Hiring Trends Archives | POST A RESUME HR Consultancy

Best Performer of the Quarter award going to Megha Lakhlani! Congratulations!

Vipul Mali — Fri, 17 Oct 2025 19:03:58 +0000

Performance isn’t about doing more, but it’s about making every action count.

We’re thrilled to celebrate excellence at POST A RESUME with our Best Performer of the Quarter award going to Megha Lakhlani!

Megha’s consistent drive, professional approach and remarkable attention to detail have made a lasting impact on both her team and our clients.

Her ability to merge passion with precision perfectly represents the spirit of our organization.

Your dedication inspires us all, Megha!

Thank you for setting such a powerful example of commitment, positivity and performance. Here’s to many more milestones ahead!

Here’s to more success stories and milestones ahead with people who make it all possible.

#EmployeeRecognition #BestEmployee #POSTARESUME #TeamSuccess #LeadershipInAction #EmployeeOfTheQuarter #HRConsulting #RecruitmentExcellence #ClientSuccess

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Thrilled to honor Priya Ghosh as our Best Employee of the Quarter.

Vipul Mali — Fri, 17 Oct 2025 18:31:05 +0000

What makes a great team unstoppable?

The people who go above and beyond every single day.

Thrilled to honor Priya Ghosh as our Best Employee of the Quarter – 2.

Her unwavering commitment, client first attitude and ability to turn challenges into opportunities truly set her apart.

She embodies the values that define POST A RESUME: integrity, excellence and empathy.

Priya, your hard work inspires all of us to aim higher and keep growing together.

Congratulations on this well deserved recognition!

Here’s to more success stories and milestones ahead with people who make it all possible.

#EmployeeRecognition #BestEmployee #POSTARESUME #TeamSuccess #LeadershipInAction #EmployeeOfTheQuarter #HRConsulting #RecruitmentExcellence #ClientSuccess

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Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

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Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

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How to Create an ATS Friendly Resume That Gets You Noticed

Vipul Mali — Tue, 06 May 2025 16:11:36 +0000

How to Create an ATS-Friendly Resume That Gets You Noticed

In the modern job market, simply having a well-written resume is not enough. With most companies using Applicant Tracking Systems (ATS) to screen job applications, your resume must be formatted and optimized not just for humans—but for machines too.

If you’re wondering why your applications never hear back despite your qualifications, chances are your resume isn’t making it past the ATS.

Let’s dive into how you can optimize your resume for ATS and increase your chances of landing that interview.

What is an ATS?

An Applicant Tracking System (ATS) is software used by companies to filter, rank, and organize resumes. It scans resumes for specific keywords, job titles, skills, and formats before passing them to a recruiter.

In short: if your resume isn’t ATS-friendly, it might be rejected before a human ever sees it.

Key Tips for Creating an ATS-Friendly Resume

1. Use a Simple, Clean Layout

Avoid overly creative designs, tables, graphics, icons, or images. These elements may look appealing but often confuse ATS software.

Stick to a single-column format
Avoid text in headers, footers, or sidebars
Use standard margins and left-aligned text

2. Choose Standard Fonts

Fancy or uncommon fonts may not be readable by ATS. Use professional fonts like:

Arial
Calibri
Times New Roman
Helvetica

Stick to font sizes between 10-12 points for body text and slightly larger for section headers.

3. Use Standard Headings

Use common headings ATS can understand. For example:

Work Experience
Skills
Education
Certifications
Projects

Avoid creative headings like “My Journey” or “What I’ve Done” as they may confuse the system.

4. Include Keywords from the Job Description

One of the most important aspects of ATS optimization is keyword relevance.

Scan the job description and mirror the language and phrases used
Include industry-specific skills, tools, certifications, and job titles

Pro Tip: Use both acronyms and full terms (e.g., “SEO” and “Search Engine Optimization”).

5. Save in the Right File Format

Most ATS platforms prefer .docx or .pdf formats. However, some older systems may have trouble with PDFs—so if in doubt, submit your resume as a .docx file unless otherwise instructed.

6. Avoid Tables, Text Boxes, and Columns

ATS systems often can’t parse content inside tables or columns, meaning crucial information could be skipped entirely.

Keep your resume structured with:

Bulleted lists
Bold for job titles or section headers
Plain text formatting

7. List Dates Clearly

Use a consistent and simple date format like:

Jan 2020 – Dec 2022
03/2018 – 05/2021

Avoid creative or vague formats like “Spring 2019” or “Two years”.

Example of ATS-Friendly Work Experience Section

Work Experience  
Digital Marketing Executive  
ABC Technologies | Mumbai, India  
Jan 2021 – Present  

- Managed SEO and SEM campaigns increasing organic traffic by 45%  
- Created and scheduled social media posts using Hootsuite  
- Conducted keyword research and website audits

Common Mistakes to Avoid

Using images or infographics
Writing your resume entirely in PDF when the job posting prefers .docx
Including information only in footers/headers
Using vague descriptions with no quantifiable results

Bonus Tip: Use an ATS Resume Scanner

There are several free tools online that help you test your resume’s ATS score by comparing it to a job description. Tools like:

Jobscan
Resume Worded
SkillSyncer

These tools provide feedback on keyword usage and formatting improvements.

