Nitin Shukla(Executive Recruitment)'s MessageStream

What the hell is this? Why all these codes in vendor approval form!!

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 17 Jul 2008 07:44:54 GMT

FULLTIME
CON_CORP
CON_IND
CON_W2
CON_HIRE_CORP
CON_HIRE_IND
CON_HIRE_W2

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45 companies, 323 vacant middle management positions

The Top Two Hundred Secrets Of Success And Pillars Of Self-Mastery By Robin Sharma

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 17 Jul 2008 07:40:29 GMT

ENJOY.

SIX STEPS FOR CONDUCTING AN INVESTIGATION

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 17 Jul 2008 07:38:01 GMT

Investigating misconduct or rule violations is a necessary, but unpleasant, job for most HR professionals. Investigations should be conducted whenever there are complaints of serious workplace problems, including rule or policy violations (such as violating the safety
or harassment policy), misconduct (such as falsifying records or reports), or criminal acts (such as stealing). In addition, you also should be prepared to investigate lesser problems, even without a formal complaint, like rumors or suspicions of rule violations or wrongdoing.

The consequences of investigations that are not fair or thorough can be extensive. If your termination or disciplinary decisions are based on flawed investigations, they may trigger employee lawsuits for defamation, discrimination, harassment, or wrongful termination. In fact, even the accused wrongdoer may sue when an investigation is handled poorly or
the decision appears unfounded. Significantly, courts tend to punish employers that do not conduct thorough investigations. In addition, employee morale may suffer if employment decisions appear unfair or arbitrary because the process was not thorough or objective.

So, to help prevent these problems and ensure an effective investigation, the following six elements should be part of your investigative process:

1. A Trained and Objective Investigator: The qualifications and demeanor of the person conducting the investigation will influence the perception of fairness. Ideally, the person should have special training and experience in human relations, employment law, and conflict resolution.

Many employers rely on their internal HR professionals or security officers in this role. However, an outside investigator may be appropriate if the issues are particularly sensitive or legally complex. (Note that if you use an outside investigator, you may have to comply with certain disclosure requirements under the Fair Credit Reporting Act, as amended by the Fair and Accurate Credit Transactions Act of 2003.) In addition, some states, such as California, require that third-party investigators be licensed by the state.

2. Written Procedures: You should establish specific procedures to be followed by supervisors and managers who must conduct investigations. The written procedures should address each step of the process and provide guidelines for fact finding (including choosing and interviewing witnesses), proper documentation of the investigation steps
and the facts revealed, protection of confidentiality, and communication of results.

3. A Timely Process: Investigations should be completed as quickly as possible after a complaint is filed, the misconduct is observed, or the alleged incident occurs. Normally, no more than a few days should elapse between each step in the process; and ideally, the investigation should be completed within five to ten days. Of course, investigations
that involve complicated issues like harassment or theft may take longer.

4. Careful Fact-finding: The investigator should begin by gathering as many facts as possible about the problem, either by interviewing the complaining party, or if no one made a complaint, by interviewing people who may be involved or who may have witnessed the problem. As a general rule, the investigator should talk to any person who may have
information that would either prove or disprove that the alleged conduct occurred.

To obtain as much detail as possible, the investigator should ask probing and open-ended questions that do not suggest the answer. Interviews should focus on the specific facts of what happened (like when, where, and who was involved) and preserve confidentiality by addressing only the details that the particular person would know. In addition, the tone of
each interview should be professional, and everyone interviewed should be reminded that the organization will not retaliate, or tolerate retaliation, against anyone for participating in the investigation.

5. Documented Results: All steps in the process should be recorded and documented in writing. Written records, properly compiled, aid everyone's memory and can be invaluable in demonstrating, to employees and, if necessary, to a court, the fairness of the investigation and ultimate decision. Since these records may be used in legal proceedings, the information recorded should be limited to facts disclosed and behavior observed and should not include any speculation about what happened.

6. Final Decision and Communication: Once the investigation is completed, management should evaluate the evidence and make a decision. Although most managers and human resources professionals worry about making the "perfect" decision, neither employees nor the courts expect legal perfection. Rather, they expect a rationale decision based on a thorough investigation.

