tag:blogger.com,1999:blog-37752805727849045692023-11-15T22:31:17.152-08:00Shruti VandanaShruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comBlogger17125tag:blogger.com,1999:blog-3775280572784904569.post-49337878877911791762021-06-27T07:49:00.001-07:002021-06-27T07:49:00.241-07:00Inclusive Job Descriptions<p>When you are struggling to build a diverse team, you'll often hear it blamed on a "<b>pipeline problem</b>".</p><p>While many teams will focus on adding new channels to source candidates, it may also be your <b>job descriptions that are keeping talented people out</b>. Here are some tactics to make yours more inclusive.</p><h3 style="text-align: left;">Take out requirements that aren't truly necessary</h3><p>Do you need a specific degree from a specific school to do this job? Or 7 years of experience in 3 different steel plants?</p><p>Instead, limit your requirements to what's really required, and make explicit what's nice to have.</p><p>This is especially important for appealing to women as it's been shown they tent to think they need to hit close to 100% of requirements before they apply.</p><h3 style="text-align: left;">Include salary benchmarks and recruitment process</h3><p>As a job searcher, you shouldn't be getting to 3rd interview, only to find out the job pays less than that your current one does!</p><p>Take out the effort by stating the benchmark in job ad. The same goes for the recruitment process - let the candidates know each step, what's expected for them and how much time it will take.</p><p>State your openness to adapt your interviews and process to accommodated neurodiverse candidates or people with different physical abilities.</p><h3 style="text-align: left;">Remove non-inclusive languages</h3><p>Textio, the augmented writing tool, found that words like "exhaustive" and "fearless" result in more men applying to positions than women. Meanwhile, terms like "transparent", "catalyst", have all been proven to appeal more to women than men.</p><p>Put your job description into tools like Textio or Gender-Decoder to see how much it's biased towards men or women. Remove or replace words that enable more people from one gender to apply.</p><h3 style="text-align: left;">Be mindful of using personal pronouns</h3><p>Don't refer to candidates as "He/She". While you may be trying to be inclusive, you are actually excluding anyone who is transgender or on-binary (or knows someone who is).</p><p>Your job descriptions should instead say something like this "The Associate Engineer needs to..."</p><p>If you invite them for an interview, ask them which pronouns they prefer and inform your team. This shows you are aware and you walk the talk of inclusion.</p><h3 style="text-align: left;">Share details about your onboarding process</h3><p>Quite often, job descriptions give the impression that a person must be the 'employee of the month' from day one. That can be daunting for many candidates and they''' refrain from applying for these roles. </p><p>Try adding a brief write-up on how you'll support the new hire during their first three months.</p><h3 style="text-align: left;">Avoid generic D&I statements</h3><p>Include specific details on what Diversity, Equity and Inclusion means for you as a company, why it matters, and what your current ongoing initiatives are on this topic.</p><p>Pro-tip: Insert a link to your company's blog posts on Diversity, Equity & Inclusive status update.</p><p>Follow these steps and you'll be surprised at the talent you attract!</p>Shruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-86476056519353687672021-06-25T09:47:00.004-07:002021-06-25T10:48:18.634-07:00Reducing Bias in Your Interview Process<p> When you are hiring, you want to be as fair as possible, and also find candidates who might be perfect for the role even if they don't obviously rise to the top of the list.</p><p>It can be frustrating when your usual interview techniques aren't bringing diversity to your team. So how do you implement foolproof strategies to level the playing field?</p><h3 style="text-align: left;">Counteract the external factors affecting your judgment</h3><p>Everyone has unconscious biases and you are not going to change that. Before every call, take a few minutes to set aside whatever else is on your mind, by reminding yourself, </p><p></p><blockquote>"This is a human being who has hopes and dreams associated with this job, so I need to be fully present for them."</blockquote><p>Stay hydrated, stretch and walk around the room, take a few deep breaths, lean back in your chair and arrive prepared.</p><h3 style="text-align: left;">Set up an objective scoring system</h3><div style="text-align: left;"><p style="text-align: left;">For each role, define the outcomes your new team member will be working towards. What skills and qualities will they need? Share this with hiring team and agree on the priorities.</p><ul style="text-align: left;"><li>For a Product Manager in an early-stage startup, you might need someone who's adaptable.</li><li>For a Design Lead in a cross-functional team, you will be looking for collaboration skills.</li></ul></div><p style="text-align: left;"></p><p style="text-align: left;">Use a scale of satisfactory, good, or excellent to give objective scores during the interview. Take notes and ask follow-up questions to clarify specific strengths and weaknesses.</p><h3 style="text-align: left;">Always ask the same questions</h3><div>Develop interview questions to pinpoint the qualities you need.</div><div><ul style="text-align: left;"><li>For the adaptable Product Manager: "Tell me about a situation where you've needed to handle a lot of uncertainty "</li><li>For collaborative Design Lead: "Imagine you have built a prototype for a new product feature and you are struggling to get a commitment on the direction. What's your process?"</li></ul><div>Create a question bank for each role that interviewers can use and add to. Ask all candidates same core questions and use your scoring system to evaluate their answers.</div></div><h3 style="text-align: left;">Remove small talk</h3><p style="text-align: left;">Just because someone is better at chatting doesn't mean they are more qualified to do the job. Don't let a pleasant social connection inhibit your judgement when evaluating their skills.</p><p style="text-align: left;">You can say, "I hope you don't mind but I'm going to jump straight into the questions. I'd love to get to know you better and there will be opportunities for that later in the process. For today, we want to give everyone a level playing field."</p><h3 style="text-align: left;">Use other tools to assess and compare</h3><div style="text-align: left;">Giving people work upfront lets them show off their technical skills, so you're not only reliant on interview performance and you can compare everyone's work under similar conditions. Here are some other ways you can evaluate the skills needed for the role:</div><div style="text-align: left;"><ul style="text-align: left;"><li>Pre-interview by video</li><li>Take-home assignments</li><li>Ask your core questions in written format</li></ul><h3 style="text-align: left;">Suspend emotional judgements for 30 minutes</h3><div>In her book Hire With Your head, Lou Adler writes:</div><blockquote><div>"Suspend any and all judgement for the first 30 minutes - in that time our fight or flight response is activated and will be triggering emotional judgement. Doing this could eliminate 50% of hiring mistakes."</div></blockquote><h3 style="text-align: left;">Don't avoid, mitigate</h3><p>Bypassing unconscious bias is the key to inclusive hiring. Counteract external factors, develop an objective scoring system and use the same question for everyone, and you'll be on your way to growing a more diverse team!</p></div><p></p><p></p>Shruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-90500753458814273462021-05-23T09:58:00.004-07:002021-06-25T10:28:20.960-07:00Revealing the Hidden Potential in your Job Candidates<p> How do you make sure you're not letting promising candidates slip through the cracks?</p><p>There are many ways to evaluate a candidate's suitability for the job: applications, take-home challenges, paid trials, and references from former employers.</p><p>But despite their flaws interviews are still an important staple of the hiring process. So how do we make them more fair and effective?</p><h3 style="text-align: left;">Define success for the role</h3><p>What should they have achieved in six months or one year?</p><p>What attributes or experience will the need to reach these goals?</p><p>For example, if your new PM will need to help your engineering team to improve performance, remove bugs and create a better experience for your users, what's relevant? Persistence / Goal-orientation / Customer-focus ?</p><p>Once you have a clearer idea of what you are looking for, use situational and behavioral questions to evaluate potential candidates against these attributes. Let's look at some examples!</p><h3 style="text-align: left;">Situational questions</h3><p>These typically start with "What would you do if..." and can help you evaluate <b>potential</b>. They give you insight into someone's critical thinking process even if they haven't experienced that particular situation before.</p><p>Try these kinds of questions:</p><p>Your team has fallen behind schedule and is starting to get deflated, what would you do?</p><p>If you were running your department, what changes would you make?</p><p>Tell me how you would deal with an upset customer?</p><h4 style="text-align: left;">What to look for</h4><p>In their answers, check for important attributes. Say you need persistence, do they try to deal with a conflict, or avoid it? Are they able to give specific, concrete examples?