On the way to parent hood, figuring out new things
http://fatherhood.about.com/od/newdadsresources/tp/newdadtips.htm
Thursday, November 16, 2006
Thursday, October 05, 2006
Help - Birth
http://www.whathappensnow.com/sec_item.cfm?sec_uid=9632841e-c277-4fe4-a042-f0897acd62bf&cat=LIF&event_id=50&sec=HC
http://www.whathappensnow.com/sec_item.cfm?sec_uid=9632841e-c277-4fe4-a042-f0897acd62bf&cat=LIF&event_id=50&sec=HC
Help - Birth
The following is a checklist of items you may need to bring to the hospital for the labor and birth and for the expectant mother, family and newborn baby. |
Print out this list in a form.
- Documents
- Your birth or labor plan, if you have one
- Your health insurance card and hospital paperwork, if needed
- Your driver's license or photo I.D.
- Address and phone book to contact family members
WHN TIP: Some hospitals do not allow cell phones, so it’s important to make a list of numbers before you go - A phone card and quarters, since you may not be able to use your cell phone.
-
- Insurance company's phone number to add the baby to your policy
- Manila envelope or folder to keep loose paperwork together
- Paper and pens/pencils (to write down questions or notes for hospital staff)
- Camera, film, video camera
WHN TIP: Remember to check with hospital about photo and video policies. - Comfort items
- Bring a book and/or magazine to read to pass the time
- Bring your own pillow(s)
- Bring your own large towel (or two) for showering. Some hospitals only supply small towels. Consider bringing dark-colored towels, in case of stains.
- Baseball hat (or any hat) for hair, in case it’s a while before you get to wash it.
- A comfy robe and jammies. You may be walking the hallways.
- Consider bringing two or three front-opening nightgowns.
WHN TIP: Bring an old gown for labor. - Choose gowns with shorter sleeves so staff can easily check your blood pressure. Cotton material tends to breathe the best.
- Extra pairs of maternity underwear, nursing bras and pads.
- Extra set of comfy, loose clothes and shoes to wear when you leave the hospital. (You’ll still feel a bit pregnant.)
- Family photos
- Favorite music or radio
- Mints, hard candy (to help with dry mouth)
- Slippers and socks
- Snacks (for you and your partner), water bottles
- A watch with a second hand to time contractions
- Toiletries
- Deodorant
- Eye glasses/contact cases and solution
- Facial sponge to use before and during labor
- Hairbrush, comb, hair ties and clips
- Lip balm (for chapped lips)
- Make-up
- Massage oils or lotion, tennis balls (for a massage)
- Maternity pads
- Necessary medications
- Shampoo/conditioner
- Soap/body wash
- Toothbrush, toothpaste
- Extra set (or two) of comfy clothes
- Eye glasses/contact cases and solution
- Medications
- Pajamas, robe, slippers
- Quarters for phone calls, parking and vending machines
- Small amount of money to buy anything birthing mom may need
- Snacks and beverages
- Toiletries (shampoo, deodorant, toothbrush, toothpaste, etc.)
- Coloring books and crayons
- Books
- Stuffed animals, toys
- Snacks and beverages
- Other special needs items: medications, toiletries, etc.
- Gift for the baby (chosen by the big brother/sister)
- Gift from mom or partner for the big brother/sister (to help with jealousy)
- Baby book (hospital staff may be able to put baby's footprints in the book for you)
- Baby nail clippers (newborns have longer nails, so they may be able to scratch themselves)
- Booties
- Cans/bottles of formula
- A car seat (this is required by law)
- Going-home outfit and undershirt
- Hat
- Jacket (if cool weather or winter)
- Newborn diapers
- Outside blanket (extra warm one for winter)
- Receiving blanket
- Wipes
- Jewelry
- Any important valuables
- Lots of credit cards or cash. Instead, take one card or a small amount of necessary cash.
Have advice on what to bring to the hospital? Head to Stories and share tips with others.
Looking for more information? Visit our Be Prepared, Articles and Links sections for more tips and adviceThursday, September 28, 2006
Leading at a Higher Level: Is Your Organization High Performing?
(http://www.informit.com/articles/article.asp?p=605375&seqNum=1&rl=1)
(http://www.informit.com/title/0131443909)
* By Ken Blanchard.
* Sample Chapter is provided courtesy of Prentice Hall.
* Date: Sep 22, 2006.
Marksmen will tell you that if you’re going to aim for a target, you should go for the bull’s-eye. The reason for that is if you miss the bull’s-eye, you’re still on the target. But if all you do is aim for the target and you miss, you’re nowhere. Don Shula, who coauthored Everyone’s a Coach with Ken Blanchard, always told his Miami Dolphins football team that the target they were aiming at was to win every game. Was that possible? Obviously not, but if you don’t shoot for excellence, you never have a chance of getting there. That’s probably why Don Shula’s teams won more football games than those of any coach in the history of the NFL and why his 1972 Dolphins is still the only team in history to go undefeated for an entire season. So the target you aim for has a lot to do with your performance.
Wall Street and the pressures of business today make many people think that the only target that counts is financial success. Yet few, if any, businesspeople would want their epitaph to include their company’s bottom line—their stock price or profit margin. They might, however, want people to remember their contribution to the creation of a high performing organization.
Those who want to lead at a higher level need to understand what a high performing organization looks like and what is necessary to create one. They need to aim for the right target.
The Right Target: The Triple Bottom Line
In high performing organizations, everyone's energy is focused on not just one bottom line, but three bottom lines—being the provider of choice, the employer of choice, and the investment of choice. This triple bottom line is the right target and can make the difference between mediocrity and greatness.1 The leaders in high performing organizations know that their bottom line depends on their customers, their people, and their investors. These leaders realize the following:
Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.
Provider of Choice
Being the provider of choice is becoming increasingly more challenging. Competition is fierce as new competitors emerge unexpectedly. Customers are more demanding with many more options at their fingertips. They expect to get what they want when they want it, and they want to have it customized to suit their needs. The world has changed in such a way that today the buyer, not the seller, is sitting in the driver's seat. These days, nobody has to convince anybody that the customer reigns. People are realizing that their organizations will go nowhere without the loyalty and commitment of their customers. Companies are motivated to change when they discover the new rule:
If you don't take care of your customers, somebody else will.
