Tag Archives: indian

HR Article :- 7 Effective Ways to recognize your People

1 Dec

Employee recognition is a much talked about, but often overlooked part of the workplace. Recognizing and rewarding your employees can be a slippery slope to navigate and sometimes it seems that managers either get it, or they don’t. If recognition is not sincere and genuine, your employees will know it.

 

 

7 Tips for Recognizing Your Peeps – this list isn’t about expensive ways to reward your employees because we know you can figure that out, but more subtle no-cost ideas that educate, motivate and inspire your team because a happy, invested team will always outperform a bunch of bitter Betty’s!

7 Tips for Recognizing Your Peeps

  1. Give ‘Em the 411: Informed peeps are empowered. Many managers make the mistake of keeping all the information to themselves. Instead, share information with your team. Fill them in on how your organization is doing, what the future holds and how they play a part in it. By giving your peeps information, you empower them to make informed, confident decisions and choices, which not only benefit them, but your organization.
  2. Miss (or Mr.) Independent: How many people like being micromanaged? Not too many! Employees value independence, so give it to them. When you work with your peeps to tell them what needs to be done and then give them the ability to decide how to do it, you increase their independence and ability to take more ownership of their role.
  3. Be Gumby: Everyone appreciates flexibility in their work whether it’s working flex hours, working from home or something else. This can be very motivating and shows you trust your peeps. In workplaces where this may not be possible, find ways to be flexible and your employees will respond.
  4. Give Me More: We all know training and development happen in real-time, on the job. Provide your peeps lots of opportunities to grow and learn by investing in their development and provide them stretch goals. It shows your peeps that you trust, respect and want the best for them. You’ll be rewarded when they perform at higher levels with each opportunity.
  5. Decisions, Decisions: How does it feel when all the decisions are made for you? Not so much eh? Well, your peeps are closer than anyone to the work they do so they are really the best decision makers. Sometimes as managers we make the mistake of deciding for our employees. Take a step back and ask them what they think and what they recommend. They’ll be more involved in the process and therefore more invested in the outcome.
  6. How Am I Doing? Everyone wants to know how they are doing at any time so hold frequent check-ins throughout the year so you can have honest conversations about your peeps performance. Take the time to share what they are doing well and what could use some work. Also, remember to share great feedback with the leadership team of your company so they’re aware of the contributions your peeps are making. The more feedback you give your employees, the more they will be equipped to respond to the needs of your organization.
  7. Celebrate! Often we are so busy strategizing, working and executing that we cruise through the year without taking the time to celebrate all the success along the way. Remember, if you celebrate often you’ll get more back in return and you’ll foster a culture of recognition.

How are you recognizing your peeps? I’d love to hear.

Regards,

Pinal Mehta

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Humour – Indian Can’t be Terrorists

19 Nov

1. We are always late; we would have missed all 4 flights.

2. We would talk loudly and bring attention to ourselves.

3. With free food & drinks on the plane, we would forget why we’re There

4. We talk with our hands;therefore we would have to put our weapons down.

5. We would ALL want to fly the plane.

6. We would argue and start a fight in the plane.


7. We can’t keep a secret; we would have told everyone a week before doing it.

8. We would have put our country’s flag on the windshield.

9. We would have postponed the mission because a cricket match was going on that day


10. We would all have fallen over each other to be in the photograph being taken with one of the hostages.

Regards,

Pinal Mehta

HR News – 1st Week of Oct

15 Oct

Bosses Have Changed From Evolutionary Bullies
A good boss will always try to save you from office politics even if you work independently, but a new study has shown that male managers have an evolutionary excuse for bullying non-team members. In fact, researchers in Australia have traced office politics back to cavemen days and found that the way male managers dress, posture and exercise power is due to humans’ evolutionary biology. As per the researchers, prehistoric behaviours, such as male domination, protecting what is perceived as their ‘turf’ and ostracizing those who don’t agree with the group is more commonplace in everyday work situations. Lead author, Mr. Jeffrey Braithwaite said, “This tribal culture is similar to what we would have seen in hunter gather bands o n Savannah in Africa. Groups were territorial in the past because it helped them survive. If you weren’t in a tight band, you didn’t get to pass on your genes. Such tribalism is not necessary in the same way now, yet we still have those characteristics because they have evolved over two million years. It’s a surprise just how hard-wired this behaviour is. It’s predictable that a group will ostracise a whistle bowler for instance. It’s not good, but it’s understandable in the tribal framework. It explains all sorts of undesirable behaviours, including bullying. The findings of Mr. Braithwaite and colleagues are based on an analysis of hundreds of interviews of health workers over a 15-year period – by using an evolutionary psychology approach.
Source: 09-10-08   Hindustan Times

