Thursday, February 01, 2007
Hotels set up own institutes
Business Standard - 1st Feb 2006
Lest the shortage of trained manpower take the sheen away from the booming hospitality sector, leading hotel chains are busy setting up training institutes to source required manpower.
Royal Palms India, for instance, has set up a world-class hospitality training institute to train, develop and hire professionals in the hospitality sector.
Sources say the international hospitality major Carlson too is planning to set up a huge in-house training facility in New Delhi. The Kohinoor Group is expected to follow suit by setting up its own institute.
Other leading hospitality majors which have their own training institutes include The Indian Hotel Company (Taj Group), The East India Hotels (Oberoi Group), Royal Orchid’s college of Hotel Management and the Welcomgroup Graduate School of Hotel Administration, Manipal.
A new player in the market, Berggruen Holdings which is launching budget hotels under the brand name, Keys, is also setting up its own hospitality education venture where it will train students.
The company plans to introduce a one-year vocational education course for certificate-level education initially in four metros.
The current shortfall in availability of hospitality professionals in India is approximately 35,000. This gap is expected to widen and likely to reach 100,000 by 2010 when an additional 40,000 would have been added.
Budget hotels are poaching professionals and the hospitality sector is losing professionals to the airline industry.
“The average number of professionals for a three- or five-star room is 1.5 to 2. With the sector all set to add 100,000 more rooms, the shortage is bound to increase,” rues an industry source.
According to the World Travel & Tourism Council (WTTC), the travel and tourism sector in India is likely to generate $90 billion in revenues and close to 28 million jobs by 2014. In 2007, India is expected to attract nearly 5 milion travellers.
Dilawar Nensey, joint managing director, Royal Palms Hospitality Training Institute, says: “It is difficult to get quality professionals, hence the institute shall serve the twin-purpose of feeding our demand as also create well-trained hospitality professionals who have worked hands-on in a luxury hotel as a part of their curriculum. Freshers hired by us shall also be trained at this institute.”
Royal Palms may open up the institute to other hospitality majors after two years. Industry analysts point out this is just the beginning. More international and Indian majors are planning to enhance the capacity of their institutes with India attracting more travellers for business, tourism and health reasons, resulting in the revenue per available room increasing 31 per cent in 2006.
Lest the shortage of trained manpower take the sheen away from the booming hospitality sector, leading hotel chains are busy setting up training institutes to source required manpower.
Royal Palms India, for instance, has set up a world-class hospitality training institute to train, develop and hire professionals in the hospitality sector.
Sources say the international hospitality major Carlson too is planning to set up a huge in-house training facility in New Delhi. The Kohinoor Group is expected to follow suit by setting up its own institute.
Other leading hospitality majors which have their own training institutes include The Indian Hotel Company (Taj Group), The East India Hotels (Oberoi Group), Royal Orchid’s college of Hotel Management and the Welcomgroup Graduate School of Hotel Administration, Manipal.
A new player in the market, Berggruen Holdings which is launching budget hotels under the brand name, Keys, is also setting up its own hospitality education venture where it will train students.
The company plans to introduce a one-year vocational education course for certificate-level education initially in four metros.
The current shortfall in availability of hospitality professionals in India is approximately 35,000. This gap is expected to widen and likely to reach 100,000 by 2010 when an additional 40,000 would have been added.
Budget hotels are poaching professionals and the hospitality sector is losing professionals to the airline industry.
“The average number of professionals for a three- or five-star room is 1.5 to 2. With the sector all set to add 100,000 more rooms, the shortage is bound to increase,” rues an industry source.
According to the World Travel & Tourism Council (WTTC), the travel and tourism sector in India is likely to generate $90 billion in revenues and close to 28 million jobs by 2014. In 2007, India is expected to attract nearly 5 milion travellers.
Dilawar Nensey, joint managing director, Royal Palms Hospitality Training Institute, says: “It is difficult to get quality professionals, hence the institute shall serve the twin-purpose of feeding our demand as also create well-trained hospitality professionals who have worked hands-on in a luxury hotel as a part of their curriculum. Freshers hired by us shall also be trained at this institute.”
Royal Palms may open up the institute to other hospitality majors after two years. Industry analysts point out this is just the beginning. More international and Indian majors are planning to enhance the capacity of their institutes with India attracting more travellers for business, tourism and health reasons, resulting in the revenue per available room increasing 31 per cent in 2006.
