During his recent trip to India, President Obama encouraged more trade with India as a way to add jobs in the U.S. But enterprising Americans aren't waiting for jobs to come to the United StateS.
MANALI
PGDM1
Monday, November 15, 2010
Thursday, November 11, 2010
.
Trendwatcher: Soft Skills by Any Other Name
.
Many businesspeople don't like the term "soft skills." It seems too touchy-feely and fuzzy to have a hard and measurable business impact, and they worry that this phrase diminishes a critical set of business skills.
But they needn't be so concerned. By any other name, soft skills are just as crucial to organizational performance as any other skills brought to the table, according to new research by i4cp.
In our Identifying and Developing Soft Skills Survey, we found that three-quarters of participants in this study have identified a set of such skills - such as listening skills, persuasion, teamwork - that lead to successful performance, and the proportion climbs to 85% among high-performing companies.
"It's the soft skills that help you meet your people's needs so that they can feel good about going forward and meeting the business metrics," said Jamie Lothian, human resource manager - training and development with i4cp member SaskTel. "Soft skills are critical in leveraging the company forward in meeting your goals, objectives and core strategies."
.SANCHITA GUPTA
PGDM 1ST SEM
Sunday, October 24, 2010
Good management vital to survive spending cuts, says CIPD
Excellent people management will be crucial if the public services are to survive the effect of the cuts announced by the government, the CIPn today’s Comprehensive Spending Review, chancellor George Osborne revealed average cuts in departmental budgets of 19 per cent over four years. Local authorities will face particularly swingeing 7.1 per cent annual cut in their budgets, while the Home Office and Ministry of Justice will each face 6 per cent cuts a year, and police forces 4 per cent. Health and education have been largely protected from the cost reductions, while defence will face a limited cut of 8 per cent over four years. D has warned.
Official predictions show that 490,000 public servants could lose their jobs as a result of the deficit reduction plan.
MANALI
PGDM 1ST
Official predictions show that 490,000 public servants could lose their jobs as a result of the deficit reduction plan.
MANALI
PGDM 1ST
Friday, October 22, 2010
THE BOOTH COMPANY PARTNERS WITH GEORGE FOX UNIVERSITY FOR 360 DEGREE FEEDBACK
Boulder, CO, April 9, 2009 -- The Booth Company's 360 degree feedback surveys are an integral component of the MBA program at George Fox University. As part of a course on organizations, Jim Steele, Ed.D., invites his students to choose one of several surveys that offers the best fit for their professional needs. Learners are encouraged to select raters from their business contacts, bringing the voices of their working associates into the academic process. By providing learners with a firsthand view of how they are perceived in their work environments, students are confronted with evidence of the impact of their own leadership behaviors.
Students are pleased with the 360 degree survey process. "I chose the survey participants carefully to assure honest, open feedback," said credit union CEO and 2007 George Fox MBA graduate Barbara Mathey. "Although some of the results were difficult to see, it was exactly the feedback I was hoping for. The insight gave me the opportunity to reevaluate and change my approach to more effectively use my leadership skills and to obtain additional skills where I was lacking.
The Booth Company publishes and administers 360 degree feedback surveys based on the Task Cycle®, a validated theory of leadership and management roles. Its comprehensive set of surveys measure the fundamental skills of mission-critical organizational roles, including executives, first-line and middle managers. The survey results are compared to continuously updated industry and country norms. Since 1972 The Booth Company has distributed its surveys and feedback workshops internationally through corporate universities and an exclusive network of certified senior executive coaches.
This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company
listed above.
Students are pleased with the 360 degree survey process. "I chose the survey participants carefully to assure honest, open feedback," said credit union CEO and 2007 George Fox MBA graduate Barbara Mathey. "Although some of the results were difficult to see, it was exactly the feedback I was hoping for. The insight gave me the opportunity to reevaluate and change my approach to more effectively use my leadership skills and to obtain additional skills where I was lacking.
The Booth Company publishes and administers 360 degree feedback surveys based on the Task Cycle®, a validated theory of leadership and management roles. Its comprehensive set of surveys measure the fundamental skills of mission-critical organizational roles, including executives, first-line and middle managers. The survey results are compared to continuously updated industry and country norms. Since 1972 The Booth Company has distributed its surveys and feedback workshops internationally through corporate universities and an exclusive network of certified senior executive coaches.
