BPCL awards its prestigious microsites design & implementation contract to Octaware Technologies        
by Shrutee K/DNS

Mumbai, August 10, 2017: Octaware Technologies Limited (BSE – 540416), a leading software and business solutions development company, is pleased to announce that they have been awarded the prestigious contract from BPCL for the design and implementation of their loyalty and brand microsites. Octaware was one of the bidders and was awarded the contract, post evaluation and presentation of efficient solutions and capabilities to the evaluation committee.

The scope of work under the contract includes design and implementation of microsites for BPCL’s loyalty programs – SmartFleet & PetroBonus and other brands - Speed and In & Out. The engagement includes a period of 3 months for implementation of microsites and an additional three years of support and maintenance. Octaware Technology Limited’s expertise in the areas of online portals & enterprise systems helped them win the contract.

Commenting on the development, Mr. Aslam Khan, Chief Executive Officer, Octaware Technologies Limited, said, “We are extremely delighted to have won the prestigious contract from BPCL, our first major win in the Indian PSU sector, post our IPO in April 2017. The fact that it falls under one of Octaware’s key focus verticals of governance, demonstrates our consistent and steady inroads in the Indian market, surpassing some of the strong players in the region. We look forward to a long-term business association with BPCL”.

About Octaware Technologies Limited:
Incorporated in 2005, Octaware Technologies Ltd is a software development company providing a range of information technology solutions. The company designs, develops, and maintains software systems and solutions. Company's services include custom software development, ECM/portal solution, ERP and CRM implementation, mobile platform solution, RFID solution, cloud and IT infrastructure services, consulting services and geospatial services.
Octaware provides specialized software application and product development services and solutions in the areas of healthcare, finance, and e-government industry. The company has proprietary products for domestic, as well as international markets, such as PowerERM – Human Capital Relationship Management, Hospice – Healthcare and Citizen Services solution, and iOnAsset – Inventory management and tracking System etc. These products are available as packaged products as well as software-as-a-service model integrated with legacy system.
Octaware Technologies Limited (BSE – 540416), got listed on the BSE –SME platform on April 3, 2017 and was oversubscribed by 148%, providing testimony to the faith, the investors have reposed in the company.

          Report blows hole in wealth creation theory        
A report released today by the OECD has put pay to the trickle down theory espoused by right wingers when seeking to justify the massive incomes of those working at the top of the financial sector.

Those that insist that protecting the interests of the very wealthy will benefit the whole of the economy because they are "wealth creators" is rubbished by the findings of the new report "Divided We Stand: Why Inequality Keeps Rising."

Inequality around the world is rising fast and it's particularly bad in the UK where the top 10% now have incomes 12 times higher than the lowest 10%. This is up from a ratio of eight to one in 1985.

As Nicholas Timmins rightly concludes in the Financial Times
"Trickle down theory is dead. The belief fostered by Ronald Reagan in the US and Margaret Thatcher in the UK in the 1980s, that if the rich got richer, their income and wealth would trickle down the income scale so that a rising tide lifted all the boats, has had the last rites pronounced on it."
So if the rich bankers aren't really creating wealth for society, who really provides it? A good starting point would be a 2009 study by The New Economics Foundation which compared the social value of different occupations. For bankers it found that "while collecting salaries of between £500,000 and £10 million, leading City bankers destroy £7 of social value for every pound in value they generate."

Tax accountants meanwhile destroy £47 for every £1 in value they generate.

In comparison it showed that childcare workers generate between £7 and £9.50 and hospital cleaners more than £10 of benefits for society for every £1 they are paid.
The OECD recommends that to stem the tide of rising inequality investment in "human capital" is vital and that "more and better" jobs should be created.
"Once the transition from school to work has been accomplished, there must be sufficient incentives for workers and employers to invest in skills throughout the working life." 
We will only recognise these challenges if jobs are created for those who are society's real wealth creators. Stopping the damaging public sector cuts would be a wise place to start.
          How do you fight child poverty in the 21st century? One classroom at a time        
(Students’) success or failure in the public schools will determine the entire body of human capital and educational potential that the nation will possess in the future. Without improving the educational support that the nation provides its low income students – students with the largest needs and usually with the least support — the trends […]
     

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          Haiti's Splendor Within        
  While other countries are rediscovering people power and casting out dictators, Haiti is allowing them back. ‘Baby Doc’ Duvalier came and went last January; Aristide now has a passport and may return any moment. If Baby Doc’s mute visitation was a desperate bid to correct a country’s freefall, his affect conveyed the opposite: an unreadable face and inchoate gestures of a now pitiful, once grandiose despot. Aristide’s return will be neither silent nor impassive.

So ended 2010 in Haiti, surely the country’s worst year since independence in 1804. The massive quake in January, then Hurricane Tomas, followed by a crippling epidemic of cholera. The year ended with a rocky electoral contest, still unresolved. These unwelcome malheurs conspired to attract the gaze of international media, holding it momentarily. Other spectacles now crow for our attention. Eclipsed by Libya and her neighbors, Haiti’s grip remains tenuous, its silence ominous. Jokes about the depths to which it has sunk—now a platform for foreign dignitaries so low even Sarah Palin can step up—would be funny if they weren’t true.
Leveled to rubble in January 2010, Port-au-Prince is gradually reconstituting itself, but progress will be painfully slow. The city was already mired in failed urban policies long before the catastrophic shudder; the flight of human capital among the political class only advanced as Haiti’s crisis deepened. Today’s void means easy access for anyone of means seeking political office, including pop singers at home and abroad (Michel Martelly and Wyclef). Haiti’s exhausted political class requires new blood, but where are the viable candidates? Popular elections rarely mean the collective interest is served; instead, a leader’s wish becomes his followers’ command. State-sponsored thuggery is a Haitian specialty.

To a new arrival, as I recently was, the obstacles confronting the average Haitian appear to stack up, layer by layer, to a point of monolithic immobility.

Read this rest of this piece here.

          Column: Forget the white picket fence, the American Dream is in the city        
Pedestrians walk through Times Square during a warm weather spell in New York March 10, 2016. REUTERS/Lucas Jackson - RTSA914

Pedestrians walk through Times Square during a warm weather spell in New York March 10, 2016. Photo by Lucas Jackson/Reuters

The dominant housing story of the last century was an exodus of those with means from cities to suburbs. The American Dream consisted of a white picket fence around a private yard, 2.4 children in the home and a nice car or two. Today, the dream is changing. Sure, the suburbs still offer a great deal, but there’s a powerful countertrend that is increasingly hard to ignore: a renaissance in cities, as they draw empty nesters and young professionals alike to a vibrant, urban lifestyle.

According to FiveThirtyEight.com, over 250,000 people reach retirement age in the United States every month. And although the share of baby boomers living in urban areas has decreased since 2000 on an aggregate basis, an important subset of empty nesters is flocking back to choice American cities.

Between 2010 and 2014, half of new business growth in the U.S. came from 20 urban counties.

Take Boston, for example. According to realtor.com, the northeastern city is the most in-demand urban destination for buyers between the ages of 65 and 74, a range that includes the oldest five years of boomers. That demographic is buying more homes overall than every segment besides millennials and Generation X, and Beantown is their first choice among cities. Some former suburbanites have even formed “expat” groups, according to the Boston Globe. Incidentally, this dynamic risks pushing suburban real estate prices down as the number of homes for sale rises. Indeed, in 2016, suburban home prices have been weak, while Boston real estate values have surged.

READ MORE: How the housing markets in 5 U.S. cities may have cost you $5,000 in lost wages

But it’s not just about retirees flocking to cities. Young professionals are also increasingly working and living downtown, drawn by exciting employment opportunities. Between 2010 and 2014, half of new business growth in the U.S. came from 20 urban counties, and half of all job growth in that period came from 73 counties. And according to a recent Wall Street Journal story, one factor behind the Beantown boom has been an influx of people choosing to live in the city. Between 2010 and 2014, for instance, the population of Boston grew by 6 percent, double the national rate.

This urban renaissance has generated a strong real estate market in America’s boom towns.

Many of America’s best-performing cities are, unsurprisingly, science and tech hubs: the usual suspects like San Francisco, New York and Seattle, but also lesser known ones like Raleigh. It’s not just science and tech though — just look to the Lone Star State. Despite the drop in oil prices, Austin and Dallas have enjoyed resilient economies fueled not just by high-tech industry, but also festivals, logistics, financial services and a general business-friendly environment.

This urban renaissance has generated a strong real estate market in America’s boom towns. Rents have risen and prices are increasing. In 2011, high-end urban apartment rent growth peaked at 8 percent per year and remains well north of inflation. Rental increases are higher for large, in-demand cities like New York, Boston and San Francisco — and even higher for the most expensive units within these markets.

READ MORE: Why a severe housing shortage means reduced wages for workers

I worry about the sustainability of these dynamics, in large part because when markets work well, higher prices stimulate supply. And that’s exactly what we’re seeing in many cities. According to the Wall Street Journal, “In 25 of the largest U.S. cities, multifamily permits in urban areas were up 39% in 2015 compared with a year earlier.” Major cities like New York, Philadelphia and Boston are all expecting housing supply growth between two and three times the historical average in the next year. Although demand in these cities is robust, it’s nevertheless worth watching to see if today’s boom turns into tomorrow’s bust.

When markets work well, higher prices stimulate supply. And that’s exactly what we’re seeing in many cities.

The most recent issue of Worth magazine highlighted some of the cities that have benefited from — and actively helped to stimulate — the urban boom. Worth’s selection of dynamic American cities includes San Diego, Dallas, Charleston, Nashville, New Orleans, San Francisco and New York, among others. What unites these cities? As Worth editor Richard Bradley summarized, successful cities have used effective public policy to make downtowns both livable and business-friendly, while embracing existing assets — like Nashville’s music scene or San Diego’s science infrastructure.

Yet the cities that Worth profiled are not homogenous. They’re each vibrant in their own ways. San Diego, for example, has ample human capital, support for startups and a commitment to infrastructure investment. Dallas has transformed into a booming cultural center. Charleston, home to an important port, has attracted global manufacturers without losing its historic charm. To Worth’s list, I’d add Boston, whose Seaport District alone has managed to attract everything from tech startups to General Electric in recent years.

READ MORE: The San Francisco activists who say please build in my backyard

Unfortunately, an influx of wealthy young people tends to make attractive cities like these less affordable. So what’s the best way to sustain the urban renaissance? New construction — via relaxed zoning restrictions — may be a partial solution. For this reason, as Matthew Yglesias put it, “the elevator could be the next great disruptive technology.” Increasing density can push down prices without generating sprawl.

But just as technology could bolster the urban renaissance, it could also endanger it. The Wall Street Journal’s Christopher Mims suggests that the rise of self-driving cars might take the new urban enthusiasts to the suburbs. It’s not hard to imagine young affluent millennials being wooed by futuristic vehicles conveniently escorting them to and from the spacious suburbs.

Especially in this time of general global instability… there are some things worth celebrating. The flourishing of our cities is one of them.

For now, as noted by Worth’s Bradley, “we are living in a golden era of American cities.” And the trends don’t show signs of reversing. Boston, for instance, is expecting 90,000 new residents in the next 14 years. Especially in this time of general global instability, with Brexit, choppy asset markets and falling commodities prices increasing fear across the board, there are some things worth celebrating. The flourishing of our cities is one of them.

The post Column: Forget the white picket fence, the American Dream is in the city appeared first on PBS NewsHour.


          Técnico de Laboratorio Clínico        
Curridabat, San José - Diana Masís Human Capital & HR Consultants San José, Montes de Oca, Mercedes Selecc. archivo… Contactar anunciante Necesita habilitar javascript para usar la completa funcionalidad! SHARE THIS AD Información sobre trabajo ID.: 9799434 Categoría del empleo Medicina / Sa...
          (USA-CA-Merced) Director of HIM - Mercy Medical Center - Merced, CA - $5,000 SIGN ON BONUS!!        
For those who want to invent the future of health care, here's your opportunity. We're going beyond basic care to health programs integrated across the entire continuum of care. Join us and help people live healthier lives while doing your life's best work.(sm) Responsible for effectively leading and directing the work of assigned staff within the parameters of designated performance standards and metrics. The HIM Facility and/or CEO Director is expected to motivate staff to achieve the highest levels of customer satisfaction and to meet the organization goals for customer service and financial performance. This position is key in delivering critical feedback and coaching to facility-based leadership, consistently improving the patient, employee and client experience. . This position is directly accountable for meeting performance metrics, key performance indicators established by both the client and Optum 360 to ensure accurate and timely patient health information management and coding. This role is also responsible for creating a patient centric culture while maintaining strong operational metrics and being financially fiscal. The HIM Facility and/or CEO Director interacts with other departments within the assigned client site(s), and serves as a representative of the O360 HIM Operations department. The incumbent attends managerial meetings as required and supports the core values of Optum360, which is an integral part of this position. The HIM Facility and/or CEO Director drives continuous improvements and tracks, monitors and trends performance to improve business objectives and to disrupt the status quo in order to exceed Service Level Agreement commitments. This position must maintain strong client relationships and represent Optum 360 in all aspects of its values. This HIM Facility and/or CEO Director will serve as a conduit to drive employee engagement, set and balance expectations and reward and recognize winning performance through accountability, performance management, and strong leadership. Although this position is primarily focused upon the provision of service at the Facility (Hospital and/or Clinics) and/or or within the HIM CEO, the position has frequent contact with the Regional HIM Directors, as well as facility-based clinical and administrative leadership. This is an office based position located in Merced, CA at the Mercy Medical Center Merced. Primary Responsibilities: Provides system level oversight for the development of processes and initiatives designed to improve Revenue Cycle performance in assigned areas which includes: SLA and MSA Compliance Audit Follow-up and Compliance Client Liaison (i.e., Relationship development, program coordination) Client/Customer Engagement Leads and monitors targeted customer engagement improvement initiatives Collaborates with and actively coach HIM/Coding leaders, managers, and frontline staff to implement evidence-based strategies to improve the client/customer experience Monitors and evaluates the results of various service / satisfaction surveys. Maintains reporting system including aggregation, correlation, and analysis of data to identify opportunities for operational improvements Evaluates progress, synthesizes feedback, and identifies barriers to success; collaborates with HIM/Coding senior leadership and client leaders to develop and implement interventions to mitigate / remove barriers and achieve positive experience goals Provides administrative oversight for related HIM/Coding initiatives Communications including but not limited to: scheduling and conducting regular individual, mgmt. and department meetings for the purposes of disseminating information, performance feedback and development. Department Status Report Compilation Other duties as assigned Provides system level oversight for Optum360 client improvement programs and initiatives related to assigned HIM/Coding activities, working within the functional HIM/Coding and Client leadership, as warranted. Effectively participates in HIM/Coding Quality Assurance, Patient Satisfaction, Client Satisfaction, Employee Engagement and Process Improvement activities; ensuring associate understanding and commitment, as well as expected process improvement outcomes. Leads by example: promotes teamwork and operational relationships by fostering a positive, transparent and focused working environment which achieves maximum results. Maintains and demonstrates expert knowledge of the application of HIM/Coding processes and best practices; drives the integration of Optum360 HIM/Coding related business objectives within the client environment. Knows, understands, incorporates, and demonstrates the Optum360 Mission, Vision, and Values in behaviors, practices, and decisions. Serves in a leadership role and promotes positive Human Capital Management skills: Interviews, selects and is accountable for the on-going development and evaluation of individuals within the area of responsibility Develops associate loyalty and retention through effective associate engagement, inclusion and participation; Proactively solicits, listens to and addresses associate suggestions; Promotes a professional environment that recognizes and respects diversity Develops or oversees the development of associate work schedules to ensure cost effective staffing that meets customer requirements, while promoting an economical, efficient workforce and considers associate work-life balance Establishes, implements and evaluates on-going performance improvement programs, utilizing an interdisciplinary approach; Escalates to the Regional Director any unfavorable trends or disciplinary actions; Provides managerial follow-up related to performance, up to and including disciplinary actions and termination Provides staff training and mentoring to promote growth and development of assigned resources Responsible for the financial and personnel management of assigned areas Provides leadership for departmental services through collaboration with customers, employees, physicians, clinics, other Optum360 / client departments and services, vendors, etc. Scope of job duties, include and are not limited to: Directly responsible for effectively managing the assigned HIM/Coding activities and staff members; recommend, design and implement procedures for compliance with regulations and standards Uses knowledge of HIM/Coding industry leading practices, performance metrics and monitors, and other documentation Responsible for distributing process updates regarding criteria changes, regulation changes, process and program changes to assigned staff, ensuring their understanding and future compliance Manages assigned staff in order to ensure steady workflow balance and high quality outcomes: Effectively directs and facilitates a multidisciplinary team to achieve its desired outcome Creates a culture supportive of personnel, fostering individual motivation, teamwork and high levels of performance and accountability, and staff retention Supports a collaborative, participative management style Fosters teamwork atmosphere between business and clinical stakeholders Maintains close business relationship with associates at the regional and local levels by ensuring onsite and virtual presence at regular intervals and during special events Educates client and organizational associates regarding assigned HIM/Coding requirements: Functions as a consultant to Regional and facility-based leadership, physicians, and others regarding assigned performance guidelines and standards for HIM/Coding services Identifies action plans to improve the quality of services in a cost efficient manner and facilitates plan implementation Prepares required reports using statistically sound information, displaying content in easily understandable format; escalates to the Regional Director any unfavorable trends Maintains professional development and growth through journals, professional affiliations, seminars, and workshops to keep abreast of trends in revenue cycle operations and healthcare in general: Participates as appropriate in continuing educational programs and activities that pertain to healthcare and revenue cycle management, as well as specific functional areas Develops and implements an annual plan of personal and professional development Demonstrates the competencies necessary to influence others’ behaviors toward a common dedication to the Optum360’s mission, goals, and objectives Participates in local, regional and national health care revenue activities and professionally represents Optum360 at these function Other duties as needed and assigned by the Regional Director or in coordination with other Optum360 HIM/Coding or Revenue Cycle Leadership, including but not limited to leading and conducting special projects. Develops project work plans, facilitates resource allocation, executes project tasks and obtains assistance from other intra and inter-functional resources, as required Subject Matter Expert of applicable federal, state, and local laws and regulations, Optum360’s Compliance, Standards of Conduct, as well as other policies and procedures in order to ensure adherence in a manner that reflects honest, ethical, and professional behavior Required Qualifications: Bachelor’s Degree in Healthcare Administration, Business Administration, Finance, Accounting, or a related field Required Certifications include RHIT or RHIA CCS or AAPC for direct oversight of coding functions 5+ years in leadership role with experience in the management of supervisors / leaders Acute Care Facility HIM and / or Coding Department leadership experience, managing one or more functional areas of: HIM, Coding, or other management functions related to revenue cycle activities in a complex, multi - site environment Experience consulting and project management experience in revenue cycle design and optimization Technical Knowledge Experience leading or participating in HIM and / or Coding - related IT and / or Contact Center program implementation Requires proficiency with: Microsoft Excel, Word, Project, PowerPoint and SharePoint Prior experience with the major HIM and / or Coding technologies currently in use, and / or other “like” systems Preferred Qualifications: Excellent organizational skills (ability to multi - task, produce rapid turnaround, and effectively manage multiple projects) Exemplary level leadership and business driver skills (ability to make hard decisions focusing upon operational goals and business requirements) Experience working in a union environment Exemplary level ability to influence change and serve as primary change agent Demonstrated client service / account management orientation Strong program management skills with the ability to lead and manage multiple, concurrent running projects, prioritize tasks and adapt to frequent changes in departmental priorities. Ability to recognize necessary changes in priority of tasks and allocation of resources, and bring them to the attention of Optum360 leadership, as required. Demonstrated knowledge of process improvement techniques are essential to success, as is the ability to be a self - starter and work independently to move projects successfully forward Ability to work with a variety of individuals in executive, managerial and staff level positions. The incumbent frequently interacts with staff at the Corporate / National, Regional and Local organizations. May also interact with external parties, such as financial auditors, third party payer auditors, consultants, and various hospital associations Must be comfortable operating in a collaborative, shared leadership environment that encourages change engagement and participation, and open dialogue. Ability to work within the organization at all levels utilizing a very “hands - on” approach to creating value and buy - ins as the lead change facilitator Ability to attract, develop, deploy and retain a world - class revenue cycle team, capable of performing as a team and of evolving with the organization’s vision and with cutting - edge technologies Must possess a personal presence that is characterized by a sense of honesty, integrity, and caring with the ability to inspire and motivate others to promote the philosophy, mission, vision, goals, and values of Optum360 and our client organization(s) Operational knowledge of Federal and State regulations pertaining to patient admissions, as well as standards from regulatory agencies and accrediting organizations (DHS, HCFA, OSHA, TJC) Operational knowledge of Federal and State regulations pertaining to patient admissions, as well as standards from regulatory agencies and accrediting organizations (DHS, HCFA, OSHA, TJC) Careers with Optum. Here's the idea. We built an entire organization around one giant objective; make health care work better for everyone. So when it comes to how we use the world?s large accumulation of health-related information, or guide health and lifestyle choices or manage pharmacy benefits for millions, our first goal is to leap beyond the status quo and uncover new ways to serve. Optum, part of the UnitedHealth Group family of businesses, brings together some of the greatest minds and most advanced ideas on where health care has to go in order to reach its fullest potential. For you, that means working on high performance teams against sophisticated challenges that matter. Optum, incredible ideas in one incredible company and a singular opportunity to do your life's best work.(sm) Diversity creates a healthier atmosphere: UnitedHealth Group is an Equal Employment Opportunity/Affirmative Action employer and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, protected veteran status, disability status, sexual orientation, gender identity or expression, marital status, genetic information, or any other characteristic protected by law.UnitedHealth Group is a drug-free workplace. Candidates are required to pass a drug test before beginning employment. Job Keywords: RHIA, RHIT, Health Information Management, Merced, CA, California 83b265e0-6ee6-4958-9644-c83705ee9435 *Director of HIM - Mercy Medical Center - Merced, CA - $5,000 SIGN ON BONUS!!* *California-Merced* *723003*
          Wendy Brown: How Neoliberalism Threatens Democracy        
Neoliberalism, warns Professor Wendy Brown, has created a form of reasoning in which human beings are reduced to their economic value and activity, and in which all fields of human activity are treated as markets and institutions, including the state, are increasingly run as if they were corporations. This logic is even applied to activities with no connection to wealth creation, such as education, dating, or physical exercise, which are increasingly governed according to market rules. People are treated in this schema, as units of human capital who must constantly tend to their own present and future value. === Original video: https://www.youtube.com/watch?v=ZMMJ9HqzRcE&feature=share Downloaded by http://huffduff-video.snarfed.org/ on Wed, 02 Aug 2017 13:37:24 GMT Available for 30 days after download
          United Nations        
Argentina: by training their human capital; by its geographical configuration; for the distribution of its population centres, and by its endowment of natural resources, it is in an ideal situation in relation to many countries. Almost was escaping us record, which in this questioning of the american way of life, which is a constant in our already prolonged speech; the most acerbic critics come from the same United States of America. We have already mentioned the pioneer of Californian hippies attitude; There are currently many people embarked on projects such as ecovillages, post Carbon societies, and implementing a concept that they call relocalizing, which is quite similar to that which we have been preaching as neorruralizacion. This even is this reflected in the films called ecothrillers. No doubt us that a cultural change is inexorable so the Argentine population can achieve a high quality of life through sustainable or sustainable development. It should not be overlooked that these goals must be reconciled with a combat fierce against poverty and destitution. Although vale entered the poor and indigent, seem to be culturally more prepared for this inescapable cultural change. Minimize or eliminating carbon emissions, at any point on the planet, which by now is organized is nationstates that gradually will be framing guidelines generated by the United Nations system, influenced by the G - 8, and that the respective national parliaments becoming laws, is the voice of order; minimize or eliminate carbon emissions, we reiterate, implies that they should no longer circulate eight million vehicles currently circulating in Argentina. The circumstances and the obvious resistances will tell if this decline will be gradual or traumatic. It involves stop using plastics as packaging and reserve them for essential uses. It implies that many current appliances, formerly moved manually, again be it, with...
          Lowongan Kerja Staff Auditor di ANWAR & REKAN        

Batas pendaftaran: 14 Juli 2012
Penempatan kerja: Jakarta (Lihat Info)

ANWAR & REKAN
REGISTERED PUBLIC ACCOUNTANTS AND BUSINESS ADVISORS

DFK International is a Top 10 international ssociation of independent accounting firms and business advisers, with the executive office located in London, United Kigdom, Through the DFK network of over 380 offices located in over 85 countries around the globe. Anwar & Rekan is well positioned to provide clients, as well as to idewntify and link clioents to potential international business opportunities :
  1. JUNIOR AUDITOR ( JA )
  2. SENIOR AUDITOR ( SA )
  3. SUPERVISOR AUDITOR ( SPV )
  4. MANAGER AUDITOR ( MGR )
  5. Sr. MANAGER AUDITOR ( SM )
REQUIREMENTS :
  • An accounting Bachelor or PPAk from reputable univ. With min GPA of 3.00
  • Has an rxtensive knowledge and experience of a min 2 yeras (SA), 5 years (SPV), 6 years (MGR) and 7 years (SM) in a reputable public accounting firm
GENERAL REQUIREMENTS :
Able to work effectively under pressure and meet estabilished objectives-Rxcellent communication, presentation and interpersonal skills-able to deal with people at all levels professionally-Fluency in English both verbal and written is preferred-should ne proactive and self-motivated team players-familiarity with Microsoft Office applications ( Excell, Word and Power Point )

Drop your comprehensive curriculum Vitae, certificate and transcript, to :


ANWAR & REKAN - HUMAN CAPITAL TEAM
PERMATA KUNINGAN BUILDING 5 TH FLOOR
JL. KUNINGAN MULIA KAV. 9 C, JAKARTA  12980
OR EMAIL : hrd@anwar-rekan.com
visit us at : 4-5 jULY 2012 - AT quality jobfair @ Gd. Soemardjito, Kampus UNSOED - Purwokerto 
                  6-7 July 2012-at SATYA WACANA JOBFAIR XIX @ Balairung Universitas - Salatiga 

          Asia-Pacific Financial Services People Advisory Services - Talent & Performance Senior Manager/Manager        
Asia-Pacific Financial Services People Advisory Services - Talent & Performance Senior ... within Tax include Business Tax Services, Global Compliance and Reporting, Human ... Reporting, Human Capital, Indirect Tax Services, International Tax Services, People Advisory Services and Transaction Tax Services. People Advisory Services (PAS) shapes and delivers the ....
          Asia-Pacific Financial Services People Advisory Services - Talent & Performance - Senior/Staff Associate        
Asia-Pacific Financial Services People Advisory Services - Talent & Performance - ... within Tax include Business Tax Services, Global Compliance and Reporting, Human ... Reporting, Human Capital, Indirect Tax Services, International Tax Services, People Advisory Services and Transaction Tax Services. People Advisory Services (PAS) shapes and delivers the ....
          Audit Executive (FMCG) at Lorache Group        

Lorache Group is a Marketing Management, Human Capital Development and Business Process & Strategist Consultancy Outfit, registered with Company & Allied Commission (CAC) of Nigeria to perform such businesses. We are recruiting to fill the position below: Job Title: Audit Executive (FMCG) Location: Lagos Job Description Complete audits which are risk based and factually accurate […]

The post Audit Executive (FMCG) at Lorache Group appeared first on Career Hob.


          Audit Executive at Lorache Group        

Lorache Group is a Marketing Management, Human Capital Development and Business Process & Strategist Consultancy Outfit, registered with Company & Allied Commission (CAC) of Nigeria to perform such businesses. Lorache works cut across multiple industries, including the consumer goods, finance, capital market, pharmaceutical, telecommunication, entertainment and leisure sectors etc. Basically, we develop integrated sales and […]

The post Audit Executive at Lorache Group appeared first on Career Hob.


          Audit Executive (FMCG) at Lorache Group        

Lorache Group is a Marketing Management, Human Capital Development and Business Process & Strategist Consultancy Outfit, registered with Company & Allied Commission (CAC) of Nigeria to perform such businesses. Lorache works cut across multiple industries, including the consumer goods, finance, capital market, pharmaceutical, telecommunication, entertainment and leisure sectors etc. Basically, we develop integrated sales and […]

The post Audit Executive (FMCG) at Lorache Group appeared first on Career Hob.


          Audit Executive (FMCG) at Lorache Group        

Lorache Group is a Marketing Management, Human Capital Development and Business Process & Strategist Consultancy outfit, registered with Company & Allied Commission (CAC) of Nigeria to perform such businesses. Lorache works cut across multiple industries, including the consumer goods, finance, capital market, pharmaceutical, telecommunication, entertainment and leisure sectors etc. Basically, we develop integrated sales and […]

The post Audit Executive (FMCG) at Lorache Group appeared first on Career Hob.


          Considering the Not-So-New Normal for Unemployment        

In case you missed it with a burger belly and hangover from a long day of patriotic festivities, the June (un)employment report was released last Friday morning with little fanfare. The lack of inspired commentary isn't surprising -- the new unemployment numbers are largely unchanged, reflecting yet another month of just enough economic activity to keep the country humming above negative growth levels but not enough to be considered a robust recovery. But the fact that we keep getting similar, limp labor market reports is interesting in and of itself.

First, let's consider the headline numbers: official unemployment (U3) was unchanged at 7.6% from May to June. However, the more accurate measure of unemployment (U6) that includes workers who have recently been dropped from the labor force actually increased dramatically from 13.8% to 14.3%. In relative terms, that is a movement not seen in many, many months. As the below figure shows, the last few employment reports were more mild for U6:



This increase is an indication that the jobs created and filled over the past few months are not the type of full time jobs that are going to get the unemployed back on their feet. Some headlines pointed to the 195,000 jobs added as a sign of "steady" growth, but there can be no real growth as long as the U6 unemployment number remains high. More revealing than the number of nominal jobs added in June is the fact that the number of discouraged workers in June was 1 million workers -- up 20% from last year in June.

Ideally, we want the U3 unemployment number to rise in the short-term because workers are re-entering the labor market and increasing the labor force portion of the unemployment ratio. Then as the number of unemployed is reduced relative to a larger labor force we want to see the U3 number come back down again. But a persistently high U6 number while U3 remains in the mid 7% range means a new normal of high unemployment and even higher underemployment is assimilating into our culture.

Second, sharper reflections of where the labor market is trending remained unexciting speaking to the depth of how bad job prospects are for the unemployed. Both the labor force participation rate and the employment population ratio (which we discussed last month) technically improved by a tenth of a percentage point in June compared to May. But don't get too excited -- as the next figure shows both measures are still terribly low. Bureau of Labor Statistics data has a pretty high margin of error and a 0.1 percentage point shift is statistically insignificant. In practical terms the numbers remain the same as the last few months.

For those that do see a glimmer of light in the 0.1 percentage point increase in labor market participation, consider that if we continued at that monthly pace it would take 4 years for the employment-population ratio to get back to its pre-recession level and over 2 years for the labor force participation rate to bounce all the way back.

Finally, the persistent bland reports suggest that the jobs being added aren't very desirable jobs. The most significant part of the June report was the continued upward trend in part-time jobs being added instead of full-time work. Since March of this year the number of people working part time "for economic reasons" -- meaning people who have to take a part-time jobs to pay the bills -- has increased from 7.6 million to 8.2 million.

There is a disparate range of reasons for this, some cyclical, but others structural. Some companies feel uncertain about the future for tax or regulatory reasons and are less likely to add full-time jobs. This can change with time. However, some employers are only hiring part-time workers to avoid coming Obamacare requirements and fees. Still others have figured out how to be more productive with less labor as a result of the economic downturn and just don't need the same amount of workers. These are more structural. The first because Obamacare isn't going away any time soon. The second because the labor market is largely educated for yesterday's labor needs and human capital is in serious need of learning to adapt to future labor demands.

This is not to suggest we can't be optimistic about the future. Part of the challenge of analyzing the unemployment rate is that the numbers reflect an inconsistent labor market. Some sectors are like fireworks shining bright in the sky, like health care, computer systems design, and information technology. Others just can't get fully launched off the ground, like hospitality (which has seen rising unemployment numbers over the past year), manufacturing (which has improving unemployment numbers but a shrinking role in the U.S. economy), and construction (which also has been improving but still has one of the highest unemployment rates of any industry).

If growth continues in sectors like health care and IT there may very well be a positive turn for unemployment. But if hopes for manufacturing jobs to coming roaring back continue to hold the labor market to the ground, and human capital doesn't adapt to the future, then our present new normal for unemployment may no longer appear so "new" anymore

 

 

 


          Trying To Engage Talent In Your Company? The 5 Facts You Need To Know.        

By: TenThousandCoffees.com   With employee engagement and retention weighing heavily on the minds of employers, it is important to know the facts, stop point fingers and develop a plan for success.   In 2016, employee engagement was ranked the #1 human capital issue. – Deloitte, Human Capital Trends 2016   Last year, only 13% of employees worldwide were engaged at work. – Gallup 2016   One in four employees believe they will be working for another employer within a year. – Harvard Business Review   Many companies are blaming

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          Religion: A Vital Element for Curbing the Menace of Kidnapping in Nigeria for Human Development        

Human capital development has been the most powerful tool for national development; however, Nigeria has been weighed down by the menace of kidnapping which is militating against human development. Kidnapping of people for ritual or extortive or ransom purposes cut across all classes of people - children, foreign workers, traditional rulers government officials, religious leaders medical practitioners, lecturers, politicians and some commoners. This phenomenon has enriched the perpetrators who now contend with the nation in the arena of legitimate use of force and monopoly of violence. The menace of kidnapping is a reflection of moral decadence in Nigeria hence the need for religious studies which inculcate the right moral values such as honesty, hard work, value for life and good human relations which generate peace in the society. It also infuse sanity into the fast decaying nation, prevent the citizens from being social deviant, curb kidnapping and enhance human development. The aim of this paper is to emphasize on the importance of religious studies in curbing the menace of kidnapping. The method used in gathering information concerning this work is the secondary source such as text books, newspapers and electronic media. Findings show that poverty, social; deprivation, frustration – aggression unemployment, lack of youth empowerment and lack of moral values in the lives of many youth led to the menace of kidnapping there should be provision of employment and empowerment opportunities for youth and Religious bodies and the government should educate the masses on the sanctity of life and good human relations.

Keywords: Religion, Human development and kidnapping


          Work@Home Agent Openings for Ontario Canada - Sitel - Ontario        
Operation system – Windows 7, Windows 8, and Windows 10. Our culture is one that invests in the growth and development of our human capital – you....
From Sitel - Thu, 27 Jul 2017 05:35:00 GMT - View all Ontario jobs
          Reactie op Human Capital: Delen is vermenigvuldigen door Liesbeth Staps        
Dank voor je positieve reactie! Innovatie vergt verandering van verschillende partijen in de hele keten en dat kost tijd!
          Reactie op Human Capital: Delen is vermenigvuldigen door Willem Eijgenhuijsen        
Een heel nuttig en veelbelovend initiatief. Echter om dit concept te gaan effectueren bij de verladers, zullen we eerst voorbij de inkoopmanagers moeten, die reeds in een vroegtijdig stadium dit soort innovatieve initiatieven willen omzeilen en meestal als primaire reactie naar de kostenkant kijken. Maar als initiatief zeer zeker veelbelovend, mits er meer tijd kan worden besteed aan de (langdurige) relatie met de klant.
          TruPay Develops New Human Capital Management Solution        

TruPay announces the development of InspireHR, a new human capital management solution that will assist clients with more effectively managing the employee lifecycle from sourcing to off-boarding.

(PRWeb September 21, 2013)

Read the full story at http://www.prweb.com/releases/InspireHR/HCM/prweb11142695.htm


          Kwara Govt. shuts down 132 Illegal Private Schools        

The Kwara Government said on Thursday that it had closed 132 illegal private schools operating in the state. Hajia Zainab Bello, the Director of Quality Assurance in the Ministry of Education and Human Capital Development, said apart from being illegal, the schools were operating in unhygienic environment. Bello, who spoke on behalf of Alhaji Musa […]

The post Kwara Govt. shuts down 132 Illegal Private Schools appeared first on BellaNaija.


          Ponca City Development Authority honored with international jobs award        

PONCA CITY, Okla -- Ponca City Development Authority(PCDA) was recognized for excellence by the International Economic Development Council (IEDC) at their conference in September. IEDC honored the organization's PoncaWorks division with a Silver Award in the category of Human Capital for communities of 25,000 to 200,000 population The PoncaWorks Program was developed as an additional arm of the PCDA based on the requests of area business to help them find the exceptional employees they need to succeed. Here's how it works:  PoncaWorks manager, Liz, utilizes multiple recruitment tactics to locate quality employees and recruit them for Ponca City businesses.  These tactics may include hiring events, plant closings, college job fairs, e-recruitment, etc. Because this program was designed with employers in mind, there is no extra paperwork and no cost for either the employer or the job seeker. To utilize PoncaWorks, merely let Liz know of current or future job openings and details about your ideal candidate for the job. With your company's normal HR hiring procedures and advertising paired with PoncaWorks services and advertising, we are confident you will be hiring your perfect candidate in no time! To start a partnership with PoncaWorks, please contact Liz at lpershing@goponca.com or 580-765-7070.  READ MORE at GoPonca newsletter.  Courtesy photo.

The post Ponca City Development Authority honored with international jobs award appeared first on Just Good News.


          Impressions from China so far         

I arrived in Guangzhou on Monday afternoon. It’s my favourite Chinese city, with the kind of warm weather I prefer, arguably the best food in the country, which is no mean feat, and some of its friendliest people. Breakfast down the street, at the traditional dim sum restaurant, is the highlight of my day with ha kao, shaomai and chong fan that are beyond compare.

China is evolving rapidly and crossed an important Rubicon about a decade ago when the value derived from infrastructure expansion was exceeded by what could be gained from enhancing human capital. The lack of a thriving domestic consumer market was one of the key weaknesses of the Chinese economy that left it exposed to external shocks, such as the credit crisis, which are outside the government’s control. Since then, there has been a considerable effort to boost the size of the domestic economy both by investing in services and developing the online market place.


          Phillip Carey commented on 'Predicting Country Size, Number, and Confederation'        

Kimball's "Eurabian" predictions point to another variable in the equation, and that is the question and impact of the specific composition of the so called 'human capital' of any given region, state, federation, etc.

After all, if natural resources are acquiescing to human resources a greater share of the wealth-producing and success (read: unchallenged sovereignty)-predicting power, then it becomes increasingly important to look not just at the heterogeneity and homogeneity of the political and cultural 'tastes' of populations, but also at the effect such cultural, political and (of course) religious tastes have on the nature and competitive viability of such human resources.

One of the unfortunate trends in a number of countries within Europe--take the Netherlands, for example--is that as the Arab population grows (through immigration and asylum-seeking initially at the first-generational level, and then through higher levels of reproduction in succeeding generations relative to the 'native' European counterparts) its members' integration into local culture, programs, practices and services, etc. actually slows due to the local country's pre-Eurabian policies--policies not designed with such demographic trends in mind.

So, for example, the Dutch system of early and rigid path formation in elementary and secondary education (which relies heavily--even moreso than the US--on early childhood tests to predict probable success in certain educational tracks and future professions) ends up funnelling the vast majority of Arab immigrants' chidlren into lower-level educational tracks from which it becomes extraordinarily difficult, if not virtually impossible, to diverge. This ethnic segregation is one effect of cultural clashes (e.g. Arab women come from the mid-east to the Netherlands almost entirely uneducated, making them less active, if not in-active in their child's education; Dutch is not spoken in the home, making it difficult to carry schoolwork and lessons into homelife, etc.).

As these ethnically segregated school children perform worse on their predictive-tests, they are funnelled into lower-level education tracks that slowly but surely become more and more non-Dutch in terms of their participants, and then they are emptied out of the system into more labor-oriented rather than service-oriented professions.

Combine that with the disproportionate growth in the Arab sector of the population, and it is not hard to imagine a future Europe that is not only much more Muslim, but which has certain members states that are characterized by a surplus of labor-oriented human resources and a deficit of service-oriented human resources.

As natural resources become less important, however, so to do labor-oriented human resources.

How, then, would such demographic pressures on the nature of the human capital in any given region effect the size/soverignty/federation question at hand?

I am inclined to say that such a situation would predict an increase in the size of such a state, and/or its increased accession into a larger, more federalized cooperative, so that it could merge with a local neighbor rich in service-oriented human resources and poor in labor oriented human resources.

Human capital is, afterall, unique in that is is entirely moblie, unlike natural resources. So wouldn't the trend be to expand the region in which such mobile resources could move, migrate and be vied-for (e.g the EU) so as to allow for a heterogeneity of such resources throughout the greater region rather than a conglomeration of such resources in one sector thereof?

I think of the recent EU members from the eastern bloc, for example. Surpluses of lower-level skilled labor, deficits of higher-level service-oriented labor. One worry with the inclusion fo such states in the EU was that, free of migratory regulations, the inhabitants of such states would simply leave the east in droves and flood their more prosperous (German) neighbors with a surplus of such labor-oriented human capital. However, the flip side is that the eastern areas become open and hospitable to captialistic activity which inevitibly brings with it the service-oriented human capital that is becoming more important to the creation of wealth.


          Eric Posner commented on 'Predicting Country Size, Number, and Confederation'        

Another way of putting this point is that natural resources are more vulnerable to expropriation by a foreign state than human capital is, so that if there are economies of scale in defense, size becomes less important as the economy shifts from natural resources to human capital. This suggests that states should become smaller rather than larger.


          Executive Certificate in HR and Business Strategy - LEORON Professional Development Institute , Bahrain, Ghana, Kuwait, Malaysia, Nigeria, Oman, Qatar, Saudi Arabia, South Africa, United Arab Emirates, United Kingdom         

In today's turbulent business world, most companies find themselves in a complex, competitive environment in which the formulation and execution of strategy are more critcial than ever before. When companies fail to deliver on their promises, most blame poorly designed strategy. No worthwhile strategy can be planned without taking into account the organization's ability to execute it - strategies most often fail because they were not executed well. Things that are supposed to happen don't happen. Either the organization's aren't capable of making them happen, or the leaders of the business misjudge the challenges they face, or both.

HR leaders need to provide strategic insights on how the firm's human capital can best deliver on its' strategic business objectives. Participants will learn and use a variety of strategic tools, frameworks and mindsets to better understand the company's business strategy and business model, their competitive position of their industry, and it's human capital value proposition for competitive advantage. HR leaders will have a firm grasp of the key concepts, models and language of strategy and the implications strategy has on the design, capabilities and deployment of the workforce.

Special emphasis is placed on connecting strategic and tactical organizational design issues, budgeting and analytics, developing a high performance culture, and how it can create new organizational possibilites.

Cost:

Discount: Discounts Up to 100% OFF

Next Session:

Duration: 5 Days

Certified


          Certificate in HR Development & Talent Management - LEORON Professional Development Institute , Dubai         

The training provides participants with a holistic view of strategic talent management - one that is long term and continuous - that more fully addresses aspects of Talent Management as part of an overall Human Capital Strategy. It illustrates the concepts and practices organizations can use to transform the talent they have into the business results they desire by leveraging multiple strategic talent management strategies and initiatives. Utilizing a combination of best/next practices, case studies, a synthesis of the latest research, tools, models, and techniques, participants build strategic capabilities to better leverage talent in the enterprise for organizational success.

What will I learn?

  • Why Talent Management Matters
  • Creating a Strategy-Driven Workforce
  • Environmental Scanning, People SWOT and Role Segmentation
  • Workforce Supply & Demand Forecasting
  • Gap Analysis, Risk Identification, and Talent Action Plans
  • Competency Design and Management
  • HR/Talent Development
  • Creating a Continuous Development Culture
  • Succession Planning and Management
  • The Growing Role of Talent Management
  • Strategic Staffing and Onboarding
  • Targeting Future Leadership Needs
  • Strategic Retention, Engagement & Analytics
  • High Performance Workforce & Management

Target Audience

  • HR Specialists and Mid-level HR professionals looking to develop and enhance their overall HR Development and Talent Management capabilities
  • Experienced HRD/TM professionals who want to improve the results and impact of their HRD/TM solutions
  • HRD/TM directors/managers needing a best in class framework to build out strategy and justify investments in broad-spectrum talent management solutions
  • Subject Matter Experts in Leadership or Organizational Development, Staffing, Performance Management and Engagement seeking new ideas for improved business results
  • HR Generalists who want to add HRD/TM as a competitive differentiator to their skill set

How will I benefit?

  • Understand the key areas that make up strategic talent management today; apply advanced concepts and tools to maximize and communicate HR's strategic value across your organization.
  • Learn how to design an organization-wide talent philosophy and engrain a talent mindset that views talent as assets rather than costs.
  • Learn how to create and apply best-in-class talent management solutions that align with business strategy, develop leadership pipelines, and create a motivated, engaged workforce that drives business performance and employee retention.
  • Explore best practices in strategic staffing for sourcing, attracting, selecting and onboarding "best fit" candidates as well as enhance the organizational and employment brand of the firm.
  • Establish a Succession Management strategy and develop mid- to long-range talent plans that ensure a workforce and leadership group capable of implementing the firm's future vision and business goals.

Cost:

Discount: Discounts Up to 100% OFF

Next Session:

Duration: 5 Days

Certified


          Certificate in Business Management and Strategy for HR Leaders - LEORON Professional Development Institute , Dubai         

This course provides a holistic approach in understanding the linkage of business alignment and people performance, utilizing strategic management from a Human Resource perspective. The material will discuss various strategic approaches and models, examining competitive advantage, differentiation, diversification, and value chain analysis. Additionally, the program will highlight change management initiatives, cultural considerations, strategic talent management methodologies and the integration of Human Resource strategy with organizational strategy.

What will I learn?

  • Strategy Overview
  • Strategy Formulation
  • Strategy Execution
  • Business and HR Strategy Integration
  • Organizational Design and Development
  • Organizational Span of Control and Management Layers
  • The Role of Technology in Organizational Design
  • HR Budgeting and Control
  • Developing Business Related HR Metrics
  • Evolution and Integration of HR Analytics
  • Linking Strategy and Organizational Culture
  • Changing Organizational Culture
  • Wrap Up and Review 

Target Audience

Upper Middle - to Senior level leaders who are deeply involved in the development of business and HR strategy at the corporate, business or functional level in their organizations.

  • CHRO/Vice President
  • General Manager
  • Director or Senior Director
  • Corporate or Business Strategic Planner
  • Consultant
  • Functional Directors in Marketing, Finance, Operations or IT 

How will I benefit?

  • Understand the relationship between a firm's competitive strategy and the organizational structure and resources that enable it to implement that strategy.
  • Apply scenario analysis in modeling uncertain, competitive business environments to balance risk and innovation to be better prepared to address external and internal human capital demands.
  • Develop systems and blueprints for horizontal business and HR strategies that coordinate the sharing of resources and the transfer of knowledge between/across business units and functions.
  • Learn effective organizational design principles and tactics in both traditional and innovative organizations, with special emphasis on organizational forms that can provide strategic advantage
  • How to identify, define, adapt, implement, and maintain a robust multi-national company culture. 

Cost:

Discount: Discounts Up to 100% OFF

Next Session:

Duration: 5 Days

Certified


          High Status Firms: Hiring Advantage but Retention Challenge        
Scholars Matthew Bidwell, Ethan Mollick, Roxana Barbulescu, and Shinjae Won have written a new paper titled, “I Used to Work at Goldman Sachs! How Firms Benefit From Organizational Status in the Market for Human Capital.” The scholars discover, unsurprisingly, that high status firms have a powerful hiring advantage. Knowledge@Wharton summarizes the key finding: 

If a firm is high status, it possesses a hiring advantage (“preferential labor market access” in the paper’s language), but the advantage is not what one might think. It isn’t better pay or more interesting or challenging work: It’s the belief that having worked for such an employer can help you get a better job later on.  â€œYou essentially can pay people in reputation,” says Mollick. “They will take less salary early on because the reputation will result in a higher salary later.” 

How substantial was the impact of status in the employment choices made by MBA graduates in the study? According to the authors, the impact was especially critical in investment banking (shocker!), "where respondents’ odds of accepting a job offer nearly doubled with a one-unit increase in their perception of the firm’s reputation."

Interestingly, though, the hiring advantage that high-status firms possess turns into a retention disadvantage later on in people's careers.   These workers may value status over pay when they are looking for a job right out of school, but eventually, they want firms to show them the money!   The scholars found that, "Workers’ pay rises faster with seniority in high-status firms than lower-status firms."    What's going on?  Now these workers have the high-status firm on their resume.  They view themselves as highly attractive candidates on the job market.  Indeed, they probably do have many outside opportunities that are quite lucrative. Thus, they demand high wages if the firm wishes to retain them.  Of course, many of these high-status firms that recruit at top business schools understand that retention will be difficult.  They don't even mind as people leave in many cases.  They cultivate their alumni network, much as a university would.  Why?  After all, these former employees who leave a banking or consulting firm become potential clients for the firm when they move to a different company.  

          USGBC National Capital Region presents 2017 Community Leader Awards         
Feature image: 

USGBC National Capital Region announced the recipients of the 2017 Community Leader Awards during the organization’s 16th annual  A Midsummer Night’s Green  event on July 20, 2017. The event was held at the Arena Stage at the Mead Center for American Theater in Washington, D.C.

Three awards were given to LEED projects in the National Capital Region that exemplify green building practices and principles:

  • Innovative Project of the Year—New Construction was presented to Mundo Verde Public Charter School, nominated by Studio Twenty Seven Architecture.

  • Innovative Project of the Year—Interior Design was presented to Nixon-Peabody, LLP, nominated by Perkins + Will.

  • Innovative Project of the Year—Existing Building Performance was presented to 650 Massachusetts Avenue, nominated by Sustainable Building Partners.

Innovative project of the year winners at A Midsummer Night's Green

Innovative Project of the Year, New Construction—Mundo Verde Public Charter School, nominated by Studio Twenty Seven Architecture.

Although only one winner was chosen in each of these categories, because of the strengths of the projects that applied, our judges decided to name two honorable mentions. MGM Grand National Harbor, nominated by SmithGroupJJR, was given an honorable mention in the category of Innovative Project of the Year—New Construction. SmithGroupJJR was the architect of record for MGM Grand, and HKS was the design architect. American University/WAMU, nominated by AU Design and Construction, was given honorable mention in the category of Innovative Project of the Year—Interior Design.

Human capital costs typically account for 90 percent of business operating costs and most people spend 90 percent of their time indoors, so the built environment has the potential to deeply impact our greatest asset—people. The quality of indoor space design—including temperature, humidity, noise, light, space and air quality—affects health and productivity, and can have significant financial implications for employers.

This year, for the first time, USGBC National Capital Region recognized a project for advanced commitment to health and wellness in the built environment. The award for Innovative Project of the Year—Health and Wellness in the Built Environment went to the American Society of Interior Designers (ASID), which has achieved both LEED and WELL Platinum certification, and was nominated by Perkins + Will and rand* construction.

Attendees at A Midsummer Night's Green

Our final category for project awards recognizes outstanding projects that either are certified under a GBCI rating system other than LEED or do not have a third-party certification. Because we had two standout projects apply in this category, our judges decided to name two winners. Innovative Project of the Year—Responsible Design was awarded to Intelligence Community Campus in Bethesda, Maryland, nominated by AECOM, and to Bunny Mellon Healing Garden, nominated by DAVIS Construction.

USGBC National Capital Region is proud to recognize inspiring individuals who are helping make sustainable communities a reality for the D.C. metro area with our Leadership Awards. Award winners were recognized in the three categories below:

  • The Award for Leadership in Government, Advocacy or Policy recognizes an individual who has worked to make real and meaningful change on the local level. This year, the award went to Patrick Kunze, GHT Limited.

  • The Award for Leadership in Health and Wellness recognizes an individual who has worked to advance awareness and implementation of standards, principles or policies that improve human health and well-being through the built environment. This year's award went to Rachel Cowen and Andrea Swiatocha, Hord Coplan Macht.

  • Last, every year we recognize our most energetic, engaged and supportive individual local community members with an award for Member of the Year. This year's award went to Julia Craighill, Ensight Consulting and Sarah Rentfro, Simpson Gumpertz & Heger Inc.

Our community developed the awards program in order to acknowledge outstanding accomplishments in sustainable design and construction and to celebrate individuals.

A Midsummer Night’s Green was sponsored by Above GreenGHT Limited, Sustainable Building PartnersView Dynamic GlassJBG SmithBozzutoCushman & Wakefield, DonohoeGPIGrimm and ParkerHBW ConstructionSkanskaThe WharfThe Electrical Alliance, Ernest Maier Block & BrickDPR Construction and Perkins + Will


          The Brazilian Competitiveness Cliff         
Brazilian exports of goods and services have grown sharply in recent years, with sales nearly three times higher in 2010 than in 2000. However, Brazil faces considerable competitiveness challenges: its export performance depends mostly on favorable geographical and sector composition effects. Such challenges increased after the recent global economic crisis. A recent slowdown in industrial exports, production, and investments seems related to supply-side difficulties stemming from a wide range of inefficiencies and rising costs, rather than insufficient demand. Although a stronger currency is one of the factors behind the lower competitiveness of Brazil's manufacturing exports, sluggish productivity performance, lack of dynamism at the firm level, and a real wage uptrend seem to explain a significant part of the overall loss of competitiveness. This diagnostic reinforces the urgency of resuming the agenda of microeconomic reforms, increasing the investment-to-gross domestic product (GDP) ratio, and advancing toward better-skilled human capital.
          Measuring the Effect of Gender-Based Policies on Economic Growth         
To this day, policy makers, policy advisers, and economists in development institutions do not have any practical tools to help them to assess the impacts of policies aimed at promoting gender equality and quantify the effect of these policies on growth. Yet, there has been limited effort in that direction. This note lays out such a tool, a framework for quantifying the growth effects of gender based policies in developing economies, developed recently in the context of a research project sponsored by the World Bank. The framework is based on analysis using a computable overlapping generations model that accounts for the impact of access to infrastructure time allocation, as well as human capital accumulation and inter and intragenerational health externalities. The analysis also presents illustrative gender based experiments in a calibrated version for a low income country.
          Benchmark of Human Capital        
| by Victor Cherubim

( January 21, 2015, London, Sri Lanka Guardian) Economist Theodore Schultz in the 1960’s used the term “human capital” to reflect the value of our human capacities. The education, experience and abilities of employees, is human capital.

Men and women have an economic value for employers and for the economy as a whole. Human capital may be defined as “the stock of knowledge, habits, social and personality attributes including creativity embodied in the ability to perform labour so as to produce economic value”.

Both women and men strive to achieve a work and family balance, but it is argued that it does not imply more or less equality of gender.

Closing Gender Gaps

The barriers facing women are becoming much clearer, with lives becoming much more individualistic. The constraints that are slowing progress in attaining a more egalitarian society are evident. But women are not wallowing in self pity about the obstacles they face. We know and it is seen everywhere they are climbing these hurdles.

In addition to economic change, we are going through a period of huge social transformation around the globe. The untapped talent of women is part of this change. Women are becoming more confident and assertive. Closing the gender gap could be the key to success of business in the future?

This is because a challenging global landscape demands a new and innovative way forward. How we manage people – using all of the available human resources, particularly women.

Why women?

It is not because women are the underprivileged. Boris Groysberg of Harvard Business School, in his book “Innovative Women” claims networks are particularly important to women more than men. Women who are often marginalised and left out of internal power structures are slowly but surely laying claim to their right.

The thinking on the part of women, based on the age old beliefs of “coulda, woulda, and shoulda” is disintegrating in a fast changing smart world.

How we manage people –using all of the available human resources and this includes
women from all walks of life. Whether it is technical skills, or interpersonal skills, women are taking a leading role, not only in jobs such as engineering and plumbing, but also in boardrooms.

This is because women solve problems differently from men. There is a dearth of this talent and the world is on the lookout for this speciality.
Inclusive rather than exclusive society

For opportunities to gain competitive advantage in the business and in the world of work, women have to overcome two fears, the fear of failure and the fear of insignificance. The latter according to research is causing a leak in talent in most organisations.

To stem this leak society needs to be inclusive. We have seen it vividly in Sri Lanka during the recent Presidential election. Women not only in the North and the East turned out in numbers to make a decisive change. Women everywhere is Sri Lanka quietly, but persistently canvassed for change. There is no denying that in the new Sri Lanka women are playing not a secondary, but a key role in political change. They are driving for a more inclusive, rather than an exclusive society.

Change is in the air

If you think that this phenomenon is only applicable to Sri Lanka, it is a misgiving. We see change all around the world. Change is not supercilious but surely surreptitiously taking place.

The message is very easily communicated through the social media, through twitter, instagram among others. The future is the internet.

Landmark decision in London

Women have over a long drawn silent protest convinced fellow women but also men to boycott the Page 3 of the nude glamour models in a morning newspaper. Sales have seriously dropped causing a victory for women.

The Sun, a Murdock Empire paper in London after 44 years of publishing photos waist up of women, perhaps, decided that men had seen enough of the nudity have abandoned Page 3 close up from 19 January 2015.

This did not come about by the goodwill of the publisher. It came about by the courage of women and the imagination of men across Britain with an online petition of 215,000 signatories and the boycott by influential groups and Universities.

A victory for humankind

It is a great victory for women not only in UK but around the world and a benchmark for humankind.

          International HR Jobs - Director, Global Talent Acquisition at Living Goods (LG)         
Job Title:           Director, Global Talent Acquisition Organisation: Living Goods (LG) Duty Station: Kampala, Uganda or Nairobi, Kenya Reports to: Director, Global Human Capital About...

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          ï»¿Developmental economics        
Brain drain which is also known as the human capital flight, which can simply be defined mass migration of technically skilled people from one country to another country. In more simple words brain drain refers to the departure of skilled and educated people, like doctors, engineers, accountants, economists, scientists from one country to another to... View Article
          Webinar Recording: Interrupting Biases and Stereotypes: Becoming Inclusive Leaders        
  • Webinar Recording
May 19, 2016

As companies strive to tackle the shortage of executive talent, maximize human capital with fewer resources, and remain successful, it is essential that they understand the vulnerability of talent management systems to gender biases and stereotypes.

This webinar explored how both individuals and...


