Be assertive, stand by your opinion

Published on Wednesday, Apr 11, 2007

"COME ON! You can work on the project tomorrow. All of us are leaving early today. Let's go". Does the drone of such whining give rise to a hesitant grumble deep in your throat? Do you end up berating yourself, "It will look terrible if I am the only one who doesn't go".
Well then, welcome to the peer pressure blues abounding in the corporate cubicles. Yes, you cannot bid goodbye to the `pressure to conform' with textbooks and exams.
We spend most of our waking hours at work and mushrooming colleague friendships are part and parcel of the official lives. The `group' hangs around together at the water cooler, during breaks and at times spills over with socialising after work hours too. Everything is hunky-dory as long as individual behaviour and thinking gels with group tendencies.
But, what happens when you feel you `have to' do something that you may not normally choose to do?
Peer pressure rears its ugly head in the form of lying to the boss, shirking work, gossiping, defying rules, accepting kickbacks, leaving early or even working late. Do the accepted thing or get out is the unwritten rule. The `forced into it' employee goes with the flow instead of standing up for his beliefs.
Contrary to popular belief, defying a bully is a tad easier as one can garner support from others who are in the same boat and also win accolades as a `courageous hero'.
But, when it comes to resisting the subtle pressure from friends or colleagues, it's a different ballgame altogether. After all, everyone wants to be liked and needs to fit in to get a sense of belonging. The sense of security wins hands down as opposed to the fear of mockery and isolation.
How far can you go to be accepted?
If you find yourself faced with the mind-boggling dilemma - to do what is right or what everyone is doing, consider these pointers before making a decision:
Not always a bad thing - Peer pressure has positive connotations too. You may feel pressured to work hard and perform better in the company of diligent and industrious colleagues, which is a good thing. Also, the pressure to conform to company rules is a necessity. Infect, it can work as a monitoring system too.
When in Rome, do as the Romans do - You have to work hand-in-glove with your colleagues. So, give in to small deviations from your personal standards to maintain harmonious relationships. Stick to matters that are worth hauling over the coals.
It ain't over even after its over - If you find yourself doing something that goes against the grain, think about the knock-on effect before blindly following group norms. Will you be able to live with yourself after committing to the deed? The final decision is yours and you will have to take the rap for it. Watch out lest you should risk your job too.
It's all in the mind - At times; people blow up the consequences beyond proportions. Colleagues may accept your `resistant' stance and still remain friends with you. As someone said, `No one can make you feel inferior without your consent'.
Doing the unthinkable: Saying `no'
It is indeed tough to be the only one who says `no' to peer pressure, but you can do it. Moreover, when you choose to refuse, it's how you say it that counts.

• Refuse politely in a calm and discreet manner. Steer clear of confrontational or argumentative overtones to avoid offending others in the group.
• Do not resort to sermonising. State your excuses or reasoning and change the subject or simply walk away. But, be assertive enough to show that you will stand by your opinion.
• Adopt a non-judgmental stance; do not express disdain for others' choices.
• Explain that you can and want to remain friendly with colleagues even though you do not agree with their activities.
• Go a step ahead and describe alternatives or suggestions if the colleagues portray a willingness to listen.
• You can even subtly try to exert pressure of your own to do the right thing.

Moral of the story
What you believe should dictate what you do. Inculcate a strong set of personal values. Let your feelings and beliefs dictate your actions.
Build the inner strength and self-confidence to stand firm and resist doing something when you know better. Follow your gut instinct; it will definitely lead you in the right direction.
As the famed baseball champion, Yogi Berra said, "Don't always follow the crowd, because nobody goes there anymore. It's too crowded." Resist peer pressure, stay an individual.

PAYAL AGARWAL

Bankrolls not the only barrier to buyouts

Published on Wednesday, Mar 14, 2007

EMPLOYERS are trying to make the best of a bad situation by offering buyout packages to their employees.
So, instead of being shown the door, employees now have the freedom to accept the buyout offer and leave or stay on and be asked to leave eventually.
Though an expensive way to cajole employees to retire, it can successfully avert the negative effects of mass lay-offs.
Moreover, it is mutually beneficiary as employees can quit with a handsome amount in their kitty instead of meekly exiting with a pink slip.
The trend is widespread, as several companies are restructuring their workforce with buyouts.
For example, GM offered buyouts and early retirement packages ranging from $35,000 to $140,000 to $ 1,13,000 to their hourly workers.
A US based telephone company offered buyouts to $ 1,52,000 employees.
Another auto major in the US offered buyouts of $35,000 to $100,000 under a programme that will eliminate 30,000 jobs by 2012.
A buyout is a simple and easy staff reduction strategy. However, it may become a formality unless there are sufficient takers preceding an imminent lay off.
Hence, it calls for efficient planning and implementation.
Crafting a strategy
Employers must make a generous offer to persuade employees to leave. A typical package could include:

