Employment Trends Survey - New Jobs India |
| March 10, 2010 |
| Press Release |
| India is back on hiring: Ma Foi Employment Trends Survey |
| New Delhi, March 9, 2010: The organized sector in India is set to create close to a million new jobs in the year 2010 -2011 reveals Ma Foi Employment Trends Survey. |
| The survey was conducted among 1,000 companies across 11 industry segments in India - Banking and Financial Services (BFSI), Education, Energy, Health, Hospitality & Travel, IT, ITES, Real estate & Construction, Trade, Transport and Manufacturing. These companies were queried about their hiring intentions in the (a) over the next 3 months and (b) over the next year. |
| The overall picture looks bright for the year with the intention of creating close to a million new jobs. However, in the immediate future of 3 months, hiring intentions of employers are not loud and clear. Most of them are cautious for the quarter but optimistic about the FY 2010-11. |
| BFSI: Total Employee Base: 8,52,000 New Jobs: 46,000 |
| Employment in the Banking and Financial Services industry has not grown in the aggregate last year due to low additional employment by public sector financial institutions. However, with greater efforts in financial inclusion, this trend is expected to turn around. Moreover, average age of an employee in PSU banks being 53, we will witness replenishment of talent soon there. Last year''''s troubles in the financial sector have taught the sector many lessons and its impact will be visible this year on employment numbers and criteria. This sector is looking to hire over 46,000 people in 2010. |
| Education, Training and Consultancy: Total Employee Base: 97,15,000 New Jobs: 83,000 India has the largest student population in the world with 13.5 crore children in primary schools. And this large body of students needs educational infrastructure and teaching staff. The country faces a shortage of at least two lakh schools. To plug the gap, investments are flowing in. We see a surge in education, especially in the private sector; vocational training, professional training, as well as growth in private schools have been aiding this momentum. |
| Energy generation & supply: Total Employee Base: 8,74,000 New Jobs: 15,000 Major projects are not expected to come on-stream this year. Bulk of the growth is likely to come from the city utilities. However, this sector is expected to generate many more jobs in the coming years. |
| Healthcare Total Employee Base: 33,66,000 New Jobs: 2,95,000 Private healthcare boom continues notwithstanding the slowdown. Over the last 18 months, when most industries were busy restructuring operations, cleaning up books or optimizing their costs, Indian pharmaceutical and healthcare industry was adding manpower and giving salary increases. Next year looks bright with addition of many new hospital beds, deeper penetration of super-specialty healthcare, greater coverage of insurance facilities and increasing medical tourism. |
| Hospitality & Travel: Total Employee Base: 59,51,000 New Jobs: 1,37,000 India is expected to add about 15,600 hotel rooms in 2010. And by 2011, 40 new international hotel brands will be operational in India. Add to this, close to 415 projects or 68,480 rooms are under various stages of development and 41 per cent of these projects may start adding to existing inventory from 2010. This is not a small figure and even if one presumes a moderate figure of two people to service per room, the number of people that the sector will need to recruit is 32,000. Business travel is coming back to track and positive sentiments of consumers to spend on travel and tourism has been helping this sector sustain this momentum. This sector is likely to generate the 2nd largest number of jobs in the country in the coming days. |
| IT & ITES Total Employee Base: 17,93,000 New Jobs: 97,000 Bench strength in the industry is still not used up fully. Hiring is expected to take place due to continued international demand in the IT sector. As far as ITES is concerned, domestic demand is growing though many international contracts have not yet come back to normalcy. Having dominated the job market with the greatest number of new job additions year after year, India''''s IT and ITES industry is showing signs of stabilizing. Indian industry is showing signs of climbing the value chain and winning deals in knowledge-intensive applications. This sector will create a substantial amount of new jobs - 97000, the 4th largest amongst all sectors. |
| Real Estate & Construction Total Employee Base: 7,30,000 New Jobs: 1,36,000 |
| Smaller towns and suburban townships are growing with lower value housing. Infrastructure growth continues in many ways and appears to be accelerating. From unskilled site workers to highly skilled talent like engineers, foremen, crane operators, project managers and architects, this sector is expected to explode with new jobs. |