Wednesday, January 31, 2007
Tech solutions for managing people
Business Standard - 31st Jan 2007
BEST PRACTICE: More companies are now automating HR processes.
Technology, which pervades all aspects of our lives— and especially the workplace— has not left the HR function untouched. Many companies, and particularly those hiring in large numbers (such as Infosys Technologies and Tata Consultancy Services) have automated their HR processes.
HR departments are able to access all employee data at the click of a mouse and monitor their performance. A CII document defines e-HR as ‘the use of technology to automate people processes in order to deliver efficiencies and savings to employees, line managers and shareholders’.
Says Sampath Shetty, vice-president, permanent staffing, at TeamLease Services Pvt Ltd: “The candidate’s lifecycle software keeps all records of the candidate, from his or her entry into the organisation to his or her exit. It’s a proprietary in-house software.”
In the case of staffing firms like TeamLease, which has some 67,000 ‘associates’, right from the requisition for people to the interview to the feedback from clients and until an offer is made and accepted or rejected by the candidate, every detail is captured by the software.
TeamLease has 600 consultants across the country, and of these 200 alone are for permanent staffing. The platform the firm uses also helps the client get a picture of the talent pool available. The clients get access to the database, which helps speed up the sourcing process.
Sudhakar Balakrishnan, director and chief operating officer of staffing solutions company Adecco India, says the use of technology enables consultants to deliver more efficiency for their clients.
Internally, it helps management track the performance of associates better. Employee MIS systems help in structuring the organisation, planning manpower needs and implementing succession and career planning processes.
The customised software, used by staffing solutions and other HR firms that hire in large numbers, helps companies get feedback from the work floor and also bring in transparency. Oracle, for instance, has a complete suit of software that enables companies to automate their HR processes.
According to company sources, “the solutions are fast, paperless and convenient for firms with a large number of employees.” Among the company’s clients are HDFC Bank, IDBI Bank, TCS and several manufacturing firms.
BEST PRACTICE: More companies are now automating HR processes.
Technology, which pervades all aspects of our lives— and especially the workplace— has not left the HR function untouched. Many companies, and particularly those hiring in large numbers (such as Infosys Technologies and Tata Consultancy Services) have automated their HR processes.
HR departments are able to access all employee data at the click of a mouse and monitor their performance. A CII document defines e-HR as ‘the use of technology to automate people processes in order to deliver efficiencies and savings to employees, line managers and shareholders’.
Says Sampath Shetty, vice-president, permanent staffing, at TeamLease Services Pvt Ltd: “The candidate’s lifecycle software keeps all records of the candidate, from his or her entry into the organisation to his or her exit. It’s a proprietary in-house software.”
In the case of staffing firms like TeamLease, which has some 67,000 ‘associates’, right from the requisition for people to the interview to the feedback from clients and until an offer is made and accepted or rejected by the candidate, every detail is captured by the software.
TeamLease has 600 consultants across the country, and of these 200 alone are for permanent staffing. The platform the firm uses also helps the client get a picture of the talent pool available. The clients get access to the database, which helps speed up the sourcing process.
Sudhakar Balakrishnan, director and chief operating officer of staffing solutions company Adecco India, says the use of technology enables consultants to deliver more efficiency for their clients.
Internally, it helps management track the performance of associates better. Employee MIS systems help in structuring the organisation, planning manpower needs and implementing succession and career planning processes.
The customised software, used by staffing solutions and other HR firms that hire in large numbers, helps companies get feedback from the work floor and also bring in transparency. Oracle, for instance, has a complete suit of software that enables companies to automate their HR processes.
According to company sources, “the solutions are fast, paperless and convenient for firms with a large number of employees.” Among the company’s clients are HDFC Bank, IDBI Bank, TCS and several manufacturing firms.
Too much control curbs creativity
Business Standard - 31st Jan 2007
Companies should guard against depending only on tried and tested ways of doing things.
Q.We are a multinational IT company, based in Bangalore, with operations spread over 25 countries. We provide technologies to our workforce that help in sharing learning, knowledge and connect better with each other. However, to our frustration, they are not utilised properly. Information is not updated in databases.
Employees still prefer to contact only colleagues located in their immediate physical proximity, thereby missing out on a better idea developed two continents away. We have held communication workshops and tried reward schemes to encourage people to share and communicate. I think other companies probably also face this issue. What do you think about our situation and the remedies you suggest?