In Raving Fans®: Satisfied Customers Are Not Enough, Sheldon Bowles and Ken Blanchard argue that to keep your customers today, you can't be content just to satisfy them; you have to create raving fans. They describe raving fans as customers who are so excited about how you treat them that they want to tell everyone about you; they become part of your sales force. Let's look at a simple yet powerful example.
What's the most common wake-up call that you get in a hotel in America today? The phone rings at the allotted hour, but when you pick it up, no one is there. At least they got the machine to call your room at the designated hour. The second most common wake-up call greets you with a recording. But again, no one's there. Today if you pick up the phone on a wake-up call and there's a human being on the other end of the phone—someone you can actually talk to—you hardly know what to say. A while back, one of our colleagues was staying at the Marriott Convention Hotel in Orlando. He asked for a 7:00 wake-up call. When the phone rang and he picked it up, a woman said, "Good morning; this is Teresa. It's 7:00. It's going to be 75 and beautiful in Orlando today, but your ticket says you're leaving. Where are you going?"
Taken aback, our colleague stammered, "I'm going to New York City."
Teresa said, "Let me look at the USA Today weather map. Oh, no! It's going to be 40 degrees and rainy in New York today. Can't you stay another day?"
Now where do you think our colleague wants to go when he gets to Orlando? He wants to go to the Marriott so that he can talk to Teresa in the morning! Raving fans are created by companies whose service far exceeds that of the competition and even exceeds customer expectations. These companies routinely do the unexpected and then enjoy the growth generated by customers who have spontaneously joined their sales force.
Employer of Choice
Being the employer of choice is equally challenging. With highly mobile, competent workers in demand, employers must find ways to attract and keep their best people. Good pay is no longer the only answer. It is true that some competent workers will go elsewhere for a higher wage; however, today’s workers generally want more. They seek opportunities where they feel like their contributions are valued and rewarded—where they are involved and empowered, can develop skills, can see advancement opportunities, and can believe they are making a difference.
You will get little argument today if you tell managers that people are their most important resource. Some even argue that the customer should come second, because without committed and empowered employees, a company can never provide good service. You can’t treat your people poorly and expect them to treat your customers well.
Several years ago, a friend of ours had an experience in a department store that illustrates this point well. He normally shops at Nordstrom but found himself in a competitor’s store. Realizing that he needed to talk to his wife, he asked a salesperson in the men’s department if he could use their telephone. "No!" the salesperson said.
He said, "You have to be kidding me. You can always use the phone at Nordstrom."
The salesperson said, "Look, buddy! They don’t let me use the phone here. Why should I let you?"
People who are treated poorly tend to pass that attitude on to their customers.
Another reason that your people are so important today is because these days your organization is evaluated on how quickly it can respond to customer needs and problems. "I’ll have to talk to my boss" doesn’t cut it anymore. Nobody cares who the boss is. The only people customers care about are the ones who answer the phone, greet them, write up their order, make their delivery, or respond to their complaints. They want top service, and they want it fast. That means you need to create a motivating environment for your people and an organizational structure that is flexible enough to permit them to be the best that they can be.
Investment of Choice
Growing or expanding requires investment, regardless of whether the company is publicly owned, privately held, government, or nonprofit. All organizations require funding sources, through stock purchases, loans, grants, or contracts. To be willing to invest, people must believe in the organization’s viability and performance over time. They need to have faith in the leadership, the quality of the people, the product and services, the management practices, and the resilience of the organization.
If the financial success of an organization is a function of revenue minus expenses, you can become more sound financially by either reducing costs or increasing revenues. Let’s look at costs first, because in today’s competitive environment, the prize goes to those who can do more with less. More organizations today are deciding that the only way for them to be financially effective is to downsize. There’s no doubt that some personnel reduction is necessary in large bureaucracies where everyone just has to have an assistant, and the assistant has to have an assistant. Yet downsizing is an energy drain, and it’s by no means the only way to manage costs.
There’s a growing realization that another effective way to manage cost is to make all your people your business partners. For instance, in some companies, new people can’t get a raise until they can read their company’s balance sheet and understand where and how their individual efforts impact the company’s profit-and-loss statement. When people understand the business realities of how their organization makes and spends money, they are much more apt to roll up their sleeves and help out.
Traditionally, managers have been reluctant to share financial information. Yet these days, many organizations are responding with open book management. That’s because they realize the financial benefits that come from sharing previously sensitive data. For example, in working with a restaurant company, one of our consulting partners was having a hard time convincing the president of the merits of sharing important financial data with employees. To unfreeze the president’s thinking, the consulting partner went to the firm’s largest restaurant one night at closing time. Dividing all the employees—cooks, dishwashers, waiters, waitresses, bus people, hostesses—into groups of five or six, he asked them to come to an agreement about the answer to a question: "Of every sales dollar that comes into this restaurant, how many cents do you think fall to the bottom line—money that can be returned to investors as profit or reinvested in the business?"
The least amount any group guessed was 40 cents. Several groups guessed 70 cents. In a restaurant, the reality is that if you can keep 5 cents on the dollar, you get excited—10 cents, and you’re ecstatic! Can you imagine the attitude among employees toward such things as food costs, labor costs, and breakage when they thought their company was a money machine? After sharing the actual figures, the president was impressed when a chef asked, "You mean, if I burn a steak that costs us 6 dollars and we sell it for 20, at a 5 percent profit margin, we have to sell six steaks for essentially no profit to make up for my mistake?" He already had things figured out.
If you keep your people well informed and let them use their brains, you’ll be amazed at how they can help manage costs.
What about revenues? If you develop committed and empowered people who create raving fan customers, you can’t help but increase your revenues. Why? Because raving fan customers want to brag about you. They become part of your sales force or PR department, which increases your sales and/or visibility and makes your organization more attractive as an investment. Now you are a leader of a high performing organization.
(http://www.informit.com/articles/article.asp?p=605375&seqNum=1&rl=1)
(http://www.informit.com/title/0131443909)
* By Ken Blanchard.
* Sample Chapter is provided courtesy of Prentice Hall.
* Date: Sep 22, 2006.
Marksmen will tell you that if you’re going to aim for a target, you should go for the bull’s-eye. The reason for that is if you miss the bull’s-eye, you’re still on the target. But if all you do is aim for the target and you miss, you’re nowhere. Don Shula, who coauthored Everyone’s a Coach with Ken Blanchard, always told his Miami Dolphins football team that the target they were aiming at was to win every game. Was that possible? Obviously not, but if you don’t shoot for excellence, you never have a chance of getting there. That’s probably why Don Shula’s teams won more football games than those of any coach in the history of the NFL and why his 1972 Dolphins is still the only team in history to go undefeated for an entire season. So the target you aim for has a lot to do with your performance.
