tag:blogger.com,1999:blog-51506266366323261632024-03-13T12:55:23.163-07:00Randomz !!!No rules and No boundaries. Whatever comes to my neuron u will be reading that here...SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.comBlogger7125tag:blogger.com,1999:blog-5150626636632326163.post-25814414954314360812011-10-30T07:22:00.000-07:002011-10-30T07:22:46.624-07:00Gen Y and the 2020 organization<div dir="ltr" style="text-align: left;" trbidi="on">Here is an interesting article about characteristic of Gen Y employees and their needs in the organisation.<br />
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<a href="http://www.management-issues.com/display_page.asp?section=opinion&id=6127">http://www.management-issues.com/display_page.asp?section=opinion&id=6127</a><br />
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visit this link for the discussion.<br />
</div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0tag:blogger.com,1999:blog-5150626636632326163.post-38916386676692941252011-10-30T02:55:00.000-07:002011-10-30T02:59:03.564-07:00Resume blueprint<div dir="ltr" style="text-align: left;" trbidi="on"><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Here is a resume sample which i found useful for those who are about to prepare resume, they can have a look at this blue print and start preparing their own resume. For preparing resume please take you time type everything by your own with you own details, dont ever take some others resume and edit it.</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">1. Contact Information:</span></strong><br />
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<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. <span class="IL_AD" id="IL_AD11">Full name</span>:<br />
b. Permanent addresses:<br />
c. Telephone & <span class="IL_AD" id="IL_AD1">Cell phone number</span>:<br />
d. Email address:</span><br />
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<span style="font-family: Georgia, "Times New Roman", serif;"><span style="color: #7f6000;"><strong>2. Job Objective </strong>:</span></span><br />
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<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Short and specific <span class="IL_AD" id="IL_AD6">statement</span> that includes position, industry and/or relevant skills.</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">3. Job summary : </span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">It include a summary for <span class="IL_AD" id="IL_AD2">your resume</span>. You should describe briefly education, skills, <span class="IL_AD" id="IL_AD8">experience</span>, abilities… that match with job <span class="IL_AD" id="IL_AD10">specifications</span> of employer.</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">For example: Highly <span class="IL_AD" id="IL_AD4">qualified</span>, skilled professional with more than 5 years of experience in the this field now seeking this position to utilize my experience and my knowledge.</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">3. Education</span></strong><br />
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<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Degrees.<br />
b. All certificates related to this job.<br />
c. Licenses.</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">4. Experience</span></strong><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">4.1 Final company:…from…to...</span></strong><br />
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<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Business scope:<br />
b. Position:<br />
c. Key duties:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Show your main key duties (3-7 key tasks).</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">d. Achievements (top 3 achievements)</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">• Achievement No 1:<br />
• Achievement No 2:<br />
• Achievement No 3:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">e. Salary and benefits:</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">4.2 Company: AAA</span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Business scope:<br />
b. Position:<br />
c. Key duties:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Show your main key duties (3-7 key tasks).</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">d. Achievements (top 3 achievements)</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">• Achievement No 1:<br />
• Achievement No 2:<br />
• Achievement No 3:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">e. Salary and benefits:</span><br />
<br />
<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">4.3 Company: BBB etc</span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Business scope:<br />
b. Position:<br />
c. Key duties:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Show your main key duties (3-7 key tasks).</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">d. Achievements (top 3 achievements)</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">• Achievement No 1:<br />
• Achievement No 2:<br />
• Achievement No 3:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">e. Salary and benefits:</span><br />
<br />
<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">4.4 First company.</span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Business scope:<br />
b. Position:<br />
c. Key duties:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Show your main key duties (3-7 key tasks).</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">d. Achievements (top 3 achievements)</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">• Achievement No 1:<br />
