| "body"> | | | | 6. Planning Profits |
| Introduction | | | | 7. Risk Taking |
| Recently on some of the forums we discussed | | | | 8. Time Management |
| some of the factors that affect the Selection | | | | 9. Handling Finances and other related things |
| Process. People don't want to accept that factors | | | | 10. How to handle Success? |
| like mode of your master's or specialized areas; | | | | 11. How to hanlde criticism and Failures |
| the type of industry that you are working in; and | | | | 12. How to fight back from Adversity |
| the salary that you are drawing in your present | | | | These are the things that one cannot learn on his |
| job can affect your candidature and can tilt the | | | | own and need proper grooming from the experts. |
| balance against you. Instead they think that the | | | | Other factors that are in favor of regular MBA's |
| companies are biased; industries are not giving | | | | are: |
| equal opportunities to all and somewhere, | | | | 1. Entrance Exam |
| knowingly or unknowingly they are making a | | | | 2. Cost and |
| desperate appeal that..."Give me a chance" or | | | | 3. Other little sacrifices |
| "Kindly experiment with me". Irony is that they | | | | Most of the people, if they want to get an |
| are not willing to accept that they need to change | | | | admission into a good Management Institute, need |
| their perception; that they need to do their | | | | to face an entrance such as CAT; XAT; GRE; |
| "Homework" before looking out for a change. | | | | TOFEL etc. Such entrance exams are followed by |
| The steps that we are going to discuss here are | | | | Group Discussions, Presentations and personal |
| applicable in all functions and industries, across the | | | | interviews. That shows the competitiveness in |
| globe. It is not possible to discuss all the available | | | | those people. Not many institutes, offering MBA |
| positions, in all the industries, across the world. So, | | | | through Correspondence or Distance Mode of |
| for the purpose of this write-up, we will be | | | | Education have such an exhaustive mode of |
| concentrating on all the positions above the level | | | | selection. |
| of Assistant Managers (People with at least three | | | | Two Years, regular full-Time MBA Courses are |
| years of work Experience) and will concentrate | | | | much costlier than correspondence or Distance |
| on HR related openings in India. | | | | MBA. |
| Crucial Factors in SELECTION PROCESS | | | | Lastly, those people who do their MBA in a regular |
| 1. Relevant Experience is important and not the | | | | mode make more personal sacrifices than those |
| total experience | | | | with correspondence or Distance MBA. |
| 2. Industry type (The extent to which your | | | | I have made an attempt to explain why people |
| present industry is related to the industry of your | | | | with regular MBA get preference over those with |
| prospective employer) | | | | correspondence or Distance MBA. Let me take an |
| 3. Relocation (Are you willing to relocate?) | | | | example from day-to-day life. When you like to |
| 4. Your education and mode of your education | | | | eat out, where you like to go? Don't you get |
| 5. Salary Budget | | | | advices from your elders in the family to eat at a |
| Rare and General Domains | | | | decent place and Hygienic place?? Will you take |
| Just to help the HR people and let them know the | | | | your food or lunch at a road-side shops or unclean |
| various domains where they can explore | | | | restaurants? |
| opportunities, I have classified all available jobs in | | | | It is not that all 5-star hotels cook good food, |
| two domains - General and Rare. Rare domain is | | | | they also make errors but chances are less. It is |
| the area, where companies need specialized | | | | not that all small hotels are unhygienic or cook |
| people and the competition is less...as there are | | | | unhealthy food but chances are more. |
| not many people who have expertise in these | | | | It is not that those small hotels or restaurants are |
| domains. | | | | not doing any business. They are earning well. |
| General Domain | | | | There are chances that one day some good and |
| 1. HR Generalist (HR Operations) | | | | rich person will come to one of those hotels and |
| 2. Recruitments | | | | will eat there. He might like the food and might |
| 3. Employee Relations | | | | get so impressed to do business with that hotel |
| 4. Training and Development | | | | guy. He and might sponsor him to change his shop |
| 5. HRIS Specialist | | | | to a nice place by financing him. Until then, he |
| 6. Labor Law Experts or Industrial Relations | | | | needs to wait. |
| Experts | | | | Selection process of a "Human Capital" in this |
| Rare Domain | | | | competitive era of Business Environment is very |
| 1. PCMM Consultants | | | | much similar to selecting a Greeting Card from |
| 2. Six Sigma Experts | | | | the Gift Shop. You don't need to go and see all |
| 3. Compensation and Benefits Specialist (In some | | | | the cards. Do you? Go to the section where you |
| companies they might need two different | | | | can find your type of cards; Look at the cost or |
| person...one each for Compensation and Benefits) | | | | range; Then you consider as for whom you want |
| 4. Organization Development | | | | to buy the card therefore look and appearance of |
| 5. Salary Tax Specialist or Employee-Investment | | | | the card is important; then comes the content of |
| Planner/Expert | | | | the card. The other cards...that you didn't even |
| 6. Human Behavior or Workplace Behavior Expert | | | | saw...don't feel neglected, because they know that |
| Let's discuss | | | | if they are in the Gift Shop then one day |
| Relocation | | | | someone will surely come and pick them |
| Whenever there is an open position in any | | | | Same way, those with distance education or |
