> > > > Foreword by Rajababu-The old definition of 'talking to oneself'
means
> > > > > > > that
> > > > > > > > > > > > the person concerned is 'Mad'. We used to confuse
> > 'people
> > > > > > talking
> > > > > > > to
> > > > > > > > > > > > themselves' as Crazy. Now, the same is advocated to
us
> > by
> > > > > > > Management
> > > > > > > > > > > Gurus.
> > > > > > > > > > > > Of course, too much of anything is bad, and same in
> this
> > > > case.
> > > > > > > Now,
> > > > > > > > > > please
> > > > > > > > > > > > read on...................
> > > > > > > > > > > >
> > > > > > > > > > > > A Wiser Adviser
> > > > > > > > > > > >
> > > > > > > > > > > > Have you ever noticed how wise you are when you give
> > > advice
> > > > to
> > > > > a
> > > > > > > > > person
> > > > > > > > > > > > younger than you? You aren't fooling yourself. You
> > really
> > > > have
> > > > > > > > gained
> > > > > > > > > > some
> > > > > > > > > > > > wisdom over the years. Have you ever wished you
could
> be
> > > > that
> > > > > > wise
> > > > > > > > > when
> > > > > > > > > > > you
> > > > > > > > > > > > had troubles? You can. You can talk to yourself like
a
> > > > "Dutch
> > > > > > > > uncle."
> > > > > > > > > > > > Randall Masciana, M.S., tried to find out what kind
of
> > > > mental
> > > > > > > > strategy
> > > > > > > > > > > would
> > > > > > > > > > > > improve a person's performance when throwing darts.
> > > Masciana
> > > > > had
> > > > > > > the
> > > > > > > > > > > > participants try everything from mental imagery to
> Zen.
> > > What
> > > > > > > worked
> > > > > > > > > best
> > > > > > > > > > > for
> > > > > > > > > > > > improving the dart thrower's ability to hit the
target
> > was
> > > > > > > "positive
> > > > > > > > > > > > self-talk." Simply talking to yourself in a
confident,
> > > > > > reassuring,
> > > > > > > > > > > positive,
> > > > > > > > > > > > friendly way makes a difference. It may be trite. It
> may
> > > be
> > > > > old.
> > > > > > > But
> > > > > > > > > it
> > > > > > > > > > > > works, and it works better than anything else. When
> > things
> > > > get
> > > > > > > > tough,
> > > > > > > > > > keep
> > > > > > > > > > > > your thoughts prominent. Turn up the volume of your
> > inner
> > > > > voice
> > > > > > so
> > > > > > > > you
> > > > > > > > > > can
> > > > > > > > > > > > hear it clearly and coach yourself. If you don't
know
> > what
> > > > to
> > > > > > say,
> > > > > > > > > > imagine
> > > > > > > > > > > a
> > > > > > > > > > > > friend of yours or your little brother in the same
> > > situation
> > > > > and
> > > > > > > say
> > > > > > > > > to
> > > > > > > > > > > > yourself what you would say to them. Another way of
> > > knowing
> > > > > what
> > > > > > > to
> > > > > > > > > say
> > > > > > > > > > to
> > > > > > > > > > > > yourself is to ask yourself what someone you admire
> > would
> > > > say
> > > > > to
> > > > > > > > you:
> > > > > > > > > > > > Abraham Lincoln, a professor, your
> grandmother-whomever
> > > you
> > > > > > admire
> > > > > > > > for
> > > > > > > > > > her
> > > > > > > > > > > > or his wisdom and strength of character. Imagine
> asking
> > > the
> > > > > > person
> > > > > > > > for
> > > > > > > > > > > > advice and imagine what she might say to you. You
know
> > > more
> > > > > > about
> > > > > > > > your
> > > > > > > > > > own
> > > > > > > > > > > > situation than anyone else, so your advice to
yourself
> > is
> > > in
> > > > > > some
> > > > > > > > ways
> > > > > > > > > > > more
> > > > > > > > > > > > useful than anyone else's. You are wise. If you
would
> > only
> > > > > talk
> > > > > > to
> > > > > > > > > > > yourself
> > > > > > > > > > > > and listen, your life would be better.
> > > > > > > > > > > > Author - Adam Khan
> > > > > > > > > > > > Contributed by - Anita Jayaram
> > > > > > > > > > > >
> > > > > > > > > > > >
> > > > > > > > > > > >
> > > > > > > > > > >
> > > > > > > > > >
> > > > > > > > >
> > > > > > > >
> > > > > > >
> > > > > >
> > > > >
> > > >
> > >
> >
>

> 1)A good resume is the foundation of a successful job.
> 2) Writing a good resume is a science which should not be forgotten once
one
> reaches a particular level in his/her career.
> 3) A Management Trainee should write his/her resume with the same level of
> sincerity as a VP-Marketing.
> 4) A resume is like a photgraph, which you are giving to your prospective
> employer. IT should contain just enough details to interest him/her.
> 5) Resume don't remain static, but one has to keep revising them every six
> months, unless the current job is too placid.
> 6) Resume is the steps for a good job, it doesnt need to be stated that it
> can't guarantee you a good job. You may have a good resume, but you as the
> candidate may be bad. However, if it is the other way around, you as the
> candidate may not even make it to the interview stage.
> 7) Several executives use the Chronological method of presenting their
fact
> sheet.  However, there is another method called as the Functional Method
of
> presentation of resume where too much focus is not given on the dates, but
> on the job function.
>
> Note: I am not going into what are the ingredients of a good resume,
> (SPECIAL SKILLS/ACTIVITIES/SWOT ANALYSIS, REFERENCES) since I have already
> covered it earlier.
>
> CHECKLIST FOR A GOOD RESUME
>
> 1) Would the employer feel like reading your resume?
> 2) Is the layout professional?
> 3) Is the information easy to read?
> 4) Can the employer summarise you by reading the resume?
> 5) Are there any spelling mistakes?
> 6) Is it done in a readable font? Does it look sober enugh?
> 7) Have you used unwanted jargon?
> 8) Are the sentences simple?
> 9) Are all the statements postively written? Do they indicate dynamism and
> frankness.
> 10) What you want in the job, is it clearly written?
> 11) Is you existing job function well outlined?
> 12) Have the employment experiences been listed in reverse chronological
> order?
> 13) Do the strengths stand out well?
> 14) Are your problem solving skills clearly brought out?
> 15) Are there any time gaps in you resume?
> 16) Is is Short and Sweet?
>
>
>
>
>
>
>

Hi,

I represent a Software Development Company, starting
our operations from KL. Would like to know the salary
levels of IT industry in My for the following. Our
skill set profile is in the Mainframes area.

Software Engineer having  > 2 years exp
Sr.Software Engineer having > 4 years exp
Consultant having > 6 years exp
APM having > 8 years of exp
Project Manager having > 10 years of experience.

Since majority of employees are bachelors we intend to
take 3BR condiminium.  Salary levels should include
two structures one with acco and other without acco
for each level indicated above.

I would also like to interact personally with HR
Managers/ Executives working in Software Deelopment/
Telecom/IT companies based in MY for discussing other
HR related issues.

malaysiaHRonline is doing a wonderful job and I
sincerely hope that I will be able to get the info I
wanted.

Thanks in anticipation.

Raghav
WORK : +91-80-5581302
HOME : +91-80-5489458

Leadership & Loyalty
Frederick F. Reichheld (humantalents)
The greater the loyalty a company engenders among its customers, employees,
suppliers, and shareholders, the greater the profits it reaps. Frederick
Reichheld, a director emeritus of Bain & Company, offers advice on improving
loyalty that is based on more than a decade of research. Primarily, he says,
outstanding loyalty is the direct result of the decisions and practices of
committed top executives with personal integrity.

The "loyalty leader" companies-those with the most impressive loyalty
credentials-are a diverse group, ranging from Vanguard and Northwestern Mutual
to Chick-fil-A, Harley-Davidson, Intuit, and Enterprise Rent-A-Car. But beneath
their surface variations lie six strikingly similar relationship strategies:

   1.. Preach what you practice. Executives must preach the importance of loyalty
in clear, precise, powerful terms.
   2.. Play to win-win. It's not enough that your competitors lose; your partners
must win. There's a clear connection, for instance, between a company's
treatment of its employees and its attitude toward customers.
   3.. Be picky. A truly humble company knows it can satisfy only certain
customers, and it goes all out to keep them happy. Careful selection of
employees also plays an important role.
   4.. Keep it simple. Great leaders understand that they must simplify rules for
decision making.
   5.. Reward the right results. Many companies reward employees who grab
short-term profits and shortchange those who build long-term value and customer
loyalty.
   6.. Listen hard, talk straight. Long-term relationships require honest,
two-way communication and learning.
Exemplary leaders break through the cynicism of the times by showing they
believe that an organization thrives when its partners and customers do.

humantalents-subscribe@yahoogroups.com











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[Non-text portions of this message have been removed]

Hi All,

Following is the summary of HR news.

