Explore the full report. The world is at a social, environmental and economic tipping point. Subdued growth, rising inequalities and accelerating climate change provide the context for a backlash against capitalism, globalization, technology, and elites. There is gridlock in the international governance system and escalating trade and geopolitical tensions are fuelling uncertainty. This holds back investment and increases the risk of supply shocks: disruptions to global supply chains, sudden price spikes or interruptions in the availability of key resources.
The Global Competitiveness Report reveals an average across the economies covered of 61 points. It is a global competitiveness gap that is particularly concerning, given the world economy faces the prospect of a downturn. Persistent weaknesses in the drivers of productivity growth are among the principal culprits. In advanced, emerging and developing economies, productivity growth started slowing in and decelerated further after the crisis.
Beyond strengthening financial system regulations, many of the structural reforms designed to revive productivity that were promised by policy-makers in the midst of the crisis did not materialize.
The index examines the relationship between competitiveness and the two other dimensions of sustainable development — social cohesiveness and environmental sustainability.
It shows that there are no inherent trade-offs between competitiveness and sustainability, and between competitiveness and social cohesiveness. The report is a reminder to apply a holistic approach and to better balance short-term considerations against factors whose impact is felt beyond quarterly results and election cycles. For example, the results of the index show that labour and education policies have not been keeping up with the pace of innovation in most countries, including in some of the largest and most innovative economies.
With nearly one-half of humanity struggling to meet basic needs, the need for sustained, productivity enhancing economic growth is critical for improved living standards.
For least-developed and emerging economies, their fragile economic foundations make them highly vulnerable to shocks. Forecasting infrastructure investment needs and gaps Compare forecasts globally, or across 56 countries.
Download full report. Download Country Data. Total across all selected sectors. Estimate Sector. View by Estimate Sector. Create your own analysis 1 Start by choosing a region, country, or sector 2 From there, you can select other geographies or sectors to compare to 3 Download the resulting data for your own use Regions Countries Sectors. Forecast average annual GDP growth rate.
Cancel Customise. Other interactive infrastructure tools Global Infrastructure Project Pipeline. Free global infrastructure project platform connecting public and private sectors.
View website. Explore a country's capability to deliver infrastructure projects. PPP Risk Allocation. Some of the conferences also have a well-researched, comprehensive but crisp report, which serves as a backgrounder for the conference. India Infrastructure publishes multi-client research reports in the areas of energy, transportation, urban infrastructure, telecommunications and infrastructure finance.
Download Catalogue. India Infrastructure brings out a series of Directories and Year Books containing the latest information on the infrastructure sectors along with key data and statistics. The most comprehensive and up-to-date directory and yearbook on the Indian power sector. The most comprehensive and up-to-date directory and yearbook on the Indian road sector.
Global Transmission Research is a leading provider of information and analysis on the global electricity transmission industry. We also operate the website. Global Mass Transit Research is a leading provider of information and analysis on the global mass transit industry. Southeast Asia Infrastructure is a company dedicated to providing information, analysis and insight on infrastructure sectors through magazines, research reports, websites and conferences.
Information Analysis Insight. The supreme court of India has given its verdict in favor of 50 per cent of jobs and seats. This is so in case admission in the educational institutions also. Selection is the process of picking individuals out of the pool of job applicants with requisite qualifications and competence to fill jobs in the organization.
There I, however, a fine distinction between the two steps. While recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs, selection is concerned with picking the right candidates from the pool of applicants.
Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible.
Selection, on the other hand, is negative in its application in as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates. The best way to improve performance is to hire people who have the competence and the willingness to work. Effective selection, therefore, assumes greater relevance. Second, cost incurred in recruiting and hiring personnel speaks about volumes of the selection.
Costs of wrong selection are greater. To ensure that recruitment procedures are clear, valid and consistently applied by those involved in recruitment and that they provide for fair and equitable treatment for those who apply for employment. SCOPE 1. To structure the Recruitment policy of company for different categories of employees. To analyze the recruitment policy of the organization. To compare the Recruitment policy with general policy. To provide a systematic recruitment process.
It extends to the whole Organization. It covers corporate office, sites and works appointments all over India. It covers workers, Clerical Staff, Officers, Jr. Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth.
Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates, even the most accurate selection system is of little use Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it.
The next step is careful examination of the job and enumeration of skills, abilities and experience needed to perform the job successfully. Other steps follow: v Creating an applicant pool using internal or external methods v Evaluate candidates via selection v Convince the candidate v And finally make an offer Scope: To define the process and flow of activities while recruiting, selecting and appointing personnel on the permanent rolls of an organization.
Authorized Signatory 1 Head- Human resource 2 Managing director Amendments and deviations: Any amendments to and deviations from this policy can only be authorized by the Head-human Resources and the Managing Director. Exclusions: The policy does not cover the detailed formalities involved after the candidate joins the organization. The HR department would set the recruitment norms for the organization. However, the onus of effective implementation and compliance with the process rests with the heads of the respective functions and departments who are involved in the recruitment and selection process.
The process is aimed at defining the series of activities that needs to be performed by different persons involved in the process of recruitment, the checks and control measures to be adopted and information that has to be captured. A copy of the duly approved manpower plan would be forwarded by the HR department for their further actions during the course of the year. It would also specify the requirement budget, which is the cost allotted towards the recruitment of the budgeted staff and the replacement of the existing employees.
The manpower plan would also clearly indicate the exact time at which the incumbent should be on board in such a way that the Regional HR has adequate notice for the time lapses involved in sourcing any other activities. The vacancies sought to be filled or being filled shall always be within the approved annual manpower budget and no recruitment process shall be initiated without the formal concurrence of the Head of the Regional HR under any circumstance.
Review of manpower budgets shall take place on a quarterly basis. In the event of any new position or any deviations to the original plans, details of the positions maybe forwarded to the VP-HR along with the adequate supporting information.
The recommendations would normally require a formal approval of the Managing Director. The norms for using any of the sources are not water tight. Number of positions, criticality of positions and the urgency of the positions, confidentiality requirements, relative efficacy and cost considerations would play a role in the choice of the appropriate sourcing mechanism. Key features of the positions as notified by the Functional Heads would normally form a part of the advertisement text.
Plans for such recruitment need specific special approval of VP-HR. Screening would be on the basis of the profile of the candidate and the departmental requirements. This assessment will be with respect to: a. The general profile of the candidate, b. Personality fit of the candidate into the profile, c. Motives of the person to join the company and whether focus is in the short term or is a long term player, e. Basic skill level on our set of requirements, say numerically ability, networking ability, etc f.
Establish the annual guaranteed cash compensation of the individual and check whether the person would fit into the system. Explain the role of Sales manager to the applicant and check the acceptance of the candidate for the same. In case of need, the Regional HR may take a Tele interview of the candidate for further assessment process. The scoring, interpretation and the generation of interview probes from that test will also be done at this time.
Tied Agency Sales Manager candidates short listed by the BM have will then take sales Aptitude test, once such a test is finalized. Interviews should consider the entire data provided by the candidate either through the formal CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing the proof of the claims made by the candidate regarding qualifications, experience and other achievements.
They may, at their discretion, decide to meet the candidate on more than one occasion or to refer the candidate to another panel.
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