India Inc. is cruising slow but steadily as the global slowdown has dampened the hiring prospects, causing it's outlook to hit lowest ever.According to a survey only 19 per cent of the employers are showing positive recruitment plans. There seems to be a considerable decrease of 24 per cent points quarter-on-quarter and 27 per cent year-on-year.
Employers in India report the second strongest hiring intentions globally, next to Peru. The situation is unclear;the amount of damage done to the world economy is uncertain and the clear picture can come up only in next 5-6 months time.
East India has the strongest hiring plans with a net employment outlook of 20 per cent followed by the South India at 19 per cent. However, the weakest hiring plans are surfacing in West and North India at 18 per cent only.
Analysis shows that mining, construction and manufacturing sectors can expect the most active hiring environment. While Wholesale and Retail sector can get the worst hit with a net employment outlook of 11 per cent.
Though global slowdown has affected world's economy the positive sign is that India and China are surviving it relatively well with the latter being limited to -1 per cent to the expected growth rate.
Saturday, December 13, 2008
Thursday, December 11, 2008
Visit to BIEC Automation Fair
Dev has an interesting article.
http://spearheadatbiec.blogspot.com/2008/12/fun-at-work.html
Here is an excerpt:
“Dev, you and Krithi get ready for the Automation Trade Fair on 10th December at the BIEC”. Those were the first words of SB when he stepped into office on Monday, 8th December.
Believe me, I was on my foot and said, “Yes Sir”. I found out the names of the participating companies, didn’t print it though. I got the cab booked (AC – Tavera); after all we were representing Spearhead Intersearch.
So 10th December it was and we were there at the entrance. It was a fair where around 500 companies from automation and engineering sector were to showcase their products and services. Krithi, a goddess who just came down to earth in a black salwar suit was the centre of attraction and the god himself was just making the girls go crazy in light purple shirt and pitch black trousers.
The setup in BIEC was huge. Sorry, I don’t have any pictures to support the last line but I am telling you, it was indeed a great show. You could actually see faces from almost every part of the world standing in their respective stalls, all looking enthusiastic and charged up (They had to be, it was 11 AM in morning) showcasing all kinds of components and equipments used in factories and automobiles.
However, for us it was a nightmare. I am an electronics engineer and Krithi I believe is also the same and here we are in the middle of Pumps, Motors, Shafts, Belts, Screws, Filters etc etc etc. I always told my dad that I wanted to be a Mechanical Engineer but he never listened to me (Sorry dad. I just pulled you unnecessary into this). We could see people in front of us, we could see them staring at us but we were still thinking as to where and how should we start. Now the famous lines comes into play, Where There Is a Will There Is a Way (Oh!! that rhymed...hai Na? Sometimes I think that I should have been a poet...haha)
Anyways, let the story continue. So we took a round of the entire hall and decided that it’s time to attack the Germans. We were actually looking for faces. I don’t know whether you would agree to me or not, but I think that one can easily make out from the face of the person that whether he is a CEO or MD or someone else and this works with me when relating faces to roles. We were bang on target from the beginning as we bumped into one CEO and then into an MD. Believe me; talking to them is far more knowledgeable and fruitful rather than speaking to some company representative. So we were doing well, actually very well indeed.
There were mostly German companies who have some distributor in India. Most of the Indian partners or subsidiaries were pretty new to the Indian industry. When asked about the plans of expansion almost everyone had one common answer, “This recession has put a halt on our plans of expansion. Maybe in the next 1 year we would think of coming to Indian markets as they hold great opportunities”. Everyone actually praised the Indian markets and still India is sometimes referred to as 3rd world country, strange, isn’t it? We got to speak to lot of people, some were even themselves looking for change (ya ya...dont worry, I have their names and numbers).
We were at our peak of BD when suddenly Krithi’s sandals gave up; I guess it had enough of walking so it just snapped. But that did not stop Krithi from walking. She did not look down or even back down. Spearhead spirit is just great. We then went to other stalls. We also met the officials of a company from Taiwan. They were good, but believe me after we spoke to them I am actually planning to open an institute and name it as Can You Teach Me English? You won’t believe, I had to bend down, fist to match his height and then I had to reduce my rate of speech from 120 wpm to almost 30 wpm. It was a challenging thing to do and you know Dev and Krithi, we are born to take challenges. Anyways, we finally took a break and had lunch at the food court there, Executive Non-Veg meal and a Chicken Club sandwich. It was good. Could have been better if they would have used some extra pieces of chicken. Well, I guess the chicken sale also has taken a hit in this recession period and the chickens have reduced their egg laying capacity. “You don’t give us food, we won give you eggs”, that’s what the chickens must be saying.
