opening for Zonal Sales Manager /Key Account Manager - Mumbai (real estate industry)

MPOWER Consultants is a fast growing Recruitment company specializing exclusively in the permanent placement of personnel. It is promoted by a set of professionals from the industry having strong domain expertise with plenty of potential.

MPOWER consultants are perfectly positioned to assist any company in finding the right candidate or finding any candidate the perfect job.

One of our esteemed clients ( Times group)have requirement for their Real Estate Vertical (magicbricks.com)

Position- Zonal manager / Key Account Manager online Space selling for real estate industry only.


Work Location - Mumbai

JD for Zonal Manager

*Years of exp: 5-8 (Corporate Sales)
*Team handling exp- 3-4 years

CTC :Upto 10L pa plus other perks. ( based on current ctc & relevant exp & qualification)

*Qualifications: MBA mandatory

*Background: B2B online sales exp, Ad sales, travel portals, concept selling personnel preferably ( real estate exp not desired)

*Reporting to:RM

*Team under ZM: 2-3 AMs (each AM will further have 2-3 sales guys working under him)

*Job responsibilities:ZM will be responsible for assessments of sales opportunities and target clients, intelligence gathering on customers and competitors, follow-up sales activity

2) JD for Key Account Manager

*Years of exp: 2 to 4years (Corporate Sales & Client retention)

*Individual contributor role

*Qualifications: MBA mandatory

*Background: B2B online sales exp Preferred,

For online space selling profile(B2B Sells)

CTC : Upto 6 L pa + Incentives and other perks

Good communication skills.

MBA - MKTG Freshers can also apply(only male candidates for this position)

Max Age eligibility for all above positions - 35yrs

Please note the designation & CTC is based on relevant experience,current ctc, knowledge & qualification)

Key skills/functional knowledge required:

*Working knowledge of computers
*Fluent in English, Hindi & local language

(Please note that job would involve meeting target customers like Builders/Architects/Brokers/Property Consultants)


Interested candidates can mail their updated CV to sonia@mpowerconsultant.com along with the following details mandatorily-

Current CTC- Fixed
Expected CTC-
Notice Period-
Availability for Interview -3rd DEC 2012 - 2TO 4PM

Please note candidates who have already applied or appeared for the interview in past 6months need not apply again.

candidate having only corporate sales experience and willing to change the industry & move to real estate industry can apply for this position.

Incase if you dont find this profile relevant then please ignore this mail.

Thanks & Regards
Soniyaa Thakur
www.mpowerconsultant.com

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From Point A (strategy) to Point B (execution)

From Point A (strategy) to Point B (execution)

- By Rajan Kaicker, executive chairman and MD of Franklin Covey India

    Strategy or execution, what is more important? Do they go hand-in-hand? Is one more pertinent than the other? And how does an organisation decide what it will apply when? To begin, perhaps it's a good idea to look at a simple definition of what we call ‘strategy’. It is simply deciding annually where to go from Point A (where you are) to Point B (where you want to be) in the broader context to enable the organisation to achieve its mission and thereby, its vision over the chosen time frame.
    Organisations often have a handful of top executives responsible for formulating strategies.They design the strategy after months of research and refinement. As a result of this process, they are not only absorbed in their strategy, but also need to contribute effectively. Nevertheless, employees and other stakeholders who are required to adopt and execute such a strategy may not have the same level of connect with the thinking.
    Thus, it is essential to understand the real meaning of communication.The key questions to ask are - how do you tell your employees about the organisation’s strategies and make sure they buy in? How do you know their perception or interpretation of the communication? What if they have not understood you at all?
    Few companies take the trouble to explain the larger mission of the enterprise.While mission encapsulates your purpose, the vision is your purpose achieved with excellence. Now strategy is your journey from mission to vision, broken into annual plans. Organisational values are how you treat each other on that journey.
    Every company aims to achieve the following: market share, profit, delighted customers and engaged employees. But, how do they achieve just that with full buy-in from all stakeholders?
 

This requires four critical deliverables:  

 

1. Focus – Laser sharp focus in the midst of the day-to-day tsunami of distractions;  

 

2. Leverage – Understanding that all actions are not equal;  

 

3. Engagement – How do we know that teams are constantly engaged? 

 

4. Responsibility – How do we know that every team is taking ownership for what needs to be done and are self-motivated to take steps? These four deliverables cannot happen until the above principles are in place.These will help you deliver the strategy consistently, interdependently and in a self-motivated manner thus ensuring that your strategy and execution go hand-in-hand.