          Bryan Caplan on College, Signaling and Human Capital         
Bryan Caplan of George Mason University and blogger at EconLog talks to EconTalk host Russ Roberts about the value of a college education. Caplan argues that the extra amount that college graduates earn relative to high school graduates is misleading as a guide for attending college--it ignores the fact that a sizable number of students don't graduate and never earn that extra money. Caplan argues that the monetary benefits of a college education have a large signaling component rather than representing the value of the knowledge that's learned. Caplan closes by arguing that the subsidies to education should be reduced rather than increased.
          Comment on Clan Cleansing in Somalia: The Ruinous Turn of 1991 (2013) by Somaliya        
Evolution of the Somali society… Or why Somalia has been struggling to get back on the feet? The essayist is of Somali origin and has lived in Somalia during the time of the “lost paradise” . He grew up in Beletweyne and studied in the cosmopolitan Mogadishu. A scholarship allowed him to take up post-graduate studies in Western Europe. Due to the emerging and ever since protracted conflict in the country, he continued his stay abroad. In recent months, however, he returned to his mother country where he spent several months travelling and visiting places of his past. Along the journey, he met countless old friends and made new ones. Extensive conversations with his peers allowed him to get a profound insight to the current state of affairs in Somalia, from an outsider’s perspective. The sun sets over Somalia…. Since 1991, a war for access to resources has been ongoing in Somalia; fueled by the strong aspiration of various tribal groups to illegitimately gain wealth and political power. The epicenter of the conflict has been the capital city of Somalia, Mogadishu. Ever since, it has been a war that affected mostly innocent people living in the city whose genuine concern has always been to run their daily business peacefully. Never even considering that their livelihoods would be at stake, they have become the focus of scrupulous interests of political leadership and speculations. Well-organized and equipped tribal militia have emerged from the “bush”, indoctrinated to hate their compatriots and politicians from other tribes. Targets of their meaningless killings have been businessmen, political figures and religious leaders of particular tribes, often encouraged by illiterate but power hungry amateurish politicians that failed to enter the Somali political arena peacefully. Instead, they have ordered those tribal “bushman” to humiliate, rape or even kill. Innocent people from other tribes have been forced to leave their home turf, either as internally displaced people (IDPs) within their country or as refugees abroad. As a result, power hungry politicians have remained in the city and scrupulously appropriated properties belonging to fellow countrymen, such as private houses and businesses, but also governmental buildings including schools, hospitals, universities, ministries, industrial areas and military zones. In the conventional comprehension of those politicians, the unlawful acquisition of assets contributes to the wealth of their individual tribes, hence leading to their increased political power in the country. The illegitimate attainment of wealth and related political power has only been possible by means of protracted conflict in the country. Rejoicing their newly gained influence, they request absolute obedience by subdued tribes. This malicious spiral has been whirling ever since the conflict has commenced, and the political arena in Somalia has been distressed by this fact. At the very beginning of the conflict, a wide majority of Somalis anticipated that the motivation behind the conflict was a vigorous change in government rather than the killing of innocent persons, the ruining of livelihoods, properties and subsequent displacement of populations. The slaughtering has continued; men, women, old, young and even children have been amongst the fatalities. Only the tribal affiliates of the murderers have not been forced out of their homeland and dispossessed as the others. In addition to that, ignorant fellow tribesman have not intervened and prevented the continuous violence. Previously, they have been relatives, neighbors, colleagues and friends; and still, they seem to have been in agreement with the ongoing pointless slaughtering of innocent people. They have not made any effort as such to intervene in the conflict. It has been part and parcel of the propaganda machinery to make them believe that the “wealth and power will be collective” and the whole tribe will benefit in the long term; newly gained assets, including agricultural land and properties will be shared. As many people left Mogadishu searching for safety and security, they were followed and the killing was extended across the whole country and only crossing the borders into neighboring countries provided the desired peace. The dark side of Somali history is ongoing, and this essay aims to uncover atrocities that have taken place and continue to be committed in light of greed for wealth and power. Despite the infinite existence of Allah, the Almighty, one day the violence turned against the perpetrators. While the conflict has prolonged, slaughtering has turned both ways and became crueler than ever before. The trust among people has gone lost and in order to be safe, armed militias have had no other choice than to stay within the confined tribal or sub-tribal areas. This also applies to civilians who are safe only within the area of their tribal majority or where well-equipped militias can protect them. Citizens who have lived all their lives in cosmopolitan Mogadishu, neither native to the tribal area nor with militia support, have been forced to return to the place of their tribal origin or leave Somalia altogether. This has lead to a major brain drain and outflow of well-trained and experienced human resources. Shadow operations At that point in time, global humanitarian actors had greatly mobilized and resumed humanitarian assistance all over Somalia; they had also resumed to dispense into the city of Mogadishu. The main objective has been to assist communities affected by the conflict, with food supplies, health support, shelter and anything else required to make communities resilient under the current circumstances. At the same time, conflict mediation processes were recommenced in order to ease the fighting. Subsequently, the targeting of the legitimate beneficiary groups has always been a concern. By addressing “traditional” community elders, international humanitarian agencies assert to reach out to the most vulnerable groups. In reality, community elders tend to closely liaise with warlords and instead of representing the needs of communities they have exposed strong personal interests. By insisting on the practice of delivering aid to people through the respective leaders deceives its genuine purpose. If at all a war could be argued to be fair, this Somali conflict has become even more unjustifiable by tolerating that the most distressed strata of society remain entirely unattended. Would not the delivery of humanitarian assistance to communities directly be much wiser? By giving more control into the hands of hypocritical community leaders and warlords, their power over the communities advances. Whoever seeks humanitarian assistance and support in accessing basic supplies through humanitarian assistance is forced to obey to the false authority of self-declared community leaders; otherwise, no help will reach disobedient but most needy community members and the lack of livelihood options results in hunger and starvation. On the other hand, those elders and warlords have understood to gain maximum benefit from this “humanitarian business model”, by neither investing much of their capital nor time. The occasional shooting and destabilization efforts in the region are just part of this new business model, showing that they possess supreme control over the tribal area. It is them who decide about peace or war in their immediate tribal area, and by doing so they either facilitate or block the delivery of assistance to the most needy. In addition to that, the elders and warlords have been actively engaged in providing logistic support for delivery of humanitarian assistance (food, drugs and shelter, etc.), contracted by the humanitarian aid agencies. They provide the means of transportation and receive daily allowances. Not only that, more often the newly emerging leaders of the communities demand to be the overall manager of the aid delivery operations, including the monitoring of financial cash flows. It is extraordinary that rarely there have been monitoring systems established to follow up on delivery. It is because of this that operational budgets were not disbursed to the full amount and were partially shifted to private bank accounts. In addition to that, food, drug and shelter as well as agricultural equipment were transferred to more profitable markets, either in the same area, in other cities of Somalia or crossing borders illegally as contra-band products. This “business model” has proven that the more communities starve, the more aid would flow and as argued above, the more profitable gain would be made by corrupt community leaders and their warlord friends. According to Somali understanding, this has been the most profitable and never dreamt of business ever, allowing certain people to become rich within a very short period of time. Consequently, it is not in their interest at all to have neither a stable nor a peaceful country. Once, one of the legendary Somali warlords was asked about his thoughts on peace and the militia turning in their weapons in order to achieve this. His answer was as expected. He is not at all interested in contributing to mediate the conflict and promote the peace process in the country. “Is there any business more profitable in this world than being a warlord and the traditional leader of my tribe in charge of facilitating humanitarian aid delivery in my tribal area? I am earning more than hundred thousand USD per day.” According to him, there is no need for peace in the country and no need for a government, either. At the commencement of the war in 1991, he was a soldier barely earning enough to cover the living expenses of his family. The work with humanitarian agencies allowed him to gain personal wealth and status within the tribe. Today, he claims to be a millionaire and is a well-respected tribal patriarch. Moreover, he has become a national level decision maker. He shows pride in highlighting the fact that he has not made any investments in the “business” away from coordinating and commanding militia forces. On the other hand, the militia forced humanitarian agencies to deal with this warlord and tribal elder in “business terms”. He could not care less than about his personal wealth, instability in the country and non-presence of a functioning government. In conclusion, he emphasized the fact that if aid agencies would stop to collaborate with him, he would block access to the areas under his control, claiming that the distress of the communities residing there will increase (and this despite the fact that the community barely received any support through his presence). Darkness in Somalia If there is anything that Somalis are good in, it is to replica and imitate recklessly, especially for what is considered insincere and illegitimate and above, that does not require deep thought, stern effort and responsibility but allows becoming well off over a short period of time. As the days of prosperity for Somali warlords discontinued, recently, certain youth in the country emerged in the humanitarian sector. At the time when the conflict started in Somalia, most of these were adolescents from families who neither had the opportunity to leave Somalia nor to gain access to higher education. They eagerly studied Arabic and English language and acquired the basics of development terminology. They absorbed the humanitarian language claiming to assist the suffering Somali people. And, they established local non-governmental organizations (LNGO) and associations claiming to support particular beneficiary groups, vulnerable groups such as IDPs, women, youth and children; each one of them covering a distinct tribal area. In order to widen their visibility and access to donor funding, some of the LNGOs contacted relatives abroad praising the extensively emerging business opportunities in the humanitarian sector across the country. As a result, diaspora organizations in support of fellow Somalis registered predominantly in Europe, North America, and the Gulf countries but also in other random locations. Now both the diaspora and the respective “branches” in Somalia have access to substantial funds provided by humanitarian and donor agencies. Besides the warlords and red-bearded elders having benefitted before, also the non-governmental sector has entered the “pathway to prosperity” based on the misery created by the conflict in Somalia. Within a few months, LNGOs mushroomed in every corner of the country. Somalis even claim that every family in the country maintains a NGO. Of course, each of them proclaims to be the most experienced and trustworthy institution in the tribal, sub-tribal or sub-sub tribal area; hence, they ought to be contracted to implement humanitarian activities guaranteeing that assistance will unquestionably reach intended beneficiaries. Once and so often it happens that a member of the humanitarian community is killed, working for both local and international agencies. The main cause is that they try to provide support to Somali communities in tribal areas without approval of the so-called tribal leaders. In order to avoid those targeted assassinations, one must get in contact with or contract a Mukulaal Madow, the Somali term for a “Black Cat”. In order to claim that a certain LNGO is able to provide vast coverage within Somalia, offices with the banner of the LNGO are opened in various strategic locations. This is negotiated with the particular leaders of the tribal areas, undoubtedly with financial gain involved. It has also become a practice that international agencies collaborate with LNGOs who claim to be familiar with local dynamics and ensure the implementation of activities. Shedding light on some But what are the proficiencies a LNGO requires to have access to donors and humanitarian funds? Certainly, good communication and writing skills in English or Arabic, depending on the official language of the particular donor agency to be addressed. A digital camera is handy and allows documenting the process and outcomes of projects in communities that claimed to be supported. And of course, the visa to travel to Nairobi and Arab Gulf countries to attend meetings is critical. The chairman of a LNGO supporting agricultural activities in Lower and Middle Shabelle Regions explained that he usually awaits the commencement of seasonal activities and the preparation of agricultural land, in order to join farmers in their activities as a pretended visitor. And in order to bring as many people as possible together in one location, he invites them for lunch. A group photograph will later on show the successful project outcomes and the well documented field visit to the community will tell the achievement of results, including the fieldwork. He confirmed that these pictures are used for donor reports along the elaboration of project activities that in fact have never taken place. Short interviews with potential beneficiaries claim the level of community satisfaction and gratitude to the funding agency. Following the same argument, during one of his many site visits, the author of this essay witnessed the outcome of a well-funded irrigation project. Where there was supposed to be a functioning deep well, including storage facilities and a distribution system, only tanks were delivered and left behind in the middle of nowhere, with no sight of any borehole whatsoever. Only from the distance one might be able to assume that the required infrastructure has been provided. The local community confirmed that they had meetings with representatives from an INGO who promised to provide the community with consistent water supply required for human beings and animals, particularly important to sustain much appreciated livelihood activities also during the dry season. The tanks were built and the INGO vanished. Above case studies reinforce the argument that the humanitarian agencies have repeatedly benefitted from the desperation of local Somalia communities and the good intensions donor agencies show in supporting local communities and making them more resilient. The difference between the work of LNGOs that have been growing like mushrooms in every corner of the country and warlords terrorizing communities is that LNGOs do not carry weapons and are not surrounded by well-armed militia. However, if imperative LNGOs would be able to mobilize and stir up conflict and killing between different groups in support of their ultimate goal, gaining profit through “humanitarian work”. Over the years, LNGOs have become wealthy, contrary to the communities they have been meaning to support; they have remained poor and illiterate and above all, based on the fake claim to support the most vulnerable, they are even well respected. As a result, communities, their particular red-bearded leaders and local militia can easily be corrupted by occasional pocket money or lunch provided by LNGOs. This kind of corruption goes even further up to the higher government levels. Traditional and often illiterate leaders delegate particular members of their tribe to be represented in the Somali Parliament, and while the President is elected by the Members of Parliament the Prime Minister is appointed by the President. The positions of Ministers and Director Generals of the various Ministries are collectively negotiated between the tribes based on the 4.5 system. Right from the offset, this system is prone to corruption. It can be argued that the President of this country was (s)elected by certain interest groups within tribes, often financially supported by “humanitarian businessmen”. It can be argued that the humanitarian sector in Somalia is a shadow business, as the provision of humanitarian assistance to vulnerable communities in many cases is not genuine at all. Often, decision makers that disperse funds to humanitarian projects on behalf of the international community are neither aware of the Somali complexities nor do they know the context well. The evidence becomes clearer when investigating the irresponsibility towards monitoring and evaluation of the implementation of projects in order to steer the outcomes into the intended direction. It could be argued that some donor elements are part of this shadow business that has been ongoing for many years, gaining a substantive share from well-anticipated donor funds. It is rather depressing to realize that Somali people have been too humble to recognize the filthy business that developed based on their misery. They ought to stand up against those LNGO owners claiming to support their communities. Instead, they continue to respect the wealthy LNGOs owners that build their business empire on the desperation of people. It is irritating why local communities have never questioned the fact that their peers have become outrageously rich over only a short period of time. Reflections The author of this essay has been travelling throughout Somalia in order to reconnect with his people whose lives he had not shared for so many years. From the perspective of a tenderhearted person and keen thinker about development issues in this world, it has been surprising how little comprehension the international humanitarian agencies and donors have about their role in developing Somalia. Initially good intensions turned against the anticipated beneficiaries, hereby making them even more vulnerable while being exposed to conflict and seasonal hazards. No longer there is any doubt about the absolute carelessness by the international community followed by irresponsibility towards the humanitarian resources poured into Somalia, mostly involuntarily afforded by tax payers of donor countries. One might even argue that the money being spent is in accordance with well-developed shadow businesses in Somalia. This would mean that humanitarian decision makers are very much aware of the Somali dynamics and have their share. No matter what, it certainly requires an investigation and thorough analysis of the humanitarian sector in the case of Somalia. It is problematic that there does not seem to be sufficient follow up at field level on the actual implementation of projects and the management of operational budgets assigned to LNGOs. Certainly, the security situation in the country can no longer be an excuse here. Moreover, the general question arises whether the international community is interested in the stabilization of Somalia and overcoming the status of a Failed State. Certainly, this can only go along with the strengthening of capacities at all levels of Somali institutions. The implementation of projects through respective line ministries and professional associations is unquestionably a means to achieve this; instead of contracting “one-man LNGOs” seeking to achieve quick impact at community level and long lasting financial gain at personal level from this situation. The Failed State Somalia offers a thriving business platform, unrestricted and uncontrolled. Countless self-declared community elders and LNGOs, country representatives of UN agencies, focal points for INGOs as well as coordinators from international agencies cavort in the capital and other cities of this fragmented country as much as in the most remote areas; all of them being either directly or indirectly engaged in the humanitarian sector. While most of them bare the hardships of living and working in Somalia with the sincere intensions to contribute to the developing of this country and bringing back peace and stability, others see the governance vacuum as an opportunity to engage in illegitimate businesses carried out on the shoulders of the most vulnerable. Claiming to assist the most affected and desperate communities, the humanitarian sector has chosen to work independently from Somali government and professional institutions considered incapable and too weak to deliver assistance. Not following a developmental approach, the intention does not seem to build appropriate institutional structures to take up the role of humanitarian actors in the country while providing for long-term stabilization of the country as a general goal. Instead, through mismanagement of funds, the humanitarian sector has made few people very wealthy and contributed to the scattering of the country. “There is no lunch for free”, economists claim. However, in Somalia the opposite takes place. Humanitarian funds poured over the country provide millions of lunches for free and have supported certain terrific minds to establish prosperous businesses out of it. This resulted in the fact that nothing in Somalia that can attract some sort of humanitarian assistance is left unattended. It reaches as far as the solid waste collection in the streets of Mogadishu and people residing in the camps assigned for IDPs. Even though it lies within the responsibility of the local government, solid waste would be piling up in the streets causing a major health threat without financial support of donor agencies. And IDPs are forced to reside in camps; often shelters in those camps are advertised on the low income housing rental market. IDPs seeking support in shelter, food and drug distribution are sent by the management of camps to the humanitarian agencies. Then, those items very often are sold in the free market, and the operational funds for the camps remain in the pockets of individuals claiming to be managing those camps. Humanitarian and development assistance have neither been provided to interim ministerial departments to manage IDP camps nor to municipalities to take charge of the solid waste management in cities. The writer of this essay interviewed a cross-section of Somalis on their main source of livelihood, including a wide range of well-off Somalis trying to understand the incentives behind their business establishments and the funding sources. It has become clear that government officials do earn a monthly salary insufficient to live with their families in urban areas, rather it is the professionals employed by LNGO, INGO and UN agencies that can afford the ever-increasing lifestyle in Somalia. Excess wealth is only made by the ones who either own a LNGO, are country focal points, representatives and zonal coordinators of one of the international humanitarian agencies such as UN and INGOs or who entered a business contract with them. Others struggle to find one warm meal a day. Another category of extremely well paid individuals, is the lawyers working in the courts of Mogadishu. This applies particularly to lawyers engaged in property issues, assisting those who have lost their properties during the war or whose properties are illegally occupied. Enormous money transactions are involved in reclaiming property; court trials are lengthy and costly. Instead of following legislative procedures, informal bidding processes are initiated and whoever is able to pay the greater amount will be the assigned “rightful” owner and champion of the trial. Often they are wealthy people who illegitimately gained their fortune. It is evident that this practice does not contribute to reconciliation in the country; rather, it steers up a new kind of conflict that calls for resolution by the many militant groups resident in the city. Entering a tunnel LNGOs running educational facilities, orphanage colleges and health businesses are following the same footsteps. There are uncountable establishments and most of them charitable by description with a rigorous religious regime. Most of the donor requests seek for funding to construct schools, universities and hospitals as well as orphanage colleges. Once granted the financial support, buildings and infrastructure building is carried out in a poor quality in order to reduce costs and maintain funds for the development of side businesses. Repeatedly, those schools, universities, hospitals and orphanages are private enterprises owned by individuals. In order to access the services provided by those facilities, enrollment and subscription fees are to be paid. As no sustainable business models can be demonstrated, these institutions continue to seek financial support from the international community. This includes the maintenance of buildings, remuneration of teachers, provision of books as well as drugs for hospitals. Any additional funding goes straight into the pockets of individual business owners, deceiving the humanitarian community. All over Somalia and particularly in Mogadishu, countless universities have been established. Because the country has not born appropriate teaching personnel yet, very often freshly graduated self-declared professors from the same unqualified university resume duty. There is no evidence of academic curricula, and the subject matters are extracted from the Internet and other university websites. Lacking sufficient fund allocation for recruitment of adequate human resources, often, inexperienced adolescent professors are tasked to teach four to five subjects. Even though, the humanitarian community invests in the academic education and regularly caters for student’s tuition fees, no investment in qualified human resources is made; hence, these ventures are highly unsustainable. Over time it has become apparent that the before described and highly fragmented education model does not provide the country with well qualified and trained professionals to be profoundly engaged in building a new Somalia. For instance, a young professor from the Faculty of Medicine has been requested to teach microbiology, chemistry, physics, cardiology, physiology and anatomy during the course of only one day. Another freshly graduated business and administration scholar was promoted to become a professor of law while also being requested to teach at the Faculty of Engineering in the subjects of mathematics, computer science, electricity, and architectural design. Many students have graduated from these kinds of Somali universities. When a Dean of such university was addressed by the essayist, he confirmed that Somali universities are a worthy business model to “make easy money”. The author was even invited to take part, either as a member of the university board or as a lecturer. As a university board member, shares from the annual benefit are guaranteed besides the monthly salary. As a lecturer, the remuneration will be calculated based on the hours taught. To sustain the monthly financial cash flow, students confirmed that they have to cover regular enrollment fees. In exchange, examination will only be a formality. At the end of each term, each student receives a graduation certificate no matter the examination results. The students are well aware that professors are not sound in the subjects they teach, rather they keep on reading the academic books to the class and memorize the subjects by what they have read themselves just hours before. Simple questions raised by students are relayed to other students or answered the next day. In this system, students keep on paying their monthly fees and count the days until graduation. There are more than forty universities following the same business model in the city of Mogadishu alone, not to mention plentiful schools, orphanages and hospitals that have surfaced in the country. Trying to understand the pattern of emergence, the author concludes that it is comparable to the warlord and LNGO system. Understandingly, also these business models copy approaches widely acknowledged by the humanitarian system and promoted by donor agencies. The provision of education and health has become a commodity; relevant projects are developed by mostly religious entities and submitted as funding requests to the international community. Rather than having a genuine attitude to this, the main objective is again personal gain, rank among the wealthiest individuals in the country and actively participate in the Somali political arena, or even become politicians themselves. This is Somalia today - most of parliamentarians and high-level politicians are strongly rooted in this shadow business. The tunnel leads deep into the mountain By revisiting the proceedings of the last Somali Federal Government elections, the role of humanitarian funding in Somali politics becomes apparent and the influence it has on bringing out the worse of the Somali characters to become the new leadership of the country. From here it can be understood why it will take ages to rebuild this country and why it has been impossible to establish a Somali government based on the rule of law. All those red-bearded and illiterate men who have been living in pastoral and agro-pastoral settings far away from urban areas with goats, sheep, cattle and camels were called to Mogadishu, the main reason being that they claim to be the tribal elders. Within only a few days, they were tasked to identify their representatives to the Somali Parliament. Undeniably, this method shows how distant the leadership is prone to be from reality and that there is no intension to have a serious government for the country. Considering that each Somali tribe consists of hundreds of thousand people, the elders would not be able to identify qualified capacities required for representation at the Parliament apart from individuals within their closely surrounding circles. Surely, the only fact they recognize is that inserting a representative from their tribe into the Parliament will increase their chances to have access to the illegitimate benefits of the “humanitarian business model”. Once the international community calls the elders to come to Mogadishu to attend the selection process, they come well prepared to Mogadishu well prepared for the imminent negotiations with tribal fellows interested to become a member of the Somali Parliament. In fact, some of those concerned parties directly address the elders and seek their promotion; the more cash offered to the tribal leader, the higher the chance to be selected. There are no prerequisites, neither of presenting a Curriculum Vitae outlining knowledge nor political experience of the candidate. Just before the critical meeting of the elders in Mogadishu, a wide range of potential candidates audition at the elder’s hotel room, present their particular skills and assets. Being aware of illegitimate practices and knowing of this rare opportunity to receive enormous amounts of cash in a long time, elders inflate the individual ratio, as there is always someone who can afford. In fact, the candidates for becoming Members of Parliament “nominate” themselves. Indeed, most of the thoughtful people with political background and experience are not related to the shadow business of illegitimately acquiring humanitarian funds. They are well educated and qualified to handle the challenging task of bringing back Somalia on the right track. In addition to that, they possess high moral values and are not corrupt. Interviews with current Members of Parliament explain that a majority of them are related to the LNGO sector, especially those involved the education, health, food security, orphanages and empowerment of civil society and alike. Other Members of Parliament have been identified as former warlords or funded by one. This composition of the Parliament will handpick the President of Somalia and following the same principle, the person who can raise the highest price will be voted. Obviously, the ones who can afford the ransom are those who have access to humanitarian funds. The most recent group that appeared at the political horizon of Somalia is Dammu Jadiid, the “New Blood”. The group comprises of a series of actors that have gained financial power by actively being engaged in the humanitarian sector in Somalia. Being financially strong, they either bribe elders directly or financially support potential candidates to be “selected” as Members of Parliament by elders. An experienced humanitarian actor does not automatically resemble an experienced politician. One could argue that this “passive revolution” has been introduced to the Somali political arena in order to weaken the transitional government further and strategically place cadres with the above-described NGO-mentality at the level of political leadership in the country. In this way, humanitarian-funding agencies can easily influence decision-making processes at macro level, hence, Somalia will be governed following the bad practices of earlier described NGO work in Somalia. The international and Somali communities have both misunderstood the term Dammu Jadiid. Instead of being yet another fundamentalist religious group terrorizing the country, it represents the real new blood that flows in the veins of the Somali governance system; well-experienced political leaders have been exchanged with greedy humanitarian actors. Nowadays, it has become even more difficult for well-intended Somali intellectuals with sound professional backgrounds to return to the country and contribute to the reconstruction of Somalia. Dammu Jadiid and alike have become bouncers that cater for the whole humanitarian spectrum, in the fields of food security and health, education, orphanages and even empowerment of civil society. Great profits have been gained and the political power is under their control. It is very likely that all major donor funds and humanitarian support programmes for Somalia will be distributed amongst this crowd. Employment in their institutions find only those who either freshly graduated from universities managed by them or graduated from universities where their leaders graduated previously. Forthcoming Somali human resources are considered only those coming from “fake universities” that surfaced in the country or those with aligned ideologies. Somali professionals especially from Europe and Northern America are considered diaspora, with an extremely negative connotation. By doing so, they strongly discourage their return to the country and their positive contribution to the reform process in Somalia. The so-called diaspora has followed the developments in Somalia from afar and provided financial support from day one of the conflict, particularly to family members who remained back home. Recent propaganda against the diaspora claims that they have lost their Somali identity in western and “open-minded” societies, hence, would not be able to understand the complexities of the Somali society any more. Complete darkness In recent history, there have been two peculiar incidents that are worth to be mentioned in this context; clearly stated during interventions in the Somali Parliament and from the President directly. The President requested the Prime Minister of Somalia to resign. As there has been no obvious reason, he declined this appeal. At the same time, also Members of Parliament demanded him to resign based on raised acquisitions against him. The President issued no written allegation paper to the Parliament to seek clarification on the case. Neither was the Prime Minister allowed to clarify the acquisition in front of the Parliament. The media was broadcasting the Parliamentary Session online, and instead of explaining the cause for the acquisition, the request was repeated over and over again. In addition to that, there was no evidence of the Prime Minister’s and the Ministerial Cabinet’s failure in fulfilling the mandate at all. The question amongst Somali intellectuals remains, what the cause for the Prime Minister’s forced resignation might have been. Another uncertain event has been the selection of the latest Ministerial Cabinet, considering that the President and his inner circle have appointed the Prime Minister who heads the government. A pre-condition for becoming a Minister is the negotiation of the candidate with the elders and Members of Parliament of his tribe in order to be nominated. It is those Parliamentarians who were selected to be part of the new Cabinet that were fighting alongside the President to dismiss the former Prime Minister. It is surprising that some of the former Ministers who belong to the President’s inner circle have reemerged in the new Cabinet, selected once more by the Parliament that declared days before the failure of the Prime Minister and the Cabinet. E p i l o g u e - Is there light at the end of the tunnel? Somalia has not only been destroyed by civil war and armed conflict, but also what followed after when the flood of humanitarian support swept over the country. It poses a major challenge to rebuild this country, and serious re-thinking is required in order to advance an approach before it is too late. Today, donor agencies and humanitarian actors play a crucial role, more than ever before. An attitude revolution is badly needed, from direct implementation through LNGOs to provision of humanitarian assistance as a means to enhance good governance in Somalia. The emphasis should be on strengthening the role of national and local government as well as professional bodies to fulfill their assigned roles. This has been neglected for many years, and very often, national government was not even aware of the activities in the country as the contracts were made from afar between humanitarian agencies and LNGOs. In this way, the flow of cash and humanitarian assistance has never contributed to the capacity building of Somali institutions. Instead, international humanitarian and development agencies are to be located directly within the premises of the Line Ministries in order to provide on-the-job training to the respective departments. If this is not possible, the request should be to partner or strongly engage with those institutions that in future are to implement development projects. By delivering services to communities (as it is the role of government in the first place), the joint implementation of humanitarian and development projects will also contribute to the credibility building of government institutions. Through joint project implementation, Line Ministries will be in the position to acquire the necessary skills and tools to conduct needs assessments in a participatory manner, analyze the findings, prioritize interventions and implement projects hand in hand with beneficiary communities as their constituencies. Line Ministries and beneficiary communities alike ought to monitor project funds in a more systematic manner. This contributes to transparency and empowerment of communities alongside their representative institutions and builds confidence in a country where mutual trust has been misplaced. The current state of the Somali education system is another problematical area. The forthcoming generation represents the human resources of Somalia. The role of the Ministry of Education in unifying school and university curricula is vital. Let us cultivate the human capital in the country as a source for rebuilding Somalia to a stable and flourishing country. Donor funds in support of this must be utilized in a suitable manner. Only when these preconditions are met, Somalia will have a chance to overcome the status of a Failed State and move into the direction to become a stable country once more. At this moment in time, in Somalia there are many distinctive actors about; some are well armed with ammunition others with arguments. But they are all in agreement on the fact of the matter – to keep Somalia in a state of limbo, a place without law and order. The non-presence of a functional government demands continuous humanitarian support to strained communities, both from natural disasters and continuous conflict. The political economy of the new Somalia is based on conflict. The day that the humanitarian support commences to be more responsible, there will be a chance to overcome the meaningless killing and destruction of this beautiful country. It is in the interest of all human kind, starting from the most vulnerable in Somalia to the donor countries that have been providing funds over many years in support of those. Anonymous, March 2014 This article aims to uncover the bottlenecks for development in Somalia. It is to raise awareness on the impact of interventions in Somalia, among international donors and humanitarian agencies alike. If assumed that their practices are not known, this exposé aspires to illustrate the opposite. The wide majority of Somali intellectuals is awake and closely monitors the interventions. It is suggested that the world’s intelligence diligently investigates the subject matter, evaluates the current state of affairs and makes recommendations to global decision makers. Likewise, Somali intellectuals should not give up and do not allow illegitimate forces to rule their country. The fight against corruption must continue.
          2017 Deloitte Global Human Capital Trends: How ‘Corporate Learning’ is Evolving        
Careers are no longer what they used to be. Their longevity has increased and people now enjoy even six-decade long professional journeys. This means that the skills and dexterity they posses to perform at work, are also changing rapidly. In this scenario, companies are being forced to go the whole nine yards of career development […]
          SAP Names Greg Tomb President of SAP SuccessFactors        
WALLDORF — SAP SE (NYSE: SAP) today announced the appointment of Greg Tomb as president of SAP SuccessFactors,* the leading provider of cloud-based human capital...
          Ù…شاهدة فيلم Human Capital 2013 مترجم        

مشاهدة وتحميل فيلم Human Capital 2013 HD مترجم بجودة BluRay

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          Nigeria: extreme inequality in numbers        

Economic inequality in Nigeria has reached extreme levels, despite being the largest economy in Africa. The country has an expanding economy with abundant human capital and the economic potential to lift millions out of poverty.  What makes Nigeria so unequal and how big is this inequality gap? Find it out and take action.

Nigeria: extreme inequality in numbers

A young street vendor selling candy in Lagos, Nigeria. Photo: Mies van der Putte/Oxfam

          After Capitalism, Humanism        
Shared Prosperity, Common Wealth, National Equity and a Citizen's Dividend: Nirit Peled takes a look at social experiments in basic incomes for VPRO Tegenlicht, a Dutch public television documentary series. Starting with a German crowdfunded UBI chosen by raffle -- kind of like the opposite of Le Guin's Omelas (or Shirley Jackson's Lottery in reverse) -- the focus moves on to Albert Wenger who wants to disconnect work from income not only as automation progresses but to accelerate the process. Then it's on to Guy Standing who has conducted basic income experiments in India and Namibia (pdf) and is trying to get one off the ground in Groningen (Utrecht apparently is also a go). Finally, a stop in Alaska to ask some of its residents about their views on the state-owned Permanent Fund. This last part brings to mind the question: just what is wealth anyway? Wenger hints that in an information economy, wealth is knowledge, but in a recent book Why Information Grows: The Evolution of Order from Atoms to Economies, Cesar Hidalgo makes the connection explicit:
Information, when understood in its broad meaning as physical order, is what our economy produces. It is the only thing we produce, whether we are biological cells or manufacturing plants... So it is the accumulation of information and of our ability to process information that defines the arrow of growth encompassing the physical, the biological, the social, and the economic, and which extends from the origin of the universe to our modern economy. It is the growth of information that unifies the emergence of life with the growth of economies, and the emergence of complexity with the origins of wealth. Yet the growth of information is uneven, not just in the universe but on our planet. It takes place in pockets with the capacity to beget and store information. Cities, firms, and teams are the embodiment of the pockets where our species accumulates the capacity to produce information. Of course, the capacity of these cities, firms, and teams to beget information is highly uneven. Some are able to produce packets of information that embody concepts begotten by science fiction. Others are not quite there. So by asking what information is and why it grows, we will be exploring not only the evolution of physical order but that of economic order as well. We will be connecting basic physical principles with information theory, and also with theories of social capital, economic sociology, theories of knowledge, and the empirics of industrial diversification and economic development. By asking why information grows, we will be asking about the evolution of prosperity, about rich and poor nations, about productive and unproductive teams, about the role of institutions in our capacity to to accumulate knowledge, and about the mechanisms that limit people's capacity to produce packets of physically embodied information.
Or as Ramez Naam puts it in The Infinite Resource: "Wealth is pulling away from physical constraints. More and more, we're getting richer not by using more resources, but by using resources more intelligently." While that could be distilled into a trite 'work smarter, not harder' statement, it can also be expanded into the concept of a 'personbyte' as Hidalgo does: "the amount of knowledge that one person can reasonably know." Which gets to the idea of 'human capital' and its development. If seen as a resource to be exploited, this would obviously be dehumanizing, but what if labor was reclassified as an asset on the balance sheet rather than a liability? If value flows from people, then as a society -- both public and private -- we'd want to do everything we can to invest in our citizens for the nation to reach its full potential. So tying it all together, a Georgist interpretation of 'natural resources' that is expanded to include human knowledge (incl. public memory) should net one a citizen's dividend from a share of national equity as a particular form of basic income.
          Hotel Supervisor at a Fast Growing Hospitality Company        

A fast growing Hospitality company, invites applications from suitable candidates to fill the position below: Job Title: Hotel Supervisor Location: Lagos Requirements Application Closing Date 17th August, 2017. How to Apply Interested and qualified candidates should send their CV’s to: The Human Capital Development Manager, 369, Durban Road, By Jakande Bus-Stop, Amuwo Odofin Mile 2, […]

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          The US Military's Bloody "Successes": Training Foreign Militaries to Start Coups        

Winning! It's the White House watchword when it comes to the U.S. armed forces. "We will give our military the tools you need to prevent war and, if required, to fight war and only do one thing -- you know what that is? Win! Win!" President Donald Trump exclaimed earlier this year while standing aboard the new aircraft carrier U.S.S. Gerald R. Ford.

Since World War II, however, neither preventing nor winning wars have been among America's strong suits.  The nation has instead been embroiled in serial conflicts and interventions in which victories have been remarkably scarce, a trend that has only accelerated in the post-9/11 era. From Afghanistan to Iraq, Somalia to the Philippines, Libya to Yemen, military investments -- in lives and tax dollars -- have been costly and enduring victories essentially nonexistent. 

But Amadou Sanogo is something of a rare all-American military success story, even if he isn't American and his success was fleeting.  Sanogo learned English in Texas, received instruction from U.S. Marines in Virginia, took his intelligence training in Arizona, and underwent Army infantry officer basic training in Georgia.  Back home in his native Mali, the young army officer was reportedly much admired for his sojourn, studies, and training in the United States.

In March 2012, Sanogo put his popularity and skills to use when he led a coup that overthrew Mali's elected government. "America is [a] great country with a fantastic army. I tried to put all the things I learned there into practice here," he told Der Spiegel during his tenure as Mali's military strongman. (He eventually lost his grip on power, was arrested, and in 2016 went on trial for "complicity in kidnapping and assassination.")

Since 9/11, the United States has spent more than $250 billion training foreign military and police personnel like Sanogo.  Year after year, a sprawling network of U.S. programs provides 200,000 of these soldiers and security officers with assistance and support.  In 2015, almost 80,000 of them, hailing from 154 countries, received what's formally known as Foreign Military Training (FMT). 

The stated goals of two key FMT programs -- International Military Education and Training (IMET) and the Combating Terrorism Fellowship Program (CTFP) -- include promoting "international peace and security" and increasing the awareness among foreign military personnel of "internationally recognized human rights."  In reality, these programs focus on strengthening U.S. partner and proxy forces globally, though there's scant evidence that they actually succeed in that goal. A study published in July, analyzing data from 1970 to 2009, finds that FMT programs are, however, effective at imparting skills integral to at least one specific type of armed undertaking. "We find a robust relationship between U.S. training of foreign militaries and military-backed coup attempts," wrote Jonathan Caverley of the U.S. Naval War College and Jesse Savage of Trinity College Dublin in the Journal of Peace Research.  

Bad Actors

Through nearly 200 separate programs, the State Department and the Department of Defense (DoD) engage in what's called "security cooperation," "building partner capacity," and other assistance to foreign forces.  In 2001, the DoD administered about 17% of security assistance funding. By 2015, that figure had jumped to approximately 60%. The Combating Terrorism Fellowship Program, a post-9/11 creation indicative of this growth, is mostly run through the DoD and focuses on training mid- and senior-level defense officials from allied militaries in the tenets of counterterrorism. The State Department, by contrast, is the driving force behind the older and larger IMET program, though the Defense Department implements the training.

Under IMET, foreign personnel -- like Sanogo -- travel to the U.S. to take classes and undergo instruction at military schools and bases. "IMET is designed to help foreign militaries bolster their relationships with the United States, learn about U.S. military equipment, improve military professionalism, and instill democratic values in their members," wrote Joshua Kurlantzick in a 2016 Council on Foreign Relations memorandum aimed at reforming the program.

However, in an investigation published earlier this year, Lauren Chadwick of the Center for Public Integrity found that, according to official U.S. government documents, at least 17 high-ranking foreigners -- including five generals -- trained through IMET between 1985 and 2010 were later accused and in some cases convicted of criminal and human rights abuses. An open-source study by the non-profit Center for International Policy found another 33 U.S.-trained foreign military officers who later committed human rights abuses. And experts suggest that the total number of criminal U.S. trainees is likely to be far higher, since IMET is the only one of a sprawling collection of security assistance programs that requires official reports on human rights abusers.

In their Journal of Peace Research study, Caverley and Savage kept the spotlight on IMET because the program "explicitly focuses on promoting norms of civilian control" of the military.  Indeed, it's a truism of U.S. military assistance programs that they instill democratic values and respect for international norms. Yet the list of U.S.-trained coup-makers -- from Isaac Zida of Burkina Faso, Haiti's Philippe Biamby, and Yahya Jammeh of The Gambia to Egypt's Abdel-Fattah el-Sisi, Mohammad Zia-ul-Haq of Pakistan, and the IMET-educated leaders of the 2009 coup in Honduras, not to mention Mali's Amadou Sanogo -- suggests an embrace of something other than democratic values and good governance. "We didn't spend, probably, the requisite time focusing on values, ethics, and military ethos," then chief of U.S. Africa Command, Carter Ham, said of Sanogo following his coup. "I believe that we focused exclusively on tactical and technical [training]."

In 2014, two generations of U.S.-educated officers faced off in The Gambia as a group of American-trained would-be coup-makers attempted (but failed) to overthrow the U.S.-trained coup-maker Yahya Jammeh who had seized power back in 1994. The unsuccessful rebellion claimed the life of Lamin Sanneh, the purported ringleader, who had earned a master's degree at National Defense University (NDU) in Washington, D.C. (Two other coup plotters had apparently even served in the U.S. military.) "I can't shake the feeling that his education in the United States somehow influenced his actions," wrote Sanneh's former NDU mentor Jeffrey Meiser. "I can't help but wonder if simply imprinting our foreign students with the 'American program' is counterproductive and unethical."

Caverly warns that Washington should also be cautious about exporting its own foreign and domestic policy imperatives, given that recent administrations have left the Defense Department flush with funding and the State Department's coffers so bare that generals are forced to beg on its behalf.   "Put more succinctly," he explained, "you need to build up multiple groups within civil society to complement and sometimes counterbalance an empowered military." 

Caverley and Savage identified 275 military-backed coups that occurred worldwide between 1970 and 2009.  In 165 of them, members of that country's armed forces had received some IMET or CTFP training the year before the coup. If you add up all the years of such instruction for all those countries, it tops out at 3,274 "country years."  In 165 instances, a takeover attempt was carried out the next year. "That's 5%, which is very high, since coups happen rarely," Caverley told TomDispatch. "The ratio for country-years with no U.S. training is 110 out of 4101, or 2.7%."

While U.S. training didn't carry the day in The Gambia in 2014 (as it had in 1994 when U.S. military-police-training alumnus Yahya Jammeh seized power), it is nonetheless linked with victorious juntas. "Successful coups are strongly associated with IMET training and spending," Caverley and Savage noted.  According to their findings, American trainees succeeded in overthrowing their governments in 72 of the 165 coup attempts.

Train Wreck

There is significant evidence that the sprawling patchwork of America's military training programs for foreign forces is hopelessly broken.  In 2013, a State Department advisory board found that American security aid had no coherent means of evaluation and no cohesive strategy. It compared the "baffling" array of programs to "a philanthropic grant-making process by an assemblage of different foundations with different agendas." 

A 2014 RAND analysis of U.S. security cooperation (SC) found "no statistically significant correlation between SC and change in countries' fragility in Africa or the Middle East." A 2015 report from U.S. Special Operations Command's Joint Special Operations University noted that efforts at building partner capacity have "in the past consumed vast resources for little return." That same year, an analysis by the Congressional Research Service concluded that "despite the increasing emphasis on, and centrality of, [building partner capacity] in national security strategy and military operations, the assumption that building foreign security forces will have tangible U.S. national security benefits remains a relatively untested proposition." 

"There are no standard guidelines for determining the goals of [counter-terrorism] security assistance programs, particularly partner capacity-building training programs, or for assessing how these programs fit into broader U.S. foreign policy objectives," reads a 2016 Center for a New American Security report. "And there are few metrics for measuring the effectiveness of these programs once they are being implemented." And in his 2016 report on IMET for the Council on Foreign Relations, Kurlantzick noted that the effort is deeply in need of reform. "The program," he wrote, "contains no system for tracking which foreign military officers attended IMET… [a]dditionally, the program is not effectively promoting democracy and respect for civilian command of armed forces."

Studies aside, the failures of U.S. training efforts across the Greater Middle East have been obvious for years. From the collapse of the U.S.-built Iraqi army in the face of small numbers of Islamic State militants to a stillborn effort to create a new armed force for Libya, a $500 million failed effort to train and equip Syrian rebels, and an often incompetent, ghost-soldier-filled, desertion-prone army in Afghanistan, large-scale American initiatives to build and bolster foreign forces have crashed and burned repeatedly. 

One thing stateside U.S. training does seem to do, according to Caverley and Savage, is increase "human capital" -- that is, foreign trainees' professional skills like small unit tactics and strategic planning as well as intangibles like increased prestige in their home countries. And unlike other forms of American aid that allow regimes to shuttle state resources toward insulating the government from coups by doing anything from bribing potential rivals to fostering parallel security forces (like presidential guards), FMT affords no such outlet. "If you give assets to a group with guns and a strong corporate identity within a country lacking well-developed institutions and norms, you create the potential for political imbalance," Caverley told TomDispatch. "An extreme example of that imbalance is an attempt to take over the entire government."

Strength and Numbers

The United States has a troubled past when it comes to working with foreign militaries. From Latin America to Southeast Asia, Washington has a long history of protecting, backing, and fostering forces implicated in atrocities. Within the last several months alone, reports have surfaced about U.S.-trained or -aided forces from the United Arab Emirates, Syria, Cameroon, and Iraq torturing or executing prisoners. 

Some U.S.-trained figures like Isaac Zida in Burkina Faso and Amadou Sanogo in Mali have experienced only short-term successes in overthrowing their country's governments.  Others like The Gambia's Yahya Jammeh (who went into exile in January after 22 years in power) and Egypt's president -- and former U.S. Army War College student -- Abdel Fattah el-Sisi have had far more lasting tenures as strongmen in their homelands.

Any foreign military training provided by the U.S., write Caverley and Savage, "corresponds to a doubling of the probability of a military-backed coup attempt in the recipient country." And the more money the U.S. spends or the more soldiers it trains via IMET, the higher the risk of a coup d'état.

In 2014, the U.S. resumed IMET support for Mali -- it had been suspended for a year following the insurrection -- and even increased that funding by a modest $30,000.  That West African nation has, however, never recovered from the coup crisis of 2012 and, half a decade later, remains wracked by an insurgency that Sanogo, his successors, and a French- and U.S.-backed military campaign have been unable to defeat. As the militant groups in Mali have grown and metastasized, the U.S. has continued to pour money into training local military personnel. In 2012, the year Amadou Sanogo seized power, the U.S. spent $69,000 in IMET funds on training Malian officers in the United States.  Last year, the figure reached $738,000.

For the better part of two decades from Afghanistan to Iraq, Yemen to Pakistan, Somalia to Syria, U.S. drone strikes, commando raids, large-scale occupations and other military interventions have led to small-scale tactical triumphs and long-term stalemates (not to mention death and destruction). Training efforts in and military aid to those and other nations -- from Mali to South Sudan, Libya to the Philippines -- have been plagued by setbacks, fiascos, and failures.

President Trump has promised the military "tools" necessary to "prevent" and "win" wars.  By that he means "resources, personnel training and equipment... the finest equipment in the world."  Caverley and Savage's research suggests that the Pentagon could benefit far more from analytical tools to shed light on programs that cost hundreds of billions of dollars and deliver counterproductive results -- programs, that is, where the only "wins" are achieved by the likes of Yahya Jammeh of The Gambia and Egypt's Abdel-Fattah el-Sisi. 

"Warfighters focus on training other warfighters. Full stop. Any second order effects, like coups, are not the primary consideration for the training," Caverley explains. "That's why security cooperation work by the U.S. military, like its more violent operations, needs to be put in a strategic context that is largely lacking in this current administration, but was not much in evidence in other administrations either."


          Oracle Delivers Next-Generation Cloud Applications         
Press Release

Oracle Delivers Next-Generation Cloud Applications

Innovations across Oracle Cloud Applications extend industry’s broadest, deepest, and fastest growing suite of cloud applications

Redwood Shores, Calif.—Aug 2, 2017


To help organizations around the world grow faster, differentiate from competitors, and better serve their customers, Oracle today announced significant new capabilities and enhancements to Oracle Cloud Applications. With the introduction of Oracle Cloud Applications Release 13, Oracle is further extending the industry’s broadest, deepest, and fastest growing suite of cloud applications. Innovations in the new release enhance the user experience and empower business users across the organization including customer experience, finance, HR, and supply chain professionals.

“We are committed to helping organizations of all sizes transform critical business functions to drive their growth and stay competitive,” said Steve Miranda, executive vice president of applications development, Oracle. “With the latest release of Oracle Cloud Applications, we are introducing hundreds of new innovations. The latest updates include major enhancements to our supply chain management suite that will help customers create intelligent, connected, and customer-centric supply chains. In addition, we are introducing a brand new solution that enriches the customer experience by bridging the gap between sales and customer service. The new release also includes further advancements to the user experience and customer-driven changes for human resources and finance.”

Oracle Cloud Applications provide a complete and fully integrated suite of applications that allow organizations to increase business agility and reduce costs. The latest release includes new capabilities and enhancements across Oracle Supply Chain Management (SCM) Cloud, Oracle Customer Experience (CX) Cloud Suite, Oracle Enterprise Resource Planning (ERP) Cloud and Oracle Human Capital Management (HCM) Cloud. In addition, Oracle has enhanced the user experience across Oracle Cloud Applications to help customers personalize their experience and further improve productivity, insight, and collaboration.

Oracle SCM Cloud

Oracle SCM Cloud delivers the end-to-end visibility, insights, and capabilities that organizations need to create intelligent supply chains. Oracle SCM Cloud Release 13 extends the most comprehensive SCM suite in the cloud with the introduction of more than 200 major features and six new products that cover Sales and Operation Planning, Demand Management, Supply Planning, Collaboration, Quality Management and Maintenance. The new innovations help organizations transform their operating models to meet rapidly changing business demands by evolving from traditional supply chain systems to connected, comprehensive, agile, and customer-oriented supply chain management capabilities.

Oracle CX Cloud Suite

Oracle CX Cloud Suite empowers organizations to take a smarter approach to customer experience management and business transformation initiatives by providing a trusted business platform that connects customer data, experiences, and outcomes. Oracle CX Cloud Suite Release 13 introduces new innovations to Oracle Sales Cloud, which include enhanced mobile and data visualization capabilities, as well as a range of new capabilities that increase sales rep productivity. In addition, Oracle has extended Oracle CX Cloud Suite with the introduction of Oracle Engagement Cloud. The new solution combines sales and service capabilities to enable organizations to increase customer satisfaction, loyalty, and up-sell opportunities.

Oracle ERP Cloud

Oracle ERP Cloud is the industry’s leading and most complete, modern, and secure financial platform delivered seamlessly through the Oracle Cloud. Oracle ERP Cloud helps organizations drive innovation and business transformation by increasing business agility, lowering costs, and reducing IT complexity. Oracle ERP Cloud Release 13 builds upon the industry’s broadest and most integrated public cloud. Extended depth and breadth across Financials, Procurement, and Project Portfolio Management (PPM) help organizations accelerate the pace of innovation via deeper domain functionality including Dynamic Discounting and Multi-Funding. In addition, industry coverage for higher education, financial services, and manufacturing, as well as expanded country localizations for India and Brazil, enable organizations of all sizes, and from different industries and geographies, to quickly and easily take advantage of the new release.

Oracle HCM Cloud

Oracle HCM Cloud provides organizations with modern HR technologies that enable collaboration, optimize talent management, provide complete workforce insights, increase operational efficiency, and make it easy for everyone to connect on any device. Oracle HCM Cloud Release 13 extends Oracle’s commitment to customer success with 80 percent of enhancements being customer driven. Release 13 enhances Oracle’s complete, end-to-end solution for all HCM processes by introducing expanded user experience personalization and branding and additional Tier 1 localization support. It also includes improved capabilities to support the needs of customers with unionized workforces, such as retail and healthcare with flexible work models.


Contact Info
Simon Jones
PR for Oracle
+1.415.856.5155
sjones@blancandotus.com
About Oracle

The Oracle Cloud offers complete SaaS application suites for ERP, HCM and CX, plus best-in-class database Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) from data centers throughout the Americas, Europe and Asia. For more information about Oracle (NYSE:ORCL), please visit us at www.oracle.com

Trademarks

Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

Safe Harbor

The preceding is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle's products remains at the sole discretion of Oracle Corporation. 


Talk to a Press Contact

Simon Jones

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          Oracle Significantly Expands Cloud at Customer with PaaS and SaaS Services to Help Customers in their Journey to the Cloud        
Press Release

Oracle Significantly Expands Cloud at Customer with PaaS and SaaS Services to Help Customers in their Journey to the Cloud

Delivers unrivaled enterprise-grade public cloud SaaS, PaaS, and IaaS services in customers’ datacenters

Redwood Shores, Calif.—Jul 19, 2017


Empowering organizations to move workloads to the cloud while keeping their data on their own premises, Oracle today announced significant expansion of the breadth of services available through Oracle Cloud at Customer. The portfolio now spans all of the major Oracle PaaS categories and for the first time, also features Oracle SaaS services. Since its introduction just over a year ago, Oracle Cloud at Customer has experienced unprecedented growth with leading global organizations across six continents and more than 30 countries adopting the solution, including AT&T and Bank of America.

Oracle Cloud at Customer is designed to enable organizations to remove one of the biggest obstacles to cloud adoption—data privacy concerns related to where the data is stored. While organizations are eager to move their enterprise workloads to the public cloud, many have been constrained by business, legislative and regulatory requirements that have prevented them from being able to adopt the technology. These first-of-a-kind services provide organizations with choice in where their data and applications reside and a natural path to easily move business critical applications eventually to the public cloud.

“Oracle Cloud at Customer is a direct response to the remaining barriers to cloud adoption and turning those obstacles into opportunities by letting customers choose the location of their cloud services,” said Thomas Kurian, president, product development, Oracle. “We are providing a unique service that enables our customers to leverage Oracle Cloud services, including SaaS, PaaS, and IaaS, both on their premises and in our cloud.  Customers gain all the benefits of Oracle’s robust cloud offerings, in their own datacenters, all managed and supported by Oracle.”

Underpinning Oracle Cloud at Customer is a modern cloud infrastructure platform based on converged Oracle hardware, software-defined storage and networking and a first class IaaS abstraction. Oracle fully manages and maintains the infrastructure at customers’ premises so that customers can focus on using the IaaS, PaaS and SaaS services. This is the same cloud infrastructure platform that powers the Oracle Cloud globally.

Based on overwhelming customer demand, Oracle continues to expand the services available via Oracle Cloud at Customer. With today’s news, customers now have access to all of Oracle’s major PaaS categories, including Database, Application Development, Analytics, Big Data, Application and Data Integration, and Identity Management. These services take advantage of specific enhancements that have been made to the underlying Oracle Cloud at Customer platform such as servers with faster CPUs and NVMe-based flash storage, as well as all-flash block storage to deliver even better performance for enterprise workloads.

For the first time, Oracle has also made available via Oracle Cloud at Customer, the ability to consume Oracle SaaS services such as Enterprise Resource Planning, Human Capital Management, Customer Relationship Management, and Supply Chain Management in their own datacenters. These best-in-class, modern applications help unlock business value and increase performance by enabling businesses and people to be more informed, connected, productive, and engaged. Major organizations are already adopting this new option to modernize their key enterprise operations and benefit from the speed of innovation in Oracle SaaS without having to move sensitive application data outside their premises. With the addition of SaaS services to Oracle Cloud at Customer, customers have access to Oracle Cloud services across the entire cloud stack, all delivered in a subscription-based, managed model, directly in their datacenters.

Also, newly available is the Oracle Big Data Cloud Machine, which is an optimized system delivering a production-grade Hadoop and Spark platform with the power of dedicated nodes and the flexibility and simplicity of a cloud offering. Organizations can now access a full range of Hadoop, Spark, and analytics tools on a simple subscription model in their own data centers.

Oracle Cloud at Customer delivers the following Oracle Cloud services:

  • Infrastructure: Provides elastic compute, containers, elastic block storage, object storage, virtual networking, and identity management to enable portability of Oracle and non-Oracle workloads into the cloud.
  • Data Management: Enables customers to use the number one database to manage data infrastructure in the cloud with the Oracle Database Cloud, including Oracle Database Exadata Cloud for extreme performance and Oracle MySQL Cloud.
  • Big Data and Analytics:  Empowers an entire organization to use a single platform to take advantage of any data to drive insights. Includes a broad set of big data cloud services, including Oracle Big Data Cloud Service, Oracle Analytics Cloud, and Oracle Event Hub Cloud.
  • Application Development: Enables organizations to develop and deploy Java applications in the cloud using Oracle Java Cloud, Oracle Application Container Cloud, Oracle Container Cloud, and Oracle WebCenter Portal Cloud.
  • Enterprise Integration: Simplifies integration of on-premises applications to cloud applications, as well as cloud application to cloud application integration using Oracle Integration Cloud, Oracle SOA Cloud, Oracle Data Integrator Cloud, Oracle GoldenGate Cloud, Oracle Managed File Transfer Cloud, and Oracle Internet of Things Cloud.
  • Security: Enables organizations to use Oracle Identity Cloud to implement and manage consistent identity and access management policies.
  • Software-as-a-Service: Provides organizations with a complete suite of software to run their businesses, including Oracle ERP Cloud, Oracle CX Cloud, Oracle HCM Cloud, and Oracle Supply Chain Management Cloud.

Customer Demand Drives Expansion of Portfolio

Global organizations are turning to Oracle Cloud at Customer to standardize on a platform to modernize existing infrastructure and develop innovative new applications. Customers including City of Las Vegas, Federacion Colombiana de Municipios, Glintt Healthcare, HCPA, NEC, NTT DATA, Rakuten Card, State University of New York, and State Bank of India are benefitting from Oracle Cloud services from inside their own datacenters.

“The City of Las Vegas is shifting its Oracle application workloads to the Oracle Cloud,” said Michael Sherwood, Director Information Technologies, city of Las Vegas. “By keeping the data in our data center, we retain full control while enabling innovation, gaining efficiencies and building applications to better serve our community.”

“Today, public organizations are constantly innovating to meet the needs of our citizens. For the Colombian Federation of Municipalities, we have decided to digitally transform our territories to become smart cities,” said Alejandro Murillo, CIO of the Colombian Federation of Municipalities. “With Oracle Cloud at Customer, we have the technological capabilities to bring top-level solutions in the cloud to our municipalities, enabling them to operate with more agility and better serve our citizens.”

“Oracle Cloud at Customer provides us with a consolidated solution to make sensitive healthcare data securely available,” said Nuno Vasco Lopes, CEO, Glintt Healthcare Solutions. “The efficient and flexible solution has reduced the total cost of ownership by 18 percent and delivered high customer performance.” 

Oracle Cloud at Customer

The Oracle Cloud at Customer portfolio of services enables organizations to get all of the benefits of Oracle’s public cloud services in their datacenters. The business model is just like a public cloud subscription; the hardware and software platform is the same; Oracle experts monitor and manage the infrastructure; and the same tools used in Oracle’s public cloud are used to provision resources on the Oracle Cloud at Customer services. This is the only offering from a major public cloud vendor that delivers a stack that is 100 percent compatible with the public cloud but available on-premises, ensuring that customers get the same experience and the latest innovations and benefits using it in their datacenters as in the public cloud. 

Additional Resources


Contact Info
Nicole Maloney
Oracle
+1.415.235.4033
nicole.maloney@oracle.com
Kristin Reeves
Blanc & Otus
+1.415.856.5145
kristin.reeves@blancandotus.com
About Oracle

The Oracle Cloud offers complete SaaS application suites for ERP, HCM and CX, plus best-in-class database Platform as a Service (PaaS) and Infrastructure as a Service (IaaS) from data centers throughout the Americas, Europe and Asia. For more information about Oracle (NYSE:ORCL), please visit us at www.oracle.com.

Trademarks

Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

Safe Harbor

The preceding is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle's products remains at the sole discretion of Oracle Corporation. 


Talk to a Press Contact

Nicole Maloney

  • +1.415.235.4033

Kristin Reeves

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          Hr manager munkakörbe keresünk munkatársat. | Feladatok: Develop and implement HR strategies a...        
Hr manager munkakörbe keresünk munkatársat. | Feladatok: Develop and implement HR strategies and initiatives aligned with the overall business strategyBridge management and employee relations by addressing demands, complaints or other issuesManage the recruitment and selection processManaging contract labour and related documents.Support current and future business needs through the development, engagement, motivation and preservation of human capitalDevelop and monitor overall HR strategies, systems, tactics and procedures across the organizationNurture a positive working environmentOversee and manage a performance appraisal system that drives high performanceMaintain pay plan and benefits programAssess training needs to apply and monitor training programsReport to management and provide decision support through HR metricsEnsure legal compliance throughout human resource management. | Mit ajánlunk: part-time employment: 30 hours weeklyfriendly, trusting staffmeaningful tasksflexibilityquality work environment | Elvárások: Proven 5+ years of working experience as HR manager or other HR executive in a 40+ companyUniversity degree in Human ResourcesPeople oriented, and results drivenGood knowledge of HR systems and databasesAbility to architect strategy along with leadership skillsExcellent active listening, negotiation and presentation skillsCompetence to build and effectively manage interpersonal relationships at all levels of the companyIn-depth knowledge of labor law and HR best practicesProficiency in EnglishPart-time employment | További infó és jelentkezés itt: www.profession.hu/allas/1057122
          Altron announces new executive structure        
Tue, 04/11/2017

JSE listed Allied Electronics Corporation Limited (Altron) today announced the restructuring of its executive committee to create a leaner group structure that is aligned to its ICT ambitions. 
“Our priorities as a group are to aggressively drive cost efficiencies; recruit, develop and retain top talent; build a trusted ICT brand and accelerate growth,” says Mteto Nyati, Altron Chief Executive. “The new structure reflects these priorities while setting the tone across the group on cost focus.”
To this end, the executives leading Human Capital, Shared Services, Marketing, and the Altech Netstar operation will be members of the Altron Exco.
A number of previous Altron Exco positions have been made redundant. These are the group executives for corporate finance, strategy and technology, and corporate affairs, as well as the operations executive for telecoms, multimedia and electronics, and operations executive for technology.
Following the implementation of the new structure, the Altron Exco will consist of the Chief Executive, Mteto Nyati; Chief Financial Officer, Alex Smith; Chief Operating Officer, Andrew Holden; Group Executive Human Capital, Johan Klein; Operations Executive Altron Power, Neil Kayton; and the Managing Director of Altech Netstar, Harry Louw; Group Executive: Shared Services and Group Executive: Marketing. Both of the latter positions will be filled as soon as possible.
“The new structure will be operationalized by end of April, after which my new exco and I will go into a strategy formulation process,” says Nyati. 
Commenting on the reporting structure for Altech Netstar, Nyati says that the operation requires senior management intervention to realise its full potential.
“With the consolidation of the group assets, it is critical that the structure is aligned to our strategy and objectives, while enabling us to put our customers at the center of everything we do by anticipating their future needs and finding innovative ways to meet them,” concludes Nyati.
-ENDS-
 


          Unemployment: China’s Biggest Economic Woe        
By He Qinglian on December 29, 2015
Source article in Chinese: 2015年中国经济关键词:失业
This abridged translation first appeared in the Epoch Time on February 2, 2016


If you are looking for a single word to summarize China’s economic situation in the year just gone by, it is “unemployment.” The flood of bankruptcies, flight of foreign investment, 300 million migrant workers losing their jobs, the government forcing troubled state-owned corporations to remain open, its giving jobs to veterans, and policies encouraging migrant workers to return to their hometowns to start new enterprises—these are all about unemployment.


Coal and Steel Industries Broke

China’s coal and steel industries have been the country’s biggest employers. The coal industry workforce used to be over 5.8 million, and steel employed another 3.3 million. Bankruptcies of businesses in these two industries will inevitably lead to massive unemployment.
On Aug. 24, 2015, the State Council issued a briefing of an investigation into the risks in the coal mining industry and how to manage them. The report stated that 4,947, or 48 percent, of Chinese coal mines have shut down or stopped production. In other words, nearly half of China’s coal production has closed. Shaanxi, Shanxi, Inner Mongolia, and other coal-rich provinces are seriously affected. In Inner Mongolia, which has the country’s largest coal reserve, half of all mines have shut down or are in a state of suspension. As a result, more than 100,000 people have become unemployed. The coal industry depression began in 2013; many companies struggled to hold on until now, but they can survive no longer.
The situation in the steel industry is similar. Serious excess capacity has led to low profits through the entire industry. According to insiders, there is a five-year inventory stockpile of all types of steel. In early August, the price of steel was at 1,800 yuan ($273) per ton, or 0.9 yuan ($0.14) per pound—cheaper than cabbage.
This is a snapshot of China’s economic slowdown and weak industrial demand. Industry professionals say that things will get even worse for the steel sector. At present, China has 2,460 steel companies. This number is expected to eventually drop to 300. This indicates that more than 80 percent of businesses are up for mergers and acquisitions, and in the next three years the steel industry will go through a process of restructuring and elimination.

World Factory Moves to Other Countries

In recent years, with the rise of labor costs in China, many companies have moved their factories to Vietnam, India, and other Southeast Asian nations so as to maintain their profit margins. According to data from the Asia Footwear Association, one-third of orders from Dongguan, known as the “shoe capital,” has moved to Southeast Asia. Having been a main workshop of the “world’s factory,” Dongguan’s decline began in 2008, with 72,000 enterprises closing in the next five years. In 2014, no fewer than 4,000 businesses closed. In October 2015, more than 2,000 Taiwan-funded enterprises left Dongguan, and ­five million workers were laid off.

The printing and packaging industry comes at the end of the manufacturing process and serves as a barometer of the rise and fall of the manufacturing sector. China has 105,000 printing enterprises, employing 3.4 million workers. With the decline of manufacturing, the printing and packaging industry gets fewer orders, and its unemployment rate has gradually been going up. Printing and packaging is a major industry in Guangdong Province. With declining demand since 2010, employment in the industry has decreased from 1.1 million in 2010 to 800,000 in 2014 in Guangdong.

Unemployment Data

The following three separate sets of data most likely come close to providing a true picture of unemployment in China.
In 2010, then Vice Premier Zhang Dejiang stated that 45 million jobs in China were created by foreign companies. With supporting businesses also included, foreign investment has provided over 100 million jobs in total. This matches the number mentioned by Justin Lin during the World Economic Forum in January 2015. Lin said that China would lose 124 million jobs if the entire manufacturing sector moved out of China.
Prior to 2010, there was already a huge unemployed population in China. On March 22, 2010, former Prime Minister Wen Jiabao told U.S. representatives at the 2010 China Development Forum: “The U.S. government is worrying about two million unemployed people. But China is facing the pressure of 200 million unemployed workers.”
Miss Lu Tu, a researcher of China’s migrant worker population—that is, those whose homes are in the countryside, and who work in the cities and live in shantytowns due to residence restrictions—says that China has 300 million new migrant workers. When including their parents and children, the number reaches 500 million. Their impact on Chinese society must not be overlooked. In other words, the condition of these 500 million people affects China’s social stability.

Social Instability

If a factory lays off 10 percent of its workers, people may think that the workers are probably not the right fit for the position. If 50 percent of companies downsize, it can be attributed to a market downturn. But if capital leaves, as is the case today, and hundreds of millions of people become unemployed, then this is the beginning of a great depression. In that situation, unemployment is not just a problem for the unemployed workers, but also a social problem the government must face.
China’s economy is now nearing that point. China currently has no advantage in technology, resources, or human capital for a quick recovery. Therefore, China needs to prepare for the pain of long-term unemployment.
Too many people being unemployed leads to the emergence of a group of disenfranchised, internal refugees. The Communist Party should not forget that the social basis of China’s communist revolution in the 20th century was also a huge number of such people.


          Economic Implications of the Immigration Order        
The most troubling aspects of President Trump's immigration executive order are the moral and national security implications (the later is outside my area of expertise, but its hard to see how betraying our friends, alienating our allies and handing an easy propaganda victory to our enemies advances the stated goal of protecting America).

The economic implications are pretty bad as well.  Although the order currently applies only to people from seven countries, the spectacle of people who've jumped through all the bureaucratic hurdles to get permission to come to the US being detained and turned away at airports by a sudden, incompetently planned and implemented policy change will no doubt deter many others from wanting to come.

In the short run, making it less attractive to come to the US will hurt our tourism and education exports.  In the longer run, it will harm our productivity by diminishing our universities, science, technology and human capital.

One of Trump's stated economic concerns is the US trade deficit, which was -$499.5 billion in 2016 (2.7% of GDP), according to the BEA's advance estimate.   While the US trade balance is negative in goods (-$770.5 billion) that is partly made up for by a $271.1 billion surplus in services.

According to the ITA, the US had 77.5 million visitors in 2015, and Colorado had 461,000.

Tourism is an important part of US service exports.  2016 figures aren't available yet, but in 2015, according to the BEA, $750.9 billion in service exports included $122.4 billion in "other personal travel" (i.e., non-business travel not related to health or education). 

The order won't only deter tourists; in addition to tourism, education services are another major US export.  According to the Institute of International Education, there were just over 1 million international students enrolled in US colleges and universities last year.  In 2015, the US exported $35.8 billion of education-related travel, which includes tuition paid by international students.

In addition to contributing to US GDP and exports, international students play a vital role in US higher education.  At the undergraduate level, an important part of the experience is learning from one's peers - the presence of international students on our campuses enhances the educational opportunities for everyone.

International graduate students play a significant role in the life of our research universities, particularly in the sciences (and economics!).  The impact of the order was felt immediately by scientists (see also this story).  According to the NSF, international students earn more than half of the doctorates granted in the US in mathematics and computer science and engineering and over one third in physical and earth sciences.

The ability to attract hard-working, talented students from around the world is a source of strength for American university research and one of the reasons US institutions dominate global rankings.  US leadership in many fields also means that many of the faculty in US institutions are immigrants and green card holders.

Technology companies have spoken out about the impact of the immigration order on their workforces, but the impact will be more widespread - according to the NSF, 21% of the US science and engineering workforce is foreign born.

If the grad students, post-docs, scientists and engineers who are so vital to our universities and industries find America a less appealing place to live and work - for example, if they have to worry that if they leave to visit relatives, they risk not being able to get back in - they have other options.  The competition for talent is global, and this hands an advantage to non-US universities and businesses.

America is great, but President Trump's order will make it less so.
          China and the Solow Model        
Last month, just before China let its currency deprecate and its stock market crashed, the San Francisco Fed published a nice Economic Letter by Zheng Liu, "Is China's Growth Miracle Over?"

China's rapid, but decelerating, growth is broadly consistent with the implications of the classic Solow growth model we teach our intermediate macroeconomics students.  This model predicts that low-income countries should grow quickly, but growth will slow down as they approach the leading countries, whose per-capita growth is constrained by the rate of technological progress. That is, there should be "convergence" in per capita GDP.

As this chart from the letter shows, China is following a similar path to Korea and Japan.
The basic intuition from the model comes from the idea of diminishing marginal product of capital - i.e., where capital (machinery and equipment) is scarce, the increase in output from adding an additional unit is greater than where it is already abundant.  This diagram of output per capita (y) as a function of capital per capita (k) illustrates,
where the slope is the marginal product of capital (MPk).

The idea can be extended to include "human capital" (i.e., knowledge and skills), as Mankiw, Romer and Weil did in a 1992 paper.

While the Solow model gets the broad contours of the growth experiences of Korea, Japan and (it seems so far) China correct (and does pretty well for the US as well), it does miss a couple of big things:

(1) A diminishing marginal product of capital implies that the financial rewards to investing in a low income country should be vastly higher than in high-income countries.  In a world where people can invest across borders, this implies a huge incentives for financial flows from high-income to low-income countries, but we do not observe such large net flows.  This was the puzzle Robert Lucas noted in a 1990 paper.

(2) While the experiences of some low-income countries is consistent with the convergence hypothesis; in many cases, low-income countries have fallen further behind (or, as Lant Pritchett wrote, "Divergence, Big Time.").  From the standpoint of the Solow model, growth "miracles" like those of Korea are to be expected, and the real puzzle is the fact the failure of so many countries to converge.

As Moses Abramovitz pointed out in 1986, it is usually a subset of the low-income countries that are growing fastest.  This would suggest there are forces for convergence, but something is preventing them from applying everywhere.  Current thinking is that the answer lies in "institutions" - the set of legal rights, culture, and governance which shape the economic environment and incentives for people to take actions within it, including to accumulate capital.

This is where assuming that China will continue to follow in the convergence footsteps of Korea and Japan may be questionable.  While China's institutions have gotten it this far, there are reasons to doubt whether they are appropriate for achieving levels of GDP per capita comparable to Korea, Japan and Europe, as this column by Brad DeLong and this by Eduardo Porter discuss.  That said, the institutions in the US during its late 19th century industrialization were hardly what an economist would recommend (in particular, corruption was rampant), and yet it somehow managed to take over leadership in per capita GDP from Britain.
          Biotech Education in India Needs a Booster Dose        

Our academic institutes of learning and research have focused on developing large numbers of qualified personnel but not necessarily with the skills and quality attributes sought by Industry to compete globally. It is vital to fix the skills deficit if we are to attain our global aspirations. 


India’s biotechnology industry has evolved in a challenging environment of sub-optimal funding, inadequate infrastructure and weak regulation.  What is commendable is the sustained growth momentum the sector has delivered over the years and the scale that many segments have realized.

The sector is currently valued at about $11 billion, having grown at a CAGR of ~20% over the last 10 years.  It is estimated that enabling policies can create a favourable business environment capable of generating Biotech revenues of US$ 100 billion by 2025.


The success of the Indian Biotech sector is attributable to a large pool of English-speaking scientific and engineering talent and an educated technical work force that has enabled cost competitive R&D and manufacturing to provide India with a significant competitive edge over many other nations.  India now aspires to position itself as a leading global innovation hub for biotechnology.


The path ahead is fraught with challenges of mounting global competition which in turn also offer enormous opportunities of growth.  Success will largely depend on the availability of high end talent, easy access to capital and simpler regulation.  The reality of the day is that our talent pool is shrinking, our regulatory environment has become Draconian and access to capital is difficult.  Of these, we must pay urgent attention to the growing skill deficit that the Biotech sector faces in our ability to develop Biosimilar drugs that will augment India’s Pharma success in generic drugs; genetically modified Crops, Biofuels and enzyme based Green technologies.


