Suzane

Smart Behaviour - Organisational Behaviour

2009-06-06T03:49:00.000-07:00

What is organisational culture?
Culture is unique to organisations, even if it hasn’t been deliberately created. It is ‘inherited from the ancestors’. It is an unconscious creation based on the values espoused by the top management or the founders of the organisation. Nevertheless, as time passes, bringing about change in culture, to respect preferences becomes inevitable.

Cultural makeover
Owing to the phenomenon of constant change, cultures too need to be adapted to the changing market place conditions. Culture influences the decision-making process, management styles and thereby the success of an organisation. Therefore, making cultures behave is critical.

Organisational culture and organisational change are talked of in similar contexts. Therefore, a minor change might affect the entire culture of the organisation. As in any change process, there are hurdles to cultural change too. Ironically, the major obstacles to successful organisational change are corporate cultures themselves!

Obstacles to change
Employees and top management are often open to the idea of change, however, they are wary about implementing the change. This is because, organisational culture and people’s inclinations run parallel; they seldom merge.

For instance, customers expect high quality standards and service, and manufacturers know what these standards entail. Without providing quality to the customers, they cannot expect good returns on their investment. Unless the manufacturers support service excellence, the latter is impossible to achieve. Therefore, a minor change in the culture of the manufacturers is essential.

Partners in crime
Conventional wisdom proves that cultural changes are intrinsically difficult. Human resistance is not always the greatest obstacle to cultural change in an organisation. Resistance to change is inherently cultural. Employees’ actions are not always their own. Generally, the socialisation processes of the culture they belong to influence them. Therefore, change resistance is collective, contrary to the myth that it originates from the individual.

Deadening factors
Apart from the collective nature of resistance to change certain other factors cause a deadening impact on the organisation. Among those are the hierarchical patterns in the organisational structure, lackadaisical approach to changes in the external environment, essential skill deficiency and to top them all, the order-and-obey, command-and- control management.

Such obstacles can be easily overcome by changing the psychology and in turn the behaviour of employees.

Birth of a new culture
Evolution of culture is a natural phenomenon. Culture teaches employees how to behave and facilitates their interpretation of how to act within the organisation. A strong culture is one that is internally consistent, widely shared, and makes expectations clear.

Culture-building mantras
Culture building therefore involves a three-stage process.

Know what
Know how
Doing it
Knowing what to do and how to do are relatively easy. However, the ‘doing it’ part of building culture requires greater effort from employees.

Change philosophy
A change in philosophy therefore demands a change in the traditional methods of fault correction. To make change happen, employers must emphasise on flattening the hierarchical structure, empowering workers, training and retraining them and motivating them to make success a habit.

All these elements are interdependent and failure to follow even one of them will lead to failure of the entire organisation. Evaluation is important. Certain parameters for evaluation are identifying whether

The hierarchical structures are at the ideal minimum
Continuous training is imparted
Training has helped in implementing change
Levels of hierarchy
To reduce hierarchical levels, James Champy of Business Process Reengineering fame advises three levels in organisations. Managers at the first level are known as ‘enterprise managers’. These managers are responsible for making decisions. The next level consists of ‘people managers’ or ‘process managers’, so called because they help in planning and implementing activities, and support the first level. The third level comprises ‘self-managers’ who execute decisions. However, all the three levels have the backend support of ‘expertise managers’ like accountants and technologists.

GE’s culture was highly bureaucratic. The change representative Jack Welch took initiatives to delayer the hierarchical structures.

From X to Y
Important as it sounds, a major shift of emphasis from looking inwards to looking outwards is required. This entails a shift from Theory X to Theory Y enunciated by Douglas McGregor. The former focuses on constant monitoring of the employees by their superiors, whereas, the latter considers work and achieving results as natural. Therefore, Theory Y makes change management easier.

Constant training is essential as well. At GE, Welch identified training as the key to cultural change. He taught technical and cultural lessons to his employees and always focused on three core values: face reality, focus on quality and respect the human element.

First things first
Theory Y aims to bring about a change in behaviour. Change in behaviour leads to change in culture, contrary to the practices in many organisations. They change culture first and behaviour later consequently their change initiatives fail. To change employee behaviour, leaders must change themselves first. At Chrysler they believe that cultural change though powerful is dependent on the whims of the leaders.

A leader must be an enabling factor. He must play a vital role in his department and concentrate on strategies and action plans. He must intervene in routine actions but delegate the operations to those responsible. He must also examine and revoke team proposals but simultaneously approve the short-term tasks put forward by the team.

Proactive cultural management
Present day organisations are in dire need for interdepartmental, cross-functional team culture to encourage innovation. All these are but precursors to reactive change (compulsive changing). Reactive change is not permanent.

Though Chrysler had a history of innovation, its standards were falling during the early 90s. Bob Lutz, the then president of Chrysler, wanted it to become the automobile giant. They built a programme of cultural change called Customer One and the results were impressive. They had the same workforce but they sorted out different ways of working.

Employees must therefore aim at proactive cultural management, which starts with objectives and encompasses a vision for the future. It also inhibits obstructive behaviour and reinforces constructive behaviour.

Foundational attitudes
Certain foundational attitudes are integral to proactive cultural management. The first and the foremost is the creation of a learning company. In its efforts to bring about cultural change, Chrysler approached leading automobile giant Honda. Chrysler reorganised its teams into Honda-style teams and it learnt from its achievements and mistakes. " We do a `what went right, what went wrong analysis at various points and we transmit this information to the other platforms," said James Sorenson of the Jeep/Truck Team at Chrysler.

Also organisations must abandon rigid procedures that hamper creativity. An emphasis on knowledge sharing is the third foundational attitude. Finally, identifying the need for successful behavioural change in the assessment of employees is highly essential.

Be positive
Leaders’ behaviour must be in congruence with the foundational attitudes. Cultural change is not hard to bring about in organisations. However, illogical emotions such as fear are also dynamic in organisations. Therefore, positive programmes that thwart illogical emotions is important in promoting cultural change.

Zoom ahead
Risk is natural in any change programme. Nevertheless, employees must also realise that failure to change poses greater risks than external risks. Hence, optimistic realism helps employees forge ahead and lay foundations for cultural excellence.

Seven Spiritual Laws of Success

2009-06-06T03:41:00.000-07:00

Success is not just hard work, plans and driving ambition. It is only when we are in sync with nature that true happiness springs forth; Laws of nature govern all creation and is the field of infinite possibilities.

Our internal reference point is our own spirit and not the objects of our worldly experience. It is how we take things and what we tell ourselves that matters.

Energy has to be kept in active circulation for any kind of prosperity. Like a river it must keep flowing. This flow is nothing other than the harmonious interaction of elements & forces of nature. The more you give the more you will get back.

Karma is the cause and effect of our actions simultaneously. If we become consciously aware of the choices we make every moment, and are aware that everything that is happening at this moment is a result of choices we have made in the past.

Fish does not try to swim, they just swim. Least effort is expended when your actions are motivated by love and acceptance. If we accept things as they are do not blame others or feel compelled to make other people believe in our point of view, if we carefully choose our action to external impetus, we will observe nature at work and bloom like a flower that just blossoms and does not have to try hard to do so.

The past and the future both reside in our imagination; only mindful awareness of the present moment is real. It is through this moment that all future can be created. If our attention is in the present, then our intent for the future will manifest.

Everyone has a personal calling, a destiny and a gift or talent they can share with others. What would you do if money was no concern and you had all the time in the world? If you will still do what you are doing now, you are in Dharma.

Your Life is Perfect!

2009-06-06T03:22:00.000-07:00

A look at what really matters

There are some days when you may wonder why you bother to wake up, much less get out of bed - we've all been there. Life feels so much less than perfect that we find it hard to bear. But, our sense of duty and responsibility kicks in, and we brave another day. But even in the darkest hours, blessings are abound… There is perfection in everyone's life. If you understand what really matters -you'll find it. Now lavish in it!

Perfection is just an idea, a theory. It represents flawlessness and completion… It is simply a perception. One person's concept of what is perfect can be vastly different from what another person perceives to be perfect. Our eyes may see the details, but it is our hearts and minds that ultimately decide what perfection means.

If you ask a happy person why they are always so annoyingly happy, their answer may surprise you. More often than not, the gist of their glee stems not from anything measurable or material, but from a simple appreciation of life, itself. You can spend your energy struggling over all the things that aren't right in your life, or you can infuse your energy by understanding that you may not have everything you want, just the way you want it, but you probably have more than what you need.

Perfection reflection
It is only when we take the time to look over our lives that we can truly see how some things came to be. Through reflection, most of us will find that we have a lot to be thankful for, and begin to understand how perfect our life really is. Try looking in these eight places first:

1. You. You should always be #1 on your list. The mere fact that you have survived this long is a testament to your own personal perfection. Life is fragile and uncertain, so every day that you are here - be grateful!

2. Your health. Okay, you may not be in perfect condition by scientific standards, but if you are getting through the days, you are doing something right - and creating the opportunity for improvement. How perfect is that?

3. Love. Whether or not you have someone special is secondary to the fact that you are a loving person, or a person capable of giving and receiving love. Even during times of heartbreak, being able to feel so deeply is a gift. It may not always be pleasant, but you can't have great pain without knowing great joy. Be happy that you can feel, and be grateful that you can share those feelings… even if it's just with a friend.

4. Family. Family isn't limited to the humans that share our DNA. The closest of friends and most spoiled pets are family, too. Rejoice in the memories made, with all of your family, and look forward to those yet to come!

5. Friends. People often overlook how many friends they really have, and don't always fully appreciate the friends they count. Know that the mere fact that the discounted and underappreciated will still be around because you are who you are, speaks volumes. In some way, shape, or form - these people see perfection within you.

6. Loss. Most people think that a loss of any kind is an injustice, but often times, people and things are removed from our lives in order to teach us how to embrace something more. Cherish the perfection of every moment with that which brings you joy, because everything changes eventually.

7. Life. Marvel at how a world of such chaos can keep evolving. The flow of the changing seasons, the warmth of the sun, the chill of the wind. Humans and nature always seem to be at odds, and yet somehow we continue to evolve and survive. While the coexistence may not be everyone's ideal, it doesn't make it any less perfect.

8. Memories. Memories, both good and bad, should be cherished. Our ability to pull joy, strength, or understanding from an event that happened however long ago, is simply amazing. So be amazed! And realize that every memory, no matter how it makes us feel is perfect. Because all of our memoreis have led us to this place - today - which is (you guessed it!), perfect!

So instead of spending our energy focusing on what we don't have, or where we want to be, or what bad things happened to us up until this point, let's just sit in the perfection of right now. Realize that each one of us is perfect, as is our lives. Perfection isn't synonymous with easy - it is just the ability to understand what is there, see beyond what is not, and be grateful for the opportunity and experience - of right now!

Motivation

2009-05-28T04:04:00.000-07:00

I went to one of coffee bars yesterday, the server seemed to be dull and lost.
The coffee bar was bustling with activities and people were coming, drinking and chatting.
I was like usual sitting and sipping my coffee waiting for a friend for an hour before the meeting as I had arrived early for the meeting.

I saw a young man, No offence to him and his company, but I could see he was not motivated and not happy.
He was delivering monotonous coffee to every customer, like another coffee and another job. Coy and introvert, as I have seen in India, they donot barge the personal space. They are afraid to talk to strangers or vice versa.

I ordered sandwich, as I was hungry. The same young man served me.......I had remembered the concept Fish!
and started talking to him life, business, home and job.

My friend came about 5 minutes into my discussion with this little boy, my friend who got quizzed about my behaviour and started looking in distress that I was ignoring him for a server, rather than giving time to our meeting. It was meeting my friend after 3 years on return to India. During the short conversation I had with the young man, I could feel, lack of happiness in job, because of his monotonous job.

After 10 minutes of talking his heart out, he seemed to be in relaxed, buzzing with zoom. My eyes were stuck on him during my 1 hour catch-up old time sake meeting. I could see changed person, the same young man who was serving coffee like dead bowl of red ants, was bouncing from table to table for serving.

The young man was home sick and things were not going so great for him, hence we was planning to quit the job, because of his home sickness, but he seems to changed when he spoke to a stranger.

This motivated me to write to PassionHR, as we HR profs are talking, drinking, sleeping eating, contemplating ways to motivate employees, improve productivity let us just motivate people we meet and see if this helps to put a smile on a face. It would not cost us money! Just a simple smile on each transaction, but dont become transactional on passing smiles. It would be like putting a dead meat on the groused donkey!

So, we in HR can become smiling and prosperity gurus rather management or business gurus, if we can motivate people around us. It is now said, that it is time for knowledge workers, who are bored to death with their routine jobs. I have seen that in Engineering, Retail, IT, Finance, Pharma Industry, let us spread smiles.

Hence as a part of PassionHR, where all HR confluences, can we spread the cheer and motivate people,

What say Mr. Nair on motivational week/month for PassionHR and if you guys have any comments, it will be much appreciated.

Just a thought!

Happy anniversary, hope you have many more!

Manager Vs. Manager

2009-05-28T04:02:00.000-07:00

Employees worried about their jobs because of the tough economy are competing against each other in unhealthy ways. But HR executives can mitigate such problems in several ways, including making people feel more appreciated.

As the economy falters, it's more of a dog-eat-dog world than ever -- and your best managers and executives may be the ones snapping at each other's throats.

Executive coaches and others say that high anxiety in corporate America is causing co-workers to be more competitive, often in harmful ways.

"August is the biggest month I've had in 25 years," says Anna Maravelas, a coach and author of How to Reduce Workplace Conflict and Stress. "I've had human resource directors calling me up, they were hyperventilating over the state of their executive teams. They say, 'Our teams are dysfunctional, the executives are hostile to each other.'"

Maravelas, founder of the St. Paul, Minn.-based firm Thera Rising, which focuses on team building, conflict resolution and leadership development, says co-worker competitiveness has significantly increased over the past year -- a situation she attributes to the downturn in the economy.

'When people's economic security is at risk, their behavior deteriorates," she says. Among the most serious problems among managers and executives are "backstabbing and avoidance," she says. "You do something that annoys me, or I don't agree with, I don't bring it up. I don't ask for explanations when things aren't going well in your division."

Eventually, she says, executives will stop offering each other a head's up about imminent problems -- "Or worse, they'll set you up to fail."

There are other signs co-worker competitiveness is growing. A recent survey of 150 senior executives from large U.S. companies found that nearly half (46 percent) believe employees are more competitive with their co-workers than they were 10 years ago.

But, just in the past year, the competitiveness has been accelerating, says Dave Willmer, executive director of OfficeTeam, which commissioned the survey. The Menlo Park, Calif.-based staffing firm, a division of Robert Half International, places professional and customer-service professionals.

He also puts the blame on the economy.

Competition among co-workers can be healthy, and can benefit companies when times get tough, says Willmer. But HR leaders need to be on the lookout for competition that becomes unhealthy -- which can lead to poor morale, lower productivity and difficulty in retaining good employees.

Employee often feel more anxious about their jobs when they don't get enough recognition, says Willmer. "If recognition is unfairly distributed or not distributed, people become competitive to seek that," he says.

Competitiveness among co-workers also increases when companies don't communicate with their employees well -- not only about where things stand with the company's health, but about where an employee's career stands. "When you don't know, you tell yourself, 'I have to do whatever I can,'" says Willmer. "But that may not be a healthy thing."

Joseph Koob, author of Succeeding with Difficult Co-Workers, says he's seen a growing competitiveness over the last five or six years, as companies have cut back and eliminated entire levels of management. "They're leaner and meaner, but that creates more work and takes away a fair amount of advancement," he says.

"Mid-level and senior executives are working tremendously long hours, which puts pressure on everybody," says Koob, founder of Metacoach, based in Lansdale, Pa.

At the same time, he says, there's less loyalty to companies, and people are jumping from one to another -- which means "you have all these people floating around who are really good." That gets managers and others worried about their own job security, which creates even more angst and competitiveness, he says.

Co-worker competition can be good when it helps people to do their best, but becomes unhealthy when employees are so unhappy they leave, says Koob. "That eventually undermines the whole organization," he says.

How can a manager or executive tell when competition has moved from healthy to unhealthy? Koob suggests that leaders walk around and talk to people. Among the signs: "People will be complaining about other people, pointing their fingers. They'll be blaming others. They'll be whining about their own situations."

Like other experts, Koob says that if employees feel appreciated, they're less likely to worry about their jobs and engage in harmful competition. "It comes down to how people are treated," he says. "If a manager makes an effort to understand who they are, and appreciate who they are, then competition is fine."

Maravelas, of Thera Rising, offers these suggestions for keeping competition from getting out of control:

1. Acknowledge the contributions of your direct reports and other divisions daily." She recommends inviting leaders and employees from other departments to staff meetings and publicly thanking them. This helps everyone feel appreciated.

2. Eliminate performance measures "that reward employees and leaders for sacrificing the needs of other divisions for their own gain" such as a sales-compensation structure "that drives wedges between groups and leaders."

3. "Build the consistent message that we don't throw people under the bus here. As soon as you see a person disrespect or target another person or group, you shut that down."

Maintaining Positive State of Mind

2009-05-28T04:00:00.001-07:00

Winning the Thought Battle
If you have read my articles or heard me speak, you know that I always come down to action. We need to act if we are going to be successful!

Yet, our success starts long before our actions. In fact, our success begins in our thoughts.

The process is that thoughts become actions and actions produce results. So the equation starts with the thoughts. So the key to success is to start with and control the thoughts that we have. Good thoughts become good actions become good results.

But there is this predicament we have as humans. It is this "battle" we have with our thoughts. Thoughts of depression, negative thoughts, thoughts of fear etc constantly creep into our minds and cause us to act in certain ways that are going to produce the antithesis of the kind we want that will produce success.

So what can we do to win the battle with thoughts? Here are a few main points. Apply these immediately and then constantly and you will be on your way to winning the thought battle.

Guard your mind. Pretend that behind that forehead of yours is a very precious thing your mind because it is precious. If you had a storehouse of gold in your house, you would hire an armed guard to stand watch and keep all the bad guys out. Yet, many of us let any old thing come into our minds.

We need to keep the bad thoughts, the negative thoughts O-U-T! Now when I say this, I mean both the ones that start in our heads and the ones that come from external sources.

Proactively place good thoughts in your head. Just like a garden, where you weed, or pull the bad stuff out, and plant, put the good stuff in, so we do the same thing with our thoughts. Buy tapes and music that will produce good, happy thoughts in your head! Watch TV programs and videos that put good thoughts in your head!

Avoid the naysayer. They are all around you. You work with them, you live near them some are even in your family! Whatever you do, do not let them affect you with their negative thoughts. Spend as little time as you can with them (unless it is your spouse or kids then you need counseling!)

Act on the positive thoughts that you do have. When a positive thought comes into your head, act on it! This will begin to produce a "bridge" between what you think and how you act! This will then make that transition even easier as time goes by!

Four key ideas to win the thought battle:

Guard your mind..
Proactively place good thoughts in your head.
Avoid the naysayer.
Act on the positive thoughts that you do have.

Go forth and Win the Battle!

Go the extra mile. Instead of saying: "Why don't they do something?" Say, "Here's what I'm doing about it." Instead of, "Why me?" Think, "Try me!" Look for rainbows in thunderstorms, and instead of worrying about the icy streets, put on your ice skates. Live out the story of the little boy who bought a new pair of ice skates with his allowance so he could skate on the frozen pond. His mother and father, watching him slide, slip and fall every time he tried to stand up, ran to his rescue, cautioning: "Let's put them away, son, before you get hurt!" The boy continued struggling and replied: "Mom, Dad, I didn't get them to give up with – I got my skates to learn with!" So this week concentrate on doing more than you are asked and contributing more than is required.

HR Behavior - Better Employee Behavior

2009-05-28T03:52:00.000-07:00

The vagaries of employee behavior—from chewing gum or potato chips while on the phone with customers to a penchant for showing up everyday at the office fashionably late—will gain consistency if you draw up the company’s behavioral preferences in the form of a contract. That's the advice of Quint Studer, author of "Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top." Studer offers tips for putting together your employee behavioral mandate:

• Don't Assume You'll Meet Resistance. "Most employees are as irritated by the offenders as you and your customers are," says Studer. "Most people appreciate having official guidelines—it eliminates their own confusion, as well as that of their coworkers."

• Common Courtesy Isn't Common. You might assume knocking before entering an office with a closed door is par for the course, Studer says. But for people who grew up in large families with few physical boundaries, knocking on doors might feel like a needless formality. "In other words, common sense is a subjective concept, depending in part on an individual's background," he says. "Still, it's very important that every employee display behavior consistent with company standards and aligned with desired outcomes."

• Behavioral Rules Create a Happier Workplace. Consistent behavior in the office means a better work environment. "Employees who frequently behave in ways their coworkers deem inappropriate are not contributing to a happy, unified, productive team," says Studer. "And here's the real bottom line: If you don't spell out which behaviors are acceptable and which are not, you can't hold people accountable for them."

• Draw Up Your Own Contract. Develop a "Standards of Behavior" contract, and have everyone, from CEO to receptionist, sign it, he advises. This document can address any work-related behavior, says Studer, "from interaction with clients to phone etiquette to 'good manners' (knocking on doors) to 'positive attitude' markers (smiling or saying thank you)." Then make all employees sign it.

• Seek Input From All Employees In Creating the Document. Put together a "Standards Team" to spearhead the initiative and create the first draft. "Be sure everyone has a chance to review the document and provide input before it's finalized," he says. "Do not have human resources write it and impose it on everyone else. You want to create buy-in, and that requires companywide participation."

• Align Desired Behaviors With Corporate Goals and Desired Outcomes. Take a look at your organization's long-term goals and areas that need improvement. "You must be able to measure the success of your standards by seeing an impact in many of the key metrics of your operation," says Studer, "whether those are increased customer satisfaction, reduced rejects, or other measures."

• If You Do It Right, Your Contract Will Serve As An Ongoing Reminder Of Proper Behavior. "Just knowing a Standards of Behavior document exists—and that their signature is affixed to a pledge to uphold it—is enough to keep employees on their toes," he explains. "It creates an extra boost of awareness that really does affect day-to-day behavior. It creates the same behavior expectations for the entire team. Best of all, it functions as a tidal pull on problem employees, bringing them up to a higher level of performance."

Top 10 Reasons People Resist Change

2009-03-01T07:59:00.000-08:00

1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL
Making a change requires a kind of leap of faith: you decide to move in the direction of the unknown on the promise that something will be better for you. But you have no proof. Taking that leap of faith is risky, and people will only take active steps toward the unknown if they genuinely believe – and perhaps more importantly, feel – that the risks of standing still are greater than those of moving forward in a new direction. Making a change is all about managing risk. If you are making the case for change, be sure to set out in stark, truthful terms why you believe the risk situation favors change. Use numbers whenever you can, because we in the West pay attention to numbers. At the very least, they get our attention, and then when the rational mind is engaged, the emotional mind (which is typically most decisive) can begin to grapple with the prospect of change. But if you only sell your idea of change based on idealistic, unseen promises of reward, you won’t be nearly as effective in moving people to action. The power of the human fight-or-flight response can be activated to fight for change, but that begins with the perception of risk...

2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY
We are a social species. We become and like to remains connected to those we know, those who have taught us, those with whom we are familiar – even at times to our own detriment. Loyalty certainly helped our ancestors hunt antelope and defend against the aggressions of hostile tribes, and so we are hard wired, I believe, to form emotional bonds of loyalty, generally speaking. If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way - and that’s not trivial. At the very least, as you craft your change message, you should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors (whether those people remain in the organization or not). A little good diplomacy at the outset can stave off a lot of resistance.

3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY
Never underestimate the power of observational learning. If you see yourself as a change agent, you probably are something of a dreamer, someone who uses the imagination to create new possibilities that do not currently exist. Well, most people don’t operate that way. It’s great to be a visionary, but communicating a vision is not enough. Get some people on board with your idea, so that you or they can demonstrate how the new way can work. Operationally, this can mean setting up effective pilot programs that model a change and work out the kinks before taking your innovation “on the road.” For most people, seeing is believing. Less rhetoric and more demonstration can go a long way toward overcoming resistance, changing people’s objections from the “It can’t be done!” variety to the “How can we get it done?” category.

4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE
This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they won’t be able to make the transition very well. They don’t think they, as individuals, can do it. The hard part is that some of them may be right. But in many cases, their fears will be unfounded, and that’s why part of moving people toward change requires you to be an effective motivator. Even more, a successful change campaign includes effective new training programs, typically staged from the broad to the specific. By this I mean that initial events should be town-hall type information events, presenting the rationale and plan for change, specifying the next steps, outlining future communications channels for questions, etc., and specifying how people will learn the specifics of what will be required of them, from whom, and when. Then, training programs must be implemented and evaluated over time. In this way, you can minimize the initial fear of a lack of personal competence for change by showing how people will be brought to competence throughout the change process. Then you have to deliver.

5. PEOPLE FEEL OVERLOADED AND OVERWHELMED
Fatigue can really kill a change effort, for an individual or for an organization. If, for example, you believe you should quit smoking, but you’ve got ten projects going and four kids to keep up with, it can be easy to put off your personal health improvement project (until your first heart attack or cancer scare, when suddenly the risks of standing still seem greater than the risks of change!). When you’re introducing a change effort, be aware of fatigue as a factor in keeping people from moving forward, even if they are telling you they believe in the wisdom of your idea. If an organization has been through a lot of upheaval, people may resist change just because they are tired and overwhelmed, perhaps at precisely the time when more radical change is most needed! That’s when you need to do two things: re-emphasize the risk scenario that forms the rationale for change (as in my cancer scare example), and also be very generous and continuously attentive with praise, and with understanding for people’s complaints, throughout the change process. When you reemphasize the risk scenario, you’re activating people’s fears, the basic fight-or-flight response we all possess. But that’s not enough, and fear can produce its own fatigue. You’ve got to motivate and praise accomplishments as well, and be patient enough to let people vent (without getting too caught up in attending to unproductive negativity).

6.PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND
It’s important to remember that few worthwhile changes are conceived in their final, best form at the outset. Healthy skeptics perform an important social function: to vet the change idea or process so that it can be improved upon along the road to becoming reality. So listen to your skeptics, and pay attention, because some percentage of what they have to say will prompt genuine improvements to your change idea (even if some of the criticism you will hear will be based more on fear and anger than substance).

7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS
Let’s face it, reformers can be a motley lot. Not all are to be trusted. Perhaps even more frightening, some of the worst atrocities modern history has known were begun by earnest people who really believed they knew what was best for everyone else. Reformers, as a group, share a blemished past . . . And so, you can hardly blame those you might seek to move toward change for mistrusting your motives, or for thinking you have another agenda to follow shortly. If you seek to promote change in an organization, not only can you expect to encounter resentment for upsetting the established order and for thinking you know better than everyone else, but you may also be suspected of wanted to increase your own power, or even eliminate potential opposition through later stages of change.

I saw this in a recent change management project for which I consulted, when management faced a lingering and inextinguishable suspicion in some quarters that the whole affair was a prelude to far-reaching layoffs. It was not the case, but no amount of reason or reassurance sufficed to quell the fears of some people. What’s the solution? Well, you’d better be interested in change for the right reasons, and not for personal or factional advantage, if you want to minimize and overcome resistance. And you’d better be as open with information and communication as you possibly can be, without reacting unduly to accusations and provocations, in order to show your good faith, and your genuine interest in the greater good of the organization. And if your change project will imply reductions in workforce, then be open about that and create an orderly process for outplacement and in-house retraining. Avoid the drip-drip-drip of bad news coming out in stages, or through indirect communication or rumor. Get as much information out there as fast as you can and create a process to allow everyone to move on and stay focused on the change effort.

8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES
Sometimes change on the job gets right to a person’s sense of identity. When a factory worker begins to do less with her hands and more with the monitoring of automated instruments, she may lose her sense of herself as a craftsperson, and may genuinely feel that the very things that attracted her to the work in the first place have been lost. I saw this among many medical people and psychologists during my graduate training, as the structures of medical reimbursement in this country changed in favor of the insurance companies, HMO’s and managed care organizations. Medical professionals felt they had less say in the treatment of their patients, and felt answerable to less well trained people in the insurance companies to approve treatments the doctors felt were necessary. And so, the doctors felt they had lost control of their profession, and lost the ability to do what they thought best for patients.

My point is not to take sides in that argument, but to point out how change can get right to a person’s sense of identity, the sense of self as a professional. As a result, people may feel that the intrinsic rewards that brought them to a particular line of work will be lost with the change. And in some cases, they may be absolutely right. The only answer is to help people see and understand the new rewards that may come with a new work process, or to see how their own underlying sense of mission and values can still be realized under the new way of operating. When resistance springs from these identity-related roots, it is deep and powerful, and to minimize its force, change leaders must be able to understand it and then address it, acknowledging that change does have costs, but also, (hopefully) larger benefits.

9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE
Real change reshuffles the deck a bit. Reshuffling the deck can bring winners . . . and losers. Some people, most likely, will gain in status, job security, quality of life, etc. with the proposed change, and some will likely lose a bit. Change does not have to be a zero sum game, and change can (and should) bring more advantage to more people than disadvantage. But we all live in the real world, and let’s face it – if there were no obstacles (read: people and their interests) aligned against change, then special efforts to promote change would be unnecessary.

Some people will, in part, be aligned against change because they will clearly, and in some cases correctly, view the change as being contrary to their interests. There are various strategies for minimizing this, and for dealing with steadfast obstacles to change in the form of people and their interests, but the short answer for dealing with this problem is to do what you can to present the inevitability of the change given the risk landscape, and offer to help people to adjust. Having said that, I’ve never seen a real organizational change effort that did not result in some people choosing to leave the organization, and sometimes that’s best for all concerned. When the organization changes, it won’t be to everyone’s liking, and in that case, it’s best for everyone to be adult about it and move on.

