How to Train Your Brain and Boost Your Memory Like a USA Memory Champion [Mind Hacks]

How to Train Your Brain and Boost Your Memory Like a USA Memory Champion [Mind Hacks]:

Here's a little secret you might never have guessed: The people who can accomplish incredible mnemonic feats like memorizing the order of a shuffled deck of cards or hundreds of random numbers in minutes don't have photographic memories. They have normal brains like you and, yes, me. This past weekend I competed in the 15th annual USA Memory Championship—an olympiad of sorts where "mental athletes" test their power of recall. Lucky for me, I learned a few tricks from the reigning champ for the second year in a row, Nelson Dellis. Here are the techniques Nelson taught me that you can start incorporating into your everyday life to make your memory stronger. More »

Use These Tips to Write Email that Actually Gets A Response

There's little more annoying—especially in a professional setting—than emailing someone and then sitting around waiting for them to respond to you, not knowing if they ever will. After all, "I get a lot of email" is no excuse in a business environment to ignore critical messages, but we all know that email is just a pain to deal with. The solution is to compose your messages carefully so it's easy for your recipient to respond to you. We don't just mean make them short, either. Here's how.

The fine folks from The Art of Manliness penned an excellent guide to writing emails that will get you responses a while back, and their tips are sound, both for personal messages, office communiques, and cold emails and press pitches. The key is to consider your recipient, and then tailor the message so you get your point across with as little fluff as possible but still makes it easy for your reader to hit reply, get you the information you need, and move on with their busy day.

They explain that the person sending a message and the person receiving it often have two very different perspectives—while the former is looking to include as much information as possible and has a vested interest in communicating their entire idea and the thoughts that went into it, the latter is looking for brevity, clarity, and probably gets a ton of messages just like the sender's every day.

Like most things in life, the trick is to put yourself in the shoes of the person you're emailing. Pretend you're staring at their inbox, and think about what kind of message will make it through the fog and actually convince them to respond. First, make sure you even need to send the message, and your answer can't be obtained through a simple Google search. Then, address your note to a specific person, open with a salutation, and keep your request personal but brief. They suggest building a little rapport with the recipient, letting them know you understand they're busy or that they probably get this question often, but that's up to you. In the end, make your request crystal clear and limited to a specific question or questions.

We'd go even further and suggest you stick to one question or topic—everyone knows it can be a pain to email someone a list of questions and only get an answer back on one of them. Oh, and spelling and good grammar are important too. What about you? What are some tips you wish everyone would follow before emailing you at work, or at home? Let us know in the comments below.

Tips from HBR (Harvard Business Review)

3 Ways to Handle a Colleague You Dislike

Working with a difficult person can be distracting and draining. Next time a colleague irritates you to no end, try these three things:

• Manage your reaction. If someone annoys you, don't focus on his behavior. Focus on how you react, which is usually the only thing you can control.
• Keep it to yourself. Emotions are contagious, so complaining about a co-worker can bring everyone down. And it can reflect negatively on you. If you must vent, do it outside the office.
• Work together. It's counterintuitive, but by spending more time together you may develop empathy for your colleague. You might discover reasons for his behavior: stress at home, pressure from his boss, etc.

You Can't Get It All Done

If you're like most people, you're overwhelmed with how much you have to do and frustrated by all the things you can't finish. The reality is that there isn't enough time to do it all. Once you admit that, you can explicitly choose what you are going to do. Instead of letting things haphazardly fall through the cracks, you can intentionally push unimportant things aside and focus on the things that matter. Don't instantly react to the needs that land on your desk; make deliberate choices that will move you toward your goals. You also need to make conscious decisions about what not to do.

Even High Performers Need Feedback

Some managers assume their star employees don't need feedback. They're clearly doing a good job and they don't need to improve, right? Wrong. Even your top performers need input to stay engaged, focused, and motivated. Frequently give your stars both positive and negative feedback. Tell them how much you appreciate their good work. Identify and share development areas, even if there are only a few. Talk with your stars about how they might achieve the next level of performance. And, don't miss the opportunity to solicit input on how you are doing as a manager. Ask questions such as "How can I help you improve?" or "What can our organization do to support your great work?"

