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The Manager’s Cheat Sheet: 101 Common-Sense Rules for Leaders

14 Dec

1226939540wXly2gManagement is all about connecting with the people on your team. So how do you effectively manage a team? With common knowledge, of course. These are a few back-to-basics rules that will help you develop management skills that really matter.

 

Body Language

Like it or not, your body speaks volumes, even when you are silent. Here’s how to express an attitude that’s appropriate for a leader.
1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you’re interested and also gives you a sense of confidence.
5. Sit up straight. Even if you’re at an 8 a.m. meeting and feeling tired, it’s important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you’re talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you’re shaking hands with. You don’t want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you’re around.
9. Look your best. You don’t have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you’re perceived.
10. Walk confidently. Keep your head up and take even strides.

 

Meeting Deadlines

No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.
11. Only promise what you can realistically deliver. Don’t create deadlines that you know you can’t meet. By only promising what you know you can do, you’ll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn’t leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it’s completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you’re staying on schedule and that all of your employees will be clear about how and when things should be done.

 

Getting Along with Employees

A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.
21. Don’t make your employees come in on days they’re normally not scheduled to work or call them while they’re on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don’t play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it’s due. Don’t take credit for your employees’ ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don’t micromanage. While it’s fine to keep up with what your employees are working on, don’t constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don’t interfere with employees’ work. If your employees are getting work done, don’t stress about how it gets done. Even if it’s not being done they way you’d do it, it’s best to let employees use their best judgment.
27. Don’t push unreasonable deadlines. You don’t want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don’t require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it’s noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.

 

Manage Yourself

Being a good manager isn’t just about what you can encourage other people to do, it’s also about managing your own performance.
32. Be accessible. Don’t hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there’s always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You’re never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don’t use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don’t have to be bossy. You’ll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don’t make your work top secret; let your employees know what’s going on and how they are expected to contribute.
40. Know your subordinates’ jobs. You don’t want to be caught with inferior job knowledge.
41. Be flexible. It’s fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can’t be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can’t do.

 

Boosting Productivity

Getting the most out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees.
44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings.
45. Focus your energy on things that matter. Don’t let trivial tasks take time away from things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don’t have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things.
50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done.
52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you’ll enjoy a great sense of achievement.
53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down.
54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze.

 

Managing Finances and Resources

Whether you’re a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.
56. Set up a realistic budget. While it’s good to be optimistic, don’t plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.
57. Save costs where they matter the most. Don’t just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.
58. Spend only when it’s necessary. Don’t spend if you don’t need to. Every bit you save goes toward your profit.
59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect of your clients, you’ll also avoid legal battles that can be a serious financial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they’ll be more productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make what you have count.
63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgets often don’t allow for such conveniences. Make sure the employees that need tools the most have access to them.
64. Invest in solid technology. This doesn’t always mean the latest technology, but what your office needs to do work effectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won’t get left behind by competitors.
66. Don’t be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use materials wisely and don’t waste them out of haste or carelessness.

 

Communicating with Clients

Whether you’re a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you’ll set a good example for the people you supervise.
67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly.
68. Differentiate your products. Don’t get lost in a sea of products and services like yours. Make sure you stand out from your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it’s very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback.
71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It’s also helpful for keeping track of purchasing preferences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer’s unique needs.
73. Provide effective after-sales services. Don’t let contact fall off after the work is complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs.
75. Don’t be afraid to say you don’t know. It’s OK not to know the answer to every question. It’s better to say you don’t know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.

 

Keep Up with Change

There is no way to stop the world from changing, so follow these tips to keep up and ahead of the game.
76. Don’t fight change. You can’t stop markets, trends and technology from changing, so learn to go with the flow.
77. Adopt a predictive managerial style. Don’t wait for things to happen to make a move. Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they’re still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it.
81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services.
83. Keep an eye on the competition. Don’t let the competition get the best of you. Keep up-to-date with what they’re doing and use it to your advantage in managing your business.

 

Resolving Problems

Whether problems are internal or external, they can make your management duties a nightmare if you don’t handle them correctly. Here’s how to stay on top of them.
84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.
85. Fix what’s broken. Don’t waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions.
86. Manage and control your emotions. Don’t let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you’ll need to step in and take control of a situation.
88. Take the blame. If you’ve made a mistake, fess up. It’ll give you more time to work on fixing the problem instead of talking your way out of taking the rap.
89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone’s integrity without first ensuring that you’ve gathered all the data.
90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You’ll be able to think more clearly and make a better decision on how to rectify the issue.
91. Don’t ignore problems. A small problem can easily snowball and become something much more difficult to fix.
92. Try to depersonalize problems. Let employees know that the problem isn’t with them but with their actions. Don’t make it personal.

 

Go Above and Beyond

Managing people isn’t just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.
93. Lead by example. You can talk until you’re blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one’s above doing unattractive tasks.
95. Make a difference to your employees. Don’t just be a generic manager — stand out as a leader and role model for your employees.
96. Gain your employees’ trust and respect. You’ll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work.
98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration will come from.
101. Get to know your employees. Learn more than just their names. Get to know your employees’ family backgrounds, likes and dislikes. Doing so will make you more personable.

The original source of this article is InsideCRM.com , part of the Focus network of sites.

Tax Deductions FAQs

14 Dec


Tax Deductions

deductibleA deduction is an item that allows you to take a tax benefit up to the entire amount of the deduction. The good news is that this reduces your taxable income by the amount of the deduction, i.e., by using the deduction you end up paying a lesser amount in taxes. Just as an illustration, lets take the following simple mathematical example.
Amit’s income is Rs.100
Amit’s eligible deduction is Rs.20
Therefore, Amit’s taxable income is Rs.80
If Amit did not have a deduction, then his taxable income would have been Rs.100
By using the deduction Amit has saved taxes on up to Rs.20

 

What are the most commonly available deductions?

There are 4 most commonly used deductions that most people can avail of. These are popularly known by the section of the Income Tax Act under which they appear. Click on each of them to get more details.

80C deduction: Up to Rs.1 lakh, and used towards certain investments, payment of insurance premium, repayment of home loan principal amount, provident fund etc.

80D deduction: Up to Rs.15,000, and used towards annual medical expenses

80E deduction: Deduction of entire amount of interest paid on higher education loan for any family member

80G deduction: Deduction for contribution to charitable organization
In addition to these, there are numerous other deductions that are less common or that might not usually apply to you. Please check with your tax advisor if you might be eligible for any other deductions.

 

80C Deduction:Check out the eligible instruments

This allows a deduction for specific investment, contribution, deposits or payments made by the taxpayer during the tax year.

Who is it available to?

All individuals and HUF (Hindu Undivided Family).

What is the amount of the deduction?

A total of Rs.1 lakh in aggregate across all eligible 80C instruments.

What are the eligible instruments?

The most commonly used eligible instruments towards the 80C deductions are:

  • Life insurance premium, including premium for a unit-linked insurance plan (ULIP)
  • Contribution to Public Provident Fund or Provident Fund
  • Investment in pension plans
  • Investment in Equity Linked Savings Schemes (ELSS) of mutual funds
  • Home loan principal repayment
  • Investment in Infrastructure Bonds, National Savings Certificates
  • Payment of tuition fees to for full-time education of any 2 children of an individual
  • Fixed deposit with any scheduled bank or post office for 5 years
  • Senior citizens savings scheme

Please check with your tax advisor in case from time to time there are other instruments that become eligible under 80C.

 

80E Deduction:Check out the eligible instruments

This allows a deduction for payment of interest of loan taken towards higher education.

 

Who is it available to?

The deduction can be taken by the taxpayer for his/her higher education loan or for any member of the taxpayer’s family. The amount must have been paid using the taxpayer’s income chargeable to tax.

 

What is the amount of the deduction?

The entire payment of interest is deductible. The deduction is available for a maximum period of 8 years or till the principal and interest amount have been repaid, whichever comes earlier.

 

What are the eligible instruments?

