your emotional intelligence at work! People who are either strictly non-political or highly political generally find there’s a price to pay for “aberrant” behavior; that is, being different.

Contributed by Susan Dunn
The Perfect Coach for You, www.susandunn.cc . Susan Dunn is a personal and professional development coach, writer and speaker with an international clientele. Go to www.susandunn.cc for FREE Distance Learning course. mailto:sdunn@... for FREE Ezine.

8. MORE FROM OUR MEMBERS & HR ERA WEBSITE

Your 168 Hours , Rhoberta Shaler, PhD.

Dr Rhoberta suggests an exercise for clear understanding of how we use our time. The logical consequence is to aligning the usage to what is really important to us in life - our priorities.

Salty Coffee, sent by Neeraj Narang

Neeraj sent this story about "love" several months back. I am not sure whether it fits in our forum. But Neeraj was sure & had written "I hope everybody must like it." He wanted it titled "Funda of Life."

Let me not be a wall between you & Neeraj. Hope he finds and drinks his Salty Coffee!

Dr. Abdul Kalam's Address in Hyderabad , Dr Abdul Kalam

HR Era carried Dr. Abdul Kalam's Hyderabad speech before he became the President. Around that time [May 2002] he had come to Larsen & Toubro Limited in Chennai and addressed all the executives. I was fortunate to listen to him!

Here it is once again.

9. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1100+ HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.tripod.com/trainings.htm

Bombay Management Association

Bombay Management Association (BMA) is India’s most premier management Association, established in 1954, with a mission to promote mutual exchange of sound Management Principles and Practices. BMA has 48 years of illustrious history in creating ‘Thought Leadership in Management Practices’. Programmes for the month September:

“Promotion Of Positive Discipline and Management Of Indiscipline”
Date: Saturday, September 25, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Mr. J. B. Kabra
Members: 1700/- Non Member: 1900/-

“Cost Reduction Strategies”
Date: Friday & Saturday, September 27 & 28, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Mr. Ajoy Kumar Guha
Members: 2800/- Non Member: 3000/-

Contact:

Deepali Mulay
Bombay Management Association
3rd Floor, 9 Poddar House, ‘A’Road, Churchgate Tel: 2047650, 2049698 Fax: 2024743
Email: bma@...

10. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1100+ HR professionals for free

[68] Executive Administration, Condor Building Contracting Company LLC, Dubai

Graduate / BBA / MBA with 5 years' experience. Expertise in compouter operatyion is a must. Age limit is 30 years.

Apply to: condxb@...

[67] Senior Manager HR, A Corporate Finance Company,

Hi Folks,

We are a Professionally Managed Executive Search Firm into Personnel Search Services at Senior and Middle Management Levels in various management functions.

We have been retained by One of the Top 5 Corporate Finance Companies in India to advise on the selection of Senior Manager HR who shall be responsible for the entire HR activities (Recruitment, Training, Counselling, Performance Appraisal etc.). Shall be groomed to take over as Head of HR within 5 Years.

The right candidate would be an MBA in HRD from a Premier/reputed institute only (IIM/ XLRI/ TISS/ JBIMS/ NMIMS).

The company offers excellent package at par with the best in industry. Interested professional may forward their resume quoting reference No. Sr-Mgr-HR to sgk@...

WITH WARM REGARDS

S G KEWALRAMANI
GIPS MANAGEMENT & PERSONNEL CONSULTANTS
16 VEENA BEENA
OPP BANDRA STN. (W)
MUMBAI 400 050- INDIA
TEL: 6412081/2/3/4
FAX : 641 1482
E MAIL: sgk@...
WEBSITE: www.gipsmanagement.com

11. ACCOUNTANCY AND INDIAN PHILOSOPHY - by Ranjith Menon

According to Indian philosophy, there are many lives for an individual before he attains Moksha... The karma of the previous life will be transferred to the present life so as to be worked out and nullified. One can find striking similarities between the teachings of Indian philosophy and modern accounting practices. Here are some of them that can induce an earnest reader to think in comparative terms between Indian philosophy and accountancy.

Credit, Debit and Carry Forward

In accounting terms, the balance of last year will be carried forward to this year's account and brought down. Here, credit side represents all the bad karmas and unfulfilled desires that propel man to take birth again. The debit side represents the good karmas and his fulfilled desires. Obviously, for every one the credit side exceeds the debit side, (with few exceptions!).So the balancing figure of each year, ie.. Each life will be always in the debit side. And, each year's balancing figure will be carried forward and brought down into next year's (or life's!) account.

One conclusion that an individual can draw from this (which is fully true according to Indian philosophy) is that he/she has the full power to make the account tally this year (life) itself, Attain liberation from the cycle of re births.... Moksha!

Abnormal Gain or Abnormal Loss

In Indian philosophy, lot of emphasis has been laid, in the recent times, from the medieval period on fate and luck. What is Fate?, and Luck? When we get more than we expect, we call it luck. When we have to be satisfied with what we get, or, in other words, when we get lesser than what we expect, we call it fate.

We can observe the same phenomenon in Accountancy also, especially in "Process" accounts. In process accounts, abnormal gain and abnormal loss aptly exemplifies this process. When the actual output is more than the expected output, we call it abnormal gain or luck! When the actual output is less than the expected output, we call it abnormal loss or fate!

Fixed Assets

Much more could be said along these lines, but I leave it to the reader to think upon this and to find out more.... Say, for instance, the term "Fixed Assets" in accountancy can be, to some extent associated with "Monadic Essence" in Indian philosophical terms, and the term "Prarabdha Karma" can be associated with "Deferred Revenue expenditure".

A Big Multi-Year Account

So one can undoubtedly say that life (the whole of it, till Moksha), is nothing but a big personal account spread over many years (or individual lives) wherein, the individual, or the accountant, who has poor knowledge in the accountancy of life, struggles to tally the account or the balance sheet, and fails many times, till he finally succeeds.......

Contributed by Ranjith Menon,
Human Resources Department, Global Edge Software Ltd, Bangalore - INDIA. Ph: 91-80-3467944 Extn:478.

Email: ranjithmenon77@... Website: http://www.ranjithmenon.com

12. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#28 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Mon Aug 26, 2002 7:13 pm
Subject: HR Era # 22, Seven Wonders abs444
Offline
Send Email

H R Era, Issue # 22, Aug 25th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. Truly Terrible Training Tips - by Mike Delaney

3. Quotation Corner: Leader versus Boss - sent by R Rajan

4. New Members

R Srinivasan, Francis Jerome

5. Readers' Forum

Praise for Ramakrishnarao

Is Money the Primary Motivator? - R Narayanan, Inder Jeet Singh, Raju Anish, Maneesh Goel

6. Tomato Soup for the Soul - sent by Rajesh V Kamath

7. Inspiring Story: Seven Wonders of the World - by Ramakrishnarao

8. More from our Members & HR Era Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

11. Invitation to ALL Trainers & Training Institutions - NDDB

12. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

Alka has gone [only for few day]. This gives me a chance to meddle with her issue besides include an interesting joke. Let us get serious, there is good news.

Mr. R Srinivasan, one of the giants of HR Profession, has joined our egroup. To benchmark your career aspirations, read his resume in New Members section.

The email from Mr Srinivasan was a surprise to me! What is surprising about it? We all have seen senior managers who keep a computer (preferably a laptop) by their side as decoration pieces. Here is a person who has learned internet and uses it for himself even though it came to India much much after his retirement.

His choosing to join HR Era enhances our egroup's standing!

Regards.

Rajeev [for Alka Bhatnagar]

2. TRULY TERRIBLE TRAINING TIPS - by Mike Delaney

It's been reported that the most common human fear involves public speaking. In the business world, the day will come when most of us will be called upon to give a training presentation. The result is a flock butterflies the size of pigeons in the pit of your stomach.

Sometimes, the best way to learn how to do something well is to know how to poorly. With that in mind, here are some ways to give a simply horrible training presentation.

1. START OR END LATE

Starting and ending your presentation late sends the message to participants that you do not feel their time is valuable.

2. APPEAR UNPREPARED

Fumbling through your notes, or searching for out of order visual aids makes you look unprepared and you are less effective. Rehearse your presentation. Thirty minutes before your presentation is scheduled to begin, check your teaching aids to ensure that everything is in order.

3. DON'T INVOLVE THE PARTICIPANTS

The quickest way to lose your audience is to simply stand in the front of the room and talk at them. It was as true for Confucius in 451 B.C., and it's true today --

What I hear, I forget; What I see, I remember; What I do, I understand.

4. USE INAPPROPRIATE LANGUAGE OR HUMOR

There is never an "on" reason to be off color. Inappropriate language and humor lessens both your image as a professional and your effectiveness as a trainer.

5. BE A KNOW-IT-ALL

As the trainer, you really are the expert. Just don't remind the class of it. Remember that every chance you have to raise yourself up will almost always mean lowering someone else by the same margin.

Contributed by Mike Delaney
Mike Delaney is a shoplifting prevention trainer with over 20 years experience as an expert shoplifter, and almost 10 years stopping them. He is the author of "How to Beat Shoplifters and Increase Profits", offered by Bison Creek Desktop Publishing, http://www.zianet.com/bisoncreek
delaneybookreview@...

3. QUOTATION CORNER: LEADER VERSUS BOSS - sent by R Rajan

Rajan's Note: After reading the article Are You Managing to Lead? in HR Era .., I wish to add this info. R. Rajan.

A boss creates fear, a leader confidence.
A boss fixes blame, a leader corrects mistakes.
A boss knows all, a leader asks questions.
A boss makes work drudgery, a leader makes it interesting.
A boss is interested in himself or herself, a leader is interested in the group.
The leader seeks to communicate his vision to his followers.
He captures their attention with his optimistic intuition of possible solutions to their needs.
He influences them by the dynamism of his faith.
He demonstrates confidence that the challenge can be met, the need resolved, the crisis overcome.

Contributed by R Rajan, Training Department, Delphi Diesel Systems Limited, Mannur, Near Sriperumbudur. Email: rr.trg@...

4. NEW MEMBERS

Mr R Srinivasan, Ex-Director (Personnel), Neyveli Lignite Corporation Limited

Positions held by Mr Srinivasan speak for themselves.

He retired as Additional Director (Corporate Planning) of Steel Authority of India Limited in 1986 and was retained as Consultant for two more years. In SAIL he played a key role in implementing the turnaround strategy of this elephant with more than 2,00,000 employees.

For two years he went as Director (Personnel) of Neyveli Lignite Corporation during his 26 years service with SAIL (1962-88).

Prior to SAIL, he held senior managerial positions with TISCO, mainly in Management Development and Training Division(1950-62). Presently, he guides the Business Development activities of Brilliant Tutorials in Chennai.

Now that is a dream career for every aspiring HR professional. Does any one disagree with me?

Contact: Email - rsrini@... , Phone - 044-4917725 , Chennai.

Mr Francis Jerome, Manager (HR & Admin), Proteck Circuits & Systems, Chennai

Francis has double qualifications - PG Diploma in PM from NIPM and Diploma in Training & Dvelopment from ISTD. He has 14 years of well-rounded experience in of which first 12 years were with Alstom. Now Francis is Head of HR function for Proteck.

He likes to travel and gives guest lectures to students on career guidance and HR (Any students reading this?)

Contact: Email - pcshrd@... , Chennai.

5. READERS' FORUM

PRAISE FOR RAMAKRISHNARAO

dear sir,

i went through the article entitled "know your worth" and found it very thought-provoking
looking for more such stuff in future...

with regards
debanjan roy
hr team, hindalco industries ltd.
deb_roy@...

IS MONEY THE PRIMARY MOTIVATOR?

Recall Satyam's comment on Ashit's article?

"infact HR has become a very idealistic department in companies, trying to talk about motivation, culture , empathy and other big words. whereas at the end of the day we all know that its all about money, which really makes a man work."

Here are 4 responses. None of them agrees with Satyam, all the same 3 accept that there is some truth in Satyam's contention.

We thank Satyam for risking a thought provoking & controversial remark.

From: Narayanan R [Agrees mostly]

Greetings....

With reference to the article published in the Reader Forum regarding the "HR Field" it is very sad to know that the future generation of HR professionals are not understanding the true aspect of being a HR professional.

While in every other field, dept, portfolio the major motivating factor would be "money", HR dept has always been an exception to this. We HR professionals are motivated and driven by the fact that we are the chosen few to guide and help others, understand every human being as a potential resource and develop suitable methodologies so that this resource could be utilised for the benefit of itself and for the common. I would like to say to the budding HR professionals that this is a profession that is more nobler than that of the doctor's ( the saying : "Doctor;s profession is a noble profession").

There cannot be more great motivation than in the prospect of "serving" others rather than in just looking at this portfolio as "Work" or "another way of life".

Regards

R. Narayanan
r_narayanan16@...

From: Inder Jeet Singh [Agrees partly]

My experience in last 6 yrs in the IT industry is that..
Its MONEY & KIND OF WORK(TECHNOLOGY) people work on,
are the most motivator in any job.

Regards

Inder
inderjeetsingh71@...

From: Raju Anish [For some persons yes, for most no]

to a certain extent yes. and that is the extent to which i can comment on this.. anything more definite will not truly represent the huge range of factors that motivate people to work and perform...

to me , a plain "money is THE motivator" comes across as immature, and interestingly, reminds me of myself at that stage in life, when i too was a management student, and i too had a slightly restricted view of business and how it affects(or should i say is affected by) life....

lets say we have two test cases. Test Case A comes from a family which has known hardships and has a father who earns, a mother who is a housewife, and has 4 children...the test case A being one among the 4. Test Case B is from a family where both the mother and father are highly succesfull careerist executives, and have this single child , our test case B.....

yes, in test case A, money could well be the prime motivator UNTIL our test case reaches the point in life where money ceases to motivate..

and for test case B? its very unlikely that money will motivate to a great extent....my money is on freedom/quality of work/variety of exposure being the prime motivators....

so , it depends to a great extent on

1-background
2-upbringing
3-education, and
4-social environment..

coffee? or toffee? its not that easy to make a black OR white decision. is it?

Regards
Anish Raju, HR Team
Covansys (India) Pvt. Ltd.
T: 044.2628080/3880 x 6131
www.covansys.com
ARaju@...

From: Maneesh Goel [Disagrees]

Dear Rajeev

.... One more message which I read of ... an MBA student ...about the reality of HR in companies. It is really very disappointing to see the attitude of a person,who is supposed to bring the change in system. I, however, do agree with him on the limited role which HR plays in companies.But the question is who can change it? Obviously we people & at least we can try for it.

With regards

Maneesh Goel
MBA student
manish_goelhrd@...

6. TOMATO SOUP FOR THE SOUL - Sent by Rajesh V Kamath

Santa was talking to his fiancee, Jeeto, and he said, "Be honest, how am I as a lover?"

To which Jeeto replied, "Honey, I would definitely say that you`re warm." "Really?" Santa said excitedly. "Yes, in fact I would say that you`re the dictionary definition of the word `warm`."

Santa was pleased until he went home and, just for fun, checked his dictionary and found, "WARM: Not so hot."

Sent by Rajesh V Kamath
Email: kamathrajesh@...

7. INSPIRING STORY: 7 WONDERS OF THE WORLD - sent by Ramakrishnarao

A group of students were asked to list what they thought were the present Seven Wonders of the World.

Though there was some disagreement, the following got the most votes:

1. Egypt's Great Pyramids
2. Taj Mahal
3. Grand Canyon
4. Panama Canal
5. Empire State Building
6. St. Peter's Basilica
7. China's Great Wall

While gathering the votes, the teacher noted that one quiet student hadn't turned in her paper yet. So she asked the girl if she was having trouble with her list.

The girl replied, "Yes, a little. I couldn't quite make up my mind because there were so many." The teacher said, "Well, tell us what you have, and maybe we can help."

The girl hesitated, then read, "I think the Seven Wonders of the World are:"

"1. to touch"
"2. to taste"
"3. to see"
"4. to hear"

She hesitated a little, and then added

"5. to feel"
"6. to laugh"
"7. and to love"

The room was so full of silence you could have heard a pin drop. It is far too easy for us to look at the exploits of man and refer to them as wonders while we overlook what God has done for us. Those things we overlook as simple and "ordinary" are truly wondrous.

Contributed by Ramakrishnarao
People Excellence, Tata Telecom Limited, Gandhinagar. Tele : 079 - 3221773 / 3246467 Extn. No. 290, e-mail : rthallam@...

8. MORE FROM OUR MEMBERS & HR ERA WEBSITE

How Taking More Coffee Breaks can Get You Promoted, by Susan Dunn

Susan says that 70% of organizational learning takes place informally. Are you tuned in?

Will Driving Blindfolded Help Employees Build Productivity, by John G Agno

Agno gives a brief logic on why team building is important for organizations.

Who's Number One?, sent by R Rajan

R Rajan, our member, shares a story that reminds us of how team members feel in a real team.

Six Sure-Fire Steps to Become a Love Magnet (c), by Rinatta Paries

Rinatta is talking about long-term relationships like marriage. One needs a lot of introspection to apply the steps she lists. She is an experienced coach on relationships.

9. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1100+ HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.tripod.com/trainings.htm

Bombay Management Association

“Changing Role of Finance Function”
Date: Thursday, September 12, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Dr. Girish P. Jakhotiya
Members: 1700/- Non Member: 1900/-

“Power Of Positive Attitude”
Date: Saturday, September 14, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Mr. Hiren Vakil
Members: 1700/- Non Member: 1900/-

“Service Tax”
Date: Saturday, September 21, 2002 Timing: 2.00 p. m. to 6.00 p.m.
Venue: M. C. Ghia Hall, Bhogilal Hargovindas Building, 18/20, K. Dubash Marg, Mumbai
Faculty: Mr. T. Gunasekaram, Mr. S. S. Gupta
Fee: Rs. 500/ Per Participant

“Promotion Of Positive Discipline and Management Of Indiscipline”
Date: Saturday, September 25, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Mr. J. B. Kabra
Members: 1700/- Non Member: 1900/-

“Cost Reduction Strategies”
Date: Friday & Saturday, September 27 & 28, 2002 Timing: 9.30 a.m. to 5.00 p.m.
Venue: The Emerald Hotel, Juhu Tara Road, Near Juhu Beach, Mumbai
Faculty: Mr. Ajoy Kumar Guha
Members: 2800/- Non Member: 3000/-

Contact:

Deepali Mulay
Bombay Management Association
3rd Floor, 9 Poddar House, ‘A’Road, Churchgate Tel: 2047650, 2049698 Fax: 2024743
Email: bma@...

10. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1100+ HR professionals for free

[66] Deputy Manager (Personnel), Pondicherry

Organisation: Johnson Tiles ( Member of Johnson Ceramics International, UK)

Person & Responsibility: Selected candidate will head the function at the plant and will be responsible for all labour matters including time office functions, statutory compliances, legal matters laisoning with local authorities, training, industril relations etc. The candidate should be a Post Graduate in Personnel Management or MBA from a reputed institute with 5-7 years experience in handling all personnel matters in a manufacturing organisation. Proficiency in Tamil language and in computer operations is essential

Remuneration: Will not be a constraint for the right candidate

Apply To : dmsouth@...

11. INVITATION TO ALL TRAINERS & TRAINING INSTITUTIONS - NDDB

Hello All,

I am looking for good trainers in the technical as well as behavioral areas in India and abroad. The details of the organization and the need are given below.

The National Dairy Development Board (NDDB) is an autonomous body created by an Act of Parliament in 1965, to replicate the Anand pattern in different parts of the country. NDDB has in it's credit many first and have been the facilitating agency to make India the number one milk producing country in the world. As on date in India there are more than 1 lakh dairy cooperatives integrated through a three tier cooperative structure - "The Anand Pattern", owned by more than ten million farmers.

Since its inception, the Dairy Board has planned and spearheaded India's dairy programmes by placing dairy development in the hands of milk producers and the professionals they employ to manage their cooperatives. In addition, NDDB also promotes other commodity-based cooperatives, allied industries and veterinary biological on an intensive and nation-wide basis.

NDDB is all set to define new heights in the dairy industry and we in NDDB are looking forward to gearing the staff to meet this challenge. Presently we have 4 regional offices, 16 State offices and five training centers. Apart from taking care of the training needs of the above offices NDDB takes care of training requirements of most of its subsidiaries and federations / Unions where in we are associated, with a target population of more than 40 thousand. For the details on our organization please visit our web site www.nddb.coop

To achieve the above objective, NDDB is in the process of building up a data bank of all the trainers / institutions in India and abroad for it's training requirements. To be specific we are looking at major two areas, technical and behavioral. Technical skills (Dairy Sector), which includes engineering both mechanical and civil part from quality plant management. Behavioral skills like leadership, change management, communication etc., to name a few.

Those who are interested, may please send in your details to Manager (Manpower Development & Training), NDDB, Anand, Gujarat - 388001,
E mail: krishnanhr@...

12. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#27 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Aug 11, 2002 1:02 pm
Subject: HR Era, Issue 21, Leader or Manager? abs444
Offline
Send Email

H R Era, Issue # 21, Aug11th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. Are You Managing to Lead? - by Monty J. Sharp

3. Tomato Soup for the Soul

The IT Interview - sent by Amareesh C Arora

4. New Members

K.Soundarraj, Abhisheka Varma, M V Vasudevan

5. Readers' Forum

Who is Right? Satyam Arora or Ashit Sarkar!
Is Money the only motivator?

6. Quotation Corner: Wisdom - by K Jayaraman

7. Ten Positive Sources of Energy - by Myrtis L. Smith

8. More from our Members & HR Era Website

9. HR Training Programs (India)

10. Best HR Jobs (India)

11. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

As promised, the re-designed HR Era is here.

Firstly, you will receive HR Era every alternate sunday. Emailing the issue on sundays is more compatible with my commitments at work / job, so you will receive it regularly.

Secondly, each issue will carry article on HR, Best HR Jobs, HR Training Programs. So you will have something to learn every fortnight. And info on training programs as well as HR jobs will reach you faster, when still hot!

Greater success depends on all the members. The more articles you send, the more members you refer, the more HR Era will contibute to us as a learning platform.

We welcome 100+ new members and especially Mr K Soundarraj. Look forward to him for enriching the group with his knowledge.

Regards.

Rajeev B Bhatnagar

2. ARE YOU MANAGING TO LEAD? - by Monty J Sharp,
Personal & Business Coach, http://www.success-synergies.com

For many people, the terms "manager" and "leader" are synonymous. In the business world, they are often used interchangeably, i.e. "team leader", "team manager", "project manager" - you get the idea. And why not? After all, leaders and managers do basically the same thing, right?

In some instances, there do seem to be commonalities between the two and management techniques are sometimes confused with leadership traits. However, there are, I believe, some key distinctions to be made that radically separate the two.

Here then, are what I consider to be some key differences between a leader and a manager:

1. A manager administers. A leader innovates.

Managers take policies and procedures and ensure that they are carried out. Leaders are constantly challenging the "status quo" to achieve bigger and better things.

2. A manager maintains. A leader develops.

As long as things are running smoothly, the manager is typically happy. The leader is never satisfied with the "status quo" or "the way we've always done it". Leaders are constantly asking for more and bigger things - of themselves as well as those they lead.

3. Managers rely on control. Leaders inspire trust.

Managers can feel threatened by subordinates who don't seem to be "towing the line". In doing so, they create a co-dependency in the subordinates who, in turn, rely on the manager to dictate nearly every step of the process. Leaders know how to tap into the inherent strengths of those they lead and then foster those strengths to the benefit of the organization.

4. A manager has his eye only on the "bottom line". A leader has his eye on the horizon as well.

In orienteering (using a map and compass) you must set your sights on a distant object to get an accurate bearing. If you take only short-range sightings, it is much more likely you will stray far off the right course. In the same way, "bottom lining" only without also "visioning" can result in ending up at a destination you did not plan on.

5. The manager imitates. The leader originates.

While using "tried and true" methods isn't always a bad thing, someone else's methods may not be exactly right for every organization. Leaders aren't afraid to try new, and even unorthodox, methods to achieve optimum results.

6. Managers focus on product. Leaders focus on process.

While still holding to the principles of quality, productivity and efficiency, the leader is able to recognize the effort as well as the "end-product".

7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth.

Everyone likes a "pat on the back" for a job well done. However, managers rely heavily on things like "performance reviews", "appraisals" and "kudos" from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates.

8. Managers need subordinates. Leaders strive to develop other leaders.

Leaders are always in the process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be "passing them up".

9. Managers tell "what". Leaders share "why".

The manager is primarily concerned with simply giving the steps to achieve the desired result. The leader also takes the time to explain why those steps are crucial to the desired result. In doing so, the leader is also imparting his "vision" to those that help make that vision a reality.

10. Managers are more concerned with doing things right. Leaders are more concerned with doing the right thing.

Managers tend to be very "order" and "structure" oriented. Leaders have a keen sense of the "spirit of the law" and aren't afraid to "bend" the rules if it will achieve a greater good for everyone.

Contributed by Monty J. Sharp, Personal & Business Coach. Monty J. Sharp works with executives and managers who want more than a title and a fat paycheck. To schedule 2 complimentary coaching sessions, contact Monty at mailto:monty@... or visit http://www.success-synergies.com . Subscribe to Success Steps E-magazine. It's FREE! subscribe@... .

Copyright (c) 2002, Monty J. Sharp

3. TOMATO SOUP FOR THE SOUL - Sent by Amareesh C Arora

THE IT INTERVIEW

This imaginary interview is based on the common PJs and conceptions in IT industry. By the way all the characters in it are fictitious and any resemblence to any living or dead is purely coincidental.

Interviewer: Tell me about yourself.

Candidate: I am Rameshwar Kulkarni. I did my Tele communication engineering from BabanRao Dhole-Patil Institute of Technology.

Int: BabanRao Dhole-Patil Institute of Technology? I had never heard of this college before!

Candi: Great! Even I had not heard of it before getting an admission into it. What happened is - due to cricket worldcup I scored badly in 12th. I was getting a paid seat in a good college. But my father said (I prefer to call him 'baap') - "I can not invest so much of money". (The baap actually said - "I will never waste so much of money on you"). So I had to join this college. Frankly speaking this name - BabanRao Dhole-Patil, can at the most be related to a Shetaki Mahavidyalaya. he he he...

Int: ok, ok. It seems you have taken 6 years to complete your engineering.

Cand: Actually I tried my best to finish it in 4 years. But you know, these cricket matches and football worldcup, and tennis tournaments.. It is difficult to concentrate.. So I flunked in 2nd and 3rd year. So in all I took 4 + 2 = 7 years.

Int: But 4+2 is 6.

Cand: Oh, is it? You know I always had KT in maths. But I will try to keep this in mind. 4+2 is 6, good, thanks. These cricket matches really affect exams a lot. I think they should ban it.

Int: Good to know that you want cricket matches to be banned.

Can: No, no.. I am talking about Exams!!

Int: Ok, What is your biggest achievement in life?

Can: Obviously, completing my Engineering. My mom never thought I would complete it. In fact, when i flunked in 3rd year, she was looking for a job for me in BEST through some relative. (My moms's exact words were - "Melya, kiti divas fukatache gilat basanar aahes?")

Int: Do you have any plans of higher study?

Can: he he he.. Are you kidding? Completing 'lower' education itself was so much of pain!!

Int: Let's talk about technical stuff. On which platforms have you worked?

Can: Well, I work at SEEPZ, so you can say Andheri is my current platform. Earlier I was at Vashi center. So Vashi was my platform then. As you can see I have experience of different platforms!

Int: And which languages have you used?

Can: Marathi, Hindi, English. By the way, I can keep quiet in German, French, Russian and many other languages he he he...

Int: Why VC is better than VB?

Can: It is a commom sense - C comes after B. So VC is a higher version than VB. I heard very soon they are coming up with a new language VD!

Int: Do you know anything about Assembly Language?

Can: Well, I have not heard of it. But I guess, this is the language our ministers and MPs use in assembly.

Int: What is your general project experience?

Can: My general experience about projects is - most of the times they are in pipeline!

Int: Can you tell me about your current job?

Can: Sure, Currently I am working for Bata Infotech ltd. Since joining BIL, I am on Bench. Before joining BIL, I used to think that Bench was another software like Windows he he he..

Int: Do you have any project management experience?

Can: No, but I guess it shouldn't be difficult. I know Word and Excel. I can talk a lot. I know how to dial for International phone call and use speaker facility. And very important - I know few words like - 'Showstoppers', 'hotfixes', 'SEICMM', 'quality', 'version control', 'deadlines' , 'Customer Satisfaction' etc. Also I can blame others for my mistakes!

Int: What are your expectations from our company?

Can: Not much.

1. I should at least get 40,000 in hand.
2. I would like to work on a live EJB project. But it should not have deadlines. I personally feel that pressure affects natural talent.
3. I believe in flexi-timings.
4. Dress code is against basic freedom, so I would like to wear t-shirt and jeans.
5. We must have sat-sun off. I will suggest wed off also, so as to avoid breakdown due to overwork.
6. I would like to go abroad 3 times a year on short term (preferably 1-2 months) assignments. Personally I prefer US, Australia and Europe. But considering the fact that there is a worldcup in South Africa in Feb 2003, I don't mind going there in that period.
As you can see I am modest and don't have many expectations. So can I assume my selection?

Int: he he he ha ha ha. Thanks for your interest in our organization. In fact I was never entertained so much before. I request you not to apply in our organization for next 100 years. After that we might consider you!!

The candidate still doesn't know why he was not selected.

Sent by Amareesh C Arora
Sr Manager (HR), Tata Infotech Limited
Email: amareesh.arora@...

4. NEW MEMBERS

K.Soundarraj, National Vice President of National Institute of Personnel Management, Kolkata

Meassge: I am happy to see your news bulletin this morning . I congratulate you and all those who contributed for the same.

Soundarraj has done MA., M.L. (Labour & Industrial Law), and a Post Graduate Dip in Industsrial and Business Administration.

Presently he is Dy General Manager (Corp HRD), Chennai Petroleum Corp0ration Ltd, Chennai.

He has recently been elected as National Vice President of National Institute of Personnel Management, Kolkata. As you are aware, NIPM is a premier professional body of HR Professionals in India and has 52 chapters throught India.

In addition, Soundarraj is a Life member of ISTD , MMA member, CII-HR&ER sub committee member (SR), Life member Hospitality Association and also Humour Club of Chennai.

He has wittten a book on Discipline in Industry. He belongs to Pollachi and has two daughters .

Contact: ksoundarraj@... , Chennai

Abhisheka Varma, Recruitment and HR Manager, Panoramic Group Of Companies, Mumbai .

Message: To have a job profile that will enhance my skill's and knowledge in conjunction with organisation's goals .

Abhisheka completed MMS at the Indian Education Societies College of Management from University of Mumbai. He has an experience of 1 year . His hobbies include music, travelling, cooking and interacting with people . He was executive member of cultural association of his college and organised many cultural activities .

Contact: abhisheka_varma@...

Vasudevan M V, Senior Manager- HR, EID Parry India

Vasudevan did his commerce graduation, LLB from Kolkata University. Thereafter he completed his DSW from IISWBM, Kolkata University and Post Graduation in PM & IR from Bhartiya Vidya Bhavan, Mumbai. He has an experience of 15 years in IR & HR. He hails from Kerala. Vasudevan is married and blessed with a son studying in class 6th.

Contact: vasudevanMB@...

5. READERS' FORUM

Who is Right? Satyam Arora or Ashit Sarkar!
Is Money the only motivator?

To: Mr Ashit Sarkar

dearsir,

i am in my final year at symbiosis center for management and hrd ,pune specialising in HR. nice to read yr article, but i am very disappointed by the extent of words that u have used here.

the more u try to describe HR in words , the more idealistic it becomes. infact HR has become a very idealistic department in companies, trying to talk about motivation, culture , empathy and other big words. whereas at the end of the day we all know that its all about money, which really makes a man work.

anyways, great article, someday, i would hope to write something similar for some other magazine or website

regards
satyam arora
satyamarora@...

From: Mr Ashit Sarkar

Dear Satyam,

Thank you for taking the trouble to express your feedback on the article in HR Era.

Your perception that HR function is idealistic - only using big words (obviously without understanding or belief), certainly has validity in some Companies, and that is the very concept undergoing change, or requiring so, for any progressive organisation has been historically presented in the article. It seems that I've not been able to be successful in communicating it convincingly to you!

Your statement "whereas at the end of the day we all know that its all about money, which really makes a man work" must in itself be a reflection of your strong personal belief as of now before actually being employed, which goes so contrary to the reality of today in other than at the most basic need at the lowest level only.

This concept of need weakens with maturity and rising to higher levels of existence. You might wish to re-examine this concept of yours with your professors (or even your co students), or from other individuals actually working in successful organisations for validity.

Good luck to you for your future career.

Sincerely,

Ashit K. Sarkar,
ashitsarkar@...

From: Moderator

Two strong view points exist. Personally I find that money is not the only motivator. The true answer is important for HR Professionals.

MEMBERS PLEASE EMAIL YOUR OPINIONS TO HRERA@...

6. QUOTATION CORNER [WISDOM] - by K Jayaraman

To handle yourself, use your head.
To handle others, use your heart.

Deal with the faults of others as gently
as with your owm.

If you want to get the best out of a man,
you must look for the best that is in him.

If you judge people, you have
no time to love them.

Never let a day go by without giving
at least three people a compliment.

Contributed by K Jayaraman,
Larsen & Toubro Limited, Chennai.
Email: kj@...

7. TEN POSITIVE ENERGY SOURCES - by Myrtis L. Smith

People need a constant supply of energy everyday to keep them going.

People will get that energy from anywhere, even negative sources. Many individuals rely on caffeine, adrenaline, sugar, even drugs or alcohol to give them the push to make it through the day. But using negative energy sources will take its toll on your body and mind, often leaving you feeling worse than you started.

So the next time you find yourself in a mid-afternoon slump, try one of the sources below for an energy boost instead of reaching for that candy bar or cup of coffee.

