Senior hiring takes a hit, caution in job market: HeadHonchos.com

Hiring at senior levels in India Inc is likely to witness a mixed trend in the second of current fiscal, with 51 per cent organisations hinting at increasing headcount while the rest pointing at stagnation or even downsizing, according to a survey conducted by a job search and career portal HeadHonchos.com.

The subdued trend is likely to be similar in hiring at middle levels also, with an insignificant 3.4 per cent projected increase, according to the survey called “HeadHonchos’ Management Hiring Perspective Report 2012”.

While participants from the pharmaceuticals and FMCG industries were confident about growth, their counterparts in real estate, financial services and entertainment and media said they expected downsizing in some way.

HeadHonchos.com CEO Uday Sodhi said, “Weaker hiring plans for mid-management and senior positions signal a cautious approach amongst corporates, especially when supported by the opinion of professionals.”

Highlights of the survey:

*36 per cent of employers have reduced hiring projections at senior management levels and 33% of employers have lowered projections at mid-management levels as compared to March 2012.

*Nearly 23 per cent of employers plan to keep employee strength at current levels through till the end of the fiscal year.

*Professionals in the smaller towns as well as Kolkata are more bullish on industry hiring and growth rates. 58 per cent of respondents in Tier 2 & Tier 3 cities expect active hiring as compared to 51 per cent across India and 49 per cent in the 3 cities of Mumbai, Delhi and Bangalore.

*Professionals are open to job shifts, without expecting as generous salary hikes as earlier. They demonstrated a sizeable swing of about 30 per cent towards a more active job search.

Source: www.deccanherald.com

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Companies investing in talent pipelines to reduce cost and time

With increasing competition among organisations and expansion of existing establishments, companies are building ‘talent pipelines’ that help them to fulfil their immediate hiring  needs, according to experts.

“An organisation needs to maintain a steady stream of people to turn to for future hiring needs. This is called talent pipeline. Firms invest time and money to find potential recruits, encourage them to join and engage with them, re- engage them and hire them if they are good fits when there is a good opportunity,” CareerBuilder India Managing Director Premlesh Machama told PTI here.

This enables companies to prevent committing mistakes while hiring to fulfil immediate need. Also, referral programmes are being used by many companies to build an effective talent pipeline, Machama pointed out.

Most of the IT services and related companies nurture talent pipeline for entry to mid-management levels, he said.

Echoing the view, Sunil Goel, Director of GlobalHunt, an executive search company, said recruitment has always been a costly affair and having an engaged talented pool of candidates can save a company a lot of time and money in time of immediate and unforeseen need.

“Companies focus on building talent pipeline to excel in the competition for top talent, which is getting intense day by day. Ready pool of qualified and willing candidates are the determinant of a company’s future success.”

Having a ready pool of talent minimises the hiring time, ensures performance from day one, and also better retention rates and less attrition, Goel added.

The trend began in new age business and sectors like IT, ITES , banking, pharma and services companies, he said.

New sectors like aerospace, retail and e-commerce are also venturing into keeping a talent pipeline, Goel pointed out.

Source: The Economic Times

Slowdown shrinks job market by 20 per cent, but reforms hold hope

Green shoots of recovery may be sprouting in some sectors of the Indian Economy such as capital goods, but the job market continues to be in the grip of a drought.

Leading recruitment and staffing consultants such as TeamLease, Kelly Services, Adecco and Randstad have seen a sharp slide in hiring compared with earlier quarters, which could mean a bleak year-end for those looking for a job as well as for placement agencies.

“This is the worst we have seen since April last year and permanent recruitment is at least 15-20% lower than the same period last year,” said Sangeeta Lala, VP and co-founder of TeamLease. “Clients have not declared a hiring freeze, but are very selective in their hiring. This makes it more difficult as we cannot have any costs invested in our business and do not know when a demand comes in or stops,” she added.

A combination of factors has led to poor hiring.