Our academic institutes of learning and research have focused on developing large numbers of qualified personnel but not necessarily with the skills and quality attributes sought by Industry to compete globally. It is vital to fix the skills deficit if we are to attain our global aspirations. 

Rising demand for specialized skills

Today, the rapid pace at which scientific knowledge is advancing puts a high demand on highly skilled scientists and engineers.  We need to push the boundaries of genetic engineering in order to find innovative applications across a diverse cross section of industries from pharmaceuticals to agriculture, industrial enzymes and informatics.

Furthermore, synthetic biology is gaining great prominence in developing new diagnostics, novel vaccines and drugs and a number of value added nutritional and food ingredients.

Another evolving field of study is the area of bio-markers and companion diagnostics, which is the future of new medicine that will personalize therapy and optimize the benefits of biotech drugs.


Another frontier area is DNA-based Biometrics which can far outweigh the benefits of retinal and fingerprinting technologies of today and emerge as the most reliable identification technology of the future. Its application in India’s Aadhar program can spearhead a powerful global paradigm.  

Unequipped for industry

While specialised life sciences skills are needed to address all these opportunities, a wide gap currently exists between the quality of human capital available and the needs of the industry.

A lack of necessary laboratory infrastructure at many Indian colleges means many biotech graduates probably not have used a basic biotech tool such as a gel apparatus. Such lacunae make their undergraduate knowledge inadequate for an industry setup.

The need of the hour is therefore to equip students not only with theoretical skills but also help them specialize in their chosen field of biotechnology through a rigorous multidisciplinary  project oriented approach that encompasses practical training on sophisticated laboratory instrumentation.
  
About 40,000 biotechnology students pass out every year from various colleges across the country. However, the skills gap denies most of these graduates’ employment opportunities at the 500 + biotech companies in India.

On an average, 300-500 hopefuls apply for every new biotechnology-related job vacancy but most are rejected as they are just not industry ready.

Many Indian biotech students, who can afford the fees, choose to go abroad for higher studies, attracted by the possibilities of working in state-of-the-art labs and the aspiration of working for leading biotech innovators.

Those without the wherewithal for a foreign degree, typically apply for jobs in biotech and pharma companies or universities and research institutes in India. However, only a handful find the employment of their choice and most resign themselves trapped in underpaid technical, marketing and administrative roles in unrelated sectors like the BPO sector.

Another common complaint of new recruits is unattractive starting salaries compared to the IT sector.  This is on account of the investment that Biotech companies need to make to train them before they are job-ready.

Biocon unveils biotech education initiative

To increase their chances of employability, biotech graduates in India need to be trained effectively to make them industry ready where they can partake in the journey of transforming India through the power of biotechnology.  Moreover, we simply have to expand the talent pool if India’s Biotech sector has to grow and compete globally.

It is with this objective in mind, that Biocon has spearheaded an initiative that will provide the biotech industry the best professionals with the right orientation and training.

We have set up the Biocon Academy, as a one-of-its-kind Centre of Excellence for Advanced Learning in Applied Bio-Sciences.

By collaborating with leading academic institutions globally, the Biocon Academy aims to bring world class training programs for biotech students in India and thus develop a new cadre of life sciences professionals with specialized skills.

Biocon Academy has decided to partner with Keck Graduate Institute, California, in this important endeavour.

KGI is uniquely qualified, through its outstanding faculty and its state-of-the-art infrastructure that includes the Amgen Bioprocessing Center, to help us with this endeavor.


As a premier technical institute, KGI’s training and education programs have built a very strong capability for the US Biopharma sector.  Through this partnership that we hope to emulate the success of the KGI learning model in India and build a robust Biotech sector.

A brand new start

The ‘Biocon KGI Certificate Program in Biosciences’, our flagship program in collaboration with the KGI, kicks off on Jan. 10.  It will provide a multidisciplinary best-in-class 16-week program in biosciences that will equip graduates and post-graduates with the skills needed to make them employable in the biotech sector.

With a broad-based curriculum encompassing R&D, Production as per GMP, Quality Assurance, Regulatory, Product Development and Professional skills, these programs are aimed at addressing the skill deficit of the Indian biotech sector.

Biotechnology can be a powerful tool in addressing the country’s challenges of meeting the food, education and healthcare needs of millions. It can play a very positive role in enhancing the quality of life of the people.

If India is to emerge as a Bio-Economy by 2025, the development of industry-ready human capital for the biotech industry is of vital importance. Biocon Academy hopes to make a significant contribution to this ambitious goal.


by Kiran Mazumdar-Shaw, Chairperson & MD, Biocon

          Chinese Construction Firm Makes Largest Investment in Latin America        
A state-owned construction company in China has struck a deal with government officials in Jalisco, Mexico on Tuesday, to construct an industrial park in the western state. This project will mark China’s biggest investment in Mexico, the second largest economy in the whole of Latin America.  Americas chief of China Communications Construction Company Liu Yueping signed an MoU with Jalisco officials to launch a feasibility study that will zero in on a location and determine which companies will be chosen to participate in the project. The feasibility study will be done over a period of six months. Governor of Jalisco Aristoteles Sandoval said in a statement that this industrial park will turn out to be a major source of income and employment and will have a positive impact not just on the state of Jalisco but also the entire country. Jalisco has the talent, geographical zone, and human capital to emerge as a competitive segment in the international market. The site of the industrial park will occupy an estimated 1,235 acres of the state capital Guadalajara and the cost of the land will be evenly divided between the Chinese government and the Jalisco government, officials said. They added that the Chinese will, however, cover the entire cost of the development of the park. Jalisco was chosen by the company owing to its strategic location between central Mexico, which is well linked with the United States, and Manzanillio, the largest cargo port in Mexico. Aristotele Sandoval on Tuesday referred to the industrial park as a Chinese entry port into the United States. The location of the park, the manufacturing firms involved in the project, and the amount of investment from the Chinese will be decided once the feasibility study in complete.

Original Post Chinese Construction Firm Makes Largest Investment in Latin America source Twease
          Financial Planning & Analysis Analyst - Aasonn - India        
About Aasonn Aasonn is a global systems and technology consulting firm delivering cloud-based Human Capital Management (HCM) and Financial software solutions
From Aasonn - Sat, 15 Jul 2017 01:15:31 GMT - View all India jobs
          Be our guest?        
The U.S. should be a good host and protect the migrant workers who knock on our door.

 

In the colonial period the destitute and desperate escaping the poverty of European backwaters made their way to America as indentured servants, signing away the only commodity they had to offer: themselves. Frequently used up to the end of human endurance by their "employers," these earliest members of America's working class experienced a dehumanization that was only exceeded by the treatment of Africans brought over as slaves.

The pattern of desperation finding exploitation has characterized the history of America's laboring masses ever since-from 19th-century European migrant "wage slaves" in America's mills and mines right through to the Bracero program for imported Mexican agricultural workers in the 1940s through mid-1960s. According to a new report from the Southern Poverty Law Center, the pattern persists today under the guise of the nation's H-2 temporary worker visa program.

The SPLC charges that thousands of workers in American agricultural, forestry, food production, landscaping, and construction industries are essentially enthralled to the employers who "import" them, denied the right to seek other work if their wages are too low or their treatment too appalling. Though the program looks good on paper, the SPLC says the current system tolerates widespread abuses: workers paid below the minimum or prevailing wage, enduring "squalid" working and living conditions, held virtually captive by employers or labor brokers who seize their documents, denied medical benefits for on-the-job injuries, and generally silenced within a legal structure that fails to protect their rights.

That federal authorities are having such a difficult time enforcing existing standards now, with no more than 121,000 guest workers, is a cause for grave concern as Congress debates comprehensive immigration reform. A cornerstone of that reform is a proposal for a vast expansion of America's guest worker program that one day could include millions of people abandoned to the perhaps not-so-tender mercies of employers across the country.

While a huge expansion of the program will no doubt satisfy those seeking new flows of cheap labor into the United States, folks interested in throwing a stick into the spokes of this next historical cycle of labor exploitation need to get active. Can we become the first generation of Americans to get it right-to pull together a system that protects the basic human rights of guest laborers, offers new opportunities to native workers for a better standard of living, and provides ethical employers the human capital they need to propel our economy into the next century?

It all depends on how well we citizens supervise those who work for us in Washington. Many of our lawmakers, befuddled as they are over how best to respond to the "problem" of immigration, seem less doubtful about public displays of Christianity. I'll save them some Bible-thumbing as they puzzle over the WWJD on guest workers.

Try Leviticus: "When an alien resides with you in your land, do not molest him. You shall treat the alien who resides with you no differently than the natives born among you; have the same love for him as for yourself; for you too were once aliens in the land of Egypt. I, the Lord, am your God" (19:33-34). Wow. That's really not too hard to parse at all.

President Bush has called for a "legal and orderly path for foreign workers to enter our country to work on a temporary basis" so "they won't have to try to sneak in." This is a laudable goal. How to make it a practical reality is the challenge we must take up today. The SPLC offers a number of recommendations, including freeing more resources for enforcement, guaranteeing acceptable living standards and wages for workers, and fundamentally liberating guest workers from a kind of enslavement to a specific employer or the human traffickers who now prey on them.

These are commonsense proposals well worth incorporating into an ethically sensible temporary worker visa system. After all, when you throw out the welcome mat, you shouldn't hit your guests over the head with it.

Image: 

          Like Crazy        
It’s a shambolic road trip, marked by giddiness, petty crime and emotional meltdowns in this Italian dramedy This Italian dramedy from Paolo Virzi (Human Capital) begins at a rather charming and sprawling country estate, which has been converted into a residential psychiatric facility for women. There we meet Beatrice (Valeria Bruni Tedeschi), who is loud, brash, imperious and constantly boasting of her upper-class connections out in the real world.…
          Pemikiran Ibnu Kaldun dan Signifikansinya dalam Masa Kekinian        
Pendahuluan
Kemunculan ilmu ekonomi Islam pada tiga dasawarsa belakangan ini, telah mengarahkan perhatian para ilmuan modern kepada pemikiran ekonomi Islam klasik. Selama ini, buku-buku tentang sejarah ekonomi yang ditulis para sejarawan ekonomi atau ahli ekonomi, sama sekali tidak memberikan perhatian kepada pemikiran ekonomi Islam.
Apresiasi para sejarawan dan ahli ekonomi terhadap kemajuan kajian ekonomi Islam sangat kurang dan bahkan terkesan mengabaikan dan menutupi jasa-jasa intelektual para ilmuwan muslim. Buku Perkembangan Pemikiran Ekonomi tulisan Deliarnov misalnya, sama sekali tidak memasukkan pemikiran para ekonom muslim di abad pertengahan, padahal sangat banyak ilmuwan muslim klasik yang memiliki pemikiran ekonomi yang amat maju melampaui ilmuwan-ilmuwan Barat dan jauh mendahului pemikiran ekonomi Barat tersebut. Demikian pula buku sejarah Ekonomi tulisan Schumpeter History of Economics Analysis . Satu-satunya ilmuwan muslim yang disebutnya secara sepintas hanyalah Ibn Khaldun di dalam konpendium dari Schumpeter.
Buku Sejarah Pemikiran Ekonomi tulisan penulis Belanda Zimmerman, (terjemahan), juga tidak memasukkan pemikiran ekonomi para pemikir ekonomi Islam. Dengan demikian sangat tepat jika dikatakan bahwa buku-buku sejarah pemikiran ekonomi (konvensional) yang banyak ditulis itu sesungguhnya adalah sejarah ekonomi Eropa, karena hanya menjelaskan tentang pemikiran ekonomi para ilmuwan Eropa.
Padahal sejarah membuktikan bahwa Ilmuwan muslim adalah ilmuwan yang sangat banyak menulis masalah ekonomi. Mereka tidak saja menulis dan mengkaji ekonomi secara normatif dalam kitab fikih, tetapi juga secara empiris dan ilmiah dengan metodologi yang sistimatis menganalisa masalah-masalah ekonomi. Salah satu intelektual muslim yang paling terkemuka dan paling banyak pemikirannya tentang ekonomi adalah Ibnu Khaldun. (1332-1406). Ibnu Khaldun adalah ilmuwan muslim yang memiliki banyak pemikiran dalam berbagai bidang, seperti ekonomi, politik dan kebudayaan. Salah satu pemikiran Ibnu Khaldun yang sangat menonjol dan amat penting untuk dibahas adalah pemikirannya tentang ekonomi. Makalah ini akan membahas pemikiran ekonomi Ibnu Khaldun dengan metode analitis, deskriptif dan komparaif. Pentingnya pembahasan pemikiran Ibnu Khaldun tentang ekonomi karena pemikirannya memiliki signifikansi yang besar bagi pengembangan ekonomi Islam ke depan. Selain itu, tulisan ini juga ingin menunjukkan bahwa Ibnu Khaldun adalah Bapak dan ahli ekonomi yang mendahului Adam Smith, Ricardo dan para ekonom Eropa lainnya.

Ibnu Khaldun : Bapak Ilmu Ekonomi
Ibnu Khaldun adalah raksasa intelektual paling terkemuka di dunia. Ia bukan saja Bapak sosiologi tetapi juga Bapak ilmu Ekonomi, karena banyak teori ekonominya yang jauh mendahului Adam Smith dan Ricardo. Artinya, ia lebih dari tiga abad mendahului para pemikir Barat modern tersebut. Muhammad Hilmi Murad telah menulis sebuah karya ilmiah berjudul Abul Iqtishad : Ibnu Khaldun. Artinya Bapak Ekonomi : Ibnu Khaldun. Dalam tulisan tersebut Ibnu Khaldun dibuktikannya secara ilmiah sebagai penggagas pertama ilmu ekonomi secara empiris. Tulisan ini menurut Zainab Al-Khudairi, disampaikannya pada Simposium tentang Ibnu Khaldun di Mesir 1978.
Sebelum Ibnu Khaldun, kajian-kajian ekonomi di dunia Barat masih bersifat normatif, adakalanya dikaji dari perspektif hukum, moral dan adapula dari perspektif filsafat. Karya-karya tentang ekonomi oleh para imuwan Barat, seperti ilmuwan Yunani dan zaman Scholastic bercorak tidak ilmiah, karena pemikir zaman pertengahan tersebut memasukkan kajian ekonomi dalam kajian moral dan hukum.
Sedangkan Ibnu Khaldun mengkaji problem ekonomi masyarakat dan negara secara empiris. Ia menjelaskan fenomena ekonomi secara aktual. Muhammad Nejatullah Ash-Shiddiqy, menuliskan poin-poin penting dari materi kajian Ibnu Khaldun tentang ekonomi.
Ibnu Khaldun has a wide range of discussions on economics including the subject value, division of labour, the price system, the law of supply and demand, consumption and production, money, capital formation, population growth, macroeconomics of taxation and public expenditure, trade cycles, agricultural, industry and trade, property and prosperity, etc. He discussses the various stages through which societies pass in economics progress. We also get the basic idea embodied in the backward-sloping supply curve of labour .
(Ibn Khaldun membahas aneka ragam masalah ekonomi yang luas, termasuk ajaran tentang tata nilai, pembagian kerja, sistem harga, hukum penawaran dan permintaan, konsumsi dan produksi, uang, pembentukan modal, pertumbuhan penduduk, makro ekonomi dari pajak dan pengeluaran publik, daur perdagangan, pertanian, indusrtri dan perdagangan, hak milik dan kemakmuran, dan sebagainya. Ia juga membahas berbagai tahapan yang dilewati masyarakat dalam perkembangan ekonominya. Kita juga menemukan paham dasar yang menjelma dalam kurva penawaran tenaga kerja yang kemiringannya berjenjang mundur).
Sejalan dengan Shiddiqy Boulokia dalam tulisannya Ibn Khaldun: A Fourteenth Century Economist”, menuturkan :
Ibnu Khaldun discovered a great number of fundamental economic notions a few centuries before their official births. He discovered the virtue and the necessity of a division of labour before Smith and the principle of labour value before Ricardo. He elaborated a theory of population before Malthus and insisted on the role of the state in the economy before Keyneys. But much more than that, Ibnu Khaldun used these concepts to build a coherent dinamics system in which the economic mechanism inexorably led economic activity to long term fluctuation…..
(Ibn Khaldun telah menemukan sejumlah besar ide dan pemikiran ekonomi fundamental, beberapa abad sebelum kelahiran ”resminya” (di Eropa). Ia menemukan keutamaan dan kebutuhan suatu pembagian kerja sebelum ditemukan Smith dan prinsip tentang nilai kerja sebelum Ricardo. Ia telah mengolah suatu teori tentang kependudukan sebelum Malthus dan mendesak akan peranan negara di dalam perekonomian sebelum Keynes. Bahkan lebih dari itu, Ibn Khaldun telah menggunakan konsepsi-konsepsi ini untuk membangun suatu sistem dinamis yang mudah dipahami di mana mekanisme ekonomi telah mengarahkan kegiatan ekonomi kepada fluktuasi jangka panjang…)”
Oleh karena besarnya sumbangan Ibnu Khaldun dalam pemikiran ekonomi, maka Boulakia mengatakan, “Sangat bisa dipertanggung jawabkan jika kita menyebut Ibnu Khaldun sebagai salah seorang Bapak ilmu ekonomi.” Shiddiqi juga menyimpulkan bahwa Ibn Khaldun secara tepat dapat disebut sebagai ahli ekonomi Islam terbesar (Ibnu Khaldun has rightly been hailed as the greatest economist of Islam)
Sehubungan dengan itu, maka tidak mengherankan jika banyak ilmuwan terkemuka kontemporer yang meneliti dan membahas pemikiran Ibnu Khaldun, khususnya dalam bidang ekonomi. Doktor Ezzat menulis disertasi tentang Ibnu Khaldun berjudul Production, Distribution and Exchange in Khaldun’s Writing dan Nasha’t menulis “al-Fikr al-iqtisadi fi muqaddimat Ibn Khaldun (Economic Though in the Prolegomena of Ibn Khaldun). . Selain itu kita memiliki sumbangan-sumbangan kajian yang berlimpah tentang Ibnu Khaldun. Ini menunjukkan kebesaran dan kepeloporan Ibnu Khaldun sebagai intelektual terkemuka yang telah merumuskan pemikiran-pemikiran briliyan tentang ekonomi. Rosenthal misalnya telah menulis karya Ibn Khaldun the Muqaddimah : An Introduction to History,, Spengler menulis buku Economic Thought of Islam: Ibn Khaldun , Boulakia menulis Ibn Khaldun: A Fourteenth Century Economist, Ahmad Ali menulis Economics of Ibn Khaldun-A Selection, Ibn al Sabil menulis Islami ishtirakiyat fi’l Islam, Abdul Qadir Ibn Khaldun ke ma’ashi khayalat”, (Economic Views of Ibn Khaldun) Rifa’at menulis Ma’ashiyat par Ibn Khaldun ke Khalayat” (Ibn Khaldun’s Views on Economics) Somogyi menulis buku Economic Theory in the Classical Arabic Literature Tahawi al-iqtisad al-islami madhhaban wa nizaman wa dirasah muqaranh.(Islamic Economics- a School of Thought and a System, a Comparative Study), T.B. Irving menulis Ibn Khaldun on Agriculture”, Abdul Sattar menulis buku Ibn Khaldun’s Contribution to Economic Thought” in: Contemporary Aspects of Economic and Social Thingking in Islam.
Spengler membandingkan dan mempertentangan teori Ibnu Khaldun tentang daur peradaban dengan teori Hick mengenai daur perdagangan. Abdul Sattar mengatakan bahwa teori perkembangan ekonomi lewat tahapan-tahapan berasal dari Ibn Khaldun. Kita mendapatkan perdagangan ekonomi makro “bahwa pada tiap kota terdapat keseimbangan antara pendapatan (income) dan pengeluaran (expenditure) ….. dan bila keduanya (pendapatan dan pengeluaran) bertambah besar, berarti kota itu berkembang”. Shiddiqy mencatat, Ibnu Khaldun juga membahas pentingnya sisi permintaan (demand), terutama pengeluaran negara dalam mengatasi kelesuan bisnis dan mempertahankan perkembangan ekonomi. T.B. Irving juga mencatat, bahwa menurut Ibn Khaldun, “pajak” mempunyai segi pengembali mengecil, dan menyuntikkan keuangan adalah perlu untuk menjaga agar dunia usaha berjalan lancar”.
Abdul Qadir mencatat bahwa tenaga kerja menempati posisi sentral dalam teori Ibn Khaldun, Abdul Sattar mengatakan teori kerja tentang nilai berasal dari Ibn Khaldun, Somagyi secara tepat mengemukakan bahwa Ibn Khaldun mendahului Adam Smith dalam beberapa hal. Abdul Qadir menganggapnya sebagai pelopor kaum merkantalis, karena pandangannya mengenai pentingnya posisi emas dan perak dalam perdagangan. Ia menyoroti titik berat yang diletakkan Ibn Khaldun atas faktor-faktor ekonomi dalam penafsiran sejarah dan usahanya untuk menghubungkan kemajuan ekonomi dengan stabilitas politik Ibn al Sabil menganggap Ibn Khaldun sebagai perintis (pelopor) yang jauh mendahului Karl Marx, Proudhon, dan Engels. tentang pandangan Ibnu Khaldun mengenai kemiskinan dan sebab-sebabnya.
Rifa’at juga menunjukkan fakta historis bahwa Ibn Khaldun telah mendahului analisa-analisa dari ilmuwan Barat yang datang belakangan, seperti teorinya tentang utility (manfaat). Selanjutnya Ibnu Khaldun membahas tentang fungsi uang. Menurutnya uang memiliki dua fungsi, yaitu sebagai ukuran (alat) pertukaran (standart of excange) dan sebagai penyimpan nilai (store of value) . Rifa’t memperbandingkan teori Ibn Khaldun dan teori Malthus mengenai kependudukan. Di sini Rifat menemukan sejumlah kesamaan antara keduanya, walaupun Ibn Khaldun tidak menyebutkan tentang pengawasan preventif.
Dalam pembahasannya yang mendasar mengenai Ibn Khaldun, Tahawi menjelaskan bagaimana kependudukan dan kemajuan ekonomi berhubungan erat satu dengan yang lainnya di dalam modelnya. Ibn Khaldun juga memperingatkan campur tangan negara dalam perekonomian dan beranggapan bahwa pasar bebas lebih menjamin terciptanya distribusi yang adil/wajar. Tahawi selanjutnya meringkaskan pandangan Ibnn Khaldun mengenai penentuan harga oleh hukum permintaan (demand) dan penawaran (supply), mengenai uang, nilai dan gunanya serta prinsip-prinsip mengenai perpajakan dan pengeluaran pemerintah.
Boulakia mencatat penekanan Ibn Khaldun atas pentingnya organisasi kemasyarakatan dalam produksi, yang faktor utamanya adalah kerja manusia. Kemudian menyusul peranan division of labour (pembagian tenaga kerja) secara internasional yang lebih didasarkan pada keterampilan penduduk di berbagai daerah daripada sumber-sumber kekayaan alamnya. Teori Ibn Khaldun mengandung embrio dari teori perdagangan internasional, disertai suatu analisa tentang syarat pertukaran antara negara kaya dengan negara-negara miskin, tentang kecendrungan alamiyah untuk impor dan ekspor, tentang pengaruh instruktur ekonomi atas pembagunan dan tentang pentingnya modal intelektual (intelektual capital) di dalam proses pertumbuhan”.
Berdasarkan paparan di atas yang didasarkan pada analisa ilmiah para ilmuwan terkemuka, maka dapat disimpulkan dan dipastikan bahwa Ibnu Khaldun adalah Bapak ekonomi dunia, sedikitpun hal itu tidak diragukan. Pemikiran-pemikiran Ibnu Khaldun dalam bidang ekonomi sebagaimana disebut di atas secara ringkas, akan dieleborasi pada pembahasan berikut ini.

Urgensi Ekonomi Menurut Ibnu Khaldun
Ibn Khaldun berpendapat bahwa antara satu fenomena sosial dengan fenomena lainnya saling berkaitan. Fenomena-fenomena ekonomis, memainkan peran penting dalam perkembangan kebudayaan, dan mempunyai dampak yang besar atas eksistensi negara (daulah) dan perkembangannya. Pendapat-pendapat Ibn Khaldun yang begitu unik tentang hal ini akan dibahas dalam sub tulisan ini.
Gaston Bouthoul dalam karyanya mengatakan bahwa untuk memahami filsafat sejarah Ibn Khaldun, tidak boleh tidak harus menaruh perhatian terhadap dua macam realitas yang dikajinya. Pertama, realitas ekonomis (dan geografis). Kedua, realitas psikis (mental-spiritual). Pendapat Gaston tersebut dapat dibenarkan, karena Ibn Khaldun, seperti akan diuraikan nanti, menginterpretasikan sejarah secara ekonomis, yakni ia memandang faktor ekonomi sebagai faktor terpenting yang menggerakkan sejarah.
Ibn Khaldun telah mengkhususkan bab kelima kitab al-muqaddimah untuk mengkaji “penghidupan dengan berbagai segi pendapatan dan kegiatan ekonomis”. Selain itu, ia juga mengkhususkan kajian-kajian ekonomi pada beberapa pasal, pada bab-bab ketiga dan keempat.
Muhammad Hilmi Murat, dalam makalahnya “Abu al-Iqtishad: Ibn Khaldun” yang disampaikan dalam simposium tentang Ibn Khaldun, mengatakan bahwa Ibn Khaldun adalah pengasas (peletak dasar) ilmu ekonomi. Adapun karya-karya tentang masalah ekonomi sebelumnya bernada kurang ilmiah, karena para pemikir Yunani, Romawi dan para pemikir zaman pertengahan memasukkan masalah-masalah ekonomi dalam kajian-kajian moral atau hukum, dan tidak ada seorang pemikir pun sebelum Ibn Khaldun, baik Muslim maupun bukan, yang menaruh perhatian terhadap ekonomi politik sebagai ilmu yang mandiri. Sebelum Ibn Khaldun, fenomena-fenomena ekonomis dikaji dalam kaitannya dengan ekonomi rumah tangga dan dikaji dari tinjauan hukum atau filsafat. Atau dengan kata lain masalah-masalah ekonomis selalu dikaji secara normative. Sementara Ibn Khaldun mengkaji masalah-masalah tersebut dengan jalan mengkaji sebab-sebabnya secara empiris, memperbandingkannya, untuk kemudian mengikhtisarkan hukum-hukum yang menjelaskan fenomena-fenomena tersebut.
Pendapat Muhammad Hilmi Murat di atas senada dengan pendapat Muhammad ‘Ali Nasy’at dalam karyanya al-Fikr al-Iqtishadi fi Muqaddimah Ibn Khaldun. Menurut Muhammad ‘Ali Nasy’at, Ibn Khaldun dalam kajiannya terhadap fenomena-fenomena ekonomis mempergukana metode induksi dan analogi, juga tidak mengabaikan desuksi. Dengan demikan ia dapat dipandang sebagai orang yang pertama-tama mengasas aliran ekonomi secara ilmiah. Dengan kenyataan ini ia lebih dahulu ketimbang Adam Smith, (seorang ahli ekonomi Inggris yang, oleh orang yang tidak mengetahui kontribusi Ibn Khaldun di bidang ini, dipandang sebagai tokoh yang pertama-tama meninjau ekonomi secara ilmiah melalui karyanya The Wealth of Nations). Lebih jauh lagi Muhammad a’Ali Nasy’at manambahkan bahwa tulisan Ibn Khaldun dalam masalah ekonomi bukanlah merupakan sejumlah pengetahuan atau pikiran yang terpencar-pencar dalam berbagai pasal di dalam al-muqaddimah, tetapi merupakan sejumlah pengetahuan atau pikiran yang teratur dan rancak dalam pasal-pasal yang sebagian besar terdapat dalam bab-bab ketiga, keempat dan kelima al-muqaddimah. Oleh karena itu, apa yang dikemukakan Ibnu Khaldun dalam Al-Muqaddimah, dapat disebut dengan ilmu dengan pengertian yang luas.
Sebagaimana disebut dia atas, bahwa tak diragukan lagi, Ibn Khaldun adalah seorang perintis dan pengasas di dalam bidang ekonomi, pendapat-pendapatnya dalam bidang ekonomi sosial ternyata juga menarik sekali. Tokoh ini telah menyadari adanya dampak besar faktor-faktor ekonomi terhadap kehidupan sosial dan politik. Menurut Ibn Khaldun, perbedaan sosial di antaranya yang timbul karena perbedaan aspek-aspek kegaitan produksi mereka.
Ibnu Khaldun’s Circle of Equity
Di antara pemikiran Ibnu Kaldun yang sangat penting dan unik adalah pemikirannya tentang circle of equity. Dalam lingkran keadilan ini Ibnu Khaldun menguhubungkan antara beberapa variabel yang saling terkait dan saling mempengaruhi dalam memajukan atau memundurkan peradaban. Pemikiran Ibnu Khaldun dalam hal ini dapat dilihat dalam gambar di bawah ini :

Di mana :
• G = Government (pemerintah) = الملك
• S = Syari’ah = الشريعة
• W = Wealth (kekayaan/ekonomi) =الأموال
• N = Nation (masyarakat/rakyat)= الرجال
• D = development (pembangunan) = عمارة
• J = Justice (Keadilan) = العدل

Gambar tersebut dibaca sebagai berikut :
1. Pemerintah (G) tidak dapat diwujudkan kecuali dengan
implementasi Syari’ah (S)
2. Syari’ah (S) tidak dapat diwujudkan kecuali oleh pemerintah/penguasa (G)
3. Pemerintah (G) tidak dapat memperoleh kekuasaan kecuali oleh masyarakat (N)
4. Pemerintah G) yang kokoh tidak terwujud tanpa ekonomi (W) yang tangguh
5. Masyarakat (N) tidak dapat terwujud kecuali dengan ekonomi/kekayaan (W)
6. Kekayaan (W) tidak dapat diperoleh kecuali dengan pembangunan (D)
7 . Pembangunan (D) tidak dapat dicapai kecuali dengan keadilan (J)
8. Penguasa/pemerintah (G) bertanggung jawab mewujudkan keadilan (J)
9. Keadilan (J) merupakan mizan yang akan dievaluasi oleh Allah

Formulasi Ibnu Khaldun menunjukkan gabungan dan hubungan variabel-variabel yang menjadi prasyarat mewujudkan sebuah negara (G). Variabel tersebut adalah syari’ah (S), masyarakat (N), kekayaan (W), pembangunan (D) dan keadilan (J)
Semua variabel tersebut bekerja dalam sebuah lingkaran yang dinamis saling tergantung dan saling mempengaruhi. Masing-masing variabel tersebut menjadi faktor yang menentukan kemajuan suatu peradaban atau kemunduran dan keruntuhannya. Keunikan konsep Ibnu Khaldun ini adalah tidak ada asumsi yang dianggap tetap (cateris paribus) sebagaimana yang diajarkan dalam ekonomi konvensional saat ini. Karena memang tidak ada variabel yang tetap (konstan) . Satu variabel bisa menjadi pemicu, sedangkan variabel yang lain dapat bereaksi ataupun tidak dalam arah yang sama. Karena kegagalan di suatu variabel tidak secara otomotis menyebar dan menimbulkan dampak mundur, tetapi bisa diperbaiki. Bila variabel yang rusak ini bisa diperbaiki, maka arah bisa berubah menuju kemajuan kembali. Sebaliknya, jika tidak bisa diperbaiki, maka arah perputaran lingkaran menjadi melawan jarum jam, yaitu menuju kemunduran..Namun bila variabel lain memberikan reaksi yang sama atas reaksi pemicu, maka kegagalan itu akan membutuhkan waktu lama untuk diidentifikasi penyebab dan akibatnya.
Hubungan variabel-variabel di atas dapat digambarkan sbb :

Bila masing-masing variabel itu digabung, relasi fungsional terwujud dalam formula

G = f (S, N, W, D,J) (1.1).

G adalah fungsi dari variabel (S, N, W, D, J). G ditempatkan sebagai variabel dependent, karena G dalam hal ini adalah kelangsungan peradaban, kejayaan atau kemunduran/keruntuhan, dipengaruhi oleh lima variabel tersebut. Secara sederhana bisa dibaca bahwa penguasa (G) bertugas dan bertangung jawab menerapkan syari’ah (S) , sebab tanpa syari’ah, masyarakat (N) akan kacau, negara akan runtuh. Negara juga harus menjamin hak-hak masyarakat dan bertanggung jawab mewujudkan kesejahteraan masyarakat (N) agar masyarakat sejahtera/makmur (W), melalui pembangunan (D) yang adil ( J). Bila variabel-variavel itu tidak dipenuhi, maka kekuasaan tinggal menunggu waktu runtuhnya.
Apabila relasi fungsional tersebut dimasukkan ke dalam model ekonometrika (analisis statistik), maka hubungan varibel-variabel itu dapat dirumuskan dalam persamaan regresi ganda sebagai berikut :

G = a’ + b’S + c’N + d’W +e’D + f’J (1.2)

Dalam persamaan ini, G merupakan variabel dependen yang dipengaruhi oleh S, N, W, D dan J. Besarnya pengaruh tersebut dapat diukur secara matamatis sesuai dengan rumus analisis statitistik. Dengan demikian besarnya pengaruh masing-masing varibel dapat diukur dengan angka-angka (numerik), sehingga indikatornya tidak lagi bersifat kualitatif. Untuk menghitung besarnya pengaruh tersebut secara numerik digunakan analisis regresi ganda, karena variabel bebasnya banyak. Oleh karenaya banyaknya variabel bebas, maka analisisnya banyak didasarkan pada asumsi.

Sebagaimana disebut di awal, bahwa variabel-variabel tersebut saling berhubungan dan saling mempengaruhi, maka setiap variabel bisa menjadi variabel dependent dan yang lainnya varibale independent. Berikut ini relaso fungsional di mana Syari’ah merupakan variabel dependen sedang yang lainnya variabel independen yang dirumuskan sbb :

S = a’ + b’G + c’N + d’W + e’D + fJ (1.3)
Di mana Syari’ah (S) sebagai variabel dependen dipengaruhi oleh peranan negara (G) , ghirah dan peranan ummat (N), aspek kekayaan (W) sebagai penunjang dan pembangunan (D) yang adil (J), termasuk pembangunan institusi pendidikan untuk menanamkan syari’ah.

Apabila W menjadi variabel dependen, maka rumusannya sbb :

W = a’ + b’D + c’J + d’G + e’N + f’S (1.4)
Kesejahtraan/ kekayaan (W) dipengaruhi oleh adanya pembangunan (D) yang adil (J). W juga dipengaruhi oleh peranan negara (G), peranan ummat (N) dan tingkat pemahaman syari’ah (S).

Apabila N sebagai variabel dependen, maka rumusannya sbb :

N = a’ + b’G +c’ S +d’W + e’D +f’J (1.5)

Agar rakyat (N) eksis, maka peranan negara (G) sangat menentukan. Dengan demikian, variabel N sangat dipengaruhi oleh negara (G). Juga tentunya dipengaruhi oleh topangan kekayaan (W). Sebab tanpa kekayaan atau harta (mal), maka N tidak bisa diwujudkan. Dalam Islam sebagaimana dirumuskan Asy-Syatibi dan AlGhazali, harta adalah salah satu di antara lima kebutuhan dhururiyat (kebutuhan paling dasar). N juga dipengaruhi oleh adanya pembangunan (D) yang adil (J). Tanpa pembangunan yang adil nasib rakyat akan terabaikan.

Apabila D menjadi variabel dependen, maka rumusannya sbb :
D = a’ + b’G + c’J + d’S + e’N +f’W (1.6)

Pembangunan (D) dipengaruhi oleh peranan negara (G) dan keberhasilan pembangunan itu ditentukan (dipengaruhi oleh) keadilan (J) . Artinya jika pembangunan itu tidak adil, maka pembangunan itu pada hakikatnya gagal dan ini menjurus pada kemunduran peradaban. Pembangunan yang dijalankan harus sesuai dengan syari’ah (S), artinya ia tergantung pada nilai-nilai syari’ah (S). Pembangunan yang tidak berdasarkan syari’ah, adalah pembangunan yang matarelialistis-kapitalistik. Pembangunan juga harus ditopang oleh kemauan ummat (N) yang dilengkapi dengan triple capital utama, yaitu, human capital, inteligent capital dan organization capital.

Apabila J menjadi variabel dependen, maka rumusannya sbb :
J = a’ + b’ G + c’S +d’N + e’D + f’ S (1.7)

Keadilan (J) dipengaruhi oleh peranan negara (G) atau penguasa yang adil pula. Untuk mewujudkan keadilan itu diperlukan pemahaman syariah (S) dan komitmen kuat pemerintah (G) untuk mewujudkannya dalam pembangunan (D) Penegakan keadilan (J) juga dipengaruhi oleh keinginan rakyat (N) untuk menegakkannya, jika masyarakatnya tidak memiliki komitmen untuk menegakkan kedilan, maka penegakan kedilan akan mendapat ganjalan. J juga dipengaruhi oleh S dan D. Meskipun pengaruh D terhadap J tidak kuat, Variabel pembangunan (D) dan keadilan (J) perlu mendapat perhatian, sebagaimana variabel-variabel lain. Pembangunan merupakan unsur panting dalam masyarakat, tanpa pembangunan masyarakat tidak akan maju dan berkembang. Namun, pembangunan (D) tidak akan berarti tanpa keadilan. (J)
Semua jenis korelasi variabel di atas, mulai dari persamaan regresi pada rumus 1,1 sampai dengan rumus 1.7 dapat dihitung dan diukur dengan menggunakan pendekatan alanisis statitistik yang kuantitatif . Sehingga hasilnya lebih memuaskan daripada pada sekedar analisis kualitatif yang tak terukur.
M.Umer Chapra merumuskan pemikiran Ibnu Khaldun dengan gambar lingkaran, sebut saja lingkaran keadilan.


Negara hanya satu komponen dari beberapa komponen yang ada
maka upaya penegakan Islam dapat dimulai dari komponen yang paling mungkin di zaman dan wilayah tertentu. Ekonomi yang dilambangkan dengan W juga merupakan salah satu komponen dalam entitas lingkaran di atas.

• Kita bisa memulainya dari gerakan pemahaman ekonomi syari’ah (S), pengembangan kajian, sosialisasi dan mempraktekkanya dalam kehidupan ekonomi masyarakat (N). Upaya ini pada gilirannya akan meningkatkan kemakmuran/kesejahteraan (W) masyarakat. Masyarakat yang makmur jelas akan membayar zakat, infaq, sedeqah dan waqaf sebagai upaya mewujudkan keadilan ekonomi (justice).
• Ketika masyarakat Islam telah makmur, kaya (sejahtera),maka mereka bisa membangun (development) infra struktur seperti lembaga pendidikan dan pusat-pusat pelatihan, sarana ibadah, hotel syari’ah, gedung trade centre, sarana industri, jalan dan jembatan ke sektor produksi, dsb. Semua pembangunan ini hendaklah ditujukan untuk mewujudkan keadilan dan pemerataan (justice) kesejahteraan masyakat.
• Ketika ekonomi kuat, maka negara /politik (G) pun bisa dikuasai.

Gambar di atas juga menunjukkan siklus kemunduran negara atau al-muluk (G). Jika proses kemunduran negara menuju keruntuhan terjadi, maka arahnya adalah : melawan arah jarum jam :


• Pembangunan (J & D) yang tidak adil mengakibatkan kesejahteraan rakyat yang sejati tidak terwujud, selanjutnya masyarakat menjadi lemah (tidak eksis), masyarakat akan kacau, yang mempengaruhi dan mengganggu pemahaman dan implementasi syari’ah. Ketika syari’ah telah roboh, maka G (daulah/al-mulk) pun runtuh.

Adapun siklus kemajuan peradaban Islam prosesnya adalah berputar seperti arah jarum jam :
• Tanamkan kesadaran syari’ah (S), kemudian
• Kembangkan masyarakat (N) sehingga tercipta masyarakat yang faham syari’ah
• Tingkatkan kekayaan (W) mereka
• Laksanakan pembangunan yang adil
• Barulah Tegakkan pemerintahan (G)

Maka jangan menegakkan negara di mana pemahaman syari’ah belum mantap dan ekonomi ummat belum kuat. Upaya Hizbut Tahrir untuk menegakkan khilafah akan mengalami kegagalan, jika pemahaman syari’ah tidak berhasil ditanamakna kepada ummat dan gerakan ekonomi syari’ah tidak jalan. Jadi, dari pemikiran Ibnu Khaldun ini dapat dipahami bahwa upaya penegakan negara tidak bisa secara mendadak dan instant, tetapi membutuhkan proses yang panjang dan tahapan gerakan yang komprehensif.
Gerakan ekonomi syari’ah yang sedang berlangsung sekarang ini, sangat kondusif dan signifikan untuk membangun (G). Pemahaman syari’ah (S) dan implementasi pembangunan ekonomi ummat akan mewujudkan masyarakat sejahtrera yang makmur (W) berdasarkan syari’ah. Apabila umat telah makmur, mereka dapat melaksanakan pembangunan secara lebih adil. Bila gerakan ekonomi syari’ah ini, baik secara akademis maupun praktek berjalan sukses (progress), maka akan bermuara pada penguasaan negara.
Umar Chapra menyatakan bahwa ummat Islam sebenarnya mampu menyajikan semua variabel dalam lingkaran keadilan menjadi kekuatan besar. Tetapi sayangnya variabel-variabel itu tidak digerakkan oleh pemerintah (daulah). Pemerintah (G) mulai melupakan kewajiban-kewajiban dan tanggungjawabnya. Pemerintah gagal mengimplementsikan syari’ah (S) sebagai pedoman dan rujukan ketaatan. Mereka juga lalai dalam menjamin keadilan dan menyediakan fasilitas yang diperlukan rakyat (N),. Dampaknya pembangunan dan kemakmuran mengalami kemunduran. Inilah yang menjadi pangkal terjadi kemunduran peradaban Islam.
Pembagian Kerja (Division of Labour).
Dalam kedudukannya sebagai individu, manusia diciptakan dalam keadaan lemah dan membutuhkan bantuan orang lain (ta’awun). Manusia bisa menjadi kuat apabila melebur diri dalam masyarakat. Kesadaran tentang kelemahan tersebut mendorong manusia untuk bekerjasama dengan orang lain dalam memenuhi kebutuhan hidupnya. “Kesanggupan seseorang untuk mendapatkan makanannya sendiri, tidak cukup baginya untuk mempertahankan hidupnya, karena kebutuhannya bukan sekedar makanan. Bahkan untuk mendapatkan sedikit makanan pun, misalnya kebutuhan gandum untuk makan satu hari saja, manusia membutuhkan orang lain. Pembuatan gandum, jelas membutuhkan berbagai pekerjaan (menggiling, mengaduk dan memasak). Tiap-tiap pekerjaan tersebut membutuhkan alat-alat yang mengharuskan adanya tukang kayu, tukang besi, tukang membuat periuk dan tukang-tukang lainnya. Andaikan pun misalnya, ia bisa makan gandum dengan tidak usah digiling lebih dahulu, ia tetap membutuhkan pekerjaan orang lain, sebab ia baru bisa mendapatkan gandum yang belum digiling itu setelah dilakukan berbagai pekerjaan, seperti menanam, menuai dan memisahkan gandum itu dari tangkainya. Bukankah semua proses ini membutuhkan banyak alat dan pekerjaan.
Jadi, mustahil bagi seseorang untuk melakukan semua atau sebagian pekerjaan-pekerjaan tersebut. Karena itu merupakan keharusan baginya untuk mensinergikan (ta’awun) pekerjaannya dengan pekerjaan orang lain. Manusia membutuhkan kerjasama ekonomi. Dengan kerja sama dan tolong-menolong dapat dihasilkan bahan makanan yang cukup untuk waktu yang lebih panjang dan jumlah yang lebih banyak. ” . Untuk itu diperlukan adanya pembagaian kerja (division of labour) antara individu dalam masyarakat, karena manusia tidak bisa memenuhi kebutuhannya sendiri, pasti tergantung pada orang lain.
Menurut Ibn Khaldun, sebagaimana yang ia kemukakan pada bab kelima al-muqaddimah, ada tiga kategori utama dalam kerja: pertanian, perdagangan dan berbagai kegiatan lainnya.
Sarana produksi yang paling sederhana adalah pertanian. Pekerjaan ini, menurut Ibn Khaldun, tidak memerlukan ilmu dan ia merupakan “penghidupan orang-orang yang tidak punya dan orang-oarng desa”. Oleh karena itu pekerjaan ini jarang dilakukan oleh orang-orang kota dan orang-orang kaya. Di sini kelihatan Ibn Khaldun meletakkan pertanian pada peringkat pekerjaan yang sedikit lebih rendah daripada pekerjaan profesi orang-orang kota. Penilaian Ibnu Khaldun ini setidaknya disebabkan tiga alasan. Pertama, tidak memerlukan ilmu yang luas dan dalam, sebab siapa saja bisa menjadi petani tanpa harus sekolah pertanian. Analisa ini dikemukakan nya karena pada saat itu kondisi masyarakat masih sederhana dan belum ada fakultas pertanian seperti sekarang. Kedua, bila ditinjau dari segi besarnya penghasilan, para petani umumnya berpenghasilan rendah dibanding orang-orang kota. Ketiga, para petani diwajibkan membayar pajak. Menurut Ibn Khaldun orang-orang yang membayar pajak adalah orang-orang yang lemah, sebab orang-orang yang kuat tidak mau membayar pajak. Alasan ketiga ini juga sifatnya kondisional yang berbeda dengan kondisi modern sekarang ini.
Perdagangan
Selanjutnya Ibnu Khaldun menjelaskan bahwa para petani menghasilkan hasil pertanian lebih banyak dari yang mereka butuhkan. Karena itu mereka menukarkan kelebihan produksi mereka dengan produk-produk lain yang mereka perlukan. Dari sinilah timbul perdagangan (tijarah). Jadi, pekerjaan perdagangan ini secara kronologis timbul setelah adanya produksi pertanian Seperti telah dikemukan, perdagangan adalah upaya memproduktifkan modal yaitu dengan membeli barang-barang dan berusaha menjualnya dengan harga yang lebih tinggi. Ini dijalankan, baik dengan menunggu meningkatnya harga pasar atau dengan membawa (menjual) barang-barang itu ke tempat yang lebih membutuhkan, sehingga akan didapat harga yang lebih tinggi, atau kemungkinan lain dengan menjual barang-barang itu atas dasar kredit jangka panjang.
Selanjutnya Ibnu Khaldun, mengatakan bahwa laba perdangangan yang diperoleh pedagang akan kecil bila modalnya kecil. Tetapi bilamana kapital besar maka laba tipis pun akan merupakan keuntungan yang besar”. Perdagangan menurutnya adalah “pembelian dengan harga murah dan penjualan dengan harga mahal”. Pekerjaan pedagang ini, menurut Ibn Khaldun, memerlukan prilaku tertentu bagi pelakunya, seperti keramahan dan pembujukan. Namun para pedagang sering kali melakukan kebiasaan mengelak dari jawaban yang sebenarnya (dusta), dan pertengkaran”, karena itu para pedagang selalu mengadukan persoalan sengketa perdagangan kepada hakim
Ibnu Khaldun juga mengkritik para pejabat dan penguasa yang melakukan perdagangan. Hal ini agaknya dimaksudkan Ibnu Khaldun agar para penguasa bisa berlaku fair terhadap para pedagang. Point ini menjadi penting diterapkan pada masa kini, agar tidak terjadi monopoli proyek oleh penguasa yang pengusaha.
Perindustrian
Perindustrian, menduduki peringkat budaya yang tinggi dan lebih kompleks ketimbang pertanian dan perdagangan. Perindustrian umumnya terdapat pada kawasan-kawasan perkotaan di mana penduduknya lebih mencapai peringkat kebudaan yang lebih maju. “Di kota-kota kecil jarang terdapat industri-industri kecuali industri yang sederhana. Apabila peradaban (civilization) semakin meningkat dan kemewahan semakin meluas, maka industri benar-benar akan tumbuh dan berkembang dengan nyata”. Jadi, setiap kali peradaban semakin meningkat maka semakin berkembanglah industri, karena antara keduanya terjalin hubungan yang erat. Industri-industri yang kompleks dan beraneka ragam itu membutuhkan banyak pengetahuan, skills, latihan dan pengalaman. Oleh karena itu individu-individu yang bergerak di bidang ini harus memiliki spesialisasi. Menurut Ibn Khaldun kegiatan perindustrian ini membutuhkan bakat praktis dan ilmu pengetahuan”.
Ibn Khaldun mengklasifikasikan industri menjadi dua, pertama, industri yang memenuhi kebutuhan manusia, baik yang primer maupun yang skunder, dan kedua industri yang khusus bergerak di bidang ide/pemikiran, seperti “penulisan naskah buku-buku, penjilidan buku, profesi sebagai penyanyi, penyusunan puisi, pengajaran ilmu, dan lain-lain sebagainya”. Ibn Khaldun juga memasukkan profesi tentara dalam klasifikasi yang terakhir ini.
Spesialisasi di bidang industri tidak hanya bergerak secara individual, tapi juga bercorak regional atau dengan kata lain ada kawasan tertentu yang memiliki keahlian dalam suatu bidang industri sementara kawasana lainnya memiliki keahlian dalam industri lainnya sesuai dengan kesiapan masing-masing kawasan.
Pembagian kerja di atas berdasarkan pembagian masyarakat menjadi dua, yakni masyarakat desa dan masyarakat kota. Masyarakat desa bergerak di bidang pertanian dan pemeliharaan hewan. Sedangkan masyarakat kota bergerak di bidang perdagangan dan perindustrian. Sebagian para penulis secara keliru, memandang pengkatagorian masyarakat desa hanya didasarkan pada penggembalaan hewan saja. Ini terjadi karena kekeliruan memahami kata “ra’yu”, yang menurut mereka berarti pemgembalaan hewan. Di antara yang berpendapat yang demikian itu ialah Gaston Bouthoul dalam karya Ibn Kaldoun, sa philosophie sociale, dan Hanna al-Fakhuri dan Khalil al-Jarr dalam karyanya Tarikh al-Falsafah al-‘Arabiyyah. Hanna al-Fakhuri dan Khalil al-Jarr berpendapat bahwa Ibn Khaldun mengklasifikasikan bangsa-bangsa berdasarkan pola produksinya menjadi tiga kategori: para pengembala yang tersebar di tanah-tanah dataran rendah dan pegunungan, kaum baduwi dan nomaden, dan penduduk kota.
Kekeliruan dalam memahami makna kata “ru’ya”, tersebut timbul karena kata itu dipahami dalam maknanya pada masa kita ini. Padahal kata itu bagi Ibn Khaldun memiliki makna yang lain, yakni orang-orang yang tinggal di luar kota, terlepas mereka itu pengembala yang nomaden atau petani yang menetap. Kata Ibn Khaldun: “Pendapat kita bahwa kehidupan desa mendahului dan menjadi asal kehidupan kota, dikuatkan dengan kenyataan bahwa penyelidikan tentang nenek moyang penduduk kota mana saja akan memberikan bukti bahwa sebahagian besar mereka berasal dari desa yang bedekatan dengan kota tempat nenek moyang mereka itu. Mereka datang sewaktu mereka sudah dapat memperbaiki kehidupannya dan beralih kepada kehidupan yang penuh kesengajaan dan kemewahan yang ada di kota. Ini menunjukkan bahwa masyarakat desa lebih dulu terwujud ketimbang masyarakat kota”. Sementara pada tempat lain ia mengatakan: “Dan untuk mencukupi kebutuhannya para petani dan peternak hewan, terpaksa pergi ke teempat-tempat lain yang masih terbuka luas, yang tidak terdapat di kota-kota, untuk persawahan, pengembalaan, dan sebagainya…
Yang dimaksud dengan orang kota ialah orang-orang yang tinggal di kota-kota. Di antara mereka ada yang memperoleh penghidupannya dari industri dan perdagangan. Pengahasilan mereka lebih besar daripada penghasil kelompok yang bekerja dalam bidang pertanian dan peternakan hewan yang tinggal di desa”.
Pendapat Ibn Khaldun tersebut di atas hampir sejalan dengan pendapat Marx yang dikemukakannya dalam karyanya The German Ideology. Kata Marx: “Pembagaian kerja dalam suatu bangsa pertama-tama akan membuat terpisahnya kerja industrial dan perdagangan dari kerja pertanian, dan juga membuat terpisahnya desa dari kota”. Kesamaan itu juga terdapat dalam teks lain dalam karya Marx itu.
Memang kadang-kadang ada persamaan antara Ibn Khladun dan Marx, khususnya dalam hal yang berkenaan dengan fase pengorganisasian negara. Para penguasa terpaksa pindah ke kota dan harus mengolah administrasinya, antara lain dengan membentuk badan kepolisan dan memberlakukan pajak. Kesamaan pendapat itu juga terdapat dalam hal yang berkenaan dengan kehidupan di kota, yang penuh kemewahan dan orang-orang yang tenggelam dalam kelezatan hidup.
Ibn Khaldun, dalam mengkaji perkembangan berbagai masyarakat, menekankan pentingnya pembagian kerja dalam masyarakat tersebut. Ia mengurutkan bangsa-bangsa dan sistem-sistem yang ia kaji sesuai dengan pola produksi ekonomisnya. Roger Garaudy, dalam salah satu makalahnya tentang Ibn Khaldun, mengatakan bahwa Ibn Khaldun selalu mempergunakan kategori-kategori agama, ras, periode dan geografi dalam membandingkan antara masyarakat desa dan masyarakat kota, seakan-akan Ibn Khaldun mendapatkan adanya pertentangan antar kelas di antara kedua masyarakat itu.
Menurut Ibn Khaldun, fase ekonomi yang pertama dalam kehidupan suatu bangsa ialah fase kehidupan masyarakat desa, yakni fase yang merupakan cikal bakal kebudayaan. “Masyarakat desa lebih dahulu daripada masyarakat kota, dan pedesaan adalah asal kebudayaan dan kota adalah perluasannya”.
Masyarakat desa hidup dalam keadaan sederhana, bersahaja, dan sistem ekonominya juga sangat sederhana, karena penduduknya bekerja hanya untuk memenuhi kebutuhan primer saja. Akibatnya pembagaian kerja di kalangan mereka sedikit sekali. Tetapi Keinginan-keinginan mereka akan meningkat, bila mana mereka menjadi penduduk kota, di mana kemewahan telah mempengaruhi pola kehidupan dan kebiasaan mereka. Kebutuhan mereka menjadi bertambah dan pembagaian kerja di antara mereka menjadi lebih tegas.
Para ilmuwan ada yang mengatakan bahwa pemikiran Ibnu Khaldun tentang pembagian kerja merupakan pemikiran yang biasa. Muhammad Shalih, misalnya mengatakan bahwa pada dasarnya pembagian kerja merupakan suatu fenomena ekonomi umum yang ada pada setiap ruang dan waktu. Pembagian kerja adalah suatu fenomena historis dalam masyarakat, karena setiap individu dalam memenuhi kebutuhannya pasti membutuhkan hasil kerja orang lain.
Dalam kenyataannya Ibn Khaldun hanya memperbincangkan pembagian kerja dalam masyarakat desa dan masyarakat kota. Kedua masyarakat ini memang memiliki suatu peringkat tertentu dalam kebudayaan, semua orang tahu akan hal itu. Juga merupakan pemikiran yang biasa, pendapat Ibn Khaldun yang menyatakan bahwa industri menimbulkan dampak adanya fenomena pembagian kerja. Dengan demikian Ibn Khaldun tidak melupakan hubungan yang ada antara peringkat kebudayaan dan pembagian kerja. Adanya kaitan antara industri dan pembagian kerja sendiri juga diakui Marx, antara lain seperti yang dikemukakan dalam karyanya Misere de la Philosophie. Tidak ada yang luar biasa dalam pemikiran Ibnu Khaldun, karena pemikirannya banyak memiliki kesamaan dengan pemikiran-pemikiran ilmuwan sesudahnya
Di sini Muhammad Mushlih keliru. Justru, di situlah terletak kehebatan Ibnu Khaldun, karena ia telah merumuskan pemikiran division of labour beberapa abad sebelum pemikir Barat, seperti Karl Marx merumuskannya.
Lebih jauh lagi Muhammad Shalih mengkritik sikap Ibn Khaldun yang tidak menaruh perhatian terhadap dampak-dampak yang timbul akibat adanya pembagian kerja, seperti timbulnya kelas-kelas sosial. Ibnu Khaldun juga, katanya tidak menaruh perhatian terhadap sumber-sumber pembagian kerja. Dalam menjawab kritik ini Muhammad ‘Ali Nasy’at, dalam karyanya al-Fikr al-Iqtishadi fi Muqaddimah Ibn Khaldun, menyatakan bahwa pembagian kerja yang diperbincangkan Ibn Khaldun adalah pembagian kerja sebelum revolusi industri. Pada masa itu pembagian kerja belum lagi mempunyai dampak luas seperti halnya yang terjadi pada produksi yang besar. Dari sini perlu ditambahkan bahwa dalam menilai seorang ilmuwan, seperti Ibn Khaldun, tidak bisa dilakukan dengan ukurun-ukuran modern, zaman industri dan kemajuannya yang luar biasa. Demikian juga, hendaknya kita tidak menuntutnya memliki pendapat-pendapat yang belum berkembang pada masanya. Dalam menilai pemikiran seorang tokoh, pendapat Arnold Toynbee perlu diperhatikan. Dalam karyanya A Study of History, ia menyatakan bahwa pengkajian terhadap seorang pemikir, tidak bisa dilepaskan dari konteks zamannya. Seorang tokoh adalah anak dari zamannya.
Teori harga dan Hukum Supply and Demand
Ibnu Khaldun ternyata telah merumuskan teori harga jauh sebelum ekonom Barat modern merumsukannya. Sebagaimana disebut di awal Ibnu Khaldun telah mendahului Adam Smith, Keyneys, Ricardo dan Malthus. Inilah fakta sejarah yang tak terbantahkan.Ibnu Khaldun, dalam bukunya Al-Muqaddimah menulis secara khusus satu bab bab yang berjudul “Harga-harga di Kota”. Menurutnya bila suatu kota berkembang dan populasinya bertambah banyak, rakyatnya semakin makmur, maka permintaan (supply) terhadap barang-barang semakin meningkat, akibatnya harga menjadi naik. Dalam hal ini Ibnu Khaldun menulis:

اان المصر اذا كان مستبحرا موفور العمران كثير حاجة الترف توافرت حينئذ الدواعى على طلب تلك المرافق والاستكثار منها . كل بحسب حاله فيقصر الموجود منها على الحاجة قصورا بالغا ويكثرالمستمان لها وهى قليلة في نفسها فتزدحم أهل الأغراض ويبذل أهل الرفه والترف أثمانها باسراف في الغلاء لحاجاتهم اليها أكثر من غيرهم فيقع فيها الغلاء كما تراه .

Artinya : Sesungguhnya apabila sebuah kota telah makmur dan berkembang serta penuh dengan kemewahan, maka di situ akan timbul permintaan (demand) yang besar terhadap barang-barang. Tiap orang membeli barang-barang mewah itu menurut kesanggupannya. Maka barang-barang menjadi kurang. Jumlah pembeli meningkat, sementara persediaan menjadi sedikit. Sedangkan orang kaya berani membayar dengan harga tinggi untuk barang itu, sebab kebutuhan mereka makin besar. Hal ini akan menyebabkan meningkatnya harga sebagaimana anda lihat.
Franz Rosenthal yang menerjemahkan buku Muqadddimah Ibnu Khaldun menjadi The Muqaddimah: An Introduction to History, menerjemahkan kalimat di atas sebagai berikut :
When a city has a highly developed, abundant civilization and is full of luxuries, there is a very large demand for those conviniences and for having as many of them as a person can expect in view of his situation . This results in a very great shortage of such things. Many will bit for them , but they will be in short supply. They will be needed for many purposes and prosperous people used to luxuries will pay exorbitant prices for them, because they needed them more than others. Thus, as one can see, prices some to be high .
Di sini Ibnu Khaldun telah menganalisa secara empiris tentang teori supply and demand dalam masyarakat. Dalam kalimat di atas Ibnu Khaldun secara ekspilisit memformulasikan tentang hukum supply dan kaitannya dengan harga. Menurutnya apabila sebuah kota berkembang pesat, mengalami kemajuan dan penduduknya padat, maka persediaan bahan makanan pokok melimpah. Hal ini dapat diartikan penawaran meningkat yang berakibat pada murahnya harga barang pokok tersebut. Inilah makna tulisan Ibnu Khaldun.
فاذا استبحر المصر وكثر ساكنه رخصت أسعار الضروري من القوت
Artinya : Apabila sebuah kota berkembang pesat, penduduknya padat, maka harga-harga kebutuhan pokok (berupa makanan) menjadi murah.
Analisa supply and demand Ibnu Khaldun tersebut dalam ilmu ekonomi modern, diteorikan sebagai terjadinya peningkatan disposable income dari penduduk kota. Naiknya disposible income (kelebihan pendapatan) dapat menaikkan marginal propersity to consume (kecendrungan marginal untuk mengkonsumsi) terhadap barang-barang mewah dari setiap penduduk kota tersebut. Hal ini menciptakan demand baru atau peningkatan permintaan terhadap barang-barang mewah. Akibatnya harga barang-barang mewah akan meningkat pula. Adanya kecendrungan tersebut karena terjadi disposable income penduduk seiring dengan berkembangnya kota. Hal itu dapat digambarkan pada kurva di bawah ini .

Inilah teori supply and demand Ibnu Khaldun. Menurutnya, supply bahan pokok di kota besar jauh lebih besar dari pada supply bahan pokok penduduk desa (kota kecil). Penduduk kota besar memiliki supply bahan pokok yang berlimpah yang melebihi kebutuhannya sehingga harga bahan pokok di kota besar relatif lebih murah. Sementara itu, supply bahan pokok di desa relatif sedikit, karena itu orang-orang khawatir kehabisan makanan, sehingga harganya relatif lebih mahal. Dalam hal ini Ibnu Khaldun menulis dalam Al-Muqaddimah :

اعلم أن الأسواق كلها تشتمل على حاجة الناس فمنها الضروري وهي الأقوات من الحنطة وما في معناها كاالباقلاء والبصل والثوم وأشباهه ومنها الحاجي والكمالي مثل الأدم والفواكه والملابس والمراكب وسائر الصنائع والمباني فاذا استبحر المصر وكثر ساكنه رخصت أسعار الضروري من القوت وما في معناهه وغلت أسعار الكمالي من الأدم والفواكه وما يتبعها واذا قل ساكن المصر وضعف عمرانه كان الأمر با العكس

Artinya : Ketahuilah bahwa sesungguhnya semua pasar menyediakan kebutuhan manusia, di antaranya kebutuhan dharuriy (primier), yaitu makanan pokok seperti gandum dan segala jenis makanan pokok lainnya seperti sayur buncis, bawang merah, bawang putih dan sejenisnya. Ada pula kebutuhan yang bersifat hajiy (sekunder) dan kamaly (tertier) yang merupakan kebutuhan pelengkap seperti bumbu makanan, buah-buahan, pakaian, perabot rumah tangga, kenderaan, dan seluruh produk hasil industri. Apabila sebuah kota berkembang maju dan penduduknya padat (banyak), maka murahlah harga barang kebutuhan dharuriy seperti makanan pokok dan menjadi mahal harga-harga barang kebutuhan pelengkap, Apabila penduduk suatu daerah sedikit (seperti desa) dan lemah peradabannya, maka terhadi sebaliknya.(terjadi harga mahal)

Analisa Ibnu Khaldun tentang harga dengan menggunakan hukum kekuatan supply and demand adalah suatu rumusan yang sangat luar biasa, karena jauh sebelum kelahiran ekonom modern, ia secara cerdas telah merumuskannya. Dari kalimat pertama Ibnu Khaldun di atas, jelas, bahwa pasar menurutnya merupakan tempat yang menyediakan kebutuhan manusia, baik kebutuhan primer maupun sekunder dan tertier. Pada kalimat selanjutnya ia mengkategorikan segala macam biji-bijian merupakan bagian dari bahan makanan pokok. Supply makanan pokok di kota besar berlebih dari kebutuhan penduduk kota, sehingga harganya menjadi murah.
Yang menarik dan penting untuk digaris bawahi adalah pernyataan Ibnu Khaldun yang digaris bawahi di atas. Secara jelas ia menyatakan, bahwa apabila sebuah kota berkembang maju dan penduduknya padat (banyak), maka murahlah harga barang kebutuhan dharuriy seperti makanan pokok. Apabila penduduk suatu daerah sedikit (seperti desa) maka harga menjadi mahal. Dasar pemikirannya ialah bahwa di desa (kota kecil) yang sedikit penduduknya, supply bahan makanan sedikit, karena mereka memiliki supply kerja yang sedikit dan kecil, sehingga mereka khawatir akan kehabisan persediaan makanan pokok. Merekapun menyimpan makanan yang mereka miliki. Persediaan itu sangat berharga bagi mereka dan orang-orang yang membelinya haruslah membayar dengan harga yang tinggi.