In fact, courts generally do not second-guess employer actions, even when later proven wrong, if management acted fairly and in good faith. Therefore, you do not have to meet a strict rule of evidence "beyond a reasonable doubt," as for a criminal offense, in order to make a proper employment decision.

As a last step, all appropriate parties should be informed of the decision. This communication can be used as an opportunity to underscore the fairness of the process. However, to prevent defamation claims, you should be careful to limit dissemination of the information to those who have a legitimate need to know.

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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

Watson Wyatt bencHmarRk quarterly newsletter. Attrition rate still high but manageable

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 17 Jul 2008 07:36:06 GMT

EIGHT THINGS EMPLOYEES WANT. GUESS WHAT? MONEY IS NOT THERE.

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Mon, 07 Jul 2008 07:50:12 GMT

Tangible rewards play a role in job satisfaction, says today's expert, but for many workers, the "happiness factor" depends heavily on intangibles, such as respect, trust, and fairness.

Is money the key to retention and productivity? It helps, says the Christian Science Monitor's Marilyn Gardner, but it's not enough. Beyond pay and benefits lie eight key factors that influence "happiness" at work-factors that motivate workers and keep them at your organization. Here's our distillation of Gardner's eight factors, as found on the website, communityinvestmentnetwork.org.

1. Appreciation

Praise heads the list for many workers, and it doesn't cost the employer anything to provide it, says Gardner. A sincere thank you or a short note can mean a great deal.

2. Respect

Again there is no cost and a big payback. Respect plays out in letting people know that their work is appreciated, in treating them like adults, and in being fair in your dealings with them.

3. Trust

Trust is the action side of respect. People need guidance, but they need to know that their boss trusts them to be able to get a job done on their own.

4. Individual Growth

Today's workers-especially the Gen Y group-want training, want to take on new challenges, and want to advance based on their new abilities. Giving a raise without increasing responsibilities could actually backfire, notes Gardner. As one expert says, if you give more money to an unhappy employee, you end up with a wealthier unhappy employee.

5. Good Boss

It's the old saw: People don't leave companies, they leave bosses. In a recent Robert Half survey, Gardner notes that 1,000 Gen Y workers ranked "working with a manager I can respect and learn from" as the most important aspect of their work environment.

6. Compatible Co-workers

Working with people you enjoy is also very important, says Gardner. Spending the day-every day-with people you don't like does not make for a productive workplace.

7. Compatible Culture

Employees want a work environment that fits their needs. That could mean hard-driving, high paying, or it could mean high flexibility and significant attention to work/life balance.

8. A Sense of Purpose

People want to know that they are contributing to something worthwhile. They need to know what the organization's core purpose is and what it is trying to achieve. And then they need to know how their particular job fits into the whole.

One of the interesting things that Gardner discovered about employee "happiness" is that there is a disconnect between what managers think and what employees think about happiness at work.

Managers tend to think that salary and benefits are the main motivators, while workers consistently respond that factors such as those mentioned above are what's important. Successful organizations will find a good balance to retain their best people.

Employee is threatening with suicide. What will you recommend?

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Mon, 07 Jul 2008 07:45:11 GMT

Friend sent me this email:::::::>

One of a senior sales employee in an organisation was found cheating by forging his expenses statement, when confronted he refused bluntly even after producing evidence to that effect, subsequently when we told him that it will not be possible for us to allow him to continue to work, he threatened that he will suicide. We allowed him to calm down and spoke to him after 3-4 days, but he continuted his stance saying that if we dismiss him, his life will be ruined and he will be left with no other option but to suicide. We have written a letter to the Local Police Station as well as at the Police Station where he resides. For the time being we have suspended him which he has accepted as well. He is a probationary employee and has joined has hardly 2 months ago and the misconduct (forgery) was found in the expense statement of the first month. We want to terminate him as per the appointment letter which says any employee who is under probation can be terminated without assigning any reason. we are worried for - his precious life leaving behind his family, he leaves a suicide note stating that he has been forced to suicide by us, putting us in legal trouble. We also do not want to keep him suspended for long so as to allow him to find an another job as this is a costly preposition.

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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

AVP HR (Generalist) for a BPO firm

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 26 Jun 2008 07:10:04 GMT

Friend's buddy is reaching out ....help him...

We are currently looking out for 2 AVP HR (Generalist) for a top BPO client of ours. The positions will be based out of Delhi and Hyderabad.

This position will be responsible for managing the human resources function. Oversee implementation of policies and procedures, evolve the culture of the organization and ensure high levels of satisfaction in the organization to reduce attrition.

Education:

Post Graduate in HR, preferably from a reputed Institute with 10 – 12 years of experience

Previous experience:

1. 8-10 years in experience (preferably in BPO) in recruiting, training and managing large number of employees e.g., software, customer support /call center operations. Exposure to financial services will be an advantage.

2. Should have worked in an organization with a high degree of customer interaction and delivery orientation (internal as well as external). More focused on HR than PM&IR.

Anyone interested in this position can send his details on my email
id :ixxxx@xxxcom or just give me a call at 9811981132.

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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

GREAT MANAGRS PLAY CHESS

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 26 Jun 2008 07:08:47 GMT

What is the one thing you need to know about great managing?

Quick what's the key difference between checkers and chess?

Don't read on. Just think about it for moment, what's the key difference?

When I ask this question in seminars the two most common answers are "chess is more difficult" and "chess is more strategic" both answers are true, of course, but both are unsatisfactory.

They leave the essence of the difference unexplained. Why exactly is chess more difficult, more strategic?

If you have a natural talent for managing (and have some familiarity with the game of chess), I'll bet you immediately landed on the right answer. The key difference between the checkers and chess is that in checkers the pieces all move in the same way, whereas in chess all the pieced move differently. Thus if you want to excel it the game of chess you have to learn how the each piece moves into your overall plan of attack.

The same is true for the game of managing. Mediocre managers play checkers with their people. They assume or hope that their employees will be motivated by the same things, driven by the same goals, desire same kind of relationships, and learn in roughly the same way. When they coach their people, they identify which of these behaviors each employee is struggling with, and then tell the employees to work on these behaviors and practice them until they become habit. They believe that the job of the managers is to mold, or transform each employee into perfect version of the role.

Great managers don't, they do the opposite. They know that even if employees are selected against the same set of talents or competencies, such is the complexity of human nature that the differences among these employees will far outweigh the similarities. These are the personality difference. The grand majority of these differenced are enduring and resistance to change. So, given that your most precious resource as a manger is time, by far the most effective way to invest your time is to identify exactly how each employee is different then, as in chess, figure out how you can incorporate these differences into your overall plan of action.

Great managing is not about transformation – if you dedicate yourself to transforming each employee into some predetermined perfect version of the role, you will wind up frustration yourself and annoying the employee. Great managing is about release. It is about constantly tweaking, the world so that the unique needs, the unique style of each employee can be given a free rein. The success of a manager will depend almost entirely on your skill at doing this.

How new managers become great managers

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 26 Jun 2008 07:08:05 GMT

Read this...

How new managers become great managers

Through my research, teaching, and consulting over the past ten years, I have come to understand more deeply than ever that the best managers are those who have an appetite for learning and are willing to work on themselves. Management is very hard; even the most gifted people must commit themselves to lifelong learning and self-development. In the course of my work, I have had the privilege of developing teaching materials about many experienced leaders and their career development. This chapter builds on stories from some of the talented managers I've encountered who are out there making a difference in their organizations. We can learn vicariously from their experiences.

Consider the example of one manager who was about to undergo a critical transition in her career, only four years after first becoming a manager. When she was about to step into an executive role as senior vice president of marketing at a nationwide office supplies superstore, she recalled:

I'm not a good example of how to manage your career. I've just been willing to raise my hand several times for new opportunities. I've taken a lot of what others would perceive to be career risks, which fortunately have worked out....1

This manager is much too modest. She is an excellent role model for how to manage our careers if we hope to move into ever more important managerial positions. From her story, we see that leadership can be an exciting but arduous journey of self-development. Over the course of her first years at the company, she made a series of upward and lateral moves that entailed a number of tough assignments across many functional areas.

Beginning as the director of regional operations in New England, this manager had profit and loss responsibility for fifty underperforming stores. Hiring a strong team of direct reports, she set store standards, instituted training programs, and rejuvenated performance. Due to her success in operations over the next two years, this manager received two more challenging assignments. First, she became director of sales for 150 stores on the east coast, and then, a year later, she was promoted to vice president and divisional merchandise manager for furniture and decorative supplies. There she had profit and loss responsibility for $350 million and twelve people in an area with poor assortment of merchandise, flat sales, and low direct product profitability. She and her team turned over 75 percent of the assortment, tripled net direct product profitability, and increased sales. When she advanced again, she moved back into the marketing department as senior vice president of small business and retail marketing. Three years later, based on her performance, she was appointed president of the company's e-commerce business, a key strategic initiative for the future success of the company.

The best managers are those who have an appetite for learning and are willing to work on themselves.

This manager, like the other effective leaders I have studied, is a self-directed learner willing to reinvent herself time and again. In the pages that follow, I will build on the previous discussion of power to present a framework for lifelong learning developing a successful managerial career. I will address four challenges: choosing the right position; getting off to the right start; landing stretch assignments; and building a network of developmental relationships. In framing each of these four challenges from the point of view of the emerging leader, I hope to underscore my belief that management, especially the leadership functions, cannot be taught. Instead, managers who want to take on more and more responsibility over the course of their careers must ask themselves: Am I preparing myself to manage and lead?

How can we learn to manage and lead?

Although some of the qualities of effective management are "innate" or acquired principally through pre-work socialization (personal integrity, high energy level, and a drive to lead), much of leadership is learned.2 Management is primarily learned from on-the-job experiences—by doing, observing, and interacting with others. As unsettling as it is, we have found that the essence of development is diversity and adversity.3 Warren Bennis, a renowned leadership expert, has concluded that it is the "crucibles," or tests and trials, in an individual's life that profoundly shape them as leaders.4 As many have observed, however, people do not always learn from their experiences.5 To make meaning from their experiences, managers need to reflect on and consolidate the lessons of those experiences. To change and grow, they must be prepared to engage periodically in introspection—to collect feedback on and analyze their behavior, attitudes, and values. The difficulty in remaining objective about oneself, however, is well documented. There are mechanisms that keep people from honestly evaluating themselves.6 The more candid feedback that managers can obtain from varied sources, the more accurate and precise their assessment will be.

The best assignments from a developmental perspective are ones in which the fit is imperfect—it is a 'stretch'...

Indeed, people find it nearly impossible to accomplish their development alone. To grow and develop, individuals must be prepared to seek assistance. They must devote time and energy to building a network of developmental relationships (superior and lateral, internal and external to the organization). From these developmental relationships (e.g., mentors or sponsors), potential managers can better learn from their own experiences by receiving feedback, advice, and emotional support. These relationships can be helpful only if the managers are willing to take some risks, disclose some of their shortcomings, and open themselves to constructive criticism—admittedly a tall order.

Choosing the right position

Establishing a management career begins with choosing the right positions along the way. Managers should take into account two factors when making decisions about which job opportunities to pursue: How good is the fit between who they are and the position (and the organization)? How good is the fit between who they are and who they want to be? That is, what types of learning opportunities does the position offer? To the extent that the fit is "perfect"—that the manager has the requisite talents and characteristics (personal values that match the corporate culture) to do the job—the manager will be in a better position to make an immediate contribution to organizational performance.7

Admittedly, "fit" is subjective, and all too often women or minorities have been excluded because others have not found them to "fit." One way individuals have coped with this reality is to hide who they really are or how they really think until they get a foot in the door. This can be a dangerous tactic. If an individual's values are not consistent with those of the company, the compromises demanded may be considerable. Besides, becoming a credible leader of others when acting out an inauthentic self is very hard.8

The best assignments from a developmental perspective are ones in which the fit is imperfect—it is a "stretch" (in terms of talent, not values). These assignments are riskier, since the manager is more likely to make mistakes that might set back his or her career progress or have a negative impact on organizational performance. But they are also the kinds of assignments from which managers can acquire new knowledge, skills, perspective, and judgment.

