netrashetty
Netra Shetty
Netcordia, Inc. is a privately held developer and marketer of network configuration and change management software. Founded in 2000 by Terry Slattery, the first non-Cisco employee to be awarded the Cisco Certified Internetwork Expert certification, Netcordia was created to develop network software and applications that automate the management of network configurations, by tracking network changes and compliance requirements, such as PCI DSS,[2] HIPAA, SOX and GLBA, and correlating how change impacts network health and performance.
In May 2010, Infoblox announced that it had acquired Netcordia in order to broaden its range of network infrastructure automation products.[3]
Headquartered in Annapolis, Maryland, Netcordia also maintains a regional sales office in the United Kingdom. Netcordia’s customers include the United States Army,[4] TIAA-CREF, Duke University, CareFirst Blue Cross/Blue Shield, Texas A&M University,[5] Neiman Marcus, and The Container Store.[6] Privately held, Netcordia is funded by Novak Biddle Venture Partners, Trinity Ventures, and Gold Hill Capital.[7] In 2009 Netcordia was ranked the thirtieth fastest-growing privately held software company in the United States by Inc. Magazine[8] and among Red Herring's Top 100 Most Promising Tech Companies in North America.
The importance of this topic can’t be hidden. It is one of the most primary and important areas of HR department. This is intact one of the primary duty of the department.
In this dynamic span of time in our business market, the competition is very intense. Firms are not going for the maximum in short but to have some average for long, specially out of Pakistan. In such requirement, there must be some very hard working and creative persons will be the only choice of any organization. The HR department has to arrange this all by Recruiting and Selection activities.
4.1 Is it essential?
The Management is itself an activity to perform some tasks containing leading, planning, organizing, controlling and sometimes staffing as separate as well. The staffing in our view is the only basis on which the company does all practices within an organization because the activities mentioned above are all about the manpower. If you do planning, , it could be multi dimensional, for your company and your labor. The same is for other activities as well. Having some sound workers in your company always helpful in terms of implementing all the management essentials.
4.2 The Goals of Recruitment
The ultimate goals of staffing function are to keep the potential candidates intact and keep the pool full by reserve candidates. It requires proper future planning and some smartness. The whole picture could be change in a very split time so the staffing has to be there in very updated and proactive fashion.
The old theory of lifetime employment is over now. Companies now seek to increase the marketability of their staff, both within and outside the firm’s compound. Organizations need staff, which is flexible, mobile and possess multitasking capabilities. This mobility means workers are not looking for the rational long-term benefits but want cash upfront. Thus, compensation packages need to be structured accordingly. Attracting and retaining top talent has always remained challenge and will be more so in the new economy of tomorrow. The message of HRM is clear - adapt, add value and make an impact on the bottom line. Doing so, it will be easy to understand the exceptions of the department for the customer’s point of view and clarify its own role. The HRM Advisors will have to become ready for solution creatively and cost effectively. The Advisor will have to take time to understand the business in all its complexities, showing how to get things done effectively and beneficially for an organization. Technology will play big part for HRM utilization as more and more processes can be made available online in future around the global village. Another thing HRM can do, is to improve its image and functioning by measuring its performance against other departments through benchmark techniques.
4.3 Future Need
International environment is changing rapidly. Nothing is permanent, and the cause of yesterday’s success may be the cause of tomorrow’s failure because world is global village now. Today’s leaders must assume the responsibility for creating new models of management systems because many assumptions on which management practices achieved up-till-now are becoming obsolete. The world of Human Resource Management is changing more rapidly. Constant environmental changes mean that HRM needs changes for competing new challenges. They must respond by taking advantage of gradual, yet profound changes in the nature of field, current practices, and overall human resource management policies, mission and vision etc. The capability of HRM to cope with and manage within such an environment is a vital element in the success of any business of life. The new business context is compelling management to take greater interest in the utilization of their organization’s human resources.
4.4 Proactive ness
Human Resources Management (HRM) involves in establishment and execution of policies, programs and procedures which influence performance, Capabilities, and loyalty of employees of an organization. Through these polices and procedures, individuals are attracted, retained, motivated and developed to perform their work devotedly. Through these polices and procedures an organization seeks to mold and reshape the actions of its employees to operate successfully. HRM provides satisfactory quality of employment, and improves the marketplace through strengthened abilities of services.
