Getting the head count ‘just right’

Published on Wednesday, Jan 23, 2008

Have you ever spared a thought to finding out what is the optimal number of employees needed to keep your organisation running smoothly?

Isn’t there an outside chance that your company may be overstaffed or, even worse, understaffed?
Hang on a minute before flippantly dismissing this as yet another superfluous management funda!
It is critically important to get staffing levels right as too large or too small a workforce negatively impacts an organisation’s mainstay – its ability to do business and attain its goals and objectives. Even international surveys bear out a direct correlation between organisational profitability and right-sized staffing. General Motors’ Chet Watson also reiterates, “In order to deliver the types of services that our customers expect of us, we need the right staff size, the right people and the right skill sets”.
Therefore, think again. Couldn’t the palpable turmoil buffeting your organisation be linked to an inappropriate staffing level? After all, apathetically carrying on with either an overabundant or insufficient labour force has devastating effects on employee productivity, motivation, commitment, stability as well as sustainability.
But if you aren’t convinced yet, try to envisage the knock-on effect of a short-staffed department. The continual overload of being several people down augurs a classic case of employee overwork. The constant overburden and exhaustion not only diminishes efficiency, but also causes the organisation to lose out on economies of scale, specialisation, orders, customers and profits.
Yet again, dwell on the over staffing decadence. Now it’s the turn of the management to be overburdened, only the work overload is replaced by staggering costs of recruiting, training and compensating the excess staff. As such, the needless and wasteful expenses reduce the competitive efficiency of the business.
Juxtapose these scenarios with an adequately manned organisation that vivaciously pulsates with high morale, enthusiasm, cost efficiencies and accomplished goals. The difference is crystal clear!The staffing challenge
A renowned HR consultant states, “The ultimate aim of human resource management is to ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs, that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade”. However, HR managers cannot increase or decrease staff size based on mere whims or assumptions. A systematic approach is needed to calculate staffing requirements and match the staff pool to the needs of the organisation. Here’s how to determine an appropriate staffing model:
• Compare – Draw on industry-specific standards by professional publications or staffing surveys of prominent companies. Indexed by functional categories, company size, etc., these studies can serve as a rudimentary yardstick for best staffing levels.
• Counsel – Else, seek assistance from knowledge consultants or staffing professionals. They will make recommendations on ways to optimise staffing by analysing the organisational chart, structure and goals. Even sophisticated software tests and tools to create staffing schedules are available, though they can be quite expensive.
• Customise - When it comes to staffing, there is no ‘one size fits all’. Therefore, internal staff surveys should augment benchmark information and opinions. Ask employees how they feel about the workload – is it sufficiently challenging, do they have enough to do, are they overworked, can they work the same with lesser people and so on. Also, managers should detect whether employees seem dissatisfied, are overly busy or idle away due to lack of work.
• Analyse – Conduct a quantitative and qualitative head count of the existing workforce number, gender, age, skills, experience, capabilities, efficiency and future potential. Take into account the company size, mission, objectives, values, culture, functions, services offered, complexity, extent of automation, degree of integration, employee morale and other relevant factors too.
• Investigate – Supplement the data with the quality of output, level of performance, degree of errors, timely results and determine full-time equivalents (FTEs measure worker productivity). Also, comparing the actual workload volume vis-a-vis the time taken will highlight staff excesses or shortages.
• Measure – Some academics propound staffing ratios with certain business metrics to develop an appropriate staffing model. This requires fixing a reasonable range for the ratios of employees to managers, customers, product orders, inventory levels, production costs, gross revenues, etc. For instance, columnist Jim Witschger recommends 10 employees to every 1 manager and 100 employees to every 1 HR executive as acceptable ratios for effective staff management.
• On your own – “Right sizing is the systematic process of reviewing employee numbers, tasks and work processes to determine the appropriate number and mix of staff needed to meet goals”. (Rightsizing: Appropriate Staffing for Your Medical Practice) But, ultimately there is no magic formula to calculate a precise number of employees needed. Comparing and contrasting the above results will yield an approximate staffing level required for business success.
If the actual workforce aggregate varies from this level, ‘right-size’ the organisation by either creating new positions or eliminating old jobs. However, if the work volume pattern fluctuates indiscriminately, use flexible staffing (temporary employees or interns) to absorb the variances without incurring permanent salary burdens. Even outsourcing routine or technical work can help ride out the inconsistency.Again, constant changes in business environment and technology can destabilise the ascertained staffing model. Therefore, workforce planning calls for periodic staffing projections to assess future needs too. Try to forecast future staffing demand and supply based on anticipated sales, production, skill-mix changes, training, retirements, attrition, and transfers and take appropriate steps to bring them into equilibrium.
All said and done, operating with less staff does not create cost-efficiency, nor does being staff-heavy promise better performance. Adequate staffing is the key to true organisational success.

PAYAL CHANANIA

Scale the ‘I was fired’ hurdle with tact

Published on Wednesday, Jan 23, 2008

Looking for a new job? Typically, interviewers and employers want to know why you left your old one and the cliched, ‘Why did you leave your last job?’ inevitably pops up.
Everything is hunky dory if you can state ‘accepted’ reasons like career advancement, relocation or even a quest for higher pay.
But, the going gets tough when your previous employer had given you the boot – be it warranted or unwarranted. Being laid-off following a severe downsizing, merger or outsourcing is still explainable, but what if you were fired for misconduct, poor job performance or some such undesirable reason!
The issue is sticky enough and most people are at a loss for what to say and end up spluttering with lame excuses or worse, atrocious lies.
Never make up false stories as you are bound to be caught out during the scrupulous background checks and clever digging, where your former boss/colleagues may candidly spill the beans on the actual gory reasons for your termination. Even if you manage to get away with it initially, the truth has an uncanny way of coming out sooner or later. And, a blatant lie on a job application forms adequate grounds for dismissal at any point in the future. The ‘small lie’ will eventually cost you big time and quench all your hopes of landing a good job again!
It is best to stick to the truth. Here are a few tips on how to explain to potential employers that you were fired previously and still bag the new job:
• You can choose to tell your side of the story in the interview. Instead of mentioning on the job application that you were fired, try something in the vein of, ‘Prefer to explain in interview’.
• Practise in advance what you want to say to be able to respond comfortably and confidently.
• Experts’ opinion is divided over whether to volunteer the dismissal information on your own during the interview or only if asked. Therefore, it’s your call whether you wish to clear the air or not.
• When admitting that you were sacked, calmly tell the truth as you see it. Keep it short and sweet as blabbering on with long-winded explanations can let slip unnecessary details.
• If it was your fault, acknowledge your mistake, show remorse and accept responsibility for what happened.
• Calmly and objectively skim over the facts without sounding angry, bitter, quarrelsome or defensive.
• Emphasise how you have learned your lesson and benefited from the experience. Convince the interviewer that you are eager to move on and the blunder will not happen again.
• Whatever you say or do, never criticise, insult or blame your former boss. As a career coach advises, “employees are supposed to toe the line, and if you say anything wrong about your ex-boss it will be seen as your adjustment, authority and team working problems.”
• While its necessary to stick to the truth, you do not have to sound negative either. Turn it into a positive with something like, “Being cut loose was a blessing in disguise. Now I have an opportunity to explore jobs that better suit my qualifications and interests” and you may end up scoring brownie points too.
• You can gloss over the less serious details but never resort to escapist justifications like office politics or personality conflicts with the manager as they will further paint you in a bad light.
• Stick to the same honest story no matter how many people interview you. Do not contradict yourself, as interviewers will compare notes causing you to lose face ultimately.
Unfortunately, there is no magic way out and what you say is ultimately up to you. While the ethical route may not work everytime, the employer will respect you for daring to speak the truth and may even empathise with your situation.
However, it’s not only what you say but also how you say it that makes all the difference. So, first adjust your attitude and accept that getting fired (while definitely to be avoided) is just part of the game. It does not necessarily mean that you make a bad or unreliable employee whom nobody will hire. Coming to grips with your pain, embarrassment and other misgivings will help you to sound upbeat, mature and responsible. Build the confidence that you are a good worker with solid abilities, intelligence and enthusiasm. This will help you shift the focus from the dismissal and move on to your strongholds like skills and achievements. You can also draw on your references and professional contacts to further establish your credibility and redeem yourself in the eyes of prospective employers.

PAYAL CHANANIA

Learn the new realities of the workplace

Published on Wednesday, Jan 23, 2008

Just working hard and doing a good job is no longer enough. The new workplace is filled with landmines – some external, most others of our own making!
Shocking, but true. Our everyday interactions are peppered with certain self-defeating behaviours that undermine our career and sabotage our own success. A gamut of emotions from anger and fear to frustration and disappointment run riot, as we are bew ildered over why despite sincere efforts, we fail to win at work. As Karen Glatzer, a top executive and leadership coach says, “many talented executives and rising stars are making a mistake. Sure, hard work is critical and creating value is essential and yet, these things are not enough!” The complex and competitive workplace sounds an alarm bell for recognising personal traps that become obstacles and prevent us from performing our best. In fact, the most successful people are those who can protect themselves by smartly handling the unseen traps, thus deflecting any potential damage.
There is a great deal of pressure today; we have to be strategic in order to achieve something. Wake up and break free of the subtle, yet common traps that we unknowingly set for ourselves. Then and only then, can we scale new levels of efficiency, advancement and success.

