Friday, August 23, 2013
Monday, August 5, 2013
ATTENTION TO THE NEW JOB SEEKER IN IT (UTMOST IMPORTANT)
ATTENTION TO THE NEW JOB SEEKER IN IT (UTMOST IMPORTANT)
Why IT firms will hire fewer techies this year
India’s IT sector might add to the nation’s woes of unemployment. Increase in automation and low attrition in the information technology sector may be hindrance for job seekers.
Job opportunities in this sector is expected to come decline by up to 17 percent to 1,50,000 in the current fiscal, according to Nasscom, a trade association of Indian information technology and business process outsourcing industry.
The $108-billion Indian IT-ITeS sector provides employment to about 3 million professionals.
When
asked about the hiring environment, Nasscom President Som Mittal told
PTI, “I think we will have net additions of 150,000-180,000 this year. Last year it was about 180,000.”
Explaining the declining job market, he added: "It might be less than last year,
as it is getting non-linear and lower-end jobs are getting automated.
The profile is changing and we need more Domain experts."
As
against the industry average of 20 percent, attrition levels have also
come down to around 14-15 percent. Mittal also mentioned that campus
hiring may drop significantly due to change in hiring patterns.
"Campus hiring may be 60 percent of what it was last year,"
he said, pointing to the fact that employers are now focusing more on
soft skills and leadership qualities when compared to technical skills.
Analysis
showed that three years ago 80 percent focus for hiring professionals
in the IT sector was based on technical skills. "But now only 40
percent focus is on technical skills and the rest is on soft skills and
Domain," Mittal assured.
India's four largest IT companies hiring data suggested a decline by over 60 percent in the April-June quarter of this year, according to media reports.
PTI reported that the top four IT services exporters made net additions of about 4,100 to their workforce during the quarter this year, against around 10,900 in the year-ago period.
Sunday, August 4, 2013
Major HR Challenges in Indian KPO Industry
Major HR Challenges in Indian KPO Industry
India
possesses the world’s second largest pool of English proficient
resources in information technology, engineering, medical and financial
services. Building on these abundant human resources, the Indian BPO/KPO
industry, has expanded rapidly over the last decade. Despite the
availability of talent, HR managers in KPO companies still face various
challenges such as talent crunch, need for continuous training, high
intellectual drainage, pay parity issues, etc. Having worked in the
manufacturing industry, IT and Telecom industry for years, I had to find
ways to tackle these daunting challenges during my early days of KPO
experience.
A
typical HR life cycle starts from identifying a position, filling the
position, managing the compensation of employee, training the employee,
apprising the employee and managing the exit while doing so some of
challenges which HR face in KPO is :
Converting service level agreement into KRA/KPI:
KPO organization are committed to delivering work with utmost quality, and within tight deadlines, and considerable challenge HR face is how to convert the service level agreement in to KRA/KPI, the situation also aggregates when each individual is working for multiple clients across industry verticals, and the challenge HR faces is how employees performance can be assessed scientifically with no subjectivity involved.
KPO organization are committed to delivering work with utmost quality, and within tight deadlines, and considerable challenge HR face is how to convert the service level agreement in to KRA/KPI, the situation also aggregates when each individual is working for multiple clients across industry verticals, and the challenge HR faces is how employees performance can be assessed scientifically with no subjectivity involved.
Learning and Development:
Trainings are focused mainly on improving the Quality of workforce since the contribution of each employee reflects in the final product. Training programme like English Writing, Email Writing and Telephone etiquette, Introductory programme in cultural sensitivity is the norm for many of the KPO's, apart from this management some time sponsor or encourage employees to take higher educational certifications like e-MBA, Chartered Financial Analyst (CFA) and Association of Investment Management Research (AIMR) programmes are encouraged for high potential employees.
Trainings are focused mainly on improving the Quality of workforce since the contribution of each employee reflects in the final product. Training programme like English Writing, Email Writing and Telephone etiquette, Introductory programme in cultural sensitivity is the norm for many of the KPO's, apart from this management some time sponsor or encourage employees to take higher educational certifications like e-MBA, Chartered Financial Analyst (CFA) and Association of Investment Management Research (AIMR) programmes are encouraged for high potential employees.
