Tuesday, July 14, 2009
AGRICULTURE- best career to mould
Every animal in the whole planet lives with food. but, the main source of food is only through plants.Human beings are mostly depend upon agriculture for all their food requirements in all the countries.once upon a time where there is an undeveloped technology is ruling, the human's were depending only on agriculture but,now that scenario been changed due to the high development in technology as the sources of income becomes diversified. so,at this stage everyone is looking at sources of income where by neglecting the agricultural resources. it made the shortage for food or high demand as well.Coming to the Indian scenario, the major part of G.D.P is coming from agriculture sector.but, its been showing a gradual decrease in this slope of agriculture.Every Indian has the part of responsible in this regard.this is the time to think of our future of agriculture because of high growth in the population its very difficult for our country to manage with the existed agricultural resources. so, as to develop this agriculture not only government but, it is the responsibly of every individual to motivate or to take part in developing the agriculture and its development.
so..
my dear readers..
i just as a citizen of india, i would like to start a Foundation for Agriculture and its related threads. i dont think i can change whole country but,my intiation can change at least few responcible beings of this country. i also invite all of you to share your suggestions and information with my web site which is going to be starting soon..
with regards..
BRAHMI
E-MAIL:brahmi.mba@gmail.com
mobile:91+939306598
Tuesday, July 22, 2008
SHRM through RECRUITMENT
Introduction
The strategic approach to HRM refers to the relationship between HR practices & strategic objectives (long term goals of organization).
According to it Human Resources are considered as the assets of organization. This strategic human resources management also explains the ‘ Strategic fit’ between business strategy & HR strategy & highlights the theoretical perspectives on SHRM.
SHRM perception on HR
---Human resources are not just people, but, valuable resources that help an organization to achieve its objectives.
---Human resources are central to any organization.
Definition
The pattern of planned human resources deployment & activities intended to enable the firm to achieve its goals.
---It focuses on HR as primary source of competitive advantages.
---It highlights HR programmes, policies, & practices as to set competitive advantages.
Components of SHRM
Human resources : primary source of competitive advantage.
Pattern and plans: there is a fit between HR strategy and the firm’s business strategy and between all HR activities.
Purposeful: people, activities, and plans are directed toward the achievement of organizational goals.
Activities: HR programmes and practices are the means for deploying people of a firm to gain advantage.
Objectives of SHRM through RECRUITMENT
To ensure the availability of skilled, committed, and highly motivated work force in the organization to achieve sustained competitive advantage.
To provide direction to organization so that both the business needs of the organization and the individual and collective needs of its work force are met by implementing HR practices that are strategically aligned.
Method of study
DIRECT OBSERVATION
QUESTIONNAIRE
INTERVIEW
INTERNET
********* **** *********
The strategic approach to HRM refers to the relationship between HR practices & strategic objectives (long term goals of organization).
According to it Human Resources are considered as the assets of organization. This strategic human resources management also explains the ‘ Strategic fit’ between business strategy & HR strategy & highlights the theoretical perspectives on SHRM.
SHRM perception on HR
---Human resources are not just people, but, valuable resources that help an organization to achieve its objectives.
---Human resources are central to any organization.
Definition
The pattern of planned human resources deployment & activities intended to enable the firm to achieve its goals.
---It focuses on HR as primary source of competitive advantages.
---It highlights HR programmes, policies, & practices as to set competitive advantages.
Components of SHRM
Human resources : primary source of competitive advantage.
Pattern and plans: there is a fit between HR strategy and the firm’s business strategy and between all HR activities.
Purposeful: people, activities, and plans are directed toward the achievement of organizational goals.
Activities: HR programmes and practices are the means for deploying people of a firm to gain advantage.
Objectives of SHRM through RECRUITMENT
To ensure the availability of skilled, committed, and highly motivated work force in the organization to achieve sustained competitive advantage.
To provide direction to organization so that both the business needs of the organization and the individual and collective needs of its work force are met by implementing HR practices that are strategically aligned.
Method of study
DIRECT OBSERVATION
QUESTIONNAIRE
INTERVIEW
INTERNET
********* **** *********
project report
A study on
“STRATEGIC HUMAN RESOURCES MANAGEMENT”
Through “RECRUITMENT” in RELIANCE BPO.PVT.LTD.
A project report submitted on partial fulfillment of the requirement for the
award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
M.VEERA BRAHMAIAH
(REGD NO.000000000)
Under the valuable guidance of
Prof. P.BALARAMI REDDY
DMS, C.C.M.I.S.,
S.V.University, Tirupathi.
DEPARTMENT OF BUSINESS MANAGEMENT,
Tirupathi, Chittore (dist).
(2007-2009)
“STRATEGIC HUMAN RESOURCES MANAGEMENT”
Through “RECRUITMENT” in RELIANCE BPO.PVT.LTD.
A project report submitted on partial fulfillment of the requirement for the
award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
M.VEERA BRAHMAIAH
(REGD NO.000000000)
Under the valuable guidance of
Prof. P.BALARAMI REDDY
DMS, C.C.M.I.S.,
S.V.University, Tirupathi.
DEPARTMENT OF BUSINESS MANAGEMENT,
Tirupathi, Chittore (dist).
(2007-2009)
Monday, July 14, 2008
Questionnaire on Final Interview
Q. What is the duration of interview /number of panelists?
A. Generally one-two panelists are there in an interview panel.
Q. How does the interview start?
A. The Interview normally takes off from the previous round.
Q. What types of questions are asked in the interview?
A. Personal, ethical, superficial technical ones.
Q. Does company create situations akin to 'stress interview'? Describe some?
A. No, stress interview is generally not there. But sometimes it might be there.
Q. Is company trying to test the candidate's integrity?
A. No
Q. What do you think the company trying to assess in the candidate during the interview?
A. Company tries to assess the Rechecking the cultural fit and the technical knowledge of the candidate.
Q. What type of environment is there during the interview (tense /relaxed /formal /non-formal)?
A. Relaxed atmosphere is there at the interview.
Q. What type of dress code is suitable for the company? (formal /semi formal /informal)?
A. Formal dress
Q. How does the interview end?
A. Interview ends with panelists wishing best of luck, leaving no clues about what was decided
Q. Are interview questions repeated by the company?
A. Generally no.
Q. How can a candidate better prepare himself for the interview?
A. Be Strong in the technical skills, lead the interviewer to skills which the candidate is strong on
Q. Does company make spot offer during the interview?
A. No, spot offers are not made.
Q. What is the biggest mistake a candidate can make during the interview?
A. showing a fixed attitude.
Higher entry
Q. Does company consider higher entry for the candidates with work ex?
A. Yes, there is a higher entry for people with general work experience.
Q. Does company apply any cut off for the work ex or age (if yes what are these?)
A. No, cut off is not applied by the company.
Q. What is the difference between entry level of people with and without work ex?
A. There is no difference of 2-3 years between people at entry level and people with work experience.
Q. In giving the weightage does company look for relevant work ex?
A. Very much, even shortlisting is done on the basis of relevant work ex.
Compensation
Q. What is the total compensation offered by the company at entry level? and after confirmation?
A. Functional team entry level Rs. 2.25 lakhs at entry level for Engg/graduate + MBA
Tech. Team entry level Rs. 1.6 lakhs for Engg. Graduate
The career path would be :
Functional team
Associate
Sr. Associate
Associate consultant
Consultant
Sr. Consultant
Prin. Consultant
Q. Is salary negotiable?
A. No, salary is not negotiable.
Q. Does company provide accommodation?
A. No
Q. What are the other benefits offered by the company?
A. Apart from the basic salary, all those in sales get performance incentives, which is earmarked as a % of the basic. This is done during the appraisal, which is done semi annually.
Q. What are the job locations? initially / after confirmation?
A. Functional guys are normally stationed at Hyderabad, Chennai and will have to move to client sites when ever projects need them to be there.
These sites may be domestic locations or international ones.
A. Generally one-two panelists are there in an interview panel.
Q. How does the interview start?
A. The Interview normally takes off from the previous round.
Q. What types of questions are asked in the interview?
A. Personal, ethical, superficial technical ones.
Q. Does company create situations akin to 'stress interview'? Describe some?
A. No, stress interview is generally not there. But sometimes it might be there.
Q. Is company trying to test the candidate's integrity?
A. No
Q. What do you think the company trying to assess in the candidate during the interview?
A. Company tries to assess the Rechecking the cultural fit and the technical knowledge of the candidate.
Q. What type of environment is there during the interview (tense /relaxed /formal /non-formal)?
A. Relaxed atmosphere is there at the interview.
Q. What type of dress code is suitable for the company? (formal /semi formal /informal)?
A. Formal dress
Q. How does the interview end?
A. Interview ends with panelists wishing best of luck, leaving no clues about what was decided
Q. Are interview questions repeated by the company?
A. Generally no.
Q. How can a candidate better prepare himself for the interview?
A. Be Strong in the technical skills, lead the interviewer to skills which the candidate is strong on
Q. Does company make spot offer during the interview?
A. No, spot offers are not made.
Q. What is the biggest mistake a candidate can make during the interview?
A. showing a fixed attitude.
Higher entry
Q. Does company consider higher entry for the candidates with work ex?
A. Yes, there is a higher entry for people with general work experience.
Q. Does company apply any cut off for the work ex or age (if yes what are these?)
A. No, cut off is not applied by the company.
Q. What is the difference between entry level of people with and without work ex?
A. There is no difference of 2-3 years between people at entry level and people with work experience.
Q. In giving the weightage does company look for relevant work ex?
A. Very much, even shortlisting is done on the basis of relevant work ex.
Compensation
Q. What is the total compensation offered by the company at entry level? and after confirmation?
A. Functional team entry level Rs. 2.25 lakhs at entry level for Engg/graduate + MBA
Tech. Team entry level Rs. 1.6 lakhs for Engg. Graduate
The career path would be :
Functional team
Associate
Sr. Associate
Associate consultant
Consultant
Sr. Consultant
Prin. Consultant
Q. Is salary negotiable?
A. No, salary is not negotiable.
Q. Does company provide accommodation?
A. No
Q. What are the other benefits offered by the company?
A. Apart from the basic salary, all those in sales get performance incentives, which is earmarked as a % of the basic. This is done during the appraisal, which is done semi annually.
Q. What are the job locations? initially / after confirmation?
A. Functional guys are normally stationed at Hyderabad, Chennai and will have to move to client sites when ever projects need them to be there.
These sites may be domestic locations or international ones.
questionnaire on Preliminary Interview
Q. Does company conducts preliminary interviews?
A. Yes, there is one interview before the final Interview.
Q. Is this step qualifying or eliminatory? If eliminatory then normally what is the ratio of shortlist?
A. This is eliminatory in nature
Q. What is the duration of interview /number of panelists?
A. Generally interview lasts for around 20 minutes and the no. of panelists are around two-three.
Q. How does the interview start?
A. Interview starts by panelists asking you personal questions.
Q. What types of questions are asked in the interview?
A. Subject, technical skills, problem solving, puzzles are given to solve,
Q. Does company create situations akin to 'stress interview'? Describe some?
A. No, not really. Its quiet a relaxed atmosphere
Q. Is company trying to test the candidate's integrity( give a sample question if possible)?
A. Generally no specific questions, but yes through personal questions and other details your integrity is under scrutiny.
