HR Insight

Why Management capability is required?

2007-12-12T09:30:00.000-08:00

By Edie Goldberg

In the past, organizations have clung to the belief that as long as they had competitive products and services, they could enhance their performance by hiring strong leadership and top talent. While this focus has worked in some cases, in today's highly competitive labor market - and yes, it is going to get much worse - organizations competing for top talent may be missing the essential managerial skills and processes needed to succeed over the long term.

Today's Generation X employees have much higher expectations of what managers should do to support them compared with the prior generation. Furthermore, the new entrants into the workforce, known variously as Generation Y, Millennials or Generation Next, have still greater needs for immediate feedback and development. These young workers are accustomed to praise, reinforcement and time to develop their interests and skills. How can organizations capture and retain this new talent, as well as slightly older up-and-coming leaders?

Research suggests that most organizations neglect the role of managers, undervalue it and therefore suffer from a lack of strong management capability. A 2006 survey from BlessingWhite indicates that employees who plan to stay with their current companies are twice as likely as employees who say they might or might not stay to report that their managers recognize their talents and encourage them to use those talents to the fullest extent.

I would say that the trend that is emerging is not pretty. Today's managers are also individual contributors and they spend more of their time doing their "real" jobs - technical aspects of their positions - than they actually spend managing their employees. This behavior poses a problem because today's employees want more from their managers and workplaces, not less. And they are willing to walk out of your workplace if they don't get it. While employees are hungry for praise and eager to get help expanding their capabilities, there is, unfortunately, a corresponding capability gap among managers to give them what they need. This deficit exists for many reasons, including:

Years of downsizing means companies expect more from fewer employees. There simply is not enough time for managers to devote to mentorship and employee development.

a) Insufficient skills. Managers don't know how to provide feedback and develop people.
b) A dearth of rewards. Managers are rewarded based upon individual contributions and achievements, not their management skills.
c) The mistaken belief that "one size fits all." The same rewards approach won't motivate everyone.
d) Organizations do not place a high enough value on the role of the manager.

Employees don't leave companies; they leave their managers
Employees want managers who will provide goals and direction, feedback and coaching - and who recognize and reward them for good performance. Yet research indicates that managers are not delivering on these expectations. One possible reason is that managers' roles are not designed to focus on managing people. Most managers spend 90 percent of their time on technical and administrative tasks and only 10 percent of their time on activities related to managing and developing the people who report to them.

There is a wealth of research indicating that management behavior is a key factor in retention. This is nothing new. In 1968, Frederick Hertzberg published his seminal work on what motivates employees. This research showed that satisfaction with one's direct manager is not a satisfier, but it can be a major source of dissatisfaction - and thus, turnover. Recent research has consistently shown that dissatisfaction with one's manager is a top reason for leaving the organization.

More recently, three different research studies - from the Hay Group in 1999, McKinsey & Co. in 2000 and Towers Perrin in 2003 - examined the factors that predicted whether employees would stay with or leave their current organizations. Some of the most commonly found items predicting intention to leave were:

a) Insufficient feedback and coaching.
b) Insufficient learning and development opportunities.
c) Insufficient reward and recognition for their work.
d) Insufficient sense that their organization values them.

Management is responsible for delivering on each of these job factors. No one else can affect how an employee feels as dramatically and tangibly as an employee's immediate manager. The most effective managers are those who know their employees' strengths and development needs so well that they know which assignments to give based on balancing both organizational needs and those of the employees.

Coaching and feedback make up one area that is receiving the most attention in organizations today. Employee survey results in company after company are showing that employees want and expect feedback. Research conducted with Gen Xers tells us that this age group not only expects feedback from their managers, but demands it. The Millennial Generation is even more voracious in its need for coaching and input.

Finally, people want to know that they are appreciated when they do a good job or put in extra effort. Good managers praise employees in ways that raise self-esteem and commitment to the organization. Poor managers just expect it all, and, as a consequence, praise nothing. What they really get is turnover, and lots of it. And then they get less productivity out of the people who do stay.

Actions to take
Doing the bare minimum of training and development - just enough to keep your organization within the law, and to keep from being sued - can easily lead to behaviors that damage companies' reputations. Once damaged, a reputation takes significant time and money to restore. Some companies never really recover. Before find yourself in a position of losing top talent or dealing with a weakened organizational reputation, you can invest in processes to improve the management capability in your organization.

Human resource leaders are in an ideal position to influence all the elements needed to change the role of managers and to help their organizations build management capability. Many elements are needed, of course, but the first is the sponsorship of the most senior leaders to ensure buy-in and demonstrable support for the process. The rest of the elements involve your organization's beliefs, values and culture. All of these are levers for change and are necessary to reinforce norms and expectations.

Building management capability goes beyond training. It includes transforming the organization's culture so that it values the role that management plays in attracting and retaining top talent and setting forth clear expectations for the manager's role. As this model indicates, all organizations have an underlying set of beliefs about the importance of the manager. Organizations that have strong management capabilities believe that managers are critical for their ability to attract, retain and motivate employees. Strong beliefs influence the values of an organization, and consequently, culture.

Each of the levers of change in the model represents an area that organizations must consider if they want to build strong management capability. Just focusing on one lever of change will not bring about lasting change in management capability; the current culture will overwhelm small changes. By focusing on numerous change levers, organizations can modify the culture and create long-term change. Briefly, the levers represent the following considerations:

a) Leadership: An organization's leadership must both believe in the value of the role that managers play and must lead by example.
b) Communication: The leadership team must consistently communicate the importance of the role of the manager to the organization and its ability to achieve high performance, attract talent and retain it.
c) Competencies: Management competencies must be assessed and developed. Entry into a management role must be predicted on an appropriate, although not necessarily perfect, set of skills.
d) Measurement and rewards: Any effective strategy must be integrated into the scorecard. It must be measured and rewarded.
e) Structure and symbols: The role of a manager must be structured so that the manager can spend sufficient time with direct reports. The term "manager" must mean something in terms of role expectations.

By focusing on these levers of change, the organization will develop new norms and expectations for behavior. The organizational beliefs regarding the management role will actually conform to what the levers of change are encouraging: a belief that managers' roles do make a difference.

Leadership first: showing the way
Levers for change begin with leadership. Leadership sets the tone and shows the way. How your leaders think will cast the mold for the rest of the organization.

It must be clear to others that your organization's leaders believe that management capability is an asset worth time and resources. Where leaders demonstrate this through their own behaviors, the organizations will have corresponding success. Having leaders publicly recognize individuals for outstanding team management (as opposed to personally exceeding business goals) will set the tone for the importance the organization places on the role of the manager in delivering results.

When leaders spend time with their direct reports, setting clear goals and expectations, providing feedback and actively working to build bench strength in the organization, they are setting expectations for how others will act. Take Jack Welch during his GE days. He spent a great deal of his personal time both developing his own successor and developing leadership capability throughout the organization by participating the GE's management development programs. As a consequence, GE is constantly cited as having one of the best leadership development programs in the world. This happened because the senior leadership believed in the value of its leaders and made investments to insure they could deliver their maximum capability.

Also, leaders are the ones who primarily create an organization's fundamental beliefs, values and culture. Where leaders go astray, organizations often follow. Creating a powerful culture takes time. But leaders can play a powerful role in establishing the outward signs of culture and behaviors that they both embody and endorse.

Communication: keeping everyone on the same page
Organizations tend to undervalue communication. But communication plays a powerful role as the vehicle through which leaders demonstrate and publicly recognize the desired behaviors in the organization. How leaders talk about managers sets a clear message for what is expected in the organization. Strong communication systems can help organizations build strong cultures and enhance performance.

Competencies: The essential building blocks
Identifying the critical competencies that make managers successful in your organization is the first step in creating the new manager role. New managers who are hired and current employees who are promoted into management roles must be selected because they have the capability to deliver on key functions of this role. These competencies include such skills as setting goals that fit the business strategy, providing coaching and feedback to others and helping employees understand how they fit into the big picture.

Often promotions are given because someone is a good individual contributor. Good technical skills are a far cry from good management skills. We need alternative career structures if the only way to move up in the organization is to become a manager. Not all great individual contributors make great managers. By having management competencies defined within an organization we can also coach and develop individuals on how to improve in these specific areas.

Measuring, rewarding and reinforcing
It's a cliche, but it's true: That which gets measured and rewarded gets done. If you don't include management competencies and results for such areas as reduction in turnover or developing staff to improve organizational bench strength in performance appraisal systems, managers will not focus on these issues. Organizations that reward their managers for being good managers will stand the greatest chance of building strong management capability over time. Rewards do not need to take the form of money. In fact, simple public recognition of strong management skills sends a message to the rest of the organization: Managers are important to us.

Organization structure: the key symbol
When organizations design jobs so that managers must spend 90 percent of their time doing non-management work, we send a very clear message about how we view the management aspects of a manager's role: They are not important. We need to redesign organizational structures to support managers so they can truly manage the talent within the organization.

By involving your leaders, crafting key messages, developing managers and examining the current messages managers receive about their role in managing others, HR leaders can change how managers are viewed, and how they view themselves.

The process of building better managers is not fast or cheap. But the rewards can be substantial and well worth the effort.

[About the Author: Edie Goldberg is the principal of E.L. Goldberg & Associates in Menlo Park, California. She focuses her practice on designing HR processes and programs to attract, engage, develop and retain employees. Before starting her own company, Goldberg worked for Towers Perrin as the global leader in career management, succession planning, and learning and development. She earned her Ph.D. in industrial and organizational psychology from the University of Albany, State University of New York.]

Types of Interview!!

2007-11-28T01:35:00.000-08:00

Situational Interview - A situational interview is a style wherein theoretical or hypothetical situations are given by the interviewer to assess the applicant's behavior in such a situation.

Screening Interview – A Screening Interview is screening the resume no matter how strong in communication or how good in profile, look whether you match for the requirement.

· Highlight your accomplishments and qualifications.
· Get into the straightforward groove. Personality is not as important to the screener as verifying your qualifications. Answer questions directly and succinctly. Save your winning personality for the person making hiring decisions!
· Be tactful about addressing income requirements. Give a range, and try to avoid giving specifics by replying, "I would be willing to consider your best offer."
· If the interview is conducted by phone, it is helpful to have note cards with your vital information sitting next to the phone. That way, whether the interviewer catches you sleeping or vacuuming the floor, you will be able to switch gears quickly.

Informational Interview - An Informational Interview is a mutual exchange of information. Employers that like to stay apprised of available talent even when they do not have current job openings, are often open to informational interviews, especially if they like to share their knowledge, feel flattered by your interest, or esteem the mutual friend that connected you to them. During an informational interview, the jobseeker and employer exchange information and get to know one another better without reference to a specific job opening.

This takes off some of the performance pressure, but be intentional nonetheless:
· Come prepared with thoughtful questions about the field and the company.
· Gain references to other people and make sure that the interviewer would be comfortable if you contact other people and use his or her name.
· Give the interviewer your card, contact information and resume.
· Write a thank you note to the interviewer.

Directive Interview - In this style of interview, the interviewer has a clear agenda that he or she follows unflinchingly. Sometimes companies use this rigid format to ensure parity between interviews; when interviewers ask each candidate the same series of questions, they can more readily compare the results. Directive interviewers rely upon their own questions and methods to tease from you what they wish to know. You might feel like you are being steam-rolled, or you might find the conversation develops naturally. Their style does not necessarily mean that they have dominance issues, although you should keep an eye open for these if the interviewer would be your supervisor.

Either way, remember:
· Flex with the interviewer, following his or her lead.
· Do not relinquish complete control of the interview. If the interviewer does not ask you for information that you think is important to proving your superiority as a candidate, politely interject it.

The Meandering Style - This interview type, usually used by inexperienced interviewers, relies on you to lead the discussion. It might begin with a statement like "tell me about yourself," which you can use to your advantage. The interviewer might ask you another broad, open-ended question before falling into silence. This interview style allows you tactfully to guide the discussion in a way that best serves you.

The Stress Interview - Either employers view the stress interview as a legitimate way of determining candidates' aptness for a position or someone has latent maniacal tendencies. You might be held in the waiting room for an hour before the interviewer greets you. You might face long silences or cold stares. The interviewer might openly challenge your believes or judgment. You might be called upon to perform an impossible task on the fly-like convincing the interviewer to exchange shoes with you. Insults and miscommunications are common. All this is designed to see whether you have the mettle to withstand the company culture, the clients or other potential stress.

Besides wearing a strong anti-perspirant, you will do well to:
· Remember that this is a game. It is not personal. View it as the surreal interaction that it is.
· Prepare and memorize your main message before walking through the door. If you are flustered, you will better maintain clarity of mind if you do not have to wing your responses.
· Even if the interviewer is rude, remain calm and tactful.
· Go into the interview relaxed and rested. If you go into it feeling stressed, you will have a more difficult time keeping a cool perspective.

Behavioral Interview: A behavioral interview is a style of interviewing wherein the job applicant is asked to give examples of situations he has personally been involved in where he demonstrated a particular trait or skill that the interviewer is interested in.

Many companies increasingly rely on behavior interviews since they use your previous behavior to indicate your future performance. In these interviews, employers use standardized methods to mine information relevant to your competency in a particular area or position. Depending upon the responsibilities of the job and the working environment, you might be asked to describe a time that required problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative or stress management. You will be asked how you dealt with the situations.

Your responses require not only reflection, but also organization. To maximize your responses in the behavioral format:
· Anticipate the transferable skills and personal qualities that are required for the job.
· Review your resume. Any of the qualities and skills you have included in your resume are fair game for an interviewer to press.
· Reflect on your own professional, volunteer, educational and personal experience to develop brief stories that highlight these skills and qualities in you. You should have a story for each of the competencies on your resume as well as those you anticipate the job requires.
· Prepare stories by identifying the context, logically highlighting your actions in the situation, and identifying the results of your actions. Keep your responses concise and present them in less than two minutes.

The Audition - For some positions, such as computer programmers or trainers, companies want to see you in action before they make their decision. For this reason, they might take you through a simulation or brief exercise in order to evaluate your skills. An audition can be enormously useful to you as well, since it allows you to demonstrate your abilities in interactive ways that are likely familiar to you. The simulations and exercises should also give you a simplified sense of what the job would be like. If you sense that other candidates have an edge on you in terms of experience or other qualifications, requesting an audition can help level the playing field.

To maximize on auditions, remember to:
· Clearly understand the instructions and expectations for the exercise. Communication is half the battle in real life, and you should demonstrate to the prospective employer that you make the effort to do things right the first time by minimizing confusion.
· Treat the situation as if you are a professional with responsibility for the task laid before you. Take ownership of your work.
· Brush up on your skills before an interview if you think they might be tested.

The Group Interview - Interviewing simultaneously with other candidates can be disconcerting, but it provides the company with a sense of your leadership potential and style. The group interview helps the company get a glimpse of how you interact with peers-are you timid or bossy, are you attentive or do you seek attention, do others turn to you instinctively, or do you compete for authority? The interviewer also wants to view what your tools of persuasion are: do you use argumentation and careful reasoning to gain support or do you divide and conquer? The interviewer might call on you to discuss an issue with the other candidates, solve a problem collectively, or discuss your peculiar qualifications in front of the other candidates.

This environment might seem overwhelming or hard to control, but there are a few tips that will help you navigate the group interview successfully:
· Observe to determine the dynamics the interviewer establishes and try to discern the rules of the game. If you are unsure of what is expected from you, ask for clarification from the interviewer.
· Treat others with respect while exerting influence over others.
· Avoid overt power conflicts, which will make you look uncooperative and immature.
· Keep an eye on the interviewer throughout the process so that you do not miss important cues.

The Tag-Team Interview - Expecting to meet with Mr. XYZ, you might find yourself in a room with four other people: Mr. XYZ, two of his staff, and the Sales Director. Companies often want to gain the insights of various people when interviewing candidates. This method of interviewing is often attractive for companies that rely heavily on team cooperation. Not only does the company want to know whether your skills balance that of the company, but also whether you can get along with the other workers. In some companies, multiple people will interview you simultaneously. In other companies, you will proceed through a series of one-on-one interviews.

Some helpful tips for maximizing on this interview format:
· Treat each person as an important individual. Gain each person's business card at the beginning of the meeting, if possible, and refer to each person by name. If there are several people in the room at once, you might wish to scribble down their names on a sheet of paper according to where each is sitting. Make eye contact with each person and speak directly to the person asking each question.
· Use the opportunity to gain as much information about the company as you can. Just as each interviewer has a different function in the company, they each have a unique perspective. When asking questions, be sensitive not to place anyone in a position that invites him to compromise confidentiality or loyalty.
· Bring at least double the anecdotes and sound-bites to the interview as you would for a traditional one-on-one interview. Be ready to illustrate your main message in a variety of ways to a variety of people.
· Prepare psychologically to expend more energy and be more alert than you would in a one-on-one interview. Stay focused and adjustable.

The Mealtime Interview - For many, interviewing over a meal sounds like a professional and digestive catastrophe in the making. If you have difficulty chewing gum while walking, this could be a challenge. With some preparation and psychological readjustment, you can enjoy the process. Meals often have a cementing social effect-breaking bread together tends to facilitate deals, marriages, friendships, and religious communion. Mealtime interviews rely on this logic, and expand it.

Particularly when your job requires interpersonal acuity, companies want to know what you are like in a social setting. Are you relaxed and charming or awkward and evasive? Companies want to observe not only how you handle a fork, but also how you treat your host, any other guests, and the serving staff.

Some basic social tips help ease the complexity of mixing food with business:

· Take cues from your interviewer, remembering that you are the guest. Do not sit down until your host does. Order something slightly less extravagant than your interviewer. If he badly wants you to try a particular dish, oblige him. If he recommends an appetizer to you, he likely intends to order one himself. Do not begin eating until he does. If he orders coffee and dessert, do not leave him eating alone.
· If your interviewer wants to talk business, do so. If she and the other guests discuss their upcoming travel plans or their families, do not launch into business.
· Try to set aside dietary restrictions and preferences. Remember, the interviewer is your host. It is rude to be finicky unless you absolutely must. If you must, be as tactful as you can. Avoid phrases like: "I do not eat mammals," or "Shrimp makes my eyes swell and water."
· Choose manageable food items, if possible. Avoid barbeque ribs and spaghetti.
· Find a discrete way to check your teeth after eating. Excuse yourself from the table for a moment.
· Practice eating and discussing something important simultaneously.
· Thank your interviewer for the meal.

The Follow-up Interview - Companies bring candidates back for second and sometimes third or fourth interviews for a number of reasons. Sometimes they just want to confirm that you are the amazing worker they first thought you to be. Sometimes they are having difficulty deciding between a short-list of candidates. Other times, the interviewer' s supervisor or other decision makers in the company want to gain a sense of you before signing a hiring decision.

The second interview could go in a variety of directions, and you must prepare for each of them. When meeting with the same person again, you do not need to be as assertive in your communication of your skills. You can focus on cementing rapport, understanding where the company is going and how your skills mesh with the company vision and culture. Still, the interviewer should view you as the answer to their needs. You might find yourself negotiating a compensation package. Alternatively, you might find that you are starting from the beginning with a new person.

The following strategies, which are helpful for any interview, are particularly important when interviewers use a non-directive approach:
· Come to the interview prepared with highlights and anecdotes of your skills, qualities and experiences. Do not rely on the interviewer to spark your memory-jot down some notes that you can reference throughout the interview.
· Remain alert to the interviewer. Even if you feel like you can take the driver's seat and go in any direction you wish, remain respectful of the interviewer' s role. If he or she becomes more directive during the interview, adjust.
· Ask well-placed questions. Although the open format allows you significantly to shape the interview, running with your own agenda and dominating the conversation means that you run the risk of missing important information about the company and its needs.

Let me know any clarification required!

How to make oneself happy at work?

2007-11-27T02:55:00.000-08:00

Two weeks ago I had a day that I was NOT looking forward to. I had two speaking gigs on a Saturday (which is great!) but they were in opposite ends of Denmark. I had to get up disgustingly early to make the drive to the first one and then there was barely enough time to finish that and drive 350 km to the next one. After that, it was another 300 km drive home.

It is starting to get cold here, so there was no way I could ride my motorcycle that day. That meant renting a car, and I was not looking forward to driving that far in some anonymous Ford or Toyota.

Which made me think of a question I often get: “So Alex - you make other people happy at work. What do you do if you have a bad day?”

And of course I have bad days too - everyone does. Happiness at work does not mean being utterly ecstatic every moment of every day. As Emma Thompson says in my favorite movie: “There was always going to be a totally shit moment.”

But in this particular case, I found the perfect solution. One that transformed the long drive from a chore to a pleasure. To something I almost couldn’t wait to do.

Here’s my trick:

Yes - I went and rented myself a Mini Cooper. There is a rental car company in Copenhagen called Rent A Mini where you can rent only two different kinds of car: Minis and Mini convertibles.

And let me tell you, those things are a blast to drive. I do not own a car, and I do not want to own one, but if I did, I would get myself one of these. It feels fairly comfortable, but it drives more like a go-cart! Plus it looks really spiffy :o)

Renting one of these is no more expensive than renting any run-of-the-mill anonymobile, but it made my Saturday a lot of fun. Oh, and I had two great gigs too :o)

Courtsey:Alexander Kjerulf

10 signs that make you unhappy at work!!

2007-11-27T02:50:00.000-08:00

How do you know that you are unhappy at work? That something is not right and that it’s time to either make some changes at work or move on to a new job?

In my work, I talk to a lot of people who are not happy with their jobs. Here are the top ten symptoms of unhappiness at work that I have observed. How many apply to you?

1: You procrastinate
You really, honestly try to get some work done. But somehow you never really get around to it. Or you only do it at the last possible moment and then only do a half-baked effort.

Many people view procrastination as a personal weakness. To me, it is one of the strongest warning signs of unhappiness at work.

2: You spend Sunday night worrying about Monday morning
“I never sleep on Sunday night very well because I’m worried about going to work on Monday morning. My job is very stressful and you kind of have to gear up for Monday and getting back into that.” (source)

One of the worst things about being unhappy at work is that the unhappiness bleeds over into your free time. If you have had a lousy day at work, it is difficult to go home and have a great evening. If your week sucked, it is hard to have a fun, relaxed, carefree weekend.

3: You’re really competitive about salary and titles
You don’t like the job itself, so you focus much more on salary and perks. Knowing that someone in a similar position is paid more than you, or is promoted when you’re not, really eats at you.

When we are unhappy at work we get a lot more competitive, for one simple reason: When work doesn’t give us happiness and enjoyment we want to get something else out of it. And what else is there but compensation and promotions.

4: You don’t feel like helping co-workers
Your colleagues may be struggling. But you don’t really feel like lending a hand. Why should you?

One very interesting psychological study started by putting subjects in either a good mood or a bad mood. They were then asked to go down the hall to another room where the experiment would continue. In the hallway the real experiment took place - the subjects passed a man holding a big box struggling to open a door. Would the subject help that person? The experiment showed, that when we are in a bad mood, we are much less likely to help others.