Enjoy reading

Raghav


4,000 Hindustan Cable staff on strike
In a bid to oppose the privitasation of the PSU, nearly 4,000
employees of the Hindustan Cable Ltd. have gone on strike.
Source :2001-07-27 The Statesman, Delhi Edition


Rajeev Chandrashekar declines SBI directorship offer
According to sources while thanking the centre's move of making him a
SBI director, Mr Rajeev Chandrashekar, chairman of BPL Innovision has
declined the appointment.
Source :2001-07-27 The Financial Express, Delhi Edition


15,000 jobs to be cut in Malaysian banks
Inspite of opposition from the national union congress, Malaysia's
Banks are going ahead with downsizing and reducing 15,000 jobs. Two
of the largest bank in Malaysia i.e. Maybank and Bumiputera-Commerce
Bank have already cut 10 per cent and 15 percent of their staff, a
total of 2,650 job cuts through voluntary separation scheme.
Source :2001-07-27 The Business Standard, Delhi Edition


6,000 job cuts likely in HP
Hewlett-Packard Co., Palo Alto is cutting down nearly 6,000 jobs or
6.6 per cent of its global strength. These cuts are expected to
result in saving of $ 130 million for the rest of the year. The
company's earlier initiative of pay cuts and additional vacation days
had over 80, 000 employees offering to take pay cuts or additional
vacation days.
Source :2001-07-27 The Hindu Business Line, Delhi Edition


i2 Technologies to cut 587 jobs
i2 Technologies will continue its 14 percent staff reduction last
quarter and cut nearly 587 more jobs or 10 percent of its staff. This
will bring the total strength to 5,283. The cuts would be across all
functions of the company, but would focus on i2's sales force.
Source :2001-07-27 The Economic Times, Delhi Edition


Ghosh resigns as whole time director of Incab
Mr P Ghosh, the controversial wholetime director of Incab Industries
has resigned from the board. His resignation has been accepted by
Leader Universal Berhad, the main promoter of Incab. The BIFR had on
Jul 12 cleared the removal of Mr Ghosh.
Source :2001-07-27 The Financial Express, Delhi Edition


Polaris to recruit 600 software staff in this fiscal year
Polaris Software, the Chennai based company is planning to recruit
600 - 900 software professional in the current fiscal year. The
recruitment would be on a just in time basis. The company has 2,443
staff on its roll.
Source :2001-07-27 The Economic Times, Delhi Edition


Entire 12 member team of BankAm India based investment team hired by
ING Baring
The 12 employees of Bank of America's India based investment team has
been hired by ING Barings. After the exit of BankAm from the merger &
acquisition and equity advisory business, the 12 people had been
asked to move to other functions. Mr Sunil Gulati, former head of
corporate finance of BankAm has been appointed as head of investment
banking (India) at ING Barings, Mr Amit Bisaria, Mr Sandeep Sharma
and J Vijay Anand have joined the new company as directors. The other
eight members will be located in Delhi and Mumbai.
Source :2001-07-27 The Economic Times, Delhi Edition


Daewoo India asks 6 employees to quit
Daewoo Motor India Ltd. has asked six of its employee to quit based
on their performance. These included a GM based in Delhi, a Dy Mgr
from Chandigarh office, an Asst Mgr from Chennai, an officer from
Mumbai, a executive from Bangalore and one secretary level employee
in New Delhi.
Source :2001-07-27 The Business Standard, New Delhi


Dunlop witnesses large scale executive exodus
Dunlop India Ltd. has witnessed the exit of nearly 30 middle and
senior level executives. Replacements are coming from other Chhabria
group companies. The ailing Dunlop is waiting for clearance from BIFR
for draft rehabilitation scheme.
Source :2001-07-27 The Business Standard, Delhi Edition


Burn Standard to cut 4000 jobs
In a new revival plan, Burn Standard Company Ltd. is planning to lay
off 4000 employees to bring the total strength from 6500 to 2000. The
funds would be provided by Banks and FI while the central government
would provide guarantee for the loans.
Source :2001-07-27 The Business Standard, Delhi Edition


VSNL employees demand govt. to allow it to offer basic and cellular
telephony
VSNL employees have said that they would " do a BALCO on VSNL" if the
government does not accept their demands. They are demanding that the
government allow the company to offer basic and cellular telephony to
generate additional revenues. Foreseeing a dip in the revenues after
opening of Internet telephony, the employees are planning to file a
petition in the Supreme Court to obtain a stay on the fourth cellular
bidding process until VSNL is also allowed to bid.
Source :2001-07-27 eFE, Delhi Edition


MFL likely to offer new VRS next month
Madras Fertilizers Ltd. (MFL) is carrying out cost cutting measures
to improve its competitiveness. It is planning to introduce a new VRS
next month with better package than the previous one. In the last two
years from around 1,800, the strength has come down to 1,575 and the
company is hoping to bring it down further by 100. The company's
financial restructuring proposal is also being considered by the
finance ministry.
Source :2001-07-26 The Hindu Business Line, Delhi Edition


StanChart goes to court against union activities
The Standard Chartered Bank has filed a suit in the Calcutta High
Court against the Standard Chartered Bank Employee's Union and others
asking for a decree of Rs 50 crore. They are asking for a court
declaration that the union and its associates do not have any right
to be in wrongful possession of or trepass into the premises of SCN
at various locations and should not to interfere with the business of
SCB. According to the bank's lawyer, the unions are trying to have
the VRS withdrawn by force and other illegal activities. They were
also showing unruly behaviour from July 12 as the bank is relocating
its banking services. Justice Mr Bhaskar Bhattacharya of Calcutta
High Court has appointed a special Officer to oversee the alleged
activities of the trade union.
Source :2001-07-26 The Hindu Business Line, Delhi Edition


Napster appoints new CEO
Mr Konrad Hilbers will take over as chief of Napster, the music
exchange website. He is currently working as executive vice-president
and chief administrative officer of BMG Entertainment, division of
Bertelsmann media conglomerate which is a investor in Napster.
Source :2001-07-26 eFE, Delhi Edition


Tata Tech appoints new chairman
Tata Technologies Ltd. has appointed Mr S Ramadorai as the chairman
of the company. He was earlier chief executive officer of Tata
Consultancy Services.
Source :2001-07-26 The Financial Express


Poor response to Bajaj Auto's VRS plan
Baja Auto employing 13,400 employees has received a poor response to
its VRS scheme. The company was hoping to reduce its strength by
1,200 staff but only 100 employees have opted for the VRS.
Source :2001-07-26 The Economic Times, Delhi Edition


More trouble at HLL unit
Trouble continues at the HLL factory as the management has issued
show-cause notice to a number of union officials who had accused the
management of planning to retrench 420 workers.
Source :2001-07-25 The Statesman, Delhi Edition


Ford (I) appoints Vinay Piparsania as VP External Affairs
Mr Vinay Piparsania has been appointed by Ford India as Vice
President External Affairs. He will look after government affairs,
corporate communications and media relations.
Source :2001-07-25 Hindustan Times, Delhi Edition


Reuter may cut 1,100 jobs over a two years timeframe
Reuter Group Plc, London is undertaking a cost cutting exercise which
includes reducing 1,100 jobs or 7 percent of its workforce over two
years. The company is aiming to save 85 million pound annually by
2002.
Source :2001-07-25 The Economic Times, Delhi Edition


Anil Srivastava resigns as Carrier Aircon MD
Mr Anil Srivastava, MD of Carrier Aircon Ltd. has resigned and the
resignation has been accepted at the board meeting. He will however
continue as advisor to the board. Mr G Raghavan has been appointed as
president and elected to the board.
Source :2001-07-25 The Business Standard, Delhi Edition


Survey shows regional bias in US salaries
In a survey conducted by William Mercer, 2001 Geographical Salary
Differentials, in the US, there is big regional differences in the US
especially between the north and south. Top rates are for jobs in New
York and Silicon Valley in California while jobs in Mobile, Alabama
and Asheville, North Carolina fetch a lower rate. A job that would
pay $ 30,000 in Columbus, Ohio would pay nearly 21.3 per cent more in
San Jose but 12.3 percent less in Mobile.
Source :2001-07-25 The Business Standard, Delhi Edition


ABB may cut 12,000 jobs
Europe's leading name in electrical engineering ABB is planning to
reduce 12,000 jobs or 8 percent of its workforce in the next 18
months. The company's first half earning has been hit hard by the
economic slowdown. ABB president and chief executive is not expecting
a market recovery in the next 12 months.
Source :2001-07-25 The Economic Times, Delhi Editions


HLL sets up new HR initiative
Hindustan Lever Ltd. (HLL) is setting up systems for arraying its
core business activities along with HR initiatives to synchronise the
execution of the company's business objectives. All the business
units of HLL have a separate HR manager to look after the individual
demands of employees at these units. The company has set up a system
called "People Development System (PDS)". This system is aimed at
evaluating the entrepreneurial skills and drive of the managers. Mr
MK Sharma Vice chairman HLL has said that " We want our managers to
be performers, strategisers and risk takers". Managers who can take
risk and independent decisions in uncertain circumstances would be
encouraged. As per Mr Robert D'costa an HR consultant from
international consultancy house, a successful business venture is
always about creative ventures undertaken by dynamic professional.
Source :2001-07-25 eFE, Delhi Edition


IT companies still face problem in
A survey conducted by Hewitt Associates, Bangalore has found that
despite having abundant junior software professionals, many companies
still have problems in attracting, motivating and retaining (AMR) the
best people with five plus years of experience. The study shows that
average salary hike peaked at 25 per cent in 2000 and candidates
continue to job hop for a better pay package or chance to work with
better technology. Companies at times are forced to put junior
professionals in role that they cannot manage, which creates problems
for the company. All IT companies in India is competing to retain the
best employees. According to Hewitt, companies have to build a brand
name for themselves to AMR the best. According to Rahul Kohli, senior
official Hewitt Associates "Trends show that within IT companies
rescaling and retraining are happening". HR functions is getting more
important and the HR head is also becoming a part of the core
Business team so that the companies HR p! olicies are aligned with
the business strategies.
Source :2001-07-25 The Business Standard, Delhi Edition


HLL union to go on strike
Mr Kamal Tewari, president of the Hindustan Lever Sramik Karmachari
Congress has said that after a meeting of the union, a decision has
been taken to go on hunger strike from 27 July onwards at the Garden
Reach factory.
Source :2001-07-24 The Statesman, Delhi Edition