People should look for jobs in which they can leverage initial fit to establish a self-reinforcing cycle of success whereby, year after year, they acquire more of the sources of power necessary to be effective and successful. They should pursue situations in which their strengths are really needed, important weaknesses are not a serious drawback, and their core values are consistent with those of the organization; in other words, the stretch should not be too big or the risk too great.9 Risk should be commensurate with the individual's ability to cope with and responsibly manage it (for the sake of both the organization and individual). As a general rule of thumb, the risk is probably too great if it will take more than six months to progress far enough along the learning curve to produce meaningful results in a particular job.10

Those early in their careers can glean important self-insight through careful and systematic introspection.

People should seek out diverse experiences to facilitate and balance their development in multiple areas. This is precisely what our manager mentioned at the beginning of this chapter did; she rotated through operations, sales, merchandising, and marketing. Those who are able to grow beyond their initial strengths and develop a broad repertoire of talents are more likely to progress in their careers because they have the requisite abilities to meet the ever-changing demands of their jobs. In this regard, studies that compare high-potential managers who have "derailed" (become plateaued or terminated) with high-potential managers who have made it to senior executive positions are enlightening.11 One characteristic of those who derail is that initial strengths (e.g., a "hands-on" style or technical virtuosity) later become "fatal flaws." When faced with new and different challenges, these managers continue to rely on their initial capabilities, even when they are no longer sufficient or appropriate. They are unable or unwilling to develop other complementary capabilities.

In terms of developing leadership talents in particular, it can pay to look for stretch assignments involving change. Some examples include introducing a new product or information technology system, revitalizing a mature business, or starting up a subsidiary in an international market. These sorts of assignments, almost by definition, require individuals to establish direction, communicate that direction (vision and strategies) to diverse stakeholders, and figure out how to motivate the stakeholders to implement the strategies and fulfill the vision. The more revolutionary—as opposed to evolutionary—the change, the more powerful the leadership learning opportunities.

Getting off to the right start

Managers must be aware of their strengths, limitations, motives, and values in order to make the appropriate trade-offs between fit and learning opportunity when selecting a position.12 However, they only become aware of who they are and who they want to become through experience. As they accumulate work experience, they have an opportunity to make choices and test those choices, and begin to clarify what they are good at and what is important to them.13

Hence, those early in their careers may have only a vague sense of their talents, motivations, and values. All too often, they get off to a bad start by selecting jobs and organizations that simply do not fit their capabilities, motives, and values very well. Because they are not clear about who they are and the kinds of jobs to which they are best suited, they are easily seduced by the money, glamour, or prestige associated with a given job. Some define the "good" opportunities as those that are popular in the social milieu in which they find themselves. These individuals end up taking jobs because the jobs are the popular choice and not because they are excited by the people with whom they will be spending time or the products or services with which they will be working. For those in the minority, given the special challenges of building developmental relationships (discussed below), it is best to pay particular attention to how comfortable they are with their potential colleagues.

In other instances, people choose jobs that are too demanding for them. Because they do not fully appreciate their strengths and weaknesses, they get themselves into situations where they are simply in over their heads. For example, newly minted MBAs who have never had subordinates reporting to them before may take jobs in which they will have considerable people management responsibilities, with little sense of the risk in doing so. Professional school graduates should be cautious about accepting jobs in highly politicized environments where only those who are very skillful at handling difficult work relationships can prosper.

Those early in their careers can glean important self-insight through careful and systematic introspection. In particular, they should look for pervasive themes in their past and current experiences that say something about their key strengths, important limitations, and core values. For example, in trying to decide whether or not to move into a leadership role, people should ask themselves the following questions about what kind of work they find most interesting and fulfilling:

Do I like collaborative work?
Do I tend to become the leader of groups in which I find myself?
Have I ever volunteered to coach or tutor others?
Do I find it intriguing to work on thorny, ambiguous problems?
Do I cope well with stress (e.g., extended hours, tough personal decisions)?

