Friday, December 14, 2007

Vikram Pandit named CitiGroup CEO

Vikram Pandit, a Nagpur-born NRI who wowed Wall Street before intense flames began licking the financial world, was on Tuesday named CEO of Citigroup, the world's largest bank, in what many see as a crisis rescue mission.

Pandit, whose elevation had been in the air for several days, replaces the charismatic Charles O."Chuck" Prince III, who was forced out after the giant bank in November this year after it reported its first loss in 17 years amid a massive financial crisis. Prince had brought him into Citigroup only a few months earlier.

On Tuesday, the Citigroup board led by its chairman, former Treasury Secretary Robert Rubin fulfilled Wall Street expectation by picking Pandit as CEO, while naming Win Bischoff, who was functioning as interim CEO after Prince left, as chairman. Rubin, also a stand-in, returns to his previous duties as Citi director and chairman of the executive committee of the board.

Pandit, who is 50, is the first person of Indian origin to scale such heights in the financial world, which has many well-regarded Indian executives.

Citigroup has operations in more than 100 countries, with 300,000 employees and $ 2 trillion in assets.

Some reports has hyperbolically pitched the CEO job as a toss-up between Pandit and former Pakistan prime minister Shaukat Aziz, but the latter, a former mid-level Citibank executive, was not even in the picture and the story appeared more a flight of fancy by those consumed with India-Pakistan equation.

The word on the street in the financial world is that Pandit was the consensus choice, and particularly favored by Rubin, who has tracked his career for several years. According to one account, Rubin became aware of Pandit at a private meeting of Wall Street executives in late 1999 at the Century Association, a
161- year-old private club in Manhattan.

The meeting was hosted by then-Securities and Exchange Commission Chairman Arthur Levitt, who wanted ideas on changes needed for U.S. stock markets. Pandit, who is credited with building the electronic trading system at the investment banking group Morgan Stanley, was so articulate in his responses that Rubin asked the person next to him who he was.

Before joining Citigroup, Pandit served as president and chief operating officer at Morgan Stanley from 2000 to 2005. He left Morgan Stanley, and in 2006, formed Old Lane Capital, a hedge-fund firm, that Citigroup acquired in April this year for $ 600 million.

Vikram Shankar Pandit, the son of a pharma representative and businessman, came to the United States when he was only 16 for undergraduate studies at Columbia, home to several prominent Indian academic including the economist Jagdish Bhagwati. He earned a bachelor's degree and a master's degree in electrical engineering before switching to finance and earning a Ph.D. Mentors cited in a recent profile described him as a relentlessly hardworking student, the kind who relished challenges.

He will have monumental ones at Citigroup. The bank has suffered staggering losses in recent times in the mortgage melt-down and other exposures. Shares of Citigroup dropped to below $ 30 for the first time in five years even as the financial flame-out consumed CEO Prince and many other Wall Street stalwarts.

The situation was considered so dire that a $ 7.5 billion capital infusion by the Abu Dhabi Investment Authority last month was seen as a bailout. Many experts say the new CEO will need not just punditry but also some wizardry to extricate the bank from the mess.
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Thursday, December 13, 2007

Challenges in Performance Management System

Appraisal systems is a very delicate issue. becuase it reflects on a person's performance and how much he has expressed his efficiency expressed through his assignments and this has to be assessed by an another person. As an HR prfessional for 16 yrs, i have not introduced any assessment like bell curve/GE3x3 matrix etc. Rather i encouraged the Mnagers to have an assessment of their collegaues once in three months so that the good and follies can be remembered. And i have designed the performance  appraisal form in such a fashion that if an assessor says the truth he has to say from the beginning and if he wants to faslify his assessment he has to do it from the beginning. In a particular where i worked some of the assessments were based on caste. The dept head was giving a dubious exaggerated apparaisal for the employees belonged to his community.

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Weakness is Strength

An excellent piece to ponder upon!!

A 10-year-old boy decided to study judo despite the fact that he had lost his left arm in a devastating car accident. The boy began lessons with an old Japanese judo master. The boy was doing well, so he couldn't understand why, after three months of training the master had taught him only one move.

"Sensei," the boy finally said, "Shouldn't I be learning more moves?"
"This is the only move you know, but this is the only move you'll ever need to know," the sensei replied.

Not quite understanding, but believing in his teacher, the boy kept
training. Several months later, the sensei took the boy to his first
tournament. Surprising himself, the boy easily won his first two matches.  The third match proved to be more difficult, but after some time, his opponent became impatient and charged; the boy deftly used his one move to win the match.
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KRA

KRA stands for KEY RESULTS AREAS.

KRA is the set of activities on which our performances are rated.
actives which have impact on the bottom line of business.

suppose kra for an production executive will be

1. 100 % production
2. profit
3. customer satisfication
4. quality
5. keeping all standards ... etc
 
KRA means the results or outcome for which the job holder is accountable.

Here are some examples:

MANAGING DIRECTOR ' S KRA

-sales revenue
-gross profit.

