Friday, May 12, 2006
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50 TOP QUESTIONS DURING AN INTERVIEW!!!
50 COMMON INTERVIEW QUESTIONS AND ANSWERS
Review these typical interview questions and think about how you would answ=
er them. Read the questions listed; you will also find some strategy sugges=
tions with it.
1. Tell me about yourself:
The most often asked question in interviews. You need to have a short
statement prepared in your mind. Be careful that it does not sound
rehearsed. Limit it to work-related items unless instructed otherwise.
Talk about things you have done and jobs you have held that relate to
the position you are interviewing for. Start with the item farthest
back and work up to the present.
2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major
problem with management and never speak ill of supervisors, co-workers
or the organization. If you do, you will be the one looking bad. Keep
smiling and talk about leaving for a positive reason such as an
opportunity, a chance to do something special or other forward-looking
reasons.
3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for.
If you do not have specific experience, get as close as you can.
4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good
explanation is that you have set goals, and you have met some and are
on track to achieve the others.
5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific
statement or a paraphrase will work. Jill Clark, a co-worker at Smith
Company, always said I was the hardest workers she had ever known. It
is as powerful as Jill having said it at the interview herself.
6. What do you know about this organization?
This question is one reason to do some research on the organization
before the interview. Find out where they have been and where they are
going. What are the current issues and who are the major players?
7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide
variety of activities can be mentioned as positive self-improvement.
Have some good ones handy to mention.
8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus
on this job and what you can do for this organization. Anything else is
a distraction.
9. Why do you want to work for this organization?
This may take some thought and certainly, should be based on the
research you have done on the organization. Sincerity is extremely
important here and will easily be sensed. Relate it to your long-term
career goals.
10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This
can affect your answer even though they asked about friends not
relatives. Be careful to mention a friend only if they are well thought
of.
11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if
you answer first. So, do not answer it. Instead, say something like,
That's a tough question. Can you tell me the range for this position?
In most cases, the interviewer, taken off guard, will tell you. If not,
say that it can depend on the details of the job. Then give a wide
range.
12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready.
Specifics that show you often perform for the good of the team rather
than for yourself are good evidence of your team attitude. Do not brag,
just say it in a matter-of-fact tone. This is a key point.
13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: I'd like
it to be a long time. Or As long as we both feel I'm doing a good job.
14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you
like to fire people. At the same time, you will do it when it is the
right thing to do. When it comes to the organization versus the
individual who has created a harmful situation, you will protect the
organization. Remember firing is not the same as layoff or reduction in
force.
15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here.
Do you have strong feelings that the job gets done? Yes. That's the
type of answer that works best here. Short and positive, showing a
benefit to the organization.
16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type
of work you prefer. Do not say yes if you do not mean it.
17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief and avoid saying
negative things about the people or organization involved.
18. Explain how you would be an asset to this organization
You should be anxious for this question. It gives you a chance to
highlight your best points as they relate to the position being
discussed. Give a little advance thought to this relationship.
19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not
mention any other candidates to make a comparison.
20. Tell me about a suggestion you have made
Have a good one ready. Be sure and use a suggestion that was accepted
and was then considered successful. One related to the type of work
applied for is a real plus.
21. What irritates you about co-workers?
This is a trap question. Think real hard but fail to come up with
anything that irritates you. A short statement that you seem to get
along with folks is great.
22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:
Your ability to prioritize, Your problem-solving skills, Your ability
to work under pressure, Your ability to focus on projects, Your
professional expertise, Your leadership skills, Your positive attitude
23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you
are contending for is it, you strain credibility. If you say another
job is it, you plant the suspicion that you will be dissatisfied with
this position if hired. The best is to stay genetic and say something
like: A job where I love the work, like the people, can contribute and
can't wait to get to work.
24. Why do you think you would do well at this job?
Give several reasons and include skills, experience and interest.
25. What are you looking for in a job?
See answer # 23
26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization,
violence or lawbreaking to get you to object. Minor objections will
label you as a whiner.
27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is
no better answer.
28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities:
Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise,
Initiative, Patience, Hard work, Creativity, Problem solver
29. Tell me about a problem you had with a supervisor
Biggest trap of all. This is a test to see if you will speak ill of
your boss. If you fall for it and tell about a problem with a former
boss, you may well below the interview right there. Stay positive and
develop a poor memory about any trouble with a supervisor.
30. What has disappointed you about a job?
Don't get trivial or negative. Safe areas are few but can include:
Not enough of a challenge. You were laid off in a reduction Company did
not win a contract, which would have given you more responsibility.
31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an
example that relates to the type of position applied for.
32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want
another job more than this one.
33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:
Challenge, Achievement, Recognition
34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.
35. How would you know you were successful on this job?
Several ways are good measures:
You set high standards for yourself and meet them. Your outcomes are a
success.Your boss tell you that you are successful
36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if
you think there is a chance it may come up. Do not say yes just to get
the job if the real answer is no. This can create a lot of problems
later on in your career. Be honest at this point and save yourself
future grief.
37. Are you willing to put the interests of the organization ahead ofyour o=
wn?
This is a straight loyalty and dedication question. Do not worry about
the deep ethical and philosophical implications. Just say yes.
38. Describe your management style.
Try to avoid labels. Some of the more common labels, like progressive,
salesman or consensus, can have several meanings or descriptions
depending on which management expert you listen to. The situational
style is safe, because it says you will manage according to the
situation, instead of one size fits all.
39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make
it small, well intentioned mistake with a positive lesson learned. An
example would be working too far ahead of colleagues on a project and
thus throwing coordination off.
40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind
spots. Do not reveal any personal areas of concern here. Let them do
their own discovery on your bad points. Do not hand it to them.
41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well
qualified for the position.
43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about,
bring that up: Then, point out (if true) that you are a hard working
quick learner.
44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of
humor, fair, loyal to subordinates and holder of high standards. All
bosses think they have these traits.
