When a company is in dire straits, they call in the “Spin Doctors” “Risk or Crisis Management Consultants” to conduct damage control. Therefore, companies need to ensure that they have appointed the best practitioners to handle the situation.

There is no industry or area of life, which is not susceptible to crisis. All industries have their areas of crisis, and while categorisation of crisis is difficult, they can include acquisitions and expansion, hazardous materials, health care, law, litigation, mergers, product contamination, and so on. No matter how proactive the strategic input from the corporate communications consultancy is, there are the inevitable and unforeseen incidents that cannot be forecast.

For example, the mining sector has taken enormous strides to improve occupational, health and safety standards, thereby reducing the numbers of risk fatalities and injuries. However, one still reads headlines of mining disasters. Careful planning by examining and assessing the potential weaknesses within an organisation’s industry can well lessen future crisis. However, humans are not infallible, and there are events in life that are beyond control.

Risk and reputation management is another growth industry with many sectors procuring the services of risk management assessors for their business. While it is a common business practice in the USA, more professional communications consultants in South Africa are working alongside risk management teams to focus on the key areas of potential concern and to prepare tools in the event of a disaster.

Shyamala Gopinath, Deputy Governor – Reserve Bank of India said, “The way to manage downturn and sustain growth in the banking and financial sector is to take advantage of the present crisis and move forward by making IT spending cost effective and revenue generating”. She observed that in the past considerable focus of IT spending was on customer services and products which did not extend to internal audit, back office and internal operations of the banks. There was also a marked reluctance to spend on these areas as they were not considered profit centres. She thus emphasized the need for greater IT spending by the banks on internal governance and control. Gopinath further elaborated on the various initiatives taken by the RBI in converting Indian banking from brick and mortar banking to virtual banking.

“There is marked improvement in various processes like fund transfers and settlement including RTGS, NFS, ATM’s and others. Paper transactions still continue to be in high numbers, which also carry high risk. RBI is thus considering to shift high value clearing to electronic mode”, stated Smt Gopinath. She expressed concerns of fraud; software and hardware glitches and money laundering resulting into tremendous loss. Smt Gopinath concluded by saying that response required from the IT providers would be in terms of affordability, availability, reliability, adaptability, convenience and operational comfort.

“IT related concerns include inadequate governance, inadequate alignment with business requirements, system failures, inadequate segregation of duties, unauthorized access, malicious activities like hacking, cost overruns and data integrity issues among others”, pointed Gopalakrishna.

Echoing Gopinath’s thoughts, Dr K C Chakrabarty, Chairman and Managing Director, Punjab National Bank, in his address said that this was the time for the Indian banking and financial services industry to turn crisis into an opportunity and emphasized on the need to focus on inclusive growth by generating domestic demand.

“It is necessary to make banking and financial products and services accessible to billions of Indian people by improving penetration. Taking products and services to masses will provide the necessary stimulus to the industry”, said Dr Chakrabarty. Explaining the role of IT, he pointed that information technology and infrastructure technology are the two vital pillars which can be utilized to effectively increase access to the masses. “Though these are tough times, we must expand but cautiously. Two things to be avoided in managing downturn are complacency and inaction”, highlighted Dr Chakrabarty.

Key challenges that the banking and financial industry are facing today are in terms of industrial growth rates dropping, investor and consumer confidence levels decreasing, credit becoming costlier and others. Technology can be leveraged to address these challenges and the role of technology in providing effective solutions to banks in managing downturn.

Banks can have a new role to play and technology will have to be part of the solution. There is the need to review of projects undertaken during boom times. I like to direct you to the importance of assessing the viability and profitability of such projects and only continue those which would be essential and profitable. I would also emphasize on the need of simple banking and financial products. You don’t need ultimate sophistication in times of downturn, but simple products to reach the masses. I recommend relying on information, focus on data quality and application driven planning and budgeting for better cost management. I think the industry should invest in technology to bring the economy out of the downturn.

What is it that you want?

The way success relates to “freedom” lies in the ability to devote your life to causes that you deem as more soul serving than working to make ends meet. Whether you are after just a little more each month or getting to a position where you no longer have money worries, each business can generate what they are looking for with some focused attention on a few key factors. Financial meltdowns can serve a huge opportunity for you and your business with some work and a fresh perspective.

Why is a financial crisis your best opportunity?

The problem with being constantly cash strapped is that over time it can seriously affect how you perceive opportunity in the world. I’m going out on a limb to say that since there is no shortage of opportunity, a limited perspective is one of the major reasons why it is so hard for small businesses to recreate their bank balance. A limited perspective makes it very hard to overcome obstacles and hardship. The good news is that a financial crisis turns your life upside down. Crisis has always motivated people to make great changes in their lives and your financial crisis can be the same gift of change, if you choose.

I would recommend the following steps to “Turn your Crisis into Advantage”:

1. Keep things in perspective
Things are rarely so bad – or so good for that matter – as they appear initially. I’m not talking about tragedy and death, but rather the day-to-day mundane events that seem to create setbacks for mere mortals but that great leaders thrive on. If you are facing adversity it is probably because you are pushing yourself and your organization to achieve greater goals. This is a good thing.

2. Look at the big picture
When we discuss an organisation, military is always a perfect example. The military has institutionalized this idea by giving every commander at every level a second-in-command. This way, the commander can focus on leading the troops and keeping his eye on the enemy and the evolving situation, while the deputy takes care of administrative manners and the “rear area”. How many civilian organizations do this? I don’t think many, and they would surely be more effective and, yes, even more efficient if they did so. An added benefit is that the deputy can replace the boss in some circumstances, thereby giving a chance for much needed rest and recuperation during difficult times. When we build organisations we need to build principles to run these by it, not personalities who can run organisations. As in the lack of this certain personality the organisation might fall but with principles, others can run the organisation as per written ethics. Learn to coordinate!

3. Stay Calm and don’t Over-React
The workers get nervous when their managers start running like headless chickens. My advice to all who are leaders is that should project calm and resolve no matter what the situation, lest they unnerve those they are leading.