Q. What do you think the company trying to assess in the candidate during the interview?
A. Company tries to assess subject knowledge & analytical skills
Q. What type of environment is there during the interview ?
A. Interview is held in quiet relaxed and formal atmosphere.
Q. What type of dress code is suitable for the company?
A. Be formal
Q. How does the interview end?
A. Interview panel thanks you for your time.
Q. Does the company repeat interview questions?
A. Not really, except the ones like, tell me about yourselff?
Q. How can a candidate better prepare hmself for the interview?
A. Refresh the technical fundamentals and other technical stuff
Q. Does company make spot offer during the interview?
A. Since this is a preliminary interview, no spot offers are made in this round,
Q. What is the biggest mistake a candidate can make during the interview?
A. Candidate should hesitant or stick to one point on an issue.
A. Yes, there is one interview before the final Interview.
Q. Is this step qualifying or eliminatory? If eliminatory then normally what is the ratio of shortlist?
A. This is eliminatory in nature
Q. What is the duration of interview /number of panelists?
A. Generally interview lasts for around 20 minutes and the no. of panelists are around two-three.
Q. How does the interview start?
A. Interview starts by panelists asking you personal questions.
Q. What types of questions are asked in the interview?
A. Subject, technical skills, problem solving, puzzles are given to solve,
Q. Does company create situations akin to 'stress interview'? Describe some?
A. No, not really. Its quiet a relaxed atmosphere
Q. Is company trying to test the candidate's integrity( give a sample question if possible)?
A. Generally no specific questions, but yes through personal questions and other details your integrity is under scrutiny.
Q. What do you think the company trying to assess in the candidate during the interview?
A. Company tries to assess subject knowledge & analytical skills
Q. What type of environment is there during the interview ?
A. Interview is held in quiet relaxed and formal atmosphere.
Q. What type of dress code is suitable for the company?
A. Be formal
Q. How does the interview end?
A. Interview panel thanks you for your time.
Q. Does the company repeat interview questions?
A. Not really, except the ones like, tell me about yourselff?
Q. How can a candidate better prepare hmself for the interview?
A. Refresh the technical fundamentals and other technical stuff
Q. Does company make spot offer during the interview?
A. Since this is a preliminary interview, no spot offers are made in this round,
Q. What is the biggest mistake a candidate can make during the interview?
A. Candidate should hesitant or stick to one point on an issue.
Labels:
HR,
interview,
preliminary test,
project questionnaires,
RECRUITMENT.
questionnaire on shortlisting the resumes in recruitment
Short Listing of Resume
Q. Does company have its own form or uses standard placement form?
A. Yes, the company uses the standard placement form.
Q. Does company apply the shortlist to the resumes submitted?
A. Yes, company applies shortlist to the resumes submitted.
Q. Is the shortlist qualifying in nature or eliminatory (merit based)?
A. The shortlist is mostly eliminatory in nature.
Q. What is normally the ratio of shortlist. (i.e. how many people are shortlisted vs. applied)?
A. The ratio varies depending on the requirement. General ratio is around 1:3.
Q. Is there advantage for work ex guys?
A. Yes, work experience is given due weightage.
Q. Is there a leaning towards particular background of students in the shortlist?
A. Yes, there is general preference for engineering background.
Q. Does grad matter in the shortlist?
A. Yes but not too much.
Q. What role does extra-curricular activities plays in the shortlist process?
A. Extra-curricular are not important
Q. What qualities should the candidate highlight in his/her resume?
A. Hardworking, technically sound, a tradeoff on communication skills is also there in lieu of strong tech skills
Q. What is the biggest mistake a candidate can make in his/her resume?
A. Highlighting Communication skills and other soft skills, people here are looking for hardcore technical skills.
Q. Does company have its own form or uses standard placement form?
A. Yes, the company uses the standard placement form.
Q. Does company apply the shortlist to the resumes submitted?
A. Yes, company applies shortlist to the resumes submitted.
Q. Is the shortlist qualifying in nature or eliminatory (merit based)?
A. The shortlist is mostly eliminatory in nature.
Q. What is normally the ratio of shortlist. (i.e. how many people are shortlisted vs. applied)?
A. The ratio varies depending on the requirement. General ratio is around 1:3.
Q. Is there advantage for work ex guys?
A. Yes, work experience is given due weightage.
Q. Is there a leaning towards particular background of students in the shortlist?
A. Yes, there is general preference for engineering background.
Q. Does grad matter in the shortlist?
A. Yes but not too much.
Q. What role does extra-curricular activities plays in the shortlist process?
A. Extra-curricular are not important
Q. What qualities should the candidate highlight in his/her resume?
A. Hardworking, technically sound, a tradeoff on communication skills is also there in lieu of strong tech skills
Q. What is the biggest mistake a candidate can make in his/her resume?
A. Highlighting Communication skills and other soft skills, people here are looking for hardcore technical skills.
Labels:
interview,
questionnaire,
recruitment,
shortlisting
questiionnaire on shortlisting the resumes in recruitment
Short Listing of Resume
Q. Does company have its own form or uses standard placement form?
A. Yes, the company uses the standard placement form.
Q. Does company apply the shortlist to the resumes submitted?
A. Yes, company applies shortlist to the resumes submitted.
Q. Is the shortlist qualifying in nature or eliminatory (merit based)?
A. The shortlist is mostly eliminatory in nature.
Q. What is normally the ratio of shortlist. (i.e. how many people are shortlisted vs. applied)?
A. The ratio varies depending on the requirement. General ratio is around 1:3.
Q. Is there advantage for work ex guys?
A. Yes, work experience is given due weightage.
Q. Is there a leaning towards particular background of students in the shortlist?
A. Yes, there is general preference for engineering background.
Q. Does grad matter in the shortlist?
A. Yes but not too much.
Q. What role does extra-curricular activities plays in the shortlist process?
A. Extra-curricular are not important
Q. What qualities should the candidate highlight in his/her resume?
A. Hardworking, technically sound, a tradeoff on communication skills is also there in lieu of strong tech skills
Q. What is the biggest mistake a candidate can make in his/her resume?
A. Highlighting Communication skills and other soft skills, people here are looking for hardcore technical skills.
Q. Does company have its own form or uses standard placement form?
A. Yes, the company uses the standard placement form.
Q. Does company apply the shortlist to the resumes submitted?
A. Yes, company applies shortlist to the resumes submitted.
Q. Is the shortlist qualifying in nature or eliminatory (merit based)?
A. The shortlist is mostly eliminatory in nature.
Q. What is normally the ratio of shortlist. (i.e. how many people are shortlisted vs. applied)?
A. The ratio varies depending on the requirement. General ratio is around 1:3.
Q. Is there advantage for work ex guys?
A. Yes, work experience is given due weightage.
Q. Is there a leaning towards particular background of students in the shortlist?
A. Yes, there is general preference for engineering background.
Q. Does grad matter in the shortlist?
A. Yes but not too much.
Q. What role does extra-curricular activities plays in the shortlist process?
A. Extra-curricular are not important
Q. What qualities should the candidate highlight in his/her resume?
A. Hardworking, technically sound, a tradeoff on communication skills is also there in lieu of strong tech skills
Q. What is the biggest mistake a candidate can make in his/her resume?
A. Highlighting Communication skills and other soft skills, people here are looking for hardcore technical skills.
Labels:
interview,
questionnaire,
recruitment,
shortlisting
Do you agree with the Mission Statement of your department?
• Do you think the current management structure a good one?
• Have you any suggestions on how the current structures might be improved?
• Are you informed of the budgetary situation in your department?
• Has the department/unit appointed any new staff in the last three years?
• Were you involved in short-listing candidates?
• Were the advertising and other recruitment procedures suitable for attracting the best candidates, in your view?
• Have you any suggestions on how the current structures might be improved?
• Are you informed of the budgetary situation in your department?
• Has the department/unit appointed any new staff in the last three years?
• Were you involved in short-listing candidates?
• Were the advertising and other recruitment procedures suitable for attracting the best candidates, in your view?
Friday, July 11, 2008
SYNOPSIS 4 STRATEGIC HR MANAGEMENT
STRATEGIC HUMAN RESOURCES MANAGEMENT
INTRODUCTION
The strategic approach to HRM refers to the relationship between HR practices & strategic objectives (long term goals of organization).
According to it Human Resources are considered as the assets of organization. This strategic human resources management also explains the ‘ Strategic fit’ between business strategy & HR strategy & highlights the theoretical perspectives on SHRM.
SHRM PERCEPTION ON HR
---Human resources are not just people, but, valuable resources that help an organization to achieve its objectives.
---Human resources are central to any organization.
DEFINITION
The pattern of planned human resources deployment & activities intended to enable the firm to achieve its goals.
---It focuses on HR as primary source of competitive advantages.
---It highlights HR programmes, policies, & practices as to set competitive advantages.
COMPONENTS OF SHRM
HUMAN RESOURCES : primary source of competitive advantage.
PATTERN AND PLANS: there is a fit between HR strategy and the firm’s business strategy and between all HR activities.
PURPOSEFUL: people, activities, and plans are directed toward the achievement of organizational goals.
ACTIVITIES: HR programmes and practices are the means for deploying people of a firm to gain advantage.
OBJECTIVES OF SHRM
To ensure the availability of skilled, committed, and highly motivated work force in the organization to achieve sustained competitive advantage (RECRUITMENT).
To provide direction to organization so that both the business needs of the organization and the individual and collective needs of its work force are met by implementing HR practices that are strategically aligned (STRATEGIC PLANNING).
METHOD OF STUDY
DIRECT OBSERVATION
QUESTIONNAIRE
INTERVIEW
INTERNET
********* **** *********
INTRODUCTION
The strategic approach to HRM refers to the relationship between HR practices & strategic objectives (long term goals of organization).
According to it Human Resources are considered as the assets of organization. This strategic human resources management also explains the ‘ Strategic fit’ between business strategy & HR strategy & highlights the theoretical perspectives on SHRM.
SHRM PERCEPTION ON HR
---Human resources are not just people, but, valuable resources that help an organization to achieve its objectives.
---Human resources are central to any organization.
DEFINITION
The pattern of planned human resources deployment & activities intended to enable the firm to achieve its goals.
---It focuses on HR as primary source of competitive advantages.
---It highlights HR programmes, policies, & practices as to set competitive advantages.
COMPONENTS OF SHRM
HUMAN RESOURCES : primary source of competitive advantage.
PATTERN AND PLANS: there is a fit between HR strategy and the firm’s business strategy and between all HR activities.
PURPOSEFUL: people, activities, and plans are directed toward the achievement of organizational goals.
ACTIVITIES: HR programmes and practices are the means for deploying people of a firm to gain advantage.
OBJECTIVES OF SHRM
To ensure the availability of skilled, committed, and highly motivated work force in the organization to achieve sustained competitive advantage (RECRUITMENT).
To provide direction to organization so that both the business needs of the organization and the individual and collective needs of its work force are met by implementing HR practices that are strategically aligned (STRATEGIC PLANNING).
METHOD OF STUDY
DIRECT OBSERVATION
QUESTIONNAIRE
INTERVIEW
INTERNET
********* **** *********
Beauty of Maths
1 x 8 + 1 = 9
12 x 8 + 2 = 98
123 x 8 + 3 = 987
1234 x 8 + 4 = 9876
12345 x 8 + 5 = 98765
123456 x 8 + 6 = 987654
1234567 x 8 + 7 = 9876543
12345678 x 8 + 8 = 98765432
123456789 x 8 + 9 = 987654321
1 x 9 + 2 = 11
12 x 9 + 3 = 111
123 x 9 + 4 = 1111
1234 x 9 + 5 = 11111
12345 x 9 + 6 = 111111
123456 x 9 + 7 = 1111111
1234567 x 9 + 8 = 11111111
12345678 x 9 + 9 = 111111111
123456789 x 9 +10= 1111111111
9 x 9 + 7 = 88
98 x 9 + 6 = 888
987 x 9 + 5 = 8888
9876 x 9 + 4 = 88888
98765 x 9 + 3 = 888888
987654 x 9 + 2 = 8888888
9876543 x 9 + 1 = 88888888
98765432 x 9 + 0 = 888888888
Brilliant, isn't it?
