5 Steps to Prepare for Negotiations

The art of negotiation is a delicate balance between asking for too little and too much, according to Tim Lybarger, a human resource and organizational development expert.
To reach a balance, and a solution that is acceptable to both sides, you need to focus on the other person and anticipate what they need.
“You want to offer the other party things that are low-cost for you but high-value for them,” Lybarger explains.
As an instructor of professional development and corporate training courses in leadership and management, Lybarger focuses on principled negotiations, in which negotiators are neither friends nor adversaries but problem solvers. They are not “soft” negotiators who make concessions or “hard” negotiators who make demands and seek victory but “principled” negotiators who avoid having a bottom line, focus on the problem as something for both parties to solve, and work to find the wisest outcome that will result in mutual gain.
He’s used this technique throughout his career in both corporate and nonprofit settings. For 10 years, he served as manager of training and development with Nestlé University.
At one point, he negotiated with his boss to leave Los Angeles and work out of his newly purchased home in Vermont. He made it clear that he understood the pressures she was under to trim directors like him. Lybarger offered her a concession, suggesting he take the diminished title of manager – and live in Vermont. “At first she said no,” he recalls, “but then she thought about it and came back and agreed.”
Tips for negotiatingWhen you head into a negotiation, be it personal or professional, it’s important to be prepared. Lybarger offers these five steps to get ready:
  1. Separate the people from the problem you’re hoping to solve. Articulate the substance of the problem, and anticipate what problems you might run into with the other person.
  2. Identify the interests of both parties: yours and theirs.
  3. Brainstorm options for mutual gain. Anticipate where you and the other party might come together. Identify potential independent standards. What are the conflicting interests between you and the other party?
  4. Identify the Best Alternative to a Negotiated Agreement (BATNA). This is what you’ll need if the negotiations fail to produce your ideal outcome – or the other party’s. You need to identify this beforehand so you know what you can live with.
  5. Finally, when it comes to any negotiations involving dollar figures, don’t focus entirely on the money.
Emphasizing Values Over Profits“Most people get so focused on the dollar value,” Lybarger explains, “that they lose the greater value, which doesn’t have a lot to do with money, and then they damage the relationship.”
Emphasizing values over profits will benefit you not only in negotiations but also in other workplace situations, including restructuring and layoffs. In his professional development courses and leadership training seminars, Lybarger encourages professionals to develop “personal leadership” steeped in values.
“Each individual today has to have a clear understanding of what they truly value, over and above money, and a constantly evolving sense of how they can create value for others. This makes them less reliant on the leaders above them,” Lybarger says. “There’s an unlimited amount of opportunities for people. The biggest challenge is figuring out which ones resonate with your values.”

Government Jobs for Criminal Justice Studies Majors

There are many types of jobs you can earn with a Criminal Justice Studies degree, most of them depend on your interests and specialties. Regardless of the career path you choose you will likely start your career in the public sector. Many entry-level jobs for criminal justice majors are in local, state or federal governments so understanding the differences between these levels of governments could be helpful in thinking about where you want to work after graduation.
One of the key differentiators between the different levels of government is geographic jurisdiction – or the physical range of the government’s authority. Local governments have the smallest jurisdiction, typically limited to a single city or county. If you are employed by a local government your roles and responsibilities would only pertain to a small area of activity. Some criminal justice professions you find at the city or county level are:
  • Police officers
  • Legal assistants who work for a county courthouse
  • Security Guards in the Mayor’s Office or courthouse.
State governments typically oversee local governments and activities that impact the state as a whole. Examples of employment at the state level include:
  • Corrections officer at a state facility
  • Legal assistant in the State Courthouse.
  • State Trooper
Federal employees deal with problems, issues and laws affecting the entire nation, like border security or the transportation security administration. Jobs at the federal level include:
  • Border Patrol
  • Park Ranger (with relevant experience)
  • Paralegal Specialist with Homeland Security
Another big difference in working for these different levels of government is how close you will be to the people you potentially serve. Employees of local governments often get to see the impact of their work in their own communities. But, they also may hear criticisms from neighbors or family member about actions taken by their employer. State and federal workers often have greater distance between the people they serve and where they live, in part because the populations affected are much bigger than at the local level.
As you move through your criminal justice studies degree at Bryant & Stratton College think about not only what type of job you want after graduation but also the setting. You’ll be spending a great deal of your week at your job so you want to make sure it is somewhere you will feel challenged, be able to put your skills to work and that will be conducive to your productivity.
Bryant & Stratton College offers an associate degree in Criminal Justice Studies along with diploma programs that focus on the criminal justice field. If you are interested in learning about any of the programs at Bryant & Stratton College, please call 1.888.447.3528 to speak with an admissions representative.

Five Common Financial Aid Pitfalls to Avoid

Preparing for college requires a lot of decision-making – from choosing a major, to deciding between traditional and online colleges. But for most students, deciding whether to apply for financial assistance is a no-brainer, as student financial aid is often a necessary step in paying for higher education.
In order to receive federal or state financial aid, you need to fill out the Free Application for Federal Student Aid (FAFSA). The application might seem intimidating, but as long as you are aware of the common pitfalls, tackling the application process should be a breeze. Here are five questions to consider in order to be sure that you receive the best financial aid package possible.  
1. Are deadlines important?
Absolutely! First and foremost, be aware of deadlines – if you don’t apply for financial aid in time, you might miss out entirely. If you’re enrolling in college for the 2017-2018 school year, the FAFSA deadline is June 30, 2017. Deadlines for state funding will vary, so make sure to verify the deadline for your state at https://fafsa.ed.gov/deadlines.htm. You also need to check with your college for their financial aid program deadlines.
2. Can I wait until the last minute?
It\’s not a good idea. Schools generally distribute financial aid funds on a first-come, first-served basis. Apply early to make sure you get as much financial aid as possible. Once their annual funds are gone, they’re gone, so don’t wait until the last minute.
3. Does it matter which form I use?
This may seem like common sense, but many people make the simple error of selecting the wrong FAFSA form. If you are applying to receive student financial aid in order to start school in the fall of 2017, you need to complete the 2017-2018 form, not the 2016-2017 form.
4. If I don\’t know the answer to a question can I skip it?
Be sure to fill out your application with care and accuracy. Errors and skipped questions on your application will delay its approval. Additionally, if you receive financial aid due to incorrect information on your FAFSA form, you are legally required to pay it back. It is important to pay attention to detail so that you do not make a costly error.
5. Will someone help me?
Don\’t be afraid to ask for help. If you have questions about the FAFSA or run into a problem while filling out your application, call the financial aid office at your college of interest. Financial Aid office employees are knowledgeable about the FAFSA process and are more than willing to help you with your application.
At Bryant & Stratton College you will have access to several types of student financial aid programs. Financial advisors are available to help all students in identifying what types of financial aid they may qualify for and filling out applications. To get more information about the degree programs offered at Bryant & Stratton College, or to speak with a financial aid advisor, call 1.888.447.3528.

