Monthly Archives: March 2008

Trick to score most valuable employee

 
 

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This job interview is really fast

http://www.andertoons.com/img/cartoons/4408.jpg
 
(dancetags jobs, interview, job, question, fast-track, nerds)

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Not getting sleep

Downloading Mystic River ,, Use attached seed

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Making creativity points for tomorrow’s meeting

http://youtube.com/watch?v=fKeHkYG6zcI

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HR excellence requires good understanding of sports

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Thackeray is a leader of losers

Thackeray bhaiyye learn to compete, don't be a Marathi all the time.

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Lessons on business etiquettes

Refer to ppt file

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Organizational Excellence

Must you un-attach the appended e-book on “Managing Careers in Large Organizations” by Wendy Hirsh and Charles Jackson; and of course a presentation on Organizational Excellence, as was notified in my last email on Organizational Culture & Change.

Twenty Dumb Things Organizations Do to Mess Up Their Relationship With People

 

Even the best organizations periodically make mistakes in dealing with people. They mess up their opportunity to create effective, successful, positive employee relations.

They treat people like children and then ask why people fail so frequently to live up to their expectations. Managers apply different rules to different employees and wonder why workplace negativity is so high. People work hard and infrequently receive positive feedback.

At the same time, many organizations invest untold energy in actions that ensure employees are unhappy. They ensure ineffective employee relations results. As an example, one of the most important current trends in organizations is increasing employee involvement and input.

Teams allow people to achieve things far beyond our own individual ability. But teamwork also requires powerful motivation for people to put the good of the group ahead of their own self interest.

Pull these workplace trends together and it is no wonder that the Dilbert cartoon is perennially popular. Consider that Scott Adams, the strip’s creator, will never run out of material because, despite what organizations want � or say they want – they often fail to:

�                     retain valued employees,

�                     develop empowered people working together to serve the best interests of the organization, and

�                     create an environment in which each employee contributes all of their talents and skills to the success of organizational goals.

The next time you are confronted with any of the following proposed actions, ask yourself this question. Is the action likely to create the result, for powerfully motivating employee relations, that you want to create?

 

Twenty Dumb Mistakes Employers Make

Here are the twenty dumb mistakes organizations make to mess up their relationships with the people they employ:

�                     Add another level of hierarchy because people aren’t doing what you want them to do. (More watchers get results!)

�                     Appraise the performance of individuals and provide bonuses for the performance of individuals and complain that you cannot get your staff working as a team.

�                     Add inspectors and multiple audits because you don’t trust people’s work to meet standards.

�                     Fail to create standards and give people clear expectations so they know what they are supposed to do, and wonder why they fail.

�                     Create hierarchical, permission steps and other roadblocks that teach people quickly their ideas are subject to veto and wonder why no one has any suggestions for improvement. (Make people beg for money!)

�                     Ask people for their opinions, ideas, and continuous improvement suggestions, and fail to implement their suggestions or empower them to do so. Better? Don’t even provide feedback about whether the idea was considered.

�                     Make a decision and then ask people for their input as if their feedback mattered.

�                     Find a few people breaking rules and company policies and chide everybody at company meetings rather than dealing directly with the rule breakers. Better? Make everyone wonder "who" the bad guy is.

�                     Make up new rules for everyone to follow as a means to address the failings of a few.

�                     Provide recognition in expected patterns so that what started as a great idea quickly becomes entitlement.

 (As an example, buy Friday lunch when production goals are met. Wait until people start asking you for the money if they cannot attend the lunch!)

�                     Treat people as if they are untrustworthy – watch them, track them, admonish them for every slight failing – because a few people are untrustworthy.

�                     Fail to address behavior and actions of people that are inconsistent with stated and published organizational expectations and policies. (Better yet, let non-conformance go on until you are out of patience; then ambush the next offender with a disciplinary action!)

�                     When managers complain they cannot get to all of their reviews because they have too many directly reporting staff members, hire more supervisors to do reviews. (Fail to recognize that an hour per quarter per person invested in development is the manager’s most important job.)

�                     Create policies for every contingency, thus allowing very little management latitude in addressing individual employee needs.

�                     Conversely, have so few policies, that employees feel as if they reside in a free-for-all environment of favoritism and unfair treatment.

�                     Make every task a priority. People will soon believe there are no priorities. More importantly, they will never feel as if they have accomplished a complete task or goal.

�                     Schedule daily emergencies that prove to be false. This will ensure employees don't know what to do, or are, minimally, jaded about responding when you have a true customer emergency.

�                     Ask employees to change the way they are doing something without providing a picture of what you are attempting to accomplish with the change. Label them "resisters" and send them to change management training when they don't immediately hop on the train.

�                     Expect that people learn by doing everything perfectly the first time rather than recognizing that learning occurs most frequently in failure.

�                     Letting a person fail when you had information that he did not, which he might have used to make a different decision.

These various ingredients add up to a recipe for disaster if you want to be the employer of choice in the next decade.
 

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Legal Tip of the Day:- Type of Wages

Legal Tip of the Day

Type of wages

The main types of wages are:

1.      Subsistence wage;

2.      Minimum wage;

3.      Fair Wage; and

4.      Living Wage

Subsistence Wage: - The wage that can meet only bare physical needs of a worker and his family is called subsistence wage.

Minimum Wage: - Minimum wage is the wage that is able to provide not only for bare physical needs but also for preservation of efficiency of worker plus some measure of education, health and other things.

Fair Wage:- Fair wages is an adjustable step that moves up according to the capacity of the industry to pay, and the prevailing rates of wages in the area of industry.

Living Wage:- Living wage is that which workers can maintain the health and decency, a measure of comfort and some insurance against the more important misfortune of lie.