A: You are right that you are not alone in this. I have seen one common characteristic in companies that have reported success with these programmes— employees use these knowledge programmes and communication—related technologies to become more successful at whatever they are responsible for. So, to my mind, the accurate question is how an organisation can achieve such a state, where employees rely on these programmes for their success.
In my experience, the fundamental reason why organisations are not able to achieve this state is that their cultural ethos is based upon ‘command and control’ principles.
These are typically reflected in a static organisation structure- only the senior management are the thinkers and approvers for resources, middle management are responsible for taking on organisational/ departmental objectives, while the junior management is there to actually execute.
I am not at all suggesting that there is absolutely no basis for the response of the management in the above statements. The truth is that there are always erring employees, but the ‘command and control’ orientation makes the entire population responsible for misdemeanours instead of the limited few that caused it. The common refrain among employees in a command and control culture is that tried and tested ways is what are accepted in such an organisation.
Knowledge programmes, intranets, bulletin boards, etc. are the most important tools for connecting large numbers of employees— allowing them to exchange information, form relationships and communicate the common identity of their organisation.
These three abilities are the essential pillars of success for any organisation. The ‘command and control’ culture allows only a select few in the organisation to operate this way. This happens even when the top management genuinely wants to empower employees and wants them to be creative.
I suggest that you look for the vestiges of the command and control culture within your organisation. Examine how these affect the behaviour of employees towards freely sharing information, building relationships and communicating a common identity.
Honestly decide if you as an organisation are willing to change these, and your leaders are truly willing to work and behave consistently with the new cultural ethos. And finally, once you have set the newer contexts of culture, allow it to evolve. Meet the emerging needs of the employees. Over a period of time you will see employees developing a discipline about managing these systems and using them effectively.
The author is Associate Director, PricewaterhouseCoopers. This column will appear once in four weeks, and readers may address their queries to: powerzone@business-standard.com. The answers will appear in the next instalment.
Companies should guard against depending only on tried and tested ways of doing things.
Q.We are a multinational IT company, based in Bangalore, with operations spread over 25 countries. We provide technologies to our workforce that help in sharing learning, knowledge and connect better with each other. However, to our frustration, they are not utilised properly. Information is not updated in databases.
Employees still prefer to contact only colleagues located in their immediate physical proximity, thereby missing out on a better idea developed two continents away. We have held communication workshops and tried reward schemes to encourage people to share and communicate. I think other companies probably also face this issue. What do you think about our situation and the remedies you suggest?
A: You are right that you are not alone in this. I have seen one common characteristic in companies that have reported success with these programmes— employees use these knowledge programmes and communication—related technologies to become more successful at whatever they are responsible for. So, to my mind, the accurate question is how an organisation can achieve such a state, where employees rely on these programmes for their success.
In my experience, the fundamental reason why organisations are not able to achieve this state is that their cultural ethos is based upon ‘command and control’ principles.
These are typically reflected in a static organisation structure- only the senior management are the thinkers and approvers for resources, middle management are responsible for taking on organisational/ departmental objectives, while the junior management is there to actually execute.
I am not at all suggesting that there is absolutely no basis for the response of the management in the above statements. The truth is that there are always erring employees, but the ‘command and control’ orientation makes the entire population responsible for misdemeanours instead of the limited few that caused it. The common refrain among employees in a command and control culture is that tried and tested ways is what are accepted in such an organisation.
Knowledge programmes, intranets, bulletin boards, etc. are the most important tools for connecting large numbers of employees— allowing them to exchange information, form relationships and communicate the common identity of their organisation.
These three abilities are the essential pillars of success for any organisation. The ‘command and control’ culture allows only a select few in the organisation to operate this way. This happens even when the top management genuinely wants to empower employees and wants them to be creative.
I suggest that you look for the vestiges of the command and control culture within your organisation. Examine how these affect the behaviour of employees towards freely sharing information, building relationships and communicating a common identity.
Honestly decide if you as an organisation are willing to change these, and your leaders are truly willing to work and behave consistently with the new cultural ethos. And finally, once you have set the newer contexts of culture, allow it to evolve. Meet the emerging needs of the employees. Over a period of time you will see employees developing a discipline about managing these systems and using them effectively.
The author is Associate Director, PricewaterhouseCoopers. This column will appear once in four weeks, and readers may address their queries to: powerzone@business-standard.com. The answers will appear in the next instalment.
