Use proactive techniques to filter resumes

One single job advertisement – be it on the company website, a job board or in print, is enough to invite a deluge of applications. Screening thousands of resumes word by word to match them to an open position is a daunting task indeed. Added to this is the fact that many people do not even bother to read the job posting and blindly submit their résumés.
As such, employers and recruiters spend too much valuable time on looking at and sorting applications. That time can be better used for interviewing and hiring top talent. Consequently, the selection process moves at a snail’s pace and weighs down hiring decisions unnecessarily.
Hence, instead of slowly going through scores of resumes for a handful of candidates and finally shortlist the ‘chosen one’, companies are opting for screening techniques that weed out the noise. As hiring managers can view what they need and easily skip the rest, this quickly narrows down the search and fills open positions faster with quality talent to boot. Tossing out the garbage
Traditionally, most recruiters went by the cover letter and if it was not impressive enough, discarded the resume unread. Else, HR staff was specially recruited to sift through innumerable resumes and reject those that did not fit the bill.
Later, companies began using specialised services of recruiting agencies and resume search agents to manually sort job applications and taper down the search to the person they need.
Now, dynamic tools have entered the horizon in the form of electronic application software that automate the sorting process to an unbelievable extent. This presents a channel to attach filters to job postings that match resumes as soon as the candidate applies, based on explicit criteria.
Employers can specify objective measures like industry, discipline, location, skills, age, and years of experience to extract resumes. Qualification tags, availability tags or even presence of specific text strings called keywords, can be used to sort profiles. The key metrics can be based on the unique characteristics they are looking for like, say - travel preference, preferred work location, desired salary range or even visa status. To further narrow down the search, employers can re-filter resumes by setting extremely precise criteria like ‘Ivy League school education’, ‘Sales Manager position’ ‘MSMQ experience’, ‘networking technology’, ‘HR work background’ and the like that they feel applies specifically to what they are looking for in a candidate.
This technique vigilantly retrieves most relevant job search results by eliminating those that do not possess the exact requirements and finding those that do. Therefore, hiring managers receive applications of eligible candidates only, without ever having to look at the unqualified ones.
Experts estimate that resume filters successfully purge almost 75 per cent of the crowd while exceptionally specific criteria can actually cut down the burgeoning list to just 10 per cent. Impressed by the speed and results, hiring managers have taken to filing paper resumes electronically so as to discern their suitability quickly.
So much more…
Advanced filtering tools permit blocking a candidate from applying to the same job again within a specified time period. Other features include further screening based on performance terms to assess candidate competency. Some even provide combinations of different criteria, say, skills and performance needs to generate a better resume pool. Recruiters can use search functions to sift through the remaining ones and organise them based on varying criteria. This displays a rank-ordered list according to how well they match the staffing needs. As such, the first people the company calls are the ones that are most likely to work out.
Apart from the initial screening, filters perform various other activities that make the recruitment process simpler and efficient. The tool can be used not only to reject, shortlist or put a candidate on hold, but also to contact him, forward/print the resume or file it for future openings.
Response management techniques facilitate sending automated, yet customised mails to selected as well as rejected candidates.
Also, companies can keep track of promising candidates who do not meet the criteria for the specified job, yet may prove useful down the road. This will generate a continuous supply of qualified candidates as and when needed.
However, it pays to keep in mind that applying excessively strict or fastidious criteria can backfire by screening out the best applications, thus precluding the organisation from hiring top talent.

PAYAL CHANANIA

Leaders should learn to accept criticism

It’s a fact – most CEOs and executives avoid criticism. People in corner offices actually think they can do no wrong and sequester themselves from any negative feedback.
Top-tier folks excel at doling out criticism, but baulk when they are at the receiving end. They start bristling at the very idea of someone ‘subordinate in rank’ pointing out their blunders.
In fact, anyone in a lofty position from a team leader to a manager to a coach arrogantly shuns critical comments, more so when they get the ultimate title of CEO or president.
In a recent study, a top HR firm, PsyMax Solutions, surveyed 13,000 employees, including 242 CEOs, to determine which ones were resilient, and good at taking criticism - basically tough-minded. Those deemed so by job type:
• Non-management employees: 83 per cent
• Supervisors, foremen: 79 per cent
• CEOs, chief operating officers: 65 per cent
What’s more, companies leave no stone unturned in implementing 360-degree performance reviews to solicit employee feedback. But the emergent criticism falls on deaf ears as senior leadership is averse to anything less than positive results.
Are the leaders really above reproach, simply by virtue of their position? Isn’t the failure to pay heed to detractors just blinding them to their own faults?

The ceremonial trappings
An executive consultant points out, “Few bosses - corporate, political and military - take feedback, especially negative, well. But CEOs, more than the leaders of politics or the military, can easily surround themselves with subordinates who only affirm and seldom question.”
The fact of the matter is that minions who excel at flattery and obsequiously overlook a flawed logic or disappointing performance surround most bosses.
Such sycophants unwittingly feed the leaders’ ego-assuaging narcissism that they can never commit mistakes. As such, they cannot take the heat of even the most constructive criticism and instead, lash out with a defensive, “I don’t have to hear this”, and “What does he know about this?” Or even worse, “How dare he speak to me like that?”
The fear of disciplinary action further silences employees and nobody ever ‘tells the emperor that he has no clothes’!
And, then comes the fall… after all, operating from behind ego filters and blind arrogance is a sure shot recipe for career disaster. The former CEO of a famous printer manufacturer is an excellent case in point.

Rolling with the punches
Well, accepting criticism is an essential leadership trait and necessary for successful running of the business. Also, learning to take negative feedback on the chin leads to career improvement and growth. As management writer Jim Hopkins observes, “The criticism you aren’t hearing could be the feedback you need to make your company prosperous!” The common feature of all successful executives is an overriding ability to take criticism objectively.
It pays to remember that not only are leaders accountable to their workforce, but also need constant inputs from their team.
Employees have the right to critique everything from the way a boss delegates work, manages projects or addresses employees to even his impatience or bad humour. Failures pertaining to product launch or disappointing business results are also bound to come under the scanner.
People in high places should remember that nobody’s perfect and it is quite human to make mistakes.

Take it in stride
So, the next time you receive criticism from a junior, resist the urge to deny it outright or discredit him. Even if the comments are unwarranted, do not stoop to retaliate.
Listen carefully, fathom where you are going wrong, learn from the mistakes and then change your actions/behaviour accordingly.
Soliciting alternatives and implementing suggestions will garner remarkable respect and improve morale. Moreover, try to go a step ahead and cultivate a culture of open feedback, where employees feel empowered to fearlessly criticise their superiors.
To sum up, top writer, Del Jones hits the nail bang on the head with, “Ultimately, there is no escape from criticism. Even CEOs who shun it know that, odds are, they will one day be victims of the ultimate criticism.”

PAYAL CHANANIA

Trust that binds

THEY say, "without trust there is nothing." But, the ability to trust and be trusted is a rarity nowadays. In fact, employees find it hard to place even an iota of trust in their employers. We do come across employees who do not have any binding loyalty for their companies. At the same time, we also know of companies that do not acknowledge employees' trust.
Trust helps harness creativity, improve productivity and reap the resultant profits. Mutual trust makes employees share ideas, voice concerns, focus on goals and function as an impregnable team with organisational interests at heart. Moreover, trust is the true essence of a high-performing and engaged workplace. Without trust, managers find it difficult to make their subordinates realise their true potential.
And, for the lack of trust among employees, employers have no one but themselves to blame. They do not realise that trust does not come in exchange for buttering their employees' bread. Nor do gimmicks like paying high salaries, over-the-top perks, lavish parties or pulling strings win any loyalty points.
Earning employee trust is not that difficult, but it requires sustained effort and lots of time. Companies have to take measures to gain the trust of their employees.
It's all about communication!
Employers should regularly share information with their personnel and keep them abreast of the goings on in the organisation. They should clearly establish their expectations from the employees and what employees can reasonably expect from the employer. Companies should ask for suggestions, opinions, ideas and questions from employees to keep them involved. Above all, the management should give clear answers to their workers and always tell them the truth even though it may be difficult to win their undying trust.
Lend an attentive ear
Managements should consider employees' observations seriously and listen carefully what they say. They should ask questions that probe and clarify the issue and also try and find out what excites employees and what puts them off.
What's your word worth?
Nothing builds trust more than walking your talk. In fact, more than 50 percent of the respondents in an employee survey said they considered hypocrisy the biggest problem in the corporate world today and blamed the top-level management for fostering distrust. Companies should keep the promises they make to their employees at any cost. Keeping promises nurtures dependability and faith among employees.
Management matters... and how!
Peter Drucker states, `Leaders should lead not only through knowledge and skill but through courage, responsibility, and integrity'. A recent study states that only 12% of effective leadership is based on knowledge and vision; the other 88% involves dealing appropriately with people.
Employers should adopt fair practices and ensure equal treatment of employees. They should stay away from micromanaging or hogging all the credit, otherwise such tactics drive employees away. Employees should be respected keeping their best interests at heart.
Be human first
Managements should let employees connect with them by relaxing a few formal protocols. They should never act tough and reserved but be open and share their goals, ambitions and dreams to build personal relations. They should not be afraid to reveal their vulnerability and acknowledge their weaknesses. They should not hesitate to seek employees' advice and expertise.
They are human too!
Employees are more than two hands and one brain! Companies should rise above the conventional employer-employee relationship of performance appraisals, feedback and supervision by showing interest in their workers. Sometimes, even a simple `Thank You' card can do the trick. The management should show that they care!
Everyone knows that the fragile employer - employee trust is difficult to build and very easy to destroy. Also, rebuilding trust once it has been lost is five times more difficult than establishing trust initially. Organisations should remember that simple trust is the biggest compliment their employees can ever pay them.

