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There are many things involved in successfully running a business today, with controlling as many variables as possible being an important part of that. Targeted business technologies have produced innovative solutions to chicago #38 blue jersey business tasks, as can be seen in applicant tracking systems and job recruiting software programs. These types of business oriented solutions are designed exactly for the purpose of handling details and helping in the controlling of the sort of variables that can affect the overall health and well being of a business. These are challenging times for a business person, with potentials for success influenced by a precarious economy, making the control of variables, when possible, hugely important.

In the sort of economy business people find themselves operating within today, change is a constant. Demand, production, staffing ? all of these seem to need continuous adjusting to keep operations moving on the chicago #38 blue jersey right side of the success line. Job applicant tracking can be a valuable tool in this process, helping a business person to gain control over the variables associated with meeting varying personnel needs and staying in harmony with the ever changing body of regulations and laws that govern the work place on the local, state, and federal levels. The best applicant tracking systems can chicago #38 blue jersey help control the cost variables associated with human resource management related tasks.

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Challenges in International Recruitment

* Dr.Shanmukha Rao Padala & ** Dr.N.V.S.Suryanarayana

Introduction:

Attracting staff from overseas remains a challenge for Human Resource professionals due to a low rate of labour market mobility. That's according to a new report compiled by the Intelligence Group, in association with StepStone, which reveals that willingness to travel abroad for work varies widely across Europe. While eight out of 10 employees in the UK are willing to work overseas, the Dutch (49%) and Danes (46%) are least likely to consider a job in another nation.

Of over 2,000 companies surveyed, 42% are currently recruiting internationally, primarily to address specific skills deficits. Shortages are worse in the engineering, IT and telecommunications sectors. But despite the opportunities which exist, the annual mobility of nationals in the European Union (EU) is less than 0.4%.

For those willing to work overseas, the primary motivation is to broaden experience (64%), followed by career development (50%) and the opportunity to obtain a more lucrative salary/benefits package (47%). The research revealed that workers are least likely to move abroad to follow a partner or for employer brand reasons alone.
When the decision to work in another country has been taken, a majority of job hunters (66%) start their search by visiting online job boards, whereas less than a quarter (23%) contact recruitment agencies. Only one-fifth of job seekers consult international newspapers.

Deciding how best to publicise a vacancy is just one element of how to devise a successful international recruitment strategy according to Matthew Parker, Group Managing Director of StepStone's Solutions business. "It is important to remember that most workers don't automatically think about looking chicago #38 jersey for a job abroad. It is only when they see an enticing vacancy that they might seriously consider relocating," Parker says. "It is therefore vital to not just post a job somewhere and wait until candidates reply, but rather to tailor each vacancy according to the factors that motivate the potential applicants that you are targeting. This research reveals that those motivations vary from country to country so any international chicago #38 jersey recruitment strategy must be informed by these cultural differences," he says.

Specialising in monitoring labour market trends, Geert-Jan Waasdorp, Director of Intelligence Group, believes that more companies than ever before will have to develop international recruitment campaigns to ensure competitiveness. "The transition to a knowledge-driven economy in Europe has increased the demand for highly skilled workers. To remain competitive, recruiting and retaining the right staff is crucial. Companies must be prepared to wage a war for talent on a global battleground," Waasdorp says.

One organisation that has already developed an international recruitment strategy is Marriott International. "We have a wide variety of roles to fill each year, and without an all-encompassing international recruitment strategy, we would not be able to fill all our positions with the mix of skills we require," Chris Dunn, Regional Director of Talent Management at Marriott International, says. "Our international recruitment strategy is underpinned by e-recruitment software and services, which we find invaluable, both for publicising positions and for processing the thousands of applications that we receive on a monthly basis from all over the world. Use of these services and software has also ensured that our recruitment campaigns can be far ranging in terms of geographic scope but yet remain cost-effective," Dunn says. Other findings from the report include:

・ Cultural and language differences are the biggest barriers for international recruitment strategies (43%), followed by legislative problems (31%) and the difficulty in checking candidate qualifications and references (26%).

・ Companies in mainland Europe prefer to recruit from neighbouring countries, whereas firms in the UK have no particular preference regarding the country of origin of their foreign employees.