Challenge
for HR is to design the customized training modules and the challenge
are when training programme has to designed for specific projects like
if any financial project for a particular country is taken then employee
needs to know the laws of that country.
Knowledge Management
Employees are intellectual assets of any KPO. When employees exit, intellectual asset of the organization diminishes causing high intellectual drainage, now the Challenge of HR is how the tacit knowledge of the employee is captured and creating infrastructure for capturing the tacit knowledge.
Employees are intellectual assets of any KPO. When employees exit, intellectual asset of the organization diminishes causing high intellectual drainage, now the Challenge of HR is how the tacit knowledge of the employee is captured and creating infrastructure for capturing the tacit knowledge.
Managing Stress of Workforce:
Stress of the workforce is something, which cannot be ignored by the HR, and today it is rampant in any industry, and KPO is not left out from that, today employees has to deal it with effectively but stress arising from monotonous and repetitive nature of job is a challenge not only for HR but employee itself. This can be addressed by initiating HR programmes like mediation/Yoga course from Art of living, arranging recreational activities periodically.
Stress of the workforce is something, which cannot be ignored by the HR, and today it is rampant in any industry, and KPO is not left out from that, today employees has to deal it with effectively but stress arising from monotonous and repetitive nature of job is a challenge not only for HR but employee itself. This can be addressed by initiating HR programmes like mediation/Yoga course from Art of living, arranging recreational activities periodically.
Working in Different Time Zones:
Employees need to work on different time Zone, and these sometime impacts their health, and over all well-being of the employee. This situation put HR in the challenging task of ensuring the security and safe being of female employees.
Employees need to work on different time Zone, and these sometime impacts their health, and over all well-being of the employee. This situation put HR in the challenging task of ensuring the security and safe being of female employees.
Instilling Integrity as Value System in Employees:
KPO requires a higher level of data confidentiality and data security; the challenge of HR is not policing the employee but having a watchful eye and challenge of bringing relevant HR policies and periodically sensitizing employees and project invisibly integrity as a value system.
KPO requires a higher level of data confidentiality and data security; the challenge of HR is not policing the employee but having a watchful eye and challenge of bringing relevant HR policies and periodically sensitizing employees and project invisibly integrity as a value system.
Maintaining Internal Parity in Compensation:
In
KPO there is crunch for talent and most of the time its war for the
talent, KPO is a specialized field, and requirements will also be
typical, now the biggest challenge is getting the right talent and
paying him, but maintaining pay parity is a challenge since every year
the cost of talent available in the open market is increasing.
Maintaining pay parity is critical in KPO since employee morale has to
be maintained
Talent Acquisition and HR Brand Equity
India is the second largest pool of English proficient resources in Information Technology Engineers, doctors, Managers but still we face the talent crunch since many of the qualified candidates have reservations about considering KPO as a career.
India is the second largest pool of English proficient resources in Information Technology Engineers, doctors, Managers but still we face the talent crunch since many of the qualified candidates have reservations about considering KPO as a career.
India
is a diverse country and talent is widespread across the country, and
many of time after many rounds of interviews and offer negotiations
candidates backup at the last moment, citing relocation issues since
India is a country where we would like to be near with family and
friends. The Talent is not uniformly distributed across; sometimes it
becomes a challenge for HR to scout talent.
Unlike
other industries in KPO recruitment is complex focused on multiple
round of interviews focusing on a different aspect of evaluation like
domain expertise, analytical and data mining skillset, conceptual
knowledge, verbal and written communication skills in alignment towards
domain expertise and evaluating on softer skill set like working in the
Team and working under pressure, Challenge for HR is to balance – a)
Aspiration of candidate, organization and cultural fitment.
For
maintaining this HR need to act as a consultative needs analyst for the
candidate and organizations rather than acting like a sales person who
sells the Job description to the gullible candidates.
Instantaneous
KPO employees are knowledge workers, so they expect a quick response to their queries and issues, and sometimes it becomes a challenge for HR since many of the time request comes regarding infrastructure and new policy related which immediate response HR might not be able to give.
