People Management - Simply Engaging!

Simple measures can make a big difference to employee engagement and organisational performance. ..

Key learnings:

1. Gender, hierarchy, culture and industry have a great impact on employee engagement
2. Employee engagement is best ensured through job satisfaction resulting from contribution
   

Employee engagement is essential for corporate survival. The significance of a committed and engaged staff can not be undermined.

Employee engagement represents the extent of emotional affiliation that employees have with their jobs. It is difficult to quantify engagement levels in terms of numbers. Nevertheless, it is important to measure it. An important factor in measuring employee engagement is the cultural bearing of the organisation. The meaning of employee engagement varies with geography, and depends to a large extent on the cultural disposition of the organisation. The corporate definition for engagement varies widely from country to country. In India, employee engagement is an emotional subject, encompassing elements like loyalty and commitment. Further, in the context of Indian companies, employee engagement is tangible, and can be quantified by the years of association with the company.

Along with different definitions, countries also have different sets of motivating factors. What motivates an Indian may not motivate an American and vice versa. Hence, understanding the interplay of various factors that result in employee engagement or disengagement can help leaders craft a successful strategy.

Engaging dimensions

Employee engagement is best described as the degree of alignment between job satisfaction and job contribution. When employees feel that their contribution is adding value to the job, it results in job satisfaction, which in turn leads to greater employee engagement. Hence, using these two parameters to ascertain the level of engagement can help leaders get a better insight to steer their efforts.

According to Business World – Anexi BlessingWhite survey on employee engagement, employee satisfaction and contribution combine in five different ways. They are:

1. Fully engaged
2. Nearly engaged
3. Honeymooners and hamsters
4. Crash and burn
5. Disengaged

Each of these categories represents the level of employee engagement in the given job. The fully engaged category includes workers who are extremely satisfied with their jobs and contribution to the organisation. The nearly engaged section includes workers who score high on the contribution front, but give a few points a miss on the satisfaction component. The honeymooners and hamsters include those who are new to the job and show great drive to stick around. The crash and burn category includes workers whose contributions always fall short, thereby resulting in a state of perpetual dissatisfaction. The disengaged category, as the word suggests, comprises the disinterested lot, who figure on the underperformers list. In the context of Indian companies, 34 percent of employees are fully engaged, 29 percent nearly engaged and 13 percent are disengaged.

This segmentation of employees on the basis of their engagement levels can help leaders chalk out a better people management strategy. Employee engagement is a dynamic function and is affected deeply by the changes in the external environment. Thus, apart from employee behaviour and individual aspirations, there are other factors that have to be considered for a thorough understanding of the way engagement expresses itself.

Key determinants

Employee engagement, as mentioned earlier, depends on a large number of factors. In addition to an employee’s personal aspirations and cultural moorings, critical factors like gender, hierarchical status and the industry also influence engagement levels. The BW-Anexi survey revealed that men are 10 percent more engaged than women, and 6 percent less disengaged. Further, engagement also increased as one moved up the hierarchy. Those at the lower hierarchical levels showed less engagement, while those at the top exhibited maximum engagement. The difference in the levels of engagement was also evident across industries. In case of research-driven industries like pharmaceuticals, employee engagement was found to be low, while the engagement levels were high in service-oriented industries. Thus, it is evident that employee engagement depends on a number of parameters.

As mentioned earlier, job satisfaction and employee contribution are the two key components of employee engagement. However, understanding each of these, and the factors that lie within, is important to get a clear perspective of the interplay and dynamics of employee engagement and its components. According to the survey, job satisfaction is influenced by the following factors:

1. Career development opportunities and training efforts (30 percent)
2. Challenging work (19 percent)
3. Better opportunities to leverage one’s strengths (29 percent)
   

Employee contribution, on the other hand, was found to be greatly influenced by:

1. Development and training (26 percent)
2. Effective feedback at regular intervals (25 percent)
3. Clarity of goals and a clear understanding of what the individual is required to do and why (22 percent)
   

The aforementioned factors represent the Indian sentiment, but are also consistent with the global opinion about factors influencing satisfaction and contribution.

Final thoughts...

While employee engagement is a dynamic function and is dependent on a number of factors, it surely can be managed by incorporating certain basic measures. However, before doing so, leaders and managers must be sensitised to the various factors influencing engagement and steer their efforts to ensure perfect alignment.

Ref: TheManageMentor.

Sabbatical Saga- People Management

Taking time off or unpaid leave is now looked upon as a relief variation to the ongoing layoffs

Key Learnings:

• Layoffs have become more of a norm today, and both the employers and employees are finding the entire process agonising


• Sabbaticals and programmes like unpaid leave offer benefits to both the employer and the employees


• The current economic slow turn has seen an increase in the number of employers opting to offer sabbaticals as opposed to layoffs

According to the website yoursabbatical. com, a sabbatical can be defined as "a planned job pause - paid or unpaid - whereby an individual takes time to rest, travel, volunteer, learn a new skill, or fulfill a lifelong dream before returning to work. Eligibility and benefits will also vary from company to company."

With so many layoffs happening, experts urge more and more organsiations to use sabbaticals as an easier alternative to 'distressing layoffs.'

Carol Sladek, a principal in Hewitt Associates' work/life consulting practice, says, "It's a longer-term solution than just saying, 'OK, today we're in trouble. We need to eliminate jobs.' Sabbatical is a good alternative- especially in an economic downturn."

Why sabbaticals?

Apart from doing away with layoffs, the benefits of offering sabbaticals are many. Employers look at it as one way of retaining their valued employees, re-engaging them, reduced turnover and no re-hiring costs. Despite the downturn, employers are optimistic of better days ahead. And keeping in mind this optimism, employers are in support of sabbaticals.