| Trade Total Employee Base: 611,000 New Jobs: 13,000 |
| Organized retail is yet to recover fully, but new entry is expected towards the latter part of the year. With improvements in consumer sentiments, this sector is likely to gather momentum towards later part of the year. |
| Transport, Storage & Communication Total Employee Base: 26,38,000 New Jobs: 27,000 |
| Economic growth will push transport forward and new jobs will get created in this segment. Storage is yet not on a high growth path. Communication sector policies such as 3G introduction are likely to aid the growth creating new jobs. This sector however has been improving its operational efficiencies in many ways thus, not creating jobs in proportion with the sector growth. |
| Manufacturing Total Employee Base: 55,30,000 New Jobs: 68,000 |
| Auto sector, light engineering, minerals and metals are expected to show some resurgence. Recent trends of increasing sales of automobiles and consumer goods are testimony of this growth. SSIs still appear to be cautious, still impacted by liquidity constraints. This sector has enhanced its productivity levels and optimized costs over the last year. The year ahead will witness growth in jobs and change in hiring trends. We will see hiring more freshers and people with specialized skills. |
| Employment trends - city-wise |
| Mumbai - Moderately down |
| Entertainment up, media remains affected, financial services yet to pick up significantly. Reversal of downward trend in business services; construction sector has bottomed out. |
| Delhi - Significantly down |
| Media and business services have taken a big hit. Retail has not recovered yet; financial services and construction sector see slow upturn. |
| Bangalore - Moderately up Employment in IT is picking up again; retail sector remains adversely affected as players don''''t add new stores. Business services continue to do well. |
| Kolkata - Moderately up |
| Signs of revival in the manufacturing and IT. However, business services remain down and media continues to remain adversely affected due to the slowdown. |
| Chennai - Significantly up |
| Manufacturing and IT are both up significantly, slight improvement in retail and financial services. Situation may improve in the next couple of quarters. |
| Pune - Strongly up |
| Movement from Mumbai to Pune has strengthened due to better infrastructure. IT and manufacturing are strongly up as economy looks up. Construction is hiring again. |
| Hyderabad - Strongly down |
| Political uncertainty has forced some companies to put plans on hold. IT, manufacturing, infrastructure and construction are all down. |
| Ahmedabad - Strongly up |
| Manufacturing sector, business services, media and transport sector all see a strong uptrend as new investments continue to flow into Gujarat. |
Key findings of the report:
|
| The structured analysis was administered by India''''s leading economic research firm Indicus Analytics using a quick industry analysis to ascertain the various forces that are working on companies that are affecting their intentions to hire. |
Wednesday, June 30, 2010
Employment Trends Survey - New Jobs India - Detailed View
Time to reinvent work
Even if you are an employee with a job description and set hours, today’s employer expects you to be entrepreneurial. You are expected to come up with ideas and take initiative.
The job, as we knew it, is dead. That’s from Eamon Kelly of Global Business Network. I agree: we need to find new ways to think and talk about work. The concept of job was one of the stickiest ideas of the 20th century. Essentially invented by Henry Ford and others, the job gradually became synonymous with the timeless concept of toil.
A job was not necessarily fun. It did not have to be rewarding. You put in your time and you got paid. Jobs were for life. Jobs were acquired, learned and performed until we retired. Obviously, those ideas are no longer valid.
Consequently, we need to change expectations, and prepare our young people for the new world. Let’s look at two real-life examples. On one hand, take a bright graduate from IIT or IIM. Tell him he has to earn a living, but he cannot take a full-time job. Is the new graduate prepared to make his way without the prospect of traditional employment?
In contrast, take a kid who may have failed SSC or HSC but has spent time behind the cash counter of his father’s kirana shop. The kid is more likely to have the basic skills and mindset to be an entrepreneur or independent contractor or freelancer — and be better suited to survive in the new world where jobs are going the way of dinosaurs.
