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D @`tB & 61 ?"`tB ' 61 ?"h `h tB ( 61 ?"h tB ) 61 ?"``h tB , 61 ?"`tB . 61 ?"h tB 1 61 ?"  h tB 4 61 ?"  h tB 7 61 ?"h tB ; 61 ?"@`@H  0޽h ? ___f3̙;/f9y___PPT10Y+D=' = @B +0N0 P)*(  $  ZЁ "``,$D0 X India: Moving up the Value Chain!_!"z @ p    0> ,$D0  0Ձ@   @1960  2G   08ف p  @2000  2G   0܁ 2  KClient / Server  2G   0,<   DInternet 2 G    0U  E Mainframe 2 G z       u0 V ,$D0   0_   cFacilities management2 2G F    0_   MUnix-based coding  2G Z   s * * Z  s *3 *  z     ` pV ,$D0  0(S 6   G Maintenance 2 G   0@S   VMigration & Re-engineering  2G   0S   RPackage Implementation  2G   0S   SApplication development  2G Z  s * S Z  s *̙ S Z  s * S Z  s * S z z p   00@V ,$D0  0l' G  OWeb Enabling legacy  2G   0 m F Consulting 2 G Z  s *  Z  s *3f  Z  s * Z  s *Z  s *fZ   s *3fZ ! s * " 06   G Maintenance 2 G  # 0p RPackage Implementation  2G  $ 0P "  SE-business applications  2G  % 0p MEmbedded software  2G  & 0 NNetwork Management  2G  ' 0 LNetwork Security  2G Z ( s *3 ) 0I` K,$D0  * HL%@ 0M,$D0 ]Aligned to technology needs&0(2GH  0޽h ? ___f3̙;/f9y___PPT10Y+D=' = @B +d  0N0 g_8(  8 8 6-@` hhTechnical skills constitute the company's mainstay and stock in trade. We call these HARD SKILLS because they are non-problematic. Everyone accepts the need for them. Less obvious (but extremely important) are SOFT SKILLS such as: Trainability Commitment Team Work Problem-solving Ethical Behavior Customer focus Effective Communication Dress Code Out-of-the-box thinking Accepting Mistakes Global Mindset Dealing with change (Agility & Mobility) $A0Z0Zeg GGfG0Ef EEfEhEA+EgT0!T0$'T0T0  8  >0e0e 3"0e``p    8 < - ?"@ a 68Z2EG 8 < ?" Q z. And most important A QUESTIONING MINDSET"/0Z/GH 8 0޽h ? ̙33___PPT10e.+D=' = @B + 0N0 `(  r  S       s * "``p  FCustomer Focus_ H  0޽h ? ̙33y___PPT10Y+D=' = @B + 0N0 x!(  xr x S  `  R x C *Abd04924_0 p`R x C *Abs01244_p x s *L, "``p SApproach to Problem Solving_ H x 0޽h ? ̙33y___PPT10Y+D=' = @B +v 0N0 } p(  pr p S K  R p C *APE03329A0@wX p 0A$?0   p s *M "`` A Team Work _  H p 0޽h ? ̙33y___PPT10Y+D=' = @B + 0N0 )!0 h(  hr h S 0c   R h C *ABD05545_@0A   h s *e "``@ E Communication_ H h 0޽h ? ̙33y___PPT10Y+D=' = @B +@ 0N0 OGP T(  Tr T S    X T 0A?@X T 0A!? ) X T 0A"?p P9 X  T 0A%? @ PY  T s * "`` E Body Language_ H T 0޽h ? ̙33y___PPT10Y+D=' = @B + 0N0 p ti(  tr t S t t R t C *Aj0217156 X t 0A? `` X t 0A?p) t 0A? 0`,$ ffffffffffffX  t 0A?   t s *Lt "``p A Etiquette _  H t 0޽h ? ̙33y___PPT10Y+D=' = @B + 0N0 .&(  r  S <  R  C *A pe01979_w   s *Pzt "``@ JAgility & Mobility_ H  0޽h ? ̙33y___PPT10Y+D=' = @B + 0N0 `(  r  S (     s *ht "``` FGlobal Mindset_ H  0޽h ? ̙33y___PPT10Y+D=' = @B +  0N0   d(  dx d c $+$   $  d s *șt "``Pp LWhose responsibility_  @  d#  P P ,$D 0T Z/ / d# @ ~2 d ND[dX?Z/ o d ZD[dX?ZO / Y 0 - 1 years$ 8Z G  d <MP  6" GH d 0޽h ? ̙33UM___PPT10-+`pD' = @B D' = @BA?%,( < +O%,( < +D' =%(%(D' =%(D3' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*d%(D' =-o6Bbox(out)*<3<*d+t 0N0 ;3\ (  \ \ HA ??p  , T0 @  \# 0 ,$D 0hT Z/ / \# @ ~2 \ ND[dX?Z/ o~ \ ND[dX?ZO / \ <,>$  6" G Z/ / \#  vL ,$D 0bN Z/ /  \ Z/ /~2  \ ND[dX?Z/ o~  \ ND[dX?ZO /  \ < C$D[   6" G @f@  \# ,$D 0bN Z/ / \ @f@~2 \ ND[dX?Z/ o~ \ ND[dX?ZO / \ <H$ 6" G 7@ \# pp`,$D 0hT Z/ / \# @@~2 \ ND[dX?Z/ o~ \ ND[dX?ZO / \ <M$7 6" GG \ 6hO$P ` =,$ 0 ; Thank You himanshu.kumar@tcs.com4< G0*G% \ s *U$ "``@ t<It s a Long & Exciting Journey_ H \ 0޽h ? ̙33___PPT10+yDM' \$= @B D' = @BA?