Loyalty to yourself
The days of blind loyalty to the company went out of the window along with job security and permanent employment. So much so that, unquestioningly obeying orders and staying put born of a blind commitment is not a job virtue anymore, in fact it’s a straight course for trouble.
With employees coming and going by the day, it’s high time you recognise the warning signs of retrenchment and restructuring. Prudence dictates that you change with the times as employers are becoming intolerant and consider everyone largely expendable. It is essential to make your own judgements and function with a degree of self-interest. To succeed on the job, your interests must definitely parallel those of the company, but they must also parallel your own vision of the future!

No place for tunnel vision
Then again, a single-minded and narrow focus only on your work to the exclusion of all else spells sure-shot failure in spite of exceptional performance. Even an insidious workaholism no longer pays, it actually colours your perception and can prove hugely detrimental.
So, instead of keeping your nose stuck to the grindstone and becoming firmly entrenched in a set way of thinking, open your mind to a high-level view and peripheral vision. Reading on diverse topics will broaden your perspective, help you appreciate new ideas and nurture an inquiring mentality. With inspired and reflective thinking, you will not stagnate anymore, but can see changes occurring and stay abreast of them.

Keep emotions out
Unparalleled competition is seeping into the workplace that demands us to maintain the right perspective. In difficult situations, do not take things personally, but react with your mind so as to smoothly navigate knotty terrains and reach a beneficial conclusion.

Shine your own light
It is naïve to expect your work to speak for itself. You have to play your position well and blow your own trumpet to increase your workplace value. Concentrate on building a solid bank of accomplishments, competencies and successes, and subtly bring them to the attention of those who matter. Constantly crediting yourself with what you have done and the positive feedback you have received will restore the bright lights on your career.

Build bridges
Success also hinges greatly on building a strong network of mutually beneficial relationships. Concentrate on getting people on your side – everyone from colleagues, employees and customers to superiors and mentors.
As authors, Mel Sandler Muriel Gray advice in their path-breaking book Winning at Work: Breaking Free of Personal Traps to Find Success in the New Workplace, “Move your goals forward in a way that is not seen as self-serving. Rather it’s done through a combination of direct communication, influence and asking other people to be your advocate or champion. This means that people interested in career advancement have to get out of their offices and spend valuable time getting to know people inside and outside of their company.”
Apart from this, you will advance more quickly when you play your cards close to your chest, maintain a balanced lifestyle and see change as a glorious opportunity to get out of the rut.
Above all, break free of the denial, you have no choice but to adapt to the new realities of the contemporary workplace!

PAYAL CHANANIA

Employee referrals not always a safe bet

Published on Wednesday, Jan 23, 2008

Employee referral programmes (ERPs) are making the news as never before. Candidate-strapped employers are pulling out all the stops to entice the staff to recommend their acquaintances for vacancies within the company. The payoffs – cash, perks, free trips, prizes, reward points, raffles - are getting bigger, as companies try to tap this invaluable tool for obtaining top-quality hiring leads. After all, employee referrals are indeed an excellent ‘low-cost’ ; key to the best talent available.
Unfortunately, an extremely disquieting spin-off is surfacing from this recruitment tool. Blinded by the lure of extra money, employees go overboard and recommend ‘candidates’ left, right and centre. As acclaimed writer Anthony Meaney highlights on a recruiting community portal, “My belief is that referrals suffer from decreasing returns to scale, as employees move from referring the one or two truly awesome people they know, then to their cousins Tom, Dick & Harry who they meet here and there and finally to some guy they met in the pub after golf last weekend”.
Further, a candidate-bias creeps in as employees refer their friends and family in a bid to secure jobs for them. My brother needs a job and my company needs an employee. If I refer him, I score brownie points in the family and can finance an overseas vacation for myself. A win-win for all”.
The current prolific rage of social networking sites compounds the problem as people are inundated with referral requests from ‘unknown contacts’. The overwhelming prospect of “finders fee” tempts them into making indiscriminate recommenda- tions.The statistics speak for themselves. A recent survey reveals that 42 per cent employees refer candidates because they want to help a friend find a good job. Nearly 24 per cent are motivated by a reward and only the remaining 24 per cent really want to help the company.

What’s in store
What sidetracked referrers fail to realise is that though a positive referral reflects on their goodwill and commitment to the organisation, the opposite is very well true too. They are accountable for the quality of their referrals with their esteem and credibility on the line if the referred candidate fails to clear the interview or does not ‘fit in’ the company. And, one bad referral too many will black mark them with unshakeable notoriety! Cheryl Soltis, Staff Reporter of The Wall Street Journal, is dead on with, ‘Be careful about whom you refer, as it will hurt your own reputation if a candidate you recommended is hired and doesn’t work out’.
Moreover, employees fall into a trap of their own making as they stand to win rewards for successful hires only. Most ERPs come with the in-built clause that referrers will be paid/awarded if and only if the candidate is hired and remains on the job for a specific period of time; else a staggered payout at best.

Playing matchmaker
Here’s a blow-by-blow checklist on how to give referrals your best shot:
• Gain a comprehensive understanding of the opening in question. A strong grasp of the organisation’s needs coupled with requisite job requirements will position you to as a stellar ‘recruiter’ for your employer.
• Diligently make sure that the candidate has the necessary qualifications and skills to fit the bill. Familiarity with your contact’s goals, past body of work, career path, ability to deliver results, reliability and weaknesses. helps in assessing his potential and matching his profile with the job. As an executive coach advices, ‘If you don’t have experience with them, interview them, take a look at their résumé’.
• Determine whether the referred person’s personality and work ethics can fit in with the company culture and jell with colleagues. Update him on the company’s ‘way of doing things’, values, type of people.
• Shift the focus from profit motive, ‘helping acquaintances’ or onboarding friends and concentrate on corporate loyalty to be able to present ‘credible endorsements’ – right person for the right job. Think long and hard to conclude candidate relevance and his probability of getting hired. As Eric Lee, a software engineer and successful referrer in a telecommunications company in Illinois says, “I only refer people who can help the company. I wouldn’t bring in someone who would hurt the company’s performance”.
Conducting such a preliminary screening to weed out unqualified or inappropriate candidates will effectively eliminate the likelihood of questionable referrals.

Attracting the best
Ultimately, it’s the organisation that stands to suffer if the candidate turns out to be unacceptable and a drain on its time and resources. Therefore, the management should give its employees the right tools to enable them to refer appropriate people.
First of all, outline an awareness campaign with rational descriptions of the openings in the organisation. Provide information on job requirements and instructions in job listings, meetings, emails, flyers and so on. Some companies go so far as to require referring employees to justify their recommendations.
Build and manage a proper employee referral programme to extract value from employee connections. Offer appropriate and timely incentives to encourage right referrals. As Mr. Squires of Management Solutions says, “A successful program has to educate employees about referrals as well as pay them”.
Finally, the organisation itself should avoid being taken for a ride through stringent selection, testing, reference checking and interviewing formats!

PAYAL CHANANIA

Troublemakers deserve no tolerance in the workplace

Published on Tuesday, Jan 15, 2008

Every workplace has it fair share of resident troublemakers. These ‘ne’er-do-well’ employees are the bane of a manager’s existence and make work life a sheer misery for one and all.
The troublemakers can be tolerated, handled or even ignored if it is limited to just simple disrespect or incivility. But, such rabble-rousers revel in flouting all boundaries and regulations of work. They unleash a wave of misconduct and poor attitude by refusing to obey rules or submit to authority. Persistently harassing colleagues with constant oppression, malevolent rumour-mongering, snide insults, withering threats and other such obnoxious mistreatment is also right up the troublemakers’ alley.
Needless to say, such chronic misbehaviour poisons the work environment and wreaks havoc with staff morale. Under the disruptive influence, other employees cannot function effectively; individual productivity is impaired and even organisational team spirit lies at risk. Absenteeism and turnover rises as valuable employees are induced to jump ship (feeling angry, helpless or distressed) rather than work with such mischief-mongers.
Managers cannot afford to turn a blind eye to the gross insubordination either. Unless bosses intervene, the results will be downright toxic, costly, and counterproductive – in short devastating.

Taking them on
Let’s face it: some employees are difficult! They brew trouble at every turn and can drive the sanest person crazy. But, is there no getting around this unacceptable behaviour?
It goes unsaid that dealing with troublemaking offenders will command a great amount of management time. Yet, it is company duty to provide a safe and stable environment by overcoming the cantankerous and rebellious conduct. Taking a firm stance alone will slowly build a congenial workplace with zero tolerance for demeaning and/or territorial behaviour.
However, before taking extreme steps, managers should monitor the employee’s work and study the pattern of misbehaviour with proper documentation of all instances and complaints. As a rule, they should not act on subjective matters or opinions that are impossible to prove. Maintaining an ‘on record’ will help corroborate facts later and provide solid evidence for all accusations.
When an employee raises hell or interferes with the management, the supervisor should concentrate on effectively dealing with the incident at hand. He can privately confront the troublemaker and candidly explain how his behaviour affects others. The key is to be assertive, yet tactful and base the confrontation only on his job performance. Never allow any personal prejudices, comments, observations or suggestions to get in the way.
Give him a chance to resolve the issue amicably, or initiate disciplinary proceedings if necessary. In this context, it is best to establish and communicate clear rules regarding performance, behaviour and ethics together with the consequences and procedures awaiting contravention.
This will provide a sound base for your future actions and thwart potential employee excuses founded on prior unawareness.
But, it is essential to get to the root of the problem and wipe it out as soon as possible. If the misconduct stems from irrational insecurities or some personal trauma, the manager can even arrange professional help or counselling to overcome them.
Then again, it is a proven fact that most inveterate troublemakers are beyond redemption and have to be given the boot. In the candid words of author Robert I. Sutton, “The solution is plain, these toxic workers have to go!”
While simple shortcomings do not substantiate immediate suspension, if the subtle (and not so subtle) problems are incurable with the problem employee refusing to change, he has to be fired. The only answer is to move in a respectful and fair way toward termination, but only after covering all legal bases.
Successful intervention calls for dealing with the situation aggressively and giving the ‘bundle of trouble’ his walking papers in the larger interests of organisational harmony, performance and efficiency.
Ultimately, to quote John D. Rockefeller, “The ability to work well with people is as purchasable a commodity as coffee or sugar, but I’ll pay more for it than any ability under the sun!”