AIBEA threatens strike
The all India bank employee's association (AIBEA) has threatened
indefinite strike if the central government pursues the bill for
reducing the government share of 51 per cent in the nationalised
banks to 33 per cent.
Source :2001-07-24 The Pioneer, Delhi Edition


Anil Khatod quits from Nortel
Mr Anil Khatod, chief marketing and strategy officer of Nortel
Networks, New York has put in his papers. Mr Khatod has said that he
has been thinking about resigning on and off for four years but had
stayed on because of his relationships and friendships.
Source :2001-07-24 Hindustan Times, Delhi Edition


NJCS concludes 10 year wage agreement for SAIL and Tata Steel
The national joint committee for the steel industry (NJCS) reached an
agreement over revision of the wage structure of SAIL and Tata Steel.
The union minister of steel was also present in the meeting. The
agreement was reached between the representatives of the management's
of SAIL and Tata Steel and TU leaders of INTUC, CITU, AITUC and HMS.
This agreement is the seventh concluded by the NJCS and will benefit
nearly 1.6 lakh workers. The agreement will be applicable for 10
years from January 1, 1997. The steel workers will receive actual
monetary benefits from January 1, 2001. The agreement calls for
minimum wage of Rs 4,000 at the All India Consumer Price Index 1708.
The revised rates of the increment would vary from Rs 80 in the
lowest pay scale to Rs 200 in the highest pay scale. The workers will
also get a benefit of 20 percent of their pre-revised basic pay on
December 31, 1996.
Source :2001-07-24 The Business Standard, Delhi Edition


Proposal to increase VRS package for PSU staff
The government in a bid to entice more PSU staff to opt for VRS is
planning to raise the compensation paid under the department of
public enterprises's (DPE) VRS. The Proposal calls for increasing the
compensation to 45 days for each year of service put in or for the
remaining years of service, whichever is less for profit making or
loss making PSU. For the sick and unviable units the proposal is
aiming at increasing the compensation upto 60 days for each year of
service put in or for the remaining years of service, whichever is
less.
Source :2001-07-24 The Business Standard, Delhi Edition


Concessional loans for staff may soon be a thing of the past
The Central Board of Direct Taxes (CBDT) is working on draft rules
for valuation of perquisites, including cheap loans. Once this rule
are notified and implemented, the employees of banks, insurance
companies and corporate will be paying tax on the difference between
the concessional interest charged and the prescribed rates or the
difference between the tariff reimbursed by the employer to the
holiday home. Other perquisites under scrutiny include concessional
housing, vehicle loans and concessional tariffs at holiday homes.
Even for the employees of utilities like MTNL, BSNL & VSNL, the value
of free supply of the utilities would be the actual cost incurred by
the employer. However it is rumoured that the rules will not be
applicable to the central government employees.
Source :2001-07-24 The Business Standard, Delhi Edition


Iomega to cut 1,100 jobs
Iomega Corporation, the information storage device maker known for
its Zip storage drive is undertaking a restructuring exercise. The
company which has announced a second quarter loss will be cutting
1,100 jobs or one third of its workforce. The company is also
planning to move its headquarters from Utah to the West Coast later
this year to move closer to other hitech firms and the larger talent
pool.
Source :2001-07-23 Hindustan Times, Delhi Edition


Lou Gerstner, IBM CEO to quit next March
Mr Lou Gerstner, chairman and managing director of IBM is likely to
step down next year in March according to Sunday Business. Mr
Gerstner has been with the company for nine years. Although no formal
announcement has been made, it is rumoured that he will step down
after his contract gets over. Mr Sam Palmisano, company president is
most likely to take over the position.
Source :2001-07-23 The Hindu BusinessLine, Delhi Edition


ILO to involve TU in Andhra Pradesh for elimination of Child Labour
The International Labour Organisation is involving the trade unions
in Andhra Pradesh (A.P) to eliminate child labour in the state. A.P
has over 1.66 million child labourers (14.7 per cent of the total
number in India). The project of 1.5 crore will be implemented over a
period of 21 months involving 50,000 informed workers from both the
organised and unorganised sectors. The trade unions have identified
27 kinds of employment that involve children. The union workers will
counsel parents and dissuade them from sending their children to work
and rehabilitate them in schools.. The unions would also force the
management to pay the children minimum wages for the period they were
employed.
Source :2001-07-22 The Hindu Business Line, Delhi Edition


Wipro reduced staff by 3 percent
Wipro employing 9795 has announced a 3 percent reduction in its staff
strength for the quarter ending June 30. It had 158 new addition
during the April-June quarter and nearly 297 staff were asked to
quit. According to an analyst even top companies have to retrench
people to cut costs. People who do not possess the skill sets
required for existing projects would have to go. This would be the
pattern for other companies also. The attrition rates has already
come down in the Industry and even the salary hikes have stagnated.
Source :2001-07-21 The Economic Times, Delhi Edition


JAC to oppose privatisation of Air India
The joint action committee which consists of seven trade unions of
Air India have said they are going to oppose privatisation of Air
India. They are demanding protection of employees existing service
conditions, settlement of charges of demands wage negotiations of all
unions for the period beginning January1, 1997, before the
shareholders agreement, categorical assurance on no retrenchment and
protection of pre and post retirement benefits of all existing
employees. The move comes after waiting for assurance from the
minister of civil aviation and minister of disinvestment minister
regarding these demands. A meeting between the two ministers and the
JAC was held on June 30, in which the ministers had said that they
would examine the issue. According to JAC statement " While
concluding the meeting though both the ministers stated that they
will examine the issue raised by us and will communicate accordingly,
JAC has not received any confirmation or reply from the minister on!
the above issues till date".
Source :2001-07-21 The Indian Express, Delhi Edition


Gupta appointed director of Intelsat Ltd.
The board of Intelsat Ltd. has appointed Mr S K Gupta, chairman and
managing director of VSNL as director at a board meeting held at
Washington on July 19. Intelsat has a network of 20 geostationary
satellites and provides Internet broadcast telephony and corporate
network solutions to customers in over 200 countries. India is the
third largest investor in the company with a share of 5.4 percent.
Source :2001-07-21 The Hindu Business Line, Delhi Edition


Wage negotiation at HLL Garden Reach factory in trouble
The long term wage settlement between the management and the
employees of Hindustan Lever Limited has run into trouble. The union
are demanding increase in emoluments for employees while the
management wants to incorporate improvement in the productivity
norms. According to the management to maintain the viability of the
Garden Reach factory, its technology and productivity must improve.
It claims that the workers are well paid as compared to fellow
workers in similar factories in the same region.
Source :2001-07-21 The Hindu Business Line, Delhi Edition


CII urge govt. to increase pay of non-wholetime directors
The CII has asked the government to increase the managerial
remuneration of non-wholetime directors from the one percent net
profit allocated for them. They have stated that the present cap is
very low and it is not possible to attract the right talent to with
such low remuneration. They are also demanding the removal of the
clause for taking approval from the central government in case of
managerial remuneration being paid in excess of the limits nor
increasing the limits fixed under Schedule XIII. They have stated
that " Adequate compensation is a key factor to harness the
intellectual capital, especially for profit making companies with
good track record".
Source :2001-07-21 The Hindu Business Line, Delhi Edition

> Find about about the job
>
> a) Talk to the suppliers. They know about the company. They will surely
> curse the company in case they are getting late  payments for their
> supplies.
> b) Talk to placement agents. If the company's name is bad in the market,
> some placement agent is bound to know.
> c) Check up the Website of the company. Some details can be lifted from
> there.
>
> Read about the Annual reports
> a) Balance sheet.
> b) Net working capital.
> c) Debt-equity ratio.
> d) Qualifications in the Balance Sheet.
> e) EPS and P/E ratio for listed companies or otherwise.
> f) Shareholders equity and long term debt.
> g) Income statement.
>
> Other sources of information
> a) Check what the press is telling about the company.
> b) Get the 'Andar waali' baat from retired people. Now, how to contact the
> retired people is another problem area.
> c) Check up the Trade associations and other agencies with which the
company
> is affiliated.
> d) Try to talk to the employees of the company. However, the risk is that
> they may go and report it to the HR, in which case also, no harm done.
> e) Ask your placement agent to give you pamphlets and brochures about the
> company before going and meeting them.
> f) Lastly, contact on egroups as to the people who have resigned from the
> orgainsation. Find out why they resigned.
>
> Best regards,
> Rajababu
>
>
>

20 Tips to Stay Organized
Spend 15 minutes twice a day clearing out your in-box.
By Odette Pollar

--------------------------------------------------------------------------------

No matter how large your organizing project may seem, it is manageable and it
will move along more quickly than you think. Start slowly. Do not plan to
complete it at one sitting or on the same day. To keep your energy up and your
enthusiasm in place, stop when you get tired. Return to the task when you are
refreshed.

This is better than forcing yourself into a marathon sorting job. The task will
be less overwhelming if you break the project into small chunks of time.
Maintenance is the key to success. Getting items back to their home quickly will
ensure that you don't face another overwhelming organizing project next year.

   1.. Commit yourself to making decisions now about what to do with each piece
of paper. Handle paper only once. Ask yourself, "Do I really need it?" If so,
file the document at once in the broadcast category to which it refers.

   2.. Keep close to you only the things you use frequently.

   3.. Store little-used items farther away. Even on a shelf, keep the
least-used items in the back. Keep those items you use frequently in the front,
for easy retrieval.