Post M&A challenges TIPS FOR A SUCCESSFUL INTEGRATION

Post M&A challenges

TIPS FOR A SUCCESSFUL INTEGRATION

    In the first quarter of 2012 alone, USD 415.4bn worth of merger and acquisition (M&A) deals were announced worldwide and this number is set to rise. Organisations engage in merger and acquisition activities for a variety of reasons like strategic growth, access to new technologies or capabilities, or expanded geographical scope.
    However, research done by KPMG shows that over 80 per cent of mergers and acquisitions fail to produce significant benefits and about 50 per cent ultimately reduce the value of both companies involved.
    Numerous studies have shown that the largest obstacles to a successful post deal integration relate to human resource challenges such as loss of key talent or productivity, conflicts in management styles or cultures, and slow decision-making. On the whole, employees view the merger and acquisition integration process as a threat. Here are a few key areas to follow for a successful integration.
COMMUNICATE VISION, STRATEGY AND PLANS During the pre-deal due diligence process, companies spend a great deal of time, energy and effort understanding the value proposition of the target organisation and determining the synergy strategy of the ultimate ‘combined organisation’. However, once the deal is closed, organisations often neglect to effectively communicate the strategy. Employees of the acquired company need to understand that they will still continue to be valued. Employees of the acquiring company need to understand the reasoning behind the acquisition and how it will impact the current organisational strategy. It is better to communicate a ‘draft' plan, and ask for involvement and feedback, than to maintain silence on the integrated strategy.
IDENTIFY AND RETAIN KEY TALENT Regardless of the strategic justification of the acquisition, ultimately all acquisitions are about people! It is imperative for the acquiring company to quickly identify the key individuals required to sustain the value proposition. Focused communication and retention plans should be put in place for each of these individuals. This retention plan should not solely be based on monetary rewards; it should also include plans on growth opportunities, career path options, engagement and involvement.
ESTABLISH FORMAL INTEGRATION To ensure employees remain focused on their jobs, they need to understand how the integration impacts the management and organisational structure of the new combined organisation. To avoid organisational paralysis, it is vital to immediately communicate the new structure and any changes in reporting lines or approval levels. Even if the new structure is temporary or transitional, it is better to communicate the plan versus leaving the employees ‘wondering’.
TAKE ACTION With any integration, it is always assumed by everyone involved that some organisational changes that impact individual positions are inevitable. Fear of the unknown is always more disruptive to an organisation than dealing with the known. If there are known plans to integrate departments or consolidate roles or locations, these plans should be communicated as soon as possible. This will allow employees the time required to deal with the change and plan appropriately.
    To summarise, the key to any successful merger or acquisition integration strategy is to communicate, communicate, and then communicate some more.
    The author is VP- HR - India,
    Middle East & Africa for Emerson

Miscommunication, a sudden shift in job roles, changing expectations, restructuring – the reasons that make a twisted and an ambiguous job profile are many.

The job profile dilemma

Miscommunication, a sudden shift in job roles, changing expectations, restructuring – the reasons that make a twisted and an ambiguous job profile are many. But under such a circumstance, who should one reach out to - the line manager or HR representative?

>> PROFILE WORRIES “When you have a problem with your job profile, it typically means that you are taking a serious look at where you are in your career and reflecting on your goals. This is a time when we need a coach and/or mentor,” explains Vaidya Nathan, CEO, Cassle. It seems obvious that your immediate superior is the person you would need to talk to, but you hesitate from doing so for various reasons. “Most of the time, somebody higher up in the hierarchy could be an effective mentor. They have walked this path and know what needs to be done to get to where they have reached. Asking the boss could be a natural reaction; but could lead to anxiety. This is because, the boss is also our reviewer and may begin to perceive the
    employee a little differently;
    also, you could not be
    open while discussing
    career anxieties,”
    reflects Nathan. 

 
>> A TWO-PRONGED APPROACH While on one hand your boss is the person who best understands what you do, it is the HR manager that has the wider picture of why and what you were initially hired for. So, what is the right approach – take your issues to both quarters simultaneously or give one party greater priority? “In my view, it should be a consultative approach. The HR head will have a good perspective from the organisational viewpoint; however, the line manager, or the immediate line manager will have a functional perspective, which is equally important when addressing such issues. Such people issues should be proactively addressed – through reviews, appraisals and feedback mechanisms. It is important to have a mechanism through which such feedback emerges and gets addressed before it becomes an issue or a problem for rectification,” advises Vijayaraghavan, head of HR & corporate communication-India and Malaysia, Stempeutics Research, a Manipal Group Entity. “Definitely, your boss or his/her boss can help. In right conditions, their inputs will be more authentic since they also would have observed you and keep your strengths in context. Alternately, you could reach out to some qualified person in HR. They could play the role of a coach. They would know of different career paths, and competency maps, especially relevant to the organisation. Also, they would have the capability to listen and understand your aspirations and goals and guide you along. Talking to them might be less anxietyprone. But they will not have the kind of insight, both into you and the job that your boss will,” suggests Nathan. 

>> ACT EARLY Of course, issues with one's job profile are best resolved at the time of hiring as Khitish Koorapaty - HR manager,
    Courtyard by Marriott
    Chennai says, “As a
    candidate, I feel that it is the
    responsibility of the associate to
    understand his/her job profile at the time of the interview. Any and all questions have to be clarified at the time of the interview itself. Having done that, I feel that the associate can either reach out to the line manager or HR. There is no specific order.” Nathan offers a third option, “Apart from this, there is one other very effective option, which is worth considering - talking to your peers (both inside your company as well as outside) will be very effective.” Thus, you have not one but three different sources to consult in case of job profile anxieties. And hesitation to do so will only accentuate your anxiety; so go ahead and consult!

With innovation and creativity becoming success drivers for any organisation, it is important that it gives its employees the freedom to get innovative and creative with their job roles too.

Role definition

With innovation and creativity becoming success drivers for any organisation, it is important that it gives its employees the freedom to get innovative and creative with their job roles too.

    Today, a large number of companies are encouraging employees to have flexible roles, rather than pre-defined and strict ones. This enables them to expand their working frontiers to multiple departments and make ‘free’ decisions on projects or products. Such a work structure can prove very beneficial to the company as it ensures that the human resources are being put to best use and enables them to stay in line with the latest market trends.
    Gyan Daultani - VP (HR & resource management group), Nihilent Technologies tells us the advantages offered by a flexible job role for the employee and employer,“A flexible job role discards the monotonous nature of an employee’s day-to-day responsibilities. Flexibility in the role can add a significant element of ‘change’ in the working environment. An employee is not confined to perform under strict or pre- defined areas and can try to add value to his/her existing role by exploring tasks in related areas.”
    On the other hand, there are certain advantages to a rigidly defined job role as well, that should also be kept in mind. Rajesh Rai, director, HR at Expedia India elaborates on the same,“Rigidly defined job roles are very much requirement-based. They work best where the need for such roles is paramount. It is very common in organisational structures, processes, and roles that are rigid in which each part of the organisation does what it is designed to do and hence makes ‘rigidity’ an important feature of accomplishment for employer and employee productivity. Such roles are utilised to increase efficiency when tasks and technologies are relatively stable.”
    But, which of the two is better in today’s scenario? Daultani answers, “Most of us believe that today’s world is based on ‘knowledge workers’. A professional has to be skilled in his/her area of work as well as knowledgeable about related areas. This calls for continuous learning and innovation into job roles, which can be achieved only if we have an open-minded approach towards our roles and responsibilities. As a rigid structure does not allow the freedom to think beyond a framework, an open-minded approach can be accomplished through flexibility in job roles.”
    Kamal Meattle, CEO, Paharpur Business Centre, enlightens us on how flexibility in job roles inculcates innovation in an organisation,“Flexible job roles give a professional ample opportunity to think and be creative as his/her mind is free from boundaries and obligations. In a flexible role, one can also manage time in a much better way and there is an increased feeling of personal control over schedule and work environment. Though it does not mean that if a person doesn't have a flexible role, his/her creative juice will stop flowing, it does however encourage one’s growth.”
    Hence, thought should be put in whether flexibility or rigidity in job roles is more beneficial to one’s organisation and accordingly, a suitable work structure should be defined for the employees to enhance their productivity.