</p><p>Keep in mind that some people may craft a perfect response to please the interviewer but isn't representative of how they've acted in past.</p><p>That's why you need a second type of question...</p><h3 style="text-align: left;">Behavioral questions</h3><p>These typically start with "Tell me about a time when..." and help you to evaluate the <b>experience</b>.</p><p>Try these kinds of questions:</p><p></p><ul style="text-align: left;"><li>Share a time you identified a problem in your company and how you resolved it?</li><li>What professional accomplishments are you most proud of?</li><li>Tell me about a time you disagreed with a customer and how you handled it.</li></ul><h4 style="text-align: left;">What to look for</h4><p style="text-align: left;">If you are seeking someone with customer focus, see if they advocated their customers and how they dealt with internal pushback.</p><p style="text-align: left;">Keep in mind, certain candidates may lie, fake, or hide certain part of their stories to make themselves look better. Observe how genuine they seem when you ask:</p><div><ul style="text-align: left;"><li>What were you responsible for in this situation?</li><li>What challenges did you face?</li><li>What would you do differently knowing what you know now?</li></ul></div><div>References from other employers are useful here.</div><h3 style="text-align: left;">Bring the best out of candidates</h3><p style="text-align: left;">When you are interviewing, how a candidate "performs" can hinge on asking them the right questions; it's your responsibility to create opportunities for them to shine.</p><div>Spending time upfront defining what you are looking for, and creating a bank of situational and behavioral questions will help you and your team fairly evaluate candidates. You may just find that hidden talent that your were overlooking before!</div><div><br /></div><div><br /></div><p></p>Shruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-3378737267511396142021-05-11T01:26:00.005-07:002021-05-11T01:26:54.468-07:00Top Product Development Frameworks<p><a href="http://theleanstartup.com/principles" rel="nofollow" target="_blank">Lean Startup</a> By Eric Ries </p><p><a href="https://www.scrum.org/resources/what-is-scrum/" rel="nofollow" target="_blank">Scrum</a> By Scrum.org </p><p><a href="https://leanstack.com/leancanvas" rel="nofollow" target="_blank">Lean Canvas</a> By LeanStack </p><p><a href="https://medium.com/@jackiebo/how-we-build-products-at-asana-the-product-process-from-inception-to-launch-c5cce9adf776/" rel="nofollow" target="_blank">Asana Product Process</a> By Asana </p><p><a href="https://blog.intercom.com/how-we-build-software/" rel="nofollow" target="_blank">Intercom Product Management</a> By Intercom </p><p><a href="https://m.signalvnoise.com/how-we-set-up-our-work-cbce3d3d9cae/" rel="nofollow" target="_blank">Basecamp Cycles</a> By Basecamp </p><p><a href="https://medium.com/startup-grind/the-most-important-thing-dropbox-did-to-scale-product-management-fed90e30697e/" rel="nofollow" target="_blank">Dropbox Project Lifecycle Reviews</a> By Dropbox </p><p><a href="https://www.thoughtworks.com/insights/blog/double-diamond" rel="nofollow" target="_blank">Double Diamond</a> By The British Design Council </p><p><a href="https://review.firstround.com/the-power-of-the-elastic-product-team-airbnbs-first-pm-on-how-to-build-your-own" rel="nofollow" target="_blank">Airbnb Elastic Product</a> Teams By Airbnb </p><p><a href="https://www.slideshare.net/kevingoldsmith/how-spotify-builds-products-organization-architecture-autonomy-accountability/" rel="nofollow" target="_blank">How Spotify Builds Products</a> By Spotify </p><p><a href="https://productcoalition.com/the-typeform-product-playbook-49e1a5cc3a08" rel="nofollow" target="_blank">Typeform Product Playbook</a> By Typeform </p><p><a href="https://www.drift.com/" rel="nofollow" target="_blank">Responsive Development</a> By Drift </p><p><a href="https://strategyn.com/outcome-driven-innovation-process/" rel="nofollow" target="_blank">Outcome-Driven Innovation</a> By Strategyn </p><p><a href="https://www.radicalproduct.com/pdf/Radical_Product_Toolkit_PREVIEW.pdf" rel="nofollow" target="_blank">Radical Product Canvas</a> By Radical Product </p><p><a href="https://medium.com/we-are-yammer/project-teams-visualized-fb532952e702" rel="nofollow" target="_blank">5 Project Phases</a> By Yammer </p><p><a href="https://www.quora.com/What-is-Amazons-approach-to-product-development-and-product-management" rel="nofollow" target="_blank">Working Backwards</a> By Amazon </p><p><a href="https://medium.com/gogox-technology/how-we-build-products-at-gogovan-f6759fd19513" rel="nofollow" target="_blank">GOGOVAN Product Playbook</a> By GOGOVAN </p><p><a href="https://review.firstround.com/product-leadership-rules-to-live-by-from-my-experience-at-pandora" rel="nofollow" target="_blank">Pandora's 4 Key Product Docs</a> By Pandora </p><p><a href="https://www.pragmaticinstitute.com/framework" rel="nofollow" target="_blank">Pragmatic Marketing</a> By Pragmatic Marketing </p><p><a href="https://www.nirandfar.com/how-to-manufacture-desire" rel="nofollow" target="_blank">Hooked Model</a> By Nir Eyal </p><p><a href="https://uxdesign.cc/the-three-questions-facebook-uses-to-guide-their-product-development-504791d7a232" rel="nofollow" target="_blank">Facebook's 3 Question Approach</a> By Facebook </p><p><a href="https://www.career.pm/briefings/kano-model" rel="nofollow" target="_blank">Kano Model</a> By Noriaki Kano </p><p><a href="https://itamargilad.com/gist-framework" rel="nofollow" target="_blank">GIST Planning</a> By Itamar Gilad </p><p><a href="https://library.gv.com/how-to-choose-the-right-ux-metrics-for-your-product-5f46359ab5be" rel="nofollow" target="_blank">HEART Framework</a> By Google </p><p><a href="https://www.ideou.com/pages/design-thinking" rel="nofollow" target="_blank">Design Thinking</a> By IDEO </p><p><a href="https://brianbalfour.com/essays/hubspot-growth-framework-100m" rel="nofollow" target="_blank">Four Fits Framework</a> By Brian Balfour </p><p><a href="https://adamnash.blog/2009/07/22/guide-to-product-planning-three-feature-buckets/" rel="nofollow" target="_blank">Three Feature Buckets</a> By Adam Nash </p><p><a href="https://jeffgothelf.com/blog/leanuxcanvas/" rel="nofollow" target="_blank">Lean UX</a> By Jeff Gothelf </p><p><a href="https://svpg.com/dual-track-agile/" rel="nofollow" target="_blank">Dual-Track Agile</a> By SVPG </p><p><a href="http://www.startuplessonslearned.com/2009/07/principles-of-product-development-flow.html" rel="nofollow" target="_blank">Product Development Flow</a> By Donald Reinertsen </p><p><a href="http://gustoblog.wpengine.com/blog/a-new-prioritization-framework-for-product-managers" rel="nofollow" target="_blank">Product Prioritization Framework</a> By Gusto </p><p>Assumption Mapping By Precoil </p><p><a href="https://www.slideshare.net/dan_o/the-lean-product-playbook-by-dan-olsen?" rel="nofollow" target="_blank">Lean Product Playbook</a> By Dan Olsen </p><p><a href="http://www.pretotyping.org/uploads/1/4/0/9/14099067/pretotype_it_2nd_pretotype_edition-2.pdf" rel="nofollow" target="_blank">Pretotyping</a> By Alberto Savoia </p><p><a href="https://uxplanet.org/a-beginners-guide-to-user-journey-mapping-bd914f4c517c" rel="nofollow" target="_blank">Customer Journey Map</a> By UX Planet </p><p><a href="https://www.producttalk.org/2016/08/opportunity-solution-tree" rel="nofollow" target="_blank">Opportunity Solution Tree</a> By Teresa Torres </p><p><a href="https://gamethinking.io/how-it-works" rel="nofollow" target="_blank">Game Thinking</a> By Amy Jo Kim </p><p><a href="https://www.mindtheproduct.com/poem-framework" rel="nofollow" target="_blank">Product Opportunity Evaluation</a> Matrix By Neal Cabage </p><p>Directed Discovery By Pluralsight </p><p><a href="https://melissaperri.com/blog/2015/07/22/the-product-kata" rel="nofollow" target="_blank">Product Kata </a>By Melissa Perri </p><p><a href="https://www.slideshare.net/dmc500hats/startup-metrics-for-pirates-long-version" rel="nofollow" target="_blank">AARRR Metrics</a> By Dave McClure </p><p><a href="https://medium.com/@kit_ulrich/triberank-a-5-step-technique-for-product-prioritization-a1154c2b7f55" rel="nofollow" target="_blank">TribeRank Prioritization </a> By Catherine Ulrich </p><p><a href="https://www.productplan.com/glossary/moscow-prioritization/" rel="nofollow" target="_blank">MoSCoW Method</a> By Dai Clegg </p><p><a href="https://www.growthengblog.com/blog/2018/6/11/the-4-most-important-factors-when-evaluating-growth-opportunities" rel="nofollow" target="_blank">HIPE</a> By Jeff Chang </p><p><a href="https://gibsonbiddle.medium.com/how-to-run-a-quarterly-product-strategy-meeting-a-board-meeting-for-product-3a14c4d53d1b" rel="nofollow" target="_blank">GLEe</a> By Gibson Biddle </p><p><a href="https://itamargilad.com/product-strategy-must/" rel="nofollow" target="_blank">MuST</a> By Itamar Gilad </p><p><a href="https://hbr.org/2016/09/know-your-customers-jobs-to-be-done" rel="nofollow" target="_blank">Jobs To Be Done</a> By Clay Christensen </p><p><a href="https://svpg.com/assessing-product-opportunities" rel="nofollow" target="_blank">Assessing Product Opportunities</a> By Marty Cagan </p><p><a href="https://www.gv.com/sprint/" rel="nofollow" target="_blank">Design Sprint</a> By Google Ventures </p><p><a href="https://reid.medium.com/how-to-scale-a-magical-experience-4-lessons-from-airbnbs-brian-chesky-eca0a182f3e3" rel="nofollow" target="_blank">11 Star Experience</a> By Airbnb </p><p><a