1. Exercise

2. Sleep

3. Children (their laughter is contagious)

4. Motivational books or tapes

5. Food (the nutrient rich type, not the caffeine or sugar laden type)

6. Positive people

7. Successful people (who also are often positive people)

8. Pets

9. Music

10. Meditation

Contributed by Myrtis L. Smith,
(c) Copyright 2002 All Rights Reserved.
Myrtis Smith is a personal coach. She gets people to stop hating thier jobs. To see how she might be able to help you, sign up for her free newsletter (Change Now!) or visit her on the web at www.premeditatedlife.com .......because life doesn't just happen!

8. MORE FROM OUR MEMBERS & HR ERA WEBSITE

Mental Vacation - by Rajesh V Kamath

Here is a technique we can use for relaxing our mind, de-stressing. Short and simple. Rajesh has not told me whether he has tried it himself. Click Here to view.

Points to Ponder - by Ranjith Menon

Last time we carried 3 extracts from Ranjith Menon's forthcoming book. Here are 7 more. These ones are more philosophical than the previous. Click Here to view.

9. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1100+ HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.tripod.com/trainings.htm

10. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1100+ HR professionals for fr

HR Manager, Indian Pharma Company, Kolkata

We have a good vacancy in Calcutta as under

1. Orgn: Indian Pharma
2. Exp - 3-6 yrs
3. Position: HR MANAGER
4. Qualification: HRD SPECIALISATION MBA
5. Salary: 2-3 LACS P.A
6. Location: Kolkata

PLEASE SEND CV'S ASAP WITH CTC

Incase you know of an CA's with 8 years experience please ask them to contact us for the same company listed above.

Thanks

Bala

Email resumes to: careeradvisor2002@...

Training Professional, MNC Insurance Organisation, Mumbai

Dear Members,

We are looking for a Trainer for an MNC Insurance organisation based in Mumbai.

The candidate should be 5-8 years of experience in HR from premier institute out of which at least 3 years in Training.

The candidate will be responsible for identifying of training needs,conducting of training programmes for top management , conducting management development programmes.

The position will report to the Head of Training.This is an all India
assignment which will involve a lot of travelling.Compensation will be as per industry standards.

Interested candidates can email their resume to namrata@....

Thanx & Regards

Namrata Mohanty
Manager
Consindia Hr Services
Tel - 4606791/92/93

HR Executive, Large multinational FMCG company, South India

A large multinational FMCG requires for one of their Units:

H R EXECUTIVE

Age: Around 30 yrs

Qualifications: P G Degree in Social Work / Personnel Management from an Institution of repute

Experience: Minimum of eight years out of which atlease five years independently handling personnel and Industrial Relations in all its dimensions, in a Unit having good systems. Exposure to TQM / TPM concepts would be an added advantage.

He shall be a self starter and be capable of setting in motion initiatives for further fostering the prevailing the excellent IR Climate at the Unit.

Knowledge of Tamil would be essential.

Please respond in confidence to

N SRINIVASA RAGHAVAN
PRINCIPAL CONSULTANT
ANUBHAV TQM & HRD FACILITATORS
CHENNAI

anubhavtqm@... or nsr@...

11. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

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#26 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Jul 28, 2002 1:13 pm
Subject: HR Era # 13-B, Carrot, Egg & Coffee abs444
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H R Era, Issue # 13B, Jul 26th, 2002

FREE fortnightly newsletter for Human Resource Professionals.
Your friends can subscribe FREE by sending an e-mail to HREra-subscribe@yahoogroups.com .
To unsubscribe, e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com .

CONTENTS

1. My Space

2. New Members

P Mayuri (Ms), Rahul Deokar, Svetlana Fernandes (Ms),
P V Ravi Kumar, VJ Priyan, MS Sanjeev.

3. Tomato Soup for the Soul - by Ravindra Nath

4. Readers' Forum

Needs material on HR & IR - Joseph Varghese
Appreciation for HR Era - CS Sundaram
Praise for Pankaj - Rajesh Kamath

5. Quotation Corner - by Neeta Bhatnagar

6. Inspirational Stories

Carrot, Egg and Coffee - sent by Tarkesh Gupta

7. Best HR Jobs (India)

8. HR Training Programs (India)

9. Aims of HR Era, How To Contribute Articles, & Legal Stuff

1. MY SPACE

To get you uptodate & latest information, we are modifying contents of HR Era.

Staring next issue, every issue will contain Best HR Jobs and HR Training Programs (instead alternate). This would enable employers & trainers to reach you quickly. Similarly, every issue will contain article(s) on HR.

We also want to carry photos of members, so please email the same.

regards

Alka Bhatnagar

2. NEW MEMBERS

Mayuri P, Asst. Manager-HRD, SSI, Chennai

Message: Looking forward to be a part of this informative and professional association, where in we can share and exchange ideas, experiences and information pertaining to our HR profession which may be useful to one and all

Mayuri has done her MBA (HR) from Madras University.

Contact : mayuri.phalgunan@...

Rahul Deokar, Recruitment Officer, Geometric Software Solutions Ltd. , Pune

Message : I am really impressed by the group and its activities.

Rahul has done his Master's in Industrial Psychology and there after did his Diploma in HRM. He has a total experience of 3 years in recruitment and HR in IT Sector

Contact : rahuldeokar@...

Svetlana Fernandes, Kores (India) Ltd. , Mumbai

Svetlana has done BA in History and Diploma in HRD. She has experience of 2.5 years. She is interested in astrology, computers, music, reading, travel and thrill therapy

Contact : svetlana@...

P V Ravi Kumar, Senior Manager-HR, Ram Informatics Ltd. , Hyderabad

Ravi Kumar has MA in Personnel Management, BL (Law), and also a PG Diploma in PM & IR.

He has 12 years of scintilating experience in HR - with several acheivements to his credit. Has worked with leading Indian and MNC'S in Software Development, Engineering and Pharmaceutical Indutries.

Ravi is a member of National HRD Network and NIPM. His hobbies include reading, travelling and music. He has visited US offices on deputation for about 6 months spread over three years (1999-2001) to operate the office and / or for business development acivities. His wife is working for NIC as a Software Engineer.

Contact : ravee_hrd@...

V J Priyan, Head-Placements SBU, Excell Management Consulting Pvt. Ltd. , Chennai

Priyan is a MA in (Psy) and MBA in (HR)

Contact: vj_priyan@...

Sanjeev M S, Senior HR Executive, Ishoni Networks, Bangalore

Message: It feels great to be a part of this HR Era. As the name suggests, I am sure this is going to be real fun here. Looking forward to a new era of e-interaction and learning.

Sanjeev is taking care of recruitment in Ishoni Networks.

Contact: sanjeevrao@...

3. TOMATO SOUP FOR THE SOUL

Bholaji's knowledge

Bholaji and his son went fishing one day. Sitting in the boat for a couple of hours gave them not much to do, so the son started thinking about the world around him. He began to get curious so he asked his father some questions.

"How does this boat float?" Bholaji thought for a moment, then replied, "Don`t rightly know, son." The boy returned to his contemplation, but soon came up with another one, "How do fish breath underwater?" Once again Bholaji replied, "Don`t rightly know, son." A little later the boy asked Bholaji, "Why is the sky blue?" Again, Bholaji replied, "Don`t rightly know, son."

Worried he was going to annoy his father, he said, "Dad, do you mind my asking you all of these questions?" Bholaji immediately assured him, "Of course not, son. If you don`t ask questions, you`ll never learn anything!"

Hearing aid

Paramjeet realized he needed to purchase a hearing aid, but he felt unwilling to spend much money.

"How much do they run?" he asked the clerk. "That depends," said the salesman. "They run from Rs 20 to Rs 2,000.""Let`s see the Rs 20 model," he said.

The clerk put the device around Paramjeet`s neck. "You just stick this button in your ear and run this little string down to your pocket," he instructed."How does it work?" Paramjeet asked. "For Rs 20 it doesn`t work," the salesman replied. "But when people see it on you, they`ll talk louder!"

Contributed by Ravindra Nath, robeendar@...

4. READERS' FORUM

Joseph Varghese: Needs material on HR & IR

Dear Friends,

One of my professional colleagues has to give a presentation on the following topics: Latest trends in Labour Relations. Latest trends in HR with particular reference to globalisation & liberalisation. If you can give some reading materials, please send it immediately.

Best regards,
Joseph Varghese

Email ID: jvkerala@...

CS Sundaram: Appreciation for HR Era

I have learnt it pays to read HR Era regularly, fully.

Regards

CSS

Rajesh Kamath: Praise for Pankaj

Dear Rajeev and Alka,

Good morning, Another wonderful issue , as usual, esp. the Summary of the article by Sumantra Ghoshal and Heike Bruch. Keep up the good work ! I know I ve contributed in a while, but shall surely do so , shortly.

Cheers,
Rajesh

5. QUOTATION CORNER

Anger is a condition in which the tongue works faster than the mind.

You can't change the past,but you can ruin the present by worrying over the future.

God always gives His best to those who leave the choice with Him.

All people smile in the same language.

A hug is a great gift... one size fits all.It can be given for any occasion and it's easy to exchange.

Everyone needs to be loved...especially when they do not deserve it.

Laughter is God's sunshine.

Everyone has beauty but not everyone sees it.

Take time to laugh, for it is the music of the soul.

For every minute you are angry with someone, you lose 60 seconds of happiness that you can never get back.

Contributed by Neeta Bhatnagar, N.Bhatnagar@... . (You guessed it right, she is Rajeev's sister. Now a software engineer with MDLI, USA.)

6. INSPIRATIONAL STORIES

CARROT, EGG & COFFEE - sent by Tarkesh Gupta

A certain daughter complained to her father about her life and how things have been so hard for her. She did not know how she was going to make it and she wanted to give up. She was tired of fighting and struggling. It seemed that just as one problem was solved another arose.

Her father, a chef, took her to the kitchen, filled three pots with water and placed the fire on high. Soon the three pots came to a boil. In one he placed carrots, in the other he placed eggs, and in the last he placed ground coffee beans. He let them sit and boil, without saying a word. The daughter sucked her teeth and impatiently wondered what he was trying to do. She had problems, and he was making this strange concoction.

In half an hour he walked over to the oven and turned down the fire. He pulled the carrots out and placed them in the bowl. He pulled the eggs out and placed them in the bowl. Then he ladled the coffee out and placed it in a bowl. Turning to her he asked. "Darling what do you see," Smartly, she replied. "Carrots, eggs, and coffee."

He brought her closer and asked her to feel the carrots. She did and noted that they were soft. He then asked her to take an egg and break it. After pulling off the shell, she observed the hard-boiled egg. Finally, he asked her to sip the coffee. Her face frowned from the strength of the coffee.

Humbly, she asked. "What does it mean Father?" He explained. "Each of them faced the same adversity, 212 degrees of boiling water. However each reacted differently."

"The carrot went in strong, hard, and unrelenting. But after going through boiling water, it softened and became weak."

"The egg was fragile. A thin outer shell protected a liquid center. But after sitting through the boiling water, its inside became hardened."

"The coffee beans are unique however. After they were in the boiling water, it became stronger and richer."

"Which are you," he asked his daughter. When adversity knocks on your door, how do you respond? Are you a carrot, an egg, or a coffee bean?

Are you the carrot that seems hard, but with the smallest amount of pain, adversity, heat you wilt and become soft with no strength? Are you the egg, which starts off with a malleable heart? A fluid spirit. But after a death, a breakup, a divorce, a layoff you became hardened and stiff. Your shell looks the same, but you are so bitter and tough with a stiff spirit and heart, internally.

Or are you like the coffee bean? The bean does not get its peak flavor and robust until it reaches 212 degrees Fahrenheit. When the water gets the hottest, it just tastes better. When things are there worst, you get better. When people talk the most, your praises increase. When the hour is the darkest, trials are their greatest, your worship elevates to another level.

How do you handle adversity? Are you a carrot, an egg, or a coffee bean?

Contributed by Tarkesh Gupta, Executive -HR, Dabur India Limited, Delhi
Email tarkeshg@...

7. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1100+ HR professionals for free.

[62] Executive Search / Placement Consultants, Mumbai

Hi Folks,

We are a Professionally Managed Executive Search Firm into Personnel Search Services at Senior and Middle Management Levels in various management functions. For our expansion we urgently need 5 Executive Search / Placement Consultants with 2-4 years experience in HR, Sales & Marketing, Finance and Engineering functions/industries. We offer excellent salaries + exciting incentives. If you feel you fit the bill , contact or e-mail your resume

with warm regards

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Gips Management and Personnel Consultants; 16, Veena Beena; Opposite Bandra Station (West); Mumbai - 400050.

Phone: 022-6412081 to 4, Fax: 022-6411482, E-mail: sgk@... , Website: http://gipsmanagement.com

[61] Vacancies in Human Resources

Organisation : Ford

Hit : www.india.ford.com

[60] Dy Manager-HR, Multinational Software organization in the North.

Person & Responsibility: MBA / Post Graduate in Human Resources from a reputed institute.

The candidate must have a minimum 6+ years experience in Training and Organization Development. Should have designed, co-ordinated and delivered training programs. Is grounded in key HR concepts, is aware of conceptual models and determine contextual applications. Can implement a develoment and training strategy meeting business needs, is familiar with and able to evolve key training metrics to determine training effectiveness. Additionally is good at employee realtions, communication,has analytical skills, is computer savvy - microsoft office - familiarity with databases, spread sheets, power point etc. . Has the flexibility to meet rapidly changing business needs and is capable of working through challenging situations. Knowledge of Organization Development, and the ability to determine and run with interventions for business units.

Apply To: erevolution2002@...

8. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1100+ HR professionals for free.

For detailed calendar of major Institutes visit http://hrera.tripod.com/trainings.htm

3rd Workshop on Managing for Excllence: Competitive Advantage through People

By International Management Institute.

Venue: Clarkes Amer, Jaipur, From August 7 to 10, 2002.

Contents

* Developing a Learning Culture for Continuous Improvement
* Transformational Leadership: Achieving Commonality of Purpose
* Building and Leading Teams for Synergy
* Performance Management
* Motivational Strategies: Achievement Orientation
* Creative Deployment of Self and Emotional Wisdom
* Competitive Advantage through Innovative Man Management Strategies / Practices
* Action Planning

For Whom

Senior / Middle Level Managers of public and private sector organizations and Officers of the departments/ministries of the government

Resource Persons

Dr. G. S. Das, Professor, IMI
Dr. Mirza Saiyadain, Dean (Research) and Professor, IMI

Workshop Director

Dr. Bhupen Srivastava, Professor & Dean (Academic), IMI

Co-Ordinator

Nominations should be sent to: Ms. Mamta Panda
International Management Institute, B -10, Qutab Institutional Area, Tara Crescent New Delhi 110 016. Tel: 6529238/39, 6863701 Fax: 6867539. e-mail: mamta@> mamta@...

Participation Fee: Residential / Non-Residential
Rs. 15,000/- per participant / Rs.12,500/- per participant

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Contribute Articles & Other Contents:
Contributions from readers are wholeheartedly solicited. They enable sharing of learnings. Article should be about 800 words. Please send details about yourself also as we would like to post them along with the article. Kindly note, no honorarium is paid now! Email contributions to HREra@...

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#25 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Jul 14, 2002 7:14 pm
Subject: HR Era # 13-A, I Have Learned .... abs444
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H R Era, Issue # 13A, Jul 11th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. Why Young Executives are Chronically Unhappy? - by Tarkesh Gupta

3. Tomato Soup for the Soul - by Sonia K Nair

4. An Article Summary - by Pankaj Gurumukhi

Motivation vs Volition - by Sumantra Ghoshal & Heike Bruch

5. Quotation Corner

I Have Learned ...... - by Sushanta Ganguly

6. You Know ANGER is one short of DANGER - by M Thomas Prabhu

7. Points to Ponder - by Ranjith Menon

8. Recommended Website on HR - by R Narayanan

9. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

How can we write articles?

One style is Pankaj's. He read an article by Sumantra Ghosal & Heike Bruch. He liked it very much, so made a summary of it to share with others. Read it in this issue.

Another style is Prabhu's. He liked the story on "Nail in Fence" on anger. The subject interested him, so he read a few things on it. Adding some thoughts to what he read, he wrote an article. You will find it in this issue.

Third style is Tarkesh's. He shifted from college to office a few years back and found a drastic change. Being in HR, he observed that others too find the change tedious. Tarkesh had some ideas about what organisations can do to ease the change. He has put his experience & ideas on paper. Read his article in this issue.

Fourth is Ranjith's. I can't fathom now.

These are the different ways you can also write for HR Era. It is not as difficult as it may appear. Each author gained - knowedge of the subject & confidence. WANAA TRY OUT!

Regards.

Rajeev B Bhatnagar

WHY YOUNG EXECUTIVES ARE CHRONICALLY UNHAPPY? - by Tarkesh Gupta

The Typical conclusion

It is impossible to please new generation.

I believe, this is harsh conclusion. I agree, young people have lot of expectations and high ambitions and often find difficult to fulfill them because of organization’s certain policies. It is really difficult for them to make the transition from schools to office as campus life is entirely different from work life. If we compare campus Vs office life, we may come to know the reasons of their discontentment even company treating them so well.