・ Almost 40% of Britons would be amenable to working in another country for more than five years. However those from Nordic countries (Norway, Sweden and Denmark) prefer to return home within two years.

This 100-page report, which is entitled ‘The International Recruitment Manual' was compiled by the Intelligence Group and features the results of surveys of 2,171 European companies and over 20,900 workers In addition, it provides HR professionals with practical advice on how to recruit staff from overseas.

Human Resources Priorities

International and domestic organizations identified similar HR priorities for the next two years. ?The top priority, identified by 52 percent of international companies, was leadership development. Domestic organizations also ranked leadership development as a top priority (35 percent).

Recruiting high-quality employees ranked second as a priority for both international (40 percent) and domestic companies (46 percent). Employee retention was also a top concern for both international (33 percent) and domestic companies (46 percent). In fact, retention was the top priority for domestic organizations.

Challenges to Consistency:

International companies face many challenges when trying to make HR practices consistent across all locations/offices. The top three challenges include:

Variations in social, political, and economic circumstances.
Different locations/offices have their own way of doing things and are resistant to change.

The perceived value of the HR function varies across locations/offices.

General Challenges for Global Human Resources Function

Functions such as operations, sales, and marketing have generally made great progress in adapting to the global reality. However, the HR function has typically lagged behind in developing policies and structures that support globalization. The top challenges HR faces in the globalization process include:

Coordination of activities in many different locations.
Understanding the continual change of the globally competitive environment.
Building a global awareness in all HR departments/divisions.
Creating a multicultural HR team.

Causes for expatriate failure:

??????????? One of the problems contrasting IHR professional is to manage expat failure rate. Expat failure means that the assignee returns to the home country or resign from the job before the international assignment is completed.

??????????? Globally the expat failure rate varies between 25% and 40%, and varies from country to country, many of the US based MNCs, for instance, have 10% to 40% failure rate, less than 5% failure rate in Japanese and European orgnisations.

??????????? Reasons for expat failures are many but the major causes seem to be personal inability of the assignee himself or herself to adjust and other family problems. Universally, the critical cause for expat failures is the ‘shock issue'- impact of culture. Culture has its impact on several behavioural nuisances of the expat, both off-the-job and on-the-job. While issues are punctuality, greetings, dress, gift giving, negotiating and conducting meetings belong to the first, the second includes socializing, celebrating festivals and events and the like. Failure to understand and adjust to these by chicago #38 jersey the assignee and by his or her spouse is one of the most impacting factors contributing to a premature return of the assignee.

??????????? An expats adjustment to the local culture typically comprises three stages. The ‘U'-shaped curve start with a high, suggesting that the expat enjoys a great deal of excitement, as he or she discovers the new culture. This stage is called the tourist stage. Business travelers, as compared with expatriates, often have the luxury of remaining at this stage. The initial stage is followed by a period of disillusionment (second stage) in which the expat faces depression as the difficulties with a new culture become clear. These difficulties include inability to converse in the local language, problems in obtaining certain products and food supplies of personal preference, home sickness and the like. At this stage, the curve hits a low and is characterized by what is called culture shock.

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COVER PAGE

1.??? Name???????????? :??? Sachin Kumar .N.Naravani

2.??? Occupation?? :?? Sr.Lecturer-M.B.A

3.??? Place????????????? :?? Koppal, Karnataka state and India

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4.??? Email????????????? :?? sachin_naravani@yahoo.co.in??????????????????

The Role of HR Consultants in Employment with Reference IT Industry in India

ABSTRACT

Consultancy in India

Services play a crucial role in our economy. Among services consultancy profession assumes significance as a catalyst of change in the ever-expanding industrial scenario. Consultants help in optimizing use of resources to enhance efficiency and overall returns from a project. Over 1, 00,000 specialists are employed, including nearly 10,000 management consultants. The wide spectrum of disciplines and services provided by Indian consultants range from project identification to commissioning involving, supervision and training of personnel, market surveys, rehabilitation of sick units as well as operation and maintenance. Largest concentration of consultancy organizations is in the four metropolitan cities Delhi (25.7%) has the highest number of consultancy organization among four metropolitan cities followed by Mumbai (25.5%) Chennai (12.1%) and Kolkata (9.1%). Indian consultancy capabilities are strong in several areas such as civil engineering and cubs #38 blue jersey construction, telecommunication, power, metallurgy, chemical, petrochemicals and computer software. The service provided includes feasibility and market studies erection and commissioning of plant and machinery, system engineering etc.