The 80E deduction is usable only in the case of loan taken for higher education from a financial institution or recognized charitable institution. In this context, higher education means full-time studies for any graduate or post-graduate course specifically in engineering, medicine, management, applied sciences, mathematics or statistics. Please make yourself familiar with whether your course and subject of study are eligible for this deduction.
Please check with your tax advisor in case from time to time there are changes to the amount of deduction under 80E and the types of education loans permitted.

80G Deduction:Check out the eligible instruments

This allows a deduction for donations made to recognized charities and charitable institutions.

Who is it available to?

The deduction can be taken by any individual, HUF (Hindu Undivided Family), firm or company. Please note that donations made in kind are ineligible for the deduction.

What is the amount of the deduction?

The deduction available is 100% of the amount contributed to the charity, or in some cases 50% of the amount, which may further be with or without restriction. This calculation can get a little complicated, so its best if you ask your tax advisor on the total amount that you will be eligible for. Also, different charities get treated differently, so best to seek professional advice on this matter depending upon the charity of your choice.

What are the eligible charities and charitable institutions where my donations are eligible for the deduction?

Common charities that are eligible for this deduction are the Prime Minister’s National Relief Fund, Prime Minister’s Drought Relief Fund. Before making a donation, please check with the charity if it is recognized and has been registered with the appropriate authorities.
If you make a donation to a notified temple, mosque, gurudwara or church, it might also be eligible but please confirm that this place of worship has been registered with the authorities. As mentioned above, donations made in kind are ineligible for the deduction, so make sure that you pay by cheque or bank draft and keep record of the transaction.
Please check with your tax advisor in case from time to time there are newer charitable institutions that become available or there are changes to the amount of deduction under 80G.

 

Less Commonly Used Tax Deductions

Under section 80 of the Income Tax Act, there are other less commonly used deductions. Please check with your tax advisor on how to use them, if you are eligible for these

 

deductions

Top Misconceptions about Taxes

Do I need to file my tax returns? How do I file them?

Misconception 1:
  • My employer has deducted tax at source from my paycheck and thus I don’t have to worry about filing tax returns.
  • Just because taxes have been paid on your behalf does not mean that filing a tax return is not required. If your combined annual income from all sources is above the amount that is exempt from income tax you are required to file your returns. Your employer gives to you a statement called Form 16 at the end of the financial year that shows the amount of tax that has been deducted at source. You will need to put the tax deduction amount shown on the Form 16 on your tax return form. Therefore, it is important to ensure that you obtain this statement from your employer on time.
Misconception 2:
  • Filing tax returns is a complex and cumbersome process. I need a Chartered Accountant to help me file my tax returns.
  • Contrary to popular belief preparing and filing a tax return is actually quite simple. In fact if you have a digital signature you can accomplish the entire process sitting at home on your computer thanks to the e-filing facility available on the tax department website (www.incometaxindiaefiling.gov.in). Alternatively, you can submit the returns online, print a one-page receipt, sign it and drop it off at the income tax office within fifteen days of submitting the returns. No documents are required to be submitted with the receipt. If you so desire, you can fill out the forms on your own. However, if you want professional help there are many third party service providers who offer tax preparation and filing services for as low as Rs.200.

Housing and tax

Misconception 3:
  • he interest I pay on a home loan is deductible from my income from house property up to a maximum of Rs. 1,50,000 per year.
  • This is true if you have taken a home loan for a single house and it is self-occupied. However, if you take a home loan on a second house, the entire interest paid on the loan can be claimed as a deduction from your income on house property. If you are planning to invest in real estate with the expectation that the property would appreciate in value over time, you could take advantage of the above rule. Thus a smart investment strategy would be to take a home loan on a second house, rent out the house and claim interest paid on the loan as a deduction from the rental income, thereby reducing your borrowing costs significantly.
Misconception 4:
  • I receive tax exemption on the actual rent I pay for my rented home. This is not entirely accurate. Section 13 A of the Income Tax Act states that the maximum amount that is exempt from tax is the lower of the following amounts: (i) the House Rent Allowance given by the employer, (ii) 50% of your basic salary if you live in a metro, (iii) or, actual rent paid minus 10% of your basic salary. Thus if actual rent paid is lower than 10% of your basic salary you receive no exemption. The other key point is that you cannot claim any exemption under this section if you live in your own home or if you are not paying rent to anyone.

The magical 80’s

 

Misconception 5:
  • Section 80C benefits are available only on making an investment or saving or paying a premium on insurance.
  • You can claim a deduction for the school or university tuition fees you pay for your children (maximum of two) as long as they are enrolled in a full time program at any institute in India. In addition you can claim a deduction for the repayment of principal on any home loan that you may have taken. Both these deductions have to of course be within the overall annual Section 80C cap of Rs.1lakh.
Misconception 6:
  • If I avail of tax free medical reimbursement from my employer up to Rs.15,000, I cannot claim deduction on health insurance premium paid.
  • Tax free medical reimbursement by your employer up to an amount of Rs.15,000 per year for your family’s medical expenditure is separate from the Rs.15,000 deduction available under Section 80D for the premium you pay on buying health insurance. Both these exemptions are covered under different sections of the Income Tax Act and you can enjoy benefits from both. The former covers costs for your daily medical needs and outpatient treatment (OPD), while the latter protects you from expenditure for hospitalization.
Misconception 7:
  • My friends tell me that the only interest payment I can claim an exemption for is the interest paid on home loans.
  • There is a section of the Income Tax Act called 80E that permits deduction on interest paid on loans taken for higher education for self, spouse and children. There is no limit on the amount of deduction you can claim. The only thing to keep in mind is that the program for which the loan is taken should be a graduate or post-graduate program in engineering, medicine or management or a post-graduate course in the pure or applied sciences.

Interest income and others

Misconception 8:
  • Interest I earn on my savings account balance is exempt from income tax.After the removal of Section 80L of the Income Tax Act, interest income from any source including savings account balance, is subject to income tax. What you may be referring to is the rule around tax deducted at source for the interest payments you receive on your savings account. As per existing rules, as long as the combined interest income that you earn, on any savings accounts or fixed deposits, at a single bank branch, is less than Rs.10,000 there will be no tax deducted at source. If you want to better manage your cash flow and do not want tax to be deducted at source you could consider spreading your deposits across multiple bank branches, even if they are of the same banking company.
Misconception 9:
  • I have to pay taxes on interest received from my fixed deposits only on maturity.
  • Your tax liability on interest income from your fixed deposit is calculated on an accrual basis. Let’s say that you have made a fixed deposit for three years and have elected not to receive any regular interest payouts and instead have decided to receive a lump sum payout on maturity after three years. That does not mean that you are not liable to pay income tax annually on the interest that is credited to your fixed deposit account every year, even though you do not have access to that interest income.
Misconception 10:
  • I received cash as a gift from a close friend. I do not have to pay any tax.
  • You are right as long as the amount was less than Rs.50,000 during the financial year. The applicable rules for gift tax state that any cash gifts, without any upper limit, received from specified relatives are exempt from income tax. However, if you receive a cash gift from a friend, which exceeds Rs.50,000 in one financial year, you are liable to pay income tax on the entire amount. However, the good news is that cash gifts received during your marriage, of any amount, and from anyone are totally free from income tax.

Regards,

Pinal Mehta

Human Resources

HR Stories :- Test of Communications Skills

3 Dec

It was a hot meeting at the office conference hall. All the people from the department had been called. The VP was looking much tensed.
 

The mood was so bad. My friend asked me – “Hey, what is this meeting all about? I told – May be they will decide on when to have the next meeting.

People around smiled at each other. Then the VP started talking. It was about the recent attrition rate that was so high. Around 10 people had put in their papers. All experienced guys. It was quarter end and so work was huge. If we do not complete the work on time, we need to be paying heavy penalty said the VP.

The VP turned to the manager and told “Hey – take how much ever resources you want. Recruit or take them from other departments. But complete the work in another 25 days. Take people and complete it man.

 
To this the sweet manager replied “Sir! Give me one wife and nine months and I shall show you results. Don’t give me nine wives and one month. I cannot do anything.” Everyone looked at him blank.

