abhishreshthaa
Abhijeet S
Dish Network Corporation is the United States' fourth largest pay-tv provider, providing direct broadcast satellite service—including satellite television, audio programming, and interactive television services—to 14.337 million[3] commercial and residential customers in the United States. Dish Network has approximately 24,500 employees, most of which are located within the U.S. The corporate office is based in Meridian, Colorado, though the postal designation of Englewood is used in the company’s mailing address.
Offspring of the Echostar Satellite L.L.C., and founded by Charles Ergen, his wife Candy and their friend Jim DeFranco as a satellite TV equipment distributor in 1980, DISH Network was officially branded in March 1996. This branding comes after the successful launch of its first satellite, Echostar I in December 1995 and marked the beginning of the company offering subscription television services. The company has since launched numerous satellites,with 14 owned and leased satellites currently in its fleet.
As of January 2008, DISH Network split from Echostar, with each entity becoming a separate company. Echostar is the key technology partner to DISH Network, which focuses only on marketing and providing satellite television service.
REAPING THE BENEFITS
believed that its new recruitment philosophy should also be made a part of the overall corporate culture. By late 1999, job page was recording around 500,000 hits per month. The company generated a stream of reports about who visited the site and fine-tuned its strategy accordingly. By the time the new recruitment initiatives were established, , which was hiring approximately 8,000 people a year, received 81% of the resumes were from the web, eventually 66% of the new recruitments were from the candidates who had sent their resumes through the website. It was also reported that about 45% of company’s new recruits came from the Amazing people program.
hiring cycle also came down to 45 days from 68 days. The recruitment costs in this ‘direct mode’ amounted to $6,556 per capita, which was around 40% below the industry average. Referral rates at were twice the industry norm and that created a performance edge as most recruits were qualified employees with vast experience. By 2001, referrals and the friends program accounted for 50-60% of new employees. Most importantly, the retention rate at the company had also increased. The employee turnover figure was 6.3% in 1999, a very low rate compared to the industry norms, which varied from 18-28%.
THE NEED FOR A NEW APPROACH TOWARD RECRUITMENT
Traditional sources of competitive advantage are believed to have become less important for companies in the internet era. Analysts claim that the primary source of competitive advantages in the infotech industry are a firm’s human resources, which would be critical for its success in the long term. Thus, real challenge faced by the companies was in hiring and developing the best talent. This is all the more crucial for companies in western countries, which face the problems of an aging workforce, shrinking pool of younger workers, a mismatch between the technological skill in demand and supply of those skills.
During the IT industry boom, the demand for ‘quality employees’ increased substantially. However, the labour markets were not able to satisfy these demands. Employers, particulary, faced two trends; the labour force growth rate was declining from an annual rate of 2% in the early 1990s to a rate of 1.3% in the late 1990s; the quality of labour had also declined over the years. Surveys of CEOs and Senior HR managers in the US revealed that as many as 35-50% of job applicants did not have the basic skills. The lack of skilled labour produced structural unemployment. Thus, the low labour force growth rate combined with skill supply/demand mismatch made companies face constant labour shortages. This meant htat they needed to aggressively target qualified personnel. Due to the above reasons, companies turned to novel and creative recruitment solutions which led to wider use of e-recruitment.
E-recruitment is not one specific technique. It consists of various tools and there are many ways to use them. Commercial sites, specialized job sites, chat rooms or newsgroups and company websites have emerged as the major techniques. Job sites are commercial ‘all-purpose’ websites like HotJobs.com and naukri.com. according to reports, there are roughly around 2,500 such sites, with two million or more resumes on file. Services offered by most of sites are free. Newsgroups and chat rooms generally allow open postings that include resumes and job announcements. They have a limited reach due to lack of uniformity in postings and the cumbersome search process. However, they target specific market segments.
Analysts opine that tools like e-recruitment, are necessary to meet a company’s staffing objectives. The distribution and collection of the computerized resume databases reduces the time and cost compared to traditional recruitment processes. Staffing costs are also less, mainly because it is a paperless process. The specialized tracking software allows applicants to match specific job criteria. Some analysts have pointed out that though e-recruiting offered many advantages, it also exposed companies to several challenges to the recruitment process.
