Terrorisim India
Terrorisim India Read More

The biggest software outsourcing to China, India and Japan Based
China software outsourcing

growing trade with Japan expected to rise even faster after Premier Wen Jiabao, “ice-melting” and DHC started outsourcing computer software from Japan in 1996, a time when Sino-Japanese relations were at their lowest.

political obstacles have impeded our business, “said Liu. Dalian Hi-Think Computer Technologies (DHC) Co. Ltd is a leading Chinese software outsourcing companies. Manager Liu Jun is proud of its prestigious clients, including technology giants Hitachi, Sony, Mitsubishi and NEC.

Dalian, a Japanese colony for 40 years before the end of World War II, became the hub for outsourcing of information technology in Japan because of its proximity and its skilled workers . The city is one of the sales of the software industry last year a record 10 billion yuan (1.23 billion dollars), maintaining an annual increase of 60 percent over the last six years .

China accounted for more than 60 percent of Japan’s trade surplus software outsourcing in 2009, and the country’s largest software outsourcing base, “said Grube Shentaro, the Japan External Trade Organization in Dalian , Liaoning Province northeast of China. ” We believe, in 2011 could even slightly worse than 2010, “warned.” We now expect the UK SITS market will decline again in real terms by 3 percent … and then another year of decline in 2012 only 1 percent. “

> For this reason, we have reduced our growth forecasts from 2012,” he said, “We still believe that we are in the midst of a declining market five years in real terms. Cloud computing is the disturbing influence on the UK SITS sector accounts for 30 percent or € 12.5 billion in sales in 2014. But only software outsourcing company and service provider, the business review and business models using this new delivery method to take and they can do it as quickly , the best opportunities for making money.

previous years, according to a government plan for the and information services, China will produce and export up to $ 168 billion industry software and $ 12.5 billion software services in 2010.

India is in a recovery mode of the global financial crisis emerged greatly influenced by mid-September 2008. A preliminary estimate points of Statistical Organization to 7.2 percent in GDP growth this fiscal year (2009-10), although the government expects it may even exceed, the CSO estimates.

Read More

Auto components market analysis in india Read More

Article Source:China Sourcing Blog Read More

Article Source:China Sourcing Blog Read More

Article Source:China Sourcing Blog Read More

Article Source:China Sourcing Blog Read More

The Indian Formula One Racing team Force India, while yet to get of the bottom of the pile, came close to winning their first F1 points in Shanghai last week. The team sports the Indian flag as its team colors and has attracted sponsorship from Indian companies Kingfisher, ICICI Bank, Reliance Industries and Kanyan Capital. Force India was formed after Indian businessmen Vijay Mallya and Michiel Mol bought the Spyker F1 team for US$115 million. The team races its own designed cars, powered by Mercedes-Benz, and was able to rise from 18th to as high as sixth with just 5 laps to go. What would have been the first points of the season for Force India slipped away when Adrian Sutil’s car hydroplaned off the track and into the tire wall. Force India has been in the hunt over the last few races, but a combination of bad luck and occasional driving mistakes has left them empty handed to date. With Delhi being added to the Grand Prix circuit in 2011, Force India are learning and may well be a team to reckon with by the time the Delhi Grand Prix arrives. The team has just signed a five year agreement with Mercedes for engines, and a partisan Indian crowd in Delhi may make a large impact at the event. The participation in, and rise to prominence of an Indian team in F1 is in marked contrast to China, which despite having hosted the F1 in Shanghai for the past few years, does not field a competing team. This is somewhat surprising, given that both China and India are poised to be the world’s largest auto markets in the next two to three years, with more vehicles having been sold last year in China than in the United States for the first time. The Chinese logic for hosting the event, but not participating, seems a little skewed. The Chinese government pays Formula One about US$50million each year to host the Shanghai event, yet the country has not followed that up with a competing presence, cars or drivers, in the rest of the series. The prices to attend the Shanghai event also seem bizarre if China wants to use it to promote its auto industry. Shanghai wages averaging at about US$500 a month, that’s equivalent to the price of the cheapest ticket on offer for the Shanghai F1. You’d need to charge US$4,000 to attend the Indianapolis 500 in the United States to achieve a similar disparity. So while Force India prepares the world for Indian cars and trucks – Tata having already acquired global brands Jaguar and Land Rover, and about to launch Tata as a brand name in Europe and the United States through the Nano and its trucking division – the Chinese are just not getting on board. It’s a curious state of affairs, especially since F1 have apparently re-signed with Shanghai to host the event for another seven years. US$50 million seems a lot to pay for a one off annual event that the local Chinese cannot generally afford to attend, in which no Chinese team participates, in a 17 race series which is broadcast globally and attracts hundreds of millions of viewers. Force India meanwhile are pushing forward at the top end the concept of Indian vehicles as reliable, and developing India as a manufacturing brand in auto that will assist its national auto manufacturers integrate into and penetrate international markets. I’d love to see a Chinese team participate in F1. But perhaps, while the Chinese auto industry remains largely under state ownership, a once-a-year Shanghai Grand Prix is deemed enough to promote the Chinese auto industry globally. If that is the case, the advent of Force India as a competing team may be a bridge too far for the Chinese state marketing strategists when it comes to developing Team China as a brand on which its domestic auto industry can begin to globally compete.