4. When in Doubt, Follow your Instinct
My observation of many of senior managers and other high-level directors in Europe is that they all trust their instincts and are highly intuitive decision-makers. When all is said and done, reason can only take you so far in your decision-making. Information is never perfect in any case, especially when faced with crisis. Intuition is simply an inner knowing that comes from years of practice and reflection on a particular subject. Great leaders usually have well developed intuition because they have so much experience and are used to considering the emotional aspects of a problem in their decision-making. Even more important though, is that they listen to the little voice that tells them that something is wrong or is good and they act on it.

5. Communicate and lead with emotion
In May 1940, Britain faced its most trying circumstances of the Second World War. Winston Churchill gave an address to the nation. His words, “I have nothing to offer but blood, sweat, toil and tears.” In a series of stirring speeches over the weeks and months of that difficult summer, he appealed to the emotions of Britons and rallied them using the values and beliefs they held dear as a people. He didn’t sugar-coat the situation and because of that he was able to create an overarching sense of purpose and mission to their struggle. Had he simply listed the balance of forces it might have demoralized the people. Instead he made them truly believe that Britain was a beacon of hope and right for the oppressed peoples of Europe and that they would come to their defence.

6. Reinforce success and build on strengths
There is a need for revision of all SWAT analysis. Review your weakness, work out new strategies to overcome these weaknesses. And find ways to improve your strengths and successes through cost effective ways. Peter Drucker is widely credited with the concept that managers should build on strengths rather than constantly attempting to correct weaknesses. He believed and taught this over many decades but many managers still focus on the negative side of life rather than the positive side. In economic terms, this is known as comparative advantage and it is the fundamental logic underpinning international commerce and free trade.

7. Accept Personal Responsibility
Regardless of the perceived cause of your crisis, accept responsibility for it. To quote a popular saying, “you Can’t change what you don’t accept.” While external situations may have caused additional hardships, take back control for the fact that the solution now lays in your hands. If your financial slop has been brewing over a longer period of time, begin to ask yourself probing questions about how you view achievement, yourself, success and other successful people to greater understand why opportunity may continuously elude. The main point is that people who are personally responsible no longer feel scammed, cheated or defeated because they take advantage of each situation as a learning opportunity. Become solution oriented and forget spending time thinking about things that do not change your circumstance.

8. Don’t Always Depend On Others
As soon as you decide that you cannot rely on others for your financial well being, you will no longer accept less than you deserve. Are you holding out for a little while forsaking the opportunity to Be and Have more? Continuous “help” from others is a problem because it serves as a band-aid that only delays the need to hit “rock bottom” and become resourceful enough to figure out a solid plan of action. While assistance can be a lifesaver for the short term, don’t exchange it for the reward of being able to choose how you want to live.

9. Accept That There Is No “Secret” Formula
There is no “secret” that we can also be privileged enough to have success too. All of the highly successful people we have come into contact with have only been willing to do a few key things that others are not willing to do. Financial independence comes with a price though. There is a price to pay for everything. Do you have the discipline to delay your gratification in order to make sacrifices with your time and effort until you reach your goals?

10. Research To Grow Larger Than The Problems You Face
Most of us eventually arrive at our destination not because we’ve intended it to be this way but because we’ve fallen asleep at the wheel. You can be sure that the one thing that greatly influences every financial decision in your business is your own personal mindset about success. Use this crisis as an opportunity to understand how your thinking differs from those who are in the financial position you want to be in.

Once you begin to shift your perspective you will be in a much better position to take steps towards fixing your financial situation.

11. Invest In Yourself First
YOU are the best return on your business. When you consider starting a business, start small. Examine your financial goals, talents and passions and then take some steps to invest in yourself and your future.

12. Learn To Take Calculated Risks
The day we finally became sick and tired of our limited choices was the day we decided to take our first bold steps towards a new life. We were able to risk what others do not because we felt we didn’t have much to lose. Despite popular advice, we chose to risk it all because the life we had would always be waiting for us if we “failed.” Do you take the risks required to advance towards your dreams? When you do take a risk and it doesn’t provide the results you seek, does the cynic take over and you give up? Mature your “entrepreneur spirit” by taking small calculated risks that will season your tolerance level for taking bigger risks in the future . Don’t let any “problems” along the way become a roadblock for you!

13. Be Selective
Too many people take financial advice from people who are not walking their talk. Is your “adviser” earning a wage from his advice or is he financially free because of his advice? Big difference! If it is financial abundance you are seeking then it pays to learn a little about what the rich do to get wealthy. How do they think, how do they work, how do they see assets, liabilities, time, and opportunity. Their perspective is much different than what you will find on TV or from the popular “money guru’s” currently dispelling their advice. Also remember that much of the so called wealth you see around you is swimming in debt so never feel envy or competition towards others.

In Summary
As a manager and a leader, the next time you are faced with a difficult situation, make a commitment to apply these principles. Even if you can’t do it well the first time, persistence will pay off. It will allow you to build resilience in yourself and your organization, and it will also contribute to making you a much more inspiring and effective leader.

Tips to Help You Come Out On Top

Few experiences in your professional life are likely to be as rewarding and exciting as the satisfaction that your first pay check at a new job brings with it. But before you feel the same sense of triumph, you have to learn the art of “Salary Negotiations” skills through a process that can make sense into the hearts and minds of jobseekers everywhere. So you’ve decided to move on from your current position and are about to start out on the jobs market. You’ve sent in your CV. You’ve had your interview and the job is yours. Now all you need to do is agree on the remuneration you will receive.

Annual reviews are also vital to career development. Too many professionals ignore the opportunity the annual review offers to improve their job. While the current economy might make salary changes difficult to come by, you can still win concessions in other important areas like training and new projects.