   4.. When clearing the top of surfaces, start with one stack of papers and sort
from the top down. When finished with each stack, you will see a clear
workspace, and your progress will be easy to monitor. This forces you to decide
on each piece of paper and when finished, you will see the top of your desk
again.

   5.. Spend 15 minutes twice a day clearing out your in-box. Don't let it turn
into a holding, aging or procrastinating tray. Sort incoming mail into
categories by priority or by action.

   6.. Break the habit of writing things down on numerous scraps of paper. Write
notes in the appropriate place the first time; in the client file, onto the
calendar or on your to/do list.

   7.. Be realistic about the amount of information you can read and absorb.
Limit the number of subscriptions you take, and copy articles as soon as you
read them. Pass the periodical along to someone else, throw it away or recycle
it.

   8.. Make lists regularly. Daily To-Do lists, as well as larger project lists
help you get and stay organized. Use checklists to help do routine things more
easily and quickly.

   9.. Say "No" more often. The best way to get off-track is to say "Yes" to
every request. Every time you agree to a new demand, you say no to a previous
commitment.

   10.. Don't buy anything unless you have a place to put it. To keep excess at
bay, if you add an item, you must remove an item.

   11.. Label everything that contains things: binders, folders, suitcases, etc.
   12.. Organize bookcases by placing similar materials together.

   13.. Schedule multiple appointments for the same day instead of spreading them
throughout the week. This reduces your travel time and parking hassles.

   14.. Buy enough greeting cards for special occasions like birthdays,
anniversaries, get-well and thank-you at one time so that you need not make
special trips to the store.

   15.. Keep two files, one for instruction manuals and one for 
guarantees.Staple the receipt to the guarantee or warranty page. Then when you
need to return an item, all the information is handy. Purge periodically for
appliances that have worn out, broken, or been sent to charity.

   16.. Label photos with the date and people's names as soon as they are
developed.
   17.. Keep a pair of scissors near where you read newspapers and magazines.
You can easily clip those articles you wish to save.

   18.. Keep only one project or file open on your desk at any time. This reduces
the likelihood of stray papers becoming attached to the incorrect document and
misfiled.

   19.. When unsure about a what to do with a document, ask yourself, "What would
I do if it were one week before vacation?" Act accordingly.

   20.. Clear the top of your desk at the end of each day. It completes the day's
work, makes a clean space for you to see the next morning and stops paper
buildup.

Hi folks,

Have a nice weekend.

Thanks

Raghav

To Members of humantalents Group

I have great pleasure in introducing Major Teoh the founder and moderator of the
popular e group malasiaHRonline.We wish to pay a public tribute to  Major Teoh
for his contributions to enhance our knowledge.Let me wish him well on behalf of
all our members;

Moderator-humantalents group

MAJOR ( R ) TEOH TENG HAI BK (Sabah), PTS (Perak), PK., DIHRM., DIIR.

Major Teoh is an independent Consultant and Trainer. He started his career as a
teacher for 10 years before joining the Malaysian Armed Forces as an officer. He
served the army for 21 years and retired as a Major. During his term in the
army, he attended many courses which proved to be very useful to him as a
consultant and trainer.

Upon leaving the army, he joined a leading commercial bank in Kuala Lumpur as an
Industrial Relation Executive. Later he was appointed the Head of the Personnel
& Administration Department of a multi-national pharmaceutical company in Penang
and the Human Resource Manager of an aluminum can factory in Kuala Lumpur and
Bangi. His most recent appointment was the Human Resource Manager in a ductile
iron-pipe company in Kuantan.

As a trainer, he has lectured for MIHRM, FMM, MEF, AMSET, EMC and MAP in
Security, OSHA, Management, Compensation & Benefit, Motivation and Industrial
Relations at Post Graduate Diploma, Certificate and Diploma levels. He has also
conducted Security Workshops for Intel and lectures in Certificate in Security
Management.

When he was in the Army, he was appointed President of several Military Court
Martials numbering to no less than ten in all.

To contact by email, click here: Major Teoh



[Non-text portions of this message have been removed]

Evolution of Human Talents Management

By

Jayadeva de Silva

M.Sc;F.I.P.M;F.I.T.D

In the 1940s and 1950s, conditions outside the organization were relatively
stable. Most work demanded little by way of specialized training and expertise.,
.People matters were not much more than personnel administration .Personnel work
basically concentrated on attracting and retaining people as administering
benefit & welfare systems. Influence of the militaries the oldest known
organizations on structures systems and procedures of industrial organizations
could be clearly seen.With the development of industry term "Manpower Planning"
also began to appear in increasing frequency.However this function was most of
the time carried out not by Personnel managers but by those who were in the
planning and budgeting departments.Forecasting of manpower demands was necessary
for long & medium term business planning.. At that time this exercise was not
concerned with the enhancement of productivity. etc

During the 1960s, the term "human resources' began to surface as people were
viewed as corporate assets or as a part of corporate capital which could be
either used or wasted .This view was consistent with the strategic emphasis of
resources allocation to sustain growth of the businesses. It was also considered
as being possible to be developed and enhanced in value which process was named
' human resources development.

The 'human resources school of management thoughts grew in importance throughout
the 1970s. The term human resources planning and development supplanted manpower
planning. .Many personnel departments were renamed human resources departments.

In 1980s through 90s to date we see the process of automation, computerization
signifying the emergence of a new economy-the knowledge economy succeeding
Industrial age. In the industrial age people were used an extension of the
machine .In the knowledge economy the physical labour input of people is being
replaced by the robots whilst the mental labor input is replaced to a larger
extent by the computers leading to a great liberation of the working people, a
phenomenon that would transform our thinking about the people and work.

.Newest concept in the sphere of people at work is Human Talents management. It
is a leadership concept that is being developed.. Successful Companies have
already adopted the idea that Leadership is The Art of Managing peoples' talents
and not just getting things done.


The expression Human Resources is misleading and dangerous "People are not
resources and resent being treated as such" according to this Concept. They are
not pieces of Equipment to move around according to needs Contrary to what some
Managers claim, people are not " Human capital"!


Employee's expectations have drastically changed over the years due to more
knowledge-based business, social transformations and economic evolution. New
psychological needs are evolving inline with the new profile of people entering
the workforce. Now employees want:


   1.. To Know more about what is happening in the organization. Who is doing
what? New Objectives? New Priorities? New Strategies? Threats and problems?



   1.. To Understand why leaders have made decisions? Why not another decision?
What is behind the decision? What are the implications of the decision made?



   1.. To Contribute their own ideas and ability. What could be tomorrow?



   1.. To Feel Important and have a meaningful role to play within the company.
Who am I within the organization? Do I count? Am I receiving the recognition and
respect that I desire? Do I have a fair chance to grow and develop as a person?


Effective leaders are looking at practical ways to maximize the release of
individual, team and company talents.

The Leader is becoming a nurturer of talents, a catalyst in search of Synergy.
People are not resources. They have resources. Resources they possess are their
knowledge. Skills & their creativity etc


-----------------

Human talents management

http://www.geocities.com/jayadeva_de_silva/


Produced by Project SMED

26th july 2001



[Non-text portions of this message have been removed]

Gautam,

Thanks for the useful info.

Regards,
Anurag
----- Original Message -----
From: Gautam Ghosh <gautam.ghosh@...>
To: <hrinIndia@yahoogroups.com>
Sent: Tuesday, July 24, 2001 6:43 PM
Subject: [hrinIndia] ASTD conference


> Group,
> Here is a link you can free download almost all of the handouts for
> the ASTD 2001 conference held in June, hundreds of them. The files
> all in PDF format. Be prepare to spend an entire day to do the job if
> you want to download all of them. My guess is that the files will be
> removed in about a week as ASTD says the files will be available for
> free for one month after the conference. I just tried the link, it
> worked. So hurry...
>
> http://www.astd.org/astd2001/schedule/handouts.html
>
> regards,
> Gautam
> Senior Executive- eLearning
> Satyam Learning Centre,
> Satyam Computer Services Ltd.
>
>
>
> To unsubscribe from this group, send an email to:
> hrinIndia-unsubscribe@yahoogroups.com
>
>
>
> Your use of Yahoo! Groups is subject to http://docs.yahoo.com/info/terms/
>
>
>

Group,
Here is a link you can free download almost all of the handouts for
the ASTD 2001 conference held in June, hundreds of them. The files
all in PDF format. Be prepare to spend an entire day to do the job if
you want to download all of them. My guess is that the files will be
removed in about a week as ASTD says the files will be available for
free for one month after the conference. I just tried the link, it
worked. So hurry...

http://www.astd.org/astd2001/schedule/handouts.html

regards,
Gautam
Senior Executive- eLearning
Satyam Learning Centre,
Satyam Computer Services Ltd.

_________________________________________________________________
Get your FREE download of MSN Explorer at http://explorer.msn.com/intl.asp

Hi Friends,

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for following categories :
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Extn - 115
Fax No. +91-022-8235118



[Non-text portions of this message have been removed]

1.     A TEST FOR PREDICTING AGGRESSION IN POTENTIAL EMPLOYEES

2.     FORD CHANGES MANAGER PERFORMANCE RATING SYSTEM

3.     DIVERSITY INITIATIVES IMPROVE COMPETITIVE ADVANTAGE

-------------------------------------------------------------------

1.     A TEST FOR PREDICTING AGGRESSION IN POTENTIAL EMPLOYEES

According to MyBusinessmag.com, workplace violence costs employers
$36 billion per year.  As a result, the folks at The Psychological
Corporation (www.psychcorp.com) have published a pre-employment
test that can be used for screening out people with a penchant for
violence.

Called the "Conditional Reasoning Test of Aggression," it is
administered in English using paper and pencils, is scored by hand
after the 25 minutes allowed for its administration.  The publishers
claim even small business owners can afford to predict aggression
in their potential employees.

