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CAREERS TODAY Best Jobs Best CEO Picks CEO; Net start-up, Part of a large
group; Engineer/MBA; Age 35-45 years; Relevant experience in
telecom/networking, infotech, and marketing; Impact, Virani Manzil, Behind
Bank Of Baroda, 4th Road, Khar (W), Mumbai; CEO; Vinay Cements; Calcutta;
Engineer; 20-25 years of proven track-record; Strong problem-solving
capability; Good inter-personal skills and strong leadership acumen;
Salary best in the industry; B.K. Group Of Companies, 75C, Park Street,
6th Floor, Calcutta; Best CFO Picks CFO; Joint venture trans-national;
Mumbai; CA/CS; 15 years of experience with reputed FMCG company or large/
medium Indian manufacturing organisation; Experience of international
assignments will be an added advantage; Director, a.k. Placement Services,
106 Palkar House, Lohar Lane, Chendani, Thane (W), Mumbai; CFO; Infotech company; Mumbai; 12-20
years of experience in finance with a reputed organisation in similar
position; Exposure to international funding must; Impact, Virani Manzil,
Behind Bank Of Baroda, 4th Road, Khar (W), Mumbai; Financial Controller; Iris Computers; Delhi; ICWA/CA/MBA; 6-8 years of experience in similar position; Remuneration no bar; Iris Computers, E-69, Vasant Vihar Marg, Vasant Vihar, Delhi. Best IT Picks CTO; buyorsupply.com; Mumbai; Must be
a result-oriented/hands-on sales-person with high-level contacts at
financial institutions; Will be responsible for building and managing the
sales force; Director, 89 Bhulabhai Desai Road, Mumbai; CTO; Web portal development company;
Delhi; Three years experience in Web portal development; Javascript, HTML,
DHTML, Front Page; Concorde Management Consultants; CTO; Employer's Bureau; Hyderabad;
CE/electronics & communications/electrical engineering graduate; Five
years of senior management experience; Employer's Bureau, 18 Type 4A,
Bharani Complex, Minister Road, Secunderabad; V-P (Technical); GMR Vasavi Infotech;
Hyderabad; Post-graduate in computer science/engineering ; Knowledge of
the Net, Java, C, and C++; 10-12 years of experience; Flexibility at work
will be an added advantage; Salary best in industry; 6-2-953 1st Floor,
Krishna Plaza Khairatabad, Hyderabad; Best HR Picks GM (HRD); Indian Transnational; Into
infrastructure; MBA/MSW; LLD must; 15-20 years of experience in similar
position; Foundation Services, 76, MIG II, Maruti Vihar, Mahoba Bazar,
Behund Maruti Automobiles, G.E Road, Raipur; GM (HRD); Leading textiles
manufacturer; Hyderabad; 15 years of relevant experience; Exposure to
corporate hr policies; Polaris Management Services, 8-3-1042/a, Plot No.
141, First Floor, Srinagar Colony, Hyderabad; Manager (HRD); Japanese transnational;
Delhi; MBA with relevant experience; Salary not mentioned; Ascent
Placements, P.O. Box 3811, Delhi; Best Overseas Picks COO (Life Insurance); Insurance
company; Oman; Qualified person with hands-on exposure to all areas of the
insurance business; Age 45-50 years; Sinclus Consultancy Services, 2 Guru
Ashish, 37 North Avenue, Santa Cruz (W), Mumbai; Director (Business Development);
Leading Middle-East transnational; Oman (UAE); Will have to evaluate new
projects/investments, conduct feasibility studies, do project appraisals,
partner search, due diligence; be/MBA/CA or ICWA with
planning/diversification; Age 45 years; Experience in a large
transnational must; Sinclus Consultancy Services, 2 Guru Ashish, 37 North
Avenue, Santa Cruz (W), Mumbai; Who Should Assess Performance Evaluating performance is never easy. It is essential that the assessor has adequate opportunity to observe the assessee's performance over a reasonable time frame-usually six months to a year-to arrive at a credible conclusion, and, subsequently, use the data for staffing, salary, and training-related decisions. This suggests the use of several categories of evaluators, from immediate superiors to customers, who can provide critical feed-back on the employee's performance over a specified period, using technical, functional and behavioural parameters. BT presents a checklist of possible evaluators: The immediate superior. An effective appraisal process must involve the inputs of the immediate superior. She is likely to be most familiar with the employee's performance and thus be able to observe and appraise, using skill and competency-linked standards. Further, she would also be in a position to relate individual job goals to functional, departmental, and organisational objectives. The only pitfall of relying too much on the immediate superior's recommendations could be the lack of objectivity and personal bias. This could be checked with the participation of the departmental or functional head, who could ratify the findings and, if necessary, intervene. The peer. Peers can offer excellent critiques of an employee's performance as they have the opportunity to observe it over a length of time. They can also provide a perspective in cases where the immediate superior has little opportunity to monitor actual performance-particularly behavioural parameters, in professions like sales and teaching. At senior levels, a peer's judgement can be vital in assessing leadership capabilities. However, as factors like friendship bias and inter-personal rivalry can somehow dilute the quality of the feedback, peer assessment is best treated as a component of the appraisal system. The subordinate. Subordinates can also provide useful inputs in the appraisal of their seniors, particularly in identifying developmental needs. Usually, such inputs are used by companies which have instituted 360-degree appraisals (involving superior, peer, and subordinate assessment) for their middle and senior-level managers. It can be particularly useful in gauging a manager's leadership potential, inter-personal, and communication skills. Subordinate assessment, however, pre-supposes a climate of transparency and trust and works better in mature organisations with evolved hr systems. It is also more useful for developmental purposes rather than appraisal-decisions. Self assessment. Self-assessment can be very effective as it provides employees with an opportunity to participate in the appraisal process, and set performance targets for themselves. But self-assessment also runs the risk of variability and leniency that may conflict with superiors' or peers' findings. It could be more useful when combined with other forms of appraisal. The customer/vendor. Customers and vendors, whether internal or external, can be potential evaluators. This kind of appraisal would be more relevant for service organisations such as banks or travel services companies, where the inputs provided by external customers can be useful for staffing- or reward-decisions as well as for identifying skill gaps. Inputs from internal customers are vital in large organisations with functional, and departmental inter-dependence. But as the customers' objectives may not always correspond with the organisation's expectations, customer appraisal works best only as a part of appraisal process. Remember, a performance-appraisal programme can never be perfect or ideal. It would depend as much on the evaluator as on the employee, to be effective and responsive in meeting changing organisational or employee needs. -Paroma Roy Chowdhury Best practices in employee
