Talent Management in the Corporate Sector

Talent Management in the Corporate Sector A Talent Management INTRODUCTION:- Talent management is the process that emerged in 1990 and continues to be adopted, as more companies came to realize that their employees talent, skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that many organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. Talent management refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. The term was coined by David Watkins of Softscape published in an article in 1998. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent. IMPORTANCE OF TALENT MANAGEMENT IN US CORPORATE SECTOR US sector always want to grow and improve their system and processes must focus on people practices that allow or foster their growth and improvement. The best practices are known. The key variables (leadership competencies, experience and skill, interest rewards) that motivate people to succeed have been identified and successfully put into practice. Talent Management is no loger a cutting-edge field being solely tapped by pioneers. It is a viable path towards and improving organizational performance. Integrated, strategically aligned human capital asset management systems have provided significant economic benefits to companies that have embraced them as ongoing processes instead of one-time events. Research done on the value of such systems to companies consistently finds benefits in these seven critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. This research clearly shows that adopting and investing in best-practice talent management systems results in bottom-line improvement in each of these key areas:- 1) Increase Revenue It was initially thought that companies that make more money were associated with better talent management practices only because they could afford them (.19 correlation), but the 2001 Watson Wyatt Human Capital Index Study showed that talent management practices actually increase financial performance (.41 correlation). According to Watson Wyatts research 15% of profit performance is driven by: Management participation Open management style Taking some risks, but not too many Top managers spending 20% of time with customers Around 20% of top management should be outsiders Management training is deemed important Top managers are effectively incentivized Succession planning is done A good appraisal system is in place Employees get feedback In addition to supporting Becker and Huselids 1998 results, the 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. The research quantified exactly how much an improvement in each practice could be expected to increase a companys market value. For example, a company that makes a significant improvement (one standard deviation) in all of the practices categorized under Total Rewards and Accountability should see its value improve by 16.5 percent, and a significant improvement in 43 key HR practices is associated with an increase of 47 percent in market value. Results included: 16.5% impact on company market value from total rewards and accountability 9% impact from a collegial, flexible workplace 7.9% impact from recruiting and retention excellence 7.1% impact from the integrity of communications 6.5% impact from the implementation of focused HR service technologies 33.9% loss from non-prudent use of resources Careful inspection of all the data shows that for every available correlation calculated over time, the relationship between past HR practices and future financial performance is stronger than the relationship between past financial outcomes and future HR practices. This is the first study to show that HR practices actually increase financial performance (.41 correlation) instead of inferring that companies that make more money can afford better HR practices (.19 correlation). Given companies of comparable size, those whos CEOs exhibited more emotional intelligence competencies showed better financial results as measured by both profit and growth. The divisions of leaders with a critical mass of strengths in emotional intelligence competencies outperformed revenue targets by a margin of 15-20 percent. 2) Customer Satisfaction Knowing and using the critical competencies associated with success creates results. The 1998 Watson Wyatt study, Competencies and the Competitive Edge, showed that when an organization identifies and communicates the core competencies that it needs to be successful in the present and the future, it has developed a powerful tool to help meet its goals. Competencies define and communicate an organizations strategy and help employees to understand that strategy and achieve its goals. The many roles that competencies can play in an organization include: Articulating what the organization values Providing a common language for employees and managers to describe value creation Establishing a new paradigm for human capital management programs (organizational levers) Focusing on the development of the individual instead of an organizational structure Linking pay, promotions and growth directly to what the organization values to be successful Guiding employees and managers to what is expected and how value is defined even in times of dramatic change and restructuring Competencies serve as a powerful communication vehicle to focus all members of the organization on the skills and activities that will create both value and wealth. Competency-based programs can make a difference to the bottom line. Analysis of the financial data clearly shows that companies with competency- based programs perform better in the marketplace. Such programs help focus the organization and all the individuals in it on what they can do to add value to the organization. Contributions are role-related rather than position-related. Adopting this view of contribution to value will help organizations think differently about their human resource and development programs. Organizations can focus on competencies needed for the future and identify the roles that employees do and must play. Programs that build employee commitment can bring great returns. Data from this and other Watson Wyatt studies clearly demonstrate that both individual and organizational performance increase when employees are committed to their companies. Ensuring that organizational levers that build employee commitment are in place and working will affect the bottom line. This was most notable when the competencies focused on attributes and behaviors that promoted customer satisfaction. Training is important, but it is no substitute for good management. A large majority of the organizations participating in Watson Wyatts study identified training and development as the driver of future corporate success. The high-performing companies identified it slightly more often than the others. Putting people first by adopting high performance management practices translates into improved morale, more innovation, better customer service, higher productivity, greater cost reduction, greater flexibility, and increased skills development. 3) Improve Quality Motor vehicle manufacturing firms in US implementing flexible production processes and associated practices for managing people enjoyed 47 percent better quality and 43 percent better productivity than firms relying on traditional mass-production approaches, according to a worldwide study by Wharton Schools John Paul McDuffie. Overall financial performance improved 3.8% per year for ten years when companies stayed with traditional talent management practices, 6.8% when they realized they needed to re-design their talent management practices, and 10.1% when they launched a completely new talent management system Watson Wyatts 2002 European Human Capital Index study shows that 36 key human capital variables (practices and policies) are associated with an almost 90% increase in value. 4) Increase Productivity Initial research on 740 companies HR practices found that those using high performance work systems (HPWS are defined as integrated talent management practices) had economically and statistically significantly higher levels of company performance. One standard deviation of improvement on their bell curve of integrated talent management systems was associated with changes in market value from $15,000 to $60,000 per employee. Employee productivity was calculated as the logarithm of net sales per employee using gross rate of return on assets (GRATE), which is less sensitive to depreciation and other non-cash transactions, and Tobins q, a future-oriented and risk-adjusted capital-market measure of performance that reflects both current and anticipated profitability and often mirrors the price that the market will pay for intangible assets (goodwill). Further research that included three US surveys and the experience of more than 2,400 companies continued to show significant impact of systems that select, maintain, develop, and reinforce employee performance on both market-based and accounting-based measures of company performance (while statistically controlling for RD investment, industry market changes, capital improvements, sales growth trends, etc.). Moving from the 60th percentile of integrated HPWS to the 80th percentile improved market valuation by $20,000 per employee. This reflects both operational excellence and alignment with the companys strategy. When the elements are present, but not aligned with the company strategy there is a 27% drop off in measured gains. Gallup Management Journal reported the following in 2001: †¢19% of all employees are actively disengaged from their jobs †¢55% of all employees are not engaged in their jobs and †¢26% of all employees are engaged in their jobs at a cost of $292-355 Billion per year to the US economy. Great people management equals great shareholder value: European companies with the best human capital management deliver around twice as much shareholder value as their average competitors. 5) Reduce Cost ASTD and SHRM studies companies that is renowned for their ability to retain top talent (Linbeck, Kennedy Rossi, Zachary, Dow Chemical, Edward Jones, Great Plains, Sears, and Southwest Airlines). One key finding was that all of these companies implemented competency-based position profiles so that employees understood the skills and abilities required to move into leadership positions. They must also avoid wasting their money on bad human capital investments: The 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. Additionally, one dimension, Prudent Use of Resources identifies six practices that diminish shareholder value (e.g. training that is not connected to the business objectives and not evaluated for ROI). A new book shows how Microsoft, Intel, Nokia, Starbucks, Singapore Airlines and 20 other world-class organizations are luring and holding high-quality employees. One senior executive said, Microsoft has a market capitalization of $450 billion, the largest in the world. If you add up every desk and chair, every computer, every building, every piece of land, everything we own, including the $17 billion or so we have in the bank, it comes to about $30 billion. If you then add in things like goodwill and other financial assets, maybe youll come up with another $70 billion, if you really struggle. But that means that there is $350 billion more that people have given us credit for that is not there. What is it? Well, its the stuff in smart peoples heads. With that knowledge Microsoft has built and maintains a human capital management system very similar to Mundo Strategies system to prevent employees from wanting to leave the company even as the stock took a beating in the past few years. Supervisors who received training in how to listen better and resolve employee problems found that lost-time accidents were cut by 50 percent, formal grievances were reduced from 15 to 3 per year, and productivity goals were exceeded. Retention is one of the more obvious areas that effective talent management practices can affect. What attracts and retains high performers? 79% stay because of opportunities for advancement 69% stay because their job is redesigned 65% stay because they are learning new skills in their current job. Why do high performers resign? 56% leave because they are dissatisfied with company management 56% leave due to inadequate opportunity for promotion 50% leave due to dissatisfaction with pay 6) Reduce Cycle Time There is very little research into the impact of talent management practices on company cycle time. One classic work on cycle time showed that steel mini-mills using a high-commitment approach to management required 34 percent fewer labor hours to make a ton of steel and had a 64 percent better scrap rate than mini-mills using a command and control approach. 7) Increase Return to Shareholders Market Capitalization The five highest return to shareholders from 1972-1992 (Southwest Airlines Co. 21,775%, Wal-Mart Stores, Inc. 19,897%, Tyson Foods, Inc. 18,118%, Circuit City Stores, Inc. 16,410%, and Plenum Publishing 15,689%) differentiated themselves from their competitors and the market only through the way they managed their people during the infancy of talent management. Whereas at the start of the 1990s studying its earnings and fixed assets and adding a token amount for goodwill invariably gauged a companys stock market valuation, by the end of the decade a seismic shift had taken place. When accountants Ernst Young came to look at the issue, they found that the largest slice of most companies market capitalization was held in intangibles primarily, the talent, knowledge and teamwork of its staff. In high-tech companies like Nokia, the percentage was as high as 95 per cent; but even old economy stalwarts like BP, despite its huge investments in oil platforms and exploration equipment, notched up a significant 74 per cent. The upshot was that even companies operating in the same sector with similar earnings could experience widely differing stock valuations. Those ignoring the new emphasis on intangibles invariably found themselves penalized by the markets. Watson Wyatt also reported that a 26% increase in market value in 2000 was driven by common talent management best practices: Use of knowledge and contract workers Recruiting excellence Consistent pan-European HR practices Good union-management relations Lack of hierarchy, clear leadership Teamwork and 360 ° feedback Customer-focused environment Remuneration Sharing information with employees The difference between a non-strategic HR system and one that has removed the barriers to performance are dramatic. Improving the relative sophistication of the HR system by adopting best practices does not provide measurable value (20%-60% adoption of a strategic HR system). Integrating the strategic elements of HR into the broader fabric of the organization provides a significant improvement in shareholder value (60%-80%). When HR systems have adopted best practices and aligned those systems with business priorities and initiatives they return the greatest shareholder value (80%-100%). The five-year survival rates of initial public offering showed that firms whose talent management practices scored in the top one-sixth of IPO firms had a 33 percent higher probability of surviving than those in the lowest one-sixth. Firms in the upper one-sixth in providing financial rewards to all employees, not just managers, had almost twice as much chance of surviving for five years, according to research by Theresa Welbourne of Cornell and Alice Andrews of Vanderbilt. COMPETITIVE ADVANTAGE OF TALENT MANAGEMENT IN US CORPORATE SECTOR Taking a systemic approach to talent management Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create longterm organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a talent mindset in organization. TALENT MANAGEMENT (TM) IS more than a new language for old HR work, or just the next hot new thing for HR practitioners and managers to get involved in. For many organizations, it has become a strategic imperative. McKinsey research1 reveals that 75 percent of corporate officers were concerned about talent shortages and Deloitte reports that retaining the best talent is a top priority for 87 percent of surveyed HR directors. This need for talent and, therefore, its expert management is also driven by macro trends including: †¢ New cycles of business growth, often requiring different kinds of talent. †¢ Changing workforce demographics with reducing labor pools and, therefore, a talent squeeze. †¢ More complex economic conditions which require segregated talent and TM. †¢ The emergence of new enterprises which suck talent from larger organizations. †¢ A global focus on leadership which is now permeating many levels of organizations. The strategic importance of talent management:- On the basis of substantive research undertaken for our forthcoming report , they argue that good TM is of strategic importance and can differentiate an organization when it becomes a core competence and when its talent significantly improves strategy execution and operational excellence. For example, imagine your company has the right talent in pivotal roles at the right time. What difference will these people make to revenues, innovation and organization effectiveness compared with having to operate without them? What is the cost of the lost opportunities and the downtime and replacement costs of losing critical talent? What are the consequences of having to make do with the wrong kind of leaders and managers in the top two executive layers or of not having successors groomed and ready to replace them? Yet generally, organizations still struggle with TM. According to research, three-quarters of business leaders have invested dedicated resources in TM but most say they havent yet felt the impact of doing so.3 Why not? Through one of the research, they tried to provide reasons by asking these questions: †¢ Why are they doing TM? Is it for the individual, the organization or both? †¢ What do they mean by talent and talent management? †¢ What are their propositions for attracting and retaining talent? †¢ How do they manage and use the talent in their organization needs? †¢ How are internal roles and resources deployed appropriately to support TM? †¢ How is TM integrated across HR processes and with business planning and strategy execution processes? Talent management at FDC its focus, leadership, acquisition, retention, evaluation and tools has evolved over five years, and continues to be a work in progress. The evolving talent plan aligns with goals, business strategy and their organizational implications. The talent office annually reviews analytics and recalibrates talent to align with growth and other organizational needs. The current growth objective is 15 percent. Ours is a numbers business, which tends to reflect a short-term view, says Annmarie Neal, senior VP, organization development. Yet, we also have to build a leadership bench and talent pools, not around the execution capabilities were known for, but on a customer-solutions focus and strategic foresight. Investments in talent arent short-term they need at least three-year horizons to see returns. The key issue for FDC is to accurately identify high potentials with different capabilities such as strategic thinking, partnership building, results orientation, innovation and talent leadership and then build succession depth. In effect, they are building talent balanced with buying it, guided by the notion of critical positions that is, those positions that positively impact on the strategic goals or their execution. They are now applying their processes for identifying, assessing and growing future leaders to our more junior, untested populations who we expect to be our next VPs. Technology, as Neal explains, has allowed them to do more in depth and breadth with the same headcount. TM initiatives at FDC include: †¢ Talent profiling of individuals. †¢ Conducting calibrations of business performance and key results behaviors. †¢ Assessing and forecasting succession depth. †¢ Implementing organizational assessment summaries to give status reports for leadership talent. †¢ Using just-in-time, action-learning programs and talent-sharing assignments. †¢ Developing talent at risk tools based on potential derailers and defection triggers. †¢ Introducing a talent scorecard with five perspectives, each of which has critical indicators hiring. As we see it, TM is a strategic and holistic approach to both HR and business planning or a new route to organizational effectiveness. This improves the performance and the potential of people the talent who can make a measurable difference to the organization now and in future. And it aspires to yield enhanced performance among all levels in the workforce, thus allowing everyone to reach his/her potential, no matter what that might be. Though this interpretation of talent is inclusive, it strikes a strategic balance between performance and potential. Performance historically, the primary focus of measurement and management concerns both the past and the present, whereas potential represents the future. Our position assumes that potential exists, it can be identified and it can be developed. Here are specific ways that two case organizations inthe report define talent: †¢ Executive management team leaders, directors/VPs and A-player managers in all functions plus Bplayers as potentials. †¢ Future business leaders with more strategic capabilities than just operational excellence skills -plus specialist talent able to execute business integration projects on time and to budget. Clearly, there isnt a single consistent or concise definition. Current or historic cultural attributes may play a part in defining talent, as will more egalitarian business models. Many organizations acknowledge that talent, if aligned with business strategy or the operational parameters of strategy execution will change in definition as strategic priorities change. For example, in start-up businesses, the talent emphasis will be different to the innovative or creative talent needed to bring new products to market. Any definition needs to be fluid as business drivers change, so will the definitions of talent. What TM involves Talent management is the integration of different initiatives, or constructs, into a coherent framework of activity. There are certain crucial components and a useful model for defining TM is to think of it in these key words: †¢ Ethos embedding values and behavior, known as atalent mindset, to support the view that everyone has potential worth developing. †¢ Focus knowing which jobs make a difference and making sure that the right people hold those jobs at the right time. †¢ Positioning starting at the top of the organization and cascading throughout the management levels to make this a management, not HR, initiative. †¢ Structure creating tools, processes and techniques with defined accountability to ensure that the work gets done. †¢ System facilitating a long-term and holistic approach to generate change. Integrating TM through a system Its worth emphasizing that integration is critical. Our research shows that without integrating TM activities, the effort invested will tend to be dissipated with patchy results. Integration is knowing how all the pieces of TM fit together within a TM system. This will not operate in isolation from strategy, business planning and the organizations approach to people management. In this sense, the work of talent management cuts across what has been traditional HR silos. If integrated, it functions in a more facilitative, OD-like nature. It will also reach higher up the organization than other HR initiatives, often attracting the attention of boards and senior teams. Similarly, TM reaches down the organization, to include new recruits along with tenured professionals. Lastly, talent planning must be done in parallel with business planning, creating a rich integration of people and strategy. One way of achieving such system integration and alignment is the CRF Talent Management System (see Figure 1, above right). This systemic view of talent has five elements: Need the business need derived from the business model and competitive issues. Data collection the fundamental data and intelligence critical for good talent decisions. Planning people/talent planning guided by data analysis. Activities the conversion of plans into integrated sets of activities. Results costs, measures and effectiveness criteria to judge the value and impacts of TM Using this system can help TM become a strategic differentiator rather than a standard set of HR processes if the right conditions, context, timescales and offerings exist in the first place. System integration and alignment ensures that TM efforts are rational and fit for purpose. Since the arrival of the current era of talent is widely acknowledged, its not surprising that renewed significance is being placed on the management of that talent. And as talent continues to be viewed as a strategic differentiator, its management will take more of a strategic role. How fascinating it will be to take the pulse of talent management in the business community in another five years. We believe that while the management of talent will most likely become embedded in the fiber of cultures by then, the HR executives who led those initiatives will have achieved much more prominence. OBJECTIVES OF TALENT MANAGEMENT: There are some basic objectives which need to be fulfilled by the US corporate sector while applying Talent Management in the organisation and the objectives are:- 1) TO DETECT TALENT:- It is very important for the US corporate sector to determine or detect their best talent for the organisation and this Talent Management helps the selector to select the best talent among the pool of various alternatives present in the organisation. Because the best talent helps in generating more and more good ideas which help organisation to achieve or innovate something new. As Talent Management helps in detecting best talent of the organisation within the organisation, this helps organisation to achieve their goal more efficiently and effectively which are set by the organisation. 2) TO DEVELOP TALENT:- After detecting the talent in the organisation the US corporate next step for applying Talent Management is to develop the talent. It is not necessary that every person has a some talent in him or her but talent can also be developed through regular practice such as training, educating, providing them with the basic guidelines of the respective talent so that the talent of any person can be used for the effective utilization of the talent for the sake of the organisation which will be helpful for the organisation to came up with a new idea with the help of talent which will provide them with the best competencies among the competitor so that they can stay in long run of the business giving tough competition to their competitors and by developing talent US corporate sector tried to change the scenario of the employees by developing their talent and making them more confident, reliable and motivating factor for themselves and for others too which improves the behaviour and efficiency t o work. There is a huge change when a person come to some hidden talent in him and this makes them to be more responsible to the work and take the work as natural as play 3) TO MAKE TALENTS MORE RELIABLE:- Talent Management helps in making talent more reliable and US corporate sector use the Talent Management as their one of the important tool for making their employees talent more reliable as talent management helps in detecting and developing talent by the different mode they used while developing their talent they make the employees to be more confident in their talent which makes them more reliable which means that they will be confident in using their talent and organisation can rely on their talent while doing or making effective decision. Until and unless employees believe themselves in their talent then the organisation too will not have any faith on the employee and US corporate sector never keep such employees in the organisation as US corporate sector is best known for their talent and technologies and the technology is the result of the talent only. 4) TO PROMOTE TALENTS TO STRATEGIC PROJECTS OR TO HIGHER POSITION:- Talent Management helps in promoting talent to strategic projects or to the higher position because US corporate sector that every talent should be given their own position. If the talent deserves higher position then he should be given the higher position irrespective of any other things which might be taken in account such as education or qualification. They think that if the post deserves that talent then that talent should be given that post. When talent is promoted it acts as a motivating tool for the employees to make them more responsible and work towards the achievement of the goal set by the organisation which also enhance their style and attitude towards their work. Talent Management in the Corporate Sector Talent Management in the Corporate Sector A Talent Management INTRODUCTION:- Talent management is the process that emerged in 1990 and continues to be adopted, as more companies came to realize that their employees talent, skills drive their business success. Companies that have put into practice talent management have done so to