4.5 Recruitment Alternatives
The recruitment process as we have discussed that is about to bring some potential candidates for an organization. However economic realities coupled with management trends such as rightsizing have resulted in a slightly different focus. More and more companies today are looking for part time or temporary employees and these all are available through different third party agencies and job centers whose working is to just allocate some potential candidates in different organizations as part time or temporary employees, they workers works on contract jobs as well.
There are some recruitment alternatives in the following, which are now a days in very great demand due to some different strategy for recruitment by companies. These includes,
Temporary Help services are one of the sources of providing temporary employees for jobs. Their might be some new such agencies and companies in our culture but so far its not so we have to find out such agencies if we want to use this all through other sources.
Employee leasing is another source of providing temporary employees. It sends different individuals by hiring them for some other company for some specific period of time. These leased employees are very well trend and skilled persons. They screened by the leasing firms and their training and development is done by the leasing firm, if it is required there. The acquiring organizations pay some fee for these employees to the leasing company, The workers working there return back to the leasing firm when the project for which they sanded is over.
Independent contractors are another source of temporary employees. They often referred as consultants. The company can hire some individual contractor for hiring employees within their premises or outside that.
Independent contractors arrangements benefits both for company and the candidates because the company has to regard this individual as an employee. It saves cost associated with full time or part time personnel, like social security taxes and workers compensation premiums. Additionally, such opportunity is also a means of keeping good individuals associated with your company.
BUILDING EMPLOYEE TRUST AND PRODUCTIVITY
The most effective way to build trust in the workplace is to work together. There are no magic
gimmicks or other simple solutions. Trust cannot be created by excessive wages, great company
picnics or wonderful working conditions; it can only be generated through teamwork, honesty and
fairness. Although trust and productivity are complex issues and represent only part of the total
fabric of interpersonal relationships in small businesses, three attributes appear to have a positive
effect on trust in successful small businesses:
!
!
!
The owner-manager of the small business is open and honest about the day-to-day
business operations.
The owner-manager of the small business is consistent and fair about personnel
policies.
The owner-manager spends a great deal of his or her time concentrating on good
communications with those working in the firm.
Honesty
Secrecy breeds suspicion. Whenever information is kept on close hold, the context becomes open to
misinterpretation. Total quality improvement is based on the concept that workers care as much
about the success of the small business as the owners do. Studies of small businesses indicate that
employees tend to overestimate profits by substantial amounts. These same studies indicate that
when true financial information is shared with employees, substantial cost controls are voluntarily
initiated by all members of the work force.
Whenever in doubt concerning the amount of information to share with employees, experience
indicates that too much is better than not enough. Never lie to workers about human relations issues.
Institutional memory is long term; any deceit will be remembered for many years. Note that
employees talk with each other and inconsistencies will be quickly detected and brought to the
surface -- frequently to your embarrassment. The following are suggestions on how to avoid this
dilemma:
!
!
!
Take time to talk with your workers.
Find out what they're thinking.
Find out what they'd like to know and tell them whenever possible.
!
!
Don't tell only good things.
Allow employees an opportunity to provide you, the owner, with information,
questions and suggestions. In this way, communications are two way.
Fairness
Fairness ranges from consistency in personnel actions and fair market practices to adherence to the
various laws governing the workplace. The concept of due process requires that a small business
follow its own rules and policies. Employees must be treated the same when it comes to personnel
issues.
Each worker should have an equal chance to perform at his or her best. Decisions concerning
rewards, promotions and advancement should always be based on performance, and good
performance should be spelled out in the job description. When performance is equal among
employees, seniority should be used to break ties.
The key to healthy work relations is managing communications within the firm. Most of the
communication will flow as orders and instructions to employees. Nevertheless, communicating
(and honesty and fairness) is a two-way process. It is difficult for employees to be intelligent and
enthusiastic teamworkers if they do not know the reasons behind orders and instructions. Perhaps
even more important is giving employees the opportunity to contribute ideas and opinions before the
manager-owner makes a decision. This adds dignity and meaning to the job in the eyes of most
employees and their families.
Communicating includes telling employees where they stand, how the business is doing and what
future plans are being developed. Negative feedback may be necessary at times, but positive
feedback should be the primary tool for establishing good human relations. Never forget that
employees are people, and that they will quickly detect insincerity. They also will respond to honest
efforts to treat them as mature, responsible adults. Some practical human relations techniques that
stimulate two-way communications include
!