End a Mentoring Relationship Before It Dies

It's easy for a mentoring relationship to outlive its worth. You get into a groove, you enjoy the stimulating conversations, and you're learning. But sometimes you have to move on to move up. Set goals and assess whether you have achieved them. Once you have, it might be time to find a new mentor to help you with your next set of challenges. Thank your mentor for all her help and ask permission to use her as a reference when you're scouting for the next one. Keep in touch with your past mentors even after the relationships officially end.

Make Service Easy for Your Customers

The notion of going above and beyond customer needs is so entrenched that managers rarely question it. But delighting your customers may be a waste of time and energy. In fact, most customers just want simple, quick solutions to their problems, and your company should make that possible. Think about the service initiatives you have underway. Question whether they are focused on reducing customer effort or adding unnecessary bells and whistles. Start with frontline employees since they likely interact with customers the most. Make sure they have the skills, permission, and the incentive to reduce customer effort.

Practice Being a Leader

Leadership is not an innate trait that you're born with. It can be learned. The key is to practice before you have the official title. Start by focusing on the choices you make now, such as who to put on your team or what vendor to use for your project. Recognize that you likely don't know everything. Making decisions based on incomplete information is a skill that every leader must master. Once you've acted, ask yourself: Was that the right decision? Could you have done something differently? This will get you comfortable with making decisions, acting upon them, and reflecting on their outcomes. Then, learn from your inevitable mistakes. You will build knowledge and skills as you work up to the larger decisions with broader consequences that all leaders have to make.

Keep Your Cool When Getting Feedback

No one likes to hear that they aren't performing well. Yet, everyone can improve. Next time you receive constructive feedback, do these three things:

• Relax. It's understandable to be nervous during a feedback session. The other person holds all the power. Accept this imbalance and be easy on yourself.
• Expect to be surprised. You're likely to hear something that you weren't aware of. Perhaps something was a bigger deal than you thought, or something you thought was resolved wasn't.
• Don't be defensive. Even if you disagree, hold your tongue. Instead of defending yourself, ask questions. Once you've cooled down, you can always follow up.

Run a Decisive Project Meeting

To keep momentum in a project, you need to run great meetings. Make your next project meeting productive with these three guidelines:

• Restate the meeting's purpose. Even if you think everyone knows it, it helps to remind them and sharpen the group's focus.
• Include everyone. If one or two people dominate the conversation and others are shy about leaping in, draw out new people by saying, "Thanks for those ideas, Carl. What are your thoughts about this problem, Megan?"
• End well. Close the meeting with an action plan and a clear time frame. State the decisions the group has made, who owns what, and when they need to report back to the team.

Regain Your Focus

Multitasking may speed you through your to-do list, but it also makes you more likely to make mistakes and less likely to retain information. Here are three ways to focus:

• Think good thoughts. Positive emotions improve the brain's executive function and encourage creative and strategic thinking. Improve your emotional balance by actively thinking about things that make you happy.
• Ban distractions. Be aware of what steals your attention. When disrupted, make a conscious choice to return to the task at hand.
• Leave things behind. When you turn to a new task, part of your brain is still thinking about the last one. Before starting something new, go for a walk, climb stairs, or do some deep breathing to clear your head.

Need a Mentor? Forget the Expert

When people early in their careers seek mentors, they often target those with a depth of experience. But experts can't teach you everything. And, often they are so far removed from your day-to-day work that they can't help you solve problems. Select at least one mentor with only a few more years of experience than you. Someone who has recently walked in your shoes can give you practical, relevant advice on the challenges you face. She may also give you insight into what's coming in your career and the types of challenges you'll be up against next.

Take Harsh Criticism in Stride

Whether it's an office rival or a well-intended colleague, someone will likely say something punitive or hurtful to you at some point in your career. When it happens, remember:

• Don't respond right away. Resist the temptation to snap back. There is no use in getting angry or creating a nasty paper trail. Take time to cool off and then reply cordially.
• Determine if you're overreacting. Ask yourself whether the comment was really that bad. Sometimes a thoughtful offer to help can seem like an insult.
• Forgive, but remember. Don't hold a grudge, but keep in mind that if you are ever asked for a reference about the person, you can give a frank answer.