And look at this symmetry:
1 x 1 = 1
11 x 11 = 121
111 x 111 = 12321
1111 x 1111 = 1234321
11111 x 11111 = 123454321
111111 x 111111 = 12345654321
1111111 x 1111111 = 1234567654321
11111111 x 11111111 = 123456787654321
111111111 x 111111111=12345678987654321
Now, take a look at this...
101%
From a strictly mathematical viewpoint:
What Equals 100%? What does it mean to give MORE than 100%?
Ever wonder about those people who say they are giving more than 100%?
We have all been in situations where someone wants you to GIVE OVER
100%.
How about ACHIEVING 101%?
What equals 100% in life?
Here's a little mathematical formula that might help answer these questions:
If:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Is represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26.
If:
H-A-R-D-W-O-R- K
8+1+18+4+23+15+18+11 = 98%
And:
K-N-O-W-L-E-D-G-E
11+14+15+23+12+5+4+7+5 = 96%
But:
A-T-T-I-T-U-D-E
1+20+20+9+20+21+4+5 = 100%
THEN, look how far the love of God will take you:
L-O-V-E-O-F-G-O-D
12+15+22+5+15+6+7+15+4 = 101%
Therefore, one can conclude with mathematical certainty that:
While Hard Work and Knowledge will get you close, and Attitude will get you there, it's the Love of God that will put you over the top!
M.Veera Brahmaiah
Mob:7416417595
e-mail:brahmi.mba@gmail.com
12 x 8 + 2 = 98
123 x 8 + 3 = 987
1234 x 8 + 4 = 9876
12345 x 8 + 5 = 98765
123456 x 8 + 6 = 987654
1234567 x 8 + 7 = 9876543
12345678 x 8 + 8 = 98765432
123456789 x 8 + 9 = 987654321
1 x 9 + 2 = 11
12 x 9 + 3 = 111
123 x 9 + 4 = 1111
1234 x 9 + 5 = 11111
12345 x 9 + 6 = 111111
123456 x 9 + 7 = 1111111
1234567 x 9 + 8 = 11111111
12345678 x 9 + 9 = 111111111
123456789 x 9 +10= 1111111111
9 x 9 + 7 = 88
98 x 9 + 6 = 888
987 x 9 + 5 = 8888
9876 x 9 + 4 = 88888
98765 x 9 + 3 = 888888
987654 x 9 + 2 = 8888888
9876543 x 9 + 1 = 88888888
98765432 x 9 + 0 = 888888888
Brilliant, isn't it?
And look at this symmetry:
1 x 1 = 1
11 x 11 = 121
111 x 111 = 12321
1111 x 1111 = 1234321
11111 x 11111 = 123454321
111111 x 111111 = 12345654321
1111111 x 1111111 = 1234567654321
11111111 x 11111111 = 123456787654321
111111111 x 111111111=12345678987654321
Now, take a look at this...
101%
From a strictly mathematical viewpoint:
What Equals 100%? What does it mean to give MORE than 100%?
Ever wonder about those people who say they are giving more than 100%?
We have all been in situations where someone wants you to GIVE OVER
100%.
How about ACHIEVING 101%?
What equals 100% in life?
Here's a little mathematical formula that might help answer these questions:
If:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Is represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26.
If:
H-A-R-D-W-O-R- K
8+1+18+4+23+15+18+11 = 98%
And:
K-N-O-W-L-E-D-G-E
11+14+15+23+12+5+4+7+5 = 96%
But:
A-T-T-I-T-U-D-E
1+20+20+9+20+21+4+5 = 100%
THEN, look how far the love of God will take you:
L-O-V-E-O-F-G-O-D
12+15+22+5+15+6+7+15+4 = 101%
Therefore, one can conclude with mathematical certainty that:
While Hard Work and Knowledge will get you close, and Attitude will get you there, it's the Love of God that will put you over the top!
M.Veera Brahmaiah
Mob:7416417595
e-mail:brahmi.mba@gmail.com
Strategic Human Resource Management
The human resource management that aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives has undergone drastic change with the passing of years.
We all know that HRM is concerned with the "people" & keeping the fact in mind that HRM helps in acquiring, developing, stimulating & retaining the outstanding employees as it gives both effectiveness & efficiency to the working of the organization, it has been started being used strategically & is now termed as Strategic human resource management.
The changing role of HRM:
The role of human resource management is changing & is changing very fast, to help companies achieve their goals. HRM has gone through many phases – from hiring & firing to relationship building, from there to legislation role, & now its role is shifting from protector & screener to strategic partner & as a change agent.
Defining SHRM:
o Organizational use of employees to gain or keep a competitive advantage against competitors.
o Involves aligning initiatives involving how people are managed with organizational mission and objectives.
In today's flattened, downsized & high-performing organizations, highly trained & committed employees – not machines – are often the firm's competitive key.
Perhaps the most drastic change in HR's role today is its growing involvement in developing & implementing the company's strategy.
In order to understand the modern aspect of HR i.e. SHRM, lets discuss the terms which would help us in understanding the concept:
o Core Competency can be defined as - A unique capability in the organization that creates high value and that differentiates the organization from its competition.
o Mission Statement explains purpose and reason for existence; it is usually very broad, but not more than a couple of sentences & it serves as foundation for everything organization does.
o Strategy: the company's plan of how it will balance its internal strengths & weaknesses with external opportunities & threats in order to maintain a competitive advantage, earlier this role was performed by the line managers, but now it is carried by the HR manager.
Strategies increasingly depend on strengthening organizational competitiveness & on building committed work teams, & these put HR in a central role. In the fast changing, globally competitive & quality oriented industrial environment, it's often the firm's employees – its human resources – who provide the competitive key. And so now it is a demand of the time to involve HR in the earlier stages of development & implementing the firm's strategic plan, rather than to let HR react to it. That means now the role of HR is not just to implement the things out but also to plan out in such a manner that the employees can be strategically used to get edge over the competitors, keeping in mind the fact that this is the only resource (HUMANS), which cannot be duplicated by the competitors.
The Strategic Management Process includes:
– Determining what needs to be done to achieve corporate objectives, often over 3 - 5years
–Examining organization and competitive environment
– Establishing optimal fit between organization and its environment
– Reviewing and revising strategic plan
The Stage in the Process of Strategic Management:
Mission statement- Business definition and future plan for success.
Environmental analysis- OT analysis and preparing to meet environmental pressures.
Organizational self-assessment- SW analysis and chalking road map for attaining goals.
Establishing goals and objectives- Laying concrete figures that will help in benchmarking the performance. These benchmarks will lead to the development of strategy that will decide how the company intends to meets its environmental challenges with given environmental and resource constraints in the time to come.
Benefits of a Strategic Approach to HR:
* Facilitates development of high-quality workforce through focus on types of people and skills needed
* Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost
* Facilitates planning and assessment of environmental uncertainty, and adaptation of organization to external forces
* Successful SHRM efforts begin with identification of strategic needs
* Employee participation is critical to linking strategy and HR practices
* Strategic HR depends on systematic and analytical mindset
* Corporate HR departments can have impact on organization's efforts to launch strategic initiatives
Human Resources Life Cycle:
The above diagram is divided into four different colours each indicating a separate stage of HR life cycle. Each stage has specific actions or steps that form respective stage for e.g. in third stage there are six different steps involved such as step 3 to step 8. These four stages cover all actions or functions pertaining to HR manager's job and they are related with strategic plan of the organisation.
The cycle starts with laying down a strategic plan, linking HR functions in it, and it provides the basis for Manpower planning and internal mobility. The Manpower planning will lead to the function of acquiring right people for the right job and in accordance recruitment as well as selection exercise will be designed and tools selected. For e.g. if a automobile company decides to launch a new four-wheel model in the time to come their focus will be on Research and Development and then on Market Testing and last but foremost production and after sales. This new plan will act as the guideline for the company and will help in determining how many people do we need and what qualifications they should posses and how many of them can be kept on full-time rolls and as permanent employees.
The next Stage is for sustaining and retaining those who are hired and making sure that they work efficiently and help the company move in the selected direction. They should also facilitate the smooth movement of the company in the desired direction and should result in achievement of corporate goals and objectives effectively and efficiently. Employee's performance should be rated and compared with the benchmarks, recorded deviations are to be corrected, and precautionary measures for the future are implemented. In last stage the separation or farewell to those who are non-performing or may be to those who have completed their job or task i.e. project teams, is bided.
Factor Linkages of HR Plans and Strategies:
Given diagram presents various factors that have an impact on HR plans and Strategy and how are they interlinked with each other. Their interactions and impact on each element and the resulting change in HR Plan and policy is also indicated clearly.
The table given above takes into consideration two of the generic strategies and the strategic focus required to generate each of these competitive advantages along with HR strategy and activities needed to be done by HR Department to help the organization in generating these strategic advantages and to move successfully towards desired goals and objectives.
To understand these linkages we can look at them as tasks and steps needed to be taken in order to complete the tasks. The selected strategic focus should be very clear and well integrated into organizational policy and clearly communicated to HR Department to help in drafting suitable HR strategy and last in carrying out all activities.
Conclusion:
Ideally HR & top management work together to formulate the company's overall business strategy; that strategy then provides the framework within which HR activities such as recruiting & appraising must be crafted. If it is done successfully, it should result out in the employee competencies & behavior that in turn should help the business implement its strategies & realize its goals.
According to an expert "the human resources management system must be tailored to the demands of business strategy".
In order to be successful the employees should be developed in such a manner that they can be the competitive advantage, & for this the human resource management must be an equal partner in both the formulation & the implementation of the corporate & competitive strategies.
References:
Greer Charles, Strategic Human Resource Management 3 rd. edition, Prentice Hall Inc.
Meffinson D, Banfield Paul, Mathews J J, Human Resource Management, Kogan Page
Dessler Gary, Human Resource Management 8 Th. Edition, Pearson education Asia
*********************************************************************************************************************************************************************************************************
We all know that HRM is concerned with the "people" & keeping the fact in mind that HRM helps in acquiring, developing, stimulating & retaining the outstanding employees as it gives both effectiveness & efficiency to the working of the organization, it has been started being used strategically & is now termed as Strategic human resource management.
The changing role of HRM:
The role of human resource management is changing & is changing very fast, to help companies achieve their goals. HRM has gone through many phases – from hiring & firing to relationship building, from there to legislation role, & now its role is shifting from protector & screener to strategic partner & as a change agent.
Defining SHRM:
o Organizational use of employees to gain or keep a competitive advantage against competitors.
o Involves aligning initiatives involving how people are managed with organizational mission and objectives.
In today's flattened, downsized & high-performing organizations, highly trained & committed employees – not machines – are often the firm's competitive key.
Perhaps the most drastic change in HR's role today is its growing involvement in developing & implementing the company's strategy.
In order to understand the modern aspect of HR i.e. SHRM, lets discuss the terms which would help us in understanding the concept:
o Core Competency can be defined as - A unique capability in the organization that creates high value and that differentiates the organization from its competition.
o Mission Statement explains purpose and reason for existence; it is usually very broad, but not more than a couple of sentences & it serves as foundation for everything organization does.
o Strategy: the company's plan of how it will balance its internal strengths & weaknesses with external opportunities & threats in order to maintain a competitive advantage, earlier this role was performed by the line managers, but now it is carried by the HR manager.
