The Relativity of Virtues Essay Example | Topics and Well Written Essays - 500 words

The Relativity of Virtues - Essay Example Emerson states that â€Å"the virtues of society are vices of the saint†. This means that human beings tend to conform to the behaviors and actions that are perceived to be virtues in the society. As a result of this conformity, people fail in developing self-reliance and may perceive actions or behaviors that are not identified as virtues in their society to be vices. For example, during the era of slavery, a person who spoke of compassion or equality for the slaves can easily be dubbed a villain. However, the belief that all human beings are equal and have a right to be free is a virtue. Therefore, the person that the society dubs a villain owing to his support for the abolition of slavery is, in fact, a saint in his account. Emerson challenges reciprocity in the society that defines what actions are virtues and what actions are vices. Emerson states that the terror of reform â€Å"is the discovery that we must cast away our virtues, or what we have always esteemed such, in to the same pit that has consumed our grosser vices†. Reform in the society brings about change for the purpose of improving the human life. The actors of change in the society identify an issue or issue that is an impediment to their wellbeing and act towards changing the issue. Emerson observes that the strength of a reform movement is the continual desire for the better. However, according to Emerson, this desire for change is a weakness as reform seeks amelioration of the outward circumstances but fail to achieve full independence for the inner life.

Differences between Internet and World Wide Web

Differences between Internet and World Wide Web The general belief is that Internet and World Wide Web in one and the same thing and in common parlance these two terms are being used interchangeably. However, in reality these two are totally different matters though they are intimately and irrevocably interdependent. In every establishment like banks, commercial offices, educational and research institutions and any other organisation employing multiple computers, they have a network among their computers so that data and information can be exchanged within the computers hooked up with that network. Such situations are said to be a networked one and the computers can be interchangeably used. Internet is a network of many such networks all over the globe. They enable networks to â€Å"talk† within themselves and benefit from one another. It is actually one massive network spread all across the world where people can access other networks. It transmits data in packets all over to its constituent sub-networks which is available almost everywhere now. It is governed by a definite set of rules and laws which is known as Internet Protocol (IP) which enables the internet to provide information and services in the form of e-mail, file transfers, chat programs to name a few. Fig: Internet and WWW process. Now internet essentially is a huge network and therefore consists of a big collection of hardware items like many networking devices, copper wires, fibre optic cables and in some cases wireless connectivity. On the other hand World Wide Web is to be understood as the software part. In a PC there are the hardware components like key board, RAM, ROM, Hard Disk etc and there is also an Operating System which keeps the computer operational by enforcing some definite discipline for coordinating the activities. The World Wide Web is a collection of various web pages connected through hyperlinks and URLs. Thus World Wide Web is one of the services provided by the internet. Another way to distinguish between Internet and World Wide Web is the use of protocol system or suite. This is a collection of strict rules and regulations followed by both. As stated earlier internet uses IP which handles transmission in packets; the World Wide Web follows the Hyper Text Transfer Protocol (known popularly as HTTP) which handles the linking of documents, files and many other resources of the World Wide Web. Thus in World Wide Web there is no hardware coming into play and it is all software, internet is a combination of hardware and software over which the World Wide Web is positioned. Actually as the figure depicts the internet is meant to connect networks and computers but the World Wide Web is meant to connect people i.e. the users. Difference between E-business and the traditional business: E-business is essentially business conducted with the help of the internet. It is also called E Commerce since many commercial transactions of yesteryear which were being done manually is now handled through the computer which not only makes the working more efficient but also more effective. Ituses the application of information and communication technologies for conducting the various activities ofbusiness like calling for tenders, receiving bids, making contacts with specific and targeted customer groups and the list is unending. Any business involves the exchange of products and services between individual businesses or simple between customers and suppliers. In the process extensive use of the internet is made and all actions which were previously being done by humans are now conducted electronically over the internet. In the traditional business the customer needed to execute most of the jobs by a variety of complicated but interlinked manual actions. Take the case of procurement. In order to procure any item the purchaser had to first short list the probable vendors and send out enquiries to them asking them to bid their best price and terms for executing the supply. After getting the offers the purchaser would have to see if the supplier was offering the correct material and at what price. A comparative chart of the offered prices had to be made manually and there after the best and most suitable offer would be selected for placement of order. Under E-Business the entire process boiled down to just sending out mails to intending suppliers asking them to give their best rates within a specified time. After the specific time got past the bid gets closed and the software makes out the comparative statement within a moment. There is no scope for deviation in the specification and even if the vendor is offering a better product at a higher price then too, that gets bypassed. The decision making is much faster and accurate since the computer cannot be bribed into making a faulty comparative statement which was a menace in the traditional method. On the flip side there is another story to tell. Since the internet is extensively used in e-business the chance of unscrupulous people – hackers – coming in to disturb the process. Hence precaution needs to be taken to ensure that the offers are from genuine suppliers and that too is free of all malicious intentions. E-Business involves much greater security hazards and risks compared to traditional methods of doing business and hence e-business users need to take adequate protection against these risks and hazards. Since, comparatively a much larger number of people (who have internet facility) have access to e-businesses the confidentiality of the transactions which was possible under the traditional manual system is lost in e-business. The major security concerns for e-businesses are in the areas of confidentiality and authenticity of data together with data integrity. E-marketplaces: E-marketplaces came into being after the internet became a very efficient and well developed platform for exchange of information. E-marketplace is a VIRTUAL marketplace where, like any other market, buyers and sellers can ‘meet’ and discuss, bargain and eventually settle a deal. The users are not aware where the actual hub is located but they know that this web based market is easily accessible to any serious seller or buyer. As just mentioned the E-marketplace is a web based information system which enables the buyer to interact with multiple suppliers and at the same time a suppliers can approach multiple prospective buyers for business. The E-marketplace takes the help of Internet technologies, its protocols and standards to disseminate data on goods and services and at the same time facilitate online transactions. No market is complete without its most visible group of people called ‘middlemen’. These people – usually called ‘brokers’ – call themselves ‘intermediaries’ in the e-marketplace and match the buyers with sellers to enable them to negotiate further and settle the deal. Usually they maintain a neutral position which ensures the building up of trust among the participants. They also lend support during some difficult transaction phases which facilitates the operations of such marketplace. They are ever trying to increase the number of users i.e. buyers and sellers in the e-marketplace. The most significant part of e-marketplace is the net benefit coming to both the buyers and the sellers. Seen by the transaction cost economics view, information technology helps to reduce transaction costs, risks, and coordinating costs of e-marketplaces. The cost of locating a suitable and competent supplier is negligible since the hunting is done on the internet. In traditional method the process is not only lengthy but also highly complicated and prone to errors. E-marketplaces can be seen either as a horizontal or a vertical marketplace. The horizontal marketplace handles a specific function (e.g. recruitment, tax advisory, auto-spares) and serves multiple customers in various industries, and a vertical marketplace concentrates on a spectrum of functions for any specific industry, e.g. chemicals, pharmaceuticals or steel. The strategic implications of the e-marketplace is that such a system is capable of reducing the costs required to be incurred by the customer for obtaining information about the quality, price, terms of payments and delivery schedules of product offers of a number of suppliers. Similarly the costs to be incurred by the supplier for communicating or transmitting information about their quality, prices and delivery schedules together with terms of payments etc. to additional prospective customers is also minimised. It is evident that the benefits enjoyed by buyer or seller in an e-marketplace increase exponentially as larger number of organizations come and join the system. It offers significant economies of scale to the participants. With all the aforesaid benefits there are some areas of concern. It requires large capital investments, participants face substantial uncertainty and above all the exit process is often very costly.