This press release was distributed through eMediawire by Human Resources Marketer (HR Marketer: www.HRmarketer.com) on behalf of the company
listed above.
SANCHITA GUPTA
PGDM 1ST SEM
Saturday, October 9, 2010
ORGANIZING CHAOS IN HR MANAGEMENT
BY ANIMA SINHA
Recent reports show that unemployment within the United States has improved very little over the last quarter. Figures show that unemployment is hovering around 14.9 million, which equates to an unemployment rate of just under 10 percent. The large number is indicative of the current global economic climate which has shrunk working opportunities and left 1 in ten of the working population out of work.
A common fault by many organizations is to organize change when implementing a new strategy even though today's volatile economy leaves little room for error. The NG HR committee feels there are clear reasons for these struggles; for most companies a change in management means altering organizational structures and processes. They rarely ask staff about how willing they are to make changes, which, the majority of the time, they are not.
"[CEOs and managers] must realize that by nature people are wary of change. They must be careful about making difficult decisions and pace the changes. When implementing a new structure there is a need for a gradual process to shape the system."
John McGuire - Center for Creative Leadership, who is currently in attendance at the NG HR US Summit, spoke on ‘transforming your leadership culture'. He believes that too many changes with management initiatives can prove detrimental to morale.
"Our work with clients around the world has shown that there is a hierarchy of organizational cultures. Each advancing culture is more capable of dealing with the kind of complexity and ambiguity that typify our world today. But if an organization's current leaders have not developed the right beliefs and practices - in other words, the right culture - to work across divisional boundaries, they'll rarely change successfully. When they get it right, however, every dollar invested in leadership development yields results and organizational impact that far exceeds expectations," He said.
John was also joined by Hard Rock International - Kim Creighton, VP HR, Madison Square Garden - Dwight Tierney, SVP HR and Administration, Time Warner Inc - Maggie Ruby Lynch, SVP Worldwide Recruitment and Virgin Atlantic Airways LTD, Frances Fiorillo, SVP People. Although talks are still in progress at the NG HR US summit it seems that all are in agreement although change is on the horizon it will be managing it that proves who will be successful and who will be creating organized chaos.
Recent reports show that unemployment within the United States has improved very little over the last quarter. Figures show that unemployment is hovering around 14.9 million, which equates to an unemployment rate of just under 10 percent. The large number is indicative of the current global economic climate which has shrunk working opportunities and left 1 in ten of the working population out of work.
A common fault by many organizations is to organize change when implementing a new strategy even though today's volatile economy leaves little room for error. The NG HR committee feels there are clear reasons for these struggles; for most companies a change in management means altering organizational structures and processes. They rarely ask staff about how willing they are to make changes, which, the majority of the time, they are not.
"[CEOs and managers] must realize that by nature people are wary of change. They must be careful about making difficult decisions and pace the changes. When implementing a new structure there is a need for a gradual process to shape the system."
John McGuire - Center for Creative Leadership, who is currently in attendance at the NG HR US Summit, spoke on ‘transforming your leadership culture'. He believes that too many changes with management initiatives can prove detrimental to morale.
"Our work with clients around the world has shown that there is a hierarchy of organizational cultures. Each advancing culture is more capable of dealing with the kind of complexity and ambiguity that typify our world today. But if an organization's current leaders have not developed the right beliefs and practices - in other words, the right culture - to work across divisional boundaries, they'll rarely change successfully. When they get it right, however, every dollar invested in leadership development yields results and organizational impact that far exceeds expectations," He said.
John was also joined by Hard Rock International - Kim Creighton, VP HR, Madison Square Garden - Dwight Tierney, SVP HR and Administration, Time Warner Inc - Maggie Ruby Lynch, SVP Worldwide Recruitment and Virgin Atlantic Airways LTD, Frances Fiorillo, SVP People. Although talks are still in progress at the NG HR US summit it seems that all are in agreement although change is on the horizon it will be managing it that proves who will be successful and who will be creating organized chaos.
FROM 2011 EMPLOYER HEALTHCARE COST EXPECTS TO RISE BY 9%
BY ANIMA SINHA
The announcement could prove bad news for employees: according to the report from consulting group Hewitt Associates, an estimated 60 percent of employers will expect employees to cover around 12 percent of the increased healthcare costs. Given that the average salary raise is likely to hover in the vicinity of three percent for 2011, employees will see a subsequent decrease to their income.
