Author: Dr. Ch. Satyanarayana

                  Talent Acquisition: A challenge to Industry

                                Dr. Ch. Satyanarayana, Director,

                                Yadavrao Tasgaonkar School Of Business Management,

                                 Chandai, Bhiwpuri Rd.

 

 ‘Talent Acquisition' describes identifying the sources of talent pool by assigning job to HR consultant, headhunters. Going through the process of selection, through newspaper advertisement, online selection and through conference recruitment. Talent acquisition involves all these processes and also includes finding attractive and highly talented experienced individual into the organization.

 

• It is estimated that at least 1/3 of business failures are due to poor hiring decisions and inability to attract and retain the right talent.
• The average cost of replacing a manager or professional is 1.5 to 3 times salary.
• The cost of working around an under-performer can run as high as six figures
• The cost of consistently failing to attract and retain good talent – including declining productivity, morale, culture and reputation - is inestimable.
• Each vacant position costs your organization Rs. 60,000 on average.
• For some management positions, it can easily run into six figures.

Notwithstanding the economic situation of a country which may affect the job market for a time being, many 'A-players' who have not had significant opportunities for growth and advancement change jobs, and the fundamental shortage becomes apparent - especially for those companies who have not developed a reputation as 'employer-of-choice', and who have not developed the capabilities and infrastructure to compete effectively to acquire and retain scarce talent resources.
Thus, first and foremost, 'talent acquisition' forms a part of a much broader strategic approach in the corporate quest to gain and sustain a competitive advantage in today's marketplace. Other aspects include talent development, retention and transition, these are primarily inward facing, whilst the former is outward looking.
The core concept of talent acquisition is to get away from the 'fill in the box' thinking to one that is more pro-active and much closer to building the skill sets required to achieve business success. Encouraging your own 'star' players to identify other outside top performers is an extremely powerful tool that is being used more and more.

The organizational which would suffer with talent acquisition would certainly have the following lacunas:

1. Lack of planning (only short term planning)
2. Lack of awareness of the industry that is booming in the market
3. Supply of niche skills
4. Inadequate R& D supply (example : pharma industry) and experts and senior specialists are inadequate
5. Myth of Dominant Expertise

 One of the most important aspect of talent acquisition is overlap with the process of recruitment. Are these two similar in nature? The easy part of the answer is to define "recruiting". It is nothing more than filling open positions. It is an entirely tactical event. The more complex part of the answer is the definition of "Strategic Talent Acquisition". Strategic Talent Acquisition takes a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future.
These future positions may be identifiable today by looking at the succession management plan, or by analyzing the history of attrition for certain positions. This makes it easy to predict that specific openings will occur at a pre-determined period in time. In the most enlightened cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future. Taking the long term strategic approach to talent acquisition has a huge impact on how should be the principle criteria or requirement of recruitment which would pull the "talent".
Few selection modes that can be considered like as

 

• Improving the recruitment process by touching upon the right aptitude and identifying the right skill areas
• Improving the  Brand
• Role of Clarity improvement
• Understanding workforce demographics (current and future)
• Identifying economic issues impacting organizational sustainability
• Identifying organizational and cultural issues impacting talent acquisition
• Knowledge of industry trends and emerging issues

 

Linking Organizational Strategy to HR Strategy and the Issus of Talent Acquisition:

Historically organizations have not treated the recruitment process as one of strategic importance, but latterly many are now waking up to the reality that the world has changed dramatically. No more can the organization pick and choose between several great candidates for one position. Several changes in our connected world have tipped the scales in favor of the highly talented individual looking for a new opportunity. Few important strategies that organization should adhere for talent acquisition like translating the organizational strategy into a HR strategy, i.e translating and linking the need of organization to HR strategies; Reviewing key components of the HR strategy and evaluate whether it meet the demand of acquisition of ‘talent pool' that means whether it addresses the talent acquisition and retention issues which is with the synergic composition of organization productivity and growth.

