HR Tool :- Six Exercises to Sharpen your Focus

One reason many people have trouble remembering something is that they don’t make a clear picture of what they want to remember, because they don’t pay enough attention in the beginning. The crucial first step to remembering anything is to PAY ATTENTION. You have to first take in the information in order to put it in your short-term or working memory and later transfer it to your long-term memory.

Naturally, you can remember all sorts of things without being particularly attentive, as unconsciously you are absorbing information all the time and much of this stays with you, even if you are unaware of it. But, this casual absorption of information can be a hit-or-miss proposition. While you may take in much of this information unconsciously and may later remember things you didn’t realize you had even learned, to improve your memory you have to consciously pay attention. This approach is sometimes referred to as being “mindful” as opposed to operating on automatic.

Certainly, you want to continue to keep most everyday processes in your life automatic, since you need to do this to move through everyday life; you can’t try to pay close attention to everything you do, since this will slow you down. Yet at the same time, you can become more aware of what you are doing on automatic and you can focus more closely on some usually automatic activities. Then, you can better remember what you want to remember, such as the names of people you meet at a business mixer or trade show.

Learning to Pay Attention

The following exercises are designed to help you pay closer attention to what you do.

Creating a Memory Trigger to Increase Your Ability to Focus

When you’re in a situation where it’s particularly important to remember something, you can remind yourself to pay close attention by using a “memory trigger.” This trigger can be almost any type of gesture or physical sign—such as bringing your thumb and forefinger together, clasping your hands so your thumbs and index finger create a spire, or raising your thumb. Or you could use a mental statement to remind yourself to pay attention. Whatever signal you choose, it’s designed to remind you that it’s now time to be especially alert and listen or watch closely, so you’ll remember all you can. If you already have a signal you like, use that, or use the following exercise to create this trigger.

Get relaxed, perhaps close your eyes. Then, ask yourself this question: “What mental trigger would I like to use to remind myself to pay attention?” Notice what comes into your mind. It may be a gesture, a physical movement, a mental image, or a word or phrase you say to yourself. Choose that as your trigger.

Now, to give power to this trigger, make the gesture or movement or let this image or word appear in your mind. Then, as you make this gesture or observe the image or word, repeatedly use this gesture for a minute or two, and as you do, say to yourself with increasing intensity: “I will pay attention now. I will be very alert and aware, and I will lock this information in my memory so I can recall it later.” This process of using the gesture and paying attention will associate the act of paying attention with the gesture.

Later (either the same day or the following day if you are beginning this exercise at night), practice using this trigger in some real-life situations. Find three or more times when you are especially interested in remembering something, and use your trigger to make yourself more alert. For example, when you see something you would especially like to remember (such as someone on the street, a car on the road, etc.), use your trigger to remind you to pay attention to it. Afterward, when whatever you have seen is gone, replay it mentally in as much detail as possible to illustrate how much you can remember when you really pay attention.

Initially, to reinforce the association with the sign you have created, as you make this gesture, repeat the same words to yourself as in your concentration exercises: “I will pay attention now. I will be very alert and aware, and I will lock this information in my memory so I can recall it later.” Then, look or listen attentively to whatever it is you want to remember.

Repeat both the meditation and the real-life practice for a week to condition yourself to associate the action you want to perform (paying attention) with the trigger (raising your thumb, etc.). Once this association is locked in, continue to use the trigger in real life. As long as you continue to regularly use the trigger, you don’t need to continue practicing the exercise, since each time you use the trigger, your attention will be on high alert.

Then, any time you are in an important situation where you want to pay especially careful attention (such as a staff meeting or a cocktail party with prospective clients), use your trigger, and you’ll become more attentive and alert.

Using a Physical Trigger or Motion to Keep Your Attention Focused

To keep yourself from drifting off while you are listening to something or to keep your mind from wandering while you are observing or experiencing something, you can use the trigger you have created or any gesture or physical signal to remind yourself to pay attention to what you are hearing or seeing.

For example, every 20 or 30 seconds, click your fingers softly, move a toe, or move another part of your body as a reminder. Once you decide on the trigger, practice this signal to make the association with paying attention by repeatedly making this gesture and after that focus your attention on something. Then, that gesture or motion will become your trigger to pay attention.

After a while, should your attention drift away, simply repeat the trigger to bring you back to attention again.