The website actively targets passive job seekers by making it fun and easy to match personal skills and interests to job openings. Through focus groups, sought to learn how happily employed people could be enticed to interview for a job. The firm goes beyond technology. Focus group results showed that referrals from friends were a powerful factor in the job search process. The response ‘I’d do it if a friend told me he had a better opportunity at than I have at my current employer’ caused than I have at my current employer’ caused to launch an initiative-the ‘friends’ programme-to help prospects make a friend at who could describe what it was like to work there. The Friends programme on website involves potential recruits by allowing them to pair up with a volunteer ‘friend’ from within the company. establishes connection with a potential employee on their website. Their ‘Make Friends @ ’ button begins the process of establishing an ‘e-mail pal’. The objective is to connect potential recruits to real people in the company. The recruits are then swept into the recruiting pipeline. employees are matched with people who have approached the company as prospects and who have approached the company as prospects and who have similar backgrounds and skills. They then call these prospects, or ‘visitors’ as they are called at , to tell them in their own words about life at the company. The new friend teaches the visitor about , introduces the visitor to the right people, and leads the visitor through the hiring process.
It works like this. A designer of printed circuit boards clicked on the ‘Make Friends @ ’ button at the website. She received a call from a printed circuit board designer at , the volunteer friend, who talked about life at . The volunteer referred her to his boss and a few days later she visited . After five interviews, she accepted a job, even though she had been with her earlier firm 11 years and was not really looking to leave. Having a ‘friend’ made the difference. When a recruit is invited to visit the company, the volunteer friend/host may pick the recruit up at the airport, show them around the area, escort them through the interview day, and generally be the ‘at-ease-link’ in the recruitment process. According to Fortune, 1,000 employees have volunteered for the programme, enticed by a generous referral fee and a lottery ticket for a free trip to Hawaii for each reference hired. Referees are eligible for other prizes such as stainless steel commuter
Expatriate management reflects the growing concern for expatriate performance hence expatriate performance management. With operating strategically in mind, expatriates are given assignment because of control and co-ordination of operations, transfer of knowledge and skills and managerial and professional development. Hence, expatriate performance management is very important in the success of multinational companies (MNCs). For MNEs to ensure effective expatriate performance management, foreign assignments must be closely linked with the strategic operational requirements, requiring that the expatriate assignment would be the best decisions in global sourcing decisions. An effective expatriate performance management also implies that the expatriate assignments must generate value for the MNC as a whole aside from being cost effective as well.
Offspring of the Echostar Satellite L.L.C., and founded by Charles Ergen, his wife Candy and their friend Jim DeFranco as a satellite TV equipment distributor in 1980, DISH Network was officially branded in March 1996. This branding comes after the successful launch of its first satellite, Echostar I in December 1995 and marked the beginning of the company offering subscription television services. The company has since launched numerous satellites,with 14 owned and leased satellites currently in its fleet.
As of January 2008, DISH Network split from Echostar, with each entity becoming a separate company. Echostar is the key technology partner to DISH Network, which focuses only on marketing and providing satellite television service.
REAPING THE BENEFITS
believed that its new recruitment philosophy should also be made a part of the overall corporate culture. By late 1999, job page was recording around 500,000 hits per month. The company generated a stream of reports about who visited the site and fine-tuned its strategy accordingly. By the time the new recruitment initiatives were established, , which was hiring approximately 8,000 people a year, received 81% of the resumes were from the web, eventually 66% of the new recruitments were from the candidates who had sent their resumes through the website. It was also reported that about 45% of company’s new recruits came from the Amazing people program.
hiring cycle also came down to 45 days from 68 days. The recruitment costs in this ‘direct mode’ amounted to $6,556 per capita, which was around 40% below the industry average. Referral rates at were twice the industry norm and that created a performance edge as most recruits were qualified employees with vast experience. By 2001, referrals and the friends program accounted for 50-60% of new employees. Most importantly, the retention rate at the company had also increased. The employee turnover figure was 6.3% in 1999, a very low rate compared to the industry norms, which varied from 18-28%.
THE NEED FOR A NEW APPROACH TOWARD RECRUITMENT
Traditional sources of competitive advantage are believed to have become less important for companies in the internet era. Analysts claim that the primary source of competitive advantages in the infotech industry are a firm’s human resources, which would be critical for its success in the long term. Thus, real challenge faced by the companies was in hiring and developing the best talent. This is all the more crucial for companies in western countries, which face the problems of an aging workforce, shrinking pool of younger workers, a mismatch between the technological skill in demand and supply of those skills.