Sadly, many organisations are still unaware of all the benefits a sabbatical programme has in store. According to Hewitt Associates, 'only 4% of employers offer unpaid sabbaticals'. The primary reason for these dismal figures is the refusal to let go, whether it is leave or the employees. Also, many fear the loss of star performers. Will they ever return back or look for greener pastures?

To state, sabbaticals are an essential part of work/life balance and understandably helpful in the grim economy too. Hiring new set employees is financially precarious as the cost of replacing an employee is almost twice the salary. Given these restraints, employers are opting for unpaid time offs also known as sabbaticals. Sabbaticals initiate and promote 'cross training' amongst the rest of the employees. For instance, replacing the employee who has taken off implies that another employee assumes more responsibility and new learning of the job.

Sharon Klun, director of work/life initiative, Accenture, sabbaticals like the ones at her firm "could be a tool to help get companies through a bumpy economy."

Companies that offer sabbaticals

It is not surprising that most companies that offer sabbaticals have been featured on 'companies we want to work for', 'fortune 500 companies' and the 'best places to work for'.

Accenture has been one of the forerunners in espousing 'sabbaticals' as a great way to rejuvenate, reconnect and retain employees. With already a large number of work/life programmes in its kitty, Accenture came up with sabbaticals or unpaid leave after an employee survey revealed a massive appeal for the same. 'Future Leave' as the sabbatical programme is known at Accenture offers 'time off' that can extend up to three months and can be availed once in every three years.

The upshot of this programme is employees use this time off to learn new things, dedicate time to family, volunteer to help the needy or some even take a trip to the Himalayas. Rejuvenating is the key here. Since, the entire programme is unpaid for, the employees set aside some amount from their salaries every month. Once they have sufficient amount to fund their 'sabbatical' they take time off. The employees are enthusiastic about funding their sabbaticals. In addition to this, Accenture conducts 'personal engagement surveys' to comprehend how well these initiatives work in ensuring a fair and commendable existence.

At Deloitte, sabbaticals can be extended up to five years and during the unpaid leave period the employees have access to mentoring, small work projects and training at low costs. This is to ensure that the employees are not completely detached from the organisation. They believe that with these initiatives the "highly valued individuals, can re-enter the workforce and we would be at the top of their list to get them back, rather than leave the firm, get disconnected and not come back."

Sabbaticals, what it offers the employer and the employees'?

Let us list in short the benefits of a sabbatical to the organsiations:

• Talent pool: Since the high performing employees stay on the payroll, the organisation retains talent, knowledge, expertise and also cuts re-hiring costs.


• Attracts future talent: Organsiations with work/life balance initiatives are almost on every talented individual's wish list. Thus it helps in attracting potential talent.


• Fulfilled workforce: The entire workforce is happy with such initiatives and the cross training involved is a learning process for employees.


• Since it is seen as an alternate to layoffs employees, future employees and clients are happy. The repute of such organsiations are higher especially during tough times.


• An encouraging workplace attracts and retains talents, commands greater credibility amongst clients and stakeholders and is seen as a whiff of fresh air in the market.

Sabbaticals for the employees:

Helps them rediscover themselves , relearn and paves way for deeper introspection

With this kind of awareness and refreshment, employees are better equipped mentally and physically to take on challenges at work once they resume work.

With sabbaticals, the commitment and loyalty of the employees towards the organsiations are deepened

The benefits of a sabbatical are manifold, from new passion for work, better creativity, and most importantly higher commitment of the workforce. Taking a sabbatical needn't be treated with trepidation; it is just another way to learn.

Kathie Lingle, Director of a global human resources association sums up the response to pressurising work environments as "Smart organisations are looking at how to keep people whole and sane with them."

Sabbaticals maybe the answer!

Reference: TheManageMentor.

Learning in a Tough Economy

Although there seems to be no shortage of bad news in the business world these days, there is a bright spot for learning leaders: Economic downturns often present opportunities to make learning more effective, thereby making organizations more competitive.

When the economy slows, corporations are forced to respond. It's a simple financial matter: Less money coming in means less money available to spend. Common fiscal belt-tightening techniques include budget cuts, spending and hiring freezes, and reducing the size of the employment base through buyouts, attrition or layoffs.
As organizational leaders weigh tough decisions on where to cut costs, they should ask themselves one simple question: "Do we still want to be in business after the downturn?" If the answer is "yes," one area in which spending should not be cut without some serious strategic thought is employee learning and development.

True, adjustments may be needed. The learning and development department probably should reduce spending just like everyone else. Instead of cutting all initiatives in equal fashion, smart organizations retain initiatives that are critical to business success and cut back on those that may simply be "nice to do." Think of it this way: It wouldn't be prudent for a restaurant kitchen to eliminate fire extinguishers to save costs in lean times, would it?

Canceling an arbitrary portion of training initiatives across the board creates the illusion of savings - some real via eliminated travel expenses and some potential under the assumption that freed-up staff time is put to good use. But without strategic thinking about where cuts should be made, such moves could end up damaging the differentiators responsible for competitive advantage.

Planning to Outlive a Recession

Development is a key factor in ensuring people stay engaged in the organization and continue to have an impact on the company's bottom line. Giving current and potential leaders the development they need helps a company weather the storm and continue to excel. So how can necessary cuts be made with minimal long-term damage? What can be cut, and what should remain?

To guide the decision-making process, company leaders should sit down with line managers and talent professionals to examine the key factors to business success and which training and development initiatives enhance these factors. Smart companies proceed strategically so that reduced learning and development spending won't blunt long-term corporate success.

Look at Talent Management as a Response to Economic Downturn

Don't spread reduced training dollars as if they were peanut butter and you were trying to make 10 sandwiches with only enough available for five. Such a nonstrategic approach simply reduces effectiveness across the board - including in the areas responsible for a firm's competitive advantages.