Selanjutnya Ibnu Khaldun mengatakan :

وأما الأمصار الصغيرة والقليلة الساكن فأقواتهم قليلة لقلة العمل فيها وما يتوقعونه لصغر مصرهم من عدم القوت فيتمسكون بما يحصل منه في أيديهم و يحتكرونه فيعز وجوده لديهم ويغلو ثمنه على مستامه وأما مرافقهم فلا تدعو اليها أيضا حاجة بقلة الساكن وضعف الأحوال قلا تنفق لديهم سوقه فيختص با الرخص في سعره

Artinya : Kota-kota kecil (desa) yang sedikit penduduknya, membutuhkan makanan yang sedikit, karena sedikitnya pekerjaan di dalamnya. Hal ini disebaban karena kota itu kecil, di mana persediaan makanan pokok, kurang. Oleh karena itu mereka memadakan (makanan) apa adanya dan menyimpannya. Maka makanan menjadi berharga bagi mereka, sehingga harganya naik (mahal) bagi mereka yang ingin membelinya. Mereka juga tidak ada permintaan (demand) terhadap barang-barang hajiyat (sekunder), karena sedikitnya penduduk yang mampu dan lemahnya keadaan (ekonomi) mereka. Sedikit bisnis yang bisa mereka lakukan, sehingga konsekuensinya harga barang sekunder/tertier menjadi murah.
Foodstuffs in small cities that have few inhabitants are few, because they have a small (supply) of labour and because , in view of the small size of the city , the people fear food shortages. Therefore they hold on to (the food) that comes in to their hands and store it. It thus becomes something precious to them and those who want to buy it have to pay higher prices. They also have no demand for conveniences, because the inhabitants are few and their condition is weak. Little business is done by them , and the price there , consequently become particularly low.
Hukum supply and demand Ibnu Khaldun di atas dapat diillustrasikan sebagai berikut :


Keterangan Gambar : Supply bahan pokok penduduk kota besar (QS2), jauh lebih besar daripada supply bahan pokok penduduk kota kecil Qs1. Menutut Ibnu Khaldun, penduduk kota besar memiliki supply bahan pokok yang melebihi kebutuhannya sehingga harga bahan pokok di kota besar realtif lebih murah (P2). Sementara itu supply bahan pokok di kota kecil, realtif kecil, karena itu orang-orang khawatir kehabisan makanan sehingga harganya lebih mahal (P1)
Ibnu Khaldun juga menjelaskan pengaruh meningkatnya biaya produksi karena pajak dan pungutan-pungutan lain di kota tersebut pada sisi penawaran. Dalam konteks ini Ibnu Khaldun mengatakan bahwa bea cukai yang dipungut atas bahan-makanan di pintu-pintu kota dan pasar-pasar untuk raja juga para petugas pajak menarik keuntungan dari transaskis bisnis untuk kepentingan mereka sendiri. Oleh sebab itulah, maka harga di kota-kota lebih tinggi dari di desa . Di sini Ibnu Khaldun ingin menjelaskan bahwa pajak berpengaruh terhadap harga-harga.
Selanjutnya Ibnu Khaldun juga membahas masalah profit (ribh),. Menurutnya keuntungan yang wajar akan mendorong tumbuhnya perdagangan. Keuntungan yang rendah akan membuat lesu perdagangan karena para pedagang kehilangan motivasi. Sebaliknya, jika pedagang mengambil keuntungan yang sangat tinggi, juga akan menimbulkan kelesuan perdagangan karena permintaan konsumen melemah. Hal yang patut juga dicatat dari pemikiran Ibnu Khaldun ialah penjelasannya yang detail dan eksplisit tentang elemen-elemen persaingan. Selanjutnya Ibnu Khaldun mengamati fenomena tinggi rendahnya harga diberbagai negara, tanpa mengajukan konsep apapun tentang kebijakan kontrol harga. Inilah perbedaan Ibnu Khaldun dengan Ibnu Taymiyah. Ibnu Khaldun lebih fokus pada penjelasan fenomena aktual yang terjadi, sedangkan Ibnu Taymiyah lebih fokus pada solusi kebijakan untuk menyikapi fenomena yang terjadi.
Dalam mengkaji masalah demand, Ibnu Khaldun membahas faktor-faktor penentu yang menaikkan dan menurunkan permintaan. Menurutnya, setidaknya ada lima faktor, 1. Harga, 2. Pendapatan, 3. Jumlah penduduk, 4. kebiasaan masyarakat dan 5. Pembangunan kesejahteraan umum.
Sedangkan dalam konteks supply, faktor-faktor penentunya ada enam, 1. Harga, 2. permintaan, 2. Laju keuntungan, 4. Buruh, 5. Keamanan, 6 Tingkat kesejahteraan masyarakat.
Ibnu Khaldun merumuskan bahwa peningkatan supply akan menurunkan harga. Sebaliknya, jika terjadi penurunan penawaran akan menaikkan harga. Ibnu Khaldun sebagaimana dijelaskan Umer Chapra menyatakan bahwa harga-harga yang terlalu rendah akan merugikan pengrajin dan pedagang, sehingga akan mendorong mereka keluar dari pasar, sebaliknya, harga-harga yang tinggi akan merugikan konsumen. Oleh karena itu, harga-harga yang moderat antara kedua ekstrim tersebut merupakan titik harga keseimbangan yang diinginkan, karena hal itu tidak saja memberikan tingkat keuntungan yang secara sosial dapat diterima oleh pedagang, melainkan juga akan membersihkan pasar dengan mendorong penjualan dan pada gilirannya akan menimbulkan keuntungan dan kemakmuran besar
Di sisi lain, harga-harga yang rendah jelas tetap diinginkan terhadap barang-barang kebutuhan pokok, karena hal ini akan meringankan beban orang miskin yang merupakan mayoritas penduduk. Dari pemikiran Ibnu Khaldun, terlihat bahwa ia sangat menginginkan terciptanya harga yang stabil dengan ongkos (biaya) hidup yang relatif rendah.
Meningkatnya permintaan sangat mempengaruhi penawaran. Kondisi ini akan menaikkan harga-harga barang. Realita ini secara panjang lebar telah dipaparkan Ibnu Khaldun sebagaimana telah dikemukakan di atas secara ringkas.
Upah Buruh
Ibnu Khaldun juga telah membahas masalah upah buruh dalam perekonomian. Ia menybut istilah buruh dengan terminologi shina’ah (pekerjaan di pabrik) sebagaimana dituliskannya dalam Muqaddimah :
ان الصناعة هي ملكة في امر عملي فكري و بكونه عمليا هو جسماني محسوس والا حوال الجسمانية المحسوسة فنقلها بالمباشرة
Pekerjaan (di pabrik/perusahaan) adalah kemampuan praktis yang berhubungan dengan keahlian (skills). Dikatakan keahlian praktis karena berkaitan dengan kerja fisik material, di mana seorang buruh secara langsung bekerja secara indrawi. Dalam terminologi ekonomi modern, shina’ah tersebut dikenal dengan istilah employment (ketenaga kerjaan). Orang yang melaukannya disebut employee atau labour (tenaga kerja atau buruh ).
Ibnu Khaldun adalah ilmuwan pertama dalam sejarah yang memberikan penjelasan detail tentang teori nilai buruh. Menurutnya, buruh adalah sumber nilai. Penting dicatat bahwa Ibnu Khaldun tak pernah menyebut nilai buruh dengan istilah “teori”. Meskipun demikian, penjelesan tentang buruh secara detail dipaparkan Ibnu Ibnu Khaldun pada Bab IV buku Al-Muqaddimah.
Pemikiran Ibnu Khaldun tentang buruh ini selanjutnya dikembangkan oleh David Hume dalam bukunya Political Discouse yang direbitkan tahun 1752 dengan mengatakan, “Setiap yang ada di bumi ini dihasilkan oleh buruh”. Pernyataan ini selanjutnya dikutip Adam Sm
          Area Sales Manager (Eastern Region) Job at Lorache Group        

Lorache Group is a Marketing Management, Human Capital Development and Business Process & Strategist Consultancy Outfit, registered with Company & Allied Commission (CAC) of Nigeria to perform such businesses. We are recruiting to fill the position below: Job Title: Area Sales Manager (Eastern Region) Responsibilities Achieves the Area’s revenue volume and value targets for each […]

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          Lowongan BUMN S1 PT. Inti (Persero)        
Perusahaan didirikan sebagai evolusi dari kerja sama PN Telekomunikasi dan Siemen AG pada tahun 1966. Kerja sama ini berlanjut pada pembentukan Pabrik Telepon dan Telegraf (PTT) sebagai Bagian dari LPP Postel pada tahun 1968. Pada tahun 1974, bagian ini dipisahkan dari LPP Postel menjadi sebuah Perseroan Terbatas yang berada di bawah naungan Direktorat Jenderal Pos dan Telekomunikasi.
PT INTI (Persero) memantapkan langkahnya untuk memasuki bisnis solusi Engineering, sistem integrator dan pengembangan produk-produk genuine. Beberapa produk genuine unggulan PT INTI antara lain: Smart PBX, GPA, IPUMC, FFWS, I-PERISALAH, KWH Meter, dan MSAN. Sebagai sistem integrator, PT INTI (Persero) memfokuskan diri pada segmen pasar TELCO, CELCO dan Private Enterprise. Untuk pasar TELCO, PT INTI (Persero) menginisiasi ide Modernisasi Jaringan akses tembaga milik PT Telkom, Tbk di seluruh Indonesia menjadi jaringan akses fiber optic dengan menggunakan teknologi MSAN, GPON dan FTTH (Fiber To The Home) dengan pola Trade In Trade Off atau lebih dikenal dengan nama proyek TITO. Melalui Proyek TITO ini telah modernisasi jaringan akses lebih dari 400 ribu sambungan di 8 STO pada akhir tahun 2012. Dan melalui proyek ini PT INTI (Persero) kembali membangun kemampuan di dalam industry telekomunikasi antara lain: Fiber Termination Management (FTM), Optical Splitter, Fiber Optic Accesoris, Optical Network Termination (ONT), Optical Dropp Cable, Fiber Management System (FMS).
Dengan pengalaman lebih dari 35 tahun bergerak dalam industri telekomunikasi, kami telah memperoleh kepercayaan itu. Sampai hari ini, kami dipercaya untuk memberikan solusi kesisteman bagi para operator telekomunikasi ternama di Indonesia.
Di bulan Juli ini kami membuka kesempatan untuk Anda lulusan S1 bergabung bersama kami.


Lowongan BUMN S1 PT. Inti (Persero)

Persyaratan umum:
1.   Pria/Wanita lulusan S1
2.   IPK min. 3.00 (skala 4.00)
3.   Memiliki kemampuan komunikasi menggunakan Bahasa Inggris lisan maupun tulisan
4.   Bersedia menjalani ikatan dinas
5.   Bersedia ditugaskan/ditempatkan di seluruh indonesia

Posisi :
A.   Sales & Marketing Support (Semua Jurusan)
B.   Telecommunication (Teknik Informatika, Teknik Fisika, Teknik Telekomukasi, Teknik Fisika)
C.   Energy (Teknik Elektronika (power), Teknik Fisika, Teknik Sipil)
D.   Information Technology (Teknik Elektonika, Sistem Informasi, Teknik Informatika, Ilmu Komputer, Teknik Fisika, Teknik Telekomunikasi)
E.   Production (Teknik Industri, Latar belakang pendidikan yang relevan)
F.    Procurement (Teknik Industri, Manajemen/Latar Belakang Pendidikan yang relevan)
G.   Finance/Internal Audit (Manajemen, Akuntansi, Manajemen Keuangan, Teknik Industri)
H.   Health and Safety Environment (HSE)– (K3, Teknik Sipil, Teknik Lingkungan, Teknik Industri)
I.     Human Capital Management (HCM) – (Psikologi, Manajemen SDM, Teknik Industri, Hukum)
J.    Quality & Risk Management (Teknik Industri, Manajemen, Jurusan Teknik lainnya)

Bagaimana apakah Anda tertarik dengan informasi loker ini, silahkan segera mendaftarkan diri bergabung dengan salah satu perusahaan BUMN.

Open Recruitment  20 – 30 Juli 2017

Jika Anda tertarik silahkan segera melakukan pendaftaran melalui link RECRUITMENT 

Catatan
Dalam proses rekrutment tidak ada pemungutan biaya, hati-hati dengan informasi yang mengatasnamakan PT. Inti (Persero).



          (USA-CT-RIDGEFIELD) Associate Director, Human Resources - Specialty        
Boehringer Ingelheim is an equal opportunity global employer who takes pride in maintaining a diverse and inclusive culture. We embrace diversity of perspectives and strive for an inclusive environment which benefits our employees, patients and communities. **Description:** The Associate Director, Human Resources is a member of the HR Business Partner (HRBP) team dedicated to supporting BI's Human Pharma Specialty Franchise. The HRBP provides consultative leadership on business challenges and associated people and organizational implications. Influence and lead human capital planning, change management, organizational consulting & design, and diversity, inclusion & engagement initiatives while utilizing business process principles. Provide strategic thought leadership with a global perspective and Champion the values and culture of the organization. Productively challenge the status quo and voice innovative observations, questions and ideas. The Associate Director operates independently in most situations in support of a Senior level client with less complex/more homogeneous function/organization. As an employee of Boehringer Ingelheim, you will actively contribute to the discovery, development and delivery of our products to our patients and customers. Our global presence provides opportunity for all employees to collaborate internationally, offering visibility and opportunity to directly contribute to the companies' success. We realize that our strength and competitive advantage lie with our people. We support our employees in a number of ways to foster a healthy working environment, meaningful work, diversity and inclusion, mobility, networking and work-life balance. Our competitive compensation and benefit programs reflect Boehringer Ingelheim's high regard for our employees. **Duties & Responsibilities:** + Partner with the business leaders to drive strategic human resources initiatives that support business goals. + Execute Talent Management Process including workforce planning and strategic human capital planning, succession planning and development planning within client group. Drive business leaders to focus on increasing top talent and differentiate development of employees. + Function as an internal consultant to leaders in achieving business goals. Advise and guide management on organizational effectiveness, especially the alignment of processes, systems and people. + Lead change by partnering with business leaders on planning, implementing and communicating necessary changes and involving employees. + Drive performance consulting; including ensuring expectations align with business strategy, aligning and differentiating ratings and compensation across the client group. + Partner with business leader to create & execute Diversity, Inclusion & Engagement strategy. Champions the culture. + Provide leadership for talent acquisition within client group. Establish strategy and select for Strategic Wealth Creating/Critical positions and ensure diverse representation in candidate pools. + Manage other HR functions as required: liaise with centralized Employee Relations department, support OD learning strategy within client group, partner with Compensation Management on new approaches, etc. + If applicable, manage and develop direct reports **Requirements:** + Bachelor’s degree in Business, HR Management or similar discipline required. Masters degree strongly preferred. SPHR a plus. + 6+ years Human Resources generalist experience required. + Demonstrated change leadership, internal consulting, organization and talent assessment and development skills + Demonstrated ability to influence, communicate & build relationships at all levels, and to link business objectives with HR activities. Strong business acumen and strategic thinking. + Demonstrated analytical and creative problem-solving skills. Committed to continuous improvement. **Eligibility Requirements:** + Must be legally authorized to work in the United States without restriction. + Must be willing to take a drug test and post-offer physical (if required) + Must be 18 years of age or older **Our Culture:** Boehringer Ingelheim is one of the world’s top 20 pharmaceutical companies and operates globally with approximately 50,000 employees. Since our founding in 1885, the company has remained family-owned and today we are committed to creating value through innovation in three business areas including human pharmaceuticals, animal health and biopharmaceutical contract manufacturing. Since we are privately held, we have the ability to take an innovative, long-term view. Our focus is on scientific discoveries and the introduction of truly novel medicines that improve lives and provide valuable services and support to patients and their families. Employees are challenged to take initiative and achieve outstanding results. Ultimately, our culture and drive allows us to maintain one of the highest levels of excellence in our industry. We are also deeply committed to our communities and our employees create and engage in programs that strengthen the neighborhoods where we live and work. Boehringer Ingelheim, including Boehringer Ingelheim Pharmaceuticals, Inc., Boehringer Ingelheim USA, Boehringer Ingelheim Animal Health USA, Inc., Merial Barceloneta, LLC and Boehringer Ingelheim Fremont, Inc. is an equal opportunity and affirmative action employer committed to a culturally diverse workforce. All qualified applicants will receive consideration for employment without regard to race; color; creed; religion; national origin; age; ancestry; nationality; marital, domestic partnership or civil union status; sex, gender identity or expression; affectional or sexual orientation; disability; veteran or military status, including protected veteran status; domestic violence victim status; atypical cellular or blood trait; genetic information (including the refusal to submit to genetic testing) or any other characteristic protected by law. Boehringer Ingelheim is firmly committed to ensuring a safe, healthy, productive and efficient work environment for our employees, partners and customers. As part of that commitment, Boehringer Ingelheim conducts pre-employment verifications and drug screenings. ***LI-SF1** ***I-SF1** **Organization:** _US-BI Pharma/BI USA_ **Title:** _Associate Director, Human Resources - Specialty_ **Location:** _Americas-United States-CT-Ridgefield_ **Requisition ID:** _179072_
          (USA-GA-DULUTH) Associate Director, Human Resources - Commercial Operations        
Boehringer Ingelheim is an equal opportunity global employer who takes pride in maintaining a diverse and inclusive culture. We embrace diversity of perspectives and strive for an inclusive environment which benefits our employees, patients and communities. **Description:** To provide consultative leadership on business challenges and associated people and organizational implications specifically supporting our Commercial Operations groups. Influence and lead human capital planning, change management, organizational consulting & design, and diversity, inclusion & engagement initiatives while utilizing business process principles. Provide strategic thought leadership with a global perspective and Champion the values and culture of the organization. Productively and courageously challenges the status quo, takes risks, voices questions and promotes innovative ideas. This position operates independently in most situations in support of a Senior level client. As an employee of Boehringer Ingelheim, you will actively contribute to the discovery, development and delivery of our products to our patients and customers. Our global presence provides opportunity for all employees to collaborate internationally, offering visibility and opportunity to directly contribute to the companies' success. We realize that our strength and competitive advantage lie with our people. We support our employees in a number of ways to foster a healthy working environment, meaningful work, diversity and inclusion, mobility, networking and work-life balance. Our competitive compensation and benefit programs reflect Boehringer Ingelheim's high regard for our employees. **Duties & Responsibilities:** + Establish and manage a complex network of key stakeholder relationships with business leaders to influence and drive strategic human resources initiatives that support/accelerate business goals. This requires the ability to analyze risk/benefit, to skillfully manage conflict, ensure all viewpoints are heard, astutely understand the political landscape and the ability to flex style based on the situation. + Execute Talent Management Process including workforce planning and strategic human capital planning, succession planning and development planning within client group. Drive business leaders to focus on increasing top talent and differentiate development of employees. + Function as an internal consultant to leaders in achieving business goals. Advise and guide management on organizational effectiveness, especially the alignment of processes, systems and people to accelerate results. + Lead change by continually assessing the environment determining when change is needed, and partner with business leaders on planning, implementing and implementing in the most efficient manner which includes communicating necessary changes and involving employees. + Drive performance consulting; including ensuring expectations align with business strategy, aligning and differentiating ratings and compensation across the client group. + Partner with business leader to create & execute Diversity, Inclusion & Engagement strategy. Champions the culture. + Lead innovative strategies for talent acquisition within respective client groups. Establish strategy and select for Strategic Wealth Creating/Critical positions and ensure diverse representation in candidate pools. + Manage other HR functions as required: liaise with SR. AD, Labor Relations and HR, centralized Employee Relations department, support OD learning strategy within client group, partner with Compensation Management on new approaches, etc. **Requirements:** + Bachelor’s degree in Business, HR Management or similar discipline required. + Masters’ degree strongly preferred. + SPHR a plus. + Six plus (6+) years Human Resources experience required. + Project leadership/management skills/experience + Experience in a directly related field, such as communications or change management may be considered in lieu of Human Resources requirement. + Demonstrated change leadership, internal consulting, organization and talent assessment and development skills. + Demonstrated ability to establish and manage a complex network of key stakeholders to facilitate decision making, ensure alignment, appropriate outcomes, and minimize resistance. + Demonstrated ability to influence, communicate & build trusting relationships / partnerships at all levels, and to link business objectives with HR activities. + Demonstrated ability to actively engage in conversations, providing solutions and working to find 'win/win' outcomes. + Demonstrated ability to take risks, stand up in the face of challenges to defend, promote or offer another point of view. + Demonstrated analytical and creative problem-solving skills. + Experience with managing and interacting with external legal counsel is required. + **Physical Demands / Surroundings** : + Must be willing to travel between sites as needed to meet business expectations. + Lifting, pushing and pulling and/or carrying <25 pounds occasionally + Constant periods sitting + Frequent standing, walking or climbing stairs. + Crouching/squatting, bending/stooping, twisting, above the shoulder or low level work, fine finger dexterity/ including grasping required occasionally + Writing and typing constantly + Occasional periods of use of Personal Protective Equipment. May require occasional work in low or high temperatures. + **Visual / Hearing Demands** : + Color vision required. May require extended hours at a computer screen. + Must be able to read electronic documents of all types. + Hearing acuity required. + May be required to travel nationally. **EligibilityRequirements:** + Must be legallyauthorized to work in the United States without restriction. + Must be willing totake a drug test and post-offer physical (if required) + Must be 18 years ofage or older **Our Culture:** Boehringer Ingelheim is one of the world’s top 20 pharmaceutical companies and operates globally with approximately 50,000 employees. Since our founding in 1885, the company has remained family-owned and today we are committed to creating value through innovation in three business areas including human pharmaceuticals, animal health and biopharmaceutical contract manufacturing. Since we are privately held, we have the ability to take an innovative, long-term view. Our focus is on scientific discoveries and the introduction of truly novel medicines that improve lives and provide valuable services and support to patients and their families. Employees are challenged to take initiative and achieve outstanding results. Ultimately, our culture and drive allows us to maintain one of the highest levels of excellence in our industry. We are also deeply committed to our communities and our employees create and engage in programs that strengthen the neighborhoods where we live and work. Boehringer Ingelheim, including Boehringer Ingelheim Pharmaceuticals, Inc., Boehringer Ingelheim USA, Boehringer Ingelheim Animal Health USA, Inc., Merial Barceloneta, LLC and Boehringer Ingelheim Fremont, Inc. is an equal opportunity and affirmative action employer committed to a culturally diverse workforce. All qualified applicants will receive consideration for employment without regard to race; color; creed; religion; national origin; age; ancestry; nationality; marital, domestic partnership or civil union status; sex, gender identity or expression; affectional or sexual orientation; disability; veteran or military status, including protected veteran status; domestic violence victim status; atypical cellular or blood trait; genetic information (including the refusal to submit to genetic testing) or any other characteristic protected by law. Boehringer Ingelheim is firmly committed to ensuring a safe, healthy, productive and efficient work environment for our employees, partners and customers. As part of that commitment, Boehringer Ingelheim conducts pre-employment verifications and drug screenings. *LI-SF1 *I-SF1 **Organization:** _US-Vetmedica_ **Title:** _Associate Director, Human Resources - Commercial Operations_ **Location:** _Americas-United States-GA-Duluth_ **Requisition ID:** _175025_
          Workforce Representation Is About Quotas, Not Growth: It's Time To Embrace Diversity With Inclusion        
It’s time to move human capital management to the center of an organization’s growth strategy that gives people the influence and start growing from the center out where everyone has the opportunity to be inclusive and influence the future.
          Role of Workday HCM in Simplifying HR Functions        

In 2006, Workday released its first product, Workday Human Capital Management (HCM). The subsequent year, it announced its financial suite, Workday Monetary Management. The Workday HCM fact acquired emphasis at the beginning; however, the company has worked over the years to make its financial software extra competitive with other ERP structures. Workday perception programs released … Continue reading Role of Workday HCM in Simplifying HR Functions

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          SAP SuccessFactors – Salary Trends and Career Opportunities        

The market leader in cloud-based Human Capital Management (HCM) software provides business benefit in terms of solutions that are elegant, flexible and comprehensive enough to be universal in terms of domain and geography. SuccessFactors has gained over 21 million subscribers on a world-wide scale and offers customers excellent results, process knowledge along with content and … Continue reading SAP SuccessFactors – Salary Trends and Career Opportunities

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           Managing diversity or valuing diversity? Gender and the IT labour market         
Griffiths, M, Keogh, C, Moore, K and Tattersall, AL 2006, 'Managing diversity or valuing diversity? Gender and the IT labour market' , in: IT workers: human capital issues in a knowledge-based environment , Research in human resource management , Information Age Publishing.
          penyimpangan kode etik bidan        
1 Penegakan Hukum Terhadap Pelanggaran Kode Etik Bidan
Negara hukum (rechtstaat), mengandung sekurang-kurangnya 2 (dua) makna, yang pertama adalah pengaturan mengenai batasan-batasan peranan negara atau pemerintahan dalam mencampuri kehidupan dan pergaulan masyarakat, sedangkan yang ke-dua adalah jaminan-jaminan hukum akan hak-hak, baik sipil atau hak-hak pribadi (individual rights), hak-hak politik (political rights), maupun hak-hak sebagai sebuah kelompok atau hak-hak sosial sebagai hak asasi yang melekat secara alamiah pada setiap insan, baik secara pribadi atau kelompok.
Secara konvensional, pembangunan sumber daya manusia diartikan sebagai investasi human capital yang harus dilakukan sejalan dengan investasi physical capital. Cakupan pembangunan sumber daya manusia ini meliputi pendidikan dan pelatihan, kesehatan, gizi, penurunan fertilitas dan pengembangan enterpreneurial, yang kesemuanya bermuara pada peningkatan produktivitas manusia. Karenanya, indikator kinerja pembangunan sumber daya manusia mencakup indikator-indikator pendidikan, kesehatan, gizi dan sebagainya.
Pemerintah dalam mengatur jalannya pemerintahan tidak terlepas dengan instansi-instansi yang dapat membantu untuk melancarkan pembangunan, antara lain dengan membentuk Departemen Kesehatan (Depkes) dalam bidang kesehatan. Selain membentuk Depkes, pemerintah juga membuat kelompok-kelompok profesi. Hal ini dilakukan mengontrol terhadap pembangunan di bidang kesehatan, sehingga bisa mempertegas peranan pemerintah dalam mengusahakan perkembangan kesehatan yang lebih baik. Pemerintah juga mengeluarkan beberapa peraturan perundang-undangan yang berkaitan dengan kesehatan, yaitu UU Nomor 23 Tahun 1992 Tentang Kesehatan, yang mengatur hal-hal yang berkaitan dengan tindakan, kewenangan, sanksi, maupun pertanggungjawaban tarhadap kesalahan atau pelanggaran yang dilakukan oleh tenaga kesehatan sebagai subyek peraturan tersebut.

Menurut Pasal 1 ayat (3) UU Nomor 23 Tahun 1992 Tentang Kesehatan, yang dimaksud dengan Tenaga kesehatan adalah setiap orang yang mengabdikan diri dalam bidang kesehatan serta memiliki pengetahuan dan atau keterampilan melalui pendidikan di bidang kesehatan yang untuk jenis tertentu memerlukan kewenangan untuk melakukan upaya kesehatan.
Tenaga kesehatan berdasarkan Pasal 50 UU Kesehatan adalah bertugas menyelenggarakan atau melakukan kegiatan kesehatan sesuai dengan bidang keahlian dan atau kewenangan tenaga kesehatan yang bersangkutan. Sedangkan mengenai ketentuan mengenai kategori, jenis, dan kualifikasi tenaga kesehatan ditetapkan dengan Peraturan Pemerintah Republik Indonesia Nomor 32 Tahun 1996 Tentang Tenaga Kesehatan.
Berdasarkan Pasal 2 ayat (1) Tenaga kesehatan terdiri dari :
1. tenaga medis;
2. tenaga keperawatan dan bidan;
3. tenaga kefarmasian;
4. tenaga kesehatan masyarakat;
5. tenaga gizi;
6. tenaga keterapian fisik; dan
7. tenaga keteknisian medis.
Dalam rangka penempatan terhadap jenis tenaga kesehatan tertentu ditetapkan kebijaksanaan melalui pelaksanaan masa bakti terutama bagi tenaga kesehatan yang sangat potensial di dalam kebutuhan penyelenggaraan upaya kesehatan. Disamping itu tenaga kesehatan tertentu yang bertugas sebagai pelaksana atau pemberi pelayanan kesehatan diberi wewenang sesuai dengan kompetensi pendidikan yang diperolehnya, sehingga terkait erat dengan hak dan kewajibarnya. Kompetensi dan kewenangan tersebut menunjukan kemampuan professional yang baku dan merupakan standar profesi untuk tenaga kesehatan tersebut.
Dari sejumlah tenaga medis tersebut, bidan merupakan salah satu unsur tenaga medis yang berperan dalam mengurangi angka kematian bayi dan ibu yang melahirkan, baik dalam proses persalinan maupun dalam memberikan penyuluhan atau panduan bagi ibu hamil. Melihat besarnya peranan bidan tersebut, maka haruslah ada pembatasan yang jelas mengenai hak dan kewajiban dalam pelaksanaan tugas dan kewenangan bidan tersebut. Maka, dibuatlah Kode Etik bidan, dimana kode etik tersebut merupakan suatu pernyataan kemprehensif dan profesi yang memberikan tuntutan bagi anggota untuk melaksanakan praktek profesinya, baik yang berhubungan dengan klien sebagai individu, keluarga, masyarakat, maupun terhadap teman sejawat, profesi dan diri sendiri, sebagai kontrol kualitas dalam praktek kebidanan.
Untuk melengkapi peraturan yang ada, maka dibuatlah sebuah kode etik yang dibuat oleh kelompok-kelompok profesi yang ada di bidang kesehatan, dengan ketentuan pokok bahwa peraturan yang dibuat tersebut tidak bertentangan dengan peraturan yang ada di atasnya. Contoh kode etik profesi adalah kelompok dokter yang mempunyai kode etik kedokteran, dan untuk kelompok bidan mempunyai kode etik kebidanan. Dalam kode etik tersebut terdapat pengenaan sanksi apabila ada pelanggaran yang berupa sanksi administratif, seperti penurunan pangkat, pencabutan izin atau penundaan gaji.
Proses implementasi kebijakan dapat dirumuskan sebagai tindakan-tindakan baik dari institusi pemerintah maupun swasta atau kelompok masyarakat yang diarahkan oleh keinginan untuk mencapai tujuan sebagaimana dirumuskan di dalam kebijakan. Sedangkan implementasi adalah memahami apa yang senyatanya terjadi sesudah suatu program dinyatakan berlaku atau dirumuskan. Fokus perhatian inplementasi kebijakan mencakup kejadian-kejadian dan kegiatan-kegiatan yang timbul sesudah diberlakukannya kebijakan negara, baik usaha untuk mengadministrasikannya maupun akibat/dampak nyata pada masyarakat. Kebijakan ditransformasikan secara terus menerus melalui tindakan-tindakan implementasi sehingga secara simultan mengubah sumber-sumber dan tujuan-tujuan yang pada akhirnya fase implementasi akan berpengaruh pada hasil akhir kebijakan.
2 Pengertian aborsi
Menggugurkan kandungan atau dalam dunia kedokteran dikenal dengan istilah “abortus”. Berarti pengeluaran hasil konsepsi (pertemuan sel telur dan sel sperma) sebelum janin dapat hidup di luar kandungan. Ini adalah suatu proses pengakhiran hidup dari janin sebelum diberi kesempatan untuk bertumbuh.
Dalam dunia kedokteran dikenal 3 macam aborsi, yaitu:
1. Aborsi spontan / alamiah berlangsung tanpa tindakan apapun. Kebanyakan disebabkan karena kurang baiknya kualitas sel telur dan sel sperma.
2. Aborsi buatan / sengaja adalah pengakhiran kehamilan sebelum usia kandungan 28 minggu sebagai suatu akibat tindakan yang disengaja dan disadari oleh calon ibu maupun si pelaksana aborsi (dalam hal ini dokter, bidan atau dukun beranak).
3. Aborsi terapeutik / medis adalah pengguguran kandungan buatan yang dilakukan atas indikasi medik. Sebagai contoh, calon ibu yang sedang hamil tetapi mempunyai penyakit darah tinggi menahun atau penyakit jantung yang parah yang dapat membahayakan baik calon ibu maupun janin yang dikandungnya. Tetapi ini semua atas pertimbangan medis yang matang dan tidak tergesa-gesa.
2.3 Resiko Aborsi
dikatakan bahwa jika seseorang melakukan aborsi ia “tidak merasakan apa-apa dan langsung boleh pulang”.
Ini adalah informasi yang sangat menyesatkan bagi setiap wanita, terutama mereka yang sedang kebingungan karena tidak menginginkan kehamilan yang sudah terjadi.
Ada 2 macam resiko kesehatan terhadap wanita yang melakukan aborsi:
1. Resiko kesehatan dan keselamatan fisik
Pada saat melakukan aborsi dan Aborsi memiliki resiko yang tinggi terhadap kesehatan maupun keselamatan seorang wanita. Tidak benar jika setelah melakukan aborsi ada beberapa resiko yang akan dihadapi seorang wanita, seperti yang dijelaskan dalam buku “Facts of Life” yang ditulis oleh Brian Clowes, Phd yaitu:
Kematian mendadak karena pendarahan hebat Kematian mendadak karena pembiusan yang gagal Kematian secara lambat akibat infeksi serius disekitar kandungan Rahim yang sobek (Uterine Perforation) Kerusakan leher rahim (Cervical Lacerations) yang akan menyebabkan cacat pada anak berikutnya Kanker payudara (karena ketidakseimbangan hormon estrogen pada wanita) Kanker indung telur (Ovarian Cancer) Kanker leher rahim (Cervical Cancer) Kanker hati (Liver Cancer) Kelainan pada placenta/ari-ari (Placenta Previa) yang akan menyebabkan cacat pada anak berikutnya dan pendarahan hebat pada saat kehamilan berikutnya Menjadi mandul/tidak mampu memiliki keturunan lagi (Ectopic Pregnancy) Infeksi rongga panggul (Pelvic Inflammatory Disease)
Infeksi pada lapisan rahim (Endometriosis)
2. Resiko kesehatan mental
Proses aborsi bukan saja suatu proses yang memiliki resiko tinggi dari segi kesehatan dan keselamatan seorang wanita secara fisik, tetapi juga memiliki dampak yang sangat hebat terhadap keadaan mental seorang wanita. Gejala ini dikenal dalam dunia psikologi sebagai “Post-Abortion Syndrome” (Sindrom Paska-Aborsi) atau PAS. Gejala-gejala ini dicatat dalam “Psychological Reactions Reported After Abortion” di dalam penerbitan The Post-Abortion Review (1994).
Pada dasarnya seorang wanita yang melakukan aborsi akan mengalami hal-hal seperti berikut ini:
1. Kehilangan harga diri (82%)
2. Berteriak-teriak histeris (51%)
3. Mimpi buruk berkali-kali mengenai bayi (63%)
4. Ingin melakukan bunuh diri (28%)
5. Mulai mencoba menggunakan obat-obat terlarang (41%)
6. Tidak bisa menikmati lagi hubungan seksual (59%)
Diluar hal-hal tersebut diatas para wanita yang melakukan aborsi akan dipenuhi perasaan bersalah yang tidak hilang selama bertahun-tahun dalam hidupnya
4 Hukum Dan Aborsi
Menurut hukum-hukum yang berlaku di Indonesia, aborsi atau pengguguran janin termasuk kejahatan, yang dikenal dengan istilah “Abortus Provocatus Criminalis”
Yang menerima hukuman adalah:
1. Ibu yang melakukan aborsi
2. Dokter atau bidan atau dukun yang membantu melakukan aborsi
3. Orang-orang yang mendukung terlaksananya aborsi
Beberapa pasal yang terkait adalah:
Pasal 229
 Barang siapa dengan sengaja mengobati seorang wanita atau menyuruhnya supaya diobati, dengan diberitahukan atau ditimbulkan harapan, bahwa karena pengobatan itu hamilnya dapat digugurkan, diancam dengan pidana penjara paling lama empat tahun atau denda paling banyak tiga ribu rupiah.
 Jika yang bersalah, berbuat demikian untuk mencari keuntungan, atau menjadikan perbuatan tersebut sebagai pencarian atau kebiasaan, atau jika dia seorang tabib, bidan atau juru obat, pidananya dapat ditambah sepertiga.
 Jika yang bersalah, melakukan kejahatan tersebut, dalam menjalani pencarian maka dapat dicabut haknya untuk melakukan pencarian itu.
Pasal 341
Seorang ibu yang, karena takut akan ketahuan melahirkan anak, pada saat anak dilahirkan atau tidak lama kemudian, dengan sengaja merampas nyawa anaknya, diancam, karena membunuh anak sendiri, dengan pidana penjara paling lama tujuh tahun.

Pasal 342
Seorang ibu yang, untuk melaksanakan niat yang ditentukan karena takut akan ketahuan bahwa akan melahirkan anak, pada saat anak dilahirkan atau tidak lama kemudian merampas nyawa anaknya, diancam, karena melakukan pembunuhan anak sendiri dengan rencana, dengan pidana penjara paling lama sembilan tahun.
Pasal 343
Kejahatan yang diterangkan dalam pasal 341 dan 342 dipandang, bagi orang lain yang turut serta melakukan, sebagai pembunuhan atau pembunuhan dengan rencana.
Pasal 346
Seorang wanita yang sengaja menggugurkan atau mematikan kandungannya atau menyuruh orang lain untuk itu, diancam dengan pidana penjara paling lama empat tahun.
Pasal 347
 Barangsiapa dengan sengaja menggugurkan atau mematikan kandungan seorang wanita tanpa persetujuannya, diancam dengan pidana penjara paling lama dua belas tahun.
 Jika perbuatan itu mengakibatkan matinya wanita tersebut, dikenakan pidana penjara paling lama lima belas tahun.
Pasal 348
 Barangsiapa dengan sengaja menggugurkan atau mematikan kandungan seorang wanita dengan persetujuannya, diancam dengan pidana penjara paling lama lima tahun enam bulan.
 Jika perbuatan itu mengakibatkan matinya wanita tersebut, dikenakan pidana penjara paling lama tujuh tahun.
Pasal 349
Jika seorang tabib, bidan atau juru obat membantu melakukan kejahatan yang tersebut pasal 346, ataupun melakukan atau membantu melakukan salah satu kejahatan yang diterangkan dalam pasal 347 dan 348, maka pidana yang ditentukan dalam pasal itu dapat ditambah dengan sepertiga dan dapat dicabut hak untuk menjalankan pencarian dalam mana kejahatan dilakukan.
2.5 Contoh Aborsi
Berikut ini adalah gambaran mengenai apa yang terjadi didalam suatu proses aborsi:
1. Pada kehamilan muda (dibawah 1 bulan)
Pada kehamilan muda, dimana usia janin masih sangat kecil, aborsi dilakukan dengan cara menggunakan alat penghisap (suction). Sang anak yang masih sangat lembut langsung terhisap dan hancur berantakan. Saat dikeluarkan, dapat dilihat cairan merah berupa gumpalan-gumpalan darah dari janin yang baru dibunuh tersebut.
2. Pada kehamilan lebih lanjut (1-3 bulan)
Pada tahap ini, dimana janin baru berusia sekitar beberapa minggu, bagian-bagian tubuhnya mulai terbentuk. Aborsi dilakukan dengan cara menusuk anak tersebut kemudian bagian-bagian tubuhnya dipotong-potong dengan menggunakan semacam tang khusus untuk aborsi (cunam abortus).
Anak dalam kandungan itu diraih dengan menggunakan tang tersebut, dengan cara menusuk bagian manapun yang bisa tercapai. Bisa lambung, pinggang, bahu atau leher. Kemudian setelah ditusuk, dihancurkan bagian-bagian tubuhnya. Tulang-tulangnya di remukkan dan seluruh bagian tubuhnya disobek-sobek menjadi bagian kecil-kecil agar mudah dikeluarkan dari kandungan
. Dalam klinik aborsi, bisa dilihat potongan-potongan bayi yang dihancurkan ini. Ada potongan tangan, potongan kaki, potongan kepala dan bagian-bagian tubuh lain yang mungil. Anak tak berdosa yang masih sedemikian kecil telah dibunuh dengan cara yang paling mengerikan.
3. Aborsi pada kehamilan lanjutan (3 sampai 6 bulan)
Pada tahap ini, bayi sudah semakin besar dan bagian-bagian tubuhnya sudah terlihat jelas. Jantungnya sudah berdetak, tangannya sudah bisa menggenggam. Tubuhnya sudah bisa merasakan sakit, karena jaringan syarafnya sudah terbentuk dengan baik.
Aborsi dilakukan dengan terlebih dahulu membunuh bayi ini sebelum dikeluarkan. Pertama, diberikan suntikan maut (saline) yang langsung dimasukkan kedalam ketuban bayi. Cairan ini akan membakar kulit bayi tersebut secara perlahan-lahan, menyesakkan pernafasannya dan akhirnya – setelah menderita selama berjam-jam sampai satu hari – bayi itu akhirnya meninggal.
Selama proses ini dilakukan, bayi akan berontak, mencoba berteriak dan jantungnya berdetak keras. Aborsi bukan saja merupakan pembunuhan, tetapi pembunuhan secara amat keji. Setiap wanita harus sadar mengenai hal ini.
4. Aborsi pada kehamilan besar (6 sampai 9 bulan)
Pada tahap ini, bayi sudah sangat jelas terbentuk. Wajahnya sudah kelihatan, termasuk mata, hidung, bibir dan telinganya yang mungil. Jari-jarinya juga sudah menjadi lebih jelas dan otaknya sudah berfungsi baik.
Untuk kasus seperti ini, proses aborsi dilakukan dengan cara mengeluarkan bayi tersebut hidup-hidup, kemudian dibunuh.
Cara membunuhnya mudah saja, biasanya langsung dilemparkan ke tempat sampah, ditenggelamkan kedalam air atau dipukul kepalanya hingga pecah. Sehingga tangisannya berhenti dan pekerjaan aborsi itu selesai. Selesai dengan tuntas – hanya saja darah bayi itu yang akan mengingatkan orang-orang yang terlibat didalam aborsi ini – bahwa pembunuhan keji telah terjadi.
proses ini seringkali tidak disadari oleh para wanita calon ibu yang melakukan aborsi. Mereka merasa bahwa aborsi itu cepat dan tidak sakit, mereka tidak sadar karena dibawah pengaruh obat bius. Mereka bisa segera pulang tidak lama setelah aborsi dilakukan.
Benar, bagi sang wanita, proses aborsi cepat dan tidak sakit. Tapi bagi bayi, itu adalah proses yang sangat mengerikan, menyakitkan, dan benar-benar tidak manusiawi.
Kematian bayi yang tidak berdosa itu tidak disaksikan oleh sang calon ibu. Seorang wanita yang kelak menjadi ibu yang seharusnya memeluk dan menggendong bayinya, telah menjadi algojo bagi anaknya sendiri.
2.6 Kasus Aborsi
Remaja Aborsi Tewas Usai Disuntik Bidan
Minggu, 18 Mei 2008 - 20:00 wib
KEDIRI - Kasus aborsi yang berujung kematian terjadi Kediri. Novila Sutiana (21), warga Dusun Gegeran, Desa/Kecamatan Sukorejo, Ponorogo, Jawa Timur, tewas setelah berusaha menggugurkan janin yang dikandungnya. Ironisnya, korban tewas setelah disuntik obat perangang oleh bidan puskesmas.
Peristiwa nahas ini bermula ketika Novila diketahui mengandung seorang bayi hasil hubungannya dengan Santoso (38), warga Desa Tempurejo, Kecamatan Wates, Kediri. Sayangnya, janin yang dikandung tersebut bukan buah perkawinan yang sah,namun hasil hubungan gelap yang dilakukan Novila dan Santoso.
Santoso sendiri sebenarnya sudah menikah dengan Sarti. Namun karena sang istri bekerja menjadi tenaga kerja wanita (TKW) di Hongkong, Santoso kerap tinggal sendirian di rumahnya. Karena itulah ketika bertemu dengan Novila yang masih kerabat bibinya di Ponorogo, Santoso merasa menemukan pengganti istrinya. Ironisnya, hubungan tersebut berlanjut menjadi perselingkuhan hingga membuat Novila hamil 3 bulan.
Panik melihat kekasihnya hamil, Santoso memutuskan untuk menggugurkan janin tersebut atas persetujuan Novila. Selanjutnya, keduanya mendatangi Endang Purwatiningsih (40), yang sehari-hari berprofesi sebagai bidan di Desa Tunge, Kecamatan Wates, Kediri. Keputusan itu diambil setelah Santoso mendengar informasi jika bidan Endang kerap menerima jasa pengguguran kandungan dengan cara suntik.
Pada mulanya Endang sempat menolak permintaan Santoso dan Novila dengan alasan keamanan. Namun akhirnya dia menyanggupi permintaan itu dengan imbalan Rp2.100.000. Kedua pasangan mesum tersebut menyetujui harga yang ditawarkan Endang setelah turun menjadi Rp2.000.000. Hari itu juga, bidan Endang yang diketahui bertugas di salah satu puskesmas di Kediri melakukan aborsi.
Metode yang dipergunakan Endang cukup sederhana. Ia menyuntikkan obat penahan rasa nyeri Oxytocin Duradril 1,5 cc yang dicampur dengan Cynaco Balamin, sejenis vitamin B12 ke tubuh Novila. Menurut pengakuan Endang, pasien yang disuntik obat tersebut akan mengalami kontraksi dan mengeluarkan sendiri janin yang dikandungnya.
"Ia (bidan Endang) mengatakan jika efek kontraksi akan muncul 6 jam setelah disuntik. Hal itu sudah pernah dia lakukan kepada pasien lainnya," terang Kasat Reskrim Polres Kediri AKP Didit Prihantoro di kantornya, Minggu (18/5/2008).
Celakanya, hanya berselang dua jam kemudian, Novila terlihat mengalami kontraksi hebat. Bahkan ketika sedang dibonceng dengan sepeda motor oleh Santoso menuju rumahnya, Novila terjatuh dan pingsan karena tidak kuat menahan rasa sakit. Apalagi organ intimnya terus mengelurkan darah.
Warga yang melihat peristiwa itu langsung melarikannya ke Puskemas Puncu. Namun karena kondisi korban yang kritis, dia dirujuk ke RSUD Pare Kediri. Sayangnya, petugas medis di ruang gawat darurat tak sanggup menyelamatkan Novila hingga meninggal dunia pada hari Sabtu pukul 23.00 WIB.




Petugas yang mendengar peristiwa itu langsung menginterogasi Santoso di rumah sakit. Setelah mengantongi alamat bidan yang melakukan aborsi, petugas membekuk Endang di rumahnya tanpa perlawanan. Di tempat praktik sekaligus rumah tinggalnya, petugas menemukan sisa-sisa obat yang disuntikkan kepada korban. Saat ini Endang berikut Santoso diamankan di Mapolres Kediri karena dianggap menyebabkan kematian Novila.
Lamin (50), ayah Novila yang ditemui di RSUD Pare Kediri mengaku kaget dengan kehamilan yang dialami anaknya. Sebab selama ini Novila belum memiliki suami ataupun pacar. Karena itu ia meminta kepada polisi untuk mengusut tuntas peristiwa itu dan menghukum pelaku.

Akibat perbuatan tersebut, Endang diancam dengan pasal 348 KUHP tentang pembunuhan. Hukuman itu masih diperberat lagi mengingat profesinya sebagai tenaga medis atau bidan. Selain itu, polisi juga menjeratnya dengan UU Kesehatan nomor 23 tahun 1992. Belum diketahui secara pasti sudah berapa lama Endang membuka praktik aborsi tersebut..
          Remuneration and Benefits Analyst Recruitment in Nigeria (Oando Plc)        
Oando Plc (www.oandoplc.com) has recruitment in April 2013 for the position of Remuneration and Benefits Analyst in Nigeria.

Vacancy Code: RABA///53556
Department: Human Capital Management (HCM)
Reports To: Remuneration and Benefits Manager

Under general supervision the Remuneration & Benefits Analyst works within the HCM Shared Services Center, and primarily provides support services to the HCM Manager in the specialized area of compensation & benefits. The incumbent is responsible for all activities relating to payroll management and is responsible for the daily administration of payroll processes. In addition, he/she liaises with all relevant parties to ensure the smooth running of employee healthcare provision.

In addition the incumbent will back up for the Transactions & Payroll Officer when absent and must understand some recruitment front end processes and strategies and transactional HRIS processes

Supervisory Responsibility
Frequently interacts with vendors, employees and managers across the organization.

Scope of Responsibility & Accountability:
  • Responsible for coordination and management of all payroll and benefit activities
  • Frequent contact with external and internal stake holders
  • Handles highly confidential information that must be controlled and have significant impact (reputational and financial) risk to company , management and self
Major Responsibility Area:

Essential Functions
  • Provides general support on all remuneration & benefits initiatives/ activities
  • Primary contact for all day-to-day payroll activities; prepares the monthly payroll run with relevant reports to the businesses
  • Coordinates the annual award schemes, such as the GCE Award & Long Service Award
  • Liaises with Healthcare providers to ensure efficient delivery of services to employees by Registering new employees, managing the HMO and liaising with insurance brokers. Will be the primary point of contact for all HMO activities
  • Responsible for the effective monitoring of all payroll processes, inputs and reports across the organization including data for salary surveys
  • Maintains and updates all Remuneration & Benefits data in the HRIS database (payroll, bands & reward levels, bank details etc.)
  • Assist with creating benefit and compensation communication to educate workforce on offerings and conducts benefits orientation and presentations
  • Process all end of service benefits
  • Performs other duties as assigned
Non-Essential Functions
  • Plans and executes special projects under direction and review as assigned by Human Resources Manager
  • Participates on new hire onboarding and induction activities
  • Assist with coordinating and communicating employee TR programs
  • Assist with Job analysis and evaluation
  • Assist with administration of fixed and variable pay programs-analysis and review of data to support annual increase, structure adjustment and bonus plan
  • Assist in salary surveys
Key Performance Indicators:
  • The incumbent is expected to run payroll and provide reports with minimal supervision and errors
  • The job holder is expected to provide/run all reports as at when due. Internal and external customer satisfaction levels
  • Accuracy and timely processing of payroll information by established cutoff date
  • Quality and effectiveness of day-to-day activities
  • Quality and timeliness of all relevant reports
  • Timeliness & effectiveness of service delivery
  • Quality and comprehensiveness of databases being maintained
Job Specification:
  1. Minimum 1st degree in any discipline or BSc/BA in business or human resources required
  2. Minimum 1-3 years of compensation & benefits experience (including payroll) within a reputable and structured business environment, preferably a multinational corporation within the Oil & Gas industry
  3. Robust sense of accountability and sound personal judgment with the capacity to handle confidential information and escalate issues effectively
  4. Proactive, forward-thinking attitude and creative problem-solving ability
  5. Great organizational and customer service skills; attention to detail and ability prioritize multiple tasks simultaneously without sacrificing the ability to dive deep is essential
You can fill the application online through Oando Plc online career portal before 18th April, 2013. The submission after due date will not accepted. Interested candidates get details about above positions to visit at Oando’s career website www.oando-cvmanager.com/careers/vacancies.

          RETAIL DISTRICT MANAGER - Dollar General - Gates, NC        
Fair administration of human resources policies &amp; practices. Total development of human capital through proactive recruitment, selection and education of...
From Dollar General - Tue, 11 Jul 2017 12:38:41 GMT - View all Gates, NC jobs
          DanielLC on What jobs are safe in an automated future?        

One is the Malthusian limit.

There will be enough jobs. Whether or not you can live on the pay isn't guaranteed. If there's too many people, or even if the gap between the rich and poor is too large, the pay of the lowest jobs can fall below subsistence level.

This keeps conspicuously not happening to humans

The general version hasn't. I think there has been times when the wage for untrained labor has fallen below subsistence.

The other is the "robot world" limit.

If robots do every kind of manual labor for us, there will still be jobs. The only limit is when they do the manual labor and the mental labor. It's not the robot world limit. It's the singularity.

That still very well might not get rid of jobs. It's unlikely that people as we know them are the best at any job, but as long as you have them around, and they're going to have those pretend MMORPG jobs anyway, it might be best to use some of them.

In either case, the safest job is "person with capital".

Strictly speaking, that's the only kind of job. Being good at something is considered human capital.

I'd agree that "person with monetary capital" will be a job that will last up until the end.

This isn't really relevant, but it's worth commenting on. I can't shake the feeling that I'm arguing with you, but we seem to be in agreement.


          Konkvistador on What jobs are safe in an automated future?        

I'm happy to make any reasonable bet/prediction-book entry on the subject, provided the term is short enough we'll remember.

Same here. Let us put it on prediction book and assign odds once we agree. We could even make more than one prediction.

Unfortunately for the world, but fortunately for me, the human capital model is greatly overrated. Education is not primarily about teaching concrete skills. It's a stably wasteful way to sort people according to their intelligence, conscientiousness, conformity, etc.

I think this is true.

However as cognitive science and genetics advances we may yet see say the legalisation of the use of IQ tests or other tools for employment screening. This would eliminate much of the services (and waste) associated with education. If a place like Singapore did this, it just might be a big enough economic boost that other nations might follow.

Regardless many many people who are employed in "education" are employed in primary and secondary education, very little signalling benefits comes from these two. I could easily see say the number of primary school teachers per capita dropping by more than a half in the next 30 years.

Also lectures in the English speaking world might easily be completely outsourced to just a few professors in the next decade or so. Why have 300 lecturers do the same lecture every year? Why not reuse it for a few years, perhaps even decades on basic freshman courses. Why limit oneself to questions and answers from one classroom instead of everyone doing the lectures that year as well as questions from previous years? The opportunities to use user data to optimize the lectures far more than is humanly possible even for a top performer. The differences between the signalling values of universities is not flattened in any way, so the quality of the signal is preserved, indeed if the university happens to have a one of the few top lecturers or departments that make these lectures it probably gains a big prestige boost. This might not look like it will eliminate jobs, yet it automates a significant use of a academicians use of time.

And 10 years after that, what happens if we get a Googleversity that offers a quality computer science online education? Google could easily afford to hire part-time professors or professionals or even mere supervisors to have students in key countries take the tests in person. Google could also set the standards arbitrarily high. Having a degree from Googleversity might not signal conformity but it would signal intelligence, knowledge and conscientiousness. For some jobs this will be enough. At the very least Google itself would probably seriously consider hiring any applicants from the top 1% or so. If this proves successful, other companies might follow.


           Roles of Performance and Human Capital in College Football Coaches' Compensation.         
Inoue, Y. and Plehn-Dujowich, J. and Kent, A. and Swanson, Steve (2013) Roles of Performance and Human Capital in College Football Coaches' Compensation. Journal of Sport Management, 27 (1). pp. 73-83. ISSN Print: 0888-4773 Online: 1543-270X
          Operational Manager for Lab Furniture        

Company: Best2Best Human Capital

Location: Suarlée, Namur, Belgium

Read full job description


          ERP Business Analyst (H/F)        

Company: Best2Best Human Capital

Location: Suarlée, Namur, Belgium

Read full job description


          Talent Management - DSM ASSESSMENT & TRAINING LTD , United Kingdom         
Sustainable change and development requires strong and effective leadership, effective succession planning is essential.  Developing and retaining in-company talent, is imperative to ensure the progression of a new generation of leaders/personnel, which allows for greater levels of continuity and business performance.

Human capital is the single most influential factor in determining business success. An effective strategy for attracting and harnessing the talents of individuals should be a major priority for any forward thinking organisation. The aim of this workshop is to explore strategies for attracting, retaining and succession planning, to meet organisational objectives and priorities.

The global talent gap is widely documented, organisations realise that attracting, developing and retaining talent is fundamental to an organisation remaining competitive.  
A recent Hay group report highlights that in order to cope with the challenges of today's business environment companies will need to "synchronise their business and people strategies". This programme will enable delegates to:
Develop an awareness of attracting talented candidates and make better hiring decisions
Indicators for spotting talent within company early
Make decisions that ensure a better match, and reduce mismatch costs
Identify strategies for promoting talent in organisation

This programme is for leaders, managers and HR personnel who want to develop, fine tune and gain new perspectives insight into the management of talent within their organisations..

Cost:

Certified


          SAP HCM (Human Capital Management) - Rolla Computer and Management Training , United Arab Emirates, Dubai         
Human Capital Management allows organizations to see people as assets (human capital) whose current value can be measured and whose future value can be enhanced through investment. This course is a vital part of Human Resource (HR) as it teaches you the concepts of managing people after their recruitment. SAP HCM professionals are some of the most demanded professionals in today's corporate world. Our staff will start your training right from the scratch by familiarizing you with the basics of HCM modules. This course will help you to organize a structure HR process system in a work station. Our experienced staff will also train you how to maximize the recruitment process and adjust the new SAP developments within the existing process in a highly effective and efficient manner.  Upon completion of this course, you will be able to manage the workforce of your office with great expertise.

Structure of the course:
  • Module 1: Organizational Management-Learn how to manage time and resources in an organization.
  • Module 2: Personnel Administration- Learn how to manage human resources in an organization starting from the recruitment of employees.
  • Module 3: E-Recruitment- Learn the automated web-based recruitment process which will help you while hiring people.
  • Module 4: Time Management-Learn how to plan, record and evaluate the effect of employees presence or absence in an organization. Also learn about attendance management, calculation of wages, log-in log-out reports etc.
  • Module 5: Payroll-Learn about the calculations of pay scale and compensations given to employees.
  • Module 6: ESS and MSS-Learn about Employee Self Service (ESS) and Management Self Service (MSS).
  • Module 7: Reporting-Learn how to prepare comprehensive and up-to-date information of the organization for the employees.

Cost:

Certified


          Leadership Development: Self-Awareness, Skills and Strategies - AZTech Training & Consultancy , Dubai         
This highly informative training course will enlighten professionals in finding a way to translate strategic objectives and intentions into operational components, plans, procedures, and systems that enable the successful execution of the strategy by front-line managers and employees. The key is to create the conditions for success.
Coming up with a great strategy is one thing, but actually implementing it to get the expected results is quite another. This is why the real challenge in strategy is in execution. Professionals require the skills and competencies to go from strategy formulation to day-to-day tactical execution while ensuring the achievement of results that align with the strategy.

This AZTech training course will feature:
  • The essential differences and commonalities of strategy and tactics
  • Operational level campaign planning, the techniques and processes for creating the organisation, structure, systems, human capital, and other resources to support the tactical front-line in achieving success in alignment with the strategy and strategic objectives
  • Measuring progress and results and comparing them to objectives at the strategic, operational, and tactical levels
  • Fundamentals of planning, execution, and progress/results measurement
  • Nested hierarchical planning, mission analysis, and mission leadership

Cost:

Certified


          PwC's Headstart Program - PwC's Academy , Dubai, UAE         

PwC's Academy introduces PwC's Headstart Program, a one-of-its-kind program in the Middle East for young, aspiring HR professionals.

A unique mix of professional qualification and professional experience, this program will increase your HR knowledge with a CIPD Foundation Diploma in HR Practice and will give you the opportunity to apply what you learn through a work placement in PwC's Human Capital team. In addition, you will enhance your business acumen and capabilities through skills based training to help you become a complete HR professional.

What Will I Learn?

PwC's HeadstaRt Program is a blend of dynamic classroom learning, skills oriented practical training, and on-the-job learning with a work placement at PwC.

As part of this program, you will cover:

  • Professional qualification: Chartered Institute of Personnel and Development ( CIPD) Level 3 Diploma in HR practice 
  • Skills based training: Microsoft Excel, Employability, Essential HR skills, Verbal and written communication skills training 
  • Professional experience: A six month work placement in PwC's Human Capital team 

At the end of the program, one top achiever will be selected for a full-time position in PwC's Human Capital team.

Target Audience:

This program is for individuals with the vision to think differently and the ambition to pursue a career-oriented path to achieve their goals. This program is ideal for you if you want to begin your career in HR. Graduates and school leavers from diverse education backgrounds are encouraged to apply. This program is also suitable for young professionals who want to specialise in HR.

Entry Requirements:

You must be minimum 18 years as on 1 October of the year of application.

Academic criteria: (you must meet one of the below):

  • GCE A Level BBB 
  • CBSE or equivalent 85% 
  • International Baccalaureate 24 points or above 
  • BTEC Level 3 Ext Diploma MMM 
  • FBISE grade 12 or equivalent 85% 
  • GCSE 340 UCAS points or equivalent 
  • GPA 3.3 or above 

Cost:

Certified


          SAP Success Factors (HCM) - Implementation - Live Instructor Led Online Training - Delphi , Online         

What is SAP Success Factors (HCM)? 

SAP Success Factors is the global leader in business execution software providing cloud-based human capital management (HCM) software solutions using the Software as a service (SaaS) model. It analyses gaps in supply and demand and measures result with planning metrics. It is designed for multiple end users to manage a workforce plan, incorporate forecast data into strategic plans and access key performance indicators. SAP Success Factors training emphasizes on the entire HR workflow, from talent management to payroll and analytics and keeping HCM strategy future-focused. 

About SAP Success Factors: 

The word "cloud" has become the buzzing word to the latest emerging applications which are being delivered in the corporate world.SAP Success factors are also related to cloud-based HR Information System(HRIS) which enables the best business process in order to achieve the greatest path to success.  

Benefits of Success Factors  

  • Aligns - the labor force with a raising strategy and will make the people work on the right tasks  
  • Optimizes - the performance across the organization as you find the right people  
  • Accelerates - the business results with more productivity  

Target Audience:

  • The training imparted in this course is well suited for team members, project leaders and /or SAP consultants practicing in the HR domain.  
  • It is a helpful tool in the hands of SAP professionals desiring to increase their capabilities in the SAP Business Suite packages.  
  • Prior knowledge of standard business processes, human resources domain, SAP tools and the basics of internet technology helps candidates in getting their money's worth from the course.  
  • Also, work experiences in the HR domain help in accelerating the career path.  
  • Candidates with 3 to 4 years of experience in General HR Module/ Payroll/ Recruitment Experience  

Scope and Opportunity of a Career in SAP HCM Success Factors:

The opportunity of a career in SAP HCM- Success Factors is the next big thing in SAP Future. It already captured huge market Globally and consultants availability is very less and it is high demand. SAP Success Factors Consultants are highly paid in SAP Modules.  

 What will you learn in SAP Success Factors:  

Introduction to Success Factors: In this module, you will come to know what exactly Success Factors mean and its requirements, day-to-day roles, and the problems & solutions. Moreover gets a clear idea regarding the various infrastructure layouts and understands Scalability and Availability. 

Employee Central: 

In this module, you will know how success Factors stores HR data by learning foundation objects & data models. Integration capability of Success Factors and other key elements of MDF Framework will be explored in this module. 

Performance Management: 

In this module, you will understand how the complete process of Performance and Goal Management is configured and modified in order to meet client requirements. We will also discover the various key steps involved in setting up this process as Admin/Manager/Employee  

Workforce Analytics:

In this module, you will put forward to learn how easy it is to configure the Reports thereby Analytics. Diversity between the report and a Query also relating them to Analytics. On the other hand, we will go through the complete Workforce Planning process also.  

Recruitment: 

In this module, you will put forward to learn how easy it is to configure the Recruitment in SAP Success Factors. Complete Recruitment process will be configured in SAP Success Factor  

SAP Success Factors Pre-requisites:

  •  Having work experience in HR will be a benefit  
  • Prior work experience in Recruitment  
  • Working experience in consulting organizations in HCM  

Specialties:

Opportunity to work in IT ERP Software as SAP Associate / SAP Success Factors Consultant  

Who Should Register?

  •  This course is well suited for team members, project leaders and /or SAP consultants practicing in the HR domain.  
  • Candidates with 3 to 4 years of experience in General HR Module/ Payroll/ Recruitment Experience  
  • SAP HCM Implementation and Support Consultant  
  • HR Related Experience   
  • Program/ Project Manager  
  • Super/ Key/ Power use

Cost:

Certified


          SAP Success Factors (HCM) - Implementation Training - Delphi , Dubai, UAE         

What is SAP Success Factors (HCM)? 

SAP Success Factors is the global leader in business execution software providing cloud-based human capital management (HCM) software solutions using the Software as a service (SaaS) model. It analyses gaps in supply and demand and measures result with planning metrics. It is designed for multiple end users to manage a workforce plan, incorporate forecast data into strategic plans and access key performance indicators. SAP Success Factors training emphasizes on the entire HR workflow, from talent management to payroll and analytics and keeping HCM strategy future-focused.

About SAP Success Factors:

The word "cloud" has become the buzzing word to the latest emerging applications which are being delivered in the corporate world.SAP Success factors are also related to cloud-based HR Information System(HRIS) which enables the best business process in order to achieve the greatest path to success. 

Benefits of Success Factors 

  •  Aligns - the laborforce with a raising strategy and will make the people work on the right tasks 
  • Optimizes - the performance across the organization as you find the right people 
  • Accelerates - the business results with more productivity 
Target Audience:

  •  The training imparted in this course is well suited for team members, project leaders and /or SAP consultants practicing in the HR domain. 
  • It is a helpful tool in the hands of SAP professionals desiring to increase their capabilities in the SAP Business Suite packages. 
  • Prior knowledge of standard business processes, human resources domain, SAP tools and the basics of internet technology helps candidates in getting their money's worth from the course. 
  • Also, work experiences in the HR domain help in accelerating the career path. 
  • Candidates with 3 to 4 years of experience in General HR Module/ Payroll/ Recruitment Experience 

Scope and Opportunity of a Career in SAP HCM Success Factors:

The opportunity of a career in SAP HCM- Success Factors is the next big thing in SAP Future. It already captured huge market Globally and consultants availability is very less and it is high demand. SAP Success Factors Consultants are highly paid in SAP Modules 
 

What will you learn in SAP Success Factors: 

Introduction to Success Factors:

In this module, you will come to know what exactly Success Factors mean and its requirements, day-to-day roles, and the problems & solutions. Moreover gets a clear idea regarding the various infrastructure layouts and understands Scalability and Availability.

Employee Central:
In this module, you will know how success Factors stores HR data by learning foundation objects & data models. Integration capability of Success Factors and other key elements of MDF Framework will be explored in this module. 