The post lunch session was also good for us. We met lot of officials. Showcased Spearhead Intersearch in the best possible professional way. Gave out lots of visiting cards and also collected lots of them. I would say it was a good day. Lot of work done. Lots of contacts made. We may not be able to target them right now, but 6 months down the lane we sure would have a good chance of healthy business with them.
Overall, it was a good exposure for both of us. We have two pictures that we took when we were out of the halls. Actually were so busy working, we actually forgot taking pictures to make this more illustrious. Anyways, something is better than nothing.
Tuesday, November 25, 2008
What are the prime requirements to be a successful headhunter?
I came across this article on one of my group in Linked-in. It was posted by Abbas Jalias Rizvi, Deputy Manager Recruitment, ACME Tele Power Limited
This question was asked to me just when my career as a Search Consultant had started. I believe one is born a Search guy; we are headhunters by birth or not.
So what is mandatory to be in Headhunting:
1. Memory: Always remember whom you interacted with, even if it has been years. Or at least don't let the other person know if you don't remember at all. The name of key people in the industry or vertical should be on tips and the movements keenly watched for and scrutinized too.
2. Relationship: A personal side always help in the Indian scenario. People love to meet for lunch and talk over a cup of tea. These activities go a long way. After all relations are what we build and networks are what we thrive on. But more important than that is what kind of value adds these things can do for you. Some people can be good information churners for a headhunter, what we call the insiders, and some people would like to even give you a casual call for infomation. So people connect with you for something or the other. It's a give and take relationship, which at least we would like to call in good words mutually beneficial.
3. Ego: I have come to believe now that it's not about money, it's not about anything else. It is about power. The power of information and the maturity the Search industry can provide you is what I still love it for. This overwhelming sense of reach and approach make people sustain in it for long. It's the equality and fair share of ears from people double my age which I loved. You are a consultant to all.
To sum up, I would like to just state what I said to my batchmates when they asked me for my choice of industry. "I am interacting with those people right now whom you would continue seeing newpapers, television, and websites for another 10 years. And yes I address them with their first names."
http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=51584&discussionID=557407&commentID=692281&trk=discq_mor&goback=%2Ehom#commentID_692281.
This question was asked to me just when my career as a Search Consultant had started. I believe one is born a Search guy; we are headhunters by birth or not.
So what is mandatory to be in Headhunting:
1. Memory: Always remember whom you interacted with, even if it has been years. Or at least don't let the other person know if you don't remember at all. The name of key people in the industry or vertical should be on tips and the movements keenly watched for and scrutinized too.
2. Relationship: A personal side always help in the Indian scenario. People love to meet for lunch and talk over a cup of tea. These activities go a long way. After all relations are what we build and networks are what we thrive on. But more important than that is what kind of value adds these things can do for you. Some people can be good information churners for a headhunter, what we call the insiders, and some people would like to even give you a casual call for infomation. So people connect with you for something or the other. It's a give and take relationship, which at least we would like to call in good words mutually beneficial.
3. Ego: I have come to believe now that it's not about money, it's not about anything else. It is about power. The power of information and the maturity the Search industry can provide you is what I still love it for. This overwhelming sense of reach and approach make people sustain in it for long. It's the equality and fair share of ears from people double my age which I loved. You are a consultant to all.
To sum up, I would like to just state what I said to my batchmates when they asked me for my choice of industry. "I am interacting with those people right now whom you would continue seeing newpapers, television, and websites for another 10 years. And yes I address them with their first names."
http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&gid=51584&discussionID=557407&commentID=692281&trk=discq_mor&goback=%2Ehom#commentID_692281.
Saturday, September 6, 2008
Tata will top car market share growth
By 2013,the global market share growth of India's Tata brand cars will be the highest among all brands,says a study by leading global market Intelligence firm US basedGlobal Insight.
