Career Tips: Is your phone sending the right message?

When looking for a career, it’s important to remember that professionalism goes beyond your resume and the interview room. One important area many forget during the hiring process is the level of professionalism you present to future employers with your phone. This small detail could be giving employers the wrong message before you even answer.
So what does your phone say about you? When looking for a career it is vital to represent yourself professionally at all times. An employer begins their assessment of you the second they receive the resume. A career could be lost if your resume says “hard working individual who displays great professionalism,” and your ring back tone or voicemail displays inappropriate songs, words or behavior. Who you are when your phone rings is important! Here are some tips to make sure your phone is giving employers the right message.

• First ask yourself these questions: Is the ring back tone appropriate? Is the voicemail message appropriate? Do you sound enthusiastic and energized? If the answer is no you may need to make some changes.
• Your ringtone could be important as well. If you are sitting in an interview and your phone rings, what comes out of your phone says a lot about you. The best way to ensure your ringtone doesn’t ruin anything for you is to be sure your phone is silenced—even a phone on vibrate could prove to be a distraction and send the wrong message during an interview.
• Ensure you get the interview by being professional with your phone and returning missed calls promptly. Also remember to put the phone number you are most likely to be near on your resume. Potential employers will be calling and if there isn’t an immediate answer, they may not leave a message or call back.
• Make sure your phone is always working, a disconnected phone could lose your spot in line.
• Employers are looking for ways to narrow down their candidates. The best way to get a career is to not give them a reason to dismiss you. Instead give them a reason to hire you! Show them you are confident and professional inside and out.

This Career Tip was contributed by Kristin Marthaler, Regional Career Services Director for NAU’s east region. For more information about Career Services, contact your NAU location.

Source:Internet

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Job | Kolkata_Network Applications_MNC

We are looking for many candidates ::Network Applications :-: please refer below in this mail for permanent roll.

The various roles and work location for the role has been mentioned below clearly, so kindly go through it properly and then onle reply back. Candidates with excellent communication skills and willing to relocate should apply with following details to process it faster.
Roles available:


1.:Network Applications:( Exp 6 Yrs to 11 Yrs)

Kindly send your latest updated cvs with below details asap so that we process it further:
Full Name:
Present Location:
Present Company Name:
Total IT Exp:
Relevant Exp:
Primary skills:
Primary Role/Job at present company:
which role/requirement you would like to prefer (please rever below in this mail):
Any Other skills:
Any certifications:
Qualifications (Full time Graduation is required):
DOB:
Contact No.:
Present Salary:
Expected Salary:
Total Team Size:
Total Onsite Exp:
Notice Period:
Willing to attend telephonic round of interview (Y/N):
Kindly send your cvs asap so that we process it further.
Also refer us few of your collegue and friends who would be interested for this.

Regards,
Amresh

Source One Management Services Pvt. Ltd.
www.sourceone.co.in
Bangalore, Delhi,Hyderabad

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Lead Engineer Telecom, Job Location : Chennai,India

 Job openings with one of our client Pioneer in Oil & Gas/EPC/EPIC for  Lead Engineer   Telecom  position

Position :  Lead Engineer   Telecom  -  (Min 3 Yrs offshore exp required)

Location : Chennai

Experience : 9+

JD:

Leading a team of telecom engineers for a interconnected platforms  with telecom communication requirements with respect to SCADA data, voice, PAGA, CCTV, wireless and fibre optic  requirements  or and subsea  communication cables requirement for a project in a EPC company. Must have worked as a lead at least couple of similar projects



Duties and Responsibilities
1. Review of engineering & design deliverables and philosophies to ensure compliance with contract specification and responsible for technical/functional integrity
2. Should be able to generate inputs required for telecom vendor to do his detailed engineering
3. Responsible for meeting telecom engineering deliverable schedules, man hour budgets for the project
4. Participate in Design Reviews
5. Co-ordination/interfacing with Projects, Procurement, other disciplines, fabrication, vendors and Customer , as required, during execution of the project.
6. Provide inputs related telecom scope of work for Planning and forecasting, progress reports including associated productivity
7. Should be able guide engineers assigned to the project
8. Vendor drawing review for telecom packages, providing inputs to Instrumentation group
9. Providing engineering support during fabrication, pre-commissioning and commissioning phases of the project

If you are interested kindly forward your updated profile with the following details

Total Exp :
Oil & Gas / EPC Exp :
Telecom Exp :
Design Exp :
Offshore Exp :
CTC :
ECTC :
Notice Period:


**Kindly refer your friends too for above position**


Thanks & Regards,
Sandhya |Sr.HR-Analyst
HCR GLOBAL SERVICES| Email ID: sandhya@hcrglobal.com

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Bangalore_Network Engineering _MNC

Looking for many candidates ::Network Engineering :: please refer below in this mail for permanent roll.

The various roles and work location for the role has been mentioned below clearly, so kindly go through it properly and then onle reply back. Candidates with excellent communication skills and willing to relocate should apply with following details to process it faster.
Roles available:


1.:Network Engineering :( Exp 7.4 Yrs to 15 Yrs)

Kindly send your latest updated cvs with below details asap so that we process it further:
Full Name:
Present Location:
Present Company Name:
Total IT Exp:
Relevant Exp:
Primary skills:
Primary Role/Job at present company:
which role/requirement you would like to prefer (please rever below in this mail):
Any Other skills:
Any certifications:
Qualifications (Full time Graduation is required):
DOB:
Contact No.:
Present Salary:
Expected Salary:
Total Team Size:
Total Onsite Exp:
Notice Period:
Willing to attend telephonic round of interview (Y/N):
Kindly send your cvs asap so that we process it further.
Also refer us few of your collegue and friends who would be interested for this.