Using Clear Memory Pictures or Recordings to Improve Your Memory

Another way to pay closer attention is to make a sharp mental picture or recording of the person, place, or event you want to remember. This process will also help you with the second phase of the memory retention process, where you encode this information using visual imagery or sounds. But this first phase is what picks up the information in the first place, much like using a camera or a cassette.

A major factor in poor remembering is that often we don’t make this picture or recording very well. As a result, we may think we remember what we have seen, but we don’t. Courtroom witnesses, for example, often recall an event inaccurately, although they may be positive they are correct. Accordingly, before you can recall or recognize something properly in the retrieval stage of the process, you first must have a clear impression of it.

One way to do this, once you are paying careful attention, is to think of yourself as a camera or cassette recorder, taking in completely accurate pictures or recordings of what you are experiencing. As you observe and listen, make your impressions like pictures or tape recordings in your mind.

It takes practice to develop this ability, and the following exercises are designed to help you do this. At first, use these exercises to get a sense of how well you already remember what you see. Then, as you practice, you’ll find you can remember more and more details.

The underlying principle of these exercises is to observe some object, person, event, or setting to take a picture, or listen to a conversation or other sounds around you. Then, turn away from what you are observing or stop listening and recall what you can. Perhaps write down what you recall. Finally, look back and ask yourself: “How much did I remember? What did I forget? What did I recall that wasn’t there?”

At first, you may be surprised at how bad an observer or listener you are. But as you practice, you’ll improve—and your skill at remembering will carry over into other situations, because you’ll automatically start making more accurate memory pictures or recordings in your mind.

An ideal way to use these techniques is with a mental awareness trigger. Whenever you use that trigger, you will immediately imagine yourself as a camera or recorder and indelibly impress that scene on your mind for later recall.

The next three exercises are designed to give you some practice in perceiving like a camera or cassette recorder in a private, controlled setting. The fourth exercise is one you can use in any situation to perceive more effectively.

Looking at Things More Accurately

This exercise will help increase your powers of observation.

Look at something in front of you that has a lot of different things in it. These can be different objects, people who are mostly stationery (i.e., sitting down, not a bustling crowd), scenery, and so forth. Or use a picture of such a scene. Then, stare at this scene for about a minute, and as you do, imagine you are taking a picture of it, as if your mind is a camera taking a snapshot. As you do so, notice as many things about the scene as you can. Pay attention to forms, colors, the number of objects or people there, the relationship between things, and so on.

Then, look away from that scene, and try to recreate it as accurately as possible in your mind’s eye. As when you looked at the scene, notice the forms, colors, number of objects or people, and the relationship between things.

Next, to check your accuracy, without looking back, write down a list of what you saw in as much detail as possible.

Finally, rate your accuracy and your completeness by rating your observations. To score your level of accuracy, designate each accurate observation with a +2. Score each inaccurate observation with a -1. Score each invented observation with a -2. Then, tally up your score and note the result. To score your level of completeness, estimate the total number of observations you think were possible in the scene and divide by the number of observations you made, to get your completeness score.

As you continue to practice with this exercise, you’ll find your score for both accuracy and completeness should go up.

Listening to What You Hear

This exercise will help you become more aware of what you hear and help you listen more completely and correctly.

Tape a short segment of conversation or some sounds on a tape cassette. You can record this from an ongoing conversation, from a television or radio program, or from ambient sounds on the street around you. Tape for 2 to 3 minutes.

Then, while you are taping or later when you play back the recording, concentrate on listening as intently and carefully as possible. Imagine you are a tape recorder that is recording every bit of conversation clearly and accurately. Either way, as you are taping or playing back the recording, really listen. Perhaps form images in your mind as you do.

At the end of the recording, try to recall the conversation or sounds in as much detail as possible. Perhaps imagine yourself as a tape recorder playing this back. Additionally, try to remember what you heard in sequence as best you can.

To check your accuracy, write down a list of what you heard in as much detail as possible. You needn’t write everything down word for word, but write down enough to indicate the gist of each thought or statement. Then, play back the tape, and review how complete and accurate you were.