-net profit.
-% rise in share price
-productivity improvement %
etc etc

SALES MANAGER 'S KRA
-sales growth %
-market share growth %
-no. of new customers
etc etc

Actually in the true sense KRA is a concept which is usually very difficult to implement. How it works I will try to explain.

At first the BOD(Board of Directors) decides upon the Objectives of the company and set a period specific target.
This Target becomes the KRA of the CEO.
Then it get divided still it reaches the bottom most rung.
KRA of each person is linked and fulfillment of KRA will lead to fulfillment of objective set by BOD. Hence, if one person fail it will hamper the attainment of the desired result.

Let me give you an example:
The Company sells PCs
Suppose the objective decided by the Board is to make a profit of 500 crores in 3 years.
The KRA of CEO is to attain 500 crore profit in 3 years.
The CEO decides to attain this by making 400 crores by selling PCs, 50 Crores by Investing in Stocks and 50 Crores by improving productive cycle.
Now the KRA of Cheif Marketing Officer will be to sell PCs that will give the company 400 crore profit in 3 years. He will then set the KRAs for his subordinate in such a way that this target is achieved.
The Chief Operating Officer has KRA of improving the productivity cycle and producing PCs by which 400 crores can be achieved.
The Chief Finance Officer will as KRA have to look after investing in Stock and providing finance for purchase of raw materials, machinaries and others so that both Operation and Marketing can achieve their KRAs.
Chief People Officer (HR)[ Generally KRA are difficult or not done for HR since they are essentially support function, but in some cases it is done]
CPO as his KRA will have the following to provide for manpower and maintain harmonious industrial relationship so that there is no disruption in production or marketing. To provide for training for improving the skills to attain better productivity cycle, and to frame a compensation benefit structure by which the efficient employees can be retained.
The Chiefs than divide the KRA further to their subordinates. For Example the KRA of the Manager (Training) under CPO will have a KRA which will be to provide adequate training to the workforce. Hence, if Manager (Training) fails that will get reflected in the KRA of both CPO and COO and CEO. Simlarly, if the KRA of Asst. Manager (Training) is to locate the Training institutes which can impart quality training and he is not been able to achieve it. This will reflect in the KRA of Manager (Training), CPO, COO and CEO.
Suppose, if the Dy Manager (Training) is suppose to conduct the Training Programs, which could not be carried since funds for training which were supposed to be arranged by Dy. Manager(Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of Dy. Manager (Fianace), Manager (Finance), CFO, Dy. Manager (Training), Manager (Training), and CPO, COO, and CEO.
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40 MISTAKES MEN MAKE WHILE HAVING SEX WITH WOMEN