Final Thoughts

Creating an ATS-friendly resume isn’t about stripping away your creativity—it’s about making your content accessible to the very system standing between you and your dream job. Keep the layout clean, the language relevant, and your skills aligned with the job role.

Your goal?

Pass the machine filter so you can impress the human one.

Want a free resume review or ATS check? Drop your resume on WhatsApp No. +91-8469747821 or reach out to us!

Start crafting your standout resume today, and let your potential shine brightly!

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Sample Resume – Email Marketing Manager

Sample Resume – Banking and Finance Professional

Sample Resume – SUPPLY CHAIN MANAGEMENT

Sample Resume – SALES & MARKETING PROFESSIONAL

Sample Resume – OPERATIONS & ACCOUNTS PROFESSIONAL

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To all the recruiters out there… Happy Recruiters Day!

Vipul Mali — Sun, 09 Mar 2025 14:31:14 +0000

Happy Recruiters Day!

Behind every successful hire is a recruiter who connects talent with the right opportunities.

Today, we celebrate the dedication, persistence, and impact of recruiters who shape careers, empower businesses, and drive growth.

To all the recruiters out there, your ability to spot potential, build relationships, and change lives is truly inspiring.

Thank you for making a difference every day!

10 Lessons from a Recruiter’s Life

1⃣ Patience is Key – The right hire takes time, and good things come to those who wait (and follow up!).

2⃣ First Impressions Matter – Whether it’s a candidate or a client, the first interaction sets the tone.

3⃣ Listening is an Art – Understanding candidates’ aspirations and clients’ needs is the secret to a perfect match.

4⃣ Rejections are Redirections – Not every candidate gets selected, but every conversation is a learning experience.

5⃣ Adaptability Wins – Market trends, hiring needs, and job roles change constantly—stay ahead!

6⃣ Networking is Everything – A recruiter’s strength lies in their connections. Build relationships, not just databases.

7⃣ People Over Resumes – A great CV is important, but cultural fit, attitude, and potential matter just as much.

8⃣ Honesty Builds Trust – Transparency with both candidates and employers leads to long-term success.

9⃣ Every Role is Unique – No two job positions or candidates are the same. Personalized approach wins every time.

Recruiting is Life-Changing – Helping someone land their dream job isn’t just a role; it’s an impact that lasts a lifetime.

Tag a recruiter who has helped you in your career journey!

#RecruiterLessons #HiringWisdom #LifeOfARecruiter #TalentAcquisition #CareerGrowth #RecruitersDay #TalentAcquisition #HiringChampions #CareerMakers #ThankYouRecruiters

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Know More About Our Resume Writing Services.

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Like and comment on this post with your remark and inputs. Share it with your Friends and Family and follow me @Vipul M. Mali for #jobsearch, #careerguidance and #talentacquisition related content.
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10 Tips for Effective Performance Reviews