Wall Street and the pressures of business today make many people think that the only target that counts is financial success. Yet few, if any, businesspeople would want their epitaph to include their company’s bottom line—their stock price or profit margin. They might, however, want people to remember their contribution to the creation of a high performing organization.
Those who want to lead at a higher level need to understand what a high performing organization looks like and what is necessary to create one. They need to aim for the right target.
The Right Target: The Triple Bottom Line
In high performing organizations, everyone's energy is focused on not just one bottom line, but three bottom lines—being the provider of choice, the employer of choice, and the investment of choice. This triple bottom line is the right target and can make the difference between mediocrity and greatness.1 The leaders in high performing organizations know that their bottom line depends on their customers, their people, and their investors. These leaders realize the following:
Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.
Provider of Choice
Being the provider of choice is becoming increasingly more challenging. Competition is fierce as new competitors emerge unexpectedly. Customers are more demanding with many more options at their fingertips. They expect to get what they want when they want it, and they want to have it customized to suit their needs. The world has changed in such a way that today the buyer, not the seller, is sitting in the driver's seat. These days, nobody has to convince anybody that the customer reigns. People are realizing that their organizations will go nowhere without the loyalty and commitment of their customers. Companies are motivated to change when they discover the new rule:
If you don't take care of your customers, somebody else will.
In Raving Fans®: Satisfied Customers Are Not Enough, Sheldon Bowles and Ken Blanchard argue that to keep your customers today, you can't be content just to satisfy them; you have to create raving fans. They describe raving fans as customers who are so excited about how you treat them that they want to tell everyone about you; they become part of your sales force. Let's look at a simple yet powerful example.
What's the most common wake-up call that you get in a hotel in America today? The phone rings at the allotted hour, but when you pick it up, no one is there. At least they got the machine to call your room at the designated hour. The second most common wake-up call greets you with a recording. But again, no one's there. Today if you pick up the phone on a wake-up call and there's a human being on the other end of the phone—someone you can actually talk to—you hardly know what to say. A while back, one of our colleagues was staying at the Marriott Convention Hotel in Orlando. He asked for a 7:00 wake-up call. When the phone rang and he picked it up, a woman said, "Good morning; this is Teresa. It's 7:00. It's going to be 75 and beautiful in Orlando today, but your ticket says you're leaving. Where are you going?"
Taken aback, our colleague stammered, "I'm going to New York City."
Teresa said, "Let me look at the USA Today weather map. Oh, no! It's going to be 40 degrees and rainy in New York today. Can't you stay another day?"
Now where do you think our colleague wants to go when he gets to Orlando? He wants to go to the Marriott so that he can talk to Teresa in the morning! Raving fans are created by companies whose service far exceeds that of the competition and even exceeds customer expectations. These companies routinely do the unexpected and then enjoy the growth generated by customers who have spontaneously joined their sales force.
Employer of Choice
Being the employer of choice is equally challenging. With highly mobile, competent workers in demand, employers must find ways to attract and keep their best people. Good pay is no longer the only answer. It is true that some competent workers will go elsewhere for a higher wage; however, today’s workers generally want more. They seek opportunities where they feel like their contributions are valued and rewarded—where they are involved and empowered, can develop skills, can see advancement opportunities, and can believe they are making a difference.
You will get little argument today if you tell managers that people are their most important resource. Some even argue that the customer should come second, because without committed and empowered employees, a company can never provide good service. You can’t treat your people poorly and expect them to treat your customers well.
Several years ago, a friend of ours had an experience in a department store that illustrates this point well. He normally shops at Nordstrom but found himself in a competitor’s store. Realizing that he needed to talk to his wife, he asked a salesperson in the men’s department if he could use their telephone. "No!" the salesperson said.
He said, "You have to be kidding me. You can always use the phone at Nordstrom."
The salesperson said, "Look, buddy! They don’t let me use the phone here. Why should I let you?"
People who are treated poorly tend to pass that attitude on to their customers.
Another reason that your people are so important today is because these days your organization is evaluated on how quickly it can respond to customer needs and problems. "I’ll have to talk to my boss" doesn’t cut it anymore. Nobody cares who the boss is. The only people customers care about are the ones who answer the phone, greet them, write up their order, make their delivery, or respond to their complaints. They want top service, and they want it fast. That means you need to create a motivating environment for your people and an organizational structure that is flexible enough to permit them to be the best that they can be.
Investment of Choice
Growing or expanding requires investment, regardless of whether the company is publicly owned, privately held, government, or nonprofit. All organizations require funding sources, through stock purchases, loans, grants, or contracts. To be willing to invest, people must believe in the organization’s viability and performance over time. They need to have faith in the leadership, the quality of the people, the product and services, the management practices, and the resilience of the organization.
If the financial success of an organization is a function of revenue minus expenses, you can become more sound financially by either reducing costs or increasing revenues. Let’s look at costs first, because in today’s competitive environment, the prize goes to those who can do more with less. More organizations today are deciding that the only way for them to be financially effective is to downsize. There’s no doubt that some personnel reduction is necessary in large bureaucracies where everyone just has to have an assistant, and the assistant has to have an assistant. Yet downsizing is an energy drain, and it’s by no means the only way to manage costs.
There’s a growing realization that another effective way to manage cost is to make all your people your business partners. For instance, in some companies, new people can’t get a raise until they can read their company’s balance sheet and understand where and how their individual efforts impact the company’s profit-and-loss statement. When people understand the business realities of how their organization makes and spends money, they are much more apt to roll up their sleeves and help out.
Traditionally, managers have been reluctant to share financial information. Yet these days, many organizations are responding with open book management. That’s because they realize the financial benefits that come from sharing previously sensitive data. For example, in working with a restaurant company, one of our consulting partners was having a hard time convincing the president of the merits of sharing important financial data with employees. To unfreeze the president’s thinking, the consulting partner went to the firm’s largest restaurant one night at closing time. Dividing all the employees—cooks, dishwashers, waiters, waitresses, bus people, hostesses—into groups of five or six, he asked them to come to an agreement about the answer to a question: "Of every sales dollar that comes into this restaurant, how many cents do you think fall to the bottom line—money that can be returned to investors as profit or reinvested in the business?"