PAYAL CHANANIA

Job security no more an attraction for employees

Published on Tuesday, Jan 15, 2008

That the ‘one career, one company, one job’ phenomenon is on its last legs is old news. What’s pleasantly surprising is that nobody is complaining anymore!
As the dust settles on the erosive downswing in ‘jobs for life’ expectations, employees are no longer hankering after job security. In the aftermath, they have accepted that their jobs will never be secure again and are moving on from there.
A new way of thinking has emerged that turns traditional notions on their head and tosses stability out of the window. A recent survey conducted by Executive Access, India’s leading global search firm, more than corroborates the winds of change. The results reveal that in the corridors of the corporate world, security is considered an important job factor by a mere one percent of employees and pay packets by only three percent!

In the hot seat…
Battered by an upsurge of restructurings, layoffs and downsizing, employees have rudely awakened to the fact that they are considered easily expendable and cannot depend on their employers for permanent employment. But, with no job guarantees anymore, there is no guarantee that an employee will ‘deign’ to stay in the same job either.
Today, job-hopping has become hysterically rampant as employees are willing to change jobs at the drop of a hat, without even experiencing any qualms over it. They actually don’t want a job for life!
A mobile workforce is in the making as people happily skip from one company to the next and at any given time, almost everyone is actively or at least passively looking for a better job. Educated estimates state that an average employee will probably work in 10 or more jobs for five or more employers before retiring.
Actually, the new generation does not care for job stability, they just have to walk across the street (maybe to a competitor, be warned) to get another one.
As such, employees have acquired a sense of detachment, which makes them rather self-sufficient. They are not unduly worried about losing their job. Under the new rules, they are actually changing domains willingly and easily moving across functional areas. The aim is to diversify skills and build portfolio careers with no strings attached.
Taking the risk in their stride, today’s employees hold themselves continuously responsible for finding ways to add value to the work. By working proactively and seeking to fill company needs, they bring untold positivism, creativity, reliability and efficiency to the job.

Divine justice
Consequently, the balance of power is slowly shifting away from the employers. It is no longer the employee who cannot afford to lose his job, but the hapless employer, who cannot do without the ‘almost indispensable’ employee. And, with attrition levels rising constantly, the tables have well and truly turned on the employers! After all, how can organisations respond to an unexpected downturn, when at least half of the staff is planning to walk out of the door any moment? A top workplace expert sums up the situation perfectly with, “It is employers, not employees, who need to worry about job security!”
The ball is in the employers’ court now and they have to constantly be on their toes to keep employees motivated. The fact that a worker can easily carry away valuable skills and knowledge adds to the oppressive pressure. Unfortunately for them, the paradox is that the once highly valued job security is no longer enough to inspire loyalty and commitment.
Therefore, the biggest challenge facing them is to understand the new drivers driving today’s employees, the Executive Access survey further reveals that as much as 43 per cent of the respondent group places high value on career growth followed by learning and empowerment as the secondary driver. Employees are eschewing the security of repetitive jobs and roles and even turn their backs on top companies in favour of a growing career path and job satisfaction. They pull the strings, stipulating interesting and important work along with the freedom and resources to perform it well, knowing very well that they will get what they demand.
The onus is on the employers to create a proper work environment resplendent with open communication, stimulating work, flexibility, autonomy, new opportunities, enhanced training and a healthy work/life balance.
Then and only then they can hold on to their valuable employees.

PAYAL CHANANIA

Get rid of your 'victim' mentality

Published on Wednesday, May 16, 2007

"I KNOW it's going to happen, in fact, it just had to happen! After all, bad things always happen to me, my life will never get any better".
Do you catch yourself experiencing such `powerless' feelings time and again? Yes that's the victim mentality at play again!
Some people subconsciously convince themselves that they are victims of everything and blame everyone in the world for their circumstances. It's always somebody else's fault, be it what they are or what they do.
Customary refrains in the vein of, `I didn't have time'; `I never get what I deserve'; `Look what you made me do'; `My boss expects too much of me' pepper their arguments all the time. `Victims' don't get a promotion because the boss `hates' them, and not due to their substandard work or failure to deliver results. The manager's negligence in instructing them over what to do and how, validates poor performance. Again, it's always some colleague who keeps them from completing projects in time, never their own tendency to procrastinate. Irrespective of the circumstances, they evade taking responsibility for their actions with a ready excuse.
Slipping into this mindset, they believe they are helpless to control or change their choices and surrender the power over their lives to others. Consequently, the swirling sea of anger and resentment leaves them feeling trapped, disconnected and frustrated.
Popular writer, Jessica Chen observes, `Essentially, being caught in the victim mentality is cyclical, and we will never break that cycle if we are busy feeling sorry for ourselves all the time'. In fact, psychologists believe that some people become addicted to the self-pity and actually revel in painting themselves as the `hapless victim'.
Unfortunately, our workplaces also have to pay the price for the swarming victim mentality.
The blame-shifting decadence weakens organisations as staff enthusiasm, self-esteem, creativity and productivity go for a toss. Employees cannot even make their own decisions and are busy judging, criticising and blaming others to justify their own actions.
What they fail to realise is that the self-styled vulnerability sabotages their own success and begets negative outcomes.
Paving the way to freedom
Justifying one's behaviour and actions by blaming the system, managers or circumstances no longer works. You have to break free from the self-destructive shackles by stepping up and taking responsibility for your own success. The ground rules for overcoming a victim mentality are:
Villain of the piece - Become aware of your subliminal mindset to protect yourself as a `victim'. Acknowledging the problem will help you to come to terms with yourself. Decisive action to escape the clutches of fear will follow automatically.
Ditch the blame game - Instead of wallowing in indulgent self-pity, take stock of the situation. Ask yourself questions like, `Why is it not your fault?' `Why don't you get what you deserve?' `What makes the situation hopeless or unfair?' `Why was it forced upon you?' or `Why doesn't the boss respect your opinions?' It is time to get real and realise that the world does not owe you anything.
Shift gears - Healthy thinking is not focussing on what you cannot control but on what you can.
After all, even if you cannot influence the circumstances, you can always condition your response and retain your power; which in itself is half the battle won.
Re-set your sails - Instead of waiting for people or things to change, think of what you can do to make things better. Seek solutions, not excuses. As author Gary Simpson advises, `Victim mentality can be overcome'.
Navigate through emotional riffraff - If your victim mentality is attributable to abusive bosses, bullying colleagues or other ill treatments in the past, try to calmly confront the perpetrator or limit your contact with emotional detachment.
In the end, it's your life! Proactively tackling your susceptibility will liberate you to move on in life and work. That is undoubtedly a big weight off the mind.