Strategies increasingly depend on strengthening organizational competitiveness & on building committed work teams, & these put HR in a central role. In the fast changing, globally competitive & quality oriented industrial environment, it's often the firm's employees – its human resources – who provide the competitive key. And so now it is a demand of the time to involve HR in the earlier stages of development & implementing the firm's strategic plan, rather than to let HR react to it. That means now the role of HR is not just to implement the things out but also to plan out in such a manner that the employees can be strategically used to get edge over the competitors, keeping in mind the fact that this is the only resource (HUMANS), which cannot be duplicated by the competitors.
The Strategic Management Process includes:
– Determining what needs to be done to achieve corporate objectives, often over 3 - 5years
–Examining organization and competitive environment
– Establishing optimal fit between organization and its environment
– Reviewing and revising strategic plan
The Stage in the Process of Strategic Management:
Mission statement- Business definition and future plan for success.
Environmental analysis- OT analysis and preparing to meet environmental pressures.
Organizational self-assessment- SW analysis and chalking road map for attaining goals.
Establishing goals and objectives- Laying concrete figures that will help in benchmarking the performance. These benchmarks will lead to the development of strategy that will decide how the company intends to meets its environmental challenges with given environmental and resource constraints in the time to come.
Benefits of a Strategic Approach to HR:
* Facilitates development of high-quality workforce through focus on types of people and skills needed
* Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost
* Facilitates planning and assessment of environmental uncertainty, and adaptation of organization to external forces
* Successful SHRM efforts begin with identification of strategic needs
* Employee participation is critical to linking strategy and HR practices
* Strategic HR depends on systematic and analytical mindset
* Corporate HR departments can have impact on organization's efforts to launch strategic initiatives
Human Resources Life Cycle:
The above diagram is divided into four different colours each indicating a separate stage of HR life cycle. Each stage has specific actions or steps that form respective stage for e.g. in third stage there are six different steps involved such as step 3 to step 8. These four stages cover all actions or functions pertaining to HR manager's job and they are related with strategic plan of the organisation.
The cycle starts with laying down a strategic plan, linking HR functions in it, and it provides the basis for Manpower planning and internal mobility. The Manpower planning will lead to the function of acquiring right people for the right job and in accordance recruitment as well as selection exercise will be designed and tools selected. For e.g. if a automobile company decides to launch a new four-wheel model in the time to come their focus will be on Research and Development and then on Market Testing and last but foremost production and after sales. This new plan will act as the guideline for the company and will help in determining how many people do we need and what qualifications they should posses and how many of them can be kept on full-time rolls and as permanent employees.
The next Stage is for sustaining and retaining those who are hired and making sure that they work efficiently and help the company move in the selected direction. They should also facilitate the smooth movement of the company in the desired direction and should result in achievement of corporate goals and objectives effectively and efficiently. Employee's performance should be rated and compared with the benchmarks, recorded deviations are to be corrected, and precautionary measures for the future are implemented. In last stage the separation or farewell to those who are non-performing or may be to those who have completed their job or task i.e. project teams, is bided.
Factor Linkages of HR Plans and Strategies:
Given diagram presents various factors that have an impact on HR plans and Strategy and how are they interlinked with each other. Their interactions and impact on each element and the resulting change in HR Plan and policy is also indicated clearly.
The table given above takes into consideration two of the generic strategies and the strategic focus required to generate each of these competitive advantages along with HR strategy and activities needed to be done by HR Department to help the organization in generating these strategic advantages and to move successfully towards desired goals and objectives.
To understand these linkages we can look at them as tasks and steps needed to be taken in order to complete the tasks. The selected strategic focus should be very clear and well integrated into organizational policy and clearly communicated to HR Department to help in drafting suitable HR strategy and last in carrying out all activities.
Conclusion:
Ideally HR & top management work together to formulate the company's overall business strategy; that strategy then provides the framework within which HR activities such as recruiting & appraising must be crafted. If it is done successfully, it should result out in the employee competencies & behavior that in turn should help the business implement its strategies & realize its goals.
According to an expert "the human resources management system must be tailored to the demands of business strategy".
In order to be successful the employees should be developed in such a manner that they can be the competitive advantage, & for this the human resource management must be an equal partner in both the formulation & the implementation of the corporate & competitive strategies.
References:
Greer Charles, Strategic Human Resource Management 3 rd. edition, Prentice Hall Inc.
Meffinson D, Banfield Paul, Mathews J J, Human Resource Management, Kogan Page
Dessler Gary, Human Resource Management 8 Th. Edition, Pearson education Asia
*********************************************************************************************************************************************************************************************************
How to prepare Project intial summer report for M.B.A
Project initial summary report
Student details
Name: M.VEERA BRAHMAIAH
Reg no: 108
E-mail: brahmi.mba@gmail.com
Phone: 9392306598, 9786039793.
Company and place: Reliance BPO private limited, Chennai.
Title of project: strategic human resources management in BPO sector.
Area of specialization: Human Resources management
Project description: Making different strategies based on the company policies procedures in order to attain the long term objectives of the company.
Project rationale
Need: To make the company to attain its targets through human resources.
Reason: Strategic planning, organizing, leading, controlling of human resources is very essential for the service sector companies like Reliance BPO.
Benefits of doing project: to make the human resources objectives are related to the companies objectives so, that to reach the targets in within the given time.
Deliverables: company’s procedures will be modified if necessary and also to evaluate the problems and try to make solutions through my study.
Skills: Direct observation, patience, interpersonal skills, communication skills, technical skills, application skills.
Key concepts: Includes HR planning, recruitment, training and development, performance appraisal.
Tools, techniques required: Questionnaire, interactions, data collection and analyzing Techniques.
Resources required for project
Time: 2 months.
Man power: my self
Project guide from the college: Prof. Balarami Reddy sir
Project guide/coordinator at company: Mr. P.Hari (general manager), Jay raj (HRM).
Expected personal learning
from the project: I would come to know the organizational behaviour, procedures followed in organizations, managing, leading the people, process of recruitment, training and development, performance appraisal methods.
Student details
Name: M.VEERA BRAHMAIAH
Reg no: 108
E-mail: brahmi.mba@gmail.com
Phone: 9392306598, 9786039793.
Company and place: Reliance BPO private limited, Chennai.
Title of project: strategic human resources management in BPO sector.
Area of specialization: Human Resources management
Project description: Making different strategies based on the company policies procedures in order to attain the long term objectives of the company.
Project rationale
Need: To make the company to attain its targets through human resources.
Reason: Strategic planning, organizing, leading, controlling of human resources is very essential for the service sector companies like Reliance BPO.
Benefits of doing project: to make the human resources objectives are related to the companies objectives so, that to reach the targets in within the given time.
Deliverables: company’s procedures will be modified if necessary and also to evaluate the problems and try to make solutions through my study.
Skills: Direct observation, patience, interpersonal skills, communication skills, technical skills, application skills.
Key concepts: Includes HR planning, recruitment, training and development, performance appraisal.
Tools, techniques required: Questionnaire, interactions, data collection and analyzing Techniques.
Resources required for project
Time: 2 months.
Man power: my self
Project guide from the college: Prof. Balarami Reddy sir
Project guide/coordinator at company: Mr. P.Hari (general manager), Jay raj (HRM).
Expected personal learning
from the project: I would come to know the organizational behaviour, procedures followed in organizations, managing, leading the people, process of recruitment, training and development, performance appraisal methods.
Human Resource Planning
As with strategic planning, there is no one way to undertake human resource planning. However, here's a model which relies on gap analysis, and attempts to link human resource planning to overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets.
--Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals.
--External Scan: Determine the most important environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues.
--Gap Analysis: Based on an analysis of the environmental scan and operational business goals, what are the organization’s current and future HR needs?
Priority Setting and Work Plan: Based on the organization’s priorities, environmental scan, and HR performance related data:
1) what are the major human resources priorities; and
2) what strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and pubicly) performance results advances our capacity to measure performance, set targets, and, most importantly, to integrate results information into decision making processes and determine future priorities.
Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets.
--Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals.
--External Scan: Determine the most important environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues.
--Gap Analysis: Based on an analysis of the environmental scan and operational business goals, what are the organization’s current and future HR needs?
Priority Setting and Work Plan: Based on the organization’s priorities, environmental scan, and HR performance related data:
1) what are the major human resources priorities; and
2) what strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and pubicly) performance results advances our capacity to measure performance, set targets, and, most importantly, to integrate results information into decision making processes and determine future priorities.
Objectives of SHRM
1. Identifying and analyzing external opportunities and threats that may be crucial to the company's success.
2. Provides a clear business strategy and vision for the future.
3. To supply competitive intelligence that may be useful in the strategic planning process.
4. To recruit, retain and motivate people.
5. To develop and retain of highly competent people.
6. To ensure that people development issues are addressed systematically.
7. To supply information regarding the company's internal strengths and weaknesses.
8. To meet the expectations of the customers effectively.
9. To ensure high productivity.
10. To ensure business surplus thorough competency
2. Provides a clear business strategy and vision for the future.
3. To supply competitive intelligence that may be useful in the strategic planning process.
4. To recruit, retain and motivate people.
5. To develop and retain of highly competent people.
6. To ensure that people development issues are addressed systematically.
7. To supply information regarding the company's internal strengths and weaknesses.
8. To meet the expectations of the customers effectively.
9. To ensure high productivity.
10. To ensure business surplus thorough competency
How to speak fluent English
It is said quite often that you should practice talking in English or you will not learn. However, this has a “very bad” effect if you do not have sufficient input of English. If you do not have sufficient input, the sentences you form will be wrong. If these sentences formed are wrong, and no one corrects you, you will start to think that what you have said is correct. Because of this, your mind will be filled with wrong English sentences. Everything you say, all the sentences you form will be incorrect. So, if you want to practice talking in English, you “must” make sure that the people around you will be in a position to correct you as soon as you make the mistake. If you want to practice speaking in English, you have to speak English correctly. If you speak incorrectly you “must know” that you have spoken incorrectly. Unfortunately, most English learners do not have native English speakers around them who will always correct them when they go wrong. In this case, it is wise to first get enough input of the language before you “utter even the first word.”
What is input?
Input is basically any correct English that you may hear or read. If you listen to an English radio station, that is input. If you read a book, then that is input. If you hear to fluent English speakers talking then that is input. If a fluent English speaker is talking to you in English then that is input. Reading this article is input!
Why is input necessary?
All languages are learnt mainly by input. It is the fastest and the best way of learning a language! When you were a baby you naturally learnt your mother tongue because of all the input of the language from you parents and surroundings. The human brain learns by imitation. When you hear a sentence it gets stored in your brain. When you want to say the same thing or some thing that is similar, you imitate the sentence that is stored in your brain. Consider the sentence: Ram runs much faster than Sham. Assume that this sentence is given as input. Later when you want to say a similar thing, your brain pulls this sentence out of your memory and comes up with: Hari runs much faster than Sham.
OR
Sameer runs much slower than Ajit. etc.Basically, learning is done by imitation! Input is what is fed into the brain so that there is something available for imitation. The more the input, more sentences are available for the brain to imitate. So the fastest way of learning how to speak the language fluently would be to get as much as possible input of the language. The more input of the language you get the more correct sentences you will be able to form when you try to speak the language. You must try to get “as much as possible” input of correct English. The more input you get the more sentences you will be able to form correctly. The more sentences you can form correctly the more your confidence of speaking English will increase and the more you will learn!
Useful Phrases
There are 5 phrases in each subcategory. Each subcategory is separated by weeks. We recommend that you study one a day. We will continue to add useful phrases on a regular basis.