 
The VP was not prepared for this answer. We looked at the manager and thought “What an Awesome Reply man!”

HR Articles :- Top Signs Your Employees Are Not Engaged

3 Dec

A tongue-in-cheek look at some signs that employees are not engaged, followed by proven action plans to improve that situation.
 
For decades, studies have shown that employee engagement has a direct influence on a company’s financial performance, its capacity to recruit other high performers and its ability to retain top talent.
 
To put a slightly off-kilter spin on employee engagement, here’s a list of signs your employees are not engaged, followed by an action plan that companies can implement to improve employee engagement within their organization.
 
Signs to be on the look-out for are:
 
1. Your employees are more satisfied with new episodes of MTV’s Jersey Shore than company benefits.
 
Action Plan:
Use an employee e-newsletter to regularly educate employees about their healthcare, vision and dental benefits, highlighting specific updates and special perks.
 
2. Your employees never show up to work on time yet always arrive at company parties 15 minutes early.
 
Action Plan:
Hold a time-management training seminar, teaching employees how to better manage their time and priorities.
 
3. Your employees are more interested in using Groupon to save them money than finding innovative ways to save the company money.
 
Action Plan:
Reward employees who come up with cost-saving ideas that will benefit the company’s bottom-line.
 
4. Your employees spend more time talking to their co-workers about their crazy weekend than completing important projects.
 
Action Plan:
Have teams establish ground rules for working together. Post them in a public place and encourage all team members to hold each other accountable to the new rules.
 
5. Your employees trust politicians more than they trust senior management.
 
Action Plan:
Make senior management more available and visible to employees to build trust.
 
6. Your employees remember their sister’s husband’s brother’s birthday but forget how to complete easy, painless work-related tasks.
 
Action Plan:
Ensure employees are aware of all the tools, software and equipment available to them and provide training to make sure employees understand how to use them to their full potential.
 
7. Your employees would rather voice their displeasure with their jobs on “www.ihatemyjob.com” than with their supervisors.
 
Action Plan:
Develop “office hours” for employees to openly voice their opinions and give suggestions to their supervisors.
 
8. Your employees call in sick on the same day and time every week.
 
Action Plan:
Institute an incentive policy where employees who accumulate a set number of unused sick days can earn an additional vacation day.
 
9. Your employees build origami out of important project materials instead of reading them.
 
Action Plan:
Hold monthly brainstorming meetings to allow employees’ creative sides to come out, generating new, innovative ideas for upcoming projects.
 
10. Your employees believe the odds of their favorite NFL team winning Super Bowl are better than the odds of their supervisor offering them a job promotion.
 
Action Plan:
Conduct one-on-one meetings with employees to discuss career growth and opportunities for advancement.
 
These signs and others like them require immediate action by management to prevent against continued disengagement.
 
By establishing a sound employee-engagement strategy and executing the aforementioned action plans, organizations will be well on their way toward improving their employees’ engagement levels, and, more importantly, retaining their top talent as the economy recovers.
 
 
[About the Author: Kevin A. Sheridan is CEO/Chief Consultant at HR Solutions.]

Regards,

Pinal Mehta

HR CaseStudy:- When Grapevines are Good (Gossip’s @ Workplaces)

3 Dec

Gossip, just like social media, is an exchange of information between two or more people typically about a third, absent party. Managers may view their lack of control in such a democratic environment as a threat. Instead, they should look at the positive powers of gossip as a tool to diagnose or influence workforce issues.
 
Call it whatever you like, the grapevine, water cooler, gossip or the rumor mill. Conversations among co-workers happen. As human beings, we are social creatures who crave community, engagement and interaction.
 
Whether it’s talking shop about the boss, layoff rumors after a less-than-satisfying quarterly earnings report or gossip about Susie in Accounting and her supposed office extra-curriculars, conversations among co-workers are a guarantee.
 
Management has battled with gossip and the grapevine since the beginning of time. Supervisors are quick to lay blame to wildfire rumors, half truths and innuendos at the office as being detrimental to workplace productivity and undermining management authority. However, a recent study by two doctoral candidates at the University of Kentucky sheds some light on the positive power of gossip in the workplace.
 
Some Points to Ponder:
 
1. Gossip improves an employee’s social understanding of his or her environment.
This concept is the basis of cultural anthropology and the concept of micro-cultures. Workplace cultures are no different.
 
2. Gossip is natural.
According to the University of Kentucky study, 96 percent of employees admit to engaging in gossip at work.
 
3. It’s not all negative.
Nearly three-quarters (72 percent) of gossip was an even blend of both positive and negative. Only 7 percent of gossip was largely negative.
 
4. Negative gossip
Negative gossip is a symptom of a larger organizational problem.
Just like a fever or runny nose alerts an individual to an infection, negative gossip is no different.
 
5. Perception is Reality.
Prior to the written word, the grapevine was a form of historical storytelling and news distribution. Sometimes, the spoken word is more reliable than the written word in the workplace. Visit any break room or smoking section as a covert HR operation and you’ll see exactly what I mean.
 
Just as social media is about engagement and influence outside of a brand’s scope of control, so, too, is the workplace grapevine outside of a manager’s control. Gossip, just like social media, is an exchange of information between two or more people typically about a third, absent party.
 
And managers view their lack of control and that democratic environment as a threat, instead of a tool or channel in which to diagnose or influence a situation or scenario. There is no silver bullet to managing gossip in the workplace or via the Internet. One size does not fit all, but here is some food for thought:
 
1. Conversations require at least two people.
Managers should be talking to their teams just as companies should be talking to their customers. After all, employees are our biggest asset and advocate for our companies and brands.
 
2. Don’t bribe or threaten the workforce.
Just as in branding, you must be authentic. People are smart, cynical and suspicious. Have conversations, mean what you say and keep your promises.
 
3. Don’t be afraid of the negative.
Hearing negative feedback about our style as a manager is hard, but if we fail to listen to our audience (our consumers), we risk feeding the best.
 
With the Internet, nothing is secure. Your team is not only gossiping at work but also on social-media platforms and forums, not just Facebook. Glassdoor.com and forums on Indeed.com are common sites where employees go to let off steam squarely within the public eye and with open access.
 
4. Survey the troops.
If you don’t already, facilitate an employee-engagement survey. Use tools such as exit interviews and other employee surveys for feedback. It doesn’t have to cost anything; they can be created for free by using online tools such as Survey Monkey.
 
For thousands of years, the workplace grapevine has been a social and cultural case study in action. Rumor mills, shared assumptions and opinions have long been a part of what makes our place of work interesting, enjoyable, intolerable or entertaining.
 
Social-media experts are quick to segment the social audience when working on marketing or public-relations campaigns. Managers and human resource professionals should do the same.
 
In Groundswell, authors Charlene Li and Josh Bernoff identify six groups who can be found in social media. While these profiles were created for social-media purposes, I believe they can be used in a workplace context.
 
The profiles can help identify the different types of workplace influencers and their involvement in what makes the community flow and how thoughts and ideas are influenced.
 
a) Creators.
These individuals are extremely socially active and are enthusiastic about their hobbies, passions, dislikes or love of a product, brand, company or service.
 
They are connected and have an established and strong community, and are seen as an authority because of their extensive research and ability to vet information to others.
 
b) Critics.
These individuals are extremely vocal and use either online or word-of-mouth to rate and critique products and services.
 
These individuals can be your best allies, especially if you have a great customer-service department, stellar management team or new program you are rolling out to the staff. Don’t be misled by word “critic” as having a negative connotation. These team members can be an evangelist for your organization and culture.
 
c) Collectors.
These individuals have a great deal of influence and can generate a great deal of chatter in a short amount of time because of their extensive network and passion for sharing information.
 
These team members focus on collecting information and content for sharing with other members of their active community.
 
d) Joiners.
These individuals want to feel like they belong to something. If online, they are very active on community sites like Facebook and are extremely engaged in places that involve a sense of community such as churches and professional organizations.
 