Most entry-level positions have set salaries that leave room for little negotiation. Mid-level positions typically have salary ranges of between 10 and 20 percent (i.e., a job paying €30,000 a year might have a salary range between €27,000 and €33,000.) Employers will negotiate within the range, but will rarely exceed it unless you are an exceptional candidate. Let’s say you are offered a position as Systems Analyst at a firm in the city centre. You have a good indication that other companies offer €40,000 per year. So you know that you will be looking for a salary at this range, as a minimum. So let’s say for example they come back with €40,000 as a figure. You could say “Well the figure you proposed to me has come in way lower than what I was thinking about.” They could ask “What range were you thinking of?” At this point I would look to say “Somewhere near the high €40K mark, around €48-49,000″.

Now they have an indication as to what sort of salary you are looking for. At this point they may counter back at €42,000. Say to them “Thanks for the offer. Unfortunately I don’t think I can commit to moving across for €42,000. I will have to speak with my spouse/partner/brother about this and see where we are with it. Can I get back tomorrow?” You are buying yourself sometime here with the negotiating. If you stay there, salary negotiation decisions will solely be on you and you alone. They can zone in on you making decisions. Referring to your spouse gives you a chance to think about it.

Next day, call them back. Explain you talked it over with your partner, but really can’t come anywhere near €42,000. €46,000 is the best you can come to”. They more likely will counter with €45,000. Now you can try to negotiate for better bonuses, more holidays and even health insurance. “I may be able to accept the €45,000 but to be able to do this; I would need an extra three days holiday added to my entitlements, and health cover”.

They may see your demands as too much here, but the reason for adding two extra things here is that they are more likely to give you one, rather than had you gone to them with just the one extra you were looking for.

Now, more than ever, successful negotiation requires careful planning and tactful skills to help you create a win-win situation for your prospective boss, as well as for yourself. The following tips will help ensure you don’t leave anything on the table.

For most of us, the interview process itself is already associated with tension and anxiety. The idea of addressing the potentially sensitive issue of compensation just adds an additional layer of complexity into the mix. Because of this, many jobseekers tend to put off the process of preparing for salary negotiations, choosing instead to focus their efforts on general interview groundwork and practice. As a result, the salary questions that hiring managers pose can often catch jobseekers off-guard and un-prepared.

Expect the Unexpected
Because jobseekers are often so focused on landing the position for which they are interviewing, it may seem premature to think about salary negotiations beforehand. In addition, most interview advice books and columns caution jobseekers to let the hiring manager make the first move when it comes to talking about money.

Although this advice is absolutely correct, you should still come into the interview fully prepared to discuss the issue of salary if the interviewer chooses to bring it up. Jobseekers who fail to prepare for the salary negotiation process are much more likely to undervalue themselves or to accept the first lowball figure that the interviewer offers up. So how can you avoid this all-too-common interview pitfall? I think jobseekers can easily overcome these obstacles with a bit of advance planning, practice, and preparation. Use these simple salary negotiation tips to set yourself on a course for competitive compensation throughout your entire career.

Conduct pre-interview research:
The old saying “Knowledge is power” definitely holds true when it comes to preparing for salary negotiations. With a firm base of factual details about typical salaries in your industry and region at your fingertips, you’ll feel much more confident when you embark upon the process of negotiation your own starting wage. Sources to check include industry websites, government labour data, and help-wanted ads from competitor companies. Online salary calculators and anecdotal evidence from your colleagues, friends, and co-workers can also be helpful, although it is important to take these findings with a grain of salt.

Be ready.
Learn all you can about your prospective employer’s goals. Then try to determine–as specifically as possible–the results you can produce. Remember, your new employer is seeking opportunities through a suitable match. By being able to clearly articulate the value you can offer, you put yourself in the best possible position for negotiations.

Speak up.
When entering the office of your interviewer, pick out something unusual and comment on it. It makes a good icebreaker. A positive comment from you will build goodwill and help overcome any adverse negotiation circumstances.

Is it money only?
Today’s two-earner and single-parent families bring other compensation issues to the table besides money. For many, quality-of-life benefits outweigh monetary compensation. If this is the case, ask about the availability of flextime, childcare, or telecommuting. Define exactly what you want, remembering that your prospective employer can be very creative in meeting your needs.

Plan and rehearse.
There’s an adage in negotiating that the person who speaks first loses. When asked about your salary requirements, do not specify a single-salary figure. Instead summarize the needs of the position as you understand them, and then ask the interviewer for the normal salary range in the company for that type of position. Should you be presented with a range, remember that while this sets salary boundaries, it does not preclude bargaining on quality-of-life benefits.

Don’t settle on an unrealistic salary range:
After you’ve developed a clearer understanding of the salary ranges that are prevalent in your industry, it’s time to develop a general range that you feel comfortable with. Consider your salary history and current rate of compensation, and make sure that the upper end of your stated range is slightly higher than what you actually expect to receive. That way, you’ll leave a bit of wiggle room for the negotiation process. If you are asked the question, what are your salary expectations? Your answer should be like this, “Well, obviously I would like to be on a top salary for the role as I see myself bringing great value and experience to the company, as well as determination and commitment. What do you think is a fair salary for what I hope to bring to your company?”

Write it down.
As you reach agreements on terms of employment, put them in writing so there isn’t any backtracking later in the process. If an agreement is on paper, neither party should be able to contest it.

Bite your tongue.
Never let yourself become angry or frustrated. It’s better to excuse yourself from the interview for a few moments than to get hostile and alienate a potential boss. Playing “hardball” with a new boss won’t score points. Negotiations that go negative will damage a relationship before you begin the job.

Build a persuasive case for yourself:
Master the kind of evidence you’ll need to prove that you’re well worth the salary you’re requesting. To refresh your memory and sharpen your argument, compile proof of your salary history, a list of your major qualifications and accomplishments, and evidence of the ways in which you’ve helped your past employers save money, increase earnings, or improve efficiency.

Hone your pitch and map out potential responses:
Try to anticipate the counterarguments that the interviewer is likely to put forth after you’ve named your desired salary range. Create and get comfortable delivering a one-minute “elevator pitch” that sums up your qualifications, experience, salary history, and potential value. Cast a critical eye on your argument and look for any loopholes or inconsistencies that the hiring manager may pounce on.