ARE YOU A LEADER OR A TEACHER? (OR BOTH?)

Do you think of yourself as a leader, a mentor, a boss or a teacher? People who work outside of education don\’t generally identify themselves as teachers. After all, teachers stand up in front of classrooms and give pop quizzes. What\’s that got to do with the world of work?
A lot, actually. Leadership is important, but there is also a case to be made for teaching in the workplace—and I\’m not talking about training. Managers and leaders who are also teachers focus not only on getting the information out there, but also ensuring that their students (employees) truly understand it.

The Difference Between a Leader and a Teacher

Lots of managers want to hire people who can jump in and get to work with little or no training. They expect to say, \”We need to accomplish X,\” and that their staff can figure out how to do that on their own. They provide overall guidance and make suggestions from time to time, but their focus is on the big picture. CEOs often fall into this category.
In a larger company, the CEO doesn\’t have the time, nor the skills, to teach each employee how to do their job. She hires, sets the goals, makes the big decisions and leaves others to get on with it.
But what if you\’re not a CEO? Or maybe you are, but your business is small and young? If you\’re a first-line manager, there\’s a good chance you have employees that don\’t know how to get from A to Z by themselves. That\’s where teaching comes in.

Teach the Journey—and the Destination

A teaching manager will sit with an employee and go over a process or procedure until the employee can do it on their own. They will explain not only the end goal, but also steps A, B, C and D and so forth.
This might sound a little bit like a micro-manager. It\’s not! No good teacher hovers over a third grader doing multiplication tables once the child has mastered them. Likewise, while a teaching manager will give detailed instruction and support to an employee, the manager moves on once the employee has mastered the skill.

Celebrate Success

A teaching manager also cares deeply about the success of her employees. She rejoices when one of them gets promoted, because she wants what\’s best for her team and for the individual—even if that means she has to hire a replacement.
If you want to become a teaching manager, you need to realize that you\’ll be devoting a lot more of your time to hands-on teaching and training. Figure out what your staff needs to learn, and create a plan for them to learn it. Depending on your staff, this can be a different plan for each employee. Take the time to sit one-on-one, answer questions, give feedback and push the employee a little bit forward every week—just like your favorite high school teacher did for you (hopefully).
If you\’re a manager who can teach by stepping back and leading once your team knows how to operate, then give yourself a pat on the back. That\’s the entire goal of management: To help people get to a point where you\’re no longer needed, so they can find the next challenge (and teacher).

Workplace Capabilities: Perseverance and Problem Solving

One of the workplace capabilities listed on each supplemental syllabus is perseverance. Perseverance requires a level of patience and maturity. In the long-term, perseverance is what allows someone to complete a degree.
However, in the short-term, it is what helps us work through the smaller obstacles that can ultimately derail a career path.  Perseverance means going through the sometimes frustrating process of working through technical issues, continuing to grapple with tough course material, and completing projects when there is every possible distraction. What will perseverance look like in the workplace? It will mean attempting to resolve issues with challenging co-workers, spending time researching a case or file, and being able to stay focused on long-term goals such as a promotion. Thinking about how your coursework will help you cultivate perseverance will be a great strength to showcase in an interview. Being able to specifically demonstrate focus on long-term goals will make you that much more appealing to future employers, and more confident in your own abilities.
A closely related capability (also listed in the supplemental syllabi) is problem-solving. While problem-solving obviously involves perseverance, it also requires other skills.  One aspect of successful problem-solving is knowing what you don’t know.  Spending hours attempting to solve an issue that is beyond your knowledge (a technical issue, for example) is inefficient and will likely lead to frustration. It’s also important to know what problems are outside of your scope to solve. For example, a conflict may arise to the level where it is more appropriate for Human Resources to be involved. After assessing that a problem is indeed in your domain to solve, an effective approach will lead to a quicker, stronger result.  
Ask yourself the following questions: Whose assistance would be beneficial in solving this problem? Including others will strengthen teamwork and will allow you to take advantage of the strengths of your co-workers. Are there other responsibilities that need to be delegated or postponed? Making a quick assessment of other tasks is necessary to ensure that more problems are not created. One way problem solving is essential as a workplace capability is learning from mistakes. 
Taking the time to reflect on the possible causes of an issue can prevent the issue from occurring again. This is where your courses can help prepare you.  Some coursework itself will involve solving a real or hypothetical issue. Also, the necessary problem-solving involved with obtaining a degree provides an opportunity to showcase your skills to future employers. Being able to describe how you navigated technical issues and completed involved tasks such as financial aid demonstrates an ability to work through new situations. Or, for example, if you scored poorly on an assignment because you did not read instructions carefully or ask questions, you can describe how you learned from the experience and improved in the future.
Pointing to specific issues and describing how you avoided the similar problem in the future will make you stand out to future employers, and you may end up with more than one job offer! What a great problem to have

Bryant & Stratton College Online Launches Military Spouse Resource Website www.SalutetoSpouses.com

