The concept of paying yourself first can also be applied to loving and forgiving. Sometimes to love and forgive ones self is a payment of a different kind, and the value is priceless.

Ii is an art of letting go of stuff, that to let go of a habit, internal program, or to change your attitude toward someone or something, the first place to begin is with the person in the mirror. And by the way, I have not perfected that art of letting go of stuff for it is a never-ending process of learning that will last a lifetime.

Paying yourself first, when it comes to forgiveness means – starting with you. Forgiving your self is the only way that you will be able to forgive any one else. It is true.

Letting go of stuff includes forgiveness. Walt Kelly, in a 1970 Pogo comic strip wrote, “We have met the enemy, and he is us.” I interpret that to mean that we must first point fingers at us, before pointing them at anyone else. Constantly asking, what was my role in this situation? What was my role in the failure of this relationship? What was my role in the altercation with that person? What was my role as I argued with that person? The list of phrases and situations to articulate in forming the end of the question, “what was my role…” is endless.

Just as we should be liable for our role, we must also be willing to forgive our selves for our part, particularly if the outcome of a particular situation was unwanted.

Begin with you. Forgive yourself first. Love yourself the most. By doing these things, you will in effect, pay yourself first.

How do you forgive yourself? It is just as easy as financially paying yourself first. You must love yourself enough to do so. You must make a sacrifice. You must change your thought patterns. I will give you some steps for forgiving your self. But first let me talk a little more about this whole forgiveness thing, ‘cause it is important.

Forgiving yourself is crucial to forgiving others. According to Harvey Mackay, if you want to get even with someone, then forgive and really get them back. Forgiveness allows you to move from a place of pain and suffering to a place of peace and harmony. For many, holding on to pain, anger, frustration, resentment, and the like is slowly eating away at your mental and spiritual being, and eventually will destroy your physical being. So forgive, and begin with you.

Here are some steps that will put you on the path for self-forgiveness.

1. Make a list of those you need to forgive (be honest and include your self)

2. Forgive your self by literally looking in the mirror, at you, and saying, “I forgive you for…”

3. Give yourself permission to forgive by making a claim that it is okay for you to forgive those on your list.

4. Now, when you forgive those on your list, you must accept their response, no matter what it may be. They may not accept your forgiveness. If they do not accept, you must still accept that and let it go. You can’t force them to accept your forgiveness. Remember you are doing this for you, not for them.

5. Contact each person on your list and genuinely forgive them by saying to them, “I forgive you for…”.

This procedure of forgiving my not always be easy, but it is definitely worth it. You may find that you will be spiritually fed if you allow yourself to experience this or some other process of self-forgiving. Forgiving allows you to become better at the art of letting go of stuff, which then allows you to move forward in your life. So pay yourself first and forgive the one who matters the most – you.

    Simple tips for Effortless Success

• Gain confidence, let go of your limiting doubts, and begin to achieve your goals.

• Changing yourself from the inside out will improve your relationships with those you value most.

• Letting go of all the fear, anger, anxiety and stress will result in a vastly improved health and quality of life.

• Learn to reclaim your decision-making ability from your limiting emotions

• Develop the ability to make stronger and clearer choices

• Achieve your goals and aspirations as opposed to sabotaging them

• Learn to change yourself from the inside out and make those changes permanent

• Learn techniques for dissolving resistance

• Experience peace, harmony and unqualified happiness

• Greater ease, effectiveness, and joy in daily activities

• Communicate more open and effectively

• Understand the nine emotional states and how to uncover and live as “peace”Recognize how resistance is slowing your progress and what to do about it

• Understand the most powerful goal crafting and creation process

A dynamic business environment needs people in key positions to be well equipped in terms of skills- functional, managerial as well as personal; to handle high pressure and deliver under any situation. While it is routine for HR professionals to utilize various tools from credential checks to skills assessments and interviews to identify potential performers, employee recruitment and career management decisions require a lot more. It is imperative that an individual’s personality is evaluated before critical decisions can be taken which can harshly impact productivity.