Vipul Mali — Thu, 12 Mar 2015 08:25:54 +0000

Are you interested in tips about how to make performance reviews successful in your organization? While performance review methods and approaches differ from organization to organization, universal principles about how to talk with an employee about his or her performance exist.
Whether it’s a performance review, a salary adjustment meeting, or the implementation of a performance improvement plan (PIP), these tips will help you more confidently lead the meeting.
These tips are applicable in your daily conversations with employees. They are also critical in your periodic, formal meetings with employees to discuss job goals and performance. These ten tips will help you make performance reviews positive and motivational. They will improve – not deflate – your ability to interact with your reporting employees.
Performance Review Tips
1. The employee should never hear about positive performance or performance in need of improvement for the first time at your formal performance discussion meeting, unless it is new information or insight. Effective managers discuss both positive performance and areas for improvement regularly, even daily or weekly. Aim to make the contents of the performance review discussion a re-emphasis of critical points.
In the interest of providing regular feedback, performance reviews are not an annual event. Quarterly meetings are recommended with employees. In one client company, job planning and evaluation occurs twice a year. Career development planning for employees is also scheduled twice a year, so the employee discusses his or her job and career,
2. No matter the components of your performance review process, the first step is goal setting. It is imperative that the employee knows exactly what is expected of his or her performance. Your periodic discussions about performance need to focus on these significant portions of the employee’s job. You need to document this job plan: goals and expectations in a job plan or job expectations format, or in your employer’s format. Without a written agreement and a shared picture of the employee’s goals, success for the employee is unlikely.
3. During preparation and goal setting, you need to make how you will evaluate the employee’s performance clear. Describe exactly what you’re looking for from the employee and exactly how you will evaluate the performance. Discuss with the employee her role in the evaluation process. If your organization’s performance review process includes an employee self-evaluation, share the form and talk about what self-evaluation entails.
Make sure that you also share the performance review format with the employee so she is not surprised at the end of the performance review time period. A significant component of this evaluation discussion is to share with the employee how your organization will assess performance.
The employee needs to understand that if he does what is expected, he will be considered a performing employee. In some organizations that rank employees, this is the equivalent of a three on a five point scale. An employee must do more than perform to be considered an outstanding employee
4. Avoid the horns and halo effect in which everything discussed in the meeting involves positive and negative recent events. Recent events color your judgment of the employee’s performance. Instead, you are responsible to document positive occurrences such as completed projects, and negative occurrences such as a missed deadline, during the entire period of time that the performance review covers. (In some organizations, these are called critical incident reports.) Ask the employee to do the same so that together you develop a comprehensive look at the employee’s performance during the time period that your discussion covers.
5. Solicit feedback from colleagues who have worked closely with the employee. Sometimes called 360 degree feedback because you are obtaining feedback for the employee from his boss, coworkers, and any reporting staff, you use the feedback to broaden the performance information that you provide for the employee. Start with informal discussions to obtain feedback information. Consider developing a format so that the feedback is easy to digest and share by the manager.
6. If your company uses a form that you fill out in advance of the meeting, give the performance review to the employee in advance of the meeting. This allows the employee to digest the contents prior to her discussion of the details with you. This simple gesture can remove a lot of the emotion and drama from the performance review meeting.
7. Prepare for the discussion with the employee. Never go into a performance review without preparation. If you wing it, performance reviews fail. You will miss key opportunities for feedback and improvement and the employee will not feel encouraged about his successes. The documentation that you maintained during the performance review period serves you well as you prepare for an employee’s performance review.
If needed, practice approaches with your Human Resources staff, a colleague, or your own manager. Jot notes with key points of feedback. Include bullet points that clearly illustrate the point you plan to make to the employee. The more you can identify patterns and give examples, the better the employee will understand and be able to act upon the feedback.
8. When you meet with the employee, spend time on the positive aspects of his or her performance. In most cases, the discussion of the positive components of the employee’s performance should take up more time than that of the negative components. For your above average performing employees and your performing employees, positive feedback and discussion about how the employee can continue to grow her performance should comprise the majority of the discussion. The employee will find this rewarding and motivating.
No employee’s performance is completely negative – if so, why does the employee still work for your organization? But, don’t neglect the areas that need improvement either. Especially for an underperforming employee, speak directly and don’t mince words. If you are not direct, the employee will not understand the seriousness of the performance situation. Use examples from the whole time period covered by the performance review.
9. The spirit in which you approach this conversation will make a difference in whether it is effective. If your intention is genuinely to help the employee improve, and you have a positive relationship with the employee, the conversation is easier and more effective. The employee has to trust that you want to help him improve his performance. He needs to hear you say that you have confidence in his ability to improve. This helps him believe that he has the ability and the support necessary to improve.
10. Conversation is the key word that should define a performance review meeting. If you are doing all of the talking or the meeting becomes a lecture, the performance review is less effective. The employee will feel as if he was yelled at and treated unjustly. This is not how you want employees feeling as they leave their performance reviews.
You want an employee who is motivated and excited about his ability to continue to grow, develop, and contribute. Aim for performance review meetings in which the employee talks more than half of the time. You can encourage this conversation by asking questions such as these.
–What do you expect to be the most challenging about your goals for this quarter?
–What support can the department and I provide for you that will help you reach these goals?
–What are your hopes for your achievements at our company this year?
–How can I be a better manager for you?
–How often would you like to receive feedback?
–What kind of schedule can we set up so that you don’t feel micromanaged but I receive the feedback that I need about your progress?
–What would be a helpful agenda for our weekly one-on-one meetings?
If you take these performance review tips to heart and practice these recommendations in your performance review meetings, you will develop a significant tool for your management tool bag. The performance review can enhance your relationship with employees, improve performance for your organization, and enhance employee-manager communication significantly – a boon for customers and work relationships.

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Motivation…

Vipul Mali — Mon, 08 Oct 2012 09:47:46 +0000

A little boy wanted to meet God. He knew it was a long trip to where God lived, so he packed his suitcase with a bag of potato chips and a six-pack of root beer and started his journey.
When he had gone about three blocks, he met an old man. He was sitting in the park, just staring at some pigeons. The boy sat down next to him and opened his suitcase. He was about to take a drink from his root beer when he noticed that the old man looked hungry, so he offered him some chips. He gratefully accepted it and smiled at him.
His smile was so pretty that the boy wanted to see it again, so he offered him a root beer. Again, he smiled at him. The boy was delighted!
They sat there all afternoon eating and smiling, but they never said a word.
As twilight approached, the boy realized how tired he was and he got up to leave; but before he had gone more than a few steps, he turned around, ran back to the old man, and gave him a hug. He gave him his biggest smile ever…
When the boy opened the door to his own house a short time later, his mother was surprised by the look of joy on his face. She asked him, “What did you do today that made you so happy?”
He replied, “I had lunch with God.” However, before his mother could respond, he added, “You know what? He has the most beautiful smile I have ever seen! Meanwhile, the old man, also radiant with joy, returned to his home. His son was stunned by the look of peace on his face and he asked, “dad, what did you do today that made you so happy?”
He replied, “I ate potato chips in the park with God.” However, before his son responded, he added, “You know, he’s much younger than I expected.”
Too often, we underestimate the power of a touch, a smile, a kind word, a listening ear, an honest compliment, or the smallest act of kindness, all of which have the potential to turn a life around. People come into our lives for a reason, a season, or a lifetime! Embrace all equally!

