Sorry folks , I can't say happy with the toll of the Tsunami strike rising in India, to cross 15,000 people mainly in Tamil Nadu (see the XL Bangalore blog for more details if you want to help!) and totally over 100,000 and rising...
Best wishes to all of you to fulfill your dreams...
And a moment of silence for people who lost theirs...
Dec 31, 2004
Dec 22, 2004
Role of Trust
I know that I've started quoting Robert Scoble a lot recently, and that's not because he's an A-lister. I don't quote David Weinberger or Joi Ito so often , do I.
It's because in the plethora of techie (or is it techy?)/geeky posts, Scoble occasionally posts a gem for people like me...
Check this out, I am sure that us HR folks, KM folks, training & learning folks have to make this and topics like these mandatory reading !
By the way, here's what I've earlier mused about trust in organizations.
It's people like Scoble and others who are giving collaboration and trust a different meaning. I mean, where else can you even experience something like this ?
It's because in the plethora of techie (or is it techy?)/geeky posts, Scoble occasionally posts a gem for people like me...
Check this out, I am sure that us HR folks, KM folks, training & learning folks have to make this and topics like these mandatory reading !
Interesting paper is now on microsoft.com: The Future Role of Trust in Work.
"It argues that outdated command and control management culture is causing managers to misuse technology, over-scrutinising worker performance. This means employees are reacting to communication from employers rather than interacting with customers - therefore ultimately damaging UK productivity."
By the way, here's what I've earlier mused about trust in organizations.
It's people like Scoble and others who are giving collaboration and trust a different meaning. I mean, where else can you even experience something like this ?
The Challenges for Training & Learning
If there is one part of HR that seems constantly under question for its “ROI” potential, credibility or plain effectiveness it is what is usually known as “Training” – or in the new world as “Learning”, “Management Development” etc.
The reasons for the questions are not difficult to spot.
Training is the only group in HR that actually spends hard cash externally, as opposed to Recruitment or Compensation and Benefits that spend it as salaries. Once people see rupees flowing out of the organizational kitty, they are quick to question the ‘effectiveness’ of these trainings.
The training folks in organizations, haven’t actually covered themselves in laurels when it comes to their work.
The reasons for these are varied. Here is my diagnosis of the reasons:
Training is usually organized as a monolithic sub-function within HR and is junior staffed. This usually means a fresh graduate gets the fancy title of “training asst manager” or some such designation and becomes a gopher for meeting various training requests.
Why a training is being asked for?
What skills/competency gaps will it fill?
What is the follow up program for that training ?
Questions like these are scarcely asked.
Metrics used to measure training are usually uni-dimensional. Lacking either content expertise or process expertise, the training dept/person is measured by the HR head on factors like :
Number of training programs conducted
Satisfaction ratings
Number of people trained
Number of training days conducted per employee etc
Budget variations to plan
With the result, that the training department/person essentially is trying to meet these metrics. As you might have noticed none of these metrics even talk about linkage of training to business needs or outcomes. Any wonder why training fails to link up strategically.
Different groups need to own different parts of training. Content expertise for example resides in the various groups. The training group needs to turn facilitator and help these groups discover their own knowledge and learnings. The role that training needs to play is less of ‘content provider’ and more of standard settings and inculcating similar language across various organizational silos.
Training also needs to engage with various groups to help them to share learnings that are localized, across the organizations.
At a horizontal level, training needs to work with business and identify developmental areas of various levels to meet current and emerging business needs.
By doing that training will need to do a role that even HR is struggling in most organizations. i.e. linking to strategic business needs. That can happen best when training is led by someone who has been in business or can demonstrate in depth understanding.
The path for Training to become strategic
To uncover the way to become strategic training groups need to start doing the following:
Ask questions : Most training people are so ‘task focused’ that they do not seem to be able to ask “why am I doing this?” “How will this impact my firm’s bottomline?” If they do not think about ROI, others will think it for them
Think numbers : Training professionals need to think about a new set of metrics that focus more on effectiveness and less on efficiency. They have to rise from Kirkpatrick’s level 1 to level 3 and 4.