PAYAL AGARWAL

Tomorrow never comes...

ONE OF my favourite one-liners is, "A pessimist is one who complains of the noise when opportunity knocks." And well, this knocking reminds me of the adage, "Opportunity knocks but once." Simple, yet true.
How often have you put off doing something and borne its consequences in the form of a `late fine' or `late promotion' at work? Probably, it was not even your fault. Most perfectionists get labeled as procrastinators simply because they aim for the sky when all that is required is a piece of the earth! Well, that just might be a bad parallel to draw.
So here's an example. Imagine that a certain Miss X is asked to collate the minutes of a high level meeting. The perfectionist that she is, it took her 5 hours to finalise the document, and she came up with a 50 page document! Utterly needless and a waste of time, which could have been put to better use!
Bottom line: Despite knowing that procrastination is definitely not the best thing to do. Why do we yield to it?
Afraid of failing: Most people are afraid of failing in new tasks assigned to them. So they tend to postpone them. A logical thing to do, isn't it? Indulging in regular routine work keeps them happy and so anything which places them out of their comfort zone, is swiftly pushed under the carpet!
Afraid of mediocrity: Perfectionists want to do it all, and do it perfectly. They spend a lot of time over trivial matters thereby missing many an important deadline. Remember Ms. X?
Some perfectionists set such high standards for themselves that they consider anything else below that sky touching goal mediocre. And once they have set their goal, they keep putting it off. As their standards are unreasonable, they are afraid they may not accomplish them!
Afraid of success: Yes, there are people who are actually afraid of success. That's because success brings with it more work and additional responsibilities! Such people are efficient workers and love challenging projects. However, once they have made significant progress, they lose interest in the work and look for ways to stall the additional work.
Let's see how this problem can be remedied without being a prey to procrastination.
First the bad news: M. Scott Peck, a psychiatrist and author of "The Road Less Traveled" recommends delaying gratification by experiencing the pain first, as the best way to cure procrastination. Dr Peck suggests that onerous tasks must be dealt with first and then the remaining time spent on gratifying tasks. Most often we simply complete tasks that we like in the first couple of hours of the day. This leaves us with the most monotonous jobs for the rest of the day. No doubt, we don't ever get around to completing them!

Action plan: At some point of time in our careers each one of us is bogged down by an apparently complex project. This makes us delay it to eternity. A simpler thing to do in such cases is to identify action steps. Break down the complex project into simple steps. Organise these tasks sequentially. Breaking a project into smaller bite sized chunks takes away the drudgery of the tasks.
Make time: An overwhelming project leaves us looking for that huge slot of time when we can accomplish it. Not required. Try accommodating smaller tasks through the day.
How about scribbling the points to be dealt with, in a report when travelling to work? Or making that 2-minute telephone call to the executive board when waiting for the elevator?
Delegate: It is important to know when to let go. It is possible to reassign a part or the entire project to a subordinate.
This will let you concentrate on more important tasks. Reassigning of projects might also happen among colleagues. Swapping of projects in which you aren't too interested, can be done with a colleague who is similarly disinterested in something you like.
Procrastinate procrastination forever!

PAYAL CHANANIA

Trading favours

IT HAS been ingrained into us right from childhood. Be ready to render favours to others. Do what others want and never ever let the thought of exacting repayment cross your mind. Expecting payback is taboo - forbidden to one and all. Helping others in need is the sign of a virtuous man who gallantly never asks for anything in return.
Now comes the twist in the tale. The modern workplace is far removed, infact the antithesis of this moral duty. The quid pro quo rule dominates the market as we live and work by routinely trading favours.
Bartering is the name of the game. Every favour comes with a price tag. Nothing is free anymore. `I'll help you out on the project, but you'll owe me one', is the established practice echoing around the office corridors.
Puritans turn up their noses at the thought of such undiluted, self-centred pettiness. But, you have to keep in mind that trading favours is a simple give-and-take, a sort of non-monetary payment for services rendered. This mutual help network suits the purpose of everyone involved. Like organisational behaviour associate professor at Columbia University, San Francisco, Francis Flynn says, `Those who do a lot of favours for each other are more productive, but not those who do favours but get little in return'.
If you are the type who will do anything, anytime for anybody, watch out. Routinely doling out free favours will label you as a pushover and an easy mark. Your willingness to help will make you the all-time favourite scapegoat as people make you roll over and perform at their bidding. They will not hesitate to wipe the floor with you and what is more, will relish the process too.
Making the right moves
Do you want to be the only one pulling the weight of everyone's workload while the others ride on your coattails? Do you fancy being dumped with the work that everyone avoids? Well, it is time to sit up and take notice. The following will help you to become an expert trader in the favour bazaar.
Press the advantage - Do not consider yourself too virtuous or proud to stoop to trade favours. A modern day wise man remarked, `Favours are like money earning interest in the bank'. You have to make the best use of them.
Line your ducks in a row - Be prepared with what you want. Draw up a `shopping list' so to speak. Then, if someone approaches requesting a favour, you will not be left clutching at straws.
Lay your cards on the table - Once you agree to do the favour, tactfully ask for what you want in return. Do not accept vague promise of payback. Establish the exchange right away. Complete the task efficiently and insist on him keeping his part of the bargain.
What to ask for - What can you seek in exchange is the million-dollar question. Follow the thumb rule - never ask for more than the intrinsic value of what you are giving. Infact, request for a little less than the actual worth and you will emerge smelling of roses. The receiver will be thrilled with the deal and willing to comply in the future. Also, do not haggle over it; you are not buying vegetables!
Payback time - Trading favours is a two-way street. You have to do something to get something. If you ask for a favour, keep in mind that you have to pay the price too. Be prepared to repay your debts with a few reciprocated favours. Like a Roman writer remarked, `The person who receives the most favours is the one who knows how to return them'.
Everyone gains - Do not focus strictly on your own job. Be open and willing to barter favours. It will not only boost overall productivity but enhance your career path too. Calling in favours can also come in handy when you find yourself in need or trouble.
So, the next time a colleague asks you for help on a marketing plan, cover your back by asking for something in return.
To misquote a popular adage, `Nothing is more expensive than a free favour!'

PAYAL AGARWAL

Turning the tables on ageism

WHAT GOES around always comes around! In a dramatic volte-face, workplaces are coming full circle by going back to the tried-and-tested.
The blindingly obsessive hullabaloo over youth is slowly fading away as employers reawaken to the fact that old is really gold. Its time for the ageing generation to take heart as organisations are welcoming them back into the fold by considering `past the half-century mark' job applicants once again.
There is also a mad rush to keep older employees on board. Consequently, HR executives are shifting their target to hiring and retaining mature employees upto and beyond their retirement.
According to the annual recruitment survey of the Chartered Institute of Personnel and Development, 50 percent of American employers want to keep their staff beyond the age of 65.
Seventy per cent are actively seeking to recruit people aged between 55 and 65 and an astonishing 31 per cent are looking for people already entitled to the state pension. In fact, 102-year old Robbie Eisenberg is America's oldest worker!
Chickens come home to roost!
The change in tack is fuelled by demographic shifts and labour market changes defining a key skills shortage.
Mass exodus of mature workers renders an impending knowledge drain as organisations jeopardise years of invaluable experience and tacit knowledge.
Disillusionment with the ostensibly `promising' young generation's ineptitude and inexperience is compounding the crisis. `Grey-haired' employees are sorely needed to plug the labour and skill insufficiency if a company hopes to keep pace with its competitors.
As a diversity adviser stresses, `Older people are the future and we need their skills and knowledge'.
A senior customer base necessitates having older employees around as they can relate to them better than young hotshots.
Attracting the elderly also becomes critical to maintain a healthy employment mix as a means of circumventing age discrimination allegations.
Age no bar
Misconceptions and prejudices about the working aged abound - they are perceived as uneconomical, less technology-savvy, barely productive, etc.
However, the 50-plus generation is shattering the preconceived myths and proving itself as a valuable labour pool. For instance, during a savage snowstorm in Ohio, U.S.A., an 80-year-old pharmacy technician was the only one who made it to work. She called her manager and said, `Where is everybody?'
Older employees are substantiating that they can meet the demands of the job and are less likely to call in sick. By concentrating on efficiency and taking the work seriously, they deliver the goods with faster and better performance.
Being seasoned workers, they know the ropes and need less training or supervision. They are quick on the uptake even when it comes to grasping new skills.
Moreover, older employees reduce turnover costs as they are keener to stay at work and disinclined to job hop, unlike their younger counterparts. They bring a strong work ethic of loyal, dedicated, stable, patient, honest, reliable and punctual work.
Not only does their wealth of knowledge and experience contribute to business growth and success, but their very presence generates a positive influence on the work habits and productivity of younger workers. As one workplace researcher points out, `They embrace work not only as a way to put food on the table, but also as a means of feeding the soul. Their experience enhances any workplace'.
Roll out the red carpet
Though older people are keen to return to the workforce, they are wary of biased conduct. Employers have to convince them that they are unprejudiced and will provide fulfilling careers a second time round. Rethinking their approach with age-friendly overtones is essential to tap into the aging segment.
Recruiters have to understand their priorities as some may want to carry on in the same old job while others may seek fresh challenges. They need a change of pace requiring flexible arrangements like part-time work, telecommuting, job sharing or working from home. Consultant, mentor or phased retirement contracts can also be considered.
Managers should make the jobs interesting with training for modern skills, alternative roles and stimulating work. Attract them with health-care coverage and other work/life balance incentives.
Also, design the workplace with ergonomic tools to accommodate their age.
Bear in mind that older employees seek respect, value and fair-treatment at all times. So, a friendly, accessible and supportive environment can work wonders.
A case in point is McDonald's buddy system to minimise older workers' fears of moving into the workforce and acclimatise them to the work environment. It works as today more than 40,000 senior employees serve McDonald's customers worldwide.
All said and done, though over-the-hill employees are no longer expendable, taboos about hiring them still linger.
But, the day is not far when age will be accepted as a significant boon for business. And, biased people better open their doors else, one day they will find themselves on the `wrong' side of the age-frontier too.