• Cash payment - a bankroll of payout money
• Benefits - health insurance, unemployment compensation, access to pension services
• Severance pay - anywhere between 12 to 18 months of the current salary
• Outplacement services - career advice and assistance in finding another job.

The terms should be consistent with the precedent, company culture, employee level, age, skills, years of service and retirement eligibility.
Buyout programmes cannot be concluded in a hurry. The company should allow 2-6 months time for employees to consider the offer.
The right ones
A buyout plan can be successful, provided there are takers. Offering a buyout across the board may be imprudent because then the most valuable workers may be the only ones to leave.
As an attorney elucidates, "There is a huge risk of brain drain. The companies may end up with a workforce that is less productive than it was before". Or, those employees who are already planning to leave or retire may jump at the chance and leave.
Instead of a universal offer, companies should prioritise the buyout to achieve specific organisational goals.
Identifying and targeting specific positions, occupations and grade levels will help eliminate surplus employees in the right areas.
For example, Ericsson offered buyouts to 1000 employees between 35 and 50 to correct its unbalanced age structure.
Also, companies should exclude `hard to replace' and critical employees from such buyout offers.
The modalities
Managements must offer a buyout after in depth thought. According to Ethan Kra, a Mercer Human Resources Consulting chief actuary for retirement, "Figure out what it will cost you to get an individual to walk out the door.
Then consider the flip side. What is it going to cost you to keep the person? How much do you save by not paying him, against what you would gain by having him around?
If you lose no revenue by losing this employee, then everything you save is a benefit".
Aftermath
As people accept the buyout and leave, the morale and productivity of those `left behind' will certainly take a beating.
To remain buoyant, companies have to take steps to rebuild efficiency and repair relationships.
They also have to inspire creativity and innovation to make up for the potential skills gap.
Implemented prudently, buyouts can serve as an attractive alternative to the dreaded lay offs.