The study prepared for the Indian automative industry lobby Xociety if Indian Automobile Manufacturers (SIAM) says tgat by 2013, Tata brand light vehicles will double their global market share from 0.6 per cent to 1.2 per cent - a gain of 0.6 per cent.
The second fastesst growing car brand will be the Chinese brand chery,the market share of which will grow from 0.6 per cent - the same as that of the Tata brand now - to one per cent by 2013.
India's maruti brand too will see an increase in its global market shar from one per cent now to 1.1 per cent by 2013.
Apart from these brands the other brand that will see a big rise in market share is the French Renault.It is predictedd to gain 0.3 per cent share from 3.1 per cent now to 3.4 per cent by 2013.
Other gainers would be the Japanese brand Nissan,German brand BMW and AudiJapanese brand Mitshubishi,Czech Brand Skoda and Chinese brand Wuling.
Market study says that Japanese brand Honda, German brand Mercedes -Benz and US brand Dodge will have almost the same market share.
The worst hit brands will be the US brand Ford,registering a decline of 0.7 per cent that will be from 7.1 per cent now to 6.4 per cent then.
The next worst hit brand will be the French brand Peugeot.
Research : Tata Young a Thai American singer,model and actress has got her name sought after the Indian car manufacturing brand Tata.When Tata Young's father was travelling in India,and he can't think of a name, those days Tata was very famous in India, and that is how she got her name.
The study prepared for the Indian automative industry lobby Xociety if Indian Automobile Manufacturers (SIAM) says tgat by 2013, Tata brand light vehicles will double their global market share from 0.6 per cent to 1.2 per cent - a gain of 0.6 per cent.
The second fastesst growing car brand will be the Chinese brand chery,the market share of which will grow from 0.6 per cent - the same as that of the Tata brand now - to one per cent by 2013.
India's maruti brand too will see an increase in its global market shar from one per cent now to 1.1 per cent by 2013.
Apart from these brands the other brand that will see a big rise in market share is the French Renault.It is predictedd to gain 0.3 per cent share from 3.1 per cent now to 3.4 per cent by 2013.
Other gainers would be the Japanese brand Nissan,German brand BMW and AudiJapanese brand Mitshubishi,Czech Brand Skoda and Chinese brand Wuling.
Market study says that Japanese brand Honda, German brand Mercedes -Benz and US brand Dodge will have almost the same market share.
The worst hit brands will be the US brand Ford,registering a decline of 0.7 per cent that will be from 7.1 per cent now to 6.4 per cent then.
The next worst hit brand will be the French brand Peugeot.
Research : Tata Young a Thai American singer,model and actress has got her name sought after the Indian car manufacturing brand Tata.When Tata Young's father was travelling in India,and he can't think of a name, those days Tata was very famous in India, and that is how she got her name.
Friday, September 5, 2008
Bata shoe mogul dead
Thomas Bata, owner of the global shoe conglomerate 'Bata', a house hold name in India, died here at the age of 93.
A spokesperson of Bata Shoe Museum said he died early yesterday in Sunnybrook Hospital only weeks before his 94th birthday.
She did not give cause of his death. Funeral arrangements were not immediately known.
Bata is survived by wife Sonja, a son and three daughters.
Bata came to Canada to make his mark, he had said some years ago. "I wanted to do something where I could say OK, now this enterprise I built on my own. Canada was the one country that I selected for this experiment." By 1940, the Batawa plant was in business. And after 1945, when the Czech factories were nationalised by the Communists, the company headquarters was relocated to Toronto under Bata's leadership. Toronto is home to the Bata Shoe Museum, a four-storey structure with 10,000 shoes.
The company returned to the Czech Republic in 1989, after the Communist regime ended, nearly 100 years after the firm was founded in 1894.
Thomas G Bata, a grandson of the founder, became chairman of the business in 2001.
Bata's father, Tomas, a ninth generation cobbler, founded the shoe empire in Zlin in 1894, which later swelled into the giant Bata Shoe Organisation. Thomas Bata ran the shoe company from the 1940s into the 1980s.
"One of the greatest personalities of our time has left," Czech President Vaclav Klaus said in a statement.
"Despite ill fortune in his homeland, he managed to succeed in the world and became for us a symbol of business success. We will all miss him," Klaus said.