PAYAL CHANANIA

The risks of being an eternal optimist

HOW MANY times have we heard people tell us, `Always look at the bright side of things' or `Think positive to get ahead'? Psychologists and management gurus alike vouch for having an upbeat and optimistic outlook to get ahead in life. This is because when we are optimistic, we expect to succeed. Consequently we expend greater efforts and ultimately realise our goals. But this tendency to be always optimistic can sometimes prove to be a setback to progress. Barbara Held, psychologist and author of the book, `Stop Smiling, Start Kvetching', labels this penchant to be always optimistic as, `the tyranny of the positive attitude'.
When everything's always fine...
Well, everything is not and cannot be fine and fantastic always. Assuming that only the best will happen can blind people to harsh realities. Optimistic persons can underestimate problems, overestimate their strengths and are generally incapable of perceiving or accepting the truth. As Professor of Psychology Julie Norem , in her book, `The Positive Power of Negative Thinking' states, `Being constantly upbeat can lead to a tendency to think in a quick fix kind of way. Careful analysis might make us think about more negative factors, which we don't want to do.'
Being perennially optimistic especially with issues related to work need not be a wise strategy always. For instance, expecting top results from a doomed-from-the-start project is like setting yourself up for imminent failure. And, when plans collapse, optimistic people are generally ill equipped to cope with the consequences.
Viewing the world with rose-tinted glasses can make one incapable of exploring the doubts and fears in one's mind, which can manifest in the future. If one is blind to negative factors, one is also unprepared to face them. Moreover, being an irrepressible optimist can sometimes make one an object of ridicule for others. They will dismiss such naiveté as, `don't ask him. He will just grin and tell you that everything is going to be okay.'
Tune into reality
It is time to get real. People have to let go of their wishful thinking and make a conscious attempt to be honest with themselves. They should counterbalance their over-optimism with a solid dose of realism. As writer, Tom Terez puts it, `A stiff breeze of reality is more useful than sunny optimism'. While it is good to be optimistic, it is equally wise to balance it with a firm grounding in reality. Some pointers to achieve this balance:
1. Try to be consciously realistic and tone down your expectations with pragmatism
2. Always do an analysis of events, evaluate your assumptions and be thoughtful when responding to situations
3. Acknowledge extenuating circumstances that are beyond your control
4. Try to anticipate potential problems beforehand as things have a tendency to go wrong
5. Preparing yourself for the worst will empower you to be in total control of whatever happens
6. Give an honest input, feedback or appraisal when asked for, instead of blindly putting a sunny side to things
7. Do not let over optimism overshadow your worries. Acknowledge and express your frustrations, doubts and regrets instead of brushing them away. Then try to beat the odds with a can-do attitude
Balance is everything
In his book, `Learned Optimism: How to Change Your Mind and Your Life', Dr. Seligman says, `There is considerable evidence that pessimists, despite all their problems, are more accurate judges of reality than optimists'. However, this does not mean that one should be negative and give a pessimistic twist to everything. It calls for mastering both sides of the coin with a balanced view, i.e., healthy optimism hand in hand with constructive negativity.
So, instead of disconnecting from reality by being over optimistic, always weigh the possible risks in any situation and perceive the inherent opportunities and obstacles. This levelheaded outlook will help you to deal with problems and put them behind you with a `things will get better' perspective.
Remember, it is good to be optimistic but not to such lengths that you lose touch with reality.

PAYAL CHANANIA

The Return of The Prodigal Employee

THERE comes a time in every employee's life when he has to look back. To see what mistakes he has made and find out which ones he wants to make again. Think about it. If you have ever hopped jobs, chances are that you have, at some time or the other, been tempted to return to a former employer.
There are of course many reasons why an old employer should hire you. To start with you are an experienced hand - you are already used to the work culture and environment and you have proven your mettle. In one way or the other. But that again, from the employer's point of view. Why should you go back to an old job?
Going back to a former employer a few months or years down the line is no longer a forbidden territory. Even companies are not averse to welcoming cream employees back into their fold. Two recent studies by Gartner Group and Recruiting Trends state that 60% of organisations are routinely rehiring high-performing professionals. As a matter of fact, the phrase, `boomerangers' has been coined exclusively for such employees who leave a company only to eventually come back home to roost.
It could be that your new job was not what you had hoped it would be. It could be that you just miss the old days and the good times you have had. Whatever be the reason, prudence calls for caution. Make a little checklist of things before you head back to familiar shores.
Is it the homing instinct?
Some people are just reluctant to test new waters. You may have tired of your present job, but should you go back to the earlier one? Or should you look out for fresher pastures. An old job is much like an old flame - it may not be new and exciting but at least you know where you are going with it. It has a sense of familiarity and belonging. However, it may not always be the best choice.
Is anything new in the offing?
Ask yourself. Better still, ask others - your former colleagues and bosses - how the company has fared in the interval of your departure. Has it climbed the ladder of progress or has it slumped into a nadir of non-description.
Talk to former colleagues or managers who can give you an unbiased opinion of the true picture. Find out what is new in the organisation - changes in direction, procedures, power structure, goals, restructuring and so on. Are the changes for the better and will it use your new skills and expertise to the optimum?
Is it worth your while?
John O'Neill, President of the Center for Leadership Renewal in San Francisco, says, `Once you have left a place, you tend to forget the bad stuff and only remember the fun you had on the bowling team.' To avoid a rude awakening, think about what made you leave the organisation in the first place. If you have quit because of family problems or because you wanted to learn more and expand your horizons or because you needed a break, coming back to your old position may not be such a foolish thing to do. But, if you were forced to quit because of the lack of growth opportunities, monotony or office politics, it pays to clarify whether the same situation still exists or not. If everything that was wrong is still wrong, old problems will resurface soon and you will have made that fatal jump from the frying pan into the fire.
Can you wipe the slate clean?
The return journey is a baptism by fire - it is lined with numerous hurdles. There is the potential for embarrassment and loss of credibility. Unless you had a valid reason to quit and an even more valid reason to come back, you have to eat the humble pie and admit that you made a mistake by straying from the beaten path.
Getting reinstated at a higher level or pay will generate a serious amount of resentment among your colleagues. You will have to work doubly hard to forge bonds and reconnect with peers as well as managers. Also, re-establishing trust can take time as you have to overcome the lingering qualms that you may dump the job again.
Is there hope for you?
The success of your volte-face depends a lot on the manner in which you left. If you have taken care not to burn your bridges with your colleagues and the management, it should not be too tough. However, if your parting was far from amicable and if it resembled a catfight on a moonlit night, drop the idea.
Moreover, unless the employer himself offers to re-enlist you, do not expect the red carpet to be rolled out for your homecoming; there will be no open-arm welcome when the prodigal returns. In fact the opposite may very well be true as you will have to convince your boss to take back a `deserter'. Emphasise that you have a short learning curve, as you are already aware of the ins and outs of the company. Underline the fact that you are bringing along critical experience, updated skills and know-how. All said and done, do not hit the delete button when it comes to old jobs, they can become a threshold of the future. Boomeranging is not a retreat afterall; you can get ahead by going back too!