The least amount any group guessed was 40 cents. Several groups guessed 70 cents. In a restaurant, the reality is that if you can keep 5 cents on the dollar, you get excited—10 cents, and you’re ecstatic! Can you imagine the attitude among employees toward such things as food costs, labor costs, and breakage when they thought their company was a money machine? After sharing the actual figures, the president was impressed when a chef asked, "You mean, if I burn a steak that costs us 6 dollars and we sell it for 20, at a 5 percent profit margin, we have to sell six steaks for essentially no profit to make up for my mistake?" He already had things figured out.
If you keep your people well informed and let them use their brains, you’ll be amazed at how they can help manage costs.
What about revenues? If you develop committed and empowered people who create raving fan customers, you can’t help but increase your revenues. Why? Because raving fan customers want to brag about you. They become part of your sales force or PR department, which increases your sales and/or visibility and makes your organization more attractive as an investment. Now you are a leader of a high performing organization.
Wednesday, August 30, 2006
Tips for an effective Presentation
We have a lot of thoughts that we wish to express when making a presentation. Lets keep in mind that the everybody in the room may not have the same understanding as you. We follow coding standards, the same way lets follow some structured way of presentation so that it will be clear on the presentation will proceed.
These are suggested guidelines while making a presentation.
1) Overview of the presentation - What/Why/How about the presentation.
2) Agenda of the presentation - Outline the topics that will be covered in the presentation
3) Architecture/Block diagram - How does this module interact with the rest of the world ?
4) Inter module interaction - How do the blocks inside the module communicate with each other ?
5) Details about each block .
We have a lot of thoughts that we wish to express when making a presentation. Lets keep in mind that the everybody in the room may not have the same understanding as you. We follow coding standards, the same way lets follow some structured way of presentation so that it will be clear on the presentation will proceed.
These are suggested guidelines while making a presentation.
1) Overview of the presentation - What/Why/How about the presentation.
2) Agenda of the presentation - Outline the topics that will be covered in the presentation
3) Architecture/Block diagram - How does this module interact with the rest of the world ?
4) Inter module interaction - How do the blocks inside the module communicate with each other ?
5) Details about each block .
Wednesday, August 16, 2006
This document is a guideline for filing (spouse) H4 Visa. It covers details like the documents required, photograph requirements, visa fees and the questions that may be asked at the consulate.
Disclaimer: The details are compiled from multiple websites; the intent is to consolidate the information at one place. To the best of my knowledge none of the content below is copyrighted. Before reading this document you agree that you are entirely responsible for anything that happens to you/around you before/during/after reading this document. Confirm all the details from the consulate before applying for the visa.
Documents
• TTS Web Appointment
• Orginal H-1B Approval Notice (I-797)
• Copy of H-1B Petition (I-129)
• Visa Application Form DS-156 for Spouse
• Marriage Certificate
• Marriage Photographs
• Original + Copy of Imran's Passport.
• DD for Vissa Issuance
• DD for Vissa Application
• Employment Verification Letter(deputation Letter)
• spouse passport (name of spouse should be endrossed on both passports)
• 1 photo of spouse measuring 2" X 2" , digital with white background front view)
• Visa drafts (office arranges)
• Covering letter (office provides) cash for tts courier
Optional
• Bank Statement (imran)
• Salary Stubs (imran)
• W-2 form (imran)
Site: path2usa.com/h4.doc
• Documents required for dependent visa (H4/L2/F2/M2/J2):
• Completed visa application along with the applicable draft amount.
• Original and valid Passport.
• 2 recent color photograph, (2x2 inches or 50x50 mm) for each applicant showing full face, preferably without head covering, and with a light background. Always keep some extra photos with you.
• Your original marriage certificate.
• 4-5 marriage photographs. All the snaps must be very clear and easy to identify both the bride, and the bridegroom. Photographs showing some marriage rituals are must.
• **Example : Few photographs around the agni ceremony.
• A copy of of each sides marriage invitation card.
• A copy of your spouse's H1 visa and passport. (This is required for H4 visa only. If you are applying for F2/M2/J2 visa then you are required to show your spouses I-20 form copy instead.) Similarly for L2 visa the copy of your spouse's L1 approval.
• Spouse's, employment verification letter. See the sample.
• Demand draft for visa application Fee.
• Demand draft for visa issuance Fee.
• See more details at US consulate Delhi , website.
• For current visa fees rate, visit:
• -Current Visa Fee?
• Note: All visa payments should be in the form of demand draft, made
• payable to the American Consulate General, (Mumbai/ Delhi/ Chennai/
• Calcutta which ever is applicable)
Tips:
• If you are applying for your visa along with your spouse, who is
• applying for H1 simultaneously, then submit both your applications together.
• It is advisable to get your ECNR checked on your passport beforehand.
• It is advisable to get your spouse's name endorsed on your passport beforehand.
• If after marriage your last name has changed, then it's better to endorse the change in your passport beforehand. Otherwise you will have to continue your maiden name here.
• Upon receiving your visa, carefully check for any kind of mistakes
• like name, date of birth, type of visa, validity date, etc.
[Your Company Letter Head]
To Whom It May Concern:
Dear Sir/Madam,
This is to certify that Mr. [First Name] [Last Name] is an employee at
[Employer 's Company Name] and as working as a [Designation] since
[Date with year] .
[His/Her] current gross salary is USD [xx,0000] [In words] per annum.
If you have question regarding his/her employment, please contact our
office at [office HR Phone Number].
Yours Sincerely,
[Signature of Person issuing certificate]
[ Manager- HR] or [Designation]
Date : [Date of issuing certificate]
Site: http://usembassy.state.gov/delhi.html/wwwhnivdep.html
Dependent Visas: H-4, L-2
• Applicants for the related dependent visas, H-4 and L-2 visas, should submit:
• all the required documents for any non-immigrant visa
• Your marriage registration certificate, and an original birth certificate for each child
• Your wedding invitation and wedding ceremony photos
• All 36 pages of the principal applicant's passport (if not applying with principal applicant). If a copy of the passport is submitted, it should be a GOOD copy and the photo must be clearly identifiable
• A letter from the spouse's employer confirming continued employment
• Copy of the principal applicant's I797, I129 and LCA
• Copy of the principal applicant's work experience letters
• Copy of the principal applicant's letter of offer from the US company
• Pay stubs from principal applicant's current place of work and income tax return.