• Achievement No 2:<br />
• Achievement No 3:</span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">e. Salary and benefits:</span><br />
<br />
<span style="font-family: Georgia, "Times New Roman", serif;"><span style="color: #7f6000;"><strong>5. Skills : </strong></span></span><br />
<span style="font-family: Georgia, "Times New Roman", serif;"><span style="color: #7f6000;"><strong></strong><br />
Mention your computer skills, languages etc.</span></span><br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">a. Professional skills<br />
b. Personal skills<br />
c. Management skills</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">6. Personal & abilities :</span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">Certifications, security clearances, patents, special awards, citizenship etc.</span><br />
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<strong><span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">7. Reference people</span></strong><br />
<br />
<span style="color: #7f6000; font-family: Georgia, "Times New Roman", serif;">You should show at least 2 people with: Cell phone number, email, position, relationship with you.</span><br />
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<em><strong>"Please skip the experience details if you are fresher"</strong></em><br />
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<span style="color: #7f6000; font-family: Georgia;">Wish you all the best !!!</span></div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0Pondicherry, India11.9309645 79.78518179999991811.8159635 79.701838799999919 12.0459655 79.868524799999918tag:blogger.com,1999:blog-5150626636632326163.post-56455230136065394322011-10-28T06:45:00.000-07:002011-10-28T06:45:43.225-07:00Globalization of business and its impacts on SHRD<div dir="ltr" style="text-align: left;" trbidi="on"><b><span style="font-family: Times-Bold; font-size: x-large;"><span style="font-family: Times-Bold; font-size: x-large;"></span></span></b><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Introduction</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Globalization, an inevitable and irreversible force, has significantly affected the</div><div align="LEFT">workplace and the community, in ways both good and bad. Human resource development's</div><div align="LEFT">(HRD's) response and impact has been minimal and at a mostly micro level.</div><div align="LEFT">Although the future of the field of human resource development (HRD) cannot be precisely</div><div align="LEFT">foretold, trends and analyses provide us with insight into the challenges likely to be faced by</div><div align="LEFT">professionals in the field.</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Few HR trends that are changing the face of business after globalization are given as</div><div align="LEFT">follow:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The Changing Role of the HR Professional</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The War for Talent</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Outsourcing of HR Functions: The Virtual HR Organization</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The Healthy Workplace: Wellness, Work-Life Balance</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The Diverse Workforce</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The Impact of Technology</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Talent Management: Leadership Development</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Talent management: Succession Planning</span></span></div><div align="LEFT"><br />
</div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Globalizing HR Processes</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT"></div></span><div align="LEFT"></div></span><div align="LEFT"><br />
</div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">Global staffing and global leadership development are the two components of global</div><div align="LEFT">human resources with the greatest potential for powerful leverage for global firms. In both</div><div align="LEFT">the areas, a major paradigm shift is required in comparison to the traditional perspective.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;">Global Staffing: </span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">While it may be obvious that global firms will need more and</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">more employees with “global brains”, translating this attractive vision into</div><div align="LEFT">operational reality is not simple. Most managers are not born global; they acquire</div><div align="LEFT">global brains through a series of experiences, many of them at a substantial cost to</div><div align="LEFT">the organization. Making a rational business case concerning the future need and</div><div align="LEFT">use of global managers is one of the critical decisions the global HR function and</div><div align="LEFT">business leaders must make together.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;">Global Leadership Development: </span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">One of the principal tasks of global leadership</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">development should be to create and support an environment where global</div><div align="LEFT">mindsets can flourish. It will focus on providing a broad spectrum of employees</div><div align="LEFT">with opportunities to acquire and enhance their global leadership skills and</div><div align="LEFT">capabilities, often using nontraditional developmental techniques such as crossborder</div><div align="LEFT">job swaps or assignments to multicultural task forces and project teams.