Realise that learning is more than training: Let’s face it. Face to face, classroom training probably accounts for less than 30% of what a person actually learns in an organization. Trainers, have to start thinking how factors like supervisor and management support will help in learning, how they will help in applying concepts learnt to increase workplace productivity. Attending training programs should not be the end, increasing workplace productivity should be
Involve line managers: Training professionals should involve line managers to actually be responsible for their employees trainings and where possible they should actually conduct the training themselves. Outsourcing training might help in the short term, but does not pass organizational culture along.
Transparency: People who are getting trained need to understand the larger context of where the training fits in with organizational strategy. Their managers and training professionals need to paint the whole picture to help them understand and communicate it to them.
New skills: Trainers themselves should pick up new skills like business and financial skills and not be just event managers. They need to understand the linkages between knowledge, learning and performance to figure out how they can add value to the organization.
What do you think?
The reasons for the questions are not difficult to spot.
Training is the only group in HR that actually spends hard cash externally, as opposed to Recruitment or Compensation and Benefits that spend it as salaries. Once people see rupees flowing out of the organizational kitty, they are quick to question the ‘effectiveness’ of these trainings.
The training folks in organizations, haven’t actually covered themselves in laurels when it comes to their work.
The reasons for these are varied. Here is my diagnosis of the reasons:
Training is usually organized as a monolithic sub-function within HR and is junior staffed. This usually means a fresh graduate gets the fancy title of “training asst manager” or some such designation and becomes a gopher for meeting various training requests.
Why a training is being asked for?
What skills/competency gaps will it fill?
What is the follow up program for that training ?
Questions like these are scarcely asked.
Metrics used to measure training are usually uni-dimensional. Lacking either content expertise or process expertise, the training dept/person is measured by the HR head on factors like :
Number of training programs conducted
Satisfaction ratings
Number of people trained
Number of training days conducted per employee etc
Budget variations to plan
With the result, that the training department/person essentially is trying to meet these metrics. As you might have noticed none of these metrics even talk about linkage of training to business needs or outcomes. Any wonder why training fails to link up strategically.
Different groups need to own different parts of training. Content expertise for example resides in the various groups. The training group needs to turn facilitator and help these groups discover their own knowledge and learnings. The role that training needs to play is less of ‘content provider’ and more of standard settings and inculcating similar language across various organizational silos.
Training also needs to engage with various groups to help them to share learnings that are localized, across the organizations.
At a horizontal level, training needs to work with business and identify developmental areas of various levels to meet current and emerging business needs.
By doing that training will need to do a role that even HR is struggling in most organizations. i.e. linking to strategic business needs. That can happen best when training is led by someone who has been in business or can demonstrate in depth understanding.
The path for Training to become strategic
To uncover the way to become strategic training groups need to start doing the following:
Ask questions : Most training people are so ‘task focused’ that they do not seem to be able to ask “why am I doing this?” “How will this impact my firm’s bottomline?” If they do not think about ROI, others will think it for them
Think numbers : Training professionals need to think about a new set of metrics that focus more on effectiveness and less on efficiency. They have to rise from Kirkpatrick’s level 1 to level 3 and 4.
Realise that learning is more than training: Let’s face it. Face to face, classroom training probably accounts for less than 30% of what a person actually learns in an organization. Trainers, have to start thinking how factors like supervisor and management support will help in learning, how they will help in applying concepts learnt to increase workplace productivity. Attending training programs should not be the end, increasing workplace productivity should be
Involve line managers: Training professionals should involve line managers to actually be responsible for their employees trainings and where possible they should actually conduct the training themselves. Outsourcing training might help in the short term, but does not pass organizational culture along.
Transparency: People who are getting trained need to understand the larger context of where the training fits in with organizational strategy. Their managers and training professionals need to paint the whole picture to help them understand and communicate it to them.
New skills: Trainers themselves should pick up new skills like business and financial skills and not be just event managers. They need to understand the linkages between knowledge, learning and performance to figure out how they can add value to the organization.
What do you think?
Dec 21, 2004
The Employment Guarantee Act ?
JobSeeker's Revenge asks whether India's 100 days of employment guarantee is a good idea...
what do you think?
what do you think?
