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CAREERS TODAY Best Jobs Best CEO Picks CEO; Info media ventures; Delhi;
Professional qualifications, experience in a similar position in media/infotech
industry; Info Media Ventures, A-41, MCIE, Mathura Road, New Delhi-110044. CEO; India-based electrical &
insulator company; noida; Qualified in mass communication, with 15-20
years experience in relevant industry, Corporals India executive search. CEO; Automobile industry; Delhi;
Engineer with MBA; BM Consultancy Services, BM House, B-513/4, Majlis
Park, Near Adarsh Nagar, New Delhi-110033. Best CFO Picks Vice-President; Paper mill; Northern
India; CA/ICWA with at least 20 years of relevant experience, preferably
in the paper industry. Must possess strong leadership qualities for
building a team of performers; S.P. Three Solutions, 1,515 Bhisham Pitamah
Marg, New Delhi-110003. GM; Corporate finance & accounts;
Mirc Electronics (Onida); Mumbai; CA and CS, preferably with LLB, and/or
ICWA having at least 15 years of relevant experience in corporate finance,
accounts, secretarial/legal, dealing with FIS/ FIIS, Corporate banking
& allied activities; Mirc Electronics, Onida House, G-1, MIDC,
Mahakali Caves Road, Andheri (East), Mumbai-400093. Best IT Picks CEO; Convergence-related telecom &
broadcast services; Orissa; Electronics or computer engineer; Human
Resources Consulting, Ernst & Young, 20, Community Centre, Pushp Vihar,
New Delhi-110062. CEO; Integrated software solutions
provider; Delhi; Electronics/ Computer Science engineer, with 10-15 years
of experience in the infotech industry. Human Resources Consulting, Ernst
& Young, 20, Community Centre, Pushp Vihar, New Delhi-110062. CEO; Net software company; Delhi; B.
Tech/CS; Dev Solutions, 106, Gupta Arcade LSC, 5, Mayur Vihar, Phase-I,
Extn., New Delhi. V-P; Software co.; Goa; BS/MS CS, 12
years of experience in EDA/ Semiconductor industry; Dev Solutions, 106
Gupta Arcade, LSC 5, Mayur Vihar, Phase-I, Extn., Delhi. Best HR Picks Head; Maruti-Suzuki; Gurgaon;
Well-qualified professionals, graduate/MSW/LLB/MBA/ diploma; BM
Consultancy Services, BM House, B-513/4, Majlis Park, Near Adarsh Nagar,
New Delhi-110033. Vice-President; Established
engineering company; Mumbai; MBA with 20-25 years of relevant experience;
The Concept, 67, White Hall, 143, August Kranti Marg, Kemps Corner, Mumbai. Vice-President; Tyre company;
Metropolitan; MBA, should be strong in industrial relations and should
have experience of working in a tyre industry; The Concept, 67, White
Hall, 143, August Kranti Marg, Kemps Corner, Mumbai. Vice-President; Bangalore; Start-up
belonging to a large group with presence in power sector; MBA/MSW/ MA;
Classic Search, No. 3, Third Floor, Miller Tank Bund Road,
Bangalore-560001. Best Overseas Picks Head (Sales); Dubai-based global
giant; Engineer/graduate MBA; 12-14 years of experience in channel partner
development and management; R.T. Careerist Management Consultants, 39,
Community Centre, East of Kailash, New Delhi-110065. Vice-President; Software
engineering/consultancy; Houston, US; BE/B.Tech/ M.Tech/Phd, MBA
preferred, with at least 10 years of experience in software consultancy;
SSJ Solutions, NOIDA-201301. Chief Technical Officer; Dot.com; US;
BE/MCA/graduate with experience in systems architecture and Web hosting;
IT Consultant, First American Financial Services, J 49, Sec 18,
NOIDA-201301. How to Appraise Performance Performance appraisal is a multi-faceted and often, misconstrued process. Ideally, it should be an organisational intervention aimed at the quantitative measurement of performance and the identification of developmental needs of the employees. Typically, the process should involve observation and judgement. It should also incorporate a process of mutual feedback. In reality, performance appraisal is often haphazard, lacking in consistency and participation. It is also, frequently, an intensely emotional interaction, defeating its very purpose of objective assessment. For an appraisal process to be successful, some basic ground-rules need to be established: the definition of performance, the method of appraisal, and the period of assessment. To begin with, performance is best defined as the competition of assigned and also unassigned tasks. Appraisal methods can be either behaviour-oriented or result-oriented. And the assessment period is the length of time during which an employee's performance is observed for appraisal and can vary from six months to a year. The purpose of appraisal is manifold. It serves as a key organisational input in administering a formal reward and punishment system and taking crucial business and people decisions. For the employees, it provides feedback and serves as a vehicle for the fulfilment of individual potential and career development. It can also help identify skill gaps and training needs . There are three strategic requirements of any appraisal system: relevance, sensitivity and reliability. Operationally, the system would need to be acceptable and applicable. Connectivity. Links between the performance targets for a particular job and the organisation's goals, and between critical job elements and the dimensions along which an employee's performance is to be rated, need to be established clearly for an appraisal process to be relevant. Connectivity also presupposes periodic updation and maintenance of the appraisal process in consonance with changing business goals and required behavioural, managerial and generic competencies. Sensitivity. An appraisal system needs to be sensitive to differing levels of employee performance to be able to distinguish between effective and ineffective performance. If the best employees are treated no differently from the worst, the appraisal process loses its efficacy.It is equally ineffective for individual employees, as it does not provide them with correct performance feedback and inputs for career development. In the long run, an insensitive assessment process can result in serious skill gaps and significant employee attrition. Credibility. Sound appraisal systems should be credible in terms of consistency of judgement, regardless of the number of raters and their different perspectives. For this, it is important that performance standards translate critical job requirements into acceptable or unacceptable employee behaviour/ functions. This provides raters with a structured, common platform to exercise their judgement. Acceptability. Operationally, an assessment system must be acceptable to the employees assessed. The best way to ensure this is to have a participative format with open and transparent superior-subordinate discussion, reinforced by top level and hr commitment to the process. Mature organisations can go a step further and introduce 360-degree appraisal where superiors, peers and subordinates rate individuals to ensure maximum effectiveness. Applicability. The appraisal system must be easy to understand and administer if it is to have wide-ranging applicability. A long and complicated performance management system rarely wins the approval of the assessor and the assessed. Remember, a solid performance appraisal system is the bedrock of an organisation's talent management process. Any inadequacy can compromise the company's long-term health and viability. -Paroma Roy Chowdhury Best practices in employee