</div><div align="LEFT">Let us see the changes is HR Myth before and after globalization</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Before globalization Myth After globalization realities</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">People go into HR because they</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">like people</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR departments are not designed to</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">provide corporate therapy or as</div><div align="LEFT">social or health-happiness retreats.</div><div align="LEFT">HR professionals must create the</div><div align="LEFT">practices that make employees</div><div align="LEFT">more competitive, not more</div><div align="LEFT">comfortable.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Anyone can do HR </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;">• </span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR activities are based on theory</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">and research. HR professionals</div><div align="LEFT">must master both theory and</div><div align="LEFT">practice.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR deals with the soft side of</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">business and is therefore not</div><div align="LEFT">accountable</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The impact of HR practices on</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">business results can and must be</div><div align="LEFT">measured. HR professionals must</div><div align="LEFT">learn how to translate their work</div><div align="LEFT">into financial performance.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR focuses on costs, which</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">cannot be controlled</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR practices must create value by</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">increasing intellectual capital within</div><div align="LEFT">the firm. HR professionals must add</div><div align="LEFT">value, not reduce costs</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR’s job is to be the policy</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">police and the health-andhappiness</div><div align="LEFT">patrol</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">The HR function does not own</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">compliance, managers do. HR</div><div align="LEFT">practices do not exist to make</div><div align="LEFT">employees happy but to help them</div><div align="LEFT">become committed. HR</div><div align="LEFT">professionals must help managers</div><div align="LEFT">commit employees and administer</div><div align="LEFT">policies.</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR is full of fads </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;">• </span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR practices have evolved over</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">time. HR professionals must be see</div><div align="LEFT">their current work as par of an</div><div align="LEFT">evolutionary chain and explain their</div><div align="LEFT">work with less jargon and more</div><div align="LEFT">authority</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR is staffed by nice people </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;">• </span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">At times, HR practices should force</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">rigorous debates. HR professionals</div><div align="LEFT">should be confrontative and</div><div align="LEFT">challenging as well as supportive</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR is HR’s job </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;">• </span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">HR work is as important to line</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> <div align="LEFT">managers, as are finance, strategy</div><div align="LEFT">and other business domains. HR</div><div align="LEFT">professionals should join</div><div align="LEFT">The skill set change which any HR manager has to make if they have to lead the work force</div><div align="LEFT">into the future after globalization are as follows:</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Vision and foresight:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">HR professionals have been making the transition over the years from administrators</div><div align="LEFT">to business partners to leaders of change. The next logical step in the transformation of the</div><div align="LEFT">HR function will involve the ability to see around corners. This skill encompasses the vision</div><div align="LEFT">and foresight to anticipate future trends globally and the business savvy, credibility, and</div><div align="LEFT">leadership skills to influence and shape these trends on a global basis. HR people will focus</div><div align="LEFT">increasingly on turning human resource and organization capability into a strategic</div><div align="LEFT">competitive advantage for the business. The quality of people and people-related practices is</div><div align="LEFT">exceedingly difficult to imitate for the competitors. These are embedded in the culture of the</div><div align="LEFT">organization.