The 21st century requires people who are useful, not just employable. Charles Handy came up with the idea of an inverted doughnut: the company’s core activities represent the doughnut and the hole represents various partners. Companies and governments are becoming flexible and agile by concentrating on their core activities and outsourcing the rest.
It’s like when you build a website: put up what you do best, and link to the rest. Organisations today demand specialised partners who are experts in their own fields and are able to collaborate and co-create innovative outcomes.
Work, whether in a company or outside, demands more creativity and mastery than traditional jobs. Fittingin,anddeliveringincrementalimprovements,isno longer enough. Studies show that more than half the workers that UK companies employ are not traditional employees.
This trend is going to continue all over the world. Even if you are indeed an employee with a job description and set hours and a salary and benefits, today’s employer still expects you to be entrepreneurial. You are expected to come up with ideas and take initiative. Individuals need to step out of their comfort zones.
In the past, a degree from a reputed college was likely to guarantee life-long success. Now, this is at best just an entry permit — not a green card. Professionals and managers in the 21st century must constantly challenge their team members and themselves to deliver morewithless.
They need to take responsibility not only for outputs,but also for outcomes.In order to do so,they need the commitment and access to continuous learning. The 21st century worker is a perpetual learner, eager collaborator and a committed contributor.
We need to recognise that India, having skipped the Industrial Age, has always been different. Less than 6% of the country’s 500 million workers are employed in the organised sector. Most of those employed are in the government or public sector. Close to 60% of Indian workers are in agriculture, due to lack of alternate employment. Schemes like the National Rural Employment Guarantee plan touch only 10% of this segment.
How, then, do we empower and equip the Indian worker to be productive and gainfully employed in the 21st century? First, we need to recognise that with 60% of our population in rural areas, we need to create employment opportunities closer to home for our youth.
The 21st century is likely to see the emergence of the Deep Economy, as Bill McKibben calls it — the self-sufficient village economy that Mahatma Gandhi envisioned. A cluster of villages produces food, goods and services based on local resources.
Those local products and services are mostly consumed locally, reducing the pollution caused by transportation. Our governments —from local to regional to national — need to support this local economy with better village infrastructure and connectivity. One way to start would be to empower the Panchayats with adequate powers and funds.
Second, educational and research institutions need to focus on creating and supporting designers and innovators creating appropriate technologies based on renewable materials and energy sources. The focus needs to shift from using our educational degrees as passports tohigh-paying,investmentbanking-typejobs.Instead, we need to focus on encouraging graduates perform meaningful work in their own chosen disciplines.
Third, private enterprise and public-private partnerships must provide all workers with just-in-time training in specific areas of work. We need to give people the chance to retrain themselves in emerging areas of work. Most people are going to be either self-employed or work in small organisations; basic business and financial skills should be imparted starting in school and continuing till joining the workforce — and beyond.
Fourth, banks and financial institutions should probably operate through local front-end organisations to provide financial, accounting and other logistical support to small businesses. These front-end organisations would be both local and industry-specific to provide effective service to the businesses.
The Next Age — what I call the Connected Age — is likely to see a massive shift in the nature of corporations and, more importantly, the nature of work. Forget the Industrial Age paradigm of spending your life in a dull, meaningless job that employs only a part of you.
Forget chasing a career that stresses you out. Tomorrow’s children are likely to have the opportunity to pursue their true calling, looking at work as a means to fulfill one’s dreams and making an impact on the world around us.
Even if you are an employee with a job description and set hours, today’s employer expects you to be entrepreneurial. You are expected to come up with ideas and take initiative.
The job, as we knew it, is dead. That’s from Eamon Kelly of Global Business Network. I agree: we need to find new ways to think and talk about work. The concept of job was one of the stickiest ideas of the 20th century. Essentially invented by Henry Ford and others, the job gradually became synonymous with the timeless concept of toil.
A job was not necessarily fun. It did not have to be rewarding. You put in your time and you got paid. Jobs were for life. Jobs were acquired, learned and performed until we retired. Obviously, those ideas are no longer valid.