Focus on Issues.
If your interviewer has come as far as making a job offer, and you reach an impasse in negotiations, stick to the issue important to you. You obviously have perceived value. One divisive issue will most likely not keep the negotiation from resulting in a mutual agreement. Remember, a negotiation is a series of give-and-take issues. Your prospective employer doesn’t expect to win every one.

Sit on it.
Don’t prematurely discuss salary before acquiring information about the job or before communicating your qualifications. When the time comes and you are presented with a first offer, use timing effectively as part of establishing your value in the eyes of your prospective boss. Don’t be too quick to accept the first offer and don’t worry that the employer will change his or her mind because you ask for more. If you’ve interviewed well, you’re already the front runner.

Consider alternative concessions:
These days, many companies are operating under strict budget constraints that may limit their negotiating power when it comes to setting new-hire starting salaries. Brainstorm a few other bonuses, benefits, and non-salary perks that you might accept in lieu of compensation. Possibilities include schedule flexibility, personal leave, profit sharing, reduced-cost benefits, and professional development opportunities. Just make sure to get the total package value in writing before you tender your response.

Win-Win.
One key point to remember about successful salary negotiation: the deal must be a win-win situation for you and for your employer. Think in terms of the whole pie, not just your slice of the pie. The bigger the pie, the more everyone gets. And isn’t that the best way to start a new job?

With a little advance planning and preparation, you can take some of the stress and guesswork out of the salary negotiations process. Armed with these strategies, you could be experiencing that first-pay check thrill in no time at all!

Today let’s talk frankly and avoid the polite, self-help crap and I’m going to blow off some steam. Why Employed People are not Just Grateful? Why do people don’t value employment anymore? If you are a manager you would probably have the privilege of talking to everyone, and getting to move around a lot, so you will get to see a lot more of what goes on. The more you see the less you understand. Employment seems to be a scarce asset right now, am I right? Not many people are lucky enough to find work because the economy is so bad globally at the moment. So how come the people with jobs aren’t trying a little harder to hold on to them? Customer service and employee morale both seem to have dropped to ridiculously low points recently and it’s to the point where no one cares at all about following the rules or what other people think, it’s just 100% self-concern, 100% of the time.

I have observed in some busy capitals in the world these days, if you go for lunch break to let’s say to a local fast food restaurant. Usually the parking lot is a bit small so spaces are limited and as such the drive-thru line is meant to stretch around the building. Instead of going around the building to get in line everyone just lines up, back out onto the road, and sits there, blocking the road waiting in line. The worst part is IT’S LIKE THIS EVERY DAY. Everyone that goes there at lunch seems to line up into the middle of the road (sometimes up to 15 cars lined up in the road). If you are an honest one and try to do the right way and go around the building, you’ll have no chance of getting your meal within your lunch break. All those are breaking the rules of being civil and NO ONE EVEN CARES.

What is causing this selfish, rebellious, “me first” attitude? Where the hell is this coming from? Why doesn’t anyone notice? I hear from most of my friends when we get together and talk about work, majority of the staff will do everything within their power to stay un-productive. In Europe most office chairs are empty on Mondays, especially the younger workers, who had been in clubs over the weekend and had too much to drink and after having too much of fun, can be bothered to go to the boring work. Here if you are sick, no one can question you for the first two days and you only need a doctor’s note for three days or more consecutive sickness. Some employers have started to cut the pay for the first two days. Amazingly NO ONE STILL CARES. They don’t care that if they skive off work, no one else is going to do it, or that they might get fired. They just don’t give a crap at all. Almost like they don’t care if they lose their jobs, but WHY THE HELL NOT?

A friend of mine is the general manager of a 4* deluxe hotel in Dublin and he recently went on vacation for a week. He left on a Sunday and got back on the following Sunday. On the Wednesday while he was on vacation the deputy general manager sent him an email letting him know that she was going on vacation, and that she was leaving that Friday and not coming back for 10 days. She left without coordinating a busy weekend, where the hotel had conferences, weddings and important group arrivals and group diners booked. In short, leaving so much of responsibility to no one without caring that how many staff was available, how much of supplies were in stock etc. While she was gone there were many, many problems and complaints that took place in this busy airport hotel. I would think that any self respecting general manager would fire someone who abandons their job with 3 days notice WHILE YOU ARE ON VACATION. But somehow he didn’t really make too much of the fuss and she’s still working there.

Another example is of my neighbour, who went on vacation with his wife to Euro-Disney, without permission from his boss and they were gone for a week. When they got back my neighbour went to work and his boss sent him home for another week as “punishment”. Just like putting a kid on time-out. WHAT IS GOING ON?

I just don’t understand what is going on with the work force or even people in general. NO ONE REALLY CARES ABOUT ANYTHING. It’s so obvious, in the way parents treat their children, employees their jobs, people their environment and the people around them. People, if you don’t watch the back in front of you, then no one’s going to watch yours.

Stop being silly just for fun, let the guy sitting on the side road drive into the road in front of you, pick up the trash you see on the ground, stop ignoring the world around you before it ignores you. Life is good, but you’ve got to make it that way, and the fact is you can’t do it alone! It’s real easy, JUST BE NICE! We tell our kids this then we cut people off, yell, force our ideologies on others and curse etc. at people right in front of them in the car. What do you think your kid is really learning from you? Have you ever even thought about it? Do people ever think any more? If you make life more difficult for other people, chances are life will become more difficult all around! The solution? “Make life better for everyone, even just even in tiny little ways and soon we will be happier.

Now let’s look at the bigger picture and look at what the world’s politicians are doing? Are they behaving any better than ordinary people we discussed as above? I don’t think so!! I don’t blame Iranian President to get mad at some European nations and the USA in Durban 2 conference for their injustices and unfairness, especially when it comes to dealing with Muslims. Why are they supporting Israel and turning a blind eye to their cruelty. Is this the way forward for eradicating terrorism and extremism from the world? I don’t think so, until you start being fair to all parties, you will never achieve the world peace and this world will not be a happy place.