href="https://blog.crisp.se/2016/01/25/henrikkniberg/making-sense-of-mvp" rel="nofollow" target="_blank">Spotify MVP </a>By Henrik Kniberg </p><p><a href="https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth#" rel="nofollow" target="_blank">Three Horizons</a> By McKinsey & Company </p><p><a href="https://blog.estimote.com/post/119525082855/user-stories-on-steroids-how-estimote-uses-blog" rel="nofollow" target="_blank">Blog Post Driven Development</a> By Estimote </p><p><a href="https://medium.com/qlue/4-d-product-management-framework-736217da9d53" rel="nofollow" target="_blank">4D Framework</a> By Febryanto Chang </p><p><a href="https://melissaperri.com/blog/2016/07/14/what-is-good-product-strategy" rel="nofollow" target="_blank">Product Strategy Canvas</a> By Melissa Perri </p><p><a href="https://www.intercom.com/blog/rice-simple-prioritization-for-product-managers/" rel="nofollow" target="_blank">Rice Prioritization</a> By Intercom </p><p><a href="https://review.firstround.com/how-superhuman-built-an-engine-to-find-product-market-fit" rel="nofollow" target="_blank">Product Market Fit</a> By Rahul Vohra </p><p><a href="https://www.romanpichler.com/blog/the-product-vision-board/" rel="nofollow" target="_blank">Product Vision Board</a> By Roman Pichler </p><p><a href="https://sarahtavel.medium.com/the-hierarchy-of-engagement-expanded-648329d60804" rel="nofollow" target="_blank">Hierarchy of Engagement</a> By Sarah Tavel </p><p><a href="https://blog.crisp.se/2016/06/08/henrikkniberg/spotify-rhythm" rel="nofollow" target="_blank">DIBB</a> By Spotify </p><p><a href="https://www.intercom.com/blog/666-product-roadmap/" rel="nofollow" target="_blank">666 Roadmap</a> By Paul Adams </p><p><a href="https://zapier.com/blog/support-driven-development/" rel="nofollow" target="_blank">Support Driven Development</a> By Kevin Hale </p><p><a href="https://productcoalition.com/product-alignment-approach-an-intro-to-how-we-do-product-at-miro-f19c7f3f23e2" rel="nofollow" target="_blank">Product Alignment Doc</a> By Miro </p>Shruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-8554988254768382092016-07-19T09:30:00.000-07:002016-07-19T09:30:07.323-07:00High Five!<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="line-height: 14.72px;"><span style="font-family: arial, helvetica, sans-serif;">Oh my God!! I can’t believe it, I spent 5 years? Yesterday I completed my 5 years at JSPL, Raigarh. It seems it is the yesterday’s incident, when I joined as Management Trainee in 2011. Time flies so fast very correctly said by someone, now I’m realizing it.</span></span></div>
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<span style="line-height: 14.72px;"><span style="font-family: arial, helvetica, sans-serif;">During my tenure, I got exposed to Zero based Budgeting, Employee engagement activities, Succession planning framework, assessing behavioral competency of employees via Development Centres, Talent Development, Compensation & Benefits, HRIS & Monthly Information system. For my better grooming and development, in <span class="aBn" data-term="goog_10594247" style="border-bottom-color: rgb(204, 204, 204); border-bottom-style: dashed; border-bottom-width: 1px; position: relative; top: -2px; z-index: 0;" tabindex="0"><span class="aQJ" style="position: relative; top: 2px; z-index: -1;">May 15</span></span> I have been internally rotated to Talent Development vertical of HR. In this vertical, I got an opportunity to look after training of employees along with orientation/ induction of new joinees for familiarization with JSPL, organizing summer internship for college students and facilitating plant visit for nearby colleges.</span></span></div>
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<span style="line-height: 14.72px;"><span style="font-family: arial, helvetica, sans-serif;">Prior to Talent Development, I thought now I would get some time for myself but I was wrong. Facilitation and coordination of training for employees is more hectic than my previous job profile. In PMS & OD, I was toggling between sheets in excel and playing with smart arts , charts in ppt. but now I am busy in drafting various notification for n nos. of trainings.</span></span></div>
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<span style="font-family: arial, helvetica, sans-serif;">Recently JSPL has initiated a game-changing Process Based Organization study which would lead to improved process efficiencies, greater customer-centricity and optimal utilization of resources to create a Process Based Organisation (PBO). This is a holistic approach which provides for the well-being of the organisation as well as that of the individual. This makes employees fungible by becoming multi-skilled with multi-functional expertise to widen their horizons of competencies and advancement of their career growth. It is the concept where organization structure will be based on Process instead of Functions. In this process, one HPPT (High Performance process team) will be responsible for every activities in shift, be it operations, mechanical or electrical maintenance. In this concept, Electrical members will learn Mechanical and then Operations in a HPPT. Mechanical members will learn Operations and then Electrical in a HPPT. Operators will learn Mechanical and then Electrical in a HPPT. In a nutshell, it is all about learning three distinct functions. It is mandatory to learn three skills & gradually functions for every employee. Initially it was difficult for all of us to adopt this new change but gradually we successfully adapted.</span></div>
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<span style="font-family: arial, helvetica, sans-serif;">In this vertical, i.e Talent Development I learnt how to identify training needs of employees, content designing, trainer identification, venue, menu arrangement and finally preparation of Training Calendar. Although I did the same work during my internship at JUSCO (subsidiary of TATA) when I was in my masters.</span></div>
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<span style="font-family: arial, helvetica, sans-serif;">I am writing after 2 years, nothing much has changed. I am still the same girl as 2014. Not even changed my hairstyle. A little more confident, tactful result oriented than before. I tried to be manipulative and fake but literally I failed. I bought my 1<sup>st</sup> smart phone in <span class="aBn" data-term="goog_10594248" style="border-bottom-color: rgb(204, 204, 204); border-bottom-style: dashed; border-bottom-width: 1px; position: relative; top: -2px; z-index: 0;" tabindex="0"><span class="aQJ" style="position: relative; top: 2px; z-index: -1;">Dec14</span></span>so bit more tech savvy and learnt to use many more apps like whatsApp, online shopping through apps, reading articles on phone. I person there is not much change but organization wise I got new RO / Boss due to my internal switching along with new Reviewer/ HOD due to his job rotation. It was quite challenging to handle 2 new bosses however it is good to work with different mindset of people. Prior to all these changes, I got new boss in end Dec 14when I was associated with PMS. That period from <span class="aBn" data-term="goog_10594249" style="border-bottom-color: rgb(204, 204, 204); border-bottom-style: dashed; border-bottom-width: 1px; position: relative; top: -2px; z-index: 0;" tabindex="0"><span class="aQJ" style="position: relative; top: 2px; z-index: -1;">Dec 14</span></span> to <span class="aBn" data-term="goog_10594250" style="border-bottom-color: rgb(204, 204, 204); border-bottom-style: dashed; border-bottom-width: 1px; position: relative; top: -2px; z-index: 0;" tabindex="0"><span class="aQJ" style="position: relative; top: 2px; z-index: -1;">April 15</span></span> was an eye opening period for me. I never thought of such situation will ever happen in my life but unfortunately it happened. No issues, I believe in “jo hi hota hai, wo acche ke liye hota hai.”</span></div>
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<span style="font-family: arial, helvetica, sans-serif;">In my last post, I wrote will focus on work life balance and I am happy that I did this well (visited home 7 times in last 2 yrs as compared to 3 in 3 yrs. Plus went on vacation to Raipur, Bilaspur and Puri with colleagues. Also attended 1 colleague’s wedding.)</span></div>
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<span style="font-family: arial, helvetica, sans-serif;">Let’s see when I would get next occasion to post my new experiences!!</span></div>
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<span style="background-image: initial; background-repeat: initial; color: black; line-height: 14.72px;"><span style="font-family: arial, helvetica, sans-serif;">Yee-haw</span></span><span style="line-height: 14.72px;"><span style="font-family: arial, helvetica, sans-serif;">!! Now I eligible for Gratuity!!</span></span></div>
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Shruti Vandanahttp://www.blogger.com/profile/06621484593779331883noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-6413352612892404492014-07-23T02:35:00.002-07:002014-07-23T02:35:56.267-07:00Wonderful three years at JSPL, Raigarh<div dir="ltr" style="text-align: left;" trbidi="on">
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On 18th July 2014, I have completed my golden 3 years @ JSPL, Raigarh!</div>