If you have questions or want to request a phrase you want to learn, let us know by posting a question or suggestion on the phrases board.
1. Bored to death
2. You've got to be kidding
3. Sick and Tired
4. Call it a day
5. Get on one's nerves
Bored to death
"I have nothing to do. I’m bored to death."
"I hate it when I’m bored to death."
"Would you rather be super busy or bored to death?"
A: "Hey Seth, what are you doing?"
B: "I’m reading book. What are you doing?"
A: "I’m bored to death. Let’s do something."
B: "Sure. Come over and we can play some games."
Other Common Sentences
"I’m so bored, I could die."
"I’m dying of boredom."
You've got to be kidding
A: "Hey Jared. Mom told me to tell you that you shouldn’t stay out too late."
B: "You’ve got to be kidding me. I’m 30 years old."
A: "Patrick won the school election by two votes."
B: "He’s not that popular how did this happen?"
A: "Nobody voted because they expected Jason to win."
B: "You’ve got to be kidding me."
Other Common Sentences
"I really hope you’re wrong."
"Please tell me it ain’t so."
Read one's mind
You read my mind."
"I was going to suggest that. You must have read my mind."
A: "Do you want to go play pool?"
B: "You read my mind. That’s exactly what I was thinking too.
Feel blue
"What a gloomy day. It makes me feel blue."
"Whenever I feel blue, I like to listen to upbeat music."
"Matt’s feeling a little blue right now. Let’s go cheer him up."
A: "Where is Matt these days? I haven’t seen him in a while."
B: "He feels a little blue because he can’t find a girlfriend."
A: "Let’s go cheer him up."
Other Common Sentences
"I feel a little depressed right now."
"I don’t know why, but I just feel sad."
"Even though it’s a nice day, I feel gloomy inside."
Fender bender
"I got into a small accident. It was just a fender-bender."
"I got into a fender bender in the parking lot."
"I can’t believe the damage is going to cost me 800 bucks. It was just a fender bender."
A: "I got into a car accident."
B: "That sucks. You didn’t get hurt did you?"
A: "No. It was just a fender bender."
Other Common Sentences
"It was a small accident."
"I rear ended him, but luckily there was no damage."
Get foot in the door
"It’s not a great position, but at least my foot is in the door."
"I need to find a way to get my foot in the door."
"I’m doing an internship for SK Telecom. It’s an opportunity to get my foot in the door."
A: "Did you find a job yet?"
B: "No. I’m still looking."
A: "With the sagging economy, it’s hard to find a job."
B: "Yeah. I’m even considering a lower position. At least I’ll have my foot in the door."
Other Common Sentences
"I’m working in the mail room. But I’m hoping I can change positions now that I’m in the company."
"I hate my position, but it’s the only way I could start in this company."
Chicken
"There’s nothing to be scared of. Don’t be a chicken."
"Everyone thinks I’m a chicken because I didn’t go bungee jumping with them."
"Stop being a chicken and just go."
A: "Did you ask Martha on a date?"
B: "No. I was about to, but I got a little nervous."
A: "You’re such a chicken."
Other Common Sentences
"I didn’t know you were afraid of insects. You’re a scaredy cat."
"He’s a coward. He wouldn’t even go on the rollercoaster ride."
"Jack is scared of everything. He’s such a sissy."
Give somebody a hard time
"Suzie gave him a hard time for not showing up to her recital."
"Stop giving me a hard time. There was nothing I could do about it."
"If you don’t finish your project, the manager is going to give you a hard time."
A: "My mom gave me a hard time for one bad grade on my report card."
B: "That’s a tough situation. My parents never gave me a hard time for bad grades."
Other Common Sentences
"Albert is making it difficult for me."
"He’s getting on my case about my comment."
Make up one's mind
"We don’t got all day, make up your mind."
"Make up your mind, we don’t have much time."
"I can’t make up my mind. Can you help me decide?"
"If you don’t make up your mind, I’ll choose for you."
"Both of them look really good. I can’t make up my mind."
A: "I don’t know which one to get."
B: "They’re both pretty good, so just pick one."
A: "I always regret it when I pick the wrong one."
B: "You’re picking between white chocolate or regular chocolate. There is no wrong answer so hurry up and make up your mind."
Other Common Sentences
"I can’t decide which one to take."
"I don’t know if I should get the Volvo or the Ford."
"I like both of them too much to decide."
Go Dutch
"You don’t have to pay for me. Let’s go dutch today."
"I can’t believe John didn’t pay for me. We ended up going dutch on the whole date."
"I actually prefer going dutch because I don’t want to feel indebt to anyone."
A: "How was your date with Sarah?"
B: "I’m not sure. It was just ok."
A: "Why do you say that?"
B: "She didn’t let me pay for her share. She insisted that we go dutch for everything."
Other Common Sentences
"I’ll pay half of it."
"Let’s pay together."
"I didn’t pay for her. We paid our own share."
Throw in the towel
"I was ready to throw in the towel, but I stayed with it."
"He’s not a quitter, so he’s not going to throw in the towel."
"I saw a fight last almost two hours before one guy threw in the towel."
A: "The boxing match is great."
B: "One guy is really getting beat up."
A: "Do you think he’s going to give up?"
B: "He’s not going to throw in the towel, they rarely do that these days."
Other Common Sentences
"There’s no chance for me to win. I’m calling it quits."
"I don’t think I can win, so I’m going to give up."
"I’d rather surrender than get the hell beaten out of me."
Goose bumps
"I was so touched by the movie that I started getting goose bumps all over my arms."
"When she told me that she loved me, I got goose bumps."
"I get goose bumps anytime I’m scared."
"John told us a story and everyone got goose bumps."
A: "Did you watch the speech?"
B: "No, I missed it. Was it good?"
A: "It was so touching that I got goose bumps everywhere."
Other Common Sentences
"I was so inspired by the speech that I had a tingling sensation run across my body."
"I felt a jolt of excitement when I heard the good news."
"My arms were tingling when I heard that story."
Stay in touch
"Call me more often man. We got to stay in touch."
"I hope you stay in touch with me. I’ll give you my contact information."
"Let’s stay in touch. I’ll email you whenever I can."
"Are you staying in touch with her, or are you guys not talking any more?"
A: "Since you are moving to England, I’m really going to miss you."
B: "Yeah. I’m going to miss you a lot too."
A: "You promise that you’ll stay in touch?"
B: "Of course. We’ll always keep in touch."
Other Common Sentences
"Keep in touch. I’ll want to know how you’re doing."
"Julie told me that she would keep in touch with me."
Have the guts
"I don’t have the guts to go bungee jumping."
"He doesn’t have the guts to ask her on a date."
"He has a lot of guts to be hunting by himself."
A: "I heard you went to Sky Mountain Park. How was it."
B: "It was pretty fun."
A: "Did you go on the monster ride?"
B: "No. I didn’t have the guts to go on that ride. It was too scary."
Other Common Sentences
"He’s very courageous."
"He’s got balls to be doing that."
"He isn’t afraid of anything."
Rain or Shine
"We’re going camping this weekend rain or shine."
"Rain or shine, the protesters are out there every day."
"I don’t care about the weather. I’m going golfing rain or shine."
A: "I’m going hiking this Saturday. Do you want to come?"
B: "That sounds good. Rain or shine, count me in."
A: "If it’s raining, looks like you’re going by yourself, because I’m staying home."
Other Common Sentences
"I’m going to go even if it’s a downpour."
"Are you still going to go even if it’s raining cats and dogs?"
"Unless it’s pouring out, let’s meet at seven in the morning."
I’m beat
"I had a tough day today. I’m totally beat."
"I don’t want to go out tonight. I’m beat."
"I’m beat so I’m going to sleep early today."
A: "Hey Steve, we’re going to go to a club tonight. Wanna come?"
B: "I worked a 12 hour shift today. I’m beat so I’m going to just stay home tonight."
Other Common Sentences
"I’m very tired."
"I’m exhausted."
Easier said than done
"That’s easier said than done."
"It’s a lot tougher than that. It’s one of those things that are easier said than done."
"Michael thinks everything is so easy. He doesn’t realize it’s easier said than done."
A: "Do you do any stock trading?"
B: "No, but how hard could it be. Just buy when it goes down and sell when it goes up."
A: "It’s easier said than done."
Other Common Sentences
"It’s harder than you think."
"It’s not as easy as you think."
"If you think it’s that easy, why don’t you do it?"
It's about time
"It’s about time."
"It’s about time. I waited two hours for you."
"It’s about time I got a chance to play."
A: "I’ve been waiting for 3 weeks to try out the new laptop. Isn’t it my turn yet?"
B: "Yes. It’s your turn. I’ll get it for you."
A: "It’s about time."
Jump to conclusions
"I incorrectly blamed Jeff for breaking my phone. I shouldn’t have jumped to conclusions."
"I thought you took my book. I shouldn’t have accused you. I jumped to conclusions."
"Will you stop jumping to conclusions. You should get all the facts before you make any decisions."
A: "I’m so mad at Jake. I think he told my girlfriend that I was on a date."
B: "What makes you think Jake told her?"
A: "Because he’s like that."
B: "He sometimes does stupid things, but you shouldn’t jump to conclusions."
Keep an eye on
"Can you keep an eye on my daughter while I go get the car?"
"Don’t worry about your luggage. I’ll keep an eye on it."
"My mom will keep an eye on our equipment while we go get the truck."
A: "Excuse me sir."
B: "Yes."
A: "I have to go to the bathroom. Can you keep an eye on my suitcase for a minute?"
B: "No problem."
Other Common Sentences
"Can you watch my bag for me?"
"Can you watch my suitcase while I go to the bathroom."
Out of the blue
"He’s pretty funny because he will crack a funny joke out of the blue."
"Grace started crying for no reason. It was totally out of the blue."
"I don’t know why he started getting mad. It was out of the blue."
A: "Did you hear what happened with Tiffany?"
B: "She broke up with her boyfriend last night."
A: "What? I thought they had a great relationship."
B: "So did I. It was totally out of the blue."
Other Common Sentences
"She showed up out of no where."
"He pulled a rabbit out of nowhere. That’s why it was so impressive."
What is input?
Input is basically any correct English that you may hear or read. If you listen to an English radio station, that is input. If you read a book, then that is input. If you hear to fluent English speakers talking then that is input. If a fluent English speaker is talking to you in English then that is input. Reading this article is input!
Why is input necessary?
All languages are learnt mainly by input. It is the fastest and the best way of learning a language! When you were a baby you naturally learnt your mother tongue because of all the input of the language from you parents and surroundings. The human brain learns by imitation. When you hear a sentence it gets stored in your brain. When you want to say the same thing or some thing that is similar, you imitate the sentence that is stored in your brain. Consider the sentence: Ram runs much faster than Sham. Assume that this sentence is given as input. Later when you want to say a similar thing, your brain pulls this sentence out of your memory and comes up with: Hari runs much faster than Sham.
OR
Sameer runs much slower than Ajit. etc.Basically, learning is done by imitation! Input is what is fed into the brain so that there is something available for imitation. The more the input, more sentences are available for the brain to imitate. So the fastest way of learning how to speak the language fluently would be to get as much as possible input of the language. The more input of the language you get the more correct sentences you will be able to form when you try to speak the language. You must try to get “as much as possible” input of correct English. The more input you get the more sentences you will be able to form correctly. The more sentences you can form correctly the more your confidence of speaking English will increase and the more you will learn!
Useful Phrases
There are 5 phrases in each subcategory. Each subcategory is separated by weeks. We recommend that you study one a day. We will continue to add useful phrases on a regular basis.