45. Tell me about a time when you helped resolve a dispute betweenothers.
Pick a specific incident. Concentrate on your problem solving technique
and not the dispute you settled.
46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.
47. Describe your work ethic.
Emphasize benefits to the organization. Things like, determination to
get the job done and work hard but enjoy your work are good.
48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show
acceptance and no negative feelings.
49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.
50. Do you have any questions for me?
Always have some questions prepared. Questions prepared where you will
be an asset to the organization are good. How soon will I be able to be
productive? and What type of projects will I be able to assist on? are
examples.
Review these typical interview questions and think about how you would answ=
er them. Read the questions listed; you will also find some strategy sugges=
tions with it.
1. Tell me about yourself:
The most often asked question in interviews. You need to have a short
statement prepared in your mind. Be careful that it does not sound
rehearsed. Limit it to work-related items unless instructed otherwise.
Talk about things you have done and jobs you have held that relate to
the position you are interviewing for. Start with the item farthest
back and work up to the present.
2. Why did you leave your last job?
Stay positive regardless of the circumstances. Never refer to a major
problem with management and never speak ill of supervisors, co-workers
or the organization. If you do, you will be the one looking bad. Keep
smiling and talk about leaving for a positive reason such as an
opportunity, a chance to do something special or other forward-looking
reasons.
3. What experience do you have in this field?
Speak about specifics that relate to the position you are applying for.
If you do not have specific experience, get as close as you can.
4. Do you consider yourself successful?
You should always answer yes and briefly explain why. A good
explanation is that you have set goals, and you have met some and are
on track to achieve the others.
5. What do co-workers say about you?
Be prepared with a quote or two from co-workers. Either a specific
statement or a paraphrase will work. Jill Clark, a co-worker at Smith
Company, always said I was the hardest workers she had ever known. It
is as powerful as Jill having said it at the interview herself.
6. What do you know about this organization?
This question is one reason to do some research on the organization
before the interview. Find out where they have been and where they are
going. What are the current issues and who are the major players?
7. What have you done to improve your knowledge in the last year?
Try to include improvement activities that relate to the job. A wide
variety of activities can be mentioned as positive self-improvement.
Have some good ones handy to mention.
8. Are you applying for other jobs?
Be honest but do not spend a lot of time in this area. Keep the focus
on this job and what you can do for this organization. Anything else is
a distraction.
9. Why do you want to work for this organization?
This may take some thought and certainly, should be based on the
research you have done on the organization. Sincerity is extremely
important here and will easily be sensed. Relate it to your long-term
career goals.
10. Do you know anyone who works for us?
Be aware of the policy on relatives working for the organization. This
can affect your answer even though they asked about friends not
relatives. Be careful to mention a friend only if they are well thought
of.
11. What kind of salary do you need?
A loaded question. A nasty little game that you will probably lose if
you answer first. So, do not answer it. Instead, say something like,
That's a tough question. Can you tell me the range for this position?
In most cases, the interviewer, taken off guard, will tell you. If not,
say that it can depend on the details of the job. Then give a wide
range.
12. Are you a team player?
You are, of course, a team player. Be sure to have examples ready.
Specifics that show you often perform for the good of the team rather
than for yourself are good evidence of your team attitude. Do not brag,
just say it in a matter-of-fact tone. This is a key point.
13. How long would you expect to work for us if hired?
Specifics here are not good. Something like this should work: I'd like
it to be a long time. Or As long as we both feel I'm doing a good job.
14. Have you ever had to fire anyone? How did you feel about that?
This is serious. Do not make light of it or in any way seem like you
like to fire people. At the same time, you will do it when it is the
right thing to do. When it comes to the organization versus the
individual who has created a harmful situation, you will protect the
organization. Remember firing is not the same as layoff or reduction in
force.
15. What is your philosophy towards work?
The interviewer is not looking for a long or flowery dissertation here.
Do you have strong feelings that the job gets done? Yes. That's the
type of answer that works best here. Short and positive, showing a
benefit to the organization.
16. If you had enough money to retire right now, would you?
Answer yes if you would. But since you need to work, this is the type
of work you prefer. Do not say yes if you do not mean it.
17. Have you ever been asked to leave a position?
If you have not, say no. If you have, be honest, brief and avoid saying
negative things about the people or organization involved.
18. Explain how you would be an asset to this organization
You should be anxious for this question. It gives you a chance to
highlight your best points as they relate to the position being
discussed. Give a little advance thought to this relationship.
19. Why should we hire you?
Point out how your assets meet what the organization needs. Do not
mention any other candidates to make a comparison.
20. Tell me about a suggestion you have made
Have a good one ready. Be sure and use a suggestion that was accepted
and was then considered successful. One related to the type of work
applied for is a real plus.
21. What irritates you about co-workers?
This is a trap question. Think real hard but fail to come up with
anything that irritates you. A short statement that you seem to get
along with folks is great.
22. What is your greatest strength?
Numerous answers are good, just stay positive. A few good examples:
Your ability to prioritize, Your problem-solving skills, Your ability
to work under pressure, Your ability to focus on projects, Your
professional expertise, Your leadership skills, Your positive attitude
23. Tell me about your dream job.
Stay away from a specific job. You cannot win. If you say the job you
are contending for is it, you strain credibility. If you say another
job is it, you plant the suspicion that you will be dissatisfied with
this position if hired. The best is to stay genetic and say something
like: A job where I love the work, like the people, can contribute and
can't wait to get to work.
24. Why do you think you would do well at this job?
Give several reasons and include skills, experience and interest.
25. What are you looking for in a job?
See answer # 23
26. What kind of person would you refuse to work with?
Do not be trivial. It would take disloyalty to the organization,
violence or lawbreaking to get you to object. Minor objections will
label you as a whiner.
27. What is more important to you: the money or the work?
Money is always important, but the work is the most important. There is
no better answer.