Finally, rate your accuracy and completeness by rating your recall of the conversation. To score your level of accuracy, designate each accurate recollection with a +2. Score each inaccurate recollection with a -1. Score each invented recollection with a -2. Then, tally up your score and note the result. To score your level of completeness, estimate the total number of recollections you think were possible in what you heard and divide by the number of recollections you made, to get your completeness score. Give yourself 10 bonus points if you got everything in sequence; 5 bonus points if you got most things in sequence. Finally, total and divide this result by your estimated number of total sounds, statements, or phrases for your percentage rating.

As you continue to practice with this exercise, you’ll find your score for both accuracy and completeness should go up.

Seeing Like a Camera; Listening Like a Cassette Recorder

This exercise will help you observe or listen more accurately and completely in everyday situations.

You can use this technique wherever you are—it’s especially ideal for parties, business networking meetings, and other important occasions where you want to be sure to remember things accurately. Also, you can use this technique to practice and sharpen your skills when you’re waiting in line, traveling in a bus, in a theater lobby at intermission, and in places where you are waiting for something to happen.

Simply imagine you are a camera and snap a picture of what you see. Or imagine you are a cassette recorder picking up a conversation. Or be a sound film camera and pick up both.

Afterward, turn away or close your eyes if convenient, and for a few seconds, focus on what you have just seen or heard. If you have taken a picture, visualize it intently in your mind’s eye and concentrate. What objects or people do you see? What colors or details do you notice? What furniture is in the room? What are the people wearing?

Then, look at the scene and compare your picture with what you see now. What did you leave out? What did you add that wasn’t there? What details did you observe incorrectly? The more you do this, the more complete and accurate your picture will be.

If you have tried to listen like a cassette recorder, replay what you have heard in your mind. What did people say? What sounds did you hear around you? You won’t be able to actually hear these conversations or sounds again, but you can get a sense of how much detail you were able to pick up. The more you practice, the more fully you will hear.

If you have imagined yourself as a sound film camera, review both the pictures and sounds.

Experiencing an Object

This exercise will help you become more aware of what you see and help you perceive more completely and correctly.

Place a common object or group of objects in front of you (such as a collection of objects from your desk, a painting on your wall, an advertisement or picture from a magazine, a flower arrangement in a vase). Stare at the object or group of objects for about a minute, and notice as many things about it as you can, such as its form, texture, color, design, pattern, and so on. Be aware of how many objects there are, and catalog the names of all the objects in your mind.

Then, remove the object, or groups of objects, so it is out of sight, but continue looking at the spot where it was, and imagine the object(s) as still there. Try to recreate what you saw with as much detail as you can.

To check your accuracy, write down a list of what you saw. Then, look at what you observed again and see how accurate you were.

To chart your progress each time, score the total number of observations you think were possible (this will vary with each observer), and score each of your accurate observations with a +2. Score each of your inaccurate observations with a -1, and your invented observations with a -2. Finally, total and divide by your estimated number of total observations for your percentage rating.

As you continue to practice with this exercise, you’ll find your rating will go up.

By Gini Graham Scott, Ph.D

HR Article – 25 Behaviors that lead to mistrust

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25 behaviors that lead to mistrust
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“Trust men and they will be true to you; treat them greatly, and they will show themselves great.” — Ralph Waldo Emerson

All of life is relationship – even life at work. And the most critical, foundational building block of a team is trust. Without trust most teams are really disparate collections of individuals called groups. The element that creates or erodes trust is your individual behavior. Trust can support teams to go the extra mile, work for the greater good of the team and the organization, foster open and honest communication and engender mutual respect and support. Distrust, on the other, often stems form a “me first” mind-set that leads to destructive conflict, egoism, and a “going through the motions” attitude.

As trite and worn as the statement “There is no ‘I’ in team.” is, its a fact of life at work that when trust is lacking among team members, they spend inordinate amounts of time and energy resisting others’ inappropriate behaviors, reacting to others’ disingenuousness, playing politics, resisting meetings, and feeling reluctant to ask for, or give, support.  In a culture characterized by mistrust, relationships suffer and when relationships suffer, performance, production and profits suffer. So, how might you be contributing to mistrust on your team?

