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.

Perfect the Art of Sharing- People Management

"What separate those who achieve from those who do not is in direct proportion to one's ability to ask for help". - Donald Keough, former President of Coco-Cola

Who determines the management skills imperative for success, the managers, the management or an individual's inherent talent and abilities? History and the experience of great leaders show it's the skills and talent of an individual.

A critical issue often ignored when calculating success is delegation. Delegation is rightly called the fundamental of management skills, a prerequisite to lead a successful personal and professional life.

Delegation
Delegation is the ability to effectively assign the responsibility and authority of a task to another person or group of people. It defines the fundamental skill of a manager, the ability to get work done.

It's fait accompli that managers rarely understand this 'critical skill' or practice it. This 'delegation deficiency' must be cured if managers wish to succeed.

Why delegate?
Business owners or managers are responsible for various activities related to their business. These activities may require a lot more time than they can afford, hindering professional growth. Hence, the need to delegate.

For instance, Brad a recently promoted accounts manager of a company was well versed in all account related tasks and considered a master of all work. This actually proved a disadvantageous. Brad never found time to perform his new managerial tasks. He was always engrossed in resolving the less important issues of his subordinates, his earlier peers.

The key...
Only after a coaching session with his senior did Brad realise that his ready acceptance of his subordinates' duties stunted both his and their growth.

Effective delegation
To be efficient managers must cure the deficiency of delegation.

Right fit!
Before delegating, the manager must ensure that the employee is trained for the task. For appropriate training, the strengths and weakness of the person and the personality need consideration. Thus, managers should be sensitive to the talents and skills of the person.

Information: The basic guidelines while delegating work is the information necessary for the delegatee to execute the work. The resources necessary must be planned. Managers must provide their delegatees (the person accepting the work) the basic guidelines and necessary information to execute the work.

All yours!
Empowerment is necessary for effective delegation. Once the work is delegated, the delegatee must be given the autonomy to execute the job. This will heighten not only the interest of the employee and realisation of satisfaction but also success.

Spotlight!
Delegation relates to the responsibility of the work not the work itself. 'Too many cooks spoil the broth', so does delegation of the same work to too many people. In delegation the results accomplished and the not the process followed are important.

However, tasks that depend heavily on intricate technologies, may stress on the approach adopted to accomplish them. The delegatee must have the liberty to exercise his initiatives.

Two-way road:
Lack of dialogue between the managers and the delegatee may lead to confusion and waste of resources. A frank discussion of the problem / task may help formulate a quick and better plan for the execution.

I am there!
The delegatee may come up with his own way of work and get confused at times. The manager's support is crucial at such times. This boosts the employee's confidence in himself and in the superior.

During the discussions, managers must help resolve the problems and encourage the delegatee to share his views.

Update!
Ensuring the employee's accountability is manager's responsibility. He must get a regular update of the progress of the work delegated.

Returns!
The delegatee may be empowered when the manager is able to execute the work perfectly. Manager's guidance should not prove to be a roadblock in the execution of the work. Interference may hinder progress of the work and may not yield the desired outcomes.

Recognition!
Rewards and recognition ought to be given to the person for achieving the set goal. The credit of an unsuccessful project ought to be shared by the manager. They must consider mistakes as an investment.

Taking the credit...
Dr. Abdul Kalam was the Mission director for India's first satellite launch vehicle project. But the project was a failure in its first attempt. Prof.Satish Dhawan of ISRO (Indian Space Research Organisation) organised a press meet and announced " Friends, today we had our first Satellite launch vehicle to put satellite in the orbit, we could not succeed. It is our first mission of proving multiple technologies in satellite and satellite launch vehicles. In many technologies we have succeeded and a few more we have to succeed, above all I realise my team members have to be given all the technological support. I am going to do that and the next mission will succeed".

After the success of the mission in the second attempt a similar press conference was organised and Dr. Abdul Kalam addressed the conference to announce the mission's success. Dr Kalam rightly pointed out that-

"When success comes in after hard work the leader should give the credit for the success to the team members. When failure comes the leaders should absorb the failures and protect the team members".

"There will be failure in a system, failure in a project, failure in the procurement action or failure in the administrative action even failure in the political system. It is vital to protect the team immediately after a failure from the onslaught effect of failures. We should celebrate the success of individuals and team equally".

Win-win situation
A win -win situation provides better scope for learning, helps the delegatee acquire new skills and explore new avenues and solutions. Above all it saves time and resources.

Hurdles
Resistance to change is a common phenomenon. Resistance could arise from:

Culture:
Organisations' culture is built over years of effort. Lack of a proactive culture hinders effective delegation. The manager should install a culture that appreciates the significance of delegation. Employees must realise that delegation of work is both a learning experience and a growth opportunity.