Dec 20, 2004
Why should the Bazee.com CEO be jailed?
Rajesh Jain says that arresting Avnish Bajaj the CEO of Bazee.com is an asinine decision by the Delhi police. And as he quotes a friend saying:
"the municipal commissioners may need to be arrested for allowing pornographic videos and material on sold on the pavement, since the responsibility for the pavement is with the municipal corporation." !
I agree! The sooner the authorities ramp up our cyberlaws the better ! Maybe someone needs to educate the police and the babus about how the internet works. Compare this decision to the speedy decision of a US court that a competitor can buy your brand name as a keyword in Google's adwords programme. Revolutionary !
"the municipal commissioners may need to be arrested for allowing pornographic videos and material on sold on the pavement, since the responsibility for the pavement is with the municipal corporation." !
I agree! The sooner the authorities ramp up our cyberlaws the better ! Maybe someone needs to educate the police and the babus about how the internet works. Compare this decision to the speedy decision of a US court that a competitor can buy your brand name as a keyword in Google's adwords programme. Revolutionary !
TCS Tops Hewitt’s Best Employer Study
Indian companies, instead of MNC’s, have occupied the first three places in this year’s ‘Best Employers Study’ by Hewitt. Leading the way is Tata Consultancy Services, with Bharti Televentures at second place and National Thermal Power Corporation at third. Proctor and Gamble and Glaxo Smithkline Consumer being the fourth and fifth in the category of top five best employers in 2004. Ms. Smita Anand, Hewitt’s India head of consulting added “More importantly, the best employers are focusing on leadership development and are positioned to build a strong leadership pipeline”. Also to participate in the study were the blue-collar workers who suggested introducing a new category ‘Best Managed Workforce’ this year. The 5 companies with best-managed workforces were-Godrej Consumer Products, IFFCO, Parry Confectionery, The Leela Palace Kempinski and Jubilant Organosys. This year, Mr.Sunil Bharti Mittal of Bharti Televentures has been elected ‘Best People CEO’ while Proctor and Gamble has won ‘the most admired HR department’.
Source: 11-12-04 Business Standard Delhi Edition
Compiled by www.naukri.com
Source: 11-12-04 Business Standard Delhi Edition
Compiled by www.naukri.com
PeopleSoft employee wants to get his coworkers jobs
Scoble blogs about David Sohigian who works at PeopleSoft.
Anybody have any idea how the takeover will impact Oracle employees?
Daivd Sohigian blogs about PeopleSoft's takeover by Oracle.Since I don't know any Peoplesoft employees yet, I'm merely passing along David and Scoble's message. Best of luck folks.
David Sohigian is
looking for ways to find PeopleSoft's employees new jobs. (He estimates that
3,000 to 6,000 of his coworkers will lose their jobs in the next few
months).
This is great blogging. I wanna help him and his coworkers out.
Got any jobs for PeopleSoft'ers? Get in touch with David. Better yet, post any
open jobs on your blog and link to David's blog. He'll see your link in
Technorati. So will I.
PeopleSoft employees: David is collecting resumes of
his coworkers so that as he works with hiring directors he can help you get
noticed.
Personally, you should go even one better. Don't look desperate
(I've been there, it's tough to do, but it looks better if you just play up your
strengths). Instead, just link to David's blog and say "I'm a PeopleSoft
employee and here's my resume." David will build an RSS search for "PeopleSoft
employee" and will make sure that the hiring groups he's in touch with sees all
the bloggers that also have a resume linked on their weblog.
Anybody have any idea how the takeover will impact Oracle employees?
Dec 17, 2004
Creating Accountability and Commitment
Peter Block's training firm Designed Learning has a very interesting item on it's site (registration required)
Pretty powerful and self evident truths that we know hold true in our "other" lives...so why not in organizational life?
Summary of the Six Conversations that Build Accountability and Commitment
These six conversations are founded on a sincere belief that all change and transformation is linguistic in nature. That focusing on people's potential, and their best nature is much better than solving problems of the past or people's deficits. And that by having these conversations, we can create a community that helps organizations succeed beyond average performance.