Regards,
Amresh
mail CV : amresh@msourceone.com
Source One Management Services Pvt. Ltd.
www.sourceone.co.in
Bangalore, Delhi,Hyderabad

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Top 10 Reasons Why Large Companies Fail To Keep Their Best Talent

Whether it’s a high-profile tech company like Yahoo!, or a more established conglomerate like GE or Home Depot, large companies have a hard time keeping their best and brightest in house. Recently, GigaOM discussed the troubles at Yahoo! with a flat stock price, vested options for some of their best people, and the apparent free flow of VC dollars luring away some of their best people to do the start-up thing again.

Yet, Yahoo!, GE, Home Depot, and other large established companies have a tremendous advantage in retaining their top talent and don’t. I’ve seen the good and the bad things that large companies do in relation to talent management. Here’s my Top Ten list of what large companies do to lose their top talent :

1. Big Company Bureaucracy. This is probably the #1 reason we hear after the fact from disenchanted employees. However, it’s usually a reason that masks the real reason. No one likes rules that make no sense. But, when top talent is complaining along these lines, it’s usually a sign that they didn’t feel as if they had a say in these rules. They were simply told to follow along and get with the program. No voice in the process and really talented people say “check please.”
2. Failing to Find a Project for the Talent that Ignites Their Passion. Big companies have many moving parts — by definition. Therefore, they usually don’t have people going around to their best and brightest asking them if they’re enjoying their current projects or if they want to work on something new that they’re really interested in which would help the company. HR people are usually too busy keeping up with other things to get into this. The bosses are also usually tapped out on time and this becomes a “nice to have” rather than “must have” conversation. However, unless you see it as a “must have,” say adios to some of your best people. Top talent isn’t driven by money and power, but by the opportunity to be a part of something huge, that will change the world, and for which they are really passionate. Big companies usually never spend the time to figure this out with those people.
3. Poor Annual Performance Reviews. You would be amazed at how many companies do not do a very effective job at annual performance reviews. Or, if they have them, they are rushed through, with a form quickly filled out and sent off to HR, and back to real work. The impression this leaves with the employee is that my boss — and, therefore, the company — isn’t really interested in my long-term future here. If you’re talented enough, why stay? This one leads into #4….
4. No Discussion around Career Development. Here’s a secret for most bosses: most employees don’t know what they’ll be doing in 5 years. In our experience, about less than 5% of people could tell you if you asked. However, everyone wants to have a discussion with you about their future. Most bosses never engage with their employees about where they want to go in their careers — even the top talent. This represents a huge opportunity for you and your organization if you do bring it up. Our best clients have separate annual discussions with their employees — apart from their annual or bi-annual performance review meetings — to discuss succession planning or career development. If your best people know that you think there’s a path for them going forward, they’ll be more likely to hang around.
5. Shifting Whims/Strategic Priorities. I applaud companies trying to build an incubator or “brickhouse” around their talent, by giving them new exciting projects to work on. The challenge for most organizations is not setting up a strategic priority, like establishing an incubator, but sticking with it a year or two from now. Top talent hates to be “jerked around.” If you commit to a project that they will be heading up, you’ve got to give them enough opportunity to deliver what they’ve promised.
6. Lack of Accountability and/or telling them how to do their Jobs. Although you can’t “jerk around” top talent, it’s a mistake to treat top talent leading a project as “untouchable.” We’re not saying that you need to get into anyone’s business or telling them what to do. However, top talent demands accountability from others and doesn’t mind being held accountable for their projects. Therefore, have regular touch points with your best people as they work through their projects. They’ll appreciate your insights/observations/suggestions — as long as they don’t spillover into preaching.
7. Top Talent likes other Top Talent. What are the rest of the people around your top talent like? Many organizations keep some people on the payroll that rationally shouldn’t be there. You’ll get a litany of rationales explaining why when you ask. “It’s too hard to find a replacement for him/her….” “Now’s not the time….” However, doing exit interviews with the best people leaving big companies you often hear how they were turned off by some of their former “team mates.” If you want to keep your best people, make sure they’re surrounded by other great people.
8. The Missing Vision Thing. This might sound obvious, but is the future of your organization exciting? What strategy are you executing? What is the vision you want this talented person to fulfill? Did they have a say/input into this vision? If the answer is no, there’s work to do — and fast.
9. Lack of Open-Mindedness. The best people want to share their ideas and have them listened to. However, a lot of companies have a vision/strategy which they are trying to execute against — and, often find opposing voices to this strategy as an annoyance and a sign that someone’s not a “team player.” If all the best people are leaving and disagreeing with the strategy, you’re left with a bunch of “yes” people saying the same things to each other. You’ve got to be able to listen to others’ points of view — always incorporating the best parts of these new suggestions.
10. Who’s the Boss? If a few people have recently quit at your company who report to the same boss, it’s likely not a coincidence. We’ll often get asked to come in and “fix” someone who’s a great sales person, engineer, or is a founder, but who is driving everyone around them “nuts.” We can try, but unfortunately, executive coaching usually only works 33% of the time in these cases. You’re better off trying to find another spot for them in the organization — or, at the very least, not overseeing your high-potential talent that you want to keep.