PAYAL AGARWAL

The dilemma of a troubled employee

A ONCE valuable and productive employee unexpectedly starts turning in less than acceptable work. He may appear distracted, obdurate, make bad judgments or come late to work - a rare phenomenon in the past. More often than not, the root cause of such dramatic behavioural change is troubles - either personal or professional. Most employees develop some problems at some point of their careers, which negatively influence their work standards, morale and attitude.
The genesis may be job-related, like frustration from lack of approval despite a job well done, a deficiency of work-skills, job stress; or personal, like financial woes, marital discord, family disruption or even substance abuse.
It is a Catch-22 situation for the supervisor. Raking up the subject may fan the fire, while taking the ostrich's approach and burying one's head in the sand will compound the issue.
It is not considered prudent to let such sleeping dogs lie if it begins to tell on the employee's performance. Whatever be the reason, the manager has to step in and help resolve the predicament. After all, it is his responsibility to maintain acceptable productivity.
It will also take its toll on co-workers who feel overworked and resentful as they are forced to fill the gap. Moreover, the employee's problem will get progressively worse if allowed to continue. Ignoring it can also arouse antipathy.
As Mr. Arul Dass of Johnson Enterprises, who resigned from a well-paying job, said, `I had a problem and I did not get any help. If I had got some real assistance, I would not have left'.
RISING TO THE CHALLENGE
Dealing with a troubled employee is a delicate matter. Supervisors have to help him out of the tribulations without stepping on his toes. Here is a step-by-step process to help sort this out.
A stitch in time saves nine - The manager is in the best position to spot employee problems. He should be cognisant of dramatic performance changes.
Watch for patterns of work slowdown, preoccupation, constant fatigue, inability to cope, mood swings or frequent absenteeism. Timely and appropriate response to the early warning signs can help prevent long-term deceleration in performance.
Air the issue - Speak to the concerned employee in a supportive and objective manner. Describe the changed behaviour and show how his work has been affected.
Make it clear that you are intervening because his productivity is dropping. Express your concern but also underline that he is responsible for his efficiency.
Give him a chance to air his feelings and woes. Be a sounding board for his troubles. A willingness to listen will make him feel valued and understood. Often, half the problem is solved if one gets a sympathetic ear!
Lend a helping hand - Explore, understand and help resolve the problem. Assist him in examining alternatives and choosing the best solution. Set up concrete goals and seek commitment to improve performance. Assigning new or challenging work can also help sidetrack the problem. Be willing to extend a deadline or adjust work hours to accommodate the crisis. If all else fails, professional help may be the only solution. Gently guide him to a therapist.
Keep the ball rolling - Continue to monitor his progress. If there is a change for the better, commend and encourage him. However, if he fails to adjust within a reasonable time frame, warn him about disciplinary procedures. Be prepared to follow through too!
MAKING THE RIGHT MOVES
The manager is in for a tightrope walk. The path is lined with potential pitfalls and traps. Here are a few of the common ones that you can avoid.
Most supervisors tend to shy away from an employee's personal tribulations. It is your duty to help sort out the problem if it is affecting his work. However, never meddle in his affairs unless it affects his performance.
Balance empathy with the bottom line. Do not open the door for extra privileges at the cost of work standards. Covering up for him or cutting him extra slack will compound the matter.
Be firm, fair and kind. You should neither be apologetic for interfering nor should you try to moralise or express recrimination. Do not diagnose either; you are not an expert!
Your willingness to help can turn you into a sitting duck for con jobs. Exercise sagacious judgment and watch out for emotional tactics or `hard-luck' stories based on an intention to gain sympathy.
Maintain confidentiality. Placing an employee's troubles on the office grapevine will not only make you lose face but a valued employee as well.
`Fixing your broken workers' will boost their productivity and inspire renewed motivation. The employees will definitely thank you for the timely help!

PAYAL AGARWAL

Talent costs

Should you pay more for top-employees?
IT IS ONE of the unwritten tenets of the modern corporate world that an organisation is only as strong as its star performers! Therefore, staffing the company with top-notch talent is the key requisite for keeping pace with the competition in the market.
Needless to say, talent comes at a price. Hiring managers need to pay a premium for acquiring the best employees. In fact, a recent survey says that top companies spend at least 10% more for acquiring top-performers. They get paid more and this is what essentially differentiates them from the others.
Is it justified?
One HR expert argues, `Given today's fierce competition for talent, getting the best people for certain positions sometimes requires compensation packages that may look excessive on the outside, but that reflect true competitive realities'. After all, if the organisation wants to acquire quality, it will have to pay accordingly. And shelling out more for recruiting the crème de la crème is definitely worth it for the organisation. Needless to say having top-of-the-line employees will only help in improving performance, stimulate innovation and increase productivity and profit margins of the organisation.
Companies should bear in mind that talented employees are worth their weight in gold and it is only fair to pay them well. Infact, they should be seen as an investment for their own future.
From the frying pan into the fire
Even as HR managers try to lure the best with a bigger pay packet, they cannot avoid creating heartburn among the existing employees. Undoubtedly, they will be lot of censure, as the top talent becomes the source of dissent in the staff.
The management should be open and honest right from the start to remove any perception of inequity and discrimination. They should explain to employees on the same hierarchical level as the new incumbent about the exceptional talents the said person brings with him and how it will benefit both the employees and the company at large. Making them realise that the performance requirements necessary to match that of the new person may be beyond their skills or commitment level will also remove any misgivings. But this is a tricky situation and needs careful handling.
Concurrently, companies can also inculcate a `pay for performance' system to motivate employees to work harder and compete with the new talent. As an employment attorney opines, `If you have a legitimate need for bringing in top talent at a higher compensation rate, make it clear you are going to allow other employees the opportunity to compete'.
Belling the cat
Highly specialised and top-shelf professionals have the upper hand as they have the bargaining power and can demand handsome salaries and benefits.
However, this does not mean that organisations can acquire the hard-to-win talent only with an attractive compensation package.
Instead of squeezing their budgets tighter, they can offer other options like signing bonuses, allowances, reimbursements and an array of perks with a slightly higher starting salary. This smokescreen will also help in controlling the dissent over the pay differences.
At the same time the management should continue monitoring performance to ensure that the new employee justifies the exorbitant salary he is commanding. All said and done, the management has to realise that the very best come at a high cost and be prepared to undertake them before making that hiring decision.

PAYAL CHANANIA

Sure ways to recharge your memory cells

`I ALWAYS have trouble remembering three things: faces, names— and I can't remember what the third thing is!' Renowned American humourist, Fred Allen puts a humourous twist on a common, yet dangerous malaise.
Well, no one has a perfect memory; everyone forgets things every day. Forgetting dates or names, misplacing keys and missing birthdays occasionally is not unusual. However, when your memory fails you once too often, it spells great trouble.
Forgetfulness strikes in the workplace too. Some forget to pass on messages or cannot remember what they have to do while others forget deadlines or responsibilities. Such memory pitfalls create frustration and can be quite embarrassing too. He/she is jovially branded as Mr. or Ms. Forgetful, and becomes the butt of office jokes.
On a more serious note, forgetting important tasks one time too many can antagonise team workers. It also rubs the boss the wrong way leading to career-affecting consequences. Moreover, if the person has a supervisory role, he/she has to be more careful about remembering the minutiae. According to a recent survey, 35 per cent of the workforce fails to remember important work information and deadlines, 7 per cent of which have even led to reprimands and dismissals.
Fortifying memory
How is it that some people can recall every single detail while others are habitually scatterbrained? The difference lies in using the memory power to the greatest potential. A few of these lifestyle changes can greatly enhance memory faculties:
1. Everyone knows that age affects memory. However, a little known fact is that stress and emotions also influence remembrance capabilities. The more complex or high-stress the day is, the more likely is the person to forget things. Therefore, it is vitally important to relax and set a normal pace as far as possible.
2. Smoking, alcohol and drugs can also be the culprit for short-term memory lapses.
3. At the risk of sounding hackneyed, a healthy body leads to a healthy mind. Therefore, proper sleep, wholesome diet and regular exercise can increase attention span and memory. Even recent research supports that 30 minutes of physical activity most days of the week will slow mental decline.
4. Forgetfulness can be largely attributed to inattention or preoccupation. Absent-minded people should cut out probable distractions; try to be more attentive and concentrate on details.
5. They should identify and manage the behaviours that increase the likelihood of forgetting. In extreme cases, professional counselling and treatment can also help.
6. However, people should pay heed to sudden memory lapses, as it can be the precursor to potential burnout.
Committing to memory
Wendi Eldh, a communications trainer who teaches memory skills, says, `We don't forget, we just have not learned it in the first place'. She stresses that it is possible to strengthen memory by training the brain to remember things. Here are a few practical and proactive memory aids that work:
1. Set reminders or alarms about when to make a phone call or leave for a meeting.
2. Prepare regular agendas listing deadlines, things-to-do and projects to-be-completed. This will be handy in keeping track of tasks and events. But, do check the agenda regularly.
3. Or, use a buddy system to have someone remind you of announcements or work to be done.
4. Writing down reinforces things one is trying to remember. So, take notes of important instructions if you have difficulty in recalling them later.
5. Live by the rule - `When interrupted, immediately right down what you were doing'. Jotting down on `sticky notes' and keeping them in highly visible places will jog the memory.
6. Regular reading, learning and mental challenges like puzzles, crosswords, etc. keep the brain stimulated. As doctors advise `Simple mathematical calculations and saying things out loud activate the brain, particularly the prefrontal cortex which governs cognition, emotion and memory, and enables the maintenance and improvement of the brain function.'
7. Using methods like `radiant thinking' or `mind mapping' to assign intense visual images for tasks or things will overcome mental blocks and enhance retentiveness.
8. Mnemonics is another system that uses a form of words of letters to memorise important information.
9. Learning courses with important skills and strategies to trigger the memory can also help.
Apply these memory enhancers and within no time you will be the one who always reminds others!