Following specialties attribute to the strength of Indian Consultancy profession.

Well-dispersed and wide-ranging areas of specialization to service diverse range of clientele needs.

Advanced technical talents/ skills at reasonable cost.

Familiarity with local conditions. Introduction ? Employment and Unemployment Scenario in India

The result of the 61st round of survey by NSSO ? National Sample Survey Organisation conducted in 2004-05 provides the latest information on the employment and unemployment scenario in India. National Sample Survey Organisation (NSSO) surveys and generates data and information once in five years.

Labor force scenario in India

The Indian labor market can be categorized into three sectors:

? Rural workers, who constitute about 60% of the workforce

? Organized of the formal sector, that constitutes about 8% of the workforce

? Urban unorganized or informal structure which represents the 32% of the workforce.

During the year 1999-2000, the labour force was estimated to be 407 million. In 2004-05 the labor market consisted of 469.06 million workers and has grown up to 509.3 million in the year 2006. The labour force growth rate accelerated from 1.03 per cent to 2.93 per cent (more than the population growth rate).

In million

CAGR

1993-94

1999-00

2004-05

1993-94 to 1999-00

1999-00 to 2004-05

Labour Force*

381.94

406.05

469.05

1.03

2.93

Employment and unemployment rates

The annual rate of employment growth has increased from 0.98 per cent for the period 1993-94 to 1999-00 to 2.89 per cent in the period 1999-00 to 2004-05. The main reason of the increasing unemployment rate is the growth rate of the labour force which is more than the growth rate of employment.

1983

1988

1994

1999-00

2004-05

Employed

302.75

324.29

374.45

397

457.82

Unemployed

5.89

9.2

7.49

9.05

11.24

Unemployment rate(as % of labour force)

1.91

2.76

1.96

2.23

2.39

The employment scenario in India is dominated by the unorganized sector. As per the data for the year 2004-05, only about 9 percent of the total workforce is in the organized sector (all public sector establishments and all non-agricultural establishments in private sector with 10 or more workers); the remaining 91 percent are in the unorganized sector, self-employed, or employed as casual wage laborers. The organized sector is not growing in terms of the employment opportunities.

Employment in Indian industry sectors

The employment growth rate for the period 2004-05 has been recorded at 2.89 per cent i.e. a growth of 1.91 from the previous 0.98 per cent for the period1999-00. The employment scenario in different

Indian Industry sectors is as follows

Employment Projections

Sector

Employment in 2004-2005 (Millions)

Projected Elasticity

GDP Growth Rate (%)

Employment cubs #38 blue jersey Growth Rate??????????? (%)

Projected Employment 2009

Agriculture Forestry & Fishing

267.57

0.7

3.73

2.61

296.62

Mining & Quarrying

2.74

0.82

4.73

3.88

3.19

Manufacturing

53.51

0.34

10.9

3.71

61.9

Electricity Gas water supply

1.37

0.33

6.9

2.28

1.5

Trade, Hotels & Restaurant, Transport, Storage & Communication

64.49

0.45

11.97

5.39

79.56

Financing, Insurance, Real estate & Business services

6.86

0.94

10.33

9.71

9.94

Community, Social & Personal services

35.67

0.28

7.6

2.13

38.81

Total

457.82

0.36

9.13

3.29

529.87

The share of the agriculture and allied activities has fallen from 59.8 per cent in 1999-00 to 58.4 per cent in 2004-05. But, the sector has also absorbed almost half of the increment in the workforce. Also, the employment elasticity of the agriculture and the allied sector stands high at 1.52.

?The share of the manufacturing sector in employment has seen a marginal decline from 12.1 per cent to 11.7 per cent, absorbing 5.5 million share of the incremental workforce.