Here are 25 behaviors that contribute to creating mistrust on your team:

1. You fail to keep your promises, agreements and commitments.
2. You serve your self first and others only when it is convenient.
3. You micromanage and resist delegating.
4. You demonstrate an inconsistency between what you say and how you behave.
5. You fail to share critical information with your colleagues.
6. You choose to not tell the truth.
7. You resort to blaming and scapegoating others rather than own your mistakes.
8. You judge, and criticize rather than offer constructive feedback.
9. You betray confidences, gossip and talk about others behind their backs.
10. You choose to not allow others to contribute or make decisions.
11. You downplay others’ talents, knowledge and skills.
12. You refuse to support others with their professional development.
13. You resist creating shared values, expectations and intentions in favor of your own agenda; you refuse to compromise and foster win-lose arguments.
14. You refuse to be held accountable by your colleagues.
15. You resist discussing your personal life, allowing your vulnerability, disclosing your weaknesses and admitting your relationship challenges.
16. You rationalize sarcasm, put-down humor and off-putting remarks as “good for the group”.
17. You fail to admit you need support and don’t ask colleagues for help.
18. You take others’ suggestions and critiques as personal attacks.
19. You fail to speak up in team meetings and avoid contributing constructively.
20. You refuse to consider the idea of constructive conflict and avoid conflict at all costs.
21. You consistently hijack team meetings and move them off topic.
22. You refuse to follow through on decisions agreed upon at team meetings.
23. You secretly engage in back-door negotiations with other team members to create your own alliances.
24.  You refuse to give others the benefit of the doubt and prefer to judge them without asking them to explain their position or actions.
25. You refuse to apologize for mistakes, misunderstandings and inappropriate behavior and dig your heels in to defend yourself and protect your reputation.

When you show up in integrity, authentically and allow your vulnerability, others will see you as genuine, warts and all. As such, your teammates will begin to trust you and gravitate towards you as you have created a personal container of safety in which others feel they can relate to you in an equally genuine fashion.

Communication and true teamwork is a function of trust, not technique. When trust is high, communication is easy and effortless. Communicating and relating are instantaneous. But, when trust is low, communicating and relating are efforting, exhausting, and time and energy consuming.

Finally, no one wants to give 100% to someone they can’t trust. Period!

So, some questions for self-reflection are:

* How deeply do you trust your own guidance?
* Do you trust that you know what’s best for you?
* Do you often find yourself needing to be in control?
* Do you feel the people in your life should think, feel and behave as you do?
* Are fear, doubt and anxiety a large part of your life?
* Where or when do you feel not good enough or not worthy enough?
* Do you generally feel most folks can’t be trusted?
* What would your life be like if you substituted trust for fear?
* Would you describe yourself as one who has a well-honed capacity to trust, be non-judgmental, and compassionate?
* Would folks describe you as a good listener? How do you know?
* Are you trustworthy?
* What does trust mean to you?
* On what do you base your notion of trust?
* Do you believe others, if asked, would say they trust you?
* Why is trust easy or difficult for you?
* What does someone have to do for you not to trust them?
* Do you have a lot of rules that have to be met before you trust someone?
* What was your experience around trust like when you were growing up?
* Have you ever been told, directly or indirectly, that you can’t be trusted? If so, what was that like?

The chief lesson I have learned in a long life is that the only way to make a man trustworthy is to trust him; and the surest way to make him untrustworthy is to distrust him and show your distrust.” ­ Henry L. Stimson

HR Survey – Why Employees leaves organization ?

Every company faces the problem of people leaving the company for better pay or profile.

Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.

He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food.

Twice Mark was sent abroad for training. “My learning curve is the sharpest it’s ever been,” he said soon after he joined.

Last week, less than eight months after he joined, Mark walked out of the job.

Why did this talented employee leave?

Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called “First Break All the Rules”. It came up with this surprising finding:

If you’re losing good people, look to their immediate boss…Immediate boss is the reason people stay and thrive in an organization. And he’s the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition.

“People leave managers not companies,” write the authors Marcus Buckingham and Curt Coffman.

Mostly manager drives people away?

HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time that thought gets strengthened, the third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information, Dev says: “If you work for a jerk, you basically want to get him into trouble. You don’t have your heart and soul in the job.”

Different managers can stress out employees in different ways – by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit – often over a trivial issue.

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Pinal Mehta

Change Management : Customer First

Customer First is the mindset change behavioral intervention about customer needs, satisfaction, delight and loyalty. Customer First focuses on dynamic interactions between the organization and customers as well as competitors in the market and its internal stakeholders. Customer First helps continuous improvement as a business priority.