KPO employees are knowledge workers, so they expect a quick response to their queries and issues, and sometimes it becomes a challenge for HR since many of the time request comes regarding infrastructure and new policy related which immediate response HR might not be able to give.
The HR challenge also lies in creating HR Brand equity and improving employee’s perception of HR as a credible business partner.
Retention Management:
Attrition is another challenge faced by HR professionals. Attrition kills the productivity and at the same time destroys the morale of the employees. Challenge for HR is to control the attrition of high performance employees who are rated at 4 and 5 in the appraisal cycle and identifying high potential employees who are rated at 3 in appraisal cycle. Grooming them through assigning a suitable mentor and implementing succession management with clear differentiating with replacement management, in succession management employees should let know whom he or she will be replacing, and a coach/mentor should be assigned, and a periodic evaluation and assessment to be done.
Attrition is another challenge faced by HR professionals. Attrition kills the productivity and at the same time destroys the morale of the employees. Challenge for HR is to control the attrition of high performance employees who are rated at 4 and 5 in the appraisal cycle and identifying high potential employees who are rated at 3 in appraisal cycle. Grooming them through assigning a suitable mentor and implementing succession management with clear differentiating with replacement management, in succession management employees should let know whom he or she will be replacing, and a coach/mentor should be assigned, and a periodic evaluation and assessment to be done.
Job Rotation :
KPO is a highly specialized field, and it is exceedingly difficult to provide job rotation to employee unlike in other industries. Challenge is how best HR can do the job sculpting and provides job rotation to employees.
KPO is a highly specialized field, and it is exceedingly difficult to provide job rotation to employee unlike in other industries. Challenge is how best HR can do the job sculpting and provides job rotation to employees.
Career Path :
Employee is recruited for a particular project but by the time employee joins, due to business reasons client withdraw the project, and at that time biggest challenge for HR is to manage the disappointment, frustration of the employee and same do apply when suddenly client withdraw the running projects and employees are left out with no work.
Employee is recruited for a particular project but by the time employee joins, due to business reasons client withdraw the project, and at that time biggest challenge for HR is to manage the disappointment, frustration of the employee and same do apply when suddenly client withdraw the running projects and employees are left out with no work.
This
is a challenging situation of HR and HR should try to fix how best the
talent can be utilized and reallocation of resources based on skill set.
Challenge
for HR is to interact with the senior management and create a clear
career path for employees, and in a graphical way it should be explained
to employees, and they should be made aware what career path they can
join.
HR
need to design retention programmes like work oriented learning and
development programs, judicial approval of working from Home, providing
an opportunity to employees for global exposure, Flexi timings and
creating a challenging job profile in alignment to each individual
employees aspiration. Reward and recognizing employee’s contribution.
Final Thoughts:
All well and said crucial Challenge for HR is proactively identifying what is the need of the employees and providing them without their asking.
All well and said crucial Challenge for HR is proactively identifying what is the need of the employees and providing them without their asking.
Characteristics
of the work force is changing, and employers has to foresee and see
employees as growth drivers of the company and give them respect for
their contribution, and opportunity to self-discover their strength,
which they can offer to employers, and this is the biggest challenge for
HR to help the employee self-discover his or her new strengths in the
workplace and identifying this and providing an opportunity to work on
newly discovered strengths.
This article is also been published @ www.vinayravindran.com
Friday, August 2, 2013
Jobs for MBA Fresher in Finance in Banking
Jobs for MBA Fresher in Finance in Banking
A subsidiary of MNC bank looking for 2 MBA fresher ( F) for its Loan processing department. Posting will be at Faridabad. This is top urgent requirement. Send your cv to rk.singal58@gmail.com for further processing. Last date is August 6, 2013.
Thursday, August 1, 2013
Workplace of next of decade - Business Manager HR Magazine
Workplace of next of decade - Business Manager HR Magazine
Dear Friends,
The change in the world of work is accelerating. It is moving from industrial age to digital age. The era of working in comfort zone for years together is over. Complexities with uncertainty are the DNA of future workplace and workforce. Organizations that do not adapt, do not read writing on the wall, do not challenge the status quo will be made irrelevant by time.