• The Embassy cannot accept documents received directly from the company by mail or fax. If confidentiality is of concern, the applicant should bring the documents to the Embassy in a sealed envelope. The Embassy will not make this information available to anyone and will respect the confidentiality of the information.
Documents Required For A Non-Immigrant Visa
• The following documents are mandatory for any application being made:
• A fully completed and signed Visa Application Form DS-156, with one recent - within the past six months- 50mm x 50mm forward-facing visa photograph.
• Every male applicant between the age of 16-45 must also complete the Supplemental application Form DS-157
• For all student and exchange visitor applicants, Application Form DS-158 and Form DSP-2019 (formerly called an IAP-66) from an approved Exchange Visitor Program sponsor
• A passport valid for at least six months after the date of entry in USA
Dependent Visas: H-4, L-2
Applicants for the related dependent visas, H-4 and L-2 visas, should submit:
• all the required documents for any non-immigrant visa Plus
• Your marriage registration certificate, and an original birth certificate for each child.
• Your wedding invitation and wedding ceremony photos. Please submit no more than 30 photos.
• Please do not send entire wedding albums.
• All 36 pages of the principal applicant's passport (if not applying with principal
• applicant). If a copy of the passport is submitted, it should be a GOOD copy and the photo must be clearly identifiable.
• A letter from the spouse's employer confirming continued employment.
• Copy of the principal applicant's I-797, I-129 and Labor Condition Application (LCA)
• Copy of the principal applicant's work experience letters
• Copy of the principal applicant's letter of offer from the US company
• If your spouse is currently working in the US on an H1-B visa, please submit the pay slips for the current calendar year and federal tax returns (IRS Form 1040 and W-2s) for all the years in which he/she has been employed in the U.S. on the H-1B visa.
• The Consulate cannot accept documents received directly from the company by mail or fax. If confidentiality is of concern, the applicant should bring the documents to the Consulate in a sealed envelope. The Consulate will not make this information available to anyone and will respect the confidentiality of the information.
• An individual passport valid for travel to the U.S. for at least six months after your date of entry in to the U.S.
• A fully completed and signed Visa Application Form - DS-156
• All male applicants between the ages of 16 and 45 must also submit a fully completed and signed Supplemental Application Form DS-157
• In addition to the above forms, if you are applying for a F-1, J-1 or M-1 visa, you need to submit a fully completed and signed Application form DS-158
• One recent (within the past six months) passport size photograph, 50mm X 50mm with a white or off-white background. Click here for details.
Important things to remember when filling out application forms:
• Respond to all the questions. If you have no response for a question, put "none" or "nil" - do not draw a line or write " n.a." or "not applicable" If you fail to answer all the questions, this could create problems with your application, so remember to have an answer for each question.
• Respond fully to each question. For example, No. 27 is "What is the purpose of your trip?"
• If you are going on a tourist visa to see your son who is working in Detroit, don't just put "tourist" as an answer, put " "going to visit son in Detroit". If you are a student, don't respond to "purpose of trip" with " to study", be specific – for example "going to study for B.E. degree at Louisiana State".
• Provide details whenever it is useful.
• The applicant must sign the application, even if someone else fills it out.
• Please note that all of these application forms may be downloaded From http://travel.state.gov/visaforms.html.
• There also may be certain suggested documents to bring to your interview. Please refer to the specific visa type for a list of suggested documents.
Very important:
• Remember: though suggested documents may assist you in your interview, the Consular Officer relies primarily on the interview to determine your eligibility for a visa. Documents are of secondary importance.
• Caution: Use only valid Documents. Fraud or misrepresentation can result in permanent ineligibility for a nonimmigrant visa.
• Visa fees for Indian Nationals effective October 11, 2003
Visa fees are as follows:
• Non-immigrant visa application fee (non-refundable) * RS. 4600
• Non-immigrant visa issuance fee (paid only upon issuance)** RS. 2300
• Courier fee Rs. 400***
• Applicants for the following non-immigrant visa categories are exempt from paying the Non-Immigrant Visa Application Fee: A, C-2 , G, and NATO.
• * As of October 11, 2003, applicants for the following non-immigrant visa categories will be exempt from paying the Non-Immigrant Visa Issuance Fee: A, C-2 , D, F, G, J, K, M, N, NATO, S, T, and V.
• Visa fees are payable only via Demand Draft drawn on a nationalized or international bank. The draft should favor the "American Consulate General, Chennai". Please see the list of banks in Chennai from which the American Consulate General, Chennai will accept demand drafts.
• Important: Please write your complete name and passport number on the back of each draft.
• Courier fees may be paid in cash or via a demand draft favoring "T.T. Services"
• Not an Indian National? Visa Fees for other countries can be found in the Visa Reciprocity Tables.
Photo instructions for non-immigrant visas
• The photograph must be an un-mounted full-face photo taken within the last six months. The photograph must be full front view, taken facing the camera – no side or angled views are acceptable. The most important goal of the photograph is that it identifies the person.
• The photograph should measure 2 inches x 2 inches (roughly 50 mm x 50 mm) with the head centered in the frame. The head (measured from the top of the hair to the bottom of the chin) should measure between 1 inch to 1 3/8 inches (28 mm and 35 mm) from the bottom of the photo.
• The photograph must have a white or off-white background. Photos with colored, dark or patterned backgrounds will not be accepted.
• For persons wearing glasses, there must be no reflection around the eyes.
• Photos with reflections will not be accepted. A photograph wearing a traditional facemask or veil that does not permit adequate identification is not acceptable. Head coverings or hats are acceptable only due to religious beliefs and then only when the applicant's face is completely exposed.
• Since a separate visa is issued to each qualified applicant, an individual photo is required in all cases. Group photos are not acceptable.
• Please follow these instructions carefully. If photographs presented do not meet these requirements, the visa may be refused.
• For more information photo requirements:
• http://travel.state.gov/photorequirements.html
TIPS FOR PERSONAL INTERVIEW WITH THE VISA OFFICIAL
Find below probable questions and suggested answers to help you face
the visa interview. Please note that these are only guidelines and need
not be asked in the same sequence. You are likely to get only 1-2
minutes of interview time with the visa official. It is essential that
you impress them about your being a computer software professional
going to US to render specialised service. Therefore we suggest you
dress formally. Answer all the questions with confidence. It is also
essential that you make and maintain maximum eye contact effort with
the Visa Official. You are evaluated not only by your answers but also
by your body language. Hence, you must appear normal and relaxed.