Focus on a Problem, Not Your Passion

When it comes to careers, we're told to follow our passions. But you might find greater satisfaction if you work on big problems. Whether it's an issue in education, health care, climate change, poverty, or technology; figure out how you can contribute to a solution. Choose a problem that you care about — even personally — and let this dilemma be your compass. Get out of the office, meet people who are affected by the problem, and connect with those working in this area. Doing so shifts your attention from yourself to others. By becoming less focused on yourself, you might become happier with your work.

The Japanese Debt Crisis (Part 2): When Does Japan Cross the Event Horizon?

As noted in the first part of this series on Japan’s looming debt crisis, the economic consequences of Japan’s aging population are just beginning to manifest themselves, and dissaving — the act of spending down your life savings — isn’t the only problem that arises. Social and health care spending also accelerate, often placing greater and greater burdens on the government. For example, social security spending in Japan has leapt from 19.7% of the federal budget to more than 31% in the past decade (between 2000 and 2011), according to Japan’s Ministry of Finance.  Already, social spending and national debt service costs are causing the federal budget deficit to grow to unwieldy heights and are clearly threatening the cash flow model that has enabled Japan’s rates to stay so low.

All of this raises the question: With a funding deficit virtually exploding in Japan right now, can the event horizon for a debt crisis be that far off?

Should the Japanese government move to curb social security benefits, it will only accelerate the need for households to fund more of their own retirement living and health care expenses, exacerbating the dissavings that has already begun among households. Of course, there are some positive changes which offset the negatives to a degree. A shrinking population also reduces the levels of infrastructure investment and capital formation required, so national savings are enhanced. Nevertheless, the inherent pressures of rising social security costs and rising debt and debt-service costs will require the Japanese workforce to work harder simply to maintain the status quo — in which the fiscal deficit is already 11% of GDP, as noted in Figure 1. If Japan’s current economic model is left unchanged, the fiscal deficit would skyrocket toward 20% of GDP over the next several years. And remember, there are no free lunches. Any cuts in Japan’s federal budget will have consequences elsewhere.

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Figure 1: Japanese Government Revenues vs. Expenditures

Sources: Ministry of Finance, CFA Institute.

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The crown jewel in Japan’s virtuous cash flow cycle of the past 22 years is its large foreign currency holdings. Due to the many years of trade surpluses, Japan’s corporations maintain vast sums of corporate savings denominated in foreign currencies. These foreign currency holdings generate substantial amounts of investment income each year. However, the control of these vast sums is concentrated in a few hands. Likewise, the bond market (and hence, interest rates) is controlled by many of these same hands. And because bonds are priced in a market, if and when the managers of this capital decide to sell, they can cause a stampede for the exit.

Moreover, what happens to the yen exchange rate if and when this capital is repatriated? Stewards of these foreign currency portfolios sell foreign currencies and buy yen — driving up the value of the yen — and worsening the competitiveness of Japanese exports. Unlike China, which uses its large foreign currency holdings to buy commodities and foreign manufacturers to control strategic assets, Japan is shrinking, so it needs little for growth. While Japan could benefit from the purchase of natural resources and other raw materials which it currently imports, its opportunity set is more limited. The greatest growth industry in Japan right now is perhaps health care, but health care is delivered locally. What strategic value could be gleaned by owning hospitals in say Vietnam or Europe? Consequently, there are limits to the strategic benefits that portfolio allocation could offer Japan.

Already, these corporate investors and banks, in particular, are becoming increasingly concerned about maintaining the status quo. Their ability and willingness are being directly challenged by the escalation of national debt service, the expansion of fiscal deficits, and the ramifications of the Fukushima disaster, as well as the current pressure on the yen exchange rate. Already, Japan’s debt service is 23% of GDP, with interest rates at 1%. What happens if and when rates rise? In short, debt service would explode and crowd out huge portions of the federal budget, as illustrated in Figure 2.