Designing and Implementing a Talent Acquisition Strategy: An Organizational perspective linked to talent management practices of HR

 A deep conviction that talent leads to better corporate performance and all Managers are accountable for strengthening their talent Pool could be a trend in approach of today's organization . Talent Managers is a central part of how employers run the company. The organization thus should take bold actions to build the talent pool as per the organizational need. The moot issues are emerged here as in the form of challenges that organization can face in relation to talent acquisition as:

• What is an Employer of Choice?
• Demystifying the generational implications on recruitment
• Reviewing the base elements of a talent acquisition strategy
• Utilizing talent acquisition tools and templates
• Identifying considerations when implementing a talent acquisition strategy
• Learning from best practices
• Analyzing performance metrics (business impacts, financial considerations, etc.)
• What is meant by Strategic Talent Acquisition
• How HR strategy, policies, and practices support and facilitate corporate strategy
• Key design elements required in an HR talent acquisition strategy
• Practical application of a talent acquisition strategy
• Knowledge of emerging trends and best practices in attraction and retention of talent

Article Source: http://www.articlesbase.com/human-resources-articles/talent-acquisition-a-challenge-to-industry-3498481.html

About the Author

                                 Dr. Ch. Satyanarayana, Director,

                                Yadavrao Tasgaonkar School Of Business Management,

                                   Chandai, Bhiwpuri Rd.

 

Author: sukant vikram

The Takeover Code or substantial acquisition of shares.

Name: Sukant Vikram

Class: 5th year BBA LLB

Symbiosis Law School

Introduction ----

With the announcement of the policy of globalization, the doors of Indian economy were opened for the overseas investors. But to compete at the world platform, the scale of business was needed to be increased. In this changed scenario, mergers and acquisitions were the best option available for the corporates considering the time factor involved in capturing the opportunities made available by the globalization.

But soon the predators with huge disposable wealth started exploiting this opportunity to the prejudice of retail investor. This created a need for some regulation to protect the interest of investors which were done through -:

1.Enactment of SEBI Act, 1992
2.Enactment of SEBI (Substantial acquisition of shares and takeover) Regulations, 1992.

In the light of then present circumstances, the need for some law to regulate takeover was strongly felt. Moreover to achieve its objectives as stated in SEBI Act, 1992, SEBI enacted SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1994 in exercise of powers conferred under section 30 of the Act which laid down a procedure to be followed by an acquirer for acquiring majority shares or controlling in another company, so that process of takeover is carried out in a fair and transparent manner.

Thereafter, these regulations have been amended a number of times to address the changing circumstances and needs of corporate sector. In 1997 SEBI Takeover Code has been rechristened by enacting SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1997 substituting SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1994.

Merger&Acquisition Trends in Current Scenario ---- Structured Reconstruction

In India it was only in 20th century that the concept of takeover took birth but even then the concept of hostile takeovers was not known to anybody. This concept emerged when Swaraj Paul started efforts to takeover Escorts Ltd. and DCM Ltd. He was the first hostile raider among the raiders of Indian stock market. Although Paul could not succeed in his efforts because the incumbents fend him off by using the technicalities of rules governing non-residents but this created a need for a takeover code.

This need was further accentuated in 1990s when the government initiated the policy of liberalization and globalization which resulted in growth of Indian economy at an increased pace, and it created a highly competitive business environment, which motivated many companies to restructure their corporate strategies by including the tools of mergers and takeovers.

In the meantime, SEBI was established in 1992 as a body corporate under the SEBI Act, 1992 with the main objectives to- i) protect the interest of investors in securities market, and ii) to provide for the orderly development of securities market. Thus while the possibility of takeover of a company through share acquisition is desirable in new competitive business environment for achieving strategic corporate objectives, there has to be well defined regulation so that the interest of all concerned are not jeopardized by sudden takeover threats.