Source:Internet

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10 Signs of an Incompetent Leader

Poor leadership surrounds us, it’s a fact of life and they seemingly find a way to keep their jobs. They are more focused on their personal needs and not of the professional needs of those below them. They have a hard time developing their employees because they lack the proper management techniques to do so. A leader is someone who you would follow to a place you would not go alone. Leadership is about action not status.

However, the question is, how do we know when we are dealing with these flaw ridden individuals. A lot of the time, a poor manager can make the perception that he/she is busy and organized. I have developed a small guideline that can help pinpoint these leaders.

Incompetent Leaders will:

1. Delegate work rather than balance work loads. This allows all attention to be diverted from them in case of failure. It may seem to them that are managing their people but in actuality they are creating work imbalances within the group. It can create unnecessary overtime for some and under utilization of others. A good manager is aware of the skill sets of all the people below them and should allocate work accordingly while trying to enhance the skills of everyone to be even more productive.

2. Reduce all answers to Yes or No rather than explaining their reasoning. This is an example of a crisis manager who can not think farther than a few hours ahead. A yes/no manager finds it a waste of time to find the real answer through intellectual thought. They are already thinking about the next crisis.

3. Not separate personal life from professional life. They will bring their personal problem to work. Working for these types of managers can be very dramatic. They are unable to separate their emotional imbalances while trying to manage people. They are less focused and will not give you the attention and direction you need for success.

4. Manage crisis. If you are a company that has crisis managers, then you can say goodbye to innovation and progression. Proactive thinking is critical to the success of any company. If you are not finding ways to stop or reduce the amount of crisis that has to be managed, then your competition will pass you by. Leaders have to think out of the box and make change.

5. Create an environment where mistakes are unacceptable. Being held accountable for wrong decisions is a fear for them. Making mistakes only helps you become a better person, manager, etc. I use the analogy of a basketball player that has no fouls. If they are not going for the ball and taking chances with their opponent, then they are trying hard enough. Take a chance and don’t be scared.

6. Humiliate or reprimand an employee within a group. This is a clear and visible sign of a poor leader. A good leader takes employee problems away from a group setting to a more private setting. If you have a boss that does this, it is time for a visit to human resources.

7. Not stand behind subordinates when they fail. Never leave your people to hang out to dry. Always back them up, right, wrong, or indifferent. If an employee tries their best in a situation and they fail to come through. They should be commended on their effort and not punished for the failure

8. Encourage hard workers not smart workers. I am not impressed with hard workers. A hard worker is usually defined by hours. Smart workers are the ones that I hire and embrace. Smart workers understand the concept of time management and multi-tasking. Poor leaders miss this connection. Smart workers are methodical in their thinking and can generally be successful because of their abilities management projects and time. Hard workers may take twice as long to do the work. It is important to assign work accordingly to the skills and personalities

9. Judge people on hours not performance. This is similar to #8. Again, I am not impressed with overtime junkies. They have lost all perspective on a healthy family/balance. Bad managers will promote the employees that work the most hours and not look at the smart ones who work less……….meaning have better time management. Stop watching the lock.

10. Act differently in front of their leaders. This is an indication of low self-confidence. They have doubts about their own ability to lead and they will act like little children when authority is present. A confident person acts the same around everyone. Remember, have respect for them, but also have self-respect.

Source:Internet

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10 things about Good BOSSES

1. Praise the staff in public, correct them in private
Good bosses know it very well that praising and encouraging the staff is the key to have a positive atmosphere within the office and it helps to bring the best in them. If someone does something well, a good boss should recognize them for their efforts. People need to know when they are doing well and that they are appreciated. However, if someone is not doing so well, speak to them privately, instead of calling them out in front of a group.

2. Pay people what they are worth
While paying your staff, don't think you are losing in extra expense. Pay your staff what they're worth. While determining annual bonuses or profit-sharing for all employees, keep in mind that if you are paying them extra, you'll certainly gain in performance.

3. Allot responsibilities, not tasks
In order to attain professional growth, it is very important for the bosses that they give their employees responsibilities and not tasks. Dumping tasks on workers can never boost productivity. Bosses should always make sure that they hold people accountable.

4. Push, but back off
Sometimes employees want to be challenged to do their best, and if they like their work, they will strive to give that. Good bosses always keep in mind that. Therefore, like an ideal coach, the bosses should know when to push and when to back off in order to draw out the best from the team.

5. Empower the staff to take vital decisions
If the boss has done well in training his staff, he must have firm belief in them that they are doing their best to act in the company's interest. What if they make a wrong decision? Not a big deal. Don't shout at them. Instead, take it as yet another training opportunity. Listen to their reasons and figure out the flaws.

6. Share experiences and insights
Sharing experiences and giving insights is the best way a boss can make his employees learn. To be frank, they don't need a friend. What they need is a mentor who can teach them the best ways and at the same time shows enough generosity to share his own experiences.

7. Build team spirit
In any organization a good team spirit is always important for better performance. A great team can always do better than great individuals. Bosses should take suitable steps as to create and strengthen the team spirit among the employees.

8. Treat employees as they deserve
All employees should be respected and valued. But treating each and everyone as equals with same respect is not the right thing to do. Being a good boss, you should keep in mind that an employee must earn the respect he or she wants to be treated with.