Instead, choose more carefully who you need to invest in and which types of behavior you need to impact. This means you have to determine which offerings have the most immediate and direct effect on the business and on customer experience. It also may mean you have to be more selective about who is invited to participate.

Take the example of Company X, which has a significant development initiative for high-potential leaders. This program has shown visible impact for participants and their managers. As the economy enters a soft period, Company X opts to cut spending for the coming year. How will this initiative be changed to compensate for this cut? Should the program be eliminated for a year or two? Should it be adjusted so it's less intensive? In the end, a decision is made to retain the initiative as its current level of intensity, but to offer it to fewer individuals.

Let's look at the impact of this decision:

a) The nomination criteria for the program are strengthened. This results in more in-depth discussions by senior leaders and managers about who should attend and increases the value of this initiative in the minds of these influential individuals.

b) Chosen participants benefit from the same high-quality program as participants from previous years, and any feelings of being cheated by having to settle for a second-rate version are avoided.

c) Management takes the opportunity to communicate to those who didn't make the cut. They're told of the reduction in slots this year and are reassured they will be reconsidered for participation the following year. They are disappointed they won't get to attend this year, but are glad that when their turn comes they will not get a second-rate version of a program that has become well-respected.

d) Those who did make the cut are told they were among a smaller group chosen, leading to a clear understanding of the company's desire to retain them over the long term and even more accountability to put what they learn into visible practice.
In this way, a spending cut ends up positioning the company to reinforce its commitment to a development program that really makes a difference. Most companies tell their employees that they are the firm's most important asset. Company X found a way to walk that talk.

Ensure All Training Efforts Are Critical to Continued Business Success

The key issue here is deciding what behaviors, industry gatherings and activities are truly critical to business success. When budgets are cut, learning and development managers need to ensure a clear line of sight exists between training efforts and the value they provide for the business and its customers. A good example comes from the manufacturing sector: A downturn is not the time to scale back training on quality or safety technique. Any refinery manager will tell you the same thing in a heartbeat.
On the other hand, an economic downturn probably is a good time for a company expanding in Latin America to limit Spanish-language instruction to only those being deployed there in the near future. Broader training across the talent pipeline in this area can be resumed once the economic storm has passed.

In truth, a time of universal economic contraction may even be a time when expanded training efforts become necessary. Key customer relationships may cool due to less frequent in-person visits and increased reliance on voicemail and e-mail. This may happen at precisely the moment when the customer is looking for its own ways to cut spending.

Companies in this situation would be wise to invest in new or enhanced targeted sales training to ensure confidence and credibility in dealing with nervous clients. It's human nature. We all want to affiliate ourselves with the strong, the confident and those who will survive. Customers of organizations are no different. They want to know that the entities they outsource to or buy products from will still be there after an economic downturn has run its course. Such a strategy not only serves an immediate business need but also positions the company well for when the economy regains its health.

Leverage Learning From Work Experience

An economic downturn is a great time for companies to think beyond the traditional workshop format. Much can be learned on the job and in collaborative groups. Simulation-based learning, increased coaching and mentoring, and looking to company leaders to teach others based on their own experiences all can have a deeply positive impact on the leadership pipeline.

Whether the format looks like a community of practice, an action learning team or simply a facilitated discussion group, learning and development leaders can help get people talking with each other about their own experiences and what they have learned.

Look to Technology

Technology-enabled learning can extend development investment when economic times are tight. Similar program content can be delivered without the associated travel costs, and if done well, an atmosphere of engaged group learning can be maintained.
Let's look at another example, this time from a firm we'll call Company Y. This organization has professionals based in locations around the globe. These individuals gather in person twice each year to review case studies, swap notes and discuss the latest trends. Company Y anticipates a slowing economy and makes a decision to eliminate these twice-yearly gatherings to save travel and accommodation costs.

But Company Y doesn't stop there. In fact, its corporate leaders have been researching lower-cost alternatives ever since the meetings' costs were tagged for discussion. After all, the value of these best-practice exchanges are tangible and are one reason why Company Y's people are so clued in to the needs of their clients. Although Company Y eliminates the twice-yearly in-person gatherings, a quarterly webinar is instituted in its place to cover the same topics. The employees experience continuity of best-practice information flow. True, employees miss the face time with colleagues, but at least they know their needs for connection and development still matter as Company Y realizes cost savings.

Companies should look to intranets, online chat rooms, SharePoint technology or other existing resources to enable collaboration and idea exchange between teams and colleagues geographically separated from one another.

Move From 'Training' to 'Development That Makes a Difference'

Learning professionals know that, as engaging as any training event can be, the lessons learned quickly can dissipate and fail to translate into meaningful changes on the job without an effort to make the learning "stick."

To reap full the benefit from resources spent on learning and development, companies need to effectively communicate expectations to the individuals who will be taking part, as well as to their managers. Success is more than just showing up at a training event. Insights must lead to action, and action must translate into practical improvements in performance.

Taking a realistic approach to learning and development means ensuring people know what needs to be improved, they are motivated to improve and they get useful knowledge and tools to address their targeted areas. They also need opportunities to apply what they have learned, and they need to be held accountable for improvement. These strategies can help drive effective integration of new skills. They're also another example of a reaction to an economic downturn that can have a lasting positive effect on the company long after the economy has improved. Learning professionals can seize the moment to drive best practices into place.

Foster Dialogue About How Competitive Advantage Can Be Maintained or Enhanced

An economic recession is like any other type of organizational change, only this one is imposed from the outside. Employees and management can't hide their heads in the sand waiting for the recession to pass or for the "other shoe to drop." The challenge needs to be faced head-on.