</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">External focus:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Managing By Wandering Around (MBWA) is not a strategy only for the line</div><div align="LEFT">managers. It has to be practiced by HR professionals in equal, if not greater measure. They</div><div align="LEFT">tend to concentrate on the internal issues most of the time. However, HR people should</div><div align="LEFT">partner with customer more than ever before on joint HR initiatives, such as training and</div><div align="LEFT">moving people across company boundaries. HR professionals will be responsible for</div><div align="LEFT">determining and meeting customer expectations of organization capabilities – the capacity to</div><div align="LEFT">respond to customer concerns and act on their behalf. As part of this process, customers will</div><div align="LEFT">be more directly involved in issues such as the selection and assessment of individuals in key</div><div align="LEFT">assignments. This kind of interaction with customers will cause HR people to venture out</div><div align="LEFT">beyond traditional organization boundaries.</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Future Workforce:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Organizations must continuously create a more flexible workforce. Professional</div><div align="LEFT">development initiatives including major commitments to training, global development</div><div align="LEFT">assignments, and modern day apprenticeships programs have to be put in place to keep pace</div><div align="LEFT">with changing technology. Further, organizations should promote and deploy flexible,</div><div align="LEFT">family-friendly workplace practices. Flexible work schedules and time-off family/personal</div><div align="LEFT">leaves and sabbaticals, job sharing, telecommuting, and remote work locations, employee</div><div align="LEFT">assistance counseling, child and elder care, financial consulting, and on-site convenience, like</div><div align="LEFT">casual dress, etc. are some of the propounded concepts, though none of them are new. “They</div><div align="LEFT">will be, by necessity.” Finally, a more open workplace through access to information,</div><div align="LEFT">exchanged seamlessly across organizational, functional and geographic boundaries, will</div><div align="LEFT">become increasingly commonplace.</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Confrontation</div></span></span></b><div align="LEFT"><br />
</div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">The future role of HR will be to create organizational cultures that unambiguously</div><div align="LEFT">confront realities and make the inner workings of the organization much more transparent to</div><div align="LEFT">the typical employee. The employees should be trusted with sensitive information, which</div><div align="LEFT">should not be hidden from them for fear of competition gaining access to such knowledge. It</div><div align="LEFT">is the HR function’s job to convince others of this truth. Also, HR can challenge outmoded</div><div align="LEFT">policies and practices that have a detrimental effect on employee morale and productivity.</div><div align="LEFT">The logic and assumptions behind policies should be examined. If there is any lacking on part</div><div align="LEFT">of management in maintaining transparency, the HR people must take up the matter in their</div><div align="LEFT">hands.</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Competitive Weapon:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">As organizations strive to become seamless, the emphasis on collaboration across</div><div align="LEFT">business units, functions, countries, cultures, and companies will increase significantly. HR</div><div align="LEFT">professionals have a major role to play in making seamlessness a competitive weapon. It is</div><div align="LEFT">the job of HR to define the kinds of sharing behaviors expected of people. Benchmarking and</div><div align="LEFT">sharing practices are not enough. Real value comes from implementing these practices fully</div><div align="LEFT">and quickly than everyone else and building on them to create a unique advantage.</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Scoring performance:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Organizations continue to struggle to strike a balance between shorter term,</div><div align="LEFT">financially driven objectives and long-term qualitative goals. It will increasingly involve the</div><div align="LEFT">issue of accountability for employee satisfaction and organization capability and of</div><div align="LEFT">measuring these priorities with the same degree of rigour used to measure financial</div><div align="LEFT">performance. HR and organizational capability audits should be as commonly accepted, as</div><div align="LEFT">are financial audits. HR should believe in the adage, “What gets measured gets done”.