10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA
I’ll never forget what a supervisor of mine said to be, during the year after I had graduated from college, secure as I was in the knowledge of my well earned, pedigreed wisdom at age twenty-two. We were in a meeting, and I made the comment, in response to some piece of information, “Oh, I didn’t know that!” Ricky, my boss, looked at me sideways, and commented dryly, “Things you don’t know . . . fill libraries.” The truth is, sometimes someone’s (even – gasp! – my) idea of change is just not a good idea. Sometimes people are not being recalcitrant, or afraid, or muddle-headed, or nasty, or foolish when they resist. They just see that we’re wrong. And even if we’re not all wrong, but only half wrong, or even if we’re right, it’s important not to ignore when people have genuine, rational reservations or objections.

Not all resistance is about emotion, in spite of this list I’ve assembled here. To win people’s commitment for change, you must engage them on both a rational level and an emotional level. I’ve emphasized the emotional side of the equation for this list because I find, in my experience, that this is the area would-be change agents understand least well. But I’m also mindful that a failure to listen to and respond to people’s rational objections and beliefs is ultimately disrespectful to them, and to assume arrogantly that we innovative, change agent types really do know best. A word to the wise: we’re just as fallible as anyone.

Train the Non-Trainer

2009-03-01T07:57:00.000-08:00

If today's fast-moving corporation had an attitude, it would be "need to know, now." Organizations can't wait for formal learning programs to teach employees how to do their jobs. Everyday trainers can ensure employees have knowledgeable resources to turn to when questions or problems occur in real time.

In most organizations there are almost never enough trainers to go around. But should there be? In today's knowledge-worker-dominated workplace, employees need answers on the spot, and the company trainer rarely is as convenient as Web access or the peer sitting next door. As a result, organizations are training and leveraging everyday learning champions so employees have an immediate resource to turn to when issues arise.

"I'm not sure that having a whole host of people who are [purely] trainers is the right way to go in the constantly changing environment in which we live," said Rajeev Peshawaria, chief learning officer at Morgan Stanley.

Companies such as Morgan Stanley are moving away from the train-the-trainer methodology and embracing a model that empowers subject matter experts, leaders and managers to lead development, thereby creating a learning culture in which employees are encouraged to begin discussions and ask their peers questions.

Leaders as Teachers

"Teaching is learning twice." That's the philosophy at Morgan Stanley, where line leaders help train their employees. The global financial services firm subscribes to a co-teaching model, in which a professional teacher and a business leader team up to provide a well-rounded training experience.

"Let's say we're teaching a course on leadership," Peshawaria said. "Somebody from my team would teach the theory and concepts, and the business leader [would] speak to those concepts with real examples and practical experience. You get the best of theory and practice."

When time is at a premium, the workload must be manageable to motivate business leaders to participate. With Morgan Stanley's co-teaching model, the business leaders are not responsible for the totality of the training.

"The trick in leaders as teachers is to make it easy for them. If you give them a big manual and say: 'Prepare this and attend a train-the-trainer [session],' they'd never do it," Peshawaria said. "We tell them what we're teaching, where we want them to interject with examples and where we want them to lead exercises."

As with most initiatives, there must be support from the top, especially when the biggest challenge may be getting the line leaders to buy into the program.

"Without that, it's doomed," Peshawaria said. "The first thing I would suggest is to build sponsorship for the idea. Encourage officers to go out and teach and become part-time trainers."

In the past two and a half years, Hyatt has trained 4,000 operational managers in North America to be trainers. Because the mandate came from the top, the hotel chain had senior leadership support from the beginning. "If we want to be successful delivering service to our guests, we need to make sure the message our employees hear every day [is] consistent with respect to service priorities and delivery," said Christy Sinnott, vice president of learning and development. "We [have taken] each department, identified the service and skills necessary for management-level and hourly staff and literally brought in every operational manager across the country and trained them in the material and how to be trainers."

After the required skills and service standards were set for each position, members of the corporate operations and learning and development teams created the tools and resources necessary for managers to be successful in this new role. All of the operations managers were then brought to a central location and trained. Afterward, the managers returned to their hotels and retrained all their employees.

"Our continued focus is how we can help our managers to spend more of their time with our employees and guests," Sinnott said. "We continue to work with our corporate operations team to find efficiencies whether that [is] new training tools, resources or even how to use technology to make their jobs more efficient."

Sinnott said since this transition to a train-the-trainer model, one of Hyatt's biggest challenges has been ensuring each new manager receives the appropriate training and support at the hotel level. To help, the hotel chain has implemented a system of checks and balances to ensure all new managers go through training.

"We have regional managers based throughout the United States that do follow-up, and we also have a corporate operations team that meets with new managers to [make sure] they are receiving the proper training and assist them in that role," she said.

Before training became the operational managers' responsibility, they had to buy into the idea. HR and talent concerns had to take a backseat to more immediate business needs.

"We made a unified decision with operations that this was going to be operations training," said Doug Patrick, senior vice president of human resources at Hyatt. "It provides a sense of ownership and increases the interaction between the employee and manager, which is what we want. We want them to be on the floor and intimately familiar with their people."

Both Morgan Stanley and Hyatt have seen advantages to non-trainer training, as it makes leaders more accessible to employees and helps create a learning atmosphere in which senior executives, business-unit leaders and managers share knowledge for the betterment of the workforce.

"Teaching is learning twice, so it helps us solidify key concepts in teachers' minds," Peshawaria said. "[Also], it's very hard for a senior business leader to stand up and talk about good leadership in front of 100 people and then go back to business the next day and not behave the way they were talking."

Technology also can be used to drive peer-to-peer learning. As instant messaging, social networks, blogs and wikis become part of the fabric of corporate life, employees increasingly will interact online. Corporations can harness this opportunity to fuel informal, peer-to-peer learning, as Morgan Stanley has.

The firm recently launched the Talent Directory, a kind of corporate Facebook. The directory is on the company's intranet, and all employees create profiles and list their key skills and experiences.

"If I want to talk to somebody or learn about collateralized debt obligations, I go to the Talent Directory," Peshawaria said. "I keyword search and people who have listed that as their expertise come up; then I can click on them and set up some time to talk. It's still [in its infancy] because most people haven't even filled out their talent pages, but early adopters have, and we're encouraged."

Two Heads Are Better Than One

Employees can be trained for hours on end and still not be prepared for every issue that surfaces because most learning occurs on the job. Thus, employees should have resources such as mentors to turn to when formal training initiatives end or are unavailable.

"[Training] doesn't give us everything we need to do our role," said Tom Floyd, founder and CEO of Insight Educational Consulting, a professional consulting firm. "If you are in a [mentor] relationship, getting exposed to other things you need to do your job, you can actually get up to speed quicker and more effectively."

Part of the benefit of a mentoring partnership is the two-way learning experience. It's critical that any mentoring program be voluntary, so both participants contribute equally. Mentoring programs also require training, as mentors should be prepped on their role.

"You need some type of training program before you let them loose as mentors, so you're communicating, 'This is what being a mentor in our company means, and here [are] some different tools we'd like you to use throughout the process,'" Floyd said.

Because experiential learning is so important in the hotel business, Hyatt has implemented an informal shadowing program, as well as more structured mentoring initiatives.

"We have managers who work in the kitchens periodically so they can understand what the kitchen has to go through," Patrick said. "Training's not just classroom. It's all forms of learning, and predominantly, we learn best experiencing what happens on a daily basis."

Use them Frequently............... and Mean Them!!!

2009-03-01T07:51:00.000-08:00

I'll Be There
If you have ever had to call a friend in the middle of the night, to take a sick child to hospital, or when your car has broken down some miles from home, you will know how good it feels to hear the phrase "I'll be there." Being there for another person is the greatest gift we can give. When we're truly present for other people, important things happen to them & us. We are renewed in love and friendship. We are restored emotionally and spiritually. Being there is at the very core of civility.

I Miss You
Perhaps more marriages could be saved & strengthened if couples simply & sincerely say to each other "I miss you." This powerful affirmation tells partners they are wanted, needed, desired & loved. Consider how ecstatic you would feel, if you received an unexpected phone call from your spouse in the middle of your workday, just to say "I miss you."

I Respect You / I Trust You
Respect and trust is another way of showing love. It conveys the feeling that another person is a true equal. If you talk to your children as if they were adults you will strengthen the bonds & become close friends. This applies to all interpersonal relationships.

Maybe You're Right
This phrase is highly effective in diffusing an argument and restoring frayed emotions. The flip side to "maybe you're right" is the humility of admitting maybe "I'm wrong". Let's face it. When you have a heated argument with someone, all you do is cement the other person's point of view. They, or you, will not change their stance and you run the risk of seriously damaging the relationship between you. Saying "maybe you're right" can open the door to further explore the subject, in which you may then have the opportunity to get your view across in a more rational manner

Please Forgive Me
Many broken relationships could be restored and healed if people would admit their mistakes and ask for forgiveness. All of us are vulnerable to faults and failures. A man should never be ashamed to own up that he has been in the wrong, which is saying, in other words, that he is wiser today than he was yesterday.

I Thank You
Gratitude is an exquisite form of courtesy. People who enjoy the companionship of good, close friends are those who don't take daily courtesies for granted. They are quick to thank their friends for their many expressions of kindness. On the other hand, people whose circle of friends is severely constricted often do not have the attitude of gratitude.

Count On Me
A friend is one who walks in when others walk out. Loyalty is an essential ingredient for true friendship; it is the emotional glue that bonds people. Those that are rich in their relationships tend to be steady and true friends. When troubles come, a good friend is there indicating "you can count on me."

Let Me Help
The best of friends see a need and try to fill it. When they spot a hurt they do what they can to heal it. Without being asked, they pitch in and help.

I Understand You
People become closer and enjoy each other more if they feel the other person accepts and understands them. Letting your spouse know in so many little ways that you understand them, is one of the most powerful tools for healing relationship. This applies to any relationship.

Go For It
We are all unique individuals. Don't try to get your friends to conform to your ideals. Support them in pursuing their interests, no matter how weird they seem to you. Everyone has dreams, dreams that are unique to that person only. Support and encourage your friends to follow their dreams. Tell them to "go for it."

I Love You
Perhaps the most important three words that you can say. Telling someone that you truly love them satisfies a person's deepest emotional needs. The need to belong, to feel appreciated and to be wanted. Your spouse, your children, your friends and you, all need to hear those three little words
"I Love You."

Workaholics!

2009-03-01T07:47:00.000-08:00

You might be working harder and longer in a desperate bid to succeed, but if you are doing so at the cost of your health, then you need to get rid of those workaholic habits.

“Many people feel like they have to push themselves to unhealthy levels in order to succeed. But high-pressure jobs and long hours take a real toll on your immediate and future health,” said George Griffing, M.D., professor of internal medicine at Saint Louis University.

These are the seven worst habits of workaholics...

1. Forgetting to relax: While some stress can be good because it keeps you alert and motivated, too much stress or chronic stress will take its toll on your body.

2. Eating on the go: Between meetings, conference calls and deadlines, workaholics forget to take out time to sit down for a healthy lunch. But a good meal is exactly what a person needs to stay mentally sharp throughout the day.

3. Putting off sleep for work: Even busy professionals need seven to nine hours of sleep every night. Missing out on sleep can lead to irritability, difficulty concentrating, memory problems and poor judgment. It has also been linked to obesity.

4. Not making time for exercise: Getting at least 30 minutes of exercise most days is very important to immediate and future health.

5. Working even when sick: Many people come to work despite being ill. But there are three common sense reasons to stay home - Nobody wants your germs, you’ll be less productive and you need your rest to get better.

6. Drinking (too much): Excessive drinking can lead to alcoholism, liver disease and some forms of cancer.

7. Skipping annual medical checkups: In order to detect problems early, prevent others from developing and get the best treatment if you have a condition, you need to know what’s going on in your body.

Workplace Eticates

2009-03-01T07:45:00.001-08:00

The globalisation of businesses in Nepal has vastly improved manners at work, but there is still much to be desired. In far too many companies, basic courtesies are still overlooked. Every work place has its own complex dynamics but the basic social rules which make people comfortable with each other remain valid in every working situation. An organisation where people are treated well and treat each other well tends to be more successful than others.
Here are certain guidelines to follow in a working environment.
How to welcome newcomers
• Newcomers should be welcomed by their seniors and colleagues.
• They should be briefed about their jobs and company practices.
• Staff at any level should be introduced to any newcomers they encounter.
• Courtesies should be extended to everyone you meet, irrespective of whether it's the receptionist or the CEO.
• Avoid asking personal questions regarding the newcomer's educational qualifications/ parentage/ marital status/ age/ income etc.
• Our names are an important symbol of our identity. Do not mispronounce, misspell or mix-up anybody's name.'
• Using someone's first name usually implies that you are superior to him, decidedly equal or friends. Therefore, it is best to start off formally. Use their surnames, preceded by Mr, Mrs or Ms. He/ she can then easily suggest that you use a first name.
How to show courtesy towards colleagues
• Greet everyone you encounter cheerfully and with a smile on your way into the office. On your way out, remember to thank the receptionist / office boys etc.
• Good bosses, employees and colleagues don't forget their manners. Remember 'please' and 'thank you'.
• Always show your appreciation with a smile.
• Small talk and light chitter chatter at work is essential; it expresses friendliness without demanding attention. Whether you talk about the traffic or the weather, the vital message is that you are all part of the same team.
• Be polite to hired help like peons, drivers, delivery boys etc.
• Do not talk loudly when you talk over the phone or to your colleagues. Talk in a soft and clear voice.
• Take instructions with grace and give instructions gracefully.
• On occasions like birthdays, staff members should receive a personal gift, good wishes and words of appreciation from the boss and colleagues.
• Always be considerate. The last person to leave the office should not have to switch off all the lights, air conditioners and computers. For example, when a photocopier runs out, whoever used the last sheet of paper should refill it.
• When you are going to get yourself a cup of tea, coffee or a cold beverage, offer to bring one for your co-workers as well.
How to make yourself likeable and pleasant to work with
• Don't be a whiner who is always complaining and miserable with his/ her lot in life.
• Never use words like 'can't' and 'won't', nor phrases like 'I'm busy' and 'that's not my job'.
• Do not criticise anyone -- that's not your job. And if you get criticised, be professional about it. Do not take it personally.
• Keep personal conversations down to a minimum and keep out of earshot of others.
• It is shabby to look through people's computers, emails or letters -- and don't ever make the mistake of sneaking into people's personal property like handbags or wallets. Be responsible for your own property and valuables. If you lose your expensive items, everybody else becomes a suspect and nobody likes being one!
• Never borrow anything from someone's desk without permission and when you do always return it in good condition.
• Do not misuse office property. Keep your workplace orderly. Do not infringe on other people's space.
• Be friendly with colleagues of the opposite sex but know where to draw the line. Don't get involved needlessly in any situation which could lead to embarrassment and could potentially damage not only your reputation, but that of the organisation as well.
• Do not get indulge in office gossip or discuss delicate topics (religion, politics, money, sex etc).
• Do not fidget or make unnecessary sounds which can be distracting to your co-workers.
• Maintain stringent standards of personal hygiene. Do clean up after yourself when you use the restrooms so the next person using it does not have to scrunch up his/ her nose!
• Do not convert your desktop into a place of worship. Since you might be working with people who follow different faiths, it might be better to display a vase of flowers instead.
• Use office privileges like sick leave etc thoughtfully so that you don't burden your co-workers with extra work.
Business meeting etiquette
• Be punctual. If you are late, apologise briefly but sincerely and immediately give total attention to the meeting. Those who wish to leave early should ask their seniors' permission beforehand. Leave quietly, with an 'excuse me' and catch the eye of the person who is talking at that point.
• Dress well -- it gives a good impression.
• Always remember to switch of your mobile phone.
• If there is an established seating pattern, accept it. If you are unsure, ask.
• Do your homework; get all your facts and figures in order. Go prepared.
• Acknowledge any introductions or opening remarks with a brief recognition of the chair and other participants.
• When discussions are underway it is good business etiquette to allow more senior figures to contribute first.
• Never interrupt anyone -- even if you disagree strongly. Note what has been said and return to it later with the chair's permission.
• When speaking, be brief and ensure that what you say is relevant.
• It is a serious breach of business etiquette to divulge what has been discussed at any meeting with a third party -- consider it confidential.
• Thanking the person who organised the meeting is not only good etiquette; it is also a sign of respect.
Keep competition within the organisation healthy
• A team tends to behave like a human body, accepting what is part of it and rejecting any alien tissue. People are accepted if their behaviour mirrors the group norms.
• Faults and blunders usually take place due to lack of communication. Find out the cause of the mess-up and solve the problem so that it is not repeated.
• Curb your annoyance and control your temper.
• Do not strive to pull a colleague down just to get the approval of the boss. This will backfire on you in the long run.
• Back-stabbing and petty talk is not only unpleasant, it is in poor taste.
• A secure and efficient worker never grudges another's success. Envy and jealousy among co- workers ruins the working environment for everyone. The following notice, seen on several office walls, gets the point across well:

Workplace Eticates

2009-02-25T07:06:00.000-08:00

THINK OUT SIDE OF BOX..........!

2009-02-21T06:11:00.000-08:00

Employee "A" in a company walked up to his manager and asked what my job is for the day?

The manager took "A" to the bank of a river and asked him to cross the river and reach the other side of the bank.

"A" completed this task successfully and reported back to the manager about the completion of the task assigned. The manager smiled and said "GOOD JOB"
Next day Employee "B" reported to the same manager and asked him the job for the day. The manager assigned the same task as above to this person also.

The Employee "B' before starting the task saw Employee "C" struggling in the river to reach the other side of the bank. He realized "C" has the same task.

Now "B" not only crossed the river but also helped "C" to cross the river.

"B" reported back to the manager and the manager smiled and said "VERY GOOD JOB"
The following day Employee "Q" reported to the same manager and asked him the job for the day. The manager assigned the same task again.

Employee "Q" before starting the work did some home work and realized "A", "B" & "C" all has done this task before. He met them and understood how they performed.

He realized that there is a need for a guide and training for doing this task.

He sat first and wrote down the procedure for crossing the river, he documented the common mistakes people made, and tricks to do the task efficiently and effortlessly.

Using the methodology he had written down he crossed the river and reported back to the manager along with documented procedure and training material.

The manger said "Q" you have done an "EXCELLENT JOB".
The following day Employee "O' reported to the manager and asked him the job for the day. The manager assigned the same task again.
"O" studied the procedure written down by "Q" and sat and thought about the whole task.
He realized company is spending lot of money in getting this task completed... He decided not to cross the river, but sat and designed and implemented a bridge across the river and went back to his manager and said, "You no longer need to assign this task to any one".
The manager smiled and said "Outstanding job 'O'. I am very proud of you."
What is the difference between A, B, Q & O????????

Many a times in life we get tasks to be done at home, at office, at play…., Most of us end up doing what is expected out of us. Do we feel happy? Most probably yes. We would be often disappointed when the recognition is not meeting our expectation.
Let us compare ourselves with "B". Helping some one else the problem often improves our own skills. There is an old proverb (I do not know the author) "learn to teach and teach to learn". From a company point of view "B" has demonstrated much better skills than "A" since one more task for the company is completed.
"Q" created knowledge base for the team. More often than not, we do the task assigned to us without checking history. Learning from other's mistake is the best way to improve efficiency. This knowledge creation for the team is of immense help. Re-usability reduces cost there by increases productivity of the team. "Q" demonstrated good "team-player" skills, Now to the outstanding person, "O" made the task irrelevant; he created a Permanent Asset to the team.
If you notice B, Q and O all have demonstrated "team performance" over an above individual performance; also they have demonstrated a very invaluable characteristic known as "INITIATIVE".
Initiative pays of every where whether at work or at personal life. If you put initiative you will succeed. Initiative is a continual process and it never ends. This is because this year's achievement is next year's task. You cannot use the same success story every year.
The story provides an instance of performance, where as measurement needs to be spread across at least 6-12 months. Consequently performance should be consistent and evenly spread.
Out-of-Box thinkers are always premium and that is what every one constantly looks out for. Initiative, Out-of-Box thinking and commitment are the stepping stone to success.
Initiative should be life long. Think of out of the box.

2009-02-21T06:10:00.000-08:00

Regular Health-Tips.

All of us make little health mistakes that cause damage to our bodies in the long run - simply because we are unaware we are doing something wrong. Here are some of the most common mistakes made by many of us.

1) Crossing our legs

Do you cross your legs at your knees when sitting? Although we may believe that this is the lady-like elegant way to sit, sitting this way cuts down circulation to your legs. If you don"t want varicose veins to mar the beauty of your legs and compromise your health, uncross your legs every time you realise you have one knee on top of the other. The best way to sit is to simply place both legs together on the floor, balancing your weight equally. If you feel like changing position, instead of crossing your legs, simply move both legs together to one side. As an alternative, you could also consider crossing your legs loosely at the ankles. This is a classically elegant way to sit, and is far better for your legs and your health than sitting with your legs crossed at your knees.

2) Not changing our toothbrush.

How often do you change your toothbrush? Most of us wait until most of the bristles have either fallen off, or are in such bad shape that we"d be embarrassed to pull out our brush in public. However, since not many of us need to pull out our brush in public, we carry on with our frayed one until we lose it. Replace your toothbrush often. Damaged bristles can harm the enamel, and don"t massage your gums well. If you find brushing your teeth a pain like I do, but know you must do it, you might as well be doing it right. Imagine going through the annoyance of brushing your teeth twice a day only to find out that you"re damaging your enamel every time you clean your teeth. Also, use a brush with soft bristles unless your dentist has advised otherwise.

3) Eating out often.

There are oils that are high in cholesterol, and oils that cause little harm and are better for your heart. However, no matter how light the oil is, it is never a good idea to eat too much of it. Avoid fried foods.Remember that in all probability your favourite Indian food restaurant throws a huge, HUGE chunk of butter in a tiny bowl of dal. Rita, who worked in the kitchen of a 5 star hotel, was shocked when she saw the cook chop a 500gm butter slab in half, and throw half into a Paneer Makhani dish. No wonder the customers left licking their fingers. And no wonder they felt so stuffed and heavy afterwards. Limit outdoor eating unless you know that you"re getting served light and healthy food.

4) Skipping breakfast.

Never, ever skip breakfast. Remember, when you wake up in the morning it"s been around 10-12 hours since your last meal. Your body needs food now, more than at any other time. Eat a heavy breakfast. You will then be busy through the day, and the calories will get expended quickly. If you are trying to diet, eat a light dinner. Here are some more common health mistakes we make. Being informed and making a few changes can help make us feel a whole lot better.

5) High heels.

High heels sure look great, but they're murder for your back. This however doesn't mean you should steer clear of stilettos. Wear them, but not when you know you will be walking around a lot. Wear them when going out for lunch or dinner - when the only walking you will be doing is to your car, to the table, and back. Avoid high heels when you are going somewhere on foot. If you are constantly tempted to wear your heels, take a good look at your flats. Is there something about them you dislike? Invest in a new pair of beautiful flats or shoes with a low heel. Buy something you love, that you will enjoy wearing. If possible, get a matching bag. You will then enjoy your flats as much as you do your heels.

6) Sleeping on a soft bed.

You don't have to sleep on the floor be kind to your back, but do make sure you have a firm mattress. Although a mattress on springs is soft and lovely to sink into, it's bad for your back. If you already have an old bed with springs, you don't need to invest in a new one - simply get a thick wooden plank put over the springs, and place the mattress on the plank. Similarly, if your mattress is old and lumpy, throw it out and get a new one. Your neck and your back will thank you. The same rule applies to sofas. If you will be spending hours on a sofa, get a firm yet comfortable one. Sofas you completely sink into are not the best idea.

7) Pillows.

No matter how comfortable sleeping with ten cushions is, have pity on your neck and resist. Sleep with one pillow, and make sure it is not too thick. If your pillow gets lumpy, discard it and go for a new one. Get a thin pillow if you sleep on your stomach, and something a little thicker if you sleep on your back, to give your neck adequate support

8) Not exercising.

So all of us know we should exercise more, but many of us don't. This is a health mistake we consciously make! And why is that? Simply because we refuse to admit the damage we are causing to our bodies by not working out. A number of people only start working out once they've experienced a warning signal. Don't wait for a heart attack to strike before you decide to opt for a lifestyle change. Make the change now. You don't need to train for the marathon to be in top shape. Half an hour of brisk walking three to four times a week will make a world of difference to your health. You could then increase this to forty minutes, four times a week - and you're all set. If you haven't exercised for a week, you're making a mistake.

HR Policy - What is your Policy?

2009-01-06T06:43:00.003-08:00

Comedian Dimitri Martin repeats the old adage “People who live in glass houses shouldn’t throw stones.” Then he adds “My policy is: No stone throwing regardless of housing situation.”

That’s a good policy. But as Dimitri points out, even the best of polices should have an exception. “If you are trapped in a glass house and you have a stone - throw it,” he explains.

You Know Not to Throw Stones…

It would be nice if policy setting was as easy as this example, but setting good policies is difficult. They are also important, serving as guideposts that can help keep your organization on track. You can learn a lot about an organization’s culture by reading its policies. How it feels about its employees, its customers, and where its priorities lie.

A quick reminder, though, that most organizations actually have two types of policies. The first are the employee rules maintained by the Human Resources department. These are necessary to ensure rules are applied fairly across the board so certain employees are not treated more favorably, in terms of attendance, discipline, or reimbursement, for example.

Policy as a Goal

The second type of policy, the one we are more interested in for our discussion, involves creating statements that serve as guidelines for executing the organizations strategies and priorities. If customer service is a priority, then company policies should state high-level customer service goals, such as answering calls promptly and resolving issues in a timely way. Then these high-level goal statements should then be fleshed out by department managers with specific objectives that fulfill the goals. For example, 95% of incoming customer service calls answered by the fourth ring, all customer questions or issues completely resolved within 1 business day, or same day shipping.

Good policies are usually developed by reflecting on how to operationalize strategies, set priorities, and address existing risks. An overlooked step in some organizations is clearly communicating the policies to the team members. Too frequently it is assumed that the meanings and motives behind a policy are obvious, but such assumptions are a mistake. Clear communication about the logic and importance (in terms of success) of policies is a key to creating buy-in, which obviously leads to better compliance.

But even more importantly, making sure employees understand policies thoroughly will also help them recognize when a situation calls for an exception. Being able to empower front line employees (especially those interacting with customers) is always a good thing, and the greatest impediment to good decision making is a lack of information. Training and communication on policies and policy development is one way to help alleviate this problem.

A Policy for Creating Policies?

So good policies are created by clearly stated company goals, and recall that our discussion of policy involves standards for achievement - not rules. Bad policies, on the other hand, can be a result of knee jerk reactions to a specific incident or occurrence. They are not well-thought out and are not based on fulfilling an over-arching strategy or priority. Some bad policies, however, are created because of misguided goals.

I read about a gourmet coffee chain recently, describing their policy of when the line of customers grew too long a staff member would take an order pad and pen out to the line and begin collecting orders from those in line and those queuing up. The odd thing about this policy was that it really didn’t get drinks to customers any faster. There were still the same number of cashiers ringing up sales, and the same number of baristas making the drinks. In fact, one could argue it actually slowed the process down.

But it turns out the goal of this policy was not to reduce the wait for drinks. The real goal of the policy was to make customers coming in and getting in line to feel obligated to stay and purchase the drink. Having placed an order, customers were much less likely to ditch the long line and go somewhere else. How is that for a customer focus?

A useful policy here should be to serve drinks fast enough to satisfy customers, not to lay a guilt trip on customers to keep them from leaving (happy or unhappy). I can’t help but think that if as much thought and effort was put into to creating the proper policy (backed by processes) to deliver drinks satisfactorily during a rush as was put into playing mind games with customers, a win-win situation would be created for customer and company. As is, this policy only benefited the company at the expense of the customer. While such policies might create a short term benefit, over the long haul it alienates customers and creates cynical employees.

So the question isn’t really just “what is your policy,” but “why is it your policy” as well. What is being accomplished? Who benefits? Who suffers? What message does it send? What direction does it take the organization? What does it say about your organization?

How to Lead Change?

2009-01-06T06:39:00.000-08:00

How can Ford Motor Company recover from declining sales and a diminished image? How can a troubled financial sector right the ship after an onslaught of home foreclosures? How can airlines escape their perpetual flirtations with bankruptcy?

In his classic text, *Leading Change*, John Kotter offers timeless insights into the mechanics of change. In particular, he explores the following eight fundamental qualities of successful change leadership.

#1 - Establish a sense of urgency*

Wise leaders realize that people have an aversion to change. Unless prodded to make adjustments, most people won't budge from business as usual. Since leaders are likely the first ones to sense the need for change, they must convey a sense of urgency by convincingly identifying the threats of staying the same.

#2 - Gather a guiding coalition*

Before making the case for change to the entire organization, a leader should persuade fellow influencers of its necessity. In every company, a small group of stakeholders lay claim to a majority of the influence. Unless a change agent rallies these key decision-makers to his side, he will have difficulty garnering enough momentum to shift the organization.

#3 - Create vision*

Before launching a movement for change, it's essential to formulate a compelling vision to support it. The vision should clearly spell out the rationale for making a change, and it should paint a picture of the preferred future that will arise as a result of the change. On a practical note, the vision should be refined and simplified until it can be shared in five minutes or less.

#4 - Communicate vision*

Human emotions tend to be drawn toward the discomfort and inconveniences of change. For this reason, it's critical to make every effort to communicate the value of change. Leaders too readily fear repeating themselves when they should be more afraid of their people misinterpreting the vision or losing sight of it.

#5 - Empower others to act on the vision*

First and foremost, build margin for change. People's responsibilities continue in addition to their involvement in major change initiatives. Give them space to internalize the change and readjust their focus. Changing is a difficult endeavor. Be sure ample resources, meetings, and man-hours are being devoted to make it happen.

#6 - Plan for and create short-term wins*

Oftentimes, the scale of a needed change can be overwhelming. Whittle it down into bite-sized bits, and be sure to celebrate every milestone accomplished. Build upon small, short-term victories to infuse the team with momentum so that they can carry out the full extent of the desired changes.

#7 - Consolidate improvements to extend change*

At first, changes are fragile. They need nourishment and protection in order to take root in the organization. Be vigilant of hard-fought changes, and recognize that many of them will take years to be fully ingrained in the organization.

#8 - Institutionalize new approaches*

As the best leaders know, change is not a once-in-awhile proposition. The process of change is ongoing. When leaders manage change effectively, they gain respect and earn the right to craft a culture where change is a regular, even welcome, aspect of the organization.

