Description : It is an immense pleasure to introduce ourselves as one of the leading consultancy (Higher Education & Placements) house for Professionals, organized to provide career opportunities both in INDIA and ABROAD under one roof.

Horizon HR Solution (P) Ltd is run by a dedicated team of professionals and managed by an eminent board, which is all set to give its best. We take pride to inform you that we have a deluge of organizations as our clients and are at present serving them to the best of our abilities and to their satisfaction. We have also got in touch with the embassies of various institutions to identify suitable openings, in which we are sure to meet with success. We are maintaining in our DB more than 5000 candidate profile (different categories)

Having tasted success, we like to excel in the field of consultancy through excellence of our service The quest for perfection and the urge to thrive has forced us to look for ways to strengthen our performance, which we believe can be achieved through your cooperation

It would be our privilege to have your profile, that could enable us to take a step ahead, towards better be maintained and under no circumstances shall your profile be forwarded to any organization without your prior consent.

Herewith is enclosed our company Profile, in which you are requested to furnish the required information for our record and hoping for a positive response also.

Human Resource Development was started in the year of 2001 Mumbai, by a group of dedicated and devoted professionals from varying fields to provide consulting to the people by which they would be able to utilize their respective skills in emerging opportunities not only in Domestic arena but International for also.

The vision of the company is - to assist in developing an interconnection around the World, where people will be able to share and transact each and everyone of their required sources.

We consult Low Levy training (with Placement) conducted by Building Authority of Singapore Govt. Ministry of Manpower, Seaman Training conducted by Maritime Foundation, approved by Directorate General of Shipping, Govt. of India,

If HRD is to play a key role in helping the company and its employees succeed, it must endeavor to fully understand the company's business - strategic business directions, core competencies, competitive challenges, new strategic business initiatives, etc. Whether HRD has one or dozens of employees, it is difficult to keep up with everything that is happening in the company, to understand all aspects of the company's various businesses, to understand all the competitive issues and pressures. A properly selected AB can provide key insights and understanding for the HRD group.

At the same time, the AB can act as key advocates for HRD activities throughout the company. AB members can become sponsors and champions of key HRD initiatives, and can provide pointers to key knowledge resources inside and outside the company. The AB can provide key linkages throughout the company, helping to ensure that the company's HRD resources are being utilized to maximum advantage.

Who should sit on your company's Advisory Board? In the earlier example, the AB had a very high-level membership - the vice presidents/general managers from the company's ten major business units. Membership in some ABs tends to be focused more on functional lines - representatives from sales, marketing, engineering, manufacturing, etc. In other companies, there is a mix of functional and business unit representation. Some companies recruit AB members, others call for volunteers.

Too often, business leaders consider it merely a matter of corporate citizenship to have a representative on the AB. "Sure, an HRD Advisory Board is a good idea, and I'll appoint someone from my group to be on it." After making this "commitment," the leader asks his staff, "OK, who has some time available to sit on this board," without really considering (or caring) who the best representative would be.

In several cases where I have been asked to do a training session for a corporate HRD advisory board, it became obvious that the people in the room were there because their managers had told them to be there, and not because of any great interest in the work of the advisory board, or even in the general topic of human resource development. An AB with the wrong membership is, at best, not useful and, at worst, a detriment to the achievement of HRD's goals.

To be an effective member of the AB, a person should have at least the following qualifications:

1) A thorough understanding of the business unit or function he/she represents. The AB member should know how his/her function or business operates, what its key challenges and core competencies are, and be involved in the planning and execution of the function's or unit's strategic business can bring to the AB: the ability to help HRD understand the company's business.

2) Credibility in his/her own organization. The AB member should be a person whose opinion carries weight in the organization - "If Mary thinks this new program is a good idea, we should give it a chance."

3) Time and willingness to help, to work with other AB members and with HRD staff to fully understand the challenges being faced, and to work cooperatively to develop solutions to those challenges.

4) Time and willingness to help, to work with other AB members and with HRD staff to fully understand the challenges being faced, and to work cooperatively to develop solutions to those challenges.


Some HRD directors feel that the higher the level of AB members, the greater the prestige of HRD in the company. They pressure their own vice president to recruit his/her peers to serve on the AB. While an AB composed of vice presidents can be effective, I believe it more important to ensure that AB members meet the above-stated criteria. Too often, as in the initial example in this paper, vice presidents are too wrapped up in running their own businesses to have enough time or energy to devote to the AB.

It is also important that the HRD manager personally recruit AB members. The personal relationships between the HRD manager and AB members are of critical importance. If the HRD manager leaves selection and recruitment of members to his/her vice president, he/she is missing an important opportunity to start building these relationships.

When you have recruited your AB based on these qualifications, you have made a good start. But now that you have a AB, what do you do with it?