Let’s examine and try to do an exercise to make this transition comfortable and let’s see how we can keep our young managers / executive happy for better productivity :

Here is a comparision between what students live with in campus life and what they find on entering a work place. Also here are suggestions on what organizations can do:

Campus versus Work Place

1. Place of work: In campus class rooms change frequently. In work place, place of work remains the same for long.

Good organizations organize the works in projects and change the locations.

2. Campus is lots of fun - canteen, break after every hour. In office we have long day work with no time for fun or break.

Provide opportunities for break and out location training, recreational activities.

3. Subjects, teachers and even colleagues change every year in college. Job, supervisor, colleagues remain same for a longer period in work place.

Train people to make change in nature of work. Have college like training. Remove monotony.

4. In campus, work means periods (There is no link between two periods contents). Structured day. You can bunk one period if you do not enjoy. In work place one has to structure her day. Need to do all the task whether you enjoy it or not.

Help people by minimizing the subjects to begin with.

5. In campus students work in small teams (2-3 people) & work for short period. In work place, teams are typically much larger and stay for long.

Assign work in small teams initially as some may feel lost in large team. Rotate roles continuously.

6. Interaction level in college is much higher within colleagues (classmates) even after work (class room) as usually all are available in hostel. Typically, in work place, staff do not meet outside the work place.

Create opportunities for socializing to bring the openness.

7. Student gets frequent feedback from the professors in quantifiable terms. Supervisor’s feedback usually has subjective elements and is done once in a year.

Should have multiple appraisal meeting, provide support.

8. Reporting relationship - student reports to faculty member. In work place you are responsible to more than one person including customers.

Delay the exposure of multiple reporting. Provide clarity about each role.

9. Performance in one subject does not affect in other subjects. Since the supervisor is same in work place, performance in one subject affects other subjects also.

Train supervisors, provide objectivity in goal setting.

10. One know in campus when she will complete Ist, IInd…….semester and when she will complete her graduation. In work place, one may have vague idea of where they will be after one / two years.

Have formal career planning, Supervisor also should make parallel plan.

All good organizations do all these things to make this transition from college to office smooth.

With best of learning.

Contributed by Tarkesh Gupta,
Executive -HR, Dabur India Limited, Delhi
Email: tarkeshg@...

3. TOMATO SOUP FOR THE SOUL - by Sonia K Nair

Hi Folks,

I would like to share a few jokes that i recently read somewhere. Enjoy Reading.......

Tough Hiring

At the end of a job interview, the HR Person asked the young programmer, "What kind of salary were you looking for?"
The programmer said, "Oh, something in the neighborhood of $75,000 a year, depending on the benefit's package."

The HR Person said, "Well, what would you say to a package of 5-weeks vacation, 14 paid holidays, full medical and dental, company matching retirement fund to 50% of salary, and a company car leased every 2 years. Say, a red Corvette?"

The programmer sat up straight and said, "Wow!!! Are you kidding?"
And the HR Person said, "Certainly, but you started it."

The Microsoft Engineer

There are three engineers in a car; an electrical engineer, a chemical engineer and a Microsoft engineer. Suddenly the car just stops by the side of the road, and the three engineers look at each other wondering what could be wrong.

The electrical engineer suggests stripping down the electronics of the car and trying to trace where a fault might have occurred. The chemical engineeer, not knowing much about cars, suggests that maybe the fuel is becoming emulsified and getting blocked somewhere.

Then, the Microsoft engineer, not knowing much about anything, comes up with a suggestion, "Why don`t we close all the windows, get out, get back in, open the windows again, and maybe it`ll work!?"

Printer Problem

A woman called the HP help desk with a problem with her printer. The tech asked her if she was "running it under Windows."

The woman then responded, "No, my desk is next to the door. But that is a good point. The man sitting in the cubicle next to me is under a window, and his is working fine."

Sent by Sonia K. Nair
Sr. Manager - P&A, Gujarat Water Infrastructure Limited, Gandhinagar
sonianair@...

4. AN ARTICLE SUMMARY - by Pankaj Gurumukhi

Main Article:

Motivation vs Volition - by Sumantra Ghoshal and Heike Bruch. Everyone knows Sumantra Ghoshal. Heike Bruch is Professor of Leadership at the University of Saint G�llen in Switzerland. Published in the Harvard Business Review.

Pankaj's Note:

Dear Rajeev,

(Further to my summary) of article "Beware The Busy Manager," I was able to get the next part of this article by the name "Motivation v/s Volition"...

I am just here to forward the thoughts made by Sumantra Ghoshal & Heikh Bruch. Pls find the article summary ....

Thanks & Take care,
Pankaj

Article Summary

SOMETHING very interesting happened to Mohandas Karamchand Gandhi, then a fashionable, London-trained barrister in South Africa, in the small train station at Maritzburg, capital of the Natal Province - something that fundamentally changed his life, and the course of world history.

Conscious of his status as a barrister and armed with a first-class ticket, Gandhiji had boarded the first-class compartment of the train at Durban, on his way to Pretoria. At Maritzburg, a fellow passenger complained about the presence of a ‘coloured’ man in a first-class compartment. Asked by a railway official to move to the van compartment, he protested and was promptly thrown out of the train.

That winter night, the frail and slender man sat shivering in the waiting room - unable to get his coat which was in his luggage that had been ‘taken charge’ of by the railway officials. As he described in his autobiography: “I began to think of my duty… The hardship to which I was subjected was superficial, only a symptom of the deep disease of colour prejudice.”

He had confronted this prejudice earlier, both in India and in South Africa, and had been angered by it. That night, that anger transformed into will - a firm personal commitment “to root out the disease and suffer hardship in the process.” That night Gandhiji crossed over from the domain of motivation to the domain of volition.

Throughout history, it is the power of the human will - volition - that has achieved the impossible. Gandhiji changed the world by exercising his volition, as did Martin Luther King and Nelson Mandela. Volition has its downside too, as any reader of ‘Mein Kampf’ knows. But while much of the evil in the world has been caused by volition, almost all the significant progress has also come from the same source.

What is true of societies is also true of companies. As observers and students of business, we have studied a variety of companies all over the world, including companies that have made significant breakthroughs - whether in turning around declining fortunes or in creating stunning new products - and in each case, the success, we have found, could not ultimately be explained except as a product of the human will. In companies, as in societies, real changes do not just happen. They happen when someone uses the power of personal volition to make something happen, no matter what it takes.

Jack Welch wrote: “I learned the most important principle in life from my mother: you just have to want it.” It is volition that enables managers to fight the headwind that comes with change. It is volition that gives them the energy to overcome barriers, to deal with setbacks and to persevere through the demanding and often long journey from a vision to its realisation.

A Different Model of People

Most managers recognise that it is people who drive action and, therefore, the performance of their companies. Typically, the question they ask themselves is “what can I do to motivate people to take the required actions?” The model of ‘people’ they have in their heads is that of rational human beings who pursue their self-interest.

As philosopher and psychologist Peter K�stenbaum has argued, much of management practice is based on a theory that reduces the individual to the level of most primitive instincts and needs. The job of the managers is seen as one of motivating people by meeting as many of these needs as possible. With this model of people, managers focus on creating the policies, strategies and incentives that would best align people’s self-interests with the company’s - that is, their own - vision and goals.

This is absolutely right - much of individual behaviour in organisations indeed follow the theories of motivation managers have and practice. Much, but not all. What these theories of motivation exclude is the concept of volition, which lies at the heart of the human will.

Motivation is a wish or a desire to do something. It is triggered by external stimuli or the expectation of some reward. Yes, the concepts of motivation in theory as well as in management practice acknowledge the role of intrinsic motivation - the desire to do something that is driven by an internal need.

But, ultimately, motivation remains in the volatile state of wishing to engage, feeling attracted by certain opportunities or being tempted to act out certain behaviours. There’s always the danger that a more attractive opportunity will emerge, or that obstacles will come in the way or that the desire will just fade away. Motivation is susceptible to changes in both the environment and inner preferences.

Volition goes a decisive step further. It implies the commitment that only comes from a deep personal attachment to a certain intention - Gandhi’s commitment to root out colour prejudice, for example. Volition is a robust force that is based on conscious choice to make a concrete thing happen. It is this commitment to a certain end state - not to doing something but to achieving something - that leads to the engagement of the human will.

Motivation works outside-in. Outside is the environment that surrounds the individual - company policies, bosses’ preferences, bonus plans and so on. It is the outside that defines what is possible, what is desirable, and the constraints and opportunities offered by the world determine what an individual can and will do.

Volition, in contrast, works inside-out. Inside is the will that defines the goal, the mission, the purpose. People with volition decide what they want to accomplish, and then work to modify the outside world, as needed, to achieve their goal. And this distinction between motivation and volition manifests itself in many different ways.

With volition, people face less difficulty in getting started or in taking actions. They know what they want and do no wait for further information or external stimuli to help them take action.

Volitional people have biased perceptions. Their attention, energy and preferences become so focused on their intention, they look out for information that confirm their intention and block out all contradictory data. They are not tempted by alternative opportunities and they do not get distracted by routine disruptions.

Finally, with volition, people respond very differently to obstacles or problems. Faced with negative feedback, lack of management interest, resistance by others, conflicts with colleagues or any of the other impediments to purposive action-taking, motivation often dissipates. Volition leads to precisely the opposite effect. Barriers only lead to an increase in commitment and effort. Abandoning or rethinking the task is simply not seen as an option.

This difference between motivation and volition becomes critical for really difficult and demanding challenges. Easy and familiar tasks do not engage the human will. Ambitious goals, long-term projects, high uncertainty, extreme opposition - these are the circumstances that both need and stimulate the forces of volition.

People have always recognised this power of the human will, but have been very uncomfortable about it. After all, primacy of the will was the central doctrine of Nazi philosophy. Who can forget Hitler’s chilling words: “We stand at the end of the era of reason. A new magical time of world interpretation has emerged - of the interpretation out of the will, not reason.” In the last six decades, since World War II, the language of will and volition has largely been abandoned, as the discredited doctrine of a fallen and evil regime, and the language of motivation has been embraced as a part of the triumph of reason.

Yes, the concept of volition comes with some dangers. But it is volition that also lies behind most of the really significant and difficult changes that companies achieve. Policies and actions that engage peoples’ motivation typically kill their volition; actions to stimulate volition need an entirely different approach.

If corporate leaders wish to harness the incredible power of the human will in their organisations, they will have to begin thinking about their policies and practices and about their own roles and tasks in a fundamentally different way. What these different ways might be will be the topic of a forthcoming article in this series.

Heike Bruch is Professor of Leadership at the University of Saint G�llen in Switzerland.

Summary contributed by Pankaj Gurumukhi
Senior Software Engineer, Satyam Computer Services Ltd.
Email: pgurumukhi@...

5. QUOTATION CORNER [I Have Learned] - by Sushanta Ganguly

I've learned....
That the best classroom in the world is at the feet of an elderly person.

I've learned....
That when you're in love, it shows.

I've learned....
That just one person saying to me, "You've made my day!" makes my day.

I've learned....
That having a child fall asleep in your arms is one of the most peaceful feelings in the world.

I've learned....
That being kind is more important than being right.

I've learned....
That you should never say "no" to a gift from a child.

I've learned....
That I can always pray for someone when I don't have the strength to help him in some other way.

I've learned....
That no matter how serious your life requires you to be, everyone needs a friend to act goofy with.

I've learned....
That sometimes all a person needs is a hand to hold and a heart to understand.

I've learned....
That simple walks with my father around the block on summer nights when I was a child did wonders for me as an adult.

I've learned....
That life is like a roll of toilet paper. The closer it gets to the end, the faster it goes.

I've learned....
That we should be glad God doesn't give us everything we ask for.

I've learned....
That money doesn't buy class.

I've learned....
That it's those small daily happenings that make life so spectacular.

I've learned...
That under everyone's hard shell is someone who wants to be appreciated and loved.

I've learned....
That the Lord didn't do it all in one day. What makes me think I can?

I've learned....
That to ignore the facts does not change the facts.

I've learned....
That when you plan to get even with someone, you are only letting that person continue to hurt you.

I've learned....
That love, not time, heals all wounds.

I've learned....
That the easiest way for me to grow as a person is to surround myself with people smarter than I am.

I've learned....
That everyone you meet deserves to be greeted with a smile.

I've learned....
That there's nothing sweeter than sleeping with your babies and feeling their breath on your cheeks.

I've learned....
That no one is perfect until you fall in love with them.

I've learned....
That life is tough, but I'm tougher.

I've learned....
That opportunities are never lost; someone will take the ones you miss.

I've learned....
That when you harbor bitterness, happiness will dock elsewhere.

I've learned....
That I wish I could have told my Dad that I love him one more time before he passed away.

I've learned....
That one should keep his words both soft and tender, because tomorrow he may have to eat them.

I've learned....
That a smile is an inexpensive way to improve your looks.

I've learned....
That I can't choose how I feel, but I can choose what I do about it.

I've learned....
That when your newly born child holds your little finger in his little fist, that you're hooked for life.

I've learned....
That everyone wants to live on top of the mountain, but all the happiness and growth occurs while you're climbing it.

I've learned ..
That it is best to give advice in only two circumstances; when it is requested and when it is a life threatening situation.

I've learned....
That the less time I have to work with, the more things I get done.

Send this to everyone you consider a FRIEND!

Contributed by Sushanta Ganguly,
Head - Personnel & HRD, ECC Division, Larsen & Toubro Limited, Chennai.
Email: sg@...

6. You know ANGER is one short of DANGER - by M. Thomas Prabu

Prabhu's Message: Inspirational Story, "Nail in the Fence," was really very inspirational thanks to Ambar Nanavati. I came across some thing on Anger and i added few of my thoughts and wanted to share with you all . Regards, M.Thomas Prabu.

Of all internal and external enemies of human being , anger is the deadliest. It is capable of completely destroying our intelligence, power of discrimination and the very peace of life. Anger is like a ire that gradually spreads and assumes a gigantic form finally burning the angry person to ashes. Swami Shivananda calls it the shortest route to hell and spiritual suicide.

Control it or . . . . . . . . . . . . . .

In fact, anger is the route cause of all evils, jealousies, hatred, revenge, anxiety impatience, irritation, dislike and intolerance; originate from anger through in a disguised form. Freedom from anger therefore implies freedom from these negative feelings responsible for causing many problems on physical and mental levels. Hence, controlling, in fact annihilating anger from one’s life should be the matter of top priority in everybody’s life without which one can't achieve “happiness and peace” the twin essential ingredients of life.

What causes anger?

When someone does not behave according to our expectation, does not agree with us, opposes us or misbehaves with us we are angry. When people don't fulfill the commitments made to us, when our subordinates fail to give us results or when some obstacles come our way, anger creeps in and assumes ferocity.

If we ponder over this matter, it will reveal to us that “lack of mental strength” is the root of anger. People with mental weakness easily fall prey to any such situation on slightest provocation. On the other hand, a mentally strong person remains unruffled and undisturbed in similar circumstances. Keeping mind constantly under control is therefore necessary to prevent oneself from excitement or provocation likely to cause anger.

It Leads to . . . . . . . . . . .

Anger breeds revenge and hatred. We blame others for the bad that has been fallen us. As per the Chinese saying the man who all the time harbors revenge against anybody digs two graves. Never, therefore, allow anger to foster in your mind. The mental thought patterns that cause most diseases in the body are criticism, anger, resentment and guilt. Out of these anger is most dangerous. Anger turns into things that boil and burn and infects the body. Resentment long held eats and festers away and ultimately can lead to tumors and cancer. Irate, angry and despondent emotional states cause harmful and poisonous products in the organism, while the good feeling, jollity love mobilize the healing power of the organism.

It harms . . . . . . . . . . .

Anger activates stress mechanism that leads to many biological changes in the body. Breathing becomes faster, heartbeats increase, blood pressure enhances, gestation is shut down, due to excessive sweating skin resistance decreases and mouth dries up. All these changes happen to provide increased energy to the body to face the impending threat. So a lot of energy is produced in the body when you are angry. Due to mobilization of this energy person can do anything. He can even commit murder in a fit of anger.

By an outburst of anger the whole nervous system is shattered. Various poisons are thrown into the blood. Anger disturbs the normal working of the body. It repeatedly activates stress mechanism. That further stimulates heart and endocrine glands. All this brings about diseases like migraine, gastritis, hypertension, diabetes, arthritis, and spondylitis. It creates nervous weakness and the immune system of the body becomes weak. So far effects on behavior are concerned, anger completely demolishes the reasoning capacity and intellect for the time being. Under the impulsive and emotional fit the angry man can do anything. Every episode of anger leaves a deep impact on our subconscious mind. Repeated fits of anger make these impressions grave, increasing further susceptibility to anger. Thus anger leads to increased anger.

Prescription for Anger

Since the anger has such a tremendous damaging capacity, ways and means must be found out for its control. The first and foremost way is to stop all conversation whenever there is slightest irritation leave the place immediately.

When anger is round the corner, drink a glass of cold water, concentrate on your breathing or just count 1 to 100. All these measures will for the time being subside your anger and save you from ugly situation likely to arise out of sudden outburst of your anger.