28. What would your previous supervisor say your strongest point is?
There are numerous good possibilities:
Loyalty, Energy, Positive attitude, Leadership, Team player, Expertise,
Initiative, Patience, Hard work, Creativity, Problem solver
29. Tell me about a problem you had with a supervisor
Biggest trap of all. This is a test to see if you will speak ill of
your boss. If you fall for it and tell about a problem with a former
boss, you may well below the interview right there. Stay positive and
develop a poor memory about any trouble with a supervisor.
30. What has disappointed you about a job?
Don't get trivial or negative. Safe areas are few but can include:
Not enough of a challenge. You were laid off in a reduction Company did
not win a contract, which would have given you more responsibility.
31. Tell me about your ability to work under pressure.
You may say that you thrive under certain types of pressure. Give an
example that relates to the type of position applied for.
32. Do your skills match this job or another job more closely?
Probably this one. Do not give fuel to the suspicion that you may want
another job more than this one.
33. What motivates you to do your best on the job?
This is a personal trait that only you can say, but good examples are:
Challenge, Achievement, Recognition
34. Are you willing to work overtime? Nights? Weekends?
This is up to you. Be totally honest.
35. How would you know you were successful on this job?
Several ways are good measures:
You set high standards for yourself and meet them. Your outcomes are a
success.Your boss tell you that you are successful
36. Would you be willing to relocate if required?
You should be clear on this with your family prior to the interview if
you think there is a chance it may come up. Do not say yes just to get
the job if the real answer is no. This can create a lot of problems
later on in your career. Be honest at this point and save yourself
future grief.
37. Are you willing to put the interests of the organization ahead ofyour o=
wn?
This is a straight loyalty and dedication question. Do not worry about
the deep ethical and philosophical implications. Just say yes.
38. Describe your management style.
Try to avoid labels. Some of the more common labels, like progressive,
salesman or consensus, can have several meanings or descriptions
depending on which management expert you listen to. The situational
style is safe, because it says you will manage according to the
situation, instead of one size fits all.
39. What have you learned from mistakes on the job?
Here you have to come up with something or you strain credibility. Make
it small, well intentioned mistake with a positive lesson learned. An
example would be working too far ahead of colleagues on a project and
thus throwing coordination off.
40. Do you have any blind spots?
Trick question. If you know about blind spots, they are no longer blind
spots. Do not reveal any personal areas of concern here. Let them do
their own discovery on your bad points. Do not hand it to them.
41. If you were hiring a person for this job, what would you look for?
Be careful to mention traits that are needed and that you have.
42. Do you think you are overqualified for this position?
Regardless of your qualifications, state that you are very well
qualified for the position.
43. How do you propose to compensate for your lack of experience?
First, if you have experience that the interviewer does not know about,
bring that up: Then, point out (if true) that you are a hard working
quick learner.
44. What qualities do you look for in a boss?
Be generic and positive. Safe qualities are knowledgeable, a sense of
humor, fair, loyal to subordinates and holder of high standards. All
bosses think they have these traits.
45. Tell me about a time when you helped resolve a dispute betweenothers.
Pick a specific incident. Concentrate on your problem solving technique
and not the dispute you settled.
46. What position do you prefer on a team working on a project?
Be honest. If you are comfortable in different roles, point that out.
47. Describe your work ethic.
Emphasize benefits to the organization. Things like, determination to
get the job done and work hard but enjoy your work are good.
48. What has been your biggest professional disappointment?
Be sure that you refer to something that was beyond your control. Show
acceptance and no negative feelings.
49. Tell me about the most fun you have had on the job.
Talk about having fun by accomplishing something for the organization.
50. Do you have any questions for me?
Always have some questions prepared. Questions prepared where you will
be an asset to the organization are good. How soon will I be able to be
productive? and What type of projects will I be able to assist on? are
examples.
Wednesday, January 25, 2006
good links-career
http://www.asktheheadhunter.com/teeth.htm
http://interview.monster.com/
http://interview.monster.com/
Friday, December 30, 2005
Some GK
Some GK for you guys -- Origin of the word F*.*.K , HoneymooN, GOLF... so sleep tigh
1. In Shakespeare's time, mattresses were secured on bed frames by ropes.
When you pulled on the ropes the mattress tightened, making the bed firmer
to sleep on. Hence the phrase "goodnight, sleep tight".
2. It was the accepted practice in Babylon 4,000 years ago that for a month
after the wedding, the bride's father would supply his son-in-law with all
the mead he could drink. Mead is a honey beer and because their calendar was
lunar based, this period was called the honey month or what we know today as
the honeymoon.
3. In ancient England a person could not have sex unless you had consent of
the King (unless you were in the Royal Family). When anyone wanted to have a
baby, they got consent of the King, the King gave them a placard that they
hung on their door while they were having sex. The placard had F*.*.K
(Fornication Under Consent of the King) on it. Now you know where that word
came from.
4. In Scotland, a new game was invented. It was entitled Gentlemen Only,
Ladies Forbidden... and thus the word GOLF entered into the English
language.
1. In Shakespeare's time, mattresses were secured on bed frames by ropes.
When you pulled on the ropes the mattress tightened, making the bed firmer
to sleep on. Hence the phrase "goodnight, sleep tight".
2. It was the accepted practice in Babylon 4,000 years ago that for a month
after the wedding, the bride's father would supply his son-in-law with all
the mead he could drink. Mead is a honey beer and because their calendar was
lunar based, this period was called the honey month or what we know today as
the honeymoon.
3. In ancient England a person could not have sex unless you had consent of
the King (unless you were in the Royal Family). When anyone wanted to have a
baby, they got consent of the King, the King gave them a placard that they
hung on their door while they were having sex. The placard had F*.*.K
(Fornication Under Consent of the King) on it. Now you know where that word
came from.
4. In Scotland, a new game was invented. It was entitled Gentlemen Only,
Ladies Forbidden... and thus the word GOLF entered into the English
language.