Homosexuality Must be Discussed in American Elementary Schools Essay

Wherever it has been established that it is shameful to be involved in homosexual relationships, this is due to evil on the part of legislators, to despotism on the part of the rules, and to cowardice on the part of the governed. -Plato Society is currently arguing over how to address the issue of violence against homosexuals. Many educators and activists suggest that the educational systems nationwide address the issues of sexual orientation in classrooms to combat stereotypes and myths that lead to violence against homosexuals. Within this debate, there is controversy about when to deploy educational stratagems regarding sexual orientation. In order to productively dispel stereotypes, it is necessary that queer issues be implemented into the elementary school curriculum. In considering the addition of queer issues into elementary education this paper includes a definition of queer issues. A discussion of why queer issues must be taught follows its explanation. In addition, arguments against queer education are looked at and refuted. Finally, ways to implement queer education into elementary school curricula are discussed. In reading over the following information it is imperative to keep in mind that the goal in including queer issues in education is that students recognize diversity in their community, culture, and classroom as well as accept and appreciate these differences. WHAT ARE QUEER ISSUES? Before teaching about queer issues it is important to define exactly what these issues are. Queer issues encompass topics, concerns, and questions relating to the GLBITTQ (Gay, Lesbian, Bisexual, Intersexual, Transsexual, Transgendered, and Queer) community. It is these aspects of the GLBITTQ community that are the fo... ...7. Richardson, D. (1998). Sexuality and citizenship. Sociology, 32, 83-100. Rofes, E. (1995). Making schools safe for sissies. Rethinking Schools, 9, 8-9. [Available through ACADEMIC SEARCH PREMIER]. Savin-Williams, R. C. (1994). Verbal and physical assault as stressors in the lives of lesbian, gay male, and bisexual youths: Associations with school problems, running away, substance abuse, prostitution and suicide. Journal of Consultation and Clinical Psychology, 62, 261-269. Sears, J. T. (1999). Teaching queerly: Some elementary propositions. In W. J. Letts IV & J. T. Sears (Eds.), Queering elementary education (pp. 3-14). Lanham: Rowman & Littlefield Publishers, Inc. Weeks, J. (2000). The Challenge of Lesbian and Gay Studies. In T. Sandfort, J. Schuyf, J. W. Duyvendak, & J. Weeks (Eds.), Lesbian and gay studies (pp. 1-13). London: SAGE Publications.

How Cultural Adaptation Influence Professional Belief?

How cultural adaptation influence professional belief and career development of Chinese students in UMN? Introduction The influence of cultural diversity is some of the most critical issues facing the United States today. Census data show that the non-white population is rapidly increasing – this is a huge reserve of human potential, which makes the multicultural focus a top priority for vocational education and development. These diverse cultural groups include some international students coming to the United States to take advantage of higher education opportunities. After completing their studies, many of these students choose to stay in the United States in order to pursue work and build family. The career development and consulting needs of this multicultural workforce are very different from the established norms. It is important to understand and solve their needs for the country's cultural and psychological adjustment. Therefore, counselors and professional professionals in universities and workplaces need to have specific cultural information and skills that contribute to effective vocational education/consulting. Most of the differences between cultures come from various worldviews that people hold. Lee and Rice (2007) and Dee and Henkin (1999) point out that in this society, the worldview of racial and ethnic minorities is different from that of European Americans. The worldview contains all cultural norms, customs, folk cultures and cultural adaptation behaviors that are passed on to future generations in an identifiable group. Values, interests, family and interpersonal relationships largely depend on these worldviews, and these worldviews are assumed to influence career choices. The worldview of ethnic minority customers will influence their career decisions in ways that may differ from most people. In order to provide culturally appropriate services, professional professionals in universities and workplaces must have a keen understanding of the team's worldview. In order to understand more about the concept of worldview related to career development, Marsella and Leong (1995) suggest positioning individual clients in the continuum of national cultural identity and determining the relative importance of individual or cultural characteristics to individuals. For example, when a person is fully integrated into society, interest/preference may be more relevant to career development. However, for a more traditional individual, cultural influence may play a more important role in career development. Marsella and Leong (1995) suggest that career counseling for different customers should consider three factors: cross-cultural similarities, and culturally unique aspects that influence members and personal characteristics. Another way to better understand the worldview is to study the individual's level of cultural adaptation. Marsella and Leong (1995) pointed out that cultural adaptation has become an important variable in psychological research because it helps to highlight and explain the huge heterogeneity existing in ethnic/ethnic immigrant groups. Cultural adaptation levels have been found to influence psychological and physical health variables, including work values, career orientation, and career choices (Kubat ; Kuruuzum, 2009). In short, with the increase in the multicultural nature of the U.S. labor force, it has become imperative to appropriately address the unique career development needs of customers from different ethnicities. Marasella and Leong (1995) indicate that by understanding the customer's worldview, unique career development needs can be met. Research on ethnic identity and cultural adaptation can help to learn a worldview.Many international students are looking for jobs in the United States, which is a factor in increasing the multicultural workforce. For this reason, using this population for world outlook (cultural adaptation and ethnic identity) and career development studies will be particularly useful. Therefore, this study examines the relationship between professional beliefs and cultural adaptation levels of international students from China. It has been found that cultural adaptation and career development may be related to several other important factors, for example,People's specific nationality: Even if they come from the same continent, the cultural adaptability of people from different countries is also different (Jacob ; Greggo, 2001);People's age: Age is positively related to professional identity (ie older people may have stronger professional identity). The negative correlation between age and cultural adaptation indicates that it is difficult for older people to adhere to the norms of the new culture (Suinn, Ahuna ; Khoo, 1992, 1995; Shufen ; Brown, 2001);Level of education: Interestingly, studies by Shu Fen and Brown (2001) show that education levels are negatively correlated with cultural adaptation. This suggests that better-educated individuals may not be comfortable, and vice versa.Term of residence in the United States: There is a negative correlation between the length of residence in the United States and cultural adaptability, indicating that people with shorter residence periods tend to have less culture. There is a positive correlation between living time and professional identity, which means that people who live longer in the United States have stronger professional identities (Suinn, Ahuna ; Khoo, 1992, 1995; Shu-fen ; Brown, 2001);Gender: There seems to be a conflict regarding the influence of gender on cultural adaptation. Although there was no significant relationship between gender and cultural adaptation and professional identity and gender, the study (Lopez ; Ann-Yi, 2006) also showed that the process of cultural adaptation was affected by gender. In this study, information on nationality, age, US resident status and gender will be collected. It also will study the influence of the above factors on cultural adaptation and professional beliefs, with particular emphasis on the influence of gender.Propose of the studyThe main purpose of this study is to explore the relationship between cultural adaptation and factors that influence the professional beliefs of international students from China. The adaptation of a cultural group to another cultural group can be demonstrated by changing language preferences, adopting common attitudes and values, joining common social groups and institutions, and losing individual political or ethnic identity.Professional beliefs are people's assumptions about themselves and what they must do to succeed in the world of work. Specifically, this study will examine whether these international student's cultural adaptation will affect current employment status, career planning, acceptance of uncertainty, openness, university education, sense of control, sense of responsibility, career path flexibility, after training. The attitude of transition, relocation and other occupational beliefs are perseverance and hard work. The study will examine whether the relationship between cultural adaptation and professional beliefs is influenced or mitigated by gender.Research questionsAre there any influence from cultural adaption on professional beliefs and career development of Chinese students in UMN?How cultural adaption influence professional beliefs and career development of Chinese students in UMN?MethodsParticipants are Chinese students in UMN. The questionnaire will be delivered through university email. There are also potential follow-up interview.Two scales will be used in this study:First one is Suinn-Lew Asian Self-Identity Acculturation Scale (SL-ASIA). Suinn, et al have developed SL-ASIA as a self-reported measurement of cultural adaption (Suinn, et al, 1987). There are 26 options including language, behavior, generation/geography history and attitude in this scale. In the score, the total value is obtained by summing the answers to all items. The final cultural fitness score is then calculated by dividing the total by 26. The conservation level on SL-ASIA ranged from 1 to 5, the low range was 1 to 2.33 (Asian mark), the medium range was 2.34 In order to obtain a structural validity assessment, Suinn, Ahuna and Khoo (1992) used 324 Asian students from Colorado (137 first generation, 76 second generation, 31 third generation, 26 fourth generation and 14 fifth generation participants who performed factor analysis on SL-ASIA. Their results showed that five interpretable factors accounted for 69.7% of the variance between different variables. A recent sample of 118 Asians using Suinn, Khoo and Ahuna (1995) in Singapore showed that the appearance of a similar factor accounted for 65% of the variance.The other one is Career Beliefs Inventory (CBI). The Occupational Belief Scale (CBI) (Krumboltz ; Jackson,1993) is built based on data collected from 7,500 people, ranging in age from 12 to 75 years. The original 122 items has been separated into 25 scales consisting of 96 projects. Grades. These projects were written in the eighth grade. Participants stated their agreement to a statement based on the 5-point Likert scale, strongly agreeing that the active wording project scored 5 points, and strongly disagreed with a score of 1 point. The negative wording items are reverse scores, so strong opposition will get scores of 5 points, and strong opposition scores of 1. These scores are then converted into proportional scores ranging from 10 to 50. The difference factor between them and the project score is 10, so the proportional score is ten times that of the time average score.(After collecting data, I will use SPSS or R to build a model and do some simple analysis between SL-ASIA factors – language, behavior, generation/geography history and attitude – and professional beliefs. Based on this conclusion, I will give some recommendations about career development of Chinese students in US.)Reference:Dee, J., ; Henkin, A. (1999). Challenges to Adjustment to College Life in the United States: Experiences of Korean Students. International Education, 29(1), 54-70.Jacob, E. J, ; Greggo, J.W., (2001). Using counselor training and collaborative programming strategies in working with international students. Journal of Multicultural Counseling and Development, 29 (l),73-88.Kubat, U., ; Kuruuzum, A. (2009). An Examination of the Relationship between Work Values and Personality Traits in Manufacturing Industry. International Journal of Business and Management Studies, 1(1), 37-48.Krumboltz, J. D., ; Jackson, M. A. (1993). Career assessment as a learning tool. Journal of Career Assessment, I, 393-409.Lee, J., ; Rice, J. (2007). Welcome to America? International student perceptions of discrimination. Higher Education, 53(3), 381-409.Lopez, F. G., ; Ann-Yi, S. (2006). Predictors of Career Indecision in Three Racial/Ethnic Groups of College Women. Journal of Career Development, 33(1), 29-46.Marsella, A., ; Leong, F. (1995). Cross-Cultural Issues in Personality and Career Assessment. Journal of Career Assessment, 3(2), 202-218.Suinn, R., Rickard-Figueroa, K., Lew, S., ; Vigil, P. (1987). The Suinn-Lew Asian Self-Identity Acculturation Scale: An Initial Report. Educational and Psychological Measurement, 47(2), 401-407.Suinn, R. M. Ahuna, C, ; Khoo, G. (1992). The Suinn-Lew Asian Self-Identity Acculturation Scale: Concurrent and factorial validation. Educational and Psychological Measurement, 52, 1041-1046.Suinn, R. M., Ahuna, C, ; Khoo, G. (1995). The Suinn-Lew Asian Self-Identify Acculturation Scale: Cross-cultural information. Journal of Multicultural Counseling and Development, 23, 139-148.Shih, S., ; Brown, C. (2000). Taiwanese International Students: Acculturation Level and Vocational Identity. Journal of Career Development, 27(1), 35-47.

Larsen & Toubro Recruitment and Retention Policies

A PROJECT REPORT ON LARSEN & TOUBRO RECRUITMENT PROCEDURE (HR) MASTER OF BUSINESS ADMINISTRATION [pic] ACKNOWLEDGEMENT I have prepared this study paper for the â€Å"Larsen & Toubro Recruitment and retention practices†. Quite frankly, I have derived the contents and approach of this study paper through discussions with colleagues who are also the students of this course as well as with the help of various Books, Magazines and Newspapers etc. I would like to give my sincere thanks to a host of friends and the teachers who, through their guidance, enthusiasm and couselling helped me enormously.As I think there will be always need of improvement. Apart from this, I hope this study paper would stimulate the need of thinking and discussion on the topics like this one. [pic] TABLE OF CONTENTS Chapter No. SubjectPage No. Ch. -1. 0Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ch. -2. 0Research Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. Primary Objec tive(s)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2. Hypothesis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3. Research Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4. Sample Design†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5. Scope of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6. Limitations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ch. -3. 0Critical Review of Literature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Ch. -4. 0Company Profile †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1.Industry Profile†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2. SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ch. -5. 0Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5. 1Collection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5. 2Primary Data 5. 3 Secondary Data†¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Ch. -6. 0Findings & Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ch. -7. 0Recomme ndations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ch. -8. 0Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Ch. -9. 0Annexure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1. Tables†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2. Graphs†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Ch. -10 Case study Ch. -11 synopsis of the project EXECUTIVE SUMMARY ? EXECUTIVE SUMMARY Organisations are becoming large & complex with progressive industrialisation.Human Resource Department hence becomes the prime department in all concerns whether small or large & its Importance can be never ever estimated. The basic concept of summer training is to give students a new insight of practical applications of Human Resource Department of the organisation. †¢ In this modern world all human being thrive to become more skilled & hence they all work hard to achieve the pred etermined goals with their wholehearted dedication towards their jobs assigned.They always try to be close to perfection for this they need to be properly trained in their respective fields so that the unskilled workforce sharpen their skills & the skilled workforce move closer to their goals. †¢ Also each of the employees should be properly motivated so that he/she develops a will to work & fell that he is a part of the organisation, this help in the development of a sense of responsibility & a sense of belongingness amongst the employees. Hence the need for development of human resource was felt. The Human Resource of the organisation should be prepared in such a way that they help the employee to perform efficiently. have made an effort through this research study to understand and analyse various aspects related to Human Resource strategy of Larsen and Toubro (L & T) with special reference to recruitment and selection procedure at L & T. In the process , the aspects which h ave been looked into are:- 1. History of L & T 2. Industry profile 3. Research problem 4. Research methodology 5. Analysis of facts 6. Conclusions drawn RESEARCH METHODOLOGY ? RESEARCH METHODOLOGY Primary Objective(s): The primary objective is to study , understand and analyse various aspects related to recruitment and retention procedure at L & T.Hypothesis and Research Design: ? A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. ? Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logica l conclusion in an objective and scientific manner. The present study contemplated an exploratory research Nature Of Data:- Primary data : Data which is collected through direct interviews and by raising questionaires . †¢ Secondary data: secondary data that is already available and published . it could be internal and external source of data. Internal source: which originates from the specific field or area where research is carried out e. g. ublish broachers, official reports etc. †¢ External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet. ? SCOPE OF THE STUDY †¢ I have foccussed my study on L & T and based my study primarily on the recuitment and retention procedure at L & T. ? CRITICAL REVIEW OF LITERATURE ? COMPANY PROFILE Company profile †¢ Founded in 1938, Larsen & Toubro Limited (L&T) is one of Asia's largest vertically integrated Engineering ; Construction conglomerate with additional int erests in Information Technology and electrical business.A strong, customer-focused approach and the constant quest for top-class quality have enabled the company to attain and sustain leadership position for over seven decades. †¢ Serving the core sectors and infrastructure of the economy, L;T has pioneered spectacular achievements in Indian industry. Many of the engineering and construction projects executed by L;T have set new benchmarks in terms of scale, sophistication and speed. So do many buildings, ports, highways, bridges and civil structures around the country, which are widely regarded as landmarks.L ; T – AN INDIAN MULTINATIONAL †¢ In line with its strategy of aligning capabilities to meet emerging trends, L;T recently initiated a mega-transformation process, internally to ensure that it emerges, as a knowledge-based Indian multinational. †¢ Over the years the company has proactively created the necessary infrastructure for its global initiative wit h office locations in USA, Europe, Middle East and Japan. The Engineering ; Construction Division made significant progress during the year in increasing its presence in the overseas markets.The Division secured orders from international clients located at Malaysia, USA, UK, Brazil, Saudi Arabia, UAE, Qatar, Bangladesh, Sri Lanka, etc. The export earnings of the Division amounted to Rs. 24600 million during the year 2005-06. THE CUSTOMER PROFILE †¢ The customer profile includes leading names such as Samsung, Chevron, Bechtel, Kvaerner, Pirelli, Siam Michelin, Goodyear, etc. The Electrical ; Electronics Division too has increased its thrust on exports and the share of export revenues during the year ended March 31, 2006 increased to 11 % as compared to 8% in the previous year.L;T believes that progress must necessarily be achieved in harmony with the environment. A commitment to community welfare and environmental protection constitute an integral part of the Corporate Vision. C ORPORATE VISION [pic] †¢ L;T shall be a professionally-managed Indianmultinational, committed to total customer satisfaction and enhancing shareholder value. †¢ L;T-ites shall be an innovative, entrepreneurial and empowered team constantly creating value and attaining global benchmarks. †¢ L;T shall foster a culture of caring, trust and continuous learning while meeting expectations of employees, stakeholders and society.THE BUSINESS SECTOR †¢ L;T's Engineering & Construction Division provides ‘design-build' or ‘turnkey' EPC solutions in all major engineering disciplines, including civil / structural, plant design / mechanical, electrical and process control / automation, playing a critical role in the core sectors of Industry and Infrastructure areas. We provide services right from the earliest stages of pre-project development through to start-up and bring expertise to the industries that we serve while applying core competencies and skills to all o ur work. The industries we serve are listed as follows: pic] ? RECRUITMENT AND RETENTION PRACTICES AND PROCEDURES AT L & T 1. Recruitment Flowchart The following schematic outlines the process flow for recruitment at L & T. 1. Internal Recruitment The Company believes in offering opportunities for growth and career progression to its employees; thus each time a requirement arises, internal recruitment will be a preferred mode. For every vacancy arises below. †¦Ã¢â‚¬ ¦Level, an option of filling the post initially will be considered. HR will place an advertisement on the intranet. The advertisement will contain the following details: a. Job Profile b.Educational qualifications, Skills, Experience c. Last date of receiving Applications d. Contact person in HR All Applications will be screened for the eligibility against pre-determined criteria for the vacancy. HR will prepare a list of eligible applicants and seek approval from the respective Reporting Manager and Departmental He ad. If approval is given, HR will send a notification to the eligible candidates via email. Applicants who are not found eligible will also be notified via email. †¢ If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initiated. Eligible candidates will undergo a panel interview. †¢ Travel for Interview: As per eligibility in current grade . †¢ Compensation fitment: Wherever the employee is moving to a higher value job, compensation will be undertaken as if the individual is a new hire. Handover period: Before the employee takes over his/her new position, there will be a handover period of one month. However this maybe reduced at the discretion of the current Reporting Manager. Relocation: If the employee needs to relocate to a different city to take up the new position, the company will reimburse as per the relocation policy. . External Recruitment Entry Level Recruitment Entry-level recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and Management Trainees or for individuals joining at entry-level positions in the Company. †¢ If candidate possess less than one year of work experience, he/she will be treated as a fresh hire (entry level recruitment). †¢ Trainee Schemes †¢ Management Trainees †¢ Depending upon the requirements projected in the manpower plan, the company will recruit Management Trainees from Management institutes in the country. †¢ Sourcing of TraineesManagement trainees will be sourced from Management Institutes across the country. The selection criteria for Institutes are described below: A. Campus rating through publications: HR will refer to the Campus ratings published in the Business Magazines, available in the country and arrive at average campus ratings. For the current year the company will target institutes that are ranked between 15th and 20th ranks according to the ranking developed. It is fu rther