PAYAL CHANANIA

Bait best talent by right wording profiles

Published on Wednesday, May 16, 2007

A COMPANY posts lucrative job openings in newspaper classifieds, online job boards and employee newsletters. It valiantly spreads the word around in an attempt to attract top-notch talent. But the efforts are all in vain, as nobody takes the bait. The organisation is stumped and cannot fathom where it is going wrong!
Ah... what they fail to realise is that the job descriptions in their advertisements may actually be driving away candidates. "We always draft `proper' profiles with all the `right keywords", is the unsuccessful recruiters' lament. But, ask them if the job description is really in line with what the average jobseeker on the road really wants, and they will be left baffled all over again.
In any case, most organisations deem the appeal of job descriptions as quite secondary in drawing the best employees. They conveniently overlook the fact that the manner in which they portray an opening can propel their recruiting efforts to dizzying heights or turn it topsy-turvy.
At the risk of sounding horribly clichéd, beauty does lie in the eyes of the beholder! Therefore, defining jobs according to what the candidates are looking for is the key to scaling the escalating war for talent in today's tight job market. Especially when companies seek to tap uncharted territory or expand operations on foreign shores, they absolutely have to identify and respond to the preferences of the local populace.
Getting buy-in with job descriptions
Staffing experts advocate that the first step in successfully finding and hiring top people is knowing what candidates really want. Scott Erker, vice president of a global human resources consulting firm affirms, "Right now, there is a significant gap between what candidates want and what employers think they want. That is dangerous for organisations because many do not understand the motivations of the candidate sitting right in front of them"
Proceeding with recruitment without any idea about jobseekers' motivations is just a feeble shot in the dark. People would not even deign to consider, let alone accept such ineffectual offers. In the increasingly competitive environment, employers can ill-afford to be found wanting, as the chips are completely stacked on the applicants' side of the recruiting table.
Tips on how to make job announcements worthy of consideration
Nuts and bolts - Company recruiters should realise that job triggers vary across markets and cultures (particularly in case of starting overseas recruitment). Before formulating a hiring strategy, they have to take what candidates want into consideration - be it title, role, compensation or other such selection criteria. Getting a feel of the people, their requirements and preferences alone will beget a value proposition that makes the job profile almost impossible to ignore.
Cover all bases - It is quite difficult to pinpoint exactly what excites a particular segment of jobseekers. Organisations have to resort to market research, interviews, surveys or focus groups to identify the decisive factors that constitute a fetching job profile. This will create a baseline understanding of the aspects that are sure to find favour, like job function - purpose, challenges, opportunities, or expectations, salary package - basic pay, bonus, type of benefits or stock options and job designation - ranging from straightforward ones to the current rage of ornate titles. Even an exhaustive perusal of applicants' resumes to understand their aspirations, inclinations and accentuated features helps in fashioning desirable job profiles.
A step ahead - Functional and hiring teams also have to tune in to specific career anchors that will attract and bind top employees to the company. The assessment may bring to light obligatory emphasis on issues like variety of tasks, challenging work, job growth, stability, security, promotion, training, recognition, innovation, autonomy/independence, group dynamics or workplace culture. For instance, if candidates' perception profile elicits weightage on strong personal relationships, recruiters should try to get to know the people on a more personal footing and also familiarise themselves with their individual backgrounds.
Bring into play - Draft compelling job descriptions by incorporating particular characteristics that are sure to impart value and spark interest. In essence, the basic job will remain more or less the same; it is the change in wording, inclusion of specific features and some minor variations that will create a drastic impact. Also, keep these criteria in mind when screening candidates, conducting interviews, negotiating terms and so on.
All said and done, a competitive consistency with people's motivations and desires alone can lure the best talent.

PAYAL CHANANIA

A little bit of advice on giving advice

Published on Wednesday, Jan 10, 2007

P.G. WODEHOUSE'S characteristic tongue-in-cheek aside goes, `I always advise people never to give advice... ...' It seems like a sound forewarning as, what worked wonders for one can result in devastating consequences for the other.
Hardly anyone actually pays heed to it. The truth is, everyone loves giving advice. Who can resist succumbing to the temptation of imparting those `priceless beads of wisdom'? Apart from validating the advisor's efforts and knowledge, the act of giving advice is a major ego boost - it notches up our sense of self-importance, authority and influence.
So, does it follow that everyone should refrain from giving advice to others? No way, because providing a piece of advice is as much necessary as it is risky. Rational advice helps the seeker find the right path, or at least become clear on what he wants. Without the guiding light of genuine advice, most people would end up wasting inordinate time on trial-and-error.
We constantly look to our superiors for sound suggestions, direction, encouragement and warning. So an effective manager is one who counsels his employees on an ongoing basis.
Paying the price
Giving advice is an art in itself. A poorly thought out statement or negligent slip can complicate matters and even prove to be disastrous. A hastily uttered opinion can haunt one forever, as receptive colleagues will not hesitate to bandy it around.
The realm of advising is a complex matter; exercising prudence alone can keep the advisor from voicing something he may subsequently regret. Striking the right balance between necessity and entailed risks is imperative.
Here's some advise (pun unintended) on what to keep in mind before uttering even a single word of advice:

1. Tread carefully as an apparently parallel issue can still have multi-dimensional contexts. Discuss the problem to place the exact facts and distinct circumstances of the case. Trying to second-guess or assume variables will unnecessarily cloud the matter.
2. Do not rush in with off-the-cuff solutions. Thoroughly analyse all possibilities, implications and outcomes before formulating shrewd advice that is worth following. Also, be willing to adjust it to accommodate the possible differences in the situations.
3. An executive coach highlights, `There is really no such thing as a dumb question, only dumb answers - and so-called dumb questions are a lot less embarrassing than dumb mistakes'. So, if you do not have a ready solution, request some time to ponder or consult over the issue instead of feigning knowledge.
4. When it comes to dispensing advice, wording is everything. Use a respectful and congenial tone that offers encouragement without appearing judgemental. Also, show that you are genuinely interested in helping the other person and appreciate his strengths without any patronising, pompous or authoritative overtones.
5. Keep the counsel simple, clear and specific. Personal comments are taboo, unless of course, they happen to be complimentary.
6. As a rule, people are more amenable to positive or congruent opinions. However, blind assent is missing the point. If you happen to differ on a chosen course of action, disagree without being disagreeable. Sensitively diffuse the defensiveness with oodles of diplomacy, tact and soft phrasing.
7. Logical reasoning will rationalise a divergent counsel and shroud the new perspective as helpful advice. Making the recipient believe that the solution was his own idea or decision will subtly win over acceptance too.
8. Avoid being inflexible; build the willingness to explore options if a solution appears unacceptable.
9. Refrain from offering counsel unless it is expressly asked for.
10. Practising what you preach is the one and only way to set a good example and build credibility. So, never proffer advice that you would not act on yourself.
11. Last but not the least, never pester a recipient to follow your advice or take umbrage if he fails to take heed. To quote writer HannahSmith, `The true secret of giving advice is, after you have honestly given it, to be perfectly indifferent whether it is taken or not, and never persist in trying to set people right'.
    In contrast, conclude your suggestion with the rider, `This is only my perspective and the rest is up to you'. After all, the final decision is the receiver's alone.
    After all this there is a saying " people like to give advise by the bushels but take it by the grain'.

PAYAL CHANANIA

Your critic helps you change in time

Published on Wednesday, Nov 29, 2006

'If you are not criticised, you may not be doing much!'
'If you have no critics, you will likely have no success!'
Everyone will undoubtedly agree to the veracity of such celebrated quotations... ... .. but only as long as they are harmless words on paper. The nonchalant concurrence dies an untimely death the minute one is at the receiving end of a not so glowing a tribute!
We hate criticism! Be it a private conversation, meeting, impromptu feedback or a performance review, the merest whiff of a negative insinuation raises our hackles and we erect a series of indomitable barricades to deflect the `attack'. The `flight-or-fight' syndrome takes over as we deny/defend/counterattack criticism. Read it as arrogance, embarrassment, anxiety or face-saving, but an inexorable defensiveness does set in automatically.
Well, an, `I don't like this... .', `Can't you do anything right?' or `This is terrible... .' does hurt? However, what we fail to realise is that warding off or discarding harsh criticism reeks cowardice. Moreover, we ourselves stand to lose the essence of the analysis by tuning out the distressing comments. The ringside view reveals the actual effects of our behaviour and actions enabling requisite corrections provided we take it with a pinch of salt.
Winston Churchill couldn't have put it better when he said, "Criticism may not be agreeable, but it is necessary. It fulfills the same function as pain in the body. It calls attention to an unhealthy state of things".
A few pointers on how to open one's ears and minds to the wake-up call of an unbiased critique and react professionally:
Reality check
It is human to feel threatened and attacked when someone `dares' to pass judgments on your choices or points out your errors. But, hold your horses before rushing to your defense for... they could be right! Remember that nobody is infallible and learning from one's mistakes will actually raise the bar of our own performance.
Each to his own
Again, everyone is entitled to his point of view and cannot stop others from airing theirs. Retaliating defensively actually reveals your vulnerability and empowers the detractor with greater ammunition against you. So, refrain from becoming unduly sensitive and get prepared to deal with critical comments positively.
Change of tack
Relax and listen carefully to the entire critique without spewing counter-arguments. If you require time to surmount the initial anger, show that you are willing to hear but need to step away to reflect on the judicious comments. You can even seek further opinions to confirm the truth of the comments.
Then, discuss the feedback on a positive note - request details, examples and reasoning to clarify the general or ambiguous remarks. The disarming power of open-ended questions will stimulate the critic to respond sincerely as well as expose his real motives. Seek suggestions on how to behave differently or to tackle the situation better. This calm response will effectively take the sting out of the attack!
Ball is in your court
Critically evaluate whether the assessment is fair or not. You don't have to agree to everything, believe in yourself and filter out the points you are willing to accept. Eventually, you are the final judge in the matter and its up to you what you choose to learn from it and what you do with the knowledge. But, if there is a grain of truth in the critique, swallow your pride and admit your faults along with a commitment to make changes too. Sincerely appreciate the viewpoint and express gratitude for the valuable analysis without sarcastic undertones.
Draw the line
Do not submit to unwarranted verbal abuse or to deliberate offensiveness. This is not the time to bite your tongue, but to stand up for yourself. Set limits and assertively show that you will not cave in to the vapid insults. However, if you just disagree with something, rationally explain your stand without resorting to lame excuses. Playing the blame game and trying to pass the buck, as a justification will merely undermine your respect and self-esteem.
A step ahead
It is rightly said that your critic is your best friend. Instead of stroking your ego, he actually points out your mistakes for your own good. In fact, successful leaders treat criticism as an opportunity waiting to happen. They not only accept but actually invite others to share concerns, judge actions and question decisions. Welcoming and embracing feedback helps them polish their performance and shine. Taking such criticism in the spirit in which it is given also builds healthy work relationships based on trust and confidence.All said and done, criticism and feedback are an integral part of everyday happenings. As famed philosopher, Aristotle remarked with his tongue firmly in cheek, `Criticism is something we can avoid easily by saying nothing, doing nothing and being nothing!'