According to the Hewitt report, the cause of the rise in healthcare and medical costs is due in part to America's ageing population, but also a direct result of the US healthcare reform. The latter has caused a real stir in political and non-political circles since President Obama announced the changes earlier this year, and is still a thorn in Obama's side as the November congressional elections approach and voters learn they must wait for promised savings to come into effect.
Calculating the cost of reform
Reuters have calculated the fiscal effect of the report, and projected that average health care cost per employee will rise to $9,821 in 2011, up from $9,028 in 2010. Employees will pay $2,209, or 22.5 percent of the total premium, up 12.4 percent from 2010.
"After 18 months of waiting for healthcare reform to play out, employers find themselves in a very challenging cost position for 2011," Ken Sperling, Hewitt's health care practice leader, said in a statement.
In a more detailed breakdown of the growing costs, IndustryWeek confirm that other rising costs are due in part to employers moving toward pre-managed care benefit design by increasing deductibles and replacing co-pays with co-insurance, drugs representing about $26 billion in annual sales are expected to go off patent in 2011, including the world's best-selling drug, Lipitor, and COBRA subsidies passed by Congress in 2009 created a one percent increase in the medical cost trend, and costs are expected to return to more normal levels in 2011.
IndustryWeek do highlight that the biggest inflation of healthcare costs is due to the rising cost of hospital treatment and physician costs, which account for 83 percent of premium costs.
"Health reform delivers only a minor impact on the underlying medical cost trends in 2011 and introduces hundreds of changes in the healthcare system designed to reduce costs and improve efficiencies in the long-term," said Kelly A. Barnes, U.S. health industries leader at PricewaterhouseCoopers. "These changes could bring significant new cost savings opportunities for employers and payers as well as new choices and transparency for workers buying insurance
The announcement could prove bad news for employees: according to the report from consulting group Hewitt Associates, an estimated 60 percent of employers will expect employees to cover around 12 percent of the increased healthcare costs. Given that the average salary raise is likely to hover in the vicinity of three percent for 2011, employees will see a subsequent decrease to their income.
According to the Hewitt report, the cause of the rise in healthcare and medical costs is due in part to America's ageing population, but also a direct result of the US healthcare reform. The latter has caused a real stir in political and non-political circles since President Obama announced the changes earlier this year, and is still a thorn in Obama's side as the November congressional elections approach and voters learn they must wait for promised savings to come into effect.
Calculating the cost of reform
Reuters have calculated the fiscal effect of the report, and projected that average health care cost per employee will rise to $9,821 in 2011, up from $9,028 in 2010. Employees will pay $2,209, or 22.5 percent of the total premium, up 12.4 percent from 2010.
"After 18 months of waiting for healthcare reform to play out, employers find themselves in a very challenging cost position for 2011," Ken Sperling, Hewitt's health care practice leader, said in a statement.
In a more detailed breakdown of the growing costs, IndustryWeek confirm that other rising costs are due in part to employers moving toward pre-managed care benefit design by increasing deductibles and replacing co-pays with co-insurance, drugs representing about $26 billion in annual sales are expected to go off patent in 2011, including the world's best-selling drug, Lipitor, and COBRA subsidies passed by Congress in 2009 created a one percent increase in the medical cost trend, and costs are expected to return to more normal levels in 2011.
IndustryWeek do highlight that the biggest inflation of healthcare costs is due to the rising cost of hospital treatment and physician costs, which account for 83 percent of premium costs.
"Health reform delivers only a minor impact on the underlying medical cost trends in 2011 and introduces hundreds of changes in the healthcare system designed to reduce costs and improve efficiencies in the long-term," said Kelly A. Barnes, U.S. health industries leader at PricewaterhouseCoopers. "These changes could bring significant new cost savings opportunities for employers and payers as well as new choices and transparency for workers buying insurance
BUILDING RESILIENCE CAN REDUCE RISKS AND DEPRESSION
BY AKANKSHA ARORA
Current research is shedding new light on the biological connection between stress and depression. Despite advancements in the understanding of stress and depression, one in ten Americans still meet the criteria for depression and only half of depressed individuals seek treatment according to surveys by the Center for Disease Control and the National Institute of Mental Health.
