Effective advice-giving calls for understanding emotions..........................................

1
Staff career blues read ominous signs before crisis sets in.......................................2
Ensuring employee health must be first duty during a pandemic................................3
Align wor ethics to corporate culture........................................................................!
Self control best weapon to deal with dominating boss.............................................."
#oo beyond monetary ways to motivate staff............................................................$
%ecruiters must essentially prepare candidates before interview................................&
Attitude surveys can reveal true facts about '% climate...........................................1(
)ariable pay tailor it right to avoid ve*ing issues...................................................13
%oadblocs to creativity impair competitive spirit....................................................1!
#eave herd instinct behind when maing career choice............................................1+
Self-managed teams remain highly motivated..........................................................1&
Effective advice-giving calls for understanding emotions
Often, while discharging your duties at work you are required to provide advice based on your
technical expertise to others say your boss, a client or a colleague. But to your surprise your well-
intentioned advice frequently falls on deaf ears. You are baffled at why your suggestions though
technically sound have not been implemented. erein lies the catch. !o become a good advisor
technical brilliance alone is not enough. "long with good advice you must have some good
interpersonal skills too. You are wrong if you think advice giving is #ust a logical process. $t has an
emotional undercurrent that you must take into account. Before you can influence others, you must
build a good rapport with them and earn their trust. %nless you learn to recognise and respond to
others& emotions, you cannot become an effective advisor. Your success greatly depends on your
ability to understand their personalities and ad#ust the advice-giving process accordingly. !herefore
the next time you are asked for advice, remember to do the following to improve your
effectiveness'
Choose right words: (hile giving advice pay careful attention to language. )uggestions for
improvement may carry an implied indication that things are not being done well at the moment.
!his feeling switches the other person into a defensive mode. )o first you must find a way to
convince him that your intention is not to criticise but to help him. *hoose the right words to
express your views so that it comes across with respect and any implied criticism is softened.
Understand perspectives: $f you talk directly about how to improve things, you may not find
instant takers. !o be really effective as an advisor you must know how to influence the thinking of
other people. "s a first step, try to gain good insights into what they think and why. (hen dealing
with more than one person such as committees you must take extra pains to collect this data. +ach
person in the group brings a different perspective to the problem you have been asked to help with.
)o find out beforehand who is going to attend the meeting. *all each of them in advance to find out
their take on the issue. (hen you understand their individual views and concerns you will be better
equipped to provide expert guidance and secure a buy-in for a preferred solution.
Be a guide: !he most effective way to influence a client, subordinate or a colleague is to help him
find the solution himself. $nstead of saying what you want him to do, develop a gradual reasoning
process that helps him arrive at the logical conclusion himself. !he whole process should involve
more of questioning and listening than suggesting improvements. (hile helping the person solve a
problem you can ask questions like'
, (hy do you think this problem occurred-
1
, ow can we do things differently-
, (hat pros and cons do you think exist for the various options-
, (hat do you think is the best option under the current circumstances-
By helping him discover all the available options, their costs, benefits as well as risks involved, you
can gently guide him to the preferred solution.
Emotional support: .eople in general look forward to support, affirmation, approval and
appreciation from others. !his also applies to people whom you need to give advice be it your boss,
client or a colleague. $n order to make them listen to your advice and accept it you must develop
the right behavioural skills that ensure the kind of emotional support they expect along with your
technical guidance.
Customise: !ailor your advice giving approach to suit the individual who has sought your help.
/epending on the situation and the other person&s preferred style of interaction, you have to make
amends to your approach. !he key to success is to be sufficiently flexible and discover what works
best in any given situation.
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Staff career blues read ominous signs before crisis sets in
Your star employee has spent the better part of his youth building his career with your company. e
has worked long hours, pushed the envelope and achieved challenging goals that you have set for
him. e has done all the right things and superiors have glowing reports about his performance.
4ust when you think he is set for a long and hallowed innings with your company, he quits saying
that he is disillusioned with his #ob.
/oes this situation seem familiar- 2any people, regardless of the career path they have chosen,
reach a point in their career when they start experiencing discontent, boredom or a vague feeling of
self-doubt and this has a serious impact on their confidence and productivity levels. (hat your
employee may be going through could actually be a phase of debilitating mid-career crisis.
$t is important to understand that as an employee grows and matures with the organisation, his
expectations and aspirations change. !hese expectations may range from better remuneration and
professional advancement to recognition, better roles, greater autonomy and work-life balance. "
person with a few years of experience in an organisation will have higher expectations from the
company when compared to a person who has #ust #oined the organisation even if he has
comparable years of experience. (hen the company fails to recognise this fact, it is setting the
stage for mid-career disillusionment.
%sually, mid-career crisis occurs due to confluence of a number of factors. !he most commonly cited
factors for disengagement with the #ob are monotony and lack of challenges. )ometimes, poor
communication between the management and the employee may result in the employee perceiving
a lack of challenges and growth opportunities even though it may not be true. Other common
factors that that can trigger mid-career blues include transitioning into a role that requires the
employee to take up more responsibility than he5she can handle, friction with supervisors or peers,
a perception that the employee may be missing out on other lucrative opportunities outside,
extreme pressure, a fear of incompetence or the inability to keep pace with technological
advancements.