</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">General Challenges for Global HR Function</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Functions such as operations, sales, and marketing have generally made great progress in</div><div align="LEFT">adapting to the global reality. However, the HR function has typically lagged behind in</div><div align="LEFT">developing policies and structures that support globalization. The top challenges HR faces in</div><div align="LEFT">the globalization process include:</div></span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Coordination of activities in many different locations.</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Understanding the continual change of the globally competitive environment.</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Building a global awareness in all HR departments/divisions.</span></span></div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><span style="font-family: Symbol; font-size: small;"><span style="font-family: Symbol; font-size: small;"><div align="LEFT">• </div></span><div align="LEFT"></div></span><div align="LEFT"><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;">Creating a multicultural HR team.</span></span></div><div align="LEFT"><br />
</div><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"> </span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">Conclusion</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">Globalization has its positive side as well as its negative side. In order to survive and</div><div align="LEFT">prosper in the new global competition, companies are embracing global integration and</div><div align="LEFT">coordination, but at the same time they must push for local flexibility and speed. Global</div><div align="LEFT">companies have to nurture global organization learning by stimulating creativity, innovation</div><div align="LEFT">and the free-flow of ideas across boundaries, but also advocate a disciplined and methodical</div><div align="LEFT">approach to global continuous improvement. To succeed in global competition requires an</div><div align="LEFT">open and empowered organizational climate, but also a tightly focused global competitive</div><div align="LEFT">culture. If global organizational capability, intrinsically linked to people issues, is the</div><div align="LEFT">principal tool of competition, it is only natural that HR in the future should become the</div><div align="LEFT">pivotal partner in the globalization process.</div><div align="LEFT"><br />
</div></span></span><b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"><div align="LEFT">REFERENCE:</div></span></span></b><span style="font-family: Times-Bold; font-size: small;"><span style="font-family: Times-Bold; font-size: small;"></span></span><span style="font-family: Times-Roman; font-size: small;"><span style="font-family: Times-Roman; font-size: small;"><div align="LEFT">1. THE GLOBALIZATION OF HUMAN RESOURCE PRACTICES</div><div align="LEFT">By Sheila M. Rioux, Ph.D., Paul R. Bernthal, Ph.D., and Richard S. Wellins, Ph.D.</div><div align="LEFT">2. THE CHALLENGES OF GLOBALIZATION AND THE ROLE OF HUMAN</div><div align="LEFT">RESOURCES.</div><div align="LEFT">Muhammad Aminu Bawa, Dr Juhary Ali</div><div align="LEFT">3. “TOMORROW’S HR MANAGEMENT”</div><div align="LEFT">By Dave Ulrich, Michael R. Losey, Gerry Lake, Editors</div><div align="LEFT">4. IMPACT OF GLOBALIZATION ON THE HUMAN RESOURCE MANAGEMENT</div><div align="LEFT">FUNCTION IN DEVELOPING COUNTRIES: A CASE STUDY OF KENYA</div><div align="LEFT">PUBLIC CORPORATIONS</div><div align="LEFT">Hazel Gachoka Gachunga</div></span></span><b><span style="font-family: Times-Bold; font-size: x-large;"><span style="font-family: Times-Bold; font-size: x-large;"><div align="LEFT"></div></span><div align="LEFT"></div></span><div align="LEFT"></div></b><div align="LEFT"><br />
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</div></div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0tag:blogger.com,1999:blog-5150626636632326163.post-54091045904290148712011-10-27T19:18:00.000-07:002011-10-27T19:18:20.337-07:00Read this forum discussion if you are a tamilian<div dir="ltr" style="text-align: left;" trbidi="on"><a href="http://www.e-budo.com/forum/showthread.php?t=26905">http://www.e-budo.com/forum/showthread.php?t=26905</a><br />
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This is a link where i found many interesting history of our ancient tamil ancesstors and their expertise in the area of martial arts. read it share it to all tamilians around the world.<br />
</div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0tag:blogger.com,1999:blog-5150626636632326163.post-62112344797134425202011-09-18T20:11:00.000-07:002011-09-18T20:11:13.470-07:00Saying's about India...<div dir="ltr" style="text-align: left;" trbidi="on">I came across few words about my country, which i felt that everyone should read it, and here they are<ul style="text-align: left;"><li><span style="color: #741b47;">"We owe a lot to the Indians, who taught us how to count, without which no worthwhile scientific discovery could have been made!"</span> <b>- Albert Einstein</b> </li>
</ul><div class="internal-block2"><ul style="text-align: left;"><li><span style="color: blue;">"If there is one place on the face of earth where all the dreams of living men have found a home from the very earliest days when man began the dream of existence, it is India!"</span> <b>- Romaine Rolland</b></li>
</ul></div><ul style="text-align: left;"><li><span style="color: #660000;">"India conquered and dominated China culturally for 20 centuries without ever having to send a single soldier across her border."</span> <b>- Hu Shih</b></li>
</ul><strong>Proud to be Indian !!!</strong><br />