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Figure 2: Japanese Debt Service and Rates: What Happens Next?

Sources: Ministry of Finance, Bank of Japan, and CFA Institute.

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So, what causes rates to rise? Rates rise when the market senses a paradigm shift. Perhaps first is what corporate asset managers decide to do. Second, the general dissaving that is spawned by aging will reduce aggregate demand at a time when aggregate supply is increasing. Third, a stronger yen means fewer exports and, furthermore, the shift in energy policy after the Fukushima disaster means a downward structural shift in the current account balance. Not only does aging impact federal budgets, but it also puts downward pressure on GDP as described in Part 1. Only now, the funding surplus has become a funding deficit and the required monetization of debt is increasingly likely to lead to some inflation (although it is partly offset by the deflationary impacts of a shrinking population).

Now the bond market in Japan is well aware of how the game is played.  Of course, the Bank of Japan plays a key role in all of this – in part by buying JGB’s when demand is weak, and in part by cajoling these same financial institutions to purchase JGB’s.  With the tools of regulation at their backs, the BOJ does indeed wield much power.  What the bond market is perhaps missing are the ongoing incremental changes that have accumulated over 22 years. Such a consistent message to the market establishes a strong belief among market participants.  It’s when this belief begins to change that rates will change.  So, are beliefs changing?  On the margin, banks are showing more reluctance to increasing their exposure to JGB’s.  And on balance, the funding deficit is becoming a large problem, changing the very economic model that has enabled Japan for so long. These changes will place increasing pressure on the BOJ to keep the status quo alive and somehow prevent the market from realizing the game has changed.  Bank of Japan Governor Masaaki Shirakawa truly has the challenge of a lifetime to keep it all together.

Some have argued that Japan can ameliorate its budget shortfall by raising tax rates. In economics, there are no grand solutions, only trade-offs. So, it is a fallacy to think that increasing tax rates necessarily increases tax revenues to the government. Many governments and countries have tried raising tax rates and failed to increase tax revenues either due to tax avoidance or damage to economic growth (or both). Japan is currently considering a number of measures to increase taxes (including a proposal to double the national sales tax, from 5% to 10%), but it is not at all clear that these measures will grow the overall tax revenues to the federal government because of various trade-offs across the global economy.  And Japan’s funding model is vulnerable to changes in behavior that emanate from changes in tax policy.  For instance, what if the rise in tax rates causes capital flight from Japan and the delicate funding deficit accelerates?

Other analysts have compared Japan’s relatively low tax revenue/GDP ratio with that of other countries, claiming that there is ample room to raise taxes. However, this belies the welfare society construct that Japan has developed in the past 75 years. In contrast to the welfare state, the welfare society provides social benefits through private employers. Japan’s welfare society attempts to maintain near-total employment via liberal government loans to private companies, often circumventing the need for unemployment benefits. Also, retirement pensions come largely from personal savings and company compensation rather than as benefits from the state. So, the state has intentionally shifted the cost of its social programs to companies. Should it raise taxes on the private sector, additional pressure would be placed on corporate budgets, thereby weakening the economy.

Compounding matters, Japan’s manufacturing prowess is weakening while the country as a whole is becoming less competitive. They have lost leadership positions in a number of key industries and the rise of the yen is making their exports less competitive as well. Moreover, pressured budgets make it more difficult to engage in the long-range R&D spending that had helped the country become a global leader in manufacturing. As an example, once a stalwart in consumer technology, Sony recently announced the layoff of 10,000 workers.

Since the epic global financial meltdown in 2008, the U.S. Federal Reserve has maintained an aggressive policy of depreciating the U.S. dollar. As noted in Figure 3, the yen has appreciated some 30% against its post-bubble average, as well as against the dollar, since the collapse in 2008.

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Figure 3: Yen vs. US$

Sources: St. Louis Federal Reserve Bank, CFA Institute.

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This recent appreciation of the yen is exacerbating all of Japan’s problems — its export products are now 30% more expensive on global markets. Its profile is similar against other major currencies. For the first time since the Japanese bubble collapsed, Japan will now need substantial alternate forms of funding to keep the government afloat. Consider Table 1, which illustrates how the funding sources of the federal government are changing and the pressures these changes will place on the Japanese bond market over the next 10 years.