During the IT industry boom, the demand for ‘quality employees’ increased substantially. However, the labour markets were not able to satisfy these demands. Employers, particulary, faced two trends; the labour force growth rate was declining from an annual rate of 2% in the early 1990s to a rate of 1.3% in the late 1990s; the quality of labour had also declined over the years. Surveys of CEOs and Senior HR managers in the US revealed that as many as 35-50% of job applicants did not have the basic skills. The lack of skilled labour produced structural unemployment. Thus, the low labour force growth rate combined with skill supply/demand mismatch made companies face constant labour shortages. This meant htat they needed to aggressively target qualified personnel. Due to the above reasons, companies turned to novel and creative recruitment solutions which led to wider use of e-recruitment.
E-recruitment is not one specific technique. It consists of various tools and there are many ways to use them. Commercial sites, specialized job sites, chat rooms or newsgroups and company websites have emerged as the major techniques. Job sites are commercial ‘all-purpose’ websites like HotJobs.com and naukri.com. according to reports, there are roughly around 2,500 such sites, with two million or more resumes on file. Services offered by most of sites are free. Newsgroups and chat rooms generally allow open postings that include resumes and job announcements. They have a limited reach due to lack of uniformity in postings and the cumbersome search process. However, they target specific market segments.
Analysts opine that tools like e-recruitment, are necessary to meet a company’s staffing objectives. The distribution and collection of the computerized resume databases reduces the time and cost compared to traditional recruitment processes. Staffing costs are also less, mainly because it is a paperless process. The specialized tracking software allows applicants to match specific job criteria. Some analysts have pointed out that though e-recruiting offered many advantages, it also exposed companies to several challenges to the recruitment process.
The website actively targets passive job seekers by making it fun and easy to match personal skills and interests to job openings. Through focus groups, sought to learn how happily employed people could be enticed to interview for a job. The firm goes beyond technology. Focus group results showed that referrals from friends were a powerful factor in the job search process. The response ‘I’d do it if a friend told me he had a better opportunity at than I have at my current employer’ caused than I have at my current employer’ caused to launch an initiative-the ‘friends’ programme-to help prospects make a friend at who could describe what it was like to work there. The Friends programme on website involves potential recruits by allowing them to pair up with a volunteer ‘friend’ from within the company. establishes connection with a potential employee on their website. Their ‘Make Friends @ ’ button begins the process of establishing an ‘e-mail pal’. The objective is to connect potential recruits to real people in the company. The recruits are then swept into the recruiting pipeline. employees are matched with people who have approached the company as prospects and who have approached the company as prospects and who have similar backgrounds and skills. They then call these prospects, or ‘visitors’ as they are called at , to tell them in their own words about life at the company. The new friend teaches the visitor about , introduces the visitor to the right people, and leads the visitor through the hiring process.
It works like this. A designer of printed circuit boards clicked on the ‘Make Friends @ ’ button at the website. She received a call from a printed circuit board designer at , the volunteer friend, who talked about life at . The volunteer referred her to his boss and a few days later she visited . After five interviews, she accepted a job, even though she had been with her earlier firm 11 years and was not really looking to leave. Having a ‘friend’ made the difference. When a recruit is invited to visit the company, the volunteer friend/host may pick the recruit up at the airport, show them around the area, escort them through the interview day, and generally be the ‘at-ease-link’ in the recruitment process. According to Fortune, 1,000 employees have volunteered for the programme, enticed by a generous referral fee and a lottery ticket for a free trip to Hawaii for each reference hired. Referees are eligible for other prizes such as stainless steel commuter
Expatriate management reflects the growing concern for expatriate performance hence expatriate performance management. With operating strategically in mind, expatriates are given assignment because of control and co-ordination of operations, transfer of knowledge and skills and managerial and professional development. Hence, expatriate performance management is very important in the success of multinational companies (MNCs). For MNEs to ensure effective expatriate performance management, foreign assignments must be closely linked with the strategic operational requirements, requiring that the expatriate assignment would be the best decisions in global sourcing decisions. An effective expatriate performance management also implies that the expatriate assignments must generate value for the MNC as a whole aside from being cost effective as well.
Last edited by a moderator: