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#HRWord:#Rhetoric #Triangle 

In this Professional world it is very important to have good communication and Presentation Skills. What Matters more is How your Communicate. 

There are certain Ways which help us to improve one’s way to Present . Rhetoric Triangle is one of the tested and effective .

Rhetoric is defined in the Oxford English dictionary as, “The art of persuasive”

 Thus, the Rhetorical Triangle is a tool that helps you formulate your thoughts so you can clearly present your position in a persuasive way.

Master Yourself using this tool and people will clearly understand your message, and be heavily persuaded by your argument

It can be used for both written and verbal communication but is particularly applicable to written communication.

What is Rhetorical Triangle

The Rhetorical Triangle gives us three methods of persuasion. You could make an argument using just one of these methods, or you could combine any two methods, or even use all three methods of persuasion

1 Logos (Message)

Logos is the main body of your argument and is designed to appeal to reason. Using an appeal to logos you attempt to use facts, truths, and logic to appeal to the reason of your audience.

You are appealing to their intelligence with facts and supporting evidence to strengthen your position

2. Pathos (Audience)

Pathos is an appeal to your audience’s emotions. You could, for example, move your audience to want to feel young so as to get them to buy a cosmetics product. You could also move them to sadness so as to get them to donate to charity

3. Ethos(Speaker) 🎙️

Ethos is the speaker’s or writer’s credibility and authority to deal with the topic in question. For example, the ethos of your doctor comes from the years of training required to become a doctor. Because of these qualifications, you will listen to their opinion on particular subjects


To be effective a persuasive speech must do three things. First, it must identify you as trustworthy in your audience’s mind (ethos / speaker). Second, it must connect emotionally with the audience to move them to action (pathos / audience). Third, it must contain a logical and reasoned proposal or argument (logos / message).

By following the six steps above you can dramatically improve the chances of your next speech or writing assignment being both more persuasive and having a greater dramatic impact on your audience.

For Detailed Read refer the below link 👇

Rhetorical Triangle

Source : Expert program management

 
 

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#HR #Word :#Ethical #Penalty

#HR #Word :#Ethical #Penalty

Ethnic penalty in sociology is defined as the economic and non-economic disadvantages that ethnic minorities experience in the labour market compared to other ethnic groups


As an area of study among behavioral economists, psychologists, and sociologists, it ranges beyond discrimination to take non-cognitive factors into consideration for explaining unwarranted differences between individuals of similar abilities but differing ethnicities.

The concept of the ethnic penalty was first discussed by Oxford sociologist Anthony Heath and refined with greater specificity by another Oxford sociologist, Reza Hasmath and, recently, by another sociologist, Elyakim Kislev. 

Heath originally looked at the ethnic penalty by making comparisons between two groups in Britain, whites and blacks, noting that unemployment of black African men was twice as high as unemployment of white men. 

Using 2001 UK census data, Johnston et al. suggests that all ethno-religious groups in the UK experienced ethnic penalties in the labour market, with the exception of White British ethno-religious groups. Carmichael and Woods additionally show that “the penalties paid vary considerably between the minority groups” studied, in the case of black, Indian, Pakistani, and Bangladeshi workers in the United Kingdom. Simpson, Purdam, Tajar, et al. also found that this differs between UK-born members of an ethnic minority and those of the same ethnicity born abroad – UK-born males are more likely to be unemployed than males from overseas, while UK-born women “tend to do better in the labour market than their overseas-born counterparts”.

Beyond this, Simpson et al. confirmed that this disadvantage is not tied to “concentration of ethnic minorities in deprived areas”; those of an “ethnic minority were still twice as likely to be unemployed than their White counterparts… even in areas that are predominantly White”. Recent research has explored the possibility of a “double penalty” which considers the interaction effects of ethnicity and gender.

Reza Hasmath concludes that exclusionary discrimination is not the only potential explanation for ethnic penalties. Conditions such an individual’s social network, a firm’s working culture, and a community’s social trust should be strongly factored.

 Silberman and Fournier, in their investigation of ethnic penalty in France, also highlight that an employer may not necessarily wish themselves to discriminate, but that they may be pressured by “a given company’s employees or a customer wishing to have nothing to do with an individual with this or that characteristic”.

Elyakim Kislev’s work divides the ethnic penalty into four components:

1. Individual characteristics, 

2.Country characteristics, 

3.The social environment in host country, and 

4.The policy environment in host country. 

Kislev shows that the main reasons for immigrants’ disadvantage in terms of labor force participation and household income are both origin and host country characteristics, while the effects of ethnic origins, social exclusion, and policies are weaker. However, ethnic origins and social exclusion actually play a central role in determining unemployment of immigrants.

The above Theory may somewhat Relate to Indian Labour market, Considering the Multi Cultural & Regional Demographic. In Few industries Regional Language is a Barrier, otherwise Skill competency always is a Priority.