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We can’t have the beauty & miracle of new life without going through the hardship; this is my feeling after 3 yrs of my professional life. When I had joined this organization lots of questions came to my mind, and I wondered once how and what to do under this totally new situation. But gradually I understood what to do. I began to feel much more clarity regarding the things that I need to do and how to do them. There are people who tried to screw me badly. There were times that nibble at and destroy the positive moments of life! At the end of the day all I need to have hopes & strengths. Hope that it will get better and strengths to hold on until it do. I thought to quit but with my patience & perseverance I coped up. I have made blunders, to rectify past blunders is impossible, but might profit by the experience of them. It was a good learning experience with heaps of ups & downs. From the experience of the past I derived instructive lessons for the future. I learnt great things by little experiences.</div>
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Here I got respect from people, got all the facilities that I had never thought of! I have been provided with well furnished flat which made me feel at home, good roommates, good food, spa to relax, swimming pool to rejuvenate my energies, gym to keep myself fit, auditorium to watch new movies and shopping complex to buy my daily needs etc. Whenever people greet me anywhere whether at work or on road, a smile appears on my face making me feel proud and let me think how my life transitioned from a juvenile college going girl to a working woman. Now I realized I am getting more and more mature. Earlier decisions were taken on my behalf but now I am taking my own decisions, people are consulting me, taking opinions. Nothing teaches us better than our own experiences, very aptly said by someone. During my early days, it was difficult for me to adjust but slowly I changed myself & tried to blend with surroundings. There was a time I used to keep every work on urgent but now I learnt to differentiate between urgent & important, to prioritize things. Every now and then I believe that work will go in vain if I don’t care but there is nothing like that time moves with its own pace. This may sound retrograde, but I think it rings so true!</div>
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Everything was on priority except my life; I neglected my personal life, I need to negotiate better work life balance. According to me, work - life balance is about being focused and dedicated in everything we do. It is also about enjoying the varied experiences that life has to offer. My purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience. I feel more light-hearted and relaxed, I also feel a greater sense of confidence and determination with the things that I'm doing. It has been a gradual, but wonderful change from the heart. </div>
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Since I have been associated with Performance Management & Organization Development section so I have learnt lots of new things related to the subject. My work profile includes Budget tracking v/s approved budget, provisioning, HRIS, ensuring effective Performance Management, Strengthening Rewards & Recognition Initiatives, assuring Employee Engagement, Talent Acquisition & Deployment, Liaise with institutes for admission of employees under Sabbaticals, taking care of employees’ well being by facilitating Executive Health Checkup, Branding HR by participating in various awards, publishing articles, magazines Yatra – an odyssey of Success capturing employees’ proud moments etc.</div>
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Sometimes I think that whatever I am doing is of no importance but then suddenly an appreciation from my boss gave an impression that we are often being watched even when we don't realize it. Seniors appreciated me for working to the best of my ability. I am happy that I have been rewarded as Executive of the Month in December 2013.</div>
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The last thing that I would like to share is regarding the importance of always conducting ourselves in a righteous manner in every environment; never blame anyone in life, focus less on what is outside and search for happiness within. I applied my mantra of treating others as I like to be treated by others. </div>
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I'm really glad I had the opportunity to share my experiences. All these moments will be cherished by me lifelong as worth remembrance!</div>
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Shrutihttp://www.blogger.com/profile/01152657796815696881noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-9160232208303369182012-09-03T21:32:00.000-07:002014-07-23T02:39:04.851-07:00This is called: “Self Appraisal”<div dir="ltr" style="text-align: left;" trbidi="on">
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<img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjb_g2AChHZL5yzwOxHGLDAlrHZ4G_bKyJh7-UTy6uxdlkVZawlVBPZPkng3RC5IQVMLYSKYcXK46viHIFhufoUvQmtlW_zUtDhVPqbDKzTD5Q3qkKTbEAQrA-ewoh08FydAP23lRCyCu8N/s200/self-appraisal.jpg" width="157" /></div>
<span style="color: #333333; font-family: 'Segoe UI', Calibri, 'Myriad Pro', Myriad, 'Trebuchet MS', Helvetica, Arial, sans-serif; font-size: 13px; line-height: 19px; text-align: justify;">A little boy went to a telephone Booth, which was at the cash counter of a store, and dialled a number. The store-owner observed and listened to the Conversation:</span><br />
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Boy: “Lady.. Can you give me the job of cutting your lawn??”<br />
Woman [At the Other end of the Phone line]: “I already have someone to cut my lawn..!!”<br />
Boy: “Lady, I will cut your lawn for half the price than the person who cuts your lawn now..”<br />
Woman: “I’m very satisfied with the person who is presently cutting my lawn..”<br />
Boy: (with more perseverance): “Lady, I’ll even sweep the floor and the stairs of your house for free..!!”<br />
Woman: “No, thank you..” <img alt=":(" class="wp-smiley lazy" src="http://aglasem.com/theurge/wp-includes/images/smilies/icon_sad.gif" style="border: 0px; display: inline; vertical-align: -15%;" /> [With a smile on his face, the little boy replaced the receiver..]</div>
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The store-owner, who was listening to all this.. walked over to the boy.<br />
Store Owner: “Son…, I like your attitude; I like that positive spirit and would like to offer you a Job..” <img alt=":)" class="wp-smiley lazy" src="http://aglasem.com/theurge/wp-includes/images/smilies/icon_smile.gif" style="border: 0px; display: inline; vertical-align: -15%;" /></div>
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Boy: “No thanks..” :O<br />
Store Owner: “But U were really pleading for one..!”<br />
Boy: “No Sir, I was just checking my performance at the job I already have. I am the one who is working for that Lady I was talking to..!!” =)</div>
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This is called: “Self Appraisal..”</div>
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<span style="font-size: xx-small;">Courtesy: Anwesha, <span style="background-color: white;">The Urge Blog</span></span></div>
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Shruti Vandanahttp://www.blogger.com/profile/06621484593779331883noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-54520232234059281152012-09-02T22:31:00.006-07:002021-05-11T01:35:42.520-07:00Personnel Management or Human Resource Management - Definition<div dir="ltr" style="text-align: left;" trbidi="on">
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Modern organisational setting is characterized by constant change relating to the environmental forces and human resources. Environmental factors are related to economic, political and social patterns in which organisations exist. Human resource factors includes include changes in affecting employment relationship. Management of human resources is known as human resource management or personnel management, it is a part of management process. Personnel management is concerned with human problems of an organization so that individuals can make their maximum contribution to accomplishment of common goals and at the same time attain social satisfaction.</div>
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<i>"Personnel function is concerned with the procurement, development, compensation, integration and maintenance of an organisation toward the accomplishment of the organisation's major goals and policies." </i></div>
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- E. P. Flippo</div>
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<i>"Personnel management is that phase of management which deals with the effective control and use of manpower as distinguished from other sources of power."</i></div>
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- Dale Yoder</div>
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<i>"Personnel management is the recruitment- selection, development, utilization of accommodation to human resources by organisations. The human resources of an organisation consist of all individuals regardless of their role, who is engaged in any of the organizations activities."</i></div>
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- French Definition</div>
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<i>"Personnel management is that part of management function which is primarily concerned with human relationship in an organisation, its objective is the maintenance of those relationships which enable all those engaged in the undertaking to make their maximum contribution to the effective working of that undertaking."</i></div>
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- Indian Institute of Management, Calcutta</div>