5: Work days feel looooong
The first thing you do in the morning, is calculate the number of hours until you can go home.

Ironically, this makes the work day feel even longer.

6: You have no friends at work
Friends at work? They are mostly all jerks anyway.

Gallup have found in their studies of workplace engagement, that one of the strongest factors that predict happiness at work is having at least one close friend at work.

7: You don’t care. About anything.
Things can go well or they can go badly for your workplace. Either way, you do not really give a damn.

When you are unhappy, you care mostly about yourself and not so much about the workplace.

8: Small things bug you
Small annoyances bug you out of all proportion. Like someone taking up too much space in the parking lot, someone taking the last coffee without brewing a new pot or someone talking too loudly in the next cubicle.

When you are unhappy you have much thinner skin and a shorter fuse. It takes a lot less to annoy you.

9: You’re suspicious of other people’s motives
No matter what people do, your fist thought is “what are they up to?” Good or bad, big or small, all decisions and actions made by your co-workers and managers are seen in this light.

Studies show that we are also more suspicious of others when we are unhappy.

10: Physical symptoms
You suffer from insomnia, headaches, low energy, muscle tension and/or other physical symptoms.

Studies show that when you are unhappy at work you are more prone to experience these physical stress symptoms.

The high-paying jobs are no longer advertised

2007-11-15T11:18:00.000-08:00

An Article By Dan Magallanes
DO you know that the most important and highest-paying jobs with multinational companies in the Philippines are already farmed out to headhunters?

I am sure your understanding is multinational companies have their own human resource departments who hire their executives and employees. The truth is, yes, multinational companies have their own human resource department. But decision-makers of companies have realized that "recruitment, selection and hiring" is not among their core competencies.

It is the specialization of a headhunter. Why bother performing a function that could lead to a wrong selection of candidates and at the same time risk one's position as a human resource manager.

In the Philippines, headhunting was born only in the '70s. Executive search began after World War II when some firms sought executives and professionals to fill jobs.

Headhunters are different from employment agencies, which are basically clearing houses. Employment agencies screen job applicants who fill out applications and refer the applicants to employers who have listed jobs with the agency. In most cases, the employment agency charges the employee a fee.

Executive search recruiters or headhunters never charge the employee. They are paid by companies to go out and find the qualified candidates. This distinction between a search firm and an employment agency is still not clear to many people today. In fact when I started my headhunting business 18 years ago, executives and professionals thought I was selling guns or was a member of some primitive group when I introduced myself as a headhunter. Their next question is "How much will I take out from their salaries."

The mission of the executive search professional is reflected in the term "recruiter." The searcher not only locates the candidate but also helps to source/recruit that candidate. In the early days, this function was loudly denounced as "pirating." The word "headhunter" was associated with a person who ruthlessly stole employees from their employers. Today "headhunter" is a generic term for executive recruiter.

Some people have a hard time getting a job. Others are offered well-paying jobs without even looking. Some get more than three job offers a year. Not many of you can confidently say that your job is secure these days. Some executives are sure that in the event that they lose their jobs they will still be in demand.

These are the executives/professionals who stand out in their fields. They are the ones headhunters target. They won't remain without any offer because of their experience, talents and attitude. But there are those who are just as experienced and capable who are overlooked. The difference between the two is their visibility in the market. In these uncertain times, it pays to get noticed.

To get noticed, you have to make yourself visible. You have to participate actively in interest groups, industry associations and professional organizations.

As you become better known in the industry, chances are your name will be mentioned when a candidate is being sought.

Accept speaking engagements in the area of your expertise. Network at dinner or cocktail parties. Try to know the headhunters who specialize in your field in informal settings. Personal contact is always better than a phone call. And if a headhunter calls you up and you are not ready to move, be polite. Get his number. You may not need him today but you may need him tomorrow. Search firms do not advertise. As a headhunter, we target executives who are not looking for jobs.

(The author is CEO of Headhunter Manila, an executive search firm. He consults for blue-chip companies and lectures on moving your career up. He also coaches executives and professionals.)

How to cope with Interviews?

2007-11-04T11:02:00.000-08:00

After coming through all the hurdles of the selection process, you will eventually arrive at an interview. This is of course, a major obstacle for many job applicants. Although they may have the qualifications, experience and a proven track record, they may lose out to a candidate who 'interviews better.'

So what does 'interviewing better' actually mean? It comes down to the candidate being well prepared and confident. A candidate who can answer questions in a way which is acceptable (but not necessarily right) to the interviewer, someone who knows something about their potential employers business and the post they hope to fill. These are really the basic components of any candidate who 'interviews well'. There are undoubtedly other aspects employers may look for in relation to specific posts - having their own ideas, articulate, thinking on their feet, aspects which will be related to the job and to the company's preference in employees.

The employer will also be looking to fill a post, which has a particular job specification - in other words personal aspects besides the experience, and qualifications that can be put down on paper. The interviewer will set out to ascertain that the candidate has these personal qualities, skills and abilities the company requires.

These two essential ingredients are interlinked. Good preparation instils confidence.

So the basic approach to an interview is to be well prepared. This means two things - preparing yourself practically for the interview, and gathering knowledge and information you can draw on during the interview.

Be sure you know the time, date and location of the interview and name of interviewee where appropriate.

Check out how you will get to the location, and when you need to set off to be there in good time - do a dummy run if necessary. Plan to get there no earlier than half an hour before the interview time, anticipate delays.

Have what you are going to wear ready in advance - everything down to your underwear.

Do not go to the interview laden down with baggage - psychological as well as physical.

Take the bare minimum of belongings necessary.

Concentrate on the interview at the interview - nothing else.

If you are asked to bring certificates, references etc, get them ready before the day.

Take your interview letter.

On arrival ensure the receptionist knows you are there, visit the toilets to tidy up etc.

If you are well organised and have planned for the day your confidence will increase.

The interview is a chance for you and the employer to get to know one another. It is NOT the time to get to know about the post or the employers business.

Do gather information about your employer before you are interviewed - what do they do, what are their current projects, what other interests do they have? Ask staff - many companies will offer you the chance to talk about the vacancy with someone, use the opportunity to find out more about the company.

Bigger companies will have PR departments, smaller ones will provide you with some information - libraries can provide information on local business and keep directories of national business. Use the internet - many companies have a presence here now.

Make sure you know what the job entails - get a job description, ask someone in a similar post; ring the company to clarify if unsure.

Remember the employer is interested in you as a person, your experiences and your opinions (in most cases). Do take the time to sit down and think about you, who you are and what you've achieved. It can be highly embarrassing to know more about the employer than yourself.

Sit down with your CV and make notes, about your work record, what you've achieved. Look at yourself as a person in employment - how do you see yourself, what have you done, what ambitions do you have. Make notes and prepare and rehearse sound bites about yourself. Remember that one of the most common of interview questions is 'Tell me about yourself' prepare a sound bite for this in particular, but not a life history. Usually interviewers want to know about personal qualities not achievements - though examples can be included to support your statement.

Interviews vary tremendously, from very informal to formal. However, some questions can be anticipated, as can the subject matter. If you are well prepared, then the majority of problem questions should not arise. You will know about the company, you will know about yourself and you will have a good idea of the demands of the job - these questions will not be a problem to the well prepared interviewee.

A few general rules:

Speak up when answering questions.
Answer briefly, but try to avoid yes or no answers.
Don't worry about pausing before you answer, it shows you can think and are not spitting out the sound bites you learned!
Don't worry about admitting you don't know - but keep this to a bare minimum.
Don't embellish answers or lie! Be as honest as possible.
Be prepared for hypothetical situation questions, take your time on these.
Be prepared for the unexpected question, that's designed to see how you cope with the unexpected.
If you ask questions keep them brief during the interview, remember you're the interviewee.
At the end of the interview ask your questions in an open manner, that is questions which cannot be answered yes or no. E.g. tell me about....? what is....? why.....?
Thank the interviewers for their time when you leave quietly and calmly, and smile, even if you know hate them.
There is always the opportunity to ask them questions at the end of the interview - remember the interview is a two way process, you need to be sure you want to join them too!
Try to concentrate on issues which are both important to you and combine as apparent interest in the company, leave issues like terms and conditions until the very last, even they may feel the most important to you. Write your questions down prior to the interview and take them with you.

Good topics to touch on include:

The competitive environment in which the organisation operates
Executive management styles
What obstacles the organisation anticipates in meeting its goals
How the organisation's goals have changed over the past three to five years.

Generally, it is most unwise to ask about pay or benefits or other similar areas. The reason is that it tends to make you seem more interested in what the organisation can do for you. It is also not a good idea to simply have no questions at all. Doing so makes you appear passive rather than curious and interested.

Suggested Questions:

What are the main objectives and responsibilities of the position?
How does the company expect these objectives to be met?
What obstacles are commonly encountered in reaching these objectives?
What is the desired time frame for reaching the objectives?
What resources are available from the company and what must be found elsewhere to reach the objectives?

Wear what is appropriate for the post and the company. It may vary from smart, formal wear in some instances to very formal dress in others. Try and get an insight into what the company would expect from employees or through observation. What would be appropriate for a building company is very different for a public relations agency.

Be well groomed and clean. Try to look calm and confident, simple things like deodorant can boost your confidence.

Once you are ushered into the interview room there will usually be a short exchange of pleasantries and ice breaking. Don't be fooled by this time - it really is designed to put you at ease in most circumstances, but these initial moments are the most formative - don't go over the top being exceptionally friendly or alternatively going rigid with fear feeling that your handshake was too limp! A pleasant natural smile, a firm handshake and a brief exchange of words in a natural manner of this greeting is sufficient. Some simple, but frequently broken rules!

Sit comfortably with both feet on the floor, lean slightly towards the interviewer.
Don't play with your hair or you hands. Keep them out of pockets!
Try not to create defensive barriers between you and them, like a brief case on your knees, folded arms or crossed legs....even if you feel you need to. It's natural, but your interviewer will not physically attack!
Maintain natural eye contact with the interviewer - that is maintain eye contact, but don't stare like a snake!
If there's more than one interviewer, look at who's talking.
When you're talking, shift your glance from one to the other.
Don't over use your hands, if you are a natural gesticulator.
Don't squirm and fidget.
Do nod and Mmm, to show you're listening to them.
Above all try to be you, try to be natural, unless you're naturally offensive!

Obeying these rules, will allow the interviewers to concentrate on you, and not what you're doing in the interview. Body language conveys all sorts of messages, and the right body language will convey the message of a well-balanced and confident individual...............even if you're not!

10 Top Interview mistakes to be avoided!!

2007-11-04T10:56:00.000-08:00

1. Lying
Although it's tempting, it doesn't work. By all means gloss over the unflattering things. But out-right fibbing NEVER pays.

Mark Twain said: "If you tell the truth, you never have to remember anything." Think about it. They will catch you out later.

2. Slating your current company or boss
Fed up with your current job and would give anything to leave because they've treated you badly? Your job interview is NOT the time to seek revenge. Bear in mind that the interviewer will be listening to your answers and thinking about what it would be like to work with you. Ask yourself: do you like working with people who constantly criticise others? Isn't it a bit wearing? The trouble is that the interviewer draws massive conclusions from your answers. So your throwaway comment about your boss or employer may be interpreted to be your "standard" way of thinking. It makes you look bad, not your employer.

3. Being Rude
If you find you were accidentally rude, then apologise calmly and genuinely. Then leave it behind you and get on with the rest of the interview. If you dwell on it, it will affect your performance. What's "rude"? Well, that depends on your audience. As a rule of thumb, avoid cracking jokes about potentially sensitive topics and beware of being too "pally" with the interviewer: polite and friendly is enough. After all, you're not in the pub with them. So stay professional. Also bear in mind that everyone you meet could be involved in the selection process. So blanking the receptionist or talking down to the junior members of staff could cost you the job.

4. Complaining
Ok, so your train journey might have been a nightmare and maybe you thought the tube would never arrive, or the tailbacks on the motorway were endless. But your interviewer doesn't want to know that!

Complaining, even in jest, is not a recommended icebreaker. It may be completely harmless, or it might simply make the interviewer switch off. Don't let complaining set the tone for the interview!

5. Talking about people you don't get on with at work
These days, it's common to be asked how you deal with conflict. Companies realise the importance of interpersonal relationships in the working environment. So if they ask you about difficult people or situations, make sure you hold back from character assassination and blaming others for problems because it won't do you any favours! If you accidentally do "break" this rule, apologise and explain what you "really" meant.

6. Not Being Prepared
Re-read the relevant version of your CV and the job advert, just before the interview. You'd be surprised how many people can't remember what they wrote on their CV. And if you remember what type of person the job advert was looking for, it's easier to demonstrate that you have those qualities.

Make sure you've brought with you anything you were asked for. It's fine to bring a note-pad and pen, but make sure they're tidy. It's even ok to bring notes with you; particularly if you have any questions you want to ask. It shows you're taking the job application seriously. Ill-prepared candidates rarely get job offers.

7. Appearing to be too nervous, or too confident
If you appear too nervous they'll think you're not confident enough to do the job. However, appearing too confident will make them think you won't fit into the team. If interview nerves are an issue for you, it's worth getting practical help from a professional, such as an interview coach.

8. Making a weak first impression
Unfortunately, no matter how hard the interviewer tries, a lot of "don't want to hire them" decisions are made in the first few minutes of contact. If you make a strong first impression, the interviewer will be more inclined to overlook "imperfections" in your answers.

9. Not having researched the company
As a general rule, the more famous the brand, the more they will expect you to have done your homework. Researching the company shows you're serious about the job.

Example from a real interview for a major food brand:

Candidate: "Hello Mr. Interviewer. Yes, I'd love to work for your company. I think your brand is great and I really believe I could make a contribution to your marketing strategy."

Interviewer: "So what do you think about our current merchandising, compared to our competition?"

Candidate: "Oh... Errr.... Well, I haven't had time to check it out, really."

Likelihood of getting the job? Low.

10. Putting your foot in it and not noticing
Yes, we know, you didn't mean to put your foot in it. But it doesn't really matter what you intended. What counts is how the other person reacts. So what can you do? Be prepared to simply say "sorry, that's not what I meant!" This requires you to actually be paying attention to the interviewer, rather than your own thoughts and feelings. Once you've apologised, leave it there, take a deep breath to help you relax and move on with the job interview.

Appraisal and Resignation!!

2007-10-31T06:51:00.000-07:00

A newly joined trainee engineer asks his boss "what is the meaning of appraisal?"

Boss: "Do you know the meaning of resignation?"

Trainee: "Yes I do"

Boss: "So let me make you understand what a appraisal is by comparing it with resignation"

Comparison study : Appraisal and Resignation

In appraisal meeting they will speak only about your weakness, errors and failures.
In resignation meeting they will speak only about your strengths, past achievements and success .

In appraisal you may need to cry and beg for even 10% hike.
In resignation you can easily demand (or get even without asking) more than 50-60% hike.

During appraisal , they will deny promotion saying you didn't meet the expectation, you don't have leadership qualities, and you had several drawbacks in our objective/goal.
During resignation, they will say you are the core member of team; you are the vision of the company how can you go, you have to take the project in shoulder and lead your juniors to success.

There is 90% chance for not getting any significant incentives after appraisal .
There is 90% chance of getting immediate hike after you put the resignation.

The high cost of being Workaholic!!

2007-10-25T09:59:00.000-07:00

In a nation of overachievers, hard work is a virtue. If you work hard, you'll achieve your goals. If you work even harder, you'll achieve even more. Right?

Perhaps not. There are, in fact, several downsides to working too hard. Being the office workaholic can cost you coveted promotions, hurt your home life, and even turn friends into enemies. Evaluate yourself with the following five questions.

1. Are you busy ... or disorganized?
Are you constantly staying late and coming in early yet producing the same output as others? If so, your boss may come to view you as inefficient and possibly disorganized. Dave Cheng, an executive coach with Athena Coaching, says, "There are some people, type A's, who get a lot of satisfaction from doing lots of work, but the quality isn't necessarily superior."

Focus on getting your work done in a reasonable time frame. If you have perfectionism or time-management issues, ask your supervisor to help you prioritize things and learn when to let go of a task. Cheng says, "Just because you're working longer doesn't mean you're working better."

2. Are you delegating ... or hoarding?
If you have any aspirations at all to move into management, you must learn to delegate work. Again, tasks need to be completed in a timely fashion; if you're having trouble finishing a project, you must delegate to other team members, even if you happen to relish the task you're giving away.

Cheng, who has more than 12 years of experience in corporate human resources, reveals, "Some workers feel like if they do everything and they're the only one who knows how to do it, they're making themselves irreplaceable. However, sharing information and teaching others around you is a valued skill as far as management is concerned."

Focus on completion and quality and be generous enough to let a colleague learn and shine. If you lack sufficient support, ask your boss about expanding your group.

3. Are you hungry ... or is your plate full?
Once you've solidified your reputation as the office workaholic, you may find that when your dream project comes through the door, you aren't asked to work on it. Why? Your boss probably thinks you don't have the bandwidth to take on anything else. Always keep a bit of room in your schedule to sink your teeth into new challenges and opportunities.

Cheng reminds professionals, "Your ability to say no to certain things gives you the freedom to say yes to others."

4. Do you have friends ... or 'frenemies'?
Your workaholic ways are likely alienating once-valued associates. Above and beyond the obvious grumblings of, "You're making the rest of us look bad," your colleagues may dread collaborating on a project with you.

Lose the overly methodical approach, don't expect folks to come in early or stay late for meetings, and focus on process and outcome.

5. Do you work to live ... or live to work?
The best workers are well-rounded professionals with full lives, in and out of the office. Each year, new studies abound about the importance of vacations, hobbies, and enjoying your leisure time. But are you listening?

Your friends and family will be in your life a lot longer than you'll hold most jobs. Also, pursuing leisure activities you're passionate about can lead to a second career.

Cheng concludes, "Work-life balance is a choice. If you reflexively say yes to taking on extra work, you may live to regret it."

Courtsey:Caroline Levchuck, Yahoo! HotJobs

Few Success Secrets!!

2007-10-24T11:30:00.001-07:00

Inc. - Needham, MA
Hire great people, and give them the resources and training to be successful, Then get out of the way, and let them do their jobs.

Southampton Group LLC - Charlotte, NC
Integrity and ethics matter in everything we do. How we treat the people we work with is as important as how we treat our customers.

Martin Capital - Clayton, GA
Personal relationships are the most valuable asset in our business. Whether it's a customer or a strategic partner, we look beyond the single transaction to a long-term, win-win partnership.

Vision Technologies Inc. - Glen Burnie, MD
There is no magic formula. Create the right vision for your target market, hire the best people and execute at 100 percent, 100 percent of the time, and luck will find you.

Moments in Life!!

2007-10-23T09:30:00.000-07:00

There are moments in life when you miss someone so much that you just want to pick them from your dreams and hug them for real!

When the door of happiness closes, another opens; but often times we look so long at the closed door that we don't see the one, which has been opened for us.

Don't go for looks; they can deceive.Don't go for wealth; even that fades away.
Go for someone who makes you smile, because it takes only a smile to make a dark day seem bright.Find the one that makes your heart smile.

Dream what you want to dream;go where you want to go;be what you want to be,
because you have only one life and one chance to do all the things you want to do.

May you have enough happiness to make you sweet, enough trials to make you strong,
enough sorrow to keep you human and enough hope to make you happy.

The happiest of people don't necessarily have the best of everything;
they just make the most of everything that comes along their way.

The brightest future will always be based on a forgotten past;
you can't go forward in life until you let go of your past failures and heartaches.

When you were born, you were crying and everyone around you was smiling.
Live your life so at the end, you're the one who is smiling and everyone around you is crying.

Don't count the years - count the memories

5 Tips to be a best Boss!!

2007-10-23T09:01:00.000-07:00

1) Develop
Peter Drucker once said, "If you have a star, step aside and let them pass you". In partnership, work together on a professional development plan during the annual review. If you can, balance the Division's goals with their aspirations. When possible, offer ownership and support their efforts.

2) Coach
Unlike praise, coaching provides feedback that allows the employee to reach their potential. Also, periodically coach the employee on the goals set mutually. The employee is kept in the loop and next year's performance review is not a surprise to them.

3) Delegate
The inability to delegate is a control issue. Allow your employee the opportunity to grow and see where development is necessary

4) Listen
Sounds simple. Listening is one of the greatest gifts we can give each other. Listening actively means we are not selective in what we want to hear but open to what we listen to. Listening with compassion allows you to open your heart to what the employee is feeling.

5) Show Empathy
The practice of sympathy is not pragmatic as it focuses on the problem. Empathy is understanding how the employee feels with the goal of working towards a solution.

How to negotiate your benefits?

2007-10-21T22:28:00.000-07:00

Courtsey:Linda Jenkins, Salary.com

Did you know that you may be able to negotiate some of your benefits? Even though companies put fixed policies on most benefits, some benefits are negotiable -- and sometimes, all you have to do is ask.

The Most Common Variables

Signing bonus. If a company wants you badly enough or can't meet your salary demands, it might sweeten the deal by offering you a signing bonus, a one-time payment that doesn't increase the base salary on which everything else is calculated. A signing bonus is a good-faith demonstration that the company agrees you're worth more than the job pays.

You can even ask for a signing bonus during the salary negotiation. Word your question something like, "What's the signing bonus for this position?" rather than "Is there a signing bonus for this position?" But remember, signing bonuses are taxed as regular income, so that's something to keep in mind as you settle on a figure.

Vacation time. Sometimes you can get more than the standard time going into the job.

Extra time away (paid or unpaid). You can also request extra paid or unpaid leave for a preplanned trip, for artistic or volunteer work, or a reasonable personal reason. And of course, you should get time away for service in the Armed Forces and for jury duty.

The List Continues

At the end of your first interview, especially with an employment person, ask about benefits. Negotiate with the hiring manager. But the best place to get complete information about the benefits package is from the human resources (HR) person. In addition to health coverage and vacation time, traditional benefits could include sick time, short- and long-term disability, life insurance, AD&D (accidental death and dismemberment) insurance, survivor income, stock options, retirement plans, and more.

Don't be afraid to ask questions. You may want to know how long the waiting periods for various benefits are. How long before you can participate in the 401(k) or other retirement plan? What's the company match on the 401(k)? When are you fully vested? What kind of health care benefits are there (HMO, PPO, indemnity plan)? Watch out for pre-existing conditions. For example, if you have a child with diabetes, many plans won't cover the child for at least six months, if ever. If that's the case, you'd want to negotiate something else to cover the expenses.

You can also use a benefits calculator to get a good idea of the value of your benefits.

If having super health care benefits (dental, vision, prescription coverage, etc.) is important and the company doesn't have them, that could be a deal-breaker for you. On the other hand, some companies have "cafeteria plans," which let you choose what benefits to pay for. Maybe, for example, you can opt out of life insurance and pick up three extra days of vacation.