PAYAL CHANANIA

Successful succession plans

A KEY POSITION suddenly falls vacant in a company when a top executive retires or leaves. What does the management do but hunt desperately for a substitute at the eleventh hour? And what are the chances of finding the right replacement at the right time? Dismal.
The absence of a trained and experienced successor often leaves companies with no choice but to make do with whatever they have. A well thought out succession plan can deal with such employee deficits. Instead of recruiting externally, such a plan will help garner leadership talent from within the company's rank-and-file. Succession management is all about maintaining continuity by grooming leaders for tomorrow, if possible from the employee pool. The chosen `successors' are trained so that they can step into the role without too many hiccups. As Bijay Sahoo, Vice-President (Talent Engagement and Development) and head of HR, Wipro Technologies says, `We plan for the succession of existing critical roles, including that of the CEO, and identify employees who are ready to take over the roles immediately and over the next 1-2 or 2-3 years.'
A succession plan entails rigorous implementation in order to be successful. A recent report states that, 70% of succession plans fail due to bad execution. Here's a comprehensive guide to design and implement a succession programme that will train leaders for the future:
Identify the key areas
Companies should have a long-term strategic plan that anticipates future needs in tandem with the company goals. This will help establish the key areas that require continuous management by trained personnel.
Who will fit the bill?
Employers should review the employee pool to zero in on worthy successors by matching requisite experience to education and a successful track record of potential successors. In general, the `chosen ones' should demonstrate consistency, adaptability, confidence, performance with results and have the ability to generate respect and trust. It is also important to find employees to fill the posts of `would-be-successors' once they are vacated.
The succession plan should be in line with the employees' interests, aptitude and ambition (some employees may not be interested in taking up the responsibility).
Therefore, HR managers should be able to assess the potential candidates' aspirations and tailor the succession strategy in tune with the said aspirations.
A wild goose chase
At times the management may just be wasting their efforts on the wrong candidate. Or, the right candidate may just leave for greener pastures. To avoid efforts going down the drain, managers should choose the potential successors wisely and make efforts to also retain them.
Grooming for the role
The competencies of the chosen employees should be improved with regular training so that the leadership mantle passes smoothly when the need arises. They can gain experience in multiple areas through job rotation. Challenging and stimulating work will help hone their skills. The present leaders also can help by mentoring and preparing them for the leadership role.
Instead of focussing on a few specific employees, the HR department can choose to raise the general level of knowledge and proficiency among all employees in the company. Individual managers would be responsible for developing talent in their respective teams.
Change of guard
A well-planned succession plan will ensure that the company has a group of successors with the right skills in the right place at the right time. They can promptly step into the shoes of a key executive leading to a smooth transition. Therefore, a continuous stream of qualified employees will be ready and available to move up and take over when key people retire or move on.
An ongoing succession plan will ensure that there are highly qualified people in all positions, not just for the present but also for the future.

PAYAL CHANANIA

Stop that or else... !

DIE-HARD users of foul language may go hoarse arguing for freedom of speech (and undoubtedly their arguments will be peppered with a litany of choicest expletives!), but profanities really have no place in the genteel world of good manners. Civility and good manners have been generally on a decline, with language especially taking the worst beating. The use of slang and four-letter words at the workplace has become as common as water cooler gossip. Whether it is a slow Internet, a pressing deadline or just the banging of the shin against a table, we do not think twice before letting fly a slew of swear words. Anything and everything from job stress, frustration and bad bosses to fear and excitement finds expression in four-letter words. In fact in a recent survey, 89% of the people said that swearing is habitual with them.
With swearing becoming part of common parlance, using profane language has come to be seen as quite harmless. However, many people fail to realise that use of such language in the workplace smacks of unprofessional behaviour and makes one unpleasant to work with. Usage of the `gutter language' offends many and creates a negative or hostile work environment. This can sometimes lead to harassment lawsuits too.
Breaking the habit
People who are in the habit of swearing have to realise that using bad language may have its shock value, but it can also create interpersonal conflicts. Rude talk and expressions will always put off customers. Though people may not complain, the damage is done. So, clean up your act fast before you get the sobriquet of official gutter -mouth. Here are a few pointers to break the habit:
1. Be calm and control your emotions in the face of difficult situations, delays and disappointments. Let your choice of words reflect your rational and mature thinking.
2. Swearing will not make things better. Try to be patient and take things lightly.
3. Accept daily challenges head-on by switching negative thoughts into positive solutions. After all, the problem with swearing is not so much in the words as the tone and attitude reflected behind them
4. Try to use clean language and think before you speak to be able to put your point across politely
5. Imagine someone swearing at you and you will realise how offensive it really sounds. Develop the self-awareness that will make you opt for civility in deference to others' sentiments.
6. Express yourself better by replacing the oaths with inventive, harmless and less objectionable substitute words. As someone rightly said, `If nothing says it better than a swear word, say nothing!'
Taming the employees' tongues
James O'Connor who runs the Cuss Control Academy and author of `Cuss Control: The Complete Book on How to Curb Your Cussing' advices, `Companies need to deal with foul language not only as far as legal issues are concerned, but also because it presents a bad image'. Good language creates an amiable environment, which is less hostile and more conducive to self-motivation and self-performance. This is what the management can do:
1. Have a formal anti-cursing policy and a language code of ethics to control abusive verbal attacks in the workplace. Outline the disciplinary action for persistent violators.
2. Inaction and tolerance is silent encouragement; take fair and controlled action.
3. Make sure that you practice what you preach and lead by example.
Arrange a private, face-to-face talk with the chronic offender to apprise him of the repercussions of using inappropriate language. Arrange counselling if required; termination is the last resort if the employee refuses to mend his ways (read words).
4. Many organisations organise training programmes to `clean employees' mouths' and control their habitual swearing.
The management cannot expect total abstinence; the aim is to tone down the language to maintain propriety in public behaviour. As one HR expert says, `The goal of the policy is not to restrict anyone. But if something accidentally comes out and I hear it, I will ask the employee to apologise.' One must know where to draw the line as an occasional expletive may slip out without you knowing it.

Tempting as it may sound, the management cannot wash employees' mouths with soap. Instead, they can heed to Mr. O'Connor's suggestion, `Pretend that your sweet little grandmother or your young daughter is always next to you!'

PAYAL CHANANIA

Stealing from the workplace

DO YOU sometimes indulge in pocketing a few pens lying on your desk? Does the writing pad invariably find its way to your home? Are your coffee breaks always exceeding the allotted time? Welcome to the burgeoning throng of workplace thieves!
Most employees consider themselves a paragon of virtues - loyal, hard working and honest. How honest is the million-dollar question! Look closely in the mirror.
Is a petty thief staring back at you? The answer is more often an aye than a nay.
Yes, even minor pilfering from the office amounts to stealing. `Stealing' of this kind is the norm, not the exception at workplaces.
Many of us find our fingers itching to lay hands on the floppies, CDs or even papers and folders lying around.
Nobody thinks twice before making copies or sending personal faxes on the company machines. The office printer ribbon eventually finds its use at ... home! The supply closet often becomes the personal cookie jar of all and sundry!
We commit `theft of time' too! Many of us spend our work hours napping or doodling, or worse still, gossiping at the expense of the company's time!
Online shopping, playing Internet games and chatting while apparently working are ubiquitous chores when in office.
Lying about the actual time you work is essentially theft of company time. All the minutes you waste add up to a mind-boggling number of hours every month!
As per a survey, one out of every three employees steals from workplaces. A study in US by Michael Kessler and Associates reveals that an overwhelming 79% of workers have either stolen or thought about stealing.
`Taking office supplies' accounts for 41% of workplace fraud while one out of every three companies goes bankrupt, partly due to employee theft. Pretty much astounding and damning!
But why?
Honesty often gets a short shrift at workplaces and the lax control on the part of the management is like an open invitation to pilfer. `No one will miss this or know what happened' is the way an employee thinks.
If any stuff is lying around, it is asking to be stolen is the mind-set. Sometimes these minor offences are due to vindictiveness - to get even with the boss!
Most employers turn a blind eye to such trivial matters. However, the situation can snowball if left unchecked.
Getting away with petty thefts boosts one's confidence to move on to bigger things like embezzlement.
Before picking up those office supplies again, pause to consider the ramifications if you are caught. All the hard work and toil will go down the drain as you bid goodbye to your job.
Add to that the blot on your character certificate. All this for a measly pen or an hour's extra pay! Is it really worth it? Hey, do you really need that post-it so badly?