Customer First places the emphasis on listening to customers in the BAT mode of Behaviors, Attitudes and Thinking.

There are seven key behaviors that strongly indicate a customer First attitude:

· Thinking and talking about clients a lot

· Continually assessing your customers’ perceptions

· Resolving priority issues in favor of the customer

· Giving in, compromising, adding value for the customer

· Making amends to customers for poor treatment

· Employing a “whatever it takes” policy to satisfy special needs

· Redesigning processes, re-deploying resources and when they get in the way of service quality

The average person who has a bad-service experience tells at least nine others about it and l3% of complaints relates their experience to more than 20 other people. In comparison, people who receive an excellent service only tell three or four others about it.

Today more than ever, customer service is like a famous celebrity. Every action is noticed, talked about, shared and magnified. What has made this so? Technology.

The Customer First Focus:

· Understanding the specific needs of the customers

· To listen openly and with empathy to the customer

· Judge the content, not the messenger or the delivery

· Comprehend fully using multiple techniques (ask, repeat, rephrase etc.)

· Attend to non-verbal cues, body language. It is not just words – Listen between the lines

· Satisfying the customer needs by asking for his/her views or suggestions

· Acknowledge what is said, rather than control a conversation

· Listen to all the facts and do not interrupt the customer until he / she concludes the statement

· Listen to key words of interest on which to comment or ask questions

· Understanding the bottom line in written communication

· Arranging information in a logical sequence

· Writing clear and concise sentences and eliminating the passive voice and redundancy

· Developing inter team / intra team relationship for cohesiveness

· To connect with others

· To understand the importance of an action plan for individual and organization growth

Great results at JK Tyres, Life Tree, Sonata Softare, Titan, Buhler, SRL Ranbaxy, ESAB and many others right from the word go.  Their people who went through the intervention are now able to;

· Identify the gaps and barriers in your interaction with customers

· Develop an excellent customer relationship against parameters like,

Reliability

Assurance

Tangibility

Empathy, and

Responsiveness

· Adopt a positive attitude at work

· Build Rapport and steps to Assertive Communication

· Relate to different personality styles and flex your communication to suit each  personality style

· Learn the art of positive reciprocation without any disruption/deviation

· Structure presentations to deliver crucial points and emphasise on the key message

· Listen for unspoken fears/moods/aspirations/concerns

· Understand others with respect and validation

· Listen rather than think about how you are going to respond

· Build optimism and positive human regard

· Remove conflict and have better understanding with adequate communication

· Be proactive

· Make reading clear and concise thereby creating a winning impact

· Demonstrate a higher order of team effectiveness

· Have the agility to respond to situations

· Be interdependent-each member depends on the other when the team wants to be successful

· Follow an action plan for self assessment and their by being able to take self corrective measures instantly

It is time for you to bring about the change in Behaviors, Attitudes and Thinking of your people. Customer First helps all types of Customer interactions be it in retail, manufacturing, IT, BPO, Services or wherever it calls for people Skills. Customer First is original creation of Oscar Murphy International, Singapore.

Seven Ways of Employee ROI

It’s no secret that the economy isn’t exactly booming right now. More people may be looking for work, but that doesn’t mean that they are the right people for your company. Instead of viewing employees as expendable, businesses should focus on getting the best return possible on the workforce they already have.

Employee retention is a very big issue and it always will be, regardless of the state of the economy. After all, the key to long-term growth and productivity is a workforce that’s familiar with your company and in sync with its goals. A workplace should excite and motivate employees, so they’ll want to stay around. And that means creating an environment that challenges people and helps them grow not just as employees, but as people.