appraisal process Daewoo Motors Auto major Daewoo Motors Ltd has introduced a parameter on team work in its appraisal process. Targets are set according to business plans in the beginning of the year and assigned to various functional teams. Subsequently, the team's performance is measured on the basis of its achievement vis-a-vis the goals. This done, the top management allocates ratings which can vary from outstanding to average to each team. In a parallel process, the team-supervisor appraises each team member. Both ratings are taken into account before a final rating is assigned by the senior management team to each functional team and every team member. Rewards, including performance increments, bonuses, and promotions are given out on the basis of this final rating. EIH Ltd Hospitality company eih recently overhauled its performance appraisal system to make it more participatory and competency-driven. Now, employees are appraised on the basis of the achievement of specific individual and functional targets, as well as generic competencies like technical, functional, managerial, decision-making, and leadership skills. Performance ratings ranging from outstanding to below-average, are given accordingly. The exercise is followed by an employee-feedback process, where employees are required to answer 11 key questions on their satisfaction levels. The company has taken its managers through an extensive tour of its new appraisal process to raise comfort levels and hopes to use it as a vehicle for people-based growth. PepsiCo. India Beverage giant PepsiCo. India's annual appraisal process is (numerical) target driven. As a large part of Pepsi's compensation packages comprises performance pay in the form of bonuses-varying from 15 per cent at junior levels to 60-plus per cent at senior rungs-the managers' performance is determined on three key parameters: volume growth, marketshare, and net operating profit, to compute the variable component of compensation. Managers are also rated on key behavioural and functional competencies to assess their potential for advancement within the organisation. -compiled by Jaya Basu HELP, TARUN!!! I have done an mba (Finance) from a reputed business school and have been working in the corporate finance division of a large South-based corporate. I am really interested in building a Web-based entrepreneurial career for myself. More specifically, I want to build an information transfer portal, on the lines of 'Hotmail' and 'Yahoo!'. I urgently need to know about the basics of setting up a Web-business planning, financing (including venture capital finance), profit projections, likely volumes, etc., and also want to test the viability of the concept. How do I go about it? You might benefit from contacting Pradeep Kar, Founder, Microland, Bangalore. Kar also writes a regular column in The Economic Times answering queries. As for venture capital finance, you could write to the financial institutions like icici, who have set up venture capital subsidiaries. In addition, State Industrial Finance Corporations also provide aid. Your first test as an entrepreneur will be whether you can wade through with your ideas in a country where organised information is still scarce! I am a professionally-qualified hr executive, employed with a telecom transnational. I also handle information gathering on hr and other company-related issues. At the moment, I am in the process of compiling a relevant database and I am enjoying the experience. Could I make a career in knowledge management? What are the career prospects in this field and would a change be advisable in my case? What you describe seems to be a limited aspect of data gathering and its use. A career within the firm is not really possible, though a job with limited progression is. Your interests will be well-served by exploring with dot.com companies, which are truly going to drive knowledge management. This will mean a career change, from hr. However, I think the word 'career' will have a new meaning and progression within only one field will be a thing of the past. So you need not worry! I am 30 and a diploma-holder in mechanical engineering with five years of work experience in the quality control function of a reputed auto maker. I quit last year to do my mba (Marketing) from ignou, and to look after the family business of auto parts manufacturing. However, I feel that I don't have a real affinity for it, and want to return to a professional working environment. Should I return to a similar industry-it is not very creative or lucrative-or should I make a switch? In that case, could I get into something else such as infotech marketing? You have probably not done a mba in marketing yet, and, therefore, infotech marketing recruiters may not consider you-academically or otherwise-qualified. With your diploma in Mechanical Engineering, your opportunities will increase if you moved from quality control to manufacturing or maintenance. The auto industry is going to do well over the next few years, and hence, there will be opportunities for you in the manufacturing or maintenance sector. The alternative is to move to the technical side of the consumer durables industry, which also has a good future. I am a 27-year-old with a post-graduate degree in financial management. I am employed in a leading development finance institution in its project finance division. I wish to enhance my career prospects. Should I do an mba or ca to move into the private sector which offers far better career opportunities both in terms of growth prospects and remuneration? Could I leverage my knowledge and experience to get into infotech companies? Could I set up or work with Web ventures? If you have a post-graduate degree in financial management, an mba is redundant. A ca will take three years and will add little incremental value to your experience and qualifications. You can expect good opportunities with the research divisions of mutual funds, rating companies, and venture capital funds. You could also provide value to infotech companies which are seeking expertise in this specific domain.
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