Article Source:China Sourcing Blog Read More

COVER PAGE

 

 

 

1.     Name             :    Sachin Kumar . N. Naravani

 

 

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

 

 

3.     Place              :   Koppal, Karnataka state and India

         

 

4.     Email              :   sachin_naravani@yahoo. co. in                  

 

 

HR consultants to work with reference to the role of the IT industry in India

 

 

 

ABSTRACT

 

 

Consultancy in India

 

 

Services play an important role in our economy. Among the professional services consultancy requires a catalyst for change, growing importance of industrial property scenario. Consultants can help you optimize resources, improve the efficiency and the total income of the project. Approximately 00,000 professionals working in one, including nearly 10,000 management consultants. Wide variety of disciplines and services from India to identify the consultants involved in the project launch, supervision and training, market research, rehabilitation of sick units and the C & # xE4; itamisel and maintenance. The highest concentration of the advisory bodies of four cities of Delhi (25 7%) is more than an advisory body of four cities Mumbai, followed by (25 5%), Chennai (12 1%) and Kolkata (1% 9). Indian consultancy capabilities are strong in many areas, such as civil engineering, telecommunications, energy, metallurgy, chemicals, petrochemicals and software. Services include feasibility and market studies, installation and commissioning of machinery and equipment, system engineering, etc.

 

 

 

Following specialties attribute to the strength of Indian Consultancy profession.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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

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

5th 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 (%)

 

Employment Growth Rate            (%)

Projected Employment 2009

Agriculture, forestry and fishing

267. 57

0. 7

3. 73

2. 61

296. 62

Mining & Quarrying

2nd 74

0. 82

4. 73

3. 88

3. 19

Production

53. 51

0. 34

10. 9

3. 71

61. 9

Electricity Gas water supply

1st 37

0. 33

6th 9

2. 28

1. 5

Trade, Hotels & Restaurant, Transport, Storage & Communication

64. 49

0. 45

11. 97

5. 39

79th 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

2nd 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 manufacturing employment has seen a marginal decline in the 12th A 11 per cent to 7 per cent absorbed by bringing additional resources to 5,000,000 shares.

 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 highlights of the sector in FY06:

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 export market is dominated by the IT services market share of 56th 4% in software and services exports, the ITES-BPO segment in FY06, 26, was followed. 7% market share in hardware and software products and engineering services segment, a 16 share of 9%.

The Indian hardware industry is at present estimated to be in the proportion of 30% domestic, 1. 25% exports and the remaining being imports. The domestic market itself offers tremendous potential for hardware companies, thus having very few companies venturing into hardware exports. Imports of IT hardware which form a large component of the industry are mainly from Taiwan, China and Korea. Lately, however, MNCs in the hardware segment have been viewing India as a hub for setting up hardware manufacturing facilities, for instance Dell.

India’s IT Industry (US$ bn)

 

Source: NASSCOM

 

IT Services Exports

Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13. 3 bn in FY06, registering a growth of 33. 4%, and is further expected to reach US$ 18. 1 bn in FY07, posting a growth of 36%. Revenue from ‘projects’ dominated the IT Services exports with a share of 58%, with outsourcing and support & training activities accounting for 33% and 9% respectively.

 

Source: D&B Research

Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly India’s IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance & accounting contributes for the remaining 40-45%. Human resource and other high-end knowledge-based processes account for 2% and 8-10% respectively.

The Software product, Engineering services and R&D segment contributes around 17% of the software and services exports. India is well positioned in the engineering and R&D services segment. Apart from Indian companies offering these services, several foreign companies (both captive and third party) are also setting up base in India to provide these services. Overseas companies operating in sectors like high–tech, telecommunications, automobile, aerospace, heavy machinery, construction and industrial products are looking at off-shoring their engineering and R&D related work to India.