Just in time for Military Spouse Appreciation Day, which is Friday, May 6, we are excited to announce today the expansion of our website www.SalutetoSpouses.com, as the new go-to resource for education and career news for military spouses.
Bryant & Stratton is proud to be a \”military spouse college\” meaning that we have programs designed to make it easier for military spouses to get an education. Besides the convenience of being able to complete a degree online – perfect for military wives and husbands who may find themselves moving house frequently – we provide other online educational resources for military spouses. In particular, we take pride in our online resource SalutetoSpouses.com. Home of the college’s Salute to Spouses Scholarship, which awards $6,000 towards a Bryant & Stratton College degree to spouses of active duty military personnel, SalutetoSpouses.com is also an online community that military spouses can join to read the latest articles on careers and education as well as participate in a wide variety of forums with their peers.
Edited by a military spouse, with contributing writers who are military wives as well. This unique online resource is sponsored by Bryant & Stratton College’s military relations department and features weekly polls, how to articles, tips, resources, advice columns, personal stories, and financial aid options for military spouses.
“As military spouses, we understand the challenge of earning a degree or navigating the competitive job market while caring for your military family,” said Allison Perkins, Editor at SalutetoSpouses.com. “SalutetoSpouses.com is a community where military spouses can find support, information and resources tailored to their unique needs.”
SalutetoSpouses.com engages its user community on a variety of topics through forums and blogs. Registered community members are also able to receive a monthly newsletter that keeps them aware of new content that has been added to the site that month.
Bryant & Stratton College created the Salute to Spouses scholarship after the U.S. government temporarily suspended and later reinstated a restructured MyCAA in 2010. The expansion of the site builds on the success of the scholarship and increases the resources available to military personnel and their families interested in earning their degree or building a sustainable career.
“We understand the commitment and sacrifices that military spouses make. We are proud to support them with the Salute to Spouses scholarship and now with SalutetoSpouses.com, which will help by providing critical information on career and education issues specific to their experience as a military spouse,” said Ed Dennis, Military Relations Manager at Bryant & Stratton College. “Creating a portable and sustainable career is incredibly important for military spouses and often requires advanced education, but a college degree is now more accessible than ever to military spouses.”
For more information about participating in the Salute to Spouses community and applying for the scholarship visit www.SalutetoSpouses.com and take a look around!

5 Steps to Prepare for Negotiations

The art of negotiation is a delicate balance between asking for too little and too much, according to Tim Lybarger, a human resource and organizational development expert.
To reach a balance, and a solution that is acceptable to both sides, you need to focus on the other person and anticipate what they need.
“You want to offer the other party things that are low-cost for you but high-value for them,” Lybarger explains.
As an instructor of professional development and corporate training courses in leadership and management, Lybarger focuses on principled negotiations, in which negotiators are neither friends nor adversaries but problem solvers. They are not “soft” negotiators who make concessions or “hard” negotiators who make demands and seek victory but “principled” negotiators who avoid having a bottom line, focus on the problem as something for both parties to solve, and work to find the wisest outcome that will result in mutual gain.
He’s used this technique throughout his career in both corporate and nonprofit settings. For 10 years, he served as manager of training and development with Nestlé University.
At one point, he negotiated with his boss to leave Los Angeles and work out of his newly purchased home in Vermont. He made it clear that he understood the pressures she was under to trim directors like him. Lybarger offered her a concession, suggesting he take the diminished title of manager – and live in Vermont. “At first she said no,” he recalls, “but then she thought about it and came back and agreed.”
Tips for negotiatingWhen you head into a negotiation, be it personal or professional, it’s important to be prepared. Lybarger offers these five steps to get ready:
  1. Separate the people from the problem you’re hoping to solve. Articulate the substance of the problem, and anticipate what problems you might run into with the other person.
  2. Identify the interests of both parties: yours and theirs.
  3. Brainstorm options for mutual gain. Anticipate where you and the other party might come together. Identify potential independent standards. What are the conflicting interests between you and the other party?
  4. Identify the Best Alternative to a Negotiated Agreement (BATNA). This is what you’ll need if the negotiations fail to produce your ideal outcome – or the other party’s. You need to identify this beforehand so you know what you can live with.
  5. Finally, when it comes to any negotiations involving dollar figures, don’t focus entirely on the money.
Emphasizing Values Over Profits“Most people get so focused on the dollar value,” Lybarger explains, “that they lose the greater value, which doesn’t have a lot to do with money, and then they damage the relationship.”
Emphasizing values over profits will benefit you not only in negotiations but also in other workplace situations, including restructuring and layoffs. In his professional development courses and leadership training seminars, Lybarger encourages professionals to develop “personal leadership” steeped in values.
“Each individual today has to have a clear understanding of what they truly value, over and above money, and a constantly evolving sense of how they can create value for others. This makes them less reliant on the leaders above them,” Lybarger says. “There’s an unlimited amount of opportunities for people. The biggest challenge is figuring out which ones resonate with your values.”

Staff Spotlight: Bernadette O\’Connor, Admissions Representative

A former elementary school teacher, Bernadette has been guiding students through the admissions process for the past 18 months.
Her time teaching fourth grade at an all-boys school instilled a positive attitude that she has carried into her position at Bryant & Stratton as she notes the excitement she often shares with each new student she enrolls. Bernadette’s background in education (she has an English degree from Hilbert College) extends beyond her time in the classroom and the numerous Bryant & Stratton students and alumni she’s worked with. While none have been published, Bernadette has written several children’s books with her son as the main character.
“[The books] chronicle each stage of my son’s life as he was growing up and all the adventures he had,” she explained. “Now that he is grown and starts having children of his own, he can share his own stories with them.”
Among her many other talents, Bernadette also boasts a strong skillset in Kan Jam and horseshoes. Although perhaps her greatest gift is connecting and helping the many students she works with each semester.
What is your favorite thing about working at Bryant & Stratton? I love the people I work with! Equally as much, I enjoy working with the students.  It makes me happy to help someone start their college career.
Is there one student success story that stands out above the rest? I spoke to a woman in November who only wanted information.  She had no intention of enrolling.  I spoke with her for an hour and a half, found out she was scared about starting college as a 42 year old.  I listened and I encouraged her and within two days she was enrolled.  She is now on the Dean’s list!
Give one piece of advice to students as they\’re preparing to start classes. College is not easy; rise to the challenges and don’t get discouraged.  Having a degree is a huge accomplishment and the best investment you can make in yourself.

Staff Spotlight: Bernadette O\’Connor, Admissions Representative

A former elementary school teacher, Bernadette has been guiding students through the admissions process for the past 18 months.
Her time teaching fourth grade at an all-boys school instilled a positive attitude that she has carried into her position at Bryant & Stratton as she notes the excitement she often shares with each new student she enrolls. Bernadette’s background in education (she has an English degree from Hilbert College) extends beyond her time in the classroom and the numerous Bryant & Stratton students and alumni she’s worked with. While none have been published, Bernadette has written several children’s books with her son as the main character.
“[The books] chronicle each stage of my son’s life as he was growing up and all the adventures he had,” she explained. “Now that he is grown and starts having children of his own, he can share his own stories with them.”
Among her many other talents, Bernadette also boasts a strong skillset in Kan Jam and horseshoes. Although perhaps her greatest gift is connecting and helping the many students she works with each semester.
What is your favorite thing about working at Bryant & Stratton? I love the people I work with! Equally as much, I enjoy working with the students.  It makes me happy to help someone start their college career.
Is there one student success story that stands out above the rest? I spoke to a woman in November who only wanted information.  She had no intention of enrolling.  I spoke with her for an hour and a half, found out she was scared about starting college as a 42 year old.  I listened and I encouraged her and within two days she was enrolled.  She is now on the Dean’s list!
Give one piece of advice to students as they\’re preparing to start classes. College is not easy; rise to the challenges and don’t get discouraged.  Having a degree is a huge accomplishment and the best investment you can make in yourself.

Staff Spotlight: Bernadette O\’Connor, Admissions Representative

A former elementary school teacher, Bernadette has been guiding students through the admissions process for the past 18 months.
Her time teaching fourth grade at an all-boys school instilled a positive attitude that she has carried into her position at Bryant & Stratton as she notes the excitement she often shares with each new student she enrolls. Bernadette’s background in education (she has an English degree from Hilbert College) extends beyond her time in the classroom and the numerous Bryant & Stratton students and alumni she’s worked with. While none have been published, Bernadette has written several children’s books with her son as the main character.
“[The books] chronicle each stage of my son’s life as he was growing up and all the adventures he had,” she explained. “Now that he is grown and starts having children of his own, he can share his own stories with them.”
Among her many other talents, Bernadette also boasts a strong skillset in Kan Jam and horseshoes. Although perhaps her greatest gift is connecting and helping the many students she works with each semester.
What is your favorite thing about working at Bryant & Stratton? I love the people I work with! Equally as much, I enjoy working with the students.  It makes me happy to help someone start their college career.
Is there one student success story that stands out above the rest? I spoke to a woman in November who only wanted information.  She had no intention of enrolling.  I spoke with her for an hour and a half, found out she was scared about starting college as a 42 year old.  I listened and I encouraged her and within two days she was enrolled.  She is now on the Dean’s list!
Give one piece of advice to students as they\’re preparing to start classes. College is not easy; rise to the challenges and don’t get discouraged.  Having a degree is a huge accomplishment and the best investment you can make in yourself.

Delhi Development Authority Recruitment 2020: 629 Posts, Apply Online

Delhi Development Authority Recruitment 2020:- Delhi Development Authority, New Delhi invites online application from eligible candidates for filling up its 629 posts in various categories on Direct Recruitment Basis.

dda-announced-job-notification-for-patwari-vacancies-freshers-can-apply-1584428291
dda-announced-job-notification-for-patwari-vacancies-freshers-can-apply-1584428291

1. Post Name:- Deputy Director (System)

  • No of posts:- 2 Posts (UR-2)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level- 11
  • Educational Qualification:-
    (a) Ph. D in Computer Science/ IT
    OR
    (b) M.E./M.Tech. in Computer Science/ IT with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with 3 years relevant experience
    OR
    (c) B.E./ B. Tech./ M.Sc. in Computer Science/ IT/ MCA with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with 5 years relevant experience in Computer Programming.

2. Post Name:- Deputy Director (Planning)

  • No of posts:- 5 Posts (UR-4, OBC-1)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-11
  • Educational Qualification:-
    (i) Bachelor’s Degree in Planning/ Architecture/ Civil/ Municipal Engineering or Master’s Degree in Geography/ Sociology/ Economics from a recognized University/ Institute or equivalent.
    (ii) Postgraduation in Planning with specialization in any of the fields of Town/ City/ Urban/ Housing/ Transport/ Environmental Planning from a recognized University/Institute or equivalent.
    (iii) At least 5 years’ experience in a planning office in development authority or local body or in a Government Undertaking.
  • Desirable:-
    (i) Degree/Diploma in Geographic Information System (GIS)/ Geo-Informatics or equivalent from a recognized University/Institute.
    (ii) Associate Membership of the Institute of Town Planners (India).

3. Post Name:- Asstt. Director (Plg.)

  • No of posts:- 5 Posts (UR-2, EWS-1, OBC-2)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-10
  • Educational Qualification:-
    (i) Bachelor’s Degree in Planning/ Architecture/ Civil/ Municipal Engineering or Master’s Degree in Geography/ Sociology/ Economics from a recognized University/ Institute or equivalent.
    (ii) Postgraduation in Planning with specialization in any of the fields of Town/ City/ Urban/ Housing/ Transport/ Environmental Planning from a recognized University/Institute or equivalent.
    (iii) At least 5 years’ experience in a planning office in development authority or local body or in a Government Undertaking.
  • Desirable:-
    (i) Degree/Diploma in Geographic Information System (GIS)/ Geo-Informatics or equivalent from a recognized University/Institute.
    (ii) Associate Membership of the Institute of Town Planners (India).

4. Post Name:- Asstt. Director (System)

  • No of posts:- 2 Posts (UR-1, SC-1)
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-10
  • Educational Qualification:-
    (a) M.E./ M.Tech. in Computer Science/ IT with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University.
    OR
    (b) B.E./ B.Tech./ M.Sc. in Computer Science/ IT/ MCA with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with one-year experience in the relevant field.

5. Post Name:- Assistant Accounts Officer

  • No of posts:- 11 Posts (UR-5, EWS-1, SC-1, OBC-4)
  • Age limit:- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-8
  • Educational Qualification:- Chartered Accountant (CA)/ Company Secretary (CS)/ ICWA/ Master in Financial Control/ MBA (Finance), or equivalent from a recognized University/ Institution.

6. Post Name:- Planning Assistant

  • No of posts:- 1 Post
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-7
  • Educational Qualification:– Bachelor’s Degree in Planning/ Architecture from a recognized University/ Institute or equivalent.

7. Post Name:- SO (Horticulture)

  • No of posts:- 48 Posts (UR-21, EWS-5, SC-2, ST-6, OBC-14)
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-6
  • Educational Qualification:- Bachelor’s Degree in Agriculture or Horticulture or Forestry from a recognized University or Institute or equivalent.

8. Post Name:- Architectural Assistant

  • No of posts:- 8 Posts (UR-4, EWS-1, SC-1, OBC-2)
  • Age limit:- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-7
  • Educational Qualification:- Degree in Architecture from a recognized University/ Institution or equivalent.

9. Post Name:- Surveyor

  • No of posts:- 11 Posts (SC-3, ST-2, OBC-6)
  • Age limit:- 18- 25 years as on the last date of closing of application.
  • Pay Scale:- Level-5
  • Educational Qualification:- Diploma or 2 years National Trade Certificate in Surveying from recognized Institute or equivalent and 2 years experience in Survey work.

10. Post Name:- Stenographer Grade-D

  • No of posts:- 100 Posts (UR-44, EWS-10, SC-15, OBC-31)Age limit:- 18- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-4
  • Educational Qualification:- Senior Secondary Certificate (12th Class pass) or equivalent from a recognized Board/ University.
  • Skill Test Norms:-
  • Dictation:- 10 min at the speed of 80 w.p.m.
  • Transcription:- (Only on the computer) 50 min (English),  65 min (Hindi)
  • Desirable:- Preference to be given to such persons who have acquired Diploma in Office Management & Secretarial Practice from any recognized institution.

11. Post Name:- Patwari

  • No of posts:- 44 Posts (UR-24, EWS-2, SC-6, ST-3, OBC-9)
  • Age limit:- 21- 27 years as on the last date of closing of application.
  • Pay Scale:- Level-3
  • Educational Qualification:- Graduate from any recognized University or equivalent thereof
  • Desirable
    (i) Proficiency in computers.
    (ii) Working knowledge of Urdu/ Hindi.

12. Post Name:- Jr. Secretariat Assistant

  • No of posts:- 292 Posts (UR-121, EWS-29, SC-43, ST-21, OBC-78)
  • Age limit:- 18- 27 years as on the last date of closing of application.
  • Pay Scale:- Level-2
  • Educational Qualification:-
    (i) 12th class pass or equivalent qualification from a recognized Board or University.
    (ii) Typing speed of 35 w.p.m. in English and 30 w.p.m. in Hindi on Computer (35 w.p.m. and 30 w.p.m. corresponding to 10500 KDPH/ 9000 KDPH on an average of 5 key depressions for each word.)

13. Post Name:- Mali

  • No of posts:- 100 Posts (UR-41, EWS-10, SC-15, ST-7, OBC-27)
  • Age limit:- 18- 25 years as on the last date of closing of application.
  • Pay Scale:- Level-1
  • Educational Qualification:- 10th pass from a recognized Board or equivalent.

How to apply for Delhi Development Authority Recruitment 2020

Interested and eligible candidates can apply online through the Delhi Development Authority website http://www.dda.org.in w.e.f. 01.04.2020 (10:00 AM) to 30.04.2020 (06:00 PM).

Advertisement No:- 01/2020/Rectt. Cell/Pers./DDA

For more details, please check Delhi-Development-Authority-Recruitment-2020-629-Posts and important dates notification Corrigendum23032020

Note: The eligible candidate can apply online from 01.04.2020 to 30.04.2020.

Elected Representatives Cannot Have A Right To Claim That A Particular Employee Be Posted At A Particular Station: HP HC

It is most heartening, most reassuring and most refreshing to learn that the Himachal Pradesh High Court most recently on March 18, 2020 in a latest, landmark and extremely laudable judgment titled Sunita Devi Vs. State of H.P. & Ors. in CWP No. 1978 of 2019 has held in no uncertain terms that elected representatives cannot have a right to claim that a particular employee be posted at a particular station and that the choice is to be made by administrative head and not by the legislators. All the legislators must pay heed to what has been held by the Himachal Pradesh High Court so explicitly, so elegantly and so effectively that leaves no room for doubt whatsoever!

neta-leaders-elected representative

To start with, the ball is set rolling in para 1 of this judgment authored by Justice Tarlok Singh Chauhan for himself and Justice Chander Bhusan Barowalia by first and foremost observing in para 1 that, “This Court of late, more especially, after the closure of the H.P. Administrative Tribunal is flooded with the petitions in which the employees challenge the orders of their transfers.”

Quite alarmingly, it is then observed in para 2 that, “Despite the law on the subject being well settled, yet we find the same is being violated with impunity either by the political executive or by the administrative authority, constraining the employees to have initially approached the Administrative Tribunal and on its closure, this Court unnecessarily clogging its docket.”