Consequently, we need to change expectations, and prepare our young people for the new world. Let’s look at two real-life examples. On one hand, take a bright graduate from IIT or IIM. Tell him he has to earn a living, but he cannot take a full-time job. Is the new graduate prepared to make his way without the prospect of traditional employment?
In contrast, take a kid who may have failed SSC or HSC but has spent time behind the cash counter of his father’s kirana shop. The kid is more likely to have the basic skills and mindset to be an entrepreneur or independent contractor or freelancer — and be better suited to survive in the new world where jobs are going the way of dinosaurs.
The 21st century requires people who are useful, not just employable. Charles Handy came up with the idea of an inverted doughnut: the company’s core activities represent the doughnut and the hole represents various partners. Companies and governments are becoming flexible and agile by concentrating on their core activities and outsourcing the rest.
It’s like when you build a website: put up what you do best, and link to the rest. Organisations today demand specialised partners who are experts in their own fields and are able to collaborate and co-create innovative outcomes.
Work, whether in a company or outside, demands more creativity and mastery than traditional jobs. Fittingin,anddeliveringincrementalimprovements,isno longer enough. Studies show that more than half the workers that UK companies employ are not traditional employees.
This trend is going to continue all over the world. Even if you are indeed an employee with a job description and set hours and a salary and benefits, today’s employer still expects you to be entrepreneurial. You are expected to come up with ideas and take initiative. Individuals need to step out of their comfort zones.
In the past, a degree from a reputed college was likely to guarantee life-long success. Now, this is at best just an entry permit — not a green card. Professionals and managers in the 21st century must constantly challenge their team members and themselves to deliver morewithless.
They need to take responsibility not only for outputs,but also for outcomes.In order to do so,they need the commitment and access to continuous learning. The 21st century worker is a perpetual learner, eager collaborator and a committed contributor.
We need to recognise that India, having skipped the Industrial Age, has always been different. Less than 6% of the country’s 500 million workers are employed in the organised sector. Most of those employed are in the government or public sector. Close to 60% of Indian workers are in agriculture, due to lack of alternate employment. Schemes like the National Rural Employment Guarantee plan touch only 10% of this segment.
How, then, do we empower and equip the Indian worker to be productive and gainfully employed in the 21st century? First, we need to recognise that with 60% of our population in rural areas, we need to create employment opportunities closer to home for our youth.
The 21st century is likely to see the emergence of the Deep Economy, as Bill McKibben calls it — the self-sufficient village economy that Mahatma Gandhi envisioned. A cluster of villages produces food, goods and services based on local resources.
Those local products and services are mostly consumed locally, reducing the pollution caused by transportation. Our governments —from local to regional to national — need to support this local economy with better village infrastructure and connectivity. One way to start would be to empower the Panchayats with adequate powers and funds.
Second, educational and research institutions need to focus on creating and supporting designers and innovators creating appropriate technologies based on renewable materials and energy sources. The focus needs to shift from using our educational degrees as passports tohigh-paying,investmentbanking-typejobs.Instead, we need to focus on encouraging graduates perform meaningful work in their own chosen disciplines.
Third, private enterprise and public-private partnerships must provide all workers with just-in-time training in specific areas of work. We need to give people the chance to retrain themselves in emerging areas of work. Most people are going to be either self-employed or work in small organisations; basic business and financial skills should be imparted starting in school and continuing till joining the workforce — and beyond.
Fourth, banks and financial institutions should probably operate through local front-end organisations to provide financial, accounting and other logistical support to small businesses. These front-end organisations would be both local and industry-specific to provide effective service to the businesses.
The Next Age — what I call the Connected Age — is likely to see a massive shift in the nature of corporations and, more importantly, the nature of work. Forget the Industrial Age paradigm of spending your life in a dull, meaningless job that employs only a part of you.
Forget chasing a career that stresses you out. Tomorrow’s children are likely to have the opportunity to pursue their true calling, looking at work as a means to fulfill one’s dreams and making an impact on the world around us.
Thursday, May 20, 2010
How long can a resume be? Or how short can it be? Is there SIZE for a resume for different levels?
Or is it important to talk about one's strengths,competencies and motives beyond the company's brand, position, or levels?