What is your name?
My name is (give your full name)
What is your qualification?
I am Graduate/Post Graduate in Engineering or MCA (as the case may be)
Where are you presently employed?
You should give your present employer details.
What is your current assignment?
Explain about your current assignment, the project name, the
environment.
Have you resigned?
If you have not resigned, please say so clearly and that you will
resign soon after collecting your visa. If you have resigned you can
say that you have resigned and indicate that you will travel after
getting relieved.
How did you know about your sponsor (employer)?
I saw an advertisement and applied for a suitable position. I was
interviewed and then selected. I have accepted the offer and have come
to collect my visa.
What is your salary?
State clearly the salary mentioned in the letter to the consulate (for
example 55,000 USD per annum plus fringe benefits like medical, dental
care insurance and life insurance)
What is the compelling reason for you to come back to India?
There are ample high paying software jobs in India itself.
I have my old parents whom I have to look after.
I have valuable properties to be taken care of by me (if you are
unmarried, you could say that you have to get married).
Are you paying any H1 Visa processing fees to your sponsor (employer)?
No, I am not paying any H1 visa processing fees. It is being taken care
of by the Company.
If your are married, your spouse should know the following.
Your Full Name,
The name of the Company you will be joining in the U S A.,
The location of your posting with the company and your salary
Disclaimer: The details are compiled from multiple websites; the intent is to consolidate the information at one place. To the best of my knowledge none of the content below is copyrighted. Before reading this document you agree that you are entirely responsible for anything that happens to you/around you before/during/after reading this document. Confirm all the details from the consulate before applying for the visa.
Documents
• TTS Web Appointment
• Orginal H-1B Approval Notice (I-797)
• Copy of H-1B Petition (I-129)
• Visa Application Form DS-156 for Spouse
• Marriage Certificate
• Marriage Photographs
• Original + Copy of Imran's Passport.
• DD for Vissa Issuance
• DD for Vissa Application
• Employment Verification Letter(deputation Letter)
• spouse passport (name of spouse should be endrossed on both passports)
• 1 photo of spouse measuring 2" X 2" , digital with white background front view)
• Visa drafts (office arranges)
• Covering letter (office provides) cash for tts courier
Optional
• Bank Statement (imran)
• Salary Stubs (imran)
• W-2 form (imran)
Site: path2usa.com/h4.doc
• Documents required for dependent visa (H4/L2/F2/M2/J2):
• Completed visa application along with the applicable draft amount.
• Original and valid Passport.
• 2 recent color photograph, (2x2 inches or 50x50 mm) for each applicant showing full face, preferably without head covering, and with a light background. Always keep some extra photos with you.
• Your original marriage certificate.
• 4-5 marriage photographs. All the snaps must be very clear and easy to identify both the bride, and the bridegroom. Photographs showing some marriage rituals are must.
• **Example : Few photographs around the agni ceremony.
• A copy of of each sides marriage invitation card.
• A copy of your spouse's H1 visa and passport. (This is required for H4 visa only. If you are applying for F2/M2/J2 visa then you are required to show your spouses I-20 form copy instead.) Similarly for L2 visa the copy of your spouse's L1 approval.
• Spouse's, employment verification letter. See the sample.
• Demand draft for visa application Fee.
• Demand draft for visa issuance Fee.
• See more details at US consulate Delhi , website.
• For current visa fees rate, visit:
• -Current Visa Fee?
• Note: All visa payments should be in the form of demand draft, made
• payable to the American Consulate General, (Mumbai/ Delhi/ Chennai/
• Calcutta which ever is applicable)
Tips:
• If you are applying for your visa along with your spouse, who is
• applying for H1 simultaneously, then submit both your applications together.
• It is advisable to get your ECNR checked on your passport beforehand.
• It is advisable to get your spouse's name endorsed on your passport beforehand.
• If after marriage your last name has changed, then it's better to endorse the change in your passport beforehand. Otherwise you will have to continue your maiden name here.
• Upon receiving your visa, carefully check for any kind of mistakes
• like name, date of birth, type of visa, validity date, etc.
[Your Company Letter Head]
To Whom It May Concern:
Dear Sir/Madam,
This is to certify that Mr. [First Name] [Last Name] is an employee at
[Employer 's Company Name] and as working as a [Designation] since
[Date with year] .
[His/Her] current gross salary is USD [xx,0000] [In words] per annum.
If you have question regarding his/her employment, please contact our
office at [office HR Phone Number].
Yours Sincerely,
[Signature of Person issuing certificate]
[ Manager- HR] or [Designation]
Date : [Date of issuing certificate]
Site: http://usembassy.state.gov/delhi.html/wwwhnivdep.html
Dependent Visas: H-4, L-2
• Applicants for the related dependent visas, H-4 and L-2 visas, should submit:
• all the required documents for any non-immigrant visa
• Your marriage registration certificate, and an original birth certificate for each child
• Your wedding invitation and wedding ceremony photos
• All 36 pages of the principal applicant's passport (if not applying with principal applicant). If a copy of the passport is submitted, it should be a GOOD copy and the photo must be clearly identifiable
• A letter from the spouse's employer confirming continued employment
• Copy of the principal applicant's I797, I129 and LCA
• Copy of the principal applicant's work experience letters
• Copy of the principal applicant's letter of offer from the US company
• Pay stubs from principal applicant's current place of work and income tax return.
• The Embassy cannot accept documents received directly from the company by mail or fax. If confidentiality is of concern, the applicant should bring the documents to the Embassy in a sealed envelope. The Embassy will not make this information available to anyone and will respect the confidentiality of the information.
Documents Required For A Non-Immigrant Visa
• The following documents are mandatory for any application being made:
• A fully completed and signed Visa Application Form DS-156, with one recent - within the past six months- 50mm x 50mm forward-facing visa photograph.
• Every male applicant between the age of 16-45 must also complete the Supplemental application Form DS-157
• For all student and exchange visitor applicants, Application Form DS-158 and Form DSP-2019 (formerly called an IAP-66) from an approved Exchange Visitor Program sponsor
• A passport valid for at least six months after the date of entry in USA
Dependent Visas: H-4, L-2
Applicants for the related dependent visas, H-4 and L-2 visas, should submit:
• all the required documents for any non-immigrant visa Plus
• Your marriage registration certificate, and an original birth certificate for each child.