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2anagers are often caught off-guard when a performing employee claims to be disillusioned with
the #ob, but the ominous signs are usually there for the reading, well before it all comes out into the
open. %nderstanding the causes is the first step towards tackling the problem. 2anagers need to
keep track of ma#or changes in employee behaviour and attitude. $ssues like conflict with
colleagues, poor team management and drop in productivity need to be viewed seriously. "part
from ensuring that they have the tools needed to do their #obs effectively and encouraging them to
take part in the decision making process, managers also need to take active interest in the
employees themselves. 6et to know your employees better, understand their strengths and
weaknesses, what drives them, what their goals are and what success means to them. 1ecognise
the contributions of employees and reward them in ways that are important to them.
*ompanies need to be proactive about channelling their human resources in the right direction. One
company, for instance, has a performance appraisal policy where it is mandatory for managers to
discuss with employees who have completed a certain number of years in the organisation on which
area they would like to specialise or receive training in.
Others offer employees the option to change roles through #ob rotation and internal transfer
programmes. Yet others provide mentoring and one to one counselling for affected employees to
ensure that they do not get lost or disillusioned by what could essentially be a normal, passing
phase of a career.
.eople may go through mid-career blues even if they are in a very rewarding #ob. !alented
employees are particularly vulnerable because they get easily bored with routine and monotony. $t
is all a matter of perception, and in such cases a little understanding, guidance and mentoring from
the management can go a long way in bringing them back on track.
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Ensuring employee health must be first duty during a pandemic
Businesses have a great responsibility to ensure the health and safety of its employees at all times
and particularly at a time when the spread of the 707 virus has triggered panic the world over,
corporates need to treat it as an emergency and put in place preventive and safety measures to
counter this threat. .reparedness can help minimise the impact of any contagious disease or
epidemic on your staff and beyond.
$n the event of an epidemic, the health and safety of your employees must be your prime concern
and you must let everything else including productivity and profitability take a backseat.
1e-evaluate the need for employees to travel to affected geographic areas 8domestic or
international9 for business purposes. $f travel is absolutely essential, employees must be given
adequate protection including medicines, vaccinations or protective gear that can protect the
employee from a possible infection. $nsurance cover, travel advisory, emergency medical care advice
and other precautionary measures are also deemed mandatory.
.recautionary measures such as health screening of employees who have returned after visiting
affected areas may also be undertaken to ensure that any infection is effectively tracked and
restricted.
+nsure that employees who are unwell recover completely before returning to office to reduce the
chance of their spreading an infection.
.eople who are suffering from other ailments are particularly vulnerable as their immunity levels
may be down. !ake all factors into consideration and be liberal with leaves of absence.
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*ompanies must also be prepared to allow employees to telecommute as many may not be able to
attend office due to sickness, transportation difficulties, quarantines or from having to care for sick
family members.
.ostpone or cancel any public events planned by the company and wherever possible use
technology to minimise the need for direct close contact with clients or customers, especially in
affected areas.
*hange office layout and seating arrangements to allow for more ventilation, air circulation and less
crowding.
"ll precautionary measures must be taken to fumigate and saniti:e the workplace, including regular
cleaning of ventilators and air conditioning ducts. 3eep windows open to allow for circulation of air.
1est rooms, work tables, equipment, telephones and other frequently used surfaces must be
regularly sanitised.
3eep cleaning supplies such as soaps, tissues and paper towels handy to help maintain hygiene in
the workplace.
*ommunicate company policy with regard to health care and insurance to employees, and educate
them about safety and preventive measures put in place by the organisation.
3eep abreast of the latest communications relating to the epidemic and educate your employees
about the steps needed to safeguard themselves from the threat. $mportant updates and
information can be communicated through the $ntranet or company website to keep employees up
to-date.
.lan ahead to minimise the impact of contingencies like temporary closure of offices or factories on
key business functions.
2ost organisations are not adequately prepared to deal with crisis situations such as the spread of
epidemics although the crowded nature of today&s workplaces makes them vulnerable to the spread
of contagious diseases.
!hese measures will help restrict the spread of infection, and ensure the health and safety of your
staff.
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Align work ethics to corporate culture
"t a time when bottomline issues and moral compromises are increasingly blurring the thin line
between right and wrong, there is a growing clamour to equip employees to handle the ethical
dilemmas they encounter in day-to-day work. (hether it is the shocking scandals that have rocked
the business world with alarming regularity in recent years or *+Os indulging in aggrandisement,
the problem of ethics-the lack of it rather- appears to have pervaded our work culture, changing our
values and the rules by which the game is played.
(hile it is mandatory for companies to include a code of ethics and conduct in the policy handbook
given to every employee, most employees tend to give it the go by or at best, a cursory glance. !he
tedious and ambiguous nature of the document also means that many employees are unable to
understand and apply what is written to real workplace situations. $t&s no surprise therefore to find
that the values such organisations claim to espouse often get lost in translation. (ith greater power,
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discretion and access to resources, there is also greater temptation to misuse them. "lthough most
organisations have included ethics5code of conduct training as part of their training programmes,
the need of the hour is to go a step further and imbibe the right values into the organisational
culture and help employees continuously remember and practice these values.