solve an employee retention problem. The issue with many companies today is that many organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. Talent management refers to the process of developing and integrating new workers, developing and retaining current workers, and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. The term was coined by David Watkins of Softscape published in an article in 1998. The process of attracting and retaining profitable employees, as it is increasingly more competitive between firms and of strategic importance, has come to be known as the war for talent. IMPORTANCE OF TALENT MANAGEMENT IN US CORPORATE SECTOR US sector always want to grow and improve their system and processes must focus on people practices that allow or foster their growth and improvement. The best practices are known. The key variables (leadership competencies, experience and skill, interest rewards) that motivate people to succeed have been identified and successfully put into practice. Talent Management is no loger a cutting-edge field being solely tapped by pioneers. It is a viable path towards and improving organizational performance. Integrated, strategically aligned human capital asset management systems have provided significant economic benefits to companies that have embraced them as ongoing processes instead of one-time events. Research done on the value of such systems to companies consistently finds benefits in these seven critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. This research clearly shows that adopting and investing in best-practice talent management systems results in bottom-line improvement in each of these key areas:- 1) Increase Revenue It was initially thought that companies that make more money were associated with better talent management practices only because they could afford them (.19 correlation), but the 2001 Watson Wyatt Human Capital Index Study showed that talent management practices actually increase financial performance (.41 correlation). According to Watson Wyatts research 15% of profit performance is driven by: Management participation Open management style Taking some risks, but not too many Top managers spending 20% of time with customers Around 20% of top management should be outsiders Management training is deemed important Top managers are effectively incentivized Succession planning is done A good appraisal system is in place Employees get feedback In addition to supporting Becker and Huselids 1998 results, the 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. The research quantified exactly how much an improvement in each practice could be expected to increase a companys market value. For example, a company that makes a significant improvement (one standard deviation) in all of the practices categorized under Total Rewards and Accountability should see its value improve by 16.5 percent, and a significant improvement in 43 key HR practices is associated with an increase of 47 percent in market value. Results included: 16.5% impact on company market value from total rewards and accountability 9% impact from a collegial, flexible workplace 7.9% impact from recruiting and retention excellence 7.1% impact from the integrity of communications 6.5% impact from the implementation of focused HR service technologies 33.9% loss from non-prudent use of resources Careful inspection of all the data shows that for every available correlation calculated over time, the relationship between past HR practices and future financial performance is stronger than the relationship between past financial outcomes and future HR practices. This is the first study to show that HR practices actually increase financial performance (.41 correlation) instead of inferring that companies that make more money can afford better HR practices (.19 correlation). Given companies of comparable size, those whos CEOs exhibited more emotional intelligence competencies showed better financial results as measured by both profit and growth. The divisions of leaders with a critical mass of strengths in emotional intelligence competencies outperformed revenue targets by a margin of 15-20 percent. 2) Customer Satisfaction Knowing and using the critical competencies associated with success creates results. The 1998 Watson Wyatt study, Competencies and the Competitive Edge, showed that when an organization identifies and communicates the core competencies that it needs to be successful in the present and the future, it has developed a powerful tool to help meet its goals. Competencies define and communicate an organizations strategy and help employees to understand that strategy and achieve its goals. The many roles that competencies can play in an organization include: Articulating what the organization values Providing a common language for employees and managers to describe value creation Establishing a new paradigm for human capital management programs (organizational levers) Focusing on the development of the individual instead of an organizational structure Linking pay, promotions and growth directly to what the organization values to be successful Guiding employees and managers to what is expected and how value is defined even in times of dramatic change and restructuring Competencies serve as a powerful communication vehicle to focus all members of the organization on the skills and activities that will create both value and wealth. Competency-based programs can make a difference to the bottom line. Analysis of the financial data clearly shows that companies with competency- based programs perform better in the marketplace. Such programs help focus the organization and all the individuals in it on what they can do to add value to the organization. Contributions are role-related rather than position-related. Adopting this view of contribution to value will help organizations think differently about their human resource and development programs. Organizations can focus on competencies needed for the future and identify the roles that employees do and must play. Programs that build employee commitment can bring great returns. Data from this and other Watson Wyatt studies clearly demonstrate that both individual and organizational performance increase when employees are committed to their companies. Ensuring that organizational levers that build employee commitment are in place and working will affect the bottom line. This was most notable when the competencies focused on attributes and behaviors that promoted customer satisfaction. Training is important, but it is no substitute for good management. A large majority of the organizations participating in Watson Wyatts study identified training and development as the driver of future corporate success. The high-performing companies identified it slightly more often than the others. Putting people first by adopting high performance management practices translates into improved morale, more innovation, better customer service, higher productivity, greater cost reduction, greater flexibility, and increased skills development. 3) Improve Quality Motor vehicle manufacturing firms in US implementing flexible production processes and associated practices for managing people enjoyed 47 percent better quality and 43 percent better productivity than firms relying on traditional mass-production approaches, according to a worldwide study by Wharton Schools John Paul McDuffie. Overall financial performance improved 3.8% per year for ten years when companies stayed with traditional talent management practices, 6.8% when they realized they needed to re-design their talent management practices, and 10.1% when they launched a completely new talent management system Watson Wyatts 2002 European Human Capital Index study shows that 36 key human capital variables (practices and policies) are associated with an almost 90% increase in value. 4) Increase Productivity Initial research on 740 companies HR practices found that those using high performance work systems (HPWS are defined as integrated talent management practices) had economically and statistically significantly higher levels of company performance. One standard deviation of improvement on their bell curve of integrated talent management systems was associated with changes in market value from $15,000 to $60,000 per employee. Employee productivity was calculated as the logarithm of net sales per employee using gross rate of return on assets (GRATE), which is less sensitive to depreciation and other non-cash transactions, and Tobins q, a future-oriented and risk-adjusted capital-market measure of performance that reflects both current and anticipated profitability and often mirrors the price that the market will pay for intangible assets (goodwill). Further research that included three US surveys and the experience of more than 2,400 companies continued to show significant impact of systems that select, maintain, develop, and reinforce employee performance on both market-based and accounting-based measures of company performance (while statistically controlling for RD investment, industry market changes, capital improvements, sales growth trends, etc.). Moving from the 60th percentile of integrated HPWS to the 80th percentile improved market valuation by $20,000 per employee. This reflects both operational excellence and alignment with the companys strategy. When the elements are present, but not aligned with the company strategy there is a 27% drop off in measured gains. Gallup Management Journal reported the following in 2001: †¢19% of all employees are actively disengaged from their jobs †¢55% of all employees are not engaged in their jobs and †¢26% of all employees are engaged in their jobs at a cost of $292-355 Billion per year to the US economy. Great people management equals great shareholder value: European companies with the best human capital management deliver around twice as much shareholder value as their average competitors. 5) Reduce Cost ASTD and SHRM studies companies that is renowned for their ability to retain top talent (Linbeck, Kennedy Rossi, Zachary, Dow Chemical, Edward Jones, Great Plains, Sears, and Southwest Airlines). One key finding was that all of these companies implemented competency-based position profiles so that employees understood the skills and abilities required to move into leadership positions. They must also avoid wasting their money on bad human capital investments: The 2001 Watson Wyatt Human Capital Index study showed precisely which HR practices have an impact on the bottom line. 49 specific HR practices across 6 dimensions played the greatest role in creating shareholder value. Additionally, one dimension, Prudent Use of Resources identifies six practices that diminish shareholder value (e.g. training that is not connected to the business objectives and not evaluated for ROI). A new book shows how Microsoft, Intel, Nokia, Starbucks, Singapore Airlines and 20 other world-class organizations are luring and holding high-quality employees. One senior executive said, Microsoft has a market capitalization of $450 billion, the largest in the world. If you add up every desk and chair, every computer, every building, every piece of land, everything we own, including the $17 billion or so we have in the bank, it comes to about $30 billion. If you then add in things like goodwill and other financial assets, maybe youll come up with another $70 billion, if you really struggle. But that means that there is $350 billion more that people have given us credit for that is not there. What is it? Well, its the stuff in smart peoples heads. With that knowledge Microsoft has built and maintains a human capital management system very similar to Mundo Strategies system to prevent employees from wanting to leave the company even as the stock took a beating in the past few years. Supervisors who received training in how to listen better and resolve employee problems found that lost-time accidents were cut by 50 percent, formal grievances were reduced from 15 to 3 per year, and productivity goals were exceeded. Retention is one of the more obvious areas that effective talent management practices can affect. What attracts and retains high performers? 79% stay because of opportunities for advancement 69% stay because their job is redesigned 65% stay because they are learning new skills in their current job. Why do high performers resign? 56% leave because they are dissatisfied with company management 56% leave due to inadequate opportunity for promotion 50% leave due to dissatisfaction with pay 6) Reduce Cycle Time There is very little research into the impact of talent management practices on company cycle time. One classic work on cycle time showed that steel mini-mills using a high-commitment approach to management required 34 percent fewer labor hours to make a ton of steel and had a 64 percent better scrap rate than mini-mills using a command and control approach. 