Reverse delegation may take place where the employee may intelligently pass on the job sighting ignorance as a reason. Subordinates' rejection of responsibility may be due to lack of trust in the superior, lack of confidence in himself and the superior or lack of interest in the activity assigned besides lack of understanding of the process.

Remedy ...
Managers can avert such situations by building a friendly and informal rapport with their subordinates. Regular interaction and building up employee confidence by acknowledging their contribution to various activities other than his basic duties. This installs confidence in the employee and encourages him. Tough tasks could be delegated upon successful completion of simple tasks. The step-by-step process builds employee creativity and enthusiasm.

Thought process
Employees must be encouraged to think positively. With superiors' support and skills and knowledge combined with rewards and recognition employees can develop positive thinking.

Further... The process of delegation thus requires managers to understand the need for it and master the art and foster professional growth. Through effective delegation managers can cultivate a work environment that develops future leaders, time essential for execution of critical tasks and for planning of new projects. Above all it creates a motivated workforce.

Ref: TheManageMentor

Doing Business Across Cultures: Cross Cultural Training That Works

Working across cultures is usually more interesting, if not always more enjoyable, than if we were just doing business with our own nationality.

It is most likely that 60 to 70 percent of "the ways we like to do business" are quite familiar - if not always fully understood - among our cross cultural colleagues and clients.

Conversely, there are several extremely important areas of interaction between culturally diverse people which can probably never be standardized. And these are the areas which provide major surprises - and costly pitfalls. How can we anticipate these differences and work effectively?

As people from different cultural groups take on the challenge of working together, cultural values sometimes conflict. We can misunderstand each other, and react in ways that can hinder our partnerships. More often than not we are not even aware that our cultural filters or assumptions are different from others.

At a minimum, there are three vital areas to take into account when it comes to culturally differing business attitudes and behavior:

• Attitudes Toward Conflict. Some cultures view conflict as a positive dynamic while others see conflict as something to be avoided. While in the U.S. conflict is not usually desirable, people are encouraged to deal directly with conflicts that arise. In contrast, in many Asian cultures, where relationships and harmony are the basis for effective communication, open conflict is avoided. Conflict is seen as embarrassing or demeaning and is best worked out quietly. Written exchanges, indirect communication or using a third person as a message bearer might be the favored way to address conflict.

• Approaches to Completing Tasks. When it comes to working together effectively on a task, cultures differ with respect to relationships and task completion. Asian and Hispanic cultures tend to attach more value to developing relationships at the beginning of a shared project and more emphasis on task completion toward the end compared to Europeans and Americans. In general, European and American culture tends to focus immediately on the task at hand, and let relationships develop as they work on the task. This does not mean that people from any one of these cultural backgrounds are more or less committed to accomplishing tasks, or value relationships more or less; it simply means they may pursue them differently.

• Communication Styles. When doing business across cultures, you may believe you are communicating clearly, but you are probably headed for big trouble. Most executives claim they try to adjust their English language in a foreign business situation. The facts show that there are still problems. After one recent meeting of a Management Committee, we asked a senior Chinese executive how much he got from the discussion. He said, "Not more than 50 percent." Take the time to check whether you are actually understood; avoid using slang and hire professional translators and interpreters.

Turning problems into opportunities

Problem-free organisations are a rarity in this competitive world. Nevertheless, many organisations have been economically successful. What distinguishes such organisations and helps them stay ahead of competition is not a mystery. However, it definitely requires an understanding of the organisational mechanism.

The differentiator

Winning organisations too look for quicker and easier means to solve problems. However, what differentiates them from the unsuccessful ones is their ability to search for workable solutions. They delve deeper to find out the root cause of problems. Such detective work, which brings to light the fundamentals beneath the surface problems, is called deep organisational diagnosis. This diagnosis demands committing of time and effort. Winners are ready to give all the commitment required to convert their problems into opportunities.

Case I

A company had been experiencing poor sales performance and the reason attributed was waning motivation. The top management assumed that redesigning the incentive compensation plan could reenergise the sales staff. The company followed a “do-it-now” philosophy, and the plan was developed and implemented almost immediately.

Sales figures escalated but the underlying problems nevertheless remained undetected. Probe revealed that there was little meaningful communication among the various departments and this led to absence of genuine teamwork. The top management also identified cultural barriers to the flow of communication. Distrust aggravated the situation.

Deep organisational diagnosis had helped the company open doors for creative thinking and identifying opportunities. This gave the company a competitive edge.

Case II

The Chief Executive of a company was disillusioned with the performance of her department heads. Surprisingly, there was little effort from the heads themselves to resolve their problems. Interdepartmental rivalry loomed large and the department heads were highly disorganised. The CEO felt an urgent need for a management training programme. Hence, a training expert was appointed who designed a training schedule taking the CEO’s observations as the basis for diagnosis. The courses focused on problem solving, team building skills, time management and conflict resolution.