!
!
!
!
Periodic performance review sessions (every three months).
Bulletin boards.
Suggestion boxes.
Newsletters.
Regular open meetings.
In May 2010, Infoblox announced that it had acquired Netcordia in order to broaden its range of network infrastructure automation products.[3]
Headquartered in Annapolis, Maryland, Netcordia also maintains a regional sales office in the United Kingdom. Netcordia’s customers include the United States Army,[4] TIAA-CREF, Duke University, CareFirst Blue Cross/Blue Shield, Texas A&M University,[5] Neiman Marcus, and The Container Store.[6] Privately held, Netcordia is funded by Novak Biddle Venture Partners, Trinity Ventures, and Gold Hill Capital.[7] In 2009 Netcordia was ranked the thirtieth fastest-growing privately held software company in the United States by Inc. Magazine[8] and among Red Herring's Top 100 Most Promising Tech Companies in North America.
The importance of this topic can’t be hidden. It is one of the most primary and important areas of HR department. This is intact one of the primary duty of the department.
In this dynamic span of time in our business market, the competition is very intense. Firms are not going for the maximum in short but to have some average for long, specially out of Pakistan. In such requirement, there must be some very hard working and creative persons will be the only choice of any organization. The HR department has to arrange this all by Recruiting and Selection activities.
4.1 Is it essential?
The Management is itself an activity to perform some tasks containing leading, planning, organizing, controlling and sometimes staffing as separate as well. The staffing in our view is the only basis on which the company does all practices within an organization because the activities mentioned above are all about the manpower. If you do planning, , it could be multi dimensional, for your company and your labor. The same is for other activities as well. Having some sound workers in your company always helpful in terms of implementing all the management essentials.
4.2 The Goals of Recruitment
The ultimate goals of staffing function are to keep the potential candidates intact and keep the pool full by reserve candidates. It requires proper future planning and some smartness. The whole picture could be change in a very split time so the staffing has to be there in very updated and proactive fashion.
The old theory of lifetime employment is over now. Companies now seek to increase the marketability of their staff, both within and outside the firm’s compound. Organizations need staff, which is flexible, mobile and possess multitasking capabilities. This mobility means workers are not looking for the rational long-term benefits but want cash upfront. Thus, compensation packages need to be structured accordingly. Attracting and retaining top talent has always remained challenge and will be more so in the new economy of tomorrow. The message of HRM is clear - adapt, add value and make an impact on the bottom line. Doing so, it will be easy to understand the exceptions of the department for the customer’s point of view and clarify its own role. The HRM Advisors will have to become ready for solution creatively and cost effectively. The Advisor will have to take time to understand the business in all its complexities, showing how to get things done effectively and beneficially for an organization. Technology will play big part for HRM utilization as more and more processes can be made available online in future around the global village. Another thing HRM can do, is to improve its image and functioning by measuring its performance against other departments through benchmark techniques.
4.3 Future Need
International environment is changing rapidly. Nothing is permanent, and the cause of yesterday’s success may be the cause of tomorrow’s failure because world is global village now. Today’s leaders must assume the responsibility for creating new models of management systems because many assumptions on which management practices achieved up-till-now are becoming obsolete. The world of Human Resource Management is changing more rapidly. Constant environmental changes mean that HRM needs changes for competing new challenges. They must respond by taking advantage of gradual, yet profound changes in the nature of field, current practices, and overall human resource management policies, mission and vision etc. The capability of HRM to cope with and manage within such an environment is a vital element in the success of any business of life. The new business context is compelling management to take greater interest in the utilization of their organization’s human resources.
4.4 Proactive ness
Human Resources Management (HRM) involves in establishment and execution of policies, programs and procedures which influence performance, Capabilities, and loyalty of employees of an organization. Through these polices and procedures, individuals are attracted, retained, motivated and developed to perform their work devotedly. Through these polices and procedures an organization seeks to mold and reshape the actions of its employees to operate successfully. HRM provides satisfactory quality of employment, and improves the marketplace through strengthened abilities of services.
4.5 Recruitment Alternatives
The recruitment process as we have discussed that is about to bring some potential candidates for an organization. However economic realities coupled with management trends such as rightsizing have resulted in a slightly different focus. More and more companies today are looking for part time or temporary employees and these all are available through different third party agencies and job centers whose working is to just allocate some potential candidates in different organizations as part time or temporary employees, they workers works on contract jobs as well.