You have recruited your AB to help HRD better understand the company's business. And just as you have been so busy running your HRD group to develop this understanding yourself, so AB members have been so immersed in running their own businesses that they typically have not had time to develop a full understanding of your HRD business. Therefore, it behooves you, at the initial meeting of the AB, to provide some orientation to the training function, including:

1) The charter and goals of the HRD group.
2) An overview of current and planned HRD programs and services.
3) Current statistics on participation, quality ratings, etc.
4) Key internal and external relationships.
5) Key players from the HRD staff.
6) A tour of HRD facilities.

If HRD in your company has not historically been viewed as a key contributor to the company's success, it may also prove useful to provide the AB with an overview of some success stories from other companies which demonstrate how an effective HRD function can add value to the company's strategic business initiatives.

Once the overview is complete, it is time to move on to defining the mission and role of the AB itself.

1) Why have you asked these people to serve on the AB?
2) How can HRD help them and the functions/organizations they represent?
3) How can they help HRD?
4) How should the AB function at meetings and between meetings? It is a good idea to present some ideas for these ground rules, rather than to just throw out the question, sit back, and watch the action. While the first meeting should be run by the HRD manager, the AB should elect its own officers and give them responsibility for setting future agendas, of course with the assistance and advice of the HRD manager.


Members of the AB will be very familiar with the tools and methods they use to plan their own businesses, but may not be at all familiar with those used by HRD. It will serve you well to familiarize AB members with your methodology, but in doing so, it is vital that you present your methods in a way they understand. Too often, we get so caught up in our own jargon, which makes perfect sense to us, that we fail to recognize that it may be totally incomprehensible to others who do not share our training and experience.

Members of the AB will be very familiar with the tools and methods they use to plan their own businesses, but may not be at all familiar with those used by HRD. It will serve you well to familiarize AB members with your methodology, but in doing so, it is vital that you present your methods in a way they understand. Too often, we get so caught up in our own jargon, which makes perfect sense to us, that we fail to recognize that it may be totally incomprehensible to others who do not share our training and experience.

For example, one company's HRD director asked me to review a "Human Resources Development Planning Guide" which his group was just completing for use by his company's business unit managers. The guide presented a very comprehensive, systematic planning process which would enable a business manager to start with his/her business goals and, working through a series of steps, determine the training and development activities required to enable employees to meet those goals. While the guide was very well done, it had two basic problems which would doom it to collect dust on the business managers' bookshelves:First, it was written in the language of HRD. As an HRD professional, the language made sense. For a business manager, it was all but incomprehensible.


Second, the Dlannina process detailed in the auide had no relationship to the company's well-established business planning processes. If I were a business manager reading the guide, my reaction would be: "I've just finished months of work developing plans using the company guidelines, and now you're telling me I have to start over from scratch just to determine training needs? You're crazy!"

One of the first and most vital tasks you can undertake with your AB is to develop your own understanding of the company's business planning processes and then work with the AB to extend those processes to determine the learning needed to enable and facilitate the achievement of company, organizational, and individual goals. When the AB realizes that HRD is not trying to reinvent the wheel, but is trying to add value to the business (their businesses), it will become a powerful strategic tool for helping HRD achieve its own goals.

At this initial orientation and training meeting for the AB, it is also wise to select a high priority company need on which you can focus your initial efforts. For example, is one division trying to implement TQM, introduce a new product line, improve customer service ratings, or move to concurrent engineering? Use the AB to help select one high priority area that you can work on together to test the planning methodology and, at the same time, provide evidence that HRD can really add value to the company's strategic business initiatives. A quick, effective response to this type of need will go a long way to establishing (or re-establishing) the credibility of your training organization within the company.

The AB should be convened on a regular, typically quarterly basis. Depending on the urgency of the items on the agenda, the AB may at times need to meet as frequently as once a month. But you must remember that this is an advisory board, not a management group. In the earlier example, it was ludicrous to think that the ten senior business unit managers in the company would take a full day each month to devote to the AB (and the first Monday of the month at that!).

This does not mean that the work of the AB takes place only four times a year. If the AB is convinced that it can add value to the company through its work, it will appoint its own subcommittees and work on key issues on a regular basis, outside the quarterly meetings. The HRD director should also provide AB members with regular monthly updates on key issues and programs and should feel free to call on AB members for advice or assistance as needed.


At the same time, AB members should be calling the HRD director for assistance in program planning, to advise the director on changes in priorities or on upcoming strategic programs to which HRD can add value, etc.

Each quarterly meeting should be well-planned by the AB chairperson and the HRD director to ensure that the meeting time is well utilized and that AB members feel that their time at the meetings is worthwhile. The typical agenda items of reviewing enrollment statistics, budgets, and quality data should be handled in written reports delivered to AB members before the meetings ~ little value is added to the training function or to the AB members by sitting and looking at table of statistics and listening to someone reading them off the charts.