%,( < +O%,( < +D ' =%(%(D' =%(D3' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(D' =-o6Bbox(out)*<3<*\D' =%(D3' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(D' =-o6Bbox(out)*<3<*\D' =%( D3' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<* \%(D' =-o6Bbox(out)*<3<* \D' =%(D3' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(D' =-o6Bbox(out)*<3<*\D{' =%(D#' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(D' =+4 8?dCB0-#ppt_w/2BCB#ppt_xB*Y3>B ppt_x<*\D' =+4 8?\CB#ppt_yBCB#ppt_yB*Y3>B ppt_y<*\+8+0+\0 +0 qi`\(  \X \ C X   $i \ S Ѕ$X @  $  Time Keeping someone waiting for a meeting, making a discussion shorter than is appropriate communicates a negative, disrespectful attitude. Furniture Barriers, like desks or counters, between ourselves and others present a formal and cold image. They create feelings of apprehension and may make people act more angrily or forcefully than they intended. Distance Putting a physical distance between yourself and someone else can convey dislike. Taking a position relatively close to the other person conveys warmth and a positive attitude. Posture A persons' posture can convey any number of messages: energy or fatigue, interest or boredom, approval or disgust, anxiety or confidence and so on. Generally, "closed" postures, such as crossed arms and legs or leaning away from a person convey dislike. Leaning forward indicates interest and approval. Gestures Both frequency and types of gestures convey attitudes toward the other person. Making frequent gestures (of the right type!) is generally seen as positive. Not making gestures is seen as negative - a bit sinister perhaps. Relaxed, smooth and open-palm gestures are seen as positive while jerking, sudden gestures particularly with a closed fist or the edge of the hand are seen as threatening (even outside the boxing ring!) Face and Head Probably the clearest locations of body language are above the neck. In most cultures, nodding the head is positive, expressing interest and support. Shaking the head, again in most cultures, is negative. Lowering the head, peering over your glasses, and cocking the head to one side usually indicate scepticism or suspicion. The frequency of facial movements increases when people are trying to be persuasive. It seems, also, that different parts of the face give clues to different emotions. For example, fear is clearest in the eyes and anger in the lower face, brows and forehead. Eyes Eye contact indicates a desire for communication and projects friendliness. Lack of eye contact may indicate dislike or lack of interest. Eyes, flicking around almost randomly, tend to indicate anxiety or a desire to get away. Constantly looking at your watch when someone is talking to you seems an obvious, if rather impolite, way of expressing acute boredom! Hands or feet Watch people's hands and feet. People may successfully control their faces, and appear calm and self-controlled - unaware that they are betrayed by a foot tapping restlessly, with a life of its own. Restlessness and boredom is often revealed by frequent shifting of leg positions. Doodling, playing with a pen or body grooming movements are fairly sure signs of inattention. Silence Oddly enough, silence is a form of communication and a prolonged silence can speak volumes. Silence when someone expects you to speak, often expresses disagreement - in fact quite strongly. Near silence can also demonstrate interest and show concern, with those small, apparently meaningless sounds we make like "Mmm" and "Ahh", accompanied by nods of the head. It often encourages the other person to continue talking. You will see TV interviewers using this technique. Voice Voice carries meaning - and not only in the words we use. For example, speaking loudly and