recommended that by the year 2006 – 2007. The company should target campuses that range between 10th and 15th ranks. B.Recruitment days given: The company will give preference to the Institutes who are willing to give either day 0, 1 or 2 C. Campus Specialization: Relevance of courses offered to the company’s business. D. Campus Relationship: The Company will develop close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc. An attempt will be made to include a cross – section of Institutes across the country to ensure diversity in the campus recruitment process. Additionally, freshly qualified persons from different areas shall be selected as per the requirement.E. Positioning of trainees Selected trainees will be positioned at the following grades: a. Fresh Graduates: Student with a Masters in Business Administration/Chartered Accountants will be placed at the Man agement Trainee grades and will get confirmed in level†¦. After successful completion of the training period. b. Experience: Student with relevant work experience of 1 – 3 years will be given weight age but will be taken as Management Trainee. c. Any candidate with more than three years of work experience will be considered a lateral recruit and appropriate fitment will be done. F. Recruitment ProcessThe recruitment process for the Management trainees will be as follows: †¢ HR will initiate the campus recruitment process by sending the company’s literature to the campus, one month before the proposed date of recruitment. This will contain brochures of the company literature containing information about the company, the job profile and the remuneration package. Pre Placement Talks: †¢ HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT) The HR head and a senior line Manager will form the Pre Placemen t Team. The following information will be carried to the Pre Placement Talks: . Brochures or company literature containing information about the company, job profiles and the remuneration package. b. Application blanks c. Number of job openings Screening of Application Blanks The Placement Coordinator/Administrative offices will short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. HR will then screen the application blanks that are received and short list them a second time according to the eligibility criteria. Any deviations will be highlighted and justified.A final list of candidates selected for interviews will be sent back to the Institute no later than one week before the selection process. Selection Process Only Institutes where day 0, 1 or 2 is offered will be accepted. All eligible candidates will undergo the following 2 – step selecti on process: 1. Group Discussion – This will be the first step of the selection process. Two members of the Campus Recruitment Team will observe each group discussion. Observations will be recorded in the Group Discussion Observation Form and compared for a final rating at the end of the Group Discussion.Topics will be a mix of economics, business and general awareness. 2. Candidates who are selected after the Group discussion will be called for a personal interview. Interview Observation Forms will be used to evaluate the candidate’s performance during the interview. Panel composition for the interview will be as per appendix II Suggested Selection Criteria for Students It is imperative to not only recruit those students who do well academically but also those who possess a winning attitude but may not have done as well academically.The following selection criteria can be used as a guide: a. Academics – Focus on students who have consistently done exceptionally well b. Extra and Co curricular activities – Focus on Leadership, Initiative c. Personality and Attitude – Focus on Communication, Presentation and Teamwork At the end of the selection process, the Campus Recruitment Team will compile a list of selected candidates and handover the same to the Placement Officer. An announcement can also be made to inform students at the same time. Offer Letters: Offer Letters will be sent to the selected candidates within 7 days of the selection process at the Campus. Candidates have to indicate his/her acceptance by signing and returning the copy of the letter to HR not more than15 days after receipt of the letter. Where required blank offer letters will be carried to the Campus and given at the time of placement itself. C. Recruitment Process The recruitment process for the Management trainees will be as follows: †¢ HR will initiate the campus recruitment process by sending the company’s literature to the campus, one month before the proposed date of recruitment.This will contain brochures of the company literature containing information about the company, the job profile and the remuneration package. Pre Placement Talks: HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT) The HR head and a senior line Manager will form the Pre Placement Team. The following information will be carried to the Pre Placement Talks: d. Brochures or company literature containing information about the company, job profiles and the remuneration package. e. Application blanks f. Number of job openingsEligibility criteria for candidates will be given to the Placement Officer at the end of the PPT. Eligibility Criteria a) A consistent academic record of 60% and above in all years of graduation in engineering b) Projects undertaken at the summer trainee/internship level (if any, in applied courses) Screening of Application Blanks 1) The Placement Coordinator/Administrativ e offices will short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews.HR will then screen the application blanks that are received and short list them a second time according to the eligibility criteria. Any deviations will be highlighted and justified. A final list of candidates selected for interviews will be sent back to the Institute no later than one week before the selection process. Selection Process 2) Group Discussion – This will be the first step of the selection process. Two members of the Campus Recruitment Team will observe each group discussion. Observations will be recorded in the Group Discussion Observation Form and compared for a final rating at the end of the Group Discussion.Topics will be a mix of economics, business and general awareness. 3) Candidates – Who are selected after the Group discussion will be called for a personal interview. Interview Observation Forms will be used to evaluate the candidate’s performance during the interview. At the end of the selection process, the Campus Recruitment Team will compile a list of selected candidates and handover the same to the Placement Officer. An announcement can also be made to inform students at the same time. Offer Letters: †¢ Offer Letters will be sent to the selected candidates within 7 days of the selection process at the Campus.Candidates have to indicate his/her acceptance by signing and returning the copy of the letter to HR not more than15 days after receipt of the letter. Where required blank offer letters will be carried to the Campus and given at the time of placement itself. D. Trainee Scheme (B) †¢ Once selected, all trainees will be provided with an HR brochure that lists the details of the trainee scheme as outlined below: †¢ Travel: Management Trainees will be provided with AC class Train Fare from home to th e company. Conveyance expenses such as travel (taxi) from the Railway station to the place of posting etc. will be provided.Training Program: †¢ The training period will last for one year. Selected Management Trainees will be confirmed at †¦.. level †¢ Module 1: Induction: A three day induction period will be held for all trainees by the top Management on the vision, mission and company policies. †¢ Module 2 : On the Job Training: trainees will be given 11 months of on the job training where they will undertake projects in their department of choice/specialization according to the responsibilities accorded to the grade. F. Performance Evaluation and Placement †¢ Upon completion of the training period, all trainees will undergo a performance evaluation. Trainees will be required to present a report of the projects they have undertaken to the Department Head at the end of the training period. †¢ HR will schedule a performance interview for every managemen t trainee. The panel for interview will consist of one cross – functional head, Department head and HR Manager. †¢ The trainee will be assessed on the projects completed and a number of parameters listed in the â€Å"Trainee Evaluation Form†. †¢ The Performance Evaluation Panel will then either recommend a confirmation or separation as per the trainee’s performance.Upon receiving the evaluation and recommendation, HR will issue a confirmation letter to the trainee confirming him/her at †¦.. Level. †¢ The separation process will be initiated for trainees whose performance is not found to be satisfactory. Trainee Scheme Summary Table †¢ Executive Trainees Management Trainees Travel †¢ Executive trainees will be provided with fare from their Institute/ home to the company. †¢ Conveyance expenses such as travel (Taxi) from the Airport/ Railway station to the place of posting etc will be paid. Accommodation Outstation Trainees will be provided twin sharing Accommodation for one month free of cost.Any cost for further requirement will be deducted from the trainees stipend will be deducted from the trainee’s stipend. Executive Trainees Management Trainees Training program †¢ The Training program for both trainees will last for one year †¢ The program has already been mentioned earlier in the recruitment process. 3. 3. 2 Direct Hiring †¢ Internal Database: In case of requirement of fresh graduates for any function like sales or recovery, HR will refer to the internal database of unsolicited resumes (drop in applications, walk ins etc. ) Selection Process HR will short list candidates as per the pre determined criteria prescribed for the vacancy. After a Preliminary interview, the candidate will undergo a panel interview as per the panel composition in Appendix II. Observations will be recorded in the interview observation form. †¢ Compensation Fitment: The compensation package will be a s per the compensation grid. The same id decided by the Compensation Manager, HR and then approved by the HR Head. †¢ Offer Letter: An offer letter will be sent to selected candidates within one week of the interview. Offer Acceptance: Candidates have to sign a duplicate copy of the letter as a token of their acceptance and send the same back within 15 days of the receipt of the letter. 3. 3. 3 Lateral Recruitment The different modes of recruitment available are Database Hiring, Internet Hiring, Employee Referrals and Advertisements. 1. Database Hiring: When any recruitment requirement arises, the internal applicant database will be referred to. Eligible applicants will be selected by their qualifications, experience and training. HR will forward a copy of the candidates list to the requesting department along with the resumes of the five highest ranked candidates. Candidates short – listed from this list will be called for an interview. 