The workplace of next decade will be transformed by confluence of disruptive forces. Transformation will be generational and cultural. As the technology and information blast has made the world flatter, so will be the workplace. To survive and excel in business, organizations will need to be agile, innovative and demonstrate sustainable practices. The workplace will be comprised of blended workforce with more intensity than of today. There will be nothing like permanent employment. Temps, contractual and outsourced employees will govern the work dynamics where the conflicts will set to rise. Knowledge economy will change the employer employee relationship pattern. At present in industrial sector already the contractual workforce is replacing the permanent kind of workers with speed. It has already occupied the space by about 50%. It is going to increase more. There would be a major shift in expectations of this kind of workforce in the next decade. Organizations will need to develop innovative strategies to keep workplace away from conflicts and manage their fast growing expectations. They would be asking more and more share in business profits.
Technology, hyper connectivity culture, social media, skill deficit and agile working will rule the workplace of next decade. Embracing information technology to the benefit of organization and workforce will be a challenge. Organizations will be requiring the leaders with mindset of managing business and workforce not with yesterday logic but with exploring exciting opportunities and changed thought process. The leadership styles will have to be more collaborative and less authoritarian so that conflicts are minimized. Management will need to reorient itself. Leadership of the organizations have to ensure that status and influence of a person in the organizational hierarchy should correspond to contribution rather than position.
Depicting future is very risky and difficult but at the same time one has to prepare based on current and familiar trends. It becomes probable future. Imponderable future which comes from future events and social economic changes is difficult to predict. BM cover feature on workplace of next decade primarily addresses the probable but also ventures in to imponderable area. We do not attempt to capture every trend but rather to illuminate many of the points currently being discussed. Experts, futurists and management practitioners provide an overview of the subject which is being conversed globally. have shared there thoughts on the topic Rajeev Dubey, Praveen Sinha, Smita Dash Sahoo, Dr. Virendra P. Singh, Githanjali Pannikar, Nalin Kumar Thakur, Rati Diwan, Rashi Mahato, Deepa Chadha, Raghvendra K.
Happy Reading!
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699 www.businessmanager.in
The change in the world of work is accelerating. It is moving from industrial age to digital age. The era of working in comfort zone for years together is over. Complexities with uncertainty are the DNA of future workplace and workforce. Organizations that do not adapt, do not read writing on the wall, do not challenge the status quo will be made irrelevant by time.
The workplace of next decade will be transformed by confluence of disruptive forces. Transformation will be generational and cultural. As the technology and information blast has made the world flatter, so will be the workplace. To survive and excel in business, organizations will need to be agile, innovative and demonstrate sustainable practices. The workplace will be comprised of blended workforce with more intensity than of today. There will be nothing like permanent employment. Temps, contractual and outsourced employees will govern the work dynamics where the conflicts will set to rise. Knowledge economy will change the employer employee relationship pattern. At present in industrial sector already the contractual workforce is replacing the permanent kind of workers with speed. It has already occupied the space by about 50%. It is going to increase more. There would be a major shift in expectations of this kind of workforce in the next decade. Organizations will need to develop innovative strategies to keep workplace away from conflicts and manage their fast growing expectations. They would be asking more and more share in business profits.
Technology, hyper connectivity culture, social media, skill deficit and agile working will rule the workplace of next decade. Embracing information technology to the benefit of organization and workforce will be a challenge. Organizations will be requiring the leaders with mindset of managing business and workforce not with yesterday logic but with exploring exciting opportunities and changed thought process. The leadership styles will have to be more collaborative and less authoritarian so that conflicts are minimized. Management will need to reorient itself. Leadership of the organizations have to ensure that status and influence of a person in the organizational hierarchy should correspond to contribution rather than position.
Depicting future is very risky and difficult but at the same time one has to prepare based on current and familiar trends. It becomes probable future. Imponderable future which comes from future events and social economic changes is difficult to predict. BM cover feature on workplace of next decade primarily addresses the probable but also ventures in to imponderable area. We do not attempt to capture every trend but rather to illuminate many of the points currently being discussed. Experts, futurists and management practitioners provide an overview of the subject which is being conversed globally. have shared there thoughts on the topic Rajeev Dubey, Praveen Sinha, Smita Dash Sahoo, Dr. Virendra P. Singh, Githanjali Pannikar, Nalin Kumar Thakur, Rati Diwan, Rashi Mahato, Deepa Chadha, Raghvendra K.