rapidly can indicate anger or a lack of interest in the other person's views. It can also indicate that the speaker has run out of logical support for his or her views. Boredom is frequently indicated by lower volume, low pitch, and slow rate of speaking with little intonation; fear and excitement by broken speech patterns and irregular pauses for breath. h %% %%%%%0%%% %J%%l% %x%%%%%N@ 'ZT0r H \ 0޽h ? ̙330 @l=(  lX l C X   $ l S ,$X @  $ ? Self-concept Every person has a self-concept which can act to shut out information or opinion that is not in line with it. If we think of ourselves as important, behaviour that indicates that the other person does not see us in this way can cause anger. If, on the contrary, someone acts towards us in a way that indicates they see us as very important (when we know we are not), we may see such behaviour as mockery. Status A boss may be unable to receive instruction from a secretary on how to operate a word processor, not because he or she is incapable of learning nor because the secretary is incapable of teaching but simply because the role of learner does not square very easily with the status of superior. In the 18th century, a British Fleet was run aground because the Admiral, Sir Cloudesley Shovell, could not accept information from a mere sailor that the fleet was not in the position that the Admiral thought it was. (He came to a sticky end.) Credibility People accept information from those they think of as credible. Credibility may result from impressive credentials, demonstrated expertise or even a credible manner. Confidence tricksters know this very well. The American Actor Orson Wells, in a famous radio broadcast that purported to be a news item, caused panic in the USA by describing an eye witness account of the landing of aliens from another planet. The problem is that credentials may act against someone who knows and wants to communicate something. If this is against received opinion, then he or she is unlikely to be listened to. People believed the world to be flat against evidence that it was round because this is what the opinion leaders said. Emotion No communication is emotion-free. People tend to receive communication more readily if the speaker is open about their own emotions and open to the fact that others may feel differently. Repetition It is a matter of judgement how many times one can run over some instructions just one more time. Some of the time, this acts to allow the information to sink in. At other times, the repetition causes boredom and actually causes people to forget or ignore the information. One way - two way One way communication is one person telling another something. The assumption is that if one is clear, careful and precise, the listener will attend to and understand what the speaker is saying. Two-way communication is about feedback. In two-way communication the speaker encourages the listener to ask questions, to debate and to investigate what is said. This way, the listener comes to 'own' the information, is more likely to remember it and more likely to act upon it. Active listening As Carl Rogers said: "Despite the popular notion that listening is a passive activity, clinical and research evidence clearly shows that sensitive listening is a most effective agent for individual personality change and group development." Active listening is an energetic attempt to really understand what the speaker is saying and to reflect back to him or her what this is. When people are listened to actively, they listen to themselves more closely. 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