2. Employee Referrals: †¢ HR will intimate the panel members of the interview schedule at least 2 days prior to the start of the first interview. †¢ Panel members will be provided in advance with a Candidate Assessment Folder consisting of the candidate’s resume, career history and interview observation form. Travel Reimbursement: †¢ Travel reimbursement will be done as per details in Appendix III. Outstation candidates will be given 5 working day’s notice and local candidates will be given 3 working day’s notice to attend the interview at the given location. †¢ Offer Letter: An offer letter will be sent to selected candidates within 7 days of the panel interview. Regret letters to be sent to rejected candidates. Once offer has been made, intimation will be sent to Personnel Administration with compensation, designation and fitment details. Reference Checks: †¢ Selected and offered candidates will be required to furnish 2 Industry – based references (one of whom the candidate has worked with for a minimum period of one year).HR will conduct the reference check and record observations within 15 days of sending the offer letter. If the reference check is not satisfactory, offer will be revoked with immediate effect. †¢ Referrals from the employees must be encouraged as they not only imply a lower recruitment cost as compared to advertisements or recruitment firm, but the reliability of candidates is also higher due to fact that they are coming through a known and trusted source (KDS Steel Division employees) †¢ HR will advertise the vacancy on the company’s intranet.The advertisement will consist of the Job Profile, Employee Profile, and Last date of application and the name of contact person in HR. †¢ HR will send an acknowledgement to the referee. This will be done within 2 days of the application The following schematic describes the referral process: Satisfied 3. 3. 3. 4 Media Advertisement In case the number of vaca ncies is large, advertisements may be released based on recommendation of the HR head and an approval from the Directors. The advertisement will adhere to the prescribed standards and will contain the following details: †¢ Brief Profile of The Company †¢ Brief on Job Responsibilities Employee profile- Age, experience, educational qualifications †¢ Locations †¢ Email ID/Postal Address for receipt of Resumes 3. 3. 3. 5 Internet Recruitment Firms †¢ Internet recruitment firms such as naukri. com and jobsahead. com can be used for any level of recruitment. HR head will be the final contact. 3. 3. 3. 6 Selection Process Initial Screening : †¢ HR will conduct an initial screening based on the details provided in the CV, and also the pre determined criteria. HR will then establish a candidate’s list using set priorities when there is more than one qualified applicant interested in the same position.Preliminary Interview †¢ A preliminary interview w ith HR will be conducted prior to the panel interview. The preliminary interview may be conducted via telephone if it is a case of an outstation candidate. Final Interview †¢ HR will intimate the candidate about interview time, date and venue for the final interview EMPLOYEE RETENTION PRACTICSE AT L & T â€Å"Loyal employees in any company create loyal customers, who in turn create happy shareholders. † – Sir Richard Branson What is engagement? It is a positive attitude held by the employee towards the organisation and its values.An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. ’ [pic] Employees are one of the most important assets, but are Companies doing everything they can to maximize the potential of this asset? The best emp loyee attitude studies explore all aspects of an employee’s working life with an employer, covering not only what they do but also what employees think and feel about the organization.An effectively implemented program of employee research can become one of the most powerful strategic tools in helping the company achieve its long-term corporate goals. To ensure the value of company’s investment in employee research, HR managers have to fully understand the concerns, attitudes and motivations of their employees. The way it was†¦Ã¢â‚¬ ¦ in the past, jobs were considered desirable and sufficient candidates could be found to fill most critical jobs. Moreover, once employed, workers would often spend their entire careers in the same job.In areas where there was turnover, new employees could be recruited easily. The way it is†¦.. today there is a high demand for workers. The supply of qualified workers is limited and good workforce planning requires a twofold appro ach of aggressive recruitment and innovative retention strategies. Retention policies need to focus on elimination of unwanted turnover. EMPLOYERS NEED TO DETERMINE WHO THEY SHOULD RETAIN AND HOW THEY CAN RETAIN THEM. †¢ Talented employees should be identified early and proactive steps should be taken to nurture and retain them. †¢ Development of early racking procedures for promising new hires. †¢ Tracking of reasons for quits, especially among the high potential workers. †¢ On-going employee attitude surveys to provide information for successful retention strategies and to predict turnover. †¢ Tracking voluntary turnover by department then focus efforts on the problem areas. †¢ Providing incentives for people to remain with the organization – these are not always financial. What People Want â€Å"†¦ People want to feel valued and valuable. They want to belong, to know that they, their work and their ideas matter.They want a diversity of c hallenges, and the ability to make decisions without excessive red tape. They want to feel connected to upper management, knowing they can share ideas with company decision makers. † RETENTION PRACTICES 1) While cash may get workers in the door, culture will keep them Create a kind of â€Å"feel good about work† culture for your employees. The staff members who stay with you the longest do so because they want to, not because they have to They will only stay if you create a positive work culture. Let staff know that you are pursuing a common purpose, which is mutually beneficial.Your goal is to frequently let staff know that this is â€Å"why I need you† and this is â€Å"why you are important. † 2) Stop hiring the wrong people – One place to plug the leak is to stop hiring the wrong people. A manager needs to understand what kind of person will be happy in a competitive work place? It is someone who is dependable, deliberate, hates change, likes to follow repetitive processes and finishes the job at hand. Or it could be someone who has a flair for accuracy, thrives in an environment which has procedures laid down and yet does not seek variety or change.However, the system breaks down when the qualified person is put into a position that does not quite fit who they are. Instead of job match, this results in job mismatch, which causes the job and individual to suffer, limiting the company’s productivity. 3) Provide good incentives and recognition The biggest motivation to the staff is recognition and every day pat instantly when ever they do good work goes along way. Whenever sales happen, all the members stand and clap for achievement and at the end of the day each one will be appreciated for the good sales.A letter of appreciation for quality work, good dinner with the team members is always appreciated by the agents. 4) Good relationship with supervisors Many times, employees seek greener pastures because they are unh appy with their supervisors. The supervisors and trainers have an important role of giving feed back on both strengths and weaknesses, which will help them to do better. Some staff do have initial problem of getting adjusted to the office jobs and procedures or they lack confidence. Reinforcing the confidence that â€Å"you can do† is the responsibility of supervisors. It is true that staff equires money, but they always look for actions, which touches their mind and heart. Let's be honest, bosses management styles have a huge impact on employee satisfaction. 5) Coaching and Career Pathing Coaching is employee development. Your only cost is time. Time means you care. And remember your people don't care how much you know†¦ until they know how much you care. Whenever the emphasis is on positive feedback, I make sure to do this coaching in â€Å"public. † Whenever you recognize and encourage people in â€Å"public,† it acts as a natural stimulant for others wh o are close enough to see or hear what's taking place.Employees need to know what is potentially ahead for them, what opportunities there are for growth. This issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people. SWOT ANALYSIS |Strengths |Weaknesses | |Right products, quality and reliability. | | |Superior product performance vs. competitors. |Some gaps in range for certain sectors. |Brand Image |Not very popular in the international market | |Products have required accreditations. |Delivery-staff need training. | |High degree of customer satisfaction. |Customer service staff need training. | |Good place to work |Processes and systems, etc | |Lower response time with efficient and effective service. |Management cover insufficient. | |Dedicated workforce aiming at making a long-term career in the field. Sectoral growth is constrained by low unemployment levels and | | |competition for staff | |Opportunities |Threats | |Profit mar gins will be good. |Legislation could impact. | |End-users respond to new ideas. |Existing core business distribution risk. | |Could extend to overseas broadly. |Vulnerable to reactive attack by major competitors. | |New specialist applications. Lack of infrastructure in rural areas could constrain investment. | |Could seek better supplier deals. |High volume/low cost market is intensely competitive. | |Fast-track career development opportunities on an industry-wide basis. | | |An applied research centre to create opportunities for developing | | |techniques to provide added-value services | |DATA Collection: †¢ Data has been collected from sources like books, periodicals, journals, newspapers and the Internet. Primary Data: †¢ The primary data has been collected by raising a questionaire at the L ; T with a sample size of 45 and 25. †¢ While one questionaire is based on the evaluation of Recruitment procedure, the other one is based on the evaluation of retention pol icies of the company Secondary Data: †¢ The secondary data has been collected from various books, magzines, journals, information brochures and internet web sites. DATA ANALYSIS [pic] CONCLUSIONSThe general feeling among the employees is that L ; T has a well defined and clear recruitment policy. [pic][pic] CONCLUSIONS A good majority of the employees feel that the need for the manpower planning is being given due consideration. [pic] CONCLUSIONS A good majority of the employees are of the view that Internal promotion is the right source of recruitment and the same should be given the priority. [pic] CONCLUSIONS