For nearly twenty years HeartMath® (www.heartmath.com) has been researching the physiology of stress and wellness, and HeartMath stress experts believe that chronic stress is a likely cause behind the increase in those experiencing depression. In light of Depression Awareness Month, HeartMath is offering resources for stress and depression that can work with a doctors’ suggested treatment plan.
Depression has many possible causes including genetics, brain chemicals and life situations, which can all cause stress. Chronic stressful life situations can increase the risk of developing depression if individuals are not coping with stress well. While many are over-stressed these days, the personal remedies to relieve stress don’t seem to be working as well as they used to. HeartMath stress experts say this is because today’s stress is different.
After nearly twenty years researching the physiology of stress and wellness, and watching stress levels grow each year, HeartMath experts say that the majority of us are resigned to stress as an unwanted but inescapable way of life. Until recently, stress was considered an issue only after a major life crisis. However, for many people, today’s stress is not about just the single incident type of stress that naturally follows trauma. Today many people are coping with several major stress incidents at once such as illnesses, financial strains and in some cases job and home losses.
Current research is shedding new light on the biological connection between stress and depression. Despite advancements in the understanding of stress and depression, one in ten Americans still meet the criteria for depression and only half of depressed individuals seek treatment according to surveys by the Center for Disease Control and the National Institute of Mental Health.
For nearly twenty years HeartMath® (www.heartmath.com) has been researching the physiology of stress and wellness, and HeartMath stress experts believe that chronic stress is a likely cause behind the increase in those experiencing depression. In light of Depression Awareness Month, HeartMath is offering resources for stress and depression that can work with a doctors’ suggested treatment plan.
Depression has many possible causes including genetics, brain chemicals and life situations, which can all cause stress. Chronic stressful life situations can increase the risk of developing depression if individuals are not coping with stress well. While many are over-stressed these days, the personal remedies to relieve stress don’t seem to be working as well as they used to. HeartMath stress experts say this is because today’s stress is different.
After nearly twenty years researching the physiology of stress and wellness, and watching stress levels grow each year, HeartMath experts say that the majority of us are resigned to stress as an unwanted but inescapable way of life. Until recently, stress was considered an issue only after a major life crisis. However, for many people, today’s stress is not about just the single incident type of stress that naturally follows trauma. Today many people are coping with several major stress incidents at once such as illnesses, financial strains and in some cases job and home losses.
CREATING THE BEST ENVIRONMENT TO WORK
BY AKANKSHA ARORA
Work-life culture is critical to reputation as a best place to work. Follow these nine essential elements of excellence, developed by the Center for Work and Family at Boston College, for a culture and a reputation that work hand in hand.
1. Leadership: Organizational leaders recognize the complementary importance of work and life priorities for the success of the business and integrate his approach to build a supportive work environment
2. Strategy: The work-life strategic plan supports the vision, goals and priorities of the organization and its employees
3. Infrastructure: The organization actively supports work-life strategies through a systemic (proactive, integrated and ongoing) rather than programmatic approach
4. Accountability: Management of work and personal life effectiveness is a shared responsibility between the employer and the employee, for which both are held accountable
5. Relationship building: The organization promotes a culture built on relationships of respect and mutual prosperity with its employee and community partners
6. Communication: The organization's work-life strategy and resources are consistently and effectively promoted in communications, both internal and external
7. Measurement: The organization strives for continuous improvement of work-life through ongoing measurement of its work-life strategies, including: evaluation, assessment, feedback and response
8. Career/Life planning: Career-life planning helps individuals integrate personal and professional goals with their values and life purpose. This section assesses the level of education and assistance that the organization provides to the individual in taking ownership and a proactive stance toward managing his or her work-life integration
9. Skills of work-life professionals: The individuals in the organization who are responsible for work-life initiatives and strategies have the skills necessary to influence organizational leaders and infuse a work-life perspective throughout the organization's culture and systems
Work-life culture is critical to reputation as a best place to work. Follow these nine essential elements of excellence, developed by the Center for Work and Family at Boston College, for a culture and a reputation that work hand in hand.