The test was developed by Lawrence R. James, Ph.D. and Michael D.
McIntyre, Ph.D. at the University of Tennessee and uses reasoning
problems to determine results.  Dr. McIntyre reports that 90%
of the people who scored high exhibited aggressive behaviors
within their first six weeks on the job.

Cost of the test is $162 for an administrator manual and 25 copies
of the test.  It does not require professional training in its
application and The Psychological Corporation claims it "is a
perfect tool for employers...who screen large numbers of applicants
for various positions."

--------------------------------------------------------------------

2.     FORD CHANGES MANAGER PERFORMANCE RATING SYSTEM

It's not just tires that are the subject of conversation at Ford
Motor Company these days.  According to the Wall Street Journal
(7-11-2001), grading performance on a curve may work in academia,
but as of last week it was out at Ford Motor Company.

Chief Executive Jacque Nasser had strongly supported a performance
management system that would "get tough" with poorly performing
managers.  Ford now says it will abandon major elements of its
"Performance Management Process," including the practice of
assigning a fixed percentage of managers every year to a "C"
category that meant no bonus, no merit raise and potentially no
job.

A similar system has worked successfully after it was implemented
by General Electric Company Chairman John F. Welch Jr.  The
system of performance management he created has been credited with
helping him build his high performance corporate culture.  But,
at Ford, it didn't work.  A total of 57 current and former
employees have signed on to two suits charging that the evaluation
system is discriminatory.  There are additional suits by individuals
as well.  And, the AARP (American Association of Retired Persons)
is said to be considering throwing its support to one or more of the
suits saying the company discriminated against older workers.
Ford Chairman William Clay Ford Jr. is reported to be concerned
about the system's impact on morale.

Many companies have implemented performance management systems
similar to those advocated by Mr. Welch at GE.  And, many are
beginning to rethink their decisions, as Mr. Nasser is rethinking
his.  He acknowledged negative feedback about "what was viewed
as an inflexible system by some, and discriminatory by a few
others."  Mr. Nasser denied that the system is discriminatory, but
he outlined changes that will take effect immediately and are
clearly aimed at defusing concerns about the system.  Ford will
stop designating a certain fixed percentage of employees as "C"
or unsatisfactory performers who can be demoted or terminated
if they receive that rating in two consecutive years.

Ford only introduced its evaluation system last year, when it
said 10% of its managers had to be given C's.  This year the
quota for C's was dropped to 5%.

In its modified program, Ford will begin using ratings designated
as "Top Achiever," "Achiever," and "Improvement Required."  Those
who receive ratings of "Improvement Required" will be given
coaching and counseling, but they may also receive raises.

The message seems clear to us.  Don't try to take someone else's
successful management system and plug it in to your organization
without very carefully considering how it will impact your people
and your culture.  Just because the system works for others is
no guarantee that it will work the same way for you.

-----------------------------------------------------------------

3.     DIVERSITY INITIATIVES IMPROVE COMPETITIVE ADVANTAGE

The Society for Human Resource Management (SHRM) and Fortune magazine
recently conducted a survey of human resource professionals asking if
there were any advantages to their organizations' diversity
initiatives.
What they discovered is startling.

The majority of respondents said diversity initiatives have impacted
the company's bottom line in several positive ways.  For example, 79%
said it improves corporate culture, 77% said it improves recruitment
of new employees and 52% cited improved client relations.  The vast
majority of HR professionals (91%!!!) said their diversity initiative
helps their organization keep a competitive advantage.  More than
half said diversity initiatives decreases interpersonal conflict
among employees (58%), increases creativity (59%), and increases
productivity (52%).

Among the diversity practices of these top companies, the most
common initiatives were recruiting efforts designed to help increase
diversity within the organization (75%), diversity training
initiatives,
education, and/or awareness efforts (66%), and community outreach
related to diversity (61%).  Least cited practices were diversity-
related conflict resolution (16%) and company-paid literacy training
(11%).

Nearly all respondents' initiatives (96%) include race as an aspect
of diversity and 88% cover gender.  However, more than half also
cover age (65%), disability (64%) and sexual orientation (57%).

--------------

Wish you all a very Happy Weekend

Raghav

From: Major Teoh
Paths to Good Time Management
The best way to save time is not to speed up and attempt to jam more and more
into a crowded schedule. The best way to do more is to do less.
By Odette Pollar
--------------------------------------------------------------------------------
If you are like most people, balancing a busy personal and professional life is
quite a challenge. Trying to keep current, whether that is with technology, your
industry, changing expectations at work, or simply meeting your personal
obligations, is becoming harder and harder. More than ever, managing time well
is a key skill.

Time is probably the most precious and limited resource we have. In spite of our
best efforts, time is unyielding -- no one can stop it, slow it down, or truly
save it. It is the rare person who has enough time to do all the things that he
or she wants to do. For some reason, we keep adding "just one more thing," and
forget to eliminate others. The result is an ever-increasing time crunch. Do you
take on too much, have difficulty saying "no" to extra demands, and fail to set
priorities?

Paths to success

Considering how important goals are, it is amazing that goal-setting is not
taught in schools. The biggest dreamers and most successful people -- whether in
sports, the arts, business or science -- started with a dream, a driving purpose
or inspiring vision.

Big-picture dreams are wonderful things. They inspire and excite, but left
alone, they rarely create. Turn your dreams, intentions, and desires into firm,
achievable goals. Specific, measurable, realistic plans are the building blocks
to living your dreams. Not set in stone or intended to be inflexible weights
around your neck, goals do make it easier to stay on track and resist
temptations that may sidetrack you in directions you do not wish to go.

Plan yearly, quarterly, monthly, weekly, and daily. The secret to successful
planning is to allow extra time for unexpected situations, and not over-commit
or over-book yourself. Establish priorities on your activities so that at the
end of each day, you have done the most important things. Planning long projects
by breaking them down into bite-sized pieces will help you dedicate a few
minutes each day to important high-value activities that carry future due dates.
By getting ahead on projects, you are less likely to have last-minute crises and
time crunches.

Focus on yourself

Beware of creeping bad habits that can sabotage your best efforts. Recognize
subconscious patterns that can make you your own worst enemy. Whether it is
trying to keep everything in your head, versus making a list, being constantly
late because you wanted to do just one more thing before leaving for the meeting
or being easily distracted, you can change your habits.

Keep one job in front of you at a time. There is a fantasy that people
multi-task. Actually, what people do is one task interrupted by another. It is
nearly impossible to do two things equally well, simultaneously.

The best way to save time is not to speed up and attempt to jam more and more
into a crowded schedule. The best way to do more is to do less. Saying "no" and
delegating more are two important strategies. Saying "no" more often, will allow
you to say "yes" to your priorities and to participate fully when you volunteer.
Eliminate unnecessary and inappropriate activities. Those can creep in if you do
not pay attention.

Identify those areas of greatest stress, and begin to make changes. A continual
high-stress high-rush style can cause health problems, not to mention sleep and
interpersonal difficulties. For example, make decisions quickly. Rarely does
delay improve the quality of the choice. Over-analysis can be seductive and also
stress-producing. Keep in mind that nearly all decisions must be made with
imperfect information.

Focus on others

Control interruptions, time wasters and distractions. Whether at work, at home,
or in a home-based business, these are insidious. Look for patterns in
interruptions. Often, they are caused by a breakdown in a system, process or
function. Low-priority items often masquerade as important things that require
your immediate attention; however, they will often take care of themselves
without your intervention. As a test of this, consider all the things that do
not wait for your return from vacation. Somehow they get handled.

Manage your staff effectively. Delegate regularly. It serves as a training tool,
and helps make others' jobs more interesting. Actively look for things that your
staff does well, and let them do more of it. Employees are more often limited by
our ability than by their own.



--------------------------------------------------------------------------------
Odette Pollar is a nationally known speaker, consultant, and author of Take Back
Your Life: Smart Ways to Simplify Your Daily Living. Her company, Time
Management Systems, is based in Oakland, CA. Call 1-800-599-TIME or e-mail at
Opollartms@....
--------------------------------------------------------------------------------

http://www.geocities.com/jayadeva_de_silva/



[Non-text portions of this message have been removed]

Eight Keys to a Better Worklife
       Best of Marty Nemko(humantalents)

I host a PBS-TV special called "Eight Keys to a Better Worklife." As they say,
"Check your local listings for time and station." During the show, I offer about
30 tips. Here are my favorites:

1. Use sponge time. Throughout the day, bits of time are spent waiting: on hold,
before a meeting starts, etc. When you have a minute, ask yourself if there's
some task you could "sponge up," like reading a page of that report, answering
an email or making a quick phone call. Use sponge time, and you might leave work
on time for a change.

2. Don't wimp out; don't defend. Question. A crucial moment in your worklife is
when your boss criticizes you. Apologize too quickly and you appear wimpy. Get
defensive, and you'll probably annoy your boss. A better response is to
question. If my editor told me my article stunk, rather than sucking up with
"I'm really sorry" or being defensive, I'd ask a question like, "Can you help me
understand where I screwed up?" At worst, I'll get feedback, and at best, I'll
start a discussion that may lead my boss to conclude my work really wasn't that
bad. In either case, I won't escalate the problem.

3. Use the emotional wall. A home health nurse complained she was burned out and
needed another career. But upon questioning, it was clear that most of her
stress came from just three of her 30 patients. I suggested that before entering
their homes, she consciously build an emotional wall around herself by saying,
"It doesn't help anyone if I get too emotionally invested. Keep a little
distance." A few days later, she called to say she no longer needed to change
careers.