Learning and development leaders can help foster dialogue among employees about what the business needs to do to be more competitive than the next company. After all, the whole industry is in the same situation. Issues need to be addressed with emotional engagement, not just a set of dispassionate adjustments. This is the time to increase communication in all directions and encourage employees to respond thoughtfully. Ask them to help prioritize how development dollars get spent. Such discussions often yield surprising and valuable insights.

Set the Stage for Increased Competitive Advantage

Recently, Personal Decisions International conducted a survey of human resources professionals and other business leaders around the globe to uncover organizational approaches to retention of key employees in the slowed economy and what tactics they have found to be most successful. Among the 530 respondents, 93 percent said retaining key employees is even more important during an economic downturn.

Perhaps counter intuitively, the survey found "accelerating the development of key employees" to be a more effective tactic to retain these individuals than "competitive pay and benefits." These responses offer real-world evidence that employees want development opportunities and will stay with the company that offers them.

Skillful learning and development leaders can foster a common vision of what it looks like to be successful, even in a recession. Those who do so will mobilize and focus energy across their organizations, both for today and tomorrow, as they become catalysts for action and learning.

Author: Marc Sokol
[About the Author: Marc Sokol is the senior vice president and global practice leader of development solutions at Personnel Decisions International. ]

10 Strategies for Maintaining Commitment in Tough Times.....

There are many factors that will influence which organizations come out strong at the other end our current economic turmoil. One of the most important:

* Will the good people stick it out until and when things start to turn around? ("The good people" being those with the skills and the passion to help fulfill an organization's purpose.)

What Difference Do Passion and Purpose Make?

You've seen this: Two people standing side by side, doing essentially the same work, and yet they have extremely different perceptions of the meaning of what they do. A favorite example: One worker sees her job assembling neonatal respirators as "helping to save the lives of premature babies." A colleague at her shoulder considers himself a "tube hooker-upper." There was a time -- in the dark ages of command-and-control management -- when tube hooker-uppers were the ideal employees. They were replaceable, compliant cogs in the machinery. Not anymore. The evidence keeps mounting that employee engagement and commitment pay off.

Organizations need as many lifesavers as they can get, especially now.

None of us can flip the switch for others when it comes to feeling positive or negative about work. But here are some strategies we've found useful with our clients to help create an environment in which people want to contribute in good times and not-so-good times:

1. Constantly speak to the value of the work your organization does. Meaningful work is a powerful motivator.

2. Involve people early and often in changes that substantially affect their work. In this economy, those kinds of changes are happening daily in some organizations, if not more often.

3. When involving people in decisions and changes, be clear about the level and type of input and involvement you want. Are you brainstorming? Are you looking for feedback about specific plans? And be clear about who is making the final decision so you don't create false expectations.

4. Give people options whenever possible -- in matters big and small.

5. Keep people updated about how you are faring in relation to stated objectives. People want to know the score.

6. Give people control over as much of their own work as possible. Tell them what needs to be done, not how to do it.

7. Create the expectation that complaints should come with solutions. Encourage people to identify problems, but also to suggest how to deal with them.

8. Push as much decision making as close to the people responsible for the work as possible. We all own our personal decisions more than those imposed on us.

9. Delegate as much important work as possible. It helps people learn, grow and feel more a part of the process.

10. Ask for and act upon people's ideas and opinions. You don't have to implement every suggestion, but every suggestion deserves a response, even if it is a "no" and an explanation why.

Make a Difference,

Ref: Brian McDermott

Downsizing: 7 Steps to Help Employees Cope

The November 2008 U.S. job loss report was staggering. More than 500,000 jobs shed in one month, the worst one-month job loss since December 1974. That brings the 2008 job loss total to 1.9 million.And according to a New York Times report on the job loss situation, deeper cuts will probably happen in 2009.

The HR department isn't always involved in making the decision to downsize; however, HR is in the driver's seat when it comes to orchestrating a smooth transition for everyone who's affected. And although you may not make the layoff announcement, there are many things to consider as you prepare to deal with the anger, grief, and stress often associated with downsizing.

Emotionally prepare yourself. Recognize the fact that you may grieve along with the employees. Part of this step means getting ready for the psychological effect the layoff will have on everyone, including the "survivors." Employees who are left behind are often sad and anxious because they have lost friends and are concerned about their own job security. Some feel guilty that they are still with the organization when others are gone. In addition, they will be required to do more with less, a challenge that may initially seem impossible.

Prepare for the downsizing announcement. You may not actually make it, but you will be asked to explain to the employees what to expect. Always focus on layoffs with respect and dignity. Write down what you plan to say in describing your roll in assisting the employees who will lose their jobs. Then practice out loud until you feel confident. Expect anger and sadness in response to your message. The more prepared you are, the easier your job will be, and the more helpful you can be to the employees.

Consider how you can help. In-house outplacement services can assist those who must find other work. Find out what is available in your community to meet the needs of the unemployed. Be empathetic and willing to go the extra mile in helping your laid-off population. Keep in mind that your "survivors" are watching you and the way you handle those who are leaving.

Minimize the effect of downsizing. Do whatever it takes to win back the trust and commitment of your remaining employees. Show the "survivors" how to be change-resilient; it's essential to overcoming the obstacles. Define exactly what is changing and what isn't. It's not uncommon for your "survivors" to believe that everything is changing when, in reality, most everything is staying the same. You need the "survivors" on your side more than ever now that you are, in many cases, short-staffed.

Communicate early and often. Honesty should play a major role in everything you do and say. These are the people you depend on to keep you in business. Tell them what you know and what you can share. If you aren't allowed to tell them some of what you know, try to explain why.

Be accessible to those who are left. As busy as you are, if employees feel they can't get your attention, you are in trouble. Commit to returning e-mails and phone calls, and make sure employees know when that will happen. During the time of uncertainty, the more accessible you are, the easier it will be for everyone to adjust to the changes.