In the light of then present circumstances, the need for some law to regulate takeover was strongly felt. Moreover to achieve its objectives as stated in SEBI Act, 1992, SEBI enacted SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1994 in exercise of powers conferred under section 30 of the Act which laid down a procedure to be followed by an acquirer for acquiring majority shares or controlling in another company, so that process of takeover is carried out in a fair and transparent manner.

Thereafter, these regulations have been amended a number of times to address the changing circumstances and needs of corporate sector. In 1997 SEBI Takeover Code has been rechristened by enacting SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1997 substituting SEBI (Substantial Acquisition of Shares and Takeover) Regulations, 1994.

What is meant by Takeovers & Substantial acquisition of shares?

When an "acquirer" takes over the control of the "target company", it is termed as Takeover. When an acquirer acquires "substantial quantity of shares or voting rights" of the Target Company, it results into substantial acquisition of shares. The term "Substantial" which is used in this context has been clarified subsequently

Meaning of substantial quantity of shares or voting rights

 The said Regulations have discussed this aspect of ‘substantial quantity of shares or voting rights' separately for two different purposes:

(I) For the purpose of disclosures to be made by acquirer(s):

(1) 5% or more shares or voting rights:
A person who, along with ‘persons acting in concert'  ("PAC"), if any, acquires shares or voting rights (which when taken together with his existing holding) would entitle him to more than 5% or 10% or 14% shares or voting rights of target company, is required to disclose the aggregate of his shareholding or voting rights to the target company and the Stock Exchanges where the shares of the target company are traded within 2 days of receipt of intimation of allotment of shares or acquisition of shares .

2) More than 15% shares or voting rights:
An acquirer who holds more than 15% shares or voting rights of the target company, shall within 21 days from the financial year ending March 31 make yearly disclosures to the company in respect of his holdings as on the mentioned date.

The target company is, in turn, required to pass on such information to all stock exchanges where the shares of target company are listed, within 30 days from the financial year ending March 31 as well as the record date fixed for the purpose of dividend declaration.

(II) For the purpose of making an open offer by the acquirer

(1) 15% shares or voting rights:
An acquirer who intends to acquire shares which along with his existing shareholding would entitle him to more than 15% voting rights, can acquire such additional shares only after making a public announcement ("PA") to acquire at least additional 20% of the voting capital of the target company from the shareholders through an open offer.

(2) Creeping limit of 5%:
An acquirer who is having 15% or more but less than 75% of shares or voting rights of a target company, can consolidate his holding up to 5% of the voting rights in any financial year ending 31st March. However, any additional acquisition over and above 5% can be made only after making a public announcement. However in pursuance of Reg. 7(1A) any purchase or sale aggregating to 2% or more of the share capital of the target company are to be disclosed to the Target Company and the Stock Exchange where the shares of the Target company are listed within 2 days of such purchase or sale along with the aggregate shareholding after such acquisition /sale. An acquirer who has made a public offer and seeks to acquire further shares under Reg. 11(1) shall not acquire such shares during the period of 6 months from the date of closure of the public offer at a price higher than the offer price.

(3) Consolidation of holding:
An acquirer who is having 75% shares or voting rights of target company, can acquire further shares or voting rights only after making a public announcement specifying the number of shares to be acquired through open offer from the shareholders of a target company .

In order to appreciate the implications arising here from, it is pertinent for us to consider the meaning of the term ‘public announcement'..

Penal Provisions

In the event of non-compliance of the provisions of SEBI (Substantial Acquisition of Shares & Takeover) Regulations, 1997, commonly known as Takeover Code, the acquirer is liable for the penal provisions contained in the code itself. Regulation 45 of SEBI (Substantial Acquisition of Shares & Takeover) Regulations, 1997 is dealing with the penal provisions for the non-compliance of the obligations contained in the Regulations.