" well structured ethics programme has to be aligned with the corporate culture and must have
written policies and procedures to reinforce it. !ypically, top management sets the pace for a milieu
of ethical integrity, for unless the top management reflects and upholds the value system, it is
unlikely that the message will percolate down to the employees. *hoosing the right communication
tool too can play an important role in getting the message across to the employees and helping
them imbibe the values. !he medium for communication can range from intranet postings and
messages to open house sessions to newsletters and e-mails from the *+O.
(hile external consultants providing ethics training are widely available and in popular demand, the
expert opinion is that internal programmes 8supported by external assistance, if required9 are more
successful in helping employees imbibe the values in their day-to-day lives. )ome companies handle
ethics training through 1 initiatives, while others have ethics officers and ombudsmen to enable
employees to seek assistance for their problems with full assurance of confidentiality. Yet others
have made ethics training part of a diversity or leadership programme that&s directly tied to
performance goals and based on values. 2any organisations also encourage peer groups and
committees that are responsible for recognising and rewarding employees for upholding positive
values in their everyday lives.
"re your wondering if your organisation provides a positive and ethically sound work culture for
your employees- $f so, here are some of the questions you may need to seek answers for.*an you
ensure the value system that your organisation stands for is permeating into the decisions and
everyday lives of your employees- /o you have systems and people in place to enforce these values
and ensure integrity, fairness, and accountability in everyday practices- "re your employees
provided with a defined support system that they can turn to in case they encounter ethical or
moral dilemmas in the course of their work- /oes your performance management system
encourage and reinforce ethical behavior, and is it tied to your company&s values- "re the
consequences for any breach of the value system made clear and are they consistent throughout
the organisation-
(ithout proper training and reinforcement, employees may find it difficult to take a right decision in
situations where ;right& is not defined in black and white, but in shades of grey. $t is in this context
that ethics training provides much needed support. " successful ethics programme has the ability to
translate intentions and guidelines into effective management policies, workplace practices and a
positive organisational culture.
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Self control best weapon to deal with dominating boss
,o you happen to wor with a dominating colleague who always wants to run the show
and get his way by taing over all situations-
.r/ do you have a manipulative boss who wants to control every aspect of your wor
from what and when you do to how you do it/ even to the e*tent of bulldo0ing you-
"
1es. 1ou are then saddled with an obno*ious control frea who is overwhelmingly
dominating and interfering. 'e leaves you with no choice as he always insists on calling
all the shots and if you are not looing/ may 2ust tae over your whole life3
4eedless to say/ it is difficult to wor with a control frea on a daily basis. 4ot only does
he mae your life e*hausting and stressful but can also affect the 5uality of your wor.
6hile you cannot let such a person run your life/ you do have to find ways to wor with
him.
'ere are a few tips on the same7
8he oldest and simplest rule is to not give him control over you in the first place. %ead
the warning signs of arrogance and superiority and try to maintain a distance from the
start. 6hile this may appear 5uite difficult/ what you should do is step around his
controlling actions and carry on with your wor.
8he control frea will try every tric in the boo to dominate your wor and use you as a
puppet. 9f you lash out in return or get agitated lie him/ it will only give him more power
over you. 6hat you should do is stay calm and focussed in spite of the tension. Even if
you feel intimidated or threatened/ do not reveal that the actions are affecting you he
will be stupefied and have no choice but to give up soon. Arguing with a control frea is a
complete waste of time/ as he will continue to bicer to no end until you give in and he
has his way. :hallenging him comes with its own set of riss/ as he will never be open to
any sort of negotiation. 9nstead/ a simple tric is to 2ust pretend to agree with him on
especially the small things ;particularly if he is the boss<.
%ealise that all he wants is to be heard. 1ou have to be ind and patient as you hear out
everything that he has to say and it=s half the battle won3
,o not forget to show that you are considering what he has said and value his opinion so
that he feels acnowledged.6hile you may have to give in a bit 2ust to eep the peace/
always stand your ground. 1ou should now when to say >no=.
6hile the control frea will always try to control the agenda/ you can attempt to subtly
direct him to decisions and conclusions/ but without ever letting him realise what you are
upto.
Step bac and let him hog the limelight while you shrewdly lead him around to your way
of thining.
9n spite of everything/ it is easy to start feeling humiliated and incapable around a control
frea. 8he constant domination can hit your self-esteem maing you feel degraded and
worthless.
+
1ou have to protect yourself by remembering that the controlling actions actually stem
from his hidden fears/ anger and insecurities.
'e is actually terrified of failure and is trying to control others 2ust to protect himself.
All you need is lots of self-control and you can soon restore your control over both your
life and wor3
Look beyond monetary ways to motivate staff
;(hat will motivate these employees to go that extra mile-& has been a question on the minds of
managements. !he world over for a long time now. (hat motivates one employee does not appeal
to another. "nd what was once a successful motivational factor does not work the next time on the
same employee< +specially the outcome of applying money as a motivational factor seems to be
actually inconsistent.