Here are some ways organizations can foster the kind of growth-oriented workplace that will survive and thrive, even during a downturn:

* Forget Monetary Incentives: Focus On Relationships. Even if you can offer them, fat salaries and bonuses, more vacation time, and other perks will not increase employee loyalty. Instead, they tend to tie people to your company in the same manner that one trains a dog to stay in the yard—until, the people across the street offer a bigger, juicier bone. Creating a culture in which good relationships are valued gives employees a profound and rewarding reason to come to work every day. Only through relationships can people change and grow…and personal growth is a requirement for survival in our increasingly complex world.
* Help Employees Find their “Familiars.” What is a familiar? Simply put, it’s an emotional state we return to again and again. It is a feeling that holds tremendous power over our choices, relationships, and careers. Rooted in our families and our upbringing, the familiar is a feeling that we unconsciously reproduce, sometimes to our benefit, but often to our detriment. For instance, the eldest child of a large family might have grown up having to subrogate her needs to the needs of the younger children. Perhaps she was told she was selfish for asking for things for herself. It is no mystery that as an adult she is frustrated at work and has trouble communicating her needs to her boss. Her familiar—the feeling that she doesn’t really deserve to ask for anything—is reproduced in her work environment, where she is unable to assert herself.  You can help your employees tremendously by learning about familiars and encouraging them to identify—and subsequently diminish—their own.
* Seek Employee Input. A big part of creating a growth-oriented workplace is to constantly question your employees. “Did you notice what you did there?” “Why do you think you said that?” “I noticed that when your position was challenged in the meeting, you didn’t defend it—why do you think you backed down?” Creating a “question culture” will help employees identify their familiars. It will raise performance expectations throughout the company. It will train employees to think carefully about how they do their jobs and ensure that they have sound reasons for every decision they make.
* Encourage Conflict and Confrontation. Yes, you read that right. Conflict and confrontation are rarely pleasant, but they are the very definition of teamwork. They are also necessary to create growth relationships. The purpose of the workplace is not to make everyone happy—it is to grow people to their maximum potential. The enormous popularity of consensus decision making/negotiation, participatory management, and self-directed work teams is a sign of our unhealthy quest for comfort above all.
* Provide Honest, Caring Feedback. Keep the lines of communication open by continually telling your employees how they are doing. A relationship without honest feedback is a “mutual toleration society.” Unconditional acceptance—in both personal and professional relationships—is actually a form of abandonment, because it robs the other party of the most important catalysts for growth and change. (Hence the reason the feedback is labeled “caring”).
* Practice the Art of Self-Disclosure. Feedback cuts both ways; you want your employees to provide it to you as well. One way to do so is through self-disclosure. If you want to turn a stagnant employee relationship into a growth-oriented one—or start a new relationship out on the right foot—share your feelings first. This is a big risk because you don’t know how the other person will respond; you must be prepared to deal with any type of reaction you receive. But it’s a risk worth taking because you can learn a lot from your employees. Self-disclose often and you’ll model the kind of relationships you want to encourage in your company.
* Form An Accountability Group. Many people fear receiving or giving feedback because they don’t want to show weakness or cause discomfort to someone else. Put them in the right setting, however, and they may be willing to become involved. In an accountability group people give and receive feedback, create action plans based on that feedback, and hold group members accountable for implementing their plans. I have found accountability groups to be amazingly effective in helping clients overcome debilitating work and personal problems. Done correctly, they can lead individuals and organizations to transform themselves from the inside out.

I am certain that the actions detailed here will increase your company’s productivity. People who are personally and professionally fulfilled make better employees—it’s that simple. But the big reason to implement these strategies has more to do with tomorrow than today. Creating a work environment rich with opportunities for self-discovery is an investment in the future of your company. Begin now, and when the economy rebounds, your employees won’t leave you for greener pastures. Why would they? Your organization will be meeting needs far more compelling than a weekly paycheck.

[ An abstract from an article publish by Joan McCarthey, CPO - Human Consultancy Inc, in Human Capital Magazine]

-Pinal Mehta

HR Work Style – Balancing Four Generations “Baggage”

Every employee brings “generational baggage,” and today’s HR manager has to carry four generations’ baggage at once, says Giselle Kovary.

Kovary, a consultant at n-gen People Performance Inc., specializes in helping companies “get, keep, and grow” four generations of workers simultaneously.

In her well-attended session at the recent SHRM (Society for Human Resource Management) Annual Conference and Exhibition in Chicago, she defined the four generations as:

Traditionalists: Born 1922-1945 (63-86 years old)
Their goal is to build a legacy.

Baby Boomers: Born 1946-1964 (44-62 years old)
Their goal is to put their stamp on things.

Gen Xers: Born 1965-1980 (28-43 years old)
Their goal is to maintain independence.

Gen Ys: Born 1981-2000 (8-27 years old)
Their goal is to find work and create a life that has meaning.
Relationship with the Organization and Authority

Traditionalists, Kovary says, were hard-working, willing to sacrifice, and above all, loyal to the organization.

