Joy Broto Nath A Optimistic,Resilient,Mindful, & Skilful HR

I am an meticulous and efficient HR Executive with approx 1 year of experience in hiring and training procedures for new employees in indian companies. I have Coordinate and direct work activities for managers and employees and promote a positive and open work environment both on national and international scales. I have advised companies how to create a better working environment, and enhance their work performances. As an HR I have always aimed towards the people and organization connection and how they can strive for a better future. I have first hand experience of the whole business setup of a startup in India and the challenges that they face at both economic, social and political levels. Facebook: Linkedin:

Recent Answers

If its weak or just unprofessional, they are not going to “Accept your Invitation to Connect” - Yes, an investor can look at your profile without “accepting your invitation”. If you can get an introduction through a mutual contact it can catapult your “accept invitation rate”. The better the mutual connection the better the chance of a “warm to hot” introduction. If you do not have a mutual connection, follow a potential investor’s company page. Join any relevant LinkedIn groups to which your target belongs. Then, write a custom invitation to connect email. Keep the invitation to connect short and to the point. At this point, the investor may respond or do nothing. Remember the investor has a limited amount of money to spend on a limited number of companies. Start sending updates to investors with specific metrics or milestones. Start your investor outreach campaign like a Sales & Marketing Process - run it wisely, create a great profile, try to improve on your connection rate, your teaser response rate and email open rates, A/B test all your text.
Besides if you do have any questions give me a call:

A consultant may be hired because of his or her expertise. For example, when I mentioned earlier that I had become an expert as a fund-raising consultant, I knew that every client who hired me was doing so partly based on my track record alone. A consultant may be hired to identify problems. A consultant may be hired to supplement the staff. Sometimes a business discovers that it can save thousands of dollars a week by hiring consultants when they are needed, rather than hiring full-time employees. Businesses realize they save additional money by not having to pay benefits for consultants they hire. A consultant may be hired to act as a catalyst. But sometimes change is needed, and a consultant may be brought in to “get the ball rolling.” In other words, the consultant can do things without worrying about the corporate culture, employee morale or other issues that get in the way when an organization is trying to institute change. A consultant may be hired to provide much-needed objectivity. A good consultant provides an objective, fresh viewpoint--without worrying about what people in the organization might think about the results and how they were achieved. A consultant may be hired to teach. A consultant may be asked to teach employees any number of different skills.
However, a consultant must be willing to keep up with new discoveries in their field of expertise--and be ready to teach new clients what they need to stay competitive. A consultant may be hired to bring new life to an organization. At one time or another, most businesses need someone to administer “first aid” to get things rolling again. A consultant may be hired to create a new business.
There are consultants who have become experts in this field. A consultant may be hired to influence other people. Although most consultants in this field are working as lobbyists, there has been an increase in the number of people entering the entertainment consulting business.
Your consulting business will probably not require a large capital investment at first. In other words, if a client agrees to your hourly rate of $400, then you had better give $400 worth of service to that client every hour you work for them. Some clients prefer to be billed on an hourly basis, while others hate the idea of paying someone what they perceive to be too much per hour. Those clients usually prefer to pay per project.
When working on a project rate basis, a consultant normally gets a fixed amount of money for a predetermined period. Because of this, I decided that all future clients who wished to be billed on a monthly basis would pay the first-month fee and the last-month fee at the signing of the contract, which meant that if the agreed-upon amount of the project was $36,000, to be paid on a monthly basis, I received a check in the amount of $6,000 before I began any work .
Most companies that hire a consultant on a retainer basis have a clause in their contract that prohibits you from working for their competitors. You are guaranteed income each month, and when you are starting out in your consulting business, cash flow can be a problem. Some consultants offer a percentage reduction in their fees if a client will agree to pay a monthly retainer fee. The average income when a consultant is paid on a retainer basis is $3,500 per month.
Besides if you do have any questions give me a call:

If you ask me the better step would be hacking a more senior role in your current organization. One of the most disruptive changes we have seen in business over the last decade is the end of the traditional “career”. While many think the solution to this problem is to build a flexible, meaningful workplace, and give people benefits like free food, unlimited vacation, and lavish bonuses -- the problem is much more fundamental. In this article I will explore this problem in a little more detail, to give you a sense of how complex and important it is to rethink what a career means in your company. Instead of each person in a business trying to do manufacturing, marketing, sales, and finance, we create teams of functional specialists, driving down cost. These specialists can do more for less, enabling the business to grow at an ever-increasing profit. When I went to work for IBM in the early 1980s, the company had a large and highly specialized sales force, one that had deep sales skills and relationships with businesses and IT departments around the world. This functional organization, which had a career model all its own, enabled IBM to aggressively sell hundreds of new IBM technologies around the world in a noticeably short period of time.
This dual path career model, which is still dominant in most large companies, attempts to create a steady supply of leaders. It builds on the concept of a “HIPO”, someone who is identified early in their career as someone «who could move up two levels in the organization. We identify future leaders early and we “slot” them into the right side of the pyramid. I believe HIPO programs are important but often over-emphasized. Behind the concept of succession is the idea of “readiness.” Books like The Leadership Pipeline teach HR people how to prepare people for the next level of leadership, and most companies have multi-year programs to build ready leaders throughout the company.
Such programs continue to exist throughout business, even though more than 88% of all senior leaders tell us that one of their top problems is “gaps in the leadership pipeline”. So, while this process continues to be institutionalized within HR, I believe we must reinvent it for the years ahead.
On the professional side of the pyramid, the architecture of a career is less clear. My experience with “professional career models” is that they are multi-faceted and far more difficult to understand. One way to think about this is that you, as an organization, need a HIPRO program to match your HIPO program. You simultaneously learn “management” skills by learning how projects are managed, what makes a project succeed, and how to make a project successful.
And in the case of engineering, this means understanding project management, agile methodologies and other managerial skills which do not fall into the domain of “leadership development”.
Besides if you do have any questions give me a call:

So, let me simplify your question a bit, you want to say that you have developed a new product using your skill and experience and you want to sell it as a consultant. My suggestion is to think as a salesperson.
Studies also show that salespeople who take the long view and have a learning mindset are better prepared to handle the frustrations inherent in the longer process. It’s a big problem, because it limits the return companies reap from their R&D spending. To put it simply, companies that have invested millions to dream up new-to-the-world innovations need to become more adept at selling them to customers. To understand why that is so difficult, we combed the academic literature, conducted numerous one-on-one interviews with senior sales leaders, and led several studies of our own. We found that successful companies recognize that the sales process for new products requires different allocations of time and must overcome different objections and barriers by comparison with the traditional approach. To better understand what makes the sales process for new products different, we surveyed 500 salespeople at B2B companies across a wide variety of industries, from technology to financial services to industrial products. We found that selling new products requires greater intensity and consumes much more attention. On average, salespeople spend 35% more-time meeting with customers throughout the sales cycle than they do when selling established goods and services. Since much of that time is spent educating customers on how the product will change their current business practices, these meetings are typically conducted in person, with 32% more time spent in face-to-face meetings.

And because committing to a completely new product requires broader consensus within a targeted company, salespeople spend 30% more-time meeting with customers’ cross-functional teams. Given that time is a salesperson’s most precious resource, that is a costly investment. Barriers to closing. Salespeople selling new products spend 32% more face-to-face time with customers.

One important finding is that resistance to the sale typically occurs later in the process for new innovations than for established products. That’s because customers are often curious about new products, so more of them will say yes to an initial meeting. One buyer who rarely accepts appointments with sales reps commented, “I will always listen if someone brings me a new idea. ” But as the process continues, customers become more hesitant to abandon the status quo.

The challenges faced in the sales process change over time. Similarly, in the next stage, evaluation, they often worry that they still don’t fully understand the product. At this point customers turn their attention to how their business practices would change if they decided to adopt the product. Similar concerns are raised in the decision stage, as customers continue to focus on risk and how people in the organization will be affected, worry that they will regret a decision to buy, and wonder whether they can accurately predict their switching costs.

From the sales organization’s perspective, this pattern is problematic and difficult to overcome. The initial customer enthusiasm is seductive and persuades the salesperson that his or her time is being put to good use. But as the process unfolds, it becomes clear that many of those curiosity-driven meetings were never real opportunities, leaving the salespeople with little to show for their efforts. In general, organizations don’t do enough to help salespeople navigate this complex process.

At the launch meeting, product development teams typically devote too much attention to the product’s bells and whistles, believing that their primary goal is to get the salespeople excited enough about the innovation to take it to all their customers. That involves establishing trust and demonstrating a deep understanding of the customer’s challenges. Later in the cycle, the salesperson must help the customer understand, assess, and manage the risks and the people issues associated with change. Too few companies help salespeople learn to do this.
Successful salespeople perceive barriers quite different from those that others see. They worry that the customer will see the switching costs as being too high, or that too many people will be heavily invested in the status quo. Although grit matters in most sales, it is even more important when selling new products. Setbacks often occur late in the process, causing salespeople to feel that the rug has been pulled out from under them.

As one senior sales leader told us, “Salespeople will never turn down the opportunity to sell new products. ” Those with a long-term orientation focus on the future payoff and develop coping strategies to deal with the obstacles they encounter along the way. Goal orientation also plays a role in success at selling new products. These individuals greatly value personal growth.