Born September 17, 1914, in Czechoslovakia, Thomas Bata's life was buffeted by the worst horrors of the 20th century. He exiled himself in Canada in 1938 when the rise of Nazism forced him to flee his homeland. Seven years later, having served with the Canadian army on the battlefields, he returned to his freshly liberated birthplace, but not for long When the communists took over the country after the WW-II, they seized his factory and declared Bata a capitalist evil.
"I found it very sad," Bata said in an interview in 2005, "because what we thought was liberation really became a dictatorship of the communists." The regime gave the company a new name and it went on making shoes, but it was Bata, headquartered in Toronto that remained a byword for shoes.
Bata broadcast support to the dissident movement on Radio Free Europe and offered his business as a vision of what could be - "so that people would see that the democratic system, based on democratic economy, would be the most advantageous for them." It took 40 years, but vindication finally came in 1989. As Eastern European communist dictatorships collapsed one by one, Vaclav Havel, the Czech dissident leader and playwright turned president, asked Bata to come back.
A spokesperson of Bata Shoe Museum said he died early yesterday in Sunnybrook Hospital only weeks before his 94th birthday.
She did not give cause of his death. Funeral arrangements were not immediately known.
Bata is survived by wife Sonja, a son and three daughters.
Bata came to Canada to make his mark, he had said some years ago. "I wanted to do something where I could say OK, now this enterprise I built on my own. Canada was the one country that I selected for this experiment." By 1940, the Batawa plant was in business. And after 1945, when the Czech factories were nationalised by the Communists, the company headquarters was relocated to Toronto under Bata's leadership. Toronto is home to the Bata Shoe Museum, a four-storey structure with 10,000 shoes.
The company returned to the Czech Republic in 1989, after the Communist regime ended, nearly 100 years after the firm was founded in 1894.
Thomas G Bata, a grandson of the founder, became chairman of the business in 2001.
Bata's father, Tomas, a ninth generation cobbler, founded the shoe empire in Zlin in 1894, which later swelled into the giant Bata Shoe Organisation. Thomas Bata ran the shoe company from the 1940s into the 1980s.
"One of the greatest personalities of our time has left," Czech President Vaclav Klaus said in a statement.
"Despite ill fortune in his homeland, he managed to succeed in the world and became for us a symbol of business success. We will all miss him," Klaus said.
Born September 17, 1914, in Czechoslovakia, Thomas Bata's life was buffeted by the worst horrors of the 20th century. He exiled himself in Canada in 1938 when the rise of Nazism forced him to flee his homeland. Seven years later, having served with the Canadian army on the battlefields, he returned to his freshly liberated birthplace, but not for long When the communists took over the country after the WW-II, they seized his factory and declared Bata a capitalist evil.
"I found it very sad," Bata said in an interview in 2005, "because what we thought was liberation really became a dictatorship of the communists." The regime gave the company a new name and it went on making shoes, but it was Bata, headquartered in Toronto that remained a byword for shoes.
Bata broadcast support to the dissident movement on Radio Free Europe and offered his business as a vision of what could be - "so that people would see that the democratic system, based on democratic economy, would be the most advantageous for them." It took 40 years, but vindication finally came in 1989. As Eastern European communist dictatorships collapsed one by one, Vaclav Havel, the Czech dissident leader and playwright turned president, asked Bata to come back.
Monday, July 7, 2008
List of Small-Medium HR firms
Finally someone has taken the initiative to build a comprehensive list of HR and OD firms doing good work but not so widely known. Here is the link- http://gauteg.blogspot.com/2008/06/list-of-small-and-medium-management.html
Hope to see the list grow with suggestions and new names coming in.
Friday, June 13, 2008
Microfinance in Northern/Eastern India
A lot is being said about microfinance in Andhra Pradesh, Tamil Nadu or Gujarat. What many dont know is the slow but steady rise in micro financing in the states like Bihar, Jharkhand, MP or West Bengal.
Recently SKS, one of the biggest microfinance companies in India and now featured in a Forbes list, opened shop in Bihar. Already companies like Basix, Share and Nidan has been getting its market share. Smaller start-up companies are coming in with the help of giants like Unitus or the Dell Foundation or the Bellweather Foundation to hold their hands.