4. Use the echo technique. When your boss or potential employer says, "OK, I can
offer you $60,000," consider responding with a slightly quizzical, "$60,000?"
Then wait. More often than you might think, anxiety caused by the silence moves
the boss to say, "Well, I suppose I could make it $61,000." That $1,000 earned
in those five seconds translates to $720,000 per hour!

5. Do deliberate acts of kindness. It's hard to stab someone in the back who
offers to stay late to help with a project. It's also difficult to badmouth
someone who writes a thank-you note for that Microsoft Word tip. And, it's tough
to hate someone wielding the ultimate office politics weapon: home-baked
cookies.

6. Try the one-minute struggle. Even demanding projects are rarely all difficult
-- usually there are just some challenging parts. When at a roadblock, struggle
for just one minute. If you haven't made progress, get help or try to complete
the project without overcoming the roadblock.

7. Create a fun project. My friend Pat was showing me her new home, when we came
upon one wall filled with awards she had received at work. I asked her, not
really expecting an answer, "What's the secret of your success?" To my surprise,
she offered one: "Every time I get a new job, I try to propose a special project
that I'll find fun, yet will please my boss. In my first sales job, I asked my
boss if I could interview the other salespeople to create a collection of sales
tips and tricks that I'd distribute to everyone as a booklet. I love
interviewing, needed to learn sales tips, and the resulting product was
something that immediately made me stand out as not just another salesperson."

8. When your current career is beyond repair -- move on. One strategy: focus on
no-school cool careers. Here are four from the show:

   a.. Victim advocate: Counsels assault victims in the police station and is a
liaison between victim and prosecutor.

   b.. College student recruiter: Visits high schools to represent a college and
recruit students, and handles phone and Internet inquiries.

   c.. Web content finder: Digs up cool content for Web sites.

   d.. Newborn photographer: There are zillions of wedding photographers. Yet
arguably life's most touching event, childbirth, is rarely photographed
professionally. Make a living taking pictures of that precious moment when the
nurse hands the newborn to mom and dad.
                                                           
http://www.geocites.com/jayadeva_de_silva/
   a..



[Non-text portions of this message have been removed]

The Scarlet Letter

        A Way to Lock in a New Habit

       You're sick and tired of that habit -- being too quiet at meetings, losing
your temper with that coworker, whatever. So you resolve to do better. And in
the beginning you do, but as other things distract you, your resolution fades
into the recesses of your brain and you start sliding back into your old wicked
ways. Here's a way to lock in your new habit. Onto your palm, write a letter of
the alphabet that stands for your new behavior, for example, T for temper. Use a
red pen. When you routinely do your new behavior without even having to think
about it, you can wash off your scarlet letter.

       What could you do today.........................?

       Okay, tiger, what's one thing you want to do differently starting today?
Now here's the part that takes courage. Pull out that red pen and, on your palm,
write a letter that stands for your new behavior. Do it now! If you're really
brave, write it on the outside of your hand so the whole world can see your
scarlet letter. That will force you to proclaim your resolution to everyone and
help keep you on the straight and narrow.

       Click below

       http://www.geocities.com/jayadeva_de_silva/     Marty Nemko(humantalents)






[Non-text portions of this message have been removed]

Hi All,

An Interesting article.


Padma
&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&

CHANGING ROLE OF HR PROFESSIONALS
DEFINITION OF H.R.D: "H.R.D. deals with human
behaviour, growth and well-being at the individual
level, or in groups in relation to some social units'
goal achievement and effectiveness". Along with this
changed concept of H.R.D., the role of a H.R.
professional too is undergoing a transformation. I am
trying to explore this transition of the H.R.
professionals' role; from being reactive to becoming a
Pro-Active.THE CHANGING ROLE 1. Inter-personal
development as a decisive criterion in hiring people.
The focus on inter-personal development will be
sharpened and its value as a decisive criterion in
hiring people will go up. The H.R. specialist as a
result will have to devise and refine certain tools
that would be reliable and valid in reflecting the
degree of inter-personal adaptability of candidates.
2. Helping employee to deal with change: H.R. dept
will have to play a key role in helping the employees
to deal with the rapid changes at the work place. A
new employee will have to be oriented to the intrinsic
values. 3. Hiring the expertise: The time lag
(gestation period) between a technical discovery and
the recognition of its potential for commercial use
has been declining steadily and at present, is
anywhere between 15 days to a few months. The game of
survival demands that new products be launched into
the market, before the competitors manage to do so.
This would be pressure on the H.R. specialist to hire
the requsite expertise in the new field quickly. 4.
Creation of expertise internally: This expertise has
to be created internally through training. All this
would require a very detailed and carefully designed
career plan at different levels of the organisation
and an equally elaborate training plan to achieve the
desired results in the most time and best effective
manner. 5. Crucial and deterministic role in strategic
business decision: H.R. specialist will be looked upon
as a key player in long term corporate planning. This
would make the H.R. role from its present day position
in the organisational hinterland to the centre stage.
The H.R. specialist will play a significant role in
Organisation Restructing and in influencing the
moulding of the corporate philosophy and ensuring its
percolation to various organisational levels. This
would make the H.R. function more venerable and
visible, but at the same time also more vulnerable.
The H.R. specialist will be more answerable than what
he is today. 6. Value Addition Process: More
tight-rope walking of the H.R. specialist in terms of
higher result organisation-Training and retraining
which is already on the upswing is here to stay and is
very likely to grow in strength. This expansion of the
training activity is likely to lead to what is called
the "capitalisation of Human Resources" which means
that labour costs are to be treated as costs. The
value addition process would naturally require that
the resources be retained over a long period, which
would make the task of the H.R. dept. more difficult.
7. More emphasis on sociological fitment of the
candidate to organisational culture: Due to expansion
of education in general in the society and the
consequent improvement in quality (of candidates),
there would be large number of applicants for the same
position, having the same/similar kind of high value
paper qualification. So far, the actual process of
making the final decision has remained with the line
functionaries who have mostly adopted technical
knowledge as the primary citerion of selection.
However, in the coming generation of candidates, there
may be too little to choose between them, in terms of
technical knowledge, more reliance would be placed on
the socio-graphic fitment of the candidate to the
organisational culture as the deciding factor. This
would shift the active part of selection from the line
management to the H.R. specialist who will take the
decision to 'hire' based on organisational
compatabilities, of otherwise suitable candidates.
Given such a situation, the H.R. professional would be
expected to evolve tools and measures of identifying
organisational fitment/fitness. In view of the
enormous best implication of any hiring decision, this
role of the H.R. professional will be very crucial. 8.
Internalising the discipline of the organisation: The
induction activity will come to have a high priority
in the agenda of the H.R. dept. As time goes by and
the employees become older, less policing is needed.
How well and how soon a new employee internalises the
work discipline of the organisation would be a
yardstick to validate the selection process. 9.
General revolution of rising aspirations: The
awareness coupled with the general revolution of
rising aspiration that marks the new age, will bring
about an unprecedented pressure of demands and
expectations which, unless well anticipated and
planned for, may seriously affect the equilibrium of
the apple cart. Thus Aspiration counselling will
emerge as the frontier area of the H.R. specialist.
10. Management of employee insecurity and its results
idiosyncrasies: The H.R. professional will have to
equip the line managers to handle these people related
problems. 11. The H.R. professional is expected to be
proactive and swiftly responsive to the environmental
changes and the impact of such changes on the
employees. 12. The H.R. professional will have to
think of "wider employee involvement acitivities*"
that would integrate the employee into more intricate
organisational processes. 13. H.R. to usher in change
: Ushering in an orderly change will be the baby of
the H.R. professional. How will it is delivered will
determine the role of the H.R. professional is likely
to play in the new emerging context. 14. To explore
alternatives for people with potential: The H.R.
function will have to pay greater attention to career
management and career planning of the employee. 15 .
Integrating individual and organisational values: The
coming generation is going to be much more educated,
better informed and much more aware due to its
increased exposure to information outlets. The time
spent of pre-employment education and training is
going ti rise, thereby giving them (new generation)
enough time to sharpen, test and reinforce their value
premises, which will be carried over to the employment
situation. It is easier to penetrate indifferentiated
and invalidated value premises and replace them or
modify them a little to make them consistent with
one's own world views. The new generation of employees
will continuously question the managerial policies,
programmes and decisions from the viewpoint of
individual predilections. This situation would require
H.R. professionals to have tremendous "selling skills"
to make the managerial premises not only acceptable
but also well received by employees. CONCLUSION The
traditional role of 'Personnel' function has been to
give support when asked. The decisions about the
strategy of the company and how they might be
implemented were handled by line executives. After
these basic decisions were made, the personnel
department was asked to support the plan. They were
asked to find the persons, train them and compensate
them. They operated in a reactive mode. The changing
scenario in that more and more H.R. professionals are
being brought into the strategic plan, because the
availability of the skilled employee and its cost may
be the deciding factor in the planning process.
Consequently, the H.R. department has to have a
strategic planning process itself., to be able to
consider such question, influence decisions and
integrate their plans with corporate plans. Personnel
people have often been expected to police the system.
This covered a wide range of functions like I.R.,
health and safety, compensation, etc. Some of this
still goes on, but most of it has been passed over to
the line managers. Rather than just enforcing these
rules, the H.R. professionals are developing others to
do that. The shifting emphasis from 'personnel' to
H.R. management typifies their 'developmental role'.
The changing professional employment scenario brings
with it diversity and managing this diversity will be
the H.R. professionals job. Managing diversity implies
dealing with employees with different regional, caste,
language and social backgrounds. The growing mobility,
merit based selection process and cosmopolitan
attitudes of the Indian Employee is resulting in
increased diversity at the workplace. The DIVERSITY
MANAGEMENT is a new challenge for the H. R.
professionals. In India, the role of the H.R.
professionals will be to act as a CHANGE AGENT, to
help bring about/facilitate a culture revolution. The
cutting edge issues of H.R. professionals cut both
ways. They give them more status as critical change
agents in many of the most pressing decisions the
corporations are making. At the same time, these
pressing issues make new and stressful demands on the
H.R. professionals. Its now time for HR Professionals
to make things happen!