Campus selection and the recruitment through advertisements are the two most popular methods of recruitment which are currently being employed the company pic] CONCLUSIONS In the case of immediate requirement the company heavily relies on the internal recruitment method. [pic] CONCLUSIONS A Majority Of The Employees At L ; T Are Of The View That The Succession Planning Is Being Done In Advance In The CompanY . [pic] CONCLUSIONS The employees are of the strong belief that the selection of the candidates is being made on the basis of some pre set criteria. [pic] CONCLUSIONS The key parameters of performance evaluation are -skills -aptitude -process knowledge and experience [pic] CONCLUSIONSPsychological testing has been voted as the best technique to evaluate the employees capabilities and aptitude by most of the employees [pic] CONCLUSIONS More than half of the people questioned, admitted that they had to face in-depth interviews at the time of selection. QUESTIONAIRE COVERING RETENTION ASPECT [pic] CONCLUSIONS More than half of the employees admit that association with the company is for more than 10 years, while a good 30% of the employees admitted to have left the company in less than 4 years . [pic] CONCLUSIONS A large majority (82%) of the employees expressed their satisfaction with the company.Which is a great morale victory on the paet of th e management.. [pic] CONCLUSIONS Almost 2/3rd of the employees expressed their dissatisfaction over the salary structure being offered currently. [pic] CONCLUSIONS The employees are enjoying good interpersonal with the colleagues, subordinates and managers. [pic] CONCLUSIONS The employees are actually divided over the working conditions of the company . [pic] CONCLUSIONS Only 51% of the employees actually believe that their career will flourish with the company. [pic] CONCLUSIONS Almost all the employees are confident about their growth in the company. [pic] CONCLUSIONSA large majority of the employees admitted that their achievements are recognised in the company and thus duly awarded by the company. [pic] CONCLUSIONS Only half of the respondents were found to be happy about positions in the company. i. e the other half wants to be promoted. [pic] CONCLUSIONS Almost 80% of the employees believe that the company ensures the balance between their work and their personal lives through various policies and programs. [pic] [pic] CONCLUSIONS A good 47% of the employees believe that there is free flow of communication among the supervisors and the subordinates, it is a healthy sign for any organisation. pic] CONCLUSIONS a big majority of the employees leave their job because of :- -benefits and salary and -better job opportunity elsewhere [pic] CONCLUSIONS The morale of the employees of the company is very high which is a sign of good management policies of the company. FINDINGS ,RECOMMENDATIONS , AND CONCLUSION †¢ Better salary packages should be offered and periodic salary reviews should be made by the management to keep pace with the changes in the corporate world. †¢ salary and working condition should be brought best global standard †¢ Salary difference in same grade should not be more than 10 to 15 percent Clear and faster growth path should be planned to keep every one interested. †¢ Job rotation should be practiced to keep the work enviro nment interesting and untiring. †¢ Pain areas like getting an email id, reimbursements of mobile and other expenses are very time consuming and this should be eliminated to keep employees motivated †¢ Challenging assignment should be offered to the employees so as to avoid the job -dullness †¢ Better performance appraisal procedures should be applied to assess the true worth of an employee. An efficient employee should always be promoted and awarded accordingly. Mediclaim benefit with cashless card scheme should be provided to the employees. †¢ Balance between personal life and work through programs and policies should always be distinguished. †¢ Better communication within the organization should always be encouraged and enabled for a better working environment †¢ The working hours should be restricted to 8 hrs per day to keep the employees fresh and efficient. †¢ Enhanced limit of mobile phones usage should be allowed. SELECTED BIBLIOGRAPHY ? Per sonnel management by K. V Mishra, Aditya publishing house Madras, 1992. ? CHHABRA T.N, Princlples ; practices of management, Dhanpat Rai and co. (p) Ltd, Delhi, 2000. ? Practice of Human Resource by Danny Shield. ? Manuals from the organization. ? www. kdsgroup. com. ? www. LarsenToubro. com ? www. google. com ? www. yahoosearch. com ? QUESTIONAIRES SAMPLE SIZE- 45 Q1) How long have you been associated with the company? 1. 1 – 4years 2. 4 – 10years 3. 10years and above Q2) Are you overall satisfied with the company? 1. Extremely Dissatisfied 2. Very Dissatisfied 3. Very Satisfied 4. Extremely Satisfied Q3) Are you satisfied with the salary structure prevailing in your company? . Extremely Dissatisfied 2. Very Dissatisfied 3. Very Satisfied 4. Extremely Satisfied Q4) How are your interpersonal relations with your colleagues, subordinates and managers? 1. Good 2. Bad 3. Fine Q5) Are you happy with the work conditions (facilities / physical environment) of your company? 1 . Extremely Dissatisfied 2. Very Dissatisfied 3. Very Satisfied 4. Extremely Satisfied Q6) Do you have a clear path of Career Advancement? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree Q7)Do you find yourself growing in the organization? 1. Strongly Agree . Moderately agree 3. Strongly disagree 4. Moderately disagree Q8) Are achievements recognized and are they awarded in your company? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree Q9) Are you happy with your position at this company? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree Q10) The organization ensures balance between your work and your personal life through policies, programs, services and attitudes that are specific to fostering your well being? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4.Moderately disagree Q11) The organization provides you ample resources and opportunities at work to learn and grow? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree Q12) There is a free flow of communication and good coordination among supervisors and subordinates? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree Q13) What would be your primary reasons for leaving the company? 1. Benefits ; Salary 2. Better Job Opportunity elsewhere 3. Conflict with co-workers/higher authority/management 4. Working conditions 5.Job Expectation/Challenges/Growth 6. Poor Performance Evaluation Q14) How would you rate the MORALE in your company? 1. Low 2. Very Low 3. High 4. Very high Q15) What additional benefits competitors provide to their employees for retention? †¢ Good perks/ high salary †¢ Better position/ promotion †¢ ESOP †¢ Cars/ laptops †¢ Various personnel policies and good TA ; DA †¢ Better incentives and awards †¢ Less Income Tax liabilities †¢ Better infrastructure †¢ Better commuting facili ties Q16) What suggestions do you have for your company to help employee retention as compared to its competitors? Better salary/ periodic salary review in comparison with the changes in the corporate †¢ Match salary and working condition to the best global standard †¢ Salary difference in same grade should not be more than 10 to 15 percent †¢ ESOP †¢ Clear and faster growth path †¢ Job rotation †¢ Pain areas like getting an email id, reimbursements of mobile and other expenses are very time consuming and this should be eliminated †¢ Challenging assignment should be offered †¢ Better performance appraisal †¢ Mediclaim benefit with cashless card scheme Balance between personal life and work through programs and policies †¢ Better communication within the organization †¢ 8 hrs per day work †¢ Enhanced limit of mobile phones Personal Details: NAME(Optional)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ DEPARTMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. DESIGNATION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ QUALLIFICATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. QUESTIONNAIRE Q1) Is there a well defined recruitment policy in your organization? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q2) Principle of right man on the right job is strictly followed/a detailed job-analysis is done prior recruitment? 1. Strongly Agree . Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q3) Do you think the need for manpower planning is given due consideration in your organization and the manpower requirement is identified well in advance? 1. Strongly Agree 2. Moderately agree 3. Strongl y disagree 4. Moderately disagree 5. Can’t say 4) Which internal source of recruitment is followed by the company and given more priority? 1. Internal promotion 2. Employee Referrals 3. Transfer Q5) Which external source of recruitment is followed by the company and given more priority? 1. Campus interview 2. Advertisement 3. Online job banks . Walk –in interviews 5. Agencies/Consultancies 6. Employment Exchange Q6) Which source of recruitment is relied upon when immediate requirement arises? 1. Internal 2. External Q7) Do you think succession planning is done in advance in your organization ? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q8) The sorting of candidate applications is done by some pre set criteria? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q9) Which are the parameters on which candidates are evaluated (give ratings out of 100)? . Experience †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. Skills†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. Process Knowledge/Intelligence†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4. Aptitude†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5. Attainments†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Q 10) To identify the employee’s capabilities and aptitude, psychological testing is done. Do you think it is an useful technique? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q11) What type of interview is taken while selection? 1. Patterned 2. Stress 3. Depth 4. Others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Q12) The view of the concerned department head is given special attention while selecting the employee of the department? 1. Strongly Agree . Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Can’t say Q13) Is the physical examination necessary after final interviews? 1. Strongly Agree 2. Moderately agree 3. Strongly disagree 4. Moderately disagree 5. Canâ⠂¬â„¢t say Q14) What is the weightage given to the following (out of 100%)? 1. Written Test†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2. Group Discussion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. Final Interview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Q15) Is Induction as well as a training program conducted after joining of employees? 1. Yes 2. No Q16) Do you think the present selection process is feasible for selecting the employees? 