7) Increase Return to Shareholders Market Capitalization The five highest return to shareholders from 1972-1992 (Southwest Airlines Co. 21,775%, Wal-Mart Stores, Inc. 19,897%, Tyson Foods, Inc. 18,118%, Circuit City Stores, Inc. 16,410%, and Plenum Publishing 15,689%) differentiated themselves from their competitors and the market only through the way they managed their people during the infancy of talent management. Whereas at the start of the 1990s studying its earnings and fixed assets and adding a token amount for goodwill invariably gauged a companys stock market valuation, by the end of the decade a seismic shift had taken place. When accountants Ernst Young came to look at the issue, they found that the largest slice of most companies market capitalization was held in intangibles primarily, the talent, knowledge and teamwork of its staff. In high-tech companies like Nokia, the percentage was as high as 95 per cent; but even old economy stalwarts like BP, despite its huge investments in oil platforms and exploration equipment, notched up a significant 74 per cent. The upshot was that even companies operating in the same sector with similar earnings could experience widely differing stock valuations. Those ignoring the new emphasis on intangibles invariably found themselves penalized by the markets. Watson Wyatt also reported that a 26% increase in market value in 2000 was driven by common talent management best practices: Use of knowledge and contract workers Recruiting excellence Consistent pan-European HR practices Good union-management relations Lack of hierarchy, clear leadership Teamwork and 360 ° feedback Customer-focused environment Remuneration Sharing information with employees The difference between a non-strategic HR system and one that has removed the barriers to performance are dramatic. Improving the relative sophistication of the HR system by adopting best practices does not provide measurable value (20%-60% adoption of a strategic HR system). Integrating the strategic elements of HR into the broader fabric of the organization provides a significant improvement in shareholder value (60%-80%). When HR systems have adopted best practices and aligned those systems with business priorities and initiatives they return the greatest shareholder value (80%-100%). The five-year survival rates of initial public offering showed that firms whose talent management practices scored in the top one-sixth of IPO firms had a 33 percent higher probability of surviving than those in the lowest one-sixth. Firms in the upper one-sixth in providing financial rewards to all employees, not just managers, had almost twice as much chance of surviving for five years, according to research by Theresa Welbourne of Cornell and Alice Andrews of Vanderbilt. COMPETITIVE ADVANTAGE OF TALENT MANAGEMENT IN US CORPORATE SECTOR Taking a systemic approach to talent management Getting the right people in pivotal roles at the right time should be nothing new to HR professionals, but done effectively, talent management can create longterm organizational success. Here, Lynne Morton and Chris Ashton show how to align talent management strategies to business goals, integrate all related processes and systems and create a talent mindset in organization. TALENT MANAGEMENT (TM) IS more than a new language for old HR work, or just the next hot new thing for HR practitioners and managers to get involved in. For many organizations, it has become a strategic imperative. McKinsey research1 reveals that 75 percent of corporate officers were concerned about talent shortages and Deloitte reports that retaining the best talent is a top priority for 87 percent of surveyed HR directors. This need for talent and, therefore, its expert management is also driven by macro trends including: †¢ New cycles of business growth, often requiring different kinds of talent. †¢ Changing workforce demographics with reducing labor pools and, therefore, a talent squeeze. †¢ More complex economic conditions which require segregated talent and TM. †¢ The emergence of new enterprises which suck talent from larger organizations. †¢ A global focus on leadership which is now permeating many levels of organizations. The strategic importance of talent management:- On the basis of substantive research undertaken for our forthcoming report , they argue that good TM is of strategic importance and can differentiate an organization when it becomes a core competence and when its talent significantly improves strategy execution and operational excellence. For example, imagine your company has the right talent in pivotal roles at the right time. What difference will these people make to revenues, innovation and organization effectiveness compared with having to operate without them? What is the cost of the lost opportunities and the downtime and replacement costs of losing critical talent? What are the consequences of having to make do with the wrong kind of leaders and managers in the top two executive layers or of not having successors groomed and ready to replace them? Yet generally, organizations still struggle with TM. According to research, three-quarters of business leaders have invested dedicated resources in TM but most say they havent yet felt the impact of doing so.3 Why not? Through one of the research, they tried to provide reasons by asking these questions: †¢ Why are they doing TM? Is it for the individual, the organization or both? †¢ What do they mean by talent and talent management? †¢ What are their propositions for attracting and retaining talent? †¢ How do they manage and use the talent in their organization needs? †¢ How are internal roles and resources deployed appropriately to support TM? †¢ How is TM integrated across HR processes and with business planning and strategy execution processes? Talent management at FDC its focus, leadership, acquisition, retention, evaluation and tools has evolved over five years, and continues to be a work in progress. The evolving talent plan aligns with goals, business strategy and their organizational implications. The talent office annually reviews analytics and recalibrates talent to align with growth and other organizational needs. The current growth objective is 15 percent. Ours is a numbers business, which tends to reflect a short-term view, says Annmarie Neal, senior VP, organization development. Yet, we also have to build a leadership bench and talent pools, not around the execution capabilities were known for, but on a customer-solutions focus and strategic foresight. Investments in talent arent short-term they need at least three-year horizons to see returns. The key issue for FDC is to accurately identify high potentials with different capabilities such as strategic thinking, partnership building, results orientation, innovation and talent leadership and then build succession depth. In effect, they are building talent balanced with buying it, guided by the notion of critical positions that is, those positions that positively impact on the strategic goals or their execution. They are now applying their processes for identifying, assessing and growing future leaders to our more junior, untested populations who we expect to be our next VPs. Technology, as Neal explains, has allowed them to do more in depth and breadth with the same headcount. TM initiatives at FDC include: †¢ Talent profiling of individuals. †¢ Conducting calibrations of business performance and key results behaviors. †¢ Assessing and forecasting succession depth. †¢ Implementing organizational assessment summaries to give status reports for leadership talent. †¢ Using just-in-time, action-learning programs and talent-sharing assignments. †¢ Developing talent at risk tools based on potential derailers and defection triggers. †¢ Introducing a talent scorecard with five perspectives, each of which has critical indicators hiring. As we see it, TM is a strategic and holistic approach to both HR and business planning or a new route to organizational effectiveness. This improves the performance and the potential of people the talent who can make a measurable difference to the organization now and in future. And it aspires to yield enhanced performance among all levels in the workforce, thus allowing everyone to reach his/her potential, no matter what that might be. Though this interpretation of talent is inclusive, it strikes a strategic balance between performance and potential. Performance historically, the primary focus of measurement and management concerns both the past and the present, whereas potential represents the future. Our position assumes that potential exists, it can be identified and it can be developed. Here are specific ways that two case organizations inthe report define talent: †¢ Executive management team leaders, directors/VPs and A-player managers in all functions plus Bplayers as potentials. †¢ Future business leaders with more strategic capabilities than just operational excellence skills -plus specialist talent able to execute business integration projects on time and to budget. Clearly, there isnt a single consistent or concise definition. Current or historic cultural attributes may play a part in defining talent, as will more egalitarian business models. Many organizations acknowledge that talent, if aligned with business strategy or the operational parameters of strategy execution will change in definition as strategic priorities change. For example, in start-up businesses, the talent emphasis will be different to the innovative or creative talent needed to bring new products to market. Any definition needs to be fluid as business drivers change, so will the definitions of talent. What TM involves Talent management is the integration of different initiatives, or constructs, into a coherent framework of activity. There are certain crucial components and a useful model for defining TM is to think of it in these key words: †¢ Ethos embedding values and behavior, known as atalent mindset, to support the view that everyone has potential worth developing. †¢ Focus knowing which jobs make a difference and making sure that the right people hold those jobs at the right time. †¢ Positioning starting at the top of the organization and cascading throughout the management levels to make this a management, not HR, initiative. †¢ Structure creating tools, processes and techniques with defined accountability to ensure that the work gets done. †¢ System facilitating a long-term and holistic approach to generate change. Integrating TM through a system Its worth emphasizing that integration is critical. Our research shows that without integrating TM activities, the effort invested will tend to be dissipated with patchy results. Integration is knowing how all the pieces of TM fit together within a TM system. This will not operate in isolation from strategy, business planning and the organizations approach to people management. In this sense, the work of talent management cuts across what has been traditional HR silos. If integrated, it functions in a more facilitative, OD-like nature. It will also reach higher up the organization than other HR initiatives, often attracting the attention of boards and senior teams. Similarly, TM reaches down the organization, to include new recruits along with tenured professionals. Lastly, talent planning must be done in parallel with business planning, creating a rich integration of people and strategy. One way of achieving such system integration and alignment is the CRF Talent Management System (see Figure 1, above right). This systemic view of talent has five elements: Need the business need derived from the business model and competitive issues. Data collection the fundamental data and intelligence critical for good talent decisions. Planning people/talent planning guided by data analysis. Activities the conversion of plans into integrated sets of activities. Results costs, measures and effectiveness criteria to judge the value and impacts of TM Using this system can help TM become a strategic differentiator rather than a standard set of HR processes if the right conditions, context, timescales and offerings exist in the first place. System integration and alignment ensures that TM efforts are rational and fit for purpose. Since the arrival of the current era of talent is widely acknowledged, its not surprising that renewed significance is being placed on the management of that talent. And as talent continues to be viewed as a strategic differentiator, its management will take more of a strategic role. How fascinating it will be to take the pulse of talent management in the business community in another five years. We believe that while the management of talent will most likely become embedded in the fiber of cultures by then, the HR executives who led those initiatives will have achieved much more prominence. OBJECTIVES OF TALENT MANAGEMENT: There are some basic objectives which need to be fulfilled by the US corporate sector while applying Talent Management in the organisation and the objectives are:- 1) TO DETECT TALENT:- It is very important for the US corporate sector to determine or detect their best talent for the organisation and this Talent Management helps the selector to select the best talent among the pool of various alternatives present in the organisation. Because the best talent helps in generating more and more good ideas which help organisation to achieve or innovate something new. As Talent Management helps in detecting best talent of the organisation within the organisation, this helps organisation to achieve their goal more efficiently and effectively which are set by the organisation. 2) TO DEVELOP TALENT:- After detecting the talent in the organisation the US corporate next step for applying Talent Management is to develop the talent. It is not necessary that every person has a some talent in him or her but talent can also be developed through regular practice such as training, educating, providing them with the basic guidelines of the respective talent so that the talent of any person can be used for the effective utilization of the talent for the sake of the organisation which will be helpful for the organisation to came up with a new idea with the help of talent which will provide them with the best competencies among the competitor so that they can stay in long run of the business giving tough competition to their competitors and by developing talent US corporate sector tried to change the scenario of the employees by developing their talent and making them more confident, reliable and motivating factor for themselves and for others too which improves the behaviour and efficiency t o work. There is a huge change when a person come to some hidden talent in him and this makes them to be more responsible to the work and take the work as natural as play 3) TO MAKE TALENTS MORE RELIABLE:- Talent Management helps in making talent more reliable and US corporate sector use the Talent Management as their one of the important tool for making their employees talent more reliable as talent management helps in detecting and developing talent by the different mode they used while developing their talent they make the employees to be more confident in their talent which makes them more reliable which means that they will be confident in using their talent and organisation can rely on their talent while doing or making effective decision. Until and unless employees believe themselves in their talent then the organisation too will not have any faith on the employee and US corporate sector never keep such employees in the organisation as US corporate sector is best known for their talent and technologies and the technology is the result of the talent only. 4) TO PROMOTE TALENTS TO STRATEGIC PROJECTS OR TO HIGHER POSITION:- Talent Management helps in promoting talent to strategic projects or to the higher position because US corporate sector that every talent should be given their own position. If the talent deserves higher position then he should be given the higher position irrespective of any other things which might be taken in account such as education or qualification. They think that if the post deserves that talent then that talent should be given that post. When talent is promoted it acts as a motivating tool for the employees to make them more responsible and work towards the achievement of the goal set by the organisation which also enhance their style and attitude towards their work.