Some important functions of IT industry in India include:

Emerging Trends in the Indian IT Services Industry

Although the global IT players are aggressively stepping up its activities in India because of the advantages that the Indian economy, Indian IT companies are also preparing to open world markets & # XDF; en.

The companies are witnessing significant change with regard to their service offerings and geographical concentration. Today, companies are expanding their service offerings from application development and maintenance to high end services like testing, consulting and engineering designing. The global delivery model has not only facilitated the companies in delivering quality of work but also helped them to control costs.

Emerging IT Services Dynamics

 

Source: D&B Industry Research Service

Over the years, the Indian companies have positioned themselves well to reap benefits of the emerging scenario in the IT sector.

New Service Offerings

The Indian IT companies are expanding their service offerings to provide a complete basket of services to their clients. These new services include IT consulting, testing, business process management and IT infrastructure services, which in a way allows the IT companies to de-risk their business from pricing pressures and enter into newer areas which provide them higher growth and profitability.

 

 

 

Larger Deal Size

Indian IT companies have successfully scaled up operations and made a mark in the global outsourcing market, evident from the large deals bagged by the Indian IT companies in the past one year, including the British Telecom-Tech Mahindra deal which was worth US$ 1 bn, the Pearl Insurance-TCS deal (£ 486 mn), the Skandia-HCL Technologies deal (US$ 200 mn) and the Kimberly-Clark-TCS deal (US$ 100 mn). Most of the deals bagged by the major companies were in the Banking and Financial Service space which reiterates the growth in this vertical. As per the data compiled by Technology Partners International (TPI), the Asia Pacific region witnessed a significant increase in total deals amounting to US$ 10 bn in 2006 from US$ 6. 1 bn in 2005. Indian companies bagged contracts (above US$ 25 mn) worth US$ 2. 7 bn in 2006, with a market share of 25% in the Asia Pacific region.

Growing presence of MNCs

Cost arbitrage and the availability of a large talent pool has attracted several MNCs to India. Big players like IBM, Accenture, Capgemini and Oracle among others have not only increased their headcounts in India but also outperformed their global performance in terms of revenue growth. Their Indian operations are witnessing strong growth as compared to their global business. Some of the major global companies like Intel, IBM and CSC are cutting jobs abroad and shifting their base to India.

Investment Plans of MNCs in India

 

Source: D&B Industry Research Service

 

 

 

 

Emerging Markets: In terms of geographical contribution, the US continues to remain the key market for Indian IT companies, accounting for 67. 2% of the software and services (including BPO) exports from India. However, Europe is also emerging as an important market for the Indian IT industry, considering the fact that the share of exports to Europe from India increased from 22. 2% in FY03 to 25. 1% in FY06. After the US, Indian companies are looking at the European region as a potential market for exports and also to expand their global presence. Mergers and acquisitions has been one of the routes that the Indian companies have adopted to enhance their presence in European markets.

Changing Growth Drivers: There has been a change in the revenue composition of companies in recent years. The revenue contribution of high-growth segments such as infrastructure management services, package implementation, testing and consulting has witnessed a continuous increase. This is in sharp contrast to the earlier trend wherein almost all companies were largely dependant on the Custom Application Development and Maintenance (CADM) services segment for their revenues. Today, the share of CADM has decreased to 49% in FY06 from 80% in FY01. Thus, newer service lines are not only enabling Indian companies to increase their sales by cross-selling to their existing customers, but also improving their average billing rates and recognition of being end-to-end service providers.

New End-users: In terms of user industries, the BFSI and hi-tech/telecommunication industries remain the leading verticals for the Indian IT companies. Together, these sectors account for 58% of the Indian IT-ITeS exports. Though these verticals have good growth potential, other sectors such as manufacturing, retail, healthcare, utilities, etc. , are also emerging as promising segments for the Indian

IT companies. While the BFSI sector has the potential to provide large size contracts to the IT companies, the manufacturing sector can provide large number of deals/assignments to the Indian players.

Presently, the Indian IT companies are on a hiring spree which indicates their bullishness on their order flows. All the major players have increased their manpower by 15-50%, and the trend is expected to continue further. As a result, the companies are expected to scale up their operations. The Indian IT companies are also vying for inorganic growth, with a quest for newer geographical areas, service offerings, domain expertise, customers and markets.

Concerns for the Indian IT Industry

Though demand conditions have been optimistic, the Indian IT sector is exposed to certain risks which may deter growth. An appreciating rupee, anticipated slowdown in the US economy, shortage of skilled manpower, limitations in domestic infrastructure and competition from other global players offering manpower at low cost like China, Philippines and Vietnam can have a negative impact on the performance of the Indian IT companies.

Besides, increasing activities of global MNCs in India will make difficult employee retention for Indian companies. NASSCOM opines that there will be a shortage of half a million people in the IT and ITeS segments by 2009. With an industry attrition level hovering around 20-25% (often higher for smaller players), companies are likely to offer an increase of 10-15% in salaries in the coming years.

 

 

On the financial front, wage inflation of 10-15% and forex fluctuation can reduce the top line as well as the bottom line of the companies. Unless the Government defers the withdrawal of tax incentives which is due to expire after 2009, IT companies operating out of the Software Technology Parks of India (STPIs) are likely to witness an increase in their tax liabilities, which may reduce their profitability further.

 

 

 

 

 

 

 

 

Information Technology refers to the management and use of the information using computer-based tools. It can refer to both hardware and software. Mostly, it is the term used to refer to business applications of computer technology rather than scientific applications.

 

 

 

Information Technology (IT) can potentially be used in all sectors of the economy. Information technology is a dynamic sector in many developed economies and India is a developing country, where he had been hidden software exports have increased dramatically. Information Technology Jobs In India the first choice of career is a bright minds, growth-oriented and innovative. Jobs in India, therefore, is also booming, the demand for IT professionals.

 

 

 

There are few aspects of business today that are still untouched by IT professionals. These have immense implications for them. No longer tucked away in basement, IT professional operates in the heart of the business. With this changing role comes an increasing need for such professionals who communicate and demonstrate high standards of professional competence and achievement with a perfect essence of professionalism.

 

 

To an IT professional, a person must complete the bachelor’s degree in engineering. There are many Indias and universities offering courses in information technology, to name a few:

 

 

? IIT, Kanpur, Delhi, Chennai, Kharagpur, Mumbai

? IIIT – Indian Institute of Information Technology, Hyderabad

? Alagappa University, Tamil Nadu

? Assam Engineering College, Assam

? Bangalore Institute of Technology

? Bengal Engineering College, West Bengal

? Birla Institute of Technology, Ranchi, Bihar

? BMS Institute of Engineering, Bangalore

? Jadavpur University, Kolkata

? University Computer Center, Osmania University, Hyderabad

 

 

 

 

 

The Role of Consultant in Employment

 

 

The Job Industry is one of the largest and most competitive Industries in the world today. With the growth and expansion of society as a whole, manpower requirement are sky rocketing.

 

 

A Consultant or a Recruitment Firm is an entity that works towards reducing clutter and streamlining the manpower requirements of Companies, big and small. These firms serve as middlemen and help organizations and job seekers to find each other.

 

Who Hires Whom?

 

Companies hire Placement Consultants who in turn help them to find the right candidate to join their organization. Job Seekers contact Recruitment firms to help them identify and then apply for the right job.

Today, the Recruitment Industry has grown to tremendous levels and there are specialized consultants serving different fields.

 

How It Works?

 

Consultants employed a number of companies, large and small.

These head hunter groups receive details about the job vacancy such as job responsibilities, desired experience, remuneration etc.

Next, Consultants go through their present database of job seekers registered with them. This database of aspiring candidates is a Placement Consultant’s resource built over a period of time.

Job seekers contact recruitment firms either through phone, email or walk-ins and register their Resumes with them.

 

How to apply for jobs through placement consultants?

 

In India, job seekers rely highly on Placement Consultants and recruitment firms in their quest for a suitable job.

 

The Job Hunting Cycle –

Identifying a Placement Firm – The biggest challenge for most job seekers is to identify good Placement Consultants, list of Placement Agencies, Employer Websites, in India & International - a valuable resource for all job seekers.  

 

Contact them – as soon as the list of consultants is pulled out, the next step is to contact them. Applicants may email their updated CVs in person or talk to them and explain their requirements. Applicants should be aware that this is an ongoing process and should be implemented properly. Remember, consultants often have their mail boxes Storage limits go as I remember to follow up their telephone.