Working Women Feel Insecure During Night Shifts
Nearly 53 percent of working women feel unsafe, especially during night shifts in all major hubs of economic activity across the country, particularly in the key sectors of BPO/ITeS, hospitality, civil aviation, nursing homes and garment. They call upon their establishments to change safety norms, according to the Associated Chamber of Commerce and Industry Social Development Foundation (ASDF). The assessment, based on feedback from the stakeholders reveals that 48 percent of the women working with small-scale firms are extremely worried about their external movements. Nearly 26 percent of such workforce in the medium sector is apprehensive of safety and security, particularly after dark. And about 23 percent of women feel th e same fear in large-scale establishments. Releasing the assessment, the Assocham said women in BPOs and ITeS were the most sensitive and prone to physical and non-physical attacks. In nursing homes including hospitals, 53 percent of women employees continue to feel insecure. This  percentage in leather and garment industries is 45 and 34.

Source: 10-10-08   The Hindu

Textile Sector Pays Less to Women Employees

Female workers in the textile industry are paid less than males, except in Uttar Pradesh. Men, who account for 40.74% of total work force of the industry, get Rs 151.10 as daily income and women, who comprise 59.26%, earn Rs 113.63 a day. In contrast to the trend across the country, in Uttar Pradesh, men get Rs 140.85 even as women earn Rs 152.77 a day. The highest difference in the earnings of men and women is in Maharashtra at Rs 177.08 and Rs 128.1 respectively, followed by Karnataka and Tamil Nadu, the Occupational Wage Survey 2008 has shown. The survey, carried out by Labour Bureau based on 2007 data included 128 units.

Source: 09-10-08   The Financial Express

Capita Plans To Hire 1, 000 Employees

Capita India, a subsidiary of UK’s largest BPO firm Capita, plans to add 1, 000 employees in the next 12 months, in contrast to job cuts and deferring of hiring plans by the Indian IT and ITeS firms. This is a part of ongoing initiative taken by the company to move work offshore. “Capita has over 30,000 people working for it and we have almost 55-60 percent of the UK insurance market. We have included an offer of a blended model for outsourcing with UK and offshore component to it. As a result, of the pound 3 billion new work that Capita is bidding, a substantial amount of this will be offshored to India, said Mr. Paul Pindar, Chief Executive, Capita Group.

Source: 04-10-08   Business Standard

Time For More Govt Officials To Travel For Work

Now, more government officials can travel on official work, or end up not having to pay for some quantum of official travel, all thanks to a Finance Ministry memorandum that was issued last week. The memorandum requires that all mileage points earned by government employees on tickets purchased for official travel be pooled in for utilization by the concerned department for other official travel. Till now, most officials had been purchasing tickets for official travel and adding the mileage points to personal ‘frequent flyer accounts’. As per the new rule by Department of Expenditure, all the collective mileage points pooled together would benefit the department.

Source: 06-10-08   Hindustan Times

Laid-Off Staff Being Employed At Delhi/Mumbai Airports

Developers of the Delhi and Mumbai airports are witnessing a rush of applications from laid-off airline employees for recruitment to various airport services. Both Mumbai International Airport Limited and Delhi International Airport Limited are likely to recruit more staff by May 2009 since more than 2,000 posts are expected to be vacant as employees opt for retirement.

Source: 06-10-08   Business Standard

Why Should Ad-Hoc Workers Be Denied Of Benefits?

The policy of some employers to deprive their ad-hoc employees of financial, medical and vocational benefits, which is available to regular staff, has received criticism from Delhi court which termed the practice as “violative of fundamental rights and exploitative”. Allowing the plea of an ad-hoc doctor, who worked for Delhi Jal Board, to get a salary on par with his regular collegues, the court said that such employees were entitled to all the benefits. “Employers making ad-hoc appointments and resorting to fictional break, subject the employees to arbitrary hiring and firing policy and deprive them of various benefits — which are available to all other government servants — and therefore, this pernicious system of appo intment is exploitative and violative of Article of 14 and 16 of the Constitution,” the court said.

Source: 06-10-08   DNA


Hard Times Are Good Times For Your Health

Contradicting popular belief, US study revealed that people are healthier during strife. The data on how economic downturn influences an individual’s health are surprisingly mixed. Economic studies suggest that people tend not to take care of themselves in boom times- drinking too much (especially before driving), dining on fat-laden restaurant meals and skipping exercise and doctor’s appointments because of work-related time commitments. Mr. Gran Miller, an assistant professor of medicine at Stanford, who is studying the effects of fluctuating coffee prices on health in Columbia, says that even though falling prices are bad for the economy, they seem to improve health and mortality rates. When prices are low, labourers have more t ime to care for their children.