Wait, There's More!

What other benefits would seriously interest you? You should be able to participate in networking sessions and professional associations, attend conferences, and receive additional training and other opportunities for professional growth. Some companies offer subsidized daycare, emergency daycare, a fitness center, flexible hours with telecommuting, sabbaticals, or valet service for dry cleaning or groceries.

Startups, those caffeine havens, are fond of stocking the refrigerator with soft drinks and offering bottomless cups of coffee. Wednesday might even be pizza day. But you'll probably have to wait until your first hump day on the job to negotiate for extra cheese.

Stop the Gossip, Save Your Career!!

2007-10-21T22:21:00.000-07:00

Getting ahead at work may hinge on resisting the urge to spread the latest news about your coworkers.

"You may think gossip is harmless, but you might just be shooting yourself in the foot as far as your credibility goes," said Rachel Weingarten, author of "Career and Corporate Cool: How to Look, Dress and Act the Part at Every Stage of Your Career." She continues, "Let your work speak for itself. You don't need to be the one making yourself look better by talking down someone else."

Consider the Damage

Sure, gossip can be almost too enticing to keep to ignore -- but consider these consequences:

You lose your reputation. "My reputation is my business," said Weingarten. "If someone says something bad about me, or I become known as a gossip, that could affect my entire career."

Coworkers avoid you. "If people view you as a gossip, they may stop sharing information with you," said April Callis, president of Gossip Stoppers, a program designed to create positive workplaces. "Then instead of being the one with all the power and information, you're out of the loop because no one trusts you."

Your work suffers. The negativity spread by gossip makes people hate their jobs. "They miss work, they get less done while they're there, and they feel unappreciated," says Callis. Suddenly, you're not giving your best, and your boss may notice.

There's a better way to deal with water cooler talk. First, and perhaps most obvious: Keep the information to yourself.

It's one thing to learn the office scoop -- it's another to share it. Even asking someone else at work to verify what you've just heard counts as gossip, said Callis. If it's something criminal, tell your boss. If not, let it drop.

Resist the Urge

Next, teach your coworkers not to gossip with you. Use these techniques:

Replace gossip. Sometimes gossip is the only thing you have in common with coworkers, said Weingarten. So find something to replace it. Do you both knit? Are you both sports fans? If you must gossip, do it about movie stars or soap operas, she said. Just leave the office out of it.

Set a timer. If a coworker or employee comes to you determined to gossip, set a timer for five minutes, and let the person spew. When the time's up, so is the gossip. You don't have to respond, said Callis. You can just listen.

Write it down. When a coworker runs to your desk with the latest juicy gossip, get out a pad and pen. Writing down the facts serves two purposes: It shows the gossip that everything she says is being documented. And it helps you focus on facts instead of feelings.

What you may find is that you and those around you feel happier as they gossip less, says Callis.

"When I walk into a positive workplace, people are engaged and they feel valued," she says. "They stay."

Finding a Good Boss!!

2007-10-16T10:55:00.000-07:00

Courtsey:Marilyn Haight,Yahoo

Whether you get hired for a new job, promoted, or reassigned to a new position, you will most likely have a new boss. Each time that happens, you must develop a new professional relationship with the person you rely on for direction, development, and future advancement. You need to quickly determine if this new boss is a good match for you and your career goals. But how can you tell? Try these five questions.

1. Does your boss showcase your work? If you're not sure, you could ask him, "What leadership opportunities will I have in my job?" If he says something like, "There's only one leader here -- me," you may have what I call a "Suppressor Boss." A boss who replies, "We're all leaders here; you'll be in charge of projects that need your expertise," will have no problem appreciating your role and contribution.

2. Does your boss solve problems? Try asking, "How should I escalate problems to you when I think you need to get involved?" If she insists you must solve your issue alone, then she could be a "Confounder Boss" who ignores problems, which makes them worse. A good boss might say, "Give me detailed examples; I'll determine the cause and work with managers at my level to correct the issues."

3. Does your boss let you complete your work? When in doubt, try asking him or her when you can start handling tasks from start to finish. If the answer is, "I'm a hands-on manager; we do everything as a team," you've got trouble. This is a "Player Boss" who does parts of your job he likes and leaves problems for you. If you hear, "Tell me when you think you're ready; I'll give you guidelines and be available only when you need me," you'll know your boss trusts your skills.

4. Does your boss listen to your suggestions? If not, tell her that when she cuts you off you wonder if she values your opinion. A reply like, "I have the final word," could mean she's a "Manipulator Boss." A good boss will say something like, "I'm sorry, I wasn't aware I was doing that. Please bring it to my attention next time it happens." A good boss always listens attentively.

5. Does your boss treat you and your co-workers equally? If you notice preferential treatment among your co-workers, try asking your boss, "What measurements will you use to evaluate my job performance?" If he says, "Every case is different; I use my judgment," he could be a "Dumbfounder Boss" who uses the wrong measures to evaluate job performance. A better answer, like, "Your work will be evaluated according to the documented standards we've already agreed upon," will signal your boss's fairness.

Listening skills, problem-solving, a sense of fairness, and an ability to trust are just some of the hallmarks of a good boss. A good employee will learn to spot and appreciate those attributes, and then move toward building a mutually successful relationship.

Humor Is Key for Good Managers!!

2007-10-16T10:44:00.000-07:00

Courtsey:Tom Musbach, Yahoo.

When you think of the ideal boss, actress Carol Burnett and late-night TV host David Letterman probably don't come to mind. But those two celebrities have a quality that most workers say is essential to being a good boss: a sense of humor.

When asked in a recent poll how important it is for a manager to have a sense of humor, 65% of workers answered "very important," while 32% answered "somewhat important." The survey, conducted by staffing firm Robert Half International, also revealed that most of the workers (87%) rated their managers as having good senses of humor.

Max Messmer, chairman and chief executive of RHI, said the survey underscores that humor can make a boss seem more approachable, but it's not a license to be a clown.

"To be taken seriously, supervisors must balance their desire to keep the mood light with the need to accomplish business objectives, inspire great performance, and maintain professionalism," Messmer said.

When asked in a recent poll how important it is for a manager to have a sense of humor, 65% of workers answered "very important," while 32% answered "somewhat important." The survey, conducted by staffing firm Robert Half International, also revealed that most of the workers (87%) rated their managers as having good senses of humor.

Max Messmer, chairman and chief executive of RHI, said the survey underscores that humor can make a boss seem more approachable, but it's not a license to be a clown.

"To be taken seriously, supervisors must balance their desire to keep the mood light with the need to accomplish business objectives, inspire great performance, and maintain professionalism," Messmer said.

Humoring the Boss

What if you don't think your boss is very funny?

"Humoring a not-so-funny boss is OK," says Bywater. "Think of it as being kind and sensitive to the feelings of another human being. Don't, however, humor a boss who has gone over the line from funny to offensive."

Manage the Punch Lines

For bosses who want to flex their humor muscles more, Bywater suggests the following guidelines:

Do not make jokes about anyone's physical appearance.
Do not attempt humor that could be construed as sexist or racist, even if it's not intended as such.
If you've got a direct report who is particularly sensitive or has no sense of humor, it's best to play it straight.
Having a good sense of humor at work helps everyone, Mandel concludes.

"Both bosses and employees need to stay on track and be productive, but everything doesn't have to be heavyweight," she says. "Sometimes it's good to just have a big belly laugh, especially when things go wrong, and look forward to the next day to get back on track."

Open Door Policies!!

2007-10-02T05:08:00.000-07:00

Many companies and executives, I expect, have open door policies. What about you? Do you have one? Does it work?

For me, the only open door policy that works is my policy of opening my door, getting off my keester, and heading out to see the shop floor or customers.

The old-fashioned idea (my door is always open; when you want to talk, c'mon in) was supposed to give people down the line access to you and your ears. The idea was that folks from layers below you would come and clue you in on what was really happening.

I don't think that ever worked for most of us. Most folks didn't have the courage to come in, so we only learned what was on the minds of the plucky few. We were in our environment, not theirs. We couldn't verify what we were hearing by looking, touching, and listening in the first person. And we got fat from all that sitting.

But there are good reasons to open your door and get out and about:

Like the old policy, it will give you access to ideas you don't normally hear. It's a great way to listen to the periphery.
It will give folks on the floor - and customers - access to you. Important difference from the traditional policy: you're in their environment where they are more likely to be comfortable talking with you.
You get the chance to see for yourself what's really happening. If, that is, you take the time to stand still and observe.
It facilitates "digging to bedrock" on an important issue. One of my most frustrating bosses also taught me one of my most useful lessons - with a critical issue, it often pays to dig, and dig, and dig, and dig - until you reach bedrock. It's tough to do that digging behind your desk.
And it's good for your health! Check out what Mark Graban has to say on the subject.
I find it a great stress reliever to get away from the phone and email and get out in the field. And it clears my head.

How I make it happen

I schedule time in my calendar for getting out in the field, and then I do it.
I often go out with a specific objective in mind - something to learn about. Norman Bodek (via Mark Graban) wrote this useful article on how to structure such a walk.
Remember not to zoom through. Walk - and stand. When I was a 27 year old shift foreman, Joe Rashall taught me to wash up the basement floor for 30 minutes every shift. This wasn't because the floor needed to be cleaned. It was to force me to stand in one place for awhile and listen to the machinery. I got used to the usual sound, and could pick out a change that might signal trouble.
Step back ten paces from the action and watch what's happening. How are people interacting? What gets in their way? Where are the hazards? Where is the waste?

An Approach to Interview!!

2007-09-28T01:53:00.000-07:00

A lot of people know how to write a resume and talk their way into an interview. But when they get into the make or break dialogue, they stumble upon tough questions. Below, is some advice on approaching the tough questions that interviewers like to throw at job applicants:

Why did you leave your last job?

Real answer: It sucked.

What you should say: I felt my talents and abilities were underutilized.
************************************************************************************
What are your biggest weaknesses?

Real answer: I can't concentrate for more than five minutes, hate all forms of authority and tend to fall asleep at my desk.

What you should say: I'm a workaholic. I just don't know when to put down my work.
**********************************************************************************
You don't seem to hold on to a job long. Why should we think you'll stay here any longer than you've stayed elsewhere?

Real answer: My employers have always had a hang-up about keeping only competent employees..

What you should say: I'm at a point in my career where I am tired of moving around. I really want to feel part of a team, a long-term enterprise, where I can make a contribution.
**************************************************************************************
For all those of u aiming for job switches.... ......... ..

How do you handle change?

Real answer: I deal with it everyday, unless I'm out of clean underwear.

What you should say: I think everyone knows that today the only constant is change. I thrive on it.
*************************************************************************************How do you get along with others?

Real answer: Fine, as long as they stay out of my face.

What you should say: I think the interpersonal dynamics of the workplace can be among the most satisfying aspects of any job.
**************************************************************************************
What does the word success mean to you?

Real answer: It means that I don't have to drag my sorry ass out of bed to kiss yours.

What you should say: Success, for me, would be knowing I am making a difference working with a team of people to make a more profitable enterprise.
*************************************************************************************
Do you get along with your current boss?

Real answer: I get along fine, considering what kind of a malicious person he is.

What you should say: I don't think I'd call him a boss; he's been more of a mentor to me.
***********************************************************************************
Do you ever get angry with co-workers?

Real answer: I don't get angry, I get even.

What you should say: Nothing angers me more than to see a co-worker not pulling his weight, goofing off or stealing. Yes, sometimes I do get angry with co-workers.
*************************************************************************************
Can I contact your references?

Real answer: Sure, but they won't know who I am.

What you should say: Some of them are out of the country right now. Maybe I can arrange to have them contact you.
************************************************************************************

Guidelines for Group Discussion!!

2007-09-28T01:39:00.000-07:00

GROUP DISCUSSION

A group discussion (GD) is a simulated exercise, where you cannot suddenly put up a show, since the evaluators will see through you easily. In this page you can find tips on GD and how to handle them to ensure a positive outcome.

Here's how most group discussions work

Normally groups of 8-10 candidates are formed into a leaderless group, and are given a specific situation to analyze and discuss within a given time limit. The group may be given a case study and asked to come out with a solution for a problem. The group may be given a topic and asked to discuss on the same.

A panel will observe the proceedings and evaluate the members of the group.

OBJECTIVE
Lets start from the basic. One needs to know what one's objective in the group is. A good definition of your objective is - to be noticed to have contributed meaningfully in an attempt to help the group reach the right consensus. What does this essentially mean?

The first implication is that you should be noticed by the panel. Merely making a meaningful contribution and helping the group arrive at a consensus is not enough. You have to be seen by the evaluating panel to have made the meaningful contribution. What does that mean in practice?

You must ensure that the group hears you. If the group hears you, so will the evaluator. That does not mean that you shout at the top of your voice and be noticed for the wrong reasons.
You have to be assertive. If you are not a very assertive person, you will have to simply learn to be assertive for those 15 minutes. Remember, assertiveness does not mean being bull-headed or being arrogant.
And most importantly, you have to make your chances. Many group discussion participants often complain that they did not get a chance to speak. The fact is that in no group discussion will you get a chance to speak. There is nothing more unacceptable in a GD than keeping one's mouth shut or just murmuring things which are inaudible.

Participate in as many practice GDs as possible before you attend the actual GD. There is nothing like practice to help you overcome the fear of talking in a GD.

The second important implication is that making just any sort of contribution is not enough. Your contribution has to be meaningful. A meaningful contribution suggests that
You have a good knowledge base
You are able to put forth your arguments logically and are a good communicator.

The quality of what you said is more valuable than the quantity. There is this myth amongst many group discussion participants that the way to succeed in a group discussion is by speaking loudly and at great length. One could not be more wrong. You must have meat in your arguments.

Therefore, think things through carefully.

Always enter the room with a piece of paper and a pen. In the first two minutes jot down as many ideas as you can.

When you jot down points, keep these pointers in mind.
If it is a topic where you are expected to take a stand, say for example, "Should India sign the Comprehensive Test Ban Treaty?" note down points for both sides of the argument. It will be useful on two counts.

One, if you do not start the GD and are not amongst the first five speakers and find that everyone in the group is talking for the topic, then it makes sense to take the alternate approach and oppose the topic even if you initially intended to talk for the topic.

Second, it helps to have a knowledge of how group members who take a stand diametrically opposite to yours will put forth their argument and to be prepared with counter arguments.

Everybody else will state the obvious. So highlight some points that are not obvious. The different perspective that you bring to the group will be highly apprecaited by the panel. Some pointers on being relevant while having a different perspective are:

Be careful that the "something different" you state is still relevant to the topic being debated.

Can you take the group ahead if it is stuck at one point?
Can you take it in a fresh and more relevant direction?

The last implication is that you must be clearly seen to be attempting to build a consensus.

Gaining support or influencing colleagues is the mantra adopted by many a successful Business Leaders.

Nobody expects a group of ten intelligent, assertive people, all with different points of view on a controversial subject to actually achieve a consensus. But what matters is "Did you make attempts to build a consensus?"

Avoid these six Interview mistakes!!

2007-09-28T01:31:00.000-07:00

Tip #1: Don't discuss pay too early
As the manager of a software store for 10 years, I can honestly say that questions about pay in the first interview from anyone other than a temporary applicant always bothered me a little. Temp jobs aside, if you are not really out there just for the money, asking this question right out of the gate is going to make any other questions you ask sound conniving and insincere. Unless the subject comes up, don't wade into the issue of the pay in the first interview. You can talk about it after you impress the employer enough for a second interview.

Tip #2: Talk tech to techies only
Feel free to discuss what you know, but remember: If you are talking to a nontechnical manager or human resources representative, you are not going to impress them with talk about life in the trenches. My previous supervisor was totally unimpressed with anything to do with technology. A sure way to put the man to sleep was to begin any story that had to do with computers.

When I interviewed for a previous position, the department manager actually had a technically savvy person participate in the interview to ask and respond to questions she would not understand. When I saw this tactic being used, I knew it was not a time to try to impress with a lot of techno babble.

Answer questions about your work history briefly and keep the tech comments to a minimum until you know the history of the company and the people involved in the hiring process. If you have questions about the technology in use at the site, keep your questions specific and relevant to the position for which you are applying.

Tip #3: Keep your philosophy to yourself
If you hate Bill Gates, Windows XP, and the whole Office Suite, keep it to yourself. Ranting about your tech philosophy can ruin your chances at the position.

I once interviewed a young man for a retail sales position in a software store. When I asked about his opinion of the then-new Windows 98, the applicant ranted about "the revolution of UNIX" and loosening the grip of Microsoft on the PC market. I am not exaggerating; the man sounded like he was ready to sign on to a paramilitary group. I almost didn't have the heart to tell him my company was a Value Added Reseller for Microsoft.

Chances are, you will work with many people who need your help with one of the Microsoft products, so you don't want to blast the tools you will likely be using and supporting. If you are asked about how you feel about a product, be honest, but don't preach. The interviewer probably just wants to see how you respond to such questions.

Tip #4: Don't climb the advancement ladder in the interview
If you are joining the ranks of a new company, the last thing the interviewer wants to hear is, "How fast can I get out of this job?" Do not ask about opportunities for advancement until the second or third interview. If you are joining a company just to advance into another position, silence is golden. Keep it to yourself unless the interviewer asks or unless it is somehow already known that you'll be advancing quickly. Remember that what you say now can come back to haunt you later. You don't want to brag to someone who might be under your wing after a promotion.

Further, you never know what may happen if you actually get the job. Learn to accept and adapt and, above all, be happy you have a job. Due to downsizing, a former coworker of mine did not move into the network administration position she wanted and was expecting to get. The bitterness fostered by her broken expectations eventually caused her to resign. In the tight job market of the time—similar to the one now—and with her lack of certified qualifications, she ended up seeking work at a local restaurant.

Tip # 5: Avoid the dreaded electronic interruption
Cellular phone and pager etiquette might seem a trivial thing to those that are hooked up, but you can kiss any job opportunity goodbye if you interrupt an interview to take a telephone call, especially if the human resources representative has a low tolerance for personal digital devices. Only if you are exchanging information by invitation should you reveal the fact that you carry a PDA. If you wear it on a belt loop or somewhere that is exposed, lose it, along with any other electrical device hooks and loops, and store them in pocket, purse, or briefcase. If you can't spare the time away from the rest of the world to do an interview, why are you applying for the job?

I have conducted training classes with people who, when asked to turn off their phones and pagers during class, place their devices in silent mode. When giving a lecture to a class or holding a discussion, watching a person being silently buzzed is terribly distracting and also aggravating.

If you think getting rid of electronic communications devices isn't important, just ask any human resources rep who has had a person answer a cellular phone during a job interview. Then ask if the person got the job.

Tip # 6: Remember to say thank you
Beyond thanking your interviewers for their time as you leave, it's vital that you follow up in written form. If the competition for a position is tight, a follow-up thank you note can mean a lot. If the manager is slow to hire, the arrival of a thank-you note can serve as a reminder about the candidate who's awaiting the manager's next move.

Just after you've completed the interview, take note of anything specific you discussed and make a point of referencing it in your thank you letter. Even a nice greeting card is better than nothing.

It may seem like a small detail, but the experts will tell you that this tried-and-true tactic really makes an impact. A coworker of mine, who successfully worked as a job coach, used to keep a stack of generic notes in her desk. When a participant in her program applied for a job somewhere, she would give the person one of these notes to have them drop in the mail on the way home.

Leadership Training-Key to Employee Retention!!

2007-09-19T11:59:00.000-07:00

Attracting and retaining employees is a topic of endless articles, conference sessions, books and webcasts, as well as the basis (the "raison d'etre") for numerous product launches.

Yet, although retaining talented employees requires effort and focus, it might not be such a challenge, according to Impact Achievement Group.

Superior management practices and effective leadership are key missing ingredients in many organizations, evident in the many organizations that Rick Tate and Julie White, Ph.D., senior managing partners for the leadership development firm, have consulted. Companies giving low priority to developing leaders eventually might realize a domino effect through the organization in terms of retention.

Recent research by Gallup has shown that competitive pay, benefits and amenities are the market ante for any employee - superior, mediocre and poor performers.

But Tate and White say how long people stay and how well they perform is determined in large part by their personal and professional relationships with their immediate supervisors.

"The exodus of talented individuals to other companies for positions with only a modest increase in pay or benefits is a compelling question," Tate said. "Why leave when there's not that much gain? Ultimately, it's because people don't leave companies - they leave managers."

So, when companies invest in developing competent leaders, they are aiming a direct salvo in the war for talented and committed employees.

Tate should know - he and White have been consulting and speaking for more than two decades on the topic of leadership development, service quality, performance management, customer loyalty and communication aimed at solving problems.

Impact Achievement group offers some real-world advice for companies: The quality of your managers defines your company.

Do they conduct purposeful workplace discussions, effectively problem solve and create an environment which engages discretionary effort, and is their behavior aligned with the organizational values?

Do your managers ensure people have the opportunity to do their best and listen to the opinions of direct reports, and do they hold people accountable to performance standards? Most important, do they have a passion for leading others?

Leaders must understand what high-performing direct reports demand from their work environment to engage their best efforts and loyalty:

1. Clearly communicated job requirements, focused on contributions instead of job tasks.
2. Resources to do their best work.
3. Ability to meaningfully participate it what affects them on the job.
4. Genuine acknowledgment of their contributions.
5. Genuine concern for their career.
6. A performance review process that differentiates excellence.

How bad is your boss?-PART II

2007-09-15T10:49:00.000-07:00

'How bad is your boss'asks Shyamal Majumdar, writing in Business Standard. From his piece, I learn there is a 'bad boss' contest running on www.workingamerica.org and it seems there is no shortage of horror stories on the subject.

There seem to be a huge number of bosses out there who either take all the credit for themselves, or who think you have no life outside work, or who give out too many tasks with impossible and constantly changing deadlines. There are stories about bosses who are pathological liars, or control freaks, or someone who has the IQ of an eraser. The boss also seems to be having the spine of a jellyfish — someone who would never stand up for you.

Shyamal observes that some of these comments are obviously exaggerated, it's a fact that there are enough bosses who can make your life into a Dilbert strip.

Which is why I guess the
'Hari Sadu' ad by job site naukri.com brings a smile on most people's faces.
Though no organised surveys have been done on this issue, an informal study in India a few years ago found that almost 75 per cent of the employees surveyed identified their boss as a lousy manager.

Well, here's the view from the boss side of the fence. It is neither easy or fun being one. The most difficult lesson I learnt when I set up my own company was how hard it is to go from being an employee to an employer.

But you don't have to go the entrepreneurship route to go through this painful transition. Two, three, max four years into your job you'll find yourself having to supervise people working under you.

Suddenly it's not enough to do your own work well – you have to be responsible for their work as well. Many times, it seems, it would be far quicker to do the job yourself. But that's not the answer.

Mistakes are made. You can't yell, yet you have to let the person know something went wrong. Or well, you can yell– but then you'd be a bad boss. It seems perfectly unfair – someone else screws up and you have to broach the subject with patience and understanding instead of venting your own anger and frustration.