Their ability to connect with many individuals and persons is a draw for team members. They often join for the sake of joining — to belong.
 
e) Spectators.
These individuals love to sit back, watch and enjoy taking in the environment and situation to soak up all information.
 
Online, these individuals are focused on using ratings and reviews to draw conclusions. Don’t be surprised if they use these same methods of surveying and gathering data when engaging and influencing your organization.
 
f) Inactives.
These are those individuals who are present and listening but not participating and engaging. They have one ear to the wall but have not made an effort to actively participate within the organization or culture. Just as they would do online.
 
 
[About the Author: Jessica Miller-Merrell, SPHR, is an author, speaker and consultant. She is a leader in the HR social-media community and her book, Tweet This! Twitter for Business, was released in February. Her company, Xceptional HR provides businesses with social-media and recruitment strategies, and human resources consulting.]

HR Stories – A valuable lesson in life

3 Dec

A giant ship engine failed. The ship’s owners tried one expert after another, but none of them could figure but how to fix the engine.

Then they brought in an old man who had been fixing ships since he was a young. He carried a large bag of tools with him, and when he arrived, he immediately went to work. He inspected the engine very carefully, top to bottom.

Two of the ship’s owners were there, watching this man, hoping he would know what to do. After looking things over, the old man reached into his bag and pulled out a small hammer. He gently tapped something. Instantly, the engine lurched into life. He carefully put his hammer away. The engine was fixed!

A week later, the owners received a bill from the old man for Rupees ten thousand .

“What?!” the owners exclaimed. “He hardly did anything!”

So they wrote the old man a note saying, “Please send us an itemized bill.”

The man sent a bill that read:

Tapping with a hammer…… ……… ……. Rs. 2.00

Knowing where to tap………. ……… …… Rs. 9, 998.00

“Effort is important, but knowing where to make an effort makes all the difference!”

Regards,

Pinal Mehta

“Indian Labour Law” Legal Case Study:- Usage of Vulgar Language

29 Nov

Labour Law Case StudiesThis is an attempt to compare the judgments delivered in the 1960 To 1990’swith that of judgments delivered from 2001 onwards. The Indian Economy has undergone significant changes after the introduction of liberalization and globalization. The Indian Judiciary has also taken a note of the prevailing circumstances and there is a different direction taken by the Indian Judiciary in the recent years.

 


USAGE OF VULGAR LANGUAGE

Earlier whenever the cases relating to usage of vulgar or abusive language reaches the court of law, the courts have taken a view that the workers basically came from the families of without much education background and they have grown in a society where usage of decent language was not possible. Therefore keeping in view of their social status, the courts have granted relief in favour of the workers even such misconduct was duly proved. Reference can be made to the case of Ramakant Mishra Vs State of UP reported in 1982 Lab ic page no.1790 SC.

However, now the Supreme court in the year 2005 LLR page 360 in the case of Mahendra and Mahendra Ltd., Vs. N.V. Naravade held that usage of abusive and filthy language against superior officer held that did not call for lesser punishment than dismissal.


Regards,

Pinal Mehta

Guidelines for the Preparation of Charge-Sheet

29 Nov

The object of the Charge -Sheet is to tell the delinquent what he is supposed or alleged misconduct during his employment. Under the Industrial law, there is no form prescribed for a Charge-Sheet hence it becomes more important to draft it more carefully with precision and clarify. The framing of a Charge-Sheet being the first necessity for disciplinary action and it is the main pillar for record purpose.

The Charge-Sheet should also take care to mention the particulars of time, place, occurrence and the manner in which the incident alleged to have taken places so as to remove vagueness and make the charge definite by mentioning these essential factors. (Just like provisions in the vegetable soup):

ESSENTIAL INGREDIENTS:

  • A Charge Sheet being root of the disciplinary action. When vague, will vitiate the whole proceeding hence the penalty imposed on delinquent will be quashed.
  • The object of a charge sheet is that the delinquent must know what he is charged with and have the adequate opportunity to meet the charges and to defend himself by giving a proper explanation.
  • A delinquent employee must be provided with the copies of the documents as relied upon by the Disciplinary Authority and the burden, to show that non-supply of documents required by the delinquent did not cause any prejudice to him, lies upon the Disciplinary Authority.
  • Failure to enclose the list of witnesses along with the charge memo will violate the Conduct Regulations; hence the entire disciplinary proceedings will be vitiated when it is so stipulated.

GUIDANCES:

  • The Charge-Sheet must be specific and must set out all the necessary particulars. It will serve no useful purpose at all to presume that the employee is fully informed of the charges because of any previous proceeding against him.
  • Any warnings that might have been given to a workman previously or from time to time or that his attention had been drawn to any fault, lapses on his part previously can, by no means, take the places of a regular enquiry.
  • Vague accusation, which the workman could not possibly follow, should not be made in the charge sheet.
  • The Charge Sheet must accurately and precisely state whether the act of commission or omission constituting misconduct is in violation of any Standing Order or not. The test is whether the charge conveys to the employee concerned, the exact nature of misconduct in a way that would enable him to meet the charge.
  • Where, for instance, the charge is for unauthorized collection of subscription on the work premises, the purpose for which such a subscription was collected need not be stated. But the time, date and place i.e. when and where the collection was made must be clearly mentioned.
  • When, under the Standing Orders or service rules, and act such as absence without leave, late attendance, negligence or disobedience is misconduct, when it is committed habitually then in such a case the word, habitual forms and essential constituent of the charge and must be expressly mentioned in the charge sheet.
  • If the charge is for arrogant conduct towards a superior, then it must be so stated in the charge sheet given in the occasion on which the misconduct was committed and in respect of which particulars.
  • When an employee is charged for habitually disobeying the instructions, then each set of disobedience on his part must be separately mentioned in details in the charge sheet.
  • When an employee is charged for using objectionable and offending language, then the actual words used must be stated in the charge sheet.
  • While verbiage is to be avoided, use of any abbreviations such as etc., must be equally shunned. Phrases such as any other document is vague and ineffective and so, only reference should be made to a specific thing or a particular person.
  • It is important to remember that the language of a charge sheet while being precise, must be give the impression that the employer has taken the question of the employee’s guilt as a foregone conclusion.
  • The delinquent employee be furnished with the documents and reports as referred to in the charge sheet otherwise his termination will be quashed.
  • As far as practicable the language of a charge sheet must be simple and be one that is commonly understood or in common usage.
  • When the previous record of the employee is relied upon, then sufficient particulars of the previous bad record should be specified in the charge sheet.
  • Another thing is , pm which caution is necessary, is to make use of the term about in relation to the date and time of a particular incident of misconduct.
  • A valid charge sheet must be in precise terms as there is no room for using loose or vague term which fails to convey, in the correct sense, a charge brought against an employee.
  • It is the duty of the employer to indicate to a delinquent employee served with the charge sheet not only the precise nature of charges, but also the documents, if any, upon which the charges are based.
  • The charge sheet must be signed by the competent authority.
  • A Charge sheet, issued after long delay of the misconduct, will vitiate the enquiry.
  • Another important, on request of the delinquent the employer may serve the charge sheet in his mother tongue (along with English version).
  • One of the fundamental rules of natural justice is that the person affected should have full and true disclosure of the facts sought to be used against him. He must know the nature of the misconduct alleged against him and must be acquainted with it in the first instance, it means that the charge sheet is the sine qua non of the domestic enquiry. The heart of the matter is that no disciplinary action can be initiated against the employee or a workman unless he is first served with a charge sheet containing all charges and their essential particulars. So while drafting a charge shet the attempt should be to ensure that the charge mentioned in the charge sheet is specific as well as complete in all essential constituents.
  • Principles of natural justice require that the person charged should know precisely the nature of the offence so that he may be able to explain what he has to say about it can prove innocence in the matter. Vague allegations should be avoided while drafting a charge sheet.