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699 www.businessmanager.in
Wednesday, July 31, 2013
urgent Golden Opportunity for MBA fresher (Finance) in the area Micro finance
opportunity for MBA fresher (Finance) in the area Micro finance
Profile:
1. Candidate should be smart , good communication skills (Good Spoken / Written English)
2. Qualifications: MBA -Finance
3. Experience: Freshers / 1-2 Years Experience
Job Profile: Budgeting / Financial Analysis / Accounts etc
Reporting to: CS / Financial Controller
Company: Humana People to People India (www.humana-india.org) - MNC www.humana.org
Salary : Minimum Rs.15, 000/- (benefits extra) - Negotiable
Kindly share with me some good resumes by 2nd August 20013
Also there is a requirement for a legal Secretary working closely with CS and managing Board Meeting, Board Resolutions, Coordinating with Financial Advisors, Auditors etc. Preferably a Girl with B.Com Background. May Contact undersigned with my reference (Dr R. K Singhal)
Regards,
Neeraj Malhotra
+91-9810624495
Tuesday, July 30, 2013
Opening for HR Generalist
Opening for HR Generalist
| Xchanging Technology Services (India)
Pvt. Ltd. is a key element of the technology and global delivery arm of
Xchanging. It provides strategic IT solutions as well as business
processing services to global customers. It has two primary areas of
operation: Insurance Software - developing state-of-the-art technology
solutions and Business Processing Services - providing world class
business processing services for some of the best known brands in the
world. Established in 1998, Xchanging in India has been assessed at SEI-CMMI Level 5, as well as being an ISO 9001:2000 certified company. Xchanging has offices in 10 countries and has development centers in 7 locations in India. Xchanging is a business process and technology services provider and integrator with a wide range of multinational customers across many industries in 42 countries. Provides information technology services which includes Implementation, Testing and production support Services. Xchanging provides software development and support services through Global Delivery Model which implements our continuous improvement methods, tools and techniques and performance measurement approach. Xchanging provides services in Insurance, Financial, Manufacturing, Retail and other Business Lines domains across wide range of technologies. Xchanging listed on the London Stock Exchange and 0069s a FTSE 250 company. |
| Designation | Urgent Opening for HR Generalist |
| Job Description |
Xchanging Technology Services (India) Pvt. Ltd. is a key element of
the technology and global delivery arm of Xchanging. It provides
strategic IT solutions as well as business processing services to global
customers. It has two primary areas of operation: Insurance Software -
developing state-of-the-art technology solutions and Business Processing
Services - providing world class business processing services for some
of the best known brands in the world. Established in 1998, Xchanging in India has been assessed at SEI-CMMI Level 5, as well as being an ISO 9001:2000 certified company. Xchanging has offices in 10 countries and has development centers in 7 locations in India. Xchanging is a business process and technology services provider and integrator with a wide range of multinational customers across many industries in 42 countries. Provides information technology services which includes Implementation, Testing and production support Services. Xchanging provides software development and support services through Global Delivery Model which implements our continuous improvement methods, tools and techniques and performance measurement approach. Xchanging provides services in Insurance, Financial, Manufacturing, Retail and other Business Lines domains across wide range of technologies. Xchanging listed on the London Stock Exchange and 0069s a FTSE 250 company. Manpower Planning & Induction Performance management Administration Function Employee Relationship management Separation Grievance handling Retention Management |
| Desired Profile | Please refer to the Job description above |
| Experience | 2 - 3 Years |
| Industry Type | IT-Software / Software Services |
| Role | HR Executive |
| Functional Area | HR, Recruitment, Administration, IR |
| Education | UG - Any Graduate - Any Specialization PG - Any Postgraduate - Any Specialization, Post Graduation Not Required DOCTORATE - Doctorate Not Required |
| Location | Bengaluru/Bangalore |
| Contact | Xchanging |
| nurjahan.laloo@asia.xchanging.com | |
| Website | https://www.xchanging.com |
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