However, the situation never improved. Techniques presented through the training sessions were never implemented. The assumption was that the skills imparted didn’t solve managers’ perceived problems. The CEO who initiated the training programmes quit shortly thereafter.
Failure to improve organisational performance could be attributed to incorrect initial diagnosis. Training programmes can identify the need for imparting a skill only when the need for such skill arises. They can however not be used as tools to prevent problems.

The new CEO of the company followed the approach of deep organisational diagnosis. She probed deeper into the managers’ unproductive behaviour and reasons for interdepartmental conflict, also the reasons for not identifying problems much in advance. Probe revealed that the managers were themselves never properly managed by their coach, the former CEO. Their ineffective work habits were also ignored to a great extent. They did what they found fit for their organisation.

The new CEO identified two remedial measures for the company. A general management system to review the management practices. The second one being, managers must be managed. They need greater clarity of roles and the CEO expectations had to be matched with their potential. Thus, deep organisational diagnosis helped the company gain better insights into the action plan for success.

Road blocks

Deep organisational diagnosis is essential and many organisations realise its advantage. However, many organisations are invariably unable to get out of the mire of problems. This is because, they do not identify the following barriers to organisational success.

Edginess: This a common symptom exhibited by organisations showing initial enthusiasm to emerge winners. Quick action leads to faster results and individual rewards. Hence, the temptation to hurry up things is pervasive. However, this could be a barrier to identifying deep-rooted problems.

Simplicity: Simplicity is a virtue, but not in deep organisational diagnosis. Diagnosis must follow the uncharted terrain and not a straight-line approach to solving problems.

Panicking: The fear that deep diagnosis will trace the problems towards those in positions of higher organisational power is another hindrance to long-term success of an organisation.

Skill deficiency: Lack of appropriate skills despite the motivation to diagnose the root cause for surface problems could mar organisational success. Skill deficiency is considered to be resulting in organisational problems more than individual problems.

Broader perspective: Root causes are cross-boundary issues that require visualising the organisation as a macro-system functioning beyond a single specialisation.

Hyper competitive pressures: The accelerating pace of innovation and competition requires organisations to be always on the run. Only then can they survive and excel in their area of business.

The irony

All barriers to success along with hyper competitive pressures pose a paradox. The irony is that as the organisational issues are on the rise, the time available to understand those issues is decreasing. Ideally companies should differentiate between surface and underlying problems.

A Ten Step Escape strategy

Caught between the market forces and organisational complexities, organisations look for escape strategies. A ten-step strategy would help companies face organisational challenges.

Understand the irony: Managers must be made aware of the ironical trap they are caught in. The first step in breaking the paradox is to understand the paradox.

Evaluate ROI: Time invested in identifying the root causes, before plunging into an action effort, always pays-off well.

Tap the creative vent: Innovative ideas lead to better performance. The knowledge- and growth-creating potential of deep organisational diagnosis helps organisations follow the path to success.

Apportion time: Managers must be encouraged to apportion time to optimise their organisation’s potential, keeping in mind the importance of problem solving and planning.

Systems approach: Managers must be coached to view organisations in systems perspectives. They need to emphasise on a complex network of processes and relationships.

Development programmes: Managers recognise the need for well trained management and therefore place greater emphasis on management development programmes. Development programmes must include lectures on differences among symptoms, superficial causes and root causes.

Use diagnostic tools: Analytical methods to solve problems and identify the core issues must be used and effective action taken.

Creative bent: Kindling the creative fire in the managers can challenge them to tackle the diagnostic process.

Driving forces: Employees taking the initiative to deal with underlying issues need to be rewarded. Also they must be provided sufficient time to unravel tricky issues.

Embed the process: The value-generating power of deep organisational diagnosis is efficiently used when managements incorporate it into the fundamental thinking processes. This internalisation leads to continuous organisational improvements and transformation.

Finally

Deep organisational diagnosis is not a simple affair. Time and determination are the prime requisites to change the deep-seated habits of puzzling symptoms of underlying problems. However, investing in these valuables is worthwhile and nets enormous profits.

Ref: TheManageMentor.

How to purposefully increase your natural creativity!

There are three different kinds of creative responses.

Back-to-the-wall creativity

There are times when you are stuck in a difficult situation. Your back is to the wall. Your survival instinct comes into play very strongly. There is no option but to find your way out.

Suddenly your mind becomes very creative. It is as if you had a huge reserve of creative energy which is now available to you in one powerful burst. You do your best to come out of the predicament you have got into. And you do.

You can call this sort of creativity back-to-the-wall creativity. You are compelled to be creative because your survival is at stake. You find a solution because you can’t afford not to.

Manna-from-heaven creativity

You are driving on a highway. The weather is great. The landscape is beautiful. There is something in the air that connects you to some childhood memory. Soon your mind starts flitting from one memory to another. You feel very good.