The best way to control your anger is to adopt calm and quiet attitude of mind and develop beaming countenance. For this purpose Vipashyana meditation or Yogasanas can play an important role. In “Vipashyana” you are taught to immediately divert your mind from its agitating or disturbed condition and think of happy or gay situation to overcome the gravity of the exasperation of the negative feelings occurring at the particular time. There are some asanas like Shashankasana , Sarvangasana, Shavasana or Vajrasana that greatly calm the mind and nervous system; and thereby reduce your anger arousal level. Pranayama or abdominal breathing may also help in this regard.

In daily routine, constant observance of humility and humbleness will definitely help. “Forget and forgive” policy is perhaps more beneficial in the mitigation of anger. It is the ego, which must be crushed if you really want victory over anger. Similarly power of patient and tolerance and sense of accommodation should also be developed.

Forgive others heart to heart , you need not let him know, if you let him know he will feel ashamed, and all your negative feelings will go and you will be at peace within and you will never be disturbed.

You know ANGER IS ONE SHORT OF DANGER

The greatest benefit one achieves by control of anger is that you gain immense mental strength and will power. Loss of energy is saved and you are at peace. In this regard it is better to listen to Mahatma Gandhi’s advice, “If you are angry, take meals and go to sleep”.

Contributed by M.Thomas Prabhu
Manager - HR, S.R.Nova Private Limited, hrd@...
Address: No. 40, Krishna Rajendra Road; ( Near Bangalore Medical College); Lakshmi Complex, 3rd Floor, Fort; Bangalore - 560 002. Phone - 670 7112 ( 7 Lines), Fax - 670 5971. http://www.srnova.com

7. POINTS TO PONDER - by Ranjith Menon

Three Cheers for Ranjith

Ranjith recently secured 6th Rank in MBA and his photograph appeared in Times of India. Here are some extracts from his book (still unfinished) called "Dateless Diary" that he plans to publish. You will find it deep and philosophical, like I did. Yes, that is one aspect of Ranjith.

LOVE

Falling in love is just like getting hit by a large truck, and yet not being mortally wounded. Just sick to your stomach, high one minute, low the next minute. Starving hungry, but unable to eat. Hot, cold, forever horny, full of hope and enthusiasm, with momentary depressions that wipe you out. It is also not being able to remove the smile from your face, loving life with mad passionate intensity, and feeling years younger. Love doesn’t appear with any warning signs. You fall into it as if pushed from a high diving board. Not time to think about what is happening. It’s inevitable. An event you cannot control. A real crazy heart-stopping roller coaster ride that just has to take its course. It just one of those mysteries of creation-some thing you feel but cant explain.

CRITICISM

What is your reaction towards criticism? Before that, what is criticism? A sort of mirror showed quite unexpectedly before your eyes? Or is it a projection of someone’s fragmented, egoistic psyche? Whatsoever it is, it doesn’t matter… For, it is the way you take criticism that matters. You may shy away or react fiercely to it… but better still, act ACCORDING to it… Action alone counts, not the reaction… Reaction is a waste of time and energy. And, a Leader never reacts… he only Acts. So thank the criticizer for having shown you the mirror. If you see your face in it change accordingly if you have to; if not, forgive him for his ignorance, by this act you are free. And perhaps, it is he who sees his face in the mirror, now, against his face…

TRUE MOTIVATION

The real key to motivation is to look at how far we have come rather than how far we have to go… true motivation is self-motivation... All others are transient… I call this “ Motivation by Introspection”. The best motivation is achieved from within… why? Because, YOU are the key focal point in the whole process- you are INVOLVED in it… this gives more sense of IMPORTANCE, GROWTH & IDENTITY. That’s why I prefer an egg being broken from “inside” rather than “outside”. The former process gives me a chicken that will produce many more eggs and chicks also. By the latter process, I can at best get a single omelette! MBI concept also gives a sense of RESPONSIBILTY to the individual. And once that sense of responsibility comes, the real motivation sets in and the individual charges ahead…

Contributed by Ranjith Menon,
Executive - HR, Global Edge Software Ltd, Bangalore. Tel:91-80-3467944 Extn: 478. Fax:91-80-3467948.
Email: ranjith@...

8. RECOMMENDED WEBSITE ON HR - by R Narayanan

Dear Friends,

I would like to refer a website to our group members: http://www.hr.com

Most of us would know this website, but i think many are not aware of the real usefulness of this website. This is a one-stop place for all information regarding HR practices, skills reqiurement, process & procedures for the US market. Anyone interested, can register here for free and get to know quality information about the HR strategy in the US market

Regards
R. Narayanan
narayan@...

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#24 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Tue Jul 2, 2002 7:26 pm
Subject: HR Era, Issue 12-B, Singapore to South Africa abs444
Offline
Send Email

H R Era, Issue # 12B, Jun 26th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. My Space

2. New Members

Ashit Sarkar, Arusha Gupta (Ms), Vikram V Salvi,
Roy J George, Maneesh Goel, Lakshmi Senthil (Ms).

3. Tomato Soup for the Soul

4. Readers' Forum

Appreciations & Brickbats from Members From Singapore to South Africa

Answers Where can I do Doctorate in HR? - by Rahul Bhimjiani

Questions Info on Retaining People - Sophia Das

5. Quotation Corner

6. Inspirational Stories

Know Your Worth - Ramakrishnarao

7. Best HR Jobs (India)

8. HR Training Programs (India)

9. Aims of HR Era, How To Contribute Articles, & Legal Stuff

1. MY SPACE (From Singapore to Africa)

HR Era has members in more than 20 countries. We are happy to receive two compliments - one from Lex Rourke in South Africa and second from Lee Lin in Singapore.

Lex is R&D Manager with ASTD Forum in South Africa. He has expressed his desire to put two articles from our Issue 12-A in ASTD's website in his country. ASTD (American Society for Training & Development) is the largest association of training professionals in the world. This is certainly a compliment to our members who authored those articles - Ramakrishnarao and Pankaj Gurumukhi.

It is also an invitation to all members to write more articles, so that their contributions get recognition and shared.

regards

Alka Bhatnagar

2. NEW MEMBERS

Ashit Sarkar, Management Advisor and Consultant

Mr. Sarkar did his B.SC from University of Allahabad in 1952 and has a rich experience of 47 years mainly in ITC and Britannia Industries Ltd. He has been connected with many professional bodies like NIPM, AIMA, BMA, and AIMO. Many of his articles have been published in reputed journals, books and papers. He has made many presentations and given a large number of talks at various professional seminars, workshops and other forums.

Mr. Sarkar is a keen photographer, enjoy's people interaction, reading and music and is also involved with many philanthropic and many welfare organisation's .

Contact: ashitsarkar@... , Bangalore .

Arusha Gupta, HR & ADMIN. Manager, Circuit Systems India ( Pvt. Ltd. )

Message: I believe in saying less and listening more that enables me to understand others viewpoint. I can adjust myself to suit the situation and like to go for challenging jobs .

Arusha did Master's of Business Management 2001 from Dayal Bagh Education Institute, Agra and is working since August 2001. Arusha is interested in reading, admiring nature, cooking, computers and trying new things. Arusha organised functions in college and was in the college football team .

Contact: arushagupta@... , Gandhi Nagar .

Vikram V. Salvi, Officer, Tata Infotec. Pvt. Ltd.

Vikram has done B.com from University of Bombay and will be completing his HRM from Narsees Monjee Institute of Management Studies in June 2002, Mumbai. He has an experience of 5 years. He is a quick learner and has ability to relate to people. He is highly organised and attentive to details.

Contact: vikram.salvi@...

Maneesh Goel, MBA First Year Student .

Message: There are lot's of good things which I have been getting from HR Community. My contribution is limited upto sending thanks for articles and putting my queries. But I will also start sharing experiences and offering help once I get that position.

Contact: manish_goelhrd@...

Roy . J. George, Unit HR Head, Samtel India Ltd. .

Message: I hope that I would be able to contribute to this group.

George has done Master of Social Work Specialisation in Personnel Management & Industrial Relations from Rajagiri College of Social Sciences and has 14 years of rich and all round experience in HR. He is personally interested in Performance Management, OD and also Training. He has conceived and implemented two OD Projects in Samtel over the last 5 years. He is interested to deliver the motivation training .

Contact: royjgeo@... , Faridabad .

Lakshmi Senthil, Blue Star, Chennai .

Message: I am sure I will gain more by becoming a member of HR-ERA and enhance my skills in this field.

Lakshmi is a BA graduate with PGD in HR and PM from Liba, Chennai and has an experience of 7 years. She enjoys her work and more so handling the Human Relations part. She is concentrating more on personnel matters like: joining to leaving of an executive, compensation package, coordinating training. payroll and recruitment of freshers etc.

Contact: lakshmisenthil@...

3. TOMATO SOUP FOR THE SOUL

Bholaji in Bombay

Once Bholaji was travelling by train from Delhi to Bombay. He kept getting off at every station to buy a ticket till the next one.

When the train reached Bombay, one of Bholaji's co-passengers got curious and asked him, "Why did you do that. You could have bought a single ticket for the entire trip." "My doctor has advised me not to go on a long journey," replied Bholaji.

Staff Descriptions

Outgoing Personality....................Always going out of the office

Good Communication Skills............Spends lots of time on phone

Careful Thinker................................Won't make a decision

Loyal...................................Can't get a job anywhere else

Lawyer's BMW

A Economist opened the door of his BMW, when suddenly a car came along and hit the door, ripping it off completely.

When the police arrived at the scene, the lawyer was complaining bitterly about the damage to his precious BMW. "Officer, look what they've done to my Beeeeemer!" he whined."You Economist's are so materialistic, you make me sick!" retorted the officer.

"You're so worried about your stupid BMW, that you didn't even notice that your left arm was ripped off!" "Oh my God," replied the Economist, finally noticing the bloodyleft shoulder where his arm once was. "Where's my Rolex?!?"

From the Net

4. READERS' FORUM

Appreciations & Brickbats from Members

From: Lex Rourke, South Africa

Rajeev

I am the research and development manager of the ASTD Forum in South Africa and I must congratulate you on the quality of the HR Era newsletter. Circumstances surrounding Human Resources issues in South Africa is very similar to circumstances in India and I always find something useful in HR Era. Another thing I find very useful is your inclusion of a bit of humour here and there. In South Africa, HR is way too serious. I am going to change that. I will give full credit to the individual authors AND HR Era of course !

Lex Rourke

From: lex@...

From: Lee Lin Chong, Singapore

Hi Rajeev,

Thanks for your regular HR Era Issue. It's informative especially for a HR practitioner like me who takes care of India office but based in Singapore.

Lee Lin
llchon@...

ANSWER BY RAHUL BHIMJIANI

Where can I do Doctorate in HR ?

Most universities and many deemed universities/autonomous institutes have PG departments in one or more of Psychology, Sociology, Social Work, Management, Labour Studies, etc. This allows you to do your doctoral, subject to the University recognising your PG in SW as equivalent to their minimum necessary qualifications for the concerned Ph.D.

While broad equivalences are laid down by the AIU, detailed rules are made by the concerned university. However, as this is procedural, you will finally have a lot of choices.

The question of how to choose from and prioritise among the shortlisted questions arises. You will have to consider the following issues:

- In what way is the Ph.D. linked to your medium-term professional plans?
- Whether you want to do it full-time, part-time or either?
- Whether your objective in doing a Ph.D. is the rubber-stamp, or learning, or prestige, or some combination of these?
- Whether you are looking forward to intensive help from your guide, or just want a rubber stamp from him/her, or somewhere in between?
- Within HR, what roughly is the area in which you wish to do a Ph.D.?
- Whether you look forward to, dislike the thought of, or are indifferent to doing course-work as part of your programme?

I realise that making such a framework like this is both time-consuming and even frustrating at times, but believe me, it's well-worth the trouble.

With my very best wishes to the future Dr. Raghupathy!

Rahul Bhimjiani

4C-IT: Entrepreneurial Network for Leapfrogging the Digital Divide
91-712-555343 (O+R); 91-712-551554 (Fax); Nagpur, INDIA
rbhimjiani@...

QUESTIONS

Info on Retaining People

hello Sir,

i am currently working on a project "to retain people in the organisation". I would appreciate any help or information regarding this.

Regards,
Sophia Das
sophiasophie@...

5. QUOTATION CORNER

A part of kindness consists in loving people more than they deserve - Joseph Jovbert

The secret to success in life is to make your vocation your vacation- Mark Twain

6. INSPIRATIONAL STORIES

Know Your Worth - Ramakrishnarao

A well known speaker started off his seminar by holding up a $20 bill in a room of 200 people, and asked, " Who would like this $20 bill ?"

Hands started going up.

He said, " I am going to give this $20 bill to one of you, but first let me do this...." He proceeded to crumple the $20 up.

He then asked, " Who still wants it ?"

Still the hands were up in the air.

"Well"... he replied, " What if I do this?"..and he dropped it on the ground and started to grind it into the floor with his shoe. He picked it up, now crumpled and dirty. "Now who still wants it?" he asked.

Hands still shot up!

"My friends, you have all learned a very valuable lesson.

No matter what I did to the money, you still wanted it..because it did not decrease in value. It was still worth $20."

Many times in our lives, we are dropped, crumpled, and ground into the dirt, by the decisions we make, and the circumstances that come our way. We feel as though we are worthless. But no matter what has happened or what will happen, you never lose your value!

Clean...crumpled...or finely creased...you are priceless to those who love you. The worth of your life comes by your love, affection, care & intiatives for making our lives more meaningful & worthful. You are special....for us.

Regards,
Ramakrishnarao

Contributed by Ramakrishnarao,
People Excellence, Tata Telecom Limited, Gandhinagar. Tele : 079 - 3221773 / 3246467, E-mail : rthallam@...

7. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1000+ HR professionals for free.

[59] Senior Manager - Employee and Organisation Development, Bangalore

Ideal candidate would be a Graduate / Post-graduate with 8 to 10 years of relevant experience with ability to direct a team of enthusiastic and talented training professionals to make magic for our call center clients.

He / She must be an accomplished corporate training manager with customer service, sales or organization development experience, ideally in a call center environment. Achievements in e-learning will make the incumbent a leading candidate. Must have passion for developing people’s potential, a desire to manage change, and willingness to sink your hands into the instructional systems process.

Salary Range: Rs. 10 to 12 lakhs

Apply to: Govind, Email : heroldcoopers@...

[58] Trainers, Bangalore

Graduates / Post-graduates with 3 - 5 years of experience as a faculty. Must be proficient in teaching written and spoken English, English Grammar, Phonetics, Conversational English, Customer Service and Selling Skills. The incumbent will be responsible for developing, designing, delivering and managing Training Content with emphasis on Techniques and
Tools related to Conversational English. Knowledge of adult learning theory and exposure to program development tools & program evaluation principles are a must. American or Canadian experience is preferred. Must be willing to work in shifts.

Salary Range: Rs. 1.5 to 2.5 lakhs

Apply to: Govind, Email : heroldcoopers@...

[57] Senior Executive HR, AP

Organisation: Radha Krishna Hospitality Services Limited.

Person: Post Graduate Degree / Diploma inHR with a minimum of 5 years relevant experience in a large industry / services sector. Proficiency in computers is essential

Apply To : Senior Manager, Radha Krishna Hospitality Services Limited, 1st Floor, 7-1-70/D/1, Dharam Karan Road, Ameerpet, Hyderabad-16. Enclose one passport size photograph. Email : iicbuhyd@...

[56] Senior HR Manager, Chennai

Organisation: Chennai based ODC of a reputed UK based software company.

Person & Responsibility: MBA / MSW from a reputed institute. The candidate must have minimum 8+ years experience in core HR activities and new age tools in the area of Appraisal, Organisational Development Process etc.Knowledge in ISO is plus.

Apply To: Consulting@...

8. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1000+ HR professionals for free.

Certification Programme on Type Indicator-ALTI, Chennai

Alert Management Consultants (Belgium based) will be conducting a three day "Certification Programme" on Alert Type Indicators in August 2002. Website: www.alertmc.com

The Alert Type Indicator is a psychological instrument that provides more insight into yourself and others.This indicator contributes to personal development and stimulates opportunities for growth.

The Alert Type Indicator is based on the psychological type theory of the Swiss psychiatrist Carl Gustav Jung (1875-1961).He discovered a number of recognizable patterns in this behavior and he incorporated this theory in his book "Psychologische Typen"(1921)

The ALTI gives identifies the Type on the basis of

-Where do I get my energy from? (Extraversion/Introversion)
-How do I gather information? (Sensing/Intuition)
-How do I make decisions? (Thinking / Feeling)
-How do I live my life? (Judging /Perceiving)

The ALTI is a descriptive instrument.It systematically indicates behavioral preferences of an individual. The ALTI not only offers you insight into your own personality, but also of others and can be used in fields like self-development,team building, problem solving, optimizing communication, management and leadership trainings...

The three day Certification programme would equip you with the knowledge of the Types and on it's applications.

Duration: Three days

The cost is Rs.4000/- (Rupees four thousand only)

Date:First week of August 2002.

Programme Coordinator:Mr.Lieven Cornelis (Belgium)

You may contact Mr.Daniel or Ms.Roja (044-8201466, 8311378) for more details.
Email: v_day_in@...