!o state precisely, money is a stimulus rather than a motivator. $ts focus is short-term results, not
long-term goals and intentions to encourage career development efforts of employees. 2ichael Beer,
a arvard professor says, =2anagers tend to use compensation as a crutch. "fter all, it is far easier
to design an incentive system that will do management&s work than it is to articulate a direction
persuasively, develop agreement about goals and problems, and confront difficulties when they
arise.>
Other reasons why money is not the right kind of motivator are because it hampers healthy
competition. .eople driven by money disregard the interests of the company in the chase to fulfil
their self-interests. $t is not possible to convert performance into monetary rewards accurately. )o
people unhappy with their reward show it on their performance and teamwork is disrupted. Yet
some companies still try to lure their employees with excessive bonuses. 4im *lemmer, the author of
!he ?eader&s /igest opines that only weak leaders use money as a motivator. e says, =!he big
problem is that managers have consistently listed money as the number one factor that they think
motivates people. )o they keep fiddling with pay, bonuses, and financial incentives in a futile
attempt to find the elusive combination that will motivate people to higher performance.>
!o drive better performance and productivity from employees, organisations should create and
nurture the right kind of work environment- an environment that caters to the different motivational
needs of employees. )ome of the factors that help in moving in the right direction are' @irst is fair
compensation plan. +mployees should be duly compensated for their efforts. !he compensation
structure should match the best industry standards. "nd once it is in place, money should not have
much significance in employee motivation efforts. !hen comes providing the employees with all the
facilities required to perform their duties efficiently and helping employees derive #ob
satisfaction.ere are a few low-cost quick tips to improve #ob satisfaction in workers'
A 3eep telling the employees how important they are for the organisation
A *ommunicate- everything and anything related to them
A "lways discuss plans on improving facilities at the workplace even though you may not implement
them during tough times like now
$
A Be ob#ective in assessing employees& performance and do not form an opinion on them
A +mpower your employees
A "ppreciate employees when they try to do better
A Believe in your employees and entrust them with responsibilities
A 6ive employees chance to resolve mistakes
2otivation is not a force that can be supplied from outside. $t has to be generated from within. "nd
it is a manager, who as a true leader can inspire his employees to grow personally and
professionally overcoming every inability and obstacle. " leader does not have to tell his followers to
improveB his charisma and actions bring transformation in others silently. )o the next characteristic
of the environment is managers being role models to their employees.1especting the interests of
employees assumes much importance in today&s context. !he managers should help employees
understand where their interests and strengths are. !hey should support development of each
individual employee. !his is essential to establish a trust based relationship between the employee
and the employer and motivates the employee to align his goals according to the goals of the
company.
2otivating employees is not about buying better services by paying higher price. 2oney can force
employees to duly deliver their duties. But it cannot motivate them to excel.
Recruiters must essentially prepare candidates before interview
As a recruiter/ you have found some real good candidates for the client=s 2ob. ?ut/ when
you place them in front of the hiring employer/ none of them/ not even the trophy
candidate/ maes it to the final selection.
1ou have to eep searching over and over again with no end in sight. @any a times the
interviewing process itself happens to interfere with what can otherwise be good hiring
decisions3
?ecause the fact is that a seemingly strong candidate who clearly meets the 2ob criteria
may still fail to mae it 2ust because he does not interview well or possesses a slightly
radical mi* of 5ualifications. Else/ the hiring manager may himself have poor
interviewing sills or his emotionsAbias may eep him from properly assessing the
applicant=s competency. Such superficial reasons often cause a promising deal to fall
through.
6ell/ taing the time to prepare the candidates before they meet with the hiring manager
can eliminate a lot of these interview hiccups. 8his will help them to become confident
and come across as savvy/ high-class candidates instead of remaining a nervous and
worried lot.
.bviously/ this will boost your productivity enabling you to mae many more placements
in lesser time spans. 9n fact/ Bcandidate preppingC can improve your hiring batting
average ;sendouts per hire< by 2"- 3( per cent. Apart from closing more deals/ it will also
&
allow you to build more credibility on both sides of the hiring table. Dromoting
candidates in this way shows that you care about them and they will certainly spread the
good word. And/ sending well-prepared/ capable candidates is bound to impress the
clients with your calibre and standing.
,o it right7 B:andidate preppingC is much more than 2ust telling a candidate where to go
and whom to meet with. 9t consists of sagacious advice that will enable them to do their
best during the interview.
Dre-interview counselling begins with helping the candidate understand the real 2ob needs
and what is e*pected of him. Eor this/ as the recruiter you yourself have to first realise
e*actly what the employer is looing for.
:over the basics about the hiring organisation lie goals/ philosophy/ culture/ wor
environment/ interviewers and other dos and don=ts. 8his information can be shrewdly
incorporated by the candidate in the interview answers/ thus showing that he is both well-
informed and prepared. 1ou can also provide lins to the company website and recent
articles for further valuable insight.
