People101 HR Solutions

People101 HR Solutions People 101 HR Solutions' vision is to provide world class value added management & manpower services to organizations and individuals alike.

We work with our clients as partners and as a team. Our advice and solutions are shaped by each client's unique needs and business context, and are designed to ensure that clients get the best return on their HR spending. We balance employer and employee advocacy in providing objective, expert guidance. We are committed to enabling our clients to be as successful as possible in developing their human resource to its maximum potential.

09/12/2017

Hi All,
We are looking for a Chief Editor for one of our clients. He/She should be a post graduate in English/ M.Phil/ PhD.
Minimum work experience is 2 years in online proofreading and
copy editing services.
Salary will be at Par with Industry standards.

Please PM for further details.

25/04/2014

Looking for Website Content Writer for Pune Location. Under Grads/ Grads/ Freshers can apply.

31/10/2012

Im looking for a GDC Supervisor. Should have - *Knowledge of Aluminum melting
*Different type of casting process(low pressure die casting/high pressure die casting/Gravity die casting) & preferable experience in GDC
*Knowledge of non – ferrous foundry
*Special skill in gravity die casting, problem solving, detect rejection.
Send me resumes...
Thanks

18/10/2012

Disaster Management & Mitigation, Environmental Sustainability, Climate Change, Humanitarian Aid & Relief

13/09/2012

Experience for all positions - 3 years.

13/09/2012

Looking for Civil Engineers with Total Station Exp, Interior Designers - Female, Office Assistants - Female.
Please respond to - [email protected]

16/08/2012

People 101 HR Solutions' vision is to provide world class value added management & manpower services to organizations and individuals alike.

10/08/2012

5 ways to sell yourself effectively

Marketing yourself to others is not quite as easy as it might first sound. You’re good at what you do so others will surely be able to pick up on this, right? Wrong.

Perhaps once it was that simple to get recognition for your achievements, but times have changed. There are now more young people out of work than ever before, and it’s certainly not because they aren’t skilled. In fact, they’re more educated than generations that came before them and yet, the number of graduates who are able to translate this academic route into a job role is dwindling.
With more highly qualified people available for work, the jobs market becomes incredibly competitive. And this doesn’t just apply to students, although it is inevitable that they will be hungry to get on the jobs ladder just as much as the next person seeking employment.

If anything, younger workers may be the preferred option. As ‘juniors’ they can be cheaper, and they are also willing to be moulded, unlike older generations where traditions and old habits may be difficult to shift.

Looking at the employment plain overall, it’s clear to see why knowing how to sell yourself effectively is vital. It doesn’t matter whether you are going for a new job role, hoping for a promotion or if you want to become an expert in a niche area.

If for no other reason, knowing how to market yourself properly is about protection as much as it is about progression. Think about the amount of redundancies that have occurred since the beginning of the recession. If you were in the running for the chop, would you be able to defend your worth?

The following action points should help you to stand out from the crowd, no matter what you are trying to achieve.

1. Always be yourself
It’s been reported that a large number of people lie on their CV. Only recently, it emerged that Scott Thompson, the chief executive of Yahoo! “embellished his academic credentials” claiming that he had obtained a computer science degree. It later turned out this wasn’t the case and despite his company stating that he is a great employee with a great track record of success, the point was, he achieved the position unfairly, and on the basis of false information.

Although there was a positive in there (his company was happy to label him as a great employee) his reputation is now tainted. Reinventing yourself and lying are two very different things. How can you expect others to like you if you didn’t like yourself enough to show people who you are? It’s counterproductive and you’re creating more work for yourself playing pretend.

2. Don’t be cocky. In fact, do.
The key here is to have the goods to back your claims. No-one wants to work with a know-it-all if teamwork is essential in that environment. That said, sometimes ballsy personalities make for great sales persons and can push the boundaries of a team’s structure. Judging when it’s appropriate is key.

Also, you’re well within your right to let potential employers/industries/colleagues – whoever it may be that you’re trying to impress! – know how good you are at certain tasks. In fact, you’d be wasting your time if you weren’t bothering to highlight your strong points.

If you’re claiming to be an expert in area, prove it. Actions speak louder than words. Start a blog commenting on your industry. Visit trade shows and keep abreast of new developments. Just saying you are good at sales or teamwork or management isn’t enough.

3. Know the market
This is an easy one. Do your research! There is such a wealth of information out there, that there really is no excuse to not be fully brushed up on the area you want to stand out in.

Putting in the time means you should be able to have a two-way conversation with a potential employer as opposed to an interview question-and-answer session.

If you are looking for a new job, or for a promotion, be realistic. Look for the average wages in this area. Asking for higher than this amount will look both cheeky and like you haven’t bothered to investigate the details.

4. Network online.
A lot of business is still a lot about who you know and not necessarily about what you know. A virtual ‘meeting’ could put you in the path of the person that could transform your career.

We say ‘virtual’ because, let’s face it, with such stiff employment competition, there simply isn’t the time for managers to meet everyone that needs help. Providing something useful for them could show off your strengths, put you in their good books and make you first on their list if a position opens up.

Another benefit to an online presence is your accessibility. Google your own name, and what do you see? If there is anything there that you wouldn’t want your employers to see, you’ve got some work to do. If you aren’t in the search results at all, to some people, you simply don’t exist.

Get onto LinkedIn. Start a blog. Try tweeting other industry professionals. Connecting through the internet means you can access those you can’t in person. This could potentially build a relationship. Remember, it’s who you know.

5. Don’t forget about your USP
What makes you so special? The hard truth is that there are plenty of other people who could do your job just as well, if not better than you.