Model Chargesheet Form attached

Model Chargesheet Form - As per Industrial Law

 

 

 

 

 

 

 

 

 

 

Regards,

Pinal Mehta

Sach Ka Samna – “Leadership Scruples”

19 Nov

I’ve been watching an “Bindaas TV series where they ask Teenagers and on-goers a Morally / Ethically Challenging Question to answer. It’s a fascinating study of human behavior. Everyday people are secretly filmed in situations where they are faced with a choice.When I saw the last one, I thought it might be interesting to resurrect an old game known as “Scruples”, and create a “Leadership Scruples” game, or a series of workplaceWhat Would You Do” scenarios for leaders. Actually, it doesn’t have to be for just formal leaders… anyone can play… I’ve just tried to give it a leadership slant to better fit the purpose of this blog.

Here are some Questions, Let See if you can answer them:

1. You’re at a hotel and conference center. You’ve arrived to your meeting early, and have not have a chance to eat breakfast yet. On your way to your meeting room, you walk by another meeting and there’s a table full of food and beverages outside the room. Your meeting has no food. Would you help yourself?

2. Your manager congratulates you for a brilliant suggestion and hints at a promotion. Your employee gave you the idea. Do you mention this to the manager?

3. You’ve made a verbal agreement with a supplier. A competitor offers you a deal for 50% less. Do you take it the deal?

4. A colleague is out of his office. You notice his paycheck stub on his desk. Do you glance at it?

5. Your manager demands to know what a co-worker is saying behind his back. It’s not flattering. Do you tell him?

6. You’re reviewing the results of an employee survey and accidentally discover a way to see individual responses and comments. Do you keep reading or report the problem?

7. You’re traveling in Ladakh on business when you’re invited to a feast by shepherds. You’re given the sheep’s eyeball, the greatest delicacy. To refuse it is the greatest insult. Everyone’s watching. Do you gulp it down?

8. As a joke, a co-worker sends anonymous love letters to another co-worker who takes them seriously. Everyone is enjoying the prank. Do you expose it?

9. A disgruntled worker is brandishing an automatic weapon. You’re near a door. If you try to warn others you may not escape. Do you save yourself?

10. After closing a big deal, your manager surprises you with a warm, lingering hug. Do you tell your manager you’re not comfortable with this?

11. You’re playing tennis with your manager for the first time. You’re winning and your manager is getting angry. Do you let him win?

12. You want to quit a job without notice but you need a good reference from your employer. Do you invent a family health emergency?

13. You decide not to hire someone because he’s wearing a nose ring. When he asks why he didn’t make it, do you give the real reason?

14. You find an expensive pen in an airport lounge. Do you keep it?

15. A close friend will be interviewed for a job with your employer. He asks you for a list of the questions in advance. Do you supply it?

16. You have a struggling young company. You have to choose between two equal candidates for a job, a man and a woman. The woman will work for Rs.20000 per year less than the man. Do you hire her for that reason?

17. You’ve just been promoted to manager at the branch where you work. The person you’re dating has applied for a job there and would be reporting to you. Is this OK?

 

18. The customer wants a refund. You agree that a refund is called for but company policy says “No.” If you go to Corporate, the customer’s refund will be denied. If you act on your own authority, the customer will be satisfied, but you may get in trouble. What would you do?

 

19. The company procedure is very clear but you know a “better” way to do the job. Your productivity results are a bit low this month. If you use your new approach (and violate the “rules”) you can raise your results to an acceptable level. What would you do?

 

20. You are working to correct a mistake that your manager doesn’t know about. If you tell your manager, you will be blamed for the mistake. If you don’t tell your manager, you’ll miss your deadline. Do you tell?
Please Share your views and answers for the Same
Regards,
Pinal Mehta
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Financial Meltdown :- The Story of the Bubble that Burst

20 Oct

Once there was a little island country. The land of this country was the tiny island itself. The total money in circulation was 2 dollar as there were only two pieces of 1 dollar coins circulating around.

1) There were 3 citizens living on this island country. A owned the land. B and C each owned 1 dollar.

2) B decided to purchase the land from A for 1 dollar. So, A and C now each own 1 dollar while B owned a piece of land that is worth 1 dollar.

3) C thought that since there is only one piece of land in the country and land is non produceable asset, its value must definitely go up. So, he borrowed 1 dollar from A and together with his own 1 dollar, he bought the land from B for 2 dollar.

A has a loan to C of 1 dollar, so his net asset is 1 dollar.

B sold his land and got 2 dollar, so his net asset is 2 dollar.

C owned the piece of land worth 2 dollar but with his 1 dollar debt to A, his net asset is 1 dollar.

The net asset of the country = 4 dollar.

4) A saw that the land he once owned has risen in value. He regretted selling it. Luckily, he has a 1 dollar loan to C. He then borrowed 2 dollar from B and and acquired the land back from C for 3 dollar. The payment is by 2 dollar cash (which he borrowed) and cancellation of the 1 dollar loan to C.

As a result, A now owned a piece of land that is worth 3 dollar. But since he owed B 2 dollar, his net asset is 1 dollar.

B loaned 2 dollar to A. So his net asset is 2 dollar.

C now has the 2 coins. His net asset is also 2 dollar.

The net asset of the country = 5 dollar. A bubble is building up.

(5) B saw that the value of land kept rising. He also wanted to own the land. So he bought the land from A for 4 dollar. The payment is by borrowing 2 dollar from C and cancellation of his 2 dollar loan to A.

As a result, A has got his debt cleared and he got the 2 coins. His net asset is 2 dollar.

B owned a piece of land that is worth 4 dollar but since he has a debt of 2 dollar with C, his net Asset is 2 dollar.

C loaned 2 dollar to B, so his net asset is 2 dollar.

The net asset of the country = 6 dollar. Even though, the country has only one piece of land and 2 Dollar in circulation.

(6) Everybody has made money and everybody felt happy and prosperous.

(7) One day an evil wind blowed. An evil thought came to C’s mind. “Hey, what if the land price stop going up, how could B repay my loan. There is only 2 dollar in circulation, I think after all the land that B owns is worth at most 1 dollar only.” A also thought the same.

(8) Nobody wanted to buy land anymore. In the end, A owns the 2 dollar coins, his net asset is 2 dollar. B owed C 2 dollar and the land he owned which he thought worth 4 dollar is now 1 dollar. His net asset become -1 dollar.

C has a loan of 2 dollar to B. But it is a bad debt. Although his net asset is still 2 dollar, his Heart is palpitating.

The net asset of the country = 3 dollar again.

Who has stolen the 3 dollar from the country ?

Of course, before the bubble burst B thought his land worth 4 dollar. Actually, right before the collapse, the net asset of the country was 6 dollar in paper. his net asset is still 2 dollar, his heart is palpitating.
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The net asset of the country = 3 dollar again.

(9) B had no choice but to declare bankruptcy. C as to relinquish his 2 dollar bad debt to B but in return he acquired the land which is worth 1 dollar now.

A owns the 2 coins, his net asset is 2 dollar. B is bankrupt, his net asset is 0 dollar. (B lost everything) C got no choice but end up with a land worth only 1 dollar (C lost one dollar) The net asset of the country = 3 dollar.

There is however a redistribution of wealth.

A is the winner, B is the loser, C is lucky that he is spared.

A few points worth noting –

(1) When a bu bb le is building up, the debt of individual in a country to one another is also building up.

(2) This story of the island is a close system whereby there is no other country and hence no foreign debt. The worth of the asset can only be calculated using the island’s own currency. Hence, there is no net loss.

(3) An overdamped system is assumed when the bubble burst, meaning the land’s value did not go down to below 1 dollar.

(4) When the bubble burst, the fellow with cash is the winner. The fellows having the land or extending loan to others are the loser. The asset could shrink or in worst case, they go bankrupt.

(5) If there is another citizen D either holding a dollar or another piece of land but refrain to take part in the game. At the end of the day, he will neither win nor lose. But he will see the value of his money or land go up and down like a see saw..

(6) When the bubble was in the growing phase, everybody made money..

(7) If you are smart and know that you are living in a growing bubble, it is worthwhile to borrow money (like A ) and take part in the game. But you must know when you should change everything back to cash.

(8) Instead of land, the above applies to stocks as well.

(9) The actual worth of land or stocks depend largely on psychology.