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Bring Back the Organization Man

Vipul Mali — Fri, 16 Mar 2012 06:34:24 +0000

How to find good quality employees, how to hang onto them, and how to develop them into better employees — these are the questions managers across the world constantly wrestle with. I’ve heard them in Europe at Davos this year, and from multinationals across the globe. I’ve seen them ripple across the booming economies in Brazil and Asia, where my colleagues and I have studied the operation of Indian companies, which make huge investments in developing talent. We’re now in the process of studying Chinese companies, where it appears at a minimum they are beginning to do the same.
The one place the picture looks different is the United States. There certainly are complaints here as well about the difficulty finding the right candidates, but the narrative is quite different. Here the story is about getting a “just-in-time” workforce, finding the precise workers we need just at the time we need them but letting them go when our needs change and then replacing them with new ones. It’s a “plug ‘n play” approach to the workforce, and it’s not working that well. (In full disclosure, I wrote about this phenomenon in a book called Talent on Demand, describing how companies in the US have adopted this approach to talent management in order to deal with highly uncertain and volatile environments).
The weak link in that approach is that with the focus on outside hiring to get skills, few employers are providing development opportunities. Why bother developing when we can get the skills on the outside? US large companies have been filling 66 percent of their vacancies from the outside, in contrast to a generation ago where 90 percent were filled from within. Because one company’s outside hire of an experienced candidate is another company’s retention problem, employers rightly look around and wonder whether investments in their employees will pay off. These patterns reinforce each other: less development leads to a greater need to hire skills from the outside, and doing so reduces the need to develop internally; it also creates spillover problems for other employers for whom turnover reduces the ability to finance training.
All that would be ok except that employers are finding it difficult to hire the skills they need. The supply of skills in specific areas is uncertain, so the quality and price jumps around a lot. Some jobs require skills or at least sets of skills that are unusual, and finding a good fit outside is very difficult. Skills that one learns through training become scarce because few employers train.
For the employees, it’s not working well because they find themselves stuck in their current jobs. No one wants to develop them, no one wants to let them grow into a job when the alternative is to find someone who can “hit the ground running” because they have done that job elsewhere. So development and advancement are hard to come by.
Especially in slack labor markets like the one we have now, employees are also petrified that they will not appear to have the skills that are required to fit changing jobs, especially as companies restructure, losing their jobs in the process to some outside hire. So they freeze up, afraid to do anything that might look like a mistake.
Is it time to bring back the Organization Man?
In that model, which drove the US economy for most of the last century, employers made longer-term commitments to employees, where they invested in development to fill jobs, and where employees responded with commitments of their own in terms of performance. Jobs were filled internally with people prepared to do them, skill shortages were unknown, and employees were engaged with the needs of their employer.
A critic would say that if employers did that, employees would simply take those investments and leave. The only reason they leave, though, is because they can get a better job elsewhere than their current employer will give them. To keep good people, employers need to take a bit of a risk on them by giving them jobs that they haven’t already done. The employer should be able to take that risk; first, because they should have inside knowledge about who is promising and, second, because if they are right, the bet pays off by filling jobs more cheaply than outside hiring. The end result is that companies would be able to retain talented employees who are more committed to the organization. And employees would win too, growing in jobs and companies that they are loyal to.
What won’t work is pursuing this model half way, giving some employees some development opportunities but then still filling more senior vacancies from the outside. Why would someone wait around if it looks as though opportunity will not come?
Clearly, the jobs issue is not going to go away unless US companies figure out how to hire, and train, the talent they need.

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Why Porter’s Model No Longer Works

