[Jobs] Diversity lessons from Taare Zameen Par

[Peter Altschul]

Yes, a newspaper from India.

Peter 



-----Original Message-----
From: jobs-bounces at nfbnet.org [mailto:jobs-bounces at nfbnet.org] On Behalf Of
caribou_yukon
Sent: Friday, January 04, 2008 1:32 PM
To: Jobs for the Blind
Subject: Re: [Jobs] Diversity lessons from Taare Zameen Par

Thank you for sending this. I am unclear about the source. Is Hindustan a 
newspaper?
Elaine
----- Original Message ----- 
From: "Peter Altschul" <paltschul at centurytel.net>
To: <employment at acb.org>; "'Jobs for the Blind'" <jobs at nfbnet.org>
Cc: <sreines at worldbank.org>; "'Smart, Lana'" <lsmart at abilitiesonline.org>; 
"'Nancy O'Connell'" <noconnell at tabinc.org>
Sent: Friday, January 04, 2008 11:56 AM
Subject: [Jobs] Diversity lessons from Taare Zameen Par


> HindustanTimes-Print
>
>
>
> November 4, 2006 Ganesh Natrajan January 01, 2008 First Published: 21:22
> IST(1/1/2008) Last Updated: 21:27 IST(1/1/2008)
>
>
>
> Diversity lessons from Taare Zameen Par
>
>
>
> The moment of the year 2007 for me was the evocative scene in Aamir Khan's
> Taare Zameen Par where the young protagonist defies all the odds and walks
> up shyly to receive an art prize, thereby demonstrating that every social
> and intellectual shortcoming can be overcome through genuine appreciation 
> of
> potential.
>
>
>
> So too, leaders in organizations can build stars if they are able to look
> beyond the appeal of ordinary success in pre-defined criteria such as a
> management degree from the right school, perfect articulation, polished
> dress sense etc. This may mean nurturing the stellar young woman returning
> after a career break to have children, offering tailor-made opportunities 
> to
> those with specific handicaps such as blindness or being wheelchair bound,
> or identifying those who for reasons of financial difficulty, may not have
> benefited from the final polish of the top business schools.
>
>
>
> Indeed, modern organisations can no longer afford to overlook the
> capabilities of those historically run over by the rat race. Recent 
> studies
> by the Organization for Economic Cooperation and Development (OECD), whose
> developed country members have of late suffered from declining 
> productivity
> and ageing, shrinking populations, underscore this fact. Countries that 
> have
> adopted women and family-friendly work practices including flexible 
> working,
> such as Norway and Finland, have shown remarkable improvements in both
> business productivity and birth rate, as women find balancing career
> progression with child-rearing more manageable. On the other hand, Italy,
> with its traditional domestic values and macho corporate environment, has
> witnessed declines in both. In the knowledge sector in our country, a lot 
> is
> being to done to correct the gender imbalance that normally pervades all
> organisations in the corporate sector.
>
>
>
> However, one identified factor that can come in the way of sustained 
> growth
> is the availability of manpower of the right quality and numbers - the
> perennial refrain of poor quality of engineers and other technical 
> graduates
> is not going to disappear and industry chieftains need to explore other
> avenues to find the talent they need to fuel growth of both the IT and
> business process outsourcing (BPO) sectors. Early experiments by 
> progressive
> organisations like Satyam through their rural empowerment programme and 
> the
> Thermax-Zensar-Forbes Marshall connsortium supported by Dr Reddy's
> Foundation have focused on creating employability for urban slum children
> and demonstrated that the talent that exists at the bottom of the
> socio-economic pyramid can be tapped for individual and business benefits.
>
>
>
> There is no doubt that a greater degree of effort is required to make 
> worthy
> knowledge workers out of the weaker segments of society but the results 
> can
> make this effort truly worthwhile, not just through the satisfaction that
> each success story can bring but also by the sheer scale of new employment
> that is feasible if one looks beyond the traditional talent pools for 
> future
> resources. Can we overcome our very own brand of corporate dyslexia and 
> put
> new meaning into the lives of millions of our countrymen?
>
>
>
> Ganesh Natrajan Deputy Chairman & MD, Zensar Technologies
>
http://www.hindustantimes.com/StoryPage/Print.aspx?Id=2aa059e8-6b06-4afa-9bb
> 9-8a3fdd96b315 C Copyright 2007 Hindustan Times
>
>


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