HR Article :- Managing the Star Performer No One want to work

17 Oct

Behold the star performers! Able to surpass goals without breaking a sweat, quick to grasp new organizational missions, brighter than 90 percent of their colleagues, these special employees are technically superior to, well, even their superiors.

But like most superheroes, star performers may have a dark side. What if the best, fastest employee has a few quirks that set the rest of the team on edge? Is it worth poisoning a culture to retain an employee whose behavior isn’t consistent with the organization’s values? And if a star performer is truly outperforming his or her peers, how can the talent manager justify redirecting his or her behavior?

Tiziana Casciaro and Miguel Sousa Lobo – authors of the Harvard Business School study “Competent Jerks, Lovable Fools, and the Formation of Social Networks” – said people who like each other typically share similar values and ways of thinking, making it difficult to generate fresh ideas. Further, most individuals avoid skilled but unpleasant colleagues, leaving competent jerks’ expertise untapped.

The authors contend most employees would rather work with someone less competent because that person may be more pleasant, more open to other’s ideas and more willing to share their own. They may even be perceived as more trustworthy.

Talent leaders might consider the following tips to help solve star-performer issues:

1. Hold employees accountable for what they do and how they do it.
Rick Lepsinger, president of OnPoint Consulting, understands firsthand how difficult dealing with star performers can be. Ed* generated nearly triple the revenue of his peers but treated people badly. Lepsinger was hesitant to address this issue because of Ed’s performance. But not acting sooner was a mistake because Ed was a gossiper who damaged morale and other employees’ productivity.

“As soon as I became aware of the behavior and its impact I should have told Ed, ‘I love your work, but your treatment of others is not how we do things around here. Your behavior needs to change immediately,'” Lepsinger said.

How employees treat one another is as important as their revenue-generating ability. Lepsinger said the key to managing employees like Ed who are top producers but who poison the team culture is consistency and holding them accountable for their behaviors, as well as their performance targets.

“Managers must be willing to risk losing the employee,” he explained. “To not hold everyone accountable for their behavior undermines the company’s values and turns them into meaningless platitudes.”

2. Recognize team performance, not just star performance.
Top performers often get recognition that can overshadow the hard work of others who supported them. To address this, develop a team-based performance-recognition system.

“When someone helps another person, that person should be acknowledged and thanked,” said Executive Coach Lauren Sontag. “Sometimes the star performer may need to be reminded of the long-term benefits of sharing credit, rather than taking full credit.”

3. Use 360 tools as a feedback mechanism.
Star performers need to know they will face consequences for negative behavior. Using 360 tools is like holding up a mirror so the star performer can see the results of their actions. It is equally important to have direct feedback sessions with star performers so they know the exact consequences of not changing their behavior.

4. Ensure star-performer criteria are known and shared.
That criteria is based on the cultural norms of each company. Ted Elias, director of talent management at TIAA-CREF, has helped others face this challenge.

Elias once consulted with Sandy*, a star performer who came from a large, results-driven, hard-charging pharmaceutical company. Sandy moved to a nonprofit organization that valued relationships first, results second. She is still struggling to adjust her style to her new environment. “My challenge is to help Sandy understand the new norms of the organization and what it will take for her to excel in this environment.

“Sandy’s company should ensure that ‘relationship orientation’ is identified as a leadership value, and it should articulate where ‘driving for results’ stands relative to other values,” Elias said.

5. Set expectations of appropriate behavior for all employees during the selection process.
Some selection processes include conducting assessments to determine if the candidate is a team player, how he or she reacts to recognition, as well as coaching ability.

6. Hold managers accountable for helping the star performer change his or her behavior.
Most star performers are excellent at what they do. But like Lepsinger, sometimes managers are reluctant to hold them accountable for unacceptable behavior.

Christine Birnbaum, director of organizational effectiveness at New York Life Investment Management, said, “Even if an employee does the work of three people, they may need to change their behavior, or it can be a career ender for them. Some managers used to say, ‘Well, that’s just how she is.’ That justification is no longer accepted. The manager is accountable for communicating this through performance appraisals, ongoing coaching and individual development plans.”

Birnbaum worked with a senior star performer who had a habit of unmercifully attacking others if their performance was not up to his standards. Rather than focus on aspects of the employee’s performance requiring improvement, the star performer would berate the employee, use unnecessarily harsh and inappropriate language and create an antagonistic environment.

“I went to his manager to make him aware of this behavior and indicated this needed to be addressed immediately,” she said. “I also emphasized that the manager was accountable for working with the individual to change their behavior.”

7. Pay attention to interpersonal skills.
Star performers often have come up through the ranks by producing, producing, producing and churning stuff out – and neglecting the grooming of their interpersonal relations.

“In general, they are not mean people, but they may not relate well to colleagues, and then don’t understand when their career stalls,” said Sontag. Further, at some point technical expertise is assumed and leadership skills become more important.

How do you help star performers understand they need to create relationships? “Frankly, it usually takes them running into walls for awhile,” said Sontag. “I help coach them by ensuring they know who their stakeholders are and who is important in their career. In some cases, I put a greater priority on social activities, such as lunches with business associates, and less of a priority on e-mails as a way to communicate. I literally help them regiment their social interactions.”

8. Isolate the star performer’s role.
Consider modifying the person’s role to become more of an expert, individual contributor or one-person function. Ensure the new role will highlight the star’s best qualities and will minimize a negative impact on the rest of the organization. Again, be sure to communicate why this change is happening by emphasizing the star’s good qualities and developmental needs. Without this direct feedback, the star’s glow may eventually fade.

Sometimes, talent managers need to hit ’em in the pocket book. It can be tempting for a star performer to ignore unflattering feedback when he or she is bringing in a tremendous amount of revenue. After giving direct feedback to a star performer, sometimes the manager needs to cut the bonus and, again, explain why.

9. Encourage a star performer to fail.
Star performers literally can be trapped by their accomplishments. When people don’t know something, they often are more open to learn. But when people know something quite well, they are often invested in being an expert. That can be limiting.

Encourage the star performer to take risks, try new assignments, jobs and work styles.

During her June Harvard University commencement speech, J.K. Rowling, author of the Harry Potter book series, said, “The knowledge that you have emerged wiser and stronger from setbacks means that you are, ever after, secure in your ability to survive. You will never truly know yourself, or the strength of your relationships, until both have been tested by adversity. Such knowledge is a true gist, for all that it is painfully won, and it has been worth more to me than any qualification I ever earned.”

Being smart, exceeding goals, creating unique strategies and surpassing performance expectations is not enough.

The star performer also should have superior interpersonal skills and a keen awareness of how his or her actions impact others.

[About the Author: Susan Kushnir is an organizational development specialist for the Visiting Nurse Service of New York.]

Regards,

Pinal Mehta

HR Article – 25 Behaviors that lead to mistrust

17 Oct

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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 Case Study: Sharpening your AXE

13 Oct

Sapna, Ramesh, Steve, Meera, Matthew, Vikas and so many others in the organization complained of work pressure, unachievable targets, peer pressure, time management and loss of work life balance. Despite working hard, their performance was going down and impacting organization’s bottom line.

Who is to blame for poor performance of employees and business? Ask line managers; they blame it on HR for poor hiring. Ask HR; they blame it on line managers for poor management skills. Ask me, I would say, the Axe???? Now you will ask what (the hell) an Axe has to do in performance management business? Let me tell you a small story…

Once upon a time, a very strong woodcutter asked for a job to a timber merchant, and he got it. The pay was good and so were the working conditions. For that reason, the woodcutter was determined to do his best. His boss gave him an axe and showed him the area where he was supposed to work. The first day, the woodcutter brought 18 trees “Congratulations,” the boss said. “Carry on that way!”.

Very motivated with the boss’s words, the woodcutter tried harder the next day, but he could bring only 15 trees. The third day he tried even harder, but could bring 10 trees only. Day after day he was bringing less and less trees. “I must be losing my strength”, the woodcutter thought.