It’s a hard one to accept but once you do, you are then more focused to sell your strong points, and admit your shortfalls. Many interviewers will ask what your weakness is. If you claim that you have none, you look pompous and unprepared. Make sure you know what you could develop, and make conscious and decent efforts to act upon this. Take an extra course. Read the right text books. Attend the relevant trade events. The fact that you are trying to better yourself will speak volumes and should increase your confidence as well as your CV.

10/08/2012

5 Key Elements to Building a Talent Community

Social media offers numerous opportunities for HR teams to do their jobs more effectively, and a fundamental part of this is the talent community. A talent community is a place that is created for targeted, qualified individuals to engage with company representatives to develop a sustainable pipeline for sourcing, recruiting, training and development.

Having a strong talent community affects pretty much all segments of your talent management tasks. It allows you to plan your workforce, manage your employer branding, develop strong cultural fit and maintain relationships with alumni.

As with any community, however, there are some things that help to make your talent community viable. Here are five things I think you have to ensure in order to build a productive talent community.

- A clear purpose. Understand what you want to achieve with your community.
- Boardroom buy-in. Social media needs to be an accepted part of your organizations’ culture for initiatives like talent communities to work. A Chief Social Officer can help you achieve this level of cultural acceptance.
- Know what success looks like. Clear goals for your community will help you determine success metrics.
- Good community management. Community management is like tending to a garden; if left unmanaged, weeds will grow. Having at least one community manager will help keep things operating smoothly.
- Living to learn rather than living to win. Becoming social means opening up, being honest and transparent. Mistakes here are inevitable, but how you respond to these mistakes will determine the longevity of your talent community. Research by Stanford underlines the importance of focusing on how things are done as opposed to whether you succeed.

Suffice to say that this isn’t an exhaustive list, but I believe that if you get these five things right then you have a good chance of succeeding with your talent community.

10/08/2012

Should You Dot the I’s and Cross the T’s?

In order to manage reward programs effectively, compensation practitioners and senior management need to understand how competitive those programs are. In making that determination, though, just how precise does the analysis have to be? To what lengths should one go to increase the level of exactitude in the analysis, and is that effort worthwhile? Does the effort to squeeze out greater precision bring meaningful results?

What’s the additional value of dotting the I’s and crossing the T’s?

As you know, the competitive marketplace for reward program surveys is an imprecise animal, subject to numerous variations and interpretations.

One survey doesn’t use the same companies as the next survey. Who to believe?
The ability to match jobs varies from precise to broad “like roles”
Surveys provide different mixes of industries and revenue (size)
The use of weighted average / Average / Median / 50th percentile formats is not always standard
International surveys often fail to provide enough information
In addition, the market is a moving target as population changes, organization shifts and changes in employee pay are factored in. This means that you’ll need to be careful of “aging” factors, such as adjusting data from date of collection to the current or some future date. My practice rounds to the nearest 100 units of annual currency. Is that distorting data?

Pick a number?

Do you really think that a market rate of $47,570 for a particular job is an accurate reflection of current trends, or simply an arithmetic average of data that looks precise? Would you fall on your sword over that figure?

Using three different surveys would likely provide three separate figures. Let’s say your sources report $46,223, $47,612 and $48,875. If cost, time and effort are not factors to consider, then keep going, searching for that common denominator. Purchase another survey source. Double and triple check your job matches. But do you think that the extra source, the extra time and effort will substantially change your initial analysis, or are you simply looking to protect yourself? Are you playing a defensive game to divert potential criticism?

For most of us, a quick and straightforward analysis suggests that approximately $47,500 is good enough.

While not advocating a sore thumb analysis I do suggest you use a balance of time, effort and cost when conducting market analysis. What you really need is to understand the market; that’s the key learning point. Repetition is sometimes just that, more of the same with little increased value.

What degree of precision are you being asked to provide? Are you being instructed to feel the pulse of the marketplace, to get a sense of what is being paid out there? Do you need a more precise result? Is your audience demanding more?

Or is the analysis process up to you?

Is the market a number?

What is that market? Anything within +5% to -5% of a “market rate” figure is close enough for me. Others believe that variable should be 10%, but in my view that leaves too wide a range that could distort your intent to provide the so-called “going rate” trend.

Caution: You can find any number of analysis-paralysis jockeys out there who advocate increasingly precise techniques to zero in on what they call your true market rate. Just remember that vendors have built a business around encouraging organizations to slice and dice whatever information is available, trying to define and refine exactly what a “market” is paying, what jobs are exact matches and after a fashion what numbers you can rely on.

Part of their marketing strategy is to use custom designed evaluation techniques and a proprietary job matching system. Use of such a strategy effectively marries the organization to the vendor, as one often can’t effectively use proprietary language and techniques with other survey providers without comparing apples and oranges.

The leadership perspective

From a senior leadership perspective, do you really need that depth of precision to make a business decision?

I think you don’t.

There is a place for precision, and a place for trends, for a “feel of the pulse.” Usually senior management wants to gauge the big picture – the overall strategy and its implementation status – letting professional specialists deal with the tactical matters and details.

Have a care in your efforts to be precise, because when you give senior management too many details they tend to dive in, almost as a defense mechanism, as if they have to ask questions. Where they might otherwise have nodded their heads at key points in your presentation, you can instead find yourself immersed in detailed analytics that can bog down the decision-making process.

When senior management asks a question, office life becomes an “all hands on deck” fire drill of employees rushing about to get the answers – to questions that might not have been asked in the first place if you had played your cards right.

Management wants your professional judgment. They don’t want you to defer opinions to what a survey says. Use survey data as a backup. Don’t feel you always need to lead with it.

Standing back and pointing at figures is like leading with your chin in a fight.

You won’t like the results.

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