Alert Mangement Consultants
www.alertmc.com

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#23 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Jun 9, 2002 7:39 pm
Subject: HR Era, Issue # 12-A, Evolution of HR in India abs444
Offline
Send Email

H R Era, Issue # 12A, Jun 11th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. People Management - Old Wine?? - by Ashit K Sarkar

3. Tomato Soup for the Soul

A Brand New Element - Administratium - by Rahul Bhimjiani
The Vampire - from the Net

4. New Employee Joining - by Ramakrishnarao

5. Leadership Lessons from Geese - by Jignesh Makawana

6. Quotation Corner - by M Sukumaran

7. An Article Summary - by Pankaj Gurumukhi

Beware the Busy Manager - by Sumantra Ghoshal & Heike Bruch

8. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

Bouncing!!!

Several emails from HR Era to members are bouncing. Reasons - members have changed jobs, email boxes are full (holiday season), email account is disabled due to non-use (we all have at least 5 to 10 accounts).

I suggest that you subscribe HR Era to your personal email-id in addition to your office email-id. It would ensure that you receive issues continuously, even if one account is non-functional. So send us your additional email-id.

Mr Ashit Sarkar is a very senior & accomplished member of HR fraternity. He has over 47 years experience in ITC & Britannia & consultancy. Has been member of an ILO committee and travelled the world over.

Read his article in this issue on importance and evolution of HR. It would set to rest the self-doubts of several younger HR professionals that we often get to read egroups.

Regards.

Rajeev B Bhatnagar

2. PEOPLE MANAGEMENT - OLD WINE ??
- by Ashit K. Sarkar

Mr Ashit Sarkar is a very senior & accomplished member of HR fraternity. He has over 47 years experience in ITC & Britannia & consultancy. Has been member of an ILO committee and travelled the world over.

Read his following article on importance and evolution of HR. It would set to rest the self-doubts of several younger HR professionals that we often get to read egroups.

PEOPLE MANAGEMENT - OLD WINE ??

HR has a Key Role Today

Human Resource Management (HRM) and/or Personnel Management (PM) has become a very vital part of the management process in the twenty-first century, and is getting significant attention in management discussions, or in the business strategy of most organisations as compared to the past, more so post liberalisation. The importance of this function for the success of an organisation is highlighted in glowing terms with emphasis on human resource development (HRD), knowledge management, empowerment, flat organisation structure, motivated work groups etc. To some they sound as jargon, but to serious minded people they seem to make a lot of sense, even if there are differences of opinion. It also seems that even professional managers often differ in their understanding of the role differences between HRM & PM, if any at all. Many feel that it is the same old wine in a new bottle with a different label, or that HRM is only a more modern terminology!

It may be worthwhile to look at the development of this function of management in India over the past seven or eight decades to better understand the changing role and responsibility to what it is today - rather than the difference in the name with which to describe this important function in an organisation.

Labour Mobilisation & Welfare

In the early part of the century, larger manufacturing organisations needed a Labour Officer (LO) for locating and selecting unskilled manpower to meet the needs of the industry, and generally to maintain the records of the employees. Their responsibilities gradually extended to looking after the increasing statutory requirements which had to be observed in accordance with the various labour laws and rules, that were being enacted one after the other to protect the rights of the workmen, as well as lay down rules for working conditions, safety and welfare measures etc. About the same time, the Government created the statutory position of Labour & Welfare Officer (LWO) in large organisations responsible to be ‘neutral’, and to specifically ensure the welfare of the workmen.

Industrial Relations

The comparatively “docile and obedient” workforce of the past also started getting organised in the meanwhile, and many unions and managements found that they had to resolve their differences or disputes through the legal process. The LO’s were often involved with dealing and perusing these court cases through lawyers and advocates specialising in labour laws, which necessitated them to develop this expertise themselves.

This changed job demands, and to provide a career progression for LO’s, as well as avoid conflict with the statutory LWO’s designation called for the LO’s to be redesignated as Personnel Officers or Managers (PO/PM), and the beginning of a separate Personnel Department or function was made, with enlarged responsibilities like Timekeeping, Security, Wage computation, Administration, etc. being allocated to them as well. Some larger organisations subdivided the Industrial Relations (IR) aspects, Welfare activities & Canteens, Administration, Training and Development activities, besides Personnel or Staff Department, as parts of the total man management system in the organisations.

Personnel Management Specialist

For considerable time the Personnel staff was dominated by lawyers or legally oriented individuals - who could deal with the much labour litigation faced by the Company more competently. Gradually, it was realised that the demand on this function was getting far more complex, and required many other specialist knowledge and competency, such as in Social Sciences, Industrial Psychology, etc. With such felt needs came the growth of many Management Education Institutes offering Courses and Training Programmes. This resulted in people with professional background in Personnel being available in fair number mostly from early sixties, and being inducted in the organisations, as in other functions. It was felt that such professional knowledge was necessary, to be a better PM, who needed to manage total Industrial Relations (IR), and also many other personnel and organisational related issues, and not just concentrate on legal issues and court cases. However, the main priority for the PM’s for considerable period remained providing assistance and support to the operations of the organisation as a subsidiary, and not as a direct contributing team member - this persists in many places even today!

Human Resources Management - A Business / Strategic Partner

The management philosophy was undergoing changes, and it was realised that most people did not need to be driven only by supervision and fear, but generally performed better on their own, given the freedom of decision making, adequate skills training, broad guidance and knowledge of the plans - these factors motivated people to perform. This called for creation of a more positive and far greater level of interaction between the management and employee in a prevailing environment of trust and dependence, as well as in an open organisation culture. The personnel function had to spearhead and contribute towards this kind of environment creation in the organisation, and to provide the plans & developmental inputs to increase competency across the organisation, as well as generate motivation.

It was realised by the top management that rather than a limited “service” function role that was required from the P.Ms in the past, a far greater contribution could be made by this function being a change agent as an “integrated management team member” in a far more professional manner to meet the organisational goals, rather than the limited functional objectives. These could be in the areas of strategic manpower planning, organisation development, competency analysis and identified training and development of employees, organisation culture and employee motivation & morale, team building, career planning, appraisal and incentive or reward system management, key employee retention, counseling, responsible labour & management attitude building, labour productivity improvement, environmental management etc., and not just the IR & welfare issues, recruitment and employee records. These demanded a far greater understanding and interaction with other functions in the organisation, and not remain limited to the earlier functional boundaries. Lot more proactive function as a business manager with understanding the ultimate customer needs, rather than a reactive fire fighting supporting role, became increasingly necessary by this growing & changing function to enable achievement of organisational excellence in the highly challenging and competitive environment of the twenty-first century.

Where is Your Organisation in Evolution?

The pace of the development of such realisation and corrective measures in different organisations has been as per their perceived or felt needs in light of their own plans and priorities - and therefore are at different stages for each organisation. What is important is that the function must address to meet their own organisational goals - which, and the solutions, must vary from one Company to the other, as with progression of time. The model cannot, and should not, be the same for each. The role definition requirements are therefore, not the same in each organisation. Many still continue to need IR Management as the main priority, with the other issues getting lesser attention - and as such PM & HRM would appear to be no different from each other in such organisations. However, others who have managed IR satisfactorily are able to do a great deal of visible activity in the employee development and motivational areas, culture building and organisation development, etc., and therefore, may claim to be more HRM oriented, rather than Personnel.

The people management does not, and cannot, remain static, and will continue in future to demand the changing management style, philosophy, actions and solutions, which are best suited and needed to meet the differing & changing organisational challenges of each.

One thing is sure, this function is certainly no old wine in a new bottle - whether one calls it Personnel, or Human Resource Management!

Contributed by Mr Ashit K. Sarkar, He is based in Bangalore now. He has too many accomplishments to summarise here.

E-mail: ashitsarkar@..., Home Page: http://personal.vsnl.com/ashitsarkar

3. TOMATO SOUP FOR THE SOUL

A Brand New Element - Administratium

A brand new element - Administratium - has been discovered.

A major research institution has recently discovered the heaviest element known to science. This discovery has been tentatively named "Administratium". It has no protons or electrons, thus having an atomic number of 0. It does however, have 1 neutron, 12 assistant neutrons, 75 deputy neutrons, and 111 assistant deputy neutrons, giving it an atomic mass of 312. These 312 particles are held together by a force called morons, which are surrounded by vast quantities of lepton-like particles called peons.

Since Administratium has no electrons, it is inert. However, it can be detected as it impedes every reaction with which it comes into contact. For example, a minute amount of Administratium caused one reaction to take over 4 days to complete when it would normally take less than a second.

Administratium has a normal half-life of 3 years; it does not decay but instead undergoes continual reorganization, in which a portion of the assistant neutrons, deputy neutrons and assistant deputy neutrons exchange places. In fact, Administratium's mass will actually increase over time, since each reorganization causes some morons to become neutrons, thus forming isodopes. This characteristic of moron promotion leads some scientists to speculate that Administratium is formed whenever morons reach a certain concentration. This hypothetical quantity is referred to as a "Critical Morass." You will know it when you see it!

Contributed by Rahul Bhimjiani

4C-IT: Entrepreneurial Network for Leapfrogging the Digital Divide
91-712-555343 (O+R); 91-712-551554 (Fax); Nagpur, INDIA
Email rahulbhimjiani@...,

The Vampire

Here is something to lighten up after harsh truth from Rahul Bhimjiani !

A man spends a month traveling. When he returns home, his youngest son tells him: "Daddy, there is a vampire in mom's room!"
"Vampires don't exist, sweetheart."
"Yes they do, I saw him! He is hiding in the closet."
When the fathers decides to open the closet door and finds one of his friends, he exclaims: "You, of all people, Randolph! I helped you out all your life and you pay me back by hiding in my closet to scare my boy!"

From the Net

4. NEW EMPLOYEE JOINING - by Ramakrishnarao, Tata Telecom Limited

The new employee may be a person who will be in the organization for the next generation and may even rise to the very top. Creating a pleasant experience and a positive perception from the start becomes an almost sacred responsibility for a HR person.

A new employee should be taken on a tour of the office and introduced formally to other people, in a very big organization this may not be possible, in which case the common solution is to introduce the new person within the department, and maybe only to other departments he/she will be interacting with.

A junior employee can be taken around by a junior person from the HR dept., but when a senior joins, etiquette would demand that a senior HR person show the senior employee around.

Typical anxieties a new entrant feels

Could you show me my cubicle?
Is this my computer?
Where is the washroom?
Where is the photocopier?
That senior executive wearing spectacles, what's his name?

This sort of feeling can be tackled well by HR persons, all they have to do is a little planning. They could end up having a grateful new employee and even a good friend, in the long run.

A guided tour of the premises

Take care to point out important office areas:

� The fax/copier location
� Key points in the office ? conference room, CEO's cabin, washrooms, cafeteria, water cooler, library, Stationery room, Mail room, Cash Cabin...
� Paper storage area

What to organize for the new person

� Stationery
� Minor office equipment ? staplers, paper punch?
� Company email ID
� Cafeteria-use arrangements
� Business cards
� ID card/swipe card
� Door name plate, when necessary
� Not normal practice, but a gesture like a bouquet would be nice
� Get the bank account number etc for salary payment formalities
� Copy of the company employee handbook
� Induction
� Formal introduction with colleagues & peers
� Stay arrangements (if emp. is new in the city)
� Lunch (for first day)

What to inform him/her about

� What number to press on the intercom to make an external call
� Internal intercom numbers along with the names of people
� Signing of attendance register - where
� Whom to contact for stationery replenishment
� Timings and other rules like smoking areas
� Internet usage ? company beliefs
� Vehicle parking areas
� Common resources like a typing pool
� Dress code for juniors (especially if it is their first job)
� A company brochure would be nice
� Brief profiles of people working in the organization, with designations and contact details

Introducing people to the new entrant

It's difficult for a new employee to remember many names when introduced to a large number at the same time. To reduce embarrassment try introducing the new employee by name to a group, and not give the names of the entire group. But when introducing to only one other person, names of both can be given.

During introductions, ideally, the name of the older/more senior person is given first to the junior person.

Simply let your mind do a flashback to your first day at the office. What were the pressure areas, embarrassments, and little frustrations? These are precisely what you need to streamline and systematize. Some old proverbs still hold true, one of them is

"The first impression is the best impression."

Contributed by Ramakrishnarao,
People Excellence, Tata Telecom Limited, Gandhinagar. Tele : 079 - 3221773 / 3246467, E-mail : rthallam@...

5. LEADERSHIP LESSONS FROM GEESE - by Jignesh Makwana

My dear HR Professionals,

Here is a story "Teamwork and Geese." It can also be called 'Leadership - Lessons From Geese.'

Fact 1

As each goose flaps its wings, it creates an "uplift" for the birds that follow. By flying in a "V" formation, the whole flock adds 71% greater flying range than if each bird flew alone.

Lesson: People who share a common direction and sense of community can get where they are going quicker and easier because they are traveling on the thrust of each other.

Fact 2

When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back into formation to take advantage of the lifting power of the bird immediately in front of it.

Lesson: If we have as much sense as a goose, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.

Fact 3

When the lead bird tires, it rotates back into the formation to take advantage of the lifting power of the bird immediately in front of it.

Lesson: It pays to take turns doing the hard tasks and sharing leadership. As with geese, people are interdependent on each others' skills, capabilities, and unique arrangements of gifts, talents, or resources.

Fact 4

The geese flying in formation honk to encourage those up front to keep up their speed.

Lesson: We need to make sure our honking is encouraging. In groups where there is encouragement, the production is much greater. The power of encouragement (to stand by one's heart or core values and to encourage the heart and core values of others) is the quality of honking we seek.

Fact 5:

When a goose gets sick, wounded, or shot down, two geese drop out of formation and follow it down to help and protect it. They stay with it until it dies or is able to fly again. Then, they launch out with another formation or catch up with the flock.

Lesson: If we have as much sense of geese, we will stand by each other in difficult times as well as when we're strong.

I am sure, you will like this story. Let's try to be a group of goose.

Regards,
Jignesh Makwana

Contributed by Jignesh Makwana
Ph. 6440414 (R), Member : Young HR Professional Group, (A group of 40 young HRP)
Email: jignesh_hrd@...

6. QUOTATION CORNER - by M Sukumaran

M Sukumaran

" No more Industrial relations...Go for Individual relations"

Oil Billionaire H.L. Hunt

"There are two rules:

1. Decide what you want.
2. Decide what you'll have to DO to get it, and start DOing it."

Contributed by M Sukumaran, SukumaranM@...

7. AN ARTICLE SUMMARY - by Pankaj Gurumukhi

Main Article:

Beware the Busy Manager - by Sumantra Ghoshal & Heike Bruch. Everyone knows Sumantra Ghoshal. Heike Bruch is Professor of Leadership at the University of Saint G�llen in Switzerland. Published in the Harvard Business Review in February, 2002

Pankaj's Comments:

Dear Rajeev,

I was fortunate in finding this article in Harvard Business Review magazine. ... I really found a different view of the work that we do everyday as part of our job, and just wanted to share the same with others. I am sure it would help others too...

Thanks & Take Care,
Pankaj

Article Summary

Most managers are extremely busy. They rush from meeting to meeting, check their emails constantly, make endless phone calls, and are generally engulfed in a constant stream of activities. Yet, often they achieve very little. The problem is that they confuse being active with purposeful action-taking.

Their capacities get fully absorbed in daily routines with no time or energy left for dealing with problems that require reflection, systematic planning or creative thinking, and for which there is no external pressure for immediate action. This is the syndrome we call ‘active non-action’ which, we believe, is a central behavioural problem in many companies.

Situational factors are rarely the reason for this lack of purposive action. In fact, managers can act. As a rule, their jobs provide sufficient scope and freedom, yet relatively few managers make deliberate use of their action-taking opportunities. Most spend their time making the inevitable happen instead of doing what managers are paid to do - to make happen what otherwise won’t happen.

Energy and Focus

What distinguishes the relatively few managers who do take purposive action from the vast majority who just spin their wheels? Two things: energy and focus.

Action demands energy. Some managers fail to take purposive action simply because they lack energy. Some are exhausted or burnt out from stress and do not have the inner resources to re-energise themselves. For others, the lack of energy may be relevant to a particular project which is not meaningful to them. Without energy, they are unable to ‘go the extra mile’ that is often necessary to accomplish non-routine tasks.

Focus, on the other hand, represents the capacity for concentrated attention. It is the ability to zero in on a goal and see it successfully through completion. Focussed managers are not in a reactive mode. They choose not to respond immediately to every issue that comes their way or get sidetracked from their goals by distractions.

While both focus and energy are positive traits, neither is in itself sufficient to produce the kind of purposeful action companies need most in their managers. Focus without energy devolves into either empty execution or burnout. Energy without focus dissipates into purposeless busyness or, in its most destructive form, into wasteful failures.

Combining both these dimensions into a matrix (try to make it yourself please) leads to a useful framework for diagnosing the causes of non-action as well as the basis for purposive action-taking. Such a matrix identifies four types of managerial behaviours: procrastination, disengagement, distraction and purposefulness.

The procrastinators: low energy, low focus

Over the last three years, we studied action-taking by a group of over 120 managers in a very large global company. Over 30 per cent of these managers were procrastinators; they suffered from low levels of both energy and focus. Although they dutifully performed their routine tasks - attending meetings, writing memos, making phone calls and so on - they failed to take initiative, to raise the level of performance or drive change.