9. Be open-minded and an effective listener
Someone in the team may come up with a new and different way of looking at a problem. You may not agree with that new idea, but first listen to that and make your people know that you are willing to hear out a new point of view. It will make people more responsible by making them feel that they are contributing to the project.

10. Don't play favorites
Human beings always like somebody better than others. It's natural. But this favoritism should not have any place in the office. Being a good boss, you should find common ground with every employee, regardless of employees' hometowns, ages or ethnicities.

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RF Performance Manager for Top Telecom MNC

JOB LOCATION: Delhi OR Mohali

Relevant/Total Experience (Yrs): 9+ yrs


Job description in summary
Overall responsibility for the RF / RAN operations on the circle level and co-ordination with NNOC for day-to-day to operational issues and co-ordination with national planning and engineering team

Detailed Job description
The RF Lead has the authority to run the day-to-day operations. The RF Lead should have sufficient latitude to exercise a wide degree of creativity in performing this role.

Technical Skills
The RF Lead is overall responsible for

• Responsible for RAN related Key Performance Indicators as set by Network Quality
• Helping Customer in the preparation of SACFA
• Ensure that there is sound and scalable “cook-book” designs for each of the circle teams to implement.
• Manage & Lead teams for achieving end objectives with in time / cost constraints.
• Plan / Schedule Drive tests & Routes in consultation with customer.
• Consistency in design and methodology across all circle teams
• Key interface with Site Acquisition team
• Generation of all management reports – internal and external
• Responsible for updating the centralized database for site configuration.
• Working level knowledge about MS access / MS excel.
• Experience with Site surveys and Search ring process.
• Experienced with CW survey and Propagation techniques/ modeling.
• Experience in RF Optimization using drive & Performance data.
• Knowledge about CDMA & RF Metrics & Parameters.
• Experience in managing & implementing Inbuilding solutions / repeaters
• Knowledge about Tools like Agilent Nitro, Wizard, TEMS.
• Knowledge about CDMA / GSM Air interface signaling.
• Knowledge about over all network architecture and call flow.
• Familiar with Traffic trending & performance trending.

Planning Skills
The RF Lead should be able to
• Anticipate and identify deviations and keep all participants and stakeholders informed.
• Identify, log, analyse and manage potential and actual issues and risks, taking corrective action by tackling day-to-day issues head on and reviewing how more serious issues and risks might impact operations from quality and cost perspectives.
• Identify where and when management of issues and risks or accommodating altered requirements will involve extra time or extra resources and where efficiencies can be made.

Communication Skills
The RF Lead

• Should be able to articulate and negotiate consensus with his team members on a final vision for efficient circle operations.
• Must be courteous in written and oral communication, and be able to get ideas across in a non-confrontational manner in one-to-one situations, small groups, and before large audiences.


Team Management Skills
The RF Lead

• May work directly with the team members or with their team leaders to estimate effort, plan activities and negotiate consensus among individual team members on their appointed tasks.
• Should have Vendor Management Skills
• Should be able to create and use Gantt charts, spreadsheets or other appropriate tools to manage people and tasks and keep up-to-date.
• Should be experienced in providing a team with direction and vision, including motivating people to perform, listening to people, providing feedback, recognising strengths and providing challenges.



Technical and Quality Tasks
The RF Lead

• Without necessarily being an expert, should make an effort to understand the technology being used in order to understand and question requests coming from specialists and technical staff and to evaluate what is reasonable or possible.
• Must have an understanding of relevant methodologies, processes and standards and ensures that all team members understand and follow these also.
• Is responsible for commitment to quality – also referred to as fitness for purpose or specification level, and may need to call on specialists to assist in creating or assessing quality standards.


Organising Tasks
The RF Lead
• May need to generate many types of document, including requirement specifications, schedules, communication (email) records, meeting agendas, minutes and status reports.
• May need to create a structure for project documentation and remain conscientious in using it and ensuring that the rest of the team understands and uses it.
• May need to create a structure for Circle Assets upkeep and remain conscientious in using it and ensuring that the rest of the team follows it.

In case you are interested, kindly send us the following details-

1. First Name / Middle name! / Surname
2. Updated CV
3. Current Salary
4. Expected Salary
5. Time to Join

On receiving the above information, our Recruiters will get in touch with you to discuss the job profile/ your preferences/ fitment in more detail. Alternatively you can also call Ms. Chaitali on the mobile number mentioned below.

***Candidates please Note*** - nForce does not charge any fee towards recommendation for placements/recruitments with ANY of its clients either in India or Abroad

Warm Regards!

For nForce
Chaitali Chowdhary
+91 9820429068 (Contact only on working days)
www.nforceworld.com

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Notice from HRD

Please be advised that these are NEW rules and regulations implemented to raise the efficiency of our firm.