1) NOT KISSING FIRST. Avoiding her lips and diving straight for the
erogenous zones makes her feel like you're paying by the hour and
trying to get your money's worth by cutting out nonessentials. A proper passionate kiss is the ultimate form of foreplay.
2) BLOWING TOO HARD IN HER EAR. Admit it, some kid at school told
you
girls love this. Well, there's a difference between being erotic
and blowing as if you're trying to extinguish the candles on your 50th
birthday cake. That hurts.
3) NOT SHAVING. You often forget you have a porcupine strapped to
your chin which your rake repeatedly across your partner's face and
thighs.When she turns her head from side to side, it's not passion, it's
avoidance.
4) SQUEEZING HER BREAST. Most men act like a housewife testing a
melon for ripeness when they get their hand on a pair. Stroke, caress,
and smooth them.
5) BITING HER NIPPLES. Why do men fasten onto a woman's nipples,
then clamp down like they're trying to deflate her body via her breasts?
Nipples are highly sensitive. They can't stand up to chewing. Lick and
suck them gently. Flicking your tongue across them is good.Pretending
they're a dogie toy, isn't.
6) TWIDDLING HER NIPPLES. Stop doing that thing where you twiddle
the nipples between finger and thumb like you're trying to find a radio
station in a hilly area. Focus on the whole breasts, not just the
exclamation points.
7) IGNORING THE OTHER PARTS OF HER BODY. A woman is not a highway with just three turnoffs: Breastville East and West, and the Midtown
Tunnel.There are vast areas of her body which you've ignored far too often
as you go bombing straight into downtown Vagina. So start paying them
someattention.
8) GETTING THE HAND TRAPPED. Poor manual dexterity in the
underskirt region can result in tangled fingers and underpants. If you're
going to be that aggressive, just ask her to take the damn things off.
9) LEAVING HER A LITTLE PRESENT. Condom disposal is the man's
responsibility. You wore it, you store it.
10) ATTACKING THE CLITORIS. Direct pressure is very unpleasant, so gently
rotate your fingers along side of the clitoris.
11) STOPPING FOR A BREAK. Women, unlike men, don't pick up where
they left off. If you stop, they plummet back to square one very fast.
If you can tell she's not there,keep going at all costs, numb jaw or not.
12) UNDRESSING HER AWKWARDLY. Women hate looking stupid, but stupid she will look when naked at the waist with a sweater stuck over her
head. Unwrap her like an elegant present, not a kid's toy.
13) GIVING HER A WEDGIE DURING FOREPLAY. Stroking her gently
through her panties can be very sexy. Pulling the material up between her
thighs and yanking it back and forth is not.
14) BEING OBSESSED WITH THE VAGINA.Although most men can find the
clitoris without maps, they still believe that the vagina is where it's all at. No sooner is your hand down there than you're trying to
stuff stolen banknotes up a chimney. This is okay in principle, but if
you're not careful, it can hurt so don't get carried away. It's best to
pay more attention to her clitoris and the exterior of her vagina at first,
then gently slip a finger inside her and see if she likes it.
15) MASSAGING TOO ROUGHLY. You're attempting to give her a sensual,
relaxing massage to get her in the mood. Hands and fingertips are okay;
elbows and knees are not.
16) UNDRESSING PREMATURELY. Don't force the issue by stripping
before she's at least made some move getting your stuff off, even if it's just
undoing a couple of buttons.
17) TAKING YOUR PANTS OFF FIRST. A man in socks and underpants is a at
his worst. Lose the socks first.
18) GOING TOO FAST. When you get to the penis-in-vagina situation,
the worst thing you can do is pump away like an industrial power tool -she'll soon feel like an assembly-line worker made obsolete by your technology. Build up slowly,with clean, straight, regular thrusts.
19) GOING TOO HARD. you bash your great triangular hip bones into
her thigh or stomach, the pain is equal to two weeks of horseback
riding concentrated into a few seconds.
20) COMING TOO SOON. Every man's fear. With reason. If you shoot before
you see the whites of her eyes, make sure you have a backup plan to ensure her pleasure too.
21) NOT COMING SOON ENOUGH. It may appear to you that humping for
an hour without climaxing is the mark of a sex god, but to her it's more likely
the mark of a numb vagina. At least buy some intriguing wall hangings,
so she has somethi ng to hold her interest while you're playing
Marathon Man.
22) ASKING IF SHE HAS COME. You really ought to be able to tell.
Most women make noise. But if you really don't know, don't ask
23) PERFORMING ORAL SEX TOO GENTLY. Don't act like a giant cat at a
saucer of milk. Get your whole mouth down there, and concentrate on gently rotating or flicking your tongue on her clitoris.
24) NUDGING HER HEAD DOWN. Men persist in doing this until she's eyeball-to-penis, hoping that it will lead very swiftly to
mouth-to-penis. All women hate this.It's about three steps from being
dragged to a cave by their hair. If you want her to use her mouth,
use yours; try talking seductively to her.
25) NOT WARNING HER BEFORE YOU CLIMAX. Sperm tastes like sea water mixed with egg white. Not everybody likes it. When she's performing oral
sex, warn her before you come so she can do what's necessary.
26) MOVING AROUND DURING FELLATIO. Don't thrust. She'll do all the
moving during fellatio. You just lie there. And don't grab her head.
27) TAKING ETIQUETTE ADVICE FROM PORN MOVIES. In X-rated movies,
women seem to love it when men ejaculate over them. In real life, it just means more laundry to do.
28) MAKING HER RIDE ON TOP FOR AGES. Asking her to be on top is
fine. Lying there grunting while she does all the hard work is not.
Caress her gently, so that she doesn't feel quite so like the captain of a
schooner. And let her have a rest.
29) ATTEMPTING ANAL SEX AND PRETENDING IT WAS AN ACCIDENT. This is how men earn a reputatio n for not being able to follow directions. If
you want to put it there, ask her first. And don't think that being drunk is an excuse.
30) TAKING PICTURES. When a man says, "Can I take a photo of you?" she'll hear the words "__to show my buddies." At least let her have
custody of them.
31) NOT BEING IMAGINATIVE ENOUGH. Imagination is anything from drawing patterns on her back to pouring honey on her and licking it off.
Fruit, vegetables, ice and feathers are all handy props; hot candle wax
and permanent dye are a no no.
32) SLAPPING YOUR STOMACH AGAINST HERS. There is no less erotic
noise. It's as sexy as a belching contest.
33) ARRANGING HER IN STUPID POSES. If she wants to do advanced yoga
in bed, fine, but unless she's a Romanian gymnast, don't get too
ambitious. Ask yourself if you want a sexual partner with snapped hamstrings.
34) LOOKING FOR HER PROSTATE. Read this carefully: Anal stimulation feels good for men because they have a prostate. Women don't.
35) GIVING LOVE BITES. is highly erotic to exert some gentle
suction on the sides of the neck, if you do it carefully. No woman wants to
have to wear turtlenecks and jaunty scarves for weeks on end.
36) BARKING INSTRUCTIONS. Don't shout encouragement like a coach
with a megaphone. It's not a big turn-on.
37) TALKING DIRTY. makes you sound like a lonely magazine editor calling
a 1-900 line. If she likes nasty talk, she'll let you know
38) NOT CARING WHETHER SHE COMES. have to finish the job. Keep on trying until you get it right, and she might even do the same for you.
39) SQUASHING HER. Men generally weigh more than women, so if you
lie on her a bit too she will turn blue.
40) THANKING HER. Never thank a woman for having sex with you.Your bedroom is not a soup kitchen.Women, You should forward this to all your boyfriends/husbands foruninterrupted PLEASURE !!!


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