This Blog will give you right information with Correct guidelines about the Latest Education scenario. How one can opt for free courses., What distance education is better for your career and how. How to write HR Blogs, How to connect HR Sr. Profiles etc.
Donald Trump wants to build a wall on the Mexico-US border — a big, beautiful wall, of course. And while this idea may sound inherently ridiculous to a lot of people, Trump is very serious about it. So on Sunday's Last Week Tonight, Oliver decided to take Trump's primary policy proposal seriously.
There are lots of problems, according to Oliver:
Cost: Trump has at varying times estimated that the wall will cost anywhere from $4 billion to $12 billion. But according to the Washington Post, experts put the estimate closer to at least $25 billion. And while Trump insists Mexico will pay for the wall, there is zero evidence for that: Mexican officials have flat-out rejected the idea.
Geography: Where does the wall go? As Oliver points out, this isn't as easy a question to answer as you might think. Large parts of the border are made up of the Rio Grande river. The wall can't be built to obstruct the flow of the river, per a 1970 treaty.
As a consequence, big parts of the border fence approved in 2006 were built inland, sometimes actually blocking off US territory, such as the Fort Brown Memorial Golf Course. As the Guardian put it, the fence has turned into a "costly logistical nightmare."
Effectiveness: It's not clear whether the wall would do much, if anything, to stop the flow of unauthorized immigrants into the US. In a 2006 report, the Pew Research Center estimated that "nearly half of all the unauthorized migrants now living in the United States entered the country legally through a port of entry such as an airport or a border crossing point where they were subject to inspection by immigration officials" — and then they just remained in the country without authorization. A wall wouldn't stop them.
Not to mention all the people who would get around the wall with a ladder, rope, or underground tunnel.
Does this matter to Trump and his supporters? Maybe not. As Oliver noted, many people may want the wall as a symbol — it feels like it keeps the US safe. Trump has said it keeps out Mexican immigrants whom he characterized as "rapists" and "criminals." But acentury of empirical research suggests Trump is wrong: Immigrants are potentially less, not more, likely to commit crime than their native-born counterparts. So it's not clear just how much safer it would make America.
Ultimately, Oliver suggested that buying a $75 electric waffle iron for every American would be a better use of the money than building a wall.
"I know what you're thinking: 'John, this is a stupid idea.' But is it? Is it, really? Yes, obviously, it is," Oliver said. "But is it significantly stupider than Donald Trump's wall? Because this waffle iron plan will cost less, it'll do nearly as much to keep out immigrants and drugs, it won't harm our relationship with our third-largest trading partner, if it is racist it's only toward Belgians, and, unlike Donald Trump's wall, this makes fucking waffles."
With the modern times, the concepts of education have become modern too. And, online education is one of them. It is one of the popular choices made by students of all ages be it professionals or collegians who prefer having everything in one go be it to continue work along with studies or enrolling for multiple courses.After the topic of employment and investments in India, education in India is hot topic to discuss. It is no longer limited to just classrooms. The central government's efforts to make digital learning available to students in every corner of the country is also aiding the sector. The rapid increase in internet connectivity has been an important catalyst for the growth of e-learning. The story is not limited to schools alone. Indian companies are adopting e-learning platforms as continuous employee learning has become a strategic necessity. Keeping this relevance of learning interests of students in distance learning as objective, International Institute of Management and Technical Studies is aiming the new age education portfolio. IIMTS which aims to bring a holistic growth among its students is paying a lot of attention to the new education methodology which lies in `Online Education'.
About their e-learning concept, Prof KK Gupta, director of the institute says, “With ever increasing competition in each segment one can just fail to see the importance of education and a beneficial point.While the knowledge in itself is significant, we cannot rule out the value that a reputed institute adds to our degree with its accreditation and association. Talking about institutes, we always conceive of a brick and mortar structure, but with onset of the upcoming e-learning course in India, soon there will be no physical infrastructure required to create the vision, especially for professionals to learn the professional qualification. In a talk with International Institute of Management and Technical Studies (IIMT Studies) accredited as India's 4th best autonomous e-learning institute is here to consecrate all of this and more making a learner's life easy on a learning phase to get the ongoing career. With its full array of conventional as well as creative courses, IIMT has educated more than 1000 International students out of more than 30 states by offering the best virtual learning experience to groom and mold students' career. It delivers courses that last no longer than 6-12 months also, the project based online exams provides flexibility, web support encourages self study and low fee structure makes it convenient without pinching your pockets with the burden of student loan.“
The institute admissions are enquired on info@iimtgroup.edu.in. The site http:www.iimtstudies.edu.in gives enough academic knowledge about the classes offered by the Institute in Management and Engineering streams.
