Monday, January 14, 2013

Top-performing countries concentrate on producing a surplus of good educationiSt and ensuring every student has a fine teacher.

 Marc S. Tucker (President & CEO, National Center on Education and the Economy) reveals that top-performing countries concentrate on producing a surplus of good educationiSt and ensuring every student has a fine teacher

Q. Serving on the research board and framing education policies since long, where do you see India standing?
A. It seems to me that much of the progress in India in recent years has been made in spite of its government. When I was in India a few years ago, I saw enormous hunger for education everywhere. I saw that cry for education is being met in many places by a bewildering array of agencies, institutions and individuals. It is conceivable that technology might make a substantial difference to India, although my own reading of history in my country is that technology has rarely lived up to its promise in the field of education. We have been researching the countries with the best national school systems for more than 20 years. They did not get there with technology, but the old-fashioned way, by upgrading their teachers, their standards, their curricula and their testing systems. The principles that underlie successful education systems are the same everywhere. If India wants to join the ranks of the top-performing national education systems, it needs to study those principles and adopt them.

Q. How are educational practices in the United States different from other countries?
A. If you look at top performing countries, one of the important steps they have taken is to improve the quality of their teaching force. They have worked hard to raise the standards for entry of teachers in their institutions. In almost all the top 10 performing countries, you will see ratios of applications to acceptances in the order of 6:1, 8:1 and 10:1, resulting which they are recruiting their teachers from a very high segment of their ability spectrum, essentially the same segment they recruit their high status professionals from. Also, there is an increased emphasis on diagnosis and prescriptions and teachers are able to quickly recognise who is lagging behind and needs help. This practice has become an important part of the curricula in these teacher education systems. Click here to read full interview...

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Saturday, January 12, 2013

That formal system

Ajay Mangal, CEO, Umang Realtech Pvt. Ltd.
 
When I was 18, my pocket money was... less than Rs 10.
When I was 18, my wardrobe was full of... only formals.
When I was 18, my walls had posters of... Sunil Gavaskar.
When I was 18, my study hours per day were... more than 12 hours.
When I was 18, one lesson my dad would teach me everyday was... work hard, it will not go waste.
When I was 18, my wallet would have... no money.
When I was 18, my ambition was... to be a chartered accountant.
When I was 18, my favourite hangout was... the library of Sri Ram College of Commerce. 
When I was 18, I would travel to college by... DTC bus or university special.
When I was 18, the sports I enjoyed the most was... Cricket.
When I was 18, my mentor in life was... my father.
When I was 18, I read... only my text books.
When I was 18, favourite actor was... Amitabh Bachchan.

Wednesday, January 09, 2013

Creating high-performance culture

Performance is the essential internal engine of an organisation which wants to achieve a notable impact in its sector. There is an array of management tools that promises to help improve the performance management process. However, an effective performance management system encompasses everything managers do to ‘lead, manage, assess and develop employees such as establishing objectives, planning individual career development and various assessments, including self assessment, manager assessment, and 360-degree assessments’. This article delineates elements to help leaders and HR practitioners discuss, propose and deliver the best in process.

Performance management should be seen as a continual set of activities like goal setting, managing, coaching, providing feedback, development planning and rewarding and recognising. The organisations that follow it zealously on a regular basis are more effective and perform better. As a practice, leaders should create their business plans or balance scorecards before start of the performance year and should cascade it before the year. Absence of it results in an employee missing the opportunity to be reviewed for the whole year, hence, in effect his annual performance is measured for an incomplete year.

Another observation is that organisations do not customise rating scales on the basis of their needs. Some inherit the scales from their parent organisations to align them globally. Performance rating scales should depend on economic scenarios of the operating market, quantifiable aspect of performance, performance philosophy (meritocratic or tenure), managerial depth, variable pay plans and learning and development agenda of the organisation. Click here to read more...

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