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Table 1: Japan Funding Surplus/Deficit Decade by Decade

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The funding deficit over the 2000–10 time frame has been modestly negative and made up for with accommodative policy by the Bank of Japan. This accommodative policy has been offset by deflationary forces in Japan, so the net effect has been mild deflation. Looking forward, if this funding deficit of, say, –5% of GDP were made up for with accommodative monetary policy, then the inflationary force of this accommodative monetary policy would very likely exceed the mild deflation (say, –1% or so) that has been occurring in Japan for some time. The net result would be some mild inflation of, perhaps, 2–4% (depending on how much monetization and how much debt issuance occurs), but it would likely be enough to recalibrate the bond market’s expectations. And if JGB yields rise from 1% to just 2%, Japan’s debt service will explode. Thus, a vicious cycle of higher yields, greater fiscal deficits, greater monetization, and greater inflation will occur.

However, the status quo in Japan — if left unchanged — will see to it that the funding deficit widens materially. As debt continues climbing and GDP continues falling, the growth in the debt-to-GDP ratio accelerates. The combination of a rising yen and stagnating corporations will result in the structural trade surplus deteriorating over time (which is why the BOJ will try to get the yen to decline somewhat). Additionally, debt service and social security spending will continue growing as percentages of the federal budget — all without any increase in interest rates. So there is a widening funding deficit that must be made up for with some combination of debt issuance and/or monetization. The combination of large fiscal deficits, funding shortfalls, and private sector dissaving will ensure that Japan must seek investors on the international markets. Consequently, the (natural) domestic demand base for JGBs is falling, while the government’s need for foreign investors is rising. Although some have suggested that the Bank of Japan could devalue the yen, what would happen to the cost of imports if it did? (Remember that Japan imports virtually all of its raw materials, such as energy and hard commodities.) If it chopped the yen in half and many of its input costs doubled, could its export companies be competitive? What would happen to the balance of trade (all else being equal)?

While the underlying economics will change gradually over time, the crisis will erupt when the bond market breaks from the past. When the market realizes that the status quo has changed, rates will rise and force the government’s fiscal budget to explode, creating a sequence of cascading events. Watch closely to see what the major Japanese banks do with their JGB holdings. In addition, watch pension fund managers. The stewards of capital changing their policy allocations will determine when the status quo shifts.

So, when does Japan breach the event horizon? No one can say for certain, but after 22 years of operating in limbo, the event horizon now appears to coincide with the investment horizon of investors. Perhaps the BOJ will find a devaluation of the yen too irresistible to pass up, a move that will reset Japan’s current course in one fell swoop. Or perhaps the bond market will decide for them.  At any rate, one thing is clear: change is coming to Japan.

Note: Article taken from CFA website.

Walk- in for Finance non voice process for leading MNC in NCR, 1-3 years exp, Delhi/NCR, Delhi

Walk- in for Finance non voice process for leading MNC in NCR, 1-3 years exp, Delhi/NCR, Delhi: Acculogix Software Solutions India (P) Ltd. - S kills:- Shoud have experience in General Ledger, general Accounts, cash applications, Bank reconcilation. Should have good communication skills Should be flexible worki

CS with CA/ICWA /CFA as Financial Manager| Retail Apparels| Mumbai, 2-7 years exp, Mumbai

CS with CA/ICWA /CFA as Financial Manager| Retail Apparels| Mumbai, 2-7 years exp, Mumbai: New Era India Consultancy Pvt. Ltd. - Job Description   Focus Area · All financial and commercial operations. · To provide support to all company’s secretarial matters.   Purpose · To work closely with the CFO in providing financial expertise in support of all financial and se

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Tips to build a cohesive workforce

Can an engaged workforce take the organisation to great heights? Read on

Various researches have been conducted in the past and all of them have one thing in common, which is, if an organisation wants to sustain in the long run, it's essential to have an engaged workforce. Employee engagement should begin at the grass root level and must be maintained throughout.