____________________________________________________________________________________________

TRANSPORTATION:
It is advised that you come to work driving a car according to your salary.
a) If we see you driving a Honda, we assume you are doing well financially and therefore you do not need a raise.
b) If you drive a 10 year old car or taking public transportation, we assume you must have lots of savings therefore you do not need a raise.
c) If you drive a Pickup, you are right where you need to be and therefore you do not need a raise.
ANNUAL LEAVE:
Each employee will receive 52 Annual Leave days a year (Wow! said 1 employee).
- They are called SUNDAYs.
LUNCH BREAK:
a) Skinny people get 30 minutes for lunch as they need to eat more so that they can look healthy.
b) Normal size people get 15 minutes for lunch to get a balanced meal to maintain their average figure.
c) Fat people get 5 minutes for lunch, because that’s all the time needed to drink a Slim Fast and take a diet pill.
SICK DAYS:
We will no longer accept a doctor Medical Cert as proof of sickness.
- If you are able to go to the doctor, you are able to come to work.
TOILET USE:
Entirely too much time is being spent in the toilets.
a) There is now a strict 3-minute time limit in the cubicles.
b) At the end of three minutes, an alarm will sound, the toilet paper roll will retract, the door will open and a picture will be taken.
c) After your second offence, your picture will be posted on the company bulletin board under the ‘Chronic Offenders’ category.
d) Subsequent pictures will be sold at public auctions to raise money to pay your salary.
SURGERY:
As long as you are an employee here, you need all your organs.
- You should not consider removing anything. We hired you intact.
- To have something removed constitutes a breach of employment.
INTERNET USAGE:
All personal Internet usage will be recorded and charges will be deducted from your bonus (if any) and if we decide not to give you any, charges
will be deducted from your salary.
- Important Note: Charges applicable as Rs.20 per minute as we have 4MB connection.
Just for , 73% of staff will not be entitled to any salary for next 3 months as their Internet charges have exceeded their 3 months salary.
Thank you for your loyalty to our company. We are here to provide a positive employment experience.
Therefore, all questions, comments, concerns, complaints, frustrations, irritations, aggravations, insinuations, allegations, accusations, contemplation, consternation and input should be directed elsewhere.
Best regards,
HRD

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Vacancy for Senior IT Manager

Senior Manager - IT in our company: Cox and Kings.

Company Website: www.coxandkings.com

Role: Senior Manager - IT
Education : BE \ MCA
Experience: 8 - 10 years
Location: Flexible to be based out of Mumbai and Delhi

MUST HAVE :
- Managed IT infrastructure and applications for Hotels \ Hospitality
- Handled IT Infrastructure – Telecommunication, Networking, CCTV, etc.
- Handled IT Application – Point Of Sale, Property Management System

If you are interested in exploring the opportunity, kindly mail your updated resume to: jobs@ezeego1.com

KINDLY DO NOT CHANGE THE SUBJECT WHEN REPLYING TO THIS EMAIL.

Thanks and Regards,

Mamta Pandya
Human Resources
jobs@ezeego1.com

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HOW TO RECRUIT THE RIGHT PERSON FOR THE JOB?

Put about 100 bricks in some Particular order in a closed Room with an Open window.

Then send 2 or 3 candidates in the room and close the door.

Leave them alone and come back After 6 hours and then analyze the situation.

If they are counting the Bricks....
Put them in the accounts Department.

If they are recounting them...
Put them in auditing..

If they have messed up the Whole place with the bricks..
Put them in engineering - Design.

If they are arranging the Bricks in some strange order.
Put them in planning.

If they are throwing the Bricks at each other.
Put them in operations.

If they are sleeping.
Put them in security.

If they have broken the bricks Into pieces.
Put them in information Technology.

If they are sitting idle.
Put them in human resources.

If they say they have tried Different combinations, yet Not a brick has Been moved. 
Put them in sales.

If they have already left for The day.
Put them in marketing.

If they are staring out of the Window.
Put them on strategic Planning.

And then last but not least. If they are talking to each Other and not a single brick Has been
Moved.
Congratulate them and put them In Top management

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Location: Mumbai
Designation: BDM - Domestic Data
Age: 33-38
Exp.: 10-15yrs
Qualification: BE/MBA/PGDBA
Job Profile:
"BUSINESS DEVELOPMENT - VPN ,PPU & INTL.MPLS
The role has to ensure increased sales of Reliance’s VPN & Internet bandwidth to Enterprise Customers in India , timely meeting of the customer commitments through interaction with Business Solutions Group, Product, Service Delivery, Service Assurance other departments (backend) ; and resolutions of issues after links are commissioned.
To drive and monitor Sales performance in all the Circles in order to ensure that targeted figures are achieved across various streams.
Meeting customer expectations and commitments by ensuring timely project implementation in spite of infrastructure problems leading to customer engagement.
Managing internal customers (e.g. internal company support from other departments & group companies like Flag Telecom.
Staying updated on customer’s technology and enhancement of domain knowledge of team members across circles.
Incase of customer complaints, interacting with the customer to find out the pain areas and ways to resolve them, specifically if concerning sales; providing feedback to other functions involved."

Criteria: "BE & or MBA with 15 -20 Years in Sales in Telecom, ISP, Broadband,Office Automation, IT.
Experience in handling large accounts Knowledge of IT and Telecom.
Technology savvy and updated with latest trends in Broadband and Telecom"

Conditions: Education criteria should be met, also there should not be a lot of Frequent Job Changes

Functional Reporting: Sales Head - VPN & LL

Kindly go through all the above criteria and if you ar having the same experience then plz send your Updated CV in reply of same mail ASAP.



Treat this as most urgent opening.

send cv at :career.universal@gmail.com


Cheers,
Twara Dholakia
HR Executive
Universal Placement
099250 37783

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Tips on Salary Negotiation

One of the most important aspects of any job is the compensation it offers. This is one of the most crucial points of discussion while a company or a candidate finalizes a recruitment deal. There are certain things which you must keep in mind while negotiating the salary.

Be ready to discuss the salary

While you are going to appear for an interview, keep yourself mentally prepared to discuss the salary aspect. Don't get panicked when the recruiter takes out the salary issue. Discuss it calmly.