Being a boss – a good one - requires a great deal of emotional energy. As you rise higher and higher, you just need more and more of it. Remember the old aying 'lonely at the top', even in the flattest of organization structures.

There is an 'Us' and 'Them' pecking order, Upto a point – even as someone's boss – you are an 'Us'. At some point your designation, salary and role put you in the bracket of 'Them'.

Now people are noticing what you wear, how you conduct yourself, gossiping about something you said or did. This is all natural – you were doing it not long ago. But.. it takes some getting used to! And some people just never do.

Organisational issues

As Shyamal notes, part of the 'bad boss' problem lies in faulty executive promotion policies. For example, a company promoted its engineers to managerial positions for the wrong reasons, that is, technical competence rather than managerial proficiency…

He goes on to give the example of Microsoft, which has created a separate status scale for its software engineers. The basic idea being that managers gain promotion as they take on more people and greater responsibility, and software engineers gain in status and pay as they demonstrate brilliance.

Well, this should be emulated in just about every profession (the most brilliant writers often make lousy editors because, saddled with admin and production burdens they cease to write - and lose the very passion that brought them into their jobs!)

But, we also need to develop leadership capabilities in people as they rise up the ladder. It's tempting to believe leaders are born not made but poor behaviour and attitude can be corrected. Not always, but since bad bosses affect everything from individual performance to overall morale – one has to try!

Toxic subordinates

Shyamal notes that behavioural studies have found that bad bosses believe in the following:

The average person dislikes work and will avoid it he/she can;
Therefore, most people must be forced with the threat of punishment to work towards organisational objectives;
The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security, above all else.

In Hindi there is a saying – taali donon haathon se bajti hai. As a boss I would have to say there are also a number of 'bad' employees who believe in the following:

My current job is not good enough for me. (But I'm still working here till I get something better!)

My boss is always out to get me (My performance is never the issue)

I am super talented so I am entitled to ___________

Fill in the blank with anything from 'disregard the boss' instructions' to 'come 2 hours later to work than everyone else'

Jack Welch write about 'boss haters' in his book 'Winning'. These are the people who are cynical about authority and 'constantly exude low-level negativity towards "the system"... their bosses feel it and return the favour."

'Winning' is replete with advice for people at all rungs of the corporate ladder. For people just starting their careers, a very important tip from Welch:

"I would describe the my work-life balance as an old fashioned chit system. People with great performance accumulate chits, which can be traded with flexibility. The more chits you have, the greater your opportunity to work where and how you want."

In short, no one is 'entitled' to anything – you have to earn the trust and respect of your boss, just as he/ she has to earn yours. Far too many young people joining the workforce today aren't really recognizing this fundamental principle.

Also, if you keep hopping from job to job – because today the environment allows that – you never really accumulate enough of those chits.

The generation gap

A rare article with some insight in

ET noted:
Growing up in post-liberalisation India, amid a buoyant economy, with the India story only getting brighter… India's Generation …have seen few failures and fewer hardships. Disillusionment sets in fast, and the patience threshold is low.

The article quotes the example of a management trainee who came to meet K Ramkumar, HR head of ICICI Bank.

Sir, my boss spoke to me in a language which even my father would not use. I felt very bad. Nobody has ever spoken to me like that. I have always done well in my life," he said. He wanted to quit. His boss had told him, "You are no good. You have to work hard."

Tolerance is in short supply today – and a 'bad' boss and a tough one are often mistaken. A bad boss is one who – besides being a taskmaster – is one who diminishes you, does not add value to you.

A tough boss is one who may stretch you to the limit. But there is learning and growth in working with that person as well. And of course if you are really lucky – you find a mentor – a boss who actively works to bring out the best in you.

Subroto Bagchi, CEO Mindtree, once wrote a tribute to all the bosses he'd worked with who made him what he is today. If someone were to do a 'great boss' contest – they just might be surprised.

by Rashmi Bansal in JAM Magazine

How bad is your boss?-PART I

2007-09-15T10:45:00.000-07:00

Many companies end up converting exceptional performers into sub-standard managers. It may be sheer coincidence but an interesting one nevertheless. Just when Working America, a federation of unions in the US, has started a "My Bad Boss Contest", the latest issue of BusinessWeek has a column by Jack and Suzy Welch, titled "Are you a boss-hater?"

The former GE chief feels boss-haters generally suffer from the "everyone is dumb but me" mindset and are unable to see the value in any person above them in a hierarchy. Too many companies perform well every day — returning billions in profits by inventing, making, selling and distributing products and services — for bosses out there to be total nincompoops, Welch says.

But going by the response to the bad boss contest on www.workingamerica.org, an overwhelming number of corporate citizens don't seem to agree with Welch, and have no shortage of horror stories about the men or women they report to. Workers have been invited to share their best stories about their worst bosses in the contest and each week's top vote-getter will be eligible to compete for the grand prize — a seven-night vacation getaway and $,1000 for a round-trip air fare — to be announced by August 16.

There seem to be a huge number of bosses out there who either take all the credit for themselves, or who think you have no life outside work, or who give out too many tasks with impossible and constantly changing deadlines. There are stories about bosses who are pathological liars, or control freaks, or someone who has the IQ of an eraser. The boss also seems to be having the spine of a jellyfish — someone who would never stand up for you.

There is also the obsessive micro-manager who would give assignments but then manage them to death. He trusts his people the way you would trust a five-year-old behind the wheel of the car. Then there is this officer talking about his table-thumping boss who ordered managers to instil fear in workers to boost productivity.

Some of these comments are obviously exaggerated, especially as they are written by anonymous people, but it's a fact that there are enough bosses who can make your life into a Dilbert strip. A vice-president in a premier engineering company in India says his boss — a perfect gentleman otherwise — would start wandering in the reception hall at 6 pm to make sure no one left work before him. Though no organised surveys have been done on this issue, an informal study in India a few years ago found that almost 75 per cent of the employees surveyed identified their boss as a lousy manager.

Behavioural studies have found that bad bosses believe in the following:

The average person dislikes work and will avoid it he/she can;
Therefore, most people must be forced with the threat of punishment to work towards organisational objectives;
The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security, above all else.

The major reason why companies are saddled with such managers are the short-sighted and faulty executive promotion policies practised by many of them, which result in converting exceptional performers into mediocre or sub-standard managers. For example, a company promoted its engineers to managerial positions for the wrong reasons, that is, technical competence rather than managerial proficiency.

HR experts say companies must first find out whether the candidate has the right combination of mental abilities, personal interests and personality traits to allow for success as a manager. Companies like Microsoft or GE would promote even an average accountant to a manager because he has the potential to outperform an outstanding accountant in the same managerial position. This does not mean that the outstanding accountant should be ignored, but that the career ladder for him may possibly lie sideways rather than head upward.

One solution could be to move away from the culture of rigidly hierarchical structures. Look at Microsoft, which has created a separate status scale for its software engineers who can get higher compensation and external profile than their managers, the basic idea being that managers gain promotion as they take on more people and greater responsibility, and software engineers gain in status and pay as they demonstrate brilliance.

The old corporate ladder that stretches to the executive suite need not be available for everybody. Even Welch would agree to that.

by Shyamal Majumdar in Business Standard

10 Tips for Crafting Eye-Catching-By Peter Newfield

2007-09-15T10:22:00.000-07:00

Your cover letter presents your intentions, qualifications and availability to a prospective employer in a succinct and appealing format. As your first chance to make a great impression, a personalized letter indicates you are serious about your job search. Your resume can give the nitty-gritty of dates, places of employment and education, but your cover letter must entice the reader to consider you amidst hundreds, or even thousands, of candidates for any one job opening.

1. Do You Really Need a Cover Letter?
You bet! Just as you would never show up unannounced at a prospective employer's door, your resume should never just appear solo on a decision maker's desk. Your cover letter is your first opportunity to introduce yourself, present your qualifications and show the search committee you are a potential candidate for the advertised position.

2. Personalize It to the Company.
Anyone can reproduce a "canned" cover letter and hope for the best.Instead, take a few minutes to personalize your letter to show a company you are serious about working there. State the reason for your interest in the company. Show that you have done your homework by mentioning company specifics such as a department, a new project or a recent acquisition. Address the cover letter to a specific individual whenever possible.

3. Why are You Sending Your Resume and Cover Letter?
Cover letters should be clear and to the point. Include the specific job title, two to three reasons why your experience makes a good fit and a brief outline of your career highlights.

4. Highlight Your Strengths.
You may be a great person and never call in sick, but prospective employers really want to know why they should consider you for this position. Brag a little! Give a few facts, list relevant skills and state accomplishments on recent jobs that will be impressive.

Examples:
· Increased overseas sales by 93 percent.
· Negotiated new financial leases or loans.
· Implemented new training programs that reduced staff turnover by 15 percent.

5. State Your Intentions and Qualifications Right up Front.
Don't expect a senior personnel manager or recruiter to wade through a mishmash of information on your cover letter before understanding why you are sending your resume.

6. What Makes You Different?
Emphasize your skills, talents and experiences to show how you would be a valuable addition to the team. If you have relevant volunteer or professional experience, mention it briefly in your cover letter. For example, if you are an accountant who serves as volunteer treasurer for a nonprofit community health organization, include that information. Or if you are an international sales rep who has lived in Europe and Asia and speaks several languages, add that to your letter.

7. No Negative Information.
Never include personality conflicts with previous employers, pending litigation suits or sarcastic remarks in your cover letter. If you are bad-mouthing your present place of employment, interviewers may fear a repeat performance if they hire you.

8. When Should You Include Salary and/or Relocation Information?
The rule of thumb is to always include salary requirements and/or salary history in the cover letter if a prospective employer requests it. For example, you could write: "My salary requirements are $60,000-$75,000(negotiable)." Or you might write: "My current salary is $53,000 at XYZ corporation." Eliminating this information from your cover letter may justify your resume getting tossed out. Never include salary and relocation information on your resume -- only address this information in your cover
letter.

9. Take Action Steps.
Take a proactive approach in your cover letter. State the fact that you are available for a personal interview; give your home, work, email and/or cell phone numbers where you can be reached; note that you will follow up by phone (whenever possible) to provide any additional information required.

10. Be Direct!
A professionally written cover letter and resume can open the door to your next position on the corporate ladder or to a new career in a different field. A clean, error-free presentation, combined with strong phrasing and solid facts, will encourage the reader to review the attached resume and call you in for an interview.

Peter Newfield is President of resume writing service Career Resumes..

How Resumes are read?

2007-09-09T09:40:00.000-07:00

Resumes are rarely read. They're first scanned, usually by HR (Human Resources) or the internal recruiter. Each resume is scanned in about 10 seconds; HR scans hundreds daily and doesn't have the time to read resumes in detail. Even if it did, it's unlikely it could perform a detailed screen because HR is recruiting for multiple disciplines and understand each discipline only at the conceptual level. So, it's looking for keywords. You're competing for the reader's attention. If a quick scan captures the reader's interest, he or she reads your resume in detail.

Descriptive Titles
Resume reviewers first scan your resume looking at the positions you've held and the companies for whom you've worked. Their eyes scan your resume from company/position to company/position. This is why it's important to use descriptive titles for the positions you've held. When your assigned title does not accurately communicate your duties, substitute a more descriptive and accurate title. For example, if your title is “secretary” but you provide administrative support to an executive, then using a descriptive title like “Executive Administrative Assistant” will be more effective. An example from the engineering field: I

Keywords
Reviewers also look for keywords. You can influence how the reader scans by selectively bolding or underlining words you want to highlight. Highlighting keywords in this manner helps capture the reader's eye. Highlight only those parts of your background that relate most to the position you're seeking. Highlighting too many words will be counter-productive. Be very selective with the words you highlight.

Two Different Readers
After your resume is scanned by (HR), it goes to the hiring manager. Hiring managers invest more time reading each resume, looking for compelling reasons why they should interview you. They're also looking for reasons not to interview you. Hence, be sure to highlight accomplishments you've achieved so the reader can visualize the results you can achieve for them.

Resume Length
One page resumes are appropriate for individuals with no more than three years of experience. The one-page resume rule is very outdated and not appropriate for most professionals. Two- to three-page resumes are very common and appropriate for individuals with at least three years of experience. Page format details such as margins (top, bottom, left and right) and font size will significantly affect resume length. Use a font size of at least 10 point, which is the minimum most people can comfortably read. An 11-point font is best for most resumes.

Why do Employees hate their Managers and ultimately Quit?

2007-09-02T21:42:00.000-07:00

Do you know why employees leave the company? Even with good salary and compensation? Listen up employers and managers. Bruce L. Katcher and Adam Synder published 30 Reasons Employees Hate Their Managers - What Your People May Be Thinking and What You Can Do About It.

Being an employee and an employer myself, I will attest that these 30 reasons mentioned in the book are all true but I will only highlight some of them here.

In chapter 4, the title is, "Nobody Appreciates My Hard Work". Every employee should feel appreciated in small or big things they have done. Who in the world does not want to be appreciated anyway? In work, home, and even team play, people are looking for to be acknowledged. You would not imagine the impact to them even simple note like, "Nice design colors", "Great job mom", "Nice post"(for bloggers) or "That is a nice pass" (if you are playing basketball.) Just be careful though to sound like you are faking it. They will know it too. Believe me.

"Management Does not Listen To Employees". What is the feeling of being ignored? How can employees trust the judgment of management when their good suggestions are ignored?

"There Are Too Many Damn Meetings". This is something I really, really, hate. Many managers thought that activity means productivity and having many meetings means clear direction. I tell you that people usually wander especially if it is a long one.

"It is Just Not Right that We All Receive the Same Pay". I worked with company that the salary is based on level. If we are on the same level means we have same pay. If you work harder and I slack most of the time, don't you think it is unfair? One reason why companies do this is they are lazy to accurately measure performance.

Overall, I think lack of leadership skills is the root cause of this. There is so many people in senior level position does not know how to lead.

You Manage Things and You Lead People.

What's your take on this?

How to Be A Great Boss!!

2007-09-02T05:00:00.001-07:00

If you can't stand your boss and dislike your job because of it, you are just a small part of a large community who feels the same. But what if you have recently moved into the role of a teamleader, boss or people manager yourself?

While the 'perfect boss' is a utopian concept, here is a quick checklist that will save you the heartburn of dealing with attrition and unhappy employees.

Always meet your people with a great smile

A smile can make a lot of difference. Always be cheerful and energetic and spread the attitude within your team or organisation. It drives great results. A smile and a warm handshake can wear off the stress that most employees go through, not to mention that it adds to your desirability factor at work. Also, smiling is contagious, and most people will find it easy to forgive you even if you happen to be a bit demanding on occasions.

Catch people doing things right
People make mistakes and sometimes they can repeat them, sometimes doing irreparable damage. But, have patience and let them grow. When they do things right, find them out and tell them it's a valuable contribution thay have made. Every interaction with your colleagues in the office is either a deposit or a withdrawal. As important as the Big Picture is, it will mean little if the boss shows little value for his team members' performance on a regular basis.

Appreciate generously
There is nothing more encouraging than appreciation for the smallest of difference one makes. For eg, when you enter the office after struggling hard with the traffic jam and the office looks clean or different, appreciate the person behind the effort and make him/ her "feel" how important the effort is to the organisation. Send your team emails, create a section where people can give compliments, etc. Positive feedback helps in building long-lasting habits. If you take certain positive behaviour for granted, you will be wasting time in reinforcing them later.

Be ready to say "I am sorry'"
If you erupt in a meeting, criticise a colleague's work or make ill-timed comments that you regret, how do you bounce back? Apologise immediately to the targeted person and to everyone around. Don't offer a long justification about the work pressure or a possible misunderstanding like most bosses do. Just say "I should not have reacted that way" and "I am sorry". This will show that you are professional and reflects positively on your character. It takes years to build up a reputation, and only seconds to destroy it. No matter what, don't snap or your people will think of you as a 'reactive boss'.

Help people prepare their goals and create a checklist
Be clear in communicating the desired goals from an individual in a team or the team as a whole. You should know your people, their strengths and opportunity areas. Team your people in a way where everyone learns and compliments each other's strengths.

A good manager not only coaches an employee to develop a skill but also helps in conditioning it as a behavior. In simple words, become a mentor, ie, a wise and trusted counselor/ teacher/ trainer, who can act as a catalyst for growth and nurture potential and talent. Building teams is not a one-time effort but an everyday process. Good managers involve, engage and inspire their teams on a daily basis.

Stay sharp
Read industry publications, reports and magazines and be aware of market trends. Your knowledge will reflect when you communicate with your team and they will look to you for advice and information. They will also talk positively about you with other members of the team. There is nothing better than third party publicity as it establishes you as a thought leader within your team.

Transfer of Skills::Career Shift!!

2007-08-31T23:26:00.000-07:00

A 52 year old General Manager, Quality Assurance, working in an engineering company, is frustrated with his job. He has worked in this industry for 30 years with multinational and Indian companies. He sees no future for himself in his present job because the next job is that of production head and he has no experience in manufacturing management. Besides, his boss is young and will remain in that role for a few more years. The company has no job that would utilise his skills; this means he will do the same work until he retires. However, when he applies for jobs in the same sector, he does not get a better role profile nor is he able to command a significantly higher salary. The sector barely has any good companies to look forward for employment. What can he do to retrain within a short time and explore options in another industry? He is worried that his expertise and competencies have become obsolete.

This situation is common for many people who have gained all their experience and knowledge in a particular domain. As the corporate world evolves, making rapid shifts in the way businesses are managed, skill sets run the risk of redundancy. There are several ways of assessing whether your skills have become outdated. You can overcome barriers to professional growth, if you carefully recognise that your abilities have a place in different contexts. Search answers to the following questions:

1. Is it that the nature of your job or the industry that has changed? -
Answer this question carefully. Businesses are cyclical and often it is not your abilities that need to be altered, but the industry that you are in that requires a switch. Some characteristics of conventional jobs are usually imperative for management. However, services and products undergo technology changes and these are interpreted as complete revision of business requirements. Ask if it is the job that is not needed anymore or whether there is a difference in the method of carrying out the same job.

2. Why you are not aiming higher? -
If the next job requires you to manage multiple areas, you could aim to achieve that by training on the job and grooming yourself to take that role! If your superior's role is significantly broader than yours, try working towards it and obtain training and experience in that direction. Allow yourself to be groomed to assume larger responsibilities.

3. Is it possible for you to move from pure functional development to well trained talent?-
As professionals in hectic operational roles, we tend to focus on our functional capabilities, not realising that business management and leadership are an integral part of any function. While honing skills in specific areas of your specialisation, it is important to nurture managerial capabilities that can be leveraged.

4. Can you focus on applicability and not specificity of your capabilities? -
Do not restrict your abilities to particular jobs or industries. Use your skills in different ways and apply them to another scenario. For example, quality is a function that is required in sectors other than manufacturing such as telecom, BPO and even healthcare. Do not get bogged down just because your exposure is limited to a specific domain. Identify other areas that could also utilise your potential and experience.

Managing Older Subordinates!!

2007-08-26T05:24:00.000-07:00

It requires a balance of maturity, diplomacy and assertion

How many times have you wondered what subordinates, who are senior to you in age, think of you? With a younger workforce at many leadership positions, it is now also a part of the Indian corporate culture to have older people report to a younger boss. In a country where age is revered, respected and rarely defied, this phenomenon puts the younger boss in a tricky position!

Motivating and managing older people, requires a balance of maturity, diplomacy and assertion. Inherent resentment towards a young confident supervisor, inability to take instructions from someone who is half their age, competitive feelings, etc are complex emotions that influence the older workforce in their interaction with their superior.

In India, familial cultures tend to replicate themselves in the workplace. There are no written rules on culture, but in general, a boss is looked upon as the older sibling/patriarch, whose knowledge and capability is greater than his subordinates. Managers like to look up to their bosses but many a times it is hard to concede to someone younger in age.

It is not sufficient to have a title and authority to get your managers to work with you. An older workforce has to feel wanted, needs recognition and does not like to be constantly reminded that a younger person is monitoring his performance! Here are some ideas to help you get by in dealing with an older subordinate:

1. Don't be self-conscious, be aware: Treat older employees the same way you do your younger employees. However, remember that your 57-year old employee's needs and reference points are different from that of the 37-year olds.

2. Be clear: Do not leave ambiguous instructions assuming that they have years of experience and will know what to do. Giving them, explicit explanations of your expectations of them should not be construed as slighting their experience, but a method of managing business needs.

3. Show respect for their experience: Give the older employee credit for his expertise. Show respect for your older managers' experiences and leverage it to benefit the team. They may not have grown in management cadres, but they do have a treasure of knowledge, practice and familiarity with tasks that can help you be more efficient.

4. Retrain: After a certain age, it may be arduous to upgrade basic skill sets. But your older employees need not be stuck doing the job they have been doing for years. Help them gain new capabilities. You will be surprised at how quickly some of them adapt and learn.

5. Empathise with their situation: Sometimes it is difficult to relate to a person's viewpoint if one has not yet experienced that stage of life. Be patient and understanding of their issues and challenges. Talk to them freely to appreciate their problems.

6. Alter your motivational strategy: Think of what motivates your older employees and use those to egg them on. A seasoned manager may have a completely different set of motivators compared to the younger one and good leadership must be sensitive to this.

7. Don't be "the boss": Do not waste time positioning yourself as the superior. You will gain acceptance if your business/unit does well and they enjoy your leadership. Do not wield your power and authority to remind them who you are!

8. Recognise their issues: Older employees face problems and have personal situations that are not the same as those of younger managers. Gestures like giving time off for health checkups or helping them for their children's wedding go a long way in enhancing the relationship.

9. Develop internal coaches: Older employees can be good mentors to younger managers. Use their knowledge and understanding of the organisational processes, history and culture as guiding forces for a new generation.

Emailing After Hours::Workaholics?

2007-08-26T05:15:00.000-07:00

We all think about the content of our emails, but have you thought about the time at which you send them? Consider this situation:

My friend, whom I will call Julie, applied for a job at a well-known international company. She is excited about the job opening but concerned that the team she would join is a group of workaholics. As Julie tells it:

"One person on the team emailed me late on Friday evening. Another person emailed me on Sunday morning. They don't seem to have boundaries between work life and personal life."

Julie does not want to join a team that expects her to work 60 hours a week. She values her life away from work. So far, these emails are the only red flags she has had about working with this team. But they have warned her to look for other signs of workaholism.

What do you think about the timing of email? As a person who owns her own business, I work day and night. However, I try to time my email to go out during normal working hours. I do not want people to know I am thinking about business on Saturday. After all, they do not know that I have taken Wednesday afternoon off to drive my daughter to her violin lesson, visit a friend at the hospital, or see the latest Harry Potter movie.

At the same time, I do notice when clients write to me at odd hours. When they send messages on Saturday afternoon and reply to email from their vacations, it feels as though they are working too hard. Rather than admiring their commitment, I worry that they are over-committed.