Organizations are now turning to psychometrics for evaluating candidates in terms of their personality characteristics, interpersonal style and job-specific aptitudes to maximize job success and minimize the chances of untoward hiring or promotion decisions. There has been a steady increase in the deployment of psychometric assessments, including various personality, aptitude and vocational interest tests, in addition to traditional screening procedures, to get a 360-degree picture of the individual that is being hired or promoted. Organizations that have integrated effective psychometric assessment procedures into their recruitment processes have come to regard this methodology as an indispensable guard against the potentially expensive outcomes of even a few erroneous hiring or promotion decisions.

Recruitment is not the only area where psychometric assessments are used, although it is the most common and almost certainly where a majority of people first come into contact with this kind of assessment. Other frequent uses are for:

>> Career and management development

>> Team building

>> Internal promotion

>> Training needs analysis

>> Counseling

For the success of any psychometric assessment the tool needs to adhere to certain best practices. Analysis of the score and its usage also form a key part in the success or failure of such a tool. The interpretation of the score has to be done by a certified psychologist and the report generated should be in a friendly format. The report from most personality tools acts as a great interview input which can be used to structure interviews and gauge candidates minutely through focused questioning. It is important to note that personality assessment tools Do Not provide select or reject answers as the measurement is only subjective. Personality assessments are evaluators of the inclination of subjects on defined parameters and select or reject decisions can be taken on the specific requirements of a job role and company.

So how do these psychometric assessments benefit an organisation? By allowing meaningful comparison between candidates on relevant competencies employers can make sure that different backgrounds or experience levels do not overly affect the selection process. Personality is one of the most important elements of individual role fitment and one of the hardest to judge - at an interview people will generally put forward the image that they want you to see. By using well-established measures, employers can gain an extra insight into an individual. These can also provide pertinent issues for conversation in subsequent interviews that are relevant to the specific candidate, rather than being general standard questions.

Undertaking meaningful decisions in most recruitment/promotion situations can be an onerous task and taking calls on the intrinsic personality can often be fraught with danger. But these are calls which managers necessarily have to take and any tool bringing a modicum of insights into the matter will be a huge help to companies.

Research has proven that employee satisfaction is directly associated to customer satisfaction, and, of course, customer satisfaction is directly associated to return on investment.

Human resources cannot be a function for hiring, firing and appraisals. They are the gatekeepers for employees and have to be concerned with the overall development of the individual.

HR managers need to work with marketing research and learn techniques to find employee needs, similar to the way marketers find customer needs. Then they should cluster employees with similar needs into groups and develop specific employee engagement programmes for each group. They should then market the programmes to employees through the marketing department.

Finally, HR should evaluate the results of these initiatives by thoroughly measuring employee satisfaction, looking at how it impacts productivity and return on investment.

Because employees should like the company more than customers do. That’s because the employee’s livelihood depends on the company. Customers always have a choice. How many customer satisfaction surveys do companies do in a year? And importantly, do they undertake the same number of employee satisfaction surveys?

Companies can definitely make good profits. But profits are better if they do it through employee marketing.

As economies get stronger and people have more choices, loyalty to companies is going to go down the tube. On the other hand, customers are going to demand more and more sophisticated services. That’s because with the kind of branding we see today, consumer expectations need to be matched with what the communication promises.

As a result, employee training becomes more expensive. Hence when you cannot retain employees, it’s a real drain of resources on the company. A new employee needs to be exactly the same, if not better, than the person before. If you do not take care of them, the company stands to lose.

By the time employees are 30-32 years old, they have changed jobs six-seven times. The new generation is not about “am I successful?” They are interested in “do I like it?”

It’s similar to marketing research. We go to customers and find their needs and identify barriers. Then we cluster customers according to the lowest price, best services and so on.

Similarly, when you segment your employee base you can develop programmes for each group and brand and deliver it differently. Some employees have weight-related problems, others have diabetes. Some have very good savings but don’t know how to invest. Others don’t know how to save.

Men think differently than women in terms of savings. For example, women don’t want to depend on children when they grow old and are too concerned about future health problems. Men feel they will never stop working. Sixty per cent of men covered in research had retired without planning for retirement.

Women are anxious about retirement and men are more emotional about retirement. When women are sad, they take more risks than men. When men are sad, they discount it and try to distract themselves from sadness. Since they manage emotions differently, you need completely different employee programmes.