He went to the boss and apologized, saying that he could not understand what was going on. “When was the last time you sharpened your Axe?” the boss asked. “Sharpen? I had no time to sharpen my Axe. I have been very busy trying to cut more trees for you.”

Yes, the ‘Axe’ has a lot to do in a performance management business. This “Axe” for better performance is an employee’s competencies and skills. In any organization the call to sharpen the Axe needs be taken by HR.
Ask yourself a question “Are employees working hard without proportionate results?”. If the answer is yes, then probably, it is time to examine your employee’s ‘Axe” and sharpen it. In highly competitive business environment, the gap between existing capabilities of employee and required capabilities to compete in the market place widens much faster. A business that cannot bridge these gaps gets wiped off (lot of examples are there).

What to do?

Step 1: Finding Blunt Areas
Like the supervisor in the story, you need to have an evaluation mechanism that can find the skill and competencies gaps in your workforce. This evaluation can be done by streamlining your performance management system so that it could provide better data on skill and competency gaps. These competency gaps extracted as output of Performance Management System should be used to design training and development programs.

Step 2: Sharpening Your Axe

Well-designed training programs (which are focused on developing skills and competencies necessary for a specific job) help you improve employees’ Performance significantly and relieve them from work pressure. You can be gin by identifying the training needs, managing course ware, co-coordinate with faculties, manage training facilities and obtain feed back from your trainees & their managers about the effectiveness of the program. For mid to large organizations, it is possible only if your HR is equipped with a Training Management tool that can keep the Axe sharpened all the while.

Next big question! Do you have an ‘Axe’ sharpener?

Regards,

Pinal Mehta

Bill Smith – HR Case Study

10 Oct

‘Cobra’ Ltd;

‘Cobra’ Ltd is one of the fastest growing end to end IT services firms worldwide, incorporated at US, serving to long list of fortune 500 clients. One of its units established at Asia is engaged in Recruitment Process Outsourcing.

Bill Smith;

Bill Smith, MBA (HR), is recruited through campus placement clearing 4 rounds of interviews by Yen who is one of the technical head working in the same company for over 5 years. As such Bill doesn’t have any sort of base of technology since he is a commerce graduate. However he had quite a good experience of US mortgage and telecom (outsourcing) as he has worked for another call center in the past.

Being an HR professional Bill made no blunder during interview and made himself crystal clear about his non technical background and put his doubt whether he would be fit for the job or not. Yen motivated him by saying that he is highly experienced and has empowered a lot of non technical students.

Bill’s Team Members;

Finally Bill joins ‘Cobra’ even though he is yet to complete his degree 2 months later. Here he got highly cooperative batch mates – Mr. Paul, Miss Sophia, Mrs. Amro, and Mr. Alex. Except Bill, all are from IT background and each of them consistently motivates Bill and supports him to understand all the technologies. Bill is impressed with their behavior since even though there is a competitive atmosphere each of they are behaving like family members.

Paul is a sporty boy; succeeds in getting attention of anyone. Whole group enjoys his company as he possesses great sense of humor. Mrs. Amro is most experienced lady amongst the group. She is highly caring, empathetic and friendly. Sophia is very friendly and cheerful girl. However she hardly cares for others time, feelings or any promises made as she always loves to stay lost away in her own world with her own dreams. However she keeps the atmosphere live all the time.

Induction & Orientation;

On the first day of training all the members are informed that they are in probation of 40 days training program. At the end of which the company will decide as to which candidate would be hired finally.

First week training is taken by amazing trainer Mr. Bonanza, in which all knew each other and became the best friends.

Training by Nancy;

Second week onwards the team is handed over to another trainer Nancy. She has been serving the company since so long, and has been one of the best recruiter the company had ever seen. She is very smart, polite and focused mentor with friendly nature.

Nancy sends daily report to Yen as to performance of each trainee. The whole group passes through various technical and theoretical exams. Even though having poor technical command Bill succeeds in maintaining score of average 70 %, slightly at par with his team at around 75 to 80% However Nancy never gives any clear indication as to her satisfaction level from the performance of Bill, instead she keeps on instructing Bill to score more. She always notices the hard work, sincerity, ambition, and loyalty shown by Bill. However she never communicates any of these to Bill formally in the presence of any superior authority.

Yen and Bill;

Yen has hardly any interaction with Bill since the day he joined except for once or twice. He interacts only on weekend to give review upon weekly tests. On the first review he warns Bill saying that he speaks fast English. US citizens won’t understand it. Bill is little shocked as he never got such a compliment at his last job where he interacted with a lot of US citizens. However he starts working on the same constructively.

Bill’s improvement;

Within a short time he starts working on live calls to recruit IT people for various clients. He is found to be very smooth in calling. He is so comfortable in talking that discussion starts in a very formal way for a job however ends in a long lasting professional relationship. It would not be exaggerated to say that if any candidate speaks with him for more that 10 minutes s/he becomes a big fan. Bill keeps in touch by e-mail with all the successful candidates who are in process of selection. Within 2 weeks he closes around 15 candidates out of which 11 are US citizens. Bill feels satisfaction on his improvement. Moreover he starts grasping the technological parts rapidly.

Yen’s review on Bill’s performance;

On the month ending Saturday Nancy went on leave. Yen calls up Bill and agenda of meeting is to communicate following points –

  1. Yen is not at all satisfied with his performance, neither at calling part nor with technology part. i.e. ‘Communication & Technology’ are the grounds on which Yen wants to terminate him from job.

(Bill is confused as Yen had a last interaction with him when he gave him first warning, 20 days before. Moreover, there was not a single test on technology part conducted yet and still Yen directly came on negative conclusion without consulting Nancy even.)

  1. The current profile would not give him any long term benefit as the outsourced recruiting can’t help. (as much as work experience for the domestic recruitment can)

  1. Showing the picture of future where other employees with technical background would earn far better incentives where as Bill would be struggling just for survival, staying underperformer all the time.

  1. To suggest him to go for such a job that supports his qualification and can be helpful to his career few years down the line

  1. In a nut shell Bill is just wasting his time at this company.

Bill is frustrated on coming out of meeting. He is convinced with all the points except the first one of poor performance. However he doesn’t discuss anything about it with his lovely team. He feels like stereotyping attitude of Yen towards him. However Bill puts a strong wish to join the Corporate HR team of ‘Cobra’ which is engaged in domestic recruitment if he isn’t fit for the current profile since he has specialized in HR and possesses sound knowledge of that field. Yen consolidates for the same if there’s any opening there. They decided to meet on Monday again.

Last e-mails Bill sends at the end of Saturday;

Bill is matured enough to visualize that it is his almost last day at ‘Cobra’. He writes nice e-mails to each trainer he came across during a month wishing thanks and about his hearty feelings for ‘Cobra’. He also wishes a warm thanks to Yen in spite of little disappointment with his decision. He wishes thanks for all the cooperation, love and consistent motivation throughout the month given by his charming team members who made a unique place in Bill’s heart.

Nancy’s silence;

Nancy is the only close observer of team performance and always appreciated Bill for his die heart efforts for improved performance. She is the only person who is authorized to forward performance report to Yen. She has very friendly relations with each team member. She always takes personal care of Bill in any difficulties. On these grounds it can’t be predicted that Nancy might have given negative any negative feedback to Yen. In spite of all these facts Yen takes negative decision. So naturally, Nancy’s role becomes doubtful here. Meanwhile, on Sunday, Bill informs Nancy about Yen’s decision. However she just keeps quite and suggests for waiting until final decision.

During the Masters Bill came across many theories and case studies in HR about corporate politics, seniority, appraisal, hidden observations, investigation etc. all these things started striking suddenly when he started thinking of the role of Nancy in the whole play. Yet he isn’t ready to believe that Nancy could give any negative feedback about Bill.

Team’s reaction;

As such all team members are almost fresher, having their first job. None of them is able to understand what is happening and why when Bill suddenly declares that he would no more continue with them. All are surprised and shocked with the ground of poor performance on which Yen wanted to terminate him. Each team member is expecting something from Nancy as she is the only witness of all facts about Bill’s performance and other things.