There had been a lot of such questions that bother you , me and others.
I think it is very simple to do a resume and keeping it simple has never been easier.
AYANA is trying to bring you the simplest forms of personal presentation ... Like the one below
Go ahead.... and prepare your personal presentation NOW!
And... do not forget to visit AYANA - www.ayana.marsconsultants.co.in
Or is it important to talk about one's strengths,competencies and motives beyond the company's brand, position, or levels?
There had been a lot of such questions that bother you , me and others.
I think it is very simple to do a resume and keeping it simple has never been easier.
AYANA is trying to bring you the simplest forms of personal presentation ... Like the one below
Go ahead.... and prepare your personal presentation NOW!
And... do not forget to visit AYANA - www.ayana.marsconsultants.co.in
| | ADDRESS | Mobile: +919999999 ž; Email :xyz@indinfo.co.in ž | ||||
| BEE YES YES DOB: 21st Mar 1968 | ||||||
| | ||||||
| Profile | | A dynamic die hard entrepruener who is known for moral leadership, loves challenges, is ambitious, innovative, and unstoppable in business objectivity. | ||||
| Experience | | EXECUTIVE LEADERSHIP | ||||
| | | Oct 2006 - Present | Mars Consultants - A leading recruitment company. | |||
| | | Business Head. * Revenue generation * Business Diversification * New Project Implementation. · * Developed AYANA- Recruitment management software for end to end recruitement connecting clients, candidates and business partners. www.ayana.marsconsultants.co.in | ||||
| | | START UP OPERATIONS | ||||
| | | July 2004 – Sep 2006 | XYZ Company PVT LTD. | |||
| | | Branch Head - GANA, UP. * Setting Up * Resource building * Sales Targets * Profitability * Commercial Controls. · * Always ahead in profitability by couple of months. · * Team retention over 2 years was 75%. | ||||
| | | CHANNEL MANAGEMENT | ||||
| | | Sep 2002 – July 2004 | ABCD Company Pvt Ltd | |||
| | | Area Sales Manager - AMAM, UP * Proposed market share * Commercial controls * Target acheivement. · * Took market share from 19% to 42%. | ||||
| | | CHANNEL/DISTRIBUTION MANAGEMENT | ||||
| | | Mar 1998 –Sep 2002 | XXXXX Company | |||
| | | Sales Executive - EMOR, UP. * Ensure Availability & Visibility * Monitor recording systems * Contro promotional budgets * Streamline distribution * Target achievement. · * Explored and developed rural markets with special projects. | ||||
| | | DIRECT SALES START UP & MANAGEMENT | ||||
| | | Sep 1994 – Mar 1998 | zxy Company Pvt Ltd | |||
| | | District Manager - DAMUR, UP. * Start up operations * Team building * Target achievement of personal and organisation business. · * set a record of PDP in the country · * Contributed to the development and implementation of school and exhibition manuals | ||||
| | | OPERATIONS/CLERICAL | ||||
| | | Oct 1989 – Sep 1994 | PRS Company | |||
| | | Assistant - URAD, UP. * Manage agent's commission and queries * Manage daily accounting. · * brought down the agents' complaints on commission disbursement to zero. | ||||
| Languages | | English, Tamil, Hindi, (Proficient). | ||||
| Education | | 1988 | UP | |||
| | | BSc. | ||||
| | ||||||
| | | 1985 | UP | |||
| | | Pre Degree. | ||||
| Leisure & Activities | | · Music, counselling, new projects. | ||||
| Publications | | The author - blog. | ||||
| References | | On request | ||||
Thursday, February 25, 2010
What can you do to keep your resume out of the "Black Hole"?
Whatever Happened to my Resume?
According to the Bureau of Labor Statistics (BOL), there are 6 job seekers for every opening. This is the worst ratio on record since the government starting tracking these numbers in 2000 and compares to a ratio of 1.6 to 1 in mid-2006. To gain an understanding of how this imbalance affects the hiring process, let’s take a look at what happens when a new job is posted.