I am bit confused about how to start my writing on double standard of our society. According to Islamic School of thought, Business shares 75 percent of total of capital while 25 percent remains within Jobs. Business is a responsibility, where every one aspires to adopt Corporate lifestyle. But entrepreneurs should follow business ethics instead of blaming to bureaucratic tactics and Administrative machinery of Private companies.

Well, in this article, I would like to put some light on so-called Expert Businessmen, who have strong religious norms to differentiate between “Hallal” and “Haram”. I question the interpretation they have brought about the business ethics while forgetting real norms of doing business?

I know many readers will consider me wrong because Businessmen are excelling in their respective businesses. Ok Ok Ok… I agree, I do belong to a business family, who has been in business for last 40 years. Business is in their blood and soul. Their experience in business is approximately double of my age,Business for my family is passion and hobby. So they contribute a lot in community welfare and charity programs too. However this corporate class in small and metropolitan cities of Pakistan is always found to be blaming bureaucrats for their corrupt methods of making money in wake of Million of Rupees in Customs, Taxation by looting Janta (Public).

On being inquired about the transparently from business class that why they offer bribe to corrupt officers, they find to be abusing these officers off the record, but buttering in front of them for their monetary gains. If you again ask them, why do you offers bribe, they reply that it’s only an option to refund our taxes, otherwise they will not refund their taxes.

I understand that business community has a genuine problem that this system is corrupt and they have to bribe for getting the refunds backs… But on the other hand, you can think of low salary of bureaucrats and administration of private companies. It is impossible for them to manage a house in the high Inflation. I sometime do take part time in my family business, which is to sell packaging material to Textile, Chemicals and others, etc.
Few days back, I went to leading Textile company, i supposed to meet with Purchase Manager, and I had to sell packaging to them. I tried hard to convince him for buying our material and market my product as marketers do, but he was not ready on my terms, even I was offering competitive price with High quality products. Then I tried be friendly with him, and tried to oblige him. And see!!!!! In this effort i realized that he gave me clues to offer company low weight and quality products with same high price. I told him that I will dispatch sample to you for approval.

Hah!!!!! What was that? Is it ethical according to our religious values, I am not blaming any one, because before blaming anone i have to mend myself first. Similarly many cases in Govt. machinery can be found. Honestly speaking, I am unable able to understand the double standards of our so-called religious society. Actually, to whom we are deceiving? I am for sure, deceiving our self.

So I deem it wise to suggest to Business community along with the administrative machinery of public and private organizations that Business is profession adopted by Holy prophet (p.B.U.H) too. So we should not wage unethical practices while doing business. I feel it is somehow impossible considering ground realities of this country, but we can endeavor to reduce the ratio as Sitara Group left banking interest on their businesses adopting Islamic Banking system. I request to business Community that has no willingness to shun unethical business practices, please do not blame bureaucrats and administration of private companies for their bribery issue. Because, this is we who strengthen their lust. Ultimately, there are very few batches of businessmen, who try to stay away from unethical business practices and follow Islamic Code of Business Ethics; they are equally successful only difference is that the follow the directions of consciences.

There was a time, when HR Managers conducted most of their interviews confidently in the belief that an offer of employment, if extended, would likely be accepted. Today, however, this once-bedrock assumption is no longer universally true. According to a recent study conducted by a leading recruitment firm, as many as 35 to 50 percent of all job offers are now routinely rejected.

What do you think happened? Well, the race for talented employees has heated up considerably over the past several decades. Due to globalisation, industry’s growth has exceeded all expectations, so that the demand for qualified workers often outpaces the supply of willing applicants and this happens despite the current credit crunch. Perhaps most importantly, today’s employees place much more focus on finding meaningful and fulfilling work.

Be Wise and “Make the Right Offer at the Right Time”:
It’s still possible to attract and recruit the right candidates – it just takes a bit more forethought and planning than it might have in the past. The challenge lies in figuring out what’s most important to your incoming hire – and then devising a comprehensive offer that meets those needs.

The old “one-size-fits-all” approach to job offers just doesn’t work in today’s hyper-competitive labour market. To win the talent wars, you’ve got to take a long, hard look at your organization from the outside in and figure out exactly what you’ve got to offer to today’s up-and-comers. As most candidates will check your websites, news paper or internet reviews to find out more about your organisation. They will even ask questions by calling the organisation and most would like to know, for example, if you were an organisation who were a holder of “An Investor in People Award”. Here are some guidelines to help you get started.

* Don’t make an offer too soon:
Overly-eager HR Managers who make an offer for a position too early in the process can scare off candidates who want to take their time and fully consider all of their options. Even if you’ve got a strong gut feeling that you’re looking at “the one,” take your time and really showcase all of your organization’s features and benefits before you extend a formal offer.

* Money’s not everything:
There’s long been a mindset among many HR or Hiring managers that increased compensation is the best way to ensure that a job offer will be accepted. Salary is a significant part of the equation, to be sure, but increasingly – especially among younger workers – it’s only one part of a bigger picture. Try to avoid focusing so much on salary issues that you overlook other factors.

* Position the job as part of their goals for career success:
During the interview process, you had the opportunity to learn a lot about what the candidate is looking for in a long-term career. Now it is your chance to emphasize the way that this role will fit in perfectly with their plans. Most candidates would be very happy to achieve the organizational goals as long as they achieve their own personal goals on the way. Don’t forget to mention the potential for future growth and career development opportunities, as well.

- Don’t forget to lay up organizational “Extras” that hold appeal for the Candidate:

There are some benefits that can’t be quantified in terms of salary or status, but still hold enormous appeal for some candidates. Is your organizational culture tightly-knit and informal? Surely, I don’t expect to you to offer something to the incoming hire as an exception to others, but things like, health care insurance, Gym memberships etc are very common benefits. Instead of mentioning all the benefits, don’t forget to highlight the ones’ which overlap, confluence and will resonate with your candidate and emphasize them when you’re extending a formal offer.

It may not be as easy to find qualified, willing applicants as it used to be, but with just a little thought and preparation, it’s simple to devise a smart, targeted job offer that even the most selective candidate will find it hard to turn down.