PAYAL CHANANIA

Freshers bring new values to workplace

Published on Wednesday, Apr 11, 2007

THE DEMAND for new graduates is greater than ever! Latest global studies reveal that most recruiters have either increased hiring new graduates to 41 per cent or sustained it at 33 per cent. In fact, 45 per cent of small businesses are now willing to employ freshers (just-graduated youth ) as full-time permanent staff.
It's all about catching them young. Organisations pull out all the stops to infuse their workforce with new blood. They flock to universities in droves with campus recruitment initiatives to grab wide-eyed young adults the minute they step out of college. So much so that, many companies actually entertain job applications prior to graduation and offer employment on subsequent, successful course-completion (popularly termed pre-placement offers). While sourcing fresh talent from former interns, work-placement students or part-time workers are the norm. Some others are not beyond tracking academic performance months in advance and sponsoring undergraduates to transcend the talent war.
What is the overwhelming appeal of roping in new graduates that attracts recruiters? What drives them to knock on academic doors so vociferously? Contrary to popular opinion, it is not a Machiavellian attempt to get away with paying lower salaries or dominate them by dictating manipulative terms.
What magnetises employers is the new value that fresh graduates bring to the workplace. In fact, they are willing to pay premium salaries and at times, even unheard of starting packages to capture the cream of the crop!
Ripe for the picking
Freshers come sans preconceived notions or emotional baggage and are extremely malleable. So managers can easily groom their potential for effective leadership. Their inherent willingness to learn and adaptability to change portends untold value in moving the business forward.
Bright college-leavers herald a high calibre and contemporary skill base that is brimming with proven intellectual ability. Thereby, over and above the ease of tapping latest knowledge in specific disciplines, companies stand to reap the rewards of acquiring key talents and skills too. Even the promise of initiative and cautious risk-taking begets prospective growth.
Fresh from the portals of academia these graduates offer a new and refreshing outlook through original and creative ideas. The unbridled desire to prove their mettle translates into a rousing eagerness to contribute towards the success of the organisation. Companies also enjoy the infectious enthusiasm, energy and motivation that stimulate overall initiative and commitment.
Another reason surfaces from `... the inability to find experienced workerswith the right skills. Consequently, some organisations are looking to hire graduates that they can fast track and "skill up" to fill these gaps', elucidates Ben Reeves - Executive Director, Australian Association of Graduate Employers (a company that aids graduate recruitment at organisations such as Philips, Pricewaterhouse Coopers and KPMG). All it takes is some appropriate guidance, support, encouragement and training to milk these prospects manifold.
Tapping the power house
Recruiters should not make the mistake of assuming that because new graduates are just entering the workforce, they are yours for the taking. The new generation graduates come with higher expectations than ever before. Luring prime candidates calls for an intensive graduate recruitment campaign that not only attracts and recruits but also retains them.
Organisations have to sell themselves by using the right medium to get the right message across to quality talent. A different promotion strategy will help distinguish them from their competition. Also, HR executives should offer a compelling `value proposition' that induces graduates to choose their area of interest and organisation. Opportunities for professional development and training along with appropriate support and rewards can tilt the balance.
Avoid looming disillusionment by filling the gaps between the image young workers have and the reality of the workplace forthright. Constant interactions and willingness to answer their questions will generate an enlightening glimpse of actual life at work. Moreover, they should ensure legitimacy in the rhetoric by revealing day-to-day roles, responsibilities and work culture. For instance, chocolate major, Cadbury Schweppes is using MP3 downloads and a series of blogs to give potential graduate applicants a deeper insight into life at the organisation.
Apart from this, organisations should screen candidates with behavioural questions to match their business needs. Clarify their goals and expectations as well as check their tie-in with specific skills and qualities required for the job. Also, establish whether such recruits only fulfill an immediate need or will be groomed for future senior management roles with the possibility of advancement.
Most importantly, before launching a major graduate recruitment drive, companies should check the demographics of their existent workforce, as a profusion of young employees begs litigious trouble over the touchy age-discrimination issue.

PAYAL CHANANIA

Defuse power struggles in time

Published on Wednesday, Jul 04, 2007

A manager, Mr. X, and his subordinate, Ms. Y, are squabbling over the latter’s complaint of lack of proper performance feedback. Ms. Y changes tack with another accusation that the permitted leave is ‘awfully’ less while Mr. X defends that it is in fact more than industry norms. Again, shifting stance, he derisively scorns, ‘You never ever get your work in on time’.
Here we go again… it’s another classic case of the ongoing struggle for power! The battle lines are clearly drawn. Neither is willing to budge an inch.
What’s more, such constant showdowns (over something or the other) mark their interactions almost every day.
Power struggles are as old as mankind with an almost unshakeable stronghold in all our relationships – be it parent-child, husband-wife, teacher-student or manager-employee. The timeless tug of war is more pronounced in the workplace, as the power imbalance with peers or superiors and the resultant forceful behaviour creates supreme power struggles. Everyone wants to get their own way, which translates into endless unpleasant exchanges that scream, ’I am important’.
The stage is set for a tenacious battle to dominate and exert influence. Perpetrators are caught up in their own self-importance and insecurity while the victim adamantly refuses to surrender control. Ego-driven issues for both organisational and hierarchical power struggles can range from conflict of values, organisational conditions and work expectations to basic leadership styles.
The fact of the matter is that both think they are right. In fact ‘being right’ becomes more important than achieving efficiency. If left unchecked, the problem escalates, widening the gap between the warring camps.
A top psychotherapist, Mark Gorkin outlines, “Powerlessness - real or imagined - is one of the major causes of frustration, stress and burnout.
When people feel that they have no power even over their own daily work schedules, the results are instantly stressful”. Per se, power abuse and the following struggle for power breeds anger and resentment. Manipulation becomes the name of the game, thus marring internal operations with mounting fear, mistrust, strife and dissatisfaction.
Staving off
Being stuck in a power struggle is akin to losing a battle for both parties and is bound to create an interminable deadlock. So, here’s how to defuse the clashes before they spin out of control:
Lend an attentive ear – Let the employee or colleague have his say. Carefully listening to his rants will make him feel ‘heard’ and ‘understood’ which in itself is half the problem solved.
On the same page – Observe his words and actions to pick out the basic theme in the behaviour pattern.
Deciphering the underlying message behind the belligerent struggle like lack of responsibility, excess workload, salary demands, differences of opinion or other unresolved conflicts will help you to understand the opponent’s key motivations and feelings.
Different perspective – Do not let your emotions overcome your thinking process. They will further aggravate the struggle and may even affect your performance.
Instead, objectively concentrate on the core needs that have been revealed to you and help the other party understand the issues that trigger his resistance/resentment. As renowned psychologist, Dr. Hoffman explains, “The gist of ending the power struggle is getting away from being emotionally reactive. No one wins in those situations. But by working together to establish and meet your mutual needs can create and maintain a strong, positive relationship”.
Constructive confrontation – Acknowledge the power struggle and talk about it calmly without trying to intimidate him or exploiting the power differential. Use observational comments and ‘I’ statements instead of blam ing. For instance, “I noticed that something is bothering you, I am concerned,” will go a long way in mollifying opinions.
Tread the neutral zone – Describe the problem in a specific and tactful manner sans any judgmental overtones.
Disarm him with partial agreement, ‘You may be right!’ Then explain the effects of the problem and clearly communicate your needs, desires and expectations.
Establishing a common responsibility and mutual benefit can subdue the hostility and get him to ally with you over the big picture.
Future-oriented – Avoid negative thoughts. Instead try to shift your mind (and his too) to behavioural changes and effective resolutions.
Think in terms of how you can together resolve the situation beneficially. For instance, ask him what he would like you to do differently and what he is willing to concede in exchange.
Similarly, question yourself what you are prepared to do to accommodate the differences.
Shift the spotlight – Remember that the employee maybe following the dictum ‘being offensive is the best defence’.
Placate his need to battle for supremacy. For this you need to provide structured opportunities to earn control, responsibility or autonomy. This will channel his anger, frustration and antagonism into cooperative and creative action.
Else, the organisation can also call on professional mediators to resolve the conflict with interactive exercises that garner commitment to practical actions.
They will work on keeping the power disparity within reasonable limits, thus creating a balanced and constructive employee-manager relationship.
All said and done, remember that resolving the dysfunctional power struggle with timely, systematic leadership can prevent it from turning into a destructive personal war.

PAYAL CHANANIA

Communication - the unified way here to stay

Published on Wednesday, Feb 07, 2007

ACCESSIBILITY through communication is stretching limitlessly. We can reach anyone, anytime, anywhere - in real time too. A plethora of communication devices spells ever-increasing connectivity with varied contraptions like mobile phones, pagers, faxes, PDAs, emails, IMs, webconferencing, voicemails, blackberries and online communities raising accessibility to unimaginable levels.
Does it follow that the proliferation makes it easy to reach people? Sorry friends, but we couldn't be more wrong. The paradox is that the overabundance of different modes, media and devices facilitating constant contact actually delay access by creating more barriers than they break. Picture this. You are trying to get in touch with a colleague to obtain pertinent data hampering a critical project. You call his cell phone only to reach voicemail. Ringing his landline number lands you with an answering machine. Undauntedly, you dash off an email, an IM and a sms, but to no avail. Initiating a web conference does not yield any results either. Frustration mounts as you dismally await a response.
Unfortunately, communication access is still limited to particular locations, modes or devices. Prevalence of numerous phone numbers, multiple email ids and several online identities tangles the web further. Such complicated accessibility hinges on when an individual checks specific voicemails or emails and gets back to us.
A recent survey reveals that there is a 70 per cent chance of getting voicemail when we are trying to call someone. Another study says that one in every four employees spends an equivalent of three full working days each year trying unsuccessfully to connect with other people. Obviously, more time gets wasted in connecting than actual communicating.
Unified communication technology emerges as the answer to assimilating the varied means we use to contact each other into a single environment. This dynamic convergence tool spans all possible devices and integrates them in a solo personal message channel, thus eliminating barriers and making it quite easy to reach each other.
Personal applicability
The intuitive, user-friendly and seamless experience of single-point access enhances the appeal of unified communications for individuals. They can manage interactions effectively with control right at their fingertips. For instance:
The convenience factor stems from providing users a single identity tied to a content - independent single mailbox for constant access thus reducing the number of points for checking communications to a single interface, which can be easily accessed from a telephone or internet.
The streamlining facilitates access no matter where you are and what you are using. Everything from transactions, mails or messaging can be conducted even when on the move from any handy/productive device like phone, laptop or PDA.
Latest enhancements enable speech recognition, text-to-speech conversion.. Now you can hear your mails or read voice messages
The flexibility of anywhere, anytime access comes hand in hand with highest level of privacy control as you can define when and how you can be reached as well as by whom.
It will also automatically route phone calls, emails and other messages to the right/specified device when you are busy or unreachable
The presence feature transmits information about your availability making it easy to reach you immediately without repetitive attempts yet subject to your preference.
Organisational suitability
Cutting-edge unified communications are an invaluable addition to organisations too. The powerful mode of communication encompasses everything from messaging, real-time interactions, collaboration systems to transactional applications and draws them together under one roof. Not only does this enable single device access for voicemails, emails, SMS or fax, but also facilitates other enterprise applications like retrieving videos, soundclips, pictures, schedules, calendars, work flows along with aiding web browsing, e-commerce and so on. As Microsoft head, Bill Gates elucidates, "Unified communications enable us to close the gap between the devices we use to contact people when we need information and the applications and business processes where we use that information".
By replacing their conflicting systems with a unified communication tool (top service providers are Microsoft, Cisco, Siemens), organisations can reduce communication complexity and enhance collaboration for efficient business interactions.
By enjoying the benefits of ease of access, providing 24/7 x 365 service and workforce mobility, companies can empower employees with speed, efficiency and productivity. This functionality also reduces management costs, saves time and improves customer satisfaction manifold. Coldwell Banker Advantage's CEO Mike Largent rationalises reinventing their communications systems, "In today's market, customers want instant answers to their questions. They are not going to get that if they have to go through three or four people on the phone, or if agents are not checking their e-mails frequently enough".
This technology is still in its nascent stages and harbours potential scope for developing many more applications. Above all, the end result is undoubtedly, smart communications with immediate gratification to boot.