Effective internal communication is critical to organisational well-being.
You might have the most progressive and sagacious vision for the growth and development of your organisation. But, unless it is effectively communicated to each one of your employees, the chances of it coming to life are meek. Improper and ineffective internal communication is the cause behind several unrealised objectives of organisations. Unfortunately, today while organisations pay lavish and often unbridled attention to the needs of external communication—including marketing and public relations—many fail to give due attention to internal communication.
A tool to align different departments Internal communication within a corporate organisation is important for its cohesive functioning and ensuring transparency across multiple departments. Lack of coordination and internal information deficit can be a major source of internal friction and embarrassment for an organisation. No company can succeed if its various departments don’t work in tandem with uniform objectives and vision. Imagine an organisation’s marketing and manufacturing departments chasing different objectives due to lack of effective information flow! How will the marketing team ever pitch products or services it does not know inside out? Having effective internal communication processes and channels in place is the only way to ensure seamless functioning of different departments towards common shared goals.
A tool to improve HR practices Internal communication doesn’t just serve to bring different departments in unison. It also works to bind employees to their organisation. Consciously and purposefully designed communication is the bedrock of every good human resource management practice. Even the most employee-friendly policies may fail to have a desirable impact unless all employees are educated about them and their benefits. Unless you communicate effectively to your employees that you care for their well-being, and are equally open to receiving their feedback, your human resource management is incomplete. A two-way flow of communication is absolutely crucial to ensure employee well-being. Let’s take a small but relevant example of the need for a two-way information flow in an organisation. If you start a special late-night cab service for women employees, with the intention of providing them safe transport, you need to consult the employees before setting up the service. It is pointless to set cabs for departure at 9.30 pm when the work stretches up to 10 pm!
A tool to celebrate and motivate employees In a large, multi-location organisation, how do employees get to know about individual and team achievements in different pockets? This is another area where internal communication comes into play. Internal communication channels should be leveraged to appreciate and recognise achievers. This creates a culture of appreciation and celebration within the organisation. Important organisational milestones and leadership messaging should also be driven through such channels.
A tool to invite ideas and solve problems With technology improving communication radically, it is today possible to engage a large number of employees in solving issues and generating ideas that can help an organisation thrive. Establishing an internal communication platform, such as the intranet can be a great way to encourage employees, to collaborate for idea generation and problem solving.
Internal communication plays a vital role in helping employees understand the values and priorities of the organisation. It equips them with the knowledge they need to do their jobs and stay connected within the organisation.
(The author is VP-HR, Sun Life Financial Asia Service Centre, India.)
Despite the challenges they pose, it is not too difficult to deal with venomous superiors.
In a long career, there are only a few bosses one really comes to love. At the same time, there are not many one actually hates. Even if one didn’t enjoy working under some of them, over time, the dislike wanes and one is able to understand where they were coming from and accept them as human beings with their own set of failings and limitations. Only a few leave a deep scar that doesn’t go away easily. These are bosses difficult to forget or forgive even after many years.
Contrary to popular perception, a toxic boss needn’t always be loud and rude. In fact, Type A personalities are often not toxic at all. Their volatility and temper tantrums are usually enough to burn up the pent up aflatoxins in the system. Similarly, hard taskmasters and workaholic bosses — though painful and taxing to work for —aren’t necessarily venomous. In fact, Toxic Bosses (let’s call them TBs) needn’t fit into any traditional boss stereotypes at all. They come in various avatars.
There is one common and essential characteristic of TBs — they unfailingly damage (and in extreme cases destroy) the self-esteem of their subordinates and teams in multiple ways. The most common way is to make people below feel insecure and inadequate, by being unjustly critical of their work and unappreciative of their contributions. In extreme situations, this could even take the form of personal humiliation. Appropriating or denying credit for work done by juniors is second nature to TBs.
In all cases – their behaviour is underscored by a lack of respect for people, which goes against the grain of professionalism and basic human values. By nature, TBs are distrustful of others (except the odd sycophant —even their utility is time bound and comes with ‘best before’ dates, unless there are secrets to keep) and don’t let others get comfortable around them. TBs are adept at the ‘Lick and Kick’ game —‘lick’ the bosses and ‘kick’ the subordinates.
Sandip Ghose
TBs are supremely selfish by default and have no qualms of treating people as tea bags (‘use and throw’). That also makes them manipulative. But, the problem is not as much in ‘using’ as it is in making them feel ‘used’. A smart leader also uses people but makes them feel rewarded. It’s famously said of an iconic CEO of one of the oldest MNCs in India — “People came out grinning from his room as if they had been given a raise or bonus, when actually he just doubled their target”.
