3 New Messages
Digest #2092
Messages
Mon Jun 24, 2013 11:57 am (PDT) . Posted by:
"Xafar" rajupaki1987
If you are and Engineer and doing Masters to get a good technical job in Pakistan, don't do it. Quality experience is more worthy for such jobs than a Master degrees.
Masters degrees should only be for broadening your knowledge in a particular domain or if you have aptitude for research.
________________________________
From: Arslan Ali <sh.arslan@gmail.com >
To: "bs-telecom@yahoogroups.com " <bs-telecom@yahoogroups.com >
Sent: Friday, 21 June 2013, 16:44
Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
Keeping job market of Pakistan and abroad in mind, is it wise to do Masters in telecom? A simple matric guys also doing networking jobs after CCNA similar to graduate engineers. What will be the charm of persuing masters in networks where only certifications matter? Many telecom engineers are already changing their field. Please give your point of views and observations.
On Thursday, June 20, 2013, MUHAMMAD SHAHNAWAZ <shahnawaz_nu@yahoo.com > wrote:
>
>
> Aslam-0-Alaikum
> Dear Riaz
> Nust is far better option than any university in Pakistan for masters in Telecommunication. Here they have a track named as TCN. Specially for this. The courses are good and so is the faculty. The expanses are moderate. 7000/month is the tution fee. 8000/month is the hostel fee including mess,laundry , internet etc with a single seater room attach bath. With a biseater room it is 7000/month. The other expenses very person to person like you can spend a million/month or 4000 to 5000/month. So it almost costs you 20000/month.
>
> Best Regards
> Muhammad Shahnawaz Malik
> 0336-6111990
> BS(TE) Nuces Islamabad
> ________________________________
> From: Muhammad Aleem <tx.engineer@yahoo.com >
> To: "bs-telecom@yahoogroups.com " <bs-telecom@yahoogroups.com >
> Sent: Saturday, 15 June 2013 11:28 PM
> Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> Dont do Master in telecom
> ________________________________
> From: haroon javed <haroon_javed90@yahoo.com >
> To: "bs-telecom@yahoogroups.com " <bs-telecom@yahoogroups.com >
> Sent: Saturday, June 15, 2013 10:58 PM
> Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> Dear Riaz,
> CASE/ AIR/COMSATS universities are better than Iqra..
> Wishing you all the best
>
> Warm Regards
>
> Haroon Javed
>
>
> ________________________________
> From: Riaz <riazkhatti@yahoo.com >
> To: bs-telecom@yahoogroups.com
> Sent: Friday, 14 June 2013 5:44 PM
> Subject: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> HELLO DEAR ALL,
>
> I am interested in Master in Telecom and Networks in Lahore or Islamabad so kindly any one guide me that which University is best and also guide me about living and academic expanses, currently i am thinking about IQRA UNIVERSITY ISLAMABAD, but i need suggestion from you people.
>
> Thanks and Regards,
> Riaz Khatti
> 0300-3002132
>
>
>
>
>
>
>
>
Masters degrees should only be for broadening your knowledge in a particular domain or if you have aptitude for research.
____________
From: Arslan Ali <sh.arslan@gmail.
To: "bs-telecom@yahoogro
Sent: Friday, 21 June 2013, 16:44
Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
Keeping job market of Pakistan and abroad in mind, is it wise to do Masters in telecom? A simple matric guys also doing networking jobs after CCNA similar to graduate engineers. What will be the charm of persuing masters in networks where only certifications matter? Many telecom engineers are already changing their field. Please give your point of views and observations.
On Thursday, June 20, 2013, MUHAMMAD SHAHNAWAZ <shahnawaz_nu@
>
>
> Aslam-0-Alaikum
> Dear Riaz
> Nust is far better option than any university in Pakistan for masters in Telecommunication
>
> Best Regards
> Muhammad Shahnawaz Malik
> 0336-6111990
> BS(TE) Nuces Islamabad
> ____________
> From: Muhammad Aleem <tx.engineer@
> To: "bs-telecom@yahoogro
> Sent: Saturday, 15 June 2013 11:28 PM
> Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> Dont do Master in telecom
> ____________
> From: haroon javed <haroon_javed90@
> To: "bs-telecom@yahoogro
> Sent: Saturday, June 15, 2013 10:58 PM
> Subject: Re: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> Dear Riaz,
> CASE/ AIR/COMSATS universities are better than Iqra..
> Wishing you all the best
>
> Warm Regards
>
> Haroon Javed
>
>
> ____________
> From: Riaz <riazkhatti@yahoo.
> To: bs-telecom@yahoogro
> Sent: Friday, 14 June 2013 5:44 PM
> Subject: [bs-telecom] Info || ABOUT MASTER IN TELECOM AND NETWORKS
>
>
> HELLO DEAR ALL,
>
> I am interested in Master in Telecom and Networks in Lahore or Islamabad so kindly any one guide me that which University is best and also guide me about living and academic expanses, currently i am thinking about IQRA UNIVERSITY ISLAMABAD, but i need suggestion from you people.
>
> Thanks and Regards,
> Riaz Khatti
> 0300-3002132
>
>
>
>
>
>
>
>
Mon Jun 24, 2013 11:58 am (PDT) . Posted by:
"atif riaz" atif2252
Dear Haider,
Its totally a drama. I am sending you their mails which I got so don't be confused and don't waste your time. :)
Regards,
Atif Riaz,
DSNG Engineer,
Capital TV,
Islamabad.
+923336535295
________________________________
From: Malik Haris <malikharispk@gmail.com >
To: bs-telecom@yahoogroups.com
Sent: Sunday, June 23, 2013 2:21 PM
Subject: Re: [bs-telecom] Query || 3A Universal Services Hiring for Malaysia - Your Help Required
mayray saat bee darma khia haa inhoon nay
*
Best Regards,
Engr. Malik Haris
BE. Computer Engineering
Cell: 03348998685
Skype: malikharispk
E-mail: malikharispk@gmail.com
*
On Sun, Jun 23, 2013 at 2:16 PM, Jahan Zaib Saleem <zaib29@gmail.com > wrote:
> **
>
> [Attachment(s) <#13f7051fc9da72b5_TopText> from Jahan Zaib Saleem
> included below]
>
>
>
> ---------- Forwarded message ----------
> From: Hyder Khan <hyder_mqm@yahoo.co.uk >
> Date: Sun, Jun 23, 2013 at 12:10 PM
> Subject: 3A Universal Services Hiring for Malaysia - Your Help Required
>
>
>
> Dear All,
>
> I came across an ad in Daily Express last sunday [see attached]. There
> were requirements for Engineers. When called on given number, and the
> person told that Telecom Engineers can be adjusted in the IT department.
>
> I sent my application along with resume, and followed all other procedures
> advised step by step. The overall procedure seemed somewhat unprofessional.
>
> Now, I am confused over complaints of few people about them being a fraud
> on a facebook page (only by 2-3 people). However, when searched, I found
> quite a large number of advertisements from them in past as well as a
> certificate of them.
>
> I request guidance from your side, as how to authenticate them, and to
> what extent such advertisements can be trusted.
>
> Also will be grateful for guidance of some people working abroad, who have
> undergone similar experiences, please share URGENTLY.
>
> Regards,
> Hyder (telecom Engr. with 1 year telecom experience)
>
>
>
>
>
>
>
>
>
> --
>
> Best Regards,,,
> Jahan Zaib Saleem
>
>
>
------------------------------------
*Please consider the environment before printing this e-mail*
This electronic message contains information from bs-telecom A Virtual Forum which may be privileged or confidential. The information is intended to be for the use of the member(s)or entity named above. If you are not the intended recipient please destroy this message immediatly. Please don't send/share confidential OWNED information material, bs-telecom bears no responsibility of the contents of the email.
Best Of Luck for your Future BS-Telecom
Yahoo! Groups Links
http://docs.yahoo.com/info/terms/
Its totally a drama. I am sending you their mails which I got so don't be confused and don't waste your time. :)
Regards,
Atif Riaz,
DSNG Engineer,
Capital TV,
Islamabad.
+923336535295
____________
From: Malik Haris <malikharispk@
To: bs-telecom@yahoogro
Sent: Sunday, June 23, 2013 2:21 PM
Subject: Re: [bs-telecom] Query || 3A Universal Services Hiring for Malaysia - Your Help Required
mayray saat bee darma khia haa inhoon nay
*
Best Regards,
Engr. Malik Haris
BE. Computer Engineering
Cell: 03348998685
Skype: malikharispk
E-mail: malikharispk@
*
On Sun, Jun 23, 2013 at 2:16 PM, Jahan Zaib Saleem <zaib29@gmail.
> **
>
> [Attachment(
> included below]
>
>
>
> ---------- Forwarded message ----------
> From: Hyder Khan <hyder_mqm@yahoo.
> Date: Sun, Jun 23, 2013 at 12:10 PM
> Subject: 3A Universal Services Hiring for Malaysia - Your Help Required
>
>
>
> Dear All,
>
> I came across an ad in Daily Express last sunday [see attached]. There
> were requirements for Engineers. When called on given number, and the
> person told that Telecom Engineers can be adjusted in the IT department.
>
> I sent my application along with resume, and followed all other procedures
> advised step by step. The overall procedure seemed somewhat unprofessional.
>
> Now, I am confused over complaints of few people about them being a fraud
> on a facebook page (only by 2-3 people). However, when searched, I found
> quite a large number of advertisements from them in past as well as a
> certificate of them.
>
> I request guidance from your side, as how to authenticate them, and to
> what extent such advertisements can be trusted.
>
> Also will be grateful for guidance of some people working abroad, who have
> undergone similar experiences, please share URGENTLY.
>
> Regards,
> Hyder (telecom Engr. with 1 year telecom experience)
>
>
>
>
>
>
>
>
>
> --
>
> Best Regards,,,
> Jahan Zaib Saleem
>
>
>
------------
*Please consider the environment before printing this e-mail*
This electronic message contains information from bs-telecom A Virtual Forum which may be privileged or confidential. The information is intended to be for the use of the member(s)or entity named above. If you are not the intended recipient please destroy this message immediatly. Please don't send/share confidential OWNED information material, bs-telecom bears no responsibility of the contents of the email.
Best Of Luck for your Future BS-Telecom
Yahoo! Groups Links
http://docs.
Mon Jun 24, 2013 11:59 am (PDT) . Posted by:
"M.Nazim" mnazim11
The number one reason not to hire someone who is competent is lack of motivation to do the actual work required.
However, motivation to do the actual work isn't easy to measure during the
course of the traditional interview for three big reasons. First, the
actual work is rarely defined in enough detail, and most people won't
give it 110% unless they find the bulk of the actual work appealing.
Second, many interviewers assume motivation to get a job and
extraversion are predictors of motivation to do the job (of course,
they're not), therefore they think they can skip the part about figuring out actual job needs. Third, there are a number of other factors that
have been shown to affect motivation and on-the-job performance that are generally ignored or superficially assessed. These include team skills, problem-solving, the coaching style of the manager, and cultural fit,
among others. (The full list is shown in the table and described below.)
By ignoring these factors managers hire many competent people who make
excuses, miss deadlines, need extra pushing, don't fit the culture, or
don't work as well with others as effectively as needed. To avoid this
problem all you need to do is look for the following caution flags
during the course of the interview.
The Top 10 Reasons Not to Hire Competent People
1. Talent: No evidence of person doing exceptional
work, learning rapidly, influencing others on technical matters, or
successfully handling comparable technical issues similar to actual job
requirements.
2. Management and Organization: Makes excuses for
tasks not being met. Does not have a track record of consistently
committing and delivering. Planning is reactive.
3. Team Skills: No evidence of coaching others or
being asked to participate or lead a team project. Little or
non-existent multi-functional team growth.
4. Problem-solving and Decision-making: No pattern of
figuring out how to solve problems or make appropriate decisions similar to those likely to be encountered on the job.
5. Job Fit: Competent to do the work, but few examples of being recently motivated to do the majority of the actual work required.
6. Managerial Fit: Past success depends largely on leadership style of hiring manager which is different than new manager.
7. Culture and Environmental Fit: Person's best work
was culturally different from a pace, available resources, process
sophistication, and decision-making approach.
8. Motivation to Do the Actual Job: No pattern of taking initiative in areas essential for job success.
9. Situational Motivation: Few examples of going the extra mile in areas other than of narrow personal interest.
10. Source of Motivation: Drive and motivation appears to be circumstantial, unrelated to the actual work or/and inconsistent.
(Private note to candidates: if you possess these traits, make sure the interviewer asks you about them by forcing the question.)
Motivation to do the actual work is so important to success, it's measured
multiple ways to make sure nothing is missed. Problems occur when a
person is hired who doesn't get a passing grade on all of these factors. Each can be assessed as part of the fact-finding process using The Most Important Question of All Time. By digging deep into a candidate's major accomplishments and getting
examples for each of these factors, you'll discover if any are missing.
Avoiding these potential problems is the best way to make good hiring
decisions.
The differences between a hirable and non-hirable
person are sometimes hard to spot. The following 1-5 ranking scale can
help clarify this.
* Level 1.0: Barely qualified to do the work defined.
* Level 2.0: Qualified, but requires extra supervision to do the actual work.
* Level 3.0: Rock solid, representative of the top quartile of those typically hired for the role.
* Level 4.0: Top 10-15%, typically recognized as group leader or expert on this factor.
* Level 5.0: Top 1-5%, recognized outside the department as superior or an expert for this factor.
In a typical 45-60 minute interview it's pretty easy to figure
out if a person is a Level 1 or potentially a Level 5. However, Levels
2, 3 and 4 all seem pretty much the same. Since this group represents
most of the people being hired, it's important to figure out the
differences. The simple way: rather than trying to figure out if someone is a Level 3 or 4, which are both great hires, it's better to make sure the person isn't a Level 2. This is how you ensure a Level 3 or better – all great hires – and how many hiring problems are avoided.
Now a radical idea: what about measuring these factors before the in-depth
assessment of technical skills? This would open up the door to more high potential diverse candidates, returning military veterans, younger
people who want to launch their careers, and proven elders looking for
more than just another job. Of course, this would mean rewriting job
descriptions, redesigning the application and assessment process, and
incorporating fast-track training programs into every job. But consider
the impact: hiring more highly motivated, high potential people of
diverse backgrounds with fewer technical skills, but able to rapidly
learn and grow. Now that just might be a hiring mistake worth making.
___________________________________________
Lou Adler (@LouA) is the Amazon best-selling author of Hire With Your Head (Wiley, 2007). His new book, The Essential Guide for Hiring & Getting Hired, (Workbench, 2013) has just been published.
However, motivation to do the actual work isn't easy to measure during the
course of the traditional interview for three big reasons. First, the
actual work is rarely defined in enough detail, and most people won't
give it 110% unless they find the bulk of the actual work appealing.
Second, many interviewers assume motivation to get a job and
extraversion are predictors of motivation to do the job (of course,
they're not), therefore they think they can skip the part about figuring out actual job needs. Third, there are a number of other factors that
have been shown to affect motivation and on-the-job performance that are generally ignored or superficially assessed. These include team skills, problem-solving, the coaching style of the manager, and cultural fit,
among others. (The full list is shown in the table and described below.)
By ignoring these factors managers hire many competent people who make
excuses, miss deadlines, need extra pushing, don't fit the culture, or
don't work as well with others as effectively as needed. To avoid this
problem all you need to do is look for the following caution flags
during the course of the interview.
The Top 10 Reasons Not to Hire Competent People
1. Talent: No evidence of person doing exceptional
work, learning rapidly, influencing others on technical matters, or
successfully handling comparable technical issues similar to actual job
requirements.