Vipul Mali — Fri, 16 Mar 2012 06:29:39 +0000

magine that you wanted a new home theater system. But instead of spending hours in Best Buy or on Amazon comparing configurations and assembling the parts you needed, you could signal what you wanted and a company would create it for you. You might simply Pinterest the elements you liked, including information about your space or noise limitations (“One-bedroom apartment on busy street in New York,” or “suburban space that needs stuff protected from little kids”), and then have a retailer give you a personalized, optimal configuration.
Right now, social is largely seen as a way to amplify messages (“Like” us on Facebook!) or to create conversations around customer service (“We’re so sorry you’re having a problem,” the persistent tweet from @ComcastCares). These two key functions — Marketing and Service — are regularly discussed as shaped by social era dynamics.
But the social era can — and will — be more than that. It will help us decide what we make, how much we make, and how we finance that production. While social media doesn’t shift Porter’s model, the social era surely does.
Big Isn’t Enough
This is the third part of a series on what it takes to win in the social era: being fast, fluid, and flexible.
Let’s think about the way that changes our modes of production. Size once gave organizations purchasing power. Being big used to enable high barriers-to-entry, keeping out potential competitors. Big had the dollars to buy the mass-market access to consumers back when mass media was the only way to reach an audience. But when the capital requirements to enter markets have declined, the marginal cost of reaching consumers is effectively zero, and one-off production is not hard to do… being big offers a much smaller advantage than it used to. Being big ain’t enough, anymore.
Most existing big organizations — the 800-pound gorillas — subscribe to Michael Porter’s value chain framework. As I mentioned in the first part of this series, this model optimizes for efficient delivery of a known thing. Organizationally it means Z follows Y, which follows X. It carries with it one fundamental assumption: that customers are tangential to the process.
There is no question that Porter’s work has helped shape (some would say, “invent”) modern-day strategy. I’ve used his ideas for over 20 years of running companies big and small, and I consider myself a fan of his thinking. But, to put it bluntly, Porter’s value chain is antiquated in the light of the social era. It was created at a time when being big and having scale was in itself a key aspect to competitive advantage and profitability.
Generic vs. Distinct
People buy two categories of things: The distinct, and the generic. The distinct items are the things that have a limited quantity, that are artisanal in nature, and that are worth paying a premium for. The generic items are, well, the things you might find on Amazon.
When companies like Best Buy or Target are simply aisles of what you can find online, then it’s easy enough to become a storefront for Amazon. Everything that is undifferentiated is going to be delivered in ever more efficient, low-cost ways. Porter’s value chain is well suited for this mass-market, cost-driven approach, where customers remain at the end of the value chain.
But for organizations wanting to thrive in the social era, being distinct is key to both profitability and winning. While there has always been a market for bespoke, differentiated items, until very recently that market served a tiny fraction of the uber-rich. But today, both macroeconomic forces, and technological advances mean that customized products aren’t just for the one percent. Instead, customized products and experiences can be for everybody, at least some of the time.
How will the smartest, nimblest companies move away from less-profitable generics and into more-profitable distinct goods and services? By using the rules of the social era.
Social Becomes Central to What We Build
During Fashion Week in September 2011, Burberry did a direct campaign with an everyday consumer (not just the editors and fashionistas) to showcase their new line in what they called a #tweetwalk, letting users tweet about what they liked (or didn’t). It created an immediate signal between the company and its broad users.
It was an interesting first step.
Every brand already has the ability to get direct feedback from consumers on what they like; the friction cost of doing this is effectively zero through a social media conversation. But Burberry stopped short of doing what makes the most sense to their bottom line. Imagine if they’d actually created a video of a runway walk that enabled click to order. They could produce only what was ordered, and thus reverse their supply chain to produce only what is already sold. They could even allow customers to request products in particular colors at premium prices. Social gives companies more control to operationally adjust their offers and create zealots by better collecting and amplifying even weak signals.
This puts the customer at the center of the company much more than any lip service about being “customer centric.” Today, we see brands asking consumers to “like” them on Facebook as a way of getting permission to push them information. The brand is still the central part of that communication. Imagine what that dynamic becomes when using the power of pull. Ask yourself, what would it look like to put customers at the center?
Many of you already know of Kickstarter as the largest funding platform for creative projects in the world. Several other platforms exist to allow community to fund expansion. When no one funds you, you know there’s no market for your idea. This changes more than the economic source. When a community invests in an idea, it also co-owns its success. In other words, it’s not just socially funded; it’s socially meaningful.
Now, let’s go back to that imagined home entertainment system. What if you — and everyone else shopping for a similar system — could signal your desired systems and have Best Buy choose one of hundreds each week to showcase (or perhaps choose the most popular per region). You would then have a reason to check out that configuration in a retail store — to see it and feel it — and then order it so they could come set it up at your place. See how that changes the retail experience from generic long aisles of commodity items to customized and community experiences? That is what social allows.
A Cycle of Profitability
When companies figure out how to shape their design, production, and manufacturing cycle from rigid planning and production systems to unique customer-driven experiences, they’ll design a way to respond in smaller bursts of more profitable cycles.
By allowing customers to directly fund an expansion, companies will know exactly what to build, and what is extraneous. By allowing signals to direct production, there’s an opportunity to learn immediately what the market responds to. Organizations can be in a constant conversation to learn what is working and what is not, and adapt on the fly. These nimble organizations consistently try new things, adapt to what works and thus improve the bottom line. What is interesting about this approach is that no company has to get it “right” the first time, as much as know how to learn and discover what works for growth.
The 800-pound gorilla dominated at a time when companies needed and used more capital, when the value chain could be profit maximized through vertical integration. To run this kind of organization, leaders had to be focus on being big enough to enable scale — because that’s where the profits once were. Once an organization got big, it took a lot to displace it. But the social era demands something more of our organizations. Something that is qualitatively different. The social era rewards the gazelles — the ones that are fast, fluid, and flexible.
Courtesy: http://blogs.hbr.org/cs/2012/02/why_porters_model_no_longer_wo.html?cm_mmc=email-_-newsletter-_-strategy-_-strategy031512&referral=00210

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Best workplace resolutions for 2012

Vipul Mali — Thu, 02 Feb 2012 06:29:51 +0000

They say resolutions are meant to be broken. In that case, how many workplace resolutions hold good? Do industry professionals see any benefit in them? “Resolutions if implemented on time can erase a lot of issues. Every workplace has its own set of trouble. This year, as a part of my resolution, I tried to inculcate staff retention and employee engagement. Positive motivation has helped me retain people who are the biggest asset of my organisation,” says Deepak Kaistha, Director, Planman Group and Managing Partner, Planman HR.
At the same time, there are a set of people who do not believe in the concept of resolutions. “We do not have any workplace resolutions; it is not a part of our belief system. If people simply adhere to what they promise to themselves, any place will be a better place for resolutions. It’s a philosophical statement and it is up to you if you want it to be successful or otherwise,” says Rajita Singh, Head, Human Resources, Broad ridge Financial Solutions (India) Private Limited.
Do’s and Don’ts of resolutions
The trouble with resolutions is that they are difficult to abide by. Often, the cause for failure is the unrealistically high expectations from oneself, leading to resolutions impossible to achieve.
“Resolutions can be both troublesome and rewarding. Many people make them, but few make a real commitment to them. Before you make a resolution, spend some time pondering exactly what you hope to achieve in the year ahead and how you plan to do it,” says Vidyadhar Prabhudesai, Managing Trustee, LeadCap Trust. For Prabhudesai, the biggest workplace resolution would encourage employees to waste less time in office. He believes that a limited time should be spent on networking sites that balance work and leisure equally.
“Be Realistic and don’t resolve to completely stop using social media. Plan to cut it down. Think incrementally and plan in small steps. Lastly, make resolutions for only those things that are within your control and do not involves the decisions of others,” he says.
Three big resolutions for 2012
What are some of the workplace resolutions that ideally people in all industries will try to keep in 2012? Three of them are summed up below:
1) Encourage Leadership: As the corporate is transitioning from closed to open source leadership formats, the coming 2012 resolution would revolve around the same. ” ‘Don’t micromanage’, ‘Don’t be a bottleneck’, ‘Trust subordinates’, ‘Challenge team to perform better’, ‘Retrain employees to lead’ etc, can be some of them,” says Prabhudesai.
2) Monitor workplace gossip: “Like it or not, every workplace is a political environment and it can get vicious. Office gossip is often used by an individual to place them at a point where they can control the flow of information and therefore gain maximum advantage. The past year has seen major conflicts in many organisations. My approach is to always balance out both the sides,” says Kaistha.
3) Strike a connect: Know the ‘why’ and then focus on their task. As the sense of purpose is biggest, this eventually helps avoid any issues that may arise due to communication, politicking etc. The power of being able to connect is the largest, which ensures the culture of an organisation is intact, nurtured and harmonious.
While these are broad resolutions for the organisation as a whole, are the CEOs planning a personal transformation in 2012 too?
“For me as a CEO, my wish list is long. Starting from employee satisfaction, motivating employees, helping them become better and responsible individuals professionally, to keeping my organisation conflict free, my list would continue. Considering the efforts put in by all my employees, I would want each of them to carve out better opportunities, and to grow within the organisation. My objective is to ensure that the organisation grows and as far as possible, all the above resolutions are implemented for the best,” shares Kaistha.
Article courtesy of Economic Times

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How to Be Happy at Work..