There are some recruitment alternatives in the following, which are now a days in very great demand due to some different strategy for recruitment by companies. These includes,
Temporary Help services are one of the sources of providing temporary employees for jobs. Their might be some new such agencies and companies in our culture but so far its not so we have to find out such agencies if we want to use this all through other sources.
Employee leasing is another source of providing temporary employees. It sends different individuals by hiring them for some other company for some specific period of time. These leased employees are very well trend and skilled persons. They screened by the leasing firms and their training and development is done by the leasing firm, if it is required there. The acquiring organizations pay some fee for these employees to the leasing company, The workers working there return back to the leasing firm when the project for which they sanded is over.
Independent contractors are another source of temporary employees. They often referred as consultants. The company can hire some individual contractor for hiring employees within their premises or outside that.
Independent contractors arrangements benefits both for company and the candidates because the company has to regard this individual as an employee. It saves cost associated with full time or part time personnel, like social security taxes and workers compensation premiums. Additionally, such opportunity is also a means of keeping good individuals associated with your company.
BUILDING EMPLOYEE TRUST AND PRODUCTIVITY
The most effective way to build trust in the workplace is to work together. There are no magic
gimmicks or other simple solutions. Trust cannot be created by excessive wages, great company
picnics or wonderful working conditions; it can only be generated through teamwork, honesty and
fairness. Although trust and productivity are complex issues and represent only part of the total
fabric of interpersonal relationships in small businesses, three attributes appear to have a positive
effect on trust in successful small businesses:
!
!
!
The owner-manager of the small business is open and honest about the day-to-day
business operations.
The owner-manager of the small business is consistent and fair about personnel
policies.
The owner-manager spends a great deal of his or her time concentrating on good
communications with those working in the firm.
Honesty
Secrecy breeds suspicion. Whenever information is kept on close hold, the context becomes open to
misinterpretation. Total quality improvement is based on the concept that workers care as much
about the success of the small business as the owners do. Studies of small businesses indicate that
employees tend to overestimate profits by substantial amounts. These same studies indicate that
when true financial information is shared with employees, substantial cost controls are voluntarily
initiated by all members of the work force.
Whenever in doubt concerning the amount of information to share with employees, experience
indicates that too much is better than not enough. Never lie to workers about human relations issues.
Institutional memory is long term; any deceit will be remembered for many years. Note that
employees talk with each other and inconsistencies will be quickly detected and brought to the
surface -- frequently to your embarrassment. The following are suggestions on how to avoid this
dilemma:
!
!
!
Take time to talk with your workers.
Find out what they're thinking.
Find out what they'd like to know and tell them whenever possible.
!
!
Don't tell only good things.
Allow employees an opportunity to provide you, the owner, with information,
questions and suggestions. In this way, communications are two way.
Fairness
Fairness ranges from consistency in personnel actions and fair market practices to adherence to the
various laws governing the workplace. The concept of due process requires that a small business
follow its own rules and policies. Employees must be treated the same when it comes to personnel
issues.
Each worker should have an equal chance to perform at his or her best. Decisions concerning
rewards, promotions and advancement should always be based on performance, and good
performance should be spelled out in the job description. When performance is equal among
employees, seniority should be used to break ties.
The key to healthy work relations is managing communications within the firm. Most of the
communication will flow as orders and instructions to employees. Nevertheless, communicating
(and honesty and fairness) is a two-way process. It is difficult for employees to be intelligent and
enthusiastic teamworkers if they do not know the reasons behind orders and instructions. Perhaps
even more important is giving employees the opportunity to contribute ideas and opinions before the
manager-owner makes a decision. This adds dignity and meaning to the job in the eyes of most
employees and their families.
Communicating includes telling employees where they stand, how the business is doing and what
future plans are being developed. Negative feedback may be necessary at times, but positive
feedback should be the primary tool for establishing good human relations. Never forget that
employees are people, and that they will quickly detect insincerity. They also will respond to honest
efforts to treat them as mature, responsible adults. Some practical human relations techniques that
stimulate two-way communications include
!
!
!
!
!
Periodic performance review sessions (every three months).
Bulletin boards.
Suggestion boxes.
Newsletters.
Regular open meetings.
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