Monday, March 30, 2009
Sunday, March 22, 2009
As a recruiter I feel the cycle time in closing positions has become longer!! For one, there is no low lying fruit, and each assignment is becoming tougher-as the employers now have a better choice in terms of talent available- and are in no hurry to hire since the competitions isn't !!
Validating my views are a couple of articles that Economic Times carried in the last few days!
Tough times call for tougher solutions! Companies are no longer content with 'maintenance or growth managers' without the skills required to manage crisis situations. Executive search firms are being asked to identify crisis or slowdown managers who have dealt with situations as varied as restructuring, mergers and downsizing. For example CFOs, HR managers who can take tough decisions, CIOs who can handle resource mobilisation during the current slowdown and CFOs to negotiate loans.
the sunrise industries : stem-cell research, drug development research, consulting in security and fraud management services-apart from pre-engineered building fabrication, personalised healthcare, clean technologies, power-plants.
the potential avenues :engineering services, avionics, defence electronic software and a whole avenue of healthcare software
Well, for those of whom are interested in knowing more about the specific mandates that Options is presently working on, here is a quick summary to some of the positions we are privy to!!
Saturday, March 21, 2009
Thursday, March 12, 2009
"It is increasingly clear that the current downturn is fundamentally different from recessions of recent decades. We are experiencing not merely another turn of the business cycle, but a restructuring of the economic order.
For some organizations, near-term survival is the only agenda item. Others are peering through the fog of uncertainty, thinking about how to position themselves once the crisis has passed and things return to normal. The question is, “What will normal look like?” While no one can say how long the crisis will last, what we find on the other side will not look like the normal of recent years. The new normal will be shaped by a confluence of powerful forces—some arising directly from the financial crisis and some that were at work long before it began.
Obviously, there will be significantly less financial leverage in the system. But it is important to realize that the rise in leverage leading up to the crisis had two sources. The first was a legitimate increase in debt due to financial innovation—new instruments and ways of doing business that reduced risk and added value to the economy. The second was a credit bubble fueled by misaligned incentives, irresponsible risk taking, lax oversight, and fraud. Where the former ends and the latter begins is the multitrillion dollar question, but it is clear that the future will reveal significantly lower levels of leverage (and higher prices for risk) than we had come to expect. Business models that rely on high leverage will suffer reduced returns. Companies that boost returns to equity the old fashioned way—through real productivity gains—will be rewarded.
Another defining feature of the new normal will be an expanded role for government. In the 1930s, during the Great Depression, the Roosevelt administration permanently redefined the role of government in the US financial system. All signs point to an equally significant regulatory restructuring to come. Some will welcome this, on the grounds that modernization of the regulatory system was clearly overdue. Others will view the changes as unwanted political interference. Either way, the reality is that around the world governments will be calling the shots in sectors (such as debt insurance) that were once only lightly regulated. They will also be demanding new levels of transparency and disclosure for investment vehicles such as hedge funds and getting involved in decisions that were once the sole province of corporate boards, including executive compensation.
While the financial-services industry will be most directly affected, the impact of government’s increased role will be widespread: there is a risk of a new era of financial protectionism. A good outcome of the crisis would be greater global financial coordination and transparency. A bad outcome would be protectionist policies that make it harder for companies to move capital to the most productive places and that dampen economic growth, particularly in the developing world. Companies need to prepare for such an eventuality—even as they work to avert it.
These two forces—less leverage and more government—arise directly from the financial crisis, but there are others that were already at work and that have been strengthened by recent events. For example, it was clear before the crisis began that US consumption could not continue to be the engine for global growth. Consumption depends on income growth, and US income growth since 1985 had been boosted by a series of one-time factors—such as the entry of women into the workforce, an increase in the number of college graduates—that have now played themselves out. Moreover, although the peak spending years of the baby boom generation helped boost consumption in the ’80s and ’90s, as boomers age and begin to live off of retirement savings that were too small even before housing and stock market wealth evaporated, consumption levels will fall.
Companies seeking high rates of income and consumption growth will increasingly look to Asia. The fundamental drivers of Asian growth—productivity gains, technology adoption, and cultural and institutional changes—did not halt as a result of the 1997 Asian financial crisis. And Asian economies—though they have rapidly deteriorated in recent months—are unlikely to be stopped by this one. The big unknown is whether the temptation to blame Western-style capitalism for current troubles will lead to backlash and self-destructive policies. If this can be avoided, the world’s economic center of gravity will continue to shift eastward.
Through it all, technological innovation will continue, and the value of increasing human knowledge will remain undiminished. For talented contrarians and technologists, the next few years may prove especially fruitful as investors looking for high-risk, high-reward opportunities shift their attention from financial engineering to genetic engineering, software, and clean energy.
This much is certain: when we finally enter into the post-crisis period, the business and economic context will not have returned to its pre-crisis state. Executives preparing their organizations to succeed in the new normal must focus on what has changed and what remains basically the same for their customers, companies, and industries. The result will be an environment that, while different from the past, is no less rich in possibilities for those who are prepared. "
Tuesday, March 10, 2009
" In 2005, the war for talent existed primarily due to the growth and expansion of companies. Employers’ need for top performers in 2009 is an even more critical component in the fight to survive. In order to get the most bang for their buck as an employer, to get the highest levels of production in tougher times and to get back to growing their companies, employers will thrive again only by finding and employing the best of the best. "
Sunday, March 08, 2009
It was on March 9th 2000 that a group of senior professionals from the recruitment industry met and conceived of an association that would represent the needs and aspirations of the industry as well as strive to eradicate unethical practices.
ERA today has 8 chapters and 240+ members spread across India, representing the interests of Search, Staffing and Selection firms.
The Indian Recruiters Day is a day of celebration for the recruiters of India. Over 300,000 recruiters from across the country will rejoice in the light of the acknowledgment of their efforts to the Indian economy.On this day, ERA is planning a number of activities at each of its chapter locations to bring together all the recruiters.
Sunday, March 01, 2009
An online interview made my job easier-and so I invited Chandra over to speak at our ERA Hyderabad chapter monthly meeting on Saturday!!
Typers tend to be more thoughtful and introverted, and hate live phone calls because they're time consuming and don't leave a searchable record. Typers tend to express themselves better with the written word, prefer e-mail, IM or SMS. He is involved in online generation of leads by activities like name sourcing, resume sourcing, background screening and data updation. ( A lot of these can be automated-helping research easier!)
Can we see what a 'talker' with a handful productive tools of a 'typer' can do??!
The challenge of any business or HR leader- is to ensure they address the need for new skills with the changing times!!