Tethered to our jobs by email, instant messages, pagers, and cell phones, are we any more productive? I do not think so. I believe that getting away from the job, for a vacation, a violin lesson, a long walk, a hot date -- in short, for a personal life -- rejuvenates mind, body, and spirit. Making time for ourselves is more productive than replying within 24 hours to every email.

No matter when you work, you can use Microsoft Outlook to delay sending your message until a normal work time. (In the message, click Options. Then notice the delivery options.) Or you can write an email at 2 a.m. and save it as a draft to mail at noon.

I would love to hear what you think about possible workaholic communication AND what it tells our readers. But feel free to have lunch and get some sun before responding.

Leadership: Do you have it in you?

2007-08-18T07:47:00.000-07:00

Nothing succeeds like success, they say. We all want to be successful in our careers, be it in our roles as individuals, team players or team leaders. Taking responsibility for one's actions is a key component of success as an individual. And taking responsibilty for what your team does is a key component of leadership. When one doesn't do that, failure is just around the corner.

At your workplace, you will often hear people passing the buck when something goes wrong. These people are definitely not going very high up the ladder. You will find most of them projecting the same pattern in their reasoning and approach to life, as well -- that nothing was their fault, including the incidents that happen in their personal lives as well.

Blame and excuses: hallmarks of an unsuccessful leader

Avoiding responsibility in one's personal life carries over into one's professional life, and vice versa. Excuses for failure and the choices you make at workplace fuel dysfunctional thinking and, subsequently, undesirable behaviour and actions. "Making excuses, rather than taking 100 per cent responsibility for your actions, decisions, and their outcomes, is the hallmark of future failures," feels Anjali Singh, a 27-year old manager with a finance company in Delhi.

This is why taking responsibility is so powerfully important and is the essence of what can make or break a leader.

Take responsibility at workplace

Taking responsibility is the underlying factor behind success at work. If someone in your team makes a mistake, you must be able to admit it, take the necessary action and then proceed. This is something that many do not understand. No leader can be successful without being accountable for his/her own actions.

Being responsible ensures that even when events outside your control go awry, you can at least determine how you will react to the situation. You can make the situation a disaster or you can use it as an opportunity to learn and to grow.

"My friend is a manager in a new startup venture. Every time we meet, I am taken aback by her failure to take responsibility for what's going on in her work and life. Everything is always someone else's fault. She explains away each problem with reasons about why she can't influence the outcome," says Anjali.

"We are continuously confronted with external pressures at work that affect us greatly. It is how we react to these pressures that largely determine what we accomplish in our career. Those who take responsibility and recognise their own weakness in the way it relates to the problem are the ones who grow and accomplish. Those who blame others or ignore their roles, stagnate and achieve less," says Rishi Gupta, 29, a manager in a telecom company.

Why people don't admit their mistakes

"Mistakes bring about a feeling of tension and anxiety within the individual. At such times, the mind seeks rational ways of escaping the situation. A range of defence mechanisms can be triggered. These defence mechanisms are subconsciously employed to protect the ego and they tend to distort, transform, or otherwise falsify reality. One uses these 'deceptions' to avoid facing issues of guilt, failure, fear, emotional pain, or embarrassment. In distorting reality, there is a change in perception which helps to lessen anxiety," says psychologist Dr. Kanchan Misra. There are many defence mechanisms. Some examples are:

Denial: Claiming/believing what is true to be false
Projection: Attributing uncomfortable feelings to others
Displacement: Redirecting emotions to a substitute target
Rationalisation: Creating false but credible justifications
Reaction formation: Overeacting in an opposite way to the fear
Intellectualisation: Taking an objective viewpoint in order to ignore the emotional aspect
Regression: Going back to acting like a child
Repression: Pushing uncomfortable thoughts into the subconscious
Sublimation: Redirecting 'wrong' urges into socially acceptable actions
"Some defence mechanisms are healthy. However, we sometimes either use them at the wrong time or overuse them, which can be destructive," says Dr Misra. For example, a leader whose team keeps failing, may misuse defence mechanisms such as rationalisation, projection, or denial, often.

Common defensive expressions used at the workplace

"It was not my fault." (blaming others without accepting personal responsibility)
"It wasn't all that important." (belittling the act)
"It happened a long time ago." (implying it doesn't matter anymore)
"They made me do it." (blaming others for a personal wrong act)
"There was no other way out." (justification of wrong)
"It only happened once." (rationalisation)
"Everyone does it." (rationalisation)
"I am only human." (indirectly blaming god)
"Well, no one is perfect." (general comparison to shift the guilt)
"The contract we lost was not a good one anyway." (a case of 'sour grapes' -- another defense mechanism)
How to take responsibility as a leader

"You have to be emotionally mature enough to see your decisions through and deal with the outcomes, whether positive or negative," says Rishi. Here are a few suggestions to keep in mind:

Acknowledge that your work is your responsibility

No matter how much you try to blame others for the events at work, each event is the outcome of choices you made and are making. Demonstrate accountability.

Make no excuses

Listen to the little voice inside your head. "The next time you catch yourself making an excuse, whether for a missed deadline or an unmet goal, gently remind yourself -- no excuses," says Anjali. Excuses fuel failure.

Listen to yourself when you speak

"Observe yourself talking with colleagues and friends. In your conversation, do you hear yourself blaming others for things that aren't going exactly as you wish? If you can sense your blaming patterns, you can stop them," says Dr Misra.

Take feedback seriously

If someone gives you feedback that you make excuses and blame others for your troubles, control your defensive reaction, explore examples and deepen your understanding of the situation.

Thus, when events at the workplace exert pressure on you, you can respond positively or negatively. Those who respond positively and take responsibility rather than blame others or be indifferent are the ones who grow as leaders. Consequently, they develop the foundation for great positive responses, great achievement, and great success in leadership.

So, are you ready to take responsibility for your actions?

Gearing up for the Appraisal!!

2007-08-18T07:15:00.000-07:00

Come April and appraisals stare you in the face. And the best time to start preparing for them is now. Don't wait for the last minute -- it will only make you more anxious. Remember, the right attitude and the right preparation can help your appraisal go smoothly.

"Many people dread their performance appraisal," says 28-year-old Delhi based HR manager, Anuj Raheja. "But it shouldn't be like that. To bolster your chances for a good review and a potential raise or advancement, solid year-round preparation is critical."

Ongoing process

Performance appraisals should be an ongoing developmental process, instead of a formal once-a-year review. It must be closely monitored by both the employee and reviewer to make sure targets are being met. By preparing yourself diligently all through the year, and demonstrating cooperation with your reviewer to develop your role, you will create a positive impression.

"Keep your eyes open all year for things you can list as accomplishments on your review. Take courses. Keep abreast with emerging technology to impress your boss. If opportunities to broaden your knowledge/ skills come up during the year, don't wait for your supervisor's invitation to take advantage of them," advises Chetna Johari, 27, a computer engineer.

"You need to move purposefully through your career," says Rishi Gupta, 29, a manager in a telecom company. "You have to continuously show a sense of lifelong learning."

Unfair appraisal last year?

Performance appraisals often are not exactly what we expect or want. Frequently, the emphasis tends to be on what you did not do or what you did wrong, rather than on accomplishments. Somehow, your boss may have a tendency to let the negative dominate.

Your last appraisal is history. However, your next appraisal is still in the future and you can do a lot to influence what your boss has to say then.

Dissecting your last appraisal

Look at the method by which you were rated. List the areas that seem to be important to your boss. Consider your performance over the last year and plan accordingly for the next year:

What have you done well?
How could your performance be improved?
Were there any organisational/ management issues that affected your performance?
How could these be resolved?
How well did you contribute to the performance of your team?
Were your training and development needs met?
What are your continuing development needs with respect to your job?
How will they be met?
What are your long-term career goals?

Prepare for your next appraisal

"In order to assess your own performance objectively, try viewing it from your manager's perspective. Be conversant with the company's assessment policies and study the performance appraisal documentation carefully. Go through it step-by-step, anticipating comments and preparing your responses," advises Rishi.

Understand your main role. What knowledge, skills and attitude do you need to be successful? Quantify your achievements as far as possible and document how they have contributed to the organisation's success. What has gone less well? What can you do better?

"Document your difficulties as and when you encounter them all through the year. This way, come appraisal time, you will be in a position to discuss them authoritatively," says Chetna.

Think about the future.

How would you like your career to progress? What experience, knowledge, skills and attitude do you require to develop to help you achieve your goals? What support do you need from your manager, your colleagues and your company to improve your current job performance? What additional responsibilities would you like to take that will help you develop professionally?

Speak up about your accomplishments

Most performance reviews include a self-appraisal section where you should enumerate your year-long successes. "People often have a really hard time talking about themselves in a positive way," observes Anuj. Put that aside. "This is a business exchange. These are things you've worked hard for, and you want to bring them to the table," he says.

Compile documentary evidence to support your assertions, eg e-mails, letters, press releases, newspaper articles, testimonials, etc. Make a list of all conferences, seminars and training courses you've attended.

Brush up your negotiating skills

Preparation is the key if you're aiming for a raise or a promotion. Read up on negotiating strategies. Ask your boss about your company's promotion policy, so you can gain the knowledge and experience required to advance. "Also, ask your boss how he/ she moved up in the company and about the challenges he/ she overcame," says Chetna.

Take the positive and the negative

Even with all your preparation, your performance appraisal is unlikely to be entirely positive. "Obviously, whoever is doing your review will look for both strengths and weaknesses," says Rishi. The employee must be prepared for that and say how they plan to improve. Don't react emotionally to the negatives -- remaining businesslike throughout the review is important.

Make specific, measurable, realistic goals

Make a list of things you plan to accomplish prior to the next appraisal period. Put it in writing. Each item on your list should be specific, measurable and realistic.

For example, if you want to improve the number of times you come to work late, you can state it as: "Reduce the number of days I am late for work to no more than two per month". This is both specific and measurable.

To be realistic, the goal should be something you have to stretch for, to attain, but it should not be something you have to kill yourself to accomplish.

How your boss can help

Ask your boss to block some quiet time when he/ she will not be interrupted as you have something important to discuss with him/ her. Start the discussion by expressing concern with your last appraisal.

Take care not to attack your boss or criticise the previous appraisal. "Be open and cooperative. Acknowledge problems and deal positively and maturely with criticism. Avoid giving the impression that you're on the defensive. It's better to downplay the previous appraisal and concentrate on ways of making the next one better," says Rishi.

Reach an agreement with your boss

Discuss with your boss the list of goals you have made for the next period. Give him/ her a chance to indicate if your list needs to be modified. The final list should be jointly compiled. "Ask for clarifications wherever necessary. If you feel that targets are unrealistic, say so sensitively," advise Chetna.

Agree upon when your progress towards your goals will be measured and how the results will be reported. This will help ensure your next performance appraisal will be based on objective and documented data.

By putting your goals in writing, and making them specific, measurable, and realistic, you will be indirectly teaching your boss to appraise you more objectively without even mentioning the fact that his/her last appraisal was subjective and undocumented. Remember, the key is to keep the conversation future-oriented.

Follow-up

Keep a file to remind you of the dates on which to measure progress on your goals. After checking it, report to your boss to keep him/ her informed of your progress. "This will demonstrate you are seriously working towards the goals. It will also subtly remind your boss of his/ her obligation to do his/ her part of the reporting," says Anuj.

We all perform to the best of our ability when we know exactly what is expected of us, when we know we are valued and supported, when we know where we are going, and when we receive regular feedback on our progress.

Improving your performance appraisal need not be left to chance. You can play an active role. Make appraisals your friend by preparing for them beforehand. Your time starts now.

9 Questions To Ask An Unhappy Employee!!

2007-08-14T00:48:00.000-07:00

If you want to get to the root of the problem with an unsatisfied employee, try asking these questions from HR expert Timothy Augustine . Honest answers to these questions -- and your subsequent actions -- could mean the difference between keeping or losing a star employee.

1 - If you could change one thing about out company what would it be?
The truth may hurt, but you need to ask. The answer could reveal something that is fundamentally wrong and that could be affecting other employees, as well.

2 - How do you feel the company and your team are doing?
The response will help you gauge how confident your employee is in what's going on at the company.

3 - How do you feel I am doing as your supporting leader?
In other words, what can you start or stop doing to make the employee's job more enjoyable and successful.

4 - Do you receive sufficient feedback about your performance?
Performance and merit reviews are not the only times you should offer feedback. Feedback is a continuous process which, when given consistently, can help an employee improve his performance and satisfaction with his job.

5 - What is most satisfying about your job?
Discovering what is most satisfying will help you better understand your employee's motivations and may even allow you to enhance the tasks or roles the employee enjoys most.

6 - What is least satisfying about your job?
On the flip side, discovering what is least satisfying about the job could reveal the need to reassign the employee to a different position or team.

7 - What would you change about your job?
Suggestions in this category can help you reevaluate the job's overall requirements and pave the way for improving any employee's satisfaction in that role.

8 - Do you receive enough training to do your job effectively?
Inadequate training can result in dissatisfaction with one's work and directly affect an employee's confidence.

9 - How can I or the firm help you fulfill your career goals?
Showing that you have a clear plan for career enhancement is one great way to retain a star worker.

10 Reasons Why One Should Leave Work at 6:00 PM

2007-08-14T00:24:00.001-07:00

Employment letter stated that working hour finish at 6:00 PM
Work is a never-ending process even you stay until next morning you will never finish it.
Humans are not robots and even robots/machines needs rest despite which they may confront breakdown problems.
You love your career, but your family is even more important in your life.
If you failed in your life, your boss is not going to be the one who would lend helping hand whereas your family would definitely offer help.
You do not want to screw up or make your life miserable because of your job.
If a person who disagree to the above formulation, we think he/she is a loser who has no life, heartless, doomed workaholic, etc. He/She deserves the 'Best Employee of The Year Award."
You don't give a damn if your boss fires you.
For the Chinese, remember this "House in the East no longer keep you, Then just move to the West House."
Monthly Salary=Work from 9:00 AM - 6:00 PM

If 6:30 PM=Rs.0.00+0 Bonus+0 Appreciation+Bad Health+Bad Social Life+Poor Family Relationship.
Equal to:Unproductive Employee+Performance Drop+Company Reputation Drops+Retrenchment Rate Increases+Resignation Rate Increases

The Perfect Boss!!

2007-08-08T10:03:00.000-07:00

There were about 70 scientists working on a very hectic project. All of them were really frustrated due to the pressure of work and the demands of their boss but everyone were loyal to him and did not think of quitting the job.

One day, one scientist came to his boss and told him - Sir, I have promised to my children that I will take them to the exhibition going on in our township. So I want to leave the office at 5:30 pm. His boss replied "OK, You're permitted to leave the office early today".

The Scientist started working. He continued his work after lunch. As usual he got involved to such an extent that he looked at his watch when he felt he was close to completion. The time was 8.30 PM.

Suddenly he remembered of the promise he had given to his children.

He looked for his boss, he was not there. Having told him in the morning itself, he closed everything and left for home. Deep within himself, he was feeling guilty for having disappointed his children. He reached home. Children were not there.

His wife alone was sitting in the hall and reading magazines. The situation was explosive; any talk would boomerang on him. His wife asked him, "Would you like to have coffee or shall I straight away serve dinner if you are hungry.

The man replied "If you would like to have coffee, I too will have but what about Children?"

Wife replied "You don't know? Your manager came here at 5.15 PM and has taken the children to the exhibition"

What had really happened was ... The boss who granted him permission was observing him working seriously at 5.00 PM. He thought to himself, this person will not leave the work, but if he has promised his children they should enjoy the visit to exhibition.

So he took the lead in taking them to exhibition. The boss does not have to do it everytime . But once it is done, loyalty is established.

That is why all the scientists at Thumba continued to work under their boss even though the stress was tremendous.

By the way, can you hazard a guess as to who the boss was..?

.....

.....

....

.....

He was none other than the mastermind behind India 's successful nuclear weapons and missiles program.

Dr. APJ Abdul Kalam, Former President of India.

The "Less than Perfect" Resume

2007-08-06T11:11:00.000-07:00

These classic tidbits were taken from real resumes and cover letters and were printed in the July 21, 1997 issue of Fortune Magazine:

1. "I demand a salary commiserate with my extensive experience."

2. "I have lurnt Word Perfect 6.0 computor and spreadsheet progroms."

3. "Received a plague for Salesperson of the Year."

4. "Reason for leaving last job: maturity leave."

5. "Wholly responsible for two (2) failed financial institutions."

6. "Failed bar exam with relatively high grades."

7. "It's best for employers that I not work with people."

8. "Let's meet, so you can 'ooh' and 'aah' over my experience."

9. "You will want me to be Head Honcho in no time."

10. "Am a perfectionist and rarely if if ever forget details."

11. "I was working for my mom until she decided to move."

12. "Marital status: single. Unmarried. Unengaged. Uninvolved. No commitments."

13. "I have an excellent track record, although I am not a horse."

14. "I am loyal to my employer at all costs...Please feel free to respond to my resume on my office voice mail."

15. "I have become completely paranoid, trusting completely no one and absolutely nothing."

16. "My goal is to be a meteorologist. But since I possess no training in meterology, I suppose I should try stock brokerage."

17. "I procrastinate, especially when the task is unpleasant."

18. "As indicted, I have over five years of analyzing investments."

19. "Personal interests: donating blood. Fourteen gallons so far."

20. "Instrumental in ruining entire operation for a Midwest chain store."

21. "Note: Please don't miscontrue my 14 jobs as 'job-hopping'. I have never quit a job."

22. "Marital status: often. Children: various."

23. "Reason for leaving last job: They insisted that all employees get to work by 8:45 a.m. every morning. Could not work under those conditions."

24. "The company made me a scapegoat, just like my three previous employers."

25. "Finished eighth in my class of ten."

26. "References: None. I've left a path of destruction behind me."

Ego And The Career!!

2007-08-06T10:16:00.000-07:00

An "I am right" attitude imposes a barrier on assimilation of wisdom from others and the environment

The dictionary meaning of ego is "I; self of any person; self esteem". However, "egoistic", means conceit and an exaggerated sense of self!

On a day-to-day basis, we come across various forms of ego -- whether it is at home, on the streets or at the office. However, putting up with someone else's enormous ego for a long period of time can be unbearable!

We often notice other people's ego and blame it for things that can go wrong in our lives. For example, if your boss is egoistic, you hold him responsible for lack of your career advancement. You fault your peers for delaying team effectiveness if they have large egos. And, finally, you accuse subordinates of hampering your efficiency if they have inflexible personalities. But, how many times do we actually introspect and recognise the limitations set by our own ego?

Egos are relative. Your ego maybe small in comparison to some and your self-esteem maybe too high. What is vital is, whether you are allowing your ego to get in the way of your development. This is not easy, especially since it involves making an honest assessment of your pattern of reaction as well as your ability to get past yourself and sacrifice your ideas for the sake of others. The influence of ego on a career can be seen in various forms:

1. Inability to accept your mistakes -
This is the most common result of an exaggerated ego! When we refuse to accept our own follies we think that is because we are right! When others do it, we naturally tend to attribute it to their ego. Step back and judge whether you are being adamant because self-esteem is not letting you acknowledge your own errors. It is not easy to be objective and, at such times, seek help from a colleague or trusted friend to observe whether there is a repeated pattern in your conduct.

2. Inability to see another's point of view -
Even if you claim to have a realistic self- image, consciously put yourself in another person's shoes and reflect. We have a tendency to be intolerant during disagreement and dissent. A sizeable ego only amplifies this and it becomes difficult to incorporate another person's judgement into one's own. Your character traits can be an obstruction in tolerating attitudes and ideas that oppose yours.

3. Inability to work in a team -
The natural fallout of the above is the inability to foster successful teamwork and cultivate team spirit if you cannot get past the sense and love of yourself! Team effectiveness is usually sensitive to the behaviour of its members and leaders. Any display of self- rightousness or arrogance is bound to affect the unit and create an atmosphere of discord with low or no cooperation from its members.

4. Influence on decision making -
Often, the ego gets in the way of gathering views and ideas. Increase in work pace, sometimes forces managers to take instant and independent decisions, getting caught up with constraints and circumstances without accommodating divergent thoughts and feelings. But if one is unable to acknowledge one's inadequacies or lack of capability in some ways, conclusions and judgement can be impaired. Impartial resolution on matters requires one to be open minded and not self centred!

5. Limits learning -
Personality characteristics have a huge influence on one's learning. To gain knowledge from others, it is imperative to study how your individual qualities influence your ability to learn. An "I am right" attitude imposes a barrier on assimilation of wisdom from others and the environment. Be aware of how you let yourself be disadvantaged by your rigidity and inability to admit your shortcomings!

Dealing With An Insecure Boss!!

2007-08-06T10:08:00.001-07:00

It is natural for managers to be difficult with their subordinates. Here is how to handle this tactfully

Recently, a senior executive from a large corporation was pointing out the pains of working with a highly egoistic boss. She said, "Since I am performing well and have been noticed by other seniors, my direct boss seems to be threatened by me. He controls everything and doesn't part with pertinent information without difficulty. Nothing I do these days is right for him."

It gets harder to work with someone who is suspicious, distrustful, and difficult to please. Professional life can be made miserable by an insecure or self-absorbed superior.

In day-to-day functioning, it is stifling to be directed by a leader, who is easily threatened. Many CEOs complain about how lack of self-confidence in a supervisor ruins team spirit and erodes organisational culture, not to mention jeopardising productivity.

How many times have you felt that your bosses' weaknesses and gaps have directly impacted you? What manifestations of your supervisor's low self-confidence do you deal with regularly? Do the following ring a bell?

1. Continuous discouragement of your initiatives and very little appreciation of your work.
2. Year on year lame excuses for lack of promotion or low bonus.
3. Public mockery of your ideas, but private appreciation of your abilities.
4. Rejecting your input only to later represent them as his/her idea.
5. Constantly reminding you of your shortcomings and slip-ups.
6. Denying you of the more challenging assignments without giving you the benefit of doubt.

Of course, these are generalised stereotypes and every trait need not necessarily imply a boss lacking in self-esteem or considering you as a potential threat! There should be several other indications to conclude that your manager is sceptically watching you.

1. Diagnose, don't overread -
It is essential not to get carried away by a rebuke or debate and term it "conspiratorial". Make sure you detect whether the hard time you are subjected to is for a personality lapse in your boss and not a genuine correction of blunders.

2. Respond, not react -
In a situation where you feel your boss is behaving immaturely, take a sharper view and respond rationally, not impulsively. Try to ignore the smaller issues and focus on those things that impact you or your professional progress directly.

3. Communicate -
If a situation continues to deteriorate with time, it's a good idea to communicate your discomfort to your manager. It is important for him/her to know that you recognise a pattern and will not stand up for professional unfairness. Dig deeper to understand what emotions and feelings your boss is coming from before you swoop down to get even!