1. Leadership: Organizational leaders recognize the complementary importance of work and life priorities for the success of the business and integrate his approach to build a supportive work environment
2. Strategy: The work-life strategic plan supports the vision, goals and priorities of the organization and its employees
3. Infrastructure: The organization actively supports work-life strategies through a systemic (proactive, integrated and ongoing) rather than programmatic approach
4. Accountability: Management of work and personal life effectiveness is a shared responsibility between the employer and the employee, for which both are held accountable
5. Relationship building: The organization promotes a culture built on relationships of respect and mutual prosperity with its employee and community partners
6. Communication: The organization's work-life strategy and resources are consistently and effectively promoted in communications, both internal and external
7. Measurement: The organization strives for continuous improvement of work-life through ongoing measurement of its work-life strategies, including: evaluation, assessment, feedback and response
8. Career/Life planning: Career-life planning helps individuals integrate personal and professional goals with their values and life purpose. This section assesses the level of education and assistance that the organization provides to the individual in taking ownership and a proactive stance toward managing his or her work-life integration
9. Skills of work-life professionals: The individuals in the organization who are responsible for work-life initiatives and strategies have the skills necessary to influence organizational leaders and infuse a work-life perspective throughout the organization's culture and systems
Tuesday, October 5, 2010
Global Banking Services Manager
Michael Page International represents the following client. About the company : Leading Global Investment Bank Job description : Marketing internal payment and account management services Providing corporations and financial institutions with a whole range of products including cash management, US dollar payment and account management services ...
by SANCHITA GUPTA
by SANCHITA GUPTA
Saturday, September 25, 2010
WORKING ON A TASK FORCE
BY ANIMA SINHA Task forces generally have 50 to 100 members. One hundred people already have signed up to work on the Diversity and Inclusion group; nearly 40 have signed up for the Measures and Metrics group, according to Webster.
Task forces are broken into subgroups. An HR task force on staffing standards that has 161 members, for example, is broken into three subgroups of nearly 55 members each.
The full task force meets monthly, usually late in the business day, depending on where the bulk of the members are located. Meetings are conducted virtually or as conference calls using web 2.0 technology. The task forces have a presence on LinkedIn, Facebook, Twitter and Ning.
Each task force will run 13 to 18 months. At the end of that time, a task force member decides whether to continue working with the group, join another task force, become an observer with no voting privileges or end involvement.
Task forces are broken into subgroups. An HR task force on staffing standards that has 161 members, for example, is broken into three subgroups of nearly 55 members each.
The full task force meets monthly, usually late in the business day, depending on where the bulk of the members are located. Meetings are conducted virtually or as conference calls using web 2.0 technology. The task forces have a presence on LinkedIn, Facebook, Twitter and Ning.
Each task force will run 13 to 18 months. At the end of that time, a task force member decides whether to continue working with the group, join another task force, become an observer with no voting privileges or end involvement.
Friday, September 24, 2010
Labor Shortages Are Predicted: ‘Encore Careers’ May Be Solution
Thi
History shows that after a recovery from a recession, labor shortages typically follow, explains “After the Recovery: Help Needed,” written by Barry Bluestone and Mark Melnik of the Kitty and Michael Dukakis Center for Urban and Regional Policy at Northeastern University. The authors note that the best example is the early 1940s (coming after the Great Depression). They expect a similar labor shortage after recovery from the current recession.
SANCHITA GUPTA
PGDM 1ST SEMESTER
For a s week, from September 19 through 26, is National Employ Older Workers Week. The week long observance celebrates the contributions of America’s older workforce and recognizes the benefits of hiring these experienced workers. A recent white paper focusing on the older workforce suggests that they consider “encore careers” instead of retiring.
The United States, along with the rest of the world, is still in the throes of a major recession, with an unemployment rate close to 10 percent. But according to a new white paper, by 2018, with an expected return to healthy economic growth and with no change in current U.S. labor force participation rates or immigration rates, there will likely be more jobs than people to fill them. History shows that after a recovery from a recession, labor shortages typically follow, explains “After the Recovery: Help Needed,” written by Barry Bluestone and Mark Melnik of the Kitty and Michael Dukakis Center for Urban and Regional Policy at Northeastern University. The authors note that the best example is the early 1940s (coming after the Great Depression). They expect a similar labor shortage after recovery from the current recession.
SANCHITA GUPTA
PGDM 1ST SEMESTER
Subscribe to:
Posts (Atom)