Performance Management:
In this module, you will understand how the complete process of Performance and Goal Management is configured and modified in order to meet client requirements. We will also discover the various key steps involved in setting up this process as Admin/Manager/Employee 

Workforce Analytics:
In this module, you will put forward to learn how easy it is to configure the Reports thereby Analytics. Diversity between the report and a Query also relating them to Analytics. On the other hand, we will go through the complete Workforce Planning process also. 

Recruitment: 

In this module, you will put forward to learn how easy it is to configure the Recruitment in SAP Success Factors. Complete Recruitment process will be configured in SAP Success Factor 

SAP Success Factors Pre-requisites: 

  •  Having work experience in HR will be a benefit 
  • Prior work experience in Recruitment 
  • Working experience in consulting organizations in HCM 

Specialties:

 Opportunity to work in IT ERP Software as SAP Associate / SAP Success Factors Consultant 

Who Should Register?

  • This course is well suited for team members, project leaders and /or SAP consultants practicing in the HR domain. 
  • Candidates with 3 to 4 years of experience in General HR Module/ Payroll/ Recruitment Experience 
  • SAP HCM Implementation and Support Consultant 
  • HR Related Experience  
  • Program/ Project Manager 
  • Super/ Key/ Power user

Cost:

Certified


          A Life Course Perspective on Gender Differences in Cognitive Functioning in India.        
Journal of Human Capital; 12/01/2016
(AN 119552486); ISSN: 19328575
Business Source Complete
          Business Process SAP Human Capital Management - Jupiter2000 , Dubai, Cairo         
Business Process in SAP ERP HCM Course
SAP Basics
  • Logging On to the SAP System
  • Navigating SAP Menus
  • Finding Help
Structures in Human Capital Management
  • Analyzing HCM Structures
  • Enhancing the Organizational Structure
  • Using the Organization and Staffing Interface
  • Reporting on Existing Positions
Personnel Administration
  • Maintaining Employee Information
  • Executing Personnel Actions
  • Maintaining Employee Data Using SAP NetWeaver Business Client (NWBC)
Employee Benefits
  • Enrolling an Employee in Benefits
  • Generating Benefit Reports
Time Management
  • Outlining Time Management Basics
  • Recording Time Data
  • Evaluating Time Data
  • Using Cross-Application Time Sheet (CATS)
Introduction to Payroll
  • Processing Payroll
SAP E-Recruiting
  • Recruiting New Employees
  • Applying for a Vacant Position
  • Determining Information in the Talent Warehouse
  • Determining Reporting Options Available for SAP E-Recruiting
Personnel Development
  • Maintaining the Qualification Catalog
  • Creating Profiles
  • Executing Profile Match-ups
HR Renewal
  • Outlining HR Renewal Functionality
  • Accessing HR Renewal Landing Pages
SAP Learning and Development
  • Maintaining Training Events
  • Enrolling Employees in Training Events
  • Outlining Enterprise Learning Functionality
  • Creating Development Plans
  • Identifying HR Renewal Learning Solution (LSO) Components
Performance and Talent Management
  • Creating Performance Review Documents
  • Managing Employee Talent
Enterprise Compensation Management
  • Creating Compensation Budgets
  • Administering Compensation Awards
  • Analyzing Long-Term Incentives
Success Factors
  • Describing SuccessFactors Integration with SAP HCM
  • End-user Service Delivery
  • Analyzing Self-Services
Analytics
  • Analyzing HCM Reports

Cost:

Certified


          David Brooks Endorses the Ryan Budget Plan: It Has Everything Going for It But Public Support and Economic Reality        

At last, someone has answered New York Times columnist David Brooks' call for a budget-reform plan that acknowledges that

nothing is more important

than addressing the national debt.

Rep. Paul Ryan's new proposal

, Brooks writes, is "bold"; it "will be the starting point for future discussions" about the size and scope of government.



Facing the Ryan budget, Brooks writes, Democrats "will not be serious players." Unlike Ryan, the Democrats are not willing to tell the truth about the implications of their own budget priorities. "They have no credible plans," Brooks writes.



What does a credible budget plan look like, David Brooks? Well, being credible doesn't mean there aren't "grave weaknesses":


As presently configured, it is unacceptable to moderate voters and stands no chance of passage. Substantively, it does not address the structural problems plaguing the American economy: wage stagnation, inequality, declining growth rates. It doesn’t have an answer to rising health care costs. Nor does it leave room for future policy creativity; there’s no money to allow future generations to rise to unforeseen challenges.

So this blueprint for America's fiscal future is "unacceptable" to the people whose votes would be necessary to support it, and it ignores structural economic problems, and it doesn't control health-care costs. And it is useless in an emergency. And but this is the case

for

it.



Oh, and Brooks also thinks the tax revenue targets are too low, as a share of GDP. And he doesn't support Ryan's plan to cut funds for education and research and "other investments in human capital." And its approach to Medicare is "immoral" (because it pays old people too much for health care).



That's all OK. The Ryan proposal "has moved us off Unreality Island," Brooks writes. Provided, that is, that you ignore the fact that it won't work and the fact that no one will vote for it.


          The Calloway Way: Results & Integrity -- Fireside chat with author Charlie Feld at MIT Sloan        
Bill Aulet introducing
Charlie and Brad Feld at MIT

The Calloway Way: Results and Integrity -- Fireside chat with author Charlie Feld at MIT Sloan



Last week it was a pleasure to sit in an auditorium full of MIT Sloan students who love everything about leadership and know their tech down cold. Brad Feld, the TechStars founder, and mega-entrepreneur is a rock star in this crowd. He was in Cambridge to host a fireside chat introducing his uncle Charlie Feld’s new book on the legendary leader, Wayne Calloway, called The Calloway Way; Results & Integrity.

Wayne Calloway joined Frito-Lay in 1967, stepping up to CEO in 1976. After this he was PepsiCo’s CEO from 1986 to the mid-1990’s. The book’s foreword was written by current PepsiCo CEO, Indra K. Nooyi demonstrating how high female talent has risen since the Madmen days when Calloway ran the company.

In the book, CEO Nooyi explains how fortunate she was to have worked at Pepsi when Calloway was there and explains his leadership mantra. “The Calloway Way … meant getting results with integrity.” As she says, “He understood that … talent is the deciding factor that takes a company from good to great.”

The fireside chat ranged from challenges CEO’s in our digital networked age will face, to Calloway’s sage advice for leaders and how timely it still is. “I think Calloway would be an extraordinary leader today,” Brad Feld said after explaining what an inspirational CEO he had been to so many current business leaders, "more influential than Jack Welch."

Calloway was an early pioneer in leadership theory about how to attract and develop great talent in order to make a company grow. “We aren’t going to run out of financial capital but human capital first,” author Charlie Feld said as he and Brad talked about the book and Calloway's great thoughts on talent.

Charlie credits his own success in business (his company was sold to EDS in 2004 and then to HP in 2008) to the 20 years he spent at PepsiCo learning about leadership from Wayne Calloway.

Brad Feld had more to say on CEO’s and leadership as well, quoting VC Fred Wilson’s 3 lessons for CEO’s from his blog, AVC and his well-known MBA Mondays series, “A CEO does only three things. Sets the overall vision and strategy of the company and communicates it to all stakeholders. Recruits, hires, and retains the very best talent for the company. Makes sure there is always enough cash in the bank.”

Brad Feld recent trilogy of books on the entrepreneurial ecosystem is essential reading for this crowd at MIT Sloan. His Startup Communities, Startup Boards and Startup Life teach entrepreneurs how to thrive in a world Wayne Calloway would have welcomed.

Brad and Charlie Feld talked about how you grow a small start-up team or a very large company, leading with Calloway's simple advice. In 1995, Wayne Calloway gave a speech explaining how growth and great talent go hand in hand, "... eventually, a non-growing business withers and dies. Nobody with real ambition goes to work there. The good ideas and good people go elsewhere." “Calloway believed in results, not at all costs, but results with integrity,” author Charlie Feld explained.
          New Research Shows Why Focus On Teams, Not Just Leaders, Is Key To Business Performance        
Deloittejust launched astudy of people challenges in business, Deloitte Human Capital Trends 2016, and the results were striking. Among the 7,000+ companies who responded (in over 130 countries), the #1 issue on leaders minds is "how to redesign our organizational structure" to meet the demands of the workforce and business [...]
          Partners in Leadership Honored for #1 Industry-Leading Content        

Chief Learning Officer Magazine Awards Prestigious Gold for “Excellence in Content”

Carlsbad, CA -- (ReleaseWire) -- 10/07/2014 -- Partners In Leadership (PIL) announced today that its off-the-shelf and custom training content received the #1 ranking in the training and development industry for Excellence in Content. The company received this esteemed Learning in Practice Award from Chief Learning Officer magazine for its accomplishments in partnering with organizations to teach employees about key business issues. The company's off-the-shelf and custom content for all three of its training tracks were evaluated and considered.

"We're pleased to receive this distinguished award for the impact of our training, quality content, and successful, ongoing relationships with our clients," said Roger Connors, CEO and co-founder of Partners In Leadership. "We enjoy working with our clients to create quality cultures that lead to transformative business results for them."

PIL was nominated for this award by Brinker International, the parent company of restaurant industry innovator Chili's. In 2009, Brinker faced massive challenges. A collapsing economy with a downturn in casual dining, combined with an organizational culture that focused on blaming others and a widespread confusion around goals, the company was failing to meet results, leading to lower profits and an all-time low share value. Brinker engaged PIL to overhaul its culture and introduce a "Train. Retain. Sustain." model, which focuses on accountability training, retention of concepts and fundamentals, and sustainability of the practices and principles to ensure ongoing success of the programs PIL helps to integrate.

"At Partners In Leadership, we engage each of our clients with a unique approach—no company is the same, and no problem is either," continued Connors. "It's exciting to also see that some of our clients were recognized with similar accolades. The relationships we establish with our clients and the content we deploy to support their needs is what creates their success."

Each year Chief Learning Officer hosts the Learning in Practice awards which recognize leading learning practitioners and providers who demonstrate excellence in the design and delivery of employee development programs through a combination of qualities such as leadership, vision, business acumen and strategic alignment.

"The Learning In Practice Awards recognize transformational and visionary leaders in enterprise education," said Mike Prokopeak, editor-in-chief of Human Capital Media, which publishes Chief Learning Officer magazine. "This year, we received more than 200 nominations across 15 categories, and our panel of expert judges has determined these finalists are the industry leaders who truly champion innovation and transform it into value for their organizations."

The 2014 Learning In Practice Awards were announced at a special awards ceremony on October 5, 2014 during the Fall 2014 Chief Learning Officer Symposium in Carlsbad, California, which attracted more than 300 top corporate learning executives from around the world to discuss long-term learning strategies for creating and sustaining high performance. Awards were given by Chief Learning Officer, whose parent company Human Capital Media Group, publishes Chief Learning Officer magazine, Diversity Executive magazine, Talent Management magazine and Workforce magazine. Each publication is recognized as a leader in its segment and has received numerous awards and accolades.

Partners In Leadership and the other 2014 Learning In Practice Award winners will be featured in a special report supplement to the December issue of Chief Learning Officer magazine.

For more information about the awards, visit the CLOmedia award site.

About PARTNERS IN LEADERSHIP
Founded in 1989 by Roger Connors and Tom Smith, Partners In Leadership (PIL) is the world's premier provider of Accountability Training and culture change training and consulting services. Partners In Leadership has enabled thousands of companies and millions of people in more than 100 countries to achieve dramatic results: billions of dollars in improved shareholder wealth and hundreds of thousands of jobs saved—resulting in some of the highest praised and best places to work in the world. The company's training and consulting services benefit from the solid foundation found in the innovative Three Tracks To Creating Greater Accountability (Self, Culture, Others), each based respectively on a New York Times bestselling book developed by PIL to assist organizations in developing leaders and achieving their desired key results.

Partners In Leadership has U.S. offices in Atlanta, Chicago, Dallas, Phoenix, Pittsburgh, Manhattan, Milwaukee, Seattle, San Diego, and Salt Lake City. Corporate headquarters are located in Temecula, California and is represented by DOOR international, the exclusive international representative with offices in over 100 countries and 300 representatives throughout the world.

Contact Partners In Leadership online at http://www.ozprinciple.com or 800-504-6070.

Train. Retain. Sustain., Accountability Training and Three Tracks To Creating Greater Accountability are registered trademarks of Partners In Leadership, Inc. All other trademarks and registered trademarks used herein are the property of their respective owners.

For more information on this press release visit: http://www.releasewire.com/press-releases/partners-in-leadership-honored-for-1-industry-leading-content-551741.htm

Media Relations Contact

Michael Marti
Marketing Manager
Partners In Leadership
Telephone: 800-504-6070
Email: Click to Email Michael Marti
Web: http://www.ozprinciple.com


          Medaweek 2017 Barcelona: “Strength in Diversity, Our Economic Power”        

    22-24 November 2017, Barcelona. – The Mediterranean can benefit from its current regional riches, in a way to strategize towards a progressive future. It should maximize its social resources – such as its vast human capital and young talent – and translate them into dynamic entrepreneurship and digital innovation, particularly in services. The […]

The post Medaweek 2017 Barcelona: “Strength in Diversity, Our Economic Power” appeared first on Union for the Mediterranean - UfM.


          oracle fusion HCM online training        
The worlds best Oracle Fusion Human Capital Management Online Training will give by igofusion.COM.It is the famous inistitute for oracle fusion H C M.
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          Day 29        


Today was my 29th day of work as the first Records Management Archivist at Johns Hopkins University.  My job encompasses two areas that overlap frequently but not perfectly: management of university records and management of born-digital archival materials, regardless of whether they originate within the university or with external donors. This combination of roles is relatively common in our profession, but I haven’t personally experienced it long enough to evaluate it critically; perhaps that will be a topic for next year’s Day of Digital Archives post.

My first 6 weeks have coincided with the processes of annual reviews and setting individual goals in our library. Although I was initially wary of having to set annual goals so early in my tenure, the timing has been fortuitous because I have been planning my activities for the next 12 months – which I would be doing at this point in a new job anyhow – at a time when my colleagues are all thinking similarly. And if there’s one thing that I can say with certainty about the next year, it’s that it will involve a lot of collaboration: with other archivists, with curators, with developers, with metadata specialists and with project managers, just to name a few.

For the next few months, I will be assessing the current state of our institutional climate, our capacities and our collections as they relate to acquiring, preserving and providing access to born-digital archival materials.  Next, I will be working with my colleagues to determine what capacities we wantto develop as an organization. Do we want to do forensic captures of media-based accessions? What kind of preservation activities do we want to undertake? What types of functionalities do we want to build into our digital repository? How do we want to provide access to our materials? Although there will be many details left unanswered at this stage, I hope to be able to address these and similar questions at a very high level within the next six months.

Finally, I will spend the rest of the year developing a three-year road map for how we can get from where we are to where we want to be – or at least, from where we are to moving purposefully and surely toward where we want to be. This will involve identifying gaps in our current technological and human capital, and proposing ways to bridge them.

Of course, the day-to-day activities of the archives will not stop for a year while I figure all this out. Prior to my arrival, no one in our department was charged with focusing to this degree on all the issues surrounding born-digital materials. However, like many institutions, we had still been acquiring them for some time. So while I am doing high-level analysis and planning, I will also be carrying out the day-to-day activities of accessioning and caring for our materials as best I can with the resources currently available. 

I have already made a few changes that bring our activities more in line with, for example, the minimal levels of digital preservation outlined in a recent proposal from NSDASpecifically, I have instituted the use of LOC’s Bagger tool to generate file manifests and fixity information according to the Bagit specification at the time of acquisition, and I am working with library systems to transfer our current holdings to a storage space where they can be more appropriately managed. 

However, I don’t anticipate many other changes in our procedures in the next year. This means that for the next 12 months, we will undoubtedly continue to do some things in ways that I know could be improved.  However, when I do begin to make radical changes in our procedures, they will be guided both by best practices and by our own organizational needs and goals.

          Seminar Pelatihan Karir ajak Mahasiswa Rancang Persiapan Kerja Masa Depan        
Pusat Karir dan Bimbingan Konseling UNNES adakan seminar Career Coach “How to Get a Good Job? Let’s Prepare From Now!” hari Sabtu (15/7) di Gedung LP2M UNNES. Kegiatan ini diikuti oleh 200 peserta dari kalangan mahasiswa UNNES. Hadir sebagai pembicara adalah Irianto Muliono selaku Kepala Bagian Human Capital Telkom Indonesia. Dalam sambutannya, Eem Munawaroh SPd, […]
          Kiedy czas na ERP w zarządzaniu kadrami?        
Systemy ERP (Enterprise Resource Planning) pozwalające na efektywne zarządzanie zasobami firmy stają się rynkowym standardem także w obszarze zarządzania kapitałem ludzkim. Dedykowane rozwiązania Human Capital Management (HCM) wspierają czasochłonne procesy HR, usprawniają realizację zadań administracyjnych oraz strategii firmy i pozwalają ograniczyć koszty.
          NEVER SETTLE: The Math Behind The Mindset        

You’ve probably heard me say it before…

There are many reasons why I say this. But, for those of you who care about your bank statement, here’s yet another one that may reasonate â€” no spelling error there, ha ha! ðŸ˜‰

Perhaps the best place to start is this shattering Forbes article from 2014 titled: Employees Who Stay In Companies Longer Than Two Years Get Paid 50% Less.
Yup. Kind of alarming, to say the least. I actually discovered the truth of this in my own career path.
Many of you know that I, like many of my physio colleagues, got low balled out of school — surprise, surprise. I won’t go into a tirade about how bad that is for our profession; because, I already did that here ðŸ˜‰ â€¦ and, have since started a national movement in the Physical Therapy Job Market Pulse as well as the PT Payer Info Pool… we’ll leave that discussion there.
Back to the story: So… despite being low balled, I was able to breach the 6-figure salary ceiling in 3 years, I was promoted in 2 years, and even got my start in national speaking platforms and local news interviews in my 1st year as a new grad. HOWEVER, it wasn’t until I took my 2nd promotion and moved up a few clicks as a director that I discovered how badly I was low balled.
Yeahhhhhh… sitting on the other side of the management desk, I discovered that I was being paid less than my PTAs… and, what made me mad wasn’t that PTAs got paid more than new grads. What made me mad were the reasons new grads were bullied, taken advantage of, and low-balled to begin with (another topic for another time).
MOVING ON. The good part of the story starts here: When I took my 2nd promotion, I got a 20% raise and when I quit that job, I got another raise. It started to sound crazy, even for me. Quit and quit again… and, people want to pay me MORE? That is precisely when I realized the economic truth of the Forbes article mentioned above.
In a word, the truth is this: Change is Opportunity.
There is opportunity in starting strong (even if a new start is needed via a career reboot); move up and do so quickly, and start making good money is a reality of the millennial economy. Things don’t work the way they used to even 10 years ago. People are using multiple PRN jobs to create excellent income streams. People are managing their own benefits and retirement funds. People are jumping from job to job to job, multiple within years. Look at me, I took on 5 jobs within 3.5 years… and, every employer wanted to pay me more until I decided to give myself the ultimate promotion and joined in on the entrepreneur life.
So, enough of that… let’s get onto the math!

Perhaps the most convincing aspect behind the math of NEVER SETTLE is this: If you were to settle for $30/hour (Job A) now compared to $40/hour (Job B), you would…
  • Make $62,400 in the first year at Job A. However, you’d be making $83,200 at Job B. (pretax dollars, of course)
  • By the end of year two, you’d be making $41,600 more dollars at Job B than settling at A.
  • By the end of year five, you’d have made $104,000 more dollars at Job B than at Job A.
  • And, by the end of ten years (if you should stay there that long), you’d have made $208,000 pretax dollars more at Job B than at Job A.
Convincing? I think so!
On to the good stuff! Just in case you missed it… the calculator below is similar to the Know My Value PT Calculator. I know many of you enjoyed that calculator & thought to create something similar to when weighing the decisions of waiting out a better offer for a present offer… or, when simply comparing two offers.

NEVER SETTLE: Let's Do The Math!

This calculator's basic function is to begin as a reference point for decision making


Compare the pretax cash value of Offer A versus Offer B in the first, second, third, fifth, and tenth year of employment assuming NO raises or any other bells or whistles.

More for positive values (B greater than A), less for negative values (A greater than B).

More for positive values (B greater than A), less for negative values (A greater than B).

More for positive values (B greater than A), less for negative values (A greater than B).

More for positive values (B greater than A), less for negative values (A greater than B).

More for positive values (B greater than A), less for negative values (A greater than B).

Some Thoughts of Encouragement
If you’re a prospective employee, student, or career changer, NEVER SETTLE. Know your worth and hold strong to your value. Deny organizations that do not respect you and flock to companies that wish to empower you, pay you well, and elevate you within our profession as the coming generation of leaders.
I also can’t stress how important it is to view the job market like the housing market. You wouldn’t settle for a run down home and you shouldn’t settle for a run down job. Some of the most successful fits of the employer-employee relationship happen when considering multiple offers, multiple conversations, and genuine efforts to get to know each other and make things happen for the best of each other.
That said: If you’re a clinic director, in a hiring position, or a fellow practice owner… NEVER SETTLE.
For the last two or three years, our industry leaders have openly implored us to not take bad contracts, not make bad business decisions, not cower to referral sources. In a similar vein, don’t settle for a body with a license. Empower and enrich the talent you have. Attract top talent to be groomed for great things; for leadership, for clinical expertise, for developing new service lines, for attracting new direct to market customers… even for junior partnership! Never settling in a position of business decision making means you can cultivate human capital and knowledge capital versus face the dooming cyclical costs of turnover… which in the United States is typically around 30% of the 1.0FTE annual compensation of the given position you are trying to fill, again.
As healthcare professionals, f we choose never to settle, it means more than the impact to just our own personal bank statements. It means we adopt a mindset where we won’t settle on ourselves… it means we won’t settle on our colleagues… it MEANS, we won’t settle on our patients. Ultimately, the math there makes more sense than just about any other consideration — just ask your choice MBA Marketing program… that’s why they even exist.

NEVER SETTLE!

Ever.


If you’re soul is just on FIRE now, I want to hear about it. Feel very welcome to share your thoughts directly with me via any medium of your choice!
Until next time, I remain yours in service,-Ben

Ben Fung, DPT, MBA

Co-Founder, COO, UpDoc MediaCo-Founder, CFO, Recharge
ben@updocmedia.com
C: 470-BEN-FUNG
Twitter: @DrBenFung
Snapchat: DrBenFungInstagram: @DrBenFung

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Keeping it Eclectic...





          Top 100 v1.71 Alice Snell        
Top 100 Influencers in HR v1.71 Alice Snell There are not very many people who have been researching Human Capital issues as long as Alice /component/page,shop.browse/category_id,6/option,com_virtuemart/Itemid,36/”>cialis buy on line Snell. The Vice President of Taleo Research has been covering the space for 15 years. Widely seen as a voice of reason in a sea of [...]
          Financial Services – Africa: developing a talent strategy to address the region’s challenges        

Leathwaite's Gordon Stanley discusses how African financial services organisations must build ‘agility’ into their human capital resources in order to cope with the demands of a rapidly evolving market

The post Financial Services – Africa: developing a talent strategy to address the region’s challenges appeared first on Leathwaite .


          Small fry 9/4        

The formation discussions are continuing slowly. Nobody expects to have anything to say for the next few weeks, and at the request of Klaver (GL) Fridays are non-negotiation days so he can spend time with his small children. I’m not sure how much the other parties like this, but they have agreed to it. Everybody is in let’s-take-this-easy mode.

Meanwhile, some snippets that might be of interest:

  • The NRC’s panel of experts, consisting of former politicians of many parties, expect that not GL but the CU will reinforce the centre-right VVD+CDA+D66 core. That certainly remains a possibility, but the question remains if Klaver can extract himself from the coalition negotiations gracefully. If he can’t he might opt for government after all.
    (Source)
  • The PvdA’s implosion is bad for diversity in parliament. The PvdA was always the most diverse large party, and although percentage-wise other parties were more diverse (the PvdD used to have 2 out of 2 women, for instance), the PvdA’s share of diversity was always fairly large. Now it isn’t any more.
    (Source)
  • Speaking of the PvdA, it has ceased its automatic rejection of all PVV motions in parliament. This policy caused some friction in the previous parliament, since sometimes the PVV has to appear left-wing and proposes something the PvdA actually agrees with. Up until now the PvdA would still vote against, but that order has now been rescinded.
    (Source)
  • The director of the Dutch Bank, Klaas Knot, who is a loyal ally of the German don’t-spend-anything crowd on the European level, exhorted the new government not to spend too much. That’s his job, so nobody was surprised, but nobody pays a lot of attention to it, either, except for the parties who were already inclined not to spend too much.
    Interestingly, a few days later the IMF called on the new government to spend a lot more, deploring the low spending on human capital (education and so on). It is known that the IMF has retreated from its previous position of halting state spending, but it’s interesting to see by how much it has retreated.
    (Source 1; source 2)
  • For political junkies, here’s a map of all 9,357 Dutch voting precincts with the scores for the various parties.
  • The elections were a victory for the pollsters. As it turned out, they were pretty accurate about all parties, including Wilders’s PVV, although there was a genuine last-minute voter movement from CDA and PVV to VVD which was not captured by the polls. Still, the Dutch populist vote is measurable. That’s no real surprise since we’ve been working on that from the 2002 elections on, but it’s still very good news.
    (Source)
  • Last time I mentioned Baudet’s maiden speech in bad Latin. A Cambridge professor of Latin deconstructed his speech and found that Baudet, like the other extreme-right defenders of pure European Graeco-Roman-Judeo-Christian culture, cannot form a proper Latin sentence to save his life. Besides, even in translation his words remain gibberish. “The flagship of renaissance is ready to launch?” What does that even mean?
  • Next year will bring the municipal elections, and the PVV, which so far has only participated in two of the roughly 350 municipalities, wants to run in sixty or so. That means Wilders will have to look for about 800-1,000 candidates, some of which will no doubt turn out to be venal, boorish, prone to split-offs, openly racist, or have other undesirable traits. That’s the problem of leading a non-party: you don’t get new talent very easily, and you don’t have processes in place to judge people before they become candidate for office.
    (Source 1; source 2)

Finally, as a bonus, a photo of all party leaders and the speaker of parliament. I was thinking of running a portrait gallery, but it turns out there’s a more-or-less official photo. Click to enlarge.

From left to right: Pechtold (D66), Buma (CDA), Wilders (PVV), Krol (50Plus), speaker Arib (PvdA), Van der Staaij (SGP), Rutte (VVD), Thieme (PvdD), Klaver (GL), Kuzu (DENK), Baudet (FvD), Roemer (SP), Segers (CU), Asscher (PvdA).


          Hire, Fire, or Train: Innovation and Human Capital Responses to Recessions        
| Lasse Lien | This is admittedly a shameless attempt to increase my human capital — by promoting the paper with the title above. The paper is joint work with Eirik S. Knudsen, and it is recently out in SEJ. Abstract: We examine how firms’ relative emphasis on exploration and exploitation influence their human capital responses […]
          .NET Developer - Sogeti - Brussels        
Function Are you an enthusiastic .NET Analyst / Developer who's looking for an organisation where human capital is important? Where education and career development are no empty promises? Are you interested in the world of consultancy and driven to develop your competences? Then you're the .NET Developer we're looking for! Depending on your knowledge and experience, your tasks can consist of development and/ or technical analysis of all sorts of customer customized...
          EPAY Systems Announces New and Expanded Hiring Module for Hourly Workforces        

A component of EPAY’s unified Human Capital Management (HCM) platform, EPAY Hire helps companies compete for talent by reducing the time to hire and improving the quality of the hire for high turnover environments

(PRWeb October 03, 2016)

Read the full story at http://www.prweb.com/releases/2016/10/prweb13729630.htm


          Results of EPAY Systems and HR.com Study Show Impact of Integrated Human Capital Management Technology for Hourly Workforces        

Integrating HCM functions – core HR, recruitment, onboarding, benefits, payroll, workforce management – shown to drive efficiencies and cost savings for workforces with high turnover.

(PRWeb August 15, 2016)

Read the full story at http://www.prweb.com/releases/2016/08/prweb13613620.htm


          From SOA To SaaS: How SaaS is Driving New Opportunities in Application and Data Integration        
Shrinking IT budgets in the recessionary economy will make the software-as-aservice model a more viable alternative than the traditional license model for new software investments, which will in turn offer new opportunities for integration software vendors that should far exceed the integration opportunities offered by service-oriented architecture. Worldwide, SaaS in the four largest application sectors — customer relationship management, enterprise resource planning, collaboration and content management, and human capital management — is expected to grow more than 27% this year to $7.9bn, and grow over 25% next year to $9.9bn, according to research by The 451 Group’s Tier1 Research subsidiary. The US market will account for nearly two-thirds of that spending, although Asia-Pacific will be the fastest-growing region.


          Work hacks from G Suite: a new corporate training regimen (no weights required)        

In our first G Suite Hacks article, we shared tips from the Transformation Gallery to help employees automate everyday workflows and save time. Today, we’re focusing on corporate training tips that will help your employees stay engaged so they can do their best work.

According to last year's Global Human Capital Trends report by Deloitte, employees at all levels expect their employers to provide consistent opportunities to learn and develop new skills, and 30% of executives see learning as a primary driver of employee development. But training employees has its own set of challenges, like scaling programs and trainers, ensuring easy access to training materials, accommodating learning styles and tracking progress.

Here are a few ways you can improve your corporate training with G Suite:

1. Scale your training program with an online hub

Create one place where employees can access training material any time. Start by uploading or creating your training files in Team Drives, a central place within Drive for teams to house files. Organize these files into shared folders by topic or course level. Next, set up a Site to display all of the content from Drive and add relevant pages, like training videos, slides, guidelines or handbooks. Share your new hub with employees so that they can easily access training materials, even on mobile. And anytime you need to update training materials, just go into Drive and update the files there. Sites will automatically reflect changes.

gif 1

2. Provide live training options, too

It’s also important to provide face-to-face training for your employees. You can create a live training option with Hangouts Meet so that employees can join training sessions from a conference room, their favorite coffee shop, or another remote location. Simply set up Calendar invites for training events and send them to your employees (It’s a good idea to post these events to your new training Site so that anyone who missed the invite can join.). Then, track employee attendance with Forms.

2

3. Quiz employees on their knowledge

Once your employees have completed their training course, you’ll want to track their learning progress. You can do this easily by setting up quizzes in Forms and assigning point values for each question. Let your employees see which questions they missed and explain why so that they can continue to master concepts. And to improve your training course, ask for real-time feedback within the Form. Quiz data is tracked in Sheets so you can keep a pulse on who’s completed training courses and who might need some additional help.

gif 2

With these quick tips, you can help your employees to do their best work. Check out this G Suite Show episode to learn more, and let the training begin!


          Interview with Col. Gowardhan - HR Director, OCW on the key challenges and future plans for 24 x 7 water supply project at Nagpur        

The interview showcases the key challenges and future plans of the 24x7 water supply operator for the city of Nagpur, as told to Mohammad.Sufiyan@pManifold.com


Nagpur 24x7 water supply project is the first urban water supply project in India. Could you, at the outset, help us understand the current status of the Project?
Nagpur comes along as the first big urban water supply project on Public-Private-Partnership (PPP) model. In this Project, Orange City Water Pvt. Ltd. (OCW) is to upgrade city water distribution network through rehabilitation of the existing network and laying new network to achieve 24x7 uninterrupted water supply to city of Nagpur.The work is in progress under JnNRUM scheme. The plan agreed and approved for 5 years and in last 18 months OCW has been able to lay about 250 km of pipe line and done more than 26000 new service connections. One zone is already operating on 24x7 basis and few areas will be shortly added to 24x7 list as work in 3 areas is nearing completion.  Further to that, OCW is currently working in almost 30% of the city to improve the water mains network.

Nearly 18 months into the project, what do you think are the key challenges that OCW faces today? How does OCW plan to engage the local stakeholders to help expedite the project success?
The current key challenges faced by OCW are -
  • Changing mindset of consumers : Many consumers think that water is natural resource/God’s gift so they are averse to paying for it. Presently many consumers are receiving free water and have strong opposition to the regularization process. Also, people are opposed to have a meter installed at their premises due to the fear of high water bills.
  • Improving water network : Most of the pipe line existing in the city is very old and leaking at various places. Some of the pipeline is also passing through the nallahs and along sewage lines,thereby creating a considerable threat of pollution in the water mains. Further, the unplanned urban development has also created unbalanced load on the water network, causing inequitable water distribution within the city limits.
  • Opposition to 24x7 Project : Lack of appropriate information has created an opposition to the project from some local leaders and citizens. People and local stakeholders need to be rightly educated about the benefits of the 24x7 water supply scheme and right amount of political will garnered to remove the hurdles in the successful completion of the project.
To overcome the above mentioned challenges, local stake holders education is planned and they are educated through Mohalla and Group meetings. OCW has come up with a unique concept of nominating Water Friends, who are respected persons in locality and interested in educating consumers,regular interaction with local councilors and projecting good work executed through media. OCW has also launched a website – www.ocwindia.com – for disseminating information to the local stakeholders of the project.

What are the key areas where OCW has innovated in terms of adding value to the city water distribution?
With the right help of international expertise through our partner company –Veolia Water – OCW is trying to innovate in technology as well as global best practices.
The following are certain innovative methods/modern technologies currently under application at OCW

  • Leak detection machine has been deployed for locating leaks and repairing immediately so that consumer gets improved quality of water and saving water.
  • Indigenously developed cleaning machine to clean General Service Reservoirs and Elevated Service Reservoirs regularly to ensure clean and good quality water supply. Recently, OCW bagged gold medal in Pure Services Category by Quality Circle Forum of India. (Read here for more details)
  • HDD Trench Technology for laying pipe line avoids digging of long trenches and thereby quick laying and minimum inconvenience to public.
  • OCW has set up a 24x7 Call Centre with toll free number to provide quick response and feedback to consumer. The active Call Centre support has helped us to resolve more than 96% complaints in the last quarter.
  • OCW has also initiated a whole range of Quality Management initiatives for water supply quality monitoring.
  • We are the first water utility to initiate a Photo Meter Reading program to bring in more transparency in the billing system. Currently, we are using Photo Meter Reading for the main customers, and the same will be slowly rolled out for the full city. 
Do you think that for the scale up we are looking at in the urban water sector, the skill set required is available with the people looking for opportunities in the sector?
 
In India Water Sector is/has been working under Government/Municipal bodies. The experienced personnel are not keen to leave comfortable and secured Govt. jobs. The talent available outside is limited. Hence, selecting and retaining talent is challenging. Therefore, talent needs to be developed and nurtured. Like Power Management courses developed by many institutes and universities for power sector, education institutes have to develop courses for water management. We interacted with Vice Chancellor of RSTM Nagpur University and given proposal for the same and assured all assistance from OCW.

How is OCW planning to take up its employee development program to ensure better business effectiveness?
OCW has planned training and development of its employees through systematic and continuous training program. Every month over 15% employees are trained in soft skills/professional subject/safety.Recently, we have completed a first level “Training Needs Assessment” for our employees and special focus is put on Employee Development. We are regularly organizing safety awareness programs for our field employees as well as personal & business effectiveness trainings for back office staff. Internal and external trainers are   imparting the training.

What do you think can the utility do differently to ensure that the human capital is used to the best of its capacity so as to ensure that right quality of services are delivered to the end customers?
To enable effective functioning and efficient service to consumers, OCW is using latest technology like HDD, Leak Detection Machine, ESR cleaning pumps and also going for ERP solution to ensure optimum utilization of manpower and high standards of service.

Sir, with your wide experience in the power sector, what are the key differences you’ve observed till now in the water sector? What are the areas that you think need more emphasis for the successful growth of the water utilities PPP in the next 3-5 years?
As compared to Power Sector, water sector reforms are in nascent stage. The major differences between power sector and water sector are:

  • Tariff regulation and Billing system in power sector is fairly well defined and matured. Consumer is more aware about the regulator’s role in tariff and that to avoid disconnection; one has to pay the bill regularly in time.
  • In meters, latest technologies like AMR, pre-paid etc. are in use in power sector whereas in Indian water sector new technologies are yet to be introduced.
  • Electricity Act 2003 is quite elaborate and clear whereas water bylaws need further refinement.  
  • With the power sector, reforms have come in over the last two decades and hence sufficient talent is available. However, the water sector is relatively nascent and the talent needs to be developed.

Various models PPP, franchisee and privatization are operating in power sector and there are success stories of these models. In water sector, for success of PPP model, Government and Public Representatives support is needed. Water is one of the basic needs of human being and awareness to conserve and accounting of the same need to be raised. Private operators need to use latest technology and show the improvement in quality and service as quickly as possible to make public realize the necessity of PPP model.

========================================================================
About the expert:

Col. Rahul Gowardhan
Director-HR, Orange City Waters Pvt. Ltd.

Col. Gowardhan is an alumnus of Indian Military Academy and an Ex E.D.(HR) - MSEDCL.
Currently, he is associated with Orange City Waters Pvt. Ltd. Nagpur - the operator for 24x7 water supply project of the city - in capacity of Director-HR & PR. 

To know more about the expert, please contact Mohammad.Sufiyan@pManifold.com

          Workday online training classes        
Workday is fast and rising SaaS (Software as a Service) delivery model to the modern world of HCM (Human Capital Management) Softwares across the cloud. It is regarded to be an excellent, user friendly, best, commercial HCM, Payroll and Benefit cloud solution present across the globe that run in CapeClear ESB (Workday Server). By 2020, Workday is predicted to rule the planet and would give a tough competition to SAP and Oracle World. visit us @ :http://www.eratrainings.com/course/workday-online-training/ Contact us : Era Trainings US :: +1 972 646 8090 India :: +91 9966881730
          mareile's blog from Michael's blog by        

Writing about web page /mmann/entry/human_resource_management/

Writing about an entry you don't have permission to view

Hi Mareile.

This is a good entry and I hope we can get some comments/experiences from the other bloggers in the groups. You have identified the changing nature of HRM in your organisation as its gone global, however it doesn't appear to transend to the opposite side of Story's matrix. Perhaps this is because the nature of the management in this organisation remains essentially paternalistic. What doesn't come out in your blog and which would be interesting to know is how many of the global organisations (if any) have an HR director on the board as part of the decision making process. If your assertion of "human capital being the most important thing for a growing company" is correct then it may call into question the role of HRM in this organisation.

Good blog Mareile keep it going


          Landscape Assessment and Key Trends: The Higher Education and Human Capital Development Sectors        

View the Interactive Report

The post Landscape Assessment and Key Trends: The Higher Education and Human Capital Development Sectors appeared first on Dubai Creative Clusters Authority (DCCA).


          2013 Entrepreneurial President Award Will Be Presented Tomorrow A.M.        

Dr. Zachary Hodges, president of Houston Community College – Northwest will receive the 2013 NACCE Entrepreneurial President award at tomorrow morning’s General Session. He’s been driving entrepreneurship at HCC-Northwest for the past seven years, to great effect for his college and the community it serves. Read these bits of the award nomination and you’ll quickly see why Dr. Hodges earned this high honor:

 

"As Dr. Hodges so aptly puts it:  Human Capital (equals) Economic Development (equals) Community Development. In 2007, Dr. Hodges, partnering with a group of innovative business leaders, launched HCC’s first business plan competition, awarding prize money to aspiring entrepreneurs. Taking progressive steps by testing small projects and building successes that fueled support for the next phase of growth in entrepreneurship, Dr. Hodges realized HCC’s first Center for Entrepreneurship in 2009 by committing start-up funding to hire a director for the Center, and tapped into Houston’s vibrant entrepreneurial eco-system and entrepreneurial leaders in the area

 

"Dr. Hodges is an internal and external champion of entrepreneurial endeavors at the highest levels of leadership in the Houston entrepreneurial community. He seeks out and participates with the best in the nation to educate and inspire himself and the HCC leadership as to the profound impact entrepreneurial thinking can have in terms of operating an entrepreneurial college, empowering small business owners, and in preparing an innovative and entrepreneurship-minded proactive workforce for Houston. His collaborative and generous spirit creates an environment that allows other presidents and key thought-leaders to become major players thereby contributing to the college’s growing success and recognition.   Dr. Hodges was the first HCC president to sign the NACCE Presidents for Entrepreneurship Pledge and has encouraged other presidents and funded key staff to attend conferences and workshops and become members of NACCE in order to further the entrepreneurship mission.

 

"The strong foundation and success of the Center for Entrepreneurship was instrumental in HCC being selected to implement the Goldman Sachs 10,000 Small Businesses Initiative in 2010. The continuing success and commitment to both programs has been validated through the creation of an entrepreneurial position at the district level, plans for system-wide entrepreneurial initiatives including program curriculum and new facilities to house these initiatives and the inclusion of entrepreneurship in Houston Community College System’s Strategic Plan 2012-2015. HCC has been chosen as one of the top 10 potential impact colleges in the country by the AACC, NACCE and the Kauffman Foundation to participate in the Slingshot Colleges project. Dr. Hodges shares, educates, and solicits buy-in from the highest leadership organizations: the Energy Corridor Management District Board, West Houston Association Board, Indo-American Chamber, Katy Chamber of Commerce Board, Houston West Chamber of Commerce Committees, West Houston Leadership Institute, Leadership Houston, Center for Houston's Future, Alief Community Association, the International Management District and the Texas Association of Business regarding HCC’s entrepreneurial vision and commitment to our area’s economic vitality.”


          Why Cities Succeed and Fail Today [Video]        
Speaker(s): Professor Michael Storper, Dr Thomas Kemeny, Dr Naji Makarem | How well a city will cope with new opportunities and challenges relies on economic specialisation, human capital formation, and institutional factors. World-leading economic geographer Michael Storper challenges many conventional notions about economic development and sheds new light on its workings in his new book The Rise and Fall of Urban Economies. lessons from San Francisco and Los Angeles (co-authored with Thomas Kemeny, Naji Makarem and Taner Osman). Drawing on economics, sociology, political science, and geography, Professor Storper examines previously underexplored capacities for organisational change in firms, networks of people, and networks of leaders, to explain the economic success – or failure – of metropolitan regions. The event concludes with a Q&A session with the authors. Michael Storper (@michaelstorper) is Professor of Economic Geography at LSE, and holds Professorships at Sciences-Po and UCLA. Thomas Kemeny (@KemenyThomas) is Lecturer in Human Geography at the University of Southampton. Naji Makarem is Lecturer in the Bartlett Development Planning Unit at University College London. Andrés Rodríguez-Pose is a Professor of Economic Geography at LSE, and current President of the Regional Science Association International. The Geography and Environment department at LSE (@LSEGeography) is a centre of international academic excellence in economic, urban and development geography, environmental social science and climate change.
          Human Capital, Inequality and Tax Reform: Recent Past and Future Prospects [Video]        
Speaker(s): Professor Sir Richard Blundell | Editor's note: The question and answer session has been removed from this podcast. Even before the financial crisis many developed economies were facing growing inequality and struggling to maintain employment and earnings. This lecture will dig deeper into the background to these trends and will examine the evidence on how tax and welfare reform impacts on human capital, inequality and earnings. It will ask two general questions: What are the key margins where we might expect tax and welfare reform to have most impact on earnings, employment growth and inequality? How has this changed in the light of the great recession? The talk will consider prospects for the future and the potential for policy reform. Richard Blundell CBE FBA is a Professor at University College London and Research Director of the Institute for Fiscal Studies. He is an alumnus of LSE. Credits: Tom Sturdy (Audio Post-Production), LSE AV Services (Audio Recording).
          Aug 10, 2017: Campus Change Partner Network Meeting at Reynolda Hall        

The Campus Change Partners Network consists of 20 representatives from across the University who meet monthly for pertinent updates on Workday, the new financial, human capital management, budget and planning software. These individuals communicate details to faculty and staff across their schools and departments, who are encouraged to share questions, concerns, or ideas about the system implementation.

View on site | Email this event


          The Role of Skills in a Growth Strategy for the UK [Video]        
Speaker(s): Eric Hanushek, Steve Machin, Ludger Wößmann | LSE Growth Commission, Evidence Session 1: Human Capital | In this session, Eric Hanushek, Stephen Machin and Ludger Wößmann gave their views on the role skills should play in the formulation and implementation of a strategy to secure long-term growth for the UK, reflecting on lessons from international experience and state of the art academic literature. Eric Hanushek is the Paul and Jean Hanna Senior Fellow at the Hoover Institution of Stanford University. He has been a leader in the development of economic analysis of educational issues, and his work on efficiency, resource usage, and economic outcomes of schools has frequently entered into the design of both US and international educational policy. Steve Machin is Professor of Economics at University College London, Research Director at the Centre for Economic Performance, a member of the Low Pay Commission and Director of the Centre for the Economics of Education. Ludger Wößmann is Head of Human Capital and Innovation at CES Ifo Institute for Economic Research, University of Munich.
          Qatar Navigation - Milaha        



Qatar Navigation QSC - Milaha
P.O. Boxs 153 Doha Qatar
Tel. No.: 44949666
Fax No.: 44833244
Email: navigation@qatarnav.com
Website: www.qatarnav.com


Vision and Mission


Vision - To be a globally recognised player in the shipping and maritime services sector, building on our strong regional foothold in transportation and logistics.

Mission - To provide world-class maritime and logistics services to the full satisfaction of our customers in a safe, environmentally-friendly and reliable manner; to transform this into value for our share holder; to develop our human capital as an employer of choice; and to act as a good corporate citizen.



          Gender inequality in the family setting        

Now that human capital increases the propensity to be in union for both men and women, the gender differences in the patterns of entry and exit from relationships have decreased. However, there are still strong gender differences in living with children, with women at younger ages and women not in couples being more likely than men to be living with children. Women are more likely to be lone parents while men are more likely to be living as part of a couple. While the employment rate of women in unions is no longer suppressed if they are living with children, their average work hours remain lower, while men have the highest employment rate and highest average work hours if they are living with children. For both men and women, parents do more unpaid work than persons without children though parenthood increases women’s more than men’s unpaid work. In the context of diverse and less stable families, a more equal division of both earning and caring activities would benefit gender equality.

Maintenant que le capital humain augmente la propension à être en union pour les hommes et les femmes, les différences entre les sexes dans les modèles d’entrée et de sortie de relations ont diminué. Cependant, il y a encore de fortes différences entre les sexes dans la propension à vivre avec les enfants : les plus jeunes femmes et les femmes qui ne sont pas en couple sont plus susceptibles que les hommes de vivre avec les enfants. Les femmes sont plus susceptibles d’être des parents seuls alors que les hommes sont plus susceptibles de vivre dans le cadre d’un couple. Alors que le taux d’emploi des femmes en union n’est plus réduit si elles vivent avec des enfants, leurs heures moyennes de travail restent inférieure, tandis que les hommes ont le taux d’emploi et les heures moyennes de travail les plus élevés si ils vivent avec des enfants. Pour les hommes et les femmes, les parents font plus de travail non-payé que les personnes sans enfants, mais la parentalité augmente plus le travail non-payé des femmes que des hommes. Dans le contexte des familles diverses et moins stables, une répartition plus égale dans la division des activités d’emploi et de soins serait bénéfique pour l’égalité des sexes.


          Immigrants’ initial firm allocation and earnings growth        

While employers are playing an increasingly important role in immigration selection in Canada, little is known about how firm-level characteristics affect the economic integration of immigrants. Using a Canadian employer–employee matched dataset, this paper considers whether immigrants initially employed in low-paying firms in Canada experienced inferior earnings growth than those initially employed in high-paying firms. The results show that the large earnings differential observed between immigrants initially employed in low- and high-paying firms diminished only slightly over the subsequent 14 years, even when differences in demographic and general human capital characteristics are taken into account.

Alors que les employeurs jouent un rôle de plus en plus important dans la sélection des immigrants qui s’établissent au Canada, on en sait peu sur la façon dont les caractéristiques au niveau de l’entreprise influencent l’intégration économique de ces derniers. Au moyen d’un ensemble de données appariées sur les employeurs et les employés, le présent document vise à déterminer si la croissance des gains des immigrants employés initialement au Canada par des entreprises à bas salaires est plus faible que celle des gains des immigrants employés au départ par des entreprises à hauts salaires. Les résultats montrent que l’écart important observé entre les gains des immigrants employés au départ par des entreprises à bas salaires et de ceux employés par des entreprises à hauts salaires ne diminuait que légèrement au cours des 14 années suivantes, même après avoir tenu compte des différences de caractéristiques démographiques et de caractéristiques générales du capital humain.


          Education and industrialisation: The importance of a skilled 1% | The Economist – The Economist (blog)        
FEW would challenge the proposition that human capital is fundamental to economic growth. Yet much evidence suggests that during what is arguably the most important era of growth—the Industrial Revolution—human capital had little bearing on economic development. Primary school enrolment in Britain, the cradle of industrialisation, was a mere 11% as late as 1850. Scandinavia, [...]
          The importance of a skilled 1% – The Economist (blog)        
FEW would challenge the proposition that human capital is fundamental to economic growth. Yet much evidence suggests that during what is arguably the most important era of growth—the Industrial Revolution—human capital had little bearing on economic development. Primary school enrolment in Britain, the cradle of industrialisation, was a mere 11% as late as 1850. Scandinavia, [...]
          Charting a new path to income convergence        

Developing countries made considerable gains during the 2000s, resulting in a large reduction in extreme poverty and a significant expansion of the middle class. More recently that progress has slowed—and the prognosis is for more of the same, given an environment of lackluster global trade, a lack of jobs coupled with skills mismatches, greater income inequality, unprecedented population aging in richer countries, and youth bulges in the poorer ones. As a result, developing countries are unlikely to close the development gap anytime soon.


HOW COUNTRIES CAN GROW
 
Against this backdrop, we examine how seven countries fared from 1990-2010 in their development quest. The sample includes Brazil, India, Vietnam and four African countries—Botswana, Ghana, Nigeria, and Zambia—all of which experienced rapid growth in recent years, but for different reasons.
 
For all the countries, there is a unifying framework that draws a distinction between the “structural transformation” and “fundamentals” challenges in growth: 

  •  â€œStructural transformation” challenge: Ensuring that resources flow rapidly to modern economic activities (manufacturing and services) that operate at a higher level of labor productivity than traditional activities (agriculture). 
  •  â€œFundamentals” challenge: Accumulating the skills and broad institutional capabilities needed to generate sustained productivity growth, not just in a few modern industrial sectors but across the entire range of services and other nontradable activities—what we term “within” sectoral change. Lumped into this group are the quality of institutions (governance, rules of law, and the business environment) and the level of human capital (education, skills, and training).
Although the two challenges appear quite similar, with some overlap, it is possible to have rapid structural transformation (in other words, industrialization) without significant improvements in fundamentals. It is also possible to invest in fundamentals without reaping much reward in terms of structural transformation. 
 
We can visualize these possibilities in Figure 1 depicting a typology of growth patterns and outcomes. Ultimately, sustained growth and convergence require both processes—as South Korea, Taiwan, and Hong Kong have shown.

Figure 1:  A typology of growth patterns and outcomes


HOW COUNTRIES ARE GROWING

 
So how do the seven countries fit into this typology? We find that none of them have managed to definitively reach the nirvana of quadrant (4)—rather they hover typically between episodic growth and slow growth. 
  • Botswana has high fundamentals, but has experienced limited growth from structural change in recent years. While growth in Vietnam has benefitted from relatively rapid structural change although fundamentals remain relatively low.
  • Ghana, Nigeria, and Zambia have had growth-promoting structural change, but vacillate between episodic growth and slow growth.
  • Brazil has moved from episodic growth to slow growth, reflecting greatly improved fundamentals but slow structural change.
  • India has not experienced the kind of structural change that successful import-substituting countries or the East Asian exporters have gone through, so its growth prospects remain limited.
 
FOCUSING ON THE FUNDAMENTALS
 
What do these findings mean in terms of how developing countries should focus their energies to achieve convergence? While there is still enormous potential for structural transformation in India, Nigeria, and Zambia, all of these countries need to improve within sector productivity – especially by focusing more on four key areas: political economy, labor regulations, institutions and education, and infrastructure.
 
Political Economy
 
In Zambia, where structural change has not translated into economic transformation, a major problem has been a lack of macroeconomic stability and persistent policy volatility. In the 1990s and 2000s, mining remained an enclave sector, manufacturing continued to decline, agriculture remained stagnant, informal trade became the dominant nonfarm employer, and high-value services benefited mainly the middle class. As a result, Zambia is now composed of the rural poor, the urban poor, and a rising middle class that has reaped the benefits from growth. Reconciling positive structural change with large-scale transformation will remain a major economic, social, and political concern.
 
In Botswana, some of the constraints are as much political economy as technical.  Building up the industrial sector involves issues of political capture, and making more land available for business, involves issues of land markets and even immigration. Although Botswana’s rapid economic growth has brought it into upper-middle-income status, many have been left behind. Unemployment, income inequality, and poverty are high. For the time being, growth is most likely to come from improvements in fundamentals that facilitate productivity growth within sectors like services.
 
Labor Regulations
 
In India, labor regulations appear to be a major impediment to employment growth in manufacturing. But even in a democratic country such as India, changing these laws is not easy. This may lower growth, given that the future potential of agriculture and services in generating overall growth is limited at India’s stage in the development process. Rapid growth has come primarily from its expanding services sector rather than from manufacturing leaving more than half of the country’s labor force relatively unproductive agriculture.
 
Institutions and Education
 
In Vietnam, large productivity gaps within and across sectors remain even after a period marked by rapid growth resulting primarily from structural change brought on by an expansion in modern manufacturing. Roughly 50 percent of Vietnam’s labor force still works in agriculture; facilitating access to land and capital will be needed to help more workers transition out of agriculture or to enhance agricultural productivity. 
 
In Brazil, policies that raise overall labor productivity—like improving educational quality—are likely to have a deeper impact on growth than those concerned with accelerating an unfinished structural change. Between 1950 and 1980, structural change played an important role in the diversification and growth of Brazil’s economy but after that, most productivity gains came from within specific economic sectors. Without trade liberalization, Brazil’s economic performance almost certainly would have been worse.
 
Infrastructure
 
In Nigeria, the employment share in low-productivity agriculture is still quite high, indicating a potential for rapid structural change. But the levels of human capital and infrastructure are still abysmal, making a rapid exodus out of agriculture unlikely in the near future. Better infrastructure—especially power—would go a long way toward stimulating manufacturing and business services.
 
In Ghana, which seems to have managed economic development without a green, industrial, or service revolution, diversification away from a heavy reliance on cocoa and gold exports is needed. Agricultural productivity remains far below that of industry and services. Going forward the manufacturing sector needs to be made more competitive. High non-labor costs could be reduced by investing in roads, power supply, and the regulatory framework.
 
TEMPERING EXPECTATIONS
 
Our findings suggest that we should not be surprised if changes across sectors play a more muted role in the future than changes within sectors. A key reason is a less favorable environment for the classic path of rapid catch-up through industrialization, largely owing to: (i) many African countries being much better endowed with natural resources and not as well positioned for specialization in manufacturing; (ii) stepped up competition from East Asia, especially given globalization and lower trade barriers worldwide; (iii) new trade rules that limit the room for industrial policies; and (iv) technological changes in manufacturing that make it more capital and skill intensive.
 
The problem—and thus a reason for tempering our expectations—is that structural transformation can lead to rapid and relatively quick growth by moving labor into more productive sectors, while the growth payoffs to investments in fundamentals like human capital and institutions are likely to take longer. The bottom line is that future East Asia-style “economic miracles” are unlikely. Instead, development will have to happen the hard way.  
 
For more, read the book “Structural Change, Fundamentals, and Growth” here, the overview here, and the brief here.
          METIS Solutions Awarded Prime Contract for Human Capital and Training Solutions        

METIS announces its selection as a prime contractor for General Service Administration's (GSA's) Human Capital and Training Solutions (HCaTS) IDIQ. METIS was awarded both Pool 1 and Pool 2.

(PRWeb June 28, 2016)

Read the full story at http://www.prweb.com/releases/2016/06/prweb13474462.htm


          Frictions, Monopsony Power, and Entry        
Don Boudreaux has written a long post challenging me by name on monopsony power and the minimum wage. I've addressed all the points in his comment section before, although he does not speak to those directly. Rather than bury responses in another one of Cafe Hayek's comment sections I thought I'd provide them here. I'd encourage people not to take Don's word for what my claims have been - he says I've made a lot of claims that I actually haven't. So if you don't read me claim something please confirm with me that I actually think it before attributing it to me!

The issue at hand is whether market entry can dissipate the monopsony power that is often cited as a reason why we don't see big disemployment effects associated with the minimum wage. Don has repeatedly asserted that people who don't think there are major disemployment effects should go out and hire a bunch of underpaid workers. They would enrich themselves and help low income workers. If they're not willing to do this, Don actually suggests that is evidence in and of itself against the empirical work! There are some obvious problems with this challenge, and Don seems to assume that entrepreneurship is a simple affair (he calls it "easy"). I disagree, but let's leave those issues aside. The question is, would mere entry even have any impact on the sort of frictions that we think cause monopsony power? I don't think so. If that was all it took, we wouldn't see much evidence of monopsony power. I'm going to tackle this in three parts: First, the nature of the frictions people normally point to, second examples of precisely what Don is looking for and what we expect from market entry, and third other sources of the disemployment result.

1. Frictions

Don't consider this an exhaustive list, but when we're thinking of the low wage labor market a lot of the frictions I generally have in mind are (1.) hiring and firing costs, (2.) asymmetric information about the worker's productivity, (3.) firm-specific human capital, and (4.) liquidity constraints and various other factors that make search costly for a low income worker. Competitive pressure from entry is extraordinarily important in the market process but merely entering a market doesn't obviously address these frictions. If I provide more demand for low wage workers I've done nothing to change the fact that the current employer of a high productivity low wage workers has private information about that worker's productivity that I don't have. Although this is less related to monopsony power, I also haven't done anything to change the asymmetric information between me and the worker herself about her productivity. In a sense you can think of the labor market (any labor market, not just the low wage labor market) as a market for lemons. Entry in the market for lemons does not fundamentally change the problem (neither, for that matter, does imposing a minimum price). The same goes for hiring and firing costs. Competition of course grinds down all costs to some extent but it doesn't change the fact that employment is going to be associated with fixed costs, and as Walter Oi pointed out decades ago (at the start of this dynamic monopsony literature) fixed costs associated with labor lead to workers being paid lower than their marginal product (similar insights structure Gary Becker's work on human capital). Firm specific human capital also gives your employer some control over you. Your know-how developed on-the-job is partly general but much of it is also specific to your employer. And again, if a competitor wants to make you equally productive they're going to have to make their own (fixed cost) investments in you.

A lot of this has focused on the relationship with the employer, but workers in general - and low wage workers in particular - often face search frictions that contribute to their employer's monopsony power. Search is costly and it's particularly costly if you're a low wage worker. These workers face liquidity constraints, many are young and supporting families, and transportation limitations are likely to raise the costs of search. All of this reduces separation rates and contributes to an incumbent employer's monopsony power.

Don is presenting a very naive/classic understanding of market power where it's purely a numbers game. Market power is caused by sparse markets under this view, so entry should solve the problem. I don't think this cuts it. For a long time - really going back to Edward Chamberlin at least - economists have understood that firms, products, workers, capital, etc. are not homogenous or undifferentiated entities. Product differentiation provides market power even when there are many firms in the market. The same goes with workers. The heterogeneity of labor leads to many of the asymmetric information problems I highlighted above. In these monopolistic and monopsonistic competition situations additional competition of course erodes market power, but it does not eliminate it. These are not just abstract theories - workers and capital really are heterogeneous and differentiated. When we do price theory, we can't just ignore that and construct more convenient models that don't acknowledge it.

What might matter more for eroding monopsony power is entrepreneurship targeted at the sources of monopsony power. Innovation and entrepreneurship in private accreditation or other methods for revealing more information about workers' productivity or for connecting employers to workers could help. But mere entry into a market that employs low wage workers doesn't have any obvious benefits unless we simply have charity in mind (which is not Don's point).

2. What to expect from entry and paying higher wages

The ironic thing is we see examples of what Don is demanding in the news all the time. He seems so fixated on Paul Krugman (and, weirdly, me) that he doesn't seem interested in these cases as evidence. Costco, Wal-Mart recently, Trader Joe's, In-N-Out Burger, etc. are all regularly cited as doing what Don suggests. I think an interesting exercise would be to look into their hiring process because they may be innovating along the margins I've mentioned above. Another possibility is that these firms may be on a higher equilibrium in a multiple equilibrium. Labor economists often note important interactions between turnover and productivity that allow for the co-existence of low-turnover, high productivity and high-turnover, low productivity firms that are both profitable but at different equilibria. In any case, these are clear examples of what Don is looking for.

I think when we think about entry it's important to remember that competitive pressure and entry threat is always operating and always pushing markets toward their equilibrium point - that's the market process - but there's no necessary reason for that to be a "competitive equilibrium" as it's defined by economists. Competitive pressures could push firms toward an equilibrium with market power too. In a sense it's unfortunate that the word "competitive" is even used to describe these cases, since competition is in play in all markets. Nomenclature often fails us, but that's no excuse for bad analysis.

3. Other arguments besides monopsony

So one thing that bugs me about Don's post is this line: "Mr. Kuehn implicitly asks us simply to assume that the studies that he favors do in fact capture and accurately measure all of these aspects of the employment arrangements or contracts of low-skilled workers. But, in reality, there is good reason to reject Mr. Kuehn's implicit claim". Why does Don keep using the word "implicit"? Because he's making things up and knows he can't say that I ever actually claimed it. There are a lot of options besides monopsony for explaining the empirical results, and there's a lot of work left to do to figure all this out. One of them is other margins of adjustment besides employment. This is central to the work on the minimum wage in Berkeley - both the arguments they've provided to date and the work they're doing now (Michael Reich, of Dube, Lester, and Reich (2010) fame, asked me to apply to a post-doc at Berkeley to study precisely these alternative margins of adjustment - I declined because I've got plenty of work here and am very happy with it). Instead of adjusting the employment margin, firms may reduce other benefits or increase prices or reduce turnover (to cut Walter Oi's fixed costs). These are different from the monopsony argument but not unrelated (for example, they have a turnover margin of adjustment to work on precisely because they have monopsony power). In some ways I actually prefer these arguments, although I imagine all are in play. In the only published work I've ever done on the minimum wage I'm pretty straightforward about it and I haven't ever said monopsony is the only game in town. This is what I wrote in my EPI paper:

"There are many different explanations for the lack of substantial disemployment effects in matching studies. One suggestion is that employers exercise “monopsony power,” or bargaining power associated with being one of a small population of buyers in a market (an analog to the monopoly power exercised by sellers). Just as a monopoly will not reduce its output in response to an imposed price reduction, a monopsonist can absorb a price increase (such as a minimum-wage increase) without reducing demand for workers. Although such theoretical explanations are possible, a more straightforward argument is that an increase in the minimum wage does not have a disemployment effect because the increased labor costs are easily distributed over small price or productivity increases, or because fringe benefits are cut instead of employment levels. Less work has been done on the impact of the minimum wage on these outcomes than on the employment impact. Alternatively, disemployment effects might be avoided due to reduced fixed hiring costs as a result of lower turnover."
          Thinking clearly about the gender wage gap        
Patricia Arquette recently promoted gender equality particularly as it relates to the wage gap at the Oscars. Some Facebook discussion followed, and Bob Murphy encouraged me to put my position in a blog post, so here it is.


My frustration with the empirics of the wage gap come in whenever - following something like the Arquette statement, or a mention of "77 cents on the dollar" in the State of the Union - people get up and assert that the wage gap is a "myth" or a "fallacy" simply because there are explanations for different contributions to the gap (some of these explanations are better than others). I think that's very misleading and that it's a mistake to use conditional mean differences in a regression to argue that the gap is mythical. I have always liked Claudia Goldin's approach (I linked to her first thing when I saw the Arquette news). Goldin says of the 77 cents on the dollar figure that "it's an accurate statement of what it is". The gap isn't a myth - it's real. The question is, what is the gap?


Some people are tempted to perform the following exercise:
1. Add a bunch of controls in a wage regression.
2. Note that the difference in conditional means between men and women shrinks when you do that.
3. Call the gap a "myth" or a "fallacy".


This is wrong for a number of reasons, and how it's wrong largely depends on how it's executed, interpreted, and qualified by the author. In other words doing steps 1 and 2 is totally fine. The problem comes in with step 3.


All adding occupational and educational controls does is parse out the within-occupation/education and between-occupation/education variation in the gap. Specifically, you are removing the between-occupation/education variation and leaving behind the within-occupation/education variation. Economists think wages and employment - prices and quantities - are jointly determined by supply and demand. Labor market disparities facing women are going to express themselves partly in the wage determination in a given occupation, and partly through the distribution of women across occupations. The analogy I made yesterday is that it would be nonsensical to say that blacks didn't face labor market discrimination in the postbellum South because black sharecroppers were approximately as a dirt poor as white sharecroppers (hypothetically - I'm not sure what the disparity was in sharecropping). That ignores the fact that differential treatment of blacks by employers lowered within-occupation wages and drove them to lower wage occupations. You can't separate the two points and you certainly can't dismiss the disparity because it shows up between occupations rather than within occupations.


The picture of between- and within-variation gets even more complicated when you consider the point that women are not passive actors in the labor market. They sort across occupations in response to anticipated earnings and other benefits. Women will sort into occupations where they have the greatest comparative advantage and likewise for men. If within-occupation variation (which drives this sorting behavior) is random this sorting won't matter much, but if within-occupation variation is correlated with between-occupation variation then it can matter a lot. This sort of effect was pointed out a long time ago by Roy (1951), and it's going to lead to bias in the coefficients on occupation (or perhaps it's better to say it's going to impact how you interpret the coefficients on occupation). Claudia Goldin has done a lot of work on where the within-occupation wage gaps are, but I'm not sure that she has looked into how this has impacted sorting behavior.