In any even the minimum wage must be paid irrespective of the extent of profits, the financial condition of the establishment or the availability of workmen at lower wages.

The wages must be fair, i.e. sufficiently high to provide standard family with ,food, shelter, clothing, medical care and education of children appropriate to the workmen.

A fair wage lies between the minimum wage and the living wage which is the goal.

Wages must be paid on an industry wise and region basis having due regard to the financial capacity of the unit.

Regards

Deepak Miglani

Legal Buddy

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Disclaimer:-

The contents of this email should not be construed as a legal advice. The reader/viewer/user should not consider this information /legal tip  as an invitation for a lawyer-client relationship and the information provided herein shall not be utilized without seeking an expert advice . Law is dynamic which can be amended at any time.   Advice of expert should always be sought. This legal tip is based on Indian Law.   The materials contained in this email is provided for general information purpose only and do not constitute legal or other professional advice. Milagrow Business and Knowledge Solutions  Pvt. Ltd.   does not hold or accept any responsibility for any loss which may arise by reliance on information contained in this email.

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Complainers and How to Avoid Them
.

K mailer on :

HR

Published :

25.03.2008

ISSN 0972-3900


People Management

Complainers and How to Avoid Them
Complaining by itself is not wrong but chronic complaining definitely is …..read more
Complainers and How to Avoid Them

Complaining by itself is not wrong but chronic complaining definitely is

Reading Time: 6 minutes (889 Words)

Key learnings:

  • One characteristic chronic complainers hold � things never look up for them even when the going is good.
  • They are highly contagious in spreading negativism and could lead to declined productivity among the entire department/work place.
  • Whenever a chronic complainer complains, exhibit deep sympathy, acknowledge that their pain is really terrible and appreciate them for bearing such pain.

Every work place has a set of complainers. Complaining is by itself not a wrong thing to do but if it becomes a continuous affair for everything done or undone, said or unsaid, it becomes a matter of concern with high gravity that weighs down the otherwise healthy work place. Welcome to the world of chronic complainers for whom, not strangely though, the weather is always unpleasant, the boss is always a monster, the work is so unmanageable and so on. The list, by far, is endless!

The characteristic

One characteristic chronic complainers hold � things never look up for them even when the going is good and by nature, they make all the efforts to point out to everyone around them. With such people around, work places must in turn toil to devise strategies to deal with them. A very obvious reason to do that would be that complainers make people around them unhappy. They are highly contagious in spreading negativism and could lead to declined productivity among the entire department/work place.

Strategies that do not see light

Many companies have devised innumerable strategies to handle chronic complainers in the best possible manner. A German IT company does not allow a worker who has had a bad day to enter the work place. However, most such strategies have only backfired and have made matters worse.

A few strategies that have never shone:

Cheering them up: Very surprisingly, cheering up the complainers does not help at all. Uttering the all-time favourite slogans such as "time heals all wounds" does not find prominence in their dictionary. On the contrary, such statements only make the complainers feel that the listener is not taking their pain seriously. In such cases, the complainer would try harder to convince you about the gravity of his impending problems.

Suggestions�never give them: Suggesting solutions is definitely a bad option for those trying to deal with complainers. They put all the efforts to convince themselves that their problems are `out of this world' difficult to be resolved by mankind. Even though there is a possibility of the solution working, they'll keep you away from doing so! So, would you still spend time suggesting your valuable ideas?

Asking them to find solutions: This surely doesn't sound terrible after all! If they dislike other's suggestions/solutions, they better find their own. The problem or the solution�only one should ideally exist. Do the complainers really take the pain to find one?

Becoming a complainer yourself: Complaining about the complainers doesn't work at any cost! In fact, if you observe well, in the process, you might become a chronic complainer yourself! And you wouldn't like that at all, right?

Ignoring them: Never ignore or pay less attention to the complainers! They clamour for more attention this way thus leading to a vicious cycle.

Joining hands with them: Never complain along with the complainers. While on the one hand it might create bonding between the two people, it's only a bad idea because the more the people complain, the less they think of any possible solution to their problems.

Confronting them: You could repress complaints but the undercurrents still tend to run. And any day, open complaining is so much better than the former. At least it doesn't create the stench!

The trick that works�!

So what works ultimately? That's a million dollar question and there's only one trick. It is very simple but equally effective. Whenever a chronic complainer complains, exhibit deep sympathy, acknowledge that their pain is really terrible and appreciate them for bearing such pain. And guess what his reaction would then be! The complainer would in turn say that after all it is not that bad a situation he is going through! Quite a shocking response, isn't it?

A few guidelines for managers

A few guidelines for managers while dealing with complainers:

  • Whether or not it is a genuine complaint, treat the complaint as an expression of the employee's feelings.
  • Use active listening skills to show empathy and gather information about their problem through discussion.
  • Depending on the seriousness of the problem, either take action that is within your control or commit to take action when feasible.
  • Take a positive view of the complainers and what they have to say. Observe that they are usually not afraid to speak their mind about issues that concern their colleagues in the department. Call them active members of the `preventive maintenance programme' because they are a good source of feedback by raising their opinions on various problematic issues concerning most employees. Thus managers can devise strategies to keep up the good morale in the work place.

Notice one thing here that the complainer is being given what he wants�empathy! And remember to be sincere when providing it, not sarcastic. Does this approach help complainers get rid of their favourite pastime�chronic complaining? May not be, but it definitely limits to a large extent the magnitude of complaining.

Know/Change your k-mailers options. Contact us at mxxxx@xxxcom

Bindu Madhavi

Related Reading:

1.How to handle chronic complainers, Alexander Kjerulf, Happy At Work.
2.Chronic complainers can be a good source of feedback, Scott Hollander, The Business Review.

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