How do we Explain Wide differences in Pay?

2008-12-23T07:20:00.000-08:00

How do we manage a disparity in pay levels? We are raising pay rates for employees to be more in line with our competitors. However, this hasn't eased our recruiting difficulties very much. In addition, management is considering raising pay yet again for new recruits, but we are understandably concerned that such a move would make pay for new workers nearly equal to employees with two to three years of experience. This would also affect the pay of people with even longer tenure. Obviously, whatever we decide will affect both our retention of high performers and our recruitment of top talent. We don't want to get hung up on this issue, but feel caught in the middle. Is there a way out that satisfies all sides?

From how you have described your situation, it sounds as if you may need to hold off on making further pay changes until you have determined the root causes of your recruiting difficulties. It would appear that your efforts to make compensation adjustments were unsuccessful in addressing the problem. Don't compound the error by trying to fix the problem in the same way twice: i.e., by throwing good money after bad. This means stepping back, gathering a team of interested individuals and doing some basic analysis and problem-solving relative to your difficulties with recruitment and (potentially) turnover. Ask yourself some basic questions, such as:

• Is our problem with recruitment or with retention or both?

• Where are the problems with our recruiting process? Are candidates willing to stick with the process right up until they get the offer letter, or do they drop out long before this point?

• Do we have significant turnover in the first six months of employment? Do we have turnover of high-performing employees?

• Are we losing longer-service employees or is turnover mainly concentrated with shorter- service employees? Do particular departments experience higher turnover than others?

• Are employees constantly complaining about pay levels in general, or is pay
disenchantment mostly among new hires?

In asking and answering these questions, you will need to gather as much data on recruitment and turnover as necessary. Then for each question, you'll need to research why. Once you dig into this analysis, you may find that the problems are not even related to compensation; this may simply be a symptom or an excuse for deeper problems. Don't accept employee complaints about pay at face value; there may be more critical but underlying issues. Most people do not leave organizations—or refuse to join organizations—because of pay. They simply use this as their excuse as it is an easy one to use and generally shuts off any argument. The important point is to find out why each of the issues or problems you uncover has become an issue or problem. You then can move to develop effective and targeted solutions. The problem-solving process is time-consuming and detailed, but it is worth the effort and could save your company from wasting valuable resources.

The bottom line here is that your company may not have to raise pay uniformly across the organization. If you have specific new hire/experienced employee compression issues, by all means deal with them as part of the solution, but do so selectively. In addition, when was the last time your company did an organization-wide market analysis of compensation? It may be time to recalibrate your pay ranges against your labor market or product/service market competition.

You also mentioned retention of high performers. In this matter your company will need to consider several factors. Can you appropriately identify your true high-performing employees, or do your managers evaluate everyone as "exceeding expectations"? Are the high performers receiving commensurately larger pay increases than the average? Are they recognized for their accomplishments in nonmonetary terms? Are they held up as examples of the types of behavior you need from all employees? On a longer-term basis, are they provided with the right career development attention and opportunities?

Finally, your company may also want to consider a variable pay program that provides bonuses or incentives based on specifically defined corporate or workgroup goals. These are important components of any program for rewarding and motivating high performers and can assist in successfully dealing with retention and pay compression.

How Do We Coach Negative Managers?

2008-12-23T07:16:00.000-08:00

Many of our managers have a hard time driving down decisions that are made by the corporate office. We do include their opinion prior to making many decisions. However, it seems that any bad news given to an employee by their managers is blamed on corporate heads. Most managers don't take responsibility or back up the decision. Instead, they usually apologize and tell employees they had to discipline/change process because it was a corporate decision. How can I work with managers to eliminate the perception that corporate is "bad" and they are "good"?

- Nabobs of Negativism Not Needed, human resources manager, retailing, Englewood, Colorado

A: At face value, this might appear to be a remedial management issue to clarify the manager's role in the chain of command. However, an effort to get certain managers in line will probably be a difficult task because there is likely a larger, cultural issue underlying matters.

This warrants some study before formulating a course of action-otherwise, you will be addressing only symptoms and not creating the change you probably want. In essence, if you address how mangers think, then how they stand and what they say as part of the chain of command will fall in line. Some things to explore:

1. Group dynamics
There is some sort of group dynamic present here. Even with relatively inexperienced managers, this is learned behavior that blaming corporate is acceptable. There need not be a single "ringleader," but this is stemming from someplace and others are following suit. Even if you can mentally identify the group and you believe you know who is leading and those who are probably following, you need to dig a little deeper.

What are the common denominators of the managers who are showing dissent, and of the managers who are performing satisfactorily? What separates the two groups?

2. Be very conscious about communication As you try to address any issue, you should expect that interacting with any part of the group is going to flow to the rest. This is something to be incredibly conscious of. With that in mind, this informal network can be the most useful way to interact with the whole, but avoid the temptation to tap or manipulate the group's communication.

Your interaction with members is how you will influence this group. When speaking to one person, expect that what's being said probably will be relayed to others, so do this thoughtfully.

3. Be attentive to the feedback loop
It would appear that you are getting this feedback about the managers' behavior from somewhere outside this group. There is a cultural issue that overlaps the other, which is demonstrated by the fact that such specific negative information is common knowledge beyond this group of managers. Let's acknowledge that employees talk and someone being disciplined is difficult to keep under wraps, but knowledge of the specific discussion is different from common knowledge of the event.

Unless you are asking for this information and getting it from the original source (i.e., the employee who was disciplined), the fact that this specific negative information is flowing and how it is being broadcast need to be examined. However, this phenomenon is your primary gauge of progress at the moment and how you can track your efforts upstream. So be conscious of it, but don't tamper with it.

4. Stimulus/response
Is there any pattern to this besides "bad news"? Example: decisions that did or did not sync up with-or even request the feedback of-these managers?

What is driving this behavior? Do the managers feel they are not being heard or simply not empowered? This is the root problem that you will ultimately need to address. Although the negative culture, manager behavior and the free flow of information are things to be attentive to, the group dynamics that are present are something to accept. By taking the time to understand this cultural phenomenon better and what is driving it, you will be better prepared to manage it in the best way.

Cultural issues can be challenging, but with a little study and the right stimulus, you may find that you can tame and domesticate this beast rather than trying to fight it.

Employees Not Saving Enough for Retirement

2008-12-23T07:13:00.000-08:00

Traveling the world, spoiling grandchildren, taking long walks on the beach: What was once known as the golden years of retirement might be a thing of the past.

According to a new study by Hewitt Associates, less than one out of five employees will be able to meet their estimated fiscal retirement needs, and that can have a bottom-line impact on productivity and engagement.

"If you look out five, 10, 20 years, there's a pool of individuals who are not going to be able to retire, who may not be able to afford health care," said Alison Borland, defined contribution consulting practice leader at Hewitt. "So they're going to continue working, and we have seen some conversations about what that means from a workforce management and talent perspective."

On the one hand, organizations are facing a talent shortage, so the fact people might remain in the workforce longer could be seen as a positive. But workers who are staying only because they can't leave financially aren't going to be as productive, engaged or creative as they otherwise might be.

"When you think about the kind of talent employers are looking for, they're not looking for a disengaged workforce that is dying to leave," Borland said.

Borland thinks many employers struggle with how best to communicate the issue of saving for retirement, since the numbers can be intimidating, and many different factors affect how various groups participate.

"Gender, for example, plays a significant role in how employees interact with their savings plan," she said. "Age: That plays a key role. And also race and ethnicity has an impact on how people behave and how they save and invest."

Talent managers must understand all of these other factors, in addition to providing modeling tools, information and guidance - including examples of what good savings and investment choices might look like - to develop custom, targeted solutions that reach each group in the most comprehensive way, Borland said.

Additionally, to drive the point home, many companies have started holding regular retirement checkups. Often, the retirement decision is included in the annual enrollment period for health care plans.

While these tools can help employees save for the future, talent managers also must help those workers facing retirement today.

One option on the table is phased retirement, in which workers can access some of their retirement funds while they're still working and reduce the total number of hours they put in each week. But the concept is challenging from a regulatory perspective. Borland said policy changes would need to take place before many companies could adopt the plan, but it could benefit both the employee and the company if enacted.

"This pool of workers who need to work and contribute might be much more productive if they can do it on their own terms," she said.

Finally, Borland said she expects as the issue becomes more widely publicized, more and more employees will be focused on learning about and participating in their employers' retirement benefits. So talent managers should take some time to brush up on their organizations' policies.

Do You Get It?

2008-12-23T07:11:00.000-08:00

The rant began before the second glass of wine was served. I recently was dining with two marketing executives when the pair started venting their frustrations about how HR was missing the point. One person paused midway and said, "Now Kevin, understand that we like you and you 'get it;' our issues are with those HR types that don't."

I think that was a compliment, but I didn't feel great about the tone of the discussion. I've observed business executives dividing the HR community into two classifications: those who "get it" and those who miss the point. Those who get it find themselves in the highly sought-after business partnership. Those labeled otherwise find themselves on the outside looking in.

Getting it is necessary to be a strong HR contributor. It means a leader has a firm grasp on the business, appreciates the line leader's agenda as primary and views HR work as secondary.

Three fundamental skills of HR leaders who get it:

a) They put business first.
I try to stay grounded in my role to contribute to the business first and serve my HR-learning role second. "Win, have fun and make a buck" was the slogan of one of my GE mentors years ago. His quote still resonates with me as a reminder that my job is to help the team win customers, not produce shiny new HR initiatives for their own sake. I've always been curious about business as much as the development profession. I am a constant student of investor reports, internal financial reports and business plans. Moreover, I try to start every conversation with line leaders by discussing their business: what's new, how's the new product working and how do they see the numbers going this quarter? Business first, then we move on to the HR agenda.

b) They work the map.
In my early days at General Mills, I did not have a feel for the business or how to navigate the organization. These were "new guy" challenges to overcome if I was going to have an impact in the organization. I read all the business material I could find and bought a sea of coffee while learning from every available finance and marketing manager I could befriend. I also studied those who were successful creating change in the organization. They seemed to possess an unofficial and invisible organization chart to guide their actions. In addition to learning the map, these high influencers introduced me to the concept of executive presence. When the path to organizational change placed them in front of senior executives, they had a crisp, confident and relaxed style. As I grew in the job, I found it easier to at least fake being confident and relaxed. The "crisp" part took some time as I had to temper my enthusiasm to explain everything I knew about a topic when given the chance.

c) They exercise balcony judgment.
The HR role is partly that of a trusted adviser. One of my favorite learning stories is about the new apprentice asking the old mentor how to acquire good judgment. "From experience!" said the mentor. When the apprentice asked how to acquire experience, the mentor wisely said, "From poor judgment!" Using poor judgment to create learning experiences is a recipe for career derailment rather than success, but the scar tissue of hard-fought battles is part of the professional journey.

Learn from others' battle experiences. Seek out top performers and wise counselors to share what they've learned over time. Accelerate your judgment capabilities and solidify an impressive support network at the same time. Finally, gain perspective by reflecting on what's going on and what can be learned. A friend of mine calls it "getting to the balcony" to oversee the situation, rising above the noise and distractions of the moment.

Like it or not, many leaders will divide their perception of HR into two camps: "gets it" or "doesn't get it." The former is a much more rewarding and fun place to be, but it needs to be earned. Make investments in your business acumen, organization influence and judgment. At the very least, it makes for better dinner conversation.

Do what you Love, Love What you Do

2008-12-23T07:09:00.000-08:00

I always have enjoyed traveling to new places and meeting new people. That's good, because in my line of work, I have to fly quite a bit. The presentations I give have taken me, on separate trips, to Kuwait City, Zurich, Abu Dhabi and London in the past month. But I recently experienced my most exciting flight ever when I spent 90 minutes traveling at hundreds of miles an hour in a Navy fighter jet.

It was a blast, especially when I actually got to fly the plane. And in case you're wondering, I never came close to ejecting the aircraft - or the contents of my stomach. This was something I always wanted to try, and I loved every minute of it. I was totally present and immersed in the experience.

Here's one thing, though: While flying a jet was certainly an unparalleled rush, I almost always feel totally and happily absorbed in what I'm doing while I'm "on the job" because I love what I do.

Successful people don't always love what they do, and that's unfortunate. Take Dr. Warren Bennis, founding chairman of the Leadership Institute at the University of Southern California and a visiting professor at Harvard Business School and Harvard Kennedy School.

Now, Warren is one of my personal heroes. In addition to being one of the greatest teachers and writers in our field, he's also a good guy. At various stages in my career, he has taken the time to give me words of recognition, support and encouragement. His consideration has meant a lot to me. Besides being successful and brilliant, he's thoughtful. These words don't always go together.

However, at one point in his life, Warren was a practitioner of leadership, rather than a teacher of leadership, when he served as president of the University of Cincinnati. Once, when he was speaking to a university audience in his presidential role, one of his friends in the room unexpectedly asked: "Do you love what you do?"

A long, awkward silence filled the room as he pondered the question. As a president, he searched for the right answer, but as a human, he wanted the real answer. Finally, in a quiet voice, he replied, "I don't know."

That revelation plunged Warren into deep reflection. It dramatically altered his path through life. He had always thought he wanted to be the president of a university. It had not dawned on him that after he got there he might not actually enjoy it.

"Do you love what you do?" may be the seminal question of our age.

In yesterday's world, professionals worked 40 hours a week and took four weeks of vacation. In the early 1980s, I remember visiting the corporate headquarters of one of the world's most successful companies at 5 p.m. There was almost no one there. You could fire a cannonball down the hall and not hit anyone.

Those days are gone. Almost all of the professionals I work with are busier today than they ever have been in their lives, working 60 to 80 hours a week. The feel under more pressure than ever. Cell phones, PDAs and e-mails forever tether us to our work, whether we like it or not. Put it all together and, if you don't love what you do, it can be a kind of new-age professional hell. We can waste our lives waiting for a break that never comes.

It was much easier to find meaning and satisfaction in activities outside of work when we were under a lot less pressure and worked far fewer hours. Not only did people have more time, they weren't as tired. But these days, life is too short. It's not worth it. In the new world, we don't have to love everything that we do, but we need to find happiness and meaning in most of our professional work.

As for Warren, he loves what he does now. It's scary to think what we all would have lost without his moment of insight.

Diversity in the Workplace: Search for Similarities

2008-12-23T07:07:00.000-08:00

Want to develop effective working relationships with diverse people at work? Start with similarities, not differences, among people when you build relationships. Diversity in the workplace adds a special richness, but also special challenges. As a human resources professional, manager, supervisor, coworker, staff member or business owner, effective diverse work relationships are critical for your success.

We've emphasized honoring and appreciating the diverse needs, skills, talents, and contributions of people in recent years. While this is critical, don't let the pendulum swing too far in this direction. We are in danger of forgetting to honor and appreciate our similarities. By acknowledging the similarities and likenesses, we create a starting point for understanding and appreciating diversity in the work place.

A strong example emerges in The Human Capital Edge: 21 People Management Practices Your Company Must Implement (or Avoid) to Maximize Shareholder Value, by Bruce N. Pfau and Ira T. Kay, executives with Watson Wyatt Worldwide. In Watson Wyatt's WorkUSA research, they asked 7500 workers at job levels across diverse industries to respond to 130 statements about their workplaces. Watson Wyatt broke down the responses to look for diversity patterns across demographics including whites versus minorities, men versus women, and people over and under 30 years old.

They found more similarities than differences, especially in the categories respondents rated as most important to them. People agreed about what inspires their commitment to a particular employer. People cited the following factors as important.

a) They supported their company's business plan,
b) They had a chance to use their skills on the job,
c) Their reward package was competitive, and
d) The company acted on employee suggestions.

People also agreed on what organizations need to improve: employee input and promoting the best performers while helping the worst performers get better. Additionally, the employees want to know how their job affects internal and external customers. They want to understand how their job contributes to the accomplishment of company business goals. They want a safe work environment and highly rated products and services.

Recommendations for Diverse Workplace Success

In response to the research, Pfau and Key recommend that organizations concentrate on four areas with their employees.

a) Keep your company effective, winning, and on the right track.

b) Help people, supplied with needed resources, use their talents and skills to contribute to the overall accomplishment of organization objectives.

c) Respect and value people and recognize and act on their contributions.

d) Create an environment in which people have interesting work and enjoy their coworkers.

On the Interpersonal Level

Take a look at your coworkers or reporting staff with new eyes. Think about the factors that you share in common with them. You'll find:

a) You're all human beings with complex emotions, needs, interests, outlooks, viewpoints and dreams. Share something about yourself to create an environment in which your coworkers wants to share information with you. Listen and don't pry. Polite and continuing interest in your coworkers contributes to workplace harmony.

b) You have family and other interests outside of work. Hear what your coworkers tell you about their personal lives. Remember the highlights to demonstrate respect and interest.

c) You have similar needs from work as demonstrated above in The Human Capital Edge. Acknowledge this and note the commonalities.

Work is more exciting when you feel as if you are accomplishing mutual goals. Act as if you are part of a winning team. Emphasize, with coworkers, your common interest in your success and the success of the organization. You'll get to know people as people if you participate in any fun or team building events your organization sponsors. Better yet, join the team that plans them.

Conclusions About Diversity and Similarity

If you start by recognizing the ways in which you are similar to your coworkers, you'll build a base of understanding and acceptance that will withstand the sometimes stormy times when your differences come to the forefront.

Designing Team Incentives

2008-12-23T07:04:00.000-08:00

Firms increasingly use teams to mange much of their work. In such cases, they need incentive plans that both encourage teamwork and focus team members’ attention on performance.
Team or group incentives to the team based on the team’s performance. One way to do this is to set work standards for each team member and then calculate each member’s output. Members are then paid based on one of three formulas: (1) All members receive the pay earned by the highest producer, (2) all members receive the pay earned by the lowest producer, or (3) all members receive pay equal to the average pay earned by the group. A second approach is to set an engineered production standard based on the output of the group as a whole: All members then receive the same pay, based on the piece rate for the group’s job. This group incentive can use the piece rate or standard hour plan, but the latter is more prevalent.
A third option is to tie rewards to goals based on some overall standard of group performance such as “total labor hours per final product.” Doing so avoids the need for a precisely engineered piecework standard. One company established such an incentive plan for its teams. If the firm reached 100% of its goal, the employees would share in about 5% of the improvement (in labor costs saved). The firm divided the 5% pool by the number of employees to compute the value of a “share.” Each work team them received two goals, and if the team achieved both goals, each employee earned one share in addition to his or her base pay. If the teams achieved one goal, they each got half a share. The results of this plan in terms of changing employee attitudes and focusing teams on strategic goals were reportedly extraordinary.
Pros and Cons of team Incentives:
Team incentives often make a lot of sense. Much work today is organized around teams—project teams publish books, assembly teams assemble cars, and new-product teams launch new products. Performance here reflects not just individual but team effort, so team incentives make sense. Team-based plans reinforce team planning and problem solving and help ensure collaboration. In Japan, one rule is, never reward only one individual. Instead, Japanese companies reward the group to reduce jealousy, to make group members indebted to one another, and to encourage a sense of cooperation. Team incentives also facilitate training, since each member has an interest in getting new members trained as fast as possible.
The other advantages of incentive payments are: reduced supervision, better utilization of equipment, reduced scrap, reduced lost time, reduced absenteeism and turnover and increased output. Further more, systems of payment by results would, if accompanied by improved organization and work measurement, enable firms to estimate labor costs more accurately, than under the system of payment by time. This would facilitate the application of cost control techniques like standard costing and budgetary control.
Apart from the benefits cited above, incentive packages are a very attractive proposition for management because they do not affect employers’ contribution to the provident fund and other employee retirement benefits.
The main disadvantage is that a worker’s pay may not be proportionate to his or her own efforts, which may de-motivate hard workers. Workers who share in the team’s pay but don’t put their hearts into the effort can be a problem. Solutions include having team members commit in writing to putting the goals of the team before their own, and basing part of each worker’s pay on individual (not just team) performance. —

Converting offices into Paperless zones

2008-12-23T07:01:00.000-08:00

The concept of paperless offices eludes us but the initiative to create one still exists. Thankful as environmentalists are to businesses for pursuing the vision of a paperless office, this dream can only be fulfilled if there is an organisation-wide revolution. Strong the use of the word 'revolution'
is, but organisations must realise that nothing short of revolution is what they need to convert all their activities to a virtual medium. Also, since half-hearted employee participation derails most initiatives, the need to excite employees about a paperless office should become the focal point of the 'paperless' drive.

In short, ensuring a smooth and complete transformation to a paperless office would require employees to be excited about using paperless or online alternatives. This week's mailer suggests a few approaches to eliminating the use of paper.

*Failed efforts *

Committed to converting his office into a paperless retreat, the director of a mortgage unit installed the latest scanners to discourage documents being printed, photocopied and sent to clients. He also invested in state of the art systems to speed up online communication. Soon after the scanners and systems were commissioned he made an announcement in the cafeteria declaring the office as 'paper free from tomorrow'. In addition to the protests that followed his announcement, what came as a blow was when some employees threatened to quit. The lesson learnt was to be careful in introducing technology to employees.

A recent study confirms that 70 percent of IT initiatives have failed. New systems end up untouched or under-used because employees find either the hardware or the applications too confusing and even difficult to use. As a result, the old paper-centric ways remain popular. Also, as Moez Limayem, an IT professor says, *"IT projects fail not because of the technology but because human beings resist change and uncertainty." *Therefore, in introducing the concept of a paperless office, the first step should be to excite employees about it to ensure high buy-in. Here are a few initiatives to create the hype.

*Working towards the top *

Clichéd as it sounds, nothing gains momentum without top management buy-in.
But investing in technology based on top management inputs can be a big mistake. With employees as end-users, it is prudent to involve them in deciding on technologies to invest in.

While employees will 'in principle' agree to use what the management suggests `in principle', on-the-job usage is typically poor. As a technical executive says, *"Many users will nod their heads happily as the technology gets deployed. But within days, they have figured out ways around it so they can do their job the way they always did, which results in a big waste of time and money all around." *Therefore, it is a bad idea to introduce applications and systems without warming employee up to the idea of using them. The first step to this warm-up would be to conduct a survey to find out their choice. Next:

- Advertise the findings of the survey to convey the requirement of
technology
- Highlight how new technology will enhance on-the-job productivity
- Share encouraging case studies and other success stories

This warming-up initiative should create a welcoming atmosphere for new technology. The next step of course is to make employees comfortable and conversant technologically.

*Training *

Seventy percent of fear of technology stems from unfamiliarity and only training helps de-demonise technology! Most companies put their employees through a short course on how to use a new application or system but such training has proved unhelpful in making those conversions. The better approach to training is to over-expose employees to new technology. The more training they receive the more comfortable they get.

Another approach to training is to get a handful of tech-savvy employees to master a particular application and make them subject matter experts. Other employees can then upgrade their knowledge gradually and use the technology under the tutelage of the experts. This informal approach to training has a better success rate.

*Motivators *

While it is the employee who gains the maximum from the use of technology, organisations still have to motivate them to use it. What works best are monetary incentives. A sales organisation encouraged the use of technology by tying commissions to sales generated by use of technology. A salesperson with maximum online clients and interactions took home the largest bonus. As the use of technologically-intensive processes continues to remain low, monetary incentives work well.

Converting an organisation or office into a paper-free place is not an overnight effort. But since paperless offices are the need of the hour, organisations must expedite their efforts towards it. The above- mentioned suggestions should help in that pursuit.

Get the Recognition you Deserve

2008-12-22T07:13:00.000-08:00

Imagine this: You stay late at work, consistently win accounts that your co-workers only dream of, never miss deadlines, and never show up late – and to top it all off, you finish even your worst projects successfully and ahead of schedule.
You'd think that by doing all of this, you would, at least once in a while, get thanks and recognition from management? Well… you wish. Unfortunately, your boss is busy dealing with a "problem" member of the team, and as a result, she forgets to show any gratitude to her stars. That includes you.
Have you ever been in a situation like this? Working hard and getting ignored by your boss can be rough. That's why you sometimes have to take matters into your own hands.
Boasting of your own accomplishments can feel awkward. But look at it this way: If your boss doesn't notice your hard work, and you don't point it out to him or her, then what happens when you ask for a raise? How will he or she know you're ready for that promotion, or if you can handle that huge-but-fascinating project?
Things don't have to be like that. We'll show you how to get the recognition you deserve without looking like you're seeking attention. Believe it or not, there is a way to do this.
There are many types of recognition, so decide what type you want.
Step One: Decide What You Want
Companies often thank staff with awards, certificates, or bonuses. However, people often just want simple praise. We want to know that our work is meaningful and that we've made a difference. An "Employee of the Month" certificate, or a cold, hard check doesn't always communicate that.
So, what exactly are you looking for? It's important to really define this, because everyone wants something different. Do you want a simple "thank you"? An award ceremony in your honor? A raise?
Step Two: Define Why You Deserve Praise
Don't walk into your boss's office with no advance preparation to say what a great job you've been doing. Why? Firstly, it would seem odd. Then, if you're a bit nervous, you might forget something important that you've done. You might forget the help a co-worker gave you, and leaving out that person could speak poorly of your character. Be sure to make yourself look good, but also share credit where credit is due.
Make a list of the accomplishments you'd like to discuss. Beside each one, list the value that accomplishment has brought to the company.
Step Three: Praise Yourself
This is where you've got to get creative. You know your boss and your business environment, so think of ways to let your boss know how hard you've been working.
If you tell your boss directly, then do it carefully and tactfully – in a private area. You know that list of accomplishments you just created? Read that over a few times before your meeting. As you talk, emphasize how you had help and how your co-workers should be rewarded for their hard work as well.
If this feels a little too much like bragging, then think of ways to let your boss know what you're doing without being so obvious or bold. For example, send your boss an email every time you win a new account, or when you're finally able to please your company's worst customer. These little "progress reports" keep your actions in the open in a delicate, not-too-obvious way.
You can also praise others in front of your boss. By bringing their hard work and accomplishments to your boss's attention, she may also notice the great job that you've been doing. Keep it genuine and honest, however. If you appear insincere, then people may notice, and you may look bad. If you have something good to say, then say it, but don't speak up if you don't really mean it.

A Few Tips
•Look closely at your boss's actions – he or she may be praising you, and you don't even realize it. For example, let's say you spent hours writing the annual message to shareholders, and your boss only quickly glanced at it before passing it on to be copied. Before you get upset, consider that her actions may really say that she trusts you to do top-notch work, and she doesn't have read every line to know you've done a great job. Yes, a "thank you" for a job well done is nice, but this kind of trust is also a compliment.
• In your work environment, perhaps all the problem behaviors get noticed, and all the really great ones seem to be ignored. If so, then you may have to do something bold to get management's attention. Tell your boss honestly how members of the team need some recognition. Keep the focus off yourself, and help your boss understand how everyone would be more motivated if they just got a little praise now and then.
Key Points
Although not everyone is comfortable talking about their accomplishments, you might harm yourself if you don't speak up.
If your boss doesn't see the great work you've been doing, he or she might give that promotion or special project to someone else without knowing any better. It's up to you to prove that you can handle the added responsibility – and to do that, your boss has to know what you've already done.
Think of subtle ways to get your boss's attention by talking privately, sending emails about small accomplishments, and praising your teammates when he or she is around to hear it. Even if you keep the focus off yourself, it may get him or her to notice what you've been doing as well.

Apply This to Your Life:
Ready to put this into action? Here are some easy ways to use this tool in your life right now:
Begin by recognizing the accomplishments of others. If you notice co-workers doing something great, send them emails praising their efforts, and send copies to your boss. This can show your boss that you're leading by example..
Don't forget that your boss might need some praise and recognition too. Send him or her an email when she's made a difference in your day, and consider copying that email to his or her boss.
If you're a team leader, keep your eyes open for activities and co-workers that deserve praise. Whenever someone does something that's earned a heartfelt "thanks," send that person an email and copy it to your boss.
These are just a few ways you can "raise the bar" in your workplace to get other people thinking about praise and recognition. When you recognize the efforts of your team, you should steadily earn your own praise as well.

Daily Motivation

2008-12-22T07:03:00.000-08:00

Every experience that a person has impacts him or her positively or negatively in a daily basis. All of the positive moments most likely enhance our daily motivation. Daily motivation is what enables us to strive to be better people, to work towards goals, and to lead fulfilling lives.

Setting goals:
Many of us set goals for ourselves. In turn, these goals motivate us to work harder to achieve success. Goals drive an individual's daily motivation. Goals such as getting a Master's degree, having a high-paying job, getting married, purchasing an expensive car, or mortgaging a home drive a person to succeed. When setting a goal, a person must remember that taking small steps to achieve it helps keep up a positive attitude. It is best not to get overwhelmed with attaining a huge goal quickly; but rather one should take small steps to get it done. The desire to accomplish a goal is what keeps people going, even on bad days.

Attitude:
A positive attitude is a source of daily motivation. Believing that one of your goals is too difficult to achieve will eventually prevent you from achieving it. Having a negative attitude will cause you both internal and external stress. A negative attitude will de-motivate you, and put you on the road to failure. To achieve your goals, you must be able to tell yourself that every goal can be attained with hard work. If you tell yourself that you can do it, chances are that you will. Never underestimate the power of the mind. Daily motivation is all about attitude and outlook.

Religion:
While not all of us are religious, many people who are will agree that religion helps improve daily motivation. Religion can be used as a great motivational tool for people from all walks of life. Religion - no matter what kind - encourages mindfulness and internal motivation. The religious persons depend on their beliefs to strengthen them mentally.
People often depend on their religion when things are going downhill. Prayer and meditation inspire those who might otherwise turn to drinking, food, or drugs to nurture their spirits. Religion may help some people to be more mentally and physically healthy. Therefore, religion is a positive source of daily motivation.

The desire to live:
Daily motivation also comes in the simple desire to live. Whether children, a job, or money inspires someone to get out of bed in the morning, that person is motivated by something in life.
Even things as simple as nature can motivate someone to maintain a positive attitude about life even when times get hard. One can take pleasure in nature's beauty by taking time to smell the roses or listen to the birds sing. Studies show that people who live in warmer climates have a more positive attitude about life in general. These same people also have the tendency to go outside and exercise more often. This exercise brings about a sense of inner peace and positive feelings, thus becoming a daily motivation for many people.