Be a cheerleader. HR has a major responsibility in redesigning, training, and employee engagement, especially after a major layoff. Employees are looking to HR for guidance in filling in the gaps and getting the right people in place to do so while managing the social pressures that are inevitable with layoffs. Remain positive, set goals, and help others who are struggling with what they are being asked to do.

About the Author: Carol Hacker is an HR consultant and seminar leader who ranks among the experts in the field of recruiting and retention issues. She's the author of 13 highly acclaimed business books. Carol can be reached at (770) 410-0517 or carol@carolhacker.com.

HR Strategy: From Execution to Influence

To be effective leaders in their organizations, HR executives are going to need to successfully move the function from executing strategy to influencing it before decisions are made. The HR function has evolved over the past few decades, with each decade having a guiding paradigm that was interrupted by periods of economic recession.

The '70s were the decade of compliance, a time when HR's role seemed to focus on being the cop that kept managers from making discriminatory employment decisions. The '80s saw the emergence of strategic HRM, but from a siloed perspective as each aspect of the function (staffing, compensation, training, etc.) attempted to tie its activities to the firm's strategy. The '90s were characterized by the "strategic partner" paradigm, a time when HR's role was focused on aligning all of the function (processes, policies, etc.) in order to execute the strategy.

The present decade has been the decade of talent, with HR focused on creating the processes to attract, develop and retain the talent critical to organizational success. In each decade, the value of human resources increases, but each of these paradigms shares one thing in common: They all view HR's role as the executor of strategy. While HR's role in strategy execution is critical to both its internal credibility and the business' success, the emerging responsibility -- something we hopefully will see a lot more of in the next two or three years -- is to move from executing strategy to influencing it.

How HR leaders do this depends on whether their firm's strategic decision-making is characterized as a rational process or a process plagued by human frailty.

A Rational Process

The "rational" model suggests that strategy is a linear, goal-oriented, decision-making approach that entails gathering all of the relevant information and then making the decision what maximizes the relevant outcomes for the firm. This is usually the subject of the offsite "strategic planning" meetings and are reflected in the "strategic plan."

This approach assumes that all those involved in the decision share the same goals, but maybe not the same perspective or the same information. Thus, by getting them together to discuss their different perspectives and share their different information, consensus around what constitutes the "right" decision can be gained.

It is largely this model that has guided some of the work suggesting that HR can influence strategy by being "at the table" when these decisions are being made. Many decision-makers have functional blinders that limit how they define a problem. In addition, due to the pressures exerted by the financial community, decision-makers are prone to focus on the financial outcomes of a decision while ignoring other potential outcomes (corporate reputation, legal risk, customer reactions, employee engagement, etc.). These limitations to the decision-making process may result in decisions that provide maximum short-term financial payoffs, but simultaneously begin a set of processes that may threaten long-term viability.

In this model, the role of the HR executive is to ensure that these "unintended consequences" are all discussed and addressed before the decision is finalized. HR executives achieve this best not by telling, but rather by asking. Because HR executives may lack a reputation for deep knowledge of all areas of the business, they may not be viewed as a credible source of suggested strategies. However, because HR leaders are at the table, they can ask important questions. For instance, in the case of a downsizing or layoff, they might ask:

a) "If we decide to downsize by 10,000 will we be able to maintain our ability to provide customers with what they want from us?"
b) "What are some of the legal risks that we might incur if we engage in this layoff?"
c) "How will this impact our reputation as a socially responsible company?"
d) "Will this layoff be a negative signal to our talent that encourages them to start looking elsewhere?"

The economics of the business may dictate that laying off 10,000 employees is necessary. However, forcing the discussion may lead to either a different decision (Can we cut back hours and pay across the board instead of a layoff?) or to a better way to implement the same decision (How can we communicate to our talent that we value them so they do not begin looking outside?).

My work in studying HR leaders over the past three years reveals that forms of this process often take place outside of the normal "off-site" meeting. Members of the top management team may disagree with the direction a powerful CEO is pushing, but may be unwilling to express their disagreement openly.In this case, the HR leader's role is to try to surface those areas of disagreement confidentially, and then be the conduit to confront the CEO with these conflicting perspectives. This confrontation may take place in the CEO's office or at the executive leadership team meeting itself. Either way, HR executives are influencing the decision-making process when they take the responsibility for ensuring that all perspectives are recognized before a decision is reached.

Certainly, HR leaders can state a point of view, and, if grounded in a deep knowledge of the business, their opinion is often valued by other decision-makers. So the influence can be gained by persuasion as much as by questioning. In either case, the HR leader does not have the authority to make the better decision, but an effective HR executive will always make the decision better.

Plagued by Human Frailty

One hopes that the rational decision-making process characterizes all, or at least most, of the strategic decisions. However, has anyone ever seen a top management team? Too many "teams" are really made up of a group of individuals with their own ambitions, egos, desires and agendas.

A successful CEO may have become so blinded by his or her own success that dangerous levels of hubris begin to emerge. Or, either overtly or covertly, members of the team who hope to ascend to the CEO position may opportunistically seek to undermine the CEO and/or his or her potential competitors for that role. In essence, members of the top management team, like every other human being, can be subject to human frailties, and those frailties can severely impact the strategic decision-making process.

First, what are human frailties? These are universal characteristics of the human condition that, under the right circumstances, result in individuals making decisions that put self over others. While they are not limited to these, I like to focus on two that encompass most of the dysfunctional activities.

Hubris refers to excessive pride, or a belief that one's self is so good, intelligent, etc., that one can do no wrong. Every decision is the right one, and when others disagree, it is only because they do not possess the same level of capability. For instance, when retail industry novice Bob Nardelli, chairman and CEO of Home Depot, argued with longtime retail industry analysts that same-store sales was not a good metric for judging performance, he was displaying hubris.