Macroeconomics Important

Most large MNCs tend to go slow on hiring in the fourth quarter. But macroeconomics is more important, officials at staffing firms say. The Indian economy grew 5.5% during the quarter ended June 30, 2012, close to a nine-year low, while developed economies are yet to fully recover from the recession of 2008-09. Further, the recent burst of reforms implemented in mid-September is yet to show in new hirings.

“We are witnessing a 20-month low in hiring, but these trends are cyclical and we expect demand to bounce back,” said Sudhakar Balakrishnan, MD of Adecco India.

According to a January 2012 report from Ernst and Young, in FY11, around 360,000 candidates were placed by placement agencies across various levels. The permanent recruitment market is estimated to be 3,000 crore, according to the report on the Indian HR solutions industry.

“The market is quite slow, and 2012 has been a tough year for professionals and companies, as hiring has been negligible,” says Sunil Goel, director, GlobalHunt.

Among sectors, BFSI and IT have been severely affected while retail has also grown slowly, he says.

Adds Asim Handa, CEO of Gi Group: “The job market is certainly slow compared with last year. This could be attributed to slow growth in virtually all sectors barring life sciences, uncertain economic climate in the West, and political uncertainty.”

Although Randstad India has done marginally better compared with last year, on a quarter-to-quarter basis there has been a 5-10% dip in its numbers as well, says GM in charge of staffing Aditya Narayan Mishra.

For Kelly Services, a shift to permanent hiring, which is more lucrative than the temporary market, has not had the desired impact because of the global slowdown.

The margin for each temporary placement is 9-12% compared with 20-22% on each permanent placement. In June last year, the hiring firm had decided to shift out of the low-margin temporary business and concentrate on those sectors that would get them more permanent numbers and higher margins.

“We did not manage to get the lift that we were expecting after changing our business plans,” said Kamal Karnath, Managinf D of Kelly Services India. Although the staffing firm’s business increased 15% compared with the same period last year, it was way short of a 30% expected increase since half their business has become permanent hiring now.

Source: The Economic Times

 

How To Improve Your Business Presentation Skills: I

This article is designed to help you improve your business presentation skills by looking at the presentation from the point of view of the purpose, the preparation, the organization, the support and the delivery.

  1. Presentation:
    1. Determine the Purpose of the objective/purpose of the presentation.
      1. General purpose
        • Informative Transfer of information from speaker to audience
        • Persuasive Attempt to change attitude, belief, or action
      2. Realistically define the results expected:
        • Realistic in scope
        • Realistic in view of receivers’ knowledge, culture, status, etc.
        • Realistic in view of possible actions by receiver
        • Realistic in terms of what you can reasonably expect to accomplish
      3. Specific outcomes you desire from the communication. Very specifically complete the following: When the presentation is finished, the audience will:
      4. Hidden objectives of the presentation that the presenter is aware of but does not share with the audience. Sometimes the presenter has objectives that the presenter chooses not to share with the audience. It is important that the presenter is aware of them and prepares the speech accordingly. For example, if you were training on a safety procedure. You might have as your obvious purpose to inform the audience about the safety procedure. Your hidden objective might be to persuade the audience to follow the new safety procedure.

Source: Internet

Pre-placement offers from companies like Microsoft, Tata Motors, JPMorgan pour in at non-IIMs

The post-reforms positive economic sentiment has fired up pre-placement offers (PPOs) and pre-placement interviews (PPIs) at the country’s top non-IIM management institutes. Companies such as Goldman Sachs, Microdoft, Tata Motors, JPMorgan and Marico have already come calling at campuses such as the Indian Institute of Foreign trade (IIFT), Narsee Monjee Institute of Management Studies (NMIMS) and Xavier Institute of Management, Bhubaneswar, which look set to surpass last year’s numbers.

Source: The Economic Times

10 Management Don’ts

Common workplace behaviours often develop into standard management practices. Many are destructive. Discover 10 such practices and find out what to do instead.

Despite our book learning, we tend to learn how things are done in the world of work from our experiences at work. Usually, our Master Mentor is the person vacating the job we’ve just landed, or the boss who makes sure we know the “right” way to do things.