Suddenly, something wells up in you and you are struck by a perfect solution to an unresolved issue. Or it can be a blockbuster of an idea capable of changing the course of your life. How it happens is a mystery.

You can call this sort of creativity manna-from-heaven creativity. It happens unexpectedly. It is a godsend. Some connections are made and magically an idea knocks at your door.

Conscious-and-purposeful creativity
You want to design a new product or launch a new service. Or maybe you are just looking for ways to enhance productivity. You consciously look for a creative solution. You collect all the information.

You get other people’s views.

You look at the problem from several angles and examine it clinically. You spend sleepless nights racking your brains. Then after several days of hard work, you hit upon the perfect solution. You are happy that your efforts have borne fruit.

You can call this sort of creativity conscious-and-purposeful creativity. This is the result of effort, hard work and discipline. It is a cool-headed, deliberate attempt to arrive at a creative solution.

It is all well-earned!

All three kinds of creativity have their due place in life. While the third kind is the result of your own sweat, the first two kinds are seemingly dependent on outside circumstances.

Interestingly, when you use the third kind of creativity more often, it sharpens your creative responses and builds some kind of a ‘reserve’ of creativity in you. It has the effect of enhancing your overall creativity including the first and second kinds.

While the third kind of creativity is obviously ‘well-earned’, the first two kinds are no less so because eventually they too are more or less dependent on the ‘reserve’ built by the third kind!

Reference: Shalu Wasu

First Impression, Last Impression

The first day of work is one day no one forgets in a hurry. Whether you’re on your first job or your fifth, the sheer novelty of being in a new office, and dealing with new people is enough to give even the most seasoned professionals an acute case of ‘butterflies-in-stomach’. We’ve all heard the clichés about the first impression being all-important and no one wants to commit an irreversible faux pas on their first day at work.

Many people choose to play as safe and get away with pleasant first days at work. Raedita Tandon, an entertainment journalist with cine-magazine shares, “I was given a lot of advice from my parents before starting as it was my first job.” She further adds, “I was told to be myself but be careful of what I said, be friendly with everyone, but not to be too free either.”

Not all people are that lucky, of course. Take the case of Sheetal Kapoor (name changed), who used to work in the customer care department of a large company. “I started off on a Sunday shift, and once we were feeling quite laidback and getting a lot of uninspiring calls,” she reveals. “There was this one particular call where I gave a customer wrong information out of disinterest. As it turned out, it was my boss who had called to check up on us, and he gave me a piece of his mind for being so lax,” she adds. While things usually smooth themselves out over the course of time, it helps to be on your toes and avoid such incidents by preparing oneself.

Sometimes, however, people can be overenthusiastic in their attempt to make a good impression, which can lead to unfortunate consequences. There are people like Hari Srinivasan (name changed) who had disastrous first days because of overzealousness. “I had just shifted to a new magazine and there was no set way of working. I had just come from a more established magazine and I was used to working in a particular manner,” shares Srinivasan. “I was completely lost and had no idea what was going on. So I went ahead and edited some articles and got pages laid out, despite the fact that there were no set templates. Eventually, I was questioned as to why I did that and I had to re-do all that work,” he informs.

How does one recover from a seemingly unforgivable slip-up? Because, not only can these be detrimental to one’s image and self-confidence, they can also cause a slight deviation in what would have otherwise been a smoother career graph. The answer lies with etiquette trainers who help equip professionals and job-aspirants with the required soft skills to make sure they don’t commit professional hara-kiri. “Corporate etiquette trainers groom you on intra and inter-office etiquette, also dealing with cross-cultural traits,” states Hetal Parekh, a corporate etiquette trainer. “Companies usually hire them in orientation programmes, but one can also get it done personally,” he notes.

Here are some tips offered by Hetal Parekh for that first day:

Dos

1) Know the culture of your company and dress accordingly. Looks matter and that is half the battle won. 70% of your impression depends on how you look, 20% depends on your body language, and only 10% on what you’re actually saying.
2) Find out your hierarchy, and make sure you don’t cross the line. Use discretion when speaking of superiors to other people. Know your job profile.
3) Be prepared for unknown surprises in your daily schedule. Carry a lunch box just in case there isn’t time for lunch. Make sure you have a way to get back home. Be prepared to stay till whatever time you may be required; don’t be in a hurry to leave.
Don’ts
1) If you have internet access, don’t surf the net even if you have nothing to do. It creates a bad impression. Remember, you are definitely being watched.

2) Sending out personal e-mails or forwards is a no-no. Try not to take personal calls. If absolutely necessary, keep them short.
3) Don’t gesticulate a lot; be careful of your body language. Don’t be too loud and attention-seeking. Always shake hands with everyone you meet; a good handshake is a must.

Times Ascent