Technological advancements in IT and social media have fostered easy and hassle-free internal communication among employees.

‘Internal’affairs

Technological advancements in IT and social media have fostered easy and hassle-free internal communication among employees.

    The mechanism of internal communication of an organisation is a vital component of its everyday functioning. A smooth system for internal communication not only keeps employees abreast of the latest developments in the company, but also enables them to work in sync with each other across different departments. In this sphere, social media and IT have truly revolutionised the present systems used by organisations. They provide innovative and cost-effective solutions for internal communication while being highly efficient and productive.
    Zarir Batliwala, HR head,TeamLease IIJT, tells us why a good system for internal communication of employees is necessary in an organisation,“In today’s high-context work environment, the role of effective internal communications takes on great significance. Happy employees make for a happy organisation. How employees perceive the organisation is crucial for its success. Internal communication helps to build a positive corporate culture, which acts as a catalyst to enhance employee morale and productivity.Workplaces today witness a rapid change of business focus from time to time and often, the speed of change causes a lack of clarity among the employees. In the absence of an effective internal communication process, an organisation will have to depend on lesser reliable channels to disseminate crucial information to its employees.” Social media and IT play major roles in developing an effective system for employees’ internal communication today. Shourya Chakravarty, sr.VP & head – HR, Aptech Ltd, elaborates, “Today’s employee communication mechanisms have to be in the digitised format because that is where today’s generation spends most of their time daily! Employees across agegroups prefer the digitised space more as compared to the printed space.The role of IT is critical here as it has to build effective and interactive tools, which can further the purpose of employee alignment with the organisation.There must be an online grievance redressal mechanism, so that employees can feel that their issues are heard.Webcasts are another way for the organisational leadership to stay in touch with employees and connect with geographically-spread employees. Social media usage has picked up phenomenally fast, especially with mobile apps.” Keyuri Singh, vice president – HR, Blue Star Infotech, explains through the example of their company’s system,“In Blue Star Infotech, we have tools such as: >> Ozone: A community-driven corporate intranet that connects all our employees together and hosts discussion forums and blogs on various subjects of interest; >> Yammer: A social network service that allows the management and employees to tweet within the organisation to post information and updates; >> Open Minds: An online ideation platform for employees to post queries and ideas, which are discussed by all employees for new business ideas or innovation; >> Video conferencing, Microsoft Communicator and Skype: These are tools to communicate even when remotely located; >> Facebook presence: To connect friends (ex-employees, employees and other interested parties) together and share updates and get a feedback.” Technology has thus, revolutionised teamwork and workplace atmospheres. Mathew Job, MD, Racold Thermo Pvt. Ltd., elaborates, “Technology has made teamwork and workplace atmospheres more effective. It enables employees to know the significant and relevant company developments, which consequently helps in raising the morale and motivation of employees, and thus increases productivity.The much-needed feedback from employees to top management and vice versa creates a transparent and smooth working environment.” Thus, IT and social media can play an invaluable role in strengthening the internal communication system of a company.
Do you use technology at work while communicating? Tell us by clicking on ‘Global HR Policies’ at www.ItsMyAscent.com/HRZone 

Will the modern-day leader ever adopt a more collaborative leadership style

THE SOLO ACT?

Will the modern-day leader ever adopt a more collaborative leadership style,

    Leadership has for long been regarded as a norm wherein one person takes charge of the entire function in the organisation and the rest follow the league. However, as the world evolves and businesses expand across the globe, the essence of leadership is developing too, rapidly. Leadership is no longer about ‘one-man show’, but a more collective effort where each person takes the onus of his/her job. What is the reason for this shift? Smita Affinwalla, head of consulting, DDI India affirms, “Yes, there is a shift happening in terms of responsibility being given to more individuals at an earlier stage of their careers. However, conversely, in terms of accountability, the parameters seem to be moving in the opposite direction with the span of accountability for senior leaders only increasing rapidly. Since very often accountability happens without direct control, the level of personal influence required by senior leaders today is rapidly increasing.”
    N. Chandramouli, CEO, Comniscient Group feels that leadership is going through a paradigm shift, “By saying this, I mean that now there are no specific roles for a leader and they have to pave their path as they traverse it. The shift is largely due to the fact that the times we do business in are changing. And in such times, the role of an organisational leader has become precarious. To seek opportunities and avert threats in such an environment is no easy task. Therefore, adaptability has become one of the biggest needs of the current leader.”
    Given the present economic scenario, should leaders operate individually or work as a collective team where each person gets to take charge of his/her job? “Every organisation today is built on a collective team effort, since no one individual can know or do everything. Also, organisational structures are getting more complex and matrix-oriented as opposed to simple, linear structures of the past. This, in itself, necessitates collective team work,” shares Ashish Bhasin, chairman India and CEO South East Asia, Aegis Media.
    The present economic scenario is peppered with stress and turmoil. It is very challenging to work alone in a situation that demands so much of you. “Expertise is now a necessity, and that narrows down the pool of common knowledge even further. It is therefore highly necessary that leadership over nuances be shared, as not everyone can make sense of every bit of information,” reveals Rajan Kaicker, executive chairman and managing director of FranklinCovey India.
    “The top rung leaders are definitely ready to give up - the question remains, whether the second rung is ready to think beyond the obvious, equip themselves enough, and build a framework of success,” says Rinku Basu, head, Geometric Learning Institute & organisation development, Geometric.
    Thus, effective leadership is no longer the job of a single leader; it is more a collaboration of teams to form the 'leadership pillar'.