PAYAL CHANANIA

Clever job hopping can take you far

Published on Wednesday, Feb 14, 2007

JACK WELCH SPENT HIS ENTIRE CAREER AT GE!!
If the above caption leaps out at you in capital letters and the very prospect makes you baulk in horror, welcome to the portals of the incumbent `glad-to-job-hop' generation.
In its endless quest for the pot of gold at the end of the rainbow, GenX has no second thoughts shedding jobs. Generation-Xers are constantly and rapidly changing jobs.
Loyalty has flown out of the window and job-hopping de rigueur. Three jobs in less than a year, no longer spawns raised eyebrows and gaping mouths. Job hopping is in fact, the new mantra for success.
Yet, the new-age employee finds himself caught between the proverbial devil and the deep sea. Faced with a tempting job offer, he is in a fix - to stay on or leave. The catch-22 situation is that though cooling your heels in one job can make you deadwood, going on a bender will not win you any brownie points either. Here's a take on the quandary of changing too many jobs vis-a-vis staying put in a job for too long:
Been there, done that
Sticking to an organisation till retirement is passe and those who linger in the same job are taken for granted and branded apathetic or not competent enough to move. Ironically, not staying in a job for too long has become the greatest job security. Changing attitudes, modern beliefs and the restructured need for flexibility makes job shifts a logical and increasingly acceptable approach to recharging one's career. Impelled by the dissatisfaction with the job, lack of challenging work, stagnation or less pay, people take to job hopping to explore new frontiers.
Job hopping also emerges as a shortcut to success. Savvy employees push their way to phenomenal levels as each job change brings with it a hike in pay and position. Job changes can even enrich one's career as they polish the rough edges of the job profile with a gamut of experiences.
Employers too are tolerant and accepting exploration and experimentation as part of the `finding one's feet' process.
Rolling stone gathers no moss
Job hopping maybe the ticket to success, but you cannot jump around as and when it strikes your fancy. Moreover, though mention of two or more jobs on a resume is no longer an employment risk, six jobs in twice the number of months is pushing your luck too far. After all, one shift too many can brand you as a chronic job hopper and short shrift your career forever.
A series of rapid, random and pointless moves will show up as red flags on the resume sealing your fate irrevocably.
Employers view restless ramblers as dysfunctional - lacking in resilience, loyalty, trust and self-motivation refusing to touch them with a barge pole.
As a top recruiter cautions, "If a CV exhibits quick moves as a pattern it will raise big questions for prospective employers as to one's staying power and ability to withstand challenges, as well as accept accountability". It does not even leave substantial time to acquire sufficient experience and hands-on skills or understand the job demands.
What's more, after umpteen job hops, you may wake up one fine day to find yourself at the same (or even worse) level where you first started.
Method in the madness
Don Nolan, president of an executive recruitment firm in Toronto says, "Job hopping today is considered an important part of career development".
But, the perplexing dilemma is where to draw the line, i.e. how long is too long or conversely how short is too short? Also, how long can the hop, skip and jump spree last?
Though there are no right or wrong answers, career experts opine that staying around for 2-4 years is ideal. Also, you can always try to work your way up in the same organisation or look for lateral moves to break the rut.
Besides, drifting is appropriate in the initial stages, but drop anchor and settle down in the final stretch when you scale a leading position.
Likewise, every job move warrants careful consideration and planning. It should be a mature decision carefully charted out after duly weighing varied factors like current job satisfaction, challenges, career development, skill sets and interest areas as against the new job profile, company image, benefits and growth prospects.
What is important is to consider the whole package and not be blinded by the short-term gains and fatter pay cheque. As Mr.Gopalakrishnan, Chairman of Tata Sons Ltd., advices, "After a long stint, there always comes a time for moving from one job to another. But it is important to move for the right reasons, rather than superficial ones, like money, designation or an overseas trip".
So, you should have an eye on the big picture and steadily climb the corporate ladder with opportune job shifts. And, the best test for changing jobs is, "Hop jobs when even your boss congratulates you on the move".

PAYAL CHANANIA

Caution- Don't mess with stress

Published on Wednesday, Mar 14, 2007

ONE MORNING I was caught in a major traffic jam. Well, I savoured the moment of respite, listened to music and caught the latest cricket score. However, the harsh truth is that all along the wait I was honking, wringing my fists and venting my frustration on all and sundry. It was as if a fire alarm had gone off in my head! I was getting abominably late for a meeting. In actuality, the most dreaded disease `stress' was overpowering my life.
Pressure is omnipresent. Stress is how you react to these pressures. Some may take taxing situations in their stride (and win hands down too!) while others may collapse easily. It is a matter of perception.
Work stress pervades our lives in the form of harmful physical and emotional responses when the requirements of a job do not match our capabilities, resources or needs. The result? High staff turnover, absenteeism and low morale. Calling in sick to get a break has definitely become a mantra for survival! A recent study by Neurofen states that 40per cent people took time off work because of stress related problems.
Employees are exposed to a range of stressors on the job like job insecurity, poor interaction and communication in the company, bullying, high noise levels, lack of growth, rapid changes, repetitive work, boss pressures and insensitivity to employees' needs take a toll on employee health and productivity.
Unwarranted stress inevitably hampers performance and growth. The effects of stress include:
Inability to concentrate
Difficulty in decision making
Lack of self esteem
Insomnia
Inability to cope with work (even routine)
Avoidance of situations
Withdrawal symptoms
Burnout
Am I a victim of stress?
Recognising and acknowledging that you are stressed is half the battle won. Situations may be overwhelming or out of control. If you hear the machines humming in your sleep, it is time to sit up and take stock!
Why do I get stressed?
Stress is caused by our perceptions of the situations we are in than the events themselves. Stress cannot be attributed only to demanding work. It is not how long you work; it is how you work. A new job or a move to a new job could be very stressful.
What can I do about it?
Inculcate a proactive environment, beat stress at its own game.
A relaxed, positive outlook can work wonders.
Say cheese! A genuine smile can change your attitude and outlook.
Identify the causes and work on them. Seek out professional counselling if required.
Seek support from family, friends and colleagues to get out of of stressful situations.
Regain your confidence. You can overcome diverse situations and emerge a winner.
A healthy body harbours a healthy mind. Exercise regularly and see the difference.
Manage your time and your schedules. Allocate substantial leisure time
Avoid procrastination.
Delegate work. Shouldering responsibilities beyond your ability will stress you out.
Slow your pace. Modify your lifestyle and learn to relax.
Take a break.
Follow the rule `never ever take work home'. Spend quality time with family
When you are happy with what you are doing, stress will be absent.
Employers must provide a healthy working environment and this includes mental well being too.
They must take pre-emptive action. In-house facilities like gymnasiums, professional counselors, massage and relaxation centres help combat stress.
Stress is like a flowing river. If harnessed, it can spread much goodness in the form of challenges and excitement. If untamed, it could spell doom. So, learn to control stress before it overpowers you.

PAYAL

Career switch can cause experience worries

Published on Wednesday, Jun 27, 2007

Ahhh… so your job field has just become redundant, or you yourself are looking for a change. Whatever be the reason, a switch in careers (or at least job function) is on the cards!
As you air out the old resume, you find yourself loaded with a bagful of ‘unrelated’ work experience. Even your qualifications are not in line with your new goals.
It seems as though your particular brand of experience and skills have nothing to do with your targeted job. You are scared stiff that not only will the divergence cut away at your marketability, but also turn into a formidable liability that will weigh down your job search. Employers will refuse to touch you with a barge pole because you come from the ‘wrong’ field’.

Changing paradigm
Though lack of relevant work skills is a difficult obstacle, it cannot keep you from getting any new job. After all, with the rapidly accelerating pace of business, more and more job functions are getting downsized or totally eliminated. As a result people are increasingly seeking employment in fields where they have no experience whatsoever. Employees routinely shift from, say, marketing to finance function within the same industry segment or from the management business to an IT-related one.
However, exercise caution and do not be led by latest fads and trends. Choose a sphere of work that corresponds with your past achievements and strengths to some extent. Even a moderate connection will augment your chances of getting the job and becoming successful in it.