Have a salary range in mind

While negotiating the salary, have a range in mind and know the level below which you can't afford to go. Study the market properly and know what the companies are offering for a profile like the one you have applied for.

Don't be in a hurry to discuss the salary.

Be patient and let the recruiter give you a positive signal that he is interested in hiring you. Impatience may prove to be costly for you.

Don't jump on the figures as the discussion starts.

Try that the recruiter should make an offer before you speak out a figure and then negotiate it. You may ask questions like, what does the company offer for a position like this?

When the recruiter asks you about your expected salary, try to turn the ball in his court so that he makes the offer first. If that is not possible, give him a range rather than giving him an exact figure. Don't keep the range too broad otherwise you will be offered something towards the lower end. It will be better to say something like I expect something around late forties.

Many companies won't like to give you a very high basic salary but the benefits and perks will add up to a big amount. Take the total amount offered into consideration. May be you can negotiate on a club membership, company paid vacation or bonus.

Let the whole discussion proceed in an amicable environment and even if the discussion doesn't materialize because of the salary issues, do not ruin your personal relationship with the recruiter. The world is round, you can get to see the same person somewhere else in the future.

When you and the recruiter reach at a mutually agreeable figure, get the offer in writing.

Source : Internet

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Quitting the job?-Leave on a good note

The job market today is very dynamic. People are switching jobs as they never did in the past. As you switch jobs, you have to be all the more careful that you don't spoil your relationship with your current company. The world is round and you never know where you will get to see your present boss and colleagues. There are certain things which you must keep in mind while leaving your current company.

Inform your boss

As you have decided to leave the current job, inform your boss in a polite way and ask him if there's anything he wants you to finish before you leave the job.

Give sufficient notice

If you have got sufficient time to join the new company, give notice to the HR department so that they can look out for your replacement and the work doesn't suffer.

Don't leave the things hanging

If there are things that need your presence to be accomplished, finish them. Don't leave the things hanging in the air. Your replacement would not know the background. And will not be able to take a fast action which can make the work suffer. If the work of other departments is linked to yours, inform them about your switching the job and co-operate with them to finish the pending things.

The bottom line is, don't let your job switch affect your personal relationship with the present company.

Source :Internet

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How to Handle the gap in employment

As you look out for a new job, there is a possibility that you are unemployed at the moment. If this holds true for your candidature, be cautious in drafting your CV. First of all, ensure that you do not send out your age old CV. Take time to draft a new CV and start your job hunt with this new, updated document.

The reasons for a gap in your employment can be numerous, like:

• Being away for higher studies
• Female candidates having little baby at home
• Being ill
• Being made redundant etc.

While the first two reasons are easy to handle, the last two still give HR people a reason to raise an eye brow on your candidature. So, what can you do about it? Here are some tips to handle gap in your employment.

Draft CV around skills

Go through the job requirements well and draft your CV in such a way that the prospective employer gets to see your skills and strengths first. This can be done by keeping your skill sets on the first page.

Focus on achievements

Your achievements during the last jobs can find a place below your skill set.

Do not discuss about bad health

If there is a gap in your employment owing to some illness, do not mention it in the CV. Leave it to be discussed during the interview. You can give an illusion of good health by mentioning about some sports that you have been participating in.

Last jobs on last pages

Mention about the specific jobs and year when you did them on the back pages, towards the right hand side.

Being made redundant is no crime

Do not take the onus of being made redundant on your self. Companies do face problems and it could have happened with your company too. Just put it across in the right words during the interview.

Motherhood requires a break

The job market still respects motherhood. May be, you will not get a start from where you left your career but getting a job should not be a problem. You can explain this to the prospective employer during the interview.

The bottom line is, draft your CV in such a way that the prospective employer is impressed with your skills and achievements. Inspite of having a gap in your employment, she should be willing to see you. Note that you should not lie in your CV or during the interview but you definitely have the right to remain silent. Once you are there for a face-to-face discussion, it is up to you to convince the interviewer.

Source: Internet

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The Toughest Question in the Interview

"Tell Me About Yourself"

When you, as a job seeker, are asked the most common, and toughest, interview question, "Tell me about yourself," your answer can make or break you as a candidate. Usually job seekers will respond with their "30 second commercial," and then elaborate on their background. While almost every career book and career counselor will tell you that is the appropriate response, I totally disagree.

Many people fail in their job search because they are too often focused on what they want in a job including industry, type of position, location, income, benefits, and work environment. Their "30 second commercial" is centered on this premise. The commercial describes the job seeker's career history and what they are looking for. Too often, this is in direct contrast to what employers are looking for.

There are two dominant reasons why job seekers are successful in the job search. The first is focusing on the needs of the organization. The second is focusing on the needs of the people within that organization. In this article, we are going to examine how to focus on the needs of the people within organizations. This will assist in rethinking your response to that all-important question, "Tell me about yourself."

In order to learn how to respond to the needs of the interviewer, let's first learn more about ourselves. We can then apply that knowledge about ourselves to knowing how to understand and respond to the needs of others.