By watching and observing what happens when things don’t go as planned, we get a pretty good idea of how things should be handled. We may learn that when we need to get something done, we get tough. When following procedures doesn’t work, we go around people.

Whatever our experiences in the trenches, they will likely shape the practices we employ at work – some good, some maybe not so good. To help us sort through and evaluate our work practices, here are 10 Management Don’ts – things managers should never do – and what to do instead:

  1. Don’t create a policy every time somebody makes a mistake

    Don’t overreact. People make mistakes. Everyone does. Sometimes people make big mistakes, like getting distracted on the internet when a friend sends a link to an online game or sending an icy email to everyone in the company.

    It’s usually a one-time goof-up. Get over it. You don’t have to build another wall around Fort Knox just because somebody accidentally took a paper clip home.

    What to do instead – Have a productive one-on-one conversation about what went wrong, what problems it caused, what the individual should have done (or not) and why. Use questions to make it a learning moment for the employee so that they can discover how to fix it.

  2. Don’t lie

    In other words, don’t distort the truth, withhold information, or make things up, even if it’s for a good reason. Don’t keep employees in the dark. Don’t try to manipulate people to control their behaviours or feelings.

    What to do instead – To avoid keeping employees in the dark and making them feel you don’t trust them, be open and honest with them. When something isn’t working out, say it. When things are going well, let people know. When you have concerns, share them. When you need something next week and you’re worried it won’t get done, tell the person your concerns.

    Keep your staff apprised of everything going on. Beyond privacy and legal bounds, there shouldn’t be much preventing you from sharing. Have the difficult conversations and be straight about what’s on your mind.

  3. Don’t hide behind policies or senior management when making a tough decision

    Don’t tell employees you can’t do something because of a policy or the fact that somebody else made a decision.

    What to do instead – Give reasons. If a policy makes sense, stand by it and explain why. If you believe something is unreasonable or unwarranted, say so. If you feel an employee’s request for an exception is reasonable, go to bat for them. If you don’t think the point is worth the battle, explain why you feel that way. Take a stand and stick by it.

  4. Don’t spy on your employees

    With cameras, with special computer equipment, or by following them around to make sure they’re doing what they’re supposed to be doing and not violating any policies.

    What to do instead – Teach and nurture principles of commitment and trust. Deal with violations, but don’t throw everyone into jail just because there’s a possibility someone might make a bad decision or did so in the past.

  5. Don’t be a pest

    Don’t delegate minor tasks and look over the person’s shoulder to micromanage them. Don’t take away responsibilities as soon as there’s a problem.

    What to do instead – Delegate broader responsibilities, providing information and training on the “how”, “what” and “why”, and trust the person to succeed. Help the person you delegated to experience accountability and learn from the experience.

  6. Don’t threaten staff

    Using threats and intimidation in any form is a sign of a weak leader.

    What to do instead – A good leader knows how to build team and individual commitment for results creating a positive environment that invites people to engage with energy and purpose. You can discuss employee accountabilities and natural consequences, both positive and negative, without making threats.

  7. Don’t demand that your staff do a physically impossible task just because your unreasonable boss pushed it onto you

    Find ways to manage the demand by negotiating with your boss and committing to appropriate outcomes.

    What to do instead – Support your staff doing all they can to exceed the commitment by creating breakthroughs.

  8. Don’t put employees in situations where it’s hard for them to do the right thing

    Don’t ask them to do shoddy work, ignore a defect, fudge a report, mislead others, or do anything unethical.

    What to do instead – Stand by your employees believing they want to do good work and feel good about their employer. Be principled and committed to the greater good.

  9. Don’t make them choose between work and family

    Don’t let inflexible sick leave and other policies put your employees into a position of choosing between their families and their jobs. And if you do, don’t be surprised to find them violating policies.

    What to do instead – Instead, find a way to inject common sense and humanity into decisions about time off.

  10. Don’t let employees burn the candle at both ends

    Don’t beat up the employee who worked through the night to get that project completed on time when they come in a few minutes late.