1. Strongly Agree 2.Moderately agree 3. Strongly disagree 4. Moderately disagree Suggestions if any†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Personal Details: NAME†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ DEPARTMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. DESIGNATION †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ QUALLIFICATION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Thank you for your cooperation. CASE STUDY SYNOPSIS OF THE PROJECT ? SYNOPSIS OF THE PROJECT Scope of thesis work The scope of my study begins with the study of history of L ; T and it further extends to various issues related to Recruitment and Selection procedures at L ; T. Research Methodology the objective of my study is to —-understand —and critically analyse the various aspects related to the Recruitment and Retention procedures at L & T . and make further suggestions for its betterment. Hypothesis and Research Design:- ? A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed bel ow. ? Exploratory research: this kind of research has the primary objective of development of insights into the problem.It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. ? The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research NATURE OF DATA:- †¢ Secondary data: secondary data that is already available and published . it could be internal and external source of data. Internal source: which originates from the specific field or area where research is carried out e. . publish broachers, official reports etc. †¢ External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet web sites Sources of Data -DataCollection -Primary Data -Secondary Data DATA COLLECTION ? Data has been collected through various books , journals ,web sites and magzines PRIMARY DATA ? Primary data has been collected by raising two questionaires of the sample size of 25 and 45. SECONDARY DATA ? Secondary data has been collected through various books , journals , magzines and web sites.I always had great interest in the field of Human Resources and it only grew with the age. L; T is a huge company with a great repute in the Indian Economy, and they do practice very sound HR procedures, So I think , I had all the reasons in the world to make a project on L;T ? Details of the External guide ? Name of the Guide ,Qualification and Designation ? Approval letter from External guide ? ( Signatory note from guide stating that he/she would guide you ) ———————– Manpower Planning Prepare Job description Prepare employee Profile Check Database Internal RecruitmentExternal Recruitment Select Appropriate Method Advertise Post Internally Campus Recruitment Sear ch Firms Employee Referrals Advertisement Shortlist Institutes PPT’s Screen Application Offer Selected Candidate Provide firm with Employee profile Screen applications as per eligibility criteria Selection Process Offer Selected Candidates Conduct Reference check If not satisfactory, revoke offer within 15 days Advertise post internally Screen applications for eligibility and approvals from reporting manager and departmental head Selection process If suitable, make offer Employee referral mail CV ReceivedInform employee Yes CV in database? Allot reference no. to CV Inform employee No Screen for eligibility Selection process Reference checks Inform employee Offer Candidate There is no one strategy to ensure successful employee retention. Generally, a combination of factors influences an employee’s decision to stay in a job. Those factors may differ for an individual depending on his or her age, family situation, the external job market, or job title. There are some fact ors, however, which seem to impact most employees and for which we found some effective strategies worth sharing. [pic] [pic]

How to Teach the ACT A Guide for Tutors and Parents

How to Teach the ACT A Guide for Tutors and Parents SAT / ACT Prep Online Guides and Tips I spent four years as a test-prep tutor, working with students on all aspects of the ACT and SAT. When I started out, I knew how to take the tests, but I wasn't that good at teaching them. Over the years, however, I've learned a lot about how to be an effective teacher, and it's largely not about the kinds of tips and tricks you might expect. This guide will give you all the tools you need to guideyour student through the ACT prep process.Just follow these six steps: Set a Goal Learn the Test Use the BestResources Make a Plan Teach the Strategies Dissect Mistakes Step 1: Determine Your Goals and Challenges This step will vary a lot depending on who you are and who your student is. If you're a parent, sibling or friend, you'll need to determine whether you're qualified to teach this student and what challenges you'll face. If you're a professional or volunteer tutor, you'll want to focus more on the student's own score goals. Are You Qualified? In order to be an effective tutor, you need to be better at the material than your student. If you struggle to explain questions they miss it will undermine herconfidence in you, and if you don't really understand the material you won't be able to diagnose what your student's weaknesses are. A good rule of thumb is that you should be scoring at least 4 points higher than your student. If she is already high-scoring you’ll want to be at or near perfect. If you are not academically-minded or were always bad at standardized tests, don’t try to teach them to someone else. Potential Challenges Your student has to want to improve. It’s impossible to raise your score on the ACT without doing a lot of practice, so you aren’t going to be able to be an effective tutor unless your student is also invested in the process. Encouraging a student to participate in the learning process can be especially tricky if she's a friend or family member. One of my biggest challenges as tutor was working with my cousin. Because we didn’t have the usual student-tutor relationship, it was harder for me to motivate her and hold her to account when she didn’t complete the work that I assigned. Setting a Score Goal Having a goal to work towards is an important motivational tool, so make sure to discuss with your student what score she's hoping to reach. Don’t just assume she needs a 36, since she almost certainly doesn’t. Your student’s goal will depend on what she needs the score for. The score she’ll need as a middle schooler to get into summer programs is very different from what she’ll need as a senior to get into Columbia. Moreover,what score she needs to get into college will depend on where she wants to go. Look into the score ranges at schools she’s interested in to help determine what score she should shoot for. Another consideration is whether your student needs to raise her score as a whole or simply increase her score on one of the sections. A particularly low score on one section (especially math or reading) can count against an application, and some schools and programs have a cut off score for certain sections. Again, it's important to understand what she's planning to use the score for in order to determine what her goal will be. Setting a specific goal (and having a reason for it) will help your student stay focused. Step 2: Familiarize Yourself with the ACT You can’t be an effective teacher if you don’t know anything about the ACT. If you aren't accustomed to tutoring- especially if you applied to college before smartphones were invented- you'll need to spend some time familiarizing yourself with the test. A good first step is to try taking a practice ACT: doing so will help you understand your own strengths and weaknesses as well as how the ACT is formatted and what kinds of skills it tests. I've included some key reminders about what you need to know if you aren't familiar with the test below. Remember that the ACT Is Different from the SAT The ACT’s popularity is relatively recent and somewhat location dependent. If you applied to college before 2000or you went to high school in a state on the east or west coast (rather than in the Midwestor a mountain state), you probably took the SAT. Though both are standardized tests, the current ACT is very different than the older versions of the SAT. For starters, it has English and science sections in addition to the math and reading ones. It also asks different types of questions about slightly different material- for example, there are no vocab questions on the ACT, but there are trigonometry ones. If you're going to tutor the ACT, make sure you know the ACT- don't just assume it's the same as theSAT you took 10 years ago. Know the Format of the ACT It sounds silly, but it’s important make sure you understand what the ACT actually looks like and what kind of questions it asks. The ACT is very different from the type of test students take in high school and you need to understand the test's unique logic and formatin order to guide your student to a higher score. For example, let’s say your student has a low math score, and you know he really struggles with logarithms. You might decide that you should focus on studying logarithms and really practice that skill. This plan sounds logical enough, but itwould actually waste a lot of time because the ACT has at most one logarithm question per test. Unless your student is already scoring a 33 or above on the math, studying logarithms is not an effective use of time. Let's consideranother case: your student is having a hard time with the science section. You might think that it will be helpful to review the science your student has learned in school: go over osmosis and electromagnetism. But the science section doesn't actually test knowledge- it's about reading graphs.Studying science topics won't help your student at all. If you aren't sure what the ACT actually tests, you can use the following guides to learn aboutwhat’s on each section: English Reading Math Science Step 3: Gather the Best Resources If there was one lesson I learned as a tutor, it was that bad materials make it very difficult to tutor effectively. When practice questionshave errors or look nothing like the the questions on the actual ACT, students end up confused or frustrated and, worse, lose some of their trust in you. To avoid these issues, the best plan is to use official practice materials whenever possible and, if necessary, supplement them with high quality books. Official Practice Tests Official ACTs will be the backbone of any tutoring program. Practicing with real tests will give students the best idea of what to expect on test day. There are a number of official ACTs available for free online. You can also purchase The Real ACT Guide, which includes extraofficial tests. Best General Books Though The Real ACT Guideprovides a lot of great practice material, it doesn't include much in the way of strategies or content review. As such,you'll likely need other materials assupplements (though it will depend on your approach as a tutor and the strengths and weaknesses of your student). One great resource is the ACT Black Book by Mike Barret. This book lays out how to think