Most social psychologists recognize four basic personality styles: Analytical, Amiable, Expressive, and Driver. Usually, each of us exhibits personality characteristics unique to one of the styles. However, we also possess characteristics to a lesser degree in the other styles. To determine your unique style, you can take a Myers-Briggs assessment or go to the following site for a free Keirsey Temperament Sorter assessment test: www.keirsey.com

Here are the characteristics that are most commonly associated with each of the styles:

Analytical:
Positive Traits: Precise, Methodical, Organized, Rational, Detail Oriented
Negative Traits: Critical, Formal, Uncertain, Judgmental, Picky

Amiable:
Positive Traits: Cooperative, Dependable, Warm, Listener, Negotiator
Negative Traits: Undisciplined, Dependent, Submissive, Overly Cautious, Conforming

Expressive:
Positive Traits: Enthusiastic, Persuasive, Outgoing, Positive, Communicator
Negative Traits: Ego Centered, Emotional, Exploitive, Opinionated, Reacting

Driver:
Positive Traits: Persistent, Independent, Decision Maker, Effective, Strong Willed
Negative Traits: Aggressive, Strict, Intense, Relentless, Rigid

Gaining an in-depth understanding of your personality style has enormous value in your career as well as your personal life. However, our focus today is learning how to use this knowledge to make you more successful in your job search.

Once you have learned about your own style and have studied the other styles, I encourage you to have a little fun in trying to determine the styles of others. When you meet someone for the first time, try to identify his or her style within the first two minutes. You can often identify styles by observing a person's demeanor, conversation, body language, appearance, and possessions.

To demonstrate what I mean, let's take some examples from the business world. While there are always exceptions, generally speaking the styles fit the example.

Analytical Style: Financial Manager (or programmers, engineers, and accountants). They like systems and procedures. They are slow to make decisions because they will analyze things to death—but their decisions are usually very sound. They prefer working independently and are usually not very good in team environments, but they are also dependable. They buy cars with good resale value and great gas mileage. They are conservative dressers. At the party, they want to know why so much money was spent on Michelob when we could have purchased Busch. They come to the party with their laptops.

Amiable Style: Human Resources Manager. Very people-focused. They are dependable, loyal and easygoing; very compassionate. They will give you the shirt off their backs and the last nickel in their pockets. They are good listeners and value team players who don't "rock the boat." They are usually conformists and followers—rarely leaders. They avoid conflict and are not good decision makers. They drive four-door sedans or mini-vans to take the kids to sporting events. They usually clean up after the party is over.

Expressive Style: Sales Manager. Very outgoing and enthusiastic, with a high energy level. They are also great idea generators, but usually do not have the ability to see the idea through to completion. Very opinionated and egotistical. Money motivated. They can be good communicators. They prefer to direct and control rather then ask and listen. They drive red convertibles with great stereos; to heck with the gas mileage. They come up with the idea for a company party, but never help clean up. They are on their way to another party.

Driver: Corporate CEO. Intelligent, intense, focused, relentless. They thrive on the thrill of the challenge and the internal motivation to succeed. Money is only a measure of success; it is not the driving factor. They are results/performance oriented. They have compassion for the truly disadvantaged, but absolutely no patience or tolerance for the lazy or whiners. They drive prestige cars, not because the car attracts attention, but because it was a wise investment. They want to know why we had a party; what were the benefits of the party, and did we invite the banker?

Ok, now you are really getting some insight into your style and the style of others. It is time for the interviews. Throw out your 30-second commercial. Think on your feet.

You will be interviewing with the human resource manager, the finance manager, the sales manager, and the CEO. The first question each of them will ask you is: "Tell me about yourself." How should you respond? Remember the second reason for succeeding in a job search: focus on the needs of the people in the organization. Here are just a few examples of how to respond to that question:

"Tell me about yourself?"

Response to Finance Manager: "I have been successful in my career by making well-thought-out decisions based on careful analysis of all factors. I approach problems with logic and sound reasoning. I would enjoy working with you in developing the appropriate systems and procedures to make our two departments function efficiently together."

Response to Human Resource Manager: "My career has been characterized by my ability to work well with diverse teams. I seek out opportunities to involve others in the decision-making process. This collaboration and communication is what has enabled me to achieve success in my department. People are the most valuable resource of any organization."

Response to Sales Manager: "Throughout my career I have always adhered to the principle that everyone in the organization must be sales-focused. My department is always trained in customer service, providing outstanding support to the sales team and to our customers. Without sales, the rest of use would not have a job. I look forward to helping you drive sales in any way possible."

Response to CEO: "I have achieved success in my career because I have been focused on the bottom line. I have always sought out innovative solutions to challenging problems to maximize profitability. Regardless of the task or challenge, I always established benchmarks of performance and standards of excellence. I have never sought to maintain the "status quo." An organization that does not change and grow will die. I would enjoy working with you to help define new market opportunities in order to achieve the organization's goals."

In each instance, we responded to the "needs of the individual." It is almost guaranteed that, when you respond appropriately to the diverse needs of the different managers, you will become the standard by which all of the other candidates will be measured.

I challenge you to learn about your personality and leadership style, learn about the styles of others, and learn how to think on your feet when responding to questions. Whether you are seeking a job or you are gainfully employed, by understanding the needs of others you will become a more valuable person, employee, manager and leader.

Source: Internet

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10 tips for questionnaires on employee motivation

1. What is the 'primary aim' of your company?
Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission.

2. What obstacles stop employees performing to best effect?
Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation.

3. What really motivates your staff?
It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results...

4. Do employees feel empowered?
Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do?

5. Are there any recent changes in the company that might have affected motivation?
If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty.

6. What are the patterns of motivation in your company?
Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company?

7. Are employee goals and company goals aligned?
First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the "wrong" priorities.