By definition, TBs are not transparent in their dealings. However, sometimes they can make it work to their advantage by coming across as extremely suave— especially to external stakeholders— carefully cloaking their vicious elements under a veneer of sophistication. These are the more dangerous of the species, who often also have integrity problems, both intellectual and financial.
Behavioural experts reason that TBs are products of a deeply insecure psyche. Some say it is their troubled childhood which makes them the way they are. There will always be the ‘nature vs nurture’ debate, and without doubt upbringing and formative experiences have a significant impact in shaping personality and leadership styles. However, at a more basic level, they are afflicted by supreme ambition not backed by commensurate competencies. TBs are acutely aware of the fact that their success and achievements are not by merit but by accident or manipulation. This makes them deeply anxious, as they know fortune does not always favour the creep. They fall back on machinations at the cost of their minions and organisational health.
So how does one deal with toxic bosses? Many wise men will advise – it is ‘Karma’ - so ‘what can’t be cured must be endured’. While that might be true to an extent, a fatalistic ‘surrender’ is not the answer and may actually compound the misery. Sneaking on the bosses – even TBs – never works in a corporate culture. Bitching is even worse as word inevitably gets around. One can safely assume that if a person has reached a certain level in an organization, his own bosses can’t be blind to his style of functioning. If they are still allowing him to continue (despite feedback or 360 degree appraisals) somewhere the assets in his ‘professional’ balanced scorecard still weighs over the negatives. With organisations themselves becoming more and more myopic in their outlook (notwithstanding what management literature might advocate) – when the next quarter determines the CEO’s fortunes, there is a premium on short-term delivery. Unfortunate but true – not many of today’s star CEOs care more about their own shooting careers than sinking the organisational morale. Nothing succeeds like success, they say in the corporate world. Therefore, usually – it is equally pointless – to take up a ‘boss–subordinate’ relationship with HR, unless there is a genuine case of ‘harassment’ – sexual or mental.
The first principle is to ‘push-back’ —but in a polished, professional and dignified manner (sometime putting responses on mails helps, as it does keep a trail). Bullies usually tend to back off if challenged — just as they see submission as a sign of vulnerability and weakness. The important message to be conveyed — preferably right at the start (the ancient adage of killing the cat on the first night) — is that you are the master of your own destiny and not willing to hand over its reins to anyone else – no matter how powerful he or she may be. Thereafter, it’s best to negotiate the terms of engagement and stick to them steadfastly, bringing the dealings back on track whenever they tend to stray off course. Remember to always, without fail, claim and record credit for good work. Another good strategy is to gain visibility outside one’s own department with other functions and members of the senior leadership team. This can sometimes provide an insurance cover against unilateral actions of a devious boss.
But, the real trick is not to allow the boss to get under the skin and start affecting emotional you wellbeing. For this, personal techniques —be it counting 10 before responding or meditation — are handy tools. But, if the going gets tough, seeking coaching or counselling is an option worth considering. Techniques like CBT (Cognitive Behaviour Therapy) can do wonders.
Finally – much as old timers will say –‘You can’t hose your father or your boss’. One always has the option of leaving them. But, do it at a time of one’s own choosing – not forced by the boss or cracking down under pressure. Nothing riles a TB more than someone pulling the plug off him without notice with a short and sweet resignation letter.
That of course, is the last resort. But, there’s no job worth sacrificing one’s health —mental or physical — no matter what the financial compulsions may be. I have done it myself a couple of times in the last 30 years and never had to regret it. The sense of ‘liberation’ one feels after exercising the ‘choice’ of freedom – has to be experienced to be believed!
(The author is a chartered accountant turned marketing professional who has worked across a spectrum of industries - FMCG, media and building materials.)
The industry currently employs about 5.5-5.7 lakh people and has contributed significantly in creating a rich talent pool of researchers, scientists, doctors and project managers.
India Skills Report 2016, a joint initiative of PeopleStrong (India’s leading platform based multi-process HR Outsourcing and Recruitment Process Outsourcing & HR Technology Company), Wheebox (Global Talent Assessment Company), in collaboration with Confederation of Indian Industry, LinkedIn (World’s largest professional network) & Association of Indian University (AIU) forecasts an overall increase of 14.5% in the hiring intent from the current year to the next year. The pharma & healthcare sector has seen maximum hiring with an increase of over 20% in the hiring numbers as compared to last year which was 7.2%. The sector will create 134000 number of jobs in this year.Thus, hiring in India’s pharmaceutical industry is picking up and set to firm up in the next quarter.
