Gen Y and the 2020 organization

Here is an interesting article about characteristic of Gen Y employees and their needs in the organisation.

http://www.management-issues.com/display_page.asp?section=opinion&id=6127

visit this link for the discussion.

Resume blueprint

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.

1. Contact Information:

a. Full name:
b. Permanent addresses:
c. Telephone & Cell phone number:
d. Email address:

2. Job Objective :

Short and specific statement that includes position, industry and/or relevant skills.

3. Job summary :

It include a summary for your resume. You should describe briefly education, skills, experience, abilities… that match with job specifications of employer.
For example: Highly qualified, skilled professional with more than 5 years of experience in the this field now seeking this position to utilize my experience and my knowledge.

3. Education

a. Degrees.
b. All certificates related to this job.
c. Licenses.

4. Experience

4.1 Final company:…from…to...

a. Business scope:
b. Position:
c. Key duties:
Show your main key duties (3-7 key tasks).
d. Achievements (top 3 achievements)
• Achievement No 1:
• Achievement No 2:
• Achievement No 3:
e. Salary and benefits:

4.2 Company: AAA

a. Business scope:
b. Position:
c. Key duties:
Show your main key duties (3-7 key tasks).
d. Achievements (top 3 achievements)
• Achievement No 1:
• Achievement No 2:
• Achievement No 3:
e. Salary and benefits:

4.3 Company: BBB etc

a. Business scope:
b. Position:
c. Key duties:
Show your main key duties (3-7 key tasks).
d. Achievements (top 3 achievements)
• Achievement No 1:
• Achievement No 2:
• Achievement No 3:
e. Salary and benefits:

4.4 First company.

a. Business scope:
b. Position:
c. Key duties:
Show your main key duties (3-7 key tasks).
d. Achievements (top 3 achievements)
• Achievement No 1:
• Achievement No 2:
• Achievement No 3:
e. Salary and benefits:

5. Skills :

Mention your computer skills, languages etc.
a. Professional skills
b. Personal skills
c. Management skills

6. Personal & abilities :

Certifications, security clearances, patents, special awards, citizenship etc.

7. Reference people

You should show at least 2 people with: Cell phone number, email, position, relationship with you.

"Please skip the experience details if you are fresher"

Wish you all the best !!!

Globalization of business and its impacts on SHRD

Introduction

Globalization, an inevitable and irreversible force, has significantly affected the

workplace and the community, in ways both good and bad. Human resource development's

(HRD's) response and impact has been minimal and at a mostly micro level.

Although the future of the field of human resource development (HRD) cannot be precisely

foretold, trends and analyses provide us with insight into the challenges likely to be faced by

professionals in the field.

Few HR trends that are changing the face of business after globalization are given as

follow:

•

The Changing Role of the HR Professional

•

The War for Talent

•

Outsourcing of HR Functions: The Virtual HR Organization

•

The Healthy Workplace: Wellness, Work-Life Balance

•

The Diverse Workforce

•

The Impact of Technology

•

Talent Management: Leadership Development

•

Talent management: Succession Planning

Globalizing HR Processes

Global staffing and global leadership development are the two components of global

human resources with the greatest potential for powerful leverage for global firms. In both

the areas, a major paradigm shift is required in comparison to the traditional perspective.

•

Global Staffing: While it may be obvious that global firms will need more and

more employees with “global brains”, translating this attractive vision into

operational reality is not simple. Most managers are not born global; they acquire

global brains through a series of experiences, many of them at a substantial cost to

the organization. Making a rational business case concerning the future need and

use of global managers is one of the critical decisions the global HR function and

business leaders must make together.

•

Global Leadership Development: One of the principal tasks of global leadership

development should be to create and support an environment where global

mindsets can flourish. It will focus on providing a broad spectrum of employees

with opportunities to acquire and enhance their global leadership skills and

capabilities, often using nontraditional developmental techniques such as crossborder

job swaps or assignments to multicultural task forces and project teams.

Let us see the changes is HR Myth before and after globalization

Before globalization Myth After globalization realities

•

People go into HR because they

like people

•

HR departments are not designed to

provide corporate therapy or as

social or health-happiness retreats.