Some procrastinators hesitate, Hamlet-like, until the window of opportunity has closed. One of those managers said, “I could have done it, but I could not get started.” The nearer the deadline for the project loomed, the more he busied himself with other activities, rationalising that we could not turn to the project until he completed his other jobs.

Managers procrastinate when they feel insecure or fear failure. Some get into the passive state that psychologist Martin Seligman called ‘learned helplessness’. After experiencing a few times that despite making an effort, they could not make a difference, they have drawn the conclusion that taking action is not worth the effort. They believe that they have no power or control over events, so they do nothing.

The disengaged managers: high focus, low energy

Roughly 20 per cent of managers we studied fell into the disengaged category: they exhibit high focus but have low levels of energy. This lack of energy manifests itself in a variety of ways.

Some of them practice a form of denial that can be described as ‘defensive avoidance’. Rather than acknowledging a problem and taking steps to correct it, they try to convince themselves that the problem does not exist. Other practise ‘distanced behaviour’. While acknowledging the need for change, they distance themselves from the problem. In all cases, disengagement stems from the lack of any personal commitment - typically because the task lacks any subjective meaning for them.

Paradoxically, disengagement can be more exhausting than energetic behaviour. Disengaged managers are often plagued by feelings of anxiety, uncertainty, anger, frustration and alienation. They deal with those emotions by withdrawing or doing the bare minimum, which makes the situation worse. Despite their low levels of energy, these managers suffer from burnout more frequently than their colleagues do. And they are easily overwhelmed by unexpected events.

The distracted manager: high energy, low focus

By far the largest group of managers we studied - more than 40 per cent - fell into the distracted quadrant; those well-intentioned, highly energetic but unfocused people who confuse whirlwind frenzy for constructive action. They always feel a desperate need to do something - anything - and that makes them as dangerous as the proverbial bull in a china shop.

Because they do not stop to reflect, distracted managers tend to have trouble developing strategies and adjusting their behaviour to new requirements. Under pressure and confronting the need for change, they do the same as always, only with even more intensity. They become victims of their established ‘behavioural templates’.

Faced with extreme difficulties, these managers resort to panic behaviours - trying to run away, irrational displacement activities or extensive and uncontrolled trial and error.

Moreover, because distracted managers tend to be short-sighted, they often find themselves overcommitted. They get involved in multiple projects with the best of intentions, but eventually their interest pales, and they wind up either constantly fighting fires or abandoning their projects altogether. In the space of two months one HR manager we observed took on three big projects - redefining the role of the HR department, renewing the 360-degree feedback system, and creating a new leadership development programme - over and above his everyday job requirement. In the end, he abandoned one project, passed on responsibility for another, and did a poor job on the third.

The purposeful manager: high focus, high energy

The smallest proportion of managers we studied - only about 10 per cent - were both highly energetic and highly focussed. Not only do such purposeful managers put more effort into their work than their counterparts, they also achieve critical, long-term goals more often. These managers tend to be more self-aware than others. Their clarity about their intentions, in combination with their strong will power, help them take sound decisions about how they spend their time. They pick their goals - and their battles - with far more care than managers in the other three categories.

A key distinguishing feature of purposeful managers is their sense of personal responsibility for the challenges they have chosen to respond to. They feel accountable for making a meaningful contribution. “When nobody is responsible, I am responsible”, one manager told us. “I own an issue and do what I think is necessary - unless and until the CEO pulls me back.”

Purposeful managers husband their energy. Aware of the value of time, they manage it carefully and consciously. Some refuse to respond to e-mails, phone calls or visitors outside certain periods of the day. Others build ‘think time’ into their schedules. As one of these managers says: “In the busiest of times, I slow down and take time off to reflect on what I actually want to achieve, and sort out what’s important from irrelevant noise. Then I focus on doing what is important.”

But the greatest difference between purposeful managers and others lies in the way they approach work. Other managers feel constrained by outside forces: their bosses, their peers, their salary schemes, their job descriptions. Those external factors determine for them what they can or cannot do. In other words, they work outside-in.

Purposeful managers do the opposite. They decide first what they must achieve, and then they work to manage the external environment so that, in the end, they can achieve their goals. They work inside-out. This distinction between outside-in and inside-out behaviours - between motivation and volition - will be the topic of the next article in this series.

Summary contributed by Pankaj Gurumukhi
Senior Software Engineer, Satyam Computer Services Ltd.
Email: pgurumukhi@...

8. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

Reply | Forward | Messages in this Topic (1)

#22 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun Jun 2, 2002 8:09 pm
Subject: HR Era, Issue 11-B, Cool Oneliners from Manoj of Mafoi abs444
Offline
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H R Era, Issue # 11-B, May 26th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.

Your friends can subscribe free by sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com

Visit our website at http://hrera.tripod.com

CONTENTS

1. My Space

2. New Members

Nandita Chowdary, Aniket J Joshi, Shajan Jose,
Aditya Singh, Taj Sayed Wasifa

3. Tomato Soup for the Soul (Cool Oneliners from Manoj)

4. Readers' Forum

Appreciations & Brickbats from Members From: Avadhesh Dixit

Questions Where can I do Doctorate in HR? - Raghupathy Viswanathan

Answers What do the following mean? - 1) Golden Handshake, 2) Pink Slip, 3) White Paper

5. Buhari's Quotation Corner

6. Inspirational Stories

Nail in the Fence
Dr. APJ Abdul Kalaam's Address in Hyderabad

7. Best HR Jobs (India)

8. HR Training Programs (India)

9. Aims of HR Era, How To Contribute Articles, & Legal Stuff

1. MY SPACE

Dear Friends,

Here is a big THANK YOU for the congratulatory messages you have sent. We look forward to your suggestions to make HR Era more useful & meaningful to you.

In this issue, I recommend that every Indian reads Dr APJ Abdul Kalaam's speech to which we have given a link. It is inspiring. Save this issue and read the speech sometime.

New members can view Part-A of the issues, containing articles on HR & Self Management, at http://hrera.tripod.com/newsletter.htm .

with warm regards

Alka Bhatnagar

2. NEW MEMBERS

Nandita Chowdary, Consultant,

Message: I have started my own consultancy and am into software placements. My clients are in USA and India. Request help from members on how this industry works and information that may help me.

Nandita is an HR Professional with a footing in US. She has worked in India (TCS) as well as USA. Her mother is also an HR Professional with 25 years of experience in the field. Please feel free to contact her, if you can help or partner with them in some way.

Contact: nandita122002@... , Chennai

Aniket J Joshi, Administrator, Technowrites Pvt Limited.

Aniket has done MPM from University of Pune with 3rd Rank. He has 18 months' all round experience in HR.

Aniket was given "Best Individual Performance" Award for 2000-01 in his company. He has made several presentations on subjects like HR & Time Mnagement. His summer project in Bank of Baroda was recognised by a formal complimentary letter.

Contact: joshianiketin@... , Pune.

Shajan Jose

Shajan has done MA, in Social Work from Kanpur University and completed PGD,PMIR from XLRI in 2001

Shajan's hobbies are swimming, playing pool and surfing the net.

Contact: docx101@...

Aditya Singh, Reliance

Message: Inclusions of vacancies for a managerial positions in the field of HR/Personnel in HR Era is a value -added feature.

Aditya has done his Master's in Personnel Management and has an experience of six years

Contact: adishakt@...

Taj Sayed Wasifa, Manager HR in a IT Firm.

Message: I would like to broaden my wings in HR further.

Taj is a Post graduate in MHRM .

His areas of interest in HR are motivation, retraining and redeployment as it gives satisfaction to HR professionals when their employees improve their performance. He is also interested in making friends, listening to music, singing.

Contact: swtaj@... , Vishakapatnam

3. TOMATO SOUP FOR THE SOUL

Cool oneliners from Manoj

When I read about the evils of drinking...I gave up reading.

My Grandfather is eighty and still doesn't need glasses... He drinks straight out of the bottle.

Seen on a bulletin board: Success is relative. More the success, more the relatives.

Sign in a restaurant: All drinking water in this establishment has been personally passed by the manager.

Seen in railway station at Patna: Aana free, Jaana free, Pakde gaye to khana free. (Coming is free, Going is free, If you are caught then food is free.)

Contributed by Manoj, Mafoi, manoj@...

4. READERS' FORUM

Appreciations & Brickbats from Members

From: Avadhesh Dixit, HR Group, Tata Consultancy Services, Delhi

I have joined HR Era 2-3 months back.I feel that it is a tremendous knowledge and information sharing tool.

Best of luck for all the new initiatives.

Regards,

Avadhesh

QUESTIONS

Where can I do Doctorate in HR?

Hello,

I am Raghupathy, I work for a Multinational Company as Senior Executive HR. I hold a Masters degree in Social Work with Specialization in PM and IR from Madras University. I have 10+ experience of which 7+ Yrs in HR and 3yrs in TQM Consulting.

I would like to do Doctrate in HR, if you know some university pls let me know.

Thanks
Raghupathy Viswanathan
raghupa2000@...

ANSWERS

What do the following mean? - 1) Golden Handshake, 2) Pink Slip, 3) White Paper

Dear Sonia,

Golden handshake has to do with VRS (Voluntary Retirement Schemes) now prevalent in our country. It is a name given to separating employees from the organization by paying a compensation over & above normal benefits like PF and gratuity. Since payment of a higher compensation is involved, it is termed as "golden."

Pink Slip is a common term in America where employees can be easily fired due to redundancy or inefficiency. There employees can unexpectedly receive a letter, under the above circumstances, saying that his services with the organization are terminated, he can collect his normal due like pay & leave salary, and go home. Such letters are termed as "Pink Slip." In India the employer's right & authority to "hire and fire" at will are greatly restricted in larger organizations. Hence, this can happen only in smaller organizations & on a smaller scale.

White Paper is imported from government vocabulary. It refers to a detailed, factual, frank write up on a sensitive or controversial issue. In organizations also, it carries a similar meaning.

regards

Rajeev

From: SONIA K NAIR <sonianair@...>
Subject: Questions
Date: Mon, 29 Apr 02 15:36:19 IST

What do the following mean? - 1) Golden Handshake, 2) Pink Slip, 3) White Paper.

With Best Regards,
Sonia Nair, Senior Manager - P&A, Gujarat Water Infrastructure Limited, Gandhinagar.

Please email your replies to the person asking, with a copy to us at HREra@... for publication. Email new questions to us.

5. BUHARI'S QUOTATION CORNER

Remember that the task ahead of us is never
as great as the power behind it .

Be nice to people on your way up, you'll
meet them on your way down.

Your hapiness increases the more you
give your hapiness away.

Contrbuted by Syed Buhari, sibuhari@...

6. INSPIRATIONAL STORIES (Nail in the Fence)

U are my friend. To all of you....please go all the way down, to the last sentence. (Most importantly the last sentence.)

There once was a little boy who had a bad temper. His father gave him a bag of nails and told him that everytime he lost his temper,he must hammer a nail into the back of the fence.

The first day the boy had driven 37 nails into the fence. Over the next few weeks, as he learned to control his anger, the number of nails hammered daily gradually dwindled down.

He discovered it was easier to hold his temper than to drive those nails into the fence. Finally the day came when the boy didn't lose his temper at all.

He told his father about it and the father suggested that the boy now pull out one nail for each day that he was able to hold his temper. The days passed and the young boy was finally able to tell his father that all the nails were gone.

The father took his son by the hand and led him to the fence. He said, "You have done well, my son, but look at the holes in the fence.The fence will never be the same.

When you say things in anger, they leave a scar just like this one. You can put a knife in a man and draw it out. It won't matter how many times you say I'm sorry, the wound is still there." A verbal wound is as bad as a physical one.

Friends are very rare jewels, indeed. They make you smile and encourage you to succeed. They lend an ear, they share words of praise and they always want to open their hearts to us. Show your friends how much you care.. Please forgive me if I have ever left a hole in your fence.

Contributed by Ambar Nanavati, Larsen & Toubro Limited, Ahmedabad.
ambar_nana@... .

6. INSPIRATIONAL STORIES (Dr APJ Abdul Kalaam's Address)

Strong Recommenadations: "A must read for every Indian." "Forward this mail to each Indian for a change instead of sending Jokes or junk mails. Ajay Khanna"

Inspiring to Readers: "I liked it. Hope you like it too.Thomas Verghese." "Dear Friend, I am proud to be an Indian. Luv, Ana."

Click Here to Read.

Sent by Thomas Verghese, ushathomas@... , orginated probably with Ajay Khanna, ajay.khanna@... .

7. BEST HR JOBS

Free Service: Employers can email their job vacancies to HREra@... . We reach them to 1000+ HR professionals for free and list on our website also.

[55] Placement Director, Mumbai

Dear all,

We have been retained by a leading B School in Mumbai to source for a placement director for them. The ideal candidate shall be an XLRI/TISS Alumni with about 8-10 years of work experience in the corporate world and wishing to move on the academics/public relations.The incumbent shall lead all the industry interaction initiatives and shall be totally responsible for Campus Recruitment of the senior/junior students. This is a full time position and salary perks shall be as per UGC Scale in Mumbai. Preference would be for people from Mumbai .

Please send your updated cv to us ASAP.

Bala,
careeradvisor2002@...

[54] HR Executive for Global Tech India (P) Ltd.

Qualification: preferably a female who is an MBA/MSW/PGDBM in HR with 2-3 years of experience in the field of IT industry. Salary is negotaiable.

Kindly mail ur resume to arusha@...

Arusha Gupta

[53] Reader / Lecturer in HR, Mumbai

Organization: Baba Saheb Gowde Institute of Management Studies

Person & Remuneration: Qualification, experience, selection and pay scale for the post will be as prescribed by the University of Mumbai and AICTE

Apply To: The Secretary, Maratha Mandir, 3rd Floor, Dr. A.B Nair Road, Mumbai Central, Mumnai-400 008
( With attested copies of all certificates and recent passport size photo)

[52] Professors/Reader's/Asst. Professors/Lecturers in Management, Chennai

Organization: Bharath Institute of Science & Technology

Person: Preference will be given to PH.D/M.E

Remuneration: The salary will be paid as per AICTE norms

Applyto: Phone No. 2290742 / 2293886 Fax: 2290125

[51] Personnel Officers (10 Numbers), Placement Anywhere in India.

Organization: A Nationalised / Public Sector Bank

Remuneration: Placed in JMGS-I

Full Deatils in: Employment News & Rojgar Samachar dated May 18th, 2002.

Apply to: Institure of Banking Personnel Selection, Mumbai, before Jun 10th, strictly in specified format & with specified fees.

8. HR TRAINING PROGRAMS (INCLUDING MANAGERIAL SKILLS)

Free Service: Training Institutions & Trainers can email their Programs to HREra@... . We reach them to 1000+ HR professionals for free and list on our website also.

NLP Basic Practitioner June 13-16, 2002 by Dr. K. Ranganathan
NLP Master Practitioner June 17-19, 2002 by Dr. William Horton
NLP Trainer Workshop June 20-23, 2002 by Dr. William Horton

DR. WILLIAM HORTON, Psy.D., CADC is a recognised and world leading expert in the field of NLP and President of The National Federation of Neurolinguistic Psychology, USA.

Four Ways to Register:

PHONE : (022) 2653006/4403 (Ms. Jaya Krishnan)
FAX : 91-22-2654403
EMAIL : ccmc@...
WEBSITE : www.creativemanagement.org

Creative Communication and Management Center ™, 2nd Floor, Raja Bahadur Building, 8 Ambalal Doshi Road, Mumbai - 400 001.

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Aims of HR Era

Enhance CAREER GROWTH of readers by bringing to them, practices & ideas they can apply in their work, opportunities to network with other Professionals, training opportunities, jobs available, and techniques for self-management.

Contribute Articles

Articles & other contributions from readers are the lifeline of this Newsletter!
Article should be within 900 words. Include some details about yourself also, as we would like to carry these with the article. Please email contributions to HREra@...

Legal Stuff !

All information in HR Era is presented in good faith. Before using, please consult relevant experts. We do not accept any financial responsibilityfor accuracy.

Visit our Website at http://hrera.tripod.com

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#21 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Sun May 26, 2002 6:27 pm
Subject: HR Era, From 38 to 1000 Members abs444
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H R Era, Special Issue , May 26th, 2002

Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space: From 38 to 1000+ Members

2. Free Executive Counselling from K Thyagaraj for HR Professionals

3. New Members

Siraj, Suresh Kewalramani, S Jayalakshmi (Ms.),

4. Aims of HR Era, How To Contribute Articles, & Legal Stuff

1. MODERATOR'S SPACE: FROM 38 TO 1000+ MEMBERS

Dear Friends,

HR Era egroup has crossed 1000 membership mark. On the first birthday of this newsletter, which is on May 30th, there could not be a better gift. In the journey from 38 members when we sent the first issue, to now, we have learnt a few little things in this small venture. They will guide us in future.

Participation & Involvement: Majority of HR Era's contents come from Members them selves. Some from independent authors who share their articles for free. Very little from us. Moral - Participation & involvement lead to success. Money is not the sole motivator.