The industry currently employs about 5.5-5.7 lakh people and has contributed significantly in creating a rich talent pool of researchers, scientists, doctors and project managers. This increase can be attributed to the initiatives by govt of India as well investment in the pharma, life science and healthcare sectors is showing a positive sign. Moreover, Indian pharma industry is likely to be in the top 10 global markets in value terms by 2020.
The maximum hiring in Pharma & healthcare will be seen in Karnataka, Kerala &Tamilnadu with employers preferring to hire B.Pharma & M.Pharma respectively. The employers prefer to hire freshers (33.6%) &5 years work experience candidates (32%) having skilled domain expertise in the age group of 22-25 years. The need of skilled manpower in the pharmaceutical industry ranges widely from R&D, Quality Assurance (QA), Intellectual Property (IP), manufacturing to even sales and marketing. What the pharma industry needs is to have better policies to retain and nurture the existing talent and equip them with necessary skills. However, this sector is emerging as a popular choice amongst Gen Y, since the nature of work, primarily treating patients and research for new drug discoveries plays an integral role in meeting their key career aspirations.
The sector still prefers to look for candidates through job portals (25%) & HR consultants 18.75%). In comparison to last year sourcing of candidates has slightly decreased through Job portals 22% and Consultants 15%.
When on equal footing with leaders from other functions, where do HR leaders stumble?
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HR is often pitted against other functions of the organisation, especially on its strategic role in the overall growth of the company. Its responsibilities include growing the strength of an organisation’s talent, while gauging any risks to the health of its workforce.
DDI, a global talent management consultancy, has drawn a parallel between the several functions of an organisation, such as engineering, sales, operations, marketing, IT and finance. It has used two assessment reference points: an in-depth behavioural simulation of leadership skills and a detailed personality test.
The study reveals that the main competence of HR leaders seems to be building organisational talent. The other strengths of the HR function lie in coaching and developing others, compelling communication, cultivating networks, influencing others and leading teams.
However, when it comes to being customer focussed, that is, attentiveness to internal and external customers and end users, it lags far behind the other functions, such as engineering, sales, marketing and IT. On this parameter, HR is at par with the operations and finance functions.
However, when it comes to being business savvy and having financial acumen, it is far behind the finance function.
In terms of global acumen, HR lags behind sales, marketing and operations.
In fact, when pitted against marketing—a department which has an external role to play like HR— the latter still has to match up on parameters, such as compelling communication, customer focus, financial acumen, global expertise and also an entrepreneurial bent of mind.
In terms of personality traits of the HR function, it has interpersonal sensitivity, and to some extent, sociability but lacks ambition and inquisitiveness.
Sales, operations and marketing are considered to be more ambitious, while engineering, sales and IT are believed to be more inquisitive. This implies that HR is not only less likely to exhibit a passion for growth, but may not even question why this is holding it back. When it comes to being sociable, HR is behind the sales and marketing functions, but ahead of engineering.
Looking across the full skill profile, the single function most distinct from HR is engineering, followed by marketing and finance. HR’s profile is most similar to operations, followed by sales and IT. Perhaps the most important consequence of HR’s profile is its under-representation in leader–candidate pools. HR leaders are increasingly rare among those who are considered for higher level roles. And, HR leaders who are considered have a distinct profile from those who are not.
Organisations need to recognise which of these assumptions about HR are accurate and which are overblown. On the basis of this, organisations need to build partnerships that connect HR with functions possessing complementary strengths. HR can both learn from and advise these groups on key skills.
A chemical engineer and IIM Ahmedabad alumnus, Sharma was earlier director-HR at Monsanto.
Alind Sharma has joined Pfizer as senior director, human resources. He moves in from Monsanto, where he was director-HR for more than three years. His updated LinkedIn profile confirms this development.
Sharma has primarily been a pharma person who started his career with Ranbaxy Labs. He spent more than six years with the company before moving to Glenmark Pharmaceuticals. He rose from the ranks and became senior vice-president, HR in the eight years that he spent there. He also worked for a year at Tata International as head-HR.
A chemical engineer and IIM Ahmedabad alumnus, Sharma’s experience spans close to two decades.
Human resource is an integral part of a pharmaceutical company, where brand building and selling happens primarily through people.
This year has seen two of the largest pharmaceutical companies getting a bigwig as the HR head.
First, it was Yashwant Mahadik who joined Sun Pharma from Philips, as executive vice president and global CHRO. At Philips, Mahadik was global head of HR business transformation, IT & operations.
Then, Prabir Jha, group CHRO, Reliance Industries joined Cipla as global CHRO.
This is yet another senior-level movement in the HR function of the pharma sector.