Tuesday, December 27, 2005
ileap cracked download
http://ileap.crack-cd.com/iLEAP_All_Versions.html
Monday, December 26, 2005
recipe
http://www.jerrysbaitandtackle.com/
Thursday, December 22, 2005
murphys laws on sex
The more beautiful the woman is who loves you, the easier it is to leave her with no hard feelings.
Nothing improves with age.
No matter how many times you've had it, if it's offered take it, because it'll never be quite the same again.
Sex has no calories.
Sex takes up the least amount of time and causes the most amount of trouble.
There is no remedy for sex but more sex.
Sex appeal is 50% what you've got and 50% what people think you've got.
No sex with anyone in the same office.
Sex is like snow; you never know how many inches you are going to get or how long it is going to last.
A man in the house is worth two in the street.
If you get them by the balls, their hearts and minds will follow.
Virginity can be cured.
When a man's wife learns to understand him, she usually stops listening to him.
Never sleep with anyone crazier than yourself.
The qualities that most attract a woman to a man are usually the same ones she can't stand years later.
Sex is dirty only if it's done right.
It is always the wrong time of month.
The best way to hold a man is in your arms.
When the lights are out, all women are beautiful.
Sex is hereditary. If your parents never had it, chances are you won't either.
Sow your wild oats on Saturday night -- Then on Sunday pray for crop failure.
The younger the better.
The game of love is never called off on account of darkness.
It was not the apple on the tree but the pair on the ground that caused the trouble in the garden.
Sex discriminates against the shy and the ugly.
Before you find your handsome prince, you've got to kiss a lot of frogs.
There may be some things better than sex, and some things worse than sex. But there is nothing exactly like it.
Love your neighbor, but don't get caught.
Love is a hole in the heart.
If the effort that went in research on the female bosom had gone into our space program, we would now be running hot-dog stands on the moon.
Love is a matter of chemistry, sex is a matter of physics.
Do it only with the best.
Sex is a three-letter word which needs some old-fashioned four-letter words to convey its full meaning.
One good turn gets most of the blankets.
You cannot produce a baby in one month by impregnating nine women.
Love is the triumph of imagination over intelligence.
It is better to have loved and lost than never to have loved at all.
Thou shalt not commit adultery.....unless in the mood.
Never lie down with a woman who's got more troubles than you.
Abstain from wine, women, and song; mostly song.
Never argue with a women when she's tired -- or rested.
A woman never forgets the men she could have had; a man, the women he couldn't.
What matters is not the length of the wand, but the magic in the stick.
It is better to be looked over than overlooked.
Never say no.
A man can be happy with any woman as long as he doesn't love her.
Folks playing leapfrog must complete all jumps.
Beauty is skin deep; ugly goes right to the bone.
Never stand between a fire hydrant and a dog.
A man is only a man, but a good bicycle is a ride.
Love comes in spurts.
The world does not revolve on an axis.
Sex is one of the nine reasons for reincarnation; the other eight are unimportant.
Smile, it makes people wonder what you are thinking.
Don't do it if you can't keep it up.
There is no difference between a wise man and a fool when they fall in love.
Never go to bed mad, stay up and fight.
Love is the delusion that one woman differs from another.
"This won't hurt, I promise."
Nothing improves with age.
No matter how many times you've had it, if it's offered take it, because it'll never be quite the same again.
Sex has no calories.
Sex takes up the least amount of time and causes the most amount of trouble.
There is no remedy for sex but more sex.
Sex appeal is 50% what you've got and 50% what people think you've got.
No sex with anyone in the same office.
Sex is like snow; you never know how many inches you are going to get or how long it is going to last.
A man in the house is worth two in the street.
If you get them by the balls, their hearts and minds will follow.
Virginity can be cured.
When a man's wife learns to understand him, she usually stops listening to him.
Never sleep with anyone crazier than yourself.
The qualities that most attract a woman to a man are usually the same ones she can't stand years later.
Sex is dirty only if it's done right.
It is always the wrong time of month.
The best way to hold a man is in your arms.
When the lights are out, all women are beautiful.
Sex is hereditary. If your parents never had it, chances are you won't either.
Sow your wild oats on Saturday night -- Then on Sunday pray for crop failure.
The younger the better.
The game of love is never called off on account of darkness.
It was not the apple on the tree but the pair on the ground that caused the trouble in the garden.
Sex discriminates against the shy and the ugly.
Before you find your handsome prince, you've got to kiss a lot of frogs.
There may be some things better than sex, and some things worse than sex. But there is nothing exactly like it.
Love your neighbor, but don't get caught.
Love is a hole in the heart.
If the effort that went in research on the female bosom had gone into our space program, we would now be running hot-dog stands on the moon.
Love is a matter of chemistry, sex is a matter of physics.
Do it only with the best.
Sex is a three-letter word which needs some old-fashioned four-letter words to convey its full meaning.
One good turn gets most of the blankets.
You cannot produce a baby in one month by impregnating nine women.
Love is the triumph of imagination over intelligence.
It is better to have loved and lost than never to have loved at all.
Thou shalt not commit adultery.....unless in the mood.
Never lie down with a woman who's got more troubles than you.
Abstain from wine, women, and song; mostly song.
Never argue with a women when she's tired -- or rested.
A woman never forgets the men she could have had; a man, the women he couldn't.
What matters is not the length of the wand, but the magic in the stick.
It is better to be looked over than overlooked.
Never say no.
A man can be happy with any woman as long as he doesn't love her.
Folks playing leapfrog must complete all jumps.
Beauty is skin deep; ugly goes right to the bone.
Never stand between a fire hydrant and a dog.
A man is only a man, but a good bicycle is a ride.
Love comes in spurts.
The world does not revolve on an axis.
Sex is one of the nine reasons for reincarnation; the other eight are unimportant.
Smile, it makes people wonder what you are thinking.
Don't do it if you can't keep it up.
There is no difference between a wise man and a fool when they fall in love.