Final Monday;

Finally on Monday Yen asks Bill to resign from job saying that there’s no vacancy at corporate HR team nor he is fit for the current profile. Bill requests him to give a little notice period so that he can search out for a new job. Yen replies in legal terms saying that in probation period there’s no notice period he can terminate anyone at anytime. He also suggests to speak badly about ‘Cobra’ if at new job the reason of leaving previous job is asked. It is totally unexpected and suddenly changed behavior. Just a little talk and Yen goes back to his work.

Bill’s reaction to Yen’s final decision;

Bill is wondering what has happened within a moment! It is the first job of his professional career and he is terminated on first month itself. He is frustrated because he is thrown out of company as a failure in spite of performing beyond expectations. He is not at all willing to leave his loveliest company in this way. He feels as if someone has taken away his dream from his sleep. All sleepless efforts for performance, sacrifice of study, opportunity cost of other jobs at campus, loyalty & sincerity, vision to rock up to top….. Everything goes in vain within a moment. He is highly satisfied with the company except the fact that he is being terminated on probably wrong grounds.

The Attitude of Bill while leaving the company;

However his institution inculcated sound corporate values during the professional course. He thinks that “Boss is Always Right”. If his employer is not satisfied it is of no value even if he puts 24 hours dedication for work. It’s not a matter of facts and figures but his ultimate goal is to give satisfactory return on investment to company which he somehow failed provide. Corporate doesn’t grow on the amount of efforts but on the ultimate results. In absence of win-win situation he isn’t willing to continue with the job. Instead of cursing for wrong decision of Yen he thinks that he gave right direction to his career. As finally he has to accept the fact he puts a resignation letter on the desk of Yen and prepares himself to start searching for a new firm like ‘Cobra’, a dream company.

Last wish of discussion with Nancy:

Lastly Bill wants to have a discussion with Nancy whose killing silence till the last moment is creating so many questions. He wants to express his whole hearted feelings for ‘Cobra’ (which has given him everything he expected as a dream organization) and a little doubt about his being terminated as well. He never wants to leave with a tag of failure. Even the reputation of his institution is at stake if he is terminated like this. However she is busy with her work and contact at this moment is not possible.

Last meeting with Ryan Smith;

Co incidentally while leaving for home Bill comes across Ryan Smith. Ryan welcomes him for open discussion about the matter. Here, Bill tries to communicate his true feelings for everything ‘Cobra’ gave to him and to justify his performance, a little criticism about Yen’s decision as well. Bill puts across the following major points to Ryan…

  • Being an HR professional Bill didn’t make any blunders during the recruitment interview taken by Yen as he very well understands that bluffing leads to failure when a candidate comes on actual work.
  • Bill clarified all his weak points well in advance including technical skills so as to decide whether he would be fit for the profile or not.
  • Bill just wanted to know at which decision Yen was wrong whether at a point of selection or at a point of rejection!
  • Yen gave motivating statement to join ‘Cobra’ saying that “the company provides extensive training subject to condition the candidate is ready to take up challenges and willing to work hard.” Bill feels that he has fulfilled his obligations well then also why Yen is not ready to give him time to prove himself.
  • All the positive feedback given by other trainers on his performance except Nancy’s silence along with scores of tests.
  • A sense of gratitude to company for providing such a great opportunity and the best people to work with.

This meeting proves to be the best one for Bill to come out of frustration. Ryan makes him realize that he is not at all failure, may be he isn’t fit for the current profile he is working upon. He adds that Yen is one of the senior most managers working with the company since so long so his decision would be true anyhow. However he offers for further training if Bill is so confident about his performance.

Since Bill is convinced with the reasons 2,3,4,5, and 6 except 1st given by Yen on Saturday meeting he refuses to continue with the profile. He wishes to work with Corporate HR team but even Ryan is helpless as there is no vacancy. Ryan also suggests him to work for core HR profile instead of RPO. (Recruitment Process Outsourcing) He suggests giving his reference at a new company and wishes all best luck for career.

Challenges for Bill on leaving ‘Cobra’;

  • Bill has lost all other job opportunities at campus during the stay at ‘Cobra’.
  • Only 45 days are left for final exams which are yet to be cleared for degree. Now whether to struggle for a new job staying in the same city or focus on study?
  • He already incurred heavy relocation cost. It’s now not easy to again go back and set up new house etc.
  • There’s a tag of failure on leaving the first job within first month which is a major hurdle in getting new job.
  • Family members have big issues with the company’s sudden firing decision.

Yen’s call back for Retention;

After an hour of leaving the work place Bill gets a call from Yen wishing great news that he wants to give him 2 more days to prove himself. But there’s nothing great for Bill now to continue with the same profile so he refuses to come back. Yen is shocked with the reply and becomes little upset. He starts speaking opposite about future, profile etc of whatever he conveyed on Saturday, but Bill has no trust on any statement given by Yen now. Finally they agree upon personal meeting along with Nancy within next 30 minutes. As Bill wanted to take feedback and answers of so many questions of whatever had happened from silent Nancy he agrees upon the discussion for retention.

Nancy Speaks out Finally;

This is the last professional meeting with Yen and Nancy. Yen states that he is really surprised when Nancy gave feedback after termination about Bill’s performance record and rate of improvement on Communication as well as Technical aspects. Nancy rated 7 out of 10 on Communication part. Bill has now no more questions with Nancy. She made her role clear there as per expectations. His curiosity comes to an end. He feels a great satisfaction as at least someone who truly knows all the facts has spoken out finally even though little late. Yen also tries to convince family members of Bill who are not at all agree to allow him to continue with the same profile. But Bill has lost faith on Yen and there are no hopes of further growth in the same profile as suggested by Yen. However Bill expresses his strong wish to continue with the dream company given a chance to work with Corporate HR team. The meeting ends with disagreement, yet on good terms.

Everything is lost except Long Lasting Relationship;

Bill respects whole heartedly for Nancy’s efforts and staying honest at all the time. As such there is no place of feelings and emotions at corporate world still Bill has quite a good affection with all the team members and his ideal trainer cum mentor Nancy. Even after termination they all meet frequently on holidays and have a feeling of team as a whole. Here’s the best thing ‘Cobra’ might have ever given to its any of the terminated employee.

The Story Doesn’t End Here;

The company and its HR need to do extensive research upon the following aspects…..

  • Is the top management taking notice of such issue or they’re just passes away like a usual hiring & firing case?
  • Which decision of Yen is correct for Bill – Selection, Rejection, or Retention?
  • Is Yen ready to take responsibility for any of his mistakes or still believes that he is right in all the decisions?
  • Why was Bill recruited if he had poor communication skills and no technical background? Should the company bring any intervention in its recruitment procedure?
  • Why was Bill asked to resign even before completing 40 days training program?
  • Usually existing employees start fearing for their job insecurity after such an issue. What are the HR practices at ‘Cobra’ to avoid it?
  • The major area concerned here is that even after being informed on Saturday why Nancy kept silence until Bill was finally asked for resignation on Monday? Is Yen a dominating manager? Is there an issue of Whistle Blowing for Nancy? Why Yen didn’t feel necessary to consult with Nancy before such a serious decision?
  • Why Bill didn’t choose to come back for the same profile even though Yen marked finally the improvement of his performance, ‘Cobra’ is a dream company for him, and he wishes to join corporate HR team? It’s said that “employees never leave their company they leave their Bosses”. Has this concept worked here?
  • Why there is a communication gap between Yen and Nancy even though Yen is the immediate supervisor of Nancy? Why did Yen not discuss with Nancy who was aware of in & out about the candidate before taking such a serious decision? Did he ever read any of the daily report submitted by Nancy about the performance of team?
  • A genuine employee had to leave his beloved company only due to communication gap between two managers. How constructive HR policies are to look after such issues?

Bill quotes negative words for ‘Cobra’;

“The company has set very high expectations for me. I would expect excellent work culture, best trainers, friendly collogues, opportunistic policies, and flat organizational structure just like ‘COBRA’ from next job throughout the career.”

– Pinal Mehta