The Invitation Conversation- Transformation occurs through choice, not mandate. Invitation is the call to create an alternative future. The leadership task is to name the debate, issue the invitation, and invest in those who choose to show up. Those who accept the call will bring the next circle of people into the conversation.
The Possibility Conversation is one that focuses
on what we want our future to be as opposed to problem solving the past. This is
based on an understanding that living systems are really propelled to the force
of the future. The possibility conversation frees people to innovate, challenge
the status quo, and create new futures that make a difference.
The leadership task is to postpone problem solving and stay focused
on possibility until it is spoken with resonance and passion
The Ownership Conversation is one that focuses on whose organization or task is this? The conversation begins with the question, “how have I contributed to creating the current reality?” Confusion, blame and waiting for someone else to change are a defense against ownership and personal power.
The leadership task is to confront people with their freedom.
The Dissent Conversation is allowing people the space to say "no". If we cannot say "no" then our "yes" has no meaning.
The leadership task is to surface doubts and dissent without having
an answer to every question.
The Commitment Conversation is about individuals making promises to their peers about their contribution to the success of the whole organization. It is centered in two questions: What promise am I willing to make to this enterprise? And, what is the price I am willing to pay for the success of the whole effort? It is a promise for the sake of a larger purpose, not for the sake of personal return.
The leadership task is to reject lip service and demand either authentic commitment or ask people to say no and pass. We need the commitment of much fewer people than we thought to create the future we have in mind.
The Sixth Conversation is Around Gifts. What are the gifts and assets we bring to the enterprise? Rather than focus on our deficiencies and weaknesses, which will most likely not go away, let us build on the gifts we bring and capitalize on those.
The leadership task is to bring the gifts of those on the margin
into the center.
Pretty powerful and self evident truths that we know hold true in our "other" lives...so why not in organizational life?
Delloite's plans for India
Top Consultant.com reports on Delloite's expansion plans in India.
In his first visit to the sub-continent as Global CEO, Parrett said, "India is a priority market for Deloitte globally. The local investment here is a testament to this. Clients of Deloitte's member firms are increasingly strengthening their Indian operations and with strong economic growth (predicted at 7%) India is a strategic market for Deloitte. "
The local investment in India is likely to be in excess of US$50 million over a five to six year period in line with expected GDP growth. This is comparable with the investment in China, considering foreign direct investment in India is one tenth of that of China. "What is important is that Deloitte's local member firms have been operating in India for about 100 years and are well established. The investment in the coming years will not disappear in bricks and mortar, but will build world-class capabilities — our people and the infrastructure to support them. In our business it is all about people, Mr Parrett said.
I know that Delloite has a big outsourcing group based out of Hyderabad doing SAP support for global teams. I wonder how much of the investment is top-line focussed (adding to increased billings in India vs. bottom line - outsourcing?)
In his first visit to the sub-continent as Global CEO, Parrett said, "India is a priority market for Deloitte globally. The local investment here is a testament to this. Clients of Deloitte's member firms are increasingly strengthening their Indian operations and with strong economic growth (predicted at 7%) India is a strategic market for Deloitte. "
The local investment in India is likely to be in excess of US$50 million over a five to six year period in line with expected GDP growth. This is comparable with the investment in China, considering foreign direct investment in India is one tenth of that of China. "What is important is that Deloitte's local member firms have been operating in India for about 100 years and are well established. The investment in the coming years will not disappear in bricks and mortar, but will build world-class capabilities — our people and the infrastructure to support them. In our business it is all about people, Mr Parrett said.
I know that Delloite has a big outsourcing group based out of Hyderabad doing SAP support for global teams. I wonder how much of the investment is top-line focussed (adding to increased billings in India vs. bottom line - outsourcing?)
Business week's top 10 books for 2004
And no.1 in the list is The Wisdom of Crowds by James Surowiecki (now I really want to read it!) and there are two written by Indians (oh ok, People of Indian Origin ;-))
At number 3 is The Future of Competition by C.K. Prahalad and Venkat Ramaswamy
followed by In Defense of Globalization by Jagdish Bhagwati which is at number 4.
At number 3 is The Future of Competition by C.K. Prahalad and Venkat Ramaswamy
followed by In Defense of Globalization by Jagdish Bhagwati which is at number 4.