Opportunism refers to self-interest seeking with guile, or having such a focus on achieving one's own ambitions or desires that one is willing to do whatever it takes, regardless of the consequences to others. The road of failed strategies is littered with leaders overcome by human frailties such as Ron Allen of Delta Air Lines, Jean-Marie Messier of Vivendi Universal or Phil Condit of Boeing. These are not evil men who sought to do harm to their organizations, but rather leaders blinded by their own weaknesses, which led them to pursue strategies that failed their firms.

In a process plagued by human frailties, HR executives may not find themselves in a position to influence at the table, but rather in the hallways; outside of the normal decision-making process.

Looking ahead, what do HR executives who find themselves in positions to influence decisions need to do? Here are several suggestions:

a) Be vigilant in identifying the first signs of human frailties. Business leaders who become isolated, unwilling to harbor disagreement, abusive or exhibit behavior that suggests they are above the rules are those suffering from frailties. If they are to succeed, the HR leader must step in.

b) Erect the guardrails that prevent human frailties. Executive coaches, 360-degree appraisals, employee-survey feedback and other feedback mechanisms can provide information business leaders will find difficult to ignore. My work with CHROs suggests that one of their major roles is to be the person who provides the hard feedback of how a leader is being perceived by others. Whatever the source, such feedback can keep egos in check and make leaders aware of their unrecognized opportunistic tendencies.

c) Create the controls that minimize the impact of human frailties. Some leaders may be overcome with frailties, yet still be effective decision-makers. For instance, much has been written about Steve Jobs, chairman and CEO of Apple, and his ego, tantrums and abuse of employees.

However, his intuitive grasp of the industry provides him with unique insights that have enabled Apple to emerge from the proverbial dustbin of the information- technology industry to become one of the most admired companies in the world. To the extent that his board and those around him ensure that he cannot make all decisions unilaterally, his frailties can live on while their impact is controlled.

Be ready to put your badge on the table. Most HR leaders can tell at least one story about the time they had to put their job on the line.

Randy MacDonald, senior vice president of HR at IBM, suggests that all good HR people will risk being fired at some point in their careers when they have to stand up for what they believe in. Sometimes it was having that hard conversation with the business leader about his or her weaknesses. Sometimes it was going before the board to report to them the business leader's weaknesses.

Regardless of the situation, the effective HR leader has a fiduciary responsibility to the shareholders to ensure that the most effective leader is in place, and sometimes that means replacing the present one.

Our emerging research on HR leaders suggests that the most effective ones successfully oversee the implementation of business strategies through human capital decisions and HR processes. But it also suggests that those who stand out are the ones who can expertly influence strategic decisions before they are made, be that at the table or in the hallway.


Ref: Patrick M. Wright
[About the Author: Patrick M. Wright is the William J. Conaty GE Professor of Strategic Human Resources and director of the Center for Advanced Human Resource Studies in the School of Industrial and Labor Relations, Cornell University. He has published more than 40 articles in journals such as Academy of Management Journal, Academy of Management Review and Strategic Management Journal, and has co-authored two textbooks: Human Resource Management: Gaining Competitive Advantage and Management of Organization. Wright previously held positions in the College of Business at Texas A&M University and the College of Business at the University of Notre Dame.]

Motivation mantra for tough times

‘When the going gets tough, the tough get going’. This realisation is dawning upon India Inc as many firms go whole hog in boosting the morale of employees during tough times

How much does it take to say a few words of appreciation or simply saying ‘You Care’? Not much, isn’t it? Motivation lessons, personalised letters from the CEO, advisory sessions, learning workshops etc are an entirely new chapter which India Inc is incorporating to boost the morale of employees in the slowdown scenario.
Companies across sectors are leaving no stone unturned in motivating their employees and keeping up productivity levels. In today's context, it is absolutely imperative to create an atmosphere of trust, understanding and cooperation between various groups within an organisation to sufficiently motivate the employees. It is also necessary to provide a platform for them to discuss the impediments, both subjective and objective, to maximise team performance. Such an approach in organisations will help motivate the employees to develop action plans to circumvent the obstacles and focus on business propositions.

“Motivated employees have a very high degree of desire to excel and take great pride in their performance. In short, a group of highly motivated employees make the difference between success and excellence,” notes VT Gopinath, executive vice president, Actis Biologics, a Mumbai-based biotech firm.

SumTotal Systems, a global provider of talent development solutions recently celebrated its annual event called ‘Synergy ‘08’ which allowed employees to come in direct contact with the CEO. The event saw a gamut of one-on-one discussions taking place between them. “Employee engagement is the core focus at this point. Simply giving employees a feeling that everything is perfect is half the race won,” says Lekha Sishta, VP - HR & talent management, SumTotal Systems – India.

“What added value to the event was that we had one-third of the company involved in it. Such factors not only help in keeping up productivity levels of employees but also keep them engaged,” adds Sishta.

Adding further to this, Shekhar Aggarwal, MD, Surya Food & Agro says, “In the present scenario where companies across sectors are retrenching their employees, we conduct regular motivation workshops for them. These workshops have far reaching ramifications on the employees that further tend to boost their morale and productivity.”

Ambience Group, a Delhi-based realty firm believes in standing by its workforce during tough times. “During this slowdown, the management understands how difficult it is for the marketing people to meet the targets. Keeping this in mind, the company sends out personalised emails from the MD stating the good contribution by the employees,” notes Ramesh Shah, strategic advisor, Ambience Group.

“We also hold motivation workshops as it helps build the spirit of the team,” adds Shah.
In order to build confidence among employees and battle with the economic slowdown, Dr. Verma, director, HR & Management Support, LG believes that the manager should be a rational thinker. “Boom and recession are both the features of an economy and hence follow each other,” adds Dr. Verma.