Image Courtesy: Summit Hill Recruiting Inc

When asked what the best work environment is, most people would mention a good relationship with supervisors and co-workers. Also right up there at the top of the list is working in a place where they look forward to starting their shift. While these things are important to the employees, their answer may be more industry specific than for other workers in different career tracks.

For example, hospitality industry is heavily based in a strong dedication to a pleasant environment and friendly interaction with others. It only makes sense that employees would welcome that the same courtesy and friendly positive environment and relationships be extended to them as well as part of the hospitality family.

Regardless of which industry is in question, most fields of work can be very stressful. Generally speaking workers look to company policy and management’s example to determine their own behaviour towards their co-workers. Working under fire in most industries is easier when the employee knows that a professional, productive team is there to help. For this reason, excellent staff interaction is a must.

Helping to weed out or correct the behaviour of a disruptive influence in the work force is an excellent way to ensure a productive work environment for all of your employees. In addition to monitoring the staff’s relationships, a good example of employee/management communication is vital. Keeping an eye on staff interaction doesn’t need to be time consuming for the management team. He or she only needs to observe body language and listen for negative verbal clues to become aware of a problem. What happens after that is a matter of individual company policy. The staffs often take their cue from the behaviour of the management team. Management always should be aware of the power of their behaviour. Negative behaviour will breed less than positive actions in the staff. If respect and truly listening to employee’s concerns takes priority then a great work environment is sure to follow.

For example “Asking them what works best, which can be done in a staff meeting or one-on-one (One can use a more formal method such as a suggestion box, but you need to keep it active and personal to send the message that (1) you really do want their suggestions and (2) their ideas are important. Otherwise, you end up doing what I call “managing by announcement,” that is, decreeing something and expecting it to happen because you said so.”

Another feature that makes a great work environment is a company that will show its appreciation of an outstanding employee with a sought after promotion. Workers who know they have an opportunity for advancement are more likely to stay in the company and provide years of excellent service. They know they are valued and return the favour by being the best at their job. I think, “An excellent manager is the one who is always on the lookout for their replacement and helps the employee get there.” An incredible work environment is a place that promises to advance gifted employees and makes good on that promise.

Attention to personal and professional safety is another attribute of a great work environment. This could mean for example, providing your staff with clean, high quality rubber mats in notoriously wet places on the floor and making a fully stocked first aid kit a high priority in every department. Proper ventilation if they are working in kitchens and in areas where potent chemicals are used is a good way to be considerate of your employees’ comfort as long as the system is appropriate under health code guidelines. And keep an eye on the staff stress level if working in the financial environment. Properly maintaining workers’ environment helps to reduce the number of accidents and gives your company an outstanding reputation among quality employees.

The best work environment is one dedicated to not only the customers, but the employees as well. Adding that all important personal touch when forming relationships with your employees will guarantee your company will keep the quality work force it has and attract many more. After all, we all believe that “Customer is the King” and offering services in any industry is all about courtesy.

Many job seekers have been taught that interview success depends solely on their ability to answer the questions put to them in an impressively professional and knowledgeable manner. However, while the answers
you offer up will play a big part in determining how you come across in an interview, they’re really only one
piece of the puzzle. In fact, some job search experts say that the questions that you pose in an interview can be equally important in helping you make a positive first impression.

A Two-Way Street
Although the hiring manager clearly has the upper hand in most interview situations, that doesn’t mean that he or she should be the only one asking questions. According to Tony Beshara, author of Acing the Interview: How to Ask and Answer the Questions that Will Get You the Job, the best interviews are more like lively back-and-forth discussions than one-way interrogations.

By preparing and posing a few pointed questions of your own over the course of the interview, you’ll be able to accomplish two important tasks. First, you’ll highlight your ability to think on your feet, respond to emerging situations, and analyze information quickly. Second, and perhaps most importantly, the right questions will allow you to get a better sense of what it’s like to work for the company – and help you figure out if the position is right for you.

What Should You Ask?
The questions you pose to the hiring manager should include queries you have prepared in advance of the interview, as well as follow-ups relating to topics that come up over the course of the discussion itself. Use these tips and techniques to craft questions that will help you succeed in your next interview. Avoid the obvious. Although you can definitely boost your profile by posing the right kind of questions, not every query will score points. Don’t ask questions to which you already know the answer, or that you should have been able to find out on your own with a little pre-interview research.

Involve the interviewer
Rather than focusing solely on the company as a whole, personalize your questions by targeting the interviewer’s experience with the team. Ask the hiring manager to recount favorite experiences or to discuss the company’s main strengths and challenges.

Delve deeper.
Try to formulate in-depth questions that showcase your analytical ability. Take the information the interviewer provides and use it as a jumping-off point to move towards a deeper understanding of the issues at hand. Rather than responding with surface-level questions, kick things up a notch, focusing on more complex queries that begin with words such as “how” or “why.” Even when you’re asking pointed questions, there’s no need to submit

Put a positive spin on things
your interviewer to the third degree. It’s important to come across as enthusiastic and optimistic about the
position and the company’s prospects, even when you’re digging deep for more information. If the company is facing tough market conditions or stiff competition, ask about these challenges in a way that conveys your confidence in the organization’s ability to thrive in even the grimmest of circumstances.

End with a call to action
After you’ve put a number of in-depth, intelligent questions to your interviewer, your last question should always focus on the next steps in the h iring process. Ask about the schedule for making a decision, or whether you can provide any additional information. It’s always to your advantage to leave the interview with a clear understanding of what comes next, so take this opportunity to ask a few questions about the way that the process will unfold. By posing a few questions of your own in your next interview, you can showcase your analytical skills and uncover new insights about the company and the position. If you want to land your dream job, all you have to do is ask!

Can you Fight to Survive

Like people, organizations are living entities that need a certain level of care to stay healthy. And just like the human body, an organization’s health (its culture) may coast along fine for a while. But if its health is abused (business corruption) or neglected, with attention focused on immediate gratification (quarterly profits) instead of long-term health (strategic planning, corporate governance, continuous improvement, etc.), then the health of the organization will begin to decay.