Food And Beverage Industry In India Marketing Essay

Food And Beverage Industry In India Marketing Essay India is one of the largest producers of food and dairy products. But when it comes to processed packaged food and beverages, the market is largely unorganized with huge growth potentials. Continuous urbanization and changing consumer habits, has resulted in greater reliance of people on packaged foods and beverages. With the influx of major international players like Coca-Cola and PepsiCo, and efforts by large domestic players like Dabur and Parle Agro, the industry is getting more organized. As a result, the industry is generating more opportunities in sectors like marketing, supply chain, storing, warehousing, manufacturing, packaging and RD. One of the major players, in Indian subcontinent is PepsiCo, Inc. It entered in India in 1989 and established Pepsico India Pvt. Ltd. The liberalization of Indian economy in 1992 helped Pepsico expand its business in India. Currently Pepsico India Pvt. Ltd. has its headquarters in Gurgaon, Haryana. It has facilities for 38 bottling plants and three food plants in India to satisfy the Indian consumer demand. The company has recently faced some decline in profits and increase in the debts but these can be attributed its recent investments in growing Indian market but, overall the financial position of the company is robust and sturdy. The company has got strong laws governing the Intellectual Property and use of companys resources, and is taking initiatives to improve the RD. PepsiCo believes that RD plays a crucial role for the growth of the business and to develops new products and technologies to meet consumer requirements in near future. The major threat to PepsiCo is from the unorganized sector and the large multinational corporations like Coco-Cola Corporation, Pearl Agro etc. PepsiCo is offering substantial product differential by increasingly giving emphasis to health conscious trend, with increasing flavors and verities. PepsiCo plans to invest $500 million in Indian market over the next few years in order to triple its revenues in the region. The investment will spread over half a dozen business areas such as manufacturing, RD, agriculture, product development and market infrastructure. It has taken many steps aimed at tapping the growing market by introducing new products, investing in development plans and Capital expenditure plans. Thus, overall, the companys profile looks promising and ready to strengthen its roots. Contents PEPSICO Food and Beverage Industry in India India is one the largest fastest growing economies in the world with an average growth rate of 7%. With a population size of 1.21 billion it is one of most lucrative markets consumer products. Due to the increase in purchasing power of the people and urbanization of small cities the demand of processed food and beverages has grown manifolds in last few years. Currently the estimated size of the industry is $360 billion. The Ministry of Food Processing has divided the industry into the following areas: Dairy processing, Grain processing, Fish, Fruits Vegetable processing, meat poultry processing and lastly, Packaged goods such as beverages, snacks, processed/ready-to-cook foods. Out of these, packaged and processed food industry is estimated at a smaller US$70 billion. The domestic consumption of non-alcoholic beverages, which include tea and coffee, carbonated drinks and fruit-based drinks account for a little more than US$1.2 billion.  And, with current CAGR of 20% its likely to touch US$2.3 billion by the year 2015. (Chibber, 2011) At present, carbonated or aerated drinks valued at US$370 million contributed to 30% non-alcoholic beverages. Fruit based drinks and energy drinks valued at US $250 million and US$125 million makes for other 30% Structure of the industry Until 1992 reforms and liberalization of Indian economy, the industry was largely unorganized consisting of many small scale firms catering only to domestic market. In packaged food industry size only few organized firms existed with limited product like ketchup, flavors, jam and processed noodles etc. Post liberalization, with the influx of international brands and considerable change in food procurement chain, transportation, storing and warehousing the growth of the industry has been robust and steady. The evolution of innovative food processing capacity and the emergence of organized retail, changing consumption patterns with fast changing demographics and habits has fuelling the next growth trajectory for the food industry in India. With the proposed policy changes in Foreign Direct Investments (FDI) by Government of India for retail sector further accelerated growth is expected in the industry. (http://pepsicoindia.co.in/Download) The major players in the industry are Dabur, Hindustan Unilever Limited, Coca-Cola, Pepsico, ITC Ltd, Parle Agro Products, Britannia India, Nestle India, Haldirams, Amul, Godrej Industries, Cadbury Schweppes, Future Group, RPG Enterprise etc. (http://www.ibef.org, 2012) Marketing strategies of the company Indian consumer market is mainly segmented on the basis of geography and demographic. Also the market is highly seasonal and predominantly urban. The products are relatively low cost with low margin but are sold in huge volumes. The marketing strategies are mostly product driven focusing on the masses. Also, innovative products to catering to regional tastes and the needs of niche consumers are been promoted, benefiting in growth of the industry. Most of promotions are done to increase the visibility of the brand. One of the most common practices is to offer the product in wide range package sizes and prices suiting the needs of diverse consumer segments. The promotions and advertisements done by the companies are often large with huge financial costs. The promotions are usually frequent and during popular TV shows, sports event at the peak hour with many celebrity endorsements. Other media like print, digital, banner and hoarding and event sponsorship are also used. (Vora) COMPANY HISTORY: Pepsico Inc., a multinational company, formed in 1965 with the merger of the Pepsi-Cola Company and Fruit-Lay, Inc. Pepsico Inc., since then has expanded from Pepsi to a broader range of food and beverages brands with the largest of which include acquisition of Tropicana in 1998 and a merger with Quaker Oats in 2001, which added the Gatorade brand to its portfolio. (http://en.wikipedia.org/wik) Pepsico Inc. entered India in 1989 and established Pepsico India Pvt. Ltd. It entered India as an industry for food and agro-based products. Since its entry into India, it had already invested INR 18 billion by the year 2000. In 1990, Indian government liberalized economy on account of severe foreign exchange crises, which helped Pepsico to expand its business in India. In 2002, Pepsico Inc. joined hands with Punjab Agro Export Corporation to process citrus fruits for its Tropicana project. By 2003, Pepsis soft drinks, snacks, fruit juices, mineral water business had established itself firmly in India. It is one of the largest food and beverage industry in India with an investment of over $1 billion. COMPANY SIZE: Pepsico Inc., an American multinational food and beverage corporation headquartered in New York, United States, with interests in the manufacturing, marketing and distribution of grain-based snack foods, beverages, and other products. As of January 2012, twenty-two of the PepsiCos product lines generated retail sales of more than $1 billion each and the companys products were distributed across more than 200 countries, resulting in annual net revenues of $43.3 billion. Based on net revenue, Pepsico is the second largest food and beverage business in the world. (http://en.wikipedia.org/wik) Currently Pepsico India Pvt. Ltd. has its headquarters in Gurgaon, Haryana. It has facilities for 38 bottling plants and three food plants in India to satisfy the Indian consumer demand. It presently employs 6400 people and provides indirect employment to almost 200,000 people through its production and distribution activities. (http://pepsicoindia.co.in/media) GROWTH ANALYSIS: Pepsico Inc., between 1970s and 1990s has expanded via acquisition of businesses outside of its core focus of packaged food and beverage brands. It concluded its disinvestments by 2007 and was followed by multiple large scale acquisitions, as Pepsico continued its expansion beyond snack food and beverage lines. In August 2009, Pepsico made a $7 billion offer to acquire the two largest bottlers of its products in North America: Pepsi Bottling Group and PepsiAmericas. (http://en.wikipedia.org/wik) Growth for 2013 is expected to improve to sales growth of 4.5% and profit of 8.3% to $4.44 per share. (Fuhrmann, 2012) Pepsico in India in a short period, it has grown to be one of the Indias largest and fastest growing food and beverage industry in the country. PepsiCos Indias growth has been guided by PepsiCos global vision of Performance with Purpose. This means, while businesses maximize shareholder value, they have a responsibility to all the stakeholders, including the communities in which they operate, the consumers they serve and the environment whose resources they use. (http://pepsicoindia.co.in/company) Changes in the Environment of Industry: With the growing GDP, the purchasing power of the people is also growing. People nowadays demand convenience and are willing to pay extra for it. As their work habits and lifestyles have changed, its now all about time, and the consumer would rather buy time than prepare food. With busier lifestyle of the people, smaller and more frequent meals are becoming common, resulting in higher demand for the packaged food and drinks. The people have become health conscious, so, nutrition is becoming an important consideration when purchasing food and drinks. In 2003, allegations were made against the major player in the soft drinks industry for using harmful insecticides and pesticides in the soft drink. This lead to drop in sales of the soft drinks for some time, till the time the confidence in the minds of people was restored. The major players are diversifying its product portfolios both in the food, health and soft drinks segment in order to cater different customer segment. Celebrity endorsement has become a differentiating factor in the highly competitive industry. Future Outlook: The per capita consumption of the packaged food and drinks in India is expected to rise with the increase in the disposable incomes of the people. In India, tea is the only product which has a mature market. Other beverages such as carbonated drinks and functional drinks have been experiencing a consistent high growth rate. With the women increasingly joining the work force and households becoming smaller, packaged food products and beverages will be in higher demand. With the increasing urbanization, there is increased acceptance and greater demand for packaged food and beverages product in India. Companys Operational Analysis Marketing and Operation: PepsiCo spends high amount on advertisement to reinforce its product by promotion and quickly make the customer aware about their new products. To enter in the different segments of consumers, it created different verticals in the functions like sales, marketing, operations and distribution. PepsiCo constantly looks for acquisition in emerging markets. It has created the point of difference from their competitors by providing unique taste to its product to suit Indian market needs and also provides the product in lower price compared to its competitors. Pepsi has segmented the market based on income level and tried focus on level 1 and level 2 (Exhibit 1) customers and focused on the age group of 15-30. Pepsi mainly sends out the goods from its plants to retailers directly, from where, they are distributed to small retailers to generate its sales volume. It also helps them to reduce the long journey in poor roads. The increase in use of vending machine helps to decrease the number of refilling. The increase in sales is due to the expansion of super/hyper markets in India. Financial Analysis: Based on the financial statement of the year 2011 of PepsiCo India the operating revenue increased by 23.63%. That is 3,360.85 tens of millions to INR 4,155.14 tens of million. There is 1.62 % change in operating income, it was increased to INR 246.81 tens of million from INR 242.88 tens of million. But the Return on Assets (ROA) went down by 0.02% from 2.79% and Return on equity also went down by 0.04%. Compare to the last year the net profit margin fell by 0.01% from 1.89%. The Debt to Equity ratio was 169.96% compared to 156.98% of last year but the current ratio went up to 2.07 from 1.97 compared to the previous year. (Refer Exhibit 2 for details) (http://www.securities.com/Public) Legal Operations: Using Trademarks and Intellectual Property: The intellectual property of the company is an invaluable asset and must be used properly. No one is allowed to use the trademarks or intellectual property of the company without proper authorization and license agreement that has been approved by Law Department. Email, Internet and other Information System: The PepsiCos information technology must be used only for the business operations of the company and must comply with the Information Security Policy and Acceptable Use Standards. It is not a usual practice to monitor the employees use of companys information systems. (http://pepsicoindia.co.in/Download) RD Analysis: PepsiCo has taken many initiatives to improve its RD capabilities and recently opened a RD department in Germany and Co. Cork, which will support both Europe and other markets where PepsiCo operates. PepsiCo knows that RD plays a crucial role for the growth of the business and to develop new products and technologies to meet consumer requirements in near future. PepsiCo always focused on the outcomes which will help them to get more good ideas and create more good jobs. (http://www.idaireland.com/news-media, 2012) Industry Analysis and Growth plans Worldwide, in the year 2010, top ten soft drink companies, including, PepsiCo, Nestle, Coca-Cola and Suntory Holdings, accounted for 52.3% of overall sales with PepsiCo holding 11.5% share. (Exhibit 3) In India, however, it holds 24.2% market share. (Exhibit4) (Eleanore Alexander, 2011) The Indian beverage and food industry is estimated to grow at a CAGR of about 7.5% during 2009-2013. Introduction of organized retail, innovative food processing methods, changes in consumer consumption patterns and fast changing demographics; has ensured exponential growth. Specifically, the Indian non-alcoholic drinks market is expected to grow at CAGR of 15% during this period. (Anonymous, 2011) PepsiCo plans to invest $500 million in Indian market over