PAYAL AGARWAL

Working with friends

Published on Wednesday, Oct 19, 2005

ONE GREAT thing about offices is that it is easy to get friendly with people. Being in the same profession/department/office provides a platform for people to interact at a social level. Is this important? Of course it is. It creates a sense of bonhomie and a feeling of unity that stitches the fabric of good teamwork.
We spend most of our adult lives at work; communicating with our colleagues, bosses and subordinates day in and day out. After a few years, they become an extended family of sorts. In fact, we spend more time with them than we do with our real families.
In time, we get to know every little itsy-bitsy detail - their children's names - what schools they go to, why Mr X is scared of elevators and since when Mrs Y has been lactose-intolerant. How does this help?
It helps because it does a few very interesting things - it reduces stress working with people you know well tends to do that and it reduces friction. End result? Improved teamwork and productivity.
Mingling with colleagues
Catching a few minutes of chatter over a cup of steaming coffee can often lighten the worst of moods and provide some much-needed respite from work pressures.
Socialising can also spill over into the hours after work, and office parties and team luncheons are the norm in many companies now.
Befriending colleagues and getting to know them at a personal level also establishes a sense of camaraderie, and makes you look forward to the job. Connecting with the people you work and having fun with them outside the office makes you more tolerant, adjusting and willing to help them. And they will be just as happy to return the favour.
It also gives you a chance to unburden yourself. You will have more shoulders to cry on and your raves and rants will find an audience of sympathetic ears. This, in turn, will boost morale, and build an effective team.
The catch
Yes, there is one. While making friends at work may seem like a good idea there is a hitch - the time factor. Or rather the shortage of it. With work hours getting longer and longer, any spare time is reserved for family and friends.
It is almost an unwritten rule. Moreover, the thought of mingling with the same people during work and then again after work is not really an inviting thought. `Who wants to see them on weekends too?' is the oft-repeated refrain.
You may definitely have better things to do with your time.
However, you can always spare an hour or so every week in trying to develop an informal rapport with your colleagues. Think of it as a business meeting and put your best foot forward. This is a golden opportunity to network with those who matter.
And, you never know, you may start liking them too.
When the superiors are involved...
Many companies often organise social gatherings to encourage employees to socialise. And, what if the higher-ups decide to grace the occasion? That can be a cause for concern if the employees feel that they are constantly being watched and scrutinised for faults.
It takes the fun out of the whole thing, unless - unless the bosses are able to let their hair down and take the occasion for what it is - a chance to shake a leg with some friends and have a good time. However, be that as it may, remember that after the party is done and the music stops playing, your boss is still going be your boss. So bear in mind that there are certain limits you must not cross. Mind your Ps and Qs and if you can manage that and still have a good time, you will have got it made.