Across the world, employees are all the same. Companies are going to realise that employees do not have just financial needs. They have spiritual, health and financial needs. They have long-term needs. People always want to be valued and respected for what they like to do.

In India, there’s always been this sense of the company being a family and that companies will take care of their family members. As companies grow rapidly, they will lose that family connection. The culture that the US and European companies are artificially trying to develop is naturally present in Indian companies.

But as they are growing, Indian companies have no option but to start focusing on customized programmes for employees. They should then test it by finding out what employees think about the programme and measure effectiveness like “did the programme change employee behaviour?” and so on. Over a 1-2 year timeframe companies should analyse if there was any change in employee attitude, teamwork and productivity. The data will make companies more interested in increasing investments on employee programmes.

Globally, among the Fortune 500 companies, we are analysing what employee programmes these companies run and co-relate that with their rankings. We want companies to realise that with better programmes they have better rankings.

Then companies can afford to pay lesser salaries because they have the reputation of being a big company to work for. So employees feel that in the long-term they are better off in this company even if they have to take a hit in the short term.

This is the Beijing Capital International Airport. It is the world’s largest airport building and the centerpiece of China’s multi-billion-dollar infrastructure boom and provides a glimpse into China’s vision of 21st-century air travel.

The futuristic airport has been built in preparation for the millions who are likely to visit China for the Olympic Games and to meet the country’s booming air traffic.

An airport employee cleans the floor at the new terminal building Terminal Three — T3 — at the Beijing Capital International Airport. This is the world’s largest terminal.

The roof of the swanky new terminal looks like a dragon from the air with its wing spread running 3.25 km. The giant dragon-shaped terminal is 100 hectares in size: that is as big as 170 soccer fields.

This makes the airport larger than the Pentagon and almost 20 per cent bigger than all five terminals of London’s Heathrow put together.

The terminal has walls of glass. The skylights of the terminal building are designed to look like scales on a dragon’s back and to let natural light into the building. The dragon is considered a sign of strength and luck in China.

Almost 50,000 workers toiled round the clock in 8-hour shifts and built the colossal $3.75-billion terminal in only four years. China wanted the airport to be ready before August 8, when the Beijing Olympic Games begin.

However, the construction of the airport involved the demolition of thousands of houses that rendered more than 10,000 Chinese peasants homeless. China’s autocratic Communist regime could thus manage to do something that democratic governments — like India’s — can hardly ever match.

The airport was designed by British architect Norman Foster, who has also designed Hong Kong’s famous Chep Lap Kok airport.

British firm Arup, which has provided engineering and architectural design services for the Hyderabad International Airport, built the airport.

The new terminal will have a capacity of 75 million passengers a year. It features an extremely high-tech passenger baggage system — on 50 km of conveyor belts — that can handle 19,800 bags per hour.

The size of the new Beijing airport can be gauged from the fact that it boasts of 64 restaurants, 80 retail stores, 175 escalators, 173 lifts, 437 travelators or moving footpaths, and 300 check-in counters.

The terminal has a 3-km long concourse, divided into three sections and connected by a shuttle train. The airport’s shuttle train service can ferry passengers around the mammoth airport.

According to Norman Foster, the airport’s architect, the airport is ’so big that under a certain amount of light you can’t see one end of the building from the other.’

Apart from the shuttle, a high-speed commuter train (subway as also elevated) service will carry passengers between the airport and Beijing in 15 minutes. Two Airport Lines, scheduled to open before July, on elevated lines connect the airport with the transport hub of Dongzhimen. The Olympic branch line has four stations, each with a theme.

The airport’s runway is capable of handling the world’s largest passenger aircraft, the Airbus A380.

The airport building has integrated environmental control systems to minimise energy consumption and carbon emissions, report say.

The airlines that will use airport initially include Air China, Sichuan Airlines, Shandong Airlines, Hong Kong’s Dragonair, Singapore Airlines, British Airways, Lufthansa, Air Canada, Qatar Airways, Qantas Airways, El Al Israel Airlines, Emirates and other Star Alliance members.