HR professionals must create the

practices that make employees

more competitive, not more

comfortable.

•

Anyone can do HR • HR activities are based on theory

and research. HR professionals

must master both theory and

practice.

•

HR deals with the soft side of

business and is therefore not

accountable

•

The impact of HR practices on

business results can and must be

measured. HR professionals must

learn how to translate their work

into financial performance.

•

HR focuses on costs, which

cannot be controlled

•

HR practices must create value by

increasing intellectual capital within

the firm. HR professionals must add

value, not reduce costs

•

HR’s job is to be the policy

police and the health-andhappiness

patrol

•

The HR function does not own

compliance, managers do. HR

practices do not exist to make

employees happy but to help them

become committed. HR

professionals must help managers

commit employees and administer

policies.

•

HR is full of fads • HR practices have evolved over

time. HR professionals must be see

their current work as par of an

evolutionary chain and explain their

work with less jargon and more

authority

•

HR is staffed by nice people • At times, HR practices should force

rigorous debates. HR professionals

should be confrontative and

challenging as well as supportive

•

HR is HR’s job • HR work is as important to line

managers, as are finance, strategy

and other business domains. HR

professionals should join

The skill set change which any HR manager has to make if they have to lead the work force

into the future after globalization are as follows:

Vision and foresight:

HR professionals have been making the transition over the years from administrators

to business partners to leaders of change. The next logical step in the transformation of the

HR function will involve the ability to see around corners. This skill encompasses the vision

and foresight to anticipate future trends globally and the business savvy, credibility, and

leadership skills to influence and shape these trends on a global basis. HR people will focus

increasingly on turning human resource and organization capability into a strategic

competitive advantage for the business. The quality of people and people-related practices is

exceedingly difficult to imitate for the competitors. These are embedded in the culture of the

organization.

External focus:

Managing By Wandering Around (MBWA) is not a strategy only for the line

managers. It has to be practiced by HR professionals in equal, if not greater measure. They

tend to concentrate on the internal issues most of the time. However, HR people should

partner with customer more than ever before on joint HR initiatives, such as training and

moving people across company boundaries. HR professionals will be responsible for

determining and meeting customer expectations of organization capabilities – the capacity to

respond to customer concerns and act on their behalf. As part of this process, customers will

be more directly involved in issues such as the selection and assessment of individuals in key

assignments. This kind of interaction with customers will cause HR people to venture out

beyond traditional organization boundaries.

Future Workforce:

Organizations must continuously create a more flexible workforce. Professional

development initiatives including major commitments to training, global development

assignments, and modern day apprenticeships programs have to be put in place to keep pace

with changing technology. Further, organizations should promote and deploy flexible,

family-friendly workplace practices. Flexible work schedules and time-off family/personal

leaves and sabbaticals, job sharing, telecommuting, and remote work locations, employee

assistance counseling, child and elder care, financial consulting, and on-site convenience, like

casual dress, etc. are some of the propounded concepts, though none of them are new. “They

will be, by necessity.” Finally, a more open workplace through access to information,

exchanged seamlessly across organizational, functional and geographic boundaries, will

become increasingly commonplace.

Confrontation

The future role of HR will be to create organizational cultures that unambiguously

confront realities and make the inner workings of the organization much more transparent to

the typical employee. The employees should be trusted with sensitive information, which

should not be hidden from them for fear of competition gaining access to such knowledge. It

is the HR function’s job to convince others of this truth. Also, HR can challenge outmoded

policies and practices that have a detrimental effect on employee morale and productivity.

The logic and assumptions behind policies should be examined. If there is any lacking on part

of management in maintaining transparency, the HR people must take up the matter in their

hands.

Competitive Weapon:

As organizations strive to become seamless, the emphasis on collaboration across

business units, functions, countries, cultures, and companies will increase significantly. HR

professionals have a major role to play in making seamlessness a competitive weapon. It is

the job of HR to define the kinds of sharing behaviors expected of people. Benchmarking and

sharing practices are not enough. Real value comes from implementing these practices fully

and quickly than everyone else and building on them to create a unique advantage.