Cashpor Microcredit operating in Bihar and UP has recently crossed the 100,000 client mark. These are some of the poorest regions in India. This is a tiny number as compared to states such as Andhra Pradesh, but it is a significant start nevertheless. Bandhan and Arohan are smaller setups working in various districts in West Bengal.
What does it mean for us.
Whereas larger microfinance companies have been using the services of executive search firms for some time, only recently have the start-ups and smaller firms realised the need to get top talent in their top management. Microfinance organizations are not always not-for-profit firms and hence selling and recovering becomes integral to their bottomline. What is required then is aggressive selling of loans on the one hand and also humanitarian forms of recovering the loans without pressure but with efficiency. Founders are understanding the need of getting corporate hotshots, with experience in private banks or even from diverse backgrounds like FMCG selling to lead the business from the front.
A perfect match would be a combination of the above skills with the passion for development work. And whereas that is not to difficult to find, one has got to know where to look.
Sammaan Foundation is a non profit company started by two graduates from IIM-A and IIT-K. It provides funds to rickshaw pullers and even redesigns rickshaws to suit the pullers and passengers better. The difference brains make to the project is this- besides funds from leading funding agencies these two have deviced other revenue generation shemes, advertisements on rickshaws, mineral water bottles and newspapers to passengers etc, while working towards a sustainable livelihood for the pullers.
Therefore, young brains are always available to lead companies to a bright future. More and more microfinance agencies are realising that. And they are ready to pay the price to get them on board.
Recently SKS, one of the biggest microfinance companies in India and now featured in a Forbes list, opened shop in Bihar. Already companies like Basix, Share and Nidan has been getting its market share. Smaller start-up companies are coming in with the help of giants like Unitus or the Dell Foundation or the Bellweather Foundation to hold their hands.
Cashpor Microcredit operating in Bihar and UP has recently crossed the 100,000 client mark. These are some of the poorest regions in India. This is a tiny number as compared to states such as Andhra Pradesh, but it is a significant start nevertheless. Bandhan and Arohan are smaller setups working in various districts in West Bengal.
What does it mean for us.
Whereas larger microfinance companies have been using the services of executive search firms for some time, only recently have the start-ups and smaller firms realised the need to get top talent in their top management. Microfinance organizations are not always not-for-profit firms and hence selling and recovering becomes integral to their bottomline. What is required then is aggressive selling of loans on the one hand and also humanitarian forms of recovering the loans without pressure but with efficiency. Founders are understanding the need of getting corporate hotshots, with experience in private banks or even from diverse backgrounds like FMCG selling to lead the business from the front.
A perfect match would be a combination of the above skills with the passion for development work. And whereas that is not to difficult to find, one has got to know where to look.
Sammaan Foundation is a non profit company started by two graduates from IIM-A and IIT-K. It provides funds to rickshaw pullers and even redesigns rickshaws to suit the pullers and passengers better. The difference brains make to the project is this- besides funds from leading funding agencies these two have deviced other revenue generation shemes, advertisements on rickshaws, mineral water bottles and newspapers to passengers etc, while working towards a sustainable livelihood for the pullers.
Therefore, young brains are always available to lead companies to a bright future. More and more microfinance agencies are realising that. And they are ready to pay the price to get them on board.
Wednesday, May 21, 2008
Indians in the TIME 100
The 2008 Time 100 list has, surprise surprise, Sonia Gandhi, Mr Tata of the Nano, Indra Pepsi Nooyi. Well, Ms Gandhi was not born Indian, and Ms Nooyi was but grazes greener pastures. That leaves Ratan Tata, the only 'true' Indian on the list. Well, there is the Dalai Lama too, and one can vehemently argue that he is as much Indian as you and I, after all, we all root for a free Tibet too.
BTW, Hu Jintao, also makes the list. Thank God they put the Dalai Lama before him, even though the list is not ranked.
BTW, Hu Jintao, also makes the list. Thank God they put the Dalai Lama before him, even though the list is not ranked.
Thursday, April 3, 2008
"Say you'll stay..."
...Goes a song from the Cranberries.
Technology boom, open markets, vibrant job-scene... this is what the world has to offer the average college grad today. Consider this- in the next 5 years the old bastion will have retired. More than 55% of the country will be below 25. Companies across the globe will be flooded by new blood. 20-25 year olds... the 1990-s born.