If you have questions or want to request a phrase you want to learn, let us know by posting a question or suggestion on the phrases board.
1. Bored to death
2. You've got to be kidding
3. Sick and Tired
4. Call it a day
5. Get on one's nerves
Bored to death
"I have nothing to do. I’m bored to death."
"I hate it when I’m bored to death."
"Would you rather be super busy or bored to death?"
A: "Hey Seth, what are you doing?"
B: "I’m reading book. What are you doing?"
A: "I’m bored to death. Let’s do something."
B: "Sure. Come over and we can play some games."
Other Common Sentences
"I’m so bored, I could die."
"I’m dying of boredom."
You've got to be kidding
A: "Hey Jared. Mom told me to tell you that you shouldn’t stay out too late."
B: "You’ve got to be kidding me. I’m 30 years old."
A: "Patrick won the school election by two votes."
B: "He’s not that popular how did this happen?"
A: "Nobody voted because they expected Jason to win."
B: "You’ve got to be kidding me."
Other Common Sentences
"I really hope you’re wrong."
"Please tell me it ain’t so."
Read one's mind
You read my mind."
"I was going to suggest that. You must have read my mind."
A: "Do you want to go play pool?"
B: "You read my mind. That’s exactly what I was thinking too.
Feel blue
"What a gloomy day. It makes me feel blue."
"Whenever I feel blue, I like to listen to upbeat music."
"Matt’s feeling a little blue right now. Let’s go cheer him up."
A: "Where is Matt these days? I haven’t seen him in a while."
B: "He feels a little blue because he can’t find a girlfriend."
A: "Let’s go cheer him up."
Other Common Sentences
"I feel a little depressed right now."
"I don’t know why, but I just feel sad."
"Even though it’s a nice day, I feel gloomy inside."
Fender bender
"I got into a small accident. It was just a fender-bender."
"I got into a fender bender in the parking lot."
"I can’t believe the damage is going to cost me 800 bucks. It was just a fender bender."
A: "I got into a car accident."
B: "That sucks. You didn’t get hurt did you?"
A: "No. It was just a fender bender."
Other Common Sentences
"It was a small accident."
"I rear ended him, but luckily there was no damage."
Get foot in the door
"It’s not a great position, but at least my foot is in the door."
"I need to find a way to get my foot in the door."
"I’m doing an internship for SK Telecom. It’s an opportunity to get my foot in the door."
A: "Did you find a job yet?"
B: "No. I’m still looking."
A: "With the sagging economy, it’s hard to find a job."
B: "Yeah. I’m even considering a lower position. At least I’ll have my foot in the door."
Other Common Sentences
"I’m working in the mail room. But I’m hoping I can change positions now that I’m in the company."
"I hate my position, but it’s the only way I could start in this company."
Chicken
"There’s nothing to be scared of. Don’t be a chicken."
"Everyone thinks I’m a chicken because I didn’t go bungee jumping with them."
"Stop being a chicken and just go."
A: "Did you ask Martha on a date?"
B: "No. I was about to, but I got a little nervous."
A: "You’re such a chicken."
Other Common Sentences
"I didn’t know you were afraid of insects. You’re a scaredy cat."
"He’s a coward. He wouldn’t even go on the rollercoaster ride."
"Jack is scared of everything. He’s such a sissy."
Give somebody a hard time
"Suzie gave him a hard time for not showing up to her recital."
"Stop giving me a hard time. There was nothing I could do about it."
"If you don’t finish your project, the manager is going to give you a hard time."
A: "My mom gave me a hard time for one bad grade on my report card."
B: "That’s a tough situation. My parents never gave me a hard time for bad grades."
Other Common Sentences
"Albert is making it difficult for me."
"He’s getting on my case about my comment."
Make up one's mind
"We don’t got all day, make up your mind."
"Make up your mind, we don’t have much time."
"I can’t make up my mind. Can you help me decide?"
"If you don’t make up your mind, I’ll choose for you."
"Both of them look really good. I can’t make up my mind."
A: "I don’t know which one to get."
B: "They’re both pretty good, so just pick one."
A: "I always regret it when I pick the wrong one."
B: "You’re picking between white chocolate or regular chocolate. There is no wrong answer so hurry up and make up your mind."
Other Common Sentences
"I can’t decide which one to take."
"I don’t know if I should get the Volvo or the Ford."
"I like both of them too much to decide."
Go Dutch
"You don’t have to pay for me. Let’s go dutch today."
"I can’t believe John didn’t pay for me. We ended up going dutch on the whole date."
"I actually prefer going dutch because I don’t want to feel indebt to anyone."
A: "How was your date with Sarah?"
B: "I’m not sure. It was just ok."
A: "Why do you say that?"
B: "She didn’t let me pay for her share. She insisted that we go dutch for everything."
Other Common Sentences
"I’ll pay half of it."
"Let’s pay together."
"I didn’t pay for her. We paid our own share."
Throw in the towel
"I was ready to throw in the towel, but I stayed with it."
"He’s not a quitter, so he’s not going to throw in the towel."
"I saw a fight last almost two hours before one guy threw in the towel."
A: "The boxing match is great."
B: "One guy is really getting beat up."
A: "Do you think he’s going to give up?"
B: "He’s not going to throw in the towel, they rarely do that these days."
Other Common Sentences
"There’s no chance for me to win. I’m calling it quits."
"I don’t think I can win, so I’m going to give up."
"I’d rather surrender than get the hell beaten out of me."
Goose bumps
"I was so touched by the movie that I started getting goose bumps all over my arms."
"When she told me that she loved me, I got goose bumps."
"I get goose bumps anytime I’m scared."
"John told us a story and everyone got goose bumps."
A: "Did you watch the speech?"
B: "No, I missed it. Was it good?"
A: "It was so touching that I got goose bumps everywhere."
Other Common Sentences
"I was so inspired by the speech that I had a tingling sensation run across my body."
"I felt a jolt of excitement when I heard the good news."
"My arms were tingling when I heard that story."
Stay in touch
"Call me more often man. We got to stay in touch."
"I hope you stay in touch with me. I’ll give you my contact information."
"Let’s stay in touch. I’ll email you whenever I can."
"Are you staying in touch with her, or are you guys not talking any more?"
A: "Since you are moving to England, I’m really going to miss you."
B: "Yeah. I’m going to miss you a lot too."
A: "You promise that you’ll stay in touch?"
B: "Of course. We’ll always keep in touch."
Other Common Sentences
"Keep in touch. I’ll want to know how you’re doing."
"Julie told me that she would keep in touch with me."
Have the guts
"I don’t have the guts to go bungee jumping."
"He doesn’t have the guts to ask her on a date."
"He has a lot of guts to be hunting by himself."
A: "I heard you went to Sky Mountain Park. How was it."
B: "It was pretty fun."
A: "Did you go on the monster ride?"
B: "No. I didn’t have the guts to go on that ride. It was too scary."
Other Common Sentences
"He’s very courageous."
"He’s got balls to be doing that."
"He isn’t afraid of anything."
Rain or Shine
"We’re going camping this weekend rain or shine."
"Rain or shine, the protesters are out there every day."
"I don’t care about the weather. I’m going golfing rain or shine."
A: "I’m going hiking this Saturday. Do you want to come?"
B: "That sounds good. Rain or shine, count me in."
A: "If it’s raining, looks like you’re going by yourself, because I’m staying home."
Other Common Sentences
"I’m going to go even if it’s a downpour."
"Are you still going to go even if it’s raining cats and dogs?"
"Unless it’s pouring out, let’s meet at seven in the morning."
I’m beat
"I had a tough day today. I’m totally beat."
"I don’t want to go out tonight. I’m beat."
"I’m beat so I’m going to sleep early today."
A: "Hey Steve, we’re going to go to a club tonight. Wanna come?"
B: "I worked a 12 hour shift today. I’m beat so I’m going to just stay home tonight."
Other Common Sentences
"I’m very tired."
"I’m exhausted."
Easier said than done
"That’s easier said than done."
"It’s a lot tougher than that. It’s one of those things that are easier said than done."
"Michael thinks everything is so easy. He doesn’t realize it’s easier said than done."
A: "Do you do any stock trading?"
B: "No, but how hard could it be. Just buy when it goes down and sell when it goes up."
A: "It’s easier said than done."
Other Common Sentences
"It’s harder than you think."
"It’s not as easy as you think."
"If you think it’s that easy, why don’t you do it?"
It's about time
"It’s about time."
"It’s about time. I waited two hours for you."
"It’s about time I got a chance to play."
A: "I’ve been waiting for 3 weeks to try out the new laptop. Isn’t it my turn yet?"
B: "Yes. It’s your turn. I’ll get it for you."
A: "It’s about time."
Jump to conclusions
"I incorrectly blamed Jeff for breaking my phone. I shouldn’t have jumped to conclusions."
"I thought you took my book. I shouldn’t have accused you. I jumped to conclusions."
"Will you stop jumping to conclusions. You should get all the facts before you make any decisions."
A: "I’m so mad at Jake. I think he told my girlfriend that I was on a date."
B: "What makes you think Jake told her?"
A: "Because he’s like that."
B: "He sometimes does stupid things, but you shouldn’t jump to conclusions."
Keep an eye on
"Can you keep an eye on my daughter while I go get the car?"
"Don’t worry about your luggage. I’ll keep an eye on it."
"My mom will keep an eye on our equipment while we go get the truck."
A: "Excuse me sir."
B: "Yes."
A: "I have to go to the bathroom. Can you keep an eye on my suitcase for a minute?"
B: "No problem."
Other Common Sentences
"Can you watch my bag for me?"
"Can you watch my suitcase while I go to the bathroom."
Out of the blue
"He’s pretty funny because he will crack a funny joke out of the blue."
"Grace started crying for no reason. It was totally out of the blue."
"I don’t know why he started getting mad. It was out of the blue."
A: "Did you hear what happened with Tiffany?"
B: "She broke up with her boyfriend last night."
A: "What? I thought they had a great relationship."
B: "So did I. It was totally out of the blue."
Other Common Sentences
"She showed up out of no where."
"He pulled a rabbit out of nowhere. That’s why it was so impressive."
Thursday, July 10, 2008
Human Resources Planning Questions and Answers
What is human resources planning (or HR planning)?
There are many ways to define HR planning, or explain what it is, but the following definitions, taken from the Government of Canada human resources site, is a good, useful working definition:
Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost.
Note the emphasis on linkage to strategic planning and business planning in the first sentence, and the emphasis on the arrangement and alignment of staff and employees in the last sentence.
Here's another definition, perhaps a bit simpler:
The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives.
o Is strategic human resource planning the same as human resource planning?
Technically, it's possible to do short term human resource planning that is a bit different than strategic human resource planning, in the same sense one can plan tactically or strategically. However, in basic terms, planning within human resources should be done strategically, since longer term thinking is required to effectively manage human resources over time.
If you consider the complexity of any human resource planning process, it seems obvious that the process needs to be strategic in nature. Unfortunately, many companies do not allocate enough time or resources to developing long term strategic HR plans.
So, the short answer, is that they should be the same. All HR planning should be strategic. In practice, many companies plan their human resources in a shorter term, or bandaid type fashion that involves reacting to short term forces, rather than being proactive long term.
o How is human resource planning linked to overall strategic planning?
Particularly for those working in HR departments, it's easy to forget that HR planning (and HR functions) do not exist as ends in themselves, but exist to serve the rest of the organization in achieving the business goals of the organization. Often HR functions and human resource planning get accidentally de-linked from business goals.
Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.