| company, they prefer to source the candidate | | | | correspondence MBA... need to wait for the right |
| from the local market. This is done for the simple | | | | time and right opportunity. They don't need to get |
| reason that the person who is already settled at | | | | frustrated or be impatience. Have patience. Wait |
| the place will not face any difficulty in joining the | | | | for the right opportunity. Don't try to |
| company. On the contrary, if the company is | | | | jump...immediately after the completion of your |
| planning to source a person from different city, | | | | Correspondence MBA but continues with the |
| they might have to arrange for his | | | | same company...grow within. It will help. |
| accommodation; the person might face difficulties | | | | Relevant Industry Experience (Moving from One |
| in adjusting with the environment and making | | | | Industry to another) |
| adjustments etc. So, hiring a person from local | | | | Recently we also had another debate on the |
| market will surely save the time and money of | | | | necessity of having experience in relevant |
| the company. But, we are in Global Market and in | | | | industry. People argued that as the work of HR |
| the competitive market, where quality is a | | | | Professional is more or less same, it doesn't |
| perquisite; it might not be possible to look for a | | | | matter from which industry he or she is coming |
| prospective employee in the local market. Hence | | | | from. I am of the opinion that the pace of the |
| these days' companies are open to search for a | | | | work, culture, type of people, expectations of the |
| relevant talent in an open Talent Market. However | | | | people and time of work (your office hours) differ |
| the order of preference is as follows: | | | | from industry to industry. There is a huge |
| 1) Local Market (within the city or state of | | | | difference in the Industries of Old Economy and |
| operation) | | | | Industries of New Economy and that difference |
| 2) Regional Market (within 500 Kilometers of the | | | | very vast. It is like managing illiterate workforce |
| area of operations) | | | | and knowledgeable or intelligent workforce. |
| 3) National Market (within the nation) | | | | Yes, you are an expert in HR functions but that |
| 4) International Market | | | | doesn't mean that you can work and adjust with |
| Based on the above mentioned factors, a | | | | any industry and adopt any culture with ease. It is |
| company in Bangalore will look for talent in | | | | like asking a normal car driver to drive a |
| following cities (In Order of Preference): | | | | Formula-One Car. Just because you know driving |
| 1. Bangalore | | | | doesn't mean that you can drive any vehicle. |
| 2. Chennai | | | | Does it? |
| 3. Hyderabad | | | | It is not that people cannot move more one |
| 4. Mumbai | | | | industry to another but the preference is given to |
| 5. Pune | | | | the one with similar industry experience. Just like a |
| 6. Delhi-NCR | | | | cook who is cooking in a small restaurant, though |
| Not only the companies, even the candidates are | | | | he know cooking and can cook in a 5-Star hotel |
| not willing to relocate and they have different | | | | as well but if there is an opening in a 5-Star Hotel |
| reasons. Some of the reasons are: Family, | | | | the preference will be given to the one with |
| Infrastructure, and Future Growth Prospects. | | | | experience in a 5-Star Hotel. |
| Most of the females show their unwillingness to | | | | Similarly, though a HR-person with a non-IT |
| relocate to another place or city because of their | | | | experience can handle HR activities in an IT |
| families. However, males consider the following | | | | company...but preference is given to the one with |
| options before relocating to the city of | | | | an experience in IT Company. The major issue or |
| prospective employer: | | | | challenge that one face while moving from one |
| 1. Salary | | | | industry to another is "Cultural Shock". So, you |
| 2. Infrastructure of the City | | | | can move from one industry to another but first |
| 3. Future Growth Prospects | | | | you have to compete with those people who are |
| 4. Safety | | | | from the same industry and need to prove to |
| Based on the above mentioned, in India, a person | | | | the interview panel why they should take you, |
| might show his willingness to move from Delhi to | | | | when they are getting people who are more likely |
| Bangalore or Mumbai but not from Delhi to Jaipur | | | | to adept with the company or industry culture. |
| or Ludhiana or Dehradoon. I don't know why but | | | | Salary Budget (Cost to the company) |
| most of the people have this mentality that they | | | | Have you ever thought...have you ever wondered |
| should get a job in their city of Birth; in a good | | | | that at times when you appear for an interview, |
| company; at a good salary and with good salary. | | | | they reject you because of your present salary? |
| It is a well known fact that those who have | | | | Because if they will hire you that might disturb the |
| moved out of their home town (Comfort Zone) | | | | Internal Equity of the company. |
| have done really well in their career, profession | | | | Example: Suppose I want to hire a HR Manager, |
| and life. This world is full of such examples. | | | | and my budget is 12-15 Lakhs. Don't you think |
| Relevant Experience | | | | that to get that package and to get into that |
| You think that you are master's in Human | | | | range...your present salary package should be a |
| Resource Management and Development and can | | | | minimum of 7-9 lakhs. If you are below that |
| handle all the domains of HR with ease, right? No, | | | | range and even if all other things are as per the |
| it is not that way. Let me explain. Company XYZ | | | | requirement of the company they might not hire |
| is having an opening for HR - Manager (Generalist) | | | | you. Your relocation and other factors will be |