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<i>"Personnel management is the art of acquiring, developing and maintaining a competent work force in such a manner as to accomplish with maximum efficiency and economy the functions and objective of the organisation."</i></div>
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- Society of Personnel Administration of America</div>
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<i>"Personnel management is that aspect of having as its goal the effective utilization of the labour resources of an organisation."</i></div>
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- Paul G. Hastings</div>
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<i>"Personnel management is a part of the management process which is primarily concerned with human constituents of the organisations."</i></div>
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- Oliver Sheldon</div>
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<i>"Personnel administration is a method of developing the potentialities of employees so that they get maximum satisfaction out of their work and give their best efforts to the organisation."</i></div>
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- P. Pigours & Charles A. Myers</div>
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From the definitions it can be inferred that human resource management is that practical branch of management which is related to procurement of human resource, training, and developing them , organising and coordinating them and developing the cordial human relation in the organisation.</div>
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Shruti Vandanahttp://www.blogger.com/profile/06621484593779331883noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-67799084956357561862011-08-12T20:11:00.001-07:002021-05-11T01:35:35.974-07:00Yesterday Vs TodayWhat worked yesterday, won't work today.
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<br />1. Yesterday - natural resources defined power
<br /> Today - knowledge is power
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<br />2. Yesterday - Hierarchy was the model
<br /> Today- synergy is the mandate
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<br />3. Yesterday - leaders commanded and controlled
<br /> Today - leaders empower and coach
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<br />4. Yesterday - shareholders came first
<br /> Today - customers come first
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<br />5. Yesterday - employees took order
<br /> Today - teams make decision
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<br />6. Yesterday - seniority signified status
<br /> Today - creativity drive status
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<br />7. Yesterday - production determined availability
<br /> Today - Competitiveness is the key
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<br />8. Yesterday - value was extra
<br /> Today - value is everything
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<br />9. Yesterday - everyone was a competitor
<br /> Today - everyone is a customer
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<br />10. Yesterday - profits were earned through expediency
<br /> Today - Work with integrity and succeed with integrity.
<br />Kumar Prafullhttp://www.blogger.com/profile/00599090090680221619noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-56508382186217727362011-08-11T23:55:00.001-07:002021-05-11T01:34:29.688-07:00Shruti @ JSPL<div style="text-align: justify;">Last month (on 18th) I joined JSPL as a management trainee in HR department. My posting is in Raigarh. This is my first job so obviously I am excited.</div><div><div style="text-align: justify;">
<br /></div><div style="text-align: justify;">Raigarh is a small but beautiful town of Chhattishgarh blessed with natural resources and rich cultural heritage. It is around 800 kms away from my home city Patna. The town is not much developed but one can find anything of need here in local market. JSPL is situated at nine kilometers from the railway station and nearest airport is in Raipur (at a distance of 5 hrs by train). They have allotted me an apartment of 2BHK shared by four girls; here mess facility is also available for us. Hostel/Apartment is inside JSPL campus and very close to HRD building.</div><div style="text-align: justify;">
<br /></div><div style="text-align: justify;">I joined here along with 8 other MTs among them three were HR-MT. I have undergone an induction program of 15 days and then placed with performance and appraisal management team for my probation period. However after a training of 3 months or something I would like to work with training and development division as it is my area of interest and I am already familiar with it because of my OJT. Well during my probation of one year will undergo training in three divisions of HRD viz. Performance, Recruitment, and Training.</div></div><div style="text-align: justify;">
<br /></div><div style="text-align: justify;">After reaching Raigarh I was almost out of the network of internet as I don't had any connectivity modem and in office internet is accessible for one hour in morning and one in evening only.</div><div style="text-align: justify;">
<br /></div><div style="text-align: justify;">As far as office people are concern I guess, I had spent very less time so can not say anything with surety but can feel odds and goods. Office environment is not much different form JUSCO and you can call it healthy.</div><div style="text-align: justify;">
<br /></div><div style="text-align: justify;">P.S.: I have received my first salary. ;)</div>Kumar Prafullhttp://www.blogger.com/profile/00599090090680221619noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-67608854240021363012011-04-23T11:43:00.000-07:002021-05-11T01:34:37.245-07:00Mission Campus Placement @ KSOM >> Status: Successfully Completed<div align="justify">The nominations for KSOM Placement Award are Pantaloon, Central bank, BOB, Adani, OCL, Ramky, Mahindra Finance and Jindal Steel and Power. I don't know who will win the race but my vote is with JSPL with a thank u note. Today is a big day for me as i got selected for HR Trainee position in JSPL and finally got a long awaited stress free time to update my blog.<br /></div><div align="justify"><br /></div><div align="justify">In terms of numbers, this placement from KSOM has shown a brilliant rise with respect to previous year. Out of 240 students around 220 has already been placed , and still around 5-10 companies are in queue. It was not easy for us (HR students) unlike many, everyone was afraid as more than 150 students were left unplaced last year, and very few HR companies knocked our gate. Surprisingly, of many companies offered an average salary of 3.5L and average number of selected students per company was less than 5.<br /><br />In spite of having HR as major area of concentration, most of placement I appeared were for marketing /sales job profile, I never wanted to be a marketer but an HR. And by the grace of god today I got selected for what I always wanted in an unexpected campus visit by JSPL with one of the best job offers of this season. It gave me another reason to smile.<br />Sad part is in a fortnight our college life will end and new life will begin, (thanks for your wishes) the two years I spent here in KSOM is among most memorable days of my life because of many reasons.</div>Shruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-23778888311515126292010-12-22T10:52:00.001-08:002021-05-11T01:34:45.230-07:00Third Semester at KSOM<span xmlns=""><p style="text-align: justify">Tomorrow on 23<sup>rd</sup> Dec, my third semester exams will begin; the semester was quite hectic, brainstorming 8 AM to 9 PM classes, multiple deadlines, placement dilemma, group presentations, role plays, quizzes, mentor-mentee meetings, special sessions, corporate talks, guest lectures... well list is almost endless. It was a horrible (learning) experience for me. Worse thing is, many of my friends have been placed already and I am still in queue, well one more semester is ahead let me hope for the best. First year was all about fundamental knowledge of management, this year we started work on building our competencies more visible. My specialisation is HR and Marketing (major and minor respectively), after going through this semester I feel equally competent in T&D and Labour Laws. As my work domain of OJT (on job training) was T&D so feeling little more comfortable with T&D issues and cases.<br /></p><p style="text-align: justify">FUN ALMOST NILL: To spend durga puja vacations reached home; first time I took a journey from college to home to college with friends only (no family members) yippee now I am a big girl in my dad's eye. Here in Bhubaneswar I visited Nandan Kanan and two nearby temples only in past half year. My own and my friend's birthdays were just ok. Diwali celebration with(out) diya-crackers in hostel and campus with very few friends. I won't ever wish for such unforgettable diwali in my wildest dream.