                                                                                                                                    

 

Example of Global hunts leading HR consultants:

 

 

The recruitment process can be categorized in three phases, namely:

 

1.       Planning

2nd Application

3.       Closure

 

 

PLANNING – Structure, Focus, Identity and Prepare

 

In the planning stage, Global Hunt (GH), evaluates the needs and requirements of the clients to determine required set of skills, understand organizational behavior and relationships. Working as team with our client, we identify the required experience and other characteristics, necessary for the successful candidate.

 

The initial planning enable them in identifying needs of both the company as valid candidates, which further leads us in deciding on a search strategy to target on spot education, personality  and experience.

 

Mapping

 

During the period we are out of local and industry-specific, and the requirements of the companies responsible for identifying key competencies. There is a great responsibility, key result areas (Kras) contaminated with a foreign agency contacts, reporting and supervisory relationships, working conditions and to ötaja job descriptions, compensation packages, location and other necessary information.

 

Long list Generation

 

Science provides us with a long list of qualified candidates that are worthy, and will begin the process of searching for candidates, either from our own database, or a promotional set for the post.

 

IMPLEMENTATION- Preliminary Interviews short listing of candidates, Informal Reference checks, and client interviews and formal reference checks.

 

Preliminary Interviews

 

We select the potential candidates on the basis of experience, qualifications, strength and weaknesses and the ability of the candidate to the work-culture and ethics of the client organization.

 

 

 

 

List generation

 

The preliminary interviews result out in short-listing of highly qualified candidates. Once the reports are generally prepared and submitted in writing to our clients on four or five who fulfill the specified position closely.

 

Informal reference checks

 

We conduct informal reference check to verify the listed achievements and last experiences of the short-listed candidates. After this phase, a list is handed to the clients’ recommendations and assessments.

 

Client Interviews

 

After informal review of the references that we are planning a meeting, and the list of candidate cities to travel arrangements and handling of customer reimbursement of travel expenses. The wizard asks for both client and candidate feedback after each interview.

 

Formal reference checks

 

After client interviews, we conduct a formal reference check of the selected candidates contacts individuals  / companies that are capable of providing details of the qualifications, work ethics and other relevant feedback. The comments made by these are then reviewed with the client.

 

 

CLOSURE – Negotiations & offer, Follow-up / progress and handholding

 

 

Negotiation & offer

 

The Global hunt actively participates in the negotiation process including compensation. Both the client candidates draw on our in-depth knowledge of market compensation and benefits in discuss and plan a competitive and equitable package.

 

Follow-up Actions / progress

 

Understanding the importance of follow up / progress phase, we keep in touch until the time he /she joins the company.

 

Handholding

 

Following the successful candidate is a candidate at work, we are continuing dialogue with the candidate countries and the interests of the client. This handholding to ensure the smooth integration of the organization and implementation of goals and performance objectives.

 

Market share of HR Consultants in India

 

 

The Rs. 1, 600 crore job search market in India is dominated by consultants who have about 65 per cent market share. A majority of them are small players who use job portals for recruiting candidates.

 

 

 

The future role of HR Consultants

 

 

Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management.

In this role, the HR professional served executive agendas well, but was frequently viewed as a road block by much of the rest of the organization. While some need for this role occasionally remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example — much of the HR role is transforming itself.

The role of the HR manager must parallel the needs of his changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor.

Strategic Partner

In today’s organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives.

The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development.

 

  

Employee Advocate

As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy.

 

Objective of promoting more efficient methods of communication and empowerment through responsibility, builds employee ownership of the organization. HR professional to help define the organizational structure, culture and the environment in which people have power, the concern and commitment to serve our customers.

 

In this role, the HR manager provides employee development opportunities, employee assistance programs, gain sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

 

Change Champion

The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change.

 

The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this.

 

 

Conclusion

 

 

The Consultants play a vital role in staffing of clientele needs and provides employment for local people, however getting the right prospective candidate for employment still remains a challenge because of changing manpower requirements of the clients based on the project assignments they carry out and moreover the consultant should be acting as gap filler and also to care about the changing needs of preferences of candidates who look to be placed under better employer.

 

However, the consultants should provide advices for the employer for practicing finest human resources policies so that they can afford to retain the employees by providing lucrative benefits so that the dearth of quality professional can be reduced. It is up to employer consultant to vigil on the competition in the industry to match the requirements arising out of competition.

 

It is also important for the employer to prepare the right job description and forward the same to consultant, who can bring the right candidate for right job.