Monday, January 29, 2007
Let's cut out the clutter on savings
Economic Times - 29th Jan 2007
It’s the middle of the tax season and mutual funds have started their usual barrage of advertising to peddle equity-linked savings schemes (ELSS). Things can’t get more complicated for those of us who, more often than not, leave our tax planning right till the end of the financial year.
While options like Public Provident Fund (PPF), National Savings Certificate (NSC), provident fund (PF), paying insurance premium etc can be used to claim a deduction of up to Rs 1 lakh under Section 80C of the Income Tax Act, choosing the right ELSS is not that simple.
Resolving the ‘I’ crisis
The confusion gets more confounded as there are currently 17 ELSS schemes to choose from. But the catch is that all of them do not operate on the same risk and return parameters. Therefore, the first question which you need to ask yourself is whether you are a conservative investor or a risk-taking investor.
An analysis by ET Investor’s Guide shows that for conservative investors, HDFC Long Term Advantage, Sundaram Tax Saver, HDFC Tax Saver and Principal Tax Savings suit the bill. They have come out toppers in terms of performance in the past three years, managing higher returns by taking lower risk.
For those investors who are not averse to risk and need to add that extra zing to their returns, PruICICI Tax and SBI Magnum Tax Gain seem better bets. Their historical performances indicate investment strategies that fall under the category of high-risk high-return funds.
History matters
For the risk parameter, ET Investor’s Guide looked at the overall underperformances (downside risk) of these funds over the past three years. Since such a time horizon doesn’t stretch to the bear markets, we also studied the performance of funds during the bear market (’00 and ’01) phase to find similar trends in terms of the risk-return of these categories of funds.
The year ’00 was the year of technology crash, which saw many of the then tech-heavy ELSS funds underperforming the market. On an average, ELSS returns were a negative 22.5% and negative 22.1% in ’00 and ’01, respectively. Some of the larger-sized funds like SBI Magnum Tax Gain gave negative returns of around 46% each in both the years.
PruICICI Tax lost 41% in ’00, while losing only 6% in ’01. But on an overall basis, these funds still managed to give more-than-average returns over the past five years. So across market cycles, these schemes are still worth a pick. While history is no indication of future performance, funds like HDFC Tax Saver, Sundaram Tax Saver and FT Taxshield, have done well in a bear market.
In fact, HDFC Tax Saver and FT Taxshield were two of the three funds, which gave positive returns in ’00. Some of these funds were helped by timely exits from the technology sector. HDFC Long Term Advantage fund’s returns are not comparable since the fund did not exist during ’00 and ’01.
The middle kingdom
Most ELSS funds have an element of mid caps in their portfolio — at least that is what the portfolio of latest ELSS funds show. The underperformance of such funds vis-a-vis the Sensex, to an extent, can be explained by the fact that mid-cap stocks haven’t rallied the way large-caps stock did in the past one year. The largest ELSS fund, SBI Magnum Tax Gain (Rs 1,163 crore), had 60% in mid and small caps, HDFC Tax Saver had 44%, FT Taxshield 54% and PruICICI Tax 95%, which is the highest return recorded among the ELSS category of funds.
Is less more?
Even after you have zeroed in on the type of ELSS that suits you, the method you will use to invest in the fund seems to have its effect on portfolio returns. That is what number crunching shows. For instance, among the funds with higher risk-taking propensities, the divergence of returns from one-time investing to SIP way has been found to be on the higher side.
Take for instance, HDFC Long Term Advantage, whose SIP returns for five years were around 56% p.a., same as that for its five-year point-to-point returns. It was on the higher side for SBI Magnum Tax Gain, whose five-year returns were 60% p.a., while SIP returns touched 74% p.a.
Higher volatility of NAV does give opportunities to buy units at lower values, which sometimes helps to generate more returns than one-time investing. So, as a rule, ensure that you use the SIP way of investing if you are investing in high-risk high-return funds.
A happy ending
ELSS is an option among Section 80C investments that is fully invested in equities. As a fund category, ELSS has under-performed diversified equity schemes. But tax or no tax benefits, ELSS as a category still is a good avenue to invest — especially for retail investors.
Firstly, the names of ELSS are boring and therefore, one quickly gets to know what the scheme mandates are. Most of the schemes are named ABC Tax Saver, XYZ Tax Gain or PQR Taxshield and so on. Secondly, the fact that the fund has a lock-in keeps short-term investors out of the assets.