The take-away from all this is that it's misleading to say the wage gap is a myth by pointing at occupational controls. It is much sounder to follow Goldin's lead in her AEA presidential address and treat them as clues for understanding the various factors driving a very non-mythical wage gap.


Now if you want to go a step further and assert that you, individually, don't care about certain parts of the wage gap that's one thing. This gets very heated when we think about employment practices around pregnancy, for example. You're welcome to do that. But don't mislead about what the data say.


The good news is things are getting better. The wage gap has shrunk, female labor force participation and human capital investment is up. The last big thing to tackle is how the labor market handles pregnancy and children.
          Peter Lewin on Thomas Piketty        
I've pointed out several times now that there are a few basic points that seem to commonly trip people up on Piketty. A confusing new critique of Piketty by Peter Lewin illustrates the trouble people often get into with at least a few of these points (HT Bob Murphy). I'd summarize the basic points I have in mind as:


1. r > g did not surprise any economist. It's not a radical result at all, and it's very familiar and well understood. 


2. r > g does not imply that the capital stock as a share of income will go off to infinity. In fact as long as r and g (and s) remain fairly stable it implies an equilibrium capital stock level (Piketty guesses it will level off at around 700% of income). 


3. The capital share of income is not the same thing as "inequality". The capital share informs us about the source of income. Inequality is about it's distribution across the population. On inequality Piketty prefers to use the 10% share and the 1% share of income. 


4. Inequality for Piketty is not directly governed by r > g, it's primarily determined by institutional factors. Piketty does think r > g makes inheritance a more important factor, but the ultimate impact of inheritance on inequality is mediated by institutions.
Lewin's simple framework


I'll focus mainly on Lewin's "simple framework" in the first half of the post, although I have a few thoughts on the rest of the post as well. The framework is a straightforward national income equation, Y = rK + wL. Lewin then decomposes the growth rates of each component of national income to talk about Piketty's thinking on r > g and capital's share of income. This is all fine, until he brings Piketty into the picture. Lewin writes that "Piketty’s project is to show that the laws of capitalism imply that sK/sL rises without limit, thus destabilizing the society." In Lewin's post, sK/sL is capital's share of national income divided by labor's share of national income. This is where the problems start, of course. With a little bit of algebra we can see that Lewin is getting confused about my point #2 above. It is not Piketty's project to show that capital's share of income increases without limit. Piketty has two "fundamental laws" (a bit of an aggrandizement but the equations themselves are fine):


α = r*β, and
β = s/g


For Piketty, α is the same as Lewin's sK - it is capital's share of income. s is the savings rate and β is the capital stock divided by income. Therefore, 1- α is going to be equivalent to Lewin's sL. So Lewin is interested in α/(1-α). Substituting Piketty's second law into his first it's clear that Î± = rs/g, so α/(1-α) = rs/(g-rs). Piketty never puts it in these terms, of course. He's just concerned with α. But this is still the equilibrium value of the quantity Lewin thinks Piketty is concerned with. Does this "rise without limit"? No, of course not. And Piketty never says it does. In fact there's quite a bit of discussion in the book about the stability of α (and therefore the stability of α/(1-α)). Indeed the stability of α is at the very top of the list of Kaldor's facts, and the subject of quite a bit of recent discussion as labor's share has slipped a little.


Piketty spends a lot of time discussing all these issues and the steady growth of the capital share in the late 20th century (see Chapters 5 and 6), but he never claims that capital is growing without limit because r > g, which doesn't imply anything in particular about the capital share. He says there's been some increase because r has a tendency to grow somewhat with β (see pgs. 220-221), so as β climbs to its equilibrium level you're going to see some increase in r and some increase in the capital share, but only to rs/g, not an "increase without limit" as Lewin has it.


So Lewin seems to run up against my points #1 and #2 in some fashion at least. He goes on to confuse #3 as well. He writes "Piketty reasons that if the earnings of K grow more rapidly than earnings in general, this must imply that K’s share is growing, thus increasing inequality." This is where Lewin decomposes the growth rates. The problem is, the capital share is not the same thing as inequality. The capital share has to do with payments to factors of production, while inequality is a statement about the distribution of those payments across the population.


One of the strangest things about Lewin equating the two is that two of the biggest narratives that come out of Piketty's discussion of inequality directly contradict the conflation of the capital share with inequality. These are: (1.) the rise in the capital holdings of the middle class due to homeownership, and (2.) the critical role that labor income plays in the share of income held by the top 10% and the top 1%. Capital income doesn't dominate labor income until the very top of the income distribution. Piketty calls these earners of labor income the "super-managers". The capital share discussion is in Part II of the book, which deals with capital. The inequality discussion is in Part III of the book, which deals with inequality. They are not the same thing and the fundamental laws of capitalism certainly don't imply anything about inequality, at least not without a great deal of ambiguity.


The rest of the post


The rest of Lewin's post is a mixed bag. I agree with him on some of the points, and I think he agrees with Piketty more than he realizes on some of the others. After his "simple framework" Lewin explains that factor income is not the same as income inequality. Indeed, and Piketty thinks so as well which I point out above. He then criticizes Piketty for excluding human capital. I've had this concern in the past as well (as has David Weil at the AEA meeting). Lewin calls the exclusion "cavalier" which I think is extremely unfair. It makes perfect sense why Piketty would exclude human capital from this discussion. It can't be sold on capital markets, and it can't be inherited so it's not directly relevant to his discussion of physical and financial capital. I get that, but I do think it's an important part of the income distribution story which is why I'd love to hear more about it (plus I'm a labor economist so of course I'm interested).


I find the next few sections of Lewin odd. My impression is that Piketty agrees with Lewin on the rest of the post. From the very beginning of the discussion of the fundamental laws, Piketty talks about how capital is heterogeneous and how different types of capital have different rates of return (pg. 52). Lewin is also wrong when he says "It [K] is meant to be an index of the physical magnitude of the capital of the economy". No, it's not! It's the value of the capital, not a physical quantity!


Finally Lewin criticizes Piketty for allegedly equating the rate of return with the interest rate. He doesn't do this either, of course. On page 52 he writes "the rate of return on capital measures the yield on capital over the course of a year regardless of its legal form (profits, rent, dividends, interest, royalties, capital gains, etc.), expressed as a percentage of the value of capital invested. It is therefore a broader notion than the "rate of profit," and much broader than the "rate of interest," while incorporating both."


So tread carefully when reading Lewin, I think. But it is a nice illustration of some common confusions about Piketty.



          A few quick thoughts on the Piketty AEA session        
The video is here. I finally got a chance to watch it. Some quick reactions:

1. In order of how interesting the presentations were, the ranking IMO clearly goes Weil > Mankiw > Auerbach. The attention received has been exactly the reverse (assuming we're not counting the attention to hecklers as attention to Mankiw's actual presentation). I want to be clear - I think Auerbach actually had a very nice presentation. It was just mostly dealing with some standard optimal tax theory stuff which I didn't find as interesting.

2. Mankiw made a point that I have been making about Piketty for a while now: r > g is great for the capital share chapters but doesn't give you much on the inequality chapters. Piketty generally did not do a great job connecting up those two big sections of the book. Piketty nods to the point but doesn't do it justice in his response to Mankiw (he acknowledges r > g doesn't matter for income inequality but maintains it's important for wealth inequality).

3. Weil and Makinw have inspired me to write a QJE paper that puts human capital into Piketty's story and leads with the line "This paper takes Thomas Piketty seriously." Now note I'm not saying I'll actually do it - just that they inspired me. This is very much related to a discussion I had with Evan the other day about how Piketty botches his criticism of Goldin and Katz. I don't think he does any better in his response to Weil. On that point...

4. Piketty does a ton of good work and some people don't seem to realize that. And he anticipates a lot of dumb arguments already so most of the things that people think are oh-so-obviously-wrong in Piketty are often not even in Piketty! But he definitely seems slow to react to good arguments and very entrenched in his views.
          The role of changes in income distribution        

There is a lot of public discussion about Thomas Piketty’s book on capital and its implications for inequality. His work strikes a chord with many of us because it outlines a future where basically your own or inherited wealth matters and where wage income and apparently your human capital does not matter that much for your income generation. So how do we escape such a one-sided and unequal world? Well, maybe one way is to understand better the interaction between growth, changes in the income distribution, and their implications for shared prosperity.  


          Integrated Thinking and the Integrated Report        
Excerpt from “The Chief Value Officer: Accountants Can Save the Planet” by Mervyn King with Jill Atkins (Greenleaf Publishing, December 2016). http://www.greenleaf-publishing.com/chief-value-officer

Integrated thinking involves the board of directors as a collective understanding, knowing, and then planning how the company will make its money. In other words, it must determine the company’s business model, embracing its governance, enterprise risk management, strategy, and internal controls. It also will consider how the company will maintain value creation in the longer term in a sustainable manner. To do this, the board has to determine the inputs into its business activities, the outputs from those business activities, and the effects its outputs have on the resources used by the company, more particularly the effect it has on society and the environment—the social and natural capitals.

Every company is dependent on the resources it uses and the ongoing relationships with its stakeholders. A mindset change is needed at the board and senior management level to accept that there is this interconnection and interrelationship between the use of resources by the company and the company’s relationships with its stakeholders. There is, as it were, a symphony of sources of value creation that includes the relationships with material stakeholders on an ongoing basis, 24/7.

No company operates on a basis of financial capital in one building, human capital in another, intellectual capital in another city, for example. All these things are interrelated and interconnected.

Once management is aware of the legitimate and reasonable needs, interests, and expectations of all its material stakeholders, it can strategize on a more informed basis. It needs to be aware of what is occurring in it supply chain, as it is now well known that what happens in a supply chain can destroy value, particularly the value of a company’s intangible assets. For example, if it is found that in the supply chain products supplied to the company were made by child labor, this would adversely impact the market capitalization of the company.

In thinking on an integrated basis, the board needs to identify the sustainability issues material to the business of the company, as water is to the beverage manufacturer, and embed those sustainability issues into its long-term strategy. In this way, it will be discharging its duty of care to the company.

In the IIRC’s Framework of December 2013, integrated reporting, integrated thinking, and the integrated report are defined as follows:

Integrated Reporting: A process founded on integrated thinking that results in a periodic integrated report by an organization about value creation over time and related communications regarding aspects of value creation.

Integrated thinking: The active consideration by an organization of the relationships between its various operating and functional units and the capitals the organization uses or affects. Integrated thinking leads to integrated decision-making and actions that consider the creation of value over the short, medium, and long term.

Integrated report: A concise communication about how an organization’s strategy, governance, performance, and prospects, in the context of its external environment, lead to the creation of value in the short, medium, and long term.

In a talk given by Paul Druckman, chief executive of the IIRC, to the United Nations Economic and Social Council, he described three stages of integrated thinking.

He started with Einstein’s definition of insanity of “doing something over and over again and expecting a different result.” If one believes the corporation need only deal with financial capital issues and fulfill its duty of accountability merely by providing financial statements according to financial reporting standards and duly audited according to International Standards of Auditing, then one is effectively doing, over and over again, the same thing and expecting a different result in the changed world of the 21st century. One cannot from that, for example, determine value creation. In fact, the business model chosen by the company could be destroying value.

The second stage is an acknowledgment that there is a problem by merely complying with the law and doing the financial statements according to the accepted standards. A new solution is required, but it cannot be based on the old thinking. Again, Einstein said: “We cannot solve our problems with the same thinking we used when we created them.” Consequently, a strategy that only considers the financial aspects of a company and does not concern itself with how the company makes its money and how it impacts the various resources used by the company has not embedded sustainability issues into its strategy. And not to do so would amount to a failure of the board’s duty of care to the company.

The third stage is where all six capitals as outlined in the IIRC’s Framework—financial,  manufactured,  human, natural, intellectual, social, and natural capitals—are considered together with the ongoing relationships with the company’s material stakeholders. It is accepted that there is an interconnection between the resources used and the relationships with material stakeholders. The board concerns itself with how the company makes its money and how that business model impacts the outcomes on those capitals.

It certainly starts to inform decision-making, and once the board spends more time understanding the mass of data being collected by companies, and taking the matters material to the business of the company and putting them in clear, concise, and understandable language in the integrated report, knowledge does not get lost in information.

Value creation could result in increases, decreases, or transformation of the capitals being used, and the outcomes are internal and external. A company’s success depends on its internal financial return, but in the changed world of the 21st century, it also has to depend on the external return on society and the environment.

The Association for Chartered Certified Accountants (ACCA) has said the following about integrated reporting:

Over the last few decades, sustainability issues have slowly become mainstream, and there is a shift from the creation of share value to the generation of shared value. Through shared value creation, a company links its operations to generating long-term value both for its business and for society as a whole and defines its success in terms of internal financial returns and external social and economic results. Ultimately, creating shared value acknowledges both the work corporations need to do to reduce negative impacts on society, as well as, and more fundamentally, how they can be part of progress on global challenges, such as climate change and the enforcement of human rights. Following this shift, there is a new trend of corporate reporting: the integration of financial and nonfinancial concerns into one accounting tool, known as IR.

Black Sun, an independent research house, in interviewing several companies that were pilot programmers in adopting integrated thinking and doing an integrated report, summarized the information received from these companies on the benefits they got from implementing integrated reporting as follows:

Connecting departments. One of the most mentioned benefits of integrated reporting is the opportunity it provides to connect teams from across an organization, breaking down silos and leading to more integrated thinking.

Improved internal processes leading to a better understanding of the business. Changes to systems driven by integrated reporting requirements are providing greater visibility across business activities and helping to improve understanding of how organizations create value in the broadest sense.

Increased focus and awareness of senior management. A shift to integrated reporting is increasing the interest and engagement of senior management in issues around the long-term sustainability of the business, which is helping them to gain a more holistic understanding of their organization.

Better articulation of the strategy and business model. Better understanding of organizational activities is enabling companies to establish a holistic business model and helping to streamline communications.

Creating value for stakeholders. Organizations are starting to identify ways to measure the value to stakeholders of managing and reporting on sustainability issues.

Excerpt from “The Chief Value Officer: Accountants Can Save the Planet” by Mervyn King with Jill Atkins (Greenleaf Publishing, December 2016). For more information, visit http://www.greenleaf-publishing.com/chief-value-officer.

Mervyn King is chairman of the International Integrated Reporting Council (IIRC) and chairman emeritus of the Global Reporting Initiative (GRI). He is also professor extraordinaire at the University of South Africa.

 


          Back to School – 4 Ways to Keep Yourself HCM Educated        

It’s that time of year again. Time to send our children back to school, but perhaps it’s time for us to go back to school too. The Human Capital Management (HCM) industry is changing so rapidly that even taking the summer off could mean that you’ve missed something. Here are 4 ways to stay up to date.

The post Back to School – 4 Ways to Keep Yourself HCM Educated appeared first on Sability.


          Change Management: Making HCM Software Implementation a Summer Dream        

Change Management with these 6 key components can make your Human Capital Management (HCM) software Implementation seem like a summer dream.

The post Change Management: Making HCM Software Implementation a Summer Dream appeared first on Sability.


          Did Money Center Bank Ignorance of CryptoCurrencies Allowed A Start-up To Patent The Future of Global Finance?        

Bloomberg ran a story earlier this week illustrating the human capital flight out of the Wall Street machine and into tech:

At elite universities, fewer MBA and finance candidates are willing to even consider a life of missed weddings, busted romances and deep-into-the-night deal negotiations. The percentage of Harvard Business School graduates entering investment banking, sales or trading dropped to 5 percent last year from 12 percent in 2006, while those entering technology almost tripled to 18 percent during that period.

At the University of Pennsylvania’s Wharton School, the percentage of MBAs entering investment banking dropped to 13.3 percent last year from 26 percent in 2006, while those entering tech more than doubled to 11.1 percent.

 Those of you who have been following finance from the Wall Street/Bay Street/Canary Wharf perspective realize that this is a cyclical occurence. Basically, Wall Street falls out of favor with MBA whiz kids every ten years of so. But!!!! This time is different. This time around, Wall Street, et. al. is about to succumb to the destructive forces of technology that transformed, revolutionized, disintermediated, gutted and absolutely reinvigorated the media, news and retail industries. 

That's right! The Internet Paradigm Shift has finally hit Global Finance... and it's going to hurt, and hurt a lot!

As many know, the I've poured my time and resources into a start-up by the name of UltraCoin. Many have been clamoring for white papers and details, and I have been purposely secretive about such. The reason? I needed to entrency protection from my competition - the money center banks. How did I do this? Well...

I patented the future of Global Finance!

patent to the Future of finance big

This video illustrates my presentation to both the mainstream and alternative media as I start my capital raising rounds from venture capitalists and strategic investos alike. Check it out!

We're looking for financial and human capital as we prepare to expand globally. Financial capital is self-explanatory. On the human capital side...
We're seeking a full stack contract developer. Must be proficient in: Java or C#; git, bzr, or similar. Must have a solid understanding of: race conditions and how to avoid them; scalable concurrency and data integrity architectural concepts (replication, sharding, etc.); software development processes and best practices. Proficiency in some CRUD technology (*SQL, NoSQL, etc.) as well as and some scripting language (Javascript, PHP, Python, etc.) is highly preferred. Experience with the Bitcoin protocol is a huge plus. Your first interview is to e-mail your resume along with a response to this challenge: https://gist.github.com/mbogosian/28815ae606c663c983c3

Must be willing to sign an NDA. You should be knowledgeable and competent, but we prefer grit to genius. Prima donnas need not apply.


          Current Affairs Update – 9-10 August, 2017        

Hello and welcome to exampundit. Here are the Important Current Affairs of 9-10 August, 2017. These are very important for the upcoming IBPS PO, IBPS RRB, OICL AO, UIIC Assistant & NICL Assistant Exams.



Banking & Financial News

Maharashtra Government to raise $270 m from Green Climate Fund


  • The state government of Maharashtra is planning to raise $270 million from the Green Climate Fund with the help of the 2030 Water Resources Group (2030WRG).
  • The government plans to invest the funds raised in integrated watershed programmes such as Jalyukt Shivar Yojana, which has successfully improved the ground water level in drought affected areas of the state.
  • However, the ground water needs to be further connected with the efficient use of water for which proper technology and infrastructural development is needed at the village level, where the funds will come useful. It will also be used in crop diversification and adding market linkages.
  • It is a new fund under the UN that is guided by the principles and provisions of the UN Framework Convention on Climate Change.
  •  The group is a public-private-civil society collaboration for water resources reform in developing economies, hosted by the International Finance Corporation (IFC), a member of the World Bank Group.
  • The main objective of the group is to close the gap between the demand and supply of water by the year 2030.

NITI Aayog selects 6 States for transformative change in Health & Education sectors


  • NITI (National Institution for Transforming India) Aayog on 8 August 2017 announced its partnership with six states to bring transformative change in Health & Education sectors under its 'Sustainable Action for Transforming Human Capital (SATH) ' initiative.
  • Uttar Pradesh, Assam and Karnataka were shortlisted under SATH initiative to transform their health sector. On the other hand, three states namely - Madhya Pradesh, Jharkhand and Odisha – were selected to transform their education sector under its SATH initiative.
  • To give a major push to competitive, cooperative federalism, the government think tank had invited all states and Union Territories to participate in its SATH initiative to transform Health and Education sectors. States then made presentations for each sector which was assessed by a committee comprised of senior members of NITI Aayog and Health and Human Resources Development ministries.
  • The States highlighted the initiatives undertaken by them and their willingness to accelerate improvement. On thorough technical evaluation, the chosen States have committed to time-bound, governance reforms in both sectors.
  • A Program Management Unit to push for efficiency and efficacy in governance structures and service delivery will now be available in the six chosen States for a period of 30 months. It is expected that these three years of focussed attention and support from the premier think tank will lead to a marked transformation and also provide a model for other States to replicate and adapt.



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SEBI launches online registration for custodians of securities


  • Markets regulator SEBI on 9 August 2017 launched online registration mechanism for custodians of securities to make it convenient for them to do business.
  • The new system will help custodian of securities to complete registration and other regulatory filings with SEBI in a cost-effective manner.   
  • All applicants who want to seek registration as a custodian of securities are now required to submit their applications online only.    
  • The custodian of securities, who seek approval as Designated Depository Participant (DDP) in  terms  of Regulation 11 of SEBI (FPI) Regulations, 2014, will also be required to apply through this portal.    
  • Custodian of securities holds shares and other assets in electronic or physical form.

Google, NSDC launch programme to improve Mobile Developer Ecosystem


  • The National Skill Development Corporation (NSDC) and Google India on 8 August 2017 launched Android Skill Development programme to improve Mobile Developer Ecosystem.
  • The programme is aimed at imparting mobile development training on the Android and Web platform and improving the quality of mobile app development ecosystem in India.
  • NSDC is a public-private partnership enterprise under the Union Ministry of Skill Development and Entrepreneurship.
  • Under the initiative, NSDC will introduce a specific course to create applications for the mobile platform that can be used on smartphones and tablets running on the Android operating system.
  • The 100-hour duration course will be designed and delivered by NSDC's partner agencies, outside the formal education system.
  • NSDC and Google India will also work together to focus on up-skilling Android trainers under the programme.
  • The programme will accelerate mobile skill training and create opportunities for youth in the country.
  • The programme will focus on achieving the target of the Union Government's Skill India initiative.

News related to India & states

Govt launches national anthem video in sign language featuring disabled


  • The Human Resource Development (HRD) Ministry on Thursday launched an Indian National Anthem video in sign language, featuring disabled and partially disabled children.
  • Directed by veteran filmmaker Govind Nihalani, the video features film star Amitabh Bachchan apart from the children who sing the National Anthem in sign language against the backdrop of the Red Fort, a Ministry statement said.
  • "The film is conceptualised by Satish Kapoor, Founder Director, We Care Film Festival. We Care Film Festival produced the Film under the aegis of Brotherhood, an NGO. It is directed by Govind Nihalani and the music is scored by late Aadesh Shrivastava," read the statement.
  • Speaking on the occasion here, Minister of State for HRD Mahendra Nath Pandey praised Prime Minister Narendra Modi for his call for the inclusion of "divyangjan" in the country's development.

Union Government launches Swachh Survekshan Gramin 2017


  • Prime Minister Narendra Modi on 8 August 2017 launched a third party verification survey report to take stock of the progress made by the Swachh Bharat Mission in rural India.
  • The Swachh Survekshan Gramin 2017 report was launched at a press conference held in New Delhi by Narendra Singh Tomar, the Union Minister, Ministry of Drinking Water and Sanitation, and Parameswaran Iyer, the Secretary.
  • During the press conference, it was announced that, to encourage States and districts to improve their Sanitation coverage and Solid Liquid Waste Management (SLWM), the Ministry of Drinking Water and Sanitation will begin ranking all districts in India based on the data available on the SBM-G IMIS quarterly.
  • The ranking will be done based on parameters of Performance, Sustainability and Transparency, and the first ranking will be announced on 2 October 2017 for the quarter July-September 2017.
  • In addition, the Swachh Bharat Mission (Gramin) will celebrate the week leading up to the 70th Independence Day as Khule Mein Shauch Se Azaadi Saptaah.
  • The Quality Council of India (QCI) conducted a transparent third-party assessment of the present status of rural sanitation in all the States and the Union Territories (UTs), called Swachh Survekshan Gramin 2017.
Key highlights of Swachh Survekshan Gramin 2017

  • Under the Swachh Survekshan Gramin 2017, QCI surveyed 1.4 lakh rural households across 4626 villages, and found the overall toilet coverage to be 62.45 per cent.
  • At the time of the survey, i.e. May-June 2017, the Swachh Bharat Mission (Gramin) MIS reported the toilet coverage to be 63.73 per cent.
  • The survey observed that 91.29 per cent of the people having access to a toilet and they also use it. 
Top performing states

  • Sikkim, Manipur and Nagaland were the top performers with 95 per cent rural households covered by toilets. In addition, Himachal Pradesh and Uttarakhand had over 90 per cent toilet coverage of the rural houses.
  • Gujarat fared better in terms of rural sanitation as 85 per cent of rural households had access to toilets. Almost all rural households in Kerala and Haryana have access to a toilet.  In Tamil Nadu, 79 per cent of the rural households had access to a toilet.
Worst performing states

  • In Bihar, only 30 per cent of the rural households had access to toilets. On the other hand, Uttar Pradesh was marginally better at 37 per cent. In Jharkhand, only 37 per cent of the rural households had access to a toilet.



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NCERT launches web portal to enable online orders for textbooks


  • The National Council of Educational Research and Training (NCERT) on 9 August 2017 launched a web portal that will enable schools and individuals to place orders for their books online. The NCERT’s portal was launched by Minister of State for Human Resource Development Upendra Kushwaha in New Delhi.
  • The portal will ensure better distribution of textbooks across the country. The Web Portal can be accessed at www.ncertbooks.ncert.gov.in.
  • It will also address the apprehensions, on the part of schools and parents, regarding the unavailability of NCERT textbooks.
  • The schools will be able to log on to the portal, by entering their respective Boards’ affiliation numbers and other details, till 8 September 2017 for placing their orders for the session 2018-19.
  • At the time of placing the orders, the schools are not required to make the payment; the payment can be made just before the supply.
  • The schools will also have the option of directly procuring textbooks either from their nearest NCERT vendors or from the Regional Production-cum-Distribution Centres (RPDCs) of the NCERT’s located at Ahmedabad, Kolkata, Guwahati, and Bengaluru.

Second round of National Deworming Day programme covers 11 Cr children


  • The second round of National Deworming Day (NDD) was held across the nation on 10 August 2017 to tackle worm infections targeting more than 11 Cr children.
  • The Health Ministry stated that among the total number of children, at least 7.8 Cr were from private schools while the rest, 3.5 Cr, were out of school children. The out of school children were covered through Anganwadi workers and ASHAs.
  • Follow-up activities would be held later on 17 August, which will cover 31 Cr children.

Government forms panel to enhance affordability, availability of drugs


  • The Union government has formed a new committee in its effort to make drugs more affordable in the country.
  • The information was shared by Minister of State for Chemicals and Fertilisers, Mansukh L Mandaviya in a written reply to the Parliament’s lower house, Lok Sabha. "Government has constituted a committee of joint secretaries for ensuring enhanced affordability, availability and accessibility of drugs for the citizens," the Minister said.
  • The Committee would be responsible for suggesting ways to make pricing policy in favour of the poor patients.
  • It would also review the scope of Drugs (Price Control) Order 2013 (DPCO 2013) and suggest ways for strengthening the regulatory provisions of the order.
  • It would also be responsible for streamlining the existing mechanisms for the collection of market-based data on prices of medicines and suggesting ways for strengthening the existing pharmaceutical database management system.

India celebrates 75th anniversary of Quit India Movement


  • The 75th anniversary of Quit India Movement, also known as August Kranti Andolan, will be celebrated across India on 9 August 2017.
  • The movement that aimed to help India attain complete independence, a historic milestone in the Indian freedom struggle, had begun on 9 August 1942 under the leadership of Mahatma Gandhi. India gained independence five years after the movement.
  • A number of events are being planned at both organisational and local levels to mark the occasion. This year’s theme is "Sankalp se Siddhi- the attainment through resolve.
  • Prime Minister Narendra Modi recently called for the launch of the mega campaign, Sankalp Se Siddhi, from 9 August.  He urged the youth, student organisations and NGOs in India to organise group discussions to bring forth new ideas.
  • Modi also termed the month of August as the month of revolution, as it has witnessed the three most significant events of Indian history – the non-cooperation movement (1 August 1920), Quit-India movement (9 August 1942) and finally the day India gained its Independence from the British Raj (15 August 1947).

Appointments

Indian-American Dilip Chauhan appointed as Deputy Comptroller for Minority Affairs in New York


  • Indian-American Dilip Chauhan was on 8 August 2017 appointed as the Deputy Comptroller for Minority Affairs of Nassau County, New York. He was nominated for the post by Nassau County Comptroller George Maragos.
  • The post of Deputy Comptroller for Minority Affairs focuses on increasing outreach to the minority communities in Nassau County here.
  • The minority communities are an integral part of the structure of The Nassau County and the Comptroller’s Office has been a driving force in advocating for increased business opportunities for Minority and Women Owned Enterprises (MWBEs) to meet the County’s goals.
  • Chauhan had joined the Comptroller’s office in 2015 as Director for Community Affairs, South and East Asia. He has been serving as Senior Advisor to the Comptroller since early 2017.

World News

Facebook launches YouTube competitor called 'Watch'


  • Facebook on 9 August 2017 launched a new video programming platform 'Watch' for creators and publishers. Watch is expected to compete with Google-owned YouTube.
  • Watch will be available on mobile, desktop, laptop as well as in TV apps.
  • Watch is a platform for all creators and publishers to find an audience, build a community of passionate fans, and earn money for their work.
  • It is personalized to one in discovering new shows, organized around what your friends and communities are watching.
  • Moreover, to help the viewers connect with friends, Watch allows them to see comments while watching the show and also allows them to participate in a dedicated Facebook Group for the show.
  • Watch also has a Watchlist to help the viewers to keep up with the shows they follow, so that they never miss out on the latest episodes.

Lists & Indexes

India ranks 43rd in 2017 Global Retirement Index


  • India in the first week of August 2017 was ranked at the last position of 43rd in the 2017 Global Retirement Index (GRI).
  • The Index is published by French asset management company Natixis Global.
  • The Global Retirement Index ranks 43 countries on the basis of four factors, which are the material means to live comfortably in retirement (Material Well-being), access to quality financial services to help preserve savings value and maximize income (Finances), access to quality health services (Health), and a clean and safe environment (Quality of Life).
  • The 43 countries included in the index are the members of the Organisation for Economic Co-operation and Development (OECD), International Monetary Fund (IMF) advanced economies and the BRIC (Britain, Russia, India and China) countries.
  • The 2017 Global Retirement Index was topped by Norway, followed by Switzerland and Iceland.

Awards & Honors

Actor Dev Patel honoured with Asian Game Changer Award 2017


  • Slumdog Millionaire actor Dev Patel was honoured with the Asian Game Changer Award 2017 by the Asia Society for making a transformative and positive difference for the future of Asia and the world.
  • As per the Asia Society, Dev Patel's roles in 'Slumdog Millionaire' and 'Lion' challenge the audiences to view India's poor as individuals instilled with hopes, dreams and opportunities, not as teeming and desperate masses.
  • Patel has also established lasting ties with India with his #lionheart campaign that has raised over USD 250000 to support homeless children in India.
  • The other Asian Game Changer awardees of 2017 are Tadashi Yanai, the founder of clothing retailing chain UNIQLO; Mongolian Eagle huntress Aisholpan Nurgaiv and Afghan rapper Sonita Alizadeh.
  • On the other hand, Aga Khan was honoured with the Asia Game Changer Lifetime Achievement Award.

Obituaries

Actor Sitaram Panchal of ‘Peepli Live' fame passes away


  • Acclaimed Bollywood actor Sitaram Panchal passed away early morning on 10 August 2017 after battling kidney and lung cancer. He was 54.
  • "He died today morning. He was suffering from cancer and wasn’t keeping well since the past few months," said family sources.
  • The actor, best known for his unconventional roles in films like Peepli Live, Slumdog Millionaire, Paan Singh Tomar and Jolly LLB, passed away at his residence in Mumbai after celebrating his 26th wedding anniversary with his wife Uma Panchal and son Rishabh Panchal.
  • In his last days, the actor faced severe financial issues. He had even put up a post on social media seeking financial help for his cancer treatment last month. The Cine & TV Artistes Association (CINTAA) had come forward to help the actor. Panchal was discharged from the hospital last month.

Former West Bengal Minister Gyan Singh Sohanpal dies


  • Gyan Singh Sohanpal, former West Bengal Minister and freedom fighter, passed away on 8 August 2017 following old-age problems. He was 92.
  • He was among the few people who shared the stage with Jawaharlal Nehru, Indira Gandhi and Rajiv Gandhi. His career spans the Bengal famine in the 1960s, the Naxalite movement, the Emergency and the rise and fall of the Left government.
  • Fondly called 'Chacha' by all, Sohanpal began his political life by joining the Congress during the 1942 Quit India movement.

Former Union minister and BJP MP Sanwar Lal Jat passes away


  • Sanwar Lal Jat, former Union minister and BJP MP from Ajmer, passed away in New Delhi on 9 August 2017. He was 62.
  • The minister was being treated at Delhi’s All India Institute of Medical Sciences (AIIMS) hospital. He had suffered a cardiac arrest and collapsed during a meeting chaired by BJP party president Amit Shah at Jaipur in July, following which he was admitted to the Intensive Care Unit (ICU) of the city’s Sawai Man Singh Hospital.
  • However, he had to be airlifted to AIIMS from Jaipur after his condition turned critical. He slipped into coma shortly later.  According to the doctors at AIIMS, the cardiac arrest had caused damage to Jat’s brain and he had to be put on a ventilator.


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          UPSC Paper 2 Answer Key Download        

UPSC CSE Prelims 2017: Unofficial answer keys of GS Paper 2

UPSC Paper 2 Answer Key 2017
Directions for the following 8 (eight) items: Read the Following eight passages and answer the items that follow the passages. Your answers to these items should be based on the passages only.
Passage-1
What climate change will undeniably do is cause of amplify events that hasten the reduction of resources. Competition over these diminising resources would ensue in the form of political or even violent conflict. Resource based conflicts have rarely been overt and are thus difficult to isolate. Instead they take on veneers that appear more politically palatable. Conflicts over resources like water are often cloaked in the guise of identity or ideology.
61. What does the above passage imply?
(a) Resource-based conflicts are always politically motivated.
(b) There are no political solutions to resolve environmental and resource based conflicts.
(c) Environmental issues contrilaite to resource stresses and politic ril conflict.
(d) Political conflict based on identity or ideology cannot be resolved.
Answer: c
Passage-2
The man who is perpetually hesitating which of the two things he will do first, will do neither. The man who resolves, but suffers his resolution to be changed by the first counter Suggestion of a friend—who fluctuates from opinion to opinion and veers from plan to plan-can never accomplish anything. He will at best be stationary and probably retrograde in all. It is only the man who first consults wisely, then resolves firmly and then executes his purpose with inflexible perseverance, undismayed by those petty difficulties which daunt a weaker spirit—that can advance to eminence in any line.
62. The keynote that seems to be emerging from the passage is that
(a) we should first consult wisely and then resolve firmly
(b) we should reject suggestions of friends and remain unchanged
(c) we should always remain broad-minded
(d) we should be resolute and achievement-oriented
Answer: d
Passage-3
During the summer in the Arctic Ocean, sea ice ha, been melting earlier and faster, and the winter freeze has been coming later. In the last three decades, the extent of summer ice has declined by about 30 per cent. The lengthening period of summer melt threatens to undermine the whole Arctic food web, atop which stand polar bears.
63. Which among the following is the most crucial message conveyed by the above passage?
(a) Climate change has caused Arctic summer to be short but temperature to be high.
(b) Polar bears can be shifted to South Pole to ensure their survival.
(c) Without the presence of polar bears, the food chains in Arctic region will disappear.
(d) Climate change poses a threat to the survival of polar bears.
Answer: d
Passage-4
Why do people prefer open defecation and not want toilets or, if they have them, only use them sometimes? Recent research has shown two critical elements : ideas of purity and pollutions, and not wanting pits or septic tanks to fill they have to be emptied. These are the issue that nobody wants to talk about, but if we want to eradicate the practice of open defection, they have to be confronted and dealt properly.
64. Which among the following is the most crucial message conveyed by the above passage?
(a) The ideas of purity and pollutions are so deep-rooted that they cannot be removed from the minds of the people.
(b) People have to perceive toilet use and pit-emptying as clean and not polluting.
(c) People cannot change their old habits.
(d) People have neither civic sense nor sense of privacy.
Answer. b
Passage-5
In the last two decades, the world's gross domestic product (GDP) has increased 50 percent, whereas inclusive wealth has increased by a mere 6 percent. In recent decades, GDP-driven economic performnce, has only harmed inclusive wealth like human capital; and natural capital like forests, land and water. While the world's human capital which stands at 57 percent of total inclusive wealth grew by only 8 percent, the natural which is 23 percent of total inclusive wealth declined by 30 per cent worldwide in the last two decades.
65. Which of the following is the most crucial inference from the above passage?
(a) More emphasis should be laid on the development of natural capital.
(b) The growth driven by GDP only is neither desirable nor sustainable.
(c) The economic performance of the countries of the world is not satisfactory.
(d) The world needs more human capital under the present circumstances.
Answer. a
Passage-6
By 2020, when the global economy is expected to run short of 56 million young people, India, with its youth surplus of 47 million, could fill the gap. It is in this context that labour reforms are often cited as the way to unlock double-digit growth in India. In 2014, India's labour force was estimated to be about 40 per cent of the population, but 93 per cent of this force was in unorganized sector. Over the last decade, the compound annual growth rate (CAGR) of employment has slowed to 0.5 per cent, with about 14 million jobs created during last year when the labour force increased by about 15 million.
66. Which of the following is most rational inference from the above passage?
(a) India must control its population growth so as to reduce its unemployment rate.
(b) Labour reforms are required in India to make optimum use of its vast labour force productively
(c) India is poised to achieve the double-digit growth very soon
(d) India is capable of supplying !It, skilled young people to oil, countries.
Answer. b
Passage-7
The very first lesson that should be taught to us when are old enough to understand it, is that complete freedom from the obligation to work is unnatural, and ought to be illegal, as we can escape our share of the burden of work only by throwing it on someone else’s shoulders. Nature ordains that the human race shall perish of famine if it stops working. We cannot escape from this tyranny. The question we have to settle is how much leisure we can afford to allow ourselves.
67. The main idea of the passage is that
(a) it is essential for human beings to work
(b) there should be a balance between work and leisure
(c) working is a tyranny which we to face
(d) human's understanding of the nature of work is essential
Answer. b
Passage-8
There is no harm in cultivating habits so long as they are not injurious. Indeed, most of us are little more than bundle of habits. Take away our habbits and the residuum would hardly be worth bothering about. We could not get on without them. They simplify the mechanism of life. They enable us to do a multitude of things automatically, which, if we had to give fresh and original thought to them each time, would make existence an impossible confusion.
68. The author suggests that habits
(a) tend to make our lives difficult
(b) add precision to our lives
(c) make it easier for us to live
(d) tend to mechanize our lives
Answer. c
Directions for the following 2 (two) items: - Consider the given information and answer the two items that follow.
No supporters of 'party X', who knew Z and supported his campaign strategy, agreed for the alliance with 'party Y’; but some of them had friends in 'party Y'.
69. With reference to the above information, which one among the following statements must be true?
(a) Some supporters of 'party Y' did not agree for the alliance with the `party X'.
(b) There is at least one supporter of `party Y' who knew some supporters of 'party X' as a friend.
(c) No supporters of 'party X' supported Z's campaign strategy.
(d) No supporters of 'party X' knew Z.
Answer. b
70. With reference to the above information, consider the following statement
1. Some supporters of 'party X' knew Z
2. Some supporters of 'party X', who opposed Z's campaign strategy, knew Z.
3. No supporters of 'party X' supported Z's campaign strategy.
Which of the statements given above, is/are not correct?
(a) 1 only
(b) 2 and 3 only
(c) 3 only
(d) 1, 2 and 3
Answer. a
71. If second and fourth Saturdays and ,all the Sundays are taken as only holidays for an office, what would be the minimum number of possible working days of any month of any year?
(a) 23
(b) 22
(c) 21
(d) 20
Answer. a
72. If there is a policy that 1/3rd of population of a community has migrated every year from one place, to some other place, what is the leftover population of that community after the sixth year, if there is no further growth in the population during this period?
(a) 16/243rd part of the population
(b) 32/243rd part of the population
(c) 32/729th part of the population
(d) 64/729th part of the population
Answer: b
73. Four tests—Physics, Chemistry, Mathematics and Biology are to be conducted on four consecutive days, not necessarily in the same order. The Physics test is held before the test which is conducted after Biology. Chemistry is conducted exactly after two tests are held. Which is the last test held?
(a) Physics
(b) Biology
(c) Mathematics
(d) Chemistry
Answer. c
74. The sum of income of A and B is more than that of C and D taken together. The sum of income of A and C is the same as that of B and D taken together. Moreover, A earns half as much as the sum of the income of B and D. Whose income is the highest?
(a) A
(b) B
(c) C
(d) D
Answer. d
75. Consider the following:
Statement:
Good voice is a natural gift but one has to keep practising to improve and well in the field of music.
Conclusions:
I. Natural gifts need nurturing and care.
II. Even though one's voice is not good, one can keep practising.
Which one of the following is correct, in respect of the above statement and conclusions?
(a) Only conclusion I follows from the statement.
(b) Only conclusion II follows from the statement.
(c) Either conclusion I or conclusion II follows from the statement.
(d) Neither couclusion I nor conclusion II follows from the statement.
Answer. a
76. There are three pillars X, Y and Z of different heights. Three spiders A, B and C start to climb on these pillars simultaneously. In one chance, A climbs on X by 6 cm but slips down 1 cm. B climbs on Y by 7 cm but slips down 3 cm. C climbs on Z by 6.5 cm but slips down 2 cm. If each of them requires 40 chances to reach the top of the pillars, what is the height of the shortest pillar?
(a) 161 cm
(b) 163 cm
(c) 182 cm
(d) 210 cm
Answer. b
77. "Rights are certain advantageous conditions of social well is i nr indispensable to the true development of the citizen."
In the light of this statement, which one of the following is the correct understanding of rights?
(a) Rights aim at individual good only.
(b) Rights aim at social good only.
(c) Rights aim at both individual and social good.
(d) Rights aim at individual good devoid of social well-being.
Answer. c
78. 15 students failed in a class of 52. After removing the names of failed students, a merit order list has been prepared in which the position of Ramesh is 22nd from the top. What is his position from the bottom?
(a) 18th
(b) 17th
(c) 16th
(d) 15th
Answer. c
79. Consider the following:
A+ B means A is the son of B.
A - B means A is the wife of B.
What does the expression P + R - Q mean?
(a) Q is the son of P.
(b) Q is the wife of P.
(c) Q is the father of P.
(d) None of the above
Answer. d
80. Gopal bought a cell phone and sold it to Ram at 10% profit. Then Ram wanted to sell it back to Gopal at 10% loss. What will be Gopal's position if he agreed?
(a) Neither loss nor gain
(b) Loss 1%
(c) Gain 1%
(d) Gain 0.5%
Answer. b

UPSC Civil Services Prelims Answer Key Paper 2 by Coaching Institutes like NeoStancil, Career Launcher, Vaji & Ravi

          æ–°åŠ å¡å¤§ä¸œæ–¹ä¿é™©        
根据市场观察显示,新加坡大东方保险公司目前正招聘:

1. 财务经理
2.普险经理

以上职位当然需要至少大学资格,如果具备相关的经验当然更加理想.有兴趣吗?
想申请可以写信给:
Head, Human Capital
Great Eastern Life Assurance Co. Ltd.
hr@lifeisgreat.com.sg
          Empowering girls through education?        

Does improved human capital empower girls?   An interesting paper by Willa Friedman, Michael Kremer, Ted Miguel, and Rebecca Thornton give us some insight into the answers.  


          Securities and Exchange Commission: Actions Needed to Address Limited Progress in Resolving Long-Standing Personnel Management Challenges, December 29, 2016        
What GAO Found Employee views on the Securities and Exchange Commission's (SEC) organizational culture have generally improved since 2013. Employees GAO surveyed cited improved levels of morale and trust within the agency compared to 2013 and noted that SEC was less hierarchical and risk-averse. However, GAO's survey indicated that SEC still operates in a compartmentalized way and that there is little communication and collaboration between divisions. SEC made limited progress on improving personnel management. SEC has addressed two of seven recommendations from GAO's 2013 report, but it faces added challenges in cross-divisional collaboration and hiring and promotion. Mechanisms to monitor supervisors' use of performance management system. Recently, SEC began to monitor how supervisors (1) provide feedback to staff, (2) recognize and reward staff, and (3) address poor performance. SEC's efforts address the related 2013 recommendation. Accountability system. SEC implemented a system to monitor its human capital programs and inform its human capital goals consistent with Office of Personnel Management (OPM) guidance. SEC's efforts address the related 2013 recommendation. Workforce and succession planning . SEC has developed a workforce and succession plan in response to two of GAO's recommendations, but the plan does not include some elements of OPM guidance, such as a skills gap analysis for all SEC staff. As a result, SEC continues to lack assurance that all staff have the necessary skills. Performance management. Although GAO found in 2013 that SEC's performance management system was generally consistent with relevant criteria, SEC redesigned it in 2014 without first examining its effectiveness—a recommendation GAO made in 2013. SEC officials stated they do not plan any future reviews because they are piloting a new system. As a result, SEC lacks assurance that the new system will perform better than the current one. Communication and collaboration. SEC has made little progress to address GAO's two recommendations related to improving cross-divisional collaboration. While SEC has recognized some staff for collaborating, it has yet to set expectations for all staff to collaborate across divisions as needed or implement relevant best practices to break down existing silos. As a result, SEC staff still report that divisions operate in isolation. Other than the SEC Chair's Office, which has competing demands on its time, no official has authority to affect the daily operations of the entire agency. Other organizations rely on their Chief Operating Officer (COO) to make such changes, but because SEC's COO lacks such authority, the agency will likely continue to face challenges. In addition, GAO found that because SEC has not identified skills gaps among its hiring specialists, its training of these staff is limited. As a result, SEC lacks assurance that its hiring specialists have the necessary skills to hire and promote the most qualified applicants, in accordance with key principles of an effective control system. Why GAO Did This Study The Dodd-Frank Wall Street Reform and Consumer Protection Act contains a provision for GAO to report triennially on SEC's personnel management. GAO's first report in 2013 (GAO-13-621) identified a number of challenges, such as SEC's lack of a mechanism to monitor supervisors' use of its performance management system, and included seven recommendations. This report examines (1) employee views on SEC's organizational culture since 2013 and (2) SEC's current personnel management practices. GAO surveyed all SEC employees (staff in its six key divisions and offices, staff in all other offices and divisions, and all senior officers, with response rates of 69, 60, and 70 percent, respectively); evaluated SEC policies and procedures against relevant criteria; and analyzed information on SEC's practices. What GAO Recommends SEC should (1) provide authority to the COO or other official to enhance cross-divisional collaboration and (2) develop and implement training for hiring specialists that is informed by a skills gap analysis. GAO also reiterates the need to address the remaining five prior unaddressed recommendations on workforce planning, performance management, and intra-agency collaboration. SEC agreed with the second recommendation but disagreed with the first one. In particular, SEC disagreed that enhancing the role of the COO would be the optimal means to achieve further enhancements. GAO maintains that this recommendation will help improve cross-divisional communication and collaboration, as discussed in the report. For more information, contact Michael E. Clements at (202) 512-8678 or clementsm@gao.gov.
          Buyers Assistant JeweleryFashion        
Emporium Human Capital - Johannesburg, Gauteng - 21 June Province * Sandton, City of Johannesburg, Gauteng Description #Buyers Assistant Linbro Business Park, Sandton R10000... by Buyers. Loyalty Cards recon (Done monthly). Defective items - (compile list of returns, return stock to supplier and get credit) Do listings...
          NCHRA Welcomes Human Capital Innovator China Gorman To All New HR Advisory Council        

The Northern California Human Resources Association (NCHRA) alongside its annual HR West conference, has announced the addition of Human Capital Management expert and thought leader, China Gorman, to the Advisory Council for HR West and the NCHRA. Representing the front edge of change, the Advisory Council was formed to share unique vantage points about the direction business is heading and how organizations can adapt to succeed within its new direction.

(PRWeb January 20, 2016)

Read the full story at http://www.prweb.com/releases/NCHRA-HR-West-2016/China-Gorman-Advisor/prweb13173251.htm


          PENDIDIKAN BERBASIS MASYARAKAT MENUJU OTONOMI DAERAH KALTIM        

BAB I

PENDAHULUAN

A. Latar Belakang

Pendidikan Berbasis Masyarakat merupakan pilot project yang ditujukan untuk meningkatkan kemampuan belajar anak melalui suara, pilihan dan tindakan kolektif masyarakat. Proyek percontohan ini akan dilaksanakan melalui mekanisme Program Pengembangan Kecamatan (PPK), yang merupakan program pemerintah yang ditujukan untuk mengurangi dampak kemiskinan pada masyarakat pedesaan dan untuk meningkatkan kapasitas pemerintahan setempat. PPK difokuskan pada kecamatan yang dinilai termiskin di Indonesia, dan membiayai proyek pembangunan pada tingkat desa melalui sebuah sistem pilihan terbuka, yang memungkinkan berbagai kelompok masyarakat untuk mengusulkan kegiatan pendidikan. Sejauh ini, PPK belum memiliki sistem yang dapat meningkatkan kualitas pendidikan maupun perspektif masyarakat terhadap gagasan inovatif berkaitan dengan pendidikan.

Kelompok sasaran utama dari proyek percontohan Pendidikan Berbasis Masyarakat ini adalah kelompok masyarakat yang terpinggirkan dan bagi para anak murid. Selain peningkatan fasilitas infrastruktur fisik, proyek percontohan ini akan melibatkan masyarakat agar dapat mempertimbangkan berbagai kegiatan non-fisik, seperti peningkatan kapasitas mengajar, proses dan suasana pembelajaran yang menyenangkan, dan perawatan kesehatan dan gizi bagi para anak. Diharapkan juga bahwa hubungan antara sekolah dan masyarakat akan semakin baik.
Bagaimanapun juga, ada beberapa hal yang dapat dilaksanakan oleh masyarakat namun dengan dampak yang sangat terbatas kecuali dengan keterlibatan dinas pendidikan kabupaten. Misalnya, dinas pendidikan kabupaten dapat mendukung masyarakat dengan informasi dari luar, seperti Undang-Undang Pendidikan No. 20/2003 dan UU tentang Perlindungan Anak No. 23/2002. Yang terakhir misalnya akan melindungi anak dari kekerasan di sekolah maupun di rumah. Berkurangnya kekerasan akan sekaligus meningkatkan kapasitas anak-anak untuk belajar . Pendidikan guru adalah contoh yang lain. Sangat mahal apabila masing-masing sekolah harus melaksanakan pelatihan guru. Namun jauh lebih praktis dan ekonomis apabila kelompok-kelompok masyarakat yang memilih untuk meningkatkan kapasitas gurunya, melakukannya secara bersama di tingkat kabupaten.

Otonomi Daerah merupakan kewenangan Daerah otonom untuk mengatur dan mengurus kepentingaan masyarakat menurut prakarsa sendiri berdasarkan aspirasi masyarakat (Thoha, 1998). Dengan otonomi daerah, maka wewenang pusat dilimpahkan kepada daerah untuk menangani urusannya masing-masing. Di Indonesia otonomi daerah tidak dilaksanakan secara frontal untuk segala urusan, tetapi sebagian urusan daerah tidak lagi diintervensi oleh pemerintah pusat. Melihat kondisi ini, maka diharapkan dapat mendorong kemajuan daerah berdasarkan potensi dan sumber daya yang dimiliki.

Penataan otonomi daerah yang seluas-luasnya akan mempengaruhi penataan institusi dan berdampak pada manajemen berbagai sumber daya yang ada di daerah. Apabila otonomi daerah dikonsentrasikan di wilayah kota atau kabupaten, maka propinsi tidak lagi sebagai pemerintah otonom, tetapi bersifat koordinatif. Wewenang penyelenggaraan segala urusan berada pada tingkat kota atau kabupaten. Hal ini akan membawa dampak pada penataan sistem pendidikan, termasuk organisasi penyelenggara, kurikulum, penataan SDM, pendanaan, sistem manajemen, sarana prasarana, dan pengembangan pendidikan daerah.

B. Tujuan Pendidikan Bermasis Masyarakat

Pendidikan Berbasis Masyarakat (PBM) bertujuan untuk membantu pemerintah dalam memobilisasi sumber daya lokal dan meningkatkan peranan masyarakat, meningkatkan rasa kepemilikan dan dukungan masyarakat terhadap sekolah, dan mendukung peranan masyarakat untuk mengembangkan inovasi kelembagaan, serta membantu mengatasi putus sekolah terutama dari SD.

C. Permasalahan

• Besarnya penduduk Indonesia yang menempuh pendidikan luar sekolah.

• Rendahnya Anggaran dari Pemerintah

• Pemerintah belum melihat Pendidikan secara utuh

• Prioritas pemerintah pada pendidikan sekolah.

BAB II

PEMBAHASAN

A. Konsep Pendidikan Berbasis Masyarakat (PBM)

Konsep PBM adalah: dari masyarakat, oleh masyarakat, dan untuk masyarakat (Sihombing, U., 2001). Dari konsep di atas dapat dinyatakan bahwa PBM adalah pendidikan yang dikelola oleh masyarakat dengan memanfaatkan fasilitas yang ada di masyarakat dan menekankan pentingnya partisipasi masyarakat pada setiap kegiatan belajar serta bertujuan untuk menjawab kebutuhan masyarakat. Konsep dan praktek PBM tersebut adalah untuk mewujudkan masyarakat yang cerdas, terampil, mandiri dan memiliki daya saing dengan melakukan program belajar yang sesuai kebutuhan masyarakat.
Dengan demikian tenaga pendidikan (pihak-pihak terkait) harus melakukan akuntabilitas (pertanggungjawaban) kepada masyarakat. Menurut Sagala, S., 2004 akuntabilitas dapat mengembangkan persatuan bangsa serta menjawab kebutuhan akan pendidikan bagi masyarakat. Pengembangan akuntabilitas terhadap masyarakat akan menumbuhkan inovasi dan otonomi dan menjadikan pendidikan berbasis pada masyarakat (community based education).

Untuk mewujudkan output pendidikan yang sesuai dengan tuntutan dan kebutuhan masyarakat dibutuhkan pendidikan yang bermutu. Apabila kita lihat mutu pendidikan di negara kita saat ini masih menghadapi beberapa problematika. Beberapa problem mengenai mutu pendidikan kita seperti yang diungkapkan DR. Arief Rahman dalam Mukhlishah, 2002 adalah: a) pembiasaaan atau penyimpangan arah pendidikan dari tujuan pokoknya , b) malproses dan penyempitan simplikatif lingkup proses pendidikan menjadi sebatas pengajaran, c) pergeseran fokus pengukuran hasil pembelajaran yang lebih diarahkan pada aspek-aspek intelektual atau derajat kecerdasan nalar.

Sedangkan menurut Surya, M., 2002 salah satu problematika pendidikan di Indonesia adalah keterbatasan anggaran dan sarana pendidikan, sehingga kinerja pendidikan tidak berjalan dengan optimal. Persoalan tersebut menjadi lebih komplek jika kita kaitkan dengan penumpukan lulusan karena tidak terserap oleh masyarakat atau dunia kerja karena rendahnya kompetensi mereka. Mutu dan hasil pendidikan tidak memenuhui harapan dan kebutuhan masyarakat atau mempunyai daya saing yang rendah.

Indikator yang menunjukkkan rendahnya mutu hasil pendidikan kita adalah kepekaan sosial alumni sistem pendidikan terhadap persoalan masyarakat yang seharusnya menjadi konsen utama mereka, seperti: a) alumni kedokteran tidak menunjukkan kepekaan sosial terhadap maraknya wabah demam berdarah, sehingga lonjakan wabah tersebut di beberapa daerah harus dibarengi dengan ironi kekurangan tenaga medik dan paramedik, kemudian terjadilah kisah tragis Indah di Indramayu; b) Kesulitan untuk mencari guru mengaji di sebagian besar masjid-masjid kota pontianak dan Kab./Kota lainnya di Propinsi kalimantan Barat merupakan hal yang sulit kita pahami, mengingat STAIN Pontianak hingga saat ini telah meluluskan banyak alumni; c) sangat ironis terjadi bagi masyarakat Kalimantan Barat jika harus kekurangan tenaga dan ahli pertanian sehingga banyak areal pertanian terbengkalai atau salah urus, mengingat Untan dan IPB meluluskan ratusan sarjana pertanian setiap tahunnya.

Kisah-kisah ironis tersebut menggambarkan secara jelas bahwa kompetensi moral dan kompetensi sosial SDM keluaran sistem pendidikan kita sangat tidak compatible dengan tuntutan dunia kerja di dalam masyarakatnya. Sistem pendidikan tidak menjadikan masyarakat sebagai dasar prosesualnya dan tidak berakar pada sosial budaya yang ada. Pendidikan berjalan di luar alam sosial budaya masyarakatnya, sehingga segala yang ditanamkan (dilatensikan) melalui proses pendidikan merupakan hal-hal yang tidak bersentuhan dengan persoalan kehidupan nyata yang dihadapi masyarakat tersebut.
Implikasinya adalah terputus mata rantai budaya sosial antara satu generasi dengan generasi berikutnya. Generasi yang lebih muda menjadi tidak mampu mewarisi dan mengembangkan bangunan budaya sosial yang dikonstruksi oleh generasi pendahulunya, bahkan tidak mampu mengapresiasi dan seringkali berperilaku yang cenderung berakibat mengenyahkannya. Generasi seperti ini cenderung hanya mampu melihat kekurangan-kekurangan pendahulunya, tanpa menawarkan jalan keluar dan penyelesaiannya.

Kisah yang sangat biasa bagi orang pribumi yang kaya raya dari hasil usaha dan bisnisnya, anak mereka menghancurkan perusahaan dan menghabiskan kekayaan untuk berfoya-foya. Hal seperti ini tidak terjadi pada tradisi etnis tionghoa, dimana yang kaya akan menjadi lebih kaya karena putra-putrinya dipersiapkan untuk menjadi pewaris yang mampu mengembangkan bisnis yang dirintis oleh kedua orang tuanya. Misalnya dengan membiasakan anaknya magang di setiap outlet orang tua dan memperoleh perlakuan seperti layaknya pegawai, dengan demikian mereka mempunyai akselerasi belajar yang jauh lebih tinggi karena segala pelajaran yang diperoleh di sekolah memperoleh penguatan melalui aktivitas praktis yang dijalaninya.

Sementara itu kita juga tengah menghadapi era globalisasi yang ditandai dengan disepakatinya kawasan perdagangan bebas. Sejak 1 Januari 2003 secara Internasional dimulai AFTA (Asean Free Trade Area) dan AFLA (Asean Free Labour Area). Akibatnya terjadi perubahan pada berbagai bidang kehidupan, baik politik, sosial, budaya, pertahanan keamanan, demografi, Sumber Daya Alam, dan geografi yang akan berpengaruh pada skala global, regional dan nasional. Secara global dapat dilihat dengan adanya terorisme, runtuhnya tembok Berlin, narkoba. Secara regional dapat dilihat dengan maraknya narkoba, terorisme, TKI, sipida ligitan. Secara Nasional dapat kita lihat dengan banyaknya pengangguran, kemiskinan, narkoba, pariwisata, dan demokrasi.

Dengan demikian pendidikan harus secara akif berperan mengatasi dampak negatif dari era globalisasi dan mempersiapkan Sumber daya manusia (SDM) Indonesia yang mampu bersaing dengan SDM dari negara lain. Terobosan yang dilakukan oleh pemerintah adalah dengan mencanangkan Kurikulum 2004 (Kurikulum Berbasis Kompetensi / KBK). Dengan kurikulum ini materi pelajaran ditentukan oleh sekolah berdasarkan standar kompetensi dan kompetensi dasar. Pusat hanya menetapkan materi pokok (esensial). Target guru tidak untuk menyampaikan semua materi pelajaran tetapi memberikan pengalaman belajar untuk mencapai kompetensi dan berfokus pada aspek kognitif, psikomotor dan afektif (Sudjatmiko dan Nurlaili, L., 2004).

Oleh karena itu dengan melaksanakan KBK secara optimal diharapkan output pendidikan dapat sesuai dengan tuntutan dan kebutuhan masyarakat sebagai akuntabilitas pendidikan kepada masyarakat sesuai dengan konsep PBM. Sejalan dengan dicanangkannya KBK, pemerintah juga melakukan pembaharuan manajemen sekolah dengan mengeluarkan kebijakan agar sekolah menerapkan Manajemen Berbasis Sekolah (MBS). MBS adalah model manajemen yang memberikan keleluasaan / kewenangan kepada sekolah untuk mengelola sekolahnya sendiri dengan meningkatkan keterlibatan warga sekolah dan masyarakat dalam upaya perbaikan kinerja sekolah dengan tetap memperhatikan standar pendidikan nasional (Irawan, A., 2004).

MBS merupakan salah satu pendidikan berbasis masyarakat yang dilaksanakan dalam pendidikan formal. Pendidikan kita selama ini memandang sekolah sebagai tempat untuk menyerahkan anak didik sepenuhnya. Sekolah dianggap sebagai tempat segala ilmu pengetahuan dan diajarkan kepada anak didik. Cara pandang ini sangat keliru mengingat sistem pendidikan juga harus dikembangkan di keluarga. Sekolah hanyalah sebagai instrumen untuk memperluas cakupan dan memperdalam intensitas penanaman cita-cita sosial budaya yang tidak mungkin lagi dikembangkan melalui mekanisme keluarga (Mukhlishah, 2002).
Memulai kembali menata pendidikan dengan mempertahankan fungsi keluarga dan masyarakat sebagau basis pendidikan di sekolah bukan lagi ide untuk masa depan tetapi menjadi tuntutan yang sangat mendesak. Upaya ini akan menjadi cara untuk mengembalikan sistem pendidikan kita kepada hakekat pendidikan yang sesungguhnya. Pendidikan yang hakiki adalah suatu langkah prosedural yang bertujuan untuk melatenkan kemampuan sosial budaya berupa program-program kolektif alam pikir, alam rasa, dan tradisi tindak manusia ke dalam pribadi dan kelompok manusia muda agar mereka siap menghadapi segala kemungkinan yang timbul di masa datang.

Karena itu diperlukan partisipasi semua elemen (stakeholder) terutama orang tua dan masyarakat. Untuk mengoptimalkan peran masyarakat dalam peningkatan mutu pendidikan perlu dikembangkan model pendidikan berbasis masyarakat, di mana proses pendidikan tidak terlepas dari masyarakat dan menjadikan masyarakat sebagai basis keseluruhan kegiatan pendidikan. Semua potensi yang ada di masyarakat apabila dapat diberdayakan secara sistemik, sinergik dan simbiotik, melalui proses yang konsepsional, dapat dijadikan sebagai upaya yang strategis dalam meningkatkan mutu pendidikan nasional.
Menurut Darwin rahardjo dalam Surya, M., 2002 masyarakat modern mempunyai tiga sektor yang saling berinteraksi yaitu sektor pemerintah, dunia usaha dan sektor sukarela (LSM). Ketiga sektor masyarakat tersebut harus mempunyai posisi tawar menawar dan kemandirian sehingga menghasilkan kerjasama yang sinergik dan simbiotik dalam mencapai tujuan bersama. Hal tersebut dapat dijadikan kerangka berfikir dalam upaya memberdayakan masyarakat dalam satu gugus sekolah untuk meningkatkan mutu pendidikan.

B. Kendala Mengimplementasikan Pendidikan Berbasis Masyarakat

Kendala dalam mengimplementasikan Pendidikan Berbasis Masyarakat menurut Sagala, S., 2004 adalah:

1) Sistem perencanaan, pengangguran dan pertanggungjawaban keuangan yang dianut pemerintah masih dari atas ke bawah (top down).

2) Kurangnya kepercayaan pemerintah terhadap kemampuan atau kekuatan energi masyarakat.

3) Sikap Birokrat yang belum mampu membiasakan diri bertindak sebagai pelayan.

4) Karakteristik kebutuhan belajar masyarakat yang sangat beragam, sedangkan sistem perencanaan yang dianut masih turun dari atas dan bersifat standar.

5) Sikap masyarakat dan juga pola pikir masyarakat dalam memenuhi kebutuhan masih tertuju pada hal-halyang bersifat kebutuhan badani / kebendaan.

6) Budaya menunggu pada sebagian besar masyarakat kita.

7) Tokoh panutan, yaitu tokoh-tokoh masyarakat yang seyogyanya berperan sebagai panutan sering berperilaku seperti birokrat.

8) Lembaga sosial masyarakat (LSM) yang bergerak di bidang pendidikan masih kurang.

9) Keterbatasan anggaran, sarana prasarana belajar, dan tenaga kependidikan.

10) Egoisme sektoral, yaitu masih ada keraguan di antara prosedur yang berbeda tentang kedudukan masyarakat dalam institusi pendidikan berkaitan dengan pendidikan berbasis masyarakat yang masih menonjolkan karakteristiknya masing-masing.

Sistem yang masih top down yang kurang memberikan ruang dan peluang perencanaan dari bawah, sehingga terjadi penyeragaman program serta penyeragaman sistem dan mekanisme pelaksanaan program mengakibatkan pertanggungjawaban keuangan tidak mengacu kepada hasil melainkan hanya kepada kelengkapan administrasi. Hal ini benar-benar mematikan kreativitas di lapangan dan membuka peluang untuk memanipulasi.
Kurangnya kepercayaan pemerintah kepada masyarakat untuk mengambil peran dalam melaksanakan program pembangunan yang dibutuhkan masyarakat mengakibatkan terjadinya pemaksaan kehendak dan pengarbitan hasil program.

Tugas melayani masyarakat yang belum dilaksanakan dan kecenderungan berperilaku sebagai penentu yang selalu ingin dihormati dan berkuasa karena mereka merasa memiliki dana menyebabkan timbulnya sikap apatis pada masyarakat dan menurunkan keinginan masyarakat untuk berpartisipasi. Kebutuhan masyarakat yang beragam dan merasa belum terlayani dengan baik menyebabkan gairah belajar masyarakat berkurang dan menimbulkan keengganan untuk mengikuti program belajar. Pola pikir masyarakat yang masih mementingkan kebutuhan kebendaan atau badani dan kurang memperhatikan pendidikan menyebabkan banyak anak yang tidak berkesempatan mengikuti program pendidikan dan mereka lebih disibukkan dengan kegiatan mencari nafkah.