PAYAL AGARWAL

Wielding the baton of authority

Published on Wednesday, Oct 19, 2005

MAKE NO mistake about it: power corrupts, and it corrupts absolutely. All of us crave power. We have an insatiable appetite for authority. We want it at any cost. It must have something to do with this feeling we get when our hands are laden with power, the power to control other people. Wars have been fought by kings, queens and politicians so they could keep feeling that way. Even in the modern world, who doesn't want a bit of power?
Contrary to popular opinion, authority is not about yelling or punishing or thumping fists. It is only the peripheral part of a much larger picture. Exercising authority in the workplace is essential. It is the only way a company can run smoothly.
In the work setup, a leader or manager is like a father figure. He helps, teaches and guides others. In short, he is something of a mentor. It is not about domination or about ruling with an iron fist. It has more to do with listening, monitoring and guiding subordinates.
Where authority goes, responsibility follows
Remember, with power comes great responsibility. As an employer or manager, you can wield authority over your employees, but you are also responsible for their well-being, satisfaction and efficiency. You are accountable for implementing policies and processes, maintaining discipline, building morale and ensuring optimum levels of performance. If an employee fails, who do you think is going to have his head on the chopping block? You. It is not an easy job. As American businessmanMalcolm Forbes remarked, `Those who enjoy responsibility usually get it; those who merely like exercising authority usually lose it.'
Hone your craft
Think of yourself as a captain of a ship setting its white sail on high seas. Adopt a hard-nosed aggressive approach and you will find yourself in a tempest of resentment and mutiny. If you pretend to be the lenient guy you will probably end up trying too hard to be nice, and you will lose respect and credibility as your employees will walk all over you. To quote British poet Anne Bradstreet, `Authority without wisdom is like a heavy axe without an edge, fitter to bruise than to polish.'
Here are a few tips to help strike the right balance between a drill sergeant and septuagenarian grandmother:

1. First and foremost, do not allow power to go to your head. Recognise the fact that authority essentially vests in the post and not the person occupying the post.
2. Let go of your autocratic tendencies. Aim for cooperation, not coercion. Do not try to force your employees into anything. Use persuasion. You have to win them over with humanity, compassion and benevolence.
3. Step out of your Ivory Tower and adopt an open-door policy to facilitate free communication, trust and co-operation with the staff. Be willing to pitch in and not just observe from the sidelines.
4. Promote an esprit de corps atmosphere by stimulating participation and collaboration amongst your subordinates. Be more sensitive to their needs. You can bond with them only when you show that you care.
5. Concentrate on building a group of caring, happy, cautious, alert and well-trained employees. Your job is to keep their morale high and keep them brimming with enthusiasm.
6. Mentor them to improve their performance and give proper and timely feedback too. Be willing to delegate work, appreciate suggestions, share responsibility as well as authority through empowerment and recognise competence with rewards.
7. You need to exercise sound judgment in resolving complaints and conflicts. Indulge in careful analysis, deliberation and give the benefit of the doubt before pinning the blame on someone to ward off further hostilities.
8. Be just in what you do. You have to treat your employees fairly and with dignity to avoid fostering illwill among the ranks.

Exercise authority with discretion and restraint, but do not be too lackadaisical either. You should not tolerate breach of authority; or else, it will undermine your position in the staff's eyes. Enjoying power is a heady feeling indeed. You should know how to use it or you will only end up falling flat on your face. This brings to mind what the great philosopher Lao-Tse professed over 2500 years ago,
A leader is best when people barely know his presence,
Not so good when people must obey and acclaim him.
Worse when they despise him.
But of a good leader who talks little when his work is complete and his aim fulfilled, they will say,
`We did it ourselves!'