Never go to bed mad, stay up and fight.
Love is the delusion that one woman differs from another.
"This won't hurt, I promise."
blog templates
Blog templates
http://beccary.com/goodies/blogger-templates/
http://blogger-templates.blogspot.com
www.elated.com%2Fpagekits%2F
http://beccary.com/goodies/blogger-templates/
http://blogger-templates.blogspot.com
www.elated.com%2Fpagekits%2F
test
test entry
Monday, December 19, 2005
free online PM tools
This site has got an online project management tool. They have a free version also. I tried this and seem good. You can also create some users and track all aspects of the projects.
http://www.aceproject.com/
http://www.aceproject.com/
~~~~~~~~~~~~~~~~~~~
links to check
Links to check
http://blog-thegoose2.blogspot.com/
Vatican relics
http://www.vaticanvault.com/In-the-Vault/in-the-Vatican-Vault/Relics.html
http://blog-thegoose2.blogspot.com/
Vatican relics
http://www.vaticanvault.com/In-the-Vault/in-the-Vatican-Vault/Relics.html
early christian histroy
Google: Ten Golden Rules
Getting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google.
By Eric Schmidt and Hal Varian
Newsweek
Updated: 11:33 a.m. ET Dec. 2, 2005
Issues 2006 - At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
At Google, we seek that advantage. The ongoing debate about whether big corporations are mismanaging knowledge workers is one we take very seriously, because those who don't get it right will be gone. We've drawn on good ideas we've seen elsewhere and come up with a few of our own. What follows are seven key principles we use to make knowledge workers most effective. As in most technology companies, many of our employees are engineers, so we will focus on that particular group, but many of the policies apply to all sorts of knowledge workers.
Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers, drawn from both management and potential colleagues. Everyone's opinion counts, making the hiring process more fair and pushing standards higher. Yes, it takes longer, but we think it's worth it. If you hire great people and involve them intensively in the hiring process, you'll get more great people. We started building this positive feedback loop when the company was founded, and it has had a huge payoff.
Cater to their every need. As Drucker says, the goal is to "strip away everything that gets in their way." We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses—just about anything a hardworking engineer might want. Let's face it: programmers want to program, they don't want to do their laundry. So we make it easy for them to do both.
Pack them in. Almost every project at Google is a team project, and teams have to communicate. The best way to make communication easy is to put team members within a few feet of each other. The result is that virtually everyone at Google shares an office. This way, when a programmer needs to confer with a colleague, there is immediate access: no telephone tag, no e-mail delay, no waiting for a reply. Of course, there are many conference rooms that people can use for detailed discussion so that they don't disturb their office mates. Even the CEO shared an office at Google for several months after he arrived. Sitting next to a knowledgeable employee was an incredibly effective educational experience.
Make coordination easy. Because all members of a team are within a few feet of one another, it is relatively easy to coordinate projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group describing what he has done in the last week. This gives everyone an easy way to track what everyone else is up to, making it much easier to monitor progress and synchronize work flow.
Eat your own dog food. Google workers use the company's tools intensively. The most obvious tool is the Web, with an internal Web page for virtually every project and every task. They are all indexed and available to project participants on an as-needed basis. We also make extensive use of other information-management tools, some of which are eventually rolled out as products. For example, one of the reasons for Gmail's success is that it was beta tested within the company for many months. The use of e-mail is critical within the organization, so Gmail had to be tuned to satisfy the needs of some of our most demanding customers—our knowledge workers.
Encourage creativity. Google engineers can spend up to 20 percent of their time on a project of their choice. There is, of course, an approval process and some oversight, but basically we want to allow creative people to be creative. One of our not-so-secret weapons is our ideas mailing list: a companywide suggestion box where people can post ideas ranging from parking procedures to the next killer app. The software allows for everyone to comment on and rate ideas, permitting the best ideas to percolate to the top.
Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the "many are smarter than the few," and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions
Don't be evil. Much has been written about Google's slogan, but we really try to live by it, particularly in the ranks of management. As in every organization, people are passionate about their views. But nobody throws chairs at Google, unlike management practices used at some other well-known technology companies. We foster to create an atmosphere of tolerance and respect, not a company full of yes men.
Data drive decisions. At Google, almost every decision is based on quantitative analysis. We've built systems to manage information, not only on the Internet at large, but also internally. We have dozens of analysts who plow through the data, analyze performance metrics and plot trends to keep us as up to date as possible. We have a raft of online "dashboards" for every business we work in that provide up-to-the-minute snapshots of where we are.
Communicate effectively. Every Friday we have an all-hands assembly with announcements, introductions and questions and answers. (Oh, yes, and some food and drink.) This allows management to stay in touch with what our knowledge workers are thinking and vice versa. Google has remarkably broad dissemination of information within the organization and remarkably few serious leaks. Contrary to what some might think, we believe it is the first fact that causes the second: a trusted work force is a loyal work force.
Of course, we're not the only company that follows these practices. Many of them are common around Silicon Valley. And we recognize that our management techniques have to evolve as the company grows. There are several problems that we (and other companies like us) face.
One is "techno arrogance." Engineers are competitive by nature and they have low tolerance for those who aren't as driven or as knowledgeable as they are. But almost all engineering projects are team projects; having a smart but inflexible person on a team can be deadly. If we see a recommendation that says "smartest person I've ever known" combined with "I wouldn't ever want to work with them again," we decline to make them an offer. One reason for extensive peer interviews is to make sure that teams are enthused about the new team member. Many of our best people are terrific role models in terms of team building, and we want to keep it that way.
A related problem is the not-invented-here syndrome. A good engineer is always convinced that he can build a better system than the existing ones, leading to the refrain "Don't buy it, build it." Well, they may be right, but we have to focus on those projects with the biggest payoff. Sometimes this means going outside the company for products and services.