Putting a spin on your experience
Hiring executives normally look for a match between the needs of the organisation and the strengths of the candidates. They fear that ‘outside’ applicants will fail to perform well as they are unfamiliar with the industry and its specialised work. The onus is on you to eliminate employers’ prejudices and convince them that you are most suited for the job.
So, quit undervaluing your ‘unrelated experience’ and believe in the diktat - any type of experience does matter! Concentrate on presenting it in a positive way that effectively challenges and nullifies employers’ perceptions. Here’s how:
• Redraft the resume – Structure a functional CV that showcases your varied skills rather than ‘irrelevant’ experience. Additionally, try to tie in your strong and extensive experience in another field to the objectives of the position that you are targeting.
Tailoring your talents and accomplishments in accordance with the needs of the organisation will direct attention towards how your unique perspective can prove beneficial in the future. This dynamic tone will pitch you as a forward-looking candidate who can more than adequately achieve significant results.
• Close the ‘credibility gap’ – Highlighting your versatility and adaptability will go a long way in convincing the recruiter that you can learn new things rapidly and apply them to meet the new challenges in a short time. Examine your past contributions and pinpoint different scenarios where you were thrown into a new project, task or responsibility, and yet, you not only managed to stay afloat, but also adroitly learnt the necessary skills and went on to attain substantial goals.
Develop action-oriented instances that stress on your flexibility to utilise new opportunities and quickly grasp skills required to function effectively. Focus on reassuring them that you can and will swiftly apply your proven talents in the new setting too. As top consultant Robert Gerberg advises, “Give lots of solid evidence that you contributed in short order after you came into these areas. This will help dispel any concerns that you might not be able to contribute quickly because you lack direct industry or segment experience”.
• Demonstrate transferable skills – Shift the focus from your lack of specific industry knowledge to your proven strengths, attitude and abilities that will stand you in good stead in any job setting. Discuss your work ethics, determination to succeed, knack of solving problems, and ability to cope with change that helps you get things done in varied functions. Accentuate personal qualities like enthusiasm, self-confidence, industriousness, initiative, reliability, commitment and team spirit in a way that reinforces your suitability for the position in question.
• New learning – To get things going, overcome the last remaining obstacle of lack of specialisation by acquiring job specific technical or specialised educational qualifications. Enrol for courses of study and acquire certifications (distance, part-time or online options are available) to develop job-specific skills for the position that you are targeting. Also, conduct research, read trade publications or network with your contacts to identify major trends and gain better insight into the industry.
In essence, overcome the ‘outsider disadvantage’ and prove that you have the ability to do the job as impeccably as the people who have been in the field for years.

PAYAL CHANANIA

Panel interviews: Spread your concentration

Published on Wednesday, Dec 19, 2007

Interviewing with a single interviewer is harrowing enough… imagine having to face a full-fledged firing squad!
Then again, convincing one individual of your job-worthiness is daunting enough… talk about swaying six of them!
No wonder already-panicked candidates break out in a sweat at the mere mention of a panel interview.
The prospect of tackling a multitude of people sitting around a conference table is quite intimidating, but you cannot afford to bungle this sole chance to back up your resume claims either.
Well, the basic premise, whether you are facing one interviewer or 20, is the same – get a conversation going where the employers can get to know you and vice versa. The company’s top brass, supervisors and your prospective colleagues are teamed up so that everyone involved in the hiring decision can meet, ask questions and then, discuss/select the best candidate on the same parameters.
While this may seem like a deliberate attempt to unnerve you, they are only interested in measuring how you interact with different people and how you handle yourself under pressure.
In fact, this form of time-efficient interviewing is becoming increasingly common, especially for advanced positions. Therefore, preparing yourself to face both – an individual and a panel interview will ensure that you never get caught off-guard.
Here’s what to do for the latter:
Get the basics right – Prepare as you would for any interview by studying the job description, researching the company, practicing answers and preparing meaningful questions. The queries posed will be more or less the same as in a one-on-one interview, but brace yourself to be bombarded with questions from every side. Also, carry multiple copies of your resume to distribute to everyone.
Some departure – In the traditional one-on-one interviewing style, the focus is on building a rapport with the interviewer. But when it comes to facing a committee, this focus goes right out of the window, as it is quite difficult to establish a personal connection with each panellist. Also, this is more formal, organised and impersonal sans any place for ‘getting-to-know’ small talk. The panel will jump in with interviewing questions straight away.
Eye them all – You cannot afford to get tunnel vision and focus on one/few panel members, no matter how charming or friendly they may seem, i.e. not if you want to blow the interview miserably. So, when an interviewer asks you a question, respond initially to that person, but do not forget to acknowledge other interviewers with a comfortable level of eye contact. Slowly move from looking one person in the eye to the other so as to speak to each person equally. The cardinal rule is to visually engage everyone irrespective of seniority or location in the room.
It’s all in the name – If possible, call the organisation and try to get the interviewers’ names, job titles and respective departments in advance. As most companies may refuse to divulge the information, seek introductions in the beginning of the interview and discreetly jot down the same. Remember to use the interviewers’ names in your responses to engage them on a slightly personal level.
Notes, notes – Carry a list of points that you want to mention and questions you want to put forth in the interview. Discreetly make small notes of members’ specific questions, differentiating concerns and facets mentioned by them. This will help you remember what each person is interested in and respond accordingly. As celebrated author and mentor, Carole Martin says, “Remember each person has an agenda – it is up to you to zero in on that interest and make the most of it!” Also, cross-reference your answers with previous queries to tend to the concerns of more than one interviewer and thus, navigate a better outcome.
Smell the set-up – The ‘inquisitors’ may play off each other to draw out the kind of person you are. For instance, one may be kind and gentle, while the other is hostile, pushy and unresponsive, or they may confusingly take turns at each. Don’t be fazed by these tactics and take the initiative to engage everyone by directing questions of your own.
Swim with the sharks – Never make the mistake of favouring one interviewer over another with your time or attention. Treat everyone equally and try to impress all of them. Calmly take in one question and one interviewer at a time, but even when answering one interviewer’s question, be conscious of how the others (say from HR, Finance or IT) may interpret it.
Go for maximum appeal by proffering something specific to each and make your comments of relevance to the entire panel. As interview coach, Alison Gill, advices, “Think through how best you can articulately describe your experiences in a way that will appeal to the different people on the panel. Talk about specific examples...”
Above all, be cool, confident and collected. You may be heavily outnumbered, but you can make a contribution; else so many important people wouldn’t be wasting their valuable time over you.
Last but not the least; realise this for what it is – a valuable platform for you to quickly demonstrate your talents to a wider audience. Also, use the opportunity to check out for yourself how the company staff interact together, the presence of friction, if any and the overall quality of the team!

PAYAL CHANANIA

Elder care issues pose problems for HR

Published on Wednesday, Jan 09, 2008

Caring for our elders and loved ones comes naturally to us. While most of us will not shy away from the responsibility, there is no denying that tending to disabled or chronically ill parents/relatives can be a profound physical, emotional and financial burden.
Especially with the current drift towards dual-income households and busy work schedules, elder care has become a heavy millstone around the neck. With the overwhelming obstacles and intimidating complexities, life itself turns into an incessant struggle to balance work and caregiver obligations.
While some people may toil in silence, most others are debilitated by the enormous sense of responsibility and either bend or break completely. Yielding to the persistent pressure, strain and exhaustion of ‘two jobs’, they may just leave work or opt for an early retirement. Not only this, the constant juggling act also takes its toll on caregivers’ health, leading to low productivity at work and inevitable burn out. So much so that, it has been estimated that an employee with elder care responsibilities costs his or her employer about $1,150 extra a year!
While employers may choose to turn their backs on employees’ ‘personal’ responsibilities, what they cannot afford to ignore is the drain of skills, expertise and tacit institutional know-how that accompanies losing valued workers. While the trend of raising caregiving issues at work is picking up in the western world, it is high time that other countries follow suit by helping employees care for their loved ones.
Employers have to quickly overcome their reluctance to face the exploding issue, as it is estimated that by 2020, more than one in three employees will be providing elder care. A planned response towards sustaining a healthy work environment alone can help reduce employee turnover and absenteeism while enhancing their morale, trust and efficiency. Afterall, only when employee caregivers are relieved of the competing demands, can they gain peace of mind and better concentrate on their jobs.

A helping hand
Organisations can mitigate the negative impact of caregiving on employees by offering company-sponsored support and care management services. Once managers understand caregivers’ needs, problems and encourage care for elders, employees will be more comfortable to voice their concerns and will have no fear of retribution like being dismissed, demoted or not promoted. To help employees better manage family and other caregiving commitments, employers should also strengthen their family-friendly policies and practices to include elder care services.
They can offer an array of benefits with a basic two-pronged approach:
• Work-related adjustments to help employees manage their workload along with their care giving responsibilities. This can include flexible work schedules (coming in late, leaving early or extended lunch hours), alternative work arrangements, part time work, off-site work, paid family sick leave or even leave-sharing programmes. Employers can also permit making and receiving of telephone calls or unexpected days off (paid or unpaid) to deal with emergencies of an ailing family member. Workplace adjustments can even extend to ensuring no overtime, relocation or work-related travel for those who are engaged in caring for an elderly relative.
• Work/life initiatives in the form of dependant care assistance programmes. HR professionals can arrange legal/insurance services, in-person guidance or easy access to geriatric-care managers for solving problems and making decisions about care options and other related issues. Through seminars, hotlines, support groups or even corporate newsletters, they can arrange access to timely information about community services like medical facilities, nursing homes and home care people. Apart from resource and referral services, companies can also offer training workshops for not only effectively dealing with caregiving responsibilities, but also for improving caregiver skills to better look after themselves while caring for others. Professional assistance in countering lack of confidence, work-related stress and depression also goes a long way in building employee resilience and productivity.
Companies should choose the right mix of benefits and services based on employees’ current and future caregiving responsibilities. Above all, employers should not only promote a family-friendly culture with support from colleagues and supervisors, but also primarily respect the privacy of caregiver employees and their families.
Most of all, simply but sincerely asking a harried caregiver how his mother/father/relative is feeling today and extending unilateral support can be the best comfort.
As a top HR officer observes, “It allows employees to know, no matter the distance, there is an option to make sure those they love get the care they need when the unexpected occurs. Just knowing that the safety net is there has relieved a lot of stress for many people!”