PAYAL AGARWAL

Women spear-head the opt-out revolution

Published on Wednesday, Aug 30, 2006

HAVE YOU heard the latest? A sea change is sweeping the face of the corporate world. Look around you; and you'll see a paradigm shift is slowly creeping in unannounced.
Ambitious and successful women who blazed trails in large and prestigious organisations, earning six-figure salaries are hanging up their prized job boots and abandoning the sanctity of the corporate nest. Contrary to popular (read, male) perception, it is not a case of mid-life crisis or delayed motherly blues. Neither is the relinquishment driven by unsuitable work schedules, the ubiquitous glass ceiling or non-family friendly work policies. They are not even going back to tend home or hearth.
What really matters
The `opt-out revolution' is not a retreat but a brave attempt to redefine her trajectory as a `been-there, done-that' disillusionment dogs her footsteps. As more and more women prove themselves successful in their jobs, the financial rewards are not enough anymore. The hothouse atmosphere defined by 9 to 5, memos, unending meetings and deadlines are now constraints. She is also fed up of shouldering a fancy title like the VP, CFO. Claustrophobia is seeping in and female corporate denizens wish for a breath of fresh air. As one woman succinctly puts it, `At 44, I had worked my way up to vice president. I climbed the corporate ladder only to find when I reached the top that it was as far as I was going. Also, the company set goals for me that were their needs, not mine. I wonder if I can get what I really want in other people's organisations.'
In addition, the urge to do something worthwhile, follow your heart's desire and control your destiny gains prominence. They want more out of life and are willing to give up hard-earned fame and success too. As former U.S. Labour Secretary Lynn Martin put it, "Women are more aware of what's on the gravestone, which is not I worked for IBM".
The path ahead
Fed up with life zooming out of control, women are defying the traditional employment norms and migrating to challenging fields that fulfill their desires. Not afraid to change or take risks to redefine ideas of success, she is prepared to go out on a wing and a prayer. Yes, she is willing to get her hands dirty too as she strikes out on her own.
Qualified, intelligent and energetic women want to chart their own course and run the show, so to speak. We can see that they are all set to leave the corporate world behind to don the mantle of entrepreneurs and leap into the self-employment turf. In effect, female entrepreneurship is on the rise like never before as women are not even afraid to row against the wind to build a new business from scratch, often in a totally unrelated field too.
Business, freelance work, counselling or consulting is the progressive battle cry. There is no dearth of variety as an array of creative choices beckons in the form of web designing, mail order, real estate, software training, public relations, advertising, retail stores and so on. Infact, according to a recent survey by the Business and Professional Women's Foundation, women start some 400 new businesses a day in the U.S. alone and one in every 11 U.S. women owns a business too. However, the transition is no cakewalk as most of these women are the breadwinners with a family to support and defying responsibilities and peer-pressure. It does take extreme courage to cop out, but for those who dare take the plunge, there is no looking back, as success resolves the lingering ambivalence and validates their choices. Yes, they can and do build their own empires, often starting on a shoestring too.
Ultimately, such empowerment helps them to reclaim their sense of value and self-worth. And, finding your dream come true makes life worth living too!
So, do not hastily dismiss this as a foolish move. As, career counsellor, Andrea Kay sums up, `If you are still thinking, they just could not cut it, that they lacked "the right stuff", think again. They have just what they need - the courage to redefine their ideas of success.' So, don't you think that men will follow suit too?

PAYAL CHANAINA

How long should an interview take?

Published on Wednesday, Oct 10, 2007

There are scores of questions a nervous interviewee faces right from what to wear to an interview, how to conduct oneself, what to talk about and how to answer tricky queries.
More astonishingly, there are some uncertainties on the other side of the interviewing table. Carrying out an interview is no mean task in itself, yet the biggest question confounding interviewers is the acceptable length of interviewing time.
Uptight candidates also wonder anxiously how long they will be on the grill!
So, ideally how long should an interview take?
Well, recruitment takes time and is never known for quick decisions. A thorough hiring process requires time to measure candidate quality and ponder on the assessment. It may entail taking the dialogue through multiple levels, broken into numerous interviews.
Generally speaking, there is no hard and fast rule for interviewing time and interviews stretch as long as necessary to determine candidate competence and motivation. Nevertheless, following are a few pointers for maintaining optimal interviewing length:
An eye on the clock – While the exact time taken may vary from organisation to organisation, typically, an interview should last for more than an hour. For entry or mid-level positions, it can be 30 – 50 minutes, whereas senior posts warrant at least 50 - 70 minutes.
It is important to remember that the duration will vary for face-to-face, telephonic and virtual interviews. Again, panel or board interviews take longer than those with individual interviewers. The industry, scope of job, role and complexity are major determinants.
Make the right moves – Preliminary interviews are basically conducted to determine whether the candidates are qualified for intense interviewing and are of a shorter duration. For instance, at job fairs initial screening lasts for just two to three minutes.
At times, even third and fourth interviews may seem necessary. As a recruiter rightly points out, “No matter how much time you spend, it’s impossible to get a complete and accurate assessment of a person in one interview”. The going gets tougher as these subsequent interviews may take an hour and a half to even two.
Stem the tide – It has been observed that some interviews run longer than even two or three hours due to difficulties in assessing candidate characteristics and complex work histories. A few even come with a two-day itinerary. In fact, a top IT company is known for its long-winded sessions in multiple interviews. Interviewers should bear in mind that long evaluation sessions are not only draining for them, but it annoys and exhausts the ones at the receiving end too.
Going back five to six times for ‘clarifying further aspects’ can break the best of the candidates. So, try to avoid extending the dialogue unnecessarily. Also, if an interview needs to take ‘all day’, allow the interviewee short breaks.
Put your cards on the table – It is prudent to set an agenda and establish some kind of a time limit for the interview. Outlining a timetable in advance will help hiring managers properly manage the time spent in the interview and cover all aspects even while wrapping up the session in time. Therefore, plan an appropriate and convenient setting to avoid needless interruptions eating into interviewing time.
Informing the applicants about the approximate duration and what it will cover further helps in sticking to the schedule. Please do not rush the candidates, take the time to make them feel comfortable and relaxed. Also, allow for overrunning as a conversation may elongate at times.
Take a bow – All said and done, while there is nothing like a perfect interviewing duration, recruiters should try to keep it short and sweet as far as possible. When encore evaluations are necessary, they can even launch innovative measures to keep candidates going from interview to interview without losing their enthusiasm.
Top management consultant and writer, Lou Adler sums it up best with, “I can’t see how anyone would want to hire for an important position without at least five to eight hours of total interviewing time”.