 
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Posted by on September 29, 2017 in HR Word of The Day, Uncategorized

 

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#HR#Word:#Acqui-#Sourcing &#Acqui-#Hiring

Acqui-sourcing meaning (acquisition + sourcing) translates to sourcing for acquisition; is a newly coined term, word or phrase, that is in the process of entering common use.

 Acquisourcing is a solution for companies that are interested in acqui-hiring ( Refer Wiki Link).  There is a school of thought that as demand increases  for talent (especially technical talent) it becomes harder and harder to recruit (acquire) that talent.

 Some companies are turning to a technique called [acquihiring] wherein they acquire whole workforces by purchasing a company just to acquire that company’s workforce. Many times product lines and market verticals are discarded in this process – the (only) objective being to acquire a talented workforce. acqui-hiring (acquisition + hiring) translates to hiring by acquisition. 

Acquisourcing is the function of searching out (sourcing) those companies to be purchased (specifically for their workforces) by identifying and speaking with their owners about their willingness to be acquired by another company. It is new terminology in the recruiting, market development, competitive intelligence and mergers & acquisitions (M&A) space.

One feature that is driving acquihiring and the need for acquisourcing is the desire to acquire whole teams inside companies because there is recognition emerging that development efforts are many times enhanced by a team that already works well together. 

Acquisourcing is a process that identifies a potential acquisition candidate followed by a live approach to the owner(s) with an inquiry as to their interest in being acquired by (or partnering with) another company.

Source : Wiki

 
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Posted by on September 28, 2017 in HR Word of The Day, Uncategorized

 

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#HR#Word: #Host#Country #Effect

Host country effect is the change that a company has to adopt in terms of hr practices, legal bindings, business policies etc when it sets up its business in another country or the host country.


Host country is the country where a multinational company establishes its subsidiaries to grow its business.

Every country has its own culture and legal bindings which shapes the business operations in that country.

 A company formulates its strategy based on the origin country. If a company expands its business in other countries, it has basically 3 strategic choices to adopt: Ethnocentric, Polycentric and Geocentric

Human resource management system is largely influenced by the host country culture, practices and legal bindings.


The 3 strategic choices are explained below in terms of human resource management:

Ethnocentric: Here the company does not changes its workforce as well as keep its practices and culture same as parent country. Here the employees are of the parent country origin and are called as expatriates in the host country. In this strategic approach, it becomes easy for the company to maintain integration of operations to the headquarters in the parent country.

Polycentric: In this strategic choice, the company in host country hires employees of the same country. It saves them cost that they spend on expatriates. This approach helps better to understand the culture of host country. There could be some officers in the top management in host country which could be expatriates but majorly the workforce is of host country.

Geocentric: This strategic choice is used by multinational companies when they do not care about the origin country of the employees while hiring them. The employees are hired based upon their skills, talent and suitability to the role. 

Maintaining the integration among the businesses may be difficult but it leads to high productivity and creating a global culture.

  • Some of the countries adopt hybrid structure and human resource practices. The host country generally have different legal influence and culture effecting the MNCs. For management of human resources of the host country, MNCs have to infuse the local practices
 
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Posted by on May 9, 2017 in HR Word of The Day

 

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#HR #Word:P-O #Fit (#Person-#Organization #Fit)

Using Person-Organization Fit In Selection

Imagine a situation in which an individual has found an occupation that suits his needs, works for a pleasant supervisor, and receives a competitive wage and benefits. 

While this may sound like a storybook tale, if we further consider that the same individual enjoys working in teams, is excited by working to meet challenging goals, and cherishes the opportunity to make important decisions without asking for approval, all of which his organization does not foster, suddenly our storybook tale has taken a turn for the dark side: now our protagonist is unhappy, underperforming, and surfing the internet for a new place to work.

What is Person-Organization Fit?

Person-Organization fit (P-O fit) is a concept that goes back many years, and is generally defined as compatibility between employees and their organizations. Compatibility can result from one party supplying a need of the other party, similar values across parties, or both. Researchers have found meaningful relationships with P-O fit as a predictor of work attitudes, job performance, and turnover.

Why is P-O Fit Important?

The general idea behind the importance of P-O fit is based on the attraction-selection-attrition (A-S-A) theory. 

According to the A-S-A theory, individuals are attracted to organizations with similar values and organizations tend to hire such individuals during the selection process. Finally, attrition becomes important as the employee sees first-hand the extent to which he or she is actually congruent with the organization, leading to a choice to either continue working for or leave the company.

What does P-O Fit Predict?

As mentioned previously, P-O fit has demonstrated relationships with three very important outcomes:

  • Work attitudes
  • Turnover
  • Job Performance

While each of the three aforementioned outcomes is related to P-O fit, these relationships vary in magnitude; the strongest relationships are listed first.