8. How do employees feel about the company?
Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment.

9. How involved are employees in company development?
Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback?

10. Is the company's internal image consistent with its external one? Your company may present itself to the world as the 'caring airline', 'the forward thinking technology company' or the 'family hotel chain'. Your employees would have been influenced, and their expectations set, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Find out what the disparity is between the employees image of the company from the outside and from the inside.

Source:Internet

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Top 5 Myths about Motivating employees

While motivating employees is a key factor in an economic recovery, many companies are failing to keep their workers fully engaged in their jobs because they share some common myths and beliefs, according to Suzanne Bates, author of "Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!"
Employers must re-examine their beliefs about employee engagement if they hope to accelerate their business recovery and retain their top talent.

In a typical workplace, only 29 percent of employees are actively motivated and engaged in their jobs, while 71 percent are unmotivated and disengaged - either not engaged at all (54 percent) or are actively disengaged (17 percent) - according to the Gallup Management Journal’s Employee Engagement Index.

The Top 5 myths about motivating employees, according to Bates and "Motivate Like a CEO," are:


Myth #1: Money is the number one way to motivate employees. "Salaries and bonuses have been the staple of motivation. Most companies relied primarily, even completely, on monetary rewards," said Bates. "Money is only one of many factors in motivation. Yet companies have become lazy about motivating people instead of giving them what they really crave, which is recognition, praise, and the opportunity to learn."

Myth #2: If you want to motivate people, don’t let them in on the bad news. "This is a particularly damaging myth. Bad news always gets out to employees. They hate it when you hide bad news; they consider themselves partners in the company, and they long for a chance to contribute and make a difference, especially in tough times," said Bates. "The surest way to motivate people is to empower them even with terrible news, so they can come to terms with reality, think their way through the crisis, and contribute to creative solutions going forward," said Bates.

Myth #3: Most employees know what motivates them. "Many people are searching for a larger purpose, and they are not finding it in their work," said Bates. "In challenging times, employers can become a powerful source of motivation and pride among talented people. In a downturn, leaders must talk to employees and help them discover who they are and what motivates them. Spend time with them; ask them why they enjoy the work, what they enjoy most, how they want to contribute, and where they see themselves in the future," said Bates.<

Myth #4:You simply cannot motivate everyone. "This was true in boom times, when organizations were bloated and some people you hired were marginal. Those days are over," said Bates. "Now that companies have downsized and are arguably leaner and meaner with the best talent, this is a damaging assumption. It is a leader’s responsibility to motivate employees. It’s time to stop blaming employees, and start looking to leaders to ignite the spark," said Bates.

Myth #5: People are just grateful to have a job, and this attitude will survive the downturn. "Top talent will always have a place to go, and while they may have had less mobility during the recession, your competitors are already looking around to see who is unhappy and ready to leave," said Bates. "Employers who keep believing their people are just grateful to have a job will be blindsided when their top talent walks out the door because they don’t have leaders who are engaging them, praising them, recognizing them, and giving them opportunities to grow."

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Engineer(Civil & electrical)

The position open is into a leading Telecom industry.
The person should be ready to relocate anywhere in Bihar/Jharkhand.
Opening is on urgent basis

Total no. of positions---20
Position--- Electrical Engineer & Civil Engg.
Location---Bihar/Jharkhand
Total Yrs of experience- 2-7yrs
Salary---Best as per the industry

GLOBAL INNOVSOURCE (www.globali.in) is a company committed to the advancement of HR solutions to growing
companies. A venture of the Global Group Enterprise (www.globalgroupenterprise.com

), Global InnovSource
is the Group's HR venture. Among Global Group's other listed flagship ventures are GTL Limited
(www.gtllimited.com) and GTL Infrastructure (www.gtlinfra.com).
The group has investments concentrated in the Telecom, Wireless, Infrastructure, Aviation, Projects and Outsourcing
spaces, and is fast diversifying into other areas.
Global InnovSource is focused solely on enhancing the performance of your organization. We do this by
leveraging our very best in talent, tools, and processes in Human Resources.
Our Vision:
To be amongst the top 5 quality Staffing Companies.
Our Values:
• Proactive & professional approach to customers
• Receptive to organisational need
• Deliver with Integrity
• Knowledge & Information Sharing
• Focused and committed towards excellence
Our Services
Global InnovSource is an End-to End HR-Solutions company, focused on enhancing the performance of your
organization by leveraging our experience in managing your talent and HR processes.
Staffing Solutions:
• Temp / Contract Staffing
• Payroll & Benefits
• Outsourcing ---
HR Operations
Project Resourcing
• Recruitment Solutions:
Recruitment Process
• Outsourcing---
Senior management headhunting
• Sourcing Strategy
• Recruitment & advertising campaigns
• Facilities Management:---
Care Taking
Operations & Maintenance
Project Management

What we offer Clients:
• Strong HR support.
• 24/7/365 helpline to handle queries.
• Pan India Presence.
• Domain expertise across industries.
• Guaranteed and Quality service.
• On demand services.
• Client Web Interface self service
• Robust technology and infrastructure.
Our Deployment: Over 12000 staff across 317 deployment zones
Process Reliability: ISO 9000 Certified processes
JobEx – Recruiter Extranet: JobEx, our recruiter extranet helps manage the recruitment process ever
smoothly, apart from providing us access to candidates not listed on portals. Unique referral network of 300
JobEx recruiters across the country

smitas@globali.in

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