__________________________________________________
Do You Yahoo!?
Get personalized email addresses from Yahoo! Mail
http://personal.mail.yahoo.com/

Create Your  Own E-Commerce Site

Not long ago, you needed an expensive Web maven to create and market your site,
but now, idiot-proof online services enable us mortals to play.

What could you do today.....................?

Play around at these sites. Store.yahoo.com offers the most complete array of
options, but has significant monthly fees. Freemerchant.com and bigstep.com cost
zippo but have the fewest frills. Intermediate is homestead.com, with hundreds
of templates to choose from. Technically, homestead.com is free, but it extracts
a hefty 5 to 6 percent of all credit card purchases, compared with the industry
standard 2 to 3 percent. All three site-builders offer help to promote your
site, but for a nice collection of articles, see the Web Developer's Journal
site.

The following  site will be very much useful.Click below

http://www.startblaze.com/cgi-bin/intro.cgi?13296


Marty Nemko(humantalents group)



[Non-text portions of this message have been removed]

Hi,

We in our company has a policy that every employee has
to work for the specified hours and we offer flexi
timings.  This will be tracked through the attendance
system developed internally.  The work they have
performed during their presence is monitored through
Project Management system developed internally.  For
the employees who does not work for the specified
timings and often come late a separate counselling
session has been handled by HR along with the
department head.  We have been seeing improvements.
Ofcourse we are not fully successful.

I would like to hear from all about the suggestions.

With regards,


Padma


--- gvlr_99@... wrote:
>  Hi,
>
> We have a very interesting topic, can we hav your
> inputs on this
> please??
>
>  I would like to invite the members of this elite
> group to throw some
>  light on the tardiness policy. While most companies
> have flexi
>  timings, still there is a need to put in a minimum
> number of hours t
>  work in a day.  Whether it is a 5-day week or
> 5.5-day week, there
> needs to be a system to monitor this.  We are all
> familiar with the
> staff movement register and attendance
> register...but i think there
> is a need for something more than this.
>  How can we as HR drive this into our workforce? Is
> marking them
>  absent/ slapping fines/ individual counseling the
> only answer. I
> must admit that individual counseling haveseemed to
> work in my
> experience.
>  Can you please let me know of how some of you have
> handled these
>  situations in your companies and whether any of you
> have found long
>  lasting solutions to this, especially for a
> software company.
>
>  Hoping to hear from you all....
>
>
>
>
>


__________________________________________________
Do You Yahoo!?
Get personalized email addresses from Yahoo! Mail
http://personal.mail.yahoo.com/

The 90/10 secret is incredible! Very few know and apply this secret.

  The result?

  Millions of people are suffering undeserved stress,  trials, problems and
heartache. They never seem to be
  a success in life. Bad days follow bad days. Terrible  things seem to be
constantly happening.
  Theirs is constant stress, lack of joy, and broken  relationships.    Worry
consumes time, anger breaks friendships, and
life seems dreary and is not enjoyed to the  fullest...... Friends are lost.
Life is a bore and
  often seems cruel.    Does this describe you?    If so, do not be discouraged.
You can be different!.
  Understand and apply the 90/10 secret. It will change  your life!    What is
this secret?
  10% of life is made up of what happens to you.  90% of life is decided by how
you react.
What does this mean?  We really have no control over 10% of what happens to
  us.  We cannot stop the car from breaking down. The plane  may be late
arriving, which throws our whole schedule
  off.  A driver may cut us off in traffic.    We have no control over this 10%. 
The other 90% is different. You determine the other
  90%!  How?  By your reaction.  You cannot control a red light, but you can
control  your reaction.

  Don't let people fool you, YOU can control how you  react! Let's use an
example.

  You're eating breakfast with your family. Your  daughter knocks over a cup of
coffee on to your  business shirt. You have no control over what just
  happened. What happens next will be determined by how  you react.    You curse.
You harshly scold your daughter for
  knocking the coffee cup over     She breaks down in tears. After scolding her,
you turn  to your spouse and criticise them for placing the cup
  too close to the edge of the table. A short verbal  battle follows. You storm
upstairs and change your  shirt.

  Back downstairs you find your daughter has been too  busy crying to finish
breakfast and get ready for  school. She misses the bus. Your spouse must leave 
immediately for work. You rush to the car and drive  your daughter to school.
Because you are late, you
  drive 40 miles an hour in a 30 mph speed limit.    After a 15minute delay and
throwing $60 (traffic fine)  away, you arrive at school. Your daughter runs to
the  building without saying good-bye       After arriving at the office 20
minutes late, you find  you forgot your briefcase.

  Your day has started terrible. As it continues, it  seems to get worse and
worse. You look forward to  going home. When you arrive home you find small
wedge  in your relationship with your spouse and daughter.  Why? Because of how
you reacted in the morning.

  Why did you have a bad day?
         A) Did the coffee cause it?
         B) Did your daughter cause it?
         C) Did the Policeman cause it?
         D) Did you cause it?

  The answer is D.

  You had no control over what happened with the coffee. How you reacted in those
5 seconds is what caused your
  bad day.  Here is what could have and should have happened. Coffee splashes
over you. Your daughter is about to
  cry. You gently say "It's OK honey, you just need to be more careful next
time".
  Grabbing a towel you rush upstairs. After grabbing a new shirt and your
briefcase. You come back down in
  time look through the window and see your child getting on the bus.

  She turns and waves. You and your spouse kiss before you both go to work. You
arrive 5 minutes early and cheerfully greet the
  staff. Your boss comments on how good of day you are having. Notice the
difference. Two different scenarios.
  Both started the same. Both ended different. Why? Because of how you REACTED.
  You really do not have any control over 10% of what happens. The other 90% is
determined by your reaction.

Here are some ways to apply the 90/10 secret.

  If someone says something negative about you,  do not be sponge. Let the attack
roll off like water on
  glass.  You do not have to let the negative comment affect  you! React properly
and it will not ruin your day. A
  wrong reaction could result in losing a friend, being   fired, getting stressed
out, etc.

  How do you react if someone cuts you off in traffic?

  Do you loose your temper? Pound the steering wheel? (A  friend of mine had the
steering wheel fall off!) Do
  you curse?  Does your blood pressure skyrocket? Do you try and  bump them? WHO
CARES if you arrive ten seconds later
  at work? Why let the blue car ruin your drive. Remember the 90-10 principle,
and do not worry about  it!

  You are told you lost your job. Why lose sleep or get irritated? It will work
out. Use your "worrying"
  energy and time into finding another job. The plane is late. It is going to
mangle your schedule for the day.
  Why take out your frustration on the flight attendant? She has no control over
what is going on. Use your time to study,
get to know the other passenger, etc.  Why get stressed out? It will just make
things worse.You now know the 90-10 secret.
  Apply it and you will be amazed at the results.
Click here
  http://www.geocities.com/jayadeva_de_silva/






[Non-text portions of this message have been removed]

Bill Gates's Four Questions ????

The successful person knows what questions to ask. Here are four questions that
America's icon of success, Microsoft's Bill Gates, is known for asking his
employees:

               What do customers think of your products?

              What problems are your distributors running into?

              Where do your competitors win business from you and why?

              What new markets are emerging?

What could you do today..........?

Could you answer those questions? Now pretend that you were the Bill Gates of
your organization. Any other questions you should be asking? One question I'd
ask Gates: Why does Windows crash so much?

Marty Nemko(humantalents) http://www.geocities.com/jayadeva_de_silva/





[Non-text portions of this message have been removed]

The following exercises of Heart Rhythm Practice are organized by the dimension
of the heart that each develops. These exercises are examples of "Living from
the Heart," but they are  also developmental. The experience of Heart Rhythm
Meditation is what makes these exercises achievable, even natural, and the
desire and attempt to do these exercises enlivens the meditation, giving it a
focus. The intention to apply meditation draws out the experience of meditation.

The Width of the Heart

If there is anyone with whom you would not like to be alone in an elevator, that
is your signal that a reconciliation with that person is needed, for the health
of your own heart. "Look for the right in the wrong and the wrong in the right,
the good in the bad and the bad in the good." These opposites exist only in the
mind. By finding one in the other you come to the heart of the matter.  Mean
what you say and say what you mean. Don't be vague, sarcastic or cute in your
expression; speak clearly and simply.  When you give your word to someone,
consider that you are bound to that person until they agree to release you from
your commitment. This will make you dependable.  Make your environment beautiful
and harmonious. You have to live in it, and it both expresses and affects your
heart.   Fulfil your obligations. "Think what is expected of you by all those
with whom you come in contact and try to answer their demands to the best of
your ability, willingly, and patiently."  Identify yourself with someone else,
to remove the impressions of your false identity. A teacher, an animal, a
leader, a man, a woman, a saint, etc. By exercising your ability
to consciously identify with whatever you wish you will purify yourself of the
unconscious identity you have assumed, that which is circumstantial, not
essential.