PAYAL CHANANIA

Know the norms of gift-giving at the workplace

Published on Wednesday, Jan 09, 2008

Who doesn’t like getting gifts! The simplest gift can make us feel cared for, rewarded and appreciated.
Then again, a dreadful quandary creeps in too. While finding the perfect holiday gift for your brother is challenging enough, imagine the nerve-wracking quicksand of choosing something for your colleague or boss!
With a string of festivities and the New Year just behind us, let’s once and for all clear the decks on gift giving in the workplace.
Exchanging gifts is acceptable during the holiday season, special festivals or a person’s birthday or engagement.
Generally, you can gift anyone from your colleagues, subordinates and boss to your employees, customers and business associates.
Whatever the occasion, a thoughtful gift can be pleasantly surprising and build lasting relationships. Gifting the boss is a token of appreciative esteem while between co-workers it cultivates a dash of camaraderie. When coming from the company, it becomes a special way of saying ‘We value you’.
Yet, a small misstep, and even the most well intentioned gift, can go horribly haywire – sending across the wrong message and becoming painfully embarrassing.
To ease the potential tension and struggle, here are a few rules of the gift-giving game:

Toe the line
Some companies practise a mandatory gift-giving culture, while some place restrictive policies that outrightly forbid the practice. Others take the easy way out and throw parties, lunches or potlucks sans any additional gifting.
Therefore, it is best to check out the employee handbook or consult the HR manager to grasp the clear guidelines on what is and is not acceptable when exchanging presents as well as price limits, if any. In the absence of an express policy, check with your colleagues/boss on the informal office tradition or what has been done in the past.

When it comes to colleagues
Gifting personal friends in the interoffice realm will definitely alienate other co-workers and create resentment. Avoid polluting the team environment by gifting selective colleagues away from work. Then again, gifting someone you don’t know well just for the heck of it can put him on the spot and create hurt feelings especially if there are income differences or other financial pressures.

Do you give your boss a present?
It is generally advisable to skip ‘gifting up’; stick to a nice ‘thank you’ note to express your respect and appreciation for superiors. As individual gifts are sure to be interpreted as an undisguised attempt to curry favour, employees can, at best, chip in with a group gift for the boss where no one feels obligated or left out.

What to give?
An ideal gift is one that creates a pleasant feeling and has utility, ornamental value or is a keepsake at the least. Therefore, choose something appropriate keeping the recipient and his tastes, hobbies, likes and dislikes in mind.
It should not be anything too cheap or exorbitant, but a thoughtful item that you know the receiver will appreciate or can use. Also, consider people’s feelings, age and gender differences when choosing a present.
‘Safe bet’ gifts include stationery, calendars, clocks, books, picture frames, flowers, gift certificates and the like. Or, you can even opt for classic desk accessories, small leather goods, food baskets or fine chocolates. While fancy choices are almost endless, always pass up on personal items like lotions, perfumes and clothing.
Employers can customise their gifts to employees and clients with company-branded promotional items or even personalised presents with the receiver’s name/initials monogrammed on the same. For instance a top BPO distributed branded jackets this Diwali, while a software giant gave Formula One clocks embedded in pen stands. But, what will be appreciated most is a bonus, holiday or just additional time off!
Whatever you choose to give, do wrap it nicely as it adds value to the gift and says a lot about the type of person you are. Also, adding a personal note will go a long way in making the gift heartfelt and meaningful.
As writer, Susan Heathfield says, “Remember that a card and a thoughtful verbal exchange are often all that is needed for your boss or co-worker to feel recognised and rewarded!”
So, always spread joy and cheer by gifting something that is both beautiful and memorable.

PAYAL A.

Live up to your resolutions

Published on Wednesday, Jan 09, 2008

It’s that time of the year again when everyone is making resolutions. We may have spent a week putting together a list of virtuous ‘New Year Resolutions’ or conjured one at the last minute - with every intention to stick by them. But by January 15, most of them fly out of the window and a month down the line all lie broken. Come March, and we have difficulty even recalling what those noble vows were!
You may resolve to lose weight, quit smoking or succeed in your career, and start out all gung-ho on the first of January. But quickly, the enthusiasm wanes and motivation soon hits rock bottom. No wonder that a measly 12 per cent of all resolutions ever turn into reality.
But, this year can be different if you really want it to. Here are a few tips on how to make a success of your work resolutions:
• First and foremost, resolutions are not something to be made on the spur of the moment, either carried away by the heavy-duty revelry or at the stroke of midnight. It may be a customary ritual, but there is no magic dust on December 31 night (much as we would like) that can transform your life and ways.
To keep your resolutions from blowing away with the wind, take stock of your career and carefully choose something that you really want. Reflect on why you want to achieve this particular goal and whether you are willing to do what it takes to get there. This is the motivation that will keep you going even after the initial fervour has died down.
• You may want to move up the totem pole, learn a new skill, manage your time, network more, attain a work/life balance or simply meet your deadlines or delegate effectively. Whatever you decide, make it specific instead of a wishy-washy. It’s a fact that vague and subjective resolutions never get done. Take your pick – wanting to lose weight or planning to shed five kilos, which intention has more chances?
• Too many goals are a pitfall; moderation is the key. Instead of making a long list, take one thing at a time with one or two realistic and achievable resolutions. This way you will not run out of steam and can keep adding more goals once the earlier ones are achieved. Also, setting small goals or breaking them into steps and phases that you believe can be achieved is a more workable strategy. For instance, ‘become the CEO’ is quite far-fetched and unreasonable. Instead of setting yourself up to fail, break it into a well-defined step-by-step path with measurable goals and preset deadlines, that will slowly but surely take you to where you want to be.
• Address your concerns by writing them down and putting them in visible places for regular review. This will activate your subconscious mind and help you become aware of opportunities you would have missed otherwise.
• It is always said, ‘You have to see yourself doing something before you can do it’. Once you visualise yourself as happy after achieving your goal, the thrill of success and satisfaction will make you work harder towards making the mental picture a reality.
• Experts advise that going public with your resolution provides accountability and helps you stay on course. This way a friend or mentor can become a sounding board, an advisor and a support system all rolled into one.
• Again, its all about focus and commitment. You have to be proactive and firmly concentrate on the goal. As human resource trainer, Dan Bobinski exhorts, “Bottom line: You go where you are focused.”
• Apart from this, do not berate yourself if you falter or fail. Instead of abandoning the goal out of disappointment and frustration, learn from the setback and persist on getting back on track. Take on the challenge of a new start and you will definitely achieve something worthwhile. This time around, dispel the myth that resolutions are meant to be broken. And next year you will find yourself celebrating the sweet success of your resolution.

PAYAL CHANANIA

Invoke peer pressure to stem procrastination

Published on Wednesday, Dec 12, 2007

Ms. Preeti is always late (or should we say, barely in time) – be it her festival shopping or filing her tax returns. Every task or project involves a last minute dash to beat the deadline. It’s not that she is pushed for time, but actually prefers things this way!
For many people, being late is a way for life. They have a perpetual penchant for delaying work, lulled by an over-optimism of being able to meet tight deadlines or the adrenaline rush of managing to scrape in by a whisker or just sheer laziness.
But, how many of us can actually work well with a Damocles’ sword always hanging over our head? Frenziedly pulling together a project or presentation at the ‘eleventh-hour’ may be possible, but the work will definitely smack of a hurried shoddiness and negligence. Slack inadequacies and mistakes are bound to show. And, what if you are left in the lurch – the client is unavailable, the computer crashes or you fall ill at the last minute.
Lame excuses are no justification and will not serve any purpose.
Well, everyone gives in to the urge to put off doing things once in a while. But if the tendency gets chronic, it will affect your productivity, hurt your career and ultimately sabotage your success.
As job coach, Marty Nemko advises, “Procrastination is an ingrained habit, but if you don’t kick it pretty quick, you’re going to find yourself on the corporate slow track.” Not only will you miss opportunities, but also be overwhelmed with a debilitating guilt, helplessness and stress all the time. Contrast this with a feeling of competence, self-satisfaction, personal freedom and peace of mind when you are in charge of your work and life. So, what’s your pick?