Significantly, it is then very rightly pointed out in para 3 that, “It is trite that transfer is an incidence of service and as long as the authority acts keeping in view the administrative exigency and taking into consideration the public interest as the paramount consideration, it has unfettered powers to effect transfer subject of course to certain disciplines. Once it is admitted that the petitioner is State government employee and holds a transferable post then he is liable to be transferred from one place to the other within the District in case it is a District cadre post and throughout the State in case he holds a State cadre post. A government servant holding a transferable post has no vested right to remain posted at one place or the other and courts should not ordinarily interfere with the orders of transfer instead affected party should approach the higher authorities in the department. Who should be transferred where and in what manner is for the appropriate authority to decide. The courts and tribunals are not expected to interdict the working of the administrative system by transferring the officers to “proper place”. It is for the administration to take appropriate decision.”

What’s more, it is then also pertinently mentioned in para 4 that, “Even the administrative guidelines for regulating transfers or containing transfer policies at best may afford an opportunity to the officer or servant concerned to approach their higher authorities for redressal but cannot have the consequence of depriving or denying the competent authority to transfer a particular officer/servant to any place in public interest and as is found necessitated by exigencies of service as long as the official status is not affected adversely and there is no infraction of any career prospects such as seniority, scale of pay and secured emoluments. Even if the order of transfer is made in transgression of administrative guidelines, the same cannot be interfered with as it does not confer any legally enforceable rights unless the same is shown to have been vitiated by mala fides or made in violation of any statutory provision. The government is the best judge to decide how to distribute and utilize the services of its employees.”

While adding a caveat, it is then observed in para 5 that, “However, this power must be exercised honestly, bonafide and reasonably. It should be exercised in public interest. If the exercise of power is based on extraneous considerations without any factual background foundation or for achieving an alien purpose or an oblique motive it would amount to mala fide and colourable exercise of power. A transfer is mala fide when it is made not for professed purpose, such as in normal course or in public or administrative interest or in the exigencies of service but for other purpose, such as on the basis of complaints. It is the basic principle of rule of law and good administration, that even administrative action should be just and fair. An order of transfer is to satisfy the test of Articles 14 and 16 of the Constitution otherwise the same will be treated as arbitrary.”

Be it noted, it is then envisaged in para 6 that, “Judicial review of the order of transfer is permissible when the order is made on irrelevant consideration. Even when the order of transfer which otherwise appears to be innocuous on its face is passed on extraneous consideration then the court is competent to go into the matter to find out the real foundation of transfer. The court is competent to ascertain whether the order of transfer passed is bonafide or as a measure of punishment.”

What cannot be missed out here is what is then stated in para 31 that, “In the instant case, there was no independent decision taken by the Administrative Head rather there was no scope left for the said purpose and, therefore, the decision has been rendered vulnerable as being influenced by the proposal and recommendations made by the Minister concerned.”

As a corollary, it is then stated in para 32 that, “As observed by this Court, the Members of the Legislative Assembly or the Minister concerned have right to make a recommendations but these recommendations cannot be taken to be the final word. The underline principle for transfer is public interest or administrative exigency, which is conspicuously absent in the present case.”

To be sure, it is then held in para 33 to which the elected representatives must pay heed that, “As held by this Court in Amir Chand’s case (supra), we live in a democracy and our elected representatives under the Constitution are to work in the legislature and not as administrators. They cannot start interfering in the administration or the working of the Executive. It is they (Administrative Heads) who are the best judges to decide how the department has to be administered and which employee should be transferred to which place. The politicians cannot don the role of administration.”

Going one step ahead, the next para 34 then envisages that, “It was further held that the elected representatives cannot have a right to claim that a particular employee should be posted at a particular station. The choice has to be made by administrative head i.e. Executive and not by the legislators. Where an employee is to be posted must be decided by the administration. It is for the officers to show their independence by ensuring that they do not order transfers merely on the asking of an MLA or Minister. They can always send back a proposal showing why the same cannot be accepted.”

Not stopping here, it is then held in para 35 that, “Lastly, it is held that whenever any transfer is ordered not by the departments but on the recommendations of a Minister or MLA, then before ordering the transfer, the views of the administrative department must be ascertained and only after ascertaining the views of the administrative department, the transfer may be ordered if approved by the administrative department, meaning thereby the views of the administrative department have essentially to be sought in the matters of transfer. What follows is that the views of the administrative department must reflect subjective satisfaction and conscious application of mind that the transfer is essential on account of administrative exigency and/or public interest or that the transfer of employee is necessary for the effective utilization of his/her services.”

Truth be told, it is then conceded in para 36 that, “Adverting to the present case the order of transfer cannot withstand judicial scrutiny as the same does not show that the petitioner has been transferred on account of administrative exigency and/or public interest. The record  further does not reveal that the transfer has been effected for the effective utilization of the services of the petitioner and she has been transferred merely on the basis of the recommendations made by the political executive.”

Needless to say, it is then ostensibly concluded after analyzing everything in para 37 that, “In the given facts and circumstances of the case, the action of the respondents cannot be countenanced and sustained. Accordingly, the order dated 19.08.2019 whereby the petitioner has been ordered to be transferred from Forest Beat Gummer, Block Jawalamukhi Range Jawalamukhi under Forest Division Dehra to Forest Beat Kotla, Block Kotla, Range Dadasiba under Forest Division Dehra is quashed and set aside, leaving the parties to bear their own costs.”

Finally, before parting, it is then observed in the last para 38 that, “However, before parting, it needs to be observed that since the docket of this Court is full of cases relating to transfers of employees, the Government would be well advised to implement online transfer in its Departments, Boards, Corporations etc. having over 500 employees by framing an online transfer policy on similar line as that of the adjoining State of Haryana.”

On the whole, it is a very well written, well reasoned and well justified judgment which must be read in its entirety! Para 32 to Para 35 are the most critical part which makes the whole picture very clear on this vexed issue as has been already discussed above! All the elected representatives must always adhere to this in letter and spirit as has been very rightly held by the two Judge Bench of Himachal Pradesh High Court and refrain from interfering as has been directed also and due importance must be given to the administrative department in matters of transfer!