    What to do instead – If you want strict start and stop times, make that clear and enforce it on both ends. If you want employees to take responsibility and work late to get things done, don’t nitpick at start times. Instead, have a conversation about what’s really important, how start times support it, and what start time commitments and expectations are necessary and relevant.

Source: Internet

People as Resource : Quality

While Quality has its own reward in terms of increased long-term sales, the methods used to achieve this Quality also have other benefits. In seeking to improve the quality of the product, manufacturers have found that the people best placed to make substantial contributions are the workforce: people are the most valuable resource. It is this shift in perspective from the management to the workforce which is the most significant consequence of the search for quality. From it has arisen a new managerial philosophy aimed at the empowerment of the workforce, decision-making by the front line, active worker involvement in the company’s advancement; and from this new perspective, new organizational structures have evolved, exemplified in “Quality Circles”.

Without digressing too much, it is important to examine the benefits of this approach. For such delegation to be safely and effectively undertaken, the management has to train the workforce; not necessarily directly, and not all at once, but often within the Quality Circles themselves using a single “facilitator” or simply peer-coaching. The workforce had to learn how to hold meetings, how to analyse problems, how to take decisions, how to present solutions, how to implement and evaluate change. These traditionally high-level managerial prerogatives are devolved to the whole staff. Not only does this develop talent, it also stimulates interest. Staff begin to look not only for problems but also for solutions. Simple ideas become simply implemented: the secretary finally gets the filing cabinet moved closer to the desk, the sales meetings follow an agenda, the software division creates a new bulletin board for the sports club. The environment is created where people see problems and fix ’em.

Larger problems have more complex solutions. One outcome of the search for Quality in Japan is the system of Just-In-Time flow control. In this system, goods arrive at each stage of the manufacturing process just before they are needed and are not made until they are needed by the next stage. This reduces storage requirements and inventory costs of surplus stock. Another outcome has been the increased flexibility of the production line. Time to change from one product run to the next was identified as a major obstacle in providing the customer with the desired range of products and quantities, and so the whole workforce became engaged in changing existant practices and even in redesigning the machinery.

Source: Internet

Indian employers set to slow hiring pace: survey

Indian employers are set to slow the pace of hiring in the October-December quarter as majority of them plan to keep the workforce at current levels on account of sagging global economy and policy paralysis on the domestic front, says a survey.

According to the Manpower employment outlook survey, they are downshifting from the vigorous hiring pace seen over the past two years, with just 27 per cent employers optimistic about strengthening their staffs, says a survey.

Moreover, Taiwan has toppled India as the most optimistic country in terms of hiring intentions in the next three months over the world.

“In the emerging markets of China, Brazil and India, employers in nearly all industry sectors expect to slow the pace of hiring from this time last year most notably in India,” the report said.

Commenting on the findings, ManpowerGroup India Managing Director Sanjay Pandit said, “The weaker hiring outlook reflects caution amongst employers as Indian companies gauge the impact of the ongoing global slowdown compounded by local governance issues and policy paralysis.”

Interestingly, Indian employers do not intend to shed staff, but they are definitely planning to considerably downshift their hiring until “they see more positive signals in the marketplace”, Pandit said.

Region wise, hiring plans in all four zones of India and all seven industry sectors will weaken by varying degrees for the coming quarter, but outlooks still remain in the positive territory in all industry sectors and all regions.

A brisk hiring pace is expected by employers in the finance, insurance and real estate sector (32 per cent), and job seekers can also expect to benefit from solid hiring plans in the wholesale and retail trade (27 per cent), manufacturing (22 per cent) and the services (21 per cent) sectors.

According to the survey, world-over, employers are adopting cautious approach with employers in 22 labour markets of the 42 countries and territories covered under the survey reported improved or relatively stable hiring intentions compared to the third quarter. However, the pace of hiring is expected to weaken in 26 markets compared to one year ago.

“There is so much uncertainty in the global labour market now and that is undermining employer hiring confidence,” ManpowerGroup Chairman and CEO Jeffrey A Joerres said.