PAYAL AGARWAL

Start off on the right foot with a new boss

You have an excellent rapport and comfortable working relationship with your boss. You know him like the back of your palm - right from what makes him tick to how to dodge the landmines! Lo and behold, one morning the rug is pulled from under your feet (he is promoted/transferred/fired or chooses to resign), and there's a brand new manager to fill his shoes.
Nerve-racking stress and frustration becomes an understatement when there is a new hand at the helm and a new body in the boss' seat. Insecure with the comfort zone gone, you shudder at the very thought of going through the whole `finding your feet' rigmarole. Defensiveness sets in along with the fear that he will shatter your `safe' position and schedule.
However, like it or not, you have to work under the new manager. So, will it not be worthwhile to salvage the situation by starting off on the right foot. Here's how you can make a smooth transition:
Roll with the punches
Predictability is non-existent in the corporate scenario; do not delude yourself that things will always be the same. Change is always on the anvil with a constant reshaping of roles. As the arrival of a new manager heralds massive adjustments, adopt a professional and flexible stance. Perceive the change as a challenge rather than an obstacle. Prepare to adjust, so that you can carry on without major glitches.
Get ahead of the game
Find out the new manager's work style, temperament, personality and idiosyncrasies and you will soon gain an edge over others. As a career services manager advices, "If there is any way you can find out information upfront, do it. Maybe someone in another part of the company or someone else who has worked for that manager can help".
Break the ice
Take the initiative to reach out to the new boss early on and establish a constructive point of contact. Proactively schedule a meeting to congratulate him and welcome him on board. Introduce yourself and amiably discuss expectations, goals, strategies and mode of functioning like work hours, responsibilities, frequency of updates, level of autonomy, or management changes. Initiating open and honest communication will give you an inkling about his disposition, propensity, priorities and weaknesses. Ally with him and show that you are interested in adding value.
A clean slate
The new manager is bound to be different, do not kid yourself that he will be a facsimile of the former boss. Instead of doggedly hanging on to the past and making life difficult for him, put the loss behind you. Exercise discretion and avoid harking back with constant comparisons in the vein of, `He didn't do it like this... .' Overcome your strong allegiance to the old boss and prepare for the necessary psychological adjustment to the new order of things. As career consultant and author Andrea Kay says, `You have to make a mind shift to prepare yourself to say, "This is a new person"'.
Patience pays
Do not expect an instantaneous rapport and try to get chummy straight away.
Take the time to build a harmonious relationship and bide out the adjustment period as you get to know each other. Try to bridge the discrepancies and realign your priorities with a positive perspective to forge a strong link.
In the same boat
Remember that the new state of affairs would be discomfiting for the boss too and he needs to acclimatise as well. Empathise with his situation without sounding derogatory.
Try to anticipate his needs and offer friendly assistance in explaining the intricate workings without sounding like a know-it-all. However, do not `enlighten' him about practices, processes, norms and other minutiae unless expressly solicited.
Know who's boss
The new manager may either be a new recruit or one promoted up from the ranks.
The fact that he is an ex-colleague doesn't give you the right to take liberties or express resentment over the `missed' promotion. Likewise, even if he is a new kid on the block, you cannot ride roughshod over his ideas and techniques, undercut his decisions or question his competence.
Deprecating comments like, `This will not work', `The approach is totally wrong' or `We have tried this before' are utterly unacceptable. Learn to accept the status quo and respect him for his position.
Be supportive and enthusiastic, yet compliant. Talk out issues reasonably and clarify roles without challenging his authority.
All said and done, bat from a position of trust and co-operatively endeavour to iron out the differences, and you will soon find yourself enjoying the same camaraderie as you did with his predecessor!
PAYAL AGARWAL

Severance package; to give or...

THE REASONS behind an employee's lay off could be many. It could be due to various reasons - misbehaviour, poor performance, downsizing, relocation or even closure of the organisation.
Dismissals are unpleasant but unavoidable affairs. So, how about softening the blow with a severance package?
Often, employers are a confused lot unable to decide on the severance package to a departing employee.
However, it is not compulsory by law to award severance pay to those who leave an organisation of their own volition.
But, the general corporate view advocates a severance package to take the sting out of the dismissal. Nowadays, severance package has become part of the exit process in prominent organisations.
Besides, if any organisation intentionally or inadvertently makes employees expect a severance package, then it must follow the practice.
Backing out after making a promise or mentioning it in personnel policies, employee handbook or employment contract will shackle the employer in legal tangles. Also, if the organisation is wont to making severance payments, then it is obligatory on its part to continue the practice.
Severance pay helps the dismissed employees overcome the ensuing disappointment and frustration and comes handy during their transition to a new job. It also helps the employer portray a just and fair face to the other employees. It acts as an insurance against possible sabotage, espionage and, sometimes, retaliatory lawsuits from the laid-off workers.
Severance options
The amount of the severance package is not fixed, but should be consistent and reasonable. A rule of thumb would be to fix the amount in consonance with the tenure of employment and job position held by the departing employee. Here are a few aspects that can figure in the severance package:
1. Severance package usually contains two weeks' pay multiplied by the number of years of service with the organisation.
2. Employers can offer the continuity option in matters like health insurance benefits, life or disability coverage, etc. They can even make premium payments for a specified period.
3. Organisations can agree to give a good letter of reference with positive testimonials wherever possible.
4. Employers can have an outplacement programme with a customised job search. They can provide counselling on career goals, tips on résumé writing and how to emerge successful in interviews so that the laid off employees find new jobs. They can also provide leads for potential jobs, offer training programmes and help them during discussions with potential employers.
5. Organisations should free dismissed employees from any contractual obligations.
6. Employers should provide adequate unemployment compensation or let the employee retain cash advances or the laptop or mobile phone given to him.
A few strings attached
If a terminated employee nurses any grudge against the management, he may file a lawsuit. To avoid such controversies, the employer can ask the employee to sign a release document in exchange for the severance package.
This will prevent the employee from suing the organisation for discrimination or wrongful termination. To prevent such legal actions, companies should take legal experts' services for drafting release documents. The departing employee should be given a week or two to review and sign the document.
All said and done, a severance package is like a security blanket for an organisation. An ideal severance package should make the exit process as pleasant as possible for the employee.

PAYAL AGARWAL

Selecting the right search firm can cut hiring costs, save time

TODAY, the economy is high-pressured and candidate driven. Filling open positions with the best possible talent is the need of the hour. As companies vie for superlative candidates, their hiring processes are undergoing a sea change.
To meet the challenges of shifting market opportunities and increased competition, more and more organisations are employing external recruiters to meet their staffing needs. A recent survey reveals that more than 51 per cent companies use executive search firms to hire employees, of which 55 per cent feel that they are well worth the steep charges.
As companies outsource their hiring process, they are relying on recruitment agencies for a wide range of positions. If the hired firm creates targeted searches and ensures the best match, it will lead to time and opportunity cost savings for the company.
Tips for successful recruiting:
The right player: Selecting the right search firm is extremely important. Staffing executives should exercise prudence, as the choice could mean the difference between an effective, efficient and rewarding recruitment or `recruiting by the front door only to pull out of the back door'.
Instead of a generalised approach, narrow down the firms by their areas of specialisation. Select one that specialises in your industry, then focus on the functions and geographies you need. As Jeff Kaye, CEO of a prominent U.S. search firm, says, `The more specialised the firm, the more its recruiters know about the industry, the companies and the labour market. With that knowledge they can ensure that they are covering the marketplace for the client'.
The placement agency should be well established and well regarded. So, try to ascertain its level of knowledge and experience through the track record of successful searches, competency, tenure and retention rate. Request a few names of successful placements to establish their accomplishments.
Ascertain that the firm is reliable, committed, customer-focussed and ethical.
Every search is different, so should be the process. The recruiting agency should not have a defined stringent search process. Instead it should be personal service-centric with the flexibility to tailor the search as per client specifications and needs.
It should be able to place candidates in all occupational groups - executive, middle management, technical and lower levels with a customised blend of different contractual agreements.
The minutiae: Successfully partnering with a search firm, calls for the following standards:
1. The contracting company should decide the type of search it requires - `contingent' for mid-level, multiple positions involving an influx of resumes and fee payment only if the candidate is hired or `retained' for urgent critical needs and executive positions with emphasis on presenting highly qualified candidates. Else, you can go in for contract searches for specific jobs or container searches - a contingent/retainer hybrid - for others.
2. Clearly spell out the expectations in a job order with a detailed description of the exact qualifications and skills needed in a prospect. As a search consultant highlights, `Specify the hierarchical and functional specifics of the open positions, including the scope and key responsibilities and the required qualifications and compensation'.
3. Agree on the timeframe, accountability, fees and payment schedules. Also, include milestones such as the first flow of candidates for review, the pre-qualifying phase and interview process.
4. Outline the communications and reporting relations to maintain an ongoing dialogue with updates about results, delays, gaps between alignment of candidate's qualifications and job specifications as well as feedback from the market about the position and its terms.
5. Staffing executives should meet with the actual team of recruiters to understand their process. Moreover, to prevent backstabbing, the company can also sign a contract preventing the search firm from recruiting your company's employees for a specific time.
The assessment
Does the recruiter fulfill his role of finding the right candidate the company needs or not? Can he successfully identify and review potential candidates for specific positions with insight into their real weaknesses? Over time, study the quality of hires, performance, contributions and promotions to evaluate its ability to attract right candidates.
Remember that some proactive recruiters also screen candidates, assess eligibility, check references and handle negotiations along with attending final interviews by the company management. Some suggest competitive offers and interview formats. To provide value to clients, they offer pragmatic and actionable recommendations for organisational development.
Companies can develop a consultative relationship with the search firm, wherein the vendor is a `trusted advisor' in not only staffing decisions but company management too!