Getting ‘started’
The first step to overcoming procrastination is to realise that you are deferring things unnecessarily and discover the real reasons for the delay. They could be:
• There’s always enough time - This assumption may delude you to defer work till a ‘later time’. But, by the time you get around to doing it, time will have caught up and you will be left with your back against the wall. So, instead of berating yourself for leaving things till the eleventh hour, focus on completing the tasks whenever possible, irrespective of the deadline.
• This is too boring – If you don’t feel like doing monotonous chores, try to psyche yourself with a reward for not procrastinating the drudgery. You will be able to perform better when there is a social activity, a hobby or even a coffee break or snack waiting at the end of a task. Else, incorporate an element of fun, and who knows, you may even start liking the work!
• I don’t know where to begin– Monumental duties or colossal projects can be quite unnerving and invite perennial procrastination. Tackle an overwhelming assignment by breaking it into small chunks of manageable tasks and complete one at a time.
• There isn’t enough time – When something requires a large block of time, do not put it off just because there is not enough time to complete it. Try thinking in terms of ‘begin it’ and not ‘finish it’. Instead of trying to complete everything at one go, concentrate on making a dent in the work and within no time it will get done entirely.
• This is so hard – There is a natural tendency to avoid tedious and demanding tasks in favour of the simpler ones. But can they be avoided forever? Will worrying over the difficulty of the work get it done? Instead, take it as a personal challenge and remember that once you get started, the focus will gradually shift from the complexity to completing the task well.
• What if I mess up? – A lurking fear of failure can make worrywarts stick to routine tasks as far as possible. You have to get out of your comfort zone and realise that having a head start will give you all the time to work your way through the new task and make a success of it.
• I need the pressure- If you find yourself putting off work because you cannot get things done until a deadline is banging on your door, recognise that your work will suffer, as the stress will ultimately get the better of you.
• I’m never going to do it to my satisfaction – Perfectionists hold themselves upto self-imposed and unrealistically high expectations. Afraid of failing to accomplish the unreasonable standards, they are always putting off work.
This defense mechanism may get you off the hook of substandard work, but ask yourself what is worse - not doing something ‘perfectly’ or not doing it at all! So, try to perform the task with time to spare, so that you can always work on improving it further.
Other tactics like self-discipline, publicising your plans to finish work (invokes peer pressure) and looking forward to savouring the moment of completion also come in handy.
So, do not dilly-dally unnecessarily every time you sit down to tackle a task. Break the habit of postponing work and begin it today.

PAYAL CHANANIA

Abandon inter-group bickering

Published on Wednesday, Dec 19, 2007

Birds of the same feather do flock together! Ever noticed how golfers, cricket fans or music enthusiasts tend to hang out together. So do people from the same college, geographical area, economic class and even ethnicity, race or language. Similarly, new mothers, brides-to-be or even computer programmers congregate and discuss their common interests at great length.
After all, it is almost second nature for like-minded people to come together and form informal social networks – be it in a family, school or other setting.
Invariably, people in office situations also tend to group themselves together around shared characteristics, interests, leanings or philosophies. They enjoy each other’s company and the ensuing bonhomie actually helps them in dealing with the vagaries of work life. Such innocuous groups can even help each other and encourage positive reinforcement whenever necessary.
But, what if the amicable groups polarise into ‘members only’ factions that cannot wait to topple each other? The immature groupism and rivalry was not left behind in the schoolyard. The clique culture filters into our workplace interactions too!
Trouble starts brewing when what is merely supposed to be an unofficial ‘support system’ transforms into a narrow coterie crammed with alliances and exclusions. An illogical division makes members resort to an impenetrable exclusivity, wherein they stick to their ‘own’ and non-members are branded as ‘outsiders’ or even worse, ‘intruders’. At times cliques ostracise and ridicule other people, but the guarded hostility manifests itself into unseen barriers between ‘rival’ groups. A simmering power struggle ensues and members are reluctant to help people outside their group. Is it any wonder then that crucial information gets miscommunicated or omitted, deadlines are missed and equipment is hoarded, all in the unrelenting game of one-upmanship? As the cliquism gets further entrenched, the warring clans may even actively work at hampering each other’s success. This complete breakdown in interpersonal relationships is wasteful, unpleasant and can be potentially lethal too. Everyone stands to suffer, as employees’ ability to work cohesively towards company growth gets impaired.

Break free
If you happen to be a part of a ‘cherished inner circle’, you may be deriving an immense sense of power and importance from being ‘superior’ to others. Or, you may be so engrossed in your group, that you either innocently or wantedly separate yourself from ‘the others’.
However, before aligning yourself with a group, remember that the cliquishness may actually work against you. It may seem fun to exclude, put down or even sabotage others, but it is also career limiting as you do need an expanded network of contacts as a stepping stone to success.
Therefore, instead of distancing yourself from non-group members, try to make sincere efforts to connect with people. Extend yourself by saying ‘hello’ to everybody and take the time to get to know people. Abandon the inter-group bickering and try to integrate everyone into the fold.
It is not necessary to get totally chummy with everybody; all you have to do is establish a professional and respectful work relationship. Harmony and better team interactions will prevail as it becomes easier to openly discuss and resolve work issues together.
Again, you may be inclined to consolidate forces and preserve group interest, but at what cost? Never make your clique a priority over your job duties, responsibilities and obligations. Such a blind clique endorsement not only has negative effects on the workplace, but can also devastate your entire future. So, look for groups that are supportive of you, not critical of or competing with others.

Stay above the fray
While it is natural for people with similar likes, tastes or any other differentiating factor to group together, it can have an exclusionary feel as others start feeling left out.
If you are on the outside looking in, the subtle divisions may make you feel marginalised, angry and powerless. In a quest for acceptance, you may even try your best to fit in with ‘the’ inner circle. But forcing your way in will only create greater disappointment, hurt and stress. Instead, ask yourself if you really want to join such a self-centred and thoughtless clique.
Also, recognise the unnecessary victimisation and snobbery for what it is – an arrogant cover to hide their insecurities and inadequacies. Keeping your self-respect and judgment intact will make the unholy alienation lose its power over you.
Yet, if the persecution crosses limits, you can also seek help from the manager or HR department for resolving the conflict. Last but not the least; remember that you are there to work, not make friends. And that’s the best immunity ever!

PAYAL CHANANIA

When passing it back up the line, have a good reason ready

Published on Wednesday, Jan 02, 2008

As a rule, delegation always moves downwards! Reams have been written on how proper delegation is essential for maintaining an effective workflow without any bottlenecks. It also helps subordinates learn new skills and provides opportunities for future growth.
But, during some unavoidable circumstances, employees may need to delegate work upwards. This unusual scenario can come into play when a subordinate requires assistance, needs further authority or is faced with political barriers. Instead of wasting time on such activities, it is best to move them back up in the chain of command. Such as, reverse delegation can travel from employee to manager, manager to department head, department head to administration, administration to executive and so on.
Delegating upwards may become necessary, but this does not give any subordinate the ‘authority’ to delegate work to his superior. Such an uncharacteristic request goes against the grain and the boss may just be caught off guard, already have a full workload or even totally shun the abnormal idea. Whatever the reason, chances of the boss saying ‘no’ run high and clumsily pushing the task back on him or demanding him to take it over will further mess up the issue.
'Passing the buck…'
Upward delegation is an art, which calls for subtle manoeuvring so that the superior does not misunderstand your intentions.
Friendly persuasion with assertive reasoning can get things done that a frenetic shoving or pressurising never can. Instead of rushing in with hamstring complaints, provide a logical rationale that taps into his values, aspirations and motivations. For example, you can credibly contend that the end result will show the boss/department in a good light or will be in the best interests of organisational success.
Here are a few tips on how to overcome the potential resistance in instances like:
• When your position does not lend you the scope of authority or decision-making range to get a particular task done, passing it back up the line becomes a necessity. Take it back to your manager in a timely manner and explain to him that the work needs authority above a certain level or tell him that you need an extra boost of power to back you up!
• If you do not have the resources to do a job or are tangled in red tape, go to the boss for advice on how to resolve the situation. Appeal to him to use his ‘higher up’ clout in overcoming the political barriers.
• When you are heaving under a heavy workload and find it difficult to cope with some tough tasks, do not blast off a harangue of your stress. Try to cut back on some work by explaining how it is affecting your productivity and efficiency. You can offer, “I don’t have the time I need to work on this and complete all my other responsibilities. I am concerned that this will affect the way our department is perceived, so I’d like to pass some things back to you on this occasion”. Or, seek ideas on how you can reprioritise the tasks to get space to complete other responsibilities as well.
• If a deadline is looming, sincerely apologise for the delay and plead with the boss for help or ask him to assign a colleague to assist you.
When a task is beyond your limited skills, gracefully request him to assist/advise you with his expert insight and knowledge. But, beware as this can cast you in an incompetent light and undermine your abilities. So, instead of taking the easy way out and getting the boss to take over the task, be resourceful and propose some solutions even while asking suggestions on how to handle the problem. You can say something like, “I need your support with this project and would like you to show me how to…” This will augment your own skills and give you a sustainable advantage – one that enables you to easily perform such tasks on your own the next time round.
Therefore, the key to delegating upward successfully is to articulate a reasonable and coherent explanation of your needs and shortcomings. To surmount possible objections, keep your anger and frustration in check and engage a calm and clear discussion. Be willing to negotiate and take over other tasks to return the favour or just reduce the superior’s work pressure. Consider any counterproposals or tips instead of merely trying to offload the responsibility.
Also, remember that the boss is not there to always step in and take over your work. Do not turn to him to solve every problem that you encounter with an, ‘I just can’t do this…’ You will be refused more often as bosses are more open to accepting work from resourceful and credible workers!
So, whatever you do, never attempt to shirk work, get rid of burdensome tasks or dodge your responsibilities by kicking them back to the manager’s plate.
As management consultant and author, Don Blohowiak, says, “When a worker consistently delegates upward, he falls into ‘learned helplessness’!”

PAYAL CHANANIA