• Your wedding invitation and wedding ceremony photos. Please submit no more than 30 photos.
• Please do not send entire wedding albums.
• All 36 pages of the principal applicant's passport (if not applying with principal
• applicant). If a copy of the passport is submitted, it should be a GOOD copy and the photo must be clearly identifiable.
• A letter from the spouse's employer confirming continued employment.
• Copy of the principal applicant's I-797, I-129 and Labor Condition Application (LCA)
• Copy of the principal applicant's work experience letters
• Copy of the principal applicant's letter of offer from the US company
• If your spouse is currently working in the US on an H1-B visa, please submit the pay slips for the current calendar year and federal tax returns (IRS Form 1040 and W-2s) for all the years in which he/she has been employed in the U.S. on the H-1B visa.
• The Consulate cannot accept documents received directly from the company by mail or fax. If confidentiality is of concern, the applicant should bring the documents to the Consulate in a sealed envelope. The Consulate will not make this information available to anyone and will respect the confidentiality of the information.
• An individual passport valid for travel to the U.S. for at least six months after your date of entry in to the U.S.
• A fully completed and signed Visa Application Form - DS-156
• All male applicants between the ages of 16 and 45 must also submit a fully completed and signed Supplemental Application Form DS-157
• In addition to the above forms, if you are applying for a F-1, J-1 or M-1 visa, you need to submit a fully completed and signed Application form DS-158
• One recent (within the past six months) passport size photograph, 50mm X 50mm with a white or off-white background. Click here for details.
Important things to remember when filling out application forms:
• Respond to all the questions. If you have no response for a question, put "none" or "nil" - do not draw a line or write " n.a." or "not applicable" If you fail to answer all the questions, this could create problems with your application, so remember to have an answer for each question.
• Respond fully to each question. For example, No. 27 is "What is the purpose of your trip?"
• If you are going on a tourist visa to see your son who is working in Detroit, don't just put "tourist" as an answer, put " "going to visit son in Detroit". If you are a student, don't respond to "purpose of trip" with " to study", be specific – for example "going to study for B.E. degree at Louisiana State".
• Provide details whenever it is useful.
• The applicant must sign the application, even if someone else fills it out.
• Please note that all of these application forms may be downloaded From http://travel.state.gov/visaforms.html.
• There also may be certain suggested documents to bring to your interview. Please refer to the specific visa type for a list of suggested documents.
Very important:
• Remember: though suggested documents may assist you in your interview, the Consular Officer relies primarily on the interview to determine your eligibility for a visa. Documents are of secondary importance.
• Caution: Use only valid Documents. Fraud or misrepresentation can result in permanent ineligibility for a nonimmigrant visa.
• Visa fees for Indian Nationals effective October 11, 2003
Visa fees are as follows:
• Non-immigrant visa application fee (non-refundable) * RS. 4600
• Non-immigrant visa issuance fee (paid only upon issuance)** RS. 2300
• Courier fee Rs. 400***
• Applicants for the following non-immigrant visa categories are exempt from paying the Non-Immigrant Visa Application Fee: A, C-2 , G, and NATO.
• * As of October 11, 2003, applicants for the following non-immigrant visa categories will be exempt from paying the Non-Immigrant Visa Issuance Fee: A, C-2 , D, F, G, J, K, M, N, NATO, S, T, and V.
• Visa fees are payable only via Demand Draft drawn on a nationalized or international bank. The draft should favor the "American Consulate General, Chennai". Please see the list of banks in Chennai from which the American Consulate General, Chennai will accept demand drafts.
• Important: Please write your complete name and passport number on the back of each draft.
• Courier fees may be paid in cash or via a demand draft favoring "T.T. Services"
• Not an Indian National? Visa Fees for other countries can be found in the Visa Reciprocity Tables.
Photo instructions for non-immigrant visas
• The photograph must be an un-mounted full-face photo taken within the last six months. The photograph must be full front view, taken facing the camera – no side or angled views are acceptable. The most important goal of the photograph is that it identifies the person.
• The photograph should measure 2 inches x 2 inches (roughly 50 mm x 50 mm) with the head centered in the frame. The head (measured from the top of the hair to the bottom of the chin) should measure between 1 inch to 1 3/8 inches (28 mm and 35 mm) from the bottom of the photo.
• The photograph must have a white or off-white background. Photos with colored, dark or patterned backgrounds will not be accepted.
• For persons wearing glasses, there must be no reflection around the eyes.
• Photos with reflections will not be accepted. A photograph wearing a traditional facemask or veil that does not permit adequate identification is not acceptable. Head coverings or hats are acceptable only due to religious beliefs and then only when the applicant's face is completely exposed.
• Since a separate visa is issued to each qualified applicant, an individual photo is required in all cases. Group photos are not acceptable.
• Please follow these instructions carefully. If photographs presented do not meet these requirements, the visa may be refused.
• For more information photo requirements:
• http://travel.state.gov/photorequirements.html
TIPS FOR PERSONAL INTERVIEW WITH THE VISA OFFICIAL
Find below probable questions and suggested answers to help you face
the visa interview. Please note that these are only guidelines and need
not be asked in the same sequence. You are likely to get only 1-2
minutes of interview time with the visa official. It is essential that
you impress them about your being a computer software professional
going to US to render specialised service. Therefore we suggest you
dress formally. Answer all the questions with confidence. It is also
essential that you make and maintain maximum eye contact effort with
the Visa Official. You are evaluated not only by your answers but also
by your body language. Hence, you must appear normal and relaxed.
What is your name?
My name is (give your full name)
What is your qualification?
I am Graduate/Post Graduate in Engineering or MCA (as the case may be)
Where are you presently employed?
You should give your present employer details.
What is your current assignment?
Explain about your current assignment, the project name, the
environment.
Have you resigned?
If you have not resigned, please say so clearly and that you will
resign soon after collecting your visa. If you have resigned you can
say that you have resigned and indicate that you will travel after
getting relieved.
How did you know about your sponsor (employer)?
I saw an advertisement and applied for a suitable position. I was
interviewed and then selected. I have accepted the offer and have come
to collect my visa.
What is your salary?
State clearly the salary mentioned in the letter to the consulate (for
example 55,000 USD per annum plus fringe benefits like medical, dental
care insurance and life insurance)
What is the compelling reason for you to come back to India?