The solution is obvious. Human resource planning needs to reference the details of the overall strategic plan of the organization. In effect, it serves the strategic plan.
o Can you suggest some ways of making human resource planning more effective?
Human resource planning can be such a "big" endeavor, with planning for all kinds of things, like quality staff retention, layoffs, training and development, compensation, etc, that it's hard to provide hints and tips in anything less than a book sized manual. However, if we take a "view from the top" perspective, there are some things that apply to most human resources planning functions, and are important in making the process effective, or even to make it part of creating a competitive advantage in the marketplace.
First, human resource planning needs to be linked to the larger business planning or strategic planning process. HR planning is NOT an end to itself, and neither is HR management an end in itself. The function is meant to support and enable the company to attain its business goals, so as such it needs to be linked to and driven by those business or strategic goals.
This is called vertical integration.
Second, and related, it's important that when HR planning is lead by the HR department, it must be remembered that the whole process is to serve the stakeholders and "customers" of the human resources department. This means that the planning process MUST actively involve those stakeholders and customers -- managers, executives, even line employees.
Third, HR planning can't be effective without an understanding of the company or organization, its managers and employees, its mission and issues, etc, and the environment in which it works. The Public Service Human Resources Agency of Canada puts it this way"
Good HR planning entails understanding the demographics-you know the numbers!
o Data
o Profiles
o Projections
Fourth, as with any planning endeavor, the outcomes of the implementation of an HR plan should be measurable and assessible. With many personnel functions there are good, already available metrics (such as employee turnover or "churn", frequency of grievance, etc), but it's also good to try to assess the effects of the implementation of an HR plan on the achievement of the organization's business goals. What human resource functions need to be planned? Human resource planning refers to the planning of human resource functions, or in other words, planning how human resource management will be executed. The Government of Canada suggests that HR management includes the following:
o recruiting
o selecting
o hiring
o orienting
o training and retraining
o motivating
o coaching
o mentoring
o counselling
o recognizing achievements
o empowering
o communicating
o evaluating
o promoting
o laying off
o dismissing
So, in effect HR planning refers to the development of plans in these areas or in similar areas. You may want to develop your own list specific to your organization -- a list that reflects the functions that HR does in your company.
Is human resource planning only relevant to large companies or should small businesses do HR planning too?
Many people associate human resource planning with what very large companies do -- IBM, or Ford. That's because, almost by necessity, large companies need to have a much more formal and comprehensive approach to HR planning because of their size and the complexity of their businesses.
That said, even a business owner with a very few employees need to think (that is, plan) about various personnel and human resources issues. Many small business owners do this without really thinking about it. For example, a small business owner needs to think and plan about what benefits to offer, how to manage growth of staff, how to plan how many staff are needed, how to evaluate employee performance, and so on.
So, even if you have one or two employees, it's useful to "plan like the big boys" regarding human resource and personnel issues. The methods you use may be simpler but you still need to do it, so you are prepared.
Can you suggest a process to use for human resource planning?
As with strategic planning, there is no one way to undertake human resource planning. However, here's a model which relies on gap analysis, and attempts to link human resource planning to overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets.
Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals.
External Scan: Determine the most important environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues.
Gap Analysis: Based on an analysis of the environmental scan and operational business goals, what are the organization’s current and future HR needs?
Priority Setting and Work Plan: Based on the organization’s priorities, environmental scan, and HR performance related data: 1) what are the major human resources priorities; and 2) what strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and pubicly) performance results advances our capacity to measure performance, set targets, and, most importantly, to integrate results information into decision making processes and determine future priorities.
When doing an internal scan for purposes of human resource planning what questions should I address?
When evaluating your current human resources capabilities for the purposes of human resources planning, what kinds of questions and issues need to be addressed? Here's a list adapted from some material from the Government of Saskatchewan.
Are there any key forces affecting the organization's operations (collective agreements, staffing issues, cultural issues, work/life balance, demographics, technology requirements, budget issues, expectation of clients)?
• What knowledge, skills, abilities and capabilities does the organization have?
• What is the company's current internal environment? What elements support the company's strategic direction? What elements deter the organization from reaching its goals?
• How has the organization changed its organizational structure? How is it likely to change in the future?
• How has the organization changed with respect to the type and amount of work it does and how is it likely to change in the future?
• How has the organization changed regarding the use of technology and how will it change in the future?
• How has the company changed with respect to the way people are recruited?
• What is the public’s (or customers') perceptions of the quality of the organization's products, programs, and/or services? What is being done well? What can be done better?
• Are current programs, processes or services contributing to the achievement of specific organizational goals?
You may, of course, expand this list to suit your own HR planning needs.
What Is Succession Planning?
Succession planning is the process by which companies and businesses ensure that there is an orderly and planned transfer of powers, responsibilities and job functions when employees -- usually in executive and management positions, leave the company through retirement, or other means.
If we think of human resource planning as ensuring that the right people and right skills are available so the company can meet its strategic and shorter term goals, then it's clear that succession planning is an important part of this process.
In terms of process, succession planning involves identifying positions and roles where vacancies are anticipated, and identifying how the company will fill those positions. When it's determined that succession planning will rely on internal promotions, some companies will begin a process of identifying one (or more than one potential candidate), and begin the development process with them, so that when it is time for a person to step up, they have ample experience and the necessary skills to do so.
For example, a person targeted to fill an anticipated vacancy from within may be encouraged to take relevant university courses, attend seminars for skill building, shadow the current incumbent to learn the ropes, receive coaching and mentoring from the incumbent, participate in job rotations, and other developmental activities.
While it may seem that succession planning (and developmental planning) applies only to internal staff (preparing an existing employee to move up), it can also be used with a new hire, who may be hired before the incumbent leaves, and is prepared for the full position while the incumbent is still in place. The purpose is to ensure continuity of operations.
There are many ways to define HR planning, or explain what it is, but the following definitions, taken from the Government of Canada human resources site, is a good, useful working definition:
Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost.
Note the emphasis on linkage to strategic planning and business planning in the first sentence, and the emphasis on the arrangement and alignment of staff and employees in the last sentence.
Here's another definition, perhaps a bit simpler:
The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives.
o Is strategic human resource planning the same as human resource planning?
Technically, it's possible to do short term human resource planning that is a bit different than strategic human resource planning, in the same sense one can plan tactically or strategically. However, in basic terms, planning within human resources should be done strategically, since longer term thinking is required to effectively manage human resources over time.
If you consider the complexity of any human resource planning process, it seems obvious that the process needs to be strategic in nature. Unfortunately, many companies do not allocate enough time or resources to developing long term strategic HR plans.
So, the short answer, is that they should be the same. All HR planning should be strategic. In practice, many companies plan their human resources in a shorter term, or bandaid type fashion that involves reacting to short term forces, rather than being proactive long term.
o How is human resource planning linked to overall strategic planning?
Particularly for those working in HR departments, it's easy to forget that HR planning (and HR functions) do not exist as ends in themselves, but exist to serve the rest of the organization in achieving the business goals of the organization. Often HR functions and human resource planning get accidentally de-linked from business goals.
Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.
The solution is obvious. Human resource planning needs to reference the details of the overall strategic plan of the organization. In effect, it serves the strategic plan.
o Can you suggest some ways of making human resource planning more effective?
Human resource planning can be such a "big" endeavor, with planning for all kinds of things, like quality staff retention, layoffs, training and development, compensation, etc, that it's hard to provide hints and tips in anything less than a book sized manual. However, if we take a "view from the top" perspective, there are some things that apply to most human resources planning functions, and are important in making the process effective, or even to make it part of creating a competitive advantage in the marketplace.
First, human resource planning needs to be linked to the larger business planning or strategic planning process. HR planning is NOT an end to itself, and neither is HR management an end in itself. The function is meant to support and enable the company to attain its business goals, so as such it needs to be linked to and driven by those business or strategic goals.
This is called vertical integration.
Second, and related, it's important that when HR planning is lead by the HR department, it must be remembered that the whole process is to serve the stakeholders and "customers" of the human resources department. This means that the planning process MUST actively involve those stakeholders and customers -- managers, executives, even line employees.
Third, HR planning can't be effective without an understanding of the company or organization, its managers and employees, its mission and issues, etc, and the environment in which it works. The Public Service Human Resources Agency of Canada puts it this way"
Good HR planning entails understanding the demographics-you know the numbers!
o Data
o Profiles
o Projections
Fourth, as with any planning endeavor, the outcomes of the implementation of an HR plan should be measurable and assessible. With many personnel functions there are good, already available metrics (such as employee turnover or "churn", frequency of grievance, etc), but it's also good to try to assess the effects of the implementation of an HR plan on the achievement of the organization's business goals. What human resource functions need to be planned? Human resource planning refers to the planning of human resource functions, or in other words, planning how human resource management will be executed. The Government of Canada suggests that HR management includes the following:
o recruiting
o selecting
o hiring
o orienting
o training and retraining
o motivating
o coaching
o mentoring
o counselling
o recognizing achievements
o empowering
o communicating
o evaluating
o promoting
o laying off
o dismissing
So, in effect HR planning refers to the development of plans in these areas or in similar areas. You may want to develop your own list specific to your organization -- a list that reflects the functions that HR does in your company.
Is human resource planning only relevant to large companies or should small businesses do HR planning too?
Many people associate human resource planning with what very large companies do -- IBM, or Ford. That's because, almost by necessity, large companies need to have a much more formal and comprehensive approach to HR planning because of their size and the complexity of their businesses.
That said, even a business owner with a very few employees need to think (that is, plan) about various personnel and human resources issues. Many small business owners do this without really thinking about it. For example, a small business owner needs to think and plan about what benefits to offer, how to manage growth of staff, how to plan how many staff are needed, how to evaluate employee performance, and so on.
So, even if you have one or two employees, it's useful to "plan like the big boys" regarding human resource and personnel issues. The methods you use may be simpler but you still need to do it, so you are prepared.
Can you suggest a process to use for human resource planning?
As with strategic planning, there is no one way to undertake human resource planning. However, here's a model which relies on gap analysis, and attempts to link human resource planning to overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets.
Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals.
External Scan: Determine the most important environmental factors expected to affect workforce capacity, given known operational and HR priorities and emerging issues.
Gap Analysis: Based on an analysis of the environmental scan and operational business goals, what are the organization’s current and future HR needs?
Priority Setting and Work Plan: Based on the organization’s priorities, environmental scan, and HR performance related data: 1) what are the major human resources priorities; and 2) what strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and pubicly) performance results advances our capacity to measure performance, set targets, and, most importantly, to integrate results information into decision making processes and determine future priorities.
When doing an internal scan for purposes of human resource planning what questions should I address?
When evaluating your current human resources capabilities for the purposes of human resources planning, what kinds of questions and issues need to be addressed? Here's a list adapted from some material from the Government of Saskatchewan.
Are there any key forces affecting the organization's operations (collective agreements, staffing issues, cultural issues, work/life balance, demographics, technology requirements, budget issues, expectation of clients)?
• What knowledge, skills, abilities and capabilities does the organization have?
• What is the company's current internal environment? What elements support the company's strategic direction? What elements deter the organization from reaching its goals?
• How has the organization changed its organizational structure? How is it likely to change in the future?
• How has the organization changed with respect to the type and amount of work it does and how is it likely to change in the future?
• How has the organization changed regarding the use of technology and how will it change in the future?
• How has the company changed with respect to the way people are recruited?
• What is the public’s (or customers') perceptions of the quality of the organization's products, programs, and/or services? What is being done well? What can be done better?
• Are current programs, processes or services contributing to the achievement of specific organizational goals?
You may, of course, expand this list to suit your own HR planning needs.
What Is Succession Planning?