Job in Mithibai College Mumbai

While most organisations have ad hoc approaches to talent management, it is found that most of them do not have a formalised talent management system in place

Talent management, HR’s KRA?

While most organisations have ad hoc approaches to talent management, it is found that most of them do not have a formalised talent management system in place

    In a changing business environment, a well-thought out approach to talent management is most responsive to identifying and nurturing necessary talent. While most organisations have ad hoc approaches to talent management, it is found that a large portion of them do not have a formalised talent management approach. This can often lead to strategic gaps in fully recognising potential issues and problems such as difficulty in recruiting for vital roles within the organisation; inability to respond swiftly to the changing external environment and issues w.r.t promotions taking place before people are ‘ready’.
    While most organisations would agree that a talent pool is vital to move an organisation forward, it is equally important to nurture and encourage this talent from within the company. In other words, everyone from the leadership downwards should be willing and able to nurture internal talent.
    Managers need to see talent management as a part of their role and actively undertake its identification and development. It should also form an integral part of the organisation’s strategy and business planning process and gain a buy-in and commitment to undertake the necessary responsibilities.
    Competency frameworks are a great tool to help identify talent and offer a clearly defined set of expectations to measure performance. Well-structured competency frameworks encourage organisations to think about performance in terms of demonstrated behaviours rather than subjective opinions regarding what is effective versus poor performance.
Thus, identifying and nurturing talent require organisational buy-in, particularly from the senior management and a structure to support the process.
KEY AREAS: Identifying talent with the use of targeted recruitment strategies, competency frameworks and assessment techniques; Managing and developing talent using tools such as performance management systems and 360° feedback; Matching talent to where it is needed through career and succession planning processes.

What is the ideal time to quit without obviously irking the bosses?

TO QUIT OR NOT TO QUIT?

What is the ideal time to quit without obviously irking the bosses?

    Is twelve months the magic timeframe after which you can quit or is two years a better choice for acquiring skills that will help you find a better job? What exactly is the ideal duration for staying on in a job?
    You find them in every organisation – the ones who began their careers in a particular company and will probably continue working there until retirement. And in certain cases and industries, that may be a wise choice. But in most cases, a successful career is rarely built upon a single job. “Stay as long as you are learning, growing and contributing, but when it becomes tedious and stagnant and there’s no room for advancement, you better start looking,” advises Sameer Bhariok, director HR, Eli Lilly and Company. The ideal duration for ploughing on in the same job has changed over the years. “It used to be two to five years, but you have to be careful. On an average, four-five years is the accepted norm, depending on your
function and level. A shorter timeframe is often seen as ‘job hopping’, which employers don’t appreciate. Longer, and you might get stuck at the company. Leaving during a time of crisis, or after the company has significantly invested in a person (by way of premium quality development interventions, above average pay/benefits) leads to bitterness and burning of bridges. Also, much depends on how ambitious and how much of a go-getter and risk taker are you,” suggests Bhariok. “If a smart person is willing to devote time and focus on acquiring the skills required, on an average, it takes him/her about 18-24 months to be ready to move on to a greater role,” says Debabsis Nayak, director, Data64 Technosolutions Pvt.
    “From the perspective of both, the employee and employer, staying too long with a company means a winwin situation for both the parties. Longer association has positive implications and proves the employee is some one who is reliable,” opines Govind Rammurthy, CEO & MD, eScan Microworld. “Unless a job is grossly mismatched with a
    person’s abilities,
    there can be no positives out of staying for a
    short span in the same job. Staying too long may take the challenge out of the job and makes it less exciting and routine. In such situations, the person will simply do his/her job mechanically without giving his/her best,” remarks Nayak.
    “If you are in a company you respect and admire, you find it meaningful and satisfactory being associated with the company that compensates you fairly, then it is probably well worth to make serious efforts to address the issues and salvage that relationship via constructive win-win dialogue and open communication, before you think about throwing in the towel,” concludes Rammurthy.

India Inc, superstitious at heart?

India Inc, superstitious at heart?

    TeamLease released its latest study in the ‘World of Work’ series on Superstitions@Workplace.The study found that a major segment of the Indian corporate workforce still finds sanctity in their superstitious beliefs to herald success, and this applies across the board. The survey revealed that overall faith in personal belief or superstition is quite high (62 per cent) among employees in India and more than half of respondents (51 per cent) follow superstition at their workplace.
    While Vaastu Shastra and Feng Shui are the most common practices followed at the workplace, the personal favourites are lucky charms like stones, colour-specific items, specific number oriented items and the ubiquitous bamboo shoot. The study also states that the management in India is generally adaptive to various superstitious beliefs of employees and does not restrict them from practicing it at work as long as it does not negatively affect productivity. Additionally, a majority of the senior management members at companies themselves believe that superstitious practices are more prevalent at the top of the order.  