  • Work attitudes – The link between P-O fit and work attitudes is the strongest and most robust: the more an individual fits with the organization, the more likely he or she is to display higher levels of job satisfaction and organizational commitment.
  • Turnover – Considering the high cost of turnover, this relationship is very important to the bottom line. It seems obvious, but individuals do not enjoy working for companies that do not align well with their personal values and often leave as a result.
  • Job Performance – When individuals do not feel they fit well with the organization, it often has negative effects on the effort they put forth at work, leading to lower levels of job performance. Researchers have found P-O Fit to relate to both task performance (performance on tasks required of the job) and contextual performance (performance on tasks outside of those required by the job, like Organizational Citizenship Behaviors).

Implications for Practice

With the relationship between P-O fit and important work outcomes firmly established, the question becomes, how can organizations leverage this knowledge?

Unfortunately, as it is currently conceptualized, P-O fit cannot be taught. The values and interests individuals have when they join an organization are longstanding, and will likely not change much as a result of employment.

The alternative option is to look for applicants who match the company and bring them aboard to increase overall fit. This option is gaining in popularity in the last few years and will likely continue on that trend.

To bring people aboard who match the organization, a P-O fit test, interview, or other form of selection tool will likely need to be implemented

Several consulting firms are available to aide in this type of selection.

Going back to our initial example, let’s say our fictions organization implemented a screening tool to help choose the right people for the organization. As a result, the organization hires a different employee, one who prefers to work individually, is partial to working towards less optimistic goals, and would rather fall back on management when making important decisions. Now the organization and employee fit very well and stay together for a long time, perhaps living happily ever after

David Daly  DeGarmo ( Pristinely

This was a summary of the research and practice implications from: Arthur Jr., W., Bell, S. T., Villado, A. J., & Doverspike, D. (2006). The use of person-organization fit in employment decision making: An assessment of its criterion-related validity. Journal of Applied Psychology, 91, 786-801.

 
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Posted by on May 7, 2017 in HR Word of The Day

 

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#HR #Word:#Golden #Parachute

golden parachute is an agreement between a company and an employee (usually a high level executive) that provides significant financial benefits to the employee upon termination.

. Golden parachutes are usually reserved by the enterprise for the top level management executive of the organization.

The benefits package mostly consists of a list of specific terms that tells us what the terminated employee will get. 

Golden parachute works in way when an employee is offered a top level executive position in the firm, the contract will usually include a golden parachute clause. The clause clearly states the amount of the severance pay, cash bonuses and stock options that he would get. It is also mentioned the condition under which a golden parachute is applicable. 

The term golden parachute might seem like more towards in employee’s favor like termination is good news. While golden parachutes have benefited the individuals and organizations, but they have also created various controversies.

Following are few advantages of golden parachute:-

1. Reward the Risk takers- Executives are nervous about the fact that any wrong decision might result in losing their current jobs, so it provides cover for such issues. Management needs leaders who are bold enough to take risks and succeed.

2. Reduces probability of takeovers- Golden parachutes reduces the probability of hostile takeovers as the other companies find hostile takeovers less appealing as they would be responsible for the expensive termination packages.

3. Finding executives become easy- The golden parachute is one of the unique selling points in attracting applicants for high level job vacancies. Executives need some kind of security if they are looking to work in an enterprise which has high probability of being acquired by some other firm.

4. Facilitate more amicable severances- Usually when an employee is fired, some tend to retaliate by going against the employer by threatening them to sue or disclose sensitive information. Under this they would part ways without either party feeling anything bad against each other.

5. Removal of conflict- During a merger, an executive may willingly delay or sabotage the efforts as he might be afraid of losing his job. The golden parachute guarantees their compensation, so they may be objective about the evaluation of the merger.

 
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Posted by on April 28, 2017 in HR Word of The Day

 

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#HR Word:#Golden #Handcuffs

Golden handcuffs, a phrase first recorded in 1976, refers to financial allurements and benefits that have the objective to encourage highly compensated employees to remain within a company or organization instead of moving from company to company (or organization to organization) 

Golden Handcuff is financial incentive & other benefits offered to key employee as measure to retain them in the organization.

 Golden Handcuff is a method of motivating the employee into staying in the job because of his/her expertise for the company.

Golden handcuff cab be offered in various ways

– Different contractual arrangements

Employer sign contract with individual employee which will give him certain special benefits. These contracts are tailored made for each employee.

-Employee Stock Option

These are long term stock option given to high performing employee which are exercised after certain predetermined period of employee service.

Golden Handcuff as the name suggest are similar to parrot in golden cage. Though financial benefits are lucrative, these are mostly deferred payments. These can be encashed if employee stays with the organization for sufficiently long period of time. In this way employer ensures employee stays with carrot of long term gain.

 

Penalty for early exist by employees

In case employee leave company after agreeing to contract of golden handcuff, there is penalty clause in these contracts. Penalty clause could be end of employment or leaving stock options offered.

Golden Handcuff on one hand offer big financial benefits such as stock options and on other side bind employee by non-compete clause ,non-disclosure agreement.

Also financial gains offered are available after sufficiently long period. Golden handcuff in this way offers no immediate lucrative financial gain but if employee retains for long period and performs well, he can gain from golden handcuff.

 
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Posted by on April 27, 2017 in HR Word of The Day

 

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