Scoring performance:

Organizations continue to struggle to strike a balance between shorter term,

financially driven objectives and long-term qualitative goals. It will increasingly involve the

issue of accountability for employee satisfaction and organization capability and of

measuring these priorities with the same degree of rigour used to measure financial

performance. HR and organizational capability audits should be as commonly accepted, as

are financial audits. HR should believe in the adage, “What gets measured gets done”.

General Challenges for Global HR Function

Functions such as operations, sales, and marketing have generally made great progress in

adapting to the global reality. However, the HR function has typically lagged behind in

developing policies and structures that support globalization. The top challenges HR faces in

the globalization process include:

•

Coordination of activities in many different locations.

•

Understanding the continual change of the globally competitive environment.

•

Building a global awareness in all HR departments/divisions.

•

Creating a multicultural HR team.

Conclusion

Globalization has its positive side as well as its negative side. In order to survive and

prosper in the new global competition, companies are embracing global integration and

coordination, but at the same time they must push for local flexibility and speed. Global

companies have to nurture global organization learning by stimulating creativity, innovation

and the free-flow of ideas across boundaries, but also advocate a disciplined and methodical

approach to global continuous improvement. To succeed in global competition requires an

open and empowered organizational climate, but also a tightly focused global competitive

culture. If global organizational capability, intrinsically linked to people issues, is the

principal tool of competition, it is only natural that HR in the future should become the

pivotal partner in the globalization process.

REFERENCE:

1. THE GLOBALIZATION OF HUMAN RESOURCE PRACTICES

By Sheila M. Rioux, Ph.D., Paul R. Bernthal, Ph.D., and Richard S. Wellins, Ph.D.

2. THE CHALLENGES OF GLOBALIZATION AND THE ROLE OF HUMAN

RESOURCES.

Muhammad Aminu Bawa, Dr Juhary Ali

3. “TOMORROW’S HR MANAGEMENT”

By Dave Ulrich, Michael R. Losey, Gerry Lake, Editors

4. IMPACT OF GLOBALIZATION ON THE HUMAN RESOURCE MANAGEMENT

FUNCTION IN DEVELOPING COUNTRIES: A CASE STUDY OF KENYA

PUBLIC CORPORATIONS

Hazel Gachoka Gachunga

Read this forum discussion if you are a tamilian

http://www.e-budo.com/forum/showthread.php?t=26905

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.

Saying's about India...

I came across few words about my country, which i felt that everyone should read it, and here they are

• "We owe a lot to the Indians, who taught us how to count, without which no worthwhile scientific discovery could have been made!" - Albert Einstein  

• "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!" - Romaine Rolland

• "India conquered and dominated China culturally for 20 centuries without ever having to send a single soldier across her border." - Hu Shih

Proud to be Indian !!!

 

Aravind Eye Care System

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.


INTRODUCTION
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.
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.
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.
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.
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.
This report is concentrated majorly upon the HR related strategies followed by Aravind Eye Care System.


STRATEGIES
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.


DESIGN THINKING
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.
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.


TARGET COSTING
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’.
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.


EDUCATION & TRAINING
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.
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
1. Organizational Capacity Building
2. Enhancing the Capacity for Patient Care
3. Capacity Building in Human Resource Development
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.
• 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.
• 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.


EXPERIENCE CURVE EFFECTS
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.
• 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.
Thus the Aravind model is now being looked at by many health authorities around the world.


Author: Sooraj R, B.tech.

Facts-INDIA

Hi all

This is being the first post of my blog, thus I start posting with some surprising facts about my country. And here they are

• Martial Arts were first created in India, and later spread to Asia by Buddhist missionaries.
• Jainism and Buddhism were founded in India in 600 B.C. and 500 B.C. respectively.
• India exports software to 90 countries.
• Until 1896, India was the only source of diamonds in the world (Source: Gemological Institute of America).                        
• 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.
• Chess was invented in India.
• The oldest European church and synagogue in India are in the city of Cochin. They were built in 1503 and 1568 respectively.
• 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.
• India has the largest number of Post Offices in the world.

well, there may be several more surprising facts about INDIA and i would be more happy if u viewers mention them in comments. welcome !!!