"Employee engagement is the most critical metric for organisations as it reflects and drives organisational performance. Customer satisfaction, innovation, profitability, productivity and employee loyalty are the results of having an engaged, committed workforce. In times of uncertainty, organisations typically focus more on trimming operating expenses and not so much on managing their talent and engaging with their employees. However, smart leadership realises the need to identify long-term talent management strategies to remain viable, without losing sight of the fact that engaged employees make all the difference between surviving and thriving," says Sriram Rajagopal, vice president- HR, Cognizant.

In today's highly uncertain market environment, what distinguishes winning organisations is not much to do with their assets but their human capital. "'Doing more with less' does not mean conjuring higher levels of motivation out of thin air; it is about motivating employees to perform at their best by providing necessary resources and support. Managers must combine engagement (the use of motivational tools), with enablement (the act of providing employees with effective resources), in order to reach optimal levels of employee satisfaction and productivity. They must provide adequate training, support, and discretion to grow, and not hold employees back with excessive procedures, decision processes, lack of resources and overly narrow roles," says Mark Royal and Tom Agnew, authors of Enemy of Engagement.

According to a survey by HR Anexi, more than 32 per cent of the employees leave in the first 9-12 months as they feel a misfit in the organisation. Therefore, there is a need for employee engagement and its significance in the organisation. Employees feel engaged when the organisation enables them to achieve high levels of productivity. How then can employees contribute towards keeping themselves engaged? "The value of an organisation is its ability to harness the energies and talents of individuals and convert the collective effort into an exponential performance and the organisation as a best employer. At Standard Charted Bank, every individual is accountable for his or her own engagement; anyone with teams is expected to coach team members to higher levels of engagement and manage his or her own engagement," states Madhavi Lall, regional head -HR, India & South Asia, Standard Chartered Bank.

"Engagement and productivity go hand in hand. While organisations definitely need to work upon creating conditions that enhance employee engagement, since employee engagement is a ‘state of mind', the employees can also contribute towards keeping themselves engaged. This could be achieved by:

- Take charge of your own career and then seek support from other (managers, HR etc.) – You are primarily responsible for shaping your own career, others can only facilitate. Hence, you should be clear on what are your career goals and how do you want to achieve them;

- Maintain a good work-life balance – People carry their personal emotions/ state of mind to work. Personal contentment thus, contributes to engagement at work," opines P Dwarkanath, director – group human capital, Max India.

So what is the route to building a cohesive workforce? "There are several basic building blocks that create an environment for engagement – communication, career development, non-financial levers of engagement and motivation, and performance management. Focusing on these basics can have a profound impact on positive employee engagement and company performance," asserts Sunil Pathak, director – HR, Cadence Design Systems (India).

Getting an engaged workforce is not just about investing financially in employees through perks or pay hikes. It is about striking a new contract in which the organisation invests emotionally in its workforce. In exchange, employees make a similar emotional investment, pouring their ‘discretionary effort' into their work and delivering superior performance. The new contract says, "We'll make your job (and life) more meaningful. You give us your hearts and minds."

- Manoj Reddy

(This article is not my own opinions, I have taken this from some career site in internet.)

Positive Body Language Can Help Your Career

You might have been a good student back in college, but your boss might think differently about you today.  Your work ethic is good – you’re consistent and creative, but your boss doesn’t share the same sentiments… and this might all be because of your body language. Body language is very integral in building or destroying your career.

If you are currently completing an internship or you have a new job, employers tend to look for small details when evaluating the effectiveness of your performance, and this includes body language.

Your body language forms an impression to your employers. A smile or frown translates to an opinion. The employer asks themselves if you are likeable or if you can be trusted.  What the employer believes about you could be used as a yard stick to gauge your reputation. Body language can be used to determine if you are hard working, result oriented, slack, or lazy. If you are always fidgeting, yawning or staring at the widow when you are conversing with your boss, then this gives an impression that you are always distracted and you cannot concentrate for long periods.