Masyarakat masih memiliki budaya statis , merasa puas dengan apa yang ada, bersifat menunggu, menerima, dan kurang proaktif untuk mengambil prakarsa serta melakukan tindakan yang bermanfaat untuk masa depan menyebabkan sulitnya memperkenalkan teknologi baru kepada mereka. Tokoh panutan yang berperilaku seperti birokrat mengakibatkan masyarakat pendidikan enggan untuk mengoptimalkan peran masyarakat, baik dalam perencanaan maupun pelaksanaan program.

Kurangnya LSM mengakibatkan kelambatan dalam usaha menggerakkan masyarakat untuk berpartisipasi dalam pengelolaan pendidikan berbasis masyarakat.
Adanya keterbatasan anggaran, sarana prasarana dan tenaga kependidikan serta prosedur yang berbelit-belit dapat mengakibatkan kepercayaan masyarakat terhadap program pendidikan berbasis masyarakat berkurang.

Bertolak dari permasalahan-permasalahan ini, institusi sekolah bersama masyarakat perlu menyusun suatu model kebijakan sampai batas mana masyarakat dapat berpartisipasi dalam manajemen pendidikan dan bagaimana masyarakat itu dapat berpartisipasi memenuhi kebutuhan sekolah. Salah satu solusinya, aspirasi masyarakat dan keikutsertaan masyarakat disalurkan melalui suatu forum yang disebut dewan sekolah atau komite sekolah yang fungsi tugasnya dituangkan dalam peraturan pemerintah maupun peraturan daerah. Komite sekolah merupakan pengembangan fungsi dari BP3 yang tidak hanya berfungsi untuk memberikan dukungan pembiayaan tetapi juga berfungsi mengoreksi dan memberikan masukan atau ide bagi upaya peningkatan mutu pendidikan di sekolah. Komite sekolah sebagai forum keikut sertaan masyarakat ditingkat sekolah sedangkan dewan pendidikan ditingkat Kabupaten/Kota.
Sekolah dan masyarakat saling membutuhkan sehingga kekuatan dan keterbatasan masing-masing dapat saling melengkapi menjadi sebuah kekuatan. Hal-hal yang dapat didukung orang tua dalam mencapai tujuan pendidikan menurut Sergiovanni dalam Sagala, S., 2004 adalah pengembangan kecintaan untuk belajar, pemikiran kritis dengan kecakapan memecahkan masalah, apresiasi atau penghargaan estetika, kreativitas, dan kompetensi perseorangan.
Secara umum orang tua menginginkan pendidikan yang lengkap untuk anak-anak mereka. Mereka menginginkan generasi mudanya dapat bertahan hidup dan berkembang menjadi warga negara yang berbudaya dan berpendidikan serta memiliki kemampuan untuk berperan secara penuh dalam kehidupan masyarakat. Hal ini sesuai dengan pendapat Fiske, 1993 bahwa orang tua adalah pelanggan utama sekolah yang mempunyai tujuan pokok agar anak-anak mereka memperoleh pendidikan yang bermutu.

Selain itu untuk mengatasi kendala penerapan berbasis masyarakat perlu dilakukan perbahan sikap yang melihat pendidikan secara utuh, perubahan pola perencanaan dan penggunaan anggaran dari pusat dengan pola DIP ke pola hibah (block grant), perubahan sikap birokrat dalam berperilaku untuk memberdayakan masyarakat, pemberian kepercayaan kepada masyarakat untuk mengelola sendiri pendidikan yang mereka perlukan dan pemerintah cukup membuat standar mutu, LSM serta organisasi kemasyarakatan serta swasta yang mau bergerak dibidang pendidikan perlu lebih diberdayakan.

C. Peran Pemerintah Dalam Pendidikan Berbasis Masyarakat -(PBM III)

a. Bagaimana peran pemerintah dalam menggalakkan Pendidikan Berbasis Masyarakat?
Beberapa peran yang diharapkan dapat dimainkan oleh aparat pemerintah dalam menata dan memantapkan pelaksanaan pendidikan berbasis masyarakat menurut Sihombing, U. 2001 adalah: peran sebagai pelayan masyarakat, peran sebagai fasilitator, peran sebagai pendamping, peran sebagai mitra dan peran sebagai penyandang dana.
Sebagai Pelayan Masyarakat, dalam mengembangkan pendidikan berbasis masyarakat seharusnya pemerintah memberikan pelayanan terbaik bagi masyarakat. Melayani masyarakat, merupakan pilar utama dalam memberdayakan dan membantu masyarakat dalam menemukan kekuatan dirinya untuk bisa berkembang secara optimal. Pemerintah dengan semua aparat dan jajarannya perlu menampilkan diri sebagai pelayan yang cepat tanggap, sepat memberikan perhatian, tidak berbelit-belit, dan bukan minta dilayani. Masyarakat harus diposisikan sebagai fokus pelayanan utama.

Sebagai Fasilitator, pemerintah seharusnya merupakan fasilitator yang ramah, menyatu dengan masyarakat, bersahabat, menghargai masyarakat, mampu menangkap aspirasi masyarakat, mampu membuka jalan, mampu membantu menemukan peluang, mampu memberikan dukungan, mampu meringankan beban pekerjaan masyarakat, mampu menghidupkan komunikasi dan partisipasi masyarakat tanpa masyarakat merasa terbebani.
Sebagai Pendamping, pemerintah harus melepaskan perannya dari penentu segalanya dalam pengembangan program belajar menjadi pendamping masyarakat yang setiap saat harus melayani dan memfasilitasi berbagai kebutuhan dan aktivitas masyarakat. Kemampuan petugas sebagai teman, sahabat, mitra setia dalam membahas, mendiskusikan, membantu merencanakan dan menyelenggarakan kegiatan yang dibutuhkan masyarakat perlu terus dikembangkan.

Sebagai pendamping, mereka dilatih untuk dapat memberikan konstribusi pada masyarakat dalam memerankan diri sebagai pendamping. Acuan kerja yang dipegangnya adalah tutwuri handayani (mengikuti dari belakang, tetapi memberikan peringatan bila akan terjadi penyimpangan). Pada saat yang tepat mereka mampu menampilkan ing madya mangun karsa ( bila berada di antara mereka, petugas memberikan semangat), dan sebagai pendamping, petugas harus dapat dijadikan panutan masyarakat ( Ing ngarsa sung tulodo).
Sebagai Mitra, apabila kita berangkat sari konsep pemberdayaan yang menempatkan masyarakat sebagai subjek, maka masyarakat harus dianggap sebagai mitra. Hubungan dalam pengambilan keputusan bersifat horizontal, sejajar, setara dalam satu jalur yang sama. Tidak ada sifat ingin menang sendiri, ingin tampil sendiri, ingin tenar/populer sendiri, atau ingin diakui sendiri. Sebagai mitra, pemerintah harus dapat saling memberi, saling mengisi, saling mendukung dan tidak berseberangan dengan masyarakat, tidak terlalu banyak campur tangan yang akan menyusahkan, membuat masyarakat pasif dan akhirnya mematikan kreativitas masyarakat.
Sebagai Penyandang Dana, pemerintah harus memahami bahwa masyarakat yang dilayani pada umumnya adalah masyarakat yang kurang mampu, baik dalam ilmu maupun ekonomi. Belajar untuk belajar bukan menjadi tujuan, tetapi belajar untuk hidup dalam arti bermatapencaharian yang layak. Untuk itu diperlukan modal sebagai modal dasar untuk menerapkan apa yang diyakininya dapat dijadikan sebagai sumber kehidupan dari apa yang sudah dipelajarinya. Pemerintah berperan sebagai penyedia dana yang dapat mendukung keseluruhan kegiatan pendidikan yang diperlukan oleh masyarakat yang disalurkan berdasarkan usulan dari lembaga pengelola PKBM.

b. Bagaimana peran Komite sekolah dalam pendidikan berbasis masyarakat ?
Partisipasi masyarakat sebagai kekuatan kontrol dalam pelaksanaan berbagai program pemerintah menjadi sangat penting. Di bidang pendidikan partisipasi ini lebih strategis lagi. Karena partisipasi tersebut bisa menjadi semacam kekuatan kontrol bagi pelaksanaan dan kualitas pendidikan di sekolah-sekolah. Apalagi saat ini Depdiknas mulai menerapkan konsep manajemen berbasis sekolah. Karena itu gagasan tentang perlunya sebuah Komite Sekolah yang berperan sebagai semacam lembaga yang menjadi mitra sekolah yang menyalurkan partisipasi masyarakat (semacam lembaga legislatif) menjadi kebutuhan yang sangat nyata dan tak terhindarkan. Dengan adanya komite sekolah, kepala sekolah, para penyelenggara serta pelaksana pendidikan di sekolah secara substansial akan bertanggung jawab kepada komite tersebut. Kalau selama ini garis pertanggungjawaban kepala sekolah dan penyelenggara pendidikan di sekolah bertanggungjawab kepada pemerintah, dalam hal ini kepada Dirjen Dikdasmen, maka dengan konsep manajemen berbasis sekolah pertanggung jawaban itu kepada Komite Sekolah. Pemerintah dalam hal ini hanya memberikan legalitas saja.

Selama ini Komite Sekolah memang telah dibentuk oleh Pemerintah, tetapi perannya terbatas hanya untuk mengawasi dana Jaring Pengaman Sosial (JPS). Komite Sekolah yang baru ini tentu tidak terbatas hanya untuk mengawasi dana JPS saja, melainkan juga berperan bagi upaya peningkatan mutu pendidikan di sekolah, berfungsi untuk terus menjaga transparansi dan akuntabilitas sekolah, serta menyalurkan partisipasi masyarakat pada sekolah.
Tentu saja Komite Sekolah ini mesti diawali dengan melakukan upaya optimalisasi organisasi orang tua siswa di sekolah. Upaya ini sangat penting lagi di saat keadaan budaya dan gaya hidup generasi kita sudah mulai tidak jelas sekarang ini.

Dengan adanya upaya ini jalinan antara satu sisi, orang tua, dan di sisi lain sekolah, bisa bersama-sama mengantisipasi dan mengarahkan serta bersama-sama meningkatkan kepedulian terhadap anak-anak di usia sekolah. Dengan demikian, pendidikan menjadi tanggung jawab bersama mulai dari keluarga, masyarakat dan pemerintah.
Badan Pembantu Penyelenggaraan Pendidikan (BP3) sebagaimana diatur dalam Keputusan Menteri Pendidikan dan Kebudayaan nomor 0293/U/1993 juga perlu disesuaikan dengan nuansa dan paradigma perkembangan pendidikan nasional. Karena itu, Komite Sekolah yang baru ini adalah gabungan peran dari Komite Sekolah JPS, Organisasi Orang Tua Siswa dan BP3. komite Sekolah yang baru ini bertujuan membantu kelancaran penyelenggaraan pendidikan di sekolah dalam upaya ikut memelihara, menumbuhkan, meningkatkan dan mengembangkan pendidikan nasional.

Untuk mencapai tujuan-tujuan tersebut tentu saja Komite Sekolah mesti melakukan berbagai upaya dalam mendayagunakan kemampuan yang ada pada orang tua, masyarakat dan lingkungan sekitarnya, termasuk LSM-LSM yang memiliki concern di bidang pendidikan. Agar independensi komite ini tetap terjaga, maka tampaknya keanggotaan tidak lagi memasukkan aparat sekolah dan pemerintahan. Kalau Komite Sekolah JPS keanggotaan ya terdiri dari 50% anggota masyarakat dan 50% lagi birokrat, maka keanggotaan Komite Sekolah yang baru ini adalah orang tua siswa, tokoh masyarakat, pakar dan pengamat pendidikan, LSM-LSM, dan mungkin juga perwakilan-perwakilan dari organisasi masyarakat dan pemuda yang ada.

Tentu saja Kepala Sekolah harus membantu terbentuknya komite ini. Selanjutnya pembentukan komite dilaporkan kepada instansi/satuan kerja setempat yang bertanggungjawab atas penyelenggaraan pendidikan. Namun demikian komite ini bersifat independen yang berkedudukan sebagai mitra sekolah dan berfungsi sebagai lembaga kontrol bagi sekolah. Komite Sekolah juga dapat memberikan masukan penilaian untuk pengembangan pelaksanaan pendidikan dan pelaksanaan manajemen sekolah. Komite sekolah nisa juga memberikan masukan bagi pembahasan atas usulan Rencana Anggaran Pendapatan dan Belanja Sekolah (RAPBS).
Jika Komite Sekolah ini bisa dijalankan, berarti proses dan pelaksanaan pendidikan di sekolah akan berjalan sesuai prinsip demokrasi. Ini berarti lingkungan sekolah menjadi laboratorium dan contoh mikro dari realisasi masyarakat madani. Sebab, dengan demikian masyarakat sekolah berarti menjalankan fungsi legislatif-eksekutif, partisipasi, transparansi dan akuntabilitas. Jelas sekali bahwa memfungsikan MBS dan Komite Sekolah merupakan upaya demokratisasi pendidikan yang menjadikan pendidikan berakar pada masyarakat yang tentunya mempunyai sustainability yang handal.

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BAB III

PENUTUP

A. Kesimpulan

1. PBM sudah ada dan tumbuh di Indonesia dalam berbagai bentuk.

2. Peran pemerintah harus bergeser sebagai pelayan, pendamping, pendorong, dan penggugah dalam mengembangkan PBM.

3. PBM harus bertumpu pada masyarakat.

4. PBM harus didukung oleh kemitrasejajaran

5. Penganekaragaman program pembelajaran perlu dikembangkan.

6. Pola pengganggaran yang salah dapat mematikan kreativitas masyarakat.

7. PKBM ditumbuhkan, dikelola, dan dimanfaatkan untuk kepentingan masyarakat.

B. Saran

1. Perubahan sikap yang melihat pendidikan secara utuh.

2. Perubahan pola perencanaan dan anggaran pendidikan.

3. Perubahan sikap birokrat.

4. Pemberian kepercayaan pada masyarakat.

5. Pemberdayaan organisasi yang bergerak dalam bidang kependidikan.

6. Pemberdayaan masyarakat.

DAFTAR PUSTAKA

Becker, S. G. 1993. Human Capital A Theoritical and Empirical Analysis With Special Reference to Education. The University of Chicago Press, Chicago.
Irawan, A., dkk. 2004. Mendagangkan Sekolah. Studi Kebijakan Manajemen Berbasis Sekolah di DKI Jakarta. Indonesia Corruption Watch, Jakarta.
Jalal, F. Dan Supriadi, D. 2001. Reformasi Pendidikan dalam Konteks Otonomi Daerah. Bappenas – Depdiknas – Adicita Karya Nusantara.
Mukhlishah. 2002. Mendesak, Pendidikan Berbasis Komunitas. Pikiran Rakyat Cyber Media.
Sagala, S. 2004. Manajemen Berbasis sekolah dan Masyarakat. Strategi Memenangkan Persaingan Mutu. PT Rakasta Samasta, Jakarta.
Sidi, I. D. 2001. Menuju Masyarakat Belajar. Menggagas paradigma Baru Pendidikan. Radar Jaya Offset, Jakarta.
Sudjatmiko dan Nurlaili, L. 2004. KBK dalam Menunjang Kecakapan Hidup Siswa. Dirtendik, Reformasi pendidikan. Pikiran Rakyat, 2 Mei 2002.


          ZIMBABWE'S PROBLEMS EXAGGERATED????? by MUTUMWA MAWERE!        
LINK!!!!!!!!

Zimbabwe problems exaggerated



Mon, 20 Aug 2007 00:05:00


The SADC Chairman, Zambian President Levy Mwanawasa, summed up the position of the regional grouping's political leadership on Zimbabwe at last week's summit by saying: "We also feel that the problems in Zimbabwe have been exaggerated. We feel they will solve their economic problems."

The summit provided a unique forum for leaders of SADC and their social partners to explore some of the most pressing issues of the day and Zimbabwe was one such issue.  The position taken at the summit on Zimbabwe is reflection of a widely held view that the root cause of the political and economic crisis in Zimbabwe is the unresolved colonially generated asset ownership structure. 
 
It is evident that there is consensus among many African leaders that issues related to economic democracy in the continent necessarily attracts a negative response from the former colonial masters and their alleged puppets. 
 
To this end, if one accepts that the root cause of the Zimbabwean crisis is the position taken by Mugabe to democratise land ownership, then the Zimbabwean crisis with attendant targeted sanctions is seen as a necessary price to pay for the complete emancipation of the country.
 
Mugabe's views are shared by many in Africa and the developing world for different reasons.  They argue that anyone who takes a fight against Anglo American hegemony can never be wrong and, if anything, he deserves support. 
 
People, who believe in pan-Africanism, see in Mugabe the fighting spirit that is missing in many post-colonial states that still face the challenge of eradicating the enduring economic legacies of colonialism. 
 
The standing ovation Mugabe received in Lusaka is no different from the treatment he has enjoyed at many conferences.  In fact, the only thing that seems to unite Mwanawasa and his political nemesis, Michael Sata, is their common and shared position on the origins of the Zimbabwean crisis.
 
The success of the Lusaka summit in the eyes of Harare demonstrates that the message from Zimbabwe's opposition has failed to resonate with Africa's critical players. 
 
This raises the following questions: "Is the Zimbabwean opposition misinformed or misdirected?  To the extent that the opposition believes that Mugabe is the problem, why is it that they seem to fail to communicate this?  If Zimbabwe faces a leadership crisis, does SADC have any locus to intervene let alone pronounce an opinion?
 
If there is a common theme that characterises the Zimbabwean crisis, it is leadership: what constitutes good leadership, how (and, indeed, whether) the lack of it is responsible for the Zimbabwean crisis, what criteria should be applied when assessing it in the context of a post-colonial state. 
What should be the role of the opposition and how should citizens weigh the various indicators – from maximising national wealth (poverty eradication) to brand-building and longer term considerations such as nation building?
 
And given the emergence of China, India, UAE and other nations as global players and the pace of globalisation, can one expect to apply one set of criteria to what makes for good leadership in very different cultural contexts? 
 
Anglo-Saxon models have dominated the theory and practice of leadership for so long that it may be difficult to accept that other models may be relevant and appropriate.
 
When there remains immense differences of perceived leadership qualities between Africans and Anglo Americans, how much do we as Africans have to start investing in understanding this important variable in nation building?  Does Africa need democracy to progress?  If so, what kind of leadership should it have?  What interests ought to inform it?
 
It is more than 27 years since Zimbabwe became an independent and sovereign state.  It is salutary, looking back, to remember the illusions which were commonplace at the time. 
 
Some Zimbabweans believed that independence accompanied by eloquent speeches about how Europe underdeveloped Africa would quickly solve the country's problems. 
 
In the West, the grant of an Anglo Saxon type of constitution was considered as a necessary and sufficient condition by itself to institutionalise a functioning constitutional democracy underpinned by a scrupulous respect of the Rule of Law, human rights, accountability and transparency. 
 
The euphoria that characterised the independence atmosphere in Zimbabwe was well founded in Mugabe's reconciliatory speeches and approach to nation building. 
 
Many were convinced that a new dawn had visited Zimbabwe and the country had the leadership it deserved to rid itself of the negative vestiges of colonialism.  That was then and now the illusions have largely evaporated. 
 
Zimbabwe under Mugabe has lived through some challenges from the construction of a post-colonial dispensation in which all citizens were allowed to assert their sovereign right to makes laws and regulate their lives as they wish to the well acknowledged investment in the social and physical infrastructure of the country using a small tax base inherited from the colonial state. 
 
Regrettably the post colonial state did not address issues related to the democratisation of the economy resulting in the current state of affairs where the population has grown accompanied by a decaying national economy.
 
The financing of the post-colonial state investments was largely done from borrowed sources and not from taxes.  Any rational leader would have known that the relationship between the state, the protector of collective interests and the market, the protector of individual interests, is critical for economic growth.  In assessing whether Mugabe has been a good leader for Zimbabwe, one has to look at how his administration has balanced the interests of the market with that of the state. 
 
The failure of the post-colonial economic model was already evident in the late 1980s to the extent that the IMF, ordinarily a fire brigade, was invited by none other than Mugabe to intervene with balance of payments support. 
 
The Economic Structural Adjustment Program (ESAP) or euphemistically referred to as The Extended Suffering of African People was adopted and implemented not by the opposition but by a ZANU-PF government.  The program was abandoned by the government of Zimbabwe because the hard policy choices that needed to be made could not find leaders with the courage to make them. 
 
While the SADC leaders have accepted that targeted economic sanctions have a causal link with the Zimbabwean crisis, they surely must be aware that the economic objectives of growth for any nation must be harmonised with the objectives associated with the political order. 
 
The designing of growth strategies must necessarily include the promotion of factors that support the democratisation of society, the defence of sovereignty and the self determination of citizens. 
 
What is evident is that no growth strategy will succeed if it is underpinned by an ideology that is premised on the state as the referee and player. 
 
Yes, SADC may have endorsed the Zimbabwean rescue plan like the multilateral institutions have done in the past but the success of such plans have to deal with the leadership question without any equivocation. 
 
Anyone who thinks seriously about Africa and indeed Zimbabwe's future will value a conversation on the leadership question.  Can Mugabe reinvent himself and make the choices that he has failed to make over the last 27 years?  Is Mugabe's world view on issues of governance, rule of law, and leadership consistent with a view that is required for a progressive nation? 
 
Some have argued that when the Emperor is naked it is difficult for friends and foes to inform him.  Could any rational person have expected SADC leaders to tell Mugabe where the root cause of the Zimbabwean crisis is?  Does SADC have such a mandate anyway? 
 
What is evident to many and I am sure to Africa's leaders is that the course of nation building in Zimbabwe has encountered serious set backs.  Zimbabweans' hope for a free democratic existence as the background for stable national development has been dashed. 
 
Over and over as in many numerous other African states, civilian and military dictatorships accompanied by rampant abuse of human rights and the undermining of the Rule of Law leading to political chaos, have ushered in the darkest period in Zimbabwe's history.  Huge treasuries of material resources and opportunities for development have been dissipated.  And more worrying is that the current leadership does not seem to have what it takes to motivate citizens to recover sufficient strength to resume the fight to build a future for themselves (rather than worrying about daily existence) and their families. 
 
Morale is at its lowest in Zimbabwe for justifiable reasons.  A rescue package from SADC will not rescue the injury to the psyche of citizens who legitimately had a right to expect better from their leaders.  Will Mugabe's re-election next year change the climate of hopelessness that is evident in Zimbabwe?  Even if sanctions were lifted today, how would that address the leadership credibility issue? 
 
The 2008 elections have been dubbed the economic emancipation elections.  President Mugabe is convinced that a fresh mandate will allow him to use the state to empower the majority economically.  While this may be exciting news to the naïve, how is this going to be done against a background of a bankrupt state and economically vulnerable citizens?  Even if all the economic assets were transferred to the state/selected individuals, would that promote growth and prosperity?
 
Someone said a long time ago you cannot strengthen the weak by weakening the strong.  No government in the world has managed to come up with an instrument where the fear of being arrested induced favourable supply response. 
 
While the government of Zimbabwe may believe that arresting businesspersons will arrest inflation and restore economic order, I am not sure whether SADC leaders (who incidentally are not pursuing such policies in their own countries) seriously believe that Zimbabwe is a candidate for economic surgery. 
 
When Margaret Thatcher became big headed and a stumbling block to progress, the Conservative Party managed to remove her.  Equally, Tony Blair got the same medicine.  In Zimbabwe it appears that some people believe that only one man can solve the colonial injury however defined and that person has no obligation to explain how he will be able to implement the new ideas of empowerment when he has failed to do the same for agriculture. 
 
I believe that Mwanawasa may be cynically encouraging Mugabe to hang in there so that he can benefit from the contribution of Zimbabwean settler farmers.  If Mugabe goes, I have no doubt what is in Mwanawasa's mind about the sustainability of the agrarian revolution that is underpinned by Zimbabwean skills in his country.  Would the farmers elect to remain in Zambia or return to Zimbabwe?
 
Leadership plays a central role in managing perceptions.  Today Zimbabwe is less confident that it was 27 years ago.  It is now a confident member of the class of nations that can be classified as failed states.  The frightening economic indicators have escaped the attention of the SADC leaders. 
 
Apart from the expected anti-imperialist rhetoric, the current political and economic crisis in Zimbabwe is testament to wrong, irresponsible and backward looking policies and weak core values of democracy, freedom and the Rule of Law. 
 
Many democratic nations would find it difficult to trust a leader that has been at the helm of a crumbling state to continue experimenting with the nation building project.
 
While the world waits for signals that Zimbabweans will take ownership of their problems, the tragedy is that Zimbabweans expect change to come from without.  The message from the SADC summit is that only Zimbabwean leaders can lead and shape Zimbabwe. 
 
A committed and accountable leadership that is forward looking can find the world and indeed SADC a reliable partner in delivering a better future for Zimbabwe and its people. 
 
The world is anxiously waiting for Zimbabweans in general to have an opportunity to genuinely express their choice about who should govern them notwithstanding the privatisation of the state and implications thereof on freedom of choice.  The illusions of independence have been sufficiently exposed to allow Zimbabwean citizens to use the ballot as the instrument for change. 
 
In the final analysis the responsibility must lie with those who have dedicated their lives to the change agenda to demonstrate that bad leadership has a lot to do with the Zimbabwean crisis. 
 
Zimbabwe needs a smart system and not necessarily a smart leader.  History has shown that the risk of intelligent leaders taking their principals i.e. sovereign citizens for granted is higher if citizens fail to invest materially and otherwise in the change they want to see. 
 
Many who are critical of the opposition in Zimbabwe and its lack of leadership depth are the same people who are not willing to make a sacrifice to make Zimbabwe the country that it deserves to be. 
 
It is important to point out that while President Mwanawasa believes that the problems of Zimbabwe are exaggerated, President Mugabe has accepted that the titanic has sunk and it needs a rescue plan. 
 
Even the captain of the titanic has recognized that the status quo ante is no longer acceptable save for the fact that he wants to remain at the helm without a destination in mind. 
 
For any new captain to be credible he must demonstrate that he knows where compass is and at least it will not take another 27 years to discover that Zimbabwe was going nowhere slowly.  Finally they say that if you do not know where you are going any road takes you there.        

   
4.5 / 5 (6 Votes)

 
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Takuda ways of how to take zim out of its crisis
Varume vanyore timavo muzimbabwe but what we are lacking as a nation is people who can give us the direction on how to steer zim from its crisis. I call upon opposition to have unity of purpose and lets all dig deep to resolve our crisis. Those who were hoping on Sadc or Mbeki to help its clear that NO useful help will come from there. Hatibatanei every zimbo who wants a better future lets put aside all our differences and come up with ways to stop this excessive bleeding of our economy. Mawere in your next article give us suggestions on what we should do because everyone knows nyika yarohwa netsunami so we need all writers to put us on the right track to start discussing ways out of this fix.
Posted By akl , : Aug 20 2007 01:04 AM
We need new age freedom fighters
Guys what we need is new age freedom fighters. Mugabe and his gang when they were under supression they went to war. I call upon all zimbos to start strong movements to topple this ruthless and cruel regime. People in the diaspora now its our timw to regang and lets chat the way forward. Its clear that opposition in zim have no capacity because the ruthless secret agency are disabling their movements. Those in SA, UK, USA lets form movement gangs and seriously think what we should do next. At this rate i can bet you that Zanu is rigging next year's elections and they are not going out of office. Musha urikutsva time yekuswera tukana pano pamaforumn with no real substance being discussed is long gone. We need to meet outside these online forumns because we can not discuss any detail because we will just let the secret agents aware. Dont we have people who work in those governments offices who are MDC or opposition. We need to start talking with them to make the process to be transparent and make things work for the opposition's favour. Come on MT and AGO pull some strings on those government officials to make sure you get the best chance to topple Mugabe. Lets not just wait for Zanu to penetrate in opposition be on the offensive and start building relationships with election officials. You know most of these people who work right on the ground are suffering too and they want chnge as well so MDC's star to get those to work for you. Ndapedza
Posted By uae , : Aug 20 2007 01:17 AM
we have new age fighters
M mawere is one of these.I want him now to translate what he says into a movement. the man talks sense
Posted By mike pashata , oz : Aug 20 2007 03:44 AM
Shut up
Mutumwa just shut up and you who is talking about forming movement in uk,USA and SA you need to go back home stop kuwawata kwauri kuita the are lots of movements in zimbabwe
Posted By , : Aug 20 2007 03:54 AM
Mawere wabaya dede nemukanwa
Mawere pointedly identified our Zim problem.Armchair critics who attack MDC and yet expect ZANU to gift us our freedom.Do not expect SADC to fight for us.They do not have the mandate to critisise Mugabe.We Zimbos must take the next and only viable option :that is take up arms and fifgt Mugabe
Posted By Mbozha , Calgary,Canada : Aug 20 2007 03:55 AM
GONO
Yes tonobvumirana newe though uchiti Mutambara is out of the issue nokuti akadzidza but l think you are repeating what Mutambara had been saying kubva paaka pinda mupolitics achiti iye Mbeki is bonus to our crisis the solution iri matiri ma zimbos.I respect your opinion of smart leaders can you tell us how smart are those vasina kudzidza vacho nokuti kuzoitika kwatika problem iri ku oposition kune vamwe vaiti so and so they are not smart saka if you no some one who is smart tell us and we will rally behind smart people.I remember sometime ago FORMER UK PM JOHN MAJOR vakamboti kudzidza hakuna basa chatinoda kukurumidza kufunga chete asi hazvina kuvatorera kunga kuti vabviswe.Iwewe you are able to do that analysis nokuti wakadzidza so l dont belieave kuti kudzidza hakuna basa . A nd l think that is the reason why opposition yedu ichitora nguva kubvisa mugabe when he is commiting political suicide everyday and gettting away with it.
Posted By fio , fio zim : Aug 20 2007 05:46 AM
Mawere and all writers
For the sake of the many misinformed people out there,in one of your articles may you draw a graph with time(years) on the x-axis and inflation on the y-axis.Highlight on that graph the introduction of ESAP,DRC war,war vets $50 000 rewards,land reform,targeted sanctions,POSA/AIPPA,Gideon Gono etc.That will go a long way in educating people how Mugabe has failed
Posted By BetterZim , : Aug 20 2007 06:18 AM
mawere cannot go back to zimbabwe
mawere cannot go back to zimbabwe - he carries a south african passport & so cannot live in zimbabwe - he would have to complete a tax return if he went back to zimbabwe & pay some tax which he appears reluctant to do - or talk about and finally gideon (triple zero tea man)gono would like to talk to him about a few alleged exchange control matters - like not remitting export proceeds back to him (gideon ) in time !! ??
Posted By tommy taxman , harare zimbabwe : Aug 20 2007 06:41 AM
MAWERE
VERY GOOD ANALYSIS OF ZIMBABWE'S SITUATION FROM MAWERE. SUCH ARE THE ANALITICAL BRAINS WE WANT IN ZIMBABWE. NOT THE MIOPIC MANHERU'S AND THE CREW.
Posted By NESHITO NESHITO , HARARE ZIMBABWE : Aug 20 2007 07:23 AM
zimbabwe's problems and sadc
honest if anyone has been to zambia what do you expect them to think of zimbabwe?zambia with decades of independence before zimbabwe has refused to develop beyond what kaunda inherited.apa ndiri kutaura development capital development kwete zvokunzi panga pana buyatinapangana stores pava nashoprite.there is nothing happening in zambia and their literacy rate is 83% compared to zimbabwe's 91%.other economic indicators besides inflation are just as comparable. the same applies tunyika twaakaita sana malawi mocambique and the namibias.they have practically an illiterate citizenry copared to zim.schools in most of those countries are more miles away from the pupils than zimbabwe.zambia still has just the university of zambia and the university of copperbelt.compare that with zimbabwe's unis.the zambian infrastructure is so run down you would aptly call it the zambian ruins. south africa the giant of southern africa has an infrastracture deficience itself.some of the houses people live in are nothing compared to zim.true me and you as zimbabweans certainly understand the extent of our suffering.this is because we have never experienced any worse.our neighbours on the other hand have always known deep rooted suffering.while i would wish to work in botswana or south africa and earn their strong currences and advance myself maybe, but on the other hand i am not surprised by their view that zimbabwe is ok.in malawi some towns water is available from an individual supplier with his own borehole for a fee.whats that?this century a nation is failing to put water into its people's taps.talking of rights is another area these rogue africans would rather they dont say a thing.in this era batswana still believe in whipping criminals at a kangaroo court.many other countries like namibia south africa mocambique tanzania congo angola swaziland have unimagineable rights abuses.the girl child issues in swaziland are a can of worms .the township justice of south africa is shamefully evil.the criminal delivery system of tanzania and namibia is grossly non compliant with human rights laws.angola and drc can as well have no legal system.mocambique abuses prisoners.saka vangati chii chaizvo kana vakatarisa zimbabwe.its like being asked to accuse the face you see evrytime you look into the mirror.
Posted By jongwe remhashu , masvingo : Aug 20 2007 07:36 AM
In the words of Mahatma Ghandi
In the words of Mahatma Ghandi, "the roots of violence and underdevelopment are a result of wealth without work, pleasure without conscience, knowledge without character, commerce without morality, science without humanity, worship without sacrifice and politics without principles"
Posted By Taneta , RSA : Aug 20 2007 08:01 AM
REALISTIC GUSHUNGO
"I believe that Mwanawasa may be cynically encouraging Mugabe to hang in there so that he can benefit from the contribution of Zimbabwean settler farmers". Not only Zambia is benefiting from the Zim crisis. South Africa is the major benefactor of the Zim crisis in terms of human capital, industry
Posted By Ruth , Mutare Zimbabwe : Aug 20 2007 09:09 AM
Mutumwa
Mutumwa must stop bleating. He is not a Zimbabwean Citizen. He belongs to South Africa and thus is not privy to the suffering people in Zimbabwe. He has had a good run of complaining and has even sued the Zimbabwean Government in South Africa. I find his contributions a potpourri of confused messages. He is a businessman and should restrict his interests there. I see from his contributions that he is bitter about his lost businesses. He is justified. Leave politics to the politicians MUTUMWA!
Posted By Stargazer , Melbourne, Australia : Aug 20 2007 09:13 AM
ZImbabwe Yaora
Thanks Mawere, but I have a few comments to make. The majority of people in ZANU PF know that their leadership has destroyed the country.They still support it for fear, gain or some other reason. I belong to this party, if one becomes to open,or a catalyst for change, one is eliminated/ left in the cold.For example children for most ZANU PF wigs are not attending university in Zimbabwe beacuse they know that the education system has been destroyed, the same is similar to the health system. Secondly I do not believe the opposition has been too weak as alleged, look this regime beats, detains, kills, arrests innocent people with a different political agenda. It does not want challenge.It is a brutal regime, look what they did to Joshua Nkomo, humiliate him, attempts on his life, this is despite his massive contribution. Where on earth do you hear a President of a country congratulating the police for brutalising the
          U.S. Pork Exports Are Setting Up for a Tough Time in 2009 but Cross Your Fingers        

     We are facing the first year-over-year decline in net exports since the U.S. industry became a net exporter in the mid 1990s.  Even with the potential prospect of fewer total pigs slaughtered in the U.S. in 2009, due to a potential decline in both U.S. production and imports of weaned pigs and finished animals from Canada, 2009 seems to be setting up to be a very tough year.  Here are the reasons for caution and why the spring futures prices may fall to meet the slogging cash prices.

     First, we now know that all of the major countries which are key importers of U.S. pork are facing substantial declines in GDP, declining land and home values, increased unemployment and in one case, the potential descent into political chaos. 

Japan is in a tailspin.  November industrial output fell over 8 percent from the previous month and over 16 percent from the same month last year.   The offical forecast for growth is none, zero for 2009 with home values declining rapidly, unemployment rising and a proposed stimulus package that has failed to finalize funding.  Korea is experiencing increased inflationary pressures and the demand for those cars and flat panel television screens are not real bright for 2009. 

Mexico is having a big-time war with its drug lords and the U.S. military has listed it (along with Pakistan) as having a significant chance of disintegrating into chaos in 2009, though I wouldn't cancel that planned vacation in Cancun just yet.  The Mexican Peso is deteriorating against the dollar and will make those hams much more expensive coming into the new year.  Industrial output has declined for the past several months and a lot of what Mexico produces, like cars and car parts for export, are headed straight down in the coming year.  We are keenly aware what oil prices have done in the last several months and guess what Mexico's biggest export item is? 

China moved up to number two last year in total demand for U.S. Pork in export but even the Chinese government is only forecasting 6 percent growth in 2009, the minimum needed to forestall political upheaval and less than half of its growth rate in 2007.  Thousands and thousands of factories are closing in the industrial areas of China due to the dramatic declines in western demand and the new labor laws which require severance pay for the newly unemployed.  Rather than face those kinds of cash drains, factories are closing and the owners are disappearing into the night stranding workers who have come from hundreds of miles to find work.

Russia, despite its wealth of natural resources and real strengths in human capital (scientists and engineers especially) is not competitive in manufacturing. The sale of oil and its dramatic revenue flows in early 2008 continued to crowd out investment in a more diversified product mix capability.  It faces double digit inflation, a continuation from 2008 in 2009, which is largely due to the fall of the ruble, read that as imports are getting more and more expensive.

Whether or not it happens, the forecast for 2009 in the U.S. is for the first reduction in percapita consumption of meat in more than a few decades.  It is hard to tell if that is due to economizing or that coupled with the aging boomer population that is gradually eating less meat and a minor uptick in partial and principled vegetarianism.  The COOL rules are flexible enough that most people (especially Canadians) believe that pigs will begin flowing again into the U.S. though admittedly, the total production will be less in North America, expect productivity gains to mute some of that.

Prospects for anything like a "V" shaped recession/recovery are beginning to fade.  Nothing will turn around until demand increases.  That won't happen until asset values stabilize and people begin to have a sense of where they are at financially.  Before that happens expect a lot of continued cautionary buying and entrenchment.  The U.S. led the world into this recession with a collapse of the financial markets but the rest of the world took the hit in manufacturing.  Lenders seem to be looking at buying discounted assets and existing loans (heavily discounted of course) rather than taking on new risks of any size at face value.

Let's hope for better but get braced for some less than ideal outcomes.   


          Comment on PR And DAP Will Fight Legally In Courts And Seek Support From All Malaysians Malay, Chinese, Indian, Iban And Kadazan To Protect Chinese And Tamil Vernacular Schools From Being Abolished By UMNO Supporters Like Tan Sri Abdul Rahman Arshad.(en/bm/cn) by tsng        
Personally, I don't think vernacular schools causes disunity. The diversity of racial composition among students in chinese vernacular school is in fact better than sekolah kebangsaan. What the government need to address is how to attract more Chinese and Indian to attend national schools - not only sekolah kebangsaan but also MRSMs, College that offer matriculation and also other higher institutions. Besides students' diversity, the diversity of educators in schools should also reflex the racial composition of our country. I think we should have many type of national schools. Why must we have one uniform school, with a standardize curriculum where every students learn exactly the same thing. If we have only one type of school, then invariably the end result would be to produce about half a million of students who graduate from form 5 every year - that are carbon copies of each other. If everyone has the same skill sets, are they going to compete for the same jobs. Does it mean that those who are academically inclined are going to get all the good jobs as there aren't any other factors that differentiate all these student since they are all trained to be alike - just like standardize widgets. Imagine you go to a food court and every single shop sells only Satay. Firstly, it will be such a boring place. Secondly, only one will survive eventually. What will happen to the rest of our human capital. Jadi Mat Rempit? Other than chinese vernacular schools, international schools, and Sek Kebangsaan, I think, we should also have English medium type school as well. Not only that, we should also have school that specialize in performing arts, school that specialize in sports, school that specialize in music, school that specialize in fine arts, school that specialize in engineering, school that specialize in culinary skills, the list goes on. The diversity of skills from diverse type of schools will differentiate the skills of our human capital, they will all become master at a vocation. Every vocation will be man by well train and skill work force in their specialize area to provide top notch services to the nation. Every one will have a different dream. Everyone can realize their potential. The world has changed. We need not have working bees to man factory and workshop. If machines will soon take over most mechanical factory jobs, while only 15-20% of the students go on to pursue education at tertiary, what will happen to the rest. Again, human need not become carbon copies of each other. Upon graduation at form 5, our school systems should have produced a great diversity of students with different skill sets. All need not rush in a single academic direction where there are a few winners and the rest losers. Pakatan Rakyat should help bring back English Medium School.
          Fire it up with CJ!: Are your finances a mess and your life turned upside down? Talk to Kaycee Kriste who is recognized six times by Worth magazine on its list of the Best Financial Advisors in the United States.        
GuestThis is ideal for either folks in a life transition loss of job, divorce, death in family or who are preparing themselves for their next great act. Learn how to attend to both sides of your balance sheet Financial and Human Capital. Join Kaycee Kristee, who has been recognized six times by Worth magazine on its list of the Best Financial Advisors in the United States, as she describes the importance of planning in a holistic sense. Learn how to get your financial house in order and why ...
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          Bank Of Canada Offers 0% Interest Free Loans        
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          War on talent        

Human Capital is niet meer weg te denken als standaard agendapunt in menig boardroom. Zeker nu de economie verder op stoom komt en er sinds jaren weer echt “gestreden” moet worden om de juiste mensen op de juiste plek te krijgen. Onetomarket ondersteunt organisaties hiermee door de inzet van het juiste online kanaal op het […]

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          Comment on Clan Cleansing in Somalia: The Ruinous Turn of 1991 (2013) by Somaliya        
Evolution of the Somali society… Or why Somalia has been struggling to get back on the feet? The essayist is of Somali origin and has lived in Somalia during the time of the “lost paradise” . He grew up in Beletweyne and studied in the cosmopolitan Mogadishu. A scholarship allowed him to take up post-graduate studies in Western Europe. Due to the emerging and ever since protracted conflict in the country, he continued his stay abroad. In recent months, however, he returned to his mother country where he spent several months travelling and visiting places of his past. Along the journey, he met countless old friends and made new ones. Extensive conversations with his peers allowed him to get a profound insight to the current state of affairs in Somalia, from an outsider’s perspective. The sun sets over Somalia…. Since 1991, a war for access to resources has been ongoing in Somalia; fueled by the strong aspiration of various tribal groups to illegitimately gain wealth and political power. The epicenter of the conflict has been the capital city of Somalia, Mogadishu. Ever since, it has been a war that affected mostly innocent people living in the city whose genuine concern has always been to run their daily business peacefully. Never even considering that their livelihoods would be at stake, they have become the focus of scrupulous interests of political leadership and speculations. Well-organized and equipped tribal militia have emerged from the “bush”, indoctrinated to hate their compatriots and politicians from other tribes. Targets of their meaningless killings have been businessmen, political figures and religious leaders of particular tribes, often encouraged by illiterate but power hungry amateurish politicians that failed to enter the Somali political arena peacefully. Instead, they have ordered those tribal “bushman” to humiliate, rape or even kill. Innocent people from other tribes have been forced to leave their home turf, either as internally displaced people (IDPs) within their country or as refugees abroad. As a result, power hungry politicians have remained in the city and scrupulously appropriated properties belonging to fellow countrymen, such as private houses and businesses, but also governmental buildings including schools, hospitals, universities, ministries, industrial areas and military zones. In the conventional comprehension of those politicians, the unlawful acquisition of assets contributes to the wealth of their individual tribes, hence leading to their increased political power in the country. The illegitimate attainment of wealth and related political power has only been possible by means of protracted conflict in the country. Rejoicing their newly gained influence, they request absolute obedience by subdued tribes. This malicious spiral has been whirling ever since the conflict has commenced, and the political arena in Somalia has been distressed by this fact. At the very beginning of the conflict, a wide majority of Somalis anticipated that the motivation behind the conflict was a vigorous change in government rather than the killing of innocent persons, the ruining of livelihoods, properties and subsequent displacement of populations. The slaughtering has continued; men, women, old, young and even children have been amongst the fatalities. Only the tribal affiliates of the murderers have not been forced out of their homeland and dispossessed as the others. In addition to that, ignorant fellow tribesman have not intervened and prevented the continuous violence. Previously, they have been relatives, neighbors, colleagues and friends; and still, they seem to have been in agreement with the ongoing pointless slaughtering of innocent people. They have not made any effort as such to intervene in the conflict. It has been part and parcel of the propaganda machinery to make them believe that the “wealth and power will be collective” and the whole tribe will benefit in the long term; newly gained assets, including agricultural land and properties will be shared. As many people left Mogadishu searching for safety and security, they were followed and the killing was extended across the whole country and only crossing the borders into neighboring countries provided the desired peace. The dark side of Somali history is ongoing, and this essay aims to uncover atrocities that have taken place and continue to be committed in light of greed for wealth and power. Despite the infinite existence of Allah, the Almighty, one day the violence turned against the perpetrators. While the conflict has prolonged, slaughtering has turned both ways and became crueler than ever before. The trust among people has gone lost and in order to be safe, armed militias have had no other choice than to stay within the confined tribal or sub-tribal areas. This also applies to civilians who are safe only within the area of their tribal majority or where well-equipped militias can protect them. Citizens who have lived all their lives in cosmopolitan Mogadishu, neither native to the tribal area nor with militia support, have been forced to return to the place of their tribal origin or leave Somalia altogether. This has lead to a major brain drain and outflow of well-trained and experienced human resources. Shadow operations At that point in time, global humanitarian actors had greatly mobilized and resumed humanitarian assistance all over Somalia; they had also resumed to dispense into the city of Mogadishu. The main objective has been to assist communities affected by the conflict, with food supplies, health support, shelter and anything else required to make communities resilient under the current circumstances. At the same time, conflict mediation processes were recommenced in order to ease the fighting. Subsequently, the targeting of the legitimate beneficiary groups has always been a concern. By addressing “traditional” community elders, international humanitarian agencies assert to reach out to the most vulnerable groups. In reality, community elders tend to closely liaise with warlords and instead of representing the needs of communities they have exposed strong personal interests. By insisting on the practice of delivering aid to people through the respective leaders deceives its genuine purpose. If at all a war could be argued to be fair, this Somali conflict has become even more unjustifiable by tolerating that the most distressed strata of society remain entirely unattended. Would not the delivery of humanitarian assistance to communities directly be much wiser? By giving more control into the hands of hypocritical community leaders and warlords, their power over the communities advances. Whoever seeks humanitarian assistance and support in accessing basic supplies through humanitarian assistance is forced to obey to the false authority of self-declared community leaders; otherwise, no help will reach disobedient but most needy community members and the lack of livelihood options results in hunger and starvation. On the other hand, those elders and warlords have understood to gain maximum benefit from this “humanitarian business model”, by neither investing much of their capital nor time. The occasional shooting and destabilization efforts in the region are just part of this new business model, showing that they possess supreme control over the tribal area. It is them who decide about peace or war in their immediate tribal area, and by doing so they either facilitate or block the delivery of assistance to the most needy. In addition to that, the elders and warlords have been actively engaged in providing logistic support for delivery of humanitarian assistance (food, drugs and shelter, etc.), contracted by the humanitarian aid agencies. They provide the means of transportation and receive daily allowances. Not only that, more often the newly emerging leaders of the communities demand to be the overall manager of the aid delivery operations, including the monitoring of financial cash flows. It is extraordinary that rarely there have been monitoring systems established to follow up on delivery. It is because of this that operational budgets were not disbursed to the full amount and were partially shifted to private bank accounts. In addition to that, food, drug and shelter as well as agricultural equipment were transferred to more profitable markets, either in the same area, in other cities of Somalia or crossing borders illegally as contra-band products. This “business model” has proven that the more communities starve, the more aid would flow and as argued above, the more profitable gain would be made by corrupt community leaders and their warlord friends. According to Somali understanding, this has been the most profitable and never dreamt of business ever, allowing certain people to become rich within a very short period of time. Consequently, it is not in their interest at all to have neither a stable nor a peaceful country. Once, one of the legendary Somali warlords was asked about his thoughts on peace and the militia turning in their weapons in order to achieve this. His answer was as expected. He is not at all interested in contributing to mediate the conflict and promote the peace process in the country. “Is there any business more profitable in this world than being a warlord and the traditional leader of my tribe in charge of facilitating humanitarian aid delivery in my tribal area? I am earning more than hundred thousand USD per day.” According to him, there is no need for peace in the country and no need for a government, either. At the commencement of the war in 1991, he was a soldier barely earning enough to cover the living expenses of his family. The work with humanitarian agencies allowed him to gain personal wealth and status within the tribe. Today, he claims to be a millionaire and is a well-respected tribal patriarch. Moreover, he has become a national level decision maker. He shows pride in highlighting the fact that he has not made any investments in the “business” away from coordinating and commanding militia forces. On the other hand, the militia forced humanitarian agencies to deal with this warlord and tribal elder in “business terms”. He could not care less than about his personal wealth, instability in the country and non-presence of a functioning government. In conclusion, he emphasized the fact that if aid agencies would stop to collaborate with him, he would block access to the areas under his control, claiming that the distress of the communities residing there will increase (and this despite the fact that the community barely received any support through his presence). Darkness in Somalia If there is anything that Somalis are good in, it is to replica and imitate recklessly, especially for what is considered insincere and illegitimate and above, that does not require deep thought, stern effort and responsibility but allows becoming well off over a short period of time. As the days of prosperity for Somali warlords discontinued, recently, certain youth in the country emerged in the humanitarian sector. At the time when the conflict started in Somalia, most of these were adolescents from families who neither had the opportunity to leave Somalia nor to gain access to higher education. They eagerly studied Arabic and English language and acquired the basics of development terminology. They absorbed the humanitarian language claiming to assist the suffering Somali people. And, they established local non-governmental organizations (LNGO) and associations claiming to support particular beneficiary groups, vulnerable groups such as IDPs, women, youth and children; each one of them covering a distinct tribal area. In order to widen their visibility and access to donor funding, some of the LNGOs contacted relatives abroad praising the extensively emerging business opportunities in the humanitarian sector across the country. As a result, diaspora organizations in support of fellow Somalis registered predominantly in Europe, North America, and the Gulf countries but also in other random locations. Now both the diaspora and the respective “branches” in Somalia have access to substantial funds provided by humanitarian and donor agencies. Besides the warlords and red-bearded elders having benefitted before, also the non-governmental sector has entered the “pathway to prosperity” based on the misery created by the conflict in Somalia. Within a few months, LNGOs mushroomed in every corner of the country. Somalis even claim that every family in the country maintains a NGO. Of course, each of them proclaims to be the most experienced and trustworthy institution in the tribal, sub-tribal or sub-sub tribal area; hence, they ought to be contracted to implement humanitarian activities guaranteeing that assistance will unquestionably reach intended beneficiaries. Once and so often it happens that a member of the humanitarian community is killed, working for both local and international agencies. The main cause is that they try to provide support to Somali communities in tribal areas without approval of the so-called tribal leaders. In order to avoid those targeted assassinations, one must get in contact with or contract a Mukulaal Madow, the Somali term for a “Black Cat”. In order to claim that a certain LNGO is able to provide vast coverage within Somalia, offices with the banner of the LNGO are opened in various strategic locations. This is negotiated with the particular leaders of the tribal areas, undoubtedly with financial gain involved. It has also become a practice that international agencies collaborate with LNGOs who claim to be familiar with local dynamics and ensure the implementation of activities. Shedding light on some But what are the proficiencies a LNGO requires to have access to donors and humanitarian funds? Certainly, good communication and writing skills in English or Arabic, depending on the official language of the particular donor agency to be addressed. A digital camera is handy and allows documenting the process and outcomes of projects in communities that claimed to be supported. And of course, the visa to travel to Nairobi and Arab Gulf countries to attend meetings is critical. The chairman of a LNGO supporting agricultural activities in Lower and Middle Shabelle Regions explained that he usually awaits the commencement of seasonal activities and the preparation of agricultural land, in order to join farmers in their activities as a pretended visitor. And in order to bring as many people as possible together in one location, he invites them for lunch. A group photograph will later on show the successful project outcomes and the well documented field visit to the community will tell the achievement of results, including the fieldwork. He confirmed that these pictures are used for donor reports along the elaboration of project activities that in fact have never taken place. Short interviews with potential beneficiaries claim the level of community satisfaction and gratitude to the funding agency. Following the same argument, during one of his many site visits, the author of this essay witnessed the outcome of a well-funded irrigation project. Where there was supposed to be a functioning deep well, including storage facilities and a distribution system, only tanks were delivered and left behind in the middle of nowhere, with no sight of any borehole whatsoever. Only from the distance one might be able to assume that the required infrastructure has been provided. The local community confirmed that they had meetings with representatives from an INGO who promised to provide the community with consistent water supply required for human beings and animals, particularly important to sustain much appreciated livelihood activities also during the dry season. The tanks were built and the INGO vanished. Above case studies reinforce the argument that the humanitarian agencies have repeatedly benefitted from the desperation of local Somalia communities and the good intensions donor agencies show in supporting local communities and making them more resilient. The difference between the work of LNGOs that have been growing like mushrooms in every corner of the country and warlords terrorizing communities is that LNGOs do not carry weapons and are not surrounded by well-armed militia. However, if imperative LNGOs would be able to mobilize and stir up conflict and killing between different groups in support of their ultimate goal, gaining profit through “humanitarian work”. Over the years, LNGOs have become wealthy, contrary to the communities they have been meaning to support; they have remained poor and illiterate and above all, based on the fake claim to support the most vulnerable, they are even well respected. As a result, communities, their particular red-bearded leaders and local militia can easily be corrupted by occasional pocket money or lunch provided by LNGOs. This kind of corruption goes even further up to the higher government levels. Traditional and often illiterate leaders delegate particular members of their tribe to be represented in the Somali Parliament, and while the President is elected by the Members of Parliament the Prime Minister is appointed by the President. The positions of Ministers and Director Generals of the various Ministries are collectively negotiated between the tribes based on the 4.5 system. Right from the offset, this system is prone to corruption. It can be argued that the President of this country was (s)elected by certain interest groups within tribes, often financially supported by “humanitarian businessmen”. It can be argued that the humanitarian sector in Somalia is a shadow business, as the provision of humanitarian assistance to vulnerable communities in many cases is not genuine at all. Often, decision makers that disperse funds to humanitarian projects on behalf of the international community are neither aware of the Somali complexities nor do they know the context well. The evidence becomes clearer when investigating the irresponsibility towards monitoring and evaluation of the implementation of projects in order to steer the outcomes into the intended direction. It could be argued that some donor elements are part of this shadow business that has been ongoing for many years, gaining a substantive share from well-anticipated donor funds. It is rather depressing to realize that Somali people have been too humble to recognize the filthy business that developed based on their misery. They ought to stand up against those LNGO owners claiming to support their communities. Instead, they continue to respect the wealthy LNGOs owners that build their business empire on the desperation of people. It is irritating why local communities have never questioned the fact that their peers have become outrageously rich over only a short period of time. Reflections The author of this essay has been travelling throughout Somalia in order to reconnect with his people whose lives he had not shared for so many years. From the perspective of a tenderhearted person and keen thinker about development issues in this world, it has been surprising how little comprehension the international humanitarian agencies and donors have about their role in developing Somalia. Initially good intensions turned against the anticipated beneficiaries, hereby making them even more vulnerable while being exposed to conflict and seasonal hazards. No longer there is any doubt about the absolute carelessness by the international community followed by irresponsibility towards the humanitarian resources poured into Somalia, mostly involuntarily afforded by tax payers of donor countries. One might even argue that the money being spent is in accordance with well-developed shadow businesses in Somalia. This would mean that humanitarian decision makers are very much aware of the Somali dynamics and have their share. No matter what, it certainly requires an investigation and thorough analysis of the humanitarian sector in the case of Somalia. It is problematic that there does not seem to be sufficient follow up at field level on the actual implementation of projects and the management of operational budgets assigned to LNGOs. Certainly, the security situation in the country can no longer be an excuse here. Moreover, the general question arises whether the international community is interested in the stabilization of Somalia and overcoming the status of a Failed State. Certainly, this can only go along with the strengthening of capacities at all levels of Somali institutions. The implementation of projects through respective line ministries and professional associations is unquestionably a means to achieve this; instead of contracting “one-man LNGOs” seeking to achieve quick impact at community level and long lasting financial gain at personal level from this situation. The Failed State Somalia offers a thriving business platform, unrestricted and uncontrolled. Countless self-declared community elders and LNGOs, country representatives of UN agencies, focal points for INGOs as well as coordinators from international agencies cavort in the capital and other cities of this fragmented country as much as in the most remote areas; all of them being either directly or indirectly engaged in the humanitarian sector. While most of them bare the hardships of living and working in Somalia with the sincere intensions to contribute to the developing of this country and bringing back peace and stability, others see the governance vacuum as an opportunity to engage in illegitimate businesses carried out on the shoulders of the most vulnerable. Claiming to assist the most affected and desperate communities, the humanitarian sector has chosen to work independently from Somali government and professional institutions considered incapable and too weak to deliver assistance. Not following a developmental approach, the intention does not seem to build appropriate institutional structures to take up the role of humanitarian actors in the country while providing for long-term stabilization of the country as a general goal. Instead, through mismanagement of funds, the humanitarian sector has made few people very wealthy and contributed to the scattering of the country. “There is no lunch for free”, economists claim. However, in Somalia the opposite takes place. Humanitarian funds poured over the country provide millions of lunches for free and have supported certain terrific minds to establish prosperous businesses out of it. This resulted in the fact that nothing in Somalia that can attract some sort of humanitarian assistance is left unattended. It reaches as far as the solid waste collection in the streets of Mogadishu and people residing in the camps assigned for IDPs. Even though it lies within the responsibility of the local government, solid waste would be piling up in the streets causing a major health threat without financial support of donor agencies. And IDPs are forced to reside in camps; often shelters in those camps are advertised on the low income housing rental market. IDPs seeking support in shelter, food and drug distribution are sent by the management of camps to the humanitarian agencies. Then, those items very often are sold in the free market, and the operational funds for the camps remain in the pockets of individuals claiming to be managing those camps. Humanitarian and development assistance have neither been provided to interim ministerial departments to manage IDP camps nor to municipalities to take charge of the solid waste management in cities. The writer of this essay interviewed a cross-section of Somalis on their main source of livelihood, including a wide range of well-off Somalis trying to understand the incentives behind their business establishments and the funding sources. It has become clear that government officials do earn a monthly salary insufficient to live with their families in urban areas, rather it is the professionals employed by LNGO, INGO and UN agencies that can afford the ever-increasing lifestyle in Somalia. Excess wealth is only made by the ones who either own a LNGO, are country focal points, representatives and zonal coordinators of one of the international humanitarian agencies such as UN and INGOs or who entered a business contract with them. Others struggle to find one warm meal a day. Another category of extremely well paid individuals, is the lawyers working in the courts of Mogadishu. This applies particularly to lawyers engaged in property issues, assisting those who have lost their properties during the war or whose properties are illegally occupied. Enormous money transactions are involved in reclaiming property; court trials are lengthy and costly. Instead of following legislative procedures, informal bidding processes are initiated and whoever is able to pay the greater amount will be the assigned “rightful” owner and champion of the trial. Often they are wealthy people who illegitimately gained their fortune. It is evident that this practice does not contribute to reconciliation in the country; rather, it steers up a new kind of conflict that calls for resolution by the many militant groups resident in the city. Entering a tunnel LNGOs running educational facilities, orphanage colleges and health businesses are following the same footsteps. There are uncountable establishments and most of them charitable by description with a rigorous religious regime. Most of the donor requests seek for funding to construct schools, universities and hospitals as well as orphanage colleges. Once granted the financial support, buildings and infrastructure building is carried out in a poor quality in order to reduce costs and maintain funds for the development of side businesses. Repeatedly, those schools, universities, hospitals and orphanages are private enterprises owned by individuals. In order to access the services provided by those facilities, enrollment and subscription fees are to be paid. As no sustainable business models can be demonstrated, these institutions continue to seek financial support from the international community. This includes the maintenance of buildings, remuneration of teachers, provision of books as well as drugs for hospitals. Any additional funding goes straight into the pockets of individual business owners, deceiving the humanitarian community. All over Somalia and particularly in Mogadishu, countless universities have been established. Because the country has not born appropriate teaching personnel yet, very often freshly graduated self-declared professors from the same unqualified university resume duty. There is no evidence of academic curricula, and the subject matters are extracted from the Internet and other university websites. Lacking sufficient fund allocation for recruitment of adequate human resources, often, inexperienced adolescent professors are tasked to teach four to five subjects. Even though, the humanitarian community invests in the academic education and regularly caters for student’s tuition fees, no investment in qualified human resources is made; hence, these ventures are highly unsustainable. Over time it has become apparent that the before described and highly fragmented education model does not provide the country with well qualified and trained professionals to be profoundly engaged in building a new Somalia. For instance, a young professor from the Faculty of Medicine has been requested to teach microbiology, chemistry, physics, cardiology, physiology and anatomy during the course of only one day. Another freshly graduated business and administration scholar was promoted to become a professor of law while also being requested to teach at the Faculty of Engineering in the subjects of mathematics, computer science, electricity, and architectural design. Many students have graduated from these kinds of Somali universities. When a Dean of such university was addressed by the essayist, he confirmed that Somali universities are a worthy business model to “make easy money”. The author was even invited to take part, either as a member of the university board or as a lecturer. As a university board member, shares from the annual benefit are guaranteed besides the monthly salary. As a lecturer, the remuneration will be calculated based on the hours taught. To sustain the monthly financial cash flow, students confirmed that they have to cover regular enrollment fees. In exchange, examination will only be a formality. At the end of each term, each student receives a graduation certificate no matter the examination results. The students are well aware that professors are not sound in the subjects they teach, rather they keep on reading the academic books to the class and memorize the subjects by what they have read themselves just hours before. Simple questions raised by students are relayed to other students or answered the next day. In this system, students keep on paying their monthly fees and count the days until graduation. There are more than forty universities following the same business model in the city of Mogadishu alone, not to mention plentiful schools, orphanages and hospitals that have surfaced in the country. Trying to understand the pattern of emergence, the author concludes that it is comparable to the warlord and LNGO system. Understandingly, also these business models copy approaches widely acknowledged by the humanitarian system and promoted by donor agencies. The provision of education and health has become a commodity; relevant projects are developed by mostly religious entities and submitted as funding requests to the international community. Rather than having a genuine attitude to this, the main objective is again personal gain, rank among the wealthiest individuals in the country and actively participate in the Somali political arena, or even become politicians themselves. This is Somalia today - most of parliamentarians and high-level politicians are strongly rooted in this shadow business. The tunnel leads deep into the mountain By revisiting the proceedings of the last Somali Federal Government elections, the role of humanitarian funding in Somali politics becomes apparent and the influence it has on bringing out the worse of the Somali characters to become the new leadership of the country. From here it can be understood why it will take ages to rebuild this country and why it has been impossible to establish a Somali government based on the rule of law. All those red-bearded and illiterate men who have been living in pastoral and agro-pastoral settings far away from urban areas with goats, sheep, cattle and camels were called to Mogadishu, the main reason being that they claim to be the tribal elders. Within only a few days, they were tasked to identify their representatives to the Somali Parliament. Undeniably, this method shows how distant the leadership is prone to be from reality and that there is no intension to have a serious government for the country. Considering that each Somali tribe consists of hundreds of thousand people, the elders would not be able to identify qualified capacities required for representation at the Parliament apart from individuals within their closely surrounding circles. Surely, the only fact they recognize is that inserting a representative from their tribe into the Parliament will increase their chances to have access to the illegitimate benefits of the “humanitarian business model”. Once the international community calls the elders to come to Mogadishu to attend the selection process, they come well prepared to Mogadishu well prepared for the imminent negotiations with tribal fellows interested to become a member of the Somali Parliament. In fact, some of those concerned parties directly address the elders and seek their promotion; the more cash offered to the tribal leader, the higher the chance to be selected. There are no prerequisites, neither of presenting a Curriculum Vitae outlining knowledge nor political experience of the candidate. Just before the critical meeting of the elders in Mogadishu, a wide range of potential candidates audition at the elder’s hotel room, present their particular skills and assets. Being aware of illegitimate practices and knowing of this rare opportunity to receive enormous amounts of cash in a long time, elders inflate the individual ratio, as there is always someone who can afford. In fact, the candidates for becoming Members of Parliament “nominate” themselves. Indeed, most of the thoughtful people with political background and experience are not related to the shadow business of illegitimately acquiring humanitarian funds. They are well educated and qualified to handle the challenging task of bringing back Somalia on the right track. In addition to that, they possess high moral values and are not corrupt. Interviews with current Members of Parliament explain that a majority of them are related to the LNGO sector, especially those involved the education, health, food security, orphanages and empowerment of civil society and alike. Other Members of Parliament have been identified as former warlords or funded by one. This composition of the Parliament will handpick the President of Somalia and following the same principle, the person who can raise the highest price will be voted. Obviously, the ones who can afford the ransom are those who have access to humanitarian funds. The most recent group that appeared at the political horizon of Somalia is Dammu Jadiid, the “New Blood”. The group comprises of a series of actors that have gained financial power by actively being engaged in the humanitarian sector in Somalia. Being financially strong, they either bribe elders directly or financially support potential candidates to be “selected” as Members of Parliament by elders. An experienced humanitarian actor does not automatically resemble an experienced politician. One could argue that this “passive revolution” has been introduced to the Somali political arena in order to weaken the transitional government further and strategically place cadres with the above-described NGO-mentality at the level of political leadership in the country. In this way, humanitarian-funding agencies can easily influence decision-making processes at macro level, hence, Somalia will be governed following the bad practices of earlier described NGO work in Somalia. The international and Somali communities have both misunderstood the term Dammu Jadiid. Instead of being yet another fundamentalist religious group terrorizing the country, it represents the real new blood that flows in the veins of the Somali governance system; well-experienced political leaders have been exchanged with greedy humanitarian actors. Nowadays, it has become even more difficult for well-intended Somali intellectuals with sound professional backgrounds to return to the country and contribute to the reconstruction of Somalia. Dammu Jadiid and alike have become bouncers that cater for the whole humanitarian spectrum, in the fields of food security and health, education, orphanages and even empowerment of civil society. Great profits have been gained and the political power is under their control. It is very likely that all major donor funds and humanitarian support programmes for Somalia will be distributed amongst this crowd. Employment in their institutions find only those who either freshly graduated from universities managed by them or graduated from universities where their leaders graduated previously. Forthcoming Somali human resources are considered only those coming from “fake universities” that surfaced in the country or those with aligned ideologies. Somali professionals especially from Europe and Northern America are considered diaspora, with an extremely negative connotation. By doing so, they strongly discourage their return to the country and their positive contribution to the reform process in Somalia. The so-called diaspora has followed the developments in Somalia from afar and provided financial support from day one of the conflict, particularly to family members who remained back home. Recent propaganda against the diaspora claims that they have lost their Somali identity in western and “open-minded” societies, hence, would not be able to understand the complexities of the Somali society any more. Complete darkness In recent history, there have been two peculiar incidents that are worth to be mentioned in this context; clearly stated during interventions in the Somali Parliament and from the President directly. The President requested the Prime Minister of Somalia to resign. As there has been no obvious reason, he declined this appeal. At the same time, also Members of Parliament demanded him to resign based on raised acquisitions against him. The President issued no written allegation paper to the Parliament to seek clarification on the case. Neither was the Prime Minister allowed to clarify the acquisition in front of the Parliament. The media was broadcasting the Parliamentary Session online, and instead of explaining the cause for the acquisition, the request was repeated over and over again. In addition to that, there was no evidence of the Prime Minister’s and the Ministerial Cabinet’s failure in fulfilling the mandate at all. The question amongst Somali intellectuals remains, what the cause for the Prime Minister’s forced resignation might have been. Another uncertain event has been the selection of the latest Ministerial Cabinet, considering that the President and his inner circle have appointed the Prime Minister who heads the government. A pre-condition for becoming a Minister is the negotiation of the candidate with the elders and Members of Parliament of his tribe in order to be nominated. It is those Parliamentarians who were selected to be part of the new Cabinet that were fighting alongside the President to dismiss the former Prime Minister. It is surprising that some of the former Ministers who belong to the President’s inner circle have reemerged in the new Cabinet, selected once more by the Parliament that declared days before the failure of the Prime Minister and the Cabinet. E p i l o g u e - Is there light at the end of the tunnel? Somalia has not only been destroyed by civil war and armed conflict, but also what followed after when the flood of humanitarian support swept over the country. It poses a major challenge to rebuild this country, and serious re-thinking is required in order to advance an approach before it is too late. Today, donor agencies and humanitarian actors play a crucial role, more than ever before. An attitude revolution is badly needed, from direct implementation through LNGOs to provision of humanitarian assistance as a means to enhance good governance in Somalia. The emphasis should be on strengthening the role of national and local government as well as professional bodies to fulfill their assigned roles. This has been neglected for many years, and very often, national government was not even aware of the activities in the country as the contracts were made from afar between humanitarian agencies and LNGOs. In this way, the flow of cash and humanitarian assistance has never contributed to the capacity building of Somali institutions. Instead, international humanitarian and development agencies are to be located directly within the premises of the Line Ministries in order to provide on-the-job training to the respective departments. If this is not possible, the request should be to partner or strongly engage with those institutions that in future are to implement development projects. By delivering services to communities (as it is the role of government in the first place), the joint implementation of humanitarian and development projects will also contribute to the credibility building of government institutions. Through joint project implementation, Line Ministries will be in the position to acquire the necessary skills and tools to conduct needs assessments in a participatory manner, analyze the findings, prioritize interventions and implement projects hand in hand with beneficiary communities as their constituencies. Line Ministries and beneficiary communities alike ought to monitor project funds in a more systematic manner. This contributes to transparency and empowerment of communities alongside their representative institutions and builds confidence in a country where mutual trust has been misplaced. The current state of the Somali education system is another problematical area. The forthcoming generation represents the human resources of Somalia. The role of the Ministry of Education in unifying school and university curricula is vital. Let us cultivate the human capital in the country as a source for rebuilding Somalia to a stable and flourishing country. Donor funds in support of this must be utilized in a suitable manner. Only when these preconditions are met, Somalia will have a chance to overcome the status of a Failed State and move into the direction to become a stable country once more. At this moment in time, in Somalia there are many distinctive actors about; some are well armed with ammunition others with arguments. But they are all in agreement on the fact of the matter – to keep Somalia in a state of limbo, a place without law and order. The non-presence of a functional government demands continuous humanitarian support to strained communities, both from natural disasters and continuous conflict. The political economy of the new Somalia is based on conflict. The day that the humanitarian support commences to be more responsible, there will be a chance to overcome the meaningless killing and destruction of this beautiful country. It is in the interest of all human kind, starting from the most vulnerable in Somalia to the donor countries that have been providing funds over many years in support of those. Anonymous, March 2014 This article aims to uncover the bottlenecks for development in Somalia. It is to raise awareness on the impact of interventions in Somalia, among international donors and humanitarian agencies alike. If assumed that their practices are not known, this exposé aspires to illustrate the opposite. The wide majority of Somali intellectuals is awake and closely monitors the interventions. It is suggested that the world’s intelligence diligently investigates the subject matter, evaluates the current state of affairs and makes recommendations to global decision makers. Likewise, Somali intellectuals should not give up and do not allow illegitimate forces to rule their country. The fight against corruption must continue.
          It's Goldman Sachs partner day — here's what it means to make the cut (GS)        

Gary Cohn, Lloyd Blankfein

Life is about to change for a whole bunch of Goldman Sachs employees.