Sanjeev Sirohi, Advocate,

s/o Col BPS Sirohi,

A 82, Defence Enclave,

Sardhana Road, Kankerkhera,

Meerut – 250001,

Uttar Pradesh.

“Work from Home (WFH)”popular in India after Coronavirus/COVID-19

Before discussing impact of coronavirus (COVID-19) to implement the concept of  ‘Work from Home” in India few lines about the virus may be highlighted from the website of WHO, (www.who.int/health-topics/coronavirus),  “Coronavirus disease (COVID-19) is an infectious disease caused by a newly discovered coronavirus. Most people infected with the COVID-19 virus will experience mild to moderate respiratory illness and recover without requiring special treatment.  Older people and those with underlying medical problems like cardiovascular disease, diabetes, chronic respiratory disease, and cancer are more likely to develop serious illness. The best way to prevent and slow down transmission is be well informed about the COVID-19 virus, the disease it causes and how it spreads. Protect yourself and others from infection by washing your hands or using an alcohol based rub frequently and not touching your face”.

The COVID-19 which has created human devastation in the world has popularised a theory in secondary and tertiary sectors (in case of wage-employment) known as “Work from Home (WFH)” now a popular concept in India also. It was at low ebb in India, albeit, from ancient age handloom and  handicrafts works,  earthen utensils making, etc. were carrying out from home for business purpose indicating “Work from Home”, but these were self –employment. In case of wage employment, the concept is comparatively new and getting popularity. For example, according to US census data, 5.7 percent of workers in the US were working from home in 2017 which was around 8 million persons. The same was 5 percent in 2016 and 3.3 percent in 2000.  In USA, apart from some industries, viz., construction, primary health care and transportation, working from home has been able to flourish. This is mainly due to the advent and rise of increasingly efficient technology.  Anyway, in India, to reduce the spread  COVID-19, first schools and malls were closed and then many establishments asked employees to “Work from Home” wherever possible. Few data and facts to substantiate the statement are presented here collected from different websites.

Volvo Car, India and Tata Motors have announced work from home as a safety measure for its employees due to the rising number of coronavirus infections in India. In wake of the coronavirus pandemic, U.S. auto Ford has asked 10,000 employees in India, except those in business-critical roles, to work from home, a step which has also been taken up by Swedish luxury car maker Volvo.

Also the Economic Times, March 23, 2020 reported that “about half of India’s technology workers – estimated at 3 million – have already begun to work from home as social distancing becomes key to contain the spread of the outbreak. If employees continue to work from home for a few more months, IT companies are likely to conclude that 20-30% of their workforce can operate remotely”.  Also it was reported that Tata Consultancy Services “has asked more than 40 percent of its employees to work from home. Accenture has moved over 60 percent of its employees to work from home in India and the Philippines”. Another case “Work from Home” is from a prestigious academic organisation located in Hyderabad known as the National Institute of Rural Development and Panchayati Raj (NIRD&PR), which is an autonomous organisation under the Union Ministry of Rural Development, is a premier national centre of excellence in rural development and Panchayati Raj. Recognized internationally as one of the UN-ESCAP Centres of Excellence, it builds capacities of rural development functionaries, elected representatives of PRIs, bankers, NGOs and other stakeholders through inter-related activities of training, research and consultancy. The NIRD&PR celebrated its Golden Jubilee Year of establishment in 2008. In addition to the main campus at Hyderabad, the Institute has North-Eastern Regional Centre at Guwahati, Assam to meet the NE-regional needs. This Organisation for the safety of its employees in view of outbreak of COVlD-19 has implemented “Work from Home” for the staffs, including consultants, contract, and outsourced employees up to, 31 March, 2020. However, the essential staffs viz., CMU (includes Electrical section, House Keeping, Water Supply, Sanitary Section etc), Health Centre, Garden section, Vehicle section, Security etc. are obligated to work on daily roster basis. “The Heads of each of the support units (Executive Engineer, Lady Medical Officer, Garden Superintendent, Multi-Tasking Staff, and Security Officer) will design a roster for the essential services”. It was reported that first time in the history of NIRDPR the “Work from Home” has been introduced.

Thus, in India in many sectors “Work from Home” has been implemented which is the outcome of COVlD-19. Eduindex News is also giving opportunity to writers and other experts Work from Home https://eduindexnews.com/tag/work-with-eduindex-news/ 

Relevant information collected from the websites:

https://qz.com/work/1392302/more-than-5-of-americans-now-work-from-home-new-statistics-show/

https://www.fastcompany.com/90330393/the-surprising-history-of-working-from-home

https://www.paymoapp.com/blog/working-from-home/

https://www.thehindu.com/business/Industry/coronavirus-ford-asks-10000-employees-in-india-to-work-from-home/article31089427.ece

https://economictimes.indiatimes.com/wealth/earn/coronavirus-and-worklife-tips-to-make-working-from-home-easy/articleshow/74745322.cms?from=mdr

 

Dr. Shankar Chatterjee

Former Professor& Head (CPME)

NIRD &PR (Govt. of India),

Hyderabad-500 030

Telangana, India

Email <shankarjagu@gmail.com>

DATA OR INTUITION: WHEN SHOULD HR RELY ON THE NUMBERS?

Do you operate on gut feelings a lot? You know, when you interview someone for a job and within an instant you know this person is right—or wrong—for the job? What about when you’re making a big decision about a reorganization, or implementing perks that you just know employees will love?
Many HR professionals make all kinds of decisions without looking at the numbers—sometimes it works out and sometimes it doesn’t. But the flip side is also true: Sometimes you look at the numbers, make your decision accordingly and things go poorly.
So, how do you know when it makes sense to use data and when to trust your gut?