Co-workers: The Instigator

2008-12-22T06:59:00.000-08:00

"Last week we had our annual company picnic..
Everybody always really enjoys them and appreciates them. The company picks up the tab for everything, and even brings in entertainment. This year, though, Allan (not his real name) began circulating a petition saying that, because it is a company event, we should be paid for the time we spend at it. He got everyone so riled up that we just got a memo telling us that there would be no more company picnics. The thing is, everyone was fine until he decided this should be an issue. He's done this on several other things too. We're all getting annoyed, and management is painting us all with the same brush..."

Instigators.
People who just don't seem to be happy unless there's some sort of drama in the workplace. They're more than just complainers - instigators are action-takers. They have a compulsion to try and get everyone else involved in their crusades. And while their drive and perseverance are admirable, their obsessions can often be counterproductive to the rest of the team. If you have an instigator who is forcing his (her) own agendas in the workplace, here are two important things to do:

1. Let your boss know your position. If you don't agree with the instigator's issue, or the way he is going about it, make sure you and your coworkers tell your bosses. Squeaky wheels do get the attention, and if you don't speak up, your boss is likely to assume that everyone else feels the same way. This also ensures that you don't get painted with the same brush, should the issue have negative consequences.

2. If you don't agree with the instigator's position, tell him. He will be less aggressive in his approach if he knows he doesn't have complete support. Most people don't confront instigators, they just complain about them behind their back. You don't have to be nasty about it - just make your feelings clear.

In many ways, as a coworker, you actually have more control over this person's actions than if you were his boss. You can say some things a boss can't (or shouldn't) say. You also often have a better feel for how this person's actions are effecting others in the team. Don't be afraid to take action to ensure that you maintain a positive work environment.

Basic Tips to Keep in Mind when You're in the HOT SEAT

2008-12-22T06:52:00.000-08:00

Months of hard work and waiting have finally paid off - you've got an interview for your dream job lined up first thing tomorrow morning. You've pressed your best business suit, researched the company, looked over your resume, and mentally prepared answers to several standard interview questions. What's next?

Despite all the energy that job seekers typically pour into pre-interview preparation, most of what you've learned will likely fly out the window as soon as you walk into the meeting room and shake hands with the hiring manager. While the time you spend on pre-interview preparation is always beneficial in the end, it's easy to get carried away with overly complex strategies and systems that are too vague to really come in handy when push comes to shove.

Back to Basics: An Interview Checklist

Rather than trying to understand and assimilate book-length treatises on interview theory, it's better to boil down all of the elements of success into the form of a basic checklist of interview objectives. If you're the type who tends to get nervous and flustered in stressful situations, it's particularly important to keep your interview strategy simple and easy to remember.

Just as Mission Control runs astronauts through a basic "all systems go" evaluation in the moments before takeoff, you can avoid job search disasters by getting into the habit of mentally running through a few simple goals and strategies as you begin the interview process. Here are a few basic guidelines to help you get started:

a) Arrive early. Get reliable directions the night before, and do everything in your power to show up ten minutes before your scheduled appointment. Nothing says "unprofessional" like being late to your first interview!

b) Make a good first impression. The right attitude is equal parts warmth, politeness, humble gratitude, sincerity, and enthusiasm. Lavish your full attention on everyone you encounter at the interview site, from the parking attendant to the receptionist. Greet your interviewer with a big smile and a firm handshake.

c) Sell yourself. Sure, the hiring manager has had a chance to look over your application materials, but you can't rely on your resume to help you land the job. They need to know exactly how you can help this organization succeed. Make the most compelling, persuasive case for yourself that you can muster.

d) Keep tabs on your body language. It's important to relax, but don't let yourself get too comfortable. Maintain good posture and eye contact, keep your gestures limited and controlled, and try to eliminate nervous tics.

e) Speak professionally. Try to sound like you're a natural for the job. Avoid immature-sounding speaking patterns, such as peppering your speech with too many "likes" and tilting the end of your sentences up so they sound like questions instead of statements.

f) Project poise and confidence. Walk into the room like you deserve to be there, and imagine that you've already landed the job that you're after. Try not to appear desperate to land the position, even if you really are!

g) Show what you know. You've done your research, so don't forget to show it off. Work a few key facts about the company into your answers in a natural, unpretentious way. Also, if you have experience in the field, don't be afraid to use a few technical terms if the discussion turns to shop talk.

h) Avoid negativity. Projecting an air of professionalism means staying poised and positive at all times. If you have to describe a negative situation, frame it in the most diplomatic way possible. Try not to denigrate your current or past employers or coworkers.

i) Ask smart questions. Come prepared with a few good questions about the position and your responsibilities. Also, you can highlight your ability to analyze and think quickly on your feet by posing questions about key issues that emerge during the interview.

j) End on a high note. Go out the same way you came in - with a big smile and a firm handshake. Add a sincere thanks for your hiring manager's time and consideration, and don't forget to ask about the next step in the hiring process before you make your exit.

If you have any particular issues or challenges that tend to trip you up during interviews, feel free to develop your own straightforward checklist item to help keep you on track. Then, memorize the drill and practice running through it each time you interview. Good luck!

Avoid the fallout of ineffective communication at your organization

2008-10-19T06:27:00.000-07:00

Effective communication can help organizations solve problems, share information and help employees work well together. It can make employees feel more connected to the organization at large and their role in reaching overall business objectives. Unfortunately, one of the biggest complaints employees have about employers is a lack of communication.
Communicating effectively with employees not only creates stronger relationships - it may even help improve the bottom line. The 2005/2006 Communications ROI Study conducted by Watson Wyatt Worldwide found that between 2000 and 2004, companies with the most effective employee communication programs returned 57 percent more to their shareholders than companies with the least effective communications programs.
According to the study, effective communication is a key driver of superior performance because:
§ Employees feel connected to the business and understand how their actions can support it.
§ New employees exhibit solid connections to the company culture - starting from their initial days on the job.
§ Communication quickly connects employees to changing business challenges, facilitating faster adjustments to fluctuating market conditions.
§ Management effectively connects with employees through strong leadership during organizational change.
The fallout of ineffective communication
But research indicates that many employees feel left in the dark.
In a recent survey, Best Practices in Employee Communication: A Study of Global Challenges and Approaches, 48 percent of organizations said their company's management has not effectively communicated business strategy to employees or engaged them in living it in their daily jobs. The study was conducted by Right Management Consultants and the International Association of Business Communicators Research Foundation in 2005.
When employees feel they don't know what they need to know, the company can suffer. Misinformation can spread as employees fill in the blanks and erosion of trust and conflict between employees and management can result. Impacts can include lack of shared vision, low employee morale and higher employee turnover.
Communicating as an organization
It's essential to keep employees "in the loop" on important business matters. Your organization should take time to clearly explain its vision and mission so employees understand how they contribute to the big picture.
There are many ways to keep employees informed and a coordinated communications effort with multiple channels works best. An example would be regular all-employee meetings to share company updates and give employees the opportunity to ask questions. Also, keep employees informed and create a sense of community with email messages, memos, an intranet site, internal blogs and an employee newsletter.
Communicating as a manager
If you're a manager, you play an important role in communicating company information to your employees. Touch base with your employees regularly to help your staff feel connected and avoid miscommunication.
Develop your communication skills

When delivering important organizational news to employees, make sure you provide them with the information they need. Here are some tips:
Be clear. Make it easy for everyone to understand the key points of your message. Keep your language simple and free of jargon. Be specific and get to the point. Let employees know how information affects them and how it will specifically apply to their role.
Be concise. Keep your message short. Stick to relevant information. Don't provide details that aren't necessary to get the point across. The extra, irrelevant details may cause confusion or information overload.
Be correct. Make sure the information you relay is accurate. If you don't know all the answers, be honest with your employees and tell them you don't know. Then try to get the answers for them.
Be complete. Give employees all of the information they need to understand a situation. Don't withhold key facts if you're able to provide them. If you're not sure if it's appropriate to share certain information, check with your manager first.
Be positive. Avoid gossip, complaining and negativity. You staff looks to you to set an example. If you can't keep an open mind and attempt to stay positive even when the news isn't favorable, you can't expect your employees to "take the high road" either.

Create an atmosphere of open communication

Let your employees know that you're not too busy to be interrupted for concerns or unexpected issues that arise. Have an "open door policy." Open communication between you and your direct reports will build stronger relationships and establish trust within your team. If you're busy when they try to talk with you, make an appointment with the person to talk later.
Encourage employees to be open and candid in conversations with you. It's easier to get to the bottom of an issue if everyone is comfortable expressing their views. As a manager, you need to set aside judgments and keep an open mind.
Learn to listen

Being an effective communicator isn't just about providing information to employees. It's important to also be a good listener. This means paying close attention to others so you can really "hear" and understand what's being said.
Poor listening is a common cause of errors, delays and misunderstandings at work so don't let your mind wander when someone is talking to you. Active listening means staying focused on what the other person is saying.
Show your employees that you care about them as people. To be an effective listener, you should:
§ Give the other person your full attention.
§ Allow enough time for the conversation.
§ Keep an open mind.
§ Avoid interrupting.
§ Repeat or sum up what you've heard to make sure you understand.

Become a better communicator
If you're unsure about your communication skills, take the time to watch and learn from good communicators. Be aware of how you come across to others. Ask your employees and coworkers how you might improve. You may find that others perceive your communication style differently than you intended. If they think your style is a little rough around the edges, you may need to work to soften it.
If you think you need help to improve your communication skills and style, seek out formal training. Ceridian Training and Organizational Consulting Services offers several seminars and performance learning sessions on communication skills and strategies. Contact your Ceridian representative to learn more.

American Diabetes Association: On a Mission to Improve Employee Health

2008-10-19T06:25:00.000-07:00

The American Diabetes Association (ADA) and its sister organization, Shaping America's Health, have an organizational mission to help people live healthier, and they want that sentiment to extend to their employees.

"We wanted to help our employees improve their health styles - the healthy decisions that people make about fitness and nutrition," said Emerson Goodwin, director of communication, marketing and public affairs for Shaping America's Health. "We started off with a healthy snack program, and the feedback was very positive. Then, we looked for a way to address physical activity with a program that would get our employees moving and keep them moving."

The Right Tools for the Job

Studies have shown physically inactive employees cost employers thousands of dollars per year in medical costs and lost productivity, and that amount increases substantially if the employee is obese. Regular physical activity is key to improving employee health, reducing health care costs, increasing productivity and decreasing absenteeism and turnover.

With that in mind, in May 2007, ADA and Shaping America's Health began offering their employees the Virgin HealthMiles program, a health rewards program that helps members improve their health by living more active lives.

"When we learned of the HealthMiles program, we thought, here is a way that each employee can keep track of their activity levels and have an incentive to do even more than they did the day before," Goodwin said. "From our perspective, HealthMiles is a great alignment with our mission to empower individuals to take ownership of their health."

Through the program, ADA and Shaping America's Health employees earn miles for being active, tracking results and improving key body metrics such as blood pressure, body fat and weight. These miles translate to HealthCash that can be redeemed for gift cards at more than 50 national retailers.

"One of ADA's wellness goals is to know your numbers, and we loved that our employees could do this through HealthMiles," said Tonya Stephens, managing director of employment and employee relations at ADA. "Plus, it gives us a way to reward people for being healthy and doing healthy things."

Shaping America's Health and ADA employees can gather metrics or know their numbers through the HealthZone kiosk located in their corporate headquarters. The HealthZone features a scale, body fat indicator, blood pressure cuff and touch screen, and allows employees to easily measure and track their biometric data.

"I live a pretty active lifestyle and was intrigued by the HealthZone, particularly the body fat calculator, since my goal is to lower body fat and build muscle mass," said Sean Petrie, an ADA employee. "I also like being able to track my blood pressure since it is typically a little high. I'm hoping to use the HealthZone to see how my eating and exercise will affect it."

To track activity level, each ADA and Shaping America's Health employee on the program receives a GoZone, a pedometer with a "brain" that enables members to track steps and earn miles.

"Before I joined HealthMiles, I had become pretty much a bump on a log," said Goodwin. "I never set a goal to walk so many steps a day. I just did what I did and never kept track of it. Now with my GoZone, I can track how many steps I took today versus yesterday, and that motivates me to increase my activity."

The data from the HealthZone and GoZone automatically uploads to a personalized, password-protected Web site called the LifeZone. Here, members can view their overall health and fitness accomplishments and go shopping with the miles they've earned.

Employee Feedback

Within one month of offering the program, 71 percent of the 310 employees had activated their accounts.

"Everyone was really excited about the idea of getting rewarded for being active," said Goodwin. "They also loved the feedback. Under the old model of health management, an individual went to their doctor for some tests once a year, and that was the only feedback they received. With HealthMiles, that same individual can get information whenever they need it on their blood pressure, weight and body fat, and then make educated decisions to keep moving in the right direction."

In addition to improving employee health, enhancing productivity and reducing health care costs, employer-sponsored benefits such as the HealthMiles program can play a key role in employee satisfaction and retention. According to the fifth annual MetLife Study of Employee Benefits Trends, seven out of 10, or 72 percent, of employees surveyed said workplace benefits were a reason for joining their current employers, and 83 percent said it is a factor for remaining with them.

A Little Friendly Competition

To kick off the program, ADA and Shaping America's Health leveraged the competitive spirit of their employees. They held a 30-day step challenge where employees tracked the number of steps they took and competed to win cash prizes. More than 75 percent of employees enrolled in the HealthMiles program took part in the challenge.

"It was a mix of people: the fit and healthy and the not so fit and healthy," said Stephens. "I think it's because walking is perceived as an activity that anyone can do. Plus, everyone liked the technology."

During the challenge, employees tracked their steps each day with the GoZone pedometers and uploaded them to the LifeZone Web site, where they could not only track their progress but see where they ranked in the competition.

"I initially set what I thought was a realistic goal of 12,000 steps a day, but quickly realized that realistic wasn't going to win the challenge," said Paula Warren, an ADA employee. "There was one girl who was blowing everyone else out of the water, so I really stepped it up, trying to get in 20,000 to 30,000 steps a day."

Employees engaged in a wide variety of activities to increase their steps - walking in the morning, at lunch and in the evening; walking in place while speaking with others; and even walking around conference tables during meetings.

The competition heated up as the weeks went on. The individuals and teams who were leading the challenge kept a close eye on their standings.

"Someone would upload their steps to the LifeZone and see that they were in first place," said Petrie. "Then, a couple of minutes later, others would upload their steps, and that first person would be knocked down to third place. We'd give each other a hard time in the halls, saying things like, 'I'm going to catch up with you this week.' It was a lot of fun."

Employers have found friendly competition in the workplace can boost employee productivity. In a 2007 survey from The Creative Group, 72 percent of employers reported the level of competition among their employees was very or somewhat competitive, and 87 percent reported the level of competition in their workplaces enhances productivity significantly or somewhat.

"There was a sense of togetherness and employee camaraderie across business units," said Stephens. "And while people were having fun, they were also conducting business. Employees from different departments were talking, understanding and sharing ideas while exercising. That never would have happened before the challenge."

ADA and Shaping America's Health employees racked up 24,925,928 total steps during the challenge, some 7,357 steps per person per day, with an average of 2,383 miles earned per employee.

The top stepper was Paula Warren, with 656,513 steps. The second-place stepper walked 616,000 steps, and third place walked 517,000 steps.

"We just started our latest step challenge, and some of our employees are walking up to 10 miles a day," said Stephens. "HealthMiles has significantly boosted employee morale, and anytime people are happier, you're going to have better productivity."

The results show the program has a positive, long-term impact on activity and health. In the first 12 months, 30 percent of all HealthMiles members in the U.S. who were previously categorized as inactive became active, and 14 percent with body fat in the above recommended category moved into the healthy range. Additionally, 21 percent of members who were hypertensive or pre-hypertensive improved by at least one category.

Actions Still Speak Louder Than Words

2008-10-19T06:24:00.000-07:00

Too often we talk about what we are going to do "someday" while we actually do very little to make our dreams come true. We talk and dream and set goals and plan. We budget and visualize. We do everything, in fact, except take action.

We all know that only action changes things. One of my favorite slogans is that "Nothing changes until something changes." I love the reminder that even a small step in the right direction can have huge implications! And, I love the reminder that only action will make our dreams come true.

We are blessed to live in a time when we can have or do just about anything we can imagine. You can go to law school or medical school--yes, you really could! You can make a fortune, start a foundation, travel the world, raise happy children, run for office, publish a book, start a business or become a hermit and live in the woods. If you can imagine it, you can DO it!

The only catch is that you have to actually make it happen.

I see at least three popular tools that are routinely used to avoid taking action. They are good tools when used properly, but we mis-use them to stay in our comfort zones, change nothing, and wonder why our dreams never come true.

First - We Set Too Many Goals: I'm a huge fan of goal-setting and I even wrote an ebook about the process. I use goals in my business and personal life, and I encourage my clients to set goals, so don't mis-understand me here..

The problem is that we set goals instead of taking action. We plan and talk and set dead-lines, when what we should do is get to work and "go for it". Losing weight is not a goal! It isn't even a long-term project, it's about walking around the block, skipping desert or whatever is right in your situation, and doing it today. Never set goals when it's simpler and more powerful to take direct action!

Second - We Wait for the Right Time: Yes, "there is a season for every purpose under heaven" and timing can make a huge difference. But we mis-use that truth when we refuse to take reasonable action while we wait for a "better time," or for the moon and stars and our checkbook to be in alignment. It's an excuse, folks! There will never be a magical "right time" to start a business or start a family or start a savings plan.

The time is NOW! Take action, do what you can, move in the direction you want to go. Stop procrastinating and move it!

Third - We Look for "Leverage" so we can make big, dramatic progress. Now, of course big steps forward are wonderful! They are fun and exciting and leverage can make everything easier. No one doubts that! But that is no reason to avoid doing what you can, where you can, right now.

In fact, too often the "big steps" are scary and then we find even more reasons to avoid them.

In most things, I'm a huge fan of "baby steps" and have written about taking the smallest, safest, least dramatic step you possibly can, so long as you take it today. Take small steps, just take them!

Find and use a goal-setting routine. Goals are vital to your long-term success! Just don't get so lost in the process that you forget to look up, get up, and get into action! The same is true of timing and taking huge, bold steps when you can.

Action always speaks louder than words or plans or goals. Only action gets stuff done! Take small steps, but start today. Call someone. Read something.. Open a savings account. Invest a dollar, take a walk, talk with your kids.. Whatever it is, just do it! Before you go to bed this evening, take some real, measurable, positive step (no matter how small) in the direction you want to go. Then tomorrow, do it again.

A Fair Pay

2008-10-19T06:22:00.000-07:00

HR in the present scenario acts as that indispensable pillar without the support of which an organization cannot even dream to touch the zenith of success. But this was not the case several years ago when HR was nothing more than a” personnel “department in the early 1900s. Then HR ‘s role was restricted to hiring and firing, supervision of the payroll department and administration of the benefit plans. As technology stepped into the scene, it inflated the role of HR. Then HR began to play an expanded role in employee selection, training and development. These are the days strategic HR. However the crux role of HR hasn’t change much. Recruitment and administration of compensation of employees still enjoys the pivotal focus of its attention.
Over the years Human resource as a subject has evolved in the light of many fads including the numerous ways of employee selection, the diverse ways of training and development of human potential, the methods of performance appraisal etc. The present Hr scenario has been taken up in a cyclone of ideas related to the ways of compensating the existing human potential within an organization. Performance based compensation package has been the latest trend of most of the organizations. They say that this type of compensation is all about using it more actively to motivate the employees. In today’s scenario organizations are not much interested in acquiring physical resources but what occupies their concern is whether those resources have been utilized to the ultimate by their existing human potential. This cannot be denied that these streams of thoughts have boosted the HR ‘s arena of action. But HR ‘s principal to respect the intrinsic value of humans are being is overshadowed. For e.g. a person working in a company for above 10 years has given a good performance over the years. But suddenly his performance dips due to some problems faced by him in his personal front. The company fails to understand his point of view and hands him remuneration, which is exactly equivalent to his present performance. Where does he find the answers to his questions? What is the value of his loyalty of all these years to this company? Is he nothing more than a machine whose input is exactly proportional to it’s input?
Now let me add to your confusion. If performance based compensation package is the most desirable and motivating phenomenon then why is it so that TCS has been given the title of the best employer. And the title givers are none other than the employees. TCS has a compensation structure which has only 5 % of it’s remuneration based on performance. Let me tell you TCS is such an organization, which makes their employees, work in teams and it is the total team, which they evaluate while deciding the remuneration, not the indivisual. This has a lot of benefits. First of all it does not encourage peer rivalry. Work teams are characterized by the presence of faith amongst the team members, co-ordination, interdependence, team spirit, trust, etc. These qualities cannot foster if each individual’s greed to stand out in the crowd overcomes his concern for the success of the team as a whole. That is the reason TCS has resorted to such a compensation structures. In at attempt to find out what is the reason for the company generating such a degree of work satisfaction amongst it’s employees it was revealed that TCS is popular not because of it’s compensation but it’s principal of proper harnessing the existing human potential with in an organization The idea is not to convince you that pay as per performance is not the correct way rewarding the employees. Because the above has again certain advantages. Paying as per performance means you are rewarding the person what he deserves. It means, those who does not give in that degree of extra effort is not a parasite eating on the company. And those who have the credibility get what is due for them.
The confusion that whether tailor pay to performance is acceptable no not does not end here. In a call center the sales people can be awarded as per their sales performance. But what about those who attend the incoming calls. What is the criterion to evaluate them, performance or the effort? The individual or the team? So it is not so simple to sail yourself in this growing fad. Before doing this the organizations must do a lot of homework of deciding the scales of measurement of performance, identifying the competencies on which their pay should be based. To decide which type of compensation is best to adopt the organization to make an in-depth of the job profile, it’s own area ob business. Just like a manger should be paid as per his competencies like team building, leadership qualities on the other hand a software developer should be awarded as per the hours of work he puts in, the skills he posses etc. The idea behind designing all pay packages should be paying as per ones performance, skills and competencies as well as motivating them to improve in the near future

7 Killer Ways to Employee Motivation

2008-10-19T06:19:00.000-07:00

Have you ever noticed how your top-notched employees have declined in their respective performances? Do you often receive mediocre works and poor task executions? Are you having problems in employee productivity? Well, perhaps this is the right time to assess your company's working environment and determine whether you need to devise an efficient motivational plan. More often than not, the issue of employee motivation is taken for granted. Many are blinded by the idea that high salaries are enough to keep their workers in good condition. The truth of the matter is employees have their own individualistic needs that money cannot possibly compensate. Employee motivation may sound too simplistic, but the lack of energy to work-the lack of interest in performing tasks and extreme boredom can impact the company's growth and development.
Although it is true that establishments can always look for "better" employees, losing highly experienced workers is far more costly than establishing a motivating work atmosphere. Don't let your workforce assets slip into your hands. Learn how to motivate and see your company grow with them. See these employee motivational tips and watch your workers exceed your expectations.
Keep your communication lines open -

Talk to your employees. Develop friendly and corporate relationships with them. Let them know and feel that their views and opinions are welcome in the company. Ask questions. Don't hesitate to know what they feel about their tasks. Be attentive and listen to their suggestions and recommendations. One of the reasons behind the absence of employee motivation is the inability of the management to get in touch to their workers. Oftentimes, communication lapses give an impression that the company does not care about its staff. Always remember that employees are human beings and not machines.
Always observe respect -

It is really hard to be motivated in a work environment when you are treated like a dirt bag. Imagine yourself giving too much effort and time only to be humiliated. A company can never achieve success on its own. It readily needs the help of its highly competent and reliable staff members. In as much as companies respect their clients or customers, the more that they should respect their employees. Be tactful. Say things in a nice and professional manner. Keep in mind that there is major difference between constructive criticisms and plain insults. Give importance to the feelings of other people. Treat your subordinates well.

Learn how to appreciate -

Appreciation should never come only if an employee received a major award. Appreciation should be given even in the simplest accomplishments. Appreciation must be practiced on a daily basis. If there is anything that would make employee motivation, that is no less than appreciation. It boosts the morale of every individual. If they know that they are appreciated even in the simplest things that they have done, the more that they will strive to do more. It will inspire them to contribute more to the company and give their best in every task.
Set good examples - Another way to increase employee motivation is to set good examples. Be strict in following company policies and regulations. Workers have expectations too. In as much as the management expects them to deliver good work, they also expect their co-workers to do the same. If they see that the whole company strives to achieve perfection, employees develop competitiveness. Setting good examples is also a good inspirational source.

Practice equality -

Avoid favoritism. Be fair and just. Do not allow senior and high-ranking officials abuse their power and authority. Everybody should be given equal chances and opportunities fro growth. Sanctions should apply to all, regardless of their position and years of service in the company. Do not judge the person's performance out of petty issues such as educational background, gender and ethnic differences. One sure way to kill motivation is when employees experience bias and discrimination.

Ensure company security -

Security is one thing that many employees look for in a company. When they know that they can establish long-term relationship with the organization, motivation begins. Because the establishment provides security, the more that employees are fired up to give exemplary performances. There is security when the company is well-organized; when salary disputes rarely occur and when there is a good management. Whenever there is security, motivation follows.

Be generous in giving rewards and promotions -

If an employee deserves to be promoted because of good performances; do not hesitate to promote him or her. More often than not, many think that rewards come in the form of salary increase. Although a salary increase is indeed a good reward and a good motivational tool, there are also other ways to compensate employees. For example, a 3-day leave with pay is also a form of reward. A memorable company outing is also a reward. Be creative and think of other ways to recognize the works of your employees.

Employee motivation translates to productivity and competitiveness. Employee motivation benefits not only the employee, but also the company. It fosters a reliable workforce and it ensures a united and cooperative work environment.

Stealing Office Supplies

2008-08-01T04:43:00.000-07:00

Most workers who help themselves to company supplies know they are doing wrong -- but they do it anyway. A lack of engagement and work/life balance may contribute to the reasons underlying the thefts.

Lock the supply-room door and hide the key. A new survey says that nearly 20 percent of American workers are pilfering company supplies.

The survey, conducted by Spherion, a Florida-based recruiting and staffing company, found that employees expropriate everything from pencils, pens and paper to BlackBerries and laptop computers.

Moreover, the study reported that only 22 percent of those who admitted filching office provisions felt guilt or remorse. Yet, three-quarters (74 percent) said they know that stealing from the company is wrong, a 5 percent increase from last year.

"Stealing office supplies is a great challenge because there is virtually no way to secure office supplies in an economic way," says Clinton Korver, co-author of Ethics For The Real World.

The most common supplies lifted by employees, according to the Spherion study, are pens, pencils and rulers (67 percent), paper and Post-Its (57 percent), and calculators, staplers and tape dispensers (11 percent).

While a tape dispenser here and a box of pens there may not seem like much, the number of employees swiping laptops, PDAs or cell phones has increased in the last year from 5 percent to 8 percent.

"I don't think people are malicious," says Aleicia Latimer, associate general counsel and human resources services manager for Florida-based AlphaStaff Group, Inc., a human resource outsourcing company.

Office supplies are "like a buffet," she says. "You take all you can because it is there for you."

Such theft is hardly a new phenomenon. Plundered supplies add up to billions of dollars a year in losses for small businesses, according to a 2006 Lawyers.com online survey performed by Harris Interactive.

So what can a human resource manager do to help curb office lifting? The short term answer is to step up security. Latimer suggests making people sign for each item they take or limit access to supplies by assigning a gatekeeper.

"People are less likely to take more than they need because they have to see someone face-to-face," she says.

It is also imperative that HR develop and enforce a policy for people caught poaching company stores.

"It gives people parameters," she says. "If someone does step over the line you can say, 'Here is the policy and you can't say you didn't know.' You can enforce your rules and regulations appropriately. But if you are going to discipline someone, you have to do it consistently."

Having a policy is important. But it won't solve office-supply theft alone. To significantly curb stealing, human resource leaders must delve deeper to understand why employees do it.

"I think the main reason people do this is because they feel that the company is doing well and making money and these are just supplies and do not cost a great deal to the bottom line," Latimer. "It is theft if you are not using it for work."

Certainly many employees don't equate personal use of office supplies with stealing. Others, however, know exactly what they are doing.

A 2006 Vault survey found that 60 percent of the employees who admitted stealing office supplies said they did so because they felt they were not fairly compensated for overtime.

A 2007 Harris Interactive survey for Deloitte & Touche found that "stress, long hours, and an inflexible schedule" contributed to employee bad behavior, including stealing office supplies.

That same study reported that 91 percent of the respondents said people were more likely to act ethically if they had a healthy work/life balance.

"It is important that the company says 'thank you' to its employees," Latimer says. "If employees feel valued and that they are part of the team, then if (stealing) is hurting the company, it is hurting them.

"If they feel like a cog in a wheel, then sure, 'you don't care about me and I don't care about you.' Being part of the team makes a difference," she says.

The Deloitte & Touche survey also noted that employees look to set the tone in the offices. They expect managers and supervisors to "live the values they preach" and maintain a "culture of ethics" in the office.

"Managers and supervisors need to reinforce the corporate culture," Latimer says.

"If there is a behavior you don't want exhibited in your staff, it is a behavior that you should not exhibit," she says. "It is very important for management to live up to the values of the corporate culture."

Achievement & Success : Do something and do it now

2008-08-01T04:42:00.000-07:00

Ever felt like you were in a rut? That things were stalled or at a dead end? Have you ever felt helpless or powerless to change your situation? You're not alone. The bad news is that these emotions can have quite serious consequences to our happiness and quality of life. The good news is that there are some really effective techniques to turn these emotions around.
There are a lot of things you can do to change your state of mind, but none work faster or more effectively than just doing something different today than you did yesterday. Begin with small stuff. It's amazing how much of a difference you can create just by making a few small changes. For example, there's a large body of research indicating that changes in the colours, shapes and sounds around you can have immediate and profound effects on your mood. Happy and positive emotions can be stimulated with blue, green and pink colours; shapes that are curved (no sharp angles); lines that move upward from left to right; and sounds that are not too loud with higher pitches and fast rhythms. Energy and enthusiasm can be stimulated with orange and strong red colours, contrasting shapes and loud, strong rhythms. Even simple changes to your every day routines can begin to awaken a few neurons. Take lunch a half-hour earlier than usual. Rearrange the order in which you do things. Mess with your schedule a bit.

Next, commit to yourself to take a new action every day. Make a list of things you've been putting off or neglecting - things you like to do, or need to do. Set up a schedule to do one of them every day, then make sure you do them. Once you've begun to create a little forward motion, you will begin to feel more motivated, stimulated and positive. It's a wonderful thing.

The secret to all of this, though, is to get the ball rolling. So do something now. Don't wait. Don't procrastinate. Don't find an excuse. Find something you can do in the next five minutes that's positive, and different than something you did yesterday. What do you have to lose?

Achievement & Success: Know your Priorities

2008-08-01T04:37:00.000-07:00

One of the most common traits of very successful people, however you choose to define success, is that they have a very clear idea of what is important to them. They understand their priorities, and use them as their guidelines when making decisions. Because their actions are in line with their priorities, they tend to get greater enjoyment out of the things they do.

Most of us, unfortunately, haven't spent a lot of time reflecting on the things in life that are truly important to us. And because of this, we find ourselves doing things which may seem like a good idea at the time, but really end up compromising our success and our happiness. For example: Working long hours may seem like a great way to get ahead, but if family time is one of your fundamental priorities, the long hours will eventually just lead to resentment. Perhaps you stretch the truth occasionally to achieve a goal. But if integrity is a priority for you, the achievement may not bring you the happiness you hoped for. Reflecting on what your priorities really are is a great exercise if you're willing to invest the time. Sit down some evening and make a list of the things in life that are really important to you. Make sure the list comes from the heart - don't write down the things you somehow feel obligated to place as priorities.

This list can really be helpful in helping guide your decisions and actions.. The more the things you do begin to align with the things you feel are important, the greater your satisfaction and success.

... Art ... of . . . Communication ...

2008-08-01T04:36:00.000-07:00

Listen without judgment. The key to good communication is listening well. Save your judging for later after you have heard and understood what was said.

Listen with the willingness to be swayed to the other person's opinion. No obligation to actually being swayed, but stay open to the option.

Listen without thinking about what you will say next. Take time before you respond.

Do not be invested in being right. Being right is not the point. If you must be right, you are not able to listen nor communicate because you have set up a barrier already. If you are always right that means the other person is always wrong. That cannot be true.

If your mind wanders, ask for repetition. We all are subject to distraction.. Try to stay focused.

In all cases repeat back what you heard and ask if it is correct.

Say it honestly, but with consideration for the listener's feelings. Be polite, respectful and sincere.

Understand and acknowledge that most things are not black or white, but somewhere in a gray area. Get comfortable with gray.

Have integrity and build trust. Don't say what you don't mean. Don't promise what you won't or can't fulfill. Follow through with any commitments you make.

Atlas of Learning

2008-08-01T04:35:00.000-07:00

In ancient Greek mythology, the Titan Atlas held up the entire world on his shoulders. A modern-day Atlas in his own right, Jan Ginneberge, vice president of learning at Alcatel-Lucent University, supports his company's learning offerings around the world.

Most major companies today operate outside of the borders of their home countries on some level. Modern supply chains, international finance and offshore outsourcing labor arrangements offer increased speed, more cost-savings opportunities and greater market reach to enterprises of all kinds. Thus, despite the often unpredictable nature of doing so, the lure of growing the business by venturing overseas is too lucrative for most organizations to pass up.

But is is likely that few multinationals can claim to have the extensive global character of telecommunications provider Alcatel-Lucent. The company does about one-third of its business in Europe, one-third in North America and one-third throughout the rest of the world. Its values include respect for and embrace of all peoples and perspectives, and its corporate vision is simply: "Transforming the way the world communicates."

Alcatel-Lucent's workforce numbers 77,000 people worldwide. The global nature of the organization influences its approach to talent and how it's developed, said Jan Ginneberge, vice president of learning at Alcatel-Lucent University, who is responsible for all employee training, ranging from technology to managerial and leadership programs.

"If you're working in 130 countries and you have people from different nationalities, it's not only having a global presence, it's also having this distribution of nationalities," he explained. "If you look at the difference between us and other companies that have a global presence, you'll see that we have this global talent pool. We have 21 [corporate] universities across the globe, from Ottawa to Brazil and Sydney to Shanghai. This scope gives us enormous coverage. The distribution of our employees follows the distribution of our customers."

Under the current learning structure, all of these corporate universities report to Ginneberge, who is based at Alcatel-Lucent's headquarters in Paris. But most of them have a large degree of autonomy in terms of how they manage allotted resources and determine the development needs of employees and customers locally.

"On the one hand, we have initiatives where people in this function or that responsibility have mandatory training," Ginneberge said. "But all of our training is run in a self-service, subscription mode, where people subscribe to training online. It's essentially a decision made by employees and their managers, based on geography, function or initiative."

To deliver content to approximately 2,000 personnel around the world every day, the company relies on a combination of instructor-led training and e-learning. More than one-third of Alcatel-Lucent's employee development is delivered through virtual means, Ginneberge said.

"If you look at the hours spent in training by the employee population, a bit more than 35 percent is done online, be it individual learning or Web-conferencing format. We want to promote online learning. It has an impact on the cost of ownership, but it also has an impact on our reach. We can reach many more people through online learning because it's flexible, and we're a geographically dispersed organization."

It was not always this way. When the Belgium-educated Ginneberge first joined the organization in 1986, it was ITT. It became Alcatel shortly thereafter and grew rapidly throughout the 1990s via business expansion and a series of acquisitions. It merged with North American telecom firm Lucent Technologies in late 2006, thereby arriving at the current corporate structure.

Ginneberge himself cycled through a number of different roles in HR and talent development prior to becoming the head of Alcatel University earlier this decade.

"I have been in the same organization, but it's had different configurations," he said.

Not surprisingly, Ginneberge has faced a number of significant challenges in delivering learning as the company has grown. One of these was expanding the amount of online learning. In 2000, the company had just 7 percent of its employee-development programs online.

"We gradually moved more after building a single LMS at the former Alcatel," he said. "We were able to increase online learning to 12 percent. And just before the merger with Lucent, it was at about 22 percent. Everything was done in steps. That's our challenge: How do we include the new technologies and new ways of working in learning? We invest quite a lot to make sure people have what they need to work and learn.

"It's not just on the delivery side. The other challenges is on the receiving end. How do you get learners who are prepared to manage the times and locations of learning? That requires more discipline from learners in a classroom, who have already set a time and place aside for learning and nothing else."

Along with the constant challenge of growing e-learning, when the merger with Lucent was announced in 2006, Ginneberge was called upon to help lay the groundwork for the move. The biggest issue was time: Ginneberge and his team were tasked with bringing Alcatel's entire sales force up to speed on the new suite of products that would result.

"In two days, we trained 11,000 sales and sales support personnel on the new portfolio," he said. "That was a contribution that was very impactful."

Additionally, he moved new learning programs and processes into the unified organization. One of these is a structure of learning consultants who delve into the business to determine what learning needs exist.

"They go and listen to business issues and try to transfer them into learning solutions," Ginneberge said. "We have a contact matrix, and we're connecting with all the key players by function, region and business to make sure we get close to where their needs are. That's a key connecting point that's been proven very successful in a post-merger environment, where not everybody knows who's who. When you integrate teams, roles and responsibilities change."

Also, Ginneberge adapted an integrated talent development program for high-level employees at Alcatel for the merged company. This includes coaching, 360-degree evaluations, online business games and simulations. The efficacy of this initiative was measured by comparing a control group that wasn't developed and a group that was. Proportionally, the percentage of promotions was double in the developed group versus the undeveloped group.

Along with these formal metrics, the program has shown its value as a promotional tool for the learning organization.

"Having developed much of the talent promoted to executive level, we've got quite a number of relationships with leaders who've had a great experience with Alcatel-Lucent University," Ginneberge said. "That's clearly contributed to Alcatel-Lucent University as a brand inside the company."

At the moment, Ginneberge is focused on developing the key competencies needed to make the company run optimally and provide it with a competitive advantage. One of the proficiencies that has been identified as especially critical is project management.

"Let's say we're running large rollouts of wireless networks for customers, and one of those customers announces they'll be giving 3G service or have IPT (IP telephony] on their network," Ginneberge said. "If we want to avoid damaging the credibility of that customer, the project managers' skills in those areas are key. So now we have to qualify those project managers.

"We asked ourselves, 'How can we get the right capabilities and credibility in the company to run these large integration and IT transformation projects?' We started with a project-manager qualification track to have certified project managers and project directors who could move into the market. The first layer is PMI (Project Management Institute), but we have an internal accreditation mechanism, where we review their accomplishments, qualify them and screen them."

In addition to competencies, Ginneberge aims to improve the accessibility of learning for Alcatel-Lucent's global population of employees and customers.

"The tagline of Alcatel-Lucent is, 'Because the world is always on,'" he said. "We're going for an 'always on' learning environment for our employees. That's what we're actively working on for the second half of 2008."

This objective isn't all that surprising for an organization that places so much emphasis on having an international nature.

"The fact that we are multinational, multicultural and multilingual is very much appreciated by our customers and employees," Ginneberge said. "This mix of employees clearly brings the assets of seeing things in a different way and looking for alternatives. This global environment gives us a way of working that's different from a local company, but it's addictive. If people work for truly global companies, they want to stay in global companies."

DECENTRALISATION, EMPOWERMENT AND MANAGEMENT/ADMINISTRATON

2008-08-01T04:34:00.000-07:00

1)Decentralization refers to a structured organizational process , including organization design, that encourages decision making closer to the actual place/context/customer, This will help lead to quicker decision making and hence customers can be satisfied/served better and quicker. Delegation of authority/responsibility is a facilitating tool for decentralization to succeed.

Empowerment refers more to the creation of an organizational environment, including design of structure-policies on rewards and recognition etc, which motivates/inspires individual and teams to 'take charge' of the problem ownership/decision making/influencing process, in order to deliver superior service to the customer and other stake holders. Empowerment is not 'empowering others' but about individuals 'empowering themselves' to act.
2) A Group normally refers to a formation, which has come together not necessarily through a structured process but due to common interests etc.

A team is normally a group of people formed together, through a process, for achieving a set purpose and the team could be disbanded after that.

In that sense, a team refers to a more formal group formation

3) Management, normally, refers to the optimization of resources towards an agreed goal/target/result. Great management is about doing the things right and also doing the right things.

Administration, normally, refers to a process where a process/system/policy/procedure is 'administered'- meaning ensuring that the process/system/policy etc is followed and there is no/minimum deviation.

Goal Setting Powerful Written Goals In 7 Easy Steps! by Gene Donohue

2008-08-01T04:29:00.000-07:00

The car is packed and you're ready to go, your first ever cross-country trip. From the White Mountains of New Hampshire to the rolling hills of San Francisco, you're going to see it all.
You put the car in gear and off you go. First stop, the Baseball Hall of Fame in Cooperstown, New York.
A little while into the trip you need to check the map because you've reached an intersection you're not familiar with. You panic for a moment because you realize you've forgotten your map.
But you say the heck with it because you know where you're going. You take a right, change the radio station and keep on going. Unfortunately, you never reach your destination.
Too many of us treat goal setting the same way. We dream about where we want to go, but we don't have a map to get there.
What is a map? In essence, the written word.
What is the difference between a dream and a goal? Once again, the written word.
Goal setting however is more than simply scribbling down some ideas on a piece of paper. Our goals need to be complete and focused, much like a road map, and that is the purpose behind the rest of this article.
If you follow the 7 goal setting steps I've outlined in this article you will be well on your way to becoming an expert in building the road maps to your goals.
1. Make sure the goal you are working for is something you really want, not just something that sounds good.
I remember when I started taking baseball umpiring more seriously. I began to set my sites on the NCAA Division 1 level. Why? I knew there was no way I could get onto the road to the major leagues, so the next best thing was the highest college level. Pretty cool, right. Wrong.
Sure, when I was talking to people about my umpiring goals it sounded pretty good, and many people were quite impressed. Fortunately I began to see through my own charade.
I have been involved in youth sports for a long time. I've coached, I've been the President of leagues, I've been a treasurer and I'm currently an Assistant State Commissioner for Cal Ripken Baseball. Youth sports is where I belong, it is where my heart belongs, not on some college diamond where the only thing at stake is a high draft spot.
When setting goals it is very important to remember that your goals must be consistent with your values.
2. A goal can not contradict any of your other goals.
For example, you can't buy a $750,000 house if your income goal is only $50,000 per year. This is called non-integrated thinking and will sabotage all of the hard work you put into your goals. Non-integrated thinking can also hamper your everyday thoughts as well. We should continually strive to eliminate contradictory ideas from our thinking.
3. Develop goals in the 6 areas of life:
Family and Home
Financial and Career
Spiritual and Ethical
Physical and Health
Social and Cultural
Mental and Educational

Setting goals in each area of life will ensure a more balanced life as you begin to examine and change the fundamentals of everyday living. Setting goals in each area of life also helps in eliminating the non-integrated thinking we talked about in the 2nd step.
4. Write your goal in the positive instead of the negative.
Work for what you want, not for what you want to leave behind. Part of the reason why we write down and examine our goals is to create a set of instructions for our subconscious mind to carry out. Your subconscious mind is a very efficient tool, it can not determine right from wrong and it does not judge. It's only function is to carry out its instructions. The more positive instructions you give it, the more positive results you will get.
Thinking positively in everyday life will also help in your growth as a human being. Don't limit it to goal setting.
5. Write your goal out in complete detail.
Instead of writing "A new home," write "A 4,000 square foot contemporary with 4 bedrooms and 3 baths and a view of the mountain on 20 acres of land.
Once again we are giving the subconscious mind a detailed set of instructions to work on. The more information you give it, the more clear the final outcome becomes. The more precise the outcome, the more efficient the subconscious mind can become.
Can you close your eyes and visualize the home I described above? Walk around the house. Stand on the porch off the master bedroom and see the fog lifting off the mountain. Look down at the garden full of tomatoes, green beans and cucumbers. And off to the right is the other garden full of a mums, carnations and roses. Can you see it? So can your subconscious mind.
6. By all means, make sure your goal is high enough.
Shoot for the moon, if you miss you'll still be in the stars. Earlier I talked about my umpiring goals and how making it to the top level of college umpiring did not mix with my values. Some of you might be saying that I'm not setting my goals high enough. Not so. I still have very high goals for my umpiring career at the youth level. My ultimate goal is to be chosen to umpire a Babe Ruth World Series and to do so as a crew chief. If I never make it, everything I do to reach that goal will make me a better umpire and a better person. If I make it, but don't go as a crew chief, then I am still among the top youth umpires in the nation. Shoot for the moon!
7. This is the most important, write down your goals.
Writing down your goals creates the roadmap to your success. Although just the act of writing them down can set the process in motion, it is also extremely important to review your goals frequently. Remember, the more focused you are on your goals the more likely you are to accomplish them.
Sometimes we realize we have to revise a goal as circumstances and other goals change, much like I did with my umpiring. If you need to change a goal do not consider it a failure, consider it a victory as you had the insight to realize something was different.

So your goals are written down.
Now what?
First of all, unless someone is critical to helping you achieve your goal(s), do not freely share your goals with others. The negative attitude from friends, family and neighbors can drag you down quickly. It's very important that your self-talk (the thoughts in your head) are positive.
Reviewing your goals daily is a crucial part of your success and must become part of your routine. Each morning when you wake up read your list of goals that are written in the positive. Visualize the completed goal, see the new home, smell the leather seats in your new car, feel the cold hard cash in your hands. Then each night, right before you go to bed, repeat the process. This process will start both your subconscious and conscious mind on working towards the goal. This will also begin to replace any of the negative self-talk you may have and replace it with positive self-talk.
Every time you make a decision during the day, ask yourself this question, "Does it take me closer to, or further from my goal." If the answer is "closer to," then you've made the right decision. If the answer is "further from," well, you know what to do.
If you follow this process everyday you will be on your way to achieving unlimited success in every aspect of your life.

The difference between a goal and a dream is the written word.

HUMOR AT WORK

2008-08-01T04:26:00.000-07:00

Humor is essential at workplace, but not many are lucky to have it. In this article we are trying to suggest some pointers that can help an employee add that much-needed witty dynamism at work.
Surfing the internet will tell the employee that this trend of working just for the sake of money with disgust in heart when it comes to the work environment is one of the leading causes of attrition. But what is the solution for this? Today, even the Human Resources Department of almost all organizations takes note of the humor factor within the workplace. It’s not that in every office an employee will be allowed to play pranks on co-workers. But the fact is that humor is an important ingredient of success at the workplace. This cannot be negated. In an organization employees try do everything with a touch of humor. For example, even when CEO sends out a message, he usually uses a funny anecdote to convey it. This brings the much-needed smile on employees faces.. Almost every organization has employee initiatives that guarantee some humor in an otherwise formal work environment. In some firms they have yearly talent hunt contests, cricket and football matches and an annual party that ensures humor levels don’t slide down and making the work environment ‘wanted’.
Is there a way to usher some fun and happiness around at the workplace? Well, there is no definitive answer to this as it depends on who the employee is as a person. Humor that works in the workplace has a lot to do with attitude. Employees should be able to see humor in everyday situations. It means taking everything and everyone not quite so seriously all the time. It means having the confidence to laugh at self.
A humorous employee will always find a quiet corner in office where he can laugh about the pompousness and idiosyncrasies of superiors, and for his colleagues that is real breather. But someone like BT, who works with an investment consultant, says his music is his savior at work. It helps to stay alert and concentrate. Because his job demands a high level of concentration, all other distractions are a strict ‘no’. He further confesses that he has actually managed to smuggle at least a dozen CDs into his workplace which his micromanaging boss is yet to find out.
For others who are not music buffs like B suggests subscription to a comic strip, online games, constructive Internet surfing (some really interesting stuff) and blogging, desk Yoga, reading e-books and e-paper among others.
A humorless office is like a dark room with no window. It is true that humor is essential in every aspect of life it is a must at the workplace. It is widely believed that people with a sense of humor at their jobs, compared to those who have little or no sense of humor. Studies have shown that happy workers are more productive. Humor could help employees release tension and relax for a while. What’s more? Employees who enjoy interacting with their co-workers aren’t as likely to be distracted or absent from work. All said done while office humor is recommended but the employees must not for get of achieving their tasks as per specified schedules.
The funny Side

Suggests that your department have a bulletin board, where employees can share funny cartoon, photographs, anecdotes, amusing advertisements, and bumper stickers. And don’t let the enthusiasm take a nosedive after the first few months.
Use humor to break the ice when you’re presiding a meeting or to make your point during a discussion Remember, a good sense of humor and skilled communication always go hand in hand.
Give your co-workers funny cards and gag gifts for special occasions.
Send “Humor grams’, when you want to express appreciation. Instead of a verbal compliment, send a humorous card to the concerned person, or create a “humor gram” by writing a note and attaching a relevant cartoon.

Learning To Train

2008-08-01T04:24:00.000-07:00

Over the last decade, training has acquired a significant position in the world of competitive business. Also in the field of social development across the developed and developing countries a great amount of importance is now being given to training. As considerable emphasis is placed on human relations the scope of training is no longer restricted to developing knowledge and competencies. In fact it has now become a crucial element in providing a sound basis for modern day management. Having recognized the role of training in enhancing productivity and improving organizational functioning, many organizations, business houses, and industries have established their own in-house training departments. The business is no longer based on local environment but it is today a total global scenario. At the macro level training has become the overall national strategy for human resource development. This has enabled the growth scenario which has contributed to the economic and social progress. A lot of developing countries are enhancing their presence in the field of training to ensure the availability of young energetic and skillful workforce.

The present scenario is an urgent need for well qualified and trained trainers in the business sector. As the demand for skilled labor is on the rise so is the demand for well qualified trainers increasing. Under the given circumstances it has been found that a lot of people are deployed from their busy schedules to provide training and facilitate learning to the new trainees. Increased recognition for trainings has led to the emergence of a large number of training agencies across the spectrum. Entrepreneurs have emerged as consultants to provide and facilitate learning processes. There is today a great opportunity for all to jump the bandwagon and grow with this large consortium of training facilitators.

Training and education are both growth oriented and directed at the individual. The aim is to develop in an individual the ability and skill to face complexities of life along with the challenges. As life becomes more complicated and knotty one looks at all possible avenues to scale the ladder of growth and success. There is no dearth of definitions of trainings some of which have already been discussed in the seminar. “The aim of training is to develop potential knowledge and skills of the trainees to carry out defined tasks and responsibilities. As trainers, we are responsible for the learners learning more than imparting knowledge and ensuring that what has been learned is value addition in the job scenario. It is like a direct ration on the return on investment (ROI).

In the fast paced and highly competitive world of today, learning - knowledge, skill, attitude & experience – has acquired a new meaning and value. Learning is common to all human beings, regardless of where they live and what they pursue. Learning is a natural phenomena and we all have a desire and urge which drives us into the motions of learning processes which may be expressed or unexpressed. Learning starts soon after birth and continues unabated till death. The course that learning takes will defer from one to another as each is dependant on various factors like needs, opportunities, ability, circumstances etc. Learning therefore is a continuous process and one should never shy away from accepting a challenge towards this growth. Learning happens through structured and unstructured activities. In educational institutions, the setting is relatively formal and the activities more structured. On the other hand, the socialization process that occurs in a family setting can be viewed as along continuous process though the environment is informal and the activities are not necessarily structured. A considerable amount of learning also takes place through peer groups and other social relationships that an individual establishes and nurtures.
"The first step in life is the most important one, so take it now."

Stretched To Success

2008-08-01T04:19:00.000-07:00

Stretch assignments are the answer to effective succession planning

Key learnings:

Stretch assignments allow employees with leadership potential to ease into leadership roles by exposing them to an array of roles and responsibilities
Organisations too get to test the potential of their leadership candidates
Stretch assignment is an effective succession planning indulgence. Yet, this initiative has not got the status it deserves.

Stretch assignments are about getting employees with leadership or learning potential to expand their competencies and skills to newer, wider levels. By definition, "a Stretch assignment is one that requires a worker to take a leap beyond his comfort zone and, in the process, pick up new skills". So, with so much good to offer, why is it that most organisations are still unenthused about 'stretching' their talent? This week's mailer looks to build a strong business case for stretch assignments in the hope that revisiting its benefits will revive this initiative.

Unpopular?
A common opinion is that stretch assignments look good only on paper. Agreed such assignments are tedious to plan and execute. However, as a learning professional says, "Such assignments are more complicated organisationally than merely clicking a box in an LMS- but leadership development is a process". This rationale definitely justifies indulging in stretch assignments. After all, making leaders out of ordinary employees is not a day's job.
However, there is a valid concern that since stretch assignments are planned over months and sometimes even years, an employee might attrite mid-way leaving their succession planning in a limbo. Experts opine that this is a risk worth taking. They also believe that well-executed stretch assignments make employees feel valued and needed, giving them little reason to leave. A string of benefits Introspection: Leadership candidates in any case enjoy special treatment in terms of additional training, constant coaching or mentoring and regular feedback. As effective as these upskilling initiatives are, none of them truly assists an individual in believing in himself as a leader. However, sharing certain leadership responsibilities and challenging one's existing competencies and skills levels give an individual a true picture of his leadership potential. That aside, the minute leadership candidates become part of stretch assignments, they know they are in the 'leadership' limelight. This in itself can be quite a reassuring feeling.

Realistic feedback:

The feedback that is shared during stretch assignments is based on things actually said and done. This makes the feedback realistic. Additionally, an individual can relate to such feedback easily. Although training programmes do a good job in giving feedback based on role-plays and simulations, nothing can substitute feedback given on dabbling in real assignments.

Self-assessment:

Although individuals with leadership potential are the ones who qualify for stretch assignments, the extent to which they can take on leadership roles and the situations in which they can lead will surface during stretch assignments. Organisations know of leaders who have changed their career lines after stretch assignments.

Cost-effective:

When well-designed and executed stretch assignments provide a financial advantage, organisations get to use individuals in leadership roles without the associated costs of training and compensation. So while individuals benefit from their exposure to different developmental projects, the organisation benefits from their contribution. An organisation also gets to try out different individuals in different roles internally and this can lead to lesser recruiting expenditure as well.
While these benefits should help gather a momentum in favour of stretch assignments, their low popularity is a concern. This is especially so as most organisations are struggling to kick-start effective succession planning initiatives. Some genuine concerns for not being overly enthused about stretch assignments include:
The easy way out Organisations find it easier to push leadership candidates into training or mentoring programmes than to design separate stretch assignments for each one of them. Also, to run effective stretch assignments, organisations must have certain models and templates in place. This too is a deterrent in some cases. The good news is that these templates and models are easy to design and deploy. Moreover, once they are in place, subsequent stretch assignments can practically run on automation!

Creating buy-in:

Lack of senior leadership support is why most stretch assignments fail to see the light of the day. In most cases, it is the length of the initiative that scares the management from subscribing to it. However, once senior leaders see the value and implications of stretch assignments, their support will be more than willing. Sharing stretch assignment success stories and highlighting its benefits and talking about its cost-effectiveness can help create buy-in.

These concerns are definitely not unfounded, but the good news is, that neither are they overwhelming! Stretch assignments are a wonderful way of giving potential leaders a feel of what their roles and responsibilities would be; it also gives an organisation an opportunity to see whether they have chosen their potential leaders well. With so much in the offing, it is time organisations take that much - needed stretch!

Sleep Problem............No Problem at all !!!

2008-06-30T05:41:00.000-07:00

If you are having sleep problems, whether you are not able to fall asleep, wake up too often, don't feel well-rested when you wake up in the morning, or simply want to improve the quality and quantity of your sleep, try as many of the following techniques below as possible:

Avoid before-bed snacks, particularly grains and sugars. This will raise blood sugar and inhibit sleep. Later, when blood sugar drops too low (hypoglycemia), you might wake up and not be able to fall back asleep.
Sleep in complete darkness or as close as possible. If there is even the tiniest bit of light in the room it can disrupt your circadian rhythm and your pineal gland's production of melatonin and serotonin. There also should be as little light in the bathroom as possible if you get up in the middle of the night. Please whatever you do, keep the light off when you go to the bathroom at night. As soon as you turn on that light you will for that night immediately cease all production of the important sleep aid melatonin.
No TV right before bed. Even better, get the TV out of the bedroom or even out of the house, completely. It is too stimulating to the brain and it will take longer to fall asleep. Also disruptive of pineal gland function for the same reason as above.
Wear socks to bed. Due to the fact that they have the poorest circulation, the feet often feel cold before the rest of the body. A study has shown that this reduces night waking
Read something spiritual or religious. This will help to relax. Don't read anything stimulating, such as a mystery or suspense novel, as this may have the opposite effect. In addition, if you are really enjoying a suspenseful book, you might wind up unintentionally reading for hours, instead of going to sleep.
Avoid using loud alarm clocks. It is very stressful on the body to be awoken suddenly. If you are regularly getting enough sleep, they should be unnecessary. I gave up my alarm clock years ago and now use a sun alarm clock. Combining the features of a traditional alarm clock (digital display, AM/FM radio, beeper, snooze button, etc) with a special built-in light that gradually increases in intensity, this amazing clock simulates a natural sunrise. It also includes a sunset feature where the light fades to darkness over time - ideal for anyone who has trouble falling asleep.
Journaling. If you often lay in bed with your mind racing, it might be helpful keep a journal and write down your thoughts before bed. Personally, I have been doing this for 15 years, but prefer to do it in the morning when my brain is functioning at its peak and my cholesterol levels are high.
Melatonin and its precursors. If behavioral changes do not work, it may be possible to improve sleep by supplementing with the hormone melatonin. However, I would exercise extreme caution in using it, and only as a last resort, as it is a powerful hormone. Ideally it is best to increase levels naturally with exposure to bright sunlight in the daytime (along with full spectrum fluorescent bulbs in the winter) and absolute complete darkness at night. One should get blackout drapes so no light is coming in from the outside. One can also use one of melatonin's precursors, L-tryptophan or 5-hydroxytryptophan (5-HTP). L-tryptophan is the safest and my preference, but must be obtained by prescription only. However, don't be afraid or intimidated by its prescription status. It is just a simple amino acid.
Get to bed as early as possible. Our systems, particularly the adrenals, do a majority of their recharging or recovering during the hours of 11 p.m. and 1 a.m. In addition, your gallbladder dumps toxins during this same period. If you are awake, the toxins back up into the liver which then secondarily back up into your entire system and cause further disruption of your health. Prior to the widespread use of electricity, people would go to bed shortly after sundown, as most animals do, and which nature intended for humans as well.
Check your bedroom for electro-magnetic fields (EMFs). These can disrupt the pineal gland and the production of melatonin and serotonin, and may have other negative effects as well. To purchase a gauss meter to measure EMFs try Cutcat at 800-497-9516. They have a model for around $40. One doctor even recommends that people pull their circuit breaker before bed to kill all power in the house (Dr. Herbert Ross, author of "Sleep Disorders").
Keep the temperature in the bedroom no higher than 70 degrees F. Many people keep their homes and particularly the upstairs bedrooms too hot.
Eat a high-protein snack several hours before bed. This can provide the L-tryptophan need to produce melatonin and serotonin.
Also eat a small piece of fruit. This can help the tryptophan cross the blood-brain barrier.
Reduce or avoid as many drugs as possible. Many medications, both prescription and over-the-counter may have effects on sleep. In most cases, the condition, which caused the drugs to be taken in the first place, can be addressed by following the guidelines elsewhere on this web site.
Avoid caffeine. A recent study showed that in some people, caffeine is not metabolized efficiently and therefore they can feel the effects long after consuming it. So an afternoon cup of coffee (or even tea) will keep some people from falling asleep. Also, some medications, particularly diet pills contain caffeine.
Alarm clocks and other electrical devices. If these devices must be used, keep them as far away from the bed as possible, preferably at least 3 feet.
Avoid alcohol. Although alcohol will make people drowsy, the effect is short lived and people will often wake up several hours later, unable to fall back asleep. Alcohol will also keep you from falling into the deeper stages of sleep, where the body does most of its healing.
Lose weight. Being overweight can increase the risk of sleep apnea, which will prevent a restful night’s sleep.
Avoid foods that you may be sensitive to. This is particularly true for dairy and wheat products, as they may have effect on sleep, such as causing apnea, excess congestion, gastrointestinal upset, and gas, among others.
Don't drink any fluids within 2 hours of going to bed. This will reduce the likelihood of needing to get up and go to the bathroom or at least minimize the frequency.
Take a hot bath, shower or sauna before bed. When body temperature is raised in the late evening, it will fall at bedtime, facilitating sleep,
Remove the clock from view. It will only add to your worry when constantly staring at it... 2 a.m. ...3 a.m. ... 4:30 a.m. ...
Keep your bed for sleeping. If you are used to watching TV or doing work in bed, you may find it harder to relax and to think of the bed as a place to sleep.
Have your adrenals checked by a good natural medicine clinician. Scientists have found that insomnia may be caused by adrenal stress (Journal of Clinical Endocrinology & Metabolism, August 2001; 86:3787-3794).
If you are menopausal or per menopausal, get checked out by a good natural medicine physician. The hormonal changes at this time may cause problems if not properly addressed.
Don't change your bedtime. You should go to bed, and wake up, at the same times each day, even on the weekends. This will help your body to get into a sleep rhythm and make it easier to fall asleep and get up in the morning.
Make certain you are exercising regularly. Exercising for at least 30 minutes everyday can help you fall asleep. However, don’t exercises too close to bedtime or it may keep you awake? Studies show exercising in the morning is the best if you can do it.
Establish a bedtime routine. This could include meditation, deep breathing, using a massage from your partner. The key is to find something that makes you feel relaxed, then repeat it each night to help you release the day's tensions.
Go to the bathroom right before bed. This will reduce the chances that you'll wake up to go in the middle of the night.
Wear an eye mask to block out light. As said above, it is very important to sleep in as close to complete darkness as possible. That said, it's not always easy to block out every stream of light using curtains, blinds or drapes, particularly if you live in an urban area (or if your spouse has a different schedule than you do). In these cases, an eye mask can help to block out the remaining light.
Put your work away at least one hour (but preferably two or more) before bed. This will give your mind a chance to unwind so you can go to sleep feeling calm, not hyped up or anxious about tomorrow's deadlines.