Already expectations of the new recruit are sky high. They would have seen their grand parents and parents in a particular job set-up- one company, one job, slow growth, painful trudging up the hierarchy, slow salary raise through ones career. Not for them, this scenario. Economic optimism and a growing job market means they will not stay put for less salary or advancement in career. They are not afraid to jump and more often than not, they are not the worse off for it.
"It's a very different generation," says S. Gopalakrishnan, chief executive of Indian tech giant Infosys Technologies "They want immediate rewards."
The challenge, hence, is to find the balance... a way in which to utilise their energy while giving a realistic viewpoint to their expectations; address both their desires and frustrations.
Given the large population on youngsters in the job market, what India will do today, the world will learn tomorrow.
"India is going to be a lab for lessons that we'll apply to other countries," says Lyndon Rego, manager of innovation at the Center for Creative Leadership in Greensboro, N.C., which develops leadership training programs in emerging markets.
And the experimentation is already under way in companies like Infosys, IBM, Mindtree and the like, which have all revamped their training and orientation programs for the young recruits below 30.
In the graduating batch of 2007 IIMs, a large percentage has already shifted jobs, some even twice. In one year. With this years financial slump, the trend might slow down a little. However, the 2008 batch of B-schools and engineering colleges have just finished their placements. In a few months we will know what they will decide to do, and who will finally be able to make them stay.
Technology boom, open markets, vibrant job-scene... this is what the world has to offer the average college grad today. Consider this- in the next 5 years the old bastion will have retired. More than 55% of the country will be below 25. Companies across the globe will be flooded by new blood. 20-25 year olds... the 1990-s born.
Already expectations of the new recruit are sky high. They would have seen their grand parents and parents in a particular job set-up- one company, one job, slow growth, painful trudging up the hierarchy, slow salary raise through ones career. Not for them, this scenario. Economic optimism and a growing job market means they will not stay put for less salary or advancement in career. They are not afraid to jump and more often than not, they are not the worse off for it.
"It's a very different generation," says S. Gopalakrishnan, chief executive of Indian tech giant Infosys Technologies "They want immediate rewards."
The challenge, hence, is to find the balance... a way in which to utilise their energy while giving a realistic viewpoint to their expectations; address both their desires and frustrations.
Given the large population on youngsters in the job market, what India will do today, the world will learn tomorrow.
"India is going to be a lab for lessons that we'll apply to other countries," says Lyndon Rego, manager of innovation at the Center for Creative Leadership in Greensboro, N.C., which develops leadership training programs in emerging markets.
And the experimentation is already under way in companies like Infosys, IBM, Mindtree and the like, which have all revamped their training and orientation programs for the young recruits below 30.
In the graduating batch of 2007 IIMs, a large percentage has already shifted jobs, some even twice. In one year. With this years financial slump, the trend might slow down a little. However, the 2008 batch of B-schools and engineering colleges have just finished their placements. In a few months we will know what they will decide to do, and who will finally be able to make them stay.
Friday, February 29, 2008
How much have we heard about the "Kolkata work culture". For generations it is a well known fact that Bengali-s are a lazy lot, dreaming away their days and singing and chatting away evenings, till its time to sleep. In Kolkata only though. Take a Bengali out of Bengal and he is a different animal. He not only works his backside off, and parties through the night, but also is the first to call his country cousin's bluff, first to criticise the above mentioned work culture, the first to point out that "they" all take siestas and jump for joy on bandh days.
We have a whole separate set of vocab for our gabbing. The "babu", with all its negative connotations is a quintessential Bengali term from the time when Writers Building first came into existence.
Have you heard of "rowak culture"? That is when a group of people sit on a 'rowak', that is any level ground where you can sit, and "give adda", (a word now in the Oxford dictionary, all hail) or while away time by talking. And how they talk. Any typical 'rowak' conversation could start with Bhajji's insult and end with Sarkozi's declining support in France and maybe touch Anjelina's pregnancy somewhere in between!