8hen/ train them for the actual interview lie - how to open the interview/ what are the
commonAe*pected 5uestions and how to sell their strong points. Eor this/ indulge in a
detailed discussion about the candidate=s strengths and weanesses and how he can
present them. Also/ help him to recognise his accomplishments and prepare proper
e*amples accordingly.
E*plain that the ey is to not spea in generalities but provide specific details as they are
more convincing. Eor instance/ instead of merely saying that >9 lie to wor with figures=/
>am good at sales= or >have strong team sills=/ illustrate with >9n Fuly 2((G/ 9 was part
ofHH and achievedH..=
?ut it is again important to consciously limit yourself to helping the candidate plan his
responses and tailor them to the interviewer. 4ever go overboard by telling him precisely
how to answer 5uestions or provide scripts as he will only end up sounding hacneyed.
@oreover/ coach the candidate to tae the lead if the interview does not seem to be going
anywhere by subtly guiding the interviewer towards his sills set/ achievements or what
he has to offer.
Apart from providing meaningful and impressive answers/ the candidate should also be
trained to as insightful 5uestions about the 2ob content/ position re5uirements/ new
challenges and resources available.
'e should now how to clarify whether his responses are ade5uate and also whether he
meets the 2ob re5uirements with a timely/ >9s that what you are looing for= or >Should 9
give you more e*amples of wor that 9 have done that=s comparable=. Also/ coach him on
G
how to show enthusiasm for the 2ob/ how to as for the 2ob outright and finally how to
close the interview.
Apart from this/ providing information on how to dress/ spea and present oneself is
crucial. Such an overall prepping will help the candidate to overcome his apprehensions
and portray confidence.
6hat=s more/ as top trainer and consultant/ #ou Adler elucidates/ B9f you handle the
candidate prep well enough/ you can also prep your clients without them even nowing
it3C
8o sum up/ remember that the candidate represents you and your company to the client
employer. 1ou obviously owe it to him to do everything possible to prepare him for the
big day. 6hile not every candidate will get the 2ob/ they will definitely than you
profusely for the assistance as well as help you to scale new heights of success.
Attitude surveys can reveal true facts about HR climate
6hich organisation would not lie to assess the opinions/ morale/ performance level and
other concerns of its employees- And which management would not care to measure the
satisfaction of its staff as well as trac the changes in satisfaction over time-
?ut the 5uestion is 7 how- 6ell/ all that you have to do is solicit employee opinion to
understand how they actually thin and feel. Actually/ employee attitude surveys form an
ine*pensive diagnostic tool for >taing the pulse= of the worforce.
:ollecting feedbac from employees reveals a true picture of the internal health of the
organisation and its needs/ the impact of its policies and procedures. 9t also helps e*plore
the root cause of various problems lie low morale/ declining productivity or high
turnover.
8he management stands to gain valuable insight into how the employees actually
perceive the organisation in addition to which areas need their attention.
4ot only can they identify possible barriers but also become e5uipped to revise policies
and focus development programmes so as to better meet employee needs.
8he overall benefit is that the organisation can successfully assess employee attitude as a
way to enhance management-employee relations/ motivate employees and also ma*imise
their 2ob satisfaction.
9n fact/ management consultant #ouis E. 8agliaferri liens an employee attitude survey to
BA financial balance sheet providing a picture of the human resource climate at a
particular time3C
1(
Ioing about it7 .rganising an employee satisfaction survey begins with a definite
identification of the end goals of the survey. Such surveys can be used to measure
different dimensions of the organisation ranging from communication/ corporate culture/
woring conditions/ compensation/ benefits/ recognition and rewards/ teamwor and
interpersonal relations to creativity/ innovation/ functional e*pertise/ leadership/
mentoring/ staff development/ training and safety concerns.
8he survey is generally designed as a self-completion 5uestionnaire consisting of a series
of multiple choice 5uestions with appropriate rating scales. 1ou can also include a few
open-ended 5uestions soliciting detailed/ free-style comments. 6hat is important is that
the 5uestions should be clear/ relevant and comprehensive with consistent phrasing. 8hey
should also be regularly reviewed for changes and improvements.
Some sample 5uestions are7
J 9 now my 2ob re5uirements/ what is e*pected of me on a daily basis.
J @anagement has created an open/ comfortable wor environment.
J @y company values its employees.
J 9 agree with the mission statement put forth by my company.
J @anagement recognises/ maes use of my abilities and sills.
J 9 am treated with respect by management and the people 9 wor with.
J 9 have received the training 9 need to do my 2ob efficiently.
J 9 am encouraged to develop new/ more efficient ways to do my wor.
J @anagement does a good 2ob communicating information about changes that may
affect employees.
J Employees wor well together to solve problems.
J 9 believe my company is committed to creating a diverse environment.
J @anagement has a strong focus on customer service.
J 9 receive fair compensation.
J 9 am recognised for my accomplishments.
J 9 am involved in decision maing that affects my 2ob.
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J @anagement is fle*ible/ understands the importance of balancing my wor and
personal life.
