Human Capital Management Challenges in India focuses on the Indian talent pool and identifies why companies are finding it difficult to identify, recruit, reward and retain talent. It provides an insight as to why companies find it difficult to retain talent by questioning certain fundamental assumptions held by organisations, such as the role of Human Resources. Human capital management has become a critical issue across the globe. Even in a land of billion people, identifying the right talent, training them and retaining them has become an uphill task. The book also looks at the talent pool available and demonstrates why companies have to alter their strategies to retain this talent pool. Finally, the book will provide a practical and simple approach to the human capital agenda. - Illustrates why employees are not an organizations' asset - Provides a step-by-step approach on the practical and strategic workings of HR - How to recruit and retain key talent and management

The nowadays society is confronted with some of the most pronounced disparities in the economic system, with direct repercussions on the labor market, borne by both employees and employers. The main deficiencies of the labor market are caused by the low growth rate of the demand for goods, with consequences in terms of employment, the effect of decreasing the purchasing power of the population, the lack of correlation between the growth rates of labor productivity and the price of labor, and also to an insufficient training of a practical nature of the workforce. Labor market is therefore a manifestation of the need to work for both the production act, from the perspective of the firms sector, and the consumer act, from the perspective of the households sector, each of the two sectors having different determinations for the same objective: gaining profit from valuing the work. Therefore, work is analyzed in the terms of profitability: cost for the producer, income for the worker, benefit for the society, in the conditions in which from valuing the work production factor and the human capital it can be created the object of the economic goods market. In the current economic and social-political development context, on the labor market there is an intensification of a series of manifestations that have as substance educational and cultural heterogeneity, the institutional dissolution or the dissolution of authorities in what regards the establishment of some normative elements that would favor work and entrepreneurship, by means of economic strings, mainly fiscal ones, the lack of complementarity between educational policies and occupational ones. Importance of labor market equilibrium resulting from the decisive role of human resources in the economic and social development.

Summarizes the education and labor market initiatives implemented or under way in four countries in the Arab region--Lebanon, Oman, Qatar, and the United Arab Emirates--to address the human resource issues they each face as they prepare their countries for a place in the 21st century global economy. Together, these countries highlight the variety of challenges faced by countries in the region and responses to those challenges.

In 1986, the Congress called for the establishment of a joint service special operations capability under a single command. In April 1987, the Secretary of Defense established the Special Operations Command with the mission to provide trained and combat-ready special operations forces to DOD s geographic combatant commands. Section 167(e) of Title 10, U.S. Code directs that the Commander of the Special Operations Command be responsible for and have the authority to conduct all affairs of such command related to special operations activities. Under this section, the Commander is also responsible for and has the authority to conduct certain functions relating to special operations activities whether or not they relate to the Special Operations Command, including: preparing and submitting to the Secretary of Defense program recommendations and budget proposals for special operations forces and for other forces assigned to the Special Operations Command; exercising authority, direction, and control over the expenditure of funds; training assigned forces; and monitoring the promotions, assignments, retention, training, and professional military education of special operations forces officers. In addition, Section 167 directs the Special Operations Command to be responsible for the following activities as they relate to special operations: (1) direct action, (2) strategic reconnaissance, (3) unconventional warfare, (4) foreign internal defense, (5) civil affairs, (6) psychological operations, (7) counterterrorism, (8) humanitarian assistance, (9) theater search and rescue, and (10) other activities such as may be specified by the President or the Secretary of Defense. 9 Appendix II defines these activities assigned to the Special Operations Command. DOD has also assigned additional activities to the Special Operations Command.