As per regulation 45 of the Regulations, for failure to carry out obligations under the regulations, following consequences may follow:

1. The acquirer faces the consequences of the escrow amount being forfeited besides penalties.




2. The Board of Target Company shall be liable for action in terms of regulation and Act.




3. The intermediary would face suspension or cancellation of registration.

The penalties stated above may include:

1. Criminal prosecution under section 24 of the SEBI Act.

In addition to any award of penalty by the Adjudicating Officer under the Act, if any person contravenes or attempts to contravene or abets the contravention of the provisions of this Act or of any rules or regulations thereof., he shall be punishable with imprisonment for a term which may extend to one year, or with fine or with both. Further, non compliance of the directions of the Adjudicating Officer shall be punishable with imprisonment for a term which shall not be less than one month, but which may extend to three years or with fine which shall not be less than two thousand rupees, but which may extend to ten thousand rupees or with both.

1. Monetary penalties under section 15H of the SEBI Act.

If a person fails to disclose the aggregate of his shareholding in the body corporate before he acquires any shares of that body corporate, or make a public announcement to acquire shares at a minimum price, he shall be liable to a penalty of twenty-five crore rupees or three times the amount of profits made out of such failure, whichever is higher

1. Directions under section 11B of the SEBI Act.

The Board may, in the interest of securities market, give directions, without prejudice to its right to prosecute under section 24 of the SEBI Act including:

a.) Directing the person concerned not to further deal in securities.
b.) Prohibiting disposal of securities acquired in violation of these regulations.
c.) Direct sale of securities acquired in violation of these regulations.

1. Directions under section 11(4) of the Act;

The authority may give the directions to the person in default & the directions may include the following:

1.  
   
   
   
   1. Suspend the trading of any security in a recognised stock exchange;
   
   
   
   
   2. Restrain persons from accessing the securities market and prohibit any person associated with securities market to buy, sell or deal in securities;
   
   
   
   
   3. Suspend any office-bearer of any stock exchange or self-regulatory organisation from holding such position;
   
   
   
   
   4. Impound and retain the proceeds or securities in respect of any transaction which is under investigation
   
   
   
   
   5. Attach bank accounts of persons involved in violation for a period not exceeding one month.
   
   
   
   
   6. Direct any intermediary or any person associated with the securities market in any manner not to dispose of or alienate an asset forming part of any transaction which is under investigation
   
   
   

1. Cease and desist order in proceedings under section 11D of the Act;

A Cease and desist order can also be passed under section 11D of the SEBI Act from committing or causing any violation of the SEBI (Substantial Acquisition of Shares & Takeover) Regulations, 1997.

1. Adjudication proceedings under section 15HB of the Act.

A residual clause has been provided in the Act, wherein it is mentioned that if any violation act is not specifically covered under the provisions, then the person may be held liable for a penalty which may extend to one crores rupe

Perceived pros and cons of takeover

Perceived pros and cons of a takeover differ from case to case but still there are a few worth mentioning.

Pros:

1. Increase in sales/revenues (e.g. Proctor & Gamble takeover of Gillette)




2. Venture into new businesses and markets




3. Profitability of target company




4. Increase market share




5. Decrease competition (from the perspective of the acquiring company)




6. Reduction of overcapacity in the industry




7. Enlarge brand portfolio (e.g. L'Oréal's takeover of Bodyshop)




8. Increase in economies of sale 

Cons:

1. Reduced competition and choice for consumers in oligopoly markets. (Bad for consumers, although this is good for the companies involved in the takeover)




2. Likelihood of job cuts.




3. Cultural integration/conflict with new management




4. Hidden liabilities of target entity.

Mergers and Acquisitions are a natural process of economy. There is no point in fighting about them in a free economy. At the same time, the basic point that it thwarts or in a way hampers the substantial growth of the small retail businesses is also very true.

Too much of centralization of economic activities is bad either by government or Private individuals and companies.  It may give us the efficiency of economy to give additional benefits or facilities when buying from large conglomerates , but will kill the effectiveness of economy that allows many people to participate, thereby depriving them of livelihood.