Consider how the human body deals with infection. When a foreign entity mounts an attack, it triggers an automatic response from the body’s immune system. White blood cells attempt to fight the intruder based on memories of foreign entities the body has encountered before. If it’s a familiar intruder, the cells know what to do. If they fail, however, the wise person seeks an expert opinion and follows the recommended steps (medication, life changes, surgery, etc.) to recover. Organizations are the same. If the health of a business is neglected, it’s likely that the business is also lacking an immune system to defend it against attacks (external variables such as financial rate fluctuations, supply chain damages, system and network failures, natural catastrophes, etc.). Without a defense system in place, attacks might even go unnoticed for a while. When a problem is discovered, the organization’s cells (its people) scramble to resolve the issue using the same thinking and tools that worked in the past. If they’re lucky, and if the damage isn’t too great, they succeed. If not, the organization limps along inefficiently, much more vulnerable to the next attack. So what’s the lesson here? Simply put, businesses will not survive the current economic upheaval unless they focus on long-term health, and put an effective immune system in place.

In the GCC especially, many businesses, with some exceptions in the oil and gas industry, are young and inexperienced when it comes to dealing with a crisis of this magnitude. Having never encountered depleted cash flow, tumbling energy prices, denied credit, a faltering real estate market and diminished tourism, GCC businesses have not yet built up an immune system that can respond quickly and effectively to such attacks.

The Secret to Survival In The Living Company (Harvard Press, 2002), researcher Arie De Geus writes that the longest-surviving companies have several qualities in common. First on his list? The organization’s ability to learn and adapt. De Geus calls on organizations, particularly Human Resources, to be strategic in their approach to long-term survival. What does strategic adaptation entail? It will differ for every organization, but here a couple excellent examples. In the mid-1900’s, Toyota was struggling to survive as consumers demanded more variation. Toyota’s production lines were not set up to accommodate short, varied runs, and redesigning the lines would constitute a major change for the company. Enter two innovative Toyota employees, Taiichi Ohno and Shigeo Shingo, who solved the problem by introducing the ability to quickly “changeover” sections of Toyota’s production line so that different models could be built on the same line. This change, and others they proposed, became the basis for the Toyota Production System (TPS). Since then, Toyota has remained one of the most consistently profitable automakers in history. The other example is DuPont’s swift and smart response to the recent economic meltdown. In October 2008, well before the extent of the crisis was apparent, DuPont CEO Chad Holliday called his top executives together and asked them to investigate what affect the problems on Wall Street might have on the company. Their predictions were dire enough that Holliday activated DuPont’s Corporate Crisis Management plan. The plan is, in essence, an immune system. It’s designed to help company executives assess the cause of a problem, put measures in place to insulate the company from damage, and inform employees of their role in combating the issue. In this case, strategic cash flow and savings plans were put in place very quickly to help the company weather the storm.

In these examples, both DuPont and Toyota displayed the ability to adapt and change – the keys to survival. More importantly, they did not do so in a panicked, “cold turkey” way, but in a strategic manner. Although change was accomplished rapidly, especially in DuPont’s case, both companies had systems in place that allowed them to adapt quickly without cannibalizing their company resources or abandoning long-term goals. Like Toyota and DuPont, businesses that are struggling today can learn to change and adapt strategically. How? By implementing healthy practices, such as Lean (which evolved from the Toyota Production System), the business will become more resilient and agile so it can adapt to different challenges. The organizational immune system can be restored using Lean Six Sigma, which alerts management to attacks before they get out of control. Managers and employees must learn Innovation techniques and creative problem solving to help the organization combat various attacks. And business leaders need to recognize when an expert opinion is needed, and seek help.

What’s Your Plan for Recovery?

If you think about it, for the past few decades, humanity has been growing smarter about how to stay healthy. The result is longer life expectancy for many people. In the business world, the challenging economy may ironically produce more millionaires than ever before because many people will choose to get smarter about how to recover and survive.
Consider these recent examples:

• Circuit City vs. Best Buy
• Office Depot vs. Staples

In both of these pairings, one company is dying while the other is surviving. These “twin” companies bring to mind Jim Collins’ ongoing research, which he documented in Good to Great: Why Some Companies Make the Leap…and Others Don’t. The key difference according to Collins? Failed corporations are often victims of systemic decay. “Cancer can make you sick on the inside and look great on the outside,” Collins observed. “That metaphor kept coming into our brains. One company was already sick. You don’t fall visibly until you are in the next to last stage of decline.” Collins also noted that corporate decline is largely self-inflicted. “Whether you endure or die, fall from iconic to irrelevant, depends more upon what you do to yourself than what the world does to you.” Thus, healthy companies require smart leaders who are committed to adapting and making strategic changes. These leaders will build a solid professional foundation that can withstand uncertainty. As a result, their organizations will not only survive, they’ll likely make the greatest gains during the economic recovery.

We all are aware that today we are in a “Learning economy”. If you are not abreast you are obsolete in a few months. This question would be in the mind of almost every ambitious employee, what does your organization do or should do for your professional development ….in both “on-the-job” and “off-the-job” areas?

Most companies have written down policies on Employee Development and spend very little money or the time actually doing the Employee Development. However, I have listed 10 main points for the readers to explore:

1. Stress training as investment:
The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While it’s true that training can be costly up front, it’s a long-term investment in the growth and development of your human resources.

2. Determine your needs:
As you probably don’t have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback. Ask yourself, “How will this training eventually prove beneficial to the company?” Repeat this process as your business needs change.

3. Promote a culture of learning:
In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.

4. Get management on board:
Once you have developed a prioritized list of training topics that address key needs within your company, you need to convince management to rally behind the initiative.

5. Start out small:
Before rolling out your training program to the masses, rehearse with a small group of users and gather their feedback. This sort of informal benchmarking exposes weaknesses in your training plans and helps you fine-tune the training process.

6. Choose quality instructors and materials:
Who you select to conduct the training will make a major difference in the success of your efforts, whether it’s a professional educator or simply a knowledgeable staff member. Having the right training materials is also important — after the training is over, these materials become valuable resources for trainees.