PAYAL CHANANIA

Good referrals earn you goodwill

Published on Wednesday, Oct 10, 2007

This philosophy is as old as time itself – you have to give something to get something.
With jobs becoming increasingly more about ‘who you know’ rather than ‘what you know’, the subject of getting referrals has become very important. But the fact that to get referrals you have to give sound referrals too, hardly ever gets a mention.
As top job search consultant, Peter Roosen elaborates, “A better approach is to become really good at giving great referrals. It is a bit like the ’giver’s gain’ concept in networking, which basically goes that those who give great service to others are rewarded for doing so”.
So, it is important to give good referrals. Becoming a lead source that swings open doors for others will garner excellent goodwill and stand you in good stead when you yourself need to gain a foot in the door for a lucrative job.
Here’s how to give high quality leads in your personal or professional capacity:

The to-dos
Referrals are all about putting in a subtle word in favour of the person being referred. Develop a sound process for the recommendation – be it by telephone, letter, email, and in-person, at a social gathering or even over a round of golf.
Talk to the person whom you are referring before proposing his name. Try to get an idea about the candidate’s qualifications, skills, work history, performance and attitude. Confirm whether he wants you to give a performance or character reference, or both. This will enable you to put in a good word without sounding vague or hesitant. The quality of your referral will reflect your judgement and a bad one can come back to haunt you forever.
Also pay heed to the popular adage, ‘If you cannot say anything good, don’t say anything’.
When it comes to actually making the introduction, it is essential to provide a professional and accurate description to make the referred person look good. Casually market the candidate’s characteristics, responsibilities, skills, strengths and goals.
It’s your discretion about how much praise and positive information you provide. But it’s more effective to eloquently highlight one or two exceptional qualities instead of going overboard with the minutiae. You can even offer to provide more information if required.
Do not leave it at that. Follow up with the recipient to confirm the fit and relevance of the person you referred.

The don’t-dos
Operation: Anytime, Anywhere? – Recommending someone for a job is not merely about name-dropping or email spamming. These obtrusive tactics are impersonal, awkward and low-impact. In fact, the unanticipated intrusions can have a diametrically opposite effect and turn potential employers antagonistic towards the person being referred.
Instead of doling out names arbitrarily, it is better to set up the receiver to expect the referral. Gaining permission before dropping a name enhances retention of the information provided.
Operation: Hit or miss? – Giving a referral is not about high volume or pestering someone all the time. So much so, referral seekers are mortally terrified that a referrer may hard sell them by calling a ‘contact’ night and day.
Never abuse your valuable network by harassing people in the early hours of the day or like clockwork every night. Remember that just one well-timed and appropriate remark can do the trick.
Operation: Anyone? - Can you really afford to refer just about everybody who asks you for one? Isn’t your very reputation and image on the line with the quality of your referrals? As the American Referral Institute puts it, “When you give a referral, you give a little of your reputation away. If you are sceptical about a person’s value or fittingness for the said job, it is better to turn down the referral request rather than rue your actions later”.
Operation: Truth or fallacy? – Do not resort to half-truths or fallacies just to push a person’s candidacy. Ensure that you stick to honest, consistent, factual information and wax eloquent only about those qualities of the person that you really know.
In essence, make an effective referral and both parties will thank you for the favour. If it’s done well, you will feel good about it too. But glitch up the job and everyone will suffer, you included.

PAYAL CHANANIA