You can effortlessly prevent these career hazards by simply putting positive body language to use.  This will remove any doubt from your employer and if he or she is to judge you, let it at least not be through body language because in most cases it is not always a true reflection of your personality.  You should always be enthusiastic and positive, which creates the feeling that you are charismatic.  This demonstrates to the employers that you are hard working and reliable, and this gives them a good impression about you. The key body language practices that you should put into consideration are simple to implement and most importantly will create the professional impression to help you succeed in your job.

Don’t forget to smile!

A smile is always welcoming, and it shows people your warmth and that you are friendly.  Even if your boss frowns at you, you just smile back. Portray a professional image that you approachable and welcoming

Remember the importance of eye contact

Making eye contact gives the impression that you are concentrating on what you are being told and you are more likely to execute the instructions with acute precision. Poor eye contact demonstrates a lack of confidence, immaturity and can be considered a demonstration of low self-esteem.

Listen and be interested

Finally, you should have a genuine interest on what you are being told. Don’t be afraid to ask questions to help improve your knowledge and understanding.

Avoid the career pitfall associated with negative body language. Negativity can easily be spotted around the office and will be remembered by management when the time comes for salary increases, promotions and recognition.

Download the book here

Launch of Post Graduate Programme in Financial Markets Full Time & Part Time For 2012-13‏

National Stock Exchange (NSE) & National Institute Of Financial Management (NIFM) Jointly Launch Post Graduate Programme in Financial Markets Full Time & Part Time For 2012-13

PGP-FM (Full Time)
Last Date to Apply: 25th June‘ 12 Eligibility: Graduation with at least 50% marks

PGEP-FM (Week end)
Last Date to Apply: 30th May‘ 12
Eligibility: Graduation with at least 50% marks + 2 Years of work experience

Please contact the following for more information:
Ms. Mansi / Mr. Mahesh
National Stock Exchange of India Limited (NSE)
4th Floor, Jeevan Vihar Building,
Parliament Street
New Delhi - 110001
Ph: 8447151477 / 9818537699, 011-49393057(D) / 49393000 Extn. 11057 / 11062
Email: pgpfm@nse.co.in
Website: www.nseindia.co.in/ www.nifm.ac.in

Technorati Tags: Finance Markets,Investment Banking,Equity Research,Mutual Funds,KPOs,Fixed Income,Behavioural Finance

Refund unclaimed deposits: RBI to banks

A surprise windfall might be waiting for you. The Reserve Bank of India has asked banks to locate and refund unclaimed deposits estimated at over Rs 1,700 crore to customers or their legal heirs.

Banks will have to publish the list of unclaimed deposits and inoperative bank accounts that are inactive/inoperative for 10 years or more on their websites.

The list, which has to be made available by 30 June 2012, will contain only the names of the account holder and his/her address as mentioned in the unclaimed deposits and inoperative accounts.

It will be updated on a regular basis. Banks will also have to provide a search option to discover unclaimed accounts held by individuals.

As in December 2010, Rs 1,723.24 crore in 1.03 crore non-operational accounts in different banks were lying unclaimed.

Source:

www.businesstoday.in

How recruiters look at your resume

How recruiters look at your resume:

In a study by TheLadders (of n equals 30), recruiters looked at resumes and make some judgments. During evaluations, eye tracking software was employed, and they found that the recruiters spent about six seconds on a resume looking for six main things: name, current company and title, previous company and title, previous position start and end dates, current position start and end dates, and education. After that, it was a crapshoot.

Beyond these six data points, recruiters did little more than scan for keywords to match the open position, which amounted to a very cursory "pattern matching" activity. Because decisions were based mostly on the six pieces of data listed above, an individual resume’s detail and explanatory copy became filler and had little to no impact on the initial decision making. In fact, the study’s eye tracking technology shows that recruiters spent about 6 seconds on their initial "fit/no fit" decision.

If I ever have to submit a resume, I'm just going to put those six things as bullets and then the rest will all be keywords in small, light print. It'll be like job search SEO.
Update: I've been told that TheLadder's reputation might be less than savory, and a quick search shows some in agreement, so it might be wise to sidestep the service. Instead, go with my awesome six-bullet advice and you're gold.
[via @alexlundry]

India Gate, New Delhi (India)