In fact it would turn a huge amount of people into bio-mass of bigger businesses used and thrown at will, killing the entreprenuership of people that is needed to sustain a large economy such as ours.

Hence the solution is to exercise care and concern on which sectors efficiency is important and in which sectors effectiveness is important.

Today's two big parties do not have that sense. They simply try to go the easy route

Article Source: http://www.articlesbase.com/regulatory-compliance-articles/an-insight-into-the-takeover-code-and-substantial-acquisition-of-shares-539886.html

About the Author

5th year BBA LLB
Symbiosis Law School,
Pune

Author: Hitesh Gulati

oday with the swift rise of WiFi and Bluetooth technologies, the wireless information acquisition network is becoming much more and much more a possibility. That is why; you locate several users are moving towards a wire less program. The data acquisition system block diagram might look all of the same as within the case of the wired method. That's so since; all that the wireless data acquisition network replaces is the wired network alone. It works specifically the same way only difference is that instead of transmitting over a wired network, the program would transfer the data over a wireless data acquisition network.

If your significant interest is information related to supervisory control and data acquisition systems or any other for example supervisory control and data acquisition systems,data logger,thermal data logger or this post can prove useful.

Depending on the purposes for which they use this method, companies should have a particular data acquisition software program, to help them manipulate the info they record in a faster and simpler way. This software, together with certain data acquisition systems are usually used to collect a big amounts of data. The collected data has the type of signals or waveforms. All these signals are typically obtained via the use of particular devices and instruments, like boards and cards. The collected information is typically stored on a pc making use of data acquisition software program and several programming languages, for example Pascal, Basic and FORTRAN.

In case you are a part of a scientific analysis, or if you're on a life sciences project that entails information of immeasurable quantity, you would like to consider the option of investing in these information collecting and analyzing systems that may undoubtedly provide you with peace of mind. Why should you take the risk when you will find options obtainable to you?

Did you notice so far that this post is indeed related to supervisory control and data acquisition systems? If not, go ahead and read on. You will discover more information that may assist you to as regards supervisory control and data acquisition systems or other related supervisory control and data acquisition systems,data logger, thermal data logger or stand alone data acquisition system.

The very first step in data acquisition starts with measuring one thing. Whether it is temperature or pulse rate there's a physical phenomenon or property of an object that should be measured and tracked. Most information acquisition systems can deal with a wide range of input but regardless of what's becoming measured the original source wants to be converted from a physical property into a corresponding measurable electrical signal.

Nevertheless, the job of a DAS isn't finished just by sending or logging information. There should be software program which will assist analyze the information sent and discard irrelevant info. The incredible mass of information that sensors can detect is useless unless it is organized and the relevant info is stored, while the irrelevant information is discarded.

It may well interest you to understand that a lot of folks looking for supervisory control and data acquisition systems also got info relevant to other supervisory control and data acquisition systems,data logger, thermal data logger, and even stand alone data acquisition system here with ease.

Information acquisition and data acquisition systems are a definite part of most study, from the atmospheric conditions on Mars to the air flow over a wing on a new airplane style or the wind resistance of the curve design of a brand new vehicle.

Article Source: http://www.articlesbase.com/computers-articles/supervisory-control-and-data-acquisition-systems-free-engaging-article-for-what-is-data-acquisition-system-5056758.html

About the Author

Just click to more information to data acquisition.

Author: Howard Deutsch

M&A Surveys Help Avoid Merger & Acquisition Failures 

Two thirds of mergers and acquisitions fail to achieve expected returns. Many mergers and acquisitions actually fail, many others fall short of meeting planned returns and only about a third of all mergers and acquisitions achieve or exceed planned returns. M&A failure is usually due to a combined lack of adequate cultural, leadership, process, technology and product integration. 

Getting the people or soft intangible part of M&A integration right is often the hardest part of M&A planning and execution. It requires the merger/integration of two ongoing organizational and operational entities, two cultures, two management styles and two groups of people that are motivated to keep their jobs/positions and in some cases to get the upper hand. 