PAYAL CHANANIA

Say No to Stress

RAVI was a valuable employee of a multi-national company. Being an aggressive over-achiever who could meet any deadline and beat every crisis, he was poised for success. The stress added the punch to his work and kept him on his toes. There was no stopping him as successive leaps up the corporate ladder marked his career. However, one day everything came to a screeching halt. In the midst of an important project, he lost the motivation to work and turned listless and dejected. His was a classic case of addiction - no, not to drugs or alcohol, but to stress and pressure!
The workplace abounds with people who need a dose of pressure as a `fix' to keep them going. They are continually functioning in overdrive to meet a gruelling schedule. Thriving on living on the edge, they drive themselves harder when fighting deadlines and work in a perpetual state of crisis. `I love it when I have loads of responsibilities!' This is what these addicts say. More often than not, such workers cannot perform their duties without the looming pressure. If it is not the last minute, they cannot get anything done!
This leads to procrastination of work until it figures as an emergency. Some people also unconsciously subject themselves to pressures of their own making by fabricating challenges like over-committing or taking on more than they can handle. According to an expert, "Stress addicts find themselves more involved in their work when it gets tougher and more complicated.
They tend to think of stress as a normal part of life, rather than as something that is unfair."
The telltale signs
The following characteristics can help you identify if there is a stress addict lurking inside you:
1. Do you feel that you can work best only under pressure?
2. Are you at your peak in a crisis?
3. Do you drag your feet until the eleventh hour?
4. Do you hold yourself to impossible standards of perfection?
5. Do you seek out stress for the thrill of it?
6. Do you feel guilty if you take time off work or relax?
7. The good and the bad
Unarguably, people are definitely more productive under pressure. Having two hours on hand to complete a crucial project does get one moving. It helps you think faster as you focus totally on the job that needs to be done.
Boring work also gets exciting when under the gun. The adrenaline surge motivates, speeds things up and shoves you into an overdrive.
However, there is more to it than meets the eye. Interminably working under an avalanche of pressure will make you a ticking bomb waiting to explode! In the long haul, it will cut away at your efficiency and productivity. You will pay the price as it takes you to the brink of fatigue, burnout and breakdown.
There will be massive repercussions as you head towards imminent health disorders like heart disease and depression.
Keeping stress at bay
Exercise is the greatest stress buster. It relieves pent up emotions and is undeniably salubrious and rejuvenating Devoting time to relaxation is essential. Catch short breaks during the course of your workday. Unwind totally when you get home and get a good night's sleep What you need is a holistic sense of control to preserve your sanity. Be honest to yourself and become aware of your addiction. Confront the situation and decide, `I will not live like this' Change your modus operandi. Plan to complete your work with time to spare. Do not wait for the storm of deadline to strike
Prioritise your tasks and then address each one in a focussed but unhurried manner. Do not try to multi-task. Going the extra mile to finish a crucial project is necessary. However, do not make a habit of it Do not overcrowd your `to-do' list. Know where to draw the line and limit your work schedule If all else fails, you need to seek help from a therapist to get out of the whirlpool Wake up! Do not become a slave to pressure. It will ruin your life!

PAYAL AGARWAL

Say Aye to the Right Career

SHOULD I become a doctor or a journalist? Is the job of an architect or that of a video jockey suitable for me? Will a programming job do or a secretarial one? Ah... choosing careers... an incredibly tough task indeed! It is also one of the most significant decisions we make in our lives.
Deciding your vocation is a little like buying a house! A person purchasing a house evaluates several factors like the cost involved, location, size, facilities available, safety and viability. He will conduct a detailed market survey keeping in view his personal requirements before arriving at a feasible decision. Well, it is the same with choosing a career. But the major difference is, houses can be changed easily. Not careers!
Selecting your calling can be a bit scary. Calm down. Take your time. Today there are many avant-garde opportunities available other than the common and conservative ones. You can do what you like provided you are able to meet the job demands. Do not blindly do whatever your friends are doing. It concerns how you wish to lead your adult life; in fact, rest of your life. `Rest of your life' does sound ominous, but it will not be so if you are happy with what you are doing.
Self-appraisal
Indulge in some introspection. Know yourself. Understand what fires you up. Investigate your personality, interests and personality traits. Evaluate your strengths and weaknesses. An introvert can never make a good salesman. Likewise, if you have an eye for colours, consider arts not dentistry! You should suit a career and the career should suit you! Every job requires certain inherent or acquired skills. Focus on your abilities and qualifications. To become an English teacher, you do require a degree in English! Consult a career counsellor or take skill assessment tests to zero in on the profession that uses your attributes to the best advantage. It is easy to fall prey to the lure of the small, green notes. But, a career is not just about earning money. It is a path of growth towards leading a fulfilling life. However, financial requirements do need to be aired.
Explore options
There are no right or wrong answers. What works for one might be totally unsuitable to others. Decide your career goal. Head in a general direction (say science, business or arts) based on what you like to do and what you can do well. The ideal job is out there waiting for you! Study the numerous choices available. Prioritise your options. A series of educated guesses will narrow down your list to a few picks. Choose what is best for you!
Research
After narrowing down towards the preferred occupation, check it out first. Look before you leap. What appears rosy from outside might be a bed of thorns inside. Get a good grip of the facts. Gather information on what the job entails. Use the Internet and other sources. Try to go beyond the hype. Talk to people working in the field. Be savvy about the opportunities but also bear in mind the pitfalls.
Plan perfectly
Haste makes waste. Do not bite off more than you can chew. Prudently settle on the best fit for your skills and interests. It is like choosing the person to share the rest of your life with. Make it a match made in heaven! Consider whether the job will suit you, say, 20 years down the line.
Try to get hands-on experience in the field. Have no qualms in changing a few jobs initially. Aim for maximum job satisfaction. Your job should fit you to a perfect T. To paraphrase Ayn Rand in `Atlas Shrugged' - `If you do not find joy in your work, you are condemning yourself to a life full of torture'.
Your life is what you make of it. Shape your career. Do not let it shape you! Be open and the perfect opportunity will find you!