2. Management and Organization: Makes excuses for
tasks not being met. Does not have a track record of consistently
committing and delivering. Planning is reactive.
3. Team Skills: No evidence of coaching others or
being asked to participate or lead a team project. Little or
non-existent multi-functional team growth.
4. Problem-solving and Decision-making: No pattern of
figuring out how to solve problems or make appropriate decisions similar to those likely to be encountered on the job.
5. Job Fit: Competent to do the work, but few examples of being recently motivated to do the majority of the actual work required.
6. Managerial Fit: Past success depends largely on leadership style of hiring manager which is different than new manager.
7. Culture and Environmental Fit: Person's best work
was culturally different from a pace, available resources, process
sophistication, and decision-making approach.
8. Motivation to Do the Actual Job: No pattern of taking initiative in areas essential for job success.
9. Situational Motivation: Few examples of going the extra mile in areas other than of narrow personal interest.
10. Source of Motivation: Drive and motivation appears to be circumstantial, unrelated to the actual work or/and inconsistent.
(Private note to candidates: if you possess these traits, make sure the interviewer asks you about them by forcing the question.)
Motivation to do the actual work is so important to success, it's measured
multiple ways to make sure nothing is missed. Problems occur when a
person is hired who doesn't get a passing grade on all of these factors. Each can be assessed as part of the fact-finding process using The Most Important Question of All Time. By digging deep into a candidate's major accomplishments and getting
examples for each of these factors, you'll discover if any are missing.
Avoiding these potential problems is the best way to make good hiring
decisions.
The differences between a hirable and non-hirable
person are sometimes hard to spot. The following 1-5 ranking scale can
help clarify this.
* Level 1.0: Barely qualified to do the work defined.
* Level 2.0: Qualified, but requires extra supervision to do the actual work.
* Level 3.0: Rock solid, representative of the top quartile of those typically hired for the role.
* Level 4.0: Top 10-15%, typically recognized as group leader or expert on this factor.
* Level 5.0: Top 1-5%, recognized outside the department as superior or an expert for this factor.
In a typical 45-60 minute interview it's pretty easy to figure
out if a person is a Level 1 or potentially a Level 5. However, Levels
2, 3 and 4 all seem pretty much the same. Since this group represents
most of the people being hired, it's important to figure out the
differences. The simple way: rather than trying to figure out if someone is a Level 3 or 4, which are both great hires, it's better to make sure the person isn't a Level 2. This is how you ensure a Level 3 or better – all great hires – and how many hiring problems are avoided.
Now a radical idea: what about measuring these factors before the in-depth
assessment of technical skills? This would open up the door to more high potential diverse candidates, returning military veterans, younger
people who want to launch their careers, and proven elders looking for
more than just another job. Of course, this would mean rewriting job
descriptions, redesigning the application and assessment process, and
incorporating fast-track training programs into every job. But consider
the impact: hiring more highly motivated, high potential people of
diverse backgrounds with fewer technical skills, but able to rapidly
learn and grow. Now that just might be a hiring mistake worth making.
____________
Lou Adler (@LouA) is the Amazon best-selling author of Hire With Your Head (Wiley, 2007). His new book, The Essential Guide for Hiring & Getting Hired, (Workbench, 2013) has just been published.
GROUP FOOTER MESSAGE
*Please consider the environment before printing this e-mail*
This electronic message contains information from bs-telecom A Virtual Forum which may be privileged or confidential. The information is intended to be for the use of the member(s)or entity named above. If you are not the intended recipient please destroy this message immediatly. Please don�t send/share confidential OWNED information material, bs-telecom bears no responsibility of the contents of the email.
Best Of Luck for your Future BS-Telecom
This electronic message contains information from bs-telecom A Virtual Forum which may be privileged or confidential. The information is intended to be for the use of the member(s)or entity named above. If you are not the intended recipient please destroy this message immediatly. Please don�t send/share confidential OWNED information material, bs-telecom bears no responsibility of the contents of the email.
Best Of Luck for your Future BS-Telecom
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