<br /></p><p>And the best teacher's award goes to "Prof. Sasmit Patra (T&D)"<br /></p><p>Best friend's award goes to "Soumita Ghosh"<br /></p><p>Best enemy's award goes to "Prof. P. Dhal (SDM)"<br /></p><p>Best horror show was "Pantaloon placement"<br /></p><p><br /> </p><p><strong>What I did in last six months:<br /></strong>OJT Presentation<br /></p><ul><li>Training and Development at JUSCO - 2010<br /></li></ul><p>Regular Class<br /></p><ul><li>Strategy Formulation Management [Core]<br /></li><li>Negotiation Skills [Core]<br /></li><li>Legal Aspects of Business [Core]<br /></li><li>Business Ethics and Corporate Social Responsibilities [Core]<br /></li><li>Sales and Distribution Management [Marketing]<br /></li><li>Product and Brand Management [Marketing]<br /></li><li>Labour Law [HR]<br /></li><li>Training and Development [HR]<br /></li></ul><p>Placement Training<br /></p><ul><li>English Language<br /></li><li>Business Communication<br /></li><li>Quantitative Aptitude<br /></li><li>General Knowledge<br /></li><li>General Awareness<br /></li><li>Group Discussions<br /></li><li>Personal Interviews<br /></li></ul><p>Presentations<br /></p><ul><li><div>SFM : 4 Presentations<br /></div><ul><li>Internal Analysis<br /></li><li>External Analysis<br /></li><li>Competitive Advantage<br /></li><li>Strategic Position<br /></li></ul></li><li>NS : 1 Presentation<br /></li><li><div>SDM : 1 Presentation<br /></div><ul><li>Distribution System of Modern Bakery<br /></li></ul></li><li><div>BECSR : 2 Presentation<br /></div><ul><li>TATA- Code of Ethics<br /></li><li>UN Millennium Development Goal<br /></li></ul></li><li><div>PBM : 1 Presentation<br /></div><ul><li>Amul- Brand Survey<br /></li></ul></li><li>LL : 1 Presentation<br /></li><li><div>T & D : 1 Presentation<br /></div><ul><li>Comparative study of T&D models of BHEL, IOCL, EXCIDE, and JUSCO<br /></li></ul></li></ul><p>Countless Case Studies<br /></p><p><br /> </p><p><strong>Complains:<br /></strong></p><ul><li>Canteen menu<br /></li><li>Last minute changes (and last second email notices)<br /></li><li>Strategy of placement department for major-minor<br /></li></ul><p><strong>Thanks Giving:<br /></strong></p><p>Thank you my teachers for all good marks you gave me, cook @ canteen for serving good food occasionally, pani-poori wala (outside university gate) for saving me from the evergreen canteen brunch "bada", placement Dept. (especially Swetarupa Pattnaik) for last minute notices and incomplete JDs, and the last but not the least "my friends @KSOM".</p></span>Kumar Prafullhttp://www.blogger.com/profile/00599090090680221619noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-58566691982601165112010-08-11T22:53:00.000-07:002021-05-11T01:34:56.675-07:00HRM Analysis<div align="justify"><strong>Introduction</strong><br /><br />The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources.<br /><br />With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organization’s big picture and be able to influence key decisions and policies. In general, the focus of today’s HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organization’s members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity.<br /><br />This paper will highlight on how a HR manager can meet the challenges of workplace diversity, how to motivate employees through gain-sharing and executive information system through proper planning, organizing, leading and controlling their human resources.<br /><br /><strong>Workplace Diversity </strong><br /><br />According to Thomas (1992), dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience.<br /><br />The Challenges of Workplace Diversity<br /><br />The future success of any organizations relies on the ability to manage a diverse body of talent that can bring innovative ideas, perspectives and views to their work. The challenge and problems faced of workplace diversity can be turned into a strategic organizational asset if an organization is able to capitalize on this melting pot of diverse talents. With the mixture of talents of diverse cultural backgrounds, genders, ages and lifestyles, an organization can respond to business opportunities more rapidly and creatively, especially in the global arena (Cox, 1993), which must be one of the important organisational goals to be attained. More importantly, if the organizational environment does not support diversity broadly, one risks losing talent to competitors.<br /><br />This is especially true for multinational companies (MNCs) who have operations on a global scale and employ people of different countries, ethical and cultural backgrounds. Thus, a HR manager needs to be mindful and may employ a ‘Think Global, Act Local’ approach in most circumstances. The challenge of workplace diversity is also prevalent amongst Singapore’s Small and Medium Enterprises (SMEs). With a population of only four million people and the nation’s strive towards high technology and knowledge-based economy; foreign talents are lured to share their expertise in these areas. Thus, many local HR managers have to undergo cultural-based Human Resource Management training to further their abilities to motivate a group of professional that are highly qualified but culturally diverse. Furthermore, the HR professional must assure the local professionals that these foreign talents are not a threat to their career advancement (Toh, 1993). In many ways, the effectiveness of workplace diversity management is dependent on the skilful balancing act of the HR manager.<br /><br />One of the main reasons for ineffective workplace diversity management is the predisposition to pigeonhole employees, placing them in a different silo based on their diversity profile (Thomas, 1992). In the real world, diversity cannot be easily categorized and those organizations that respond to human complexity by leveraging the talents of a broad workforce will be the most effective in growing their businesses and their customer base.<br /><br /><strong>The Management of Workplace Diversity </strong><br /><br />In order to effectively manage workplace diversity, Cox (1993) suggests that a HR Manager needs to change from an ethnocentric view ("our way is the best way") to a culturally relative perspective ("let's take the best of a variety of ways"). This shift in philosophy has to be ingrained in the managerial framework of the HR Manager in his/her planning, organizing, leading and controlling of organizational resources.<br /><br />As suggested by Thomas (1992) and Cox (1993), there are several best practices that a HR manager can adopt in ensuring effective management of workplace diversity in order to attain organizational goals. They are:<br /><br /><strong>Planning a Mentoring Program- </strong><br /><br />One of the best ways to handle workplace diversity issues is through initiating a Diversity Mentoring Program. This could entail involving different departmental managers in a mentoring program to coach and provide feedback to employees who are different from them. In order for the program to run successfully, it is wise to provide practical training for these managers or seek help from consultants and experts in this field. Usually, such a program will encourage organization’s members to air their opinions and learn how to resolve conflicts due to their diversity. More importantly, the purpose of a Diversity Mentoring Program seeks to encourage members to move beyond their own cultural frame of reference to recognize and take full advantage of the productivity potential inherent in a diverse population.<br /><br /><strong>Organizing Talents Strategically-</strong><br /><br />Many companies are now realizing the advantages of a diverse workplace. As more and more companies are going global in their market expansions either physically or virtually (for example, E-commerce-related companies), there is a necessity to employ diverse talents to understand the various niches of the market. For example, when China was opening up its markets and exporting their products globally in the late 1980s, the Chinese companies (such as China’s electronic giants such as Haier) were seeking the marketing expertise of Singaporeans. This is because Singapore’s marketing talents were able to understand the local China markets relatively well (almost 75% of Singaporeans are of Chinese descent) and as well as being attuned to the markets in the West due to Singapore’s open economic policies and English language abilities. (Toh, R, 1993)<br /><br />With this trend in place, a HR Manager must be able to organize the pool of diverse talents strategically for the organization. He/She must consider how a diverse workforce can enable the company to attain new markets and other organizational goals in order to harness the full potential of workplace diversity.<br /><br />An organization that sees the existence of a diverse workforce as an organizational asset rather than a liability would indirectly help the organization to positively take in its stride some of the less positive aspects of workforce diversity.<br /><br /><strong>Leading the Talk-</strong><br /><br />A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational levels. Otherwise, some employees will quickly conclude that there is no future for them in the company. As the HR Manager, it is pertinent to show respect for diversity issues and promote clear and positive responses to them. He/She must also show a high level of commitment and be able to resolve issues of workplace diversity in an ethical and responsible manner.<br /><br /><strong>Control and Measure Results- </strong><br /><br />A HR Manager must conduct regular organizational assessments on issues like pay, benefits, work environment, management and promotional opportunities to assess the progress over the long term. There is also a need to develop appropriate measuring tools to measure the impact of diversity initiatives at the organization through organization-wide feedback surveys and other methods. Without proper control and evaluation, some of these diversity initiatives may just fizzle out, without resolving any real problems that may surface due to workplace diversity.