The Depth of the Heart

Forget the errors of others. Your reproach may make them firm in their faults.
Do not dwell on your own errors either. People are seldom improved by guilt.
Blame no one for anything. Rather, try to understand their reason.  See yourself
reflected in another. See how that person is similar to you. See how they become
more similar as you feel more accommodation, respect, admiration and love for
them.  "Look at things from another person's point-of-view." Try to think as
they think. Your own point-of-view will not be lost, but your view of reality
will be enhanced.  "Feel another person. People are very different than they
appear and even different than they think." Your feeling of another tells you
more than their words and actions can.  Identify what it is in yourself that is
irritating to you when you see it reflected in another.  "Practice forgiveness,
thereby showing the action of the Universal Heart reflected in your heart.
Forgiveness can be practiced in different ways such as tolerance, forgetting,
and overlooking."  Teach how the heart operates by being self-revealing, with
dignity.  Let your heart be moved by the beauty and tragedy all around us.
Raise the pain in your heart in your awareness until it becomes a physical
sensation. "Pain, my life-long comrade, if all went and left me, you  ould still
be there. The pain of life is the price paid for the quickening of the heart."



The Height of the Heart

Recognize that it is your own emerging quality you see in the one you admire.
Look for the best in people and they will come up to your estimation of them.
Regret is a waste of energy. The past has given you the present that will be
opened in the future. "Do nothing which will make your conscience feel guilty. A
clear conscience gives the strength of a lion, but the guilty conscience might
turn a lion into a rabbit. Take the worst part of something and transform it so
it becomes the best part, whether you are renovating your home or your
personality.  "Uphold your honour at any cost. Hold your ideal high in all
circumstances." You may fail to live up to your ideal, but do not lower your
ideal to the height of your ability. The ideal is intended to be high, like a
beacon the ship sees in the night, preventing it from hitting the rocks.  "An
optimist takes the chance of losing; a pessimist loses the chance of winning." 
"Do not take advantage of a person's ignorance. Seek not pleasure through the
pain of another, life through the death of another, gain through the loss of
another, nor honour through the humiliation of another. Influence no one to do
wrong."

The Forward Direction of the Heart

Become passive with respect to the power of the heart within you.  o something
every day toward the accomplishment of your heart's wish. Once you have allowed
a wish into your heart, you must accomplish it. The only exception is when you
grow beyond it, like a child outgrowing his toys. Giving up your wish is a    
weakness.  Have more effect upon the world than the world has upon you. 
Consider every problem as a challenge to the power of your creativity. When the
creative solution is found, the problem's contribution to your growth will be
appreciated. The result will endure and the problem that stimulated it will be
forgotten.  You can have whatever your heart wants most. Indeed, the path to its
attainment is already prepared for you. It is your birthright that has created
your desire.  "Do not spare yourself in the work which you  must accomplish."

The Inner Dimension of the Heart

"The heart all its own wounds heals." Speed your healing by touching your heart
with the energy of your breath and placing your attention on your heartbeat.  By
your daily practice you build a capacity for the same power that operates the
universe to emerge within your heart. Twenty minutes of meditation at the time
you scheduled is worth two hours of meditation at a time that is convenient. 
The two great emotions are surrender, the acceptance of the separation from
divinity which gave you individuality, and the glorification of that divinity
operating within you and through you. Develop some active ways to evoke
surrender and glorification so that both emotions become accessible to you and
evident in your personality. Hold your emotion. Do not let yourself express your
emotion in a personal way; that would vent it and deprive you of its power. Hold
the emotion until it expresses itself in ways that are beautiful, harmonious and
universal. Do not express glee, but hold the emotion until it becomes joy. Do
not express anger, but hold it until it becomes powerful enough and hot enough
to melt your heart and create freedom in yourself. The objective is to be able
to hold the truly great emotions, all at once, and express them as a form of
art.  The base of all emotion is peace. Peace provides to every heart whatever
emotion it is missing. The best way to experience peace is to radiate it.
Practice radiating peace from your heart like a force that brings everything it
reaches into harmony and  peace.Realize that you represent something grand. Your
dedication will make all the qualities and power of the one you represent
available to you in   our heart.

Quotes from Hazrat Inayat Khan.
Copyright © 2000, The Institute for Applied Meditation, Inc.
http://www.geocities.com/jayadeva_de_silva/





[Non-text portions of this message have been removed]

6,000,000,000

World Population Day evolved as an outgrowth of the Day of Five Billion
celebrated on July 11, 1987. Since then the global population has exceeded 6
billion.

This is an annual observance to recognize the urgent need for solutions to the
global population problem in the context of sustainable development. The UN
Wednesday underscored the fragile relationship between the human species and the
planet.

Secretary General Kofi Annan in his message said, "Humanity must solve a complex
equation: we must stabilize our numbers but equally important, we must stabilize
the use of resources and ensure sustainable development for all."

Calling attention to such problems as deforestation, pollution and carbon
dioxide emission, he said, "Our ecological footprints on the Earth are heavier
than before."

Mr. Annan stressed special measures for women who, despite making up more than
half the world's agricultural workforce, are often denied the right to learn,
inherit land, or control their own fertility. Enhancing women's opportunity
enables them to make informed decisions about their family size and to break the
vicious circle of poverty and environmental degradation.

Thoraya A. Obaid, Director of the UN Population Fund (UNFPA), said better
reproductive health, while important for men, is vital for women, considering
that one woman dies every minute for reasons related to pregnancy, and four
women every minute catch the infection that leads to AIDS.

http://www.geocities.com/jayadeva_de_silva/







[Non-text portions of this message have been removed]

In lighter vein......

   Hiring Guidelines
    In a small town in the US, there is a rather
    sizable factory that hires only married men.

    Concerned about this, a local woman called
    on the manager and asked him, "Why is it
    you limit your employees to married men?
    Is it because you think us women are weak,
    dumb, cantankerous...or what?"

    "Not at all, Ma'am," the manager replied.

    "It is because our employees are used to
    obeying orders, are accustomed to being
    shoved around, know how to keep their
    mouths shut and don't pout when I yell
    at them."
Click below
http://www.geocities.com/jayadeva_de_silva/





[Non-text portions of this message have been removed]

Dear Member!

Here is an easy way you can help your group.Please click below to find out

http://www.startblaze.com/cgi-bin/intro.cgi?13296

Thank YOU
startblaze


[Non-text portions of this message have been removed]

----- Original Message -----
From: Hj. Mohd Hazri Humphreys

THE SPIDER AND THE BUG

There was once a spider who lived in a cornfield.  He was a big spider and he
had spun a beautiful web between the corn stalks.  He got fat eating all the
bugs that would get caught in his web.  He liked his home and planned to stay
there for the rest of his life.

One day the spider caught a little bug in his web, and just as the spider was
about to eat him, the bug said, "If you let me go I will tell you something
important that will save your life." The spider paused for a moment and listened
because he was amused.  "You better get out of this cornfield," the little bug
said, "The harvest is coming!"

The spider smiled and said, "What is this harvest you are talking about?  I
think you are just telling me a story." But the little bug said, "Oh no, it is
true.  The owner of this field is coming to harvest it soon.  All the stalks
will be knocked down and the corn will be gathered up.  You will be killed by
the giant machines if you stay here."

The spider said, "I don't believe in harvests and giant machines that knock down
corn stalks.  How can you prove this?" The little bug continued, "Just look at
the corn.  See how it is planted in rows?  It proves this field was created by
an intelligent designer."

The spider laughed and mockingly said, "This field has evolved and has nothing
to do with a creator.  Corn always grows that way." The bug went on to explain,
"Oh no.  This field belongs to the owner who planted it, and the harvest is
coming soon." The spider grinned and said to the little bug, "I don't believe
you," and then the spider ate the little bug for lunch.

A few days later, the spider was laughing about the story the little bug had
told him.  He thought to himself, "A harvest!  What a silly idea.  I have lived
here all of my life and nothing has ever disturbed me.  I have been here since
these stalks were just a foot off the ground, and I'll be here for the rest of
my life, because nothing is ever going to change in this field.  Life is good,
and I have it made."

The next day was a beautiful sunny day in the cornfield.  The sky above was
clear and there was no wind at all.  That afternoon as the spider was about to
take a nap, he noticed some thick dusty clouds moving toward him.

He could hear the roar of a great engine and he said to himself, "I wonder what
that could be?"


--------------------------------------------------------------------------------


How many of us are like the Spider?
http://www.geocities.com/jayadeva_de_silva/






[Non-text portions of this message have been removed]

My Dear members of the HRPhilippines@yahoogroups.com and
hrinindia@yahoogroups.com


I am happy to be amember of your group.I would invite you to be my guest at
http://www.geocities.com/jayadeva_de_silva/
You will find my introduction there and also some useful links

With Warm Regards
Jayadeva de Silva



[Non-text portions of this message have been removed]

Hi,

We have a very interesting topic, can we hav your inputs on this
please??

  I would like to invite the members of this elite group to throw some
  light on the tardiness policy. While most companies have flexi
  timings, still there is a need to put in a minimum number of hours t
  work in a day.  Whether it is a 5-day week or 5.5-day week, there
needs to be a system to monitor this.  We are all familiar with the
staff movement register and attendance register...but i think there
is a need for something more than this.
  How can we as HR drive this into our workforce? Is marking them
  absent/ slapping fines/ individual counseling the only answer. I
must admit that individual counseling haveseemed to work in my
experience.
  Can you please let me know of how some of you have handled these
  situations in your companies and whether any of you have found long
  lasting solutions to this, especially for a software company.

  Hoping to hear from you all....

Hi,

This is a new egroup for,by HR practitioners in India.

The management of Human Resource, Talents and Capital too is sucked
into the whirlpool of change and tranformation as you can evidently
see it for yourselves in our discussions in HRin India.

This is a fora for discussions to help the HR professionals
enlightened.  To share the knowledge with fellow pros.