The company has initiated ‘Ask the MD’ where an employee is free to post a suggestion which is directly addressed by the MD himself. “We conduct standing meeting where the MD addresses the entire staff and asks for suggestions etc.,” adds Dr. Verma.

We cannot deny the fact that an organisation’s greatest asset is its employees. Keeping the workforce intact during tough times is the biggest challenge companies are facing these days. Pats on the back, showing concern, giving personal attention etc are some of the methods that firms are adopting to beat the blues.

Ref: Sheetal Srivastava

How HR Professionals Can Play a Role in Protecting the Enterprise

The story that made headlines this past summer of the San Francisco IT administrator who locked top administrators out of the city's network for several days should spark some serious discussion among HR professionals. The incident was a classic example of what a disgruntled employee with elevated privileges can do to take down the enterprise, such as encrypting data or changing passwords to restrict access to business functions.

IT professionals perform invaluable functions – without their services, organizations could not function. On the flip side, disgruntled IT employees are generally recognized as the highest risk an organization has, as they can do irreparable damage by stealing, corrupting or restricting access to data. A recent study indicated that an incredible 88 percent of IT workers would take company secrets and remote access credentials with them if they were fired. To mitigate this staggering statistic and avoid situations similar to the one in the San Francisco lockout, HR needs to develop a close relationship with their information security staff.

Once a disgruntled IT employee gets into a position where there are red flags that he or she might be a risk to the organization, steps need to be taken to restrict that person's access to the network. Having regular contact between the HR and information security departments will help management stay informed of potential "problem" employees, which is key to approaching the entire issue of insider threats.

Keeping your organization's data secure requires the cooperation of every employee – but HR in particular should play a critical role, especially with IT professionals, starting with the hiring process. When putting together a job description for a position that will have access to the organization's information assets, such as a network or system administrator, HR needs to clearly understand the duties and responsibilities of that position. For example, how much authority is vested in a particular job? What sort of access control will be in place for this position? Effectively communicating job responsibilities requires a close relationship between HR and the information security department, yet security professionals are often left out of the process.

The organization must also place a relative value of importance upon the information in the database that is being protected. Until an organization classifies what the data is worth, it will never know how valuable it is. What would be the impact of the damage to the organization if certain data was lost? For instance, what if the company's intellectual property fell into a competitor's hands? It could put your company out of business.

Another important factor to consider in the IT hiring process is to know more about the type of person you're putting in charge of your information assets. Thorough background checks should be performed before any hiring decision is made. That means more than a simple credit check and 15-second phone call, which is all that transpires in many cases. You need to look into the past of those employees requiring elevated clearance levels to determine if there's a history of disruption or any sign of previous instability. In many instances, this type of information is not discovered until after the person has already been hired; you may then have to alter their job or even terminate them.

Once employees have been hired and put in place, the next point of consideration for HR should involve separation of duties. Giving any one position too much power is rarely a good idea. For the IT professional, there should be a clear separation of duties, whereby one person doesn't have complete network control or authority. It is advisable to divide network responsibilities between at least two people to prevent significant changes within the IT infrastructure. Even if the two positions are totally independent of one another, the position descriptions should be linked to communicate that no one person will have sole responsibility for a particular function, such as access to changing passwords across the entire network.

Companies need to be especially aware of employee behaviour during difficult times. Actions such as layoffs, lack of bonuses or pay increases, or turning an employee down for a promotion can prompt some people to want to 'make themselves more important' – escalating their privileges to give themselves additional responsibilities and control. Companies need to be aware of suspicious behaviour within their network. Therefore, an independent, knowledgeable party such as an information security professional should consistently review network logs to check who has accessed various portions of the database and network. Your company's network(s) and databases must also be segmented with access control best practices in place.

If bad company news, or even the rumour of bad news, is on the horizon, HR should alert the security person to be on the lookout for suspicious behaviour. For example, if there is a massive change of passwords by one individual, or someone suddenly has more authority than they had before, that individual needs to be closely monitored or even isolated until a sufficient investigation can occur. Enforced vacations and job rotations are sometimes necessary for those holding highly sensitive positions.

Any time an organization tries to cut corners with their security and doesn't have enough people in place to provide a separation of duties, the organization runs the risk of putting all their eggs in one basket. The days when it was satisfactory to perform a 'minimum' level of security are gone. Having a second person in place that can understand the technology and undo any damage – or prevent the damage from happening in the first place – is crucial to any organization's well-being.

Ref: http://www.hr.com/

A to Z of Motivation

Avoid Negative Thoughts, People, Things and Habits.

Believe in yourself.

Consider things from every angle and others points of view.

Dare to Dream and Dream Big

Energy, Excitement and Enthusiaism is in your blood.

Family and Friends are hidden treasures; enjoy these riches.

Give more than you planned to.

Have a good sense of humour.

Ignore Critisism, Ridicule and Discouragement from others.

Jump on Problems because they are Opportunities in disguise.

Keep up the good work however hard it may seem.

Love yourself, just as you are.

Make Impossibility a Possibility.

Never lie, cheat or steal, always strike a fair deal.

Open your eyes and see things as they really are.

Prefect Practice makes you perfect.

Quitters never Win and Winners never Quit.

Reward yourself for every small success and achievement.

Stop Wasting your Time and Procrastinating important Goals.

Take control of your Life and your Goals.

Understand so that you could Understood.

Visualize your Goals and Dreams everyday.

Win over your own weaknesses and make them as your Strengths.

Xccelerate your efforts

Yes Yes Yes, Yes you Can and You Will…!

Zap your Stress and Enjoy your Life..

Boost Engagement in a Financial Crisis: Tell the Truth

The recent turmoil on Wall Street appears to carry more than just financial implication: It may be lowering employee productivity and engagement, as well.