4. Involve others in your work -
If you are being seen as a danger to your supervisor's position, you should make sure that your work and ideas are known to peers / colleagues / subordinates. This way, it does not allow your manager to play foul and gives you alibis or witnesses to your efforts. Build allies so that you do not feel vulnerable and cannot let your superior position you poorly within the team.

5. Other mentors -
Don't rely on your boss being your sole mentor and coach. It is good to have mentors other than your boss, who can guide and help you strategically build your career in an organisation. The mentoring process can get diluted with an advisor playing havoc if he ceases to see you as a protégé and begins to view you as his competitor!

To begin with, the boss-subordinate relationship is a highly tested one. It is almost natural for managers to have negative illusions of their subordinate's intentions. However, when the work environment is made tougher because you are being seen as a risk to your boss' career, then it is better to start appropriately dealing with the differences.

Preparation of A CV and its Importance!!

2007-08-05T01:36:00.000-07:00

A Curriculum Vitae (CV) is the mirror which gives a company complete picture of the candidate. CV is a medium to market yourself.

Most people underestimate the importance of a CV (resume). Many of us put off writing our CV until last moment and do an inadequate job. Others feel that they know it all and treat the job of writing a resume far too casually. Actually, you would be well advised to ensure that both your resume and covering letter are so well prepared that they stand out among a thousand others, not only in content but also in presentation. Any compromises at this stage and you may not be short listed for the interview.

CV -Crucial in getting an Interview
Your CV is your first communication with the perspective employer. It serves as personal advertisement for you and must therefore, be organised in such a manner so as to make it interesting, attractive, brief and informative. Whether the interview is granted or not depends to a large extent on the impression created by the CV. If you wish to be one of the few to be called for an interview, you must ensure your CV is distinct from the hundreds of other CVs of candidates who may be as experienced or as well qualified as you. Today a good 20 to 30 per cent of candidates get rejected because they have not presented their CVs well.

Moreover, your perspective employers do not have the time or the inclination to meet all the people who may be interested in an opening, that makes it more important that among the other thousands of CVs, yours must stand out; not only in contents but also by the way it is formatted.

Essential Information must be Mentioned
There are certain items which must be included in every CV. Other items may or may not be mentioned depending on whether they are relevant or not. The items which must be included are given below:

Personal Information: Name, date of birth, marital status, language known, address, telephone number.
Educational Background: Institutions attended with years, marks obtained, qualifications, achievements, computer literacy.
Employment History: Name of organisation( s), years, designation( s), responsibilities, achievements and training programme attended.

Include any part time or summer employment if you do not have any full time experience.

Stick to the Basic Rules

Stick to these proven guidelines for writing a CV:
• The term "Bio-data" is out. Curriculum Vitae (CV) has replaced it.
• Do not make a mistake of beginning your CV with the title "Bio-data" especially if you are applying for the managerial position.
• Before writing your CV sit down and think through what information you want to highlight. Include your achievements, your hobbies and interests, academic qualifications, details of your work experience (if any) and your job objectives. Don't write a final CV without including all these.
• Begin your CV with a section on personal particulars.

Exclude family background.
• Write your date of birth and not your age. If your CV were to go in a databank, only to be retrieved 2 or 3 years later, it would be difficult to make an estimate of your age.
• You must give your phone number even if you do not have your own phone. Give a phone number of your friend or a relative who can pass on a message to you quickly. This is very essential as many vacancies have to be filled urgently and interviews have to be set up at a very short notice. Always mention the STD code of your town of
residence if applying outside the city and remember to mention country code as well when applying abroad.
• Don't clutter your CV with irrelevant information. Mention your nationality only when applying abroad or when specifically asked to do so.
• Mention your father's occupation when applying for a position at the entry level or a junior level non-management job, or when specifically asked.
• Try and give maximum possible information in minimum space.
• You may include a job objective at the beginning. Your objective should be as specific as you can make it or it can be tailor-made to exactly correspond with the requirements of an advertisement to which you are replying.
• Make sure that the reader is quickly able to assess your accomplishments. If you have had work experience, start with your most recent experience and then the experiences that you have had with the organisations you were previously in. Your most recent experience will be the one most relevant to your new job. So mention
it first and your previous experiences later.
• Similarly, start your academic background with the most recent qualification.
• Make sure that your CV is not longer than two pages. It should, at the same time, not be so short that your prospective employer does not know anything about you after going through it. It must be concise and should be informative.

Presentation
Make sure your CV looks good. Presentation is of the atmost importance. You must:
(a) Avoid spelling mistakes.
(b) Use good quality paper.
(c) Do not send curriculum vitae with spelling errors corrected by whitening fluid or by hand.
(d) Use proper margins and spend time formatting it properly.
(e) Send the printed laser outputs instead of photocopying. It may cost you more but it says a lot about you.

Don't lie even if it is a small lie. Usually such lies are about achievements, grades and marks or summer projects. The personnel departments in most companies do take pains in verifying claims.

References
You may include references at the end of your CV. These are names, addresses and phone numbers of two or three people who could vouch for your character, competence and commitment. Ideally, these should be people who have worked with you, or your college professors. Many job seekers starting out in their careers feel that important people's references will impress prospective employers. Nothing could be further from the truth. A big name will communicate that you are a name-dropper who gets by on his father's contacts rather than achievements. An experienced interviewer will be far more impressed with the references of people who know you professionally. In any case, your prospective employer will check with referees, so make sure you ask your referees' permission before putting their names in your CV.

Use one or at best not more than two typefaces while preparing your CV. If you are looking for visual relief and highlighting then you can use block capitals, italics, bold type, underlining, varying font sizes, or any combinations of these. Choose a font that is simple and easy to read. Do not go in for a fancy typeface. It will take away legibility of your CV.

Don't leave gaps in your CV. If you have lost some years between your +2 and graduation or after your graduation, explain the gap.

Special Tips for the Freshers
Even if you have a professional degree from a prestigious institution and are looking for a position at entry level, you need to market yourself effectively to get a plum offer. If you are not from a coveted institution your task becomes that much harder because a number of top recruiters may not even visit your campus.

Your basic task is of communicating the fact that your skills, school and college education work experience, achievements, projects and extracurricular activities - all add up to make you the right person for the job.

Don't underestimate the value of your summer jobs, and your extra curricular activities. These are opportunities to use skills related to the job. They are often more job related than the academic qualification itself. The skills that you can demonstrate through any project or extracurricular activity include leadership skills, an ability to negotiate, plan and organise. In the absence of any direct organisational experience these add real meat to your CV. In other words, they help to differentiate you from the crowd and are often the most interesting part in your CV. Be sure to include all projects that you were in either alone or as a team and anything 'extra' you did.

Let us take a look at some of these in more detail.

Summer jobs: Normally any interview will include questions on summer jobs to test whether you understand the industry, the organisation and area of relevance. You are expected to be an expert in the area directly related to your training.

Extracurricular activities: These usually demonstrate interpersonal, communication organisation liaison, coordination and leadership skills. Were you elected to various offices? Did you organise any college festival? Were you instrumental in organising symposia? Did you contribute to the college magazine? Quite often any projects or
extracurricular activities, are the most interesting part of you. If these are presented and defined well these activities can be a useful marketing device to land you with the right job, at right time.

Many companies have standardised application forms on the basis of which they shortlist candidates. Typically, the application form may be required to be filled in two or three methods before the interview and would include a statement of purpose. Many a candidate has slipped up in the interview even when all was going well in the interview. It is simply because what he said during the interview was inconsistent with the application form. Therefore, we would recommend that you keep photocopies of all your completed application forms carefully, especially of the statement of purpose, till the interview.

Building an employment brand: Responsibilities of a HR executive

2007-06-10T09:57:00.000-07:00

A great work place is where each one of us wants to find ourselves in. But which is the right place? Your prospective employee will also have this question in his mind. If you want your company name to pop up in his mind, get ready, you have a great deal of work to do - Build an employment brand for your company.

Employee brand is a relatively new coinage but definitely a critical factor, which will help you resolve most of your recruitment hardships. It is all about being a company where people will want to work. And definitely stressing on literally "being a company where people want to work", because unless you have a great workplace you cannot create such an image.

How can a good employment brand help me as a HR?

You will surely love it if you do not have to struggle in convincing your prospective employees about the positives of joining your company, right? Having a brand image as a good employer will help you:

Keep ahead in the talent war
Attract and induce the right kind of people you are looking for
Enhance your ability to get quality resumes to choose from
Retain your existing employee pool
Subsequently see a dip in employee turnover

How can I help in building the company brand?

Being in the HR space, you have the most potential to drive the company towards building its brand. Perhaps you should be the spearhead of this project. Before you start, remember that building a brand cannot happen overnight. It is a long term strategy which needs a complete relook at the way your organization works.

So, where do I start? Once you get your top management convinced about your strategy, go ahead with setting your brand objective. Be clear as to what is the employment brand image that you want to achieve. This is the first step and you proceed with your internal strategies and slowly move into external promotional activities.

Encourage your senior management to support best practices in HR :

Value, vision and practice have to start with the key strategy players - the top management. Get their support to implement best HR practices in your organization and you are sure you can head start to create a great work place.

Build a great work place :

If salary is not the only measure of good work place anymore, then what are employees looking for?

Freedom of work
Good work culture
Leadership opportunity
Recognition for good work
Learning and career growth
Flexibility of timings
Challenges and responsibilities
Job Security
Good work life and social life balance

In simple terms, be a good employer and give your employees the maximum reasons to reject another job offer and stay on with you.

Most valuable! Make your employees speak good about you :

Make them feel good and they'll speak good. There is nothing like a satisfied employee who spreads the goodwill of the company by word of mouth. He is speaking from his experience and he is the best brand ambassador you can find.

Help your company develop a space in the recruitment industry :

While calling for resumes, word your advertisement in such a way that you build your company brand on terms of credibility and employee welfare.

Create a public image through PR :

Public relations can help you build a credible brand image through newspapers reports and magazines. Getting listed in those 'best employers' surveys will add a lot of value.

Online strategies like press releases, newsletters, articles are also a powerful media for spreading the word of your company. Have you considered writing for blogs? You can yourself take up the PR job by blogging about your company and its HR strategies. Also make the best out your corporate website.

Resume Writing Tips and Strategies

2007-05-14T11:17:00.000-07:00

1. Keep It Focused and Businesslike
A resume should be specific and all business. Don't try to be too smart or too cute. After all, you are asking an employer to invest significant time and money by choosing you over many other similarly qualified people. Employers mainly want to know whether you are appropriately qualified and experienced, and if you have the ability to "deliver the goods."

2. More Than Two Pages Is Too Much
For students, recent graduates, or people with just a few years of experience, try to keep your resume to one page,two as an absolute maximum. Even a resume for someone with20 years or more of extensive working experience, should not exceed three pages. In some cases, one or two "optional"pages can be referred to as "available upon request." These would be such optional annexes as a list of references or an inventory of recent projects and/or publications.

3. Get The Words and Punctuation Right
Make sure the grammar, spelling, and punctuation in your resume are perfect. Any obvious mistakes will hurt your credibility. Also, be sure to keep the language clear and simple. If you draft it yourself, have someone with excellent writing skills do an editorial review and a careful proofread of it. If a professional prepares it for you, such reviews are the responsibility of the resume preparation firm. Use an accepted English language "style guide" if you want to be sure of the finer points of word usage, punctuation, capitalization, abbreviations, etc.

4. Read Between The Lines
Customize the resume to match the stated requirements of the job that you are applying for, without being misleading.Review and analyze the job advertisement carefully. Look for and itemize the key qualifications, skills, and abilities the employer is seeking. Then identify certain key words that are usually repeated in such ads. Make sure that the wording and sequence of points in your resume reflect and address these "corporate terminologies" and"code words" as much as possible. When possible, study the company's annual report and Web site, and weave the themes and terms found there into your resume and cover letter.

5. Make Sure It Looks Good
Use a crisp, clean, simple presentation format for a professional looking resume. Just a bit of simple line work and/or shading, done with standard word processing software will do the trick. If you don't have the aptitude for this,there is most likely someone among your friends or in your office who can help you achieve a professional presentation.If not, seek professional advice. It won't cost much for a good simple layout, but it will make a world of difference to the product.

6. Show What You Can Do Today
Focus, first and foremost, on your recent experience that is most relevant to the position at hand. Less relevant and/or dated experience should be either eliminated or summarized in brief point form near the end of your resume.When reviewing your resume information, a prospective employer wants to know what you are doing now, what you have done recently, and how that relates to the job requirements of the post they are trying to fill.

7. Be A Straight-Shooter
Be completely honest. When people lie or "creatively exaggerate" on their resume, they are almost invariably exposed, sooner or later. Think about it - who really wants to get a job based on a lie(s) and then have to live in fear of eventually being found out? We often read in the newspaper about high-profile folks who get caught in are sume falsehood or exaggeration, and it isn't very pretty.

8. Follow The Instructions
Submit your resume in exactly the form that the prospective employer requests. If they say e-mail or fax is okay, do it that way. However, if they ask for it by regular mail, send it the way they ask. They must have reasons for requesting it in such a form and they are geared up to process it that way. If your resume is to be sent by snail mail, use the complete address that they specify, or it could go to the wrong office, especially in a large organization.

9. Don't Get Lost In The Mail
Be careful to respect certain conventions that the potential employer may require in your resume. For example, make sure that the cover letter mentions the exact name of the specific position you are applying for, and the competition number, if applicable. Sometimes an employer will request that the job title and/or number be printed on the outside of the envelope. You would not want to miss out on a job because you didn't follow minor administrative requirements.

10. Keep The Cover Short and Focused
In the cover letter, don't repeat what is already detailed in the body of the attached resume. It is a "cover" letter.It should be short and to the point. Introduce yourself first, and then briefly summarize why you believe that you have the qualifications and experience to fulfill the duties of the position better than anyone else. Express enthusiasm about the job and the company. Close by stating how you are looking forward to hearing more from them soon,and that you will follow-up if necessary.

The Value of Hiring from Within the Company

2007-05-06T06:47:00.000-07:00

When the time comes to fill an open position within your company, one of the most cost-effective and practical methods you can use is to hire a candidate from within the current employee pool. In many cases, there are employees already working for you who are well qualified to fill your new employment openings. Look around - the perfect person for the job may be right before your eyes!

You can start by making sure to communicate with your entire staff when a position is opening up, and let people know that the company is open to considering current employees for the position. Depending on the size of your business, you can ask the HR department to review the skills and qualifications of people who are already employed by the company to see if there are "hidden talents" among the staff. Existing employees generally require less training than new hires do, and a current employee brings a wealth of company experience and knowledge to the job. Hiring a current employee ensures that your "new hire" will already be familiar with the company's policies and business goals. In addition, hiring from within the company can save you a good deal of money just on recruiting costs alone.

When a company hires from within, it has the advantage of being familiar with the employee. Having already evaluated the person's strengths and weaknesses while on the job (and having observed him or her in action over the years), employers are in a better position to know if the employee will be a good fit or not. When hiring from outside the company, however, there is always the risk that someone who appears ideal during the interviewing process will prove a poor fit once on the job.

If the employee is looking for a position that is a step up from his or her current one but still in the same department or general area, the switch will be a relatively painless one. If an employee is looking to make a more significant change - changing the course of their career path by switching to a completely different department and different type of job, for example - then while there may be a learning curve to deal with during the transition, you illustrate your company's commitment to employee development by allowing your staff member to learn while on the job.

A company that demonstrates a policy of hiring from within also fosters greater employee loyalty, which can have concrete benefits throughout the company. Employees at all levels are more likely to challenge themselves when they know that there is potential for future job advancement within the firm. This means a lower employee turnover rate and a higher job-satisfaction rate, both of which are always good for business.

Top 60 soft skills at work

2007-05-06T05:36:00.000-07:00

A governing body based in the US, conducted a survey recently. The results of the survey was called the Workforce Profile which found an across-the-board unanimous profile of skills and characteristics needed to make a good employee. The people most likely to be hired for available jobs have what employers call "soft skills".

The most common traits, mentioned by virtually every employer, were:
1. Positive work ethic.
2. Good attitude.
3. Desire to learn and be trained.

Most of the business leaders observed that they could find workers who have "hard skills" i.e. the capability to operate machinery or fulfill other tasks, but many potential hires lack the "soft skills" that a company needs.

Top 60 soft skills
They are applicable to any field of work, according to the study, and are the "personal traits and skills that employers state are the most important when selecting employees for jobs of any type."

1. Math.
2. Safety.
3. Courtesy.
4. Honesty.
5. Grammar.
6. Reliability.
7. Flexibility.
8. Team skills.
9. Eye contact.
10. Cooperation.
11. Adaptability.
12. Follow rules.
13. Self-directed.
14. Good attitude.
15. Writing skills.
16. Driver's license.
17. Dependability.
18. Advanced math.
19. Self-supervising.
20. Good references.
21. Being drug free.
22. Good attendance.
23. Personal energy.
24. Work experience.
25. Ability to measure.
26. Personal integrity.
27. Good work history.
28. Positive work ethic.
29. Interpersonal skills.
30. Motivational skills.
31. Valuing education.
32. Personal chemistry.
33. Willingness to learn.
34. Common sense.
35. Critical thinking skills.
36. Knowledge of fractions.
37. Reporting to work on time.
38. Use of rulers and calculators.
39. Good personal appearance.
40. Wanting to do a good job.
41. Basic spelling and grammar.
42. Reading and comprehension.
43. Ability to follow regulations.
44. Willingness to be accountable.
45. Ability to fill out a job application.
46. Ability to make production quotas.
47. Basic manufacturing skills training.
48. Awareness of how business works.
49. Staying on the job until it is finished.
50. Ability to read and follow instructions.
51. Willingness to work second and third shifts.
52. Caring about seeing the company succeed.
53. Understanding what the world is all about.
54. Ability to listen and document what you have heard.
55. Commitment to continued training and learning.
56. Willingness to take instruction and responsibility.
57. Ability to relate to coworkers in a close environment.
58. Not expecting to become a supervisor in the first six months.
59. Willingness to be a good worker and go beyond the traditional eight-hour day.
60. Communication skills with public, fellow employees, supervisors, and customers.

Can We Train Others To Be Creative?

2007-05-06T05:25:00.000-07:00

This question is a 'poser'! Throughout my life, I never thought for one minute that one could 'train' people to be motivated, positive, kind, polite, respectful, creative, innovative, and so forth. These are intrinsic qualities people have or do not have.

Sometimes, it is qualities they did acquire throughout their life due to circumstances, environment, and experiences, but it usually takes them many years to acquire, if these are not part of their nature and early upbringing.

One can teach them to 'demonstrate' kindness, politeness, and respect, and maybe pretend to be creative and innovative (by stealing other's ideas). We must always remember that we train people to have them perform a task or demonstrate a certain behavior. If they 'demonstrate' a behaviour this does not mean that this is part of their nature, nor of their psyche. However, based on my personal experience with others, whether in private life or as trainer, instructor, coach, or consultant, I discovered that some people do have such qualities which they 'stifled' due to difficult circumstances, never daring to bring them out in the open.

Through guidance, coaching, and leadership, we can indeed impact others in such a manner as to encourage them to bring to the surface and to outer expression the gifts they were born with, to use and develop their potential. We can gently get them to shed off their protective shell and amorphous personas with stimulus and courage, and let the juices of creativity flow. We can help them realize their value as 'intelligent' human beings, who can contribute something uniquely theirs.

We coach, guide, and lead by example, prod and encourage, offer support, open the doors to what's possible, and we give easy to understand examples.

After preparing this creative setting, and sharing with them personal examples, as well as the examples of others (individuals, groups, and companies), we begin bringing back the subject to our immediate interest: the organization and our area of work.

We select (for discussion) one or two facets of the operation. We analyze these, with input from the group. We ask if the status quo is the best way it can be done or if the organization, or 'we people', can improve on this.

We (trainers, facilitators) present at least two different proposed improvements, and ask the group to join in and suggest alternatives no one maybe yet thought of (way to improve service, operations, work procedures, product quality, customer satisfaction, sales, savings, or profit).

We, ourselves, speak with excitement, so we can communicate it to the group. We treat the people we speak to with respect and as equals. We create an environment in which 'we all', as a team, plan to find better solutions.

We begin seeing their interest perk up, their eyes sparkle. We can almost see many thoughts racing through their minds. We ask a few, by name, to share their thoughts with us.

Once we break the ice with one, two, or three, of the group, and get them to present ideas, we sense that all the rest now want to pitch in. Sometimes, we cannot contain the rush of thoughts and have to begin establishing some order. When individuals propose something, we ask the group what they think and who is ready to comment on this proposal. We ask who else has a proposal 'we can learn from'. We get a dynamic discussion going.

From 'presenter' we now turn into 'facilitator' and 'leader'. Each suggested proposal is given importance, analyzed by the group to see if it indeed offers additional value to the operation and/or to customers.

We sense the excitement and high motivation in the group. We go one step further and ask someone to come to the whiteboard (or flipchart) to write down the different ideas presented.

We regularly express our appreciation for their contributions. We wonder aloud at their creative thinking. We ask them how all these valuable ideas could be practically implemented.

We gently make sure that whoever speaks is not interrupted or derided by others, however impractical the idea presented. We (ourselves) find value in each contribution. We engage people in a respectful conversation about their idea(s).

In such a session, we turn a roomful of listless and cynical supervisors (and/or employees) into a highly motivated and creative team, working towards one objective: How to come up with ideas to improve operations, the organization, service, etc.

Please note that this is 'not' a training session to teach creativity, but is a dynamic exercise in creative thinking, which we, ourselves, lead like a maestro. The participants are the members of the orchestra who will realize the 'production' we want.

In such sessions, we often discover ideas we and all of management never thought of. Participants too are amazed at their individual gifts and collective power of thought. It gets them excited. It also give them the opportunity to demonstrate their value as individuals and be acknowledged for this.

Following such a session, we continue receiving more ideas from the individuals in our group. We can keep this up we honestly discuss the feasibility and practicality of each idea presented, explaining why some cannot be implemented. We critique, but do not criticize.

We have to show that we did take their contribution into serious consideration, and appreciate it sincerely.

The purpose is not only to create a dynamic discussion, but to follow through on this. It must have meaning which relates to them.

I cannot think of any other way to lead people to think creatively. If you do, please share with me, but make sure it is based on actual, successful experience.

We cannot 'train' people to be creative. We can only lead them by personal example (we give them clear examples of 'our' creative thinking) and examples of others, as well as guide, coach, and inspire them.

All this is easier said than done because not all supervisors and trainers are 'creative' themselves, or capable of leading and inspiring.It is not only a matter of quality, but intelligence, sensitivity to others, experience, and sawy.

This is why we should always focus on training and coaching supervisors (and trainers). Their performance in this area does not depend on their reading, nor on college degrees. It is much more refined. We are asking one person to affect the mind and innermost soul of others.

Such supervisors and trainers must not only be intelligent and sensitive, but have a sincere desire to help others succeed. They must not be driven by personal agendas and selfish interests.