The firm on Wednesday will announce its new class of partners, one of the most highly coveted titles on Wall Street.

The list will likely be short, with 78 people making the grade in 2014. And the makeup of the list will likely hint at the direction of Goldman Sachs' business.

Those who get called up are given a comfortable raise and a solid chunk of the bonus pool. They're also provided investment opportunities not available to other employees.

Their day-to-day work lives don't change drastically, though they're expected to take on more responsibilities in the form of partner meetings and firmwide committees.

Currently, more than 400 of Goldman's roughly 35,000 employees are partners.

"One of our greatest achievements since becoming a public company in 1999 is that we were able to preserve the partnership and the culture and values that it embodies," Dane Holmes, Goldman's global head of investor relations, said in a recent Q&A shared by the firm.

"The core attributes of a partnership include a commitment to collaboration and collective decision-making, a long-term orientation, and serving our clients with excellence and integrity."

The selection process takes place every two years, alternating with managing director appointments. The partnership selection process today is pretty similar to when the firm was private, Edith Cooper, the firm's head of human capital management, said in a video.

First, the firm selects candidates, then evaluates them in a process known as "cross-ruffing." The candidates are evaluated by existing partners who are not from their division, based on how they are performing in their current roles and what their potential is to be a leader going forward.

A list of names is then presented to senior leadership. Either CEO Lloyd Blankfein or COO Gary Cohn will personally call each candidate to welcome them to the partnership.

Becoming a partner "means taking on more responsibility and broader accountability for the firm in its entirety," Holmes said in the Q&A.

"In addition to driving commercial success, they must protect and promote the firm's culture, inspire our people, and continuously enhance their individual impact."

We'll be back later Wednesday when the list is out.

SEE ALSO: GOLDMAN SACHS CEO: I'm on edge all the time

Join the conversation about this story »

NOW WATCH: Apple is lagging the market as iPhone 8 woes mount


          Staff Nurse (Radiology) - Catalyst Human Capital Solutions - Orchard        
Explain and advise clinical procedures to patients and/or family members. Perform veno-puncture skills (FDG injection), cannulations for constrast injections,... $2,200 - $2,800 a month
From Indeed - Wed, 31 May 2017 11:36:09 GMT - View all Orchard jobs
          HCM Talentia per la direzione HR di SIA        

In cerca di un sistema di gestione completa per supportare gli obiettivi di crescita e di sviluppo professionale dei suoi dipendenti, SIA ha scelto di digitalizzare i propri processi HR con il sistema di Human Capital Management di Talentia Software.
Così facendo, la società specializzata nella gestione di pagamenti elettronici che conta oltre 1.500 dipendenti ed eroga eroga servizi in oltre 40 Paesi nel mondo, ha optato per una soluzioni multilingua, in grado di consentire un flusso di lavoro efficace a collaboratori di diverse nazionalità.

Ruolo di primo piano per il modulo di Talent Management

Un ruolo decisivo, stando a quanto riferito in una nota ufficiale da Daniele Cicatello, HR Information System Manager di SIA, l’hanno giocato la semplicità di utilizzo e le potenzialità di controllo applicativo e di definizione dei processi dimostrato dalla soluzione di Talentia scelta, soprattutto, per il modulo di Talent Management, che consente di realizzare una matrice di sviluppo delle performance, delle competenze e degli obiettivi strategici di chi lo utilizza.

Verso la convergenza delle funzioni HR in un unico sistema

I risultati parlano di un processo di Management By Objective del tutto realizzato, gestito e monitorato in modo automatizzato, così da ridurre i tempi, standardizzare e centralizzare le informazioni.
Attualmente SIA sta anche implementando il portale “Lavora con noi”, uno dei moduli recentemente aggiornati che rafforza la gestione del processo di selezione mentre, in futuro, si pensa a far convergere tutte le funzioni HR all’interno della piattaforma Talentia per gestire e supportare a 360° tutti i processi aziendali con un unico sistema.

 

L'articolo HCM Talentia per la direzione HR di SIA è un contenuto originale di 01net.


          Lowongan Kerja Terbaru PT Angkasa Pura I (Persero) Tahun 2017        
LOWONGANKERJA15.COM - Situs Lowongan Kerja Indonesia Terbaru, Lowongan Kerja Terbaru PT Angkasa Pura I (Persero) Tahun 2017 - Curriculum vitae atau lebih dikenal dengan CV termasuk salah satu berkas yang wajib disertakan oleh pencari kerja dan menjadi satu paket dengan surat lamaran kerja dan fotokopi ijazah dan transkip nilai. Dalam mengirimkan surat lamaran Anda harus menyerupai curriculum vitae sebagai bentuk daftar riwayat hidup termasuk pola pendidikan dan pengalaman kerja seorang pelamar. CV ini termasuk berkas yang dipertimbangkan untuk meloloskan pelamar dalam tahap pertama. Dengan melihat Cv maka perusahaan bisa mengamati Bagaimana pendidikan dan pengalaman kerja serta keahlian dan bakat selamat meski masih dalam bentuk tertulis. Meski tidak menjadi pertimbangan utama, curriculum vitae menarik dan efektif akan membuat pembacanya terkesan dan meningkatkan kesempatan anda dalam mendapatkan lowongan kerja tersebut. Ingatlah bahwa pihak perusahaan atau perekrut tentu tidak hanya membaca CV atau surat lamaran kerja anda saja. Ada banyak berkas lamaran kerja milik orang lain yang juga perlu mereka baca. Apabila curriculum vitae anda tidak menarik bahkan terkesan sangat berantakan maka pihak perusahaan biasanya langsung membaca CV pelamar lain yang lebih menarik. Untuk itu jangan ragu berusaha membuat CV Anda semenarik mungkin agar bisa menarik perhatian perekrut untuk melihat bagaimana sosok ada sesungguhnya. Poin-poin yang dimuat dalam curriculum vitae merupakan data pribadi yang termasuk nama, alamat hingga identitas pribadi lainnya. Data pribadi ini sangat penting agar pembaca tahu siapa nama anda dan dimana tempat tinggal dan dengan apa mereka bisa menghubungi sewaktu-waktu mereka mengundang Anda untuk wawancara kerja. Jadi jangan sungkan untuk memasukkan data pribadi yang lengkap dan benar pada curriculum vitae dan surat lamaran kerja anda. Berikut ini adalah informasi terbaru mengenai rekrutmen lowongan kerja di instansi PT Angkasa Pura 1 Persero tahun 2017. Dikabarkan PT Angkasa Pura 1 sedang membuka kesempatan berkarir kepada talenta muda untuk menduduki posisi jabatan sebagai Direktur anak perusahaan Angkasa Pura 1 khusus yang berpendidikan minimal sarjana S1. PT Angkasa Pura 1 Persero merupakan badan usaha milik negara yang bergerak dalam bidang jasa kebandarudaraan di Indonesia. Perseroan terbatas memberikan pelayanan lalu lintas udara dan bisnis bandar udara di Indonesia yang menitikberatkan pelayanan operasional bandar udara pada kawasan Indonesia bagian tengah dan kawasan Indonesia bagian timur. PT Angkasa Pura 1 Persero ini memiliki kantor pusat di baru Bandar Kemayoran Jakarta yang mengatur dan mengoperasionalkan 13 Bandar Udara dan 5 anak perusahaan serta satu strategi bisnis unit. Dibutuhkan calon pegawai baru di lingkungan PT Angkasa Pura 1 untuk memenuhi kebutuhan sumber daya manusia melalui lowongan kerja sebagai berikut

 
Lowongan kerja Angkasa Pura I Tahun 2017
Lowongan kerja Angkasa Pura I Tahun 2017

PT Angkasa Pura I (Persero) membuka kesempatan kepada para Profesional untuk mengisi jabatan sebagai Direktur Anak Perusahaan antara lain Angkasa Pura Property, Angkasa Pura Support, Angkasa Pura Hotel, Angkasa Pura Logistik dan Angkasa Pura Retail, dengan kualifikasi sebagai berikut :

Direktur Anak Perusahaan Angkasa Pura I (Persero)

I. KUALIFIKASI UMUM
  • Penduduk Indonesia;
  • Pelamar berusia maksimal 50 tahun per Desember 2017;
  • Riwayat kesehatan sehat Jasmani dan Bebas Narkoba, yang dibuktikan dengan Surat Keterangan Sehat dari Dokter / Institusi Pemerintah;
  • Berkelakuan baik, yang dibuktikan dengan Surat Keterangan Catatan Kepolisian (SKCK) yang masih berlaku dari Kepolisian Resort (Polres) setempat;
  • Kandidat Tidak pernah dihukum karena melakukan tindak pidana ;
  • Kandidat Tidak termasuk dalam daftar orang tercela atau sedang menjalani proses hukum yang telah mempunyai kekuatan hukum tetap;
  • Kandidat Tidak pernah diberhentikan tidak dengan hormat sebagai pegawai atau pejabat instansi, lembaga, badan usaha, dan perusahaan baik pemerintah maupun swasta;
  • Kandidat siap sedia tidak menduduki jabatan atau tidak rangkap jabatan pada jabatan Direksi, struktural atau fungsional pada BUMN, dan atau Badan usaha swasta apabila dinyatakan lulus dan diangkat menjadi Direktur Anak Perusahaan PT Angkasa Pura I (Persero);
  • Kandidat siap sedia tidak menduduki jabatan atau tidak rangkap jabatan pada jabatan dalam kepengurusan Partai Politik atau jabatan yang dapat menimbulkan benturan kepentingan pada PT Angkasa Pura I (Persero), dan jabatan lainnya sesuai dengan peraturan perundang-undangan yang berlaku apabila dinyatakan lulus dan diangkat menjadi Direktur Anak Perusahan PT Angkasa Pura I (Persero).
II. KUALIFIKASI KHUSUS
  • Minimal berpendidikan Sarjana Strata 1 (S.1);
  • Kandidat memiliki pengalaman kerja minimal level Senior Manajer (1 tingkat dibawah Direksi) sekurang-kurangnya 5 tahun, yang dibuktikan dengan surat pengangkatan dan surat keterangan (referensi) dari perusahaan sebelumnya dengan penilaian baik.

III. TATA CARA PENDAFTARAN & PERSYARATAN ADMINISTRASI

  • Surat lamaran ditujukan kepada Direktur Personalia & Umum PT Angkasa Pura I (Persero), dengan melampirkan dokumen – dokumen antara lain :
    • Surat Lamaran bermaterai Rp.6000,- ;
    • Daftar Riwayat Hidup;
    • Pas Photo terbaru ukuran 4x6 cm sebayak 2 (dua) Lembar;
    • Foto Copy Kartu tanda Penduduk (KTP) yang masih berlaku;
    • Foto Copy Akte Kelahiran yang dilegalisir oleh Pejabat berwenang;
    • Surat keterangan dari perusahaan sebelumnya bahwa pernah bekerja sebagai pejabat eksekutif sekurang-kurangnya selama 5 (lima) tahun dengan penilaian baik;
    • Foto Copy Ijazah dan Transkrip Nilai dari Perguruan Tinggi Negeri/Swasta yang telah dilegalisir oleh pejabat berwenang;
    • Surat Keterangan Berkelakuan Baik atau Surat Keterangan Catatan Kepolisian (SKCK) Asli dari Kepolisian Resort (Polres) setempat;
    • Surat Keterangan Kesehatan Asli dari Dokter Pemerintah;
    • Surat Pernyataan (bermaterai Rp.6000,-) yang menyatakan :
      • Tidak pernah dihukum karena melakukan tindak pidana ;
      • Tidak termasuk dalam daftar orang tercela atau sedang menjalani proses hukum yang telahmempunyai kekuatan hukum tetap;
      • Tidak pernah diberhentikan tidak dengan hormat sebagai pegawai atau pejabat instansi, lembaga, badan usaha, dan perusahaan baik pemerintah maupun swasta;
      • Bersedia tidak menduduki jabatan atau tidak rangkap jabatan pada jabatan Direksi, struktural atau fungsional pada BUMN, dan atau Badan usaha swasta apabila dinyatakan lulus dan diangkat menjadi Direktur Anak Perusahaan PT Angkasa Pura I (Persero);
      • Bersedia tidak menduduki jabatan atau tidak rangkap jabatan pada jabatan dalam kepengurusan Partai Politik atau jabatan yang dapat menimbulkan benturan kepentingan pada PT Angkasa Pura I (Persero), dan jabatan lainnya sesuai dengan peraturan perundang-undangan yang berlaku apabila dinyatakan lulus dan diangkat menjadi Direktur Anak Perusahan PT Angkasa Pura I (Persero).
Jika teman teman tertarik dengan posisi jabatan diperusahaan PT Angkasa Pura I (Persero), silakan ikuti prosedur lowongan pekerjaan berikut ini

Berkas lamaran tersebut dimasukkan dalam amplop ukuran folio dan diberi tulisan pada kiri atas amplop :
“Calon Direktur”, dan dikirimkan paling lambat tanggal 15 Agustus 2017 (stempel pos) ke alamat :

Human Capital Group Head
PT Angkasa Pura I (Persero)
Kantor Pusat Jakarta
Kota Baru Bandara Kemayoran Blok B 12 Kav.2
Jakarta 10610

Bagi peserta yang dinyatakan lolos administrasi akan mengikuti pengarahan secara langsung dari Direktur
Personalia & Umum sebelum mengikuti tahapan seleksi selanjutnya.

IV. TAHAPAN SELEKSI
1. Seleksi Administrasi;
2. Pengarahan Direktur Personalia & Umum PT Angkasa Pura I (Persero);
3. Asesmen Kompetensi;
4. Wawancara Direksi.

V. KETENTUAN LAIN-LAIN
Hasil tiap tahapan seleksi akan diumumkan melalui website resmi www.ap1.co.id
Semua berkas lamaran yang telah masuk ke Tim Seleksi PT Angkasa Pura I (Persero) tidak dikembalikan
kepada pelamar;
Dalam proses seleksi ini tidak dilakukan korespondensi;
Segala keputusan Tim Seleksi tidak dapat diganggu gugat;
Hanya kandidat terbaiklah yang akan diproses untuk tahapan selanjutnya
Waspadalah terhadap tindak penipuan yang kerap kali terjadi
Informasi lebih detail baca disini

          A century uplifted, a century crushed in The Third Horseman        
From the week of June 9th, 2014

Finding truth in history is a difficult and often treacherous pursuit. Empowered by our hunger to understand our ancestors, and to learn from the mistakes they made, we read into the bits and pieces we are able to unearth about them narratives which are invariably distorted by our own values, our own biases. We savage the Catholic church for its backwards treatment of Galileo; we cringe at the murderous zeal of Henry VIII; we sadly shake our heads over the unimaginable loss of life during its wars and famines. And for most of us, this is done without context, without comprehending the deeply entrenched customs that motivated actions that, to us, range from abhorrent to bewildering.

This is why history cannot be reduced to narratives. It is the gestalt of countless lives, across countless generations, making contributions to countless cultural constructs. History is like the weather. It is not moved or shaken by any one disturbance. It is a complex system whose constant shifts require constant re-evaluation. And it is an acknowledgement of this underlying reality that makes this micro-history from William Rosen so captivating.

Popularized by opponents of Climate Change, who deploy it as ammunition against acknowledgement of the Anthropocene, the Medieval Warming Period was a roughly 400-year warming of the European climate that began in the tenth century and ended dramatically in the early years of the 14th. Between, Europe and the British Isles, experienced a significant increase in temperatures which not only expanded the total acreage of cultivatable land, but allowed for the existence of crops in areas that formerly could not support them. Northern England, for instance, possessed fruitful vineyards during this uptick. And as has been true since the dawn of civilization, more available food allows the population to expand, in this case, by tens of millions.

This expanse in the Carrying Capacity of Europe would come to have dire consequences in the 1300s when, with the end of the Medieval Warming Period, widespread flooding in the 1320s destroyed much of the continental harvests. The shrinking of the food supply led to starvation, famine and death. With scientific thought in its infancy, and the ruling powers too preoccupied with their own disputes to engineer solutions, these crippling conditions killed many, in peace and in war and authored more than a century of anguish highlighted by plague and darkness.

A history of both the climate and the people who endured it, The Third Horseman is a gripping examination of the Medieval Warming Period, the systemic forces that likely caused it and the human events that characterized it. From the Norman Invasion of England to the Scottish wars of Independence, from the floods in western Europe to the barley crops in Norway, Mr. Rosen gathers together the disparate, dangling threads of this consequential time and weaves them into an entertaining tapestry that is as enlightening as it is terrifying.

From the perch of modernity, where we possess technologies to literally remake the face of our planet, we rarely think about fundamental elements like food that are necessary for not only human survival but the continuance of human civilization. Today, food is not only bountiful, it is ubiquitous, so much so that some have fetishized its consumption while the rest take its presence for granted. Not so in Medieval Europe where food's cultivation was a difficult and arduous process, requiring a significant percentage of the available human capital to actualize, leaving margins for error razor thin.

But while, thanks to advancements in farming technology in specific and science in general, we have more margin for error, it is swiftly shrinking. Seven-billion humans now walk our planet, a many-fold increase over Medieval Europe. Should harvests fail thanks to our reckless distortion of the climate system, untold millions will die and plunge our civilization into the greatest famine we've ever known. And given that the failure of past civilizations is often caused by the social upheavals that result from the scarcity of basic necessities like food and water, it is not difficult to imagine that such a disruption would be the end of us too.

Mr. Rosen, however, is neither a nag nor a pessimist. The Third Horseman is not a polemic against human wastefulness, nor climate skeptics. It is, rather, the study of the disruption of life during consequential changes in those fundamental things we take for granted. It does not prod us to change our ways, nor does it seek to blame us for our faults. It merely invites us to remember how, despite our science and our liberation, despite our triumphs and our beliefs, we are still, in totality, reliant upon Earth and its climate to sustain us, systems of which our knowledge is laughably incomplete. Whatever step we take as a result of this key insight is ours to execute on our own.

A review of this fine work would be incomplete if it glossed over the author's treatment of the Scottish wars which have a ringing relevance for 2014, the year in which Scotland again faces the prospect of becoming sovereign. Famous historical figures like Robert the Bruce, William Wallace and the Englishmen they faced to gain their freedom are given fine, if unspectacular biographies. The passion, and indeed the enlightenment, comes in how these men were affected by the broader, global systems that they gave not even a passing thought.

An excellent micro-history that leaves no doubt of just how perilous our perch is on our little blue dot... (4/5 Stars)


          Penghayatan dan amalan nilai-nilai keguruan ke arah pembinaan negara dari aspek kualiti peribadi dan kualiti profesional.         

Penghayatan dan amalan nilai-nilai keguruan ke arah pembinaan 
negara dari aspek kualiti peribadi dan kualiti profesional.

Kita tentu pernah mendengar kenyataan bahawa kecemerlangan seseorang guru tidak terbatas pada kebolehannya melaksanakan proses pengajaran dan pembelajaran ( p & p ) dengan baik tetapi juga pada kualiti peribadinya yang tinggi kerana guru diharapkan mempamerkan peribadi contoh kepada pelajarnya. Oleh itu, ketinggian kualiti peribadi guru juga boleh menjadi pemangkin kecemerlangan sesebuah sekolah melalui usaha mereka menyediakan pelajar sebagai modal insan masa depan. Pembinaan modal insan adalah teras kepada kejayaan bangsa dan negara. Ia merangkumi proses lengkap membentuk tenaga kerja manusia yang berilmu, berakhlak, berkemahiran, berdaya saing dan berdaya tahan. Selari dengan aspirasi negara dan hasrat Perdana Menteri, Datuk Seri Abdullah Ahmad Badawi, yang meletakkan usaha membina budaya baru iaitu berani berlumba, membina prestasi serta memiliki merit hingga dapat  bersaing dan bertanding pada peringkat antarabangsa, pembinaan modal insan turut menjadi teras dalam Rancangan Malaysia Kesembilan ( RMK-9 ).
            Seorang ahli akademik , Monique Jerome Forget, pernah menulis dalam artikelnya Investing in Human Capital ( Policy Options ) mengenai peri pentingnya modal insan sebagai elemen teras pembangunan negara kerana kegagalan menjana modal insan boleh merencatkan banyak lagi potensi pertumbuhan yang mampu dicapai sesebuah negara. Dengan perkataan lain, hidup mati sesebuah negara sememangnya bergantung kepada modal insannya. Sejauh mana kejayaan kita membina generasi yang berminda kritis, berjiwa penyelidikan dan pembangunan, berani mencuba sesuatu yang baru, kreatif dan inovatif serta memiliki kualiti peribadi yang unggul menjadi faktor penentu sama ada negara mampu bersaing dengan negara lain atau tidak. Tanpa modal insan yang mantap lagi padu, bukan saja bangsa menjadi mundur, malah sesebuah tamadun mungkin mengalami kemerosotan daya saing yang total.
            Strategi pembangunan insan atau sumber manusia seperti disarankan dalam RMK-9 seharusnya dilaksanakan secara menyeluruh dan holistik . Sebab itulah kerajaan melabur secara besar-besaran  dalam bidang pendidikan supaya mampu menghasilkan nilai tambah kepada negara dalam jangka panjang.
            Bagi mencapai agenda negara itu, pendidikan menjadi wahana utama. Pelajar di semua peringkat perlu dididik dengan sempurna.  Dalam hal ini, warga pendidik adalah golongan di barisan paling hadapan dalam usaha membina generasi masa depan Malaysia yang cemerlang, gemilang dan terbilang.
            Oleh itu, usaha melahirkan warga pendidik yang berkualiti, komited dan berdedikasi perlu diteruskan manakala hal ehwal kebajikan mereka perlu dipelihara sejajar dengan keyakinan dan kepercayaan kerajaan bahawa pendidikan adalah wadah pembinaan modal insan yang berkesan. Modal lain seperti wang, teknologi dan bangunan tidak mungkin sempurna jika tidak ditunjangi dengan modal insan. Oleh itu, konsep pendemokrasian yang memberi peluang adil dan sama rata kepada semua rakyat mendapatkan pendidikan berkualiti wajar diteliti dan diberi perhatian.
           
            Dalam kata lain, seorang guru itu haruslah memiliki nilai dan etika keguruan yang selaras dan menjurus kepada nilai-nilai keagamaan yang teguh dalam proses pembinaan negara bangsa . Memandangkan bidang pendidikan merupakan salah satu aspek penting dalam menjayakan harapan dan aspirasi negara untuk menjadi negara maju dan bertaraf dunia, guru-guru juga perlu menyiapkan diri mereka dengan ciri-ciri pendidik yang terbaik yang dapat membantu proses pembinaan negara bangsa  yang cemerlang. Seorang guru juga  haruslah mempunyai ciri-ciri personal, ciri interpersonal, ciri profesional, ciri intelektual yang baik, berkemahiran dalam pengurusan, kreatif dan inovatif, menguasai ilmu pedagogi, dapat mengaplikasikan teori kepada amalan dan mengamalkan pembelajaran ilmu sepanjang hayat (Abd. Rahim, 2005). Kesemua ciri ini amat penting bagi melayakkan seseorang menjadi guru yang berkesan, berwibawa dan berketrampilan bagi menjayakan proses pembinaan negara bangsa.

          The Ingredients for a US Productivity Revival        
It's easy to find gloomy predictions for continued slow growth of the US economy. Thus, Lee Branstetter and Daniel Sichel caught my eye with their essay, "The Case for an American Productivity Revival,"  written as a "Policy Brief" for the Peterson Institute of International Economics (June 2017, PB17-26). Here how they start:

Labor productivity performance in the United States has been dismal for more than a decade. But productivity slowdowns—even lengthy ones—are nothing new in US economic history. This Policy Brief makes the case that the current slowdown will come to an end as a new productivity revival takes hold.  
Why the optimism? Official price indexes indicate that innovation in the technology sector has slowed to a crawl, but better data indicate rapid progress. Standard measures, focused on physical capital, suggest that business investment is weak, but broader measures of investment that incorporate intellectual and organizational capital report much more robust investment. New technological opportunities in healthcare, robotics, education, and the technology of invention itself provide additional reasons for optimism. This Policy Brief gauges the potential productivity impact of these developments. The evidence points to a likely revival of US labor productivity growth from the 0.5 percent average rate registered since 2010 to a pace of 2 percent or more. A productivity revival of this magnitude would provide a solid foundation for steady increases in wages ... 

The essay spells out details behind these claims.  Here are a few of the comments that caught my eye.

Past methods for adjusting for the improved quality of microprocessors may not be working well at capturing changes in the last decade or so. 

Before the mid-
2000s, the posted prices of MPUs tended to fall as newer
models were introduced. This price trajectory allowed a
standard methodology used for semiconductors in the
producer price index (matched-model indexes) to capture
quality change through the rapid price declines of older
models. Since the mid-2000s, posted prices of Intel MPUs
have tended to remain stable, even after the introduction
of newer, more powerful models. Reflecting these relatively
flat price profiles, a matched-model index will indicate little
change in quality-adjusted prices even if the quality of each
newly introduced model is much greater than its predecessor.
The new price measure Byrne, Oliner, and Sichel
developed (an hedonic index) more fully captures ongoing
quality change and reveals rapid price declines after this
quality change is taken into account.
This evidence on faster price declines indicates that
innovation and multifactor productivity growth in semiconductors—
the general-purpose technology behind much
of the digital revolution—has been far more rapid than official
indexes suggest.

Although conventional tangible business investment is down as a share of GDP, intangible investment is on the rise.

In this figure, the light blue line shows tangible business investment, and the well-known pattern of overall decline (as a share of GDP) since the 1970s. The dark blue line shows the official US government statistical measure of "intangible investment," which includes "software, scientific R&D, mineral exploration, and the development of entertainment products." The dashed red line shows a broader version of intangible investment that includes both the official measures and also "nonscientific product development, brand equity, training, and organizational capital." As the authors write (footnotes and citations omitted):
In fact, the overall investment share of both tangible and all intangible capital has been relatively stable since the late 1970s. This conclusion is not surprising in an economy in which the newest technical capabilities and products rely at least as much on intangible capital as on tangible capital. This feature surely characterizes leading companies such as Google, Amazon, Facebook, and Microsoft. Even industrial companies like GE are increasingly investing in big data, predictive analytics, and machine learning.

In short, Branstetter and Sichel believe that the official statistics are understating both current productivity gains as well as the investments that firms are making for the future.  They then note: "Four developments have the potential to contribute to faster productivity growth in the United States: improvements in the healthcare system, increasing use of robots, a revolution in e-learning, and globalization of invention." They further argue that these changes can be supported by some mostly well-known policies: for example,
  • "robust federal investment in basic science"
  • "immigrant scientists and entrepreneurs play a disproportionate role in driving the technological advances that power productivity growth in the United States"
  • "globalization of invention presupposes the continuation of an open global trading and investment system supported by the United States"
  • "a public agency or public-private partnership that could certify the efficacy of new educational technologies in the same way the Food and Drug Administration (FDA) certifies the safety and efficacy of new drugs, by supervising rigorous, randomized control trials. Modest policy effort
  • in this direction could yield rich dividends in the form of much faster, more cost-effective human capital formation."
I would add that economic growth is by its nature a disruptive process, and part of embracing this disruption is to find ways for both its benefits and costs to be widely shared. The authors conclude: "A standard productivity growth accounting framework captures these factors to highlight how a significant revival of productivity growth could emerge, especially in the medium to long run. A pace of 2¼ percent a year is eminently plausible—and there are solid reasons to hope for
even more rapid productivity growth."
          Frontier Firms May Be a Good Sign        

New research papers from the OECD and MIT are helping to explain lackluster post-recession economic growth by showing how “superstar” or “frontier” firms have captured a lion's share of economic gains while “laggards” have dragged down productivity metrics.

 

 

Even in fading industries like manufacturing, the researchers find significant correlations between the application of emerging technology, acquisition of quality human capital, and productivity gains.  Laggard firms represent firms who have significant lower rates of technological adoption and lower quality human capital.   

 

Both studies and some commenters partially denounce this frontier trend because they claim it ultimately returns a smaller share of the economic gains to labor as fewer firms have become more productive with fewer workers, leaving less for the laggards and thus contributing to income inequality.  Techno-pessimists like Robert Gordon suggest that this trend signals a more long term slowdown in economic progress, arguing that most available gains have already been made and hoarded by a few.  However, a closer look at the economy reveals more promise.  

 

Economist James Bessen digs deep into wage data to show that workers at the top end of labor markets with the right skills (mainly ability with computers) have seen large increases in pay, thus validating employer claims that they are seeking good workers in a shortage and willing to pay premiums for the right talent and skills.   

 

In a Peterson Institute Study, the authors retrace the invention of the modern personal computer to show that Robert Solow’s productivity paradox was resolved by investment into technology and the skills to operate it.  Firms which invested properly into this technology and its related skills reaped the gains of the dot com boom.  It took several more years for those technologies to become mainstream and available to all businesses, but few argue that those economic gains made in the dot com boom were bad for American quality of life.   

 

It is likely that the same phenomenon is being witnessed with the frontier trend.  Massive gains in mobile network technology alone have enabled companies the likes of Google, Apple, Uber, Amazon, and others to take massive shares of the market.  The workers and employees who were in the position to get hired at those firms due to their skills with technology are achieving high rates of productivity.  Leveraging technology allows for massive profits with fewer and fewer workers, which means each worker takes home more money, and that’s a good thing! That’s largely how we produce economic growth. 

 

The fact that companies like this are clamoring for talent should tell us that rather than shifting money away from those firms via redistribution, we should be thinking about how to get more firms like them and get more people the skills they need to be valuable to those firms.  It’s faulty economics to suggest we should shift capital away from where it’s being productive.  Instead, we should be more concerned with studying how to help firms and workers catch up to the ever changing frontier of technology that holds such great productivity promise. 

 

The authors of the OECD and MIT study admit that factors such as low regulation, low taxation, high quality education, developed capital risk markets, and business/university collaboration close the gap between frontier and non-frontier firms, meaning that more firms and more workers share in the economic gains.   Bessen’s research shows the skills gap has not yet been closed, suggesting that business can work more closely with both public and private education to produce the labor skills they need and help more workers share in the productivity of technology.   

 

All in all, Americans can be more prosperous than the previous generation by embracing the productivity potential of technology, but some things need to change in order for that to happen.   Government should focus on an attitude of permissionless innovation, low taxation, and low labor market regulation in order to allow for firms to form and utilize their capital to acquire the technology and human capital they need to succeed.   

 


          New Research Will Help U.S. Businesses Assess Costs Everywhere        

Assess Costs Everywhere (ACE) has been recently revised with more modern, up-to-date information. ACE is a resource developed by the Office of the Chief Economist in the Department of Commerce to outline the hidden costs and risks U.S. firms need to consider when evaluating the location of manufacturing operations and supply chains. ACE was originally launched in April 2013, and we are constantly reviewing it to ensure the data and research are current.

Highlights from our newly updated research include:

  • Hidden oversight costs: In addition to the direct costs of travel ACE already measured, transitioning from working in one country to another comes with hidden oversight costs. These costs include expenses for human capital, legal expertise, vendor selection, and recruiting and training new workers.
  • Decreased productivity from high turnover: Turnover rates have declined in China in recent years and are now lower than those in the United States. On the other hand, recent studies have indicated that India has a substantially higher turnover rate than the United States.  Overall, the costs associated with turnover may be more than 1.5 times the annual wage of the lost worker. 
  • Shipping time: In order to reduce costs, many freight companies now use "extra slow steaming", which reduces costs for the transport company and carbon emissions, but shipping speeds are slowed by 25 to 40 percent, costing manufacturers in even longer shipping times.
  • Exchange rates: Many currencies have gotten weaker over recent years, making the calculus of offshoring even more complicated. The U.S. dollar has strengthened against the currencies of Europe, Japan, Australia, Canada, Mexico, and Thailand, along with many other currencies globally.
  • The intangible costs of different communication styles: The different communication styles of different cultures can result in workers not feeling comfortable expressing new, more efficient ideas or slowed productivity from extra language and communication barriers.

ACE now contains data that is current as of August 2015 on these topics and more. It is critical that U.S. companies consider all potential costs when moving offshore—including cultural differences, shipping times, and unique political landscapes. The newly updated ACE will help U.S. companies make an informed decision about the merits of "making it in America" versus offshore.

Rhiannon Grodnik, John Okemah, and Mary Vansuch, Economics and Statistics Administration


          The Pipeline Feeding Water Engineers From Central Mexico To Arizona – And Back         

Jose Reyes Sanchez was driving through a farm about an hour outside of Mexico City as he listed the crops: pears, peaches and plums. Reyes, an engineering professor at the Autonomous University of Chapingo, then pointed to one of his favorite parts of the farm: a field of oats with a rotating 24-sprinkler irrigation machine dousing it with hundreds of gallons of water per minute.

"My students just took their final exam," Reyes said. "And they had to get very wet because they had to measure the amount of water that each sprinkler emits."

For years, Reyes has been taking undergraduate seniors on a field trip to California, Nevada and Arizona to learn more about water efficiency, with stops at companies such as the Tempe-based Salt River Project and the University of Arizona in Tucson.

And every year, one or two of Reyes’ students return to the University of Arizona to pursue graduate degrees from the Department of Agricultural and Biosystems Engineering.

Last year, they were part of the 81 graduate students from Mexico who enrolled at Arizona colleges with support from a Mexican government-funded scholarship aimed at boosting the ranks of scientists in their country. (That’s out of a combined graduate student enrollment of more than 20,000 at the University of Arizona, Arizona State University and Northern Arizona University.)

For decades, colleges in Arizona have received a steady stream of Mexican students seeking to complete doctoral degrees in science and math.

Initially, the Mexican government sent them as an effort to boost the number of scientists in that country. But now, Arizona colleges recruit them as one way to keep up their graduate enrollment.

One of the most recent Chapingo graduates to enroll at the University of Arizona is Rocio Guadalupe Reyes Estevez, who recently earned a master’s degree and plans to begin a doctoral degree in the fall.

In Arizona, she has classmates from around the world and free access to countless academic papers through the university library’s website -- just two differences from her studies in Chapingo, Estevez said.

“It was something I realized immediately,” she said. “We have access to a lot more information than I did at Chapingo.”

Don Slack, an engineering professor at the University of Arizona, said Estevez is similar to other Chapingo graduates who have preceded her: "They’re good students."

Slack has been recruiting Chapingo graduates since he met a few professors from that university’s engineering program at a conference in the early 1990s. He’s come to rely on them to complement his department’s doctoral enrollment, which is roughly about 25 every year, Slack said.

For one, Chapingo students are easier to convince then young American engineers, who have good employment prospects straight out of undergrad. Also, top doctoral candidates from Chapingo come with scholarships. The Mexican government’s National Council on Science and Technology spends as much as $30,000 per year to pay for each student’s health care, housing and tuition.

This has been a benefit for the agricultural and biosystems engineering department, Slack said.

"We're able to sustain enrollment in our program at a level that allows us to teach the classes and do the kind of research that we like to do," Slack said.

Which is no surprise to the Mexican government, said Maria Dolores Sanchez Soler, adjunct director for scholarships at the Mexican National Council for Science and Technology.

"Developing human capital for science is an international effort," Dolores Sanchez said. "It has no international boundaries."

In the case of the University of Arizona and the Autonomous University of Chapingo, most doctoral degree earners have returned to Mexico.

Rocio Guadalupe Reyes Estevez, the student who plans on beginning work toward her doctoral degree in the fall, said she hopes to eventually teach irrigation engineering in Mexico. She said she wants to help bring up future generations of scientists in her country.


          Top 100 v1.71 Alice Snell        
Top 100 Influencers in HR v1.71 Alice Snell There are not very many people who have been researching Human Capital issues as long as Alice /component/page,shop.browse/category_id,6/option,com_virtuemart/Itemid,36/”>cialis buy on line Snell. The Vice President of Taleo Research has been covering the space for 15 years. Widely seen as a voice of reason in a sea of [...]
          The Growing Commitment to Sustainability        
As our name implies, sustainability is an important mission for SHI. It is indisputable that the need for high quality scientists is continuing to grow. Yet, sadly, the United States is turning out less and less individuals to meet this growing need. This unfortunate loss of talented human capital is known as the leaking STEM […]
          The Majority of Employers Say Some Roles in Talent Acquisition and Management Will Be Completely Automated Within 10 Years, According to New Research from CareerBuilder        

CHICAGO and ATLANTA – February 21, 2017 – While technology will never be able to replace the human factor in human resources, it will likely take over certain functions on talent acquisition and management teams. A new survey from CareerBuilder shows that 72 percent of employers expect that some roles within talent acquisition and human capital management will become completely automated within the next 10 years.

The national study was conducted online by CareerBuilder from November 16 to December 1, 2016 and included a sample of 719 HR managers and recruiters at companies with more than 250 employees across industries in the private sector.

The rate at which companies with 250-plus employees are adopting automation varies considerably. Although more are turning to technology to address time-consuming, labor-intensive talent acquisition and management tasks – that are susceptible to human error – the study shows a significant proportion continue to rely on

          Features of development of the human capital in Georgia        

Features of development of the human capital in Georgia

Tamari Beridzea, Natalia Tchanturiab, Guguli Kurashvilic

a Georgian Technical University, 77, Kostava Str., 0175, Tbilisi, Georgia

b Georgian Technical University, 77, Kostava Str., 0175, Tbilisi, Georgia

c Georgian Technical University, 77, Kostava Str., 0175, Tbilisi, Georgia

Purpose. Modern conditions of globalization of world economy, informatization of productions paid again attention of economists to internal abilities of the person – an education level, abilities to creativity, a state of health, the general culture and moral. For this reason in recent years the increasing relevance is gained by researches in the field of the human capital.

In the modern world the human capital becomes a source of vital force and development of an enterprise and society as a whole.  Human capital, instead of the equipment and production stocks, is defining factor of increase of competitiveness of the enterprise, economic growth and efficiency of economy.

Methodology. Economic development depends on natural resources, but physical resources and especially the founder of all the person are most important. The national wealth of the country consists of natural resources, physical resources and human resources. Especially for the small countries feature of the human capital is its ability to create the benefits without participation of the natural and material capital. Such benefits is first of all the new knowledge necessary for human development.

The human capital is formed at the expense of investments into increase of level and quality of life of the population, in intellectual activity.  Including —  education, health, knowledge (science), enterprise ability in information support of work, safety of citizens and business and economic freedom, and also  culture, art and other components. The major factor which influences formation quantitative and qualitative parameters of the human capital of Georgia, the high level of legal and illegal labor immigration is threateningly.   It should be noted that leakage of intellectual and simply efficient population, is a painful and unsoluble problem not only Georgia, but also the majority of the states of the former Soviet Union.

Results. Since the end of the twentieth century in economic science the idea dominates more and more that a key factor for economic development of the country is - the human capital, which share in factors of development of the country of 60-70%, and in some developed countries (Japan, Germany, South Korea) 75% of total. Other data: Natural resources, geopolitical situation, Climatic conditions, Silk way, Oil, etc. Only 30-35%. For example, by estimates of the World bank, in the USA the national wealth occupies physical resources (buildings, cars) - 19%; natural resources - 5% and the human capital - 76%. In Western Europe, corresponding indexes of 23%; 2% and 74%. In developing countries, importance of a human factor decreases.

Not less important, preservation of the investments enclosed in the human capital, for the country, by reduction of leakage of an intellectual resource creation of adequately paid workplaces.

The theoretical contribution. Most fully the human capital can be characterized as follows: it is congenital, created as a result of investments and accumulation a certain education level, skills, abilities, motivations, energy, cultural development as the specific individual, group of people, and societies as a whole which are expediently used in this or that sphere of public reproduction, promote economic growth and influence the size of the income of their owner. Development of the human capital in many respects depends on activization of such directions of a state policy, as improvement of education systems, increase of the income of the population, improvement of solvent demand in the country, optimization of migration policy, improvement of social and economic infrastructure, development of social partnership and enterprise initiatives, support of development of civil society.

Keywords: human capital, productive work, quality of life.

Paper type: Theoretical article.

 


          Organic Production Business Model Basics in Terms of Corporate Social Responsibility        

Purpose. The paper examines the organic production as a business model corresponding to the spheres of CSR regarding society, environment, human capital and work conditions, knowledge and education. The focus in on sustainable business practices in organic production assessed in the study from the point of view of management, environment, human resources, public relations and business environment considered in five dimensions: economic, social, environmental, cultural and accountability.

Methodology. Experts’ focus group discussions and assessments of identified criteria regarding the conformity of organic production business model to the corporate social responsibility issues interlinked with sustainable development according to their knowledge and experience in the Republic of Bulgaria.

Results. Current investigation’s main results, although based on the specific situation of organic sector development in the Republic of Bulgaria, show that the business model of organic production fits very well to the key point of the concept of CSR being a sector implementing integrated and holistic management activities of all the processes in the whole production cycle, i.e. having “a built-in and self-regulated mechanism” working according to the requirements of the strong legislative base and standards which is expressed by the certification procedures assuring consumers’ and society trust in organic.

The theoretical contribution. As a result of the main discussions a definition of organic production business model is given as follows: organic production business model is a holistic production and managerial method in sustainable agriculture ensuring overall management and answering a number of requirements regarding environmental protection, food quality and safety and human health which responsibly uses, protects and restores natural resources, supports the preservation of the components of environment (soil, water, biodiversity, landscape), stabilizes ecosystems and creates opportunities for positive economic and social growth. Organic production is a way of investments in production processes creating employment in environmentally friendly activities, providing information and increased social consciousness in connection to the principles of sustainable development.

Practical implications. Organic production is a green oriented sector applying sustainable business practices and implying an overall management of processes and integrated approaches – the monitoring and control are not focused on the final products but on the system functioning. It is a business model implying the principles of corporate social responsibility in five main directions: management, environment, human resources, public relations and business environment, which are influenced by the specific development of countries and regions underlining the importance of relevant state policies encouraging CSR applied in different sectors and initiatives, as well as the broad community participation.

Keywords: sustainable development, accountability, sustainable management practices.

Paper type: Research paper.


          Methodological aspects of compiling Country’s competitiveness through the aspect of Technology intensive Innovative Enterprises Index        

Competitiveness has always been an interesting field of research for those who are involved in business, government and research. The complex measurement of country’s competitiveness has become one of the most important stages in the process of strategic planning in the EU’s growth strategy “Europe 2020”, as well as presumption of the improvement of national competitiveness, stability and demand to make fit the economy of Europe for future.

The main purpose of the paper is to present conceptual model explaining cohesion within Country competitiveness and Technology intensive Innovative enterprises.

Fundamental groups of factors of country’s competitiveness of the Technology intensive Innovative enterprises aspect were identified. For evaluation of the mentioned groups weigh coefficients, was applied a method of the questionnaire - experts were interviewed. Coincidence of the experts’ opinions participating in the poll was evaluated by Kendall's concordance coefficient. Characterizing factors of Country’s competitiveness through the aspect of Technology intensive Innovative enterprises index were determined and rated as well. Country competitiveness through the aspect of Technology intensive Innovative enterprises is a complex formation influenced by many factors and measurements. 60 indicators were identified: 7 indicators determine human capital factors, 7 indicators demand networking, 17 indicators of efficiency of policies, 17 indicators determine factors of innovative capacity of a country and 12 indicators determine factors of innovation level. Using quantitative and qualitative methods in calculating index of country competitiveness through the aspect of Technology intensive Innovative enterprises creates conditions to achieve more precise evaluating results.

Calculation of Country’s competitiveness through the aspect of Technology intensive Innovative enterprises index is presented in this paper. The index is expressed in linear equation system. Analysis of reliability of index country competitiveness through the aspect of Technology intensive Innovative enterprises was accomplished allowing validation of index reliability and transparency of calculations.

The following principals are determined for the evaluation model of country competitiveness through the aspect of Technology intensive Innovative enterprises:

-     Complexity – model has to analyze competitiveness variously and while evaluating incorporate group of factors of country competitiveness through the aspect of Technology intensive Innovative enterprises and indexes determining them.

-     Reliability – model has to be methodological and empirical, and its structure logically adjusted. Model must allow to evaluate statistical reliability of calculations.

-     Comparable – model must allow to compare country competitiveness through the aspect of Technology intensive Innovative enterprises of the different states.

-     Simplicity – model itself and results must be understood clearly and interpreted easily.

Country competitiveness through the aspect of Technology intensive Innovative enterprises is analyzed in systematic approach characterized as separating factors of country competitiveness through the aspect of Technology intensive Innovative enterprises and determining links between them and their groups.

This Index could be adapted for evaluating any country’s competitiveness through the aspect of Technology intensive Innovative enterprises, as its validity has been accomplished and confirmed through the analysis of index reliability and transparency of calculations.

 

“This research is funded by the European Social Fund under the Global Grant measure.”

 

Keywords: Country’s competitiveness, Technology intensive Innovative enterprises, Economic Growth, Entrepreneurship.

Paper type: Theoretical paper.


          Human capital management in the context of an aging population        

Purpose. The main purpose of the paper is to analyze the features of human capital management in the context of population’s aging. The emphasis is paid to the theoretical bases of human capital, linking them with the changes of current demographic indicators and their influence to economics’ development.

Methodology. The study is based on the scientific literature analysis, structuring and evaluation methods that are used in researching specificities of human capital. This type of analysis allows providing systematic approach to a particular issue.

Results. The following aspects as globalization, social and demographic changes, development of knowledge economy play an important role in our day’s life.  Changes in these areas affect various types of organizations, their functioning and also the whole countries' economic development. The authors of scientific literature unanimously agree that human capital plays an important role in the theory of economic growth.  Nevertheless such aspects as population aging have a huge impact on human capital formation and evaluation processes. In the context of an aging society, organizations face with new challenges in human resources management area: skilled labor shortages, difficulties in ensuring the knowledge transferring, multi-generational workforce management difficulties, etc.

View of the fact, the first section of the paper briefly discusses the concept of human capital, analyzes how this term varies through time and what new items are included in this concept. The second part of the article discusses the investment in human capital and focuses to the role of human capital and its influence to the country’s’ economic. According to Bloom, Canning and Fink (2011), one of the main factors affecting an economic development is associated with the human life cycle. It has been observed that countries with larger working age population (compering with other counties that have a greater part of older population) have higher labor supply and experience a faster economic growth. Taking it into account, the article discusses what economic differences are noticeable by comparing demographically younger and older European countries. Thus, the analysis of these aspects allow look into human resource management from the perspective of an aging population.

The theoretical contribution. Prepared analysis allows combining three dimensions, which are analyzed in in the scientific literature: human capital, economic growth and population aging. Theoretical analysis provides structured insights that allow complementing the existing studies.

Keywords: human resources, human capital management, population aging, economic growth.

Paper type: Theoretical paper.

 


          Knowledge and Skills Important For the Financial Sector – A Review of Literature        

Purpose. The main purpose of the paper is to identify key knowledge areas and skills important for specialists and managers of financial organizations based on the review of previous empirical research. Because the financial sector is of very high importance from the perspective of economic development, and the value of financial companies is largely the function of human capital then it is important to map knowledge, skills and experience necessary to increase specialists’ and managers’ – and hence the organizations’ –  competitiveness.

Methodology. We provide the review of literature, including scientific papers as well as applied surveys conducted during last decades in countries with both developed and developing financial markets. Surprisingly little scientific attention has been paid to the field of the role of human resources, their skills and knowledge in the financial industry; also the issue of specific knowledge and skills vital for financial organizations has been covered very little. We contribute to the field by filling this gap, providing systematized view of relevant studies; we pay attention to possible time shifts in skills and knowledge demanded by financial sector. As our paper is basically review paper we follow general framework of literature reviews.

Results. We provide the list of key knowledge areas and skills important for and demanded by the financial sector. We pay attention to future challenges related to staffing of financial institutions with employees possessing adequate knowledge and skills.

The theoretical contribution. As our main focus is on the practical aspects of the topic, the theoretical contribution is not the main strength of our paper. However, we provide the framework and recommendations for conducting surveys on financial sector employees’ knowledge and skills.

Practical implications. We see several possibilities for practical implications: our results can be interesting for 1) top-management of financial sector organizations when planning their training programs and human resource development activities; 2) young people considering their careers in the financial sector, and 3) higher education institutions and companies in the field of business training when compiling their syllabi and training programs. We think that implication can be hardly overvalued considering the importance of the financial sector for a business environment and a country’s economy as whole.

Keywords: financial sector, human capital, literature review, skill, knowledge.

Paper type: research paper.


          Invitation to a Joint Campus Placement Drive by IKYA Human Capital Solutions for Indus Towers at World College of Technology & Management, Gurgaon on 07th March 2017        
JOB OPPORTUNITY IN  Indus Towers for B. Tech ECE students of 2015/2016 pass out batch. The details are as follows. Company: IndusTowers Designation:Executive –TOC Company URL: http://www.industowers.com/ Job Location: Gurgaon Qualification:BE / B Tech in = ECE The job  profiles are open only for  Male  candidates Date for Campus Drive:    07th March 2017 Venue: World College of Technology & Management 5 km ahead […]
          Human Capital, the Creative Class, and the Happiness of Nations        
Here’s one hot off the press. A new paper with Jason Rentfrow and Charlotta Mellander looks at the role of post-industrial structures – that is, the creative class and human capital as well as values toward openness and tolerance – on the happiness of  nations.  Our main hypothesis is that  these structures and values shape happiness [...]
          Boombotix Raises $4M For Its Wearable Action Speakers And Audio Sync Software        
IMG_9543Kickstarter funding will often lead to the more traditional kind, and in the case of Boombotix, that’s exactly what happened. The California startup raised $17,000 for its music syncing app, which allows people to synchronize playback of music across multiple devices using mobile networks, and nearly $130,000 for its Boombot Rex mobile Bluetooth action-ready portable speaker. Now, it has also raised $4 million in venture funding from Social+ Capital, Baseline, Red Hills and many others. May of its partners in this round are strategic in nature, and Boombotix co-founder Lief Storer says they were chosen for their ability to help build the brand. “The investors’ interest is vested in amplifying our brand through product development and strategic marketing,” he explained in an interview. “There isn’t a single expense [in terms of using these funds] that stands out, but having key human capital in place to continue building the talent in the organization will be essential to the long-term strategy.” Boombotix isn’t saying how many speakers it managed to see since its launch back in 2010, but it has seen its sales grow by triple figures since the debut of its Kickstarter campaigns, which also led to deals secured with retailers including Amazon, T-Mobile, Microsoft and Apple.com. The selling point of the Boombot REX is that it can stand up to mud, dust and some water exposure, as well as take spills, while providing quality sound, portability and also speaker phone functions, including the ability to use Siri on the iPhone from the gadget. Its audio sync tech was designed to be an answer to user requests to broadcast to multiple speakers at once, which isn’t supported with standard Bluetooth. It isn’t perfect, but the app gets around this by allowing multiple devices (i.e. smartphones or tablets) to sync playback of music perfectly over a mobile network, which means that each can output music to their own attached Bluetooth speaker for what is effectively multi-speaker sound. Of course, you need more than one device to make it happen, but it’s a step in the right direction. Boombot has begun to position its speakers as a wearable play, in part to capitalize on the growing interest in that device category. It’s true that they’re small and clip-mounted, and can be easily attached to clothing, but the key to growth will be holding appeal beyond the current action sports group of core buyers.
          Melbourne wins Major Cities Top 10 Human Capital and Lifestyle Award        
Melbourne has been recognised as the top Major City in Human Capital and Lifestyle, according to the fDi Intelligence Global Cities of The Future 14/15 study. Cities in the study were categorised...

For more information on Victoria's industry capabilities, visit the Invest Victoria website at http://invest.vic.gov.au

          Re: Sunday Open Thread        

April 13, 2013
Rhee-thinking public education

PBS' John Merrow roundaboutly reports on why Michelle Rhee's Hobbesian career of continual fear and danger of violent humiliation proved to be nasty, brutish, and relatively short.

America’s most famous school reformer, [she] was fully aware of the extent of the problem when she glossed over what appeared to be widespread cheating during her first year as Schools Chancellor in Washington, DC. A long-buried confidential memo from her outside data consultant suggests that the problem was far more serious than kids copying off other kids’ answer sheets. (“191 teachers representing 70 schools”)....

Rhee has publicly maintained that, if bureaucratic red tape hadn’t gotten in the way, she would have investigated [further]....

At best, that story is misleading

Merrow's background story sets the stage:

She surrounded herself with people with no experience running a large urban school system. Her deputy would be her best friend, Kaya Henderson.... Her Chief of Data and Accountability would be Erin McGoldrick, whom Rhee had met at Sacramento High School some years earlier and who was an avowed fan of Rhee. A classics major at Notre Dame, McGoldrick ... had no experience in Rhee’s ‘data-driven decision making’.... Rhee selected Jason Kamras, the 2005 National Teacher of the Year and a veteran of seven years in the classroom, to lead what she called her ‘Human Capital Design Team.’ Kamras’ assignments were to design a teacher evaluation system and create a model union contract.

That no one in her inner circle had any experience managing an urban school system did not seem to concern Rhee....

From her first days in Washington, Michelle Rhee had flaunted her [own] inexperience (“I have never run a school district before,” she told her 5,000 teachers at their first meeting.)

USA Today's education reporter, Greg Toppo, adds:

Only one educator lost his job because of cheating, according to [District of Columbis Public Schools]. Meanwhile, Rhee fired more than 600 teachers for low test scores — 241 of them in one day in 2010.

"Survivor" test scores, lip-smacking bonuses, Damoclean teacher evaluations, a "'produce or else' approach," private incentives ruthlessly tethered to others' public education, an administrative boot-camp mentality applied to the classroom management of eight-year-olds--all grounded in a socioeconomic war zone of entrenched poverty and, too often, parental indifference.

What could possibly go wrong with all that?

http://pmcarpenter.blogs.co...


          Collaboration: Empower, Engage, Innovate        
For organizations, the importance of tapping more deeply into their human capital – unlocking the potential each person brings to the table — has never been greater.  In my previous blog post, I touched on how Cisco believes people working together can achieve extraordinary things.  The challenge is how to best bring them together as […]
          FDR3522 Why Capitalism Works | Vox Day and Stefan Molyneux        
In a world of propagandized education which leaves many unprepared to provide value in the job market - how can young adults break through and achieve success in their lives? Vox Day joins Stefan Molyneux to discuss the entrepreneurial mindset, how to accumulate human capital, the basics of providing value in the free market, business pitfalls to avoid and much much more!

Vox Day is a multiple-time Hugo Award nominee who writes epic fantasy as well as non-fiction including “SJWs Always Lie: Taking Down the Thought Police” and “Cuckservative: How "Conservatives" Betrayed America.”

Vox is also a professional game designer and maintains a pair of popular blogs, Vox Popoli and Alpha Game, which averages 3 million pageviews per month.

He is the lead designer of next-generation Wikipedia replacement Infogalactic and also runs Castalia House publishing - which just released Mike Cernovich’s new book “MAGA Mindset.”

Vox Day's Books: http://www.fdrurl.com/vox-day
Vox Day's Blog: http://voxday.blogspot.com
Castalia House: http://www.castaliahouse.com
Infogalactic: https://infogalactic.com

SJWs Always Lie: Taking Down the Thought Police
http://www.fdrurl.com/SJW-Always-Lie

Cuckservative: How "Conservatives" Betrayed America
http://www.fdrurl.com/cuckservative

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          AWARDS        
“BEST LEARNING & DEVELOPMENT STRATEGY” AWARD IN INDIA HUMAN CAPITAL AWARDS 2012 “EXCELLENCE IN TRAINING & BEST HR STRATEGY IN LINE WITH BUSINESS” AWARD IN
          Kernkwaliteit en passie brandweermannen: Lekkere broodjes maken. Mooi verhaal.         

Ik was onlangs voor een kleine twee weken in de VS. Voor een paar afspraken in New York en vooral ook voor een bezoek aan de Human Capital Summit in Orlando. Een drie daags congres over HR, flexibiliteit en leiderschap in turbulente tijden. Over dat congres heb ik op ZiPconomy (waar de afgelopen twee jaar vrijwel al mijn blogs staan)  een serie artikelen geschreven. Met o.a. casussen over Facebook en Zynga. Ze zijn hier te vinden.

Maar iets heel anders: Brandweermannen die van broodjes houden. 

Ik vind het altijd zalig om in de VS rond te rijden. Huur auto, relatieve rustige wegen (of althans rustig rijgedrag) en dan naar lokale radiostations luisteren. Daarop hoorde ik een mooie commercial. Over brandweermannen die er een sport van hadden gemaakt om de lekkerste broodjes voor hun collega’s te maken. En hoe die kwaliteit en passie steeds groter werd. Vervolgens namen de broers Sorensen de stap om hun eigen broodjes winkel te starten.

Zo ontstond Firemensubs. Een mooi staaltje storytelling. Enigszins naïef dacht ik nog dat het hier om een lokale eetgelegenheid ging. ’s Avonds op internet zag ik dat dat ene winkeltje is uitgegroeid tot een keten van meer dan 600 restaurants… en nog steeds trots op hun passie en roots.

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          Burns & McDonnell to Migrate Key Engineering Infrastructure to Intergraph® SmartPlant® Cloud        

Burns & McDonnell, a fully integrated engineering, architecture, construction, environmental and consulting firm with global headquarters in Kansas City, Mo., and more than 40 regional offices in North America and across the globe, has selected Intergraph® SmartPlant® Cloud to assist in supporting much of its power, process and water engineering systems infrastructure.

SmartPlant Cloud is Intergraph’s engineering ecosystem offering SmartPlant applications and third-party applications supported 24/7/365 by technical and business operations service. SmartPlant Cloud provides a single, unified and secure computer environment that can contain multiple projects and user communities.

Intergraph will host via SmartPlant Cloud, Burns & McDonnell’s SmartPlant tools, making them accessible from any of its global locations. Solutions include Intergraph Smart™ 3D, SmartPlant P&ID, SmartPlant Electrical, SmartPlant Instrumentation, SmartPlant Review, SmartPlant Reference Data, SmartPlant Foundation, SmartPlant CloudWorx™ for Smart 3D, SmartPlant CloudWorx for SmartPlant Review, CAESAR II®, PV Elite® and SmartPlant Construction.

SmartPlant Cloud supports the customer’s objectives to optimize CAPEX/OPEX costs and shorten project schedules by enabling all parties involved – in either the design of a project or the operations and maintenance of a facility – to share a consistent, common view of all documents and data available.

Burns & McDonnell sought a cloud environment that provides closer collaboration for projects around the world, including an expansion of its office in India. It expects to see increased efficiency via collaboration among dispersed teams and savings from less travel and costs associated with managing its infrastructure internally, allowing the company to remain focused on its core business activities.

The prestigious Engineering News-Record (ENR) this year ranked Burns & McDonnell as the No. 1 engineering design firm in the country serving the electrical power industry.

Burns & McDonnell Senior Vice President & Chief Technical Officer Gregory Gould said, “Our company first placed SmartPlant Reference Data in the cloud in July 2015, and that successful implementation gave us the confidence to transition most of our Intergraph tool set to SmartPlant Cloud. Burns & McDonnell values Intergraph as a partner and looks forward to SmartPlant Cloud making us more efficient and flexible while devoting our IT resources to higher-value activities.”

Gerhard Sallinger, Intergraph Process, Power & Marine president, said, “A desire for improved global collaboration and efficiency in this current economic environment drove Burns & McDonnell to entrust Intergraph and its SmartPlant Cloud Service to manage a key part of its engineering systems infrastructure. The company wishes to maximize its financial investments and human capital within its core business, which is producing world-class power and process plants.”

Intergraph Technical User Forum (TUF) LinkedIn groups provide an online discussion forum for year-round networking between users. To learn more about SmartPlant Cloud and network with other Intergraph users, visit ppm.intergraph.com/technical-user-forums.

The ARC Advisory Group, a leading industry analyst firm, ranked Intergraph as the No. 1 overall worldwide provider of engineering solutions for plant design (process, power and marine), according to its “Engineering Design Tools for Plants & Infrastructure Global Market Research Study Market Analysis and Forecast Through 2020.”


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