There are ample high paying software jobs in India itself.
I have my old parents whom I have to look after.
I have valuable properties to be taken care of by me (if you are
unmarried, you could say that you have to get married).
Are you paying any H1 Visa processing fees to your sponsor (employer)?
No, I am not paying any H1 visa processing fees. It is being taken care
of by the Company.
If your are married, your spouse should know the following.
Your Full Name,
The name of the Company you will be joining in the U S A.,
The location of your posting with the company and your salary
Monday, July 03, 2006
WHY EMPLOYEES LEAVE ORGANISATIONS?
Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or
simply for just one reason' pack gay '. This article might just throw some light on the matter... After reading it' I realized how true the subject
line of this mail is.
Early this year, Arun, an old friend who is a senior software designer, got an offer from a prestigious international firm to work in its India
Operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO of this company, charismatic man often
quoted in the business press for his visionary attitude. The salary was great.
The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best
technology, even a canteen that served superb food. Twice Arun was sent abroad for training. "My learning curve is the sharpest it's ever been," he
said soon after he joined. "It's a real high working with such cutting edge technology." Last week, less than eight months after he joined, Arun walked
out of the job.
He has no other offer in hand but he said he couldn't take it anymore. Nor, apparently, could several other people in his department who have also
quit recently. The CEO is distressed about the high employee turnover. He's distressed about the money he's spent in training them.
He's distressed because he can't figure out what happened. Why did this talented employee leave despite a top salary? Arun quit for the same reason
that drives many good people away.
The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000
managers and was published in a book called First Break All The Rules.
It came up with this surprising finding: If you're losing good people, look to their immediate supervisor. More than any other single reason, he is the
reason people stay and thrive in an organization. And he's the reason why they quit, taking their knowledge, experience and contacts with them. Often,
straight to the competition.
"People leave Bosses not companies," write the authors Marcus Buckingham and Curt Coffman. "So much money has been thrown at the challenge of
keeping good people - in the form of better pay, better perks and better training - when, in the end, turnover is mostly manager issue." If you have
a turnover problem, look first to your managers. Are they driving people away?
Beyond a point, an employee's primary need has less to do with money, and more to do with how he's treated and how valued he feels. Much of this
depends directly on the immediate manager. And yet, bad bosses seem to happen to good people everywhere. A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find - you guessed it,
another wolf in a pin-stripe suit in the next one.
Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees.
HR experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a
thought has been planted. The second time, that! Thought gets strengthened. The third time, he starts looking for another job.
When people cannot retort openly in anger, they do so by passive aggression, by digging their heels in and slowing down. By doing only what they are
told to do and no more, by omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into
trouble.
You don't have your heart and soul in the job." Different managers can stress out employees in different ways - by being too controlling, too
suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents.
When this goes on too long, an employee will quit - often over seemingly trivial issue. It isn't the 100th blow that knocks a good man down. It's
the 99 that went before. And while it's true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons,
many who leave would have stayed - had it not been for one man constantly telling them, as Arun's boss did! : "You are dispensable. I can find dozens
like you."
While it seems like there are plenty of other fish especially in today's waters, consider for a moment the cost of losing a talented employee.
There's the cost of finding a replacement. The cost of training the replacement. The cost of not having someone to do the job in the meantime.
The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now
share with others. Plus, of course, the loss of the company's reputation. Every person who leaves a corporation then becomes its ambassador, for
better or for worse.
We all know of large IT companies that people would love to join and large television companies few want to go near. In both cases, former employees
have left to tell their tales. "Any company trying to compete must figure out a way to engage the mind of every employee," Jack Welch of GE once
Said, "Much of a company's value lies "betwee the ears of its employees". If it's bleeding talent, it's bleeding value.
Unfortunately, many senior executives busy traveling the world, signing new deals and developing a vision for the company, but have little idea of what
may be going on at home ????
Author - Unknown
Sunday, March 12, 2006
Characteristics of A Great Workplace - 3
These are my thoughts that is my ideal work place -
Employee Focus -
Customers are important, but remember what good are customers when there are no employees? "Customer delight" is vogue what about "Happy Employees" ?
Motivation -
The ability of the company to provide motivation. Money means a lot, but believeing in what you do is more important !
Vision -
A consistent and stable motto of the company. Keeping in tune with the times is important, but changing the vision/mission statement is a definite no-no.
Lead by Example -
Set an example that your employees can follow. Double standards are best left at the door.
Harassment
As long as this exists only and not beyond the anti-harassment policy its fine...
Pride
Does the work force sneak out of the door to avoid being seen ? A sense of belonging is what is needed....
Training
Enough is asked and evaluated of the employee.... What is the value add of the employer ?
Load Balancing
Some are frustrated because they are over-loaded others are because they have no work....
Walking the Talk & more...
Do open door policies end outside the door? Does the 360 degree system exist beyond the air conditioning system?
Great Workforce
Creating a place where great minds gather is not cheap !
Professionalism
Its good to take work personally. Vindictive personalities are best shown the door.
Work Culture
Walking the talk is important. But ensuring that the talk is good is a greater responsibility.
Employee Focus -
Customers are important, but remember what good are customers when there are no employees? "Customer delight" is vogue what about "Happy Employees" ?
Motivation -
The ability of the company to provide motivation. Money means a lot, but believeing in what you do is more important !
Vision -
A consistent and stable motto of the company. Keeping in tune with the times is important, but changing the vision/mission statement is a definite no-no.
Lead by Example -
Set an example that your employees can follow. Double standards are best left at the door.
Harassment
As long as this exists only and not beyond the anti-harassment policy its fine...
Pride
Does the work force sneak out of the door to avoid being seen ? A sense of belonging is what is needed....
Training
Enough is asked and evaluated of the employee.... What is the value add of the employer ?
Load Balancing
Some are frustrated because they are over-loaded others are because they have no work....
Walking the Talk & more...
Do open door policies end outside the door? Does the 360 degree system exist beyond the air conditioning system?
Great Workforce
Creating a place where great minds gather is not cheap !
Professionalism
Its good to take work personally. Vindictive personalities are best shown the door.
Work Culture
Walking the talk is important. But ensuring that the talk is good is a greater responsibility.
Friday, March 10, 2006
Once a wise man told me - If he works....
Once a wise man told me - "If he works give him more work.. otherwise just pay him his salary."
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