the next few years in order to triple its revenues in the region. The investment will spread over half a dozen business areas such as manufacturing, RD, agriculture, product development and market infrastructure. (Pande, 2010) It has taken many steps aimed at tapping the growing market by introducing new products, investing in development plans and Capital expenditure plans. (*Source: Bloomberg, IMAP) PepsiCo introduced following products as per their expansion plans: It launched PureVia (a zero-calorie sweetener) using Setvia, a natural herbal, to cater to health conscious customers. PepsiCo recently acquired Brazilian coconut-water manufacturer Amacoco Nordeste Ltd. to cater to increasing customer inclination towards it. Pushing hard in healthy snack options by expanding baked snack brand Aliva from four variants to six new variants. Eliminating almost all trans fats from their U.S. product portfolio and any of their global products. In India, they have 40  percent reduction in saturated fat in leading products (by using blended rice bran oil) such as Kurkure namkeen snacks and Lays potato chips. Pepsi introduced their latest drink aimed at health conscious customers. Pepsi Next is a right mix of cola flavor and a blend of sweeteners to closely mimic the taste curve is a regular cola. (Morefield, 2012) They have developed a plan to introduce fortified biscuits and snacks at affordable rates to address iron deficiency anemia. Last year they expanded their Sangareddy and Mahul production facilities in India, creating 5,000 direct and indirect jobs. (IMAP, 2010) As per companys annual report, We increased our investment in emerging markets selling and delivery systems by putting more coolers in the market and adding route and distribution capacity ahead of growth in India, China, Russia and other countries. Notably, our India business grew at about 2.5 times Indias real GDP growth rate. (Author, 2010) The company recently took another major step in order to expand in terms of volume as part of promotional offers. It cut the price of 600 ml PET bottles to INR 25 from INR 28. However, its rival Coca-Cola has decided not to follow this strategy. (Bhushan, 2012) Porters five forces analysis As shown in Exhibit, Porters five forces help to analyze an industry taking care of various influencers. The five forces are: (Exhibit 5) Threat of substitutes: Soft drink industry offers substantial product differentiation. However, substitutes like bottled water, sports drinks, tea etc. are increasingly getting popular with health conscious trend. With increasing flavors and varieties, these products pose a strong threat to the industry. Threat of new entrants: Coca-Cola and Pepsi Co dominate the soft drink industry. In addition, the industry is fully saturated and minimal chances of growth making it extremely difficult for new players to start competing. Moreover, huge fixed costs are needed and thus new entrants cannot compete without economies of scale. Therefore new entrants do not create significant threat. Bargaining power of suppliers: Suppliers of bottling equipment and packaging hold no power. Companies mostly own the majority of the bottling and hence suppliers do not hold much bargaining power. For sugar and additives suppliers, since there are a lot of them, soft drink manufacturer can shift supplier leaving almost no bargaining power with suppliers. Bargaining power of buyers: The buyers mainly include large grocers, restaurants and stores. The soft drink companies distribute products to these stores, who later resale to the consumers. Different levels of bargaining power exist with discount stores having a lot of it due to large demand whereas restaurants ordering low volume fail to have any bargaining power. Intensity of existing rivalry: Carbonated software industry is a huge industry. Currently few competitors exist and hence it allows multiple firms and producers to prosper. Overall analysis from the point of view of a summer intern in PepsiCo India: The compounded annual growth of more than 7% and the population size of more than 1.21 billion, India is one of the most promising markets for the food and beverage industry. With the current trend, the industry is estimated to grow to $360 billion by 2015. The industry at large is still unorganized with huge opportunities in retailing, supply chain, marketing and RD sides. With the proposed FDI and influx of international players, the sector will be witnessing exponential growth in its organized sector. This will also allow the expansion of the sector in the rural area which is largely untapped. Currently the organized market employes more than 2 million people and this sector has been given high priority by govt. of India. The major players like Dabur, Coca cola, PepsiCo, and Parle are already investing huge amount in both infrastructure and intellectual talent to capitalize the increasing market share. PepsiCo is one of the largest players in the food and beverage industry with its presence in more than 200 countries. Within its 20 years of operation in India the company has grown by many folds. With the new relaxes norms in FMCG industry, PepsiCo is aggressively investing in the Indian markets. Sensing the chances of increasing market share and performing better by catering to new niche markets, it plans to invest more than $500 million in coming years. The company is also looking forward to diversify its product portfolio either by starting newer products or by acquisitions along with initiatives at improving its supply chain and other manufacturing services. Financial data also looks promising with 23.63% revenue growth and 1.62% operating profit increment. Though, other financial ratios like ROA, ROE and margins have fallen compared to previous year, it is actually infected by the huge investment company is making into Indian market. As per CEO Indira Nooyi, the company plans earned highest profit worldwide from Indian sector in Q3 of 2010. Thus, it is quite evident that PepsiCo India is a market leader. Gradually but steadily, it is closing the gap with rank one player, Coca-Cola. The company looks very promising for learning and developing market understanding. As an intern, this offer would help me apply my ideas backed with the theoretical knowledge gained at my MBA program. With company paying specific attention to various business fields like supply chain, infrastructure and sales, this job will help me learn all these aspects and not limit my learning a particular domain. I look forward to this offer as a chance to ensure a final placement in PepsiCo India to give a kick start to my professional carrier. EXHIBITS Exhibit 1: Breakdown of Indian population by income Exhibit 2: Companies Annual reports Exhibit 3: Worldwide soft drink market Exhibit4: Soft drink industry in India Exhibit5: Porters Five Forces http://www.maxi-pedia.com/web_files/images/Michael_Porter_Five_Forces_Model.png

Poverty: A Form of Slavery Essay -- poverty essay

Today they say that we are free, Only to be chained in poverty -- Bob Marley This paper will discuss poverty, the different types of poverty and their definitions and who is affected by each type of poverty. It will look at the some of the major reasons why poverty exists and what causes poverty, like such things as inequality, stratification and international debt. Some of the impacts of poverty will also be analyzed from a national and global perspective; things like education, literacy rate, and crime. This paper will demonstrate that poverty affects almost everyone in some form or another and exists because those with power and wealth want and need poverty to exist to force a dependence on the wealthy. A few of the main approaches that this is achieved is through economic systems, influencing government policies, and global stratification. Defining poverty is not a simple task and this is what this paper will tackle first. WHAT IS POVERTY Poverty is difficult to define exactly, as it has different meanings to different people depending on what country they live in, what culture they belong to, and how much income they earn. All these factors and more will change the way poverty is defined by an individual or organization (Seabrook, 2007, p.35). Adam Smith the classical economist had this view of poverty â€Å"poverty is a lack of those necessities that the custom of the country renders it indecent for creditable people, even of the lowest order, to be without† (Richmond and Saloojee, 2005, p.33). Another popular view of poverty is that of Nobel Prize winner Amartya Sen who said the poor â€Å"cannot participate adequately in communal activities, or be free of public shame from failure to satisfy conventions† (Richmond and ... ... of slavery. Works Cited Deveaux, B. (Director). (2010). Poor no more [Motion Picture]. Ferrante, J. (2006). Global inequality and the challenges of reducing extreme poverty. (Cover story). Sociological Viewpoints, 225-19. McNally, D. (2006). Another world is possible: globalization and anti-capitalism. Winnipeg, Canada: Arbeiter Ring Publishing Murray, J. L., Linden, R., & Kendall, D. (2011). Sociology in our times. Toronto: Nelson Education. Raphael, D. (2007). Poverty and policy in Canada: implications for health and quality of life. Toronto: Canadian Scholars’ Press Richmond, T., & Saloojee, A. (2005). Social inclusion. Black Point: Fernwood Publishing. Seabrook, J. (2007). The no-nonsense guide to world poverty. Toronto: New Internationalist Publications Sidel, R. (1998). Keeping women and children last. New York: Penguin Books

The Russian Mob Essay -- Essays Papers

The Russian Mob: Organized Crime in a Fledgling Democracy Since the late 1980’s the Russian people have experienced one of the most drastic transitions seen in the world to date, a transition from an attempt at communism to a workable capitalist system. As one would expect, this transition has not been painless and has been the impetus of many distressing problems for the Russian people. One such problem is organized crime. This paper will explore how organized crime during Soviet rule and the Russian Federation has created obstacles in this transition to a functioning market economy. It will illustrate how organized crime has done this by analyzing its transition from the USSR to the Russian Federation, the reasons behind its existence today, and how its operation impairs Russia’s attempts at a market economy. It will also provide some possible solutions for the crises organized crime has created, which currently plague the Russian people. Organized crime has worked its way through openings provided by the transition ec onomy to become a setback to the Russian society and economy. Its existence disables successful economic reform by influencing important issues such as competition, entrepreneurship, capital flight, the shadow economy, and violence. Basis in Soviet Union In order to understand organized crime in Russia today and its affect on the Russian economy, one must examine its roots in the Soviet Union. Although many acknowledge the existence of crime syndicates in the USSR, few are aware of their extent during the 70’s, 80’s, and early 90’s. As early as the 1970’s, the Russian mafia had advanced to the status of primary protectors and beneficiaries in the robust Soviet shadow economy (Anderson, 1995, 341... ...8. Shelley, Louise I. â€Å"Post-Soviet Organized Crime: A New Form of Authoritarianism.† Russian Organized Crime: The New Threat?. Ed. Phil Williams. London: Frank Class, 1997. 123-138. Shelley, Louise I. â€Å"The Challenge of Crime and Corruption.† Russia’s Policy Challenges. Ed. Stephen Wegren. New York: M. E. Sharpe, 2003. 103-122. Sterling, Claire. Thieves World: The Threat of the New Global Network of Organized Crime. New York: Simon & Schuster, 1994. Volkov, Vadim. Violent Entrepreneurs. New York: Cornell University Press, 2002. Webster, William H., ed. Russian Organized Crime and Corruption: Putin’s Challenge. Washington: Center for Strategic and International Studies, 2000. Williams, Phil. â€Å"How Serious a Threat is Russian Organized Crime?.† Introduction. Russian Organized Crime: The New Threat?. Ed. Phil Williams. London: Frank Class, 1997. 1-28. The Russian Mob Essay -- Essays Papers The Russian Mob: Organized Crime in a Fledgling Democracy Since the late 1980’s the Russian people have experienced one of the most drastic transitions seen in the world to date, a transition from an attempt at communism to a workable capitalist system. As one would expect, this transition has not been painless and has been the impetus of many distressing problems for the Russian people. One such problem is organized crime. This paper will explore how organized crime during Soviet rule and the Russian Federation has created obstacles in this transition to a functioning market economy. It will illustrate how organized crime has done this by analyzing its transition from the USSR to the Russian Federation, the reasons behind its existence today, and how its operation impairs Russia’s attempts at a market economy. It will also provide some possible solutions for the crises organized crime has created, which currently plague the Russian people. Organized crime has worked its way through openings provided by the transition ec onomy to become a setback to the Russian society and economy. Its existence disables successful economic reform by influencing important issues such as competition, entrepreneurship, capital flight, the shadow economy, and violence. Basis in Soviet Union In order to understand organized crime in Russia today and its affect on the Russian economy, one must examine its roots in the Soviet Union. Although many acknowledge the existence of crime syndicates in the USSR, few are aware of their extent during the 70’s, 80’s, and early 90’s. As early as the 1970’s, the Russian mafia had advanced to the status of primary protectors and beneficiaries in the robust Soviet shadow economy (Anderson, 1995, 341... ...8. Shelley, Louise I. â€Å"Post-Soviet Organized Crime: A New Form of Authoritarianism.† Russian Organized Crime: The New Threat?. Ed. Phil Williams. London: Frank Class, 1997. 123-138. Shelley, Louise I. â€Å"The Challenge of Crime and Corruption.† Russia’s Policy Challenges. Ed. Stephen Wegren. New York: M. E. Sharpe, 2003. 103-122. Sterling, Claire. Thieves World: The Threat of the New Global Network of Organized Crime. New York: Simon & Schuster, 1994. Volkov, Vadim. Violent Entrepreneurs. New York: Cornell University Press, 2002. Webster, William H., ed. Russian Organized Crime and Corruption: Putin’s Challenge. Washington: Center for Strategic and International Studies, 2000. Williams, Phil. â€Å"How Serious a Threat is Russian Organized Crime?.† Introduction. Russian Organized Crime: The New Threat?. Ed. Phil Williams. London: Frank Class, 1997. 1-28.