But Bongs, they are a-changing. The latest news is that "rowak adda-bajs" are joining the list of the endangered. Can it be that Bengali-s are finally trying to get some work done? Could well be. Leave Dalhousie's laid back lumbering afternoons and head towards the swanky buildings of Salt Lake Sector 5. The only locality in Calcutta spared the onslaught of Bandhs (another word recently introduced to the Oxford dictionary). That's the IT hub in the city, trying hard to look and feel Bangalorean. Glass walls reflect well dressed young men and women rushing about for a quick bite, a far cry from loose trousers and 'half-shirts' of the Government employee.
Real and retail estate is on the rise once again. Malls like South City are creating a whole new place for kids to spend their time. The Bengali has finally learnt to dress for a night out. Night clubs are usually full, restaurants have one hour waiting periods, marks and spencer lingerie is selling like hot cakes. And we are working for it. Finally there is an outcry against another bandh. People are out on the streets, almost defiant, inspite of lathi weilding goonda types (party workers, no less). We want the world to know we are not like that. We want that message out- "look ma, no holiday".
We are trying to stop talking and start walking. And if that happens in the heart of Bongland... watch out world.
We have a whole separate set of vocab for our gabbing. The "babu", with all its negative connotations is a quintessential Bengali term from the time when Writers Building first came into existence.
Have you heard of "rowak culture"? That is when a group of people sit on a 'rowak', that is any level ground where you can sit, and "give adda", (a word now in the Oxford dictionary, all hail) or while away time by talking. And how they talk. Any typical 'rowak' conversation could start with Bhajji's insult and end with Sarkozi's declining support in France and maybe touch Anjelina's pregnancy somewhere in between!
But Bongs, they are a-changing. The latest news is that "rowak adda-bajs" are joining the list of the endangered. Can it be that Bengali-s are finally trying to get some work done? Could well be. Leave Dalhousie's laid back lumbering afternoons and head towards the swanky buildings of Salt Lake Sector 5. The only locality in Calcutta spared the onslaught of Bandhs (another word recently introduced to the Oxford dictionary). That's the IT hub in the city, trying hard to look and feel Bangalorean. Glass walls reflect well dressed young men and women rushing about for a quick bite, a far cry from loose trousers and 'half-shirts' of the Government employee.
Real and retail estate is on the rise once again. Malls like South City are creating a whole new place for kids to spend their time. The Bengali has finally learnt to dress for a night out. Night clubs are usually full, restaurants have one hour waiting periods, marks and spencer lingerie is selling like hot cakes. And we are working for it. Finally there is an outcry against another bandh. People are out on the streets, almost defiant, inspite of lathi weilding goonda types (party workers, no less). We want the world to know we are not like that. We want that message out- "look ma, no holiday".
We are trying to stop talking and start walking. And if that happens in the heart of Bongland... watch out world.
Wednesday, February 27, 2008
A press release on Spearhead Intersearch, the Indian arm of Intersearch Worldwide
INTERSEARCH WORLDWIDE STRENGTHENS ITS PRESENCE IN INDIA
InterSearch Worldwide, one of the largest executive search networks globally, announces its expansion to India.
The newest member of InterSearch is Spearhead, a leading executive search firm incorporated in 1997 with a team of 20 seasoned search professionals based across four major cities - New Delhi, Bangalore, Kolkata and Mumbai. In addition to several of the largest Indian corporations, Spearhead has been retained to fill senior leadership positions in India for a client roster including organizations as diverse as the Bill & Melinda Gates Foundation, the World Bank, Honda, Nike, Mars Inc., Merrill Lynch, Bata India, Tupperware, Alcon Labs, Givaudan, Accretive, Vertex India, Emptoris, MWG, CIFF, Siemens and many others.
"We are privileged to be a part of InterSearch Worldwide, a top ranked global network. The values and qualities that InterSearch stands for are very important to us. In a growing and rapidly developing economy such as India, where corporate / business opportunities abound and the war for talent is raging, it is imperative that we bring genuine value and higher standards for our clients, through global capabilities in a local setting. Our partnership with InterSearch gives us this strength and enhanced capabilities to widen our service offering. This is already evident through the amazing response received from a key barometer – our clients! They’ve given a huge thumbs up to the news of Spearhead joining InterSearch and they are excited about the new business possibilities they can explore, without having to worry about finding leadership talent in India or globally," commented Jyorden T. Misra, Managing Director of Spearhead InterSearch India.
InterSearch is the 4th largest search firm worldwide for 2007 by number of offices, according to the annual survey conducted by search-consult magazine.