This is why it is so important to choose trainers and supervisors most carefully and, once hired and/or promoted, to offer them full training support, whatever the cost. It is always wiser to promote 'after' such training will have been provided.

Believe it or not, I wrote the above on a pad while sitting at a coffee house on the beautiful Vancouver beach front yesterday. Wish you were all here so we could discuss the points made.

One thing more, which needs to be said again: Employees are not robots we can command with pushbuttons. They are led by generals (supervisors) . We must concentrate on supervisors before demanding a certain behaviour from the rank and file.

Researching The Company - Know Who You Want To Work For

2007-05-06T04:55:00.000-07:00

A career in the hospitality industry can be an incredibly rewarding experience. Not only will a hospitality job provide outgoing people with an excellent chance to broaden their horizons through the people that they meet, there are always opportunities for growth and advancement within every niche of the industry, whether you choose a hotel job, a restaurant job, or any one of the other dozens of possibilities available. The key to a long and satisfying career within the industry is careful selection of the company that you choose to work for.

Businesses that cater to providing services to people out to get away from the grind can have a wide range of employee satisfaction. It is very possible to find the right fit for your career conditions through a simple research process.

Pinpoint Your Perfect Employer: The Research ProcessThere are several areas in which a job seeker can look for information that determines whether or not a specific company is right for them. Dave Fischer, who has worked in management positions in several restaurants and now runs a consulting firm which caters to resort jobs, suggests the following list of criteria when looking for the right hospitality job:

1. Are there possibilities of advancement within the company?
2. Determine how the company advances their employees. Is seniority or work ethic and skill the deciding factor?
3. Does the company have a good record when it comes to employee retention?
4. What kind of benefits does the company offer to long-term, full time employees?
5. Does the pay scale reflect industry standards?

"I have found the companies that can offer examples of employee advancement, that reward their long-term employees with better-than- competitive benefits and pay scales, and that base promotions on ethics and understanding rather than on seniority have the most satisfied employees," says Fischer. "These employees tend to make the business their career."

Conducting Research: Where To Look
There are several places that prospective employees can look when seeking the answers to their questions. Each option offers varying degrees of reliability and quality of information, but taken as a whole they will provide a job seeker with a good idea of the big picture as far as company/employee relations.

1. Word of Mouth
The first step in any process, including searching for that perfect foodservice job or other hospitality job, is to work your contacts. Most people within the hospitality industry will have contacts in various places of employment; make sure to check with your friends and acquaintances to see how they and their co-workers are treated at the company you are interested in.

2. Public Records
Another great place to find information on companies are public records. This includes resources such as the Internet and other forms of media as well as local records from Better Business Bureaus and Compensation Boards. These sources will let job seekers know what type of customer service the company provides, and how busy the company is. Most hospitality job holders will tell you that the busier the company, the better the job.

3. Interviews
A lot of potential employees seem to forget that their interview is just a much a tool for their use as it is for employer," says Darren Parsons, owner of Ric's Mediterranean Grill. "The interview is probably the best spot for a potential worker to find out all that they want to know about the company and their spot in it, both for the present and the future. What's more, hiring managers are more likely to hire someone who has an interest in the operations and history of the company. It works both ways." Make sure that you are prepared not only with the answers to questions during your foodservice interview or your hotel interview, but also with some good questions of your own!

Good Research Will Lead To A Great Job
The old adage "the more you put in, the more you will get out" seems to hold just as true for finding a job within the hospitality industry as it does everywhere else. Job seekers who take the time to do a good background check on their potential places of work are not only likely to be happy at their positions, they are also more likely to be hired. From the start of the search right through to the interview questions, gathering information is vital to a long and happy career.

Beef Up Your Resume - Don't Let Lack of Experience Limit Your Success

2007-05-06T04:49:00.000-07:00

Kathy Broughton had worked in customer service most of her life, but never as a hotel front desk clerk. She had experience as a barkeep, server and retail sales clerk, but no specific training in an industry that interested her. When the opportunity arose to apply for a job at a local hotel chain, she was concerned her lack of specific experience would hinder her chances of landing this hospitality job.

After taking some industry-related courses, she faxed her resume in response to a newspaper ad, then was called for an interview and was working three days later.

Her secret? "I stressed my customer service on my resume, and they took my experience as a plus. I knew I had the personality and qualifications to do the job."

Just Starting Out?

Being new to the hospitality industry isn't an automatic "don't call us, we'll call you." There are ways of tailoring your resume to get that all important interview, even if you're new to the business.

Your objective needs to be really clear, advises chef-consultant Gary E. Miller. "If you don't have the resume to back it up, you must say up front you really love the restaurant industry, you have spent some time in the business, you have the interest and a willingness to learn."

Quite often, he adds, applicants don't have relevant experience, especially if they're applying for a starter job in the restaurant industry. But he doesn't see this as an impediment to advancement.

"I'm a huge believer in attitude over aptitude. Tremendous attitude has it over the person with a world of experience who thinks he can change the world. I want someone who does what I ask and can do it well."

Focus On Your Skills: Quantify What You've DoneEveryone, says recruiter Peter Shrive, a partner with Cambridge Management Planning, has work experience. Summer jobs, assignments, coop placements, part-time jobs, internships all count. "Almost anyone has skills that can be marketable," he says.

He offers the example of a student who might have run an ice cream stand. How would that person describe her job experience on a resume? "What you did was purchase raw materials, planned inventories, dealt with 31,000 customers, grew sales by X%, generated Y% in profits, managed banking, handled cash transactions, honed customer service skills, arranged for repairs, located and hired staff, worked with the owners." Suddenly, that summer job sounds very relevant to a position in the hospitality industry.

Shrive also advises job seekers to quantify previous experience on their resumes. You weren't just a server working in a particular restaurant. Include on your resume how many customers you served in a day, how many bills you managed daily, how many receipts you gave without mistakes.

"Servers have to remember all the specials, have to be able to tally the bill properly, have to be able to carry all those plates. These are marketable skills," he says.

Mind The Gaps

Gaps in your resume can be inevitable if you're switching careers or have taken time away because of maternity leave, illness, traveling, or periods of unemployment. To a prospective employer, though, gaps can become red flags, so they should be handled carefully. If the gap was legitimate, be honest. If you were unemployed, explain what you did with your time and what types of jobs you applied for. Backpacking in Europe, however, suggests irresponsibility. In that case, Shrive advises you talk about the opportunities you took to study hospitality trends, comparing restaurants or studying customer service in different countries.

Tips For Beefing Up Your Resume

1. Start with a strong "functional" resume.
2. Lay your cards on the table. Let the employer know if you lack specific experience, but that doesn't mean you lack appropriate skills and an enthusiasm for the hospitality industry.
3. Make up for your lack of experience with a knowledge of the industry, plus specific knowledge of the establishment to which you're applying.
4. Emphasize your skills, not your places of employment.
5. If you've worked in one job for the past 10 years, don't assume this is the only job for which you're suited. Job skills are transferable.Let's say you want to move from a front desk job in a hotel to a different hospitality sector. Talk on your resume about how you've honed your customer service skills, developed your money management, learned computer skills, increased international skills, enhanced your local knowledge.
6. If you've jumped around from job to job, be prepared to explain why. Employment instability can be a red flag, especially in a high turnover industry like hospitality.
7. Instead of listing your months of employment, use years and consider not listing every job you've held unless it's relevant.
8. Trying to shift careers? Research your new industry and tailor your resume accordingly. If your number one skill is people handling, then look back at your career and find the top examples of customer service experiences.

Succeeding in Interviews Often Means Being Likable

2007-05-06T04:43:00.000-07:00

Question:
How long should answers be during interviews? When responding, should I say, "When I become vice president of your company" or "as vice president of your company"? How much should I try to control the interview?

Answer:
Here's one of the most important things to know about interviewing: By the time you're invited to meet company representatives, the employer usually believes you're qualified to do the job. Now, the company wants to know if you'll fit in and work well in its environment.

In other words, the interviewer is hoping to learn you're someone who should be invited to the party, says Mike Lorelli, chief executive officer of Latex International, a Shelton, Conn., mattress-foam company. "At this point, cultural fit is more important than talking a long time about your degree," he cautions.

(As an aside, you can see why it's so important to network and be referred for a job by someone the company trusts. This way, the interviewer is already predisposed to like you.) There isn't a specific formula for interview success. The best sessions are typically conversational give-and-takes where the interviewer and candidate form a personal connection. Talking too much won't allow for that.

"There is nothing more painful than someone giving an answer that is seemingly endless," says Mr. Lorelli, whose career includes the presidencies of large consumer products companies.

Take your cues from interviewers, he suggests. If they speak in shorter sentences, respond in kind. One way to know if your answers are too long is if the interviewer interrupts you to ask another question, says Joshua Burgin, senior manager, IT projects, for the Fred Hutchinson Cancer Research Center in Seattle.

"For me, the best answers are those when you appear to have listened to the question and answered it directly and also gotten behind it and said something so I can follow up," he says.

Try to gauge how you're doing with such queries as "Would you like a short or long answer to that?" or "Is that what you wanted to know?" Mr. Burgin suggests. "I like candidates who can recover from stumbles over those who don't seem to read the question correctly," he says.

It's important to be comfortable with yourself during interviews, which means doing what's natural to you - which isn't likely to include saying: "when I am vice president of your company." Often, using that sort of phrase can backfire and make you seem arrogant or presumptuous.

If an interviewer is on the fence about you, it's best not to take that chance. "It isn't horrible to say something like that, but when I'm not completely sure about someone, it probably wouldn't work for me," says Mr. Burgin.

Controlling an interview is wise in the sense that you should try to get a few important points across during the meeting, says Mr. Lorelli. For instance, if you learn from your research that you and the interviewer have something in common, such as a hobby, try to work it into an answer. Mr. Lorelli plays golf and is a private pilot, "so if a golfer or pilot were interviewing me, I would work those things into the conversation, " he says.

Or, if the opening has international responsibilities, let the interviewer know you have traveled of worked globally in the past.

Asking thoughtful questions can help turn the interview into a conversation, says Mr. Burgin. "I worry about a person's fit when I'm only asked simple things like about the health benefits," he says.

Everyone loves to talk about themselves and their interests. Look for clues about an interviewer when you enter the person's office and comment on them, Mr. Lorelli suggests. If the office is bare, ask the interviewer how long he or she has worked at the organization and how they like it. Remarks like this make you seem friendly and likable - and very possibly someone the company may want to hire.

How Do We Help Employees Achieve Better Work/Life Balance?

2007-05-06T04:37:00.000-07:00

Q: What concrete steps can my company take to help our employees achieve a better equilibrium between their professional goals and personal lives?

A: Corporate culture is the most critical driver of successful work or life balance. Some cultural issues, as well as personal life issues, may differ from country to country. But there is some common ground that typically transcends global boundaries. For example, employees often need work schedule options that give them the flexibility to accommodate their personal and family needs, whether it's child care, unexpected family emergencies, doctor's appointments, personal time for school events, and so on. So a flexible policy on work arrangements becomes the centerpiece of a work or life balance strategy.

But any flexibility policy your company puts in place will only be words on paper if the culture doesn't exist to endorse and support the policy. When you have the right culture for flexibility, you know it right away and so do your employees. Flexibility becomes a normal part of the way people work, rather than an enforced policy.

The type of work, the level of trust with employees and uniform guidelines are critical factors for granting any form of flexibility. In addition, it should be standard procedure to have a formal collaboration between manager and employee: a request proposal, for example. The proposals must be weighed on the basis of both professional needs and personal needs.

To gain managers' support, it is important to develop a "what's in it for me" business case for work life balance. This will differ from manager to manager. For one manager, it might be a recruitment or retention issue. For another, it might be the additional productivity by enabling employees to work at their most productive times - early starters or finishers versus late starters or finishers, for example or from their most productive work environment (office versus remote location). For another manager, it might be the reduction in unscheduled absences - it's often easier to take the whole day off than to ask for a couple of hours to deal with a personal or family issue. In the end, managers have to see some return on investment, such as enhanced productivity.

The employer's primary responsibility is to train managers to be sensitive to their employees' personal needs and to break down traditional "face time" mentality: the attitude that employees can only be trusted when they're within their manager's line of sight. Employees' primary responsibility is to maintain the productivity standards that are expected of them. A joint responsibility is to communicate with one another on these issues in an open and trusting environment. This concept of shared responsibility becomes a win-win by valuing both business success and personal fulfillment.

A culture of trust, combined with effective training and communication, provides the perfect environment for flexibility - and the work or life balance that comes with it.

Interview Tips

2007-05-06T04:28:00.000-07:00

Before the Interview:

Prepare for the interview.
Dress appropriately in simple, comfortable clothes that reflect your personality.
Avoid wearing new shoes (squeaking noises) and do practice wearing your tie.
Be punctual – don't be late or even too early.
Read up about the company, what business they are into, growth trends, diversification etc. Read your own resume - be sure that you don't have to look into your resume to recall details during the interview.
Carry extra copies of your resume and testimonials – you never know when you may need them.
Make sure you know the full name and designation of the person interviewing you.
Keep your references ready.
Remember to make a note of your previous or current salary with all its components.
Make a good first impression.
Wish the interviewer( s) cheerfully and with a smile.
A firm handshake is an indicator of how you are feeling. If you are a lady, then some male employers might not make the first move, but go ahead and initiate the handshake.
Wait till you are asked to sit down.
Look the person in the eye.
Do not appear too nervous or overconfident. Your body language usually conveys more than what you are saying. Don't slouch or lean forward too much.
Try to curb nervous mannerisms eg. fidgeting or biting your finger.
Appear comfortable, confident and interested in securing the job.

During the interview...
Start the interview with a pleasant smile.
Always remember to give a firm handshake. If there are women in your interview panel, wait for the other person to extend the hand while shaking hands.
Listen carefully to what the interviewer is saying.
Stress on what you can contribute to the organisation.
Remember that the employer is in control of the interview.
Don't be too long-winded – say what you want to convey in crisp sentences and use terms that would convey your job & achievements.
Complete your sentences - don't answer just yes or no.
What you don't know can be learned – tell them if you don't know something. But give instances of how quick a learner you are.
Do not boast. People on the other side are shrewd and can generally see through you. At the same time talk about achievements giving due credit to others.
When talking about yourself and your aspirations, do not sound vague or do not say that you don't know something. You should be very clear and precise about what you want to do, where you want to go etc.
If you don't understand a question, ask for clarification, don't answer vaguely.
Don't talk about your personal problems, why you need the job etc.
Don't get personal – even if you know the interviewer personally.
Don't be overconfident or too nervous.
Don't badmouth your previous employer - you could do the same in the case of the prospective customer.
Don't complain about politics, a bad boss or a poor salary - your reasons for change should be higher responsibilities, location etc.
If the interviewer is interrupted during the course of the interview, don't pick up papers on his or her desk and read them.
Don't ask about salary before the offer is made.
Strike a balance between what you actually are and what you want to be – don't paint a picture of yourself as somebody who is not concerned about money, social status etc.
Don't be in a hurry to complete the interview.
Ask questions at the end of the interview – it could be about the company, the job or the next stage of the interview process. It will be an indicator of your interest in the position.
Send a thank-you letter – outlining your interest in the job and why you are qualified for it.
Be positive and confident - and the job is yours!

How to Negotiate the Perfect Salary-Linda Matias.

2007-05-06T04:19:00.000-07:00

A company is interested in hiring you for a new opening. You feel as if you are in high demand because you are in a skilled-labor or professional position that requires skills that you possess. If you are considering any new position and you are already employed, you should be seeking higher wages, a better working atmosphere, and an overall improvement in your career.

Not asking about your wages up front is a mistake. During most every interview the employer is going to ask you that one question, which is: "What wages are you asking for if you were to come to work for us?" While this can be a difficult question to answer point-blank when you don't know the current rate of pay in the company, you can come prepared for the question and negotiate a higher rate of pay.

Never act surprised when that big question is asked. Come to your interview prepared! Make a list of questions that are always asked during interviews, such as: Are you new to the area? Do you have a degree in this industry? What did you like best about your last job? What did you like least about your last job? Can you name three strengths you have, and that would apply to this position? What are your weaknesses?

Being prepared is going to help you get through the interview; then as it comes time to negotiate your salary you are better prepared, not only with good conversation, but also in selling yourself to this company, which is essentially what you are doing! You want to start out with a base-level salary, but you are expecting a review of your performance in 60 days, or 6 months. In stating you are asking for a base salary and then expect a raise as you show you can perform and be beneficial for the company, you will show the potential employer you are confident in what you do and in how you complete your job.

Along with asking for a higher salary right from the start, you can also have a conversation with the employer that you are prepared to accept a set dollar amount per week, but you also would require additional benefits. Many times, the benefits are going to be easier for the company to provide, but even with a base salary, overall you are getting paid a higher rate. Examples of benefits include a laptop computer so you can work from anywhere, a cellular phone, a gas card for travelling, and perhaps an expense account for dining with customers or dealing with marketing needs.

You may be permitted a clothing allowance, a tool allowance, or perhaps you could start out with two weeks of vacation per year instead of one. But you need to remember that the perfect salary is going to be one that you are happy with and one with which you feel you can support yourself and / or your family. You don't want to give up too much of your salary to get the benefits that will not be cash in your pocket.

Preparing your answers up front before the questions about salary are asked during your interview will show you are confident in your abilities, and that you know what you are worth. Never be afraid to ask for another $29 per week, or another $200 per week, when you know what the salaries are in the industry you are working, and you have the experience to back up the negotiations for additional salary! If the employer states that your price is a little out of their range, remind the employer they are going to save money by hiring you because you are trained, you are bringing years or months of experience, and you have ideas for the position that will boost your overall levels of input and productivity that will benefit the company almost immediately. Never be afraid to state what you know, and what you can do for the company.

Negotiate with the employer before the first day of employment.It is important that if wages were not discussed during your interview, that you make an appointment and discuss your salary before you start working anywhere for anyone. While you may have a set wage in your mind and what you know you should be paid, the employer may have a scale, stating you are paid X dollars per week, and raises are given yearly. If you are not sure what your salary will be, then nine times out of ten you are not going to get the wages you expected.

Negotiate with confidence.

When you are negotiating your wages, you need to be confident in your answers, and in what you are asking. If the question never comes up during the interview, then you need to initiate the topic. Look the employer in the eye, showing you are not afraid of any topic, any time. Ask what the salary is. If the answer is not high enough for you, add additional questions.

Looking the person in the eye, with a strong voice, ask what the benefits are, and when reviews for raises are considered. If you are not happy with the answer, make a statement along the lines of: "I was expecting the position to pay $X." If you are not satisfied with the beginning salary, set expectations about when you expect reviews, or find out what the company has in their policy for reviews and raises in compensation.

Things you can do if you find the employer is not going to budge on the salary being offered:

1. State that you will have to think about it, and then don't call the employer for a week. If you are not calling the employer and they need to fill this position right away, there is a chance they will call you and offer you a higher wage.
2. You can ask for additional benefits, such as the gas card, expense account, cellular phone or extended vacation time.
3. Your compensation also includes a combination of sick time, personal time, and medical benefits. If you are not able to get the higher salary you want or need, inquire about the company paying full medical benefits, more sick time, more personal days, and similar types of benefits. These are benefits that hourly employees may not be offered but ones that you can negotiate into your salary package.

If you are interviewing at more than one location, for more than one job, don't be afraid to bring up the fact that another company is interested in you and is, in fact, offering you a much more competitive salary (if it is true, of course). This will reveal to the employer that you are valuable and perhaps they should rethink the salary offer they put on the table.

General Guidelines in Answering Interview Questions

2007-05-05T23:16:00.000-07:00

Everyone is nervous on interviews. If you simply allow yourself to feel nervous, you'll do much better. Remember also that it's difficult for the interviewer as well.

In general, be upbeat and positive. Never be negative.

Rehearse your answers and time them. Never talk for more than 2 minutes straight.

Don't try to memorize answers word for word. Use the answers shown hereas a guide only, and don't be afraid to include your own thoughts andwords. To help you remember key concepts, jot down and review a few keywords for each answer. Rehearse your answers frequently, and they willcome to you naturally in interviews.

As you will read in the accompanying report, the single most important strategy in interviewing, as in all phases of your job search, is whatwe call: "The Greatest Executive Job Finding Secret." And that is...

Find out what people want, than show them how you can help them get it.

In other words, you must match your abilities, with the needs of the employer. You must sell what the buyer is buying. To do that, before youknow what to emphasize in your answers, you must find out what the buyer is buying... what he is looking for. And the best way to do that is toask a few questions yourself.

You will see how to bring this off skillfully as you read the first two questions of this report. But regardless of how you accomplish it, you must remember this strategy above all: before blurting out yourqualifications, you must get some idea of what the employer wants most.Once you know what he wants, you can then present your qualifications as the perfect key that fits the lock of that position.

Other important interview strategies:

Turn weaknesses into strengths (You'll see how to do this in afew moments.) Think before you answer. A pause to collect your thoughts is a hallmark of a thoughtful person.

As a daily exercise, practice being more optimistic. For example, try putting a positive spin on events and situations you would normally regard as negative. This is not meant to turn you into a Pollyanna, butto sharpen your selling skills. The best salespeople, as well as the best liked interview candidates, come off as being naturally optimistic,"can do" people. You will dramatically raise your level of attractiveness by daily practicing to be more optimistic.

Be honest...never lie.

Keep an interview diary. Right after each interview note what you did right, what could have gone a little better, and what steps you should take next with this contact. Then take those steps. Don't be like the 95% of humanity who say they will follow up on something, but never do.

WHY EMPLOYEES LEAVE ORGANISATIONS? BY AZIM PREMJI

2007-05-05T23:11:00.001-07:00

Every company faces the problem of people leaving the company for better pay or profile. Early this year, Abhishek, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice Abhishek was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.

Last week, less than eight months after he joined, Abhishek walked out of the job. Why did this talented employee leave? Abhishek quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All the Rules". It came up with this surprising finding: If you're losing good people, look to their immediate boss. Immediate boss is the reason people stay and thrive in an organization. And he's the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition. "People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.

Mostly manager drives people away? HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job. When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting togive the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job." Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue. Talented men leave. Dead wood doesn't.

How to Look for a Job When You Already Have One!

2007-05-05T23:04:00.000-07:00

The #1 reason people change jobs is not money. Feeling under-appreciated in a job that lacks any personal satisfaction is what motivates most people to move on. You'll spend about 11,000 days working over your lifetime, and I believe they should be rewarding and happy ones in which you are paid what you are worth. Contrary to public opinion - you cannot compartmentalize your life. Your career, your family, your hobbies, even your socializing, all impact your well-being interconnectively. So if you're unhappy at work those feelings spill over into your home life too.