DNA Profiling Techniques in Forensic Science Essay

Abstract Since 1985, DNA profiling in forensic science has become very important in this virtual era of technology and in the world of science that solves both major and minor crimes. Small traces of DNA are considered in all circumstances from how the DNA was collected to fully obtaining the profile in its significant form. Traces of sweat, blood and semen are the most common type’s evidence found at crime scenes. There are several different methods for creating a DNA profile such as STR (Short Tandem Repeat), PCR (Polymerase Chain Reaction), Y chromosome analysis, Restriction Fragment Length Polymorphism (RFLP) and Mitochondrial DNA (MtDNA) analysis. All these types of methods are able to extract DNA from a chosen sample taken from a crime scene. DNA profiling is the information of how a sample is processed and analysed and a DNA profile must be created by collecting and analysing VNTR’s (Variable Number Tandem Repeats), these are unique sequences on the loci which is an area on chromosomes. Most DNA sequences in different people look too similar to tell apart whereas VNTR result in bands that are unique enough for identification of individuals. Introduction DNA (deoxyribonucleic acid) is the hereditary material in almost all living organisms. In 1953 researchers J. Watson and F. Crick saw the structure of DNA. DNA consists of two long strands that are built up chain like, each consisting four nucleotide subunits, attached to a sugar phosphate backbone. Adenine (A), guanine (G), cytosine (C) and thymine (T) are bases that are arranged pairwise in the middle of the DNA stand. The nucleotides are covalently linked together, from which the bases A and T, G and C bind by a hydrogen bond (Bray et al 2010: 173). Figure 1 shows the order of the bases, which determine the biological information available for building, and maintaining an organism, the sugar phosphate group molecules form the vertical side piece and the base pairs form a ring shape to create a spiral called a double helix. The two backbone chains run in opposite directions, this is specific for base to base bonding which allows this genetic information contained in DNA to be copied accurately from one generation of cells to the next. Figure 1 – DNA By Jaspreet (Bray et al 2012) There are 23 pairs of chromosomes in humans inherited from our parents, with each parent contributing one half of each pair. Chromosomes are made up of DNA, 22 pairs are autosomes and the last pair is a sex chromosome fig 2 shows this. Autosomes are chromosomes that are not sex chromosomes; they are individual which means that each person has a DNA profile as unique as a fingerprint. No two DNA profiles or fingerprints can be the same due to the combination of marker sizes found in each person makes up his/her unique genetic profile. When determining the relationship between two individuals, their genetic profiles are compared to see if they share the same inheritance patterns at a conclusive rate. Chromosomes are located in the nucleus of each cell and consist of long DNA strands where they are tightly packed and coiled around specific proteins called histones, which are looped and fixed to specific regions of the chromosome. There are 5 different kinds of histones (H1, H2A H2B, H3 and H4); they all bind to DNA to form chromatin in the nucleus during cell division where the chromatin condenses into visible structures that are the chromosomes itself. The DNA wrapped around each histone core is 200bp (base pair) long. Histones can be purified from DNA as H2A and H2B stick together as do H3 and H4 therefore making 8 proteins in each histone core with DNA wrapped is called a nucleosome which is 10nm (nano meter) fibre thickness, H1 is not part of the histone core as it binds to the nucleosome to give an even more structure to the chromatin and waits for the next interaction to take place. Fig 2 – 23 pairs of Chromosomes DNA is specific to its kind where identical twins are formed when a fertilised egg splits into two and develop into a full embryo. Identical twins will have the same genes making them alike in everything controlled by the genes itself. Although they have different phenotypes the DNA itself is expressed in different ways too. If identical twins are raised in different environments and stimuli they can develop some changes such as a genotype for a particular weight and height but this can only happen if they have enough food or a genotype for a potential IQ but again this will rely on the education and the right kind of stimulus received for that individual. Variation within humans result in the genes inherited from your parents and the environment you live in. (David Wright, 2000: 162) Main Body The techniques for identification of DNA profiling only need just a small amount of DNA but in some methods a larger amount is needed. DNA profiling is carried out when human biological fluid or human tissue is found at crime scenes and is used for evidence to link or exclude a possible suspect from the scene. DNA profiling can only be used if there is enough DNA within the sample taken and is only useful for comparing the samples. Samples taken can be compared to a national database of DNA profiling where there are over 700,000 samples in the UK national database alone. When there is a match, the two samples may have originated from the same person but before DNA can be profiled, it must be extracted from the sample in any of the following analysis depending on what the sample is and how much of it you have. One of the first techniques that were adapted for forensic DNA profiling was Restriction Fragment Length Polymorphism (RFLP) where this kind of analysis determines variation in the length of a single DNA fragment. If two samples originate from different sources, RFLP can differentiate them using fewer loci than other systems. RFLP can determine whether a single sample contains DNA from more than one person but this can only happen if there is a large amount of greater quality DNA, this technique is stated to be ‘laborious and difficult to automate’ (Rudin and Inman. 2002: 41) (2). Fig 3 shows the RFLP process. Fig 3 – RFLP by Jaspreet (Botstein 2012) Polymerase Chain Reaction (PCR) is a process where a specific region of DNA is replicated over and over again to make copies of a particular sequence. Fig 4 shows the process which involves the heating and cooling of samples in a thermal cycle pattern of three steps denaturation, annealing and elongation. The strands get separated and bind to primers (fig 5), which are pieces of DNA so that they attach to the DNA at each end of the region for it to be copied. PCR is very sensitive and effective in many ways in the use of forensic science. PCR only needs a small amount of blood compared to RFLP needs about a quarter. Fig 4 – PCR by Jaspreet (Prof Santiago 2012) The primers used in PCR define the region of the genome that will be analysed. Primers are short pieces of DNA that anneal to the template molecule at either end of the specific region Fig 5 illustrates this. For a forensic PCR analysis the primers must bind to the regions of the DNA sequence to effectively amplify the human DNA while at the same time taking precautions not binding DNA to any other species. (Goodwin et al, 2007) Fig 5 – Primers binding to the DNA strand which is known as the annealing stage. By Jaspreet (Davidson 2012) Short Tandem Repeat (STR) technology is a forensic analysis that evaluates specific regions, loci that are found on a DNA strand. STR is when the repeat units are shorter and each loci can be used simultaneously of two to six bases long. STR regions are analysed for forensic testing between one DNA profiles to another. The purpose of having a core set of STR loci (13 set loci) is to ensure that all forensic laboratories can get the DNA from databases and share valuable forensic information. STR’s does have some limitations on sensitivity where it will work on degraded DNA samples such as damaged body tissue or bone destroyed by fire but sometimes there just isn’t enough sample to be tested giving no results at all for example aged bone. To test even smaller sample of DNA currently mtDNA is the choice of technique. (Gill et al, 2001) Mitochondria produce 90% of a cell’s energy, and contain their own genomes in the form of a double-stranded circular molecule known as mitochondrial DNA (mtDNA). MtDNA is important for finding missing person’s investigations, mass disasters, and other forensic investigations. MtDNA is valuable for determining DNA recovered from damaged, degraded, or very small biological samples that techniques such as STR cannot extract with small amounts of DNA. MtDNA is a small circular genome located in the mitochondria, which are located outside of a cell’s nucleus. Fig 6 illustrates this. There are two properties of mtDNA: high copy number and maternal inheritance. Samples such as hair, bone and teeth can be used to examine common ancestry between individuals. Maternal inheritance such as grandmother, mother and daughter all have statistically the same mtDNA sequence within them as they have been passed on from generation to generation. This can help to find unidentified remains for analysis and comparison of the mtDNA profile to any maternal relative. High copy number is valuable for when the amount of material within the cell is very small for analysis. (Goodwin et al, 2007) Fig 6 – MtDNA by Jaspreet (Ferullo 2012) Y-chromosome analysis targets only the male population of biological samples as they are passed down from father to son unchanged, except when mutations occur. They can also be used to trace family members amongst males only. A reference Y-chromosome profile has to be compared with an unknown sample match for significance, to confirm that the match actually exists. The Y chromosome DNA testing is important in situations where a small amount of male DNA may be recovered in the presence of excess female DNA, such as in sexual assault evidence. Y chromosome analysis can also benefit missing person’s investigations as it extends the range of potential reference samples. Since fathers pass their Y chromosome onto their sons unchanged all males in a paternal lineage will possess a common Y chromosome haplotype. Conclusion DNA profiling technology is constantly evolving where techniques such as PCR, STR and mtDNA and new loci are being discovered and are being used widely around the world to solve crimes globally. From research and experience we know that the technique RFLP requires too much DNA for the process to take place, it also takes longer too this is the reason why forensic scientist do not use this anymore. However, PCR can be used to amplify very small amounts of DNA, usually in 2-3 hours, to the levels required for RFLP analysis. Therefore, more samples can be analyzed in a shorter time. The ability to analyse such small amounts of samples of evidence taken from crime scenes increases the automation and promises faster and more effective results for forensic evidence in court. DNA degradation can be easily identified on an electropherogram where the process can reduce the height of some alleles, making them too low to be recognised from the data. When there are too many samples of DNA degraded it is classed as no results being obtained and can complicate the interpretation of the samples if two or more are similar to each other. Degradation is more likely to occur during the technique of STR as the amplification of specific regions on the DNA strand will not be successful. References Books 1. John M. Butler, 2005, Forensic DNA Typing – Biology, Technology and Genetics of STR Marker. Elsevier Academic Press (USA). 2nd Edition, page 42 and 63. 2. Norah Rudin and Keith Inman, An introduction to Forensic Analysis, 2nd Edition, CRC Press LLC 2002, page 41, 58 3. Alberts Bray et al, 2010, Essential Cell Biology. Garland Science, Taylor & Francis Group LLC. 3rd Edition, page 173 4. William Goodwin et al, 2007. An Introduction to Forensic Genetics. John Wiley & Sons Ltd. Page 41, 71, 127-132 5. David Wright, 2000. Human Physiology and Health. Heinemann Educational Publishers. Page 22, 162. Websites 6. http://www.nij.gov/topics/forensics/evidence/dna/basics/analyzing.htm#mitochondrial – accessed 21st November 2012 at 11.30am 7. http://www.iitk.ac.in/infocell/Archive/dirnov3/science.html – accessed November 20th, 2012 8. Ferullo, Daniel. 7.342 Powerhouse Rules: The Role of Mitochondria in Human Diseases,Spring 2011. (Massachusetts Institute of Technology: MIT OpenCourseWare), http://ocw.mit.edu (Accessed 29 Nov, 2012). License: Creative Commons BY-NC-SA Journals 9. Gill, P., Sparkes, R. and Tully, G. (2001). DNA Profiling in Forensic Science. John Wiley & Sons Ltd. (1), 1-6. (http://onlinelibrary.wiley.com/doi/10.1038/npg.els.0001001/pdf) – accessed 19th November 2012 10. Renata Jacewicz, Krzysztof Lewandowski, Joanna Rupa-Matysek, Maciej Jedrzejczyk, Mieczysław Komarnicki and Jarosław Berent. 2012. Genetic investigation of biological materials from patients after stem cell transplantation based on autosomal as well as Y-chromosomal markers. Int J Legel Med. (1), 1-4. 11. Andreas Meyerhans, Jean-Pierre Vartanian and Simon Wain-Hobson. (1991). Strand Specific PCR amplification of Low Copy Number DNA. Nucleic Acids Research. 20 (3), 521-523.