Vipul Mali — Tue, 31 Jan 2012 06:42:05 +0000

Article By Geoffrey James | @Sales_Source | Jan 30, 2012
____________________________________________________________
If you’re unhappy at work–or anywhere else, for that matter–it’s because you’ve made yourself unhappy. There’s an easy way to change that.
Let me start off with a little story.
I once knew a saleswoman–young, divorced–who got a diagnosis of breast cancer. She had to work and raise two kids while fighting the cancer. Even so, she managed to be happy at work, noticeably happier than her co-workers. In fact, she not only won her battle with cancer but subsequently became one of the top salespeople at Bristol Myers.
She was not, as it happens, naturally cheerful. Quite the contrary. When she started full-time work, she was frequently depressed. But she turned it around, using the techniques I’m going to provide you in this column.
That saleswoman once told me: When you’re unhappy, it’s because you’ve decided to be unhappy.
Maybe it wasn’t a conscious decision; maybe it crept up on you while you weren’t looking–but it was a decision nonetheless. And that’s good news, because you can decide instead to be happy. You just need to understand how and why you make the decisions.
What Are Your Rules?
Happiness and unhappiness (in work and in life) result entirely from the rules in your head that you use to evaluate events. Those rules determine what’s worth focusing on, and how you react to what you focus on.
Many people have rules that make it very difficult for them to happy and very easy for them to be miserable.
I once worked with a sales guy who was always angry at the people he worked with. The moment anything didn’t go the way he thought it should go, he’d be screaming in somebody’s face. He was making everyone around him miserable–but just as importantly, he was making himself miserable, because just about anything set him off.
For this guy, the everyday nonsense that goes on in every workplace was not just important, but crazy-making important.
I once asked him what made him happy. His answer: “The only thing that makes this !$%$#! job worthwhile is when I win a $1 million account.” I asked him how often that happened. His response: “About once a year.”
In other words, this guy had internal rules that guaranteed he’d be miserable on a day-to-day basis, but only happy once a year.
One of the other sales guys at that firm had the exact opposite set of rules. His philosophy was “every day above ground is a good day.” When he encountered setbacks, he shrugged them off–because, according to his internal rules, they just weren’t that important. When I asked him what made him miserable, his answer was: “Not much.” When I pressed him for a real answer, he said: “When somebody I love dies.”
In other words, the second sales guy had rules that made it easy for him to be happy but difficult to be miserable.
I’d like to be able to write that Mr. Positivity regularly outsold Mr. Negativity, but in fact their sales results were similar. Even so, I think Mr. Negativity was a loser, because he lived each day in a state of misery. His colleague was always happy. He was winning at life. He was happy at work.
Make Yourself Happier: 3 Steps
The saleswoman who had breast cancer was happy, too, and this is the method she used to make herself happy:
1. Document Your Current Rules
Set aside a half-hour of alone time and, being as honest as you can, write down the answers to these two questions:
What has to happen for me to be happy?
What has to happen for me to be unhappy?
Now examine those rules. Have you made it easier to miserable than to be happy? If so, your plan is probably working.
2. Create a Better Set of Rules
Using your imagination, create and record a new set of rules that would make it easy for you to be happy and difficult to be miserable. Examples:
“I enjoy seeing the people I work with each day.”
“I really hate it when natural disasters destroy my home.”
Don’t worry whether or not these new rules seem “realistic”–that’s not the point. All internal rules are arbitrary, anyway. Just write rules that would make you happier if you really believed them.
3. Post the New Rules Where You’ll See Them
When you’ve completed your set of “new” rules, print out them out and post copies in three places: your bathroom mirror, the dashboard of your car, and the side of your computer screen. Leave them up, even after you’ve memorized them.
Having those new rules visible when you’re doing other things gradually re-programs your mind to believe the new rules. You will be happy at work. It’s really that simple.
Oh, and by the way … That saleswoman? She was my mother.

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Sector Watch of ITeS Sector by Naukri.com

Vipul Mali — Wed, 28 Dec 2011 13:30:25 +0000

ITeS-BPO Sector
The Indian BPO industry posted a strong rebound in growth during FY 2010-11 and is pegged to generate revenues worth US$ 76 bn this year, with a growth of over 19% over the previous year according to NASSCOM. However, a recent report by the Associated Chambers of Commerce and Industry of India (ASSOCHAM) indicates that the sector is facing issues with attrition rate increasing sharply to 55% during December 2010–March 2011. Nonetheless, companies like vCustomer, Genpact and Aegis have set upon a range of initiatives and employee-centric policies to enhance the ‘feel-good’ factor among their workforce for curbing attrition and attracting talent.
Centre of Attention
vCustomer has put in place an employee relationship team to ensure that the employees have a healthy work-life balance. Organisational development teams ensure overall growth of the company’s employees, while internal communication teams ensure that there is proper redressal of HR related grievances. Further, to ensure employee satisfaction, corrective actions are introduced on the basis of an employee satisfaction survey conducted in-house twice a year. Similar measures were undertaken at Wipro to boost staff morale, like training and leadership programs and cross-border interactions between employees. The company also introduced measures specifically for its women employees – a sexual harassment committee provides safer working environment while maternity leave allowances ensure that the fairer sex gets its due.
Rural Path
Many companies are sourcing talent from rural India even as urban graduates chase higher pay, perks and designations. Wipro, Tech Mahindra and TCS have conducted placement drive with the help of Central Placement Cell (CPC) of Karnataka Vocational Training & Skill Development Corporation Ltd in first of its kind initiative. The interviews were conducted in five districts, besides Bengaluru with as many as 137 of 736 rural graduates bagging on-spot job offers. As against this, only 55 out of 737 candidates from Bengaluru were offered jobs. Companies believe that rural candidates are likely to stay with the company for a longer duration and are less demanding when it comes to remuneration and relocation.

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Sector Watch of Telecom Industry By Naukri.com