Source: 08-10-08   Hindustan Times

Infosys Exceeds One-Lakh Employee Mark

Despite the pressure on the IT job market from fears of an economic slowdown, IT major Infosys has become the second technology firm in the country to exceed the one-lakh employee mark after industry leader TCS. Infosys and its ancillaries added 10,117 employees in the second quarter of this fiscal that ended on September 30, 2008, taking the total head-count to 1,00,306 employees, company announced in its quarterly results. This puts the company in the league of another Indian IT giant TCS, which had over 1,16,308 employees on its payrolls at the end of the previous quarter.

Source: 10-10-08   livemint.com

Merrill Lynch’s CEO Gets A New Job From Bank Of America

Merrill Lynch’s Chairman and Chief Executive Officer, Mr. John Thain will take over as the President of global banking, securities and wealth management after its merger with Bank of America (BofA), a top bank official said. His new responsibilities include the combined entity’s Global corporate and investment banking operations as well as most of the Global wealth and investment management operations. BofA also said that Mr. Brian Moynihan, the current president of BofA’s global corporate and investment banking, will take over as the president of private equity and global operations of the combined entity post merger. Mr. Moynihan will continue as President of global corporate and investment banking (GCIB) at BofA u ntil the merger occurs after which he will take charge of the new responsibilty, the statement said.

Source: 04-10-08   DNA


Two Of MphasiS Directors Resign

Mr. Michael Koehler and Mr. Thomas J Erhardt, Directors in IT solutions and BPO providers MphasiS, have resigned from the board of the company. This is the second instance of resignations from the company in less than two weeks. EDS Asia Pacific Advisory Board chairman and MphasiS founder Mr. Jaithirth (Jerry) Rao had resigned from the company last month.

Source: 11-10-08   Business Standard

Company Staff To Study In IIT – Bangalore

Not only students but several professionals with several years of experience will be seen in the IT-Bangalore campus. To develop their talent pool, Pune-based Bharat Forge Limited (BFL) – a multinational forging company – has signed a Letter of Intent (LOI) with IIT-B to start an MTech programme for its employees. The course will be designed as per BFL requirements to further employees’ research and development capabilities. Starting June, BFL employees will attend classroom lectures during the first year on a full-time basis. The second year will require them to work on a project at BFL and IIT-B. However, it is not for the first time that the company has partnered with an educational institure. It has tied up with Birla Institut e of Technology and Science (BITS), Pilani, for Bachelor of Science in Manufacturing Engineering and with UK-based Warwick University for MSc in Engineering Business Management.

Source: 05-10-08   Hindustan Times

R-Globalcom Appoints Mr. Bhatia

Anil Dhirubhai Ambani (ADA) group promoted Reliance Globalcom has announced the appointment of Mr. Mandeep Bhatia as the Business Head of its National Long Distance (NLD) business. Mr. Bhatia joins the company from Bharti Airtel where he was leading the consumer mobile business as Chief Operating Officer (COO) – Mumbai, Maharashtra and Goa.

Source: 09-10-08   Business Standard

Wipro Names Country Head of France Operations

Mr. Christophe Martinoli joins Wipro Technologies as the Country Head of France operations. In his new role, he will concentrate on defining a unified strategy for the France market, help build Wipro as a brand of choice and further enhance Wipro’s image.

Source: 09-10-08   Business Standard

Mr. Wasim Basir Joins Rediffusion

Rediffusion DYR has hired Mr. Wasim Basir as a group executive Vice President. Mr. Basir comes onboard from Red Lounge – A Coca venture in China where he was Managing Director. He has also worked with Chaitra Leo Burnett and McCann Erickson.

Source: 07-10-08   DNA

Aricent Announces New CEO

Aricent, an outsourcing company, has announced the appointment of ex-Wipro veteran, Mr. Sudip Nandy, as Chief Executive Officer (CEO) of the company. He was earlier the President of the Technology Media and Telecom Business unit at Wipro, overseeing more than 18,000 people and a revenue run rate of $1.3 billion a year.

Source: 10-10-08   The Hindu

Legal Tip of the Day

15 Oct

Legal Tip of the Day

An employer can be prosecuted for obtaining undertaking from an employee that she will not claim maternity benefit on her third delivery

Under Maternity Benefit Act, a female employee will be entitled  to such benefits without any ceiling on number of deliveries since special care and assistance of motherhood is one of the basic rights.If an employer takes an undertaking from an employee that she will not claim maternity benefit on her third delivery, such employer can be prosecuted.