J 6hat changes/ if any/ do you feel need to be made in the company to improve woring
conditions-
8he survey can be administered on paper/ by electronic means or even use an online
system. 9t is essential to provide clear instructions and set aside a specific time for
completing the survey instead of casually handing it over.
4ow comes the process of compilation/ collation and analysis.
8he employee ratings should be averaged and answers carefully summarised so as to
identify themes/ recommendations and relevant conclusions. 8he results can be analysed
by items/ factors or departments to discover both hidden strengths and weanesses.
8he process can be carried out in-house or handed over to a third party to utili0e the sills
and e*perience of outside consultants in both designing and interpreting the survey.
.ne ma2or drawbac is that employees may be unwilling to honestly attempt the survey
as they fear negative repercussions. @anagement has to ensure confidentiality in the
feedbac process to enhance valid and genuine answers. 8he anonymity will encourage
employees to be fran and openK else results will be 5uite ineffective.
Share results7 9t is e5ually important to share the survey results with the worforce in the
form of an ob2ective summary of both the positive and negative findings.
8hen again/ employees are 5uite cynical that nothing ever happens after the surveys.
9nstead of sitting on the results/ management should ensure that they tae action on the
findings and implement changes accordingly.
8his will show that the organisation listens to its staff and values their views and
opinions.
8his will in turn pay huge dividends in the form of dramatic improvements in employee
commitment/ cooperation and satisfaction.
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ariable pay tailor it right to avoid ve!ing issues
Employee compensation represents a large percentage of overheads for an organisation/
and at a time when businesses are looing to bring in innovative business practices and
effective compensation programmes/ there is a need for a closer loo at pay for
performance models that can help organisations slash costs upfront while retaining good
worers. Day for performance can be a real boon for high performers who e*pect to be
tangibly rewarded in ways that sets them apart from the rest. .rganisations can also mae
significant cost savings because they don=t have to worry about across the board hies
that result in the overcompensation of individuals whose performance does not meet ey
business ob2ectives.
6hile pay for performance can do much to motivate and increase worer performance/ it
is not a panacea to all talent retention problems. 6hen not implemented with the right
spirit and understanding/ such programmes can even bacfire. .ne of the first challenges
of implementing an effective pay for performance programme lies in understanding the
role of employee compensation in talent retention in the organisational conte*t. Day for
performance may not wor well at all levels.
'ow important is compensation for your employees- 8he importance attached to
compensation varies from level to level in the hierarchy.
Eor e*ample/ training/ growth and development opportunities gain precedence over
higher compensation for employees who are still in the early stages of their career. Day
for performance programmes tend to be more popular in mid and senior levels of the
hierarchy where managing competition/ compensation and talent retention pose
significant challenge for organisations.
8hese programmes also wor e*ceedingly well on the shop floor and other areas where
performance can be clearly lined to tangible results. An organisation has to understand
the role played by compensation in talent retention if it is to implement a truly integrated
pay for performance programme.
8hese programmes need to be directly lined to the ey strategic ob2ectives of the
organisation-both short term and long term-in order to derive ma*imum utility. 8he
responsibility of managers does not stop at defining strategic ob2ectives that are ey to
the programme/ but also e*tends to prioritising the ob2ectives/ which in turn will help
employees to focus on those ob2ectives that are most critical and conse5uently most
rewarding.
9t is important to get employees buy in for the success of a pay for performance
programme or it can easily become a bone of contention within the organisation. Such
programmes are often not well received by employees who fear for their 2ob and
compensation security/ and in many ways/ their fears are 2ustified. 9n an effort to cut
costs/ organisations sometimes sewer compensation in favour of variable pay/ maing
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employees nervous about their ability to achieve targets/ which may 5uicly be seen as
being unfair.
'arping constantly on pay for performance may also cause employees to thin solely
about the money and lose focus on other important aspects of wor such as 2ob
satisfaction/ engagement and fair play. Day incentives should ideally be seen as a bonus/
not something that employees have to depend on to mae ends meet. 6hen companies
bet huge amounts of money on a variable component of salary/ employees may be
tempted to go off the straight path to get that money. At the other e*treme/ failure to
achieve targets may cause e*cessive disappointment and frustration/ which in turn can
again affect performance. 9t can also lead to glaring disparities in employee compensation
and create a perception of unfairness. 8o avoid all these problems/ management should
ensure that there is a reasonable balance between the salary and performance incentives
so that everybody is encouraged to compete in a fair and amicable manner.
.rganisations also need to communicate with employees and teach them to manage
e*pectations. 9f the staes are reasonable and if employees now fully well how the pay
for performance programmes affects their compensation/ they will have little
apprehensions about such programmes.
#ast but not least/ since a pay for performance programme on its own cannot address all
concerns relating to talent retention/ it should be integrated seamlessly with other talent
retention strategies including succession planning/ structured growth and training
opportunities and empowerment to get ma*imum benefit.
9t is said that over &( per cent of your company=s results are delivered by 2( per cent of
your worforce. 6hen performance levels and results differ/ it is only fair that
compensation plays sport. A good pay-for-performance programme has the ability to
unleash the performance potential of your employees/ motivate them to wor harder/ and
at the same time eep the bottom line healthy by giving more bang for the company=s
buc.