performance appraisal Hughes Escorts Hughes Escorts, the subsidiary of the US-headquartered telecom company, Hughes, uses a competency-based performance-enhancement model. Each position in the organisation is defined in terms of 23 key competencies, categorised into four groups: attitude-based, knowledge-driven, skill-centred, and value-based. The company uses these competencies to measure shortfalls and provide relevant training inputs. This is done to both maximise productivity and make employees aware of their professional standing. National Panasonic This Japanese white-goods major has developed a performance-assessment system driven by Key Result Areas (KRAs). KRAs describe performance goals-business, functional, and behavioural ones-with defined time-frames and are decided jointly by the employee and her manager at the beginning of the year. It is a structured exercise using a written format. These KRAs are then used to map the employee's progress and, based on the results, the company decides to plug performance gaps with the help of relevant training inputs. National Panasonic puts a great deal of emphasis on this process for re-skilling its employees as it believes in growing its own timber rather than opting for expensive mid-career hires. Larsen & Toubro Engineering major Larsen & Toubro has developed a competency matrix which lists 73 competencies-that vary across managerial levels-to measure performance and gauge developmental needs of its employees. Each listed competency has associated knowledge, skills, and attributes. The company appraises individual employees on the listed competencies, and zeroes in on the functional, managerial, and behavioural skill gaps. Subsequently, customised reinforcement is provided. Further, as the matrix is linked to business strategy on the one hand and training needs on the other, strategic needs drive the company's development policies, making the process of re-learning and re-skilling easier, and more focused. -compiled by Paroma Roy Chowdhury & Jaya Basu HELP, TARUN!!! I am 32-years-old, professionally qualified and working with a FMCG company as the brand manager for a well-recognised shampoo brand. I have handled soaps, and skincare brands for its rival company, from where I was picked a year ago. I came because I felt I was not making enough progress in my last job. I am happy here. But now my old company wants me back at a higher grade with better perks. I am not sure how much things have really changed. Should I go back? You were obviously picked up by your current company because you were working with its rival. Now the previous company wants you back because you have joined its main competitor. Is it because they value you, or is it solely because they don't want you to be with their competitor, especially if you are doing well? What motivates you to go back-is it only a higher salary and designation? If this is the case you will probably feel dissatisfied very soon, and will be looking for a job again. So save yourself the trouble! It might be worthwhile asking yourself what you really want in the long-term and how these moves will reflect in your resume. I am a 20-years-old, and have just finished a diploma in chemical engineering with good grades. I want to go in for further studies. Should I now do a B.E./ b. Tech in the same subject? Or go for an MCA? If I stick to engineering, I want to work in the petrochemicals industry, preferably in Western India where I hail from. What are the prospects like and where should I apply? Did you go in for a diploma in chemical engineering because you did not get admission in a good course? Well, you could do the degree now and then work in the petrochemicals industry. This would provide you with a more or less steady job with a medium range salary. The MCA will also give you a good career. You need to take your interests into account before choosing between the two. Your current diploma, however, limits your career as there is widespread discrimination between engineering degree- and diploma-holders, both at the time of entry, and during promotions. I have just graduated with honours in Economics. I want to go in for post-graduation but not the usual ma programme, or even MBA. Instead, I would like to do a specialised course in international banking, and finance. Does any university in the country offer such a programme? Which are the schools in US I should apply to if I want to apply abroad? However, I would prefer staying in India. There are such courses in India: MBA programmes which specialise in Finance with banking as part of the curriculum, CAIIB, and CFA. Business schools abroad, mostly in the US, do have specialised courses in banking and finance, ranging from short-term executive courses to full-time MBAs which focus on the subject. I would recommend that you go to the USIS and refer to their lists-which gives details of university courses, duration, and eligibility. You could also get the same data from the Net. Choose the course which appeals to you the best. I am a B.Com graduate with 12 years of experience in banking. I am currently employed in a private sector bank as an Assistant Manager. It is obvious that my career growth has not kept pace with my experience, perhaps due to the lack of professional qualifications. I have moved three times-from a transnational bank to another private sector bank-before settling down. Right now, I am looking after a fairly specialised corporate banking cell. Where do I go from here? Would doing an MBA help? Please advise. Yes, having a B.Com degree does affect your career progress, especially if you are in competition with MBAs and CAs. If you are relatively free from any economic responsibilities, then, taking a couple of years off to do an MBA would be a good idea. Post-MBA, you could continue with a banking career-where your current experience will be relevant. If it is not feasible to take time off you can do a distance learning course and become a CFA (Chartered Financial Analyst). Incidentally, the ICFAI (which offers the CFA programme) also has a combined MBA/CFA programme. This is a regular full time course.
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