Today, each new job posting elicits an average of 300-400 resumes. Some companies use software that automatically screens resumes for relevant key words. However, most San Diego companies use an actual person to screen resumes. Therefore, assuming the average HR professional spends 20 seconds reviewing each resume, they are committing over 2 hours to the identification of the top 5-10 resumes. Multiply this by 10 or 20 positions – the average number of openings managed by each HR professional - and they wind up spending 20 – 40 hours just screening resumes! And for those of you who know people in the HR profession, screening resumes is far from their favorite pastime! Keep in mind that this same individual is most likely responsible for tracking and organizing these applications through their applicant tracking system (ATS) which, in some cases, is nothing more than a file folder, an excel spreadsheet, ACT! or a simple Outlook file.
It is now time to divide the resumes into the proverbial “A pile” and “B pile”. In some instances, there are literally two piles and in other cases, applicants are tagged as “hot prospect” (A) or “reject” (B) in the ATS. The all-powerful “A pile” represents candidates that were referred by an employee or “friend of the firm” and in some cases, it also includes the top 3-5% of online applicants. These “A pile” candidates will receive further consideration and perhaps even a phone call. The dreaded “B pile”, however, consists of the remaining resumes that will never again see the light of day! Unfortunately, if you were not able to secure an introduction into the firm, if you did not customize your resume to include the relevant key words, or if your resume does not offer that initial “wow factor”, chances are you will be sent to the “B pile”.
Once these piles are created, depending on the company, the HR professional will take one of two steps: she will either present these “A candidates” to the hiring manager for review or she will conduct an initial phone screen (in today’s market, the majority of first interviews are conducted by phone). Now the fun really begins! The next challenge facing the HR professional is whether or not the hiring manager provided enough detail and metrics to evaluate the applicants. Assuming the answer is yes – and this is a big assumption – the HR professional then presents his recommendations to the hiring manager to determine which candidates will make it to the holy grail of job search – the in-person interview! Now the waiting begins. This waiting period may span from a few hours (not likely) to several weeks (a bit extreme). Once the decisions are made, the process continues with interviews, feedback, questions, more interviews, references, salary negotiations, background checks and finally – hopefully – an offer.
Meanwhile, back on the resume front, for those individuals whose resumes did not make it to the “A pile”, your poor resume is still sitting all alone in the company’s ATS, on their desk, in a file folder or in someone’s inbox. The odds of you getting an email – or heaven forbid an actual phone call – thanking you for taking the time to apply are minimal at best. In fact, while a few “best in class” companies will respond to each and every applicant, the average response rate to an online job application is less than 5%!
The first question, then, becomes: what can you do to ensure your resume doesn’t wind up alone in the “B pile”?
1. Apply only to those jobs where you possess 85% or more of the requirements
2. Customize each resume to include every key word that is mentioned in the job description
3. Develop a headline that provides a “wow factor”, uniquely defining your area of expertise
4. Create 3 or 4 key sentences at the top of your resume to highlight your Unique Value Proposition (UVP)
5. Focus on promotions, results and direct contributions, not responsibilities and tasks
The second question, and the one rarely considered, is: what can you do to ease the pain of the HR professional?
1. Focus on securing an introduction to the company through a mutual colleague; contact the hiring manager and/or HR professional to leverage the contact and get yourself on the radar screen
2. Clearly indicate how your skills match up with the job requirements – don’t make them search for your relevant skills
3. If you are unable to secure an introduction, call the HR professional and/or hiring manager 2 days after sending your resume, to ensure it was received; during this call, acknowledge that you are aware of the volume of resumes they have received, and request “5 minutes to provide 3 factors” that will demonstrate your fit for the position
4. Send a thank you/follow up card by mail to the HR and/or hiring manager reminding them of the “3 factors”
5. Develop a campaign to follow up with the HR and/or hiring manager on a weekly basis
While the job market continues to have its challenges, developing and maintaining a consistent strategy will greatly increase your odds of getting your resume into the “A pile”. Today’s job market is about visibility and differentiation.
Guest Contributor:Ken C. Schmitt
Turning Point Executive Search
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