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CAREERS TODAY Best Jobs Best CEO Picks CEO; Internet Service Provider in Asia;
Mumbai; Degree in Computer science/engineering/infotech related
discipline; 10 years of experience; The Concept, 67, White Hall, 143,
August Kranti Marg, Kemps Corner, Mumbai. CEO; Transnational ; Europe; MBA from IIM/
XLRI/S.P Jain Institute of Mgt/ or Bajaj Institute of Mgt; 15 years of
experience; Bangalore/Chennai; 208, Manipal Centre, 47, Dickenson Road,
Bangalore-560042. COO; Info Media Ventures; Delhi; Will be responsible for the operations of the entire broadcast unit; Best in the industry; Info Media Ventures, Usha Bhawan, A-41, Mohan Co-operative Estate, Mathura Road, Delhi-110044. Best CFO Picks CFO; Corporate Ventures Search; Dot.com company; Pune; CA/MBA (Finance), or CFA or CA with CS; Will be responsible for accounting, taxation, banking, treasury, legal, secretarial functions; Corporate Ventures Search, 17/18 Apurva Complex, Ganeshkhind Road, Aundh, Pune-411007. Vice-President (Finance & Company
Affairs); Web-centric interactive communication organisation; Delhi; 8-10
years of experience; Total gamut of financial management with additional
responsibilities of managing company affairs; 1515 First Floor, Bisham
Pitamah Marg, Opp. Defence Colony, Delhi-110003. Financial Controllers; All major cities;
CA/MBA (Finance); 5 years post-qualification experience, preferably in the
media industry; Broadcast Worldwide, World Trade Centre, 30th floor, Cuffe
Parade, Mumbai-400005. Best IT Picks CEO; Info Media Venture; Delhi; Responsible for entire business and joint venture alliances; Should have worked in similar positions in media/ infotech industry; Best in the industry; Usha Bhawan, A-41, Mohan Co-operative Estate, Mathura Road, Delhi-110044. Vice-President/GM(Infotech); Rs 2,500-crore
group with focus on telecom service, finance, e-commerce, and a number of
joint ventures; Delhi; Engineer with MBA; 14-18 years of relevant
experience in sales; Careerist Management Consultants, 39, Community
Centre, East Of Kailash, Delhi-110065. Vice-President(Portal Development); Global
software services company; Hyderabad; Engineer; 8-15 years of experience;
Best in the industry; Ernst & Young, 205, Ashoka Bhoopal Chambers, S.P.
Road, Secunderabad. Best HR Picks Group Vice-President (HR); Leading multi-crore
professionally-managed retail group; Chennai; Graduate from a premier
institute with 12-15 years of experience, currently heading HR in a
professionally-managed group; Reach Management Consultants, 166 T.T.K
Road, Alwarpet, Chennai-600 001. Vice-President (HR); Leading web centric
interactive Communication specialist imparting training in Web-technology;
Delhi; MBA (HR); 8-10 years of experience with a service organisation;
1515, Bhisham Pitamah Marg, Delhi. Vice-President (HR, Infotech); Corporate
Ventures Search; Automation company; MBA (HR); Experience as change agent
from software or hi-tech industry; Age below 45; Corporate Ventures
Search, 17/18, Apurva Complex, Ganeshkhind Road, Aundh, Pune-411007. Best Overseas Picks Head (Personnel); Top business house; Doha;
MBA (HR); Senior professional with work experience abroad, preferably in
the Middle-East; Niche Konsultants, 2 Siri Fort Road, Delhi-110049. General Manager; Alpha Group; East Africa;
MBA/ACA with strong financial background; Attractive; The Managing
Director, Alpha Group, P.O. Box 40268, Mombasa, Kenya. HOW TO ORIENT YOUR NEW EMPLOYEES How do you define employee orientation? Familiarisation with a new work environment? Or adapting to a work situation? Most companies put their recruits through some sort of initiation ceremony. This could be a quick cup of tea with their colleagues. Or, it could be a formal structured orientation programme. However, the time and effort devoted to the design and conduct of such programmes are, often, woefully inadequate. In most organisations, orientation is a shallow indoctrination into the company's philosophy, policies, and systems by way of an employee handbook and a sketchy tour of departments and factories. Yet, orientation is a crucial process. For the company, it helps recoup its investment in the new employees as effective orientation helps them settle in quickly and start performing. For the new hires, a stress-free and congenial initiation translates into greater focus, commitment, and passion for the job which results in peak performance. And in the long run, it helps arrest attrition, particularly among fresh recruits. Is your orientation programme effective enough? Here's a guide to planning and packaging that perfect initiation road-map: New employees need information and guidance in three major areas. 1. Company philosophy and vision, norms, traditions, policies, processes, and systems. 2. Job or function-related aspects that may include technical/functional/professional guidance. 3. Desired behavioural standards like social and personal behaviour. Such information could be provided at three levels: organisational, departmental, and personal. 1. Issues of interest to all employees can be tackled at the organisational level through group orientation. Companies like SmithKline Beecham Consumer Healthcare (SBCH) and Standard Chartered Bank use intensive induction workshops, varying in length from a fortnight to a year. These include briefings on the different aspects of the company's operations and on key company policies and procedures. Corporate hr normally takes care of these workshops. Many companies follow this up with a role-clarity workshop to iron out potential role-conflicts. Functional orientation is normally taken care of by functional superiors and complemented by the hr department. Functional orientation programmes include formal or technical instruction, information on the department's functioning, its interface with other functions, the organisational hierarchy, job content, performance standards, and role-responsibilities. 2. Behavioural orientation, perhaps the most crucial form of orientation, holds the maximum potential for off-line processes, such as mentoring, to complement formal instruction. As the new hires have diverse educational and social backgrounds, they often need more than official indoctrination to ensure a smoother cultural transition. Here, a senior manager can coach them on a variety of issues ranging from dress codes to the interactibility of a boss. This process can be complemented by co-workers, who have the same demographic background as the new hires. Finally, an orientation programme needs to be revisited regularly to check for discrepancies and suggest improvements. SBCH, for instance, asks their trainees to submit a formal presentation at the end of the nine-month long orientation process to gauge its effectiveness. Interviews with randomly-selected employees, or even administered questionnaires, can be of help. Remember, having a Mickey Mouse approach to orientation can cost you-and your company- its human capital. -Paroma Roy Chowdhury Best practices in recruitment:
Resumés-writing Aptech Computer education major Aptech takes its new entrants through a structured induction training programme. The one-day programme includes a briefing on the company's market position, the business it is in, its functioning style, its organisational structure, and its hr policies. The entrants are also familiarised with functions other than their own before being deputed to their own departments where they go through an intensive initiation regiment. As part of their behavioural orientation, they go through a training targeted at team-building, self-development, customer sensitivity and product-orientation, spread over a six-months period. This done, the recruits are put through an appraisal process to gauge fitment and progress. Maruti Udyog Auto giant Maruti Udyog Ltd (MUL) customises its initiation programmes to suit the profile of the new entrant and the concerned function. For graduate engineering trainees, the orientation programme is year-long, and is compartmentalised into four parts of varying durations. In Stage One, the graduates are familiarised with various divisions and meet division heads. In Stage Two, they work on shopfloors, and, in Stage Three, they have stints at various other departments. In the last two months, they are placed in the departments where they will eventually work. The functional trainees-hrd, marketing, sales, and purchase-have a two-month orientation with a brief familiarisation stint in other departments. Standard Chartered Bank Standard Chartered Bank has a thorough six-month induction programme for its management trainees who are usually selected from premium B-schools. During orientation, the trainees spend time in the various divisions of the bank to get a holistic view of the bank's operations, and get an opportunity to meet each of the bank's business heads. Every fortnight, a review and feedback session is held. At the end of the induction programme, there is a two-day wrap-up dedicated to team-building. And within one month of joining their respective divisions, the new entrants have to attend a review session about the job itself. -compiled by Jaya Basu HELP, TARUN!!! I am a 29-year-old Mechanical Engineer working in the Infotech (Hardware) sector for the past two years. I want to get into the software industry and have studied Visual Basic and Oracle, but I am yet to get a break. I recently joined a part-time course in materials management in a reputed institute. Is a career in materials management lucrative enough? Or should I persevere till I get an opportunity in software as it offers good career prospects? Materials management does offer a career, but only up to a point. You could become the head of materials/purchase or supply-chain management but, after that, you might stagnate unless, of course, you are in a commodity/ trading kind of business where the materials management function is crucial. However, if you could combine a stint in operations along with your degree, your options as well as growth prospects will multiply. Monetarily, it will certainly be more lucrative. As far as a long-term career choice is concerned, you must rely on your interest and aptitude. You will probably need the services of a placement consultant to get a break in the software industry. I am a 33-year-old graduate in Engineering (Electronics) with 8 years of experience, primarily in fields like transformer installation and internal wiring. I am employed with a public sector unit and want to switch over to computer hardware and networking. I have already done an MBA from IGNOU, but have not got a favourable response from recruiters. Should I acquire additional qualifications? Or should I concentrate on doing better in my job? It depends on what you look for in a career. The security is high in the public sector and the growth fairly predictable whereas, the private sector, including infotech, offers faster ascent and more money, with far less job security. To take up that option, you need to enhance your qualifications by doing specialised software courses. But you will have to discount some of your previous experience. Your engineering degree should stand you in good stead. A 35-year-old post-graduate in English Literature, I have made a somewhat unusual career in logistics, and have around 10 years of experience in the field. I am employed with an Indian transnational as a senior executive. I am doing an MBA through correspondence and find that I have an affinity for finance. I would like to opt for a specialisation in finance, instead of operations, and later, make a career in finance. Should I go ahead or is it too late? It is never too late to do anything new! However, every action has a consequence. In your case, given the timing and the fact that you are opting for a completely new field, prospective employers may discount your previous experience. You may find that juniors have overtaken you. The best thing for you would be an internal transfer to the finance function where you can gauge your long-term suitability in the field while protecting your seniority and compensation. However, you seem to have a medium-to-short attention span-English Literature, logistics, and now finance. Are you sure you would want to stick to it, a few years down the line? A 27-year-old MBA (Marketing) from a top-notch B-school, I was picked up from campus by a foreign bank for a position in retail banking around four years ago, and have been with them since. I have been amply rewarded. But now, the bank wants to shift me to investment banking. Although it would be a great career move, I am not sure whether I would be able to cope well as I lack a background in finance . Should I take it up? You have two options-taking up the challenge, or turning it down and continuing in the retail banking function. The latter may hamper your prospects of growth in the bank. In that case, you can always move to another bank. With your track-record, it will not be difficult. However, you could even go for the challenge. The lack of a background in finance should not worry you as you will be able to learn the ropes fast. Do you want a career in retail banking or in the bank in which you are currently working? Make that choice first and everything else will follow.
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