The Myth of Homo Economicus

Have you ever heard of Homo Economicus? You may not know the term, but you probably know the principle. In economics, Homor Economicus is the assumption that everyone is a rational actor and will choose the option that will maximize their benefit in any situation.
While people do tend to do what they think will make them happiest, sometimes their analysis of the situation is way off the mark. And other times, they discount what will really work.
For instance, you may want to hire someone with whom you just “click.” Except that situation can result in hiring someone who is great for a weekend road trip, but not the best at maximizing sales. Don’t use your gut when hiring.
Instead, channel your inner Homo Economicus and use the information you know about your business and the information you know about the candidates in order to make a rational decision.
Yes, personality can be one of the items on your checklist, but using objective data allows you to avoid making an irrational—and sometimes illegal—decision. Our “guts” tend to favor people who look and sound like ourselves, which means your gut is going to tell you to hire people of the same race, gender and national origin as yourself.
Before you start the interviews, make a list of the qualifications that are critical to the success of the position, and then match up the candidates to that list. Using your data can save you a lot of headaches in the future.

But What About Perks?

I received a question from a reader recently, who asked, “Why do team building events always involve pulling people up to the stage? I hate that.” Well, he’s not alone. You know who loves that type of stuff? The people who plan team building events.
A team building activity is supposed to be fun—it’s a perk. The same goes for other office perks you may offer—from Yoga classes to discounts at local restaurants, these things are supposed to make your employees happy.
So, why shouldn’t you sit in your office and brainstorm ideas for perks? Because you might like certain things, but it doesn’t mean your employees will like them. Just like the team-building exercises that only the group leader enjoys, bringing a Yoga instructor on site may satisfy your desires, but not the rest of the office’s.
Instead, use data to determine what perks and programs will benefit your employees. Send out a survey. Ask for feedback. Use the results to decide where to allot the money for such programs. The results may surprise you—or they may be exactly what you thought.

Time to Fire

When you fire someone for gross misconduct—like stealing or swearing at customers—that’s an easy decision, even if actually carrying out the termination is difficult. But what about when you need to do multiple layoffs for business reasons? That’s when your data needs to come out in full force.
Hopefully, you’ve done performance appraisals over the years, and can easily rank your employees. Why is this important? Well, naturally, when you have to do a layoff, you want to keep your best employees if at all possible.
This ensures that you are keeping the consistent high performers, not just whoever you happen to like best today. It also protects you from legal challenges, since you’ll be able to demonstrate your methodology for selecting people for termination.
In addition to looking at individuals, you’ll need data to look at which positions really add the most value to the organization. Don’t eliminate a position just because it commands a high salary, if that position is also the one bringing in the money.

Paycheck Boosts and Bonuses

It should be pretty clear that unless you do a flat cost of living increase where every employee gets the same boost (or the same percentage boost) in salary, you need to look at the data before telling employees their increases.
Why? Because you can have something called “disparate impact” which means that even though you didn’t intentionally discriminate, one group got treated better than another.
You want to double check that you didn’t inadvertently give higher raises to women than men, for example. You also want to make sure that your raises make sense overall.
Bottom line: In nearly any decision, data is your friend. While it’s important to keep the “human” in human resources, it doesn’t hurt to balance your decision with some solid numbers. You can always look at the data and make a decision to go against it, but at least you’ll know that it’s your gut and not the numbers that you’re following.

WHAT WOULD YOU PAY $1 PER MONTH FOR?

I follow analysts in the industry regularly, both topical to our domain and those that have a financial focus in the applications markets.  One of my favorites is Scott Berg of Needham & Company out of New York.   His latest on 11/30/15 was titled “Industry Checks Indicate 3Q Strength More about Replacement Cycle than ACA”.
Now I was pleased to hear that Scott sees strong market results as a fundamental pillar in our industry (I do make my living here), but buried in that note was a very interesting tidbit.  Namely that the new reporting requirements that the ACA is generating around compliance such as forms 1094-C, 1095-C and maybe even the additional 1095-B are driving companies to purchase these from their providers for a fee.  If they are required to do so, this could be as much as $1 per employee per month according to Scott’s research.  Scott sees this representing a 3% – 5% revenue growth driver for our market in 2015.

Optional Subscriptions?

All well and good, and I am glad to hear that the market is rapidly adapting to this new requirement, but this really got my mind churning.  What else might be an “optional subscription” in the future?  After all, there is tremendous innovation going on in the Platform as a Service (PaaS) market, Cornerstone Edge is a great example.  According to GigaOM Research, the PaaS market is predicted to reach more than 20 billion dollars in 2015.
Manufacturers have rapidly been adopting this mindset as well, according to Michael E. Porter of the Harvard Business Review in “How Smart, Connected Products Are Transforming Competition”.  Extended capabilities and the ability to provide this wrapper of services is not just a market opportunity, it is how you develop that deep relationship with your customer that keeps them with you.  Just like our industry, the “hardware” may be commoditized, it is the software and services that will be their differentiator offered through this concept of a system of systems. 
Cornerstone has long understood this approach, software which uses a common baseline – always has and always will,  but can be considered purpose-built at the same time.  Cornerstone has always coupled this with a set of human services which don’t just complement but literally extend the value our customer receives.  Software AND people, a “system of systems” who help you #realizeyourpotential

A La Carte Services for HR

So, I started to do a thought experiment (just my thoughts) about where an a la carte approach may make sense to an HR customer in our industry.  Not just additional software but expertise that I might want to purchase from my supplier. These aren’t premium services in the classic sense but embedded services which I might “subscribe to”. This would presuppose things that I might not have even contemplated a few years ago. Thoughts that spring to mind include:
  • Value Realization (baseline and point in time measuring of improvements)
  • Benchmarking myself deeply against my industry peers in specific process (step by step)
  • Internal net promoter scoring through point in time asks as my employees use the software
  • Coaching requests embedded mid-learning where one could get advice real time
  • Access to a library of libraries of user contributed content
  • Review of the output that my predictive analytics is providing to ascertain what is “next”
Cornerstone developed Edge to open our platform to innovative ideas which we may never have thought of,  those ideas can take a myriad of approaches;  products, wrappers of services or just plain human contact.  Pricing models for this, “buckets” versus “by the drink”, remain to be sorted out, we’ll leave that to the market to determine – but I would leave you with this question …