Another issue that we will face in the coming years is the maturation of the company, the industry and our work force. We, along with other firms in this industry, are in a rapid growth stage now, but that won't go on forever. Some of our new workers are fresh out of college; others have families and extensive job experience. Their interests and needs are different. We need to provide benefits and a work environment that will be attractive to all ages.
A final issue is making sure that as Google grows, communication procedures keep pace with our increasing scale. The Friday meetings are great for the Mountain View team, but Google is now a global organization.
We have focused on managing creativity and innovation, but that's not the only thing that matters at Google. We also have to manage day-to-day operations, and it's not an easy task. We are building technology infrastructure that is dramatically larger, more complex and more demanding than anything that has been built in history. Those who plan, implement and maintain these systems, which are growing to meet a constantly rising set of demands, have to have strong incentives, too. At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development.
Schmidt is CEO of Google. Varian is a Berkeley professor and consultant with Google.
By Eric Schmidt and Hal Varian
Newsweek
Updated: 11:33 a.m. ET Dec. 2, 2005
Issues 2006 - At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
At Google, we seek that advantage. The ongoing debate about whether big corporations are mismanaging knowledge workers is one we take very seriously, because those who don't get it right will be gone. We've drawn on good ideas we've seen elsewhere and come up with a few of our own. What follows are seven key principles we use to make knowledge workers most effective. As in most technology companies, many of our employees are engineers, so we will focus on that particular group, but many of the policies apply to all sorts of knowledge workers.
Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers, drawn from both management and potential colleagues. Everyone's opinion counts, making the hiring process more fair and pushing standards higher. Yes, it takes longer, but we think it's worth it. If you hire great people and involve them intensively in the hiring process, you'll get more great people. We started building this positive feedback loop when the company was founded, and it has had a huge payoff.
Cater to their every need. As Drucker says, the goal is to "strip away everything that gets in their way." We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses—just about anything a hardworking engineer might want. Let's face it: programmers want to program, they don't want to do their laundry. So we make it easy for them to do both.
Pack them in. Almost every project at Google is a team project, and teams have to communicate. The best way to make communication easy is to put team members within a few feet of each other. The result is that virtually everyone at Google shares an office. This way, when a programmer needs to confer with a colleague, there is immediate access: no telephone tag, no e-mail delay, no waiting for a reply. Of course, there are many conference rooms that people can use for detailed discussion so that they don't disturb their office mates. Even the CEO shared an office at Google for several months after he arrived. Sitting next to a knowledgeable employee was an incredibly effective educational experience.
Make coordination easy. Because all members of a team are within a few feet of one another, it is relatively easy to coordinate projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group describing what he has done in the last week. This gives everyone an easy way to track what everyone else is up to, making it much easier to monitor progress and synchronize work flow.
Eat your own dog food. Google workers use the company's tools intensively. The most obvious tool is the Web, with an internal Web page for virtually every project and every task. They are all indexed and available to project participants on an as-needed basis. We also make extensive use of other information-management tools, some of which are eventually rolled out as products. For example, one of the reasons for Gmail's success is that it was beta tested within the company for many months. The use of e-mail is critical within the organization, so Gmail had to be tuned to satisfy the needs of some of our most demanding customers—our knowledge workers.
Encourage creativity. Google engineers can spend up to 20 percent of their time on a project of their choice. There is, of course, an approval process and some oversight, but basically we want to allow creative people to be creative. One of our not-so-secret weapons is our ideas mailing list: a companywide suggestion box where people can post ideas ranging from parking procedures to the next killer app. The software allows for everyone to comment on and rate ideas, permitting the best ideas to percolate to the top.
Strive to reach consensus. Modern corporate mythology has the unique decision maker as hero. We adhere to the view that the "many are smarter than the few," and solicit a broad base of views before reaching any decision. At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus sometimes takes longer, but always produces a more committed team and better decisions
Don't be evil. Much has been written about Google's slogan, but we really try to live by it, particularly in the ranks of management. As in every organization, people are passionate about their views. But nobody throws chairs at Google, unlike management practices used at some other well-known technology companies. We foster to create an atmosphere of tolerance and respect, not a company full of yes men.
Data drive decisions. At Google, almost every decision is based on quantitative analysis. We've built systems to manage information, not only on the Internet at large, but also internally. We have dozens of analysts who plow through the data, analyze performance metrics and plot trends to keep us as up to date as possible. We have a raft of online "dashboards" for every business we work in that provide up-to-the-minute snapshots of where we are.
Communicate effectively. Every Friday we have an all-hands assembly with announcements, introductions and questions and answers. (Oh, yes, and some food and drink.) This allows management to stay in touch with what our knowledge workers are thinking and vice versa. Google has remarkably broad dissemination of information within the organization and remarkably few serious leaks. Contrary to what some might think, we believe it is the first fact that causes the second: a trusted work force is a loyal work force.
Of course, we're not the only company that follows these practices. Many of them are common around Silicon Valley. And we recognize that our management techniques have to evolve as the company grows. There are several problems that we (and other companies like us) face.
One is "techno arrogance." Engineers are competitive by nature and they have low tolerance for those who aren't as driven or as knowledgeable as they are. But almost all engineering projects are team projects; having a smart but inflexible person on a team can be deadly. If we see a recommendation that says "smartest person I've ever known" combined with "I wouldn't ever want to work with them again," we decline to make them an offer. One reason for extensive peer interviews is to make sure that teams are enthused about the new team member. Many of our best people are terrific role models in terms of team building, and we want to keep it that way.
A related problem is the not-invented-here syndrome. A good engineer is always convinced that he can build a better system than the existing ones, leading to the refrain "Don't buy it, build it." Well, they may be right, but we have to focus on those projects with the biggest payoff. Sometimes this means going outside the company for products and services.
Another issue that we will face in the coming years is the maturation of the company, the industry and our work force. We, along with other firms in this industry, are in a rapid growth stage now, but that won't go on forever. Some of our new workers are fresh out of college; others have families and extensive job experience. Their interests and needs are different. We need to provide benefits and a work environment that will be attractive to all ages.