The survey further noted that employees in Greece, Italy, Finland, Ireland, Spain, Slovakia, Netherlands, Czech Republic and Poland report the weakest and only negative hiring intentions worldwide.

“If these uncertainties the debt crisis in Europe, rumblings of a slowdown in China, the US presidential election and healthcare costs coming in that can’t be calculated keep stacking up, we will see the global labour market’s slow, steady hiring mode shift to a pause,” Joerres added.

Source: www.ibnlive.in.com

India Inc witnesses three months of consecutive dip in recruitment numbers: Report

September witnessed a mixed hiring sentiment across India Inc. Some sectors like construction, insurance and auto witnessed stable hiring levels, while sectors like it, BPO and banking have seen a drop in hiring levels in September when compared to August this year. Overall, the job speak index has been dipping consecutively for the last three months.Hiring levels for September are 6% lower than what it was three months ago.

“The job market has considerably slowed down over the last six months and key sectors are adopting a cautious hiring approach. The job market will hopefully start looking up once the GDP growth picks up momentum,” said Hitesh Oberoi, MD and CEO, Info Edge India.

Last month, the hiring activity did not see much action for key sectors like auto, pharma, oil & gas telecom, and hospitality, indicating that recruiters are adopting a wait and watch mode. Although construction sector is one of worst affected sectors and has been consecutively witnessing low hiring numbers for the past one year, the recruitment trends for last month show hiring activity picked up by 11% when compared to August. IT and BPO companies have also seen lower hiring numbers with the index going down by 3% and 4% respectively in Sep-12 over Aug-12.

Mirroring hiring trends of IT and BPO sector, the demand for professionals working in these sectors saw hiring levels dip by 4% in the last three months. Production and accounts sector professionals saw a marginal 2% increase in their hiring numbers, while HR and banking professionals saw no movement in the recruitment front over the last one year.

A city wise analysis shows that all the top cities have seen lower hiring numbers over the last one month, barring Hyderabad and Pune which saw stable hiring levels. Mumbai, Bengaluru and Chennai saw hiring activity dip by 5% in the last three months. Delhi saw a marginal 1% dip in hiring in September when compared to August, while Kolkata saw a 17% dip, after three months of consecutive upward movement in the index.

Source: The Economic Times

Doing things their own way

Most colleges have started their placement season, but many students are opting for off-campus placement instead, as they feel that it works out better for them.

They believe they have good chances of getting a higher pay package. Most of them take the help of their seniors, parents and relatives or approach the companies they have interned in.

Aditya, an engineering student, says that many students from his batch chose to go for off-campus placement. “I did not sit for the placement examinations this year, as I had started looking out for jobs much earlier. I might end up with a higher pay package than any of my peers,” he says.

In many cases, students apply to companies they have previously interned with. “I had interned with an event-management company earlier and decided to opt out of the campus placements and approach them instead. The placement at my college is not great, so that was the best option. I suggest that my juniors approach companies on their own too, instead of waiting for campus recruitment to take place,” says Shrishti, a final-year student.

Many students say that references work wonders as well and professors are very helpful in this regard. “I was not very happy with the pay package that was offered by the companies which came on campus. I felt I deserved much better and took the help of my teachers. Some of my teachers have been in the industry for a long time and were instrumental in getting me a job. I went for my interview with their references and have been placed. The pay package is slightly better than what we were offered by campus recruiters,” says Khyati, a journalism student.

Students also go for off-campus placement because they feel they have more options that way. Pranav, a final-year mechanical engineering student, points out that there are very few mechanical companies that are coming to his college for placements this year.

“Most of them are IT companies and I am very clear about what I want to pursue. I am waiting for more engineering companies — like Tata Steel — to come and recruit. I have also applied to other companies on my own and most of the references have been given by my parents. I am more concerned about getting into the field of my choice than the pay package,” he informs.

He further states that many colleges have tie-ups with IT companies, which is why they hire students in big numbers. However, this does not hold true for all branches — and that is when the students start job hunting on their own.

Source: Deccan Herald