KEY FINDINGS:  
Overall,faith in personal belief or superstition is quite high (62 per cent) among the target respondents;
Dependence on superstitious practices is found to be higher in Bangalore and New Delhi as compared to other cities;
In the modern workplace,employees enjoy the liberty of following their personal beliefs,with no resistance from the management;
Senior management respects employees’ superstitious or personal beliefs in their organisations;
Chennai reflects a high optimism on the influence of superstitious practices on their work front (72 per cent),whereas Mumbai reportedly disagreed dramatically (22 per cent);
There’s unanimity on the definition of Vaastu/FengShui being typecasted as ‘superstitious’ with 45 per cent respondents buying into that view;
High willingness of employees to follow superstition/beliefs at the workplace (81 per cent) is an eye-opener,with an equally high belief system seen across the senior management too;
95 per cent of the respondents reported a conducive cohesiveness in opinions amongst peers/subordinates about superstitions.

Job in Nirmal Lifestyle

Job in Nirmal Lifestyle

The perception of engagement varies from employee to employee

The engagement quotient

The perception of engagement varies from employee to employee. Experts discuss the need for tailor-made practices

    Engagement is fundamentally an individualised equation. What might keep one employee engaged might turn-off the person sitting in the next cubicle. There are many variables that can impact one person’s engagement, and the mix is individually unique. To be truly engaged, individuals need to be satisfied with their immediate work role and career opportunities. Employees feel satisfied when they accomplish results and know that their contribution is recognised and is adding value to the organisation. This leads to maximum satisfaction and contribution. “Every employee’s relationship with his/her job is different, and what engages one is also different than the rest. For example, for some individuals, technically challenging work keeps them ticking, while for others, visibility (both internal and customer-facing) makes a difference. This is because every individual comes into an organisation with a different ‘lens’ – his/her family background and upbringing, education, peers, socio-economic class, aspirations, etc – and a combination of each of these defines what truly engages a person,” illustrates Rakhi Panigrahy, regional head (West) - employee engagement, Geometric.
    “At Standard Chartered, we have built the aspect of ‘individualisation’ in all our employee engagement initiatives and interventions. ‘Different Strokes for Different Folks’, wellness initiatives or ‘Indoor Sports Challenge’ are a few amongst the wide array of engagement initiatives that we have undertaken,” points out Madhavi Lall, regional head - HR, Standard Chartered Bank, India And South Asia.
    Raghavendra K, VP and head HR, Infosys BPO thinks slightly differently, “If an individual has the ‘I can do it’ attitude and is willing to take things as they come, I don’t see the reason why he/she should not feel engaged. An individual who sees the glass either half full or half empty will never be able to feel truly engaged at work.”
    So what are the variables that can impact an individual’s engagement at the workplace? According to Manoj Biswas, HR lead, Accenture, “While there is no one panacea for leveraging employee engagement, there are some broad variables that influence employee engagement to a great extent: 1) work/job role - employees must see a link between their role and the larger organisation goal. Understanding this linkage provides intrinsic motivation and increased engagement; 2) rewards and recognition - the bottomline is that people work to earn, which helps fulfill ambitions and 3) skill and knowledge enhancement is not only important for the employees, but also provides a learning culture.”
    So, the next time you feel disengaged about something at work and your colleague doesn’t, don’t fret; it’s only natural.

A report reveals that over 80 per cent of employees in Delhi and Mumbai do not personally know the people they send out regular emails to.

KNOW THY COLLEAGUE?

A report reveals that over 80 per cent of employees in Delhi and Mumbai do not personally know the people they send out regular emails to. And the rest across India don’t really invest in ‘relationship-building’, discovers

    How well do you know the person sitting next to you at work? How often do you spend time with your colleagues outside the workplace? Have you made any friends at work or are you amongst those who barely even talk to your colleagues? According to a recent report, despite spending a majority of our time at work, we don’t really know our colleagues too well and often do not make an effort to build on the relationship.
    Cadbury Celebration in partnership with Ipsos, a global market research company, has undertaken an in-depth survey, ‘Cadbury Celebrations Connect Survey’ to comprehend the impact of shifting values, varying lifestyle and technological changes on young India’s relationships, specifically at the workplace. The survey brings forth the glaring disconnect between colleagues across urban India with Mumbai and Delhi leading the trend. An abysmally low six per cent and twelve per cent of people working in Mumbai and Delhi respectively know their colleague sitting next to them, both professionally and personally.
    Chandramouli Venkatesan, director, India snacking & AP developing markets – chocolate lead, Cadbury India says, “With increased work pressure, frenetic lifestyle and changes in family structure, today’s technology is enabling us to connect with people faster and in more efficient ways. However, these forms of communications create an emotional barrier. Today, we have moved away from traditional ways of communicating with people and meeting them personally, expressing delight in person and doing things to evoke positive emotions from other people have become passe.”
    So, what are the factors impacting these relationships? Varkha Chulani, clinical psychologist and psychotherapist, Lilavati Hospital, associate fellow & supervisor, The Allbert Ellis Institute, New York City, USA believes that the survey is largely true at least in the metro cities of Mumbai/Delhi. “Time and emotional investment are needed to forge relationships. With scarcity of both, time on hand and emotional stamina, people may be resistant to forming ‘new’ unnecessary liaisons. Also, many a times, personal space intrusions are perceived as unprofessional,” she explains.
    While individuals on their own can improve the quality of their relationships with their colleagues, organisations too can do a lot in creating a positive environment. According to Amit Das, senior vice president, group HR, RPG Enterprises, “Organisations need to deploy customised engagement interventions and communication strategies catering to employees segmented on the basis of demographics, nature of business, cultural diversity and align employee expectations and aspirations effectively to enhance the overall bonding and relationships amongst the employees.” “Social initiatives where employees come together for a social cause further infuse a spirit of togetherness. Initiatives such as these create a happy workforce that fosters collaboration and team spirit and further help increase employee productivity,” informs Manoj Garg, head of HR (consumer business and central functions), Airtel.
    Karthik Kumar, director, Rage Communications further advises, “To promote good relationships, companies should operate at two levels - one the formal one, where there should be clear policies for employees that show all employees are treated fairly, transparently and without bias. At the second level, companies should encourage inter-personal informality in the form of team lunches, celebrating events, etc.”
    Looking at the way relationships are fading these days, rather than clicking on that ‘send’ button, wouldn’t you feel better by walking up to your colleague and sharing a good moment?