| and they are looking for someone with at least 5 | | | | taken care of. |
| years of experience in same. You have 6 years | | | | As per the practices...all over the globe...in a normal |
| of experience. Three years in Training and | | | | case...companies offer 20-25% hike on your last |
| Development, before your MBA and another | | | | salary. If you are extremely good and best of the |
| three years in Recruitments, after the completion | | | | best...you can expect 50-75% hike. Not many |
| of your MBA. You are not even eligible for the | | | | companies offer 100 or 200% hike (Until and |
| open position of HR Manager (Generalist). That is | | | | unless you know some senior person in the |
| the importance of relevant experience. | | | | company), because that disturbs the balance in |
| There is little doubt that you might not be able to | | | | the system...better known as internal equity. |
| handle the HR Operations but no one likes to take | | | | Argument: You may argue that the companies |
| the risk or play gamble for such a senior position. | | | | should feel happy that they are saving the money |
| It will be the wastage of time and money, both | | | | by hiring someone with low salary, but that is not |
| for you as well as the company. They like to play | | | | the case. It will disturb the balance. It will affect |
| safe and will hire a person with relevant and | | | | the internal and external equity of the company. |
| desired experience. | | | | Tomorrow, you only will come and say that the |
| You may argue that in such scenario you will get | | | | other person...having similar experience (even |
| type-cast and will not be able to grow. Once a | | | | lesser experience), from similar institute is getting |
| recruiter, you will always a recruiter. That is not | | | | more salary. If you fall in the category of rare |
| the case. Expand your horizon. Diversify you | | | | domains or skill sets...then there are chances that |
| experience, with in a company and then look out | | | | the companies might offer you 100 or 150% hike |
| for desired profile. It will help. | | | | but not otherwise. |
| Mode of Education | | | | Miscellaneous factors |
| These days, the competition is so high that you | | | | If all the above mentioned things are positive and |
| will not be able to grow, if you are not Post | | | | in your favor but still there are some |
| Graduate or Master's. Recently we had one | | | | miscellaneous factors that affect the selection |
| debate on the Importance of Your Mode or | | | | process. These factors are your presentation |
| Education. | | | | skills, your leadership skills and your knowledge. In |
| Many people are of the view that Candidates with | | | | short, it all depends on your skills to "Sell Yourself". |
| Distance Mode of Education are not getting similar | | | | The following factors will be of great help to you |
| weightage as their counterparts with regular MBA. | | | | to impress the interview panel: |
| People also argued that those who have done | | | | 1. If you come prepared; |
| their MBA through regular mode of education are | | | | 2. If you have studied the business model of the |
| less experienced and knowledgeable then their | | | | company; |
| counterparts with Distance Mode of Education. | | | | 3. If you are aware of the growth pattern of the |
| People with distance mode of education are | | | | company; |
| feeling ignored and neglected and their argument | | | | 4. If you know the competitors of the company; |
| is that they are not getting fair treatment from | | | | 5. And knowing all this...if you are able to tell them |
| the employers. | | | | that how you can help the company in achieving |
| So, first thing first, in this fast paced world and | | | | its goals. |
| cut throat competition, no company like to take | | | | If you have done your home-work, I am |
| any chance or experiment with the talent. The | | | | sure...they will give you the salary that you will ask |
| order of preference that is followed in many | | | | for...without even asking your present salary. As I |
| companies at the type of screening is as follows: | | | | have mentioned earlier...you should be able the |
| 1) Full Time MBA's from Good Institutes...with | | | | impress the interview panel in such a manner that |
| good CGPA and relevant experience. | | | | if you have applied for the post of |
| 2) Full Time MBA's from not so good institute but | | | | HR-Manager...the panel should be convinced that |
| with good percentage and slightly more | | | | you are worth for the post of VP-HR. In such |
| experience. | | | | scenario...the company and employers won't mind |
| 3) Correspondence MBA...from Good Institutes | | | | to offer you a salary...more than 100% of your |
| (Like Executive MBA's from top institutes)...with | | | | present CTC. |
| good experience. | | | | You need to prove your potential...your worth. If |
| 4) Then comes...Correspondence MBA...from other | | | | you are just an average candidate and the |
| institutes. | | | | company is in need...they will just give you |
| Secondly, here I am making an attempt to clarify | | | | 20-25% hike. |
| as why regular MBA's get more weightage then | | | | There is an old saying...which says, "Deserve, |
| those with distance mode of education? So, doing | | | | before you ask for". |
| MBA is not about knowledge. It is about | | | | Conclusion |
| Grooming. It is about | | | | This article is an attempt to figure out the factors |
| 1. Building Leadership Skills; | | | | that affect the selection process. This is to give a |
| 2. Strategizing the goals and vision | | | | bigger picture to the readers. Exceptions are |
| 3. Building Entrepreneurship | | | | everywhere but most of the time, the above |
| 4. Planning Business Models | | | | mentioned are the factors that plays an important |
| 5. Planning Strategies | | | | role in rejecting or selecting a person. |