effectively about the test and can really help students understand how the ACT is different from the tests they take in school. It includes some of the best strategies, but it also lacks math andEnglishcontent review, which many students will need. For more info about these books and others, check out our round-upofthe best ACT prep books and our list of best books for intensive ACT study. You might also consider taking a look at our free online ACT guides, including the 5 strategies you must be using and how to get a 36. Best Section Books If your student needs particular help on one of the sections, consider getting a book specific to that topic. There are fewer of these specialized options for the ACT than there are for the SAT, but there are still some great options. We also have free guides to each section, which include some of the best, most comprehensive info anywhere. English Our complete guide to thebest ACT Englishbookscan help you pick out the best option for your student. Our Ultimate Guide to ACT English Math We recommendRichard Corn'sUltimate Guide to the Math ACTfor most students. Our CompleteGuide to ACT Math Reading For reading, we generally recommend Erica Meltzer's Complete ACT Reading. Our Ultimate PrepGuide to ACT Reading Science There aren't any really great ACT Science books, though Barron's ACT 36 can be helpful for high scoring students. Our Complete Guide to ACT Science Good resources are worth their weight in gold (not literally). Step 4: Make a Plan Once you know your goals and have the materials you need, sit down with your student and work up a full plan for how you're going to get her to the score sheneeds by the test dateshe's signed up for. ACT prep is one of the easiest things to procrastinate- because it's spread out over such a long period, it's easy to put off until the very last minute- but studying is most effective when it occurs over months, not days. As a tutor, one of your most important roles is making sure your student stays on track. Let's go over some ways to achieve that. Establisha Schedule First, figure out when your student is going to take the test. Then plan out what needs to get done between now and then: most students benefit from roughly 40 hours of studying- it will depend on the student how much of that is tutoring and how much is independent work, but all students should take at least three full practice tests. Set a specific time for your lesson each week. I generally prefer to meet with students once a week, butif you'reon a tight schedule you can certainly do twice a week. With more than two lessons per week,most students will quickly get burned out and frustrated. If you're working with a student who you only see that one time each week, then you'll needto give homework, either extra practice questions or material review, depending on the student's needs and weaknesses. As a parent or sibling, you probably won't be able to convince your student to do extra homework, so instead set aside an extra time during the week for them to study on their own. Prioritize When deciding how to approach the material, it's helpful to have a system: are you going to tackle one section at a time? Break them up into individual skills and mix things up a bit? Have your student practice each type of question and hone in on what's tripping himup about it? Each of these approaches can work- it really depends on how your student learns best. Then decide where you're going to start. I like to begin by tacklinga student's weakest sections, because that's often where they have the most room for improvement. But every student is different. Some may only need to raise a specific section score. Some may already know a lot about the ACTand mostlyneed to review the material it tests. Others will need you to start with the very basics like format and scoring. Set Expectations ACT prep is easy to put off and avoid, but it’s impossible for students to improve without dedicated practice. A big part of your job as a tutor is keeping your student motivated. Talk to your student about how much work she'llneed to do and when it needs to be completed. Remind herwhy the ACT is important. Hold herto your schedule. Ideally, your plan will be less complicated than this one. Step 5: Discuss Strategies So far I've talked mostly about the big picture of how to set up an successfulstudent-tutor relationship, but now I want to go into a bit more depth about how to be a really effective teacher of the material. To succeed on the ACT, students need to have a systematic approach to each section. These overall strategiesare often what students expect to learn when they start tutoring, and although they aren't the be all, end all of learning about the ACT, these kinds of tips are still important. Below are some guides to key strategies for each section to get you thinking about the types of ideasyou might want to cover. You'll also want to diagnose any content weaknesses for English and math. English How to approach the English passages: This guide explains the best methods for reading the ACT English passages- have your student try each and determine which works best for her. 5 critical concepts: This article covers a number of general ACT English strategies like using grammar rules (not your ear) to determine the answer and not rushing through the questions. What's actually covered on ACT English: Go over this list with your student to help determine if there are any topics she's especially unfamiliarwith. Math Hownot to run out of time on ACT Math: The math section includes a lot of questions, and students will need to move quickly. This guide offers tips to help students manage time effectively. 31 must know formulas: Unlike the SAT, the ACT doesn't provide the formulas you need to know. This list lays out all the formulas your student needs to memorize to ace the ACT math. How to plug in answers: Make sure your student understands the most efficient way to plug-and-chug. How to plug in numbers: This strategy will help your student approach questions that ask about abstract variables and unknown quantities. Reading How to read the passages: It's vital that students have a plan for efficiently reading the passages. This guide outlines the most effective methods. The #1 rule for ACT Reading: A common mistake students make on ACT Reading is overthinking the questions. This guide explains why that will give you the wrong answer. How to stop running out of time on ACT Reading: Time management is one of the trickiest parts of the ACT reading- this guide can help with it. Science ACT Science isn't really about science: This article explains how students can use the fact that ACT Science is really a reading test to their advantage. How to approach the science passages: As with English and reading, students must know how to approach the passages systematically- this guide explains the most effective way to do so. Step 6: Dissect Mistakes ACT questions follow certain patterns: look at enough tests and you'll see that the test writers ask the same kind of questions over and over again. The best way to get a feel for the style of those questions is to do a lot of practice, so as I mentioned above you should have your students regularly practice with real ACT questions. Of course, it's not enough to simply assign the work, you also need to discuss the questions your student misses. Your role as a tutor isn't just to say, "Bis the rightanswer"- it's to help your student understand why they gotthe questionwrong and how they can avoid missing similar ones in the future. For more details on how to effectively go overmissed questions, take a look at our guide to reviewing mistakes. The keys to unlocking your student's potential. Review: 3 Key Tutoring Tips The specifics of what you cover and how you work on it will depend a lot on you and your student, but there are a few big picture ideas that every tutor should keep in mind. Be Organized Students take their cues from you. If you aren't on top of the material and don't seem to have a plan, they'll pick up on your lack of preparation and feel less confident in your knowledge. Make sure you have a clear plan for everything you're going to cover, since this will help you feel prepared as well as giving you the chance to prepare for lessons ahead of time. However, leave yourself some extra time for reviewing tricky topics and answering your student's questions. It's impossible to predict exactly what students will need help with, and it's important to be responsive to their concerns. Motivation is Key I can't overstate the importance of practice: students won't improve if they don't put the work in. As such, it's vital that you motivate your student to do the work you assign. In some cases, this will be easy (I've had students who actually requested extra homework), but in others you will need to really emphasizewhy the practice is important and how it will help your student reach her goals. They Don't Call It a Standardized Test for Nothing As a tutor, I've found that my greatest strength is an encyclopedic knowledge of the ACT. The test includes the same kinds of questions again and again, so once you really know the different styles of questions and different topics they cover you can explain just about any permutation. I gained this knowledgeover years of tutoring, but even if you're just starting out, you can use the fact that the ACT is standardized to your advantage. Go over official tests carefully and look for patterns in the questions. Remember that because the test is standardized there is only ever one indisputably correct answer. Help your student understand both what will and whatwon't be covered by the test. Further Reading I've listed tons of helpful resources throughout this article. If you're looking for more ACT prep content, you can also explore all of our posts using the topics listed in the right column. If the test is just around the corner and you're pressed for time, make sure to go over these last-minute study tips with your student. For parents: check out these guides to help you determinewhat the best study format for your childwill be. A tutor?Self-study? An online program? Want to improve your ACT score by 4+ points? Download our free guide to the top 5 strategies you need in your prep to improve your ACT score dramatically. Have friends who also need help with test prep? Share this article! Tweet Alex Heimbach About the Author Alex is an experienced tutor and writer. Over the past five years, she has worked with almost a hundred students and written about pop culture for a wide range of publications. She graduated with honors from University of Chicago, receiving a BA in English and Anthropology, and then went on to earn an MA at NYU in Cultural Reporting and Criticism. In high school, she was a National Merit Scholar, took 12 AP tests and scored 99 percentile scores on the SAT and ACT. Get Free Guides to Boost Your SAT/ACT Get FREE EXCLUSIVE insider tips on how to ACE THE SAT/ACT. 100% Privacy. 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