?The services also increased its share in the employment from 22.7 per cent to 23.4 per cent, absorbing 16.8 million from the workforce during 1999-00 to 2004-05.

The share of the self?employed workers in the Indian workforce has increased tremendously to 260 million.

Elasticity of employment

The Indian economy witnessed a decrease in the employment elasticity from 0.41 to 0.15 from 1993-94 to 1999-00. But the latest survey has seen this trend being reversed. For the period 2004-05, the aggregate employment elasticity has tripled from a low of 0.15 to 0.48.

With the trends being witnessed, it has been projected that if the economy and the labour force maintain the constant growth rate of 9 and 2.93 per cent respectively, the workforce and the labour force will converge within a short period.

?The IT Industry in India the Attraction for HR Consultants

The Information Technology (IT) sector in India holds the distinction of advancing the country into the new-age economy. The growth momentum attained by the overall economy since the late 1990s to a great extent can be owed to the IT sector, well supported by a liberalized policy regime with reduction in telecommunication cost and import duties on hardware and software. Perceptible is the transformation since liberalisation ? India today is the world leader in information technology and business outsourcing. Correspondingly, the industry's contribution to India's GDP has grown significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been estimated to cross 5% in FY07. The sector has been growing at an annual rate of 28% per annum since FY01.

Indian IT companies have globally established their superiority in terms of cost advantage, availability of skilled manpower and the quality of services. They have been enhancing their global service delivery capabilities through a combination of organic and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, and Lenovo have already established their captive centers in India. These companies recognise the advantage India offers and the fact that it is among the fastest growing IT markets in the Asia-Pacific region.

Summarizing some key cubs #38 blue jersey highlights of the sector in FY06:

Software and services exports were estimated to have grown by 32% in dollar terms to exceed US$ 23 bn. ITeS-BPO exports were estimated to touch US$ 6.3 bn, a growth of 37% IT-ITeS export revenues from engineering and R&D services, offshore product development and made-in-India software products touched an estimated US$ 3.9 bn from US$3.1 bn in FY05 Sales of Personal computers crossed 4.7 mn units; a growth of 20% compared to 3.6 mn units sold in FY05 As of Dec 06, around 440 Indian companies had acquired quality certification with 90 companies certified at SEI CMM Level 5, higher than any other country in the world The total number of IT and ITeS-BPO professionals employed in India was estimated to have grown to 1,293,000 from 1,058,000 in FY05

Industry Structure

The size of the Indian IT industry, according to NASSCOM, has been estimated to be around US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets: domestic market and exports market. The exports market constitutes the largest segment accounting for 75% of the total revenue generated by the Indian software industry.

The domestic IT market is broadly divided into the following four segments: IT Services, software segment which includes engineering and Research & Development (R&D) services, IT-enabled Services and Business Process Outsourcing (ITeS-BPO), and Hardware. While IT Services accounted for 34% of the total revenue generated by the domestic market in FY06, the Engineering Services,

R&D and Software Products segments together accounted for 10% of the revenue. The ITeS-BPO segment, on the other hand, contributed 7%. Hardware is the dominant segment with a share of about 49%. The domestic IT market grew at a CAGR of 21.9% during FY02-06 to touch US$ 13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a growth of 24% y-o-y.

The exports market is dominated by the IT services market holding a share of 56.4% in the software and services exports in FY06, followed by the ITeS-BPO segment with 26.7% share and the software products and engineering services segment with 16.9% share.

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In traditional payroll outsourcing, a payroll manager was appointed to handle payroll processing. However, when the manager was not available for calculations, another payroll manager was assigned to complete the work. Under such situation, it was not clear whether the assigned manager possess the same qualities and skills or not to accomplish the tasks effectively.

Therefore, priority has been given to online payroll system where the entire information is stored on the third party server that can be accessed from anywhere, anytime. There are payroll experts who ensure functionality of the payroll system with complete back-up system to protect the data from unforeseen circumstances.

Hence, it has become important to consider few things to get a perfect payroll outsourcing solution. Out of all, the top seven things that must be considered are:

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It is preferable to take their online guided tour so as to see the instructions to be followed to get your task accomplished on-time. If you are finding difficulty in understand the guiding tour properly, you would certainly have problem in running payroll every month.