<br /><br /><strong>Motivational Approaches</strong><br /><br />Workplace motivation can be defined as the influence that makes us do things to achieve organizational goals: this is a result of our individual needs being satisfied (or met) so that we are motivated to complete organizational tasks effectively. As these needs vary from person to person, an organization must be able to utilize different motivational tools to encourage their employees to put in the required effort and increase productivity for the company.<br /><br />Why do we need motivated employees? The answer is survival (Smith, 1994). In our changing workplace and competitive market environments, motivated employees and their contributions are the necessary currency for an organization’s survival and success. Motivational factors in an organizational context include working environment, job characteristics, appropriate organizational reward system and so on.<br /><br />The development of an appropriate organizational reward system is probably one of the strongest motivational factors. This can influence both job satisfaction and employee motivation. The reward system affects job satisfaction by making the employee more comfortable and contented as a result of the rewards received. The reward system influences motivation primarily through the perceived value of the rewards and their contingency on performance (Hickins, 1998).<br /><br />To be effective, an organizational reward system should be based on sound understanding of the motivation of people at work. In this paper, I will be touching on the one of the more popular methods of reward systems, gain-sharing.<br /><br /><strong>Gain-sharing: </strong><br /><br />Gain-sharing programs generally refer to incentive plans that involve employees in a common effort to improve organizational performance, and are based on the concept that the resulting incremental economic gains are shared among employees and the company.<br /><br />In most cases, workers voluntarily participate in management to accept responsibility for major reforms. This type of pay is based on factors directly under a worker’s control (i.e., productivity or costs). Gains are measured and distributions are made frequently through a predetermined formula. Because this pay is only implemented when gains are achieved, gain-sharing plans do not adversely affect company costs (Paulsen, 1991).<br /><br /><strong>Managing Gain-sharing </strong><br /><br />In order for a gain-sharing program that meets the minimum requirements for success to be in place, Paulsen (1991) and Boyett (1988) have suggested a few pointers in the effective management of a gain-sharing program. They are as follows:<br /><br />A HR manager must ensure that the people who will be participating in the plan are influencing the performance measured by the gain-sharing formula in a significant way by changes in their day-to-day behavior. The main idea of the gain sharing is to motivate members to increase productivity through their behavioral changes and working attitudes. If the increase in the performance measurement was due to external factors, then it would have defeated the purpose of having a gain-sharing program.<br /><br />An effective manager must ensure that the gain-sharing targets are challenging but legitimate and attainable. In addition, the targets should be specific and challenging but reasonable and justifiable given the historical performance, the business strategy and the competitive environment. If the gain-sharing participants perceive the target as an impossibility and are not motivated at all, the whole program will be a disaster.<br /><br />A manager must provide useful feedback as a guidance to the gain-sharing participants concerning how they need to change their behavior(s) to realize gain-sharing payouts The feedback should be frequent, objective and clearly based on the members’ performance in relation to the gain-sharing target.<br /><br />A manager must have an effective mechanism in place to allow gain-sharing participants to initiate changes in work procedures and methods and/or requesting new or additional resources such as new technology to improve performance and realize gains. Though a manager must have a tight control of company’s resources, reasonable and justifiable requests for additional resources and/or changes in work methods from gain-sharing participants should be considered.<br /><br /><strong>Executive Information Systems </strong><br /><br />Executive Information System (EIS) is the most common term used for the unified collections of computer hardware and software that track the essential data of a business' daily performance and present it to managers as an aid to their planning and decision-making (Choo, 1991). With an EIS in place, a company can track inventory, sales, and receivables, compare today's data with historical patterns. In addition, an EIS will aid in spotting significant variations from "normal" trends almost as soon as it develops, giving the company the maximum amount of time to make decisions and implement required changes to put your business back on the right track. This would enable EIS to be a useful tool in an organization’s strategic planning, as well as day-to-day management (Laudon, K and Laudon, J, 2003).<br /><br /><strong>Managing EIS</strong><br /><br />As information is the basis of decision-making in an organization, there lies a great need for effective managerial control. A good control system would ensure the communication of the right information at the right time and relayed to the right people to take prompt actions.<br /><br />When managing an Executive Information System, a HR manager must first find out exactly what information decision-makers would like to have available in the field of human resource management, and then to include it in the EIS. This is because having people simply use an EIS that lacks critical information is of no value-add to the organization. In addition, the manager must ensure that the use of information technology has to be brought into alignment with strategic business goals (Laudon, K and Laudon, J, 2003).<br /><br /><strong>Conclusion</strong><br /><br />The role of the HR manager must parallel the needs of the changing organization. Successful organizations are becoming more adaptable, resilient, quick to change directions, and customer-centered. Within this environment, the HR professional must learn how to manage effectively through planning, organizing, leading and controlling the human resource and be knowledgeable of emerging trends in training and employee development.<br /></div>Kumar Prafullhttp://www.blogger.com/profile/00599090090680221619noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-59811540215427716892010-04-13T00:19:00.001-07:002021-05-11T01:35:03.976-07:00Optimum Use of ResourcesFollowing are some suggestions for optimising the use of resources in the development of education:<br /><br />¤ Sharing of resources among academic institutions to encourage research.<br /><br />¤ Create a consortium of all academic institutions and provide electronic access to libraries.<br /><br />¤ Share the lab infrastructure and resources for joint research.<br /><br />¤ Share best practices on delivery, governance and administration.<br /><br />¤ Promote larger classroom and smaller tutorial groups (these can be introduced through internet) helping and addressing large class sizes.<br /><br />¤ There should be a separate mechanism for monitoring PPP in place, perhaps through an independent cell.<br /><br />¤ Fundamental changes are needed in the education system across K-12 and university level education.<br /><br />¤ Define quality of schools to ensure that schools are not rated on results alone. School leadership, teacher empowerment and parent participation should be part of quality assessment.<br /><br />¤ Need to understand applications along with concept at school education level.<br /><br />¤ Create awareness for giving importance to vocational training. <br /><br />¤ Integrate technology and pedagogy to enhance quality and reach of education.<br /><br />¤ Encourage life-long learners - suggestion to consider on-the-job PhDs based on work credit recognition and entrepreneurship.<br /><br />¤ Build education cluster which offer research and development, collaboration between industry and educational institutions. Industry should have a wider perspective where it should help in honing the skills of students and not merely look at their own requirement.<br /><br />¤ Look at global good practice where optimum utilisation of resources is practiced. For example, in Germany, there are seven technical universities each having about 20,000-30,000 students. The number is several times more than Indian universities. We need more students and fewer factulties by using advanced technology. <br /><br />¤ Contest libraries to accomodate electronic mode of publications. A consortium of universities will be cost effective and increase the resource base.<br /><br />¤ Evaluate teachers to attract the best talent and their continued professional development. Recognition and remuneration should be done by evaluating the way they teach. At times they become stagnant in their learning. External assessment will raise the bar on quality.<br /><br />By Shruti VandanaShruti Vandanahttp://www.blogger.com/profile/10129808618887438086noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-57106610021655311742010-04-07T22:18:00.001-07:002010-04-07T22:18:50.585-07:00Advantage IndiaThanks to its adaptability, such as language, IT is to be an intrinsic participant in India's growth story. For example, multilingual IT solutions can be devised for the agrarian population in rural India.