Succession planning is the process by which companies and businesses ensure that there is an orderly and planned transfer of powers, responsibilities and job functions when employees -- usually in executive and management positions, leave the company through retirement, or other means.
If we think of human resource planning as ensuring that the right people and right skills are available so the company can meet its strategic and shorter term goals, then it's clear that succession planning is an important part of this process.
In terms of process, succession planning involves identifying positions and roles where vacancies are anticipated, and identifying how the company will fill those positions. When it's determined that succession planning will rely on internal promotions, some companies will begin a process of identifying one (or more than one potential candidate), and begin the development process with them, so that when it is time for a person to step up, they have ample experience and the necessary skills to do so.
For example, a person targeted to fill an anticipated vacancy from within may be encouraged to take relevant university courses, attend seminars for skill building, shadow the current incumbent to learn the ropes, receive coaching and mentoring from the incumbent, participate in job rotations, and other developmental activities.
While it may seem that succession planning (and developmental planning) applies only to internal staff (preparing an existing employee to move up), it can also be used with a new hire, who may be hired before the incumbent leaves, and is prepared for the full position while the incumbent is still in place. The purpose is to ensure continuity of operations.
Strategic human resource management
- 1 -
Abstract
People are the assets on which competitive advantage is built, whether in the public or
Private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organizations’ cannot imitate is people and their
Skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organizations’ as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.
Introduction
People are the assets on which competitive advantage is built, whether in the public or
private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organisations cannot imitate is people and their
skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organisations as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.
Abstract
People are the assets on which competitive advantage is built, whether in the public or
Private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organizations’ cannot imitate is people and their
Skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organizations’ as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.
Introduction
People are the assets on which competitive advantage is built, whether in the public or
private sector, whether in the corporate world or in the world of education. In the
words of the latest theory on human resource management, people are an “inimitable”
asset. The one thing that competitor organisations cannot imitate is people and their
skills. So human resource management and the practices associated with it have
become accepted by managers in all forms of organisations as one of the most
important strategic levers to ensure continuing success (Boxall and Purcell, 2003).
This is true in vocational education and training as much as in any other sector. In
recent years workforce development has become a key feature of the management of
registered training organisations (RTOs) in the VET sector. This paper will report on
the results of a recent project examining the current state of human resource
management practice in RTOs in Australia. The project takes a strategic approach,
and the research examines the links between human resource management and the
strategy of the organisation. The results of the project enable us to better understand
the development of human resource management in RTOs and make sound
recommendations about how RTOs can benefit from better management of people.
BSE & NSE certification course
--------------------------------------------------------------------------------
BSE Training Institute, also known as BTI, runs a three month part time Certificate Programme on Capital Markets jointly with the Jamnalal Bajaj Institute of Management Studies, which is highly popular programme in the Indian financial markets. Successful participants of this programme are awarded certificates by the University of Mumbai. Any graduate stock broker, sub-broker, Investment Consultant, Portfolio Manager, professional from the Depository, DPs, Banks, Insurance Companies, Mutual Funds, Custodians, Clearing houses, Financial Institutions and Management students is welcome to take advantage of this comprehensive programme.
National Stock Exchange (NSE) has been running a certification course i.e Certification in Financial Markets (NCFM) since 1998 which aims to educate ppl towards financial markets.
The Test is also offered through the Internet to enable candidates outside the designated test centres to take tests at their convenience. This allows flexibility in terms of testing centres, dates and timing and provides easy accessibility and convenience to candidates.
NCFM Modules
NCFM currently tests expertise in the following modules:
Financial Markets: A Beginners' Module
Derivatives Market (Dealers) Module
Capital Market (Dealers) Module
Securities Market (Basic) Module
FIMMDA-NSE Debt Market (Basic) Module
Surveillance in Stock Exchanges Module
NSDL - Depository Operations Module
Commodities Market Module
AMFI - Mutual Fund (Basic) Module
AMFI - Mutual Fund (Advisors) Module
Corporate Governance Module
Compliance Officers (Brokers) Module
Compliance Officers (Corporates) Module
Modules of Financial Planning Standards Board India
__________________
BSE Training Institute, also known as BTI, runs a three month part time Certificate Programme on Capital Markets jointly with the Jamnalal Bajaj Institute of Management Studies, which is highly popular programme in the Indian financial markets. Successful participants of this programme are awarded certificates by the University of Mumbai. Any graduate stock broker, sub-broker, Investment Consultant, Portfolio Manager, professional from the Depository, DPs, Banks, Insurance Companies, Mutual Funds, Custodians, Clearing houses, Financial Institutions and Management students is welcome to take advantage of this comprehensive programme.
National Stock Exchange (NSE) has been running a certification course i.e Certification in Financial Markets (NCFM) since 1998 which aims to educate ppl towards financial markets.
The Test is also offered through the Internet to enable candidates outside the designated test centres to take tests at their convenience. This allows flexibility in terms of testing centres, dates and timing and provides easy accessibility and convenience to candidates.
NCFM Modules
NCFM currently tests expertise in the following modules:
Financial Markets: A Beginners' Module
Derivatives Market (Dealers) Module
Capital Market (Dealers) Module
Securities Market (Basic) Module
FIMMDA-NSE Debt Market (Basic) Module
Surveillance in Stock Exchanges Module
NSDL - Depository Operations Module
Commodities Market Module
AMFI - Mutual Fund (Basic) Module
AMFI - Mutual Fund (Advisors) Module
Corporate Governance Module
Compliance Officers (Brokers) Module
Compliance Officers (Corporates) Module
Modules of Financial Planning Standards Board India
__________________
strategic recruitment questionnaire
Questionnaire on “Strategic recruitment”
Name:
Company:
Designation:
Location:
1. What is the functional importance of your organization? Mention the activities of your organization?
2. What are some of your organization’s future needs for personnel?
3. Has your organization prepares the strategic planning for recruitment?
a) Always b) sometimes c) if necessary d) never
4. Who determines the positioning of HR in your organization?
a) C.E.O b) BOARD c) HR department
5. What are the different drivers for HR in your organization?
a) Business needs b) staff needs c) external factors d) legislation
6. What are the different types of Human Resources required for the organization for its function?
7. What are the current challenges of hr facing in your organization?
a)internal capability b) outsourcing c) recruitment D) others
8. What you expect the future challenges of HR facing in your organization?
a) Return on investment b) positioning c) meeting business need d) others
9. is your organization looking for the employees for
a)temporary basis b) permanent basis c) contact basis
10. Is the influence of HR in your organization?
a) Increasing b) decreasing c) staying the same
11. Has your organization follow any methods of recruitment?
a)Traditional methods b) modern methods
12. What are the recruitment sources used in your organization?
1.
2.
3.
4.
5.
6.
13. What is the need for your organization for recruitment?
a) Future purpose b) just in time c) both
14. Is training provided for those who conduct interviews?
a) Yes b) No
15. What is the interview process that is used in your organization?
a) Individual b) sequential c) panel
16. Do you have a recruitment pool data base in your organization?
a)Yes b) No
17. What are the different forms of attracting the candidate to your organization?
a) News paper ads b) recruiting agencies & employee referrals c) job fair d) all
18. in giving the weight age does the organization look for relevant work experience?
a) Always b) sometimes c) acc to the job criteria d) never
19. How will your organization prefer the candidates to apply for particular job?
a) Qualification b) experience c) both
20. Where will your organization conduct the recruitment programmes?
a) Within the organization b) outside the organization c) both
21. Do you have a referral policy in your organization?
a) Yes b) no
22. If yes, is there any reward for referring employees?
a) Yes b) no
23. Is the age factor is taken into consideration while you recruit?
a) Yes b) no
24. Is the gender factor is taken in to consideration while you recruit?
a) Yes b) no c) based on job description
25. Does your organization consider the family back ground of the candidate?
a) Yes b) no
26. Does company conduct
a) Psychometric test b) aptitude test c) both
27. Does the company update these question papers frequently?
a) Yes b) no
28. Does the company test the candidate’s integrity?
a) Yes b) no
29. Does the organization have good infrastructure and sufficient volume to conduct the recruitment?
a) Yes b) no
30. Does the recruiter give the detailed information about the job to the candidate before recruitment?
a) Yes b) no
31. How will your organization inform to the candidate if he/she was selected?
a)Mail b) phone c)both a & b d) not informed
32. Does your organization follow the bond system?
a) Yes b) no
33. Do you give the feed back to the candidate if he/she rejected?
a) Yes b) no c) if they questioned
34. Do you take candidate feedback on recruitment process?
a) Yes b) no
35. Once the candidate is recruited is there any further assessment for employees
a) Yes b) no
************************************
Name:
Company:
Designation:
Location:
1. What is the functional importance of your organization? Mention the activities of your organization?
2. What are some of your organization’s future needs for personnel?
3. Has your organization prepares the strategic planning for recruitment?
a) Always b) sometimes c) if necessary d) never
4. Who determines the positioning of HR in your organization?
a) C.E.O b) BOARD c) HR department
5. What are the different drivers for HR in your organization?
a) Business needs b) staff needs c) external factors d) legislation
6. What are the different types of Human Resources required for the organization for its function?
7. What are the current challenges of hr facing in your organization?
a)internal capability b) outsourcing c) recruitment D) others
8. What you expect the future challenges of HR facing in your organization?
a) Return on investment b) positioning c) meeting business need d) others
9. is your organization looking for the employees for
a)temporary basis b) permanent basis c) contact basis
10. Is the influence of HR in your organization?
a) Increasing b) decreasing c) staying the same
11. Has your organization follow any methods of recruitment?
a)Traditional methods b) modern methods
12. What are the recruitment sources used in your organization?
1.
2.
3.
4.
5.
6.
13. What is the need for your organization for recruitment?
a) Future purpose b) just in time c) both
14. Is training provided for those who conduct interviews?
a) Yes b) No
15. What is the interview process that is used in your organization?
a) Individual b) sequential c) panel
16. Do you have a recruitment pool data base in your organization?
a)Yes b) No
17. What are the different forms of attracting the candidate to your organization?
a) News paper ads b) recruiting agencies & employee referrals c) job fair d) all
18. in giving the weight age does the organization look for relevant work experience?
a) Always b) sometimes c) acc to the job criteria d) never
19. How will your organization prefer the candidates to apply for particular job?
a) Qualification b) experience c) both
20. Where will your organization conduct the recruitment programmes?
a) Within the organization b) outside the organization c) both
21. Do you have a referral policy in your organization?
a) Yes b) no
22. If yes, is there any reward for referring employees?
a) Yes b) no
23. Is the age factor is taken into consideration while you recruit?
a) Yes b) no
24. Is the gender factor is taken in to consideration while you recruit?
a) Yes b) no c) based on job description
25. Does your organization consider the family back ground of the candidate?
a) Yes b) no
26. Does company conduct
a) Psychometric test b) aptitude test c) both
27. Does the company update these question papers frequently?
a) Yes b) no
28. Does the company test the candidate’s integrity?
a) Yes b) no
29. Does the organization have good infrastructure and sufficient volume to conduct the recruitment?
a) Yes b) no
30. Does the recruiter give the detailed information about the job to the candidate before recruitment?
a) Yes b) no
31. How will your organization inform to the candidate if he/she was selected?
a)Mail b) phone c)both a & b d) not informed
32. Does your organization follow the bond system?
a) Yes b) no
33. Do you give the feed back to the candidate if he/she rejected?
a) Yes b) no c) if they questioned
34. Do you take candidate feedback on recruitment process?
a) Yes b) no
35. Once the candidate is recruited is there any further assessment for employees
a) Yes b) no
************************************
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