A recent study by Annie Chen of Westminster Business School and colleagues looked at how differences in goal orientation affected salespeople’s belief in their abilities and their motivation to sell new products. They found that those with a strong learning orientation were confident and eager to meet the challenge. They are knowledgeable, customer focused, and adaptable. We identified several other characteristics associated with success in selling new products.

And the pace of change means they need adaptability to adjust their internal processes and style quickly according to feedback from the team, other managers, and market influences. The salespeople thought they were adjusting quite well to outside influences, but customers saw them as stuck in their ways. It is clear from this analysis that sales organizations need to provide guidance and support for their team members’ improvement.
Besides if you do have any questions give me a call:

Living in the modern world means permanently selling yourself to build a great career, a great life and most importantly a great relationship. When it comes to selling ourselves, perception is reality and so in this instance it all too often it depends on others around us and how we are received by them.
So, I suggest, in order to prepare yourself for a new beginning in 2021 it’s important to make it your business to develop a strategy to sell yourself directly in alignment to who you truly are in order to attract the right relationship for you.
Besides if you do have any questions give me a call:

To establish yourself as a recognized expert in your industry to reach your target market keep the following points in mind:
1. Become a specialist
What it does is dilute your value proposition and position you as a Jack or Jill of all trades, rather than an expert in your particular field.

2. Voice your educated opinion
As you begin to gain traction as an industry expert, people will expect you to have an opinion and provide recommendations based upon that opinion.

3. Use social media as a means of promoting your expertise
Social media allows you to potentially reach thousands of like-minded people within your industry.

4. Stay abreast of the latest industry news
People will have difficulty viewing you as an expert if you are stuck in the past without a clear understanding of the latest events in your industry. However, it is not always easy to find the time to stay on top of industry news.

5. Publish articles on LinkedIn
When you publish on LinkedIn, you can reach the largest group of professionals gathered online.

6. Harrison, Entrepreneur and Networking Expert
Publishing helpful articles on LinkedIn is an effective way to develop your professional identity and share valuable insight with thousands of industry connections.
Besides if you do have any questions give me a call:

I believe it will be difficult to impress the hard coders with “no code” applications. But all is not lost. This means you need to know how to program online. There are a lot more complexities that go into programming a website, or app, that has users, requires servers, authentication, and databases. This will be far more practical on a resume, as well as help you learn how to use new technologies. Building an entire website or app all at once is difficult. Instead of just scraping the data, why not build a website with that data. This scraper could pull the data into a database and then select the most popular posts. You have now shown that you can do more than just code a small segment of a system. Instead, you can think through an entire system. You need to consider how you are going to automate the process, manage the database, create the website, and select the posts. Maybe there was a free conference in your area on data science or big data and you missed out because you forgot to check. Now, I assume both Meetup and Eventbrite have similar options. But it is always fun to try to build your own system. You can customize the system to work the way you want, and maybe even allow other people to make their own alerts by making this a website. What if you could create a website that helps to predict what to buy a friend for a gift. It could allow the end user to either create an account or just get a gift recommendation. One, learn about how to use APIs and get you comfortable with reading API documentation. Two, if you do it well, you can get a commission for each product someone buys. This project also has an opportunity to try to create a basic machine learning model.
Besides if you do have any questions give me a call:

The main things you want to look for when determining the best countries to outsource software development to are lower costs, a highly developed IT market, a high-quality educational infrastructure, and the ability to communicate in your preferred language . Once you have figured out what your company’s specific outsourcing needs are, you are ready to start looking for collaborators in the best countries to outsource software development to.
India is probably the first country you think of when you hear the term “outsourcing”, and with good reason. India is the second largest English-speaking country in the world, making it an ideal choice for US or UK employers interested in outsourcing.
Apart from India there are several countries that are good for outsourcing. The Ukrainian government has a strong focus on education that has nourished a thriving tech industry there. Ukraine is also home to the largest number of C++ programmers globally. Other benefits of outsourcing to Ukraine include a time zone that partially overlaps with US and UK times and a similar working culture which prizes challenge and competition. China is home to many of the fastest growing IT companies and produces as many as 4.7 million tech graduates every year. In a hypothetical analysis of countries fit to participate in a “programming Olympics” by HackerRank, China ranked first. First, only 10 million of China’s 1.3 billion residents speak English, presenting a large communication barrier for many international employers. Second, China is known to have lax enforcement on Intellectual Property laws. Over 92% of Filipinos speak English, making the Philippines one of the largest English-speaking populations in the world. This means that while it’s one of the best countries to outsource software development to if you’ve got a simple project in mind, you might want to consider China or Ukraine for more complex projects. Romania offers its citizens access to tuition-free, egalitarian education, which has spurred one of the most diverse tech scenes in Europe. Romanian developers ranked 20th in the world across all HackerRank programming tests.
Romania has invested heavily in its IT infrastructure over the past several years, propelling them to the 18th place on the A. Kearney Global Services Location Index, which ranks countries based on financial attractiveness, skill levels and availability, and overall business environment. And with most developers earning at least three times as much as the average Romanian, this field can draw a steady stream of new and talented workers. Romania also offers other key benefits for employers in western Europe and North America. The time zone offers significant overlap with western Europe and even US time zones.
Almost 90% of the developer community in Romania speaks English, and many other foreign languages like Russian and German are common in Romania. Brazil is home to roughly 6.18 million fluent English speakers and a government that is working hard to build better technology education infrastructure. Combined with an unusually young workforce – 38.18% of the population is under 24 years old – this makes Brazil an up-and-coming country for outsourcing software development. However, the IT community in Brazil is still relatively young.
Brazilian programmers only scored an average of 71.3% on HackerRank assessments. This makes Brazil a great place to find junior developers but means you will want to look at other countries on this list for more advanced projects. Depending on their location and experience level, Brazilian developers’ salaries range from R24,000 to R132,000.
Besides if you do have any questions give me a call:

To become a mentor at 500 start-up you must understand how the mentor program works:
1. Founder reaches out to mentors through founder's own network
2. Some mentors may be interested enough in founder/start-up to take a meeting
3. Mentor might then start providing mentoring (but not as part of the "500Startups Mentor Program"), or may refer start-up to Dave McClure
4. Start-up may become a 500Startups start-up - this decision is made by Dave McClure and his inner circle
5. If selected to be a 500Startups start-up, which typically (always?) includes investment by 500Startups/Dave McClure, the start-up will start receiving referrals from Dave and his team to various 500Startups mentors for short or long-term mentoring on specific business issues
6. Additionally, as noted by Christine, once part of 500Startups, the start-up may attend presentations given by 500Startups mentors
7. Mentor secret powers may lead to additional weird and wonderful effects, not yet fully understood by anyone.

Besides if you do have any questions give me a call:

Yes, I believe it will be perfect if you request demo from their sales team on their websites. That is the perfect place to offer the chance to schedule a sales demo. Dropbox has a simple yet awesome demo landing page for the business version of their service. Chances are you will be in contact with these leads since they are interested in the demo and you can ask for more details then. The social media tool, Hootsuite, is another great example for a clean and easy to follow demo landing page. The other titles on the page really help to call out what Hootsuite does while also offering a personal touch by stating the demo is personalized to you. The landing page also shows companies that use their product for social proof and displays two badges representing their awards that help to improve credibility. As for HubSpot their landing page for their free software demo is just one example of why we love them. This is a different, even more subtle way that they provide social proof of their product without having logos or badges. The title used for the form makes the decision for the visitor – “Yes, I want a demo”. Plus, their page also has a chatbot in the bottom right corner, so visitors can contact representatives through that option too.
Nothing is simpler and to the point than GoToMeeting’s demo request landing page. The title communicates that visitors can either receive a demo or start a free trial for those who are ready to try it for themselves. Another “Request A Demo” landing page comes from Salesforce. They also only use a noticeably short paragraph of copy to keep things simple. The button driving users to “watch now” lets you know that you can get started right away instead of waiting to be contacted to schedule a demo.
Apart from this to understand how to request for a demo you must understand how a demo is delivered. A sales demo can run pretty similar to other sales calls, but it's important that you pay particular attention to highlighting the uniqueness and value of your product or service. We'll break down exactly how you should go about delivering a great demo to leads who raise their hand. As the experts on your product or service, you're expected to understand what pains and needs you're offering to solve for. Collect as much information as you can about the lead before the sales demo starts so that you can maintain your appearance as a pro.

Structure the Demo. The demo should follow some sort of agenda or schedule in order to stay on track in a way that makes sense. Plan out the demo as thoroughly as possible and clue the lead in on what they should expect. Customize and Personalize the Demo.

A generic sales pitch will never land as well as one that has been carefully tailored for a lead. Build details and information that will appeal to the lead directly into the demo. Take the time to run through the details of the sales demo, as well as familiarizing yourself with the lead. But now the demo is starting to run a little long.

Remember, they requested the demo because they have pain points, they want to eliminate. By focusing on solving the problem, you are showing optimal value to the prospect and they will view your product or service as a solution, not just another neat gadget with a ton of irrelevant tricks. Your product or service is a part of your brand. Market your business as a great company that is delivering a supreme product.
Besides if you do have any questions give me a call:

Contact on Clarity

$ 2.50 /min

N/A Rating
Schedule a Call

Send Message




Access Startup Experts

Connect with over 20,000 Startup Experts to answer your questions.

Learn More

Copyright © 2020 LLC. All rights reserved.