<div class="right"></div><div class="right"> </div></div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0tag:blogger.com,1999:blog-5150626636632326163.post-77697250676746920602011-09-18T06:16:00.000-07:002011-09-18T06:19:35.942-07:00Aravind Eye Care System<div dir="ltr" style="text-align: left;" trbidi="on"><span style="font-family: inherit; font-size: x-small;"><strong>For people who may not know about doctor Dr.V, Founder of Arvind eye care systems. Here is an article written by me for my academic purpose. Just have a look at it. Useful and interesting.</strong></span><br />
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<strong><span style="font-family: inherit;">INTRODUCTION</span></strong><br />
<span style="font-family: inherit;">At present the medical science has a tremendous development and achieved some amazing breakthrough in terms of innovation, pushing frontiers of surgery, transplant technology, drug therapy and a host of other research fields to make the people live a dignified and healthy life.</span><br />
<span style="font-family: inherit;">But the medical treatment has always been an expensive or costlier means for the poor people. The poor people were unable to afford huge amount of money needed for medical treatment.</span><br />
<span style="font-family: inherit;">This is especially in case of eye related treatment. Thus in order to make this eye related treatments and corrective surgery Dr. Venkataswamy who worked as the head of the Department of Ophthalmology at the Government Medical College in Madurai, who had the vision for eliminating curable blindness started Aravind Eye Clinics.</span><br />
<span style="font-family: inherit;">That vision drove programmes of innovation which persists today and has already achieved significantly against the original goals. The Aravind Eye Care System is the largest and most productive eye care facility in the world.</span><br />
<span style="font-family: inherit;">Whilst there are many complex optical disorders, cataracts are not generally regarded as a difficult challenge in eye care. But for nearly fifty million people around the world and nine million in India cataracts mean blindness. Dr V’s vision was to target and treat this group, using the simple tools and techniques which he and colleagues had worked with over many years but bringing them into the reach of everyone.</span><br />
<span style="font-family: inherit;">This report is concentrated majorly upon the HR related strategies followed by Aravind Eye Care System.</span><br />
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<strong><span style="font-family: inherit;">STRATEGIES </span></strong><br />
<span style="font-family: inherit;">In the HR perspective some successful strategies that are followed by Dr. Venkataswamy and Aravind eye care systems in order to achieve their vision successfully are discussed.</span><br />
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<strong><span style="font-family: inherit;">DESIGN THINKING</span></strong><br />
<span style="font-family: inherit;">One of the strategies which he followed was “Design Thinking”, which was actually Thomas Alwa Edison’s idea. This is a methodology for practical, creative resolution of problems or issues that looks for an improved future result. As a style of thinking, it is the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. Thus he formulated new innovative methods of training to the Doctors and introduced the concept of two surgeries at same time. This is like one doctor with four helping nurses, in this two will be helping the doctor and two are the running nurses. This strategy was introduced mainly in order to increase the no patients getting benefitted in a particular period of time. Thus by “Design Thinking” he made increase quality and utilization of time.</span><br />
<span style="font-family: inherit;">Along with this the Division of Labour also practiced in performing the surgeries. In fact these principles of division of labour go right back to the 18th century and the observations of Adam Smith on pin-making in the early days of the UK’s factory system, but they represent a powerful model which Dr V. was able to adapt.</span><br />
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<strong><span style="font-family: inherit;">TARGET COSTING</span></strong><br />
<span style="font-family: inherit;">This strategy may not be complete human resource concept, but along with slight financial terms it needs its accomplishment with human resources department of the system. As we know that Aravind Eye Care System has a policy of charging only to the patients who can afford to pay. And free treatment for the poor people. This was the first ever thought and ambition of Dr.V. In fact what Dr V wanted to do was find a way of making service available to poor people like what C.K. Prahalad calls, ‘the bottom of the pyramid’.</span><br />
<span style="font-family: inherit;">He also found inspiration in McDonalds, the fast food company which has managed to spread its golden-arched empire across the planet based on systematic, high volume production of a range of meals offered at low cost. Central to their success is the idea of reproducibility. Dr.V was able to understand from this concept is that with high no of patients the cost incurred may be lowered. This in turn will also pave way for lucrative compensation for ophthalmologist. Thus talented doctor will be attracted to work in Aravind eye care systems.</span><br />