Boomers came along with big changes they wanted to bring to the workplace, but there were the Traditionalists running things, so Boomers had to be content with changing from within.

But the Boomers saw how the organization let the Traditionalists down. “That’s not going to happen to me,” they say, and so their loyalty tends to be more toward the team.

Gen X’s loyalties are for the boss, because their boss is the gatekeeper for learning new skills. Xers are in the “sweet spot,” says Kovary. They’ve been living under the Traditionalists and Boomers for 20 years. What they want to say is, “Will you please just get out of the way?” They also have up to 20 years’ experience and, as the Traditionalists and Boomers retire, workforce pressures mean Xers can negotiate and demand.

Meanwhile, Gen Y loyalties are to their colleagues. They think of all employees as peers. They may say to their manager, “Why don’t you do it?” They are likely to ignore the corporate food chain, and want to talk directly to the VP.

Gen Ys’ parents wanted them to have a voice in family matters; be part of family decisions; and now those young people bring those expectations to the workplace. Ys want their opinions solicited, listened to, and acted upon. (Boomers often tell her, Kovary says, “Well, yes, that’s how I raised my kids, but that’s not who I want to work with me.”)

Ys also move and travel in packs. And even when not together, they are in constant communication.

Ys expect all their co-worker friends to receive equal treatment. They are used to playing soccer and everyone gets a trophy. And since they cannot fail, Ys expect second chances. “I failed to meet my sales target? I want a do-over.” And if they are top ranked, they will lobby in favor of their lower-ranked teammates.
Here Come the Helicopter Parents

And then, says Kovary, don’t be surprised if Ys’ “helicopter parents” want to be involved in the application/interview process. (A quick show of hands of the hundreds of HR managers in attendance showed that most have gotten calls from parents.)

Ys can do outstanding work, says Kovary, but if they aren’t fulfilled, they’ll just leave. “Time to go; no biggie.” They have many options—or at least they believe they do.

Competency Revolution

Beware of an important change that is occurring with competency, says Kovary. For older generations, competency was held by the more experienced people, but now, in many fields, competency—especially technical competency—is with the least experienced, the Ys.
Work Styles of the Generations

Traditionalists worked in a linear fashion, following the rules, says Kovary. Boomers went along with the rules and the structure: “These are the 10 steps that we need to take.” Xers challenge the steps. They suggest, “How about steps 3 through 7 and then 9?” Ys say, “Let’s make it faster and better through technology.” They want to upgrade every 3 months to 6 months, just as they do with their personal technology.

Office Humor

Office Humor

Office Humor

HR Humor

HR Humor

HR Humor

HR Humor

HR Story : Change our Vision

There was a millionaire who was bothered by severe eye pain. He consulted so many physicians  and  was  getting  his  treatment done. He did not stop consulting galaxy of medical experts; he consumed heavy loads of drugs and underwent hundreds of injections.
But the ache persisted with great vigor than before. At last a monk who has supposed to  be  an  expert  in treating  such patients was called for by the millionaire. The monk  understood  his  problem  and said that for some time he should concentrate only on green colors  and  not  to fall his eyes on any other colors. The millionaire got together a group  of  painters  and purchased barrels of green color and directed that every object his eye was likely   to   fall   to   be   painted   in   green   color   just   as  the  monk  had directed.
When   the   monk  came  to  visit  him  after  few  days,  the  millionaire’s  servants ran with buckets of green paints and poured on him since he was in red dress, lest their master not see any other color and his eye ache would come back.  Hearing  this  monk  laughed said “If only you had purchased a pair of green spectacles,  worth  just  a  few  rupees, you could have saved these walls and trees and pots and all other  articles and also could have saved a large share of his fortune.
You cannot paint the  world green.” Let us change our vision and the world will appear accordingly. It is  foolish to shape the world, let us shape ourselves first.
Let’s change our vision..!!
- Anonymous

Workplace Etiquettes

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:

‘This department requires no physical fitness programme. Everyone gets enough exercise:

  • Jumping to conclusions
  • Flying off the handle
  • Running down the boss
  • Knifing friends in the back
  • Dodging responsibility
  • Pushing their luck!’

Regards,

Pinal Mehta