Dr. Shukla co-edits a book!
OK. I didn't know where to post this.
So am finally posting this here.
My favourite prof/teacher/guru/mentor Dr. Madhukar Shukla is involved with a book again ! This time he's working with Indian HR legends Dr. Uma Jain and Dr. Udai Pareek and it's called "Developing Leadership for the Global Era: HRD Perspectives and Intitiatives" (published by McMillan India, 2004).
This is his third book, the earlier two being Understanding Organizations printed by Prentice Hall of India (1996) and Competing Through Knowledge :Building Learning Organization, by Response Books(Sage), 1997.
So am finally posting this here.
My favourite prof/teacher/guru/mentor Dr. Madhukar Shukla is involved with a book again ! This time he's working with Indian HR legends Dr. Uma Jain and Dr. Udai Pareek and it's called "Developing Leadership for the Global Era: HRD Perspectives and Intitiatives" (published by McMillan India, 2004).
This is his third book, the earlier two being Understanding Organizations printed by Prentice Hall of India (1996) and Competing Through Knowledge :Building Learning Organization, by Response Books(Sage), 1997.
Tom gives out his annual MVP awards...
And the winners are:
In Biz : Cirque du Soleil , London Drugs, Friedman Billings Ramsey, Commerce Bank
In CEOs: Our Indian Infosys "Cheif Mentor" Narayan Murthy and Dennis Littky.
In Idea: he talks about Lovemarks, the insight of Kevin Roberts CEO of Saatchi & Saatchi.
In Transformational tool: Of course, it's Blogging!
In Cool: iPod , but of course !
read the whole list here.
In Biz : Cirque du Soleil , London Drugs, Friedman Billings Ramsey, Commerce Bank
In CEOs: Our Indian Infosys "Cheif Mentor" Narayan Murthy and Dennis Littky.
In Idea: he talks about Lovemarks, the insight of Kevin Roberts CEO of Saatchi & Saatchi.
In Transformational tool: Of course, it's Blogging!
In Cool: iPod , but of course !
read the whole list here.
Creating a culture for Knowledge and Learning
FC Now has an interesting summary of P. Arun Prasad's (a Ph.D. candidate at the Indian Institute of Technology's Department of Management Studies in Chennai) paper presented at ICCS 2004 co-authored with Dr. T.J. Kamalanabhan. It explores the human resource practices that lead to a learning driven culture in the workplace. Creating that culture, Prasad argues, is how companies can maintain a sustained competitive advantage in their market. Read the summary at the FC Now page here. It's mainly theoretical, and I wish I could access the whole paper online somewhere !
Dec 16, 2004
ECS wakes up to the South
ECS Ltd opens Chennai office :
Chennai, Dec 8 :
Chennai, Dec 8 :
Management consultant firm ECS Ltd, a joint venture between the Eicher group and US-based Strategic Decisions Group, today announced the launch of its `full-service office' in Chennai. ECS will offer focused services in the key areas of strategy, operations, HR & change management, supply chain & full-value spend, and banking & financial services, its top officials told a news conference here." The South is probably the fastest growing region in the Indian economy. Our Chennai office shall serve as a gateway to help us extend further our Southern reach by locating consultants closer to the customers," said Ravi Bhamidipati, CEO of ECS Ltd. ECS Ltd already has offices in Mumbai, New Delhi and Bangalore. PTI
Dec 10, 2004
Universal complaints...
Jim Stroud points to The Last Word article on the 7 Univeral complaints of workers who are waiting for the "real" job :
· There's no job security here
· I don't trust management
· There's too much work to do
· The pay is too low
· Communication is poor
· I don't have enough balance in my life
· I feel under appreciated
To that I'd add a eighth one:
· I don't have "real" friends here!
· There's no job security here
· I don't trust management
· There's too much work to do
· The pay is too low
· Communication is poor
· I don't have enough balance in my life
· I feel under appreciated
To that I'd add a eighth one:
· I don't have "real" friends here!
Dec 9, 2004
HR people are preferable to ...
....the finance-accounting-economics school-of-passionless-management!
Hey, I'm not saying this...Tom Peters is...!