A final issue is making sure that as Google grows, communication procedures keep pace with our increasing scale. The Friday meetings are great for the Mountain View team, but Google is now a global organization.
We have focused on managing creativity and innovation, but that's not the only thing that matters at Google. We also have to manage day-to-day operations, and it's not an easy task. We are building technology infrastructure that is dramatically larger, more complex and more demanding than anything that has been built in history. Those who plan, implement and maintain these systems, which are growing to meet a constantly rising set of demands, have to have strong incentives, too. At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development.
Schmidt is CEO of Google. Varian is a Berkeley professor and consultant with Google.
Coolest doubt in Mahabharat
In some remote village of India, one masterji is teaching the MahabharatKatha to class 6 students. He is at the krishnajanma' part of it.
Masterji: "Kamsa heard the akashwani that his sister's 8th child is goingto kill him. He was furious. He ordered to put vasudev n devki behind thebars.
First son is born, and kamsa kills him by poisoning... Second one is born nkansa throws him off the mountain peak. Third one is born."
Now Timer, who is smartest of the lot, puts up his hand. Masterji, I have adoubt(sounding nervous n confused)
Masterji: "Timer bete, whole India does not have doubt in Mahabharata Thenhow come u have one?"
Timer: Masterji, if Kamsa knew that Devaki's 8th child was going to killhim,
WHY THE HELL DID HE PUT VASUDEV AND DEVAKI IN THE SAME CELL?
Masterji fainted.........................
Masterji: "Kamsa heard the akashwani that his sister's 8th child is goingto kill him. He was furious. He ordered to put vasudev n devki behind thebars.
First son is born, and kamsa kills him by poisoning... Second one is born nkansa throws him off the mountain peak. Third one is born."
Now Timer, who is smartest of the lot, puts up his hand. Masterji, I have adoubt(sounding nervous n confused)
Masterji: "Timer bete, whole India does not have doubt in Mahabharata Thenhow come u have one?"
Timer: Masterji, if Kamsa knew that Devaki's 8th child was going to killhim,
WHY THE HELL DID HE PUT VASUDEV AND DEVAKI IN THE SAME CELL?
Masterji fainted.........................
HOW STOCK MARKET WORKS
It was autumn, and the Red Indians on the remote reservation asked
their New Chief if the winter was going to be cold or mild. Since he
was a Red Indian chief in a modern society, he couldn't tell what the
weather was Going to be. Nevertheless, to be on the safe side, he
replied to his Tribe that the winter was indeed going to be cold and
that the members of the village should collect wood to be prepared.
But also being a practical leader, after several days he got an idea.
He Went to the phone booth, called the National Weather Service and
asked "Is the coming winter going to be cold?" "It looks like this
winter is Going to be quite cold indeed," the meteorologist at the
weather service Responded.
So the Chief went back to his people and told them to collect even
more Wood. A week later, he called the National Weather Service again.
"Is it Going to be a very cold winter?" "Yes," the man at National
Weather Service again replied, "It's definitely going to be a very
cold winter."
The Chief again went back to his people and ordered them to collect
Every scrap of wood they could find.
Two weeks later, he called the National Weather Service again. "Are
you Absolutely sure that the winter is going to be very cold?"
"Absolutely," The Man replied. "It's going to be one of the coldest
winters ever."
"How can you be so sure?" the Chief asked.
The weatherman replied, "The Red Indians are collecting wood like
Crazy."
This is how stock markets work!!!
Wise quotes by wise people :-)))
"The internet is a great way to get on the net." - Bob Dole, Republican presidential candidate
"I get to go to lots of overseas places, like Canada." - Britney Spears, Pop Singer
"Most lies about blondes are false." - Cincinnati Times-Star, headline
"It's time for the human race to enter the solar system!" - Dan Quayle, former U.S. Vice President on the concept of a manned mission to Mars
"The doctors X-rayed my head and found nothing." - Dizzy Dean explaining how he felt after being hit on the head by a ball in the 1934 World Series.
"If it weren't for electricity we'd all be watching television by candlelight." - George Gobel
"He's a guy who gets up at six o'clock in the morning regardless of what time it is." - Lou Duva, veteran boxing trainer, on the Spartan training regime of heavyweight Andrew Golota.
"I get to go to lots of overseas places, like Canada." - Britney Spears, Pop Singer
"Most lies about blondes are false." - Cincinnati Times-Star, headline
"It's time for the human race to enter the solar system!" - Dan Quayle, former U.S. Vice President on the concept of a manned mission to Mars
"The doctors X-rayed my head and found nothing." - Dizzy Dean explaining how he felt after being hit on the head by a ball in the 1934 World Series.
"If it weren't for electricity we'd all be watching television by candlelight." - George Gobel
"He's a guy who gets up at six o'clock in the morning regardless of what time it is." - Lou Duva, veteran boxing trainer, on the Spartan training regime of heavyweight Andrew Golota.
DILBERT
governance
As a daily habit Pintu was reading newspaper.
Suddenly he asked his father, "Dad! What does it mean by 'GovernanceSystem'? "
"It's Like...", father said while thinking, "See! I earn and bring money tohome, mean's I am a 'Money Holder'. Your mother decides where and how tospend that money and that means she is 'Government'. That maid in our homeis doing all the household works, so she will be 'Labour Class'. You are a'Common man' or 'Public'. Your kid brother is 'Future' or the 'NextGeneration', understand?"
That day Pintu slept with all those thoughts. In the middle of the night hewoke-up because his kid brother was crying. He wetted the matrices so hewas crying. Pintu went to woke-up his mother. She was in deep sleep so Pintuwent to the Maiden's room to wake her up. But there his father was doing allsorts of things with maid. So he came back with frustration.
Next morning father asked Pintu, "Hey Pintu Darling! You understood the'Governance System'? ".