This brings more stability to the firm. Lastly, ELSS fund managers actually seem to follow what they preach and hold stocks for the long term, at least relatively, by resorting to lesser churn of their portfolio.
It’s the middle of the tax season and mutual funds have started their usual barrage of advertising to peddle equity-linked savings schemes (ELSS). Things can’t get more complicated for those of us who, more often than not, leave our tax planning right till the end of the financial year.
While options like Public Provident Fund (PPF), National Savings Certificate (NSC), provident fund (PF), paying insurance premium etc can be used to claim a deduction of up to Rs 1 lakh under Section 80C of the Income Tax Act, choosing the right ELSS is not that simple.
Resolving the ‘I’ crisis
The confusion gets more confounded as there are currently 17 ELSS schemes to choose from. But the catch is that all of them do not operate on the same risk and return parameters. Therefore, the first question which you need to ask yourself is whether you are a conservative investor or a risk-taking investor.
An analysis by ET Investor’s Guide shows that for conservative investors, HDFC Long Term Advantage, Sundaram Tax Saver, HDFC Tax Saver and Principal Tax Savings suit the bill. They have come out toppers in terms of performance in the past three years, managing higher returns by taking lower risk.
For those investors who are not averse to risk and need to add that extra zing to their returns, PruICICI Tax and SBI Magnum Tax Gain seem better bets. Their historical performances indicate investment strategies that fall under the category of high-risk high-return funds.
History matters
For the risk parameter, ET Investor’s Guide looked at the overall underperformances (downside risk) of these funds over the past three years. Since such a time horizon doesn’t stretch to the bear markets, we also studied the performance of funds during the bear market (’00 and ’01) phase to find similar trends in terms of the risk-return of these categories of funds.
The year ’00 was the year of technology crash, which saw many of the then tech-heavy ELSS funds underperforming the market. On an average, ELSS returns were a negative 22.5% and negative 22.1% in ’00 and ’01, respectively. Some of the larger-sized funds like SBI Magnum Tax Gain gave negative returns of around 46% each in both the years.
PruICICI Tax lost 41% in ’00, while losing only 6% in ’01. But on an overall basis, these funds still managed to give more-than-average returns over the past five years. So across market cycles, these schemes are still worth a pick. While history is no indication of future performance, funds like HDFC Tax Saver, Sundaram Tax Saver and FT Taxshield, have done well in a bear market.
In fact, HDFC Tax Saver and FT Taxshield were two of the three funds, which gave positive returns in ’00. Some of these funds were helped by timely exits from the technology sector. HDFC Long Term Advantage fund’s returns are not comparable since the fund did not exist during ’00 and ’01.
The middle kingdom
Most ELSS funds have an element of mid caps in their portfolio — at least that is what the portfolio of latest ELSS funds show. The underperformance of such funds vis-a-vis the Sensex, to an extent, can be explained by the fact that mid-cap stocks haven’t rallied the way large-caps stock did in the past one year. The largest ELSS fund, SBI Magnum Tax Gain (Rs 1,163 crore), had 60% in mid and small caps, HDFC Tax Saver had 44%, FT Taxshield 54% and PruICICI Tax 95%, which is the highest return recorded among the ELSS category of funds.
Is less more?
Even after you have zeroed in on the type of ELSS that suits you, the method you will use to invest in the fund seems to have its effect on portfolio returns. That is what number crunching shows. For instance, among the funds with higher risk-taking propensities, the divergence of returns from one-time investing to SIP way has been found to be on the higher side.
Take for instance, HDFC Long Term Advantage, whose SIP returns for five years were around 56% p.a., same as that for its five-year point-to-point returns. It was on the higher side for SBI Magnum Tax Gain, whose five-year returns were 60% p.a., while SIP returns touched 74% p.a.
Higher volatility of NAV does give opportunities to buy units at lower values, which sometimes helps to generate more returns than one-time investing. So, as a rule, ensure that you use the SIP way of investing if you are investing in high-risk high-return funds.
A happy ending
ELSS is an option among Section 80C investments that is fully invested in equities. As a fund category, ELSS has under-performed diversified equity schemes. But tax or no tax benefits, ELSS as a category still is a good avenue to invest — especially for retail investors.
Firstly, the names of ELSS are boring and therefore, one quickly gets to know what the scheme mandates are. Most of the schemes are named ABC Tax Saver, XYZ Tax Gain or PQR Taxshield and so on. Secondly, the fact that the fund has a lock-in keeps short-term investors out of the assets.