Simple and Effective Time Management Tips

2008-06-16T03:32:00.000-07:00

I have pooled few Time Management Tips which I thought would be useful at least to few..

1.One task at a time: Never indulge in another activity while doing something. If you are having meal, enjoy it but not while conversing with others.

2.Never indulge in loose talk: Yes, many of us waste our time in loose talk. No more self-adulation, whining or demeaning others. These things take way our valuable time.

3.Stick to your time: Time is like money. If you want to perform something, then try doing it in limit.

4.Assessment: If you think, commuting to your office takes fifty minutes, then add ten minutes extra to it. It saves you from other commitment.

5.Priority: Always try to complete the most important task on hand

6.Delegate: If there are tasks that can be done by others, please seek their help. This may save your time. However, do not forget to thank your collaborators.

7. Practice: Time management comes by practice. It is a habit. If you adopt it forever, you may gain immense prosperity.

8.Find out where you're wasting time : Many of us are prey to time-wasters that steal time we could be using much more productively. What are your time-bandits? Do you spend too much time 'Net surfing, reading email, or making personal calls? Tracking Daily Activities explains how to track your activities so you can form a accurate picture of what you actually do

9.Create time management goals : Remember, the focus of time management is actually changing your behaviors, not changing time. A good place to start is by eliminating your personal time-wasters. For one week, for example, set a goal that you're not going to take personal phone calls while you're working.

10. Implement a time management plan: The objective is to change your behaviors over time to achieve whatever general goal you've set for yourself, such as increasing your productivity or decreasing your stress. So you need to not only set your specific goals, but track them over time to see whether or not you're accomplishing them.

Staffing & Directing

2008-06-16T03:30:00.000-07:00

In private sector Merit pay or a merit raise is any salary increase the firm awards to an individual employee based on his or her individual performance. It is different from a bonus in that it usually becomes part of the employee’s base salary, whereas a bonus is a one time payment. Although the term merit pay can apply to the incentive raises given to any employee – exempt or nonexempt, office or factory, management or non-management – the term is more often used for white collar employees and particularly professional, office, and clerical employees.

Government personnel include elected officials, appointees, and professionals or “civil servants”. Professionals are usually covered by some kind of merit system, which is set of procedures for hiring, promoting and discharging employees based upon professional rather than political criteria. Appointees generally serve at the pleasure of an elected official, or are appointed for affixed term. Elected officials may or may not be legally limited to one or two terms. Relationships among these three groups are sometimes difficult. Elected officials and their appointees have objectives which may be thwarted by a civil service resentful of change. On the other hand, civil servants object to “political” appointees with little technical knowledge of an agency’s activities.

Staffing governmental agencies has three major difficulties. First, existing merit system staff, because of merit system rules, cannot simply be replaced, so officials can only install “their” people in non merit “slots” generally at the highest levels of an agency. Second, recruitment of new staff must follow detailed procedures, established to prevent favoritism. Often, competitive examinations are required, and / or applicants may be screened by a separate personnel agency. Third salary levels in government are usually below comparable salaries in the private sector, so top quality people are hard to recruit. This is less true in the federal government than in state ad local governments but at the highest levels of management, even in the federal government, pay is lower than in the private sector.

The contingency theory of leadership – the idea that the correct leadership style depends upon the characteristics of the leader, the subordinate, and the situation applies to public as well as private organizations. The situation in government, however, is often (although not always) characterized by routine performance of highly structural tasks in an environment of strict rules and regulations. Partly because of this situation, the people attracted to government service tend to be motivated more by security than by the need to innovate. Thus, the prevalent leadership style in public organizations is directive rather than permissive.

Government employees must be motivated almost entirely without financial incentives, because salaries and promotion are subject to strict procedural controls. Bonus system is almost never possible. Thus employees must be either self-motivated through achievement, affiliation, or power rewards inherent in the job or motivated with non-financial rewards such as praise or increased responsibility. Herzberg’s job enrichment concept may prove to be very useful in government although the steep hierarchy and detailed procedural controls often found in government bureaucracies make job enrichment problematic.

The growing movement toward unionizing merit system employees in government adds a countervailing bureaucracy to existing bureaucratic problems. Although unionization could lead to higher salaries for government workers, thus making recruiting easier, it will not ease the structural rigidities of government bureaucracy on the contrary, it will probably intensify them.

One promising development, however, is productivity bargaining in which public employees agree to new, more efficient production technologies or increased output in exchange for higher wages or better fringe benefits. Productivity bargaining is most applicable in the delivery of services such as garbage collection, road maintenance, rapid transit, and police and fire protection, where measurements of output per unit is clear cut. It has been most widely used by municipal governments.

Treating alcoholism as a performance issue

2008-06-16T03:28:00.000-07:00

For some reason alcoholism does not draw too much attention, especially at work places
But research shows that alcohol-related issues are as serious as other substance-abuse cases
If organisations were to fire employees for alcohol-related problems, they would probably end up firing one in ten people ! Although the issue still does not receive too much attention, it's surprising that almost 75 percent of moderate to heavy drinkers are employed either full time or part time. That aside, alcohol-related problems cost the business world nearly USD 80 million and 500 million work hours annually. With such alarming figures, it is a surprise why most organisations do little about it.

Addressing the issue?
Firing an employee is a short-term solution as it does not address the behaviour. Ignoring the issue till an individual "minds his own business and does not become a nuisance" is again not a way to deal with it. On the contrary, doing so only perpetuates the offence. However, these are popular ways of dealing with alcoholism at work. Experts now recommend a professional way of dealing with alcoholism at work. They believe that treating it as a job-performance issue can make a better impact. Also, since managers are not trained to deal with alcoholism, it makes sense to categorise it under issues that managers deal with regularly. As one expert rightly says, "Managers cannot identify the problem, even if they are sure, because that would mean they are making a diagnosis, and they are not qualified to do that." Moreover, addressing alcoholism as a performance issue helps avoid litigation.

Under the garb of performance
The only time when managers bother is when their top performers are reported for alcoholism. However, dealing with alcoholism as a performance issue applies to every employee in the organisation regardless of their current performance ratings. Also, just as with other performance issues, alcohol-related problems must be addressed as soon as they occur. As the director of a substance-abuse counselling services agency says, "The worst thing you can do is look away." So now that it is agreed that treating alcohol-related matters as job performance issues is the appropriate way out, what should it constitute?
Managers are advised to use a progressive approach in dealing with performance matters. A similar approach is recommended for addressing alcohol-related issues where one of the first steps involves documenting employees' performance problems. Step two is when the manager schedules a meeting to discuss employees' problematic performance. Ideally, the manager should begin with a couple of informal chats and then move on to scheduling formal discussions. These discussions should include sharing performance observations, a bit of career counselling and if needed sounding the employee on repercussions. If an employee fails to respond upto this stage, the next step in the progressive approach includes taking disciplinary action. "If their performance deteriorates, then whatever human-resources that are in place for discipline or removal from the job should be applied," says Dr. Eric Goplerud, director of a medical centre that runs a programme to treat alcoholism.
An important angle
Besides sharing observations, the initial discussions should include suggestions and resources the individual can employ easily to tackle his problems. In most cases, alcoholism is not related to career or work problems but arises from personal or social issues. Therefore, supporting an employee to address personal issues translating into poor performance is the only permanent way of tackling alcoholism. But offering assistance is one thing; getting employees to take it up is another challenge altogether!
According to experts, what helps is threatening employees with deadlines to improve performance. Ironically, the "better do it or else" approach to disciplining employees has earned flak, but it has a high success rate in addressing alcoholic-related problems. Organisations can also implement Employee Assistance Programmes. These programmes have medical experts and counsellors who are qualified to detect and treat alcohol and substance-abuse cases. Additionally, a few other measures include: asking employees to attend regular seminars on the ill-effects of alcohol and substance abuse, circulating newsletters and case studies and asking managers to talk about it every once in a while.
The feel-good benefit
An employer who invests in diagnosing and treating alcohol- related problems saves huge amounts in health-care costs. According to a survey, "treating employees with alcohol problems yields a 215 percent return on investments in health-care savings for employers." That aside, an employee who puts his act together will enjoy better interpersonal relations, morale and confidence. This has a positive percolating impact on overall employee morale and work place relationships.
Work place violence, substance-abuse and other equally alarming issues are getting addressed aggressively. For some reason, however, alcoholism is treated as a less dangerous vice though evidence suggests otherwise. There has to be some noise about alcoholism, more than what is already being made. Put simply, alcoholism should be treated as a major performance issue, and managers must be made responsible for addressing it.

Twenty Dumb Things Organizations Do to Mess up Their Relationship with People

2008-06-16T03:21:00.000-07:00

Even the best organizations periodically make mistakes in dealing with people. They mess up their opportunity to create effective, successful, positive employee relations.
They treat people like children and then ask why people fail so frequently to live up to their expectations. Managers apply different rules to different employees and wonder why workplace negativity is so high. People work hard and infrequently receive positive feedback.
At the same time, many organizations invest untold energy in actions that ensure employees are unhappy. They ensure ineffective employee relations results. As an example, one of the most important current trends in organizations is increasing employee involvement and input.
Teams allow people to achieve things far beyond our own individual ability. But teamwork also requires powerful motivation for people to put the good of the group ahead of their own self interest.
Pull these workplace trends together and it is no wonder that the Dilbert cartoon is perennially popular. Consider that Scott Adams, the strip’s creator, will never run out of material because, despite what organizations want – or say they want - they often fail to:

· retain valued employees,

· develop empowered people working together to serve the best interests of the organization, and

· create an environment in which each employee contributes all of their talents and skills to the success of organizational goals.

The next time you are confronted with any of the following proposed actions, ask yourself this question. Is the action likely to create the result, for powerfully motivating employee relations, that you want to create?
Twenty Dumb Mistakes Employers Make
Here are the twenty dumb mistakes organizations make to mess up their relationships with the people they employ:

Add another level of hierarchy because people aren’t doing what you want them to do. (More watchers get results!)
Appraise the performance of individuals and provide bonuses for the performance of individuals and complain that you cannot get your staff working as a team.
Add inspectors and multiple audits because you don’t trust people’s work to meet standards.
Fail to create standards and give people clear expectations so they know what they are supposed to do, and wonder why they fail.
Create hierarchical, permission steps and other roadblocks that teach people quickly their ideas are subject to veto and wonder why no one has any suggestions for improvement. (Make people beg for money!)
Ask people for their opinions, ideas, and continuous improvement suggestions, and fail to implement their suggestions or empower them to do so. Better? Don’t even provide feedback about whether the idea was considered.
Make a decision and then ask people for their input as if their feedback mattered.
Find a few people breaking rules and company policies and chide everybody at company meetings rather than dealing directly with the rule breakers. Better? Make everyone wonder "who" the bad guy is.
Make up new rules for everyone to follow as a means to address the failings of a few.
Provide recognition in expected patterns so that what started as a great idea quickly becomes entitlement.
(As an example, buy Friday lunch when production goals are met. Wait until people start asking you for the money if they cannot attend the lunch!)
Treat people as if they are untrustworthy - watch them, track them, admonish them for every slight failing - because a few people are untrustworthy.
Fail to address behavior and actions of people that are inconsistent with stated and published organizational expectations and policies.. (Better yet, let non-conformance go on until you are out of patience; then ambush the next offender with a disciplinary action!)
When managers complain they cannot get to all of their reviews because they have too many directly reporting staff members, hire more supervisors to do reviews. (Fail to recognize that an hour per quarter per person invested in development is the manager’s most important job.)
Create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs.
Conversely, have so few policies, that employees feel as if they reside in a free-for-all environment of favoritism and unfair treatment.
Make every task a priority. People will soon believe there are no priorities. More importantly, they will never feel as if they have accomplished a complete task or goal.
Schedule daily emergencies that prove to be false. This will ensure employees don't know what to do, or are, minimally, jaded about responding when you have a true customer emergency.
Ask employees to change the way they are doing something without providing a picture of what you are attempting to accomplish with the change. Label them "resisters" and send them to change management training when they don't immediately hop on the train.
Expect that people learn by doing everything perfectly the first time rather than recognizing that learning occurs most frequently in failure.
Letting a person fail when you had information that he did not, which he might have used to make a different decision.

These various ingredients add up to a recipe for disaster if you want to be the employer of choice in the next decade.

Unlock Employee Motivation through Personality Testing

2008-06-16T03:20:00.000-07:00

Remember that really smart co-worker, the one who had so many answers he could run the company, but who put in minimal effort and seemed unconcerned with promotions? Or your boss who had brilliant ideas for product improvements, but couldn't motivate direct reports to get anything done? Personality testing might have unearthed the key to unlock their motivation and prompt the performance you knew they were capable of.

We have all seen people who know could be wildly successful, if they just tried harder or were better fit for their roles. Or people whose inability to maintain positive working relationships undermined their other contributions. What explains these strange gaps in performance? Can we know in advance who will best "fit" the job at hand and what motivates them to succeed?

Actually, yes. Decades of research shows a lot of what motivates people is inside them. While money, opportunities for growth and good leadership all matter for employee motivation, a big piece of motivation is based on a person's character or personality. For better or for worse, we are who we are, and our personality tends to be stable over time and across situations. This consistency in people creates an opportunity for organizations. By assessing personality characteristics in job candidates, employers can predict their motivation and make better informed hiring decisions.

Sounds good in theory, but does it really work? PreVisor's 2007 Business Outcomes Report indicates pre-employment personality tests, when implemented and used effectively, predict key performance outcomes and improve organizational effectiveness. For example, when Starwood Hotels redesigned its hiring solution to include personality testing for the right attitude, it saw a two and a half times increase in performance for one customer facing role. A nationwide auto-parts distributor showed retention improved more than 80 percent for high-scoring candidates. Among warehouse associates taking a customized job-fit test, 43 percent of those who scored high remained on the job after 90 days, whereas only 23 percent of those who scored low on the assessment were retained. Higher retention leads to reduced costs, higher productivity and better organizational performance.

What is Motivation, Anyway?
We hear about motivation all of the time - in school, at work, in sports, in the context of motivational speaking. However, it is curiously difficult to pin down exactly what motivation is and how it works. While it has many definitions among scientists, motivation boils down to wanting something to be different.

Motivation is an energizing, mobilizing force related to striving toward goals and satisfying needs - everything from food to sex to self-esteem. From an employee perspective, this means work is the environment where they strive toward and achieve many of life's goals. Motivation can lead people to work hard and manage their interactions with others. On the other hand, a lack of motivation can lead to carelessness and callousness at work. A recent Career Builder survey found 32 percent of workers called in sick with fake excuses in the past 12 months, which is hardly a ringing endorsement of strong work ethic or job satisfaction.

From the employer's perspective, employee motivation impacts performance. Scientists describe performance as a function of a person's ability and motivation:

a) Ability or "can-do" is based largely on general cognitive ability or intelligence. Cognitive ability contributes to acquisition of job skills and knowledge through experience. Tests of these areas predict job performance.

b) Motivation or "will-do" is driven mainly by personality. Personality describes a person's disposition, interests and recurring behavior patterns.

Both ability and motivation are necessary for successful performance. By testing for personality, we can measure an important determinant of talent and success, one that is often overlooked in hiring processes that emphasize only technical skills, learning ability or past achievements.

As a key predictor of success in many people-facing roles, personality is particularly important in management and senior leadership positions, where one individual can have a strong impact on the whole organization.

PreVisor's 2007 Business Outcomes Report showed senior leaders who scored high on director/senior manager assessment - which assesses both ability and motivation factors - were promoted at a 30 percent faster rate than those who scored poorly.

The Maze of Employment Testing
Employment testing combines the power of science and technology to help organizations make better informed hiring decisions. Professionally developed tests are routinely used during the hiring process to measure candidates' job skills, technical knowledge, learning ability and motivation. The value proposition underlying scientific hiring practices is: Individual performance drives organizational performance.

"It is important to remember that job success almost always depends on several different kinds of performance," said Dr. Charles Handler, founder and president of Rocket-Hire, a consultancy specializing in online screening and assessments. "For example, an employee who is very good at customer service will be of little value if her or she frequently misses work. You can measure these traits by combining assessment tools that predict different types of job performance. For instance, combining a personality test with an ability test can increase the overall predictive ability of your selection system by a significant amount."

Personality Testing: Science or Alchemy?
Personality testing is a decades-old application of behavioral science undergoing a renaissance among both employers and researchers due to improvements in technology and a deeper understanding of its potential value. At its best, personality testing reliably predicts on-the-job performance. At its worst, companies may use poorly researched but well-marketed personality testing tools or use good tools (e.g., designed for team building) for the wrong thing (e.g., hiring). Only by carefully aligning testing programs with hiring needs will employers maximize prediction and ROI.

Scientists have known or suspected for some 30 years there are just five major dimensions of personality, called the Big 5 factors of personality.

a) Openness: Appreciation for creativity, adventure, unusual ideas and variety of experience.

b) Conscientiousness: A tendency to plan rather than be spontaneous, to show self- discipline, caution and to seek achievement.

c) Extraversion: The tendency to seek stimulation and the company of others, energy, positive emotions.

d) Agreeableness: A tendency to be pleasant and accommodating in social situations.

e) Neuroticism: The ongoing tendency to experience negative emotional states.

Within these broad factors, additional characteristics can be tested, such as dependability, a part of conscientiousness, and stress tolerance, a part of neuroticism.

The effective use of personality testing in the hiring process can lead to a workforce that is more motivated, more disciplined and better with customers.

For example, a major high-end retailer needed help hiring managers and staff whose personal motivation was to sell, not steal. Sales locations staffed with associates who scored high on a conscientiousness assessment experienced less shrinkage - almost $50,000 less per year - than other locations. Across the chain's 1,500-plus stores nationwide, this translated into nearly a $78 million difference in annual shrinkage.

"It is important to choose assessment tools that predict the various kinds of performance that are most critical to the job," Dr. Handler said. "As a general rule, it is good to focus on having assessment tools that predict both what candidates 'can do' and what they 'will do.' This usually means having a mix of assessment tools that measure hard skills, such as knowledge and problem-solving ability, as well as soft skills, such as reliability and customer service."

Uncovering the Research
Research clearly indicates personality testing in the hiring process works best and is most predictive when job requirements are well understood and characteristics most valuable to performance are assessed. How do we know which combination of characteristics will be most useful?

In a 2007 "Aha! Report," Dr. Wendell Williams wrote, "There are hosts of personality tests on the market, all claiming to be helpful in making hiring decisions. But before hiring and recruiting professionals commit to using personality tests, they need to understand the difference between causation and correlation. In other words, does a good personality score really indicate good performance?"

Causation means one thing causes another to happen. Throw chalk at the class bully, and you can expect to be punished. The stimulus causes the punishment.

Correlation means two things tend to occur at the same time, but one does not cause the other. Pocket protectors and mathematical ability are correlated or co-related, but having a pocket protector does not cause someone to be a math whiz. This is very important to know when using a personality test to hire someone.

In the real world, this translates into organizations finding people who not only have the necessary skills or abilities to do the job, but who really want to do the job under required conditions. Imagine two equally experienced sales manager candidates - same number of years in the field, same ability to create pricing models or presentations - but one of them scores high in agreeableness, while the other is Attila the Hun. Because of the criticality of people skills in this role, this difference in personalities likely would impact the performance of the sales organization. One manager may motivate the sales team and negotiate successfully with clients, while the other may terrorize everyone into submission or quitting.

If you are looking for the magic formula for hiring success, look to the science of assessment to help uncover the personalities of your future workforce. It will not only give you insight into their motivation, you also will be able to measure the dollar impact of better performance on your company's bottom line.

What Employees Want for 2008: A New Boss!

2008-06-16T03:17:00.000-07:00

Survey Highlights Managers' Roles in Job Satisfaction By Tom Musbach, Yahoo! HotJobs

Is your boss driving you to consider looking for a different job? If so, you're not alone, as 43% of workers in a recent survey said a dislike of their boss' performance would be a main reason for taking a new job in 2008.

According to the Yahoo! HotJobs annual job satisfaction survey, more than 7 in 10 workers are open to landing a new job in 2008. After discontent with a supervisor, the next two reasons cited for making a move are higher salary (36%) and more growth potential (34%).

"It's clear from the survey that employers need to pay attention to the boss-employee dynamic if they want to retain talented workers," said Susan Vobejda, vice president of marketing for Yahoo! HotJobs. "In addition to factors like salary, competitive benefits, and good work-life balance, employees equate job satisfaction with knowing that their contributions are recognized and valued by their managers." In fact, 55% of the survey respondents agreed with the statement, "People don't leave companies; they leave managers."

Better Boss Relations in Three Steps

If you are unhappy with a boss, quitting your job may not be necessary. Experts recommend that you first try a strategy that involves self-reflection and discussion. Examine the situation. "Try hard to determine the reason for your unhappiness with the boss," says career coach Julie Jansen, author of "You Want Me to Work with Who?" The difficulty, for example, may be due to differences in expectations, communication style, or values. Talk it over. Meet with your boss to discuss your concerns and how they may be affecting your productivity. "Be wary of saying things such as, 'You always do this,'" Jansen says. "Instead say, 'When you dump a group of folders on my desk and tell me that you need the work done by 5 p.m., I feel discounted and that you aren't aware of the other projects that I'm working on. May we try to prioritize my work more regularly?'" Allow time for change. Jansen adds, "Realize that you always have to try harder than your boss does to get along. It's not fair, but neither is life!"

You Are the Driver

The important thing to remember is that you are in the driver's seat when it comes to your job satisfaction, reminds J.T. O'Donnell, career development specialist and author of "Find Your Career Path." She recommends challenging yourself with the following questions before confronting a bad manager: What have you done to effectively "manage up" and create a relationship that is strong and effective? While you are frustrated and critical of your manager, are you also prepared to step up and show how it should be done?

Change Could Do You Good If you decide you'll be happier changing jobs, Richard Phillips of Advantage Career Solutions advises a three-step plan. Be clear about the reasons. "Vague generalizations about 'satisfaction' won't provide enough motivation to carry you through the work of actually making a change," he says. Develop a vision. Your vision should be what you want your work life to look like in the future. "This will serve as a guide and inspiration after you've made the change." Identify a step you can take. "Getting started is the hardest part," Phillips concludes. "After that, take small steps toward your goal; change seldom happens overnight."

Alphabet of Happiness.....

2008-06-16T03:12:00.000-07:00

A--Accept
Accept others for who they are and for the choices they've made even if you have difficulty understanding their beliefs, motives, or actions.
B-- Break Away
Break away from everything that stands in the way of what you hope to accomplish with your life.
C--Create
Create a family of friends whom you can share your hopes, dreams, sorrows, and happiness with.
D--Decide
Decide that you'll be successful and happy come what may, and good things will find you. The roadblocks are only minor obstacles along the way.
E-- Explore
Explore and experiment. The world has much to offer, and you have much to give. And every time you try something new, you'll learn more about yourself.
F-- Forgive
Forgive and forget. Grudges only weigh you down and inspire unhappiness and grief. Soar above it, and remember that everyone makes mistakes.
G--Grow
Leave the childhood monsters behind. They can no longer hurt you or stand in your way.
H--Hope
Hope for the best and never forget that anything is possible as long as you remain dedicated to the task.
I-- Ignore
Ignore the negative voice inside your head. Focus instead on your goals and remember your accomplishments. Your past success is only a small inkling of what the future holds.
J--Journey
Journey to new worlds, new possibilities, by remaining open-minded. Try to learn something new every day, and you'll grow.
K--Know
Know that no matter how bad things seem, they'll always get better. The warmth of spring always follows the harshest winter.
L--Love
Let love fill your heart instead of hate. When hate is in your heart, there's room for nothing else, but when love is in your heart, there's room for endless happiness.
M--Manage
Manage your time and your expenses wisely, and you'll suffer less stress and worry. Then you'll be able to focus on the important things in life.
N--Notice
Never ignore the poor, infirm, helpless, weak, or suffering. Offer your assistance when possible, and always your kindness and understanding.
O--Open
Open your eyes and take in all the beauty around you. Even during the worst of times, there's still much to be thankful for.
P--Play
Never forget to have fun along the way. Success means nothing without happiness.
Q--Question
Ask many questions, because you're here to learn.
R--Relax
Refuse to let worry and stress rule your life, and remember that things always have a way of working out in the end.
S--Share
Share your talent, skills, knowledge, and time with others. Everything that you invest in others will return to you many times over.
T--Try
Even when your dreams seem impossible to reach, try anyway. You'll be amazed by what you can accomplish.
U--Use
Use your gifts to your best ability. Talent that's wasted has no value. Talent that's used will bring unexpected rewards.
V--Value
Value the friends and family members who've supported and encouraged you, and be there for them as well.
W--Work
Work hard every day to be the best person you can be, but never feel guilty if you fall short of your goals. Every sunrise offers a second chance.
X--X-Ray
Look deep inside the hearts of those around you and you'll see the goodness and beauty within.
Y--Yield
Yield to commitment. If you stay on track and remain dedicated, you'll find success at the end of the road.
Z--Zoom
Zoom to a happy place when bad memories or sorrow rears its ugly head. Let nothing interfere with your goals. Instead, focus on your abilities, your dreams, and a brighter tomorrow.

Assessing Corporate Culture

2008-06-16T03:11:00.000-07:00

As a career coach, I've occasionally had clients come back to me for redirection after several months on the job. Often the all-too-perfect role turns sour because of the corporate culture and/or internal politics.

Most ask how they can assess these factors ahead of time. Although culture is intangible, there are a few things potential candidates can do to get a read on the environment before they say 'yes'.

Before we begin, let's just step back for a minute and discuss what culture is and why it's important.

What is corporate culture? At its most basic, corporate culture can be described as an organization's personality and the shared idea of 'how things are done around here'. Corporate culture is a broad term and guides how employees think, act, feel, and behave. It describes the unique beliefs and behavior of a company and includes the organization's core values, mission, ethics, and rules of behavior.

Why is corporate culture important? Culture is important because it affects the hours you work, how people interact with each other (or don't), how people dress, benefits offered to employees (flextime, telecommuting, etc), office layout, training, and professional development. As you can see, culture affects just about everything that relates to your work. So how do you assess the true culture of a potential employer?

The first step toward determining whether you will be a good match for a company is to know yourself and know what matters most to you (your values). You have to be crystal clear about what you are seeking from each role and each company. Are you seeking intellectual stimulation, a family-friendly environment, a social outlet, or work-life balance?

The next step is to use the job interview - and your networking interviews - to determine if the employer's work environment is aligned with your core values. Working at a company whose value system does not match your own (understaffed, unethical, non-philanthropic) can leave you feeling unfulfilled. During your networking and/or interviewing, be sure to ask demanding questions of the prospective employer.

Here are some sample questions:

1. What three words or phrases would you use to describe the company/department culture?
Pay attention to the adjectives that are used to see if they fit with your values.

2. Does the company have a stated set of cultural values?
Often, a mission statement is a good place to start to gather insights in this area.

3. Can you describe the environment here?
Pay attention to the words used and the aspects of the work environment the employer mentions, such as camaraderie, career-development opportunities, and work-life initiatives.

4. What is the company's attitude toward educational and professional development?
Does the company place a value on lifelong learning and advancement?

5. What type of employee achievements are recognized by the employer?
Pay attention to what the company values, and whether any special awards are given for outstanding customer service, sales, etc.

6. What type of sponsorships or philanthropic activities does the company participate in?
Does the company partner with United Way, or support programs such as Take Our Daughters and Sons to Work Day? Do company employees volunteer for local charities?

Another great way to assess corporate culture is to pay attention to details as you walk around the office during your interviews. Reflect on things you notice, including:

a) How were you treated during the interviews? Were people on time?
b) Were there key phrases the interviewers used frequently that would give you a clue as to what the company values/does not value?
c) How prepared were the interviewers? Had they seen your resume?
d) Do people look happy and appear to be having fun?
e) Do senior management members sit with everyone else or do they have fancy lush offices?
f) Does the office layout promote collaboration between departments?
g) Are people eating lunch at their desk alone, or in groups in a cafeteria?

Finding the right culture is key to your career success. Think about your impressions of the corporate culture during your networking and interviewing, and capture your thoughts afterward. Pay attention to your intuition: if you have a bad feeling, it might be best to decline further interviews and/or an offer.

Building a Management Structure

2008-06-16T03:10:00.000-07:00

The first concern in building a management structure is the requirements it has to satisfy. What are its typical stresses and strains? What performance does it have to be capable of?
There are three major answers to these questions.
It must be organization for business performance. This is the end which all activities in the enterprise serve. Indeed, organization can be likened to a transmission that converts all activities into the one “drive”, that is, business performance. Organization is the more efficient the more “direct” and simple it is, that is, the less it has to change the speed and direction of individual activities to make them result in business performance. The largest number of managers should perform as businessmen rather as bureaucrats, should be tested business performance and results rather than primarily by standards of administrative skill or professional competence.
Organization structure must not direct efforts toward the wrong performance. It must not encourage manager to give major attention to the old and easy but tired products and business while slighting the new and growing, though perhaps difficult, products. It must discourage the tendency to allow unprofitable products and businesses to ride on the coat tails of the profitable lines. It must, in brief, make for willingness and ability to work for the future rather than rest on the achievements of the past, and to strive for growth rather than to put on fat.
Hardly less important is the requirement that the organization structure contains the least possible number of management levels, and forge the shortest possible chain of command.
Every additional level makes the attainment of common direction and mutual understanding more difficult. Every additional level distorts objectives and misdirects attention. Every link in the chain sets up additional stresses, and creates one more source of inertia, friction and slack.
Above all, especially in the big business, every additional level adds to the difficulty of developing tomorrow’s managers, both by adding to the time it takes to come up from the bottom and by making specialists rather than managers out of the men moving up through the chain.
In several large companies there are today as many as twelve levels between first-line supervisor and company president. Assuming that a man gets appointed supervisor at age twenty-five, and that he spends only five years on each intervening level both exceedingly optimistic assumptions he would be eighty-five before he could even be considered for the company’s presidency. And the usual cure a special promotion ladder for hand-picked young “geniuses” or “crown princes” is worse than the disease.
The growth of levels is a serious problem for any enterprise, no matter how organized. For levels are like tree rings; they grow by themselves with age. It is an insidious process, and one that cannot be completely prevented.
Here, for instance, is Alfred Smith, fairly competent as a plant manager but hardly good enough to be promoted. Under him, however, is Tom Brown, first-rate and “raring to go” – but where? He cannot be promoted around Smith – there is no job even if the company were willing to let him leap over his boss’s head. Rather than see Brown leave in frustration, management kicks Smith upstairs into a new job as Special Assistant to the manufacturing Manager in charge of tool supply; and Brown is put in as plant manager. But Smith knows enough to get busy in his new assignment; soon a veritable avalanche of mimeographed papers rolls out of his office. When he finally retires, one of the bright young men – Tom Brown II – has to be put in to clean up Smith’s mess; being a bright young man, he soon makes a real job out of what was originally nothing but the easy way to solve a personality problem. And when something has to be done for the next Alfred Smith – and, like the poor, they are always with us – a new job has to be set up; he is to be a “coordinator. And so two new levels are created both soon essential and both in no time hallowed by tradition.
Without the proper organization principles, levels will simply multiply. Yet, how few levels are really needed is shown by the example of the oldest, largest and most successful organization of the West, the Catholic Church. There is only one level of authority and responsibility between the Pope and the lowliest parish priest: the Bishop.

Careers Gen - Y

2008-06-16T03:07:00.000-07:00

Younger generation is always on the lookout for something exciting and better, does not want to be limited in its choice of careers. With youth today following the strategy of experimenting with professions, the options seem almost unlimited. Take a walk through the job market, and one will bump into professional who make a living out of dispensing knowledge on how to maintain a car, or how to meet ones financial goals etc.. Of course, these are in addition more conventional professions like law, marketing and chartered accountancy. In this article we are giving brief details of some unique job opportunities available in fiancé and real estate.
Finance:
A career in finance is no longer limited to being a chartered accountant or company secretary. The growing role of stock markets and other investment avenues in people’s lives have given rise on many new opportunities. There are a number of programs that offer certified courses for those with money on their minds. In the financial world today, companies want experts in everything. While the CEO wants to concentrate on searching for growth opportunities for the company, the day-to-day work is handled by these experts.
Stock broking:
Stock broking as an enterprise has become more professional, as markets are increasingly seen as more than just a way to make a quick buck. There are courses available to teach the nuances of investing right. One should start with the training program offered by the Bombay Stock Exchange (BSE).
Technical financial analysis:
The charts do the talking here. Technical analysis is the study of stock price graphs to predict possible trends in the market. The job prospects for such analysts are expanding. A growing number of television channels which aim to give their viewers a holistic view of the markets everyday are now open to hiring technical analysts, too.
Portfolio management:
The outlook is brought for careers in portfolio management, as more high net worth individuals (HNIs) hire professionals in order to earn better from various investment options. A portfolio management expert monitors and analyses economic and corporate developments. Those with incisive analytical skills and the ability to take quick decisions are sought after in this field. A number of banks today offer portfolio management services to select clients. Working as a relationship manager for a specific client with such a bank would be good first step towards becoming a certified portfolio manager.
Financial advising:
A financial advisor provides investment and financial advice to clients. Most financial advisors are appointed by mutual fund houses or insurance companies to promote and market their schemes to Individual customers. They receive a commission from company for the same. Financial advisors have limitations with regards to products that they are able to sell.
Certified financial planning:
A certified financial planner’s (CFP’s) job is similar to that of a financial advisor. The major difference is that the CFP works with a wider canvas. There is a difference in training required for both the jobs. To be financial planner, an individual has to pass just one exam. But to be a CFP, he must clear around 10 hours of exams, and continuously upgrade his skills. A CFP is supposed to take a holistic view of a client’s financial needs, and come up with solutions that will help clients meet their short and long term financial goals.
Real estate:
The real estate markets, too, have been blooming, along with our developing economy. Today, big cities are not the only places to offer great money raising possibilities as far as real estate goes. Tier II and Tier III cities too are being sought after by retailers and manufacturers. The field is adapting to a more professional system of working, as international real estate players swarm the sector. Retail estate has gone beyond broking and leasing deals as job options. Today, one can join any of several departments in a real estate consultant company, each of which offers great job opportunities.
Transaction services:
This is original broking job, but with a few differences. The selected candidates would be appointed as an account managers and their job would be to not only get interested parties together and negotiate for his client but also facilitate the entire procedure to its logical conclusion. Since account managers are the biggest revenue earners for any real estate company, they get attractive commissions on the deals they see through.
Real estate consultancy:
Consultants service a particular client with land holdings, just as a portfolio manager would do with equity. The consultant does the research and comes up with the best possible use for the land.
Research:
The researcher’s post is an important one in a real estate company, since everyone, from the consultant to Account manager, needs data. The researcher’s job is track real estate trends and prices.
Property management:
Real estate companies have widened their services spectrum in recent years, and thus have departments that did not exist before. As a project manager assigned to manage property, you would be responsible for on-site issues at one or more development sites.

Dressing for a professional image at office

2008-06-16T03:05:00.000-07:00

Denims and sneakers just don’t belong to the corporate environment. There is lot of difference between what we would like to wear and what we are expected to wear to work. Lot of firms had introduced casuals on Friday, but the same firms today are not really happy with the idea simply because it’s just not working out. A professional image, appearance and behavior are what matters the most, when you become a part of the corporate world. Remember people can decide ten different things about you in just ten seconds of seeing you. So, it’s very important that you dress up according to the field you are in. Here’s a list of things that can help an employee build a professional image.
A suit coat with long sleeves and slightly padded shoulders can make one look like a corporate person. Avoid pleats and darts since they add bulk. Short men and women should wear shirts with vertical lines with a single breasted jacket.
Every Color has a message of its own. How you put them together sends the message. For instance: shades like black, blue, brown and also white. Dark colors like Black, navy and darker shades of gray in a way indicate power and authority. A lot of people at a higher post mostly prefer wearing these dark colors to work. White is a good choice for a shirt since it connotes clean, formal and sophisticated, while pastels denote softness and femininity.
Clothes need to look as if they were made for the executive wearing it. It’s very important to find the right tailor who can do wonders with a nip here and a tuck there. The right fit really matters a lot. The way an executive dresses up increase self-confidence and add to his presentation. Don’t try and match shoes with dress. Instead match it with the office bag. Stop wearing too loose clothes.
Make sure your accessories are simple and minimal. A nice fancy watch is certainly acceptable. Women can just wear a simple gold or silver bracelet or a chain. Make sure our jewelry complements the outfit in taste and design. Avoid wearing flimsy ear rings. Men, who like wearing studs, just wear a simple diamond stud. Don’t go in for the fancy ones. Go light on the cologne and perfume. This can be a major distraction at work. Remember that the focus should be on the business at hand with minimum distraction.
An executive’s out fit reveals self-confidence: The way you carry yourself contributes greatly to confidence. Your goal is to create an aura of confidence when you walk into a room. So, wear something you feel comfortable in.
Self esteem: Image matters the most. If you wear ill-fitting clothes, in a way you’re showing people a poor sense of self-worth. Image is what helps people understand you better
Confidence: the way you carry yourself contributes greatly to confidence. Our goal is to create an aura of confidence when you walk into a room. Make sure your clothing contributes its part.
Creativity: If your firms permits you to dress up in a bit of casual way that doesn’t mean you wear some funky casual outfit to work.
You could instead express your uniqueness with a special tie and a matching hankie, a scarf or an exquisite piece of jewelry. Maybe your mark will become the special way you tie a scarf or how you find just the right one to complement or coordinate with your suit.
Remember a polished look means being polished from head to toe not just neck to toe.
Things that can ruin professional image:
Pleasant voice and a friendly attitude are characteristics that people respond to positively. If those characteristics are missing no amount of training or grooming will pay up for it.
If you have habit of biting your nails or twisting your hair, keep it under control. It can distract the image you want to portray
Nothing ruins an image more than chewing a gum – if you want to create a professional image stop chewing a gum in public.
Poor posture is a simple mistake that can ruin your image. Learn to sit and stand erect.
No matter how expensive your outfit is, if you don’t attend to your hair or make up it’ll make that outfit look silly. In short presentation (appearance) of self helps in establishing ones image and builds up self confidence. Even an excellent business presentation minus smart appearance gives a poor image of yours to the listeners.

Five Truths about Fear

2008-06-16T03:03:00.000-07:00

We fear being alone; we fear being crowded. We fear the doctor; we fear living with health problems. We fear the opposite sex; we fear not knowing the opposite sex. We fear making decisions; we fear of not making an impact. We fear problems; we fear opportunities. We fear failure; we fear success. We fear job interviews; we fear unemployment. We fear asserting ourselves; we fear not asserting ourselves. We fear being pushed; we fear being pulled. We fear breaking up a relationship; we fear staying in the relationship. We fear meeting someone; we fear meeting no one.
Wow! Talk about a crazy list of contrasting fears! The truth about fears is they are crazy and irrational. What fears do you experience which you think are unique to you? What are the fears that drive you crazy?
As you've seen in the beginning of this article, we fear one side of the story while at the very same time we can fear the other side of the story. It is possible to fear talking to someone new, and fear not meeting new people, at the same time because fear hides the truth.
The experiences fear gives you are a smoke screen. It makes you irrational. Fear hides the truth from you. Literally, the acronym for fear is False Evidence Appearing Real. Fear doesn't want you to know the truth about itself and yourself.
The fears we experience are immobilizing. They paralyze us from taking action and achieving what we want. We can want something, but fear sends what seems like the equivalent of a massive electromagnetic pulse through our body as it shuts down our physical functioning.
According to Susan Jeffers, Ph.D. in Feel the Fear and Do It Anyway, there are five truths about fear. Whatever it is you fear, provided that the fear is not physically dangerous like doing drugs, the following five truths apply:
Truth #1
The fear will never go away as long as I continue to grow.
Our ancestors experienced fear because they were threatened from dangerous animals or life threatening environments. Fear has its evolutionary purpose as it serves to protect. Whatever it is you fear, the fear tricks you into thinking it is danger. It tells you the thing you fear will cause pain. It tricks you into thing you won't be able to handle it.
Don't be one of those people who expect to live a fearless life. As Thomas Leonard so bluntly and wonderfully put it, "Fear is natural. Be with it." Fear can, and will, diminish in the things which you immerse yourself. However, once you explore new unknown territory, new fears will arise. I know it isn't nice to hear that, but I'm hear to tell you the truth about fear that fear doesn't want you to know. It is far more comforting and exciting to experience growth and live in fear than to live paralyzed by fear.
Truth #2
The only way to get rid of the fear of doing something is to go out and do it.
Truth number two sounds contradictory to truth number one, but be assured that both truths are still truths. Fear will always exist in your life, but it doesn't have to exist in the things that you do. When we do the thing we fear, whether it was a facade or not, we come to build confidence in our ability to handle the situation. Fear decreases.
We fear because uncertainty looms in our ability to handle what gets delivered to us. "Fear comes from uncertainty." said William Congreve. "When we are absolutely certain, whether of our worth or worthlessness, we are almost impervious to fear."
Anthony Robbins said, "Do what you fear, and the death of fear is certain." Action will conquer fear any day of the week, month, and year of your life. By acting in the face of fear, you transform the uncertain into the certain as the unknown becomes known.
Truth #3
The only way to feel better about myself is to go out and do it.
When filled with a fear, we reason to ourselves that we will take action when we feel better about ourselves. "When I'm ready, I'll…" "If I can… then I'll…" "I'll wait till I'm…" Stop waiting for whatever it is you are wanting to change. Change your ability to take action.
While self-esteem boosts you ability to take action, go the quicker and more direct route: take action to boost your self-esteem. The feelings of confidence will then build on themselves, like a good financial investment, leading to more and more positive feelings about yourself. Stop wanting to be a fearless public speaker before doing public speaking. Do public speaking to be a fearless public speaker.
The myth of truth number three, "I'll feel better about myself before doing it", is reverse thinking to the truth. You will not feel a better person, or have more self-belief in your ability, until you do the thing which you fear. It is when you dive into action that you begin to feel good about yourself; not the other way around.
Truth #4
Not only am I going to experience fear whenever I'm on unfamiliar territory, but so is everyone else.
It is very comforting and reassuring to hear truth number four. Reassuring statements have a danger to delude one from reality and the hard truth. Nonetheless, it is truth that everyone else experiences fear in unfamiliar territory. Every public speaker and writer I have known suffers, or suffered, from fears and insecurities of the judgments of others.
Fear is hardwired into the human mind. Fear wants you to think that your fears are unique psychological problems. Fear is an educational problem. Draw comfort from knowing that those around you, and those who you envy, also experience or once experienced the very fear you feel is unique to you. It is the insecurities we feel and deem unique to us that unite us.
Truth #5
Pushing through fear is less frightening than living with the underlying fear that comes from a feeling of helplessness.
Although fear encompasses uncertainty, the certainty of living a fearful life is more scary. The fear of being ill is more scary than seeing a doctor. The fear of having a divorce is more scary than addressing a tough relationship problem. The fear of having no friends is more scary than approaching someone. "Courage is not the absence of fear," said Ambrose Redmoon, "but rather the judgment that something else is more important than fear."
Repeat each of these truths at least 20 times every morning and night. When you continually affirm the truth, you will accept it as truth. You will no longer be tricked by fear. I'm excited to have finally revealed the truth about fear to you.
Don't let fear fool you. It is after all False Evidence Appearing Real. Follow the five truths in this article and you will see the light which fear hides from your eyes. The truth exists, you just need to see it.
Live a fear-filled life!Happiness,

Organizations - Two Structural principles

2008-03-28T03:54:00.000-07:00

Organization structure must apply one or both of two principles.

It must whenever possible integrate activities on the principle of federal decentralization, which organizes activities into autonomous product businesses each with its own market and product, and with its own profit and loss responsibility. Where this is not possible it must use functional decentralization, which sets up integrated units with maximum responsibility for a major and distinct stage in the business process.

Federal decentralization and functional decentralization are complementary rather than competitive. Both have to be used in almost all businesses. Federal decentralization is the more effective and more productive of the two. But the genuinely small business does not need it, since it is entirely an “autonomous product business”. Nor can federalism be applied to the internal organization of management in every large business; in a railroad, for example, the nature of the business and its process rule it out. And in practically every business there is a point below which federal decentralization is no longer possible, below which there is no “autonomous product” around which management can be organized.

Functional decentralization is universally applicable to the organization of management. But it is second choice for any but the small enterprise. It has to be used in all enterprises sooner or later, but the later it can be resorted to, the stronger the organization.

Decentralization whether federal or functional has become so prevalent in industry during the last few years it has become a household word. Its practice goes back at least thirty years. DuPont, General Motors, Sears and General Electric all, started to develop their decentralized organization before 1929.

Yet organization theory has paid little attention to it. General Motors in 1946 was the first to consider decentralization as a distinct principle of organization.

The reason for this lag is that conventional organization theory starts with the function inside a business rather than with the goals of a business and their requirements. It takes the functions for granted if not for God-given; and it sees in the business nothing but a congeries of functions.

Moreover, conventional theory still defines a function as a group of related skills. And it considers this similarity of skills to be both the essence of functionalism and its major virtue. If we look at well-organized functional units, however, we shall find no such “bundle of skills”. The typical sales department, for instance, includes selling activities, market research, pricing, market development, customer service, advertising and promotion, product development, often even responsibility for relationships with governmental bodies and trade associations. And the typical manufacturing department covers an equally wide range. No greater diversity of skills, abilities or temperaments could be imagined than that needed in these “functional” organization. Indeed, no greater variety exists in the business as a whole. If functionalism were really, as the books say, organization by skill-relationship, the typical sales or manufacturing department would be absurd if not totally unable to function. But they work indeed, they work much better than units organized on similarity of skills because they bring together all the specialized activities needed in one fairly sharply delimited stage of the work. That they require different skills and different temperaments is irrelevant; what matters is that they bring together what is objectively needed for performance. The first principle of good production organization is to bring the machines to the work rather than the work to the machines. It is cheaper to have the work flow according to its own inner logic, even if it requires a few more machines, than to cart materials around. Similarly, we must always bring the special activity to the work, never the work to the special activity. For ideas and information cost even more to cart around than materials.

The stress on functional organization by related skills is thus a misunderstanding of what functional organization properly should be organization by stage of process. This is illustrated by the unsatisfactory experience with those functions that are typically organized as bundles of skills: accounting and engineering. The typical accounting department is in constant friction with the rest of the organization. The typical engineering department has constant difficulty working out its objectives or measuring its performance. Neither condition is an accident.

Dress to impress at workplace

2008-03-28T03:50:00.000-07:00

The dressing protocol is not limited to any single industry but has spread its wings all over. Different sectors have different rules for their male employees to dress. The reasons given for the same may be ranging culture, atmosphere to ethics. So what is this right dressing? It is true that dressing styles vary according to industry to reflect the culture and work ethics of the work place. Since the atmosphere/outlook within certain business communities, for example an ad agency tends to be informal the attire of the employees reflects this outlook. On the other hand the protocol of corporate dressing in the sectors such as IT, hospitality, banking, etc, is more conservative as it reflects directly on employee professionalism.

But, the advertising industry in India is one of those industries that do not promote a dressing culture. They believe that dressing casually enhances their creativity. Being in a creative field, people in advertising believe they have the passport to dress more casually at least in India unlike the west where Account Management people dress formally to office. At Ogilvy they expect their employees to dress in a presentable manner- there is no official dress code for men or women but it’s an unwritten rule to dress in a presentable fashion.

So, that means that the attire of an employee of a particular industry does speak about the company’s work ethic, image and culture. It adds an impression of professionalism, intelligence, and commitment that enhances the overall credibility of the company. Similarly, non-adherence to a dress code can send out a message of discredit and incompetence. People are one of the strongest expressions a company can have of its corporate brand. Impressions which people create do say a lot about the company’s work ethics or corporate brand image. And, dressing style has a very high weight age in the first impression that an individual can create.

Casual Fridays is catching up in the corporate circles. Many organizations have come up with the unique tool referred as “Friday dressing” to motivate and encourage associates in feeling at home at their workplace. They feel this increases the productivity and makes them comfortable with the organization and colleagues. One company HR manager says they have casual Fridays but a majority of their associates wear business casuals. Today, across the industry it is important that the same company is able to make workplaces associate-friendly in every way. At the same time they also need to build a professional environment that conveys the right message to clients. It is a delicate balance, but the company was able to manage to walk that line very successfully admits their Head, Human Resources. Over years, we have also come to follow Friday dressing-a day when members “can let their hair down” and be more casually dressed than other days.

Many organizations believe that the younger employee today is more fashion conscious and is experimenting a lot with style even in formal wear. The companies are also waking up to this fact and are flooding the market with formal yet fashionable attire. With the increase in number of young professionals there is a bigger demand of formal shoes with fashion elements. The age old interpretation would be a black and brown shoe. But for fashion element manufacturing companies, it means not just black or brown footwear you wear to office or formal functions, but equally fashionable and comfortable products.

Metrosexuality is another trend which is catching up fast in the corporate sector. In earlier days it was unthinkable to have men in offices with perfectly manicured hands, freshly scrubbed faces so on and so forth; right now however the scene has changed and it is perfectly acceptable to have such ‘liberated’ men within the workplace. Improved fitness amongst men as also metrosexual role models have caused men to focus much more on their dressing style.

Dressing perfectly to work everyday today is important for the complete look and feel for the employees and the organization. So, the next time you buy that business shirt, make sure that it fits for your office culture and remember, dress to impress.

Incentives for Salespeople

2008-03-28T03:48:00.000-07:00

Sales compensation plans typically rely heavily on incentives in the form of sales commissions. However, some salespeople get straight salaries, and most receive a combination of salary and commissions.

Salary Plan:
Some firms pay salespeople fixed salaries perhaps with occasional incentives in the form of bonuses, sales contest prizes, and the like. Straight salaries make particular sense when the main job involves prospecting finding new clients, or when it mostly involves account servicing such as developing executing product training programs for a customer’s sales force or participating in national and local trade shows. You’ll often find jobs like these in industries that sell technical products. This is one reason why the aerospace and transportation equipment industries emphasize sales salary plans.

The straight salary approach has pros and cons. Straight salary makes it simple to switch territories or to reassign salespeople, and it can foster loyalty among the sales staff. Commissions tend to shift the salesperson’s emphasis to making the sale rather than to prospecting and cultivating long term customers. The main disadvantage, of course, is that pay isn’t proportionate to results. This can constrict sales and de-motivate potentially high performing sales people.

Commission Plan:
Commission plans pay salespeople for results, and only for results. Under these plans salespeople have the greatest incentive and there’s a tendency to attract high performing salespeople who see that effort clearly leads to rewards. Sales costs are proportionate to sales rather than fixed and the company’s fixed sales costs are low. It’s a plan that’s easy to understand and compute.

However, it is not without drawbacks. Salespeople tend to focus on making the sale and on-high-volume items, and may neglect non-selling duties like servicing small accounts, cultivating dedicated customers and pushing hard-to-sell items. Wide variations in income may occur; this can lead to a feeling that the plan is inequitable. In addition, pay is often excessive in boom times and low in recessions. Also keep in mind that sales performance like any performance is a product of not just motivation, but of ability too. If the person hasn’t the sales skills, then commissions won’t produce sales.

Research evidence provides further insights into the pros and cons of sales commissions. One study addressed whether commission plans influenced salesperson turnover. One potential drawback of commission-only plans is that working without a financial safety net may induce salespeople to leave when pay is 100% at risk.

One sales representative put it “If I go on vacation, I lose money, If I’m sick, I lose money, If I’m not willing to drop everything on a moment’s notice to close with a customer, I lose money”. “I can’t see how anyone could stay in this job for long. It’s like a trapeze act and I’m working without a net”.

In this study, paying salespersons under maximally contingent reward conditions in other words, where commissions accounted for 100% of pay was the situation with by far the highest turnover. Turnover was much lower when salespersons were paid a combination of a base pay plus commissions. These findings suggested that 100% commission can drive higher sales by focusing strong-willed salespeople on maximizing sales. However, it can also undermine the desire of less-strong-willed salespeople to stay. Thus, the effects of a commission plan depend on the salesperson’s skills and personality.

Combination Plan:
Most companies pay salespeople a combination of salary and commissions, usually with a sizable salary component. Early studies suggested that the most popular salary / commission split was 80% base salary and 20% incentives, with 70/30 and 60/40 splits being the second and third most frequently reported arrangements. These splits have not appeared to change dramatically over the years. For example, one compensation expert used a 70% base salary/ 30% incentive mix as a target; this cushioned the down side risk for the salesperson, while limiting the risk that the upside rewards would get out of hand from the firm’s point of view.
Combination plans have pros and cons. They give salespeople a floor to their earnings, let the company specify what services the salary component is for (such as servicing current accounts), and still provide an incentive for superior performance. However, the salary component isn’t tied to performance, so the employer is obviously trading away some incentive value. Combination plans tend to become complicated, and misunderstandings can result.

INDIVIDUAL EMPLOYEE INCENTIVE AND RECOGNITION PROGRAMS

2008-03-28T03:46:00.000-07:00

Several incentive plans are particularly suited for use with individual employees.

Piecework Plans:
Piecework is the oldest individual incentive plan and is still the most widely used. Here you pay the worker a sum (called a piece rate) for each unit he or she produces. Thus, if Tom the Web surfer gets $40 for each e-mail sales lead he finds for the firm, he would make $40 for bringing in 100 a day and $80 for 200.

In a perfect world developing a workable piece rate plan requires industrial engineering (that’s how Frederick Taylor got his start).The crucial issue is the production standard, and industrial engineers usually set this for instance, in terms of a standard number of e-mail leads per hour or a standard number of minutes per e-mail lead. In Tom’s case, a job evaluation indicated that his Web surfing job was worth $8 an hour. The Industrial engineer determined that 20 good leads per hour was the standard production rate. Therefore, the piece rate (for each lead) was $8 divided by 20, or $40 per sales lead. Of course, we need to ensure that Tom makes at least the minimum wage, so we’d probably pay him $5.15 per hour—the minimum wage – whether or not he brought in 13 leads and then pay him $40 per lead for each over 13.

Piecework generally implies straight piecework, which entails a strict proportionality between results and rewards regardless of output. However, some piecework plans allow for sharing productivity gains between employer and worker, such that the worker receives extra income for some above normal production. So of Tom starts bringing in 30 leads per hour instead of the “standard” 20, his piece rate for leads above 25 might bump to $.45 each.

Piecework plans have pros and cons. They are understandable, appear equitable in principle, and can be powerful incentives, since rewards are proportionate to performance. However, workers on piecework may resist attempts to revise production standards, even if the change is justified. Indeed, these plans may promote rigidity: Employees concentrate on output and are less willing to concern themselves with meeting quality standards or switching from job to job (since doing so could reduce their productivity). Attempts to introduce new technology or process may trigger resistance, for much the same reason. Options in such an event include team-based incentives and gain sharing programs, both discussed below.

The standard hour plan is like the piece rate plan, with one difference. Instead of getting a rate per piece, the worker gets a premium equal to the percent by which his or her performance exceeds the standard. So, if Tom’s standard is 160 leads per day (and thus $64 per day), and he brings in 200 leads, he’d get an extra 25%,or $80 for the day. Some firms find that expressing the incentive in percentages reduces the workers’ tendency to link their production standard to pay thus making the standard easier to change. It also eliminates the need to recomputed piece rates whenever hourly wage rates are changed.

In some industries, the term piecework has a poor reputation, and not just because managers have a history of changing the production standards. For example, some garment manufacturers had operators assemble items (like shirts) in their homes, and paid them for each piece they completed. Unfortunately the hourly pay for this work didn’t always fulfill the minimum wage requirements of the Wage and Hour Act. The problem continues today, in a more modern form. For example, an electronics firm had a woman who assembled cables for the firm during the day take home parts to assemble at night. Working with her sister, the two reportedly assembled cables in their downtown apartment allegedly averaging only $2 to $2.50 an hour for the piecework less than half the minimum wage.

While still widely used, even industries that traditionally stressed piecework incentive plans, such as textiles, are reportedly moving to other plans. People did work harder under these programs, but they posed problems. For one thing, they created quality problems,” says one expert. Firms also tend to be more interested in incentive plans “that focus on profitability and profitability related accomplishments”, rather than just production volume. More firms are therefore moving to the team incentive plans, gain sharing plans, and organization wide incentive pay program.

Unlock Employee Motivation through Personality Testing

2008-03-25T04:18:00.000-07:00

VERY IMPPORTANT PHRASES : USE THEM FREQUENTLY & MEAN THEM

2008-03-25T04:03:00.000-07:00

I Miss You
Perhaps more marriages could be saved & strengthened if couples simply & sincerely say to each other "I miss you." This powerful affirmation tells partners they are wanted, needed, desired & loved. Consider how ecstatic you would feel, if you received an unexpected phone call from your spouse in the middle of your workday, just to say "I miss you."

I Respect You / I Trust You
Respect and trust is another way of showing love. It conveys the feeling that another person is a true equal. If you talk to your children as if they were adults you will strengthen the bonds & become close friends. This applies to all interpersonal relationships.
Maybe You're Right
This phrase is highly effective in diffusing an argument and restoring frayed emotions. The flip side to "maybe you're right" is the humility of admitting maybe "I'm wrong". Let's face it. When you have a heated argument with someone, all you do is cement the other person's point of view. They, or you, will not change their stance and you run the risk of seriously damaging the relationship between you. Saying "maybe you're right" can open the door to further explore the subject, in which you may then have the opportunity to get your view across in a more rational manner

Please Forgive Me
Many broken relationships could be restored and healed if people would admit their mistakes and ask for forgiveness. All of us are vulnerable to faults and failures. A man should never be ashamed to own up that he has been in the wrong, which is saying, in other words, that he is wiser today than he was yesterday.

I Thank You
Gratitude is an exquisite form of courtesy. People who enjoy the companionship of good, close friends are those who don't take daily courtesies for granted. They are quick to thank their friends for their many expressions of kindness. On the other hand, people whose circle of friends is severely constricted often do not have the attitude of gratitude.

Count On Me
A friend is one who walks in when others walk out. Loyalty is an essential ingredient for true friendship; it is the emotional glue that bonds people. Those that are rich in their relationships tend to be steady and true friends. When troubles come, a good friend is there indicating "you can count on me."

Let Me Help
The best of friends see a need and try to fill it. When they spot a hurt they do what they can to heal it. Without being asked, they pitch in and help.
I Understand You
People become closer and enjoy each other more if they feel the other person accepts and understands them. Letting your spouse know in so many little ways that you understand them, is one of the most powerful tools for healing relationship. This applies to any relationship.

Go For It
We are all unique individuals. Don't try to get your friends to conform to your ideals. Support them in pursuing their interests, no matter how weird they seem to you. Everyone has dreams, dreams that are unique to that person only. Support and encourage your friends to follow their dreams. Tell them to "go for it."

I Love You
Perhaps the most important three words that you can say. Telling someone that you truly love them satisfies a person's deepest emotional needs. The need to belong, to feel appreciated and to be wanted. Your spouse, your children, your friends and you, all need to hear those three little words
"I Love You."

What Employees Want for 2008: A New Boss!

2008-03-25T03:57:00.000-07:00

In fact, 55% of the survey respondents agreed with the statement, "People don't leave companies; they leave managers."

Better Boss Relations in Three Steps

If you are unhappy with a boss, quitting your job may not be necessary. Experts recommend that you first try a strategy that involves self-reflection and discussion.

Examine the situation. "Try hard to determine the reason for your unhappiness with the boss," says career coach Julie Jansen, author of "You Want Me to Work with Who?" The difficulty, for example, may be due to differences in expectations, communication style, or values. Talk it over. Meet with your boss to discuss your concerns and how they may be affecting your productivity. "Be wary of saying things such as, 'You always do this,'" Jansen says. "Instead say, 'When you dump a group of folders on my desk and tell me that you need the work done by 5 p.m., I feel discounted and that you aren't aware of the other projects that I'm working on. May we try to prioritize my work more regularly?'" Allow time for change. Jansen adds, "Realize that you always have to try harder than your boss does to get along. It's not fair, but neither is life!"

You Are the Driver

What have you done to effectively "manage up" and create a relationship that is strong and effective? While you are frustrated and critical of your manager, are you also prepared to step up and show how it should be done?

Change Could Do You Good

If you decide you'll be happier changing jobs, Richard Phillips of Advantage Career Solutions advises a three-step plan. Be clear about the reasons. "Vague generalizations about 'satisfaction' won't provide enough motivation to carry you through the work of actually making a change," he says. Develop a vision. Your vision should be what you want your work life to look like in the future. "This will serve as a guide and inspiration after you've made the change."

Identify a step you can take. "Getting started is the hardest part," Phillips concludes. "After that, take small steps toward your goal; change seldom happens overnight."

Winning with People : Making a Difference

2008-03-25T03:54:00.000-07:00

One of the exercises we do in our teambuilding programs revolves around participants identifying people whom they consider to be great role models - people they would be honored to be compared with. There are always a great variety of names, often changing depending on the part of the world we are in. Some names consistently come up, regardless of the country we're in, including Oprah Winfrey, Mahatma Gandhi, Nelson Mandela, Bill Gates and Martin Luther King, among others. Regardless of who it is, though, when participants are asked to explain their choices, the answer is always the same: It's someone who's made a positive difference in the lives around them.

The same holds true with how we value the people in our workplace. Think about it. The people we respect the most are not always the most senior, but the ones who make a difference. They get things done, they look after the people around them, they make their mark, they make positive change.

Why is it, that we consistently define peoples' success based on how much of a difference they've made, yet so many of us who are striving to be successful focus on completely different things: trying to make more money, gain more fame, get more power, etc? Is it really any surprise that so many people who finally achieve wealth, power or fame still end up unhappy?

Do you want to make a difference in the world around you? It's not that hard, really. In fact, you make a difference to the people around you every day, whether you're trying to or not. We've all seen how one individual who comes into work in a bad mood can bring everyone else down, or how one cheerful, positive person can bring everyone up. Each of our actions has a consequence for those around us, as well as for ourselves. The secret, though, is trying to ensure it is a positive difference we're making, not a negative one.

It's the New Year and the traditional time for new resolve. In addition to all your other New Year resolutions, try this: Commit to yourself to make a positive difference in the life of someone else over the next month. Whether it's donating an hour of your time to a charitable organization, giving ten dollars to a worthy cause, or simply giving someone that needs cheering up a warm smile. Each of these makes the little piece of the world around you a better and happier place to be. Make it your mission to make your mark, however humble, in 2008. The road to greatness often starts with just one simple random act of kindness.

Good luck and all the best for a fabulous 2008!

"If it hasn't been said, say it. If it hasn't been built, build it. If it hasn't been dreamt of, dream it."

SIMPLE AND EFFECTIVE TIME MANAGEMENT TIPS!

2008-03-18T04:41:00.000-07:00

I have pooled few Time Management Tips which I thought would be useful at least to few..

1.One task at a time:

Never indulge in another activity while doing something. If you are having meal, enjoy it but not while conversing with others.

2.Never indulge in loose talk:

Yes, many of us waste our time in loose talk. No more self-adulation, whining or demeaning others. These things take way our valuable time.

3.Stick to your time:

Time is like money. If you want to perform something, then try doing it in limit.

4.Assessment:

If you think, commuting to your office takes fifty minutes, then add ten minutes extra to it. It saves you from other commitment.

5.Priority:

Always try to complete the most important task on hand

6.Delegate:

If there are tasks that can be done by others, please seek their help. This may save your time. However, do not forget to thank your collaborators.

7. Practice:

Time management comes by practice. It is a habit. If you adopt it forever, you may gain immense prosperity.

8.Find out where you're wasting time :

Many of us are prey to time-wasters that steal time we could be using much more productively. What are your time-bandits? Do you spend too much time 'Net surfing, reading email, or making personal calls? Tracking Daily Activities explains how to track your activities so you can form a accurate picture of what you actually do

9.Create time management goals:

Remember, the focus of time management is actually changing your behaviors, not changing time. A good place to start is by eliminating your personal time-wasters. For one week, for example, set a goal that you're not going to take personal phone calls while you're working.

10. Implement a time management plan:

The objective is to change your behaviors over time to achieve whatever general goal you've set for yourself, such as increasing your productivity or decreasing your stress. So you need to not only set your specific goals, but track them over time to see whether or not you're accomplishing them.

SCIENTIFIC MANAGEMENT PROGRESSION IN HR

2008-03-18T04:39:00.000-07:00

HR Administration and Human Relations are the things talked about and written about whenever the management of worker and work is being discussed. They are the things the HR Department concerns itself with. But they are not the concepts that underlie the actual management of worker and work in industry. This concept is Scientific Management. Scientific management focuses on the work. Its core is the organized study of work, the analysis of work into its simplest elements and the systematic improvement of the worker’s performance of each of these elements. Scientific Management has both basic concepts and easily applicable tools and techniques. And it has no difficulty proving the contribution it makes; its results in the form of higher output are visible and readily measurable.
Indeed Scientific Management is all but a systematic philosophy of worker and work. Altogether it may well be the most powerful as well as the most lasting contribution America has made to Western thought since the Federalists Papers. As long as industrial society endures, we shall never lose again the insights that human work can be studied systematically, can be analyzed, can be improved by work on its elementary parts.
Like all great insights, it was simplicity itself. People had worked for thousands of years. They had talked about improving work all that time. But few people had ever looked at human work systematically until Frederick W Taylor to do so around 1885. Work was taken for granted; and it is an axiom that one never sees what one takes for granted. Scientific Management was thus one of the great liberating, pioneering insights. Without it a real study of human beings at work would be impossible. Without it we could never, in managing worker ad work, go beyond good intentions, exhortations or the “speed up”. Although its conclusions have proved dubious, its basic insight is a necessary foundation for thought and work in the field.
It is one concept that has penetrated the entire world. It is practiced in India and in Soviet Union, in Argentina and in Sweden. The Germans have made pseudo-metaphysics out of it; they call it “rationalization.” The critics of America everywhere think that they are attacking the “real America if they attack Scientific Management”. When America started, after World War II, to give assistance to Western Europe’s attempt to improve productivity, they thought that is meant primarily the exportation of scientific management techniques. America preached that “productivity is an attitude” and stressed the importance of mass distribution, of capital investment, of research. But what they actually did was to send over industrial engineers equipped with Scientific Management tools and imbued with its philosophy. And where the European industrialist on the whole turned a deaf ear to their recommendations of mass distribution, capital investment or research, he took to Scientific Management techniques with alacrity. For, in common with the rest of the outside world, he had come to believe – though wrongly – that Scientific Management was the essence of America’s industrial achievement.
Yet, Scientific Management, too, has been stagnant for a long time. It is the oldest of our three approaches to the management of workers and work; it rose together with the new profession of engineering in the last decades of the nineteenth century. It also ran dry first. From 1890 to 1920 Scientific Management produced one brilliant new insight after the other and one creative new thinker after the other – Taylor, Fayol, Gantt, the Gilbreths. During the last thirty years, it has given little but pedestrian and wearisome tomes on the techniques specialties. But on the whole there have been oceans of paper but few, if any, new sights. There has been a great deal of refinement; yet the most mature and most cogent statement on Scientific management is still the testimony Taylor gave before a special Committees of the House of Representative in 1912.

MAKING THE GLOBAL HR SYSTEM MORE ACCEPTABLE

2008-03-18T04:36:00.000-07:00

First, employers engage in three best practices so that the global HR systems they eventually develop will be acceptable to their managers around the world.
Remember that global systems are more accepted in truly global organizations. These companies and all their managers think of themselves as global in scope and perspective, and all or most functions and business units operate on a truly global basis. They are not simply aggregates of numerous more or less independent local entities. For example, truly global organizations require their managers to work on global teams, identify, recruit and place the employees they hire globally. As one Shell manager put it, If you’re truly global , then you are hiring here [ the United States] people who are going to immediately go and work in the Hague, and vice versa. This makes it easier for managers everywhere to accept the global imperative for having a more standardized HR system.
Investigate pressures to differentiate and determine tier legitimacy. HR managers seeking to standardize selection, training, appraisal, compensation, or other HR practice worldwide will always meet resistance from local managers who insist, you can’t do that here, because we are different culturally and in other ways. Based on their research, these investigators found that these differences are usually not persuasive. For example, when Dow wanted to implement an online employee recruitment and selection tool in a particular region abroad, the hiring managers there told Dow that there was no way managers would use it. After investigating the supposed cultural roadblocks and then implementing the new system what we found is that number of applicants went through the roof when we went online, and quality of the applicants also increased.
However, the operative word here is investigate – it does not mean ramming through a change without ascertaining whether there may in fact be some reason for using a more locally appropriate system. Carefully assess whether the local culture or other differences might in fact undermine the new system. Be knowledgeable about local legal issues, and be willing to differentiate where necessary. Then, market test the new HR tool.

Try to work within the context of a strong corporate culture:

A strong corporate culture helps override geographical differences. Companies that create a strong corporate culture find it easier to obtain agreement among far-flung employees when it comes time to implement standardized practices worldwide. For example, Procter & Gamble has a strong corporate culture. Because of how P&G recruits, selects trains and regards them, its managers have a strong sense of shared values. For instance, Procter & Gamble emphasizes orderly growth, and is culture therefore encourages a relatively high degree of conformity among managers. New recruits quickly learn to think in terms of “we” instead of “I”. They learn to value thoroughness, consistency, self-discipline and a methodical approach. Because all P&G managers worldwide tend to share these values, they are in a sense more similar to each other than they are geographically different. Having such global unanimity makes it easier to develop and implement standardized HR practices worldwide.

Developing a more effective Global HR System:
Similarly researchers found that these companies engaged in several best practices in developing effective worldwide HR systems.

Form global HR network:

The firm’s HR managers around the world should feel that they’re not merely HR managers, but are part of a greater whole, namely, the firm’s global HR network. These six firms did this in various ways. For instance, the formed global HR development teams were involved in developing the new HR systems. In fact, these researchers found that in developing global HR systems, the most critical factor for success is ‘creating an infrastructure of partners around the world that you see for support, for but-in, for organization of local activities, and to help you better understand their own systems and their own challenges,. Treat the local HR managers as equal partners, not just implementers.
Remember that it’s more important to standardize ends and competencies than specific methods. For example, (with regard to screening applicants) the researchers conclude that ‘while companies may strive to standardization tools globally, the critical point is [actually] to standardize what is assessed but to be flexible in how it is assessed. Thus IBM uses a more or less standardized recruitment and selection process worldwide, but details such as who conducts the interview (hiring managers Vs recruiter) or whether the prescreen is by phone or in person , differ by country.

MAINTAINING DECORUM AT WORK

2008-03-18T04:33:00.001-07:00

There are certain situations at work which can bother an individual like, an over-friendly subordinate or to deal with a colleague who is too familiar with the boss. Then, how to cope up with the situations without affecting the work results and relationship? Here is an etiquette guide to follow at work.
Familiarity breeds contempt is an adage that holds true across relationships. These relationships also include the ones that we forge within our professional environment where we spend at least 3/4th of our day.

While it is essential to maintain certain decorum amongst superiors and colleagues, it is important to remember that these relationships are human; therefore fact, sensitivity and professionalism are vital for them to remain healthy. While it does well to lace professional relationships with friendliness and humor, there are boundaries that must be maintained.
It is permissible to cultivate a friendship with one’s superiors or colleagues as this encourages trust and loyalty, qualities that are essential to undertake challenges in the progress, development and profitability of the business.

But these are some musts that must be followed in the office space:
An employee must conduct himself accordingly to gain respect. Do not undermine superior’s behavior, depth of knowledge or information in public. Any such factors may be communicated in private. This enables an employee to earn a professional reputation.
Maintain a certain physical distance, do not touch or back slap colleagues, junior or senior. Keep a healthy distance if in conversation with a senior and always keep hands folded behind. If an employee is addressing a junior it is better to maintain eye contact, a straight posture with arms folded across chest. By doing this, an employee also set a precedent on how others should conduct themselves in his presence.

There are a few topics of conversation that must be avoided – personal, religious and political. Do not indulge in office gossip. It is inappropriate to take sides, offer unsolicited advice or pit one against the other. Doing so may embroil an employee in controversies that may at times border to the personal. Maintain an objective but fair stand.

Treat all person/s with equal respect and do not play favorites. Avoid forming cliques or being part of ‘camps’ that may be detrimental to an employee’s growth path in and outside of the office. If an employee is in a senior position and is fond of someone ensure that he is objective while in the office space. Do not spend more than a certain desired amount of time with the person in in the cubicle. Otherwise others will feel ignored, and may have given adequate time listening to their queries either. It will ruffle a lot of feathers and may give rise to unnecessary bad blood among colleagues.

An employee is more likely to be taken seriously and treated with regard if he dresses in a manner that does not border on the frivolous. Office attire should convey a no-nonsense personality. Here is a simple ethic that we follow in the world of business etiquette:
IntegrityManners of the impeccable kind Personality: Down to earth and affable Appearance: appropriate Considerable; sensitivity Tact: think before behaving, acting, reacting
Rules to improve efficiency at work

Be systematic:

Always be systematic in your work and keep every document and the file at a place they are supposed to be. The work will be smooth without any delays and quick. It will also help the employee to form a good impression about himself among his colleagues.

Delegate Work:

Delegating work is the best policy to improve efficiency at work. Always believe in your team and delegate the work between them equally or according to their responsibilities. This will infuse confidence in the team and will lead to improved efficiency.

Time is Money:

Never delay any work and always try to finish it on time or before time. By doing this, one will get more time to cross-check what he has done and can eliminate the errors better. It saves a lot of time and money.

HUMOR AT WORK

2008-03-18T04:31:00.000-07:00

Humor is essential at workplace, but not many are lucky to have it. In this article we are trying to suggest some pointers that can help an employee add that much-needed witty dynamism at work.

Surfing the internet will tell the employee that this trend of working just for the sake of money with disgust in heart when it comes to the work environment is one of the leading causes of attrition. But what is the solution for this? Today, even the Human Resources Department of almost all organizations takes note of the humor factor within the workplace. It’s not that in every office an employee will be allowed to play pranks on co-workers. But the fact is that humor is an important ingredient of success at the workplace. This cannot be negated. In an organization employees try do everything with a touch of humor. For example, even when CEO sends out a message, he usually uses a funny anecdote to convey it. This brings the much-needed smile on employees faces.. Almost every organization has employee initiatives that guarantee some humor in an otherwise formal work environment. In some firms they have yearly talent hunt contests, cricket and football matches and an annual party that ensures humor levels don’t slide down and making the work environment ‘wanted’.

Is there a way to usher some fun and happiness around at the workplace? Well, there is no definitive answer to this as it depends on who the employee is as a person. Humor that works in the workplace has a lot to do with attitude. Employees should be able to see humor in everyday situations. It means taking everything and everyone not quite so seriously all the time. It means having the confidence to laugh at self.

A humorous employee will always find a quiet corner in office where he can laugh about the pompousness and idiosyncrasies of superiors, and for his colleagues that is real breather. But someone like BT, who works with an investment consultant, says his music is his savior at work. It helps to stay alert and concentrate. Because his job demands a high level of concentration, all other distractions are a strict ‘no’. He further confesses that he has actually managed to smuggle at least a dozen CDs into his workplace which his micromanaging boss is yet to find out.

For others who are not music buffs like B suggests subscription to a comic strip, online games, constructive Internet surfing (some really interesting stuff) and blogging, desk Yoga, reading e-books and e-paper among others.

A humorless office is like a dark room with no window. It is true that humor is essential in every aspect of life it is a must at the workplace. It is widely believed that people with a sense of humor at their jobs, compared to those who have little or no sense of humor. Studies have shown that happy workers are more productive. Humor could help employees release tension and relax for a while. What’s more? Employees who enjoy interacting with their co-workers aren’t as likely to be distracted or absent from work. All said done while office humor is recommended but the employees must not for get of achieving their tasks as per specified schedules.

The funny Side
Suggests that your department have a bulletin board, where employees can share funny cartoon, photographs, anecdotes, amusing advertisements, and bumper stickers. And don’t let the enthusiasm take a nosedive after the first few months.
Use humor to break the ice when you’re presiding a meeting or to make your point during a discussion Remember, a good sense of humor and skilled communication always go hand in hand.
Give your co-workers funny cards and gag gifts for special occasions.
Send “Humor grams’, when you want to express appreciation. Instead of a verbal compliment, send a humorous card to the concerned person, or create a “humor gram” by writing a note and attaching a relevant cartoon.

How to Uncover What the Interviewer Is Looking For

2008-03-18T04:25:00.001-07:00

This Guide is written for all job hunters - both first time job hunters and seasoned professionals alike. It is assumed that you are already familiar with the basics of preparing a decent resume and cover letter.
Interviewing: The Basics
Employers look for employees because they have a NEED. Don't mistake that the interview is about you – it is really about their NEED. You have to sell yourself as the right person to satisfy that SPECIFIC need. Certainly, you may have great experience, but WHAT’S IN IT FOR THEM?
Managers hire people mainly to make their own job easier. How are you going to make the Hiring Manager's job easier? How are you going to make the Hiring Manager look good in THEIR boss's eyes? You need to be able to make your skills, experience, and education relevant to them and their needs, goals, and situation. After each statement you make to the Hiring Manager, you need to mentally add ' … and this will make your job easier because …' or” … and this will make you look good in front of the others because …'
Imagine the Hiring Manager asking you '… so how would that benefit me and my needs?' Make your answers and examples relevant to THEIR needs and communicate that offering this position to you will benefit THEM as well as the company.
If Managers hire based on their needs, then you are going to have to uncover and reveal their needs in order to come up with answers that will get you hired. Questions are a great follow up to any winning answer.
Early on in the interview you should use your own questions to uncover the hidden needs of the Hiring Manager. This will help you tailor your answers and attitude to show that you understand their needs and that YOU are exactly the perfect person to solve those needs.

What Are Hiring Managers Looking For?
Hiring Managers are looking for certain characteristics or 'Behavioral Competencies. ' One of the most important is CONFIDENCE. We have all made mistakes in the past, and maybe all of your performance reviews have not exactly been 'glowing,' but the point is not to live your life looking in the rear view mirror. If you know you have made mistakes, and you are working on improving yourself, then there is no reason why you shouldn't move forward with confidence and an expectation of success.
Review the following Behavioural Competencies with CONFIDENCE. Nobody is a super-man or superwoman that exhibits all of these characteristics at 100%, however if you have ever worked then you have exhibited all of these characteristics to some degree. EMPHASIZE THE POSITIVE when you read these, and think of times on the job when you HAVE exhibited these characteristics – NOT times when you might have failed to.

Demonstrate the below to the Hiring Manager:

Commitment: This is your capacity for becoming dedicated to your work. You should demonstrate a strong belief in what you do. Demonstrate that you are willing to make a sacrifice for people when appropriate because you are a COMMITTED person. Show a strong responsibility and commitment to not only the Hiring Manager and the company, but even more importantly, to customers and clients.
Work Orientation / Stamina: This is your capacity to handle mental intensity and hard work. Indicate the high tempo and speed at which you work, and your capacity for endurance. Show that you invest the TIME and ENERGY necessary to get the job done right the first time – consistently.

Interpersonal Skills / Charm: This is your capacity to know how and when to get things done with people. Show that you are outgoing and charming, and that you are especially effective in this regard when you have an objective in mind, or need someone to do something. Demonstrate that you have an intrinsic need to win the approval of others, fit in, and get along. Show that you have the ability to build quick relationships with people.

Discipline: Demonstrate that you have inner standards that make you both predictable and productive. Show that you enjoy the responsibility of planning and carrying out your own schedule. Indicate that you can motivate yourself to work on a task until completion.

Competitiveness: This is your drive to be better than others. Show that you like to compete and have the desire to win, and show the maturity of knowing how this benefits everyone.
Courage / Persuasion: This is your ability to increase your determination to get the job done when you are faced with resistance or a difficult situation. Show the ability to move people towards a commitment to buy or act. Demonstrate that you are fair and nice, but also show that you can be very firm and even a bit aggressive when necessary. Don't be modest. Demonstrate confidence and the fact that you are not easily intimidated. Indicate the desire to influence the thinking of others. Show that you can gain agreement from others via logic, alternatives, and emotional appeals.

Beliefs / Ethics: This is your capacity to believe strongly in what you do and emphasize service. Indicate loyalty so that the Hiring Manager knows that you won't leave the job within the first few months – or leave your clients hanging and out of the loop. This quality is key to the development of accounts and customer satisfaction. Show that you will act in terms of what is right. Demonstrate that you follow through and actually do what you say you will do.

Focus: This is your ability to determine what is important, set priorities for tasks, and maintain direction. Show that you understand how to set short and long-term objectives and how to intelligently schedule these objectives so that you hit your goals and complete tasks on time.

Big Picture Thinking: This is your ability to see the big picture, and not get bogged down in the minutia of small tasks. Demonstrate a tendency toward project closure. Show your ability to see the real goal and what it takes to get there.

'Show,' Don't 'Tell'

You may have noticed in the above section that it is suggested that you 'show' and 'demonstrate' that you have what it takes to fill the Hiring Manager's needs. This is contrasted with simply 'telling' the Hiring Manager that you have what it takes. Employers are more interested in what you can achieve for them, than the skills you possess. The interviewer will try to establish what benefits you will bring to the company, and where your benefits might be greater than those of other candidates.

The formula for this is quite simple:
1) Clarify the interviewer' s question.
2) Confidently answer the question by 'telling' using two of the above Behavioral Competencies.
3) 'Show' that you have demonstrated these competencies in the past by GIVING EXAMPLES.
4) Ask and verify that you have answered the question to the satisfaction of the interviewer.
A simple answer might then look like this:
'So … you are asking me if I have worked with important accounts before. That is a good question and I am glad you asked. Well, I definitely have the ability to work hard to earn the trust of my clients, and then focus on customer service in order to keep them happy with the business relationship. FOR EXAMPLE, in my last job I was brought in to work with a disgruntled client after another Account Manager left. Although it took a lot of hard work, I was able to fix what was wrong by listening to the client carefully and making sure that we delivered exactly what was expected of us. It took a while, but I was able to rescue the relationship with this important client. Does that answer your question? Good. I think I could be an asset to your group having worked through this type of experience with an important account.'

About using 'FOR EXAMPLE'
'FOR EXAMPLE' is the most important phrase in your job interview arsenal. Don't be afraid of using it frequently as a part of the answer to every question! The more examples you can provide of specific instances where you have demonstrated the characteristics Hiring Managers are looking for – your ability to fill their needs -- the more likely you will be hired.
There are two things to be said about using 'FOR EXAMPLE,' however. First, don't overdo it on the examples. You only need to provide enough examples to satisfy the interviewer, or basically instil the confidence that you will be successful in filling their needs. Don't oversell yourself by giving too many examples! Watch for cues that the interviewer is satisfied that your examples back up your statements or claims. You could also ask questions to probe the effectiveness of the answer.
Ask questions like:
* Does that make sense? Is that a good example?
* Have I addressed that 100% to your satisfaction?
* Does that answer your question about 'X'?
* Do you think that my experience with that type of situation would be relevant to my work here?

I think that's the kind of experience you are looking to bring to your team, isn't it?

Most importantly, when you use 'FOR EXAMPLE,' make sure your examples are specific, measurable, and relevant. You are telling a story. You need to PAINT THE PICTURE. Be specific. Use people's names. Give background info on clients and colleagues, and indicate your role and involvement. Make the situation as relevant to the Hiring Manager's work as possible and use terms and ideas he or she can understand and relate to. Give dates and measurable information and statistics relating to the time and money you have saved by deploying your Behavioural Competencies on the job. Use gestures and pauses, and don't be afraid of drawing simple charts or diagrams on paper or on a white board. Practice telling these stories! It is your examples or 'stories' that people relate to, and it is your examples and stories that will get you hired. Show, don't tell!

A useful tip before the interview is to practice putting together useful phrases starting with:-
Which means that........ ......... .....?
Which resulted in.......... ......... ....?
So that........ ......... ......... ......... ....?
The benefit was......... ......... .......?
We gained because..... ......... .....?
The advantage was......... ......... .?
To emphasize your achievements, quantify the facts where you can and use positive action verbs where you can.
In the next session, we will cover the S.T.A.R statement format which is very useful when giving examples.

What Questions To Use To Uncover The Hidden Needs Of The Interviewer?
Throughout your interview, you are going to want to tailor your answers to the interviewer. Each interviewer will have his or her own hidden needs depending on their role. For example, a person in HR will want to be convinced that you understand the corporate culture, you will fit in with the company, you will get along with everyone, you will not show any disruptive behavioural or ethical problems, and that you will generally be easy to deal with. A person at the VP level will want to know that you are going to be an asset to his or her department and reflect well on him or her. The Hiring Manager will want to be assured that you will be dependable and that you are completely capable of doing what it takes to be successful at the position you are being interviewed for. Remember that that the Hiring Manager in particular will want to hire someone that:
1) they like, and are likable
2) will make their job easier, and
3) will make them look good.
Each interviewer will also have their own set of hidden needs. Use the following question early on in the interview to uncover hidden needs so you can frame your answers to speak to those needs:

'What could the ideal candidate do to make your job easier?'
'What would be the most important ability for a person to have in order to succeed in this position?''What are the most important short term goals for this department?
'What are the most important long term goals?'
'What are your formal goals as a manager? What kind of challenges are you facing in meeting these goals?'
'How is your success and the success of your department measured?'
'What qualities are you looking for in the right person for this position?'
'What would be the top priority of the person who accepts this job?'
'Can you describe a typical day for someone in this position?'
'What are the day-to-day expectations and responsibilities of this job?
'What would make that person a superstar?'
'What kinds of challenges are you currently facing in your department?
'How will my leadership and management responsibilities and performance be measured? By whom? How often?'
'What is your biggest challenge coming up in the next eight weeks?'
'What is currently the greatest opportunity for you and your department? The biggest threat?'
'What are the qualities and skills of the people who have been most successful at this company?''I sense you're frustrated by 'X' … What would make it easier?'
'How does 'Y' affect your group and your ability to make your numbers?'
'If I could do just one thing over the next three months for the maximum benefit to you and your department, what would it be?'
Bye for now & good luck with the job hunting.

Kaizen Philosophy

2008-03-16T03:26:00.000-07:00

Kaizen is a philosophy more than a practice. Its means "making small changes in everyday processes" to boost efficiency.

There are a few key points to remember here.

1) every person or the employee should have a right or should be given the right to propose changes or improvements. And by every i mean CEO to peons and everyone in between.

Often the people who work on the production floor would know if the layout is good, if the flow of material from one place to other is smoother and quicker, the sales guy would know what works in the market and how etc.

so its very essential to tap this "experiential knowledge" from ppl who actually do the job rather than ppl who "THINK" they know the job.

2) The implementors should have an open mind, ears, heart and soul to accept suggestions from ppl. If egos or superiority comes in picture here.. the whole things can backfire

3) not all suggestions r implemented. . suggestions r given thorough thought and feasibility is identified.. that y its said.. making small changes.. small means the ones which can be implemented with no.. or minimal cost.. eg. ergonomical, document format, record keeping styles, ambience maintenance, hygiene maintenance, forstering better relations with suppliers and clients, etc.

4) its very essential to gain the trust of ppl here.. if your company has never done this before and it has a reputation of not "listening" to the employees, you may want to start showing that you "care" but just implementing a few thngs that you know are a concern right nw..

5) in japanese mgmt.. they do not believe in rewards or acknowledgements. . coz ppl r matured to respect each others opinions and suggestions. . so thr is no need.. but i guess we need to add indian flavor to it.. here the only way an employee can feel comfy is when we praise him.. formally or informally..

6) ON IMPLEMENTATION:
start with the dept, you knw has the least of the problem.. and then gradually extend the program to the entire of the organisation

In any case .. this is a great initiative.. i wish u all the very best.. and please keep us informed how it shapes out to be..

Dressing for a Professional image at Office

2008-03-16T03:24:00.000-07:00