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<strong><span style="font-family: inherit;">EDUCATION & TRAINING</span></strong><br />
<span style="font-family: inherit;">Aravind systems believes that appropriate training is required at all levels to work as a cohesive team and this has become one of the core activities that being carried out from the early eighties, aligning to the mandates of the global initiative, Vision 2020 – the Right to Sight. </span><br />
<span style="font-family: inherit;">So in order to supply the quality service they started an Institute for Community Ophthalmology. This institute assists Aravind eye hospitals in improving the three broad dimensions as given </span><br />
<span style="font-family: inherit;">1. Organizational Capacity Building</span><br />
<span style="font-family: inherit;">2. Enhancing the Capacity for Patient Care</span><br />
<span style="font-family: inherit;">3. Capacity Building in Human Resource Development</span><br />
<span style="font-family: inherit;">Dr.V also inspired by Ford’s “SYSTEM” approach for example, a dedicated factory for producing lenses, a training center to provide key skills, specialist ophthalmic research centers, and an international eye bank. </span><br />
<span style="font-family: inherit;">• Another important element in the system approach is the attention given in training to ensure an adequate supply of key skills. Ophthalmic assistants are taken on and trained each year to support the specialist doctors, whilst other skills such as counseling and education are also developed via dedicated training courses. Significantly recruitment and motivation are still strongly linked to the core values of Dr V. There is a strong social welfare commitment which means that staffs often work for comparatively less than they could earn in other parts of India’s health system.</span><br />
<span style="font-family: inherit;">• The doctors were also trained to perform the operation with all high standards the important factor that this operations is not only provided at low cost but also there is no compromising on quality of work done. For e.g. infection rate in 2004 was about 4 per 10,000 cases at Aravind, while the UK published infection rate was 6 per 10,000.</span><br />
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<strong><span style="font-family: inherit;">EXPERIENCE CURVE EFFECTS</span></strong><br />
<span style="font-family: inherit;">Models of the learning curve effect and the closely related experience curve effect express the relationship between equations for experience and efficiency or between efficiency gains and investment in the effort. It demonstrates that the more we do something the better we become at doing it.</span><br />
<span style="font-family: inherit;">• With such a high volume of surgery, 200,000 plus cases per year, with each doctor carrying out around 2600 operations/year (against an Indian average of around 400) here comes a rich learning opportunity. The principles of the ‘experience curve’ have applied across many different industrial sectors and there is no reason to suppose that healthcare is any different. Learning by doing is a powerful aid to developing robust systems.</span><br />
<span style="font-family: inherit;">Thus the Aravind model is now being looked at by many health authorities around the world.</span><br />
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<span style="font-family: inherit;">Author: <em>Sooraj R, B.tech.</em></span></div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0tag:blogger.com,1999:blog-5150626636632326163.post-91711989805879560262011-09-18T04:01:00.000-07:002011-09-18T04:13:36.062-07:00Facts-INDIA<div dir="ltr" style="text-align: left;" trbidi="on">Hi all<br />
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This is being the first post of my blog, thus I start posting with some surprising facts about my country. And here they are<br />
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<ul style="text-align: left;"><li>Martial Arts were first created in India, and later spread to Asia by Buddhist missionaries.</li>
<li>Jainism and Buddhism were founded in India in 600 B.C. and 500 B.C. respectively.</li>
<li>India exports software to 90 countries.</li>
<li>Until 1896, India was the only source of diamonds in the world <span class="red"><span style="color: #ae0000;">(Source: Gemological Institute of America)</span></span>. </li>
<li>The world's first university was established in Takshila in 700 BC. More than 10,500 students from all over the world studied more than 60 subjects. The University of Nalanda built in the 4th century was one of the greatest achievements of ancient India in the field of education.</li>
<li>Chess was invented in India.</li>
<li>The oldest European church and synagogue in India are in the city of Cochin. They were built in 1503 and 1568 respectively.</li>
<li>India was one of the richest countries till the time of British rule in the early 17th Century. Christopher Columbus, attracted by India's wealth, had come looking for a sea route to India when he discovered America by mistake.</li>
<li>India has the largest number of Post Offices in the world.</li>
</ul>well, there may be several more surprising facts about INDIA and i would be more happy if u viewers mention them in comments. welcome !!!<br />
<ul style="text-align: left;"></ul></div>SOORAJhttp://www.blogger.com/profile/12887715142994101018noreply@blogger.com0Puducherry, India11.706031012513003 79.7167964999999878.9648815125130028 77.67103299999998 14.447180512513004 81.76256