Well technically what he's saying is this !
Hey, I'm not saying this...Tom Peters is...!
Well technically what he's saying is this !
Managing creative people
From Business2Blog
We are all trying to get more out of creative people and most of us go
abou it the wrong way. Here is a list of some of the
misconceptions of managing creatives and the recent research that
may set you straight.
Dec 8, 2004
DIKW and its origins
KM practitioners might be interested in the origin of the Data, Information, Knowledge and Wisdom (DIKW) hierarchy...commonly known as "Knowledge Hierarchy"
Well, Nikhil Sharma says that the origin might well be decades even before we thought.
Well, Nikhil Sharma says that the origin might well be decades even before we thought.
Interestingly the first ever mention of the hierarchy came from neither
the KM field, nor the Information Science domain, but in poetry. In his Futurist
article, Cleveland cites T.S. Eliot as the person who suggested the hierarchy in
the first place- calling it "the T.S. Eliot hierarchy". The poet T.S. Eliot was
the first to mention the "information hierarchy" without even calling it by that
name. In 1934 Eliot wrote in "The Rock"[3]:
Where is the Life we have lost in living?
Where is the wisdom we have lost in knowledge?
Where is the knowledge we have lost in information?
This is the first vague mention of the hierarchy that was expanded by Cleveland, and later by others to add a layer of "Data".
Dec 3, 2004
Paradox of India's growth - Not enough jobs!
From Fireaxe's Blog:
India's booming IT and software sector employs about 2 million.
people. But R. Nagaraj, an economist at Bombay's Indira Gandhi
Institute for Development Research, notes that is a fraction of the
country's work force of 400 million."These jobs are concentrated in few
pockets like Bangalore, Hyderabad and Gurgaon where they are very visible and
these young boys and girls get fairly high paying jobs, but these are only small
specks in the ocean of unemployed people in towns and villages," he said. "If
you go to smaller towns, you find that educated young people do not find
adequate jobs."With one of the fastest-growing economies in the world, it may
seem odd that India is struggling with high unemployment. That is India's
paradox, say economists. Its economy is growing fast, but not fast
enough to hand out jobs to 10 million people who enter the work force each year. And there is a huge backlog of people who lost jobs in recent
years and have yet to find new ones.The official unemployment rate is
about 8 percent of the working population. Economists, however,
say the real rate is much higher, because millions of people
have given up looking for jobs or have never registered as unemployed.
Dec 2, 2004
Future skill sets needed for Indian industry
The Businessworld issue (registration required) also points to the talents and skills companies will most fight over. So if you are still graduating from college you can figure out what to do.
According to the article skills most in demand would be:
1. Analytics (for BPO, Banking and Insurance industries)
2. Scientific Research & Development (for Pharma and Biotech)
3. Sourcing, supply chain and merchandising (for retail , FDI in which might explode growth!)
4. Trainers (for BPO, retail and insurance) - That sounds good news to moi !
5. Global Mergers & Acquisitions and Process integration specialists as Indian manufacturing goes out global for growth.
Of course the inddustries driving these growths would be IT, ITES, Pharma, Biotech, Banking , Insurance , Retail and Manufacturing.
Good times ahead in the new year !
According to the article skills most in demand would be:
1. Analytics (for BPO, Banking and Insurance industries)
2. Scientific Research & Development (for Pharma and Biotech)
3. Sourcing, supply chain and merchandising (for retail , FDI in which might explode growth!)
4. Trainers (for BPO, retail and insurance) - That sounds good news to moi !
5. Global Mergers & Acquisitions and Process integration specialists as Indian manufacturing goes out global for growth.
Of course the inddustries driving these growths would be IT, ITES, Pharma, Biotech, Banking , Insurance , Retail and Manufacturing.
Good times ahead in the new year !
Best employers and Great Places to Work
As I blogged earlier, this year will see three "best employer" lists in India for all the job seekers to choose from. Two of those results are out and it's a great time to compare the lists.
For some reason, the BT-TNS-Mercer list looked at only Indian employers. There were no MNCs on this list . Was that intentional? I have no idea.