 

The consultant should not restrict themselves to staffing and should ease the difficulties faced by both prospective employees and employer. The consultant should be a good stragiest who can leverage the skills of prospective employee in placing them in right organization.

 

For the consultants the era has begined to create the new talent pool who can take the organizations to the reach its goal and inturn the consultants should cultivate to have immaculate systems and process of creating jobs in the market and finally to reduce the failure in the process of staffing.

 

 

 

 

 

 

References of Sources:

 

 

 

Reference1 – Recruitment and Selection, by Garry Dessler, Human Resource Development.

 

Reference2 – Training and development, by Ashwatappa, Human Resource Development.

 

Reference3 –Consultancies in India by Amity India refer website amity. edu.

 

Reference4 – All the tables are in the article are sourced from D&B Researchers.

 

Refernce5 – Recruitment process sourced from Globalhunt, leading HR consultant.

 

Reference6 –The other sources of data extraction from websites: jobsites. net, fresherjob. com, human resources. about. com

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                                               

 

 

 

 

 

 

 


Article Source:China Sourcing Blog Read More

India Retail Report ( http://www. bharatbook. com/Market-Research-Reports/India-Retail-Report. html ) predicts that total retail sales will grow from less than US$300bn in 2007 to almost US$711bn by 2013. Strong underlying economic growth, population expansion, the increasing wealth of individuals and the rapid construction of organised retail infrastructure are key factors behind the forecast growth. As well as an ever-expanding middle- and upper-class consumer base, there will also be opportunities in India’s tier II and tier III cities. The greater availability of personal credit and a growing vehicle population that provides improved mobility also contribute to a trend towards annual retail sales growth of 18% in US dollar terms. India’s nominal gross domestic product (GDP) was US$1. 17trn in 2008. Average annual GDP growth of 6. 5% is predicted to 2013. With population increasing from 1. 19bn in 2008 to an estimated 1. 27bn by 2013, GDP per capita is predicted to grow nearly 59% by the end of the forecast period, reaching US$1,563. Our assumption of consumer spending per capita is for an increase from US$594 in 2008 to US$1,104 by 2013. The growth in the overall retail market will be driven, in large part, by the explosion in the organised retail market. By this, we mean the familiar Western concept of chain outlets, department stores, supermarkets, etc. According to Investment Commission of India (ICI) data, this segment in 2006 accounted for US$12. 1bn of sales, or 4. 6% of the total retail segment. we forecasts that organised retail sales will reach US$76. 2bn by 2013, representing 10. 7% of the total. The second factor is the success that local firms have had in developing the modern concept. Domestic retailers such as Reliance Industries and Pantaloon will continue to invest heavily in growing their store networks and improving their in-store offerings, and the impact they have had on growth will only be boosted further with the arrival of expansion-oriented multinationals. Mass grocery retail (MGR) sales in India are forecast to undergo explosive growth over the forecast period. It predicts that sales through modern retail outlets will increase by 777. 4% to reach US$27. 2bn in 2013. This phenomenal forecast is a consequence of India’s dramatic and rapid shift from independently owned small-scale retail to large-scale modern outlets; although it must also be noted that this growth is forecast to come from a very low starting point. Retail sales for the universe of Asian countries in 2008 were an estimated US$2. 04trn. China and India alone in 2008 accounted for almost 93% of regional retail sales, with their combined share expected to reach 94% by 2013. Growth in regional retail sales for the period 2008 to 2013 is put at 105%, or an annual average 17. 6%. China should experience the most rapid rate of growth, followed by Indonesia and India. For India, the estimated 2008 market share of 17. 5% is expected to decrease to 16. 9% by 2013. Coverage: * Market Overview* 5-Year Retail Outlook* 5-Year Macroeconomic Forecast Scenario* Retail Sub-Sector Analysis* Business Environment Rating* Competitive Landscape & ProfilesKey Benefits of Report* Independent 5-year Retail Industry Forecasts for India to test other views – a key input for successful budgeting and strategic business planning in the Indian Retail market. * Target Business Opportunities & Risks in India through our reviews of latest industry trends, regulatory changes, and major deals, projects and investments. * Exploit Latest Competitive Intelligence & Company SWOTS on your competitors and peers through company rankings by sales, market share and ownership structure – includes multi-national and national companies.  Contact us at:Bharat Book BureauTel: 91 22 27578668Fax: 91 22 27579131Email: info@bharatbook. comWebsite: www. bharatbook. com 


Article Source:China Sourcing Blog Read More