Work and Play: Compiling the contributions into issues of HR Era was "work" when I used to do it alone during first 7 months. After a full day's work, compiling the issues in home all by myself was a tedious task. Surprisingly, the work became a relaxation when Alka joined and we started doing it together. Moral - Having a small team and positive feelings between team members, converts work into play.

Suggestions & Ideas: come from well wishers and all others. Even children can give good ideas. Criticism from others is actually a source for generating ideas for improvement. Moral - Listen to everyone and based on the points they make, identify what can be improved.

Help and Co-operation: comes from unexpected persons, as often as from persons we hoped would help. Moral - Dont be shy in asking for help.

People: Emotional reactions of people vary over a wide spectrum. Here is the range we felt - steadfast support, constant & spontaneous encouragement, neutrality, even occassional jealousy (one person). Moral - Thank your well wishers and move on.

Quality: is always noticed and gets appreciated. If we do quality work, it enhances our self-esteem and it is also the key to continued growth of any venture. Moral - Quality is the mantra.

with warm regards

Rajeev and Alka

2. FREE EXECUTIVE COUNSELLING FROM K THYAGARAJ FOR HR PROFESSIONALS

Mr K Thyagaraj has offered to give free executive counselling and advice on job changes to readers of HR Era.

He is offering to coach on more than just job changes. When you face any tricky problem which appears to be a dead end to you or puts severe emotional stress, think of Thyag.

Thyagaraj has 20 years of experience in the Indian Corporate in Senior levels. He has worked for Ordnance Factory, Larsen & Toubro, ITW Signode and an IT Company. For last 2 years, he is into Recruitment Consulting. Currently Thyagraj is working as Principal Consultant with Promanns Management Services at Chennai, Heading the Operations.

He is a member of HR Era group for last six months.

Please send your queries directly to Mr K Thyagaraj at Thyag@... with a copy to HREra@... . You would receive the answer directly from Mr Thyagaraj. When publishing the same in next issue of HR Era, we will NOT disclose your identity, unless you specifically request.

We are sure that several young HR Pros will benefit from Thyag's experience & compassionate wisdom.

We thank him for offering this service free.

Rajeev & Alka

3. NEW MEMBERS

Siraj, Regional Vice President (South) , Indian Society for Training & Development; Director, Institute of HRD, Bangalore

Siraj is an engineering graduate and holds an MBA in HRM. He is pursuing M.PHIL in labour studies

He is the director of Institute of HRD, Bangalore, besides being the present Regional Vice President South of Indian Society for Training and Development. He is a founder member of Bangalore's Toast Master's Club. He has published many articles on HR in many professional journals.

Contact: tiit@... , Bangalore

Suresh Kewalramani, Promoter, Gips Management and Personnel Consultants

Message: We look forward to greater and more fruitful interaction between the members of this group

Suresh is a science graduate from Bombay University with around 22 years of experience

Gips, promoted by Suresh, is a major hub for the entire Asia-Pacific region. Its activities in include executive search, head hunting, career counselling/profiling, psychometric testing and resourcing. The clientele consists mostlyof Fortunr 500 companies, multinationals and large Indian corporations

Contact: sgk@... , Mumbai

URL: http://www.gipsmanagement.com

S Jayalakshmi, Executive HR, Qualcore Logic Limited.

Message: I seek a long term relationship with an organisation that offers opportunity and scope to learn through exposure to challanging situations.

Jayalakshmi has done her MBA in Human Resources as major from Badruka College PG Centre and has an experience of 2 years.

She is a member of National HRD Network and her papers on Knowledge Management, Going Global - Leveraging Human Potential were published in the souvenier of the conference conducted by the National HRD Network. Jayalakshmi is a CBSE gold medalist for standing first in school and also securing 100% in Sanskrit.

We need more achievers like her calibre in HR Profession.

Contact: srkjaya77@... , Hyderabad

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Aims of HR Era

Contribute Articles

Legal Stuff !

All information in HR Era is presented in good faith. Before using, please consult relevant experts. We do not accept any financial responsibilityfor accuracy.

Visit our Website at http://hrera.tripod.com

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#20 From: "Rajeev B Bhatnagar" <abs444@...>
Date: Mon May 13, 2002 7:28 pm
Subject: HR Era, Issue # 11-A, Succeeding Thru Failures ! abs444
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H R Era, Issue # 11A, May11th, 2002

HR Era is a FREE fortnightly newsletter for Human Resource Professionals.
Tell a friend to subscribe FREE! Your friend can do so by simply sending an e-mail to HREra-subscribe@yahoogroups.com
To unsubscribe, send e-mail to HREra-unsubscribe@yahoogroups.com .
Visit our website at http://hrera.tripod.com

CONTENTS

1. Moderator's Space

2. Out Sourcing HR: Issues to Consider - by Tarkesh Gupta

3. Tomato Soup for the Soul

4. Creating Killer Presentation Transparancies - by Mike Delaney

5. Attitude - by Ramakrsihnarao

6. Buhari's Quote Corner

7. More from Members and HR Era's Website

8. Finger Tips (The Successful Side of Failure) - by Rajababu

9. Aims of HR Era, How to Contribute Articles, Legal Stuff.

1. MODERATOR'S SPACE

If only the sweetest bird sings, then the jungle will be a very boring place! Similarly, if only the perfect writer write articles for HR Era then HR Era will be a very boring ezine.

I invite each and every one of you to contribute and share your experience & knowledge.

Regards.

Rajeev B Bhatnagar

2. OUTSOURCING HR - ISSUES TO CONSIDER - by Tarkesh Gupta

Why Outsourcing ?: Beacuse of the evolving role of HR

The human resources function is increasingly involved in strategic management decisions.
Economic pressures have forced HR to be smaller, more business-like and to provide value-added services.
HR must have in-depth understanding of the business.
Organizations must now use their people to achieve a competitive edge and take a serious look at how their HR policies and practices are contributing to the total business strategy.
HR has to communicate what it does and how it contributes to the organisation’s goals and demonstrate its value to the line.
The competencies required by HR professionals are changing; gone are the days when HR can dictate the rules and policies and expect them to fly. HR staff must now form alliances with line managers and involve them in the development of HR practices.

What are the risks to outsourcing?

Low quality of work
Lack of understanding of organization culture on the part of contractor
Unmet timeframes
High cost
Difficulty in identifying competent contractor

Most important issues to address in order to ensure that an HR outsourcing initiative is successful?

Make sure you have service delivery standards, reasonable cost, and availability of service providers, service orientation, clear accountability, and good communication.
Ensure timeliness, quality of product, cost, and ask "does it add value to the organization?"
Current knowledge, expertise, availability, accuracy, achievers, and honesty.
Contractor must have experience; knowledge of organization, understanding of how small organizations function, flexibility.
Select a service provider who follows best practices; ensure it has a "service" orientation; ensure its philosophy of HR management is consistent with your corporate management style.
Outsourcing should be used selectively and discreetly. However, outsourcing can appear to be too convenient an option which can seriously undermine an organization’s ability to deal with its own human resources needs. Outsourcing should not compromise organizational effectiveness.
Outsourcing will be the future of routine HR functions.
Outsourcing is a solution which allows for flexibility without compromising other organizational demands.
Be accurate and honest with the consultant about your needs, your situation, your workload and your expectations.
The HR activity should not be outsourced when it is important to retain the associated internal knowledge.
Outsourcing is only one way of doing business and should not be considered the solution in all cases.
We need to establish a repertoire which lists names of consultants and firms by HR discipline and type of activity.
Deciding what to outsource
Which areas within the organization are not core? What are the best candidates for outsourcing?
What are the sets of services … the set of capabilities that I want to go outside for?
Who is capable of delivering the services that we’re looking for?
Which of the potential providers are world-class?
Do I integrate my requirements and go with a single provider, or do I separate them and put together a group of suppliers?
Where will I get the best return on the investment from an outsourcing decision?
How do we benchmark the providers? How do we benchmark against other companies in the industry?
What’s the right scope?

Conclusion

Don’t forget that outsourcing is a strategic business decision. Finance (as well as legal) departments have a crucial role to play in supporting the objectives of this decision. The financial and legal terms of the relationship should be aligned with the business objectives.
Establish clear roles and responsibilities: who does what, where, when and how? Outsourcing partnerships require ongoing definition of roles and responsibilities. How much control does the organization give up, and how much does it keep?
Define precisely what constitutes non-compliance and make sure that you include provisions and/or penalties addressing the vendor’s failure to comply with these standards.
The contract must delineate the total cost as well as the payment method. Look for hidden costs; specify bonuses, incentives and penalties.
Ensure a good reporting system. The contract should stipulate a reporting system between the organization and the vendor.
Have an escape route. In addition to setting an expiration date, specify contract renegotiation, arbitration or early termination procedures. Provide for disengagement procedures for both parties.
Specify how the transition will be accomplished. Before signing the contract, review the change management process with the vendor. All participants must understand and agree to the processes outlined.
Address personnel issues. Don’t forget your people.

Contributed by Tarkesh Gupta, Executive -HR, Dabur India Limited, Delhi
Email tarkeshg@...

3. TOMATO SOUP FOR THE SOUL

Goal Oriented Kid

Father sends a small boy to bed.

Five minutes later....
"Da-ad...."
"What?" "I'm thirsty. Can you bring drink of water?" "No. You had your chance. Lights out."

Five minutes later: "Da-aaaad....."
"WHAT?"
"I'm THIRSTY. Can I have a drink of water??"
"I told you NO!" If you ask again, I'll have to spank you!!"

Five minutes later......"Daaaa-aaaad....."
"WHAT!"
"When you come in to spank me, can you bring a drink of water?"

Life Long Learner

A man went to the Police Station wishing to speak with the burglar who had broken into his house the night before.
"You'll get your chance in court," said the Desk Sergeant.
"No, no, no!" said the man. "I want to know how he got into the house
without waking my wife. I've been trying to do that for years!"

Why Did You Die?

When Ted was putting flowers on his Grandmother's grave he noticed a man, very distraught, in front of a tombstone several yards away. The man was on his knees, hands tightly clasped in front of him, rocking back and forth, head tilted upward to heaven, tears streaming down his cheeks, moaning softly, "Why did you die? Why did you die?" Over and over again.

Ted was overcome with emotion at this sight and went over to the poor man to try and console him. "Why did you die? Why did you die?" bellowed the man again and again.

Ted gently put his arm around the man and half whispered to him, "My Grandmother is buried just over there. Is a loved one of yours buried here?"
"No," sniffled the man, "It's my wife's first husband."

From the Net

4. CREATING KILLER PRESENTATION TRANSPARANCIES - by Mike Delaney

Transparencies are a core component of most presentations. However, poorly designed transparencies are worse than none at all. The more your audience is required to focus their efforts on your presentation aids, the less they are able to receive your message.

Fortunately, there are some simple guidelines you can use to create high-quality, yet unobtrusive transparencies. Remember the obvious: if it enhances your message, it's good; if it distracts from your message, it's bad.

1. Limit the work area to 7.5" by 10" to allow room to mount the transparency.

2. Appropriate type size. Generally, use an 18-point type size or larger. To get an idea of how your text will look on-screen, hold your transparency at arm's length.

3. Generally, one transparency equals one idea. If the one idea has several components, consider using overlay transparencies to build upon the first. Too much initial information overwhelms the viewer. As a rule, remember "five by five": limit each transparency to five lines with no more than five words per line.

4. Limit your fonts to two or three simple bold faces per series of ideas. Avoid ornate font faces, such as the script and fantasy families. If you must use more than one idea on a transparency, use type size and weight to relate the relative importance of ideas. Sans-serif faces are easier to read on-screen at smaller type sizes.

5. Mix upper and lowercase. It is more readable than all-caps.

6. Avoid vertical lettering. It is requires too much effort to read.

7. Use color and graphics, but sparingly. They should be used to enhance your ideas, not overwhelm them. With graphics, think "loosely-related". For example, a car or a hammer might be used beneath a message "to drive" something, such as "driving customer service home", or "the driving force behind ..."

8. Use clip art bullets, arrow, boxes, and checkboxes instead of numbers in lists. Most transparencies are designed on a desktop computer, and clip art is readily available.

9. Trim, trim, trim. Review your transparencies several times looking for unnecessary words. Cut them ruthlessly. Leave your work overnight, them review them again with a fresh mindset.

Keep these few tips in mind next time your are developing your presentation materials and you will find that your presentations will be much more effective.

About the Author:

Mike Delaney is a shoplifting prevention trainer with over 20 years experience as an expert shoplifter, and almost 10 years stopping them. He is the author of "How to Beat Shoplifters and Increase Profits", offered by Bison Creek Desktop Publishing, http://www.zianet.com/bisoncreek

5. ATTITUDE - by Ramakrishnarao

Harvard and Stanford Universities have reported that 85% the reason a person gets a job and gets ahead in that job is due to attitude; and only 15% is because of technical or specific skills. Interesting, isn't it? You spent how much money on your education? And you spent how much money on building your positive attitude? Ouch. That hurts.

Now here's an interesting thought. With the "right" attitude, you can and will develop the necessary skills. So where's your emphasis? Skill building? Attitude building? Unfortunately, "Neither" is the real answer for many people. Perhaps if more people knew how simple it is to develop and maintain a positive attitude they would invest more time doing so. So here we go.

Five steps to staying positive in a negative world:

1. Understand that failure is an event, it is not a person.

Yesterday ended last night; today is a brand new day, and it's yours. You were born to win, but to be a winner you must plan to win, prepare to win, and then you can expect to win.

2. Become a lifetime student.

Learn just one new word every day and in five years you will be able to talk with just about anybody about anything. When your vocabulary improves, your I.Q. goes up 100% of the time, according to Georgetown Medical School.

3. Read something informational or inspirational every day.

Reading for 20 minutes at just 240 words per minute will enable you to read 20 200-page books each year. That's 18 more than the average person reads! What an enormous competitive advantage . . . if you'll just read for 20 minutes a day.

4. The University of Southern California reveals that you can acquire the equivalent of two years of a college education in three years just by listening to motivational and educational cassettes on the way to your job and again on the way home. What could be easier?

5. Start the day and end the day with positive input into your mind.

Inspirational messages cause the brain to flood with dopamine and norepinephrine, the energizing neurotransmitters; with endorphins, the endurance neurotransmitters; and with serotonin, the feel-good-about-yourself neurotransmitter. Begin and end the day by reading or doing something positive!

Remember: Success is a process, not an event. Invest the time in your attitude and it will pay off in your skills as well as your career.

Think of it.......

Contributed by: Ramakrishnarao, People Excellence, Tata Telecom Ltd - Gandhinagar
Tele : 079 - 3221773 / 3246467, Extn. No. 290 (Lease Line No. 281)
Email: rthallam@...

5. BUHARI'S QUOTE CORNER

If people were important yesterday and important today, by God, they will be extremely important tommorow. Therefore, the priority should be to attract the very best talent. We are going to do it in two ways. One is through remuneration. But the important thing is to make the company an eciting and vibrant place to come and work.

M. S. Banga, Chairman, Hindustan Lever Limited.

Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don't quit.

Conrad Hilton, Founder Hilton chain of hotel.

Selected & put in by Moderator

7. MORE FROM MEMBERS & HR ERA'S WEBSITE

Funny Brain Teasers, sent by Ramakrishna Rao, Gandhinagar

Appear to be very easy & fun. But appearances can be deceptive.

Lateral Thinking Puzzles, sent by Dipa Anand, Tata Infotech Limited, Bangalore

If you can solve even one of Dipa's puzzles, then your IQ is certainly higher than mine. If not IQ, at least creativity is higher than mine. Check out!

8. FINGERTIPS (THE SUCCESFUL SIDE OF FAILURE) - by Rajababu

Foreword by Rajababu

Today morning, I recd a mail from one of the recipients of my e-Mails. Through a thinly coated veneer of manners, he told me in no uncertain terms that my mails which I am sending out were all trash and that if I don't have any respect for my time, atleast I should have respect for his time. I felt depressed for 15 minutes, then I actually smiled and started feeling happy. Because I had positive proof that out of all my e-mail recipients, atleast one of them actually read my mail. That's failure for you then. Success in disguise. Please read on.................

A Serious Start ...Failure !

Failure doesn't mean you are a failure;
It means you have not yet succeeded.

Failure doesn't mean you accomplished nothing,
It means you have learned something.

Failure doesn't mean that you have been a fool.
It means you had a lot of faith.

Failure doesn't mean you've been disgraced.
It means you were willing to try.

Failure doesn't mean you don't have it.
It means you have to do something in a different way

Failure doesn't mean you are inferior.
It means you are not perfect.

Failure doesn't mean you've wasted your life.
It means you have a reason to start afresh

Failure doesn't mean you should give up.
It means you must try harder

Failure doesn't mean you'll never make it.
It means it will take a little longer.

Contributed by Rajababu, HR Consultant, trainer & author based in Mumbai. See his articles at http://www.mumbai-central/likhaai/rajababu.htm and at
http://www.aicmas.com

9. AIMS OF HR ERA, HOW TO CONTRIBUTE ARTICLES, & LEGAL STUFF

Legal Stuff!
All information in HR Era is presented in good faith. However, before using, please consult relevant experts. We do not accept any financial responsibility for accuracy.

Visit our Website at http://hrera.tripod.com

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