In a new survey by Workplace Options, a work-life consulting and training company, half of respondents said they are experiencing stress because of financial concerns, and nearly the same amount said that stress makes it hard to perform their jobs.

"It's a critical issue because the first reaction is to hunker down, play it safe and try to not stick out," said Jim Haudan, CEO of Root Learning and author of The Art of Engagement: Bridging the Gap Between People and Possibilities.

"When fear, uncertainty and doubt reign supreme, people begin to get on the [anxiety] train," Haudan explained. "They look at turf control, they begin to catastrophize what's going on, and they begin to worry if [they're] next. All of these emotions are very real, and all of these emotions are exactly what you don't need at a time when you want people to unify, align, change and be agile.

"To help get employees back on track and to leverage workers' capabilities to the fullest, Haudan said talent managers should advise leaders to do the following:

1. Convey the reality of the situation.

Above all, leaders must be frank with employees. "People are amazingly resilient and able to deal with the downside, but the unknown is paralyzing," Haudan said. "The leader's job is to bring the facts into focus and create a perspective.

"To do that, leaders must engage in two specific behaviors: tell the truth and show the bigger picture. "[When leaders tell] the truth, people actually becoming more trusting," Haudan said. "It's when you're not thinking you're being told the truth that you become less trusting.

"There's a very emotional connection, too," he explained. "Telling the truth also conveys that we, leaders, understand the predicament our people are in in such an empathetic way it creates a connection [that allows us] to go forward rather than stay where we're at.

"But leaders also should be sure to convey the bigger picture to employees. Haudan said employees often complain they only receive bits of information that can often give them a haphazard view of what's going on, like disparate jigsaw puzzle pieces.

"They said, 'Why don't [executives] just send the cover of the box across to the puzzle, so we can see how it all fits together and then realize that some of these parts that seem to be in conflict may have their appropriate places?' I think more than ever in these turbulent times, getting people to see the 'box top' of the business and the state of the business is absolutely essential to tap into their capability," Haudan said.

2. Communicate the "score.

"When the financial crisis began to unravel, many employees were glued to their computers, constantly clicking for updates."I've never seen so many [people] check the market so many times in one day," Haudan said. "Human beings, in times of turmoil, want to know what the score is. There's never been greater curiosity about the score; use and leverage that curiosity to not only [get employees to] understand the business but to keep everybody in the game. The urgency can either tear us apart or be a catalyst to bring us together."

3. Prioritize.

Employees are likely to feel overwhelmed in turbulent times, and when upper management unwittingly leads them to believe every initiative is urgent or important, they're more apt to just give up. Leaders should focus on keeping things simple and direct to improve engagement.

Ref:Agatha Gilmore

Employee Motivation

Motivating employees can be one of the biggest challenges as an employer. Constant pressure to increase productivity, profitability and revenue growth can often overshadow the importance of how an unengaged workforce can negatively affect corporate performance.

In today's turbulent, often chaotic, environment, commercial success depends on employees using their full talents. Yet in spite of the myriad of available theories and practices, managers often view motivation as something of a mystery. In part this is because individuals are motivated by different things and in different ways.

Nationwide studies have shown that up to 80% of employees are not engaged by their work.

While some employees produce to their highest capability regardless of the incentive, others need an occasional spark of motivation. When handled effectively, the result can be greater productivity and increased employee morale.

Keeping employees motivated is the key to maintaining a productive, successful business. Managers must find ways to motivate employees and make them want to live up to their full potential. To do this effectively, managers need to understand what motivates employees within the context of their respective roles.

Advantages of Employee Motivation
A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people:
· achieve goals;
· gain a positive perspective;
· create the power to change;
· build self-esteem and capability,
· Manage their own development and help others with theirs.

Key trends in human capital- Perspective 2008

Maximizing the value of organizational resources has never been more challenging as in this phase of turbulent world economy. Evaluation of human capital policies and processes should be directly related to the business performance and financial obejctives of the organization. This is the only way people will be given due recognition and rewards that their efforts deserve changing HR function from "resource Absoring" to " Value Adding " business investment.

There are these four human capital drivers that will have the most significant influence on organization performance. They Constitute:

Leadership
Engagement
Talent management
Learning & Innovation

These drivers are closely interrelated and the inability to excel and compete in any of these drivers will result in failure in all of them. Effective leadership is essential to gain full engagement of employees. Engagement is essential if talent is to be attracted and retained. Learning and skills development will contribute to the development of innovatory breakthrough s to produce essential competitive results.

Leadership driver remains at the op of human capital agenda. In this tig,htened global business environment, demand for enhanced leadership skills is even greater. Leadership has been defined in various ways but its essentially the ability to influence people to work effectively towards the achievement of organization’s goals. Leadership in today’s business environment is increasingly seen as a shared responsibility rather than a domain of an individual. As per PWC report, if leadership of an organization is effective then its comparative positioning against its competitors would be superior.

Employers over recent years have shown increasing interest in engagement of their workforces. Research has shown a link between highly engaged employees and the bottom line results. There is also a close relationship between employee engagement and customer satisfaction.
Managing talent effectively is a competitive necessity. Filling critical roles with competent and committed people at the right time is a major business requirement. It provides a performance edge that is important for sustainable growth. The War for Talent has gained significant momentum.

The ability of an organization to innovate remains one of the major contributors to its continued sustainable economic performance. The ability of an organization to produce the innovation essential to remain competitive depends on the range of other actions its undertaking including its leadership development, its talent bank, engagement of employees, plus the infrastructure it has in place for exploring new customer offerings.

All the above four drivers are critical to human capital’s impact on an organization’s performance. It is possible that different approaches may be needed ; Identification of ‘pivotal employees’ in talent management, the concept of shared leadership, identifying more focused points of engagement for employees and building innovation requirements into all employee roles.