Excellent opportunity to work with India’s largest financial services company

People from all walks of life, be it experience professionals, Businessmen, Chartered accountants, Doctors, Engineers , Teachers or any person who would like to be part of India shining are welcome to join the huge economic giant of India.
As per the global survey Financial Planning/Advisory Services are considered to be among the top 5 professions around the world.

Benefits of being a financial Advisor of LIC:
You will be trained on the LIC products, through the 50 hr training of Products, online or the offline mode, whatever mode suits you. Online training you can undergo from the comfort of your home.
Real Tangible Benefits

1) YOU WILL RECEIVE PENSION ON RETIREMENT.

2) YOU WILL RECEIVE GRATUITY OF RS 2 LAKHS ON RETIREMENT.

3) YOU WILL GET MEDICAL BENEFITS UPTO 125000.

4) YOU WILL GET LOAN FOR HOME AT SUBSIDISED RATE OF 7% UPTO RS 8 LAKHS.

5) YOU WILL GET RS 1 LAKH EVERY YEAR TO MAINTAIN YOUR OWN OFFICE.

6) YOU WILL GET RS 15000 EVERY YEAR FOR TOURING WITH YOUR FAMILY.

7) YOU WILL RECEIVE INTEREST FREE ADVANCE FOR PURCHASE OF TWO WHEELER/ FOUR WHEELER UPTO RS 20 LAKHS.

8) YOU WILL RECEIVE INTEREST FREE ADVANCE FOR PURCHASE OF LAPTOP & PRINTER UPTO RS 1 LAKH.


9) YOU WILL GET TELEPHONE/MOBILE BILL UPTO RS 10000 PER YEAR.


10) YOU WILL GET AIR FARE FOR ATTENDING CONVENTION & MEETING/ TRAINING.


11) YOUR LEGAL HEIR THAT IS WIFE/HUSBAND/SON/DAUGHTER WILL RECEIVE YOUR REMUNERATION IN YOUR ABSENCE.


12) YOU WILL GET FREE GROUP INSURANCE UPTO RS 2,80,000.


Desired Candidate Profile
He /She Should be of at least 18 Years or above.

• Good communication skill, able to convince people

• Hard working, never give up attitude, goal oriented

• Explore the customer’s financial needs in life-related investment and insurance needs areas, select appropriate product to meet these needs from the company’s product range, gain customer agreement to purchase, accurately complete sales documentation

• Obtain referral to further prospects where appropriate
• Customer Relationship Management.
• Participate in relevant training arranged by the company, take initiative to keep abreast of developments in products & services, company policies, procedures, sales process & organization
YOU HAVE A FIXED MONTHLY INCOME FROM THE DATE YOU RESIGN OR RETIRE, i.e -Royalty Income.

Opening for Marketing Manager - Mumbai

Greetings from Ross Warner HR Solutions ISO 9001:2008 (Formerly Known as Kosmic Rays Hr Solutions) is a professionally managed Recruitment Selection Firm, with over 20 years experience in building successful careers in successful organizations.

We would like to share with you an excellent opportunity in Mumbai.

Job Profile: Marketing Manager

Job Description:

We are looking for a highly-competent search marketing manager with
significant success in handling search engine optimization (SEO) for large
portals. The successful candidate will be expected to plan and drive traffic
acquisition strategy for some large B2B/ B2C websites, while managing a
small team of content and SEO executives.

CTC - Rs.8.5 -Rs.10 lakhs per annum


Key responsibilities:

* Develop and execute SEO and other traffic acquisition strategies for
* some large B2B portals in niche industry verticals. Be responsible for
* continuous growth in relevant traffic.
* Lead and manage a team of SEO and content executives, with overall
* responsibility for achieving targets in these areas.
* Plan and execute SEO-related developments on the websites,
* working closely with the technical/ development team.
* Provide strategic inputs to content editors and guide content
* executives to maximise attraction and retention of traffic from all
* content generated.
* Keep clients apprised of latest developments/ trends in the realm of
* search engines and traffic acquisition, with specific actions necessary
* to maintain their leadership position.


Skills/ Experience Required:

* 7-8 years hands-on experience and proven track record in planning
* and executing search engine optimization campaigns for large
* dynamic websites. Candidates with experience in a B2B online
* environment and handling e-commerce websites will be preferred.
* Deep knowledge of and experience with paid search engine advertising
* programs, particularly Google Adwords, and social media marketing.  Experience in web-based product development and content generation/
* management, particularly for large portals, will be given considerable
* weightage.
* Sound analytical skills with an ability to interpret key metrics to take
* actions; strong understanding of web analytics, particularly Google
* Analytics.
* Excellent English language communication skills, both written and oral.
* Ability to effectively communicate with senior management executives from client organizations is an imperative.


if interested mail us your updated CV ( rosswarner9@gmail.com) and fill following details:


Total Year of Experience:
Current CTC:
Expected CTC:
Notice Period:

We will send you the details of the organization once your CV is received.

Regards,
Kalyani
Hr executive
Rosswarner hr solution.
9320602649

SEO (Ecommerce)

Dear Candidate,

Greetings from ICC world!!