Change Management : Customer First

15 Oct

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

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

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

· Thinking and talking about clients a lot

· Continually assessing your customers’ perceptions

· Resolving priority issues in favor of the customer

· Giving in, compromising, adding value for the customer

· Making amends to customers for poor treatment

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

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

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

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

The Customer First Focus:

· Understanding the specific needs of the customers

· To listen openly and with empathy to the customer

· Judge the content, not the messenger or the delivery

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

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

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

· Acknowledge what is said, rather than control a conversation

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

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

· Understanding the bottom line in written communication

· Arranging information in a logical sequence

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

· Developing inter team / intra team relationship for cohesiveness

· To connect with others

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

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

· Identify the gaps and barriers in your interaction with customers

· Develop an excellent customer relationship against parameters like,

Reliability

Assurance

Tangibility

Empathy, and

Responsiveness

· Adopt a positive attitude at work

· Build Rapport and steps to Assertive Communication

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

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

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

· Listen for unspoken fears/moods/aspirations/concerns

· Understand others with respect and validation

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

· Build optimism and positive human regard

· Remove conflict and have better understanding with adequate communication

· Be proactive

· Make reading clear and concise thereby creating a winning impact

· Demonstrate a higher order of team effectiveness

· Have the agility to respond to situations

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

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

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

Inspiring Employees through Recognition

13 Oct

As McDonald’s Founder Ray Kroc knew, there is no better way to inspire a team than with recognition. From the chairman of the board to the receptionist, we all have a deep-down craving for it. Build your company’s culture on the foundation of rewarding and recognizing hard workers, and you’ll create a fertile work environment where resiliency, high standards, high retention, loyalty, innovation, positive risk taking and high morale are present.

A Gallup poll revealed 65 percent of Americans haven’t received recognition in the past year. A United States Department of Labor study found the No. 1 reason why people leave organizations is they don’t feel appreciated. As American psychologist Abraham Maslow stated in his theory of motivation, people thrive on recognition as a form of self-value when they feel their contributions make a difference.

Consider the rewards that are most important to your organization. Jot down the kind of effort needed to bring those values from the abstract to the concrete. Build those efforts into job descriptions so employees become accountable for the action steps. Recognize those who achieve the best results, whether by praising them in public or giving a keepsake at the company celebration, complete with a speech about the employee’s commitment to excellence and the results it brought to the organization as a whole. Others will see what excellence is all about.

Let’s look at some time-tested ways leaders can inspire employees to do their best:

1. Make recognition a policy, not a perk.

Take time to develop a system of rewards for everyone at your company. Include pinnacle rewards for high lifetime achievers, such as McDonald’s coveted President’s Award, as well as more ordinary incentives, such as bonuses. Educate the entire staff about the program, post it for all to see, and promote it frequently.

2. Little things mean a lot.
A handshake is the least expensive way talent managers can recognize top performers – and perhaps the most effective. Look them in the eye and say thanks. Be specific about what the employee did that you appreciated so much, and why.

3. Recognize them with fanfare.
When bestowing an honor on a high-achieving employee, make it a celebration. That could mean inviting family members to be at an awards dinner, or stopping the workday early to hold a company-wide ceremony.

4. Remember the spouse.
For marathon efforts – such as large-scale projects or regional sales turnarounds – remember to recognize the employee’s significant other. After all, without the support of the employee’s partner, he or she wouldn’t have delivered such terrific results.

5. Respect your frontline.

Remember the little guys: the cashiers, customer-service people and maintenance staff. They are the face of your operation and will boost your brand better than anyone else if you make them feel appreciated.

6. Boost team spirit.
Recognizing teams or departments also is important. It binds employees together in pride. A plaque, a magnum of champagne and a Friday afternoon off are all ways you can tell a group of employees: “You did this together, and you excelled.”

7. Make rewards meaningful.

Don’t give front-row stadium seats to an employee who could care less about baseball. Find out employees’ favorite restaurants, for example, or whether they like theatre or music, and give them a night out they will really enjoy.

8. Recognition from the top means the most.
A personal phone call or thank-you note from the CEO often has more impact on an employee than anything else.

9. Don’t forget suppliers and clients.
When you create a culture steeped in recognition, your gratitude and appreciate should spread past your company walls. Don’t forget to thank loyal vendors and clients for their excellent contributions with a letter, a paperweight or even a charitable gift in their name.

[About the Author: Paul Facella is CEO of Inside Management, a consulting group. A 34-year veteran and former executive at McDonald’s Corp., he is author of Everything I Know about Business I Learned at McDonald’s.]