Roadblocks to creativity impair competitive spirit
8oday organisations are in need of creativity more than ever. 8he economies have
become fast paced and turbulent. :ompetition too has assumed global proportions and
becoming immensely fierce.
9n this ever changing and uncertain business landscape the success of any organisation
depends to a great e*tent on the creativity of its leadership and people. An organisation
can gain the all-important competitive edge only when it succeeds at bringing in new
value to its customers at regular intervals. 9n a nutshell creativity is lie a life 2acet that
helps organisations to stay afloat in the tumultuous sea of competition. %ealising the
importance of creativity as a survival tool organisations are urging their people to come
up with as many creative ideas as they can and 5uicly too. ?ut it is e5ually important to
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note that creativity cannot be made to blossom over night. 8he roadblocs to creativity/
e*isting in the organisation must be first identified and removed.
4e*t a favourable climate for the growth of creativity must be developed.
Successful organisations pave the way for the development of creativity by removing the
following roadblocs7
8raditions7 Ienerally traditional and time-honoured methods are continued long after
they cease to be useful. 8oo many organisations resist change saying/ B 6e have done it
this way all along.C Deople resist change and therefore find it comfortable to use the
familiar methods. Drogressive thining leaders encourage their people to discover new
ways of doing things. 8hey place more importance on productivity and as their people to
reassess the logic behind e*isting processes from time to time.
:reation of new methods by replacing outdated ones is given top priority.
An*iety7 Deople tend to use their energies in maintaining the status 5uo rather than to
move ahead. :reative organisations do not let an*iety and fear to nip creativity in the
bud. 8hey get fear under control and give new ideas a chance to mature.
%igidity7 Eor creativity to thrive fle*ible thining should be encouraged. Deople should
be prevented from dismissing new ideas saying/ B 9t will never wor.C 'ighly creative
organisations are nown to consider each idea on its individual merit instead of
pre2udging them.
Stagnation7 .rganisations that do not wish to change stagnate. 8reading along the beaten
path leads them nowhere. 8herefore creative leaders do not fi* things when they breaK
instead they brea things to create new ones.
4aysayers7 8here are people in every organisation who try to obstruct new ideas from
taing shape. 9t could be their professional 2ealousy or pessimism that prevents them from
encouraging new thoughts. 8he tric however lies in turning these detractors into
supporters. Effective leaders tae up the idea with these detractors and as them to
enumerate both merits and demerits of the idea.
8his way they disarm the detractors and from complete opponents they slowly turn them
into helpful critics.
9ncorporating the changes suggested by them is the ne*t logical step to successfully enlist
their support for the new idea.
Ireat companies ingrain creativity into the organisational blood.
Deople hesitate to e*periment with new ideas when they e*pect criticism. 8hese
organisations openly encourage e*perimentation and stay away from criticism. 6hen
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people try to do something new but fail they are not chided. 9nstead they are encouraged
to give it another try.
:reative organisations go out of their way to ensure that the mood stays light in their
offices and people remain in good spirits. @aintaining a cheerful environment is the best
way to eep a healthy and productive perception of things. :reativity thrives when people
are allowed to act spontaneously.
Eor creativity to flourish the scope of new ideas should be stretched to find newer
applications. Droductive organisations thin on the following lines7
L :an the idea be modified in any way-
L :an the idea be put to alternative use-
L :an the idea be upgraded-
:reativity involves combining/ rearranging and substituting different ideas to produce
better outcomes. 8his can happen only when the right environment free of roadblocs is
created.
Leave herd instinct behind when making career choice
6ith newer careers evolving each day/ youngsters seem more confused than ever before
as far as their career decisions are concerned.