Our company offers the most tangible and finest e-commerce website, our service includes shopping online from our website, This website offers variety of products like electronics, books, music, movies, car, apparels accessories and so.on
Designation SEO (Ecommerce)
Desired Profile • The SEO executives main responsibility will be organic search engine optimization (Onsite and Offpage). Areas of importance will include keyword research, on-page optimization, link building, domain name selection.
• Core Understanding of search engine trends & algorithm, specially Google Panda & Penguin updates which has impacted huge search volumes in last few months.
Very strong communication Skills in order to handle SEO projects & reporting structure.
At least 1 to 3 years experience in SEO with proven ability to achieve top search engine rankings.
Strong knowledge of Google Webmaster, Google Analytics, Bing Webmaster Center, Yahoo Site Explorer etc.
Social Media Knowledge would be an added advantage at the time of selection.
Experience 2 Years
Role • 2-3 years of SEO experience
• Knowledge on HTML/CSS
• Excellent understanding of on page factors
• Knowledge on all forms of relevant link building
• Articulate with good writing skills
• Ideal candidate will have a track record of improving ranking and traffic of websites.
Education Any Graduate
PG - Any PG Course
Location Mumbai
Contact i2c World, Inc.
Lotus House
Off Andheri Kurla Rd.,
Sakinaka, Andheri (East)
Mumbai 400 072, India
Tel : (022) 4246 8000

Regards,
Neha Arora
Hr executive

Trident India Job

Fortis Healthcare Limited Job

Global school Foundation Job

Indian Institute of technology, Bhubaneshwar

Indian Bank jobs

BEML Limited

Balmer Lawrie

Grove limited

Your CV shortlisted for interview

Your CV has been shortlisted for the role of
'eCommerce customer care / website sales support executive /manager'

Expr : 0 to 10 years
Salary: 0 to 7 lacs depending upon experience + commission

Urgent vacancy - 5 roles, immediate start

Walk in interviews: 11 AM to 5 PM Mon - Sat (please call before coming)

Description
We are looking for customer care executive/manager for our online/website sales channels.

Desired skills -
- UK customer support general day shift
- Before/after sales customer support - mainly via email and online chat, sometimes voice calls.
- excellent english writing skills (no spelling, grammar mistakes)
- Graduate with excellent computer knowledge with MS Office, net surfing, emails. Must be detail-oriented,Good grasping powers
- Good interpersonal skills, relationship management, correspondence, co-ordination.
- Candidate with good command over English, positive attitude towards work, good in handling customer complaints, returns
- In depth knowledge of professional email etiquette, you will be dealing with overseas buyers.
- Writing technical documentation about the products/contents writing
- Job involves the internet product research and online promotion ideas etc



If you have appeared for the interview at Oasis Business Solutions Pvt Ltd in last 8 months, please ignore this email. If this post is not relevant to your skills, please accept our apologies.

You can also refer your friends for this post.


Thanks and regards,
Oasis Business Solutions (P) Ltd.
A-3/124, Bldg 2, Sector 1
Millenium Business Park (MBP),Mahape
Navi Mumbai Maharashtra

Nearest train station- Ghansoli

(022)277 82761/2 ext 604
Direct dial - 9819231301 - Shubhangi
--
Thanks and Regards
Sanjay Dige
M:91-9820518149

HO ( India ):
Oasis Business Solutions (P) Ltd.
124 (A-3) Bldg No.2, Sector No.1
Millennium Business Park, Mahape,
Navi Mumbai 400 710.
Tel No.91-22-27782761 / 2
HO ( UK):
Oasis Business Services Int Ltd
St. Helier, Channel Islands,
Jersey - JE2 3GF,
United Kingdom
Tel: 44-1212 869 365

Work From Home - Business Development Consultant

Job Description 

Should have contacts with HR heads/Managers and able to bring in business into the company.

Salary: Not Disclosed by Recruiter

Industry: Chemicals, PetroChemical, Plastics, Rubber

Functional Area: Supply Chain, Logistics, Purchase, Materials

Role Category: Purchase/ Material Management

Role: Purchase/ Vendor Development Manager

Keyskills: Work from home

Desired Candidate Profile

Education: (UG - B.Sc - Chemistry, Diploma - Chemical) AND (PG - Post Graduation Not Required) AND ( Doctorate - Any Doctorate - Any Specialization, Doctorate Not Required)

Should have good contacts with HR Managers/HR Heads in companies and enable Tie-ups.

Company Profile

Corp Placements
http://www.corpplacements.com

Opening for the position of Business Development Manager with one of the reputed IT company

Greetings from Log-In HR!

We have an opening for position of Business Development Manager in IT Sector.
Opening is with one of the reputed IT brands in INDIA.
Company has PAN India presence

Designation: BDM(Business Development Manager)
Location : Andheri
Industry Type : IT Sector(Software)
Qualification : Graduate / PG/ MBA
Salary : Rs.30,000/- to Rs.35,000/- per month (Depends on Experience, Qualification & Last CTC) -Salary is Further Negotiable
Gender : Male
Experience : Minimum 1 year of experience into sales, business development and marketing in Softwares/Hardwares.

Candidate Profile:
1. Driving end to end sales for all the softwares and services.
2. Selling software licenses to to corporate in Mumbai.
3. Develop and maintain relationships with key external influencers.
4. Help organisation formulate strategy, based on end-customer needs and the relevant ecosystem
5. Preparing Techno-commercial proposals for Board of Directors and various decision-making bodies to propose scientific software to a particular client.
6. The ideal candidate will be able to lead discussions and foster relationships with customers.
7. Individual will be required to monitor and track business commitments against plans/forecasts.
8. Identify structure, negotiate and maintain relationship with customers in the region.
9. Promotion of new software products to the customers.

Desired Candidate Profile:
1. Minimum 1+ Year in Business development
2. Good communication skills and presentation skills
3. A friendly personality and patience.

If you are Interested for above mention position then email us back your updated resume on Abijith.n@log-inhr.com


Regards,
Abijith N.
Executive-Human Resource| Log-In HR
Abijith.n@log-inhr.com | www.log-inhr.com
Mumbai
You can refer this opening to your friends, colleagues who have relevant experience.

Immediate Current Requirement

We are Mumbai Based Placement Services dealing with Financial sector that is with Insurance and Broking Industry. 

Immediate Current Requirement: 

1.BIRLA SUNLIFE INSURANCE:(TEAM MANAGEMENT PROFILE): 

CTC-4LPA 

Profile:Will have to manage the on roll team and have to source life insurance policies through the team member. 
Criteria:Only those candidate can apply for this profile who has experience in Life insurance industry. 