If they cannot answer most of these questions in the affirmative, it may suggest that they have neither the personal qualities, character, nor motivation required to be an effective manager.14

If people choose an appropriate position, they will be able to convert their general competencies into company- and job-specific expertise, develop relationships, and make a contribution to organizational performance in relatively short order. Once they begin to make a contribution to organizational performance (perhaps in a limited way at first), their track record and credibility in the organization will begin to grow. Therefore, people will begin to seek them out and be more eager to work with them; in other words, their network of relationships will grow. Some will be willing to sponsor and perhaps even mentor them, taking risks on their behalf and promoting them into stretch assignments. From these assignments, they develop more expertise and more relationships and therefore are in an even better position to contribute to key organizational objectives.

Soon, this cycle of success becomes self-reinforcing; their track record and credibility continue to flourish. As they acquire more power and establish relationships with a broad range of people, they find themselves holding a more central position in their network of relationships—and thereby they gain even more power and access to currencies.15 Once they begin to advance, they acquire more formal authority and can consolidate their power.

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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

Head – Organizational Learning & Development position based at New Delhi with the country’s fastest growing telecom company

Nitin Shukla(Executive Recruitment) (shukla4execjobs) — Thu, 26 Jun 2008 07:06:24 GMT

Dear Friends:

This is to inform about a Head – Organizational Learning & Development position based at New Delhi with the country's fastest growing telecom company, which will emerge as a full fledged national operator by 2009. Voice and Data has given our client the highest rating for overall customer satisfaction and network quality in 2006 and it has also emerged as the top mid-size utility company in Businessworld's 'List of Best Mid-Size Companies' in 2007. Additionally, Tele.net recognizes it as as the best regional operator in 2008.

The position is a national role at a AVP/VP level, and seeks aspirants who have approximate 18 – 20 years experience in the organizational learning and development space with large organizations, and someone who has the ability to translate such programs into ROI linkages. The incumbent shall be responsible for roll out of the Company academy of learning. Shall define a training policy manual and implement the same. Facilitate senior leadership training for the organization in terms of - Employee Learning packages, Need based, role based, & domain specific training. Will draw up the monthly and yearly training calendar and implement the same as per the training policies in place. Responsible for conduct of Organizational Induction programs on a regular basis. Will strategize and facilitate Business Orientation Training programs prior to employees leaving for onsite locations

Responsible to build alliances with Educational institutes to facilitate distant learning for employees. Define and implement the e-learning modules. Be responsible for the updating the Learning and Skill set database of the HRMIS. Introduce and implement the Company family wing activities. Be responsible for updating the HR Intranet for learning Initiatives. Also be responsible for defining and maintaining of the Knowledge Repository initiative. Responsible for the implementation of learning management systems (LMS). Responsible to drive and own skill data updation of all employees across all levels of the hierarchy, with great emphasis on senior leadership. Shall hold crucial responsibility to define and implement the role transition programs. Facilitate employees to register and take up the PMI certification exams. Define Competency mappings for various levels and roles. Initiate a Business leadership development program annually, and also conceptualize, strategize and implement role transitions and succession planning within the rungs of the organization. Facilitate a Technical conference for internal employees once year. Be responsible for implementing maintaining and upkeep of the Library. Defining and Judicious utilization of the Training budget. Be responsible for the Employee Knowledge club and facilitate the activities on a regular basis Learn Turn, Workshops, Tech talks, Guest lecture, Book reviews. Implement the reward mechanisms for all Internal faculties. Define metrics and learning processes as per PCMM and ensure compliance. Initiate training effectiveness processes for all training being conducted. Be responsible for facilitating all soft skills and outbound training programs (OBTs). Be on an advisory role to all Managers on training attributes. Maintain and update faculty lists both Technical and for soft skills. Defining and identifying suitable training resources for conduct of programs. Work in close proximity with the global academy of learning and develop it to be a state of art learning school. Definition of the Learning organization structure and fulfillment of positions. Collaborate with peer groups in the industry and initiate best practices in Learning.

The position is immediate, and a Phd in relevant domain mandatory. Compensation will be extremely attractive, and shall not be a cropper for someone who comes in with the right knowledge bouquet.