Some mergers and acquisitions are particularly complicated in that they require the integration of two companies that are themselves the products of previous mergers and acquisitions that were never successfully integrated. 

How merger/acquisition surveys facilitate M&A integration success 

Merger & acquisition surveys / employee surveys are one of the most important sources of management information for measuring M&A integration success before, during and post merger and acquisitions. 

Quantisoft's merger/acquisition surveys / M&A surveys are employee surveys that are customized to include the special issues involved with M&A integration. Each merger and acquisition survey provides important information and insight about employee satisfaction, engagement and commitment in supporting upcoming, underway and previous mergers and acquisitions. Merger & acquisition surveys also assess what needs to be done as well as progress and success in integrating corporate cultures, the organizational structure, business processes and practices, policies, technology and products/services. 

Merger/acquisition surveys / employee satisfaction surveys / employee engagement surveys are highly effective in measuring where resistance is likely to occur, where resistance is occurring, and identifying which departments and business units need specific attention. 

A merger & acquisition survey / employee survey is also a key way of demonstrating to your employees that you value their opinions. Pre merger / acquisition surveys and M&A surveys conducted while integration initiatives are underway identify critical gaps between the organizations being merged. After a merger or acquisition an M&A survey / employee survey is crucial in measuring as well as celebrating the success of the M&A integration. 

Why many mergers and acquisitions fail to achieve expected returns 

Mergers and acquisitions that fail to deliver expected returns typically fall short due to one or more of the following reasons: 

• · Failure to understand integration opportunities and costs, and to set clear objectives for integration
• · Failure to create and communicate a clear vision, mission and values of the newly combined organization
• · Failure to adopt a unified leadership approach
• · Failure to effectively plan integration activities
• · Failure to effectively execute integration plans
• · Failure to focus on important corporate culture integration issues
• · Failure to integrate and deal with differences in compensation and benefits across the merged organization
• · Failure to identify and take action to keep critical talent
• · Insufficient ongoing communications from senior management regarding M&A integration
• · Tolerance of disruptive political activities
• · Failure to identify and deal with resistance to change
• · Unrealistic integration schedules
• · Failure to appoint an effective M&A integration project manager and project team
• · Failure to provide resources needed to effectively integrate the organizations
• · Insufficient integration support from senior leadership
• · Ineffective integration of business processes, technology, business practices and policies
• · Insufficient/ineffective integration of products and services and product branding
• · Insufficient/ineffective communications of M&A related changes to customers 

When to conduct merger and acquisition surveys / M&A surveys 

The risk associated with achieving expected returns from mergers and acquisitions are very significant and potentially very costly. Given the low cost and ease of conducting a merger & acquisition survey / M&A survey, it makes sense to conduct M&A surveys at both of the merging organizations before merger/acquisition integration gets underway in order to assess and understand their corporate cultures, fears about the merger/acquisition, and to identify the gaps between the two organizations. 

Merger & acquisition surveys / M&A surveys should also be conducted at key intervals during integration (e.g. every 6 months or so) to measure progress and to identify barriers to successful integration. A merger and acquisition survey should also be conducted after integration is perceived to be achieved to determine if expected objectives have been achieved and to identify any integration issues that still need attention. 

The success of a merger or acquisition depends heavily on the level of commitment, cooperation and communication between the people working at the merging organizations. Quantisoft's merger & acquisition surveys / employee satisfaction surveys / employee engagement surveys enable you to measure success and achieve expected benefits from mergers and acquisitions.

Article Source: http://www.articlesbase.com/management-articles/merger-acquisition-surveys-making-mergers-and-acquisitions-achieve-expected-returns-3839853.html

About the Author

Howard Deutsch is the CEO of Quantisoft, a full service survey company. Contact Howard Deutsch at (609) 409-9945 or hdeutsch@quantisoftdotcom ···

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