2..AGENCY DEVELOPMENT MANAGER /SALES TEAM MANAGER: 

Salary:5.5lpa+ Incentives 

Profile : 1.Responsible for recruiting and managing Insurance Advisors . 

2. Responsible for building a Team of successful entrepreneurs. 

3. Guide, motivate and train the advisors for higher performance. 

4. Conduct structured weekly and monthly meeting with the advisors. 


Company:MAX NEW YORK/AEGON LIFE/BHARTI AXA/APOLLO MUNICH /KOTAK LIFE /HDFC LIFE/BIRLA SUNLIFE/MET LIFE /FUTURE GENERALI 


Eligibilit:Should be graduates and should have good communication & 
networking skills.At least 2 yrs Work exp. in hardcore(field) Sales 

3.Assistant Manager(BANCCA): 
Salary:2.5lpa+ Incentives 

Profile :Responsible for Handling walkins client of the bank and selling life insurance policy to them 
2.Will responsible for closing the leads which is given by the bank. 

Eligibilit:Should be graduates and should have good communication & networking skills.At least 1yrs Work exp. in hardcore sales profile. 

4.Business Associate Manager/Franchisee Aquisition Manager(CAT C) 

Salary:5.5lpa 

Profile: 
1. The role of a Sales Manager is to prospect new relationships and channel partners thereby expanding the distribution network of Kotak. 
2.The incumbent would be responsible for driving business through the channel partner by providing support in terms of product knowledge and marketing support. 

Company:Kotak Life Insurance 

Eligibility for CAT C: Graduates, good communication & networking skills and should have at least 1 yrs Work exp. in insurance sector in Mumbai 

5 DIRECT SALES MANAGER(DSM) 
(Direct Sales Channel - ON COMPANY ROLLS) 
LEAD BASE PROFILE 
Salary: 3lpa + Incentives 

Profile/eligibility:leads support provide by Company. Ensure the leads provided by the company are met up through rigorous follow up. Meet productive monthly targets as a assigned by the organization 
Graduates with at least one year aprox. of experience in frontline sales. Attractive opportunity to be on rolls of company. 

Age: 22-35 yrs 



APART FROM THIS WE HAVE OPENINGS FOR BRANCH MANAGER POSITION AS WELL AND FOR THAT WE ARE LOOKING FOR THOSE CANDIDATE WHO HAS EXPERIENCE IN LIFE INSURFANCE SECTOR. 


So If you feel that you fit for this designation then please mail/call/write to me atpratima.unidus@gmail.com or 9967007461 to take the discussion forward. We will look forward to hear from you - THE INTERVIEWS ARE BEING HELD BY APPOINTMENTS ONLY. 



Thanks and Regards, 
PRATIMA, 
9967007461 
(Sr.HR Consultant) 
Unidus Services (Manpower)Pvt Ltd

Free Online Workshop for To-be-Test Managers

We will be conducting an Online Workshop for To-be-Test Managers on every weekend. As an introductory launch of this course, for now the course is being offered completely free. The course will be offered @ Rs. 7000/- per participant later.

Workshop Outline:

1.       The total duration for the workshop will be 12 hours
2.       Self-paced, self-controlled learning and the workshop duration can be spanned according to the convenience of the participants.
3.       Eligibility- 4+ years IT experience
4.       Learning objectives:

a.       Introducing to-be-test managers to real-world problems that a test manager will have to manage

b.      Thru experiential teaching technique, learning

                                                               i.      customer expectations management

                                                             ii.      Achieving consensus on setting quality and productivity norms for bugs, test design, test execution, test automation, etc from customer

                                                            iii.      Creating a plan for achieving above expectations

                                                           iv.      Managing knowledge workers

                                                             v.      Collaborating with test team to achieve the plan

                                                           vi.       Leadership for quality

c.       Creating enough understanding [realization] of what the skills sets a test manager must have and how can they achieve it in future

This course will be conducted online using a great online course platform, InPods and GoToMeeting.

If you are interested, please contact us – learn@testoracle.net

Regards,

Learn

+919890128922

 

Accounts Officer/ Sr. Accounts Officer

Dear Candidate,

We have an opening for the position of Accounts Officer / Sr. Accounts Officer.

Please go through the Company Profile and the Job Description.


About Me N Moms Pvt. Ltd.

Me n Moms Pvt Ltd.(earlier known as Mamta Baby Products Pvt Ltd). Me n Moms Pvt Ltd is the leading importer, consolidator and marketer of infant products in India, since 13 years. We are basically importers and exclusive distributors of& nbsp;reputed international brand of infant's apparels
and utilities having our own Retail Showrooms. We have 17 retail outlets and 11 wholesale outlets across India.

All the Mee Mee range of products are designed with great attention and care to ensure best quality and optimum safety for mothers and their precious babies, so as to enrich their first experiences together. Their products are manufactured at the best factories internationally and offer great value for money. Mee Mee products have been very well accepted by expecting and new& nbsp;mothers. They are conveniently available at a wide network of large departmental store chains, specialty baby stores and family stores across the country. The entire Mee Mee range is available at the nine "Me n Moms" chain of Specialty kids stores spread across Mumbai, Pune, Noida, Hyderabad, Surat, Nashik and Lucknow.

The company has Regional offices in all zones of India to offer uninterrupted high satisfaction service to their Retail partners/network
and customers throughout the country. Please go through the website for more details:
http://www.meemee.in

Job Profile: Accounts Officer / Sr. Accounts officer




Kindly mail your updated CV on:
reshma.tiwari@menmoms.co.in

Address:

Me N Moms Pvt. Ltd.
38/299 Mamta House,
Anand Nagar,
Near Vakola Police Station,
Santacruz(E), Mumbai 400055


Regards,
Reshma Tiwari