A2ay Dandyan/ who at the last moment decided to pursue law after his graduation instead
of @:A which he was earlier contemplating/ said7 B98 does not seem to be the right
career choice in these tough times.C
?ut when pointed out that it would be another two years before he was ready to face the
2ob maret/ he 5uips/ B9f the marets go down in another three years time/ where does
that leave me-C 6as law then/ his true calling- 'is bland answer/ B9 don=t really now.C
%amana too up science in his plus one/ and when he found it tough/ he decided to do a
?.A in Economics. 9n a 5uandary after his graduation/ he is dilly-dallying on whether he
should pursue @?A or tae up a ?D. 2ob. Suman could not find a 2ob after her
engineering/ so she decided to go for an e*pensive course that purportedly came with a
2ob guarantee. Educational consultant ).%. Dadmnabhan points out/ B98 and 98ES is not
the be all and end all of careers for young men and women. 8hey may be the most
obvious/ but they are not the best or even the most remunerative. Mnfortunately/ young
people often stumble into their careers by accident or simply follow the herd. 4ot
surprisingly/ many feel unhappy and eep hopping from one 2ob to another in an aimless
manner. .ne has to e*ercise great care and do a lot of research before choosing a career
and for that one has to start planning from high school onwards.C
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8he trouble/ according to Dadmanabhan/ stems not because there is a dearth of
opportunities/ but because there is a lac of information about opportunities. BStudents
start thining about their careers much before they enter college. Schools need to be more
proactive about preparing students for wide ranging careers. 9n my personal opinion/
organised career counselling and guidance must be made a part of high school curriculum
2ust lie any other sub2ect because children need to understand their own aptitudes/
interests and truly e*plore all the options that are available if they are to mae an
informed decision about their careers. 8hese options are constantly evolving/ and having
an e*perienced person guiding them at this crucial 2uncture can be of great help to them
in maing an informed decision.C
So how can students mae informed decisions about their careers-
Iet a head start. Students should start thining seriously about their careers from high
school onwards. 8here are numerous ways in which you can get information about new
industries and career opportunities. 4ewspapers/ boos/ television and the 9nternet are a
great source of information. 1ou should tae active part in seminars and forums that can
give an inside view of emerging trends. 9nteracting with nowledgeable people and peer
groups can also have a profound beneficial impact.Set goals. Although you will have
opportunities to change and mae new career plans throughout your woring life/ you
will definitely increase your chances of success and happiness if you start out with a
reasonably clear plan in mind. ?efore you choose your ma2or/ discuss with your parents/
teachers and friends as to what career line you intend to pursue and what your other
options are. 8his will give you greater confidence and clarity in the years to come. ?e
fle*ible with your plans. Ele*ibility does not imply a lac of focus/ but it does mean
having a bac up plan if your first plan does not turn out as e*pected.Irab opportunities
for internship and volunteer wor. Daid or unpaid/ these are a great way to find out if you
have the interest and aptitude for a particular 2ob or industry. Schools too can play a
constructive role in helping students mae informed decisions. 'ere are some tips7
L @ae counselling and mentoring available for students who want help in deciding their
ma2ors after tenth.
L @ae students aware of the importance of maing career decisions. %egular worshops/
discussion/ guest forums/ debates and brainstorming sessions can also be used to bring
more awareness about career related issues. 8his can be treated lie a regular sub2ect or
an e*tra curricular activity.
L Drovide an environment where children can develop the personality/ confidence and
sills that will help them navigate the real world.
L 6here possible/ organise industry tours and career fairs where children get to interact
with real life leaders and e*plore career options.
:hoosing a career is a ma2or life decision for young people/ and maing an informed
choice can increase their chances of success and happiness.
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Self-managed teams remain highly motivated
@otivating employees could at times be as dead ended as trying to grow vegetables in the
desert. 8he employees might be unwilling to perform a tas or the manager might 2ust not
now how to get the wor done. 8he result is frustration and unhappiness.6hile it is no
doubt difficult to persuade employees to do what they do not want to do/ they can be
forced. ?ut nobody lies to wor that way and managers will have to find better ways to
motivate their employees.
8he success of managers in motivating their teams depends on how much time and
energy they are willing to invest in the right direction. 9f the efforts are spent on pushing
employees all the time/ then it is a lot of energy wasted and leads to anger and
disappointment. 8he manager is frustrated with his team and vice-versa. 8here are better
ways to motivate the team and create a collaborative wor environment.
.ne way to get the buy in of employees is to mae them feel that their wor is important
and will impact the organisation. @anagers have to emphasise on the fact that a tas
however trivial does play a role in streamlining the operations.
9f a problem has to be dealt with/ employees should be given the opportunity to solve
them. Ietting employees to brainstorm on ideas is an effective way to involve them.
Employees can have a better insight into problems related to them and can even give
better solutions.
Employees have to be given 2obs which put their talents and sills to best use. At the
same time they should be given opportunities to learn on the 2ob. 8raining of employees
in new areas not only improves their sills but also sustains their interest. Drompt
recognition of a 2ob done well is also important. @anagers have to give timely praise and
find ways to reward employees in small but significant ways.
A command and control method of management can bacfireK rather the manager should
find ways to help employees do their 2ob well. 'e can facilitate this by providing them
the necessary resources and support needed to do their wor. .rganising employees into
self-managed teams provides the right motivation.8he manager should meet his team
regularly. .ne-to-one and group meetings with the team not only help to understand what
they want but also decipher the goals and motives of individual members.
Droviding prompt and meaningful feedbac is another way to motivate employees to do
better. 6hen commenting on the performance/ the manager should be specific/ factual
and direct it at the wor rather than the person. 8he comments should be related to the
employee=s role. 8he feedbac should be aimed at improving performance and the
suggestions for this should be feasible. Eollow up on the feedbac is essential as is praise
for any improvement.
:ommunication is the ey here. Drecise and ade5uate communication is necessary to
eep employees motivated. ?usiness goals should be shared so that everyone is woring
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in the same direction. 9t is e5ually important to communicate any change so that there is
no room for confusion. 9nviting employee suggestions and ideas and implementing them
to improve wor efficiency can also act as strong motivators. 9nvolving employees in
decisions that affect them is also e5ually important. All this will increase their
commitment and accountability and mae them receptive to new ideas and changes.
.ne of the strongest motivational factors is letting employees now that they are
competent enough to do their 2ob and giving them the freedom to do it their way.
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