If I'm describing you, recognize that you are not alone. Many of my career counseling clients are in the same boat. I have seen dozens of clients in the last few months who were employed, but they wanted more - and they got it. Julie had been a program manager for a major software company but had become disillusioned with the job. She put off looking for a new job because she felt overwhelmed with her current position. Her excuse was that she lacked the time to do it, that is until a friend told her about a terrific new position that sounded just perfect. That got her moving.

We began to work together and created her resume, a targeted cover letter, and polished her interviewing skills. From the day she decided to go after the new job, it took her less than three weeks to land it. The job pays over $100K with a lucrative bonus structure, which was a significant raise from the old job. Needless to say, life got immediately better for Julie once she made the decision toact. On top of which, she wrote to tell me that she loves the new job.

If you want to improve your life with a career change here are a few strategies to get you quickly moving in the right direction.

1. You need a great resume NOW.
You simply will avoid applying if you have to "do your resume." Do it right away: set aside the next weekend, sit down and write it. Today's employers want to see the results of your efforts so be specific in outlining accomplishments, noting how you made money for the company, or how much money, time or effort you saved. Note every way in which you have made positive contributions to your recent employers. Your resume is likely to get only a 20-second glance, so be certain it's the best advertisement possibly announcing your skills, and get help if you are struggling to write it on your own.

2. Cherry pick.
When you have a job, you need to be very selective about those for which you now elect to apply. Time management is crucial since you will likely only have about five hours a week to job search. Don't waste your time on any job that is not exciting and a pretty decent fit. A new job may be the one that is also a move up so stretch a bit to go after your dreams, but be realistic too.

3. Write targeted cover letters.
Why? Employers LOVE cover letters, and will take time to read well-written ones, meaning yours will get a longer look and you will have a stronger potential to be called in for the interview. The letter must be tailored to the opportunity and quickly outline the qualifications and past accomplishments that you bring to the job, pointing out why you are a good fit. Be sure your opening paragraph summarizes your top skills.

4. Know what your skills are worth.
Learn whether you are truly being underpaid and what you should realistically expect. Be well-prepared to effectively handle any salary questions or you may leave money on the table, or worse, not get the job since the interviewer downgraded your skills because your current salary was lower than your skills should garner. Keep this mantra in mind: whoever mentions money first loses - don't let it be you.

HR Leaders Must Capitalize On Their First 100 Days On

2007-05-05T22:59:00.000-07:00

The following is an excerpt from Mercer's new Point of View paper, "Your first 100 days as chief human resource officer: Make a good first impression for lasting success."

Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It's a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment.

This is a unique opportunity. ..one you will never have the chance to do over. How can you make the most of it? We suggest you spend these critical first 100 days at the strategic level, focused on the development of connected strategies for both the organization' s workforce and the HR function itself.

You should strive to:

1. Connect the goals of the HR function to the goals of the business.By starting with the broad business challenges and strategy, you'll convey to senior executives that you understand the need to link workforce investments to business results. It will take some time before you can measure the impact of your HR leadership, but you can set the standard in the first 100 days as you identify new goals and measures for HR.

2. Identify the greatest sources of pain for immediate attention and prioritize longer-term issues.While you won't be able to address all of the organization' s workforce or HR issues in the first 100 days, you can identify the most critical ones, assess the available resources and develop a plan of action. You can also take advantage of smaller issues where quick action will result in immediate benefits.

3. Create a plan that will guide your function and your business partners.After you identify your goals, you can create a vision of success and a road map to get there. Your action plan will clearly articulate the activities, timing and required resources. Your plan should engage stakeholders throughout the organization to ensure a solid connection between business and workforce strategies.

4. Build the case for change within the function and throughout the organization.The scope and magnitude of change will be different in each organization, but there's no question that people will expect action - and business challenges will demand it. Your new role will provide momentum for change, and the CEO's agenda may add additional urgency. Your demonstrated ability to make a persuasive case for change in the first 100 days will highlight your value to the executive team.

5. Create a powerful personal brand as a business leader and change agent.What you do - and what you choose not to do - will communicate the value and character of your personal brand. Partly it's a matter of substance: what you have to say. But it's also a matter of style: how well you say it. While you will undoubtedly be influenced by aspects of your new organization and its culture, it's important to express your personal views on what HR must do - and how it must be done - to help the organization succeed. Expect some healthy debate as you posit views that others in your organization may not immediately agree with - including other business leaders and even your own HR team. This can be very constructive as you discuss the business, its future course and the implications for the workforce and the HR function.

Admittedly, each HR leadership job is different - greatly affected by market conditions, business strategies and the current state of the function. But regardless of the specific job situation, you will need to gather and synthesize facts and opinions about the organization' s unique business and workforce challenges, and then translate this information into a comprehensive set of actions.

The following three-step process can help you make a strong start and exceed the expectations of those around you:

Step 1: Understand the business and workforce issues.Identify the current and changing dynamics of key markets and customers... and their impact on the organization' s business strategy, brand and workforce priorities.

Step 2: Develop workforce and HR function strategies.Identify the important segments and characteristics of the organization' s workforce that will drive strategic competitive advantage. Determine the operational consequences of both the business and workforce requirements on the design of the HR function. Then spend some time developing a concrete plan - including priorities, important decision points and milestones, accountability and critical resources.

Step 3: Promote and lead change.Identify what needs to change, potential barriers and the activities required to support and sustain effective implementation - including productive new workforce behaviors supported by world-class HR.

Should You Use Chronological or Functional Resume?

2007-05-05T22:50:00.000-07:00

Should You Use a Chronological or Functional Resume? By Roberta Chinsky Matuson

Too many people make the mistake of thinking that a resume's purpose is to get them a job. Actually, resumes open and close doors. Their main purpose is to make an employer interested enough to invite you in for an interview.

But how do you create that interest when you don't exactly fit the mold? Just as people come in different sizes and shapes, so do resumes.

Chronological Resumes
The chronological resume seems to be the most popular format used. This type of resume usually contains an objective and/or summary statement and a chronological listing (from most recent to past) of all your employers along with related accomplishments. Educational information is included along with certifications and special skills.

This type of resume may be fine for someone who is experienced, but if you are switching careers or are just entering the workforce, this type of resume will most likely help you wind up in the "no" pile. So how do you showcase your talents if you can't lay them out like everyone else?

Functional Resumes
Take the time to develop a strong functional resume. Functional resumes highlight your abilities, such as hiring, managing or coaching, rather than your chronological work history. You'll still need to summarize your work history, but this is usually done at the bottom of your resume. Don't panic. By the time the reader has gotten to that point, he is usually sold on bringing you in for an interview.

Most books on resume writing contain sections on how to write functional or skills-based resumes. Go to your local bookstore or library and thumb through some books. Then make your selection.

One of my favorite books on this topic is an oldie but goodie. It's old enough to be out of print, but you can still find copies online or at libraries. The book is titled Go Hire Yourself an Employer by Richard Irish. It just goes to show that solid advice is just that - solid.

Who Should Use a Functional Resume?

A functional resume is particularly useful for people who:
1. Have gaps in their work history.
2. Are reentering the workforce.
3. Have frequently changed jobs.
4. Are looking to transition into new careers.
5. Don't exactly fit the mold of what recruiters are looking for in the positions they want.

The reason functional resumes work well in these situations is that many of us have acquired skills while working that are very transferable. For example, if you have worked as a retail manager, chances are you were responsible for hiring, training, coaching, evaluating and handling employee relations issues.

If you were to submit this information in a chronological resume, there's a good chance a hiring manager (or computer) might skip right by you, because you did not hold the title of human resources manager, even if 50 percent of your day was spent dealing with HR-related issues.

It all comes down to how you package yourself. You can give employers the same information, only in a new and improved package. This is bound to get you more interviews, which will increase your chances of landing the job you want.

How To Plan Your Career?

2007-05-05T16:07:00.000-07:00

Career Planning is a long process, which begins right from the time one starts visiting school. Choosing a job that will suit you best depend on a number of factors, beginning with your interest and what you enjoy most. This is most important since there is no point working if; you do not enjoy the work you are doing. Secondly, it is also important to know what you wish to achieve in future. Setting prior goals is essential as this is what is going to motivate you in attaining results at the earliest.

The initial few years of your career are the most crucial period. It is during this phase that you realize which will be the perfect job for you. Counsellors also suggest that one should keep experimenting with a variety of profiles during this period to see where the interest actually lies. The career planning cycle has been broken into four stages that help in evaluating your position and take you to your desired position. The four stages are as follows:

Where you are? Where can you be? How can you be there? Are you actually getting there?

Let's now study these four stages and see what they actually mean.

The first step in career planning is self-assessment. To find out 'Where you are' placed and why you are in the position. Once you start evaluating your position you will know how focused or lost you are. And accordingly, you will also know how to refocus on your goals and move ahead. Proper and effective evaluation of the reason for your stagnation or your development is also essential. On doing this, you will know if the job you are currently pursuing is actually of interest to you or not.

Your next level should be to set goals, i.e. answering the question, 'Where can you be?' This is a very practical stage of your career planning and no assumptions or superficial beliefs would help you in this situation. Your assessment should be an effective reality check on your growth to find out of the loopholes if it exists anywhere. At this level, you also need to make up your mind clearly as to where you really wish to get, while you are making your career moves.

On answering the above two, you have now successfully reached the third and most dynamic stage of your career planning. Here you need to figure out 'How can you be there?' and prepare your skills and knowledge accordingly. Do a SWOT analysis on your self, i.e. a rigorous check of your Strengths, Weaknesses, Opportunities and Threats. This is the stage of implementing your plans. This is the execution phase.

Next comes a final assessment, to find out whether you are actually getting there. This is a periodical check on your moves. And will guide you to the right path.

The next most important thing in choosing the right career is to evaluate if your values, beliefs and attitude will fit in the job or not. There is no job satisfaction if you are not rightly and adequately paid for the job. And this is one reason for which most people are dissatisfied with their work.

Invest some time out of your schedule to find out the answer to these simple questions and find a career for yourself, which will compliment you and help you to love your workplace.

Top Companies-Survey 2006-IDC DQ

2007-05-05T15:54:00.000-07:00

The Top 20-Best Employers in India - 2006

1. Tata Consultancy Services
2. RMSI
3. HCL Infosystems
4. Infosys Technologies
5. Cadence Design Systems
6. Hexaware Technologies
7. Aztecsoft
8. Induslogic
9. Wipro Technologies
10. Accel Frontline

Top List Company to work in the world with highest pay and Good Employee satisfaction:

1. Google
2. Yahoo
3. Sun Microsystems
4. IBM
5. Oracle.
6.AOL.
7.Apple Computers.
8.GE
9.Microsoft
10.Intel.

Top List Company to work in the India with highest pay, Good Employee satisfaction:

1. Google (bang)
2. Yahoo (bang)
3. Sun Microsystems (bang)
4. Trilogy (bang)
5. Oracle (Hyd, Bang)
6. Adobe and RedHat.(Bang).
8. Microsoft (Hyd).
9. Verizon (Chennai).
10.SAP-Labs.(bang).

Best Quality Training Company for Entry level Software Engg in India is Infosys.
Best Outsourcing Company in the world is Accenture.
Highest no of employee: IBM.
Best Mail Server is Yahoo and Gmail.
Highest Hitting Web site is www.google.com
Best Supporting Company is Access-Linux and Sony.
Best Electronic Company Sony.
Best Computer DeskTop provider is Dell.
Best LabTop provider is IBM-Think.
Best MotherBoard provider is AMD.
Best Client for IT is City Bank and Deutsche Bank.

Best Products by the Software Company:
1. Mainframes Server by IBM.
2. Application Server by Oracle
3. Business ware Tool by IBM MQ-series.
4. Application Servers by Sun Microsystems.
5. Application servers by bea-Weblogic.
6. Application servers by IBM-Webshpere.
7. Oracle database by Oracle.
8. MS Office by Microsoft.
9. Lotus Notes Mail server by IBM.
10 . Integration tools by tibco.

Best Commerce Server is Web sphere Commerce Server by IBM.

Top Best Fields to work:
1. Main Frames
2. SAP.
3. EAI-Integration domain in all tech.
4. Java/j2ee
5. Embedded Technology.
6. Dot Net.
7. Oracle
8. ERP
9. Mercury Testing tools.
10. Networking and Routers using C.

Best Position in Software Company after Management team:

1. Business Analyst team.
2. Application Integration team.
3. Application and Product Development team.
4. System Development team.
5. Quality Control Team.
6. DB Team.
7. Networking and System admin team.
8. Application maintenance and Enhancement team.
9. System maintenance team.
10. Testing Team.
11. Marketing Team.
12. Finance Team.
13. Human Resource Team.
14. Resource Management Team.
15. Infrastructure Maintenance and Help Desk team.

Best Operating System:
1. Unix (For security and Capability)
2. Microsoft Windows 2000 (For GUI and Flexibility)
3. Sun Solaris.
4. Red Hat Linux.

Questions for Leaders at the end of each Quarter of A Year

2007-05-05T14:26:00.000-07:00

When a quarter ends business leaders at all levels will spend the next few days or weeks collecting financial results and reporting on them.

Will all those reports help you manage your business? Hopefully they will be of some help. They might not be enough, though. Here are some additional questions you might want to ask yourself in order to help you turbo charge the next quarter.

Questions About You

What significant contribution did you make to your organization in the last three months? I suggest writing a PAR (Problem-Actions-Results) statement for each of your significant contributions, and pasting it into your resume for future reference. Do it now before you forget what you accomplished.

What new skills did you learn in the last three months? What did you read?

How many new contacts did you make in the last three months? How have you followed up with them? How have you maintained contact with the rest of your network?

What feedback have you received about your leadership skills?

How many times did you get out at the "coal face" - where your team is actually delivering service to customers or making widgets?

What did you do for your mental and physical health this quarter?

What did you do to improve your on-line brand over the last three months? When you google yourself, what do you find?

What does all of that imply for your second quarter self-development plan?

Questions About Your Team

How many times did you give feedback to each of your employees?

How would you rate the results of each of your employees so far this year? Have you shared those ratings with them (you should)?

What progress has each employee made on her development plan this year?

Which employees are over-delivering and may need additional challenges?

Which employees are having trouble and need help (or to be re-assigned)?

What does all of that imply for your second quarter team development plan?

Questions About Your Customers

How many customers did you visit with in the past three months?

What are your customers saying about your product/service and what are you doing about it?

Where are you gaining market share and price?

Where are you losing market share, or sacrificing price?

What does all of that imply for your second quarter market plan?

Questions About Your Business (Or Your Part Of The Business)

What are the trends for gross margin, operating margin, days sales in inventory, days sales outstanding and days payable outstanding?

What is the trend in waste?

What changes are you facing? Are they major or minor? Are they short term or long term? If long term and major, how have you revised your plans to cope with the changes?

What went well in the last three months, and what did you learn from the success?

What went poorly in the last three months, and what did you learn from the failure?

What are the key opportunities and problems you must fix in the coming three months?

What are the key questions you need to answer in the next three months?

What does all of that imply for your second quarter business plan.

Some Killer Questions To Ask In Your Next Job Interview

2007-05-05T14:17:00.000-07:00

Imagine you’re in a job interview and everything is looking great - the job looks interesting, the salary and perks are about right, people seem nice.

What you really need to know now is, “Is this a nice place to work?” Are people happy at work here? Are the managers good? Are the co-workers nice? Or is this company a branch office of one of the nastier levels of hell?

You could always ask them straight out at the interview. “Say… I was wondering… Is this a good place to work?”

But you pretty much know what they’ll say, don’t you? “Why certainly, dear applicant, this company is fully committed to the well-being of its employees. We strive to maintain a high level of employee satisfaction and employees are our number one asset.”

Riiiight!

So what questions can you ask to cut through the corporate b.s. and learn whether this is an actual, honest-to-god, nice workplace?

Here’s what you can do: Ask the people interviewing you about their best experiences working for the company. Questions like:

· What’s been your best experience working at this company?

· When do you have the most fun at work?

· Who do you enjoy working with the most here? What do you like about them?

· Which manager do you admire the most in this company? What do you admire about that person?

· What’s the greatest thing your manager has done for his/her people?

You can ask the person interviewing you. If your future boss is at the interview, ask her. An even better option, if at all possible, is to get a chance to ask some of your potential co-workers. Some companies make this possible, and that’s the best way to learn more about the company.

What’s so great about those questions?

1. Because you’re asking about people’s own experiences, these questions are hard to dodge or to answer with platitudes and corporate flim-flam.

2. These are all positive questions. Even if the person interviewing you is a serial complainer, you will get some information on what’s great about this company.

3. If they think these questions are just waaaay off base and inappropriate, that’s probably a good sign that they’re not into the whole “happy at work” thing :o)

4. Answering positive questions like these puts people in a good mood, which means they’re more likely to like you and consequently more likely to hire you.

Care to try it?

Let me come clean here: I’ve only been to two job interviews in my life - both at the very beginning of my career! I’ve been an entrepreneur for almost 15 years, so I have never tried to use them in this way myself.

However, I have used the same type of questions in sales meetings (which are not too different from job interviews when you think about it), where they work very well.

These questions will give you a much better idea of what a company and its people are really like. If good stories and great experiences start flowing and the word “fun” comes up a lot, that’s an indication of a great workplace.

If they look at you like “That’s the weirdest question I’ve ever heard” it may not be.

How Do We Curb Toxic Employee Behaviors?

2007-05-05T14:11:00.000-07:00

Q: I am HR manager at a nonprofit mental health organization. Many managers are complaining about poor workplace behaviors of employees. Although not illegal, these behaviors are unhealthy and unproductive. Employees do not seem capable of getting along with each other, and it's harming our ability to work efficiently. What can I do to address these behaviors and improve this toxic work environment?

A: The first step is to create a clear list of the exact behaviors you have in mind. Until people know what is and what isn't OK at work, you will continue to deal with employees' differing standards. For some, asking for a date is cute and flirtatious. For others, it's awkward and insulting. For some, terms like "stupid" are playful, while others find it demeaning and unprofessional.

I once worked in a large health care system that asked several respected physicians and administrators to create a code of conduct. The team met with people who had complained of a toxic work environment and asked them to share the details of what employees were saying and doing. From these interviews they then developed a detailed list of inappropriate behaviors.

What may seem menial and rather obvious produced spectacular results. After turning the list into a formal code of conduct, they then asked each health care professional to agree to the code and then started holding people accountable to the new standard. So, start by clarifying the new rules.

At the personal level, deal with each abusive interaction as it happens. Hold what we have come to call a "crucial conversation." Start by assuming the other person isn't fully aware of the impact of their actions. Instead of becoming upset, ask yourself: Why would a reasonable, rational and decent person do what they just did? Now you won't be angry and won't start the discussion on the wrong foot.

Next, describe the problem, starting with the facts: "Here's what just happened" as opposed to what you want to see happen. For example: "You raised your voice and called me incompetent. I was hoping we could keep our conversations free from labels or a harsh tone." Then stop and check for the other person's point of view. "Is that what just happened, or did I miss something?"

If the person agrees but seems unaffected, explain the consequences of their actions - how it made you feel and the effects on your relationship. If they still remain unaffected, explain that you'll have to call in an authority figure. Of course this won't be necessary as long as you start the discussion with a clear and unemotional description of the problem. When you keep a professional tone, the other person is likely to respond in kind and you'll engage in a healthy discussion of the problem.

You are right to be concerned about a toxic work environment. Everybody deserves a workplace filled with civility and respect.

5 Factors That Affect Your Employee's Productivity

2007-05-05T12:30:00.000-07:00

1. Attitude Is Everything
Happy employees are productive employees. And it doesn’t take a rocket scientist or a consulting firm to figure that one out. Negative attitudes can torpedo employee productivity much faster than nonstop basketball being streamed over the Web.

“An employee with a positive attitude usually enjoys the work that they do and feels empowered and recognized for their contributions,” said Henning. “An employee that is complacent and does not really enjoy their work, but is simply there for a paycheck usually does not produce at a high level, develops a bad attitude and generally drags a team down.”

2. Boss Is the Barrier
How can you improve employee productivity when the boss stinks? A recent poll found that, among other things, an employee’s productivity is determined by their relationship with their immediate supervisor. When the bad boss fails to keep promises, never gives credit when due, makes negative comments, or blames others for their mistakes, the productivity level of their employees is significantly impacted.

“A poor supervisor is definitely the No. 1 factor that causes low productivity,” said Barry L. Brown, President of a Florida-based consulting group. “It’s been my experience that a good supervisor will motivate, inspire, encourage and reward good performance. A poor supervisor, of course, is just the opposite, only in multiples. Employees who do not have a direct connection with the company begin to lose all the reasons for wanting to do that little bit extra and take the additional time to make something right.”

3. Productivity: In Sickness and in Health
Health concerns, naturally, are a big drain on an employee’s ability to be productive, and companies know it. At the SHRM Conference and Exposition last June in Washington, D.C., a survey showed that 85 percent of U.S. employers said they were interested in services to increase employee productivity, minimize absences and enhance the health of their employees.

Estimates show that 18 to 20 million American adults age 19 to 64 are not working due to a disability or chronic disease, or are not working because of health reasons. Roughly 69 million workers reported missing days due to illness last year, for a total of 407 million days of lost time at work.

Along these same lines, nearly 40 percent of U.S. workers experience fatigue, according to a study in the January “Journal of Occupational and Environmental Medicine.” Researchers noted that the effects of fatigue, most related to a wide range of physical and mental health problems, on health-related lost productive time is not just absenteeism but also days the employee is at work and is performing at less than full capacity because of health reasons. For U.S. employers, fatigue carries overall estimated costs of more than $136 billion per year in health-related lost productivity, $101 billion more than for workers without fatigue. Eighty-four percent of the costs were related to reduced performance while at work, rather than absences.

4. It’s the Tech Tools, Stupid
All the feel-good, psychological methods of improving employee productivity are great, but they’re useless without the right tools. And the right tools mean the right technology. For an employee to be efficient and productive in today’s job environment means equipping employees with the right gear. Companies that don’t upgrade or ignore the necessity for tech tools like PCs, Blackberries, cell phones and other 21st century tools, run the risk of diminished employee productivity.

Intel, the world’s largest semi-conductor maker, found that wireless notebook PC users increased their productivity by 100 hours per year. They studied the work habits and productivity of more than 100 Intel employees who were upgraded to wireless notebooks and found a gain of more than two hours per week, more than paying for the cost of the upgrades in the first year. They also found that when workers were able to control more of their time, that productivity increased as well.

5. Downsizing and Outsourcing Morale
Ever vigilant of saving a buck and satisfying Wall Street, corporate America has turned to cutting corners by downsizing and outsourcing. Simply put, downsizing expensive labor while outsourcing a cheaper version. For employees remaining in those offices and factories, their morale and motivation can take a big hit. Translation: Will the moves to save money be contradicted by a loss in productivity from disgruntled employees? In most cases, employers fail to recognize that if they downsize or outsource, they need to provide support to the employees that remain. The psychological impact on employees can directly impact productivity, forcing many to focus on their second careers instead of the job at hand.