PAYAL AGARWAL

Say `No' to age discrimination

THIS IS the age of Gen Y. Youngsters dominate the workforce with 20 - 35 being the desired age. The animus against old people rules. And what is old? Well, 40 is considered over the hill, you do not stand a chance once you cross the landmark 50 and 60 is positively ancient!
`Out with the old and in with the new' is the new corporate mantra for survival. Unfortunately, this cliché is not limited to skills and methods but encompasses age too.
Consider Gregory Tingey of England who applied for more than 100 jobs, had four interviews but received no offers. This despite having a degree in physics, a master's degree in engineering, a higher national certificate in electronics and years of experience in manufacturing research. `At 59, I cannot even get a job as an electrician', he moans. This is pure and undiluted ageism!
Youth has become the preposterous yardstick for performance. An employee enjoys a rising trajectory and suddenly, wham! He is denied the well-deserved promotion and pushed into a low-level job with reduced responsibilities only because he is too `old'. Top it off with increasing pressure and loud hints pointing him towards early retirement and he may almost succumb. All because he is on the wrong side of 45! His chances of landing a new job are infinitesimal even as he sends out résumé after résumé.
Older employees also face the axe more often during layoffs and are replaced with younger employees. Moreover, if the CEO happens to be a 34 year old, he will hesitate interminably before hiring a 42 year old, however experienced. There is a ten to one chance that the vote will swing in favour of a raw recruit, despite the lack of experience skill and knowledge. All this is done in the name of inducting new blood to rejuvenate the organisation.
Deserve a better deal
The environment today reeks of age discrimination. Older people are stereotyped as inflexible, failing in health and unwilling to learn or adapt. But, the truth is far from this. How can one ignore the importance of diversity, experience, maturity, dedication, reliability and wisdom that the members of the older generation have on their side?
Moreover, with rising life expectancy, better health and economic necessity, people need and want to work. Nobody can deny them this right. As 67-year-old Patricia Zellar of Sacramento, U.S.A. laments, `Just because you get older, you are not on the verge of death. Those employers who want young employees with no experience are cheating themselves'.
British TV presenter Johnny Ball reaffirms, `Discrimination due to age is one of the great tragedies of modern life. The desire to work and be useful is what makes life worth living. To be told your efforts are not needed because you are the wrong age is a crime'. Beware, now you may even buy yourself a lawsuit in the face of increasing legal protection provided by courts. The Ford Motor Co. for instance had to cough up US$13 million to settle a class-action age-discrimination lawsuit.
Shattering the negative prejudices
Age does not determine the capacity to perform. It is high time that we wake up to this fact and learn to value older people. They are, in fact worth their weight in gold. So, stop making assumptions and discriminate based on age.
However, merely sending a memo to the HR department will not put an end to the ageist practices ruling the workplace. This is only lip service to the cause; a more hands-on approach is called for. Here are few pointers on how to put the plan into action:
Recruitment and selection procedures - The job advertisement should encourage applications from all age groups. Steer clear of age limits and discriminatory language like `young' or `fresh'. Use a mixed age interviewing panel to successfully recruit a diverse age team.
Promotions and layoffs - Avoid age cut-offs for promotion and training to get rid of discriminatory implications. Set measurable standards for evaluating performance with focus on skills, abilities and potential. Use job-related criteria when considering employees for redundancy. Make sure age is not a criterion and let people know that. Base retirement policy on business needs and adopt flexible retirement schemes wherever possible.
Retain and motivate them - Reaffirm the `There is nothing wrong with being older' attitude. Develop a supportive environment for older workers to bring out the best in them. Build morale and productivity by appreciating their performance. Encourage them to serve as experts, specialists and mentors. Provide on-the-job training to update their skills and prevent obsolescence.
Revise attitudes - Arrange workshops to train the staff to uphold non-discriminatory practices and deal with intergenerational issues. Make it clear that the company will not tolerate discrimination. Companies can also set up internal grievance procedures to deal with such issues.
The next time you find someone being written off because of his supposedly advancing age, think of 72-year-old team manager, Jack McKeon who guided the Florida Marlins to a World Series victory. This came three years after he was pushed out of baseball because of age discrimination!
Also, keep in mind that no one is immune to ageing. Age will catch up with you too. What you do today will be done unto you, say, fifteen years down the line!

PAYAL AGARWAL

Sailing the internet seas — clandestinely

IMAGINE if corporate employees were made to take a lie-detector test or some other such contraption, how many would emerge out of it with red faces looking and one assumes, feeling guilty too. Each one of us has sometime or the other given in to the temptation of personal surfing while at work. We have well and truly been bitten by the `surfing' bug. In fact, it was recently discovered that one employee had visited a stock-monitoring website 186 times during a 12-day period! And sure he is not the only one! Welcome to the world of cyber addicts who are populating workplaces everywhere. According to a survey conducted by Vault.com, nearly 85% of employees with online access at work said that they use the Internet for personal purposes. What's more, workers admit that they waste over two hours a day doing non-work related surfing, which adds upto mind-boggling figures every week or month.
Can you hold your people responsible for it? After all, with the whole world and its sister going online, there is no dearth of opportunities to keep these aficionados hooked. Also, the Internet has turned into a virtual Man Friday that can meet your every need and then some more. Personal surfing on company time can still be overlooked to an extent when they are harmless activities like cyber shopping, online banking, managing stock portfolios, catching news updates, checking mails or chatting with friends. However, more often than not, they do tend to acquire illicit connotations in the form of gambling, offensive mailing, transmitting confidential company information and adult site surfing. Some people even stoop to running a personal business or conducting a job search all funded by the company, in a way.
Consider this: A survey by WebSense, an employee Internet management company in San Diego, U.S.A., found that `cyber slacking' costs the economy $54 billion a year since as much as 30-40 percent of lost employee productivity can be attributed to workers' personal use of the Internet alone. Furthermore, employees' clandestine surfing can open the door for lawsuits due to their inappropriate behaviour.
Technology-savvy employers are waking up to the situation and protecting their backs with a vengeance. Covering your tracks is no longer as simple as switching screens when the manager happens to saunter by your workstation. Most organisations have taken to installing sophisticated tracking devices on their company networks to track employee moves on the Internet. There is nothing like anonymous browsing any longer, as absolutely nothing can go undetected. The employer can keep tabs on everything as every webpage, e-mail or chat room you visit, infact every click of your mouse is recorded for posterity. Incidentally, if you happen to be reading this article over the Internet, keep it in mind that the boss knows it too! So, watch out for what you do and where you visit because you will leave telltale footprints that will blow the whistle on your activities. There will not only be embarrassment and shame but also a possible job loss in store as employers take strict disciplinary action against the erring employees. More than 60% of American businesses have disciplined their employees for misusing the Internet; more than 30% have fired workers for it.
Know where to draw the line: Employers are really not the two-headed monsters we paint them out to be. They are not averse to employees sending an occasional e-mail or sporadically checking a stock update. Playing a few games, catching up on the latest news or bidding for an audio CD is tolerated during breaks or as a quick-fix breather. But, constraint is a trait not many can boast of, as time and again we may be tempted to break the rules.
You may very well ask, `How much is too much?' Well, it pays to read your company policy on acceptable Internet usage and adhere to that. In case of a zero tolerance approach, you have no option but to renounce it in toto. But, if the company grants reasonable leeway, exercise prudence and do not go overboard. Also, what is important is that your work should not be seen to suffer.
So, let your work take precedence over everything else. After all, you are being paid to work, aren't you?

PAYAL AGARWAL

Right style downsize

RIGHTSIZING, axing jobs, or retrenchment - call it by whatever name, but downsizing is one of the ugly realities of the modern workplace. It is an oft-adopted practice to reduce cost and increase productivity.
However, more often than not, this exercise itself turns into the foundation of the company's ruin.
The work environment becomes averse to risks and functions with low morale. The laid off employees turn hostile and resentful while the survivors feel insecure and demotivated. It proves to be the final nail in the coffin of a company that is already on the downhill path.
For example, Scott Paper laid off 10,500 employees, causing a dramatic decrease in profitability, until competitor Kimberly-Clark eventually bought them out.
However, when Xerox Corporation cut its workforce, it turned more productive and customeroriented, being thereafter able to bring new products to the market more quickly.
Well, the difference lies in the approach and planning. The authorities have to manoeuvre the pitfalls delicately for a win-win situation. Using these thumb rules can help you to emerge as a winner.
The crucial `Why'
Determine the whys and wherefores of the need. What has triggered it? Is it fuelled by falling profits or a surfeit of employees? Base it on sound business reasons; let it not be driven by panic. Have a clear and well-defined vision of what you wish to accomplish, it may otherwise lead to a second and third round of cuts that will further widen the productivity gap.
Whose heads will roll?
If the layoff is based on head count or period of employment, you will end up throwing away valuable talent and possibly invite litigation as well.
Decide what the post-layoff future will be and what talent is requisite to achieve future goals. Choose whom to discharge based on redistribution of work to achieve organisational efficiency and a positive outcome.
A decent farewell
Try to downsize ethically with a humanitarian approach and an employee-centric strategy. After all, how you deal with laid off employees is how the remaining employees assume they will be treated.
Managers prefer to keep news of the downsizing quiet until actual implementation to avoid paranoia. However, giving advance notice could help forewarn and prepare employees for the ordeal ahead, and let them plan their future.
Maintain visibility and try to interact with the employees. Be available to answer their questions.
Making false promises will aggravate the situation. Endeavour to offer general but accurate explanations for the layoff and emphasise its necessity. Empathise with the people that are losing their jobs, treat them with respect and value their contribution. Let them express their pain and anger without trying to judge.
You can also offer severance pay and help them in finding another job.
As John Challenger, CEO of Challenger, Gray, and Christmas says, `Management cannot hide under a rock.
They have to rally the troops, tell the truth and be very open about what's going on.' The employees have done a lot of good work; they warrant a dignified exit at the least!
What about the survivors?
An American Management Association survey states that, of the companies that downsized, operating profits increased in only 44 per cent and productivity went up in only 31 per cent, whereas employee morale declined in 77 per cent.
The fear of possible termination will create apprehension in the remaining employees and take its toll on their effectiveness. The management has to tread on eggshells if it wishes to retain valued and high-performing staff members that are not part of the retrenchment. Ease the transition and help them overcome the loss of their co-workers.
Give them adequate space to discuss as well as accept the unsettling event. Get their morale back on track by inspiring confidence, rebuilding self-esteem and showcasing your reliability.
It will help them to accept downsizing as an inevitable part of business survival and they will continue to innovate and give their best performance.
After all, companies like Charles Schwab, Compaq, Cisco Systems, Accenture and Motorola succeeded because they adopted responsible downsizing strategies, took active steps to manage the sentiments of the survivors and generated goodwill among employees who left.
Downsizing can either be a stumbling block or a stepping-stone in your path. The outcome lies in your hands. Step up to the challenge to soar to new heights of accomplishment!

PAYAL AGARWAL