<br />The total broadband subscriber base rose to 6.8 million in July 2009, us by 2.7 per cent. On the other hand, the number of fixed line and mobile connections crossed the 550-million mark with mobile subscriber alone 500 million, giving India a teledensity of 45 per cent.<br />At the same time internet has become the fastest growing medium in the media and entertainment industry, which has seen grown phenomenally in the last decade. <br />According to Indian Telecom Analysis (2008-12), the telecom sector in India will maintain its growth rate in future despite the global economic downturn. The growth will be driven by the expanding mobile subscriber base which has outperformed all other segments of the industry in terms of growth rate. The mobile subscriber base is projected to reach around 800 million users by 2014 and is forecast to grow at more than 15 per cent during 2009-13, propelled by low call rates, increased level of infrastructure and technological advancements.<br />As daily life gets more and more dependent on the speed and efficiency of the web - be it in social networking, business, accessing news and information, writing mails and communication, or even in managing one's finances - the need is for multiple-point accessibility that can be shared and recovered 24/7. Therefore, the need for cloud computing is felt all the more.<br />The speed that world wide web has to be matched with systems that not only match this feature but also allow portability.<br />It would not make much sense to have a desktop installed in a company, without its management having the ability to access its web-ability on the move. Space is at a premium and the need for its right use has never been felt before as in the post-meltdown times.<br />Therefore, notebooks, netbooks, nettops and MIDS are the need of the times, with their ability to converge voice and data for full-fledged computing.Kumar Prafullhttp://www.blogger.com/profile/00599090090680221619noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-6411100796231671572010-02-28T09:47:00.001-08:002010-02-28T10:45:00.865-08:00Challenges to Democracy in IndiaThere should be certain essential conditions for the successful working of the democratic system. What are they? Equality of opportunity, literacy, tolerance and fraternity can be counted as some essentials or core to the idea of a well functioning democratic system. As a practice, democracy is not alien to the collective consciousness of India. Various practices of a republic form of government can be located in the histories of Janpadas and Mahajanpadas. Arthashastra and Dharmashastra strongly argue for democratic values as core of Indian ways of living. Ashoka and Akbar paved the way for syncretic politics, the very soul of Indian Demarcay, making it central to their state policies. Later, struggle for independence gave a new lease of life to the aspirations of people in India for a egalitarian society. India's democratic set up, which is constituted by the Constitutions, Parliament, and the Judiciary, provides strong pillars for absorbing any socio, economic and political shocks. Having multicultural society, democracy in India has to face various challenges of accommodating the divergent offer and voices of the people.<br /><br /><strong>India after Independence</strong><br />With adoptation of Constitution on 26th of Nov 1946 and its enactment on 26 Jan 1950, a new republic came into existance. The Indian constitution provides an enabling framework for the government to do certain positive things, to express the aspirations and goals of society. The preamble of the Indian constitution declares in unequivocal terms that are source for all authority under the constitution is the people of India. The picture of a democratic republic which the Preamble envisages is democratic not only from the political but also from the social standpoint; in other words, it envisages not only a democratic form of government but also a democratic society, infused with the spirit of 'justice, liberty, equality and fraternity'.<br />Laden with the expectations of more than 300 million people India put forward various small but confident steps in its initial years of independence to ensure an egalitarian society. The ago was to ensure a hunger free and literate India in a decade or so. Abolition of zamindari, new education policies and reorganization of provinces were few such steps. Various positive discriminations were introduced to ensure the interests of marginalized sections, women and children.<br /><br /><strong>Challenges to Democracy</strong><br />The survival of Indian democracy for well over half a century deprives the country's diversities, is in many ways a remarkable achievement. However, no one can deny that the country's contemporary socio-economic and political problems are complex. There are a number of serious challenges that need to be met in the years ahead.<br />¤ Divisive tendencies<br />¤ Extremism<br />¤ Unemployment<br />¤ Regionalism<br />¤ Illiteracy<br />¤ Corruption & neptoism<br /><br /><strong>What Can be Done ?</strong><br />The waxing gap between the rich and poor must be bridged. There must be equitable distribution of the rich resources of our country. Pockets of social turmoil due to caste and religious differences, exploitation and oppression of the rooms and marginalized, must be stamped out. Our girl children should feel priviledged and our women secure. Population figures can only be controlled through educating and infusing a sense of responsibility in the masses. Our democracy will grow stronger when people minds are emancipated from the shackles of cast and the stranglehold of religious fundamentalism; when we maintain a political atmosphere of unity and tranquility; when we uphold the high ideas of socialism and secularism; and when our individual responsibilities to the nation take precedence over our demand for fundamental rights.Shrutihttp://www.blogger.com/profile/01152657796815696881noreply@blogger.comtag:blogger.com,1999:blog-3775280572784904569.post-56716627112182529342009-12-01T22:21:00.000-08:002009-12-01T22:27:36.731-08:00Finding HappinessI feel finding happiness is like finding yourself. You can't find happiness, you can make happiness, and you can choose happiness.<br /><br />I can remind a famous quote from Hugh Downs “A happy person is not a person in a certain set of circumstances, but rather a certain set of attitudes.” Yeah it completely depends over how you take thing.<br /><br />Our happiness depends on us only; I like to share a story with you it is about an ass, belonging to an herb-seller who gave him too little food and too much work made a petition to god to be released from his present service and provided with another master. God, after warning him that he would repent his request, caused him to be sold to a tile-maker. Shortly afterwards, finding that he had heavier loads to carry and harder work in the brick-field, he petitioned for another change of master. God, telling him that it would be the last time that he could grant his request, ordained that he be sold to a tanner. The Ass found that he had fallen into worse hands, and noting his master's occupation, said, groaning: "It would have been better for me to have been either starved by the one, or to have been overworked by the other of my former masters, than to have been bought by my present owner, who will even after I am dead tan my hide, and make me useful to him." This story tell sometimes we undervalue circumstances and mislay happiness unknowingly so we should always look at the positive side of the scene; the glass should be always half full, rather half empty.<br /><br />We convince ourselves that life will be better after we get MBA degree, get a job, we’ll certainly be happy when well get own house. We tell ourselves that our life will be complete when our spouse gets his act together, when we get a nicer car, are able to go on a nice vacation, when we retire. The truth is, there's no better time to be happy than right now. If not now, when?<br /><br />Your life will always be filled with challenges. It's best to admit this to yourself and decide to be happy anyway.<br /><br />One of my favourite quotes comes from Alfred D. Souza. He said, "For a long time it had seemed to me that life was about to begin - real life. But there was always some obstacle in the way, something to be gotten through first, some unfinished business, time still to be served, or a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life."<br /><br />This perspective has helped me to see that there is no way to happiness. Happiness is the way. So, treasure every moment that you have and treasure it more because you shared it with someone special, special enough to spend your time with... and remember that time waits for no one.<br /><br />So, stop waiting ... until you finish school, until you go back to school, until you lose ten pounds, until you gain ten pounds, until you have kids, until your kids leave the house, until you start work, until you retire, until you get married, until you get divorced, until Friday night, until Sunday morning, until you get a new car or home, until your car or home is paid off, until spring, until summer, until fall, until winter, until you're off welfare, until the first or fifteenth, until your song comes on, until you've had a drink, until you've sobered up, until you die, until you're born again to decide that.<br /><br />There is no better time than right now to be happy and remember it’s only you who can make yourself happy.Shrutihttp://www.blogger.com/profile/01152657796815696881noreply@blogger.com