This brings more stability to the firm. Lastly, ELSS fund managers actually seem to follow what they preach and hold stocks for the long term, at least relatively, by resorting to lesser churn of their portfolio.
Hyundai Motor Sues Its Labor Union Amid Dispute Over Bonuses
www.hrmeet.com - Jan' 07
Motor Co. recently took its labor union to court, seeking damages for production losses since late last month caused by a dispute over bonuses. The world's sixth-largest automaker is seeking damages totaling 1 bn won (US$1.07 mn; €820,000) from the union and 27 of its leaders, said spokesman Mr Jake Jang.
Though Hyundai has sought compensation from the union in the past over damage to facilities during labor unrest, the suit filed at the Ulsan District Court marks the first time it has sued to cover production losses, Mr Jang said. Hyundai Motor Co.'s union decided to end the strike on Wednesday after the company agreed to pay full bonus payments, officials said, resolving one of the latest obstacles facing South Korea's largest automaker. Hyundai agreed to pay the remainder of an agreed bonus of 1 1/2 months, but only after workers meet production goals.
Motor Co. recently took its labor union to court, seeking damages for production losses since late last month caused by a dispute over bonuses. The world's sixth-largest automaker is seeking damages totaling 1 bn won (US$1.07 mn; €820,000) from the union and 27 of its leaders, said spokesman Mr Jake Jang.
Though Hyundai has sought compensation from the union in the past over damage to facilities during labor unrest, the suit filed at the Ulsan District Court marks the first time it has sued to cover production losses, Mr Jang said. Hyundai Motor Co.'s union decided to end the strike on Wednesday after the company agreed to pay full bonus payments, officials said, resolving one of the latest obstacles facing South Korea's largest automaker. Hyundai agreed to pay the remainder of an agreed bonus of 1 1/2 months, but only after workers meet production goals.
Easy Educate will train executives online
Business Standard - 29th Jan 2006
Hyderabad-based Easy Educate, a higher-learning products services company, in association with eCornell, established and wholly-owned by Cornell University, is offering online programmes designed for executives and students.
The company recently tied up with Jawaharlal Nehru Technology University in Hyderabad to offer the latter’s students the advantage of eCornell courses. It is also in talks with Hindustan Petroleum Corporation Limited, BPCL and Visakhapatnam Steel to offer online executive education to their employees.
“We are the only authorised partner of eCornell in India, Bangladesh, Sri Lanka, Nepal and Bhutan,” says its director Madhusudhan Bandreddy.
The company plans to offer a Global Bridge course from 2008. “Our software developers are already working along with 15 deans of different schools in the US. This programme will evaluate the course syllabi of popular universities, identify the gap and address them so that the prerequisites are waived, and students can take up courses offered by US universities.”
Easy Educate has also tied up with Myers University, Ohio, for its Custom Bridge programme to enable students seeking admission into Myers’ 11-month MBA course get the perquisites waived.
It is also working towards offering courses in insurance and retail marketing along with Cornell University.
“Youngsters in age 18-24 are entering the job market and faculty resources are already a huge problem. We would like to provide an alternative by way on online education,” he points out.
Hyderabad-based Easy Educate, a higher-learning products services company, in association with eCornell, established and wholly-owned by Cornell University, is offering online programmes designed for executives and students.
The company recently tied up with Jawaharlal Nehru Technology University in Hyderabad to offer the latter’s students the advantage of eCornell courses. It is also in talks with Hindustan Petroleum Corporation Limited, BPCL and Visakhapatnam Steel to offer online executive education to their employees.
“We are the only authorised partner of eCornell in India, Bangladesh, Sri Lanka, Nepal and Bhutan,” says its director Madhusudhan Bandreddy.
The company plans to offer a Global Bridge course from 2008. “Our software developers are already working along with 15 deans of different schools in the US. This programme will evaluate the course syllabi of popular universities, identify the gap and address them so that the prerequisites are waived, and students can take up courses offered by US universities.”
Easy Educate has also tied up with Myers University, Ohio, for its Custom Bridge programme to enable students seeking admission into Myers’ 11-month MBA course get the perquisites waived.
It is also working towards offering courses in insurance and retail marketing along with Cornell University.
“Youngsters in age 18-24 are entering the job market and faculty resources are already a huge problem. We would like to provide an alternative by way on online education,” he points out.
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