The online payroll system is certainly an alternate to traditional payroll systems that guarantees accuracy, timeliness and consistency in processing and transferring the salary to the back accounts. As you may prefer few different options, you can request for a free price quote to compare their features and plan with other service providers in your area.

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The analysis of claims brought to chicago cubs #38 blue jersey Equal Employment Opportunity Commissions around the country for 2007 are in.? Pregnancy discrimination claims reached an unprecedented high with nearly 5,600 charges being brought.? Racial discrimination claims reached a new high of 30,510, which surpassed last year's claims by 12% and is a high that hasn't been seen since 1994.? And retaliation, sex, disability and age discrimination claims were also at new highs.?

Legal commentators often speculate that during times of economic uncertainty, the lack of job alternatives can result in the prosecution of workplace claims that might otherwise go unreported.? What this means to some business owners is that if you are engaging in unfair and unlawful hiring and employment practices, you must stop because your bad actions could cost you your business.? And what this means to a larger number of American employers is that during uncertain economic times, employees will likely object to perceptions of being treated unfairly or wrongly with legal vigor.

What to do?? Safe-proofing your work environment from merit-less employment law claims is as easy as 1-2-3.? Compliance, consistency, and good communication are key to assuring employee satisfaction that they are being treated fairly and lawfully.

Compliance can be accomplished through updating and adhering workplace practices so that they comply with handbook and other written policies which meet current labor and employment law requirements.? Compliance is also achieved by assuring that day-to-day employment practices serve as proof that all applicants and employees are treated fairly and equally chicago cubs #38 blue jersey and all have the same opportunities for advancement and for enjoying chicago cubs #38 blue jersey the benefits of loyalty and satisfactory job performance.

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The leading applicant tracking technologies can boost the efficiency of your business's human resource management personnel, resulting in significant cost of doing business savings. ATS applicant tracking is becoming much more widespread in its use, moving out of the realm of the big corporations and making its way into the mainstream of how human resource management related tasks are performed. That's because these types of targeted business chicago cubs #38 jersey applications are fast, efficient, and can take the place of even having a dedicated human resource management department. As the technology has advanced, it has become more chicago cubs #38 jersey cost chicago cubs #38 jersey efficient and much more user friendly than it has been in the past.

That fundamental practicality is what has brought application tracking systems into such common use today. The top applicant tracking systems have been engineered specifically with enhancing the user experience in mind. That enhancement ? in practical terms ? translates into simplification, stemming from?recognition?that not every business has a dedicated human resource department with a computer tech on board. Another element is the realization that not every business that could benefit from job applicant tracking even has a human resource department, and it may be just the business owner that handles such tasks. And, that business owner may not be particularly tech savvy or even all that comfortable with more than basic computer operation.

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Order is vital in ensuring smooth flow of business operations. Some of the businesses that fail are known to have ignored the aspect of bringing about disciplining their employees. Others carry out discipline but end up being unfair to their staff. If the handling of punishment is not managed well, it can easily disrupt the running of the company because employees may feel that they cubs blue jersey are being treated unjustly.

Supervisors must be trained to take prompt action on law breaking employees. All violations and misconducts, whether big or small, should be dealt with immediately. For example, a supervisor should not wait until lunch break before rebuking a worker for arriving late. This is because when penalty is imposed immediately following the violation of a rule, the person tends to identify the punishment with the cubs blue jersey act he committed.

When it comes to disciple fairness must be observed. Swiftness of disciplinary action at the cost of fairness is not right. Some of the characteristics of fairness include due punishment to all violations whether big or small and equal punishment to all deserving employees. Discipline must be uniformly enforced at all times irrespective of the person who committed the offense.

Before taking disciplinary action, the management or supervisors should fully inquire on the alleged violation. This will help in ensuring fairness and making sure punishment is not directed at innocent cubs blue jersey employees. Therefore, every accused employee should always be given a chance to explain their actions.

All said and done both supervisors and employees should be made to understand the importance of following the laid down rules and regulations of the company. They must also realize the consequences of breaking the rules.

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