7. Find the right space:
Select a training location that’s conducive to learning. Choose an environment that’s quiet and roomy enough to spread out materials. Make sure the space is equipped with a computer and projector, so you can present a visually stimulating training session.

8. Clarify connections:
Some employees may feel that the training they’re receiving isn’t relevant to their job. It’s important to help them understand the connection early on, so they don’t view the training sessions as a waste of valuable time. Employees should see the training as an important addition to their professional portfolios. Award people with completion certificates at the end of the programme.

9. Make it ongoing:
Don’t limit training solely to new employees. Organized, ongoing training programs will maintain all employees’ skill levels, and continually motivate them to grow and improve professionally.

10. Measure results:
Without measurable results, it’s almost impossible to view training as anything but an expense. Decide how you’re going to obtain an acceptable rate of return on your investment. Determine what kind of growth or other measure is a reasonable result of the training you provide. You’ll have an easier time budgeting funds for future training if you can demonstrate concrete results.

Image Courtesy: http://www.perssyst.com/

“Entrepreneurship – Is it merely the assumption of risk and responsibility in designing and implementing a business strategy or much more? It is actually incredible force and Engine of growth”

Entrepreneurs—people within communities who organize, manage, and measure the risks of a business or enterprise—are essential to building the economies of urban and rural areas across the country. Rural areas conventionally lost their young people to big cities with more career opportunities. Eventually, the more businesses will create the more jobs, the more jobs, the better the economy, the better the economy, that outcome the better our life style.

We cannot deny the role of Young Entrepreneurs in building the improved economy. Young Entrepreneurs often try to bring new business ideas those are based on New Business Models and Emerging Technologies. However, Conventional entrepreneurs never try to become a pioneer in these markets. In fact, they try to follow other businesses and industry leaders to reduce the level of risk. I agree with them up to some extent, but the adoption of business strategy in limits is not always healthier for significant business growth.

Moreover, SHELL—a leading MNC in the Petroleum marketing sector has its Corporate Social Responsibility program, which focuses on spreading Entrepreneurship among youngsters. This vibrant program has title name “LiveWire” Globally, and in Pakistan “Shell Tameer”.

It primarily appreciates Young Entrepreneurs with eye-catching prize; 1000cc Car, Motor Bike, Lap Tops, and much more and also offers mentoring through Business Leaders and Business Experts. Shell arranges Shell Tameer Award each year; in which they receive profiles of Successful Young Entrepreneurs across the country. They mostly prefer those Entrepreneurs, who have some unique and unconventional kind of business in limited resources. For instance, they nominated their top prize to Taj Traders— a new Young Entrepreneur, who has Bangle making small unit in Hyderabad, along with it, he is exporting to USA, UK, and UAE, and contributing in country’s economy.

In addition to The Indus Entrepreneurs (TiE), a leading Non Profit Entrepreneurship Fostering Body, Which is based on Silicon Valley, USA, is principally focuses on spreading the Entrepreneurship globally. TiE was founded in 1992 in Silicon Valley by a group of successful entrepreneurs, corporate executives, and senior professionals with roots in the Indus region. There are currently more than 12,000 members and over 1,800 charter members in 49 chapters across 11 countries. TiE’s mission is to foster entrepreneurship globally through mentoring, networking, and education. Dedicated to the virtuous cycle of wealth creation and giving back to the community, TiE’s focus is on generating and nurturing our next generation of entrepreneurs. TiE has created wealth & helped boost the economies of geographies in which it operates – it is estimated that over $200 billion of wealth creation has resulted from varied TiE initiatives. Besides its flagship event, TiECon – the largest professional conference for entrepreneurs, TiE now has a wide range of programs including Special Interest Groups (SIGs), TiE Institute, Deal Flow Meetings, TiE Young Entrepreneurs, and, most recently, TiE Women’s Forum and CEO Forum.

TiE have three chapters in Pakistan; Karachi, Lahore, and Islamabad. They are really very helpful for Young Entrepreneurs in case of Business Plan Competitions, Networking forums, Start Ups, Mentor-ships, Entrepreneurial summits, and much more. All these locals’ chapters are operating by renowned Entrepreneurs of the country.

What I believe is that Entrepreneurship is an incredible force. It is the engine of growth, jobs and opportunity and deserves to be celebrated. One Visionary Entrepreneur can change this World, for instance, Bill Gates, and some conventional entrepreneur with broad vision has spirit to achieve their Goals, I cannot forget to put name of the great entrepreneur from the Indus Region, yes off course, The great Late Dhirubhai Ambani, a founder of Reliance Group, who created enough wealth, and entered in Richest People List, It cannot be created in ordinary way in short span of time.

Moreover, I would like to draw your kind attention to shocking fact that there is no claimed Billionaire in term of Dollars in Pakistan according to Forbes Richest List. But our neighboring; India have four Billionaires in the list of Top Ten Richest People in the World. Pakistan’s major population comprises of Youth, and Young people should stand up, and Work on Entrepreneurship, which will surely create jobs, but also make significant contribution to the economy. We should keep the example of founders of Multi Billion Dollars Corporations; You Tube, Face Book, Google Inc., and numerous others; they are in the list of Young Billionaire due to their strong vision, and commitment. What they did, they turned the people’s problem into profitable solution. We youth as future of Pakistan cannot do? We people are as much talented and passionate than rest of the world. What is actually required? Is it Funds, Extraordinary Ideas, Management, or what else? I believe all the components are essential to take a successful start up. 

I would like to conclude that World is Open to us, so Mentors, who are Successful Entrepreneurs in their respective field should guide Young Entrepreneurs, and teach skill of taking measurable risk with its implementation. Venture Capitalist should promote concept of Venture Funds in Major Cities, as well small cities of Pakistan, because, there is unmatchable potential in our youth from Middle class background. In this regard, TiE Local chapters, and Universities should take bold steps towards Fostering Entrepreneurship in the region. This can lead them into renowned producers of Entrepreneurs in the World.