Vipul Mali — Wed, 28 Dec 2011 13:28:14 +0000

Telecom Industry
The Indian telecom industry is one of the world’s most progressive industries, ranking second largest in the world in terms of wireless connections. The number of telephone subscribers is projected to reach 1.2 billion by 2017, of which 25% will be in the 3G and 4G segment. It is also estimated that there would be nearly 175 million broadband subscribers by 2017.
Growth Fuelling Demand
The entry of new players, opening up of 3G airwaves, rural forays, broadband wireless access and mobile number portability has intensified the talent war in the Indian telecom industry. Given the acute dearth of experienced professionals, instances of poaching have been on a rise in the recent months, with the trend being more prominent in top and mid level positions.
Bucking Up
Employers, on the other hand, are going the extra mile to check the brain drain. Apart from the measures like rewarding their loyal employees through incentives, cash bonuses and stock options, some companies are adopting newer measures to develop and retain talent. Companies are working on building talent pools and succession planning within the company by teaming up with educational institutions to ensure that the right people are available to fill the gaps at the right time. Mobile TeleSystems OJSC (MTS) undertakes team surveys regularly to track engagement levels of managers and team leaders with their respective teams. Generally 30-40% of a manager’s total performance bonus in MTS is linked to how well he/she has fared in developing the team’s talent and skills and motivating them.
Temporary Solutions
As the telecom war intensifies, players are scouting for executives in customer services, technical support, advertising, sales and marketing. Shortage of manpower is driving players towards temporary staffing solutions. Some are even outsourcing their non-core functions to take care of their growth plans. Not only is contingent workforce cost-effective, but it is also helping telecom players get hold of skilled professionals with specific skill sets to supplement the existing workforce.

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Is hiring women all that much more profitable than men?

Vipul Mali — Sat, 10 Dec 2011 14:01:40 +0000

Company experts feel that it is so. In fact, with many successful businesses, the female-male employee ratio is as now as much 30-70, with numbers only increasing.
Behavioural researches concluded that the fair sex was better in socializing and interacting effectively with people. Women were found to have more commitment in their careers, and were focused on developing and maintaining a long-term career.
With this find coupled together with the 2008 expectation of attrition rates increasing dramatically, it is no wonder that companies are now hiring more female employees.
One company commented that women were more ‘transparent’ and trustworthy and as a result established confidence in clients.
Is hiring women all that much more profitable than men? Growth-oriented company experts say it is a fact that just cannot be ignored.
IT companies have begun to cash in on the largely untapped female-employee benefits. They are now hiring and training many new female employees.
Experts add that although there are many benefits to hiring women, no ‘one size fits all’.
As for corporate trends and changes, gone are the days when being a woman attempting a career was yet another hurdle to cross.

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Hiring Trends Archives | POST A RESUME HR Consultancy

Best Performer of the Quarter award going to Megha Lakhlani! Congratulations!

Performance isn’t about doing more, but it’s about making every action count.

We’re thrilled to celebrate excellence at POST A RESUME with our Best Performer of the Quarter award going to Megha Lakhlani!

Megha’s consistent drive, professional approach and remarkable attention to detail have made a lasting impact on both her team and our clients.

Her ability to merge passion with precision perfectly represents the spirit of our organization.

Your dedication inspires us all, Megha!

Thank you for setting such a powerful example of commitment, positivity and performance. Here’s to many more milestones ahead!

Here’s to more success stories and milestones ahead with people who make it all possible.

#EmployeeRecognition #BestEmployee #POSTARESUME #TeamSuccess #LeadershipInAction #EmployeeOfTheQuarter #HRConsulting #RecruitmentExcellence #ClientSuccess

Follow POST A RESUME on LinkedIn for more Job Updates.

Read More Update…

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Thrilled to honor Priya Ghosh as our Best Employee of the Quarter.

What makes a great team unstoppable?

The people who go above and beyond every single day.

Thrilled to honor Priya Ghosh as our Best Employee of the Quarter – 2.

Her unwavering commitment, client first attitude and ability to turn challenges into opportunities truly set her apart.

She embodies the values that define POST A RESUME: integrity, excellence and empathy.

Priya, your hard work inspires all of us to aim higher and keep growing together.

Congratulations on this well deserved recognition!

Here’s to more success stories and milestones ahead with people who make it all possible.

#EmployeeRecognition #BestEmployee #POSTARESUME #TeamSuccess #LeadershipInAction #EmployeeOfTheQuarter #HRConsulting #RecruitmentExcellence #ClientSuccess

Follow POST A RESUME on LinkedIn for more Job Updates.

Read More Update…

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How to Create an ATS Friendly Resume That Gets You Noticed

How to Create an ATS-Friendly Resume That Gets You Noticed

What is an ATS?

Key Tips for Creating an ATS-Friendly Resume

1. Use a Simple, Clean Layout

2. Choose Standard Fonts

3. Use Standard Headings

4. Include Keywords from the Job Description

5. Save in the Right File Format

6. Avoid Tables, Text Boxes, and Columns

7. List Dates Clearly

Example of ATS-Friendly Work Experience Section

Common Mistakes to Avoid

Bonus Tip: Use an ATS Resume Scanner

Final Thoughts

Your goal?

Pass the machine filter so you can impress the human one.

Read More Update…

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To all the recruiters out there… Happy Recruiters Day!

Happy Recruiters Day!

10 Lessons from a Recruiter’s Life

Tag a recruiter who has helped you in your career journey!

Read More Update…

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10 Tips for Effective Performance Reviews

Motivation…

Bring Back the Organization Man

Why Porter’s Model No Longer Works

Best workplace resolutions for 2012

How to Be Happy at Work..

Sector Watch of ITeS Sector by Naukri.com

Sector Watch of Telecom Industry By Naukri.com

Is hiring women all that much more profitable than men?