Pintu replied, "Yeah Dad, I understood! When money Holder is exploitingLabor Class, our Government is sleeping. Future of our nation is crying fornot getting their basic needs fulfilled and in all this Common Man issuffering!"
Suddenly he asked his father, "Dad! What does it mean by 'GovernanceSystem'? "
"It's Like...", father said while thinking, "See! I earn and bring money tohome, mean's I am a 'Money Holder'. Your mother decides where and how tospend that money and that means she is 'Government'. That maid in our homeis doing all the household works, so she will be 'Labour Class'. You are a'Common man' or 'Public'. Your kid brother is 'Future' or the 'NextGeneration', understand?"
That day Pintu slept with all those thoughts. In the middle of the night hewoke-up because his kid brother was crying. He wetted the matrices so hewas crying. Pintu went to woke-up his mother. She was in deep sleep so Pintuwent to the Maiden's room to wake her up. But there his father was doing allsorts of things with maid. So he came back with frustration.
Next morning father asked Pintu, "Hey Pintu Darling! You understood the'Governance System'? ".
Pintu replied, "Yeah Dad, I understood! When money Holder is exploitingLabor Class, our Government is sleeping. Future of our nation is crying fornot getting their basic needs fulfilled and in all this Common Man issuffering!"
Height of Communication Gap
Mr.Verma comes home one night, and his wife throws her arms around his
neck:
"I have great news: I'm a month overdue. I think we're going to have a
baby!
The doctor gave me a test today, but until we find out for sure, we
can't tell anybody."
The next day, Mrs.Verma receives a telephone call from AEC (Ahmedabad
Electric Company) because the electricity bill has not been paid.
"Am I speaking to Mrs.Verma?"
"Yes...... speaking"
AEC guy, "You're a month overdue, you know!"
"How do YOU know?" stammers the young woman.
"Well, ma'am, it's in our files!" says the AEC guy .
"What are you saying? It's in your files ...... HOW ?????"
" Yes ............. We have a system of finding out who's overdue "
" GOD !!!!!!......... this is too much.........."
"Madam, I am sorry...... I am following orders.... I have to inform you
are overdue"
"I know that ....... let me talk to my husband about this tonight. ....he will speak to your company tomorrow "
That night, she tells her husband about the visit, and he, mad as a
bull, rushes to AEC office the next day morning.
"What's going on? You have it on file that my wife is a month overdue? What business is that of yours?" the husband shouts.
"Just calm down," says the lady at the reception at AEC, "it's nothing
serious. All you have to do is pay us."
"PAY you? and if I refuse?"
"Well, in that case, sir, we'd have no option but to cut yours off."
"And what would my wife do then?" the husband asks.
"I don't know. I guess she'd have to use a candle."
letter to HSBC
To
The manager,
HSBC Limited. Card Products Division.
Mumbai.
My name is C.T. Karthikeyan and I am working with Aptech limited, Chennai. I am surrendering my credit card and I am attaching the same with this letter.
I received my card last month and I have not transacted even once with the card. The reason for the surrender is that I am not at all happy with the way I was serviced. Your agents contacted me for selling a credit card to me. Initially the executive told me that it will be lifetime free card and I am eligible for a gift of wristwatch. I told them that I needed an additional card in my wife’s name. The executive agreed and they took the documents and other details from me. But when your people called me for verification they informed me that this card would be a one-year free card and not lifetime free.
Last month when I received the package from you, it had only the primary card and there was no secondary card or a wristwatch. I immediately tried calling up the agents who sold the card to me, but there was no response. The agency name is Orion Services and the executives name is Priya, if I recollect correctly. I tried calling her mobile but it is not attended to. I am seriously dissatisfied with the way I was taken for a ride and certainly did not expect this from an organization the size of HSBC. This incident clearly proves that your agents have inadequate knowledge about your products and services and their only intention is to sell off a card at any cost with out any regard to customer satisfaction or happiness. I am expecting a reply from you in this regard or I will try my best to pass this bad experience of mine to all known people in my organization as well as my friends and strongly advice them against taking up a HSBC card.
You should seriously consider training your 24-hour telephone officers on how to take the call without being rude.
I am reachable at karthikct@gmail.com
Yours truly
The manager,
HSBC Limited. Card Products Division.
Mumbai.
My name is C.T. Karthikeyan and I am working with Aptech limited, Chennai. I am surrendering my credit card and I am attaching the same with this letter.
I received my card last month and I have not transacted even once with the card. The reason for the surrender is that I am not at all happy with the way I was serviced. Your agents contacted me for selling a credit card to me. Initially the executive told me that it will be lifetime free card and I am eligible for a gift of wristwatch. I told them that I needed an additional card in my wife’s name. The executive agreed and they took the documents and other details from me. But when your people called me for verification they informed me that this card would be a one-year free card and not lifetime free.
Last month when I received the package from you, it had only the primary card and there was no secondary card or a wristwatch. I immediately tried calling up the agents who sold the card to me, but there was no response. The agency name is Orion Services and the executives name is Priya, if I recollect correctly. I tried calling her mobile but it is not attended to. I am seriously dissatisfied with the way I was taken for a ride and certainly did not expect this from an organization the size of HSBC. This incident clearly proves that your agents have inadequate knowledge about your products and services and their only intention is to sell off a card at any cost with out any regard to customer satisfaction or happiness. I am expecting a reply from you in this regard or I will try my best to pass this bad experience of mine to all known people in my organization as well as my friends and strongly advice them against taking up a HSBC card.
You should seriously consider training your 24-hour telephone officers on how to take the call without being rude.
I am reachable at karthikct@gmail.com
Yours truly
blogging from word
Hi
I am doing this post through word. This is a nice way of blogging. All you have to do is download the utility and install it in your system. You get a blogging toolbar inside word itself.
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I am doing this post through word. This is a nice way of blogging. All you have to do is download the utility and install it in your system. You get a blogging toolbar inside word itself.
(image placeholder)
My links
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