Internet as a Learning Tool

International Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011 INTERNET AS LEARNING TOOL: INDIAN ENGINEERING STUDENT’S PERCEPTION Vandana Sharma [1], Rishu Chhabra[2] 1 2 Education & Research, Infosys Technologies Limited, Mysore, Karnataka, India Department of Computer Science & Engineering, Chitkara University, Punjab, India, ABSTRACT Our global economy now relies on brainpower and innovation rather than manual labor and raw material as a generator of wealth and good education has become the key part in shaping the success of the countries.Over the last decade, t h e I T revolution has brought in advancement that shows increasingly visible effects on the education with the birth of online education. First student community realized the effect of the internet on their education. Invention of internet has removed all the barriers to learning. The scope of this paper is to analyze the north Indian engineering student’s percep tion about internet as learning tool effects of internet on them in perspective of their relations, education, entertainment and and socialization.Technology can have both positive and negative consequences on people in different walks of life at different times. Now necessity is to understand the true impact of it so that everybody gathers benefits that yield a healthy mind. In this paper, with the help of an empirical study it was inspected that whether the contacts via e- mail, online chatting and availability of information through Internet would lead our students in a better learned and connected individual. Study also examines the kind of learning mode students prefer.These issues are discovered in detail and suitable solutions are proposed to counter the negative effects of internet on students. Keyword: Internet, education, learning tool INTRODUCTION Internet is a tool for the improvement of learning. A textbook which was a traditional learning tool are now out of date as in ternet moves quickly and provides updated information and includes a wide variety of International Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011 international sources. Now learning has a greater reliance on information acquired from the internet rather than from textbooks.Dependence on this tool has increased exponentially and unbelievably. Social, geographical, economical barriers are disappearing as students interact worldwide. The technological revolution has a faster and deeper impact on more and more lives. This has further increased with the improvement of technology. Venkatesh [1] surveyed in his paper that all technologies create an impact of s o m e k i n d . For example, the television technology has had an influence on the media habits of the public, their attitudes and behavior towards entertainment and the interaction between family members.Cole [2] assessed the requisite of Internet as a mainstream medium t h a t m a y s o o n b e a s prevalent a s television although pace of its diffusion seems much faster. Kraut e t al [3] conducted a longitudinal study on the effects of Internet on social involvement and psychological well-being. Their findings show that the greater use of the Internet was significantly related with decreased community within the family, a decrease in local social network and loneliness and depression. In a report of SIQSS, [4] N.Nie has also continued with the negative consequences of the Internet that are similar with the outcomes of the Kraut group. Katz and Aspden [5] made a survey using 2500 respondents, 8 percent of them were Internet users. Comparing users with non-users, they establish no evidence t h a t t h e u s e o f i nternet reduces people’s membership in social and religious organizations. Among users, more use of the Internet was related with additional contact with family members and an increased involvement in online communities. This survey contradicts the discoveries presented in [4] and [5].Wellman [6] made a survey on â€Å"the National Geographic Society website† and came out wi t h t h e s u g g es t i o ns t hat t h e I n t er n e t can be used for increasing interpersonal connectivity and organizational involvement. Not only can expose people to more inf ormation and more contacts, it can reduce commitment to community. However, this increased connectivity and involvement. In 2009 there were nearly 81,000,000 users of internet in India. There are many studies available at global level about the impact of internet on students but studies about Indian engineering students are not available.INTERNET IN EDUCATION There are number of main advantages of using internet for education [7] A . Flexibility and Variety The flexibility of the internet is possibly the greatest advantage for online education. Websites, interactive activities, lecture notes, videoconferencing, webinars, chartrooms, and blogs, online education studen ts and their educators can interact in ways that are already known to them. Internet provides user friendly interface International Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011 to user and new users also feel more comfortable with time B.Ease and Low Cost of Access Internet has defeated the distance barrier for learning. Students need not to move to gain knowledge. It has become easy and affordable for everyone from a rural area student to a working professional. For the purpose of interactive courses and videoconferencing rural students are facing problem and this still requires attention C. Ease and Low Cost of Setting Information Online Email, chat and interactive online meeting has become new way of learning. Information regarding a course is all available online. This is not only accessible but is affordable for institutes also.Records are available for 24X7 for any time use. D. Ease of Updating Information Online Information up dation is easier than revising a textbook. Results can be displayed just after an exam. A new course is easy to add. New research or finding can become part of syllabus instantly. In [8] Aytekin ISMAN, Fahme DABAJ studied students-teachers’ perceptions and attitudes towards internet based on various parameters. It was concluded that at education cycle of students concentrate more to learn internet alternatives and functions for getting great positive benefit their future life by adapting contemporary trends.In [9] Hong etal studied . Students' attitudes toward the use of the Internet for it is important that students should b e exposed learning at a university in Malaysia and showed that to this web based learning so that they could get benefit from Web-based courses and Web-assisted conducted in their field of specialization by the various departments. PURPOSE OF THE STUDY The purpose of this research was to collect information about the impact of internet on learning of eng ineering students. This study is directed to answer following questions: †¢ †¢ †¢ What is the attitude of students towards using internet for their course contents?Do the students prefer using internet over books? Does internet builds confidence in students by helping them in presentations etc.? METHODOLOGY The research instrument in this study was a questionnaire. There were total of 20 questions in this questionnaire each with five selections of response from â€Å"Strongly Agree† to Strongly Disagree†. Questions were divided into four categories. In first category questions were framed to measure student’s attitude toward International Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011 he use of internet for their course purpose. Sample question for this category is â€Å"With the help of internet I am able to collect more study material â€Å". Second category asks students about their preference of internet over books. Sample question for this statement is â€Å"For study purpose I prefer spending time on internet surfing rather sitting in a library â€Å". Third category measures the student’s attitude for internet as a tool of confidence builder. Sample question is â€Å"Internet has boosted my confidence as I am able to present my reports, seminars etc. n better wayâ€Å". In the last category miscellaneous questions were asked to get student opinion about group learning through internet using blogs and discussion forums, their time spent on internet etc. As all students were engineering students, questions were not asked to measure their basic knowledge and skills of the internet. Population under investigation included 100 students of Computer Science & Engineering of a Wifi enabled engineering institute campus. All students use Laptop and Internet on daily basis. RESULT AND DISCUSSION A.Student’s attitude towards using internet for their syllabi There were four questions under this category. For each statement responses were coded 2 for â€Å"Strongly disagree â€Å"to 5 for â€Å"Strongly agree† and 1 for â€Å"No opinion†. Thus the scores for each student on the statement ranges from 8 to 20. Scores from 8-10, 12-16 and 17-20 were classified as having â€Å"negative† ,†neutral† and â€Å"Positive† attitude towards the use of internet for learning. Table 1 shows the result. Table1. Student’s attitude towards using internet for learning. Scores 8-10 12-16 17-20 Attitude Negative Neutral Positive Frequency 2 58 40B. Student’s preference of internet for study material over the books For each statement responses were coded for 2 â€Å"Strongly disagree â€Å"to 5 for â€Å"Strongly agree† and 1 for â€Å"No opinion†. Thus the scores for each student on the statement range from 10 to 21. Scores from 10-14, 1517 and 18-21 were classified as â€Å"do not prefer us ing internet â€Å",†no preference† and â€Å"prefer use of internet† over books. Table 2 shows the result of student’s preference of internet over books International Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011Table2. Student’s preference of internet over books Scores 10-14 15-17 18-21 Preference Frequency Do not 15 Prefer No 48 preference 37 Prefer C. Student’s attitude towards internet as a confidence builder For each statement responses were coded 2 for â€Å"Strongly disagree â€Å"to 5 for â€Å"Strongly agree† and 1 for â€Å"no opinion†. Thus the scores for each student on the statement range from 2 to 10. Scores from 2-4, 5-7 and 810 were classified as having â€Å"Negative â€Å",†Neutral† and â€Å"Positive† attitudes towards the use of internet for learning.Table 3 shows the attitude of students toward internet as confidence builder. Table3. St udent’s attitude towards internet as a confidence builder. Scores 2-4 5-7 8-10 Attitude Negative Neutral Positive Frequency 11 31 58 Despite of the fact that the students in this survey were from computer science & engineering stream half of the students find it difficult to understand all the terms on WebPages. 90% students spend 1-5 hours on internet. 66% students use blogs and discussion forum for the solution to their technical problems.Only 8% students disagree that internet can be helpful in group learning. 79% students consider that mixture of online course and classroom course will be better for learning process. 84% students feel that internet helpful to prepare them for examination. 71% students do not find internet adding to laziness. 51 % students believe that the use of internet has decreased the verbal communications among themselves. Internet has positive impact on learning domain but has negative impact on social aspects of a student’s personality.Thoug h students realize this they should indulge more in social interactions and activities. Institutes should hold seminars time to time to make students aware about the importance of internet as learning tool. Institutes should encourage group learning through internet and should promote the use of blogs for learning purpose. Courses should be designed in blended format of classroom and online teaching. As result of this survey showed that more Indian students are opting online books as compare to paper book so use of online bookInternational Journal of Computing and Business Research ISSN (Online) : 2229-6166 Volume 2 Issue 2 May 2011 reading devices should be promoted. The use of such devices is user friendly. CONCLUSION In this paper result of the survey of use of internet as learning tool by engineering student has been presented. Engineering students are using computer and internet on daily basis. Maximum students find internet a very useful tool for their studies. Students prefer online books and study material. They find internet helpful to boost their confidence for presentations and reports.Engineering institutes should promote the use of internet as a learning tool and should provide infrastructure to facilitate the students. Students also feel that excess use of internet may cause some socialization problems. REFERENCES [1] A. Venkatesh, A c onceptualization of Household/Technology Interactions, Advances in Consumer Research, Vol. 12, 189-194, 1985. [2] J. I. Cole, The Impact of the Internet on Our Social,Political and Economic Life, The UCCLA Center for communication Policy, 2000. [3] R. Kraut, M. Patterosn, V. undmark, S. Keisler, T.Mukophadhyay and W. Scherlis, Internet Paradox: being? , a Social Technology that Reduces Social Involvement and PsychologicalWell53(9),1998a. American Psychologist, [4] N. 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