Also-
InterSearch Worldwide, one of the largest executive search networks globally, announces its expansion to India.
The newest member of InterSearch is Spearhead, a leading executive search firm incorporated in 1997 with a team of 20 seasoned search professionals based across four major cities - New Delhi, Bangalore, Kolkata and Mumbai. In addition to several of the largest Indian corporations, Spearhead has been retained to fill senior leadership positions in India for a client roster including organizations as diverse as the Bill & Melinda Gates Foundation, the World Bank, Honda, Nike, Mars Inc., Merrill Lynch, Bata India, Tupperware, Alcon Labs, Givaudan, Accretive, Vertex India, Emptoris, MWG, CIFF, Siemens and many others.
"We are privileged to be a part of InterSearch Worldwide, a top ranked global network. The values and qualities that InterSearch stands for are very important to us. In a growing and rapidly developing economy such as India, where corporate / business opportunities abound and the war for talent is raging, it is imperative that we bring genuine value and higher standards for our clients, through global capabilities in a local setting. Our partnership with InterSearch gives us this strength and enhanced capabilities to widen our service offering. This is already evident through the amazing response received from a key barometer – our clients! They’ve given a huge thumbs up to the news of Spearhead joining InterSearch and they are excited about the new business possibilities they can explore, without having to worry about finding leadership talent in India or globally," commented Jyorden T. Misra, Managing Director of Spearhead InterSearch India.
InterSearch is the 4th largest search firm worldwide for 2007 by number of offices, according to the annual survey conducted by search-consult magazine.
Also-
InterSearch Worldwide: EMEA Business Development Meeting & Belgian HR Awards
Executive search consultants from InterSearch offices in 16 European countries attended a regional business development meeting hosted in Ghent by Schelstraete & Desmedt, the Belgian InterSearch partner, on January 24 and 25.
The meeting was scheduled to coincide with the 8th Annual Human Resources Awards organized by Schelstraete & Desmedt, an event designed to reward the best graduate thesis in the field of Human Resource Management and Organisational Development, thereby building a bridge between the academic and business world.
Ms J. Gysels of the University of Ghent won this year's HR award with her thesis on "The Relationship Between Job Search Objectives and Job Search Behaviour".
In line with the subject of the selected thesis, the main topic of the event was talent acquisition. Key note speaker of the event was Astrid De Lathauwer, Chief HR Officer of Belgium's largest telecom operator Belgacom, who gave attendees a unique perspective on "The War for Talent in 2008: Is It Really Happening?"
“It was very interesting to listen to innovative ideas on how to motivate managers to make the right recruiting decisions with a long-term view, keeping in mind concerns about changing demographics” commented Heinz-Dieter Hestermann, Board Director of InterSearch Worldwide.
Media contact:
Carla Calvo ( +39 335 7429756 calvo.c@intersearch.it)
Harris Karaolides (+30 210 7294 720 info@symvoli-intersearch.gr)
Executive search consultants from InterSearch offices in 16 European countries attended a regional business development meeting hosted in Ghent by Schelstraete & Desmedt, the Belgian InterSearch partner, on January 24 and 25.
The meeting was scheduled to coincide with the 8th Annual Human Resources Awards organized by Schelstraete & Desmedt, an event designed to reward the best graduate thesis in the field of Human Resource Management and Organisational Development, thereby building a bridge between the academic and business world.
Ms J. Gysels of the University of Ghent won this year's HR award with her thesis on "The Relationship Between Job Search Objectives and Job Search Behaviour".
In line with the subject of the selected thesis, the main topic of the event was talent acquisition. Key note speaker of the event was Astrid De Lathauwer, Chief HR Officer of Belgium's largest telecom operator Belgacom, who gave attendees a unique perspective on "The War for Talent in 2008: Is It Really Happening?"
“It was very interesting to listen to innovative ideas on how to motivate managers to make the right recruiting decisions with a long-term view, keeping in mind concerns about changing demographics” commented Heinz-Dieter Hestermann, Board Director of InterSearch Worldwide.
Media contact:
Carla Calvo ( +39 335 7429756 calvo.c@intersearch.it)
Harris Karaolides (+30 210 7294 720 info@symvoli-intersearch.gr)
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