But these were their results:
Rank : Company
1 : Sasken
2 : Infosys
3 : Thermax
4: HCL Comnet
5 : HDFC
6 : NTPC
7 : Dr Reddy's
8 : Satyam
9 : Patni Computer
10: Hughes Software
Whereas the BW-GT top 10 are :
1. FedEx Corporation
2. Texas Instruments
3. National Thermal Power Corporation
4. Computer Sciences Corporation
5. MindTree Consulting
6. Sasken Communication Technologies
7. Godrej Consumer Products
8. Intel Technologies India
9. Sapient Corporation
10. Honeywell Technology Solutions Lab
As we can see the important difference is that MNCs make up half of the BW-GT list. The other striking point in both the list is Public Sector Unit NTPC making it to number 6 and number 3. That means it's a great employer . Of course, same is true of Sasken the communication company! Those two are the only companies to be in the top 10 of BOTH the lists.
Let's see what the Hewitt-CNBC TV18 survey throws up!
For some reason, the BT-TNS-Mercer list looked at only Indian employers. There were no MNCs on this list . Was that intentional? I have no idea.
But these were their results:
Rank : Company
1 : Sasken
2 : Infosys
3 : Thermax
4: HCL Comnet
5 : HDFC
6 : NTPC
7 : Dr Reddy's
8 : Satyam
9 : Patni Computer
10: Hughes Software
Whereas the BW-GT top 10 are :
1. FedEx Corporation
2. Texas Instruments
3. National Thermal Power Corporation
4. Computer Sciences Corporation
5. MindTree Consulting
6. Sasken Communication Technologies
7. Godrej Consumer Products
8. Intel Technologies India
9. Sapient Corporation
10. Honeywell Technology Solutions Lab
As we can see the important difference is that MNCs make up half of the BW-GT list. The other striking point in both the list is Public Sector Unit NTPC making it to number 6 and number 3. That means it's a great employer . Of course, same is true of Sasken the communication company! Those two are the only companies to be in the top 10 of BOTH the lists.
Let's see what the Hewitt-CNBC TV18 survey throws up!
Dec 1, 2004
Management is dead (or dying?)
Tom Peters quotes the book The End of Management :
"Managers are the dinosaurs of our modern organizational ecology. The
Age of Management is finally coming to a close. The need for overseers,
surrogate parents, scolds, monitors, functionaries, disciplinarians,
bureaucrats, and lone implementers is over, while the need for visionaries,
leaders, coordinators, coaches, mentors, facilitators, and conflict resolvers is
steadily increasing, pressing itself upon us. ... Nearly unnoticed, a far-reaching organizational transformation has already begun, based on the idea that management as a system fails to open the heart or free the spirit. This
revolution is attempting to turn inflexible, autocratic, static, coercive
bureaucracies into agile, evolving, democratic, collaborative, self-managing
webs of association.”
Blogger for hire
Jeremy of Ensight offers his Blogging skills for hire on eBay. And another interesting post of his on "Why Should companies buy bloggers". I've finally added him to the my blogroll also.
On one's ideal career...
Ian Christie, coach, ex-Monster.com Director, Executive Search Consultant, and career expert, in his Being Bold blog has this insightful piece:
(many people have an ) assumption or feeling that there is one right
answer. One magic profession, that if it could be identified, would be the
solution to everything. So, in the absence of finding the "right answer," people
stay put. But, while they stay put, life goes on.
In my experience, some, and only some people, have a specific thing that they "find" and in which they can be happy for the rest of their lives. Some people know. Some people analyze their way to the answer. A surprising number of people stumble upon the answer.
This may be you, but if you don't know now, you should accept that fact that
there might not be just one perfect profession for you.
Hari's Bake Shop
Here's a plug for a friend from college Hari Nayak.
Why? Because he's a friend and a damn good chef ! Don't miss the recipe section, people who like to cook. And don't think it's just a bakery, he caters to parties and you can rent a chef too !
Yum I wish I was there in the US to sample what's Hari cooking now!
Why? Because he's a friend and a damn good chef ! Don't miss the recipe section, people who like to cook. And don't think it's just a bakery, he caters to parties and you can rent a chef too !
Yum I wish I was there in the US to sample what's Hari cooking now!
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